Human Resource Diversity and Performance within the Frame of Organizations, Teams and Individuals

Abstract

The following paper provides a survey based on studies of relationships between Human Resource diversity and per formance at different organisational levels. The importance of diversity in companies and society is becoming more and more important, therefore there is a need to identify circumstances and types of diversity, projects and teams, in which diversity can make an impact on company´s and working group success. The first part of the article is focused on the concept of diversity and Diversity Management in HR practices from the scientific and practical view. The second part is dedicated to the topic of performance and presents certain possibilities and indicators for performance measurement. The main report about the link between different types of diversity and performance at the organisational level, team level and the level of individuals will be produced in the third part. The findings from the studies show that diversity brings benefits and increases the performance in specific cases and under the certain circumstances. Moreover there is evidence that the positive effect of diversities is influenced or even caused by the presence of other factors.

Factors influencing the implementation of diversity management in business organisations in a transition economy. The case of Slovakia

“…The likelihood of this adoption rises with the proportion of the owned share in ownership structure of the subsidiary company. Thanks to the phenomenon of knowledge spillover (Gaumont & Leonard, 2010;Moravčíková, Lančarič, Ubrežiová, Savov, & Kozáková, 2014;Rani & Joshi, 2012;Senichev, 2013) which accompanies foreign direct investments, the know-how of the subsidiary company is adjusted as well. Since the diversity management concept is better refined and adopted abroad (when compared with the Slovak Republic) we assumed that the attitude of respondents referring to the diversity management concept in business organisations with a higher share of foreign capital in the ownership structure will be more positive.…”

Role of Effective Diversity Management Practices Towards Project Success

“…Moreover, the increased motivation and satisfaction of project's team members will further promote positive working environment and attitudes of the team members leading to increased efficiency and productivity (Campion, 2011). In this regard, Senichev (2013) has also explained that the increased performance and productivity of the team members during project collectively contribute in increasing the overall efficiency of the project, which further helps project managers in attaining the ultimate aims and objectives of the project in an efficient manner (Gotsis & Kortezi 2014).…”

Organizacyjne efekty zarządzania różnorodnością

“…Aspekty te mogą być z kolei rozpatrywane w ramach różnych wymiarów, do których zalicza się: -wymiar organizacyjny: tytuły, zajmowane stanowisko, wymagania stanowiska pracy, środowisko pracy, zatrudnienie w danej jednostce organizacyjnej, uczestnictwo w grupach projektowych, długość zatrudnienia, status i pozycja w organizacji; -wymiar zewnętrzny: znajomość języków obcych, przyzwyczajenia, poziom wykształcenia, wysokość wynagrodzenia, doświadczenie zawodowe, rodzicielstwo, hobby, stan cywilny; -wymiar wewnętrzny: płeć, narodowość, pochodzenie etniczne, orientacja seksualna, wiek, wyznanie, niepełnosprawność, wyznawane wartości; -wymiar osobisty: unikatowe cechy danej jednostki, np. typ osobowości [Senichev 2013]. Łącznie wymienione wymiary stanowią modelowe ujęcie różnorodności.…”