Managing cultural diversity and perceived organizational support

Abstract

PurposeThe aim of this study is to investigate the relationship between employee perceptions of their organization's management of cultural diversity, their perceived organizational support and affective commitment.Design/methodology/approachA questionnaire survey was developed and distributed to a sample of employees working in a large Australian financial institution.FindingsAnalysis of the data shows that, when controlling for perceived organizational support, there is no direct relationship between cultural diversity management perceptions and affective commitment. Rather, the data support an indirect relationship between the two variables via perceived organizational support.Research limitations/implicationsImplications are, first, that managers need to recognize the potential contribution of developing a positive workplace atmosphere for cultural diversity to strengthen employee perceived organizational support, which in turn enhances affective commitment. Second, the research findings underscore the importance of perceived organizational support in linking cultural diversity management perceptions to organizational outcomes, such as affective commitment. Third, managers should not underestimate the influence of initiatives, such as making all employees feel included in the “taken‐for‐granted” informal networks in engendering positive organizational and individual attitudes.Originality/valueThe paper examines cultural diversity management from the employees' (rather than a management) perspective to develop a fully mediated model using organizational support to link cultural diversity management perceptions to commitment. The study reinforces the need to rethink simple relationships between cultural diversity management perceptions and organizational/individual outcomes, to consider more complex models that include important mediating variables to more fully understand the effects of cultural diversity management.

ORGANIZATIONAL COMMITMENT IN THE WAQF ORGANIZATION OF MUHAMMADIYAH: A Perspective From Social Exchange Theory

“…39 hypothesis Studies conducted by Truckenbrodt, 40 Lee, 41 Islam et al, 42 Jaiswal and Dhar, 43 Srivastava and Dhar, 44 Feng et al, 45 and Megheirkouni 46 show that there is a significant relationship between LMX quality and subordinate commitment. Several periodic research findings have also complemented the evidence of POS's significant positive influence on organizational commitment, as proposed by Garg and Dhar, 47 Wayne et al, 48 Wayne et al, 49 Loi et al, 50 Aube et al, 51 Leveson et al, 52 and also Nazir and Islam. 53 The findings of Ahmed et al show the effect of LMX on POS., 54 and also AlHashmi et al, 55 where both states that LMX has a positive and significant impact on POS.…”

Perceived Organizational Support Terhadap Komitmen Organisasi dan Kinerja Karyawan

“…Dalam sebuah organisasi, kinerja karyawan merupakan hal yang penting karena saat kinerja karyawan dalam sebuah organisasi optimal maka lebih organisasi tesebut dapat mencapai kinerja organisasi yang lebih tinggi (Al-Omar et al, 2019). Penelitian Leveson, Joiner, & Bakalis (2009) menunjukkan bahwa kinerja karyawan berbanding lurus dengan keberhasilan finansial dan non-finansial organisasi tempatnya bekerja. Hasil penelitian (Baran et al, 2012) dan (Edwards & Peccei, 2010) menunjukkan bahwa perceived organizational support berpengaruh postitif terhadap kinerja karyawan.…”

Managing workplace diversity and employees' turnover intention: The mediating role of perceived organizational support

“…Workplace diversity management makes employees feel valued regardless of their gender, career, religion, and age, and this feeling increases employees' perceived organizational support [32,33,34]. Based on this literature review, the study expects a negative relationship between workplace diversity management and turnover intention, and a positive association between workplace diversity and perceived organizational support.…”

“…If organizations respect employees' diversity regardless of their gender, seniority, and nationality and do not reflect these factors in compensation and promotion, employees feel that they are being respected and valued by their organization [33,34]. This feeling reduces employees' intention to quit their job [37].…”