CULTURAL DIVERSITY IN WORKPLACE AND ORGANIZATIONAL PERFORMANCE
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CULTURAL DIVERSITY IN WORKPLACE AND ORGANIZATIONAL PERFORMANCE
ABSTRACT
People from many ethnicities and origins must collaborate in the workplace to connect and communicate on a regular basis. This can be thrilling and engaging, but it also causes annoyance and uncertainty at times. As a result, any innovative organisation must always look for new ways to embrace and confront these trends.
As a result, this study looks at how workplace diversity affects the organisational performance of Babcock University’s teaching and non-teaching staff. The study used a survey research design.
The study used a basic random sampling technique to select employees from the population. The study’s data were acquired via questionnaires. The obtained data was analysed using descriptive statistics and regression to determine the effects of workplace diversity on organisational performance.
All analyses were carried out with SPSS. The findings show that employee culture has a large impact on organisational productivity, employee personality has an impact on organisational profitability, and employee behaviour has a big impact on organisational efficiency.
They urge that the atmosphere and top management be equally supportive of both teaching and non-teaching staff; otherwise, organisational performance may suffer. The study concludes that workplace diversity has an impact on organisational effectiveness.
Chapter one
INTRODUCTION
1.1. Background for the Study
Globally, in today’s business world, most enterprises and organisations face a number of challenges in terms of organisational or corporate performance. One of these issues is in the field of human management
which refers to the effective and efficient use of people resources to meet an organization’s goals and objectives. An organization’s performance is determined by its employees’ overall efforts, or how well it manages its staff to achieve productivity and overall corporate performance.
In the United States, it is challenging to bring together various personalities into a coherent and unified team. This can be a major issue, whether the team is in the executive suite, a special project team in an R&D lab, or an operating team in a manufacturing facility.
People’s personalities differ greatly, and the diversity of origins, beliefs, viewpoints, and experiences can present difficulties for teams. This generates a distinct set of possible difficulties and opportunities. If an organisation can bring individuals together to support common goals, a diverse team of leaders may achieve incredible outcomes, meet customer needs, and confront competition threats.
However, if organisational leaders remain in their silos, preserve their own “turf,” fail to share information, refuse to collaborate on common challenges, or lack the ability to think with an entrepreneurial mindset, the organisation will underperform (Zammuto, 2012).
In Europe, several organisations employ a large number of diligent individuals with good intentions. However, despite their service sector experience, technical talent, and subject-matter expertise, many executives struggle to build a high-performance organisation (O’Sullivan & Lazonick, 2006).
Leaders are sometimes aware of their behavioural flaws, while others are unaware of their leadership deficiencies. People within the organisation are sometimes scared to express their opinions openly, and assisting immensely successful executives with their Achilles heels can be difficult. Leading and managing an organisation is a complicated endeavour that necessitates a unique set of skills.
Leaders must not only use their inherent abilities, but they must also constantly seek ways to reduce performance gaps and enhance their behaviour. Without constant improvement, an organization’s potential are severely limited.
In sum, if leaders do not consistently lift their game, they will drain an organization’s energy and engagement. Leaders must be continually aware of and work on their personal areas for improvement.
Organisations in Africa struggle with a lack of communication and feedback. There appear to be two extremes in this regard: either people do all in their ability to avoid addressing and holding others accountable, or they welcome any occasion to chew others out, ridicule them, and shatter their spirits.
Many African organisations have multiple leadership teams, and the most common issue was a lack of honest, constructive, and open communication concerning team members’ practices, styles, skills, or behaviours.
Organisations will struggle to thrive if they do not foster an open, feedback-oriented, coaching culture. Many organisational teams attempt to muddle through this by suffering the bully or guessing what others want and need from them.
People frequently tell others that they fear reprisal or retaliation if they open up, but the reality is that leaders cannot execute on their plans, save costs, or efficiently introduce new processes or services when people fail to communicate.
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