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Vol. 6 No. 10 (2023): American Journal of Economics and Business Management

Issue Published : October 5, 2023
Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.

Workforce Diversity Management and Employee Performance in Anambra State Civil Service

https://doi.org/10.31150/ajebm.v6i10.2491
Ewuim Favour Chinaza
Department of Public Administration, Faculty of Management Sciences, Nnamdi Azikiwe University, Awka, Nigeria
Nnaji, Ifeoma Loretto
Department of Public Administration, Faculty of Management Sciences, Nnamdi Azikiwe University, Awka, Nigeria

American Journal of Economics and Business Management, Vol. 6 No. 10 (2023): American Journal of Economics and Business Management
Article Published : October 20, 2023

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Abstract

This study examined workforce diversity management and employee performance in Anambra State Civil Service. The study provides empirical evidence on the effect of age diversity, gender diversity, education diversity, religious diversity on employee affective commitment in Anambra State Civil Service using descriptive statistics like frequencies, percentages, mean, and standard deviation and the inferential statistics such as t-test statistics and the linear regression model. The study revealed that age diversity, gender, education diversity, and religious diversity have significant influence on employees’ commitment in Anambra State Civil Service. The study recommends that the civil service commission should consider age asymmetry during employment. This is because age diversity improves employee turnover rates, meaning more skilled and experienced employees at your workplace. Employees age 55 and older also contribute to lower employee turnover and tend to be loyal workers. The civil service commission should be gender sensitive in employment. This is because a gender-diverse workforce allows the organization to serve an increasingly diverse customer base. Gender diversity helps organization attract and retain talented women. The civil service commission should ensure that all communities are considered in employment. This is because it helps to reduce turnover costs · Fewer internal disputes and grievances · Improved accessibility to new and diverse customer. The commission should consider people from different levels of education. This is because education diversity brings in new skills, knowledge, information and unique perspective to the organization and enhances effective problem solving and decision making process. The commission should ensure that there is religious tolerance among employees. Religious diversity will enable you to be confident to attract and retain a workforce that reflects the society you operate in. It will give you the opportunity to address religious bias in the workplace and will bring diversity of thought.

Keywords

Age Diversity Gender Diversity Ethnic Diversity Education Diversity Religious Diversity

Full Article

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Chinaza, E. F., & Nnaji, Ifeoma Loretto. (2023). Workforce Diversity Management and Employee Performance in Anambra State Civil Service. American Journal of Economics and Business Management, 6(10), 131–142. https://doi.org/10.31150/ajebm.v6i10.2491
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References
  1. Abidi, O., Zaim, H., Youssef, D., Habibniya H., & Baran A. ( 2017). Diversity management and its impact on HRM practices: Evidence from Kuwaiti Companies. Eurasian Journal of Business and Economics, 10(20), 71-88.
  2. Alca´zar, F. M., Ferna´ndez, P. M. R., & Gardey, G. S. (2013). Workforce diversity in strategic human resource management models: A critical review of the literature and implications for future research. Cross Cultural Management, Emerald Group Publishing Limited, 20(1), 39-49.
  3. Danullis M. & Dehling, S. (2004). Diversity management: A new paradigm. MBA Dissertation.
  4. Gujarati, D. N. & Porter, D. C (2009). Basic econometrics. New York. McGraw Hill International Edition.
  5. Klarsfeld, A., Ng, E., Booysen, L., Christiansen, L. C., & Kuvaas, B. (2016). Comparative equality and diversity: main findings and research gaps. Cross Cultural & Strategic Management, 23(3), 1-21.
  6. Kristianstad University, Sweden
  7. Kundu, S. C., Bansal, J. & Pruthi, M. (2019). Perceived workforce diversity and firm performance: A Study of an Indian Public Sector Organization. Journal of Strategic Human Resource Management, 8 (1), 47-60.
  8. McDonald D. M. (2010). The evolution of ‘diversity management’ in the USA: Social contexts, managerial motives and theoretical approaches (Research Paper E-51). Institute of Business Research, Daito Bunka University. https://www.researchgate.net/publication/259761006_The_Evolution_of_’Diversity_Management’_in_the_USA_Social_Contexts_Managerial_Motives_and_Theoretical_Approaches
  9. Okeke, T.C., Olise, M.C. & Eze, G.A. (2008). Research Methods in Business and Management Sciences. Enugu: lyke Ventures Production.
  10. Saxenaa, A. (2014). Workforce Diversity: A Key to Improve Productivity. Procedia Economics and Finance, 11(), 76 – 85
  11. Yadav, S. & Lenka, U. (2019). Diversity management: A systematic review. equality, diversity and inclusion: An International Journal, DOI 10.1108/EDI-07-2019-0197
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References


Abidi, O., Zaim, H., Youssef, D., Habibniya H., & Baran A. ( 2017). Diversity management and its impact on HRM practices: Evidence from Kuwaiti Companies. Eurasian Journal of Business and Economics, 10(20), 71-88.

Alca´zar, F. M., Ferna´ndez, P. M. R., & Gardey, G. S. (2013). Workforce diversity in strategic human resource management models: A critical review of the literature and implications for future research. Cross Cultural Management, Emerald Group Publishing Limited, 20(1), 39-49.

Danullis M. & Dehling, S. (2004). Diversity management: A new paradigm. MBA Dissertation.

Gujarati, D. N. & Porter, D. C (2009). Basic econometrics. New York. McGraw Hill International Edition.

Klarsfeld, A., Ng, E., Booysen, L., Christiansen, L. C., & Kuvaas, B. (2016). Comparative equality and diversity: main findings and research gaps. Cross Cultural & Strategic Management, 23(3), 1-21.

Kristianstad University, Sweden

Kundu, S. C., Bansal, J. & Pruthi, M. (2019). Perceived workforce diversity and firm performance: A Study of an Indian Public Sector Organization. Journal of Strategic Human Resource Management, 8 (1), 47-60.

McDonald D. M. (2010). The evolution of ‘diversity management’ in the USA: Social contexts, managerial motives and theoretical approaches (Research Paper E-51). Institute of Business Research, Daito Bunka University. https://www.researchgate.net/publication/259761006_The_Evolution_of_’Diversity_Management’_in_the_USA_Social_Contexts_Managerial_Motives_and_Theoretical_Approaches

Okeke, T.C., Olise, M.C. & Eze, G.A. (2008). Research Methods in Business and Management Sciences. Enugu: lyke Ventures Production.

Saxenaa, A. (2014). Workforce Diversity: A Key to Improve Productivity. Procedia Economics and Finance, 11(), 76 – 85

Yadav, S. & Lenka, U. (2019). Diversity management: A systematic review. equality, diversity and inclusion: An International Journal, DOI 10.1108/EDI-07-2019-0197

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