case study about human resource management in workplace diversity

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Case Study: What Does Diversity Mean in a Global Organization?

• David S. Lee

Needs may differ between headquarters and regional offices.

“We have a diversity problem.”

• DL David S. Lee  is a principal lecturer at the University of Hong Kong Business School, where he teaches, researches, and advises on topics related to ethics, fintech, and governance.

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Global Encyclopedia of Public Administration, Public Policy, and Governance pp 1–8 Cite as

Managing Workforce Diversity Through Human Resource Management

• Shah Md Azimul Ehsan 2  
• Living reference work entry
• First Online: 18 September 2021

92 Accesses

1 Citations

Diversity ; Diversity management ; Heterogeneity in organizations ; Managing diversity

HRM is concerned with all aspects of how people are employed and managed in organizations (Armstrong 2017 ).

Diversity refers to the state of being different (Mousa 2019 ). Workforce diversity refers to the differences and the similarities among employees in terms of race, cultural background, nationality, religion, age, sexual orientation, physical abilities, disabilities, etc. (Saxena 2014 ).

Introduction

Workforce diversity acknowledges the fact that people, in reality, differ in various visible and invisible dimensions. Some of the most common types of diversities seen at the workplace are based on gender, ethnicity, age-group, physical attributes, culture, sexual orientation, religion, nationality, language, color, social status, marital status, physical disability, and personality (Kossek et al. 2005 ; Shen et al. 2009 ). In recent times, workforce diversity has become a much...

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Department of Public Administration, Faculty of Social Sciences, Jagannath University, Dhaka, Bangladesh

Shah Md Azimul Ehsan

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Florida Atlantic University, Boca Raton, FL, USA

Ali Farazmand

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Ehsan, S.M.A. (2021). Managing Workforce Diversity Through Human Resource Management. In: Farazmand, A. (eds) Global Encyclopedia of Public Administration, Public Policy, and Governance. Springer, Cham. https://doi.org/10.1007/978-3-319-31816-5_4331-1

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DOI : https://doi.org/10.1007/978-3-319-31816-5_4331-1

Received : 15 June 2021

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Published : 18 September 2021

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Online ISBN : 978-3-319-31816-5

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HRM CASE STUDY: DIVERSITY MANAGEMENT: FACILITATING DIVERSITY THROUGH THE RECRUITMENT, SELECTION AND INTEGRATION OF DIVERSE EMPLOYEES IN A QUEBEC BANK

2010, Journal of International Academy For Case Studies

This case focuses on the illustration and application of HRM workplace diversity management concepts. First, students will have to discuss the advantages of a diverse workforce and the steps involved in diversity management. Next, they must critique the HRM director's diversity plan. They will then be required to design and implement HRM practices in order to facilitate the recruitment, selection, integration and development of diverse employees. Finally, students will propose measures that evaluate the effectiveness of these HRM diversity practices. The case has a difficulty level of 4 to 6: it is appropriate for HRM courses from senior level to second year graduate level (M.Sc. and MBA courses in HRM, staffing). Students are expected to prepare the case before coming to class. The case is designed to be discussed in one class of 3 hours. This fictitious pedagogical case was inspired in part by the real-life experiences of HR and employment equity managers in various Canadian organizations. The authors interviewed or met these individuals during the second author's seminars on diversity. CASE SYNOPSIS In this case, participants will examine the situation of Françoise Roy, HRM manager of a bank in Quebec, Canada. Françoise had only been director of human resources at the People's Bank of Quebec (PBQ) for a little over a year when she undertook a huge project This effort entailed encouraging diversity in the bank by increasing ethnic and cultural minority representation and by eliminating discrimination among the workforce. The Human Rights Committee had approved her action plan regarding employment equal opportunity. In order to achieve her goals, Françoise must now design and implement a workforce diversity action plan. In this case study, students will first discuss the advantages of a diverse workforce and the steps in diversity management. Next, they must critique the HRM director's diversity action plan. They will then have to design and implement HRM practices in order to facilitate the recruitment,

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Dr. Md. Hasebur Rahman

Abstract: Workforce diversity issue is major concern of today’s business organization. The human resource function is most likely to hold the main responsibility for the people planning within an organization and thus for policies and procedures concerning equality and diversity issues. There are interesting debates about the extent to which the human resource function can be the main driver of progressive change regarding diversity and equality issues. This paper attempt to discuss diversity issues and the capacity of human resource management to advance equality, looking in more detail at specific policy areas. 1. Introduction: Workplace diversity is the issue of people, focus on the differences and similarities that people bring to an organization. We are live in an increasingly multicultural society. It is a melting pot or a stew. Successful organizations recognize the need for immediate action and are ready and willing to spend resources on managing diversity in the work place. 2. Literature Review: Human resource management (HRM) has been one of the most popular management concepts of the 1990s; evidenced now by the proliferation of texts bearing the title and the number of university and management training courses on the subject. However, equality and diversity issues are often absent from the debate, where the theory, policy and practice of HRM tend to assume the ‘generic’ universal employee (Dickens, 1998; Benschop, 2001) . This gap is significant because the human resource function is most likely to hold the main responsibility for the people planning within an organization and thus for policies and procedures concerning equality and diversity issues. There are interesting debates about the extent to which the human resource function can be the main driver of progressive change regarding equality issues (Cockburn, 1991; Cattaneo et al., 1994; Gooch and Ledwith, 1996; Gooch and Blackburn, 2002) . Many writers agree that there is considerable ‘fit’ between the developments of HRM and diversity approaches to equality. Indeed, Miller states that ‘Managing diversity can arguably be classed as the HRM approach to equality initiatives in the workplace’ . In the Personnel Journal’s end of year summary of the ‘100 toughest challenges facing human resource practitioners’ for 1995, diversity appears high on the list . Certainly, as even a cursory glance through issues of the journal People Management will indicate, nearly 10 years on, diversity issues have become a central part of human resource management. Indeed, the Chartered Institute of Personnel and Development proclaims ‘Managing diversity is central to good people management’ (CIPD, 2004). Moves to diversity approaches to equality match moves in thought about people management. Thus the scene is set for a discussion of what HRM offers to the diversity within organizations. Specific policy areas of HRM will be analyzed. Potential advantages and benefits for equality and diversity will be discussed. 4. Workforce Diversity: Similar to globalization, diversity and social issues have had a dramatic effect on the study and application of management and organizational behavior. In the past, diversity was treated as a legal issue; that is for well over 45 years it has been directly against the law to discriminate against any one, on any basis. Now organizations are becoming to realize that diversity is not just something to deal with, but instead a reality to build on to make a stronger more competitive enterprise. Until recently, organization took a “melting-pot” approach to personnel diversity assuming that people who were different would somehow automatically want to assimilate. But today’s managers have found that employees do not set aside their cultural values and lifestyle preferences when they come to work. The challenge, therefore, is to make organization more accommodating to diverse group of people by addressing different lifestyles, family needs and work styles. The melting pot assumption is being replaced by recognition and celebration of differences. Increasingly those who celebrate differences are finding their organization’s profit . As noted in a report on needed strategic initiatives to succeed in the new global economy, “Diversity must be recognized and nurtured as the organization’s greatest assets, and the ability to attract and work with diverse talent must be seen as a critical competitive advantage . Diversity now much more than ethnicity, gender, or sexual orientation and Society of Human Resource Management has identified outcomes for effective diversity management as follows: Effective management of human resources is directly linked to business success. Beer et al. (1984, 1985) place an emphasis on human resource policies such as employee influence, human resource flow, reward systems and work systems, which should be designed to promote the development of flexible, adaptable and highly committed employees. Perhaps most significantly, however, from equality and diversity perspectives, is the emphasis on the need for policies to be integrated within the overall organizational strategy. This has echoes of the mainstreaming approach to equality, except that here it is a concern for the human resource that should be mainstreamed (of which equality and diversity should be part) throughout all policy decisions. In addition, a concern for equality and diversity issues is an explicit element of the model. Beer et al. (1984) point to the positive long-term consequences that HRM could have for individuals and for society. Managers are advised to track the long-term trends in the labor market that will indicate potential opportunities and difficulties in the acquisition of skills in the future. As part of this, equality/diversity issues are highlighted and managers are advised to take account of the increased participation of women and minority ethnic groups in the labor force, as well as an ageing population. In addition, managers should recognize the changing values and aspirations of the workforce through education and training, which make employees more resistant to arbitrary authority (Beer et al.,1984: 31). While the primacy of the manager is clear in this conception of HRM, it also explicitly recognizes the importance of different stakeholder interests, potentially offering space for equality/diversity issues to arise. In other words, management needs to mobilize the support of various stakeholders, including shareholders, employees, unions, government, customers and community groups. There are other features of HRM which diversity approaches share. Most significant of these is the individualistic focus of HRM. The onus of policies within HRM is directed towards the individual employee, a harnessing of individual commitment and talents, rather than seeing employees as part of a collective (either trade unions or social group membership). Consequently HRM in its ideal has commonly been viewed as denying a role for trade unions (Guest, 1987), and indeed exemplars of HRM practice have commonly been non-union firms such as Marks and Spencer or IBM . There has, however, been much debate about whether or not, in practice; union exclusion has been an aim, and indeed whether the presence of unions actually encourages more practices associated with human resource management .

Archives of Business Research

Mohammad Ikbal Hossain

This research paper explores the dynamic landscape of managing diversity through Human Resource Management (HRM), focusing on the United States context. Evolving from a compliance concern to a strategic imperative, diversity plays a pivotal role in enhancing innovation, creativity, and problem-solving in contemporary workplaces. By aligning HRM practices with diversity initiatives, organizations can leverage the strengths of a heterogeneous workforce. The challenges posed by communication barriers, stereotypes, and resistance to change necessitate a strategic HRM approach. Tailored recruitment, training, performance management, and leadership development are key elements of this approach. Creating an inclusive organizational culture, facilitated by HRM through leadership commitment, anti-discrimination policies, and open communication, is pivotal. Legal and ethical considerations provide a foundation for this journey. The potential long-term benefits of effective diversity management include improved performance, innovation, talent attraction, and social responsibility. This paper underscores the importance of managing diversity through HRM as an investment in organizational success and a more inclusive society.

International Research Journal Commerce arts science

Managing diversity in the workplace should be a main concern of every organization. In order to survive, a company always needs to manage and utilize its diverse workplace effectively. Valuing and recognizing diversity is imperative in order to maintain the competitive advantage. Diversity management practices enhance the productivity, effectiveness, and sustained competitiveness. Organizations that promote and achieve a diverse workplace will attract and retain the quality employees and increase the customer loyalty. Human resource diversity management strategies have broadened beyond an affirmative action and equal employment opportunity staffing efforts. Focus on the differences in the individual characteristics leading to inequality has posed the challenge of achieving unity in diversity and harnessing that diversity to improve employee performance.

hamidah torik

Diversity at workplace and how to manage them through human resource management

Handbook of Research on Race, Gender, and the Fight for Equality

Rafael Triguero

Tremendous forces are radically reshaping the world of work and workforce diversity is steadily growing. If effective diversity management can only be achieved by means of the use of appropriate human resources strategies, HRM need to change his role. This chapter intends to explore such new trends and new practices on HRM, analyze which of them can be employed and which are more appropriate for an optimal management of workforce diversity and to obtain a competitive advantage for companies in the global economy.

federica frustaci

Sunday Babalola

International Journal of Human Resource Management

Max Alfitouri

This paper critically reviews the literature on managing diversity through human resource management (HRM). We discuss the major issues and objectives of managing diversity and examine the state of human resource diversity management practices in organizations. Our review shows that inequality and discrimination still widely exist and HRM has focused mainly on compliance with equal employment opportunity (EEO) and affirmative action (AA) legislation. Less attention has been paid to valuing, developing and making use of diversity. Our review reveals limited literature examining how diversity is managed in organizations through effective human resource management. We develop a framework that presents strategies for HR diversity management at the strategic, tactical and operational levels. Our review also discusses the implications for practice and further research.

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Diversity impact on organizational performance: Moderating and mediating role of diversity beliefs and leadership expertise

Jamshid ali turi.

1 Department of Management Studies, Bahria Business School, Bahria University, Islamabad, Pakistan

Sudhaishna Khastoori

2 Department of Management Sciences, SZABIST, Larkana, Pakistan

Shahryar Sorooshian

3 Department of Business Administration, University of Gothenburg, Gothenburg, Sweden

Nadine Campbell

4 Business school, Western Sydney University, Sydney, Australia

Associated Data

The data has been sent to the SZABIST center of research in Shaheed Zulfikar Ali Bhutto Institute of Science and Technology, 79 Clifton Road, Karachi 75600, Pakistan. To obtain the archive, should use the main author's name followed by the year 2021, "Ali Turi / Khastoori - 2021. Data set, the contact information for the SZABIST center of research is: Tel: (021) 358-21538-42 (EXT # 407) Fax: (021) 35830446 Email: kp.ude.tsibazs@ofni .

The current research examines the impact of four independent diversity variables, gender, age, educational background, and ethnicity, on the moderating role of diversity beliefs and the mediating role of leadership expertise to measure organisational performance in Pakistan. A self-administered questionnaire using a 6-point Likert scale approach was adopted to collect the responses from 176 employees. Quantitative analysis was done using SPSS, and SMART-PLS3 were used for was used to comprehend the objectives of the research. The findings indicate that age diversity, diversity beliefs, and leadership expertise have a statistically significant impact on organisational performance. Moreover, moderating variable diversity belief did not affect organisational performance, but leadership expertise plays a significant mediating role in organisational performance. Our study provides critical theoretical contributions to research diversity and organisational performance in Pakistan and examines the impact of workforce diversity on organisational performance with leadership expertise as mediator and diversity beliefs as a moderator.

1. Introduction

Diversity has many meanings, applications, and implications. Some organisations see it as an asset from which innovation and competitive advantages can springboard, while others see it as a hindrance, constrain, and biases. Traditionally, diversity included religion, language, age, gender, ethnicity, education, cultural and personality orientation [ 1 ]. Today, the concept of diversity has evolved to encompass strategic targets to improve organisational performance and effectiveness [ 2 ]. Therefore, organisations promote workforce diversity to bolster organisational performance [ 3 ]. However, many studies suggest that diversity exists in different forms with different intensities. If not managed properly, it has the potential to harm morale, intensify turnover and result in substantial communication problems.

The lack of diversity training and understanding of diversity beliefs, especially in developing countries with rigid social and cultural bonds, leads to organisational bias. To overcome these organisational biases, E-Vahdati et al. [ 4 ] recommended that firms should emphasise corporate governance, accountability, ethics, trust, and diversity. Moreover, organisations also need diversity for rational decision-making and promoting a conducive environment, where everyone’s beliefs are respected, leading to employees self-reflecting on the positive benefits [ 5 , 6 ]. However, if workforce diversity is mismanaged, this could lead to emotional conflicts, perceived organisational politics, miscommunication, power struggle, and higher employee turnover. As a result, having a diverse workforce would become an inhibitor for organisational development [ 7 , 8 ].

Muhammad Ali Jinnah, the founder of Pakistan, believed that diversity management involves four key concepts. One is democratisation which would guarantee cooperation amongst its citizens. Two, consistent social equity and equivalence through egalitarian Islamic values. Three, stringent laws with no room for bias or discrimination. Four, protectionism for minorities, women, and other disadvantaged groups [ 9 ]. Despite this, Pakistan is among the lowest-ranked diverse countries in the world. It ranked in the 22nd percentile for gender diversity and female economic activity in emerging economies due to its religious and cultural norms. Additionally, Pakistan’s sectoral diversity falls in the bottom five [ 10 ].

Previous studies on diversity focused on culture and ethnicity, but elements such as age, gender, and education have not been fully explored. Therefore, there is a need to examine different elements of diversity in different settings to understand its applications and managerial implications for sustainable organisational performance [ 11 – 13 ]. However, the subjective nature of diversity has left many practitioners ill-equipped to manage diversity effectively or determine which components play a role in diversity management and diversity-related issues [ 14 ].

The contradictory research results on diversity need to be further examined to increase our comprehension and better explain this phenomenon. Previous research has considered various diversity dimensions to identify their impact on organisational performance. For example, García-Granero et al. [ 15 ] and Georgakakis [ 16 ] explored the relationship between top management team functional diversity and the firm’s performance with the moderating role of top management (CEO) attributes. Other studies have used negative descriptors such as discrimination and racial prejudice to explore diversity.

However, no studies have examined the projectized environments or considered the role of leadership expertise and diversity beliefs. This research’s main queries are to determine how leadership expertise adds to organisational performance, value diversity beliefs, and organisational performance? Therefore, our contribution to the diversity literature will help us better understand and assess the impact of diversity on organizational performance by examining leadership expertise as a mediating variable and determining the extent to which diversity and organizational performance are related, using diversity beliefs as a moderating variable within Pakistan.

2. Literature review and hypotheses

Diversity is considering, recognising, and respecting others’ opinions and differences irrespective of their culture, gender, age, social status, race, physical capability, and so on [ 7 , 17 ]. It is used to find opportunities, face challenges, and explore new avenues [ 18 ]. Furthermore, diversity can be used to enhance knowledge and skill levels, help to understand behaviour, conflicts and fill the gaps within the organisation [ 7 , 19 ]. While there are many facets to diversity, this research aims to look more especially at gender, age, ethnicity, and educational diversity.

2.1 Gender diversity

Gender diversity represents the gender identities of men and women. It describes the emotional difference and experience publicly and culturally attached to men and women within any firm [ 20 ]. Research has found that a moderate level of gender diversity boosts the competitive edge, whereas greater levels of gender diversity reduce organizational performance. Other studies have shown that organisational success depends upon gender equality and equity [ 21 , 22 ];. Although western organisations have been moving closer to gender equality, Pakistan is way behind [ 21 ]. The gender-oriented inequities within the Pakistani workplace are reinforced by personal biases and stereotypes, referring that the status of men is perceived as superior to women. Many organisations prefer hiring male employees because they perceive men as better performers [ 23 ].

2.2 Age diversity

Age diversity is the ability of an organisation to accept different age groups. The business environment can only grow and succeed when various age groups within an organisation come with diverse experiences [ 24 – 26 ]. Recently, age diversity issues have gained significance because professionals are choosing to work past retirement age, and young adults are working part-timers while completing their studies [ 27 – 29 ]. Many organisations are welcoming this trend because they need skilled employees with experience and young talent with an innovative mindset for new ventures better organisational performance [ 30 , 31 ]. However, In Pakistan, young people face more discrimination in the labour market than old workers [ 32 ], as cultural norms are founded on respect for their elders.

2.3 Ethnic diversity

Ethnic diversity refers to differences in religion, language, and cultural background. Employees from different backgrounds working in the same organisation represent different lifestyles, cultures, beliefs, and skills that can improve strategic decisions [ 14 ]. Due to these perceived attributes and globalisation, organisations are focusing on multiplicity diversity building, but many companies struggle to produce and implement policies that reduce ethnic discrimination, which negatively impacts organisational performance [ 32 – 35 ]. Pakistani laws espouse that all citizens are equal irrespective of their religion, language, gender, or caste, but for minorities in Pakistan, this is a farfetched dream. According to EEOC data, ethnic diversity violations cost companies $112.7 million per annum due to ethnic diversity violations [ 3 ].

2.4 Educational diversity

Educational diversity denotes differences in knowledge, training, skills, experience, and qualification [ 18 , 36 ]. Some organisations refuse to employ highly qualified workers because they do not believe highly educated individuals are better performers, while others see employees with less education, skills, and training underperform [ 22 ]. The lowest level of education affects the earnings of rural workers in Pakistan, but old earners who receive more education earn more in urban areas. Organisations use educational diversity to have a mix of soft and hard-tech skills [ 37 ], and employees consider having educational diversity to significantly increase their ability in obtaining desirable jobs [ 38 , 39 ]. Age, gender, ethnicity, and educational diversity add to the synergetic pragmatism of the projects and organisation [ 30 , 40 ]. These findings lead us to the stance that H1 : Diversity has a significant positive impact on project performance .

2.5 Leadership expertise

Leadership expertise plays a crucial role in organisational performance, as it creates new directions, new philosophies, optimism, boost enthusiasm and cooperation among employees, and devises appropriate visions and strategies. Furthermore, leadership expertise considers diversity an organisational strength and promotes inclusion and diversity using various leadership styles as one leadership style may not work in diverse teams. The leader-member exchange (LMX) theory explains this approach best. It is a relationship-based approach with a dyadic relationship between the leader and their employees [ 41 ].

According to LMX [ 41 ], a leader uses a specific leadership style for each team member based on their mindset. The leaders share more knowledge and information, delegate responsibilities, and encourage participation in decision-making with some members and not others. LXM theory allows leaders to develop in-groups and spend more resources on the members they expect to perform better. This relationship between a leader and members gradually develops and reaches a high degree of dependence, mutual trust, and support. As a result, productivity increases. That eventually enhances employee retention, loyalty, and sustainable organisational growth.

Previous results maintain that effective diversity management at the workplace adds to both organisational and organisational performance [ 7 , 40 ]. Diversity, which has become an integral part of every organisation and project in this unified world, needs better leadership expertise to manage it at the micro and macro levels [ 34 , 42 ]. Research supports that a leader’s expertise, i.e., leading employees with respect regardless of their caste and creed, leading them with self-assurance, positively shaping their behaviour, results in enhanced employee performance, which eventually reflects increased organisational performance [ 43 ]. The findings lead us to H2 : Diversity with leadership expertise has a positive impact on organisational performance .

2.6 Role of diversity beliefs as a moderating variable

Diversity beliefs mean understanding that everyone is unique, and there is a need to recognise individual differences. These differences include race, ethnicity, gender, sexual orientation, socio-economic status, age, physical abilities, religious beliefs, political beliefs, or other ideologies [ 11 ]. Today, globalisation is one of the driving forces of diversity within organisations. However, accommodating diversity beliefs in terms of spiritual, cultural, and political views sometimes challenges a diverse organisation [ 12 , 25 ]. Staff needs to be reminded that they should not impose their opinions on others as their personal and ethnic beliefs are independent of their work obligations [ 27 , 44 ]. The employment practices linked with unbiased diversity beliefs can lead to constructive organisational results [ 11 , 26 ].

These diversity beliefs can be polarised perceptions or preferences towards homogeneity or heterogeneity [ 7 , 17 ]. A leader’s diversity beliefs may be one of the factors influencing organisational performance. Manoharan and Singal [ 42 ] found diversity positively affects organisational performance when supported by positive beliefs and values. Kundu and Mor [ 45 ] concluded that a generally positive view of workforce diversity could positively impact organisational and new venture (project) performance. Additionally, the perception of employees about workforce diversity is positively linked with organisational performance [ 46 ], and employees perceive their organisation more favourably when diversity management is perceived as positive [ 18 ]. However, due to organisational variations and cultural settings, diversity needs to be managed differently [ 14 , 47 ]. As such, we hypothesise that H3 : Diversity beliefs moderates the relationship between leadership expertise and organisational performance .

Furthermore, organisations bring people from different cultures to boost creativity, knowledge, and rational problem-solving approaches. Consequently, the leaders in this 21 st century have become highly alarmed with diversity management in organisations [ 48 ]. It is believed that diversity at the workplace positively impacts organisational performance, and the leadership expertise mediates this relationship. According to prior research [ 8 , 49 ], organisational leaders play a vital role in forming and promoting the workplace culture, free of prejudice and personal biases. The workforce mainly follows leaders to set the perspective wherein they would work in an organisational setting. Thus, forming such an environment that imitates respect, ethical behaviour, understanding, and encouraging cross-cultural values improves organisational performance. However, this relationship is moderated by the diversity beliefs. Everyone in the organisation does not hold the same values and beliefs. Still, a true leader who can determine the varied beliefs of employees and manage diversity in a way that is convincing for each team member can help organisations reach new heights [ 50 ]. The research findings lead to the hypothesis that H4 : Diversity significantly impacts organisational performance with the mediation of leadership expertise and moderation of diversity beliefs .

The Conceptual Model ( Fig 1 ) was developed based on the relationship between four dimensions of diversity most relevant to the Pakistani context, the leadership expertise, diversity beliefs, and organisational performance. This conceptual framework indicates the impact of workforce diversity on organisational performance in the presence of leadership expertise as mediating variable and diversity beliefs as moderating variable in the services sector and projectized organisations in Pakistan’s major cities.

3. Methodology

A quantitative approach using a correlational study was undertaken to determine the extent of a relationship constructs under investigation. A structured questionnaire was adopted from previous studies [ 51 , 52 ] to collect primary data using a survey, keeping in mind the objectives of the studies. The study used a 6-point Likert scale for grading the responses with the scale (1 = strongly disagree, 2 = disagree, 3 = partially disagree, 4 = partially agree, 5 = agree, 6 = strongly agree). The target population of the study was the project management professionals, working in the major cities of Pakistan. These cities were selected because many of the national and international developmental projects take place here. Organizations were selected from the services sector. The questionnaires were self-administered.

Additionally, a muti-level sampling procedure was adopted to make the respondent selection process more accurate and precise. In the first phase, stratified random sampling was applied to select the strata of the potential respondents. In the second phase, the quota sampling technique was applied to select the qualifying organizations, and in the third phase, convenient sampling was used to collect data. A total of 550 questionnaires were distributed, and 482 were returned. Questionnaires were assessed and screened for completeness. A total of 17 questionnaires were discarded as more than 10% of the values were missing. A further 12 were removed because of outliers. The remaining 451 were analysed using SPSS and Smart PLS.

4. Results and findings

4.1 participant demographics.

Table 1 contains the demographic details of the respondents. Among 176 respondents, 97 were male, and 79 were female. Most of the respondents were aged 30–35, had more than 5years’ experience working for their organisation, and held a bachelor’s degree or higher. This indicates that the participants were well educated and possessed sufficient skills and knowledge to answer all the survey questions proficiently.

4.2 Instrument validity

Table 2 indicates the loading factors for all the items are in the acceptable range of greater than 0.70. The average variance extracted (AVE) falls between 0.612–0.678 for the constructs, indicating a high-reliability level. Moreover, the composite reliability (CR) values range from 0.862 to 0.947 and are highly consistent and satisfy the convergent validity criteria. Furthermore, predictive accuracy, effect size, and predictive relevance were conducted for the goodness of fit, and their values fell in an acceptable range.

*OL = Organisational Leadership; AD = Age Diversity; ED = Ethnic Diversity; GD = Gender Diversity; EDD = Educational Diversity LE = Leadership Expertise; DB = Diversity Beliefs.

4.3 Discriminant validity: Fornell-Larcker Criterion

Discriminant validity of the constructs was checked using Fornell-Larcker Criterion. Discriminant validity confirms correlation among constructs if the values do not exceed 0.85 and the square root of AVEs is greater than the correlation of other constructs. Table 3 maintains that all values are less than 0.85, and their square root of AVEs was greater than their constructs’ off-diagonal values. These details satisfy the discriminant validity requirements.

*AD = Age Diversity; DB = Diversity Beliefs; ED = Ethnic Diversity; EDD = Educational Diversity GD = Gender Diversity; LE = Leadership Expertise; OP = Organisational Performance.

4.4 Discriminant validity: HTMT Criterion

HTMT refers to the average of the correlations of indicators between different constructs relative to the average of the correlations of indicators within the same construct. It measures the discriminant validity between the construct of the instrument. While conservative cut-off values are 0.9 is advocated a more stringent ratio of 0.85 as it offers the best criterion compared to all other methods of assessing discriminant validity [ 53 ]. Thus, any inter-construct ratio greater than 0.85 would be considered as having poor discriminant validity. The HTMT ratios obtained in this study, as shown in Table 3 , indicate no discriminant validity problems between the constructs.

4.5 Hypothesis testing

The path estimation or hypothetical relations was performed to observe the significant relationship in the inner path model. The entire hypothetical path in the framework was examined through the regression coefficient (β). Using the PLS Bootstrap technique, the value of β was checked to observe the proposed hypotheses in the structural model. Table 4 demonstrates the path coefficient assessment result where out of 10 direct hypotheses, six were supported, and four were not supported. The supported hypotheses were significant at least at the level of 0.05, have expected positive sign directions, and consist of a path coefficient value (β) ranging from 0.181 to 0.515.

Additionally, Table 5 shows that all six direct relationships were significant as the p-value is less than 0.05 and the t-value is higher than 1.96, depicted in Fig 2 . However, the other four hypotheses were unsupported because the p-value was higher than 0.05, and the t-values were less than 1.96.

In the case of moderating hypothesis, DB does not moderate the relationship between LE and OP. Therefore, it confirms that DB does not play any significant moderating role in the relationship between LE and OP.

4.6 Mediation hypothesis

For the mediating analysis, the bootstrapping technique was applied [ 54 ]. The mediation analysis results are presented in Table 6 and in Fig 3 , where among the four mediating hypotheses, three were supported, and one was not supported. The mediating path AD -> LE -> OP, ED -> LE -> OP, and EDD -> LE -> OP was significant as p < .005 and the values of LL and UL do not have zero (0) in between, which confirmed a mediating effect. However, the other mediating path GD -> LE -> OP was not significant as p < .005, and the zero (0) exists between LL and UL. In addition, among the three hypotheses, the AD -> LE -> OP path was partially mediated as the direct hypothesis was significant. However, the other two significant paths were fully mediated as their direct relationships were not significant.

5. Discussion

After many years of research on workplace diversity, there is considerable misperception over what diversity is. The broad definitions state that diversity seeks inclusion but does not identify the difference between social diversity where individuals of different races, ethnicity, religious beliefs, socio-economic status, language, geographical origin, gender, and/or sexual orientation bring their different knowledge, background, experience, and interest to increase organisational performance. Similarly, functional diversity where individuals with a variety of educational and training backgrounds are not examined. As a result, organisations are left confused about how to manage diversity to maximise organisational performance [ 55 – 58 ].

The present research provides a better understanding of the prevailing diversity scenario in Pakistan’s service sector and projectized organisations. The research indicates that three diversity variables, ethnic, gender, and education, do not significantly impact organisational performance. In contrast, age diversity has a significant impact on organisational performance.

The moderating hypothesis indicates that diversity beliefs play no significant role in improving organisational performance. This study challenges previous findings in the literature review sections, which proclaims that diversity and diversity beliefs significantly affect organisational performance. Therefore, organisations prefer to engage the workforce with diverse social, cultural, and ethnic backgrounds, bringing multi-facet experiences, learning, tacit and explicit knowledge to the organisation, boom effectiveness, and efficiencies, face challenges, and accept future challenges. This may be due to regional and cultural factors, that diversity beliefs are not promoting organisational performance, which may be explored in the future. Moreover, this study indicates that leadership expertise plays a significant mediating role, and diversity beliefs play a significant moderating role in organisational performance.

5.1 Theoretical implications

Our study provides critical theoretical contributions to research diversity and organisational performance. There is a gap in the current literature on the impact of workforce diversity on organisational performance, with leadership expertise as mediating variable and diversity beliefs as moderating variable in the services sector and projectized organisations in Pakistan. Specifically, we determined that leadership expertise mediates age, ethnicity, and educational diversity, and organisational.

Second, we contribute to research on the effective path by which diversity influences organisational performance by exploring the mediating role of leadership expertise. That is, our study not only examined that leadership expertise positively influences organisational performance. Building on these studies, our research uses leader-member exchange theory as an effective path and organisational performance as a goal. Drawing on the leader-member exchange theory, we determine that leadership expertise can impact diversity and enhance organisational performance. Our results suggest that leadership expertise is a crucial mechanism for diversity management and improving organisational performance in Pakistan.

Finally, our research explored the value of incorporating the moderator, diversity beliefs, and the mediator leadership expertise into a single theoretical model helps us better to understand the relationship between diversity and organisational performance. Our study showed that diversity beliefs do not moderate the relationship between leadership expertise and organisational performance. However, there were direct relationships between age diversity and leadership expertise, age diversity and organisational performance, diversity beliefs and organisational performance, and ethnic diversity and leadership expertise. Additionally, this study also found that there is partial and no mediation between age diversity, gender diversity, and organizational performance.

5.2 Practical implications

In addition to the theoretical contributions, our research informs practitioners in several ways. First, our results show that age, ethnicity, and educational diversity directly contributes to organisational performance via leadership expertise. There was also a direct relationship between age and ethnic diversity and leadership expertise. These findings emphasise the relevance of diversity management in light of globalisation.

Leaders should employ leader-member exchange procedures to help sustain organisational performance in an increasingly diverse workforce. That is, leadership styles need to change based on the mindset of the various groups within the organisation. The leaders share more knowledge and information, delegate responsibilities, and encourage participation in decision-making with some members and not others. LXM theory allows leaders to develop in-groups and spend more resources on the members they expect to perform better. However, this study added to the body of knowledge, that leadership expertise may not contribute to well managed and effective group development, due to social, religious, and cultural limitations of the locality/respondents.

5.3 Limitations and future research directions

This study has several limitations. First, it focused on age, gender, ethnic, and education diversity management and did not take into account other demographic diversity practices implemented within the organisations. Previous research recognises that a broad spectrum of demographic diversity influences organisational performance [ 55 ]. Future research should investigate a broader range of demographic diversity to understand better what constitutes a comprehensive approach to diversity management. Second, the research is quantitative, and its moderate response rate may limit the generalisability of the results [ 59 ]. Future research could combine qualitative and quantitative methods to leverage both structured and unstructured data to enhance the depth of insights and provide more specific practical outcomes [ 60 ]. Third, the generalisability of findings should be interpreted with caution. Every society has its own culture, norms, and social values, and previous research has identified that organisational culture may influence the findings related to diversity management [ 61 ].

6. Conclusions

Workplace diversity is becoming one of the most popular ways to evaluate organisational performance. Thus, conducting training and creating awareness regarding diversity will lead to value generation, better productivity, and vitality. Managing diversity at the workplace considers leveraging and respecting cultural differences in employees’ competencies, ideas, and innovativeness to persuade them to contribute towards a common goal and do it in a way that gives a competitive edge to organisations. Hence, it is recommended to encourage a more diversified workforce and create awareness to increase organisational performance. In addition, this research has focused on diversity beliefs as a moderating variable. However, future research can be conducted that how leadership expertise can mediate between age and gender diversity and organizational performance. Additionally, organisational justice as a moderator between diversity dimensions and organisational performance needs to be explored. Moreover, in the current paper, the social traits of diversity have been studied, providing opportunities or gaps to study functional diversity traits in the future.

Ethical consent

The study was approved by the ethical committee of the SZABIST Larkana Campus. The consent was informed, and the information was collected through an approved structured questionnaire. Moreover, the authors declare that they have no conflict of interest.

Funding Statement

The author(s) received no specific funding for this work.

Data Availability

• PLoS One. 2022; 17(7): e0270813.

Decision Letter 0

16 Dec 2021

PONE-D-21-09151Diversity Impact on Organizational performance: Moderating and Mediating role of Diversity Beliefs and Leadership ExpertisePLOS ONE

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Reviewer #1: The study is interesting, and the results are useful for diversity related research. However, the manuscript needs to be thoroughly checked for language including grammar. Detailed review comments are attached.

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You get a minor revision, make a revision immediately, pay attention to the marked reviews, the introduction is quite clear but there are some things that need to be improved, the methods, data processing and others are quite good

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Submitted filename: PLOS Review_2021.docx

Submitted filename: PS Paper-01.docx

Author response to Decision Letter 0

24 Jan 2022

General: The whole paper was revisited and the help of the expert/native speaker was also incorporated. Additionally, some technical quality improvements are also considered.

Reviewer #1: The study is interesting, and the results are useful for diversity related research. However, the manuscript needs to be thoroughly checked for language including grammar. Detailed review comments are attached.

Suggestion accepted and incorporated . Thanks for your appreciation, the whole paper was revisited and the suggestions were incorporated

Reviewer #2: You get a minor revision, make a revision immediately, pay attention to the marked reviews, the introduction is quite clear but there are some things that need to be improved, the methods, data processing and others are quite good

Suggestion accepted and incorporated. Thanks for your appreciation, the whole paper was revisited and the suggestions were incorporated

Submitted filename: reviewers comments and responses.docx

Decision Letter 1

21 Jun 2022

Diversity Impact on Organisational Performance:

Moderating and Mediating Role of Diversity Beliefs and Leadership Expertise in Pakistan

PONE-D-21-09151R1

Dear Dr. Shahryar Sorooshian,

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María del Carmen Valls Martínez, Ph.D.

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Reviewer #3: Yes

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Reviewer #3:  Yes:  Dr. Asad Ali

Acceptance letter

15 Jul 2022

Diversity Impact on Organizational performance: Moderating and Mediating role of Diversity Beliefs and Leadership Expertise

Dear Dr. Sorooshian:

I'm pleased to inform you that your manuscript has been deemed suitable for publication in PLOS ONE. Congratulations! Your manuscript is now with our production department.

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22 Cases and Articles to Help Bring Diversity Issues into Class Discussions

Explore more.

• Course Materials
• Diversity, Equity, and Inclusion

T he recent civic unrest in the United States following the death of George Floyd has elevated the urgency to recognize and study issues of diversity and the needs of underrepresented groups in all aspects of public life.

Business schools—and educational institutions across the spectrum—are no exception. It’s vital that educators facilitate safe and productive dialogue with students about issues of inclusion and diversity. To help, we’ve gathered a collection of case studies (all with teaching notes) and articles that can encourage and support these critical discussions.

These materials are listed across three broad topic areas: leadership and inclusion, cases featuring protagonists from historically underrepresented groups, and women and leadership around the world. This list is hardly exhaustive, but we hope it provides ways to think creatively and constructively about how educators can integrate these important topics in their classes. HBP will continue to curate and share content that addresses these equity issues and that features diverse protagonists.

Editors’ note: To access the full text of these articles, cases, and accompanying teaching notes, you must be registered with HBP Education. We invite you to sign up for a free educator account here . Verification may take a day; in the meantime, you can read all of our Inspiring Minds content .

Leadership and Inclusion

John Rogers, Jr.—Ariel Investments Co.

—by Steven S. Rogers and Greg White

Gender and Free Speech at Google (A)

—by Nien-hê Hsieh, Martha J. Crawford, and Sarah Mehta

The Massport Model: Integrating Diversity and Inclusion into Public-Private Partnerships

—by Laura Winig and Robert Livingston

“Numbers Take Us Only So Far”

—by Maxine Williams

For Women and Minorities to Get Ahead, Managers Must Assign Work Fairly

—by Joan C. Williams and Marina Multhaup

How Organizations Are Failing Black Workers—and How to Do Better

—by Adia Harvey Wingfield

To Retain Employees, Focus on Inclusion—Not Just Diversity

—by Karen Brown

From HBR 's The Big Idea:

Toward a Racially Just Workplace: Diversity efforts are failing black employees. Here’s a better approach.

—by Laura Morgan Roberts and Anthony J. Mayo

Cases with Protagonists from Historically Underrepresented Groups

Arlan Hamilton and Backstage Capital

—by Laura Huang and Sarah Mehta

United Housing—Otis Gates

—by Steven Rogers and Mercer Cook

Eve Hall: The African American Investment Fund in Milwaukee

—by Steven Rogers and Alterrell Mills

Dylan Pierce at Peninsula Industries

—by Karthik Ramanna

Maggie Lena Walker and the Independent Order of St. Luke

—by Anthony J. Mayo and Shandi O. Smith

Multimedia Cases:

Enterprise Risk Management at Hydro One, Multimedia Case

—by Anette Mikes

Women and Leadership Around the World

Monique Leroux: Leading Change at Desjardins

—by Rosabeth Moss Kanter and Ai-Ling Jamila Malone

Kaweyan: Female Entrepreneurship and the Past and Future of Afghanistan

—by Geoffrey G. Jones and Gayle Tzemach Lemmon

Womenomics in Japan

—by Boris Groysberg, Mayuka Yamazaki, Nobuo Sato, and David Lane

Women MBAs at Harvard Business School: 1962-2012

—by Boris Groysberg, Kerry Herman, and Annelena Lobb

Beating the Odds

—by Laura Morgan Roberts, Anthony J. Mayo, Robin J. Ely, and David A. Thomas

Rethink What You “Know” About High-Achieving Women

—by Robin J. Ely, Pamela Stone, and Colleen Ammerman

“I Try to Spark New Ideas”

—by Christine Lagarde and Adi Ignatius

How Women Manage the Gendered Norms of Leadership

—by Wei Zheng, Ronit Kark, and Alyson Meister

Is this list helpful to you? What other topics or materials would you like to see featured in our next curated list? Let us know .

Related Articles

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Cases in Human Resource Management provides students with insights into common challenges, dilemmas, and issues human resource managers face in the workplace. Using a wide variety of well-known companies and organizations, author David Kimball engages students with original, real-world cases that illustrate HRM topics and functions in action. Each case is designed to encourage students to find new solutions to human resource issues and to stimulate class discussion. Case questions challenge students to think critically, apply concepts, and develop their HRM skills. The contents are organized using the same topical coverage and structure as most HRM textbooks, making Kimball the ideal companion for any introductory HRM course.

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• Case questions require students to think critically about HR issues and apply HR concepts to each case.
• An emphasis on important issues and current trends in HRM brings up key topics in the field such as state and federal minimum wage, succession planning, executive compensation, mindfulness, cyber attacks, CSR, and managing a multigenerational workforce.
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Chapter 7: Training, Leading, Talent Management and Development

Chapter 16: Global Issues for Human Resource Managers

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