LITERATURE REVIEW ON WORKFORCE DIVERSITY, EMPLOYEE PERFORMANCE AND ORGANIZATIONAL GOALS: A CONCEPT PAPER

Abstract

ABSTRACTThis study is undertaken to examine the underlining concept of workforce diversity and how it relates to organizational performance. This is important to establish the underpinning variables that give rise to underachieving or overachieving of employee performance. An examination of literature shows little known fact about the relationship of workforce diversity, their needs, motivation and reservations concerning organizational performance. This study contributes to organizational culture's literature by showing workforce diversity and organizational goals are an important facet that binds the employees' involvement thus increasing commitment.Keywords: Diversity; social diversity; functional diversity; innovation, performance; diversity management.INTRODUCTION:The concept of workforce diversity and organizational performance lias much been debated in the last five decades. Workforce diversity and organizational culture has been frequently said to be responsible for all manner of positive and negative ills. (Sliani and Lau, 2005). A better understanding of the concept would allow employees in organizations to solve problems and improve performance. Diversity issues are now considered important and are projected to becomeeven more important in the future due to increasing differences in the populationof many countries. Companies need to focus on diversity and look for ways tobecome totally inclusive organizations because diversity lias the potential oiyielding greater productivity and competitive advantages. Managing and valuingdiversity is a key component of effective people management, which can improveworkplace productivity. Unmanaged diversity in the workplace might become anobstacle for achieving organizational goals. Therefore diversity can be perceivedas a double-edged sword.In an academic context, diversity encompassesdifferent dimensions including origin, race, gcndcr.cthnic group, language, color, attitude, values, beliefsand religion (Rau and Hyland, 2003). A similar list.provided by Kearney et ah. (2009) relates diversity tominorities including; women, people with disabilityand aged people etc.LITERATURE REVIEW:EMPLOYEE PERFORMANCE:According to Hasan. Muhammad, Imran (2009) study, conflict is a state inwliich two or more parties have incompatible objectives and in which theirperception and behavior is appropriate with that incompatibility (Mack,1965). Conflict is a foreseeable authenticity. It may not fade away norignored (Michael and Wayne, 2001; Medina, Munduate, Dorado, Martinezand Guerra, 2005). It is found in personal, group or organizational interaction. Conflict is either good or bad and sinful or immoral. Itassumes significance, once it is handled intelligently. When conflict ishandled unskillfully and badly, it becomes detrimental and when it ishandled morally and creatively, it ceases to be frightening andincapacitated, and results in growth, maturity, and empowerment forindividual, group and organization.Conflict occurs due to difference of perception, ideas, behaviors, interest.attitudes, religious differences, political differences and unjustifieddistribution of national resources. Conflict is not always negative. Itdepends how the conflict is handle. If handled properly, it can becomesource of development; otherwise it creates hostilities (Kigali, 2006). So itaffects quality, performance and profit of organization. Conflict isessential for life and dynamic for team performance (Medina et ah, 2005).When managers ignore the clash between the co-workers, those clasheswill be converted into personal and emotional conflict in the long run andtherefore damages the organizational culture, worker morale and overallchap reduction of organizational performance.A perception of interpersonal incompatibility is labeled as relationshipconflict and it typically includes tension, annoyance and animosity amonggroup members (Hasan, Muhammad and Imran. …

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