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Summary
CHAPTER 01

1.1. Background of the study

It is really crucial to understand who are the humans and why they are really significant to an
organization. Humans can be defined as individuals who have been assigned a particular duty or
191
responsibility within the organization for the sake of the organization’s sustainability. According
to Junengsih et al (2022), any organization requires quality human resources with their
competencies and expertise to carry out the organizational activities. As stated by Rosenblum (
1996) humans are the most significant factor in an organization which could transform
organization. To acquire a competitive advantage in an industry, humans are the ones who have
to take the required actions. In an organization, the business leader has been giving the driving
direction and other required instructions to drive a particular company in a specific direction.

On the other hand, humans can be identified as resources to the company. Resources can be
defined as an inventory which contributes to a particular goal, such as the production of goods and
services. As per the explanation given by Junengsih et al, (2022), humans are creatures with
different behaviors and thoughts to change the direction of the organization. They have been
involved in generating new knowledge, inventions, and strategies to run an organization. With the
change of time, the knowledge, awareness, and experiences of the employees are being developed
and they would use that cognitive resource for the development of the organization with
professionalism. Therefore, as per the Junengsih et al (2022) humans are invaluable resources for
the organization. According to Simonis (2021), each individual brings an avalanche of qualities
to their resource portfolio namely attitude, knowledge, skills, traits, relationships, and networks
which could be used in their frame of authority. According to the Purnomo (2021) humans are
strategic partners of the company who exposes innovations.

Human resources management involves the management of human beings to achieve a set of
49
organizational objectives and goals. (Nwoye, 2015). Since human beings are very vital to achieve
the organization’s goals and objectives it is required to manage them efficiently and effectively.
This is also important to protect the company and the employee as well. That is because human
resources management, it is directed to achieve the intended financial and nonfinancial milestones
 of the organization while keeping the employees safe, healthy and satisfied. Accordingly, in this
survey, it is intended to study the management of human performances to support human resources
management.

1.1.1. Employee diversity

The independent variable/s are the factors that are included in the testing model to describe or
forecast changes in the dependent variable. (Frost) According to Kothari (2004), if a variable
makes consequences upon the other variable, the antecedent variable is known as the independent
175
variable. In this study, it is planned to test the effect of three different diversity variables as an
43
independent variable on employee performance. Educational background diversity, ethnicity diversity
and gender diversity are the variables that will be tested in this study.

According to Mwatumwa ( 2015), employee diversity includes all the indicators that make a
4
human being totally unique or different from another. Age, ethnicity, heritage, gender, bodily
abilities/ qualities, race, sexual orientation, scholastic background, terrestrial location, income,
marital status, work experience, religious beliefs and work experiences can be listed as some of
the indicators of employee diversity.

Employee diversity dimensions can be clusters based on several factors. Atyah (2016), has
classified the dimensions of employee diversity in to two categories as surface level and Deep level.
He included that age, gender, physical ability, ethnicity and race as the surface diversity
dimensions. Values, attitudes, beliefs and personality had been identified as deep-level diversity
factors by Atyah (2016).

McGrath, Berdahl and Arrow (1995), had developed a conceptual framework with five different
66
clusters to describe the diversity classification. Accordingly, the main five clusters are demographic
characteristics (age, gender, sex, physical status, religion and education) , task-related knowledge,
skills and capacities ( values, views, beliefs), and personal and cognitive and attitudinal styles.

1.1.2. Employee Performance

 According to Kothari (2004), if the consequences of a variable affecting another variable, the
affected variable can be termed the dependent variable. According to Frost, the dependent
57
variable can be defined as the variable being tested or predicted in the model. In this study,
employee work performance was identified as the dependent variable.

Performance can be described as a measurement of how well the financial and non-financial
204
goal and objectives achieved against the intended output Sifuna (2021) According to Hameed
157
and Waheed (2011), Performance is the set of employee behavior, results and output that
comes after completion of work tasks with specific skills measured by various parameter
1
According to Sohail et al (2019), employee diversity has both positive and negative effects on
5
employee performance. As stated by Sifuna (2021), “the effects of workforce diversity include
improved perspectives, increased productivity, reduced fear, and improved performance” In
24
2021, Sifuna had able to prove that there is a positive relationship between workforce diversity
and employee performance in Bungoma Country Government. Some how, it is required to
170
effectively manage this employee diversity, as to improve the organization’s performance (Sohail
et al, 2019).
57
Therefore, in this study, it is expected to identify and evaluate employee diversity in terms of
educational background, gender, ethnicity on employee performance and to identify the best
194
techniques to effectively manage employee diversity This study will be conducted on a sample
of the manufacturing industry in Qatar.

1.2. Introduction to the organization

Lusail Food Industry (LFI) is a Qatari-owned food manufacturing company formed in 2017 by
Mohamed Bin Khalifa. LFI is manufacturing and distributing a variety of potatoes and cons-based
snacks under the brand name MAD, which originated in Tunisia. The company is acting as the
franchisee for the manufacture and distribution of savoury snacks under the “ MAD” which
belongs to the franchiser of SNACK Tunisia.

The company is based in New Industrial Area of Qatar and it mainly specializes in the production
of savoury snacks. The organization’s product portfolio consists of 30 different SKUs embedded
with chips, fritz, tortillas, corn and waves. The types of flour included salt, BBQ, Smokey BBQ,
Nacho cheese, French cheese, Masala and Ketchup. The process of the factory mainly involves
four different operations name as purchasing of raw materials and packaging materials, storing
received raw materials packaging materials and manufactured finished products, manufacturing
and packaging the potato-based chips and distribution of the final products. Accordingly,
purchasing, warehouse, production and packaging, hygiene and food safety, and Sales and
marketing departments are mainly based in the factory at New Industrial Area. As the supportive
departments, the human resources and finance departments based in the factory at Doha, Qatar.
These employees are from different ethnicities including Tunisian, Moroccan, Indian, Nepali, Sri
Lankan, Pakistani, Pilipino, Bangladeshi, Kenyan, Ugandan and Georgeann.

In the manufacturing process, the dehydrated potato pallets are fried and then mixed with the
aromas in the flavouring drum prior to the packaging. In the factory the manufacturing process is
conducted by using highly automated machines where the manpower is used only for the
monitoring and quality inspections process. Accordingly, two machine operators and two
production employees are involved in the manufacturing process. The packaging process is the
semi-automated process in which the product is packaged fully by the high-tech end machinery
and packed into the carton by using manpower. Accordingly, including the line chief, 07
employees are involved in the packing process.
In the factory, two different warehouses are maintained to store the received raw materials and
finished products where Two warehouses assistants are allocated for these warehouses separately
despite of being responsible for the raw material warehouse, the allocated assistant is responsible
for the handling of market returned items and repacking process. Including these two assistants
and the warehouse supervisor, all three employees are working for the warehouse.

At finally, The finished products are distributed with the supervision of the sales and marketing
department to the marketplace, department stores and shops, by using three distributed trucks and
for each vehicle, two employees are assigned. Accordingly, the whole sales department consists
with 10 employees including the sales manager, sales persons and sales coordinator.
As for the support of the whole operation, the Quality and safety department has been established.
The quality department is responsible for ensuring the quality and food safety of the whole
organization and maintaining a hygienic work environment throughout the organization. The
quality control manager is accountable for the department and including the QC officer and two
steward staff, all four employees are working.

Accordingly, in the factory, around 31 workers have been employed including the factory manger
and security officers. They belong to different ethnicities and nations. As a summary, the
management activities are being conducted by the Tunisian nation and the labour incentive
activities are being carried out by Indian, Nepali, Pakistani, Bangladesh, Sri Lankan, the
Philippines, and some African countries nations such as Kenya and Uganda. . Therefore, the
14
intention of this study is to identify and evaluate employee diversity in employee performance.

1.3. Problem Statement

During the operations activities, it is widely observed that the quality of the given tasks and target
achievement widely vary from one nation to another nation. and even within the same nation. This
gap had been identified by the supervisory roles in the factory such as factory manager, quality
control manager, line chief supervisor, warehouse supervisor and quality control officer. These
supervisory roles had observed that in many instances the employee’s quality of job role and
performances vastly differed from each other.

For instance, there are some employees who are new to their particular job role and even to the
industry. Since the organization’s product is food, it is very essential to maintain a high level of
hygienic practices, cleaning, sanitization, and personnel behavior practices in the factory. Thus, in
order to make the employees competent, the required training sessions are being given. Though
some employees' behaviour remained unchanged, it is difficult to make them practice some
hygienic practices. Moreover, some employees are new to their job and they have gaps in the
required experience to perform their activities. Nevertheless, the employees need a high level of
supervision unless they try to complete their activity by doing the mere job and not completing a
perfect job role. On the other hand, some employees show off a high level of team member
qualities, and leadership qualities and even their work quality also can be rated as high level.
Typically, they are the ones who make others motivated to achieve the target of the company.
Though surprisingly most of these employees are from the Philippines.

Furthermore, recently some non-conformities were reported during the process. For instance, a
customer complaint was received relating to the product and packaging process. As per the root
cause analysis of these products, most of those occurred due to errors and less concentration of the
employees. Furthermore, some non-conformities are identified by the employees in the factory. But
it was observed that these sorts of vigilant performances come out of only one particular group in
the team while some of them are capable only of the given task and have less understanding of their
responsibility.

Moreover, to obtain the employee’s perspectives relevant to the prevailing situation of the company,
a few interviews were carried out. Employee No one claimed that the quality of the job changed
with some of the people’s attitudes. Her perspective was that people are not given the required
gravity for the work and they don’t love their job and do not give the required attention. For
instance, she claimed that even though the employees who are working in the inspection belt have
the ability to remove more damaged items some of them are not giving their 100 % effort to do so
and they are taking the advantage of two members who are not enough to cope with the given task.
Her argument was that despite being able to reduce the gaps in the product some employees do not
need to give the effort to do a perfect job

164
Thus it is possible to conclude that there is a significant range of diversity among the employees
243
and the objective of this study is to analyze how this diversity among the employees affecting to
2
employee performance.

1.4. Significance of the study

This study will support the top management and the Human resources department of LFI to make
228
future decisions on employee recruitment to achieve the best performance from the employees.
35
Moreover, since this study is based on a manufacturing industry in Qatar, the findings and
recommendations of this study could be useful for the management of other manufacturing
 51
industries as well as to make awareness of the effect of employee diversity on employee
performance in the Qatar manufacturing industry. Finally, the finding of this study will be
51
beneficial to other scholars who would have interested to investigate the effect of employee w
diversity on employee performance in Qatar
112
1.5. Research Aim

To identify and evaluate the employee diversity on employee performances at LFI

15
1.6. Research Questions

1. What is the relationship between employee education and employee work performance at
the LFI?
2. What is the relationship between employee ethnicity and employee work performance at
LFI ?
3. What is the relationship between employee gender and employee work performance at the
LFI?
4. What is the relationship between employee work experience and employee work
performance at LFI ?
5. What are the techniques or recommendations to increase employee performances which
15
affected by employee diversity

1.7. Research Objectives

77
1. To determine the effect of education on employee work performance at LFI
2. To determine the effect of ethnicity on employee work performance at LFI
3. To determine the effect of gender on employee work performance at LFI
89
4. To determine the effect of work experience on employee work performance at LFI
5. To recommend the techniques to increase employee performances which affected by employee
diversity
 1.8. Chapter Summary
8
Chapter 1 – Introduction

Chapter 1 embedded the introduction of the study. It includes the introduction of the problem
63
statement, organization, problem statement, research significance, research aim, objectives, and
research questions of the study

Chapter 2 –Literature Review.

In chapter two, a broad view of the research topic will be discussed. The theoretical kinds of
literature and empirical kinds of literature from different research articles, journals, publications,
websites, books, and other academically sound sources will be discussed here.

134
Chapter 3 - Research methodology
This chapter will cover the process of conducting the research. It is intended to discuss the research
73
design, conceptual framework, and data collection approach with theoretical concepts in this
chapter.

Chapter 4 – Data Interpretation and Analysis

This chapter includes the presentation of the data and analysis of the data. Minitab and Excel will
132
be used to analyze the data and Pie charts, tables, and bar charts will be used to present the data.

Chapter 5 –Findings, Recommendations,

In this chapter, the findings will be deeply discussed, and relevant recommendations will be
suggested for the improvement of the company and employee performance. Moreover, the areas
122
of future studies will be discussed in this chapter.

Chapter 02

25
Literature Review
 2.1 Introduction
188
A literature review is an essential part of any research project, and it involves a critical analysis
and evaluation of existing literature and research studies related to the research topic. It provides
166
a comprehensive overview of the current state of knowledge, identifies gaps in the existing
literature, and helps researchers to identify relevant theories, concepts, and methodologies that can
be used to inform their own research.

In research methodology by Kothary, literature review is described as a systematic and

comprehensive analysis of the literature on a particular topic. It involves searching for and
reviewing all relevant literature, including books, journal articles, conference proceedings, and
other sources of information.
81
The literature review is a critical aspect of any research project as it helps to identify the current
knowledge gaps and provides a framework for developing research questions and hypotheses. It
also provides a foundation for developing research methodology and data analysis techniques.
217
Therefore, a well-conducted literature review is an essential component of any research study.

6
2.2. Employee Performance

Employee performance is a critical factor in determining the success of an organization. It refers

to the level of output or achievement demonstrated by an employee in fulfilling their job
3
responsibilities and meeting the goals and objectives of the organization. The definition of
41
employee performance can vary depending on the perspective and context of the organization.
However, it is generally agreed upon that employee performance is a critical component of
organizational success and can be assessed through various methods, such as performance
appraisals and productivity metrics.

Several studies have attempted to define employee performance and its components. For instance,
Pritchard, Jones, Roth, Stuebing, and Ekeberg (2010) defined employee performance as "the
21
behaviors and actions that employees engage in that contribute to the achievement of
organizational goals" (p. 258). Similarly, Campbell, Dunnette, Lawler, and Weick (1970)
 119
identified three components of employee performance: job-specific task proficiency, non-job-
137
specific task proficiency, and contextual performance.

Job-specific task proficiency refers to the employee's ability to perform the specific tasks and
118
responsibilities assigned to their job, while non-job-specific task proficiency refers to the
employee's ability to perform tasks outside of their job description, such as helping coworkers or
10
suggesting improvements to the organization. Contextual performance, on the other hand, refers
10
to the employee's ability to engage in behaviors that contribute to the overall functioning of the
organization, such as being punctual, attending meetings, and adhering to organizational policies
and procedures.

Other researchers have also identified different components of employee performance. For
10
example, Sonnentag and Frese (2013) identified three dimensions of employee performance: task
performance, contextual performance, and adaptive performance. Task performance refers to the
employee's ability to perform the specific tasks and responsibilities assigned to their job, while
206 10
contextual performance refers to the employee's ability to engage in behaviors that contribute to
36
the overall functioning of the organization. Adaptive performance, on the other hand, refers to the
employee's ability to adjust to changes in the work environment and perform effectively under
changing conditions.

Overall, the definition and components of employee performance can vary depending on the
41
perspective and context of the organization. However, it is generally agreed upon that employee
performance is a critical component of organizational success and can be assessed through various
methods.
172
2.2.1 Theories Related to employee performance.

2.2.1.1. Performance as a multidimensional subject

The literature on employee performance highlights various theories and perspectives related to
154
understanding and improving performance in organizations. One perspective is that performance
is a multi-dimensional concept that encompasses both task and contextual performance, as
59
proposed by (Sonnentag & Frese, 2005).Task performance refers to an employee's ability to
complete their assigned tasks effectively and proficiently especially in technical-related concerns,
 41
while contextual performance refers to behaviours that support the organization's overall
objectives, such as helping colleagues or demonstrating initiative and supporting to the continual
development of the organization by taking the proactive measurement to change and improve the
smooth functioning of the organization.

Other perspectives on performance include individual characteristics and situational factors.

Individual characteristics such as personality, motivation, and skills can impact employee
6
performance. Situational factors such as job design, organizational culture, and leadership style
can also impact performance.

199
2.2.1.2. Expectancy theory by Victor Vroom

In 1964 Victor Vroom explained his theory on employee motivation through the expectancy
theory. According to the individuals has a specific feeling which is known as valence for each
goal or outcome of a tendency. Thus, if this valence is a positive for the individual, they would
like to have it regardless of without having it. On the other hand, if this valence is negative the
individuals would like to not have it. Thus, depending on the satisfaction or dissatisfaction with
the valence individuals get motive and put more effort to achieve a specific outcome and will act
accordingly to increase their performance (Minor, 2015) Expectancy theory explained that
individuals make an effort to achieve the outcomes proportionate to the degree of their desire for
the outcome of the act. (Watetu,2017) Overall, the attractiveness and outcome will lead the
individuals to perform at a satisfactory level which is followed by reward, effort and achieving the
final goal.

2.2.1.3. Equity theory by Lawler and Adams

62
Equity theory, proposed by Lawler and Adams, suggests that employees compare their inputs (e.g.,
effort, skills) and outputs (e.g., pay, recognition) to those of their peers and seek fairness in these
comparisons. Accordingly, the theory explained that apart from concerning the matter of the
amount of reward that the employees received for their effort with respect to their inputs such as
education, experience and competence, they tend to compare it with the peer workers as well. This
 will lead them to make the final judgements based on their comparisons. In the times of the
individuals discovered any imbalance in the fair treatment from the employer, it could be
contributing to create tension which could ultimately make the decision of quit the job.
(Watetu,2017).
10
Overall, the literature suggests that employee performance is a complex and multi-dimensional
concept that is influenced by a range of individual, situational, and performance-related factors.
100
The individual’s perception of the final outcomes of their tendencies and their behaviors of
comparing rewards with peers will determine the layman’s future performance. Understanding
these factors and their interactions can help organizations to develop effective strategies for
improving employee performance and achieving their overall objectives.

2.2.2. Studies on Employee Performances

6
The literature on employee performance has explored various factors that can impact employee
performance in organizations. Two studies that have examined these factors in different contexts
64
are "Factors Affecting Employee Performance in an Organization: A Case Study of Postal
72
Corporation of Kenya" (Kamau et al., 2016) and "The Influence of Motivation, Work Discipline,
and Compensation on Employee Performance" (Rahayu et al., 2021).

64 155
Kamau et al. (2016) conducted a case study of the Postal Corporation of Kenya to identify factors
that affect employee performance in the organization. The study used a mixed-methods approach,
including surveys and interviews with employees and managers, as well as a review of
organizational documents. The results showed that several factors influenced employee
performance, including leadership, training, job design, and work environment. Specifically, the
study found that ineffective leadership, poor job design, and inadequate training negatively
impacted employee performance, while a positive work environment had a positive impact.
 Rahayu et al. (2021) conducted a survey of employees in a private company in Indonesia to
187
investigate the influence of motivation, work discipline, and compensation on employee
237
performance. The study used regression analysis to identify the factors that had the strongest
102
influence on employee performance. The results showed that motivation, work discipline, and
24
compensation all had a significant positive influence on employee performance.

247 167
Quinones et al (2001), conducted a conceptual and meta-analytical review to find the relationship
between work experience and job performance in the United States Air Force Laboratory. They
18
found a positive relationship between work experience and job performance while this relationship
is vitally strong in the case of the hard-performing jobs compared to the soft-performance
measuring jobs.

86
Ratnawati, Sukidjo, & Efendi (2020) studied the effect of work motivation and work experience
86
on employee performance of PT Tirta Kencana Tatawarna Bengkulu. They conducted a causal
149
associative with a quantitative approach among 40 employees of the company and multiple
72
regression was used to analyze the data. Accordingly, it was revealed that both motivation and
work experience had a positive and significant effect on the employee performance

Other studies have explored related subtopics within the broader context of employee performance.
6
For example, a study by Wang et al. (2019) investigated the impact of employee engagement on
job performance and found that higher levels of engagement were associated with higher levels of
11
performance. Another study by Kim and Ko (2019) explored the role of job satisfaction in
107
mediating the relationship between work-life balance and employee performance and found that
job satisfaction partially mediated this relationship.
6
Overall, these studies highlight the importance of various factors such as leadership, job design,
108
training, motivation, work discipline, compensation, work environment, employee engagement,
and job satisfaction in influencing employee performance. The methodologies used in these studies
range from case studies to surveys to regression analysis, and the results suggest that a multi-
 dimensional approach is needed to understand and improve employee performance in
organizations.

2.3. Employee Diversity

42
Employee diversity refers to the presence of differences among employees in an organization, such
44
as differences in race, ethnicity, gender, age, religion, and sexual orientation. Managing employee
227
diversity has become an important issue for organizations, as it can provide a range of benefits
7
such as increased creativity, better decision-making, and improved organizational performance.
However, managing diversity also presents challenges such as communication difficulties,
7
conflict, and resistance to change.

The conceptualization of diversity has been the subject of several studies, including "A Review of
Diversity Conceptualizations: Variety, Trends, and a Framework" (Mor Barak et al., 2001) and
"Workplace Diversity in Organizations Conceptual Framework" (Atyah, 2016). Mor Barak et al.
(2001) reviewed 117 studies on diversity conceptualizations and identified six dimensions of
diversity: personality, internal characteristics, external characteristics, organizational level, social
categories, and information processing. They also proposed a framework for understanding
diversity that includes three levels: individual, group, and organizational.

Atyah (2016) developed a conceptual framework for workplace diversity in organizations that
19
includes four dimensions: surface-level diversity, deep-level diversity, organizational diversity
19
climate, and diversity management practices. Surface-level diversity refers to observable
characteristics such as race, gender, and age, while deep-level diversity refers to underlying
characteristics such as values, beliefs, and attitudes. Organizational diversity climate refers to the
extent to which the organization values and supports diversity, while diversity management
7
practices refer to the strategies and practices used to manage diversity in the workplace.
108
Another study by Zanoni et al. (2015) focused on the future challenges for diversity management
practices in organizations, including issues related to power and inequality, globalization, and
177
changing demographics. The study highlights the need for organizations to adopt a more strategic
 165
approach to managing diversity, focusing on creating an inclusive organizational culture and
promoting diversity at all levels of the organization.
7 7
Overall, these studies suggest that managing employee diversity is a complex and multi-
dimensional issue that requires organizations to consider a range of factors such as individual
differences, group dynamics, organizational culture, and diversity management practices. By
79
understanding these factors and adopting effective strategies for managing diversity, organizations
can create a more inclusive and diverse workplace that benefits employees and the organization as
a whole.

21
2.3.1. Theories Related to Employee Diversity

2.3.1.1. Human Capital Theory

Human Capital Theory is a well-established framework for understanding the role of employees
in organizational success. According to Rose (2021), the theory views labor as a heterogeneous
factor and emphasizes the importance of employees' abilities to improve their performance and
productivity through education, training, skills development, and work experiences. This
perspective is supported by Becker's (2009) assertion that a person's characteristics are linked to
their productivity, and productive employees are valuable resources that can drive organizational
performance.

In practical terms, investment in human capital is widely recognized as a critical factor in achieving
sustainable growth and competitive advantage. As noted by Almendarez (2018), companies that
prioritize employee development and training tend to outperform their peers in terms of
58
profitability and market share. However, measuring the impact of human capital investment on
organizational performance can be challenging. While many studies have found a positive
58
correlation between investment in human capital and organizational outcomes, some researchers
argue that the relationship may be more complex than initially assumed (Bontis et al., 2018).

Despite these challenges, the importance of human capital theory in organizational management
remains widely acknowledged. For example, Kramar et al. (2018) argue that HR practitioners can
140
leverage human capital theory to design effective training and development programs that help
 organizations achieve their strategic goals. Similarly, Jiang et al. (2019) suggest that human capital
theory can be used to develop human resource management strategies that foster employee
engagement and retention.
59
In summary, the human capital theory provides a valuable framework for understanding the
58
importance of employees in organizational success. While challenges remain in measuring the
impact of human capital investment on organizational performance, the theory continues to inform
best practices in HR management and organizational strategy.

141
2.3.1.2 Social Identity Theory

In 1979, Tajfel introduced the concept of social identity theory, which suggests that individuals
are strongly influenced by their membership in social groups and that this membership can
significantly impact their self-concept, pride, and self-esteem (Barang and Maende, 2019).
According to the theory, people can have multiple identities based on their membership in various
groups, such as sports teams, religious groups, ethnic groups, occupations, gender, and
nationalities. This concept highlights how group membership can affect an individual's behavior
and attitudes, and it has become an important framework for understanding employee motivation
and performance (Knippenberg, 2000).
211
Research has shown that social identity theory can be a powerful driver of employee performance.
According to Knippenberg (2000), identification with a group can motivate individuals to work
towards the group's goals and tasks, leading to increased performance. Even though this group
identification is salient, which will direct the members to act as per the "group typical" manner,
sometimes the attitude and behavior of members can be influenced by the moment. For instance,
the group identity is salient in an inter-group meeting and can be hindered by a telephone call from
home regarding a personal matter, which makes the home identity more salient.
21
Studies have demonstrated the positive relationship between social identity theory and
group/employee performance (James and Greenburg, 1989; Worchel et al., 1998; Leeuwen and
161
Knippeberg, 1999). For example, a study by Haslam et al. (2000) found that individuals who
10
identified strongly with their work group were more likely to engage in pro-group behaviors, such
as helping others and participating in group activities, leading to higher performance levels.
178
Similarly, a study by Hogg et al. (2000) demonstrated that group identity can lead to increased
motivation and cooperation among employees.

Furthermore, the social identity theory has been found to be useful in explaining inter-group
6
behavior and inter-group conflict. For example, a study by Turner et al. (1987) found that the
degree of identification with a group can influence inter-group behavior and that reducing inter-
group conflict can be achieved by promoting superordinate goals that transcend group boundaries.
2
Similarly, a study by Tajfel et al. (1971) demonstrated that individuals tend to favor their own
group members over members of other groups, even when the basis for group membership is
arbitrary.

Moreover, the European Journal of Social Psychology (Leeuwen and Knippeberg, 1999) has
examined the relationship between group identification and group performance, demonstrating
that identification with a group increases the level of effort and performance of group members,
especially when the task is challenging. Additionally, Applied Psychology: An International
Review (Reicher et al., 2000) has explored the role of social identity in inter-group conflict and its
implications for conflict resolution, highlighting the importance of promoting superordinate goals
and identities to reduce inter-group conflict and promote cooperation.
179
In summary, social identity theory provides a valuable framework for understanding the impact of
group membership on employee motivation, performance, inter-group behavior, and decision-
making. While group identity may not always be salient, it can be influenced by momentary
factors, and research has shown that identification with a group can drive pro-group behaviors and
increased performance levels. Additionally, the theory has been applied to understanding inter-
group behavior and conflict, highlighting the importance of promoting superordinate goals to
reduce inter-group conflict.
21
2.3.1.3 Social Exchange Theory

Social exchange theory is a framework used to understand the dynamics of interpersonal

relationships and the ways in which individuals engage in transactions with one another. It is based
on the principle that people engage in exchanges with others, expecting to receive something of
 67
value in return for what they have given. This literature review will provide an overview of the
220
research on social exchange theory, including the various perspectives and theories that have been
proposed to explain the concept. The review will also highlight the methodologies and results of
several key studies in this area, and identify gaps and future research directions.
224 65
Ahmed et al. (2018) conducted a study on the relationship between organizational factors and
organizational performance, using a resource-based view and social exchange theory viewpoint.
11
The study aimed to investigate the role of social exchange in shaping organizational performance,
53
using a survey questionnaire to collect data from 100 employees of a manufacturing firm in
Pakistan.
84
The study found a significant positive relationship between social exchange and organizational
performance, indicating that organizations with stronger social exchange relationships tend to have
better performance. Specifically, the results showed that social exchange practices such as
49
reciprocity, trust, and cooperation had a significant positive effect on organizational performance.

The study used regression analysis to identify the factors that had the strongest influence on
organizational performance, including social exchange practices, human resource practices, and
68
technology adoption. The results showed that social exchange practices had a stronger effect on
organizational performance than either human resource practices or technology adoption,
indicating that social exchange is an important factor to consider in efforts to improve
organizational performance.
106
Cropanzano and Mitchell (2005) conducted an interdisciplinary review of social exchange theory,
examining the history, development, and current state of the theory. The review highlighted the
importance of reciprocity, trust, and fairness in shaping social exchange relationships, and
identified several key areas of research, including the role of emotions, the impact of power
imbalances, and the influence of cultural factors.

The review also highlighted the need for further research to explore the mechanisms underlying
social exchange relationships, such as the role of cognitive processes and the impact of context on
social exchange transactions.
 116
In conclusion, social exchange theory provides a useful framework for understanding the dynamics
of interpersonal relationships and the ways in which individuals engage in transactions with one
213
another. The studies by Ahmed et al. (2018) and Cropanzano and Mitchell (2005) provide
106
empirical evidence of the importance of social exchange in shaping organizational performance
39
and highlight key areas for future research. The findings suggest that organizations should
prioritize efforts to promote social exchange practices such as reciprocity, trust, and cooperation
in their relationships with employees and other stakeholders as a means of improving performance.

2.3.2. Research on Diversity

75
The literature on diversity has explored various aspects of the relationship between diversity and
36
organizational outcomes, such as employee retention and innovation. Two studies that have
examined these relationships are "The Relationship Between Diversity and Employee Retention"
113
by Amber Panoch and "The Unlikely Encounter: Is Ethnic Diversity in Start-Ups Associated with
Innovation?" by Udo Brixy et al.
32
Panoch (2015) investigated the relationship between diversity and employee retention in a sample
46
of 52 organizations in the United States. The study used regression analysis to examine the
relationship between diversity (measured by the number of diverse groups represented in the
11
workforce) and employee retention (measured by the rate of voluntary turnover). The results
showed that higher levels of diversity were associated with lower levels of employee retention,
suggesting that organizations with more diverse workforces may face greater challenges in
retaining employees.
33
Brixy et al. (2018) examined the relationship between ethnic diversity and innovation in start-up
40
companies in Germany. The study used a unique data set of over 800 start-ups and regression
225
analysis to examine the relationship between ethnic diversity (measured by the number of foreign-
33
born employees) and innovation (measured by the number of patents filed). The results showed
that ethnic diversity was positively associated with innovation, suggesting that start-ups with more
diverse workforces may be more innovative.
 Other studies have explored related subtopics within the broader context of diversity. For example,
190
a study by Williams and O'Reilly (1998) examined the relationship between diversity climate (i.e.,
30
the extent to which the organization values and supports diversity) and organizational outcomes
79
such as job satisfaction and organizational commitment. Another study by Jackson et al. (2014)
11
investigated the impact of diversity management practices (i.e., the strategies and practices used
168
to manage diversity) on employee outcomes such as job satisfaction and turnover intentions.

Overall, these studies highlight the complex and often contradictory relationships between
diversity and organizational outcomes. The methodologies used in these studies range from
202
regression analysis to surveys, and the results suggest that the relationship between diversity and
226
organizational outcomes may depend on a range of factors such as the type of diversity, the context
103
of the organization, and the strategies used to manage diversity.

2.4 Employee Diversity and Employee Performance

2.4.1. Introduction

Employee diversity has become an important issue for organizations, as it can provide a range of
7
benefits such as increased creativity, better decision-making, and improved organizational
32
performance. However, the relationship between diversity and employee performance is complex
67
and has been the subject of extensive research in recent years. This literature review will provide
34
an overview of the research on employee diversity and employee performance, including the
6
various perspectives and theories that have been proposed to explain this relationship. The review
will also highlight the methodologies and results of several key studies in this area, and identify
gaps and future research directions.

2.4.2 Empirical literature review

2.4.2.1 Higher Education Sector- Pakistan

33 20
Khan et al. (2019) conducted a study on how higher education impact to employee performance.
 The study aimed to investigate the relationship between diversity and performance in a specific
182
context, using a survey questionnaire to collect data from 184 employees of higher education
institutions in Pakistan.
146
The study found a strong positive relationship between workforce diversity and employee
performance, indicating that organizations with more diverse workforces tend to have better-
236 5
performing employees. Specifically, the results showed that diversity in terms of age, gender, and
241
education level had a significant positive effect on employee performance, while diversity in terms
of race and ethnicity did not have a significant effect.
84
The study used regression analysis to identify the elements that had the strongest influence on
36 60
employee performance, including diversity, job satisfaction, and organizational commitment. The
results showed that diversity had a stronger effect on employee performance than job satisfaction
47
or organizational commitment, indicating that diversity is an important factor to consider in efforts
to improve employee performance.
125
The study also examined the mediating effect of job satisfaction and organizational commitment
107
on the relationship between diversity and performance. The results showed that job satisfaction
145
partially mediated the relationship, while organizational commitment did not have a significant
mediating effect.

95
The findings of this study are consistent with previous research on diversity and performance,
7
which has suggested that diversity can provide a range of benefits such as increased creativity,
better decision-making, and improved organizational performance. However, the study also
13
highlights the importance of context in understanding the relationship between diversity and
152
performance, as the effects of diversity may vary depending on the specific characteristics of the
organization and the workforce.

The study has several strengths, including its focus on a specific sector (higher education) and
56
context (Pakistan), which provides a more nuanced understanding of the relationship between
 29
diversity and performance. The study also used a quantitative approach and a large sample size,
which increases the generalizability of the findings.

147
However, the study also has some limitations, such as its reliance on self-reported data, which may
be subject to social desirability bias. The study also focused on a limited set of diversity
30
dimensions, and future research could explore the effects of other diversity dimensions such as
disability status or sexual orientation.

1
In conclusion, Khan et al. (2019) provides empirical evidence that workforce diversity has a
positive effect on employee performance in the higher education sector. The study contributes to
69
the broader literature on diversity and performance and highlights the importance of considering
context and specific diversity dimensions in understanding this relationship. The findings suggest
181
that organizations should prioritize efforts to promote diversity in their workforces as a means of
improving employee performance.

2.4.2.2. Country Government of Mombasa

40
Mwatumwa (2015) conducted a study to explore the relationship between workforce diversity and
18
employee work performance in the County Government of Mombasa. The study aimed to
investigate the effect of diversity in terms of age, gender, education background, and ethnicity on
20
employee performance. The results indicated a positive and moderate relationship between
diversity and employee performance.

The study investigated the relationship between age diversity and employee performance, finding
1
a positive and moderate relationship. Similar results were found in previous studies (Rizwan et al.,
2
2016; Zhuwao, 2017). The study also explored the relationship between gender diversity and
employee performance, finding a positive and moderate relationship. Previous research has also
1
shown similar results (Chaudhry, 2016; Chew et al., 2011; Elsaid, 2012; Rizwan et al., 2016). The
 111
study also examined the relationship between education background diversity and employee
performance, finding a positive and moderate relationship. These findings are consistent with
43
previous studies (Elsaid, 2012; Mwatumwa, 2016; Zhuwao, 2017).
1
The study also investigated the effect of independent variables (age, gender, and education
background diversity) on dependent variable (employee performance), finding a positive effect.
1
These results are similar to previous studies (MAINGI, 2015; Ogbo et al., 2014).

Overall, the study suggests that workforce diversity has a significant positive effect on employee
11
performance. The results have implications for the Higher education sector district Swabi and
1
suggest that organizations should consider building diverse teams to improve creativity, skills,
95
group problem-solving and the performance of the organization. The findings of this study are
consistent with previous research on diversity and performance, which has suggested that diversity
7
can provide a range of benefits such as increased creativity, better decision-making, and improved
organizational performance.
29
However, the study also has some limitations, such as its reliance on self-reported data and the
121
limited set of diversity dimensions explored. Future research could explore the effects of other
121
dimensions of diversity, such as disability status or sexual orientation, and could use alternative
56
measures of performance to provide a more comprehensive understanding of the relationship
between diversity and performance.

2.4.2.3 Bungoma Country Government

128
Based on the conceptual framework used by Sifuna (2021), the study aimed to investigate the
relationship between demographic segmentation practices and county government performance in
92
Bungoma County. The study used a survey questionnaire to collect data from 502 top management
persons, 2,138 mid-management persons, and 3,608 operation management persons, representing
5
a total of 6,248 employees of the county government.
 5
The study identified demographic segmentation elements such as age, gender, and level of
education as significant social identities through which employees identify, forming self-
5
categorizations that can impact the performance of the county government. The study also
highlighted the importance of county regulation practices and human resources recruitment
5
practices in shaping workforce diversity practices and, consequently, the performance of the
county government.

87 5
The dependent variables in this study were county government performance, including
productivity, diversity awareness, number of layoffs, customer satisfaction, and financial returns.
5
The independent variables were demographic segmentation practices, county regulation practices,
and human resources recruitment practices.
68
The study collected primary data through online questionnaires, which were open-ended and
closed-ended. The use of questionnaires was deemed appropriate, given the dynamic and diverse
5
nature of the target population, comprising people of diverse gender, age, and levels of education.
122
The study used quantitative analysis, specifically regression analysis, to identify the factors that
87
had the strongest influence on employee performance.

The study found a significant positive relationship between demographic segmentation practices
and county government performance. Specifically, the results showed that county regulation
practices and human resources recruitment practices, including recruitment, training, and
80 85
leadership, had a significant positive effect on employee performance. The study also found that
job satisfaction and organizational commitment did not have a significant effect on employee
performance.

The findings of this study suggest that effective demographic segmentation practices can provide
7
a range of benefits, such as increased productivity, diversity awareness, and financial returns. The
11
study contributes to the broader literature on diversity and performance and highlights the
11
importance of specific diversity practices, such as recruitment and training, in understanding this
 29
relationship. However, the study has some limitations, such as its reliance on self-reported data
11
and the limited sample size. Future research could explore the effects of different types of diversity
practices, such as diversity training or diversity networks, and could use alternative measures of
39
performance to provide a more comprehensive understanding of the relationship between
demographic segmentation practices and county government performance.

In conclusion, Sifuna (2021) provides empirical evidence that demographic segmentation practices
5
have a positive effect on county government performance in Bungoma County. The study
contributes to the literature on diversity and performance and highlights the importance of specific
39
practices in understanding this relationship. The findings suggest that organizations should
prioritize efforts to promote effective demographic segmentation practices in their workforces as
a means of improving county government performance.

184
2.4.2.4. Office of the Attony General and Department of Justice
1
Barang (2019) had studied the effect of diversification of workforce on the performance in the
Office of the Attony General and Department of Justice in Nairobi City in Kenya. It was intended
to analyze the affect of educational diversity ( in the dimensions of educational level, skills, and
experience ) ethnicity diversity ( in the dimensions of language. Tribe and customs ) age diversity
174
( in the dimensions of young employees and old employee ) and gender diversity ( in the dimension
of equality, treatment and male and female ratio ) on the performance ( in the dimensions of
1
achievement of set target, work quality and creativity / innovation). In this study human capital
theory, social identity theory, social exchange theory ad social categorization theory were used.
25
The unit of analysis of the study was individuals and 55 respondents were involved for study
including 5 HR mangers and 55 staff members of the same department.
 185
The collected data had been collected via a questionnaire and analyzed with descriptive statistics
196
( mean , standard deviation ) and multiple regression analysis. As per the derived results of the
study it is possible to conclude that the diversity in the employee’s education background has
strengthen the employees performance in light of they support with the unique ideas. The ethnicity
diversity explicitly depicts a mixed of observations. Such as it contributes to the ameliorate the
welfair and efficiency while reducing the turnover cost. However, at the same time the ethnicity
diversity influence to some negative outcomes such as internal disputes and grievances as well.
The age diversity and gender diversity bring about the talented pool of employees due to the fact
of enrich with many life experiences. The participation of the females especially vital for the
improvement of team process and group collaboration. Overall, the diversified employee
workforce resulted in the ameliorate the performance of the organization thanks to the large
knowledge and experience

Seeking the improvement in the terms of innovation and creativity, Barang (2019) recommended
that the organizations have to be recruited from different educational backgrounds. Since the
ethnicity diversity has some negative influence of the organization practices, the author
recommended that the management has to be implemented and monitored the policies relevant to
the ethnicity. In the matter of age diversity both the young and old employees bring about the
positive outcomes in their unique way to performance of the organization. Hence it was advised
to create a suitable means to mitigate the conflicts in age gap. Since the gender diversity improve
the performances, it was advised to team leaders to create the groups for the projects activities
with the diversified team members.

1
This study has several strengths including concentrate on one specific sector (Office of the
Attorney General and Department of Justice) in a specific location ( Kenya) moreover the study
has focused on many features which determine the employee dimension and it had provided a
overview on the dimensions which used to evaluate the diversity factors.
In conclusion Barang (2019) had provided an empirical evidence to support that the diversified
1
workforce in the Office of the Attorney General and Department of Justice in Nairobi City in
18
Kenya improved the performances. This study was insighted to identify the dimensions of the
independent variables of diversity factors such as education background, ethnicity, age and gender.

2.5.Employee Diversity management

150 1
Management of employee diversity is a vital factor in an organization because it has a direct impact
on the employees and organizational performance and productivity. According to Atyah (2015) ,
2
diversity management can be defined as a list of procedures and plans carried out by the
organization. These plans are considered to provide a suitable environment and change the
environment as fit to the diverse employees. As mentioned by Gossen (2016), it is a process of
making a positive environment where the employee’s attitude and behaviors change through
training and awareness. There are different concepts, theories and tools to manage diversity in an
organization. Bogaert and Vloeberghs (2005) refer to “ Deficit Approach” or providing the
necessary training including to work-related knowledge, and more knowledge such as language,
ethics, and norms. Bogaert and Vloeberghs (2005) and Green et al were discussed on
“Discriminatory Approach “ to manage diversity. According to Gosse (2016), some practices to
manage diversity in an organization are employee involvement, diversity training, diversity linked
to performance, commitment from leadership. Atyah (2016) suggested several theories to manage
144
diversity in an organization. “Psychology organization theory, Contingency theory, Goals theory,
Learning theory, Resource theory and Social utility theory.”

2.5 Chapter Summary

According to an avalanche of literature review, it was apparent that employee performance is

varied significantly depending on many factors such as employee diversity , motivation, work
discipline, compensation, leadership, training, job design, work environment, work experience
and motivation to name a few. Employee diversity is one main affecting factor which determine
employee performance and employees could be diversified from one to another based on many
246
considerations such as educational background, ethnicity, age, gender, experience, marital status
75
to name a few. Based on the literature it was identified that this relationship between the employee
diversity and employee performance is followed by the expectancy theory, equity theory, human
40
capital theory, social identity theory and social exchange theory. Furthermore, according to the
103
literature, the dimensions which derived under the different factors of the diversity were identified.
234 3
In the next chapter of this study, it is intended to discuss the methodology of analyzing the
relationship between the employee diversity and employee performance.

CHAPTER 3 – RESEARCH METHODOLOGY

3.1. Introduction
89
This chapter intends to derive the strategic path of the study which embedded the research design.
153
According to Kothari (2004), the research design could be identified as the conceptual structure of
2
the study which is conducted. The blueprints of the collection, measurement and analysis of the
data have to be constituted in the research design. In a nutshell, the research design can be
12
described as the outline of the study from the point of writing the hypothesis and its operational
implications to the final analysis of data.

To determine the ideal research methodology, the review was conducted on past studies.
Considering the aforementioned studies, the research design will be developed based on the
46
presented hypothesis. Moreover, the other specified requirements of the research design including
82
population, sampling frame, sample size, procedure of data collection processing and analysis will
be discussed in this chapter.

52
3.2. Conceptual Framework

As per Swaen and George (2022), the conceptual framework is a graphical representation of the
relationship between independent and dependent variables, or the characteristics or properties that
 169
are expected to study in the research. The conceptual framework was developed by using the
158
literature review or the existing studies. (Swaen and George, 2022).

The conceptual framework of this study was developed with a comprehensive understanding of the
126
literature review as to depict the relationship between the independent variable and dependent
variable namely employee diversity and employee performance respectively. The following figure
71
represents the conceptual framework. Accordingly, the relationship between employee diversity and
employee performance will be studied based on four independent variables namely, educational
57 3
background diversity ( in terms of educational level, skills andtrainings), ethnicity diversity ( in
232
terms of language, ethnicity and customs), gender diversity ( in terms of equality and male-female
ratio) and work experience diversity ( in terms of having work experience in FMI) In this study
20
the performance of the employees would be assessed in terms of the achievement of the set targets
and work quality.
3.3. Working Definitions

Based on the studied literature the working definitions of the study will be explained in this section.

Name of the variable / Working definitions to define the variables Author

Dimension
69
Educational Background An employee’s educational background is the Mainigi (2015)
diversity best indicator of their skill, knowledge and
capability

92
Educational level Highest level of education or the current level
of education
26
Workplace Skills The personal skills that ensure you do your Coursera, 2023
job well, such as being adept at teamwork,
time management, or solving problems.
Occasionally, some refer to these as “human
skills,” “employability skills,” or “soft skills.”

16
Work Experience The definition of employee experience is the Quinones,
sum of a worker’s experiences at a company. Miguel &
It covers their cultural experiences, such as Ford, J. &
interactions with coworkers, leaders and HR, Teachout,
their user experiences with workplace Mark. (2001).
technology, and even their experiences with
their workspace or environment.

Problem-solving The task of look into a alternative when they Wehmeyer,

are readily not visible (2013)

decision making Make the judgment on which alternative is the Wehmeyer,

most appropriate out of the available (2013)
alternatives for a given time

Effective work The process of generating the intended results Brummelhuis

of a tendency
 138
Ethnicity diversity The coexistence of the diverse races that exist Pitts, D. and
around the world and that differ in tradition, Jarry, E.
language or customs. (2007)

28 101
Language A language is a system van den Brand,
of communication which consists of a set of M.G.J.,
sounds and written symbols which are used by Heering, J.,
the people of a particular country or region Klint, P. and
for talking or writing. Olivier, P.A.
(2002).

61
Ethnic Ethnicity is an umbrella concept that “easily Chandra, K.
embraces groups differentiated by colour, (2006)
language, and religion; it covers ‘tribes,’
‘races,’ ‘nationalities,’ and castes”

Custom Custom is sanctioned by ties of “ kinship, Bederman,

common sentiment, and belief” D.J. (2010).

22
Gender diversity It is the proportion of males to females in an Suja R. Nair,
organization that can affect the way in which 2016
they interact and behave with one another at
the workplace, and thereby impact the social
and cultural environment.
76
Gender Equality Gender equality definition is the state in Martinez, H.
which access to rights or opportunities is (2022)
unaffected by gender.

70
Male- female ratio The ratio between the number of males and Ritchie
females in a society is referred to as the H, · 2019
gender ratio

5
Employee performance Performance is a measure of how well the Sifuna
organization can achieve its own goals and
objectives that may be financial or non-
financial which is measured against the
intended outputs

Organization Commitment Psychological bond with the organization Weibo et. al (

showed by identification with it, emotional 2010)
association and a sense of belonging.

Co- operation Working mutually to achieve a shared a Kozar, (2010).

ambition

Motivation Psychological processes of stimulating, Rajan, (2015)

directing and persisting to achieve a task

Satisfaction Measurement of employee delight with Rajan, (2015)

relevant various aspects of their jobs, such as
 experience, daily work, management, and
compensation.

3.4. Development of Hypothesis

133
3.4.1. The relationship between employee educational diversity and employee performance

102
According to the study conducted by Tracy and David (2011), education is a very useful element for
being selected for particular employment and performing well. They ha (d shown that employees
without adequate education background or experience have more tendency for rejection by the employer
and this observation was confirmed by Sohail as well in 2019. According to Maingi (2015) the
employee’s intellectual capacity and personality indicates by his educational background. The studies
136
conducted by Maingi (2015), Sohail (2019), and Sifuna (2021) were p that there is a positive
relationship between employee education and employee performance. Though according to Cohen et
35
al (2000) sometimes the relationship between education and performance is negative. According to
54
Mwatumwa (2015) employees who have less education feel socially insecure and they are less confident
about themselves which ends up in less performance and negative attitudes. According to the
31
aforementioned literature it is possible to conclude that there is a positive relationship between employee
education and employee performance.

H11 There is a relationship between employee educational background diversity and employee
performance.

H10 There is no relationship between employee educational background and employee performance.

160
3.4.2. What is the relationship between employee Ethnicity and employee performance?
2
As explained by Mwatumwa (2015), ethnicity is a sense of common historic foundations and often
develops a feeling of same destiny. Diversity in the ethnicity in an organization can be both advantage and
disadvantage as well (Opstal 2009). The difficulties in communication and conflicts are the main
disadvantageous reasons for ethnic diversity in organizations (Jackson et al, 2004) and it could end up
with a reduction in employee morale, performance and oorganisational culture (Mwatumwa, 2015).
71
Nevertheless, Barang and Maende (2019) and Mwatumwa (2015) proved that there is a positive
143
relationship between ethnic and employee performance. Moreover, according to stud conducted by Brixy
245
et al (2018) there is a positive relationship between ethnic diversity and innovative performance. Pitts
203
and Jarry (2005) revealed that ethnic diversity in street-level bureaucrats lead to lower organizational
performance whilst there was no any affect for public managers. However, Pitts and Jarry concluded
that the ethnic diversity could be resulted to reduce the organizational performances make the difficulties
74 50
in the smooth process. Thus the literature review supported that there is a relationship between the
employee ethnicity diversity and work performanes.

H21 There is a relationship between employee ethnicity diversity and employee performance

H20 There is no relationship between employee ethnicity diversity and employee performance

47
3.4.3. The relationship between employee gender diversity and employee performance

According to the study conducted by Roberson and Kulik, the gender heterogeneous group’s decision-
198
making ability is better than the gender homogeneous group. Accordingly, gender diversity is important
for the better performance of the organization as well (Chew et al, 2011). Even as explained by
Mwatymwa, (2015) in some organizations, gender-based inequities were taken place and they preferred
to recruit males rather than females because their perceived job performance and job management
capacity is greater than the females. According to Sohails (2019), some studies revealed that males are
better than females. Though he further mentioned that the gender discrimination practices are negatively
effect to employee performance. Moreover, in order to empower gender diversity, international
organizations, NGO, and some regulatory bodies have been advocating the involvement of females in
central government practices and accordingly, the women’s representative level has been increasing.
17
(Khan, 2013) . as revealed by Zouaghi( 2020), there is a positive relationship between gender diversity
34
and and innovative performance of the R& D team as well. Hence, it is accepted that there is a
relationship between employee gender diversity and employee performance.
 H31 There is a relationship between employee gender diversity and employee performance

H30 There is no relationship between employee gender diversity and employee performance.

215
3.4.4. The relationship between employee work experience diversity and employee performance

Priyashantha (2019) described the employee work experience as the worked duration of a particular
occupation. According to Njogu (2017), employee work experience can be deemed as a significant factor
which contribute the employee work performance. He argued that the previous work experience earned
by the employee were imperative to ameliorate the work performances of the current place, in terms of
productivity, self-efficiency beliefs, the response efficiency in challenging situation. Priyashantha
90
(2019) had revealed a significant positive relationship between the employee work experience and
27
work performances. Therefore, according to the prior studies results it is possible to conclude that there
is relationship between the employee work experience and performance.

H31 There is a relationship between employee work experience diversity and employee
performance

H30 There is no relationship between employee work experience diversity and employee
performance.

189
3.5. Research Design

Research design is an approach for responding the research questions using empirical data.
110
(McCombes, 2021) As quoted by Mwatumwa (2015), research design is the complete design or
12
strategy for directing or carrying out the research. According to Kothari (2004), the function of
research design is facilitate to gather the relevant data, information and results with minimum
expenditure of resources such as money, time and effort.

3.5.1. Type of investigation

 32
In this research the author is expected to test specific three hypothesis to examine the
relationship between the three different demographic diversity factors and employee
performance under a structured formal research design. Thus, it is possible to identify this study
as conclusive research. Moreover, this study can be defined as Descriptive research.
219
Descriptive research attempt to describe the state of current affairs in social science and
business. (Kothari,2004). In this study the author doesn’t have control over the study and
the author will be merely reported what happened in the case study. Moreover, in this study,
it is expected to use bothquantitative methods which will be tested measurement of quantity.

In this research paper, the aim is to identify and evaluate employee diversity on employee
14
performances at LFI. In this study, the descriptive survey research design was used which
is planning to test specific hypotheses and examine relationships. Accordingly, the
correspondence between employee diversity and performance will be projected in the
outcomes of this study. Therefore, this study would be a relationship analysis study which
90
is expected to collect quantitative data to test the relationship between dimensions of
employee diversity and employee performance.
63
3.5.2. Unit of Analysis
13
In a research study, the unit of analysis has played a vital role. The unit of analysis could be
defined as the smallest level of gathering the data in the study. The unit of analysis could vary
from study to study based on its purpose of it. Since the unit of analysis is the primary emphasis
of the study, it determines the information which extracts from the study. Unit of analysis could
207
be derived into the individual level, group level, organizational level, social artefacts level and
1
social interaction level. In this study, the unit of analysis was individual level.
52
3.5.3. Time Horizon

The time horizon could be simply defined as the number of points in the time that the data would
collect for the study. During the study if the data is planned to collect at two times for the analysis
222
it could be defined as a cross-sectional study while the data is collected at a one-time could be
156
defined as a longitudinal study. (Phair and Warren, 2021) In this study, the data was collected at
a one time and hence it could be identified as a longitudinal study.
3.6. Sampling design

The process of sampling could be defined as the collection of the desired information from the
expected population by referring to the fraction of entire population( Kothari, 2004 ). This selected
fraction is technically known as the sample while the selection technique is identified as the sample
design. In the following section it is intended to discuss some pivotal concepts of sampling and
105
sample design which were used in this study including sampling frame sampling size and sampling
technique.

3.6.1. Target Population

The target population can be defined as the group of individuals that the researcher intended to
analyze and draw conclusions. (Kothari, 2004). In other words, the total of individuals whom the
researcher needs to understand could be identified as the target population. At the end of the survey, the
inferences derived from the study will be generalized to this whole target population. The target
population could be finite or infinite. When it is possible to gain the numeric value of the entire
population it is defined as the finite population while the opposing situation is identified as infinite
population. In this study, the entire population who worked in the manufacturing industry of Qatar is
defined as the target population. This could be identified as a finite population.
91
3.6.2. Study Population

The study population could be defined as the limited no of respondents from the entire population
249
to represent a homogeneous/ consistent cross-section of the entire population. This is the population
which the researcher measured during the study. There is an avalanche of merits of using the study
population which is embedded in accomplishing time and cost efficiency. (Kothari 2004).

In this study, Lusail Food Manufacturing W.L.L was selected as the study population. LFI is a very
newly established manufacturing industry in Qatar which has a highly diversified workforce
including South Asian, African and Middle East. Since the organization is very novel, the internal
influence of employees towards the official operation of the company is maintained at a minimum
level which could be identified as the internal politics of the organization remaining under confined
status where it is the most suitable situation to identify employee diversity for employee
performance.

3.6.3. Sample Frame

A list of elementary units or sampling units of the study population which could be sampled out can be
defined as the sample frame. ( Kothari, 2004) In this study, the employees who worked in the chain of
manufacturing potato chips to the distribution of the finished product were counted as the sample
frame. Accordingly, the 31 no employees who worked in the stores (No of employees - 3),
manufacturing (No of employees - 12), quality (No of employees - 4) and sales department (No of
employees -12) are counted as the sample frame.

3.6.4. Sample size

91
The sample size can be defined as the number of individuals drawn from the entire population for
the testing or the analysis in the study. (Kothari, 2004) According to Morgan’s table for
determining sample size, it is required to test 29 units of analysis for 31 of the population.

3.6.5. Sampling Techniques

The method of selecting individuals from the entire population for the testing or analysis can be defined
8
as the sampling technique. Based on the selection criteria the sampling technique could be divided into
53
two main categories such as probability sampling and non-probability sampling. Probability sampling
includes an equal chance for each unit of analysis to be selected in the sample. ( Kothari, 2004). It is
also known as random sampling where the individuals are selected as per a mechanical process. In non-
probability sampling, each analysis unit doesn’t have the possibility of being selected into the sample
163
due to the fact that it depends on the deliberate selection of the researcher. In this study, simple random
12
sampling was used to obtain the quantitative data of the population where the probability of each item
in the population has a chance of being selected (Kothari, 2004).

3.7. Data collection method

After defining the research problems and laying out the research design, the process of data collection
could be started (Kothari, 2004). The data could be collected either as primary data or secondary data
as per the purpose of the research. Observation and communicating directly with the respondents are
the main two sources of collecting primary data. This direct communication is could be conducted in
many ways interview method, questionnaire method, schedules, warranty card, distributor audit pantry
audits are named a few. In this study, primary data was used which were collected by web-based
questionnaire survey. Email and Social media sources were used to access the respondents.

3.7.1. Construct Development

In the process of research questionnaire design, the researcher should have determined the
questions which are included in the questionnaire so as to gather the required details in an
unambiguous way ( ResearchGate, 2006 ). In the development of research, this section a summary
of the construct development of the research questionnaire will be discussed.

Variable Dimension Indicator Source Measurement

Method
Background Gender Male (Mwatumwa,2015)
information Female

Age Group
1
Educational Educational Problem-solving (Mwatumwa,2015) Five-Point
Background level and Decision- Likert Scale
making

Adapt to
Organization
Culture

Effective Work
 Skills Usage of the (Barang,2019) Five-Point
skills Likert Scale

Trainings Adequacy of (Barang,2019) Five-Point

training Likert Scale

Ethnic Language Communication (Mwatumwa,2015) Five-Point

Background management Likert Scale

Ethnic Conflict (Joseph, and Five-Point

management Selvaraj 2015) Likert Scale

Effect work

Communication
management

Custom Respect and (Mwatumwa,2015) Five-Point

dignity for Likert Scale
different
cultures

115
Gender Equality Carrier (Joseph, and Five-Point
Diversity development Selvaraj 2015) Likert Scale

Equity in (Mwatumwa,2015)
opportunities

115
Male Female Decision making (Joseph, and Five-Point
Ratio Selvaraj 2015) Likert Scale
 Effect work
(Mwatumwa,2015)
Conflict
management

Work Problem- Stress (Njogu, 2017) Five-Point

Experience solving and management Likert Scale
Decision-
making
Adapt to
Organization
Culture
Effective Work
Achievement of
targets
Work Organization (Joseph, and Five-Point
Performance Commitment Selvaraj 2015) Likert Scale
Achievement
of set target
Co-operation (Mwatumwa,2015)

Work quality
Motivation

Satisfaction
 3.7.2. Operationalization of Variables

As stated by Consultores (2021), operationalization can be explained as the process of converting

the abstract concepts into the measurable observations. Accordingly, in this section a basement
will be placed to measure the derived concepts empirically and quantitatively in this process in
37
order to generate interpretation of this study.

Based on the above literature facts, the operationalization of the variables was developed. Except
of the demographic information, all other variables were measured and studied using the five –
180
point Likert Scale where the respondent’s degree of agreement will be indicated for each given
48
statement based on the provided ordinal scale. (Bertram, 2007 ) The variables, the dimensions of
each variable and the indicators of each variables were tabulated as given below.

Variable Dimensions Indicator Question Description Question

Number
Background Gender Male Q 01
information Female

Nationality Q 02

Age Group Q 03

Job title Q 04

Duration of
work Q 05
experience
 3
Educational Educational Problem-solving The effect of the employees' educational Q 06
Background level and Decision- backgrounds on the recruitment plan of
making an organization

2
Adapt to opportunities for growth and Q 07
Organization advancement exist for employees who
Culture have low educational qualifications.

Effective Work the educational background and level of Q 08

conflicts among employees
Employee
confidence Employee’s confidence level relevant to Q 09
their educational background
Fair treatment
Perception on treatment relevant to Q 10
educational background.

97
Authority to solve the problems and to
make decisions with relevant to Q 11
Different education level
Skills Effective Work Opportunity to use skills at the Q 12
workplace.

Ability to use skills to better outcomes. Q 13

Training Effective Work Receiving Training for better outcome Q 14

The training gap effects the outcome Q 15

Ethnicity Language Communication Creating problems due to Q 15
diversity management communication errors in different
languages

Performances issues due to Language Q 16

barriers

Communication issue in the workplace Q 17

because of the language barriers
Ethnic Conflict Ethnic Differentiation and level of Q 18
management Conflicts

Effect work Ethnic diversity leads to finding a Q 19

creative solution.

99
Ethnic diversity improved the quality of Q 20
decision-making.
Communication
management Ethnic diversity promoted healthy Q 21
competition and contributed to
outstanding achievements.

38
Ethnic diversity promoted the free flow Q 22
of information between ethnic groups.

Ethnic diversity did not affect the Q 23

professional relationship with the team.

Ethnic diversity helped to expedite the Q 24

completion of our tasks/projects on time.
 60
The experience of stress in the last 12 Q 25
months due to ethnic diversity issues
workplace
s
The positivity about ethnic diversity Q 26

Respect and The feelings of any uncomfortably in Q 27

Custom dignity for the company due to customs, cultures,
different and values
cultures
242
The feelings of low self-esteem at due to Q 28
the employees’ customs, traditions,
values and ethnicity

Gender Equality Equity in Employees are not discriminated against Q 29

42
Diversity opportunities during the hiring and recruitment
process on a gender basis
Carrier
development Fair treatment is given to all employees, Q 30
whether they are male or female.

4
At the LFI, women are given an Q 31
opportunity to work in positions that
utilize their skills, education and
training.
Q 32

4
Women are involved in the decision-
making process as much as men. Q 33

4
Opportunities for growth and
 advancement exist for women.
Q 34

2
The training and development program
is structured to meet the
criteria/requirements of the male and
female gender.

9
Male Female Decision making As women tend to be good listeners and Q 35
Ratio men tend to be aggressive, a balanced
Effect work workforce of both sex offers the best
solution for both workers.
Conflict
management The transformational leadership style Q 36
(help each other by give-and-take
policy) of the female employee
contributed to the success of the team.
Q 37
Gender-diverse teams showed better
problem-solving and decision-making
skills than gender-homogeneous teams.
Q 38
Gender-diverse teams achieved targets
due to the good relationship and
effective communication.
Q 39
117
The experience of stress in the last 12
months due to gender diversity issues in
my workplace Q 40

The feeling of positivity about gender

 diversity at the LFI.

88
Workplace Problem- Stress Whether the previous work experience Q 41
diversity solving and management helps me to work under stressful
23
Decision- conditions at LFI to direct my attention
making to well-learned and familiar tasks

Adapt to
Organization The relatedness of past experience and Q 42
23
Culture the amount of work experience
possessed by an employee shows
congruence at the present work.
Q43
109
My previous work experience helps me
to solve the problems at LFI
Q44

109
My previous work experience helps me
to make the decisions at LFI
23
Workplace Effective Achievement of Whether the employees have Q 45
diversity Work targets internalized values, beliefs as well as job
expectations that are unique in their job
occupations and result in effective
socialization.

135
Whether the employee’s experience Q 46
allows them to efficiently perform their
 tasks without repeats or errors

The feeling of positivity about work Q 47

experience and occupation

54
Work Organization Employees enjoy his tasks and the Q 48
Achievement
Performance Commitment division of work approach.
of set target
54
Co-operation Employees committed to the mission Q 49
and vision of the company.
Work quality
Q 50
120
Motivation Employee’s motivation to complete the
tasks assigned to me.
Q 51
Satisfaction Employee’s cooperation with other
74
colleagues of different ethnic
backgrounds.
Q 52
Employees willingness to work with the
opposite gender perform who performed
better than him/ she.
Q 53
13
The effect of salary level on the
performance level of employee
Q 54
Employee’s satisfaction with current
salary.
 Q 55
Accountability of the assigned tasks.

112
Employee perception on training and Q 56
work performance.

Employee’s perception of the Q 57

educational qualifications level and
performance level

The importance of work performance for Q 58

the future growth of the company.

98
3.7.3. Administration of Questionnaire

The questionnaire was distributed among the study population via the social media platform and
email. Since some employees are not comprehended to read and understand the questionnaire in
English it was translated in to the Urdu and Nepali Languages. After distribution of the
questionnaire around 1 week time had been given to return the respondents.

31 no of questionnaires were proliferated among the study population and 29 number of

questionnaires received as the respondents. Accordingly, the respondent percentage is at 93 %.

3.7.4. Data analysis Tool

The data had been collected via the web-based questionnaire and fed into the Minitab and
47
Microsoft Excel software for analysis. Accordingly, the relationship between employee
diversity and employee performance was reveled in this study.

3.7.5. Data Presentation Tool

The derived results of this study were represented using several data-presenting tools
123
such as pie charts, bar charts, and table Charts which were generated from Excel and
Minitab.
1
3.8. Chapter Summary

In this chapter the research design and methodology of the study was covered.
Accordingly, the constructive method of questionnaire development, study sample
selection, data collecting and data analyzing procedures were discussed in this chapter.
240
In the following chapter, it is intended to analyze the collected data and discuss on the
results.

Chapter 04
83
Data Analysis, Presentation and discussion

4.1. Introduction

In this chapter it is intended to review the collected data from the questionnaire and to analyze the
data to test how far the research hypothesis and objectives are achieved. Accordingly in this
chapter the results and the finding of the demographic characteristics, reliability of the
questionnaire, hypothesis testing, summary of tested hypothesis were embedded following the
chapter summary.

4.2.Demographic characteristics
205
As the demographic variables, the background information of the respondents (Nationality,
gender, age, work experience,) were requested

4.2.1. Employee Nationality

 DISTRIBUTION OF NATIONALITY
Uganga Bangaladesh
Tunisia 7% 4%
7% India
22%
Sri Lanka
14%

Kenya
7%

Philippines
14%
Nepal
Pakistan 18%
7%

Figure: 4.1. Nationality distribution by percentage at LFI

Table 4.1. Nationality distribution at LFI

Country name No of Emloyee Percentage

Bangladesh 1 4

India 6 21

Kenya 2 7

Nepal 5 18

Pakistan 2 7

Philippines 4 14

Sri Lanka 4 14

Tunisia 2 7
 Uganda 2 7

Above table no 4.1 has depicted the employee nationality diversity at the LFI. Majority of
employees have come from India (21%) following the Nepal ( 18%), Sri Lanka ( 14%), Philippines
(14%), Kenya ( 7%), Pakistan (7%), Tunisia (7%), Uganda (7%) and Bangladesh (4 %).
218
4.2.2. Gender

Table 4.1. Gender distribution at LFI

Sex Number of respondents Percentage

Females 7 25

Male 21 75

Total 28 100

The responses which were received under the gender classification were indicated below.

Gender

25%

75%

Females Male

Figure: 4.1. Gender distribution by percentage at LFI

The findings of the gender distribution at LFI indicated that female and male percentages as 25%
and 75%. Accordingly, the male representation in the organization respectively 3 times higher
than the female representation.

4.2.3. Age of Respondents

4
Table. 4.2. Age distribution at LFI

Age Bracket Number of respondents Percentage

18-30 years 10 36

31- 40 years 16 57

41- 50 years 2 7

Total 28 100

Age Distribution

7%
36%

57%

25
18-30 years 31- 40 years 41- 50 years

Figure: 4.2. Age distribution by percentage at LFI

 183
The age distribution at the LFI are fallen under the range of 18-30 years, 31-40 years and 41-50
years and the percentages are respectively, 36%, 57% and 7% which indicated that more than half
percentage of the employees are belongs to mid age of 31 to 40 years.

4.2.4. Service duration in the organization

4
Table 4.3. Age Duration of service at LFI

Years Number of respondents Percentage

216
6 months 8 29

1 Year 11 39

2 years 9 32

Total 28 100

Duration of Service

32% 29%

39%

221
6 months 1 Year 2 years

Figure: 4.3. Age Duration of service by percentage at LFI

 Above data has depicted the information on duration of service period of the employees at the LFI.
Accordingly, 39 % of respondents have been working at the LFI for 1 years while the 32% of
48
employees has fallen under the work experience group of 2 years and rest of respondents were
have less than 6 months experience at the organization.

65
4.3. Testing the reliability of questionnaire
235
The reliability of the questionnaire can be explained as the internal consistency of the results when
129
in the repeated occasions. (Kothari,2004) In this study the reliability of the questionnaire was
measured by calculating the Cronbach's alpha using the Minitab software. It is possible to conclude
that the conducted study is a significant when the Cronbach alpha is obtained more than 0.7
2
(Priyashantha,2019) The interpretation of the Cronbach's alpha value is explained below.

Table 4.3. the Cronbach's alpha

35
Cronbach's Alpha Level of reliability

0.8 -0.95 Very good Reliability

0.7 – 0.8 Good Reliability

0.6 – 0.7 Fair Reliability

Less than0.6 Poor Reliability

`Table 4.4. Results of the reliability test

 Variable Cronbach's alpha No of items

Educational diversity 0.65 10

Ethnic diversity 0.79 14

Gender diversity 0.77 12

104
Work Experience diversity 0.61 6

Work performance 0.71 11

104
According to the above obtained results the Cronbach alpha for the variables of educational
diversity had been measured by the 10 items and 0.65 was obtained as Cronbach alpha. The ethnic
3
diversity was measured by using 14 items and the Cronbach alpha was 0.79. Exactly 12 items
were used to measure gender diversity and its reliability was parent as 0.77. The final variability,
which is work experience diversity, had been measured against the 6 questions which resulted in
0.61 for the reliability testing.

Thus, since the Cronbach alpha of each construct resulted in more than 0.6 implies that the
questionnaire has achieved the fair reliability to good reliability to collect the information.

Table 4.5. Descriptive statistics of employees work performance and employee diversity variables

4.4. Testing of hypothesis

In this study it was intended to tested four hypothesis and each hypothesis had been tested sing
the statistical testing of correlation, regression and multiple regression.
 6
4.4.1. Correlation Analysis

12
In order to determine the relationship between variables, the correlation can be used. Cross
tabulation, Charles Spearman’s coefficient of correlation, Karl Pearson’s coefficient of correlation
can be identified as some of predominant methods of analyzing the correlation. (Kothari, 2004).
4
In this study, Karl Pearson’s coefficient was used to determine the relationship between the
30
independent variable and dependent variables. It was assumed that there was a linear relationship
between the two variables, the variables were causally related and avalanche of independent causes
were operated on the each variable. The correlation value could be varied from -1 to +1 which in
223
turn implies the +1 is a perfect positive relation where -1 indicated that perfect negative
248
relationship. (Mwatumwa,2015 ) The rules of Thumb of correlation coefficient ranges can be
depicted as given below. (Mwatumwa,2015).
4
Table 4.5. Rules of Thumb of correlation coefficient

Coefficient Range Strength of Association

0.91 to 1.00 Very Strong

0.71 to 0.90 High

0.41 to 0.70 Moderate

0.21 to 0.40 Small but definite Relationship

0.01 to 0.20 Slight almost Negligible

208
4.4.2. Regression analysis.
148
The regression analysis can be identified as a statistical method which provide the relationship
between the two variables ( dependent and independent ) in terms of a mathematical formulation.
80
Accordingly, this expression could be used to predict the values of dependent variables, for the
provided value of independent variables. ( Kothari, 2004 )
 3
4.4.3. Relationship between employee educational background diversityand employee performance

H11 There is a relationship between employee educational background and employee

performance.

Table 4.6. Pearson Correlations of education diversity and the work performance

212 120
Table 4.6 provides the person correlation value for the education diversity and the work
performance as the 0.332 and P value as the 0.084 which is higher than the 0.05 level. According
209
to the correlation value, A small though definite positive relationship is depicted between the
78
education diversity and the employee performance. However, since the P value is greater than the
significance level of the study, 0.05 which indicated that at 95% confidence limit, the available
173
evidence in the taken sample was insufficient to conclude a relationship between the employee
74
education diversity and the employee work performances. Therefore, in this study the null
hypothesis was accepted for the relationship between education diversity and work performance.
 31
Figure 4.4. Scatter plot for education diversity and work performance

According to the provided scatterplot of the education diversity and work performance, a positive
49
but slight relationship can be observed. The finding of the study is consistent with the empirical
study which was conducted by the Mwatumwa,2015.

3
4.4.4. Relationship between employee ethnicity diversity and employee performance

H21 There is a relationship between employee ethnicity diversity and employee performance.

Table 4.9. Pearson correlation of ethnic diversity and work performance

 According to the obtained results given in table 4.9 at the 95 % confidence limit the correlation
18
value and the p value for the relationship between the ethnic diversity and work performance are
45
respectively, 0.529 and 0.004. Since the p value is less than the significant level of the study,
186
sufficient evidence could be found in the given sample to reject the null hypothesis. Hence it would
233
be concluded that a moderate relationship is been exist between the employee ethnic diversity and
the work performance.

98
Figure 4.6. Scatter plot for ethnic diversity and work performance
 114
As shows in the figure 4.6, there is a positive moderate linear relationship between the ethnic
diversity and the work performance. According to the study conducted by Khan et al. (2019) on
238
the higher education sector in Pakistan, a significant relationship was not apparent between the
dependent and independent variable. Moreover, Mwatumwa ( 2015) found that a positive though
197
slight or almost negligible relationship between the employee ethnicity and work performance.
Thus the it is possible to conclude that , results are partially consistent with the previous findings.

159
Table 4.10. Regression analysis between the ethnic diversity and work performance

33
As given in Table no 4.10, R2 of the regression analysis for the ethnic diversity and the employee
work performance, is 25.20%. It is inferred that ethnic diversity can be used to explain 25.20 % of
the variation in work performance while the rest of 74.8 % of the employee work performances
could be affected by other determinants which has not been considered in this model. As given in
45
the ANOVA table the F is 10.10 and the p value is 0.004, which is less than the significant limit.
151
Therefore, according to the analysis of variance, there is sufficient evidence to reject the null
hypothesis. As per the model summary, there appears to be the coefficient for β0 (Constant) as
2.235 and β1 (Ethnic diversity) as 0.500, where the p value of ethnic diversity is 0.004 at 95 %
17
confidence limit. Based on the above calculations, the mathematical connection between the
ethnic diversity and the work performance can be explained below.

Work performance = 2.235 + 0.500 (Ethnic diversity)

As explained by the regression equation, a moderate positive relationship can be witnessed for the
214
developed model of employee ethnic diversity and employee work experience. Furthermore, the
37
derived relationship implies that when the ethnic diversity is increased by 1 unit, the work
performance of the population will be increased moderately by 0.500.

3
4.4.5. Relationship between employee gender diversity and employee performance

H31 There is a relationship between employee gender diversity and employee performance

Table 4.7. Pearson correlation of gender diversity and work performance

48
According to the results given in the above table the correlation value between the gender and
8
work performance for the given sample is 0.848 the p value is 0.000. where the P value is less than
the significant limit, 0.05. Hence it is possible to conclude that a significant relationship is being
 17
exist between gender diversity and work performances and it is a lenear positive strong relationship
230
where there are sufficient evidence to reject the null hypothesis.

93
Figure 4.5. Scatter plot for gender diversity and work performance

14
As depicted in the above scatterplot for gender diversity and work performance, there is a positive
liner relationship between the Independent and the dependent variable. This obtained result has
been consistence with the empirical study findings of few authors such as Sifuna (2021) who
had been conducted for Bungoma Country Government and Barang (2019) who had studied on
1
the Office of the Attorney General and Department of Justice.

44
Table 4.8. Regression analysis between the gender diversity and work performance
 13
According the obtained results of the regression analysis for the gender diversity and the employee
2
work performance, R2 is 71.85%, which implies that gender diversity can explain 71.85 % of the
variation in work performance. According to the results obtained in the ANOVA table the F is
8
66.35 and the p value is 0.000, which is less than the significant limit of 0.05 which provides the
mean that there is a significant relationship between the dependent and independent variable.
81
According to the model summary data, the coefficient for β0 (Constant) is 0.860 and β1 (Gender
200
diversity) is 0.829 where the p value is 0.000 at 95 % confidence limit. Accordingly, the derived
17
model between the employee gender diversity and the employee work experience can be depicted
as below.

Work performance = 0.860 + 0.829 (Gender diversity)

2
As explained by the regression equation, for the developed model of employee gender diversity
and employee work experience there is a positive relationship. Furthermore, the derived
 37
relationship implies that when the gender diversity is increased by 1 unit, the work performance
of the population will be increased by 0.829.

3
4.4.6. Relationship between employee work experience diversity and employee
performance

H41 There is a relationship between employee work experience diversity and employee
performance.

Table 4.11. Pearson correlation of work experience diversity and work performance

53
The derived statistical results of the correlation values of work experience diversity and employee
130
work performance, there has been a positive though slight or almost negligible relationship
between the dependent and independent variables. Nevertheless, at the 95 % confidence limit the
p value of the statistical test indicated as 0.175, which is higher than the significance level of the
study. Therefore, the sufficient evidence could not be found in the tested samples to accept the
88
hypothesis of the study which in contrast the null hypothesis of the study was accepted for the
relationship between the work experience diversity and the employee work performance.
27
Figure 4.7. Scatter plot for work experience diversity and work performance

55
The figure 4.7 has depicted that there is a positive a quite a low strength relationship between the
24
employee work experience diversity and the employee work performance.

This can be identified as a contrastive observation from the empirical research data from the study
127
conducted by Njogu ( 2017), According to him there was a positive significant relationship
between the employee work experience and performance which is not align with the findings of
the research.

142
4.4.7. Multiple Regression Analysis

Table 4.12. Regression analysis for employee diversity and work performance
 229 123
The multiple regression analysis had been conducted for the gender diversity which showed a
positive strong relationship with the dependent variable and ethnic diversity which depicted a
192
moderate relationship between the dependent variable and the gained results were illustrated in the
6
Table no 4.1.12. According to the model summary R2 is 71.85 which implies that 71.85 % of the
employee work performance can be varied due to the employee diversity while in contrast the rest
82
of 28.15 % of employee work performance can be affected by the other factors. However,
According to the statistical outcomes, β0 (Constant), coefficient of the model is 0.860 and β1 (
Ethnic diversity ) and β2 ( Gender diversity ) are respectively - 0.0000 and 0.830 where the values
244
of ethnic diversity and gender diversity apparent as 0.999 and 0.000. At the 95 % confidence limit
8
since the p value of ethnic diversity coefficient is greater than the significant level 0.05, it is
required to accept that there is no sufficient evidences in the study to accept the hypothesis of both
210
the gender diversity and ethnic diversity has a relationship between the work performances. .
1
Accordingly it is accepted that there is no any symbiotic relationship between gender diversity and
ethnic diversity with the employee work performances.
 WP = 0.860 - 0.000 TD + 0.830 GD

Work performance = 0.860 – 0.000( Ethnic diversity ) + 0.830 ( Gender diversity)

Hence the mathematical relationship between the employee diversity can be derived from the
based of gender diversity as mentioned the above.

4.5.Summary of the hypothesis

According to the conclusions which were established based on the statistical results, the summary
of the hypothesis was tabulated as given below.

H# Hypothesis Description Status

2
H1 There is a relationship between employee Unaccepted
educational background diversity and employee
performance

H2 There is a relationship between employee ethnicity Accepted

diversity and employee performance

H3 There is a relationship between employee gender Accepted

diversity and employee performance

H4 There is a relationship between employee work Unaccepted

experience diversity and employee performance

4.6. Chapter Summary

176
In this chapter it was focused on analyzing the collected results of the respondents. Accordingly,
the demographic information of the respondents was presented mainly using graphical methods.
231 2
The validity of the questionnaire was tested based on Cronbach’s alpha. The relationship between
 the dependent variable (employee performance) and independent variables, employee diversity
(Educational diversity, gender diversity, ethnic diversity and work experience diversity ) was
55
analyzed using the correlation and regression analysis following the discussion on the empirical
239 171
research data prior to the multiple regression analysis to erect the model for whole study. The
results of these statistical tests will be discussed in the final chapter along with the similarities and
193
unlikeliness relevant to the previous research results following the limitations and the
recommendations of the study.

Chapter 05

Discussion, Conclusion and recommendation

139
5.1. Introduction

In this chapter it is intended to conduct a detailed discussion on the findings of the study which
were analyzed in the previous chapter while making comparisons with the previous studies. In
73 3
addition to this, in this chapter the limitations and the recommendations for future studies will be
discussed.

5.2. Summary of the descriptive analysis

The aim of this study was to identify and evaluate the employee diversity on employee
performances at LFI. Accordingly the employee diversity was evaluated based on the four
46
variables named as educational diversity, ethnic diversity, gender diversity and work experience
diversity. The respondent’s perspectives of the different items of the variables will be discussed
2
comprehensively in this chapter.

5.2.1. Employee educational diversity and work performance.

43
The derived results of this study indicated that there is no any significant effect of the educational
diversity of the employee on the work performance at LFI. Mwatumwa, (2015), had obtained
similar findings in study on the country government of Mombasa. Even though the Barang (2019)
 78
and Sohail (2019) have found that a positive moderate level relationship between the education
diversity and employees performance. However when analyzing respondence, regardless of the
fact that 71% of employees agree that the organizational recruitment plan had been designed to
recruit on the base of educational qualifications, 67% of the employees agreed that the conflicts
were not created in the team owing to the educational qualifications. This can be deemed as
consistent with the findings of the Mwatumwa, (2015). Despite showing the similarities of the
with past studies, with relevant to the educational diversity, it was found out that some contrastive
observations in the study. Majority of the employees had depicted a neutral respondent to the fact
195
that availability of the opportunities for the employees who carries the lower education
qualification and receiving the equal treatments regardless of concerning the education
qualifications. Even though the employees’ perception is negative to some extend with relevant
to the carrier advancements and equality with regards to the education, 57% of the employees had
shown confidence about their employment in spite of the having educational gaps. Further more,
90 % of the employees had accepted that the opportunities are available to use their skills in the
organization.

2
5.2.2. Employee ethnic diversity and work performance

According to the findings of the statistical data analysis of the research, a liners moderate
201
relationship had been found among the ethnic diversity and the employee performance. Regardless
44
of the fact that Mwatumwa, (2015) had not found any significant relationship between the
ethnicity and employee performance, as per the findings of the Barang (2019), ethnicity could be
affected to alleviate the turnover cost, ameliorate the disputes and welfare and efficiency. However
he had stressed that the imperativeness of implementing diversity management tools within the
organization to confine the ethnic diversity. Under the independent variable of ethnic diversity the
effect of language, ethnic and the custom practices were evaluated to analyze its affect for the
effective communication, conflict management, employees respect and dignity and effective work
out come. As per the derived results of the study relates to the language and communication
barriers due to the employees’ diversity, it was found that 64% of the respondents accepted that
the diversity of the native language could be lead to create communication predicaments at the LFI
while 42 % of the employees agreed that different types of issues have been confronted by the
employee because of the language barriers. However only 46 % of the positive responses were
collected regards to the fact that the employee ethnic diversity does not bring about the conflicts
at the LFI while 28 % of employees stood at the opposite party. Nevertheless, 85 % of the
employees acknowledged their proper commitment to cooperate with the other ethnic groups. It
was revealed that around 60% of the employees hold the view that ethnic diversity positively affect
on their performance in terms of the creating quality decisions, achieving the outstanding
performances and completion of the tasks on time. This finding can be deemed as a consistent
scenario of the Barang’s findings (2019) since the unique and multiple perspectives of the
employees had been resulted in to create lucrative solutions for the complex problems.

2
5.2.3. Employee gender diversity and work performance
 96
It was revealed that the employee gender diversity has influenced significantly and positively to
131
the employee performance at the LFI. This positive and significant relationship between the
employee gender diversity and employee performance depicted the similar results obtained by the
13
Sohail ( 2019 ) and Barang and Maende (2019). In this research, the effect of gender diversity on
the employee’s performance was analyzed considering the contribution of equality and male
female ratio which are influenced to equity in opportunities, decision making, conflict
management and carrier development. Around 70 % of the employees agreed that despite
considering the gender, the employees had been received the equal opportunities at the LFI which
is completely aligned with the results of the Mwatumwa, (2015). It was apparent that 75 % of the
employees has put their faith on LFI considering the career opportunity growth for the females.
Despite of the fact that, 90 % of the respondents had accepted that the females are involving in the
decision making at LFI, only 53 % of the employees agreed that the quality of the decision which
are made by the gender heterogeneous group are more reliable than the decisions which are made
by gender homogeneous group. The percentage of the employees who had responded as favor to
the contribution of female to curb the conflicts among the group was indicated as 60 %. This is
reflected that the majority of LFI agrees with the fact that the representation of the female are
boosting the collaboration within the group. Barang and Maende (2019). All in all it is possible
to conclude that 60 % of the employees believe that the heterogeneous work environment has been
strengthen the employee work performance at the LFI.

24
5.2.3. Employee Work experience diversity and work performance

In this study the final variable which was considered for employee diversity can be identified as
97
work experience. However as per the obtained results of the statistical tests, there is no any effect
of the employee work experience on the employee performance at LFI which is partially aligned
with the findings of Njogu (2017). Nevetherless, priyashantha (2019) derived that the employee
work experience can make impact on the performance by 17.8 %. According to this study under
the variable of employee work experience, employee’s decision-making ability, problems solving
ability and effectiveness of task were measured. As per the results, with relevant to the
effectiveness of task achievement, it was revealed that 96 % of employees believed that their past
performance is useful to perform the current work without any repetitive errors. 67 % of
respondents agreed that their past performance is supportive to perform under the stressful
situation. Furthermore, the percentage of the employees who agreed that the their previous work
experience had brought about a positive influence to LFI with relevant to the decision making
ability and the problem solving ability was revealed as around 70 %. Together aligned with results
of Njogu (2017), 90 % the employees at LFI had given a high standard to their internalized values
and expectations motivating them to perform effectively at the workplace.
5.3. Employee Diversity Management
In this contemporary era employee diversity management has become a vital determinant to
maintain the healthy environment in the workplace rather than considering the optional factor.
(Atyah, 2015). According to the perception of Green et al (2002), determining the required tools
which need mange the diversity the workplace entirely depend on the manger’s ability. Green et
al (2002) has stressed the necessity of understanding the consequences of the discrimination of the
employees based on different aspects and the difference between the being fair and treating equally
to the employees. They have encouraged making the decisions with understanding of the
situations, and when necessary, exception to the rule. For an example Atyah ( 2015) suggested
that providing the flexible working hours to the female employees where necessary as to empower
14
their contribution. According to the research results, since the gender diversity has a high level of
impact on the LFI’s work performance this can be deemed as an effective diversity management
tool. Atyah (2015 ) had identified vision as an undeniable tool to manage diversity. According
to the situation, the leader’s image on what has to be implemented and the directions which has to
be followed are being considered in here. Another proposed tool to mange the gender diversity
was to provide the extra service to the females who are with babies. In this study it was observed
that the employees could lack confidence due to educational gaps. Atyah (2015) and Green et al
(2002) suggested that providing training programs to the employee is the most prominent tool
which can used to manage the diversity in the workplaces. Furthermore, with the aid of the training
programs, the individuals with the minority representation would be bestowed the opportunities to
compete for the higher positions including the senior management and director’s board. Usage of
30
the successful training programs could be resulted in the boosting up of the employee performance
in the organization with the changes in employee attitudes of the ethnicity, flourishing the
employee work experience, and employees’ skills. Thus in the present ana avalanche of the large
organizations in the world tend to diversified training programs on different disciplines for upper
management and employees (Atyah, 22015) Furthermore Atyah ( 2015) suggested that providing
requisites to satisfy the self-esteem and health environment would be strengthened the employee
performance at the workplace

5.4. Conclusion
 4
The aim of this study was to identify and evaluate the employee diversity on employee
93
performances at LFI. Subsequently, the employee diversity in terms of education, ethnicity,
17
gender and work experience was evaluated to depict the correlation with the employee work
performance. According the derived results it is evidenced that the gender diversity could be
affected strongly and positively on employee performance and it has the potential to create 83%
96
of variance in the employee performance while the rest of 17 % the employee performance could
be deviated owing to the other factors at the LFI.

In this study it was revealed that employees have low self-esteem on their education diversity and
they expected to be discriminated due to the education diversity. As dint of the language barriers
among the employees, ameliorating the predicaments at the workplace can be deemed as another
significant finding of the study. It is evidently clear that as per the results ethnic diversity could
be affected to the create the disputes and conflicts among the employees while it could be brought
about the positive repercussions of quality decision making. At the LFI gender diversity has
broaden its boons to enhance the employee work performances by bestowing the results in
100
variety of aspects such as equity in opportunities, decision making, conflict management and
carrier development. The employees’ perception on their work experience has revealed that the
13
decision making and the problem solving skills are affected with the previous work experience.

5.5. Recommendation
The top management should have treated all the staff equally with the understanding of the
situation without not hesitating to take the required decisions beyond the typical rule of the
organization (Green et al 2002)

The top management should have widened their vision with relevant to the different circumstances
at the organization in order to make the decision. It is required to express to the personal emotion
towards the needed changes while providing the arguments for the justification of the changes
following the explicit communication on the changers. Atyah ( 2015)
 The top management should have provided the diversified training programs on different
disciplines from upper management to shop floor level of employees including the implementation
of the policies facilitate with a mentor to direct for the opportunities and information (Atyah,
22015)

Top management should have provided a healthy environment to the employees in order to work
with satisfaction and other requisites to satisfy the self-esteem of the employees. (Atyah, 22015)

The top management should have designed the recruitment plan as providing the opportunities to
represent the equal proportions of the employees from both genders.

45
5.6. Limitation of the study
162
In this study a few limitations were confronted it is important to identify them for the future
development of the study. The validity of the collected data might not be the actual perception of
94
the employees. The data of this study was collected through the employee perceptions and it was
observed that the for some critical questions majority of the respondents were given the neutral
response. This could be in light of the fact that their anxiety and fright of the superiors. Hence it
is possible to assumed that some answers could not be the true expression.

In this study the lack of the available time could be deemed as the another limitation of the study.
That is because since the candidates had been carried out the academic process along with the
workplace responsibilities time management might be challenging to some students.

94
The sample size of the study was 30 units. Thus, it cannot be justified as the optimum condition to
generalize the results for the manufacturing companies of whole country. Therefore, the possibility
of the generalization of study results can be identified as another drawback.

5.7. Chapter summary.

124
The aim of the chapter is to discuss the empirical results of the evaluation of employee diversity
14
on employee performance at LFI. In order to satisfy the pre-determined objectives of this study,
the results with respective to the each independent variables ( Educational background, ethnicity,
gender, work experience ) was discussed with the descriptive explanations and following the
management tools to improve the employee performances at LFI. With respect to the identified
areas of the study the author has recommended some strategies to implement within the
organization with the purpose of boosting employee performance. It is expected that when the
suggestions are addressed the performance level of the organization can be improved furthermore
This study would be supportive to the top management of the organizations to have the
55
understanding on effect of some of the employee diversity driving factors on the employee
performance at the organization.
 Similarity Report

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225 <1%
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Akenten Appiah-Menka University of Skills Training and Entrepreneuria...

226 <1%
Submitted works

Amity University on 2014-03-26

227 <1%
Submitted works

Asia Pacific University College of Technology and Innovation (UCTI) on...

228 <1%
Submitted works

Asia Pacific University College of Technology and Innovation (UCTI) on...

229 <1%
Submitted works

City University on 2023-04-05

230 <1%
Submitted works

Grenoble Ecole Management on 2017-03-16

231 <1%
Submitted works

Massey University on 2020-01-23

232 <1%
Submitted works

OTHM Qualifications on 2021-04-14

233 <1%
Submitted works

University of Bradford on 2023-05-09

234 <1%
Submitted works

University of Nottingham on 2020-09-10

235 <1%
Submitted works

"Regional Conference on Science, Technology and Social Sciences (RC...

236 <1%
Crossref

Sources overview
 Similarity Report

Eingereicht an Higher Education Commission Pakistan am 2013-03-15

237 <1%
Submitted works

Higher Education Commission Pakistan on 2023-05-05

238 <1%
Submitted works

Institute of Graduate Studies, UiTM on 2012-03-13

239 <1%
Submitted works

Inter-Continental University of the Caribbean on 2023-05-03

240 <1%
Submitted works

Juliana Serwaa Andoh, Benjamin Ghansah, Joy Nana Okogun-Odomple...

241 <1%
Crossref

Mancosa on 2020-12-23
242 <1%
Submitted works

Myanmar Imperial College on 2020-01-16

243 <1%
Submitted works

OTHM Qualifications on 2020-08-02

244 <1%
Submitted works

OTHM Qualifications on 2021-03-28

245 <1%
Submitted works

OTHM Qualifications on 2021-04-11

246 <1%
Submitted works

Troy School District on 2022-04-26

247 <1%
Submitted works

Universiti Malaysia Perlis on 2017-05-22

248 <1%
Submitted works

Sources overview
 Similarity Report

University of KwaZulu-Natal on 2019-11-14

249 <1%
Submitted works

Sources overview