THE EFFECTS OF WORKFORCE DIVERSITY ON ORGANIZATIONAL PERFOMANCE IN KISUMU

COUNTY KENYA.

Lidia Akinyi Musolo

A Research Report Submitted in Partial Fulfilment of the Required Award of the Diploma In
Business Management In the Department Of Faculty In Business and Sciences.

University of Nairobi (2021)

i
 DECLARATION

I declare that this research project is my own work and has not been presented for a diploma award in
any other university.

__________________________

Lidia Akinyi Musolo

L123/25686/2021

This research project has been submitted for examination with the university supervisors’ approval.

__________________________

Mr. Peter Kiilu

Lecturer/supervisor

ii
 DEDICATION

I dedicate this project to myself and any other person out there that would love to learn more about
work force diversity.

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 ACKNOWLEDGMENT

I would like acknowledge God’s presence in my life during the time that I was doing my project because
He gave me the strength and profound knowledge to be able to pursue this course.

I want to thank my project supervisor Mr. Peter Kiilu for his time and taking me through this project
because he made to understand what I was supposed to do.

I want also to thank the Kisumu County government especially the department of Education, ICT and HR
for their time and agreeing to give me the information that I was in dire need of.

TABLE OF CONTENTS

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Page Content

Title Page ......................................................................................................................... i

Declaration...................................................................................................................... ii

Dedication......................................................................................................................iii

Acknowledgements........................................................................................................ iv

Table of content .............................................................................................................. v

List of figures...............................................................................................................viii

List of tables .................................................................................................................. ix

List of abbreviations and acronyms ................................................................................ x

Abstract.......................................................................................................................... xi

CHAPTER ONE: INTRODUCTION......................................................................... 1

1.1 Back ground to the study .......................................................................................... 1

1.2 Statement of the problem........................................................................................ 10

1.3 Purpose of the study................................................................................................ 11

1.4 Objectives of the study............................................................................................ 11

1.5 Research questions.................................................................................................. 11

1.6 Significance of the study......................................................................................... 12

1.7 Limitation of the study............................................................................................ 12

1.8 Delimitations........................................................................................................... 13

1.9 Basic assumptions................................................................................................... 13

1.10 Definition of Terms............................................................................................... 13

1.11 Organization of the study............................................................................ 14

CHAPTER TWO: LITERATURE REVIEW.......................................................... 16

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2.1 Introduction............................................................................................................. 16

2.2 Increased adaptability………………………………………………………………………………............ 16

2.3 Challenges of Workforce diversity....................................................... 20

2.4 Managing Workforce Diversity .......................................................... 23

2.5 Models of dealing with diversity ........................... 25

2.6 Performance ............ 28

2.7 Summary of literature review ................................................................................. 31

2.8 Theoretical Frame work.......................................................................................... 32

2.9 Conceptual framework............................................................................................ 32

CHAPTER THREE: RESEARCH METHODLOGY ............................................ 35

3.1 Introduction............................................................................................................. 35

3.2 Research design ...................................................................................................... 35

3.3 Target population.................................................................................................... 35

3.4 Sample size and sampling procedure...................................................................... 36

3.5 Data collection Instruments .................................................................................... 37

3.6 Instrument validity.................................................................................................. 38

3.7 Instrument reliability............................................................................................... 38

3.8 Data analysis ........................................................................................................... 39

CHAPTER FOUR: DATA ANALYSIS & INTERPRETATION.......................... 41

4.1 Introduction............................................................................................................. 41

4.2 Demographic information of respondents .............................................................. 42

4.3 Most visited/active department in Kisumu

county...................................................................................... 44

4.4 Prevalence of workforce diversity........................................................................................ 45

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4.5 Impacts of workforce diversity on organizational performance....................................................... 46

4.6 ways in which workforce diversity can be managed ........................................................... 49

4.7 Challenges facing managers and employees in managing workforce diversity........................................

53

CHAPTER FIVE: SUMMARY, CONCLUSIONS & RECOMMENDATIONS. 61

5.1 Introduction............................................................................................................. 61

5.2 Summary of the study ............................................................................................. 61

5.3 Conclusions............................................................................................................. 63

5.4 Recommendations................................................................................................... 64

5.5 Suggestions for further studies................................................................................ 65

REFERENCES ............................................................................................................. 66

APPENDICES .............................................................................................................. 73

Appendix I: Letter of introduction................................................................................ 73

Appendix II: Questionnaire for employees....................................................................... 74

Appendix III: Interview schedule for Heads of Departments ................................................ 75

Appendix V: Research Authorization Letter ................................................................ 82

LIST OF ABBREVIATIONS AND ACRONYMS

HRM Human Resource Management

HOD Head of Departments

ICT Information Communication Technology

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 ABSTRACT

It is very clear that the advances in science, art and technology have made it possible for global economy
to bring everyone closer to each other more than we can imagine. As a results, organizational education
system and other entities are now embarking on the best ways to bring better services to their clients.
This clearly indicates that the ability of organizations to formulate, develop and take the advantage of
the necessary policies and procedures in doing this will make it possible for such to have a competitive
advantage over the others. The purpose of this study was investigate the effects of workforce diversity
on organizational performance in Kisumu county Kenya. The study sought to investigate the influence of
educational level, culture, age among the employees of Kisumu county on the performance of the
county generally. The study adopted a descriptive study design. The study targeted all the 10
departments and their employees in Kisumu county government. Using stratified random sampling the
researcher identified a total of 120 respondents comprising of 100 staffs, 10 subordinate staffs and 10
head of department to participate in the study. Data was collected using questionnaires and interview
schedule. Quantitative and qualitative techniques were used during data analysis.

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 CHAPTER ONE

INTRODUCTION

1.1 Back ground to the study

As a results of the advances in art, science and technology, most organizations are now looking for the
best ways to bring good services to their clients. This clearly shows that, the ability of organizations to
formulate, develop and take advantage of the necessary policies and procedures and, doing this will
make it possible for such an organization to have a competitive advantage over their competitors. To
achieve success and maintain a competitive advantage we must be able to draw on the most needed
resources for instance the skills of the workforce.

An increase in diversity in the workforce brings the need for organizations to expand their outwork
and use creative strategies to achieve better organization performance, therefore employees must be
critically examined in the provision of particular resources. Workforce diversity mean the co-existence
of people from various socio-cultural background that exists in the industry.

Diversity consists of factors like race, gender, age color, physical ability, ethnicity, sex among others.
Diversity is made up of organizational culture whereby employee can expand and grow their careers
and goals without sex, nationality, religion and any other factor that has to do with their performance
(Bryan) 1999.

According to Torres and Bruxello (19992) diversity management refers to enabling diverse work to
perform its full potential in an equitable work environment where no one has an advantage or
disadvantage. However, diversity management has been a problem to employers for a period of time
now, and in the last 20 years’ organizations have started realizing the differences in gender, race,
ethnicity, sexuality, religion and, any other factors. It is also evident that organizations that have
effective diversity management look for benefits through bottom line returns. It is noted that sharing
information and constructive task based conflict management are the core factors in value of diversity
argument.

Work diversity management is aimed at the recognition of differences as positive features of an

organization instead of problems to be solved Thompson (1997). Mcleod, Lobel and Cox (1966),
Wilson and lles (1999) revealed that solution to brainstorming in relation to homogenous groups and
increase organizational efficiency, effectiveness and profitability. However, utilization of the skills and
potential of all employees managing diversity to full can effectively contribute to the success of the
organization by enabling access to a changing marketplace by viewing increasing diverse markets.
Cassell, (1996) the popularity of the diversity approach emerged from these positive arguments.

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Scholars has however revealed that the potential benefits will not become real as a results of greater
workplace diversity. Thomas (1990) emphasized that corporate competence counts more than ever
and towards non-hierarchical, flexible, collaborative management brings an increase in tolerance for
individuality. The past researchers have concluded that managers should actively manage and value
diversity. Agocs and Burr, Liff and Wajcman (1996); Storey (1999) opinioned that diversity
management can give support for essential industrial development if designed and executed
accordingly. According to Kandola and Fullerton (1994), managing diversity has its origins in the USA
but has now become a strategic business issue for nearly all organizations worldwide.

There are two approaches for organizations that aim to take global diversity, these approaches solely
depend on their organizational structure and culture. The first approach is a multy-county approach,
where people in various location develop and implement programs and initiatives. This model is
commonly carried out by much decentralized organizations which can come with a lot of benefits
because leaders take ownership of the initiatives. These leaders look for a detailed local knowledge of
traditions, customs, laws and cultural issues that require to be addressed. Organizations that are using
this approach do not have committed and dedicated global diversity staff, but rather personnel that
are working on diversity in their spare time.

A second approach which tend to be more suitable for centralized organizations is a top down
approach where diversity is tailored into all business units from the corporate level. According
McGillivray and Golden (2007) consistency in message is sure for organizations that are experiencing
this approach because it offers assistance with development and implementations of programs.

To conclude, Kisumu county government one of the most popular county in Kenya because of the level
of education starting with the county governor who is a professor followed by doctors etc., managers
and employees could be facing critical thinking related problems in managing diversity at the work
place. Such counties with various ethnic background, religious, color, age and educational level; work
diversity must be must be of utmost importance to managers and employees as it will be important to
understand the reasons why employees behave towards each other as individuals and as groups in
their duty posts and how these behaviors will affect the overall productivity of the organization.

Diversity management issues a bond in organizations and it is paramount that they are proactively
addressed. It is on this basis that this study aims to investigate work diversity management
comparative analysis of Kisumu County Government.

1.2 Statement of the problem

A significant aspect of every organization is the management of diversity is the management of the
diversity as it helps in the increase of the organizational output or the productivity. According to
Anderson (2012) this should be a part of the culture of the entire organization. Several research
literatures clearly define diversity but as a fragmented entity, dealing with each parameter in an

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isolated manner rather than in totally to see interplay of a range of parameters, Greenberg (2004), this
makes the implementation of diversity and the best practice of it.

According to Reichnberg (2001) the best practice in diversity it is not clear which of the components
has the highest weight of the components has the highest weight so that during implementation
special intervention strategies are employed in order to have impacts. According to Rosado (1994),
each component of diversity been handled independently by various scholars. It is not yet clear on
how to implement diversity without clarity on the component with the highest weight. Reichenberg
(2001), diversity cannot be properly implemented without clear strategies.

Study of diversity in organization has mostly approached diversity in terms of focusing on each
component instead of having a consolidated approach. According to Morrison (1995) more field
studies needed to be conducted in order to give provision for more insight into diversity in
organizations and practices are executed.

Managing diversity is simply acknowledging the difference in people. According to Devoe (1999),
managers and employees may also be faced with losses in personnel, discrimination, complaints and
legal activities against their organizations. Workforce diversity gives room for better employee
retention, increased productivity, boost employees morale, an expanded market shares and improved
customer service.

A study by Kundu (2001) on managing cross cultural diversity stressed that organizations with high
levels of well managed diversity are effective in steering corporate cultures that have new
perspectives, pioneering capability and fresh ideas necessary to survive. Several research on the
effects of diversity within big and small groups indicate that diversity can have negative effects as well
as positive ones Kochan et.91(2003). There is need to establish how important work diversity
management is in organizational performance and also to ensure job satisfaction and job commitment
among employees. This research project on Kisumu county government workforce diversity will bridge
the knowledge gap and provide answers to the research questions in this study.

1.3 Purpose of the study

The main aim of this study was to investigate workforce diversity management and the effects on the
growth of an organization in Kisumu county government.

1.4 Objectives of the study

Some of the objectives include;

● To study the prevalence of work diversity in Kisumu county government.

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 ● To examine the impacts of workforce diversity on organization performance in Kisumu county
government.
● To investigate the challenges facing managers and employees in Kisumu government in the
managing workforce diversity.
● To ascertain the ways in which workforce diversity can be managed by employers and
managers in Kisumu county government.

1.5 Research questions

These are some of the questions this study intends to answer.

● What is the prevalence workforce diversity in Kisumu county government?

● What is the impacts of work diversity on organizational performance in Kisumu county

government?
● What are the challenges facing managers and employees in Kisumu county government in the
management of workforce diversity?
● What are they ways in which workforce diversity can be managed by employees and managers
in Kisumu county government?

1.6 Significance of the study

The study investigates work diversity management by going through Kisumu county management and
therefore will be of great benefit to employees of labor as it will expose them on how to manage
employees in their organizations in order to avoid work diversity problems. It will also benefit
employees on the ways through which they can avoid the issue of work diversity among their fellow
employees in order to derive satisfaction in their respective jobs.

The study will also be beneficial to researchers as the issues raised in this study are likely to lead to the
involvement of various researchers in generating more knowledge from various perspectives. This
research will also help research students to understand deeply the major consequences of work
diversity and will suggest in recommending ways of such effects and in the long run, the researcher
could be consulted on work diversity management aspects since they will have supper knowledge in
the aspect.

1.7 Limitations of the study

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Some of the limitations encountered in the course of this study include the following;

● Time limitation; the study due for a period of 5 weeks hence the results would reflect the
impacts of the constraints. The insights of the employees were observed during the period of
the study. A more extensive study conducted over a larger time or during a special period of
time like when there were higher numbers of issues can include insights from employees over
a broader time and can bring in-depth into the research.
● Cost limitation; we could not offer any gift or incentives for respondents to answer the
questionnaire. This have result in certain prospective respondent choosing not to respond to
the questionnaires.

1.8 Delimitations

The research focused on the effects of workforce diversity generally targeting employees, on
organizational performance in Kisumu county.

1.9 Basic assumptions

They study assumed that all the staffs, subordinate’s staffs and all the head of departments were
aware of the effects of workforce diversity on organizational in Kisumu county government.

1.10 Definition of terms

The following were terms used during the cause of the study;

● Employees; a person who works for another person or for a company for wages or salary.

● Employers; persons or institutions that hire employees.

● Job satisfaction; this is the level of contentment a person feels regarding his or her job.

● Managers; individuals who are in charge of a certain group of tasks or a certain subject of a
company.
● Work diversity; similarities and differences among employees in terms of age, cultural
background, physical abilities and disabilities, race, religion, sex and sexual orientation.
● Productivity; the effectiveness of production effort, especially n industry as measured in terms
of the rate of output per unit input.

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 ● Work diversity management; this is the ability of a manager to achieve success for an
organization by making the best use of similarities and differences among employees in terms
of age, cultural background, physical abilities and disabilities, race, ethnicity, religion, sex as
well as in terms of personality, values attained among others

1.11 Organization of the study

This study is organized into five chapters. Chapter one provides background to the

study, statement of the problem, purpose of the study, objectives of the study,

research questions, and significance of the study, limitation and delimitation,

assumptions of the study, definition of the significant terms and the organization of

the study. Chapter two presents a review of literature which will include the effects

of workforce diversity on organizational performance in Kisumu county government. Chapter three

covers research

design, target population, sample size and sampling procedures, research instruments,

validity and reliability of the instruments, data collection and data analysis

procedures. Chapter four presents data analysis, interpretations and findings

followed by chapter five which provides a summary of the study, conclusions,

recommendations and suggestions for future research.

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 CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

Workforce diversity also refers to as the ways that different people differ that can affect a progress or
a relationship within an organization such as race, education, religion, age, gender, culture among
others. According to Mercy Gacheri (2012), it is the exploration of the above difference in a safe,
positive and nurturing environment.

According to Carrell (2006), it is about understanding each other and moving beyond simple tolerance
to embracing and celebrating the rich dimensions of the diversity contained within each individual in
the organizations.

According to Jackson et al (1995) he defined diversity as the presence of differences among members
of a social unit and nowadays the workforce is more diverse in terms of gender, race ethnicity,
national origin and comprises people who are and share different needs, desires, values and work
behaviors as seen by Rosen and Lovelace (1991).
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According to D’Netto and Sohal (1999), organization which plan for the anticipated workforce accept
cultural diversity management as a progressive technique will benefit from better employee retention,
increased productivity, less absenteeism, better morale an expanded marketplace and improved
customer service (Manning et al, 1996). Ellis and Sommefield, (1994) noted that a company that
discriminates either directly or indirectly curtails the potential of available talent, underutilizes the
employees and loses the financial benefits of retaining them.

Ellis and Sommefield (1994) also argued that there is a relationship between a positive diversity
climate, job satisfaction and commitment to the organization. Proper diversity management can
increase an employee self-esteem and feeling of non- belongingness to the organization especially, if
the employee is from a minority group. Most organizations are attempting to enhance inclusiveness of
underrepresented individuals through a proactive effort to manage their diversity but only gain from
diversity through proper management and adjustment. For an organization to effectively manage
diversity, it must have diversity change organization to accommodate and make it an integral part of
the organization.

2.2 Increased adaptability

Every organization that are employing a diverse workforce can supply a greater variety of solutions to
problems in giving service and allocation of resources as employees from diverse backgrounds bring
individual talents and experiences in suggesting the ideas that are flexible in adapting to fluctuation.
Most companies that encourage workplace diversity motivates all their employees to perform to their
highest ability.

A diverse workforce that is very comfortable to communicate varying points of view provides a lot of
ideas and experiences from which an organization can meet business strategy needs and for to that of
customers.

2.3 Challenges of workforce diversity

According to Morrison (1992) managing diversity involves leveraging and using the cultural differences
in people’s skills, ideas and creativity to contribute to a common goal, and doing it in what that gives
the organization a competitive edge. Recent studies have shown a strong correlation between good
diversity practices and profits (Hayles and Mendez ,1997) as diversity allows increased creativity, a
wider range of perspectives, better problem definition, more alternatives and better solutions.

According to Greenberg (2004), the major challenges are communication, resistance to change and
implementation of diversity in the workplace D’Netto and Sohal (1999) noted challenges from
workplace diversity as meeting diversity challenges requires a strategic human resource plan that
includes a number of different strategies to enhance diversity and promote the productivity and
effectiveness.

2.4 Managing Workforce Diversity

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Managing workforce diversity simply refers to a more comprehensive managerial process for
developing an environment that can work employees. According Ellis and Somenfield (1994), the
challenges of meeting the needs of a culturally diverse workforce and sensitizing workers and
managers to differences associated with gender, race, age and nationality in an attempt to maximize
the potential productivity of all employees, has made effective management of diversity to become a
prequalifying Human Resource Management.

2.5 Models of dealing with diversity

The following are some ideal ways of dealing with diversity;

● Access and legitimacy focuses on differentiation and placing people in jobs based on the way
they are different.
● Discrimination and fairness focuses on assimilation and ignores the differences.

● Learning and effectiveness integrates the differences that people bring to work so that the
organization changes whoever it hires and how the work is accomplished.

2.6 Performance

Performance basically refers to the act of performing, executing, achievement of a duty or

accomplishment of a given duty. According to Rue and Byars, (1993) explains to how well an employee
is fulfilling the requirements of job.

Cascio (2006) defines performance as working effectiveness that is the way in which somebody does a
job judged by its effectiveness.

2.7 Summery of literature review

The literature reviewed helps to identify the gap in knowledge towards demand for workforce
diversity knowledge and how organizations can manage it in the market. The research shows that
there has been

increasing demand for workforce diversity management worldwide which every organization is trying
to address through policy frame work, but the issue of factors influencing this increase has not fully
been addressed especially in Kisumu county where the research was undertaken. The study has
established that growth in technology and art and science has increase growth of organizations.

The literature review has determined that subsidized workforce diversity management increases
employee retention because of a better working environment which brings about the growth of a
company.

2.8 Theoretical Frame work

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The research will be based on human capital theory that was proposed by Theodore William Schultz
(Becker,1964). Human capital theory suggests that education or training raises the productivity of
workers by imparting useful knowledge and skills, hence raising worker’s future income by increasing
their lifetime earnings (Becker,1994) Human capital theory is the idea that humans are a factor of
production in a typical business along with other factors of production namely land, building and
money. Once a return on investment in skills is known to exist, it is logical to ask how much a worker
should spend acquiring the skills that provide higher wages. Since the department of HRM advocates
on enhancing people’s skills, knowledge and attitude to enhance performance it agrees with human
capital theory.

2.9 Conceptual framework

This section provides a schematic presentation of interrelationship between variables in the context of
the problem being investigated. Figure 2.1 represents the relationship in the independent variables
and the dependent variables. The diagram shows conceptual model which encompasses the major
variables and their possible pattern of influences. It shows the interdependence of the variables.

Input Process Output

Technology
growth

Art and Science Competitive

advantage
Increased demand for
Availability of organizational services
organizational
culture Numb
Organizational
policies and High number of er of
procedures growth clients
Number of
Introduction of
New policies

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 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Introduction

The chapter outlines the type of research design sample and sampling procedure, target population,
data collection procedure, research instruments that the study adopted. It has given insight on data
analysis procedure.

3.2 Research design

The study adopted a descriptive design of the case type to establish effect of workforce diversity on
organizational performance in Kisumu county by comparing the perception of the staffs, subordinate
staffs and the HODs. This design was appropriate for gathering information, summarizing
(Orodho,2004), presenting and interpreting it for the purpose of of clarification. This method assisted
the researcher to produce statistical information on the effects of workforce diversity on
organizational performance in Kisumu county.

Descriptive approach is designed to obtain information concerning the current phenomenon and
whenever possible to draw valid conclusions from facts obtained.

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3.3 Target population

The study targeted all staffs, heads of departments, subordinates and support staff of Kisumu county
government. Kisumu county government has 10 crucial departments with 467 employees consisting of
10 head of departments, 20 support staffs, 137 subordinates and 300 staffs.

Table 3.1 Target population

Kisumu county Female Male

Age(18-35) 65 50

Age (40-55) 240 112

3.1 Sample size and sampling procedure

Stratified random sampling was used to sample employees to participate in the study. The

researcher chose this technique since every individual in the population has an equal chance of

being selected and thus justifies generalizability of the findings. Stratified sampling technique is a

method in which the researcher divides the entire target population into different subgroups and

then randomly selects the final subject proportionally from different subgroups. Mugenda and

Mugenda (2003) who suggest that 10% of the accessible population is adequate to serve as a

study sample.

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 Table 3.2 Sampling frame

Kisumu county government Employee Employee sample

population
(n = 10*total population)
Female 188 19
Male 112 13

Total 300 32

The study therefore had 32 employees participate in the study. In addition, the study employed a

census technique in selecting subordinates (2) and heads of departments to participate in the study

(10); the total sample was therefore 44 respondents.

3.2 Data collection Instruments

The study employed two data collection instruments: questionnaires, and interview schedule. The

questionnaires were used to collect information from the old employees. A questionnaire is easy

to administer. Questionnaires reduce bias since the researchers’ own opinions will not influence

the respondents to answer questions in a certain manner unlike if it were telephone or face to face

surveys (Best & Kahn, 1993). The questionnaire was divided into two sections A and B and

contained both open-ended and close-ended questions. Section A aimed at gathering the

respondents demographic and background information. Section B aimed to establish the effects of

workforce diversity.

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Interview schedules collected more information from the heads of department. This particular

instrument was selected because the staffs and head of departments are resourceful individuals

who have good knowledge of the trends in politics and businesses in the county and would be

able to shed more light on effects of workforce diversity in Kisumu county. The main advantage

of the interviews is that the researcher (interviewer) can adapt the questions as necessary, clarify

doubt and ensure that the responses are properly understood, by repeating or rephrasing the

questions.

3.3 Instrument validity

In order to improve validity of the instrument the researcher pre-tested the questionnaires in a

pilot study. Orodho (2005) recommends that a population of 10% of the sampled population can

be used in a pilot study. Therefore, the researcher conducted a pilot study on 7 respondents who

would later not participate in the main study.

The responses obtained were used to guide the researcher in making some changes in the

questionnaire to enhance its validity. A question of general comment on the aspect of each

variable to be used in the study was included to obtain relevant and adequate information.

3.4 Instrument reliability

Reliability is the ability of a research instrument to consistently measure the characteristic of
interest over time. Reliability is influenced by random error, thus, as error increases, reliability
decreases.

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A pilot study was conducted to find the instruments reliability and the procedures of

administration as described in 3.6. Reliability co-efficient was obtained by correlating the scores

of odd numbered statement with the score of even numbered statement in the questionnaire. The

researcher used test-retest to ascertain the coefficient of internal consistency or reliability.

The instrument was administered twice to the same group of subjects at an interval of two weeks.

The scores of the first and the second were correlated using Pearson product moment correlation

coefficient formula. The responses obtained were analyzed and compared. A Pearson product

coefficient of 0.6 was obtained which qualified the instruments as reliable since the coefficient

obtained from the pretesting data was above 0.5 (Orodho, 2005).

Qualitative data generated from interview schedules was organized into themes, categories and

patterns pertinent to the study. In addition, the qualitative data in this study was analyzed

thematically through discussion, comparing of possible relationships or significant differences

between various variables as well as substantiating the possible causes of some research findings

3.5 Data analysis

Data analyses are the techniques used to analyze data so that it can be interpreted. Research

analysis breaks down data into constituent parts to obtain answers

15
The research questions. Quantitative data was analyzed using descriptive methods such as

frequency distribution; percentages were used to analyze demographic data.

In the interpretation of the open-ended item, answers were compared, various responses analyzed

quantitatively using the descriptive statistics and this was done in relation to stated objectives of

the study. Qualitative data generated from interview schedules was organized into themes,

categories and patterns pertinent to the study. The Statistical Package for Statistical sciences

(SPSS) version 20 was used to analyze data with the aid of a computer.

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 CHAPTER FOUR

DATA ANALYSIS AND INTERPRETATION

4.1 Introduction

This chapter presents the findings from the analysis of the data collection. The section alsso

presents the interpretation of the results of analysis in relation to the effects of workforce diversity

on organizational performance in Kisumu county. The analysis was done in respect to the study

objectives and aimed to establish how growth in technology influences demand for HRM and

policies training.

4.1.1 Response rate

The study sampled 32 employees, 2 subordinates and 10 heads of departments to participate in the

study. Three (2) questionnaires from the employees were not returned leaving 30 questionnaires

for analysis. This accounts for a response rate of 94% which is higher than the 70% recommended

by Kothari (2004).

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 4.2 Demographic information of respondents

The study collected demographic data from the employees in the study. The demographic data

comprised of gender and age of respondents. This would enable the researcher to establish the

demographic characteristics of the employees employed in Kisumu county government in the

study.

4.2.1 Distribution of the respondents by gender

Figure 4.1 shows the gender of the employees in the study.

Figure 4.1: Distribution of the respondents by gender

Majority (64%) of the employees who participated in the study were of male gender. This shows

that there is a great gender disparity among the employee’s body. The gap in the gender

distribution could be attributed to the fact that workforce diversity in the study brought a lot of

18
concerns which probably are not favorites for the female population.

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 4.2.2 Distribution of respondents by age

Figure 4.2 shows the age of the employees in the study.

86%
45- 14%
55(Age 18-
) 30(Age
)

Figure 4.2: Distribution of respondents by age

Findings in Figure 4.2 show that majority (86%) of the employees in the study were aged between

40 and 55 years. This shows that most of the employees in Kisumu county government were a bit

elderly.

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 4.3 Most visited/active departments in Kisumu county government

The study sought to find out the popular departmental offices that is being visited frequently by

clients in Kisumu county government. This was achieved by asking the employees which offices

are always busy on a daily basis.

Table 4.1: Most active departments

Department Number of clients Percentage

averagely per day
Education, ICT&HR 120 24%

Water, Environment,
Natural Resources and 20 4%
climate change

Health &Sanitation 45 9%

Agriculture, Irrigation, 18 4%
Livestock 7&Fisheries

Tourism, Arts culture & 10 2%

sports

Energy & Industrialization 15 3%

Physical planning, Lands 30 6%

&Urban development

Finance &Economic 95 19%

planning

Business, Marketing &Co-

operatives 18 4%

Public works, Roads & 129 29%

Transport

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 Total 500 104%

Findings in table 4.1 reveal that most (29%) of the clients in the study were visiting the

department of public works, roads and transport frequently.

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 4.4 Prevalence of workforce diversity on organizational performance in Kisumu county

Question one sought to establish how the prevalence of workforce diversity influences the growth

of organizations in Kisumu county. This section presents findings related to the first objective of

the study.

4.4.1 Employee responses on prevalence of workforce diversity on organizational

performance

The study sought information from the Kisumu county employees in the study regarding the
prevalence of workforce diversity on organizational performance in Kisumu county. This was
important for the study to ascertain the influence of the prevalence of workforce diversity.

23
 4.4.2 HODs responses on the prevalence of workforce diversity on organizational
performance

The study sought information from the Kisumu county government head of departments and

they agreed that the transition on workforce diversity has made them to make a step on to

formulate their policies in order to accommodate every individual for a better work environment.

They also agreed that as a results of this, most organizations are now embarking on the best ways

to bring the better services to their customers, by the ability of every organization to formulate

develop and take advantage of the necessary policies and procedures so that they can ensure the

growth of the organization.

4.5 Impacts of of workforce diversity on organizational performance

Question two of the study sought to examine the impacts of of workforce diversity on

organizational performance in Kisumu county.

4.5.1 Employees responses on impacts of workforce diversity on organizational

performance in Kisumu county

People like to stay in their comfort zones and mostly in environments that they feel comfortable.

Most employees agreed if an employer creates diversity workforce in a workplace, then each

worker will focus on their strengths, which clearly means that workforce diversity can allow each

team member to focus on their strengths and this enables such organization to excel.

All employees agreed that diversity in the workplace creates teams where each person brings a

24
unique strength to work every day. Individuals can specialize in their career, which means their

skills and wisdom can be passed along to other team members.

On the other hand, diversity in the workplace can create too many opinions because hiring

managers when hiring they tend to focus on series of different opinions. This kind of different

opinions at times can create a problem for the organization.

Most of the employees agreed that diversity in the workplace can sometimes create

communication problems. People from different cultures may not speak the same language as

their primary communication option. Hiring people from different areas can provide unique

perspectives, but it can also cause issues with how co-workers speak with one another and this

can equally affect the performance of an organization.

4.5.2 HODs Response on Impacts of workforce diversity on organizational performance

The study found from all the head of departments the effects of workforce diversity on

organizational performance. Most of the HODs confirmed that workforce diversity can increase

the number of job opportunities for minority workers. All HODs confirmed that diversity in

workforce allows employers to have more chances to cress-train workers and their teams. They

also greed that this perspective can help companies to start growing bigger and faster; almost 70%

of hiring managers in the United States says that the implementation of a diversity initiative was a

contributing factor to the growth of their organizations. Most of HODs confirmed that an

increase in diversity in a workplace makes some team members to become hostile because it

creates several disagreements.

4.6 Ways in which workforce diversity can be managed by employers and

25
 managers in Kisumu county.

Question three of the study sought to ascertain ways in which workforce diversity can be

managed by employers and managers in Kisumu county.

4.6.1 Employees response on ways in which workforce diversity can be managed by

employers and managers in Kisumu county

The study found out that most of the employees agreed that to effectively manage the workforce

diversity that an organization must keep an open mind. Shifts in working practices or ways of

thinking help a business attract more diverse employees and equally, importantly convince them

to stay.

4.6.2 HODs response on ways in which workforce diversity can be managed by

employers and employers in Kisumu county.

The study found that to effectively manage workforce diversity leadership must participate. Every

leader must take part in any diversity training to be able to understand them yourself because as a

leader you must set an example to be able to execute the plans well.

Most HODs agreed that employers and mangers should implement diversity policies that support

diverse backgrounds for instance, offering perks like flexible working hours and on-site childcare

facilities increases the appeal of your company to employees with a range of interests and

requirements.

Most HODs concluded that to effectively manage workforce diversity, mangers should put in

place flexible working diversity strategies for instance flexible working arrangements are

advantageous for disable workers as well since they can help them attain a better work-life

balance that their impairment into consideration.

26
4.7 Challenges facing managers and employees in Kisumu county in managing workforce

diversity.

Question four of the sought to get to know the challenges that both managers and employees go

through in managing workforce in regards to the growth of their organization.

4.7.1 Employees responses on challenges facing managers and employees in Kisumu county

in managing workforce diversity.

Most employees agreed workforce diversity mostly brings about communication issues because

of the language barriers, different communication styles or preferences or probably the people

with hearing problems.

All of the employees also agreed that workforce diversity brings high level of discrimination and

harassment in the workplace based on their age, race, gender, or the queer community among

others.

4.7.2 HODs responses on challenges facing managers and employees in Kisumu county in

managing workforce diversity.

Some of the HODs agreed that workforce diversity brings a lot of slower decision making in an

organization. This is because of the different perspectives, opinions and ideas are great for

innovation, but it can slow decision-making and progress toward goals.

Most of the HODs agreed that there is also a high level of inequitable inclusion. An inclusive

workplace may mean something different to everyone. For a transgender team member, it might

include a space to add pronouns in your people platforms and gender-neutral bathrooms. For a

veteran suffering from post-traumatic stress disorder, it might include a mental health benefit and

27
flex hours to see a therapist.

An inclusive workplace will always be a work-in-progress, and should be driven by team member

feedback.

28
 CHAPTER FIVE

SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

5.1 Introduction

This section presents a summary of the major findings of the study. In addition, the section

presents conclusions made from the findings in relation to the effects of workforce diversity on

organizational performance in Kisumu county government.

5.2 Summary of the study

The purpose of this study was to investigate the effects of workforce diversity on organizational

performance in Kisumu county government. The study sought to achieve this by assessing the

influence of growth in technology, art and science in organizations. The study sampled 32

employees, 2 subordinates and 10 heads of departments drawn from the Kisumu county

government. Data was collected using questionnaires and interview schedule. Quantitative and

qualitative techniques were employed in data analysis. The following are the major findings of

the study presented in the order of the study objectives.

On the first question of the study as to the prevalence of workforce diversity and how it

influences the growth of organizations mostly in Kisumu county. Both the employees and HODs

agreed that prevalence is significantly relevant to workforce diversity and organizational

performance.

29
On the second question of the study on the impacts of workforce on the organizational

performance in Kisumu county where 75% agreed that workforce diversity has led to the growth

of most organizations around the world. 25% of the employees opinioned that workforce has

brought a negative impact in regards to communication problems and misunderstanding in the

organization.

On the third question of the study as to ways in which workforce diversity can managed by

employers and managers in Kisumu county. The study found out that 90% of the HODs agreed

that to successfully manage diversity is when all the leaders must participate in diversity and lead

as an example.

98% of the employees agreed for an organization to be successful it must have an open mind in

their strategies and policies.

On the fourth question of the study on challenges facing mangers and and employees in Kisumu

county in managing workforce diversity and the study found out that there are several challenges

but 99% of the employees agreed communication is a major challenge they are facing mostly

because the language barrier among others. 89% of HODs noted that workforce diversity brings

about slow or lower decision making process and this highly affects the growth of the

organization.

30
 5.3 Conclusions

The prevalence of workforce diversity in Kisumu county has an effect in the growth of the

Kisumu county government.

There is a positive and negative impact of workforce diversity on organizational performance in

Kisumu which has also affected its growth positively.

The study found out that there are several ways in which workforce diversity can be managed by

employees and managers in Kisumu county but it decided to go with responses with majority

opinions. Both the employees and managers agreed that the way an organization solves problem

highly determines its progress and growth of the organization.

The challenges facing managers and employees in Kisumu county in managing workforce

diversity are several. But the study managed to take those with numerous responses. Every

challenge must be handled and resolved effectively however small it maybe to at least it recurring

in the future and bring satisfaction to everyone.

31
 5.4 Recommendations

Every organization that the organizational policies are clear and in the organization is able to read

and understand.

Organizations should ensure there disciplinary against bullies and discrimination so as to give

everybody a conducive workplace.

32
5.5 Suggestions for further studies
The current study focused on the effects of workforce diversity on organizational

performance in Kisumu county government. The study did not however look into the

factors influencing workforce diversity on organizational performance. Future studies

should concentrate on finding out this factors.

33
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Joy Mightyb, Hario Damarb, (1 June 1999). Maximizing workforce diversity in project
teams: a network flow approach.

Arpita Saha. (2007). Nurturing Cultural Diversities, A leadership Challenge. HRM

Review.

Asmita Jha. (2009). Need for Cross-Cultural Management, HRM Review ICFAI

Ashok Chanda. (2006). Driving Diversity Management in India: HRS Alienation, HRD
News Letter Issue 9.

Emiko. (2008). Diversity management and the effects on employee’s organizational

commitment: Evidence from Japan and Korea.

Faculty. (2014). Faculty on Human resource management and strategies.

Anon . (2014a,2014b). Research in diversity management. New York: Prentice Hall incr.

Jakob Lauring.(2009). Managing cultural diversity and the process of knowledge

sharing: A case study of Denmark Scandinavian Journal of management.

Janice et al,. (2004). Racial and ethnic diversity and organizational behavior: a focused
research agenda for health services management. Social Science & Medicine
59(2004)961-971

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Janice et al, (1993). Challenges of leading a diverse workforce: case study of The
Academy of Management Executive (1993-2005) VOL.11 No.3.

Joyendu et al., (2000). Maximizing workforce diversity in project teams: a network flow
approach. Omega 28(2000) 143+153.

Mallikarjunan. (2007). Global Human Resource Management Maneuvering Cultural

Currents, HRM Review.

Prasad. (2007). L.M. Prasad, organizational behavior, Sultan Chand &Sons, New Delhi (2007).

Marie-Elene Roberge and Rolf van Dick. (2010) Recognizing the benefits of diversity:
when and how does diversity increase group performance? Human resource
Management Review 20(2010)295-308.

Patricia and Kreitz. (2008). Best practices for Managing Organizational diversity; the

Journal of Academic Librarianship, Volume 34, Number 2, pages 102 -102.

Radha Mohan Chebolu. (2009). Culture Compatibility The Way Forward. HRM Review.

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Saumya Goyal.(2009). Diversity at workplace. HRM review.

Shabari Saha and Dewpha Mukherjee Patra. (2008). Cross-cultural Issues Intricacies

and Ignorance: HRM Review ICFAI University Press.

36
 APPENDICES

Appendix I: Letter of introduction

University of Nairobi

Department of Business Management and

Administration

P. O. Box 30197

Kisumu

……………………………

P. O. Box………………….

Dear Sir/ Madam

RE: REQUEST TO COLLECT DATA

I am a student currently working on my research project to investigate and analyses the

effects of work diversity on organizational performance in Kisumu county government.

Your institution has been selected through sampling to participate in the study. I hereby

request your permission to collect data from yourself, heads of department and

employees. Your assistance will be highly appreciated.

Yours faithfully,

37
Lidia Akinyi Musolo

38
Appendix II: Questionnaire for employees

The objective of this Questionnaire is to collect data on the effects of workforce

diversity on the organizational performance in Kisumu county. Kindly read the items

carefully and provide a response that best represents your opinion. To provide

confidentiality, do not indicate your name on the questionnaire. The questionnaire has

several sections. Please answer accordingly with a tick in the provided gaps.

Section A: Demographic profile

1. What is your gender?

□ Male

□ Female

2. What is your age?

□ 18 – 24 years

□ 25 – 30 years

□ 31- 35 years

□ 35 – 40 years

□ Over 40 years

3. Which department are you from?

□ Department of Education, CT and HRD

39
 □ Department of Water, Environment, Natural Resources and Climate Change

□ Department of Health and Sanitation

□ Department of Agriculture, Irrigation, Livestock and Fisheries

□ Department of Tourism, Arts, Culture and Sports

□ Department of Energy &Industrialization

□ Department of Physical planning, Lands and Urban Development

□ Department of Finance and Economic planning

□ Department of Business marketing and co-operatives

□ Department of Public Works and Transport

Others (specify)………………………………………….………..

4. What do you love most in this department?

□ It has the best manager

□ It is my profession

□ The department pays well

□ I have no other job

40
 □ It performs well

□ Others (specify)…………………………………………..

B: Effects of workforce diversity on organizational performance in Kisumu county.

5. Do you think prevalence in work force diversity has an influence in organizational

growth?

□ Strongly agree

□ Agree

□ I don’t know

□ Disagree

□ Strongly disagree

6. Give a reason for your answer in question 5.

…………………………………………………………………………………………

…………………………………………………………………………………………

41
7. There are several impacts of workforce diversity on organizational performance

□ Strongly agree

□ Agree

□ I don’t know

□ Disagree

□ Strongly disagree

8. Give a reason for your answer in question 7.

…………………………………………………………………………………………

…………………………………………………………………………………………

9. There are challenges affecting employers and employees in managing workforce

diversity

□ Strongly agree

□ Agree

□ I don’t know

□ Disagree

□ Strongly disagree

10. Give a reason for your answer in question 9.

…………………………………………………………………………………………
42
…………………………………………………………………………………………

11. There are ways that both employers and managers can use to manage workforce

diversity in Kisumu county

43
 □ Strongly agree

□ Agree

□ I don’t know

□ Disagree

□ Strongly disagree

12. Give a reason for your answer in question 11.

…………………………………………………………………………………………

…………………………………………………………………………………………

…………………………………………………………………………………………

…………………………………………………………………………………………

44
Appendix III: Interview schedule for heads of department in Kisumu county

The purpose of this interview is to collect information on the effects of workforce

diversity on organizational performance in Kisumu county. Please answer accordingly

with a tick in the provided gaps. Please answer the questions to the best of your

knowledge.

1. Please comment on the effects of workforce diversity on the organizational

performance.

………………………………………………………………………………………

…………………………………………………………………………………….

………………………………………………………………………………………

2. What can you say about prevalence of work diversity in Kisumu county

government?

………………………………………………………………………………………

…………………………………………………………………………………….

………………………………………………………………………………………

3. What are the impacts of workforce diversity on organizational performance in your

department?

………………………………………………………………………………………

…………………………………………………………………………………….

………………………………………………………………………………………

4. What are the ways in which diversity can be managed by you in your department?

45
 ………………………………………………………………………………………

…………………………………………………………………………………….

………………………………………………………………………………………

…………………………………………………………………………………

5. What are the challenges facing managers and employees in your department?

………………………………………………………………………………………

…………………………………………………………………………………….

………………………………………………………………………………………

………………………………………………………………………………………

…………………………………………………………………………………….

………………………………………………………………………………………

46
47