EFFECTS OF WORKFORCE DIVERSITY ON ORGANIZATIONAL

PERFORMANCE:-A CASE OF TONONOKA GROUP

BY

KELVIN MUTHOMI KITHIA

18S01ABA046

A REPORT SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENTS OF

DEGREE OF THE BACHELOR OF COMMERCE (HUMAN RESOURCE

MANAGEMENT) OF AFRICA NAZARENE UNIVERSITY

2021
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DECLARATION

I declare that all the information included in this report is the result of my work and has

not been presented to any other university for academic work.

NAME: KELVIN MUTHOMI KITHIA

ADMISSION NUMBER: 18S01ABA046

Signature: ……………………………

Date: ……………………………………

The research was conducted under my supervision and is submitted with my approval as

the university supervisor.

SUPERVISOR

Name: …………………………………..

Signature: ……………………………….

Date: ……………………………………..
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DEDICATION

I dedicate this project to my loving parents and siblings, whose support has brought me

all this way. I dedicate this report to my most esteemed lecturers, university staff, and my

colleagues. Their guidance and support have contributed to the successful completion of my first

Undergraduate Degree.
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ACKNOWLEDGEMENT

I thank God for His endless love, blessings, and guidance. I would like to thank my

supervisor, who has guided me through the writing process of this project. I acknowledge the

support of Africa Nazarene University in providing an equipped library that has provided the

necessary materials to aid the completion of my research. Thank you to whoever else helped me

complete this project.

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Contents

DECLARATION ............................................................................................................................................... ii
DEDICATION ................................................................................................................................................. iii
ACKNOWLEDGEMENT .................................................................................................................................. iv
LIST OF TABLES ........................................................................................................................................... viii
LIST OF FIGURES ........................................................................................................................................... ix
ABSTRACT...................................................................................................................................................... x
DEFINITION OF TERMS ................................................................................................................................. xi
ABBREVIATIONS AND ACRONYMS .............................................................................................................. xii
CHAPTER ONE ............................................................................................................................................... 1
Introduction .................................................................................................................................................. 1
1.1Introduction ......................................................................................................................................... 1
1.2Background of the study ...................................................................................................................... 1
1.2.1Organizational performance ......................................................................................................... 2
1.2.2Workforce diversity ...................................................................................................................... 2
1.2.3Organizational Performance ......................................................................................................... 3
1.2.4 Workforce diversity and organizational performance at Tononoka............................................ 3
1.3Statement of the problem ................................................................................................................... 4
1.4Purpose of Study .................................................................................................................................. 5
1.5Objectives of the study ........................................................................................................................ 5
1.6Research questions .............................................................................................................................. 5
1.7Research hypothesis ............................................................................................................................ 5
1.8Significance of study ............................................................................................................................ 6
1.9 Scope of the Study .............................................................................................................................. 6
1.10Delimitation of the Study ................................................................................................................... 6
1.11 Limitations of the study .................................................................................................................... 7
1.12 Assumptions of the Study ................................................................................................................. 7
1.13 Theoretical Review............................................................................................................................ 7
1.13.1 The Justification-Suppression Theory ........................................................................................ 7
1.13.2 The Schema Theory .................................................................................................................... 9
1.13.2 The Social Identity Theory........................................................................................................ 10
1.13.4Theoretical framework ............................................................................................................. 11
1.14. Conceptualization .......................................................................................................................... 11
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1.14.1 Racial diversity ......................................................................................................................... 11

1.14.2 Religious diversity .................................................................................................................... 12
1.14.3 Education levels diversity......................................................................................................... 12
1.14.4 Gender diversity ....................................................................................................................... 13
1.14 Conceptual framework ............................................................................................................... 14
CHAPTER TWO ............................................................................................................................................ 15
2.1 Introduction ...................................................................................................................................... 15
2.2 Review of Literature.......................................................................................................................... 15
2.2.1 Researches on religion diversity at workplaces ......................................................................... 15
2.2.2 Research on racial diversity at workplaces ................................................................................ 16
2.2.3 Research on education levels diversity in an organization ........................................................ 16
2.2.4 Research on gender diversity in organizations .......................................................................... 17
2.2.5 Relevance of research on workforce diversity to Tononoka group ........................................... 17
2.3 Summary ........................................................................................................................................... 18
2.4 Research Gap .................................................................................................................................... 18
CHAPTER THREE .......................................................................................................................................... 19
3.1 Introduction ...................................................................................................................................... 19
3.2 Research Design ................................................................................................................................ 19
3.3 Research Site ..................................................................................................................................... 20
3.4 Target Population.............................................................................................................................. 20
3.5 Study Sample..................................................................................................................................... 21
3.5.1 Sampling procedure ................................................................................................................... 21
3.5.2 Study sample size ....................................................................................................................... 22
3.6 Data Collection .................................................................................................................................. 22
3.6.1data collection instruments ........................................................................................................ 22
3.6.2 Pilot testing of research instruments......................................................................................... 23
3.6.3 Instrument reliability ................................................................................................................. 23
3.6.4 Instrument validity ..................................................................................................................... 24
3.6.5 Data collection procedures ........................................................................................................ 24
3.7Data Processing and Analysis ............................................................................................................. 25
3.8 Legal and Ethical Considerations ...................................................................................................... 25
CHAPTER FOUR ........................................................................................................................................... 27
4.1 Introduction ...................................................................................................................................... 27
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4.2 Characteristics of Respondents......................................................................................................... 27

4.3 Presentation of Research Analysis, Findings and Interpretation ...................................................... 28
4.3.1 Presentation of results based on how workforce gender composition affects organizational
performance with a focus on Tononoka group, Kenya....................................................................... 28
4.3.2 Presentation of results based on how workforce race composition affects organizational
performance with a focus on Tononoka group, Kenya ....................................................................... 29
4.3.3 Presentation of results based on how workforce education levels affect organizational
performance with a focus on Tononoka group, Kenya ....................................................................... 29
4.3.4 Presentation of how workforce religion composition affects organizational performance with
a focus on Tononoka group, Kenya..................................................................................................... 30
CHAPTER FIVE ............................................................................................................................................. 32
5.1 Introduction ...................................................................................................................................... 32
5.2 Discussion.......................................................................................................................................... 32
5.2.1 Discussion on how workforce gender composition affects organizational performance with a
focus on Tononoka group, Kenya ....................................................................................................... 32
5.2.2 Discussion on how workforce race composition affects organizational performance with a
focus on Tononoka group, Kenya ....................................................................................................... 33
5.2.3 Discussion on how workforce education levels affect organizational performance with a focus
on Tononoka group, Kenya ................................................................................................................. 34
5.2.4 Discussion on how workforce religion composition affects organizational performance with a
focus on Tononoka group, Kenya ....................................................................................................... 35
5.3 Summary of Main Findings ............................................................................................................... 35
5.4 Conclusion ......................................................................................................................................... 36
5.5 Recommendation.............................................................................................................................. 37
5.6 Areas That Need Further Research ................................................................................................... 37
References .................................................................................................................................................. 39
APPENDICES ................................................................................................................................................ 41
Appendix (1) ............................................................................................................................................ 41
Appendix (2) ............................................................................................................................................ 43
Appendix (3) ............................................................................................................................................ 44
Appendix (4) ............................................................................................................................................ 46
Appendix (5) ............................................................................................................................................ 47
Appendix (6) ............................................................................................................................................ 48
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LIST OF TABLES
Table 3.1………………………………………………………….21

Table 3.2………………………………………………………….21

Table 4.2.1………………………………………………………..27

Table 4.3.1.1………………………………………………………28

Table 4.3.3.1………………………………………………………30

Table 4.3.4.1……………………………………………………….31
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LIST OF FIGURES
Figure 1.13.1……………………………………………………….11

Figure 1.14.1………………………………………………………..14

Figure 4.3.2.1………………………………………………………..29
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ABSTRACT
Embracing workforce diversity has been a trend in various industries and the research
was primarily meant to explore the effects of workforce diversity in the general organizational
performance with a particular focus on Tononoka Group, Kenya. The research targeted a sample
population of 700 respondents and selected a study sample size of 210 respondents through
random sampling. The data collection instruments engaged in the research included
questionnaires and interviews. The questionnaires were guided by responses from a Likert scale
while interviews embraced a structured design. A descriptive research design was embraced to
enhance the comprehensiveness and accuracy of results. The research engaged various theories
and scholarly references to back up various hypotheses made during the study. There were four
objectives of the study that were adequately covered by the end of the research. The first
objective explored how gender diversity affected Tononoka’s performance and the largest
number of respondents (160) claimed that gender diversity rarely affected the performance at the
firm. Secondly, the research evaluated how race diversity affects Tononoka’s operation and 51%
of the respondents claimed that there was equality in operation and that there was no superior
race at the firm. The research also explored how education level diversity affected Tononoka’s
Performance and 180 respondents claimed that there was a weak relationship across members
with different education levels hence limiting teamwork. Finally, the research explored religion
and how it affected Tononoka’s performance and 80% of the respondents claimed that there are
conflicts among religious groups that hinder collaboration. The research gave adequate findings
that guided the construction of substantial recommendations and conclusions on the topic. There
were evident gaps after the conclusion of the research that demands further exploration of the
matter. The general recommendation that the research arrived at was that employees are vital
assets of an organization and firms must invest heavily in workforce diversity to ensure
improved performance.
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DEFINITION OF TERMS
Likert chart- An approach commonly used in research to scale responses

Test-retest- A method used to test the consistency of a data collection tool

Sample size- The number of respondents to be included in a study

Sample population-A group that a researcher feels will give adequate information on research

objectives.
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ABBREVIATIONS AND ACRONYMS

SPSS- Statistical Package for the Social Sciences

NACOSTI- National Commission of Science, Technology, and Innovation

GPO- General Post Office

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CHAPTER ONE

Introduction

1.1Introduction
Research at Tononoka group encompassed a wide range of aspects that were strategically

conducted to arrive at substantial information. First, the research had to exhibit strategic

objectives and research questions to act as a guide throughout the entire project. Secondly, there

was a clear definition of the statement of the problem where gaps were defined and aspirations

created to cover them. The research recognized that there could be challenges and benefits

encountered so there was a development of a hypothesis, assumptions, limitations, and

delimitations of the study. To crown the research, a conceptual framework and a theoretical

framework were created to relate the research to other scholarly works.

1.2Background of the study

Diversity at workplaces incorporates an inclusive environment for all employees,

facilitating increased productivity due to various operational perspectives. According to Busolo

(2017), Workplace diversity refers to various individual characteristics possessed by different

employees in an organization. Therefore organizations strive to achieve workforce diversity to

promote faster problem-solving strategies. Workplace diversity encourages higher employee

engagement with increased innovation and creativity.

Organizations that support workforce diversity differ from those that do not support

workforce diversity in performance. Aspects of workforce diversity include education, race,

religion, and gender (Busolo, 2017). A variation in aspects of workforce diversity can enhance a

well-equipped team that can capture performance gaps from different angles. Industrialization

has created a demand for workforce diversity as firms strive to expand their operations to other

countries that demand foreign services. Therefore, a firm that fails to acknowledge workforce
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diversity lags in innovation, reducing its competitive advantages, making it less productive than

those that embrace workforce diversity.

Organizations face challenges in enhancing workforce diversity; hence consult strategic

ways to manage prejudice and stereotypes to ensure team coordination. Steel companies have

been encouraged to formulate policies regarding diversity to enhance commonness across the

industry. Policies in workforce diversity create a protocol in handling related challenges.

Diversity challenges lead to employee demotivation which in turn affects the overall

performance (Maingi, 2015). Effective handling of workforce diversity challenges promotes

cohesion among employees hence promoting increased output.

1.2.1Organizational performance
Organizational performance is a vital aspect that incorporates several factors which every

firm aspires to manage. Organizational performance factors include employee skills, values,

needs, experience, and knowledge. Organizational performance factors should vary among

employees to enhance quality decision-making (Maingi, 2015). Every organization strives to

increase its performance to improve its customer base. Therefore, firms engage transformational

leadership and strategic human resource management to ensure the appropriate allocation of

tasks to the right employees.

1.2.2Workforce diversity
Workforce diversity is a variation among employees in aspects such as religion, race,

education levels, and gender. Workforce diversity is inevitable as different people intermingle

for social, economic, and political reasons. Workforce diversity promotes organizational

performance through fostering positive attitudes to work, quality decision-making, and cohesion

at workplaces. Maingi (2015) argues that diversity is crucial in organizations as it accommodates

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several people belonging to different cultures in one place. Having a diverse workforce makes an

organization solve problems faster as each employee possesses a different perspective on a

particular matter. Globalization has led to interactions among countries with diverse populations,

thus demanding different compositions of employees to enhance performance. Consequently,

various organizations fail to manage diversity at workplaces hence leading to challenges in

coordination and teamwork as different employees segregate others due to a lack of commonness

in beliefs and general practices.

1.2.3Organizational Performance
Organizational performance is the rate at which a firm generates a return on investments

under a specified duration. Makhdoomi and Nika (2018) argue that organizational performance

depends on employees as they are the vital assets in a firm. Organizational performance aspects

comprise employee skills, values, needs, experience, and knowledge. Therefore, organizations

must ensure effective human resource management to facilitate employee satisfaction to promote

effectiveness in duties. Organizational performance also relies on coordination and teamwork

across all departments of an organization. Consequently, coordination among employees fails

due to the domination of diversity. Organizations must ensure appropriate management of

diversity aspects in their firms to guide employees towards working together to achieve common

organizational goals. Organizational performance is the core of every firm and many are largely

investing in employee diversity management to ensure improved output.

1.2.4 Workforce diversity and organizational performance at Tononoka

Tononoka group has been in existence since 1980 as Tononoka hardware and has seen many

employees pass through the system throughout that period. Tononoka is a company that majors

in the manufacture of steel products. The company is based in Kenya and has employees from all

parts of the country, including all 42 tribes. In addition to its Kenyan base, Tononoka has
 4

extended its operations to the East African region, making its workforce even more diverse.

Diverse perceptions contribute to workplace performance as employees brainstorm to develop

strategic decisions (Busolo, 2017). Tononoka has been a pacesetting company in the steel

industry as it effectively manages its workforce diversity aspects.

1.3Statement of the problem

Workforce diversity is becoming a common trend as organizations have realized its vitality

in facilitating performance. Organizations have realized that a diverse workforce contributes to

innovation as different people engage different solutions to certain gaps. Makhdoomi and Nika

(2018) argue that organizational performance dwells in the strategic management of workforce

diversity. Therefore various organizations follow the positive practices in diversity management

by the pacesetting companies in their industry of operation. Rampant industrialization calls for

diversity in the workforce as people continue to mingle for social, economic, and political

reasons. Workforce diversity is a trend that several organizations have adapted to ensure

continuous productivity.

Several scholars have ventured into the rampant embrace of workforce diversity to facilitate

continuous productivity. Famous institutions such as Harvard Business Review, Openstax, and

Formplus have ventured into workforce diversity and how it has impacted organizational

performance across the globe. Makhdoomi and Nika (2018) argue that workforce diversities at

workplaces cannot have similar effects in all organizations. Therefore, it is crucial that as

organizations adopt diversity in their workforce, they ensure a comprehensive understanding of

their employees to foster adequate diversity management tactics. The business world evolves

rapidly bringing new forms of innovation and operation strategies such as workforce diversity
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and organizations often adhere to the trends to match the level of competition in their respective

industries.

1.4Purpose of Study
This study seeks to establish the effect of workforce diversity in organizational performance

with a focus on Tononoka Group.

1.5Objectives of the study

i. To determine how workforce gender composition affect organizational performance with

a focus on Tononoka Group, Kenya.

ii. To evaluate how workforce race composition affect organizational performance with a

focus on Tononoka Group, Kenya.

iii. To find out how workforce education levels composition affect organizational

performance with a focus on Tononoka Group, Kenya.

iv. To establish how workforce religion composition affect organizational performance with

a focus on Tononoka Group, Kenya.

1.6Research questions
i. To what extent does workforce gender composition affect Tononoka’s performance?

ii. How does workforce race composition affect Tononoka’s performance?

iii. How does workforce education levels composition affect Tononoka’s performance?

iv. How can workforce religion composition affect Tononoka’s performance?

1.7Research hypothesis
This study can view its hypothesis as either null or alternative:

First, cultural diversity increases the organizational productivity

Second, gender differences in the workplace slow down organizational productivity.

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Thirdly, the physical abilities of the workforce do not affect organizational productivity.

Lastly, different educational levels contribute to an increase in organizational productivity.

1.8Significance of study
This study will help analyze the different aspects of employee diversity and their effects on

overall organizational productivity. This research will come in handy to future researchers as

secondary data and may be used for future reference. This study is also vital as it helps me better

understand the diversities in organizational workforces, how to manage them, and their effects

on individual and collective productivity.

1.9 Scope of the Study

The research was conducted at Tononoka, Nairobi branch as it could not cover all outlets

due to constraints in budget, time, and labor. Tononoka, Nairobi branch was effective for the

research as it encompassed a quality number of respondents from all categories that the

objectives demanded. Additionally, researching at Tononoka, Nairobi branch was considered

favorable due to its closeness to Africa Nazarene University located at Rongai. Tononoka,

Nairobi branch is located at 44689-00100, GPO, Nairobi, Kenya (Business List, 2021). The

research went for two weeks and Tononoka, Nairobi branch was the most appropriate location to

conduct the research to save on various research investments.

1.10Delimitation of the Study

The research does not intend to explore the specific operation at Tononoka Group, Kenya

as the mission is to narrow the scope to how workforce diversity affects general performance.

Exploring Tononoka’s specific operations would shift the research’s mission and, may affect the

general information acquired at the end of the research. Researches must have a planned scope to

guide in data collection and analysis (Sacred Heart University, 2021). Tononoka Group, Kenya

operates within wide ranges, and capturing its operations would require more time and effort.
 7

Therefore, the research was strategically planned to operate within the specified objectives to

eradicate wide scope of research that may jeopardize the general outcomes.

1.11 Limitations of the study

There were several limitations of the study and they included the timing of research,

financial constraints, and standardization of data collection tools. According to Formplus (2021),

data collection tools must be appropriately selected to suit the nature of the research. The

research at Tononoka underwent several test-retest processes on the questionnaires to develop

questions that were clear to the respondents. The research also experienced financial constraints

as there was a lot of paperwork, traveling expenses, and lunch money required during the entire

research period. The timing of research was also a limitation as the research had to work around

employees’ schedules to avoid disrupting their activities. The limitations were expected and the

research engaged strategic solutions to ensure effective coverage.

1.12 Assumptions of the Study

There were a few assumptions that were made on the research and they involved

voluntary participation of respondents, unquestioned transparency, and unbiased results.

Consequently, not all respondents from the target population were willing to engage in the study.

Additionally, some questionnaires and interviews had to be eliminated due to bias. Finally, there

were transparency issues during the interview as some respondents withheld vital information

that would aid the research. Assumptions of the study were accounted for to ensure the research

grants valuable conclusions.

1.13 Theoretical Review

1.13.1 The Justification-Suppression Theory

The justification-suppression theory explains how employees react to their prejudices,

and their actions can determine the direction of an organization’s performance. The common
 8

form of prejudice that most organizations suffer from is how people perceive gender roles. Most

organizations believe that the male gender performs better than females. The perception often

affects organizational performance as every individual, male or female; possesses different

capabilities that may help an organization in its operations. Gender equality advocacy has

brought about skills, innovation as individuals outdo themselves to prove that they are suited for

a particular position. According to Openstax (2021), justification-suppression theory revolves

around emotions, which bring out an outward manifestation of individual threats. Justification-

suppression theory not only captures employees’ prejudices that they may have experienced at a

workplace. Rather, the theory captures an employee’s prejudices since they were little as they

significantly contribute to their current behavior. Justification-suppression theory demands

individual analysis of an individual as each employee needs different therapies on their

behavioral changes. The gap, however, is determining the other causes of employee defense

against their actions and how can human resource management identify the difference depending

on the nature of circumstances?

Tononoka group has different employees and each can react to situations differently

based on the justification-suppression theory. Openstax (2021), states that people who behave

based on the justification-suppression theory often look for excuses to defend their actions.

Tononoka group insists on rationality in innovation and operation strategies to avoid wastage of

time accounting for operations gone wrong. Fortunately, the justification-suppression theory

states that individuals often express reactions to prejudice when under pressure or burnout.

Therefore, Tononoka group ensures proper allocation of tasks to avoid work overloads and also

employs strategic equipment and facilities to make operations easy. Justification-suppression

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theory is considered an important factor at Tononoka as it determines how people react to

uncertainties that affect the overall operations.

1.13.2 The Schema Theory

The schema theory is based on how employees often store information in patterns

and interrelationships, which they later use in encoding details about others based on general

characteristics such as races. According to Openstax (2021), schema theory explains that an

individual can decide on how to relate with others based on perceived knowledge or beliefs.

Various companies have adapted workforce diversity, thus, promoting the probability of

different employee personalities. Races have reputations and beliefs that are not common among

all people. Therefore, if people act according to the schema theory, a firm may fall victim to a

lack of coordination at the workplace since every employee will relate with whoever they feel

has reputable race characteristics. The schema theory exposes organizations to the possibility of

employee schema development which may not help in organizational growth. Organizations

must consult the schema theory to develop strategic measures that may help adjust attitudes and

behaviors related to races to promote improved performance. The gap in this theory lies in the

general perception to change and how can organizations change the beliefs that their employees

have possessed during their lifetime.

Tononoka Group aspires to lead in the steel industry, hence, invests largely in a less

racially discriminatory environment to facilitate exemplary customer service. Tononoka group

acknowledges that it possesses employees from different races. Therefore, the organization

insists on collaboration among its workforce with no tolerance for discrimination based on race.

The customer service at Tononoka group is great, making the company attract reputable

stakeholders (Contractors and Engineers, 2021). Tononoka group deals with different races as it
 10

has expanded its services across Africa. Therefore, Tononoka’s human resource activities refer to

the schema theory to facilitate proper enlightenment on employees, which guides on how to

control attitudes and behaviors concerning equality in races.

1.13.2 The Social Identity Theory

Social identity theory dwells on how employees define their place in the society and

employees can choose to only relate with people within their social class hence jeopardizing

coordination within an organization. Social identity theory mentions that an individual

categorizes people as in-group or out-group (Opentax, 2021). According to the theory, when an

individual categorizes their subjects, they often practice favoritism towards an in-group and

express derogation to the outgroup. Various organizations control individuals with a reference to

the social identity theory which is majorly expressed through variation in education levels and

income levels. Controlling workforce relations based on social classes helps boost an

organization’s performance as people will engage in teamwork to achieve common goals without

much segregation. The gap in this theory lies in organizational structure and culture. How can

human resource managers determine if their workforce relations are based on culture or the

social identity theory?

Tononoka group has different departments that possess different employees with different

social classes yet record exemplary outcomes because it fosters an indiscriminative environment.

Tononoka group has a strategic human resource department that ensures the well-being of

employees to facilitate smooth operations (Contractors and Engineers, 2021). Social identity

theory is complex and can adversely affect organizational performance if ignored. Tononoka

group demands coordination between the elite employees, the middle elite, and the employees

who engage manual skills in steel production to disclose gaps that may jeopardize performance.
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Understanding the vitality of the social identity theory equips Tononoka’s human resource

department with the necessary enlightenment on the employees to foster open communication

across all departments with less discrimination.

1.13.4Theoretical framework

organizational performance

Justification-
Suppression Theory

The Schema Theory

Social Identity
Theory

Figure 1.13.1

1.14. Conceptualization

1.14.1 Racial diversity

Globalization has driven several organizations to adopt race diversity to strengthen

organizational adaptability which leads an organization in securing a strategic market share.

Openstax (2021) states that employees have different perspectives concerning diversity matters.

Tononoka group has racial diversity in its employees and manage the related stereotype and

prejudice effectively. Managing race diversity requires strategic measures from the human
 12

resource management to ensure that employees behave ethically in racial matters. Tononoka

group acknowledges that race diversity brings an increased output which arise from increased

innovation, social cohesion and improved access to diverse customer markets. Therefore the

organization ensures that ethical responsibility in racial diversity rests upon every individual.

Racial diversity at Tononoka group is effectively managed because they engaged strategic

easures in introducing the aspect such that it became a strong culture in the organization.

Additionally, tononoka group ensures a strict protocol in handling crisis related to racial diversity

to foster a positive working environment. Racial diversity may be chaotic if not well managed

and can be an organization’s strength if well addressed.

1.14.2 Religious diversity

Diversity in religion is inevitable in every organization and it is an aspect that Tononoka

group prioritizes in management to ensure organizational performance. One cannot dictate or

judge a person’s choice of religion as it is a freedom protected by law. Additionally respecting

people’s religion is ethical. Tononoka group employs employees from different religions and it

emphasizes respect for all beliefs to foster collaboration. According to Gumusay et al (2020)

organizations should allow their employees to practice their religions under the condition that

they do not collide with the demands of the firm. Therefore Tononoka group does not restrict its

employees from abiding by their religion’s beliefs and customs. Religion revolves around

uncertainty, perceptions, complexity, and ambiguity and Tononoka group believes that managing

its employees’ religions determines its overall performance.

1.14.3 Education levels diversity

Every employee in an organization possesses a certain level of enlightenment regarding

tasks and it is important that they all coordinate to meet an organization’s objectives. Tononoka

group has employees in every sector who possess different levels of education. Various projects
 13

demand pooling together of ideas and at times people with education levels diversity may find it

challenging to work as a team due to the undermining of ideas. Therefore at Tononoka, the

human resource managers emphasise respect and consideration of ideas even from an employee

with the least level of education. Such consideration helps employees feel confident in their tasks

and facilitates more learning from others to ensure they meet end goals. Maingi (2015) argues

that organizations that embrace diversity aspects end up successful in their related fields. Very

few organizations record smooth coordination across departments consisting employees with

different education levels due to inferiority and superiority complexes. Tononoka group may

have a little conflict among employees concerning education levels diversity but they utilize

every opportunity to minimize associated challenges to foster continuous positive outcomes.

1.14.4 Gender diversity

The topic on gender diversity has been a controversial topic since some claim one gender

performs better than the other while others support an equal contribution in organizational

performance. Despite modernity, the society still retains a small percentage that demeans the

female gender and rendering them the weak party in organizational performance. According to

Openstax (2021), employees are subject to making judgements based on certain triggers.

Tononoka group acknowledges that the working environment may not be friendly if employees

prejudiced others and has always prioritized measures to handle gender diversity harassment. To

effectively handle gender diversity, Tononoka group ensures ethics in employment and selection

processes and thereafter ensures equal addressing of all individuals not considering their gender.

People have different capabilities and can perform well if not demeaned. Gender diversity is

crucial in all organizations as it fosters social cohesion and innovation to ensure an organization

improves in performance.
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1.14 Conceptual framework

Organizational Performance
Race Diversity

Religion Diversity

Education Levels
Diversity

Gender Diversity

Figure 1.14.1
 15

CHAPTER TWO
Literature Review

2.1 Introduction
The purpose of this research is to gather evidence with adequate backup from relevant

academic sources on the effects of workforce diversity on organizational performance with a

focus on Tononoka group, Kenya. Various academicians have explored aspects revolving around

workforce diversity which include gender, race, education, and religion. Additionally, several

theories exist to explain gaps in workforce diversity and how the related aspects affect

organizational performance. Despite research and theories, several gaps exist on the effects on

workforce diversity and its effects on organizational performance, which I hope to cover.

2.2 Review of Literature

2.2.1 Researches on religion diversity at workplaces

Scholars such as Gumusay, Smets, and Morris have given an exclusive review on

workforce religion and how it affects the overall organizational performance. Many

organizations have challenges in controlling the expressions of faith by their employees

(Gumusay et al., 2020). The authors conducted their review with the notion that religion is

delicate and people’s beliefs cannot be controlled. Therefore, organizations must ensure their

employees restrain from segregating people based on their religion. Religions vary in how people

eat, dress, talk, and relate. An organization that values coordination must develop a common

working culture to prevent employees from acting based on what they think is right based on

their religions. The gap in this research is there are organizations founded by certain religions,

yet employ people from other religions. How can such organizations control religious

discrimination if they base all their activities on the founder religion?

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2.2.2 Research on racial diversity at workplaces

Openstax is a renown academic database that provides access to lerning materials and has

effectively provided research done on racial diversity at workplaces and how organizations

handle the aspect. According to Openstax (2021), racial diversity is common with globalization

as people are persuing different parts of the world for economic opportunities. The research is

strategic as it mentions the challenges revolving around racial diversity explaining the base

causes. According to the researchers, people have the freedom of expression and can exercise

prejudice or stigmatization if not limited. As much as organizations support opinions, they

emphasize ethical practice in racial diversity as some employees may make other employees feel

insecure in their working environment. The authors state that racial diversity may harm an

organization if not well handled as people in different races may fail to collaborate due to their

differences. Conversely, racial diversity, if well managed could facilitate increased output due to

innovation. The research dominates in the fact that racial diversity cannot be ignored and it is

upon organizations to manage it and foster positive results.

2.2.3 Research on education levels diversity in an organization

Makhoomi and Nika are among the many authors who have explored education levels in

organizations and how they affect the general performance. Organizational productivity depends

on individual employees and their collaboration is essential in meeting end goals (Makhoomi and

Nika, 2018). The authors mention that an organization cannot thrive if it possesses people of the

same level of expertise. An organization has employees with different capabilities, an illustration

being; secretaries who possess secretarial skills, managers with managerial skills, and cleaners

with cleaning skills. Since not all employees possess the same task-knowledge, people in an

organization should collaborate, and take all suggestions with importance without discrimination.

According to the authors, employees are vital assets of an organization and each must be treated
 17

with up most importance to foster motivation and hardwork. Diversity in education levels among

employees may pose challenges due to social class aspects but an organization must have

strategic ways to handle the aspect to achieve effective performance.

2.2.4 Research on gender diversity in organizations

Maingi is an author who has expressed his views on gender diversity and its contribution

in organizational performance. The author claims that diversity is an aspect that every

organization should adopt to ensure they remain competitive in their industries (Maingi, 2015).

According to the author, organizations are slowly adopting gender equality at workplaces as they

recognize beneficial aspects of all towards ensuring an effective production at workplaces.

Management at firms could emphasise ethics towards gender diversity but the aspect cannot fully

thrive without support from employees and a rich organizational culture. Maingi is enthusiastic

on the topic of gender diversity at workplaces and insist on organizations to recognize its essence

and ensure its effective management.

2.2.5 Relevance of research on workforce diversity to Tononoka group

Various researches done on workforce diversity are relevant to the study conducted at

Tononoka group as they give a general perception of diversity aspects and their effects in

organizational productivity. Tononoka group employs employees with diversity and it

emphasizes respect for all to foster collaboration. Organizations should allow their employees to

practice their diversities under the condition that they do not collide with the demands of the

firm. Therefore Tononoka group does not restrict its employees from abiding by their their

perception or nature. Diversity revolves around uncertainty, perceptions, complexity, and

ambiguity and Tononoka group believes that managing its employees’ diversities determines its
 18

overall performance. The research on Tononoka group refers to several studies to test hypothesis

on workforce diversity and its effect in organizational productivity.

2.3 Summary
Various studies and theories revolve around workforce diversity and its effect on

organizational performance. A study such as the one done by Gumusay and his co-authors

concludes that certain diversities at the workplace are inevitable and organizations should

embrace the differences under the condition that it does not affect organizational demands

(Gumusay et al., 2020). Major concepts on workforce diversity dwell in theories as they give

scientific explanations on human behavior based on extensive evaluations. Organizations rely on

concepts in workforce diversity to develop strategic guidelines to manage employees. The

studies and theories may be complex, but fail to capture certain gaps in workforce diversity.

2.4 Research Gap

There are gaps in workforce diversity that are evident once one reviews studies and

theories in the sector and they all relate to the consistency in human behavior. The question that

all researchers fail to adequately answer is how human resource management can manage

workforce diversity among employees with inconsistent behavior and attitudes. Gumusay et al

(2020) argue that employees need space to separate their diversities from professional work.

Even so, how long should the employees take to undergo the process, and what if they do not

embrace a permanent change? The research gap is evident at Tononoka group as some

employees seem to be resistant to change. Tononoka group acknowledges its employees’

inconsistency in attitudes hence engages in frequent programs to keep its workforce fit to provide

a non-discriminatory environment. Analyzing protocols and human resource guidelines at

Tononoka led me to cover the identified gap by ensuring an empowered team that in turn

develops a sense of responsibility that enables them to act according to professional standards.
 19

CHAPTER THREE
Research Methodology

3.1 Introduction
The research employed a descriptive research design as it would guide to relevant results

considering the type of organization under study and the population under study. The target

population was strategic and it led us to choose an appropriate study sample that represented the

entire population. The data was acquired through relevant data collection tools that limited bias

information. The data was then analyzed through Statistical Package for the Social Sciences

(SPSS) as it is convenient for various types of researches. The research methodology was

strategic to guide the research towards substantial results.

3.2 Research Design

A descriptive research design was engaged in the study as it would answer all associated

questions adequately. According to Sacred Heart University (2021), descriptive research design

explains a phenomenon by granting a wide range of data that can be analyzed to develop viable

results. The research aspired to explore workforce diversity at Tononoka group and how it

affected organizational productivity. Descriptive research explained each variable in the research

objectives explaining who, what, when, where and how it affects Tononoka group, Kenya.

Additionally, the research design led the study to vital recommendations that could help cover

the research gap. The research design was not entirely smooth as it had limitations. Some

limitations that the research encountered with a descriptive research design was a wide range of

possibilities making it challenging to arrive at a definite cause and the design’s high

dependability on instrumentation for measurement and observation. Even so, with the limitations

understood, the research engaged risk mitigation strategies to ensure a focused study.
 20

3.3 Research Site

The research targeted Tononoka Group, Nairobi, which is located at the airport north

road as it had appropriate assets for the study. The address of the research site is 44689-00100,

GPO, Nairobi, Kenya (Business List, 2021). Tononoka group in Nairobi holds the largest

number of employees, hence, giving the research a comprehensive study sample. The research

took place at Tononoka group, Nairobi because it holds the vital stakeholders who would provide

adequate answers to our research questions. Tononoka group in Nairobi operates daily to keep up

its sales volume. Considering Africa Nazarene’s location, majoring in research within Nairobi

was convenient as it demanded a study that would exceed one week.

3.4 Target Population

Our target population was 700 people, which included vital stakeholders (distributors and

shareholders), and employees. The target population includes all people available and willing to

participate in research (McLeod, 2019). Therefore, the researchers estimated the maximum

number of employees at Tononoka group, Nairobi to be 550. Finally, the research approximated

vital stakeholders at Tononoka group Nairobi to be 150. The target population was appropriate to

lead us to the right sample size.

 21

Category Frequency Rate

Employees 550 78.57%

Stakeholders 150 21.43%

Total 700 100%

Table 3.1

3.5 Study Sample

Category Frequency Rate

Employees 140 66.67%

Stakeholders 70 33.33%

Total 210 100%

Table 3.2

3.5.1 Sampling procedure

The research employed random sampling in all research objectives to give the entire

population equal chances of selection. McLeod (2019) argues that random sampling eradicates

bias as there is no favoritism in selection. Even so, random sampling had some limitations such

as time investment, and financial investment. The random sampling involved categorizing

employees according to their departments and determining the number in each grouping. Five

major departments were comprising the production, purchasing, marketing, accounting, and

human resource. Thereafter 28 accept notes were placed among the 100 notes available for each

department. Therefore, the research achieved an overall sample size of 140 employees randomly

selected from all departments. As for the stakeholders, we had a wide range to choose from, so

we randomly picked those to participate based on intervals of 10, according to their frequency in
 22

participation in the organization’s activities. The sample size was appropriate to lead the research

to focused and accurate results.

3.5.2 Study sample size

The research demanded a research study sample size that was not too large and not too

small to achieve adequate feedback. The chosen sample size is adequate to generate a mean and

a standard deviation that is representative of the entire population. The study sample size was

acquired through random sampling and considered the appropriateness of candidates in

responding to the study’s queries. Random sampling is the most appropriate method to gather

needed respondents among a population of interest (McLeod, 2019). The study sample size was

an unbiased representation of the whole population eligible for the study. A careful selection led

to a sample size of 210 participants who came from all departments and all levels of operation at

Tononoka, Nairobi.

3.6 Data Collection

3.6.1data collection instruments

Data collection instruments that were used in the research included questionnaires and

structured interviews. According to Formplus (2021), structured interviews give efficient

responses that can be acquired within a short period. Therefore, the research engaged structured

interviews to provide a scope for questioning respondents to ensure that the content does not go

out of line with the research’s mission. On the other hand, questionnaires were the research’s

main data collection instruments as all chosen respondents answered questions that would be

analyzed to develop an effective hypothesis. All the data collection instruments were

administered uniformly to all the sample population and were structured according to

departments and roles at the company.

 23

3.6.2 Pilot testing of research instruments

The research pilot testing was conducted at Doshi Group (Mombasa road branch), since it

is in the same steel manufacturing industry as Tononoka Group. Assessing a test group at Doshi

Group was challenging but the management gave an approval after substancial conversation.

The selected group for pilot testing at Doshi Group engaged 50 people, fortunately from all

departments to help test the research instruments. Data collection tools are effective if they suit

the nature of the research (Formplus, 2021). Therefore, testing the instruments would assure the

research of the validity of the tools and dictate whether or not they should be substituted. The

testing was effective and there were amendments made to the structure of questions in the

questionnaire as it was realized some were not clear enough to the respondents. Questionnaires

administered during testing possessed complex questions that posed challenges to some

respondents, hence leading to inadequate responses. After the testing, changes were made to

ensure clarity and simplicity of questions in the research questionnaire. In interviews, every

question was clear and respondents answered queries as expected.

3.6.3 Instrument reliability

The first trial on research instruments exposed gaps that were covered and another trial

was conducted to determine whether the changes were adequate to give the expected responses.

Every research aspires to use data collection tools that are reliable to capture convincing

evidence on a particular phenomenon (Formplus, 2021). After the second trial, the responses on

administered questionnaires showed that the respondents clearly understood the questions and

did not deviate from the set scope. The reliability of the questionnaires was facilitated by the

test-retest method to easily determine gaps that may compromise the research’s data collection

process. The test-retest procedure was only done on questionnaires as interviews posed no

challenges during the initial testing process. The research conducted the test-retest procedure on
 24

the same group that had participated in the initial data collection instruments testing process to

eradicate instability of results.

3.6.4 Instrument validity

Questionnaires and interviews were proven valid as they gave adequate responses to the

research questions and they possessed the right construction, content, and criteria. According to

Formplus (2021), structured interviews lack depth but provide prompt answers on what is

required. Therefore, the interviews granted answers to the research questions without much

deviation from the topic. On the other hand, questionnaires also proved effective after several

amendments during the data collection instruments testing as the research came to conclusive

results. Acquiring the validity of questionnaires was challenging and it demanded test-retests to

achieve effective coverage of gaps that could have compromised the research. Both data

collection instruments prove dependable as they gave valid responses to the research questions.

3.6.5 Data collection procedures

The research engaged a few coordinators who were actively engaged in conducting

interviews thus leaving the administration of questionnaires to only a single coordinator. During

research data collection, one should be strategic on data collection procedures to facilitate the

delivery of correct information (Formplus, 2021). The structured interviews consumed time and

labor compared to questionnaires. Therefore, the research conducted the two data collection

simultaneously to save on time as the respondents had to resume back to their responsibilities at

the organization. The administration of questionnaires was an easy task and was allocated to one

coordinator to handle the procedure. The rest of the coordinators ventured into interviews as they

demanded more time and human labor. All respondents participated in questionnaires answering

and interviews as both data collection instruments possessed different questions that were suited

for each tool.

 25

3.7Data Processing and Analysis

The collected data on all four research objectives underwent five steps of processing to

arrive at substantial results. Data processing is essential in research as it aids in the conversion of

raw data into processed information that can create value (Ravi, 2021). The first step in data

processing involved editing where errors were detected and data assessed to determine if there

were any omissions. Secondly, coding involved the allocation of symbols or numbers to

responses that can be used to categorize information during the general analysis. After coding,

there was classification which involved the classification of data according to common

characteristics to achieve diverse groups or classes. The fourth stage involved data entry where

data was entered into the software to facilitate cross-tabulation. Finally the data underwent the

tabulation stage which involved summarizing data and displaying it in a form that can be

analyzed further to give substantial information. The data processing procedure was convenient

as the research adapted clear data processing stages.

Data analysis on all four objectives was done through the statistical package for social

sciences (SPSS) as it is believed to drive various types of researches to appropriate data

conclusions. SPSS is comprehensive, flexible, and easy to use (Ravi, 2021). Getting data into

SPSS involved the creation of a new SPSS file, the selection of statistics calculation procedure,

selection of variables for analysis and finally running the procedure. The process was easy and

gave relevant results as the data which was analyzed was effectively categorized into distinct

groups.

3.8 Legal and Ethical Considerations

Before conducting the research, there were several agreements that Tononoka Group and

the research party signed which included relevant research approvals and confidentiality on

given issues. The research party was ethical and ensured clear adherence to the agreement.
 26

According to Formplus (2021), the integrity of research is vital and must be maintained as

agreed. Therefore, two approvals had to be present to facilitate the research. One is a local

research permit from Nairobi County as the research took place in its jurisdiction. Secondly,

there was a permit from the National Commission of Science, Technology, and Innovation

(NACOSTI) which was a preference to Tononoka Group. The research ensured to give credit to

people’s ideas and eradicated the chance of passing it as own ideas. The research was ethical and

followed all legal requirements to ensure the safety of information on Tononoka Group and its

respondents.
 27

CHAPTER FOUR
Data Analysis and Findings

4.1 Introduction
Adequate findings were achieved after strategic data processing and analysis. This

chapter exhibits a detailed presentation of data analysis and results from the study. All the

research questions were adequately attended to as the research engaged strategic data collection

tools. Data findings are presented through charts and tables.

4.2 Characteristics of Respondents

The research engaged diversity in respondents to achieve effective results. Tononoka

group comprises people from different religions, races, and gender. Additionally, the research

ensured employee participation from all departments and operation levels. According to

Makhdoomi and Nika (2018), diversity in employees means employees are different in terms of

culture and background. Therefore, since the research revolved around workforce diversity and

its impact in organizational productivity, the research coordinators ensured the chosen

respondents came from all diversities found within Tononoka Group, Kenya.

Characteristics Categories Number of respondents

Religion Christians 154

Muslims 37

Hindu 19

Race The white race 49

The black race 161

Gender Male 112

Female 98

Table 4.2.1
 28

4.3 Presentation of Research Analysis, Findings and Interpretation

4.3.1 Presentation of results based on how workforce gender composition affects

organizational performance with a focus on Tononoka group, Kenya
The research question was posed with the accompaniment of responses based on a Likert

scale range to guide respondents in answering their questions. Data on how workforce gender

composition affects organizational performance was gathered through questionnaires and the

following is a table presenting the findings.

(R-Respondents)

Guide questions Strongly Agree Neutral Disagree Strongly

agree disagree

Men perform better than ladies in duties 15R 30R 5R 70R 90R

at Tononoka, Nairobi branch

The biggest gender composition at 120R 40R 2R 15R 33R

Tononoka, Nairobi branch gets the

stronger say in decision making

Table 4.3.1.1
 29

4.3.2 Presentation of results based on how workforce race composition affects

organizational performance with a focus on Tononoka group, Kenya
The objective on how workforce race composition affects organizational performance

with a focus on Tononoka group, Kenya was conducted with the aid of structured interviews. All

members participated and gave their opinion on the matter. The research decided to engage

structured interviews to grasp personal opinions which were not limited to yes-no responses. The

following chart represents a grouping of findings from the interview.

Race diversity increases

segregation at Tononoka,
Nairobi Branch
Tononoka, Nairobi branch
performs better with race
diversity
The black race performs better
than the white race at
Tononoka, Nairobi branch
There is no difference between
the white and the blacks at
Tononoka, Nairobi branch

Chart 4.3.2.1

4.3.3 Presentation of results based on how workforce education levels affect organizational
performance with a focus on Tononoka group, Kenya
The objective on how workforce education levels affect organizational performance with

a focus on Tononoka group, Kenya was conducted through questionnaires as the answers would

be categorized within limited responses. The information was presentable through a table with a
 30

Likert scale answers. The questions on workforce diversity based on education levels and its

effects at Tononoka Group were clear to avoid bias and misunderstandings.

(R-Respondents)

Questions Extremely Strong Neutral Weak Extremely

strong weak

How is the relationship across employees 31R 35R 4R 110R 70R

who possess different education levels at

Tononoka, Nairobi branch

How is the connection between employee 113R 52R 7R 36R 2R

education levels and productivity at

Tononoka, Nairobi branch

Table 4.3.3.1

4.3.4 Presentation of how workforce religion composition affects organizational

performance with a focus on Tononoka group, Kenya
Data collection on how workforce religion composition affects organizational

performance with a focus on Tononoka group, Kenya was collected through questionnaires as

answers would range within particular groupings. The presentation of findings was presented on

the table below.

 31

(R-Respondents)

Questions Yes No

Is there conflict among religious groups at Tononoka group, Nairobi 80% 20%

branch?

Does religious beliefs and practices at Tononoka, Nairobi branch affect 60% 40%

overall performance?

Are there attempts of proselytizing at Tononoka, Nairobi branch? 3% 97%

Table 4.3.4.1
 32

CHAPTER FIVE
Discussions, Conclusions, and Recommendations

5.1 Introduction
The organization in the research at Tononoka Group, Nairobi branch was strategically

planned and thus led to substantial discussion, conclusion, and recommendations. Data was

effectively processed and analyzed to give appropriate information on the research objectives.

Results on the research objectives led to the development of recommendations that would help

vital stakeholders at Tononoka Group and those within the industry. Consequently, some gaps

were exposed at the end of the research that demands further exploration.

5.2 Discussion

5.2.1 Discussion on how workforce gender composition affects organizational performance

with a focus on Tononoka group, Kenya
Two questions were targeting the objective on how workforce gender composition affects

performance at Tononoka group and the responses slightly matched the hypothesis of several

scholars. The first question aspired to answer if the male gender performed better at Tononoka,

Nairobi branch compared to the female gender. Many respondents (90 respondents) strongly

disagreed and a few agreed to the hypothesis. The second question asked if the majority gender

at Tononoka gets a stronger say in decision-making compared to the minority gender.

Surprisingly many respondents (120 respondents) claimed that the majority gender dominates

decision making compared to the minority gender. The responses were not biased and recorded

the exact responses in acquired questionnaires.

Various scholars have explored the topic of gender diversity and how it affects

organizational performance and most scholarly conclusions on the topic aligned to the research’s

findings. According to Makhdoomi and Nika (2018), gender diversity is often associated with
 33

social performance in an organization. Therefore, the statement matches the results acquired

during research at Tononoka as most respondents (90 respondents) claimed that a composition of

males cannot work adequately without the contribution of the females. However, the response on

majority gender dominating decision-making was twisted but made sense. Several scholars claim

that all workers are the same and none can dominate the other given the level of industrialization.

Even so, there are gaps, and looking at things from the actual activities the minority gender

group at organizations often faces opposition in opinions on most activities from the majority

gender group.

5.2.2 Discussion on how workforce race composition affects organizational performance

with a focus on Tononoka group, Kenya
The objective on how workforce race composition affects performance at Tononoka was

achieved through structured interviews to gather insight on the matter. The pie chart represents

how employees feel about the impact of race on organizational productivity. In race

consideration, the largest pie chart share (51%) claimed that there was no difference in operation

between the black and the white race. The second-largest part of the pie chart (27%) shows that

employees at Tononoka believe that performance at Tononoka is better with racial segregation.

The third common aspect of the race, which is segregation grasped 17% support that there exists

racial segregation at Tononoka Group, which affects general performance. Finally, the

hypothesis that the black race performs better than the white race at Tononoka got the least

support of 4%.

Scholars who have ventured into the topic of racial diversity and its effect on

organizational productivity claim that the aspect affects various operations in a firm. Various

firms strive to achieve racial diversity but ensure strategic measures to manage segregation rates

(Makhdoomi and Nika, 2018). Just like our research portrayed, Makhdoomi and Nika conclude
 34

that organizations cannot have racial diversity without experiencing challenges. Even so, issues

related to workforce diversity are shallow and are effectively controlled if employees engage

rationality in their actions. The objective on how race diversity affects Tononoka’s performance

was adequately covered.

5.2.3 Discussion on how workforce education levels affect organizational performance with
a focus on Tononoka group, Kenya
Results on how workforce education levels affect performance at Tononoka aligned to

the hypothesis by various scholars. The section comprised two questions that were answered

according to Likert chart responses. First various employees (70 respondents) claimed that the

relationship between employees within different levels of education was weak. The responses

meant that there was less coordination between employees across different levels of education.

Secondly, the largest number of employees (113 respondents) agreed that the level of education

aligns to an employees’ productivity rate at Tononoka group. The responses were limited to

specific groups hence facilitating easy data analysis.

Various scholars have explored how variation in education levels affects organizational

productivity and most conclusions fail to align with some results achieved from Tononoka

research. According to Makhdoomi and Nika (2018), having diversity in the workforce

especially in education levels facilitate innovation as people pool ideas together to develop

enriched decisions. On the contrary, respondents at Tononoka Group, Nairobi branch claimed

that there was less coordination among employees within different education levels. Therefore,

whatever is perceived for most organizations may not apply to some organizations.
 35

5.2.4 Discussion on how workforce religion composition affects organizational performance

with a focus on Tononoka group, Kenya
The objective on how workforce religion composition affects performance at Tononoka

Group was controversial but the research was strategic to derive adequate responses from the

respondents. A large percentage of respondents (80%) claimed that there was conflict among

religious groups at Tononoka. Conflicts could have arisen from a deviation in beliefs as every

religion has unique beliefs and practices. The other question was whether religious practices

affected organizational performance and a large number of respondents (60%) believed that the

hypothesis was true. Finally, the section enquired whether there were attempts of proselytizing at

Tononoka and the largest percentage of respondents (97%) claimed that there were no attempts.

The results from the research at Tononoka concerning religious diversity matched several

hypotheses from various scholars. Makhdoomi and Nika (2018), claim that religious diversities

may at times cause challenges in organizational performance. The conclusion aligned to the

findings at Tononoka as respondents claimed to experience challenges in dealing with diversities

in religion at the workplace. Religions cannot be changed to suit an organization’s needs but a

firm could develop guidelines that should guide religious interactions to avoid collisions.

5.3 Summary of Main Findings

The research exposed that not all organizations face the same effects of workforce

diversity in their performance. The findings were adequately achieved when comparison was

done between research at Tononoka and hypotheses from various scholars. Various organizations

know how to manage their workforce diversity, while others lack an adequate unit to manage

diversities at the workplace. Diversity in the workforce is inevitable and organizations have to

handle its associated issues especially with rapid industrialization. Therefore, one cannot
 36

conclude that the effects of diversity in a particular organization match the hypothesis given by

scholars.

The research led to vital findings in data collection tools as it proved the importance of

aligning data collection instruments to the nature of research to facilitate adequate feedback.

Different researchers need strategic data collection tools that eliminate the chances of bias or

inadequate results. Research that engages inadequate data collection tools may get misleading

information that may jeopardize the entire research. Therefore, if researchers are unsure of their

data collection tools, they must embrace several testing attempts to ensure they grasp the

adequate tool to suit their research. Data collection tools possess different advantages and

setbacks, and cannot be chosen based on theory, rather, they must be chosen after tests conclude

they are best suited for a particular type of research.

5.4 Conclusion
The research at Tononoka was adequately conducted and yielded effective results due to

strategic procedures and data collection actions. The research employed random sampling of the

total population to arrive at an adequate sample size that would be effective for the research.

Luckily, the research gathered adequate respondents from all diversities mentioned in the

objectives, thus, showing the possibility of grasping adequate information on the research. The

respondents at Tononoka were collaborative and gave us their opinions about how workforce

diversity affected their organizational performance. First, various respondents supported that

gender composition does not negatively affect the overall performance of the firm. Also, a large

number of respondents claimed that race has no adverse effects on productivity at Tononoka, as

all work together to achieve common goals. Consequently, a large number of respondents

claimed that education levels and religious diversities affect their firm’s performance as there are
 37

challenges that often arise from the mentioned diversities. The research gathered substantial

information that could be used by various stakeholders in different industries to cover

operational gaps.

5.5 Recommendation
I would recommend that organizations engage their human resource departments actively

in managing workforce diversities if they aspire to have increased performances. The research

has exposed that variations in diversity majorly arise from organizational culture and employee

perception. If organizations take time to understand their employees, they can guide them to

embrace diversities and work in coordination to achieve organizational goals while paying less

attention to diversities that separate them. Human resource management is responsible for

several factors that lead to employee wellbeing and must be aware that failure in their

department means failure for the entire organization. Therefore, organizations need to start

managing diversity by fostering positivity in fellow work colleagues and that will create a culture

of employee appreciation and coordination within a firm.

5.6 Areas That Need Further Research

Despite the research, there was a gap discovered in areas such as employees’ ability to

embrace change and organizations’ willingness to invest largely in diversity management.

Several organizations strive to have fewer effects from diversity among their workforce hence

engaging measures that would lead them to accept changes. The question remains, what can an

organization do to help employees who are not receptive to change? On the other hand, several

organizations find it challenging to invest a lot in diversity management which ends up costing

them in the long run. Therefore, how can one persuade such organizations that adequate diversity

management is the key to improved organizational performance? The two gaps affect operations
 38

at various organizations and researchers have to explore the issues to help organizations that fall

victims to such issues.

 39

References
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study of Aar group. USIU-A Digital Repository Home.

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Psychology. https://www.simplypsychology.org/sampling.html
 40

Openstax. (2021). Key diversity theories – Principles of management. BCcampus Open

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 41

APPENDICES
Appendix (1)
A letter to Tononoka Group, Nairobi Branch (Addressed to the General Branch Manager)

Kelvin Muthomi Kithia’

Telephone Number: +254-721-389-143

E-mail Adress: sirkelvinmuthomi@gmail.com

The General Branch Manager

Tononoka Group, Nairobi

P.O BOX, 44689-00100,

GPO, Nairobi Kenya

Dear Sir/Madam

RE: Request to Conduct an Academic Research on The Effects of Workforce Diversity on

Organizational Performance at Your Organization

I am an undergraduate student at Africa Nazarene University who wishes to perform research on

workforce diversity and its effect on organizational performance in your organization. I chose to

research Tononoka Group, Nairobi branch due to its pacesetting nature in the manufacturing

industry.
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I am ethical and will agree to your terms of the research and will ensure only the agreed

stakeholders access the information.

Thank you for your time and I hope to hear from you soon.

Yours faithfully

………………..

Kelvin Muthomi Kithia

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Appendix (2)
An E-mail from Tononoka Group

From: tononoka@tononokasteels.com

To: sirkelvinmuthomi@gmail.com

Date: 10.3.2021

Subject: Confirmation of the Number Of Employees and Stakeholders at Tononoka Group, Nairobi
Branch

We would like to express our excitement on the research that you proposed to conduct on our firm as it
will give insights on several gaps that we encounter in managing employee diversity.

We would like to give factual numbers of employees and vital stakeholders in our organization.

Employees total up to 550

Vital stakeholders total up to 150

Total 700

Regards
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Appendix (3)
Questionnaire

Please tick where appropriate

Section 1

Religion diversity and its effect on Tononoka’s performance

Is there conflict among religious groups at your firm? (Yes) (No)

Do religious beliefs affect your firm’s performance? (Yes) (No)

Are there attempts of proselytizing at your firm? (Yes) (No)

Section 2

Gender diversity and its effect on Tononoka’s performance

Guide questions Strongly Agree Neutral Disagree Strongly

agree disagree

Men perform better than ladies in duties

at Tononoka, Nairobi branch

The biggest gender composition at

Tononoka, Nairobi branch gets the

stronger say in decision making

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Section 3

Employees’ education level variation and effects on Tononoka’s performance

Questions Extremely Strong Neutral Weak Extremely

strong weak

How is the relationship across employees

who possess different education levels at

Tononoka, Nairobi branch

How is the connection between employee

education levels and productivity at

Tononoka, Nairobi branch

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Appendix (4)
Interview

Strictly yes-no answers if needed, it is allowed to have brief comments.

Race diversity and its effect on Tononoka’s performance

Does race diversity increase segregation at Tononoka?

Does Tononoka experience increased output due to race diversity?

Does the black race perform better than the white race at Tononoka?

Is there a difference in operation between the white race and the black race?
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Appendix (5)
Study Frame

Period Activity

First week • Familiarization with the sample population

• Selection of a study sample

• Development of data collection tools

Second week • Test-retest on data collection tools

• Conduction of research
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Appendix (6)
Study Budget

Item Cost

Printing Ksh.7,000

Travel Ksh.14,000

Lunch Ksh.10,000

Miscellaneous costs Ksh.10,000

Total Ksh.41000