Cultural Diversity in Workplace and Organizational Performance
CHAPTER ONE
Objectives of the Study
The general objective of this study is to investigate how cultural diversity affects organizational performance in Babcock University, Ilisan Remo, Ogun State, Nigeria. However, the following sub objectives are considered to:
- assess the effect of employee culture on organizational productivity;
- determine the effect of employee personality on organizational profitability;
- examine the effect of employee behavior on organizational efficiency; and
- determine the combined effect of workplace cultural diversity on organizational performance.
CHAPTER TWO
LITERATURE REVIEW
This chapter presents literature, which is relevant to the research questions stated in chapter one. First, how employee culture affects organization performance. Secondly, studies dealing with dispute management technique effect on organization performance. Thirdly, the employee language effect on organization performance. Finally, the chapter ends with a conclusion.
Employee Culture Diversity and Organization performance
Culture is the high levels of traditional cultural belief, frequent involvement in cultural institutions such as churches, synagogues, mosques, and temples, and engagement in cultural practices such as reading scripture, worship, and prayer (McCullough & Willoughby, 2009). Culture comprises of both cultural belief and cultural behavior. Cultural belief, which is also referred to as internal religiosity, or faith, is defined as belief in God and a trusting acceptance of God’s will (Steiner,et al.,2010). Cultural behavior, or external religiosity, on the other hand, includes all observable activities, which are undertaken in a cultural context, in particular going to church (Steiner,et al., 2010 ).
Culture has been identified as one of the critical elements that influence an individual’s dispute management technique and hence in shaping the cultural environment of an organization (Kutcher, et al., 2010). As mentioned by Abdel-Khalek, (2010) culture affects the way in which people behave through an individual’s dispute management technique. Cash & Gray, (2000) examined that culture and spirituality strongly influence many American managers’ behaviors’ at work. Culture too was found to contribute to healthy organizations (Noland, 2003).
For a long time the relationship between culture and work had been described as that, that cannot and should not be mixed (Noland, 2003). However, that has drastically changed. Individuals’ are now increasing desiring to incorporate their cultural perspective into their work and to express their cultural and spiritual beliefs at work, (Barro, & McCleary 2003). There is a wealth of information that suggests a positive relationship between religiosity and subjective well-being (Abdel-Khalek, 2010). The positive consequences that studies show accompany cultural belief and practices have made the Americans to increasingly want their culture integrated into all the areas of their lives (Kutcher, et al., 2010). The many benefits cultural beliefs has been found to have on physical and mental health and ethical decision making, has pushed some organizations to support and encourage expressions of culture and faith in the workplace says Kutcher, et al., (2010).
Employees who are allowed to express their faith, culture, or spirituality improve the quality of work life, certainly for themselves, if not for others (Miller 2007). As Elm (2003) states, there is growing evidence that the line between workplace and cultural beliefs is growing thin by the day. People differ in their cultural motivation. Some people hold cultural beliefs and engage in cultural practices because they find their primary motivation in culture; their cultural belief is driven by intrinsic factors. Others, however, see cultural belief as a means to their own ends, such as a satisfying social need, a sense of security, and status (Allport & Ross, 1967).
CHAPTER THREE
RESEARCH METHODOLOGY
Introduction
This chapter presents the methodology and procedures the researchers adopted in conducting the research in order to answer the research objectives that were raised in the chapter one.
Research Design
Research design is a detailed outline of how an investigation took place. It entails how data is collected, the data collection tools used and the mode of analyzing data collected (Cooper & Schindler (2006). This study used a descriptive research design. Gill and Johnson (2002) state that a descriptive design looks at particular characteristics of a specific population of subjects, at a particular point in time or at different times for comparative purposes. The choice of a survey design for this study was deemed appropriate as Mugenda and Mugenda (2003) attest that it enables the researcher to determine the nature of prevailing conditions without manipulating the subjects.
Further, the survey method was useful in describing the characteristics of a large population and no other method of observation can provide this general capability. On the other hand, since the time duration to complete the research project was limited, the survey method was a cost effective way to gather information from a large group of people within a short time. The survey design made feasible very large samples and thus making the results statistically significant even when analyzing multiple variables. It allowed for many questions to be asked about a given topic giving considerable flexibility to the analysis. Usually, high reliability is easy to obtain by presenting all subjects with a standardized stimulus; observer subjectivity is greatly eliminated. Cooper and Schindler (2006) assert that the results of a survey can be easily generalized to the entire population.
Population and sampling design
Population
Population according to Cooper & Schindler (2006) is the total collection of elements about which we wish to make some inferences. Mugenda and Mugenda (2003) define population as an entire group of individuals, events or objects having common observable characteristics. In this study, the study population was the employees of Babcock University located within Abuja.
Sampling Technique
Sampling technique is the process used in drawing a sample from a population (Cooper and Schindler, 2006). Stratified random sampling was used for this study. With stratified sampling the population is divided into groups based on some characteristics. Then within each group a probability sample (often a simple random sample) is selected. In stratified sampling the groups are called strata (Cooper and Schilndler 2006). A random sample from each stratum is then identified using proportional allocation procedures. In this case study, the employees were categorized in terms of job description each consisting of a stratum. A representative sample was picked at random from each of the seven functions identified. Every potential respondent had an equal chance of being picked since the sampling was done at random. Stratification ensured fair representation of all business functions and fairness in the sample selected.
Sample Size
A sample size is the group of people who you select to be in your study (Cooper and Schilndler 2006). According to Mugenda & Mugenda (2003) an appropriate sample should be between 10-30% of the population. Owing to the size of the sampling frame, the researcher made use of the purposive sampling method to select the sample size of the study where a thirty per cent (30%) the sample size was selected for purposes of this study. This sample size was picked in relative proportions from each of the Babcock University. The sample size of 60 was considered appropriate and representative of the entire population.
CHAPTER FOUR
RESULTS AND FINDINGS
Introduction
This chapter presents the results of the study on the effect of employee cultural diversity on organizational performance in Babcock University. This chapter is categorized into five sections, which are in line with the research questions. The first component talks about the general information on the population under study. The second component presents findings on the employee culture. The third component examines findings on the employee’s dispute management technique. The fourth component examines findings on the employee language. Finally, the last component presents findings on the organizational performance.
CHAPTER FIVE
SUMMARY, DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS
Summary
A descriptive research approach was taken and the information obtained used to better describe the characteristics associated with the target population and to estimate the proportion of a population demonstrating the said characteristics. The target population for this research therefore composed of the Babcock University employees. Quantitative data collected was analyzed by the use of descriptive statistics in Statistical Package of SPSS and excel. This was presented in percentages, means, standard deviations, frequencies and Frequency tables and regression tables.
REFERENCES
- Ahiauzu, A. I. (2000).The African Thought System and the Work Behavior of the African Industrial Man :International Studies of Management and Organization. Fashoyin. Nigeria: Macmillan Publishers
- Al-Alawi, A.I., Al-Marzooqi, N.Y., & Mohammed, Y.F. (2007).Organizational Culture and Knowledge Sharing: Critical Success Factors. Journal of Knowledge Management, Vol. 11 Iss: 2, pp.22–42
- Ang, S., Van Dyne, L., Koh, C., Ng, K. Y., Templer, K. J., Tay, C., & Chandrasekar, N. A. (2007). Cultural Intelligence: Its Measurement and Effects on Cultural Judgment and Decision Making, Cultural Adaptation and Task Performance. Journal of Management and Organization Review, Vol (3), pp.335-371.
- Aluko, M. A.. O. (1998) Factors that Motivate the Nigerian Workers. Journal of Ife Social Science Review, Obafemi Awolowo University, Vol. 15, pp. 190–199.
- Noland, M. (2003). Culture, Culture, and Economic Performance. Institute for International Economics Working Paper.pp3-8.
- Barro, R. J., & McCleary, R. (2003). Culture and Economic Growth .National Bureau of Economic Research. No. w9682.
- Bartel, C.A. (2001) ‘Social Comparisons in Boundary-spanning Work: Effects of Community Outreach on Members’ Organizational Identity and Identification’. Journal of Administrative Science Quarterly. Vol,46: pp.379–413.
