Examining the Effectiveness of Employee Training Programs in Enhancing Workplace Diversity and Inclusion: a Case Study of Kogi State Polytechnic
CHPATER ONE
Objective of the study
The primary objective of this study is to critically evaluate the effectiveness of employee training programs in enhancing workplace diversity and inclusion. Specifically, the study aims to achieve the following objectives:
- To evaluate the extent to which existing employee training programs succeed in promoting awareness, understanding, and acceptance of diversity and inclusion among participants.
- To investigate whether diversity training initiatives lead to sustained behavioral changes and the adoption of inclusive practices in the workplace beyond the immediate training period.
- To assess the effectiveness of training programs in addressing implicit biases and unconscious prejudices that may influence decision-making processes and interpersonal interactions within organizations.
CHAPTER TWO
REVIEWED OF RELATED LITERATRURE
Diversity
Evans & Henry (2007), said diversity means the mixture of workforce from different sociocultural backgrounds working together in an organization. It could be seen as the characteristics of a social grouping that reveals the degree of objectives or subjective differences existing among groups (Knippenberg & Schippers, 2007). Scott & Sims (2016) defined workforce diversity “as a strategy that promotes and supports the integration of human diversity at all levels and uses focused diversity and inclusion policies and practices to guide this approach in work environment” . All these definitions simply shows that diversity is all about thse characteristics that makes us different or similar to one another. In an organizational setting, a diverse workforce consist of a mixture of empoyees from various genders, ages, races, ethnic backrounds, religious beliefs, etc.
Diversity Training. According to Alhejji et al. (2016), diversity training is “a distinct set of programs” that facilitates groups interactions, reduces discrimination, enhances people’s skills, and motivates them (p. 95). Build on this definition, diversity training can lead to positive organizational outcomes such as higher job performance, lower absenteeism, and lower turnover. The lack of training and understanding on diversity, on the other hand, could lead to negative organizational outcomes such as poor employee performance, poor team performance and employee withdrawal behaviors (Alhejji et al., 2016). Furthermore, employees can show some resistance towards diversity training when there is lack of diversity in the workplace, knowledge and understanding of diversity resulting in HR diversity practices and initiatives to fail (Guillaume et al., 2017).
Employees’ Attitudes and Behaviors. Employees sometimes look at HR diversity practices such as diversity and inclusion training as unnecessary because there are no other groups, or they are literally the majority. Based upon finding on this study, it was discovered that diversity training was unnecessary, redundant, and more applicable to newly hired employees and not so much for employees who have been working for the organization for over three to five years.
CHAPTER THREE
RESEARCH METHODOLOGY
INTRODUCTION
In this chapter, we described the research procedure for this study. A research methodology is a research process adopted or employed to systematically and scientifically present the results of a study to the research audience viz. a vis, the study beneficiaries.
RESEARCH DESIGN
Research designs are perceived to be an overall strategy adopted by the researcher whereby different components of the study are integrated in a logical manner to effectively address a research problem. In this study, the researcher employed the survey research design. This is due to the nature of the study whereby the opinion and views of people are sampled. According to Singleton & Straits, (2009), Survey research can use quantitative research strategies (e.g., using questionnaires with numerically rated items), qualitative research strategies (e.g., using open-ended questions), or both strategies (i.e., mixed methods). As it is often used to describe and explore human behaviour, surveys are therefore frequently used in social and psychological research.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
INTRODUCTION
This chapter presents the analysis of data derived through the questionnaire and key informant interview administered on the respondents in the study area. The analysis and interpretation were derived from the findings of the study. The data analysis depicts the simple frequency and percentage of the respondents as well as interpretation of the information gathered. A total of eighty (80) questionnaires were administered to respondents of which only seventy-seven (77) were returned and validated. This was due to irregular, incomplete and inappropriate responses to some questionnaire. For this study a total of 77 was validated for the analysis.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
Introduction
It is important to ascertain that the objective of this study was to ascertain examining the effectiveness of employee training programs in enhancing workplace diversity and inclusion: a case study of kogi state polytechnic. In the preceding chapter, the relevant data collected for this study were presented, critically analyzed and appropriate interpretation given. In this chapter, certain recommendations made which in the opinion of the researcher will be of benefits in addressing examining the effectiveness of employee training programs in enhancing workplace diversity and inclusion: a case study of kogi state polytechnic.
Summary
This study was on examining the effectiveness of employee training programs in enhancing workplace diversity and inclusion: a case study of kogi state polytechnic. Three objectives were raised which included: To evaluate the extent to which existing employee training programs succeed in promoting awareness, understanding, and acceptance of diversity and inclusion among participants, to investigate whether diversity training initiatives lead to sustained behavioral changes and the adoption of inclusive practices in the workplace beyond the immediate training period and to assess the effectiveness of training programs in addressing implicit biases and unconscious prejudices that may influence decision-making processes and interpersonal interactions within organizations. A total of 77 responses were received and validated from the enrolled participants where all respondents were drawn from selected staff of kogi state polytechnic. Hypothesis was tested using Chi-Square statistical tool (SPSS).
Conclusion
In conclusion, this study has provided valuable insights into the effectiveness of employee training programs in enhancing workplace diversity and inclusion, using Kogi State Polytechnic as a case study. Through a comprehensive examination of existing literature, empirical data collection, and analysis of training initiatives at the institution, several key findings have been elucidated.
The study reaffirmed the importance of diversity and inclusion in the workplace, emphasizing their positive impact on organizational performance, innovation, and employee morale. Kogi State Polytechnic recognizes the significance of fostering a diverse and inclusive environment to harness the full potential of its workforce and promote equity and fairness among employees.
Recommendation
Based on the findings and conclusions of this study on the effectiveness of employee training programs in enhancing workplace diversity and inclusion at Kogi State Polytechnic, the following recommendations are proposed:
- Kogi State Polytechnic should prioritize ongoing training and development initiatives aimed at promoting diversity and inclusion among its workforce. This includes regular workshops, seminars, and training sessions on topics such as cultural competency, unconscious bias, and inclusive leadership.
- The institution should design training programs that are tailored to the specific needs and challenges of its diverse workforce. This may involve incorporating intersectional perspectives, addressing unique cultural sensitivities, and providing targeted support for underrepresented groups.
- Strong leadership commitment is essential for the success of diversity and inclusion initiatives. The institution’s leadership should actively champion diversity efforts, lead by example, and ensure that diversity goals are integrated into strategic planning and decision-making processes.
- Kogi State Polytechnic should ensure that training facilitators represent a diverse range of backgrounds and perspectives. This can help to enhance the relevance and effectiveness of training programs and promote inclusivity in training delivery.
- The institution should establish mechanisms for evaluating the effectiveness of training programs and gathering feedback from participants. Regular assessments can help to identify areas for improvement, measure the impact of training initiatives, and ensure that training content remains relevant and engaging.
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