The Impact of Diversity Management on Employees’ Perceptions and their Organizational Commitment and Turnover Intentions: The Case of OXFAMs in Ethiopia
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Date
2015-06
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Addis Ababa University
Abstract
Today’s more diverse and globalized world calls for organizations to have effective DM system by creating and maintaining a positive and inclusive work environment that welcomes everyone, recognizes and values differences, leverages the diversity for sustainable competitive advantage. The literature on DM has mostly focused on the business case for diversity, the relationship between perceived practices and organizational outcomes, organizational culture and climate, orientations to DM, and other related issues. Moreover, most of these studies have been done in the west while limited diversity related studies in Asia and Africa have been influenced by the American model of diversity management. The most unfortunate is that there are no DM related studies done in Ethiopian context to the knowledge of the researcher. Therefore, the purpose of this study was twofold. The primary goal was to fill research gap on the area in the Ethiopian context by assessing DM practices of case study affiliate organizations and its impact on employees’ Diversity and Inclusion Climate perceptions and their commitment to their organizations and turnover intentions. An attempt was also made to identify gaps and propose a definition of the concept of diversity and a systems approach to DM(model) that give room for different contexts.
To achieve the objectives of the thesis, the research method used was descriptive correlational case study. Through the use of primary and secondary data sources, the researcher has gathered the necessary information regarding the DM practices of the case study organizations and its impact on employees’ DIC perceptions and their commitment to their organizations, besides intensive literature review to identify gaps and propose a definition of diversity and DM model. A survey was administered to a sample of the current employees of the case study organizations while a semi-structured interview was conducted with subject matter specialist responsible for the management of diversity related issues of the respective affiliate organizations. The data collected from primary sources were analyzed both quantitatively (using descriptive correlational method of analysis) and qualitatively (using content analysis).
As the findings show, there are indications of moderate levels of DM practices and relatively positive DIC while the majorities want to keep their career with the case study organizations. Overall, the majority of survey participants have shown the greatest satisfaction/agreement with equity, non-discrimination and inclusion items. On the other hand there are indications of the need for more representation of diverse groups and more management commitment and support to ensure EDI. The effort made to examine the impact of the DM practices in general and DIC in particular has also shown that there is statistically significant correlation between DIC and employee organizational commitment and turnover intention implying that employees who perceive positive DIC are more likely to show commitment to their organizations and less likely to intend to leave. The study revealed that how organizations manage diversity impacts employees’ DIC perceptions and their commitment to their organizations and/or intend to leave.
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Keywords
Diversity, Diversity Management Practices, Equity