The Effect of Workforce Diversity on Organ is at Ions Performance FULL PROJECT

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CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND TO THE STUDY

Diversity has become a central element of the modern

organizational

landscape- so much so that 75% of the 50 largest companies in the U.S

now have diversity directors or managers.

A whole new industry has even materialized diversity training to

help organizations address the challenge that diversity creates. This

interest in diversity would not be surprising. As firms move toward flatter

organizational structures featuring groups and teams, and the global

economy as a whole.

Although business has been conducted on an international deal for

many years, in Nigeria International business has gained greater visibility

and importance in recent years, because of the growth of large

multinational corporations.

International businesses, involves teams action across national

boundaries. These transaction includes the transfer of goods, services,

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technology, managerial knowledge and skills, and capital to other

countries. This in twin fostered diversity in workforce among business

organization.

This research however chose to investigate the “EFFECT OF

WORKFORCE DIVERSITY ON ORGANIZATIONS

PERFORMANCE”. Many multi-nationally owned organizations today

employs workforce comprising of indigenes and non-indigenes as well as

mix of genders (male and female) and age groups. The diversity among

each employee profers different kind of input from each individuals.

What began for many U.S organizations for instance, as an effort to meet

governmental and legal requirements has evolved into a strategic priority

aimed at positioning organizations more competitively in the market

place. It is estimated that organizations spend 18 billion annually on

diversity training. In addition, organizations devote resources to a variety

of other diversity-related initiatives, including dedicated diversity

management staffs and workplace programs and benefits such as flexible

work arrangements, domestic partner benefits, corporate-sponsored

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employee affinity groups, and other programs designed to attract and

detain a diverse workforce.

Organizations devote resources to diversity initiatives because they

believe diversity is a business imperative and good for the bottom-line.

And for any business organization to accomplish their objectives they

must make use of both their human and material resource effectively and

efficiently. Organization devote resources to diversity initiatives because

they believe diversity is a business imperative, demographic slights in the

U.S labour market, for instance, specifically the projected rapid growth

of the minority labour force over the 10 years, impacts organisations on a

number of fronts Konrad (2003), has stated three (3) primary arguments

in the business case for diversity. First, competition for the best talent

requires organizations to reach out and embrace an increasingly diverse

labour pool. Secondly, a global economy requires that organizations have

a diverse workforce so that they can effectively deal with an increasingly

diverse customer base. Thus, a diverse workforce can lead to an increased

market share, where as lade of diversity in the workforce can lead to a

shrinking market share.

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A third argument is that demography diversity unleashes creativity,

innovation, and improved group problem solving, which in turn enhances

the competitiveness of the organization. In addition, one could add that in

the context of the debate and controversy surrounding affirmative action

programme, diversity is a more palatable and socially acceptable way to

address race and gender issues. Finally, it can also be seen that in a

multicultural society, attempting to increase workforce diversity is

simply the right and ethical thing to do as corporate citizens, regardless

of the economic implications.

Performance in the business realm is judged by the amount or level

of productivity recorded by an organization, which will in turn foster the

„going-concern‟ phrase of business. The relationship between workforce

diversity and performance in organization brings out both the positive

and negative effect of diversity of workforce on organisation‟s

performance.

Therefore, if an organization plans to survive as well as achieve its

objectives, it must keep in check its workforce diversity, making sure that

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the positive effect is greater than the negative effect on their

performance.

1.2 STATEMENT OF THE PROBLEM

The statement of problem tends to provide answers to the question; what

are the effects of workforce diversity on organisation‟s performance in

Dangote Group of companies, Ilorin plant?

1.3 AIM AND OBJECTIVE OF THE STUDY

1.3.1 GENERAL OBJECTIVE

The general objective of this research is to examine the effect of

workforce diversity on business performance in Dangote Group of

Companies,with a view of recommending ways to improve and promote

diversity through developing external relationships with underrepresented

groups outside the Dangote organization.

1.3.2 SPECIFIC OBJECTIVE

These are as follows:-

-To investigate the impact of workforce diversity on productivity in

Dangote Groups of Companies,Ilorin plant.

-To examine the impact of workforce diversity on labour force.

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-To examine the impact of workforce diversity on customers

relationship/sales

-To make recommendations as to how workforce diversity can have

positive impact on corporate performance

1.4 SIGNIFICANCE OF THE STUDY

This research is significantly on the following aspects:

Provides the framework for the managements of any organisation,

in reducing the negative (problems) impact of workforce diversity

in the organization.

The report revealed problems of workforce diversity and help in

seeking solutions to such problems in the proliferation of

establishment with workforce diversity

Finally but not the least, the report of the study adds to the existing

literature on the effect of workforce diversity on business

performance.

1.5 SCOPE OF THE STUDY

The research focuses on the effect of workforce diversity on

business performance, its delves further into the effect of workforce

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diversity on productivity in Dangote Group of Companies, from 2005-

2008.

1.8 HISTORICAL BACKGROUND OF DANGOTE GROUPS OF

COMPANIES

Dangote Group of Companies is a success story in a developing

economy. Founded by a sole Owner, Alhaji Aliko Dangote, who is the

president and CEO of Dangote Group of Companies.

While recognizing and understanding the constraint of operating in

a developing economy such as Nigeria, Alhaji Aliko Dangote and his

business has remained committed to creating and sustaining excellence in

the Nigerian economy. The core business of the Dangote Group is to

provide their customers with a high level customer case and devices, the

group in continually interesting in qualified staff and Information

Technology (IT). And also has a well diversified work force. The

network that will ensure that these high levels of services i.e. carried

through into a market place that is becoming more sophisticated.

The Dangote group has founded (4) regional office located in

strategic locations throughout Nigeria. Each of these offices has regional

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autonomy and responsibility for specific targets, by having these regional

offices, the Dangote Group ensured easy and frequent communication

with all their customers, which again allowed for superior customer care.

The groups understand the inherent constraints of operating in a

developing economy and has actiuctived their business around an

extended value chair, thereby ensuring the case and services that the

Dangote Group has become known for. The Group‟s primary activities

are manufacturing imports, packaging, and nationwide distribution. In

line with the Nigerian Government stated objectives of driving economic

growth, importation of view materials will gradually be replaced by the

manufacturing or cultivating of these materials within the country

(Nigeria). Some of these products are also exported to Ghana, Benin

republic, and other numezone west. African countries.

Although currently a small contribution to the overall business

exports are expected to show growth of between 15% - 20%. And

presently the company has under them over 20,000 Nigerians and other

countries citizens working with them.

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Alhaji Aliko Dangote name comes up whenever people are talking

about successful Nigerian Business man, but today his company have

gone public one to the advice given to him by the banks in other to

enable the company have a more resounding and strong image to its

finances. This was made clear to him that bus being a role owner and

holding all stocks, in case of any mix harp, the company‟s continuity

might be jeopardized. And with it going public, the company will have

greater expansion opportunities and more financing options that can in

turn facilitate the developmental process of the company as well as that

of the nation in the view of job creation for the citizens.

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CHAPTER TWO

LITERATURE REVIEW

2.1 Diversity as defined in the Oxford Advanced Learners Dictionary

is

a range of many people or things that are very different from each other.

If also goes further to elucidate it as the quality or fact including a range

of many people or things.

Kochan (2003) sees diversity in business as “a situation when

human resources practices supports the creation of a workforce that has

the skills needed to twin workforce diversity into an advantage, diversity

is more likely to lead to positive performance outcome”.

Jordeson (1995) Posit that. “diversity can have negative effects, as

well as positive effects on organizations performance”. However, the

empirical literature supports the nation that more diverse groups, teams,

or business units perform better, feel more committed to their

organization and experience higher level of job satisfaction.

Diversity is about recognizing, respecting and valuing differences

in people with different ethnicity, gender, colour, age, race, religion,

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physical ability, national origin and sexual orientation. It also includes an

infinite range of individual unique characteristics and experience such as

communication styles, career path, life experiences, educational

background, geographical location, income level, marital status and other

variables that influences personal perspectives.

John (2001), in support of the negative-positive effect of workforce

diversity on business performance posit that “diversity may

simultaneously produce more conflict and employee in turnover. As well

as more creativity and innovation in business”. Example of this negative-

positive effect of workforce diversity is found in two studies that

examine diversity within top management teams in banking industry.

In one study, diversity in top management teams was associated

with greater innovation within bank branches. While in another team,

diversity also associated with higher dates of turn over among staffs and

top management team members.

Although these two (2) examples try to show both the negative

impact as well as the positive impact of workforce diversity on business

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performance, the major aim is to harness, thereby creating more benefits

for business organizations.

However, the effects of workforce diversity on business

performance was further analysed by William (1998) with the model

below

ORGANIZATIONAL CONTEXT

ORGANIZATIONAL CULTURE

BUSINESS STRATEGY

HR POLICIES AND PRACTICES

WORKFORCE DIVERSITY GREAT PROCESSES OUT COME

– CULTURAL – COMMUNICATION – HIGH PERFORMACE

– DEMOGRAPHY – CONFLICTS – JOB STATISFACTION

– TECHNICAL – COHESION – LOW TURNOVER

– COGNITIVE – INFORMATION

– RELIGIONS – CREATIVITY

– GENDER

SOURCE: EFFECT OF WORKFORCE DIVERSITY ON GROUP

PROCESSWILLIAM K. (1998): “Demography and Diversity”. A review of

to years of research. Vol. 20

(pp 77-140) Greenwich, CT: JAI PRESS.

The above model present, the model that guided the suggestion, that

reflects both theory and empirical study suggesting whether workforce

diversity has a positive or negative impact on performance of business. It

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further highlights that, the business performance may depend on several

aspects of an organizations strategy, culture, and human resource (H.R)

practices. In addition, the model also proposes that these effects are likely

to operate through group or team processes, such that under facilitating

conditions, workforce diversity is associated with positive group

processes and is therefore beneficial to business performance; where as

under inhibiting conditions, workforce diversity is associated with

negative group processes and is therefore detrimental to business

performance; where as under inhibiting conditions, workforce diversity is

associated with negative group processes and is therefore detrimental to

business performance.

John (2001) further explains this model in her review of it that

“however, the connection shown in the model that link workforce

diversity to exam processes and then to business performance seem

logical, but it must be recognized that past research has not always found

strong linkages between the two (workforce diversity and performance).

Infact, past research suggests that there may be no direct positive or

negative relationship between diversity and performance outcomes. In

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some groups, diversity may improve performance, while in other it may

be detrimental to business performance.

2.2 THE IMPLICATION OF RESEARCH AND THEORY FOR

DIVERSITY PROGRAMS

Cose (1991) persist that although the research in industrial and

organizational psychology and related areas casts doubt on the contention

that diversity programs will yield a cornucopia of benefits, the research

and theory have identified at least four general conclusions that have

important implications for diversity initiatives.

1. THE BENEFITS OF DIVERSITY ARE PERTINENT ON THE

SITUATION.

The accumulated research and theory in industrial and

organizational psychology provide little comfort for those who seek

simple rules and procedures that apply across all situation. Based on the

research, a variety of contingency models have been proposed for

leadership, motivation, group behaviors, and organizational effectiveness.

Likewise, there is unlikely to be “one best way” with regards to diversity

programs. The probability of success is likely to depend on situational

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factors such as the organizational culture, strategies, and environment, as

well as the people in the organization and their jobs. In one typology,

Cose (1991) described organizations as ranging from “monolithic”,

where, there are relatively few minority employee and diversity efforts

are subject to resistance, to the multiculture organization, in which

minorities are at all levels of the organization and diversity is

incorporated as a basic value in the corporate culture. Diversity programs

are more likely to be accepted in multicultural organizations with

“diversify climates” and in firms that are growth-oriented rather than

engaged in down sizing.

2. SUCCESSFUL DIVERSITY PROGRAMS ARE BASED ON

SPECIFIC GOALS WITH FEEDBACK PROVIDED ON HOW WELL

THE PROGRAMS ACHIEVE THESE GOALS:

Locke (1990) posit that “in its simplest form, goal-setting theory

states that explicit goals that are difficult but also acceptable lead to

higher performance on a wide variety of tasks than goals that are

ambiguous, easy, or non existent”. Goals are need here to refer to

whatever the diversity program is designed to achieve. Goals should not

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be confused with quotas. Although increasing the diversity of employees

is one potential goal, the use of quotas in hiring, promoting, or placement

can result in charges of reverse discrimination. Consequently, diversity

programs should be designed with other goals in mind than quotas. For

examples, one could have goals for improved relations with minority

comities, mentoring of minorities, cross-cultural knowledge, and a

variety of other outcomes in addition to goals for members of minorities

and women hired and promoted. Furthermore, any goals regarding

workforce representation should be developed in conjunction with legal

counsel to ensure it is consistent with applicable employment law.

Whatever the specific nature of the goals, they should be realistic and

based on a careful assessment of the current organization and translated

into specific targets against which the program can be evaluated. To

achieve the full benefits of goal setting, progress must be evaluated and

feed back provided on progress in achieving goals.

Goals focus attention on what needs to be achieved, encourage the

development of effective strategies, and energize efforts to achieve them.

There is little reason to believe that specific goals set for participants in a

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diversity program do not have the same benefits. On the other hand,

stating vague and all-encompassing objectives (e.g. greater appreciation

for diversity) without specific goals to accomplish ambiguous results is

likely to do little to focus attention, generate strategies, or energize

participants.

3. The sources of diversity initiatives depends on how they are formed.

Hoffman (2003) in his own research stated that “research in a variety

of area of psychology has shown that powerful influence of psychological

framing on how messages are perceived and how the recipients of these

messages respond to them”. An implication of previous research on the

framing of goals in complex task environments is that diversity

programme should be firmed as challenges fund opportunities rather than

as threats to overcome. In support of this point. Ely (2001) contrasted

three frames:

1-THE INTEGRATION-AND-LEARNING PERSPECTIVE: approaches

the diversity program as a vehicle for rethinking who primary tasks and

processes of the organization. And in the access-and-legitimacy

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perspective, the diversity program is seen as a strategy of gaining entry

into markets through hiring employees who are similar to customers.

While The Discrimination-And-Fairness Perspective, approaches the

diversity program as a way of eliminating discrimination and providing

equal opportunity. Based on qualitative data, the authors concluded that

all three perspectives can succeed to some extent, but only the

integration-and-learning perspective contains a rationale that will

motivate management and employee in a sustained manner to ensure the

long-term success of a diversity program.

4. Diversity initiative are more likely to succeed when employees

identify with their teams and the organization.

A fourth theory what is relevant to a consideration of when diversity

initiatives one more likely to succeeds is social identity theory which was

propounded by Turner (1986). This theory starts with the basic

assumptions that people are motivated to view themselves as positively

as they can and that a primary means of achieving this goal is to identify

with a group of people who are similar to themselves. Consequently,

there is a tendency to sort people into in groups and out-groups and to

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attribute to members of the out group the negative attributes of the group.

The implication is that factors in the workplace that trigger such

categorizations are likely to interfere with diversity effort by

encouraging, stereotyping, prejudice, and inter group conflict, whereas

those that encourage the adoption of a common identify facilitate

diversity efforts.

Lefleouitz (1994) supports that “There are powerful forces at work

in the typical organization that encourage employees to associate with

those like themselves and to reject outgroup members”. What can be

done to counteract these divisive pressures and encourage people from

different demographic groups to place priority on their team identity over

their demographic group identity? The research suggests that a crucial

first step is that they get to know each other as individuals. Harrison

(1998) distinguished between “surface-level diversity” in terms of race,

gender, appearance, age, and physical disability and “deep-level

diversity” with regard to attributes, beliefs, and values. Diversity in terms

of surface-level feature had negative consequences in the short term, but

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as persons interacted over time, deep-level diversity emerged as a more

potent force that benefited the group.

2.3 MEANING OF WORK TEAM DIVERSITY

the past decade, the term “diversity” has been widely used to refer to

the demographic composition of a team. In empirical studies, team

diversity is usually measured using the compositional approach, which

pocuses on the distribution of demographic attributes e.g. age, ethnicity,

gender-within teams. Studies of team diversity directly parallel the

methods that have been used to study organizational demography, which

is closely related to field study. Researchers studying team diversity and

organizational demography both assess the extent to which members of

an organizational unit are (dis) similar to each other. Furthermore, both

literatures use indices of variation to assess the composition of

organizational units (teams, departments, entire organisations).

In studies of team diversity and organizational demography,

numerous attributes have proved to be of inte4rest, including age, gender,

ethnicity, length of tenures in the organization, functional specialization,

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ATTRIBUTES THAT

ARE MORE LIKELY TO

BE TASK RELATED

ATTRIBUTES THAT ARE

MORE LIKELY TO BE

RELATIONSHIP ORIENTED

educational background, cultural values, and personality. These attributes

are referred to as the content of diversity

WORKFORCE DIVERSITY IN ENHANCING COOPERATION.

A scheme for categorizing the personal attributes of individuals

Source: CULTURAL DIVERSITY IN ORGANIZATION

Cox, T.H. Jar (1994): ACADEMY OF MANGMENT

EXECUTIVES 5. PP 545-548.

Broadly defined, the content of diversity can be classified as relations

oriented and task oriented Relations- oriented diversity refers to the

distribution of attributes that are instrumental in shaping interpersonal

relationships, but which typically have no apparent direct implications for

task performance. A term has been used here, relations- oriented diversity

is similar to social-category diversity. As the term suggests, task-oriented

READILY DETECTED

ATTRIBUTE

Department/unit membership

Organizational tenure

Formal credentials and titles

Education level

Memberships in professional

associations

Sex

Socio-economic status

Age

Race

Ethnicity

Religion

Political memberships

Nationality

Sexual orientation

UNDELYING ATTRIBUTES Knowledge and expertise

Cognitive skills and abilities

Physical skills and abilities

Gender

Class identity

Attitudes

Values

Personality

Racial/ethnic identity

Sexual identity

Other social identities

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diversity refers to the distribution of performance – relevant attributes.

As shown in the table about many attributes can be readily detected by

members of a group while other are psychological characteristics that

become evident as team members become personally acquainted.

A growing literature supports the general proposition that diverse

teams function differently from homogenious teams. Although the

mechanisms through which diversity operates are not yet fully

understood, existing theories point to two (2) fundamental explanations

both of which are likely to be time. Sociological explanations assume that

social groups complete with each other for materials and social resources,

creating a situation of conflict rather than cooperation. Within the

perspective, social groups are defined by demographic categories (e.g.

base or race, gender, age). Thus, readily detected attributes are the signals

that provide information about group membership and determine whether

interactions will be characterised by competition or cooperation. In

contract, many psychological explanation emphasize the role of

personality, cognition, and values as determinants of behaviour.

Psychological oriented researchers who focus on the role of individuals

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differences often assume that attributes such are age, gender, and race are

of littler theoretical interest- at best, they serve as convenient but weak

measures of more relevant underlying attributes such as beliefs and

values. Positioned between these two extremes is social identity theory,

which assumes that social and psychological processes mutually

influence each other.

2.4 RELATIONS- ORIENTED DIVERSITY AND TEAM

FUNCTIONING

When examining the effect of diversity on team functioning,

researchers have used a variety of indicators to assess intra-team

dynamics. Although cooperation is seldom measured directly, inferences

above the effects of diversity on cooperation can easily drawn from

studies that measure closely related constructs such as conflicts and

social integration.

GENDER:

Studies that have examine the relationship between gender

diversity have yielded mixed findings. For example in a labouratory

setting, members of mixed gender groups reported lower levels of

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“friendliness” and higher levels of conflict in comparison to

homogeneous work groups. In a field setting, Tani (1992) found that

being dissimilar to the group in terms of gender resulted in feelings of

lower social integration. Lewis (2000) also found that gender diversity

was associated with lower perceptions of collective efficacy in the group,

but the effect was too weak to reach conventional levels of statistical

significance.

RACE AND ETHNICITY

With regards to racial and ethnic diversity, early research into the

consequences of social desegregation within the U.S suggested that

increasing racial diversity in predominantly white communities led to

increased levels of racial conflict similarly, Pelled (1999) found that

racial diversity was associated with higher levels of emotional conflicts

in teams and also, racially diverse groups exhibited lower cooperation

compared to homogeneous groups.

AGE:

Along with the trend of an aging U.S workforce has come

increased interest in understanding intergenerational relationships within

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organizations. Yet most studies of age diversity within organizations

have focused on top management teams, where age diversity is somewhat

limited. Despite the restricted age ranges found in top management

teams, there is some support for the predictional made by social identity

theory. Knight (1999) found that top management team with greater age

diversity were less likely to engage in agreement-seeking behaviours that

could result in reaching strategic consensus. These researchers also

found that age diversity was associated with higher levels of

interpersonal conflicts, although the effect was not statistically

significant. Other studies on top management teams have found

significant relationships between age diversity and behavioural outcomes

that are assumed to result from conflict, such as turnover. Eisen Hardt

(1999) reported a contradictory finding in his own study. In work groups

with greater age diversity, employees reported experiencing less

emotional conflict. To explain this he also speculated that individuals

belonging to similar age role of team “Leader”.

The preceding review of research findings however, shows a

mixed pattern of results. Many studies indicates that team characterised

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by relations –oriented and table-related diversity are likely to be less

cohesion and experience lower levels of corporation. The observed

effects were weak, however, and in some cases the effects of diversity

were not statistically significant.

This mixed pattern of results does not disconfirm social identity

theory, however. Proponents of social identity theory recognize that

social categorization processes take place in a larger social context. The

larger social context, in turn, can attenuate or even reverse the negative

effects of social categorization process.

For work teams, the larger oganisational context serves as the

borde drop for perceptions of in-group and out-group status. Just as the

physical context can determine whether a person notices and attends to

certain visual or auditory ones, the social context may amplify or divert

attention to demographic cues. The organizational context also imbues

social identities (such as those based on gender or age) with meaning. As

have been proposed, team diversity is likely to benefit work force and

their individual members by increasing the connections between the team

and its external environment. Although there is little research that

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directly tests this proposition, the findings from several studies are

suggestive. Both relations-oriented and table-oriented diversity create the

motivation and the opportunities for team members to develop

relationships beyond the team‟s boundaries. Due to these relationships,

inter-team cooperation and communication are likely to be enhanced.

Furthermore, these relationships may serve the team‟s instrumental

purposes by giving the team greater access to information and other

resources in the external environment.

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CHAPTER THREE

3.1 THEORETICAL FRAME WORK

During the 1990s, workforce diversity rhetoric shifted to

emphasis, the business case for supporting workforce diversity. The box

below reports how the former CEO of Hewlett Packard, Hew Platt

(1998), described the new rhetoric. Essentially, he was pooling for a way

to convince his follow executives and mangers that to maintain and

mange workforce diversity effectively is a business necessity not only

because of the native of labour and product market day, but also because

a more divers work force relative to a homogeneous one-produces better

business results. He also believed that providing evidence to support

these claims would accelerate the rate of progress employers would make

in hiring and developing a more diversed workforce and produce

organizations that are more fully integrated across occupations and levels

of heirarely.

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THE BUSINESS CASE FOR DIVERSITY

Figure 02: THE BUSINESS CASE FOR DIVERSITY

Lew P. (1998): “comments to the diversity research network”,

Stanford business school Journal 4(3): 99-100.

3.2 VARIABLES

Business performance

Group processes

Productivity

Motivation

Workforce diversity

* Gender * Ethnicity

* Race

* Culture

(1) Seeking out and

using in full, the

capabilities of all

employees. Due to

talent shortages

(2) Realizing that

diverse workforce

are more likely to

produce better

results as regards

productivity

(3) Studying and

understanding

customers as if we

are them, fosters

communication and

understanding their

concerns.

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* Religion

Job satisfaction

Customer relations

Sales

Competition

Organisational policies

* Recruitment

* Selection

* Promotions

Organizational Diversity

* Work team diversity

* Cooperation within team

* Diverse organization

* Homogeneous organization

3.3 RESEARCH QUESTION

(a) Does workforce diversity have any negative import on productivity

in DANGOTE GROUPS?

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(b) How do DANGOTE GROUPS managements mange work

force diversity in their firm?

(c) How do DANGOTE GROUPS managements voring cohesion

into the general group process?

(d) What induces creativity among diverse workforce of

DANGOTE GROUPS?

(e) How often does workforce diversity encourage business

relationship from Dangote Group of companies, external

business environment i.e. the customers?

3.4 RESEARCH HYPOTHESIS

1. (H0): The productivity of the workforce is not dependent on their

diversity.

(H1): The productivity of workforce is dependent on their diversity

2. (H0): the productivity of work groups of the diverse workforce is

not dependent on group process.

(H1): The productivity of work groups of the diverse workforce is

dependent on group process.

3.5 RESEARCH DESIGN

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The research design is a survey and non-interventional study type.

This enabled the cleanification of the core concept of the effect of

workforce diversity on organisation‟s performance in Dangote Group of

companies, Ilorin plant. This in turn, made the study descriptive and

explanatory in native.

3.6 POPULATION, SAMPLE AND SAMPLING ECHNIQUE

The population for this study consists of all manufacturing and

service organizations while the sample is the entire workforce of Dangote

Group of companies, Ilorin plant. Because of the ability of the researcher

to conduct a survey research type and also since the organization in study

is located within the Ilorins metropolis. Thus, it facilitate conveniency in

sampling. The sample units are members of staff in the data,

administrative and production departments as well as the marketing and

Research and Development.

This is because they posses a principal relationship with the

research topic. Simple random sampling was the sampling technique

employed to ensure that all the employees in all the above listed

departments are given equal exchange of being selected for the study.

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3.7 SOURCES OF DATA

Two vital sources of data (primary and secondary sources) were

used for effective crystallization of the study in other to bring the major

data into reality.

3.7.1 PRIMARY SOURCE OF DATA

This was derived through the administration of questionnaires to

the respondents, which was further processed and analysed. Additionally,

interview and observation were also used to compliment and corroborate

the data sourced through the questionnaire.

3.7.2 SECONDARY SOURCE OF DATA

Data were derived here through the examination of existing

records of the organization such as; source books, reliable work of other

researchers and authors that was consulted. These includes journals, text

books, workshop papers and write-ups, among others.

3.8 METHOD OF DATA COLLECTION

Data were collected from target respondents through the

questionnaire administrative technique. Questionnaire was the instrument

used or employed (see appendix I). the questionnaire which was

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validated by the research supervisor, consists of two sections. These

sections A and B namely are segmented as follows: section A was

structured to obtain personal information about the respondents, while

section B was structured to obtain information relating to the subject

matter. However, a total number of ninety two (92) questionnaires were

administered to the sample.

Open-ended and close-ended questions were used. Open-ended

question was used to enable the respondents give more adequate

presentation of answers to the questions asked, while close-ended

questions were use to help keep the questionnaire to a reasonable eight

and therefore encourage responses and validity in terms of

representatives of the returns with its alternative structure.

Interview using checklist as its-instrument was also conducted with

members of staff of Dangote Group of companies, Ilorin plant. This was

however employed to get information that might not be disclosed through

questionnaire administration. The technique was applied by questioning

respondents orally, this has greatly allowed getting more held

information in some items contained in the questionnaire.

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Observation of members of staff as well as the work environment

with the aid of checklist serving as its instrument (appendix II) was done

to assist in corroborating data collected through the other techniques.

Examination of the company‟s existing records, i.e. corporate files was

also used to obtain information with the use of checklist as its instrument.

3.9 VALIDITY AND RELIABLITY OF INSTRUMENT

This research study was carefully and critically examined by my

supervisor, through this process necessary corrections and amendments

were made. Thus, establishment of the construct validity was achieved.

The content validity on the other hand was establish through other

scrutiny of the research report by specialists in the area of study, while

the grammar was duely edited by a specialist of English Language.

Test-retest technique was also employed so as to ensure that the

instrument employed were reliable.

3.10 METHOD OF DATA ANALYSIS

3.10.1 Data were analysed by employing the use of simple percentages,

this shows at a glance the respondents views on a question.

36

SAMPLE PERCENTAGE FORMULAR:-

X X 100

N 1

Where X= Expected/actual Response

N= Total Response

3.10.2 Chi-square (X2) analysis was also used to determine the degree of

relationship between the variables and test the hypothesis.

Chi-square formula:-

i –n

n

Where ∑ = Summation

of = observed frequency

Ef = expected frequency

n = number of boxes

The decision is made at the level of significance = 0.05 and at

appropriate degree of freedom = (r – 1) (c – 1) i.e.

(row – 1) (column – 1).

Where df = degree of freedom, r = total number of rows

∑ (of – Ef)2

Ef

37

c = total number of columns. When the expected value of X2 exceeds the

table value of X2 at = 0.05 and at specific degree of freedom, the null

hypothesis is rejected, and th3e alternative hypothesis is accepted.

Likely hood ration shows the significance of the X2, while the

linear by linear association shows the correlation coefficient between 2

variables. If the correlation is positive and if negative it means the

relationship is positive and if negative it means the relationship is

negative. If is also used to indicate the strength in relationship, anything

below (.5) is weak and anything above it is strong.

38

CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

4.1 RESPONSE DATE: out of ninety two questionnaires

administered, only ninety were returned. This represents (98%) of the

response rate. This rate therefore can be accepted for any analysis

because it is high enough and there is no reason for suspecting any bias in

the result of this study owing to non-response from the very few subjects.

4.2 DEMOGRAPHIC CHARACTERISTICS OF THE

RESPONDENTS

4.2.1 SEX OF RESPONDNETS

FIG. 3: Pie-chart choosing distribution of respondent by sex

Source: Author‟s fieldwork, 2008.

MALE

FEMALE

Male 2600-

Female 1000-

KEY

39

The chart above reveals that the male sex constitutes a greater

proprotion of their workforce. This is so because of the nature of work

which is manufacturing or production the organisation is involve in.

4.2.2 AGE OF RESPONDENTS

Fig 4: pie-chart showing distribution of respondnets by age.

Source: Author‟s fieldwork, 2008

The chart above reveals that the workforce by Dangote Grop of

companies; ilorin, plant has a greater number of youths and middle age.

This expressed the nature of work the organisation is engaged in

4.2.3 YEARS OF EXPERIENCE

FIG 5: pie-chart showing distribution of respondents by years of

experience.

20-35 Years

320-50 Years

20-35 years

2480

36-50 years

1120

KEY

40

Source: Author‟s Fieldwork, 2008

The figure above shows that most of the workers have not spend

more than 15 years with the company. This conotates with the age of the

organization itself.

4.2.3.1 MANPOWER STATUS OF RESPONDNETS.

FIG 6: Pie-chart showing distribution of respondents by manpower

status.

Source: Author‟s Fieldwork, 2008

0-5 years

1410

6-10 years

1200

15 years

and above

430

KEY

0-5 years

6-10 years

15 years

and above

KEY

HIGH LEVEL MANPOWER

MIDDLE LEVEL MANPOWER

LOW LEVEL MANPOWER

1920

LOW-LEVEL

HIGH-

LEVEL

480

LOW-LEVEL

MIDDLE –

LEVEL

1920

41

The figure above reveals that the management levels cut across the

work organisation. It further reveals that the low level man power is the

most populated because of their core involvement in production of

goods. The middle level manpower are involved in supervision and are

thus less populated as compared to the low-level manpower. The high

level manpower is usually the least populated and is involved in policy

formulations due to their strategic role in the whole organistion.

4.2.5 DEPARTMENTS ANALYSED

FIG 7: pie-chat showing distribution of respondents by department


The figure above reveals that the production department has the largest

share of workforce. This further shows that most of the operation in the

KEY

H.R

PRODUCTION

MARKETING

OTHERS

2000

PRODUCTION

400

H.R

800

MARKETING

400

OTHERS

42

organization is a production based on the effect of workforce diversity is

more intense in such department.

4.3 THE EFFECT OF WORKFORCE DIVERSITY ON

PRODUCTIVITY

Table 2: Distribution of respondents‟ perceived effect of workforce

diversity on productivity

PERCEIVED EFFECT FREQUENCY PERCENTAGE

Effective 88 97.8

Ineffective 2 2.22

Total 90 100


The above table reveals that workforce diversity can be considered

effective on productivity at Dangote Group, Ilorin plant. This was further

confirmed from the statistics in the table which shows that 97.8 of the

respondents agreed to its effectiveness.

Table 3: distribution of respondents‟ perceived effect of managing

workforce diversity performance

43

PERCEIVED

EFFECTIVENESS

FREQUENCY PERCENTAGE

Effective 80 88.9

Ineffective 10 11.11

Undecided 0 0

Total 90 100


The above table reveals that members of staff agreed that the

managements in Dangote manages workforce diversity effectively, this in

turn contributes to the level of performance of the organization. This was

however corroborated from the value of percentage (88.9%) of the

respondents who agreed that workforce are effectively managed in the

organization.

44

Table 4: Distribution of respondents‟ perceived effect of workforce

diversity on cohesion in the general group process.

RESPONSE FREQUENCY PERCENTAGE

Yes 88 97.8

No 2 2.22

Total 90 100


The table above reveals that effective organization of the workforce

diversity will about cohesion in the general group process, thereby

increasing the level of participation of each worker and this in turn will

improve the performance of the organization.

45

Table 5: distribution of respondents‟ perceived effect of creativity

among the diverse workforce on productivity.

PERCEIVED

EFFECTIVENESS

FREQUENCY PERCENTAGE

Effective 82 91.11

Ineffective 8 8.9

Total 90 100


The table above reveals that large proportion of the respondents agreed

that creativity among the individual diverse workforce has an effect on

productivity. This further reveals that creativity among diverse workforce

improves productivity in the organisation.

Table 6: distribution of respondents‟ perceived level of information

dispersion among the diverse workforce.

PERCEIVED LEVEL FREQUENCY PERCENTAGE

High 75 83.33

Low 15 16.7

Total 90 100

46


The above table reveals that effective and unbiased dissemination

of information among the diverse workforce has aided the maintenance

of a conducive environment in the organization. This further shows that

the level of information divulged by the workforce improves the

productivity in the organization.

RESPONSE FREQUENCY PERCENTAGE

Yes 78 86.7

No 12 13.33

Total 90 100


The above table reveals that effective communication between the

workforce of the organization and its customers has helped to foster a

high level consumer loyalty, which in turn facilitates a high level

customer base or market share and improvement in the level of

productivity.

47

Figure 7: Histogram showing the distribution of respondents perceived

effect of workforce diversity on general group process performance.

100-

90-

80-

70-

60-

50-

40-

30-

20-

10-

0

Degree of Effectiveness


The histogram above reveals that large proportions of members of

staff agreed that workforce diversity has a great impact on general group

process, which if well coordinated will give greater results in

productivity.

Effective ineffective undecided

% o

f T

ota

l R

esp

on

se

48

FIG 8: Histogram showing the distribution of respondents view of

diversity of race on workforce performances.

100-

90-

80-

70-

60-

50-

40-

30-

20-

10-

0

Respondents’ Perception

Source: Author‟s field work, 2008.

The histogram above reveals that a large numbers of the workforce

agreed that diversity is race of workforce posses no negative influence on

workforce performance. Which means work forces; racial differences

even contributes to productivity of the organization.

Yes Undecided No

%

of

To

tal

Res

po

nse

49

Fig 9: Histogram showing the distribution of respondents perceived

effect of motivation on diverse workforce.

100-

90-

80-

70-

60-

50-

40- -

20-

10-

0

Degree of Effectiveness

Source: Authors Fieldwork, 2008

The histogram above reveal that a large number of the staff agreed

to the manner in which staff are motivated in the organization. They also

believed the motivation practices are done without bias in regards to

racial discrimination. This in turn has foster a conducive working

environment and enhance worker‟s productivity.

% o

f T

ota

l R

esp

on

se

Effective undecided ineffective

50

4.4 TESTING THE HYPOTHESIS

Hypothesis 1

H0: Productivity is non dependent on workforce diversity.

H1: Productivity is dependent on workforce diversity

Table 8: distribution of respondents by perception on productivity‟s

dependence on workforce diversity.

Case processing summary.

Variable CASE

Productivity and

workforce diversity

Valid Missing Total

N percent N percent N Percent

90 97.8% 2 2.2% 92 100.0%

Chi-square tests

Method of analysis Value df Asymp. Sig.

(2-sided)

Pearson chi-square 11.826 4 .019

Likelihood Ratio 13.774 4 .003

Linear-by-Linear 1.172 1 .279

N of valid cases 90

a. 2 cells (22.2%) have expected count less than 5. the minimum expected

count is 2.64.

source: Author‟s fieldwork, 2008.

51

Since the computed value X2 11.826 is greater than the critical

value 5.02, we reject H0 and accept H1, and this shows the presence of a

significant relationship between workforce diversity and productivity in

the organization under consideration. We therefore conclude that

productivity is dependent on workforce diversity.

HYPOTHESIS 2

H0: Productivity is independent on creativity of diverse work group

H1: Productivity is dependent on creativity of diverse work group

Table 9: distribution of respondents by perception on productivity

dependence on creativity diverse work group

Case processing summary

Variable CASE

Productivity and

diverse work

groups creativity

Valid Missing Total


20 97.8 2 2.2% 92 100.0%

52

Chi-square tests


(2-sided)



Linear-by-Linear .941 1 .332

N of valid cases 90

a A cell (33.3%) here, expected count less than .5 the minimum expected

count is 19.


Since the complex X2 value (18.850) is greater than the critical

value 5.02, we reject H0 and accept H1. These show that there is a

significant relationship between productivity and diverse work group‟s

creativity in the organization under consideration. Therefore, we

conclude the productivity is dependent surely on diverse work group‟s

creativity.

HYPOTHESIS

H0: Productivity is non dependent on customer relationship

H1: Productivity is dependent on customer relationship.

53

Table 10: Distribution of respondents by perception on productivities

dependence on customer relationship.


Variable CASES

Productivity and

customer

relationship

Valid Missing Total


90 97.8 2 2.2% 92 100.0%

Chi-square tests


(2-sided)



Linear-by-Linear 11.839 1 .001

N of valid cases 90

a. 3 cells (33.3%) here expected count less than 5.

The minimum expected count is 2.08


Since the computed value of X2, (15.536) is greater than the

critical value 5.02, we reject H0 and accept H1, this shows that there is a

significant relationship between productivity and customer relationship in

54

the organization under consideration. Therefore we can conclude that the

productivity is dependent on customer relationship.

HYPOTHESIS 4

H0: Productivity is non dependent on communication diverse work

groups.

H1: Productivity is dependent on communication between diverse work

groups.

Table 11: Distribution of respondents by perception on productivity

dependence on communication.


Variable CASES

Productivity and

communication

Valid Missing Total


90 97.8 2 2.2 92 100.0

55

Chi-square tests


(2-sided)




N of valid cases 90

a 3 cells (33.3%) have expected count less than 5. the minimum

expected count is .19

Source: Author‟s field work, 2008.

Since the computer X2 value (17.937

a) is greater than the critical

value 5.02, we reject H0 and accept H1. This shows that there is a

significant relationship between productivity and communication among

diverse work groups in the organization under consideration. Therefore,

we conclude that productivity is dependent on communication among

diverse work groups.

56

HYPOTHESSIS 5

H0: Productivity is non dependent on age of diverse workforce

H1: Productivity is dependent on age of diverse workforce.

Table 12: Distribution of respondents by perception on productivity‟s

dependence on Age of diverse workforce.


Variable CASES

Productivity and

age of diverse

workforce

Valid Missing Total


90 97.8 2 2.2 92 100.0%

Chi-square tests


(2-sided)

Pearson chi-square 7.355a 6 .289



N of valid cases 90

a. 7 cells (58.3%) have expected count less than 5.

The minimum expected count is .38


57

Since the computed X2 value (7.355) is greater than 5.02, we reject

H0 and accept H1. This shows that there is a significant relationship

between productivity and age of diverse workforce in the organization

under consideration.

4.5 LIMITATION OF RESEARCH METHODOLOGY

1. Lack of time due to divided attentions giving to other academic

activities demanding and competing for such time as well as

financial resource

2. Non-response as regards the return of ninety out of ninety two

questionnaires administered in the organization under

observation.

58

CHAPTER FIVE

Summary, conclusions, and recommendations

5.1 SUMMARY

Workforce diversity and performance in the organization are like 2

sides of the same coin. There is need to find out the effects of workforce

diversity on organisation‟s performance. This study is limited to the

general workforce of Dangote Group of companies, Ilorin plant. And

strictly hopes to serve organizations in finding out the effects of

workforce diversity on productivity and also prospering ways to

improving it.

Sizeable literatures which are contemporary to the subject matter

were reviewed, the literature tremendous impact/effect on business‟

performance in various companies. The study also shows various ways in

which workforce diversity‟s positiveness can be harnessed through

group-processes, customer relationship, among others. The study

however, is a non interventional and highly descriptive natured one.

Ninety two subjects were initially proposed to be randomly chosen

for the study, but along the line, 90 (ninety) questionnaires were the only

59

ones retrieved, reducing the subjects under study by two (2). Data was

collected mainly by the rise of questionnaire administrators techniques

from the subjects; other materials used include the examination of

existing records, interview and observation of the workers.

The questionnaire was validated content wise by specialists in the

field of study and construct wise by my supervisor. At test retest method

was employed to ensure its reliability. While the grammar was edited by

a grounded specialist in the field of English Language.

Analysis of the data were done through the use of percentage and

chi-square. The response rate was 84%, which was considered high

enough and no bias could have been to have any damaging effect on the

findings.

Workforce diversity was discovered found to have positive effects

on the performance of Dangote Group of companies, Ilorin plant. The

way management and work group leaders managed the diverse workforce

in the organization has been found to promote positive group and inter-

group processes, quality of decision making, improvement in motivation,

encouragement of cohesion among work groups, high level of customer

60

relationships, teamwork, and above all the improvement of productivity

of workers at the organization.

From the tested hypothesis, it was found that having a diverse

workforce and harnessing it properly it properly presents a cornucopia of

benefits which will improve the productivity of an organization. It was

therefore concluded that workforce diversity has effect on productivity

and ways of harnessing and improving the benefits of workforce diversity

was given as recommendation for better improvement.

5.2 CONCLUSION

In view of the above (i.e. summary), this study can be further

investigated in any company and the result will still come out as the

same. It is therefore pertinent to note that well managed workforce

diversity in an organization will lead to improved performance. This

shows that without an appropriately managed workforce diversity. There

will be absence of cohesion and teamwork which will pose a threat of

disintegration among the workforce and in turn affect the organization in

the area of goal achievement as well as its going-concern. But if well

managed as earlier stated, achievement of organizational goals and

61

objective as well as continuous existence (going concern) of the company

will be guaranteed.

It is however hoped that if management of organizations alike,

consult and resort to suing the findings and recommendations made by

this study, their level of productivity will be improved. This will in turn

lead to achievement of harmony in the organization, achievement of

goals, i.e. profitability, capturing large market share, getting higher

customer satisfaction, recording high level of productivity, survival,

growth, among other. With all these achievements, the longetivity and

success of the organization is guaranteed and increasing job opportunities

and contributing towards the general nation‟s economy development will

also be satisfied and guaranteed.

5.3 RECOMMENDATION

Despite mixed result regarding the impact of workforce diversity

on organisation‟s performance, research and theory clearly indicate that

the outcomes of a diversity initiative depend heavily on how the diversity

initiative is managed. The findings of this study however offer specific

62

steps organizations can take to reap the benefits of a diverse workforce.

These are as follows:-

BUILD SENIOR MANAGEMENT COMMITMENT AND

ACCOUNTABILITY:

A key element of any successful organizational intervention is

senior management commitment to the intervention. Diversity is no

different, because organizational barriers to diversity are often systemic,

subtle, and deeply ingrained in the organization, leveraging diversity for

the benefit of the organization requires on going and consistent

leadership. Success also requires that line management, as opposed to

human resources, own the diversity strategy and hold managers

accountable for leveraging diversity. Many organization establish

executive-level diversity councils chained and composed of senior line

mangers who are responsible for ensuring that diversity issues are

addressed, communication, and acted upon in their homes organizations.

Holding mangers accountable for addressing barriers to building a

workforce that mirrors the demographic made-up of the available internal

63

and external labour markets represents another common strategy used to

build commitment.

Diversity interventions means change for organization, and visible,

active, and on going senior management involvement and commitment

are critical to the change effort.

CONDCUT A THOROUGH NEEDS ASSESSMENT.

There is no single best way to manager diversity. To be effective, a

workforce diversity initiative must be tailored to the situation, including

the culture and unique business and people issues forcing the

organization. A thorough needs assessment of the people jobs, and

organization ensures that issues related to workforce diversity are trained

accurately and that the right interventions are identified.

The needs assessment therefore, will help an organisation navigate

the wide range of openings and pick those interventions that best address

organization needs.

At the level of the people and their jobs, element of an effective

needs assessment process includes understanding the business challenges

facing the organization, analyzing the current demographic make-up of

64

the organization, including workforce flow (i.e. new lives compared to

labour market availability, promotion rates, turnover rates), and

understanding employee attitudes (e.g. perception of diversity, need for

work/family benefits).

Employee surveys, focus groups, and exist interviews can be

particularly useful in uncovering the often subtle and systemic issues

facing the organization.

DEVELOP A WELL-DEFINED STRATEGY TIED TO BUSINESS

RESULTS:

Typing the workforce diversity strategy to business results in a

realistic way is the foundation of a successful diversity initiative. The

workforce diversity strategy guides decision making and builds the

business case for employee. For meaningful change to occur in an

organization, employees must understand and embrace the business case

for change. Organizations and researcher her posited several potential

competition advantages of workforce diversity, including enabling

organizations to compete for the best talent, competing more effectively

in the market place by understanding the demands of a diverse customer

65

base, enhancing the creativity and problem-solving effectiveness of work

teams, and reducing cost associated with turnover, absenteeism, and lack

of productivity.

EMPHASIZE TEAM-BUILDING AND GROUP PROCESS

TRAINING:

Once a diverse group of employees is lived and recruited with a

variety of skills and perspectives, steps are needed in the diversity

initiatives to ensure that these skills and perspectives are actually used to

improve task performance. Capitalizing on the strengths that individual

members bring to the team requires knowledge and understanding of the

unique contribution each member can make to the group. Diverse work

groups are believed to perform better over time, largely because time

allows group members to develop a deeper-level, interpersonal

understanding beyond demographic characteristics.

Facilitating the acquisition of interpersonal knowledge through

team-building efforts can accelerate the team‟s ability to draw upon these

unique skills. Team-building efforts that encourage group members to

share information about their unique backgrounds, skills and experiences

66

will keep teams develop a deeper understanding of the resources

available to the team. Sharing information about task-related abilities and

characteristics may also foster “interpersonal congruence” refers to the

extent to which team members perceptions of themselves and their

unique skills and abilities match the perception that others have about

them.

5.4 SUGGESTIONS FOR FURTHER STUDIES

Certain selected areas of study are considered relevant to this study

and suggested for further research. These includes:-

1. The study of workforce diversity in relation to improvement in

organization‟s performance level

2. Leveraging diversity of workforce to improve business

performance.

3. Implementing actions organizations can take to manage

workforce diversity effectively

4. How to establish metrics and evaluate the effectiveness of

workforce diversity initiatives.

67

BIBLIOGRAPHY

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organization. MET, G.B. Pp (22-28)

ADEDO, M.A (2006): GUIDE TO PROJECT WIRTING: AN

INTRODUCTION OLAD PUBLISHERS,

ILORIN pp 2-25.

Bentel, K.A & Jackson, S.E (2001): Top management and innovations in

banking. Oxford Clarendon Press, 2002: 10-11

Bowers, C.A (2000): The impact of identity orientation on individual and

organizational outcomes in demographically diverse

settings. Academy of management reviews, 25: 82-

101.

Brickson, S. (2000): When member homogeneity is needed in work

teams: a meta-analysis. Small group research journal

31, Pp (305-327)Corporate leadership Council: (2003,

July). Recruiting, retaining, and developing diverse

employees. Retrieved September 30, 2008, from

http://www.corporateleadershipcouncil.com.

Cox, T.H, Jr. (1994): Cultural diversity in organization. Academy of

Management Executives, Review 5,:545-548.

Drac-Zachavy, A., & Erez, M. (2002): challenge versus threats effects on

the goals-performance relationship. Organizational

Behaviour and Human Decision Process. Mc Graw-

Hill inc, USA. Pp (567-582).

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Elass, Pr.M, & Graves, L.M (1997): Demographic diversity in decision-

making groups: the experience of women and people

of colour. Academy of management Review, 22, Pp

(946-974).

Harteman, L.S., & Edmundson, D.F (2999): Cultural diversity in small

businesses: implications for firm performance.

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219.

Jackson, S.E. (1995): Team composition in organizations MET, G.B Pp

(1-12)

Koontz, H (1993): Management: a global perspective. Mc Graw-Hill .in

USA pp (59-51).

William, K. (1998): Demography and diversity: a review of 40 years of

research. Journal of Research in organizational

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Richard, S. (2002): Making the connection between formal human

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12: 77-79.

69

APPENDIX I

Better of Introduction

Business Administration,

Department,

Al-Hikmah University.

Ilorin.

Kwara State.

20th

Sept., 2008.

Project Title: THE EFFECT TO WORKFORCE DIVERSITY ON

ORGANISATION’S PERFORMANCE A CASE STUDY OF DANGOTE GROUPS OF COMPANIES

Dear Sir/Ma,

I would very much appreciate it, if you will kindly complete this

questionnaire that would assist me in completing my final year project.

The question are designed to carryout a research work on the effect

of workforce diversity on organisation‟s performance.

All information given will be treated with the strictest confidence

and purely for academic purposed.

Your faithfully,

ABDULLAHI ADEWUMI SULAIMAN

70

Appendix II

QUESTIONNAIRE

Instruction:

Please tick in the box ( ) corresponding to whatever your choice(s) are

or state briefly where necessary.

SECTION A: (Personal data)

1. Gender

(a) Male ( ) (b) Female ( )

2. Department

(a) finance ( ) (b) H.R ( ) (c) marketing ( )

(d) production ( )

3. Management Levels:

(a) Top Level ( ) (b) Middle level ( ) (c) Low level ( )

4. working experience with organization

(a) 1 – 3year ( ) (b) 4 – 6year ( ) (c) 6 year and above ( )

5. Academic Qualifications:

(a) Primary Education ( ) (b) Secondary Education ( )

(c) Professional/certificate/Diploma ( )

(d) University Degree ( )

(e) NCE and other ( )

6. Age Group:

(a) 20 – 30 ( ) (b) 31 – 40 ( ) (c) 41-50 ( )

(d) over 60 ( )

7. Tribe:

71

(a) Yoruba ( ) (b) Hausa ( )

(c) Igbo ( ) (d) Fulani and others ( )

8. religion:

(a) Muslim ( ) (b) Christian ( )

(c) traditional ( ) (d) others ( )

9. nationality:

(a) Nigerian ( ) (b) Foreigner ( )

10. Race/ Colour:

(a) white ( ) (b) black ( )

(c) red ( ) (d) Caucasian ( ) (e) others ( )

SECTION B

11. Do you think that workforce diversity have any impact on the

productivity of the company?

(a) Yes ( ) (b) No ( ) (c) Undecided ( )

12. If yes, what will be the level of impact?

(a) V. high ( ) (b) High ( ) (c) V. low ( ) (d) Low ( )

13. How do the organizations management manage diversity among the

workforce in your company?

(a) Very effectively ( ) (b) Effectively ( ) (c) Undecided ( )

14. Is there cohesion in the general group process at your organization?


15. If yes, what is your perception of the level of cohesion in the general

group process?

(a) Very high ( ) (b) High ( ) (c) Low ( )

(d) Very low ( ) (e) Undecided ( )

72

16. What do you perceive the general group process performance is?



17. Do you fell there is creativity among diverse workforce of your

organization?


18. If yes, what induced creativity among diverse workforce in your

organization.

(a) Motivation ( ) (b) training ( ) (c) cooperation with

terms ( ) (d) competition ( ) (e) none of the above ( )

19. Arrange in order of influence on promotion the under listed fact

starting with the weightiest factor

(a) Gender ( ) (b) level of performance ( ) (c) preferential

treatment as regards ( ) (d) race ( )

20. Is there any smooth communication process in your organization?

(a) Yes ( ) (b) No ( )

21. How would you perceive the level of communication as regards

information dispersion among the diverse workforce in your

organization?



22. How often does staff meanings hold in your organization, so as to

address negative impacts of diversity among workforce are well as

other labour relations issued?

(a) Very often ( ) (b) often ( ) (c) not at all ( )

73

23. Do you feel there‟s any impact of workforce diversity in the

encouraged relationship between your organization and its customer

(a) Yes ( ) (b) No ( )

24. If yes, what is your perception of the level of relationship?

(a) Very high (b) High ( ) (c) Very low ( ) (d) Low ( )

25. Does your organization have any customer relations officer?

(a) Yes ( ) (b) No ( )

26. If yes, is it segmented on:

(a) Gender (b) Religion ( ) (c) Tribe ( )

(d) Colour/race ( ) (e) None of the above ( )

27. Is there evidence of domination by under listed factor in the

management of your organization

Yes No

a. Tribe ( ) ( )

b. Religion ( ) ( )

c. Gender ( ) ( )

d. Race ( ) ( )

28. If a is yes, which tribe

(a) Hausa ( ) (b) Yoruba ( ) (c) Igbo ( ) (d) Others ( )

29. If b is yes, which religion?

(a) Muslims ( ) (b) Christian ( ) (c) Traditional ( )

(d) Other ( )

30. If c is yes, which gender?

(a) Male ( ) (b) Female ( )

74

31. Kindly state in few words. How you feel the performance of

workforce diversity can be improved in your company.

75

APPENDIX III

CHECKLIST . FOR INTERVIEW AND OBSERVATION.

1. Business performance

2. Group/team processes

3. Productivity

4. Diversity demography

Workforce

Gender

Religion

Tribe

Culture

Age

5. JOB SATISFACTION

6. Customer Relation

7. Sales

8. Organizational Diversity

1. How has workforce diversity affect your business performance?

2. How does you management coordinate group/team processes to

achieve productivity?

3. How high is the level of productivity?

4. How does your organization mange their work force diversity in

terms of:

a. Gender

b. Religion

76

c. Tribe

d. Age

5. What is the level of job satisfaction of your staff?

6. How do you perceive the level of customer relations between your

organization and its customers?

7. What is the influence of workforce diversity on sales?

8. How do your organization cope with the organizational diversity?

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APPENDIX IV

Pie-chart calculations on demographic characteristics of the

Respondents.

1. Sex of respondents

MALE = 65 x 3600 = 260

0

60

FEMALE = 25 x 3600 = 260

0

60

2. Age of respondents

20-35 years = 62 x 3600 = 242

0

90

36-50 years = 28 x 3600 = 112

0

90

3. Years of experience

0-5years = 36 x 3600 = 144

0

90

6-10years = 30 x 3600 = 120

0

90

15years and above = 24 x 3600 = 96

0

90

4. manpower status of respondents.

High level manpower = 12 x 3600 = 48

0

90

Middle level manpower = 30 x 3600 = 120

0

90

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Low level manpower = 48 x 3600 = 192

0

90

5. DEPARTMENT ANALYSED

Production = 50 x 3600 = 200

0

90

Marketing = 20 x 3600 = 80

0

90

H.R = 10 x 3600 = 40

0

90

OTHERS = 10 x 3600 = 40

0

90

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Documents

The Effect of Workforce Diversity on Organ is at Ions Performance FULL PROJECT