Four hypotheses were set to verify the relationship between workforce diversity including sexual diversity, generation diversity, education level diversity, and language background diver
INTRODUCTION
Background of the Study
The global workforce is undergoing significant changes, prompting companies to diversify their employee demographics to enhance creativity, innovation, and competitive edge in the market This shift towards workplace diversity, characterized by the collaboration of individuals from various socio-cultural backgrounds, has garnered increased interest from business researchers and Human Resources managers (Kundu, 2001).
Workforce diversification in companies is a response to changes in the labor force driven by globalization, migration, and advanced technology Globalization connects countries and popularizes multinational corporations, while improved transportation infrastructure facilitates worker migration across borders and regions According to Ekot (2017), the rise of globalization has intensified competition among businesses, contributing to workforce diversification in industrialized companies Additionally, increased awareness among women regarding economic independence and empowerment has driven gender diversity in the workplace Furthermore, advanced technology plays a crucial role in diversifying employee demographics by connecting individuals from different parts of the world and providing more opportunities for suitable employment.
Diversity in employee demographics enhances creativity and innovation within companies, leading to quicker decision-making and a broader talent pool, ultimately increasing competitiveness in the global market Gumede (2016) emphasizes that workplace diversity improves problem-solving, communication, adaptability to market changes, and fosters innovation This diversification directly impacts human resources, regarded as a company's most valuable asset, and any workforce changes can significantly influence overall operations and productivity Companies with diverse staff can accelerate innovation, product and service development, and effective problem-solving through varied employee perspectives, thereby enhancing their competitive edge and increasing market share and profits.
The growing diversity in the workforce presents significant value to companies, prompting managers to accurately assess how these characteristics influence employee performance Understanding this relationship allows businesses to harness the benefits of diversity while mitigating potential drawbacks Consequently, the increasing focus on workforce diversity has spurred organizational researchers to conduct extensive empirical studies across various organizations These studies have demonstrated that workforce diversity is a crucial factor that can significantly impact overall productivity and labor efficiency, resulting in both positive and negative outcomes for organizations.
Objectives of the Study
The most important objective of the study was to evaluate the effect of workforce diversity on employee performance with the population being employees of GE Renewable Energy Haiphong
The specific objectives of this study are:
To investigate the relationship between gender diversity and employee performance
To evaluate the relationship between age diversity and employee performance
To examine the relationship between education background diversity and employee performance
To assess the relationship between language background diversity and employee performance
Research Questions
The study’s target is to answer four research questions below:
Does gender diversity influence considerably on employee performance?
Does age diversity influence considerably on employee performance?
Does education background diversity influence considerably on employee performance?
Does language background diversity influence considerably on employee performance?
Research Hypothesis
H0: Gender diversity does not have considerable effects on employee performance
H1: Gender diversity has considerable effects on employee performance
H0: Age diversity does not have considerable effects on employee performance
H1: Age diversity has considerable effects on employee performance
H0: Education background diversity does not have considerable effects on employee performance
H1: Education background has considerable effects on employee performance
H0: Language background diversity does not have considerable effects on employee performance
H1: Language background diversity has considerable effects on employee performance.
Significance of the study
This study aims to explore the impact of workforce diversity on labor efficiency, specifically examining the correlation between employee diversity and performance within a manufacturing company.
In today's technology-driven and globalized world, workforce diversity has become increasingly significant for organizations, governments, and academia For manufacturing companies, recognizing the level of workforce diversity is crucial for implementing effective human resource policies, enabling employees to collaborate successfully despite their differences This study, along with existing research, offers valuable insights into labor force diversity across various regions, assisting governments in enforcing appropriate labor laws and ensuring organizational compliance Additionally, it serves as a reference for researchers interested in exploring the connection between a diverse workforce and employee productivity.
Scope of the Study
This study focused on GE Renewable Energy Hai Phong, exploring the impact of workforce diversity on employee performance It specifically investigated four key dimensions of diversity: gender, age, educational background, and language Utilizing a random sample of 88 participants, including managers, engineers, supervisors, and workshop operators, the research gathered insights on how differences among employees influence productivity in both individual and team work activities.
Structure of the Study
The thesis consists of five key chapters, beginning with an introduction that outlines the academic context, problem statement, research objectives, significance, scope, structure, and limitations of the study Chapter two reviews relevant literature and theories, focusing on the impact of a diverse labor force on worker effectiveness In chapter three, the research methodology is detailed, covering various techniques and methods employed to meet research goals, including research design, population, sample size, sampling techniques, data collection, and analysis Chapter four presents the analyzed data, detailing the demographic characteristics of respondents, descriptive results from questionnaires, and hypothesis testing related to the research aims Finally, chapter five discusses and summarizes the findings, concluding with insights into the relationship between workforce diversity—encompassing gender, age, education level, and language proficiency—and labor efficiency.
Limitation of the Study
This study has four primary limitations: Firstly, it was conducted within a manufacturing company, limiting the applicability of its findings to other types of organizations Secondly, the research was conducted over a short time frame, which restricts the ability to observe changes in the workforce over time Additionally, the focus on only four factors of workforce diversity does not capture the full complexity of its impact on employee effectiveness Lastly, data limitations arose from surveying a small sample size and relying on secondary resources provided by the personal sponsor.
REVIEW OF RELATED LITERATURE
Literature Review
Employee performance is a critical aspect of any organization, defined as the application of expert knowledge, skills, and adaptability to accomplish assigned tasks in a dynamic work environment Effective performance is a multi-faceted process that involves planning, managing, improving, and appreciating individual and team efforts Research has consistently shown that employee performance is a key factor in driving business success, with well-designed training programs playing a vital role in enhancing productivity and overall organizational performance.
Diversity encompasses the various social identities, including race, ethnicity, age, gender, sexual orientation, and other cultural factors that distinguish individuals within a community Each person’s unique characteristics contribute to the richness of a diverse community As noted by Bell (2013, cited in Gumede, 2016), diversity highlights the recognized differences in age, gender, ethnicity, religion, family status, social class, appearance, and other socio-cultural identities, which significantly impact interpersonal relationships.
Workforce diversity, as defined by Jayawardana and Priyashantha (2019), refers to the demographic variety among salaried individuals, encompassing factors such as age, sex, race, educational background, attitudes, and beliefs within an organization This diversity influences employees' working processes and interpersonal relationships, ultimately affecting their job satisfaction and overall experience (Gumede, 2016) Additionally, socio-cultural elements like age, gender, sexual orientation, ethnicity, and race play a significant role in shaping this diversity.
(2010) also considered disciplinary focus, specialized training as significant contributions to diversity in the workplace
Researchers have examined diversity from multiple perspectives and levels, with some studies defining it through demographic differences such as age, gender, race, and income, while others categorize these distinctions into specific dimensions.
Aydan (2016) categorizes the diversity among salaried individuals in organizations into two main dimensions: the primary dimension, which includes age, gender, and race, and the secondary dimension, encompassing factors such as religion, language, educational level, marital status, and field experience.
The primary dimension of identity includes essential characteristics like age, gender, ethnicity, race, sexual orientation, and physical or mental abilities, which influence both self-image and worldview (Mazur, 2010) In today's technologically advanced society, these fundamental traits can be altered through beauty techniques and therapies, impacting how individuals present themselves and perceive their surroundings.
The secondary dimension of diversity encompasses less visible traits such as educational background, language, geographic location, religion, social status, networking style, family status, work style, work experience, military experience, organizational role and level, income, and communication style, all of which can influence self-esteem and self-identity (Mazur, 2010) This layer of diversity, along with the primary dimension, can evolve throughout a person's life and tends to attract less public sensitivity, making it less central to one's core identity (Ekot, 2017) Additionally, in the context of diversity management projects, Rijamampianina and Carmichael highlight the importance of recognizing these dimensions.
(2005) also stated that in comparison to the primary dimensions, the secondary dimensions are more malleable with many elements being flexible over time
Both dimensions of diversity significantly impact individuals' traits, shaping their behaviors in everyday life and influencing their performance in the workplace.
Previous studies have explored the key factors contributing to workforce diversity, identifying three main elements that explain why organizations experience an increasingly varied labor force (Mwinami, 2014; Ekot, 2017).
Globalization is defined as the process of connecting diverse cultures and national economies, facilitating enhanced communication, cooperation, and knowledge sharing (Oxford Learner’s Dictionaries Online) Mwinami (2014) highlights that globalization diminishes market barriers, allowing companies to operate on a global scale with broader market shares and diverse customer bases To effectively navigate various cultural and social norms, organizations diversify their workforce, ensuring smooth operations and successful subsidiaries beyond their home country borders (Ekot, 2017).
Uneven development across regions globally leads to significant labor migration aimed at balancing workforce demand and supply (Nwinami, 2014) As migration increases, the demographic characteristics of employees become more diverse In Vietnam, a 2019 survey reported that 6.4 million individuals, or 7.3% of the population over 5 years old, were migrants, primarily seeking job opportunities While the pace of migration has slowed, it continues to enhance the diversity of the Vietnamese labor market.
Composition of the Labor Force
In recent years, the composition of the labor force has undergone significant changes, contributing to diverse employee identities Mwinami (2014) highlights that evolving family structures, including size and members' roles, have led to a rise in economically active women, making them essential to the workforce Additionally, an aging population and advancements in healthcare have resulted in a blend of older and younger workers in the workplace.
2.1.5 The Effects of Workforce Diversity
In the study about the benefits and challenges of workforce diversity, Ikama
In recent years, workplace diversity has become a significant concern for managers, as the labor force is regarded as the most valuable asset of any business Previous research has highlighted that the differences within organizational settings can have both positive and negative impacts on employee performance (Eslaid, 2012; Daddie, Nkechi, and Chukwudi, 2015; Chanan, 2017).
A diverse labor force positively impacts employee performance by fostering greater creativity and innovation in the workplace (Makhdoomi and Nika, 2018; Gyebi, 2016) According to Ikama (2010), a talented workforce comprising individuals from varied backgrounds and experiences enhances both employee learning and inspiration, ultimately driving organizational transformation.
Workplace diversity not only fosters creativity and innovation but also accelerates decision-making processes, as highlighted by Daddie, Nkechi, and Chukwudi (2015) The diverse perspectives and valuable ideas contributed by a varied workforce can significantly reduce problem-solving time, ultimately enhancing company productivity (Makhdoomi and Nika, 2018).
Theoretical and Conceptual Framework
As globalization, migration, and a dynamic labor force continue to reshape the workplace, organizations are increasingly encountering both opportunities and challenges associated with workforce diversity This evolving landscape has prompted extensive research into the impact of workforce diversity on employee performance, leading to valuable recommendations Understanding workforce diversity requires integrating various theories, including self-categorization theory, social identity theory, and similarity theory, to navigate its complexities effectively.
The self-categorization theory, as outlined by Turner (1999) and reviewed by Turner and Reynolds (2012), provides a framework for understanding personal identity, individuality, and personality, highlighting both similarities and distinctions among individuals (Knippenberg and Schippers, 2007) Ekot (2017) emphasizes its relevance in studying workplace diversity, while Akpoviroro and Owotutu (2018) describe how the theory facilitates the transition from self-cognition to self-categorization, shifting the focus from "Do I exist as an individual?" to "Who am I?" In organizational contexts, this theory helps explain how employees perceive their similarities and differences with colleagues.
Ekot (2017) highlighted that categorization can lead to group formation based on demographics like age, gender, race, ethnicity, religion, and status This occurs when individuals perceive themselves as similar or different from others, fostering closer interactions with those who share their characteristics Consequently, this behavior reflects identity differences among employees and influences group dynamics within the workplace.
Employees often define themselves by specific characteristics, such as being male, young, bilingual, or single, which helps them identify as part of typical groups This self-identification is crucial for understanding their position in society By recognizing their own traits and how they compare to others, employees can effectively navigate their behaviors, build positive relationships with co-workers, and focus on developing their strengths while addressing their weaknesses in the workplace.
According to Trepte and Loy (2017)’s information, the social identity theory was first published by Tajfel (1978) and further developed by Tajfel and Turner
(1979) The theory offers researchers a valuable theoretical background to learn about the relationship between formation of various groups and employees’ behavior as well as performance in the workplace
The theory is used to describe the three processes of social identity namely social categorization, social comparison, and social identification (Ellemers, 2017)
Individuals often categorize those around them into specific social groups based on traits like age, gender, occupation, religion, hobbies, family status, and income This categorization leads to comparisons of the value and status of different social groups and their members within society Ultimately, people define their relationships with others and their connection to these social groups.
The theory, as highlighted by 2017, aims to clarify the conditions under which individuals perceive themselves as independent or as part of a group It also seeks to understand the impact of social identities on individual cognition and intergroup behavior, as established by Tajfel and Turner in 1986.
Individuals often rely on their personal traits, values, and beliefs as a framework to assess and compare themselves with the social characteristics of others This evaluation helps them determine their sense of belonging, identifying which groups they perceive as in-group or out-group (Trepte and Loy, 2017).
Finding the right groups fosters a sense of belonging and satisfaction among individuals This connection not only encourages interaction and engagement among members but also promotes a feeling of initiative and comfort within the community.
In a corporate environment, employees develop a sense of group identity by recognizing shared traits within their teams, while also identifying differences between their group and others This understanding highlights workforce diversity and influences how employees perceive their position in the workplace Such perceptions govern their behavior and relationships with both in-group members and out-group colleagues, ultimately impacting organizational productivity.
The social identity process significantly motivates employees to improve both their own and their group's standing, fostering competition in the workplace However, this dynamic can also lead to the development of stereotypes regarding other groups' characteristics and may result in discrimination among employees, as highlighted by Ekot.
In 2017, it was observed that individuals often show preferential treatment towards in-group colleagues, demonstrating open-mindedness and support, while being less favorable to those outside their group This tendency has significant implications, as it can both positively and negatively impact overall employee performance.
Similarity theory, introduced by Byrne in 1971, explains how individuals are drawn to others with shared characteristics like age, gender, or language This theory is crucial for research examining how differences among employees in these areas influence their cooperation, communication, and overall satisfaction with colleagues, ultimately impacting their performance.
Being part of groups with shared characteristics allows individuals to anticipate each other's reactions and behaviors, fostering a sense of comfort According to Akpoviroro and Owotutu (2018), this attraction enhances communication and relationships among group members When employees share similar traits, they develop tolerance and empathy, which facilitates effective communication, knowledge sharing, and decision-making Furthermore, Farlin (2019) notes that employees who maintain healthy and positive relationships with their coworkers are naturally motivated to work productively, contributing to the overall growth of the company.
In 2017, it was highlighted that a preference for similar colleagues can foster prejudice and discrimination against those who are different, negatively impacting their satisfaction and emotional well-being Such harmful factors can diminish employee satisfaction and relationships, ultimately resulting in ineffective performance and increased conflicts within organizations.
In conclusion, this study utilizes three key theories—self-categorization theory, social identity theory, and similarity theory—to explore how employees classify themselves into distinct groups based on demographics like age, gender, and educational background, and how this group diversity influences workplace performance.
RESEARCH METHODOLOGY
Research Design
Research design serves as a strategic framework that outlines the methods for data collection and analysis (Nwinami, 2014) It provides a structured approach for researchers to engage with their subjects, gather relevant information, and articulate their findings Additionally, a well-defined research design guides researchers in systematically pursuing answers and evidence related to their research questions.
This study utilized a descriptive research design, which involved a specific case study where researchers observed and surveyed a particular population over a set period without manipulating results A questionnaire was employed to gather data on general background information and employee opinions regarding the impact of workforce diversity on their performance The advantages of this research design were deemed to outweigh its drawbacks, making it the preferred choice for the study.
The descriptive research design emphasizes natural observation, ensuring that findings are transparent and unbiased By dedicating time to surveys, researchers can gain a comprehensive understanding of the observed population Mecheo (2016) highlights that this design uniquely enables the interpretation of characteristics across large groups Additionally, a single survey can gather information on multiple variables simultaneously, leading to more detailed and extensive results Researchers can also utilize software for data analysis, reducing human error and facilitating quicker access to accurate results.
Descriptive research design has notable limitations, including the need for significant time and software skills for both the research process and data analysis Additionally, this approach may yield inaccuracies, as it assumes that individuals' opinions or behaviors remain constant, despite the reality that they can fluctuate based on environmental factors.
Locale of the Study
The study was conducted at GE Renewable Energy, located in Hai Phong, a northern port city in Vietnam This facility specializes in manufacturing electrical components for wind turbines, aligning with GE's core values of innovation and sustainability in the renewable energy sector.
GE Hai Phong prioritizes safety and integrity, offering employees a friendly, safe, and transparent working environment With a workforce of 982, including 978 local staff and 4 foreigners, the company is organized into various departments such as Administration, Human Resources, Finance, and Environment – Health – Safety (EHS) The workforce is primarily divided into the workshop office, which includes managers, administrative staff, planners, and supplier engineers, and the workshop, where technical engineers, supervisors, and operators work Office employees focus on managing business activities with the parent company, customers, and suppliers to ensure smooth operations, while the workshop team is responsible for controlling the production process and maintaining product quality This study highlights workforce diversity by examining both the workshop office and the workshop.
Study Population
The study population consists of the subjects from whom researchers gather data and information In this instance, the focus is on the employees of GE Renewable Energy Haiphong.
The branch employed a total of 982 individuals, including managers, administrative staff, engineers, supervisors, and primarily operators Given that operators made up the majority of the workforce, the study focused on employee diversity The researcher gathered insights and opinions from all employee categories through a comprehensive questionnaire.
Sampling size and sampling techniques
A sample is a representative subset of a larger population from which researchers gather data and insights to draw conclusions applicable to the entire group By selecting a sample, researchers can effectively illustrate and address research questions, making the study more manageable and efficient, especially when dealing with large populations.
This study analyzed a sample of 90 survey participants from a total population of 982 employees, which included managers, engineers, supervisors, and operators The accompanying chart illustrates the distribution of the research sample in relation to the overall employee population.
Using a representative sample allows researchers to efficiently collect and analyze quantitative data, enhancing the accuracy and objectivity of the research findings Additionally, focusing on a sample rather than the entire population proves advantageous for the investigator, especially when faced with time and budget constraints.
Figure 3.1: Sample of the Study
Sampling techniques are essential in research as they involve selecting a representative subset from a larger population This process significantly impacts the accuracy and reliability of the research findings, allowing researchers to generalize results obtained from the sample to the entire population.
The research employed a combination of stratified and random sampling techniques In the stratified sampling approach, individuals from the population were categorized into distinct groups, or strata, based on shared characteristics Specifically, employees at GE Haiphong were divided into five main strata according to their job roles: managers, administrative staff (including planners, buyers, and warehouse personnel), engineers, supervisors, and operators This method ensured that each group was represented in the study while highlighting the similarities within each stratum.
The random sampling technique utilized in this study involved selecting representatives randomly from each stratum, ensuring that every individual had an equal chance of being included in the sample A total of 88 respondents were randomly chosen from 982 employees at GE Haiphong As noted by Mecheo (2016), this stratified random sampling method guaranteed fair representation of employees across various departments, promoting equity in the selection process.
Data Collection Methods
Data collection involves gathering information from the observed population, enabling researchers to gather evidence to address research questions and test hypotheses To investigate the case study effectively, both primary and secondary data were collected based on the specific information required and the targeted purposes.
Primary data, essential for addressing research problems, was collected in this study through a quantitative questionnaire This method allowed the researcher to effectively measure data from a specific sample and extrapolate results to the broader population The large and representative data gathered from the survey provided clarity and focus for participants, enabling the researcher to obtain necessary and valuable information without confusion.
Whereas, secondary data is available data which is collected, and analyzed by previous researchers In this study, the researcher utilized preceding studies in reviewing literature and theories.
Research Instrument
The research instrument of this study was the questionnaire The researcher referred to some questionnaires of the previous studies about this topic, and come to utilize the structured questionnaire
The questionnaire was designed to clarify research objectives and test hypotheses through data collected from target respondents It consisted of two main sections, with the first part featuring multiple-choice questions aimed at gathering demographic information, including gender, age, education level, and language proficiency This data was essential for demonstrating the level of workforce diversity at GE Haiphong.
The second section is divided into four sub-sections that explore the relationship between workforce diversity elements and employee performance, focusing on gender, age, educational background, and language background Each sub-section presents a literature review highlighting three advantages and three disadvantages of each diversity factor on employee efficiency This balanced approach aims to illustrate the impact of workforce diversity on labor effectiveness and assess whether demographic differences among employees influence their work positively or negatively.
In the second part of the study, the researcher developed a five-point Likert scale questionnaire to gauge respondents' levels of agreement or disagreement with various statements Participants rated their opinions on a scale ranging from "Strongly disagree (1)" to "Agree (4)," including a neutral option (3) to capture a balanced view.
Respondents who select "Strongly agree (5)" provide a more nuanced expression of their judgment, leading to answers that more accurately reflect their true thoughts This increased clarity contributes to the high reliability of the collected results.
Using a questionnaire in this study is advantageous for several reasons Firstly, it allows for a comprehensive exploration of the topic through a series of targeted questions Additionally, questionnaires can be efficiently distributed to participants in various formats, such as email and online forms, facilitating a broader reach within a limited timeframe and budget Furthermore, the data collected from these questionnaires is practical and well-suited for analysis using software tools, enabling effective evaluation and measurement of the findings.
Pilot Test
A pilot study is a small preliminary experiment designed to evaluate the feasibility, duration, cost, and potential adverse events of a research project This initial assessment helps refine the main study design before embarking on a full-scale research initiative.
In this study, the author sought feedback and suggestions to enhance the questionnaire's content by distributing a demo version to 10 employees at GE Haiphong The majority of comments focused on the need to clarify and personalize the statements, enabling respondents to connect more effectively and provide more valuable insights.
Data Analysis Method
Data analysis is the systematic evaluation of data collected from research samples, essential for understanding relationships among variables Nwinami (2014) emphasized that this method is crucial for examining research subjects and establishing patterns In this study, a descriptive statistical approach was employed, utilizing quantitative data from surveys analyzed through parameters such as means, standard deviation, frequency distribution, and percentages, calculated using the Statistical Package for the Social Sciences (SPSS) The software facilitated the input and coding of variable values, analyzed by algorithms, while Cronbach’s Alpha was applied to test statistical reliability Additionally, frequencies and basic percentages provided insights into the demographics of survey participants Descriptive analysis further illustrated respondents' perceptions of the impact of independent variables on dependent ones For hypothesis testing regarding the relationship between workforce diversity and employee productivity, a One-way analysis of variance (ANOVA) was conducted using SPSS The results were presented and discussed through tables and charts.
Limitation of the Research Methodology
This study encountered several limitations during data collection and resource referencing Primarily, the researcher faced constraints related to time and funding, as the research was conducted within a brief timeframe and was solely financed by the researcher Consequently, the analysis of the relationship between workforce diversity and labor efficiency at GE Haiphong was limited, compounded by a lack of available reference materials.
One limitation of the study was the presence of biased data The research utilized a questionnaire to gauge employees' awareness of how a diverse workforce impacts productivity Consequently, personal opinions, lacking oversight, may have introduced bias into the workers' evaluations.
FINDING PRESENTATION
Introduction
This chapter presents the study findings through tables and interpretations, beginning with the demographic details of questionnaire respondents, including sex, age group, education level, and language proficiency It also includes descriptive data reflecting respondents' evaluations of the link between a diverse workforce and employee productivity Lastly, the chapter outlines the results of the hypothesis testing, which aids in achieving the research objectives.
General Data Presentation
The study focused on a population of 982 employees at GE Renewable Energy in Hai Phong, with a sample size of 90 A total of 90 questionnaires were randomly distributed, yielding 88 completed responses, resulting in a high response rate of approximately 97.8% Out of the retrieved questionnaires, 87 were fully completed, while one questionnaire had one unanswered question The response rates are detailed in the accompanying table.
This section aims to provide background information on the respondents, including their gender, age, education level, and language proficiency Such data is crucial for understanding the diversity of the workforce at GE Hai Phong.
Total number of questionnaires distributed
In the general information section of the survey, participants provided details about their sex, age group, highest educational qualification, and the number of languages they speak fluently The findings reveal that out of the total respondents, 46 were female, accounting for 52.3%, while 42 were male, making up 47.7% of the participants, highlighting a notable gender diversity among the respondents.
The survey results revealed that the majority of respondents were aged 31 to 40, comprising 58% (51 individuals) Following this group, 29.5% (26 employees) were aged 18 to 30 The age group of 41 to 50 ranked third with 11.4% (10 votes), while only one respondent was aged 50 or older.
The next general information is about educational background From the table 4.2, it can be noted that the most popular certificate, Bachelor’s Degree with
In a recent survey, 39.8% of participants voted for a Bachelor's Degree as their highest level of education, while 20.5% held a High School Diploma Both Associate Degrees and Master's Degrees, along with higher qualifications, received equal support with 17% of the votes, indicating a diverse range of educational backgrounds among the respondents.
In a recent survey, 48.9% of respondents identified as bilingual, while 39.8% were monolingual, and 11.4% were trilingual, with no participants identifying as polyglots The demographic data, detailed in Table 4.2, includes information on the respondents' gender, age group, level of education, and language proficiency, highlighting the diverse linguistic backgrounds of the surveyed employees.
The study focused on 30 individuals aged 30, all of whom hold a Bachelor’s Degree and are fluent in two languages The data revealed significant diversity in terms of gender, generation, educational qualifications, and language proficiency within the company analyzed.
Descriptive Data Presentation
This study assessed workforce diversity by examining four key aspects: gender diversity, age diversity, educational background diversity, and language background diversity The following section presents the findings on scale reliability and descriptive analysis for each diversity category in relation to employee effectiveness.
The reliability of the study is the consistency which can be measured by the reliability test This test result shows the quality and value of the given survey data
This study assessed the reliability of various diversity variables, including gender, age group, education qualifications, and language background, utilizing Cronbach’s Coefficient Alpha The findings are presented in Table 4.3, which highlights the reliability of the scales used in the analysis.
Table 4.3: The Reliability of Scales
No Factor Cronbach's Alpha No of items
According to Dennick and Takavol (2011, as cited in Gumede, 2016), Cronbach’s Alpha Coefficient values above 0.7 are generally accepted as indicators of reliability Table 4.3 shows that all results fall within this range, with values ranging from a low of 0.73 to a high of 0.79, confirming that the scales used in the survey data are both consistent and reliable.
4.3.2 Assessment of Respondents on the Effects of Workforce Diversity on Employee Performance
The data presented highlights respondents' perspectives on workforce diversity factors such as sexual orientation, generational differences, educational background, and language proficiency Utilizing a 5-point Likert scale, participants rated their opinions from "Strongly Disagree (1)" to "Strongly Agree (5)." Additionally, Table 4.4 illustrates two key metrics: "Mean," which represents the average rating, and "Standard Deviation," indicating the variability of responses A lower standard deviation signifies that the responses are more closely aligned with the mean value.
The tables below illustrate the distribution of respondents' answers regarding the impact of various diversity factors on employee performance, beginning with gender diversity, followed by age diversity, education background, and language background.
Gender Diversity and Employee Performance
Table 4.4: Respondents’ opinion about gender diversity and employee performance
As women tend to be a good listener and men tend to be aggressive, a balanced workforce of both genders offers the best solution of both worlds
The differences between male and female employees do not cause emotional conflicts and anxiety within the team
Dissimilarity in gender does not hinder knowledge sharing among employees
Gender diverse teams achieve targets sooner because of the good relationship and effective communication
Gender diverse teams show better problem solving and decision-making skills than mono-gender teams
Gender diversity is an asset to companies’ image and brand value
Source: Data analyzed using SPSS version 20
Table 4.4 gives information about how respondents think about the impacts of the existence of both genders on their productivity
From the data in the table above, the polarized distributions were seen in the statement number 1, 2, 5, 6 as there were more than a half of respondents voted
“Agree”, while the remaining ones chose the four other answers However, with statements 3, 4, both “Neutral” and “Agree” were chosen by more than a third of respondents
The analysis reveals that the statement “The differences between male and female employees do not cause emotional conflicts and anxiety within the team” received the highest mean score of 4.10, indicating strong agreement among respondents In contrast, the statement “Dissimilarity in gender does not hinder knowledge sharing among employees” recorded the lowest mean, suggesting less consensus on this issue.
Research indicates that gender-diverse teams exhibit superior problem-solving and decision-making abilities compared to mono-gender teams, as evidenced by a high standard deviation of 0.97 In contrast, the assertion that differences between male and female employees do not lead to emotional conflicts and anxiety within the team received a lower standard deviation of 0.63.
Age Diversity and Employee Performance
Table 4.5: Respondents’ opinion about age diversity and employee performance
The expertise of young employees with high tech tools helps older employees to improve their knowledge on the latest technologies
The risk taken by younger employees contributes to the success of teams
The mentoring by older employees is advantageous for young employees in acquiring job skills and experience
Differences in age bring a strong connection among members and it is beneficial for teamwork activities
The differences between young and old employees do not cause emotional conflicts and anxiety within the team
Source: Data analyzed using SPSS version 20
Table 4.5 indicates how people involved assessing the influence of a multi- generation workforce on labor efficiency
According to the data presented in Table 4.5, the statement "Differences in age bring a strong connection among members and are beneficial for teamwork activities" received the highest mean score of 4.06 and a standard deviation of 1.01, with 45% of respondents agreeing and 36% strongly agreeing Following closely, the statement "The mentoring by older employees is advantageous for young employees in acquiring job skills and experience" achieved a mean of 4.01 and a standard deviation of 0.97, with over half (57%) of respondents agreeing and 28% strongly agreeing Statements 1 and 5 ranked third with means of 3.56 and 3.45, respectively, both having a lower standard deviation of 0.8 and approximately 40% of respondents voting “Neutral” or “Agree.” Lastly, statement 2 received a mean of 3.05, a standard deviation of 0.99, and around 30% of respondents selecting “Disagree,” “Neutral,” or “Agree.”
Education Background Diversity and Employee Performance
Table 4.6: Respondents’ opinion about education background diversity and employee performance
Educational background differences enhance performance because of diverse knowledge
Educational background differences with diverse knowledge build the connection among members to learn and share more
Educational level and background differences among members do not impact teams’ cohesion
One’s educational level and background do not lead to work stress
Having members with different backgrounds and levels of education does not hinder the problem solving and decision- making processes of the teams
Source: Data analyzed using SPSS version 20
Table 4.6 illustrates respondents’ judgment about the relationship between the difference in the level of education of employees and their productivity
According to the data in Table 4.6, statement 5 received the highest mean score of 3.60 and a standard deviation of 0.98, with 52% of respondents voting "Agree." The second-highest mean of 3.57 was attributed to the statement regarding educational level and background differences, which had a lower standard deviation of 0.77, with 47% voting "Neutral" and 39% "Agree." Statement 3, which suggested that educational background differences enhance performance due to diverse knowledge, ranked third with a mean of 3.40 and a standard deviation of 0.77, with equal votes of 47% "Neutral" and 39% "Agree." Statements 2 and 4 were at the bottom, both achieving a mean of 3.07, with standard deviations of 1.05 and 0.89, respectively Statement 2 received 35% "Neutral" and 34% "Agree," while statement 4 garnered 51% "Neutral" and 24% "Agree."
Language Background Diversity and Employee Performance
Table 4.7: Respondents’ opinion about language background diversity and employee performance
Being multilingual helps employees gain confidence and accomplish core tasks better
Multilingual employees can have a more healthy and happy relationship with co-workers, suppliers and clients because of effective communication
Using more than one language in the workplace is advantageous for accessing and sharing information as well as knowledge
4 Conflicts and misunderstandings cannot arise 10 24 40 22 5 2.86 1.02 when using foreign languages to communicate with colleagues and customers
Using more than one language in the workplace consumes more time to prepare more versions of documents in different languages before sharing
The difference in corporate language (English) competence among members does not affect the problem solving and decision-making process of teams
Source: Data analyzed using SPSS version 20
Table 4.7 presents survey participants’ assessment of the impacts of diverse language ability among employees on labor efficiency
According to the data presented in Table 4.7, the response "Agree" emerged as the most favored choice for statements 1, 5, 2, and 3, with respondent agreement percentages of 64%, 59%, 52%, and 47%, respectively.
“Conflicts and misunderstanding cannot arise when using foreign languages to communicate with colleagues and customers.”, 40% of participants expressed
“Neutral”, whereas the percentages of people who disagreed and agreed were approximately the same (24% and 22%)
The analysis reveals that statement 2 achieved the highest mean score of 4.13, accompanied by a standard deviation of 0.87 Following closely, statement 1, which asserts that "Being multilingual helps employees gain confidence and accomplish core tasks better," recorded a mean of 4.03 and a standard deviation of 0.86 Statements 5 and 3 ranked third and fourth, with means of 3.55 and 3.43, and standard deviations of 0.74 and 0.84, respectively Statement 6 garnered a mean of 3.03 and a standard deviation of 0.86, placing it higher than statement 4, which had the lowest mean of 2.86 but the highest standard deviation of 1.02.
Hypothesis Test
The study aims to explore the impact of a heterogeneous workforce on labor effectiveness, positing that workforce diversity significantly affects employee efficiency To investigate this relationship, the researcher employed the Spearman correlation index and regression analysis to test four hypotheses addressing the research questions.
Coefficient Range Strength of Association ± 0.91 - ± 1.00 Very strong ± 0.71 - ± 0.90 High ± 0.41 - ± 0.70 Moderate ± 0.21 - ± 0.40 Small but definite relationship ± 0.01 - ± 0.20 Slight, most negligible
Table 4.8 was adopted to be a reference to assess the correlation of the relationship between heterogeneous workforce and labor effectiveness in this study
H0: Gender diversity does not have considerable effects on employee performance
H1: Gender diversity has considerable effects on employee performance
Table 4.9: Correlation Coefficient for Gender Diversity and Employee
Source: Data analyzed using SPSS version 20
Table 4.9 illustrates the relationship between a sexually diverse workforce and labor efficiency, showing a correlation of -0.012 between gender diversity and productivity among 88 employees at GE Haiphong, with a p-value of 0.914 The Spearman's rho index indicates a weak, negative correlation, while the high p-value suggests that the relationship is not statistically significant Consequently, the null hypothesis is accepted, indicating that gender diversity does not significantly impact employee performance at GE Haiphong This finding aligns with the research by Joseph and Selvaraj (2015), which also reported a slight and insignificant relationship between gender diversity and performance in Singaporean organizations.
H0: Age diversity does not have considerable effects on employee performance
H1: Age diversity has considerable effects on employee performance
Table 4.10: Correlation Coefficient for Age Diversity and Employee
Source: Data analyzed using SPSS version 20
Table 4.10 demonstrates the relationship between a multi-generational workforce and employee effectiveness, revealing a correlation of 0.072 between age diversity and labor performance among 88 employees at GE Haiphong, with a p-value of 0.503 This indicates a slight, negligible positive relationship between age-diverse teams and employee productivity Since the p-value exceeds 0.05, the null hypothesis is accepted, suggesting that age diversity does not significantly impact the labor performance of workers at GE Haiphong, as supported by the findings of Joseph and Selvaraj (2015) and Elsaid.
(2012) also concluded that the relationship between these two variables in their research was slight and insignificant
H0: Education background diversity does not have considerable effects on employee performance
H1: Education background has considerable effects on employee performance
Table 4.11: Correlation Coefficient for Education Background Diversity and
Source: Data analyzed using SPSS version 20
The analysis presented in Table 4.11 reveals a slight negative correlation of -0.141 between the diversity of educational backgrounds and employee productivity, based on a sample of 88 respondents, with a p-value of 0.189 This indicates a negligible relationship between team members' varying educational qualifications and their performance Since the p-value exceeds 0.05, we accept the null hypothesis, concluding that educational qualification diversity does not significantly impact labor efficiency at GE Haiphong This finding aligns with the research of Joseph and Selvaraj (2015), which also noted a minimal and insignificant relationship between these variables.
H0: Language background diversity does not have considerable effects on employee performance
H1: Language background has considerable effects on employee performance
Table 4.12: Correlation Coefficient for Education Background Diversity and
* Correlation is significant at the 0.05 level (2-tailed)
Source: Data analyzed using SPSS version 20
Table 4.12 reveals a correlation of 0.247* between language competence diversity and the productivity of 88 employees at GE Haiphong, with a significant p-value of 0.021 This indicates a minor yet reliable relationship between diverse language skills within teams and employee performance Since the p-value is less than 0.05, we accept hypothesis H1, confirming that language diversity significantly impacts employee performance at GE Haiphong.
As the hypothesis was accepted, the data collected was used in the regression model which is shown through the tables below
Table 4.13: Regression Model Result for Language Background
Std Error of the Estimate
1 0,292 a 0.085 0.075 0.63486 a Predictors: (Constant), Language Background b Dependent Variable: Language Diversity and Employee Performance
Source: Data analyzed using SPSS version 20
The correlation coefficient (R value) of 0.292 between Language Background and Language Background Diversity and Employee Performance indicates a significant relationship, closely aligning with the previous value of 0.247 Additionally, the R Square value of 0.085 suggests that changes in Language Background account for 8.5% of the variability in Language Background Diversity and Employee Performance at GE Haiphong, supporting Ekot's (2017) assertion that R Square reflects the predictability of independent variables.
Table 4.14: ANOVA Result for Acceptance of Language Background Diversity and Employee Performance
Total 37.898 87 a Predictors: (Constant), Language Background b Dependent Variable: Language Diversity and Employee Performance
Source: Data analyzed using SPSS version 20
The table 4.14 presents the acceptance of Hypothesis 4 as the p value shown in this table was 0.006 b (smaller than 0.05 level of significance)
Source: Data analyzed using SPSS version 20
Table 4.15 illustrates the relationship between language background and its diversity concerning employee performance at GE Haiphong The B values represent the model estimates, while the Beta value assesses the model's predictability Notably, the Beta value of 0.292 for language background, accompanied by a p-value of 0.006 (which is below the 0.05 threshold), suggests that this independent variable has minimal impact on employee performance.
Finding Summary
This study aimed to evaluate the impact of workforce diversity on employee performance, focusing on employees at GE Renewable Energy in Haiphong Key objectives included examining the relationships between sexual diversity, age diversity, educational quality, language competence diversity, and overall employee performance The findings gathered through the questionnaire were instrumental in achieving these research goals.
The study aimed to explore the connection between gender diversity and employee performance, revealing a negligible negative relationship between gender-diverse teams and work quality Most respondents acknowledged the presence of both genders in the workplace, highlighting the importance of gender co-existence.
The recent study aimed to assess the connection between age diversity and employee performance, revealing that the relationship between a multi-generational workforce and labor efficiency is minimal and statistically insignificant.
This study aimed to explore the impact of educational background diversity on employee performance The findings revealed a minimal and insignificant relationship between the diversity of educational quality and employee productivity Consequently, the variations in education levels among colleagues at GE Haiphong did not significantly affect their work quality.
The study highlights a consistent, albeit modest, correlation between language diversity within teams and the performance of employees, indicating that teams with varied language skills can enhance overall effectiveness.
DISCUSSION AND CONCLUSION
Introduction
The main purpose of this chapter is to present the discussion of the findings, and the conclusion of the researcher toward the effects of workforce diversity on employee effectiveness.
Finding Discussion
In the literature review, the researcher identified three prevalent theories that underpin workforce diversity studies: self-categorization theory, social identity theory, and similarity theory.
The self-categorization theory, as outlined by Turner (1999) and discussed in the review by Turner and Reynolds (2012), explores how individuals understand their personal identity and individuality This theory highlights the similarities and differences in identity among individuals (Knippenberg and Schippers, 2007) Additionally, it posits that when employees categorize themselves into specific demographic groups, it can lead to enhanced productivity (Ekot, 2017).
The hypothesis test findings indicate that among the four factors of workforce diversity, only language competence differences positively and slightly impacted performance at GE Haiphong Over half of the survey participants acknowledged that varying language abilities among colleagues enhanced task completion, communication with coworkers and customers, and knowledge sharing In contrast, the other diversity aspects—sex, generation, and education level—had minimal effects on employee performance Despite recognizing diverse demographic characteristics, employees did not view these differences negatively; a significant number agreed that gender, age, and educational diversity did not lead to emotional conflicts, nor did they hinder team cohesion or the problem-solving and decision-making processes.
This theory provides a crucial framework for understanding the dynamics of group formation and its impact on employee behavior and performance in the workplace It highlights the distinction between in-groups and out-groups, which can lead to discrimination within diverse communities While Ekot (2017) noted that diversity might negatively affect employee effectiveness, other researchers argue that the identity process in a diverse workforce can enhance productivity Individuals often assess their personal traits, values, and beliefs against the social characteristics of others, determining their sense of belonging within in-groups and out-groups (Trepte and Loy, 2017).
Finding suitable groups fosters a sense of belonging and satisfaction, allowing individuals to anticipate interactions and responses among members This environment encourages initiative and comfort in communication, promoting open expression of opinions.
The study revealed that a significant percentage of respondents valued the balance and harmony fostered by gender diversity in the workplace Additionally, many participants recognized that age and educational diversity contributed to stronger connections among team members, enhancing teamwork and knowledge sharing Furthermore, a high proportion of survey respondents believed that employees with diverse language backgrounds improved communication with customers Overall, the differences in gender, age, education, and language among workers not only facilitate effective communication and collaboration but also enhance employee performance.
According to this theory (cited in Encyclopedia), people are attracted and have a tendency to contact with people having common characteristics such as age, gender, or language
Akpoviroro and Owotutu (2018) highlighted that attraction to similar individuals enhances communication and relationships within groups When employees share similar traits, they exhibit greater tolerance and empathy, which fosters effective communication, information sharing, and collaborative decision-making Additionally, Farlin (2019) noted that employees who maintain healthy, positive relationships with their colleagues are inherently motivated to work productively, contributing to the overall growth of the company.
According to a 2017 study, a preference for similar colleagues can foster prejudice and discrimination against those who are different, negatively impacting their satisfaction and emotional well-being These harmful factors can diminish employee satisfaction and relationships, ultimately resulting in ineffective performance and increased conflicts within organizations.
According to Similarity Theory, workforce diversity has complex effects on employee performance; however, this study demonstrates that its impact is predominantly positive A significant portion of respondents, regardless of gender, age, education, or language skills, acknowledged the benefits of diversity—particularly in gender, age, educational background, and language abilities—for enhancing interaction and cooperation among colleagues Additionally, many participants noted that these diversity aspects fostered connections among team members, which facilitated knowledge sharing, decision-making, and problem-solving Importantly, a large number of employees reported that diversity did not lead to emotional conflicts or hinder team cohesion, suggesting that in-group and out-group dynamics were not influenced by demographic characteristics, but rather by the collaborative environment within their teams.
Relationship between gender diversity and employee performance
The results of the hypothesis 1 test indicate a negligible relationship between gender differences and employee performance, as most respondents acknowledged the benefits of a diverse gender workforce in enhancing communication, cooperation, problem-solving, and decision-making within teams Both men and women agreed that gender diversity fosters balance and equality in the workplace, with women’s listening skills complementing men’s assertiveness Furthermore, respondents recognized that gender diversity significantly contributes to a company's image and value, aligning with previous research that highlights a diverse workforce as a valuable talent resource Human resource managers benefit from inclusive recruitment practices that prioritize skills over identity factors such as age or gender, while companies with strong diversity policies attract top talent At GE, the commitment to inclusion and gender diversity is evident, as they honor each employee's unique identity and cultivate a welcoming environment for all to thrive in their careers.
Gender diversity is prominently observed at GE Haiphong, where both male and female employees share similar views on the positive impact of workforce diversity on employee effectiveness.
Relationship between age diversity and employee performance
The findings from Chapter 4 indicate that there is a slight and insignificant relationship between a multi-generational workforce and labor efficiency at GE Haiphong, suggesting that age differences do not hinder worker cooperation and interaction Older employees bring valuable experience and skill, while younger workers contribute energy and adaptability to new technologies However, both age groups face challenges; older workers may struggle with health and enthusiasm, while younger employees often lack the experience necessary for specific roles Despite these differences, employees acknowledged the age gap and actively collaborated to leverage their strengths and mitigate weaknesses arising from age diversity.
Relationship between educational level diversity and employee effectiveness
The study revealed a minimal and insignificant relationship between educational quality diversity and employee productivity at GE Haiphong, indicating that variations in educational qualifications among colleagues did not significantly affect work quality This phenomenon can be attributed to the organization's structure, which includes various departments like Administration, Human Resources, Finance, and Lean, where employees are assigned specific roles During recruitment, the primary focus is on finding candidates with relevant education and experience or those with strong character and a willingness to learn Consequently, each employee is well-suited for their position, leading to the conclusion that educational qualifications do not influence work quality, collaboration, or access to information and knowledge in the workplace.
Relationship between language background diversity and employee effectiveness
Chapter 4 reveals a significant yet modest correlation between language competence in diverse teams and employee performance at GE Haiphong, a subsidiary of General Electric Company The workplace features a blend of Vietnamese and English, highlighting the critical role of language in an international environment Language serves as a vital tool for facilitating communication among individuals, enabling the expression of opinions, conversations, and the sharing of information among colleagues and external stakeholders such as customers, suppliers, and partners.
Language is crucial for self-identity and significantly influences communication, knowledge sharing, and emotional expression In organizational contexts, it is essential for core activities such as planning, decision-making, and productivity Consequently, over half of the respondents recognize the benefits of multilingualism in the workplace However, they also acknowledge potential drawbacks, including conflicts, misunderstandings in communication, and time-consuming document preparation.
Conclusion
The study clearly demonstrated the effects of workforce diversity on labor efficiency within a manufacturing company, successfully addressing the research problems and objectives through data collection and analysis The findings revealed that gender diversity, age diversity, and educational qualification diversity did not significantly impact employee effectiveness However, a minor yet confirmed relationship was found between language background diversity and team performance Additionally, workforce diversity is recognized and managed by both the companies and their employees.
This study's findings are limited to a single manufacturing company and a sample of only 88 respondents, which restricts the generalizability of the results Additionally, the research focused on just four aspects of workforce diversity, with several variables tested for each factor, highlighting another limitation Future researchers are encouraged to explore the broader impacts of workforce diversity on employee efficiency across various organizations.
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APPENDIX I QUESTIONNAIRE ON THE EFFECTS OF WORKFORCE DIVERSITY ON EMPLOYEE PERFORMANCE:
A CASE STUDY OF GE RENEWABLE ENERGY HAIPHONG
Pham Thi Kim, an undergraduate student at the Banking Academy of Vietnam's Faculty of Foreign Languages, is currently researching "The Effects of Workforce Diversity on Employee Performance," focusing on a case study of GE Renewable Energy in Haiphong.
I invite you to participate in my survey linked below, as your insights as a GE Haiphong employee would greatly enhance my research Please be assured that all information gathered will remain confidential and will solely be used for academic purposes.
I would be very grateful for your cooperation Hoping to receive the response from you soon
PHIẾU KHẢO SÁT VỀ TÁC ĐỘNG CỦA
SỰ ĐA DẠNG TRONG LỰC LƯỢNG LAO ĐỘNG ĐẾN HIỆU SUẤT LÀM VIỆC CỦA NHÂN VIÊN: NGHIÊN CỨU TẠI CHI NHÁNH CÔNG TY GE
Phạm Thị Kim, sinh viên khoa Ngôn ngữ Anh tại Học viện Ngân hàng, hiện đang thực hiện nghiên cứu về "Tác Động của Sự Đa Dạng trong Lực Lượng Lao Động đến Hiệu Suất Làm Việc của Nhân Viên", với đối tượng nghiên cứu là Chi Nhánh Công Ty GE Hải Phòng.
Tôi rất vinh hạnh mời anh/chị tham gia vào cuộc khảo sát cho nghiên cứu của mình Ý kiến chân thành từ anh/chị, những người làm việc tại công ty GE Hải Phòng, sẽ là đóng góp quý giá cho nghiên cứu này Tôi cam kết rằng mọi thông tin và dữ liệu thu thập được sẽ được bảo mật tuyệt đối và chỉ được sử dụng cho mục đích nghiên cứu học thuật, không dùng cho bất kỳ mục đích nào khác.
Em vô cùng biết ơn sự hợp tác của anh/chị Mong sớm được nhận phản hồi từ anh/chị
(Please fill in the questionnaire on the back! Xin vui lòng điền vào phiếu khảo sát ở mặt sau!)
Please tick ( ) on the most appropriate option to you (Xin vui lòng chọn 1 đáp án phù hợp với anh/chị nhất.)
Part I General Information (Thông Tin Chung)
3 Highest Level of Education (Bằng cấp cao nhất)
Master’s Degree and above (Thạc sĩ trở lên)
4 Language Background (Số lượng ngôn ngữ sử dụng thành thạo)
Part II The Effects of Workforce Diversity on Employee Performance
(Tác Động của Sự Đa Dạng Trong Lực Lượng Lao Động đến Hiệu Suất Làm
On a scale of 1 – 5, please tick ( ) to rate the following statements, specifically:
Với thang điểm từ 1 – 5, hãy đánh giá các nhận định dưới đây, cụ thể:
1= Strongly Disagree (Hoàn toàn không đồng ý), 2= Disagree (Không đồng ý), 3= Neutral (Trung lập), 4= Agree (Đồng ý) and 5= Strongly Agree (Hoàn toàn đồng ý)
Polyglot (Nhiều hơn 3 ngôn ngữ)
GENDER DIVERSITY AND EMPLOYEE PERFORMANCE
(ĐA DẠNG GIỚI TÍNH VÀ HIỆU SUẤT LÀM VIỆC CỦA NHÂN VIÊN)
As women tend to be a good listener and men tend to be aggressive, a balanced workforce of both genders offers the best solution of both worlds
Sự cân bằng giới tính mang lại lợi ích cho cả nam và nữ, vì phụ nữ thường có xu hướng lắng nghe nhiều hơn, trong khi nam giới lại thể hiện sự năng nổ hơn.
The differences between male and female employees do not cause emotional conflicts and anxiety within the teams
(Sự khác biệt giữa nhân viên nam và nữ không dẫn đến những mâu thuẫn và lo ngại trong nội bộ nhóm.)
Dissimilarity in gender does not hinder knowledge sharing among employees
(Sự khác biệt về giới tính không làm cản trở việc chia sẻ kiến thức giữa những đồng nghiệp với nhau.)
Gender diverse teams achieve targets sooner because of the good relationship and effective communication
(Nhóm có đa dạng giới tính đạt được chỉ tiêu sớm nhờ vào sự gắn kết và trao đổi hiệu quả giữa các thành viên.)
Gender diverse teams show better problem solving and decision making skills than mono-gender teams
(Nhóm có đa dạng giới tính thể hiện kỹ năng giải quyết vấn đề và ra quyết định tốt hơn nhóm chỉ có một giới tính.)
Gender diversity enhances a company's image and boosts its brand value, making it a vital asset for businesses.
AGE DIVERSITY AND EMPLOYEE PERFORMANCE (ĐA DẠNG TUỔI TÁC VÀ HIỆU SUẤT LÀM VIỆC CỦA NHÂN VIÊN)
The expertise of young employees with high tech tools helps older employees to improve their knowledge on the latest technologies