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EMPLOYEE PERCEPTIONS OF THE INFLUENCE OF DIVERSITY DIMENSIONS ON CO-WORKER INTERACTIONS AND DAILY ORGANIZATIONAL OPERATIONS

Atasha Reddy, Sanjana Brijball Parumasur

DOI: 10.22495/rgcv4i4art3

Abstract

This study assesses employee perceptions of the influence of diversity dimensions (race, gender, religion, language, sexual orientation, attitudes, values, work experience, physical ability, economic status, personality) on their interactiions with co-workers as well as on their organization in its daily operations. These perceptions were also compared and gender related correlates were assessed. The study was undertaken in a public sector Electricity Department in KwaZulu-Natal, South Africa. The population includes 100 employees in the organization, from which a sample of 81 was drawn using simple random sampling. Data was collected using a self-developed, pre-coded, self-administered questionnaire whose reliability was assessed using Cronbach’s Coefficient Alpha. Data was analyzed using descriptive and inferential statistics. The findings reflect that employees perceive that their interactions with co-workers are most likely to be influenced by attitudes, work experience and personality and that daily organizational operations are most likely to be influenced by race, work experience and attitudes. Furthermore, religion and sexual orientation are perceived as having the least influence on co-worker interaction and day-to-day organizational operations. In the study it was also found that employees perceive that race followed by gender influences day-to-day organizational operations to a larger extent than it influences co-worker interactions. Recommendations made have the potential to enhance the management of workforce diversity.

Keywords: Interactions with Co-workers, Diversity Dimensions, Attitudes, Race, Personality, Work Experience, Principle of Inclusiveness

How to cite this paper: Reddy, A., & Brijball Parumasur, S. (2014). Employee perceptions of the influence of diversity dimensions on co-worker interactions and daily organizational operations. Risk governance & control: financial markets & institutions, 4(4), 24-33. doi:10.22495/rgcv4i4art3

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