Diversity Management as a Tool for Sustainable Development of Health Care Facilities

Abstract

Organizations providing health services are often criticized because of inadequate and unsuitable management processes or procedures. Today’s challenge is focused on effective management and leadership skills in the area of health care. The aim of the research is to describe, analyze, and evaluate the current state of diversity management in details in the context of human resources management in the selected healthcare facilities. The source of the information was a questionnaire survey. The sample consists of 181 managers from various health care and health service organizations. The method of analysis of variance (ANOVA) was used for data processing. The results were processed in SPSS and Excel programs. Pearson’s coefficient was used to evaluate the cross-correlation of the variables. The level of significance was 5% on both sides. Basic awareness of diversity management in the healthcare facilities is low. Some tools of diversity management are used, but only in isolation, non-conceptually, and unsystematically. The acknowledgment of diversity concept is poor and chaotic. The basic models of this concept defining its goals, activities, programs, responsibilities, and measurements are not known. One of the strong areas of the diversity management in the healthcare facilities is the diversity of working teams. On other hand, the weak side is the diversity as part of the organization culture and diversity as a part of human resource management. The summarizing index Attitudes towards Diversity received a higher average value than the Diversity Management Implementation index. Significant variables influencing the level of aggregate indices were identified: Ownership, size of the organization in terms of number of employees, patients’ satisfaction, and employees’ satisfaction.

Cultivating Innovative Work Behavior of Nurses Through Diversity Climate: The Mediating Role of Job Crafting

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Sustainable innovation in the context of organizational cultural diversity: The role of cultural intelligence and knowledge sharing

“…Aggravated by the global spread of COVID-19, cross-cultural conflicts such as trade barriers, ultra-nationalism, and regional discrimination have increasingly intensified worldwide, highlighting the challenges faced in a multicultural organizational environment [ 1 , 2 ]. At the same time, the global flow of human resources and the influx of a large number of "new generation employees" have led to employee differentiation, resulting the "personalized" development of corporate culture [ 3 ].…”

The Mediating Role of Emotional Intelligence in the Relationship Between School Principals’ Sustainable Leadership Behaviors and Diversity Management Skills

“…In the literature, no study was found in which all three variables were used together. However, it is frequently emphasized in the literature that organizations should encourage differences rather than ignore them, value the workforce from different backgrounds, and try to improve their ability to manage them, in order to gain a sustainable competitive advantage in differentiated markets ( McCann and Kohntopp, 2017 ; Rahman, 2019 ; Jankelová et al, 2020 ). Therefore, when we look at the issue from the point of view of educational organizations, having a strong sustainable leadership structure of the organization for a sustainable success will be the key to the successful management of the diversities within the institution.…”