Do Psychological Diversity Climate, HRM Practices, and Personality Traits (Big Five) Influence Multicultural Workforce Job Satisfaction and Performance? Current Scenario, Literature Gap, and Future Research Directions

Abstract

Growing trends of globalization bringing many challenges for organizations including managing performance of multicultural workforce toward achieving the organization's objectives. Based on past researchers, many factors that influence employee's performance have been highlighted, but the nature and scope of these factors have been limited to conventional settings. Therefore, the purpose of this article is to develop a comprehensive framework to better understand the role of the psychological diversity climate, human resource management (HRM) practices, and personality traits (Big Five) in job satisfaction and performance of a culturally diverse workforce. The review of past literature was conducted in the development of a conceptual framework. For this purpose, different databases, books, reports, and business magazines were consulted to evaluate current nature of literature related to multicultural workforce job satisfaction and performance. This conceptual article provides theoretical ground and proposes that psychological diversity climate, HRM practices (recruitment and selection, training and development, compensation and performance appraisal), and personality traits (Big Five) positively influence multicultural workforce job satisfaction. Finally, this article explains that culturally diverse workforce job satisfaction predicts job performance. This article suggests that managers and human resource professionals should develop psychological diversity climate among employees, upgrade HRM practices as per diversity needs, and attract individuals with certain personality traits such as agreeableness, emotional stability, and extroversions. Based on past theoretical review, the proposed framework is developed with the aim to address the gap and contribute to the HRM body of knowledge. These variables have never been explained by past researchers in multicultural setting.

Relationships and Mediating Effects of Employee Engagement: An Empirical Study of Managerial Employees of Sri Lankan Listed Companies

“…The view of Jyoti and Bhau (2015) is that employee job performance marks the completion of the role or task allocated to a particular employee. HRM plays an active role in helping organizations improve employee performance (Al Doghan et al, 2019). Originally, the concept of job performance was perceived as a unidimensional construct, but with the growing literature researchers found that job performance is a multidimensional construct (Al Doghan et al, 2019).…”

“…HRM plays an active role in helping organizations improve employee performance (Al Doghan et al, 2019). Originally, the concept of job performance was perceived as a unidimensional construct, but with the growing literature researchers found that job performance is a multidimensional construct (Al Doghan et al, 2019). Stewart and Brown (2011) divide employee job performance into three specific parts: task performance, organizational citizenship behavior, and counterproductive performance.…”

Personality as a predictor of human resource management strategy among small and medium enterprise owner-managers in South Africa

“…For instance, a study done by Al Doghan, Bhatti & Juhari 2019, shows that a CEO who reveals a low level of openness to new experience and extraversion can affect any innovative performance if the collaborative HRM practices are high. The study, however, found that CEOs with high levels of conscientiousness could compensate a low level of collaborative HRM practices; therefore, both HRM practices and the CEOs' personality traits can jointly foster any innovative performance of SMEs (Al Doghan et al 2019).…”

Agricultural Leadership Development Program Participant Personality and Demographic Characteristics: An Empirical Analysis

“…In much the same way that every person has a unique fingerprint, so too does each person have their own unique personality. Based on the variance in personality dispositions across individuals, it is important for scholars and leadership educators to consider how personality can relate to different outcomes from work performance (e.g., Al Doghan et al, 2019; Barrick & Mount, 1991) to goal orientation of undergraduate leadership students (e.g., Lamm et al, 2017), to occupational fit (e.g., King et al, 2017). One of the most critical aspects for effective education to occur is to consider the needs and characteristics of learners (Iversen et al, 2015; McKeachie & Svinicki, 2013).…”

“…From a practical perspective, the importance of personality-related research is well established. For example, based on the work of researchers such as DeYoung et al (2007), Soto et al (2011), Costa and McCrae (1992), and Al Doghan et al (2019), the relationships between personality and outcomes such as life satisfaction, job satisfaction, and job performance, among others, have been examined.…”