Factors influencing the implementation of diversity management in business organisations in a transition economy. The case of Slovakia

Abstract

With increasing internationalisation of business, diversity management has emerged as an important issue, even in traditionally non-diversified companies. This research seeks to examine the effect of size, legal form and share of the foreign capital in the ownership structure of the organisation on the implementation of diversity management. An empirical survey was carried out that examined the state of the implementation of diversity management in the Slovak Republic. Using non-parametric statistical methods and post-hoc testing by data analysis, the research survey revealed that the evaluated factors significantly influenced the attitudes of respondents towards the diversity management implementation. The respondents working in large business organisations generally perceive the diversity management concept more positively when compared with respondents working in smaller organisations. The respondents working in business organisations where the share of foreign capital in the ownership structure exceeds 80% are more positively inclined towards the implementation of diversity management. The legal form of the business organisation does not influence the attitudes of the respondents in any significant way. We recommend domestic business organisations and SMEs focus on the diversity issues, especially on supporting the diversified work teams. This can preferably be done by diversity training, using formalised HRM procedures and mentoring initiatives. Diversity management is not solely a domain of subsidiaries and large business organisations. The organisations are able to benefit from diversity management regardless of their size and country of origin.

Factors Influencing the Extent of the Ethical Codes: Evidence from Slovakia

“…porated. We recommend verification of this outcome in the conditions of the Slovak tran-sition economy, with the respect of already realized studies of diversity management (Eger et al 2012;Egerová et al 2013;Lančarič et al 2015;Musa et al 2017).…”

“…Our last suggestion is based on the results of Valentine and Fleischman (2002), who highlighted that employees of entities that had an ethics code were more tolerant of societal diversity than the ones from companies without such document incorporated. We recommend verification of this outcome in the conditions of the Slovak transition economy, with the respect of already realized studies of diversity management (Eger et al 2012;Egerová et al 2013;Lančarič et al 2015;Musa et al 2017).…”

Workforce diversity management: A systematic literature review

“…In existing literature, a more frequently used definition of WDM belongs to Hubbard (2011), who defined it as "a process of planning for, organizing and supporting these collective mixtures in a way that adds a measurable difference to organisational performance". However, the analysed papers do not refer to that term; half of them explain DM from the same perspective, as management of individual employees' differences in order to contribute to organisational performance (Ashikali & Groeneveld, 2015;Köllen, 2016;Lančarič, Chebeň & Savov, 2015;Otaye-Ebede, 2018;Ohunakin, Adeniji, Ogunnaike, Igbadume & Akintayo, 2019).…”

How to Develop Diversity Management Competencies in the Private Sector in Saudi Arabia

“…Drahoslav et al (2015) demonstrate that there are three specific factors which can influence perceptions of diversity, related here to the adaptability of diversity as one of the DMCs, such as: legal form, because it determines the structure and the nature of relationships between employees; the size of the organization insofar as diversity is more acceptable in the large organization than in the small organization; and foreign capital in the ownership structure.…”