Gender, diversity management perceptions, workplace happiness and organisational citizenship behaviour

Abstract

PurposeThe purpose of this paper is to investigate whether females have different perceptions of diversity management and workplace happiness compared to their male colleagues. Furthermore, the paper explores whether diversity management perceptions mediate the relationship between workplace happiness and organisational citizenship behaviour.Design/methodology/approachA total of 260 questionnaires from a number of public hospitals in Egypt were analysed using both t-test and Structural Equation Modelling.FindingsWe found that female physicians perceive diversity management policies/protocols more positively than their male colleagues. Moreover, gender has no or little effect on physicians’ perceptions of workplace happiness. We also found that workplace happiness positively affects physicians’ organisational citizenship behaviour, and finally, diversity management practices can mediate the relationship between workplace happiness and physicians’ organisational citizenship behaviour.Practical implicationsWe believe that managers can raise the feeling of workplace happiness among their staff if they maintain some personal relationships with physicians, care about the physicians’ work/life balance, promote after work gatherings, initiate coffee time talks, encourage open communication practices and more.Originality/valueThe paper is based on the argument that although employees might be happy in the workplace through (engagement, job satisfaction, affective commitment), their happiness, however,will unlikely be reflected into a positive organisational citizenship behaviour towards their organisation, except (social exchange theory) they feel or perceive (equity theory) the overall practices of diversity management in that organisation positively. Thus, studying the mediating effect of perceptions towards diversity management is mainly our contribution.

The Relationship between Inclusion Climate and Voice Behaviors beyond Social Exchange Obligation: The Role of Psychological Needs Satisfaction

“…However, and with specific reference to the challenging nature of some OCB such as voice behavior, it can be risky for individuals and therefore only flourishes in certain contexts [42]. The literature has shown that, in general, perceived diversity management and inclusion are positively linked to OCB [130,131]; nevertheless, previous studies have either mainly focused on the affiliative type of OCB (such as helping behaviors) (e.g., [132]) and/or they have relied on social-exchange theory as the only mechanism to explain the relationship between an organization's context for diversity and inclusion and what its employees give back in terms of OCB [133].…”

Does Gender Diversity Affect Workplace Happiness for Academics? The Role of Diversity Management and Organizational Inclusion

“…Fisher (2010) considers workplace happiness as an attitudinal construct that involves three dimensions: engagement, job satisfaction and affective organizational commitment. Moreover, Zelenski et al (2008), Fisher (2010, Mousa et al (2020a), Mousa et al (2020b) and Erdogan et al (2012) highlight that workplace happiness comes as an outcome of workplace justice, an open communication policy, inclusive work culture and others. This explains to a large extent how both diversity management, which is concerned with workplace justice, and organizational inclusion, which promotes openness, integration and respect, are perceived as determinants or may even be drivers of workplace happiness.…”

Employee psychological well-being and job performance: exploring mediating and moderating mechanisms

“…Prior research has argued that happier and healthier employees increase their effort, performance and productivity (Huang et al, 2016). Similarly, research has documented that employee well-being has a positive influence on employee work-related attitudes and behaviors such as, increasing OCB (Mousa et al, 2020), as well as job performance (Magnier-Watanabe et al, 2017) and decreasing employees' work-family conflict (Karapinar et al, 2019) and absenteeism (Schaumberg and Flynn, 2017). Although there is evidence that employee well-being positively influences employee work-related attitudes, less is known about the relationship between psychological well-being (hedonic and eudaimonic) and employee affective commitment (Pan et al, 2018;Semedo et al, 2019).…”