Hotel managers’ perceived diversity climate and job satisfaction: The mediating effects of role ambiguity and conflict

The Implications of Managed-Workforce Diversity on Internal Supply Chain Integration and Business Performance

“…The results further suggest that MWD is a considerable antecedent of internal SC integration which cannot just be ignored. In diverse workforce environment, without attaining MWD, it will be difficult for firm to get the trust, commitment, loyalty, and cooperation among of employees (Madera et al, 2013;Roberge & van Dick, 2010;Bedi et al, 2014) necessary for integrating their internal SC activities and or operations (Adams et al, 2014;Miguel and Brito, 2011). In terms of the link between MWD and business performance, we did not find statistically significant associations.…”

“…Here, we clarify that MWD is not about 'what goes into' creating a diverse workforce or employees' but it is also about the perceptions the workforce or employees have about their organizations and the diversity programs in place. In other literature (Pugh et al, 2008;Gelfand et al, 2005;Madera, Dawson, & Neal, 2013), the term 'diversity' has been used to illustrate the extent to which employees' perceive that their organization's diversity management (programs, policies, practices, and procedures) and managers' actions create, forester, and maintain diversity and eliminate discrimination. We contend that being able to recognize organization's diversity management efforts is one thing; and being able to actually experience the intended outcome of such efforts is another thing.…”

“…As Roberge and van Dick (2010) put it, workforce diversity in itself implies heterogeneity in teams. Heterogeneity can reduce cohesiveness among workforce, and result in misunderstanding and conflicts, as well as role ambiguity (Madera et al, 2013) which may have negative consequences on internal SC integration, the responsiveness of a firm's SC in addressing market needs, and financial outcomes. Therefore, having a MWD could go a long way to benefit firms (Bedi et al, 2014;Gee & Norton, 1999).…”

“…of the organization. Conflicts and role ambiguity which usually result from differences in background characteristics of employees (Madera et al, 2013;Roberge & van Dick, 2010) could restrain integration initiatives at the focal firm-level and at the external streams of the SC. It should be recognized that, while other capabilities necessary for developing SCs (e.g.…”

“…As Jayne and Dipboye (2004) put it, the success of diversity programs is contingent on goals and or policies and how they are framed and communicated and also on feedback systems. Madera (2013), also notes that effective diversity practices are formal, and that written guidelines and policies are necessary to enhance diversity implementation. Future studies could explore the antecedent and moderating effects of these variables on workforce diversity management and MWD.…”