Towards a Better Workplace Environment—Empirical Measurement to Manage Diversity in the Workplace

Abstract

(1) Background: In this article, we explore the ever-present problem of achieving better results in the area of creating innovative and diverse human resources in the workplace environment through learning and inference from past actions. (2) Methods: An original proposal of five synthetic indicators was developed, corresponding to individual areas of the 5P architecture. In order to test the homogeneity of the index, exploratory factor analysis was used. The reliability of the new indicator was also assessed, both in total and in selected sub-areas. The value of the synthetic index was determined as a summary score in the selected areas (the sum of the values of individual diagnostic variables). Finally, the distribution of synthetic indicators WP1–WP5 was analyzed. (3) Results: By assumption, this analysis was performed to enable an empirical verification of the theoretical model, which combined the strategic, tactical and operational levels, delineating five steps (areas) that should be taken to create an organization open to diversity and its management. The presented approach also allowed for the visualization of the implementation of the organization’s activities in individual areas of diversity management expressed in the proprietary 5P architecture in many dimensions (planning, implementation and monitoring). In addition, the analyses confirmed that the individual dimensions of the diversity management architecture interacted with each other and that the direction of this correlation was positive: the development of diversity management in different areas occurred in parallel, but nevertheless, as can be seen from the values of the correlation coefficients, at a different pace/range. (4) Conclusions: The use of quantitative methods in the decision-making process of an organization can have a significant impact on the quality of its management. In the case of building an inclusive environment and implementing activities for diversity management, the proposed 5P architecture could significantly support this process. Therefore, it is recommended to use the proposed 5P architecture in practice, for example, to diagnose the scope and quality of actions taken for diversity management, as well as to build a diverse working environment in key areas of the organization.

Cultural Diversity in Workplace and the Role of Management

“…This will help workers become more institutionalized in the long term (Maharani et al, 2022). Gross-Gołacka et al (2022) also conducted a research to assess the approaches to manage the workplace diversity. According to the findings, the effectiveness of diversity management may indirectly influence both the workplace culture and financial outcomes of the firm (Gross-Gołacka et al, 2022).…”

“…Aspects of managing cultural diversity related to language, racism, faith, nationality, aging, and gender have been covered in previous reviews. A few researchers noted the necessity of evaluating workplace policies for inclusivity and the potential advantages of diversity programs for firms (Gross-Gołacka et al, 2022;Hofhuis, 2022;Chia, 2021).…”

“We choose this CV because we choose diversity” – What do eye movements say about the choices recruiters make?

“…The concepts of diversity, race and ethnicity are debatable and contested concepts. Diversity can be broadly understood as any observable and non-observable difference or similarity between people ( Gottardello, 2019 ; Gross-Gołacka et al, 2022 ). Diversity initiatives at organizations are defined as “the implementation of one or more practices aimed at improving the workplace experiences and outcomes of groups that face disadvantage in society” ( The Economist Economist Intelligence Unit, 2009 ).…”

Work Satisfaction in Smes: A Comparative Study of Selected Countries in Central and Eastern Europe

“…This is also one of the reasons and objective for engaging in the research described in this article, which focuses on selected Eastern European countries and the small and medium-sized enterprise sector. Today's organisations show interest in employee development and job satisfaction (Dhamija et al, 2019;Gross-Gołacka et al, 2022;Soboleva, 2022;Smolarek, Dzieńdziora, 2022). Taking care of job satisfaction is part of this trend.…”