Workforce diversity management: A systematic literature review

Abstract

The primary task of the paper is to propose a definition of the existing theoretical contributions to the term of workforce diversity management (WDM) in order to systematize present knowledge, clearly understand the definition of WDM in organizations and identify the gaps for future research. In this theoretical study, the Scopus database was used for sampling. 19 studies published since 2015 were identified, and then the selected papers were analysed according to key research definitions. Recently, the idea of diversity management (DM) acquires a new meaning; swiftly expanding its field and circulating around the world. WDM becomes a frequently significant part of Human Resource Management in corporations, as it helps companies to take a sustained competitive advantage in the current globalization and innovative age (Egerova, Jiřincová, Lančarič & Savov, 2013; Manoharan & Singal, 2017). The results of the research show that DM is perceived by a moderate number of existing publications as a method that helps to encompass both: a favourable corporate culture and organizational success. By assessing present studies on DM, the paper contributes to the literature on business and management and demonstrates the potential as the scrutinised field seems to be an attractive area for future research.

Effect of Workplace Diversity on Organisational Performance in Selected Private Universities in Southwestern Nigeria

“…This concept emphasises the importance of fostering mutual understanding and respect among individuals within a group (Gomez & Bernet, 2019). A thorough definition of workforce diversity encompasses the presence of variety and distinctions among an organisation's employees, encompassing factors such as race, age, ethnicity, cultural heritage, physical capabilities, religious beliefs, gender, sexual orientation, language, educational background, way of life, personal convictions, appearance, and economic standing (Seliverstova, 2021).…”

“…This diversity encompasses faculty, staff, and administrative professionals, creating a dynamic environment that mirrors the broader societal trend of an ageing workforce. One aspect of age diversity is the coexistence of seasoned, more experienced employees with those who are relatively younger and newer to their careers (Seliverstova, 2021). Older employees often bring a wealth of institutional knowledge, expertise, and a historical perspective that is invaluable in academic settings.…”

“…However, attaining workplace diversity demands more than simply employing people from diverse backgrounds; it necessitates the creation of an inclusive environment in which everyone feels welcome and appreciated (Seliverstova, 2021). Organisations must implement policies that promote equal opportunities for all employees, as well as provide cultural sensitivity training programmes.…”

Impact of Diversity Management on Employees’ Engagement: The Role of Organizational Trust and Job Insecurity

“…Presently, with the world change, the rise of globalization, technology development, and migration movements, the work environment has become progressively diversified and mixed [1]. These facts were the main reasons for many changes within the business sector where women, disabled people, and individuals who have different demographic and socio-cultural characteristics were mostly affected [2].…”

Work Force Diversity and Agility: Diversity Is a Key Factor to Be Agile

“…Seliverstova, 2021) workforce diversity describes as individual divergence that can be noticeable and indiscernible It also indicates workforce diversity as equal opportunity and inequity at the workplace.…”