Diversity and Work Behaviour in Two Ghanaian Organizations
Exploring Differences in Organizational Ownership
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Workforce diversity is often conceived as a double-edged sword. On the one hand, it can lead to high productivity and low turnover in organizations that manage it well. On the other hand, it can be very costly when subordinates have varying perceptions of fairness especially from their superiors. The research in this book examines how subordinates' perception of supervisor-favouritism regarding ethnicity, sex and religious beliefs affect their perception of support and other work-related attitudes and behaviours in two organizations. We learn from both organizations that perceived supervisor-f...
Workforce diversity is often conceived as a double-edged sword. On the one hand, it can lead to high productivity and low turnover in organizations that manage it well. On the other hand, it can be very costly when subordinates have varying perceptions of fairness especially from their superiors. The research in this book examines how subordinates' perception of supervisor-favouritism regarding ethnicity, sex and religious beliefs affect their perception of support and other work-related attitudes and behaviours in two organizations. We learn from both organizations that perceived supervisor-favouritism along ethnic lines has a higher proclivity to influence supervisor-subordinate interactions in work settings. Possible work-related attitudes and behaviours for subordinates who hold perceptions of supervisor-favouritism are analyzed. Of particular importance are commitment, citizenship and job performance behaviours. The book draws the attention of management practitioners to theharmonization of diversity and organizational design in harnessing the non-compulsory extra-role behaviours of subordinates.
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