An investigation of the effects of gender and age diversities on performance of employees in Mbita Sub County in Kenya.

  • Walter Otiende
  • Dr James Muya
Keywords: Age and Gender Diversities, Employee Performance

Abstract

There is a number of legislations that have been passed to shape the way workforce diversity is managed in Kenya. However, both the employees and the employers still make decisions to break the rules such as equal opportunity employment, affirmative action and even constitutional provisions. In this study workforce diversity was studied with focus on its effects on employee performance. The objectives that guided the study were to: investigate the effects of gender and age diversities on the performance of employees. In the study different empirical literature were examined to define the relationship between workforce diversity and employee performance in which a gap existed since none of these studies examined was conducted in Mbita Sub County in Kenya. The study was anchored on social identity theory which explains how individuals tend to categorize themselves in terms of gender and age resulting into them (out group) and us (in group) syndrome. A descriptive survey design was used.  Data was collected in 28 secondary schools using a self-constructed questionnaire. Descriptive and Inferential statistics geared to the Pearson’s Product moment Correlation (r) and Multiple Regression Analysis were used to identify the patterns of the relationship in the data. From the findings, the two postulated hypotheses were accepted. Multiple regression analysis, R2=0.667 showed that 66.7% of the variation employee performance is explained by gender and age. The study also explained the managerial implication of workforce diversity and recommended further research since only 66.7% of the employee performance was accounted for by the gender and age.  Therefore, there is need to conduct further research to account for the remaining 33.3%

References

Abdel M.E. (2012). Effects of cross cultural diversity on employee performance in Egyptinan pharmaceutical organization. Business Management Research Journal, pp 1-10.
Amin, A. (2005). Social Science Research, Conception, Methodology and Analysis: Kampala: Makerere University Printers.
Best, J.W, & Kahn, J.V. (1993). Research in Education (7th ed.) NJ: Prentice Hall.
Browns S., (2008). Diversity in the workplace. A study of Gender, race, age and salary level: Business Management Journal, 6(3): 245-248.
Choi, Jin N. (2007). Group composition and employee creative behavior in a Korean Electronics Company: Distinct Effects of Rational Demography and Group Diversity. Journal of occupational and organizational psychology. 80(2):213-234.
Creswell, J.W. (2003). Research design: Qualitative, quantitative and Mixed Method Approaches (2nd Ed.) London: Sage.
Czaja, S, J and Sharit, J (1998). Age Difference in Attitudes towards Computers. The Journal of Gerontology: Series B 329-340.
Daniel C. (2009), “The Effects of Higher Education Policy on Location of Individuals: Evidence from Florida’s Bright future scholarship programs.” Regional Science and Urban Economics 553-562.
Ely R. and Thomas D. (2001). “Cultural diversity at work: The Effects of Diversity Perspectives on Work groups and outcomes.” Administrative science quarterly, 14(2), 76-89
Gay, L.R. (1996). Educational Research: Competencies for Analysis and Application. New Jersey: Prentice Hall.
Gibert J. and Ivansenvich J., (2000). Valuing Organization: A tale of two organizations. Human Resource Management Journal, 14 (1) 93-105.
Human Resource Institute (2003). Managing Diversity September 3rd from http://www.hrinstitute.info/frameset.asp?contentpage=home.
Jehn, K.A, Gregory B, North, C and Neale M. (1999). “Why Difference Make a Difference: Afield Study of Diversity, Conflict and Performance in Work Groups.” Administrative Science Quarterly 44(4) :741-763.
Joshi A. and Jackson S. (2003). International handbook of organizational teamwork and cooperative working: U.S.A, John Willey and Sons.
Kochan, T, Bezrukoba, Elly, R., Jackson S. and Joshi (2003). The effects of business diversity on employee performance. Report of the diversity research network. Human resource Management Journal, 42, 3-21.
Kothari C.R. (2004). Research methodology: Methods and techniques (2nd ed.). India: New Age International publishers.
Krejcie, R.V. & Morgan, D.W. (1970). Determining sample size for research activities: Educational and psychological measurement. New Jersey, Pearson Publishers
Kunza F., Boem S. and Bruch H., (2011). Age diversity, age discrimination and performance consequences – across organizational study. Journal of organizational behavior, 32, 264-290.
Lezear, E. P. and Sherwin, R (2010). Rank- order Tournaments as optimum labor contracts. The Journal of Political Economy Contracts 89(5):841-864.
Michelle E. A, Jayne and Robert L. Dipoye, (2004), “Liveraging Diversity to Improve Performance: Research Findings and Recommendation for Organizations. Academy of Management Journal 43, 174-177
Monk, B. (2007). Impact of work group diversity on performance. Unpublished manuscript, University of Cologue.
Pelled L. H, Eseinhardt and Xin (1999), “Exploring the Black Box: An analysis of work group diversity, conflict and performance” Administrative science quarterly 259-270.
Richard, O. C. (2000). Racial Business Strategy and Firm Performance.” A Resource Base View. Academy of Management Journal 43, 164-177.
Tracy, T and Sapington D (1993). Choosing workers qualification: No experience necessary. Business Management Journal, 14(3) 156-159.
Webster, J (2007). Diversity Management in the ICT industry Challenges and issues of social dialogue. Report prepared for union network international: European commission. 420- 425
Published
2017-01-26