What impact do national cultural values and cultural practices have on the adoption and efficacy of workforce diversity programs, and, ultimately, organisational outcomes? New research explores these relationships, with the findings providing practical ideas for multi-national organisations and those responsible for managing their diversity programs.
Globalisation and the spread of organisations across borders, while creating significant opportunities for maximising the talent pool, have created challenges as well. As organisations seek to improve the diversity of their workforce and foster an inclusive culture, what is the impact of national cultural values and practices on diversity programs and organisational outcomes? Does one size fit all?
Recent research conducted by Dr. Hilla Peretz (Ort Braude College, Israel), Prof. Ariel Levi (Wayne State University, USA) and Dr. Yitzhak Fried (Syracuse University, USA) explored the relationship between national cultural values (‘aspirational’ values), national cultural practices (‘as is’ practices), the effectiveness of diversity practices, and how these influence absenteeism, turnover, performance and innovation across borders.
Peretz, Levi and Fried (2015) found that there is a direct relationship between certain national cultural values and the likelihood an organisation will adopt diversity programs aimed at increasing the ‘employment prospects’ of members from traditionally underrepresented demographic groups. The researchers found that if there is any misalignment between the aspirational values of organisational leaders and the prevailing values as practised by employees and managers, it may affect the successful implementation of diversity programs. The result of this could be disruptive behaviour from existing employees, including “withdrawal” behaviour such as absenteeism and turnover. The research findings indicate disharmony between intentions and outcomes because of the moderating effect of cultural practices. Finally, the researchers linked these findings with the mediating effect of turnover and absenteeism on overall organisational outcomes trends (in terms of performance and innovation).
To read the full article, see Hilla Peretz, Ariel Levi & Yitzhak Fried (2015) “Organizational diversity programs across cultures: effects on absenteeism, turnover, performance and innovation” The International Journal of Human Resource Management 26:6, pp. 875-903
For further information contact Gaurav Warudi.