Journal of Organization and Human Behaviour

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Management of Cultural Diversity in IT Sector


Affiliations
1 Amity Business School, Amity University, Uttar Pradesh, India
     

   Subscribe/Renew Journal


Cultural diversity at the workplace is a very important factor affecting the human resource cycle at every stage starting from selection, interview to training and feedback and also the exit interview. The main objective is to study the impact of the various sub-variables (equal treatment and non-discrimination, human resource practices, communication processes, organisational commitment and organisational processes) taken into study on the main variable, that is managing cultural diversity in IT sector. This research is descriptive in nature and data is taken from 63 software professionals using structured questionnaire by convenient sampling technique. Data is analyzed by SPSS and it is found that all the variables taken under study showed a very strong correlation with the main variable which means that any increase in any of the stated variables will show a positive impact on the way cultural diversity is managed in an organisation. It is recommended that all employees should be aware of the existence of such diversity and they should try to make changes in the behaviour and attitude. The need is to turn from "accepting diversity" to "being aware of diversity". HR manager need to develop dynamic policies which can be easily administered to manage cultural diversity in an organisation.

Keywords

Cultural Diversity, Communication, Diversity Management, Equal Treatment, Organisational Culture, Organisational Commitment, Organisational Processes.
Subscription Login to verify subscription
User
Notifications
Font Size

  • Armstrong, M. (1999). Human resource management: The foundation of human resource Management, 7(15), 3-13.

  • Caldwell, R. (2001). Champions, adapters, consultants and synergists: The new change agents in HRM. Human Resource Management Journal, 11(3), 39-52

  • Caron, H. (1998). The effects of organizational stability and leadership structure on firm performance. Journal of Managerial Issues, 30(6), 498-521.

  • Edwards, T., & Rees, C. (2011). International Human Resource Management: Globalization, National Systems and Multinational Companies (2nd edn.). Harlow. Financial Times Prentice Hall.

  • Esque, T. J., & Gilmore, E. R. (2003). International Organization Behaviour, 42(1), 47-49.

  • Gamble, J. (2003). Transferring business practices from the United Kingdom to China: The limits and potential for convergence. International Journal of Human Resource Management, 14(3), 369-387.

  • Hatch, M. J. (1993). The dynamics of organizational culture. The Academy of Management Review, 18(4), 657-693.

  • Ilmakunnas, P., & Ilmakunnas, S. (2011). Diversity at the workplace: Whom does it benefit? De Economist, 159(2), 223-255.

  • Kautish, P. (2012). Paradigm of workforce cultural diversity and human resource management. Vidwat: The Indian Journal of Management, 5(1), 37-41.

  • Loden, M., & Rosener, J. B. (1991). Workforce America: Managing diversity as a vital resource, 86(2), 326-336.

  • Martins, E. C., & Terblanche, F. (2003). Building organisational culture that stimulates creativity and innovation. European Journal of Innovation Management, 6(1), 64-74.

  • McSweeney, B. (2002). Hofstede's model of national cultural differences and their consequences: A triumph of faith-A Failure of Analysis. Human Relations, 6(2), 1-118.

  • Mkoji, D. (2009). Impact of corporate reputation (image) on the levels of foreign funding: A case study of KEMRI.

  • Mkoji, D., & Sikalieh, D. (2012). The five-factor model of personality in the workplace. Retrieved from http://www. personalityresearch.org/papers/neubert.html.

  • Ohmae, K. (1993). The rise of the region state foreign affairs, 72(2), 78-87.

  • Panaccio, A., & Waxin, M. (2010). HRM case study: Diversity management: Facilitating diversity through the recruitment, selection and integration of diverse employees in a Quebec bank. Journal of the International Academy for Case Studies, 16(4), 53-66.

  • Pauluzzo, R. (2010). How cultural determinants may affect HRM: The case of Italian companies in China. Research & Practice in Human Resource Management, 18(1), 78-95.

  • Sartorius, M., & Carmichael (2011). Diversity management content in introductory human resource management textbooks. (2008). Academy of Management Learning & Education, 7(3), 429-433. DOI: 10.5465/AMLE.2008.37029277.

  • Schein, E. (2005). Coming to a new awareness of organizational culture. Sloan Management Review, 3(2).

  • Uma, S. (2011). Workforce diversity and HR challenges. Advances in Management, 4(10), 33-36.


Abstract Views: 440

PDF Views: 2




  • Management of Cultural Diversity in IT Sector

Abstract Views: 440  |  PDF Views: 2

Authors

Ratna Rajnish
Amity Business School, Amity University, Uttar Pradesh, India
Meghna Sethi
Amity Business School, Amity University, Uttar Pradesh, India
Shikha Abrol
Amity Business School, Amity University, Uttar Pradesh, India
Ravi Gupta
Amity Business School, Amity University, Uttar Pradesh, India
Urvashi Agrawal
Amity Business School, Amity University, Uttar Pradesh, India

Abstract


Cultural diversity at the workplace is a very important factor affecting the human resource cycle at every stage starting from selection, interview to training and feedback and also the exit interview. The main objective is to study the impact of the various sub-variables (equal treatment and non-discrimination, human resource practices, communication processes, organisational commitment and organisational processes) taken into study on the main variable, that is managing cultural diversity in IT sector. This research is descriptive in nature and data is taken from 63 software professionals using structured questionnaire by convenient sampling technique. Data is analyzed by SPSS and it is found that all the variables taken under study showed a very strong correlation with the main variable which means that any increase in any of the stated variables will show a positive impact on the way cultural diversity is managed in an organisation. It is recommended that all employees should be aware of the existence of such diversity and they should try to make changes in the behaviour and attitude. The need is to turn from "accepting diversity" to "being aware of diversity". HR manager need to develop dynamic policies which can be easily administered to manage cultural diversity in an organisation.

Keywords


Cultural Diversity, Communication, Diversity Management, Equal Treatment, Organisational Culture, Organisational Commitment, Organisational Processes.

References