CULTURAL DIVERSIFICATION

Cultural Diversification on Workforce

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Abstract

The present research investigated the role of perceived similarity in cultural values (associated with diversification in cultural backgrounds) and an intercultural group climate in forecasting identification with both the organization and the workforce. Study amidst 75 employees from a diverse organization showed that seen similarity in cultural values is positively associated to identification with workgroups. In this vein, cultural diversification can hinder identification. Therefore, we focused on an intercultural group climate, in which cultural diversification is seen as affirmative, as an alternate way to double-check employee's identification in diverse workforce. Results verified that employees report high grades of identification with both the organization and the workforce, when the intercultural group climate is strong. In supplement, when an intercultural group climate is powerful, employees still report high grades of identification with the organization despite low seen similarity in cultural values.



Table of Contents

CHAPTER 1: INTRODUCTION6

Purpose of the Study8

CHAPTER 2: LITERATURE REVIEW9

Theoretical framework9

Intercultural group climate13

CHAPTER 3:PROPOSED METHODOLOGY17

Participants and procedure17

Measures18

CHAPTER 4: RESULTS20

CHAPTER 5: CONCLUSION23

REFERENCES24

APPENDIX36

Chapter 1: Introduction

Organizational processes change strikingly as a result of increased cultural diversification : diversification in employee's ethnic backgrounds. diversification may have advantages, for example a higher potential for innovation, but furthermore inserts problems. One problem is that employees lack the feeling of being part of their work group (identification). The present study aspires to provide insight in the role of seen similarity in promoting identification. In particular, we will focus on the relation between identification and an intercultural group climate, in which differences are valued. We propose that such a climate can enhance identification in diverse work groups, despite mutual differences (Allen, 1990, pp: 546).

Identification suggests a feeling of being part of the group. If employees recognise with the organization they are inclined to put effort in the direction of organizational goals. This is in a nice way clarified by Dutton, Dukerich and Harquail (1994): “Organizational identification aligns one-by-one interests and behaviors with interest and behaviors that benefit the organization. It entails exertion on behalf of the organization is furthermore exertion on behalf of the self”. In organizations, identification has significant consequences for employees. Identification with the work group has often been mentioned as a strong predictor of job satisfaction and lower turnover rates (Allen, 1990, pp: 552).

According to Social Identity Theory and Self-Categorization Theory, people especially recognise with a group when they perceive to have alike characteristics as their young individual group members. In culturally homogeneous groups, constituents see similarity in cultural background, while in culturally diverse groups, members manage not perceive this ...