Workforce Diversity Management, Duty Orientation, Diversity Strategy And Employee Performance Of Multinational Mining Companies In Ghana

Abstract

The study assessed the relationship between workforce diversity management and employee performance (in-role performance, extra-role performance, engagement) among employees in the multinational mining companies in Ghana. It further examined the mediating role of duty orientation and moderating role of diversity strategies on this direct relationship. The study employed the positivist philosophical paradigm, quantitative research approach, explanatory research design and a cross-sectional study design. A structured self-administered questionnaire was utilised for data collection. The simple random sampling technique was adopted to sample 368 respondents for the study. The analysis of data was done using the partial least squared structural equation modelling. The study found a significant positive relationship between workforce diversity management and employee performance dimensions (in-role performance, extra-role performance, engagement). This positive relationship was further mediated by duty orientation. In addition, the study found that diversity strategies moderate the relationship between workforce diversity management and employee extra-role performance and engagement but failed to moderate the in-role performance path. The study recommended that management of mining companies should target at diversity management policies that foster inclusiveness, shunning racism and incorporating cultural differences of the employees. Also, diversity management strategies such as flexible working arrangements, education and training, business linkage and unbiased performance appraisal procedures should be part of the workforce diversity management policies of the firms to improve employee performance.