Diversity is any characteristic that creates people different from one another. It is the similarities and differences between workers in terms of gender, age, educational level, ethnicity, sexual orientation, or other dimensions. Workplace diversity is the importance of similarities and differences that exist among employees of athletic organizations. It means a workplace consisted of people who belong to various cultural groups or people with different human qualities. Age is a variable that is rarely discussed as the main point of diversity in sports organizations. Therefore the aim of the present study was to determine the impact of age on the perceptions of diversity management of employees working in east Attica municipal sports organizations. Three hundred and twenty-five subjects working in the sports municipalities in east Attica randomly selected participated in the study. For data collection, we used the scale developed by DeMeuse and Hostager (2001). After results analysis of the questionnaire scores by ANOVA, significant differences were observed in nine of a total of twenty items. It is concluded that employees of older age who work in municipal sports organizations of East Attica had more negative perceptions toward diversity in comparison to other age groups.
It is known that diversity is the recognition, understanding, acceptance and acceptance appraisal of the differences between two people with respect to age, social or class, nationality, gender, physical and mental abilities, race, sexual preferences and religious beliefs. Studies have shown that gender diversity is an important factor in the representation of women in diversity management in both the private and public sectors. Literature search revealed no study to investigate gender diversity perceptions in the municipality sports organizations. Therefore, the aim of this study was to compare the gender perceptions of diversity management in municipal sports organizations. It was assumed that they would arise a statistically significant difference in the gender perceptions of employees in municipal sports organization in East Attica. Three hundred and fourteen employments in the sports municipalities in East Attica were randomly selected to participate in the study. For data collection, we used the scale developed by DeMeuse and Hostager (2001). After results analysis of the questionnaire scored by unpaired t-test scores, significant differences were observed in eleven of the total twenty items. It was concluded that women who are working in municipal sports organizations in East Attica had more positive perceptions toward diversity in comparison to their male subjects.
Workforce diversity management in general term has, become a crucial part of organizational competitiveness and effectiveness not just in Nigeria public service but in other large corporations globally. It is no doubt that diversity management is increasingly becoming a standard of human resources management in contemporary time. Socio-economic forces like globalization and the internationalization of public issues contribute to expand the flow of labour across ethnic and national boundaries and have facilitated the constant exchange of materials, as well as symbolic and human resource. To remain competitive and relevant, the Nigeria public service must acclimatize and manage these environmental socio-economic forces. But the new complexity of work operations demands more diverse functions and the use of more diverse talents. As the need for employee diversity increases, so do the demands, such as the need for effective interaction among diverse employees, this tendency is believed to have potential for conflict and schism among employees. Using the workforce management model this study attempts to highlight the salient feature of this process with a particular emphasis on the problems and prospects associated with workforce diversity management in Nigeria public service.
Global Workforce Diversity Management and the Challenge of Managing Diversity: Situation on World and in Turkey (Published)
Workforce diversity is a primary concern for most of the businesses. Today’s organizations need to understand and direct workforce diversity effectively. Although many articles have been written on this topic, but there is no detailed research of workforce diversity on global basis. 21th century’s world rapidly increasing globalization requires more attention and interaction among people from diverse cultures, beliefs, and backgrounds than ever before. People no longer live and work in an alone marketplace; they are now part of a worldwide economy with competition coming from nearly every continent. For this reason, profit and non-profit organizations need diversity for being more creative and open to change. The main purpose of this article is to review the recent literature of workforce diversity on global basis and specifically Turkey. Supervisors, academicians and front-line managers could benefit from reading this paper. Supervisors, academicians and managers are the targeted audience because they need to recognize the ways in which the workplace is changing, evolving, and diversifying. It is first presented a brief introduction and definitions of global workforce diversity management. This paper attempts to shed light on what we know and don’t know about global workforce diversity management. Paper mainly includes 4 sections. It starts with the introduction and in that part global workforce diversity management is broadly defined. In section 2, theoretical roots in other words literature review on the subject will be presented. Causal effects of challenges related to global workforce diversity management will be explained and related problems et cetera will be discussed in detail. In section 3, after explaining the regional differences among workforce diversity, insight will be brought up for discussion and comparison with these 4 different regional groups. After that special focus will be given to Turkey and the situation in Turkey will be explained in terms of workforce diversity management. Section 4 will include further research, discussion and conclusion. Besides giving insight about global workforce diversity management for comparison purposes between different continents, the purpose of this paper is to provide information for the potential researchers about basic aspects of global workforce diversity management.