The impact of cultural diversity on the

management style in an example of

Irish Retail Company

Lukasz Jankowski

MSc in Management
National College of Ireland

Submitted to the National College of Ireland,

August 2018

1
Abstract

This work aims to present the phenomenon of managing diversity in the

company and learning the key benefits of this topic. Another important aspect
of this study was to learn about the impact of the cultural ethnicity of managers
working in the small retail chain, where the survey was conducted using a
questionnaire. During the research, the quantitative method was used, two
types of questionnaires were distributed among employees, and separate for
managers. Various studies have been conducted around the world to
investigate this topic, but not much has been done in Ireland itself. The
researcher wanted to get familiar with the topic and the fact that he was a
member of one of the shops, he could thoroughly analyse how diversity is
perceived in the workplace and how it can affect the choice of management
style. Also, a researcher could analyse the impact of manager cultural ethnicity
on management style used in a diverse workforce.

The cultural diversity may be an essential factor when it comes to the issue of
management, so the purpose of this paper is to find out the results of the
penetration of national cultures in organisational culture. The issue of cultural
diversity is an essential area of the management. The literature and research
explorations provide examples of many problems and conflicts in the
background, which reduces the effectiveness of their work and a disintegrating
effect on the other members of culturally diverse teams.

Organisational culture is the key to understanding the essence of

management processes, as the concepts and practices of management
created within a company cannot be unreflectively copied and successfully
applied elsewhere.

2
Thesis Declaration Page

Submission of Thesis and Dissertation

National College of Ireland
Research Students Declaration Form
(Thesis/Author Declaration Form)

Name: Lukasz Jankowski

Student Number: X09014283
Degree for which thesis is submitted: MSc in Management
Material submitted for award
(a)I declare that the work has been composed by myself.

(b) I declare that all verbatim extracts contained in the thesis have been
distinguished by quotation marks and the sources of information specifically
acknowledged.

(c) My thesis will be included in electronic format in the College Institutional

Repository TRAP (thesis reports and projects)

(d) Either *I declare that no material contained in the thesis has been used in
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Or *I declare that the following material contained in the thesis formed part of
a submission for the award of
____________________________________________________________

(State the award and the awarding body and list the material below)

Signature of research student:

Date: 29.08.2018

3
Submission of Thesis to Norma Smurfit Library, National
College of Ireland

Student name: Lukasz Jankowski

Student number: X09104283

School: National College of Ireland

Course: MSc in Management

Degree to be awarded: MSc in Management

Title of Thesis: The impact of cultural diversity on the management style in

an example of Irish Retail Company

One hard bound copy of your thesis will be lodged in the Norma Smurfit
Library and will be available for consultation. The electronic copy will be
accessible in TRAP (http://trap.ncirl.ie/), the National College of Ireland’s
Institutional Repository. In accordance with normal academic library practice
all theses lodged in the National College of Ireland Institutional Repository
(TRAP) are made available on open access. I agree to a hard bound copy of
my thesis being available for consultation in the library. I also agree to an
electronic copy of my thesis being made publicly available on the National
College of Ireland’s Institutional Repository TRAP.

Signature of Candidate:

For completion by the School: The aforementioned thesis was received by:

Date:

4
Acknowledgements

Firstly, I would like to thank my supervisor Pauline Kelly for all her support
and expert guidance throughout my time completing this dissertation.

Secondly, I would like to thank the all participants who participated

in the study by giving up their time.

Lastly, I would like thanks my family for their support throughout my studies,
which has allowed me to successfully complete this master’s programme.

5
Table of Contents

Abstract....................................................................................... 2
Declaration...............................................................................3-4
Acknowledgments ...................................................................... 5
Table of Contents ....................................................................... 4
List of Tables .............................................................................. 7
List of Figures............................................................................. 8
List of Appendices ..................................................................... 8
Chapter 1 - Introduction ............................................................. 9
Chapter 2 – Literature Review ................................................. 13
2.1 Diversity Culture ................................................................. 13
2.2 Managing Diversity............................................................... 5
3. Research Methodology ........................................................ 31
3.1 Introduction ........................................................................ 31
3.2 Research Strategy .............................................................. 31
3.3 Research Objectives .......................................................... 32
3.4 Research Instruments ........................................................ 33
3.5 Ethical Considerations ....................................................... 35
3.6 Data Analysis and Case Study Data Interpretation .......... 35
3.7 Participants Sample ........................................................... 36
4. Findings and Analysis ......................................................... 38
4.1 Introduction ........................................................................ 38
4.2 Employees Questionnaire Analysis .................................. 41
4.3 Managers Questionnaire Analysis .................................... 50
5. Discussion ............................................................................ 62
5.1 Limitations .......................................................................... 66
6. Conclusion ............................................................................ 68
6.1 Recommendation for Further Research ........................... 70
7. References ............................................................................ 71

6
List of Tables

Table 1 - Summary of studies examined by Simons & Rowland ………27-28

Table 2 - Frequency Table in employee’s questionnaire…………………....38

Table 3 - Cronbach’s Alfa…………………………………………………….....39

Table 4 - Overall percentage results of Irish and Non-Irish participants…...40

Table 5 – 27 – Results from employee’s questions 1a – 6d…………..41 – 49

Table 28 – Frequency Table in manager’s questionnaire…………………...50

Table 29 – Cronbach’s Alfa……………………………………………………..50

Table 30 – Deleted item…………………………………………………………51

Table 31 – Cronbach’s Alfa……………………………………………………..51

Table 32 – Managers Questionnaire results…………………………………..53

Table 33 – 55 – Results from manager’s questionnaire………………..54 – 61

7
List of Figures

Figure 1. Framework breakdown…………………………………10

List of Appendices

Appendix 1: Employee’s Questionnaire…………………………77

Appendix 2: Manager’s Questionnaire…………………………..82

8
1. Introduction

The primary focus of this dissertation is to discover the impact of cultural

diversity, mainly the country of origin and cultural background of the manager,
on the workplace culture in three convenience stores in Dublin.

This study focuses on an opportunity to examine the management practices

found in a small retail chain in Ireland where both managers and employees
are from multiple countries. The essence and importance of the cultural factor
in recent years are evidenced by numerous concepts and considerations, both
on the theoretical level and those resulting from the exploration of many
researchers. The cultural factor may turn out to be a significant determinant of
a success or a failure of the company. Therefore the purpose of this paper is
to present a study of the impact of cultural diversity on a management style,
and are the results of the interpenetration of the cultures of the country of origin
and the cultures of countries from which workers and managers are. Part of
this study will also be a presentation of cultural problems, arising from the
organisation itself, and about the problems characteristic in its employees,
such as national identity, racism, ethnocentrism, stereotypes.

This paper will describe and identify reasons for diversity management in a
retail environment. It will help us to identify the fundamental theories and
concepts surrounding cultural diversity in the workplace. The appropriate
approach to diversity in the workplace may allow us to use all of the
employee's competencies while allowing them to develop their skills,
preferences and personality traits. It also helps us to establish whether cultural
diversity, based on the management’s country of origin, has an impact on the
management style of those managers. It is their knowledge of how companies
operate in local economic conditions, management style, cultural specifics and
approach to people with whom they cooperate, builds relationships which are
necessary to carry out the tasks assigned to them successfully. Finally, we will
determine how employees, perceiving these management practices while
being themselves from culturally diverse backgrounds. Diversity management
means noticing differences between people in the organisation and conscious

9
development of strategies, policies, and programs that create a climate for
respecting and using these differences to achieve the organisation's goals.
The primary goal is to create a work environment in which every employee felt
respected and appreciated, thanks to which he/she can fully use his/her
intellectual potential, which contributes to the organisation's success.

The motivation for the study arose initially from everyday observations and
experience of the researcher in his place of work, the case study company. A
problem was highlighted by many employees, who believed that
management’s treatment of them in the workplace, was dictated significantly
by the country origin of the manager and the diverse culture in the workplace.
Another motivation for this study was to find out whether there was a
correlation in HR practices including training and development and diverse
workforce, performance management and diverse workforce and also
acceptance or rejection of cultural differences based on the diversity of the
workforce.

Based on the research "The Costs and Benefits of Diversity" (2003) carried
out on behalf of the European Commission, we can also identify some of the
most significant benefits that companies have with an active cultural diversity:

 strengthening the value of culture within the organisation,

 strengthening the reputation of the company,
 increasing the motivation and efficiency of the staff,
 increasing employees' training and development.

Based on this study, we will try to determine which aspects of culture have a
direct impact on the relationships between managers and employees and
analyse the problem in small retail chains more deeply. Using a quantitative
method, questionnaire, the researcher will ask a set of closed-ended
questions. Which will measure through opportunities for training and
development, application of the performance management process and
individual’s perception of management’s acceptance or rejection or cultural
differences. As mentioned at the beginning, the research objective of this study
is to explore the specific. The advantages of using different varieties of
diversity can be easily broken down into conceptual framework:

10
 Criteria for
reward, Objectives are
Performance
opportunities clearly
Management is
for training articulated and
accurately
and aligned with
assessed and
development managers
transparent and
is clearly /organisation
constantly
articulated objectives
applied
and
transparent

Employees feel valued and treated regardless of cultural

diversity

Managers Employees
culture/ culture/
ethnicity ethnicity

Figure 1. Framework breakdown

11
Impact of cultural diversity on workplace culture: a case study of staff
awareness of cultural diversity in the small retail chain in Dublin.

The following questions need to be answered if we want to find an answer for

the above primary research objective. Following questions are based on
objective and literature review.

1. What are the benefits and limitations of the diverse culture of the company?

2. What benefits and limitations resulting from the diverse culture of

employees?

3. What are the perceptions of employees regarding diversity in the workforce?

4. What impact has diverse culture on management performance?

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2. Literature Review

2.1 Diversity Culture

Companies around the world are increasingly talking about diversity in the
workplace. They are beginning to perceive differences among their employees
as an opportunity to build a comprehensive team of specialists with different
personality traits and competencies. Respecting the differences that exist
between people is one of the fundamental values that modern companies
should follow. (Kumra, Manfreid, 2012) This approach may not only foster
employee integration but can also give companies a real competitive
advantage. (Klarsfeld, 2010) According to the report "Diversity Matters"
developed by McKinsey (2015), it appears that the creation of different teams,
among others regarding age, gender, nationality or character traits, it directly
affects the company's financial results. Companies who employ, both women
and men, achieve an average of 15% higher revenues, and those are
employing people of not only different sex but also different nationalities - up
to 35%. Similar conclusions can be drawn from the PwC (2015) study
commissioned by the ISS company, published in the report "Diversity adds
millions to the ISS bottom line." Teams of different sex, age or nationality
generate profits on average by 3.7 percentage points higher than
homogeneous groups.

An important area of management in any organisation is the issue of cultural

diversity. In the management literature, several types of research provide us
with examples of culture in organisations. One of the most important terms in
this field is national culture, which was defined by Hofstede (2005) as
"collective programming of the minds" of people of a particular nationality.
According to the author, people have a specific national character that
represents their values, attitudes, and their cultural behaviour. These are the
primary factors including the national culture, culture of the regional group,
gender culture, generational culture, social class and organisational culture
(Hofstede, Hofstede 2005). During the functioning of any organisation,
national culture is what determines the organisational culture, which is a set of

13
values, their beliefs, and principles, which are the underlying patterns of
behaviour of members of a given organisation. (Khan, Panarina 2017)

Literature draws attention to the fact that diversity management should be

used primarily for building awareness and increasing acceptance of
sociographic differences that occur in organisations, both observable like
gender, age, race, ethnicity, and unobservable sense of belonging to social
groups, approach to life, values, lifestyle. (Danowitz, Hanappi-Egger, Mensi-
Klarbach, 2012) An important aspect is also the issue of using actual
differences in achieving goals and achieving benefits for the organisation. In
the context of striving to use diversity in achieving organisational goals,
another concept appears in the literature - inclusion. (Prasad, 2001) While the
concept of diversity refers to the characteristics that make people differ, and
their consequences for perception and how to participate in organisational life,
inclusion refers to the extent to which people in the organisation have access
to relevant information and resources, are involved in group work and
influence decision-making processes (Roberson 2006). According to empirical
studies done by Shore et al. (2011), diversity and inclusion have an impact on
workplace management. Inclusion at work aims at ensuring full participation in
the functioning of the organisation for employees representing diverse groups.
In particular, it ensures that each employee, regardless of the type of
differences they can participate in, contributes, feeling connected and
belonging, without losing individual uniqueness or having to give up their
identity or part of themselves. Although the number of conducted researches
is insignificant and there is not enough of them to illustrate the impact of
inclusions, their literature review shows us how little has been done so far. We
can also learn that inclusion is associated with job satisfaction thanks to the
research carried out by Acquavita et al. (2009). The results of their research
were to put more emphasis on organisational factors in the development of
theoretical models of diversity, workplace inclusion, and job satisfaction.
Research conducted by Roberson (2006) indicates that diversity is more often
related to heterogeneity and the demographic diversity of participants in the
organisation, while inclusion is more often understood through the prism of
engagement and integration of diversity-related issues in organisational

14
systems and processes. The research mentioned above also indicates the
shift of focus from the subject of diversity towards the problem of including
employees in organisational life, but it is explained by a change in terminology,
not changes in the substantive perception of phenomena. This shift can be
understood in the context of the priorities set by companies within the scope
of diversity management. Many businesses still understand diversity
management as striving to achieve appropriate indicators, an example is the
percentage of women in managerial positions. The percentage of
representatives of minority groups in the company structure, the percentage
of employed people with disabilities. These issues mainly concern the
quantitative representation of minority groups, while the main benefits of
diversity management are related to the change in the behaviour of the
organisation's participants. (Thomas 2006)

An empirical study by Ravazzani (2016) in the Italian organisations on diversity

management showed that there is still a hole in research on this subject in
Europe. Her research was aimed at understanding how organisations
approach and try to implement procedures in their companies. Although the
research was conducted only on the Italian market, the results were clear that
even with changing factors like the type of workforce and increasing ethical
understanding for the diversity of the company, it is more and more concerned
with diversity management.

By understanding the organisational culture, we can understand a specific way

of looking at the reality in which we live. The specificity of this view results from
sharing the same beliefs and values that were developed by members of the
organisation during the joint implementation of tasks. (Cooke, Szumal 1993)
This complexity and multidimensionality of the concept of organisational
culture provoke many experts on this subject to try to resolve the question
posed by S. Robbins (2007): "Does the organisational culture prevail over
national culture regarding the impact on employees, or is the opposite?"
(Jaghargh, Ghorbanpanah, Nabavi, Saboordavoodian, Farvardin 2012)

Research by N.J. Adler (Adler 1986) states that the behaviour of employees,
the national culture affects more than the culture of the organisation. National

15
culture is the primary determinant of human behaviour in all spheres of social
life, including economic life. Nations are not monoliths, but differences in them
are much smaller than differences between countries. Factors such as religion,
age, occupation or gender differ much less than belonging to a given national
culture. (Meyer, 2014) For example, an Irish Catholic is first an Irishman and
then a Catholic. It means that in general, he will have more in common with an
Irishman of a different religion than with a Polish Catholic.

The difference between national and organisational culture is that the former
is part of our mental programming, we acquire it in the first ten years of life in
the family, the environment in which we live, in school. We encounter
organisational culture at the threshold of adulthood or after it is exceeded,
when our values are already established. (Hofstede, Hofstede 2005)

Therefore, organisational culture is the key to understanding the essence of

management processes, as the concepts and management practices created
in an organisation in each country cannot be duplicative copied and
successfully used elsewhere. (French, 2007) It means that in the face of
cultural diversity we cannot accept two extreme approaches – ethnocentric,
which can manifest itself in the behaviour and attitudes of the person. It means
that person attitude towards something or someone, their values and ways of
thinking are the best. An expression of ethnocentrism is also the perception of
one's own culture and country of origin as superior to others, discrimination of
culturally different social groups, recognition of domestic behavioural patterns,
behaviour or management as only proper and effective everywhere. (Crang,
Tolia-Kelly, 2010) According to D. Matsumoto (2003), ethnocentrism is a
tendency to perceive the world through the prism of its cultural filters.
Research carried out by Patrick and Kumar (2012) confirms that the most
common barriers in cooperation with foreigners are ethnicity, as well as the
functioning of stereotypes and prejudices, and discrimination.

Culture is alive because it lives as long as there are people. They create it,
change it, modify it. Cultural changes pass not only linearly, one by one, but
they clash with each other, adding something, throwing something away from
existing elements. (Cox, Blake, 1991) The sources of diversity inherent in a

16
human being may be: gender, belonging to the social class, ideology to be
adhered to, a system of values promoted in the social circle from which a given
person originates, but also from a religion he believes. Religion has a
significant impact on shaping and strengthening cultural patterns. Often, they
find justification in it, for example, American pragmatism has its roots in the
doctrine of Puritan Protestantism. (Groschl, 2011)

From cultural problems, identity and its sources are also important. It is the
person who decides about the human ability to adapt to different cultural
conditions and is the most exposed to cultural influences. (Fitzsimmons, 2013)
Identity is consciousness about itself; it is a product of knowledge that "me" or
"we" have a unique feature that distinguishes me from you, from us, from them.
The human identity is not a structure of unchanging representations of oneself,
but it changes under the influence of emotions and knowledge. The central
values on which the entire identity structure is based are the most resistant to
changes. The external influence of identity is the most influential, constituted
by such categories as a society, law, culture, and social groups. (Quintanilla,
Ferner 2003)

The change of identity occurs when we lack a known social context. People
working abroad often complain about difficulties associated with social life,
loneliness and miss their friends and family. When they lose their usual
surroundings, they have doubts and their existential problems. (Fitzsimmons,
2013) The sense of cultural differences between people raises the
phenomenon of cultural dissonance in which people become aware of the
difference between their cultural reactions in each matter. It is a contradiction
of cultural content presented in the form of human attitudes and behaviours,
ways of thinking, styles of consumption imposed on the individual by different
cultures, which he is subject to at the same time. (Fisher-Yoshida, Geller,
2009)

Cultural problems in workplace diversity management can include racism,

which is a group prejudice, based on racial affiliation. Two people belonging
to the same race can be very similar physically, but distinctly different when it
comes to the cultural conditioning of their thinking and behaviour. The fact that

17
we were born with certain physical or biological traits does not necessarily
mean that we will assimilate culture. (Kumra, Manfreid, 2012)

Ethnocentrism means that our attitude towards something or someone, our

values and ways of thinking are the best. Ethnocentric believes that different
attitudes, values of universally finding in other cultures are not as good as
ways of thinking or acting. An expression of ethnocentrism is the perception of
one's own culture and country of origin as superior to others, discrimination of
culturally different social groups, and recognition of domestic behavioural
patterns, behaviour or management as only proper and effective everywhere.
It is essential, therefore, whether we are aware of our ethnocentrism.
(Browaeys, Price, 2011)

Stereotypes and prejudices are firmly rooted in the consciousness of every

human being and change in an evolutionary rather than a revolutionary pace.
Stereotypes are generalised beliefs about groups of people, especially their
psychological and personality traits. (Roberts, Kim, Cha, 2014) Positive
stereotypes can be distinguished (e.g., Germans are hard-working and
reliable) and negative stereotypes (e.g., Poles are thieves and drunkards). The
radical voice of S. Huntington in his concept of "clash of civilisations" argues
that people would rather die in defence of their cultural code, programming in
dramatic wars than to modify their stereotypes about "others."

An essential antidote to all kinds of discrimination, stereotyping or racism in

managing different cultures is cultural relativism, which means that no culture
has an absolute criterion that would entitle it to give superiority or inferiority to
products of another culture. (French, 2007) Relativism does not mean a lack
of rules either for oneself or one's society. However, it requires refraining from
hasty assessments in the case of contact with other groups and societies.
Proper assessment of cultural differences is possible only when instead of
applying our norms to other individuals, groups, or societies we will examine
the exact nature of differences, their sources, and consequences.

Stereotypes and prejudices will be such inhibitory factors. The first ones are
beliefs about individual social groups, as a result of which certain
predispositions, skills or behaviours are assigned to them - usually

18
depreciating. These convictions have the character of subjective opinions,
which are rarely verified or reflected. This prejudice is, in turn, an attitude that
results in an emotional attitude toward particular groups, perceived through
the prism of simplified, stereotyping cognitive schemes. (Roberts, Kim, Cha,
2014) Stereotypes and prejudices are a fact, also on the labour market.
Correctness is pure - if a given social group is more heavily burdened with
negative stereotypes, it encounters greater difficulties related to taking up and
maintaining employment. Implementation of diversity management policy
requires confronting stereotypes about various employee groups and
eliminating those mechanisms that work against them in the workplace.
(French 2007)

In dealing with other people, cultural flexibility is essential - awareness of the

existence of cultural filters that distort, turn and colour the images we see.
Also, it facilitates the understanding that representatives of different cultures
have different filters that distort the image of the world in different ways, and
each of the cultural groups considers their version of reality as and real as we
recognise ours. Cultural flexibility also allows us to deal with emotional
reactions, moral judgments, and personality assessments - we must learn to
go beyond our reactions, sometimes cynical, and look from the perspective of
another person. (Matsumoto 2007)

When it comes to multiculturalism and management problems, most problems

are based on existing differences and how they can contribute to streamlining
the problem-solving and decision-making process. The principle of equal
treatment must be recognised as a primary condition for diversity at the
individual level. It can be translated into benefits for the entire organisation.
Difficulties in communication, the aeration of conflicts and the ever-smaller
ability to integrate the employee can perceive the team as a less and less
attractive perception of the organisation as a decent workplace. (Homan,
Knippenberg, Van Kleef, De Dreu 2007) The equal treatment of each
employee and all members of the group is a fundamental process based on
the example of work equivalence. It should be counteracted by such an
attitude of attitudes at the level of employees as well as from managers. It is
necessary to provide everyone with a sense of self-confidence and recognition

19
in the organisation. Such tools should be managed in the way of a strategic
policy of diversity in the company. It is worth noting at this point that in the first
place this means eliminating cases of discrimination from the workplace and
fulfilling obligations resulting from the provisions of the Labour Code imposed
on employers. (Preeti 2014)

An important aspect will be the use of the potential for the diversification of the
labour market and the increasingly important use of the potential of diversity
in the organisation. Communication and relationships related to the
organisation can be one of the most critical areas when it comes to success in
managing a diverse team. (Thomas 2004) It is worth to pay attention to several
aspects if we want to manage successively. Persons who are in leadership
positions in the company must support the idea of equal treatment and ensure
that their attitude, behaviour can be more consistent with company
development. Different ways of expressing and the way they communicate
with other employees can be an example of the professional development of
them. Understanding managers' differences resulting from the diversity and
equal treatment of each employee and the possibility of expressing their
opinions, results from the understanding of the idea of workplace diversity.

2.2 Managing Diversity

Issues related to diversity management have been of interest to both academic

researchers and management practitioners for several decades. Particularly
much work on this subject appeared in the United States (Thomas 2004). It
was due to demographic changes, mainly changes in the age structure and
immigration, social changes, growing role of women and economic changes
with the dominant role of the globalisation of markets and growing inequalities
in income. However, it was not until the nineties, when transnational
corporations accelerated their development, many managers noticed that
diversity is a fact and that the culture of the organisation must include the
needs of very different employees. (Schneider, Barsoux, 1999) In short,
managers are currently struggling with the problem of how to adapt the culture
of the organisation to multicultural issues, how to skilfully manage cultural

20
diversity. The primary issue here is the search for the best strategy for
matching cultures in the face of mergers of enterprises and the proper
development of a standard value system that can become the backbone of a
multinational organisation around which it is permissible to express a
difference of opinion. The diversity of expectations on the part of the
environment forces the organisation to differentiate tasks and to respond
differently to these pressures. (UNESCO 2008) These reactions and tasks
become the participation of various employee groups, which necessarily
shape separate cultural patterns, adequate to the place, role, and conditions
of the implementation of the tasks of a given employee group. In this context,
the existence of subcultures in the organisation does not testify to the
weakness of the organisation's culture.

Diversity between people affects how people behave, feel, act and how others
perceive them. It also affects how people do their work. Taking them into
consideration can allow organisations to use all the skills and abilities inherent
in a team of employees and thereby achieve optimum results both in quality
and quantity of work. (Thomas, 2004) We may perceive that as a primary
objective in the management of diversity. In other words, the management of
diversity in all activities of the organisation is to consider and optimise the use
of diversity in the workplace. According to literature describing the
management of diversity, we can define it as all the activities of the
organisation that aim to consider and optimises the use of diversity in the
workplace (Kumra, Manfreid, 2012). Diversity management means noticing
differences between people in the organisation and conscious development of
strategies, policies, and programs that create a climate for respecting and
using these differences to achieve the organisation's goals. The primary goal
of diversity management is to create a working environment in which every
employee felt respected and appreciated also can fully realise intellectual
potential, which can translate into job satisfaction. This requires a fundamental
change in the thinking of many managers and the adoption of an attitude
characterised by openness and understanding. Accepting for the occurrence
of different identities, diverse, individual needs and expectations of members
in a given organisation and perceiving them regarding valuable values that

21
should be skillfully managed. Skillfully combine them into teams that, while
respecting HR practices, will cooperate at every level of the organisation. In
practice, this also means the organisation's openness to new employees from
outside, conscious acquisition of diverse, often unique knowledge, skills, and
experience that can be brought by newly employed people. The concept of
diversity management is closely related to taking actions aimed at equality of
employees and counteracting discrimination and is also a reflection of the
contemporary approach to human capital management. On the one hand, it is
developing the awareness of leaders, managers, and employees, on the other,
implementing procedures and initiatives in the field of recruitment, structure
changes, training and career development programs aimed at increasing
diversity among employees.

Diversity management is a versatile managerial process that aims to create a

work environment in which everyone benefits. Of course, this entails changes
in the culture of the organisation, that is why to manage diversity should be
adequately prepared and treated as a process of change in which all the
entities important for the organisation must be involved. This process requires
time and effort, money, and energy. (Danowitz, Hanappi-Egger, Mensi-
Klarbach, 2012)

In managing diversity, it is critical to ensure that the organisational system,

policy, and practice of the organisation do not bring more significant benefit to
one group at the expense of the other. (Romanenko, 2012) The principle of
social inclusion is aimed at ensuring full participation in the functioning of the
organisation by employees representing diverse groups. An inclusive work
environment should reflect the social environment in which the organisation
functions or for which it operates. (Quintanilla, Ferner 2003) For example, if it
is an organisation operating in an expatriate district, representatives of this
group should be included in the team of employees of the organisation. Social
inclusion is also the extent to which an employee is accepted and treated by
others as a person who belongs to the entire team involved in a given project.
In practice, inclusion is precisely the assurance of each employee of the
impact on the tasks carried out. (Morley 2018)

22
Diversity policy implemented in modern companies can significantly improve
the effectiveness of communication and positively influence the building of
flexible, more open attitudes and encourage sharing of knowledge. (Danowitz,
Hanappi-Egger, Mensi-Klarbach, 2012) In the conditions mentioned at the
beginning of transformations in the labour market, it is essential to building a
work atmosphere in which all members of the task teams, not only their
leaders, will feel well. The low efficiency of small team members in the
rankings or their insufficient involvement may fail in a quite massive
undertaking. Care for a pleasant climate of cooperation is expressed not only
by paying attention to personal culture and how employees are treated, but
also by deepening their willingness to understand their expectations and
needs. (Nazarian, Atkinson, Foroudi, 2017) Undoubtedly, the diversity policy
can contribute to the comfort of work of persons belonging to minority groups
- women employed in occupations in which men, ethnic minorities, people with
disabilities, persons with different sexual orientation were traditionally
dominated.

The role of the working atmosphere becomes the more significant, the more
complex the area is activities of managers in organisations, their ability to
directly contact employees and influence the career development of
employees. Taking care of the atmosphere in the team and excellent
communication becomes one of the critical roles of managers. However, these
tasks are difficult to complete if there is no support from the appropriate
company personnel policy and such approaches to shaping culture
organisation. Therefore, one may risk the statement that diversity policy can
be an essential factor stimulating the development of companies operating
within the global economy. (Schneider, Barsoux, 1999)

In recent years, there has been increasing evidence proving in favour of

employers' implementation of diversity policy programs. (Hunt, Layton, Prince,
2015) In the literature on the subject, we can distinguish several advantages
of the diversity policy. We can distinguish here the improvement of productivity
among employees with a diverse viewpoint and perception of specific
problems at the organisation level, which may lead to better results and the
discussed increase in productivity. Increased creativity is also a considerable

23
advantage for employers, where diversity among employees can help and
improve the quality of problem-solving, understanding, and gaining new
markets to be competitive in an increasingly demanding market. The next
advantage which is continuously repeated is the increase in crew morale and
job satisfaction which helps in gaining better results in retaining the staff, and
less absenteeism and less employee turnover. (Morley, 2018)

A legitimate question arises when we are presenting this benefit. Why diversity
management remains mainly in the sphere of good slogans and theoretical
ideas? Why is the use of this management concept in their everyday practice
not visible enough? When attempting to answer, first, we should realise that
very often right, and valuable theoretical recommendations are not used in
practice, because different laws govern the organisational reality. A typical
good or a social interest has no meaning. (Dobbin, Kalev, 2016) Such
phenomena as a high level of unemployment, multi-subjectivity, getting a job
thanks to contacts, and connections, and not due to the knowledge and
qualifications they have. We can also notice that in the so-called "family
businesses" the opportunity to take up a job or get the same salary is very
rarely a reflection of the policy of equal opportunities. Employees cannot
establish trade unions there; they do not go out on the streets in protest
manifestations of discrimination, reduction of employment, or demanding
increases. It is also difficult to see the equality of opportunities in public
institutions, which by law are obliged to use open and competitive calls for
vacant positions, where it is common practice to set contest criteria for
previously selected candidates, to promote managerial positions of people
with connections. (Ardeleanu, Josan, 2011)

The counterweight to these questions will be the example of the Dublin Bus
company, which can boast a high degree of development and commitment to
the well-being of the employee. The Equality Authority mentions Dublin Bus in
Ireland as a company of best practices. Its members include employees from
over 50 countries. In 2003, the company created a unique action plan for
diversity. It concerned the issues of respect and dignity in the workplace, the
balance between work and private life, disability and broadly understood
diversity. Its application resulted in the creation of effective management policy

24
within the company. Dublin Bus is a state-owned company that actively
promotes equality and diversity, as well as a culturally and ethnically diverse
workplace. The intercultural working group takes care of the inside of the
company by drivers and ethnically diverse employees. It is also the initiator of
many projects to support and promote a culturally diverse workplace. Also
created a select panel of equality and diversity in which composition consists
of 40 employees trained in this direction whose task is to provide support to
managers, trade unions and employees in stressful situations. Due to the high
satisfaction of employees from its employer, the company has gained an
excellent reputation which increased the increase of applications on the part
of people with disabilities and those belonging to ethnic minorities (Keil, 2007).

The fundamental step to take further actions aimed at increasing the benefits
of differences between employees will be the analysis of human capital in the
aspect of diversity. In this context, we understood the concept of diversity
management. In many definitions, it emphasises the possibility to achieve the
many benefits translate into an improved competitive advantage through
appropriate measures considering the diversity of employees (Armstrong,
Flood, Guthrie, Mkamwa, 2010). Their analysis of quantitative data from the
manufacturing and service organizations in Ireland confirms that the practice
high-performance work system associated with positive business results and
finds that the practices diversity and equality management system are
positively associated with higher labor productivity and innovation of the
workforce and lower voluntary turnover of employees (Armstrong, Flood,
Guthrie, Mkamwa, 2010). Achieving these effects through activities in the area
of diversity, however, it is not an easy matter. Organizations must meet this
process many conditions, and above all, apply a comprehensive approach to
the changes. As regards the conditions, they relate to situations in which
people from different social groups have equal employment opportunities in a
given company and then to participate fully in its development. Organizational
effects can play a crucial role. Their analysis can be carried out from two
perspectives: short- and long-term. The fundamental problem for
organisations in this perspective may be to show the direct links of effects to
activities carried out in the area of diversity. The presented approach to the

25
effects of diversity management is just one of many examples of them found
in the literature on the subject. For several decades, scientists have been
trying to show the effects of diversity management about the level of an
individual, a team or the whole organisation (Jayne, Dipboye 2004), (Jackson,
Joshi, Erhardt 2003), (Simons, Rowland 2011), (Nielsen, Nielsen 2013).
Empirical studies confirm selected complexes.

Based on research conducted by Jayne and Dipboye (2004), diversity alone

does not guarantee immediate benefits for the organisation. However, by
achieving a diverse workforce and effective management, it can bring benefits.
The study provided valuable information and can help in the Human Resource
Management department to gain benefits and help in avoiding diversity
problems.

Table 1 shows a summary of the studies used by Simons and Rowland (2011)
and shows us a general overview of the methods that have been used and the
results of empirical studies based on nine studies conducted in the past thirty
years. They had tested a wide range of different definition and understanding
of diversity, some focused on functional diversity, some of the social diversity,
and some tried to integrate both perspectives. Studies have been studied in
many different lights, and the main topics could come to light thanks to the
multiple analysis. The main topics that were selected for analysis in this study
included the precise definition of diversity and selection of types of diversity
and typology (Simons, Rowland 2011).

26
Table 1: Summary of studies examined by Simons & Rowland (2011)

Study Methodology Setting, Population Summary of Key

Author, Year and Topic and Sample Findings

Rynes and Rosen Survey method Human resources The adoption of diversity
(1995) exploring diversity professionals from training was positively
issues within multiple American firms (n = statistically correlated
organisations, 785) with top management
especially focusing support, organisational
on the success of size, and prioritisation of
diversity training diversity based objectives
programs and staffing.
Thus, these factors were
associated with increased
likelihood of diversity
training adoption
Jehn, Northcraft Multi-method field Workgroups in a Information and social
and Neil (1999) study intended to household moving Category diversity within
identify major goods firm (n = 92 the workgroup had
impacts of different groups, 545 positive outcomes
types of diversity, employees (including increased
including social efficiency and morale) but
category, value, and value diversity
information diversity negatively affected
intention to remain
Richard and Laboratory study Upper-division Use of organisational
Kirby (1999) designed to elicit undergraduate justice as a justification
understanding of how business students (n for diversity programs did
justification of = 93) improve hiring outcomes
diversity programs (where improvement was
impacted acceptance defined as a degree of
and performance of success in hiring diverse
diversity programs candidates, but did not
address skill levels of
qualifications of
candidates) but did not
improve actual
performance of these
programs
Bunderson and Mixed method Workgroup sites The differentiation of
Sutcliffe (2002) comparison of from a Fortune 100 functional diversity
different company (n = 45 between dominant
conceptualisations of teams) functional diversity and
functional diversity intrapersonal functional
within the literature diversity had different
and their effects on effects on information
the outcomes sharing and performance.
When considering
dominant functional
diversity, information
sharing and performance
was improved. However,
when considering
intrapersonal functional
diversity, information
sharing and performance
was negatively affected.

27
Zanoni and Interviews with Flemish human Contrary to most
Janssens (2004) human resource resource organisational studies
managers in order to administrators (n = regarding the
determine discourses 25) understandings of
surrounding diversity diversity, discourses
in the organisation provided by study
participants indicate that
power is a major
component in the
definition of diversity
used in the organisation
by active human
resources management
professionals and leaders.
Jehn and Statistical analysis of Workgroups in a Workgroup strategy had a
Bezrukova (2004) compensation levels Fortune 500 significant moderating
of workgroups based information effect on compensation
on diversity factors processing firm (n = for workgroups depending
1,528 teams, with an on the type of workgroup
undisclosed number strategy (stability, growth,
of individual or customer-oriented)
employees) used within the team Q’s
operations.
Gonzales and Statistical analysis at Units of a national Diversity climate is found
Denisi (2009) the organisational restaurant chain (n = to be key in the building
level to determine 28) of positive organisational
demographic identification
diversity effects on
firm effectiveness

Pitts, Hicklin, Meta-analysis of Public school Diversity management is

Hawes and existing survey data superintendents in driven by environmental
in order to determine Texas (n = 586) favorability, institutional
Melton (2010) drivers for adoption isomorphism (social
of diversity similarity) and
management environmental
programs in public uncertainty, but these
administration efforts have different
effects
Stergaard, Econometric analysis Danish firms with Study used social diversity
Timmermans, and of the relationship more than 20 characteristics only,
between diversity and employees (n = including age, gender,
Kristinsson innovation using two 1775) ethnicity, and education.
(2011) linked surveys that Education and gender
combined the were positively associated
demographic with innovation, age had a
composition of the negative association, and
firm and results of an ethnicity had no effect.
innovation study

28
Diversity management generates not only specific benefits for the
organisation, but also challenges, or even difficulties related to its
implementation. (Danowitz, Hanappi-Egger, Mensi-Klarbach, 2012) Many
factors may be inhibiting newly introduced solutions in the field of diversity
management policy. The organisation should create a decent work
environment to appreciate employees individual skills and used to achieve the
company's goals requires proper personnel management and development of
an organisational culture conducive to diversity. The experience of companies
and organisations introducing diversity management shows that there is no
universal strategy in this respect. The solutions adopted depend on many
factors, both from the specificity of the industry and socio-cultural conditions.
At the same time, however, despite the multiplicity of solutions adopted, there
is a basic set of necessary actions that determine the success of ventures.
(Kumra, Manfreid, 2012)

The decision on the application of the diversity management policy as part of

the day-to-day management of the organisation lies within the competence of
the senior management. (Schneider, Barsoux, 1999) They are decision-
making people who are also responsible for the strategic development of the
organisation. In the decision-making process, however, opinions and
comments made by middle management are not always taken into account,
which is de facto responsible for the implementation of diversity management
within the direct management of employees of particular work teams.
(Browaeys, Price, 2011) Giving up the obligation to manage diversity on the
middle management team as well as care for a high standard of solutions in
this area does not always go hand in hand with offering appropriate forms of
support by the organisation. (Kumra, Manfreid, 2012) Managers directly
involved in diversity management activities should be adequately prepared for
their implementation. This support should be reinforcing, convincing to the
idea of managing diversity, shaping proactive attitudes in this area and
appropriate skills that can be used as part of the current employee
management.

Socio-cultural patterns occurring in the country may be affiliated with

difficulties from the diversity management. (UNESCO 2009) These patterns

29
are very much in line with the socio-cultural context within which the
organisation functions. Socio-cultural patterns clearly define what behaviours
or actions are perceived as a generally applicable norm, and therefore are
desirable and expected in society as well as in the workplace. Therefore, the
diversity management policy in an organisation should be particularly sensitive
to that diversity that goes beyond the existing patterns. (Danowitz, Hanappi-
Egger, Mensi-Klarbach, 2012)

Like any idea, the concept of diversity management also has its critics. Prasad
and Mills (1997) indicate that diversity can have many meanings that may be
contradictory: from the proportional representation of different groups to
eliminating prejudices or discrimination. Authors can also question the value
of programs promoting diversity, accusing their authors that they do not affect
actual discrimination. Organizations have many universal norms and values
that make up the organisational culture. The homogeneity of this culture and
the resulting similarity of rules, such as behaviour or expectations as to the
level of work, make it almost impossible for an organisation to consider all the
diverse, multicultural preferences. As an example can be given the decision of
the French authorities that did not permit to wear Muslim headscarves by
students during school hours.

Even if we assume that this criticism is somewhat justified, it is worth paying

back a note that the advantages above and benefits of managing diversity is
more than possible defects. In the current conditions of the global economy,
all organisations face the need to increase their flexibility, efficiency, and
competitiveness. This challenge applies to every level of the organisation -
from the production process and relations at the production level, to technical
solutions and management styles. (Giddens 2006) It is not about managing
diversity as another fashion that some people accept, and others do not notice.
The point is that diversity management should become a new tool for
optimising the organisation management, the more so effective management
of employee diversity is of great importance not only in the institutional and
economic dimensions but also in the social dimension. (Yang 2005)

30
3. Research Methodology

3.1 Introduction

This chapter describes and explains the rationale for methodology and
techniques used in this study to gather all information’s which can help answer
the research question and allow accomplish the primary objective of this study.
All the research, regardless of the purpose they are supposed to help, owe
their effectiveness to the existing compliance with its methodological
requirements. The method is a research project consisting of activities of a
different nature. Consecutively, the method of conducting the research must
reflect the purpose and subject of the study.

As outlined in the introductory chapter, the primary purpose of this research is

to find out the impact of cultural diversity, mainly the country of origin and
cultural background of the manager, on the workplace culture in three
convenience stores in Dublin, with a culturally diverse workforce.

Specifically, it attempts to find out which variables, from the country of origin
of the manager, the influence of diverse workforce, or the management style
in diverse workforce have the most significant influence in workplace culture
whit respect to HR practices such as management performance, training and
development, knowledge sharing, discussions, and feedback mechanism.
Also, we must include and mention here employee satisfaction levels in the
workplace, more generalised practices such as inclusion in decision-making,
stereotypes, and prejudices in the workplace, inclusive work environment, and
effectiveness of communication in the diverse workplace.

3.2 Research Strategy

In reading the literature and mapping the underlying assumptions, the

researcher has decided the best approach for this dissertation was the use
one company, with some stores in the Dublin area, each of which had a
different manager with different cultural background and diverse workforce in
each store.

31
The choice of case company was an easy decision as the researcher, through
employment, has first-hand experience of the case company. Especially in his
workplace where the whole process of recruitment and selection and building
workplace culture from the beginning of store opening. The case company has
three outlets, each of which has a distinct management style and a diverse
workforce. All three were open at different times; employees are set only in
their workplace, there is no employees transfer between stores. All are
independent by management style in their place. This combination of a small
retail chain with their own culture and management style gives the researcher
a particular choice of case company a good fit for this analysis.

Concerning the choice of quantitative approach in case study research, a

researcher might review data from other in this example shops, gather and
compare them to finalise the answer for the central question. “When time and
resources are limited, a quantitative approach may be more appropriate. This
is because quantitative research often involves instruments, such as
questionnaires and tests, to measure specific variables. These instruments
typically produce useful data in short time periods with a reasonable
investment of personnel and materials.” (Hancock, Algozzine 2006)

Concerning the research, the researcher was interested in uncovering the

relationships that exist between managers and employees concerning their
diversity policies, application of human resource practices and programmes to
ensure inclusivity. In particular, there was a concern with the role and influence
of one’s culture as a critical influencer of manager behaviours and the
consequences for management practice about employees. The researcher
was also interested in understanding how employees perceived these
practices. Using the case study approach allowed to develop clear insight into
the realities of manager-employee relationships in the case company.

3.3 Research Objectives

Understanding the research problems by the researcher is a fundamental

condition for undertaking all scientific exploration that determines the purpose
and scope of the research objectives. The overall research objective of this

32
study is to examine whether the country of origin and cultural background of
the manager have an impact on the workplace culture in a culturally diverse
workplace. More specifically, the study looks at which variables have the most
significant influence on the research topic, within specific categories, with
corresponding objectives, as follow:

1. To explore the influence of the country of origin of the manager on

management style.

2. To examine the influence of diverse workforce, or the management style in

the diverse workforce have the most considerable influence in workplace
culture whit respect to HR practices such as management performance,
training and development, knowledge sharing, discussions, and feedback
mechanism.

3. To analyse implications for management regarding diverse management

style.

The purpose of the first objective is to analyse and try to understand if there is
any influence on management style in a workplace and workplace culture from
manager country of origin, and the relation between these variables in the first
objective. The second objective aims to investigate HR practices used in the
diverse workplace, critically understand the meaning of using them in the
organisation. The third objective refers to implications and limitations of
findings in this research, understanding how these practices work in real life
and refer to diversity management.

3.4 Research Instruments

As the research undertaken in this study was mostly exploratory, the case
study approach of analysis was chosen as the most appropriate method. This
research was particularly true given the desire to understand how the issues
unfolded at ground level. Furthermore, the use of questionnaires with
managers and employees in each of the three stores was an only possible
way to uncover the dynamics and relationships both between and across the
stores.

33
The following stages were included in the preparation of the questionnaire:
formulating the problem, formulating the questions, setting up the instructions
for the respondents, preparing the final version of the questionnaire. The
information that is going to be obtained during research determines the main
problem to be solved. The manual contains information on who is conducting
the research, what the primary purpose of the research is, how to respond to
each question, to what extent anonymity was guaranteed. Formulating
questions is integrally related to the stage of placing the problem. The
questionnaire used closed-ended questions, which give ready answers,
thought out in advance by the researcher. The subjects only choose from the
suggested answers. The answers are chosen so that they generally exhaust
all possible solutions that may arise about the question posed and they
facilitate the researcher's work and further analysis. The questions include five
types of answers that allow respondents to respond to a given problem. The
questionnaire used a 5-level of Likert scale with ready-made responses from
"Strongly Agree" - "Agree" - "Neutral" - "Disagree" - "Strongly Disagree." There
were also control questions that in advance give only two possible answers.
The first was the question about the respondent's ethnicity; the participants
had to let the researcher know which ethnic group he came from to power then
group and analyse the questionnaires at this angle, the possibilities were 2,
"Irish" or "Non-Irish." The second question in the questionnaire was a question
allowing to find out about the company's future training in cultural diversity.
Possible answers were 2, "yes" or "no."

The research was done in three stores, with the same questionnaire
administered to each store. The questionnaire was used to gain insight into
the specific policies and practices within each store. By conducting the
questionnaire, the main reason for this approach was to get as many
responses in the limited time available. The quantitative approach seems to
be the best solution in this case because the company's case study can help
us find more information about the approach to diversified management.
Questionnaire in quantitative approach will give us more information about
management style, workplace culture, and understanding the influence how
these processes have an impact on individuals in the workplace.

34
3.5 Ethical Considerations

In the planning and preparation of the research questionnaire, the main

activities were focused on formulating objectives and research questions,
thoroughly rethinking the strategy and selecting appropriate methods and
techniques for data collection suited to it and the research issues. With all
diligence, the participants' privacy and willingness to participate in these
studies was taken into account. In advance, it was ensured that all participants
could receive additional information about the study and can contact the
investigator at any time. They will be able to express their informed consent to
participate in this survey and will be informed about maintaining complete
anonymity while conducting the survey and further data analysis. The data
collected during the examination will be confidential and will be collected
accordingly by the principles of personal data protection.

3.6 Data analysis and case study data interpretation

For data analysis in this research, the SSPS programme was used to analyse
all variables. Also, Word Excel was used to get more vital information is from
questionnaires. All questions were inputted into the programme to produce
cross-tabular reports and measure questionnaire reliability assessment.

The analysis of data involved reviewing and categorising the findings from
each questionnaire into specific components of the research objectives. This
phase was completed directly after receiving all the questionnaires from each
shop. Having completed analysing the findings across the stores into the same
categories, with the creation of additional categories based on differences.

Data analysis in case studies is the most challenging part of this research.
Difficulties usually arise from a significant amount of information, which results
from the fact that the research problem should be formulated very generally.
The analysis of data includes, among others, the creation of detailed
descriptions helpful in formulating categories according to which the studied
phenomena will be classified. Data is analysed to see if they match specific
categories. Descriptions and categories help the researcher deal with many

35
data, especially in the initial stage of analysis and protect him from drawing
premature conclusions. Each case should initially be separately analysed so
that we can see the emerging unique patterns and dependencies, which in
turn may be the basis for creating a general model of the phenomenon. One
way to look for a general picture of the phenomenon involving all cases is to
pair them and compare them. Comparing cases reduces the risk of false
claims based on inadequate information.

Case study research is complex and diverse. The course of the research
process, characteristic of a case study, including combining different stages,
perspectives, and research methods and overcoming the accepted patterns of
thinking and acting, results in increasing the chances of new ideas and
creative solutions emerging, and, as a result, building an innovative theory.
The necessity to overcome the accepted patterns of thinking and reconcile the
often seemingly contradictory perspectives means that contrary to some
views, case studies often lead to the creation of a theory that is more accurate
than in other types of research. The theory arising from the case study can
also be easily tested, thanks to precisely formulated concepts and hypotheses.
It is created in the interactive process of data collection and analysis. Because
the creation of the theory is based on the analysis of empirical data, the
probability of its validity is significantly increased. In empirical studies,
empirical data are used to test hypotheses formulated by a researcher's
literature and considerations.

3.7 Participants Sample

The questionnaire took place in three retail shops in Dublin, where was overall
45 employees plus seven management staff, and there are six nationalities
within the company. Two different questionnaires were used to conduct this
research. One was used for employees where we have had six sections. The
individual sections were preceded by a question about the ethnic origin of the
participants and were addressed to employees and managers to carry out this
analysis.

36
Sections specified in the questionnaire are:

1.Objective settings and performance management.

2.Manager-employee relationship.

3.Criteria for reward, training, and development.

4.Cultural diversity in the workplace.

5.Manager cultural ethnicity.

6.Employee cultural ethnicity.

The second questionnaire form was used for managers of the company and
have had same six sections like in employee’s questionnaire, but the questions
were aimed at assessing themselves and not like an employee’s questionnaire
where they assessed managers.

Two weeks before the questionnaire was released to all participants on paper
in all three shops, Store Managers were asked to put the information letter on
the notice board. That was a brief message that participation in this survey is
voluntary. The decision to participate in this study is entirely up to them. They
can refuse to take part in the study at any time without affecting their
relationship with the researcher of this study. They can refuse to take part in
the research or exit the survey at any time without penalty. They are free to
decline to answer any question they do not wish to answer for any reason. All
participants were informed that they have a maximum of seven days to
complete this survey. Once the researcher receives all questionnaires, SPSS
statistical programme will be used to analyse all data. After all, data are
included in the statistical software; the researcher will be able to analyse
through cross-tab reports and percentage tab reports to conclude findings and
analysis of the research.

37
4. Findings and Analysis

4.1 Introduction

This chapter presents the analysis and results of the questionnaire carried out
in three stores operating in the same retail chain in Ireland. Each shop is
managed by independent Store Manager, who is solely responsible for all
aspects of operating their convenience store. Each manager is also
responsible for his staff, all policies and procedures, HR nature aspects and
creating a unique relationship with employees. Researcher job was to
examine, based on this case if there is any influence on the part of the cultural
manager of ethnicity on the management style used in each store.
Questionnaires were appropriately divided and distributed between
employees as well as separate questionnaires were distributed among the
management team. Between 45 employees and managers in all three stores
overall, there were 32 people altogether who took part in this research,
respectively 26 employees and six managers. Data from the above study was
analysed by using statistical software SPSS and Word Excel to find answers
to many research objectives. All data was inputted into the statistical
programme and then analysed using cross-tab to find out relationships
between variables. Based on the results of the research questionnaire, we
could also find some answers to several questions, the whole purpose of this
research work was. In this chapter, results will also be analysed to examine
the answers to each of the research questions.

Table 2 depict the results of frequency in ethnicity between employees; we

can see some Irish participants and Non-Irish participants. Over 75% were
Irish citizens, and Non-Irish were less than 25%.

Table2. Frequency Table in employee’s questionnaire

Ethnicity
Cumulative
Frequency Percent Valid Percent Percent
Valid Irish 20 76.9 76.9 76.9
Non-Irish 6 23.1 23.1 100.0
Total 26 100.0 100.0

38
Table 3 depicts the value of Cronbach’s Alpha value in reliability assessment
which measures our employee’s questionnaire. The reliability of the scale
gives us information on how much the questionnaire was accurate in our study,
which gives us the result of the correlation coefficient between questions within
the scale. Value of 0.746 it is an acceptable result for this research.

Table 3. Cronbach’s Alfa

Reliability Statistics
Cronbach's
Alpha Based on
Cronbach's Standardized
Alpha Items N of Items
.746 .750 24

Table 4 depicts overall situations in results of Irish and Non-Irish participants

together, and the percentage of their answers. We can see how staff from
three different shops were answering questions using Linkert scale, and how
their answers were more likely similar. Having a five-valued variable and a
balanced scale is more beneficial. Increases the sensitivity of the scale, is
consistent with the logic of the construction of the question addressed to the
respondents and the logic of the measurement. However, it does not always
improve the conditions of statistical analysis, especially for small sample sizes.
The prepared questionnaire was addressed to the employees of three stores
in the small retail chain. The characteristics of the target group were defined
in advance, and the questionnaire included questions about the diversity of
employees in the company and their ideas about ethnicity. At the beginning of
the questionnaire, the researcher put a question about the participant's
ethnicity to see how each group have answered, and then to see if there are
any connections or discrepancies in their answers between them.

39
Table 4. Overall percentage results of Irish and Non-Irish
participants
Strongly Neutral Disagree Strongly
Q Total Agree (%) Total
Agree (%) (%) (%) Disagree

Q1a 26 69% 31% 0% 0% 0% 100%

Q1b 26 58% 35% 8% 0% 0% 100%

Q2a 26 50% 35% 15% 0% 0% 100%

Q2b 26 65% 31% 4% 0% 0% 100%

Q2c 26 42% 54% 0% 0% 4% 100%

Q3a 26 31% 38% 27% 4% 0% 100%

Q3b 26 27% 27% 31% 4% 12% 100%

Q3c 26 19% 35% 27% 8% 12% 100%

Q3d 26 31% 46% 19% 4% 0% 100%

Q4a 26 50% 38% 12% 0% 0% 100%

Q4b 26 58% 27% 4% 4% 8% 100%

Q4c 26 23% 15% 12% 42% 8% 100%

Q4d 26 65% 31% 4% 0% 0% 100%

Q5a 26 4% 12% 15% 35% 35% 100%

Q5b 26 0% 12% 19% 38% 31% 100%

Q5c 26 4% 8% 12% 35% 42% 100%

Q5d 26 12% 12% 42% 27% 8% 100%

Q6a 26 42% 46% 12% 0% 0% 100%

Q6b 26 4% 42% 27% 15% 12% 100%

Q6c 26 23% 31% 27% 12% 8% 100%

Q6d 26 92% 8% 0% 0% 0% 100%

Q6e 26 27% 27% 35% 8% 4% 100%

40
4.2 Employees Questionnaire Analysis

Using cross-tab reports from SPSS software, in section 1,

Management performance the researcher was able to produce a clear
picture of how the participants answer the questions regarding their
cultural ethnicity as well as analysing and evaluation of given results.
Employees were asked in this section to indicate how they will
measure in the level of agreeableness performance of their managers.
Respectively in question, 1a and 1b performance were evaluated as
positively. We can notice that participants with Irish ethnicity have a
positive attitude towards their managers irrelevant to their ethnicity, 15
“Strongly Agree” answers form 20 Irish participants. The same
situation happens with Non-Irish participants, where they all answer
positively on the below questions. That is a good indicator of how
employees are assessing management performance in all three
stores, and there is a high indicator of agreeableness. Next, there was
a performance management evaluation where the clear majority
marked options "strongly agreed" or "agreed" with the question and
positively assessed it. None of the Non-Irish participants strongly
agree with question 1b where they were asked about are they
reasonably assessed with a performance by their manager.

Table 5. Results from question 1a

Q1a. In my job, I am clear about the tasks I need to perform and what my
manager expects of me.
Strongly Agree Agree
ethnicity Irish 15 5 20

Non-Irish 3 3 6

Total 18 8 26

41
Table 6. Results from question 1b.

Q1b. My performance is fairly and accurately assessed.

Strongly Agree Agree Neutral

ethnicity Irish 15 5 0 20

Non-Irish 0 4 2 6

Total 15 9 2 26

In section 2, Manager-employee relationship the researcher was looking to

measure the manager-employee relationship. Employees were asked to
evaluate how managers are comfortable with their managers addressing
issues, listening to any staff concerns, and creating a right place to work for
them. Scores were also positive, and more likely “strongly agree” with their
answers, from tables below we can see that Irish, and Non-Irish participants
evaluated positively their relationship with their managers, which can give us
an impression of good relations between them in the company. With the
mixture of ethnicity in management staff, we can notice they all were positively
assessed by their employees. That could be a good indicator of right policies
and managers good work ethics in the company.

Table 7. Results from question 2a.

Q2a. My manager effectively manages workplace issues that arise.

Strongly Agree Agree Neutral

ethnicity Irish 12 7 1 20

Non-Irish 1 2 3 6

Total 13 9 4 26

Table 8. Results from question 2b.

Q2b. My manager is committed to making the company a good place for me to

work.

Strongly Agree Agree Neutral

ethnicity Irish 15 4 1 20

Non-Irish 2 4 0 6

Total 17 8 1 26

42
Table 9. Results from question 2c.

Q2c. My manager ensures that I am comfortable voicing my opinions and concerns.

Strongly Agree Agree Strongly Disagree

ethnicity Irish 10 9 1 20

Non-Irish 1 5 0 6

Total 11 14 1 26

In questionnaire section 3, the criteria for reward, training and development

were measured by employees. Questions related to job-related development,
3a, 3b, and 3c had a mixture of responses, not everyone agrees, and we can
see they keep their answers as a “Neutral”. In question 3c Non-Irish
participants negatively evaluated their career progression in the company, we
can see in the findings that four answers out of 6 were negative. Non-Irish
participants cannot see the fair and transparent process for their career in the
company; it may be the reason of stereotypes dominant in the environment or
too little faith in their ability to break through in their career path. The reason
may also be too small scale in which these three stores operate and too few
jobs positions available to them in this company. Only question 3d had more
positive feedback, in which 20 out of 26 answers for question-related to
manager support in employees’ training and development needs.

Table 10. Results from question 3a.

Q3a. I am satisfied with job-related training and other courses done within the
company.
Strongly Agree Agree Neutral Disagree
ethnicity Irish 8 6 5 1 20

Non-Irish 0 4 2 0 6

Total 8 10 7 1 26

43
Table 11. Results from question 3b.

Q3b. I am satisfied with my opportunities for professional growth within the

company.
Strongly
Strongly Agree Agree Neutral Disagree Disagree
ethnicity Irish 7 6 5 0 2 20

Non-Irish 0 1 3 1 1 6

Total 7 7 8 1 3 26

Table 12. Results from question 3c.

Q3c. I believe there is a fair and transparent process for a career in the company.
Strongly
Strongly Agree Agree Neutral Disagree Disagree
ethnicity Irish 5 9 5 0 1 20

Non-Irish 0 0 2 2 2 6

Total 5 9 7 2 3 26

Table 13. Results from question 3d.

Q3d. My manager supports me in my training and development needs.

Strongly Agree Agree Neutral Disagree
Ethnicity Irish 8 9 3 0 20

Non-Irish 0 3 2 1 6

Total 8 12 5 1 26

In section 4, cultural diversity in the workplace the researcher tried to

determine the degree of familiarity of the company's employees regarding the
concept of diversity in the workplace. Questions were to determine the scope
and knowledge of various opinions on how cultural diversity affects employees'
relations, the workplace environment and the challenges it creates if of course,
they are any according to their opinion. More questions in this section were
directed towards assessing the company regarding its participation in the
management of diversity.

44
Question 4a, 4b and 4c have a positive feedback, all participants agree that
cultural diversity has a positive impact on the company and creates a favorable
environment for all of them, also most of them cannot see cultural diversity as
a challenge for employees, we can assume that they feel no difference when
it comes to diverse workplace. To look closely at question 4c, we can see from
the table that with 50% of respondents cannot see diversity as a challenge.
Still, almost 40% have a different opinion in this area. More likely Non-Irish
employees seen this still like a challenge, with 35% of Irish employees who
agree with this statement with their Non-Irish colleagues.
Question 4e were they all could express their opinion on any further
educational training on cultural diversity, almost 60% do not need any pieces
of training, were Non-Irish were divided half and a half in their answers, and
Irish participants were more likely to give “no” answer.

Table 14. Results from question 4a.

Q4a. Cultural diversity in the workplace contributes to a positive environment for

employees.
Strongly Agree Agree Neutral
Ethnicity Irish 13 5 2 20

Non-Irish 0 5 1 6

Total 13 10 3 26

Table 15. Results from question 4b.

Q4b. Ensuring an inclusive culture for all employees has a positive effect on the
overall company.
Strongly
Strongly Agree Agree Neutral Disagree Disagree
ethnicity Irish 14 4 0 1 1 20

Non-Irish 1 3 1 0 1 6

Total 15 7 1 1 2 26

45
Table 16. Results from question 4c.

Q4c. Cultural diversity in the workplace creates challenges for employees.

Strongly
Strongly Agree Agree Neutral Disagree Disagree
ethnicity Irish 5 2 2 10 1 20

Non-Irish 1 2 1 1 1 6

Total 6 4 3 11 2 26

Table 17. Results from question 4d.

Q4d. My company treats all employees, regardless of cultural ethnicity, with

fairness and respect.
Strongly Agree Agree Neutral
ethnicity Irish 14 5 1 20

Non-Irish 3 3 0 6

Total 17 8 1 26

Table 18. Results from question 4e.

Q4e. Do you feel the company should provide employees with education and
training on cultural diversity?
Yes No
Ethnicity Irish 8 12 20

Non-Irish 3 3 6

Total 11 15 26

In this section, Manager cultural ethnicity participants were asked about their
opinion on managers ethnicity, what effect has on their performance, ability to
make effective decisions, and if they ethnicity has any impact on cultural
diversity in the workplace. Most employees disagreed with statements that the
manager's ethnicity may be related to his or her career or professional
development, it was strong 70% of “Disagree” and “Strongly Disagree”
answers of all respondents. Again, Non-Irish had a different opinion than Irish
employees, 3 out of 6 agreed with the question, one was neutral, and two
disagree with the below statement. There was strong agreeableness in
question 5b, and 5c were employees also disagreed with the question of

46
whether cultural ethnicity affected decision-making but was divided equally in
opinions about the positive or negative influence of a manager's ethnicity on a
diverse workplace.

Table 19. Results from question 5a.

Q5a. The cultural ethnicity of my manager affects his/her effectiveness and

performance.
Strongly
Strongly Agree Agree Neutral Disagree Disagree
Ethnicity Irish 0 1 3 8 8 20

Non-Irish 1 2 1 1 1 6

Total 1 3 4 9 9 26

Table 20. Results from question 5b.

Q5b. Managers’ opportunities for development and career progression are limited by
their cultural ethnicity.

Agree Neutral Disagree Strongly Disagree

ethnicity Irish 1 3 9 7 20

Non-Irish 2 2 1 1 6

Total 3 5 10 8 26

Table 21. Results from question 5c.

Q5c. The cultural ethnicity of manager has an effect on his/her ability to make
effective decisions.
Strongly
Strongly Agree Agree Neutral Disagree Disagree
ethnicity Irish 1 0 2 7 10 20

Non-Irish 0 2 1 2 1 6

Total 1 2 3 9 11 26

47
Table 22. Results from question 5d.

Q5d. The cultural ethnicity of my manager directly supports or inhibits cultural

diversity in the workplace.
Strongly
Strongly Agree Agree Neutral Disagree Disagree
ethnicity Irish 3 2 8 6 1 20
Non-Irish 0 1 3 1 1 6
Total 3 3 11 7 2 26

The last section, number 6 of the questionnaire was addressed with an

emphasis on the opinion about the cultural ethnicity of the employees. The
critical question was questioning 6a and 6d where we can learn that a
significant number of participants in the questionnaire positively assess work
at this level with different ethnic cultures. With three neutral answers in
question 6a, 88% of participants agree on the statement. Nobody answers
unreasonably in this question, and it can be concluded that there are no
prejudices regarding the cultural ethnicity of other employees. In question 6b,
46% agree with challenges in communication and collaboration in the
workplace, follow with 27% neutral and 27% who disagree with the statement.
In question 6c there was a mixture of answers when it comes to the express
opinion on benefits in the workplace when it comes to cultural ethnicity, the
answers were strongly emphasised on the positive aspect of this question.
Question 6e is also interesting for analysis and interpretation because the
majority of participants from the Irish ethnicity decided that the company could
do something more when it comes to integration with other cultures, where
Non-Irish were more neutral with their answers and were not as favourable as
their Irish friends. Would their prejudices and stereotypes could influence and
convince them to give such an opinion about integration?

Table 23. Results from question 6a.

Q6a. I believe it is favourable to work with people from different cultural ethnicities.
Strongly Agree Agree Neutral
Ethnicity Irish 10 8 2 20

Non-Irish 1 4 1 6

Total 11 12 3 26

48
Table 24. Results from question 6b.

Q6b. Employees from different cultural ethnicities experience challenges in

communicating and collaborating in the workplace.
Strongly
Strongly Agree Agree Neutral Disagree Disagree
Ethnicity Irish 1 7 6 4 2 20
Non-Irish 0 4 1 0 1 6
Total 1 11 7 4 3 26

Table 25. Results from question 6c.

Q6c. Being from different cultural ethnicities creates benefits in the workplace.
Strongly
Strongly Agree Agree Neutral Disagree Disagree
Ethnicity Irish 5 6 5 2 2 20
Non-Irish 1 2 2 1 0 6
Total 6 8 7 3 2 26

Table 26. Results from question 6d.

Q6d. All employees, regardless of cultural ethnicity, should be treated equally.

Strongly Agree Agree

Ethnicity Irish 19 1 20

Non-Irish 5 1 6

Total 24 2 26

Table 27. Results from question 6e.

Q6e. Do you feel the company should help with integration between different cultural
ethnicities?
Strongly
Strongly Agree Agree Neutral Disagree Disagree
Ethnicity Irish 6 6 6 1 1 20
Non-Irish 1 1 3 1 0 6
Total 7 7 9 2 1 26

49
4.3 Managers Questionnaire Analysis.

Table 28 depicts the results of frequency in ethnicity between managers, and

we can see some Irish participants and Non-Irish participants. There are 50%
Irish citizens, and 50 % of Non-Irish taking part in the questionnaire.

Table 28. Frequency Table in manager’s questionnaire

Ethnicity
Cumulative
Frequency Percent Valid Percent Percent
Valid Irish 3 50.0 50.0 50.0
Non-Irish 3 50.0 50.0 100.0
Total 6 100.0 100.0

Table 29 depicts the value of Cronbach’s Alpha value in reliability assessment

which measures our manager’s questionnaire. The reliability of the scale gives
us information on how much the questionnaire was accurate in our study,
which gives us the result of the correlation coefficient between questions within
the scale. Table 5 is stated a Cronbach reliability value of 0.653. To increase
overall scale reliability, exclusion of Q6e (Table 30) results in a much improved
overall reliability score of 0.737 (Table 31).

Table 29. Cronbach’s Alfa

Reliability Statistics
Cronbach's
Alpha Based on
Cronbach's Standardized
Alpha Items N of Items
.653 .746 24

50
Table 30. Deleted item.

Item-Total Statistics

Scale Mean if Item Scale Variance if Corrected Item- Squared Multiple Cronbach's Alpha
Deleted Item Deleted Total Correlation Correlation if Item Deleted
Ethnicity 53.0000 68.800 .000 . .657
Q1a 53.0000 62.400 .740 . .618
Q1b 52.3333 52.667 .760 . .568
Q2a 53.0000 68.400 .044 . .655
Q2b 53.1667 60.967 .976 . .607
Q2c 52.3333 57.867 .931 . .589
Q3a 51.3333 51.467 .732 . .565
Q3b 51.5000 51.500 .769 . .562
Q3c 51.8333 66.567 .140 . .650
Q3d 52.3333 52.667 .888 . .560
Q4a 52.5000 77.900 -.410 . .731
Q4b 53.1667 68.567 .031 . .656
Q4c 51.6667 60.667 .388 . .624
Q4d 53.1667 60.967 .976 . .607
Q4e 52.6667 73.467 -.648 . .680
Q5a 51.6667 64.667 .072 . .669
Q5b 50.3333 69.067 -.078 . .681
Q5c 50.6667 71.067 -.169 . .686
Q5d 51.1667 63.367 .221 . .643
Q6a 53.1667 66.967 .221 . .646
Q6b 53.0000 68.400 .044 . .655
Q6c 51.6667 63.067 .251 . .640
Q6d 53.3333 65.067 .587 . .633
Q6e 51.5000 79.500 -.463 . .737

Table 31. Cronbach’s Alpha

Reliability Statistics
Cronbach's
Alpha Based on
Cronbach's Standardized
Alpha Items N of Items
.737 .779 23

51
Table 32 depicts overall situations in results of Irish and Non-Irish participants
together, and the percentage of their answers. We can see how managers
from three different shops were answering questions using Linkert scale, and
how their answers were not always similar. Having a five-valued variable and
a balanced scale is more beneficial. Increases the sensitivity of the scale, is
consistent with the logic of the construction of the question addressed to the
respondents and the logic of the measurement. However, it does not always
improve the conditions of statistical analysis, especially for small sample sizes.

The prepared questionnaire was addressed to the managers of three stores in

the small retail chain. The characteristics of the target group were defined in
advance, and the questionnaire included questions about the workplace
diversity and their thoughts about ethnicity. At the beginning of the
questionnaire, the researcher placed a question about the participant's
ethnicity to see how they have answered, and then to see if there are any
connections or discrepancies in their answers between them.

52
Table 32. Managers Questionnaire results

Strongly Agree Strongly

Agree (%) Neutral (%) Disagree (%)
Total (%) Disagree (%) TOTAL
6 50% 50% 0% 0% 0% 100%
Q1a
6 50% 0% 33% 17% 0% 100%
Q1b
6 50% 50% 0% 0% 0% 100%
Q2a
6 67% 33% 0% 0% 0% 100%
Q2b
6 17% 50% 33% 0% 0% 100%
Q2c
6 17% 17% 17% 33% 17% 100%
Q3a
6 17% 17% 33% 17% 17% 100%
Q3b
6 0% 50% 33% 17% 0% 100%
Q3c
6 33% 33% 17% 17% 0% 100%
Q3d
6 50% 33% 0% 0% 17% 100%
Q4a
6 67% 33% 0% 0% 0% 100%
Q4b
6 17% 17% 33% 33% 0% 100%
Q4c
6 67% 33% 0% 0% 0% 100%
Q4d
6 33% 0% 33% 17% 17% 100%
Q5a
6 0% 17% 17% 0% 67% 100%
Q5b
6 0% 17% 17% 33% 33% 100%
Q5c
6 0% 33% 17% 33% 17% 100%
Q5d
6 67% 33% 0% 0% 0% 100%
Q6a
6 50% 50% 0% 0% 0% 100%
Q6b
6 0% 50% 33% 0% 17% 100%
Q6c
6 83% 17% 0% 0% 0% 100%
Q6d
6 17% 33% 0% 33% 17% 100%
Q6e

53
In this section, Management performance, managers were asked to evaluate
what do they think about their performance regarding employees. Everyone
agreed that his or her employees understand the instructions they have
issued, question 1a, but in the second question 1b, when it comes to an equal
assessment of his or her performance, he or she do not agree in the same
matter. With three solid, definite answers, two managers kept answer neutral,
and one manager disagrees with the statement. We can ask ourselves why
they have such a prejudiced assessment of their employees and what exactly
affects this.

Table 33. Results from question 1a.

Q1a.In my role as a manager, my employees are clear about the tasks they need to
perform and what is expected of them.

Strongly Agree Agree

Ethnicity Irish 1 2 3

Non-Irish 2 1 3

Total 3 3 6

Table 34. Results from question 1b.

Q1b. Performance is fairly and accurately assessed for all of my employees equally.
Strongly Agree Neutral Disagree
Ethnicity Irish 1 2 0 3
Non-Irish 2 0 1 3

Total 3 2 1 6

In section 2, Manager-employee relationship, the researcher was looking to

measure the manager-employee relationship. Managers were asked to
evaluate how they are comfortable with their skills of addressing issues,
listening to any staff concerns, and creating a right place to work for them.
Scores were also positive, and more likely agree with their answers, from
tables below we can see that Irish, and Non-Irish participants evaluated

54
positively their relationship with their employees, which can give us an
impression of good relations between them in the company.
Question 2a and 2b have all definite answers across Irish and Non-Irish
managers, it looks like they feel positive and evaluating their management
style in the workplace. In question 2c we can notice less confidence in how
they agree with employees’ position of comfortable voicing opinions to them.

Table 35. Results from question 2a.

Q2a. I can effectively manage issues that arise.

Strongly Agree Agree
Ethnicity Irish 1 2 3
Non-Irish 2 1 3

Total 3 3 6

Table 36. Results from question 2b.

Q2b. I am committed to making the company a good place for my employees to work.
Strongly Agree Agree
Ethnicity Irish 2 1 3
Non-Irish 2 1 3

Total 4 2 6

Table 37. Results from question 2c.

Q2c. My employees are comfortable voicing opinions and concerns.

Strongly Agree Agree Neutral
Ethnicity Irish 1 1 1 3
Non-Irish 0 2 1 3

Total 1 3 2 6

In questionnaire section 3, criteria for reward, training and development were

measured by managers. Questions 3a linked to job-related development,
where answers were more negative in managers point of view, 2 Irish and 1
Non-Irish manager disagree with satisfaction for training for employees within
the company. Q3b, opportunities for employees for professional growth had
half, and half responses and the last two questions had more positive feedback
with managers believing in clear career progression and also positive

55
feedback in company’s support for employees regarding training and
development needs.

Table 38. Results from question 3a.

Q3a. I am satisfied with job-related training and other courses for employees within
the company.
Strongly
Strongly Agree Agree Neutral Disagree Disagree
ethnicity Irish 1 0 0 2 0 3
Non-Irish 0 1 1 0 1 3
Total 1 1 1 2 1 6

Table 39. Results from question 3b.

Q3b. Opportunities for employee professional growth within the company.

Strongly
Strongly Agree Agree Neutral Disagree Disagree
ethnicity Irish 0 1 1 1 0 3
Non-Irish 1 0 1 0 1 3
Total 1 1 2 1 1 6

Table 40. Results from question 3c.

Q3c. I believe there is a fair and transparent process for career progression in the
company.
Agree Neutral Disagree
ethnicity Irish 2 1 0 3
Non-Irish 1 1 1 3

Total 3 2 1 6

Table 41. Results from question 3d.

Q3d. The company support the training and development needs of employees.
Strongly Agree Agree Neutral Disagree
ethnicity Irish 1 1 1 0 3
Non-Irish 1 1 0 1 3

Total 2 2 1 1 6

56
In section 4, Cultural diversity in the workplace the researcher tried to
determine the degree of familiarity of the company's managers about the
concept of diversity in the workplace. Questions were to determine the scope
and knowledge of various opinions on how cultural diversity affects employees'
relations, the workplace environment and the challenges it creates if of course,
they are any according to their opinion. More questions in this section were
directed towards assessing the company regarding its participation in the
management of diversity.
All question has positive feedback, all managers have agreed that cultural
diversity has a positive impact on the company and creates a favourable
environment for all of them. Also, most of them cannot see cultural diversity as
a challenge for them, so we can assume that they feel no difference when it
comes to the diverse workplace. In question 4a, one Non-Irish manager
strongly disagrees with cultural diversity as a contribution to the favourable
environment, and in question 4c, two managers agree with cultural diversity in
the workplace as a challenge for them, two were neutral in their opinion, and
two again disagree with the statement. There is no clear answer to that
question, and we cannot say anything on that matter. Managers were also
asked to do they feel that the company should provide any extra pieces of
training in cultural diversity, 5 out of 6 were negative in their answers, they do
not feel any need for extra training.

Table 42. Results from question 4a.

Q4a Cultural diversity in the workplace contributes to a positive environment for the
company.

Strongly Agree Agree Strongly Disagree

ethnicity Irish 1 2 0 3
Non-Irish 2 0 1 3
Total 3 2 1 6

57
Table 43. Results from question 4b.

Q4b. Ensuring an inclusive culture for all employees has a positive effect on overall
company performance.
Strongly Agree Agree
Ethnicity Irish 1 2 3
Non-Irish 3 0 3

Total 4 2 6

Table 44. Results from question 4c.

Q4c. Cultural diversity in the workplace creates challenges for me.

Strongly Agree Agree Neutral Disagree
Ethnicity Irish 0 1 0 2 3
Non-Irish 1 0 2 0 3

Total 1 1 2 2 6

Table 45. Results from question 4d.

Q4d. My company treats all employees, regardless of cultural ethnicity, with fairness
and respect.
Strongly Agree Agree
Ethnicity Irish 2 1 3
Non-Irish 2 1 3

Total 4 2 6

Table 46. Results from question 4e.

Q4e. Do you feel the company should provide employees with education and training
on cultural diversity?
Yes No
Ethnicity Irish 0 3 3
Non-Irish 1 2 3
Total 1 5 6

In this section, Manager cultural ethnicity, managers were asked about their
opinion on their ethnicity, what effect has on their performance, ability to make
effective decisions, and if they ethnicity has any impact on cultural diversity in

58
the workplace. Managers with Non-Irish ethnicity disagreed with statements
that their ethnicity may be related to his or her career path or professional
development. Irish managers where more likely keep answer neutral which
could mean that they have no opinion on this topic. They all also disagreed
with the question 5c of whether cultural ethnicity affects decision-making, four
answers disagree with the statement. Question 5d on the side of the positive
or negative influence of a manager's ethnicity on a diverse workplace, answers
were distributed across all scale with more emphasis on the negative part of
the answers.

Table 47. Results from question 5a.

Q5a. As a manager, my cultural ethnicity influences my effectiveness and
performance.

Strongly Agree Neutral Disagree Strongly Disagree

Ethnicity Irish 1 2 0 0 3

Non-Irish 1 0 1 1 3

Total 2 2 1 1 6

Table 48. Results from question 5b.

Q5b. Managers’ opportunities for development and career progression are limited by
their cultural ethnicity in this company.

Agree Neutral Strongly Disagree

Ethnicity Irish 1 0 2 3
Non-Irish 0 1 2 3
Total 1 1 4 6

Table 49. Results from question 5c.

Q5c. The cultural ethnicity of managers influences his/her ability to make effective
decisions.

Agree Neutral Disagree Strongly Disagree

Ethnicity Irish 1 0 1 1 3
Non-Irish 0 1 1 1 3
Total 1 1 2 2 6

59
Table 50. Results from question 5d.

Q5d My cultural ethnicity directly supports or inhibits cultural diversity in the

workplace.

Agree Neutral Disagree Strongly Disagree

Ethnicity Irish 0 1 2 0 3
Non-Irish 2 0 0 1 3
Total 2 1 2 1 6

The last section, number 6 of the questionnaire Employee cultural ethnicity

was addressed with an emphasis on the opinion about the cultural ethnicity of
the employees. The critical question was questioning 6a, where we can learn
that all manage answer positively in the questionnaire and evaluate positively
work at this level with different ethnic cultures. Nobody answers unreasonably
about this statement; it can be concluded that there are no prejudices
regarding the cultural ethnicity of other employees. In the rest of the questions,
managers agree with all statements, that cultural ethnicity creates benefits,
and all employees should be treated equally. In the last question in this section
Irish managers disagree with the statement that the company should help with
integration between cultures and Non-Irish managers agree. A different point
of view depends on your ethnic culture, and they see this issue differently.

Table 51. Results from question 6a.

Q6a. I believe it is favourable to work with people from different cultural ethnicities.
Strongly Agree Agree
Ethnicity Irish 2 1 3
Non-Irish 2 1 3

Total 4 2 6

60
Table 52. Results from question 6b.

Q6b. Employees from different cultural ethnicities experience challenges in

communicating and collaborating in the workplace.
Strongly Agree Agree
Ethnicity Irish 1 2 3
Non-Irish 2 1 3

Total 3 3 6

Table 53. Results from question 6c.

Q6c. Being from different cultural ethnicities creates benefits in the workplace.

Agree Neutral Strongly Disagree

Ethnicity Irish 2 1 0 3
Non-Irish 1 1 1 3
Total 3 2 1 6

Table 54. Results from question 6d.

Q6d. All employees, regardless of cultural ethnicity, should be treated fairly and
equally.
Strongly Agree Agree
Ethnicity Irish 2 1 3
Non-Irish 3 0 3

Total 5 1 6

Table 55. Results from question 6e.

Q6e Do you feel the company should help with integration between different cultural
ethnicities?

Strongly Agree Agree Disagree Strongly Disagree

Ethnicity Irish 0 1 2 0 3
Non-Irish 1 1 0 1 3
Total 1 2 2 1 6

61
5. Discussion

In this chapter, the primary focus will be on findings, if there are any, between
research done now and previous researches. The questionnaire which was
used for this study was decided not only because of the research objectives
but mainly due to the research possibilities and the ease of conducting it in
selected places. By determining the case study, which allowed highlighting
and better recognise phenomena or processes being the subject of the study.
Non-random selection of people for the study and voluntary participation in it
allowed embracing members of the surveyed population with an excellent
potential to provide reliable information. Thus, the research was idiographic,
which means that the applications concern only the population studied. In
anonymous research, 32 employees of the company from Dublin participated
voluntarily, 75% of whom were Irish and 25% non-Irish, of which about 20%
were managers, and about 80% were employees. Descriptive statistics were
used to develop the results of this research. Two types of the questionnaire
were given and divided between managers and employees, the questions
were, however, equally targeted and had the intention of getting to know the
opinion about the same problems, but from the perspective of the manager or
the employee. Analysing employees and managers questionnaires, the
researcher wanted to see the way of thinking and the point of view of those
who are responsible for creating the atmosphere at work and managing this
diverse workforce.

The first objective was to explore if there is any influence of the country of
origin of the manager on his or her management style. First of all, all
employees agree on the question about manager performance (69% strongly
agree, 31% agree), irrespectively of their ethnic background and managers
cultural ethnicity. Managers shared the same opinion with employees, and
they also agree positively on their performance. The results of the research
have led to the assumption that the level of diversity management in the
surveyed company is high, and 60% of the surveyed employees do not see
such a need for the employer to conduct training on cultural diversity.
Questions from section 5 on the cultural ethnicity of the manager, 70%, 69%
and 77% of employees, respectively, disagree with the theory that ethnicity

62
has any impact on the development and effectiveness of their managers' work.
The interesting thing in the responses was from a staff of Irish ethnicity who
does not agree with this statement, and the Non-Irish staff, however, were
more agreeable with the fact that it has an impact on how they managed. This
is an example like in Fisher-Yoshida, Geller (2009) that cultural differences
matter. It is a cultural paradox in the form of human attitudes and behaviours,
their ways of thinking, styles from different cultures. A different perspective on
the problem from the perspective of ethnicity and the possibility of seeing
things differently. In the present case, the situation can be interpreted in such
a way that in the researched company there are not enough primary
differences between the organisation managers, such as national and ethnic
origin, cultural differences. Maybe it will not be limited in equal opportunities of
such people, their sense of value, belonging and positively influence the use
of their potential.

These studies also confirmed the similarity to the hypothesis put forward by
Homan, Knippenberg, Van Kleef, De Dreu (2007) that the principle of equal
treatment must be recognised as a primary condition for diversity at the
individual level. It can be translated into benefits for the entire organisation.
The results of this survey also showed a similarity as to the high degree of
positive relations between employees and managers. The vast majority within
90% respond positively to the question of relationship and, as in the above
work, it is the basis for noticing benefits when it comes to insecurity in the
workplace.

Next question where the researcher was trying to find the answer was to
examine the influence of diverse workforce, or the management style in the
diverse workforce have the most significant influence in workplace culture whit
respect to HR practices such as management performance, training and
development, knowledge sharing, discussions, and feedback mechanism. In
the literature of diversity management, (Kumra, Manfreid, 2012), (Danowitz,
Hanappi-Egger, Mensi-Klarbach, 2012), (Romanenko, 2012) the most
significant emphasis is on policies and procedures which can create an ideal
environment for all employees (Romanenko, 2012). This thought was
mentioned fewer times as a primary benefit for any organisation where they

63
must deal with a diverse workforce (Klarsfeld, 2010). The concept of diversity
management is difficult to understand and synthesis, due to the broadness of
the concept, which defines both the issue of equal opportunities in the
workplace and the appreciation of diversity. It can also be suggested that this
is undoubtedly one of the most popular business areas in which it is
recommended to use the potential of employees representing various cultures,
environment, gender. (McKinsey 2015), (PwC 2015). It can be assumed that
a workforce consisting of people with different scales of diversity can lead to
the organisation to a higher level of functioning. However, it should be
emphasised that a diverse work environment is, on the one hand, a treasury
of various knowledge and competencies, but on the other hand, we can find
various personalities and various value systems, and thus different views,
attitudes and ways of behaviour. At the same time, it can be noticed that the
actual use of a broad talent base positively influences the achievement of the
company's goals, however, it entails the risk of short process of managing
diversified staff, which, due to existing differences, can be overcome by
various conflicts and misunderstandings. From the above study, we can note
based on the results of the survey that the participants have good relations
with their managers. They assessed their relationship as a good, responding
positively to the questions asked and agreeing with the statements in the
survey on the duties fulfilled by the manager about them. They also spoke
positively about the diverse workplace (88% employees overall), that cultural
diversity is not a barrier for them (50% employees overall), that it does not
create a challenge for them. At the same time, they agree almost unanimously
that cultural diversity has a positive impact on the company's performance
(85% employees overall). Thus, we can see the importance of the quality of
personal relationships in the organisation in the face of diversity workforce.
Building stable bonds is always a significant issue from the proper functioning
of employee teams, whose cooperation is based on trust and tolerance.
Therefore, it is reasonable to consider the correlation between diversity and
interpersonal relationships in the workplace.

The third objective refers to implications and limitations of findings in this

research, understanding how these practices work in real life and refer to

64
different management. The primary factor of every organisational activity is a
sequence of a specific social interaction, which is a basis of professional
relations. The bond between co-workers, or those considered in the line of the
manager-employee, characterise interpersonal relationships in each
company, defining its social order. Depending on organisational, as well as
other categories of interpersonal relationships, grow based on lasting social
ties, defining the sense of belonging to a group, tend to preserve the most
critical group of conformities, as well as the awareness of common interests.
The result of this statement can be a matter of building strong interpersonal
relationships as one of the primary company objectives. As we can see from
our case study research, where the results in the section of manager-
employee relationship and manager performance were positive. Employees
were confident in their opinions when it comes to evaluation of their managers.
That is way among the factors responsible for the strength and quality of
relationships with co-workers, we can first mention as mutual understanding,
promoting open dialogue, showing empathy and kindness. In Danowitz,
Hanappi-Egger, Mensi-Klarbach, (2012) was mentioned that proper diversity
policies were as an important factor which can significantly increase
employee’s effectiveness of communication and positively influence the
building of flexible, more open attitudes and encourage sharing of knowledge.
Research conducted by Jayne and Dipboye (2004), and the findings from our
questionnaire can show us similarity in approach to diversity in the workforce,
and precisely through achieving positive results in the effective management
of diverse workforce, can bring benefits for the company.

We must also point out the dangers arising from diversity, especially those
directly affecting the quality of interpersonal relations. As mentioned in the
literature, diversity fosters the creative exchange of ideas, which, however,
carries the risk of conflicts and misunderstandings. It was evident that mutual
understanding between people representing different systems of values,
views, and thus different ways of behaving is a problematic matter. Differences
in the perception of certain phenomena, other understanding of specific
experiences, or even existing stereotypes can become the source of
significant social conflicts in the organisation. This implies difficulties in

65
creating an atmosphere of trust and building bonds that are a pillar of social
capital. Due to the existing differences between people and problems in
effective communication, working in diverse teams can significantly lose on
efficiency. People from different cultures use a separate style of verbal and
non-verbal communication and have a completely different approach to their
work. Noticeable is also personality differences, manifested in the individual
level of expression and communication openness. The understanding of
language specificity of young and inexperienced employees as well as older
ones with abundant knowledge and long-term professional experience and
even a thorough understanding of the male and female communication style
is becoming a considerable challenge for the workplace. Communication
should be a link between people, an essential element in building interpersonal
relations, facilitating their cooperation, based on solid foundations of respect
and mutual tolerance.

Meanwhile, in a diverse environment, the clash of different preferences as to

how to communicate can lead to disputes and tensions. Also, the result is
reduced morale and group disintegration, decreased engagement, and even
exclusion from teamwork and subjective perception of the group as less
attractive for individual units. This implies, of course, the possibility of
loosening the social bond between employees, as well as the fall of their
organisational identity. It is also worth noting that building relationships in the
face of the diversity of employed people regarding ethnic origin, at the same
time requires action to eliminate all forms of discrimination. Functioning
stereotypes, prejudices, significant disproportions in employment conditions
may lead not only to the actual deepening of already existing differences
between colleagues but above all leave a deep flaw on existing interpersonal
relations.

5.1 Limitations

When discussing the limitations of this study, it is necessary to note the first
small scale when it comes to the number of participants in the questionnaire.
Altogether, there were 32 participants, which is a small measure for the

66
quantitative research. The research was conducted only by three small shops
where the average number of employees in one store is 15, which does not
give us a full picture of the cultural diversity in the workplace. It is also
necessary to pay attention to the fact that the above statements are the result
of only theoretical considerations, in which only practical solutions can be
indicated when it comes to diversity management. It is also difficult to precisely
determine the actual implications of diversity management in our case study
due to the small number of participants and the small scale in which they are
located. However, it shows the essence of this issue and maybe a
recommendation for further empirical actions.

67
6. Conclusion

The proper management style of the company and implementation of its

strategy requires appropriate selection of resources, including human
resources. This is important in numerous companies from various industries,
as well as from the retail trade where this study was carried out based on three
stores from the small retail chain. The research was carried out in order to find
the answer to several objectives, and the subsequent analysis of the results
had to help in answering the series of questions asked by the researcher.
When planning to research employees in stores operating in the chain, the
researcher found that it would be necessary to familiarise with the opinion of
the management staff. Therefore, two types of questionnaires for employees
and managers were carried out. The results represent only a portion of the
opinion of employees and management staff about cultural ethnicity and
diversity management in the company. However, the results are just as
significant because of the information they represent in the questionnaires
completed by the participants.

One of the aims of this research was to find an answer to the question about
the influence of the country of origin of the manager on management style.
The concept of managing cultural diversity in a company is connected,
therefore, with a desire to achieve harmony by the company through the
appropriate impact on the people employed in it. No matter the cultural
ethnicity they are identified with the valuable assets of the organisation, which
through commercial activity contribute to the objectives of the company.
Therefore, activities resulting from the management of a culturally diverse
workplace should be directed towards proper motivating employees to work
and using their potential to improve the company's operations. The literature
analysis of the subject and previous empirical studies have shown that the
concept of managing workplace diversity has a direct reference to human
resources management.

The second objective was to examine the influence of diverse workforce or

management style in a diverse workforce. Managers, having at their disposal
various management instruments, and HR policies, such as management

68
performance, training and development, knowledge sharing, discussions, and
feedback mechanisms, can accurately determine the methods they should
operate with a culturally diverse workplace. Knowing, for example, that some
employees are interested in the possibility of development in the company,
while others are looking for a bright career progression in the company.
Therefore, through the proper use of appropriate methods by managers, it can
help to make the workplace more attractive and thus encourage employees to
stay in the company. At the same time, motivated employees who work in
direct contact with the customers can effectively accomplish the company's
goals and thus influence the company's long-term profit. Each trading
company should invest in the training and development of its employees
because their knowledge and appropriate action guarantee the company's
development and success in the economic environment.

The culturally differentiated workplace becomes an essential way of building

a competitive advantage over companies in the labour market, including those
dealing with retail trade. Although in the world so far there have been few
published literature items in which the subject of managing cultural diversity
has been taken, moreover, it is possible to note a high degree of knowledge
of the subject among the surveyed participants. Thus, it becomes a crucial
task to carry out broader primary research that would enable a more in-depth
analysis and form the basis for determining the possibilities of managing a
culturally diverse workplace.

The research shows that the clear majority of respondents have an idea of a
culturally diverse workplace. According to the surveyed participants, they
openly and positively referred to this topic. The managers participating in the
study also positively defined their level of knowledge as part of the
management of a culturally diverse workplace. Most of the surveyed
employees and managers responded negatively to further educational training
on cultural diversity, which may justify a high awareness of the topic. This may
prove that the employee's or manager's cultural ethnicity is not a barrier to
integration with other employees in the company. Respondents showed in
their questions about the influence of the ethnicity on the adequate

69
performance of the manager that they disagree with this statement, only the
managers were divided equally on this opinion.

Summing up the results of the tests carried out, it can be concluded from them
that the concept of diversity management and employees' knowledge on this
subject is quite well understood and accepted. Considering the nature of work
in retail trade, and the high turnover of staff, there are no delays in the negative
evaluation of the results of this questionnaire. When it comes to the cultural
impact of managers' ethnicity on the ways of managing the staff in the
company, according to the participants of the study, this has no significant
impact.

6.1 Recommendation for Further Research

Looking at the broad subject area of managing diversity and cultural ethnicity,
there is indeed a further opportunity to exploit this topic. The very fact of how
the employment market has changed in Europe or Ireland and how it affected
its current shape. The research was carried out by three stores where another
manager managed each. Looking at the results of research and findings from
the current study, it is clear that it is possible to collect relevant information
from other and similar companies that would strengthen the study. Future
studies focusing on the above topic may bring better results, which may be
supplemented by the use of data from this study to improve future research.
Using this information for future research on the subject of diversity
management in the workplace can help in getting better results and can help
provide a better insight into how to approach the cultural issue of ethnicity and
diversity in the workplace.

70
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Appendices

Appendix 1: Employees Questionnaire

EMPLOYEES QUESTIONNAIRE

Over the past few years, the social-cultural map of Europe has changed dramatically.
Broader participation of different ethnic cultures has influenced workplace diversity
practices. Ethnicity is a set of features that uniquely characterize a given community, which
allows it to be easily distinguished from others. The concept of ethnicity defines the
essential features of a particular community through a set of social and cultural features.
Ethnicity helps to separate members who are culturally close to people from a different
social group.

How would you describe your ethnic origin?

o Irish
o Non-Irish

1. Objective setting and performance management

With respect to the following statements, please indicate your level of agreeableness.

1a) In my job I am clear about the tasks I need to perform and what my manager expects of
me.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

1b) My performance is fairly and accurately assessed.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

77
2. Manager Employee Relationship

With respect to the following statements, please indicate your level of agreeableness.

2a) My manager effectively manages workplace issues that arise.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

2b) My manager is committed to making the company a good place for me to work.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

2c) My manager ensures that I am comfortable voicing my opinions and concerns.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

3. Criteria for reward, training and development

With respect to the following statements, please indicate your level of agreeableness.

3a) I am satisfied with job-related training and other courses done within the company.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

3b) I am satisfied with my opportunities for professional growth within the company.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

78
3c) I believe there is a fair and transparent process for career progression in the company.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

3d) My manager supports me in my training and development needs.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

4. Cultural diversity in the workplace

With respect to the following statements, please indicate your level of agreeableness.

4a) Cultural diversity in the workplace contributes to a positive environment for

employees.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

4b) Ensuring an inclusive culture for all employees has a positive effect on overall company
performance.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

4c) Cultural diversity in the workplace creates challenges for employees.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

79
4d) My company treats all employees, regardless of cultural ethnicity, with fairness and
respect.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

4e) Do you feel the company should provide employees with education and training on
cultural diversity?

o Yes
o No

5. Manager cultural/ethnicity

With respect to the following statements, please indicate your level of agreeableness.

5a) The cultural ethnicity of my manager affects his/her effectiveness and performance.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

5b) Managers’ opportunities for development and career progression are limited by their
cultural ethnicity.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

5c) The cultural ethnicity of managers has an effect on his/her ability to make effective
decisions.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

5d) The cultural ethnicity of my manager directly supports or inhibits cultural diversity in
the workplace.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

80
6. Employee cultural ethnicity

With respect to the following statements, please indicate your level of agreeableness.

6a) I believe its favourable to work with people from different cultural ethnicities

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

6b) Employees from different cultural ethnicities experience challenges in communicating

and collaborating in the workplace

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

6c) Being from different cultural ethnicities creates benefits in the workplace

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

6d) All employees, regardless of cultural ethnicity, should be treated equally.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

6e) Do you feel the company should help with integration between different cultural
ethnicities?

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

81
Appendix 2: Managers Questionnaire

MANAGERS QUESTIONNAIRE

Over the past few years, the social-cultural map of Europe has changed dramatically.
Broader participation of different ethnic cultures has influenced workplace diversity
practices. Ethnicity is a set of features that uniquely characterize a given community, which
allows it to be easily distinguished from others. The concept of ethnicity defines the
essential features of a particular community through a set of social and cultural features.
Ethnicity helps to separate members who are culturally close to people from a different
social group.

How would you describe your ethnic origin?

o Irish
o Non-Irish

1. Objective setting and performance management

With respect to the following statements, please indicate your level of agreeableness.

1a) In my role as a manager, my employees are clear about the tasks they need to perform
and what is expected of them.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

1b) Performance is fairly and accurately assessed for all of my employees equally.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

2. Manager Employee Relationship

With respect to the following statements, please indicate your level of agreeableness.

2a) I can effectively manage workplace issues that arise.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

82
2b) I am committed to making the company a good place for my employees to work.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

2c) My employees are comfortable voicing their opinions and concerns.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

3. Criteria for reward, training, and development

With respect to the following statements, please indicate your level of agreeableness.

3a) I am satisfied with job-related training and other courses for employees within the
company.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

3b) Opportunities for employee professional growth within the company.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

3c) I believe there is a fair and transparent process for career progression in the company.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

3d) The company support the training and development needs of employees.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

83
4. Cultural diversity in the workplace

With respect to the following statements, please indicate your level of agreeableness.

4a) Cultural diversity in the workplace contributes to a positive environment for the
company.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

4b) Ensuring an inclusive culture for all employees has a positive effect on overall company
performance.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

4c) Cultural diversity in the workplace creates challenges for me.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

4d) My company treats all employees, regardless of cultural ethnicity, with fairness and
respect.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

4e) Do you feel the company should provide employees with education and training on
cultural diversity?

o Yes
o No

84
5. Manager cultural ethnicity

With respect to the following statements, please indicate your level of agreeableness.

5a) As a manager, my cultural ethnicity influence my effectiveness and performance.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

5b) Managers’ opportunities for development and career progression are limited by their
cultural ethnicity in this company.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

5c) The cultural ethnicity of managers influences his/her ability to make effective decisions.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

5d) My cultural ethnicity directly supports or inhibits cultural diversity in the workplace.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

6. Employee cultural ethnicity

With respect to the following statements, please indicate your level of agreeableness.

6a) I believe its favourable to work with people from different cultural ethnicities

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

85
6b) Employees from different cultural ethnicities experience challenges in communicating
and collaborating in the workplace

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

6c) Being from different cultural ethnicities creates benefits in the workplace

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

6d) All employees, regardless of cultural ethnicity, should be treated fairly and equally.

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

6e) Do you feel the company should help with integration between different cultural
ethnicities?

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

86