Managing Workforce Diversity in Supply Chain Integration for Improved Business Performance | Chapter 7 | New Innovations in Economics, Business and Management Vol. 3

 With the rise of globalisation, workforce diversity management has become a strategic priority. Businesses are increasingly under pressure to hire employees from a variety of origins and cultures as a survival strategy rather than as a cost-cutting measure. The importance of diverse workforce management in achieving enhanced business performance in such contexts cannot be overstated. "Is it really worth managing a diverse workforce?" is the critical issue that new studies must answer. This study investigates the impact of managed-workforce diversity (MWD) on internal supply chain (SC) integration and business performance in part to answer this question. The information was gathered mostly through surveys from 126 respondents. To validate the study instrument and the data obtained, LISREL 8.5 was used to conduct a thorough statistical analysis that included ANOVA, exploratory factor analysis (EFA), confirmatory factor analysis (CFA), and the Structural Equation Model (SEM). MWD is useful in improving internal SC integration and SC responsiveness, which improves business performance; and SC integration works as a conduit via which MWD effects business performance, according to this study. As a result, we argue that effective workforce diversity management (i.e., creating a positive affective climate in which employees do not feel intimidated, looked down upon, or discriminated against because of differences in their backgrounds) is a critical strategy for boosting business performance through internal SC integration and responsiveness. We further contend that, while each focal business in the supply chain network may profit from managing its varied workforce on its own, aligning such initiatives or efforts with those of members in either stream may be helpful for a more comprehensive SC integration. In the following sections, the management ramifications and theoretical importance of the study's findings are examined in depth.

Author(S) Details

Samuel Bruce Rockson
Department of Purchasing and Supply, Cape Coast Technical University, Cape Coast, Ghana.

Jonathan Annan
Department of Supply Chain and Information Systems, Kwame Nkrumah University of Science and Technology, Kumasi, Ghana.

Abdul Samed Muntaka
Department of Supply Chain and Information Systems, Kwame Nkrumah University of Science and Technology, Kumasi, Ghana.

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