ETHNIC PERCEPTIONS TOWARDS DIVERSITY MANAGEMENT IN THE PUBLIC SECTOR

Abstract

The purpose of this paper is to explore the ethnic-based perceptions of the two main ethnic groups of employees on the impact of diversity management (DM) on their work outcomes in a developing country’s public sector organizations. The difference in their cultural orientation, influences their experiences with DM. In this empirical study, a quantitative method of survey was adopted. A total of 114 survey responses from public employees were analysed using structural equation modelling. Findings indicate that DM has a positive impact on both the ethnicities work outcomes of affective commitment, organizational commitment, job satisfaction, work group performance and inclusive organizational culture. However, the individualist Indo-Fijian (non-indigenous) employees perceive higher levels of inclusive organizational culture compared to collectivist ITaukei (Indigenous) employees who report lower levels of organizational commitment and higher levels of job satisfaction. The impact of their cultural orientation on their work outcomes is discussed in this report. This study is unique in the subject country. It identifies the deep-rooted socio-cultural orientation of both ethnicities and provides perspectives from this lens on DM and their work outcomes. Practical implications for HR practitioners and policy makers to improve DM strategies is discussed.