INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH VOLUME 8, ISSUE 12, DECEMBER 2019 ISSN 2277-8616

Diversity At Workplace: Performance Of Human

Resource Management Practices In IT Sector In
NCR, India
Richa Goel, Gurinder Singh, Seema , Vikas Garg, Anita Venaik

ABSTRACT:1. BACKGROUND: Workplace diversity in multicultural organization has become a very crucial issue as it effects the competency,
efficiency and overall growth of an organization. Global corporate value diversifying their workforce .The new age laws also make them do so
mandatorily. Factors like work environment, recruitment policies, selection, training & development and reward management increases workplace
effectiveness.
2. PURPOSE: This Research Paper focuses on the effectiveness of HRM practices for diverse workforce in IT Industry in NCR, India. The objectives of
this study comprises of cultural factors, demographic factors, diversity management programs and managerial role of Diversity. This research has
evaluated literature from theoretical and empirical studies and at last outline the theoretical structure of model.
3. RESEARCH METHODOLOGY: The research study targeted a population of approximately 1 lakh employees from various departments in the IT
sector in NCR region , with a sample of 500 respondents from all cadres of employment. The researcher used convenience random sampling to come
about with the study. The researcher has made use of self administered close ended questionnaire. The data has been processed using SPSS tool and
reliability tool. Descriptive statistics like mean and standard deviation were used. Inferential statistics such as multiple regression, factor analysis and
perceptual mapping were also used in this study.
4. FINDINGS: The findings of the study depicted that greater part of the workforce in the organization are young and organization is keeping a mix of
experience and fresh talent. The inferential findings of the study touched on how demographic, cultural , diversity management programs and diversity
managerial roles relate with implementation of HRM Practices.
5. PRACTICAL IMPLICATIONS: The researcher finally recommends the global organizations to instruct, prepare and give mentoring to the forthcoming
generations to overcome such challenges for future top executives and maintain thriving businesses in the phase of globalization and challenging
evolving technology and culture.

Keywords: Diversity, HRM Practices, Multiculturalism, Demographic, IT Sector

————————————————————

1. INTRODUCTION
Kochan et al., 2003; Thomas & Ely, 1996; studies by the
Conference Board ,2006 ;SHRM ,2008; Jackson, Joshi &
Erhardt, 2003 ; Harrison & Klein 2007 reported that most
top executives at leading global organizations recognize the
importance of workforce diversity and consider diversity as
crucial organizational assets that lead to organizational
effectiveness and sustained competitiveness and also
agreed with statement that ―leveraging differences and
similarities in the workforce for the strategic advantage of
the organization is very important‖ for their organizations.
Indeed, HRM practices are the important strategic choices
that managers make to affect the performance outcomes of
workforce diversity (SHRM, 2008). Organizations that
effectively manage and cultivate their diverse employees
through HRM practices can gain advantage(Jackson, 1999;
Richard, 2000). DiTomaso, Post, & Park-Yancy, 2007;
Harrison & Klein, 2007 opines Workforce diversity refers to
the composition of work units (e.g., work group,
organization, Occupation) in terms of the demographic or
cultural characteristics that are salient and symbolically
meaningful in the relationship among group members.
______________________
 Amity International Business School
 Amity University Uttar Pradesh Sector 125NOIDA 201313India
rgoel@amity.edu
 Amity International Business School
 Amity University Uttar Pradesh gsingh@amity.edu
 Amity International Business School
 Amity University Uttar Pradesh
ssahai@amity.edu
 Amity University Greater Noidavgarg@gn.amity.edu
 Amity Business School
 Amity University Uttar Pradesh avenaik@amity.edu
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Cox (2001), Esty, et al, ( 1995), Gareth and Jones et al,
(2008), Hansen, (2002) defines diversity as the disparity of
community and different cultural identities amongst people
in a definite job structure or market setting. Greengard,(
2004) show that most of the global companies are aware
that there are noteworthy advantages of workplace
diversity. By bringing all workers having different cultural
backgrounds united on a common platform the work
environment will become more stronger and effective.
Diversity should be seen as a fundamental part of the HR
Strategy which can lead to higher productivity and retention
of employees as it directly leads to employee satisfaction.
AT & T’s concept of diversity and workforce inclusion has
done a lot with respect to diversity management. It hires
aptitude from all backgrounds and has occupied the world
best position relating to bringing inclusiveness in workforce
diversity. An important body of research on top
management teams has shown that diversity leads to better
outcome in decision making (Dalton, 2006, Fassigner,
2008, Mannix & Neale, 2005). Thomas, (1995)
acknowledges that diversity does not only refer to
differences but also encompasses similarities.The
organizations trying to compete in the 21st century should
make the best use of diversified workforce by restructuring
and redefining their leadership skills, management
techniques, their recruitment and selection policies, training
and development programmes and specifically their
compensation strategies. Soutar, 2004,Yang , 2005,Jones,
1989 believes Workforce diversity has gained increasing
significance for today’s organizations. Thomas & Gabarro
(1999), Patrick H. A. and Kumar, V. R.( 2012), Study by
Australian Center for Research in Employment and Work
and Family and Small Business Research Unit (2008)
researched that the initiatives taken for diversified
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workforce in most of the organizations is mainly because
of the major challenges they are facing with respect to
retention of employees, quality work, higher productivity,
and promoting underrepresented groups. Gellner and Veen
,(2009), Social identity theory (Tajfel 1978), Lyness, 2002),
Cox and Blake 1991, Zgourides, Johnson & Watson (2002);
Milliken & Martins, 1996; Nemetz& Christensen, 1996)
suggests that people are motivated to achieve and maintain
positive concepts of one’s self. Diversity is not diverse since
managerial barriers to diversity are often universal and part
of the organization. Hanappi-Eggar, 2011 According to their
study men have always enjoyed superiority and privileged
status in the employment sector. In particular in India,
sexual orientation is widely ignored and it is considered a
taboo to talk about homosexuality. Nyambegera, Daniels,
and Sparows (2001) points out Indian culture discriminate
against women and are always relegated to inferior
positions compared to men something that this study will
seek to find out. From the scanty literature available
ethnicity is a more prevalent diversity dimension followed by
gender. Frederickson (2000),Elmuti, (1993), Manning,
(1996), Denton, (1992); Rosen and Lovelace, (1991)
confirms this by noting that ―differentiation between gender
identities has often given rise to social inequalities which
has left women opportunities less than men. To meet the
challenges of diversity the organization badly require a
strategic human resource planning machinery which
includes variety of strategies for enhancing, valuing and
celebrating diversity that can promote the growth and
effectiveness along with productivity of the
organizationAccording to Macibi, (2007) there is no
organization that is homogenous, all are heterogeneous
and are thus diverse with such challenges as democracy
craze, problems of generating teamwork and winning
workforce, representativeness issues, communication
barriers, group cohesion especially in mixing old and fresh
experiences, knowledge, skills etc among many other
challenges. According to Thomas et al, (2002), diversity
management aims at providing tangible benefits to the
company, and is seen as business strategy aimed at
tapping into the full potential of all employees in the
company in order to give company competitive
advantageBroadridge India believes that gender inclusivity
in the work place enhances its creativity, productivity, and
ability to manage change. Genpact has also come a long
way in realizing the importance of a diverse workforce from
a gender standpoint. IBM hired its first person with disability
in 1914. Wipro has employed over 300 people with
disability and this year it enrolled disabled students into the
Wipro Academy for Software Excellence. PepsiCo has
made available employment opportunities to individuals
with Learning Disability, Orthopedic disability, Visual
Impairment.. Infosys gay–lesbian employees and YOU
(IGLU) creates a safe and respectful work environment
from the LGBT community (Infosys-Diversity, 2012).
Genpact has a suite of initiatives – a global affinity group for
women—Genpact Women's International Network
(GenWIN). TCS has a Foreign Language Initiatives (FLI)
group which focuses on cultural integration and language
training. Sodexo India also implements mandatory diversity
training, work-life effectiveness programs. "Twitter,
Pinterest and other Silicon Valley tech giants are setting
goals to improve its abysmal diversity quotient. Bagshaw
IJSTR©2019
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(2004), Argocs and Burr( 1996), Mathis & Jackson(2003),
Janssens & Steyaert(2003 ), Nkomo(1995), Michaela,
Deanne, Paul and Janique(2003), Mor Barak (2005), Cox
1993; Kandola & Fullerton 1994; Kossek & Lobel 1996; Mor
Barak 2005)define workplace diversity management largely
as a organized and intended assurance by the organization
with respect to their recruitment and promoting a
heterogeneous workforce. Diversity encompasses all the
probable ways in which people can diverge, and according
to this school of thought people do not compulsory diverge
because of race, gender, age and other demographic
categories‟ but also because of their abilities, organizational
function, tenure and personality. Gary Dessler (2010), T.
Argarwala (2010), Cappelli and Crocker-Hefter (1999) ,
Hamel and Prahalad (1993) , Baird and Meshoulam, (1988)
, Kossek and Lobel,1996), Cox, 1993, Kristof,1996 explains
that if HR practices are effective applied in an organization
they can improve performance ,productivity and
effectiveness of an organization therefore today’s HR
Managers are trying to surmount the barriers for diversity
through adoption of productive and effective diversity
management programs and practices which will not only
contribute for the growth of an organization but will lead to
effectiveness, quality of work and better rewards generated
through utilizing innovative ideas of diverse workforce.
2. RESEARCH PROBLEM:
The available literature from the past studies carried out
indicated imbalance in gender economic opportunities and
social inequalities especially in pay and also present under
representation of women, disabled and sexual orientations
in top executives positions as well as lack of flextime for
young female professionals and recommends a more
inclusive workforce between generations. However, this
study attempted to fill the gap of knowledge by promoting a
more proactive effort that creates a workplace that would
encourage employers to create diversity awareness and
seek to build mentorship programs that would allow a more
inclusive succession planning for women and minority
groups.
3. RESEARCH OBJECTIVE:
3.1 General Objective
The general objective of this study was to identify the
effectiveness of HR Management Practices on Diversified
Workforce in respect to employees of IT Sector in NCR
region in India.
3.2 Specific objectives
The study address the following research objectives and
questions:
1. To find out how demographic factors affects
implementation of HRM practices.
2. To find out how cultural factors affects
implementation of HRM practices.
3. To determine the relationship between diversity
management programs and implementation of
HRM practices.
4. To examine the effects of diversity managerial role
on implementation of HRM Practices.
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4. RESEARCH HYPOTHESIS:
H01: There is no significant relationship between HR
Practices and Diversified Workforce.
H02: There is no significant relationship between
demographic factors and implementation of HRM
practices.
H03: There is no significant relationship between cultural
factors and implementation of HRM practices.
H04: There is no significant relationship between
diversity management programs and implementation of
HRM practices.
H05: There is no significant relationship between
diversity managerial role and implementation of HRM
practices.
5. RESEARCH METHODOLOGY:
The research study targeted a population of approximately
1 lakh employees from various departments in the IT sector
in NCR region , with a sample of 500 respondents from all
cadres of employment. The researcher used convenience
random sampling to come about with the study. The
researcher has made use of descriptive research design
and a self administered close ended questionnaire. The
data has been processed through SPSS software and
reliability test measured by Cronbach‟s Coefficient Alpha
Model. Descriptive statistics like mean, median and
standard deviation were made use of. Inferential statistics
Table 7.1(a): Reliability Analysis
Scale
Demographic Factors
Cultural Factors
Diversity Management Programs
Diversity Managerial Roles
HR Practices
Overall
(b) Bartlett’s sphericity test and the KMO index (Kaiser-Mayer-Olkin)
Table 7.1(b) KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy.
Approx. Chi-Square
Bartlett's Test of
Df
Sphericity
Sig.
7.2 Descriptive Findings
This study analyzed respondents‟ demographic profiles and
various objectives of the study using various descriptive
statistics such as frequencies, percentages, mean,
standard deviation and central tendencies measurement
such as mean and median at length.
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such as multiple regression, factor Analysis Test , Multi
Dimensional scaling ,Perceptual Mapping , cross tabs , and
one way anova was used to generate better results. The
Regression equation:
6. SIGNIFICANCE OF THE STUDY
The study on Diversity management would be very
beneficial and helpful to both employers and employees as
respecting individual differences will definitely enhance
productivity, creativity and will help in creating new
marketing opportunities. It will also helps to improverise
recruitment and retention and will create a brand image of
business. It is also expected that the study will encourage
and promote inclusiveness in different organizations given
that pessimistic and unconstructive behaviors’ if not
managed properly will lead to divergence and conflict
resolution often resulting in loss of time and money.
7. FINDINGS, ANALYSIS AND INTERPRETATION
7.1 Reliability Test
Cronbach‟s Alpha Reliability Analysis Test
Cronbach's alpha is a measure of internal consistency, that
is, how closely related a set of items are as a group. It is
considered to be a measure of scale reliability. Table
shows that all the scales were reliable, having an Alpha
above the prescribed threshold of 0.6.
Cronbach Alpha ITEMS
0.711 13
0.731 11
0.644 11
0.831 12
0.618 09
0.831 05
.697
17803.213
2080
.000
There was a 88.4% return rate. According to Mugenda and
Mugenda (2003) this type of response (88.4%) is ―excellent‖
for data analysis.
8. CONCLUSION
From the above statistics and after using anova and
comparative analysis for HR practices and diversified
workforce between 2013 and 2014 it can be said that if we
compare the means of years 2013 with 2015 we can say
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that for both the years the mean is going towards the level
of agreement for HR practices in respect of all variables.
There has been a slight difference of 5-10% in responses
which lays down the ground that in two years travelling from
2013 to 2015 the IT industry is really making efforts and HR
department is trying to incorporate inclusiveness.
The study highlighted certain diversity factors like ethnicity
as serious obstacles to effective implementation of HRM
Practices but the findings generally depicted a positive
response towards workplace diversity in the organization
and the results are not biased since different results are
likely to be generated from different environmental settings.
The inferential findings of the study touched on how
demographic factors, cultural factors, diversity management
programs and diversity managerial roles that relate with
implementation of HRM Practices. The P-value (0.01)
reflected a significant relationship of these variables with
Implementation of HRM Practices in the organization
9. FUTURE RECOMMENDATIONS:
The researcher recommends further studies on
effectiveness of diversity policies and programs in
organizations and diversity initiatives related to customer
satisfaction and encourage more studies on diversity critical
approaches, discursive approaches, practitioner/consultant
approach and diversity theories to build up more scholarly
work in this field.
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