IMPACT OF WORKFORCE DIVERSITY ON EMPLOYEE

PERFORMANCE IN DEPARTMENTAL STORE IN KOTESHWOR

AREA

A project work report

By

Raviranjan Yadav

Kathford int’l college of Engineering and Management

T.U. Registered No. 7-2-456-321-2019
Exam Roll No. 26093/19

A summer project report submitted to

Faculty of Management, Tribhuvan University

In Partial Fulfillment of the Requirements for the Degree of Bachelor of

Business Administration (BBA)

At the Kathford International College of Engineering Management

Tribhuvan University

Balkumari, Lalitpur
April, 2024
 DECLARATION

I, Raviranjan Yadav (TU Reg. No : 7-2-456-321-2019), hereby declare that I have completed the
summer project and prepared this report entitled “Impact of workforce diversity on employee
performance in departmental store in koteshwor area”. Under the supervision and guidance of Suvita
Jha in partial fulfillment of the requirements for the degree of Bachelor of Business Administration
(BBA) at Faculty of Management, Tribhuvan University. It is my original work and I have not
submitted it earlier elsewhere for any other purposes.

Signature ……………………..

Raviranjan Yadav

TU Reg. No: 7-2-456-321-2019

Date:

ii
 CERTIFICATE FROM SUPERVISOR

This is to certify that the summer project entitled “Impact of Workforce Diversity on Employee
Performance in Departmental Store in Koteshwor Area” is an academic work done by Raviranjan
Yadav submitted in partial fulfillment of the requirements for the degree of Bachelor of Business
Administration (BBA) at Faculty of Management, Tribhuvan University under my supervision and
guidance. To the best of my knowledge, the summer project is an original work of the student and the
information presented by him/her in the summer project report has not been submitted earlier
anywhere for any other purposes.

Sig:

Suvita Jha

Date:

iii
 APPROVAL LETTER

This is to certify that the summer project report.

Submitted by
Raviranjan yadav
Kathford International College of Engineering and Management, Tribhuvan University
T.U Registration number: 7-2-456-321-2019

Entitled
IMPACT OF WORKFORCE DIVERSITY ON EMPLOYEE PERFORMANCE IN
DEPARTMENTAL STORE IN KOTESHWOR AREA

has been prepared as approved by this committee in the prescribed format of the Faculty of
Management, Tribhuvan University. This summer project report is forwarded for examination.

Summer Project Supervisor Program coordinator

Name: Suvita Jha Name: Roshan Thapa
Signature: Signature:
Date: Date:

Head of Research Committee

Name: Suvita Jha
Signature:
Date:

iv
 ACKNOWLEDGEMENT

The undergraduate research project has been prepared to fulfill the partial requirement for
BBA degree of Tribhuwan University. Such program gives the student with platform to test
their knowledge and understanding under new phenomena where they can widen up their
horizon with the experience they entertain and skill they acquire.
I would like to extend my special regard to all those who have contributed directly and
indirectly to complete this report. Initially the credit for the completion of the report goes to
my supervisor Suvita Jha who has been so kind and supportive throughout the tenure.
I hope my endeavor to cover all the necessary, relevant and significant information and the
research topic has been evident in this report. I have tried my upmost best to minimize errors
to extent possible by consulting my supervisor, teachers, colleague and various books.

Raviranjan Yadav

BBA 7th Semester

v
 TABLE OF CONTENT

DECLARATION ii
CERTIFICATE FROM SUPERVISOR iii
APPROVAL LETTER iv
ACKNOWLEDGEMENT v
TABLE OF CONTENT vi
LIST OF TABLES viii
LIST OF FIGURES ix
CHAPTER I. INTRODUCTION 1
1.1. Context 1
1.2. Statement of Problem 1
1.3. Objectives of the Study 2
1.4. Significance of Study 3
1.5. Literature Review 4
1.5.1. Theoretical Review 4
1.5.2. Empirical Review 7
1.6. Conceptual Framework 8
1.7. Development of Hypotheses 8
1.8. Research Methodology 9
1.8.1. Research Design 9
1.8.2. Data Sources 9
1.8.3. Population and Sample 9
1.8.4. Method of Data collection 10
1.8.5. Data analysis Procedure 10
1.9. Limitation of the Study 10
CHAPTER II: DATA PRESENTATION AND ANALYSIS 11
2.1. Demographic profile of the respondents 11
Table 2 Respondents distribution by age 12
Table 3 Respondents distribution by Gender 13
Table 4 Respondents distribution by Martial status 13
Table 5 Respondents distribution by Religion 14
2.2 Descriptive Analysis 15
2.2.1 Age 15
2.2.2 Caste 16
Table 7 Descriptive Statistics of Caste 17
2.2.3 Religion 17
Table 8 Descriptive Statistics of Religion 18
2.2.4 Geographical Area 18
2.3. Inferential Statistics Analysis 20
2.3.1. Correlation Analysis 20
Table 10 Correlations 20
2.3.2. Interpretation of Correlation 20

vi
 2.4. Major findings and discussion 21
CHAPTER III: SUMMARY, CONCLUSIONS AND RECOMMENDATIONS 22
3.1. Summary 22
3.2. Conclusion 22
BIBLIOGRAPHY 23
APPENDICES 25

vii
 LIST OF TABLES

Table 1 Emperical review 7

Table 2 Respondents distribution by age 12
Table 3 Respondents distribution by Gender 13
Table 4 Respondents distribution by Martial status 13
Table 5 Respondents distribution by Religion 14
Table 6 Descriptive Statistics of Age 16
Table 7 Descriptive Statistics of Caste… 17
Table 8 Descriptive Statistics of Religion… 18
Table 9 Descriptive Statistics of geographic area 19
Table 10 Correlations 20

viii
 LIST OF FIGURES

Fig 1: Conceptual Framework 8

Fig 2: Respondents distribution by age 12
Fig 3: Respondents distribution by Gender 13
Fig 4 Respondents distribution by Martial status 14
Fig 5: Respondents distribution by Religion… 15

ix
 CHAPTER I. INTRODUCTION

1.1. Context

Multicultural diversity is a form of appreciating the differences in individuals.

The difference can be based on gender, age, sex, ethnicity, sexual orientation,
and social status.Culture is that which shapes our identity and influences our
behavior. Culture is our “way of being”, more specifically, it refers to the
shared language. Companies have realized the value in acquiring a diverse
workforce. Diversity consists of all the different factors that make up an
individual, including age, gender, culture, religion, personality, social status
and sexual orientation. Diversity is a group of diverse individuals from
different cultures or societies. Usually, cultural diversity takes into account
language, religion, race, sexual orientation, gender, age and ethnicity.
Cultural diversity is important because our country, workplace, and schools
increasingly consist of various cultural,racial and ethnic group. In addition,
workforce diversity helps us to recognize and respect “ways of being” that are
not necessarily our own, interact with others we can build bridges to trust,
respect, and understanding across cultures.
Workforce diversity has severely affected on the performance of em ployee.
Employees are facing many problems on interacting with their co-workers.
They are also feeling a bit uncomfortable because of their cultural variation.
These problems have slowed down the efficiency of many companies.
In the age of globalization, this diversity issue is being discussed more in
present context. Different people from different society and culture are
working together. So problems are arising between these people because of
their cultural diversity. Therefore, this study is based on the impact of
diversity on employee performance. How it is affecting the work life of an
individual as a worker.
1.2. Statement of Problem
Employees are the core resource of a company who has all the responsibility

1
of handling the operations of the company. They are the one who are totally
responsible for the uplift of the company. If they are not satisfied with their
job environment then they cannot work properly. We live in the world, so the
argument runs in which there are deep-seated conflict between cultures
embodying different values. Different pezoples and cultures have different
values, beliefs and truths, many of which are incommensurate but all of which
are valid in their own context.

How the environment of company can affect the workers concentration?

What kind of problems peoples are facing these days because of cultural
diversity? In this study we will be discussing the impact of diversity on
employee performance. We will also discuss the solutions that may solve the
problem of workforce diversity.

1.3. Objectives of the Study

The objectives of the study are as follows:
1. To examine the relationship between age and employee performance.
2. To examine the relationship between caste and employee performance.
3. To examine the relationship between religion and employee performance.
4. To examine the relationship between geographical area
background and employee performance.

2
1.4. Significance of Study

Workforce diversity enables people live their originality consciously and without
authorization the other cultures. In this sense, workforce diversity is a cultural wealth for
living together. Moreover, for people who have different cultures living together makes it
necessary to find a way of intercultural communication. Customer relationship management
(CRM) is a concept for managing a company’s interactions with customers, clients, and sales
prospects. It involves using technology to organize, automate, and synchronize business
processes. The objectives of CRM are to enhance profitability, income, and customer
satisfaction. To attain CRM, many organizations use set of tools, technologies, and
procedures to support the relationship with the customer to enhance sales. Therefore, CRM is
an issue of strategic business and process rather than a technical one (Dowling, 2002). The
significance of customer satisfaction cannot be dismissed while happy customers are like free
advertising for the company. It is necessary to put the customer at the centre of the business
according to its strategies, events and processes. In fact, it is easier and more profitable to sell
to present customers than to find new ones. Organizations are setting themselves strategies to
ensure customer retention, and changing their employees to be more customer-focused and
service-oriented (Mohsan et al., 2011). As Baker (2003) indicates, all businesses have been
affected to some degree and evolution which is happening in the global market place. Now,
not only the organizations aim to satisfy the customers but they attempt to do this more
efficiently and effectively than their rivals in the competitive market place to attain their goals
(Kotler and Armstrong, 2011). The most important goal of an organization is to maintain
customer loyalty and focus on customer centric approach in their organizational and
marketing strategies (Jain & Singh, 2002). Bowen and Chen (2001) argue that having
satisfied customers is not sufficient. This is because customer satisfaction needs to have direct
impact to customer loyalty. Sivadas and Baker-Prewitt (2000) stress that there is a rising
recognition that the last objective of customer satisfaction measurement should be customer
loyalty. Many organizations merely categorize customer satisfaction measurement as a type
of “marketing intelligence” instead of using it as a management tool to build customer service
quality improvement processes and increase profit (Linnell, 2006).

3
1.5. Literature Review

1.5.1. Theoretical Review

According to personnel researchers Michele E.A. Jayne and Robert L. Dipboye, the
workplace diversity once viewed with apprehension by managers is perceived as an
asset by modern American companies. Although the researchers acknowledge the
positive effects of diversity on individual performance, overall productivity and
innovation, they suggest that productive diversity requires sensitivity on the part of
management.

In a 2011 interview in “Inc.” magazine, personnel consultant Barbara Annis said that
the key to developing a competitive edge through diversity understands that cultural
“groupthink” is outmoded in the modern global economy. Looking at things from the
variety of perspectives that workforce diversity brings to the workplace inspires
innovation. It is the manager’s job to make employee feel comfortable about
expressing those new ideas. Annis suggests that a good first step is establishing the
company as a place where there’s more than one way to do things.

Diversity in the workplace can create a sense of cultural awareness among workers.
Employees who are exposed to others' ideas and points of view will learn to think
outside the box when faced with a problem. Once a worker has been exposed to beliefs
of someone whose ideas seem foreign to him, he can begin to reflect on the
narrowness of his world view and how it adversely affects his ability to think and solve
problems. In an article posted on The Multicultural Advantage website, Josh
Greenberg, president of Alpha Measure Inc. in Boulder, Colorado, notes that
workforce diversity allows workers to all contribute based on their own cultural
background, experience and other qualifications. When a variety of viewpoints are
thrown into the problem-solving mix, new and innovative solutions can be reached.

According to social identity theory (Tajfel & Turner, 1986), people sort themselves and
others into social categories on the basis of their salient characteristics (e.g., race-
ethnicity, age, gender). As part of this process, a target person is categorized as either a
member of a perceiver’s in-group (e.g., racially similar) or out-group (e.g., racially
dissimilar). Typically, individuals prefer in-group interactions as perceived similarity
with others breeds a strong sense of shared history, which enhances trust and rapport
4
(McPherson, Smith-Lovin, & Cook, 2001). Also, people seek out contexts that are
conducive to their membership groups (Ashforth & Mael, 1989; Hogg & Terry, 2000;
Tajfel & Turner). In support of this reasoning, research has shown that employees who
work in organizations with a confluence of demo-graphically similar colleagues report
higher levels of inclusion and support (Foley, Linnehan, Greenhaus, Weer, 2006;
Pelled, Ledford, & Mohrman, 1999). Similar findings have been observed for women
and minorities, such that they display higher sales performance (Joshi, Liao, &
Jackson,2006) and lower turnover (Zatzick, Elvira, & Cohen, 2003) and report fewer
instances of discrimination (Avery, McKay, & Wilson, 2008) when they work with
higher proportions of female and minority personnel, respectively.Additionally, social
identification logic has been used to examine the business ramifications of employee–
customer demographic matching. The underlying premise of such work is that stronger
social attachments, heightened understanding of customer preferences, and enhanced
service delivery should result when employees and customers belong to similar
demographic groups (Thomas & Ely, 1996). Yet subsequent research on employee–
customer demographic matching has yielded mixed results. Using the interaction
method, Leonard et al. (2004) and Sacco and Schmitt (2005) did not find that
demographic matching among employees and customers improved business
performance in fast-food restaurants and super-markets, respectively. However, a key
limitation of the interaction method is that it does not take into account potentially
offsetting effects of various employee–customer racial composition combinations. For
instance, if Whites are overrepresented among employees and clients, then another
racial-ethnic group (at minimum) will have relatively lower representation (e.g.,
Blacks), leading to potentially mismatching demographics between personnel and
clients (e.g., fewer Black sales associates than Black customers in a store).
Subsequently, the performance gains associated with the stronger demographic match
between White employees and White customers will be offset by performance losses
for another racial-ethnic group (e.g., Blacks) that is underrepresented among personnel
compared to customers. In contrast, the racial representativeness approach is less prone
to the limitations of the interaction method. Studies of representativeness have
supported the performance benefits of employee–customer demographic matching
(Avery et al., 2012; E. B. King et al., 2011). For instance, Avery et al. showed that high
levels of representativeness were associated with greater customer satisfaction, thus
resulting in improved sales productivity. Similarly, E. B. King et al. found that high
representativeness was linked to reduced incivility in employee–customer interactions
5
and higher-quality patient care.

In light of the mixed findings reviewed above, we introduce our racial diversity
congruence approach as a more comprehensive approach to studying demographic
matching effects on business performance. Racial diversity congruence captures both
the social identification and information-based processes that could emerge during the
employee racial diversity–community racial diversity interface. On the basis of
previous work (Avery et al., 2012; E. B. King et al., 2011), we expect matching levels
of diversity at high (i.e., high storunit racial diversity–high community racial diversity;
Quadrant 4) or low (i.e., low store-unit racial diversity–low community racial
diversity; Quadrant 1) levels to foster stronger in-group attraction processes than
mismatching levels of diversity consisting of high store-unit racial diversity–low
community racial diversity (Quadrant 3) or low store-unit racial diversity–high
community racial diversity (Quadrant 2). Owing to the stronger in-group attachment
associated with demographic matching, diversity congruence should have more
beneficial effects on subsequent store- unit sales performance than diversity
incongruence.

6
1.5.2. Empirical Review
Table 1 Emperical review
sources
Tajfel & Turner, 1986
(McPherson, Smith-Lovin, & Cook,
2001).
(Ashforth & Mael, 1989; Hogg &
Terry, 2000; Tajfel & Turner).
(Avery et al., 2012; E. B. King et al.,
2011),
Findings
People sort themselves and others into
social categories on the basis of their
salient characteristics (e.g., race-ethnicity,
age, gender). As part of this process, a
target person is categorized as either a
member of a perceiver’s in-group (e.g.,
racially similar) or out-group (e.g.,
racially
dissimilar).
People seek out contexts that are conducive
to their membership groups
Research has shown that employees who
work in organizations with a confluence of
demo-graphically similar colleagues report
higher levels of inclusion and support
Racial diversity congruence captures both
the social identification and information-
based processes that could emerge during
the employee racial diversity–community
racial diversity interface.
7
1.6. Conceptual Framework

The proposed study framework shows a relationship that exists between variables will be
used inthe study.

Figure 1: Conceptual Framework

1.7. Development of Hypotheses

H1: There is significant relationship between age and employee performance.

H2: There is significant relationship between caste and employee performance.

H3: There is significant relationship between religion and employee performance.

H4: There is significant relationship between Cast and employee performance.

8
1.8. Research Methodology

The research methodology is a systematic approach to problem solving. In fact, the

processes by which researchers go through the process of interpreting, describing, and
predicting events are called research methods. This chapter therefore describes the
method used in this study which includes the various sections that describe the research
plan and design, sample description, resources, data collection and time process,
validity and reliability of the research and analysis process. The research methodology
describes the method and procedure used in all aspects of theresearch and helps to solve
systematic problems. The research method is used for collection information and data
and sets out the overall system associated with the research. The approach may include
published research, interviews, surveys and other research strategies and mayinclude
both current and historical information. It provides a basic framework on which
research is based. Before presenting the analysis and interpretation of the data, it is
necessary to define the research method first.

1.8.1. Research Design

Research design helps to the researcher to follow the certain plans and procedures of
the study. It constitutes the blue print for the collection, measurement and analysis of
data. For this purpose, descriptive and causal research designed was used. The
descriptive research design was used to gather information about present existing
condition. Similarly, causal relationship research design is used to understand how one
variable affect another variable. Descriptive cross sectional study was used for the
study purpose to find out the factors affecting job satisfaction.

1.8.2. Data Sources

The study is based on primary data. The primary data and information were collected
and analyzed to determine the influence of age, geographic area, religious and caste.
Of departmental store in Koteshwor. The data will be gathered from a self-
administered questionnaire.

1.8.3. Population and Sample

Data was gathered from a self-administered questionnaire. Sixty respondents were

taken as the sample for the data collection process. Respondents had to meet two
conditions before being qualified as valid respondents. Those conditions were that they

9
had to be currently employed and actively working in the departmental stores. Sample
was selected for the study purpose using non probability, convenient sampling
technique and data will be complied by using different statistical tools like mean and
standard deviation.

1.8.4. Method of Data collection

A questionnaire was created and delivered to the 60 sample respondents in order to
obtain employee performance on departmental stores. At the time of data collection,
all respondents were asked in advance if they wanted to participate in the survey. Only
data from respondents who were interested in the survey were collected. As a result,
60 respondents actively participated in the survey and provided feedback on the
questionnaire. The participant responses have been arranged, tabulated, and analyzed
to assist in the descriptive analysis of the study.

1.8.5. Data analysis Procedure

Data analysis presents the systematic analysis and presentation of primary data. Descriptive
Statistic and correlation analysis were used to summarize the data. As a whole, the data
collected through questionnaire was analyzed using SPSS 25 analytical software. The
collected data was analyzed and interpreted by using Microsoft Word software.

1.9. Limitation of the Study

There are certain drawbacks of this study which are listed below:

1. The time was limited so this study is based on sample study which gives views of
employees working in different departmental stores of Koteshwor Area.
2. This study is done over the employees working on departmental stores of Koteshwor
Area. The researcher has collected information from 60 respondents. Therefore this
study covers a small area.
3. There were many variables out of which the researcher has selected 4 variables that
will be discussed on this report.
4. Most of the respondents were hesitating to share their views with us. So, it was
difficult to take exact information from respondent.
5.

10
 CHAPTER II: DATA PRESENTATION AND ANALYSIS

This chapter of the research includes the analysis of data collected. It is based
on analysis of the data collected from 60 respondents through questions
prepared. The analysis is conducted using Microsoft Word software. This
chapter also includes the testing of hypothesis formulated in chapter one. This
chapter has five sections. First section is reliability analysis, which analyzes
the reliability of the data collected. Second section includes the demographic
profile of the respondents like age, gender, marital status and religion. Third
section of this chapter is descriptive analysis, which analyzes the collected
data through frequency analysis and measures of central tendency. Fourth
section contains inferential analysis, which includes hypothesis testing
through bivariate correlation analysis. And the last part deals with discussion
and information drawn after the analysis of collected data.

2.1. Demographic profile of the respondents

In this survey of “Impact of the workforce diversity on employee
performance”, demographic information was collected in the study for
the following area of respondent:
1. Age

2. Gender

3. Marital status

4. Religion

11
Table 2 Respondents distribution by age
Age group Frequency Percent

21-30 39 65

31-40 19 31.7

41-50 6 3.3

Total 60 100

Fig 2: Respondents distribution by age

The given table and graph represents the age group of the respondents. Out
of 60 respondents, 65% of people were from 21-30 age groups, 31.7% of
people were from 31-40 age groups, 3.3% of people were from 41-50 age
groups.

12
Table 3 Respondents distribution by Gender
Gender Frequency Percent

Male 33 55

Female 27 45

Total 60 100

Fig 3: Respondents distribution by Gender

The given table and pie chart shows that there were 45% of female
respondent and 55% of Male respondent.

Table 4 Respondents distribution by Martial status

Martial status Frequency Percent

Married 36 60

Unmarried 24 40

Total 60 100

13
 Fig 4: Respondents distribution by Martial status

The given table and pie chart shows that there were 40% of unmarried respondent
and 60% of married respondent.

Table 5 Respondents distribution by Religion

Religion Frequency Percent

Hindu 39 65

Buddhist 11 18

Christian 8 13

Muslim 2 3

Total 60 100

14
 Fig 5: Respondents distribution by Religion
The given table and Bar graph shows that there were 65% of hindu respondent, 18.3% of
Buddhist respondent, 13.3% of Christian respondent and 3.3% of muslim Respondent.

2.2 Descriptive Analysis

Descriptive analysis is numbers that are used to summarize and describe data. This section
includes the descriptive analysis of the data collected through questionnaire during the
research with the help of various measures of central tendency which includes frequency,
mean, standard deviation. The research attempts to find out the Impact of workforce diversity
on employee performance through four independent variable and one dependent variable.
These variables were further divided into 22 questions to get the data.

2.2.1 Age
The level of agreement of respondent towards their performance because of age diversity is
based on 6 questions.

15
Table 6 Descriptive Statistics of Age
Statement N Mean Std.
Deviation
I am positive about age diversity in this 60 3.85 .633
workplace.

My employer provides me equal opportunity for 60 4.00 .802

training and development in spite of age.

The mentoring by older employees benefited 60 3.85 .819

younger employees in acquiring job skills.

My leader includes all members of different age 60 3.61 .940

in problem solving and decision making.

I feel comfortable while working with people of 60 3.78 .845

different age group.

It is difficult to coordinate with the other age 60 2.23 .744

group employees in my workplace.

Age 60 3.55 .460

The table shows the age group of respondents working in the departmental store in
Koteshwor Area. The mean of Age is 3.55 this shows that our respondent are neutral about
the age diversity in their workplace. Therefore the overall respondents were satisfied with the
age diversity.

2.2.2 Caste

The level of agreement of respondent towards their performance because of caste diversity is
based on three questions.

16
Table 7 Descriptive Statistics of Caste

Statement N Mean Std.

Deviation
Caste diversity in my workplace is 60 1.86 .700
generating different problems.

I have no problem working with people of 60 3.71 .940

different caste.

It is very difficult to communicate with 60 1.68 .650

other staff of different caste because of their
language.

Caste 60 2.42 .429

The table shows the caste diversity of respondent working in different departmental store in
Koteshwor Area. The mean of Caste is 2.42 which show that our respondent disagrees which
means that they have no problem with caste diversity in their workplace. Therefore the
overall respondents were satisfied with the caste diversity.

2.2.3 Religion
The level of agreement of respondent towards their performance because of religion diversity
is based on five questions.

17
Table 8 Descriptive Statistics of Religion
Statement N Mean Std.
Deviation
it is tough to adjust with people of different religion at 60 1.93 .820
workplace.

I am not satisfied with my job environment because of 60 1.70 .696

religion diversity.

Day to day conflict is occuring because of people with 60 1.95 .768

different religion.

Team work is hardly successful in my workplace. 60 1.78 .691

My employer behaves harshly with other religion people 60 2.33 1.052

like: Muslim, Christian.

Religion 60 1.84 .530

The table shows the religion diversity of respondent working in different departmental store
in Koteshwor Area. The mean of caste is 1.84 which shows that our respondent strongly
disagrees which means that they have no problem about Religion diversity in their workplace.
Therefore the overall respondents were satisfied with the religion diversity in their
workplace.

2.2.4 Geographical Area

The level of agreement of respondent towards their performance because of different
geographical area is based on four questions.

18
Table 9 Descriptive Statistics of geographic area

Statements N Mean Std.

Deviation
People from different geographical 60 4.43 .592
area work in my workplace.

My employer give priority to people of 60 1.95 .746

western region rather than other
region.

Employees from rural area are 60 2.90 1.068

dominated by employees from urban
area.

Working with people from 60 3.11 .825

other geographical area is fun.

Geographical Area 60 3.10 .476

The table shows people of different geographical area working in different departmental store
of Koteshwor Area. The mean of Geographical area is 3.10 which show that the respondents
are neutral about geographical diversity in their workplace. Therefore the overall respondents
are satisfied with the geographical diversity in their workplace

19
2.3. Inferential Statistics Analysis
This is used to make statistical inferences i.e., to draw conclusion about the data.

2.3.1. Correlation Analysis

A Pearson correlation analysis was conducted between four dimensions of explanation and
customer satisfaction and repurchase intention. Correlation generally indicates the strength and
direction of a linear association between two random variables. Correlation coefficient (r) ranges
between -1.00 and +1.00. In which -1.00 indicates prefect negative linear correlation and +1.00
indicates prefect positive linear correlation and 0.00 indicates absence of a linear association
between two variables.

Table 10 Correlations
Variables Age Caste Religion Geographical Overall
Area employee
performance

Age 1 -.192 -.515** -.238 .405**

Caste 1 .503** .039 .097
Religion -.515** 503** 1 386** -.428**
Geographical 1 .196
Area
Overall employee 1
performance
**. Correlation is significant at the 0.01 level (2-tailed).

2.3.2. Interpretation of Correlation

From the above table we can see the relation between the Dependent Variable and
Independent Variables. The correlation coefficient between Age and Employee
performance has found to be 0.405 which is positively correlated. The correlation
coefficient between Caste and Employee performance has found to be 0.097 which is
positively correlated. The correlation coefficient between Religion and Employee
performance has found to be -0.428 which is negatively correlated. The correlation
coefficient between Geographical area and Employee performance has found to be
-0.196 which is negatively correlated.

20
2.4. Major findings and discussion
Primary data collection for this research was personal survey. Hence, questionnaire was
prepared for the data collection to find out the relationship between diversity and employee
performance. Those questionnaires were given to the respondent to know their opinion.
Therefore after analyzing the data it is clear that on average people did not have any problem
with the diversity in their workplace. Some of the respondents were not satisfied with the
caste and religion diversity. But overall people were satisfied with their job environment.
This indicates that the employees working in departmental stores of Koteshwor Area are not
affected by the workforce diversity. Therefore there were positive relationship between
independent variables and dependent variables.
The major findings of this study are:
1. Majority of the employees are satisfied with the diversity in their workplace.
2. Even if multicultural people working together in an organization, cooperation were
found between them.
3. There were positive relationship found between independent and dependent variable.
4. Overall maximum staffs were satisfied with their job environment.

21
 CHAPTER III: SUMMARY, CONCLUSIONS AND
RECOMMENDATIONS

3.1. Summary
The main purpose of this study was to find out the impact of workforce diversity on
employee performance of departmental stores in Koteshwor Area. The research was
made by collection of data through preparing some questionnaire. Those questionnaires
were given

to the respondent to know their opinion. Therefore after analyzing the data it is clear that
on average people did not have any problem with the diversity in their workplace. Some
of the respondents were not satisfied with the caste and religion diversity. But overall
people were satisfied with their job environment. This indicates that the employees
working in departmental stores of Koteshwor Area are not affected by the workforce
diversity. Therefore there were positive relationship between independent variables and
dependent variables.

The respondents were categorized into three age group: 21-30, 31-40, 41-50. There were
45% of female respondent and 55% of male respondent. There were 60% of married
respondent whereas 40% of unmarried respondent. There were four religion group:
Hindu, Buddhist, Christian, Muslim, among which most respondent were Hindu.

3.2. Conclusion
After the collection and examine of data we can conclude that the majority of
employees working in departmental store of Koteshwor Area did not have any
problem with workforce diversity in their workplace. Most of the respondents were
satisfied with Age diversity, Caste diversity, Religion diversity and Geographical
diversity in their workplace. There were also some of the respondents who were not
satisfied with the cultural diversity. But overall on average respondent were totally
satisfied with their job environment. .

22
 BIBLIOGRAPHY

Banks, J. A. (2002). An introduction to multicultural education (3rd ed.).

Boston:Allyn & Bacon.
Clark, C., & Medina, C. (2000). How reading andwriting literacy narratives affect preservice
teachers’ understandings of literacy, pedagogy, and multiculturalism. Journal of
Teacher Education, 51(1), 63–76.
Dolk, M., & den Hertog, J. (2008). Narrativesin teacher education. Interactive Learning
Environments, 16(3), 215-229.
Goodwin, A. L. (1997). Multicultural stories: Preservice teachers’ conceptions of and
responses to issues of diversity. Urban Education, 32(1), 117-145
Hale, A., Snow-Gerono, J., & Morales, F. (2008). Transformative education for culturally
diverse learners through narrativeand ethnography. Teaching and Teacher
Education, 24(6), 1413-1425.
Guyton, E. M., & Wesche, M. V. (2005). The multicultural efficacy scale: Development,
item selection, and reliability. MulticulturalPerspectives, 7(4), 21-29.
McVee, M. B. (2004). Narrative and the exploration of culture in teachers’ discussionsof
literacy, identity, self, and other. Teaching and Teaching Education, 20(8), 881-899.
Seguin, C. A., & Ambrosio, A. L. (2002).
Multicultural vignettes for teacher preparation. Multicultural Perspectives, 4(4),10-16.
de Ramirez, L. L. (2006). Voices of diversity: Stories, activities, and resources for the
multicultural education. Upper Saddle River,OH: Merrill Prentice Hall.
Phillion, J., & He, M. F. (2004). Using life-basedliterary narratives in multicultural teacher
education. Multicultural Perspectives, 6(3), 3-9.
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Yin, R. K. (2003). Applications of case study research (2nd ed.). Thousand Oaks, CA:
SagePublications.

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 APPENDICES
QUESTINNAIRE
This questionnaire is associated with the research entitled, “the impact of workforce
diversity on employee performance in departmental store in koteshwor area”. The
basic purpose of this study is to examine whether employees working over different
departmental store over Kathmandu are affected by diversity or not. Please take a
few minute to complete this survey. You are requested to read the statement
carefully and give your opinion. Your specific answer will be appreciated.

Age: _______________

Gender: ______________

Marital Status: Married_____ Unmarried_____

Religion: _______________
Permanent address: _________________________

Sn. Statement Strongl Disagr Neutral Agree Strongl

y ee y Agree
Disagre
e

1. Age

I am positive about age diversity in

I.
this workplace.

II. My employer provides me equal

opportunity for training and career
development in spite of age.

III. The mentoring by older employees

benefited young employees
in
acquiring job skills.

25
 My leader includes all members of
IV.
different age in problem solving
and decision making.
V.
I feel comfortable while working
with people of different age group.

VI. It is difficult to coordinate with the

other age group employees in
workplace.

2. Caste

Caste diversity in my workplace is

I.
generating different problems.

I have no problem working with

II.
people of different caste.

III. It is very difficult to communicate

with other staff of different caste
because of their language.

3.
Religion

It is tough to adjust with people of

I. different religion at workplace.

II. I am not satisfied with my job

environment because of religion
diversity.

26
 Day to day conflict is occurring
III. because of people with different
religion.

Team work is hardly successful in

IV.
my workplace.

My employer behaves harshly with

V.
other religion people like: Muslim.

4 Geographical Area
.

People from different geographical

I.
area work in my workplace.

II My employer gives priority to

. people of western region rather
than other region.

III Employees from rural area are

. dominated by employees
from urban area.

Working with people from other

IV
geographical area is fun.
.

5.
Overall employee performance

I am satisfied with my
I.
job environment.

I have no problem
II
with multiculturalism in my
.
workplace.

27
III My coworkers are very friendly.

My employer behaves equally with

IV.
every worker in my workplace.

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29