Organizational and Demographic Level Diversity Practices and Employees Performance

ARTICLE INFO Purpose – The study's primary objective was to investigate the relationship between organizational level diversity practices, demographic level diversity practices, and employees` performance at selected higher educational institutions in Kabul, Afghanistan. Findings – The findings support a positive relationship between variables; furthermore, the study revealed high contributive implications in both academic and non – academic arena. Moreover, the research suggests, diversity management practices must be considered critical as they can contribute to employees` performance. Sampling – For the current study, four major universities were selected. A total of 100 questionnaires were distributed, respondents were asked to mention their demographic characteristics, and answered the questions from (1) strongly disagree to (5) agree. Analysis – The current study used SPSS 24.0 version for data analysis collected from the respondents; some necessary regression tests were implemented for the study. Received: December 27, 2020 Revised: January 10, 2021 Accepted: January 11, 2021 Published: January 11, 2021


Introduction
In both academic and non-academic organizations, the interest in diversity management practices has increased and is considered a fundamental strategy of organizational competitiveness. Diversity management practices are the most commonly utilized and considered proactive towards organizational and employee performance (Roberson et al., 2003). Management of diversity, without a doubt, is willing to adopt quality decisions between discrepancies and similarities (Roberson et al., 2003). Diversity management practices contribute to improved organizational structure and individual effective and efficient performance (Binnall, 2019;Richter et al., 2012). Much earlier literature supports diversity management towards understanding, some other (Binnall, 2019;Richter et al., 2012;Aydan, 2016;Cox et al., 1991;Bassett-Jones, 2005) believes diversity management supports the creativity of individuals (Daver & Demirel, 2012) Considering increased interest in diversity management, it has been shown that successful diversity management is a critical indicator toward positive employee outcomes; for instance, greater job satisfaction leads to higher results (Rainey, 2009). In particular, Asian nations have less devotion given to diversity management. It is all because of a misunderstanding or miss-conception (Cho & Barak, 2008). Studies focused on two views positive and negative consequences of diversity in diversified work-group, while few focused on diversity management and the influence on employee's behavior and work attitude, for instance (Bassett-Jones, 2005) But the question is how it impacts employee's performance attitude, which still needs to be uncovered. Some researchers (Prieto & others, 2011) explored diversity management contribution toward employee's positive work attitude. Therefore, the study's primary focus on hand is (1) to explore diversity management practices' relationship towards an individual's performance in selected higher educational institutions in Afghanistan.
(2) to highlight the advantages of the chosen approaches towards understanding. (3) the impact of organizational level diversity management practices on individual performance. Particular in male-dominated societies. Finally, (4) Demographic diversity practices and employee's performance. The study's significant contribution lies in exploring organizational and demographic diversity management practices towards implementing individuals working in the higher institution in Afghanistan. Furthermore, the study examines the necessity of utilizing corporate and demographic diversity management practices in man-dominated societies.

Literature Review Organizational Level Diversity Practices
Managing employees in higher educational institutions of Afghanistan is one of the most fundamental issues. Academicians from different countries, Pakistan, India, Malaysia, and local Afghan nationals, serve in other institutions. Researchers (Hen et al., 2014)believe managing diversity plays a crucial role in organizational constancy, particularly financial stability. (Hen et al., 2014) explored different organizational-related diversity (e.g., Recruitment and selection, reward and promotion, leadership). (Madera, 2013) studied seven classes of diversity management. (Cho & Barak, 2008) associated diversity inventiveness, which took by the hospitality and non-hospitality organizations. While (Heylen et al., 2006) proposed diversity management examples that are effective for hospitality industries.
Diversity (Blau, 1977) defined the significant number of the population distributed in different statues. (Wirth, 1977) define the term diversity management as the exploitation of HR practices (growth or preservation of human capital dissimilarity, ensuring that each human capital dissimilarity doesn't delay the organizational goals and achievements. On the other hand (Pitts, 2005) well-defined with consideration of various definitions, he believes the main focus of managing diversity means ensuring that organizational functions and overall processes serve equally regardless of age, gender, race, nationality, and physical condition. Given the social exchange theory, employees' result-oriented behavior can result from fair treatment and management support (Heath & Leichty, 2014). The study on hand views diversity management as all organizational practices designed to ensure fairness in the organization's policies and procedure that leads employees to serve effectively (Buttner et al., 2010).

Demographic Level Diversity Practices
Diversity is related to demographics defined as differences among individuals (employees) in terms of age, gender, race, and ethnicity (Baugh, S. G., & Graen, G. B. 1997; Shore, L. M., Cleveland, J. N., & Goldberg, C. B., 2003). Demographic diversity is a phenomenon that affects performance at a different level (Heylen et al., 2006). A working environment that recognizes the contribution from divers demographic dissimilarities (gender, age, ethnicity) together (Lenstra et al., 2012;Gottman et al., 1998) needs a collective understanding of practitioners to exploit the possible outcomes. Social identity theory suggests that individuals distinguish their uniqueness and identity within society, categorizing themselves into different specific groups, for instance, gender, age, and ethnicity knowledge (Turner et al., 1979). This theory (Social identity) helps individuals share the same morals, which primes indulge their group members (Voci & Hewstone, 2003).
Ethnicity is considered a social category of population who have perceived common cultural and language traditions apart from other societies (Voci & Hewstone, 2003). Because of the shared and common culture and traditions, a group of people identified as specific ethnic (Lenstra et al., 2012). Gender is understood as male and female (Zingone et al., 2005). For instance, researchers (Dwyer et al., 2003;and (Shaw et al., 2019) believe that differences in men and women cause job performance. Religion is the external characteristics (Rodgers & Hunter, 2003). The set of beliefs are known as religion (J. Rodgers, 2003). Religion comes under ethnicity, and it is a set of ideas (Corp, 2008). Considering the demographic diversity (Ethnicity, gender, and Religion) aspects, the current study test the following (H2) research hypothesis.

Methodology Research Design
The study is a quantitative, convenient sampling technique used for the data collection from the selected higher educational institutions (e.g., Kardan University, Bakhtar University, Rana University, and Donya University) diversified employees from different countries. Questionnaires were distributed among 100 respondents. Two demographic related (Age, gender, education, experience, designation, organization) questions were asked, while the second portion question about variables was queried from the respondent.

Population and Sample Size
For the current study, we targeted different higher educational institutions serving in Kabul, the capital of Afghanistan; among the top 15 universities, four universities were selected for data collection; the established university names are mentioned in the last portion of table 1; they were Kardan University, Bakhtar University, Rana University, and Donya University. We didn't choose a sample size for this study. Based on security conditions and many threats, we tried to distribute questionnaires randomly among the participant who wanted to participate in the study; the number of participants is also mentioned in table 1 under the organization heading.

Measurements and Reliability Statistics
Organizational Level Diversity Practices 10 items scale were given (Choi & Rainey, 2014), Demographic Level Diversity Practices 10 items from (Shaw et al., 2019;Deogracias et al., 2007;and Allen & Meyer, 1990). Employees Performance Table 6; explains the value for each questionnaire scale. OLD is having ten items = .796, next DLD having ten items = .618, and EP having eight items = .856, the reliability for each scale for this study was acceptable.    Table 2 represents all demographic characteristics (age, gender, educational level, designation, and organization). At the first portion, the respondent's age showed that 42 = 42.0% marked themselves having age between 31 -40, 32 = 32.0% were having age between 25 -30, while 26 respondents had 41 -above which is equal to 26.0 %. In table 1, the second portion represents the Gender of the participant; it showed 83.0% are male while only 17.0% is the female respondent for the study; the study statistically represented more male respondent for the questionnaire. Next, we statistically explored the educational level of the participant. As a result, we had 68.0% of the respondents from Master's degree holders, 24.0% of a participant having a Ph.D. degree in progress, while only 8.0% were complete Ph.D. holders. Furthermore, we also asked the participant to mention their designation most of the participant working as an assistant professor; the valid percent was 48.0%, while the second-highest result 22.0% marked as associate professors, 20.0% lecturers, and only 10.0% of the respondent were complete professors for the current study. Its shows that the participant was matured enough to participate and provide their feedback in the survey. Finally, the last portion statistically represents the organization where the participant was asked to mention the organization they are working in. The result was as following, for Kardan university = 36.0%, Bakhtar University = 15.0%, Rana University = 21.0% and Donya University = 28.0%.    (table 4), the significant level is .000, which shows that the model fits the study.  (table 5) regression results show the explanatory variable; the table explains beta coefficient for organizational level diversity practices is .346, the standard error value is shown .022, which further explains into at-statistics 10.089, which discusses at 5% level statistically significant. Furthermore, the beta coefficient for demographic level diversity practices is .564, with an explored standard error.026, This result translates into at-statistics 19.368, which makes the relationship statistically significant at the 5% level. In (Table 6), the correlation between variables is statistically explained. The correlation between organizational level diversity practices and employee performance is positive, with .820 at a 5% significance level. There is also a positive relationship between demographic-level diversity practices and employee performance at a given value .856, at a 5% significance level.

Results and Discussion
The study's primary purpose was to investigate the relationship between (IV) organizational and demographic level diversity practices and (DV) employee performance at a selected higher educational institution in Kabul, Afghanistan. The correlation table explained a positive relationship between the variables organizational level diversity practices and employee's performance shown positive with .820 at 5% significance level; there is also a positive relationship between demographic level diversity practices and employees performance at given value .856, at 5% significance level. R Square value is .582 means 58.2% change because of the independent variable. The coefficient regression results show the explanatory variable; the table explains the beta coefficient for organizational level diversity practices is .346. The standard error value is shown .022, which further explains into a t-statistics 10.089 discusses at 5% level statistically significant.
The study investigates the effect of the organizational level diversity and the demographic level effect on the employees` performance in Kabul's selected universities. As the previous literature is studied, they previous literature has contributed indicated the significance relationship between the organizational level diversity and the employees Researcher (Gentekaki, E et al., 2017) proposed that the management of the organizational level diversity adds value the organizational constancy, precisely the financial stability.
Also, the literature has contributed to the significant relationship between demographic level diversity and the performance of employees' Demographic diversity. It is the used terminology explaining the difference in Gender, Religion, and Ethnicity whose management has a considerable influence on the individual (Van Knippenberg et al., 2004). Hence the impact of the organizational level diversity and the demographic level diversity are tested statically significant. Our alternate hypothesis is accepted and supported by both the literature and the analysis. Furthermore, all hypothesis is accepted.

Conclusion
The finding of the study has high contributive implication in business and in particular to the academic arena. The study revealed a positive relationship between selected variables, while the study suggests the better implementation of the organization's diversity practices. Furthermore, the study was quantitative; a convenient sampling technique was used. Also, 100 questionnaires were distributed among selected employees working in different universities in Kabul, Afghanistan. For the current study, the various tests have been implemented, e.g., we explored with frequency analysis for demographic. For variables, we used to implement the model summary, coefficient, correlation, and ANOVA test. IBM. SPSS 24.0 was used to complete quantitative data analysis.

Limitation and Future Direction
The study revealed a positive between variables, practices related to organizational level diversity, and demographic level diversity considered adequate toward employee's performance. As with every research study, we also have some limitations and future research direction.
First: For the current study, social exchange and social identity theories are associated with demographic diversity practice only. At the same time, future studies may focus on some other theories related to employee performance. Second: Due to uncertain security conditions in the country, we only collected data from few number 100 respondents, further studies may increase the number of the respondent to explain the relationship between variables well. Third: the current research explored the relationship between independent and dependent variables; other studies may focus on some mediating or moderating variables. Fourth: the survey of hand targeted selected higher institutions, while future research can target other sectors. For example, the bank sector, manufacturer firms, and other firms such as pharmaceutical companies.
Funding: This research received no external funding.