PERCEIVED CULTURAL

DIVERSITY AND ITS

EFFECT TO EMPLOYEES’
PERFORMANCE
Introduction
• Culture is the combined structure of beliefs, values, behaviors
and communication patterns that are shared by those socialized
within the same social group.
• Cultural diversity is the diversity of human societies or cultures
in a specific region, or in the world as a whole. It is also
multiculturalism within an organization (Konard et al. 2006).
Introduction
 Employees’ Performance said that performance is the quality of output,
the efficiency of the work completed, presence or attendance on the job and
effectiveness of work completed (Mathis and Jackson 2009)

 According to Mor-Barak, 2005, it is the job of the administration of the

organization to fit together different pieces of mosaic in a harmonious,
coordinated way and utilizing the abilities and talents of each employee to its
maximum.
General Objective:

The general objective of this study is to describe how

employees’ cultural diversity affects the employees’
performance in the workplace.
Statement of the Problem
How may the demographic profile of the respondents may described in
terms of age, sex, educational level, duration of service in current
organization and their designation at work?
How does cultural diversity measure in terms of employees’ religion, value
system and language?
How does employees’ performance measure in terms of timeliness,
productivity and efficiency?
Significance of the Study
 This research would reveals to various stakeholders how perceived cultural
diversity affects employees’ performance.
Researchers would benefit from the study as well.
The management would obtain information on the result of the study.
Related Literature

• KARANJA (2015)
- States that Cultural Diversity general influenced the performance of the Multicultural
Automobile Companies in Kenya.
- Employee Religion, Employee Value System and Employee Language had a significant
influence in performance of these firms.

• ARINANYE (2015)
- Organizational Culture and Organizational Communication positively affected the
performance of employees.
Related Literature
LOCAL LITERATURE

• BARTOLOME (2017)
- States that people from different parts of the world, coming from different cultural
backgrounds are now working and communicating together..

• TUMAPON (2017)
- Cultural diversity presents opportunities to shift through points of view and arrive at
innovative measures for organizational productivity. It is best that we become culturally
competent to manage diversity in our workplace.
- .
Related Literature

• KARANJA (2015)
- States that Cultural Diversity general influenced the performance of the Multicultural
Automobile Companies in Kenya.
- Employee Religion, Employee Value System and Employee Language had a significant
influence in performance of these firms.

• ARINANYE (2015)
- Organizational Culture and Organizational Communication positively affected the
performance of employees.
Related Literature
FOREIGN LITERATURE

CULTURAL DIVERSITY
• Foster and Harris (2015)
- States that by successfully managing individual differences an organization can establish a
competitive advantage

• Gillian Coote Martin (2014)

- Stated that employees belonging to different cultures has a positive effect that usually
has different ways of thinking and can thus analyze a matter at hand from a variety of
perspectives.
Related Literature
FOREIGN LITERATURE

EMPLOYEE RELIGION
• McCullough & Willoughby (2009)
- States that religion is high levels of traditional religious belief, frequent involvement in
religious institutions.

• Miller (2007)
- Stated that employee’s quality of work of life can be improved to those who are allowed
to express their faith, religion or spirituality.
Related Literature
FOREIGN LITERATURE

EMPLOYEE VALUE SYSTEM

• Meritt (2000)
- States that all individuals treat others and conduct themselves has possessed a moral
compass defined via values.
• Hofstede (1980)
- Said that the degree to which the behaviors of individuals, groups and institution within
cultures are viewed as legitimate, acceptable and effective and asserts that the values and
beliefs held by members of cultures influence the degree to which they are engaged.
• Soares (2007)
- States that an organization performance can affect if people who work can lack strong or
ethical values may participate in negative behavior.
Related Literature
FOREIGN LITERATURE

EMPLOYEE LANGUAGE
• Mecheo (2016)
- Person’s language is the key to self-identity
• Imberti (2007)
- It allows us to relate and understand each over.
• Brannen & Boz (2012)
- Stated that the key factors that prevent information about the target market from
reaching organizational decision makers is the language barriers
• Levinson, Kita, Hauh & Kasch (2002)
- Stated that the connection between a company and all of its stakeholders strengthen
because of effective communication.
Related Literature
FOREIGN LITERATURE

EMPLOYEE PERFORMANCE
• Arinanye (2015)
- Cited that an organization is a learning environment because it is through this process
that employees learn about the organizational culture and decide whether they can cope
with it or not.
• Ojo (2009)
- Stated that to support continuous improvement in employees performance the culture of
the organization should be developed so that employees are able to identify with the
values, norms and artifacts of the organization.
• Levinson, Kita, Hauh & Kasch (2002)
- Stated that it makes employees perform better if they understand the organizational
culture.
Conceptual Framework

Source: Adapted from Karanja (2017) and modified by the researcher.

Methodology
Research Design
• Descriptive Research Design – describing the characteristics of the population setting.

Participants of the Study

• Convenience Sampling Technique
• 2/5 fast-food chains in San Francisco, Mabalacat City
• 70 participants
Methodology
Data Collection Instrument
• Questionnaire
• Likert Scale based questions
Section A. Demographic Information
Section B. Effects on Perceived Cultural Diversity
Employee Religion
Employee Value System
Employee Language
Section C. Employees’ Performance
Timeliness
Productivity
Efficiency
Methodology

Data Collection
- Formulate the questionnaire
- Distribution of letters to managers to conduct survey
- retrieval of questionnaire
Data Analysis
-First hand data collection
-Descriptive statistics used
-Retrieved questionnaires
-Four-point Likert Scale
Results
Sex of Respondents

Sex Frequency Percent

Male 37 52.86%

Female 33 47.14%

Total 70 100%
Results
Age of Respondents
Age Frequency Percent

21 years and below 55 78.57%

22 to 37 years 15 21.43%

38 to 53 years 0 0%

54 years and above 0 0%

Total 70 100%
Results
Educational Level Attainment of Respondents
Educational Level Frequency Percent

Secondary Level 48 68.56%

Tertiary Level 19 27.14%

Vocational 3 4.3%

Others 0 0%

Total 70 100%
Results
Duration of Service in Current Organization
Duration of working Frequency Percent

6 months below 50 71.42%

6 to 11 months 10 14.28%

1 to 2 years 3 4.3%

3 years above 7 10%

Total 70 100%
Results
Designation of the Respondents

Designation/Position Frequency Percent

Manager 0 0

Employee 70 100%

Others 0 0

Total 70 100%
Results

Scores Interpretations

1.00-1.99 Low level

2.00-2.99 Medium level

3.00-4.00 High level

Employee Religion SD D A SA
1.The organization provides time for religious and holidays which improve the commitment of
1 2 3 4
employees.
2.The organization takes into consideration the attitude and behaviors of employees and related to
1 2 3 4
religion.
3.The organization encourages employee beliefs and supports employees where necessary. 1 2 3 4

4.The organization encourages employees to use their religion to manage work stress. 1 2 3 4

5.The organization has varied employees from different religions. 1 2 3 4

Employee Value System SD D A SA
1. I am committed to my work in the organization hence work towards improving to my work. 1 2 3 4

2. My experience in the organization makes me dependable, loyal and dedicated to my work. 1 2 3 4

3. I have strong ethics which translates to solid performance reward. 1 2 3 4

4.The organization considers employees as the most important asset. 1 2 3 4

5.The organization considers problem solving capabilities leading to improved individual productivity. 1 2 3 4
Employee Language SD D A SA
1. There are employees of different ethnic and racial groups with different languages in the
1 2 3 4
organization.
2. The organization values the first language of every employee. 1 2 3 4
3. There is programs for employees who do not clearly understand the names of various tools and
1 2 3 4
equipment used in the organization.
4. There are interpreter programs for employees who might find it difficult to communicate to other
1 2 3 4
employees.
5.There is effective communication from top management to lower management and vice versa in the
1 2 3 4
the firm.
Results
Measures of Cultural Diversity

Measures Low Medium High

Employee Religion 14.29% 64.29% 21.43%
Employee Value System 5.71% 71.43% 22.86%
Employee Language 10.00% 67.14% 22.86%
Timeliness SD D A SA
1.I complete my work within the time allocated. 1 2 3 4
2.I work overtime to complete my tasks. 1 2 3 4
3.I attend to my work with speed and accuracy. 1 2 3 4
Productivity SD D A SA

1. The degree to which I do my work meets our customers' requirement. 1 2 3 4

2. My performance is measured against the productivity. 1 2 3 4

3. My performance has continually improved. 1 2 3 4
Efficiency SD D A SA

1. I combine the available resources very well to provide quality servies. 1 2 3 4

2. I report early on duty and leave very late. 1 2 3 4

3. I do my work effectively without complaining. 1 2 3 4

4. I take time to listen to my clients to ensure I attend to them effectively. 1 2 3 4

Results
Measures of Employees’ Performance

Measures Low Medium High

Timeliness 12.86% 61.43% 25.71%
Productivity 0.00% 72.86% 27.14%
Efficiency 7.14% 82.86% 10.00%
Recommendations

The study recommends that further research can be conducted to assess

the challenges related with the cultural diversity in the organization and
establish the extent to which firms have embraced cultural diversity in their
operations.
End of Presentation