Heterogeneity Management Strategies as Tool for Sustainable Employee Engagement of Multinational Companies in South-South Nigeria
Keywords:
Communication, Employee Engagement, Inclusion, Heterogeneity management strategies, Leadership, Technology
Abstract
The research examined the correlation between heterogeneity management strategies and employee engagement within multinational corporations in South-South Nigeria. The research employed a cross-sectional survey design and stratified purposive and random sampling techniques. The research encompassed a target group of 464 managing personnel from six statistically chosen multinational corporations in the South-South study region. Consequently, we statistically determined a sample size of 215 staff members. We gathered qualitative and quantitative data via a 5-point Likert scale questionnaire, confirming the data-gathering tools' validity and reliability. After data cleansing, we identified 208 analyzable copies of the questionnaire and formulated and tested seven hypotheses. We used a statistical package for social science software to conduct a descriptive and inferential analysis of the research data utilizing Spearman's Rank Order Correlation Coefficient Statistical Technique with a significance threshold 0.05. The studies indicated statistically significant positive correlations between the predictor and criteria variables. For instance, inclusion affected absorption (0.442) and dedication (0.405), but communication influenced absorption (0.562), dedication (0.557), absorption (0.669), and dedication (0.645). The research identified a partial correlation of 0.729 between the moderating variable, organizational technology, and the associated connections. The research established that implementing inclusion, communication, and leadership as elements of heterogeneity management strategies by multinational corporations in South-South Nigeria improves employee engagement through absorption and dedication. These strategies offer robust foundations for the overall performance of the examined organizations.
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Adebisi, R. O., & Iroham, N. S. (2011). Facilitating professional partnership in an inclusive class. In the exceptional child, the exceptional child, 13(1), 155-161.
Adkins, C. (2016). An analysis of employee recognition: a perspective on human resource practices. International Journal of Human Resource Management, 19(6) 716-730.
Adler, N. (2000). Integrating strategies, human resources, and strategy management. Research Frontiers in Resources Journal, 56(18), 77-8I.
Ang, P., Van, C., Koh, D., Templer, V., Tay, C., & Chandrasekar, C. (2021). The competitive advantages of nations: The role of human resource management and its socio-cultural context. International Journal of Human Resources Management, 6(3) 157-166.
Aremu C., & Adeyemi, E., (2022). Impact of organizational behaviour on organizational performance: A review and suggestion for future research. Human Performance, 10(10), 788-791.
Arinaitwe, D. (2021). & Aremu, C. (2020); Integrating strategies, human resources, and strategy management. Research Frontiers in Resources Journal, 56 (18), 77-8I.
Bailey, C., Dutton, J., & Compton, R.J. (2017). Energizing your workplace: building and sustaining high-quality relationship at work San Franciso. Jossey-bass.
Barak, O. & Mao, A.M. (2000). Antidiabetic effect of aqueous extract of eosellaaiba leaves and mitrmin in Alloxan-induced diabetic albino rats. African Journal of biochemistry, B. (24), 2455-2458
Barma, S.S. (2007). How affirmative action became Heterogeneity management. American Behavioural Scientist, 47(7), 20-32.
Beigi, Z. (2000). Clustering countries on attitudinal dimensions: A review and synthesis. Academy of Management Review, 10(3), 435-54.
Carrel, M. & Mann, E. (2006). Evaluating and forecasting progress in racial integration of employment. Industrial and Labour Relations Review, 18, 286- 269.
Chandrasekar O., (2020). Impact of organizational behaviour on organizational performance: A review and suggestion for future research. Human Performance, 10(10), 788-791.
Chatman, J. (2003). Being different yet feeling similar: The influence of demographic composition and organizational culture on work process and outcomes. Administrative Science Quarterly, 43(4), ’54.
Cook, A., & Glass, C. (2009). between a rock and a hard place: managing diversity in a shareholder society”. Human resource management journal, 19(44), 393-412
Cuber, O., Stead, L. & Ivanevich, H. (2001). Impact of organizational behaviour on organizational performance: A review and suggestion for future research. Human Performance, 10(10), 788–791.
Dale, N. B. (2002). An Analysis of firm-specific resources and foreign direct investment in the United States. International Business Review, 11(4)136–42.
Dana, S. D. (2001). Statistics and data analysis for the behavioural sciences. New York: McGraw Hill Book Co.
Dasanyaka C., and Mahakalanda C., (2021). Statistics and data analysis for the behavioural sciences. New York: McGraw Hill Book Co.
Doss, R. & Parker, J. (2000). How should companies interact in business networks? Journal of Business Research, 55(2),634–57.
Eagly, A.H. Johannesen, Schmidit, M.C. & Van, Engen M. L (2012) Transformational transactional and laissez-faire leadership styles. A meta-analysis comparing women and men Psychological Bulletin, 129, 569-591.
Eccics, R.O. (2000). The performance measurement manifesto. Harvard Business Review, 131–7.
Ekwuale, N. (2000). Knowledge management strategies towards taxonomy. Journal of Management Information Systems, 18(1), 9–21.
Erickson, B. (2005). Issue of level in organizational research. Multi-level and cross-level perspectives. Research in organizational behaviour, 7(7) 1-37.
Ewalen A., Ogendendengbe C., & Rebman A., (2022). Evaluating and forecasting progress in racial integration of employment. Industrial and Labour Relations Review, 18, 286–269.
Farrer A., (2021). Models of Acculturation for Intra-organizational Cultural Heterogeneity. Canadian Journal of Administrative Science, 8(2), 90-100.
Firiley-Nickson J. (1999). Models of Acculturation for Intra-organizational Cultural Heterogeneity. Canadian Journal of Administrative Science, 8(2), 90-100.
Forehand, L. G. (2002). Antecedents and performance implications of channel integration in foreign markets. Journal of International Business Studies, 17(3), 86-97.
Frigo, M. L. & Krumwiede, K. K. (2004). Balanced scorecards: A rising trend in strategic performance measurement. Journal of Strategic Performance Measurement, 3(1), 496-512.
Gibson P., (2021). Evaluating and forecasting progress in racial integration of employment. Industrial and Labour Relations Review, pp. 18, 286- 269.
Gilbert, C. (2003). The competitive advantages of nations: The role of human resource management and its socio-cultural context. International Journal of Human Resources Management, 6(3) 157-166.
Hammant, J. (1995). Information Technology Trends in Logistics, Logistics Information Management, 8(6), 32-37.
Jung, R. H. (2013) Allgemeine Management Ehre (6th edition) Berlin. Esv.
Lindahl, O. (2021). Balanced scorecards: A rising trend in strategic performance measurement. Journal of Strategic Performance Measurement, 3(1), 496-512.
Maslach, B., Bailey, C.D., & Mauno, P. (2021). The competitive advantages of nations: The role of human resource management and its socio-cultural context. International Journal of Human Resources Management, 6(3) 157-166.
Mauno, P. Chan, D, Cheng, S. (2007). Positive emotion in organizations: A multilevel framework. Pill Hill publications, London.
Mc Conkey, R. Dunme, J. & Blitz, N. (2009). Shared lives: building relationship and community with people who have intellectual disabilities. Amsterdam, the Netherlands: Sense publishers.
Morrison, A.A. (2008). Developing diversity in organization. Business quarterly, 57 (1) 45-65.
Omotunde, C., & Alegbeye, D. (2021). Crafting a job: Revisioning employees as active crafters of their work. Academy of management review 26(5) 179-201.
Schaufeli, C; Shimazu, R; Hakanen, b., Salanova, B. & de Witte, B. (2017) Organizational culture and leadership San Francisco: Jossey-Bass.
Published
2024-11-20
How to Cite
Okwurume, Clarance Nkasirim, & Igwe, Chinyere Emmanuel (Ph.D.). (2024). Heterogeneity Management Strategies as Tool for Sustainable Employee Engagement of Multinational Companies in South-South Nigeria. Central Asian Journal of Innovations on Tourism Management and Finance, 5(7), 517-528. https://doi.org/10.51699/cajitmf.v5i7.784
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