CHAPTER ONE INTRODUCTION 1.

1 BACKGROUND TO THE STUDY Diversity has become a central element of the modern organizational landscape- so much so that 75% of the 50 largest companies in the U.S now have diversity directors or managers. A whole new industry has even materialized diversity training to help organizations address the challenge that diversity creates. This interest in diversity would not be surprising. As firms move toward flatter organizational structures featuring groups and teams, and the global economy as a whole. Although business has been conducted on an international deal for many years, in Nigeria International business has gained greater visibility and importance in recent years, because of the growth of large multinational corporations. International businesses, involves teams action across national boundaries. These transaction includes the transfer of goods, services,
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technology, managerial knowledge and skills, and capital to other countries. This in twin fostered diversity in workforce among business organization. This research however chose to investigate the EFFECT OF WORKFORCE DIVERSITY ON ORGANIZATIONS

PERFORMANCE. Many multi-nationally owned organizations today employs workforce comprising of indigenes and non-indigenes as well as mix of genders (male and female) and age groups. The diversity among each employee profers different kind of input from each individuals. What began for many U.S organizations for instance, as an effort to meet governmental and legal requirements has evolved into a strategic priority aimed at positioning organizations more competitively in the market place. It is estimated that organizations spend 18 billion annually on diversity training. In addition, organizations devote resources to a variety of other diversity-related initiatives, including dedicated diversity management staffs and workplace programs and benefits such as flexible work arrangements, domestic partner benefits, corporate-sponsored

employee affinity groups, and other programs designed to attract and detain a diverse workforce. Organizations devote resources to diversity initiatives because they believe diversity is a business imperative and good for the bottom-line. And for any business organization to accomplish their objectives they must make use of both their human and material resource effectively and efficiently. Organization devote resources to diversity initiatives because they believe diversity is a business imperative, demographic slights in the U.S labour market, for instance, specifically the projected rapid growth of the minority labour force over the 10 years, impacts organisations on a number of fronts Konrad (2003), has stated three (3) primary arguments in the business case for diversity. First, competition for the best talent requires organizations to reach out and embrace an increasingly diverse labour pool. Secondly, a global economy requires that organizations have a diverse workforce so that they can effectively deal with an increasingly diverse customer base. Thus, a diverse workforce can lead to an increased market share, where as lade of diversity in the workforce can lead to a shrinking market share.
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A third argument is that demography diversity unleashes creativity, innovation, and improved group problem solving, which in turn enhances the competitiveness of the organization. In addition, one could add that in the context of the debate and controversy surrounding affirmative action programme, diversity is a more palatable and socially acceptable way to address race and gender issues. Finally, it can also be seen that in a multicultural society, attempting to increase workforce diversity is simply the right and ethical thing to do as corporate citizens, regardless of the economic implications. Performance in the business realm is judged by the amount or level of productivity recorded by an organization, which will in turn foster the going-concern phrase of business. The relationship between workforce diversity and performance in organization brings out both the positive and negative effect of diversity of workforce on organisations performance. Therefore, if an organization plans to survive as well as achieve its objectives, it must keep in check its workforce diversity, making sure that

the positive effect is greater than the negative effect on their performance. 1.2 STATEMENT OF THE PROBLEM

The statement of problem tends to provide answers to the question; what are the effects of workforce diversity on organisations performance in Dangote Group of companies, Ilorin plant? 1.3 AIM AND OBJECTIVE OF THE STUDY

1.3.1 GENERAL OBJECTIVE The general objective of this research is to examine the effect of workforce diversity on business performance in Dangote Group of Companies,with a view of recommending ways to improve and promote diversity through developing external relationships with underrepresented groups outside the Dangote organization. 1.3.2 SPECIFIC OBJECTIVE These are as follows:-To investigate the impact of workforce diversity on productivity in Dangote Groups of Companies,Ilorin plant. -To examine the impact of workforce diversity on labour force.
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-To examine the impact of workforce diversity on customers relationship/sales -To make recommendations as to how workforce diversity can have positive impact on corporate performance 1.4 SIGNIFICANCE OF THE STUDY This research is significantly on the following aspects: Provides the framework for the managements of any organisation, in reducing the negative (problems) impact of workforce diversity in the organization. The report revealed problems of workforce diversity and help in seeking solutions to such problems in the proliferation of establishment with workforce diversity Finally but not the least, the report of the study adds to the existing literature on the effect of workforce diversity on business performance. 1.5 SCOPE OF THE STUDY The research focuses on the effect of workforce diversity on business performance, its delves further into the effect of workforce
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diversity on productivity in Dangote Group of Companies, from 20052008. 1.8 HISTORICAL BACKGROUND OF DANGOTE GROUPS OF COMPANIES Dangote Group of Companies is a success story in a developing economy. Founded by a sole Owner, Alhaji Aliko Dangote, who is the president and CEO of Dangote Group of Companies. While recognizing and understanding the constraint of operating in a developing economy such as Nigeria, Alhaji Aliko Dangote and his business has remained committed to creating and sustaining excellence in the Nigerian economy. The core business of the Dangote Group is to provide their customers with a high level customer case and devices, the group in continually interesting in qualified staff and Information Technology (IT). And also has a well diversified work force. The network that will ensure that these high levels of services i.e. carried through into a market place that is becoming more sophisticated. The Dangote group has founded (4) regional office located in strategic locations throughout Nigeria. Each of these offices has regional
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autonomy and responsibility for specific targets, by having these regional offices, the Dangote Group ensured easy and frequent communication with all their customers, which again allowed for superior customer care. The groups understand the inherent constraints of operating in a developing economy and has actiuctived their business around an

extended value chair, thereby ensuring the case and services that the Dangote Group has become known for. The Groups primary activities are manufacturing imports, packaging, and nationwide distribution. In line with the Nigerian Government stated objectives of driving economic growth, importation of view materials will gradually be replaced by the manufacturing or cultivating of these materials within the country (Nigeria). Some of these products are also exported to Ghana, Benin republic, and other numezone west. African countries. Although currently a small contribution to the overall business exports are expected to show growth of between 15% - 20%. And presently the company has under them over 20,000 Nigerians and other countries citizens working with them.

Alhaji Aliko Dangote name comes up whenever people are talking about successful Nigerian Business man, but today his company have gone public one to the advice given to him by the banks in other to enable the company have a more resounding and strong image to its finances. This was made clear to him that bus being a role owner and holding all stocks, in case of any mix harp, the companys continuity might be jeopardized. And with it going public, the company will have greater expansion opportunities and more financing options that can in turn facilitate the developmental process of the company as well as that of the nation in the view of job creation for the citizens.

CHAPTER TWO LITERATURE REVIEW 2.1 Diversity as defined in the Oxford Advanced Learners Dictionary is a range of many people or things that are very different from each other. If also goes further to elucidate it as the quality or fact including a range of many people or things. Kochan (2003) sees diversity in business as a situation when human resources practices supports the creation of a workforce that has the skills needed to twin workforce diversity into an advantage, diversity is more likely to lead to positive performance outcome. Jordeson (1995) Posit that. diversity can have negative effects, as well as positive effects on organizations performance. However, the empirical literature supports the nation that more diverse groups, teams, or business units perform better, feel more committed to their organization and experience higher level of job satisfaction. Diversity is about recognizing, respecting and valuing differences in people with different ethnicity, gender, colour, age, race, religion,
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physical ability, national origin and sexual orientation. It also includes an infinite range of individual unique characteristics and experience such as communication styles, career path, life experiences, educational background, geographical location, income level, marital status and other variables that influences personal perspectives. John (2001), in support of the negative-positive effect of workforce diversity on business performance posit that diversity may

simultaneously produce more conflict and employee in turnover. As well as more creativity and innovation in business. Example of this negativepositive effect of workforce diversity is found in two studies that examine diversity within top management teams in banking industry. In one study, diversity in top management teams was associated with greater innovation within bank branches. While in another team, diversity also associated with higher dates of turn over among staffs and top management team members. Although these two (2) examples try to show both the negative impact as well as the positive impact of workforce diversity on business

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performance, the major aim is to harness, thereby creating more benefits for business organizations. However, the effects of workforce diversity on business performance was further analysed by William (1998) with the model below
ORGANIZATIONAL CONTEXT ORGANIZATIONAL CULTURE BUSINESS STRATEGY

HR POLICIES AND PRACTICES WORKFORCE DIVERSITY CULTURAL DEMOGRAPHY TECHNICAL COGNITIVE RELIGIONS GENDER GREAT PROCESSES OUT COME HIGH PERFORMACE JOB STATISFACTION LOW TURNOVER

COMMUNICATION CONFLICTS COHESION INFORMATION CREATIVITY

SOURCE: EFFECT OF WORKFORCE DIVERSITY ON GROUP PROCESSWILLIAM K. (1998): Demography and Diversity. A review of to years of research. Vol. 20 (pp 77-140) Greenwich, CT: JAI PRESS.

The above model present, the model that guided the suggestion, that reflects both theory and empirical study suggesting whether workforce diversity has a positive or negative impact on performance of business. It
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further highlights that, the business performance may depend on several aspects of an organizations strategy, culture, and human resource (H.R) practices. In addition, the model also proposes that these effects are likely to operate through group or team processes, such that under facilitating conditions, workforce diversity is associated with positive group processes and is therefore beneficial to business performance; where as under inhibiting conditions, workforce diversity is associated with negative group processes and is therefore detrimental to business performance; where as under inhibiting conditions, workforce diversity is associated with negative group processes and is therefore detrimental to business performance. John (2001) further explains this model in her review of it that however, the connection shown in the model that link workforce diversity to exam processes and then to business performance seem logical, but it must be recognized that past research has not always found strong linkages between the two (workforce diversity and performance). Infact, past research suggests that there may be no direct positive or negative relationship between diversity and performance outcomes. In
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some groups, diversity may improve performance, while in other it may be detrimental to business performance. 2.2 THE IMPLICATION OF RESEARCH AND THEORY FOR DIVERSITY PROGRAMS Cose (1991) persist that although the research in industrial and organizational psychology and related areas casts doubt on the contention that diversity programs will yield a cornucopia of benefits, the research and theory have identified at least four general conclusions that have important implications for diversity initiatives. 1. THE BENEFITS OF DIVERSITY ARE PERTINENT ON THE SITUATION. The accumulated research and theory in industrial and

organizational psychology provide little comfort for those who seek simple rules and procedures that apply across all situation. Based on the research, a variety of contingency models have been proposed for leadership, motivation, group behaviors, and organizational effectiveness. Likewise, there is unlikely to be one best way with regards to diversity programs. The probability of success is likely to depend on situational
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factors such as the organizational culture, strategies, and environment, as well as the people in the organization and their jobs. In one typology, Cose (1991) described organizations as ranging from monolithic, where, there are relatively few minority employee and diversity efforts are subject to resistance, to the multiculture organization, in which minorities are at all levels of the organization and diversity is incorporated as a basic value in the corporate culture. Diversity programs are more likely to be accepted in multicultural organizations with diversify climates and in firms that are growth-oriented rather than engaged in down sizing. 2. SUCCESSFUL DIVERSITY PROGRAMS ARE BASED ON SPECIFIC GOALS WITH FEEDBACK PROVIDED ON HOW WELL THE PROGRAMS ACHIEVE THESE GOALS: Locke (1990) posit that in its simplest form, goal-setting theory states that explicit goals that are difficult but also acceptable lead to higher performance on a wide variety of tasks than goals that are ambiguous, easy, or non existent. Goals are need here to refer to whatever the diversity program is designed to achieve. Goals should not
15

be confused with quotas. Although increasing the diversity of employees is one potential goal, the use of quotas in hiring, promoting, or placement can result in charges of reverse discrimination. Consequently, diversity programs should be designed with other goals in mind than quotas. For examples, one could have goals for improved relations with minority comities, mentoring of minorities, cross-cultural knowledge, and a variety of other outcomes in addition to goals for members of minorities and women hired and promoted. Furthermore, any goals regarding workforce representation should be developed in conjunction with legal counsel to ensure it is consistent with applicable employment law. Whatever the specific nature of the goals, they should be realistic and based on a careful assessment of the current organization and translated into specific targets against which the program can be evaluated. To achieve the full benefits of goal setting, progress must be evaluated and feed back provided on progress in achieving goals. Goals focus attention on what needs to be achieved, encourage the development of effective strategies, and energize efforts to achieve them. There is little reason to believe that specific goals set for participants in a
16

diversity program do not have the same benefits. On the other hand, stating vague and all-encompassing objectives (e.g. greater appreciation for diversity) without specific goals to accomplish ambiguous results is likely to do little to focus attention, generate strategies, or energize participants. 3. The sources of diversity initiatives depends on how they are formed. Hoffman (2003) in his own research stated that research in a variety of area of psychology has shown that powerful influence of psychological framing on how messages are perceived and how the recipients of these messages respond to them. An implication of previous research on the framing of goals in complex task environments is that diversity programme should be firmed as challenges fund opportunities rather than as threats to overcome. In support of this point. Ely (2001) contrasted three frames: 1-THE INTEGRATION-AND-LEARNING PERSPECTIVE: approaches the diversity program as a vehicle for rethinking who primary tasks and processes of the organization. And in the access-and-legitimacy

17

perspective, the diversity program is seen as a strategy of gaining entry into markets through hiring employees who are similar to customers. While The Discrimination-And-Fairness Perspective, approaches the diversity program as a way of eliminating discrimination and providing equal opportunity. Based on qualitative data, the authors concluded that all three perspectives can succeed to some extent, but only the integration-and-learning perspective contains a rationale that will motivate management and employee in a sustained manner to ensure the long-term success of a diversity program. 4. Diversity initiative are more likely to succeed when employees identify with their teams and the organization. A fourth theory what is relevant to a consideration of when diversity initiatives one more likely to succeeds is social identity theory which was propounded by Turner (1986). This theory starts with the basic assumptions that people are motivated to view themselves as positively as they can and that a primary means of achieving this goal is to identify with a group of people who are similar to themselves. Consequently, there is a tendency to sort people into in groups and out-groups and to
18

attribute to members of the out group the negative attributes of the group. The implication is that factors in the workplace that trigger such categorizations are likely to interfere with diversity effort by encouraging, stereotyping, prejudice, and inter group conflict, whereas those that encourage the adoption of a common identify facilitate diversity efforts. Lefleouitz (1994) supports that There are powerful forces at work in the typical organization that encourage employees to associate with those like themselves and to reject outgroup members. What can be done to counteract these divisive pressures and encourage people from different demographic groups to place priority on their team identity over their demographic group identity? The research suggests that a crucial first step is that they get to know each other as individuals. Harrison (1998) distinguished between surface-level diversity in terms of race, gender, appearance, age, and physical disability and deep-level diversity with regard to attributes, beliefs, and values. Diversity in terms of surface-level feature had negative consequences in the short term, but

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as persons interacted over time, deep-level diversity emerged as a more potent force that benefited the group. 2.3 MEANING OF WORK TEAM DIVERSITY the past decade, the term diversity has been widely used to refer to the demographic composition of a team. In empirical studies, team diversity is usually measured using the compositional approach, which pocuses on the distribution of demographic attributes e.g. age, ethnicity, gender-within teams. Studies of team diversity directly parallel the methods that have been used to study organizational demography, which is closely related to field study. Researchers studying team diversity and organizational demography both assess the extent to which members of an organizational unit are (dis) similar to each other. Furthermore, both literatures use indices of variation to assess the composition of organizational units (teams, departments, entire organisations). In studies of team diversity and organizational demography, numerous attributes have proved to be of inte4rest, including age, gender, ethnicity, length of tenures in the organization, functional specialization,

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educational background, cultural values, and personality. These attributes are referred to as the content of diversity
WORKFORCE DIVERSITY IN ENHANCING COOPERATION.

A scheme for categorizing the personal attributes of individuals

ATTRIBUTES THAT ARE MORE LIKELY TO BE TASK RELATED READILY DETECTED ATTRIBUTE Department/unit membership Organizational tenure Formal credentials and titles Education level Memberships in professional associations ATTRIBUTES THAT ARE MORE LIKELY TO BE RELATIONSHIP ORIENTED Sex Socio-economic status Age Race Ethnicity Religion Political memberships Nationality Sexual orientation Gender Class identity Attitudes Values Personality Racial/ethnic identity Sexual identity Other social identities

UNDELYING ATTRIBUTES

Knowledge and expertise Cognitive skills and abilities Physical skills and abilities

Source: CULTURAL DIVERSITY IN ORGANIZATION

Cox, T.H. Jar (1994): ACADEMY OF MANGMENT EXECUTIVES 5. PP 545-548.

Broadly defined, the content of diversity can be classified as relations oriented and task oriented Relations- oriented diversity refers to the distribution of attributes that are instrumental in shaping interpersonal relationships, but which typically have no apparent direct implications for task performance. A term has been used here, relations- oriented diversity is similar to social-category diversity. As the term suggests, task-oriented
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diversity refers to the distribution of performance relevant attributes. As shown in the table about many attributes can be readily detected by members of a group while other are psychological characteristics that become evident as team members become personally acquainted. A growing literature supports the general proposition that diverse teams function differently from homogenious teams. Although the mechanisms through which diversity operates are not yet fully understood, existing theories point to two (2) fundamental explanations both of which are likely to be time. Sociological explanations assume that social groups complete with each other for materials and social resources, creating a situation of conflict rather than cooperation. Within the perspective, social groups are defined by demographic categories (e.g. base or race, gender, age). Thus, readily detected attributes are the signals that provide information about group membership and determine whether interactions will be characterised by competition or cooperation. In contract, many psychological explanation emphasize the role of personality, cognition, and values as determinants of behaviour. Psychological oriented researchers who focus on the role of individuals
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differences often assume that attributes such are age, gender, and race are of littler theoretical interest- at best, they serve as convenient but weak measures of more relevant underlying attributes such as beliefs and values. Positioned between these two extremes is social identity theory, which assumes that social and psychological processes mutually influence each other. 2.4 RELATIONSORIENTED DIVERSITY AND TEAM

FUNCTIONING When examining the effect of diversity on team functioning, researchers have used a variety of indicators to assess intra-team dynamics. Although cooperation is seldom measured directly, inferences above the effects of diversity on cooperation can easily drawn from studies that measure closely related constructs such as conflicts and social integration. GENDER: Studies that have examine the relationship between gender diversity have yielded mixed findings. For example in a labouratory setting, members of mixed gender groups reported lower levels of
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friendliness and higher levels of conflict in comparison to homogeneous work groups. In a field setting, Tani (1992) found that being dissimilar to the group in terms of gender resulted in feelings of lower social integration. Lewis (2000) also found that gender diversity was associated with lower perceptions of collective efficacy in the group, but the effect was too weak to reach conventional levels of statistical significance. RACE AND ETHNICITY With regards to racial and ethnic diversity, early research into the consequences of social desegregation within the U.S suggested that increasing racial diversity in predominantly white communities led to increased levels of racial conflict similarly, Pelled (1999) found that racial diversity was associated with higher levels of emotional conflicts in teams and also, racially diverse groups exhibited lower cooperation compared to homogeneous groups. AGE: Along with the trend of an aging U.S workforce has come increased interest in understanding intergenerational relationships within
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organizations. Yet most studies of age diversity within organizations have focused on top management teams, where age diversity is somewhat limited. Despite the restricted age ranges found in top management teams, there is some support for the predictional made by social identity theory. Knight (1999) found that top management team with greater age diversity were less likely to engage in agreement-seeking behaviours that could result in reaching strategic consensus. These researchers also

found that age diversity was associated with higher levels of interpersonal conflicts, although the effect was not statistically significant. Other studies on top management teams have found significant relationships between age diversity and behavioural outcomes that are assumed to result from conflict, such as turnover. Eisen Hardt (1999) reported a contradictory finding in his own study. In work groups with greater age diversity, employees reported experiencing less emotional conflict. To explain this he also speculated that individuals belonging to similar age role of team Leader. The preceding review of research findings however, shows a mixed pattern of results. Many studies indicates that team characterised
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by relations oriented and table-related diversity are likely to be less cohesion and experience lower levels of corporation. The observed effects were weak, however, and in some cases the effects of diversity were not statistically significant. This mixed pattern of results does not disconfirm social identity theory, however. Proponents of social identity theory recognize that social categorization processes take place in a larger social context. The larger social context, in turn, can attenuate or even reverse the negative effects of social categorization process. For work teams, the larger oganisational context serves as the borde drop for perceptions of in-group and out-group status. Just as the physical context can determine whether a person notices and attends to certain visual or auditory ones, the social context may amplify or divert attention to demographic cues. The organizational context also imbues social identities (such as those based on gender or age) with meaning. As have been proposed, team diversity is likely to benefit work force and their individual members by increasing the connections between the team and its external environment. Although there is little research that
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directly tests this proposition, the findings from several studies are suggestive. Both relations-oriented and table-oriented diversity create the motivation and the opportunities for team members to develop relationships beyond the teams boundaries. Due to these relationships, inter-team cooperation and communication are likely to be enhanced. Furthermore, these relationships may serve the teams instrumental purposes by giving the team greater access to information and other resources in the external environment.

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CHAPTER THREE 3.1 THEORETICAL FRAME WORK During the 1990s, workforce diversity rhetoric shifted to emphasis, the business case for supporting workforce diversity. The box below reports how the former CEO of Hewlett Packard, Hew Platt (1998), described the new rhetoric. Essentially, he was pooling for a way to convince his follow executives and mangers that to maintain and mange workforce diversity effectively is a business necessity not only because of the native of labour and product market day, but also because a more divers work force relative to a homogeneous one-produces better business results. He also believed that providing evidence to support these claims would accelerate the rate of progress employers would make in hiring and developing a more diversed workforce and produce organizations that are more fully integrated across occupations and levels of heirarely.

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THE BUSINESS CASE FOR DIVERSITY

(1) Seeking out and using in full, the capabilities of all employees. Due to talent shortages (2) Realizing that diverse workforce are more likely to produce better results as regards productivity (3) Studying and understanding customers as if we are them, fosters communication and understanding their concerns.

Figure 02: THE BUSINESS CASE FOR DIVERSITY Lew P. (1998): comments to the diversity research network, Stanford business school Journal 4(3): 99-100. 3.2 VARIABLES

Business performance Group processes Productivity Motivation Workforce diversity * Gender * Race * Culture * Ethnicity

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* Religion Job satisfaction Customer relations Sales Competition Organisational policies * Recruitment * Selection * Promotions Organizational Diversity * Work team diversity * Cooperation within team * Diverse organization * Homogeneous organization 3.3 (a) RESEARCH QUESTION Does workforce diversity have any negative import on productivity

in DANGOTE GROUPS?

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(b)

How do DANGOTE GROUPS managements mange work force diversity in their firm?

(c)

How do DANGOTE GROUPS managements voring cohesion into the general group process?

(d)

What induces creativity among diverse workforce of DANGOTE GROUPS?

(e)

How often does workforce diversity encourage business relationship from Dangote Group of companies, external business environment i.e. the customers?

3.4 1.

RESEARCH HYPOTHESIS (H0): The productivity of the workforce is not dependent on their diversity. (H1): The productivity of workforce is dependent on their diversity

2.

(H0): the productivity of work groups of the diverse workforce is not dependent on group process. (H1): The productivity of work groups of the diverse workforce is dependent on group process.

3.5

RESEARCH DESIGN
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The research design is a survey and non-interventional study type. This enabled the cleanification of the core concept of the effect of workforce diversity on organisations performance in Dangote Group of companies, Ilorin plant. This in turn, made the study descriptive and explanatory in native. 3.6 POPULATION, SAMPLE AND SAMPLING ECHNIQUE The population for this study consists of all manufacturing and service organizations while the sample is the entire workforce of Dangote Group of companies, Ilorin plant. Because of the ability of the researcher to conduct a survey research type and also since the organization in study is located within the Ilorins metropolis. Thus, it facilitate conveniency in sampling. The sample units are members of staff in the data, administrative and production departments as well as the marketing and Research and Development. This is because they posses a principal relationship with the research topic. Simple random sampling was the sampling technique employed to ensure that all the employees in all the above listed departments are given equal exchange of being selected for the study.
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3.7

SOURCES OF DATA Two vital sources of data (primary and secondary sources) were

used for effective crystallization of the study in other to bring the major data into reality. 3.7.1 PRIMARY SOURCE OF DATA This was derived through the administration of questionnaires to the respondents, which was further processed and analysed. Additionally, interview and observation were also used to compliment and corroborate the data sourced through the questionnaire. 3.7.2 SECONDARY SOURCE OF DATA Data were derived here through the examination of existing records of the organization such as; source books, reliable work of other researchers and authors that was consulted. These includes journals, text books, workshop papers and write-ups, among others. 3.8 METHOD OF DATA COLLECTION Data were collected from target respondents through the questionnaire administrative technique. Questionnaire was the instrument used or employed (see appendix I). the questionnaire which was
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validated by the research supervisor, consists of two sections. These sections A and B namely are segmented as follows: section A was structured to obtain personal information about the respondents, while section B was structured to obtain information relating to the subject matter. However, a total number of ninety two (92) questionnaires were administered to the sample. Open-ended and close-ended questions were used. Open-ended question was used to enable the respondents give more adequate presentation of answers to the questions asked, while close-ended questions were use to help keep the questionnaire to a reasonable eight and therefore encourage responses and validity in terms of

representatives of the returns with its alternative structure. Interview using checklist as its-instrument was also conducted with members of staff of Dangote Group of companies, Ilorin plant. This was however employed to get information that might not be disclosed through questionnaire administration. The technique was applied by questioning respondents orally, this has greatly allowed getting more held information in some items contained in the questionnaire.
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Observation of members of staff as well as the work environment with the aid of checklist serving as its instrument (appendix II) was done to assist in corroborating data collected through the other techniques. Examination of the companys existing records, i.e. corporate files was also used to obtain information with the use of checklist as its instrument. 3.9 VALIDITY AND RELIABLITY OF INSTRUMENT This research study was carefully and critically examined by my supervisor, through this process necessary corrections and amendments were made. Thus, establishment of the construct validity was achieved. The content validity on the other hand was establish through other scrutiny of the research report by specialists in the area of study, while the grammar was duely edited by a specialist of English Language. Test-retest technique was also employed so as to ensure that the instrument employed were reliable. 3.10 METHOD OF DATA ANALYSIS 3.10.1 Data were analysed by employing the use of simple percentages, this shows at a glance the respondents views on a question.

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SAMPLE PERCENTAGE FORMULAR:X X 100 N 1 Where X= Expected/actual Response N= Total Response 3.10.2 Chi-square (X2) analysis was also used to determine the degree of relationship between the variables and test the hypothesis. Chi-square formula:-

n Where

i n

(of Ef)2 Ef

= Summation
of = observed frequency Ef = expected frequency n = number of boxes

The decision is made at the level of significance = 0.05 and at appropriate degree of freedom = (r 1) (c 1) i.e. (row 1) (column 1). Where df = degree of freedom, r = total number of rows
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c = total number of columns. When the expected value of X2 exceeds the table value of X2 at = 0.05 and at specific degree of freedom, the null hypothesis is rejected, and th3e alternative hypothesis is accepted. Likely hood ration shows the significance of the X2, while the linear by linear association shows the correlation coefficient between 2 variables. If the correlation is positive and if negative it means the relationship is positive and if negative it means the relationship is negative. If is also used to indicate the strength in relationship, anything below (.5) is weak and anything above it is strong.

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CHAPTER FOUR DATA PRESENTATION AND ANALYSIS 4.1 RESPONSE DATE: out of ninety two questionnaires

administered, only ninety were returned. This represents (98%) of the response rate. This rate therefore can be accepted for any analysis because it is high enough and there is no reason for suspecting any bias in the result of this study owing to non-response from the very few subjects. 4.2 DEMOGRAPHIC RESPONDENTS 4.2.1 SEX OF RESPONDNETS FIG. 3: Pie-chart choosing distribution of respondent by sex
KEY

CHARACTERISTICS

OF

THE

Male 2600-

MALE FEMALE

Female 1000Source: Authors fieldwork, 2008.

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The chart above reveals that the male sex constitutes a greater proprotion of their workforce. This is so because of the nature of work which is manufacturing or production the organisation is involve in. 4.2.2 AGE OF RESPONDENTS Fig 4: pie-chart showing distribution of respondnets by age.
KEY

20-35 years 2480 36-50 years

20-35 Years 320-50 Years

1120
Source: Authors fieldwork, 2008 The chart above reveals that the workforce by Dangote Grop of companies; ilorin, plant has a greater number of youths and middle age. This expressed the nature of work the organisation is engaged in 4.2.3 YEARS OF EXPERIENCE FIG 5: pie-chart showing distribution of respondents by years of experience.

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0-5 years 1410 15 years and above 6-10 years 430 1200

KEY 0-5 years 6-10 years 15 years and above

Source: Authors Fieldwork, 2008 The figure above shows that most of the workers have not spend more than 15 years with the company. This conotates with the age of the organization itself. 4.2.3.1 MANPOWER STATUS OF RESPONDNETS.

FIG 6: Pie-chart showing distribution of respondents by manpower status.

1920 LOW-LEVEL MIDDLE LEVEL LEVEL 480 0 192 LOW-LEVEL

HIGH-

KEY
HIGH LEVEL MANPOWER MIDDLE LEVEL MANPOWER LOW LEVEL MANPOWER

Source: Authors Fieldwork, 2008

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The figure above reveals that the management levels cut across the work organisation. It further reveals that the low level man power is the most populated because of their core involvement in production of

goods. The middle level manpower are involved in supervision and are thus less populated as compared to the low-level manpower. The high level manpower is usually the least populated and is involved in policy formulations due to their strategic role in the whole organistion. 4.2.5 DEPARTMENTS ANALYSED FIG 7: pie-chat showing distribution of respondents by department

2000
PRODUCTION

KEY H.R PRODUCTION MARKETING OTHERS

400
H.R

400
80
0

OTHERS

MARKETING

Source: Authors fieldwork, 2008 The figure above reveals that the production department has the largest share of workforce. This further shows that most of the operation in the

41

organization is a production based on the effect of workforce diversity is more intense in such department. 4.3 THE EFFECT OF WORKFORCE DIVERSITY ON PRODUCTIVITY Table 2: Distribution of respondents perceived effect of workforce diversity on productivity PERCEIVED EFFECT FREQUENCY PERCENTAGE Effective Ineffective Total 88 2 90 97.8 2.22 100

Source: Authors fieldwork, 2008 The above table reveals that workforce diversity can be considered effective on productivity at Dangote Group, Ilorin plant. This was further confirmed from the statistics in the table which shows that 97.8 of the respondents agreed to its effectiveness. Table 3: distribution of respondents perceived effect of managing workforce diversity performance

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PERCEIVED EFFECTIVENESS Effective Ineffective Undecided Total

FREQUENCY PERCENTAGE 80 10 0 90 88.9 11.11 0 100

Source: Authors fieldwork, 2008 The above table reveals that members of staff agreed that the managements in Dangote manages workforce diversity effectively, this in turn contributes to the level of performance of the organization. This was however corroborated from the value of percentage (88.9%) of the respondents who agreed that workforce are effectively managed in the organization.

43

Table 4: Distribution of respondents perceived effect of workforce diversity on cohesion in the general group process.

RESPONSE Yes No Total

FREQUENCY PERCENTAGE 88 2 90 97.8 2.22 100

Source: Authors fieldwork, 2008 The table above reveals that effective organization of the workforce diversity will about cohesion in the general group process, thereby increasing the level of participation of each worker and this in turn will improve the performance of the organization.

44

Table 5: distribution of respondents perceived effect of creativity among the diverse workforce on productivity. PERCEIVED EFFECTIVENESS Effective Ineffective Total FREQUENCY PERCENTAGE 82 8 90 91.11 8.9 100

Source: Authors fieldwork, 2008 The table above reveals that large proportion of the respondents agreed that creativity among the individual diverse workforce has an effect on productivity. This further reveals that creativity among diverse workforce improves productivity in the organisation. Table 6: distribution of respondents perceived level of information dispersion among the diverse workforce. PERCEIVED LEVEL High Low Total FREQUENCY PERCENTAGE 75 15 90 83.33 16.7 100

45

Source: Authors fieldwork, 2008 The above table reveals that effective and unbiased dissemination of information among the diverse workforce has aided the maintenance of a conducive environment in the organization. This further shows that the level of information divulged by the workforce improves the productivity in the organization. RESPONSE Yes No Total FREQUENCY PERCENTAGE 78 12 90 86.7 13.33 100

Source: Authors fieldwork, 2008 The above table reveals that effective communication between the workforce of the organization and its customers has helped to foster a high level consumer loyalty, which in turn facilitates a high level customer base or market share and improvement in the level of productivity.

46

Figure 7: Histogram showing the distribution of respondents perceived effect of workforce diversity on general group process performance. 10090-

% of Total Response

80706050403020100
Effective ineffective undecided

Degree of Effectiveness Source: Authors fieldwork, 2008 The histogram above reveals that large proportions of members of staff agreed that workforce diversity has a great impact on general group process, which if well coordinated will give greater results in productivity.

47

FIG 8: Histogram showing the distribution of respondents view of diversity of race on workforce performances. 1009080-

% of Total Response

706050403020100
Yes Undecided No

Respondents Perception Source: Authors field work, 2008. The histogram above reveals that a large numbers of the workforce agreed that diversity is race of workforce posses no negative influence on workforce performance. Which means work forces; racial differences even contributes to productivity of the organization.

48

Fig 9: Histogram showing the distribution of respondents perceived effect of motivation on diverse workforce. 10090-

% of Total Response

8070605040- 20100
Effective undecided ineffective

Degree of Effectiveness Source: Authors Fieldwork, 2008 The histogram above reveal that a large number of the staff agreed to the manner in which staff are motivated in the organization. They also believed the motivation practices are done without bias in regards to racial discrimination. This in turn has foster a conducive working environment and enhance workers productivity.

49

4.4

TESTING THE HYPOTHESIS

Hypothesis 1 H0: Productivity is non dependent on workforce diversity. H1: Productivity is dependent on workforce diversity Table 8: distribution of respondents by perception on productivitys dependence on workforce diversity. Case processing summary.
Variable Productivity and workforce diversity N 90 Valid percent N 97.8% 2 CASE Missing percent N 2.2% 92 Total Percent 100.0%

Method of analysis Pearson chi-square Likelihood Ratio Linear-by-Linear N of valid cases

a

Chi-square tests Value 11.826 13.774 1.172 90 4 4 1

df

Asymp. Sig. (2-sided) .019 .003 .279

. 2 cells (22.2%) have expected count less than 5. the minimum expected

count is 2.64. source: Authors fieldwork, 2008.

50

Since the computed value X2 11.826 is greater than the critical value 5.02, we reject H0 and accept H1, and this shows the presence of a significant relationship between workforce diversity and productivity in the organization under consideration. We therefore conclude that productivity is dependent on workforce diversity. HYPOTHESIS 2 H0: Productivity is independent on creativity of diverse work group H1: Productivity is dependent on creativity of diverse work group Table 9: distribution of respondents by perception on productivity dependence on creativity diverse work group Case processing summary
Variable Productivity and diverse work groups creativity N 20 Valid percent N 97.8 2 CASE Missing percent N 2.2% 92 Total Percent 100.0%

51

Chi-square tests
Method of analysis Pearson chi-square Likelihood Ratio Linear-by-Linear N of valid cases
a

Value 18.850 21.020 .941 90 5 6 1

df

Asymp. Sig. (2-sided) .004 .002 .332

A cell (33.3%) here, expected count less than .5 the minimum expected

count is 19. Source: Authors fieldwork, 2008 Since the complex X2 value (18.850) is greater than the critical value 5.02, we reject H0 and accept H1. These show that there is a significant relationship between productivity and diverse work groups creativity in the organization under consideration. Therefore, we conclude the productivity is dependent surely on diverse work groups creativity. HYPOTHESIS H0: Productivity is non dependent on customer relationship H1: Productivity is dependent on customer relationship.
52

Table 10: Distribution of respondents by perception on productivities dependence on customer relationship. Case processing summary
Variable Productivity and customer relationship N 90 Valid percent N 97.8 2 CASES Missing percent N 2.2% 92 Total Percent 100.0%

Chi-square tests
Method of analysis Pearson chi-square Likelihood Ratio Linear-by-Linear N of valid cases
a

Value 15.536 17.540 11.839 90 4 4 1

df

Asymp. Sig. (2-sided) .004 .002 .001

. 3 cells (33.3%) here expected count less than 5.

The minimum expected count is 2.08 Source: Authors fieldwork, 2008 Since the computed value of X2, (15.536) is greater than the critical value 5.02, we reject H0 and accept H1, this shows that there is a significant relationship between productivity and customer relationship in
53

the organization under consideration. Therefore we can conclude that the productivity is dependent on customer relationship. HYPOTHESIS 4 H0: Productivity is non dependent on communication diverse work groups. H1: Productivity is dependent on communication between diverse work groups. Table 11: Distribution of respondents by perception on productivity dependence on communication. Case processing summary
Variable Productivity and communication N 90 Valid percent N 97.8 2 CASES Missing percent N 2.2 92 Total Percent 100.0

54

Chi-square tests
Method of analysis Pearson chi-square Likelihood Ratio Linear-by-Linear N of valid cases
a

Value 17.937 19.184 .219 90 4 4 1

df

Asymp. Sig. (2-sided) .001 .001 .640

3 cells (33.3%) have expected count less than 5. the minimum

expected count is .19 Source: Authors field work, 2008. Since the computer X2 value (17.937a) is greater than the critical value 5.02, we reject H0 and accept H1. This shows that there is a significant relationship between productivity and communication among diverse work groups in the organization under consideration. Therefore, we conclude that productivity is dependent on communication among diverse work groups.

55

HYPOTHESSIS 5 H0: Productivity is non dependent on age of diverse workforce H1: Productivity is dependent on age of diverse workforce. Table 12: Distribution of respondents by perception on productivitys dependence on Age of diverse workforce. Case processing summary
Variable Productivity and age of diverse workforce N 90 Valid percent N 97.8 2 CASES Missing percent N 2.2 92 Total Percent 100.0%

Chi-square tests
Method of analysis Pearson chi-square Likelihood Ratio Linear-by-Linear N of valid cases
a.

Value 7.355a 7.924 .704 90 6 6 1

df

Asymp. Sig. (2-sided) .289 .244 .401

7 cells (58.3%) have expected count less than 5.

The minimum expected count is .38 Source: Authors fieldwork, 2008

56

Since the computed X2 value (7.355) is greater than 5.02, we reject H0 and accept H1. This shows that there is a significant relationship between productivity and age of diverse workforce in the organization under consideration. 4.5 1. LIMITATION OF RESEARCH METHODOLOGY Lack of time due to divided attentions giving to other academic activities demanding and competing for such time as well as financial resource 2. Non-response as regards the return of ninety out of ninety two questionnaires observation. administered in the organization under

57

CHAPTER FIVE Summary, conclusions, and recommendations 5.1 SUMMARY Workforce diversity and performance in the organization are like 2 sides of the same coin. There is need to find out the effects of workforce diversity on organisations performance. This study is limited to the general workforce of Dangote Group of companies, Ilorin plant. And strictly hopes to serve organizations in finding out the effects of workforce diversity on productivity and also prospering ways to improving it. Sizeable literatures which are contemporary to the subject matter were reviewed, the literature tremendous impact/effect on business performance in various companies. The study also shows various ways in which workforce diversitys positiveness can be harnessed through group-processes, customer relationship, among others. The study however, is a non interventional and highly descriptive natured one. Ninety two subjects were initially proposed to be randomly chosen for the study, but along the line, 90 (ninety) questionnaires were the only
58

ones retrieved, reducing the subjects under study by two (2). Data was collected mainly by the rise of questionnaire administrators techniques from the subjects; other materials used include the examination of existing records, interview and observation of the workers. The questionnaire was validated content wise by specialists in the field of study and construct wise by my supervisor. At test retest method was employed to ensure its reliability. While the grammar was edited by a grounded specialist in the field of English Language. Analysis of the data were done through the use of percentage and chi-square. The response rate was 84%, which was considered high enough and no bias could have been to have any damaging effect on the findings. Workforce diversity was discovered found to have positive effects on the performance of Dangote Group of companies, Ilorin plant. The way management and work group leaders managed the diverse workforce in the organization has been found to promote positive group and intergroup processes, quality of decision making, improvement in motivation, encouragement of cohesion among work groups, high level of customer
59

relationships, teamwork, and above all the improvement of productivity of workers at the organization. From the tested hypothesis, it was found that having a diverse workforce and harnessing it properly it properly presents a cornucopia of benefits which will improve the productivity of an organization. It was therefore concluded that workforce diversity has effect on productivity and ways of harnessing and improving the benefits of workforce diversity was given as recommendation for better improvement. 5.2 CONCLUSION In view of the above (i.e. summary), this study can be further investigated in any company and the result will still come out as the same. It is therefore pertinent to note that well managed workforce diversity in an organization will lead to improved performance. This shows that without an appropriately managed workforce diversity. There will be absence of cohesion and teamwork which will pose a threat of disintegration among the workforce and in turn affect the organization in the area of goal achievement as well as its going-concern. But if well managed as earlier stated, achievement of organizational goals and
60

objective as well as continuous existence (going concern) of the company will be guaranteed. It is however hoped that if management of organizations alike, consult and resort to suing the findings and recommendations made by this study, their level of productivity will be improved. This will in turn lead to achievement of harmony in the organization, achievement of goals, i.e. profitability, capturing large market share, getting higher customer satisfaction, recording high level of productivity, survival, growth, among other. With all these achievements, the longetivity and success of the organization is guaranteed and increasing job opportunities and contributing towards the general nations economy development will also be satisfied and guaranteed. 5.3 RECOMMENDATION Despite mixed result regarding the impact of workforce diversity on organisations performance, research and theory clearly indicate that the outcomes of a diversity initiative depend heavily on how the diversity initiative is managed. The findings of this study however offer specific

61

steps organizations can take to reap the benefits of a diverse workforce. These are as follows:BUILD SENIOR MANAGEMENT COMMITMENT AND ACCOUNTABILITY: A key element of any successful organizational intervention is senior management commitment to the intervention. Diversity is no different, because organizational barriers to diversity are often systemic, subtle, and deeply ingrained in the organization, leveraging diversity for the benefit of the organization requires on going and consistent leadership. Success also requires that line management, as opposed to human resources, own the diversity strategy and hold managers accountable for leveraging diversity. Many organization establish executive-level diversity councils chained and composed of senior line mangers who are responsible for ensuring that diversity issues are addressed, communication, and acted upon in their homes organizations. Holding mangers accountable for addressing barriers to building a workforce that mirrors the demographic made-up of the available internal

62

and external labour markets represents another common strategy used to build commitment. Diversity interventions means change for organization, and visible, active, and on going senior management involvement and commitment are critical to the change effort. CONDCUT A THOROUGH NEEDS ASSESSMENT. There is no single best way to manager diversity. To be effective, a workforce diversity initiative must be tailored to the situation, including the culture and unique business and people issues forcing the organization. A thorough needs assessment of the people jobs, and organization ensures that issues related to workforce diversity are trained accurately and that the right interventions are identified. The needs assessment therefore, will help an organisation navigate the wide range of openings and pick those interventions that best address organization needs. At the level of the people and their jobs, element of an effective needs assessment process includes understanding the business challenges facing the organization, analyzing the current demographic make-up of
63

the organization, including workforce flow (i.e. new lives compared to labour market availability, promotion rates, turnover rates), and understanding employee attitudes (e.g. perception of diversity, need for work/family benefits). Employee surveys, focus groups, and exist interviews can be particularly useful in uncovering the often subtle and systemic issues facing the organization. DEVELOP A WELL-DEFINED STRATEGY TIED TO BUSINESS RESULTS: Typing the workforce diversity strategy to business results in a realistic way is the foundation of a successful diversity initiative. The workforce diversity strategy guides decision making and builds the business case for employee. For meaningful change to occur in an organization, employees must understand and embrace the business case for change. Organizations and researcher her posited several potential competition advantages of workforce diversity, including enabling organizations to compete for the best talent, competing more effectively in the market place by understanding the demands of a diverse customer
64

base, enhancing the creativity and problem-solving effectiveness of work teams, and reducing cost associated with turnover, absenteeism, and lack of productivity. EMPHASIZE TRAINING: Once a diverse group of employees is lived and recruited with a variety of skills and perspectives, steps are needed in the diversity initiatives to ensure that these skills and perspectives are actually used to improve task performance. Capitalizing on the strengths that individual members bring to the team requires knowledge and understanding of the unique contribution each member can make to the group. Diverse work groups are believed to perform better over time, largely because time allows group members to develop a deeper-level, interpersonal understanding beyond demographic characteristics. Facilitating the acquisition of interpersonal knowledge through team-building efforts can accelerate the teams ability to draw upon these unique skills. Team-building efforts that encourage group members to share information about their unique backgrounds, skills and experiences
65

TEAM-BUILDING

AND

GROUP

PROCESS

will keep teams develop a deeper understanding of the resources available to the team. Sharing information about task-related abilities and characteristics may also foster interpersonal congruence refers to the extent to which team members perceptions of themselves and their unique skills and abilities match the perception that others have about them. 5.4 SUGGESTIONS FOR FURTHER STUDIES Certain selected areas of study are considered relevant to this study and suggested for further research. These includes:1. The study of workforce diversity in relation to improvement in organizations performance level 2. Leveraging diversity of workforce to improve business performance. 3. Implementing actions organizations can take to manage workforce diversity effectively 4. How to establish metrics and evaluate the effectiveness of workforce diversity initiatives.

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BIBLIOGRAPHY Ash Forth, B.E, & Mael, F. (1989): Social identity theory and the organization. MET, G.B. Pp (22-28) ADEDO, M.A (2006): GUIDE TO PROJECT WIRTING: AN INTRODUCTION OLAD PUBLISHERS, ILORIN pp 2-25. Bentel, K.A & Jackson, S.E (2001): Top management and innovations in banking. Oxford Clarendon Press, 2002: 10-11 Bowers, C.A (2000): The impact of identity orientation on individual and organizational outcomes in demographically diverse settings. Academy of management reviews, 25: 82101. Brickson, S. (2000): When member homogeneity is needed in work teams: a meta-analysis. Small group research journal 31, Pp (305-327)Corporate leadership Council: (2003, July). Recruiting, retaining, and developing diverse employees. Retrieved September 30, 2008, from http://www.corporateleadershipcouncil.com. Cox, T.H, Jr. (1994): Cultural diversity in organization. Academy of Management Executives, Review 5,:545-548. Drac-Zachavy, A., & Erez, M. (2002): challenge versus threats effects on the goals-performance relationship. Organizational Behaviour and Human Decision Process. Mc GrawHill inc, USA. Pp (567-582).

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Elass, Pr.M, & Graves, L.M (1997): Demographic diversity in decisionmaking groups: the experience of women and people of colour. Academy of management Review, 22, Pp (946-974). Harteman, L.S., & Edmundson, D.F (2999): Cultural diversity in small businesses: implications for firm performance. Journal of Developmental Enterpreneurship, 5,: 205219. Jackson, S.E. (1995): Team composition in organizations MET, G.B Pp (1-12) Koontz, H (1993): Management: a global perspective. Mc Graw-Hill .in USA pp (59-51). William, K. (1998): Demography and diversity: a review of 40 years of research. Journal of Research in organizational behaviour 20: 77-140. Richard, S. (2002): Making the connection between formal human resource diversity practice and organizational effectiveness. Performance Improvement Quarterly 12: 77-79.

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APPENDIX I Better of Introduction Business Administration, Department, Al-Hikmah University. Ilorin. Kwara State. 20th Sept., 2008. Project Title: THE EFFECT TO WORKFORCE DIVERSITY ON ORGANISATIONS PERFORMANCE A CASE STUDY OF DANGOTE GROUPS OF COMPANIES

Dear Sir/Ma, I would very much appreciate it, if you will kindly complete this questionnaire that would assist me in completing my final year project. The question are designed to carryout a research work on the effect of workforce diversity on organisations performance. All information given will be treated with the strictest confidence and purely for academic purposed. Your faithfully, ABDULLAHI ADEWUMI SULAIMAN

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Appendix II QUESTIONNAIRE
Instruction: Please tick in the box ( ) corresponding to whatever your choice(s) are or state briefly where necessary. SECTION A: (Personal data) 1. Gender (a) Male ( 2. Department (a) finance ( ) (b) H.R ( ) ) (c) marketing ( ) ) (b) Female ( )

(d) production ( 3.

Management Levels: (a) Top Level ( ) (b) Middle level ( ) (c) Low level ( )

4.

working experience with organization (a) 1 3year ( ) (b) 4 6year ( ) (c) 6 year and above ( )

5.

Academic Qualifications: (a) Primary Education ( ) (b) Secondary Education ( ) )

(c) Professional/certificate/Diploma ( (d) University Degree ( (e) NCE and other ( 6. Age Group: (a) 20 30 ( (d) over 60 ( 7. Tribe: ) ) (b) 31 40 ( ) )

(c) 41-50 (

70

(a) Yoruba ( (c) Igbo ( 8. religion: (a) Muslim ( (c) traditional ( 9. nationality: (a) Nigerian ( 10. Race/ Colour: (a) white ( (c) red ( SECTION B 11. ) ) )

) (b) Hausa (

) )

(d) Fulani and others (

) (b) Christian ( )

) )

(d) others (

(b) Foreigner (

(b) black (

) ) (e) others ( )

(d) Caucasian (

Do you think that workforce diversity have any impact on the productivity of the company? (a) Yes ( ) (b) No ( ) (c) Undecided ( )

12.

If yes, what will be the level of impact? (a) V. high ( ) (b) High ( ) (c) V. low ( ) (d) Low ( )

13.

How do the organizations management manage diversity among the workforce in your company? (a) Very effectively ( ) (b) Effectively ( ) (c) Undecided ( )

14.

Is there cohesion in the general group process at your organization? (a) Yes ( ) (b) No ( ) (c) Undecided ( )

15.

If yes, what is your perception of the level of cohesion in the general group process? (a) Very high ( (d) Very low ( ) ) (b) High ( ) ) (c) Low ( )

(e) Undecided (

71

16.

What do you perceive the general group process performance is? (a) Very high ( (d) Very low ( ) ) (b) High ( ) ) (c) Low ( )

(e) Undecided (

17.

Do you fell there is creativity among diverse workforce of your organization? (a) Yes ( ) (b) No ( ) (c) Undecided ( )

18.

If yes, what induced creativity among diverse workforce in your organization. (a) Motivation ( terms ( ) ) (b) training ( ) ) (c) cooperation ) with

(d) competition (

(e) none of the above (

19.

Arrange in order of influence on promotion the under listed fact starting with the weightiest factor (a) Gender ( ) (b) level of performance ( ) (d) race ( ) ) (c) preferential

treatment as regards ( 20.

Is there any smooth communication process in your organization? (a) Yes ( ) (b) No ( )

21.

How would you perceive the level of communication as regards information dispersion among the diverse workforce in your organization? (a) Very high ( (d) Very low ( ) ) (b) High ( ) ) (c) Low ( )

(e) Undecided (

22.

How often does staff meanings hold in your organization, so as to address negative impacts of diversity among workforce are well as other labour relations issued? (a) Very often ( ) (b) often ( ) (c) not at all ( )

72

23.

Do you feel theres any impact of workforce diversity in the encouraged relationship between your organization and its customer (a) Yes ( ) (b) No ( )

24.

If yes, what is your perception of the level of relationship? (a) Very high (b) High ( ) (c) Very low ( ) (d) Low ( )

25.

Does your organization have any customer relations officer? (a) Yes ( ) (b) No ( )

26.

If yes, is it segmented on: (a) Gender (d) Colour/race ( ) (b) Religion ( ) (c) Tribe ( ) )

(e) None of the above (

27.

Is there evidence of domination by under listed factor in the management of your organization Yes a. Tribe b. Religion c. Gender d. Race ( ( ( ( ) ) ) ) No ( ( ( ( ) ) ) )

28.

If a is yes, which tribe (a) Hausa ( ) (b) Yoruba ( ) (c) Igbo ( ) (d) Others ( )

29.

If b is yes, which religion? (a) Muslims ( (d) Other ( ) ) (b) Christian ( ) (c) Traditional ( )

30.

If c is yes, which gender? (a) Male ( ) (b) Female ( )

73

31.

Kindly state in few words. How you feel the performance of workforce diversity can be improved in your company.

74

APPENDIX III CHECKLIST . FOR INTERVIEW AND OBSERVATION. 1. 2. 3. 4. Business performance Group/team processes Productivity Diversity demography Workforce Gender Religion Tribe Culture Age 5. 6. 7. 8. JOB SATISFACTION Customer Relation Sales Organizational Diversity

1. How has workforce diversity affect your business performance? 2. How does you management coordinate group/team processes to achieve productivity? 3. How high is the level of productivity? 4. How does your organization mange their work force diversity in terms of: a. Gender b. Religion

75

c. Tribe d. Age 5. What is the level of job satisfaction of your staff? 6. How do you perceive the level of customer relations between your organization and its customers? 7. What is the influence of workforce diversity on sales? 8. How do your organization cope with the organizational diversity?

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APPENDIX IV Pie-chart calculations on demographic characteristics of the Respondents. 1. Sex of respondents MALE = 65 x 3600 = 2600 60

FEMALE = 25 x 3600 = 2600 60 2. Age of respondents 20-35 years = 62 x 3600 = 2420 90 36-50 years = 28 x 3600 = 1120 90 3. Years of experience 0-5years = 36 x 3600 = 1440 90 6-10years = 30 x 3600 = 1200 90 15years and above = 24 x 3600 = 960 90 4. manpower status of respondents. High level manpower = 12 x 3600 = 480 90 Middle level manpower = 30 x 3600 = 1200 90

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Low level manpower = 48 x 3600 = 1920 90 5. DEPARTMENT ANALYSED Production = 50 x 3600 = 2000 90 Marketing = 20 x 3600 = 800 90 H.R = 10 x 3600 = 400 90 OTHERS = 10 x 3600 = 400 90

78

79