Workforce Diversity and Individual Differences: Implications for Employee Engagement

Anshu Yadav and Deepika Katiyar
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Anshu Yadav: Associate Professor, Institute of Business Management, C.S.J.M.University, Kanpur, India.
Deepika Katiyar: Research Scholar, Institute of Business Management, C.S.J.M.University, Kanpur, India.

Indian Journal of Commerce and Management Studies, 2017, vol. 08, issue 3, 07-15

Abstract: Individual differences and diversity at the workplace do not allow HR practitioners to work on the principal of “one strategy fits all”. The rise in importance of human capital has evoked the need of designing HR strategies and practices to match the requirements of a diverse workforce in current times. Personality of employees is an important variable that will affect their approach and level of participation. Therefore, research is also needed to understand which personality traits are more relevant to the active work participation of employees. The study is designed to investigate the employee engagement practices in the banking sector and to examine the impact of personality differences on the level of participation of employees. It is based on primary data gathered with the help of a questionnaire to study the impact of personality traits on the level of employee engagement in the banking sector. The responses were recorded and systematically analysed using MS-Excel and SPSS version 20.0 to draw a final conclusion. The results of the study suggested that the public sector banks are showing a strong desire to improve their capacity to learn in recent times. Conscientiousness and extraversion are the most significant predictors of employee engagement in the context of these organisations. The study hopes to help HR practitioners in coping with psychological diversities.

Keywords: high performance workplaces; employee engagement; workforce diversity; big five personality traits. (search for similar items in EconPapers)
Date: 2017
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Persistent link: https://EconPapers.repec.org/RePEc:aii:ijcmss:v:08:y:2017:i:3:p:07-15

DOI: 10.18843/ijcms/v8i3/02

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