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This study investigates the relationship between gender diversity and financial performance at the business-unit level and whether employee engagement moderates this relationship. Using more than 800 business units from two companies belonging to two different industries, we found that employee engagement and gender diversity independently predict financial performance at the business-unit level. One implication is that making diversity an organizational priority and creating an engaged culture for the workforce may result in cumulative financial benefits.
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... Estudos acadêmicos e mercadológicos (Badal & Harter, 2014;Brimhall & Mor Barak, 2018;Cox & Blake, 1991;Hunt, Prince, Dixon-Fyle & Yee, 2018) apontam diversos benefícios estratégicos para as empresas que possuam em seu escopo colaboradores de diferentes grupos de afinidade. Cox e Blake (1991) elencam vantagens como: a probabilidade de trazer e manter os talentos mais desenvolvidos que o mercado de trabalho pode propor; diminuir gastos com absenteísmo e rotatividade de pessoal (principalmente dos grupos minoritários inseridos); elaborar atividades de marketing com o intuito de assistir novos segmentos mercadológicos; proporcionar mais inovações e criatividades; contribuir na solução de desafios e proporcionar uma maior flexibilidade dentro da organização. ...
... Outros autores associam práticas de diversidade e inclusão a maior desempenho inovativo (Brimhall & Mor Barak, 2018;Soranz, 2019;Xie et al., 2020), entre outros ganhos significativos. As empresas que apresentam menos diversidade estão associadas a resultados inferiores aos das firmas inclusivas e mais alinhadas aos princípios de ESG (Enviromental, Social and Governance -Governança Ambiental e Social) (Badal & Harter, 2014;Gillan, Koch& Starks, 2021;Halbritter & Dorfleitner, 2015;Hunt et al., 2018;Roberson & Park, 2007), embora esta relação não seja observada em todas as situações. Adicionalmente, a diversidade tem sido considerada essencial para que se atinja os Objetivos de Desenvolvimento Sustentável da ONU (Nascimento, Oliveira & Rodrigues, 2022). ...
... Se você pedisse para eu completar 'eu trabalho em uma empresa que (...)', eu diria: que tem uma conscientização muito forte, ações e diretrizes que promovam a diversidade. Isso hoje é o cargo chefe do orgulho de pertencer à empresa X.(Entrevistado 5) O rol de benefícios identificados compreende a melhoria no engajamento dos colaboradores, melhor ambiente de trabalho e retornos financeiros à organização, observados em estudos anteriores (Badal;Harter, 2014;Hunt et al., 2018;Smulowitz, Becerra & Mayo, 2019). Os entrevistados relataram ainda reflexos positivos em sua vida pessoal, mostrando reflexo positivo do ambiente de trabalho na vida cotidiana dos colaboradores (Beauregard et al., 2020). ...
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Contextualização: Empresas com diversidade limitada apresentam um desempenho mais fraco em comparação com organizações inclusivas alinhadas com os princípios ESG (Ambientais, Sociais e de Governação), embora esta correlação possa não se aplicar universalmente. Apesar destes esforços, algumas ações relacionadas com a diversidade foram inadequadas, incompletas, produziram resultados desfavoráveis ou revelaram-se ineficazes. Objetivo: O presente estudo tem como objetivo analisar as práticas e ações adotadas na gestão da diversidade de uma multinacional do setor de Celulose e Papel. Método: A pesquisa utiliza metodologia qualitativa e descritiva. Também apresenta um estudo de caso. O método de coleta de dados empregado foi um roteiro de entrevista semiestruturado. Foram entrevistados cinco funcionários ativamente engajados na implementação das iniciativas de diversidade e inclusão da empresa como embaixadores, todos representando grupos minoritários. Resultados: A empresa conduziu diversas iniciativas para promover a diversidade e a inclusão, abrangendo práticas de não discriminação, apoio e medidas de responsabilização. A maioria dessas iniciativas foi considerada bem-sucedida pelos entrevistados. O estudo destacou os benefícios e desafios associados às práticas de gestão da diversidade, indicando progressos em direção às metas estabelecidas. Simultaneamente, certas práticas impactaram a vida pessoal dos participantes, enquanto fatores externos também influenciaram os resultados e desafios enfrentados. Conclusões: As práticas identificadas, juntamente dos benefícios e desafios relatados, contribuem para a gestão da diversidade e alinham-se com a literatura existente, ao mesmo tempo que refletem os aspectos únicos da empresa em análise, suscitando mais investigação e potenciais pesquisas futuras.
... By showing that women suffer different promotion penalties in different parts of Bebank, we answer the call by Nishii and colleagues (Nishii et al., 2018;Nishii & Wright, 2008) to pay more attention to variability within organizations, and extend research showing variations in gender diversity within the same organization (Badal & Harter, 2014;Infantes & Pascual-Fuster, 2020;Joshi et al., 2006;Kemper et al., 2019;Lauring, 2013;Sippola & Smale, 2007). Explanations of such variance have focused on the gender of the units' decision-makers (e.g., Joshi et al., 2006;Kemper et al., 2019) and the difficulty of transferring diversity policies from the headquarters to all BUs (Ferner et al., 2005;Infantes & Pascual-Fuster, 2020). ...
... BUs within the same organization vary widely in their levels of gender diversity (Badal & Harter, 2014;Infantes & Pascual-Fuster, 2020;Kemper et al., 2019;Lauring, 2013;Sippola & Smale, 2007) and in the gender-based differences in their reward allocation (Joshi et al., 2006;Kochan et al., 2003). These differences are determined, in part, by the gender role beliefs prevalent in the countries where the BUs are located (Kemper et al., 2019;Lauring, 2013;Sippola & Smale, 2007). ...
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Drawing on gender role and gender queuing theories, we employ a multi‐stage process model to investigate demand‐ and supply‐side drivers of gender promotion gaps and to explore variations in these gaps across different business units within an organization. Analyzing 9 years of personnel records from a multiunit European bank, we find that the gender promotion gap is influenced by both supply‐side and demand‐side factors. Specifically, women are less likely than men to express a motivation to change to a new job or move to a different unit within the bank. Those who do express such motivation are as likely as men to be reassigned to new roles, but their moves are less likely to constitute promotions than are men's moves. Furthermore, gender promotion gaps vary significantly within the organization itself. Business units with the most significant gaps are in regions that have fewer available organizational positions to move into, diminishing women's motivation to seek such moves, and have jobs with numerous incumbents, decreasing women's chances to get a new job or secure a promotion upon doing so. This study extends gender role theory by creating a unified theoretical model that incorporates both employee and employer gender role perceptions as drivers of promotions. It contributes to gender queuing theory by demonstrating the theory's relevance to promotion outcomes.
... In addition, Abdullah & Ku Ismail, (2013) used 100 non-financial Malaysian businesses and provided evidence that age diversity harms a company's performance. Ali, Kulik, & Metz, (2009) Moreover, Badal & Harter (2014) found that gender diversity has a positive impact on company performance at the business unit level using data from more than 800 business units of two distinct firms in the retail and hotel industries. However, Haslam, Ryan, Kulich, Trojanowski, & Atkins, (2010) utilized 2001 panel data, archived on the UK FTSE 100 organizations, and discovered that gender diversity had a negative link with the market value of the chosen enterprises while having no association with return on assets and return on earnings. ...
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The management is accused of opportunistic behavior and financial report delays following the global financial scandal. Consequently, studies examine the effect of client-specific characteristics on financial report timeliness, and Nigeria is not an exemption. Recent studies focus on the effect of auditor's attributes in mitigating or explaining the rationale for the financial reporting delay. However, limited studies exist in Nigeria on the effect of audit characteristics on financial reporting timeliness in non-financial institutions. Our study contributes to knowledge by examining the effect of audit characteristics on the financial reporting timeliness in the Nigerian listed non-financial institution. We select 450 firm-year observations from 2011 to 2020 using a purposive sampling technique and estimate the model using the Ordinary Least Square Method (OLS). The result reveals that audit price and audit firm size positively affect financial reporting timeliness, while audit tenure is negative but insignificantly related to financial reporting timeliness. Our study concludes that delivering the financial report to the users takes longer when the auditors charge higher fees, reflecting an increase in auditors' workload resulting from additional audit risk and procedure. Also, large audit firms take a long time to communicate financial reports taking due care in forming audit opinions to ensure audit independence and reduce the litigation risk arising from the audit assignment.
... A diverse workforce is critical to address health disparities and is also associated with better outcomes while a lack of gender diversity in medicine is associated with negative patient outcomes. [1][2][3] Progress in gender representation has been made in medical school acceptance with half of all medical school graduates being women. However, despite improved representation in medical school, women are less likely to pursue a career in general surgery or other surgical specialties. ...
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The purpose of this study aims to explain and analyse the effect of diversity on employee performance at PT Tanjung Migas Tanjung Morawa. The data sources in this study are primary data, namely employees of PT Tanjung Migas Tanjung Morawa and secondary data sources as a reference tool, namely journals and some literature and other documents. The population of this research data is all employees of PT Tanjung Migas Tanjung Morawa, totalling 33 people and sampling using a census. then the data collection method uses a questionnaire with SEM Smart PLS software as a data analysis tool. The results showed that there is a positive and significant relationship between diversity and employee performance. Hopefully PT Tanjung Migas can continue to evaluate in improving the application of Diversity to employees through aspects of ethnicity, gender, age, and religion so as to make employees feel comfortable at work in order to provide satisfactory performance for the company.
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