Content uploaded by Sangeeta Badal
Author content
All content in this area was uploaded by Sangeeta Badal on Feb 10, 2015
Content may be subject to copyright.
A preview of the PDF is not available
Gender Diversity, Business-Unit Engagement, and Performance
Abstract and Figures
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.
Figures - uploaded by Sangeeta Badal
Author content
All figure content in this area was uploaded by Sangeeta Badal
Content may be subject to copyright.
... Hence hypothesis 5, predicting that employee engagement moderates the relationship between workforce diversity and organizational performance, was supported. These results partially support the findings of Sangeeta & Harter, (2014). In their two studies, they found that employee engagement and gender diversity independently predicted financial performance and additive effect of both is larger than the independent effect of each on business -unit performance. ...
... One promising and impactful series of intervention efforts are those directed at reducing gender disparities in hiring, evaluation, and promotion (e.g., Boneva et al., 2021;Cundiff et al., 2018;Day & Nielsen, 2017;Kalev et al., 2006;He et al., 2021). While the benefits of greater gender diversity in organizations are manifold, including gains in equity and fairness, the evidence also indicates its positive effects on occupational well-being, innovation, team and firm performance, and corporate governance (Badal & Harter, 2014;Díaz-García et al., 2013;Dwyer et al., 2003;Fine et al., 2020;Jones et al., 2018;Kelemen et al., 2020). ...
Illuminating the nature of leadership and followership requires insights into not only how leaders and followers behave, but also the different cognitions that underpin these social relationships. We argue that the roots of leader and follower roles and status asymmetries often lie in basic mental processes such as attention and visual perception. To understand not only how but also why leaders’ and followers’ behavioral patterns vary, we focus here on underpinning attentional processes that often drive rank-based behaviors. Methodologically, this focus on basic attentional and perceptual processes lessens the reliance on self-report and questionnaire-based data, and expands our scientific understanding to actual, real-world leadership dynamics. Here, we review the available evidence indicating that leaders and followers differ in whether and how they receive, direct, and pay visual attention. Our review brings together diverse empirical evidence from organization science, primatology, and social, developmental, and cognitive psychology on eye gaze, attention, and status in adults, children, and non-human primates. Based on this review of the cross-disciplinary literature, we propose future directions and research questions that this attention-based approach can generate for illuminating the puzzle of leadership and followership.
... Jumlah data pengunjung 10 e-commerce pada kuartal I-2021, Tokopedia dan Shopee menduduki peringkat teratas dalam jumlah pengunjung terbanyak di mana Tokopedia memiliki pengunjung sebanyak 135,1 juta pengunjung dan Shopee sebanyak 127,4 juta pengunjung (Gambar 1). Terkait dengan keterikatan karyawan, Badal & Harter (2014) menyatakan bahwa keterikatan karyawan akan memberikan kinerja karyawan kumulatif yang akan membawa perusahaan e-commerce tersebut kepada produktivitas baik secara banyaknya pengunjung atau pun banyaknya penjualan. Hal itu ditunjang dengan pemberian kompensasi yang baik kepada karyawan dan adanya kepercayaan terhadap ISSN 1411-9366 e-ISSN 2747 perusahaan/organisasi. ...
A company will progress and succeed if it can have human resources who believe and feel attached to the company. In every company, employees have the right to receive what they need, such as compensation and trust. It must be given by the company considering that employees will work well and feel bound to the company where they work so that they give all their abilities. Problems regarding employees who feel attached to the company are often experienced in companies such as e-commerce companies in Bandarlampung. The lack of employee attachment to the company makes it difficult for the company or organization to work well and maintain the best human resources that the company has. This study aims to determine the effect of compensation and trust on employee engagement in e-commerce companies in Bandarlampung. The method used to collect data in this study used a questionnaire with a Likert scale. The sample used in this study amounted to 100 respondents. The data collection method in this research is non-probability sampling with a purposive sampling technique. The analytical tools in this research are multiple linear regression analysis and t-test. The study's results indicate that compensation (X1) and trust have a positive and significant effect on employee engagement (Y). The effect of trust on employee engagement is greater than the effect of compensation on employee engagement. Managers of e-commerce companies in Bandarlampung City can provide employees with excellent and appropriate compensation and trust. Employees must continue to increase the courage to act, be creative, identify and take advantage of opportunities, and innovate the company's progress. Abstrak Suatu perusahaan akan maju dan mencapai suatu tahap keberhasilan jika mampu memiliki sumber daya manusia yang percaya dan merasa terikat dengan perusahaan tersebut. Dalam setiap perusahaan, karyawan memiliki hak dalam menerima apa yang menjadi kebutuhannya seperti kompensasi dan kepercayaan, dan ini harus diberikan oleh perusahaan mengingat karyawan akan bekerja dengan baik dan merasa terikat dengan perusahaan tempat mereka bekerja sehingga memberikan seluruh kemampuan yang mereka miliki. Permasalahan mengenai karyawan yang merasa terikat dengan perusahaan banyak dialami dalam suatu perusahaan, seperti perusahaan yang berkecimpung di dunia e-commerce atau jual beli online di Bandarlampung. Kurangnya keterikatan karyawan terhadap perusahaan membuat perusahaan atau organisasi kesulitan untuk bekerja dengan baik dan mempertahankan sumber daya manusia terbaik yang perusahaan miliki. Penelitian ini bertujuan untuk mengetahui pengaruh Kompensasi dan Kepercayaan terhadap Keterikatan Karyawan pada Perusahaan e-commerce di Bandarlampung. Metode yang digunakan untuk mengumpulkan data pada penelitian ini menggunakan kuesioner. Sampel yang digunakan dalam penelitian ini berjumlah 100 responden. Metode pengambilan sampel dalam penelitian ini ialah non probability sampling dengan teknik purposive sampling. Alat analisis dalam penelitian ini adalah analisis regresi linier berganda dan uji t. Hasil dari penelitian menunjukkan bahwa kompensasi (X1) dan kepercayaan berpengaruh positif dan signifikan terhadap keterikatan karyawan (Y). Pengaruh kepercayaan terhadap keterikatan karyawan lebih besar daripada pengaruh kompensasi terhadap keterikatan karyawan. Manajer perusahaan e-commerce di kota Bandarlampung dapat memberikan kompensasi dan kepercayaan yang baik dan tepat kepada para karyawan serta karyawan harus terus meningkatkan keberanian untuk bertindak, berkreasi, mengidentifikasi dan memanfaatkan peluang, serta memiliki inovasi-inovasi demi kemajuan perusahaan. Kata kunci: Kompensasi, Kepercayaan, dan Keterikatan Karyawan
... 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 2001-2005 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. ...
The paper aims to review the literature on the effect of workforce diversity including, gender, culture/race, age, and ethnicity, on firm performance. Many empirical papers have been reviewed in which different statistical models have been applied to data of multiple types of organizations across the regions and continents to find the association between the selected variables. The review methodology is selected to survey the literature on the impact of workforce diversity on organizational performance between the years 2000 and 2021. The reviewed literature shows that workforce diversity is significantly related to organizational performance. Moreover, this paper concludes that the positive significant influence of workforce diversity on organizational performance exceeds the negative significant impact. Also, workforce diversity is productive, if it is in appropriate balance. Whereas few studies reported no significant influence of workforce diversity on organizational performance.
This chapter seeks to answer the following questions: How does one gain diversity intelligence® expertise? Why is there no specific degree required for those who lead diversity efforts in organizations? What criteria is needed for leaders of diversity efforts and how can they share that expertise with others in the workplace? How does one lead inclusive workflows/processes without expertise? Leaders can be open to learning and being educated about all employees and they can learn enough to be fair in their treatment of protected class employees. There are diversity professionals and practitioners who have the expertise to help leaders become DQ and apply their DQ within their leadership role.
Background:
Although the number of women in medicine has increased, women remain underrepresented in leadership positions, specifically in medical societies. Specialty societies in medicine are influential in networking, career advancement, research and education opportunities, and providing awards and recognition. The goals of this study are to examine the representation of women in leadership positions in anesthesiology societies compared to women society members and women anesthesiologists and to analyze the trend in women society presidents over time.
Methods:
A list of anesthesiology societies was obtained from the American Society of Anesthesiology (ASA) website. Society leadership positions were obtained via the societies' websites. Gender was determined by images on the society website and images or pronouns on hospital websites and research databases. The percentage of women presidents, vice presidents/presidents-elect, secretaries/treasurers, board of directors/council members, and committee chairs was calculated. The percentage of women in society leadership positions was compared to the percentage of women society members when available, and the percentage of women anesthesiologists in the workforce (26%) using binomial difference of unpaired proportions tests. The trend of women presidents from 1980 to 2020 was analyzed using a Cochran-Armitage trend test.
Results:
A total of 13 societies were included in this study. Overall, women held 32.6% (189/580) of leadership positions. 38.5% (5/13) of presidents, 17.6% (3/17) of presidents-elect/vice presidents, and 45% (9/20) of secretaries/treasurers were women. In addition, 30.0% (91/303) of board of directors/council members and 34.2% (90/263) of committee chairs were women. The percentage of women holding society leadership positions was significantly greater than the percentage of women anesthesiologists in the workforce (P < .001), as was the percentage of women as committee chairs (P = .003). The percentage of women society members was available for 9 of 13 societies (69%), and the percentage of women leaders was similar to the percentage of women society members (P = .10). There was a significant difference in the percentage of women leaders between society size categories. Small societies had 32.9% (49/149) women leaders, medium had 39.4% (74/188) women leaders, and the single large society had 27.2% (66/243) (P = .03). There were also significantly more women leaders in the Society of Cardiovascular Anesthesiologists (SCA) than there are women members (P = .02).
Conclusions:
This study suggests that anesthesia societies may be more inclusive of women in leadership positions compared to other specialty societies. Although in anesthesiology, women remain underrepresented in academic leadership roles, there is a higher proportion of women in leadership roles in anesthesiology societies than proportion of women in the anesthesia workforce.
Sponsoring has been positioned as a powerful intervention for the career advancement of women, with career resilience as a key benefit of sponsorship. In this paper we utilise a psychoanalytic framework namely Lacanian discourse theory, to argue that this may not be the case, and that sponsoring may actually create a diagonally opposite result by creating (ir)resilience in individuals being sponsored. Our theoretical critique is supported by empirical data from qualitative interviews with participants across Europe, as well as an examination of extracts from accounts of sponsoring in published research. Our analysis supports an alternate way of thinking about sponsoring and has implications for human resource practice. We suggest reversing the hierarchical positioning of sponsors and sponsees to counter the (ir)resilience created in a hierarchical sponsoring relationship. The resulting artificially introduced hystericisation will set the scene for radical change and build career resilience in women, both as sponsors and sponsees.
Despite considerable research on the importance of a management practice emphasizing the relational aspect such as participative management, little is known regarding the mechanism through which this relation-oriented management practice motivates public employees to cultivate pro-organizational work behavior such as organizational citizenship behavior. Using data from public employees in South Korea, this study examines the association between participative management and organizational citizenship behavior. We also explore how participative management sparks public employees to be engaged in their job, which in turn leads to higher organizational citizenship behavior. By identifying employee engagement as a mediating mechanism that links participative management and organizational citizenship behavior, this study offers insights into the role of relational management practices in public settings.
The successful implementation of diversity to structure organizational resilience requires leadership ability to recognize and study the controlling elements of the phenomena that can guarantee organizations to have greater ability to respond to crises facing them provided there have been an establishment of solid foundation and the essential group of people, funding, decapitation plans, and technology. This study primarily focuses on three major elements such as the structure of an organization, the system set-up of such organization, and the existence of diversity within that organization under study. Within these elements we discuss sub-factors evolving around them while emphasis is placed mostly on diversity and further discussion will be needed on other sub-factors highlighted in this study. The work is presented in the following fundamental requirements that define organizational resilience (OR) in a diverse environment. The OR system structure that presents the levels of preparedness, collaboration, trustworthiness, responsibility, and adaptability that allow organizations to measure their agility; technical framework of OR that shows the ability to improve individual management disciplines of organizations to manage risks; and the protocol that will implement OR systems into reliable, attainable, and successful system.
The interaction processes of culturally homogeneous and culturally diverse groups were studied for 17 weeks. Initially, homogeneous groups scored higher on both process and performance effectiveness. Over time, both homogeneous and heterogeneous groups showed improvement on process and performance, and between-group differences converged. By week 17, there were no differences in process or overall performance, but the heterogeneous groups scored higher on two task performance measures. Implications for management and future research are given.
Careful review of extant research addressing the relationships between board composition, board leadership structure, and firm financial performance demonstrates little consistency in results. In general, neither board composition nor board leadership structure has been consistently linked to firm financial performance. In response to these findings, we provide meta-analyses of 54 empirical studies of board composition (159 samples, n=40,160) and 31 empirical studies of board leadership structure (69 samples, n=12,915) and their relationships to firm financial performance. These-and moderator analyses relying on firm size, the nature of the financial performance indicator and various operationalizations of board composition-provide little evidence of systematic governance structure/financial performance relationships. (C) 1998 John Wiley & Sons, Ltd.
Understanding sources of sustained competitive advantage has become a major area of research in strategic management. Building on the assumptions that strategic resources are heterogeneously distributed across firms and that these differences are stable over time, this article examines the link between firm resources and sustained competitive advantage. Four empirical indicators of the potential of firm resources to generate sustained competitive advantage-value, rareness, imitability, and substitutability are discussed. The model is applied by analyzing the potential of several firm resources for generating sustained competitive advantages. The article concludes by examining implications of this firm resource model of sustained competitive advantage for other business disciplines.