INDIVIDUAL JOURNAL REVIEW

EMPLOYMENT ARRANGEMENTS DIVERSITY AND WORK GROUP PERFORMANCE

Sagi Akron, Ofek Feinblit, Shlomo Hareli & Shay S. Tzafrir
Faculty of Management, University of Haifa, Haifa, Israel.
Journal from Team Performance Management (TPM), Vol 22 No 5/6, 2016.pp.310-330

1. INTRODUCTION

This article discusses how diversity in work group members’ employment

arrangements affects the work group performance. The purpose of this study was to explore
the relationship between diversity in workgroup members’ employment arrangements and
the actual performance of the work group. Besides that, the aim of this study was to examine
the impact of work arrangement diversity in the work group on work group performance.
The subject is related to Human Resource Management within an organization. The
article’s intended audience is from the decision makers and manager such as Human
Resource Manager in the stage of recruiting, developing and structuring necessary work
team. The study is carried out by applying an empirical based study on 31 work groups in a
public plant belonging to the industrial sector that constitute a unique data set. The 441
employees are categorized under four significantly different employment arrangements and
are mixed together in heterogeneous works group, but perform similar tasks.

2. SUMMARY OF THE ARTICLE

The authors defined diversity as observed or perceived attribute distribution among

the members of a unit. Diversity in employment arrangements can be seen as one such
source of diversity. Organizations employed workers under standard work arrangement and
non-standard work employment. The article also discusses the increasing trend of taking non-
standard employment arrangements involving part-time employment, contract company

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employment and temporary workforce. The aim is to reduce expenses in salary and cost of
training new employees, apply strategic flexibility such as flexible working hours, customized
job specification and specialization and utilizing the advantages of new technology.
Authors used the theoretical model developed by Harrison and Klein (2007), which
characterized diversity in three different ways namely separation, disparity and variety.
Three hypotheses developed are as follows:

i) H1: A negative relation will be found between diversity in employment arrangements

conceived of in terms of separation and work group performance.

ii) H2: A negative relation will be found between diversity in employment arrangements
conceived of in terms of disparity and work group performance.

iii) H3: A positive relation will be found between diversity in employment arrangements
conceived of in terms of variety and work group performance.

3. RESULTS OF THE STUDY

The results indicated that the influence of employment arrangement diversity on

work group performance is best represented as variation, and work arrangements diversity
is positively correlated with improved work group performance. All the three views of
hypotheses indicated significant positive relation to employment arrangement.
H1 & H2 is rejected because it appears that disparity and difference positively impact
group performance. Clearly defined work group arrangement within a group can improve
performance efficiency in the organization such as clearly defined pay status, job scope,
works flow and job turn. Visible and clear hierarchy or rank may generate better performance
synergy through specialization, responsibility or accountability in the work group.
Meanwhile, H3 confirms the positive relationship between the diversity in works
arrangement and job accomplishment. Rich of source information, experience and

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approaches to problem solving and decision making process. Skills and abilities ensure that
the work is carried out efficiently and effectively. The positive influence of these variety in a
work group may be explained by well allocation of works that reduce interdependency among
co-workers, the acceptance of structural differences in status by work group member and
acknowledging differences lead to higher specialization.

4. ANALYSIS

In this study the first view is that diversity in term of separation has focused on
potential differences in attitudes, beliefs and values regarding job related issues.
Expectations of the effects of such diversity will limit within group social integration, foster
conflict and turnover and diminish morale, cohesion and performance. Diversity in term of
disparity focused on differences in status and access to organizational rewards as a function
of the employment arrangement that will negatively affect work group of the perception of
unfairness, reduce employees job satisfaction & commitment, stigmatization, prejudice and
discrimination. All these influences are expected to lead the reduction in productivity. In
contrast, diversity in view of variety of a group focused on differences in of experience,
approaches to problem solving, internal and external network ties and various skills. These
variety are expected to positively contribute in group decision making and performance,
provide greater creativity, innovation and flexibility and the group will be having better
choices, plan or products.
The results obtained in this study may indicate that the organization has adopting
workplace diversity and managing it effectively. Workers tend to understand the differences
as the need of the organization and they exchange the varieties of ideas for efficient team
work. Workers are being exposed to new cultures, ideas and perspectives, it can help each
person to intellectually reach out and have a clearer insight of their responsibility in the
workplace and surroundings.

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5. GENERAL CRITIQUE

A very fruitful study that takes into account of the various aspects and views from
previous studies. The process of study focuses on the relationship of diversity within a group
with the accomplishment of a work or project. Diversity, disparity & separation were all
indicated that the result of the works that the organization wants to achieve concludes that
the work performance and relationships between diversity of group members are working
well. Studies may be conducted in future to more specifically to each individual in work group
to identify whether their relationship actually works. The reason is to ensure that a particular
job is done by some members who are truly committed to the mission of the group and
organization and at the same time doing others’ job. The creation of overburden that have to
be taken by some workers compared to others with less burden in a work group may be
possible (Patricia, O., 2015) by having more powerful members take advantage for purpose
of personal gain and pleasure over the less powerful.
Managing diversity requires that managers should recognise certain skills that are
vital for creating an effective and successful diverse workforce (Egbo, E., 2017). Leaders and
managers must understand that understanding discrimination and its consequences will
always prevail in the organisation. Given that the role of manager or leader in a diverse group
of backgrounds is important, studies that incorporate leadership and management factors
will further serve to bring to the better understanding of how this diversity acts as a positive
factor in teamwork performance. The Public Plant in which the study was conducted may
have developed an effective working group system and hierarchical work structure.
Employees selection for a group work based on skills and knowledge not only focuses on
technical work but also involves supervision and management work and group routines.
Appointment of effective leaders and managers will assist an organization to supervise the
work smoothly as well as manage internal conflict or issues correctly. The practice of good
leadership will produce quality of works and products.

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 Furthermore, this study is a quantitative research. The Independent Variables (IV) is
diversity as separation (H1), diversity as disparity (H2) and diversity as variety (H3) meanwhile
the Dependent Variables (DV) is the repair success rate since the study was done on 31 work
groups in a public plant that engaged in the task of repairing spare parts. The finding of
positive relationship for all three hypotheses may resulted from that the study relies on only
one organization or group that has the same work culture and management. It may be
possible to distinguish between employees but with the policies and practices of work
adopted and implemented within the organization, the result could be a group of workers
who reflect the same attitude or employees who adhere to the policies of the same
organization. The results might be different if studies were conducted on different groups of
people working under different organizations or management.

6. CONTRIBUTIONS

The research contributes in the stages of recruiting, structuring and development and
application of necessary work team. This study is an important step in characterizing
differences in work arrangements in term of diversity. Formal emphasis of diversity in work
arrangements improves performance. Besides that, this research is one of the first studies
using data set analyzing real-life team diversity and performance in the public sector. The
research also highly contributes to organizational decision making process regarding to the
importance of non-standard work arrangement in organization.
Acceptance of formal diversity would result in high specialization in the work group
and increase performance efficiency. Organizations that promote and achieve a diverse
workplace will attract and retain quality employees and increase customer the quality of work
by reducing prejudices and use of stereotypes, recognizing that diversity exists and learning
to value and respect fundamental differences, admitting to one’s own biases and prejudices
and committing to reduce them.
Valuing diversity focuses on appreciating differences among diverse groups. That is,
valuing diversity starts from the position that people’s differences are an asset rather than a

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burden to be tolerated. Organizations may need new ideas to thrive, and such ideas may stem
from hiring employees from many diverse backgrounds. Successful organizations make the
best use of the collective knowledge of their employees, and such collective knowledge is
enhanced by including people with different experiences and backgrounds (Lily, C., 2013).
A diverse workforce helps create a work environment in which minority or inferiority
felt employees are welcomed (Kim, B, Y., 2006). Managing diversity is more than simply
acknowledging differences in people. It involves recognizing the value of differences,
combating discrimination, and promoting inclusiveness. Diversity management helps a group
work and organization to grow effective by generating fresh ideas, improving performance
and hiring valuable human resources.

REFERENCE
Akron, S., Feinblit, O., Hareli, S., & Tzafrir, S. S. (2016). Employment arrangements diversity
and work group performance. Team Performance Management: An International
Journal, 22(5/6), 310–330. doi: 10.1108/tpm-11-2015-0053

Egbo, E. (2017). Managing workplace diversity-theoritical overview managing workplace

diversity- theoritical overview. Retrieved from https://www.academia.edu/
33392539/managing_workplace_diversity-theoritical_overview_managing_
workplace_diversity-_theoritical_overview

Harrison, D. A., & Klein, K. J. (2007). What’s the difference? Diversity constructs as separation,
variety, or disparity in organizations. Academy of Management Review, 32(4), 1199–
1228. doi: 10.5465/amr.2007.26586096

Kim, B, Y., (2006). Managing Workforce Diversity. Journal of Human Resources in Hospitality
& Tourism, 5(2), 69–90. doi: 10.1300/j171v05n02_05

Lily, C., (2013, April 20). Why workplace diversity is important for every organisation.
Retrieved from https://mystarjob.com/articles/ story.aspx?file= /2013/4/20/
mystarjob_careerguide/12948229&sec=mystarjob_careerguide

Patricia, O., (2015). Improving Interpersonal Relationship in Workplaces. IOSR Journal of

Research & Method in Education, 5(6), 115–125. doi: www.iosrjournal.org

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