ISSN

2321-5763 (Online)
0976-495X (Print)


Author(s): Loukik T V, Renee Namratha

Email(s): renee.co.mc@msruas.ac.in

DOI: 10.52711/2321-5763.2021.00031   

Address: Loukik T V1, Renee Namratha2
1Student, Faculty of Management and Commerce, Ramaiah University of Applied Science, Gnanagangothri Campus, MSR Nagar, Bengaluru - 560054, Karnataka, India.
2Assistant Professor MBA, Faculty of Management and Commerce, Ramaiah University of Applied Science, Gnanagangothri Campus, MSR Nagar, Bengaluru - 560054, Karnataka, India.
*Corresponding Author

Published In:   Volume - 12,      Issue - 2,     Year - 2021


ABSTRACT:
In spite of unassuming increments in the arrangement of women in top administration levels in the course of recent years, the extent despite everything stays low at 20% in 2012. Indeed, even with significant proof indicating a positive relationship between gender assorted variety and business execution, women still discriminated at senior administration, official administration and board levels. Through quantitative illustrative examination strategy, the exploration intended to distinguish with which of these elements are advancing and hindering the expanded gender diversity levels in Indian higher education sector. This examination study verified that higher education culture factors advancing expanded gender diversity in higher education division with higher gender diversity levels are distinctive to the factors hindering expanded gender diversity in higher education with low gender diversity levels.


Cite this article:
Loukik T V, Renee Namratha. A Study on Workforce Diversity and its Impact on Employee Performance in the Indian Higher Education Sector. Asian Journal of Management. 2021; 12(2):205-8. doi: 10.52711/2321-5763.2021.00031

Cite(Electronic):
Loukik T V, Renee Namratha. A Study on Workforce Diversity and its Impact on Employee Performance in the Indian Higher Education Sector. Asian Journal of Management. 2021; 12(2):205-8. doi: 10.52711/2321-5763.2021.00031   Available on: https://ajmjournal.com/AbstractView.aspx?PID=2021-12-2-18


REFERENCES:
1.    Jackson E. Susan, Joshi Aparna and Erhardt L. Niclas. (2003) “Recent Research on Team and Organizational Diversity: SWOT Analysis and Implications”, Journal of Management- Sage Publications
2.    Pitts W. David and Wise Recascino Lois. (2010) “Workforce Diversity in the New Millennium: Prospects for Research”, Review of Public Personnel Administration - SAGE Publications
3.    Cooke Lee Fang and Saini Debi S. (2010). “DM in India: A Study of higher education sector in Different Ownership forms and Industrial Sectors”, Human Resource Management, May–June, Vol. 49, No. 3, Pp. 477– 500- Wiley Periodicals, Inc
4.    Derven Marjorie (2016). “Diversity and Inclusion Are Essential to A global virtual team’s Success” HUDSON Research and Consulting, Inc.- July
5.    Janssens Maddy and Zanoni Patrizia (2005). “Many diversities for many services: Theorizing diversity (management) in service companies”- Human Relations; 58; 311- SAGE Publications
6.    Cao Guangming, Clarke Steve and Lehaney Brian (2003). “Diversity Management in Organizational Change: Towards a Systemic Framework”- Systems Research and Behavioral Science- John Wiley and Sons, Ltd.
7.    Knippenberg van Daan, De Dreu Carsten K. W. and Homan C. Astrid (2004). “Work Group Diversity and Group Performance: An Integrative Model and Research Agenda”- Journal of Applied Psychology Vol. 89, No. 6
8.    Jehn Karen A.; Northcraft Gregory B.; Neale Margaret A. (1999). “Why Differences Make a Difference: A Field Study of Diversity, Conflict, and Performance in Workgroups”- Johnson Graduate School of Management, Cornel

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