Date of Conferral
8-19-2024
Date of Award
August 2024
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Meridith Wentz
Abstract
Organizations with ineffective diversity management strategies risk increased conflict and decreased organizational performance. Senior managers are concerned with workforce diversity, which is critical for enhancing employee performance in the health and human services industry. Grounded in Lewin’s force field theory, the purpose of this qualitative multiple case study was to explore strategies that senior managers in the health and human services industry have successfully used to create a diverse workforce and increase employee performance. Participants were three senior managers from North Carolina health and human services agencies who successfully developed strategies to diversify workforces to increase employee performance. Data were collected using semistructured interviews and publicly available documents. Using Yin’s five-step thematic analysis process, six themes were identified: (a) cultural competence, (b) hiring practices and policies, (c) education and training, (d) feedback, (e) change and resistance to change, and (f) commitment from leadership. A key recommendation is for organization leaders to provide required diversity training to all individuals responsible for hiring workforce members. Implications for positive social change include the potential for managers to implement better strategies to create diverse workplaces. This, in turn, may positively contribute to local communities by improving residents' economic growth and quality of life.
Recommended Citation
McDuffie, Karmashia, "Managerial Strategies to Create a Diverse Workforce for Enhanced Employee Performance" (2024). Walden Dissertations and Doctoral Studies. 16042.
https://scholarworks.waldenu.edu/dissertations/16042
