A

SUMMER INTERNSHIP PROJECT REPORT ON

“Impact of work force diversity on employee

performance”

SUBMITTED BY

“KIRAN SUNIL KHARAT”

UNDER THE GUIDANCE OF

DR. VANDANA MOHANTY

IN PARTIAL FULFILMENT OF
Award of the Degree of
MASTER OF BUSINESS ADMINISTRATION

SAVITRIBAI PHULE PUNE UNIVERSITY

THROUGH

YASHASWI EDUCATION SOCIETY’S

INTERNATIONAL INSTITUTE OF
MANAGEMENT SCIENCE
CHINCHWAD, PUNEACADEMIC YEAR 2023-2024

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 DECLARATION

I, KIRAN SUNIL KHARAT, student of International Institute of

Management Science, Chinchwad, Pune, hereby declare that this
project report entitled “Impact of Work Force Diversity on
Employee Performance” is a bonafide record of work done by me
for the partial fulfilment of the requirement for the degree of Master
of Business Administration (M.B.A) through Savitribai Phule Pune
University.
I, hereby, declare that I have adequately cited and referenced the
original sources. I also declare that I have adhered to all principles of
academic honesty and integrity and have not misrepresented or
fabricated or falsified any idea/data/fact/source in my submission. I
understand that any violation of the above will be cause for
disciplinary action by the Institute and can also evoke penal action
from the sources which have thus not been properly cited or from
whom proper permission has not been taken when needed.

(Signature)
KIRAN SUNIL
KHARAT IIMS,
Chinchwad, Pune

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 ACKNOWLEDGEMENT

I am deeply indebted towards my project guide DR.VANDANA

MOHANTY who gave me the opportunity and was instrumental in
providing me all the knowledge and insight to do the research. It is
their inspiration that has kept me motivated all along my project and
the discipline and integrity they had expected from a summer trainee
that made me to learn the real lessons of life.

I would like to express my earnest gratitude and thanks to DR.

SHIVAJI MUNDHE (Director of IIMS) and my project guide
company Mrs. SANDIP ADHIKARI (HR department of Chemsol
Polymer Industries) and all staff member for guiding and helping me
in Successful completion of the project.

I thank my all-faculty members and friends for their support and

blessings. The report is the result of contribution of numerous people
to mention individually.

I also thank all respondent who have given their value time, views and
authentic information for this project. I thank each and everybody
who has contributed directly or indirectly to the successful completion
of this project.

(Signature)
KIRAN SUNIL
KHARAT IIMS,
Chinchwad, Pune.

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 INDEX

Sr. No Chapter Page no.

1. Executive summary 8
2. Introduction to the project 10
3. Company profile /Industry Profile 14
4. Review of Literature 19
5. Objective & Scope of the Study 22
6. Research Methodology 23
7. Data Analysis and Interpretation 26
8. Findings 34
9. Suggestion and Recommendation 37
10. Conclusion of the Study 38
11. Learning outcome from the project 39
12. Contribution to the host organization 41
13. Reference in appropriate referencing style.(APA, 42
MLA, Harvard, Chicago Style, etc)
14. Annexures 43

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 CHAPTER-1

EXECUTIVE SUMMARY
 This project is dedicated to the topic of Human Resource Management in the area
of "Effect of work diversity on employee performance".

 The goal of the Impact of Workforce Diversity on Employee Performance project

is likely to explore and analyze how diversity within the workforce in terms of
factors such as age, gender, race, ethnicity, and more can affect employee
performance and productivity within an organization. This project may involve
conducting research, collecting data, and exploring the various ways that
workforce diversity can affect employee performance, job satisfaction, and overall
organizational success. How workforce diversity create impact on employee
performance ?

• Improved problem solving: Different teams can approach challenges from different
angles, leading to more comprehensive problem solving. Different perspectives can help
identify potential problems and suggest better solutions.

• Better decision-making: Diversity can lead to better decision-making processes. When

employees with diverse backgrounds and experiences work together, they are more likely
to consider a wider range of factors and make more informed decisions.

• Increased employee engagement: When employees feel their organization values

diversity and inclusion, they are more likely to be engaged and committed to their work.
This in turn can lead to improved individual and team performance.

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  Communication challenges: While diversity can bring benefits, it can
also lead to problems in communication and collaboration.
Misunderstandings or cultural differences can hinder performance if not
managed effectively.

Workforce diversity has a significant and positive impact on employee

performance. Organizations that actively promote diversity and inclusion
benefit from increased creativity, better decision-making, higher employee
engagement, access to a wider talent pool, better problem-solving skills, better
understanding of customers, and better compliance and reputation. Embracing
diversity is not only a moral imperative, but also a strategic advantage that can
lead to organizational success.

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 CHAPTER -2
INTRODUCTION
Workforce diversity is increasing worldwide. The representation of
minorities, women, people of different age groups, etc., is increasing in
organizations, thereby changing the composition of the workforce of
organizations. Diversity has been defined in different ways, with different
authors defining diversity by associating it with different dimensions. It has
been defined in terms of gender, disability, age, race, ethnicity, religion, and
national origin (Wheeler, 1994). Some extended definitions also include
marital status, lifestyle, personality, sexual orientation, language, values,
education, beliefs, tenure, economic status, and geographic origin (Caudron,
1992; Carr, 1993; Triandis, 1994; Thomas, 1992). Thus, diversity can be
stated as all characteristics in which individuals differ in one way or another
(Hayles, 1996). Today's organizations not only have a diverse employee base,
but also face a diverse consumer base. Workforce diversity is the inclusion of
employees from different backgrounds, races, cultures, genders, ages,
religions, and sexual orientations in the workplace. It is also about the
inclusion of employees with different abilities and disabilities.Dimensions Of
Diversity
Many scholars have described different dimension of diversity. Some have
divided these dimensions into two categories primary and secondary dimensions
and some have divided into three categories primary, secondary and tertiary
dimensions. Primary dimensions being the ins born dimensions which are not in
control of the person and cannot be altered (Griggs, 1995). Secondary are those
which can be changed like religion, marital status, level of education etc (Coats,
Goodwin and Bangs 2000). Loden & Rosener (1991) has divided dimensions
into two categories which include primary dimension (gender, ethnicity etc.)
and secondary dimensions.

There are three categories of dimensions, Primary, secondary and tertiary

dimensions (Rijamampianina and Carmichael, 2005). The primary dimensions
include age, disability, ethnicity, race and gender. The secondary dimensions
consist of culture, sexual orientation, thinking style, religion, lifestyle, economic
status, education, nationality, geographic origin, political orientation, language,
family status and work experience. The tertiary dimensions include
assumptions, beliefs, feelings, values, group norms, attitudes, and perceptions
which are the nucleus of an individual’s identity.

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 Primary Secondary Tertiary
Dimension Dimension Dimensions
Race Religion Beliefs
Age Lifestyle Group norms
Ethnicity Education Assumptions
Disability Economic status Values
Gender Culture Perceptions
Sexual Feelings
orientation Attitudes.
Political
orientation
Family status
Thinking style
Geographic
origin
Work experience
Language
Nationality

Work Force Diversity

The concept of workforce diversity has evolved over the years as
organizations have become more global and inclusive. In the past, workforce
diversity was often understood in terms of gender and race. Today, however,
the definition of workforce diversity has expanded to encompass a wide range
of dimensions including, but not limited to, gender, race, ethnicity, age, sexual
orientation, religion, socioeconomic status, abilities, and skills.
The results of the study concluded that all four workforce diversity variables
are positively associated with employee performance in the organization.
Thus, organizations must manage workforce diversity to improve employee
performance.

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 Types Of Workforce Diversity:-
 Internal diversity: The characteristics of internal diversity are those that
employees are born into. This includes gender, race, ethnicity, age,
sexual orientation, religion, socio-economic status and abilities.

 External diversity: Characteristics of external diversity are those which

employees gain from their off-the-job experiences. This includes skills,
education, life experiences, religious and cultural experiences,
and international experience.

 Organizational diversity: Organizational diversity refers to

workplace characteristics such as job functions, management status,
employment status, union membership, etc., which can create different
perspectives and experiences.

Diversity of the manufacturing workforce.

Workforce diversity in manufacturing industries is important and

refers to the diversity of people employed in manufacturing and the
inclusion of individuals from different demographic, cultural and
social backgrounds. Promoting diversity in the manufacturing sector is
not only an ethical imperative, but also offers several tangible benefits
to companies.

 Demographic Diversity: This includes employees of different age

groups, genders, races, ethnicities and backgrounds within the
framework
production workforce. A diverse workforce can bring unique
perspectives and skills.

 Gender Diversity: Historically, manufacturing industries have been

dominated by men. However, there is a growing effort to attract and
retain talented women in manufacturing roles. Promoting gender
diversity can improve creativity, problem solving and overall
performance.
 Cultural Diversity: Engaging employees from diverse cultural
backgrounds can enhance innovation and help companies better
understand and serve global markets. It can also lead to improved
relations with international partners and customers.

 Diversity of skills: The manufacturing industry can benefit from a

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 diverse range of skills and experience. Hiring people with diverse
skills, including engineering, technology, operations and
management, can improve a company's adaptability and innovation..

 Reducing Bias and Discrimination: Manufacturing companies must actively work to eliminate bias and
discrimination in their hiring and promotion practices. Implementing anti-discrimination policies and
providing diversity training are important steps.

 Supplier Diversity: In addition to workforce diversity, manufacturing companies

can promote diversity in their supplier base, which can help support smaller and
minority-owned businesses.Employee Performance

Employee performance is defined as how well a person performs their job

duties and responsibilities. Many companies evaluate the performance of their
employees on an annual or quarterly basis to define certain areas for
improvement and encourage further success in areas that meet or exceed
expectations.

Employee performance includes the quality, efficiency, and effectiveness of an

employee's output. An employee's performance also shows how valuable he or
she is to the organization. Employees are an investment, so their return on
investment is essentially calculated based on their performance.

The performance of employees in a diverse environment can be enriched and

influenced by a number of factors. Embracing diversity can often lead to
increased creativity, innovation, and problem solving because employees from
different cultural backgrounds bring unique perspectives to the table. Such
diversity can also facilitate a deeper understanding of global markets and
customer needs. However, issues such as communication barriers, unconscious
biases, and potential cultural conflicts can arise in different workplaces that
affect performance. To reap the benefits of diversity while mitigating its
challenges, organizations should prioritize inclusivity, cultural competency
training, and leadership that fosters a welcoming and equitable atmosphere.
When managed effectively, a diverse environment can lead to improved
employee performance, engagement and competitive advantage in the global
marketplace.

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 CHAPTER – 3

COMPANY PROFILE / INDUSTRY PROFILE

Chemsol Polymer Industries Pvt. Ltd.is the market leader in manufacturing of

PU and Epoxy based floorings, waterproofing chemicals and membranes,
concrete admixtures, construction chemicals, bonding agents, paints and resins
for paints. Chemsol is currently catering to all the market leaders in automobile,
engineering, food, pharma, healthcare, fertilizers & chemicals and Real Estate.
Led by Mr.Padmanabh Alat, a team of 120+ skilled professionals, work
relentlessly for the sole aim of ‘Customer Satisfaction’. Chemsol Polymer offers
one-stop end- to-end solutions from manufacturing to ensuring fault-free on-site
installation. Chemsol is one of the few companies who manufactures most of its
raw materials in house thereby delivering not just quality but cost effective high
end solutions
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to its stakeholders. Our sister concern company Padmavati Resins Pvt. Ltd. is
the largest manufacturer of PU and Epoxy based potting and casting compounds
thus giving us an advantage of economies of scale.

In Maharashtra, we have two state of the art Manufacturing and Testing units
located at Jejuri in Pune Dist.& Barshi in Solapur Dist.
Both the Plants are ISO 9001:2015 certified and we strictly adhere to the best
practices of QC, QA, safety, environmental conservation and sustainability.
Our widespread network across the country and our ability to formulate
products to suit specific client requirements, puts, us in a unique position to
provide unparalleled customer service. We have sales offices in Maharashtra,
Karnataka, Gujarat, Delhi and Haryana and we offer or product and service
across India and overseas through our sales representative.

Chemsol has 3 business verticals namely:

1. Flooring and coatings
2. Waterproofing
3. Resins for paint and ink.

FLOORING AND COATING:

 Production and application of floor materials based on PU and epoxy. Here we

provide a complete flooring solution from surface preparation to the application of
the flooring material. Our prestigious customers include leading automotive
companies, food and pharmaceutical companies, engineering and packaging
companies, chemical and textile companies and IT parks / commercial and
residential facilities.

 1. Resin floor:-

 Under this business segment, we are involved in the manufacture, supply and
application of high performance PU and epoxy based flooring materials for
various applications such as industrial and commercial flooring, parking lots,
complex architectural applications, etc.Epoxy Flooring:-

With a commitment to providing aesthetically pleasing and durable floors that can
withstand the harshest industrial conditions, Chemsol epoxy flooring solutions raise the
bar in the business segment. They can be tailored to suit specific operating conditions and
budgets, as well as functional requirements. Our proprietary resin manufacturing
expertise ensures best in class

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Epoxy flooring solutions for floors of automobile units, heavy engineering
spaces, warehouses and logistics.

 PU concrete floors:-

 At Chemsol, we are preparing a range of polyurethane concrete systems that are a

hybrid of PU and Cement Chemistry. They offer unmatched performance compared
to traditional resin floors. In addition, Chemcrete floors are environmentally friendly,
as the main raw materials come from renewable sources. Our Chemcrete Floors
contain special antimicrobial agents that make the floors extremely hygienic.

 ESD floor:-

 Floors in the electronics industry face a particular challenge. The resulting static
charge has the potential to damage sensitive electronic components. Chemsol
manufactures two types of flooring – conductive flooring and static dissipating
flooring that effectively ground charges while providing excellent chemical resistance
and aesthetic appeal.Water proofing and Construction Chemicals:-

Manufacturing of Entire range of water proofing products like Liquid applied

membranes, PU modified bituminous emulsions, APP and HDPE membranes,
Waterproofing acrylic and PU paints, bonding agents for gypsum, Anti hacking,
concrete Admixtures , Epoxy adhesives, sealants, etc.

 Protective and Decorative Coatings:-

Anti-corrosion and protective coatings for tanks and pipelines, steel structures, fittings
coatings, decorative paints for internal and external walls, etc.
Our factory is located in the thriving industrial area of Jejuri in the Pune district of the
industrially developed state of Maharashtra. Our plant is spread over an area of 100,000
[one lac] square feet and houses a scientifically designed production facility for the
production of 1,000 tons/month of various resins, which can be further scaled up as
required. The in-house Q.C and R&D laboratory houses a wide range of instruments for
precise quality control.

clients

At Chemsol, our products, services and expertise have made us the preferred choice of
many organizations across industries. A fine mix of national and international names, our
client list is very diverse.

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OUR CLIENT

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Over the years we realized and identified that there were two critical gaps in the flooring
and coatings business across India and this led to the establishment of Chemsol where
we view both as major opportunities. One is the need for world-class products and the
other is the need for a reliable partner to install these coatings and floors on-site. On this
foundation is built CHEMSOL, a technologically driven company with its expertise in
the production of the highest quality floors and coatings. Along with this, Chemsol has a
motivated and qualified application team to ensure its perfect installation.

Padmanabh Alat Kulkarni CEO

Chemsol polymer.

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 CHAPTER 4

LITERATURE REVIEW
This chapter consists of summaries of secondary information collected by the researcher
from various journals and books. Together, it outlines the literature and relevant
theoretical model overviews of employee performance that are determined and deeply
outlined with respect to variables. For the determinant of variables, it is important to
know the relationship between the independent variables (gender, age, ethnicity and
education) and the dependent variable (employee performance).

Employee performance

Prasda (2017) defined performance as the act of performing a task or accomplishing or

succeeding. He adds that employee performance is how well an employee effectively
fulfills his job requirements or fulfills his duties in such a way as to achieve good results.
William and O'Reilly (1998) stated that employee performance is characterized using
three rules. The first rule is that worker output meets a performance guideline set by the
organization's external clients. Second, worker performance can be characterized by how
the social practices used in presenting their occupations enhance or maintain workers'
ability to cooperate on subsequent gathering tasks.Employee Effective.

Effectiveness is a function of performance (eg, a value-free driver of employee behavior)

(Borman, et al., 2003). It is the ability of the workforce to produce the right results. It has
to do with employees working on things that create or add value and their ability to
deliver superior quality (Blackard, 2000).

Employee efficiency.

It refers to either the cost of completing a task or the speed at which a task is completed
(Secord, 2003). Blackard (2000) considers efficiency as the total cost of a worker's effort
corresponding to the results achieved. Efficiency is the use of time and materials to
achieve a result (Khan, et al., 2015). Employee effectiveness focuses on how well an
employee can accomplish a task with minimal resources. Effectiveness is the ability to
achieve a cause or achieve a proposed or expected result.

Workplace diversity.

Workplace diversity (WPD) is an idea that implies contrasts between individuals working
in or for an organization. It can also mean that it is a set of different kinds of contrasts
between people and their beliefs about recognizing themselves and others in this
assortment. The idea depicts physical, sociological, or psychological attributes that
characterize an individual or group. These attributes typically include demographic data,
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such as gender, ethnicity, education, socioeconomic background, as well as an
individual's sexual orientation, geographic location, religious or political beliefs.
However, diversity in the workplace goes beyond the recruitment, portrayal or special
treatment of individuals with explicit gender characteristics in an organization. The
authors believe that WPD is a practice in which employers use potential talent or current
workers with equivalent chances to prosper regardless of race, ethnicity, or some other
distinguishing factors (Kerga & Asefa, 2018).

According to (Stockdale & Crosby, 2004), workplace diversity is presented as variations

that affect individuals with reference to acceptance, job performance, satisfaction, career,
or job-related advancement in an affiliated organization. It is gradually becoming
apparent that diversity in the workplace is an increasing reality and organizations should
be able to successfully manage this development as this diversity is also gradually turning
into progress. (Kamps & Engelbrecht, 2011).

Chandra Kumar (2018) Human resources are an essential commodity for any
organization and for some companies, providing a diversified workforce is of prime
concern. While organizations need to diversify their workforce, it is quite difficult for
organizations with increasingly diverse workforces to harness diversity while managing
its potentially destructive consequences. Organizations understand that monetary tools
are used to achieve corporate goals through the joint initiative of a diverse workforce. To
achieve their goals, organizations sometimes need to develop the talent, expertise,
stockings and efforts of their employees to maximize the productivity of their employees
and enable them to tackle bigger challenges. Organizations are made up of citizens and
organizations cannot achieve their goals without workers (Mullins, 2010). This is another
important topic for company management to discuss when reviewing their human capital.

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Richa Goel, (2019) Workplace diversity in a multicultural organization has become a
very critical issue as it affects the competence, effectiveness and overall growth of the
organization. Global corporate value diversifies their workforce. The laws of the new age
also make it mandatory for them. Factors such as work environment, recruitment policy,
selection, training and development and reward management increase workplace
effectiveness. The findings of the study showed that the greater part of the workforce in
the organization is young and the organization maintains a mix of experience and fresh
talent. Inferential conclusions of the study touched on how demographic, cultural,
diversity management programs and diversity
managerial roles are related to the implementation of human resource management
procedures. Finally, the researcher advises global organizations to instruct, prepare and
mentor the upcoming generations to overcome such challenges for future top managers
and sustain thriving businesses in the phase of globalization and challenging evolving
technologies and culture.

Faisal Khan (2019) Every organization needs to embrace

workforce diversity, making a diverse work team each member
has different skills, abilities and capabilities to improve
organizational performance This study aims to investigate the
relationship and influence between demographic variables,
particularly age, gender and diversity education and the
dependent variable Employee performance among employees.

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1
 CHAPTER 5

OBJECTIVE AND SCOPE

OBJECTIVE :

• Explore diversity factors such as age, gender, ethnicity, education and experience level
in the manufacturing company.

• Explore whether there are any correlations between workforce diversity and the
performance indicators identified in the previous objective.

• Explore other factors such as leadership style, organizational culture, training programs,
and inclusion initiatives that may influence the relationship between diversity and
employee performance.

SCOPE:
• Examine the demographic makeup of the workforce, carefully considering variables
such as age, gender, ethnicity, education and experience level.

• Collect data from a variety of sources, including age, gender, employee performance,
and other diversity and inclusion initiatives within the organization.

• Use statistical methods to explore quantitative data, seeking to uncover correlations and
patterns between workforce demographics and employee performance.

• Examine the external factors that may tap into and influence the complex relationship
between workforce diversity and performance.

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2
 CHAPTER 6
RESEARCH METHODOLOGY
A research methodology is a way of explaining how the researcher intends to conduct
his research. It is a logical, systematic plan to solve a research problem. Methodology
details the researcher's approach to research to ensure reliable and valid results that
match their aims and objectives.
Research can be very broadly defined as the systematic collection of data and
information and its analysis for the development of knowledge in any subject.
Research attempts to find answers to intellectual and practical questions using
systematic methods.
Typically, two types of data are used for research purposes. For this survey I have also
collected the following data viz.
A. Primary data
b. Secondary data
Primary Data:
Primary data is that which is collected from fresh sources and for the first time while
conducting research.
For the project, primary research was conducted through a survey instrument consisting
of a structured questionnaire completed by employees in the form of face-to-face
interviews.
Secondary data:
Secondary data is data that has been collected for some other purpose. There are two
types of sources for collecting secondary data:
A. Internal resources
b. External source
Internal sources of secondary data include data generated within the organization.
For example, a workforce diversity survey.
External sources of secondary data are sources outside the organization.

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3
For example, annual publications, books, magazines and the Internet.
Research methodology:
The methodology used for my project is as follows:
Field of study:
The survey was conducted at CHEMSOL POLYMER INDUSTRIES PVT. LTD.
CHINCHWAD, PUNE. The survey was effective in studying the impact of workforce
diversity on employee performance in a company.
Methodological aspects used for information are carried out through a structured
questionnaire.
In this study, the target population is the employees of a manufacturing organization.
 SAMPLE SIZE:
Convenience sampling method which is a classification of non-probability
sampling method is used to collect the responses from the employees and the
selected sample size is 50 employees.
A wide variety of tools have been used to measure the impact of workforce
diversity on employee performance:
 First, it consists of questions related to workforce diversity such as age,
education, gender, ethnicity, etc.
 Second, it is related to the overall correlation of employee performance with
workforce diversity.
 SPSS statistical software was used for data analysis. In this study, the
responses and information collected from the survey were tested using
statistical techniques.
Sample of study:
A sample is the basic unit consisting of elements of the population to be sampled. The
sample population includes employees from a variety of backgrounds. The population
includes employees of various departments in the organization.

Sample design:
The Simple Random Sampling sampling technique was used for sample selection.
The main advantage of simple random sampling is that it guarantees that the selected
sample is representative of the population. This ensures that statically the conclusions
will be valid. In this technique, each member of the population has

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4
equal chance of being selected as a subject. The entire sampling process is done in a
single step, with each subject being selected independently of any other member of the
population.
Data collection tool:

The research instrument used in this study is a structured questionnaire consisting of 24

questions. This was predetermined before the survey was conducted. Questions are open.

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5
 CHAPTER 7
DATA ANALYSIS
This survey was conducted with a sample size of 50 employees.

Gender Diversity:-

S.no Statement Mean SD

1. This organization offers equal opportunity for males 3.99 0.875
and females in terms of growth and development.
2. Management is committed to helping women in work 3.73 0.855
related to the organization.
3. The evaluation system for success is expected to be 2.87 1.094
higher in men than women.
4. Gender diversity plays a great role in making an 3.45 0.918
image of an organization.
5. The organization hires women for good jobs because 2.97 1.054
they are good listeners.
6. Gender diversity helps to develop the overall 3.62 0.944
performance of the bank.

In the above table shows the results of gender diversity in an organization. The
employees feel that they have got an equal opportunity for growth and
development in an organization, and female employees are found to be happy
with the management team. Additionally, to make an excellent corporate image
of the organization, gender diversity plays an essential role and the development
of good performance for it. From the survey, participants feel that organization
hires more female employees than males because they are good listeners. From
the survey, an evaluation system for success rate found more in male staff than
females in a workplace.

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 Age Diversity:-

S.no Statement Mean SD

1. Management includes different age group 3.47 1.003
employees in problem-solving and decision making
processes.
2. Both young and old employees can interact freely 3.72 0.821
with each other in terms of age diversity in our
organization.
3. Younger employee takes more risks to make the 3.63 0.985
organization successful.
4. The younger employee contributes more than the 3.43 1.032
older in an organization.
5. There is no conflict in an organization in terms of 3.21 1.043
diversity of age.
6. Employees of different ages are respected and 3.79 0.848
valued in an organization.

In the above table shows the results of age diversity in an organization.

Employees feel that to solve the problem and take a necessary decision of the
organization , management has included employees on different age groups.
The Survey of this study also indicated that young and old employees could
exchange their viewpoints in terms of age group. Younger employees are more
risk-taking and contribution comparison to the older ones. Age diversity in an
organization does not matter in terms of respect and value given to the
employees, also found that there is no conflict due to the difference in age group
in an organization.

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7
 Education Diversity:-

S.no Statement Mean SD

1. Growth opportunity exists for only those employees 3.31 0.996
who have a higher qualification in education.
2. Lack of confidence in employees due to the lower 3.17 1.011
level of education.
3. The organization gives equal treatment to all 3.23 0.956
employees in terms of diversity of educational
background.
4. The organization assigns the different tasks to the 3.24 1.060
staff based on their qualification.
5. Employee qualification is also the key factor for the 4.15 0.705
growth and development of the organization.
6. A high level of qualification staff deals better in an 3.30 1.102
organization.

In the above given table shows the results of education diversity in an

organization. Employees feel that having higher education have a good chance
of growth opportunity. Different job assignments to the employees in a bank are
also based on the qualifications. Work confidence is very important in a job, so
participants feel that a low level of qualification of education declines the
confidence in employees. Organization treats equal treatment to all the
employees in a workplace even though they came from a different educational
background and also agree that higher employee qualification is also one of the
key factors for the growth and development of an organization.

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 Ethnic Diversity:-

S.no Statement Mean SD

1. The ethnic diversity group is most likely to solve 3.37 0.852
a complex problem in an organization.
2. Ethnic diversity creates a variety of perspectives 3.55 0.773
related to the development of the organization.
3. The ethnic diversity group affects the 3.28 0.846
performance of employees.
4. The organization treats equally to all employees 3.95 0.896
even there came from a different ethnic group.
5. The ethnic diversity group generally improves 3.38 0.792
the quality of decision making.
6. The professional relationship between employees 3.79 0.918
is not affected by the diversity of the ethnic
group.

In the above given table shows the results of ethnic diversity in an organization.
Respondents agree that ab organization’s complex problem can be solved by the
diversity of the ethnic group and creates a variety of perspectives related to the
development of an organization. Performance of employees and improves the
quality of decision making are also affected by the ethnic diversity group.
Further, the study shows that organization treats equally all employees even
though there come from the different ethnic group and also feel that
professional relationship between employees is not affected by ethnic diversity.

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 CORRELATION ANALYSIS

Pearson Correlation between Gender and

Employees Performance

Gender Employee
Performance
Gender Pearson 1 0.584**
Correlation
Sig. (2-tailed) 0.000
N 50 50
Employee Pearson 0.584** 1
Performance Correlation
Sig. (2-tailed) 0.000
N 50 50

In the above given table shows the Pearson correlation between gender
and employees' performance. There is a positive relationship (0.584)
between gender and the performance of the employees. The value of the
correlation coefficient (0.584) falls in the range of 0.50 to 0.70, which is
interpreted as a "moderate positive correlation". The significance of the
relationship is 0.000, which is less than 0.05. So, there is a moderate
positive significant relationship between gender and performance of the
employees.

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 Pearson Correlation between Age Group and
Employees Performance

Age Group Employee

Performance
Age Group Pearson 1 0.738**
Correlation
Sig. (2-tailed) 0.000
N 50 50
Employee Pearson 0.738** 1
Performance Correlation
Sig. (2-tailed) 0.000
N 50 50

In the above given table shows the Pearson correlation between age group and
employees' performance. There is a positive relationship (0.738) between the
age group and the performance of the employees. The value of the correlation
coefficient (0.738) falls in the range of 0.70 to 0.90, which is interpreted as a
"high positive correlation". The significance of the relationship is 0.000, which
is less than 0.05. So, there is a high positive significant relationship between age
group and performance of the employees.

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 Pearson Correlation between Education
and Employees Performance

Education Employee
Performance
Education Pearson 1 0.703**
Correlation
Sig. (2-tailed) 0.000
N 50 50
Employee Pearson 0.703** 1
Performance Correlation
Sig. (2-tailed) 0.000
N 50 50

In the given table shows the Pearson correlation between education and
employees' performance. There is a positive relationship (0.703) between
education and the performance of the employees. The value of the correlation
coefficient (0.703) falls in the range of 0.70 to 0.90, which is interpreted as a
"high positive correlation". The significance of the relationship is 0.000, which
is less than 0.05. So, there is a high positive significant relationship between
education and performance of the employees .

32
 Pearson Correlation between Ethnic Group
and Employees Performance

Ethnic Group Employee

Performance
Ethnic Group Pearson 1 0.739**
Correlation
Sig. (2-tailed) 0.000
N 50 50
Employee Pearson 0.739** 1
Performance Correlation
Sig. (2-tailed) 0.000
N 50 50

In the given table shows the Pearson correlation between ethnic groups and
employees' performance. There is a positive relationship (0.739) between ethnic
groups and the performance of the employees. The value of the correlation
coefficient (0.739) falls in the range of 0.70 to 0.90, which is interpreted as a
"high positive correlation". The significance of the relationship is 0.000, which
is less than 0.05.So, there is a high positive significant relationship between
ethnic group and performance of the employees.

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 CHAPTER
FINDINGS
1. Equal opportunities provided to all employees for their promotion or development
opportunities are based on merit rather than gender, contribute to higher job
satisfaction.

2. The analysis indicates a tangible increase in the participation of women in

leadership roles, which reflects a positive trend in breaking down gender barriers
and promoting diversity in senior management.

3. The analysis underlines the importance placed on efficiency

communication within the organization, recognizing the unique strengths that
women bring to these roles.

4. Gender diversity has been observed to play a vital role in enhancing the overall
performance and success of an organization.

5. These findings underscore the perceived value of age diversity in contributing to

effective problem-solving and decision-making within an organization.
Employees seem to value the freedom to exchange ideas, share experiences and
collaborate acrossghy age groups.

6. The organization can further promote a culture of innovation and risk-taking to

ensure that all employees, regardless of age, feel empowered to bring new ideas
and initiatives.From the analysis, it will reinforce the importance of age diversity
as a strength and consider other initiatives to maintain a conflict-free environment,
such as training programs, mentoring opportunities and open forums for dialogue
on age-related issues.

7. I feel included, valued and respected in this organization as

leaders / managers value the opinion of employees and also listen to their ideas and
opinions and make decisions accordingly.

34
8. The analysis found that it is essential to understand the specific contexts in which
employees believe that certain age groups make significant contributions and whether these
perspectives
align with organizational goals.
8. It has been observed that employees may believe that higher
qualifications contribute positively to career progression and access to growth
opportunities.

9. The analysis highlights a significant trend where employees can perceive the
connection between education and self-confidence.
confidence.

10. The analysis reflects well on the organization's efforts to create an inclusive and
equitable workplace and emphasizes that employees from diverse educational
backgrounds are treated fairly and have equal opportunities for growth and success.

11. The analysis reflects the belief within the organization that employees with higher
qualifications are perceived as better.
12.. Data analysis reflects that employee qualifications are a
an important factor affecting the growth and development of the organization

13.. The organization that ethnic diversity contributes significantly to the effectiveness
of problem solving, especially in
organization.

14.. The analysis shows that an organization that ethnic diversity significantly
contributes to different perspectives ultimately shapes the development of the
organization.

15. The analysis shows that organizations in which ethnic diversity within groups
positively affects performance
employees.

16.. The analysis highlights the shared belief among participants that the organization
is perceived as one that promotes equal treatment
employees from different ethnic groups.

35
 17. The analysis shows that the organization values diversity and has created a work
culture where individuals from different ethnic groups can engage in professional
interactions without negative consequences.

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 CHAPTER 9
SUGGESTION AND RECOMMANDATION
Diversity benefits both the employee and the organization. Although both are
interdependent, mutual respect and appreciation and differences can increase
productivity. Diversity is not about differences between groups, but rather about
differences between individuals because each individual is unique.

• HR managers are advised to incorporate various principles such as promoting a

common language in the organization, running incentive programs and encouraging
employee participation.

• The organization should focus on minimizing favoritism such as religious groups,

language groups, etc. to avoid dissatisfaction among members of different groups.
• Organizations should design diversity programs, seminars, activities etc. to reduce
these differences and to increase the employee’s acceptance of diverse colleagues.

• Promoting and mentoring programs in order to transfer knowledge and experience

between generations, since young groups have innovative outlook and energy but older
group have years of experience and skills. Such diversity programs also help in
improving the cross cultural interactions, minimizing pattern of inequality and modifying
organizational leadership practices.

• Training and development practices should be provided together to create interest and
enhance better understanding of work as well as team spirit.

• Equal treatment should be given to all diverse groups. Organizations should ensure their
employees that they care about them. This acceptance of diversity has the potential to
transform today’s organizations.

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 CHAPTER 10
CONCLUSION
Workforce diversity refers to the individual differences and similarities of
people, i.e. personality, gender, race, ethnicity, region, marital status, work
experience. The findings revealed that all four parameters of workforce diversity
– age diversity, gender diversity, ethnic diversity and educational diversity had
an impact on employee performance.

The study concludes that there is a positive moderate significant relationship

between educational diversity and employee performance. In these
organizations, according to the respondents' perception, the recruitment process
and obtaining a specific position in the organization is strictly according to the
set standards and education, which can help in improving employee
performance.

The study concluded that there is a positive significant relationship between ethnic
diversity and employee performance. Different customs, culture, language, religion
influence the performance of employees in the organization. Organizations that are
ethnically heterogeneous, with ethnic team members, may be less distinctive and thus
cause less disruption. The study further concluded that there is a positive and moderately
significant relationship between age diversity and employee performance. Respondents
perceived that a diverse workforce working together has an impact on their performance.

The study also concluded that there is a positive and moderately significant relationship
between gender diversity and employee performance. Although gender discrimination is
still experienced in the hiring process, employees still perceive that gender diversity plays
a role in influencing employee performance.

Overall, four parameters of workforce diversity namely gender diversity, age diversity,
educational diversity and ethnic diversity had a moderate and positive significant effect
on employee performance.

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 CHAPTER -11
LEARNING OUTCOME FROM THE PROJECT
Impact of Workforce Diversity on Employee Performance is designed to offer
participants a comprehensive learning experience. Through this undertaking, individuals
will gain a deep understanding of the complication of workforce diversity, examining
factors such as age, gender, ethnicity, and cultural background. The research
methodology skills acquired during the project, including data collection, sampling, and
statistical analysis, will enhance participants' ability to conduct rigorous investigations.
Additionally, a thorough literature review will sharpen their awareness of existing
theories and empirical studies in the field. The project will develop critical thinking skills
by requiring participants to evaluate the impact of workforce diversity on employee
performance and propose potential solutions. Improved communication skills will be a
natural outcome as participants articulate their findings through reports or presentations.
The project also offers insights into organizational culture and its role in shaping attitudes
toward diversity, fostering awareness of the link between inclusive cultures and positive
employee performance.. The implications of research findings for organizational policies
will underscore the practical applications of the project, and ethical considerations will be
woven throughout the research process. Ultimately, it will emerge with a holistic skill set,
including teamwork, continuous learning, and an ability to navigate the complex terrain
of workforce diversity and its profound impact on employee performance.

• Gain a comprehensive understanding of workforce diversity, including aspects such as

age, gender, ethnicity, cultural background and other relevant dimensions.

• Develop expertise in designing and implementing research methodologies, including

data collection techniques, sampling strategies and statistical analysis.

• Improve skills in conducting a thorough literature review to understand existing

theories, models, and empirical studies related to workforce diversity and employee
performance.

• Acquire skills in data analysis using statistical tools to interpret and draw conclusions
from collected data. This may include correlation analysis, regression analysis or other
relevant statistical techniques.

39
• Prepare for continuous learning by staying abreast of the latest research and
developments in workforce diversity and employee performance.

• Together, these learning outcomes contribute to a well-rounded understanding of

the complexities surrounding workforce diversity and its impact on employee
performance, preparing individuals for roles in human resources, management and
organizational development.

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 CHAPTER -12
CONTRIBUTION TO THE HOST
ORGANIZATION
Contribution to the host organization as an HR intern on the topic Impact of
workforce diversity on employee performance.

As an HR professional leading an investigation into "The Impact of Workforce

Diversity on Employee Performance" in our organization, my contributions
extend beyond the field of research; they translate into tangible improvements
for our workforce and overall organizational success. By delving into this critical
intersection, I aim to provide data-driven insights that inform strategic decision-
making. With a nuanced understanding of how diversity impacts employee
performance, I am prepared to develop tailored recruitment strategies that attract
a diverse talent pool and contribute to a richer and more innovative workforce. In
addition, these findings will guide the creation of targeted training and
development initiatives to ensure that our employees, regardless of their
background, receive the support they need to thrive. This research will also play
a key role in shaping and improving our diversity and inclusion policies,
promoting an environment where everyone feels valued and empowered.
Additionally, by focusing on the complexities of team dynamics and conflict
resolution within different teams, I want to enhance collaboration and
productivity. Establishing key metrics related to diversity and performance will
not only measure the effectiveness of our initiatives, but also ensure continuous
improvement. Ultimately, my work on this topic is focused on transforming
insights into actionable strategies that cultivate a workplace where diversity is a
driver of excellence, innovation and employee well-being.

This research can provide valuable insights into how workforce diversity affects
employee performance within an organization. This knowledge will enable data-driven
decision-making and allow the company to implement targeted strategies to leverage the
benefits of diversity. With a better understanding of how diversity affects performance,
this can contribute to the development of recruitment strategies that actively seek out a
diverse talent pool. This can lead to a more inclusive and diverse workforce, which has a
positive impact on creativity and problem solving. By identifying factors linking diversity
to employee engagement and satisfaction, which can help design initiatives that promote
inclusive and supportive work environments. This in turn can increase employee morale
and commitment.

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 CHAPTER -13
REFERENCE
https://papers.ssrn.com/
CONCEPTUAL FRAMEWORK: THE IMPACT OF WORKFORCE DIVERSITY ON
EMPLOYEE PERFORMANCE SHUCHI GUPTA, DR. SHALLU AGGARWAL.
https://shodhganga.inflibnet.ac.in/
WORKFORCE DIVERSITY AND ITS EFFECT ON EMPLOYEE PERFORMANCE A
STUDY BY CHAUDHARY SWATI .
https://www.chemsolpoly.com/ https://www.google.com/
https://lumiformapp.com/templates/workplace-diversity-survey- questionnaire_33266
https://www.questionpro.com/survey-templates/workplace-diversity-survey-template/
https://www.researchgate.net/ https://internationaljournals.co.in/

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 CHAPTER- 14
ANNEXURE

 Gender Diversity:-

S.no Questions
1. This organization offers equal opportunity for males and females in
terms of growth and development.
2. Management is committed to helping women in work related to the
organization.
3. The evaluation system for success is expected to be higher in men
than women.
4. Gender diversity plays a great role in making a corporate image of
an
organization.
5. The organization hires women for good jobs because they are good
listener.
6. Gender diversity helps to develop the overall performance of the
organization.

 Age Diversity:-

S.no Questions
1. Management includes different age group employees in problem-
solving and decision making processes.
2. Both young and old employees can interact freely with each other in
terms of age diversity in our organization.
3. A younger employee takes more risks to make the organization
successful.
4. The younger employee contributes more than the older in an
organization.
5. There is no conflict in an organization in terms of diversity of age.
6. Employees of different ages are respected and valued in an
organization.

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 Education Diversity:-

S.no Questions
1. Growth opportunity exists for only those employees who have a
higher qualification in education.
2. Lack of confidence in employees due to the lower level of education.
3. The organization gives equal treatment to all employees in terms of
diversity of educational background.
4. The organization assigns the different tasks to the staff based on their
qualification.
5. Employee qualification is also the key factor for the growth and
development of the organization.
6. A high level of qualification staff deals better in an organization.

 Ethnic Diversity:-

S.no Questions
1. The ethnic diversity group is most likely to solve a complex problem
in an organization.
2. Ethnic diversity creates a variety of perspectives related to the
development of the organization.
3. The ethnic diversity group affects the performance of employees.
4. The organization treats equally to all employees even there came
from a different ethnic group.
5. The ethnic diversity group generally improves the quality of decision
making.
6. The professional relationship between employees is not affected by
the diversity of the ethnic group.

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