that incorporation of selection & recruitment process is found significantly correlated with effectively utilizing diversified work force. Correlation value between selection & recruitment process is found as 0.653 at 95% confidence level. Second highest correlation value is calculated as 0.542 between incorporation of training & development process and effectively utilizing diversified work force explaining slightly low relationship as compare to selection & recruitment process and effectively utilizing diversified work force but still significantly high.
Item Remuneratio n & reward Performance appraisal Incorporation of training & development process Incorporation of selection & recruitment process Effects on the organizational efficiency remuneration & 1 3.7 3.8 3.9 4 4.1 4.2 4.3 4.4 4.5 4.6 4.7 Effs on the organizational efficiency selection & recruitment process training & development process performance appraisal
rem uneration & rew ard system
reward system performance appraisal 0.453 1 incorporation of training & development process 0.324 0.563 1 incorporation of selection & recruitment process 0.526 0.482 0.712 1 Effects of work force diversity on the organizational efficiency 0.387 0.409 0.542 0.653 1
Table 5 (Correlation Matrix)
56. Correlation value between remuneration & reward remained as 0.387 which is also significantly high but not like other three independent variables. The results are slightly different from earlier studies due to changing socio-economic environments of Pakistan.
57. Regression Analysis. Regression analysis was applied to know the interdependence of two variables. Results show that a total 58 % of the variation in effects of work force diversity on the organizational efficiency is explained by the four predicting variables of this study. The values of coefficient of determinations are found as 0.080, 0.057, 0.509 and 0.607 for remuneration & reward, performance appraisal, incorporation of training & development process and incorporation of selection & recruitment process respectively. While the t values for all the independent variables remained more than 0.9 showing significant relatedness and predicting qualities of the coefficients. In nutshell, regression analysis shows that 58% of the effects of work force diversity on the organizational efficiency depends upon remuneration & reward, performance appraisal, incorporation of training & development process and incorporation of selection & recruitment process while rest of 42% dependence is unexplained or explained by other variables which are not taken in this study.
Regression Statistics Multiple R 0.659 R square 0.584 Adjusted R Square 0.425
Coefficient Standard Error t stat
Remuneration & reward 0.080 0.087 0.916 Performance appraisal 0.057 0.054 1.064 Incorporation of T & D process 0.509 0.071 7.172 Incorporation of S & R process 0.607 0.064 2.054
Table 6 (Regression Table)
DISCUSSION
58. Conclusions.Research on management of workforce diversity in Telenor Pakistan has been sparse and has not adequately assessed the extent to which diversity practices identified in the literature are being used by the Organisation. Hence this study sought to examine how effectively Telenor Pakistan is using good human resource management practices to manage workforce diversity. The study also investigated the challenges and benefits of workforce diversity.
59. The main research question sought to assess the use of diversity practices at the overall level by combining the four human resources functional areas together. The results revealed that, overall; the use of diversity practices in Telenor Pakistan is “excellent”. This was indicated by the fact that the human resources combined variable had scored a mean of 4.33, sufficiently higher than the mid-point of the scale. There are a number of explanations for the presence of good diversity management practices in Telenor Pakistan. Firstly, workforce diversity has assumed the status of a key success factor in business and society since the mid-1980s. This concept is not new for the organizations in telecom sector of Pakistan. Acceptance and integration of workforce diversity practices take a considerable amount of time (Council for EEO, 1990; Industry Task Force, 1995). Secondly, it appears that in managers Telenor Pakistan pay particular attention to workforce diversity because local employees do not create many problems and appear to comply willingly with organizational rules and regulations.
60. Research question 1 examined the adequate use of effective recruitment practices for managing workforce diversity. The analysis of data revealed that
diversity practices in recruitment had a mean of 4.03, indicating that diversity practices in this function has been fully applied by the Organisation. Recruitment provides the entry point for this diverse pool of talent. The absence of good diversity practices in the recruitment process may result in the failure to benefit from a multicultural workforce in the future. The results of this study indicate that there is strong top management support for recruitment (mean = 4.77), this support translates into effective policies and practices at lower levels. There is adequate inclusion of locals on selection panels and in human resource departments. In addition, there are adequate policies and programs for the recruitment of local employees. Telenor Pakistan appears to be capitalizing on the abundance of skills that exist in Pakistan. The findings of this study indicate that adequate attention is being paid for development and use of proactive recruitment policies and practices to manage
Workforce diversity effectively.
61. Research question 2 dealt with the adequacy of diversity practices in the training and development function. Past research has indicated that the increase in the shortage of skilled labour, the increasing competitive environment and the rapid rate of change puts an organisation under pressure to adapt to these changes, through effective training programs and courses to empower its diverse workforce (Jackson et al., 1992; Loveman and Gabarro, 1991). Thus, it is heartening to find that in the wake of the growing need for training and development, the findings of this study indicated “well above average” performance by the Organisation in training and development for diverse employees (mean = 4.20). Organisation seems to be willing to adopt appropriate diversity practices to manage the training and development function more effectively. While training and development improves an employee's knowledge and skills, it also serves to reduce turnover. Programs for training and developing local employees can help to reduce the feeling of alienation and provide career paths for these employees. The results indicated that while identification and assessment of training needs is good and relevant training programs to deal with diversity are also adequate. For example, there are adequate programs to deal with issues such as cultural sensitivity, stereotyping and managerial skills for working in a multicultural environment. In addition, the Organisation appears to be paying enough attention to developing the English language skills of multicultural employees.
62. Research question 3 addressed the issue of diversity practices in relation to performance appraisal. Good diversity practices in the area performance appraisal are essential to reduce discrimination in recognition of merit and break the glass ceiling (Powell and Butterfield, 1994). The findings indicated that Telenor Pakistan has good diversity management practices in the area of performance appraisal (mean = 4.57). Respondents were emphatic that appraisal ratings focused on the individual's performance and not personality (mean = 4.19). In addition, respondents stated that objective criteria were used and that local employees did not have to be higher performers than others to get promoted. These findings are encouraging and indicate
that managers do not discriminate against multicultural employees when assessing employee performance. In addition, there is direct intervention by top management to ensure that diversity goals are met (mean = 3.73). In addition, the practice of including local employees on promotion panels is common.
63. Research question 4 sought to compare the remuneration of multicultural employees. Past research has indicated that a lack of career planning and organizational discrimination in promotional opportunities against diverse employees creates mistrust, deteriorates morale and results in wage disparities (Loveman and Gabarro, 1991; Morrison, 1992; Schreiber et al., 1993). Contrary to the fears of the researchers, the results of this study indicated that Telenor Pakistan do not discriminate against diverse employees in the area of remuneration (mean = 4.53). Overall, diversity practices in the area of remuneration and benefits appear to be quite adequate. In all 12 areas of remuneration, respondents indicated that there was no significant difference between multicultural employees and others.
64. Research question 5 aimed to assess the extent to which workforce diversity was considered a problem/challenge by the Organisation. Researchers consider workforce diversity as an enormous challenge which requires cross cultural understanding in a constructive and creative manner, through establishing a cooperative, harmonious and productive working environment (Council for EEO, 1990; Office of Multicultural Affairs, 1989; Industry Task Force, 1995). However, the results of this study appear to indicate that Telenor Pakistan do not see workforce diversity as presenting major problems/challenges to their organisation (mean = 4.11). Local employees do not have higher absenteeism or turnover rates. The Organization did not experience any cross-cultural problems, communication problems or increase in training costs. In fact, local employees appear to be adapting well into the organisation culture. These positive perceptions about local employees are good.
65. Research question 6 sought to assess the extent to which Telenor Pakistan seeks to benefit from workforce diversity. Past research has indicated that workforce diversity can create opportunities not achievable in the traditional workforce (Cox and Blake, 1991; Hall and Parker, 1993). The findings of this study indicated that the Organisation strongly believe that workforce diversity can provide substantial benefits (mean=4.46). Respondents sought benefits such as improved competitive advantage, higher productivity, greater participation and increased motivation from local employees.
66. In summary, the findings indicate that Telenor Pakistan believes they can increase productivity considerably through effective management of diversity in the workforce. The overall performance in management of workforce diversity is excellent. However, room for positive changes exists in the areas of recruitment and selection and training and development.
67. We as students of HRM can just recommend the international/multi national organizations (in this case Telenor) within the sphere of our knowledge, exposure and literature survey. It is recommended that Managers at Telenor Pakistan can improve handling of diversity issues by following these eight behaviors: -
a. Embrace diversity: Successfully valuing diversity starts with accepting
the principle of multiculturalism. Accept the value of diversity for its own sake —not simply because you have to. You need to reflect your
acceptance in all you say and do.
b. Recruit broadly: When you have job openings, work to get a diverse
applicant pool. Avoid relying on referrals from current employees, since this tends to produce candidates similar to your present workforce.
c. Select fairly: Make sure your selection process doesn’t discriminate.
Particularly, ensure that selection tests are job-related.
d. Provide orientation and training for minorities: Making the transition
from outsider to insider can be particularly difficult for nontraditional employees.
e. Sensitize all employees: Encourage all employees to embrace diversity.
Provide diversity training to help all employees see the value in diversity. f. Strive to be flexible: Part of valuing diversity is recognizing that
different groups have different needs and values. Be flexible in accommodating employee requests
g. Seek to motivate individually: You need to be aware of the background,
cultures, and values of employees. What motivates a single mother with two young children and who is working full time to support her family is likely to be different from the needs of a young, single, part-time employee or an older employee who is working to supplement his or her retirement income.
h. Encourage employees to embrace and value diverse views: Create
traditions and ceremonies that promote diversity. Celebrate diversity by accentuating its positive aspects. But also be prepared to deal with the challenges of diversity such as mistrust, miscommunication, and lack of cohesiveness, attitudinal differences, and stress.
68. Limitations of the study. This study has some limitations. First, this study focused only on multiculturalism. Other dimensions of diversity, such as age and gender, were not included in this study. Second, the research design combined local employees. The aim was to assess the general use of diversity practices within the Organisation irrespective of employees' country of origin. Third, the respondents in this study were mostly part of the ``management'' team. Hence, it is likely that their responses to the adoption and efficacy of diversity management practices have a positive bias.
69. Implications for future research. The findings of this study have several implications for future research. First, this study focused only on four human resources areas. Future research can assess the use of diversity management practices in other areas such as leadership, teamwork, decision making, etc. Second, the respondents of this study were human resources managers in various departments related to HR. This study can be replicated using ``employees'' as a sample. This will facilitate a comparison of ``employer'' and ``employee'' perceptions of the extent of diversity management practices in Telenor Pakistan. Third, this study used a questionnaire for collection of data. Researchers can adopt “triangulation” (collecting data using three different methods), so as to enhance the reliability of the results of the study. For example, focus groups and interviews may actually capture other diversity issues. Finally, this study can be replicated in other Organizations to assess diversity management performance in the in the telecommunication market of Pakistan.
Annexure A INTERVIEW QUESTIONS
Q-1: Describe briefly a typical day at your work? Q-2: Why did you join the Telenor Group?
Q-3: What are the best parts of your work?
Q-4: How would you describe Telenor’s work environment?
Q-5: If you should choose one word to describe Telenor, what would it be? Q-6: Can you describe a special event that you especially enjoyed?
Q-7: Describe your career in Telenor so far Q-8: What are your professional goals?
Q-9: What do you enjoy doing in your spare time?
Q-10: In your opinion your organisation adequately use effective recruitment practices for managing workforce diversity?
Q-11: Is your organisation adequately uses effective training and development practices for managing workforce diversity?
Q-12: Do you think your organisation adequately use effective performance appraisal practices for managing workforce diversity?
Q-13: Do multicultural employees perceive a difference in the remuneration and rewards they receive compared to other employees in the organisation? Q-14: To what extent is workforce diversity considered a problem/challenge by your organisation?
Q-15: To what extent is workforce diversity considered to be beneficial to your organizations?