Workforce diversity management and employee in-role performance in the Ghanaian multinational mining companies: Does duty orientation and diversity strategy matter?

Abstract

The study examined the relationship between workforce diversity management and employees' in-role performance in multinational mining companies in Ghana, with duty orientation and diversity strategies as intervening variables. Drawing from social exchange theory, the study collected data from 368 employees across 8 multinational mining companies in Ghana. The study employed partial least squares structural equation modelling (PLS-SEM), available in the SmartPLS software, for data analysis. The results revealed a significant positive relationship between workforce diversity management and employee in-role performance and duty orientation. The study also found that duty orientation mediates the relationship between WDM and employee in-role performance. However, diversity management strategies did not moderate the relationship between WDM and employee in-role performance. The findings provide insights for mining companies to focus on implementing policies that foster inclusiveness, combat racism, and incorporate employees' cultural differences in the workplace.