2.

0 Review of the Related Literature

The Influence of Personality Dimensions on Organization Performance, 2012 Davis Mkoji and Dr. Damary Sikalieh In of the 21st century, one as of the most critical on topical

issues in the study of organizational behaviour is the effects workforce diversity is such that to personality organizational capitalize on performance. In todays global and competitive environment, the general without diversity consensus are the organizations perform that for better diversity that than diversity likely to organizations Workforce and includes region,

advantages It stands

brings. that work

refers

employees race, income,

individual individuality status,

differences

similarities. personality, sexual

gender,

nationality, marital

ethnicity,

orientation,

experience,

perceptions among others that uphold organizational core values. On the other hand, organizational performance can be defined as when an organization all that meets its On the set the view targets external contrary, that using putting and the into Social (with consideration dimensions Categorization Kinicki, other personality, internal

influence. holds

theory

homogenous four

similar characteristics) workforce leads to better performance. examines workforce diversity dimensions namely; personality which represents extraversion, introversion, agreeableness, conscientiousness, emotional stability, openness to experience, internal dimension which represents, ethnicity, race, religion, culture, sex, physical ability while external represents, background, work job experience, which marital income. status, The fourth educational one is an and satisfaction, dimension

organizational

represents

departments

designations therefore for the purpose of this paper we will

concentrate

on

personality

dimension

and

how

it

affects

or

influence performance in an organization. The Kenya Medical Research Institute (KEMRI) is a state corporation established under the Science and Technology Act of Parliament of 1979, and is mandated to conduct human health research in Kenya that can be applied towards the improvement of health. It has a workforce of over 1,113 employees and located in three diverse geographical possess locations diverse in Kenya. These employees individually work-group dimensions

that may influence negatively or positively the performance of KEMRI. With this kind of heterogeneous workforce diversity at KEMRI there was a need to establish whether diversity hinders or enhances examine to the what organizational Hence KEMRI extent and some more of performance a good these of the at entire to in play organization. presented opportunity

dimensions

influence the organizational performances in the context of a developing country specifically, public research institution heavily supported by donor funding. Therefore, this study specifically, looked at how workforce diversity dimensions in KEMRI such as personality are have influenced its corporate their performance particularly in terms of organizational performance. Corporate organizations generally concerned with performance which creates a competitive strategic advantage in differentiating themselves from other firms and to enhance the firms general output. Although the relationship between workforce diversity such as personality and organizational performance in the private commercial companies has been fairly well studied and documented especially in developed countries, the issue has not received adequate attention in the case of public owned donor funded organizations, particularly those located in the developing

World.

More

specifically, in Kenya and

this no

subject

has

not

been

studied in

adequately

studies

have

been

undertaken

public research institutions supported heavily by donor funding. Although it is generally known that there is limited research work on how workforce diversity in Kenyas of influences public organizational there is or performance of particularly in sector,

clear evidence that workforce diversity affects the functioning organizations terms performance, positively negatively. Generally, most public institutions in Kenya have a diverse workforce, and an organizational culture that clearly influences in terms how of they function either as organizations. or Given that organization performance is shaped by the workforce dimensions performance collectively individually, there was a need to profile the actual dimensions at play, in terms of personality, to see whether this particular dimension influences literature personality institutions this the performance it is of an organization. that been sought the owned From of the how review, apparent has not issue donor

dimensions

influence

public

funded studied

performance that

adequately to how

particularly in the developing country context. It is against background this study workforce diversity dimensions such as personality, has influenced KEMRIs corporate performance. The Heterogeneous Effects of Workforce Diversity on Productivity, Wages and Profits, 2013 Andrea Garnero and Franois Rycx Efficient management of human resources (HR) is a key issue for firms economic success. It does not only consist in dealing appropriately with single workers demands, bureaucratic procedures or institutional settings. Properly managing HR also

(and perhaps mostly) implies finding the right workforce mix and to make the most of workers skills. A diverse workforce, with respect to education, experience or physical stamina, is often needed due to the variety of tasks that have to be performed within firms. Labour diversity may also benefit firm productivity if it fosters complementarities (e.g. between highand low-skilled workers), generates spill overs (e.g. knowledge transfers between more and less experienced workers), makes the workplace more enjoyable (e.g. educational/skills diversity could be appreciated by employees) or stimulates demand (e.g. customers may prefer companies that have a diverse workforce).1 The downside of diversity, however, is that it may lead to misunderstandings, communication problems, personal conflicts or negative reactions from stakeholders that undermine performance Todays heterogeneous: phenomenon. quotas become or an labour ageing, in force is getting womens more and more labour under thus

migration, many

increased are has to

participation and technological change are key drivers of this Moreover, affirmative essential countries Workforce concern. companies diversity have legislative pressure to diversify their workforce either through action. business Firms manage

diversity both internally (i.e. among management and staff) and externally (i.e. by addressing the needs of diverse customers, suppliers or contractors). As a result, an increasing number of firms employ a diversity manager whose task is to ensure that diversity does not hamper productivity but may contribute to the attainment of the firms objectives. From the workers point of view, labour diversity may also generate benefits or losses. The latter may be the result of a more (or less) enjoyable working environment, but they may also derive from a higher (or lower) wage. According to competitive labour market theory, workers are

paid

at

their

marginal

revenue

products.

Hence,

if

labour

diversity affects productivity, it may also influence workers earnings. The diversity findings empirical on must often evidence be regarding is very the impact caution of labour of

productivity

inconclusive. with

Moreover, because

interpreted

methodological and/or data limitations. In addition, studies on the wage effects of diversity are almost non-existent. Finally, only few papers examine whether the diversity-productivity nexus is influenced by specific working environments. However, from the point of view of maximizing productivity, the optimal degree of diversity is likely to depend on the nature of the production unit and its technology. For instance, it has been argued that traditional industries, which are essentially characterized by routine sectors tasks, In may might be better from off with a more as it homogeneous stimulates workforce. contrast, more high-technology/knowledge-intensive diversity

benefit

creative thinking and innovation. The aim of their paper is threefold. First, we put the relationship test, taking between advantage labour of diversity to (measured Belgian through linked education, age and gender) and firm productivity to an updated access detailed employer-employee (hereafter LEE) panel data for the years 19992006. These data offer several advantages. On the one hand, the panel covers a large part on of the private sector, (i.e. provides on the as accurate wide information of average and firm productivity

average value added per hour worked) and allows to control for a range worker characteristics (such education, age, sex, tenure, occupations, working time, labour contracts, firm size, capital stock and sector of activity). On the other hand, it enables to compute various diversity

indicators and to address important methodological issues such as firm-level invariant heterogeneity and endogeneity. Secondly, we examine how the benefits or losses of labour diversity are shared between workers and firms. Therefore, we estimate the impact of labour diversity respectively on mean hourly wages and productivity-wage nexus test varies the gaps (i.e. profits) at the More we firm level. we and Finally, we investigate whether the diversity-productivity-wage across working with of environments. the degree of Therefore, precisely, rely on interaction intensity technological

knowledge

sectors.

three

complementary taxonomies of industries developed by Eurostat in 2012 and by OMahony and van Ark in 2003. The International Status Quo of Cultural Diversity Management Petra Koeppel, Junchen Yan and Joerg Luedicke Diversity American Civil management, Rights a concept is that originated taking in root the in

movement,

gradually

Europe. Originally conceived as a measure to implement equal rights, it has developed into a management tool applied in order to make better use of human resources. In both, the USA and Europe, companies feel the global impact which on the one hand builds up increased competition on the domestic markets, on the other hand opens up opportunities to enter new markets and to benefit from location advantages in production and development processes. A company that is operating on a global scale today has to assert itself in various markets with various cultures. In addition, the corporate structure has to adjust itself to a very dynamic and heterogeneous environment: rigid hierarchies and long chains of communication have to be amended in favour of flexible systems which can adjust quickly to changed conditions and, even better, pre-empt future developments. In order to be

able to survive in a competitive environment, resources have to be used in both an efficient as well as flexible manner, and this applies to the staff, too. Employee know-how and skills become crucial in high-technology sectors, their combination and targeted application are success criteria in the provision of innovative products and services. These are the requirements of the companies; the societies on the other side are becoming increasingly pluralistic and individuals and sub-groups stand out from the big homogenous crowd. Among others, the following tendencies should be mentioned, one, more and more women shift their be activities from family of to professional life. Secondly, people with diverging sexual orientation require their needs to respected. Members own different and religious is denominations on their and demonstrate religious their beliefs. values behaviour based

European

integration

progressing

immigration from European and non-European countries increases cultural diversity within the population. The new Bachelor and Master unknown system up to at the universities lastly, are generates of up, graduates with diverse levels of proficiency and a variety of study courses now. passed And down Forms family women, structure men and traditionally breaking

children live together in new constellations. As needs, a consequence, and different qualifications, This lifestyles, mix

values

experiences

emerge.

heterogeneous

passes through to the labour market and has to be taken into account when recruiting and appointing staff. In the process of merging the demand of companies with the supply on the labour market, a certain fit needs to be achieved, however, this has to be coordinated. This is where diversity management comes in, which will be presented in the following survey as a tool to take advantage of the resource diversity.

Continuing the Diversity Journey, 2008 European Commission There are major challenges facing Europe. Technological

advances, economic challenges, globalisation and an ageing and increasingly diverse population are generating profound changes in our societies. Through the twin processes of globalisation and localisation, the business horizons of European companies continue to shift and expand beyond national boundaries. Although the vast majority of European small and medium-sized enterprises (SMEs) operate at the local level, the opportunities and challenges they face are inextricably linked to processes taking level, aspect place a of more and across regions, countries and continents. base, Europe market central which Regardless of whether a company operates at global or local diversified workforce is business. society, becoming Companies customer an across structure increasingly

doing

recognise this are likely to do better than those that do not in this constantly shifting environment. The diversity of our population is an increasingly striking feature of todays Europe. Diversity means several things but the term is generally used to describe entities with members who have across ethnic identifiable at least six sexual differences. clear In the European age, context, race and and diversity can be defined from a policy and legal perspective strands: gender, origin, orientation, religion and belief,

disability (4). Existing EU legislation covering these diversity strands had to be incorporated into the legislation of each EU Member State, which means in turn that companies have to comply with that legislation and should include all six strands in their diversity policies.

In order to understand the significance of diversity for business, however, it is also important to go beyond this definition; to go under the surface of the strand-specific approach and to consider the learnt aspects of difference such as the attributes of individuals and even and communities leadership different types of knowledge acquisition, communication styles, personal expertise. At the simplest level, diversity and inclusive management can be understood as a process intended to create and maintain a positive work environment where the similarities and differences of individuals are valued. The objective of this is to ensure that all can reach to an their potential and maximise goals their and contributions objectives. In reflecting on the challenges and opportunities presented by increasing diversity across Europe, company leaders can also seek to use diversity inside and outside the organisation as a form of capital in its own right. As such, a diversity agenda helps companies not only to reflect on the diversity of their operational and human resource environment for good moral and ethical reasons, but also to use it to maximise their competitive advantage. In brief, a focus on diversity can provide a sustainable business opportunity for all. At both global and local levels, the search for talent and improved competitiveness key challenges for small and large companies alike rides on the ability to respond successfully to diversity within economies and societies. While many companies are keen to implement the necessary changes to realise this during times of economic organisations strategic skills, professional abilities

growth, when faced with stagnation or possible recession they are understandably more wary. But companies with a clear focus on an inclusive diversity agenda are perhaps more likely to survive hard times than those that are not willing to reassess the way they recruit employees and with whom and how they do business. Those that decide to take the opportunities and face the challenges of diversity start on a continuing journey; one that can lead not only to a more inclusive workforce but also one which can lead to improved efficiency, productivity and profits. Diversity in the Workplace: Benefits, Challenges, and the

Required Managerial Tools, 2008 Kelli A. Green, Mayra Lpez, Allen Wysocki, and Karl Kepner The worlds among increasing people from globalization diverse requires beliefs, more and

interaction

cultures,

backgrounds than ever before. People no longer live and work in an insular marketplace; they are now part of a worldwide economy with competition coming from nearly every continent. For this reason, profit and non-profit organizations need diversity to become more creative on and open to change. has Maximizing an and capitalizing workplace diversity become important

issue for management today. Supervisors and front-line managers could benefit from

reading this paper. Supervisors and managers are the targeted audience because they need to recognize the ways in which the workplace managing is changing, evolving, a and diversifying. Since diversity remains significant organizational

challenge, managers must learn the managerial skills needed in a multicultural work environment. Supervisors and managers must be

prepared associates dignity.

to and

teach to

themselves so that

and

others is

within in treated

their both with

organizations

value

multicultural

differences

customers

everyone

The paper has been designed for managers to effectively manage in the diverse workforce the populations. challenges effective It of provides managing a a general diverse managing definition for diversity, discusses the benefits of diversity workplace, and workplace, presents strategies for

diverse workforces. Diversity among people is with generally respect to defined age, class, as acknowledging, gender,

understanding, accepting, valuing, and celebrating differences ethnicity, physical and mental ability, race, sexual orientation, spiritual practice, and public assistance status. Diversity issues are now considered important and are

projected to become even more important in the future due to increasing differences in the U.S. population. Companies need to focus on diversity and look for ways to become totally inclusive organizations because diversity has the potential of yielding greater Butler, productivity co-chair of and the competitive advantages. Stephen G. Business-Higher Education Forum,

believes that diversity is an invaluable competitive asset that America cannot afford to ignore. Managing and valuing diversity is a key component of effective people management, which can improve workplace productivity. Demographic changes (women in the workplace, organizational restructurings, and equal opportunity legislation) will require organizations to review their management practices and develop

new and creative approaches to managing people. Changes will increase work performance and customer service. The need to understand diversity is also driven by women in the workplace. Todays workforce ever by has the highest levels of of employment participation women. The number dual

income families and single working mothers has increased. Change in the family structure means that there are fewer men and women in traditional family roles. Therefore, diversity issues cut across both race and gender. There have been significant changes to organizations as a result of downsizing and outsourcing, which has greatly affected human resource management. Work practices have changed due to the impact of globalization and technology and there is a trend toward longer working hours. Generally speaking, reorganizations usually result in fewer people doing more. The State of Talent Management: Todays Challenges, Tomorrows Opportunities, 2008 Hewitt Associates The gauge research provides level the results of a from both a quantitative of talent

survey and qualitative interviews. The survey was designed to the maturity that is, comprehensive to which an set practices; extent organizations

practices are sophisticated, progressive, and practical and well executed. This enabled us to identify strength and challenges in talent management and key areas of focus for the future. Nearly 700 senior-level in talent the leaders (both HR and non-HR) in-depth This participated with more study. talent Through supplemental

interviews, we captured innovative practices at select companies developed management practices.

combination

of

quantitative

survey

data

and

qualitative

interview results helped shape a better understanding of the complex issues surrounding talent management today. The growing recognition that the quality talent is a

sustainable competitive advantage, coupled with a realistic view of the complexity and scope of changes in the global workforce, has led to a renewed focus and urgency around talent management. Based on nearly 700 responses, human resources (HR) and business leaders skilled most manager overwhelmingly and their identified workers attracting as the and retaining challenge Developing developing professional workforce

impacting

organizational high

strategy. performers,

capability,

retaining

succession pool depth, and addressing shortages of management or leadership talent closely followed. In todays uncertain economic environment, its important that organizations address talent issues promptly, but its equally important that they get them right the first time. Theres little room for trial and error, as all initiatives are expected to produce solid financial results. Unfortunately, most companies are still struggling to institutionalize effective talent management practices and programs. Information and Communications Technology Workforce Study, 2013 Australian Workforce and Productivity Agency Information and communications technology (ICT) is arguably the key driver of productivity growth and innovation in the twenty-first century. The uptake and effective utilisation of ICT services has facilitated innovation across an increasingly diverse range of areas including, solutions, for new example, advanced and environmental management diagnostic

preventative health techniques, and methods to detect, respond to and recover from natural disasters and emergency situations. And the future for technological innovation looks bright. Of course, it is difficult to predict the future with certainty, but the diffusion of ICT across all industry sectors, and the pace of technological change, will ensure that ICT continues to generate change and drive innovation in our economy. Research conducted by IBIS World indicates that a range of technological trends including systems ubiquitous and high-speed broadband, will analytics, all learning cognitive computing transform

aspects of Australian society. Substantial growth in data usage will create huge demand for cloud computing services as businesses try to store more information than ever before. The resulting proliferation of information will increase demand for data analytics expertise to facilitate effective information management, and information and cyber security services to ensure the safety of this data. The next generation of technological on of senses the way and we sensing change live, will work are also and effect as an to considerable automation, increasing respond to change remote range human play,

robotics

applied

activities, are

sophisticated and

haptic

technologies (also known as tactile feedback technologies) that developed, brainmachine interfaces are created to enable neural control of ICT systems and devices. As one of the key sectors in the knowledge-based industries grouping, changes the ICT sector work is at the skills coalface needs. of fundamental to industry, and Knowledge-based

industries are concerned with processes that identify knowledge and utilise it to maximise growth, and those processes that

identify and gain new knowledge. Driven by technology as their main vehicle, knowledge-based industries are shaped by global rather than local influences. This has implications for the ways in which industry, government and training providers can intervene in this sector to create local impacts. The ICT sector is characterised by fluidity in various

domains including in organisational structures, job designs and recruitment strategies. Themes inherent in this sector such as knowledge management, groupware and collaborative intelligence will lead to organisational restructuring and reengineering. This creates a need for nonlinear organisational models where production flows are idea driven and not always sequential. It is thus inevitable that the same is fluidity in that the

characterises

organisational

structures

reflected

skills needs of the sector. The jobs and work of the future demand broad skills that are increasingly difficult to place in existing categories of occupations as defined by the Australian Bureau of Statistics (ABS). The skills needs of the future require capabilities to engage with collaboration strategies, use of collaboration tools, and cross-cultural communication, to collaborate offshore. with The ICT professionals of these both in Australia and impacts skill requirements include

continuous learning and learning by doing to develop new kinds of tacit knowledge. It also requires skills to handle codified knowledge and inter-firm and interactive learning to acquire new research, and to develop various stages of a technological process which is key to technological progress and change. Skill sets in this globalised sector have become global commodities and online talent a sourcing global companies for such as freelancer.com facilitate market skills.

Recruitment traditional capabilities experience.

of

ICT rather

workers in than examples

is ways of

now

often

done

through or

nonassess work

channels, Other

that online

can

directly

formal

qualifications recruitment

platforms

include TopCoder, Gild, RemarkableHire and TalentBin, many of which identify the highest potential ICT recruits on the basis of their contributions and recognition to developer communities. These trends require countries like Australia to build

clusters of specialised skills and talents, which will create demand for specialised ICT skills in addition to the generic skills required for organisational support tasks. Many contexts, emerging of these of skills for and are developed sharing outside such of as formal role such of as mashups

particularly modes events)

ICT-related online

skills.

The

knowledge

(collaborative

education

forums

massive open online courses are central to the facilitation of upskilling and reskilling in the ICT workforce. The trend within the ICT sector While is for is self-directed support for these in required learning the and lifelong and in for need learning. workforce lifelong structural culture, organisations emerging of

policies learning

channels

knowledge

acquisition are also widely accessed and directed by workers outside of work and formal education channels. Human capital is the key to realising the innovative

potential of ICT. Whatever the future holds, the challenge for industry will be to enable innovation by attracting workers with the specialist skills and capabilities required to deliver and manage technological change, investing in ongoing skills development to promote the deepening and broadening of skills,

and

committing

to

flexible and the

organisational effective

practices of

to

facilitate

retention

utilisation

skills

including, for example, job redesign, job rotation and employee participation in decision making. Accordingly, required to engage the with knowledge, ICT have skills taken and competencies in early

precedence

twenty-first century societies. Generic ICT skills and digital literacy have emerged as prerequisites or highly desired skills for jobs across the economy, and are also central to the process of learning, as primary, secondary and tertiary educational institutions increasingly utilise technology in the delivery of educational programs. At the higher end of the skills spectrum, advanced ICT skills offer career prospects across a range of sectors as ICT moves from As a the backroom the to the forefront required of to enterprise activity. result, skills

understand and use ICT have emerged as a fundamental concept in all levels of education, from the foundational years through to senior schooling and across a range of tertiary education offerings both in ICT and non-ICT disciplines. The Business Impact of LGBT-Supportive Workplace Policies, 2013 M.V. Lee Badgett, Laura E. Durso, Angeliki Kastanis & Christy Mallory A well-motivated and productive set of employees is

essential for business success. Today, businesses employees are increasingly diverse in terms of race, ethnicity, sex, national origin, religion, gender identity, and sexual orientation, among other characteristics. The impact of that diversity is much discussed in the global economy, and the business case for diversity has become a modern business mantra. In short, the business case posits that a diverse workforce (or in more

nuanced versions, a well-managed diverse workforce) will lead to lower costs and/or higher revenues, improving the corporate bottom line. If the business case is correct, then employers have economic incentives to take actions that will create and maintain a diverse workforce. This briefing paper assesses the research-based gender identity. The roots of the business case for diversity hypothesis can be found in policies in the United States that were designed to eliminate discrimination and, in effect, to diversify the race and gender composition of the corporate workforce. Kelly and Dobbin argue that diversity on management companies rhetoric to emerged as government pressure comply with evidence related to the business case for diversity related to sexual orientation, and to a lesser extent,

nondiscrimination laws and affirmative action diminished in the 1980s. During earlier enforcement periods, companies had hired human resources professionals who developed managerial expertise in practices that would result in more diverse workforces. As enforcement champions that of pressure lessened, practices were those and managers internal to then became that retaining practices policies a

promote racial, ethnic, and gender diversity, using the argument those essential creating diverse workforce that had become a competitive necessity. More recently, pressure from LGBT employees and, in some cases, policymakers and unions has pushed LGBT is employers workers. less on to end discriminatory newer LGBT gender territory, employees. identity practices although against the focus Those

stakeholders often apply the business case for diversity to this increasing and representation of LGBT people and more on equal treatment of Voluntarily enacted sexual orientation domestic nondiscrimination policies, partner

benefits,

transition-related

health

care

benefits,

and

other

related policies are said to be sound business decisions, in addition to be the fair or right thing to do. Those efforts have been successful, as we see by the rapid growth in the number of corporations adopting LGBT-supportive policies. In 1999, 72% of Fortune 500 companies included sexual orientation in their nondiscrimination policies, and only a handful included gender identity. By 2009, 87% of such companies included sexual orientation and 41% included gender identity in their nondiscrimination policies. Over the same time period, the percentage of Fortune 500 companies offering domestic partner benefits increased from 14% to 59%. The U.S. Science and Engineering Workforce: Recent, Current, and Projected Employment, Wages, and Unemployment, 2013 John F. Sargent Jr. The adequacy of the U.S. science and engineering workforce has been an ongoing concern of Congress for more than 60 years. Scientists and engineers are widely believed to be essential to U.S. technological leadership, innovation, manufacturing, and services, and thus vital to U.S. economic strength, national defense, and other societal needs. Congress has enacted many programs to support the education and development of scientists and engineers. Congress has also undertaken broad efforts to improve science, technology, engineering, and math (STEM) skills to prepare a greater number of students to pursue science and engineering (S&E) degrees. Some policymakers have sought to increase the number of foreign scientists and engineers working in the United States through changes in visa and immigration policies.

Many

policymakers, society

business

leaders, economists,

academicians, and others

S&E hold

professional

analysts,

diverse views with respect to the adequacy of the S&E workforce and related policy issues. These issues include the question of the existence of a shortage of scientists and engineers in the United needs), States, and what the the nature federal of such a shortage should might be (e.g., too few people with S&E degrees, mismatched skills and whether government undertake policy interventions to address such a putative shortage or to allow market forces to work in this labor market. Among the key indicators used by labor economists to assess occupational labor shortages are employment growth, wage growth, and unemployment rates. In 2011, there were 5.9 million scientists and engineers employed in the United States, accounting for 4.6% of total U.S. employment. Science and engineering employment was concentrated in two S&E occupational groups, computer occupations (56%) and engineers (25%), with the rest accounted for by S&E managers (9%), physical scientists (4%), life scientists (4%), and those in mathematical occupations by (2%). From 2008 to to 2011 million, S&E a employment increased 99,550, rising 5.9

compound annual growth rate (CAGR) of 0.6%, while overall U.S. employment contracted at 1.7% CAGR. Viewed only in aggregate, the overall increase in S&E employment masks the varied degrees of growth and decline in the detailed S&E occupations. In 2011, the mean wage for all scientists and engineers was $85,700, $43,300. while the mean and wage for all other occupations of each was S&E Between 2008 2011, the mean wages

occupational group grew more slowly (1.5%-2.2% CAGR) than the mean wage for all occupations (2.3% CAGR).

Compared

to

the

overall

workforce,

the

S&E

occupational

groups had significantly lower unemployment rates for the 20082011 period. In general, though, the professional occupations (of which the S&E occupations are a part) historically have had lower unemployment rates than the workforce as a whole. In 2011, the overall S&E unemployment rate of 3.9% was higher than for other (2.1%), selected professional and occupations, (0.6%), including lawyers and physicians surgeons dentists (0.7%),

registered nurses (2.0%). The Bureau of Labor Statistics projects the number of

science and engineering jobs will grow by 1.1 million between 2010 and 2020, a growth rate (1.7% CAGR) that is somewhat faster than that of the overall workforce (1.3%). In addition, BLS projects that a further 1.3 million scientists and engineers will to be needed from to replace CAGR. those The projected number and net of to exit S&E and occupations. Growth in the S&E occupational groups is projected range 1.0%-2.0% to meet scientists engineers needed growth replacement needs

between 2010 and 2020 is 2.4 million, including 1.4 million in the computer occupations and 525,900 engineers. Analysis of Workforce Diversity, Commitment of Employees and its Effects on Organizational Performance: Corporate Sector in Islamabad Pakistan, 2013 Schehar Bano, Muhammad Fahad Aslam Khan, Habibullah and Naveed Akhtar Butt The perception in the of the the context employees job of regarding work-setting attitudes workforce

significantly particularly

affects

behaviors todays

and

diverse

environment which necessitates requisite organization supports,

fair HR policies and adequately representation of employees to attain state of socially fit in an organization. It influences on the job satisfaction, involvement and the performance of the employees. As diverse workforce creates the feeling of identification and satisfaction, it has been accepted by the researchers that diverse but committed work environment is related negatively force is to turnover in intentions. performance Similarly, orientation committed workforce work which essential ultimately

organizations, therefore, it is imperative to engender committed would demonstrate organizational loyalty and subsequent giving impetus to its performance. This paper attempts to find out as to how workforce diversity and workforce commitment would contribute in organizational performance. The objectives of this paper entail to establish the relation of these important elements of an organization. It also aims at finding out as to how major factors of work-setting contribute in the organizational performance. However, organizational researchers the question arises To that this of whether strong the work

perceptions of diverse workforce and commitment could enhance performance. that answer question committed attempts perceptions

environment along with diverse workforce are equally important to enhance organizational performance because it is related to psychosomatic through which diverse but committed work environment brings change in the organizational performance. The intentions to attaining opportunity out of the diverse workforce and engendering commitment among the employees are distinguishable from psychological point of view of employees which ultimately enhances organizational performance. Conducive work environment contributive of blend of skill is desirable in

context with to a

of super

employees objective of a

perspective of the

as

regard

to

their A of

organization's rules, policies, values,

and practices aligned strategy. consisting

organizational procedure

majority of the literature on conducive work environment refers the development five-factor instrumental, caring, independence, rules, and law and cipher conducive work environments. From this point of view, conducive work environment in the presentence of diverse work force are best seen across organizations and their affects on employees occur via an competitive fit. The emphasis of this study is to analyze individual employee perspectives and their alignment towards a single goal of organizational fit. However, it is not one-dimensional arrangement that assesses perceptions that one's organization has developed and maintains a judicious and ethical code in implementation and communication of policy.