THE IMPACT OF WORKPLACE DIVERSITY ON ORGANISATIONAL PERFORMANCE: EVIDENCE FROM UK ORGANISATIONS

Abstract

Organisations are increasingly focused on workplace diversity as a key strategic priority to improve fairness, innovation and competitive advantage. Although there is a wealth of research in the field, previous research literature contains contradictory results on the association between dimensions of assortment and organisational outcomes. This study explores the link between four areas of workplace diversity age, gender, ethnicity and education/experience and organisational performance, using original survey data from 100 staff members working in the UK organisations and a review of the international literature from 2000 to 2024. A deductive design with quantitative data was used and the collected data were analysed explanatory statistics, correlation and simple linear regressions. All four diversity dimensions were positively and significantly associated with organisational performance, with gender diversity showing the strongest effect (R² = .534, β = .757, p < .001), followed by diversity of experience and education (R² = .501, β = .665, p < .001), ethnic diversity (R² = .489, β = .744, p < .001), and age diversity (R² = .299, β = .657, p < .001). No relationship (H0) and negative relationship (H2) were rejected, positive and significant relationship (H1) was accepted. The results of the study support the equal opportunity approach to diversity management and have implications for HR practitioners who want to use diversity as an opportunity for enhancing organisational performance.