عنوان مقاله [English]
Introduction: The aim of this study was to evaluate the perceived impact of labor diversity factors on the effective implementation of strategy in Allameh Tabatabai University. This research provides guidance for increasing attention to workforce diversity factors on strategy implementation at Allameh Tabatabai University. On the other hand, the present study examines cultural diversity, job opportunities for different ethnicities in the university, equal access to virtual networks for different ethnicities, the impartiality of the human resources systems of the university regarding the selection of employees from different ethnicities, the impact of conflicts between different ethnicities in the university.
Methodology: In terms of the purpose, the current research is of the type of applied research, and in terms of the method of data collection, it is descriptive of the correlation type, in which the structural equation modeling method with the partial least squares approach is used to test the assumptions and fit the model. In order to test the hypotheses and estimate the model, SPSS and smart PLS software have been used. The target population for research and analysis includes vice presidents and responsible and senior staff of Allameh Tabatabai University faculties (10 faculties), including the head of education of the faculty, managers and senior executive staff and senior administrative staff who had knowledge or experience in the subject under study, as well as the head of recruitment and he was the head of the self-governing campus. The sampling frame was obtained from the Website of Allameh Tabatabai University. The total number of the statistical population is 80 people, based on Morgan's table, 66 people were selected as a sample by stratified random sampling method. A questionnaire was used to collect data. Construct validity was used to check the validity of the questionnaire. Due to the use of structural equation modeling, in the first step, confirmatory factor analysis of the variables was performed. This method is done using Amos software. Convergent validity was also tested with SMART PLS software. In order to determine the reliability of the test, Cronbach's alpha method was used, along with Cronbach's alpha, composite reliability was used.
Results and Discussion: According to results Acculturation, degree of structural integration and intergroup conflict have a significant effect on strategy implementation; But the degree of informal integration and organizational bias do not have a significant effect on the implementation of the strategy.
Conclusion: In general, the fit of the model showed that the quality of the structural model is suitable. The results of this study show that workforce diversity has a statistically significant effect on the implementation of strategy in the institution. Diversity refers to the difference in characteristics among people and how these differences are understood and acted upon, and strategy implementation refers to the successful achievement of strategic goals. Therefore, the findings indicate that the differences between the employees of the institution have an effect on the successful achievement of strategic goals in Allameh Tabatabai University. The findings of this study are similar to the empirical evidence of Des et al. (2016) who argued that as organizations become more diverse, effective management of diversity leads to better implementation of strategies. But this finding is contrary to the experimental evidence of Stridem and Fleury (2018). The findings from the analysis of the research data showed that intergroup conflict has an impact on strategy implementation. Cox (2001) warned of two possible challenges to the relationship of diversity with strategy. The first challenge is to successfully integrate diversity with the organization's strategy. The second challenge is to ensure that diversity management becomes an integral part of the overall strategy of the institution.
The results of this study show that organizational bias does not affect strategy implementation. That is, creating obstacles for the full participation of members of different cultures and ethnicities has no effect on the implementation of the strategy in Allameh Tabatabai University. This finding confirms the study of Stridem and Fury (2018). Also, the understanding of the management and senior employees about the acculturation process has a positive and significant effect on the implementation of the strategy. That is, as much as there is a common set of values and beliefs in the university, the better the strategy is implemented. The more employees have a sense of belonging in terms of shared values and goals, the higher their motivation and productivity levels will be, and this will have a positive effect on strategy implementation. Also, the degree of structural integrity has a positive effect on the implementation of the strategy. That is, if there are equal job opportunities for all ethnic, religious, and gender groups, the strategy will be implemented better in the university. But the results of this study show that informal integration does not affect strategy implementation. That is, the access of different groups to social networks has no effect on the implementation of strategy in Allameh Tabatabai University.
Previous studies found that diversity management in a higher education institution can only be properly implemented if it forms part of the organization's strategic management process. Therefore, it is understood that diversity should be integrated with the strategy and should be aligned with the strategy. The second challenge is to ensure that diversity management becomes an integral part of the overall strategy of the institution.
1.Abtahi, S., & Aghaz, A. (2020). The Effects of Organizational Culture on Knowledge Management (A Case Study: Industries and Mines Ministry). Commercial Strategies, 9(47), 265-276. [in Persian]
3.Asadi, I., & Zakeri, M. (2020). Challenges of Human Resource Management in the Administrative System of Iran, Specialized Quarterly of the Administrative and Employment Organization of Iran, 8, 46-57. [In Persian]
4.A. Tawse, A., & Tabesh, P. (2021). Strategy implementation: A review and an introductory framework, European Management Journal, 39, 22-33. [In Persian] https://doi.org/10.1016/j.emj.2020.09.005