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How to Develop Diversity Management Competencies in the Private Sector in Saudi Arabia

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  • Abdullah Abdulmohsen Alfalih

Abstract

This study identifies factors, which stimulate and develop diversity management competency within Saudi Arabia’s private sector. A quantitative exploratory approach is adopted here, in which 210 interviews were conducted with human resources management teams and employees in private Saudi enterprises across different sectors of activity: health, education, oil, and financial. The data collected was analyzed using AMOS 24. Based on the results, a research model was constructed in which three main determinants of diversity management competency were identified for the success of diversity management: leadership competencies (cognitive and communication); empowerment; and diversity training. The results show that there is complementarity between those factors, but that leadership diversity competencies are the most important, and especially the cognitive aspect. Added to this is diversity training, which affects diversity awareness and inclusiveness. It is concluded that factors related to the internal development of diversity management competency are cultivated and constructed. The research model can help managers in developing diversity management competencies to generate successful diversity management processes. Due to the limited literature on diversity management in general and for Saudi Arabia especially, this research enriches the existing literature. The model developed here can guide directors of multinationals based in Saudi Arabia and facilitate the implementation of diversity management for Saudi-owned companies who intend to adopt diversity management initiatives as a solution for development. This research is important for both theoretical and operational approaches, defining a critical aspect of diversity management through the definition and development of an interesting tool: diversity management competencies. The development of such competencies may be of benefit for organizations in more easily facing and managing diversity.

Suggested Citation

  • Abdullah Abdulmohsen Alfalih, 2022. "How to Develop Diversity Management Competencies in the Private Sector in Saudi Arabia," SAGE Open, , vol. 12(2), pages 21582440221, June.
    • Handle: RePEc:sae:sagope:v:12:y:2022:i:2:p:21582440221102448
    DOI: 10.1177/21582440221102448
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    References listed on IDEAS

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    4. Sophie Hennekam & Sabine Bacouel-Jentjens & Inju Yang, 2020. "Perceptions of Diversity Management Practices among First- versus Second-generation Migrants," Post-Print hal-03232761, HAL.
    5. Bell, Myrtle P. & Özbilgin, Mustafa F. & Beauregard, T. Alexandra & Sürgevil, Olca, 2011. "Voice, silence, and diversity in 21st century organizations: strategies for inclusion of gay, lesbian, bisexual, and transgender employees," LSE Research Online Documents on Economics 32094, London School of Economics and Political Science, LSE Library.
    6. David M. Akinnusi & Olubukunola O. Sonubi & Adebukola E. Oyewunmi, 2017. "Fostering Effective Workforce Diversity Management in Nigerian Organizations: The Challenge of Human Resource Management," International Review of Management and Marketing, Econjournals, vol. 7(2), pages 108-116.
    7. Janssens, Maddy & Zanoni, Patrizia, 2014. "Alternative diversity management: Organizational practices fostering ethnic equality at work," Scandinavian Journal of Management, Elsevier, vol. 30(3), pages 317-331.
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    Cited by:

    1. Matilda Obeng Kyere & Kezia Gladys Anane Agyei & Peter Agyekum Boateng, 2023. "Cultivating Inclusive Leadership in Management Education: Bridging the DEI Competency Gap," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 7(12), pages 1897-1920, December.

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