Huazhong University Research Inquiry: Chinese MNCs in Africa

This research report, conducted by a student, investigates the management issues faced by Chinese Multinational Corporations (MNCs) operating in the African market. The study focuses on the conflicting leadership styles between Chinese authoritarianism and African liberal and humanitarian approaches, which impact workforce performance. It explores how biased management structures within Chinese MNCs affect the integration of skilled African personnel. The research uses a mixed-method approach, combining quantitative surveys with 50 respondents and qualitative interviews with 3 participants. Findings reveal a significant impact of diversity and inclusion on organizational outcomes. The conclusion offers recommendations for improving organizational culture and productivity, linking the findings to the research objectives. The report includes an abstract, table of contents, literature review, methodology, findings, and conclusion with references and appendices.

Running head: RESEARCH ENQUIRY
RESEARCH ENQUIRY
Name of the student
Name of the university
Author note

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Abstract
The research focused on identifying the different management issues that are faced by the
Chinese MNCs’ while operating in the African markets. The problem that was researched in the
study was dependent on the contradicting ideologies of Chinese leadership style and the African
leadership style, which affected the performance of the workforce. The trade relationship
between China and Africa was based on the mutual interests of growth and profitability.
However, the authoritarian leadership of China contradicted with that of liberalistic and
humanitarian leadership of Africa. On the other hand, the biased management structure of
Chinese MNCs’ affected the belongingness of the skilled management personnel of Africa.
Therefore, the cross- cultural differences affected the capabilities of the Chinese organizations in
maintaining the efficiency of the operations in accordance to the sustainability needs of the same.
This study had chosen a mixed method analysis where both quantitative and qualitative analysis
has been conducted. The data has been analyzed using coding and inferential statistics. The study
had taken 50 respondents from the quantitative survey and 3 respondents from the qualitative
interview. The findings of the study showed that diversity and inclusion had high impact on
organizational outcomes. The conclusion chapter had linked the conclusion with the objectives to
provide effective recommendations. This strategies could be implemented by the companies to
improve their organizational culture and increase their productivity.

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Table of Contents
1. Introduction..................................................................................................................................4
1.1 Background of the research...................................................................................................4
1.2 Statement of the problem.......................................................................................................5
1.3 Aim of the research................................................................................................................6
1.4 Research objectives...............................................................................................................6
1.5 Research questions.................................................................................................................6
1.6 Research hypothesis...............................................................................................................7
1.7 Benefits of the research.........................................................................................................7
1.8 Scope of the research.............................................................................................................7
2. Literature review..........................................................................................................................8
2.1 Introduction to the problem...................................................................................................8
2.2 Management culture in Africa and China..............................................................................9
2.3 Differences in Management culture in Africa and China....................................................10
2.4 Initiatives taken by the Chinese MNCs’ in Africa and issues faced by same.....................12
2.6 Literature gap.......................................................................................................................16
2.5 Conclusion...........................................................................................................................16
3. Methodology..............................................................................................................................16
3.1 Introduction..........................................................................................................................16
3.2 Research philosophy............................................................................................................17
3.3 Research Approach..............................................................................................................18
3.4 Research Design..................................................................................................................18
3.5 Data collection and analysis................................................................................................19
3.6 Sampling..............................................................................................................................20
3.7 Reliability and Validity........................................................................................................21
3.8 Ethical consideration...........................................................................................................21
3.9 Summary..............................................................................................................................21
4. Findings and analysis.................................................................................................................22
4.1 Reliability test......................................................................................................................22
4.2 Quantitative Analysis...........................................................................................................23

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4.2.1 Demographic Questions....................................................................................................23
4.2.2 Question on Diversity, inclusiveness and organizational outcome..................................25
4.2.3 Correlation matrix.............................................................................................................34
4.2.4 Regression analysis...........................................................................................................35
4.3 Qualitative analysis..............................................................................................................36
4.3.1 Generalizations.................................................................................................................38
4.4 Summary..............................................................................................................................39
5. Conclusion and recommendations.............................................................................................39
5.1 Conclusion and key findings...............................................................................................39
5.2 Recommendations................................................................................................................40
References......................................................................................................................................42
Appendices....................................................................................................................................49
Appendix 1.................................................................................................................................49
Appendix 2.................................................................................................................................50
Appendix 3.................................................................................................................................52
Appendix 4.................................................................................................................................54
Appendix 5.................................................................................................................................58

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Topic: The issues and consequences that might be faced by the Chinese MNCs’ while
managing the operations in Africa
1. Introduction
1.1 Background of the research
The growth of the Chinese MNCs’ in Africa gained momentum within the last few
decades. Cooke (2014) noted that the developments in the trade relation between the two nations
are specifically dependent on the growth of manufacturing, agriculture, mining and construction
industries in Africa. The different changes that are undertaken by the Chinese management have
helped in increasing the employability rates in Africa. Xing et al. (2016) stated that China stands
as a second largest trade partner of Africa after US, which has helped the MNCs’ in facilitating
continuous ground. Kamoche et al. (2012) stated that the availability of cheap labor force and
the rich resource availability has helped the MNCs’ in undertaking dynamic growth procedure in
Africa. According to a survey, it was found that the continuous development of the Chinese
MNCs’ in the African markets has helped in boosting the employability by 85- 90% (Wang et al.
2017). However, Lin and Farrell (2013) noted that the rigid structure of the Chinese
management and the biasness of providing managerial positions to the Chinese personnel has
affected the operations of the MNCs’ through discontent among the African trained personnel.
According to Kolk and Lenfant (2013), the Chinese management style relates to Confucianism,
which is different from the culture that is followed by the African employees or firms. The
cultural differences and conflicts might affect the capabilities of the Chinese MNCs’ while
managing the operations in the African context. In this relation, the lack of cross cultural
understanding and biased management bodies of the Chinese MNCs’ might affect the

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capabilities of smooth functioning. Africa is taken as one of the fastest growing region in the
world with mineral reserves like oil, gold, diamonds, chromium and copper. On the other hand,
the existence of huge number of cheap labor force has attracted the attention of many Chinese
MNCs’ for developing their operations in the concerned continent. However, Cissé (2013) stated
that the lack of suitable cross- cultural understanding the differences between the management
style and expectations of the people might affect the capabilities of the Chinese MNCs’ in
maintaining the efficiency of the operations in the African markets. The differences in the
management approach of the Chinese and the African personnel have affected the capabilities of
growth and success factors of the businesses. However, the lower cost of operations and the
availability of wide range of resources have enabled the growth of the Chinese MNCs’ in the
African markets. Lack of suitable understanding of the cross- cultural management related issues
has affected the capabilities of the Chinese organizations while operating in the different
markets.
1.2 Statement of the problem
The research was undertaken with the view of assessing the advantages and the issues
that are encountered by the Chinese organizations while managing their operations in the African
continent. Firstly, the management related issues that are faced by the Chinese organization
related to the differences in the culture and biasness was discussed in the research. The lack of
understanding of the cross- cultural context threatened the capabilities of the Chinese MNCs’ in
maintaining the efficiency of the operations in accordance to the needs of the customers.
Secondly, it was noted during the assessment that most of the Chinese companies undertake
recruitment of the Chinese employees who face difficulties relating to skill shortages. The
deployment of the Chinese employees as expatriates in the African continent might affect the

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capabilities of the companies in managing the operations. On the other hand, it was also found
during the research that the biasness of the Chinese firms while recruiting the inexperienced
Chinese managers in place of the skilled African personnel created discontent among the
management personnel of Africa. It might also affect the capabilities of the Chinese MNCs’ in
maintaining the efficiency of the operations in accordance4 to the needs of growth and
expansion.
1.3 Aim of the research
The aim of undertaking the research is to examine the issues and consequences that might
be faced by the Chinese MNCs’ while managing the operations in Africa.
1.4 Research objectives
The objectives for the research study are:
 To examine the diversity management and inclusion issues faced by the Chinese MNCs’
while managing operations in the African continent
 To evaluate the impact of lack of diversity and inclusion on organizational outcomes
 To provide recommended actions that might be undertaken by the Chinese MNCs’ in
order to mitigate the issues that are faced by the same in the African continent
1.5 Research questions
The research questions are:
 What diversity management and inclusion issues might be faced by the Chinese MNCs’
while managing operations in the African continent?
 How does the lack of diversity and inclusion affect the outcomes of the Chinese MNCs’?

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1.6 Research hypothesis
H 0- Lack of diversity and inclusion does not affect the outcomes of the Chinese MNCs’
H 1- Lack of diversity and inclusion does affect the outcomes of the Chinese MNCs’
1.7 Benefits of the research
The study would help in understanding the current position of the Chinese MNCs’ in the
African continent. The research has enumerated the different issues that are faced by the Chinese
MNCs’ while operating in the African continent. On the other hand, the research also
enumerated the different recommended activities that might be undertaken by the Chinese firms
in order to maintain the efficiency of the management while operating in the African continent.
The delineation of the issues and the manner in which they might be mitigated would assist the
business firms of China in considering the modifications in the management approach of the
same. Therefore, the research will contribute to the understanding of the issues faced by the
Chinese MNCs’ while operating in the African continent and the manner in which the changes
might be implemented in order to facilitate the smooth functioning of the systems.
1.8 Scope of the research
The research has focused on identifying the different advantages and the disadvantages
that are faced by the Chinese MNCs’ while operating in the African continent. The research has
excluded the African companies. Moreover, the research also evaluated the different issues
related to diversity and inclusion that are encountered by the management structure of the
Chinese MNCs’ and the manner in which they might be mitigated. The research undertook the
evidence from articles written in the last 15 years in order to identify the different current issues
that are encountered by the organizations while operating in the African context. However, due

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to lower sample size there might be errors in the research findings, which might affect the
outcome of the research.
2. Literature review
2.1 Introduction to the problem
The development of trade and commerce in the African continent has helped the
continent in undertaking the fast evolution and development. Tan-Mullins and Mohan (2013)
noted that the African continent has taken every possible step in order to facilitate foreign direct
investments in order to enhance the rate of development. In this relation, most of the foreign
companies have taken the initiative of expanding in the different African nations. On the other
hand, Child and Marinova (2014) stated that the maximum amount of mineral reserves and the
cheap labor force availability in Africa attracted the attention of most of the MNCs’ from around
the world.
The trade relation between China and Africa was initiated in the 80’s and were chiefly
dependent on the natural reserves and the cheapo labor force (Cooke 2012). Huang and Renyong
(2014) stated that the growth of the Chinese MNCs’ in the African markets are specifically based
on the mutual interests. The growth of the MNCs’ in the African context is dependent on the
availability of the raw materials and the cheap workforce. On the other hand, the Chinese
companies have created employment in the African markets, which has helped in improving the
GDP and the standard of living of the people. However, there are significant issues that are faced
by the Chinese MNCs’ while managing the operations in the cross- cultural context and the
volatility of the markets in Africa.

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2.2 Management culture in Africa and China
The differences in the working culture of the Chinese and the African firms have inflicted
confusion and conflicts in the workforce, which has affected the workflow in the organizations.
Wang, Freeman and Zhu (2013) stated that the Chinese organizations follow a top- down
management approach which has affected the management initiatives of the same in Africa. The
hierarchy undertakes the decisions for the organizational operations, which are headquartered in
China, resulting to delayed communication. It has affected the capabilities of the organizations in
managing the operations in the African continent. The switching style of the African
management from that of colonialism and postcolonial ideologies to African driven value
systems has brought about significant modifications in the management operations.
Zhu, Zhu and De Cieri (2014) stated that the liberalism approach of management that is
induced by the Western countries to the African leadership and management style has brought
about significant changes in the expectations of the employees. On the other hand, the
management structure followed by the Chinese firms is authoritative in nature, which will be
affecting the workflow. Tvedten, Wendelboe Hansen and Jeppesen (2014) noted that the
differences in the management practices affects the orientation of the workforce. The different
modifications that are undertaken by the Chinese firms in the processes and the management
have affected the capabilities of the same in integrating the workforce.
The development of the Ubantu management style in Africa aimed at providing the
employees equal opportunities for growth through empowerment and teamwork. Gomes, Cohen
and Mellahi (2013) stated in a research that the imp0lementatioon of the Ubantu style in the
business organizations of Africa has helped in the development of the workforce through
humanitarian and holistic reforms in the management propaganda. The African style of

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management focused on the human related factors and depended on empowering the employees
in order to maintain the efficiency of the workforce. The style also focused on minimizing
discrimination in the workforce, which has helped in empowering the activities that are
undertaken by the employees. Kamoche and Siebers (2015) stated that the management style of
the Africans critically depended on the managing the workforce through a humanitarian view.
The employees in Africa are accustomed to the humanitarian leadership and management
approach that descended from the Ubantu style. However, the management style followed by the
Chinese firms contradicted with the value of Ubantu, which affected the performance of the
Chinese firms in the African markets. Cisse (2013) noted in a research that the Chinese MNCs’
mostly followed the Confucianism, which aimed at maintaining the efficiency of the operations
through self control and guidance and minimization of dependence on the others. The
segregation of the work processes and the discrimination in the workforce has affected the
capabilities of the Chinese MNCs’ while operating in the African context.
2.3 Differences in Management culture in Africa and China
The value of teamwork and equal opportunities that are emphasized by the Ubantu
concept is negated through the implementation of Confucianism. Halme, Lindeman and Linna
(2012) stated that the major differences in the management techniques and biased behavior of
the Chinese firms affected the capabilities of the same in maintaining the rate of employee
attrition. On the other hand, the rigid and complex structure of the Chinese MNCs’ has affected
the smooth functioning of the systems in accordance to the needs of the customers. Therefore,
the changes in the management style have affected the capabilities of the Chinese MNCs’ in
upholding the efficiency of the operations in accordance to the needs of the same while operating

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in diverse economies (Cisse 2013). The application of the authoritative management style on the
African people has resulted to higher attrition of the employees.
Anedo (2012) stated in a research that the Chinese MNCs’ prefer to deploy Chinese less
skilled employees in the managerial posts over the skilled African personnel. It has created a
situation of differentiation and discontentment among the management personnel in Africa. On
the other hand, Idemudia (2014) stated that the deployment of less skilled Chinese management
personnel as expatriates in Africa would affect the capabilities of the Chinese MNCs’ of
mitigating the conflicts in the workplace. The difference between the management approach and
the lack of liberal mindset of the Chinese firms has affected the capabilities of the same in
managing the processes in accordance to the needs of sustenance. Apart from the fact, that the
Chinese MNCs’ has enhanced the employment facilities in Africa, the biased managerial control
over the staffing method resulted to discontent among the African managerial personnel. Zhang
et al. (2015) stated that the deployment of the semi-skilled or unskilled Chinese managers in the
African context has affected the capabilities of the organizations in managing the workforce. On
the other hand, Rui, Zhang and Shipman (2016) noted that the language and cultural barriers has
affected the capabilities of the Chinese expatriate managers in managing the African workforce
through better identification of issues and mitigation. The different manufacturing and
distribution processes that are undertaken by the Chinese MNCs’ are challenged trough the lack
of managerial experience of the expatriates (Huang and Renyong 2014).
Okoro (2012) stated that the growth of the organizations in the foreign markets is
dependent on the assessment of the needs of the people and the manner in which the operations
and processes of the venture might be managed in order to facilitate the sustenance of the same.
Discontent among the African employees and the managerial personnel is dependent on the fact

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that the Chinese MNCs’ prioritized the role of the unskilled Chinese Expatriates over the skilled
personnel (Lin and Farrell 2013). It has affected the capabilities of the organization in
maintaining the efficiency of the operations through avoidance of discrimination. However,
Kamoche et al. (2015) stated that the growth of the Chinese MNCs’ are dependent on the supply
of cheap labor force in Africa which has helped the businesses in reducing the operational costs
of the same. Moreover, Bücker et al. (2014) stated that the growth of the Chinese MNCs’ in
Africa was based on the mutual interests of enhancing the rate of employment in Africa and the
profitability of the Chinese venture in minimizing the operation costs. However, Blomkvist and
Drogendijk (2013) argued that the biased management system that is implemented by the
Chinese MNCs’ has affected the capabilities of the same in retaining the workforce for
supporting the uninterrupted operations. The different processes that are undertaken by the
Chinese MNCs’ needed continuous supervision and guidance, which is affected through the
inclusion of inexperienced and unskilled Chinese expatriates.
2.4 Initiatives taken by the Chinese MNCs’ in Africa and issues faced by same
The Chinese MNCs’ took steps train 16,000 African professional between 2000 and
2006, which enhanced the operations of the processes. The training that is provided by the
Chinese MNCs’ to the African employees has helped the same in enhancing the workflow and
productivity of the same. However, Wang and Elliot (2014) noted that the biased approach of
the management structure of the Chinese MNCs’ has affected the capabilities of the same in
retaining the workforce. The differences in the cultural and the managerial approaches have
affected the capabilities of the Chinese firms in coping with the expectations of the African
professionals. The different strategies that are undertaken by the Chinese MNCs’ are dependent
on the culture and the managerial knowledge of the same in accordance to Confucianism (Cooke

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2012). The contradictions in the culture and the outlook of the organizational managers have
affected the workflow of the Chinese organizations. Kolstad and Wiig (2012) stated that the
different changes that are undertaken by the organizations are dependent on the smooth
functioning of the employees. Therefore, abundance of cheap labor force helped in the smooth
functioning of the Chinese businesses in Africa.
However, the biased management controls of the Chinese firms have affected the
sentiments of the African managers. On the other hand, Rozkwitalska and Basinska (2015)
stated that the Chinese organizations deployed the semi-skilled Chinese expatriates in Africa,
which has affected the capabilities of the organization in performing as per the needs of
establishing sustainable venture. The major issue that is being faced by the Chinese MNCs’ is
dependent on the biased attitude of the hierarchy towards deploying unskilled and semi skilled
Chinese personnel in the managerial positions while operating in the African context. The
biased behavior of the Chinese organizations has led to discontentment among the African
managerial personnel, as they were not provided with managerial roles in the Chinese MNCs’.
The discrimination of the roles irrespective of the professional experience created situations of
conflicts in the workforce, which affected the productivity of the Chinese MNCs’ while
operating in the African context (Ma et al. 2016). Workplace conflicts and interrupted
functioning through strikes affected the capabilities of the Chinese MNCs’ in enhancing the
productivity of the same while operating in African continent.
Luiz and Ruplal (2013) stated that the lack of employee satisfaction in an organization
affects the capabilities of the same in retaining the skilled workforce. In this relation, the biased
approach of the Chinese MNCs’ has affected their capability of retaining the professional and
skilled managers, which could have contributed to the enhancement of the overall operations of

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the business. Williamson (2015) stated that more than 57% of the African managers resign from
their designation due to the authoritative style of leadership that is employed by the Chinese
MNCs’ and the biased approach of the same. The different changes that are undertaken by the
Chinese MNCs’ are dependent on the profitability of the same through representation of the
Chinese managers in the organizational board apart from the professional and skilled African
managers (Child and Marinova 2014). The conflicts and the lack of cross cultural
understanding of the Chinese firms has affected the performance of the sam4e while operating in
the African context (Tan-Mullins and Mohan 2013).
The growth of the Chinese MNCs’ is dependent on the enormous supply of cheap labors
while operating in the African markets. Jackson (2012) noted that the higher supply of the cheap
labor force helped the Chinese MNCs’ in upholding the efficiency of the entire manufacturing
and distribution processes. Supply of labor also enhanced the capabilities of the Chinese firms in
conducting suitable research and development activities, which resulted to efficient
innovativeness. On the other hand, Rui, Zhang and Shipman (2016) noted that the excessive
availability of the mineral resources in Africa assisted in the growth of Chinese organizations
through suitable application of inventory management and smooth functioning of production and
manufacturing initiatives. However, Okoro (2012) argued that the lack of experienced labor
force affected the capabilities of the Chinese MNCs’ in managing the processes in accordance to
the needs of sustenance. According to a survey, more than 75% of the African managers
resigned due to the impact of personal conflicts relating to values while working under the
authoritative management of the Chinese semi skilled management bodies (Anedo 2012).
The biased operations of the Chinese MNCs’ resulted to the growth of inferiority
complex among the skilled African managers while operating in accordance to the needs of the

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job roles under the unskilled Chinese expatriates. On the other hand, Idemudia (2014) noted that
most of the Chinese MNCs’ prioritize the professional growth of the Chinese semi skilled or
unskilled expatriates which has affected the interests of the skilled African management
personnel resulting to the inefficient functioning of the same. The biased approach of the
management structure in the Chinese MNCs’ has also affected the collaborative functioning of
the African employees with the Chinese employees (Tvedten et al. 2014). The lack of proficient
communication between the groups of employees affects the smooth functioning of the business
units (Wang and Elliot 2014). On the other hand, the inter- cultural clashes related to social and
cultural beliefs might also affect the collaborative functioning of the groups of employees in the
Chinese MNCs’.
Kolstad and Wiig (2012) stated that communication plays an important role in the cross
cultural context which helps in enhancing the operations of an organization through collaboration
and integration. In this relation, the segmentation of the employees and creating discrimination
values among the same might affect the capabilities of the Chinese MNCs’ in maintaining the
efficiency of the workflow. The segmentation of the customers ion the different groups has
affected the sense of belongingness to the organization. On the other hand, the segregation of the
employees in terms of ethnicity and culture rather than capabilities has affected the operations of
the Chinese MNCs’. Lack of proper motivation and empowerment of the employees has affected
the capabilities of the Chinese MNCs’ to enable teamwork. Halme, Lindeman and Linna
(2012) stated that teamwork helps an organization in enhancing the processes while operating in
the diverse markets.

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2.6 Literature gap
The current study evaluated the different issues that are faced by the Chinese MNCs’
through the utilization of mixed method, which was not taken in the previous research. On the
other hand, the previous researches did not emphasize on inclusion and its impact on the
organizational management.
2.5 Conclusion
Therefore, the discrimination and the biased management structure of the Chinese MNCs’ have
affected the capabilities of the same in maintaining the efficiency of the operations. On the other
hand, the delivery of the managerial posts to the semi skilled or unskilled Chinese expatriate
managers has affected the capabilities of the organizations to manage the external and internal
competencies and conflicts, which affected the performance of the same.
3. Methodology
3.1 Introduction
Research methodology is the systematic method of collecting raw and analyzing it to
develop meaningful information based on the objectives. Research methodology describes the
different approaches, designs and method used in the study (Kumar 2019). This research has
followed the Saunders research onion which has unfolded the different methods and instruments
in each phase of the research. This consists of explanation of the chosen philosophy, approach,
design, data collection method, data analysis method, sampling method, reliability, validity and
ethical consideration (Mackey and Gass 2015). The major aim of the research is description and
explanation of a pheonomenon which is the research that an experimental design has been

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developed. The research has used mixed method analysis to use both quantitative and qualitative
data analysis for achieving the research objective.
3.2 Research philosophy
Research philosophy consists of set of assumptions, frameworks and methods which
facilitates in generating knowledge. In every research, assumptions are made at every step
knowingly or unknowingly (Hughes and Sharrock 2016). These assumptions define the way the
research problem is being perceived. There are mainly three of assumptions made in researches
and they are axiological assumptions, ontological assumptions and epistemological assumptions.
The axiological assumptions clarifies that fact whether the research is aim to predict or explain a
phenomenon. On the other hand, epistemological view focuses on sources and development of
knowledge and the ontological view focuses on the nature of reality which means that whether
the research is subjective or objective (Padilla-Díaz 2015). In this research, there are mainly four
types of philosophies, positivism, interpretivism, realism and pragmatism. In this research,
pragmatism has been chosen as the research philosophy which accepts theories and concept
when they have relevant actions to support them. Pragmatic view suggests that there are
multiple ways of undertaking a research and interpreting an issue (Shusterman 2016). This
means that the entire picture cannot be understood by using the single point of view and multiple
realities may exist within the organization. According to the pragmatic view, the research
question is the most important part of the research and the methods are developed based on the
question. In this research, the study will use both qualitative and quantitative methods to derive
relevant answers to the research question.

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3.3 Research Approach
Research approach deals with two aspects, one is reasoning and the second is data
collection. There are two types of research approaches and they are deductive and inductive
research approach (Sekaran and Bougie 2016). The distinction between the inductive and
deductive approach is identified based on the relevance of hypothesis in the research. The
deductive approach is used for validating the existing theories discussed in the literature section
in the research by testing the hypothesis. The inductive approach is used to develop new
generalizations and theories based on observations and theories (Jackson 2015). In this current
research, both inductive and deductive approach has been used as the quantitative data requires
deductive to develop specific data. On the other hand, the inductive approach has been used in
qualitative analysis and has facilitated in developing generalizations from the observations and
theories.
3.4 Research Design
Research design has been defined diversely by different authors where some consider it
as the plan of collecting data and analyzing it. On the other hand, it can also be considered as the
process of selecting between qualitative and quantitative data analysis (Meyers, Gamst and
Guarino2016). Research can be divided into three types, one is descriptive, second is explanatory
and the third is exploratory research design. Exploratory research design is used to explore data
but does not aim to provide any specific conclusion. It only focuses on exploring the research
problem so that further conclusive research can be conducted. On the contrary, descriptive
research design is used for describing the phenomenon and reaching a particular conclusion
based on the objective in the research (Morse 2016). Explanatory research is used for explaining
the cause and effect relationship between the variables and uses a highly structured method to

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achieve the objective. In this current research, sequential explanatory is the chosen research
design where initially quantitative data analysis has been conducted to generate significant
findings and then the qualitative data analysis is conducted to validate the results from the
quantitative analysis. The sequential explanatory research design has assisted in conducting a
mixed method analysis and address the different aspect of the research question.
3.5 Data collection and analysis
There are two types of data collection method, one is secondary and another is primary
data collection. In this study, primary data has been collected where both quantitative and
qualitative type of data are collected (Palinkaset al. 2015). The quantitative data has been
collected through survey questionnaire which consists of close ended questions. This questions
have been developed on point Likert scale. This questions are asked to the employees of the
Chinese organizations working in Africa and facilitated in developing data that is significant to
the research. The qualitative data is collected through interviews which consists of open ended
questions (Sutton and Austin 2015). These questions are able to gather in depth answers on the
research problem as they were asked to the managers working in Chinese firms in Africa.
The collected data has been analyzed by using statistical analysis and coding. SPSS
(statistical tool for social sciences) is the tool used for the analyzing the quantitative data
(Hussein 2015). The data collected has been represented into tables and charts which represents
the response frequencies. Descriptive statistics have been conducted to evaluate the mean,
median, mode, standard deviation and variance. The research has used Pearson’s correlation
method to examine the correlation between the elements and understand the degree, nature and
direction of relationship. Regression analysis has been conducted to develop a predictive model
which establishes the relationship between the different elements of diversity and inclusion and

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organizational outcome. On the other hand, the data collected from the qualitative analysis has
been analyzed in depth to identify the patterns in the answers where open coding has been used
to derive the key phrases and words (Sutton and Austin 2015). Axial coding has been used to
link these keywords to the theories. The results from the qualitative analysis has been used to
validate the results from the quantitative analysis which signifies the purpose of using sequential
explanatory research design.
3.6 Sampling
Sampling is the method of choosing elements from all the whole population when the
target population is large as it increases the complexity, cost and duration of the research (Etikan,
Musa and Alkassim 2016). The first step of the sampling process is choosing the
targetpopulation and in this research the target population consist of the present and past
employees working in the Chinese multinational companies in Africa. The next step is choosing
the sampling frame and in this study, the lower level employees working in Chinese
organizations have been chosen. The next step is choosing the sampling size and in this study,
sample size for the quantitative analysis is 50 and for the qualitative analysis is 3. The employees
and managers working in Chinese multinational companies have chosen. The next step is
choosing the sampling technique to be used in the research. There are two of sampling methods,
one is non-probabilistic sampling and another is probabilistic sampling (Emerson 2015).
Probabilistic sampling can be divided into cluster sampling, systematic sampling, stratified
sampling and simple random sampling. On the other hand, non-probabilistic sampling can be
divided into quota sampling, purposive sampling, voluntary sampling and haphazard sampling.
In this research, stratified sampling has been used to choose the respondents in the research and
quota sampling has been used to select the managers in the research.

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3.7 Reliability and Validity
Reliability evaluates the ability of the research methods and instruments to replicate the
results in the survey by using different data sets (Noble and Smith 2015). In this research, test
retest reliability has been used to check the precision of the research methods. Cronbach’s alpha
has been used to check the internal consistency of the data collected and measure the scale
reliability (Bonettand Wright2015). Validity measures the appropriateness of the instruments in
the research where construct validity has been used for checking the validity. Pilot testing has
been used to send the questionnaire to 10 respondents and check on the appropriateness of the
questionnaire.
3.8 Ethical consideration
This research has adhered to all the ethical guidelines mentioned in the research. The
research has avoided the three cardinal sins of research, fabrication, falsification and plagiarism.
None of the data has been manipulated or falsified to gather relevant results (Roberts 2015). The
data collected from authentic journals have been cited so that the authors can be credited for in
the research. Informed consent has been taken from all the respondents which stated that
participation is voluntary and it provided an overview of the purpose of conducting the research.
The privacy and anonymity of the respondents have been maintained to protect their interest. On
the other hand, none of the questions consist of any abusive language which has offended the
participants in the research.
3.9 Summary
This chapter has described the research methods and instruments developed to perform
the data collection and analysis. The various research methods, frameworks and instruments have

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been discussed in detail. The next chapter has conducted the analysis based on the suggested
research methods and develop relevant findings in the research.
4. Findings and analysis
This chapter has developed the findings and analysis based on the data collected. This
section has conducted both quantitative and qualitative data analysis to examine the impact of
diversity and inclusion on outcome of the organization. This chapter has developed two different
sections one is the quantitative analysis and another is qualitative analysis.
4.1 Reliability test
Reliability test measures the internal consistency of the collected data in the research. In
this study Cronbach’s alpha has been used to develop the reliability analysis in the research.
Cronbach’s alpha measures the scale reliability and the internal consistency of the collected data.
In this research, the value of alpha is 0.981 which is greater than 0.7 which means that the
internal consistency is high. The item total statistics in the research identifies the items that have
low consistency and can be removed to increase the overall consistency of the data. In this study,
by referring to the appendix 1, it can be seen that the internal consistency decreases if any of the
items are deleted. This means that the value of alpha is high and data is highly reliable.
However, there are still chances of sampling error of 10% as the sample size is relatively small in
the research.

23RESEARCH ENQUIRY
4.2 Quantitative Analysis
4.2.1 Demographic Questions
1. What is your age?
Graph 1: Age
Source: (As created by author)
This questions aims to highlight the age of the respondents in the survey. The findings
show that 26% of the respondent fall between 26-35 years, 20% fall between 18-25 and 20% are
below the age of 18, 16% are between the age group of 36-50 and remaining are above the age
group of 51. This shows that there is diversity in the selected respondents and is expected to
provide valuable results in the survey.

24RESEARCH ENQUIRY
2. Gender?
Graph 2: Gender
Source: (As created by author)
This question examines the gender of the participants in the survey and the findings show
that 54% of the respondents are male and remaining respondents are female. Therefore, there is
diversity in the age group so it will facilitate in developing effective results.
3. Your ethnicity?

25RESEARCH ENQUIRY
Graph 3: Ethnicity
Source: (As created by author)
This question examines the ethnicity of the respondents in the survey. The research
shows that 52% respondents in the survey are African and remaining are chines by origin. This
will facilitate in understanding the perspective of employees from different ethnicities.
4.2.2 Question on Diversity, inclusiveness and organizational outcome
4. How far do you agree that you are satisfied with your current job?
Graph 4: Satisfaction level
Source: (As created by author)
This question examines the satisfaction level of the employees in their respective
organization. The results show that 50% have disagreed to the question and 28% have strongly
disagreed to the question and 4% are indifferent. On the contrary, 12% have strongly agreed to
the research question and 6% have agreed to the question. This indicates the majority of the

26RESEARCH ENQUIRY
employees belonging to the African origin are not satisfied with their current job and some of the
Chinese are also there within the majority. There is lack of diversity and inclusion in most of the
Chinese organizations in Africa and this a proof that majority of the employees are not satisfied
with their jobs.
5. How far do you agree that you belong to this organization?
Graph 5: Sense of Belongingness
Source: (As created by author)
This question examines the sense of belongingness of the employees in their respective
organization. The results show that 50% have disagreed to the question and 28% have strongly
disagreed to the question and 4% are indifferent. On the contrary, 4% have strongly agreed to the
research question and 14% have agreed to the question. This means that majority of the
employees feel that do not belong to their respective organization. Therefore, there are chances
are looking for different jobs which is expected to increase the turnover rate in each of these

27RESEARCH ENQUIRY
organizations. The cross tabulation of ethnicity and sense of belongingness shows that majority
of the African employees have disagreed to the question.
6. How far do you agree that your opinion is valued at work?
Graph 6: Opinion is valued
Source: (As created by author)
This question examines whether the opinion of the employees are valued in their
respective organization or not. The results show that 52% have disagreed to the question and
26% have strongly disagreed to the question and 4% are indifferent. On the contrary, 12% have
strongly agreed to the research question and 6% have agreed to the question. This shows that
majority of the employees feel that their opinion is not valued in the organization. This indicates
that these employees are not included in decision making processes and critical tasks. The cross
tabulation of ethnicity and opinion shows that majority of the African employees have disagreed
to the question.

28RESEARCH ENQUIRY
7. How far do you agree that your job is evaluated fairly?
Graph 7: Evaluated fairly
Source: (As created by author)
This question examines whether the employees are evaluated fairly in their respective
organization or not. The results show that 42% have disagreed to the question and 36% have
strongly disagreed to the question and 4% are indifferent. On the contrary, 6% have strongly
agreed to the research question and 12% have agreed to the question. This means that majority of
the employees think that they are not evaluated fairly within the organization and there is
discrimination in terms of opportunity. The previous two questions have indicated that there is
lack of inclusiveness and diversity and it is reflected in the same question. The cross tabulation
of ethnicity and fair evaluation shows that majority of the African employees have disagreed to
the question.
8. How far do you agree that you are provided equal opportunity to grow?

29RESEARCH ENQUIRY
Graph 8: Equal opportunity
Source: (As created by author)
This question examines whether the employees get equal opportunity in their respective
organization or not. The results show that 36% have disagreed to the question and 42% have
strongly disagreed to the question and 4% are indifferent. On the contrary, 16% have strongly
agreed to the research question and 2% have agreed to the question. This shows that employees
are not provided equal opportunity which is another indication of lack of inclusiveness and
diversity in the organization. This result is aligned with the previous questions which shows that
these are critical factors of inclusion and diversity. The cross tabulation of ethnicity and equal
opportunity shows that majority of the African employees have disagreed to the question.
9. How far do you agree that you are provided with equal compensation and benefits when
compared to employees of other ethnicity?

30RESEARCH ENQUIRY
Graph 9: Equal benefits and compensation
Source: (As created by author)
This question scrutinizes whether the employees get equal benefits and compensation in
their respective organization or not. The results show that 42% have disagreed to the question
and 36% have strongly disagreed to the question and 4% are indifferent. On the contrary, 4%
have strongly agreed to the research question and 16% have agreed to the question. Equal
benefits and compensation is another aspect of diversity management and the Chinese
multinationals in Africa lack in diversity. The cross tabulation of ethnicity and equal benefits and
compensation shows that majority of the African employees have disagreed to the question.

31RESEARCH ENQUIRY
10. How far do you agree that you perform to your fullest potential in your organization?
Graph 10: Fullest Potential
Source: (As created by author)
This question scrutinizes whether the employees are performing to their fullest potential
in their respective organization or not. The results show that 32% have disagreed to the question
and 46% have strongly disagreed to the question and 4% are indifferent. On the contrary, 14%
have strongly agreed to the research question and 4% have agreed to the question. This clearly
shows that majority of the employees are not performing to their fullest potential. Moreover, as
most of the employees have disagreed to the majority of the questions this result was expected as
all the elements are linked to each other. The cross tabulation of ethnicity and fullest potential
and compensation shows that majority of the African employees have disagreed to the question.

32RESEARCH ENQUIRY
11. How far do you agree that your organization has been able to increase their
productivity in last couple of years?
Graph 11: Productivity
Source: (As created by author)
This question scrutinizes whether the organization has been able to increase their
productivity or not in the past few years. The results show that 38% have disagreed to the
question and 40% have strongly disagreed to the question and 4% are indifferent. On the
contrary, 10% have strongly agreed to the research question and 8% have agreed to the question.
The majority of the companies are unable to increase their productivity as there is lack of
innovation and diversity within the organization. Lack of diversity causes mismanagement as the
skilled employees are not given enough opportunity to contribute to the decision making process.

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12. How far do you agree that operation in your organization is effective and consistent?
Graph 12: Effective and consistent operations
Source: (As created by author)
This question scrutinizes whether the operations in your organization are consistent and
effective or not. The results show that 42% have disagreed to the question and 36% have
strongly disagreed to the question and 4% are indifferent. On the contrary, 12% have strongly
agreed to the research question and 6% have agreed to the question.This shows that there is lack
of consistency and effectiveness within the organizational operations in Chinese multinational
companies as rules are not similar for all the diverse people. This results in motivational issues
among African employees and they are unable to perform and leave the organization for better
growth opportunities.

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4.2.3 Correlation matrix
Correlations
Satisfact
ion
Sense of
belonging
ness
Opini
on is
value
d
Evaluat
ed
fairly
equal
opportun
ity
equality in
benefits
and
compensat
ion
Fullest
potenti
al
productiv
ity
effectiv
e and
consist
ent
producti
vity
Pearson
Correlat
ion
.864** .879** .846** .833** .871** .864** .851** 1 .876**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000
N 50 50 50 50 50 50 50 50 50
effective
and
consisten
t
Pearson
Correlat
ion
.880** .861** .875** .831** .866** .823** .881** .876** 1
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000
N 50 50 50 50 50 50 50 50 50

35RESEARCH ENQUIRY
**. Correlation is significant at the 0.01 level (2-tailed).
The correlation matrix clearly shows that there is high degree of positive relationship
between productivity and all the other elements of diversity and inclusiveness (sense of
belonging, opinions being valued, fair evaluation, equal opportunity, equal benefits and
compensation and fullest potential). Moreover, the values are significant at two tailed which
means that there is bidirectional relationship. It also shows that there has been significant
relationship between all the elements of diversity and inclusion.
4.2.4 Regression analysis
Model Summaryb
Model R R Square Adjusted R Square
Std. Error of the
Estimate
1 .918a .843 .821 .549
a. Predictors: (Constant), Fullest potential , equality in benefits and compensation, Evaluated
fairly, Opinion is valued , Sense of belongingness , equal opportunity
b. Dependent Variable: productivity
Regression analysis has developed a model which has established the relationship
between diversity, inclusion and organizational outcome. The value of multiple R is 0.918 which
shows that the correlation of the model is high and this indicates the prediction capability of the
model is high and has high precision. R square is the coefficient of determination which
measures the goodness of fit of the graph and the variance in the explaining capability of the
predictors of the dependent variable, organizational productivity. The value of R square is

36RESEARCH ENQUIRY
accepted at 0.7 and in this study, the value of R squared is 0.843 which is high and shows that
goodness of fit of the graph is high. On the other hand, the explaining capability of the predictors
are 84.3%which shows that inclusion and diversity can improve the organizational productivity
by 84.3%. Moreover, the value of F in this research is 0.000 which is less than 0.05 so the null
hypothesis has been rejected and the alternative hypothesis has been accepted.
4.3 Qualitative analysis
In the qualitative analysis, three supervisors have been chosen where one of the manager
is Chinese by origin and remaining two are
Questions Comments Coding
1. Do you think that diversity
and inclusion is essential in
your organization? Explain
“No, I don’t feel that diversity
and inclusion is essential for
organizational growth. We
believe in Confucianism and we
are not dependent on others. We
use self-control to achieve our
goals.”
“Yes, I believe in diversity at
workplace and it is essential for
people from diverse countries to
work together to bring about
more creativity and innovation
within the organization.
Empowerment and humanitarian
Confucianism, Ubantu,
inclusiveness and diversity.

37RESEARCH ENQUIRY
approach is essential for
developing an effective
organizational culture.”
“Yes, I believe in diversity and
inclusion and I follow
Ubantuwhich believes in team
and empowerment.”
2. What are the diversity and
inclusion measures taken by
the organization?
“I have not placed any diversity
and inclusion policies within the
organization. We believe in
individual effort.”
“I have been trying to implement
diversity and inclusion strategies
but it is difficult to bring about
change within the organization
where the core values and beliefs
are contradicting to diversity. “
“There are no such policies
implemented by the
organizations as such but I have
been trying to implement
diversity and inclusion. We are
moving towards it.”
No diversity policy has been
placed and company is nit
making effort to do so.
3. Do you think there is lack of
diversity and inclusiveness in
“Yes, there is lack of diversity in
my organization as my
Lack of diversity, minimal

38RESEARCH ENQUIRY
your organization? If yes.
Please specify
organizational values does not
promote diversity and
inclusiveness with the
organization.”
“Yes, there is lack of diversity
between the organizations and I
have been trying to implement
diversity and inclusion but it
would take time.”
“Yes, there is definitely lack of
diversity in the organization and
diversity policies would take
time to implement as majority of
the management is not concerned
about diversity.”
importance to diversity
4.3.1 Generalizations
The findings of the qualitative analysis shows that there is lack of diversity in all the
organizations as the organization values, assumptions and beliefs are based on Confucianism
whereas the African managers focus on Ubantu which believes in team, empowerment and
diversity. This shows that there is huge difference in cultural values between both the
communities which is a major problem for developing diverse organizational culture. Moreover,
the managers stated that they are unable to implement diversity and inclusion due to the lack of
importance among the Chinese multinational companies.

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4.4 Summary
The findings from the qualitative analysis verifies the findings from the quantitative
analysis which shows that there is lack of diversity in the organization which is affecting their
productivity and other organizational outcomes. The managers in Chinese organizations are
reluctant to implement diversity within the organization and the African managers are not getting
enough support from the management to implement diversity policies. Moreover, the F test has
been able to test the hypothesis and prove that there is significant positive relationship between
diversity, inclusion and organizational outcome. The next chapter in the research will provide
conclusion to the study by linking with the objectives.
5. Conclusion and recommendations
5.1 Conclusion and key findings
Diversity and inclusion is a major issue faced by the Chinese companies in Africa. The
employees working there are not at all satisfied with the organizational culture as does not
promote diversity and inclusion. The cultural differences between both the organizations show
Chinese and African have significant difference as one believes in individualism where the other
believes in collectivism. The key findings in the research show that different elements of
diversity and inclusion are quite low among the employees and most of them have developed are
satisfied with their job. This addresses the research problem discussed in the introduction and
shows that management level employees are reluctant in implementing policies related to
diversity and inclusion. This could be better understood by the statement, “No, I don’t feel that
diversity and inclusion is essential for organizational growth. We believe in Confucianism and
we are not dependent on others. We use self-control to achieve our goals.” Similarly, in the

40RESEARCH ENQUIRY
quantitative analysis the majority of the respondents have stated that their opinions are not
valued within their organization and they feel that they do not belong in their respective
organizations. The findings also show that improvement in diversity and inclusion will result in
84.3% improvement in productivity which depicts the relevance of diversity management within
the organization.
5.2 Recommendations
The analysis of the data shows diversity management and inclusion policies have to be
implemented by the Chinese multinationals to improve their productivity and organizational
outcome. The recommendations are as follows:
 The organization needs to develop a sense of belonging among the African employees by
including them into critical decision making process. It also consists of providing
opportunity to be part of a diverse team so that they can understand each other in a better
way.
 The organization needs to make changes to their top down approach by identifying the
difference in values and experiences among the employees so that the change in culture is
significant for each employee.
 The organizations should be more focused on implementing inclusion as diversity
management becomes vague without proper inclusion strategies. This is possible by
scaling inclusive and diverse behaviour.
 Moreover, it is essential for the organization to educate the employees about the policies
and results they want to achieve by inclusion. Organization cultural changed needs to be
conveyed to the employees so that they are aware of the expected behaviour from the
organization.

41RESEARCH ENQUIRY

42RESEARCH ENQUIRY
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Appendices
Appendix 1
Reliability Statistics
Cronbach's
Alpha N of Items
.981 9
Item Statistics
Mean Std. Deviation N
Satisfaction 3.76 1.271 50
Sense of belongingness 3.84 1.113 50
Opinion is valued 3.74 1.259 50
Evaluated fairly 3.90 1.199 50
equal opportunity 3.86 1.414 50
equality in benefits and compensation 3.92 1.158 50
Fullest potential 3.92 1.397 50
productivity 3.90 1.298 50
effective and consistent 3.84 1.315 50
Item-Total Statistics
Scale Mean if
Item Deleted
Scale Variance if
Item Deleted
Corrected Item-
Total Correlation
Cronbach's
Alpha if Item
Deleted
Satisfaction 30.92 90.524 .915 .979
Sense of belongingness 30.84 93.280 .918 .979
Opinion is valued 30.94 90.629 .920 .979
Evaluated fairly 30.78 92.134 .899 .980
equal opportunity 30.82 87.538 .934 .979
equality in benefits and
compensation
30.76 92.798 .902 .980
Fullest potential 30.76 87.941 .930 .979
productivity 30.78 89.971 .918 .979
effective and consistent 30.84 89.607 .921 .979

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Appendix 2
Correlations
Satisfacti
on
Sense of
belongingn
ess
Opini
on is
value
d
Evaluat
ed fairly
equal
opportun
ity
equality in
benefits
and
compensat
ion
Fullest
potenti
al
productiv
ity
effectiv
e and
consist
ent
Satisfactio
n
Pearson
Correlati
on
1 .824** .866** .827** .878** .861** .851** .864** .880**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000
N 50 50 50 50 50 50 50 50 50
Sense of
belongingn
ess
Pearson
Correlati
on
.824** 1 .873** .828** .880** .861** .871** .879** .861**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000
N 50 50 50 50 50 50 50 50 50
Opinion is
valued
Pearson
Correlati
on
.866** .873** 1 .821** .885** .840** .881** .846** .875**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000
N 50 50 50 50 50 50 50 50 50
Evaluated
fairly
Pearson
Correlati
on
.827** .828** .821** 1 .882** .861** .860** .833** .831**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000
N 50 50 50 50 50 50 50 50 50
equal
opportunity
Pearson
Correlati
on
.878** .880** .885** .882** 1 .816** .903** .871** .866**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000
N 50 50 50 50 50 50 50 50 50

52RESEARCH ENQUIRY
equality in
benefits
and
compensati
on
Pearson
Correlati
on
.861** .861** .840** .861** .816** 1 .854** .864** .823**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000
N 50 50 50 50 50 50 50 50 50
Fullest
potential
Pearson
Correlati
on
.851** .871** .881** .860** .903** .854** 1 .851** .881**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000
N 50 50 50 50 50 50 50 50 50
productivity Pearson
Correlati
on
.864** .879** .846** .833** .871** .864** .851** 1 .876**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000
N 50 50 50 50 50 50 50 50 50
effective
and
consistent
Pearson
Correlati
on
.880** .861** .875** .831** .866** .823** .881** .876** 1
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000
N 50 50 50 50 50 50 50 50 50
**. Correlation is significant at the 0.01 level (2-tailed).

53RESEARCH ENQUIRY
Appendix 3
Model Summaryb
Model R R Square Adjusted R Square
Std. Error of the
Estimate
1 .918a .843 .821 .549
a. Predictors: (Constant), Fullest potential , equality in benefits and compensation, Evaluated
fairly, Opinion is valued , Sense of belongingness , equal opportunity
b. Dependent Variable: productivity
ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 69.526 6 11.588 38.404 .000b
Residual 12.974 43 .302
Total 82.500 49
a. Dependent Variable: productivity
b. Predictors: (Constant), Fullest potential , equality in benefits and compensation, Evaluated fairly,
Opinion is valued , Sense of belongingness , equal opportunity
Coefficientsa
Model
Unstandardized Coefficients
Standardized
Coefficients
t Sig.B Std. Error Beta

54RESEARCH ENQUIRY
1 (Constant) -.084 .309 -.272 .787
Sense of belongingness .315 .181 .270 1.738 .089
Opinion is valued .054 .159 .052 .341 .735
Evaluated fairly .015 .164 .013 .089 .930
equal opportunity .282 .168 .308 1.681 .100
equality in benefits and
compensation
.354 .166 .316 2.135 .039
Fullest potential .009 .155 .010 .060 .952
a. Dependent Variable: productivity
Residuals Statisticsa
Minimum Maximum Mean Std. Deviation N
Predicted Value 1.00 5.06 3.90 1.191 50
Residual -1.064 .965 .000 .515 50
Std. Predicted Value -2.435 .977 .000 1.000 50
Std. Residual -1.937 1.758 .000 .937 50
a. Dependent Variable: productivity

55RESEARCH ENQUIRY
Appendix 4
Ethnicity * Sense of belongingness Crosstabulation
Count
Sense of belongingness
Total1 2 3 4 5
Ethnicity 1 1 2 1 14 8 26
2 1 5 1 11 6 24
Total 2 7 2 25 14 50
Ethnicity * Opinion is valued Crosstabulation
Count
Opinion is valued
Total1 2 3 4 5
Ethnicity 1 1 2 1 16 6 26
2 5 1 1 10 7 24
Total 6 3 2 26 13 50

56RESEARCH ENQUIRY
Ethnicity * Evaluated fairly Crosstabulation
Count
Evaluated fairly
Total1 2 3 4 5
Ethnicity 1 2 1 1 12 10 26
2 1 5 1 9 8 24
Total 3 6 2 21 18 50
Ethnicity * equal opportunity Crosstabulation
Count
equal opportunity
Total1 2 3 4 5
Ethnicity 1 2 1 1 11 11 26
2 6 0 1 7 10 24

57RESEARCH ENQUIRY
Total 8 1 2 18 21 50
Ethnicity * equality in benefits and compensation Crosstabulation
Count
equality in benefits and compensation
Total1 2 3 4 5
Ethnicity 1 1 2 1 13 9 26
2 1 5 1 8 9 24
Total 2 7 2 21 18 50
Ethnicity * Satisfaction Crosstabulation
Count
Satisfaction
Total1 2 3 4 5
Ethnicity 1 1 2 1 16 6 26

58RESEARCH ENQUIRY
2 5 1 1 9 8 24
Total 6 3 2 25 14 50

59RESEARCH ENQUIRY
Appendix 5
1. What is your age?
a) Below 18
b) 18-25
c) 26-35
d) 36-50
e) 51 and above
2. Gender?
a) Male
b) Female
3. Your ethnicity?
a) African
b) Chinese
4. How far do you agree that you are satisfied with your current job?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
5. How far do you agree that you belong to this organization?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree

60RESEARCH ENQUIRY
6. How far do you agree that your opinion is valued at work?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
7. How far do you agree that your job is evaluated fairly?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
8. How far do you agree that you are provided equal opportunity to grow?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
9. How far do you agree that you are provided with equal compensation and benefits when
compared to employees of other ethnicity?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
10. How far do you agree that you perform to your fullest potential in your organization?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
11. How far do you agree that your organization has been able to increase their
productivity in last couple of years?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
12. How far do you agree that operation in your organization is effective and consistent?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
Qualitative Questions

61RESEARCH ENQUIRY
1. Do you think that diversity and inclusion is essential in your organization? Explain
2. What are the diversity and inclusion measures taken by the organization?
3. Do you think there is lack of diversity and inclusiveness in your organization? If yes.
Please specify