Workforce Heterogeneity, Organizational Culture and Employee Performance of Large Hardware Companies

This study determined the relationship among workforce heterogeneity, organizational culture, and employee performance of rank-and-file employees in large hardware companies in General Santos City. Specifically, it assessed the perceived levels of workforce heterogeneity in terms of workforce diversity, employee inclusion, and employee engagement; organizational culture in terms of institutional leadership, management of employees, and empowerment; and employee performance in terms of vigor, dedication, and absorption. The study employed a quantitative descriptive-correlational research design. A total of 458 rank-and-file employees participated in the study through purposive and convenience sampling. Data were gathered using a structured survey questionnaire and were analyzed using weighted mean, Pearson’s r, t-test, and One-Way ANOVA.
Findings revealed that workforce heterogeneity obtained an overall mean of 3.69, described as high. Organizational culture also received a high rating, with an overall mean of 3.70. Likewise, employee performance was rated high, with an overall mean of 3.72. However, the correlation results showed that workforce heterogeneity had no significant relationship with employee performance, as indicated by Pearson’s r = -0.022 and p = 0.637. Organizational culture also had no significant relationship with employee performance, with Pearson’s r = -0.009 and p = 0.855. Thus, the null hypotheses on the relationships among the variables were accepted. Meanwhile, the test of difference revealed that employee performance significantly differed according to age, with F = 4.10 and p = 0.007; therefore, the null hypothesis for age was rejected. No significant differences were found according to gender, marital status, education, and work experience.

workforce heterogeneity, organizational culture, employee performance, rank-and-file employees, hardware companies, General Santos City

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