The Relationship Between Workforce Diversity and Work Performance Among Employees at a Manufacturing Company in Johor

Workplace diversity and employee work performance have evolved to be an even greater issue considered by organizations that are focused on remaining competitive, innovative, and effective in the current dynamic business environment. Nevertheless, organizations still struggle to know how workforce diversity affects the work performance of employees. Past research revealed poor empirical data that measures workforce diversity through emotional reactions, judgment, behavioral intentions, personal consequences, and perceived organizational outcomes against employee work performance within Malaysian organization. This study examined the relationship between workplace diversity and employee work performance at a manufacturing company located in Johor. The population of the study comprised 87 employees, from which a sample of 73 employees participated in the research. Data were collected using structured questionnaires consisting of three sections including demographic information, workforce diversity, and employee work performance. The Workplace Diversity Survey was used to measure workplace diversity, while the Individual Work Performance Questionnaire was employed to assess employee work performance. The statistical methods of analysis used were descriptive and correlation analysis, like mean, standard deviation, and the pearson correlation coefficient. The study found that employees stated moderate levels of workforce diversity (M = 3.35) and high levels of employee work performance (M = 3.72). The results showed that the workplace diversity relationship with employee work performance was moderate, and the effective diversity management practices could be applied to increase the work performance of employees and contribute to organizational effectiveness.

Workforce Diversity, Employee Work Performance, Diversity Management, Organizational Outcomes

1. Aminnuddin, N. A. (2020). Ethnic differences and predictors of racial and religious discriminations among Malaysian Malays and Chinese. Cogent Psychology, 7(1). https://doi.org/10.1080/23311908.2020.1766737 [Google Scholar] [Crossref]

2. Amodio, F., Hoey, S., & Schneider, J. (2023). Work Style Diversity and Diffusion Within and Across Organizations: Evidence from Soviet-Style Hockey. Management Science, 70(4), 2294–2314. https://doi.org/10.1287/mnsc.2023.4808 [Google Scholar] [Crossref]

3. Antwi, F. A., Mensah, J., & Glover, E. (2023). Workforce Diversity and Employee Work Performance Among Selected Health Workers: Evidence from Sub-Sahara Africa. Malaysian Business Management Journal, 2(1), 23–28. https://doi.org/10.26480/mbmj.01.2023.23.28 [Google Scholar] [Crossref]

4. Arshad, M., Qasim, N., Farooq, O., & Rice, J. (2021). Empowering leadership and employees’ work engagement: a social identity theory perspective. Management Decision, 60(5), 1218–1236. https://doi.org/10.1108/md-11-2020-1485 [Google Scholar] [Crossref]

5. Ayele, B. K., Wu, W., & Chen, C. (2024). Does diversity climate matter? The more respected I feel, the better I can do: Unravelling the mechanisms enabling employees’ Extra-Role performance. Behavioral Sciences, 14(12), 1164. https://doi.org/10.3390/bs14121164 [Google Scholar] [Crossref]

6. Ayele, B. K., Wu, W., & Chen, C. (2024). Does diversity climate matter? The more respected I feel, the better I can do: Unravelling the mechanisms enabling employees’ Extra-Role performance. Behavioral Sciences, 14(12), 1164. https://doi.org/10.3390/bs14121164 [Google Scholar] [Crossref]

7. Bakker, A. B., & Demerouti, E. (2007). The Job Demands‐Resources model: state of the art. Journal of Managerial Psychology, 22(3), 309–328. https://doi.org/10.1108/02683940710733115 [Google Scholar] [Crossref]

8. Bakker, A. B., & Demerouti, E. (2017). Job demands–resources theory: Taking stock and looking forward. Journal of Occupational Health Psychology, 22(3), 273–285. https://doi.org/10.1037/ocp0000056 [Google Scholar] [Crossref]

9. Bakker, A. B., Demerouti, E., & Sanz-Vergel, A. I. (2023). Job demands–resources theory: Taking stock and looking forward. Annual Review of Organizational Psychology and Organizational Behavior, 10, 389–417. https://doi.org/10.1146/annurev-orgpsych-120920-053933 [Google Scholar] [Crossref]

10. Bathumalai, Vijaya Kumar (2024) Determinants of equality, diversity and inclusion practices in Johor Bahru's manufacturing companies. Master Thesis, Universiti Utara Malaysia. [Google Scholar] [Crossref]

11. Bell, E., Bryman, A., & Harley, B. (2022). Business research methods (6th ed.). Oxford University Press. [Google Scholar] [Crossref]

12. Borman, W. C., & Motowidlo, S. J. (1997). Task performance and contextual performance: The meaning for personnel selection research. Human Performance, 10(2), 99–109. https://doi.org/10.1207/s15327043hup1002_3 [Google Scholar] [Crossref]

13. Byrd, M. Y., & Scott, C. L. (2024). Diversity in the workforce: Current Issues and Emerging Trends. [Google Scholar] [Crossref]

14. Care, F. R. a. M., Subagio, B. S., & Rahman, H. (2018). Porous concrete basic property criteria as rigid pavement base layer in Indonesia. MATEC Web of Conferences, 147, 02008. https://doi.org/10.1051/matecconf/201814702008 [Google Scholar] [Crossref]

15. Chhetri, S. R. (2024). Impact of workforce diversity on organizational performance of Nepalese insurance companies. Nepalese Journal of Management, 11(2), 74–95. https://doi.org/10.3126/njm.v11i2.68854 [Google Scholar] [Crossref]

16. Coronado-Maldonado, I., & Benítez-Márquez, M. (2023). Emotional intelligence, leadership, and workteams: A hybrid literature review. Heliyon, 9(10), e20356. https://doi.org/10.1016/j.heliyon.2023.e20356 [Google Scholar] [Crossref]

17. Das, N. L. M. D. (2025). The Role of Workforce Diversity in Enhancing Organisational Performance: A Review of Small and Medium Enterprise in Developing Regions. Journal of Informatics Education and Research, 5(2). https://doi.org/10.52783/jier.v5i2.2546 [Google Scholar] [Crossref]

18. De Meuse, K. P., & Hostager, T. J. (2001). Developing an instrument for measuring attitudes toward and perceptions of workplace diversity: An initial report. Human Resource Development Quarterly, 12(1), 33-51. [Google Scholar] [Crossref]

19. Demerouti, E. (2025). Job demands-resources and conservation of resources theories: How do they help to explain employee well-being and future job design? Journal of Business Research, 192, 115296. https://doi.org/10.1016/j.jbusres.2025.115296 [Google Scholar] [Crossref]

20. Dongrey, R., & Rokade, V. (2021). Assessing the effect of perceived diversity practices and psychological safety on contextual performance for sustainable workplace. Sustainability, 13(21), 11653. https://doi.org/10.3390/su132111653 [Google Scholar] [Crossref]

21. Elamin, A. M., Aldabbas, H., & Ahmed, A. Z. E. (2024). The impact of diversity management on innovative work behavior: the mediating role of employee engagement in an emerging economy. Frontiers in Sociology, 9, 1441109. https://doi.org/10.3389/fsoc.2024.1441109 [Google Scholar] [Crossref]

22. Ennida, K., Allouani, S. A., & Roqai, M. C. (2025). Leveraging Organizational Citizenship Behavior for Sustainable Academic Excellence: A Moroccan University Case Study. In Cases on Sustainable Organizational Performance and Competitive Advantages (pp. 179-220). IGI Global Scientific Publishing. [Google Scholar] [Crossref]

23. Gautam, P. K. (2023). Effect of workforce diversity management on employee performance in educational institutions. PYC Nepal Journal of Management, 16(1), 35–54. https://doi.org/10.3126/pycnjm.v16i1.68106 [Google Scholar] [Crossref]

24. George, D., & Mallery, P. (2003). SPSS for Windows Step by Step: A Simple Guide and Reference. 11.0 Update (4th ed.). Boston: Allyn & Bacon. [Google Scholar] [Crossref]

25. Gharti, A., & Modi, D. K. (2024). A comprehensive examination of workforce diversity. International Research Journal of MMC, 5(3), 75–85. https://doi.org/10.3126/irjmmc.v5i3.68501 [Google Scholar] [Crossref]

26. Harshini, S. (2024). Assessing the impact of workforce diversity on employee performance: A study of the food and beverage retail industry in Malaysia [Master Thesis, Universiti Utara Malaysia]. UUM Electronic Theses and Dissertation. [Google Scholar] [Crossref]

27. Hertzog, M. A. (2008). Considerations in determining sample size for pilot studies. Research in Nursing & Health, 31(2), 180–191. https://doi.org/10.1002/nur.20247 [Google Scholar] [Crossref]

28. IBM Corp. (2022). IBM SPSS Statistics for Windows, Version 29.0. IBM Corp. [Google Scholar] [Crossref]

29. Islam, Q., & Babgi, M. (2023). Impact of Workforce Diversity Management on job performance of Employees in Saudi Arabia: Testing the mediating effect of employee engagement and job match. Management and Accounting Review, 22(3). https://doi.org/10.24191/mar.v22i03-01 [Google Scholar] [Crossref]

30. Ismaila, Y., & Usman, M. (2023). Impact of workforce diversity management on employees’ performance: A study of Niger State Polytechnic, Zungeru, Nigeria. African Journal of Management and Business Research, 11(1), 256-283. [Google Scholar] [Crossref]

31. Jehn, K. A., Northcraft, G. B., & Neale, M. A. (1999). Why Differences make a difference: A field study of diversity, conflict and performance in workgroups. Administrative Science Quarterly, 44(4), 741–763. https://doi.org/10.2307/2667054 [Google Scholar] [Crossref]

32. Juyumaya, J. (2022). How psychological empowerment impacts task performance: The mediation role ofwork engagement and moderating role of age. Frontiers in Psychology, 13. https://doi.org/10.3389/fpsyg.2022.889936 [Google Scholar] [Crossref]

33. Khan, A. T. M. J., & Jahan, N. (2021). Impact of workforce diversity on employees perceived performance: A study on the banking sector of Bangladesh. Global Journal of Management and Business Research: Administration and Management, 21(8), 21–26. [Google Scholar] [Crossref]

34. Koopmans, L., Bernaards, C. M., Hildebrandt, V. H., De Vet, H. C., & Van Der Beek, A. J. (2014). Measuring individual work performance: Identifying and selecting indicators. Work, 48(2), 229–238. https://doi.org/10.3233/wor-131659 [Google Scholar] [Crossref]

35. Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities. Educational and Psychological Measurement, 30(3), 607–610. https://doi.org/10.1177/001316447003000308 [Google Scholar] [Crossref]

36. Kumar, A., & Singh, S. (2025). Exploring the influence of workforce diversity on organisational performance: A cultural perspective. International Journal of Research in Management, 7(1), 1309–1311. https://doi.org/10.33545/26648792.2025.v7.i1n.428 [Google Scholar] [Crossref]

37. Kumar, N., & Gupta, N. (2023). Impact of workplace diversity on organizational performance through the mediating role of creative synergy. Dinkum Journal of Economics and Managerial Innovations, 2(05), 293-304. [Google Scholar] [Crossref]

38. Landell, K., 1997. Management by menu. London: Wiley & Sons Inc. [Google Scholar] [Crossref]

39. Lemunen, S., Were, S., & Namusonge, G. (2020). Workforce Diversity and Employee Performance in the Constitutional Commissions of Kenya. Strategic Journal of Business & Change Management, 7(4). https://doi.org/10.61426/sjbcm.v7i4.1988 [Google Scholar] [Crossref]

40. Leroy, H., Buengeler, C., Veestraeten, M., Shemla, M., & Hoever, I. J. (2021). Fostering team creativity through Team-Focused inclusion: the role of leader harvesting the benefits of diversity and cultivating Value-In-Diversity beliefs. Group & Organization Management, 47(4), 798–839. https://doi.org/10.1177/10596011211009683 [Google Scholar] [Crossref]

41. Letchumanan, T., Shaari, N. A., & Raman, G. (2025). Effects of workforce diversity on employee performance in Malaysian banking industry. International Journal of Academic Research in Business and Social Sciences, 15(6). https://doi.org/10.6007/ijarbss/v15-i6/25732 [Google Scholar] [Crossref]

42. Letchumanan, T., Shaari, N. A., & Raman, G. (2025). Effects of workforce diversity on employee performance in Malaysian banking industry. International Journal of Academic Research in Business and Social Sciences, 15(6). https://doi.org/10.6007/ijarbss/v15-i6/25732 [Google Scholar] [Crossref]

43. Leuhery, F., Padang, N. S., Karyono, K., Puspitasari, D., & Judijanto, L. (2024). Workplace Diversity and Inclusion: Strategies for Effective implementation and Benefits to Organizational culture. Dinasti International Journal of Economics Finance & Accounting, 5(4), 4647–4653. https://doi.org/10.38035/dijefa.v5i4.3373 [Google Scholar] [Crossref]

44. Mehari, A. T., Birbirsa, Z. A., & Dinber, G. N. (2024). The effect of workforce diversity on organizational performance with the mediation role of workplace ethics: Empirical evidence from food and beverage industry. PLoS ONE, 19(7), e0297765. https://doi.org/10.1371/journal.pone.0297765 [Google Scholar] [Crossref]

45. Nwahanye, E., & Dze, B. N. (2021). Does Employee Performance Mediate the Effect of Workforce Diversity on Organisational Performance? Evidence from Small and Medium Enterprises (SMEs) in the Buea Municipality. Archives of Business Research, 9(7), 79–94. https://doi.org/10.14738/abr.97.10481 [Google Scholar] [Crossref]

46. Obeng, H. A., Gyamfi, B. A., Arhinful, R., & Mensah, L. (2025). Unlocking performance potential: Workforce diversity management and gender diversity as drivers of employee performance in Ghana’s public healthcare sector. Societies, 15(5), 132. https://doi.org/10.3390/soc15050132 [Google Scholar] [Crossref]

47. Ode, E., Brooks, R., Bend, G., Johnes, J., Herath, D., Li, J., & Kara, A. (2024). A Meta-Analysis of Workforce Diversity and Productivity: A test of underlying mechanisms. Academy of Management Proceedings, 2024(1). https://doi.org/10.5465/AMPROC.2024.20683abstract [Google Scholar] [Crossref]

48. Oshin, I. I., Ayanleke, A. O., & Gazal, H. O. (2023). The Workforce Diversity on Employee Performance in Toyota of Bowie, United States of America. Organization and Human Capital Development, 2(1), 28–40. https://doi.org/10.31098/orcadev.v2i1.1097 [Google Scholar] [Crossref]

49. Pearson, N., Naylor, P., Ashe, M. C., Fernandez, M., Yoong, S. L., & Wolfenden, L. (2020). Guidance for conducting feasibility and pilot studies for implementation trials. Pilot and Feasibility Studies, 6(1), 167. https://doi.org/10.1186/s40814-020-00634-w [Google Scholar] [Crossref]

50. Platania, S., Maggio, C., & Boccadamo, M. (2025). The impact of diversity inclusion practices in the workplace context: The effect of inclusive leadership. European Journal of Investigation in Health, Psychology and Education, 15(7), 121–135. [Google Scholar] [Crossref]

51. Platania, S., Morando, M., Gruttadauria, S., V.; Koopmans, L. The Individual Work Performance Questionnaire: Psychometric properties of the Italian version. Preprints 2023, 2023110251. https://doi.org/10.20944/preprints202311.0251.v1 [Google Scholar] [Crossref]

52. Qureshi, F. U. D. (2024). Navigating diversity: identity perceptions and workplace dynamics. Journal of Asia Business Studies, 18(4), 1070–1093. https://doi.org/10.1108/jabs-09-2023-0367 [Google Scholar] [Crossref]

53. Sandall, H., Silva, L. M. C. E., & Queiroga, F. (2022). A Comprehensive Approach to Job Performance in the Service Sector: A Systematic Literature review. BAR - Brazilian Administration Review, 19(2). https://doi.org/10.1590/1807-7692bar2022210046 [Google Scholar] [Crossref]

54. Sandrasegar, H. (2024). Assessing the impact of workforce diversity on employee performance: A study of the food and beverage retail industry in Malaysia. In School of Business Management, Universiti Utara Malaysia, School of Business Management, Universiti Utara Malaysia. https://etd.uum.edu.my/11286/2/s828995_01.pdf [Google Scholar] [Crossref]

55. Schaufeli, W. B. (2021). Engaging leadership: How to promote work engagement? Frontiers in Psychology, 12, 754556. [Google Scholar] [Crossref]

56. Sekaran, U. and Bougie, R. (2016). Research Method for Business. (7th ed.) United Kingdom: John Wiley and Sons Ltd. [Google Scholar] [Crossref]

57. Sharma, A., & Sharma, P. (2023). The strategic role of workforce diversity in organizational success: A review. Global Journal of Business Research, 17(2), 89–101. [Google Scholar] [Crossref]

58. Singh, I. S. T., Abdullah, H., Yaacob, S., Ismail, Z., Wen, K. F., & Liaw, J. O. H. (2021). The Relationship between Task and Contextual Job Performance among Middle Managers in the Malaysian ARMY. Journal of Defence Management Social Science & Humanities, 4(2). https://doi.org/10.58247/jdmssh-2021-0401-10 [Google Scholar] [Crossref]

59. Tajfel, H., & Turner, J. C. (1979). An integrative theory of intergroup conflict. In W. G. Austin & S. Worchel (Eds.), The social psychology of intergroup relations (pp. 33–47). Monterey, CA: Brooks/Cole. [Google Scholar] [Crossref]

60. Tazminur, S., Sultana, R., Ahammed, M. Y., & Ferdous, S. (2024). Impact of Workforce Diversity on Employee Work Performance. Baiust Academic Journal. https://doi.org/10.63307/baj.5.1.004 [Google Scholar] [Crossref]

61. Ting, R.SK., Lim, XJ., Lim, J.YR. et al. A preliminary study on the relationship between cultural identification, racial discrimination, and well-being of Chinese Malaysians Young Adults. Curr Psychol 43, 9064–9077 (2024). https://doi.org/10.1007/s12144-023-05081-3 [Google Scholar] [Crossref]

62. Tummers, L. G., & Bakker, A. B. (2021). Leadership and Job Demands-Resources Theory: A Systematic Review. Frontiers in Psychology, 12. https://doi.org/10.3389/fpsyg.2021.722080 [Google Scholar] [Crossref]

63. Turi, J. A., Khastoori, S., Sorooshian, S., & Campbell, N. (2022). Diversity impact on organizational performance: Moderating and mediating role of diversity beliefs and leadership expertise. PLoS ONE, 17(7), e0270813. https://doi.org/10.1371/journal.pone.0270813 [Google Scholar] [Crossref]

64. Yuan, P., & Kongruang, C. (2025). Job Stress, Incentives, and Performance: A Study of University Lecturers in a Resource-Constrained Region of China. Procedia of Multidisciplinary Research, 3(1), 5. [Google Scholar] [Crossref]

• Is Strike Relevant in the Modern Era? Evidence from Indian Manufacturing, IT/Ites, FMCG, Electronics and Emerging Sectors
• A Qualitative Exploration of Work-Life Balance Among Private Universities Lecturers in Klang Valley
• Leadership Styles and Employee Motivation: Examining the Impact on Job Satisfaction and Turnover
• Human Resource Management, Organizational Culture, and Good Governance Practices: A Structural Equation Model on Service Orientation among Government-Owned and Controlled Corporation in Davao Region
• Cost of Silence: Exploring the Impact of Organisational Silence on Employee Engagement