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Human Resource ( HR) practitioners know the various measures of encouraging workforce diversity (WFD) for motivating towards organizational goal and for that they go beyond their particular job and carry out voluntary work which may not be the traditional structured job design of HR professionals (Clercq, Suhail, Azeem, & Haq, 2019; Rose, 2016). Such informal managerial practices inspire workers and improve job-related results, adding extra fuel for improving performance (He, Gu, & Liu, 2018; Lin & Peng, 2010). Diversity management may provide the workers with a favorable and knowledge-based work assignment. Pitts (2009)notes that WFDM has always been seen as a part of HRM, establishing an inclusive and equitable work climate. Various studies have indicated that there must be job match management for better work efficiency and profit (Groeneveld & Verbeek, 2012; Kirton & Greene, 2015; Van Knippenberg, De Dreu, & Homan, 2004; Verheij et al., 2017). WFDM is a best tool to deal with job mis match issues.
The hospitality sector, especially the hotel industry, is occupied with people from different knowledge backgrounds but regularly faces diversity-related problems (Madera, 2013). Since organizational success depends on the employees’ performance, it is essential to satisfy the employees for better job results. JP and work satisfaction have still been widely studied constructs (Alessandri, Borgogni, & Latham, 2017).
An organization’s productivity and outcomes depend upon the employee’s performance, and employees’ productivity depends on the employees’ satisfaction and performance. It becomes difficult for managers to maintain or balance the ratio of organizational performance and employee performance(Delmas & Pekovic, 2018; Oliver, 2018). The research describes JS (JS) as an actual evaluation of an individual’s work, while JP (JP) includes a collection of activities linked to organizational objectives (Brief & Weiss, 2002; Murphy, 1989). Choi and Rainey (2014) noted that JS and JP also depend on successful workplace diversity management, so research on diversity in a current scenario is relevant and is increasing (Jaiswal & Dyaram, 2019a).
Previous studies state that most of the issues related to diversity are from American perspectives and deal with age, gender, race, ethnicity, etc. (Choi & Rainey, 2010; Manoharan & Singal, 2017; Pitts, 2009; R. Thomas, 1990). The research on deep-level diversity, such as knowledge diversity, value diversity, personality diversity, etc., is under research. The past study specifically noted that WFDM is often concerned with handling differences in education, experience, interest, position, and functions perceived to be a deep-level diversity. (Choi & Rainey, 2010; Manoharan & Singal, 2017; Pitts, 2009; R. Thomas, 1990). According to Pitts (2009) and Jaiswal and Dyaram (2019b), WFDM means managing both surface-level and deep-level diversity. Therefore, managing deep-level diversity means it also manages diversity-related to knowledge, education, and experience. Therefore, WFDM may influence knowledge management for effective employees and organizational outcomes.