Tribal diversity, human resources management practices, and firm performance

• Author: David B. Zoogah
• DOI: http://doi.org/10.1002/cjas.1363
• Published date: 01 September 2016
• Date: 01 September 2016

Tribal diversity, human resources management

practices, and firm performance

David B. Zoogah*

Morgan State University

Abstract

This study explores the relationship between tribal diversity,

human resources management practices, and f‌irm perfor-

mance in Africa. Using multiple data sources and multilevel

techniques, I examine tribal diversity as a driver of human

resource management-diversity policy (HRM-DP) and an

interactive factor inf‌luencing f‌irm performance. Tribal

identity is also tested as a determinant of tribal diversity.

The results show that HRM-DP mediates the relationship

between tribal diversity and f‌irm performance. Tribal iden-

tity also relates negatively to tribal diversity, HRM-DP,

and f‌irm performance. Lastly, tribal diversity interacts with

tribal identity in relating to f‌irm performance. Theoretical

and practical implications are discussed to enhance tribal

diversity management in Africa. Copyright © 2016 ASAC.

Published by John Wiley & Sons, Ltd.

Keywords: tribal diversity, tribal identity, Africa, social in-

clusion, f‌irm performance

Résumé

Cette étude explore la relation entre la diversité tribale, les

pratiques de gestion en ressources humaines et la perfor-

mance des entreprises en Afrique. À partir des sources de

données multiples et des techniques multiniveaux, elle

considère la diversité tribale comme un vecteur de la dyade

gestion des ressources humaines - politique en matière de

diversité (HRM-DP) et comme un facteur interactif

inf‌luençant la performance des entreprises. Elle teste aussi

l’identité tribale en tant que déterminant de la diversité

tribale. Les résultats montrent que la dyade HRM-DP

médiatise la relation entre la diversité tribale et la perfor-

mance des entreprises. L’identité tribale est aussi

négativement reliée à la diversité tribale, au HRM-DP et à

la performance des entreprises. Enf‌in, la diversité tribale

interagitavec l’identité tribale pour inf‌luencerla performance

des entreprises. L’article s’achève par une analyse des impli-

cations théoriques et pratiques destinées à rehausser la

gestion de la diversité tribale en Afrique. Copyright © 2016

ASAC. Published by John Wiley & Sons, Ltd.

Mots-clés : diversité tribale, identité tribale, Afrique, inclu-

sion sociale, performance des entreprises

Since the twentieth century, social science (anthropology,

economics, management, psychology, and sociology) scholars

have been examining the heterogeneity of groups in organiza-

tions, societies, and countries (see Alesina & La Ferrara,

2005; Cox, 1993; Fearon, 2003; Shore, et al., 2009) resulting

in a diversity of paradigms (e.g., value in diversity –Cox,

1993; Shore et al., 2009), theoretical frameworks (Nkomo &

Stewart, 2006), dimensions (Shore, et al., 2009), and perspec-

tives (Cox, Lobel, & McLeod, 1991). Recent reviews

(see Nkomo & Stewart, 2006 as well as Shore et al., 2009)

show a paucity of studies in racioethnicity, which is the hetero-

geneity of racial and ethnic attributes in groups. Shore et al.

(2009, p. 119) observed that “we still have a very rudimentary

understanding of diversity that involves different combinations

of multiple races/ethnicities in a work setting.”

Heeding that call, I focus on the tribe, rather than race,

because in the context of this study—Africa—most individ-

uals consider the tribe the primary social category of identi-

f‌ication with a stronger inf‌luence on interactions and

institutions (Awedoba, 2005). Indeed, recent evidence sug-

gests that the diversity of ethnic groups and identif‌ication

are major factors inf‌luencing economic development in

Africa (Michalopoulos & Papaioannou, 2015). Further,

economic studies of Africa show negative effects of tribal

diversity (Alesina & La Ferrara, 2005; Collier & Gunning,

1999) on economic development in contrast to the positive

outcomes such as performance and creativity observed in

group and organization studies (Ely & Thomas, 2001;

Simons & Rowland, 2011).

*Please address correspondence to: David B. Zoogah, Earl Graves School

of Business, Morgan State University, 1700 E. Cold Spring Lane,

Baltimore, MD 21040. Email: David.Zoogah@morgan.edu

Canadian Journal of Administrative Sciences

Revue canadienne des sciences de l’administration

33: 182–196 (2016)

Published online 5 January 2016 in Wiley Online Library (wileyonlinelibrary.com) DOI: 10.1002/CJAS.1363

Can J Adm Sci

33(3), 182–196 (2016)Copyright © 2016 ASAC. Published by John Wiley & Sons, Ltd. 182