Organisational Performance is Not Likely to be Hindered by a Homogenously Comprised Board

Organisational Performance Is Not Likely to be Hindered by a Homogenously Comprised Board
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Organisational Performance Is Not Likely to be Hindered by a Homogenously Comprised Board
Benefits of a Culturally Diverse Board
Culturally Diverse Board Improves Organisational performance and Signals Observation of a legal obligation
The debate revolves around whether reliance on a culturally homogenous board leadership would guarantee better organisational performance when compared to a board that embraces a culturally diverse group. I argue that a culturally diverse board would likely get better performance. In this regard, organisational performance is likely to be hindered by a homogenously comprised board. From a broad perspective, we need culturally diverse workplaces because of the improved productivity, creativity, decision-making, and access to multiple impactful perspectives that can guarantee desired organisational performance and efficiency (Inegbedion et al., 2020; Saxena, 2014). The contemporary workplace is increasingly diverse and inclusive to overcome the prevalence of discrimination based on race, ethnicity, religion, disability, gender, age, or sexual orientation. In fact, firms have a legal obligation to champion a diverse workforce as outlined in the Title VII Amendments Act, which champions the inclusion of staff from diverse backgrounds, including LGBTQ persons (Reed, 2022). This tells us that that diversity and inclusion go beyond the anticipated performance to include a positive organisational reputation, drawn from the fact that the firm champions equality, diversity, and inclusion under Title VII.
Culturally Diverse Workforce are better because they guarantee improved decision making, creativity and innovation
I argue that organisational performance is tied to a culturally diverse workforce rather than the homogeneity approach. According to Dixon-Fyle et al. (2020), “the business case for diversity, equity, and inclusion (DE&I) is stronger than ever. Taking a closer look at diversity winners reveals what can drive real progress.” Based on the above, I think the executive teams should be diverse to achieve notable success, including financial outperformance. Berson et al. (2008) further allude that senior officials who embrace cultural inclusion and diversity are better placed to succeed or excel, including realising desired organisational goals such as increased sales because different cultural dimensions expose an organisation to different perspectives that can be exploited to enhance organisational decision making and achieve intended internal stimulation. I have noted that the goal is to ensure the board is comprised of people with similar and different physical abilities, gender, age, religion, race, and sexual orientations. This implies that the firm is exposed to different perspectives that can be exploited towards organisational success (Saxena, 2014). In other words, we must consider a heterogeneous workforce because it will guarantee considerable organisational performance because of the unique and different expertise or perspectives that translates to better creativity and innovation and, ult...