The effect of team diversity on team effectiveness in the construction industry in Ashanti Region

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Diverse work groups and team management is one of the most difficult and pressing challenges organizations faces in these modern times (Tsui & Gutek, 1999). Companies however, recognize the need to leverage the diversity of their employees so as to sustain competitive advantages in a global workplace (Offerman & Gowing, 1990; Thomas & Ely, 1996; Yaprak, 2002). Studies have generally shown that diverse teams normally perform better, but diversity in teams can negatively affect team effectiveness. In view of the mixed findings, this study focused on assessing the effects of team diversity on team effectiveness in the construction industry in Ashanti Region. The study reviewed literature on the concepts of diversity and team effectiveness. Data was obtained via questionnaire and semi-structured interview from one hundred and sixty four (164) professionals from the construction industry. The mixed methodology was used to collect and analyze the data. One of the findings of the study indicated that the construction industry explores team diversity. Also diversity in gender, tribe and religion does not affect team output and final project negatively but rather improves cohesiveness or collaboration among team members. It is recommended that there should be a well- defined conflict management policy in the construction industry which will help track grievances so as to resolve them early. There is also the need to conduct additional research in other areas of team diversity.
A thesis submitted to the Department of Managerial Science, Kwame Nkrumah University of Science and Technology in partial fulfillment of the requirement for the degree of MASTER OF BUSINESS ADMINISTRATION (MANAGEMENT AND ORGANISATIONAL DEVELOPMENT OPTION).