ABSTRACT
Workplace diversity in multicultural organizations is increasingly becoming an important issue for the business in the era of globalization since it affects productivity and efficiency of the workforce. This Research Project focuses on Workplace Diversity Management Effects on Implementation of Human Resource Management Practices in the Ministry of Health, Kenya. The study research objectives were related to demographic factors, cultural factors, diversity management programs and diversity managerial role. The study evaluated literature from theoretical and empherical studies and finally outlines the conceptual framework of model. The Ministry Headquarters offices are located in Afya House and the study targeted a population of 168 employees from various departments in the Ministry with a study sample size of 34 respondents from all cadres of employment. The researcher used stratified random sampling to come up with the study sample of 20%. The researcher employed descriptive research design and a self administered questionnaire using drop and pick later method of distribution. Content validity was used to measure validity of the research instrument that facilitated the researcher to seek assistance from an expert or professional opinion and input from the supervisor. Generally likert‟s scale, open and closed ended questions were used in the study questionnaire. The collected data was analyzed, coded, processed through SPSS software and reliability test measured by Cronbach‟s Coefficient Alpha Model. Descriptive measures such as mean, median and standard deviation were used and presented in cumulative and frequency distribution tables, bar graphs, pie charts and line graphs,. Inferential statistics such as multiple regression were also used in the study. The findings of the study depicted majority of the workforce in the organization are in Gen X (48- 34 yrs) with a minority of the young generation between 22-37yrs having a mean of 42 yrs. A positive diversity management is reflected by adherence of policies in recruitment, equitable and fair implementation of other HRM practices and provision of conducive and enabling environment for employees. Generally the study reflected there is need to continue building mentoring and succession planning programs to build the minority young generation. The P-value (0.03) reflected a close relationship of the study variables with the implementation of HRM Practices in the organization which was also clearly indicated by the independent t-test showing significant levels. The study projects a growing number of Generation X and upcoming Gen Y in the workforce who are facing out the experienced and skilled baby boomers. The upcoming future generations may also include skilled and culturally unacceptable workforce of gays and lesbians thus raising emerging concerns to implement flexible work policies and work practices to accommodate the changing workforce needs and to accommodate female employees who have heavy domestic responsibilities of bringing up and caring for young children and consist of the largest number of skilled working mothers in the workforce. It is expected such employees would help overcome skill gaps and mismatch of jobs in the global market as result of labour turnover and obsolete talents and skills. The researcher finally recommends organizations to train and mentor their upcoming generations to overcome such challenges for future top executives and maintain successful businesses in the phase of globalisation and challenging evolving technology and culture.