Abstract:

This paper sets out to develop a new framework regarding the relationships between effective human resource diversity management practices (HRDMP) and organisational citizenship behaviour (OCB) in tertiary educational institutions in Ghana; and thereby investigate the effects of HRDMP on OCB in tertiary educational institutions in Ghana. It is designed as a theoretical paper. The model was developed after a thorough literature review which led to the identification of variables and their interconnections. Based on Sekaran’s (1992) method, the key variables and their measureable elements were conceptualised. The key variables were then linked to form the model which served as the backdrop of the hypothesis that was developed with regards to the linkages between the variables.

The paper revealed that social exchange theory can serve as a theoretical avenue for understanding and explaining employee outcomes in tertiary educational institutions in Ghana because the available literature showed that when human resource diversity management practices are implemented effectively in tertiary educational institutions, they can influence the attitudes of staff to engage in extra-role behaviours. Thus, for practical purposes, it is suggested that tertiary educational institutions in Ghana should implement effective human resource diversity management practices. The originality of this paper is that it provides a novel model to guide empirical investigation of the relationship between HRDMP and OCB in tertiary educational institutions with a focus on Ghana. This will help in advancing the literature to cover the African context, particularly Ghana.

Keywords:

Diversity, Diversity management, Organisational Citizenship Behaviours.