FACULTY OF SOCIAL SCIENCES,

NORWEGIAN SCHOOL OF HOTEL MANAGEMENT

MASTER’S THESIS
STUDY PROGRAM: THESIS IS WRITTEN IN THE
FOLLOWING
SPECIALIZATION/SUBJECT:
International Hospitality Management –
Masters Degree Program MHR195 Globalization and Diversity
Management
IS THE ASSIGNMENT CONFIDENTIAL? YES

TITLE:

Leaders perceptions of diversity management: To what extent may a diverse workforce

be beneficial or challenging within an organization?

AUTHOR ADVISOR:

Åse Helene Bakkevig

Dagsland
Student number: Name:

……229349…… ……Aimee Ryan………….

………………… …………………………………….
Leaders perceptions of diversity management: To what extent may a diverse workforce
be beneficial or challenging within an organization?

MASTER THESIS WRITTEN BY

AIMEE RYAN
229349

A Dissertation Submitted to the

Norwegian School of Hotel Management
In Partial Fulfillment of the Requirements
For the Degree of International Hospitality Management

University of Stavanger
2019
Aimee Ryan Master Thesis II

Abstract
Diversity management is the subject matter of this thesis. The purpose of this study is to gain
knowledge and explore leader’s perception of diversity management within the oil and gas
industry and its consequences to the company as a whole. This paper critically analyses the
impact of a diverse workforce within an organization. Diversity covers a wide range of human
qualities and attributes, the research in this study is limited towards the required tools needed
to manage a diverse workforce, along with benefits and challenges of managing a diverse
workforce. Five companies, some based in Norway and some based in the US have been
studied to acquire answers towards the questions being asked.

Humans still remain within their related state; religion, cultural background etc. which may
lead to diversity being a problem, but if it is managed properly this can lead to increased
productivity. Diversity makes our workforce heterogeneous. Employing a diverse workforce
is essential for any organization but having the ability to manage a diverse workforce may be
a challenge for the management.

A Qualitative research method has been used in order to assemble and analyze the collected
data. In order to answer the research question as well as gather relevant information on each
company, the researcher conducted one-on-one interviews through skype, video chat.

The overall results show that a diverse workplace has an efficient role in some companies.
Although, insufficient guidance may lead to low productivity. Which is why there must be
continuous improvements regarding ways to adequately manage a diverse workforce due to
the significant and constant changes in the global workforce.

In the conclusion, the overall findings of the thesis are pointed out. The organizations
performance is necessary to analyze the overall impact that workforce diversity may have on
an organization’s overall performance. The research emphasizes on how implying diversity,
benefits from promoting organizational commitment, retention and innovation. In addition to
how diversity needs a stable and strong support management, along with a continuous
dedicated workforce in order to implement diversity in an organization in a sustainable
manner.
Aimee Ryan Master Thesis III

Acknowledgements
Foremost, I would like to thank my thesis advisor Åse Helene Bakkevig Dagsland of the
Norwegian school of Hotel Management, faculty of Social Science at the University of
Stavanger. Her office was always open, in addition to an easy access to email whenever I ran
into trouble or had any questions about my research or writing. For being patient, motivating
and sharing her knowledge she continuously encouraged me to do my best and steered me in
the right direction when needed. In addition to my supervisor, I would like to thank the group
“DiMaRG” that was formed by three supervisors and a total of six master students, in order to
gain access to other students thoughts and ideas, not only regarding my thesis but theirs as
well.

I would also like to thank the participants who were involved and made this research project
possible. Without their passionate participation and input, the study would not have been
successfully conducted.

Finally, I must express my very profound gratitude to my parents and to my partner for
providing me with unfailing support and continues encouragement throughout my years of
studying and especially through the process of this research and writing this thesis. This
milestone accomplishment would not have been possible without them. Thank you!

Stavanger, June 17th, 2019

Aimee Ryan
Aimee Ryan Master Thesis IV

Content
1.0 Introduction ........................................................................................................................ 1

1.1 Background and motivation ............................................................................................. 1

1.2 Information about the companies ..................................................................................... 2
1.3 Thesis structure................................................................................................................. 3
1.4 Purpose of the study ......................................................................................................... 4
1.5 Social distance .................................................................................................................. 4
1.6 Stereotypes and prejudice ................................................................................................. 6
2.0 Literature review ................................................................................................................ 6

2.1 What influences our perspectives? ................................................................................... 6

2.2 Social identity theory........................................................................................................ 7
2.3 Workforce composition .................................................................................................... 9
2.4 Leadership and Diversity................................................................................................ 10
2.4.1 Dimensions of Diversity .......................................................................................... 11
2.5 Diversity management.................................................................................................... 13
2.5.1 Recruitment, training, work ability and employment .............................................. 14
2.5.2 Why Diversity Matters ............................................................................................. 14
2.5.3 Beneficial impact of diversity .................................................................................. 15
2.5.4 Challenging consequences of diversity distinctions ................................................ 16
3.0 Methodology ..................................................................................................................... 16

3.1 Choice of method ........................................................................................................... 17

3.2 NSD (Norwegian Center for Data Research) ................................................................. 17
3.2.1 Anonymity ................................................................................................................ 18
3.2.2 Criteria for participation ........................................................................................ 18
3.3 Sample ............................................................................................................................ 19
3.3.1 Interview guide ........................................................................................................ 19
3.3.2 Semi structured interviews ...................................................................................... 20
3.3.3 Participants ............................................................................................................. 21
3.4 Data collection................................................................................................................ 22
3.5 Data Analysis ................................................................................................................. 24
3.5.1 Coding, transcription and analysis of the material................................................. 26
3.6 Ethical considerations..................................................................................................... 29
3.7 Validity and Reliability .................................................................................................. 29
3.8 Discussion of the method ............................................................................................... 30
Aimee Ryan Master Thesis V

4.0 Findings and discussion ................................................................................................... 30

4.1 Outcome of the study ..................................................................................................... 31

4.2 Diversity management.................................................................................................... 31
4.2.1 Difference in diversity management regarding big company’s vs smaller companies
.......................................................................................................................................... 34
4.3 Workforce diversity ........................................................................................................ 35
4.3.1 Personality traits of workforce diversity ................................................................. 38
4.4 Leaders perceptions on diversity .................................................................................... 38
4.5 Recruitment, training, work ability and employment..................................................... 40
4.5.1 Recruitment and training......................................................................................... 40
4.5.2 Work ability and employment .................................................................................. 41
4.6 Diversity Benefits ........................................................................................................... 42
4.6.1 Leadership accountability ....................................................................................... 42
4.6.2 Process and programs ............................................................................................. 43
4.6.3 Employee awareness ............................................................................................... 43
4.7 Diversity Challenges ...................................................................................................... 43
4.7.1 Language and Religion ........................................................................................... 44
4.7.2 Age ........................................................................................................................... 44
4.7.3 Gender ..................................................................................................................... 45
5.0 Conclusion and Recommendation .................................................................................. 45

6.0 Bibliography ..................................................................................................................... 49

7.0 Appendices ........................................................................................................................ 53

7.1 NSD Approval ................................................................................................................ 53

7.2 NSD Consent form ......................................................................................................... 56
7.3 Interview guide ............................................................................................................... 61
7.4 Email introduction and interview planning .................................................................... 62
Aimee Ryan Master Thesis VI

List of Figures

Figure 1. «Dimensions of Diversity» ……………………………………………………….11

List of tables

Table 1. Participants in this study……………………………………………………………22

Table 2. Examples of meaning unites, condensed meaning units, code and themes (inspired by
Graneheim & Lundman, 2003) ………………………………………………………..……27
Table 3. Diversity management difference: big vs. smaller companies……………………..35
Table 4. Personality traits……………………………………………………………………38
Aimee Ryan Master Thesis 1

1.0 Introduction
Diversity today may be defined as “a state of being diverse, this includes being

different, unalike or various to others”. Yukl (2013) mentions how diversity may take form in

many different forms, such as race, age, gender, ethnic identity, education, physical

appearance, socio-economic levels and even sexual orientation (Yukl, 2013, p.363). During

the last few decades, there have been many significant changes in the world that have had an

influence on today’s workforce. Our societies are becoming multicultural, over all regulations

in general are getting looser, and organizations are merging and expanding with other

organizations in other countries (Yukl, 2013). The consequence of the changing workforce

results in employers transcending towards gender and race when it comes to employment. In

general, organizations are being more aware of the importance of recognition towards the

value and other characteristics that may have an influence on a company, like backgrounds,

disabilities, personality, age and education etc. Investing in a diverse workforce, may be

beneficial to an organization depending on the employee performance. Having a diverse

workforce may benefit as well as create challenges. Focusing on topics such as the leader’s

perceptions and understanding of diversity, advantages and disadvantages in relations to

diversity, as well as their experience and performance related to diversity in general will

provide a better understanding to what extent this may impact an organization.

1.1 Background and motivation

Over the years I have always enjoyed and found it very interesting when meeting

people from all over the world and my future drive or dream has been swaying towards

working within Human Resources. During the Fall of 2018 we had a course called

“Globalization and Diversity management”. An interesting yet inspiring subject which made

me realize what field my dissertation would be focused on, diversity management. Therefore,
Aimee Ryan Master Thesis 2

I had at an early stage decided to take the opportunity of my Master Thesis to focus on

leaders’ perceptions on diversity management and to what extent they perceive this may have

an impact within an organization. The past few decades, there has been many significant

changes in the world that have had an influence on today's workforce. Our societies are

becoming multicultural, over all regulations in general are getting looser and organizations

are merging and expanding with other countries. Saxena (2014) argues that a diverse

workforce is necessary within today's changing environment, but this may be a challenge to

manage. Investing in a diverse workforce, may be beneficial to an organization depending on

the employee performance. Reading through published research I noticed having a diverse

workforce may benefit as well as create challenges. Which is why diversity management is

essential regarding a diverse workforce in how this may impact an organization, effective

management on any diverse issues may be handled at an early stage, which could lead to both

a beneficial or challenging impact on both the employee and the organization. Curiosity from

previous research and our changing society within the twentieth century is why generating a

deeper understanding of the phenomenon on leaders’ perceptions of diversity management

within the oil and gas industry is of interest.

1.2 Information about the companies

Company A is a multinational energy corporation. Located across 16 countries of

operations with their headquarters in the USA. With over 11.000 employees that work in a

truly integrated way to find and produce oil and natural gas.

Company B is an international industrial service company and one of the world's

largest oil field service companies. With their headquarters in the USA and approximately

70.000 employees.
Aimee Ryan Master Thesis 3

Company C is a smaller company with less than 50 employees, incorporated in 2017.

With their headquarters in the USA, they focus on optimizing oil and gas completions

worldwide.

Company D is a company located in the USA with less than 1000 employees

dedicated to service quality and efficiency regarding logging and experience within the oil

and gas industry.

Company E is an oil exploration and development company that focuses on

petroleum resources on the Norwegian Continental Shelf. The company is based in Norway

with over 1300 employees and their headquarters located in Oslo.

Throughout this study there has been some interesting yet efficient findings regarding

diversity management, leadership perceptions and how this impacts different organizations. In

total I have conducted 10 interviews, with 10 informants, from 5 different companies. Each

individual informant has their own perceptions on diversity and how this impacts their

company, even informants within the same company have different thoughts and perceptions

on how diversity is managed, which has made this study very interesting.

1.3 Thesis structure

The structure of the thesis will provide an overview of the chapters throughout the

thesis. The first chapter includes the introduction and gives the reader an insight into the

background to the topic of this thesis. The second chapter will provide a more detailed

understanding into the theoretical foundation of the study. In order to grasp an understanding

of this thesis, the researcher will provide background information. A brief review on current

knowledge on the topic will be given. In addition, the phenomenon of diversity management

and diversity is given, alongside related detailed theory regarding a diverse workforce,

challenges and beneficial aspects that may be faced in an organization. The third chapter,
Aimee Ryan Master Thesis 4

Methodology. Key research questions will be answered, and the qualitative research is

explained. The fourth chapter will describe the results, along with a qualitative analysis

inspired by Graneheim and Lundman (2003) which is also applied in order to analyze the

results conducted from the interviews.

1.4 Purpose of the study

The purpose of this study is to gain knowledge and explore leader’s perception of

diversity management within the oil and gas industry. By acquiring their perceptions on

diversity management and to what extent they perceive this may have an impact within an

organization. The aim is to get an understanding of leaders’ perceptions and answering the

following research questions:

(1) What are the leader’s perceptions of diversity management within the oil and gas

industry?

(2) What are the leader’s perceptions of recruitment, training, work ability and

employment?

(3) How are the leader’s workforce composition (foundation of planning)?

(4) To which extent may a diverse workforce be beneficial within an organization?

(5) To which extent may a diverse workforce be challenging within an organization?

1.5 Social distance

Social distance between distinct nationalities do exist, they tend to remain stable over

a long period of time. However, negative feelings could induce that may lead to conflicts

within the workplace (Ayub, N., & Jehn, K. A., 2006., p. 183). As a result, leaders may react

in a way that is more negative towards to employees that are anticipated to be dissimilar to

them than the employees that are similar to themselves. This could be seen as a disadvantage

as these reactions could limit the potential of both the employee and the organization itself.
Aimee Ryan Master Thesis 5

Another study concluded that including more nationalities within an organization

would provide more debates, more creativity and an overall variety of information which will

lead to increased experience and knowledge (Jehn, Northcraft, & Neale, 1999). However,

placing a worker in an organization with distinct nationalities from their own may lead to

social distance. Social distance may be referred to as a certain degree of the unwillingness to

interact or acknowledge other workers within an organization. This involves the acceptability

of difference within social contact (Dyer, Vedlitz, & Worchel, 1989). Due to the fact that

people interact and are more comfortable with others similar to themselves. Stated in previous

research, people tend to interact and like people easier who are perceived to be similar to

themselves and dislike people that are dissimilar to themselves. For instance, two people from

Scandinavia may acknowledge themselves as similar and to have a closer and smaller social

distance to each other compared to one Scandinavian and a middle eastern person. Therefore,

this will imply that the two Scandinavian people will interact more comfortably and willingly

as a team whereas; a Scandinavian and a middle eastern person may have more of a social

distance as they have different backgrounds and distinct nationalities from another. These

social distances tend to remain quite stable over time (Parrillo, & Donoghue, 2005).

Parrillo & Donoghue (2005) updated a survey conducted by Bogardus between 1920

and 1977 that supports the findings from previous research that individuals are more

interactive and comfortable with others perceived similar to themselves and maintain a small

or closer social distance with them (Parrillo, & Donoghue, 2005). Additionally, social

distance could also lead to conflicts within an organization. Managers may react negatively

towards workers that are dissimilar to themselves compared to workers that are similar to

themselves. As a result, the managers and workers reactions could be limited to the overall

potential not only by the worker but also within the whole organization. In addition, negative
Aimee Ryan Master Thesis 6

behavior could lead to differential organizational socialization, inefficient communication,

stereotyping, bias, and overall perceptions of unfairness within the workplace (Sadri & Tran,

2002).

1.6 Stereotypes and prejudice

All individuals hold some stereotypical view of group(s) or other individuals that may

be different from themselves. Even individuals that are similar to ourselves, are stereotyped

and identified towards similar aspects of our own. Thinking that all individuals belong within

a certain group, and are labelled in advance, are stereotypical views. Stereotypical views

about you may minimize individual differences that may exists in groups, pre-judging all

members of the group(s) (Kaufmann &Kaufmann, 2009, p. 154). Additionally, Prejudice is

individual attitudes towards others and judging someone in advance without knowing them,

based on aspects on what they look like or which group(s) they belong to, if different from

yourself (Mor Barak, 2017, pp.137-138).

2.0 Literature review

The first chapter is based on providing an insight to the background to the topic of this

thesis. The literature review will establish the theoretical foundation towards the research

question: Leaders perception of diversity management: To what extent may a diverse

workforce be beneficial or challenging within an organization? In addition, the phenomenon

of diversity management and diversity is given, alongside with related detailed theory and

presented literature.

2.1 What influences our perspectives?

As the purpose of the study is to explore leaders’ perceptions on diversity

management within the oil and gas industry, it is essential that we are aware of what
Aimee Ryan Master Thesis 7

influences our perspectives of both ourselves and others or regarding the given phenomenon.

Throughout this section, perspectives on how we view ourselves and others are interpreted.

Viewing personal approaches to perceiving others and an organization are also explained.

Throughout the interviews I hypothesize that the informants will acknowledge both their own

perceptions alongside with fellow employee perceptions regarding the organization,

workforce that are included in.

2.2 Social identity theory

Both in our social and working life our ambition is to perceive ourselves and others in

the best possible, appropriate way. Our perceptions of people usually give us trustworthy

information regarding both our inner and outer environment. Although we should not be too

eager to judge firsthand and be careful not to simplify the reality (Kaufmann & Kaufmann,

2009, p.153). In relation to social identity theory, the leaders were asked to explain their

perceptions and to gather detailed responses when conducting the interviews, each informant

was given time to reflect and elaborate after each question in order to give their own opinion

regarding both themselves and others.

Social identity theory (SIT) developed by Tajfel and Turner (1979) is the most used

perspectives regarding an understanding of both personal and social identity, along with

describing how individuals view themselves and others (Kaufmann & Kaufmann, 2009,

p.153). The concept of the social identity theory is defined “as a part of an individual self-

concept which derives from his knowledge of his membership of a social group together with

the value and emotional significance attached to that membership” (Tajfel, 1978, p. 63).

The theory is based on the identity one describes oneself or others, in relation to the social

group(s) one may be a part of. We are only human and noticing the differences between

yourself and others is completely natural. In addition, one usually develops a certain relation
Aimee Ryan Master Thesis 8

with the individual(s) or group(s) that are more similar to our self and distance ourselves to

the individual(s) or group(s) that may indicate more of a difference from ourselves. SIT

indicates strongly that individuals within subgroups make other individuals act in accordance

with other members related within the same group (Tajfel & Turner, 1979). Although these

perceptions are often perceived as overemphasis and most likely unreliable, individuals still

rely on them (Kaufmann & Kaufmann, 2009, p.154).

Through previous research several authors concluded that diversity may be seen as a

source of weakness, and some concluded that it could be seen as a source of strength within

an organization (Shaban, 2016, p. 77). Positive impacts of diversity within an organization are

usually acknowledged in cognitive events, such as greater innovation, creativity and new

overall ideas that employees with different backgrounds may bring to the organization

(Shaban, 2016, p. 77). However, as well as positive impacts, diversity may lead to negative

impacts. Which are usually acknowledged in conflicting behavior or within affective events

which result in a lack of social cohesion, higher staff turnover due to the employees

recognized discrepancy and conflicting stereotypes on dissimilar employees (Yuka Fujimoto,

Charmine E.J. Härtel, Fara Azmat, 2013). A few studies argue that a diverse workforce may

be a disadvantage from low trust, overall stress and low job satisfaction, or communication

difficulties (Adler, 1991, p. 21). This may also influence a social distance, which is defined as

the overall distance that may be indicated by one person, between themselves and another

(Triandis, H. C., & Triandis, L. M., 1962). This may result in a certain degree of

unwillingness to gain collaboration with other members in an organization. Diversity may be

divided into two general perspectives; being “similarity attraction perspective”, people are

more comfortable interacting with others that are similar to themselves. Previous research

concludes that people usually tend to like other people that are similar to themselves and
Aimee Ryan Master Thesis 9

dislike those who are dissimilar (Triandis, H. C., & Triandis, L. M., 1962). It is speculated

that similarities make communication easier and leads them to execute tasks or assignments

more efficiently. The “cognitive resource diversity” perspective underlines how a diverse

team would have more of a diverse group in order to draw new ideas or solutions to problems,

which will provide the team to outperform more homogenous teams (Hong & Page, 2004).

2.3 Workforce composition

Workforce composition is generally speaking the foundation of planning, this is the

first step to understanding the complexity of a current workforce. Saxena (2014) states that

acquiring a diverse workforce requires similarities along with differences among the

employees in several terms. Like; age, gender, race, cultural background, physical abilities

and disabilities, religion and sexual orientation. There are no two humans that are alike

(Saxena, 2014, p. 76). A combination of different factors such as level of collaboration,

competencies, practice methods, access to information, resource allocation and organizational

issues are likely to have an overall impact on the workforce composition (Hughes, 2003, p.

608). Humans not only have their similarities and differences when it comes to gender, age,

race, culture, social and psychological attributes but also within their own perspectives and

prejudices (Saxena, 2014, p. 76). Research show that a broad and inclusive overall view of the

workforce composition is evident (Hughes, 2003, p. 608). Diversity makes our workforce

heterogeneous (Saxena, 2014, p. 76). Employing a diverse workforce is essential for any

organization but having the ability to manage a diverse workforce may be a challenge for the

management. Gardenswartz & Rowe (2003) wheel “Dimensions of Diversity” show the

complexity of diversity and the filters which all individuals processes stimuli and information

(Gajjar & Okumus, 2018).

Aimee Ryan Master Thesis 10

2.4 Leadership and Diversity

Diversity and leadership adequately address how leaders shape their organization and

which impacts of diversity dynamics are in use. These overall dynamics are caused by

diversity-related dimensions; identities, that in certain ways, may affect the work progress

between group members development and communication involvement. Leadership strategies

may evolve the way of thinking and encourage dynamic effects of overall workforce

performance (Riche, Kraus, Hodari & DePasquale, 2005).

Mor Barak (2017) describes the phenomenon of diversity being about the belonging

towards certain groups that may be visible or invisible which is dissimilar from what is

considered common in society (Mor Barak, 2017, p. 363). Diversity may be seen as

characteristics of social grouping that may reflect the degree of objective or subjective

differences existing between people (Gajjar & Okumus, 2018).

According to Gajjar & Okumus (2018), diversity may be distinguished by surface

level characteristics that are visible such as age and gender, and by deep level characteristics

such as religion, education or even sexual orientation (Gajjar & Okumus, 2018). A significant

problem our society faces today regarding a diverse workforce is exclusion (Mor Barak, 2017,

p. 5). Diversity grouping in general is distinct dependent on countries, background and

culture, although a common factor of diversity grouping is the overall experience of social

exclusion (Mor Barak, 2017). Workplace exclusion may result in explicitly or implicitly. Job

opportunity exclusion, network information, team-work/membership, investments regarding

human resources or the overall decision-making process within the workplace may be

established based on how the employees is favored/ disfavored (Mor Barak, 2017, p. 5).
Aimee Ryan Master Thesis 11

2.4.1 Dimensions of Diversity

Based on the “Dimensions of Diversity” the wheel shows the complexity of diversity

and the filters which all individual processes stimuli and information. This will in turn lead to

assumptions that each individual makes, usually based on the behavior of other people. This

will ultimately encourage your own behavior, which will in return have an impact on others

(Gardenswartz & Rowe, 2003).

Figure 1. «Dimensions of Diversity» From Diverse Teams at Work, Gardenswartz & Rowe

(2003).

Each individual person has a wide range of hidden and uncovered qualities and

characteristics, known as «The Four Layers»:

Personality: this is based on the individuals likes and dislikes, beliefs and values.

Personality is shaped at an early stage in life which is both influenced by others and

influences the other following layers throughout life and through education and career choices

(personal traits, skills and abilities) (Gardenswartz & Rowe, 2003).

Aimee Ryan Master Thesis 12

Internal dimensions: these are based on aspects of diversity that we have no control

(no “physical ability” to change over time due to the choices we make or not, this may be

cases of illness or accidents). This dimension consists of the divisions among individuals that

exist, and which also forms the “core” of many diversity traits. These dimensions include the

first things we notice when we see others, such as age, gender, race and ethnicity. These are

also the dimensions we make our assumptions on and base judgments (Gardenswartz &

Rowe, 2003).

External dimension: These include aspects of our lives that we have some control

over, which may also change over time. These aspects are usually based on decisions related

to education, careers and work styles. This layer will often determine, who we develop

relationships with, such as: religion, education, work experience, marital status (Gardenswartz

& Rowe, 2003).

Organizational dimension: This layer is based on aspects related to work settings.

Although the main focus on diversity may be focused around the internal dimensions, issues

or preferred treatment and overall opportunities for development or promotions are based on

the impact by aspects of this layer. Such as the individual's position within an organization/

department (Gardenswartz & Rowe, 2003).

The benefit of this model is that it contains the dimensions that both shape and impact

an individual and also the organization itself. Although the “internal dimensions” receive the

primary attention for a successful diversity initiative, the overall elements within the

“external” and “organizational” dimensions are often determined in how individuals are

treated. Regarding who “fits” or not within a department, and who will get the opportunity to

develop or be promoted, essentially who gets recognized (Gardenswartz & Rowe, 2003).
Aimee Ryan Master Thesis 13

2.5 Diversity management

Diversity can be incorporated to an organization in many ways. It is also a crucial

element in order to reduce any potential exclusion within the workplace. Diversity

management is a voluntary organizational action that may be designed in order to generate

greater inclusion on employees from various backgrounds to the organizational structure,

using deliberate policies and programs (Mor Barak, 2015, p.209). Kossek and Pichler (2006)

identify three types of diversity management practices that they believe are the most efficient,

when achieving the desired outcome. They point out that it is not only about hiring a person

who is different from the majority and expecting the individual to adapt to the organization.

Although, they believe, establishing diversity management practices may be accomplished by

ensuring these three goals: (a) promoting perceptions of organizational justice and inclusion,

(b) reducing overall discrimination, and (c) improving financial competitiveness (Kossek &

Pichler, 2006).

Managing diversity is essential, but also a difficult responsibility for managers in

today’s society (Yukl, 2013, p. 363). By adding a theoretical foundation and understanding to

these advances, this study will provide an understanding of diversity management practices

and the different outcomes. Through diversity management practices; meaning any

organizational systems, processes or practices that are developed or implemented in order to

increase an effective diversity management. The importance of creating a good environment

involving all the employees, this leads to employees being able to identify their subgroup,

along with the whole organization (Yukl, 2013, p.363).

Gajjar & Okumus (2018) acknowledge how diversity may be distinguished by surface

level and deep-level characteristics. Diversity may also be divided into primary and secondary

dimensions (Island., E. P., 2010). Primary dimensions, known as surface level; being difficult

to change such as age, gender, personality, social or ethnical background (Island., E. P.,
Aimee Ryan Master Thesis 14

2010). Secondary dimensions also known as deep-level, which are easier to develop or alter:

such as language, religion, lifestyle, education and work experience (Island., E. P., 2010).

Increasing the organizational understanding of diversity and giving their employees self-

awareness regarding their stereotypes and prejudice. Providing knowledge, in order to educate

employees about diversity and differences based in the organization.

2.5.1 Recruitment, training, work ability and employment

Figuring out which factors have an influence during the hiring process has been

discussed in research literature for years (Garcia, Posthuma, & Colella, 2008). Studies show

that individuals are more attracted to organizations that seem to acquire similar values to them

as individuals, considering both the organization as a whole. In addition to the employees

within the organization. Consequently, organizations mostly hire employees that are similar to

themselves, due to the convenient choice of hiring an individual someone similar that will

easily “fit in” (Garcia et al., 2008, p. 186).

Being able to embrace diversity in an organization may potentially lead to increased

creativity and overall efficiency among the employees regarding job opportunities and the

training process. Nevertheless, not being able to manage diversity successfully may result in

conflicting behavior, distrust, lower satisfaction and high-level turnover (Yukl, 2013, p.363).

The importance of diversity management, regarding employment is reluctant on a diverse

workforce being able to encourage a certain tolerance regarding appreciation and

discouragement involving exclusion and discrimination. Improved education will lead to

advantages within the organization rather than being a liability, which is an important aspect

of the managers main responsibilities (Yukl, 2013, p. 363). Organizations could promote

training encouraging diversity tolerance and appreciation.

2.5.2 Why Diversity Matters

Previous research implications show that increasing ethnic diversity generate mixed

findings. Although diversity is mainly considered a positive thing in society (King, E.,
Aimee Ryan Master Thesis 15

Dawson, J., West, M., Gilrane, V., Peddie, C., & Bastin, L., 2011), diversity may also have

negative aspects, leading to conflicting behavior for instance. Research within teams suggest

that diversity may generate innovation, creativity and new overall ideas that employees with

different backgrounds may bring to the organization (King, E., et al., 2011). Organizations

that include diversity are often considered as taking a social responsibility by involving all

individuals, thereby showing that they believe each individual has the same value (King, E., et

al., 2011). Including diversity to a company shows that they take corporate social

responsibility (Sen & Bhattacharya 2001).

A diverse organization may increase individual development as they are introduced to

situations that may not occur in homogeneous environments. Encounters with other

individuals with different cultures from one self, provides new perspectives, new ideas and

new ways of thinking (Shaban, 2016, p. 77). People who are dis-similar or different from

oneself have different solutions to problems and may solve tasks in different ways.

Productivity may be improved with increased diversity, diversity within an organization

makes it possible to find the right person for the job within the existing organization (Saxena,

2014). Different tasks demand different kinds of people and promotes having a diverse

workforce (Saxena, 2014).

2.5.3 Beneficial impact of diversity

Today’s growth of globalization, and workforce diversity, which is seen as several

characteristics being present among the employees, has noticed to be an issue of interest

regarding organizational researchers and leaders in general. An essential part of promoting

fairness, beneficial impact within a workplace, workforce diversity has to be developed as a

core strategic value that organizations have a responsibility to aim for (Mor Barak, 2015). In

general organizations efforts to embrace and actively encourage diversity has been of

importance due to establishing an improved overall perception within the business

Aimee Ryan Master Thesis 16

environment. Having the ability to recruit highly competent employees and gain knowledge

through innovative ideas (Mor Barak., Lizano., Kim., Duan., Rhee., Hsiao & Brimhall.,

2016). Previous research implies that diversity benefits from promoting organizational

commitment (cho & Mor Barak, 2008), retention and overall innovation (Gonzalez & DeNisi,

2009).

2.5.4 Challenging consequences of diversity distinctions

However, other studies have expressed that workforce diversity may have a

challenging impact on an organization’s complete well-being (Choi & Rainey, 2010).

Additional research regarding diversity and the organization’s performance is necessary to

analyze the overall impact that workforce diversity may have on an organizational overall

performance. Hence, when an organization´s workforce is highly diverse, the possible

positive impacts may depend on; to which extent the organization manages their diversity.

Without an efficient management, an organization may risk low team cohesion or even high

levels of conflict; which will result in a negative outcome regarding the productivity of the

organization (Mor Barak et al., 2016).

3.0 Methodology
When considering which method to use, either quantitative or qualitative. It is

important to acknowledge what the inputs are, what the main research question is; as well as

the output that is wanted. Considering the chosen research question, “A leader’s perception of

diversity management: To what extent may a diverse workforce be beneficial or challenging

within an organization? The authors aim is to seek answers to the research question and gain

knowledge through previous research, theory and conduction own data by one-on-one

interviews with higher level positions within the oil and gas industry.
Aimee Ryan Master Thesis 17

3.1 Choice of method

This study will be conducted by a qualitative research method. As the aim of the study

is to get the leaders perceptions of diversity management within the oil and gas industry.

Qualitative research is based on exploring and gathering an understanding of the individuals

or groups in order to refer to a social or human problem (Creswell, 2009). The strength of a

qualitative research method is that facts are based on human experiences and the researchers

encounter, follow-up questions are also possible in case of uncertainties or inconsistencies.

For this study, interviews seem to be the best suitable method due to the possibility of asking

open-ended questions to a small sample. Enabling the study to gather individual experiences

and opinions regarding the researched phenomenon. This results in an in-depth insight to the

problem or overall situation that may not be possible to achieve through a quantitative

research. The challenge with a qualitative research is that the data collection is time

consuming and cases studied, or persons being interviewed may often be limited, which may

lead to generalization of the results, which can be misleading (Creswell, 2009).

3.2 NSD (Norwegian Center for Data Research)

In advance the project was reported to NSD (Norwegian Centre for Data Research)

under the project Diversity Management. In order for NSD to approve this project, several

forms needed to be filled out. A research form about the study, a research protocol and the

consent form that was given to each informant with a description of the overall project was

sent to NSD for approval by the supervisor. The application included a proposal on two

projects regarding diversity management for a research group created, called, DiMaRG. NSD

approved the project February 25th, 2019, reference number. 574376. The informants had to

sign a participation approval, consent form at the beginning of the interview, found in

appendix 1. The form was provided by NSD and the correct information was filled out by the
Aimee Ryan Master Thesis 18

researcher before they were signed by the informants. The approval form by NSD may be

found in appendix 4.

3.2.1 Anonymity
All the data that was collected during the study; audio files, transcribed interviews and

the signed forms were kept on a personal computer which only the researcher had password

access. The consent form assured the informants that the data collected would be kept

anonymous. Names of employees, managers and the company would be replaced or removed,

and the participant and the company would not be recognizable. The transcribed interview

will only be available for the participants in the research group DiMaRG, which consisted of

six master students as well as three supervisors at the Norwegian School of Hotel

Management. Although no data will be presented to the DiMaRG-group without being De-

identified. The researcher for this study, will be the only person that has access to the raw data

that has been retrieved.

3.2.2 Criteria for participation

A convenience sample of ten experienced leaders were interviewed from five different

companies. The candidates were first contacted by a phone call, some through LinkedIn. I

received contact details by snowballing through other colleges and known people. Secondly,

by e-mail to inform them about the aim of the thesis and the overall approach of the study.

The criteria were that they had a minimum of 5 years’ work experience as a leader, or a

supervisor position within the oil and gas industry and worked the equivalent to a full-time

position. As the study aimed to map leaders’ perceptions on diversity management and the

impact this has on the workforce, employees without managerial positions were excluded

from the study. As I had one informant who I found that was not in a particular managerial

position and had not had the minimum of 5 years’ experience, which resulted in him being

excluded from the study.

Aimee Ryan Master Thesis 19

3.3 Sample
Once the informants were contacted by phone/ LinkedIn, I continued the sampling by

emailing the participants information about the study and scheduled time and dates regarding

the interviews. The invitation that was sent out to the participant may be found in appendix 3.

The subject matter of the study was informed of, diversity management. No specific

information was mentioned. The reason being, able to avoid fabricated answers. The

invitations stated that the interviews would take approximately 45 minutes, and that the

interviews would be voice-recorded, in order to transcribe the collected data. The informants

were guaranteed anonymity and the researcher received permission to voice-record the

interviews. The data would not be identifiable based on the use of pseudonymization,

meaning processed data that has been collected is no longer linked to the individual and is

unidentifiable.

3.3.1 Interview guide

Prior to conducting the interviews, existing literature was reviewed comprehensively.

The overall insights were used as an encouragement/ inspiration for choosing open ended

questions to understand the perceptions of integration. Since the topics were predetermined,

when making the interview guide the main topics were constructed based on the main

research question and the literature. The main topics were personal information about the

informant, work experience, perceptions of diversity management, company strategies,

background or experience regarding diversity. When main topics were decided the more

detailed questions were developed, the interview guide found in appendix 2. Once the

interview guide was developed, it was view by the DiMarG research group (based on three

supervisors and 6 individual master students), due to their feedback minor changes were

conducted. Improvements to certain questions along with the structure of the interview guide,

and the overall formulation of certain questions were reevaluated and alternated.
Aimee Ryan Master Thesis 20

To gather detailed responses when conducting the interviews, the informant was given

time to reflect and elaborate after each question. Along with follow-up questions that were

raised in order to get the informants to clarify something more detailed or to pick up on

interesting topics. It takes skills and complexity to conduct a good interview (Brinkmann &

Kvale, 2005). The interviewer needs to focus on being an active listener in order to pick up on

details that may be significant towards the research question. They also need to connect with

the informant on a certain level for them to feel comfortable so that they “open-up” during the

interview. During the interview if there was something that was unclear or unheard of, the

informant would be asked to elaborate further.

When conducting the interview, the interview guide (Appendix 2) was used as a

checklist to make sure that all the topics were covered. As most of the informants where in a

different country, several interviews were conducted through skype. Although we were

unable to meet face-to-face, by conducting a skype meeting, we were able to see each other

when the interview was taking place. This also made the informants feel comfortable as the

interview would be conducted in their time and home when it was suitable for them.

3.3.2 Semi structured interviews

For this study, semi structured interviews are emphasized by Wood, Burke, Byrne,

Enache, & Morrison (2016) as a flexible method. Ten one-on-one interviews were conducted

through skype, due to distance, with leaders with experience working in international oil and

gas companies. A semi structured interview was chosen in this study because of its flexibility.

In order to conduct a semi structured interview, one needs to create and use an interview

guide as a tool to steer the interviews. As structuring through an interview guide made it

possible to keep track of the topics during the interview. The chosen topics for the interview

are predetermined but may shift direction during the interview itself. Due to the interview not
Aimee Ryan Master Thesis 21

being completely structured allowed us to talk about other individual experiences or opinions

in an un-forced way.

The interview guide was covered by open ended questions, applying this to the study

allows the researcher to drive deeper. As the study aims to seek leaders’ perceptions on a

sensitive topic. Hence, a structured interview may have constrained the ability to dive deeper

regarding upcoming topics. In order to avoid bias result from suggesting responses it is

adequate that the individuals give their response spontaneously. The advantages of conducting

open-ended questions is being able to discover the responses from each individual without it

being forced in order to please the interviewer. This avoids bias data which may occur when

collecting data with closed-ended questions (Reja, Manfreda, Hlebec, & Vehovar, 2003).

However, open-ended questions do have their disadvantages in comparison to close-ended as

they have the need for extensive coding and have a larger group of non-response (Reja,

Manfreda, Hlebec, & Vehovar, 2003). Although I would consider this method of interviewing

a great solution, whereas conducting a semi-structured interview this way, was essential due

to the data collection and analysis.

3.3.3 Participants
As for the demographics, seven of the informants were aged between 45-55 with over

20 years of experience as a leader with the oil and gas industry. Two informants between the

age of 35-45, where one had the minimum 5 years of experience and the other with 15 years’

experience. My last informant was aged 25 - 35 with six years of experience.

The table below easily states the list of informants and how many from each company was

interviewed:
Aimee Ryan Master Thesis 22

Informant Organization Gender Age Years of

experience

Informant 1 A Male 45-55 26 years

Informant 2 A Female 45-55 30 years

Informant 3 A Female 45-55 22 years

Informant 4 B Male 25-35 6 years

Informant 5 B Male 45-55 27 years

Informant 6 C Male 35-45 5 years

Informant 7 D Female 35-45 15 years

Informant 8 E Male 45-55 27 years

Informant 9 E Female 45-55 28 years

Informant 10 E Male 45-55 24 years

Table 1. Participants in this study

3.4 Data collection

This dissertation is based on qualitative semi structured interviews to generate data

from the informants. The aim of this study is to develop a reliable and valid semi structured

interview to get a better understanding of leader’s perceptions on diversity management.

According to Creswell (1998) qualitative research seeks understanding towards a given

problem or a topic. Qualitative research is effective for obtaining specific information about

certain values, opinions, behavior and overall social context (Creswell, 1998). The interviews

were conducted between March 1st and April 1st. As mentioned, ten experienced leaders

within the oil and gas industry worldwide, participated in a one-on-one interview, by Skype.

As an independent researcher, all collected data was collected by the person conducting the

interviews. Each individual informant had different yet similar positions, as they all had

managerial responsibilities within their workplace.

Aimee Ryan Master Thesis 23

Applying both primary and secondary data when conducting this study was beneficial

towards the researcher in advance to the interviews. Secondary data is based on re-analyzing

previous data that has already been collected through different sources, such as academic

journals, textbooks, books, newspapers, published research and analyses from previous

research. The advantage of using secondary data as a tool in advance is that this may increase

the quality of the research questions and lead to improved findings when conducting the

interviews. Hence, researching in advance may give an insight to what has been researched

before and how the finding could have been improved. The informants were approached

through similar channels as some were contacted through my wider connections within the oil

and gas industry. Whilst, others were contacted through the internet, in this case; LinkedIn, as

I received their contact details, names; from snowballing through other connections.

The data was collected by one-on-one interviews conducted using Skype, video chat;

as most of the informants are based in the USA. All the interviews were conducted in English

and were voice-recorded and there were no language barriers resulting in limitation towards

the given information when conducting the interviews. The informants were guaranteed

anonymity and gave permission in advance to voice-record the interviews. The data is not

identifiable based on the use of pseudonymization, meaning processed data that has been

collected is no longer linked to the individual and is unidentifiable. Each interview lasted

between 35 and 55 minutes.

By removing identifiable information such as names, age and contact details,

conducting these interviews has enabled the researcher to get insights on leader’s perceptions

on diversity and how this may have, both a beneficial and challenging impact within their

organization, without them being worried about being noticed.

Aimee Ryan Master Thesis 24

3.5 Data Analysis

For the analysis section, it is important yet again to mention that this is a sensitive yet

popular subject and utilizing sources carefully is essential. Conducting a study on such a

sensitive subject, personal opinions may influence/ disturb facts known. As mentioned earlier,

both primary and secondary data is used when conducting this study. By using several

secondary sources, being academic journals, textbooks, books, newspapers, published

research and analyses from previous research; stating similar aspects and theories, strengthen

the validity. Then if only one source was used. Once the interviews were conducted, a latent

analysis was conducted where the collected data was thoroughly transcribed and processed

ensuring the analysis of the study. Ensuring efficiency, gaining credible data regarding

leaders’ perceptions on diversity management.

The collected data developed from the qualitative research, are descriptive; this means

that the data is based on descriptive words, not assigned numbers. The qualitative study is

based on one-on-one interviews through Skype, video chats; that are based on an interview

guide that is made in advance. Information on the leader’s perceptions and experience related

to a diverse workforce and how this is managed within their organization is of interest. By

using the interview guide and researching the leader’s perceptions on diversity management

and how this has an impact on their organization may increase our future knowledge. Gaining

more knowledge will further show the importance that leaders need to be aware of their own

perceptions regarding diversity management in the workplace. I believe this may increase

inclusion and decrease exclusion within a workplace and may provide more knowledge for

future generations of leaders to be more “open-minded”.

Descriptive research is effective for obtaining specific information about certain

values, opinions, behavior and overall social context (Creswell, 1998). Which is why this type
Aimee Ryan Master Thesis 25

of data analysis is beneficial for this type of research. The collected data is first assessed,

comprehended and then combined with specific sources. Furthermore, the overall data is

analyzed in order to identify certain patterns and similarities.

The collected data has been analyzed and explained. There are several ways we could

analyze qualitative data; this depends on how the data has been collected. Several options

such as, trials, focus groups, observations, or in-depth interviews. In this case, we have chosen

in-depth interviews with several leaders in different companies. The interviews were voice-

recorded, which also means that the researcher is the only one who can interpret any physical

expressions that may have been shown by the interviewee. This is essential, due to the fact

that if a person is uncomfortable with a certain question or subject they may move or twitch

uncomfortably which is only visible during the interview. This information is difficult,

basically impossible to catch after the interview since it has only been voice-recorded. The

categories in the interview guide were conducted in a way that the added categories (off

topics) could be determined a little in advance. Even though not all the topics that the

informants mentioned could be foreseen, though most categories were tentative and adjusted

during the process of the analysis. Acquiring this approach seems important not to influence

the analysis through own assumptions or own perceptions of the researcher themselves. In

addition, Silverman (2000) mentions how coding data, one should be aware of the risk

regarding missing out on data that may not fit into the categories. Therefore, it is important to

define categories carefully, then to potentially loose or miss out on data that’s not within the

set categories (Silverman, 2000).

Each category contained several subcategories, were variables were developed. Once

the categories and coding agenda was conducted, the text was coded. Examples of coded
Aimee Ryan Master Thesis 26

analysis may be found in the table below. Different aspects belonging to certain categories

were collected within the category system and structured accordingly.

3.5.1 Coding, transcription and analysis of the material

Gaining a detailed view of how the transcribed interviews were transferred to

analyzable aspects of this study, the overall proceeding steps are described in this section.

An example of the meaning unit is shown below, the transcripts are carefully worked through

and some main statements of the text is divided into meaning units. A meaning unit is an

individual sentence or statement that express an idea or one related perception (Burnard,

1994). The table below is inspired by Graneheim and Lundman (2004). These perceptions

were stimulated by providing their thoughts about diversity, workforce diversity and how it is

beneficial and/ or may be challenging within their company. The informants were asked to

further elaborate their specific characteristics and challenges regarding the main aspect,

diversity management.
 Aimee Ryan Master Thesis 27

Table 2. Examples of meaning unites, condensed meaning units, code and themes (inspired by
Graneheim & Lundman, 2004)
Content Meaning unit Condensed Code Category Theme
Area meaning Descriptive (How)
unit (what?)

POD “To be accepting of an individual Perception of Actively Encourage POD

regardless of their background encouraging encouraging diversity
shows a strength of character that diversity diversity
cannot be taught, It can only be
encouraged as a behaviour”.
WFD “A diverse workforce leads to Implies/ Diversity in Knowledge WFD
different and often better ways to involves problem
work a problem”. diversity in solving
problem
solving
“…It also allows us to have Diversity in
Diversity in Knowledge
people who specialize in certain and gainingknowledge
tasks to share that knowledge”. knowledge
BOD “The industry relies upon the Feedback onBeneficial Feedback Aspects
transfer of knowledge and the the feedback of BOD
placement of staff from importance of
multicultural backgrounds and diversity
has proven to be very successful
model”.
COD “Also, if a group is so diverse yet Lack of Inclusion/ Feedback Aspects
fails to include and embrace the inclusion unfavorable of COD
diverse team members it can fail feedback
to function as a team resulting in
failure...”
Note: POD: perceptions of diversity; WFD: workforce diversity; BOD: benefits of diversity;
COD: challenges of diversity

In advance, to prepare for the interviews the research question was analyzed. Along

with further assessment of which information the informants could provide, in order to

formulate the questions. In result, a semi structured interview was created. The first step was

categories including variables that were defined and interpreted through the coding agenda.

Afterwards, the researcher read through the transcribed scripts of each individual informant

and underlined any statements, quotes or opinions that where of relevance at the first stage.

The categories were structured using a color scheme, being addressed according to their color,

and summarizing them to the category system. In the case of certain contents not fitting to
Aimee Ryan Master Thesis 28

existing categories, there were new ones developed. Once the coding of all interviews was

done, the collected perceptions/ statements were analyzed and explained. The questions posed

are found in the interview guide, appendix 2. The questions asked during the interviews, are

personal. Asking for the informant’s personal opinions on a sensitive subject, diversity and

their management strategies, could lead to controversial answers. Which is why, in respect to

the interviewees, all the information collected is kept anonymous. The conversations that

were conducted during the interviews were transcribed and printed before the analysis and

interpretation of the data was conducted. When transcribing the data, no verbal or grammar

has been changed, considering the fact that the study aims to focus on the leader’s

perceptions. Changing any verbal words mentioned or grammar, could lead to

misunderstandings or misinterpretations.

Even significant “thinking” sounds such as "ehm .." and "hmm .." are mentioned

throughout the transcription. Some might see these sounds are unnecessary disturbances that

may not have any meaning towards the findings. However, as a researcher I have found these

sounds, pauses and all the "ehm .." and "hmm .." to be equivalent to signs of how the

informant interprets and understands a question.

Somewhat structured interviews were carried throughout all organizations during the

interviews. Throughout the main questions, follow-up questions are prepared to try and find

out more. During the interview if there was anything that was unclear or unheard of, the

informant would be asked to elaborate further, by using examples. Once the transcription was

complete, I went back to the recording and listened through the interviews several times, in

order to capture the voice and tone of each informant and how they answered each question.

Figuring out if they had a negative or positive reaction, their attitude towards the questions

and focusing on pauses and laughter (calm). Simply to gather as much information as

possible, and to capture the details and mood throughout the interview situation. Doing so,
Aimee Ryan Master Thesis 29

provided a better understanding of the overall work, and how well the informants had an

understanding of what they were asked.

3.6 Ethical considerations

Qualitative research goes deeper into the informant’s personal lives and therefore

needs some clarification on what and how much of the data will be used and where it will be

published. According to Kvale (1996) ethical issues should be considered from the start,

during the study and until the end. Alongside with the scientific value of the overall research,

informants should feel that their information is of value towards the researcher. Kvale (1996)

mentions how researchers have a moral obligation to clarify and ensure the informants of

confidentiality and anonymity when regarding the interviews (kvale, 1996). Ethical issues

may also be found when transcribing, analyzing and reporting the data that has been collected.

The researcher has a moral responsibility to consider the overall consequence the report may

have on the informants and to their respective companies (Kvale, 1996).

3.7 Validity and Reliability

With any official, academic thesis it is essential that the facts presented are valid. The

research method chosen has led to some limitations, due to the interview time hindrance and

administrative limitations. Due to the small number of interviews conducted, this resulted in

limitations and caused a shortage of gathering a wide range of appropriate empirical

findings. As the interviews were voice recorded, some respondents may not have been

completely comfortable providing the facts and their honest personal view due to the sensitive

subject. Throughout the process there are always a risk of misinterpretation and various

errors, as we are human. The quality of the questions that were asked during the interviews

could also be a limitation. Further limitations one may face when conducting qualitative

research is that the result may be biased as it is essential that researchers study the subject

before conducting the interviews. There may also be the risk of biased questions being posed
Aimee Ryan Master Thesis 30

or that authors may choose a too small sample to interview, resulting in gaining the same

result, a biased data analysis (Morse, 2006).

3.8 Discussion of the method

Being able to code the collected material by using a structured category system

generates potential reestablishments of the steps regarding the analysis. This also strengthens

the reliability of the analysis along with the comparison of the overall findings. This study

uses a deductive approach, as it is based on own data collection, yet using existing finding and

literature regarding the researched phenomenon. The connection between the findings and the

research questions should guide the analysis. To guarantee a higher reliability rate, one could

have several researchers code the collected data. Due to the time restrictions and the

dissertation itself, this was not possible with this study. Overall, the findings revealed that

leaders’ perceptions of diversity management and to what extent a diverse workforce is

beneficial or challenging within an oil and gas industry is linked to each individual leader and

their experience. In attempt to grasp credible finding, the results were discussed along with

another student with no connection towards this study. Reason being, having another “set of

eyes” on the study, mainly to avoid inconsistent results, due to “blindness”, regarding the data

itself. As an extra assurance that the data is interpreted correctly.

4.0 Findings and discussion

This section consists of the main findings conducted from the interviews along with

the discussion part. Subsequently, each section of the main findings will be validated by an

analysis and discussion in relation to the literature. According to the research question, the

aim is, to explore leaders’ perception on diversity management and to what extent it has a

beneficial or challenging impact on an organization. As mentioned earlier, a brief presentation

of the five companies along with the ten participants of the study was made known. Along
Aimee Ryan Master Thesis 31

with a discussion of their perceptions of diversity. Subsequently, the main elements of a

diverse workforce will be discussed. Afterwards, the perceptions of leaders regarding both

beneficial and challenging aspects of diversity and how this has an impact within an

organization.

4.1 Outcome of the study

The outcome of the study discusses the findings of this research, demonstrating the

research question “Leaders perceptions on diversity management and to what extent this may

have a beneficial or challenging impact on an organization?”. As a researcher, I believe a

company´s decision to diversify or not to diversify a workplace lies within the business

strategies and their organizational culture, due to diversity having both a positive and negative

outcome to an organization. However, the company is liable to assess which strategies that are

most profitable to target their market. Hence, if the company feels that diversifying their

company will provide the best strategy regarding improved productivity, it is their best

interest to implement diversity. The findings compare and address variation to which extent

diversity may be beneficial or challenging within an organization, and how leader’s percept

diversity management.

4.2 Diversity management

The findings clearly state coherent pictures of diversity management regarding the

larger oil and gas industry among the informants. The perception of diversity is somewhat

actively encouraging. The larger companies strongly agree on that obtaining diversity, leads

to a diverse workforce in general which involves diversity within problem solving which may

result in gained knowledge.

Aimee Ryan Master Thesis 32

“By the early 2000s… things were changing noticeably. The company started

bringing employees from other countries... mostly engineers, to the US to cross-train and

improve knowledge sharing...” (Inf. 2)

Several informants implied how diversity is a beneficial factor to an extent.

Informants confirm that diversity management needs a stable and strong support of overall

management, along with a continuous dedicated workforce to implement diversity in an

organization in a stable sustainable manner. The informants acknowledged how in the 90´s it

was common for company A to move Americans to jobs in company offices overseas.

However, transfers of foreign employees from other countries to the US were rare. By the

early 2000´s things changed noticeably.

“To be accepting of an individual regardless of their background shows a strength of

character that cannot be taught” (inf. 1)

Company A started bringing employees from other countries to the US in order to

cross-train and improve their knowledge sharing by actively encouraging diversity. Leaders in

general have to acquire certain skills, values and attitudes to lead diversity efficiently.

Diversity management involves acceptance, respect and acknowledgement that each

individual is different and unique (Lumadi, 2008).

“A Diverse workforce can be beneficial when proactively engaged and supported

correctly without prejudice in any direction” (Inf. 1)

Aimee Ryan Master Thesis 33

Managing diversity efficiently requires managers to take in consideration the

differences and alter their values, attitudes in order to promote the effective management of

diversity. Several informants agree upon diversity and inclusion should happen naturally and

not require any forced effort.

“Eliminating any opposition to diversity at the earliest signs of resistance I believe is

critical in order to succeed” (Inf. 5)

“My current workforce composition is predominantly male oriented. With the majority

of the leaders/managers being white males. I am the only female in the leadership team and

we don’t have any females in mid-level or frontline management” (Inf.7)

Top management should ensure fairness and work oriented attitudes and promote the

correct ethical values that will allow them to make good use of a diverse workforce (Lumadi,

2008). Increasing diversity awareness in an organization, may benefit employees to be aware

of the multiple values, attitudes, experiences and perspectives of others. This could be

promoted through programs that help improve the overall understanding of others who may

be different from one self.

“Workplace diversity has contributed to high productivity in the company, along with new

ideas and overall creativity...” (inf. 6)

“Diversity is not only related to how you look, where you come from or how you talk,

but it is more about how you perceive the world, your ideas and ways of accomplishing a task

or a project. Everyone is unique and the more diversely different your team is, the more
Aimee Ryan Master Thesis 34

different perspectives you will get which opens up tremendously value in terms of solving

complex problems through the lens of different views” (Inf. 7)

A diverse workforce provides the company with opportunities as each individual will

contribute with ideas, creativity and other potential beneficial aspects towards a diverse

workforce (Aghazadeh, 2004).

“Inclusion is the capability of taking into account different opinions, ideas and

respecting other’s point of view and including that into the final decisions or workflow to

make decisions and execute” (Inf. 7)

The findings show how the importance of diversity management is reluctant on a

diverse workforce being able to encourage a certain tolerance regarding appreciation and

discouragement involving exclusion and discrimination. Several informants provide their

perceptions and agree on how education will lead to advantages within the organization rather

than being a liability, which is an important aspect of the leader’s main responsibilities within

an organization according to Yukl (2013).

4.2.1 Difference in diversity management regarding big company’s vs smaller companies

Company C is a substantially smaller compared to the other companies included in the

study, although the findings show great similarities, there are a few differences due to

company C being considerably smaller than the others. The table below will provide

clarification on how and the reasons why diversity management within big companies

(company A, B, D, E) differ from smaller companies (company C). Based on the findings of

the research in this study.

Aimee Ryan Master Thesis 35

Bigger companies Smaller companies

have operation plants in several parts of the only operate in few countries, in this case

world only two

employ in every country in which they their recruitment is restrained/ limited to

operate where they operate, in this case only two

different countries

workforce diversity covers almost all limited individual differences due to the

individual differences, primary and nature of the company’s operations and lack

secondary dimensions (chapter 2.5) of expansion (chapter 2.2). Due to

recruitment of similarities

numerous challenges may be encountered minimal challenges due to the small size of

due to the overall size of the company´s the company

Table 3. Diversity management difference: big vs. smaller companies

In recent years workforce diversity and diversity management has been important, to

force companies to embrace their differences within their employment and aim for increasing

their productivity and overall profit.

4.3 Workforce diversity

“In complex organisations working on complex tasks, like most companies in the oil and gas

industry, a variety of knowledge and expertise is crucial in order to make god decisions”

(Inf. 8)

Saxena (2014) argues that a diverse workforce is necessary within today's changing

environment, but this may be a challenge to manage. Diversity is defined as characteristics of

Aimee Ryan Master Thesis 36

social grouping that may reflect the degree of objective or subjective differences existing

between people (Gajjar & Okumus, 2018).

“A diverse workforce will be challenging when the leader is not inclusive”

“An inclusive leader needs to create an open and trusting environment for their
diverse workforce” (Inf.7)

Through previous research, several authors have concluded that diversity may be seen

as a source of weakness, along with some that have concluded that diversity is a source of

strength (Shaban, 2016, p.77). Numerous informants acknowledged how positive impacts of

diversity were shown through cognitive events. Shaban (2016) states that positive impact of

diversity is shown through events, such as greater innovation, creativity and new ideas that

diversity brings to the organization.

“Even though the workforce was majority Norwegian, they still had a respectable

population of other nationalities as well (Inf. 2)

The findings during the study show that the oil and gas industry as a whole has

traditionally been extremely poor at diversity management in the past. Several informants

mentioned how the industry is approximately 90% male and 10% female. Some of the

informants have moved around the world and experienced different workforce diversity

within the same company. Informant 2 mentions how working for the same company but

moving from the USA to Norway, the workforce was entirely different. Being exposed to a

very diverse culture both within the society and the workforce, and how in Norway the

workforce was remarkably evenly split based on gender.

Aimee Ryan Master Thesis 37

Company B with their headquarters in the US are mostly contained by Americans that

make up the majority of the workforce, but many other nationalities are represented in both

the technical and the managerial roles (Inf. 2). The overall ratio of females to males has

grown considerably within the technical and managerial roles over the years, even all the way

up to the Board of Directors.

“Due to the size of the company, eventually the company created a network to promote

diversity and inclusion, by creating groups to form a sense of awareness...” (Inf. 4)

In the later years Company B created a network in order to promote diversity and

inclusion for different groups of employees. Although creating these networks was a good

initiative, some employees were torn about the effectiveness of these networks. According to

Gajjar & Okumus (2018) diversity is distinguished by surface level characteristics that are

visible such as age and gender, and by beep level characteristics such as religion, education or

even sexual orientation. The networks were created to form a sense of awareness and foster a

sense of inclusion. However, anyone could join any group regardless of race, gender, sexual

orientation and etc., but why create several network groups? Co-workers and employees were

confused due to why one employee network group was not enough. Creating one employee

network where all employees come together instead of trying to subdivide each individual

employee and point out their differences. Several informants mention how age diversity and

religion has not been diverse, and how these aspects have not been much of a discussion point

during their careers (company A, B and E).

Aimee Ryan Master Thesis 38

4.3.1 Personality traits of workforce diversity

“Diversity stands for a variety of difference in each individual alongside with similarities, we

consist of both positive and negative traits that will have an impact on how we live our life,

this will be determined how we act and behave with others” (Inf. 10).

Reflecting back at the Dimensions of Diversity in chapter 2.3.1 by Gardenswartz &

Rowe (2003) and the findings based on the hidden and uncovered qualities and characteristics

mentioned as «The Four Layers». The findings show that there are many different personality

traits that reflect on this theory and what each individual can portray. These traits are based on

the individual’s attitude and action, as well as their behavior and how they process certain

situations. The found personality traits during this study can be classified in two groups, the

positive personality traits and the negative traits. Below are some of the personality traits

found during this research:

Positive personality traits Negative personality traits

Honesty Hostile
Reliability Inconsiderate
Trust Offensive
Intelligence Disrespectful
Patience Lazy
Table 4. Personality traits

4.4 Leaders perceptions on diversity

Company A has a long-standing history of supporting diversity and inclusion (Inf. 1).

According to Inf. 1 there are multiple network groups that have been established over the

years for minority groups, as mentioned above. The company has also been recognized in

2017 for their commitment regarding the LGBT equality within the workplace (Inf. 1). My

research through one of the informants show that in 2018, a global media company had

recognized company A as one of the best employers regarding diversity. However, with 30

years working for the same company inf. 2 has perceived a different view on diversity within

company A and has noticed changes over the years in order to diversify company A. At the
Aimee Ryan Master Thesis 39

start of one of the informants’ career it was made known that within company A the groups

were not diverse culturally.

“The workforce was typically white American males for professional roles and managers,

and white females for administrative function…” (inf. 2).

Perceptions on diversity management was also mentioned to be “dependent on where

we look” (inf. 3, company B). It was mentioned that company B would find it difficult to

manage gender, as looking at traditional jobs; such as HR, lawyers, marketing etc. these are

diverse in gender as anyone else. But looking at jobs where qualification is based on time in

the field, specially within the oil and gas industry, inf. 3 believes that all oil companies

struggle to find gender diversity.

“Diversity is not only related to how you look, where you come from or how you talk, but it is

more about how you perceive the world, your ideas and ways of accomplishing a task or

project”. (Inf. 6)

According to several informants they agree that Schlumberger (not a company

included in my study) was seen as doing a remarkable job when promoting and developing

not just females, but also a diverse workforce in terms of race, ethnicity etc. they agree that

several companies are ahead of the rest when it comes to diversity, according to inf. 6 the

results are clearly shown within the financial and market share performances in each

company.
Aimee Ryan Master Thesis 40

“Being able to benefit from a diverse team in a company, gives you different perspectives and

opens tremendous value in terms of problem solving through the lens of different views”.

(Inf. 9)

Several informants conclude that each individual is unique, and that they have their

own set of knowledge, skills and experience; and that the oil and gas industry in general has

had an increased focus on diversity management the last decade.

4.5 Recruitment, training, work ability and employment

4.5.1 Recruitment and training
“The candidates were not judged based on age, race, gender, nationality or even grades. We

were encouraged to look at the candidate as a whole, how involved he/she was in the school

and organizations, even in the community” (Inf. 2, Company A).

The ability to embrace diversity in an organization will potentially lead to increased

creativity and efficiency among the employees regarding job opportunities and the overall

recruitment and training process. Some organizations provide not only the mandatory courses

dependent on each employee discipline, but additionally extensive online courses covering

many educational disciplines that any employee can partake in (Inf. 2). Examples of these

courses in Company A are courses around Sexual Harassment training and the training

discussing the importance of diversity and the overall respect in the company (Inf.2). Personal

development, regardless of their skillset or education will lead to gained knowledge.

Nevertheless, not being able to manage diversity involved in recruitment and training

successfully may result in conflicting behavior, distrust, lower satisfaction and high-level

turnover (Yukl, 2013, p.363). From time to time incidents occur that are questionable, this
Aimee Ryan Master Thesis 41

training provides the necessary education to enable those involved to be made aware of the

potential outcome and avoidance of conflicts when required (Inf.1).

4.5.2 Work ability and employment

Some organizations try to promote young employees to supervisor positions, early in

their careers. Although these candidates have been marked as high potential employees, once

they are put to the test and are unable to perform due to lack of experience when placed in

supervisory or management roles, companies are reluctant to demote them back to individual

contributors (Inf. 2).

“The other problem with this is that a seemingly large proportion of the people that

are designated as high potential are considered high potential not because of what they know

but because of who they know” (Inf.2)

When other employees notice these people with little to no experience/ knowledge

promoted, this tends to demotivate people and cause problems. Due to people not being

promoted based on their work ability but based on how the management perceives them.

“Management rarely seeks input from peoples’ peers or their direct reports in order to judge

that person’s abilities” (Inf. 2).

“We hire people, not resumes” (Company A)

The company strategies regarding employment are intended to promote a positive

work environment, equal employment opportunities, Diversity and inclusion (Inf. 1).
Aimee Ryan Master Thesis 42

4.6 Diversity Benefits

Diversity may be beneficial to both coworkers and employers. Although coworkers

are dependent in the workplace, having a mutual respect towards individual differences may

increase productivity. Acquiring diversity within the workplace may reduce unwillingness

and increase further marketing opportunities, overall recruitment, innovation and creativity

along with a good business image. Organization’s commitment to building a diverse and

inclusive workplace; guide how the organizations interact. Diversity and inclusion is a

journey and each individual person is accountable for sustaining and creating an inclusive

workplace. Throughout this study it has been made known in our era that flexibility and

overall creativity are key factors to competitiveness, the research show how organizations

focus on three similar areas; leadership accountability, process and programs and employee

awareness.

“Being able to benefit from a diverse team in a company, gives you different perspectives and

opens tremendous value in terms of problem solving through the lens of different views”.

(Inf. 9)

4.6.1 Leadership accountability

“Eliminating any opposition to diversity at the earliest signs of resistance I believe is critical

in order to succeed” (Inf. 1)

Leadership is one of the most important factors in addressing diversity. In any

organization it is important to measure and get an understanding of their diversity metrics, as

the overall knowledge will lead to discussions and motivation for change.
Aimee Ryan Master Thesis 43

4.6.2 Process and programs

The research emphasized on how implying diversity, benefits from promoting

organizational commitment, retention and innovation. The implementation of organizational

systems, processes and practices may increase effective diversity management.

4.6.3 Employee awareness

A Diverse workforce can be very beneficial when proactively engaged and supported

correctly without prejudice in any direction. To be accepting of an individual regardless of

their background shows a strength of character that cannot be taught, it can only be

encouraged as a behaviour (Inf. 1).

“A diverse workforce brings creativity and different point of views which leads to a more

effective, efficient and collaborative teams and cross-functions” (Inf.7)

Diversity and inclusion should happen naturally and not require a forced effort.

Increasing diversity awareness in an organization, may benefit employees to be aware of the

multiple values, attitudes, experiences and perspectives of others. This could be promoted

through programs that help improve the overall understanding of others who may be different

from one self.

4.7 Diversity Challenges

There may be challenges to maintain a diverse workforce. Managing diversity is more

than clearly acknowledging people’s differences. It requires an overall recognition towards

each individuals’ differences, withstanding discrimination and encouraging inclusivity.

“Diversity will be challenging when people are not open to working or interacting

with people with ideas and beliefs different from theirs” (Inf.2)
Aimee Ryan Master Thesis 44

Contradictory behavior and attitudes such as prejudice, stereotyping and

discrimination; may be barriers to diversity as they may harm the overall working

relationships and damage morale and general productivity to an organization. Diversity may

create challenges as a lack of inclusion among team members, which may result in failure. If a

diverse workforce is dominated by a single group, it may lose out on the enrichment that other

members bring to the group. However, if a group is to diverse yet fails to include and embrace

the diverse team members the organization may fail to function as a team.

“A diverse workforce will be challenging when the leader is not inclusive, or a team member

is not inclusive” (Inf. 7)

4.7.1 Language and Religion

Languages are often a huge barrier and as a native speaker of English you must

consider that colleagues who are fluent in English may speak several languages and certain

technical or colloquial phrases can be misinterpreted. Even between UK English and USA

English speakers there may be misunderstandings (Inf. 1).

Other challenges of diversity that were found during the study were the expectations

regarding Muslims working during Ramadan or Christians during Easter. The oil field can be

a challenging and intimidating place for many minorities and although it is changing there are

places in the world where it is rare to see either women or other minorities at the well site

(Inf. 1).

4.7.2 Age
“Often technology is frustrating to the older employees, and they can get frustrated when the

younger employees grasp new technology so quickly” (Inf. 2)

People from different generations communicate in different styles (Inf.2). Generation

X tend to like interacting in person first, over the phone second, email third and by chatting
Aimee Ryan Master Thesis 45

via skype as a last resort. Generation Z seem to be the exact opposite and would rather chat

via skype than speak to a person via phone or in person. This can present challenges when

they need to collaborate on projects.

4.7.3 Gender
The oil and gas industry are typically a male-dominated industry. “We have a very

common term in this industry: Company Man, the person who represents the company and is

in charge of operations on a worksite. (Inf. 2). This term is seen as sexist, employees

continue to use the term even when the women point out that it should be called Company

Rep (representative) (Inf. 2).

“When men are pushy or bossy, they are considered passionate, determined, or

dedicated. When women are pushy or bossy, they are considered bitchy or emotional”

(Inf.2 )

Another statement by one of my informants, that is understandable and also a

recognizable assumption in the twentieth - century.

5.0 Conclusion and Recommendation

The objective of this study was to explore and create awareness regarding the leaders’

perceptions on diversity management, and how their perceptions influence diversity

management. To which extent diversity is beneficial but may also be challenging for an

organization. To reach the intention of this thesis, the author reviewed numerous research

papers, books, articles and other online sources concerning diversity in order to investigate

theories of possible reason. The main objective is to examine how diversity management may

have an overall impact on an organization. According to my findings it is essential that we

are aware of what influences our perspectives of both ourselves and others or regarding the

given phenomenon.
Aimee Ryan Master Thesis 46

It is apparent that implications show increasing ethnic diversity, which generate mixed

findings. This thesis shows how an organizations diverse workforce is dependent on how well

their diversity management is implemented. According to the leaders perceptions they are

convinced that a diverse organization may lead to several improvements, such as; increased

profit due to an improved understanding, which will lead to access to new markets along with

improved innovation and creativity, nevertheless; assuring others that the best employees are

suited for the right job, regarding recruitment. In addition to how diversity brings a mix of

opinions, inclusion; is leveraging that mix of knowledge, skillset, experiences and

perspectives to make a good business decision. A diverse workforce can be remarkably

beneficial when proactively engaged and supported correctly without prejudice in any

direction and is an essential part of promoting fairness.

Furthermore, diversity as a configuration concerning the workforce may have a

beneficial effect on each individual employee morale and overall motivation, dependent on

the diversity management. Diversity needs a stable and strong support management, along

with a continuous dedicated workforce in order to implement diversity in an organization in a

sustainable manner.

Assuming that a diverse workforce is not managed sufficiently, a risk of increased

conflicting behavior, high staff turnover and a decrease in social cohesion may be a result.

Challenging aspects of diversity may usually be acknowledged to the employees recognized

discrepancy and conflicting stereotypes on dissimilar employees. The findings show that the

implementation of organizational systems, processes and practices may increase effective

diversity management. The study acknowledges how positive impacts of diversity were

shown through cognitive events. In short, diversity management is essential for a diverse
Aimee Ryan Master Thesis 47

workforce in order to be able to encourage a certain tolerance, appreciation and

discouragement involving both exclusion and discrimination

Due to organizations forming teams within the workplace, the findings show that

members have a tendency to split teams into subgroups, which may be a deciding element of

success or failure; these elements are explained by the use of the social identity theory and the

dimensions of diversity. Other elements that may influence the success of diversity are that

the leaders need to be able to create an open and trusting environment for their employees,

knowing how to switch from different leadership styles dependent on the situation. The study

show that individuals are more attached to organizations that seem to acquire similar values to

them as individuals. Consequently, organizations hire employees that are similar to their

values, due to the convenient choice of hiring an individual that will easily “fit in”.

Diversity is applicable to all beliefs and not only the minorities, it is important that

when you find yourself as part of a minority that you to have to embrace the diversity of the

majority at times in order to accomplish integration and acceptance.

This thesis shows that diversity management is a sensitive subject, and utilizing

sources carefully is essential due to its complexity and multidimensional. Based on my

findings, I suggest some recommendations for the organizations and the leaders in regard to

diversity management.

Leaders need to create awareness on which diversity characteristics that are present

and of relevance in their workforce. Diversity goes beyond age, gender and their disability,

and it is important to be aware of the influence that deep-level and surface-level

characteristics may have and ensure that these characteristics are included. In addition, it is
Aimee Ryan Master Thesis 48

necessary to include the whole organization, not only the top management; due to smaller

teams and leaders spending more time with their subgroups which gives them more

knowledge and awareness of which characteristics that may be involved regarding diversity.

Diversity in general and its benefits may be extended beyond the organizations limits,

leaders need to keep this in mind. Although employing a diverse workforce may be a great

asset to the organization and benefits from promoting organizational commitment, retention

and innovation and may lead to good business decisions. Leaders need to be aware of the

relevance and suitability regarding the initiatives to diversity. Hence, the initiatives regarding

diversity needs to be suitable for the distinct requirement and structure of the workplace, and

they need to ensure that the inclusion of certain characteristic subgroups or individual do not

result in exclusion of others.

Aimee Ryan Master Thesis 49

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Tajfel, H., & Turner, J. C. (1986). The social identity theory of intergroup behavior. In S.
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Aimee Ryan Master Thesis 53

7.0 Appendices
7.1 NSD Approval

NSD sin vurdering

Skriv ut

Prosjekttittel

Mangfoldsledelse

Referansenummer

574376

Registrert

19.02.2019 av Trude Furunes - [email protected]

Behandlingsansvarlig institusjon

Universitetet i Stavanger / Det samfunnsvitenskapelige fakultet / Norsk

hotellhøgskole

Prosjektansvarlig (vitenskapelig ansatt/veileder eller stipendiat)

Trude Furunes, [email protected], tlf: 90530053

Type prosjekt

Studentprosjekt, masterstudium

Kontaktinformasjon, student

Eli Kristin Nytun Leirdal, [email protected], tlf: 97732362

Aimee Ryan, [email protected], tlf: 97875288

Prosjektperiode

01.03.2019 - 31.12.2020

Status

25.02.2019 - Vurdert med vilkår

Aimee Ryan Master Thesis 54

Vurdering (1)

25.02.2019 - Vurdert med vilkår

FORENKLET VURDERING MED VILKÅR Etter gjennomgang av

opplysningene i meldeskjemaet med vedlegg, vurderer vi at prosjektet har lav
personvernulempe fordi det ikke behandler særlige kategorier eller
personopplysninger om straffedommer og lovovertredelser, eller inkluderer sårbare
grupper. Prosjektet har rimelig varighet og er basert på samtykke. Vi gir derfor
prosjektet en forenklet vurdering med vilkår. Du har et selvstendig ansvar for å
følge vilkårene og sette deg inn i veiledningen i denne vurderingen. Dersom du
følger vilkårene og prosjektet gjennomføres i tråd med det som er dokumentert i
meldeskjemaet, vil behandlingen av personopplysninger være i samsvar med
personvernlovgivningen. VILKÅR Vår

vurdering forutsetter: 1. At du gjennomfører prosjektet i tråd med kravene til

informert samtykke 2. At du ikke innhenter særlige kategorier eller
personopplysninger om straffedommer og lovovertredelser 3. At du følger
behandlingsansvarlig institusjon (institusjonen du studerer/forsker ved) sine
retningslinjer for datasikkerhet 4. At du laster opp revidert(e) informasjonsskriv på
utvalgssiden(e) i meldeskjemaet og trykker «bekreft innsending», slik at du og
behandlingsansvarlig institusjon får korrekt dokumentasjon. Dere kan bruke vår
engelske mal:
https://nsd.no/personvernombud/en/help/information_consent/information_require
ments.html NSD foretar ikke en ny vurdering av det reviderte informasjonsskrivet.
1. KRAV TIL INFORMERT SAMTYKKE De registrerte skal få skriftlig og/eller
muntlig informasjon om prosjektet og samtykke til deltakelse. Du må påse at
informasjonen minst omfatter: - Prosjektets formål og hva opplysningene skal
brukes til - Hvilken institusjon som er behandlingsansvarlig - Hvilke opplysninger
som innhentes og hvordan opplysningene innhentes - At det er frivillig å delta og at
man kan trekke seg så lenge studien pågår uten at man må oppgi grunn - Når
prosjektet skal avsluttes og hva som skal skje med personopplysningene da:
sletting, anonymisering eller videre lagring - At du/dere behandler opplysninger om
den registrerte basert på deres samtykke - Retten til å be om innsyn, retting,
sletting, begrensning og dataportabilitet (kopi) - Retten til å klage til Datatilsynet -
Kontaktopplysninger til prosjektleder (evt. student og veileder) -
Kontaktopplysninger til institusjonens personvernombud På nettsidene våre finner
du mer informasjon og en veiledende mal for informasjonsskriv:
http://www.nsd.uib.no/personvernombud/hjelp/informasjon_samtykke/informere_o
m.html Det er ditt ansvar at informasjonen du gir i informasjonsskrivet samsvarer
med dokumentasjonen i meldeskjemaet. 2. TYPE OPPLYSNINGER OG
VARIGHET Prosjektet vil behandle alminnelige kategorier av personopplysninger
frem til 31.12.2020. 3. FØLG DIN INSTITUSJONS RETNINGSLINJER NSD
Aimee Ryan Master Thesis 55

legger til grunn at behandlingen oppfyller kravene i personvernforordningen om

riktighet (art. 5.1 d), integritet og konfidensialitet (art. 5.1. f) og sikkerhet (art. 32).
Dersom du benytter en databehandler i prosjektet, må behandlingen oppfylle
kravene til bruk av databehandler, jf. art 28 og 29. For å forsikre dere om at
kravene oppfylles, må dere følge interne retningslinjer og/eller rådføre dere med
behandlingsansvarlig institusjon. NSD SIN VURDERING NSDs vurdering av
lovlig grunnlag, personvernprinsipper og de registrertes rettigheter følger under,
men forutsetter at vilkårene nevnt over følges. LOVLIG GRUNNLAG Prosjektet
vil innhente samtykke fra de registrerte til behandlingen av personopplysninger.
Forutsatt at vilkår 1 og 4 følges, er det NSD sin vurdering at prosjektet legger opp
til et samtykke i samsvar med kravene i art. 4 og 7, ved at det er en frivillig,
spesifikk, informert og utvetydig bekreftelse som kan dokumenteres og som den
registrerte kan trekke tilbake. Lovlig grunnlag for behandlingen vil dermed være
den registrertes samtykke, jf. personvernforordningen art. 6 nr. 1 bokstav a.
PERSONVERNPRINSIPPER Forutsatt at vilkår 1 til 4 følges, vurderer NSD at den
planlagte behandlingen av

personopplysninger vil følge prinsippene i personvernforordningen om: - lovlighet,

rettferdighet og åpenhet (art. 5.1 a), ved at de registrerte får tilfredsstillende
informasjon om og samtykker til behandlingen - formålsbegrensning (art. 5.1 b),
ved at personopplysninger samles inn for spesifikke, uttrykkelig angitte og
berettigede formål, og ikke behandles til nye, uforenlige formål - dataminimering
(art. 5.1 c), ved at det kun behandles opplysninger som er adekvate, relevante og
nødvendige for formålet med prosjektet - lagringsbegrensning (art. 5.1 e), ved at
personopplysningene ikke lagres lengre enn nødvendig for å oppfylle formålet DE
REGISTRERTES RETTIGHETER Så lenge de registrerte kan identifiseres i
datamaterialet, vil de ha følgende rettigheter: åpenhet (art. 12), informasjon (art.
13), innsyn (art. 15), retting (art. 16), sletting (art. 17), begrensning (art. 18),
underretning (art. 19) og dataportabilitet (art. 20). Forutsatt at informasjonen
oppfyller kravene i vilkår 1, vurderer NSD at informasjonen om behandlingen som
de registrerte vil motta oppfyller lovens krav til form og innhold, jf. art. 12.1 og art.
13. Vi minner om at hvis en registrert tar kontakt om sine rettigheter, har
behandlingsansvarlig institusjon plikt til å svare innen en måned. MELD
ENDRINGER Dersom den planlagte behandlingen av personopplysninger endrer
seg, kan det være nødvendig å melde dette til NSD ved å oppdatere meldeskjemaet.
På våre nettsider informerer vi om hvilke endringer som må meldes. Vent på svar
før endringer gjennomføres. OPPFØLGING AV PROSJEKTET NSD vil følge opp
underveis (hvert annet år) og ved planlagt avslutning for å avklare om
behandlingen av personopplysningene er avsluttet/pågår i tråd med den
behandlingen som er dokumentert. Lykke til med prosjektet! Tlf.
Personverntjenester: 55 58 21 17 (tast 1)
Aimee Ryan Master Thesis 56

7.2 NSD Consent form

Are you interested in taking part in the research project
” Leaders perceptions of diversity management: To what extent may a diverse
workforce be beneficial or challenging within an organization”?

This is an inquiry about participation in a research project where the main purpose is to find
out to what extent a diverse workforce may be beneficial or challenging within an
organization. By gaining more knowledge and researching the relationship between
employees and their management, how this will impact the organization? In this letter we will
give you information about the purpose of the project and what your participation will
involve.

Purpose of the project

The purpose of the project is to outline the study to find out to what extent diversity
management may be beneficial or challenging within an organization? Going through topics
such as leaders understanding of diversity, advantages and disadvantages in relations to
diversity as well as their experience and performance related to diversity in general will help
this project grasp a better understanding and gain more knowledge towards this thesis and
previous research. The unit of analysis are experienced leaders within the oil and gas industry,
and the data will be collected through personal interviews conducted by research assistant of
this project, Aimee Ryan. The past few decades, there has been many significant changes in the
world that have had an influence on today's workforce. Our societies are becoming
multicultural, over all regulations in general are getting looser and organizations are merging
and expanding with other countries. Investing in a diverse workforce, may be beneficial to an
organization depending on the employee performance. Having a diverse workforce may benefit
as well as create challenges. Which is why managing a diverse workforce is beneficial within
any organization, effective management on any diverse issues may be handled at an early stage,
which will lead to a positive impact on both the employee and the organization.

Who is responsible for the research project?

The University of Stavanger is the institution responsible for the project. The project
supervisor for the project is Associate Professor Åse Helene Bakkevig Dagsland, University
of Stavanger. Faculty of Social Sciences, Norwegian School of Hotel Management. The
Research Assistant is master student Aimee Ryan of the Norwegian School of Hotel
Management.
Aimee Ryan Master Thesis 57

Why are you being asked to participate?

You have been approached to participate in this project as you are an experienced leader. Since
you are experienced within the oil and gas industry within the managerial responsibilities your
contribution will be of great value to this project. Data will be collected by personal interviews,
but data will not be identifiable as we will use pseudonymisation, meaning processing the data
that has been collected in a way that one is no longer able to be linked to the individual person.
Removing identifiable information such as names, age, contact details and ID number. Data
will be recorded during the interviews and transcribed after. Recordings will be deleted after
the transcription.

What does participation involve for you?

This is a qualitative study based on one-on-one interviews that are based on an interview guide
that is made in advance. If you chose to take part in this project you will be participating in
these personal one-on-one interviews conducted by Research Assistant Aimee Ryan. The
interviews will take approximately 45 minutes. Information on employees and managers
perceptions and experience related to a diverse workforce and how this is managed is of interest.
How diversity may impact your organization in both a positive and negative way. The
interviews will be recorded, and the data will be transcribed. Recordings will be deleted after
the transcription. The recording and overall findings will remain anonymous throughout my
entire research.

Participation is voluntary
Participation in the project is voluntary. If you chose to participate, you can withdraw your
consent at any time without giving a reason. All information about you will then be made
anonymous. There will be no negative consequences for you if you chose not to participate or
later decide to withdraw.

Your personal privacy – how we will store and use your personal data
We will only use your personal data for the purpose(s) specified in this information letter. We
will process your personal data confidentially and in accordance with data protection legislation
(the General Data Protection Regulation and Personal Data Act). As mentioned no data will be
identifiable.
Aimee Ryan Master Thesis 58

• Only myself, Aimee Ryan and my supervisor Åse Helene Bakkevig Dagsland in
connection with the institution; University of Stavanger, Faculty of Social Sciences,
Norwegian School of Hotel Management is responsible for the project and will have
access to the personal data.
• The data collected will be coded to ensure that it is kept anonymous. Names of
employees, managers and the company will be replaced. Participant and the company
will not be recognisable in publications.
• The transcribed interview will only be available for participants in the research group
DiMaRG, consisting of six master students as well as three supervisors at the Norwegian
School of Hotel Management. Although no data will be presented to the DiMaRG-group
without being De-identified. Research Assistant Aimee Ryan will be the only person
that has access to the raw data that is retrieved.

What will happen to your personal data at the end of the research project?
The project is scheduled to end June 17th, 2019. Any and all data collected for this project will
be transcribed and deleted at the end of the project. Your contact information will be deleted
immediately after the interview is conducted. Data archived for potential future research for
the Associate Professors Åse Helene Bakkevig, Trude Furunes and Tone Therese Linge at the
Norwegian School of Hotel Management until June 2020, after this date, all data will be
deleted.

Your rights
So long as you can be identified in the collected data, you have the right to:
- access the personal data that is being processed about you
- request that your personal data is deleted
- request that incorrect personal data about you is corrected/rectified
- receive a copy of your personal data (data portability), and
- send a complaint to the Data Protection Officer or The Norwegian Data Protection
Authority regarding the processing of your personal data

What gives us the right to process your personal data?

We will process your personal data based on your consent.

Based on an agreement with the University of Stavanger, Faculty of Social Sciences,

Norwegian School of Hotel Management., NSD – The Norwegian Centre for Research Data
Aimee Ryan Master Thesis 59

AS has assessed that the processing of personal data in this project is in accordance with data
protection legislation.

Where can I find out more?

If you have questions about the project, or want to exercise your rights, contact:
• University of Stavanger via
Project Supervisor: Åse Helene Bakkevig Dagsland, by email:
([email protected]) or by telephone: +47 51 83 37 62 or
Research Assistant: Aimee Ryan, by email: ([email protected]) or by telefon: +47 97
87 52 88

• Our Data Protection Officer:

• NSD – The Norwegian Centre for Research Data AS, by email:
([email protected]) or by telephone: +47 55 58 21 17.

Yours sincerely,

Åse Helene Bakkevig Dagsland Aimee Ryan

Project Leader Research Assistant
(researcher/supervisor) Student

-----------------------------------------------------------------------------------------------------------------

Consent form
I have received and understood information about the project “Leaders perceptions of
diversity management: To what extent may a diverse workforce be beneficial or challenging
within an organization” and have been given the opportunity to ask questions. I give consent:

¨ to participate in a personal one-on-one interview (skype) with the Research Assistant,

Aimee Ryan of the project
¨ for the information I tell to be a part of the master thesis authorized by the research
Assistant, I expect the personal data be made de-identifiable
¨ for the de-identifiable data to be stored after the end of the project for potential further
research on diversity management at the Norwegian School of Hotel Management
until June 2020
Aimee Ryan Master Thesis 60

I give consent for my personal data to be processed until the end date of the project, approx.
June 17th, 2019.

----------------------------------------------------------------------------------------------------------------
(Signed by participant, date)
Aimee Ryan Master Thesis 61

7.3 Interview guide

” Leaders perceptions of diversity management: To what extent may a
diverse workforce be beneficial or challenging within an organization”?

Name:
Age:
Position:
Company:
Years of experience (both in total and current company):

1. Could you please tell me about your job as a manager?

2. What are your perceptions of diversity management within the oil and gas industry?
a. Describe your understanding of diversity (inclusion)?
3. How is your workforce composition (foundation of planning)?
4. To what extent may a diverse workforce be beneficial within an organization?
a. Do you have any examples?
5. To what extent may a diverse workforce be challenging within an organization?
a. Do you have any examples?
6. What are your company strategies concerning recruitment?
7. What are your company strategies concerning training?
8. What are your company strategies concerning work ability?
9. What are your company strategies concerning employment?
10. What influence has your background or experience had regarding diversity?
Aimee Ryan Master Thesis 62

7.4 Email introduction and interview planning

Note: informant details were given by other known sources, a phone call to each informant
was made before sending out this e-mail.

Subject: Master Thesis – Diversity Management

Hi XXX,

Thank you for taking the time answering my phone call. As mentioned, I received your
contact details through XXX. The reason I am reaching out is that I require several leaders to
attend a one-on-one interview (through skype, since I am based in Norway) conducted by
myself regarding my master thesis on diversity management due June 2019.

My target is, leaders working within international oil and gas companies. Due to your
background and experience it would be of great interest to hear your perceptions and thoughts
regarding this topic.

Due to my research method the interviews will be voice-recorded, transcribed and later
deleted. The interview will be approximately 45 minutes. Informants that participate will be
anonymized, and only myself, Aimee Ryan will have access to the data. The data collected
will be coded to ensure that it is kept anonymous. Names of employees, managers and the
company will be replaced. Participant and the company will not be recognizable in
publications.

Looking forwards to hearing back from you and I’m flexible regarding skype time. If you
have any questions, please let me know and I will provide clarification.

kind regards,
Aimee Ryan
Master student at the Norwegian School of Hotel Management
University of Stavanger