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This research examined Managing Diversity in Multinational Organization with special reference to Unilever Nigeria Plc. The research adopted survey research design. Data were gathered through primary source with the aid of a well-structured questionnaire. Simple random sampling technique was adopted in the selection of sample, this was used to eliminate biasness in the selection process of the respondents.

Data garnered were presented on table using percentage and the formulated hypotheses were analysed with the used of Chi-square statistical method. The result of the analysis shows that there is no significant relationship between recruitment and diversity management. Also, Communication play effective role in managing diversity and there is a correlation between diversity management and organizational productivity

Based on the conclusion of the analysis recommendations were proffered to the staff and management of Unilever Nigeria Plc.





Cover Page                                                                                                 1

Abstract                                                                                                     2

Table of Content                                                                                         3



1.0     Background of the study                                                                            5

1.1     Statement of the Research Problem                                                  9

1.2     Objectives of the Study                                                                     10

1.3     Statement of Research Questions                                                      11

1.4     Statement of Research Hypothesis                                                   11

1.5     Relevance of the Study                                                                               12

1.6     Scope and Limitation of the Study                                                   13

1.7     Operational Definition of Terms                                                       13



2.0     Introduction                                                                                                15

2.1     Literature Review                                                                             15

2.2     Managing Diversity – A Competitive Advantage                             19

2.3     Increasing Diversity in the Workforce                                              24

2.4     Affirmative Action and Valuing Diversity                                        31

2.5     The Importance of Top-Management Commitment to Diversity                37

2.6     Barriers and Challenges to Managing Diversity                                39

2.7     Company Culture and Diversity Management                                  41

2.8     Organizational Practices used to Effectively Manage Diversity                  44



3.1     Introduction                                                                                                48

3.2     Research Design                                                                               48

3.3     The Study Area                                                                                48

3.4     The Study Population                                                                       48

3.5     Sample Size and Sampling Technique                                              49

3.6     Description of Research Instrument                                                  49

3.7     Research Procedure                                                                           49

3.8     Method of Data Collection                                                                50

3.9     Method of Data Analysis                                                                  50

3.10   Problems Encountered on the Field                                                  51



4.1     Background Information                                                                            52

4.2     Analysis of Demographic Variables                                                 52

4.3     Research Questions                                                                           57

4.4     Test of Hypotheses                                                                           64



5.1     Summary of Major Finding                                                              69

5.2     Conclusions                                                                                               70

5.3     Recommendation                                                                              72

          References                                                                                         74

Questionnaire                                                                                    76





Managers are increasingly being asked to boost productivity, quality and customer satisfaction while also reducing costs. These goals can only be met, however, through the cooperation and effort of all employees. By creating positive work environments, where people feels valued and appreciated, organizations are more likely to foster the employee commitment and performance necessary for organizational success.


Considering the following examples by Kreitner, Kinicki and Buelens (2002), which are in contrast with the above statement, taken from three different work environments. “Ade Arogundade, a finance manager with Springboard Southward Trust has received racist literature telling him he is not wanted at the organization and has been the subject of anonymous petitions sent to mangers demanding that all black employees be removed from the work force”.


Also, a report revealed appalling behaviour in the Dutch police force: “79 percent of female employees had been confronted with pin-ups, 55 percent with “dirty gestures”, 38 percent with blue films and 44percent had the feeling of male colleagues “undressing them with their eyes (Hooghiemstra 1998).


Finally another example cited by Kreitner et al (2002) described Sarah Locker, “a woman police officer, received pornographic magazines on her desk and literature making derogatory reference to her Turkish background: she decided to take her complaints to court. She won her case, but met even more hostility on her return to work. The episode finally ended in a serious suicide attempt.


Sandra Valentine, a woman pilot claimed that she was told by a male colleague, “Women should not be let loose with anything more technical than a knife and fork. Once a senior pilot had announced to passengers. “The first officer is Ms. Valentine and yes, ladies and gentlemen, she is a woman we have then in the front as well as the back these day as, do not blame me”. 


Managing diversity however is a sensitive potentially volatile and sometimes uncomfortable issue. In Europe, as well as in the USA, creating a diverse workforce is increasingly considered a necessity.  Jitan Patel,  race equality manager with HSBC, a major UK bank, declares “for us the idea is true diversity, which means that we value every individual for who and what they are and we provide them with the opportunities to meet them full potential within the organization.


However, diversity represents the multitude of individual difference and similarities that exist between people (Kretiner et al, 2002).  This definition underscores three important issues about managing diversity. First, there are many different dimensions or components of diversity. This implies that diversity pertains to everybody. It is not an issue of age, race or gender. It is not an issue of whether one is heterosexual, gay or lesbian; or indeed Catholic, Jewish, Protestant, Celestian or Muslim etc. Diversity also does not pit’ White males” against all other groups. Diversity pertains to the host of individual differences that makes all of us unique and different from other. Secondly, diversity is not synonymous with “differences”. Rather, it encompasses both differences and similarities. This means that managing diversity entails dealing with both simultaneously.


As Price, (2004) puts it, people are different. They vary in gender, culture race, social and psychological characteristics. He affirmed that our attitudes towards their differences could be negative or positive depending upon individual perspectives and prejudices.


As members of organizations, it is difficult to challenge the often sub-conscious actions and elaborately entrenched justifications for unfairness. Not least, because discrimination and prejudice are expressions of power entailing the ability to prevent, inhibit or punish critical comment. Yet, if people are the key assets of a business, it is important to realize the maximum benefit from their human capital. True competitive advantage, requires the best from everyone, without restrictions, it demands a prejudice-free inclusive attitude towards actual and potential employee. It requires diversity. 


Nevertheless, fairness, justice, or whatever we call it, it is essential and most companies in general and most multinational firms in particular do not have it. Everybody must be judged on his performance, not on his looks or his manners or his manners or his manners or his personality or whom he knows or is related to (Townsend, 1970).  Why should multinational organizations and their managers offer equal opportunities to a diverse range of employees? The judgmental perspectives are indefinable which can be related to different models of Human Resources Management (Goss, 1994). These are Human Capital and Social Justice.


Human capital, which artificially blocking the progress of any group results in less than optimal use of an organization’s human capital. Discrimination is irrational since it limits the resource value of employees. On the issue of social justice, a moral or ethical interest in social equality, compatible with soft or social market Human Resources Management (HRM). Economic benefits are secondary to this social dirty.


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This research examined Managing Diversity in Multinational Organization with special reference to Unilever Nigeria Plc. The research adopted survey research design. Data were gathered through primary source with the aid of a well-structured questionnaire. Simple random sampling technique was adopted in the selection of sample, this was used to eliminate biasness in the selection process of the respondents... business administration project topics


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