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
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
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.
Table 2. Examples of meaning unites, condensed meaning units, code and themes (inspired by Graneheim & Lundman, 2004)
Content
POD “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”.
WFD “A diverse workforce leads to different and often better ways to work a problem”. people who specialize in certain tasks to share that knowledge”.
Diversity in and gaining knowledge
Diversity in
knowledge Knowledge BOD “The industry relies upon the
transfer of knowledge and the placement of staff from multicultural backgrounds and has proven to be very successful model”. fails to include and embrace the diverse team members it can fail 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
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,
provided a better understanding of the overall work, and how well the informants had an understanding of what they were asked.