دور التنوع الثقافي للموظفين في تشكيل الصراع الإداري -دراسة ميدانية في مؤسسة سيدار مركب الحجار للحديد و الصلب -عنابة

Abstract

Cultural diversity is considered as one of the most prominent sociological topics that have received attention in organizational and academic studies. Global economic transformations in various fields have necessitated institutions to adopt diversity with the aim of continuity and achieving organizational and administrative integration. This involves establishing a solid and diverse workforce capable of meeting the institution's goals within an organizational culture based on the values of cultural diversity. The interest in cultural diversity stems from it being an organizational phenomenon to which most institutions are subject. It involves studying the cultural aspect of the institution as an open framework encompassing multiple cultures that blend together, resulting in workforces characterized by diversity and differences, such as linguistic diversity, social diversity, functional differences, and cultural backgrounds. These cultural differences have an impact on employees' behaviors, leading to organizational problems manifested in administrative conflicts, which can be a turning point between an institution's failure or success. Positive conflict can achieve organizational goals, unlike negative conflict that results in failure, affecting both the employees and the institution, leading to a decline in performance. This study aims to understand the role of cultural diversity among employees in shaping administrative conflict within “Sidar El Hadjar of Iron and Steel Company in Annaba”. Consequently, it necessitates a methodological explanation through a set of indicators that helped in verification. To address aspects of this topic, the central question guiding the research problem is as follows What is the role of cultural diversity among employees in shaping administrative conflict within “Sidar El Hadjar of Iron and Steel Company in Annaba”? This central question branches into the following sub-questions: First Sub-Question: How does linguistic diversity among employees affect their job performance? Second Sub-Question: What is the impact of social diversity among workers on their job commitment? Third Sub-Question: Does diversity in employees' cultural backgrounds contribute to administrative conflict? Fourth Sub-Question: What is the effect of functional differences among workers on administrative conflict? This study falls within descriptive studies, relying on a descriptive methodology that describes and analyzes the cultural diversity of employees within Sidar El Hadjar of Iron and Steel Company and its role in shaping administrative conflict. Various tools were used to collect field data, including observation to monitor the study's variables. Additionally, interviews were conducted with some employees within the institution and heads of departments. A questionnaire containing open, closed, and semi-closed questions was utilized, encompassing 48 questions. The study's sample consisted of a proportional random stratified sample of 382 individuals. After delving into the research topic, the study was divided into six chapters across two sections: the first section, covered in three chapters, explored the theoretical aspect of the study, while the second section, covered in three chapters, focused on the practical field aspect of the study. The final part summarized the findings, which were presented briefly as follows: 1. The majority of the sample answered that linguistic diversity among workers positively influences job performance. The institution works on enhancing job performance, according to 100% of the respondents, through strategies like training and motivation, reaching a 71% rate according to workers' statements. These methods increase employees' desire to improve their performance levels, instilling in them a sense of competition and job satisfaction towards their tasks. Despite language differences during communication, the institution adopts these differences through various means, such as working in culturally diverse teams to support team spirit and increase interactions, facilitating the exchange of ideas and information to ensure good task performance and bridge the gap between workers due to their language and dialect differences. 2. The impact of social diversity among workers on their job commitment within the institution is seen positively due to various considerations controlled by the management. They operate based on principles of employing the right person for the right job, focusing on competence, creativity, and good performance in the workplace without considering the gender of the worker. Demonstrating responsibility makes the worker capable of achieving job commitment, evidenced by adhering to work hours and schedules, which reached a 100% rate according to the majority of the research respondents. There are rules regulating work processes. 3. The cultural background differences among workers contribute differently to creating administrative conflict within the institution. Approximately 35% of the sample still holds a retrogressive view of rural individuals, considering them lacking in professional competence and incapable of occupying central positions. However, there are 60% of the respondents who believe that despite differences, there are no conflicts. This is attributed to an administrative system that accepts others' cultures and their geographical environment. Thus, there is acceptance and collaboration between urban and rural workers, reducing administrative problems. The impact of functional differences among workers on administrative conflict appears relatively with a 23% response rate from employees. Some use their job positions for personal interests, neglecting others' interests. However, the institution has a positive approach, working on eliminating these gaps by allowing each individual to perform their role without interfering in others' work. Job differences are fundamental in the organizational structure of the institution, promoting task distribution sequentially. This encourages competition for higher administrative positions and incentives based on good performance, helping to avoid conflicts and problems by organizing each worker's role and tasks.