Filipino Employee Diversity

The level of experience an employee possesses aid in the productivity of an organization. Additionally, diversity in terms of culture, ethnicity, religion, gender, etc., also contribute to the productivity levels of an organization (Pope, 2012). Part of this diversity increasing in organizations is due to immigrants who go to a different country specifically to explore other employment options (de Castro, A. B., Gee, G. C., Takeuchi, D. T., 2008). This aids in the development of a multicultural organization. In previous studies, workload, relationships and work speed were shown as common stressors experienced in organizations (as cited in Pasca and Wagner, 2011). A major limitation associated with the findings in these studies is that it

This would have shown if the factors of mental health issues, job and marital satisfaction changed overtime for the immigrants. In contrary, de Castro et al. (2008) examined if there was any relationship between the amount of time Filipino immigrants lived in the United States, and occupational stress and health conditions. The cross-sectional sample consisted of over 1,000 Filipino immigrant participants. The results demonstrated a significant relationship for newer Filipino immigrants. A relationship was shown between job-related stress and adverse health outcomes. Additionally, concerns related to the job were positively related to an increased number of health conditions among Filipino immigrants. The limitations of this study was that this study did not include other measures, such as discrimination, that may be pertinent to the immigrant worker job stress. In addition, utilizing the cross-sectional method was a limitation because it did not involve testing immigrant participants over time. In regard to work-related stressors and support, some studies have been completed that examined the relationship between work-related stress and support. However, research on this topic lacks in regard to a diverse

A reason this occurs is because individuals may prefer support from another individual of the same group. Additionally, a certain culture may be power distance cultures where they accept that power is unequally distributed between subordinates and supervisors in the workplace (Amason & Allen, 1999). Therefore, employees who practice power distance in their culture do not expect support from their organizational leaders (Amason & Allen, 1999). Whereas, a low power distance culture expect support and equality. Concepts, such as power distance, add to the gap in literature that needs to be address within multicultural organizations. Supervisor support is a relevant factor in the way an employee perceives organization support. Along with directing employees, a supervisors role is to implement supportive efforts towards employees (Dawley et al., 2008). According to Eisenberger et al. (2002), supervisor support is recognized as the extent to which employees believe that their supervisor have concern for their well being (Dawley et al., 2008). Research has shown that supervisor support is correlated with employee burnout and commitment (as cited in Dawley et al.,