Heterogeneity Management Strategies as Tool for Sustainable Employee Engagement of Multinational Companies in South-South Nigeria

The research examined the correlation between heterogeneity management strategies and employee engagement within multinational corporations in South-South Nigeria. The research employed a cross-sectional survey design and stratified purposive and random sampling techniques. The research encompassed a target group of 464 managing personnel from six statistically chosen multinational corporations in the South-South study region. Consequently, we statistically determined a sample size of 215 staff members. We gathered qualitative and quantitative data via a 5-point Likert scale questionnaire, confirming the data-gathering tools' validity and reliability. After data cleansing, we identified 208 analyzable copies of the questionnaire and formulated and tested seven hypotheses. We used a statistical package for social science software to conduct a descriptive and inferential analysis of the research data utilizing Spearman's Rank Order Correlation Coefficient Statistical Technique with a significance threshold 0.05. The studies indicated statistically significant positive correlations between the predictor and criteria variables. For instance, inclusion affected absorption (0.442) and dedication (0.405), but communication influenced absorption (0.562), dedication (0.557), absorption (0.669), and dedication (0.645). The research identified a partial correlation of 0.729 between the moderating variable, organizational technology, and the associated connections. The research established that implementing inclusion, communication, and leadership as elements of heterogeneity management strategies by multinational corporations in South-South Nigeria improves employee engagement through absorption and dedication. These strategies offer robust foundations for the overall performance of the examined organizations.