The effect of organizational culture types on diversity management perception of healthcare institutions in Hatay province

In recent years, increasing migration, technological advancements, increasing access to information and increasing competition together with globalization have caused an increase in diversity and cultural differences in all the areas. A common values system adopted by all the employees is needed to lead diversity managementeffectively whitin the company and to use them in line with the objectives of the organization. In this sense, the concept that best expresses the system of values is the organizational culture. Organizational culture plays an important role in managing diversity in an effective way. Thus, in this study, it is aimed to put forward the effect of perceived types of organizational culture on the perceived diversity management of differences. Besides, it is also aimed to investigate the type of organizational culture perceived by healthcare professionals and the levels of perceived diversity management in terms of demographic characteristics. The study group of the research consists of 638 healthcare professionals working in private and university hospitals in the province of Hatay. The independent variable of the research is the types of organizational culture, and its dependent variable is the level of perception diversity management by the employees. The types of organizational culture are composed of four dimensions, which are clan, adhocracy, hierarchy and market, and the variable of diversity management consists of three levels as individual, department and organization. In the research, the quantitative method was adopted, and the survey technique was used in the data collection. As the data collection tools in the research, the Diversity ClimateSurvey Instrument (Bean et al., 2011), Organizational Culture Scale (Deshpande, Farley and Webster, 1993) and the Personal Information Form prepared by the researcher were used. The data obtained from 638 healthcare professionals were analyzed using SPSS 25.0 statistical packaged software. In the analysis of the data, descriptive statistics, independent samples t test (for bivariate groups), and one-way analysis of variance (Anova) (for three or more variable groups) were used. Correlation analysis was performed to determine the relationship between the types of organizational culture and diversity management, and multiple linear regression analyses were carried out to see the effect of the types of organizational culture on the levels of management of differences. In the research, it was concluded that the clan culture from the types of organizational culture had a positively significant effect on the individual, department and organization levels of diversity management, the adhocracy culture on the department and organization levels of the diversity management, the hierarchy culture on the individual, department and organization levels of the diversity management and the market culture on the department level of the diversity management. Moreover, the market culture is not the only type of organizational culture that has a positively significant effect on the perception of diversity management. Other types of organizational culture also have an effect on the perception of diversity management. When the findings of the research are assessed with a holistic view, it is seen that the organizational culture affects the perceptions of diversity management in parallel with the literature. Considering the results of this research, it has been found out that the types of organizational culture differ according to the socio-demographic characteristics of healthcare professionals such as gender, occupation, educational status, professional experience and age, however, do not differ according to the variables such as marital status and duration of work in the hospital where they are currently working. Additionally, it has been discovered that health professionals' perceptions of diversity management differ statistically and significantly according to sociodemographic characteristics such as gender, occupation, age, educational level and duration of professional experience, however, do not differ statistically and significantly according to marital status and duration of work in the hospital. In the private and university hospitals rendering services in the province of Hatay, four types of organizational culture in the "Competing Values Model" were also encountered. The most dominant type of culture is the hierarchy culture. The hierarchy culture was found to be followed by the clan, market and adhocracy culture types, respectively.