ABSTRACT This study examines the multifaceted relationship between gender diversity, employee engagement, employee commitment, and organizational performance in the context of Saudi Arabia.

Data from 1233 employees working in 19 organizations were collected using random sampling techniques. Using SMARTpls structural equation modeling, the study demonstrates that gender

diversity significantly and positively influences employee commitment and engagement in organizations. Furthermore, the study identifies a substantial association between employee

commitment, engagement, and organizational performance. The research underscores the pivotal role of gender diversity as a catalyst for enhancing organizational performance. Moreover, it

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TASK PERFORMANCE: THE MODERATION MEDIATION MODEL Article Open access 17 November 2024 INTRODUCTION Diversity in the contemporary workforce has emerged as a central theme in organizational

dynamics, underscored by a global paradigm shift in which businesses are increasingly acknowledging its pivotal role. Gender diversity in organizations encompasses the recruitment of diverse

gender categories, such as male and female, and establishing itself as a universally acknowledged imperative for organizational prosperity (Naima, 2016). Successful organizations thrive on

the collaborative efforts of individuals from various backgrounds, irrespective of gender (Sharma, 2023). In recent years, women have made remarkable inroads into fields traditionally

dominated by men, taking on leadership roles and shattering gender-based stereotypes (Mushi & Bujane, 2023). In Western countries, the pursuit of diversity has become integral to human

resource strategies (Tajeddini et al., 2023). These nations have undergone a remarkable shift toward greater gender diversity, with women representing a significant portion of the workforce,

as reported by the US Bureau of Labor Statistics in 2020 (Coibion, Gorodnichenko, & Weber, 2020). Additionally, employment disparities between genders in the European Union have been

narrowing, a trend highlighted by Eurostat in 2021 (Angheluță et al., (2021). Despite growing awareness of the benefits of gender diversity, deeper empirical insights are needed to

understand how these dynamics unfold across various organizational contexts and levels. The majority of previous studies have focused on gender diversity within senior management

(Arayakarnkul, Chatjuthamard, & Treepongkaruna, 2022; Lemma, Tavakolifar, Mihret, & Samkin, 2023; Naveed, Khalid, Voinea, Roijakkers, & Fratostiteanu, 2023) with limited

attention given to employee-level gender diversity. An exception is a study by Ferrary & Déo (2023a), which focused on employees in government organizations. However, scholars have

arrived at varying conclusions regarding the correlation between gender diversity and performance. According to Wang, Ma, Xue, & Zhang (2024), the impact of gender diversity on

organizational performance varies across countries and industries (Deepalakshmi, Tiwari, Baruah, Seth, & Bisht, 2024). Some studies confirm the positive impact of gender diversity on

organizational performance (Amin, Ali, Rehman, & Hasan, 2024; Garanina & Muravyev, 2021; Sarkar & Selarka, 2021; Yanping, 2024). Conversely, studies from other countries have

concluded that gender diversity negatively affects organizational performance (Sarpong‐Danquah, Adusei, & Magnus Frimpong, 2023; Singhania, Singh, & Aggrawal, 2024; Wang, Ma, Xue,

& Zhang, 2024). Other research suggests that gender diversity has an insignificant impact on organizational performance (Khan et al., (2023)). In a review study of 152 studies, Hazaea,

Al-Matari, Farhan, & Zhu (2023) highlighted inconsistencies in findings regarding the effect of gender diversity on performance. These gaps in the literature and inconsistencies in prior

research findings emphasize the need for further investigation into factors influencing the relationship between gender diversity and organizational performance. The purpose of this

research is to investigate the influence of gender diversity on organizational performance. Specifically, this paper examines the relationship between gender diversity, employee commitment,

employee engagement, and organizational performance in organizations in Saudi Arabia, an emerging economy. The study aims to understand how gender diversity, employee engagement, and

employee commitment interact to influence organizational performance, drawing on the resource-based view (RBV) theory (Barney, 1991a). Additionally, it explores the mediating role of

employee engagement and commitment in the relationship between gender diversity and organizational performance. Lastly, the study quantifies and assesses how gender diversity, employee

commitment, and employee engagement impact organizational outcomes. This study contributes to the literature by highlighting the pivotal role of gender diversity in shaping organizational

success and prosperity in emerging economies like Saudi Arabia. It underscores the mediating role of employee commitment and engagement, offering innovative insights into how these factors

can be leveraged to enhance organizational performance. Beyond expanding empirical knowledge in organizational behavior, human resource management, and gender studies, the study provides

actionable insights for businesses operating within emerging economies. The efficient utilization of human resources, irrespective of gender, is identified as a key driver of sustainable

growth and development (Chams & García-Blandón, 2019). Furthermore, this study extends the RBV theory (Barney, 1991a) by incorporating gender diversity and human capital into the model.

LITERATURE REVIEW AND HYPOTHESIS DEVELOPMENT In today’s organizational settings, understanding the complex relationships between gender diversity, employee commitment, employee engagement,

and organizational performance is crucial. Current literature provides valuable insights into these dynamics, highlighting the multifaceted interplay of factors. This section presents the

literature review and hypotheses derived from synthesized findings to comprehensively explore these relationships. GENDER DIVERSITY AND ENTERPRISE PERFORMANCE Gender diversity within

organizations refers to the proportional representation of individuals of different genders across various roles and levels within the organization (Brieger, Francoeur, Welzel, &

Ben-Amar, 2019). In our study, we adopt a holistic perspective on gender diversity, encompassing three essential dimensions: Representation, Inclusiveness, and Equal Opportunities.

Representation, the numerical distribution of males and females across different organizational positions and hierarchies (Naima, 2016). Inclusiveness: The extent to which organizational

practices encourage diversity, fostering an environment where individuals of all genders feel valued and respected (Kaur & Arora, 2020). Equal Opportunities: The provision of fair and

unbiased opportunities for career development, advancement, and leadership roles, irrespective of gender (Mousa, Massoud, & Ayoubi, 2020). By addressing these dimensions, we aim to

capture the nuanced facets of gender diversity that may affect employee commitment and, subsequently, organizational performance. Nishii (2013) underscores that organizations championing

gender diversity are perceived as more attractive employers, fostering a broader talent pool through their inclusive and equitable work environment. The long-term organizational success

depends on having a diverse workforce that brings together a range of perspectives, experiences, and problem-solving techniques (Fine, Sojo, & Lawford‐Smith, 2020; Kearney, Razinskas,

Weiss, & Hoegl, 2022). Studies affirm that diverse teams, including gender diversity, not only contribute to a more equitable society but also bestow tangible benefits upon organizations

(Fine, Sojo, & Lawford‐Smith, 2020). Gender-diverse workforces foster innovation, enhance problem-solving capabilities, and offer a broader spectrum of perspectives (del Mar

Fuentes‐Fuentes, Quintana‐García, Marchante‐Lara, & Benavides‐Chicón, 2023). Gender diversity further drives improved organizational performance, survival rates, reputation, and

competitive (del Mar Fuentes‐Fuentes, Quintana‐García, Marchante‐Lara, & Benavides‐Chicón, 2023; Kaur & Arora, 2020; Lee & Thong, 2023). Kearney, Razinskas, Weiss, & Hoegl

(2022) found that teams consisting of members with diverse gender identities have a broader range of perspectives and problem-solving approaches. In such cases, individuals identify more

with their gender-diverse in-group, leading to enhanced collaboration and better decision-making. According to Nishii (2013), organizations that promote gender diversity are seen as more

attractive employers and retain a broader talent pool through their inclusive and equitable work environment. A diverse workforce brings together a wide range of perspectives and experiences

(Fine, Sojo, & Lawford‐Smith, 2020; Kearney, Razinskas, Weiss, & Hoegl, 2022). Therefore, it is crucial for organizations to be aware of the factors that may help achieve the

desired benefits from qualitative diversity in the workforce to ensure its continuity and success. Recent studies confirm the significant influence of gender diversity at the strategic

level. Research indicates that the presence of diverse genders on boards of directors enhances various aspects of organizational performance. For example, women on boards have been shown to

improve the quality of financial reporting (Davis & Garcia-Cestona, 2023) and environmental, social, and governance disclosures (Eliwa, Aboud, & Saleh, 2023; Wasiuzzaman &

Subramaniam, 2023). Additionally, the inclusion of women enhances transparency and accountability in biodiversity-related reporting (Issa & Zaid, 2023) and strengthens sustainable

development goal (SDG) disclosures (Zampone, Nicolò, Sannino, & De Iorio, 2024). Organizational performance, as defined by AJAGBE, Cho, Udo, & Peter (2016), is the organization’s

willingness to meet its stated objectives and targets. Organizational performance is the ultimate outcome of an organization’s diverse activities, as stated by Alrowwad, Abualoush, &

Masa’deh (2020). This encompasses the accumulation of multifaceted elements influenced by a variety of organizational strategies and activities. This encompasses various indicators, such as

financial achievements, productivity, and overall effectiveness (Fine, Sojo, & Lawford‐Smith, 2020; Kearney, Razinskas, Weiss, & Hoegl, 2022). By carefully analyzing these

dimensions, we hope to uncover the nuanced connections that exist between gender diversity, employee commitment, employee engagement, and organizational performance. By explicitly defining

these concepts and dimensions, our study aims to provide a clear foundation for readers and facilitate a nuanced exploration of the relationships under investigation. Building on the

resource-based view (RBV) theory (Barney, 1991a), this study posits that gender diversity serves as a critical strategic resource for achieving organizational competitive advantage. The RBV

theory suggests that organizations possess rare and unique resources that enhance their competitive efficiency and are fundamental determinants of performance (Barney, 1991b; Wernerfelt,

1984). It provides a robust theoretical framework for assessing the role of human resources in strengthening an organization’s competitive advantage and performance (Assensoh-Kodua, 2019).

While the RBV has been widely applied in research across various fields, including gender diversity (Cuihong, Ismail, & Azman, 2024; Ferrary & Déo, 2023a; Haque, Adjei-Mensah,

Nguyen, & Ntim, 2024; Kurnianto & Soewarno, 2024; Paolone et al., (2024)), most studies have focused on gender diversity at the board level. This gap in the literature underscores

the importance of examining gender diversity at the general employee level. Consequently, this study investigates the role of gender diversity at the general employee level in influencing

organizational performance. Other empirical studies have further established a positive association between gender diversity on boards and organizational performance. Kampoowale, Kateb,

Salleh, & Alahdal (2024) found that gender diversity positively influences performance measures such as return on assets and return on equity. Furthermore, Odriozola, Blanco‐González,

& Baraibar‐Diez (2024) demonstrated a positive association between board gender diversity and corporate governance scores in enterprises across four European countries. Similarly,

Jayaraman, Smita, & Nilakantan (2024) confirmed this relationship across different industries, reinforcing the strategic importance of gender diversity in board composition. According to

Ferrary & Déo (2023b)), gender-balanced organizations at the staff and middle management levels achieve higher profits compared to less balanced ones. Most of the existing literature

has focused on diversity at the board of directors’ level. However, there is a noticeable scarcity of studies examining the relationship between organizational performance and gender

diversity at the employee level. The mechanisms through which gender diversity at the general employee level influences organizational performance remain largely unexplored. This study

addresses this gap by investigating the mediating effects of employee commitment and engagement on the relationship between gender diversity and organizational performance. GENDER DIVERSITY

AND PERFORMANCE: MEDIATING ROLE OF COMMITMENT This study explores the mediating effects of employee commitment and engagement on the relationship between gender diversity and organizational

performance. Employee commitment is a multifaceted concept, encompassing three main elements: Affective Commitment, Continuance Commitment, and Normative Commitment (Elisabeth, Yuliastanti,

Suyono, Chauhan, & Thakar, 2021). Each facet of commitment carries unique implications for employee behavior within the workplace, directly affecting organizational performance and

productivity (Mousa, Massoud, & Ayoubi, 2020). Affective Commitment pertains to the emotional connection and favorable sentiments that an employee possesses towards the organization.

Continuance Commitment is the perceived costs associated with leaving the organization, including career development opportunities and work environment support. Normative Commitment is the

sense of moral obligation to support the organization’s objectives, particularly in workplaces that prioritize gender diversity (Hadi & Tentama, 2020). A committed employee is capable of

establishing strong and lasting relationships with colleagues (Xiao & Wilkins, 2015) and experiences high job satisfaction (Mahmood Aziz et al., 2021; Saputra & Mahaputra, 2022).

According to Agyeiwaah, Dayour, & Zhou (2022), employee commitment positively influences customer satisfaction and loyalty to the organization. Sharma’s (2023) research suggests that

employee commitment is considered to function as a moderator between organizational success and creativity. Numerous studies emphasize the indispensable role of gender diversity in enhancing

employee commitment (Alnaqbi, Mohd-Shamsudin, & Alshurideh, 2024; Balakrishnan, Angusamy, & Lee, 2023; Olafsdottir & Einarsdottir, 2024). Ogega, Muya, & Nyaboga (2020),

found that implementing a gender diversity policy in government organizations positively affects employees’ commitment. Researchers have reported that organizations prioritizing gender

diversity strengthen affective, normative, and continuance commitment, thereby enhancing enterprise performance (Hadi & Tentama, 2020; Hendri, 2019). In their study, Kim & Lee (2023)

pointed out that gender diversity is positively associated with affective commitment. Additionally, researchers claim that the gender diversity of the board of directors positively impacts

organizational performance (Gutiérrez-Fernández, Gallego-Sosa, & Fernández-Torres, 2024). However, many previous studies have reported a positive association between employee commitment

and organizational performance (Al-Fakeh, Padlee, Omar, & Salleh, 2020; Cletus, Mahmood, Umar, & Ibrahim, 2018; Heriyanto & Halilintar, 2023). Fully leveraging gender diversity

requires recognizing the mediating role of employee commitment. Based on the existing literature and these considerations, we propose the following hypotheses: H1: Gender diversity

positively affects employee commitment. H2: Employee commitment positively affects organizational performance. H3: Employee commitment mediates the relationship between gender diversity and

the organization’s performance. GENDER DIVERSITY AND PERFORMANCE: MEDIATING ROLE OF ENGAGEMENT Employee engagement assumes a crucial role in the contemporary business environment (Dutta,

Mishra, & Tyagi, 2023). It is the emotional attachment an individual forms with an organization (MADAN, 2017). In the intricate dynamics of work environments, fostering employee

engagement becomes a strategic initiative aimed at channeling the dedication of the workforce toward organizational objectives, stimulating active participation, and enhancing personal

well-being (Eisenberger, Malone, & Presson, 2016). Employee engagement encapsulates a positive attitude aligned with job satisfaction and optimal performance (Pracoyo, Tubastuvi,

Santoso, & Wahyuni, 2022). Studies have demonstrated that employee engagement positively impacts organizational performance across various sectors and countries (Deepalakshmi, Tiwari,

Baruah, Seth, & Bisht, 2024). These sectors include education (Gede & Huluka, 2024), tourism (Alsakarneh et al., 2024), banking (Bano, Khatun, & Kumar, 2024), and the private

sector (Mansor, Jusoh, Hashim, Muhammad, & Omar, 2023). Furthermore, Onwuchekwa, Onwuzuligbo, & Ifeanyi (2019) confirmed the strong relationship between gender diversity in

organizations and employee engagement in manufacturing organizations. However, Amsi, Kiflemariam, & Ngui (2022a), found that gender diversity mediates the relationship between employee

engagement and employee performance in manufacturing companies. The present study explores the mediating effect of employee engagement on organizational performance across multiple sectors,

with employee commitment serving as a mediating factor. Employee engagement improves job performance and boosts productivity, thereby directly influencing overall organizational performance

(Faeq, 2022). Actively engaged employees, demonstrating a profound commitment to their organizations, become instrumental in securing competitive advantages (Hamadamin & Atan, 2019). As

argued by Davis et al. (2023) the employees who demonstrate strong motivation and dedication have higher levels of productivity and job satisfaction. Such attributes, in turn, lead to a

reduction in absenteeism and turnover rates, culminating in augmented overall business performance (Fulmore, Fulmore, Mull, & Cooper, 2023). Faeq (2022) further posits that organizations

characterized by heightened levels of employee engagement experience lower rates of employee attrition, fostering enhanced efficiency and enduring expansion. Additionally, Salem, Ishaq,

Yaqoob, Raza, & Zia (2023) corroborate that employee engagement significantly influences the efficacy and performance of organizations. In essence, understanding and strategically

fostering employee engagement emerge as critical endeavors for organizations aspiring to achieve sustained success in today’s competitive business landscape. Organizations fostering both

gender diversity and engagement achieve enhanced efficiency and revenue (Gupta & Gomathi, 2022; Khan et al., (2019)). Also, Amsi & Kiflemariam (2023) confirmed the positive

association between gender diversity and employee performance. Based on the extant body of scholarly work and taking into account these aforementioned factors, we postulate the ensuing

suppositions: H4: Gender diversity positively affects employee engagement. H5: Employee engagement positively affects enterprise performance. H6: Employee engagement mediates the

relationship between gender diversity and enterprise performance. By explicitly defining these concepts and dimensions, our study aims to provide a clear foundation for readers and

facilitate a nuanced exploration of the relationships under investigation. The depicted Fig. 1 presents a conceptual framework that illustrates the interrelatedness among gender diversity,

employee commitment, employee engagement, and organizational performance. The proposed model provides a comprehensive explanation for the intermediary function played by both employee

commitment and engagement in the correlation between gender diversity and organizational performance. METHODOLOGY DATA AND SAMPLE To reveal the impact of gender diversity, employee

commitment, and engagement on enterprise performance, the research adopted a quantitative approach. The study population represents women and men employees working in organizations working

in various sectors in Saudi Arabia. Before collecting the study data, a panel review and pilot study were conducted to ensure the validity and reliability of the questionnaire components.

The questionnaire was reviewed by five colleagues specializing in human resource management to assess its content validity and ensure alignment with the study objectives. Subsequently, a

pilot survey was conducted with 20 employees from various institutions in the city of Riyadh. Based on the feedback received, some questionnaire items were edited and revised to enhance

clarity and relevance. Data were collected using a voluntary questionnaire designed with the SurveyMonkey program. The questionnaire link was emailed in November 2023, to a random sample of

2000 employees in various organizations in Riyadh city, the Kingdom of Saudi Arabia, who were listed in the General Authority for Statistics [GaStat] database. In the email, we explained the

study’s main objectives and provided the questionnaire’s deadline. The survey consists of 43 indicator items pertaining to the study variables (gender diversity, employee commitment,

employee engagement, and organizational performance), which have been categorized into five sections. All of the questions have been derived from preexisting scholarly works. The first

section concerns the general information about respondents, while subsequent sections are devoted to the variables of gender diversity, commitment, participation, and organizational

performance. By the deadline, a 78% completion rate was achieved by the 1561 respondents who completed the questionnaire. Out of the completed questionnaires, 323 were removed from the

analysis due to the screening process. Consequently, we will acquire an ample number of participants to accurately represent employees in institutions within the Kingdom of Saudi Arabia, and

for conducting analysis utilizing the SmartPLS4 software (Sekaran & Bougie, 2016). The number of participants with complete responses was 1233, consisting of 900 females and 333 males.

Specifically, the sample included 19 organizations in Saudi Arabia: six government organizations, eight companies, and five non-profit organizations. These organizations were located in

Riyadh and operated in various sectors, including healthcare, education, finance and banking, telecommunications, tourism, and hospitality. The organizations included in the sample were

selected based on their geographical location. Of the participants, 60.2% were aged 20–30 years, while 22.8% were aged 31–40 years. Employees aged 41–50 years made up 13.1% of the sample,

and 3.9% were over 50 years old. The majority of participants were college graduates (62.6%), while 20.3% had graduated from secondary school, and 17.1% were postgraduates. Participants from

organizations in the service sector accounted for 42.4%, while the remaining participants came from the commerce sector (2.33%), manufacturing sector (8.1%), government and public services

sector (14.0%), and other sectors (4.2%). MEASURES To ensure the validity of measures in evaluating the research constructs, we followed a series of procedures. Initially, we had two

colleagues review the phrasing of the questionnaire. Afterward, we administered an initial survey to 20 randomly selected employees from different organizations in Riyadh City and used their

input to make revisions and edits to specific questionnaire items. The measurements for the research model’s constructs were taken from previous research and modified to fit the context of

Saudi Arabia. DEPENDENT VARIABLES For organizational performance, we employed an operational definition that incorporates broader non-financial and unconventional measures, as suggested by

Lebans & Euske (2006) and Gimbert, Bisbe, & Mendoza (2010) the items were evaluated using a five-point Likert scale, which spanned from 5 (representing strong agreement) to 1

(representing strong disagreement). “Efficiency and productivity (PE)” is a vital aspect of organizational performance, signifying an organization’s ability to maximize resource utilization

and reduce costs, as emphasized by Sheu & Yang (2005). To measure “efficiency and productivity,” we employed four items adapted from Castiglione, Infante, & Zieba (2023). The

“Innovation and creativity (IC)” construct encompasses creativity and innovation in processes and production, serving as performance indicators due to their impact on cost reduction and

increased sales, as highlighted by Exposito & Sanchis-Llopis (2018). We measured “Innovation and creativity” using two items adapted from Sastre (2015) The “Employee Collaboration and

Teamwork (ECT)” construct pertains to the cooperation and solidarity among team members in achieving organizational goals and tasks. We assessed this construct using three items adapted from

Dwyer, Richard, & Chadwick (2003). These items gauge the influence of diversity on levels of cooperation, teamwork, improvements in the decision-making process, and job satisfaction.

INDEPENDENT VARIABLES The study incorporated three independent variables: gender diversity, commitment, and employee engagement. Each of these variables was evaluated using a five-point

Likert scale, where 5 represented “strongly agree,” and 1 represented “strongly disagree.” The measurement items for these variables were drawn from existing literature. The variable “gender

diversity” was assessed using four items related to the “Inclusivity index (INId),” which were adapted from the work of Smith, Costello, & Chowdhury (2022). The measurement of

“Commitment to the organization” included two constructs adapted from (Hadi & Tentama, 2020) (Affective Commitment (AC) and “Continuance Commitment (CCom). Data were gathered for each of

these constructs using a five-point Likert scale with four items. “Affective commitment (AC)” gauges the degree of an employee’s emotional connection to the organization as well as their

inclination to invest additional exertion towards guaranteeing its achievements. Items in the “Continuance commitment (CCom)” construct pertain to an employee’s sense of ongoing connection

to the organization and the challenges associated with leaving, which may incur costs in terms of time and effort. The variable “Employee engagement” is defined as the active involvement of

organizational members in their work, wherein individuals engage physically, cognitively, and emotionally in their roles (Khan et al., (2019)). We operationalized “Employee engagement” using

five constructs adapted from (Eka & Anik, 2020). The construct was assessed using five items pertaining to job satisfaction, work relationships, organizational communication,

development opportunities, and recognition. The items in the “Job satisfaction (SAT)” construct gauge the extent to which employees find contentment in their work and recognize its

significance to the organization. “Workplace relationships (WR)” were assessed using items that evaluate the quality of personal relationships, the presence of supportive colleague

relationships, and the openness to opinions, suggestions, and feedback. The construct “Organizational communication (OC)” was measured using items assessing the effectiveness of the

organization’s communication channels, the delivery of information about strategic objectives, and the encouragement of individuals to provide improvement suggestions. Items related to

“Opportunities for growth and development (OGD)” address professional growth and training opportunities provided by the company and the degree to which individuals are encouraged to take on

challenging tasks. The construct “Employee recognition and rewards (ERR)” focuses on the extent to which employees feel valued for their efforts and are recognized for their outstanding work

and performance. RESULTS THE MEASUREMENT MODEL (OUTER MODEL) The research hypotheses were examined by utilizing PLS-SEM (partial least squares structural equation modeling). The software

SmartPLS4 was utilized for this purpose. PLS-SEM was a good choice for the analysis since the study model contained both formative and reflecting constructs. Since this research examined

antecedents of diversity, employee engagement, commitment, and performance, involving a second-order composite-formative and first-order reflective construct, a two-stage approach was

employed following (Ringle, Wende, & Becker, 2022). All construct variables in the research model are reflective, except for four variables within the “employee engagement” construct,

which are formative (WR, OC, OGD, ERR). The first stage involved assessing the measurement model, while the second stage involved examining the research structural model. PLS-SEM estimates

both measurement and structural models (Hair et al., (2021)). The measurement model describes the relationships between the indicators and constructs. In the reflective measurement model, we

assessed discriminant validity, convergent validity, and reliability. In the composite-formative measurement model, we evaluated multicollinearity, weights, composite loadings, and the

statistical significance of weights and loadings. Initially, the reflective measurement model’s discriminant validity, convergent validity, and of the model construct’s reliability were

examined. Measures of constructs’ reliability and validity included Cronbach’s alpha, average variance extracted (AVE), and composite reliability (rho_a and rho_c)) of the model’s

measurement variables are shown in Table 1. The results showed that all constructs’ measures are reliable because they achieved Cronbach’s alpha values higher than the required level of 0.70

(Bagozzi & Yi, 1988). The analysis results showed that all constructs achieved high levels of composite reliability and demonstrated strong internal consistency, with Dijkstra and

Henseler’s rho_A values ranging from 0.823 to 0.890 and rho_c values ranging from 0.879 to 0.931 (Hair et al., (2021)). The AVE values for the constructs ranged between 0.646 and 0.870,

which is above the acceptable minimum of 0.5 (Fornell & Larcker, 1981), which demonstrating the study’s constructs’ strong convergent validity. This suggests that the measured indicators

are effectively capturing the variance within each construct and are reliable for further analysis. All measurement indicators’ factor loadings are over the criterion of 0.709, as shown in

Table 1 (Benitez, Henseler, Castillo, & Schuberth, 2020), demonstrating the achievement of indicator reliability. Discriminant validity was assessed using Fornell and Larcker’s criteria.

The results presented in Table 2 demonstrate a strong relationship between all constructs and their respective measurement indicators. This indicates that the discriminant validity of the

constructs is confirmed, as the square root of the AVE estimate for each construct exceeds the correlation between that specific construct and any of the other constructs (Benitez, Henseler,

Castillo, & Schuberth, 2020). STRUCTURAL MODEL (INNER MODEL) Firstly, a thorough examination was undertaken in order to ascertain the appropriateness of the structural framework by

employing the goodness of fit (GoF) of the model and the calculation of path coefficients (R2). Additionally, we employed effect size (f2) calculations to gauge the strength of the

relationships between the dependent variable and independent variables within the model, as recommended by (Benitez, Henseler, Castillo, & Schuberth, 2020). Table 3 provides a summary of

the variance explained (R2) and f2 values for three pivotal constructs: “Commitment,” “Engagement,” and “Performance.” The R2 results indicate that approximately 56.2% of the variance in

“Commitment” can be attributed to the independent variable “diversity.” Likewise, around 46.3% of the variance in “Engagement” is accounted for by “diversity.” Furthermore, the combined

influence of “Commitment” and “Engagement” can elucidate 45.0% of the variance in “Performance.” These findings underscore the robust explanatory capacity of the model, effectively

elucidating the interrelationships between the studied constructs “ (Chin, 1998). Within the table, f2 values are presented for the same three constructs: “Commitment,” “Engagement,” and

“Performance.” The f-squared value for Commitment is 0.819, denoting a substantial effect size between diversity and Commitment. The f-squared value of 0.863 for engagement also suggests a

significant effect size between diversity and engagement. Moreover, the f-squared value for Performance is 1.284, signifying a pronounced effect size between Engagement and Commitment and

Performance (Benitez, Henseler, Castillo, & Schuberth, 2020). The analysis of model adequacy statistics for both the fully saturated model (SRMR = 0.073) and the estimated model(SRMR = 

0.082), reveals saturated model exhibits a slightly better fit. Both models show relatively low SRMR values, indicative of a good fit. Furthermore, the d_ULS (difference in unweighted least

squares estimates) is higher for the Estimated model, suggesting a somewhat larger difference between the observed and estimated data (Pavlov, Maydeu-Olivares, & Shi, 2021). HYPOTHESES

TESTING Table 4 provides path coefficients and related statistics for the analyzed relationships within the structural equation model. Notably, the path coefficient for “Diversity ->

Commitment” is 0.461 (_t_ = 16.200; _p_ = 0.00), indicating a positive connection between Diversity and Commitment, thereby supporting hypothesis (H1). Similarly, hypothesis (H2) is

confirmed as the path coefficient for “Commitment -> Performance” is 0.574 (_t_ = 15.061; _p_ = 0.00), signifying a positive and substantial influence of Commitment on Performance.

“Diversity -> Engagement” path reveals a robust positive relationship with a path coefficient of 0.688 (_t_ = 34.305; _p_ = 0.00), confirming hypothesis (H4). Finally, “Engagement ->

Performance” exhibits a positive but relatively smaller path coefficient of 0.136 (_t_ = 3.603; _p_ = 0.00), indicating that hypothesis (H5) is also confirmed. THE MEDIATING EFFECTS The

results of the mediating effects within the structural equation model is presented in Table 5 and Fig. 2. In the first indirect path, “Diversity -> Commitment -> Performance,” the path

coefficient is 0.264, signifying a positive relationship between Diversity and Performance through the mediating role of Commitment. The T statistic exhibits a value of 11.307, while the

95% confidence interval demonstrates a range spanning from 0.217 to 0.309. This confirms the statistical significance of the observed relationship, thereby providing support for hypothesis

(H3). In the second indirect path, “Diversity -> Engagement -> Performance,” the path coefficient is 0.094, indicating a positive connection between Diversity and Performance through

the mediating role of Engagement. The T statistic is 3.543, and the 95% confidence interval spans from 0.046 to 0.151, reaffirming the statistical significance of this association and

supporting hypothesis (H6). These findings suggest that Diversity influences Performance both directly and indirectly through Commitment and Engagement, underscoring the significance of

these paths in the model. DISCUSSIONS Gender diversity in organizations is gaining recognition and significance worldwide, influencing organizational dynamics and performance. This study

examined the mediating impact of employee commitment and engagement on the relationship between gender diversity and organizational performance in Saudi Arabia. Grounded in the RBV theory

(Barney, 1991a), which posits that organizational resources, such as gender diversity, enhance an organization’s competitive advantage, the findings revealed that gender diversity has a

significant positive impact on organizational performance. These results support the hypothesis that organizations with higher levels of gender diversity tend to perform better.

Additionally, the study confirmed the significant mediating role of employee commitment and engagement in the relationship between gender diversity and organizational performance,

highlighting their importance in translating diversity into performance outcomes. These findings support the study’s hypotheses and align with previous research while also addressing gaps in

the existing literature. Moreover, the results are consistent with the RBV’s (Barney, 1991a) assertion that diverse resources improve organizational performance through enhanced employee

commitment and engagement. The research findings reveal that gender diversity has a positive and significant influence on employee commitment and engagement. These findings may indicate that

organizations that retain a diverse workforce may have an increased level of employee commitment. This is expected to be reflected in a stronger dedication to the organization, a desire to

exert more effort, or a sense of loyalty toward the organization. The results of this study are partly consistent with the findings of previous research (Alnaqbi, Mohd-Shamsudin, &

Alshurideh, 2024; Balakrishnan, Angusamy, & Lee, 2023; Olafsdottir & Einarsdottir, 2024) The study’s findings demonstrated that employee commitment significantly contributes to

organizational performance. Highly committed employees are more motivated, which can enhance the organization’s performance. This implies that improved organizational performance may improve

when workers demonstrate commitment, drive, and active participation in their work-related responsibilities. This enhanced performance could translate into greater profitability, better

customer service, increased productivity, or other gains for the company. Moreover, these findings may also suggest that highly committed employees also experience higher job satisfaction,

which positively impacts the organization’s performance. These findings are partially consistent with the previous studies (Al-Fakeh, Padlee, Omar, & Salleh, 2020; Cletus, Mahmood, Umar,

& Ibrahim, 2018; Heriyanto & Halilintar, 2023) Furthermore, the research findings unveiled that gender diversity indirectly influences organizational performance through the

mediating roles of employee commitment. These results indicate that gender diversity indirectly affects overall organizational performance through employee commitment. This implies that

encouraging gender diversity within organizations may result in a rise in employee commitment, thereby improving organizational performance. These results underline the significance of this

mediating pathway. The results of the study confirmed that gender diversity has a significant and positive influence on employee engagement. This could indicate that a diverse workforce is

more engaged, involved, and enthusiastic about contributing to the organization’s goals and activities. These results align with the findings of previous research (Amsi, Kiflemariam, &

Ngui, 2022b; Onwuchekwa, Onwuzuligbo, & Ifeanyi, 2019). The results also suggested that, albeit to a lower degree, employee engagement has a favorable impact on organizational

performance. This could mean that although higher employee engagement does lead to better organizational performance, performance may be more strongly impacted by other factors. These

results partially corroborate the findings of previous research (Deepalakshmi, Tiwari, Baruah, Seth, & Bisht, 2024). (Gede & Huluka, 2024), (Alsakarneh et al., 2024), (Bano, Khatun,

& Kumar, 2024), (Mansor, Jusoh, Hashim, Muhammad, & Omar, 2023). The study results affirmed that employee engagement has a significant mediating role in the link between gender

diversity and the performance of the organization. This implies that gender diversity positively influences both employee engagement and organizational performance. Organizations with high

gender diversity levels may exhibit enhanced employee engagement, which, in turn, reflects positively on their performance. Contrary to the results of the study by Amsi, Kiflemariam, &

Ngui (2022c), who indicated that gender diversity mediates the relationship between employee engagement and organizational performance. Overall, the study findings support the research

hypotheses theoretical framework, by emphasizing the important role of employee engagement and commitment as critical elements in the relationship between gender diversity and organizational

performance. The present study has implications for organizations, policymakers, and society in emerging economies. First, it provides insightful information about the links between gender

diversity, employee commitment, employee engagement, and organizational performance. Organizations in emerging economies can utilize these insights to enhance their strategies, encourage

diversity, and improve workforce recruitment. The results can help these organizations build more equitable and varied workforces, increasing their ability to compete in the global market.

Furthermore, the findings of the study provide policymakers with a strong knowledge base to assist them in making effective policies and decisions, specifically in the context of emerging

economies. The study underscores the significance of gender diversity and the role of employee engagement and commitment in fostering organizational success and economic growth. For society,

the study’s findings contribute to the ongoing conversation on gender diversity and its influence on national economic development. Additionally, these findings can help create more

equitable and inclusive communities by actively supporting gender diversity in organizations. Moreover, the current study expands the existing body of knowledge concerning the correlation

among gender diversity, employee engagement, commitment, and organizational performance within the framework of developing economies. It is critical to recognize some limitations of the

current study. First, the research was conducted within the specific context of Saudi Arabia, which might limit the generalizability of the findings to other cultures and regions.

Furthermore, the study employed a questionnaire survey to gather self-reported data from employees, potentially introducing common method bias. Future research endeavors could expand the

geographical scope to offer a more extensive understanding of the interconnection between gender diversity, employee engagement, commitment, and organizational performance in culturally

diverse circumstances. Other research techniques, such as longitudinal and qualitative approaches, may be employed to provide deeper insights into the dynamics at work CONCLUSIONS In the

ever-evolving contemporary landscape, the exploration of the full potential of the workforce through the active promotion of diversity has emerged as a central focus for researchers and

policymakers. This study has undertaken a thorough and empirical investigation into the pivotal role played by gender diversity in augmenting organizational performance, with a specific

emphasis on understanding the mediating roles of employee commitment and engagement. The findings emerging from this research clearly underscore the potency of diversity, especially gender

diversity, as a catalyst for enhancing organizational performance, largely channeled through the mechanisms of employee commitment and engagement. This revelation highlights the paramount

importance of fostering diversity in the organizations, which will lead to an increase in employee commitment and engagement. Consequently, these heightened levels of commitment and

engagement manifest as tangible enhancements in organizational performance. Thus, this study strongly advocates for organizations to proactively embrace and nurture gender diversity,

recognizing it as an indispensable element in the pursuit of superior performance. Additionally, this study has unequivocally demonstrated that employee engagement and commitment and

organizational performance are positively and significantly correlated. It is evidently clear that organizations dedicated to elevating their performance must accord high priority to

cultivating and fostering elevated levels of employee commitment and engagement. In doing so, they are poised to witness substantial improvements across various performance metrics. DATA

AVAILABILITY The study data were collected from employees across various institutions in Saudi Arabia. This data were not publicly available for several reasons. First, to maintain

participant confidentiality, the questionnaire included preliminary information pertaining to the participant's personal data. Second, the data were part of an ongoing research project

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Researchers Supporting Project number (PNURSP2025R788), Princess Nourah bint Abdulrahman University, Riyadh, Saudi Arabia. AUTHOR INFORMATION AUTHORS AND AFFILIATIONS * Department of

Management, College of Business Administration, Princess Nourah bint Abdulrahman University, Riyadh, 11671, Saudi Arabia Nawal Adam & Areej Alfawaz Authors * Nawal Adam View author

publications You can also search for this author inPubMed Google Scholar * Areej Alfawaz View author publications You can also search for this author inPubMed Google Scholar CONTRIBUTIONS

Conceptualization: NA and AA. Collected the data and performed the analysis: AA. Contributed data or analysis tools and Wrote the paper: NA. CORRESPONDING AUTHOR Correspondence to Nawal

Adam. ETHICS DECLARATIONS COMPETING INTERESTS The authors declare no competing interests. ETHICAL APPROVAL The EXEMPTITION from IRB review. The following information must be provided Name of

the approval body : IRB, Princess Nourah bin Abdulrahman University, Riyadh, KSA By ensuring informed consent from all participants, and protecting participants’ privacy and confidentiality

Exemption number or ID : IRB log number: 24-0188 Date of exemption: March 28, 2021 Reasons for exemption: The IRB has determined that the proposed project poses no more than minimal risk to

the participants. INFORMED CONSENT We collected data from employees of organizations operating in Saudi Arabia, on 30, June, 2024, through a survey questionnaire. To ensure the voluntary

nature of participation, explicit emphasis on voluntariness was incorporated into the questionnaire’s introduction, thereby empowering each employee to decide on their involvement in the

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Enhancing organizational performance: how gender diversity enhances employee engagement and commitment. _Humanit Soc Sci Commun_ 12, 199 (2025). https://doi.org/10.1057/s41599-025-04441-7

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