Effects of Workstation Diversity Management on Executive Effectiveness: A Case Study on Jordan Commercial Bank

Mohammad Abu-Qulah and Mir Shahneaz ()

International Journal of Management Sciences, 2014, vol. 2, issue 12, 561-576

Abstract: The purpose of the study is to establish effects of workforce diversity management on the executive effectiveness of selected branches in Jordan Commercial Bank limited .Specifically, the study sought to establish the extent of demographic diversity , extent of social-cultural diversity, the management of diversity at the bank’s branches and how the management of the workforce diversity affect executive effectiveness. The Study adopted a descriptive research design .The study population consisted of all branches of JCB limited in five areas in Jordan. A sample size of 100 respondents was selected. The internet mail survey had a 60% response rate. Data collection was by use of questionnaire through internet mail. Analysis was by use of descriptive and inferential statistics and SPSS version 14.0. The Pearson’s correlation coefficient indicated the relationship between each independent variables and the dependent variable and tested at 5% significance level. The study established that overall, diversity affects the cohesion of the JCB and although the problems related to diversity are intermittent occurrences, in some branches, less than 20% of the branches, these happen very often. Although in 20% of the branches, diversity issues are minimal. Although, there are deliberate efforts to capitalize on diversity at JCB, very little is being achieved, and negative diversity is likely to affect executive effectiveness, if not properly addressed. The study recommended that in order leverage of the existing diversity, a philosophy be established on diversity that would affect most of the human resources activities with regard to the differences as existing among its employees.

Keywords: Workplace diversity; Organizational effectiveness; Management; Jordan Commercial Bank ltd. (search for similar items in EconPapers)
Date: 2014
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