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Effects of Gender Diversity on Job Performance in the Banking
Industry
DIS-9901A Assignment # 3
Student Name
Professor Name
Date
Contents
1.0 Introduction 3

1.1 Basic Concepts of the Study 3
1.2 Facts and Relevant Contexts 4
1.3 Overview on the To1pic 7
2.0 Background of the Study 8
3.0 Statement of the Problem 9
4.0 Purpose of the Study 12
4.1 Study Method 12
4.2 Study Design 12
4.3 Variables 12
4.4 Target Population 13
4.5 Sample Frame 13
4.6 Sampling Techniques 13
4.6 Sample Size 13
4.7 Data Collection Method 13
4.8 Data Analysis 14
4.9 Summary of Results 15
5.0 Research Questions 16
6.0 Research Method 18
7.0 References 21
Appendix 24
LAST, FIRST_DIS9901A-8-3 1
LAST, FIRST_DIS9901A-8-3 14
1.0 Introduction
Diversity is an aspect in that we know of and deal with in our
daily lives. Diversity applies in all organizations. Over the
years, organizations and companies have embraced workforce
diversity and invested more in diversity programs because
organizations that embrace a culture of workforce diversity
seem to attract broader talent pools of employees. This
increases the organization’s reputation and strengthens its
cultural values. Workforce diversity involves different aspects
to include gender, age, education, and ethnicity amongst others
(Anitha, 2014). This study seeks to examine the effect of gender

diversity in the banking sector by using control variables of
age, ethnicity, and education diversity. The study also
establishes the relationship between the variables using four
research questions and a sample size of 230 middle managers
from 13 headquarter banks because middle managers make most
employment decisions and they interact with the employees
frequently. The study also uses qualitative and quantitative
research methods. However, this is not the first study focusing
on gender diversity in the banking sector, but there is little
literature on the topic. Therefore, this study aims to add to the
little existing literature on the topic and provide further
research.1.1 Basic Concepts of the Study
Gender diversity might add value to an organization like
resulting in more social sensitivity when solving problems and
an increase in diverse thoughts resulting in better performance
of the company (Anitha, 2014). Many studies show evidence of
a positive relation between gender diversity on executive and
board position and job performance of firms. However, little is
known about the effects of gender diversity on job performance
in the banking sector. A research gap exists on this topic and
there is a need for further research. This study achieves this by
using various research methods and design, using an appropriate
sample for efficient results, and research questions.
The study uses descriptive research design. Descriptive research
design aims at describing the population systematically and
accurately by answering the how, when, and where questions.
This design uses a variety of qualitative and quantitative
methods to examine the variables. A researcher observes and
measures variables in this design. The main research tool for
this study was questionnaire. The study uses both qualitative
and quantitative research methods to answer the four research
questions. Using this mixed approach will provide adequate data
to provide a better understanding of the topic. However, most of
the data in this study was collected through quantitative
research method.
The dependent variable was employment performance and the

independent variable was gender diversity. The control
variables in the study were ethnicity, education and age
diversity. The measures of performance in this study are
efficiency, profitability, talent recruitment and retention, and
corporate reputation (Hoff, 2014). The questionnaire was
administered on a sample size of 230 middle-level managers and
221 responses were obtained which accounted for 96.08%
response rate. The study targeted middle-level managers from
the three tiers of commercial banks in the state of Ohio. The
study used stratified random probability sampling technique.
Data collection was from both primary and secondary sources
using both qualitative and quantitative methods. Data analyses
for quantitative data were done through descriptive statistics
and the statistical package for social sciences (SPSS version
21). Qualitative data was analyzed through content analysis. An
OLS multiple regression models showed the relationship
between the dependent and independent variables.1.2 Facts and
Relevant Contexts
The banking industry is exploding and has faced challenges like
workforce diversity which has both negative and positive impact
of performance depending on how it is managed. Now, banks
have embraced diversity as it can be seen on their website
where they have a “Diversity and Inclusion” section. Banks all
over the world have made it a standard to virtually highlight
their new policy that ensures equal opportunities for people
from all genders (Anitha, 2014). However, few banks have been
able to fully achieve gender diversity. A study by SKEMA on
71 banks in 20 countries in 2018 showed that although more
women are joining the workforce in banking industry, women
face the challenge of moving up the hierarchy. Diversity and
inclusion lags in American banks. Many studies have focused on
management of work diversity and performance of an
organization, but few haves focused specifically on the effects
of gender diversity and job performance in banking industry in
the United States.
Job performances are an important factor in determining the

performance of any organization. Previous study show that
matching employees wrongly to job characteristics leads to low
job performance. Correct matching of employees and job
characteristic leads to higher job performance (Farooqui &
Nagendra, 2014). Job performance shows the non-financial and
financial outputs of employees related directly with the
organizational performance. Many researchers have done
studies on job performance with many hypothesized studies
having a positive effect.
Gender inequalities have been a subject for debate for decades.
Organizations are seen to hire more male workers than women
because of the perception that men perform better and can
manage their jobs better (Farooqui & Nagendra, 2014). Also,
women continue to have an upper hand in domestic work and
caregiving. However, equal opportunity to women is important
for improved performance in any organization. A study by Joshi
and Jackson (2003) showed the relationship between gender
diversity and performance in the executive positions was
positive. However, a study by Jayne and Dipboye (2004) found
that gender diversity does not result in positive results like
build commitment, or improve talents. Recent studies show
gender discrimination affects the performance of employees.
Employers use education background to judge the employability
of an employee. Employers will not hire an employee whose
education or training they deem inadequate. Studies have shown
that the employee productivity depends on their education level;
a more educated employee is more productive. Also, when
advertising for vacancies employers state mandatory education
qualifications for a position.
Multicultural workforce has been the focus since 1990s and it
continues to gain momentum. Organizations are increasingly
using teams to increase business performance, employee
satisfaction and use greater participation (Anitha, 2014). The
advantage of multicultural in business is having different
ethnical views in solving problem which results in increased
performance of the team. Ethnicity is used as a proxy for

cultural diversity and it can lead to positive performance as it
broadens the perspectives and viewpoints of a firm. However,
some study show that high ethnicity diversity can lead to
conflict and communication problems because of social
categorization. As an organization becomes more diverse in
ethnic lines, it calls for more management on how different
people interact at work.
Many organizations are embracing age diversity including
banks. Individuals tend to identify themselves with certain
groups (Hoff, 2014). In the same way, if the age of an employee
is viewed as relevant for distinction, it may lead to differences
in age groups in an organization. This leads to emotional
conflict and age discrimination which affects productivity and
performance. Some researchers believe that increased age
diversity can lead to challenges for HR management. However,
Inmyxai and Takahashi (2008) argued that older people possess
more experience and are more mature while young employees
will learn new things and ideas. Therefore, a combination of
this two generation creates a viable corporate culture as the
values complement each other. This leads to better performance.
1.3 Overview on the To1pic
Based on the information provided above on different
diversities, there are inconclusive outcomes of diversity on job
performance. Therefore, this study seeks to provide a
conclusion on the effects of gender diversity on job
performance in the banking industry. By doing this, it will
contribute to the existing body of knowledge in United States
and other countries. The motivation is to examine if American
banks have similar or dissimilar effects compared to the
existing literature on the topic (Hoff, 2014). The study used the
banking sector because it is among the most regulated and best
governed sector in the United States. Also, it is one of the
biggest employers in the country. Gender diversity is an
ongoing subject that needs to be incorporated in the banking
sector too.

2.0 Background of the Study
Modern-day workforce has become varied in comparison than
before because of changes in demographic factors like
immigration and globalization. The minority workforce in the
United States is rising with an estimated rise of 25% by 2050.
Some countries like Korea and Japan are still highly male
dominated and homogenous in all aspects of social life.
However, these countries have experienced economic
development over the recent decades that have led to
fundamental changes in the labor market. More companies have
adopted policies like layoffs and downsizing. Managing
diversity in Japan and Korea covers mainly are of HR majorly
because of ethnic homogeneity, but the main debate is rooted on
gender issues. A study done in 2003 in Korea showed that
women participation in the economy was 48.9% while in Japan
the rate of women participation in labor was 48.3% in 2004.
Some countries have embraced diversity like Egypt that has
been taking an increasing trend in the couple of years. Their
workforce comprises of individual who are fluent in several
languages like Arabic, English, German and French with highly
diverse education backgrounds. Nigeria is also ethnically
heterogeneous and characterized by demographic diversities.
Developing and developed countries have been caught up in the
globalization web which has led to demographic diversity in the
workforce.

3.0 Statement of the Problem
Gender diversity and inclusion of women in top executive
management and boards of directors might add value to an
organization. For example, gender diversity can add value to
problem solving and increased thought resulting in better
performance of the company by adding diverse ideas and
perspectives (Joshi, 2017). Including more gender diversity in a
firm may increase the effectiveness of the firm because of a
better understanding of the needs of stakeholders, better risk
management and business practice. It also enhances decision
making by adding new ideas and perspectives. The banking
sector is one sector that can enjoy gender diversity.
The banking industry faces many challenges from increased
competition, a high rate of technological growth to increased
regulations by the government. This has led banks to compete
for the best employees. Workforce diversity is achieved through
gender diversity, age diversity and ethnicity diversity. Research
show that proper management of workforce diversity has a
positive outcome in any organization (Rizwan et al. 2016).
Studies have shown that organizations with a high level of
workforce diversity management are effective in producing
corporate cultures that pioneer capabilities and fresh idea for
survival.
There has been an increase in workforce gender diversity in
firms and organizations. However, few studies have focused on
examining the relationship between gender diversity and job
performance for over three decades. Also, these studies provide
conflicting results on diversity. Empirical research found that
gender diversity is either good or bad for an organization (Ali et
al. 2009). For example, Svyantek and Bott (2004) did a review
on nine diversity studies investigating this relationship and they
found inconsistent results. The studies showed positive effect,

negative effect, zero effect and nonlinear effects. If business
turned to this body of literature for hiring practices insights,
they would find conclusive evidence on what to do.
Some studies says that fostering gender diversity improves the
outcomes of the firm while others claim the opposite. Another
body of study claims that gender diversity and organizational
performance are not connected (Joshi, 2017). This leaves
private sectors including the baking sector to rely on past
evidence, anecdotal assertions and stereotypes. This creates a
problem.
Despite efforts by the government to foster gender diversity at
the workplace through policies and practices, gender diversity
has fallen short in the sector. This is partly because of the
resistance by the banking sector because of lack of rigorous
evidence on how gender diversity shapes their outcomes. The
existing literature only examines gender diversity in senior
management and corporate rooms, but reaching these positions
depends on the resources and opportunities women afforded
during the early years of their careers (Campbell & MÃnguez-
Vera, 2008). For example, if women are missing in the
traditional banking career, they will be absent in boardrooms
and senior management. The research is lacking here.
Limitation of data available has confined researchers to
examine gender diversity in terms of men and women in senior
management position and corporate boardroom (Joshi, 2017).
However, gender diversity is not about numbers, but the
opportunities women can access and challenges they face across
all ranks and stages of their professional advancement.
To understand how gender diversity affects job performance
depends on the context in which the relationship is being
examined. Thus, there is a need to do both qualitative and
quantitative data collection and analysis to capture the complex
reality, instead of relying on an incomplete understanding of
what gender diversity means (Joshi, 2017). This means the
question that firms should ask is are banking sectors fostering
an inclusive environment that leverages the benefits of gender

diversity for better performance of the sector? This study is not
the first, but it will add to the little existing literature on the
effects of gender diversity on job performance. This study will
provide future researchers with literature that they can use for
further research. It will also provide banks with a point of
reference on the relationship between gender diversity and job
performance.
4.0 Purpose of the Study
Most of the data that exists primarily focus in gender
composition in the boardroom, but this sample size is small.
This makes it hard to test the effect of gender diversity in small
magnitude. This study expands on what makes up improved
performance of the banking sector by testing how gender
diversity impacts performance of the firm through its research
methodology. 4.1 Study Method
This study examines the effects of gender diversity on
performance in the banking industry. These measures of
performance are profitability, efficiency, corporate reputation,
and talent recruitment and retention. The population in this
study comprises 13 commercial banks headquarters in the state.
The sample size was 230 middle level managers out of which

221 responses were obtained accounting for 96.08% response
rate. The study used an OLS multiple regression model to
analyze data collected. Also, the study used three control
variables age, education and ethnicity diversity.4.2 Study
Design
This study uses descriptive research design. This design
observes and describes the behavior of the sample without
affecting it (Cooper & Schindler, 2006). The study adopted this
design because it has the advantage of using observations,
interview, and questionnaires without changing the environment
of the study. 4.3 Variables
The independent variable is gender diversity in this study and
the dependent variable is employment performance. The control
variables will be age, ethnicity, and education diversity.4.4
Target Population
Population refers to the entire group that has common
observable characteristics. A target population is where the
desired data comes from (Cooper & Schindler, 2006). This
study targets all middle level bank managers from the three tiers
of commercial banks in the state of Ohio. These managers
include human resource, finance, marketing, operations, and
ICT managers. This is because managers make most decision on
employment. Also, middle-level managers are more available
than top level management. They have frequent interactions
with the employee.4.5 Sample Frame
A list of all potential samples that can be sampled is a sample
frame (Kothari, 2004). The sample frame is the middle level
management in the banking industry for this study. 4.6
Sampling Techniques
The stratified random probability sampling technique was used
to collect data from employees of the bank. The researcher
distributed 230 questionnaires to the valid respondents. The
researcher collected 221 questionnaires after a proper
response.4.6 Sample Size
A sum of a subset of a population chosen for a study is a sample
(Kothari, 2004). Using stratified random sampling, this study

selected 30% of commercial banks. This comprised managers
working in 4 tier one banks, 4 tier two banks, and 5 from tier
three. Therefore, the sample size was 230 middle managers from
13 commercial banks headquarters.4.7 Data Collection Method
The study used both secondary and primary data. The
quantitative and qualitative tools aided the collection of primary
data (Yin, 2008). The qualitative tools were observations and
interview while quantitative collection tool was questionnaire.
Changing and adopting different questionnaires of related
studies constructed the questionnaire. Questionnaire offer a
cheaper way of getting data from a large sample and it allows
for anonymity (Yin, 2008). The questionnaire was both open-
ended and close-ended. 4.8 Data Analysis
The process of data analysis involves putting the collected data
in order so that it is efficiently and easily communicated. In this
study, analysis of the data was qualitative and quantitative. The
quantitative data analysis was done through the statistical
package for social sciences (SPSS version 21) (Bryman, 2003).
Descriptive statistics helped in analyzing quantitative data.
These included standard deviation, frequency distribution,
mean, and percentages. The presentation of the data was done
on tables. Descriptive statistics helps organize and review data.
The study used content analysis for qualitative data and
presented the results as prose. An OLS multiple regression
model showed the relationship between the dependent and
independent variables.
The OLS multiple regression model was:
Performance = a + b*gender + Controls+ error term
Y = β0 + β1X1 + β2X2 + β3X3 + β4X4+ E
Where; Y= employee performance in the banking industry
β0= constant term
β1, β2, β3 and β4=beta coefficient
X1= Gender diversity;
X2= Age diversity;
X3= Ethnicity diversity;
X4= Education diversity

E= error term4.9 Summary of Results
The results will add to the pool of studies on the effects of
gender diversity on job performance in the banking sector. Also,
it will provide banks and future researchers with a
reference. The study makes use of research methods for data
accuracy.
5.0 Research Questions
Research on effects of gender diversity in the banking sector
has focused majorly in the boardrooms and executive position
(Campbell & MÃnguez-Vera, 2008). This creates a problem
because the resulting sample is small to account for the general
population. It also makes it difficult to detect the statistical
significant effect of gender diversity and it ignores the broader
corporate sector. This results in varied empirical results making
it hard to determine the effects of gender diversity on job
performance in the banking sector (Joshi, 2017). Only few
researches have conducted research on the effects of gender

diversity on job performance.
Researches from scholars, research organizations, and
institutions of higher learning related to the topic were limited.
Therefore, the results would go a long way to enlighten readers
and scholar on the effects of gender diversity on job
performance in the banking sector in the United States. Also,
there exists a gap significant gap in data on gender composition
by hierarchy within organizations (Joshi, 2017). This study
seeks to fill the gap by adding more material and information in
this body of research. The study seeks to explore the effects of
gender diversity on the job performance in the banking sector.
The dependent variable is job performance in the banking
sector. The independent variable is gender diversity. The
control variables in this study are age, ethnicity, and education
diversity. The study examines this relationship by answering the
following research questions:
1. To what extent does ethnicity diversity influence job
performance in the banking sector in the United States?
2. To what extent does education diversity influence job
performance in the banking sector in the United States?
3. To what extent ages diversity influence job performance in
the banking sector in the United States?
4. To what extent does gender diversity effect job performance
in the banking sector in the United States?
The measurement of these questions will be through several
variables. The independent variable is gender diversity while
the dependent variable is employee performance in the banking
sector. The control variables will be age, ethnicity, and
education diversity. The OLS multiple regression model will
show the relationship between the variables.
Y = β0 + β1X1 + β2X2 + β3X3 + β4X4+ E
Where; Y= employee performance in the banking industry
β0= constant term
β1, β2, β3 and β4=beta coefficient
X1= Gender diversity;
X2= Age diversity;

X3= Ethnicity diversity;
X4= Education diversity
E= error term
Joshi’s research like other studies is based on diversity in
corporate board rooms. Few studies have focused on gender
diversity in the overall banking sector. This study will add to
this little body of literature and become a reference point for
banks. Also, future researchers will use this study in their
research.
6.0 Research Method
Human Resource departments are focusing more on
implementing diversity at workplace. This study examines the
effects of gender diversity on job performance in the banking
sector by examining a sample size of 230 managers in 13 bank
headquarters in the state. The control variables in this study are
age, ethnicity, and education diversity. The study examines the
problem through four research questions. The measures of
performance are profitability, efficiency, corporate reputation,
and talent recruitment and retention. To answer these research
questions, the study will use an appropriate research method
and design.
Research design is the plan for carrying out the research. This
study uses the descriptive research design. This design aims at
describing the population systematically and accurately by
answering the how, when, and where questions (Williams,
2007). The design uses a wide variety of qualitative and
quantitative methods to investigate the variables. A researcher
using this design does not control the variables, but observes
and measures them. This study used this research design
because not much is known about the problem. Also, the study
involved eliciting the opinion of different managers in different
banks. The study uses questionnaire as the tool to examine the
variables. The researcher adopted descriptive design because it
has the advantage of using observations, interview, and
questionnaires without changing the environment of the study

(Kothari, 2004).
The study incorporated both qualitative and quantitative
research methods. The quantitative research used closed-ended
question to generate numerical information that was converted
into numbers while qualitative approach use open-ended
questions (Bryman, 2003). The qualitative tools used are
observations and interview while the quantitative tool used was
questionnaire. Using questionnaire is cheap when collecting
data from a large sample. Also, it allows for anonymity. The use
of questionnaires in this study was efficient in finances, energy,
and time.
Pre-testing was done before administering the questionnaire to
determine if the questions were relevant and understandable.
The pre-testing phase helps determine the reliability of research
tools (Creswell, 2006). In this study, pretesting involved 23
staff selected through a simple random sampling method. The
rule of the thumb in pretesting is to test the survey with at least
12 to 50 people before pilot testing. Twenty-three people in this
study represent 10% of the sample which cost, time and energy
efficient number.
Validity of a study refers to the extent to which data analysis
results embodies the study. The two types are; content and face
validity. Content validity in this study was attained by seeking
expert’s opinion in this field. The probability of a question
being misunderstood is the face validity (Creswell, 2006).
Pretesting increases the probability of face validity.
Reliability involves measuring the consistency of the results
depending on the research tools used. This study used internal
consistency to statistically measure questionnaire reliability.
The measure of internal consistency was through Cronbach’s
Alpha with 0-1 alpha. As the value increase, reliability
increases. The 0.6-0.7 coefficient shows an acceptable
reliability while 0.8 and above show good reliability (Greener,
2008).
Data collection was from secondary sources and primary source
through questionnaire. The researcher had informed consent

from respondent before administering the questionnaires
(Bryman, 2003). The drop and pick method was used to
administer the questionnaires. This method is effective as it
increases response rate and reduces non-response bias.
Data analysis process was both qualitative and quantitative in
this study. Analysis of quantitative data was through the
statistical package for social sciences (SPSS version 21)
(Bryman, 2003). The questionnaires were numbered for easier
referencing before data collection and analysis. The variables
were chronologically coded to coded variable number.
Numbered questionnaires and coded variable number made it
simple to identify and make corrections in data entry (Creswell,
2006). Also, quantitative data was analyzed through descriptive
statistics. Data presentation was done through tables. The
coding of qualitative data was thematically, and the evaluation
was done statistically. The analysis was through content
analysis and prose was used for data presentation. An OLS
multiple regression models showed the relationship between the
dependent and independent variables.
Y = β0 + β1X1 + β2X2 + β3X3 + β4X4+ E
Summary
In summary, this paper examines the design and method used in
the study. Descriptive research design was used because little is
known about the problem and the researcher could observe the
sample without changing the environment. Data collection and
analysis for the study was by both qualitative and quantitative
method.
7.0 References

Ali, M., Kulik, C. T., & Metz, I. (2009, August). The Impact of
Gender Diversity on Performance in Services and
Manufacturing Organizations. In Academy of management
proceedings (Vol. 2009, No. 1, pp. 1-6). Briarcliff Manor, NY
10510: Academy of Management.
Anitha, J. (2014). Determinants of employee engagement and
their impact on employee performance. International Journal of
Productivity and Performance Management, 63(3), 308-323.
https://doi.org/10.1108/IJPPM-01-2013-0008
Bryman, A. (2003). Integrating quantitative and qualitative
research: how is it done?’ Qualitative research, 6(1), 97 – 113.
Campbell, K., & MÃnguez-Vera, A. 2008. Gender diversity in
the boardroom and firm financial performance. Journal of
Business Ethics, 83: 435-451.
Cooper, D. R., & Schindler, P. S. (2006). Business Research
Methods. New Delhi: Tata McGraw Hill.
Creswell, J.W. (2006). Research design. Qualitative,
quantitative, and mixed methods approaches. Thousand Oaks
CA: Sage.
Farooqui, M. S., & Nagendra, A. (2014). The Impact of person
organization fit on job satisfaction and performance of the
employees. Procedia economics and Finance, 11, 122-129.
Greener, S.L. (2008). Business Research Methods. Copenhagen:
Ventus Publishing ApS.
Hoff, H. E. (2014). A critical discussion of Byram’s model of
intercultural communicative competence in the light of bildung
theories.…

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