Diversity management practices of commercial banks in Kenya.

Abstract

The study was carried out with aim of finding out the diversity management practices of Commercial Banks in Kenya. It also sought to establish the perceived benefits and challenges of managing workforce diversity in the banking sector. In order to achieve the above, a questionnaire was administered to the respondents, targeting the forty three commercial banks in Kenya. Twenty one banks participated in the study, which comprised forty nine percent of the total population. The data was collected from the respondents and analyzed using mean scores, frequencies and percentages, which are represented in tables in chapter four. A five-point Likert scalewas used to measure and identify managers' perceptions towards different diversity issues in the workforce. The five point scale ranging from a strongly agree to strongly disagree was also used to measure the perceived benefits and challenges of managing a diverse workforce. From the findings of the study the following conclusions were made: Since there is no single way of treating employees, as each one will have their own personal needs, values and beliefs, the notion of best practice, while helpful in a theoretical setting, will not provide all the answers in reality. Managing diversity is about ensuring that all employees have the opportunity to maximize their potential and enhance their self-development and their contribution to the organization. It recognizesthat people from different backgrounds can bring fresh ideas and perceptions, which canmake the way work is done more efficient and make products and services better. Managing diversity successfully will help organizations to nurture creativity and innovation and thereby to tap hidden capacity for growth and improved competitiveness. One of the greatest challenges lies in how to go about it. It is a complex task and every organization will have to do it differently. The lead needs to come from the top management. Unless the chief executive and board members are committed, change will not occur. It requires systematic management action, with a focus on the development of an open workplace culture in which everyone feels valued and can add value. It is a continuing process, and it is at least partly about managing conflict, complexity and ambiguity.Ultimately organizations should aim at making managing diversity a mainstream issue,owned by everyone so that it influences all employment policies and working practices. For it to succeed, people must be willing and able to talk to each other and listen to each other, and respect different views and ideas.