DIVERSITY IN THE WORKPLACE AND ITS EFFECT ON ORGANIZATIONAL DEVELOPMENT IN BANKING SECTOR.
DOI:
https://doi.org/10.29121/shodhkosh.v5.i3.2024.3753Keywords:
Workforce Diversity, Organizational Development, Employee Engagement, Innovation, Inclusion, Organizational CultureAbstract [English]
In the banking sector, workforce diversity is essential for fostering organizational development and driving business success. The rapidly evolving nature of the industry, with its wide range of customer needs and complex regulatory frameworks, requires banks to tap into diverse perspectives to stay competitive. A diverse workforce brings together varied experiences, backgrounds, and viewpoints, which can significantly contribute to innovation, better decision-making, and problem-solving. Banks that embrace diversity are more likely to create products and services that cater to the needs of a diverse clientele, helping them build stronger customer relationships and improve overall performance.
Additionally, a diverse workforce enhances organizational culture, promoting inclusivity and respect. This not only improves employee morale but also leads to higher levels of job satisfaction, better employee retention, and a stronger commitment to the organization. By integrating diversity into their organizational development strategies, banks can cultivate a work environment that encourages creativity, collaboration, and productivity.
This paper delves into the ways in which banks can leverage workforce diversity to boost organizational effectiveness. It highlights best practices for managing diversity, such as inclusive hiring processes, diversity training programs, and policies that foster an inclusive workplace, ultimately enabling banks to navigate the challenges of a competitive, globalized financial landscape.
References
Amaram, D. I. (2007). Cultural diversity: Implications for workplace management. Journal of Diversity Management, 2(4), 1-6. DOI: https://doi.org/10.19030/jdm.v2i4.5017
Benschop, Y. (2001). Pride, prejudice and efficiency: Relations between HRM, diversity and efficiency. International Journal of Human Resource Management, 12, 1166-1181 DOI: https://doi.org/10.1080/09585190110068377
Carrel, M. R (2006). Defining Workforce Diversity Programs and Practices in Organizations: A Longitudinal Study. Labor Law Journal. Spring, 2006. Retrieved from www.emeraldinsight.com.
Kumar, D, & Suresh, B.H. (2018). Workforce diversity and its impact on employee efficiency. International Journal of Management Studies, V, Issue-4(1), 48-53. DOI: https://doi.org/10.18843/ijms/v5i4(1)/07
Mohammad Ali, Isabel, Metz, & Kulik, C.T. (2007). Workforce gender diversity: Is it a source of competitive advantage?. 21st ANZAM conference, Sydney, Australia.
Powell, G.N. (2011). Women and Men in Management (4th ed.). California: Sage Publication, Inc.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2024 Smita B Pangavhane, Dr. Y.M. Gosavi

This work is licensed under a Creative Commons Attribution 4.0 International License.
With the licence CC-BY, authors retain the copyright, allowing anyone to download, reuse, re-print, modify, distribute, and/or copy their contribution. The work must be properly attributed to its author.
It is not necessary to ask for further permission from the author or journal board.
This journal provides immediate open access to its content on the principle that making research freely available to the public supports a greater global exchange of knowledge.