Diversity at Arab National Bank in Saudi Arabia - Case Study Example

Literature Review of Diversity at Arab National Bank (ANB) in Saudi Arabia Introduction Diversity management is a process that is aimed at creating and maintaining a positive working environment in an organisation by ensuring that the differences and similarities of individuals are valued. These similarities can be in terms of people’s ethnicity, race, sexual orientation, gender, age, socioeconomic status, physical abilities, political beliefs, religious beliefs or other aspects. The aim of diversity management is to ensure that the similarities and difference that the people in an organisation exhibit are utilised in a safe, positive and nurturing environment. Diversity management is critical for organisations in today’s increasingly globalising environment. This is because many organisations operate in more than one country or region and as such, they employ people from different regions and countries, who exhibit the similarities and differences that have been highlighted (Ongori & Ogolla, 2007). Based on the background information above, this literature review aims to explore literature on diversity and diversity management to in order to get an in-depth view of the concepts. The review is guided by the need to study cultural diversity at the Arab National Bank (ANB) in Saudi Arabia. ANB is a major bank based in Riyadh, Saudi Arabia. The organisation’s diversity is reflected through its geographic locations (it has more than 190 branches located in numerous regions in Saudi Arabia and in the United Kingdom) and through the staff it employs. The bank also has women’s branches and Islamic branches (ANB, 2014a). By having branches in Saudi Arabia and in the UK, and by having branches that offer specialised services to different types of customers, it is apparent that the bank employs people from different cultures and also has gender diversity through the women’s branches. The bank also claims that its “cultural diversity and friendly work environment is a strategic benchmark that values the uniqueness of each individual” (ANB, 2014b). The study will thus seek to establish what makes the bank justify this statement by evaluating how the bank manages the uniqueness of each person working for it. The review of literature is structured as follows. The first section will cover the concept of cultural diversity as presented in extant literature. This will take into consideration various forms of diversity, how they relate to culture, and how the differences that arise because of cultural diversity are addressed by organisations. The second section will address cultural diversity in Saudi Arabia by identifying various industries in Saudi Arabia which have embraced cultural diversity and those which have not. This will help in gaining knowledge on the extent of diversity management in Saudi Arabia. The third section will look at cultural diversity in the banking industry across the world in general and in Saudi Arabia in particular. This will be critical for comparing diversity management practices in Saudi Arabia and those in other countries globally. Finally, the last section will narrow down to how ANB manages its cultural diversity based on the introductory information that has been presented about the bank. The information that will be gathered will be vital for providing a basis to conduct further research about diversity management at ANB. Literature Review Diversity and diversity management The term ‘diversity’ can be defined as a mixture of people who have different group uniqueness within one social system (Seymen, 2006, p. 297). It can also be defined as any attribute of an individual that makes him or her different from other individuals (Friday & Friday, 2003, p. 863). Nhamo (2013) sums up the elements that characterise diversity by noting that diversity is ubiquitous and takes into account all different aspects of the workforce including primary aspects such as gender and race; and secondary dimensions such as religion and culture among others (p. 60). Diversity in the workplace implies that the concerned organisation has employees who have a variety of differences. This may look simple, but there are many issues involves since the statement implies differences in terms of gender, race, age, ethnic group, cognitive style, personality, level of education, organisational function, tenure and many more attributes (Patrick & Kumar, 2012, p. 1). Diversity also encompasses how people regard themselves and they view others. As mentioned in the introduction, diversity management is thus a process aimed at establishing and maintaining a positive work environment in spite of the differences that exist between people by ensuring that existing differences and similarities of individuals are appreciated, so that all can attain their productive capacity and maximise their contributions to help an organisation reach its objectives and goals (Patrick & Kumar, 2012, p. 1). Diversity management refers to a wide array of management issues and actions that relate to the hiring and effective utilisation of employees from dissimilar cultural backgrounds (Cox and Blake, 1991, cited by Romanenko, 2012, p. 14). Diversity management is therefore a set of sensible practices that encompass understanding and appreciating the interdependency of people, their way of life and the natural environment (Patrick & Kumar, 2012, p. 1). These practices include exercising mutual respect for the attributes and experiences that are different between any two groups of people; understanding that diversity involves ways of being and ways of knowing; appreciating that personal, cultural and organisational discrimination creates and maintains opportunities for some and at the same time sustains disadvantages for others; and establishing bonds across differences so that people of different backgrounds can work together to eliminate all forms of discrimination (Patrick & Kumar, 2012, p. 1). Workplace diversity is increasingly being seen in organisations across the world. For example, it was projected that in the United States, ethnic minorities would constitute 28 per cent of the population by 2005, and that by 2050, the percentage would have increased to 50 per cent (Seymen, 2006, p. 298). This is because the workforce of the United States is increasingly becoming diversified in various aspects such as race, age, ethnic origin, gender, as well as cognitive and physical ability. Similarly, Canada has a diverse population with several ethnic groups (Seymen, 2006, p. 298). In particular, Canada’s discernible minorities comprise 10 percent of the country’s population and this figure is expected to increase twofold by 2015 (Seymen, 2006, p. 298). The significance of these figures is that a country that has a diverse population is likely to have organisations whose employees have different cultural backgrounds. The same applies to organisations which employ people from different countries due to the global nature of their operations. In deed, as indicated in literature, the two most important trends that promote diversity in organisations are the increase in immigration of workers and the globalisation of the world markets (Ng & Burke, 2004, p. 317; Bowman & Betancur, 2010; Watts, 2002). Cultural diversity can be described as the different cultural backgrounds that are characterised in a group. Culture is defined differently in literature. For instance, Tchibozo (2013) defines it as the shared set of beliefs, assumptions, rituals, values, myths, symbols and heroes which distinctively influence a group of people’s ways of feeling, thinking and acting, and in particular the way the group members perceive and regard the environment that surrounds them (p. 8). Yet Trompenaars and Hamden-Turner (1999, cited by Jones, 2008, p. 242) defined it simply as “culture is the way in which a group of people solves problems and reconciles dilemmas”. Another definition of culture is that given by Harris (2001, cited by Jones, 2001, p. 242) that culture is the overriding pattern of living, judgment, and belief that is developed and conveyed by people, deliberately or reflexively, to subsequent generations. But perhaps the definition that sums up all these issues together is that which was presented by Hofstede (1994, cited by Human, 1996, p. 52) that culture is the “collective programming of the mind which distinguishes one group from another”. Cultures vary depending on the values that different organisations aspire to pursue and the different backgrounds from which people were brought up, or their nationality. Nationality determines people’s national culture – that is how they were brought up, where they work and live, and how they conduct their business (Jones, 2008, p. 205). Hofstede (1994, cited by Human, 1996, p. 52) noted that national culture, which is the culture that distinguishes the people of one country from those of another, can be used to explain more of the dissimilarities in work-related values than an individual’s organisational position, age, profession or gender. This means that although diversity takes into account various factors including one’s organisational position, age, profession and gender, national culture has a special role to play in the understanding of diversity. Hofstede (2001) conducted a study on national cultures and demonstrated that national cultures can be differentiated in terms of dimensions such as individualism versus collectivism, uncertainty avoidance, power distance, masculinity versus femininity, and long-term orientation versus short-term orientation. Although Hofstede does not maintain that each member of a cultural group will hold exactly the same values, he points out that the values are characteristic of that culture (Human, 1996, p. 52). This view is supported by Barinaga, (2007), who in a research to find out the relationship between cultural diversity, national culture and the performance of groups in international projects, found out that members of international project groups influenced and carried out their project processes in significant ways by utilising the discussions on cultural diversity and national culture to excuse confusion and misapprehension, to position themselves in the group, and to defend their decisions (p. 315). With diversity also come different challenges which emanate from the perspectives of different national cultures. For instance, More and Rees (2008) give an account of employee relations in a UK-based manufacturing plant of a German multinational corporation. In the UK subsidiary, which had workers from the United Kingdom as well as immigrant workers from Eastern Europe, the Middle East and Africa, managers had difficulties in appreciating the importance of cultural diversity. This led to staff retention and morale problems, decreased efficiency, and failure to deal with safety and health issues. In addition, although working teams in the company were multi-ethnic, people had the tendency to interact with and form friendships with members of their own ethnic group only during breaks. As well, Muslim associates were forced to set up their own ad hoc prayer room in one of the company’s supply closets. Further, there were issues to do with gender, as there were no Asian women employed in the company, and some male employees of Indian origin did not like being supervised by female supervisors. Furthermore, the company experienced language problems during training since it relied on worker-to-worker training. This meant that employees who had a limited grasp of English did not have adequate exposure to this training. The article by More and Rees (2008) thus points out some of the problems that are likely to arise if diversity issues in organisations are not well addressed. Cultural diversity in Saudi Arabia Saudi Arabia can be regarded as a country that is culturally diverse given that out of its population of 27 million people by 2009, 8 million were expatriates. Foreign residents in the kingdom include people from Morocco, Bangladesh, India, Sri Lanka, Pakistan, the United States, Palestine, Nepal, Eritrea, Indonesia, Lebanon, Philippines and many other countries. The large number of expatriates in Saudi Arabia is attributed to the large number of people who move to the country in search of jobs to improve their economic and social status. Because of this diversity, the kingdom also has many religions including Islam, Hindu, Christianity and many others. In addition, although the native language of Saudi Arabia is Arabic, many other languages are spoken, including English, Urdu as well as other Indian languages due to the presence of a large Indian workforce in the country (Lutfi, 2009, pp. 45-46). In spite of the high level of multiculturalism that can be observed in Saudi Arabia, differences in workforce diversity are evident in terms of gender. Notably, the country’s national culture has been driven by the dominant perception that men are the primary breadwinners and that work life is less central to women than it is to men (Elamin & Omair, 2010, p. 746). Because of this, only a small percentage of the Saudi workforce, 8.1 per cent, are women (Elamin & Omair, 2010, p. 747). Saudi Arabian women’s work activities have been conducted in exclusively female circumstances since the culture maintains a stringent code of gender segregation in public, in learning institutions, in prayer sessions and even at home. In most cases, women are left to engage in sectors that are traditionally perceived to be the domain of women, specifically teaching and nursing (Elamin & Omair, 2010, p. 747). Another important feature is that many organisations in Saudi Arabia which employ women are characterised by patriarchalism (Hearn & Parkin, 1992, cited by Elamin & Omair, 2010, p. 748). As well, many of the stereotypes that are directed at women have negative implications for employment and obstruct the advancement of women in organisational hierarchies (Elamin & Omair, 2010, p. 748). Even as women are segregated against and left out of employment in many sectors except those mentioned above (nursing, medical care and teaching), there is evidence that not all these professions are taken up by women. Apparently, Saudi Arabia experiences shortfalls in a native human workforce and has had to depend on an expatriate male workforce to cater for the deficit (Elamin & Omair, 2010, p. 747). For instance, according to Karout et al. (2013), the Saudi Arabian healthcare system is largely staffed by health professionals who are not Saudi nationals; these workers are recruited from different countries across the world. Other industries in Saudi Arabia in which there is gender segregation include manufacturing, as exemplified by the Saudi Arabia Basic Industries Corporation (SABIC). Although SABIC is a giant company, it has over the years had a male-only staff population in its Riyadh-based headquarters (Alzoman, 2012, pp. 229-230) and only started employing female staff recently. Thus, diversity at SABIC can be viewed largely in terms of the various cultural backgrounds of the men who work for the company, and who form the largest proportion of the company’s workforce in terms of gender. This treatment of men and women differently in regard to work is based on the shariah law and the Islamic tradition of prescribed gender roles (Mor Barak, 2011, p. 236). Overall, most industries in Saudi Arabia, such as education, nursing and manufacturing, have elements of cultural diversity in their workforces. This is due to the multicultural nature of the Saudi Arabian population, which is characterised by a high number of expatriates and immigrants from other countries. The notable aspect is that most of these sectors have limited numbers of female workers (save for education and nursing) because of the Islamic tradition that guides activities in the country. Since many workers are ‘imported’ to Saudi Arabia from other countries, the workers may differ from the locals not only in terms of their nationality but also in the context of level of education as well as a wide array of cultural norms, values and customs (Tsui & Gutek, 1999, p. 139). In addition to gender segregation in many industries in Saudi Arabia, other issues that are critical due to diversity include language, religious affiliation, disability, sexual orientation, age, political orientation, occupational status and socio-economic status (Karout et al., 2013, p. 181). Cultural diversity in the banking industry in general and the Saudi banking industry in particular Historically, many cultures across the world did not allow women to be actively involved in employment in the banking industry. For instance, by 1894, women in ordinary banks were unheard of (Bank of England, 2012, p. 3). Thus, when the Bank of England decided to employ women, it caused a mild sensation (Bank of England, 2012, p. 3). However, today, the bank employs both men and women from all backgrounds, and values diversity, equality and inclusion as factors that are essential to its business strategy (Bank of England, 2012, p. 3). Even though this is the case at the Bank of England, the banking industry in many countries across the world is still male-dominated. For instance, in Kenya the majority of bank employees are men, with one bank having a 79.1 per cent male dominance in its staff (Munjuri & Maina, 2013, p. 17). However, the same bank was found to be aspiring to integrate cultural diversity in policies. This is because the bank came to the realisation that promoting cultural diversity encourages better retention of employees, increases productivity, builds morale, facilitates expansion of the market and ensures improved customer service (Munjuri & Maina, 2013, pp. 17-18). A scenario similar to that experienced in Kenya is also replicated in Zimbabwe. According to Nhamo (2013), Zimbabwe has a clan culture that is very patriarchal. Men are highly regarded and as a result, very few women tend to seek jobs that are ordinarily ‘tailored’ for men such as working in the banking industry. Consequently, in a research conducted by Nhamo (2013), 60 per cent of the respondents (non-managerial employees in the banking industry) and 34 per cent of those in managerial positions indicated that managerial jobs in the banking industry are more masculine in nature and require more toughness and assertiveness – which are the dominant characteristics of men (p. 68). Nhamo concluded that the African patriarchal culture was strongly embedded in the subconscious spheres of both employees and employers in the banking sector in Zimbabwe and this was reflected through the existence of gendered stereotypes, occupational segregation, glass ceiling, and the ‘sex typing of jobs’ (p. 73). In addition, the same study found out that most employees in the banking sector in Zimbabwe and part of managers in the same sector mistook diversity management with affirmative action and equal employment opportunities (p. 59). Because of the male dominance in the banking industry, many women tended to disassociate themselves with jobs in the sector. For instance, in Australia, many young women dismissed a career in the banking industry because of the perceived lack of flexibility and adaptability that are necessary to support the responsibilities of workers outside of work (AFMA, n.d., p. 3). These standpoints were driven by observations that the banking industry is male-dominated and there was lack of access to senior women in the sector who could act as role models to encourage young women to join the banking industry (AFMA, n.d., p. 3). The situation in the Saudi Arabian banking industry The policy of the government of Saudi Arabia has been to promote and sustain a healthy competitive environment for the banking sector so that customers are in a position to obtain a wide range of banking and financial services in an effective and considerably affordable manner. In the previous years, the government promoted customer service by allowing several foreign banks to set up their branches in Saudi Arabia and also gave licences to local banks to promote competition. The government was careful and permitted the operations of banks from various parts of the world, with varying levels of management cultures, technologies and systems (Al-Suhaimi, n.d., p. 130). Despite the growth in employment opportunities in the banking sector in Saudi Arabia and the presence of many cultures due to foreign banks, the prevalence of gender-segregated communities hindered the employment of women in the sector. Nonetheless, there are women-only bank branches operated by banks such as the Saudi American Bank, the Saudi British Bank (Al-Dajani, 2010, p. 21) and ANB as mentioned earlier. The problems with such branches is that while they promote the employment of women, they may prevent growth of gender diversity in the institutions since they bar men from employment, just as men-only banks hinder the employment of women from different regions. One of the banking institutions operating in Saudi Arabia and which have embraced cultural diversity is the Arab Bank. The bank notes on its website that its diversity is not only embodied through its geographical locations (it has branches in countries in the Middle East (Saudi Arabia included), North Africa, Europe, Asia, North America and Australia) but also by the kind of people it has employed (Arab Bank, 2014). The bank has employed thousands of qualified staff worldwide, and boasts of having more than 6000 members of staff from different ethnic origins and cultural backgrounds. In addition to this, 40 per cent of the bank’s staff in its branches across the world are women (Arab Bank, 2014). Justification for the choice of ANB in Saudi Arabia for studying cultural diversity The choice of ANB for studying cultural diversity is driven by various reasons. To start with, as it has been indicated in the review of literature, a considerable portion of the workforce in Saudi Arabia comprises people who are not natives of Saudi Arabia. Therefore, Saudi Arabia, like other Arabian Gulf countries, offers an interesting subject perspective on the topic of diversity (Alserhan, Forstenlechner & Al-Nakeeb, 2010, p. 42). Because of the diversity of origins of people working in Saudi Arabia, it is worthwhile to look at how this aspect is reflected in sectors such as banking. In addition to this, since ANB has 190 branches across numerous regions in Saudi Arabia and in the United Kingdom, it is likely to be a good representative institution to study diversity in Saudi Arabia and in the foreign-based subsidiaries of Saudi Arabian companies. Furthermore, ANB is one of the banks that offer ordinary banking services as well as specialised services through ladies’ branches and Islamic branches (ANB, 2014a). There is no doubt that service specialisation at different branches requires the bank to be creative in the way it employs people and manages them. For example, ladies’ branches need to be staffed by females while Islamic branches need to be staffed by people who are devout Muslims. This diversity presents an issue worth studying. For instance, it is important to investigate how the members of staff in various branches are recruited, how they relate with each other and how this affects the bank’s policy of managing people. More importantly, it is important to evaluate whether the bank has embraced diversity in terms of offering employment to a considerable number of women, given the patriarchal nature of the Saudi Arabian society and the nature of the bank’s operations. Along the same line, it will be critical to investigate how the bank’s policy to have women’s branches and Islamic branches affects the employment of women given the Saudi Arabian society’s cultural standpoint regarding the employment of women. Conclusion Diversity is an issue that includes many aspects of the workforce including gender, race, religion and culture among others. Cultural diversity can be described as the various cultural backgrounds that are characterised in a group. The literature review has revealed that Saudi Arabia is a multicultural society given that it has a notable number of expatriates and immigrants from different countries working in the country. However, the country is also a patriarchal society and restricts women’s participation in many employment activities. Given this background information, ANB offers a good opportunity to study diversity in Saudi Arabian banking institutions given that the bank has operations across Saudi Arabia and in the United Kingdom. The bank also offers specialised services such as Islamic banking and women’s branches, and these are aspects which make it a worthy institution to be studied. References AFMA (n.d.). Initiatives for attracting women into banking and finance in Australia. Retrieved from http://www.google.co.ke/url?sa=t&rct=j&q=&esrc=s&source=web&cd=7&ved=0CE0QFjAG&url=http%3A%2F%2Fwww.afma.com.au%2Fafmawr%2F_assets%2Fmain%2Flib90021%2Finitiatives%2520for%2520attracting%2520women%2520into%2520banking%2520and%2520finance.pdf&ei=kBKxU6qYNc7T7Abn3oDoBw&usg=AFQjCNFOPQfYHuPm1-YLgJAa6pSmp_i6hw&sig2=oG5y0QMqkdP2yWCiNeTIpg Al-Dajani, H. (2010). Diversity and inequality among women in employment in the Arab Middle East region: A new research agenda. In M. F. Özbilgin & J. 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