Abstract: This paper is drawn from a wider study of the
management of gender, age and disability diversity in the banking
sector in the Kingdom of Saudi Arabia (KSA), which aims to develop
a framework for diversity management (DM) in this sector. The
paper focuses on the management of disability diversity. The purpose
of the paper is to assist in understanding disability DM in the banking
sector in KSA and to make suggestions for its enhancement. Hence, it
contributes to filling a research gap, as there is a dearth of literature
on disability DM, in KSA in general, and in the banking sector
specifically.
Discrimination against people with disabilities is a social issue that
has not been entirely overcome in any society. However, in KSA,
Islam informs almost every aspect of daily life including work, and
Islam is against discrimination. Hence, in KSA, there are regulations
to accommodate people with disabilities; however, employers are still
free not to hire job applicants with disabilities specifically because of
their condition. Indeed, disabled people are almost entirely absent
from the labour market.
There are 12 Saudi-owned or part-Saudi-owned banks in KSA and
two managers from each of these were interviewed, making a total of
24. The interviews aimed to investigate empirically the understanding
of managers in the banking sector in KSA of diversity management,
including disability DM, in the banking sector. The interview data
were analysed using thematic analysis. Two interviewees stated that
banks used the employment of people with disabilities to enhance
their corporate image, while five expressed the opinion that disabled
employees could contribute to the bank provided they did not have to
deal with customers face-to-face. Nine of the interviewees perceived
that disabled employees could be of value to the bank for their own
sake, not only in ‘behind the scenes’ roles. Another two interviewees
mentioned that employing disabled people could be part of the bank’s
community service programme and one thought it would be part of
the bank’s Saudisation efforts. The remaining five interviewees did
not know how disabled people could contribute to the bank.
The findings show that disability DM in the banking sector in
KSA is a relatively new concept, and is not yet well understood. In
the light of the findings, in order to achieve the purpose of the paper,
the following suggestions were made for the enhancement of
disability DM in the banking sector in KSA. A change in attitudes
towards disabled people is necessary. Such a change in the workplace
can only be achieved if a top-down approach is taken to the
integration of disabled people. Hence, it is suggested that
management and employees follow a course in disability awareness.
Further, a diversity officer in the HR department could enhance the
integration of disabled people into the banking workforce. It is also
suggested that greater government support is required through closely
monitored and enforced anti-discrimination legislation. Moreover,
flexible working arrangements such as part-time work would
facilitate the employment of disabled people and benefit other groups
of employees.