2xxx
Final Year
Project Thesis
Defense
Here is where your presentation begins
Timmy Jimmy
OCCUPATIONAL SAFETY AND HEALTH
REGULATIONS:
A CRITICAL ANALYSIS OF
SECTION 4.6 OF NIGERIA’S
FACTORY ACT 2019:
KABIRAT AYOMIDE AKINSANYA - ID: 30082390
October 2024
2
Introduction
Key
Message
• Diversity,
Equity and Inclusion (DEI) significantly influences productivity and
sustainability outcomes in the public, oil and gas, and the education industry (Hilger et
al., 2023; Mackzum, 2023; Riccucci, 2021).
• DEI is a central element that drives organizational performance and employee
satisfaction. As such, the availability, or lack thereof, significantly threatens business,
industry and economic success (Ayadi et al., 2010; Cooke, 2018; Hafiz et al., 2022).
Research
Problem
&
Motivation
Despite known successes
in other industries, there
is the need to know if
DEI as strategic factors
that can affect
organizational
performance in the
banking industry.
Amidst a rapidly
proliferating
adaptation of DEI,
there is the need to
know how diversity
and inclusion is
practiced in the
banking industry.
Recent data show
disparities in racial and
gender statistics in the
U.S. banking industry,
suggesting possible
need to embrace
diversity in banks is
necessary.
• This study accentuates the current state of DEI the U.S. banking industry. Little
research exists on this, especially those focused on the banking industry, despite the
industry having a diversified workforce (Citigroup Inc., 2021; 2022).
Questions & Hypotheses
Question 1
Hypothesis 1
What is the impact of the
relationship between the level
of diversity, equity, and
inclusion and organizational
performance in the banking
industry?
H01: DEI has no statistically
significant impact on organizational
performance in the banking
industry.
Question 2
Hypothesis 2
Do DEI initiatives, strategies,
and policies influence the
relationship between the level
of DEI and employee
satisfaction?
H02: DEI initiatives, strategies, and
policies do not influence the
relationship between the level of DEI
and employee satisfaction.
Purpose & Rationale
Purpose 1
To investigate the
relationship
between the level of
DEI and
organizational
performance in the
banking industry.
01
02
Purpose 2
To investigate the effect
of DEI as a strategic
factor on employee
satisfaction in the
banking industry.
Rationale
Studies have expounded DEI in the context of organizations human resource practices and the
growing employee concerns about DEI (Cascio, 1998; Carruthers, 2022; Wong, 2024).
Evidence suggests racial and gender disparity in the U.S. labor market - less than desired equity
levels (Citigroup Inc., 2022).
Most studies reviewed why DEI needs to be embraced in different sectors or organizations.
However, this study focuses on the effect of DEI as strategic factors on organizational
performance by measuring their influence on employee satisfaction.
Study Significance
Practice: offers insights
01 that will help businesses,
the banking industry and
Society.
Practice can benefit from
understanding the value
of diversity in creating a
positive work environment.
Practice can learn how DEI
impacts organizational
performance, investment
and financial decisions and
the broader societal
implications (Amorelli &
García‐Sánchez, 2021).
02
Policy: policymakers
and governments
can use the findings
to formulate
supportive policies
to ease DEI
implementation and
enforce compliance.
Academic: contribute to
03 the current corpus of
literature on the U.S. DEI
capabilities.
Students, researchers,
and other scholars can
leverage this study to
expand knowledge and a
valuable research
reference.
02
Literature Review
Review of Literature
Diversity, Equity and Inclusion (DEI) has been studied in several other industries - the public
sector, oil and gas, and the educational system (Hilger et al., 2023; Mackzum, 2023; Riccucci,
2021). The knowledge gaps from extant studies is evident, as little to no research has been
conducted specifically in the banking sector.
Globalization and
technological advancement.
01
Why DEI?
Constantly evolving
business dynamics. 03
increasingly complex
customer requirements.
Managing increasingly
04 complex & diverse workforce.
distinct differences,
06 perceptions, experiences, &
skills required
05
loss of productivity.
02
changing definition of age,
gender, race, ethnicity, &
disabilities.
07
Banking Industry
Rapidly changing workplace
08 requirements.
(Bernstein et al., 2022; Cooke, 2018; Larsson & Schiehle, 2016; Stamps & Foley, 2023)
Review of Literature
The Core Concepts
 Diversity: refers to valuing differences in age,
religion, socio-economic status, physical and
mental abilities, race, ethnicity, gender, sexual
orientation, and other aspects of identity
(Global Diversity Practice, 2023).
 Equity: is the state or quality of being fair
and impartial, ensuring all persons/groups
have an equal opportunity to access
resources, opportunities, and benefits (Singh &
Ramdeo, 2023).
 Inclusion: centers on creating an
environment that embraces diversity and
treats all individuals with respect and
fairness, providing equitable opportunities for
everyone (Swartz et al., 2022).
 Organizational Performance: refers to an
organization's achieving desired outcomes
and results compared to its intended goals
and objectives (Galletta et al., 2022).
 Employee Satisfaction: is the contentment
and fulfillment of employee’s experience in
their jobs (Talavera et al., 2018).
DEI on Employee Satisfaction & Organizational
Globally, DEI have gained significant
attention in the workplace, offering potential
Performance
advantages for employees and organizations; with a direct relationship between
effective DEI and organizational commitment, job satisfaction, happiness at work
and satisfying key stakeholders.

DEI introduces a continuum of productivity opportunities.

The intersection of DEI and the U.S. banking industry holds positive potential
for growth. Thus, it is critical to investigate the specific prospects and
examples that show the potential of this synergy..
(García-Rodríguez et al., 2020; Hsiao et al., 2020; McKinsey & Company, 2022).
S/No
Gaps Identified
1
Existing literature lacks an assessment of the
relative importance of the confluence of
diversity, equity and inclusion to the banking
stakeholders in U.S.
2
Current research has not extensively
explored how DEI interacts with employee
satisfaction and organizational performance
to shape the industry.
Research
Gaps Identified
Despite the existence
of considerable
scholarly research on
DEI, the literature
lacks an in-depth
analysis specific to
the U.S. banking
industry.
Theoretical Framework
Diversity, Equity & Inclusion in
the U.S. Banking Industry
Key terms
Ovearching theory
●
●
●
●
●
●
Managing Diversity Theory
Diversity
Employee Satisfaction
Equity
Sexual Orientation
Disability Inclusion
Organizational
Performance
explores how social factors, identities, and intergroup dynamics
impact individuals' attitudes and behaviors promote inclusion
(Thomas et al., 2010; Bell et al., 2016).
Agency
Theory
Resource
Depency
Theory
Human
Capital
Theory
Social
Psychology
Theory
Our framework
framework combines agency, resource dependency, human
capital, social psychology, and managing diversity theories to
emphasizes diversity as a strategic organizational asset.
03
Methodology
….Quantitative research
Study Methods Overview
Research
Philosophy
Positivism through the
narrow lens of
managing diversity
theory as the
overarching theory and
agency, resource
dependency, human
capital, and social
psychology theories
Research
Design/Approach
Deductive
Quantitative Method
Research.
Test two Hypotheses
Research
Data
Data Instrument:
Quantitative – Survey
Population:
Employees in U.S.
Banks.
Size:
125 Participants
Research
Analysis
Quantitative Analysis
Parametric & Nonparametric statistical
tests using SPPS
software.
(G*Power for statistical reliability)
Sampling:
stratified random
Motivation for Selection
its appropriateness to empirically isolate and control the influence of all factors and improve internal
and external validity of the key variables being studied (Creswell & Creswell, 2022; Park et al., 2020).
Research Instrument
 Format & Objective:
 Closed-ended questions
DEI Survey Response (Likert Scales)
Importance
Scale
Not Necessary
1
Strongly Disagree
1
Slightly Important
2
Disagree
2
Moderately Important
3
Undecided
3
 Ensure consent, anonymity and
confidentiality.
Significant
4
Agree
4
 survey distributed to bank employees via
Survey Monkey tool.
Very Important
5
Strongly Agree
5
Aspect
Details
Sample Size
125 participants
Power
0.80 (alpha=0.05, two-tailed)
Reliability Score
Cronbach's alpha > 0.70
Collection Duration
Approx. 7 days
 Two types of response Likert scales capture intensity and direction of feelings.
 reduction of bias and ambiguity
 Process:
 Validity & Reliability:
 G*Power for statistical reliability
 Adopted San Diego State University DEI
Delphi Qualtrics Survey – Board approved.
 Cronbach's alpha metrics score for reliability
assessment.
Agreement
Scale
04
Study Results & Discussions
….DEI strongy influences organzational performance and employee satisfaction
Results and Discussion
Study Demographics
Gender Distribution of Respondents (%)
43,2
Job Distribution of Respondents (%)
27,2
45,6
7,2
1,6
26,4
Female
Non-binary /
gender fluid
Prefer
not to answer
0,8
Senior staff
Manager
Other
Age Distribution of Respondents (%)
28,8
22,4
2,4
Junior staff
Male
23,2
Senior
Management
staff
Other
Race/Ethnicity Distribution of Respondents (%)
34,4
25,6
26,4
13,6
19,2
14,4
9,6
17,6
10,4
Asian or
Asian
American
18-24 years
25-34 years
35-44 years
45+ years
Black or
African
American
Hispanic,
Native
Latino,
American or
Latina or
Alaskan
Latinx
Native
Pacific
Islander
White /
Caucasian
Results and Discussion
Not
Important
Somewhat
Important
Moderately
Important
Important
Very
Important
How do bankers
perceive DEI
initiatives on
Organizational
Performance?
0.3%
1.9%
8.8%
27.5%
61.5%
How do bankers
perceive their
organization’s
DEI practices
0.0%
1.3%
5.4%
27.4%
65.8%
Strongly
Disagree
Disagree
Undecided
Agree
Strongly
Agree
2.2%
4.4%
10.2%
31%
52.2%
Question
Question
Do bankers agree
their
organization’s
culture on DEI is
strong and
intentional
Majority (61.5%) of bankers perceive DEI as
essential, noting it was important in
ensuring a psychologically safe workplace
where their ideas and opposing views can
be expressed without consequences.
66% of bankers perceive the need for DEI
as important, especially in deciding to
hire people who embrace DEI values and
the establishment of a DEI culture that
fosters DEI education.
83% bankers surveyed agreed that their
organization DEI culture is strategic, strong,
caters for DEI, considers it in hiring,
enumeration, and in appointing leadership.
They also agreed that their organization
shares DEI initiatives across all levels.
However, about 17% either undecided or
disagreed.
Results and Discussion
Hypothesis One (H01):
Diversity, equity, and inclusion have no significant impact on the
organization's performance in the banking industry.
SD
Coefficient
D
Std. Error
U
T-Stats
A
Prob.
Constant
0.357
0.329
1.085
0.28
DEI
0.873
0.073
11.96
0.00
Regression Estimates for H01
0.542
R2
F-Stat
Regression
Estimate for Model One
Note. Chosen Significant level of 5%.
143.116 (0.00)
Result:
Null hypothesis H01 is rejected.
Basis:
the t-test level 0.00 < the 0.05 chosen for this study.
an R2 indicates DEI accounts for 54.2% of the variation
on organizational performance in the model, while the
remaining 45.8% were due to other factors outside the
model.
RQ1: What is the impact of the
relationship between the level of
diversity, equity, and inclusion and
organizational performance in the
banking industry?
Strong relationship between DEI
and Organization Performance
(F (1, 124) = 143.116, ρ<0.05).
DEI has a positive influence on
organizational performance.
Similar to studies such as Essa,
(2023) and Hsiao et al., (2020) that
focused on other industries, this
study found a strong influence and
importance of DEI in the banking
industry.
Results and Discussion
Hypothesis One (H02):
DEI initiatives, strategies, and policies do not influence the
relationship between the level of DEI and employee satisfaction.
SD
Coefficient
D
Std. Error
U
T-Stats
A
Prob.
Constant
1.133
0.178
6.369
0.00
DEI
0.769
0.039
19.47
0.00
Regression Estimates for H01
0.758
R2
F-Stat
Regression
Estimate for Model One
Note. Chosen Significant level of 5%.
379.28 (0.00)
Result:
Null hypothesis H02 is rejected.
Basis:
the t-test level 0.00 < the 0.05 chosen for this study.
an R2 indicates DEI accounts for 75.8% of the variation
in employee satisfaction of the sampled population,
while the remaining 24.2% is owing to factors outside
the model.
RQ2: Do DEI initiatives,
strategies, and policies influence
the relationship between the level
of DEI and employee satisfaction?
Strong relationship between DEI
and employee satisfaction
(F (1, 124) = 379.285, ρ<0.05).
DEI practice has significant effect
on employee satisfaction of
sampled companies.
Results underscores DEI as an
important factor for employee
satisfaction in the banking sector,
confirming the findings of Murphy
(2023).
Summary of Findings
Purpose 1
Purpose 2
investigate the relationship between the level
of DEI and organizational performance in the
banking industry
To investigate the effect of DEI as a strategic
factor on employee satisfaction in the banking
industry.
Research Question 1
Research Question 2
What is the impact of the relationship between
the level of DEI and organizational performance
in the banking industry?
Do DEI initiatives, strategies, and policies
influence the relationship between the level of
DEI and employee satisfaction?
Hypothesis H01
Hypothesis H02
DEI have no statistically significant impact on
organizational performance in the banking
industry.
DEI initiatives, strategies, and policies do not
influence the relationship between the level of
DEI and employee satisfaction.
Finding
Finding
DEI has a statistically significant influence on
organizational performance.
DEI practice has statistically significant effect
on employee satisfaction.
05
Implications & Limitations
….Study focuses on U.S., as such ay not be generalizable
Implications & Limitations
Study Implications for Policy and Practice
Expands the discussion on
need for banks in the U.S. to
increase their focus on DEI
across all levels of the
organization
03
01
Establishes the correlation
between DEI and business
drivers – emphasizing, the 02
need for increased
investment in DEI
education - training,
professional development
and DEI-skilled workforce.
affords practice the chance to
articulate their perspectives on
the DEI factors that impact
organizational performance and
employee satisfaction.
04
need for collaboration
between policymakers and
key industry players to
create DEI framework that
enables bank integrate DEI
goals into their broader
strategic objectives.
Study Limitations
requires careful consideration when
applying the results in different
contexts.
the study restricts
generalizability of
findings.
may have neglected essential
aspects that are peculiar to other
financial service companies.
06
Conclusion & Recommendations
….DEI is imprtant in U.S banking indstry
Conclusion
The congruence between the study’s key elements – organizational performance,
employee satisfaction and banks holds major implications for the U.S.’s banking
industry.
Key
Message
DEI exerts significant
effect on performance
and substantially
influences employee
satisfaction.
The adoption of DEI in
the banking industry
poses some unique
challenges for
businesses, industries
and the society.
If effectively
implemented, DEI
holds significant
potential in
improving bank’s
inclusiveness,
business profitability
and national
economics.
Though banks are DEI
conscious, findings
imply there is room for
more improvements.
To do this, businesses,
industries and the
society must be ready to
invest in implementing
the right policies and
skills development.
Recommendations
Study
Recommendations
Banks can consider DEI strategy that:

is committed to an inclusive
workplace that promotes inclusive
leadership and human resource
practices and is intentional about DEI
education and measures DEI impact.
Policymakers such as Government,
regulatory bodies, and industry
associations can:

establish and enforce DEI standards
that promote information sharing,
collaboration and provide resources to
enhance diversity and inclusivity of
employers of labor.
Future
Research
This study may be furthered in the
following ways:

Conduct longitudinal studies to track
the long-term effects of DEI initiatives
on organizational performance and
employee satisfaction.

Explore how DEI practices and their
outcomes differ across geographical
and cultural contexts – to identify best
practices tailored to specific cultural
and regional dynamics.

Study DEI within the broader financial
sector, beyond banks to ensure a
holistic industry examination of the
DEI landscape within the sector.
References
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https://doi.org/10.3386/w30797
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García-Meca, E., García-Sánchez, I. M., & Martínez-Ferrero, J. (2015). Board diversity and its effects on bank performance: An international analysis. Journal of Banking
& Finance, 53, 202–214. https://doi.org/10.1016/j.jbankfin.2014.12.002
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Hafiz, N., Azmi, K., Islam, A., Shaharudin, A., Latiff, A., & Wahab, S. (2022). Diversity and Inclusion Experience of Trans Workers: The Missing Link of Trans-Friendly
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Hilger, A. M., Velinov, E., & Özbilgin, M. F. (2023). Against all odds: how the institutional context shapes diversity management in the Central and Eastern European Oil
and Gas industry. Equality, Diversity and Inclusion, 42(8), 1141–1159. https://doi.org/10.1108/edi-11-2022-0308
Hsiao, A., Ma, E., Lloyd, K., & Reid, S. (2019). Organizational Ethnic Diversity’s Influence on Hotel Employees’ Satisfaction, Commitment, and Turnover Intention: Gender’s
Moderating Role. Journal of Hospitality & Tourism Research, 44(1), 76–108. https://doi.org/10.1177/1096348019883694
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https://www.achievers.com/blog/diversity-and-inclusion/
Hypotheses
Hypothesis 1
Mercury is the closest planet to the Sun.The planet’s name
has nothing to do with the liquid metal
Hypothesis 2
Venus has a beautiful name and is the second planet from
the Sun. It’s hot and its atmosphere is poisonous
Hypothesis 3
Jupiter is a gas giant and the biggest planet in the Solar
System. It was named after the Roman god
Conclusions
Mars
Venus
Despite being red, Mars is
actually a cold place. It’s full of
iron oxide dust
Venus has a very beautiful
name and is the second planet
from the Sun
Mercury
Neptune
Mercury is the closest planet to
the Sun and the smallest one in
the Solar System
Neptune is a ig planet. It is the
fourth-largest planet by
diameter in the Solar System
My business strategy
Growth and
expansion
strategy
Reorientation or
abandonment strategy
Maintenance and
protection strategy
Reduction or
elimination strategy
Unattractive business model
Low competitive strength
High competitive strength
Attractive business model
Theoretical framework
Theoretical framework
Key terms
Relevant theories
Our framework
Theory 1
● Mercury is small
● Earth harbors life
● Jupiter is big
Saturn is a gas giant and has rings. It’s
composed mostly of hydrogen and helium
Theory 2
Neptune is the farthest planet from the
Sun in Solar System and also an ice giant
Venus has a beautiful name and
is the second planet from the Sun.
It’s very hot
Thanks!
Our team
Do you have any questions?
Jenna Doe
You can speak a bit about
this person here
Timmy Jimmy
You can speak a bit about
this person here