Keys factor affecting employee performance in the banking sector: a Delphi study

Ng, Cairson et al. Article Keys factor affecting employee performance in the banking sector: a Delphi study Cogent Business & Management Provided in Cooperation with: Taylor & Francis Group Suggested Citation: Ng, Cairson et al. (2024) : Keys factor affecting employee performance in the banking sector: a Delphi study, Cogent Business & Management, ISSN 2331-1975, Taylor & Francis, Abingdon, Vol. 11, Iss. 1, pp. 1-17, https://doi.org/10.1080/23311975.2024.2409942 This Version is available at: https://hdl.handle.net/10419/326591 Standard-Nutzungsbedingungen: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen. 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If the documents have been made available under an Open Content Licence (especially Creative Commons Licences), you may exercise further usage rights as specified in the indicated licence. https://creativecommons.org/licenses/by/4.0/ Cogent Business & Management ISSN: 2331-1975 (Online) Journal homepage: www.tandfonline.com/journals/oabm20 Keys factor affecting employee performance in the banking sector: a Delphi study Cairson Ng, Walton Wider, Chunwen Yang, Leilei Jiang, Asokan Vasudevan, Pratikshya Bhandari & Harvey Pak Ting Lee To cite this article: Cairson Ng, Walton Wider, Chunwen Yang, Leilei Jiang, Asokan Vasudevan, Pratikshya Bhandari & Harvey Pak Ting Lee (2024) Keys factor affecting employee performance in the banking sector: a Delphi study, Cogent Business & Management, 11:1, 2409942, DOI: 10.1080/23311975.2024.2409942 To link to this article: https://doi.org/10.1080/23311975.2024.2409942 © 2024 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group Published online: 03 Oct 2024. Submit your article to this journal Article views: 8262 View related articles View Crossmark data Citing articles: 5 View citing articles Full Terms & Conditions of access and use can be found at https://www.tandfonline.com/action/journalInformation?journalCode=oabm20 ManageMent | ReseaRch aRticle Cogent Business & ManageMent 2024, VoL. 11, no. 1, 2409942 Keys factor affecting employee performance in the banking sector: a Delphi study cairson nga, Walton Widera , chunwen Yangb,c, leilei Jiangb , asokan Vasudevana , Pratikshya Bhandarid and harvey Pak ting leea aFaculty of Business and Communications, inti international university, nilai, Malaysia; bFaculty of education and Liberal arts, inti international university, nilai, Malaysia; cschool of advanced translation and interpretation, Dalian university of Foreign Languages, Dalian, China; dFaculty of Management, shinawatra university, Pathum thani, thailand ABSTRACT this study investigates the key factors influencing employee performance in the banking sector, focusing on how traditional and emergent challenges affect workforce efficiency and satisfaction. given the rapidly evolving digital landscape, the research seeks to identify the most significant determinants of employee performance that banking institutions must address to maintain stability and growth. the study employs the Delphi Method, engaging a panel of 29 experts through two rounds of surveys to identify and rank the determinants of employee performance. this iterative process allowed for the refinement of expert insights, ultimately leading to a consensus on the most impactful factors influencing performance in the banking sector. the results indicate that compensation and benefits are the most critical factors affecting employee performance, followed by organizational culture and working environment, leadership and management, job satisfaction and motivation, and work-life balance and flexibility. the study highlights that while compensation is paramount, work-life balance and flexibility, though important, have a lower immediate impact on performance. this research contributes to the theoretical framework of employee performance by integrating contemporary challenges specific to the banking sector with broader motivational theories, such as Maslow’s hierarchy of needs. the study provides practical insights for banking institutions, emphasizing the need for holistic strategies that address employee well-being and organizational objectives. these findings offer valuable guidance for stakeholders to enhance productivity and employee satisfaction in the competitive banking industry. Introduction employee performance is a critical concept in organizational studies, often defined as the efficiency and effectiveness with which employees fulfill their job responsibilities (Dziuba et al., 2020). it is closely related to employee satisfaction, with numerous studies demonstrating that higher levels of job satisfaction can lead to enhanced performance. For instance, research by inayat and Jahanzeb Khan (2021) indicates a direct correlation between job satisfaction and employee performance, suggesting that satisfied employees are more productive, loyal, and committed to organizational goals. employee performance is vital to the success of any organization as it directly impacts productivity, operational efficiency, and overall competitiveness (nguyen etal., 2020). high-performing employees contribute to the achievement of organizational objectives and at the same time, foster a positive work environment that can lead to increased innovation and reduced turnover (de Waal et al., 2023). Zooming into the banking sector, employee performance becomes even more crucial due to the sector’s role in economic stability and growth (alaloul etal., 2021). the performance of bank employees is directly © 2024 the author(s). Published by informa uK Limited, trading as taylor & Francis group CONTACT Walton Wider [email protected].my Faculty of Business and Communications, inti international university, nilai, negeri sembilan, Malaysia https://doi.org/10.1080/23311975.2024.2409942 this is an open access article distributed under the terms of the Creative Commons attribution License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. the terms on which this article has been published allow the posting of the accepted Manuscript in a repository by the author(s) or with their consent. ARTICLE HISTORY Received 14 June 2024 Revised 20 september 2024 accepted 24 september 2024 KEYWORDS employee performance; banking sector; workforce; Delphi method; economic growth SUBJECTS human resource management; human resource development; behavioral psychology; behavioural management; organisational behaviour 2 c. ng etal. linked to the efficiency of financial operations, customer satisfaction, and the institution’s ability to adapt to regulatory changes and technological advancements (Bahl etal., 2022). as noted by Kitsios etal. (2021), the banking sector’s reliance on human capital makes the performance of its workforce a key determinant of success, particularly in a rapidly digitalizing environment. Poor job performance in this sector can lead to significant operational risks, including financial losses, reduced customer trust, and compliance issues, making it essential for banks to ensure high levels of employee performance (ahmed et al., 2020). Various factors influence job performance in the banking sector, including compensation and benefits, organizational culture, leadership and management, job satisfaction, and work-life balance (aisyah et al., 2021; Kasbuntoro et al., 2020). Previous studies have highlighted that competitive compensation and a positive organizational culture significantly enhance employee motivation and productivity (Putra et al., 2020). leadership styles also play a pivotal role, with supportive and transformational leadership being linked to improved employee engagement and performance (Park etal., 2022). additionally, the dynamic and often stressful nature of banking work underscores the importance of work-life balance, which, although sometimes ranked lower in immediate impact, is essential for long-term employee well-being and sustained performance (gabon, 2024). Despite the wealth of research on employee performance in various banking sector, there is a notable gap in understanding how contemporary challenges, particularly those arising from rapid digital transformation and evolving consumer expectations, specifically impact employee performance in the banking sector. Most existing studies have focused on traditional performance factors, such as compensation, leadership, and organizational culture, without fully addressing how these factors interact with the unique pressures faced by bank employees in today’s digital-first environment (Paais & Pattiruhu, 2020; salas-Vallina et al., 2021). this gap is crucial because it leaves banking institutions with potentially outdated strategies that may not effectively address current performance challenges. the lack of updated insights tailored to the modern banking landscape underscores the necessity of the present Delphi study, which aims to fill this gap by leveraging expert opinions to identify and prioritize the most significant factors influencing employee performance in the banking sector today. conducting this study is essential to provide relevant and actionable recommendations that can help banking institutions adapt to and thrive in the current and future workforce environment. the significance of this study lies in its dual contribution, both theoretically and practically, to the understanding of employee performance in the banking sector. theoretically, the study advances our understanding by integrating Maslow’s motivational theory and social exchange theory with contemporary challenges faced by bank employees, particularly in the context of digital transformation. this fusion of traditional and modern perspectives offers a more comprehensive framework for future research, enabling scholars to explore how various levels of employee needs influence performance in dynamic environments. Practically, the study provides actionable insights for banking institutions, guiding them in developing strategies that not only address the basic needs of their workforce but also foster higher levels of motivation and engagement. these insights are essential for enhancing employee satisfaction, reducing turnover, and improving overall organizational performance, making this research valuable for both academic and industry stakeholders. this introduction provides the background and identifies the gaps in the study, underlining the importance of addressing contemporary challenges in the banking sector, such as digital transformation and evolving consumer expectations. the next section presents the theoretical foundation, focusing on Maslow’s hierarchy of needs and social exchange theory for employee performance in this sector. the literature review then examines key organizational, individual, and external factors that influence employee performance. the methodology section details the Delphi method used in the study, including data collection and analysis procedures. the results section presents findings from the Delphi study, highlighting the main factors affecting employee performance. Finally, the discussion and conclusion sections interpret these results, offer practical recommendations, and suggest directions for future research. Underpinning theory Maslow’s hierarchy of needs theory provides a substantial framework for understanding employee motivations and satisfaction within the banking sector (artaya etal., 2021; Rahman & nurullah, 2014). introduced cogent Business & ManageMent 3 by abraham Maslow (1943) in his paper “a theory of human Motivation,” the theory is structured as a pyramid with the most basic needs at the bottom and the highest needs at the top. according to Maslow, individuals must satisfy fundamental needs such as physiological and safety needs— encompassing necessities like food, shelter, and job security—before progressing to higher levels of the pyramid. in the workplace, this progression means that employees must first feel secure and stable in their jobs before they can focus on more complex needs like belongingness, which includes social interactions and feeling valued by colleagues and supervisors (Wall et al., 2021). once these social needs are fulfilled, employees then seek recognition and respect, which motivate them towards achievements such as promotions and increased responsibilities. at the pinnacle of Maslow’s hierarchy is self-actualization, where individuals strive to realize their full potential and personal growth, often through professional development and acquiring new skills. however, it is important to acknowledge the limitations of Maslow’s theory, particularly its rigid hierarchical structure, which may not fully account for the complexity of human motivation in a dynamic work environment. critics claim that needs do not always follow a strict hierarchy and that people may pursue higher-level needs even if lower-level needs are not addressed (omodan & abejide, 2022). given these limitations, this study also considers the social exchange theory as a complementary framework. social exchange theory states that the organization’s and its employees’ relationship is based on reciprocal exchanges (lee et al., 2022). When organizations provide valuable resources, such as fair compensation, supportive leadership, and a positive work environment, employees will likely reciprocate with increased loyalty, job satisfaction, and improved performance (Mohammad et al., 2021). this theory is particularly relevant in the banking sector, where the alignment between organizational offerings and employee responses can significantly impact overall performance. in the context of the banking sector, understanding both Maslow’s hierarchy and social exchange theory can help identify specific needs and exchanges that influence employee performance and satisfaction. For instance, if employees feel insecure about their job stability due to digital transformation in the sector, it may hinder their ability to work towards personal and professional achievements. By combining these frameworks, the study intends to analyze how need fulfillment and the quality of organizational exchanges affect employee performance and to provide ways for addressing employee satisfaction gaps. this dual approach improves the study’s theoretical foundation while also providing practical insights for enhancing management practices to generate a more engaged and productive workforce. Literature review Organizational factors affecting employee performance in the banking sector organizational factors play a crucial role in shaping employee performance within the banking sector, with aspects such as organizational culture, leadership style, and structural design particularly influential (akpa et al., 2021; iranmanesh et al., 2021). organizational culture, which encompasses a bank’s shared values, beliefs, and practices, significantly impacts employee motivation and productivity (Paais & Pattiruhu, 2020). Research by almerri (2023) indicates that a positive and inclusive organizational culture fosters higher employee engagement and performance. however, there is ongoing debate regarding the effectiveness of traditional hierarchical cultures versus more modern, flat organizational structures, particularly in digital transformation (Mustafa et al., 2022). some studies argue that hierarchical cultures may stifle innovation and employee autonomy, which are increasingly important in today’s banking environment. in contrast, others suggest that such structures provide necessary clarity and stability (naushad, 2022). leadership style is another critical organizational factor influencing employee performance. transformational leadership, which emphasizes vision, communication, and employee development, has been widely recognized as effective in enhancing employee performance (akdere & egan, 2020). Yet, there is controversy surrounding the adaptability of transformational leadership in highly regulated and risk-averse environments like banking, where transactional leadership—focused on routine, efficiency, and compliance—might be more prevalent (okkers, 2020). this debate points to a gap in the literature regarding the optimal leadership style for balancing innovation with risk management in the banking sector. Moreover, leadership styles have also been found to be influenced by socio-demographic factors within the banking sector. Berber et al. (2022) examined how these factors affect leadership styles in 4 c. ng etal. serbian banks, indicating that the effectiveness of leadership approaches can vary depending on the demographic context of the workforce. this suggests leadership styles are pivotal in driving employee performance and must be tailored to the specific needs and characteristics of the banking workforce. structural design, including the degree of centralization and formalization within a bank, also affects employee performance. highly centralized structures, where decision-making is concentrated at the top, may lead to slower response times and reduced employee autonomy, which can negatively impact performance (Kahl et al., 2023). conversely, decentralized structures can empower employees but may also lead to inconsistencies in decision-making and operational inefficiencies (altamimi et al., 2023). the current discourse in the literature revolves around balancing centralization and decentralization to optimize performance, especially in large, multinational banks. Meanwhile, structural design may also be related to hRM practices (Jewell et al., 2022). in previous banking industry studies, hRM has been highlighted as a significant factor, particularly in a rapidly evolving financial field. huynh et al. (2020) utilized an analytic hierarchy process to compare the impact of various hRM practices on banking financial performance, emphasizing the strategic importance of hRM in enhancing organizational outcomes. Mahdy and alhadi (2021) explored the effect of high-performance work systems, based on the aMo (ability, Motivation, opportunity) model, on hRM performance outcomes, reinforcing that well-structured hRM systems can significantly boost employee performance and satisfaction. Individual factors affecting employee performance in the banking sector individual factors, such as motivation, job satisfaction, and personal competencies, are critical determinants of employee performance in the banking sector. Whether intrinsic or extrinsic, motivation drives employees to perform at their best. Malek et al. (2020) emphasize that intrinsic motivators, such as a sense of accomplishment and recognition, are particularly effective in sustaining high performance over time. however, there is debate over the relative importance of intrinsic versus extrinsic motivators, with some studies suggesting that financial rewards and job security (extrinsic motivators) are more crucial in the high-pressure banking environment (Kuchciak & Warwas, 2021). Job satisfaction is closely linked to motivation and directly impacts employee performance. Research consistently shows that satisfied employees are more productive, less likely to leave the organization, and more engaged (Riyanto et al., 2021). however, there is a controversy regarding the sources of job satisfaction in the banking sector. While some studies highlight the importance of compensation and benefits, others point to the significance of job design and work-life balance, suggesting that more than one-size-fits-all approach to enhancing job satisfaction may be needed (nurqomar, 2021). Personal competencies, including skills, knowledge, and emotional intelligence, are also crucial for high performance in banking. employees with strong analytical skills, adaptability, and the ability to manage stress are better equipped to handle the demands of the banking sector (Dartey-Baah et al., 2020). however, the rapid pace of technological change in banking raises questions about the adequacy of traditional skill sets. there is a growing body of literature that argues for the need to continuously update and expand employee competencies to keep pace with technological advancements. however, there is still a lack of consensus on the most effective ways to do this (scully-Russ & torraco, 2020). External factors affecting employee performance in the banking sector external factors, such as economic conditions, regulatory changes, and technological advancements, significantly impact employee performance in the banking sector. economic conditions influence banks’ overall performance, affecting job security, workload, and employee morale. For instance, during economic downturns, banks may implement cost-cutting measures, including layoffs, leading to increased job insecurity and reduced employee performance (Van egdom etal., 2022). the literature suggests that while economic factors are largely beyond the control of individual banks, their impact on employee performance can be mitigated through effective communication and support systems (awan etal., 2020). Regulatory changes are another critical external factor. the banking sector is heavily regulated, and changes in regulations can create significant pressure on employees to adapt quickly to new compliance requirements (Murinde et al., 2022). this often leads to increased stress and workload, negatively cogent Business & ManageMent 5 affecting performance. studies by alqudah et al. (2022) highlight that the frequent changes in banking regulations require employees to continually update their knowledge and skills, which can be both a challenge and an opportunity for performance improvement. however, there is debate over whether the current regulatory environment is too burdensome and stifles innovation and employee creativity in the banking sector (truby et al., 2020). technological advancements, particularly the rapid adoption of digital banking, have transformed how banks operate and have profoundly impacted employee performance. While technology can improve efficiency and reduce the burden of routine tasks, it also requires employees to develop new skills and adapt to new systems (Vahdat, 2022). there is ongoing controversy over the extent to which technological advancements enhance versus hinder employee performance, particularly regarding job satisfaction and the risk of job displacement due to automation (Mcguinness et al., 2023). Gaps in research Despite the extensive research on factors affecting employee performance in the banking sector, significant gaps still need to be addressed, particularly in understanding how modern challenges such as digital transformation, evolving regulatory landscapes, and changing workforce expectations specifically impact employee performance. additionally, there is a lack of consensus on the optimal balance between intrinsic and extrinsic motivators, the most effective leadership styles, and the best organizational structures for addressing these contemporary challenges. these gaps are critical because they suggest that traditional approaches to improving employee performance may no longer be sufficient in today’s rapidly changing banking environment. the Delphi method is necessary for this study as it allows for systematically gathering and synthesis of expert opinions, providing a more comprehensive and deeper understanding of the key factors influencing employee performance in this evolving context. this approach is particularly valuable for addressing the complexity and uncertainty associated with the current challenges in the banking sector, ensuring that the findings are relevant and actionable. Methodology Research design this study adopts a two-round Delphi approach to explore and rank the factors influencing employee performance in the banking sector (tang etal., 2024). the Delphi method, widely recognized for synthesizing expert opinions, is particularly suited for studies where direct empirical data may be limited or where insights from a group of experts are essential to forecast trends and identify key issues (tee etal., 2022). the conceptual foundation of the Delphi method lies in its iterative nature, allowing for the gradual convergence of expert opinions towards a consensus, which enhances the reliability and validity of the findings (tan etal., 2024). the Delphi approach is rooted in the belief that a structured communication process among a panel of experts can yield more accurate and reliable predictions than individual judgments, making it a powerful tool for addressing problems like employee performance in a rapidly changing banking environment (Beiderbeck etal., 2021). this study strategically leverages the Delphi method’s strengths by engaging 40 managers from various banks across Malaysia. these managers were selected through purposive and snowball sampling techniques, ensuring the participants possess the requisite expertise and experience to provide informed insights into the factors affecting employee performance in the banking sector (Wuaku etal., 2024). the Delphi method’s reliance on expert judgment is particularly relevant in this study, as it allows for identifying and ranking factors that may not be readily observable through traditional quantitative methods (Mauksch et al., 2020). Data collection procedure the data collection process was meticulously designed to capture the full breadth of expert knowledge and facilitate a consensus on the factors influencing employee performance. in the first round, experts 6 c. ng etal. were presented with a questionnaire to elicit their opinions on various factors affecting performance. the questionnaire, distributed via google Forms, was constructed to allow for open-ended responses, enabling experts to identify well-known and emerging factors relevant to the banking sector. this open-ended approach is conceptually significant as it provides the flexibility needed to capture the complexity and dynamism of the banking sector, which is undergoing rapid technological and regulatory changes (nyström & Kaartemo, 2022). the second round of the Delphi process involved the refinement and ranking of the factors identified in the first round. experts were asked to prioritize these factors based on their perceived impact on employee performance. the iterative nature of the Delphi method, coupled with the structured feedback mechanism, allows for a gradual narrowing of opinions, leading to a more precise and consensual understanding of the key determinants of performance (severino, 2024). the Delphi method’s capacity to distill expert judgment into actionable insights is particularly valuable in this study, as it ensures that the final rankings reflect a balanced and collective expert view rather than individual biases (Drumm etal., 2022). all of the participants had provided their written consent. Participants the selection of 40 managers as participants was guided by the need for a concentrated and informative sample that could provide deep insights into the factors influencing employee performance. Purposive and snowball sampling methods were employed to identify individuals with extensive experience in the banking sector and hold positions that afford them a comprehensive view of organizational performance dynamics. this approach ensures that the data collected is rich and relevant, aligning with the study’s objective of identifying and ranking the most critical factors affecting employee performance (Jain, 2020). Data analysis the data analysis process was designed to distill expert opinions into coherent and actionable insights systematically. in the first round, thematic analysis was employed to identify and categorize the various factors affecting employee performance based on the qualitative responses provided by the experts (subramaniam etal., 2024). this approach is conceptually significant as it identifies recurring themes and patterns within the data, providing a comprehensive understanding of the factors at play (terry & hayfield, 2020). in the second round, the ranked data were analyzed using Kendall’s W coefficient to measure the level of consensus among the experts (loo etal., 2024). a high Kendall’s W value indicates strong agreement, suggesting that the factors identified are robust and widely recognized as influential in the banking sector (tamošaitienė etal., 2021). the use of statistical analysis to validate the consensus reached through the Delphi method adds a layer of rigor to the study, ensuring that the findings are both statistically significant and practically relevant (shi et al., 2020). Results Forty experts from various banks were identified and invited to participate in the first round. the invitation link was sent to the selected experts via Whatsapp on March 1, 2024, and the survey was conducted using a google Form. the survey was conducted online to improve the convenience of the selected experts by providing flexibility in terms of time and location for both researchers and experts. nevertheless, table 1 illustrates that only 29 experts responded to the Delphi Method invitation during the initial round. the selected experts represented a heterogeneous range of demographic characteristics. Firstly, diversity encompasses a wide spectrum of educational backgrounds and job experiences, resulting in a heterogeneous workforce with many viewpoints and expertise. the distribution of educational backgrounds shows that most individuals hold a degree, a diploma, or a master’s degree or above, and only one participant has finished secondary school. Moreover, there is a diverse spectrum of professional experience, ranging from individuals who have accumulated 5 to 10 years of tenure in their cogent Business & ManageMent 7 respective positions to those who have amassed over 15 years of experience. this amalgamation of experience levels indicates a dynamic fusion of novel concepts and refined expertise. a total of 23 pertinent themes were gathered from the selected experts during the initial survey round. to ensure the accuracy of the data, the researchers repeatedly communicated and discussed with a group of experts in the field to finalize the direction of the dimensions. Finally, the 23 themes were subsequently classified and organized into 5 dimensions to encompass the primary factors influencing employee performance in the banking industry. this classification was achieved through thematic analysis, where themes were grouped based on conceptual similarities and their relevance to broader categories. the process involved coding the data, identifying patterns, and refining the dimensions to ensure they accurately reflected the key areas influencing employee performance as determined by the experts. the dimensions and themes that have been identified are displayed in table 2. the second round of the Delphi Method was carried out on april 15th, 2023. the experts who participated in the first round were invited again to take part in the second round of the survey and provide rankings for the identified dimensions. the experts were directed to prioritize the identified dimensions according to their professional expertise and experience, as there is no definitive answer. they were instructed to assign rank 1 to the most significant factor and rank 5 to the least significant factor. all 29 experts who took part in the initial round also participated in the second round of the Delphi Method survey and successfully ranked the identified dimensions, as displayed in table 3. Based on the data presented in table 3, the average rankings of each dimension ranged from 1.90 to 4.00. the dimensions were ranked in the following order: (1) compensation and Benefits, (2) organizational culture and Working environment, (3) leadership and Management, (4) Job satisfaction and Motivation, and (5) Work-life Balance and Flexibility. the Kendall’s coefficient of concordance (W) was calculated to be 0.297 with a p-value of 0.01. this indicates a significant consensus among the experts, suggesting the results are statistically significant. From this analysis, it can be concluded that compensation and benefits are deemed the most important factors affecting employee performance in the banking sector, while work-life balance and flexibility are considered the least important. Table 1. Demographic profile of experts. no expert Highest education Working experience Position 1 e1 Degree 15 years and above assistant Manager 2 e2 Master 11 years to 15 years 3 e3 Degree 5 years to 10 years 4 e4 Degree 5 years to 10 years 5 e5 Degree 5 years to 10 years 6 e6 Degree 15 years and above 7 e7 Degree 15 years and above 8 e8 secondary 11 years to 15 years 9 e9 Degree 5 years to 10 years 10 e10 Degree 5 years to 10 years 11 e11 Diploma 5 years to 10 years 12 e12 Degree 5 years to 10 years 13 e13 Degree 5 years to 10 years Manager 14 e14 Degree 5 years to 10 years 15 e15 Degree 5 years to 10 years 16 e16 Degree 5 years to 10 years 17 e17 Degree 11 years to 15 years 18 e18 Degree 5 years to 10 years 19 e19 Degree 5 years to 10 years 20 e20 Degree 5 years to 10 years 21 e21 Degree 11 years to 15 years 22 e22 Degree 11 years to 15 years 23 e23 Degree 5 years to 10 years 24 e24 Diploma 15 years and above 25 e25 Degree 5 years to 10 years 26 e26 Diploma 5 years to 10 years 27 e27 Degree 11 years to 15 years 28 e28 Degree 5 years to 10 years 29 e29 Degree 15 years and above senior Manager 14 c. ng etal. alaloul, W. s., Musarat, M. a., Rabbani, M. 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