Ng, Cai son e al.
A icle
Keys ac o a ec ing employee pe o mance in he
banking sec o : a Delphi s udy
Cogen Business & Managemen
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Keys ac o affec ing employee pe o mance in
he banking sec o : a Delphi s udy
Cai son Ng, Wal on Wide , Chunwen Yang, Leilei Jiang, Asokan Vasude an,
P a ikshya Bhanda i & Ha ey Pak Ting Lee
To ci e his a icle: Cai son Ng, Wal on Wide , Chunwen Yang, Leilei Jiang, Asokan Vasude an,
P a ikshya Bhanda i & Ha ey Pak Ting Lee (2024) Keys ac o affec ing employee pe o mance
in he banking sec o : a Delphi s udy, Cogen Business & Managemen , 11:1, 2409942, DOI:
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Keys ac o a ec ing employee pe o mance in he banking sec o :
a Delphi s udy
cai son nga, Wal on Wide a , chunwen Yangb,c, leilei Jiangb , asokan Vasude ana ,
P a ikshya Bhanda id and ha ey Pak ing leea
aFacul y o Business and Communica ions, in i in e na ional uni e si y, nilai, Malaysia; bFacul y o educa ion and Libe al a s,
in i in e na ional uni e si y, nilai, Malaysia; cschool o ad anced ansla ion and in e p e a ion, Dalian uni e si y o Fo eign
Languages, Dalian, China; dFacul y o Managemen , shinawa a uni e si y, Pa hum hani, hailand
ABSTRACT
his s udy in es iga es he key ac o s in luencing employee pe o mance in he
banking sec o , ocusing on how adi ional and eme gen challenges a ec wo k o ce
e iciency and sa is ac ion. gi en he apidly e ol ing digi al landscape, he esea ch
seeks o iden i y he mos signi ican de e minan s o employee pe o mance ha
banking ins i u ions mus add ess o main ain s abili y and g ow h. he s udy employs
he Delphi Me hod, engaging a panel o 29 expe s h ough wo ounds o su eys o
iden i y and ank he de e minan s o employee pe o mance. his i e a i e p ocess
allowed o he e inemen o expe insigh s, ul ima ely leading o a consensus on he
mos impac ul ac o s in luencing pe o mance in he banking sec o . he esul s
indica e ha compensa ion and bene i s a e he mos c i ical ac o s a ec ing employee
pe o mance, ollowed by o ganiza ional cul u e and wo king en i onmen , leade ship
and managemen , job sa is ac ion and mo i a ion, and wo k-li e balance and lexibili y.
he s udy highligh s ha while compensa ion is pa amoun , wo k-li e balance and
lexibili y, hough impo an , ha e a lowe immedia e impac on pe o mance. his
esea ch con ibu es o he heo e ical amewo k o employee pe o mance by
in eg a ing con empo a y challenges speci ic o he banking sec o wi h b oade
mo i a ional heo ies, such as Maslow’s hie a chy o needs. he s udy p o ides p ac ical
insigh s o banking ins i u ions, emphasizing he need o holis ic s a egies ha
add ess employee well-being and o ganiza ional objec i es. hese indings o e
aluable guidance o s akeholde s o enhance p oduc i i y and employee sa is ac ion
in he compe i i e banking indus y.
In oduc ion
employee pe o mance is a c i ical concep in o ganiza ional s udies, o en de ined as he e iciency and
e ec i eness wi h which employees ul ill hei job esponsibili ies (Dziuba e al., 2020). i is closely
ela ed o employee sa is ac ion, wi h nume ous s udies demons a ing ha highe le els o job sa is ac-
ion can lead o enhanced pe o mance. Fo ins ance, esea ch by inaya and Jahanzeb Khan (2021) indi-
ca es a di ec co ela ion be ween job sa is ac ion and employee pe o mance, sugges ing ha sa is ied
employees a e mo e p oduc i e, loyal, and commi ed o o ganiza ional goals. employee pe o mance is
i al o he success o any o ganiza ion as i di ec ly impac s p oduc i i y, ope a ional e iciency, and
o e all compe i i eness (nguyen e al., 2020). high-pe o ming employees con ibu e o he achie emen
o o ganiza ional objec i es and a he same ime, os e a posi i e wo k en i onmen ha can lead o
inc eased inno a ion and educed u no e (de Waal e al., 2023).
Zooming in o he banking sec o , employee pe o mance becomes e en mo e c ucial due o he sec o ’s
ole in economic s abili y and g ow h (alaloul e al., 2021). he pe o mance o bank employees is di ec ly
© 2024 he au ho (s). Published by in o ma uK Limi ed, ading as aylo & F ancis g oup
CONTACT Wal on Wide [email p o ec ed].my Facul y o Business and Communica ions, in i in e na ional uni e si y, nilai,
nege i sembilan, Malaysia
h ps://doi.o g/10.1080/23311975.2024.2409942
his is an open access a icle dis ibu ed unde he e ms o he C ea i e Commons a ibu ion License (h p://c ea i ecommons.o g/licenses/by/4.0/), which
pe mi s un es ic ed use, dis ibu ion, and ep oduc ion in any medium, p o ided he o iginal wo k is p ope ly ci ed. he e ms on which his a icle has been
published allow he pos ing o he accep ed Manusc ip in a eposi o y by he au ho (s) o wi h hei consen .
ARTICLE HISTORY
Recei ed 14 June 2024
Re ised 20 sep embe
2024
accep ed 24 sep embe
2024
KEYWORDS
employee pe o mance;
banking sec o ;
wo k o ce; Delphi
me hod; economic
g ow h
SUBJECTS
human esou ce
managemen ; human
esou ce de elopmen ;
beha io al psychology;
beha iou al managemen ;
o ganisa ional beha iou
2 c. ng e al.
linked o he e iciency o inancial ope a ions, cus ome sa is ac ion, and he ins i u ion’s abili y o adap
o egula o y changes and echnological ad ancemen s (Bahl e al., 2022). as no ed by Ki sios e al. (2021),
he banking sec o ’s eliance on human capi al makes he pe o mance o i s wo k o ce a key de e minan
o success, pa icula ly in a apidly digi alizing en i onmen . Poo job pe o mance in his sec o can lead
o signi ican ope a ional isks, including inancial losses, educed cus ome us , and compliance issues,
making i essen ial o banks o ensu e high le els o employee pe o mance (ahmed e al., 2020).
Va ious ac o s in luence job pe o mance in he banking sec o , including compensa ion and bene i s,
o ganiza ional cul u e, leade ship and managemen , job sa is ac ion, and wo k-li e balance (aisyah e al.,
2021; Kasbun o o e al., 2020). P e ious s udies ha e highligh ed ha compe i i e compensa ion and a
posi i e o ganiza ional cul u e signi ican ly enhance employee mo i a ion and p oduc i i y (Pu a e al.,
2020). leade ship s yles also play a pi o al ole, wi h suppo i e and ans o ma ional leade ship being
linked o imp o ed employee engagemen and pe o mance (Pa k e al., 2022). addi ionally, he dynamic
and o en s ess ul na u e o banking wo k unde sco es he impo ance o wo k-li e balance, which,
al hough some imes anked lowe in immedia e impac , is essen ial o long- e m employee well-being
and sus ained pe o mance (gabon, 2024).
Despi e he weal h o esea ch on employee pe o mance in a ious banking sec o , he e is a no able
gap in unde s anding how con empo a y challenges, pa icula ly hose a ising om apid digi al ans-
o ma ion and e ol ing consume expec a ions, speci ically impac employee pe o mance in he bank-
ing sec o . Mos exis ing s udies ha e ocused on adi ional pe o mance ac o s, such as compensa ion,
leade ship, and o ganiza ional cul u e, wi hou ully add essing how hese ac o s in e ac wi h he
unique p essu es aced by bank employees in oday’s digi al- i s en i onmen (Paais & Pa i uhu, 2020;
salas-Vallina e al., 2021). his gap is c ucial because i lea es banking ins i u ions wi h po en ially ou -
da ed s a egies ha may no e ec i ely add ess cu en pe o mance challenges. he lack o upda ed
insigh s ailo ed o he mode n banking landscape unde sco es he necessi y o he p esen Delphi s udy,
which aims o ill his gap by le e aging expe opinions o iden i y and p io i ize he mos signi ican
ac o s in luencing employee pe o mance in he banking sec o oday. conduc ing his s udy is essen ial
o p o ide ele an and ac ionable ecommenda ions ha can help banking ins i u ions adap o and
h i e in he cu en and u u e wo k o ce en i onmen .
he signi icance o his s udy lies in i s dual con ibu ion, bo h heo e ically and p ac ically, o he
unde s anding o employee pe o mance in he banking sec o . heo e ically, he s udy ad ances ou
unde s anding by in eg a ing Maslow’s mo i a ional heo y and social exchange heo y wi h con empo-
a y challenges aced by bank employees, pa icula ly in he con ex o digi al ans o ma ion. his usion
o adi ional and mode n pe spec i es o e s a mo e comp ehensi e amewo k o u u e esea ch,
enabling schola s o explo e how a ious le els o employee needs in luence pe o mance in dynamic
en i onmen s. P ac ically, he s udy p o ides ac ionable insigh s o banking ins i u ions, guiding hem in
de eloping s a egies ha no only add ess he basic needs o hei wo k o ce bu also os e highe
le els o mo i a ion and engagemen . hese insigh s a e essen ial o enhancing employee sa is ac ion,
educing u no e , and imp o ing o e all o ganiza ional pe o mance, making his esea ch aluable o
bo h academic and indus y s akeholde s.
his in oduc ion p o ides he backg ound and iden i ies he gaps in he s udy, unde lining he impo -
ance o add essing con empo a y challenges in he banking sec o , such as digi al ans o ma ion and
e ol ing consume expec a ions. he nex sec ion p esen s he heo e ical ounda ion, ocusing on
Maslow’s hie a chy o needs and social exchange heo y o employee pe o mance in his sec o . he
li e a u e e iew hen examines key o ganiza ional, indi idual, and ex e nal ac o s ha in luence employee
pe o mance. he me hodology sec ion de ails he Delphi me hod used in he s udy, including da a col-
lec ion and analysis p ocedu es. he esul s sec ion p esen s indings om he Delphi s udy, highligh ing
he main ac o s a ec ing employee pe o mance. Finally, he discussion and conclusion sec ions in e -
p e hese esul s, o e p ac ical ecommenda ions, and sugges di ec ions o u u e esea ch.
Unde pinning heo y
Maslow’s hie a chy o needs heo y p o ides a subs an ial amewo k o unde s anding employee mo i-
a ions and sa is ac ion wi hin he banking sec o (a aya e al., 2021; Rahman & nu ullah, 2014). in oduced
cogen Business & ManageMen 3
by ab aham Maslow (1943) in his pape “a heo y o human Mo i a ion,” he heo y is s uc u ed as a
py amid wi h he mos basic needs a he bo om and he highes needs a he op. acco ding o Maslow,
indi iduals mus sa is y undamen al needs such as physiological and sa e y needs— encompassing neces-
si ies like ood, shel e , and job secu i y—be o e p og essing o highe le els o he py amid.
in he wo kplace, his p og ession means ha employees mus i s eel secu e and s able in hei jobs
be o e hey can ocus on mo e complex needs like belongingness, which includes social in e ac ions and
eeling alued by colleagues and supe iso s (Wall e al., 2021). once hese social needs a e ul illed,
employees hen seek ecogni ion and espec , which mo i a e hem owa ds achie emen s such as p o-
mo ions and inc eased esponsibili ies. a he pinnacle o Maslow’s hie a chy is sel -ac ualiza ion, whe e
indi iduals s i e o ealize hei ull po en ial and pe sonal g ow h, o en h ough p o essional de elop-
men and acqui ing new skills.
howe e , i is impo an o acknowledge he limi a ions o Maslow’s heo y, pa icula ly i s igid hie -
a chical s uc u e, which may no ully accoun o he complexi y o human mo i a ion in a dynamic
wo k en i onmen . c i ics claim ha needs do no always ollow a s ic hie a chy and ha people may
pu sue highe -le el needs e en i lowe -le el needs a e no add essed (omodan & abejide, 2022). gi en
hese limi a ions, his s udy also conside s he social exchange heo y as a complemen a y amewo k.
social exchange heo y s a es ha he o ganiza ion’s and i s employees’ ela ionship is based on ecip-
ocal exchanges (lee e al., 2022). When o ganiza ions p o ide aluable esou ces, such as ai compen-
sa ion, suppo i e leade ship, and a posi i e wo k en i onmen , employees will likely ecip oca e wi h
inc eased loyal y, job sa is ac ion, and imp o ed pe o mance (Mohammad e al., 2021). his heo y is
pa icula ly ele an in he banking sec o , whe e he alignmen be ween o ganiza ional o e ings and
employee esponses can signi ican ly impac o e all pe o mance.
in he con ex o he banking sec o , unde s anding bo h Maslow’s hie a chy and social exchange
heo y can help iden i y speci ic needs and exchanges ha in luence employee pe o mance and sa is-
ac ion. Fo ins ance, i employees eel insecu e abou hei job s abili y due o digi al ans o ma ion in
he sec o , i may hinde hei abili y o wo k owa ds pe sonal and p o essional achie emen s. By com-
bining hese amewo ks, he s udy in ends o analyze how need ul illmen and he quali y o o ganiza-
ional exchanges a ec employee pe o mance and o p o ide ways o add essing employee sa is ac ion
gaps. his dual app oach imp o es he s udy’s heo e ical ounda ion while also p o iding p ac ical
insigh s o enhancing managemen p ac ices o gene a e a mo e engaged and p oduc i e wo k o ce.
Li e a u e e iew
O ganiza ional ac o s a ec ing employee pe o mance in he banking sec o
o ganiza ional ac o s play a c ucial ole in shaping employee pe o mance wi hin he banking sec o , wi h
aspec s such as o ganiza ional cul u e, leade ship s yle, and s uc u al design pa icula ly in luen ial (akpa
e al., 2021; i anmanesh e al., 2021). o ganiza ional cul u e, which encompasses a bank’s sha ed alues,
belie s, and p ac ices, signi ican ly impac s employee mo i a ion and p oduc i i y (Paais & Pa i uhu, 2020).
Resea ch by alme i (2023) indica es ha a posi i e and inclusi e o ganiza ional cul u e os e s highe
employee engagemen and pe o mance. howe e , he e is ongoing deba e ega ding he e ec i eness o
adi ional hie a chical cul u es e sus mo e mode n, la o ganiza ional s uc u es, pa icula ly in digi al
ans o ma ion (Mus a a e al., 2022). some s udies a gue ha hie a chical cul u es may s i le inno a ion
and employee au onomy, which a e inc easingly impo an in oday’s banking en i onmen . in con as ,
o he s sugges ha such s uc u es p o ide necessa y cla i y and s abili y (naushad, 2022).
leade ship s yle is ano he c i ical o ganiza ional ac o in luencing employee pe o mance.
ans o ma ional leade ship, which emphasizes ision, communica ion, and employee de elopmen , has
been widely ecognized as e ec i e in enhancing employee pe o mance (akde e & egan, 2020). Ye ,
he e is con o e sy su ounding he adap abili y o ans o ma ional leade ship in highly egula ed and
isk-a e se en i onmen s like banking, whe e ansac ional leade ship— ocused on ou ine, e iciency,
and compliance—migh be mo e p e alen (okke s, 2020). his deba e poin s o a gap in he li e a u e
ega ding he op imal leade ship s yle o balancing inno a ion wi h isk managemen in he banking
sec o . Mo eo e , leade ship s yles ha e also been ound o be in luenced by socio-demog aphic ac o s
wi hin he banking sec o . Be be e al. (2022) examined how hese ac o s a ec leade ship s yles in
4 c. ng e al.
se bian banks, indica ing ha he e ec i eness o leade ship app oaches can a y depending on he
demog aphic con ex o he wo k o ce. his sugges s leade ship s yles a e pi o al in d i ing employee
pe o mance and mus be ailo ed o he speci ic needs and cha ac e is ics o he banking wo k o ce.
s uc u al design, including he deg ee o cen aliza ion and o maliza ion wi hin a bank, also a ec s
employee pe o mance. highly cen alized s uc u es, whe e decision-making is concen a ed a he op,
may lead o slowe esponse imes and educed employee au onomy, which can nega i ely impac pe -
o mance (Kahl e al., 2023). con e sely, decen alized s uc u es can empowe employees bu may also
lead o inconsis encies in decision-making and ope a ional ine iciencies (al amimi e al., 2023). he cu -
en discou se in he li e a u e e ol es a ound balancing cen aliza ion and decen aliza ion o op imize
pe o mance, especially in la ge, mul ina ional banks. Meanwhile, s uc u al design may also be ela ed
o hRM p ac ices (Jewell e al., 2022). in p e ious banking indus y s udies, hRM has been highligh ed
as a signi ican ac o , pa icula ly in a apidly e ol ing inancial ield. huynh e al. (2020) u ilized an
analy ic hie a chy p ocess o compa e he impac o a ious hRM p ac ices on banking inancial pe o -
mance, emphasizing he s a egic impo ance o hRM in enhancing o ganiza ional ou comes. Mahdy and
alhadi (2021) explo ed he e ec o high-pe o mance wo k sys ems, based on he aMo (abili y,
Mo i a ion, oppo uni y) model, on hRM pe o mance ou comes, ein o cing ha well-s uc u ed hRM
sys ems can signi ican ly boos employee pe o mance and sa is ac ion.
Indi idual ac o s a ec ing employee pe o mance in he banking sec o
indi idual ac o s, such as mo i a ion, job sa is ac ion, and pe sonal compe encies, a e c i ical de e mi-
nan s o employee pe o mance in he banking sec o . Whe he in insic o ex insic, mo i a ion d i es
employees o pe o m a hei bes . Malek e al. (2020) emphasize ha in insic mo i a o s, such as a
sense o accomplishmen and ecogni ion, a e pa icula ly e ec i e in sus aining high pe o mance o e
ime. howe e , he e is deba e o e he ela i e impo ance o in insic e sus ex insic mo i a o s, wi h
some s udies sugges ing ha inancial ewa ds and job secu i y (ex insic mo i a o s) a e mo e c ucial in
he high-p essu e banking en i onmen (Kuchciak & Wa was, 2021).
Job sa is ac ion is closely linked o mo i a ion and di ec ly impac s employee pe o mance. Resea ch
consis en ly shows ha sa is ied employees a e mo e p oduc i e, less likely o lea e he o ganiza ion,
and mo e engaged (Riyan o e al., 2021). howe e , he e is a con o e sy ega ding he sou ces o job
sa is ac ion in he banking sec o . While some s udies highligh he impo ance o compensa ion and
bene i s, o he s poin o he signi icance o job design and wo k-li e balance, sugges ing ha mo e han
one-size- i s-all app oach o enhancing job sa is ac ion may be needed (nu qoma , 2021).
Pe sonal compe encies, including skills, knowledge, and emo ional in elligence, a e also c ucial o
high pe o mance in banking. employees wi h s ong analy ical skills, adap abili y, and he abili y o
manage s ess a e be e equipped o handle he demands o he banking sec o (Da ey-Baah e al.,
2020). howe e , he apid pace o echnological change in banking aises ques ions abou he adequacy
o adi ional skill se s. he e is a g owing body o li e a u e ha a gues o he need o con inuously
upda e and expand employee compe encies o keep pace wi h echnological ad ancemen s. howe e ,
he e is s ill a lack o consensus on he mos e ec i e ways o do his (scully-Russ & o aco, 2020).
Ex e nal ac o s a ec ing employee pe o mance in he banking sec o
ex e nal ac o s, such as economic condi ions, egula o y changes, and echnological ad ancemen s, sig-
ni ican ly impac employee pe o mance in he banking sec o . economic condi ions in luence banks’
o e all pe o mance, a ec ing job secu i y, wo kload, and employee mo ale. Fo ins ance, du ing eco-
nomic down u ns, banks may implemen cos -cu ing measu es, including layo s, leading o inc eased
job insecu i y and educed employee pe o mance (Van egdom e al., 2022). he li e a u e sugges s ha
while economic ac o s a e la gely beyond he con ol o indi idual banks, hei impac on employee
pe o mance can be mi iga ed h ough e ec i e communica ion and suppo sys ems (awan e al., 2020).
Regula o y changes a e ano he c i ical ex e nal ac o . he banking sec o is hea ily egula ed, and
changes in egula ions can c ea e signi ican p essu e on employees o adap quickly o new compliance
equi emen s (Mu inde e al., 2022). his o en leads o inc eased s ess and wo kload, nega i ely
cogen Business & ManageMen 5
a ec ing pe o mance. s udies by alqudah e al. (2022) highligh ha he equen changes in banking
egula ions equi e employees o con inually upda e hei knowledge and skills, which can be bo h a
challenge and an oppo uni y o pe o mance imp o emen . howe e , he e is deba e o e whe he he
cu en egula o y en i onmen is oo bu densome and s i les inno a ion and employee c ea i i y in he
banking sec o ( uby e al., 2020).
echnological ad ancemen s, pa icula ly he apid adop ion o digi al banking, ha e ans o med how
banks ope a e and ha e p o oundly impac ed employee pe o mance. While echnology can imp o e
e iciency and educe he bu den o ou ine asks, i also equi es employees o de elop new skills and
adap o new sys ems (Vahda , 2022). he e is ongoing con o e sy o e he ex en o which echnolog-
ical ad ancemen s enhance e sus hinde employee pe o mance, pa icula ly ega ding job sa is ac ion
and he isk o job displacemen due o au oma ion (Mcguinness e al., 2023).
Gaps in esea ch
Despi e he ex ensi e esea ch on ac o s a ec ing employee pe o mance in he banking sec o , signi -
ican gaps s ill need o be add essed, pa icula ly in unde s anding how mode n challenges such as
digi al ans o ma ion, e ol ing egula o y landscapes, and changing wo k o ce expec a ions speci ically
impac employee pe o mance. addi ionally, he e is a lack o consensus on he op imal balance be ween
in insic and ex insic mo i a o s, he mos e ec i e leade ship s yles, and he bes o ganiza ional s uc-
u es o add essing hese con empo a y challenges. hese gaps a e c i ical because hey sugges ha
adi ional app oaches o imp o ing employee pe o mance may no longe be su icien in oday’s ap-
idly changing banking en i onmen . he Delphi me hod is necessa y o his s udy as i allows o sys-
ema ically ga he ing and syn hesis o expe opinions, p o iding a mo e comp ehensi e and deepe
unde s anding o he key ac o s in luencing employee pe o mance in his e ol ing con ex . his
app oach is pa icula ly aluable o add essing he complexi y and unce ain y associa ed wi h he cu -
en challenges in he banking sec o , ensu ing ha he indings a e ele an and ac ionable.
Me hodology
Resea ch design
his s udy adop s a wo- ound Delphi app oach o explo e and ank he ac o s in luencing employee
pe o mance in he banking sec o ( ang e al., 2024). he Delphi me hod, widely ecognized o syn he-
sizing expe opinions, is pa icula ly sui ed o s udies whe e di ec empi ical da a may be limi ed o
whe e insigh s om a g oup o expe s a e essen ial o o ecas ends and iden i y key issues ( ee e al.,
2022). he concep ual ounda ion o he Delphi me hod lies in i s i e a i e na u e, allowing o he g ad-
ual con e gence o expe opinions owa ds a consensus, which enhances he eliabili y and alidi y o
he indings ( an e al., 2024). he Delphi app oach is oo ed in he belie ha a s uc u ed communica-
ion p ocess among a panel o expe s can yield mo e accu a e and eliable p edic ions han indi idual
judgmen s, making i a powe ul ool o add essing p oblems like employee pe o mance in a apidly
changing banking en i onmen (Beide beck e al., 2021).
his s udy s a egically le e ages he Delphi me hod’s s eng hs by engaging 40 manage s om a i-
ous banks ac oss Malaysia. hese manage s we e selec ed h ough pu posi e and snowball sampling
echniques, ensu ing he pa icipan s possess he equisi e expe ise and expe ience o p o ide in o med
insigh s in o he ac o s a ec ing employee pe o mance in he banking sec o (Wuaku e al., 2024). he
Delphi me hod’s eliance on expe judgmen is pa icula ly ele an in his s udy, as i allows o iden-
i ying and anking ac o s ha may no be eadily obse able h ough adi ional quan i a i e me hods
(Mauksch e al., 2020).
Da a collec ion p ocedu e
he da a collec ion p ocess was me iculously designed o cap u e he ull b ead h o expe knowledge
and acili a e a consensus on he ac o s in luencing employee pe o mance. in he i s ound, expe s
6 c. ng e al.
we e p esen ed wi h a ques ionnai e o elici hei opinions on a ious ac o s a ec ing pe o mance. he
ques ionnai e, dis ibu ed ia google Fo ms, was cons uc ed o allow o open-ended esponses, enabling
expe s o iden i y well-known and eme ging ac o s ele an o he banking sec o . his open-ended
app oach is concep ually signi ican as i p o ides he lexibili y needed o cap u e he complexi y and
dynamism o he banking sec o , which is unde going apid echnological and egula o y changes
(nys öm & Kaa emo, 2022).
he second ound o he Delphi p ocess in ol ed he e inemen and anking o he ac o s iden i ied
in he i s ound. expe s we e asked o p io i ize hese ac o s based on hei pe cei ed impac on
employee pe o mance. he i e a i e na u e o he Delphi me hod, coupled wi h he s uc u ed eedback
mechanism, allows o a g adual na owing o opinions, leading o a mo e p ecise and consensual unde -
s anding o he key de e minan s o pe o mance (se e ino, 2024). he Delphi me hod’s capaci y o dis ill
expe judgmen in o ac ionable insigh s is pa icula ly aluable in his s udy, as i ensu es ha he inal
ankings e lec a balanced and collec i e expe iew a he han indi idual biases (D umm e al., 2022).
all o he pa icipan s had p o ided hei w i en consen .
Pa icipan s
he selec ion o 40 manage s as pa icipan s was guided by he need o a concen a ed and in o ma i e
sample ha could p o ide deep insigh s in o he ac o s in luencing employee pe o mance. Pu posi e
and snowball sampling me hods we e employed o iden i y indi iduals wi h ex ensi e expe ience in he
banking sec o and hold posi ions ha a o d hem a comp ehensi e iew o o ganiza ional pe o mance
dynamics. his app oach ensu es ha he da a collec ed is ich and ele an , aligning wi h he s udy’s
objec i e o iden i ying and anking he mos c i ical ac o s a ec ing employee pe o mance (Jain, 2020).
Da a analysis
he da a analysis p ocess was designed o dis ill expe opinions in o cohe en and ac ionable insigh s
sys ema ically. in he i s ound, hema ic analysis was employed o iden i y and ca ego ize he a ious
ac o s a ec ing employee pe o mance based on he quali a i e esponses p o ided by he expe s
(sub amaniam e al., 2024). his app oach is concep ually signi ican as i iden i ies ecu ing hemes and
pa e ns wi hin he da a, p o iding a comp ehensi e unde s anding o he ac o s a play ( e y &
hay ield, 2020).
in he second ound, he anked da a we e analyzed using Kendall’s W coe icien o measu e he le el
o consensus among he expe s (loo e al., 2024). a high Kendall’s W alue indica es s ong ag eemen ,
sugges ing ha he ac o s iden i ied a e obus and widely ecognized as in luen ial in he banking
sec o ( amošai ienė e al., 2021). he use o s a is ical analysis o alida e he consensus eached h ough
he Delphi me hod adds a laye o igo o he s udy, ensu ing ha he indings a e bo h s a is ically
signi ican and p ac ically ele an (shi e al., 2020).
Resul s
Fo y expe s om a ious banks we e iden i ied and in i ed o pa icipa e in he i s ound. he in i a-
ion link was sen o he selec ed expe s ia Wha sapp on Ma ch 1, 2024, and he su ey was con-
duc ed using a google Fo m. he su ey was conduc ed online o imp o e he con enience o he
selec ed expe s by p o iding lexibili y in e ms o ime and loca ion o bo h esea che s and expe s.
ne e heless, able 1 illus a es ha only 29 expe s esponded o he Delphi Me hod in i a ion du ing
he ini ial ound. he selec ed expe s ep esen ed a he e ogeneous ange o demog aphic cha ac e is-
ics. Fi s ly, di e si y encompasses a wide spec um o educa ional backg ounds and job expe iences,
esul ing in a he e ogeneous wo k o ce wi h many iewpoin s and expe ise. he dis ibu ion o educa-
ional backg ounds shows ha mos indi iduals hold a deg ee, a diploma, o a mas e ’s deg ee o abo e,
and only one pa icipan has inished seconda y school. Mo eo e , he e is a di e se spec um o p o es-
sional expe ience, anging om indi iduals who ha e accumula ed 5 o 10 yea s o enu e in hei
cogen Business & ManageMen 7
espec i e posi ions o hose who ha e amassed o e 15 yea s o expe ience. his amalgama ion o expe-
ience le els indica es a dynamic usion o no el concep s and e ined expe ise.
a o al o 23 pe inen hemes we e ga he ed om he selec ed expe s du ing he ini ial su ey
ound. o ensu e he accu acy o he da a, he esea che s epea edly communica ed and discussed wi h
a g oup o expe s in he ield o inalize he di ec ion o he dimensions. Finally, he 23 hemes we e
subsequen ly classi ied and o ganized in o 5 dimensions o encompass he p ima y ac o s in luencing
employee pe o mance in he banking indus y. his classi ica ion was achie ed h ough hema ic analy-
sis, whe e hemes we e g ouped based on concep ual simila i ies and hei ele ance o b oade ca ego-
ies. he p ocess in ol ed coding he da a, iden i ying pa e ns, and e ining he dimensions o ensu e
hey accu a ely e lec ed he key a eas in luencing employee pe o mance as de e mined by he expe s.
he dimensions and hemes ha ha e been iden i ied a e displayed in able 2.
he second ound o he Delphi Me hod was ca ied ou on ap il 15 h, 2023. he expe s who
pa icipa ed in he i s ound we e in i ed again o ake pa in he second ound o he su ey
and p o ide ankings o he iden i ied dimensions. he expe s we e di ec ed o p io i ize he iden-
i ied dimensions acco ding o hei p o essional expe ise and expe ience, as he e is no de ini i e
answe . hey we e ins uc ed o assign ank 1 o he mos signi ican ac o and ank 5 o he leas
signi ican ac o . all 29 expe s who ook pa in he ini ial ound also pa icipa ed in he second
ound o he Delphi Me hod su ey and success ully anked he iden i ied dimensions, as displayed
in able 3.
Based on he da a p esen ed in able 3, he a e age ankings o each dimension anged om 1.90 o
4.00. he dimensions we e anked in he ollowing o de : (1) compensa ion and Bene i s, (2) o ganiza ional
cul u e and Wo king en i onmen , (3) leade ship and Managemen , (4) Job sa is ac ion and Mo i a ion,
and (5) Wo k-li e Balance and Flexibili y.
he Kendall’s coe icien o conco dance (W) was calcula ed o be 0.297 wi h a p- alue o 0.01. his
indica es a signi ican consensus among he expe s, sugges ing he esul s a e s a is ically signi ican .
F om his analysis, i can be concluded ha compensa ion and bene i s a e deemed he mos impo an
ac o s a ec ing employee pe o mance in he banking sec o , while wo k-li e balance and lexibili y a e
conside ed he leas impo an .
Table 1. Demog aphic p o ile o expe s.
no expe Highes educa ion Wo king expe ience Posi ion
1 e1 Deg ee 15 yea s and abo e assis an Manage
2 e2 Mas e 11 yea s o 15 yea s
3 e3 Deg ee 5 yea s o 10 yea s
4 e4 Deg ee 5 yea s o 10 yea s
5 e5 Deg ee 5 yea s o 10 yea s
6 e6 Deg ee 15 yea s and abo e
7 e7 Deg ee 15 yea s and abo e
8 e8 seconda y 11 yea s o 15 yea s
9 e9 Deg ee 5 yea s o 10 yea s
10 e10 Deg ee 5 yea s o 10 yea s
11 e11 Diploma 5 yea s o 10 yea s
12 e12 Deg ee 5 yea s o 10 yea s
13 e13 Deg ee 5 yea s o 10 yea s Manage
14 e14 Deg ee 5 yea s o 10 yea s
15 e15 Deg ee 5 yea s o 10 yea s
16 e16 Deg ee 5 yea s o 10 yea s
17 e17 Deg ee 11 yea s o 15 yea s
18 e18 Deg ee 5 yea s o 10 yea s
19 e19 Deg ee 5 yea s o 10 yea s
20 e20 Deg ee 5 yea s o 10 yea s
21 e21 Deg ee 11 yea s o 15 yea s
22 e22 Deg ee 11 yea s o 15 yea s
23 e23 Deg ee 5 yea s o 10 yea s
24 e24 Diploma 15 yea s and abo e
25 e25 Deg ee 5 yea s o 10 yea s
26 e26 Diploma 5 yea s o 10 yea s
27 e27 Deg ee 11 yea s o 15 yea s
28 e28 Deg ee 5 yea s o 10 yea s
29 e29 Deg ee 15 yea s and abo e senio Manage
14 c. ng e al.
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