Journal of World Business 55 (2020) 101075

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Journal of World Business

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The Role of Integrated Management Strategy in Improving the Productivity of

workers: A study on Jordan Investment and Finance Bank
Mohammad Almahairah, Mohammad Abdel Qader, Mohammad Abu Qulah
Department of Business Administration, Al-lsra University, Amman, Jordan

A R T I C L EI N F 0 ABSTRACT
Key-words: Organizations apply various management strategies to systematically
Integrated management achieve the needs of their stakeholders. As the number of
strategy improvement management strategies are mushrooming, the need has arisen to
productivity integrate them into one holistic management system that addresses
Jordan various stakeholder requirements in an integrated manner.
However, the dynamics of the integration process are not yet fully
understood and research has yet to establish how the integration of
management strategies gives rise to the productivity of workers. This
paper explores the contents of the literature and reviews on
integrated management strategy for a better understanding of the
content, context and the process of integrated management
strategy, discusses about the key strategies in integrated
management strategy design and implementation and briefs on the
critical success factors in integrated management strategy
implementation. This research is based on Jordan Investment and
Finance Bank as a case; it reveals that integration system able to
improve the
productivity of workers.
1.1Introduction
The modern definition of quality extends beyond accountability. The International Organization for
products/ services specifications to encompass the Standardization (ISO) has developed standards for some of
requirements of a variety of stakeholders. these MSs such as ISO 9000 for quality management,
Stakeholder requirements vary from ensuring ISO 14000 for environmental management, and the
employees’ health and safety, sustainability, ISO 10001, 10002, 10003 series for customer
customer satisfaction, and transparency in satisfaction complaint systems. These standards are in
organizational affairs to execution of business wide use and are sought by customers (Wilkinson and
processes in a socially responsible manner. To meet Dale 2001). Future development is warranted because
stakeholder requirements in a systematic manner, past studies: 1) omit a systematic consideration of the
organizations employ certain management systems (MSs) integration process based on empirical data and 2)
such as quality, environment, health and safety, and lack a focus on how
social

Corresponding author.
E-mail addresses: mohammad_qullah@yahoo.com
Department of Business Administration, Al-lsra University, Amman, Jordan

Received 10 March 2020; Received in revised form 22 March 2020; Abstract Accepted 23 March 2020
Article Accepted 12 August 2020, Available online 05 September 2020.
 1090-9516/ @ 2020 The Authors. Published by Elsevier Inc. This is an open access article under the CC BY license
(http://creativecommons.org/licenses/BY/4.0/).
integration brings about organizational changes and
how organizations can manage the integration
process to maximize benefits. The purpose of this
research is to understand the dynamics of integration
of MSs as a first step for effective management of
integration and its outcomes. It thus focuses on the
social, technical, and behavioral changes that
accompany integration and lead to operational
performance improvement and outputs.

1.2Integrated Management System (IMS)

An Integrated Management System (IMS) is a
complete framework that combines all aspects of an
organization’s systems, processes, and any standards
that the business follows such as ISO 9001 or ISO
1.3Jordan Investment and Finance Bank
14001. This combined system allows a business to
On November 28th, 1982, Jordan Investment and
meet all of its obligations, addressing all elements of
Finance Bank (INVESTBANK) started its activities as a
the management system as a whole rather than
financial company under the name Jordan Investment
looking at the individual standards and their
and Finance Company with an authorized capital of
requirements separately. JD6 million in which half was paid on the opening of
its Initial Public Offering (IPO) while the rest was paid
A successful IMS will reduce the duplication of
within a year of granting the final license.
effort often encountered when running multiple
management systems. For example, if a business is
A group of founders headed by the late Nizar
running ISO 9001, ISO 14001 and ISO 45001 this
Abdul Rahim Jardaneh set the first foundation
may result in the duplication of the processes stone for this financial institution which contributes
needed for performing internal audits or recording to the development of the Jordanian financial industry.
non-conformities as all three standards require The aim was to provide the required financing to the
businesses to put measures in place for these economic sectors in order to enrich their
actions. An IMS allows these processes to be achievements and increase opportunities of
combined so that they simultaneously cover all economic and social development in Jordan.
standard- specific requirements.
Founders aimed at being compatible with the
The introduction of the EMAS III (2009) also favored economic growth requirements as well as achieving a
the integration of MSS. The organizations’ interests good return for the shareholders, supporting national
in adopting the new management standards like ISO savings, and using resources to sustain financial
26000 (2010) (Guidance on Social Responsibility), activities.
SA 8000 (2008) (CSR) and ISO 31000 (2009) (Risk
Management) also brought forward the idea of IMS. On September 1st, 1989, according to the new
Many researchers have advocated for Integration of regulations of the CBJ, a new era for the company
Management Systems including Bernardo et al. was achieved when it was transformed into an
(2009), Hines (2002), Karapetrovic (2010), Labodova investment bank — a vision of Nizar Jardaneh, the
(2004), Mackau (2003), MolinaAzorin et al. (2008), founders, and members of the Board.
Simon et al. (2012a), Von Ahsen and Funck (2001),
Wilkinson and Dale (2002) and Zeng et al. (2011) as This transition paved the way for the bank to
IMS enhances the organization’s ability to adopt to overcome its previous challenges. The bank
changing business environment and facilitates increased and expanded its line of products and
sustainable development. However, the topic is still to services, now able to attract current deposits and
a wide extent unexplored. issue cheque books for clients for the first time. This
meant that it became
almost similar to other commercial banks but without the ability to offer Revolving Credit Facilities or facilities for correspondingly opened new branches in the Gaza Strip and the West Bank.
traditional commercial activities among others. This obstacle was a driver to take the necessary actions to transform
the bank into a commercial bank marking a milestone in its journey. Throughout the years, the bank was characterized by its steady management through its various Board of Directors,
which commenced with Nizar Jardaneh and Basel Jardaneh as well as Vice Presidents Kahlid Abu Al- Saoud and the
A quick glance at the results of Invest bank since its launch showed the exceptional development in its activities late Shafiq Farhan Jumean. Today, it is chaired by Bisher Jardaneh and Vice Chairman Ayman Jumean respectively.
according to the first annual report in 1983 compared to its 27th in 2009.
The bank continues in updating and developing its products and services through its new corporate image, which
According to the first annual report (1983), the total balance sheet reached JD20.5 million, while total deposits were reveals the determination to move ahead in its successful journey to meet the expectations of its clients,
JD14.7 million, net credit facilities reached JD8.7million, net income JD1.5 million, total net profit reached JD0.511 shareholders and society. Invest bank is looking forward to serving the Jordanian business community, supporting
million, shareholders’ equity reached JD3.2 million, and net capital was JD6 million (JD4.5 million when licensed as a economic innovation, and attracting foreign investments by providing a complete range of banking products and
bank). The bank had a total number of 25 employees and one branch. services within a friendly environment; leveraging the latest technologies and capacity building.

The 2009 annual report indicates that the bank’s total balance sheet was JD667 million, the customers’ deposits 2.0 Literature Review
JD477.6 million, net direct credit facilities JD315.3 million, net income around JD24 million, total net profits JD7.2 There is no definite mention of what constitutes an IMS or what should be the elements of IMS. Karapetrovic and
million, shareholders’ equity JD93.2 million, paid up capital JD70 million (the paid up capital was raised in 2010 to Jonker addressed IMS as “a System of Systems”. An IMS is as composite of interdependent processes that operate
reach JD77.5 million), 273 employees, and eleven branches. New additions also included three subsidiaries owned harmoniously, share the same pool of human, material, information, infrastructure and financial resources and are
by the bank; Mawared for Brokerage, Al Imdad, and a leasing company. This is a quick idea of the success all aimed towards fulfillment of set goals to the satisfaction of the stakeholders (Karapetrovic and Jonker, 2003). IMS
accomplished by the bank since its establishment until today. is the organizational structure, resources and procedures used to plan, monitor and control project quality, safety
and environment (Griffith, 1999).
In the meantime and following the rapid developments, the bank, under the leadership of the founder Nizar
Jardaneh, supported by the Board of Directors and the General Manager, realized that the region was moving The four guiding principles (elements) put forth by Hardjono et al. (1995) can be applied for process of IMS
toward inter-economic activities and other global ventures. implementation. The four elements “Direction, Consistency, Coherence, and Feedback” considered together form
the basis of a holistic approach for organizing the IMS implementation in the organization. ‘Direction’ denotes the
The cooperation between Jordan and Palestine was very significant which encouraged the initiative to establish Al organization’s preference for the change and the preselected aims (here it means the organizations intention to
Quds Bank for Development and Investment as an affiliate bank in Palestine. It commenced its operations at its integrate and implement the desired MSS/sector specific standards). ‘Consistency’ focuses on the vertical translation
headquarters in Gaza City on January 18, 1997. It later relocated its operations to Ramallah in 1999 and (vertical fit) of the organizations preference for change and common aims into objectives and strategies.

respond to government’s appeal and to cope with

Fresner and Engelhardt (2004), Holdsworth (2003), stress from competitors.
Karapetrovic and Jonker (2003), Matias and Coelho
(2002) and McDonald et al. (2003) have clearly The noticeable benefits obtained are: to simplify
emphasized the need for a tailor-made IMS in their certification process, decrease management costs and
publications. Based on this fundamental principle, it decrease paper work. In Zeng et al. (2011) two
is clear that in practice, there is a need for a strategy more benefits pointed out are: decreased
of IMS design and implementation. The following complexity of internal management and facilitation
section, thus, presents a description of the different of continuous improvement.
strategies that have been employed to implement
IMS. The Survey on Indian Experience on IMS by Khanna et
al. (2009) documented that the critical success factors
The most important aspect of IMS research is to for implementation of IMS are: focus on
identify and understand the critical factors that stakeholders, management commitment, provision
influence the integration of MSS and of resources, training, process control and
implementation of single IMS. documentation structure and continual improvement.
The findings indicated that the benefits of IMS include
This includes the factors that favor integration improvement of image of the
(motives) and facilitate the IMS implementation
(benefits) as well as the factors that prevent
(impediment) organizations from implementing IMS.
Review of past researches revealed the fact that
only little effort is applied in this aspect of study and
very few isolated research works were conducted in
Australia (Zutshi and Sohal, 2005), China (Zeng et
al., 2007), Denmark (Jorgensen et al., 2006;
Jorgensen, 2008), England (Douglas and Glen, 2000)
and Italy (Salomone, 2008) that seek to make out the
factors influencing the IMS implementation in
various context.

Zeng et aI.’s (2010) study in China explored

empirically the motivations and benefits obtained in
implementing an IMS for organizations; their study
revealed that the main motivations for implementing
IMS are: to satisfy customer’s requirements, to
company, reduction in documentation, reduction in implementing each management system.
time required for implementation, synergy between Zeng et al. (2007) stated that the major problems
MSS, reduction in audits. for
organizations to operate multiple parallel management
A study on IMS in South Africa by Shalini Singh systems included: causing complexity of internal
(2011) disclosed that IMS can be adopted by management, lowering management efficiency,
manufacturing and service type organizations in any incurring cultural incompatibility, causing employee
country as a springboard to promote business hostility, and increasing management costs. They
excellence because of its advantages such as analyzed internal and external factors that affected the
reduction in the duplication of work, facilitation of implementation of an IMS.
the auditing process, encouragement of teamwork,
skills development, risk assessment and continuous The internal factors include: human resources,
improvement. Some factors that affect the organizational structure, company culture, and
integration are organizations structure, platform, understanding and perception. The external factors
training of employees, less cross functional consist of: technical guidance, certification bodies,
communication and lack of expertise and support. stakeholders and customers, and institutional
environment.
Research in Italy by Salomone (2008) identified the
potentials for the integration starting from an analysis 3.1Objectives of the Study
of common aspects in terms of real motivations The main objective of the study is to find the effect
(company image, costs saving, productivity of integrated management strategy in developing
improvement, etc.), obstacles (unclear regulations, the output of the workers.
lack of financial support, etc.), driving forces
(possibility to win a new market, constant The specific objectives are:
improvement) and external pressure from various a. To find the right management strategies that
stakeholders that organizations face when can boost up workers.
b. To find the ways that can help to integrate L= Location
different management strategies. I= Infrastructure
c. To find all impacts of different management IA= Internal
strategies on Jordan Investment and Finance audit
Bank. 5.0 Findings
This questionnaire was given to
4.1Methodology of the Study 500 different respondents out of which 351
A method has been designed to meet the questionnaires were returned. Most of these responses
objectives of the bstudy. For this purpose a were conducted myself and rest through the help
questionnaire has been adapted from three different of friends and family.
research studies [1.Salman Khalid et al (2011),
2.Uma Shankar et, al (2010) and 3.KhaIed Al- 4.2Research Model
Hashash et, al (2008)] and circulated in 5 different
cities of Jordan (Amman, Jerash, Aqaba, Madaba
and Irbid). This questionnaire consists of two
different parts. The first part is showing respondents
personal data such as gender, job type, salary, age,
qualification and the second part asked respondent
to rate their satisfaction level to their bank from
“strongly agree” to “strongly disagree” on such
variables which lead to build strong relationship with
customers such as Occupational health & safety,
Internal audit, Institutional management system,
Working environment, location and infrastructure etc.
5.1Background of Respondents from age group 25 — 28 years, 16.9% are from age
The first part of this questionnaire was designed to group 29 — 33 years, 5.7% are
collect personal information of respondents such as from age group 34 — 41 years, 1.7% is from age group
their gender, job type, salary, age, qualification and 42
the investigation shows that 65% of the — 50 years and 3.1% are from age group 51+
respondents are male and 35% are female of years. In terms of qualification only 17% are graduate,
which, 42% of the respondents are satisfied over 76.2% have done post graduate, 4.4% respondents
their salary and 58% are not. 72.6% respondents are have done double post graduate, 1.6% are doctorate
and 0.6% respondents are post doctorate.

cnvirr›iiincnt

POW =/(IMS, OHS, WE, L, I, IA)

Here,
POW= Productivity of workers
IMS= Institutional management system
OHS= Occupational health & safety
WE= Working environment
5.2 Mean Std. Deviation of Each Question
Std.
Question N Minimum Maximum Mean
Deviation

Do you enjoy our company’s culture? 350 1.00 5.00 1.8195 1.10592
Do you feel connected to your
351 1.00 5.00 2.0514 0.93188
coworkers?
How open to change are we as an
348 1.00 5.00 2.1519 1.06262
organization?
Do your managers value your
348 1.00 5.00 2.2000 1.07325
feedback?
Do you feel valued for your
350 1.00 5.00 2.2659 1.19120
contributions?
Do your superiors communicate
company news effectively and in a 349 1.00 5.00 2.3642 1.19917
timely manner?
Does management seem invested in
344 1.00 5.00 1.8971 1.05480
the success of the team?
How transparent do you feel the
345 1.00 5.00 2.1810 1.05415
management is?
Do you think that work is distributed
350 1.00 5.00 2.1821 1.12357
evenly across your team?
Do you find your work meaningful? 352 1.00 5.00 2.1368 1.14072
Does our company offer adequate
opportunities for promotions and 351 1.00 5.00 1.9484 1.00440
career development?
Does our company give you the tools
and technologies you need to do your 348 1.00 5.00 2,1686 1.11473
job well?
Do you feel as though your job
347 1.00 5.00 2.2486 1.25921
responsibilities are clearly defined?
Do you feel like your job utilizes your
349 1.00 5.00 2.0460 1.14543
skills and abilities as much as it could?

How happy are you at work? 347 1.00 5.00 2.0259 1.14169

How happy are you at health & safety

347 1.00 5.00 2.1326 1.09751
system of your organization.
Do your organization run internal
351 1.00 5.00 2.2393 1.19718
audit in every year?
Do you feel any problem regarding
350 1.00 5.00 2.0543 1.19511
the location of your organization?
5.3 Result Analysis

INSTITUTIONAL MANAGEMENT SYSTEM

Related with productivity Not Related
81% 19%

OCCUPATIONAL HEALTH & SAFETY

Related with productivity Not Related
75% 25%

WORKING ENVIRONMENT
Related with productivity Not Related
68% 32%

LOCATION
Related with productivity Not Related
44% 56%

INTERNAL AUDIT
Related with productivity Not Related
43% 57%

INFRASTRUCTURE
Related with productivity Not Related
64% 36%

relevant and may apply to other organizations too. We

Final Model: think, this study will help to guide other banks to set
POW = f (IMS, OHS, WE, I) their strategies to achieve the best output from the
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