Acculturation and Diversity Management at Work: The Case of Multicultural South Africa

2021 ◽  
pp. 78-100
Author(s):  
Leon T. B. Jackson ◽  
Byron G. Adams ◽  
Michael Bender
Keyword(s):  
South Africa ◽  
Diversity Management

scholarly journals Gender diversity, ethnic diversity and employee performance in a South African higher education institution

2019 ◽  
Vol 17 ◽  
Author(s):  
Simbarashe Zhuwao ◽  
Hlanganipai Ngirande ◽  
Wiseman Ndlovu ◽  
Sam T. Setati
Keyword(s):  
Higher Education ◽  
South Africa ◽  
Ethnic Diversity ◽  
Diversity Training ◽  
Employee Performance ◽  
Gender Diversity ◽  
Diversity Management ◽  
Education Institution ◽  
Legal Compliance ◽  
Higher Education Institution

Orientation: Although there has been an improvement in workforce diversity in South Africa, gender and ethnicity issues such as discrimination, prejudice and sexual harassment prevail within organisations. This is because organisational leaders view diversity as a matter of legal compliance instead of as a value addition to organisational growth and profitability. Based on this, it is important for organisations to understand the economic side of diversity and not just be content with having such a workforce.Research purpose: This study investigated the effects of gender and ethnic diversity on the performance of employees in a selected higher education institution in South Africa.Motivation of the study: The study was conducted to determine whether gender and ethnic diversity influences the performance of employees in a higher education institution in South Africa. It is believed that by doing so, the study may assist organisational leaders to determine strategies and best practices that will create culture that is inclusive rather than exclusive.Research approach/design and method: A cross-sectional research design was used. A stratified random sample (n = 258) was chosen by dividing employees into homogeneous strata of academic and non-academic employees. A self-administered questionnaire was used to gather data. Pearson product moment correlation and multiple regression analysis were performed.Main findings: The results show that gender diversity and ethnic diversity are positively and significantly related to employee performance. The study recommends that higher education institutions implement effective diversity management policies and strategies to improve the effectiveness of gender and ethnic diversity towards the performance of employees.Practical/managerial implications: The study recommends organisations to embrace diversity and not just abide by the affirmative action policies and be satisfied with having such a workforce. To achieve this, effective diversity management programmes such as diversity training and mentoring programmes should be implemented to ensure that all employees are properly trained on diversity issues.Contribution/value add: First of all, the findings of this study will add to existing knowledge that will aid in the understanding of gender and ethnic diversity in general and its relevance to employee performance, which in turn leads to organisational performance. Furthermore, this study will be an eye opener to organisational leaders and employees as it will help them to begin to see that diversity is a blessing rather than a matter of legal compliance. It will help organisations to see the need for having diversity and confirm that employees can work together despite their differences.

scholarly journals Affirmative action: Pre-implementation criteria, purpose and satisfaction with diversity management

2014 ◽  
Vol 12 (1) ◽  
pp. 683-691
Author(s):  
Atasha Reddy ◽  
Sanjana Brijball Parumasur
Keyword(s):  
South Africa ◽  
Affirmative Action ◽  
Random Sampling ◽  
Diversity Management ◽  
Simple Random Sampling ◽  
Successful Implementation ◽  
Level Of Satisfaction ◽  
Kwazulu Natal ◽  
Diversity Issues ◽  
Self Administered Questionnaire

This study assesses employees’ perceptions of the important criteria that need to be in place before the implementation of Affirmative Action, the purpose of Affirmative Action and, their level of satisfaction with the manner in which diversity issues are communicated and managed in the organization. The study was undertaken in a public sector Electricity Department in KwaZulu-Natal, South Africa. The population includes 100 employees in the organization, from which a sample of 81 was drawn using simple random sampling. Data was collected using a self-developed, pre-coded, self-administered questionnaire whose reliability was assessed using Cronbach’s Coefficient Alpha. Data was analyzed using descriptive and inferential statistics. The results indicate that employees felt that preparing them and managers is imperative for the successful implementation and management of Affirmative action and diversity issues. Whilst employees understood the purposes of Affirmative Action, all employees, irrespective of gender, age, language, tenure and race, are unhappy with the manner in which diversity issues are communicated and managed in the organization

International Diversity Management

2013 ◽  
pp. 14-28 ◽  
Author(s):  
Joana Vassilopoulou ◽  
Jose Pascal Da Rocha ◽  
Cathrine Seierstad ◽  
Kurt April ◽  
Mustafa Ozbilgin
Keyword(s):  
South Africa ◽  
Diversity Management ◽  
International Context ◽  
Managing Diversity ◽  
Maximum Variation ◽  
Variation Approach ◽  
The World ◽  
International Diversity ◽  
The Usa ◽  
National Borders

This chapter develops earlier work in the field by Ozbilgin and Tatli (2008) and uses examples of three countries–the USA, South Africa, and Norway–to illustrate the complexity of managing diversity across national borders. Key challenges of international diversity management are highlighted. These three cases have been selected using a theoretically driven, maximum variation approach. The concept of diversity management initially evolved and was developed in the USA. In contrast, South Africa is of interest due to its specific Apartheid past and its post-Apartheid challenges related to diversity management. Lastly, Norway is ranked among the best and most equal countries in the world. By exploring these different examples, we question the assumption that there can be a one best way to manage diversity in an international context.

scholarly journals Mechanisms to promote board gender diversity in South Africa

2017 ◽  
Vol 17 (1) ◽  
Author(s):  
Suzette Viviers ◽  
Nadia Mans-Kemp ◽  
Rebecca Fawcett
Keyword(s):  
South Africa ◽  
Gender Diversity ◽  
Diversity Management ◽  
The Body ◽  
Gender Quotas ◽  
Snowball Sampling ◽  
International Trends ◽  
Change Mechanisms ◽  
Board Representation ◽  
Board Gender Diversity

Research purpose: Board gender diversity is gaining increasing attention globally and in South Africa. Although more women are serving on the boards of companies listed on the Johannesburg Stock Exchange (JSE), they only represent approximately one-fifth of all directors. This situation mirrors international trends. A review of the extant literature revealed three prominent mechanisms to increase the appointment of female directors, namely mandatory board gender quotas, voluntary targets and shareholder activism. The authors critically evaluated these three mechanisms with the aim of suggesting the most appropriate ones in the South African context.Motivation for the study: The study was undertaken given the paucity of comparative research on the three change mechanisms and the need to promote greater board gender diversity in South Africa.Research design: Judgement and snowball sampling were used to identify a sample of experienced local asset managers. Semi-structured personal interviews were conducted to gauge these individuals’ views on the applicability of these change mechanisms in South Africa. The qualitative data were analysed using thematic analysis.Key findings: Although the participants acknowledged the importance of board gender female board representation, none of them have engaged investee companies on the topic over the period 2011–2016. This study provides evidence that legislation is the least preferred mechanism to promote board gender diversity in South Africa. Voluntary targets and public pressure from shareholders might be more effective.Contribution: Whereas existing research mainly centres on the rationale for board gender diversity, this study goes a step further by investigating three prominent mechanisms to promote female board representation. A contribution is made to the body of knowledge on diversity management. Context-specific recommendations are offered.

scholarly journals Exploring workplace diversity and organisational effectiveness: A South African exploratory case study

2017 ◽  
Vol 1 (2) ◽  
Author(s):  
J. Veli Mazibuko ◽  
Krishna K. Govender
Keyword(s):  
South Africa ◽  
South African ◽  
Employee Engagement ◽  
Business Performance ◽  
Positive Impact ◽  
Diversity Management ◽  
Workplace Diversity ◽  
Organisational Effectiveness ◽  
Managing Diversity ◽  
Qualitative Approaches

Orientation: Transformation and managing diversity are organisational imperatives, especially in South Africa. Thus, it is important for international companies with major operations in South Africa (SA) to embrace the benefits of managing a divergent workforce and translate this for organisational benefits.Research purpose: The article explores the perceptions of management and staff on diversity and its value to the organisation, by empirically evaluating the relationship with organisational effectiveness and performance through the development and testing of five hypotheses.Motivation for the study: Legislation has made it mandatory for transformation of the South African workplace and ensuring that diversity is embraced. However, not all companies have fully understood the benefits of recruiting and managing diverse teams for the benefit of the organisation.Research approach, design and method: Both quantitative and qualitative approaches were used, whereby a survey was conducted among 227 employees using the Towers Watson Employment Employee Insight Survey (EIS). Inferential statistical techniques were used to test relationships among related variables postulated through five hypotheses.Main findings: It was ascertained that understanding and managing diversity has played a pivotal role in the (research) organisation’s performance and effectiveness over the past 5 years. More specifically, diversity management created room for appreciation, innovation and creativity that gave the organisations an edge to tackle diverse markets.Practical/managerial applications: South Africa has a diverse population, and when individuals join an organisation, they bring a unique set of characteristics referred to as personalities, which, through the socialisation process, get assimilated into teams’ norms and values, and the culture of the organisation. Managing diversity in the workplace is part of employee retention and attraction, with the intention to energise workplace productivity, thus increasing the organisation’s competitive edge.Contributions or value add: The positive impact engendered by diverse recruitment and retention is also supported by employee engagement, which presupposes employee ownership of change, by making it happen, and it is driven by employees that offer solutions to problems, by helping one another and who are proud of being part of the organisation. Its impact in the bigger scheme of events is to drive business performance, growth, cost management, and ability to attract, retain and engage top talent by establishing a winning and inclusive culture.

Practices of Organizing and Managing Diversity in Emerging Countries

2016 ◽  
Author(s):  
Anita Bosch ◽  
Stella M. Nkomo ◽  
Nasima MH Carrim ◽  
Rana Haq ◽  
Jawad Syed ◽  
...  
Keyword(s):  
South Africa ◽  
Management Practices ◽  
Diversity Management ◽  
Emerging Countries ◽  
Macro Level ◽  
Organizational Practices ◽  
Gender And Race ◽  
Managing Diversity ◽  
Country Specific

The chapter contextualizes and describes legislated, socio-political and organizational practices in managing diversity in three countries, namely India, Pakistan, and South Africa. The three countries serve as examples of emerging countries that have historical linkages with each other. Examples of how organizations within each country are responding to macro-level legislative practices are provided, highlighting the tensions and inconsistencies in applying legislation and its intent whilst dealing with country-specific realities. Diversity contrasts, such as integrating minorities in India and Pakistan, versus the integration of the majority in South Africa, are discussed, and attention is drawn to the emphasis placed on diversity categories such as gender and race. The chapter concludes with an overview of the differences in diversity management practices in the three countries.

Does the Ongoing Global Economic Crisis Put Diversity Gains at Risk?

2016 ◽  
pp. 424-452 ◽  
Author(s):  
Joana Vassilopoulou ◽  
Kurt April ◽  
Jose Pascal Da Rocha ◽  
Olivia Kyriakidou ◽  
Mustafa Ozbilgin
Keyword(s):  
South Africa ◽  
Economic Crisis ◽  
Diversity Management ◽  
Business Case ◽  
The World ◽  
Global Economic Crisis ◽  
International Diversity ◽  
The Usa ◽  
Critical Account ◽  
Diversity Gains

This chapter builds on an earlier chapter titled “International Diversity Management: Examples from the USA, South Africa, and Norway.” In the first version of this chapter, we found one common subject emerging when looking closer at all three examples. In all three cases we found a call for the moral and justice case for diversity management, instead of the business-case alone. Based on this commonality and in light of the ongoing global economic crisis and its possible deteriorating effect for the international diversity agenda we decided to offer a more critical account on international diversity management with this chapter. This chapter offers examples from the USA, South Africa and Greece. We conclude the chapter arguing that while the three countries face all different challenges due to the global economic crisis, the way governments across the world respond to the crisis is often similar, which endangers past diversity gains and translates in a backlash for diversity.

scholarly journals Enhancing diversity via affirmative action: A case study of the Nelson Mandela Metropolitan Municipality

2019 ◽  
Vol 7 (1) ◽  
Author(s):  
Ntsikelelo B. Breakfast ◽  
Brigitte Maart
Keyword(s):  
South Africa ◽  
Affirmative Action ◽  
Research Question ◽  
Diversity Management ◽  
Policy Instrument ◽  
Specific Reference ◽  
Employment Equity ◽  
Nelson Mandela ◽  
Action Measures

Background: This article examines diversity within the context of affirmation action, with specific reference to the Nelson Mandela Metropolitan Municipality. The Employment Equity Act, 1998 (Act 55 of 1998), is a policy instrument through which affirmation action and organisational diversity are promoted in post-apartheid South Africa to increase the economic participation of designated groups.Aim: Against this background, the aim of this article is to investigate the influence of the Employment Equity Act, 1998, on diversity management in the Nelson Mandela Bay Municipality.Setting: The guiding research question of this article is: what is the effective way of implementing affirmative action measures through Employment Equity Act, 1998 (Act 55 of 1998), in particular in promoting diversity in the Nelson Mandela Metropolitan Municipality?Methods: A qualitative approach is employed to explore and describe the complexities at play in this article.Results: The findings of this article suggest that the goal and vision of diversity management should consistently be communicated in clear terms to all affected, especially the employees as they are most affected by it.Conclusion: This article contributes to the scholarship of Public Administration and Management surrounding the ongoing debate in South Africa with regard to transformation, organisation diversity and policy implementation of affirmative action. The central thesis of this article is that adequate policy execution of diversity and employment equity will improve service delivery alongside customer satisfaction.

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