Abstract
M.Phil.
Orientation: To find ethnic and generational groups co-existing means that their
prevalence is relevant to today’s work environment. While it makes sense for this
form of diversity to prevail, simultaneously, work situations with diverse ethnic
groups are associated with process loss, high levels of conflict, low levels of
cohesion and social integration.
Research purpose: The purpose of the present study was to investigate the
effects of ethnic and generational sub-groupings’ perceptions of structural
empowerment in the workplace, using Kanter’s empowerment theory.
Motivation for the study: South Africa organisations are expected to comply
with labour legislation prescriptions. Structural empowerment in relation to ethnic
generational groupings was selected to show how organisations could utilise the
findings to accommodate and manage the diverse group expectations.
Research design: Structural empowerment was measured using the conditions
of work effectiveness questionnaire (CWEQ-II) in a sample that consisted of 109
respondents working in a real estate company.
Main findings: The study revealed that generational and ethnic grouping do not
necessarily influence employees’ perceptions of structural empowerment.
Practical and managerial implications: The differing perceptions reported
suggest that a strong leadership orientation and a demonstrated outlook on
employee empowerment structures should be considered as a means to lessen
negative perceptions that impact on behaviour and morale.