A cross-cultural analysis of work values and moral reasoning.
- Authors: Hugo, A. , Van Vuuren, L.J.
- Date: 1996
- Subjects: Diversity management , Culture differences , Cultural groups
- Type: Article
- Identifier: uj:6464 , http://hdl.handle.net/10210/1476
- Description: The principal aim of this study was to explore the cultural differences with regard to work values and moral reasoning in the context of the management of diversity. A secondary aim was to determine whether individuals in the various stages of moral reasoning, differ with regard to the work values espoused. The sample group (N=182) consisted of black and white students at under-graduate and post-graduate levels. Statistical analyses revealed significant differences between cultural groups with regard to work values and moral reasoning, but indicated no difference in stages of moral reasoning with regard to work values. The implications of the findings for work organisations and tertiary institutions are discussed.
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Leadership competencies for managing diversity
- Authors: Visagie, Jan , Linde, Herman , Havenga, Werner
- Date: 2011
- Subjects: Management , Symbolic interactionism , Diversity management , Leadership style , Cronbach alpha values
- Type: Article
- Identifier: uj:5838 , ISSN 1854-6935 , http://hdl.handle.net/10210/7868
- Description: The new understanding of diversity involves more than increasing the number of different identity groups on the payroll. An important proposal is that the experience of diversity in an organisation results from pervasive styles of management. This article dealt with the specific paradigms of diversity management and leadership style theory used to address the research problem in the empirical study, namely ‘Is diversity management experience related to leadership styles or competencies?’ The models of diversity and inclusion indicators are used to examine the experience of diversitymanagement. The population of this study into the experience of diversity management is two thousand six hundred and sixty nine (2669) respondents. Leadership styles were obtained from four hundred and forty (440) leaders. The Cronbach alpha values were determined in order to indicate internal validity and reliability.
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Subjective experiences of employment equity in South African organisations
- Authors: Oosthuizen, Rudolf M. , Tonelli, Louise , Mayer, Claude-Hélène
- Date: 2019
- Subjects: Affirmative action , Employment equity , Diversity management
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/401268 , uj:33526 , Citation: Oosthuizen, R.M., Tonelli, L., & Mayer, C-H. (2019). Subjective experiences of employment equity in South African organisations. SA Journal of Human Resource Management/SA Tydskrif vir Menslikehulpbronbestuur, 17(0), a1074. https://doi. org/10.4102/sajhrm. v17i0.1074
- Description: Abstract: This article explores employees’ subjective experiences of employment equity (EE) within South African organisational contexts, adding diverse and in-depth insights to the post-apartheid EE discourse. Research purpose: The purpose is to hear the voices of employees of different social-cultural, racial and gender backgrounds on the experiences of EE in contemporary South African organisations. Motivation for the study: Research suggests that South African organisations are pressurised to redress past racial inequality. Understanding employees’ subjective experiences of EE adds value to the debate and provides the reader with an in-depth contemporary image of EE in post-apartheid South African organisations.
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