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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Variables influencing the management of diversity in the South African public sector
- Authors: Madihlaba, James
- Date: 2011-12-12
- Subjects: Diversity management , Affirmative action
- Type: Thesis
- Identifier: uj:1890 , http://hdl.handle.net/10210/4244
- Description: M.A. , The dissertation focused on the variables influencing the management of diversity in the South African public sector. The rationale for the study is the lack of clarity of the term (diversity management) and related concepts such as ‘diversity’, ‘valuing diversity’, ‘diversity management’, ‘affirmative action’, ‘equal opportunities’ and ‘gender sensitivity’. The diversity management debate is therefore hampered by a lack of clear understanding of these related concepts. It was reasoned that understanding the concept of diversity management depends on the ability of managers to clearly distinguish between concepts related to equity in the workplace. More specifically the study aims to provide a conceptual framework gained from the literature in order to understand the issues, concerns and challenges surrounding diversity management and its application in public service settings. Consideration was also given to the reasons for applying diversity management. The main reasons why diversity management has become a critical issue for public organisations centred around demographic changes in the global workforce, political changes, the increasing importance of accountability, credibility and transparency for public bureaucracies in the modern state, the failure of the ‘melting-pot’ approach, diversity management as an ethical imperative and the need for the integration of populations divided among different races, nationalities, ethnic and religious groups. The challenges faced by managers of diversity management in South Africa were discussed. Judging from the literature it was found that public sector managers in South Africa grew up in a segregated world which makes their ability to change and to commit to the principle of equity in the workplace more difficult. Diversity management is seen as a legal compliance issue and not as an ethical imperative tied to the principle of respect for human dignity, equality and equity. As a result prospective employees feel threatened by measures such as affirmative action. This situation gives rise to conflict and uncertainty which managers are generally ill equipped to deal with. The conclusion could therefore be drawn that only lip service is paid to diversity management and the principles of valuing diversity. It was found that there is no substantive performance culture in the South African public sector. Furthermore the management of poor performance in the public sector is extremely difficult because of a general lack of skills and the inability or unwillingness of managers to run their sections effectively. It is important that the public sector in South Africa provides on-the-job skills training and development programmes that will address individual needs for leadership development and career development to speed up the learning process of ill equipped managers. Strategies for the management of diversity were identified. Based on the literature study the creation of a mission, creative leadership, involvement of senior management, the integration of diversity management structures, inter-personal and inter-group communication strategies, the creation of positive diverse interaction opportunities and partnerships are clear indicators of a goal-orientated approach to achieve effective diversity management.
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