Despite evidence that the representation of minority-ethnic employees in the workforce is improving, many are concentrated at lower organisational levels and experience more difficulties reaching senior positions than their majority-ethnic (i.e. white) colleagues (ONS, 2011). The percentage of minority-ethnic individuals entering the workplace is continually rising (ONS, 2011) meaning differential career success is a topic of increasing importance. However, thus far, very little research in organisational psychology has focused on ethnicity (Cox, Nkomo & Welch, 2001; Kenny & Briner, 2007). Therefore this thesis presents three studies designed to enhance our knowledge of minority-ethnic career experiences and the processes that contribute towards differential career success. All studies took place in a large U.K. public sector organisation. The first study compared the causal attributions that minority-ethnic (n=20) and majority-ethnic (n=20) managers made when recalling significant positive and negative career experiences during semi-structured interviews. In the second study, template analysis was used to examine the interview transcripts for career experiences identified as important for career success by minority- and majority-ethnic managers. An important difference between the groups was their perceptions of informal organisational processes. Researchers have argued that political skill may enhance individuals' power and control over informal processes (e.g. Ferris, Davidson & Perrewe, 2005) and have also suggested, but not yet tested, that minority groups may be disadvantaged in developing these skills (Ferris, Frink & Galang, 1993). Therefore, study three built on the findings of study two, and tested the 'political skill deficiency' hypothesis, by determining whether minority-ethnic employees (n=114) rated themselves lower on political skill than majority-ethnic employees (n=197), and whether this was associated with differential career success. Overall findings suggested that there were important differences in the way minority- and majority-ethnic managers made sense of their career experiences. Minority-ethnic employees' lower ratings of political skill were also associated with differential career success. Implications of these findings and practical initiatives to address differential career success are discussed in the final chapter, as well as directions for future research.

Many people from ethnic minorities experience disadvantage in the labour market in comparison to the white population. In general, they have lower employmen rates, suffer higher levels of unemployment, longer periods of unemployment, occupational and industrial segregation and lower earnings. However, different groups experience different levels of disadvantage. Whilst African Asians and Chinese experience broad parity with the white population, Indians and Caribbeans experience some disadvantage and Pakistanis and Bangladeshis experience 'severe' disadvantage. This thesis reports upon research based on an in-depth case study in Bristol and evaluates the positive action training programme delivered by an ethnic minority training provider.

Thesis (M.A. (Media Studies)) --University of Limpopo, 2014 / The purpose of this study was to investigate if there was any statistical significant difference in attitude towards Affirmative Action and job satisfaction of employees in the South African Broadcasting Corporation in Limpopo Province (SABC Limpopo Combo). The Attitude towards Affirmative Action Questionnaire (AAAQ) and the Job Satisfaction Questionnaire (JSQ) were distributed among employees/journalists (N=86) who were randomly selected. The results were analysed using the Chi-Square test and the t-test. The results revealed no statistical significant difference in attitudes towards Affirmative Action among employees or journalists and no significant relationship between attitudes towards Affirmative Action and job satisfaction. However, results revealed that senior employees/journalists were more satisfied than junior employees/journalists in (1) pay and benefits, and (2) job activities/work itself. Recommendations were made, which may be considered during the interpretation of organisational turnaround strategies and employment equity in workplaces or in the media.