The purpose of this study is to explore the attitudes of middle managers towards cultural diversity and cultural diversity management. A qualitative method of research was chosen to carry out the study. Twenty middle managers from four different companies in the Greater Durban Area were interviewed. One of the main findings of the study was that managers displayed positive attitudes towards cultural diversity and cultural diversity management. However, it was also found that whilst the attitudes displayed towards people of different cultures and races remained positive, little was done in terms of managing the differences that these people brought to the organisation. It was also found that organisations were agreeable to complying with legislative frameworks such as affirmative action and equal employment opportunities to manage diversity. Furthermore, it was established that factors such as understanding, tolerance and acceptance were perceived to be vital "ingredients" to helping diverse people feel accepted and wanted in the company. This was due to their role in increasing productivity levels and decreasing turnover. However, it was uncovered in the literature review, that complying with legislation alone was not enough to manage cultural diversity. If organisations want to unleash the true benefits of diversity management, they wi ll need to recognise people with these differences and simultaneously accept and manage these differences. / Thesis (M.A.)-University of Natal, Durban, 2000.

The end of apartheid in South Africa in 1994 brought with it the task of redressing past discriminatory practices. The Employment Equity Act (No. 55 Of 1998) passed in 1998 stipulated that designated employers implement affirmative action in order to provide equal employment opportunities to all including the previously disadvantaged or designated groups who are primarily blacks, the disabled and women (Charlton and Niekerk, 1994:. xxii). Affirmative action is not something to be done for political expediency and fear of legislation alone. Shifting markets and consumer needs require demographic representation at all levels in the organization. Addressing the incredible shortage of available skills, compounded by the tendency not to grant equal employment to designated groups who already have skills, suggests the need for demographic considerations in terms of long-term employment needs. Bringing human resources up to world-class standards will mean addressing the deficiencies that have emanated from the apartheid system. This study focuses on the relationship between gender, equality and the concept of affirmative action. The purpose of this study is to investigate the perceptions of South African male broadcasters towards affirmative action especially where the policy is targeted towards women. Male broadcasters at SABC KwaZulu-Natal are used as case studies. South African Broadcasting Corporation (SABC) not only embraces affirmative action but also reports on it. Previous studies on affirmative action in media institutions tend to focus on women and thus this study uses men as case studies to make this area of research more complete. South African men are not a homogenous category. There are class, racial, religious, language, urban/rural, cultural and age lines of division among them (Nzimande and Sikhosana, 1996: 82). This being the case, the study investigates the different perceptions held by South African male broadcasters of different races concerning gender-based affirmative action. Issues discussed in this study include: • Understanding of the concept affirmative action • Need for the implementation of affirmative action • Perceptions ofmen towards work Men and power in organizations • Perceptions towards management • Perceptions towards female broadcasters • Perceived factors that hinder women from upward mobility • Possibilities for informal discrimination Studies on affirmative action have more frequently than not been examined in the context of feminist theories, for example, Susan Manhando's study (1994), 'Towards affirmative action: Issues of race, gender and equality at the SABC: Case studies of Natal women broadcasters' and Farhana Goga's (2000) 'Towards affirmative action issues of race and gender in media organizations: A study on South African media organizations,' to cite but two examples. This study moves beyond this rubric to include both patriarchy and masculinity theories as part of the theoretical framework upon which data analysis is interpreted and discussed. I see the findings of this research as the basis for further investigation into perceptions of South Africans from different races towards affirmative action policy. / Thesis (M.A.)-University of Natal, Durban, 2002.

The ANC government’s quest for economic transformation in the post-apartheid South Africa came up with black economic empowerment policy. Equal participation in the economy especially for the previously disadvantaged was one of the stated aims of black economic empowerment. This study discusses black entrepreneurs’ perceptions of business transformation in Durban in the context of lack economic empowerment. Qualitative interviews were conducted with fourteen black entrepreneurs that were indentified and located through purposive and snowball sampling methods. The study found out that while there is an appreciation of BEE policy and the transformation that has already taken place, there is also a healthy criticism, discontent, skepticism and impatience over the pace of transformation and implementation of BEE policy. / Thesis (M.Dev.Studies)-University of KwaZulu-Natal, Durban, 2013.

Affirmative Action has been around in South Africa for about two decades. Recently, the government decided to impose Affirmative Action through the Employment Equity Act. Organisations are anxious to transform their demographical composition across job categories, particularly into management. One of the problems organisations faced in the past and may continue to face in the future is the perceived short tenure ('Job hopping") of black employees. The impression has been created that black employees are taking advantage of the favourable employment market and constantly keep moving on to jobs that offer better packages. The aim of this study is to investigate how organisations are trying to manage this problem . Five Human Resources systems/criteria i.e. selection, training and development, career management, pay and socialisation were identified in the theory as instruments with which employees could be retained. in-depth case studies were conducted at two large banks (A and B) in Kwazulu Natal to establish and compare the relationships that these human resources criteria might have with the retention of black employees. To obtain this information, a structured interview schedule with open-ended as well as closed-ended questions was used. Face to face interviews with a senior Human Resources Practitioner from each bank as well as two current and two exemployees from each bank were conducted. The resulting data was captured onto a computer and analysed statistically. The results of the research showed that the bank that scored the best (bank A) on the implementation of these five retention-related criteria also had the highest turnover of black employees. This was contrary to what was anticipated. The research also found that there was little uniformity in practice between the two banks regarding which criteria they were emphasising within their respective organisations. Furthermore, current and ex-employees bad different perceptions to management regarding how well these criteria were being implemented. The findings suggest that when employees are developing they are content and tend to stay longer. They further indicate that in order to reduce black employee turnover, management should recruit individuals with potential and develop them, rather than purchasing skills from the outside. The findings also show that whilst management might have good Human Resources systems at it's disposal, the implementation thereof needs to be of a high standard and well-controlled in order to optimise retention. / Thesis (M.A.)-University of Natal, Durban, 2000.

This research focuses on the experiences of Africans within the management ranks in South African organisations in the private sector. It examines progress (successes and failures) in the implementation of affirmative action programmes. The research further examines power as a concomitant of the managerial role. It argues that the approach that uses the notion of socio-psychological barriers directed to the individual aspirant may be incomplete in explaining lack of mobility if it fails to account for the broader power dynamics and structures within South African organisations. Furthermore, it explores attributes of individual managers as well as those of organisations in order to establish the fit between the individual and the organisation, looks at practices that are often associated with affirmative action programmes and describes empirically the experiences of black managers in such settings. The research concludes that in the absence of programmes that enable aspirant executives to empower themselves psychologically for upward mobility, affirmative action programmes may not be sustainable. The underlying assumption of this research is that the historical legacy which subjected Africans to an official policy of discrimination for decades impeded their upward mobility in the labour market, thus enabling the white labour force to occupy a position of privilege in the private sector. In such settings white managers are confronted with the role of implementing affirmative action programmes which pose a threat to the privileges they have grown accumstomed to. White managers are thus perceived by their black counterparts as reluctant agents of change. The research is guided by the hypotheses that where blacks in managerial positions perceive themselves as being unable to influence organisational decisions, or as having no control over resources, people and information, they would feel that affirmative action is disempowering. To obtain the required information a structured interview schedule with both open ended and closed-ended questions was used. Questions tapped the perceptions of black managers regarding their empowerment in employing organisations. Face-to-face interviews with 100 black managers from the private sector were conducted by the author. The resultant data was captured on a computer data base and then subjected to various forms of statistical analyses. The main predictor of feelings of empowerment was found to be the manager's centrality in decision-making processes. It was also found that positive relationships with superiors and colleagues influenced feelings of empowerment, as did membership of corporate clubs. Job rank was positively related to relationships with superiors and colleagues. It was also found that affirmative action environments presented this group with some contradictions: they advanced much slower than their white colleagues, and supervised largely, or only blacks, and/or are in specialist positions with no budgetary control. Organisational climate factors (negative attitudes and unfair promotional practices) were still perceived to be in place. Educational qualifications were not found to be good predictors of empowerment. The findings suggest that affirmative action programmes need to take the heterogeneity of managers into account. Management must show that managing diversity is crucial to their productivity and competitiveness. It is also important for such programmes to examine the format of corporate clubs, and consider altering them to accommodate the social reality of black managers. Lastly, a fundamental transformation of power relations is necessary so that decision-makers operate from more or less the same level of power. / Thesis (Ph.D.)-University of Natal, Durban, 1996.