Read the summary in the section 00front of this document. / Dissertation (MA (Human Movement Science))--University of Pretoria, 2007. / Biokinetics, Sport and Leisure Sciences / unrestricted

This thesis describes cooperation of one specific international team, with emphasis on different cultural backgrounds of individual members. The aim of this work is to analyze mutual communication, conflict resolutions and cooperation of a particular team composed of members of the Slovak, Czech and South African nationality. Then suggest improvements in their cooperation. The aim of the work is also to compare personal cultural preferences of individual members with Hofstede's dimensions characterizing national culture of countries they represent. The practical part consists of questionning specific team of international IT Company, operating in Slovakia, Košice. Used research method was questionnare consisting of closed as well as opened questions. The results of the research are specific recommendations for improving the cooperation of the team.

La gestion des talents (TM) a une portée stratégique dans le succès des entreprises. En gestion des ressources humaines (GRH), elle nécessite la mise en place d’outils RH pour attirer, identifier, développer et retenir le capital humain afin de répondre aux enjeux d’une entreprise. À l’aube de la troisième décennie, ces enjeux portent davantage sur les besoins croissants d’innovation et de technologie. Dans un environnement de travail en perpétuelle mutation en raison de la digitalisation et de l’intensité de la concurrence, la gestion des talents initiale demande une remise en cause de son modèle exclusif, de sa capacité à créer de la valeur pour générer un avantage concurrentiel substantiel (Barney, 1991). Malgré le progrès observé dans la conceptualisation de la gestion des talents, l’approche inclusive qui considère tous les employés d’une organisation comme détenteurs d’un talent est très peu étudiée dans la sphère académique (Sheehan & Anderson, 2015). Cette approche inaugure pourtant l’accès à un vivier de talents plus divers, propice à satisfaire les objectifs stratégiques des entreprises de cette troisième décennie. Or, une meilleure compréhension de l’approche inclusive des talents nécessite l’apport de différentes perspectives et échelles d’interprétation. Une analyse complète de la gestion des talents requiert non seulement une étude du contexte national et sectoriel (macro), mais aussi la forme organisationnelle (méso) d’une organisation, puis la mise à l’échelle des perceptions et comportements des individus (micro) de cette organisation (Al Ariss & Sidani, 2016). Cette contextualisation de l’approche inclusive de la gestion des talents est l’objet de notre recherche. Il est proposé d’étudier l’inclusion des personnes issues de la diversité (différences de genre, origine ethnique, âge, formation, culture, etc.) dans le processus de gestion des talents d’un pays, d’une forme organisationnelle et d’une population stratégique données, dans la perspective d’un avantage concurrentiel. Notre analyse porte ainsi sur la place de la diversité en France, dans les activités de gestion des talents au sein des organisations fonctionnant par projet du secteur aérospatial, l’un des secteurs en forte demande en compétences techniques et technologiques. Les perceptions et comportements des talents de la génération Y seront également étudiés, des jeunes nés entre 1980 et 2000 fortement présents sur le marché de l’emploi. / Talent Management (TM) has a strategic reach in the success of companies. In human resources management (HRM), it requires the implementation of HR tools to attract, identify, develop and retain human capital in order to meet the challenges of an enterprise. As we approach the third decade, these issues are more focused on the growing need for innovation and technology. In a work environment that is constantly changing due to digitalisation and the intensity of competition, the initial Talent Management calls for a reconsideration of its exclusive model, its ability to create value to generate a substantial competitive advantage (Barney, 1991). Despite progress in the conceptualization of Talent Management, the inclusive approach that considers all employees of an organization as talent holders is poorly studied in the academic sphere (Sheehan & Anderson, 2015). This approach, however, opens the door to a more diverse pool of talent that will help meet the strategic objectives of companies in the third decade. A better understanding of the inclusive approach to talent requires input from different perspectives and scales of interpretation. A comprehensive talent management analysis requires not only a study of the national and sectoral (macro) context, but also the organizational form (meso) an organization, and then scaling the perceptions and behaviours of individuals (micro) of that organization (Al Ariss & Sidani, 2016). This contextualization of the inclusive approach to talent management is the focus of our research. It is proposed to study the inclusion of people from diversity (gender, ethnicity, age, training, culture, etc.) in a country’s Talent Management process, a particular organizational form and strategic population, with a view to a competitive advantage. Our analysis thus focuses on the place of diversity in France, in Talent Management activities within organizations operating per project in the aerospace sector, one of the sectors in high demand for technical and technological skills. The perceptions and behaviour of millennial talent will also be studied, young people born between 10 and 2000 with a strong presence on the labour market.

The main aim of this study is to explore and determine the effect of an organisation team sport intervention on a number of diversity constraints in two financial organisations. The diversity constraints relevant in this study are race, ethnicity, generation gaps, gender, sexual orientation, socioeconomic status, age, physical abilities, religious beliefs, political beliefs, parental status, education and income. The main aim is to determine whether organisation team sport interventions impacted on the participating employees’ relationships, trust and respect towards one another, despite their differences in culture, age, gender and religion. The study was conducted among 26 employees of the two financial organisations that participate in organisation team sport. The data were collected by means of focus group interviews and individual interviews. The results indicated that a strong bond is established between employees in the organisation during organisation team sport. Employees are encouraged to share information, which leads to increased productivity. Business relationships can be created whilst talking sport, attending sport events or playing sport. The conclusions was made that organisation team sport is therefore a vehicle for creating opportunities to share goals and visions, improving individual commitment, improving cohesion, increasing trust and respect in a workforce, improving communication between employees and enhancing employees’ knowledge of other employees. The contributions that organisation team sport makes to an organisation are all requirements for effective diversity management in the workplace. Copyright 2010, University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. Please cite as follows: Joubert, YT 2010, Organisation team sport interventions to minimise diversity constraints in the workplace, MCom dissertation, University of Pretoria, Pretoria, viewed yymmdd < http://upetd.up.ac.za/thesis/available/etd-02222012-111732 / > C12/4/194/gm / Dissertation (MCom)--University of Pretoria, 2010. / Human Resource Management / unrestricted

A mini-dissertation submitted in partial fulfillment of the requirements for the degree of Master of Education in the Department of Educational Planning and Administration at the University of Zululand, South Africa, 2009. / This study was influenced by multiplicity of policy documents such as national Constitution (Act 108 of 1996), White Paper 6 of 2001 and the South African Schools Act (Act 84 of 1996), which provides for an inclusive educational system in which diverse racial groups and genders of different ability can co-exist and enjoy educational opportunity unimpeded. Such a system of education calls for diversity management within the school, where differences are to be found among teachers and learners, even though they share a common history. The inclusion of learners and teachers from vastly different milieus may indeed be a noble endeavour, but accommodation of these differences within the same school becomes a complex task for school managers. The diversity that must be catered for include a wide range o religious and cultural mores and standards, varying levels of physical an mental ability, a wide array and talents and different sexual orientations, lifestyles, family norms and languages in individual educational institutional. This study investigated the role of primary school principals in managing diversity in Umbumbulu Circuit in the Mafa, Amanzimtoti and Umbumbulu Central Wards. In carrying out this project, the researcher also reviewed relevant literature on policies that provide for the implementation and management of diversity and strategies for optimising the use of learning opportunities in schools. The role of the principals in managing diversity in this regard was highlighted. The following are some of the key findings that emanated from the empirical study: ■ There is a lack of institutional policies that mandate the principals and staff in the management and implementation of diversity. ■ There is a lack of stakeholder involvement in managing diversity. On the basis of the above findings referred to above, the researcher recommends, among others, that every primary school principal and teacher should be trained adequately to manage diversity effectively. Furthermore, the School Governing Body, parents, teachers and learners should be actively involved in managing diversity. The Department of Education should provide meaningful and adequate support services to principals and schools to ensure that diversity is managed efficiently and effectively. This study may prove to be valuable in assisting schools to make the process of diversity management really inclusive, because it encourages open discussion and negotiation between schools and their stakeholders.

Globalization requires that organizations in a broad variety of sectors collaborate with individuals from different ethnic groups around the world (Harrison, Price, & Bell, 1998). Cross-cultural collaboration involves various processes including information sharing that are critical to tasks such as decision making, innovating, and problem solving (Homan, van Knippenberg, van Kleef, & De Dreu, 2007). This research examines the role of openness to diversity and perceived similarity on the relationship between surface-level ethnic diversity and information sharing. Results suggest that participants in the homogeneous ethnic condition shared more information than those in the heterogeneous condition. Findings also indicate that openness to diversity mediates the relationship between surface-level ethnic differences and information sharing across condition when individuals do not perceive other team members to be very similar. Implications from this research suggest that attitudes about diversity matter and can potentially help ethnically diverse teams to share information and overcome challenges to collaboration.

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This study explores the conceptualisation of glass ceiling by Bahraini female managers in their bid to attain senior management position as a career advancement. It assesses their perception of the concept of the glass ceiling, and what coping mechanisms adopted in eliminating barriers and empowering women to attain senior executive positions in the finance sector. The study identifies gender discrimination as a cause that impedes female career progression to senior management levels in the banking industry which originate in multiple environmental levels: organisation barriers (i.e. meso level), societal barriers (i.e. macro level) and individual barriers (i.e. micro level). The study adopts a qualitative approach to uncover the research questions and conducted in-depth semi-structured interviews with 37 Bahraini female managers in the banks to extract their lived experiences on barriers that hamper their advancement to senior levels. The study captures barriers common to women within an Arabic-Islamic cultural context and seeks to explore its differences from the barriers experienced by western women in their career. The study found out that women’s career progression is affected by social, religious and cultural dogmas, gender stereotype, individual limitations, and organizational structures. This study finds that patriarchal societal pressures, cultural norms, and religious studies influence glass ceiling experienced by Bahraini women. The findings also revealed the limited ability of women to take decisions that affect their advancement. Furthermore, this study highlights the differences in experiences between the majority of women in Western countries where they have autonomy and freedom as their male counterparts in the society. The societal norms and culture appear to undermine women’s empowerment and result in stress, tension and losing valuable talent within the work milieu. The research also revealed the strive by women under the pressure of organisational, societal and individual barriers and the influence of the religious aspects impeding their career progression. The study has added a new insight by emphasising on the value of empowerment for women as a key to breaking the glass ceiling. The analysis shows barriers are varied by the level of empowerment of women, where empowered women can overcome the barriers they encounter while disenfranchised women believed that the barriers operate to their disadvantage and justification for not attaining senior executive positions by making it stiffer. The study concludes there is a need for the re-evaluation of the foundational rubric of the education system on gender equality at an early stage and empowering women in several aspects. These include building up women's capacity by training, mentorship, and networking, presenting inspiring female role models, temporary measures such as mandatory quota, and raising awareness regarding gender equality and emphasis on revising the educational curriculum at schools.

This study is within the field of Industrial and Organisational Psychology. It focuses on the relationship between diversity management and organisational climate dimensions. The literature review indicates that most of the research conducted on these two concepts, diversity management and organisational climate investigated the concept diversity, not diversity management (Cox, 1993; Hicks-Clarke & Hies, 2003). This study specifically explores diversity management in a retail organisation. The empirical component of the study includes confirmatory factor analysis, reliability analysis and a correlational study investigating the relationship between diversity management and organisational climate. It was found that there is a positive and strong relationship between diversity management and organisational climate. Diversity management seems to correlate highly with the following climate dimensions: policies and procedures, discrimination, gender issues, equality in conditions of employment and employment equity. The results indicate that younger employees have more positive views regarding diversity management, and middle aged employees have less positive views regarding diversity management. / Industrial and Organisational Psychology / M. Admin (Industrial and Organisational Psychology)

This study is within the field of Industrial and Organisational Psychology. It focuses on the relationship between diversity management and organisational climate dimensions. The literature review indicates that most of the research conducted on these two concepts, diversity management and organisational climate investigated the concept diversity, not diversity management (Cox, 1993; Hicks-Clarke & Hies, 2003). This study specifically explores diversity management in a retail organisation. The empirical component of the study includes confirmatory factor analysis, reliability analysis and a correlational study investigating the relationship between diversity management and organisational climate. It was found that there is a positive and strong relationship between diversity management and organisational climate. Diversity management seems to correlate highly with the following climate dimensions: policies and procedures, discrimination, gender issues, equality in conditions of employment and employment equity. The results indicate that younger employees have more positive views regarding diversity management, and middle aged employees have less positive views regarding diversity management. / Industrial and Organisational Psychology / M. Admin (Industrial and Organisational Psychology)