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This research is an exploration of the experiences of visible minorities employed by a bank promoting employment equity since 1990. This study is based on a qualitative methodology. To collect the data, twenty-six members of the organization--eighteen visible minorities, four French Canadian and four managers--were interviewed. The analysis of the collected data showed a wide range of experiences within the sample. The promotion issue is the most important. Many respondants want promotions within the organisation and find that their progression is slow. Some respondants acknowledged that their supervisors were prejudiced against them as visible minorities, which they thought could slow down their career prospects. Overall, eleven out of the eighteen visible minorities interviewed believe that their special status has an impact on their experience at the bank. The subtle character of the disadvantage perceived by respondants should be the object of further research.

The contoured logic of apartheid in South Africa constructed racial, economic, social and political segregation, the consequences of which are still experienced today. In an attempt to alter the demographic weighting of disadvantage, the South African government has made concerted efforts to ‘deracialise’ South Africa most notably through Affirmative Action (AA) measures. Subjective, contextualised approaches to AA have received little attention both locally and internationally. This study aimed to explore AA from a social constructionist orientation with a focus on Potter and Wetherell’s discursive psychology. Semi-structured interviews were used to collect the data from 17 participants. The sample included both male (5) and female (12) participants and representation from all major race groups in South Africa. The findings illustrate how participants engage in discursive devices that rationalise a racial order of competence. The discourses also reflected polarised views of affirmative action. By and large, Black participants maintain that racial inequality still exists. White participants, on the other hand, continue to feel marginalised and discriminated against, by the policy. Furthermore, the results identify the various flavours in which redress can be realised. As new knowledge, the study also suggests that despite the negative experiences associated with AA, participants were generally in favour of the principles embedded within the policy. Ultimately this study suggests that AA continues to be a controversial subject which traverses many segments of life. / Thesis (Ph.D.)-University of KwaZulu-Natal, Durban, 2013.

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Cultural diversity in the United States is an issue of concern and organizations must now learn to function effectively with an increasingly diverse workforce. Since the history of U.S. organizations is a history of institutional discrimination against most ethnic and racial groups of people and the privileging of a dominant group, managing workforce diversity now constitutes one of the most difficult and important issues human resource professionals address. This study is concerned with the issues of workforce diversity, most specifically with how organizational members understand and respond to discrimination, and the utilization of this understanding to discuss implications for diversity trainers. The study analyzed data from a workshop questionnaire administered to individuals who participated in a specific organization-wide diversity training program. Self-reported critical incidents were used in gathering data about organizational members' perceptions and understandings around discrimination. An analysis of short answer self-reported responses was conducted, followed by a analysis of themes by age, ethnicity and gender. Emergent themes suggest that most organizational members encountered discriminatory incidents in the context of ongoing relationships, suggesting that it would be important for members to consider their responses in light of future consequences for the relationship. Since there are power dimensions inherent in many situations and there is a dominant cultural perception that conflict is destructive to relationships, responding to discriminatory situations may be perceived as a very high risk behavior. Many participants had difficulty responding assertively at the time of the incident and reported feeling uncomfortable, angry, hurt, embarrassed or sad about the incident. Even after thinking about it, most were still limited in their ability to think of alternative responses. Since most discriminatory incidents occurred in the context of ongoing relationships, diversity trainers and organizations may need to include a discussion of the power dimensions involved in addressing discrimination as well as address the overall U.S. cultural perception that conflict can only damage relationships. Diversity trainers as well as organizations may want to help their members frame conflict as opportunity for relationship development and discriminatory incidents as opportunity for learning.

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The daunting challenge that faces South African business is to redress the inequalities of past discrimination and to develop to its maximum the potential of every team member while remaining competitive. Some of the key challenges include creating a supportive and attractive work environment that's inclusive of diversity, staff retention and an organisational culture that will leverage diversity. The case study organisation faced similar challenges. In order to understand the dynamics a diversity workshop was designed and consulted from a systems psychodynamic paradigm. The primary task of the Diversity Workshop was to provide opportunities for members to study and learn about intrapersonal, interpersonal and inter group relationships in relation to diversity behaviour in the workplace. 50 participants attended the workshop and 22 participants completed the questionnaire. The content was analysed and themes from a psychodynamic stance identified. The overall objective of the workshop was met as it made unconscious behaviour visible, allowed participants to reflect, facilitated dialogue and enabled transfer of learning to the workplace. This approach allowed groups to move from basic assumptions to task oriented behaviour. / Industrial and Organisational Psychology / M. Com. (Industrial Psychology)

The shift from an ethnocentric, monocultural society to a more inclusive and democratic society should be accompanied by a national policy providing equal access to resources in a proactive, affirmative manner. This can be achieved in one of the two ways, either through equal employment opportunity or Affirmative Action. Affirmative Action is a specific intervention directed toward ensuring that employment opportunities are created by actively correcting imbalances caused by past discrimination and achieving employment targets. Equal employment opportunity implies an absence of discrimination, whereas Affirmative Action denotes compensatory discrimination in favour of disadvantaged groups.<br /> <br /> Affirmative Action is a supplement to, rather than equivalent to equal employment opportunities in that equality cannot be a genuine option where the effects of previous discriminatory practices have not been redressed. In an equal opportunities system, not all persons have the same chance of achieving the desired goal, but all are provided with equal means to achieve it. The unequal outcome of such a system is caused by the unequal skills for talents of the past discrimination, especially in terms of education and experience. All the Directors of Tygerberg Administration who responded to the questionnaires supported this and all of them agreed that training is necessary for all employees, especially the previously discriminated groups. The primary objective of Affirmative Action can therefore said to be the adequate advancement of disadvantaged groups for the purpose of securing equal rights, freedom and opportunities.<br /> <br /> Equal employment opportunity is seen as a passive agreement on the part of the employer not to discriminate against any particular group. Employers adhering to the principle of equal employment opportunity evaluates candidates for employment according to performance criteria which relates directly to the requirements of a particular position. Affirmative Action seeks to go beyond equal employment opportunity in that it recognises that, when members of disadvantaged groups constitute only a small percentage of the labour pool, passively providing equality of opportunity will not suffice in overcoming the effects of previous discriminatory employment practices. Affirmative Action employers are therefore given the mandate to identify and remove the barriers to the employment of those under-represented in the workplace. Merely removing the present obstacles to equality does not necessarily ensure equality between groups since the effects of previous discrimination need to be actively redressed.<br /> It can be noted that equal employment and Affirmative Action programmes should not be equated with each other as they imply different approaches to overcoming the effects of previous discrimination. Affirmative Action is said to be a supplement to, rather than the equivalent of equal employment opportunity, in that it is required to eliminate the barriers to real equality in the workplace. In this regard, it is essential to point out that Affirmative Action programmes are a means to an end, namely equal employment opportunity, and should not continue after this end has been achieved. Due to the similarity between the two terms, Affirmative Action and equal employment opportunity are often equated with one another when, in essence, they have different meanings.<br /> <br /> From the information gathered for this research it was clear that not many Blacks were employed in management and supervisory positions of the City of Tygerberg. The research revealed that despite adopting the Agreement on Affirmative Action and equal employment practice of the National Labour Relations Forum for Local Government as its policy framework, the Tygerberg Administration had not succeeded in meeting most of its obligations in terms of the above mentioned policy framework. This is largely ascribed to problems experienced with the implementation of equal employment and Affirmative Action programmes within the local authority. The methods of communicating these programmes to especially its lower category of disadvantaged employees to participate in training opportunities to improve their working skills, were not capitalised on. There was an unequal distribution of skills due to the effects of past discrimination, especially in terms of education. Active steps therefore need to be taken to ensure that the intentions of the local authority with repect to equal employment and Affirmative Action are implemented efficiently and effectively.