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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)