The study sought to establish the effect of age, gender, job level and race on attitudes towards affirmative action. A research was conducted in a government organisation in the security cluster in one of the provinces in South Africa. Findings indicated that men and women’s disposition towards affirmative action was positive. Employees at different job levels and varying age groups were also positive towards affirmative action in general. There were significantly lower numbers of white participants and those on senior management levels such that this cannot be objectively reported. The generally positive regard employees have towards affirmative action is good for the organisation if it wants to build a cohesive culture that is non sexist and does not discriminate on the basis of job level and age. / Industrial and Organisational Psychology / (M. Com. (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)

Thesis (LLM (Mercantile Law))--University of Stellenbosch, 2007. / The collapse of Enron, WorldCom and other companies and the worldwide adoption of codes of good corporate governance have highlighted the poor standard of corporate governance systems and brought about big changes in this field. Corporate scandals in Britain and South Africa have contributed to greater local awareness of the failings of traditional company governance. In the Anglo-Saxon system non-executive directors are important watchdogs over powerful executive directors and other managers who are in a position to abuse their powers to the disadvantage of the shareholders. As independent supervisors non-executive directors are in a position to protect the interests of shareholders and prevent the manipulation of power relationships by executive managers. Independent supervision is of the outmost importance to ensure effective corporate governance. It contributes to the objectivity of the decision-making process and also to the appointment of other efficient non-executive directors. Independence of non-executive directors is influenced by the limited candidates in the pool from which they are appointed. This leads to a limited number of non-executive directors serving on multiple boards of directors, which in turn compromises their independent supervision function. The promotion of diversity on company boards, can expand the “limited gene pool” of non-executive directors. The question arises whether black economic empowerment, as a mechanism to promote greater diversity, has in South Africa contributed to a wider gene pool from which non-executive directors are appointed? In this study it is concluded that, instead of widening the gene pool of non-executive directors, black economic empowerment is creating a second “gene pool” of black directors who serve on multiple boards and with potential implications for their independence.

Thesis (PhD)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: Organisation development is an emerging behavioural science discipline. Its goals are to make organisations more effective and to develop individual potential. For this reason organisation development provides a set of methodologies to bring about organisational change and improvement systematically. The techniques introduced by organisation development adhere to a set frame of values. This research proposes that organisation development, as an evolving discipline, can depend on the management of diversity as a tool for change under certain conditions. Organisations are faced with the problem of surviving a fiercely competitive world. This they have to do with a workforce that is becoming increasingly diverse. Diversity as highlighted in this study, is a complex phenomenon. It does not entail only race and ethnicity as is sometimes believed, but also incorporates aspects like cultural differences and individual preferences. The traditional view of diversity has been assimilation, where race and other differences were standardised in a type of melting pot. In real life groups want to retain their individuality and this is being increased by today's non-hierarchical, collaborate and flexible management styles. The challenge is therefore to acknowledge differences and then to get the same and even more productivity from a diverse workforce as had been the case with the homogeneous workforce. This must be done without artificial programmes, standards or barriers. The limited data strongly suggest that efforts to manage diversity, as undertaken by leading organisations, have been fairly successful in improving performance regarding productivity, absenteeism and turnover. If diversity is ignored or improperly managed, it could become a detractor from performance. On the other hand, if diversity is managed well, organisations will be able to make diversity an asset to performance. This research shows that the management of diversity can and should be used to change organisation culture and to promote satisfactory performance. In this regard the monoculture of the South African Police Services is described as an example of an organisation culture that hampers the personal growth of its members and thus leads to ineffectiveness. This study identifies the main characteristics of the so-called police culture that prevents the organisations performance from being effective. It does so in the light of recent quantitative and qualitative research. Out of this a framework is developed that can be used to implement the management of diversity. The study also proposes proposals to utilise the management of diversity as an organisational development technique. For this purpose a measurement instrument is developed. The dissertation concludes with an exposition of strategies that the South African Police Service can implement on individual, group and organisation level, to manage diversity effectively. / AFRIKAANSE OPSOMMING: Organisasie-ontwikkeling, 'n ontluikende gedragswetenskaplike dissipline, het as doelwit die verhoging van organisasies se effektiwiteit en die ontwikkeling van individue se potensiaal. Om dié rede maak organisasie-ontwikkeling voorsiening vir 'n stel metodologieë gerig op die stelselmatige teweegbring van organisatoriese verandering en verbetering. Die tegnieke wat deur organisasie-ontwikkeling toegepas word, is op 'n vaste waardestelsel gefundeer. Hierdie navorsing doen aan die hand dat organisasie-ontwikkeling, as 'n jong dissipline, onder sekere omstandighede kan reken op die bestuur van diversiteit as 'n instrument vir verandering. Organisasies kom te staan voor die probleem van oorlewing in 'n hoogs mededingende wêreld en kan dit slegs aandurf met die beskikbare menslike hulpbronne van 'n toenemend diverse aard. Diversiteit, soos in hierdie studie toegelig, is 'n komplekse verskynsel wat nie slegs, soos dikwels aanvaar, ras en etnisiteit behels nie, maar ook aspekte soos kulturele verskille en individuele voorkeure insluit. Die tradisionele siening van diversiteit was een van assimilasie waar ras en ander verskille in 'n tipe smeltkroes gestandaardiseer is. In die werklike lewe wil groepe hul individualiteit behou, 'n beginsel wat bevorder word deur die hedendaagse nie-hiërargiese, samewerkende en buigsame bestuurstyle. Die uitdaging is dus om, met erkenning van die verskille, met die diverse arbeidsmag selfs hoër produktiwiteit te behaal as met 'n homogene arbeidsmag. Dit moet sonder kunsmatige programme, standaarde of hindernisse bewerkstellig word. Die beperkte data laat deurlopend blyk dat die diversiteitsbestuurspogings, soos deur vooraanstaande organisasies aangewend, in 'n mate geslaag het om verbeteringe in produktiwiteit, werksafwesigheid en arbeidsomset teweeg te bring. Indien geïgnoreer of swak bestuur, kan diversiteit nadelig op produktiwiteit inwerk, soos die teendeel ook waar is, naamlik dat diversiteit, wanneer goed bestuur, tot voordeel van produktiwiteit kan wees. Hierdie navorsing toon dat die bestuur van diversiteit kan en behoort gebruik te word om organisasiekultuur te verander en om bevredigende werkverrigting te bevorder. In hierdie verband word die monokultuur van die Suid-Afrikaanse Polisiediens beskryf as 'n voorbeeld van 'n organisasiekultuur wat die persoonlike groei van lede strem en so tot oneffektiwiteit aanleiding gee. Aan die hand van resente kwantitatiewe en kwalitatiewe navorsing identifiseer hierdie studie die hoofkenmerke van die sogenaamde polisiekultuur wat belemmerend inwerk op effektiewe werkverrigting. Hieruit word 'n raamwerk ontwikkel wat gebruik kan word vir die implementering van diversiteitsbestuur. Die studie doen ook voorstelle aan die hand om die bestuur van diversiteit as Organisasie-Ontwikkelingstegniek te optimaliseer. Vir die doeleindes word 'n meetinstument ontwikkel. Die proefskrif sluit af met 'n uiteensetting van strategieë wat die SA Polisiediens vir die effektiewe bestuur van diversiteit op individuele, groeps, organisasie en interorganisatoriese vlakke kan implementeer.

Thesis (MA (Public and Development Management))--University of Stellenbosch, 2009. / Sexual orientation (discrimination) as a part of diversity management in organisations is a controversial issue and people in management positions are not always comfortable to address issues relating to gay employees. This is evident from the lack of adequate policies and processes that exist within public organs. Ignorance and prejudice, heterosexism and homophobia, religious and moral beliefs and stigmatisation contribute to why employees discriminate against their co-workers based on sexual orientation. The following measures can be taken by the organisation in combating this phenomenon: • Writing anti-discriminatory statements. • Re-evaluating the current state of the organisational culture and whether it is supportive of gay employees disclosing their sexual orientation at work. • Developing an employee assistance programme. The success of these measures will largely depend on the capacity of the Human Resource department in making the organisation more inclusive. Therefore, the Integrated Development Plan of Stellenbosch Municipality as its organisational strategy plays a vital role in this entire process, as it cannot be separated from the Human Resource management strategy of this organisation. These initiatives will only be effective and efficient if there is commitment from top management as well as the employees to ensure a safe work environment for lesbian, gay and bisexual employees.

Thesis (MPA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: This research assignment is intended to evaluate the current strategies employed by the City of Tygerberg to manage diversity and its related aspects namely change management, organisational development and organisational culture and thus to identify possible shortcomings in the current strategies employed by the City of Tygerberg and make possible suggestions for improvement. Considering its aim, boundaries have been defined in the research assignment by identifying four areas of concern to be addressed namely diversity management, change management, organisational development and organisational culture. The review of the theoretical perspectives of diversity management, change management, organisational development and organisational culture within the organisational context is also intended to review theory on the identified areas of concern with the aim of creating understanding by the City of Tygerberg for the challenges presented by diversity. The historical background of the organisation in question, the City of Tygerberg, is discussed as well as its vision and envisaged future, with the aim of establishing the corresponding mission and goals to be achieved by the organisation. The relevant legislation which refers to the importance of diversity management and the organisational policies in place addressing the various aspects related to diversity are also reviewed. In order to collect data the researcher designed a self-administered questionnaire which was distributed to the various members of the target group namely the Chief Executive Officer, Manager Human Resources, Manager Training and Development and the Director of Administration. The findings of the research process are then used to make possible suggestions and recommendations for addressing the identified possible shortcomings, with the intention of strengthening the existing methods employed the City of Tygerberg. / AFRIKAANSE OPSOMMING: Die doel met hierdie navorsingsprojek is evaluering van die bestaande strategiee toegepas deur die Stad Tygerberg vir diversiteitsbestuur en verwante aspekte soos die bestuur van verandering, organisasie-ontwikkeling en organisasiekultuur om sodoende moontlike tekortkominge in die bestaande strategiee te identifiseer en moontlike voorstelle vir verbetering te maak. In aansluiting by die doel is daar ter afbakening vier relevante terreine vir ondersoek geidentifiseer, te wete, diversiteitsbestuur, veranderingsbestuur, organisasie-ontwikkeling en organisasiekultuur. Die oorsigtelike beskouing van die teoretiese perspektiewe rakende diversiteitsbestuur, veranderingsbestuur, organisasie-ontwikkeling en organisasiekultuur binne die organisatoriese konteks is ook gerig op teoriehersiening betreffende die geidentifiseerde terreine ter wille van begripskepping by die Stad Tygerberg vir uitdagings gesteI deur diversiteit. Die historiese agtergrond van die ter sprake organisasie, die Stad Tygerberg, word bespreek, asook sy visie en beoogde toekoms, met die oog op daarstelling van 'n verbandhoudende missie en doelwitte vir verwesenliking deur die organisasie. Die relevante wetgewing met betrekking tot die belangrikheid van diversiteitsbestuur en die organisatoriese beleide van toepassing op die verskillende verwante aspekte van diversiteit word ook in oënskou geneem. Met die oog op data-insameling het die navorser 'n vraaglys ontwerp wat versprei is na verskillende lede van die teikengroep, naamlik, die Hoofuitvoerende Beampte, die Hoof Menslike Hulpbronne, die Hoof Opleiding en Ontwikkeling en die Direkteur Administrasie. Die bevindings van die navorsingsproses is gebruik om moontlike voorstelle en aanbevelings vir aanspreking van die geidentifiseerde moontlike tekortkominge te maak, met die oog op verstewiging van die bestaande metodes toegepas deur die Stad Tygerberg.

Thesis (MBA)--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: The phenomenon of transformation was originally conceived, in a South African context, as a political strategy driven by socio-political force with the objective of fostering change based on principles of enhancing human dignity and promoting equality in all aspects of society. The workplace was one of the areas that first experienced the consequences of transformation, encouraged mainly through legislation such as the Employment Equity Act (No. 55 of 1998). The manner in which affirmative action measures may be implemented is determined by the Employment Equity Act (No. 55 of 1998), which aims to ensure that the legacies of apartheid in the South African workplace are redressed. In this regard, employment equity will, over time, be achieved by promoting equal opportunity and fair treatment through the elimination of unfair discrimination and through the implementation of affirmative action measures to advance Black people, women and people with disabilities. Regardless of legislative imperatives, South Africa has failed quite markedly to realise the promotion of greater equality between all South Africans in the workplace. Black South Africans and women are still seriously under-represented in top and senior management posts. The key findings of the 2007/8 Employment Equity Report prepared by the Commission for Employment Equity for the National Department of Labour showed low representation of Blacks at top level management, senior management, and professionally qualified and middle management levels, as compared to their white counterparts. The challenges for organisations to transform are multi-faceted and include skills shortages, homogeneous organisational cultures, a lack of commitment and a failure to incorporate proper human resource strategies. Organisations require a commitment by all members, particularly the leaders, to examine the norms, customs, values and practices which militate against establishing a culture of valuing diversity. A holistic approach that changes organisational systems, practices and policies as well as the individual attitudes and values needed to create a valuing diversity culture should propel an organisation towards true transformation. / AFRIKAANSE OPSOMMING: Die verskynsel van transformasie is oorspronklik in die Suid-Afrikaanse konteks ontwikkel as 'n politieke strategie aangedryf deur sosiopolitieke kragte en met die doel om verandering te bevorder, gebaseer op die beginsels van die verbetering van menswaardigheid en die ondersteuning van gelykheid in alle aspekte van die samelewing. Die werkplek was een van die areas waar die gevolge van transformasie eerste ondervind is, hoofsaaklik bevorder deur wetgewing soos die Wet op Gelyke Indiensneming (No. 55 van 1998). Die wyse waarop maatreels vir regstellende aksie geimplementeer mag word, word deur die Wet op Gelyke Indiensneming (No. 55 van 1998) bepaal. Hierdie wet het ten doel om te verseker dat die erfenis van apartheid in die Suid-Afrikaanse werkplek reggestel word. In hierdie opsig sal gelyke indiensneming mettertyd bewerkstellig word deur gelyke geleenthede en billike behandeling aan te moedig deur die uitskakeling van onbillike diskriminasie en deur die implementering van regstellende-aksiemaatreels om swart mense, vroue en gestremde mense te bevorder. Ongeag van wetgewing het Suid-Afrika in hoe mate misluk in die daarstelling van groter gelykheid tussen alle Suid-Afrikaners in die werkplek. Swart Suid-Afrikaners en vroue is steeds ernstig onderverteenwoordig in top- en senior bestuursposte. Die sleutelbevindings van die 2007/8 Verslag oor Gelyke Indiensneming voorberei deur die Kommissie vir Gelyke Indiensneming vir die Nasionale Departement van Arbeid, het aangetoon dat swartes in vergelyking met hul wit ewekniee swak verteenwoordig is op die vlak van topbestuur, senior bestuur, professioneel gekwalifiseerdes en middelbestuur. Die uitdagings vir organisasies om te transformeer het vele fasette en sluit in 'n tekort aan vaardighede, homogene organisasiekulture, 'n gebrek aan toewyding en 'n gebrek aan die toepassing van behoorlike strategiee vir menslike hulpbronne. Organisasies vereis toewyding van alle lede, veral die leiers, om die norme, gewoontes, waardes en praktyke te ondersoek wat in stryd is met 'n kultuur waarin waarde geheg word aan diversiteit. 'n Holistiese benadering wat organisasiestelsels, -praktyke en -beleid verander, asook die individuele houdings en waardes wat nodig is om 'n kultuur te skep wat waarde heg aan diversiteit, behoort 'n organisasie op die pad te plaas na ware transformasie.

This thesis examines library managers' attitude to the composition of the library workforce and their perceived resources and power to promote a library workforce which better represents the community in which it operates. What do the managers consider causes this composition and what changes do they find possible to implement in the future. The method used for collecting the material was e-mail and telephone interviews. The material is analyzed mainly through Taylor Cox' theories about the multicultural organization in which Cox demonstrates the positive impact that cultural heterogeneity has at a workplace by creating non-discriminatory effective organizations in which people from all different socio-cultural backgrounds are included. Some intersectional theory and related research also form the basis for the analysis. The results show that managers are very much aware of the problem of an overly homogeneous library workforce. They express that diversity needs to increase in all public institutions for it to take place in a library context. They also believe that the most limiting factor of the ability to conduct successful diversity efforts is a lack of resources, time and budget. There is a widespread perception among the managers that a change in recruitment strategies must be implemented in order to overcome the homogeneity. The thesis further highlights a couple of managers' lack of sufficient diversity knowledge. Without the relevant knowledge among managers, one can not expect diversity strategies to be formulated adequately or implemented satisfactorily. Although the managers claim an eagerness to make a change, there is a lack of practical suggestions on which to act in their responses. However, it is not solely in the library managers' hands to improve the current situation, it requires everyone with influence on this issue to make it prioritized. This is a two years master’s thesis in Archive, Library and Museum studies.

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.

This thesis analyses the gender dimensions of work-life balance policies in the UK. It focuses on three related questions: firstly, to what extent are work-life balance policies framed by 'diversity'; secondly, how does this impact on the conceptualisation and implementation of work-life balance policies (in government and in organisations); and thirdly, what are the implications for gender equality? Through analysing published research, the UK Government's work-life balance agenda and data generated from three selected case study organisations, the prominent dimensions of diversity that shape the conceptualisation and implementation of work-life balance policies are presented. This thesis argues that the concept of diversity - as defined by the feminist literature - offers the potential to progress gender equality through overcoming the same-difference dichotomy, and by recognising multiple aspects of identity. However, this theoretical potential is not necessarily reflected in practice. With the emphasis on the individual worker and choice, diversity has been primarily defined as 'managing diversity', and has a significant affect on how work-life balance policies have been applied in both government policy and organisational practice. The UK Government states that work-life balance policies are meant to provide everyone with opportunities to balance work with other aspects of life. The current policy framework targets parents and in particular mothers, potentially limiting the choices that men and women have to 'work' and 'care'. Locating work-life balance policies within the context of 'managing diversity' supports and facilitates women's employment, but does not necessarily challenge fundamental gender disparities such as occupational segregation and gender pay gaps. Analysis of the UK Government's current agenda and organisational case studies show that despite progressive equality, diversity and worklife balance agendas, work-life balance policies are limited in challenging persistent structural gender inequalities.