Thesis (MPA)--Stellenbosch University, 2013. / ENGLISH ABSTRACT: This thesis examines the perceptions of the staff of the Department of Local Government in the Western Cape (WC) regarding workforce diversity as part of diversity management. A literature review is presented and this research shows that organisations in South Africa and around the world have come a long way with regard to understanding and appreciating workforce diversity. The literature review also revealed the important facilitating role HR diversity management plays in improving the performance of organisations, as well as in creating unity amongst employees. What is also important is the fact that organisations now understand and realise the important role diversity management programmes and practices play in their own survival. Therefore various steps are available for organisations to ensure that the benefits are achieved from having diverse employees in their workplace while effectively integrating these employees into the organisation. A background on the Department of Local Government (WC) is provided, which highlights the Department’s priorities and Key Performance Areas (KPAs) as set out in its Annual Performance Plan (APP). The KPAs of the Department are dynamic and not influenced by political shifts, as in the case of municipalities. However, the priorities of the Department are similar to the strategic objectives that are embedded within the 30 municipalities. The priorities of the Department are parallel to those of the municipalities’ priorities in order to ensure that the Department and municipalities achieve their objectives together. It is therefore the Department’s responsibility to assist municipalities in achieving their strategic objectives by constantly monitoring and evaluating their level of performance. If a municipality performs badly, the Department must assist where necessary. The research findings regarding diversity management show that the employees are unaware whether a diversity management policy has ever existed or whether any training of such a nature has been conducted within the Department. Data show that limited effort has been made by the Department to develop a diversity management policy. The findings also indicate that more diversity management programmes and training are needed, in order to bring about awareness of workforce diversity and the successful management of diversity. What was also clear is that not enough diversity audits have been conducted to determine the level of diversity within the Department; and most importantly it is also illustrated that a limited number of staff is housed within the HR unit to assist the Department in creating a strong diversity environment that supports the wellbeing of the staff and the Department. Finally, the thesis provides recommendations for the Department on how to be an inclusive entity, but these recommendations can only be successful if top management and HR have the necessary ability to successfully implement the following recommendations (interventions): develop a diversity management policy to guide the Department on diversity issues; develop diversity management programmes to ensure that all staff members are briefed on all diversity issues; and create a monitoring system to ensure that the policies and programmes are updated as new entrants enter the Department. It is therefore a requirement that these interventions are placed in the Department’s Employment Equity Plan and, more importantly, form part of their Annual Performance Plan (APP). If there is commitment from HR, top management and the employees, these interventions will create a safe, friendly, and hard-working environment with good performance levels. / AFRIKAANSE OPSOMMING: Hierdie tesis ondersoek die persepsies van die personeel van die Departement Plaaslike Bestuur, Wes-Kaap, met betrekking tot werkmagdiversiteit as deel van die bestuur van diversiteit. ’n Literatuurstudie word aangebied en vanuit hierdie navorsing word getoon dat organisasies in Suid-Afrika en dwarsoor die wêreld ver gevorder het met die verstaan van en waardering vir werkmagdiversiteit. Die literatuurstudie het ook lig gewerp op die belangrike fasiliterende rol van die bestuur van diversiteit deur Menslike Hulpbronne vir die verbetering van die prestasie van organisasies, sowel as in die bewerkstelliging van ’n gevoel van eenheid tussen werknemers. Wat ook belangrik is, is dat organisasies nou die belangrike rol van diversiteit-bestuurprogramme en -praktyke verstaan en besef hoe hul eie oorlewing daardeur geraak word. Verskeie stappe kan deur organisasies onderneem word om te verseker dat dit voordelig is om ’n diverse groep werknemers in hul werkplekke te hê en hierdie werknemers doeltreffend in die organisasie te integreer. Die agtergrond van die Departement Plaaslike Bestuur (Wes-Kaap) is voorsien, met beklemtoning van die Departement se prioriteite en sleutel prestasie areas (KPA’s) soos in die Jaarlikse Prestasieplan uiteengesit; sleutel prestasie areas van die Departement is dinamies van aard en word nie, soos in die geval van munisipaliteite, deur politieke omwentelinge geraak nie. Die prioriteite van die Departement is egter soortgelyk aan die strategiese doelwitte wat in die 30 munisipaliteite vasgelê is. Die prioriteite van die Departement loop ewewydig met dié van die munisipaliteite om te verseker dat die Departement en munisipaliteite hul doelwitte saam bereik. Die Departement is dus verantwoordelik om munisipaliteite by te staan in die bereiking van hul strategiese doelwitte deur voortdurende monitering en evaluering van hul prestasievlak. Indien ’n munisipaliteit swak presteer, moet die Departement hulp verleen waar dit nodig is. Die bevindings van die navorsing oor diversiteit dui daarop dat werknemers nie van die bestaan van enige diversiteitbestuurbeleid óóit bewus was nie, óf geweet het of enige opleiding van dié aard al in die Departement aangebied is nie. Data toon die beperktheid van die Departement se pogings om ’n beleid vir die bestuur van diversiteit te ontwikkel. Die bevindings toon verder dat meer diversiteitbestuurprogramme en -opleiding benodig word om bewustheid van werkmagdiversiteit en die suksesvolle bestuur van diversiteit daar te stel. Wat ook duidelik was, is dat te min diversiteitkontrole onderneem is om die vlakke van diversiteit binne die Departement te bepaal. Die belangrikste bevinding is egter dat daar slegs ’n beperkte aantal personeellede in die Menslike Hulpbronne-eenheid is om die Departement by te staan in die skepping van ’n sterk diversiteit-omgewing wat die welstand van die personeel onderskraag. Die tesis doen voorstelle aan die hand vir die Departement oor hoe om ’n inklusiewe entiteit te wees. Hierdie voorstelle kan egter slegs suksesvol wees indien die Hoofbestuur en Menslike Hulpbronne oor die nodige vermoë beskik om die volgende aanbevelings (intervensies) te implementeer: Ontwikkel ’n beleid vir die bestuur van diversiteit om die Departement ten opsigte van diversiteit te begelei; ontwikkel diversiteitbestuurprogramme om te verseker dat alle personeellede oor diversiteit ingelig word; en skep ’n moniteringstelsel om te verseker dat die beleide en programme bygewerk word namate nuwelinge by die Departement aansluit. Dit is dus ’n vereiste dat hierdie intervensies in die Departement se diensbillikheidsplan opgeneem word en, wat nog belangriker is, deel vorm van die Jaarlikse Prestasieplan. Indien Menslike Hulpbronne, topbestuur en werknemers hulle hiertoe verbind, sal hierdie intervensies ’n veilige, vriendelike en hardwerkende omgewing met goeie prestasievlakke tot stand bring.

Thesis (MPA)--Stellenbosch University, 2014. / South Africa has committed itself to social transformation: institutional transformation through the removal of racism and sexism in all legislation, business, employment practices, service delivery and interpersonal relationships: in all of society; and in all spheres of government. Diversity in the South African context is dynamic and complicated as a result of the -apartheid era. There are many political, social and economic factors that are major obstacles to building healthy intercultural relations in South Africa. In today’s corporate workplace, diversity management is what is mostly used to bring about transformation. The South African Constitution enacted in 1996 states that South Africa belongs to all who live in it, being united in our diversity. We are now almost two decades into our democracy and, despite progress being made to ensure redress of historical imbalances in South Africa; diversity management is not advancing at the pace that had initially been envisaged. It is therefore evident that, despite enabling legislation to promote diversity management, translating such into practice is proving to be quite a daunting challenge. It has been noted that organisations are still grappling with issues of diversity. Working with people who have different values, beliefs, attitudes, perceptions, customs and languages from your own can result in costly miscommunication, misinterpretation, misunderstanding and misperception. This subject of diversity management has been explored exhaustively by various authors over time and various explanations for lack of progress have been offered. Over the years, the Western Cape Department of Community Safety (DCS) has witnessed an in increase in its organisational workforce. Employees from different backgrounds were recruited to achieve representivity in the workplace. It even went to the extent of appointing females in fields of employment which were previously predominantly staffed by males. The thesis assessed the DCS approach to diversity management by: - Firstly, obtaining an understanding of how diversity is managed in the department; - Secondly exploring the concept of diversity management in various contexts; - Thirdly exploring the legislative context for diversity management in the South African Public Service; and - Determining the DCSs approach to diversity management by using the current situation in the DCS as a case study A qualitative case study research design with structured interviews and survey questionnaires was used to conduct the study. This was used to draw inferences between practice and theory. The literature review on what diversity management is has been be grouped into dimensions to influence managers to formulate a model on how to embrace and value diversity in the workplace. The research findings clearly indicate that the Department of Community Safety still has much to do in terms of implementing the prescribed legislation on diversity. It is expected that the study will assist the department in its endeavour to achieve a greater level of compliance. In an organisation, the desired results of the “value all differences” approach are synergy and pluralism combined with an appreciation of and contribution towards goals and objectives. Recommendations are proposed in relation to what is key to diversity management as well as identifying determining factors of successful management. The main aim is the implementation of the diversity management model that comprises several steps.

Thesis (MBA)--Stellenbosch University, 2008. / ENGLISH ABSTRACT: People's life experiences and backgrounds shape who they are - whether they are young or old, male or female, and across all races, ethnicities and religions. Today's workplace environment represents the largest diversity of generations of any time in history, and with this diversity comes new challenges. These challenges are directly due to the different generations and associated gaps based on different approaches, expectations and perceptions regarding culture and leadership in the workplace. There are generally four different generations employed in today's workplace: Traditionalists (Builders), Baby Boomers (Yuppies), Generation X (Yiffies), and Generation Y (Millennials). According to generation theory, Traditionalists were born between 1930 and 1949, Baby Boomers between 1950 and 1969, Generation X between 1970 and 1989, and Generation Yafter 1990. Although there are very few Traditionalists in contemporary workplaces, there are still some left to consider. More important than understanding the Traditionalists, though, is the need for a better understanding of the fast-growing group of Generation Y employees who are entering the workforce. At Sishen Iron Ore Mine (Sishen) there are also four generations employed, each with different approaches, expectations, perceptions, attitudes, loyalties, frames of reference, views of authority, job strengths, work ethics, relationships, work/life balances and other beliefs. The question that arises is whether the management team of the Engineering Department at Sishen can be more effective and productive through an improved and in-depth understanding of each generation's approaches, expectations and perceptions regarding culture and leadership. The purpose of this research study is to analyse the specific correlation of the different workforce generations in the Engineering Department with the general theoretical knowledge available about each generation by focusing more specifically on approaches, expectations and perceptions. The study also includes some recent research information regarding Generation Y and the related opportunities, challenges and effective ways of managing this generation. By focusing on the research results within the multigenerational workforce and the generation gaps, the possible solutions for managing conflict can improve through a better understanding of each generation. Each generation's typical characteristics are discussed in detail by means of a thorough literature study, with the overall aim of enhancing both team and organisational success. The employees and permanent contractors at the Engineering Department number approximately 1 945. The randomly selected participants in the generations survey were from the pool of permanent employees, excluding the contractors. The information was collected by means of a short questionnaire representing the typical characteristics of each generation. A sample of 250 participants from eight different sections within the department was asked to complete the questionnaire, but unfortunately a response rate of only 34% (85 questionnaires) was recorded. The research showed that the typical characteristics of the Traditionalists and Baby Boomers could be used to represent almost the entire Engineering Department. It also revealed specific influences in the working and social environment, leadership styles, and the mine's culture that affect the different generations regarding their approaches, expectations and perceptions. The report concludes with an assessment of the strengths and weaknesses of the study, as well as a few key findings and a summary, conclusion, and recommendations. / AFRIKAANSE OPSOMMING: Alle mense word gevorm deur lewensondervindings en agtergrond wat bepaal wie hulle is - ongeag of hulle oud of jonk, manlik of vroulik is, asook oor alle rasse, etniese groepe en geloofsoortuigings heen. Hedendaagse werksomgewings word gekenmerk deur die grootste generasiediversiteit van alle tye, wat nuwe uitdagings meebring. Die uitdagings is die direkte gevolg van die verskillende generasies en gepaardgaande gapings gebaseer op verskillende benaderings, verwagtinge en persepsies aangaande kultuur en leierskap in die werksplek. Daar is tans oor die algemeen vier verskillende generasies in diens in werksplekke, naamlik Tradisionaliste, Baby Boomers, Generasie X en Generasie Y. Volgens generasieteorie is Tradisionaliste persone gebore tussen 1930 en 1949, terwyl Baby Boomers tussen 1950 en 1969, Generasie X tussen 1970 en 1989 en Generasie Y na 1990 gebore is. Hoewel daar min Tradisionaliste in die werksplek oor is, is daar nog enkeles wat in ag geneem moet word. Van groter belang is egter die behoefte om die vinnig groeiende Generasie Y wat nou tot die werksmag toetree, beter te verstaan. By Sishen Ysterertsmyn (Sishen) is daar ook vier verskillende generasies in diens, elk met verskillende benaderings, verwagtinge, persepsies, houdings, lojaliteite, verwysingsraamwerke, menings oor gesag, werksverwante sterkpunte, werk-etiek, verhoudings, lewensbalanse asook ander oortuigings. Die vraag wat ontstaan, is of die bestuurspan van die Ingenieurswese Departement by Sishenmyn meer effektief en produktief kan wees deur hul kennis en begrip van elke generasie se benaderings, verwagtinge en persepsies ten opsigte van kultuur en leierskap te verbeter. Die doel van die studie is om te ontleed of daar 'n spesifieke ooreenstemming is tussen die verskillende generasies by die Ingenieurswese Departement en die algemene teoretiese inligting beskikbaar oor elke generasie deur meer spesifiek op benaderings, verwagtinge en persepsies te fokus. Die studie sluit ook onlangse navorsingsinligting aangaande Generasie Y in, met die gepaardgaande geleenthede, uitdagings en effektiewe maniere om die generasie te bestuur. Deur te fokus op die navorsingsresultate binne die multigenerasie-werksmag en die ooreenstemmende gapings, kan daar moontlik oplossings ontstaan om te help met konflikbestuur wat op 'n beter begrip van die generasies gegrond is. Elke generasie se tipiese eienskappe word in diepte bespreek deur middel van 'n deeglike literatuurstudie, met die oorhoofse doel om span- sowel as organisasiesukses te verhoog. Die totale aantal werknemers, insluitend permanente kontrakteurs, van die Ingenieurswese Departement is ongeveer 1 945. Die deelnemers aan die generasieopname is lukraak gekies, maar die kontrakteurs is uitgesluit. Die inligting is ingesamel met behulp van 'n kort vraelys wat die tipiese eienskappe van elke generasie verteenwoordig. Uit 'n steekproef van 250 deelnemers uit agt verskillende seksies binne die departement wat gevra is om die vraelys te voltooi, is 'n betreklik swak responskoers van 34% (85 vraelyste) behaal. Die navorsing het bevind dat die tipiese eienskappe van die Tradisionaliste en Baby Boomers tans gebruik kan word om feitlik die hele department te verteenwoordig. Dit toon verder ook dat daar spesifieke invloede in die werks- en sosiale omgewing, leierskapstyle en die myn se kultuur is wat die verskillende generasies se denkpatrone rondom benaderings, verwagtinge en persepsies vorm. Die navorsingsverslag word afgesluit met 'n bepaling van die sterk- en swakpunte van die studie, 'n paar kernbevindings en 'n opsomming, gevolgtrekking en aanbevelings.

Thesis (MBA)--Stellenbosch University, 2008. / ENGLISH ABSTRACT: This thesis extends research on the benefits and critical importance of diversity and proper diversity management in South African government departments, and was built on the premise that this research can provide benefits in assisting this government departments to make improvements in their diversity management and to harness the benefits of diversity. Participants in the study were the employees from the National Department Public Work's Cape Town Regional Office. The study also looks at diversity management studies conducted in Australia, Malaysia and Canada. The study involves an in-depth analysis of the literature on diversity management, which resulted in an untangling of the complexity of the subject . / AFRIKAANSE OPSOMMING: Die doel van hierdie werkstuk is om die voordele en kritiese belang van die bestuur van diverse werkgroepe binne die Suid Afrikaanse staatsdepartemente te ondersoek. Nieteenstaande die moontlike slaggate, moet die voordele van 'n diverse werksgroep en die belangrikheid om sodanige personeel effektief te bestuur nie deur werkgewers onderskat word nie. Die werknemers van die Nasionale Department Publieke Werke, Kaapstad gaan deel neern in die studie. Die studie sluit in persoonlike onderhoude. Die studie ondersoek ook bevindinge oor die bestuur van diversiteit in Australia, Malaysia en Kanada, Dit sluit ook in diepte ondersoek van literuur aangaande diverse bestuur.

Thesis (MTech (Business Administration ))--Cape Peninsula University of Technology, [2018]. / Diversity management was developed in the 1980s in response to demographic changes within the labour force and commercial competition in the US. This context establishes the fundamental point that organisations stand to profit from having a diversified workforce (Naik, 2012). However, the integration of immigrants within South African businesses is a process characterised by intense challenges. The reasons for this are unclear, as are the benefits of having a diverse workforce in the South African labour market. In order to explore and better understand the phenomenon, this study adopts a qualitative research approach and makes use of semi-structured interviews. Such a process is appropriate for gaining insight into complex issues concerning the research problem (East et al., 2010; Monette et al., 2014). According to several sources, immigrants face challenges linked to the degree of their language proficiency, educational level, lack of experience, ethnicity and country of origin. This notwithstanding, immigrants bring to organisations new ideas, a sustainable competitive edge, productivity and profits, and much more. This study provides an understanding of how the hospitality industry value immigrants and how they can accommodate them in their organisations. This will add to the existing body of knowledge and contribute to improvement in the quality of social relationships in organisations, bringing about returns on investment. The researcher adopted the ten ethical guidelines of Bryman and Bell (2007) in carrying out this study. Specifically, the participants’ consent was sought and they were informed that they could exit the project at will, and would not be subjected to any harm. The data collection process was also clearly explained (Bryman & Bell, 2007). The findings of this study were that not only immigrants find it difficult to find a job in the Western Cape Province: South Africans, the majority semi-skilled and under-qualified, are also trying to find a job in their own country. In short, South Africa is in a crisis of high unemployment, and there is an urgent need for more infrastructure to address this. But those who are most disadvantaged in this crisis are immigrants with formidable and remarkable qualifications. They have left their home countries with the sole desire to get work, to succeed, and to enjoy a good life in the host country. Unfortunately, certain destructive circumstances, such as discrimination, obstructive situations in the Department of Home Affairs, etc., prevent them from even obtaining a suitable job offer. At the end of their job search, some remain unemployed while others have to work in hazardous jobs, or in jobs not related to their qualifications, just to have an income. The study concluded that although workforce diversity has some inherent challenges, it has benefits for business organisations and so, should be supported by the government and business owners.

Over the past fifty years, interest in the field of conflict management and peacekeeping has developed worldwide. During the same time, the potential for trans-ultural) conflict has escalated. This can mainly be attributed to the trend towards globalisation, as well as the growing complexity of societies increasingly experiencing more intercultural encounters or cultural transition situations and work-related or organisational conflicts. Cultural transition situations occur in the South African international automotive industry where the emergence of international co-operation, such as joint ventures (driven by globalisation) and new diversity management trends, have changed the way business is conducted. Due to these changes, employees of diverse origins with different cultures, values and identities work together, experiencing work-related conflicts. The purpose of this study was to assess managerial perspectives on conflict, identity and values, as well as on how (trans-cultural) conflict is managed in a selected international organisation in the South African automotive industry. The contribution of this study is twofold, namely to increase the understanding of the complexities of conflict in organisations; and to provide recommendations for conflict resolution strategies to manage (trans-cultural) conflict constructively by considering the values and identity aspects of those individuals involved. This study comprises a single explanatory case study which made use of qualitative data collection and analysis to investigate managerial perspectives on conflict, identity and values, as well as the management thereof, in the selected international organisation in the South African automotive context. Based on the main findings from this case study, it could be concluded that managers with diverse backgrounds experience work-related conflicts which are related to value and identity concepts in the selected organisation. The conflicts experienced fell into the categories of Communication and Treatment, Position and Competition, Organisation and Race and Gender.An overview of the occurrence frequency of value statements revealed that equality, communication and respect were the most commonly indicated values in conflicts. These value concepts include sub-concepts such as: · for equality: race, gender and human equality; · for communication: open, personal, free, decent, calm and proactive communication; and · for respect: mutual respect for self and others. With regard to value concepts and according to value domains of Schwartz (1994) and Schwartz and Bilsky (1987), the value dimensions of selftranscendence comprised the highest number of value statements. This dimension included the value domains of universalism and benevolence. Conflict in the data material was interlinked with identity. The extracts, based on the key words of the identity factors, demonstrated that the identity factors were related to either a weakening or strengthening effect on identities. Social and identity multiplicity in managers provides creativity spaces and flexibility in cases of strong identity patterns. Particularly with weak identities, the existence of conflict potentials could lead to complex conflicts and challenges in conflict management. Communication was most often mentioned as important to successful conflict resolution management and included examples such as round-table talks, smooth communication, face-to-face communication and room meetings. Communication was followed in frequency by strategies of internal intervention, which included the use of the formal structure of the organisation to resolve conflicts.

Chapter 1 discusses the research proposal of the study. In this proposal the problem statement was identified and described, for example it is shown how the diverse religious work-force is being managed and ministered to by a traditional chaplain as if it shared a religion similar to that of the chaplain. Further this chapter discusses the research methodology, which clearly indicates the path that would be followed in this research. Chapter 2 looks at the profile of the South African Police Service (SAPS) in general. It has been shown that the SAPS forms a critical component of the criminal justice system. The objectives, mission and vision of the SAPS has been clearly outlined as aspiring to create a crime free society for all the inhabitants of South Africa. The SAPS would only acquire this vision through executing its tasks within the framework of the Human Rights Act. Chapter 3 focusses on the historical development of the chaplaincy in the SAPS since its inception during the year 1952 until the democratic dispensation in 1994. The pioneers behind the formation of the chaplains' corps are discussed. Lastly, the appointment procedure, the functions and the characteristics (qualities) of chaplains are looked at. Chapter 4 considers the various perspectives of culture and cultural particulars as a basic theory of the study. The latter has clearly indicated that people's views and understanding of certain things differ completely. Hence the need for proper cognisance of cultural diversity by the chaplain. Chapter 5 examines the concept of stress in the context of the SAPS. The stress-inducing factors, the impact of stress on SAPS members as well as the role of the chaplain in the management of stress levels is discussed. Chapter 6 explores the theology of death and the bereavement process (stages) to be followed generally. The role of the chaplain in this regard is shown. Chapter 7 is the quantitative investigation, whereby questionnaires elicited the views of both the policemen and women about the Chaplain Service ministry. Chapter 8 discusses the conclusions of chapters: 4, 5, 6 and 7 and synthesises them into one comprehensive idea. The reason behind this is that this study has to provide a model to be developed, which would better enable the chaplain to function across both cultural and religious lines. / Religious Studies and Arabic / D.Litt et Phil.(Religious Studies)

When working from the systems psychodynamic stance, consultants experience that they become part of the group dynamics through projection, projective identification, transference and counter-transference. This research was undertaken to explore the impact on consultants doing systems psychodynamic consultation in their own formal system within a large financial institution in South Africa. Findings were that primary (race, gender and age), and secondary (social identity, language and skills, or level of expertise in this consulting stance) diversity factors strongly impact on them. Consultants play a strong containment role. Consultants experienced the effect at all levels of their lives, including intellectual (struggling to function and think clearly), physical (insomnia, eating disorders, usual exercise not helping), emotional (crying and anger) and social (their work not being understood by friends and family, growing apart from loved ones). For all of them the positive spin-off was the personal growth on the journey that they embarked on. / Industrial and Organisational Psychology / M. Comm. (Industrial and Organisational Psychology)

This descriptive research addressed the challenges of working with the conscious and unconscious aspects of diversity in order to enhance insights into covert and deeper diversity dynamics in organisations. The research supported the evolving trend of shifting the systems psychodynamic orientation from the group to the individual context. The general aim was to describe a systems psychodynamic coaching model, and to determine its trustworthiness in assisting executives to work effectively with conscious and unconscious diversity dynamics. Literature was reviewed to provide a theoretical foundation of diversity challenges which executives face in South African organisations. This was augmented by systems psychodynamic literature, which provided a theoretical basis upon which to understand the intrapsychic aspects of the executives and their interplay with systemic dynamics. The empirical study was conducted over ten months to determine the trustworthiness of executive coaching in diversity from a systems psychodynamic perspective. Data was gathered using the organisational role analysis approach, and analysed by means of the systems psychodynamic discourse analysis method. Nine major themes and their related sub-themes were identified, namely, gender, race, ethnicity, authority, disability, language, age, de-authorisation of diversity work, and the coaching process. Through the coaching, the executives gained insights into their intrapsychic environment and the complex, multifaceted and intersecting nature of diversity in their organisations. They were assisted to take up their leadership roles more effectively and to take action on behalf of their organisations. The research hypothesis formulated and the conclusion made was that executive coaching from a systems psychodynamic perspective displays trustworthiness. / Industrial and Organisational Psychology / D. Litt. et Phil. (Consulting Psychology)

The main aim of this study was to develop a diversity management content model based on the organisational team sport intervention and to compile a process model to implement organisational team sport in an organisation in nine financial organisations in Gauteng, South Africa. The diversity constraints relevant in this study were age, gender, race, religious beliefs, physical abilities, ethnicity, generation gaps, sexual orientation, socioeconomic status, physical abilities, education, income, political beliefs and income. The study was conducted among 63 sport participants and nine sport coordinators employed at nine financial organisations in Gauteng, South Africa. The data were collected by means of focus group interviews with sport participants and individual interviews with sport coordinators. The results indicate that organisational team sport interventions as a diversity management initiative do have benefits for the employees (i.e. the employees learn more about and from one another, communicate openly, become friends, trust and respect one another, are able to work together in a team, have equal opportunities and there is less stereotyping/discrimination) and for the organisation (i.e. productivity, the company is able to achieve its goals, employees are more cohesive and able to work together, there is creativity, new ideas are generated and client service improves). The findings of this study contribute valuable new knowledge to the literature on the diversity management content model based on organisational team sport interventions because no studies have been conducted on an organisational team sport intervention model that can be utilised as a diversity model in organisations. / Industrial and Organisational Psychology / D. Com.