Thesis (Ph.D.)--University of Nebraska-Lincoln, 2009. / Title from title screen (site viewed September 08, 2009). PDF text:: ca. 190 p. UMI publication number: AAT 3355220 . Includes bibliographical references. Also available in microfilm and microfiche formats.

Thesis (B.A. (Hons.)) - University of Queensland, 2004. / Includes bibliography.

Thesis (Ph. D.)--University of Rhode Island, 2004. / Typescript. Includes bibliographical references (leaves 116-123).

Diversity training programmes are formal efforts to prepare the workforce to work with individuals from different cultural backgrounds and to improve organisational effectiveness. Although many studies have described diversity training programmes in the workplace, only a few have been evaluated to assess their effectiveness and impact on job outcomes. This thesis describes a study that assessed the impact of a diversity management-training programme on employee attitudes and behaviour towards diversity in a manufacturing company in Namibia. Kirkpatrick’s (1959) four-level model, which examines the trainees’ reactions to the training, the learning acquired, the behaviour change and improvement in organisational results, was used to measure the impact of the training programme. Data was collected through pre-and post-assessment semi-structured individual interviews and a focus group was conducted two months after the training. Data analysis indicates that the first two levels of the evaluation model showed an impact. The participants had positive reactions towards the course and said that they had learnt from the course. The data also showed that the training did not have any impact on the behaviour of the participants and on organisational outcomes. The research also revealed that lack of improved productivity and organisational results might have been influenced by unrealistic expectations, past political conditions, job insecurity and unemployment and the training context. Some recommendations for both the diversity training programme administrators as well as the management of the company are made.

Thesis (MTech(Business Administration)--Cape Technikon, Cape Town, 2004 / My central thesis is, that certain social systems and cultures have supported modern economic growth and human progress, whereas others have not. Countries and, winning organizations that have been able to jump ahead out of the laggard have done so, because they developed a conquering culture of rigor and work, removed from the influences of invisible forces. The world at the beginning of the twenty first century is still, divided between the few who are rich and powerful and the many who are poor and powerless, between the free and the oppressed. Traditional'explanations like imperialism, dependency, colonialism and racism are no longer adequate after so many decades. Increasingly researchers are reasoning that the principal reason why some countries and ethnic groups are better off than others lies in cultural values and beliefs and attitudes, which powerfully shape political, economic and social performance, and share the view that value and attitude change is indispensable to progress for those who are lagging. There is a methodological difference between myself and some people who are consistently uncritical of the values and attitudes of a culture, and think people ought to resign themselves to economic and social values that condemn them to poverty and subservience, in the name of cultural purity. The power of cultural values, beliefs and attitudes to promote or resist progress has been largely ignored. Culture is a significant determinant of a nation's ability to prosper, because it shapes individual's thoughts and behaviours, and the way individuals think about progress.

M.Com. (Business Management) / Compliance with Employment Equity Act no 55 of 1998 is very important for organisations in South Africa. Recent reports attested that no significant change or progress achieved as far as Employment Equity (EE) is concerned. With no doubt South Africa faces shortage of skills and this may be a hindrance to EE Transformation. The Auditor-General of South Africa (AGSA) is not isolated from the skills shortage challenges, particularly because they seek specialised skills and competencies such as those of Chartered Accountants CA(SAs). The South African Institute of Chartered Accountants (SAICA), stated in their press release (Olivier, 2012) that this particular institution has 33 167 registered Chartered Accountants in South Africa. This means a small pool from which the Auditor-General of South Africa can draw its potential employees. The AGSA is not unique to the changes and legislative requirements faced by other organisations. As a result, these organisations are required to embark on a transformation journey to ensure Employment Equity achievement within their respective environments. Although reports have been showing some encouraging progress towards achieving the objectives of the Employment Equity Act, the journey is still long. This research attempted to establish the state of transformation and the challenges faced when implementing EE in AGSA. Based on these, the researcher proposed a change process to increase attainment of EE targets. For this study, the researcher focused particularly within areas where the AGSA struggles to attract suitably qualified employees. The researcher further assessed the employees’ perceptions related to EE how these perceptions are addressed. The researcher collected by means of self-administered questionnaires, interviews, as well as a case study. The sample included Corporate Executives, Business Executives, Senior Managers, Managers and Trainee Auditors. The collected data was analysed both qualitatively and quantitatively. Findings of the study revealed that different business units were implementing different strategies in an attempt to address their Employment Equity challenges. Some areas within the AGSA realised progress while others made only minimal progress. The research further revealed the need for an integrated approach towards achievement of the EE target. This may ensure a concerted effort and eradicate working in silos. A need for appropriate and formal EE structures was also established. Recommendations for an integrated approach as well as required structures for EE were discussed in the last chapter of this research.

South Africa is a society of diverse cultures, and the workplace is one of the few places that serve as a melting pot for these varied cultures. If managed well, cultural diversity has numerous benefits that can help an organisation gain a competitive advantage. However, failure to manage it can pose challenges that can have serious consequences for an organisation. The purpose of this study was to analyse the leadership of cultural diversity at Volkswagen South Africa (VWSA) and identify leadership guidelines to both enhance team performance and reduce the challenges faced by the organisation as a result of this cultural diversity. For the purpose of this study, a culturally diverse team was defined as a team of diverse individuals from different cultures or societies working together to achieve organisational success. The research was conducted by the use of questionnaire using a sample of 200 employees of the VWSA Paint Shop. The sample represents 42 percent of the total population of the Paint Shop. The study discusses the relationship of four leadership styles (Classical Leadership, Transactional Leadership, Transformational Leadership, and Visionary Leadership) with Cultural Diversity. Whilst strong cases were made for Transformational and Transactional Leadership style being the most suitable styles for leading culturally diverse teams, the researcher concluded that no single leadership style would be ideal for effectively leading culturally diverse teams at VWSA. The appropriate leadership style will instead be a hybrid of all leadership styles, thus being a leadership approach that works as a sort of “best practices” of various leadership styles.

M.Phil. / In this study, diversity management is introduced as an issue of global concern. Based on the assumption that diversity, if well-managed, can be beneficial to organizations, a positive approach to diversity is strongly supported. Diversity management has an important role to play in South Africa for mainly two reasons. Firstly, because of South Africa's rich cultural history and apartheid legacy, diversity management issues arise as a concern more often than in other countries. Secondly, due to apartheid, South Africa was internationally isolated for many years, which gives issues around global competitiveness even more significance. In the South African context, the engineering sector is regarded as a motor for the country's development, in which the management of diverse workforces is highly relevant. This has to be seen in light of a serious challenge facing the sector, where diversity management requirements have to be reconciled with a skills shortage that seems to afflict the engineering sector in particular. All of these issues are illustrated by a case study. The practice of diversity management in Siemens South Africa serves to demonstrate that diversity management in South Africa is clearly centred on the contexts of race and race relations. Furthermore, the case study presents a comprehensive example of how a diverse workforce can be managed in a South African engineering company.

Thesis (MBA)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: Managing the diverse production and support teams on mining operations in Southern Africa is proving to be problematic and challenging. Many mines are facing strikes, “go-slows” and destructive conflict related to diversity issues. The objective of this case study was to evaluate the apparent successful diversity management practices employed at Benga Mine (an MCC Group mine) in Mozambique. The study aimed to determine the success of the tactics employed by the management team and whether successful tactics can be utilised at other mines operating within the MCC Group. The case study evaluated seven practical diversity management tactics employed by the management of the mine as conceptual method. The seven tactics were verified through a literature review and an eighth “other” category was provided for additional tactics that the research may reveal. The research revealed that the diversity management tactics at Benga Mine have some strengths and some weaknesses. The management team focused on translation of communication to the primary spoken languages on the mine. This enabled good communication flow, but further improvements can be made. Most employees identify with the Benga Mine and feel a sense of common purpose. The management team identified nutrition as a critical diversity management issue. This was an accurate observation as the research revealed that the availability and quality of food is of fundamental importance to them. Further improvement, such as catering for vegetarians, can be made to the food offerings. Strong relationships exist on the mine and this is the area where the Benga Mine management team excel. Employees feel that issues on importance can be addressed through various communication platforms and that their concerns are being taken seriously. Employees believe that all groups have the opportunity to raise issues and that the management team evaluate their concerns with compassion and care. The sound communication system employed at Benga Mine builds relationships and promotes a culture where employees can engage with management. The management of employment equity policies poses a significant challenge to the mine. The expats manage and pose the bulk of technical and operational expertise, resulting in significant risk to the sustainability of the business since the work permit quota system requires knowledge transfer to Mozambique citizens. Additionally, the work environment is not conducive to gender equality and female employees feel marginalised. An organisational culture conducive to managing and valuing the contribution and presence of all groups has been created at the mine. Further improvement can be made by terminating tokens of separations such as different uniforms for managers and operational employees. No significant new or additional diversity management factors were identified during the research. Benga Mine’s diversity management tactics are effective, but improvements can easily be achieved by focusing on the recommendations of this case study. The recommendations include improvements to translation of management instructions, clarification of employment equity obligations and a higher degree of sensitivity to the needs of female employees.

Thesis (M.B.A.) - Carleton University, 2002. / Includes bibliographical references (p. 114-120). Also available in electronic format on the Internet.