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Diversity training programs are increasingly being incorporated into organizations as a strategy to meet moral standards and legal challenges. Unfortunately, little research as been conducted to demonstrate the effectiveness of these programs. This study describes an effective diversity training program as one that changes a member of the organization's negative attitude about racial differences toward a positive attitude.

The concept of social loafing is important with regard to organizational effectiveness particularly as organizations are relying on teams as a means to drive productivity. The composition of those teams is likely to reflect the current movement of racial and ethnic minorities in the work place. The primary purpose of this research was to determine the role cultural diversity plays in enhancing performance and thereby eliminating social loafing. The research study is significant because 1) it is among the first to use culturally diverse work groups while examining the social loafing phenomenon, and 2) the groups were intact project teams, rather than ad-hoc groups commonly found in social loafing experiments. It was anticipated that the members of culturally homogeneous groups would engage in social loafing when their individual efforts were "buried." However, subjects in both culturally diverse and culturally homogeneous groups resisted social loafing behaviors. Additional statistical analysis revealed that as group orientation increased, performance levels increased as well. Group orientation, then, appears to be a more powerful determinant of performance than group composition. It is expected that the time these groups had together and the performance feedback opportunities provided them, prior to the experiment, contributed significantly to these results. Future research suggestions were made that could help establish a causal relationship.

Kwok, Yan Yuen. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2013. / Includes bibliographical references (leaves 23-25). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstracts also in Chinese.

Thesis (MComm) -- Stellenbosch University, 2010. / ENGLISH ABSTRACT: The plethora of differences that characterise the South Africa population has become a definite concern for organisational management and is of significant importance to the industrial world itself. The need to critically assess people’s perception and attitude towards diversity within the organisation, and ultimately serving to inform management seeking to build an ethically diverse, healthy and productive workforce, served as a prime motivation for this study. The objective was to demonstrate that humans are complex beings and that attempts to minimise the complexity by simply containing that complexity within the bounds of a unidimensional solution are guaranteed to fail. It is for this reason that diversity management within an organisation requires the need to manage an infinite and changing variety of social variables which to varying degrees, impacts on social interaction and people’s attitude towards diversity. Having completed a literature study concerning the possible antecedents of attitude towards diversity, and taking into account various suggested future directions for diversity research, it was decided that the present study would focus on three specific variables: attitude towards diversity, emotional intelligence and diversity complexity. The primary goal was to design and conduct a scientific investigation into the relationships between the latent variables; in hope of ultimately informing management seeking to build an ethically diverse, healthy and productive workforce who value the individuality of others. Available literature was studied in order to understand and comprehend whether any relationships could be theoretically drawn between the constructs. Several hypotheses were proposed and a conceptual model, explaining the relationships between these constructs, was developed. Thereafter, both the postulated relationships and the conceptual model were empirically tested using various statistical methods. Existing measuring instruments were utilised in this study, and included the Cultural Diversity Belief Scale (Rentsch, Turban, Hissong, Jenkins & Marrs, 1995), the Genos Emotional Intelligence Inventory (Palmer, Stough & Gignac, 2008), and the Reaction- To-Diversity-Inventory (De Meuse & Hostager, 2001). The sample consisted of 237 selected individuals from various South African organisations. The content and structure of the constructs that were measured by the instruments were investigated by means of confirmatory and exploratory factor analyses. The results indicated that in all cases, the refined measurement models achieved good fit. Subsequently, Structural Equation Modeling (SEM) was used to determine the extent to which the conceptual model fitted the data obtained from the sample and to test the relationships between the constructs when taking the complete conceptual model into account. Overall, it was found that good model fit was indicated for the structural model. Regression analyses also found some support for the stated hypotheses. Eight of the ten stated hypotheses in this study were corroborated. Although several significant links were established between the latent variables, a notable unique result of this research presented itself in the significant positive relationships uncovered between the exogenous latent variable, emotional intelligence, and the endogenous latent variables of valuing individual differences and positive perceptual depth. These significant positive relationships provide empirical evidence of the significant relationships between emotions, attitudes and perceptions. Moreover, the analysis of the modification indices for the structural model, suggested that the addition of one path to the existing structural model would probably improve the fit of the model. Recommendations are made in terms of possible avenues for future research. / AFRIKAANSE OPSOMMING: Die uiteenlopende verskille, wat 'n kenmerk van die Suid-Afrika bevolking geword het, is 'n definitiewe uitdaging vir organisatoriese bestuur en is ook van groot belang vir die sakewêreld. Die behoefte om mense se persepsies en houdings teenoor die diversiteit binne die organisasie krities te evalueer, wat uiteindelik ook dien om bestuur, wat op soek is na die bou van 'n etiese, gesonde en produktiewe arbeidsmag, te help, het as die primêre motivering vir hierdie studie gedien. Die doel was om aan te toon dat die mens ‘n komplekse wese is en dat pogings om dit gering te skat deur kompleksiteit net binne die grense van 'n een-dimensionele oplossing te ontleed, gewaarborg is om te misluk. Dit is om hierdie rede dat diversiteitsbestuur binne 'n organisasie die bestuur van ‘n oneindige en veranderende verskeidenheid van sosiale veranderlikes noodsaak, wat, sosiale interaksie en mense se houdings teenoor diversiteit verskillend kan beinvloed. Na die voltooiing van 'n literatuurstudie oor die moontlike determinante antecedenten van die houding teenoor diversiteit, en met inagneming van die toekomstige rigtings vir diversiteitsnavorsing, is daar besluit dat die huidige studie op drie spesifieke veranderlikes sal fokus: houding teenoor diversiteit, emosionele intelligensie en diversiteitskompleksiteit. Die primêre doel was om ‘n wetenskaplike ondersoek te ontwerp en uit te voer rakende die verwantskappe tussen die latente veranderlikes; in die hoop om bestuur te help om ‘n gesonde en produktiewe arbeidsmag te bou wat ook die individualiteit van ander waardeer. Beskikbare literatuur is bestudeer ten einde te verstaan of enige verbande tussen die teoretiese konstrukte gevind kan word. Verskeie hipoteses is geformuleer en 'n konseptuele model, waarin die verband tussen hierdie konstrukte verduidelik word, is ontwikkel. Daarna, is die gepostuleerde verwantskappe en die konseptuele model empiries met behulp van verskeie statistiese metodes getoets. Bestaande meetinstrumente is in hierdie studie gebruik en sluit in die ‘Cultural Diversity Belief Scale,’ (Rentsch, Tulband, Hissong, Jenkins & Marrs, 1995), die ‘Genos Emotional Intelligence Inventory,’ (Palmer, Stough & Gignac, 2008), en die ‘Reaction-To-Diversity-Inventory,’ (De Meuse & Hostager, 2001). Die steekproef het bestaan uit 237 gekose individue uit verskillende Suid-Afrikaanse organisasies. Die inhoud en die struktuur van die konstrukte wat deur die instrumente gemeet is, is deur middel van bevestigende en verkennende faktorontledings ondersoek. Die resultate dui daarop dat in al die gevalle, die verfynde metingsmodelle goeie passings getoon het. Daarna is Structural Equation Modeling (SEM) gebruik om te bepaal tot watter mate die konseptuele model die data pas, en om die verwantskappe tussen die konstrukte te toets wanneer die volledige konseptuele model in ag geneem is. Algeheel is daar goeie passing vir die strukturele model gevind. Regressie-analises het ook ‘n mate van bevestiging vir die gestelde hipoteses gevind. Agt van die tien hipoteses is was in hierdie studie bevestig. Alhoewel verskeie belangrike verwantskappe tussen die latente veranderlikes gevind is, is daar 'n unieke resultaat gevind met betrekking tot die positiewe verband tussen die eksogene latente veranderlike, emosionele intelligensie, en die endogene latente veranderlikes van waardering van individuele verskille en positiewe perseptuele diepte. Hierdie positiewe verwantskappe verskaf empiriese bewyse vir die beduidende verband tussen emosies, houdings en persepsies. Verder, het die analise van die modifikasie indekse vir die strukturele model aangedui dat die byvoeging van ‘n addisionele roete waarskynlik die bestaande strukturele model se passing kan verbeter. Aanbevelings word ten slotte gemaak in terme van moontlike rigtings vir toekomstige navorsing.

Stellenbosch University. Faculty of Economic and Management Sciences. Dept. of Graduate School of Business. / Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: The purpose of this study is to investigate diversity management practices as discussed in the literature and practiced in a South African manufacturing organisation, with the aim to determine key components of a diversity management model. Furthermore, the study aims to discuss diversity and the related concepts to create a clear understanding. The study reviews the rationale in creating and managing a diverse workforce and explores the benefits for the organisation. The study provides a synopsis of components of diversity management initiatives and diversity models from the literature with the view to include components in the proposed diversity management model. A qualitative methodological research design was selected with a single case study at Coca-Cola Canners. The case study examines in detail the diversity management practices at Coca-Cola Canners, which has applied diversity concepts. Through interviews with managers and employees data was collected and contrasted with theoretical premises on diversity management. The study found that although participants had a reasonable knowledge of diversity, misunderstandings still exist on the dimensions of diversity to be included and the relation of diversity with concepts such as affirmative action and equity legislation. Clarification on these concepts is essential before debating diversity management initiatives. Furthermore a real commitment from leadership to agree that valuing diversity can be leveraged to benefit both the organisation and the individual is required. The organisation needs to identify the transition to the ideal situation of a multicultural organisation, where differences are valued. Full integration exists structurally and informally. The key components identified in the study are integrated into a conceptual model that supports the desired outcomes. The study recommends that diversity management transcend above equity and affirmative action and requires a culture change that values differences and include all employees in the organisation. This process requires an integrated and ongoing strategy. Critical components include determine the status of the organisation, train ing and awareness workshops, re- establish internal systems and procedures, evaluation, communication and change management practices. Internal systems such as performance management, training, development planning and succession planning are critical to motivate and support employees. Specific focus on training diverse teams and team leaders on how to work together is essential / AFRIKAANSE OPSOMMING: Die doel van die studie is om diversiteitsbestuur praktyke te ondersoek, 5005 bespreek in die literatuur en toegepas in 'n Suid Afrikaanse vervaardigingsorganisasie en om deur die proses sleutelkomponente van 'n diversiteitsbestuursmodel te identifiseer. Verder beoog die studie om diversiteit en verwante konsepte te bespreek, om sodoende die konsepte beter te verstaan. Die studie bespreek die motivering om 'n diverse werkersmag te skep en te bestuur. Die vaordele vir die organisasie, met'n diverse werkersmag word bespreek. Die studie bespreek die komponente van diversiteitsbestuurs inisiatiewe en madelle uit die literatuur met die doel om dit te inkorporeer in 'n voorgestelde diversiteitsbestuursmodel. 'n Kwalitatiewe navorsingsmetodiek is gevolg met'n enkeJe gevallestudie by Coca-Cola Canners. Die gevaliestudie ondersoek die diversiteitsbestuurspraktyke wat gevolg word in die organisasie. Onderhoude was gebruik om inligting te versamel en inligting is vergelyk met die teorie verkry vanaf die literatuuroorsig. Die studie het gevind dat, alhoewel deelnemers 'n redelike kennis het van diversiteit, misverstande nog steeds bestaan oor die dimensies van diversiteit, wat ingesluit moet word asook ten opsigte van die verwantskap met regstellende aksie en gelyke indiensneming. Ooreenstemming ten opsigte van die konsepte is belangrik voordat die debat oor bestuur van diversiteit voortgesit kan word. Verder word die ondersteuning en leierskap van bestuur benodig am waarde in diversiteit te sien, en om sodoende v~ordele vir die organisasie en individue te bewerksteHig. Die idea Ie situasie sal wees om die onderneming te verander na 'n multikulturele organisasie deur 'n transformasieproses. Integrasie word bewerkstellig in die formele en informele strukture, sonder voorkeure aan sekere groepe. Die sleutel - komponente geYdentifiseer, word ingesluit in 'n model wat die verwagte voordele nastreef. Die aanbevelings sluit in dat die bestuur van diversiteit, veel meer behels as regstellende aksie, gelyke indiensneming en dat die bestuur van diversiteit 'n organisasie-kultuuraanpassing verg deurdat waarde geheg word aan verskille en dat almal in die organisasie ingesluit word. Hierdie proses benodig 'n geO(ntegreerde en aaneenlopende strategie. Kritiese komponente sluit in die volgende: bepaal die status van die organisasie, opleiding en bewusmaking, hersien sisteme en prosedures, evaluasie, kommunikasie en die bestuur van verandering. Interne sisteme soos prestasiebestuur, opleid ing, ontwikkeling en opvolgbestuur is belangrik om werknemers te motiveer en te ondersteun. Spesiale fokus word benodig om spa nne met diverse lede te bestuur. Opleiding moet gereel word vir die spanlede en spanleiers.

<font face="Arial">This study investigated the attitudes and responses of male employees to the implemention of the Gender Equity Strategy and considered the implementation for the development of a gender education and training intervention. The study investigated the initial resistance to the introduction and implementation of the Gender Equity Strategy at the Polymer Plant by male employees. </font>

Diversity management and diversity training have been part of the standard management repertoire for several decades, and have recently received fresh impetus in the UK through the Equality Act 2010. The Police Services in England and Wales and in Scotland have further reasons to ensure the fair treatment of their own workforces and equality in their dealings with the public since the Macpherson Inquiry and the subsequent revelations relating to the Stephen Lawrence case. For the Police Service, diversity is particularly crucial as it forms a key element of public legitimacy and therefore impacts upon the very principle of ‘policing by consent’, the foundation of British policing (Jackson et al. 2012). However, diversity policies and diversity training tend to be viewed narrowly and used as a decontextualised medium to reduce racism (and other ‘isms’), seen as fulfilling their purpose regardless of the political and occupational context. This thesis, in contrast, suggests that there is a need to examine diversity management and diversity training, not only within an organisational context, but also within the broader political economy into which it is introduced and in which it is implemented. Tracing the various aspects that make up the political economy of policing, the thesis outlines social, economic, legal and political influences, as well as the occupational culture of the police and its emotional ecology. Given the longitudinal design of the research, and the profound changes that have occurred to the political economy of policing over a relatively short time, the thesis is able to examine the impact of these changes on diversity practices within the Police Service of Scotland. Longitudinal data collected at two points in time, 2008/9 and 2013 – straddling not only the introduction of the Equality Act 2010, but also the creation of a single Police Service in Scotland, amongst other changes – suggests that significant changes have occurred to diversity training and diversity professionals, as well as to the ways in which diversity is managed. Using the notion of emotional spaces, diversity training in particular reveals complex interactions in the context of the changes, exposing the tensions police officers and police staff are currently experiencing. Drawing on the analytical framework of emotional ecology, it is argued that in addition to other changes to the political economy of policing, diversity training courses reflect demands for the police to be more open, sensitive and collaborative, by challenging and ‘opening up’ the emotional ecology of the police during training. Interviews and longitudinal observational data suggest that this process has intensified greatly since the creation of Police Scotland, thereby placing competing demands on officers to consolidate the new with the conventional emotional ecology of the police.

Thesis (Ph.D.)--University of the Witwatersrand, Faculty of Commerce, Law and Management, Wits Business School, 2016 / The market research industry prides itself on providing accurate and reliable information and solutions to varying business problems. However, the industry has been faced with the challenge of racial transformation at senior decision-making positions of the organisations. The pace of upward mobility of black researchers is slow and this is a threat for the industry because the senior level positions are often tasked with the analysis of research data and formulation of the strategic insights and business solutions to communicate to clients and stakeholders to meet their business needs. Therefore, it is difficult to be confident that the data about the black market does not get lost in translation and interpretation due to cultural nuances that may not be accessed. What is unique about the market research industry is that promotions to senior level positions are based on training on the job and the mastering of relevant skills on the job rather than specific prior training at college or university level. This opened theoretical and practical questions about the individual and organisational qualities that made it difficult for black researchers to progress to senior level positions. A phenomenological research approach was implemented to explore the lived experiences of the black researchers and the organisations, which could explain the slow upward mobility pace. In-depth semi-structured individual interviews were conducted with four CEOs of prominent organisations in the industry and 14 black researchers at various levels in these organisations. These interviews identified the organisational identity espoused by the leadership and the organisational identity lived by the black researchers. Narrative identity research approach and Erikson’s (1956) stage developmental model guided the process of understanding the individual identity of the black researchers at the point of the interview. The results suggest that there are three categories of black researchers in the industry. It is those who are not promoted within a specified timeframe promised by the leadership who leave the organisations, those who are not promoted but stay in the organisations for longer periods than would have been expected and those researchers who are promoted to senior level positions. Each of these categories shows unique individual qualities that potentially shape their experience in the organisations. A framework for understanding the interplay between the various lived experiences and outcomes has been developed. The slow pace of racial transformation at senior levels of the organisations can be traced to the responses of organisational management to change and the types of social exchange relationships between the black researchers and management. Future research may quantify the findings and validate the framework developed in this study to establish generalisability in the industry and in contexts outside the market research industry. A case study research methodology focusing on all the demographics of the organisations could also enrich the framework. / MT 2018

A Researoh report submitted to the Faculty of Management, University of the Witwatersrand, in partial fulfillment of the requirements for the degree of Master of Management. / A product of the dynamic changes undergone by industry over the past number of years has been the diversification of the workforce. This is placing a formidable challenge before management, not only to maintain, but under the new conditions of globalisation, to improve Levels of productivity. The purpose of this exploratory study was to establish what actions management of the motor industry could take to manage this diverse workforce in order to ensure maximum productivity and motivation. The findings highlighted personal attributes of managers manager integrity, communication, equality and as being of overriding importance. In particular, upgrading of employee skills were the main requirements. In order to address those behavioural aspects, it is recognised that a fundamental change in corporate culture is required. In conclusion, and in line with the literature reviewed, to become effective in diversity management, an organisation must be prepared to undergo a long-term transition. / Andrew Chakane 2018