The general purpose of this study was to explore the perception of discrimination under the middle managers in a selected South African mining company, as well as the associated impacts thereof on the individual and organisation. Although discrimination is a global phenomenon with a vast amount of scientific studies conducted on this topic, literature remains rather silent on the prevalence of discrimination among middle managers; especially within the South African mining industry. Organisational discrimination is defined as actions within an organisation which are biased towards certain individuals or groups. Literature suggests that discrimination is still very prevalent within organisations, both locally and internationally. It is typically influenced by aspects such as culture, and human resources practices and systems. The impacts are widespread with specific impacts on the individual’s mental or physical health, as well as productivity. South Africa however implemented a plethora of legislative measures to redress past inequalities and eliminate discrimination in its current form. This study followed a qualitative approach by means of a survey conducted through an open-ended questionnaire. The results indicated a high personal experience of discrimination within the specific mining company amongst the middle management team members. Their perception of discrimination towards their colleagues was also measured as above average. This exposure to discrimination impacted on their productivity and to a lesser extent on their personal well-being. Their perception of the potential impacts of this discrimination was reportedly higher than their actual experience thereof. The main discriminatory actions associated with this perception was centred on the notion, namely that middle managers were not recognised nor rewarded within this company. General benefits were withheld and expected promotions denied. The study’s results also confirm the perception that discrimination towards the middle management team will ultimately impact on the company’s overall performance. The study suggests that this high level, as well as the specific types of discrimination within this mining company, is related to a company specific culture. It further suggests that it is also exacerbated by the current socio-political reforms within the South African mining industry. The study concludes by suggesting that the perception of discrimination within a company is as harmful as the event itself, and should therefore form an integral part of any internal programme aimed at addressing this issue. / MBA, North-West University, Potchefstroom Campus, 2015

The general purpose of this study was to explore the perception of discrimination under the middle managers in a selected South African mining company, as well as the associated impacts thereof on the individual and organisation. Although discrimination is a global phenomenon with a vast amount of scientific studies conducted on this topic, literature remains rather silent on the prevalence of discrimination among middle managers; especially within the South African mining industry. Organisational discrimination is defined as actions within an organisation which are biased towards certain individuals or groups. Literature suggests that discrimination is still very prevalent within organisations, both locally and internationally. It is typically influenced by aspects such as culture, and human resources practices and systems. The impacts are widespread with specific impacts on the individual’s mental or physical health, as well as productivity. South Africa however implemented a plethora of legislative measures to redress past inequalities and eliminate discrimination in its current form. This study followed a qualitative approach by means of a survey conducted through an open-ended questionnaire. The results indicated a high personal experience of discrimination within the specific mining company amongst the middle management team members. Their perception of discrimination towards their colleagues was also measured as above average. This exposure to discrimination impacted on their productivity and to a lesser extent on their personal well-being. Their perception of the potential impacts of this discrimination was reportedly higher than their actual experience thereof. The main discriminatory actions associated with this perception was centred on the notion, namely that middle managers were not recognised nor rewarded within this company. General benefits were withheld and expected promotions denied. The study’s results also confirm the perception that discrimination towards the middle management team will ultimately impact on the company’s overall performance. The study suggests that this high level, as well as the specific types of discrimination within this mining company, is related to a company specific culture. It further suggests that it is also exacerbated by the current socio-political reforms within the South African mining industry. The study concludes by suggesting that the perception of discrimination within a company is as harmful as the event itself, and should therefore form an integral part of any internal programme aimed at addressing this issue. / MBA, North-West University, Potchefstroom Campus, 2015