Magister Commercii - MCom / In modern organisations, diversity management is seen as an important factor for success. If diversity is not managed correctly, it could impact how and if organisations meet their goals. The purpose of diversity management is to get to a point of utilisation of skills of individuals. Research (Erasmus, 2007) suggests that diversity management success is highly dependent on perceptions of employees. The main intent of the current research was to gain an insight into employee perceptions around workforce diversity. These perceptions were evaluated using the Workplace Diversity Survey with a sample of public sector employees to ascertain whether there are statistically significant differences in employee perceptions based on age, gender, population group and directorate. Informed consent was sought from the HR manager in the public service department where the research was undertaken. A cross sectional study was conducted and based on a convenience sample of 200 voluntary participants within the public sector. Data was captured and analysed using the Statistical Package for the Social Sciences (SPSS) version 21. The results indicate that there are statistically significant differences with respect to gender, age, population group and , respectively, and perceptions of diversity. These findings suggest, that, despite 20 years of democracy within South Africa, on-going training and development of employees is required, along with frequent surveys to determine how individuals react to a heterogeneous workforce.

This research aims to develop a deeper level of understanding of how different levels of interaction amongst different cultures in a work and social context plays a role in perceiving culturally endorsed leadership attributes (CLTs). With the rapid developments in international trade, internet technology, cross-border travel and communication, business transactions across country borders have rapidly become significant contributors to the world economy. Consequently, managing diverse teams and working with colleagues and/or clients from other countries is a challenge to operating in this global business world. A quantitative analysis was done by considering low, medium and high work and social multi-cultural diversity interactions as the exploratory variables and perceptions of outstanding leader attributes as the dependant variable. This study of 269 leaders in a South African Multinational company found that different levels of multicultural interactions in the social context (described by friendships, relationships, family history and education) yielded significant differences in the perceptions of outstanding leader attributes. No significant differences in these perceptions were found for the different levels of multicultural interactions in the work context (described by international assignments and work diversity initiatives). Based on intergroup theory, this suggests that greater cognitive formations results through cross-cultural engagement in the social context than in the workplace. That is, culturally diverse social group memberships are able to condition member perceptions, transfer ideologies, and have a greater impact than culturally diverse groups in the organisational context. It was also found that the senior employees in this organisation (by age and tenure) showed a negative correlation to social multicultural interactions, but a positive correlation to work multicultural interactions. These relationships with tenure indicate the influence of organisational culture on cross-cultural cognitive formations. A synergistic relationship was evident between the work and social contexts, suggesting that inter-cultural activity in one context influences activity in the other context. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

This research investigates generational differences in Australian workers. In particular it focuses on changing trends and influences in the workplace and how different generations view and deal with these changes. The study focuses on Baby Boomers (born 1945-1963), Generation X (born 1964-1977) and Generation Y (born 1978 - 1994) across four industry sectors: Corporate, Education, Government and Not for Profit. The Australian workforce currently consists of four generations - all having distinct characteristics, working styles, needs and expectations. These differences pose challenges and opportunities to workforce management. The first step in managing the generations and their differences is to identify where the differences lie and to understand how best to cope with and exploit these differences. This research, in taking a generational cohort perspective towards analysing the modern workplace, seeks to explore how the different generations view the trends and influences that impact their work; and their attitudes towards technology, communication, work/life balance, organisational loyalty, attraction, engagement and retention. The study uses a multi-phase qualitative approach and includes in-depth interviews with a range of Australian industry experts; discussion groups held with Gen Ys, Gen Xers and Baby Boomer employees, in four organisations across four industry sectors; and in-depth interviews with senior executives in the same four organisations. This research will have significance to all organisations especially those that employ workers from across the generations and who are managing a multigenerational workforce. The findings will have practical application to organisational policy development in areas such as, work/life balance, attraction, engagement and retention of employees, reward and recognition systems, technology in the workplace and training and development. The study adds to the body of knowledge in workforce management, and in particular to the emerging body of knowledge on generational cohort analysis of the workplace in the Australian context. The study found significant generational differences that when harnessed and managed effectively, can contribute to the output and performance of the organisation as a whole.

No description available.

With increasing recognition that reducing carbon emissions from energy in the UK will make a significant contribution to the mitigation of anthropogenic climate change, and with carbon budgets forged following the Climate Change Act 2005 looking unlikely to be met, it is clear that sectoral changes are required to catalyse the decarbonisation process. Alongside the need for this industry to be at the forefront of decarbonisation, the energy sector needs to diversify and employ more women, Black and Minority Ethnic (BAME), LGBT and disabled people, as well as those from different social classes and varied educational backgrounds. In short, the energy industry in the UK presently has a diversity issue that transcends being an image problem; it is hampering progress. This masters’ thesis explores how the dual aims of decarbonisation and diversifying the workforce can aid one another, and the extent to which greater diversity within the energy sector could actually be the key to decarbonisation. Using transcripts from the interviews I conducted with eight individuals, as well as meta- analysis of existing data that examines the impacts of diversity in various industries, the ways in which greater diversity in the energy sector has the potential to be positive for decarbonisation are explored. Further, this paper also examines barriers to diversity, proposing a series of recommendations for industry and policy makers in order to create an energy sector that is more diverse. These recommendations can be found in the next steps section of the paper, which aims to provide guidance for those wishing to make the composition of their organisation more representative of wider society.

The global move towards human rights, the publication of King 11 reports and the post democratic legislations coerced the South African mining industry to diversify its workforce. The Employment Equity Act was the major driving force behind this, aimed at eliminating discrimination in the workplace and implementing Affirmative Action measures so that the workforce would reflect the economically active population. The question remains as to whether it could achieve a representative workforce, since the Commission of Employment Enquiry reports (2009-2010) and the Quarterly Labour Force Survey (second quarter, 2010) indicated that progress is very slow throughout all the industries. The mining industry is still predominantly White-controlled and emphasis is being placed on stimulating Black empowerment in the industry. Since the early 1990s the industry has seen significant restructuring and changes, including the phasing out of the traditional mining houses and the incorporation of the designated groups (females and Blacks) in ownership and management. However, rising gold prices and pressures on the global economy have forced the industry to embark on measures which impacted badly on the employment equity, leading to measures such as downsizing both the operations and staff, limiting training, centralising and outsourcing through contractual work. Migrant labour still plays an integral part. In order to analyse the application of Employment Equity Act and workplace diversity in the mining industry, a literature review was conducted to conceptualise the major constructs, and a survey through a close-ended questionnaire was administered to establish the progress made in this regard. The questionnaire was divided into three sections: section A was a biographical/demographic analysis focussing on the personal attributes ranging from gender, age, race, education and job grade. Section B and C were in the form of five-point likert scale to analyse the extent of understanding and knowledge, as well as attitudes and behaviour of the respondents respectively. The results were compared to secondary data in the form of reports collected from the senior metallurgy human resource manager. The convenience sample was taken from a sample of employees staying in the mining complex known as the 'Quarters', which comprised 345 houses, of which a response rate was 54%. Findings from the primary data indicated some progress in changing the organisational culture, with the majority of the respondents giving positive perceptions towards gender, disability and language used, while they identified the following as barriers (negative perceptions): lack of commitment by management; unfair labour practices in recruitment, promotions, training and development; insufficient knowledge about EEA and diversity; racial discrimination; and negative turnover intentions. They believed that diversity could improve productivity. The secondary data revealed that there was slow progress in attaining the numerical targets, especially in the D-band upwards (senior and top management levels). The females and people with disability were under-represented in all categories. The majority of employees in the skilled (C-band), semi-skilled and unskilled (B1-B7) were terminating their services. It is suggested that training of personnel about EEA and diversity be considered to get their active support and to prepare them for the change from the status-quo, extensive development of management on labour relations and good practices, as well as formation of committees to steer and monitor the adherence to policies. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

The global move towards human rights, the publication of King 11 reports and the post democratic legislations coerced the South African mining industry to diversify its workforce. The Employment Equity Act was the major driving force behind this, aimed at eliminating discrimination in the workplace and implementing Affirmative Action measures so that the workforce would reflect the economically active population. The question remains as to whether it could achieve a representative workforce, since the Commission of Employment Enquiry reports (2009-2010) and the Quarterly Labour Force Survey (second quarter, 2010) indicated that progress is very slow throughout all the industries. The mining industry is still predominantly White-controlled and emphasis is being placed on stimulating Black empowerment in the industry. Since the early 1990s the industry has seen significant restructuring and changes, including the phasing out of the traditional mining houses and the incorporation of the designated groups (females and Blacks) in ownership and management. However, rising gold prices and pressures on the global economy have forced the industry to embark on measures which impacted badly on the employment equity, leading to measures such as downsizing both the operations and staff, limiting training, centralising and outsourcing through contractual work. Migrant labour still plays an integral part. In order to analyse the application of Employment Equity Act and workplace diversity in the mining industry, a literature review was conducted to conceptualise the major constructs, and a survey through a close-ended questionnaire was administered to establish the progress made in this regard. The questionnaire was divided into three sections: section A was a biographical/demographic analysis focussing on the personal attributes ranging from gender, age, race, education and job grade. Section B and C were in the form of five-point likert scale to analyse the extent of understanding and knowledge, as well as attitudes and behaviour of the respondents respectively. The results were compared to secondary data in the form of reports collected from the senior metallurgy human resource manager. The convenience sample was taken from a sample of employees staying in the mining complex known as the 'Quarters', which comprised 345 houses, of which a response rate was 54%. Findings from the primary data indicated some progress in changing the organisational culture, with the majority of the respondents giving positive perceptions towards gender, disability and language used, while they identified the following as barriers (negative perceptions): lack of commitment by management; unfair labour practices in recruitment, promotions, training and development; insufficient knowledge about EEA and diversity; racial discrimination; and negative turnover intentions. They believed that diversity could improve productivity. The secondary data revealed that there was slow progress in attaining the numerical targets, especially in the D-band upwards (senior and top management levels). The females and people with disability were under-represented in all categories. The majority of employees in the skilled (C-band), semi-skilled and unskilled (B1-B7) were terminating their services. It is suggested that training of personnel about EEA and diversity be considered to get their active support and to prepare them for the change from the status-quo, extensive development of management on labour relations and good practices, as well as formation of committees to steer and monitor the adherence to policies. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

Magister Commercii (Industrial Psychology) - MCom(IPS) / Although South Africa is 18 years into creating a unique diversity management strategy, individuals - directly affected by diversity in organisation will differ completely from those individuals that have not been affected by diversity in organisations at all. The subject of diversity management has become a contentious issue causing disagreement and argument is in the last couple of years. Many organisations find it difficult to grasp the concept of diversity, thus creating an opportunity for organisational development consultants and management to make substantial profit (Dombai & Verwey, 1999). In the current working environment and the continuous change of the organisation‟s employees, the workforce has become more diverse. This resulted in wider employee knowledge, skills, experience and attitude which will allow the organisation to become more competitive globally. It is of utmost importance for organisations attract and retain staff from different cultural and diverse group of order to improve the employee performance and the competitive advantage of the organisation (Ferreira & Coetzee, 2010). Cumming and Worley (2009, p. 506-509) postulate that “organisational transformation – and more specifically diversity management - is impacting on the bottom line results of the organisation”. Organisational transformation implies radical changes in how members perceive, think, and behave at work. They are concerned with fundamentality altering the prevailing assumptions about how the organisation function and relates to its environment. The study aimed at determining the employees‟ perception towards workplace diversity in a financial institution operating in the Western Cape. More specifically, the following questions will be investigated in this study: What are employees‟ perceptions of workplace diversity? Do employees differ in their views/perception of workplace diversity based on their age, race, job categories, gender, job status and qualification? To what extent is workplace diversity understood by employees? What challenges are being faced to effectively implement workplace diversity? Information was gathered from both secondary and primary resources. All relevant information that was not obtained from publications was gathered through the use of questionnaires that were completed by employees in the financial institution. The primary resources in this research study used are questionnaires that were distributed to employees in a financial institution to complete. Permission was obtained from executive management, provincial management, junior management and the human resources department to distribute the research study questionnaire to the staff in the financial institution. Data was analysed by using structural, methodical and clear reasoning. Data analysis, involving a descriptive study in order to determine the relationship between the employees‟ perception towards workplace diversity in a financial institution operating in the Western Cape The descriptive study created an understanding of the relationship between the employees‟ perception towards workplace diversity, for the researcher and the organisation. The Pearson method was used to determine whether there is a relationship between age, race, gender, job category and qualification and the perceptions of workplace diversity in a financial institution. The Health Professional Council of South Africa (HPCSA)‟s ethical code of Professional Conduct for Psychologists was strictly adhered to. Voluntary participation was critical to the study because of the participants‟ time and energy required as well as asking participants to reveal personal information to the researcher. Permission to conduct the research was obtained from the financial institution where study was undertaken. Informed consent was obtained from participants before starting the data gathering process. Three hundred and nine (309) respondents completed a biographical questionnaire as well as the workplace diversity survey in order to understand their perception and understanding of workplace diversity. To ascertain the perception of workplace diversity, respondents completed a workplace diversity survey. While the results of the current study reveals interesting findings, the results should be interpreted with caution due to the size of the sample used which impacts the generalizability of the findings.

“Social integration” is a construct referred to in workgroup and organisational research, in particular in research focused on understanding workplace diversity. The present research examined how the social integration construct could be more clearly conceptualised and measured in the South African context. Guided by Hinkin’s (1998) scale development framework, the research seeks to contribute to the early stages of the development of a scale of social integration, suited for use in South African workplaces. Items were generated theoretically, leading to a final pool of 72 items. 620 usable responses were received from individuals employed in organisations in South Africa and this sample was randomly split into two samples of 310 participants each: a “calibration” and “validation” sample. On the calibration sample, exploratory factor analysis (EFA) was conducted in order to examine emerging first- and higher-order latent variable structures. EFA led to the development of a first-order, seven-factor model. Exploratory extension analysis generated three possible higher-order latent variable structures. Using confirmatory factor analysis (CFA), both the first- and higher-order models were fitted to the “validation” sample to test if the models generalised to a second sample drawn from the same population. Results indicated that the first-order model demonstrated an adequate fit, as well as two of the three higher-order models. The fit of these two higher-order models did not differ significantly. Post-hoc analyses determined that, while social integration can be considered a meaningful higherorder construct, the construct has theoretical rather than practical relevance for researchers. Responses to the proposed scale of social integration should be interpreted at the level of the identified first-order constructs rather than as a single scale representing the higher order, abstract social integration construct. The generalisability and contextual nature of the research findings, suggestions for future research, and the theoretical and practical limitations of the present research are discussed.

Denna studie behandlar begreppet mångfald på arbetsplatsen i en svensk kontext. Begreppet har diskuterats i Sverige sedan slutet av 1990-talet, men det råder fortfarande en förvirring kring vad mångfald på arbetsplatsen innebär och vilken påverkan det har på enskilda organisationer. Vidare förknippas begreppet i Sverige med en hög grad av statlig inblandning, som på senare år fokuserats på att påverka organisationer i riktning mot en multikulturell modell. Dock hävdas att det finns liten erfarenhet i av den multikulturella modellen i den svenska praktiken. De företag som arbetar med mångfald gör det ofta inte integrativt, utan mer av ekonomiska skäl för att lättare kunna söka externt kapital.Syftet med studien är att utreda vilka perspektiv av mångfald som finns i olika svenska organisationer och hur dessa skiljer sig från, eller liknar, den multikulturella modell som förespråkas av samhällsdiskursen. Med hjälp av institutionell teori som referensram diskuteras sedan resultatet för att kunna förklara varför eventuella diskrepanser i diskursen kring mångfald på arbetsplatsen mellan olika nivåer i samhället uppstår. Kvalitativ analys av diskurser över flera nivåer av samhället genomförs utifrån en tvärsnittsdesign med urval av offentliga dokument såsom hemsidor, policydokument hållbarhetsredovisningar och årsredovisningar hos relevanta institutionella arrangemang i ett makroperspektiv, de allra största svenska företagen och ett slumpvis genererat urval av stora svenska företag i ett mikroperspektiv. Totalt analyseras 70 företag och sex institutionella arrangemang. Vi arbetar utifrån en abduktiv ansats där analysen inledningsvis görs med hjälp av en referensram kring mångfaldsperspektiv som senare utvecklas vid adderandet av institutionell teori och i ljuset av våra resultat.Vi finner att tre perspektiv på mångfald; förstärka homogenitet, det färgblinda perspektivet och rättviseperspektivet kan sägas vara institutionaliserade i den svenska kontexten med en stark fokusering på könsdimensionen av mångfald. Accessperspektivet och integration-lärandeperspektivet kan vi inte säga är institutionaliserade i den svenska kontexten. Istället kan de sägas vara på modet. De institutionella arrangemang som vi kan koppla till den svenska staten påverkar svenska organisationer genom tvingande institutionellt tryck till att anamma de institutionaliserande perspektiven. Det finns även en ambition till att regeringen skall agera förebild för mångfaldsarbete genom företag med statligt ägande. Dock sträcker sig texter från dessa institutionella arrangemang inte längre än till det färgblinda perspektivet och rättviseperspektivet. Istället finner vi de flesta uttrycken för accessperspektivet och integration-lärandeperspektivet, där vi även återfinner den multikulturella modellen, framför allt i diskursen som utgörs av texter hos de största svenska företagen. Studien bidrar, genom adderandet av institutionell teori, till en ny, mer pluralistisk syn på mångfaldsperspektiv än vad tidigare litteratur har illustrerat. / This study is addressing the concept of workplace diversity in the Swedish context. The concept has been discussed in Sweden since the late 1990´s, but still there are confusions about what workplace diversity really is, and what impact it has on particular organizations. Further, the concept is in the Swedish context associated with a high degree of governmental involvement which, as of late, has been focused on influencing organizations toward a multicultural model. However, some argue that there is little experience of a multicultural model in the Swedish practice. Those companies that work with diversity do so mostly out of economic reasons, in search of external capital and not in an integrative way.The purpose of this study is to investigate which perspectives on diversity there are in different Swedish organizations and how these can resemble, or differ from, the multicultural model that is advocated by the societal discourse. By means of institutional theory as a reference, the results are then discussed to explain why possible discrepancies in the discourse around workplace diversity between different levels of society may arise. Qualitative analysis of discourses throughout several levels of society is conducted with a cross-sectional design with a sample of public documents such as websites, policy documents, sustainability reports and annual accounts from relevant institutional arrangements in a macro-perspective, and in a micro-perspective; from the largest Swedish companies and a random sample of large, Swedish companies. A total of 70 companies and six institutional arrangements are analyzed. We have an abductive approach, where the analysis is initially conducted by means of a frame of reference around perspectives on diversity, which is further developed with the addition of institutional theory in light of our findings.We find that three perspectives on diversity; reinforcing homogeneity, the color-blind perspective and the fairness perspective can be said to be institutionalized in the Swedish context, with a strong focus on the gender dimension of diversity. The perspectives of access and integration-learning cannot be said to be institutionalized in the Swedish context, but can instead be seen as fashionable. The institutional arrangements we can associate with the Swedish government influence Swedish organizations by means of coercive institutional pressure to adapt to the institutionalized perspectives. There is also an ambition to act as a role model concerning diversity management through companies owned by the State. However, the texts we analyze deriving from these institutional arrangements stretch no further than to the color-blind perspective and the fairness perspective. Instead, we find the most expressions for the access perspective and the integration-learning perspective, where we also find the multicultural model, in the discourse consisting of texts deriving from the largest Swedish companies. The study contributes, by the addition of institutional theory, to a more pluralistic way of describing the perspectives on diversity, than illustrated by previous literature.The thesis is written in Swedish.