Conventional research on workplace incivility has shown how damaging the perceptions of workplace racism can be on employee well-being, especially minorities at an individual level within organizations. Consequentially, the prolonged exposure to racial discrimination through experience and observation has resulted in racial trauma, which increases an individual’s sensitivity to racial discrimination. One result of this is the hostile attribution of racial discrimination in the workplace. Research on the impact of racial discrimination in the workplace has shown that there are severe negative implications for employees who perceive it, especially when an individual misattributes an interaction as racial discrimination. This study examined the reactions of individuals who observed a workplace interaction between a leader and their subordinates while manipulating the factors leadership style and the presence workplace incivility. It was theorized that interactions using specific leadership styles to facilitate discussion in different ways would moderate an individual’s perception of interactional justice and their race would influence their perception of justice during the interaction which would influence their perception of discrimination overall. Though no significance was found to support the suggest theoretical relationships, secondary analyses revealed interactions with race leadership style, employment status and correlations between perceived interactional justice, racial discrimination and dispositional measures that warrant further investigation. These relationships, their implications and the limitations of the study are all discussed as well.

The core objective of this study was to explore the relationship between training method, the perceived effectiveness of workplace training and the three dimensions of organisational commitment namely, affective, normative and continuance commitment. The question that initiated the exploration was the role of learnerships in the workplace and whether or not they, as a different method of workplace training were perceived as effective training methods by learners and if this was related to the three types of organisational commitment, namely; affective, normative and continuance commitment. A quasi experimental methodology with a static group design was adopted. No randomisation or matching of groups utilised in this study took place. Questionnaires were sent out to the learnership trained (test group) and alternatively trained employees (control group) performing phlebotomy. The responses obtained were coded and run through SPSS v16. Descriptive statistics together with validity percentages were obtained. Group statistics were obtained. An Independent Samples t-test was run and Cohen’s size effect test was calculated. A Pearson’s Correlation Matrix was utilised to test the variance between perceived effectiveness of training and the three types of organisational commitment. Findings indicated that the learnership trained employees did perceive their training as more effective. The Pearson’s Correlation Matrix also indicated that a significant correlation was found between the perceived effectiveness of training and all three types of organisational commitment. However, learnership trained employees did not demonstrate higher levels of organisational commitment. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

MPM / Oliver Tambo Institute of Governance and Policy Studies

Stereotypical beliefs about emotion have been shown to influence perceptions of competence. While emotional White women are often presumed to be generally less competent, emotional Black women receive variable competence ratings due to the intersecting stereotypes concerning both their race and gender. However, it is unclear how perceptions of competence fluctuate in response to anger, a stereotypically male emotion, in comparison to sadness, a stereotypically female emotion. The project at hand utilized participants' responses to a scenario of White and Black leaders engaging with subordinates in their workplace expressing either neutral, angry, or sad responses to an interaction. We aimed to identify if a Black woman leader's expression of anger garnered a more favorable response than a White woman leader's expression of anger in addition to whether both leader's expression of sadness would garner similarly low ratings of competence. Results reveal that perceptions of a woman leader's competence can be influenced by race alone with no significant influence from emotional expression. Specifically, a Black woman leader's competence can on average be rated lower than a White woman's competence regardless of emotional expression. This study provides further evidence that group stereotypes manifest differentially based on context.

Affirmative action to redress past discriminatory practices is being implemented on a growing scale in the world, and is creating more diversity in the workforce of organizations. With the implementation of affirmative action in organizations, dramatic changes in the composition of the workforce takes place, especially at management level. Many leaders and managers have a poor awareness of the impact of changes in workforce composition on individual and organizational performance and its management. The central issue in dealing with workforce diversity is power-sharing. A heightened awareness in managers with regard to workforce diversity means becoming open to differences between employees. It also presuppose the creation of an inclusive environment that new groups will need to be let into positions of decisionmaking and influence. Beyond opening the system, organizations will need to create strategies to help staff at all levels to overcome their resistance to this demographic transformation, and deal with one another in harmonious, co-operative ways. Racial fears and tensions have historically shaped the management style of dominant groups to the point where thoughtless prejudice and stereotypical reactions have become the norm. Reactions of workers to such a management style reflects distrust. Diversity-related performance problems can be encountered in organizations, due to the role that diversity plays in individual and organizational behaviour. Dominant groups may project prejudice and stereotyping that result in relationship and task performance problems. Negative effects like absenteeism, lack of training and so forth, give rise to inefficiency and low productivity. Thus, diversity-related problems can increase with increases in diversity (due to affirmative action and employment equity programmes), resulting in an increase in its negative effects on organizational efficiency, if diversity is not managed. The South African economy cannot afford the disregard for the management of diversity. Such disregard poses three dilemmas. The first dilemma is the reality of the consequences of Affirmative action in the context of the management of diversity. Whilst any increase in the level of task non-competitiveness cannot be afforded and accommodated (which in itself is the result of increasing diversity that is not managed), affirmative action has to be implemented. Against this background, it is obvious that South African organizations do not have the option of not understanding the dynamics of affirmative action and its role in the dynamics of workforce diversity. The second dilemma is that there exists a research-need to understand workforce diversity and its issues (diversity-related problems) in South Africa as a prerequisite for developing strategies that are more effective than legislation in dealing with employee-perceptions of equity in the workplace. The third dilemma is the issue of knowing how to manage diversity. Most research in the world to date on was done on “unmanaged diversity”. The status quo of diversity in South Africa is such that diversity related problems are intrinsic to the types of diversity discussed in this study. Diversity will increase in South Africa, which may facilitate the deterioration of the status quo. To reduce the possible negative impacts of this development, the need exists for research to address the three dilemmas discussed. The research method included firstly a literature study on the most recent appropriate perspectives on the dynamics of workforce diversity, and secondly a research design that was used to determine the diversity-related organization form factors of workforce diversity in South Africa. In chapter 2 workforce diversity was studied in the context of Behavioural science, specifically in its contribution to organizational behaviour, with emphasis on group behaviour. Shortcomings of the established Interactional Model of Cultural of Diversity (IMCD) in explaining diversity-related group behaviour is remedied to satisfy research requirements of this study. A new paradigm of workforce diversity is created by integrating research perspectives on diverse-team processes, change-models and the IMCD. The outcome of this study is tested within the context of the results of a pilot-study done in 1997 on the progress made in managing diversity in South Africa. In chapter 3 the management of workforce diversity is studied. The transformation of homogeneity through affirmative action to increased diversity, is investigated. Dimensions of workforce diversity and its role and nature in diversity processes is studied. Most relevant empirical South African research perspectives on the dimensions of diversity in South Africa are integrated with conclusions of chapters 2 and 3 in the construction of a Cultural-specific change model of workforce diversity. In chapter 4 the research design was outlined The diversity-related organization form (mono-cultural, non discriminatory or multicultural), dimensions and factors of workforce diversity is empirically determined at two levels: Firstly, organization form, dimensions, and factors of workforce diversity are identified in a descriptive study. Secondly, the factors of workforce diversity is then determined in a causal study. In chapter 5 the results were reported in terms of the dimensions and organization form that was determined, and the identified factors. The results of the determination of the factors, are presented in the context of a theoretical model of workforce diversity in South Africa, that was established in the causal study. In chapter 6 conclusions and recommendations were reported strictly on the basis of the data of the empirical study and the results. The factors that were determined, are presented as transformational (long-term leadership), and transactional (short-term management) factors. Recommendations are made on appropriate strategies and interventions to manage workforce diversity. This study has limitations that impose constraints on the scope of the study. The population sample is an unrestricted non-probability convenience sample, with size n = 614. Thus, it is very difficult to estimate precision, and interpretations of variance of the mean statistic has to be done very conservatively. The results of the analysis of covariance to be used in inferential methods is affected by the sample’s status as a convenience sample, as variances affect. / Thesis (DBA (Organizational Behaviour))--University of Pretoria, 2001. / Human Resource Management / unrestricted

Includes abstract. / Includes bibliographical references (leaves 121-127). / The metal and engineering industry is one of the most significant contributors to South Africa’s manufacturing employment and economic performance. In recent times though debate regarding the industry has centered on reported critical skills shortages, alluding to decreased employment and performance. Studies confirmed that skills shortages at artisan, technical, engineering and management levels existed with artisans representing the most critical skills shortage in the industry. This study evaluates the nature and extent of skills development taking place in a sample of metal and engineering firms located in the industry’s most significant province, Gauteng. Research was conducted through interviews with skills development representatives from a non-randomly selected sample of firms belonging to three categories in the metals beneficiation value chain, namely: raw material processing firms; intermediate product producing firms and finished product producing firms.

Includes bibliographical references (p. 80-85). / This dissertation attempts to give a better understanding of how the different social environments in Cape Town and Johannesburg influence organisational culture at The Company and how this impacts on the ways that black African managers navigate borders and negotiate identity in the workplace. The hypothesis of this study is that race and 'laid-backness' are key differentiating factors between The Company in Cape Town and in Johannesburg. This is a descriptive case study that mixes both quantitative and qualitative methods of data collecting and analysing data, however it is primarily a qualitative study. The study focuses on two branches of the same company. 43 out of a total of 138 black African managers were surveyed and 22 of these were interviewed. The selection was a good cross-section of all middle and senior black African managers, as well as from both genders. A questionnaire comprising of a 21-point values survey and a series of open-ended unstructured and structured questions was used in the quantitative data collection process. A semi-structured interview schedule was used in the qualitative data collection process. The qualitative data was analysed using Miles and Huberman's (2004) two-level coding process with the assistance of Nvivo and the quantitative data was analysed using descriptive statistics with the assistance of Statistica.

Includes abstract. / Includes bibliographical references (leaves 79-81). / This exploratory study aimed to investigate the role that design houses play in the Cape Town clothing value chain of production. Semi-structured interviews were conducted with key informants, buyers in clothing retail companies, heads of design rooms in design houses, and homeworkers. Findings reveal that design houses act as intermediaries between retailers and clothing manufacturers or between retailers and homeworkers. In their latter role design houses are forging links between the informal and formal clothing economy. As in buyer-driven chains of production, retailers in the clothing value chain wield a substantial amount of power in determining prices. It was found that design houses are not completely powerless in their relationship with retailers, in fact, they posses knowledge that enables them to bargain over prices. The relationship between design houses and homeworkers was found to be an oppressive one, with homeworkers possessing little to no bargaining power. The increase in the number of design houses in Cape Town has assisted in the survival of the industry in the face of a number of difficulties. The continued presence of design houses creates the potential for development in the industry.

Includes bibliographical references (leaves 66-69). / The south east and cape flats regions of Cape Town is home to abundant supplies of cheap and available unskilled labour. With the awareness that Cape Town may be slowly following the developmental path of Johannesburg and many other cities of the world, as decentralization, suburbanization, and the overall processes of economic 'tertiarisation' and urban transformation encompass the entire structure and culture of the city, we wonder about how the cities unskilled workforces are faring. Development has focused on the north of the city while the south east has been bypassed, causing residents to have to travel far out to find jobs and work. There is a clear spatial mismatch between places of work and places of residence for the workers of the South east, and overcoming this disconnection is challenged further by an inefficient and expensive public transport service, upon which they are fully dependent. By way of the interviews with businesses from various industrial areas in Cape Town, this thesis shows that many owners and management do not place much importance on where their workers, in particular unskilled and semi-skilled manual workers live and how they travel. It seems that when choosing a location for their businesses, size, price, and availability may limit owners' options of location choice and interviews reveal that owners may be responding to rather than driving development. Findings reveal that unskilled manual workers typically reside in the south east, while business owners, management and other white collar workers typically live in the northern and southern suburbs, as well as other central areas. Furthermore, transport patterns were evaluated and it is clear that the unskilled workers rely heavily on public transport while higher skilled occupational groups either have their own car, or are part of lift-clubs. The problem of a spatial mismatch is clearly skewed towards workers of the south east who rely on public transport, by intensifying the burdens of commuting times and costs. A further finding is that many businesses resort to highly informal methods of recruitment, such as word-of-mouth and internal referral techniques, revealing the significance of social networks in gaining access to job opportunities. This is especially important for workers trying to find employment in areas outside of the traditional economic nodes as it is expensive to commute to those areas regularly in search of employment. Having access to those businesses through employed family members, neighbours and relatives, is therefore critical.

A dissertation submitted in partial fulfilment of the requirements for the degree of Masters of Arts in the Department of Psychology, University of Zululand, 2004. / The aim of this study was to determine whether intervention programs do enhance performance of HIV/AIDS infected persons in the workplace using a qualitative design. The study explored the experience of two categories of persons in the work environment i.e. professional nurses involved in administering the program and the HIV/AIDS infected persons as recipients. Data was collected from each category in four organizations through in-depth interviews using the qualitative approach. The phenomenological method supports the assumption that an individual's experience is more valid and reliable as it gives a realistic picture that people can relate to and agree with the findings (Chasi & de Wet, 2002). Data collected from work policy documents was used to establish what programs were in place to deal with HIV/AIDS at organizational level. The following conclusions were made: ♦ Intervention programs enhance work performance of HIV/ AIDS infected persons ♦ Policies provide a guideline as to what strategies organizations use to deaf with HIV/AIDS ♦ Monitoring and evaluation of intervention programs is essential in any organisation