CHAPTER 9 Flashcards
(26 cards)
➢Diversity
– the realisation and understanding of the individual differences
that exist between people.
➢Workplace diversity is about
• acknowledging the value of individual differences and making
the most of these differences in the workplace.
➢Benefit
Embracing diversity in the workplace means creating an
environment that values and supports the contributions of all
people.
➢Employment Equity Act (EEA)
– workplace MUST reflect the demography of the community
➢Section 6 of the EEA
deals with the fact that no person may be discriminated against
the first steps toward successful diversity management
➢Individual tolerance and the willingness to accept the differences
between people are the first steps toward successful diversity
management.
Tribalism
➢It refers to a feeling of loyalty inside a homogeneous group
– a particular population group.
➢Uniform way of behaviour or thinking is influenced by
leaders or older people in that specific group.
➢Common behavioural expectations and beliefs become
norms – deviation from the accepted norms will be
unacceptable and may be punished in some way
Xenophobia
➢Constitution of South Africa provides protection to all
people living in the country. This protection is not absolute.
➢Xenophobia can be described as a person’s inherent fear of
or hatred towards strangers or foreigners.
➢Xenophobic violence refers to the collective act of violence
against foreign nationals. It includes murder, assault with
grievous bodily harm, robbery, arson, intimidation, and
threats.
➢Feelings of deprivation, inequality, and frustration with the
situation in a society can easily become the underlying
reason why a society takes action against other members.
➢It becomes the symptom of the collective
discontent, and unless the root cause of the action is
not addressed the behaviour will be repeated in
future.
➢The majority of incidents of xenophobia in South
Africa can be traced back to an economic cause.
• Diversity is divided into:
– Primary dimensions: inborn differences that have an ongoing effect on a
person’s life. “NB!! See video provided in the study pack that explains and tests you on this section”
– Secondary dimensions refer to aspects like:
1. Education
2. Religion
3. Income
4. Parental status
5. Marital status
6. Geographic location
7. Work experience
Factors affecting diversity
- Geographical origin of workers (countries, provinces)
- Diverse compilation of work teams (constant contact)
- Diverse compilation of other teams (indirect contact)
- Personality (responses, views, etc.)
- Stereotyping (‘short managers’, tattoos)
- Prejudice (women versus men)
Implications of managing diversity in South Africa
Functional implication
➢Manager focuses on the efficient functioning of the business.
➢Managing the diverse community of the business must be a high
priority.
➢Managers must manage the composition of the business in relation to
the external community and determine what interventions are
required.
➢Steps to follow in order to increase functional efficiency are as
follows:
1. Identify the problem
2. Compilation of a plan for intervention
3. Actual intervention activity
4. Monitoring the implementation and consequences after the
intervention
Implications of managing diversity in South Africa
Management and trade union cooperation
➢Employment equity and diversity management is
of great importance for trade unions.
➢The setting of equity targets must be done in
consultation with the trade union.
➢Cooperation between the union and
management is therefore fundamentally
important
Implications of managing diversity in South Africa
Monitoring by the Department of Labour
➢Organisations in South Africa must report to the
Department of Labour annually on their progress to
reach EE targets.
➢Provision is made for monetary penalties and
management will therefore be in constant consultation
with trade unions
Implications of managing diversity in South Africa
Geographical or national location
➢Population composition in different areas of the country differs.
➢Organisations must reflect the population composition. For example, if
there are more women in the country, then that must be reflected in the
organization by employing more women than men and giving women
first preference to positions especially if they meet the requirements of
the job.
➢Whether the decision is to use national, provincial, or regional
demographics, the composition of the population will be the most
important determinant in setting equity targets.
Implications of managing diversity in South Africa
Different religious practices
➢Workplace procedures must accommodate religious
practices.
➢Some people may perceive certain religious practices
as favouritism if people are given time off to practice
their religion.
➢If management is non-adaptive to specific religious
groups, it may be perceived as religious discrimination.
➢Management must be as fair as possible.
Diversity training
➢Training may help employees to gain better understanding of
the concept of diversity.
➢Training will increase cooperation and understanding
between the members of a work team, and also lessen
individual prejudices that may exist.
➢It must lead to a shift in organisational culture due to
sensitivity to diversity
Awareness-based diversity training
– Aims at addressing the
personal underlying
assumptions that people
may have about other
people, on a cognitive
level, to make people
aware of prejudices and
where they originate.
➢Inter- and intra-workgroup diversity training:
− Awareness training has taken place and employees should better
understand stereotypes, beliefs, and orientations.
− Give people the skills to cope with diversity, where individuals confront
their own personal issues while at the same time learn about those of
other people
➢ Intra-workgroup training:
− Everybody gets an opportunity to present their views on diversityrelated aspects that could inhibit cooperation.
− Problem identification is done in a “brainstorming session”.
− The facilitator should not be too active because the group members
must find their own solutions and accept ownership thereof.
− The facilitator must ensure that he keeps control – not to let the conflict
intensify.
• Inter-workgroup training:
− More complex because it starts where the workgroup confronts their
own issues during a work session.
− The process as discussed above is followed during a separate session.
− Then the groups are brought together to facilitate the factors that inhibit
cooperation between the workgroups.
− Information gathered is analysed by the facilitator.
− In the bigger group it is more difficult for the facilitator to maintain
control.
− Potential solutions are then put to the groups for discussion and
selection.
− Monitoring of the solutions is very important
• Skills-based diversity training:
− Common in a workplace to have employees from various cultural
and racial backgrounds working together in one department.
− Aims at developing people’s abilities to manage the differences
between them.
− The impact is also on the broader society, because people interact
with various diverse groups daily.
− Starting point is awareness-based diversity training, followed by
sensitivity training – see Figure 9.3.
− Harmonious relationships contribute to increased morale, a feeling
of belonging, and mutual caring.
Objective of all training models
• Objective of all training models is improving a positive interaction
between people in the workplace with the ultimate goal of
enhancing efficiency and effectiveness.
The role of sensitivity training in diversity training
− Sensitivity training is very specific and sensitive way to active
training.
− It primarily focuses on intra-personal training and orientation.
− The main aim of this form of training is to create an understanding
in a person as to why a certain way of thought or feeling , about a
specific aspect exists within this person.
− It departs from accepting that an individual has specific
preconception about a specific aspect
− The aim of this training is to create an understanding that this
preconception must change within a changing or changed
environment.
Diversity management problems and challenges
➢ Commitment – people could lack commitment during training due to heavy workloads.
➢ Communication – perceptual, cultural, and language barriers need to be overcome for
a diversity programme to succeed.
➢ Resistance to change – the “we have always done it this way” mentality stops new
ideas.
➢ Prejudice – trainees may feel that they may be labeled as troublemakers.
➢ Politics – allegations of political discrimination are often the reason why diversity
training becomes necessary.
➢ Societal incidents- S.A is a very politically conscious society. A lot of serious racial
incidents have happened, mostly of social media. A trainer must be careful when using
them as examples during training as they could lead to more conflict in training groups.
➢ Implementation – training is not enough. Manager will still have to implement
customised strategies to maximise the effect of the training.
