Managing Diversity in South Africa

Managing Diversity

• Diversity and inclusion give value to every human being, no matter individual differences.
• Managing diversity and regulatory challenges in Chapter 3.
• Companies harness diversity people, cultures, viewpoints, brands, markets and ideas.

Composition of South African Workforce

• Major groups that provide diversity includes ethnic groups, women, younger workers, disabled workers, sexual, HIV/AIDS, religion and the age of the workforce.
• Ethnic Groups include Black African, Coloured, Indian or Asian & White.

Diversity Management

• Top management identification and commitment are required to manage diversity which is a long-term process
• Mechanisms need to be set in motion to access the potential of employees
• Organizations embark on managing the diversity process to tap into a range of skills, attract and utilize the best talent, enhance communication and understanding between groups & individuals.
• Managing diversity aims to promote productivity through job satisfaction and flexibility, enhance creativity, innovation, adaptability, and problem-solving.
• Maximum use of employees & improved relations between organized labor and management
• Managing diversity extends the breadth of understanding in leadership positions and enhances global competitiveness

What is Diversity?

• The term diversity in HR field and in South African organizations
• Diversity is considered to be a politically correct term for employment equity and affirmative action.
• The recruitment and selection of ethnic groups and women
• Diversity encompasses the management of individuals sharing a broad range of common traits.

What makes an individual unique?

• There are organizational, secondary and primary dimensions

Stereotypes and Prejudice

• A stereotype is a fixed, distorted generalization about members of a group.
• A stereotype comes from an outside source, not own experiences.
• "Women's place is at home" and "Women are too emotional".
• Stereotypes negate people’s individuality and limit potential
• Prejudice consists of processing stereotypes to reinforce one’s own sense of superiority to members of that group
• Example of prejudice: "Susan can’t do the job because she is a women and too emotional."

Assimilation

• It is assumed that the dominant group's performance and style is superior to those persons who are not in the dominant group.
• Diversity in the organization is devalued and the value of homogeneity is reinforced
• Example: A woman manager trying to be more assertive may later be accused of being unfeminine.

South African Culture

• For to be free is not merely to cast off one's chains but to live in a way that respects and enhances the freedom of others.
• South African culture embodies Ubuntu
• "Ubuntu" means "I am because we are". The spirit of Ubuntu conveys a sense that we are human only through the humanity of other human beings.

Valuing Diversity

• The fundamental difference between valuing diversity, employment equity, and affirmative action.
• Employment equity is a legal approach to workplace discrimination
• Affirmative action is a response to the under-use of protected groups and attempts to attract/advance people due to past unfair discrimination.
• Valuing diversity moves past both concepts and results in management designed to reap the benefits of a diverse workforce

Diversity Management

• Includes programs like sexual harassment policies, physical support for disabled employees, and recruitment of disadvantaged groups and women
• Also includes diversity education and awareness training, such as the "Education begins the process of cultural change within an organization that has the motivation to change attitudes"
• Language sensitivity of managers is key

Response to Legislation

• HR administrators and line managers must understand the various Acts that apply to HR practices, like recruitment and selection.
• HR professionals must develop and enforce policies and procedures to protect members of the diversified workforce against unlawful discrimination.
• Key legislation : Republic of SA Constitution (no. 108 of 1996), Employment Equity Act (no. 55 of 1998) , Labour Relations Act (no. 66 of 1995), Basic Conditions of Employment Act (no. 75 of 1997) and Promotion of Equality and Prevention of Unfair Discrimination (no. 4 of 2000).
• The Acts outlined shape the labour relationship in SA today.

Sexual Harassment

• One survey found that 16% of female employees experienced sexual harassment.
• A 1992 survey revealed organizational awareness of sexual harassment.
• In 1998, a Code of Good Practice on handling sexual harassment was published as a LRA appendix

What Constitutes Sexual Harassment

• The Code of Good Practice on Handling Sexual Harassment defines sexual harassment to be unwanted conduct of a sexual nature
• Sexual attention becomes sexual harassment if the behaviors persist, even a single incident can constitute it.
• Sexual attention becomes sexual harassment, if recipient has made it clear behavior is offensive and perpetrator should have known it was unacceptable.
• There are two forms of sexual harassment: ‘this for that’ or ‘quid pro quo’ and ‘hostile environment’ harassment.
• Quid pro quo means that a victim is coerced into acceding to the sexual advances of a superior in exchange for work-related benefits
• Hostile environment harassment poisons the work environment & impacts the well-being of the individual.
• HR must identify dangerous personality types within the company.
• Key HR responsibilities include drawing up sexual harassment prevention policy, and providing effective sexual harassment training.