Managing Diversity in the Workplace

Chapter 9: Managing diversity in the workplace  Learning outcomes Understand the broader approach to diversity management. Understand the link between diversity, tribalism, and xenophobia. Identify and discuss the different dimensions of diversity. Evaluate the fact...

Chapter 9: Managing diversity in the workplace  Learning outcomes Understand the broader approach to diversity management. Understand the link between diversity, tribalism, and xenophobia. Identify and discuss the different dimensions of diversity. Evaluate the factors that affect diversity. Comprehend the implications of diversity management in South Africa. Understand and comprehend the importance of diversity training in the workplace. Distinguish between the different diversity training models. Comprehend the possible problems and challenges of diversity management and training. Explain the positive aspects of diversity in an organisation. Understand the relationship between diversity and the ethical challenge.  Introduction Diversity could be described as 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. Embracing diversity in the workplace means creating an environment that values and supports the contributions of all people. South Africa, like many countries in the world, has a diverse population. To manage diversity in the workplace, a manager should understand how the workplace population is compiled.  A broader approach to workplace diversity The Constitution of the Republic of South Africa protects the right of all people living in the country to have equal opportunities. 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. Individual tolerance and the willingness to accept the differences between people are the first steps toward successful diversity management. Recognising different internal and external factors that contribute to individual differences will be the foundation of this understanding of diversity.  Tribalism and Xenophobia 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. In the context of diversity and diversity management – employee enters the workplace and brings the beliefs, habits, and expectations from society into the workplace.  Tribalism and Xenophobia (cont.) Tribalism (cont.) New employee will behave in a manner which might not always be acceptable to the workgroup. The required behaviour in the workplace may require that the individual must do things that he or she might not have done before. May also be different behavioural requirements of the workgroup – will lead to internal conflict and stress. Managers must understand the presence of tribalism and the different cultures represented in the work team.  Tribalism and Xenophobia (cont.) 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.  Tribalism and Xenophobia (cont.) Xenophobia (cont.) 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 dimensions in the workplace It is important to identify the diversity dimensions in the workplace. Diversity is divided into: – Primary dimensions: inborn differences that have an ongoing effect on a person’s life. – Secondary dimensions refer to aspects like: Education Religion Income Parental status Marital status Geographic location Work experience The challenge for a manager is to synergise these dimensions in the work team.  Diversity dimensions in the workplace (cont.) Physical ability It relates to seeing, hearing, walking, communicating, self-care, remembering, and concentrating. The World Health Organisation defines a disability as a physical or mental handicap that lasts for at least six months or more, and prevents a person from carrying out his/her daily activities. Important aspect of disability is employability. Inherent requirements of a position could disqualify an employee or applicant for employment. Managers must therefore be well acquainted with the requirements of the position when determining whom to employ.  Diversity dimensions in the workplace (cont.) Gender The 2011 census indicate that 51% of the population is female, while only 45,2% is part of the workforce. Women are identified as a specific designated category for employment in terms of the EEA. As part of the EE Plan, managers will emphasise the recruitment of women to meet equity targets.  Diversity dimensions in the workplace (cont.) Ethnicity It is fundamental to diversity and is an element of diversity commonly experienced. It is the primary basis for the “language barrier” and differences in culture that exist in SA. Zulu is the most spoken first language in SA. English is only the fifth most spoken language in SA. Despite this, it is used as the business language. Many people communicate in either a second or even a third language in the business environment – creates challenges in the workplace.  Diversity dimensions in the workplace (cont.) Age Age is an important primary dimension of diversity – an old white male grandfather is perceived differently from a young black female mother of a young child. The employment of youth in SA is an important initiative by the SA government – Employment Tax Incentive Act (also know as the “youth subsidy”) makes it attractive for employers to employ young people. The aim is to create capacity in specifically identified economic zones. From a diversity point of view the effect will be twofold: – the number of young people in specific economic zones could increase dramatically; and – employers will employ people for two years and then replace them with new employees contributing to high turnover.  Factors affecting diversity Geographical origin of workers Diverse compilation of work teams Diverse compilation of other teams Personality Stereotyping Prejudice  Factors effecting diversity (cont.) Table 9.1 Components of prejudice  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: − Identify the problem − Compilation of a plan for intervention − Actual intervention activity − Monitoring the implementation and consequences after the intervention  Implications of managing diversity in South Africa (cont.) 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 (cont.) 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 (cont.) Geographical or national location Population composition in different areas of the country differs. Organisations must reflect the population composition. 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 (cont.) 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.  Diversity training (cont.) Sensitivity and personal prejudice The aim of training is to address the problems or challenges inhibiting organisational performance. A needs analysis will lay the foundation for the content to be included in the training program. Personal prejudice that could lead to problems in the workplace require employees to do serious introspection. Only if the employee comes to this realisation, will diversity training be successful. Sensitivity is very important to erase inhibiting factors of cooperation within the organisation and not to strengthen them.  Diversity training (cont.) A strategic component to diversity training The success to any strategy is the contribution of human resources. The human resource department must ensure that the correct people are at the correct place at the correct time, doing the correct things, in order to ensure that organisational units reach objectives. Diversity training plays an important role in the organisational human resource strategy. Talent management is important because equity targets do not always contribute to correct talent being recruited. The importance of hiring the right people, at the right time, to do things right should always be the ultimate goal of human resource management.  Diversity training (cont.) Diversity training programmes 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. Figure 9.1 Awareness-based diversity training model  Diversity training (cont.) Diversity training programmes (cont.) 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 diversity- related 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.  Diversity training (cont.) Diversity training programmes (cont.) Inter- and intra-workgroup diversity training 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.  Diversity training (cont.) Diversity training programmes (cont.) Inter-workgroup diversity training Figure 9.2 Inter-workgroup diversity training model  Diversity training (cont.) Diversity training programmes (cont.) 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 is improving a positive interaction between people in the workplace with the ultimate goal of enhancing efficiency and effectiveness.  Diversity training (cont.) Diversity training programmes (cont.) Figure 9.3 Sensitivity training model 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. Implementation – training is not enough. Manager will still have to implement customised strategies to maximise the effect of the training.  Positive aspects An organisation’s success and competitiveness largely depends on its ability to embrace diversity and to realise its benefits, which include the following: − Maximising productivity − Enhancing creativity − Increasing the loyalty of employees − Obtaining a competitive advantage − Decision-making is improved − Satisfying the diverse needs of customers  Diversity and the ethical challenge Personal culture creates organisational culture challenges because people bring to an organisation their moral perceptions and judgments. “I am the most important person in my own world” often makes it difficult to fit into an organisation. Diversity dimensions are responsible for people’s judgment and perceptions – must be aligned with what the organisation requires. Organisations formulate an “Ethical Code”. This is responsible for the establishment of core values. Continued employment requires the matching of personal and organisational values. Will never be a perfect fit –ensuring that there is some cohesion is the challenge managers will face.  Summary Diversity will always be present – more so in South Africa. Diversity is legally imposed in the workplace and therefore is important. Challenges can better be managed if the advantages and disadvantages of a diverse workforce is understood. Diversity training must always address the problems in the diverse workgroup. It is the manager’s task to deal with the challenges and perceptions of employees, in order to increase cohesion. The ethical code of the organisation will be fundamentally important. Personal commitment of executive and managerial teams is imperative because attitudes towards diversity originate from the top and filters downwards. Diversity is important to the organisation’s strategic success.