A systems psychodynamic interpretation of South African diversity dynamics: a comparative study (original) (raw)
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Diversity management in South Africa: Inclusion, identity, intention, power and expectations
African Journal of Business Management, 2012
Today's modern organisations have no choice but to face choices regarding how to implement diversity initiatives and treat their stakeholders, given the globalized nature of capital markets. Unfortunately, their foci appear to be narrowly deployed at the 'managing diversity' level, or even the 'acknowledging diversity' level, but not getting to the necessary 'inclusion' level. This paper reports on an in-depth study which focused beyond multiculturalism to include psychological issues of diversity relating to identity, intention, expectations, power and inclusion. The study sought to investigate this premise through insights gained from the analysis of personal stories relating to individual experiences of diversity, and the outcomes provide new and deeper insights for the design, implementation and success of diversity initiatives.
2011
South African society has undergone a remarkable political and legal transformation since 1994, moving from apartheid towards a democratic society that enshrines the rights of diversity. However, deep social divisions and inequalities persist. Twelve case studies were conducted as part of the DEISA research programme into diversity and equity transformation in South African organisations. The concept of Critical Diversity Literacy (CDL) was useful to judge the organisations for their disposition towards diversity, and the extent of their achieved transformation. The CDL model proposed here is a conceptual tool for teaching and implementing transformation towards more socially just approaches to workplace diversity, even in complex postcolonial contexts.
Journal of Psychology in Africa, 2018
Introduction Workplaces are increasingly becoming diverse in terms of race, age, gender, sexual orientation, religious following, and other personal characteristics. This diversity representation has consequences for organisation productivity, performance (Joubert, 2012; Kirton & Greene, 2016), and occupational health and safety (Fisher, 2010). For instance, Joubert (2017) qualitatively identified the advantages of diversity at work. Her respondents mentioned that the benefits at employee level can include more learning among employees from each other, improved communication, friendships, increased trust and respect amongst colleagues, increased teamwork, and a decrease in stereotypes and discrimination among employees. From an organisational perspective, the benefits of diversity management can include increased productivity, better attainment of organisational goals, increased employee creativity, client-focused service, and an interesting work environment. Evidence-based models would assist in the design and implementation of diversity-oriented initiatives in workplaces addressing race/ethnicity, gender, age, and other socio-demographics that impact quality of work life. Benefits of workplace diversity to the organisation Workplace diversity is associated with higher organisational benefits (Joubert, 2017) and performance (Choi & Rainey, 2010). For instance, cultural diversity is associated with organisational advantages, such as strengthening the organisation's culture, improving the company's global reputation, increasing creativity and innovation, or building loyalty among customers of
The Robben Island diversity experience. An exploration of South African diversity dynamics
SA Journal of Industrial Psychology, 2012
Orientation: Because of its historic, symbolic and psychological representation, presenting a diversity event on Robben Island posed invaluable opportunities to form an in-depth understanding of South African diversity dynamics. This research focussed on such an event interpreted from the systems psychodynamic perspective.Research purpose: The purpose of the research was to describe the experiences of participants attending the Robben Island Diversity Experience (RIDE) in order to understand South African diversity dynamics from a depth psychology perspective.Motivation for the study: Of the many and different diversity events presented in South African organisations, RIDE is the only annual systems psycho-dynamically designed and presented event. This research was an effort to explore the nature of these dynamics which manifest themselves from below the surface.Research design, approach and method: Qualitative and descriptive research from a hermeneutic phenomenology paradigm was u...
Singaporean Journal of Business , Economics and Management Studies, 2014
Recognition of diversity awareness initiatives and problems' relating to diversity were not acknowledged and diagnosed in many local authorities in South Africa. Adequate research with regard to the problem of managing diversity has been slow making it difficult for managers working within local authorities to identify which positive behaviour is acceptable in acknowledging and managing diversity. Also, the introduction of a diversity awareness climate in local authorities has not been encouraged. There has not been an unfreezing, changing or moving and refreezing process for behavioural change in many local authorities. Diversity and the management of diversity is not something new to managers working for local government in South Africa. Diversity has become one of the most frequently used words of our time and a word almost never defined. Diversity has been used in discussions ranging from politics to entertainment. Diversity is also used in so many different ways in so many contexts that it seems to mean all things to all people". To prosper in the future it is important to understand and make better use of diversity in business, education, government, and in society in general. The solution to South Africa's racial problems will not only be solved by managing diversity, managing change and affirmative action programmes, but by the recognition and acceptance of the diversity of others and by acknowledging and valuing the same.
DIVERSITY MANAGEMENT IN SOUTH AFRICAN COMPANIES
1998
An interview schedule was used to test the applicability of the Cox model of diversity management in a sample of South African companies with an attempt to apply the perspectives of meta-analysis for data-analysis. Even though this sample acknowledges the potential advantages of diversity, they do not yet experience a pressing need to optimise diversity in their workforce. This sample can be classified mainly as monolithic companies, although some evidence emerged that specific companies are developing a plural orientation. Guidelines were given to apply tools for organisational change to establish full structural integration and thereby creating multicultural organisations.
Reactions to Discrimination: Exclusive Identity of Foreign Workers in South Africa
Equality, Diversity and Inclusion at Work: A Research Companion, 2009
This research is based on 243 interviews conducted in various workplaces and with a wide variety of individuals in modern-day South Africa. The research analysis unearthed a number of themes within the diversity discipline, however, for the purposes of this chapter we had to pick one theme for discussion. This chapter therefore focuses on the negative psychological effects which foreign employees experience in post-Apartheid and democratic South Africa. The dominant diversity discourse has been concerned mainly from a political and policy standpoint (Liff, 1996; Dandeker and Mason, 2001). However, an evolving workplace discourse is emerging, informed by a critical post-structuralist tradition which challenges the static demographic characteristics of individuals and the positive, empowering view of individuals with different capacities – in fact, it has focused our attention on how diversity operates in organisations (Zanoni and Janssens, 2004), economic efficiency (Litvin, 2002), the nature of professions (ibid.) and broader institutional settings (de los Reyes, 2000). These discourses, it would appear, serve mainly to control less-powerful employees, such as immigrant and foreign workers, through focusing on fixed, essential group characteristics. Unfortunately, they overlook the material structure within which such discourse occurs, rendering the system static to ensuing changes in its environment.
16. Reactions to discrimination: exclusive identity of foreign workers in South Africa
2009
This research is based on 243 interviews conducted in various workplaces and with a wide variety of individuals in modern-day South Africa. The research analysis unearthed a number of themes within the diversity discipline, however, for the purposes of this chapter we had to pick one theme for discussion. This chapter therefore focuses on the negative psychological effects which foreign employees experience in post-Apartheid and democratic South Africa. The dominant diversity discourse has been concerned mainly from a political and policy standpoint (Liff, 1996; Dandeker and Mason, 2001). However, an evolving workplace discourse is emerging, informed by a critical post-structuralist tradition which challenges the static demographic characteristics of individuals and the positive, empowering view of individuals with different capacities-in fact, it has focused our attention on how diversity operates in organisations (Zanoni and Janssens, 2004), economic efficiency (Litvin, 2002), the nature of professions (ibid.) and broader institutional settings (de los Reyes, 2000). These discourses, it would appear, serve mainly to control less-powerful employees, such as immigrant and foreign workers, through focusing on fixed, essential group characteristics. Unfortunately, they overlook the material structure within which such discourse occurs, rendering the system static to ensuing changes in its environment. Social systems are produced by people's interactions, and desirable social systems require more than self-organisation-in fact it requires all participants/system members to be aware and cognisant of the psychological processes dynamically grounding individual purposes, values and ultimately discretionary effort in the emerging social reality. Understanding this process requires clarifying the role of power and identity in the Ashridge Business School http://www.ashridge.org.uk