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ANJORIN, RASHIDAT, and AVNI JANSARI. "MANAGING CULTURAL DIVERSITY AT WORKPLACE." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-40190.
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Abstract: Background: Cultural diversity within a workplace is increasingly becoming important as more organisations are embracing it within the global workforce. Some of its effect have been linked to performance outcomes according to past reviews and as a result, there are more suggestions on the need to study how various organisations manage their cultural diversity. Universities as an organisation has also blended in the internationalisation practice through human resources and diverse employees to form a part of the economic globalisation. Purpose: The purpose if this paper is to examine how cultural diversity is managed in a Swedish university, Jönköping International Business School (JIBS). Also, further investigation is on the employee’s perception of how the practices and policies of cultural diversity is being delivered by the management at the university. Method: An exploratory research is conducted for this paper and the empirical findings is gathered through a qualitative research. The primary research is retrieved by semi-constructed interviews. The human resource department and teachers from different backgrounds and countries were interviewed to find out how the teachers perception of cultural diversity management at their workplace based on how the practices and policies were delivered to them. Findings: Based on the interviews it was found that the cultural diversity management as a topic is well understood by both the management and the employees. However, the study revealed that the employees do not perceive it in the same manner it was being delivered to them by the management. The issues and practices connected to managing cultural diversity is not entirely provided by the management within the work environment. It essential that the management provide for more effectively communicated structure.
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Shawver, Brenda G. "The social construction of workplace "diversity"." [Tampa, Fla.] : University of South Florida, 2004. http://purl.fcla.edu/fcla/etd/SFE0000263.
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Powell, Catherine Shivers. "Mediation, diversity, and justice in the workplace." [Pensacola, Fla.] : University of West Florida, 2009. http://purl.fcla.edu/fcla/etd/WFE0000163.
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Lundman, Ida, and Anna Nordberg. "Praktiskt mångfaldsarbete : En fallstudie av Piteå Kommuns socialtjänsts praktiska mångfaldsarbete." Thesis, Umeå universitet, Sociologiska institutionen, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-117059.
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I takt med att medellivslängden ökar och att andelen personer med utländsk bakgrund växer behöver organisationer ha kunskap om hur de ska hantera mångfald. Detta för att de ska kunna ta tillvara på alla mänskliga resurser samt för att möta framtidens arbetskraftsbehov. Piteå Kommuns socialtjänst står idag inför denna utmaning och har valt att aktivt satsa på mångfald. Syftet med denna studie var därmed att undersöka hur chefer och bemanningsassistenter beskriver begreppet mångfald, hur de praktiskt arbetar med mångfald idag samt undersöka vilka krav de upplever finns på dem i mångfaldsarbetet. Studien syfte var också att identifiera eventuella svårigheter som personer i ledande positioner upplever i bedrivandet av ett praktiskt mångfaldsarbete. Studien är baserad på åtta semi-strukturerade intervjuer vilka har analyserats med hjälp av meningskoncentrering. I dessa framkom att det fanns en snäv bild av mångfaldsbegreppet i jämförelse med hur Piteå Kommun definierar begreppet samt hur begreppet beskrivs i tidigare forskning. Det framkom också att chefer och bemanningsassistenter i dagsläget inte bedriver något medvetet praktiskt mångfaldsarbete. De insatser som genomförs är snarare omedvetna då huvudsyftet med dessa insatser inte är att främja mångfald. Respondenterna upplever inte några direkt ställda krav från Piteå Kommun i bedrivandet av ett mångfaldsarbete men kan i vissa fall se praktiskt mångfaldsarbete som en skyldighet. I studien framkom också att personer i ledande positioner saknar tid, trygghet och kunskap i hur de praktiskt ska bedriva mångfaldsarbete i sina verksamheter. Vid vidare forskning hade det varit intressant med fler perspektiv på ämnet. Detta för att ge svar på om det finns en gemensam syn på begreppet samt hur personer på olika nivåer upplever mångfaldsarbetet.
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Paez, Karen N. "Diversity awareness, diversity climate, and individual career outcomes : a counseling psychology perspective /." view abstract or download file of text, 2006. http://proquest.umi.com/pqdweb?did=1276405611&sid=1&Fmt=2&clientId=11238&RQT=309&VName=PQD.
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Thesis (Ph. D.)--University of Oregon, 2006.Typescript. Includes vita and abstract. Includes bibliographical references (leaves 111-119). Also available for download via the World Wide Web; free to University of Oregon users.
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Taylor, Aisha Smith. "Toward a Taxonomy of Diversity at Work: Developing and Validating the Workplace Diversity Inventory." PDXScholar, 2011. https://pdxscholar.library.pdx.edu/open_access_etds/158.
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The purpose of this research was to develop a taxonomy of workplace diversity and examine its implications for understanding and predicting diversity at work. A 7-dimension taxonomy was originally developed by reviewing contemporary literature on diversity in the workplace. The taxonomy is grounded in Social Identity Theory. Preliminary research found that each of the seven dimensions of the taxonomy were present in 78 critical incidents describing work-relevant diversity dynamics. The current study reports the development and administration of an instrument, the Workplace Diversity Inventory (WDI), which was used to empirically examine the 7-factor model of the taxonomy in over 20 different industries. Exploratory factor analysis using data from 209 respondents supported a six-dimension taxonomy, with one factor from the proposed taxonomy (Leadership) collapsed into two of the included WDI dimensions (Diversity Climate and Organizational Justice). Subsequent confirmatory factor analysis indicated an adequate to good fit for the six-factor model, with the WDI reduced from 47 to 24 items. Results and implications for theory and practice are discussed.
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Lien, Vy Ngoc. "Workplace culture, workgroup identification, and workplace conflict." CSUSB ScholarWorks, 2002. https://scholarworks.lib.csusb.edu/etd-project/2334.
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The purpose of this thesis was to distinguish between which work factors contribute to emotional conflict in the workplace. Specifically, the factors of interest were existence and tolerance of multicultural diversity, work group culture and group identification.
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Ebron, Christopher J. "Perceptions of workplace diversity among park districts in Illinois /." Available to subscribers only, 2006. http://proquest.umi.com/pqdweb?did=1136096451&sid=18&Fmt=2&clientId=1509&RQT=309&VName=PQD.
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Radwan, Nagwa Farid. "A novel approach towards understanding diversity in the workplace." Thesis, University of Nottingham, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.419421.
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Ortiz, Daniel M. "Retail Business Managers' Strategies for Enhancing Workplace Diversity Planning." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6084.
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Lack of workplace diversity planning leads to negative financial outcomes. The purpose of this qualitative multiple case study was to explore strategies that business managers in the retail sector use to enhance workplace diversity planning for assuring compliance with Equal Employment Opportunity Commission (EEOC) regulations. The population included a single focus group of retail business employees as well as business managers of 5 distinct retail stores located in the Southeastern United States who have successfully instituted workplace diversity plans for assuring compliance with EEOC regulations. The conceptual framework for this study was cultural intelligence theory, which researchers have used to explore a person's ability to understand an unfamiliar context and assimilate the host culture. Methodological triangulation was achieved from the results of face-to-face individual interviews, a single focus group, and company documents. Interview data were analyzed using a modified van Kaam method. Analysis resulted in 3 themes (a) guiding principles; (b) training, including coaching and communication; and (c) hiring practices. The implication for positive social change includes the potential to provide new insights related to strategies applicable to workplace diversity planning in the retail businesses sector that can create or improve positive business and community relationships while potentially minimizing risk associated with profitability loss.
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Sayers, Roslyn, and roslyn sayers@rmit edu au. "Australia's Changing Workplace: A Generational Perspective." RMIT University. Economics, Finance and Marketing, 2006. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20070122.102821.
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This research investigates generational differences in Australian workers. In particular it focuses on changing trends and influences in the workplace and how different generations view and deal with these changes. The study focuses on Baby Boomers (born 1945-1963), Generation X (born 1964-1977) and Generation Y (born 1978 - 1994) across four industry sectors: Corporate, Education, Government and Not for Profit. The Australian workforce currently consists of four generations - all having distinct characteristics, working styles, needs and expectations. These differences pose challenges and opportunities to workforce management. The first step in managing the generations and their differences is to identify where the differences lie and to understand how best to cope with and exploit these differences. This research, in taking a generational cohort perspective towards analysing the modern workplace, seeks to explore how the different generations view the trends and influences that impact their work; and their attitudes towards technology, communication, work/life balance, organisational loyalty, attraction, engagement and retention. The study uses a multi-phase qualitative approach and includes in-depth interviews with a range of Australian industry experts; discussion groups held with Gen Ys, Gen Xers and Baby Boomer employees, in four organisations across four industry sectors; and in-depth interviews with senior executives in the same four organisations. This research will have significance to all organisations especially those that employ workers from across the generations and who are managing a multigenerational workforce. The findings will have practical application to organisational policy development in areas such as, work/life balance, attraction, engagement and retention of employees, reward and recognition systems, technology in the workplace and training and development. The study adds to the body of knowledge in workforce management, and in particular to the emerging body of knowledge on generational cohort analysis of the workplace in the Australian context. The study found significant generational differences that when harnessed and managed effectively, can contribute to the output and performance of the organisation as a whole.
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Joubert, Yvonne Trijntje. "Organisation team sport interventions to minimise diversity constraints in the workplace." Diss., University of Pretoria, 2010. http://hdl.handle.net/2263/30564.
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The main aim of this study is to explore and determine the effect of an organisation team sport intervention on a number of diversity constraints in two financial organisations. The diversity constraints relevant in this study are race, ethnicity, generation gaps, gender, sexual orientation, socioeconomic status, age, physical abilities, religious beliefs, political beliefs, parental status, education and income. The main aim is to determine whether organisation team sport interventions impacted on the participating employees’ relationships, trust and respect towards one another, despite their differences in culture, age, gender and religion. The study was conducted among 26 employees of the two financial organisations that participate in organisation team sport. The data were collected by means of focus group interviews and individual interviews. The results indicated that a strong bond is established between employees in the organisation during organisation team sport. Employees are encouraged to share information, which leads to increased productivity. Business relationships can be created whilst talking sport, attending sport events or playing sport. The conclusions was made that organisation team sport is therefore a vehicle for creating opportunities to share goals and visions, improving individual commitment, improving cohesion, increasing trust and respect in a workforce, improving communication between employees and enhancing employees’ knowledge of other employees. The contributions that organisation team sport makes to an organisation are all requirements for effective diversity management in the workplace. Copyright 2010, University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. Please cite as follows: Joubert, YT 2010, Organisation team sport interventions to minimise diversity constraints in the workplace, MCom dissertation, University of Pretoria, Pretoria, viewed yymmdd < http://upetd.up.ac.za/thesis/available/etd-02222012-111732 / > C12/4/194/gmDissertation (MCom)--University of Pretoria, 2010.
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Roberge, Marie-Élène. "When and how does diversity increase group performance? a theoretical model followed by an experimental study /." Columbus, Ohio : Ohio State University, 2007. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=osu1187203714.
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Alexandre, Cesar da S. "Diversity management : a philosophical deliberation." Thesis, Cape Technikon, 2004. http://hdl.handle.net/20.500.11838/1007.
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Thesis (MTech(Business Administration)--Cape Technikon, Cape Town, 2004My central thesis is, that certain social systems and cultures have supported modern economic growth and human progress, whereas others have not. Countries and, winning organizations that have been able to jump ahead out of the laggard have done so, because they developed a conquering culture of rigor and work, removed from the influences of invisible forces. The world at the beginning of the twenty first century is still, divided between the few who are rich and powerful and the many who are poor and powerless, between the free and the oppressed. Traditional'explanations like imperialism, dependency, colonialism and racism are no longer adequate after so many decades. Increasingly researchers are reasoning that the principal reason why some countries and ethnic groups are better off than others lies in cultural values and beliefs and attitudes, which powerfully shape political, economic and social performance, and share the view that value and attitude change is indispensable to progress for those who are lagging. There is a methodological difference between myself and some people who are consistently uncritical of the values and attitudes of a culture, and think people ought to resign themselves to economic and social values that condemn them to poverty and subservience, in the name of cultural purity. The power of cultural values, beliefs and attitudes to promote or resist progress has been largely ignored. Culture is a significant determinant of a nation's ability to prosper, because it shapes individual's thoughts and behaviours, and the way individuals think about progress.
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Bialy, Eugene J. "Emerging Trends in Workforce Diversity." SeeFull Text at OhioLINK ETD Center (Requires Adobe Acrobat Reader for viewing), 2004. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=toledo1082983510.
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Kotze, Sharon Jean. "Social diversity in an engineering workplace: a conflict resolution perspective." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/1638.
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The global working environment has altered dramatically over the last decade, with the workforce now consisting of a diverse assortment of individuals. South Africa, in particular, has had to face major challenges as it adapts to the newly conceived "Rainbow Nation". It has also had to make amends for inequalities bred by the past discrimination and the segregation of Apartheid. Prior to this, businesses in general, were inward-looking in that they did not have to comply with or conform to the changing trends found in the international arena. Suddenly, issues such as Black Economic Empowerment, Affirmative Action, gender, age, faith and preferred sexual orientation have had to be accommodated as the new Employment Equity Act of 1998 was promulgated. Each individual coming into the workplace has his or her own cosmological, ontological and epistemological view, and although this facilitates a positive contribution by individuals with regard to varying ideas, skills, talents and expertise, more often than not, the reality is that the differences that exist within a staff complement often result in conflict. Furthermore, South Africa exhibits deep-rooted, social conflict as a result of the oppression of the apartheid years. Unemployment, poverty, poor education and service deliveries are far from being satisfactorily addressed. Therefore, it is assumed that unmet/frustrated basic human needs, as defined in Abraham Maslow‘s "Hierarchy of Needs", play a role in causing conflict both in the workplace and in society. It was felt that basic human needs, as articulated, had not been researched as a cause of workplace conflict and this research will explore the part that frustrated human needs may play in organisational conflict, alongside diversity conflicts.
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Ralepeli, Selebeli Gideon. "Employee perceptions on managing diversity in the workplace / S.G. Ralepeli." Thesis, North-West University, 2008. http://hdl.handle.net/10394/2905.
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La, Masa Francesco. "Developing effective measures to implement gender diversity in the workplace." reponame:Repositório Institucional do FGV, 2018. http://hdl.handle.net/10438/20159.
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This paper is designed to explore existing initiatives to develop a diverse workplace and propose additional measures to achieve and exploit the power of an empowered diversity, without unsettling the corporate culture. In particular, the benefits of diversity, and gender diversity are explored. The paper, thanks to the use of the literature review on the topic will first show the ethical and performance driven reasons of why diversity is desirable. Successively, in this study we focus on gender diversity and analyse existing best practices to finally develop a set of proposals for companies to support their efforts to achieve gender equality and unlock the potential of women. The final outcome are five measures for flattening gender disparity and break the glass ceiling since the recruitment phase, to implement in order to achieve a more balanced workforce, avoiding to reversely discriminate the dominant groups and fostering an institutional change towards gender equality.
Este artigo se destina a explorar iniciativas existentes para desenvolver um local de trabalho diversificado, além de propor medidas adicionais para alcançar e explorar o poder de uma diversidade fortalecida, sem perturbar a cultura corporativa. Em particular, são explorados os benefícios da diversidade cultural como também de gênero. O artigo, desenvolvido com base em literatura sobre o tema, mostra, em primeiro lugar, os motivos éticos que demonstram que a diversidade é uma condição desejável. Em seguida, o estudo foca na diversidade de gênero, analisando as melhores práticas existentes para que as empresas alcancem a igualdade de gênero e elevar o potencial das mulheres. O resultado final são cinco medidas para reduzir a disparidade de gênero e quebrar esses limites desde a fase de recrutamento. Através deste método, contrói-se uma força de trabalho mais equilibrada, evitando discriminações ao avesso dos grupos dominantes e promovendo uma mudança institucional em relação à igualdade de gênero.
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Panoch, Amber. "The relationship between diversity and employee retention." Online version, 2001. http://www.uwstout.edu/lib/thesis/2001/2001panocha.pdf.
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Feldman, Joseph Allan. "Factors of workforce diversity that influence individual and organizational performance." Thesis, University of Pretoria, 2001. http://hdl.handle.net/2263/29395.
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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.
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Kamps, Jenna May. "The influence of diversity complexity and emotional intelligence on the attitude towards diversity in organisations." Thesis, Stellenbosch : Stellenbosch University, 2010. http://hdl.handle.net/10019.1/70359.
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Thesis (MComm) -- Stellenbosch University, 2010.ENGLISH ABSTRACT: The plethora of differences that characterise the South Africa population has become a definite concern for organisational management and is of significant importance to the industrial world itself. The need to critically assess people’s perception and attitude towards diversity within the organisation, and ultimately serving to inform management seeking to build an ethically diverse, healthy and productive workforce, served as a prime motivation for this study. The objective was to demonstrate that humans are complex beings and that attempts to minimise the complexity by simply containing that complexity within the bounds of a unidimensional solution are guaranteed to fail. It is for this reason that diversity management within an organisation requires the need to manage an infinite and changing variety of social variables which to varying degrees, impacts on social interaction and people’s attitude towards diversity. Having completed a literature study concerning the possible antecedents of attitude towards diversity, and taking into account various suggested future directions for diversity research, it was decided that the present study would focus on three specific variables: attitude towards diversity, emotional intelligence and diversity complexity. The primary goal was to design and conduct a scientific investigation into the relationships between the latent variables; in hope of ultimately informing management seeking to build an ethically diverse, healthy and productive workforce who value the individuality of others. Available literature was studied in order to understand and comprehend whether any relationships could be theoretically drawn between the constructs. Several hypotheses were proposed and a conceptual model, explaining the relationships between these constructs, was developed. Thereafter, both the postulated relationships and the conceptual model were empirically tested using various statistical methods. Existing measuring instruments were utilised in this study, and included the Cultural Diversity Belief Scale (Rentsch, Turban, Hissong, Jenkins & Marrs, 1995), the Genos Emotional Intelligence Inventory (Palmer, Stough & Gignac, 2008), and the Reaction- To-Diversity-Inventory (De Meuse & Hostager, 2001). The sample consisted of 237 selected individuals from various South African organisations. The content and structure of the constructs that were measured by the instruments were investigated by means of confirmatory and exploratory factor analyses. The results indicated that in all cases, the refined measurement models achieved good fit. Subsequently, Structural Equation Modeling (SEM) was used to determine the extent to which the conceptual model fitted the data obtained from the sample and to test the relationships between the constructs when taking the complete conceptual model into account. Overall, it was found that good model fit was indicated for the structural model. Regression analyses also found some support for the stated hypotheses. Eight of the ten stated hypotheses in this study were corroborated. Although several significant links were established between the latent variables, a notable unique result of this research presented itself in the significant positive relationships uncovered between the exogenous latent variable, emotional intelligence, and the endogenous latent variables of valuing individual differences and positive perceptual depth. These significant positive relationships provide empirical evidence of the significant relationships between emotions, attitudes and perceptions. Moreover, the analysis of the modification indices for the structural model, suggested that the addition of one path to the existing structural model would probably improve the fit of the model. Recommendations are made in terms of possible avenues for future research.
AFRIKAANSE OPSOMMING: Die uiteenlopende verskille, wat 'n kenmerk van die Suid-Afrika bevolking geword het, is 'n definitiewe uitdaging vir organisatoriese bestuur en is ook van groot belang vir die sakewêreld. Die behoefte om mense se persepsies en houdings teenoor die diversiteit binne die organisasie krities te evalueer, wat uiteindelik ook dien om bestuur, wat op soek is na die bou van 'n etiese, gesonde en produktiewe arbeidsmag, te help, het as die primêre motivering vir hierdie studie gedien. Die doel was om aan te toon dat die mens ‘n komplekse wese is en dat pogings om dit gering te skat deur kompleksiteit net binne die grense van 'n een-dimensionele oplossing te ontleed, gewaarborg is om te misluk. Dit is om hierdie rede dat diversiteitsbestuur binne 'n organisasie die bestuur van ‘n oneindige en veranderende verskeidenheid van sosiale veranderlikes noodsaak, wat, sosiale interaksie en mense se houdings teenoor diversiteit verskillend kan beinvloed. Na die voltooiing van 'n literatuurstudie oor die moontlike determinante antecedenten van die houding teenoor diversiteit, en met inagneming van die toekomstige rigtings vir diversiteitsnavorsing, is daar besluit dat die huidige studie op drie spesifieke veranderlikes sal fokus: houding teenoor diversiteit, emosionele intelligensie en diversiteitskompleksiteit. Die primêre doel was om ‘n wetenskaplike ondersoek te ontwerp en uit te voer rakende die verwantskappe tussen die latente veranderlikes; in die hoop om bestuur te help om ‘n gesonde en produktiewe arbeidsmag te bou wat ook die individualiteit van ander waardeer. Beskikbare literatuur is bestudeer ten einde te verstaan of enige verbande tussen die teoretiese konstrukte gevind kan word. Verskeie hipoteses is geformuleer en 'n konseptuele model, waarin die verband tussen hierdie konstrukte verduidelik word, is ontwikkel. Daarna, is die gepostuleerde verwantskappe en die konseptuele model empiries met behulp van verskeie statistiese metodes getoets. Bestaande meetinstrumente is in hierdie studie gebruik en sluit in die ‘Cultural Diversity Belief Scale,’ (Rentsch, Tulband, Hissong, Jenkins & Marrs, 1995), die ‘Genos Emotional Intelligence Inventory,’ (Palmer, Stough & Gignac, 2008), en die ‘Reaction-To-Diversity-Inventory,’ (De Meuse & Hostager, 2001). Die steekproef het bestaan uit 237 gekose individue uit verskillende Suid-Afrikaanse organisasies. Die inhoud en die struktuur van die konstrukte wat deur die instrumente gemeet is, is deur middel van bevestigende en verkennende faktorontledings ondersoek. Die resultate dui daarop dat in al die gevalle, die verfynde metingsmodelle goeie passings getoon het. Daarna is Structural Equation Modeling (SEM) gebruik om te bepaal tot watter mate die konseptuele model die data pas, en om die verwantskappe tussen die konstrukte te toets wanneer die volledige konseptuele model in ag geneem is. Algeheel is daar goeie passing vir die strukturele model gevind. Regressie-analises het ook ‘n mate van bevestiging vir die gestelde hipoteses gevind. Agt van die tien hipoteses is was in hierdie studie bevestig. Alhoewel verskeie belangrike verwantskappe tussen die latente veranderlikes gevind is, is daar 'n unieke resultaat gevind met betrekking tot die positiewe verband tussen die eksogene latente veranderlike, emosionele intelligensie, en die endogene latente veranderlikes van waardering van individuele verskille en positiewe perseptuele diepte. Hierdie positiewe verwantskappe verskaf empiriese bewyse vir die beduidende verband tussen emosies, houdings en persepsies. Verder, het die analise van die modifikasie indekse vir die strukturele model aangedui dat die byvoeging van ‘n addisionele roete waarskynlik die bestaande strukturele model se passing kan verbeter. Aanbevelings word ten slotte gemaak in terme van moontlike rigtings vir toekomstige navorsing.
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Heller, Deanna M. (Deanna Marcell). "Cultural Diversity and Team Performance: Testing for Social Loafing Effects." Thesis, University of North Texas, 1997. https://digital.library.unt.edu/ark:/67531/metadc278980/.
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The concept of social loafing is important with regard to organizational effectiveness particularly as organizations are relying on teams as a means to drive productivity. The composition of those teams is likely to reflect the current movement of racial and ethnic minorities in the work place. The primary purpose of this research was to determine the role cultural diversity plays in enhancing performance and thereby eliminating social loafing. The research study is significant because 1) it is among the first to use culturally diverse work groups while examining the social loafing phenomenon, and 2) the groups were intact project teams, rather than ad-hoc groups commonly found in social loafing experiments. It was anticipated that the members of culturally homogeneous groups would engage in social loafing when their individual efforts were "buried." However, subjects in both culturally diverse and culturally homogeneous groups resisted social loafing behaviors. Additional statistical analysis revealed that as group orientation increased, performance levels increased as well. Group orientation, then, appears to be a more powerful determinant of performance than group composition. It is expected that the time these groups had together and the performance feedback opportunities provided them, prior to the experiment, contributed significantly to these results. Future research suggestions were made that could help establish a causal relationship.
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Obiero, Lawrence O. "Workplace diversity challenges and options for organizations to meet diversity needs of women and people of color /." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 1997. http://www.kutztown.edu/library/services/remote_access.asp.
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Thesis (M.P.A.)--Kutztown University of Pennsylvania, 1997.Source: Masters Abstracts International, Volume: 45-06, page: 2954. Abstract precedes thesis as preliminary leaves [ii-iv]. Typescript. Includes bibliographical references (leaves 78-82).
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Minneyfield, Aarren Anthony. "OBSERVER ATTRIBUTION OF WORKPLACE INCIVILITY AS RACIAL DISCRIMINATION: AN APPLICATION OF SOCIAL INFORMATION PROCESSING THEORY." OpenSIUC, 2021. https://opensiuc.lib.siu.edu/theses/2889.
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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.
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Caudill, Abbie Nicole. "Academic Gender Diversity Climates: A Multi-Method Study of the Role of Diversity Climate in Academic Workplace Outcomes." University of Akron / OhioLINK, 2018. http://rave.ohiolink.edu/etdc/view?acc_num=akron1540823577252695.
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Doyle, Elizabeth. "Identifying Best Practices for Gender Diversity in Leadership Roles in the Workplace." Ohio University Honors Tutorial College / OhioLINK, 2015. http://rave.ohiolink.edu/etdc/view?acc_num=ouhonors1429795787.
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Amuenje, Florentia. "The impact of diversity training on employee attitudes and behaviour with regard to diversity in work organisations: an analysis of a diversity-training programme in a Namibian work organisation." Thesis, Rhodes University, 2003. http://hdl.handle.net/10962/d1002433.
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Diversity training programmes are formal efforts to prepare the workforce to work with individuals from different cultural backgrounds and to improve organisational effectiveness. Although many studies have described diversity training programmes in the workplace, only a few have been evaluated to assess their effectiveness and impact on job outcomes. This thesis describes a study that assessed the impact of a diversity management-training programme on employee attitudes and behaviour towards diversity in a manufacturing company in Namibia. Kirkpatrick’s (1959) four-level model, which examines the trainees’ reactions to the training, the learning acquired, the behaviour change and improvement in organisational results, was used to measure the impact of the training programme. Data was collected through pre-and post-assessment semi-structured individual interviews and a focus group was conducted two months after the training. Data analysis indicates that the first two levels of the evaluation model showed an impact. The participants had positive reactions towards the course and said that they had learnt from the course. The data also showed that the training did not have any impact on the behaviour of the participants and on organisational outcomes. The research also revealed that lack of improved productivity and organisational results might have been influenced by unrealistic expectations, past political conditions, job insecurity and unemployment and the training context. Some recommendations for both the diversity training programme administrators as well as the management of the company are made.
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Peters, Björn A. "Managing diversity in intergovernmental organisations." Wiesbaden : VS, Verlag für Sozialwissenschaften, 2008. http://dx.doi.org/10.1007/978-3-531-90891-5.
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Pérez, Juliana, and Magnus Ohlin. "Diversity Maturity : How are managers in Sweden facing today’s diverse workforce?" Thesis, Blekinge Tekniska Högskola, Sektionen för management, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-1176.
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Purpose The purpose with this research is to explore what management is doing in order to successfully manage the diversity needs in their workplace and to put up a conceptual model of the initiatives needed in order to reach a successful diversity strategy implementation. The questions are aimed at finding the barriers for managers to implement a successful diversity strategy. Our goal is to understand where the real practitioners of workplace diversity stand in the subject and which areas they wish could be taken a closer look by the researchers. We would also like to explore how mature the companies really are regarding the subject of diversity. Method The method for our thesis was to begin with an exploratory approach in order to gain a better knowledge of the subject and to learn where the literature stands today. To this we have added the collection of qualitative data through interviews made in eight different companies with a total of eleven managers in different levels of the organizations. Once all the data was collected and reviewed we ranked each manager and the company they work for to produce a picture of the diversity maturity present in these companies. Conclusions We have come to the following conclusions - Diversity is a strength and value for companies acting on a global market. - Diversity within a team make the team more productive, solutions are better since the input are from various angles. - To successfully maintain a diverse team puts more demands on the manager to realize that everyone is different and not to handle everyone the same. - There is a high level of maturity found in Swedish managers when it comes to diversity, but areas like training and recruitment policies need to be improved. - Swedish managers have a vast knowledge of what diversity means to their organizational process.
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Chang, Boin. "Examining links between diversity and outcomes in work groups effects of different levels of diversity and social networks /." Akron, OH : University of Akron, 2009. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=akron1240417885.
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Thesis (Ph. D.)--University of Akron, Dept. of Psychology-Industrial/Organizational Psychology, 2009."May, 2009." Title from electronic dissertation title page (viewed 12/2/2009). Advisor, Rosalie J. Hall; Co-Advisor, Harvey L. Sterns; Committee members, Rose A. Beeson, Dennis Doverspike, Aaron M. Schmidt; Department Chair, Paul E. Levy; Dean of the College, Chand Midha; Dean of the Graduate School, George R. Newkome. Includes bibliographical references.
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Schilpzand, Maria Catharine. "Cognitive diversity and team performance: the roles of team mental models and information processing mechanisms." Diss., Georgia Institute of Technology, 2010. http://hdl.handle.net/1853/37186.
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There are two important trends in organizations today: 1) the increasing use of teams and 2) the increasing diversity in the workforce. The literature is in tune with these organizational trends, evidenced by a dramatic increase in research on team performance and the effects of diversity. However, there are still contradictory findings of the effects of team diversity on team processes and outcomes. To shed light on these inconsistencies, the cognitive construct of team mental model is introduced as a mediator of the relationship between team cognitive diversity and team performance. Team mental model is an emergent cognitive state that represents team members' organized understanding of their task environment (e.g., Klimoski&Mohammed, 1994) and has been shown to improve team performance (e.g., Edwards, Day, Arthur,&Bell, 2006; Mathieu, Heffner, Goodwin, Salas,&Cannon-Bowers, 2000). Specifically, with a sample of 94 student teams I investigated how team cognitive diversity affects team mental model similarity and accuracy, and through them, team performance. In addition, I examined team information processing mechanisms as moderators of the relationships between team cognitive diversity and team mental model similarity and accuracy. The results suggest that cognition at the team level plays an important role in the effective functioning of decision making teams. Specifically, the combination of team mental model similarity and accuracy predicts levels of team performance and information integration is an important moderator linking cognitive style diversity to task mental models, team processes, and team performance. The research model developed and tested seeks to advance understanding of the "black box" linking team diversity to team outcomes (Lawrence, 1997) and to provide guidance to managers leading cognitively diverse teams.
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Priest, Walker Heather A. "The influence of cultural diversity on initial decisions to trust in newly forming teams a policy capturing approach /." Orlando, Fla. : University of Central Florida, 2008. http://purl.fcla.edu/fcla/etd/CFE0002358.
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Fenton, Mark G. "Multicultural training at WAM!NET a digital technology company of Minneapolis, Minnesota /." Online version, 1999. http://www.uwstout.edu/lib/thesis/1999/1999fentonm.pef.
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Varnavas, Christine Ann. "The need for cross-cultural training in Hospitality and Tourism programs." Online version, 2000. http://www.uwstout.edu/lib/thesis/2000/2000varnavasc.pdf.
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Yamashita, Kazuhiro. "Importance of developing multicultural diversity training program in the hotel industry in the Minneapolis area." Online version, 2004. http://www.uwstout.edu/lib/thesis/2004/2004yamashitak.pdf.
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Bridges, Jessica. ""Do You Comb Your Hair?”: Detangling First-Generation Black Student Experiences in Internships." Thesis, Boston College, 2020. http://hdl.handle.net/2345/bc-ir:108770.
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Thesis advisor: Deborah PiatelliThis study contributes to the growing literature on the effectiveness of diversity and inclusion efforts in organizations. Previous studies focus on D&I efforts for full-time staff and employees. This qualitative and intersectional study examined first-generation black students in corporatized organizations that are predominantly white through interviews where they could share their experiences with organizational structures and cultures to determine the impact that it has on the performance and identity of black interns. This study assessed organizational cultures of three kinds: exclusive, transitional, and inclusive. Using these organizational cultures, the study determined the way that racism and whiteness culture affects the intern experience. The participants had various relationships with recruitment strategies, diversity discussions, navigating professional and personal networking, negotiating working identity and imposter syndrome, stereotype threat, microaggressions, and professional development. Overall, organizations are engaging in practices that alienate and suppress black student interns while encouraging assimilation. In inclusive organizations, black interns feel like they can be their authentic selves and progress more successfully because of the acceptance of their identity and their ability to share their experiences with that identity
Thesis (BA) — Boston College, 2020
Submitted to: Boston College. College of Arts and Sciences
Discipline:
Discipline: Departmental Honors
Discipline: Sociology
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Prieb, Michelle E. ""It's not on my 'to do' list" : the discursive construction of workplace diversity." Virtual Press, 2005. http://liblink.bsu.edu/uhtbin/catkey/1313948.
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This qualitative study explored the communicative strategies used by employees for discussing diversity and diversity initiatives in the workplace. The study also examined employees' definitions of diversity and the effectiveness of diversity efforts within the organization. Self-directed focus groups of employees within an organization were used to collect data. Four groups were composed of employees based on designated diversity characteristics: White male, Black female, White female, and workers over 50. This study served to bridge the gap between diversity and organizational communication literature. Thematic interpretive analysis was guided by theories of the discursive construction of prejudice and co-cultural communication. Identified strategies were cross-checked with key informants in the organization to verify validity. Finally, the study discussed implications of findings for practice and for future research.Department of Communication Studies
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Oh, Gloria. "Mere Diversity or Genuine Inclusion: Moral and Pragmatic Arguments for an Inclusive Workplace." Thesis, Boston College, 2018. http://hdl.handle.net/2345/bc-ir:108033.
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Thesis advisor: Cherie McGillWe often hear about the value of a diverse society, workplace, classrooms, and so on, but what exactly do diversity and inclusion involve, and why do we value them? In this thesis, I will explore philosophical concepts of diversity as it relates to race and gender in the workplace. First, what, exactly, do these terms mean? What is the difference between ‘diversity’ and ‘inclusion’, and how are we to understand these concepts as they apply to institutions like the workplace? Secondly, why should we want diverse or inclusive institutions? Mission statements, for most organizations indicate a commitment to diversity. But, what’s valuable about diversity? Put differently, what is problematic about a lack of diversity in our institutions?
Thesis (BA) — Boston College, 2018
Submitted to: Boston College. College of Arts and Sciences
Discipline: Departmental Honors
Discipline: Philosophy
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Gavin, Fiona. "Workplace diversity and European enlargement : a qualitative study within the international civil service." Thesis, University of Manchester, 2012. https://www.research.manchester.ac.uk/portal/en/theses/workplace-diversity-and-european-enlargementa-qualitative-study-within-the-international-civil-service(1b190a5a-4a99-4fd5-b8d2-6890cb2be610).html.
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The European Parliament (EP) and the Council of Europe (CoE) are two internationally renowned organisations sharing a common goal of progressing human rights action and social cohesion within their respective member states. At the point of data collection (early 2007) both organisations were undergoing a period of significant change. Various Southern and Eastern European nations had been given their first opportunity to participate in the official European bodies thus increasing the member states of the EP to 25 and the CoE to 46. Access to the large secretariats of these organisations provided a unique opportunity to explore the organizational and individual implications of European Enlargement amongst employees from the widest possible range of European nations. With a firm grounding in the Diversity Management literature, this research also examines how the public discourse from official representatives of the EP and CoE on the topic of European Enlargement relates to individual and collective experiences within the organisation's own workforce. The impact of European Enlargement on day-to-day workplace experiences of employees within the secretariats was explored through two studies that were sequentially linked. The first study involved semi-structured interviews with key Human Resource personnel in each organisation (n = 20). The interview data was subjected to thematic analysis and the emergent themes were used to form the basis of the questions for the second study, which consisted of 22 focus groups (n = 88). Thematic analysis was again used to analyse the data, and a matrix analysis indicated that there were differences in experiences according to employees' gender, European region of origin and level within the organizational hierarchy. There were also differences between the two organizations. A third study involved the analysis of press articles on the topic of European Enlargement written by representatives of each organization; these were selected from the same time period as the interview and focus group data collection phases. The underlying assumptions and values about European Enlargement were explored through a critical discourse analysis of these texts. Discourses identified included: a) a discourse of power and subordination in which the position of the supranational organisations is assumed to be a part of the 'natural' order; b) a discourse of difference which betrays the assumption that 'west-is-best' and that inclusion is commensurate with dissolving rather than valuing difference and c) a discourse of paternalism in which the CoE and the EU are conceptualized as 'families', with Member States positioned as offspring who need to be kept under control by their authoritarian fathers, the institutional authorities. A comparison of the way in which the discourses identified were reflected in the organizational experiences related in studies 1 and 2 revealed that there was a high degree of overlap between the external discourse and internal experiences, though some notable differences were also identified. It is clear that the findings have major organizational and individual implications. Firstly, a division in women's equality agenda is indicated; whilst Western women press for more equality initiatives and Eastern women argue for fewer, the competing needs of these two groups are not going to be simultaneously met. Secondly, competition is created between men, with Eastern men aspiring to reach the envious position enjoyed by Western men. Furthermore, the backlash against gender equality initiatives, previously seen in the UK and other western nations in the 1980s, is given a new, Eastern European voice. It is also apparent that the content of an organizations publicly available discourse may well impact on employees' experiences within that organization. This leads to the conclusion that organizations have a responsibility to explore the assumptions and values that they are consciously and unconsciously promoting, not only for the benefit of the wider public but for the wellbeing of their own employees.
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Cantu, Cassandra A. "A comprehensive study and critical analysis of diversity management in organizations." Online version, 2008. http://www.uwstout.edu/lib/thesis/2008/2008cantuca.pdf.
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Pinjani, Praveen. "Diversity in global virtual teams a partnership development perspective /." Greensboro, N.C. : University of North Carolina at Greensboro, 2007. http://libres.uncg.edu/edocs/etd/1410/umi-uncg-1410.pdf.
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Thesis (Ph.D.)--University of North Carolina at Greensboro, 2007.Title from PDF t.p. (viewed Oct. 22, 2007). Directed by Prashant C. Palvia; submitted to the School of Business and Economics. Includes bibliographical references (p. 192-214).
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Fernandez, Venard Lourdes Perry Earnest L. "METPRO a case study in diversity and newspaper economics /." Diss., Columbia, Mo. : University of Missouri--Columbia, 2009. http://hdl.handle.net/10355/5361.
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The entire thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file; a non-technical public abstract appears in the public.pdf file. Title from PDF of title page (University of Missouri--Columbia, viewed on January 20, 2010). Thesis advisor: Dr. Earnest L. Perry. Includes bibliographical references.
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Swart, Victor. "Factors influencing cultural diversity at a multinational company." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/8790.
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Cultural diversity in the workplace is the presence of multiple cultures or groups within the work environment. This diversity in culture can be as a result of a difference in origin or nationality, difference in society, difference in religion or a difference in tradition. A multinational company (MNC), also referred to as a transnational company is an organisation that is registered and operates in multiple countries but is managed from the home country. Today’s ever increasing rate of globalization and the expansion of organisations into countries other than their own has created workplaces where cultural diversity is the norm and where workplaces are no longer characterized by a single or monoculture. This study explores the cultural diversity of an Argentinian multinational company, My Multinational Company (MMC), operating in Argentina and South Africa. MMC is a market leader in the production, procurement and export of citrus products. There is a plethora of information on cultural diversity which identifies various factors which influence cultural diversity. The purpose of this study is therefore to enhance the current understanding of cultural diversity within a multinational company by identifying the factors which influence cultural diversity in a multinational company. The approach to this study is quantitative in nature and the paradigm to be followed is positivistic, based on an empirical study and questionnaire. The empirical study assesses previous work relating to cultural diversity and identifies the factors which influence cultural diversity. The questionnaire was developed from the literature and distributed to MMC employees in Argentina and South Africa in order to determine their similarities and differences. The results of the empirical study identified areas of improvement for MMC. Recommendations were then made based on the literature review and the analysis of the empirical results.
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Grobler, Jan Dirk. "Diversity in decision making for competitive advantage : conceptualising the impact diversity of ideas has on decision making efficiency." Thesis, Stellenbosch : Stellenbosch University, 2013. http://hdl.handle.net/10019.1/80223.
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Thesis (MPhil)--Stellenbosch University, 2013.ENGLISH ABSTRACT: This thesis poses the premise that diversity influences competitive advantage. Although a direct link may not initially be apparent, by first exploring the impact of decision making on competitive advantage and then establishing the effect of diversity on decision making, it is possible to stimulate a competitive advantage. Competitiveness is investigated by looking at how service providers with the same solution participate in their market. The understanding of competitiveness is focused on complexity caused by intense competition, highly standardised service requests, organisational culture and the relationships between individuals and their organisation. The decision of participants on how to compete in the market is explored. By understanding the definition of customer value and competition it is possible to determine when problem context and participant relationships will impact on the complexity of decision making. Critical heuristics provides further insight into organisational decision making. Examining the origin and reason for decisions at both physical and philosophical levels reveals the readiness potential for action. Philosophically, the age old concepts of free will and pre-determined outcomes are debated in order to provide insight into individual beliefs regarding decision making. The concept of social construct and learning, both individual and organisational, is explored to show the importance of socially determined reality and learning. The ability to interact and to learn from interactions is investigated to highlight the role of risk during the decision making process. The notion that it is possible to make a decision without being aware is investigated. Exploring the contribution of sense making at individual and collective levels highlighting organisational decision making dynamics as one of the steps to achieve indirect decision making. Categories of complexity in the organisational culture help define patterns in decision making that may be utilised to accelerate and strengthen decision. Eleven common issues with collective decision making are subsequently identified and explored within the premise that collective decision making is fraught with problems that may cause the decision making to be ineffective. The concept of diversity is examined at social and abstract level as these deliver benefits to the processes of both understanding the problem and making the decision. The human factor in the understanding process offers mechanisms for diversity and possibilities. In conclusion this thesis shows that it is possible to enhance the competitive advantage of an organisation through decision making by understanding the elements and impact of diversity when diversity is understood correctly.
AFRIKAANSE OPSOMMING: Hierdie tesis ondersoek die moontlikheid om kompeterende voordeel te kan bewerkstellig deur diversiteit. Deur eers die invloed van besluitneming op die kompeterende voordeel te bepaal, en dan die uitwerking van diversiteit op besluitneming te bereken, word die indirekte verband uitgelig. Mededingendheid word ondersoek deur te bepaal hoe diensleweraars met dieselfde oplossings in dieselfde mark deelneem. Mededingendheid word verstaan in term van die kompleksiteit veroorsaak deur intense kompetisie, die vraag na hoë standaard diens, en die impak hiervan op organisasie kultuur en die verwantskap tussen individue en die organisasies waarvoor hulle werk. Die besluite van deelnemers oor hoe om te kompeteer in die mark word verder ondersoek. Deur die definisies van kliënte-waarde en kompetisie te verstaan, word dit moontlik om te bepaal wanneer die probleem konteks en deelnemer verhouding ‘n invloed op die kompleksiteit van besluitneming het. Kritiese heuristiek lewer verdere insig tot organisatoriese besluitneming. Die ondersoek van die oorsprong en redes vir besluitneming op die vlakke van kognitiewe en filosofiese vlakke lê die gereedheids potensiaal vir aksies bloot. Die eeu oue filosofiese beginsels van vrye wil en vooraf bepaalde uitkomste word bespreek om verdere insig in besluitneming oortuigings te verkry. Sosiale konstruksie en leer op die vlakke van persoonlike en organisatoriese leer word ondersoek om die belangrikheid van sosiaal bepaalde realiteite en lesse te bewys. Die vermoë om met ander ‘n wisselwerking te kan bou en dan te kan leer uit die wisselwerking word ondersoek om die rol van risiko gedurende die besluitnemings proses uit te lig. Of dit moontlik is om besluite te kan neem sonder om bewus te wees daarvan word vervolgens ondersoek. Die bydrae van gewaarwording op persoonlike en groeps vlakke tot organisasie besluitneming dinamiek word verder uitgelig. Klasse van kompleksiteit in die organisasie kultuur help om patrone in besluitneming te definieer wat gebruik kan word om besluite te versterk en te versnel. Elf algemene probleme met gesamentlike besluitneming word vervolgens bekend gestel en ondersoek binne die siening dat gesamentlike besluite gelaai is met problem wat besluitneming oneffektief maak. Die beginsel van diversiteit word ondersoek op sosiale en abstrakte vlakke omdat dit voordele vir die proses van beide die verstaan van die probleem en die besluitneming inhou. Die menslike faktor in proses van verstaan bied meganismes vir diversiteit en moontlikhede. Ten slotte word dit aangedui dat dit moontlik is dat die kompeterende voordeel van ‘n organisasie beïnvloed kan word deur besluitneming wanneer diversiteit verstaan word en die invloed daarvan korrek aangewend word.
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Carelse, Kareemah. "Employees’ perceptions towards workplace diversity in a financial institution operating in the Western Cape." uwc, 2013. http://hdl.handle.net/11394/3224.
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Magister Commercii (Industrial Psychology) - MCom(IPS)Although South Africa is 18 years into creating a unique diversity management strategy, individuals - directly affected by diversity in organisation will differ completely from those individuals that have not been affected by diversity in organisations at all. The subject of diversity management has become a contentious issue causing disagreement and argument is in the last couple of years. Many organisations find it difficult to grasp the concept of diversity, thus creating an opportunity for organisational development consultants and management to make substantial profit (Dombai & Verwey, 1999). In the current working environment and the continuous change of the organisation‟s employees, the workforce has become more diverse. This resulted in wider employee knowledge, skills, experience and attitude which will allow the organisation to become more competitive globally. It is of utmost importance for organisations attract and retain staff from different cultural and diverse group of order to improve the employee performance and the competitive advantage of the organisation (Ferreira & Coetzee, 2010). Cumming and Worley (2009, p. 506-509) postulate that “organisational transformation – and more specifically diversity management - is impacting on the bottom line results of the organisation”. Organisational transformation implies radical changes in how members perceive, think, and behave at work. They are concerned with fundamentality altering the prevailing assumptions about how the organisation function and relates to its environment. The study aimed at determining the employees‟ perception towards workplace diversity in a financial institution operating in the Western Cape. More specifically, the following questions will be investigated in this study: What are employees‟ perceptions of workplace diversity? Do employees differ in their views/perception of workplace diversity based on their age, race, job categories, gender, job status and qualification? To what extent is workplace diversity understood by employees? What challenges are being faced to effectively implement workplace diversity? Information was gathered from both secondary and primary resources. All relevant information that was not obtained from publications was gathered through the use of questionnaires that were completed by employees in the financial institution. The primary resources in this research study used are questionnaires that were distributed to employees in a financial institution to complete. Permission was obtained from executive management, provincial management, junior management and the human resources department to distribute the research study questionnaire to the staff in the financial institution. Data was analysed by using structural, methodical and clear reasoning. Data analysis, involving a descriptive study in order to determine the relationship between the employees‟ perception towards workplace diversity in a financial institution operating in the Western Cape The descriptive study created an understanding of the relationship between the employees‟ perception towards workplace diversity, for the researcher and the organisation. The Pearson method was used to determine whether there is a relationship between age, race, gender, job category and qualification and the perceptions of workplace diversity in a financial institution. The Health Professional Council of South Africa (HPCSA)‟s ethical code of Professional Conduct for Psychologists was strictly adhered to. Voluntary participation was critical to the study because of the participants‟ time and energy required as well as asking participants to reveal personal information to the researcher. Permission to conduct the research was obtained from the financial institution where study was undertaken. Informed consent was obtained from participants before starting the data gathering process. Three hundred and nine (309) respondents completed a biographical questionnaire as well as the workplace diversity survey in order to understand their perception and understanding of workplace diversity. To ascertain the perception of workplace diversity, respondents completed a workplace diversity survey. While the results of the current study reveals interesting findings, the results should be interpreted with caution due to the size of the sample used which impacts the generalizability of the findings.
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Milton, Laurie Patricia. "Managing diversity to improve the bottom-line : confirming identities to enhance work group dynamics and performance /." Digital version accessible at:, 1998. http://wwwlib.umi.com/cr/utexas/main.
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Hartung, Faye. "How individualist and collectivist organizational cultures influence work processes, outcomes, and cooperation." Online version, 2000. http://www.uwstout.edu/lib/thesis/2000/2000hartungf.pdf.
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Kothbauer, Teresa R. "Intercultural competencies required by organization development consultants." Online version, 2001. http://www.uwstout.edu/lib/thesis/2001/2001kothbauert.pdf.
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Burger, Louis Wicus. "Case study : the success of diversity management practices at Benga mine." Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/97609.
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Thesis (MBA)--Stellenbosch University, 2014.ENGLISH ABSTRACT: Managing the diverse production and support teams on mining operations in Southern Africa is proving to be problematic and challenging. Many mines are facing strikes, “go-slows” and destructive conflict related to diversity issues. The objective of this case study was to evaluate the apparent successful diversity management practices employed at Benga Mine (an MCC Group mine) in Mozambique. The study aimed to determine the success of the tactics employed by the management team and whether successful tactics can be utilised at other mines operating within the MCC Group. The case study evaluated seven practical diversity management tactics employed by the management of the mine as conceptual method. The seven tactics were verified through a literature review and an eighth “other” category was provided for additional tactics that the research may reveal. The research revealed that the diversity management tactics at Benga Mine have some strengths and some weaknesses. The management team focused on translation of communication to the primary spoken languages on the mine. This enabled good communication flow, but further improvements can be made. Most employees identify with the Benga Mine and feel a sense of common purpose. The management team identified nutrition as a critical diversity management issue. This was an accurate observation as the research revealed that the availability and quality of food is of fundamental importance to them. Further improvement, such as catering for vegetarians, can be made to the food offerings. Strong relationships exist on the mine and this is the area where the Benga Mine management team excel. Employees feel that issues on importance can be addressed through various communication platforms and that their concerns are being taken seriously. Employees believe that all groups have the opportunity to raise issues and that the management team evaluate their concerns with compassion and care. The sound communication system employed at Benga Mine builds relationships and promotes a culture where employees can engage with management. The management of employment equity policies poses a significant challenge to the mine. The expats manage and pose the bulk of technical and operational expertise, resulting in significant risk to the sustainability of the business since the work permit quota system requires knowledge transfer to Mozambique citizens. Additionally, the work environment is not conducive to gender equality and female employees feel marginalised. An organisational culture conducive to managing and valuing the contribution and presence of all groups has been created at the mine. Further improvement can be made by terminating tokens of separations such as different uniforms for managers and operational employees. No significant new or additional diversity management factors were identified during the research. Benga Mine’s diversity management tactics are effective, but improvements can easily be achieved by focusing on the recommendations of this case study. The recommendations include improvements to translation of management instructions, clarification of employment equity obligations and a higher degree of sensitivity to the needs of female employees.
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Phillips, Lisa. "Staff retention and generational diversity : workplace characteristics that predict affective commitment and turnover intentions /." [St. Lucia, Qld.], 2007. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe20085.pdf.
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