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1
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.
Testo completo
2
Tlhatlosi, Mannete Martha. "Application of the Employment Equity Act and diversity in the mining industry / by Thlatlosi Mannete Martha". Thesis, North-West University, 2010. http://hdl.handle.net/10394/4450.
Testo completoAbstract (sommario):
The global move towards human rights, the publication of King 11 reports and the post democratic legislations coerced the South African mining industry to diversify its workforce. The Employment Equity Act was the major driving force behind this, aimed at eliminating discrimination in the workplace and implementing Affirmative Action measures so that the workforce would reflect the economically active population. The question remains as to whether it could achieve a representative workforce, since the Commission of Employment Enquiry reports (2009-2010) and the Quarterly Labour Force Survey (second quarter, 2010) indicated that progress is very slow throughout all the industries.
The mining industry is still predominantly White-controlled and emphasis is being placed on stimulating Black empowerment in the industry. Since the early 1990s the industry has seen significant restructuring and changes, including the phasing out of the traditional mining houses and the incorporation of the designated groups (females and Blacks) in ownership and management. However, rising gold prices and pressures on the global economy have forced the industry to embark on measures which impacted badly on the employment equity, leading to measures such as downsizing both the operations and staff, limiting training, centralising and outsourcing through contractual work. Migrant labour still plays an integral part.
In order to analyse the application of Employment Equity Act and workplace diversity in the mining industry, a literature review was conducted to conceptualise the major constructs, and a survey through a close-ended questionnaire was administered to establish the progress made in this regard. The questionnaire was divided into three sections: section A was a biographical/demographic analysis focussing on the personal attributes ranging from gender, age, race, education and job grade. Section B and C were in the form of five-point likert scale to analyse the extent of understanding and knowledge, as well as attitudes and behaviour of the respondents respectively. The results were compared to secondary data in the form of reports collected from the senior metallurgy human resource manager.
The convenience sample was taken from a sample of employees staying in the mining complex known as the 'Quarters', which comprised 345 houses, of which a response rate was 54%.
Findings from the primary data indicated some progress in changing the organisational culture, with the majority of the respondents giving positive perceptions towards gender, disability and language used, while they identified the following as barriers (negative perceptions): lack of commitment by management; unfair labour practices in recruitment, promotions, training and development; insufficient knowledge about EEA and diversity; racial discrimination; and negative turnover intentions. They believed that diversity could improve productivity. The secondary data revealed that there was slow progress in attaining the numerical targets, especially in the D-band upwards (senior and top management levels). The females and people with disability were under-represented in all categories.
The majority of employees in the skilled (C-band), semi-skilled and unskilled (B1-B7) were terminating their services. It is suggested that training of personnel about EEA and diversity be considered to get their active support and to prepare them for the change from the status-quo, extensive development of management on labour relations and good practices, as well as formation of committees to steer and monitor the adherence to policies.Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.
3
French, Erica. "Strategic equity management in the Australian private sector". Thesis, Queensland University of Technology, 2003. https://eprints.qut.edu.au/15887/1/Erica_French_Thesis.pdf.
Testo completoAbstract (sommario):
Developing equitable practices that provide fair access for all individuals to the benefits and burdens within an organisation remains a dilemma for management both in policy and practice. Research continues to show that the employment status and representation of women is significantly less in relation to those of men. Conflicting arguments on the causes of disparity and competing ideals on the value and means for addressing the disparity have resulted in a number of different opinions on the implementation and practice of equity management. This dissertation contributes to the current knowledge of equity management, exploring contemporary equity management strategies, identifying the approaches of its implementation and analysing these against the outcomes for the status of women's employment. The equity management practices of more that 1900 Australian Private Sector organisations are explored in order to identify the common themes of equity management. Factor Analysis and Confirmatory Factory Analysis are used to analyse the data. A model of strategic equity management practice was developed that identifies different structures, strategies and distribution principles designed to address the disparity between men and women. A major aim of this thesis was to explore the ability of a typological theory of equity management approaches to account for the differences in the status of women's employment. The thesis proposes a typology of equity management approaches that explain the implementation of equity management strategies based on structure and process. Four ideal-typical equity management approaches to achieving workplace parity are identified and explored. The traditional (non-compliance), anti-discrimination, affirmative action and gender diversity approaches proposed inform the a priori Cluster Analysis process that grouped Australian organisations based on their use of the approaches to equity management. Significant numbers of Australian organisations were identified utilising each of the identified approaches to equity management. It was further proposed that the different equity management approaches would be predictors of different outcomes for the employment status of women. MANCOVA was used to analyse the equity management approaches (as the independent variables) and the data on the status of women's employment (as the dependent variables). The findings indicate that the different approaches to equity management are predictors of different outcomes for the employment status of women. Results show that the traditional approach to equity management, which includes the use of none of the equity management strategies identified, is not a predictor of increases in any of the employment measures of women. The anti-discrimination approach, which includes the use of a limited number of equity management strategies identified, is a predictor of increases in some of the employment measures of women. The affirmative action approach to equity management, which includes the use of a number of proactive equity management strategies identified, is a predictor of increases in the employment status of women across a number of measures. The gender diversity approach to equity management, which includes the use of all the equity management strategies identified, is a limited predictor of increases in the employment status of women across some of the measures of employment. Managing the equity process within organisations is increasingly identified as an important tool in managing human resources in competitive, global environments that require productive workers and quality outputs. If equity management is to provide an effective means of addressing disparity between men and women in organisations, this thesis argues for the development of a strategic process to address the specific issues of disparity and the particular needs of the individual and the explicit goals of the organisation in equal opportunity.
4
French, Erica. "Strategic Equity Management in the Australian Private Sector". Queensland University of Technology, 2003. http://eprints.qut.edu.au/15887/.
Testo completoAbstract (sommario):
Developing equitable practices that provide fair access for all individuals to the benefits and burdens within an organisation remains a dilemma for management both in policy and practice. Research continues to show that the employment status and representation of women is significantly less in relation to those of men. Conflicting arguments on the causes of disparity and competing ideals on the value and means for addressing the disparity have resulted in a number of different opinions on the implementation and practice of equity management. This dissertation contributes to the current knowledge of equity management, exploring contemporary equity management strategies, identifying the approaches of its implementation and analysing these against the outcomes for the status of women's employment. The equity management practices of more that 1900 Australian Private Sector organisations are explored in order to identify the common themes of equity management. Factor Analysis and Confirmatory Factory Analysis are used to analyse the data. A model of strategic equity management practice was developed that identifies different structures, strategies and distribution principles designed to address the disparity between men and women. A major aim of this thesis was to explore the ability of a typological theory of equity management approaches to account for the differences in the status of women's employment. The thesis proposes a typology of equity management approaches that explain the implementation of equity management strategies based on structure and process. Four ideal-typical equity management approaches to achieving workplace parity are identified and explored. The traditional (non-compliance), anti-discrimination, affirmative action and gender diversity approaches proposed inform the a priori Cluster Analysis process that grouped Australian organisations based on their use of the approaches to equity management. Significant numbers of Australian organisations were identified utilising each of the identified approaches to equity management. It was further proposed that the different equity management approaches would be predictors of different outcomes for the employment status of women. MANCOVA was used to analyse the equity management approaches (as the independent variables) and the data on the status of women's employment (as the dependent variables). The findings indicate that the different approaches to equity management are predictors of different outcomes for the employment status of women. Results show that the traditional approach to equity management, which includes the use of none of the equity management strategies identified, is not a predictor of increases in any of the employment measures of women. The anti-discrimination approach, which includes the use of a limited number of equity management strategies identified, is a predictor of increases in some of the employment measures of women. The affirmative action approach to equity management, which includes the use of a number of proactive equity management strategies identified, is a predictor of increases in the employment status of women across a number of measures. The gender diversity approach to equity management, which includes the use of all the equity management strategies identified, is a limited predictor of increases in the employment status of women across some of the measures of employment. Managing the equity process within organisations is increasingly identified as an important tool in managing human resources in competitive, global environments that require productive workers and quality outputs. If equity management is to provide an effective means of addressing disparity between men and women in organisations, this thesis argues for the development of a strategic process to address the specific issues of disparity and the particular needs of the individual and the explicit goals of the organisation in equal opportunity.
5
Halvorson-Fried, Sarah Marie. "Exploring Factors Influencing Employer Attitudes and Practices toward Equity, Diversity, and Inclusion in the New River Valley". Thesis, Virginia Tech, 2016. http://hdl.handle.net/10919/71705.
Testo completoAbstract (sommario):
Although Congress enacted civil rights legislation in the 1960s to address racial inequities in income and employment, the executive branch and the courts have since retreated from efforts to pursue those policies aggressively. Meanwhile, anti-racism advocates, including the Montgomery County, Virginia based Dialogue on Race, have continued to promote strategies aimed at securing employment and income equity for all citizens. This study analyzed the social and economic costs of continued racial inequality in employment and income, and examined the ways in which local employers are addressing this challenge in the Blacksburg, Virginia region by exploring their self-reported rationales for action on the basis of economic efficiency or profit, moral obligation to fairness and justice, adherence to legal requirements, or leader influence. I addressed these concerns through population data analysis, key informant interviews, and a survey of major local employers. I found that New River Valley employers appear to be motivated by economic and moral reasons, as well as legal compliance. I conclude that activists should use this apparent openness to multiple rationales to work to help community leaders and local employers recognize racial equality as a moral imperative rather than as an instrumental claim incidental to its perceived utility.Master of Urban and Regional Planning
6
Masembate, Vivienne Mtombizodwa. "Is the composition of staff within Tygerberg Administration in terms of employment equity, representative of the demographics of the Western Cape from 05/01/2000 - 31/12/2001?" Thesis, University of the Western Cape, 2005. http://etd.uwc.ac.za/index.php?module=etd&.
Testo completoAbstract (sommario):
The shift from an ethnocentric, monocultural society to a more inclusive and democratic society should be accompanied by a national policy providing equal access to resources in a proactive, affirmative manner. This can be achieved in one of the two ways, either through equal employment opportunity or Affirmative Action. Affirmative Action is a specific intervention directed toward ensuring that employment opportunities are created by actively correcting imbalances caused by past discrimination and achieving employment targets. Equal employment opportunity implies an absence of discrimination, whereas Affirmative Action denotes compensatory discrimination in favour of disadvantaged groups.Affirmative Action is a supplement to, rather than equivalent to equal employment opportunities in that equality cannot be a genuine option where the effects of previous discriminatory practices have not been redressed. In an equal opportunities system, not all persons have the same chance of achieving the desired goal, but all are provided with equal means to achieve it. The unequal outcome of such a system is caused by the unequal skills for talents of the past discrimination, especially in terms of education and experience. All the Directors of Tygerberg Administration who responded to the questionnaires supported this and all of them agreed that training is necessary for all employees, especially the previously discriminated groups. The primary objective of Affirmative Action can therefore said to be the adequate advancement of disadvantaged groups for the purpose of securing equal rights, freedom and opportunities.
Equal employment opportunity is seen as a passive agreement on the part of the employer not to discriminate against any particular group. Employers adhering to the principle of equal employment opportunity evaluates candidates for employment according to performance criteria which relates directly to the requirements of a particular position. Affirmative Action seeks to go beyond equal employment opportunity in that it recognises that, when members of disadvantaged groups constitute only a small percentage of the labour pool, passively providing equality of opportunity will not suffice in overcoming the effects of previous discriminatory employment practices. Affirmative Action employers are therefore given the mandate to identify and remove the barriers to the employment of those under-represented in the workplace. Merely removing the present obstacles to equality does not necessarily ensure equality between groups since the effects of previous discrimination need to be actively redressed.
It can be noted that equal employment and Affirmative Action programmes should not be equated with each other as they imply different approaches to overcoming the effects of previous discrimination. Affirmative Action is said to be a supplement to, rather than the equivalent of equal employment opportunity, in that it is required to eliminate the barriers to real equality in the workplace. In this regard, it is essential to point out that Affirmative Action programmes are a means to an end, namely equal employment opportunity, and should not continue after this end has been achieved. Due to the similarity between the two terms, Affirmative Action and equal employment opportunity are often equated with one another when, in essence, they have different meanings.
From the information gathered for this research it was clear that not many Blacks were employed in management and supervisory positions of the City of Tygerberg. The research revealed that despite adopting the Agreement on Affirmative Action and equal employment practice of the National Labour Relations Forum for Local Government as its policy framework, the Tygerberg Administration had not succeeded in meeting most of its obligations in terms of the above mentioned policy framework. This is largely ascribed to problems experienced with the implementation of equal employment and Affirmative Action programmes within the local authority. The methods of communicating these programmes to especially its lower category of disadvantaged employees to participate in training opportunities to improve their working skills, were not capitalised on. There was an unequal distribution of skills due to the effects of past discrimination, especially in terms of education. Active steps therefore need to be taken to ensure that the intentions of the local authority with repect to equal employment and Affirmative Action are implemented efficiently and effectively.
7
Ryklief, Mogamat Yasien. "The equity composition of employees in a selected provincial government department in the Western Cape, South Africa". Thesis, Cape Peninsula University of Technology, 2017. http://hdl.handle.net/20.500.11838/2582.
Testo completoAbstract (sommario):
Thesis (MTech (Public Administration))--Cape Peninsula University of Technology, 2017.In 1994 the newly elected democratic South African government inherited a nation deeply scarred by a history of racial division and social, political and economic inequality. The democratic government was determined to create an environment that felt like home to all, a society that welcomed all and a political environment that catered for all. The democratic government therefore introduced laws and structures designed to promote the principle of “equity.” Although these have been in force for more than 22 years, statistics indicate that white people continue to receive preference over other racial groups. This study sought to provide an overview of the equity composition of employees in the Department of the Premier in the Western Cape government. “Equity composition” refers to the categories of race and gender invoked by the Employment Equity Act in order to promote equality. The aim was to reach a set of conclusions and make recommendations that might improve the equity composition of employees in the direction envisaged by the legislation. The researcher has made use of a qualitative research methodology for this study. Unstructured interviews were conducted with twenty research participants purposively selected from the Department of the Premier, and the data gathered from the interviews was analysed using content analysis. The study found that there has been an increase in efforts to accommodate people with disabilities. It recommends that a dedicated training workshop regarding employment equity be designed by the director of the people management practices unit and rolled out throughout the department.
8
Baker, Marzena. "Gender equality in project-based organisations". Thesis, Queensland University of Technology, 2020. https://eprints.qut.edu.au/205245/1/Marzena_Baker_Thesis.pdf.
Testo completoAbstract (sommario):
This thesis is a mixed methods research study that focuses on the evaluation of gender equality in the project-based organisations. It aimed to explore how gender equality initiatives affect representation of women at various levels of organisations and to understand the impact of women’s representation on organisational outcomes. It also aimed to explore the issues of selection and implementation of HR initiatives designed to address equality and diversity. This research extends our knowledge of the effectiveness of gender equality initiatives on women’s representation and the organisational practices in the selection and implementation of formal HR initiatives designed to address it.
9
Woolnough, Kim Shantithe. "The relation between equity policies, employee perceptions and organisational culture". Diss., University of Pretoria, 2010. http://hdl.handle.net/2263/27275.
Testo completoAbstract (sommario):
Important changes that have taken place within South African politics mean that most companies today are under pressure to implement affirmative action (AA) policies within their organisations (equity policies). These AA policies include employment equity (EE) policies and Black economic empowerment (BEE) policies. Company agendas now include aspects such as equality and social justice and organisations will continue to be evaluated in terms of how well they meet employment equity targets. Many employees and citizens in general view the process and implementation of these policies with great scepticism and even reluctance. It is important to understand and examine these perceptions because employee perceptions influence employee attitudes and behaviour and therefore have an effect on the success (or failure) of an organisation. The effective implementation of EE and BEE policies will to a large extent depend on whether or not these policies fit into the overall culture of an organisation or whether the organisational culture is adapted to accommodate these policies. Previously, corporate cultures largely ignored principles of diversity and difference. It is important that the question of whether this has changed or changed to a large enough degree be answered, especially with regard to the implementation of EE and BEE policies. Some EE and BEE programmes may fail because previous structures, cultural systems and management styles are adhered to without adapting these to suit the needs of these policies. Ultimately, employees’ perceptions of AA in their organisation, namely the EE and BEE policies that are implemented, influence the attitudes and behaviour of employees and ultimately the success of the organisation. These perceptions are related to the culture of the organisation. This study explores employee perceptions of equity policies, specifically EE and BEE, in terms of differences in demographic characteristics, including race, gender, age, years’ service and occupational level; as well as relative to the main factors of these equity policies, as confirmed by a factor analysis performed on the data, namely the importance, impact and clarity of these policies. The sample company’s organisational culture is also explored in terms of these equity policies and perceptions thereof. The ultimate goal of this research is to examine if any relationships exist between the implementation of organisational cultural practices in an organisation relative to equity policies and employee perceptions of these, and if any relationships do exist, to determine the nature of such relationships. The sample size in this study is 476 employees.Dissertation (MA)--University of Pretoria, 2010.
Psychology
unrestricted
10
Carelse, Kareemah. "Employees’ perceptions towards workplace diversity in a financial institution operating in the Western Cape". uwc, 2013. http://hdl.handle.net/11394/3224.
Testo completoAbstract (sommario):
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.
11
Van, der Schyff Sedick. "Men's attitudes and responses to the Gender Equity Strategy at South African Nylon Spinner Polymer Plant (2002-2004): Implications for an education and training intervention". University of the Western Cape, 2005. http://etd.uwc.ac.za/index.php?module=etd&.
Testo completoAbstract (sommario):
This study investigated the attitudes and responses of male employees to the implemention of the Gender Equity Strategy and considered the implementation for the development of a gender education and training intervention. The study investigated the initial resistance to the introduction and implementation of the Gender Equity Strategy at the Polymer Plant by male employees.
12
Biela, Runel. "The acculturation process in hostels of a higher education institution / Runel Biela". Thesis, North-West University, 2006. http://hdl.handle.net/10394/1384.
Testo completo
13
DeGeorge, Bradley Victor. "Equal employment opportunity in a climate of managing diversity : an institutional study of personnel processes of the Pennsylvania State Police /". Diss., This resource online, 1995. http://scholar.lib.vt.edu/theses/available/etd-08082007-114523/.
Testo completo
14
Gildenhuys, Annelie. "Leadership style as a component of diversity management experience / Annelie Gildenhuys". Thesis, North-West University, 2008. http://hdl.handle.net/10394/2006.
Testo completo
15
Ben-Galim, Dalia. "Equality and diversity : the gender dimensions of work-life balance policies". Thesis, University of Oxford, 2008. http://ora.ox.ac.uk/objects/uuid:d078b9c7-ceab-454c-a1b6-09ebe88fb725.
Testo completoAbstract (sommario):
This thesis analyses the gender dimensions of work-life balance policies in the UK. It focuses on three related questions: firstly, to what extent are work-life balance policies framed by 'diversity'; secondly, how does this impact on the conceptualisation and implementation of work-life balance policies (in government and in organisations); and thirdly, what are the implications for gender equality? Through analysing published research, the UK Government's work-life balance agenda and data generated from three selected case study organisations, the prominent dimensions of diversity that shape the conceptualisation and implementation of work-life balance policies are presented. This thesis argues that the concept of diversity - as defined by the feminist literature - offers the potential to progress gender equality through overcoming the same-difference dichotomy, and by recognising multiple aspects of identity. However, this theoretical potential is not necessarily reflected in practice. With the emphasis on the individual worker and choice, diversity has been primarily defined as 'managing diversity', and has a significant affect on how work-life balance policies have been applied in both government policy and organisational practice. The UK Government states that work-life balance policies are meant to provide everyone with opportunities to balance work with other aspects of life. The current policy framework targets parents and in particular mothers, potentially limiting the choices that men and women have to 'work' and 'care'. Locating work-life balance policies within the context of 'managing diversity' supports and facilitates women's employment, but does not necessarily challenge fundamental gender disparities such as occupational segregation and gender pay gaps. Analysis of the UK Government's current agenda and organisational case studies show that despite progressive equality, diversity and worklife balance agendas, work-life balance policies are limited in challenging persistent structural gender inequalities.
16
Govender, Vanisha. "Linking the advancement of women to senior management positions and gender barriers". Unisa, 2005. http://hdl.handle.net/10500/147.
Testo completoAbstract (sommario):
Look at the challenge of gender equity and global trends and its impact on EskomWomen form 52 percent of the adult population in South Africa, the majority of the population, but their status in the workplace is marginalized. The Commission of Employment Equity 2003 report revealed that women represent only 37% of the total workforce and 21% of all senior management positions and only 14% of top management positions. The study firstly investigates if gender barriers are creating obstacles for the advancement of women to senior management positions. The evidence of the research indicates that barriers do exist and the most prominent of these barriers included organizational culture, men not supporting women in the organization, division of labour, lack of after care facilities and women not supporting each other. Organizations need to admit that barriers do exist before any meaningful change can be made to the working environment of women. Secondly the study investigates the impact of gender equity targets as some organizations are attempting to increase the number of women in their business. Although gender targets results in an increase of women in the workplace it has negatively impacted the morale of men. Lastly the effectiveness of some of the strategies like mentorship, training and development, networking, flexible work policies are examined. These strategies will only be effective if the organizations are committed in ensuring a balanced workforce. Organizations needs to realize that diversity should be seen as a great opportunity to be encouraged and nurtured.
Graduate School of Business Leadership
MBL
17
Dulude, Louise. "Seniority and employment equity for women". Thesis, University of Ottawa (Canada), 1994. http://hdl.handle.net/10393/6692.
Testo completoAbstract (sommario):
Conflicts between seniority and employment equity became evident after the United States adopted laws in the 1960s prohibiting discrimination in employment. Seniority rights sometimes slowed down or prevented the integration of Blacks and women in the workplace; in times of layoffs, they insured that recently-hired employees from these groups were the first to go. This led to innumerable law suits culminating in a series of U.S. Supreme Court decisions in the late 1970s and early 1980s. The potential for similar conflicts is even greater under Canadian anti-discrimination provisions because Canadian laws contain no counterpart of the general seniority exemption which is included in U.S. law. In spite of this, not a single case concerning indirect discrimination by seniority systems has been reported in this country. The few reported cases involving seniority and discrimination dealt with crude questions such as separate seniority units for women and men. The main elements demonstrated in this thesis are: (1) that seniority rules have harmful effects on Canadian women; (2) that these harmful rules constitute unjustified adverse impact discrimination under Canadian law; (3) that laws prohibiting adverse impact discrimination by seniority rules are not enforced in Canada; and (4) that many measures could be taken to reduce the negative impact of seniority systems on women while retaining the beneficial effects of the seniority principle. These points are developed in five chapters. Chapter I provides background information on the nature and coverage of seniority rights, the arguments for and against them and the way in which they are applied. Chapter II assesses the impact of seniority on women to correct its unjust effects on them. Chapter III reviews the legal history of the conflict between seniority and equality rights in the United States. In Chapter IV, we consider whether unmodified seniority rules constitute unjustified adverse impact discrimination under the following Canadian laws: (1) laws on the duty of fair representation of labour unions; (2) human rights acts; and (3) the Canadian Charter of Rights and Freedoms. At the end of Chapter IV, and in Chapter V, we describe changes which could be made to correct present injustices. Some, like the adoption of proactive employment equity laws with vigorous sanctions and powerful implementing agencies, aim at correcting the lack of enforcement. Other proposed changes involve a broad range of modifications to seniority systems to reduce or eliminate their negative impact on women, as well as alternatives to seniority-based layoffs. Our conclusion is that if such changes were made, the seniority principle could at last become the essential protector of vulnerable workers it was originally meant to be. (Abstract shortened by UMI.)
18
Thokoe, Percy Ralodi. "An evaluation of UCT employment equity policy : the role of UCT in promoting employment equity (1995-2002)". Master's thesis, University of Cape Town, 2002. http://hdl.handle.net/11427/9762.
Testo completoAbstract (sommario):
Includes bibliographical references (leaves 131-134).The 1994 democratically elected government underpinned crucial socio-political changes in South Africa. The historical imbalances created by decades of Apartheid policies demanded employment of specific programmes in order to correct the situation. The period witnessed major transformation that is mainly intended to accommodate the previously marginalised communities; blacks, women and disabled people. These changes brought about the birth of affirmative action. Therefore, this study’s intention is to seek to examine "How successful has UCT been in achieving employment equity and why?" The main aim of this study is not attacking UCT’s achievement of Employment Equity, but to establish UCT’s course of action as well as inaction in achieving Employment Equity and the promotion of Affirmative Action. Comparative study analysis is used as a tool to capture information and data around the progress made in achieving Employment Equity and the promotion of Affirmative Action at UCT.
19
Voyageur, Cora Jane. "Employment equity and Aboriginal people in Canada". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1997. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp05/nq23086.pdf.
Testo completo
20
Leck, Joanne. "Employment equity programs in Canada's federal jurisdiction". Thesis, McGill University, 1991. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=70313.
Testo completoAbstract (sommario):
Since the introduction of the Employment Equity Act in 1986, organizations in Canada's federal jurisdiction have been required to adopt Employment Equity Programs (EEPs) designed to increase the presence of four traditionally under-represented groups: women, aboriginal peoples, disabled persons, and visible minorities. This dissertation reports the results of a study that identifies the type of EEPs organizations subject to the Act have adopted, examines the impact that EEPs have had on hiring and promotion, and identifies what makes an EEP effective. Results suggest that organizations that adopt EEPs that are more formalized, more comprehensive, and better supported are more likely to hire and promote a representative number of designated group members (especially non-minority women and members of visible minorities). Implications for practitioners and policy makers are discussed.
21
Warnat, Amber E. "Intersectionality and employment equity in South Africa". Master's thesis, University of Cape Town, 2012. http://hdl.handle.net/11427/11959.
Testo completoAbstract (sommario):
Includes abstract.Includes bibliographical references.
The objectives of the South African Employment Equity Act include providing equal opportunity in the workplace. However, the existing methods for achieving equality of opportunity have been unsuccessful because they do not engage sufficiently with the complexity of, and reasons for, inequality in the workplace. This thesis argues that the body of literature on intersectionality has great potential to contribute to the process of improving equality of opportunity. Derived from the literature, an intersectional analysis offers employers a way to engage with the complex nature of inequality, by obtaining a fuller, more nuanced and specific understanding of the phenomenon in a particular place of work. In this way, profound and effective solutions can be found. The thesis offers background on employment equity in South Africa and an overview of intersectionality, which reveals its value as a theoretical paradigm. It then describes the development of instruments to be used to analyse (in)equality of opportunity in a workplace.
22
Moorcroft, Karen. "Equity among male and female engineers". Thesis, McGill University, 1996. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=26695.
Testo completoAbstract (sommario):
The following research used data from the SSE to determine whether socialization or discrimination can explain the lower status of female engineers, compared to men. It was learned that female engineers with children are as committed to their careers as childless female engineers. Moreover, there is no difference in income or job status between these two groups. There is also no significant difference in income between male and female engineers when controlling for employment status, degree, job status and experience. However, female engineers are not found in management positions as often as their male colleagues, even after controlling for experience. This lower job status, in turn, affects the women's incomes. A reason for the lower status of female engineers is likely due to engineering being very male-dominated. No such difference in job status exists in the field of computer science, where the proportion of women is much higher.
23
Brennan, Patricia L. "Storming the ramparts, employment equity and the military". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1998. http://www.collectionscanada.ca/obj/s4/f2/dsk2/tape15/PQDD_0011/MQ32904.pdf.
Testo completo
24
Chabursky, Lubomyr. "A critical examination of the Employment Equity Act /". Thesis, McGill University, 1992. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=60698.
Testo completoAbstract (sommario):
The Employment Equity Act obliges employers to undertake affirmative action to combat employment discrimination. On October 31st, 1991, a Parliamentary Committee was appointed to review the EEA and make recommendations for its improvement. This thesis assesses the EEA within the historical context of discrimination remedies. The thesis argues that the solution to systemic discrimination in employment cannot consist merely of measures that increase the representation of minorities in the workplace. Rather, the solution must also include measures designed to change traditional attitudes and stereotypes about the employment of minority groups, whether these attitudes take the from of prejudice, paternalism, or inhibitions. A change in attitudes among employers will also help to eliminate apparently neutral employment policies and practices that nevertheless have an adverse effect on the opportunities of women and minorities. The EEA incorporates aspects of all three strategies in a hands-off approach that invites employers to become equal partners in the quest to overcome discrimination in the work place.
25
Nelson, Madelé. "The relationship between psychological ownership and employment equity perceptions". Diss., University of Pretoria, 2013. http://hdl.handle.net/2263/79291.
Testo completoAbstract (sommario):
Psychological ownership is the psychologically experienced phenomenon that occurs when an employee develops possessive feelings towards a target (for example an organisation). However, there are several factors that influence the emergence of psychological ownership, one of them being contextual factors. Employment equity within the South African context might be considered such a contextual factor. The purpose of this study was to empirically investigate the relationship between psychological ownership (measured by the Psychological Ownership Questionnaire) and perceptions of employment equity (measured by the Employment Equity Questionnaire). A quantitative survey was conducted with a purposive sample of 202 skilled respondents employed in the mining sector. A correlation analysis and an analysis of variance were conducted, which revealed a number of significant relationships and differences between the different groups of respondents. The results of the correlation analysis indicated that a relationship exists between psychological ownership and employment equity. The results of the analysis of variance indicated that differences exist between respondents with regard to various biographical variables. The results might be used in organisations to acknowledge the effect of employment equity legislation on employees’ psychological ownership.Dissertation (MCOM)--University of Pretoria, 2013.
Human Resource Management
MCOM
Unrestricted
26
Bam, Armand. "Embodying virtue in employment: Exploring the employment experiences of people with disabilities". Doctoral thesis, University of Cape Town, 2018. http://hdl.handle.net/11427/27883.
Testo completoAbstract (sommario):
Research on the employment experiences of people with disabilities (PWD), on a global level, is limited. While South Africa has a well-defined legislative framework that has been determined in consultation with disabled people's organisations, compliance with legislation appears to have failed to ensure that employment targets are met, or rather, it has overlooked the underemployment of PWD. As a response to the challenges, this study explored the employment experiences of PWD. A qualitative, explorative, multiple case study approach was employed. Twelve participants were selected using a purposive technique. Semi-structured interviews were used to collect data and provided insight into how PWD viewed their world. The interviews were supplemented through document analyses, and various modes of observation provided additional insight into each of the cases. The process of analysing the interview data followed an inductive approach during which three broad themes were identified. Factors influencing Employment elaborated on the participants' pre-employment experiences of gaining access to employment, which were shown to be impacted by various environmental barriers. Early Experiences of Inclusion at the Workplace established that induction and orientation processes were opportunities for educating co-workers about disability. However, the disclosure of disability did not guarantee improved employment experiences for the research participants. Feeling part of a team promoted early experiences of acceptance. Accommodation in the Workplace determined that PWD's accommodation requests were often evaluated and considered in terms of the costs to employers, and primarily focused on technology to improve their productivity. The need for personal assistance for the PWD in the study was found to be unavoidable. A conceptual model is presented as an alternative framework. It offers insight into how to improve disabled individuals' employment experiences to organisations and their management, and people with disabilities themselves. The model suggests that organisations operating from within a virtue framework can facilitate equal opportunities for employees. Organisations are to be more competitive, innovative and creative, and improve their sustainability. The experiences of PWD could be improved through establishing working communities within organisations as these distribute decisionmaking. The climate for organisational inclusion could also be improved by the working community's ability to redefine work and equip PWD appropriately, thereby promoting organisational citizenship, with benefits to both the organisation and individual.
27
Morris, Janalee. "Working for equity, issues of employment for youth with disabilities". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape2/PQDD_0019/MQ53198.pdf.
Testo completo
28
Laher, Ismail. "A critical analysis of employment equity measures in South Africa". Thesis, Rhodes University, 2007. http://hdl.handle.net/10962/d1003195.
Testo completoAbstract (sommario):
This thesis analyses the Employment Equity Act 55 of 1998 and its application in labour law in South Africa. After an initial examination of the general concepts with regards to employment equity and current international conventions regarding employment equity, the study will move on to examine employment equity as it stands in the law today. In examining the current law regarding employment equity, a brief historical background will be offered in order to show the legacy of apartheid: the immense disparity between the different categories of South African people in the modern era. By using this background and analysing the relevant provisions of the Constitution, it will be argued that there is a very real need for employment equity measures to bring about a true sense of equality in South Africa and that such measures are fully endorsed by the Constitution. After it has been established that affirmative action is an important tool in the creation of an equal South Africa, the measures put in place to help create this equal South Africa will be critically analysed. This critical analysis will point out certain weaknesses in the current affirmative action system. Following this critical analysis of the South African employment equity law, the employment equity systems used in Brazil, Canada and Malaysia will be examined in detail. The purpose of this analysis will be to find the strengths and weaknesses and successes and failures of these foreign systems. This will be done in order to highlight those areas of the foreign systems that can be implemented into South African law in order to make the South African employment equity system stronger. The weaknesses of those systems will also be highlighted in order to learn valuable lessons from other system’s failures so that South Africa does not make the same mistakes. The final part of this thesis will be in depth discussions and the proposal of solutions to the weaknesses of the South African employment equity system that have been highlighted throughout the thesis. These proposals will be put forward in order to ensure the most efficient and effective employment equity system in South Africa. There will also be a reassessment of the most valuable lessons learned from the foreign systems that would be easily implemented into or avoided by the South African system in order to ensure an effective employment equity system. The purpose, therefore, of this thesis is to critically analyse employment equity in South Africa. A further purpose will be to propose certain amendments and changes to the current system to ensure the Employment Equity Act is reflective of the needs of the people South Africa.
29
Prince, Freddy. "Perceptions of managers regarding the barriers to implementing the Employment Equity Plan of the City of Cape Town :an exploratory study". Thesis, University of the Western Cape, 2006. http://etd.uwc.ac.za/index.php?module=etd&action=viewtitle&id=gen8Srv25Nme4_2164_1181561977.
Testo completoAbstract (sommario):
During the amalgamation of the seven substructures within the City of Cape Town specific problems arose around employment equity issues and consequently the City of Cape Town has introduced an Employment Equity Plan. This study investigated the perceptions held by managers regarding the barriers that can mitigate againsst the successful implementation of the Employment Equity Plan.
30
Lewis, Priscilla-Anne. "Gender Equity and Change Management in the Diversity Equity Department at the City of cape Town". Thesis, University of the Western Cape, 2009. http://etd.uwc.ac.za/index.php?module=etd&action=viewtitle&id=gen8Srv25Nme4_9804_1276545134.
Testo completoAbstract (sommario):
The problem investigated in this study is that gender equity and change management in the City of Cape Town and in particularly the Diversity Equity and Change Management Department, has not been adequately assessed and a coherent set of options to address this problem has not yet been adequately researched. In particular, the situation is that senior management is not representative and that recruitment and appointment procedures as well as the change management process are not conducive to gender equity. The nature of this study is qualitative and the case study method has been utilized. The scope of the study is on gender equity and the change management process followed by management and staff at the City of Cape Town, in particular the Diversity Equity and Change Management Department since 2000 to 2007, with the view of proposing options for improvement. In 2006 the City of Cape Town Employment Statistics indicated that 80% of top management within departments across the City is still white males. At professional and middle management level white males and females dominated this level with 69.5%. In the technical and associate professions, the tally for whites is 38% and at elementary level 6.5% (Department Human Resources HRD IT System, July 2006). In order to equalize employment statistics in the COCT drastic steps should be taken to eliminate imbalances between both Black and white employees in terms of occupational levels. Disadvantaged Black women and men should benefit from employment, recruitment and selection, appointments and training and development processes and the acquisition of knowledge and skills beyond those acquired within the realm of empowerment. However, women should be adequately represented not nearly in the workplace but overall to enable them to participate in the decision-making of important work related and home related issues. Women should keep on addressing inequality and gender equity to enhance change processes and gender awareness amongst themselves and in the workplace. The gender institutional framework within the COCT as a whole in particularly the Diversity Equity department and the active participation in decision-making in the various structures of the City combines with their history of politics in the women&rsquo
s movement to augur well for continued gender sensitivity in policy formulation and outcome.
31
Chavez-Haroldson, Maria Teresa. "LatinX Diversity Officers in Higher Education: Capacitating Cultural Values as Champions of Equity, Diversity, and Inclusion". Antioch University / OhioLINK, 2020. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1583658860303437.
Testo completo
32
Gross, Brenda. "Employment equity and the merit principle, will ever the twain meet?" Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1998. http://www.collectionscanada.ca/obj/s4/f2/dsk2/tape15/PQDD_0007/MQ36822.pdf.
Testo completo
33
Kapp, Linette. "Employment equity in the SANDF : practical implications and challenges / Linette Kapp". Thesis, North-West University, 2002. http://hdl.handle.net/10394/2423.
Testo completo
34
Nujjoo, Sayyideena Aleeshah. "Exploring employees' attitudes towards employment equity from a social identity perspective". Master's thesis, University of Cape Town, 2013. http://hdl.handle.net/11427/6836.
Testo completoAbstract (sommario):
Employees from different racial and gender groups in South Africa tend to differ in their attitudes towards Employment Equity (EE) strategies, particularly, towards preferential treatment in terms of EE. Negative attitudes towards preferential treatment in turn may act as contributing factors to demographic changes towards a more representative workforce being slow in organisations. The objective of the study was to explore factors that influence this difference in employees? attitudes from a Social Identity Theory (SIT) perspective.
35
Alexander, Kristina A. "Gender employment equity power status among Missouri superintendents of public schools". free to MU campus, to others for purchase, 2002. http://wwwlib.umi.com/cr/mo/fullcit?p3074366.
Testo completo
36
O'Connell, Davidson Julia. "The employment relation : diversity and degradation in the privatised water industry". Thesis, University of Bristol, 1991. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.294386.
Testo completo
37
Sebola, MS, e T. Khalo. "Implementation of employment equity: A case of the Universities of Venda and of Pretoria". Journal of Public Administration, 2010. http://encore.tut.ac.za/iii/cpro/DigitalItemViewPage.external?sp=1001188.
Testo completoAbstract (sommario):
Abstract
Since the advent of the Employment Equity Act (EEA) in 1999, with the aim,
to eliminate unfair discrimination and promote affirmative action in the
workplace, implementation has been less than satisfactory. The Act (EEA), a
public policy, demands of employers, both public and private, to meet partcular
equity targets within their workplaces. The Act further requires that employers
should report on progress achieved in meeting these targets. Such targets include,
inter alia, the employment of designated persons, disabled persons, etc. Institutions
of Higher Learning are no exception.
The article aims at determining the extent of compliance with the Employment
Equity Act (EEA) (1998) by two institutions of higher learning, namely the
universities of Venda and of Pretoria. In essence, the main aim of the article are
two-fold: firstly exploratory, to determine the extent to which the two universities
comply with the employment equity legislation, and secondly how these
universities have adopted and implemented measures to transform their internal
environments, specifically the academic environments, as well as removing
barriers to equity.
The various positive steps and measures adopted and implemented by the two universities to eliminate unfair discrimination in the workplace and advance
previously disadvantaged groups were investigated, and problems identified
in the implementation process are identified. Particular attention was given to
employment equity in South Africa and the role of the two universities in the implementation of employment equity.
38
Sharp, L. Kathryn, e Cathy Whaley. "Diversity, Equity, and the Common Core Blues: Dispositions as a Compass". Digital Commons @ East Tennessee State University, 2012. https://dc.etsu.edu/etsu-works/4277.
Testo completo
39
Ring, Grant. "An investigation into the progress made towards achieving employment equity at Calsonic Kansei South Africa (PTY) Limited in terms of the Employment Equity Act no. 55 of 1998". Thesis, Port Elizabeth Technikon, 2002. http://hdl.handle.net/10948/104.
Testo completoAbstract (sommario):
The key aspect to stimulating economic and individual growth in the workplace has been shown in numerous case studies to be the removal of discrimination. Affirmative Action looks at dealing with, and making amends for past injustices, as well as moving towards equal employment opportunities in a constructive manner. It is about recognizing that people are inherently different whilst trying to achieve a “colour – blind” society. The Employment Equity Act No. 55 of 1998 was put in place by Government to facilitate the implementation of fair workplace practices, which will correct the imbalances of the past as well as creating a workforce, which reflects the demographics of South Africa. The inequalities in employment patterns and practices with respect to access to employment, training, promotion and equitable remuneration especially for black people, women and people with disabilities are addressed in the said Act. The Employment Equity Act is quite specific about the minimum requirements of an organisation’s Employment Equity Plan, which make it easy to identify what progress is being made towards ending discrimination in the workplace. The minimum penalty for contravening the Employment Equity Act is R500 000 and the maximum is R900 000. The question arises as to whether South African organisations are merely implementing Employment Equity policies to adhere to the basic requirements and deadlines of the Act. Or, are these policies genuinely based on commitment to the principles of equality and equal opportunity for all in the workplace. Calsonic Kansei South Africa has put into place various training and succession plans, which will help to achieve the organizational goal of being more equitable in terms of the Employment Equity Act. Employment agency databases have also been analysed to determine the availability of suitably qualified Affirmative Action employees. In this paper the writer will investigate the progress that Calsonic Kansei South Africa has made towards achieving Employment Equity in relation to other organisations within the same industry.
40
Joseph, Gavin David. "An investigation into the impact of employment equity within Telkom: Eastern Cape". Thesis, Nelson Mandela Metropolitan University, 2006. http://hdl.handle.net/10948/192.
Testo completoAbstract (sommario):
As a country, South Africa has undergone major social and political changes, specifically over the past two decades. Along with these changes, new legislation such as the scrapping of the Group Areas Act, changed the face of residential areas to one where suburbs now reflect the demographics of the country. Inevitably, changes in the business world also came about, one significant change being the promulgation of the Employment Equity Act (No.55 of 1998) which regulates employment practices in an attempt to make the workforce a true reflection of the South African population. The change in labour legislation came at a time when the effects of globalisation increased levels of competition amongst organisations. Understandably, certain business leaders raised concerns that the introduction of the Employment Equity Act could lead to a lowering of standards and therefore competitive advantage. The purpose of this research was to establish if these early concerns were indeed valid and if the implementation of this legislation had any negative impact on Telkom SA Limited (Telkom), the organisation selected for this study. Particular attention was paid to investigate the impact of the implementation of the Act on three critical areas of business, namely: Productivity; Profitability; and Customer satisfaction. In order to achieve the objectives of the research, the following approach was followed: Firstly, a comprehensive literature study was conducted to determine what led to the passing of this legislation and to establish what the literature revealed about the advantages and challenges of a diverse workforce; Secondly, the views of Telkom management in the Eastern Cape on the impact of the implementation of employment equity were obtained by means of an empirical study which involved the completion of a comprehensive questionnaire; and Lastly, the responses to the questionnaire were collated and analysed to determine the extent to which Telkom had implemented the legislation, and if the company had experienced any negative effects due to this implementation.
41
Bloom, T. M., e L. Lues. "Assessing the implementation of employment equity in a Category C district municipality". Journal for New Generation Sciences, Vol 11, Issue 1: Central University of Technology, Free State, Bloemfontein, 2013. http://hdl.handle.net/11462/623.
Testo completoAbstract (sommario):
Published ArticleThe South African Public Sector is based on democratic values and principles enshrined in the Constitution. One of those crucial principles is the promotion of efficiency and the economic and effective utilisation of resources. By implication, the achievement of this principle is only possible if people with the correct skills, qualifications and knowledge are selected to lead government projects and programmes. However, the country's unrepresentative labour force, as well as their disadvantage with regard to skills, poses a challenge within the Public Sector. The purpose of this paper is to assess the implementation of employment equity in a category C District Municipality. Focus-group discussions targeting the respective District Municipalities were conducted. The interview schedule demarcated three sections. The first focused on the respondents' awareness of legislative directives, the second on the implementation of a 2005 Employment Equity Plan, and the third on the importance of relevant legislation that was passed by the Government to address imbalances in employment equity. Results indicate that even though some progress was evident, the implementation of the 2005 Employment Equity Plan was slow and consequently the District Municipality under investigation was unable to reach its set targets. Although several reasons are given for this state of affairs, the biggest concern is the absence of the commitment of the Municipal Council in implementing the Plan.
42
Lalonde, C. Coralie (Catherine Coralie) Carleton University Dissertation Psychology. "Egalitarianism versus individualism conflict theory; explaining people's support for employment equity policies". Ottawa, 1993.
Cerca il testo completo
43
Groenewald, Annaline. "An analysis of development strategies aimed at meeting employment equity objectives within Medscheme". Thesis, Nelson Mandela Metropolitan University, 2006. http://hdl.handle.net/10948/515.
Testo completoAbstract (sommario):
South Africa has undergone major social and political changes over the past two decades. In addition, new legislation in the form of the Employment Equity Act (No. 55 of 1998), which regulates employment practices in an attempt to make the workplace a true reflection of the South African population, was introduced to employers. The implementation of this Act has a major impact on organisations in South Africa and definitely influences the way in which they do business. Organisations, large and small, in every sector are being squeezed in all dimensions. They compete for customers whose expectations of quality, price and service are constantly increasing. Throughout the world, education, training and equitable working practices are recognised as essential ingredients to compete successfully and to ensure high performance practices. This research paper investigates whether the employee development strategies at Medscheme (the organisation selected for this study) are aimed at meeting employment equity objectives. An important reason for the investigation is that globalisation and the need for organisations to gain sustainable competitive advantage require new and different approaches for the recruitment, training, development and retention of employees with key skills. The key to success will, however, be for organisations in South Africa to find a middle way between ensuring equity, while remaining competitive. In order to achieve the objective of the research, the following approach was followed: Firstly, a comprehensive literature study was conducted to determine the legislative basis for equity and employee development; Secondly, a survey of literature dealing specifically with employee development initiatives available to organisations was conducted; Thirdly, the views of the employees within Medscheme were obtained to determine to what extent the organisation implemented the Employment Equity Act and what development strategies are used to facilitate the Abstract iv development of individuals from the previously disadvantaged designated groups to equip them for future positions in senior and top management; and, Lastly, the responses to the questionnaire were analysed to determine the extent to which Medscheme’s employee development strategies support the objectives of the Employment Equity Act.
44
Dweba, Thandeka. "A study of the implementation of Employment Equity at the Engcobo Local Municipality". Thesis, Nelson Mandela Metropolitan University, 2012. http://hdl.handle.net/10948/d1008410.
Testo completoAbstract (sommario):
Rationale: It cannot be denied that there has been improvement in demographic representation in South Africa since the implementation of the Employment Equity Act 55 of 1998. Whilst there may still be room for improvement, especially on employer attitudes towards the implementation of employment equity, improved representation of the Previously Disadvantaged Groups has evidently appreciated, however, marginally. Research purpose: This study sought to explore stakeholder perceptions as to why Engcobo Local Municipality had not successfully implemented the Employment Equity Act. Research design, approach and method: This exploratory study was conducted at Engcobo Local Municipality on Councillors, Managers, Key Employees and representatives of Organised Labour. Main findings: a) Engcobo Local Municipality was found not to have complied with various aspects of the Employment Equity Act; b) Respondents mainly believed that failure to implement the Employment Equity Act by Engcobo Local Municipality was due to lack of capacity on the part of the municipality‟s stakeholders; c) Different countries followed different models in the implementation of their Employment Equity, depending on the peculiarity of their circumstances; and d) The most appropriate change management model on which the implementation of the South African Employment Equity is modelled is Hayes‟ Generic Change Management Model. Managerial implications: Future research may be that the municipality can benefit from the recommendations made by the respondents with regard to what they believe needs to be done to remedy the situation. Some of the suggestions include the intensification of communication, establishment consultative structures to facilitate communication and the capacitation of stakeholders to ensure that they understand their responsibilities regarding the implementation of the Employment Equity Act. Contribution: The contribution of the research is supporting the current knowledge base of stakeholders towards the implementation of the Employment Equity Act. Proactive implementation measures should be taken to ensure that people who should benefit from the implementation of the Act are not disadvantaged by the municipality‟s failure to implement the Act. The introduction of the alignment with human resource management practices that complement the implementation of Employment Equity, could overcome the barriers currently being experienced in the effective implementation of the Employment Equity Act.
45
Adkins, Jennifer Nora. "The impact of the employment equity legislation on federally regulated organizations in Canada". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp01/MQ38519.pdf.
Testo completo
46
Mavundla, Ntombizandile Hendrieta. "Women's employment equity in South African local government : a study of senior managers". Master's thesis, University of Cape Town, 2009. http://hdl.handle.net/11427/12119.
Testo completoAbstract (sommario):
Includes bibliographical references (leaves 94).Includes abstract.
This is an analytical as well as evaluative study which uses qualitative methods. The focus of the study is the local government sphere and its subjects are district municipalities and metros as administrative entities. The study seeks to understand whether local government has succeeded in meeting the objective of gender parity in senior management positions. The study draws extensively on the literature covering the historical evolution of women’s movements and feminists theories. It reviews empirical evidence on the implementation of gender equality initiatives in South Africa. A data set on employment statistics of local government is utilised. As an analytical device, the data for local government is compared with national and provincial governments.
47
Kekana, Ludwick Tebatso. "Employment equity transformation within various levels of management in selected South African mines". Master's thesis, Faculty of Commerce, 2019. http://hdl.handle.net/11427/31603.
Testo completoAbstract (sommario):
Background
There has been slow employment equity (EE) transformation in the South African mining industry, particularly within middle and executive management levels. The number of black Africans in management positions remains low and more needs to be done to bring about the desired levels of representation. If meaningful progress is to be made, it is imperative for the Government and mining companies to implement policies and strategies that aim to improve the representation of EE candidates within management levels. In the present study, management teams were chosen as the focus because they constitute the strategic leadership of the mining companies and are also the individuals that have the positional authority to design, initiate and manage transformation policies and strategies. It is argued that if management teams embrace and champion EE transformation, organisations are most likely to achieve EE targets. When the EE statistics of mines in the South African mining industry are compared with one another, it is apparent that certain mines have been more successful in bringing about equity transformation within their middle and executive management teams, than others. The reasons for their success, however, are not apparent and present an opportunity for mining companies to learn from those that have been able to achieve more desired levels of equity representation.
Aim of the study
The aim of the present research study was to investigate mines that have been successful in bringing about equity transformation within their middle- and executive management teams (success cases) to identify possible reasons that explain their success, while also investigating mines that have not been able to bring about meaningful transformation (non-success cases) to so understand what the barriers were that they experience.
Method
An exploratory research design and a qualitative approach to data collection, was utilised for the purposes of the present study. Purposive non-probability or judgement sampling was used to identify nine mining organisations and their EE statistics obtained from the Employment Equity Report (2015/2016). The nine mines were ranked according to equity representation at management levels, using a weighted average. The three success cases, in other words the three mines that had achieved the highest weighted average and three non-success cases (that achieved the lowest weighted averages) constituted a convenient sample of six mines. The human resources (HR) managers for each of these six mines were contacted and asked to participate in the research study. Semi-structured interviews were conducted with each of the six human resources practitioners. The focus of the interviews with the HR managers from the success case mines was to identify reasons or factors that they believe explain why their mines were able to bring about greater levels of equity in their management teams. In the interviews with the three HR managers from the non-success mines, the focus was on identifying what they believed to be the barriers that are hampering them from achieving there EE targets.
Results
It was found that leadership played the single most important role in promoting and achieving successful EE transformation within management levels. Leaders provide strategic leadership and are able to align transformation to the strategic objectives of the organisation; design and successfully implement change management process; ensure compliance with labour laws; and put EE monitoring and evaluation systems in place. Within the success cases HR practices, including recruitment and selection, training and development, job rotation, mentoring and coaching, succession planning and talent management policies and practices were effectively implemented and managed. There was further strategic (vertical) alignment between HR practices and policies and the business strategy, as well as horizontal alignment between the HR functions. Although non-success cases had implemented some of the HR policies and practices stated above, the findings revealed that they were less effective and various obstacles that impeded the attainment of EE targets were present, including a lack of effective change management processes, poor recruitment practices, lack of qualified and experienced human resource practitioners, nepotism and favouritism, an ineffective EE committee, poor monitoring and evaluation of transformation, a lack of succession planning, no or small graduate programmes, lack of job rotation, poor facilities, weak retention and/or performance management, no leadership development programmes, and an organisational culture that does not support transformation.
Contribution
The findings of the present study hopefully provided new insights on the success factors that cause some mines to have success cases of EE representation within management levels, as well as identifying the barriers to effective implementation of EE reforms in non-success mines. Managers in non-success mines are expected to learn about ways to stimulate substantial change to achieve EE targets. Hopefully by effectively implementing the critical success factors these managers will yield better EE targets. It is imperative for managers and EE consultants to adopt suitable measures such as 1) adopting EE reforms as corporate strategy embrace by the entire organisation; 2) providing effective and committed leadership to champion the implementation of the EE strategy; 3) establishing an EE committee with a mandate to develop a clear EE plan, monitor and oversee the effective implementation of the plan; 4) intertwining the EE plan and employment policies and practices; and 5) providing tangible incentives aligned to the EE targets to ensure success of EE reforms.
48
Van, der Heyden Chrizelda Colleen. "Employees perception of employment equity fairness within a mining organisation in South Africa". Thesis, University of the Western Cape, 2013. http://hdl.handle.net/11394/4303.
Testo completoAbstract (sommario):
Magister Commercii (Industrial Psychology) - MCom(IPS)After the 1994 elections South Africa had to undergo drastic changes for it to become a more just society to address past injustices experienced by various ethnic groups. Issues such as equality and social justice have frequently appeared on top of various organisations’ agenda. The South African Government realised legislation was of paramount importance to guide organisations in promoting justice in the workplace. These changes in the legislation have had several impacts on organisations operating in South Africa, namely turnover, recruitment and retention of employees in the workplace. Attempting to preside over the promotion of social justice and eliminate inequalities experienced in the workplace, Government realised it had to intercede, not only to prevent additional discrimination, but also to promote the employment and advancement of individuals who were disadvantaged by previous policies. The Government therefore in 1998 implemented the Employment Equity Act to fulfil a constitutional mandate to prohibit discrimination in the workplace and encourage Affirmative Action (AA) measures. Describing and explaining the role of fairness as a concern in the workplace, the term organisational justice was coined. Individuals will base fairness judgements by taking into consideration the actual decision or the procedures used to reach a decision. Organisational justice can be divided into distributive, procedural and interactional justice. Organisations in South Africa face the challenge of finding ways to implement EE strategies to gain competitive advantages without creating negative employee attitudes; attention will focus on how to overcome the barriers that hinder the successful implementation of EE practices and procedures.
49
Mgcodo, Yolanda Thandile. "Affirmative action in terms of the Empolyment Equity Act". Thesis, University of Port Elizabeth, 2004. http://hdl.handle.net/10948/356.
Testo completoAbstract (sommario):
The term affirmative action originated in the United States some 30 years ago to describe a process of liberating minority groups. The objective of affirmative action within an organisational context, is to democratise the workplace by enabling members of previously disadvantaged groups to progress higher up the ranks of the corporate world. The affirmative action drive only took off in South Africa when it became part of the democratisation process and the focus was directed towards liberating the historically disadvantaged black majority. Prior to 1994, the reasons for implementing affirmative action programmes were largely political because of the race-based discrimination. Historically disadvantaged people were a minority in senior positions, the reason being that although the blacks were given a chance to compete with their white counterparts, due to their poor education standards and lack of experience only a few was appointed. The Employment Equity Act 55 of 1998 aims to correct the demographic imbalances in the nation’s workforce by compelling employers to remove barriers to advancement of blacks, coloureds, Indians, women and disabled, and actively to advance them in all categories of employment by affirmative action. The Employment Equity Act consists of two main sections. The first replaces and refines the prohibition on unfair discrimination in item 2(1)(a) of Schedule 7 of the Labour Relations Act. The second aspect deals with imposing a duty to the employers to adopt affirmative action programmes. The Employment Equity Act places a positive obligation on all employers “to promote equal opportunity in the workplace by eliminating unfair discrimination in any employment policy or practice”. Where unfair discrimination is alleged, the onus of proving that discrimination is fair, or practice is not discriminatory at all, rests upon the employer. Disputes about unfair discrimination must be referred to the CCMA, and if not settled by conciliation, to the Labour Court, which has the power to order compensation or the payment iv of damages, or to direct the employer to take steps to prevent the same unfair discrimination or similar practice occurring in the future in respect of other employees. The second section of the Employment Equity Act deals with the imposition of the duty to designated employers to adopt affirmative action programmes. All employers with more than 50 employees, or which have annual turnovers equal to or above the annual turnovers for small businesses of their class, municipalities, organs of state, and those designated as such by collective agreement, must implement affirmative action measures for people from designated groups. This entails consulting with employers, conducting an analysis of employment policies, practices, procedures and the working environment to identify barriers, drawing up employment equity plans and reporting thereafter to the Director-General of the Department of Labour on progress made in implementing the plan. Any employee may bring alleged contraventions of the Act to the attention of the employer, another employee, or any trade union, workplace forum, labour inspector or the Director- General of the Employment Equity Commission. Labour inspectors appointed under the Basic Conditions of Employment Act may enter and inspect employer’s properties and documents, and are responsible for ensuring that the employer has consulted with employees as required, conducted the pre-equity plan analysis prepared its plan and is implementing it, submitted and published its reports, set up the necessary managerial infrastructure, and informed its employees of progress. Should employers be found not to have complied with these requirements, labour inspectors must request a written undertaking that they will do so. If an employer fails to give such an undertaking, the labour inspector can issue a compliance order setting out inter alia what steps the employer must take and when, and the maximum fine, if any, that can be imposed if the employer fails to comply. If the employer does not pay attention to the compliance order within the prescribed period, the Director-General may apply to have it made an order of the Labour Court. The Director-General may also conduct independent ad hoc reviews of selected designated employers. Failure by an employer to comply with the provision of the Act lead to the employer being liable for the contravention of the Act.
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Lepadatu, Elena Darina. "DIVERSITY IN A JAPANESE TRANSPLANT: THE EFFECT OF GENDER, RACE, AGE, AND EMPLOYMENT STATUS ON TEAMWORK". UKnowledge, 2007. http://uknowledge.uky.edu/gradschool_diss/513.
Testo completoAbstract (sommario):
Diversity and Teamwork are currently some of the trendiest human resources strategies of boosting team performance and ultimately, organizational performance. This study analyzes the impact of gender, racial, age and employment status diversity on teamwork, and is one of the first studies on diversity and teamwork in the mature phase of Japanese transplants. The theoretical framework includes elements of the symbolic interactionist theory, Kanter.s theory on tokenism, revised contact hypothesis and perspectives on cultural diversity (Ely and Thomas, 2001). The data were collected from interviews with 87 workers from 16 production teams working on the assembly line at a top Japanese auto transplant in US, as well as from observation, analysis of corporate literature and the annual opinion survey. Furthermore, intermediary variables like team climate or team spirit have been found to mediate the relationships between diversity and team performance. Gender mixed teams reported a more enjoyable and pleasant experience in teams, whereas the male teams exposed more rivalry and competition and the female teams had more interpersonal conflicts. Similarly, the racially diverse teams have more fun and more interesting things to discuss at work, which alleviates the boredom caused by the routine of the assembly-line. Age-balanced teams also have optimal functioning in terms of productivity, quality, safety and problem-solving. Differences in employment status were found to bring inequality and different standards of performance for permanent and temporary workers, which can threaten the fundamental principles of teamwork.