Managing diversity and regulatory challenges

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CHAPTER 3 Managing diversity and regulatory
challenges
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Chapter outcomes

• Discuss the composition of the South African
  workforce
• Define diversity management, and discuss why it
  is important
• Distinguish between the concepts affirmative
  action and diversity management
• Identify the primary principles of the South
  African Constitution and other related employment
  legislation regarding discrimination
• Discuss the two types of sexual harassment and
  how employers should respond to complaints

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South Africas diverse population

• Ethnic groups
• Women
• Younger workers
• Disabilities
• Sexual/affectional orientation

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An organisational fitness model
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Managing diversity

• Definition

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Managing diversity

• What is diversity?
• dimensions
• Stereotypes prejudices
• Stereotype
• Prejudice

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Managing diversity (continued)

• Assimilation
• Valuing diversity
• Diversity programmes
• Diversity awareness training

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Managing diversity (continued)

• Problems with diversity training
• Language sensitivity
• The multicultural organisation
• How can an organisation truly become a
  multicultural organisation?

Step 1 Unfreezing
Step 2 Moving
Step 3 Refreezing
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Response to diversity Government legislation

• LRA 66 of 1995 (as amended)
• The Constitution 108 of 1996
• BCEA 75 of 1997 (as amended)
• EEA 55 of 1998
• Promotion of equality and prevention of unfair
  discrimination act 4 of 2000

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Sexual harassment

• Defining sexual harassment
• Quid pro quo harassment
• Hostile work environment harassment
• Measuring researching sexual harassment
• Different forms of sexual harassment
• HRs responsibility

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Summary

• The rapid diversification of the South African
  workforce is changing the way in which managers
  succeed in administrating organisations. They
  must be able to harness the energies, talents and
  differences of a more diversified workforce. This
  requires an ability to recognise value and to
  manage individuals from diverse cultures and
  perspectives.
• Diversity-awareness training and diversity
  programmes strive to increase employees'
  recognition of the value of everyone in the
  workplace. Some programmes, however, have caused
  problems among certain employees. To achieve
  diversity, HR managers must (1) hire a diverse
  workforce (2) enforce policies and laws on
  discrimination and (3) learn to value and manage
  employees' differences.
• Affirmative action programmes by employers seek
  to determine areas of under use of women and
  disadvantaged group members. Employers establish
  goals and timetables to increase recruitment and
  selection of women and other groups in
  underutilised job categories.

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Summary

• Government legislation has greatly affected the
  selection process. Employers must ensure that
  their recruitment practices are nondiscriminatory
  and that each applicant is given an equal
  opportunity.
• Sexual harassment has developed into a complex
  but critical HR issue. Both quid pro quo and
  hostile environment forms of harassment are
  clearly prohibited. Employers realise that
  developing complaint investigation procedures and
  training supervisors to respond must be done
  before a complaint is filed to provide
  objectivity.