Managing workforce diversity: a critique and example from South Africa

Abstract

Managing diversity, multiculturalism, affirmative action and equal employment opportunity are words in common currency in a newly democratic South Africa as they are in most democratic countries of the world. However, in South Africa, as elsewhere in the world, these concepts are frequently confused, often misunderstood and, in some instances, form the theoretical backdrop to practical programmes of dubious efficacy at best and which may be counterproductive at worst. Distinguishes between these concepts. Concentrates on managing diversity and how this process is often hampered by an over‐emphasis on “national culture” at the expense of broader individual identity and power relations. Analyses how power relations impact on perceptions of “culture”, and ultimately on the motivation, performance and development of “historically disadvantaged” employees. Describes how this framework of understanding has informed the development of a managing diversity skills training workshop which has been run successfully in corporate and not‐for‐profit organizations alike.