The Performance Values of white and Black Managers in South Africa

Abstract

In the near future, more attention will probably be given to the integration of white and black management teams. Diversity with regard to emotional, cognitive and social behaviour patterns, however, creates an inevitable potential for organizational dystrophy. In this study the differences/similarities between the performance values of white and black managers were investigated to formulate indices for the successful management of integration. It was found that, except for values regarding the mastery of skills, typical western performance values are virtually absent among black managers. The results are interpreted from various paradigmatic viewpoints. From social psychological theory it is reasoned that the exclusion of black employees, particularly in the past, from human resource practices (e.g. performance appraisal for incentives and promotion) at managerial level, repressed values of importance for organizational growth. From cognitive psychology, and specifically expectancy theory, alternative interpretations are presented in which it appears that a lack of intrinsic and extrinsic rewards handicapped the development of performance values. In view of the findings, some recommendations pertaining to the successful management of integration are made.