CHAPTER 3 Managing diversity and regulatory challenges

1. CHAPTER 3 Managing diversity and regulatory challenges

2. 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

3. South Africa’s diverse population • Ethnic groups • Women • Younger workers • Disabilities • Sexual/affectional orientation

4. An organisational fitness model

5. Managing diversity Definition

6. Managing diversity What is diversity? dimensions Stereotypes & prejudices Stereotype Prejudice

7. Managing diversity (continued) Assimilation Valuing diversity Diversity programmes Diversity awareness training

8. 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

9. 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

10. Sexual harassment Defining sexual harassment Quid pro quo harassment Hostile work environment harassment Measuring & researching sexual harassment Different forms of sexual harassment HR’s responsibility

11. 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.

12. 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. Summary