TOPIC 4

DIVERSITY MANAGEMENT AND EMERGING HR PRACTICES

In the fast-changing business world, organisations must be flexible to survive. HR

managers play a pivotal role in ensuring this flexibility. After all, how would the
organisation achieve its goals if there were no employees to implement and execute
strategies and do the work? This means that HR managers must always be aware of new
developments in their fields and their leadership role.

TOPIC AIM

The aim of this topic is to familiarise you with the latest trends and developments in HR
management.

LEARNING OUTCOMES FOR TOPIC 4

After completing this topic, you should be able to

• discuss diversity management principles and regulatory challenges within the

framework of South African organisations and describe cultural sensitivity that
promotes equality and diversity in modern society (Lesson 07)
• explain a competency-based HRM approach in contributing performance
excellence to organisations (Lesson08)
• classify and describe virtual work arrangements in terms of the HR maintenance,
development and retention practices of the organisation (Lesson 09)
LESSON 07

DIVERSITY MANAGEMENT AND REGULATORY CHALLENGES

The outline
• South Africa’s diverse population
• Diversity management
• Response to diversity: government legislation
• Sexual harassment

Have a look at the following mind map to see where you are in the process
of working through the study material.
 Career management Labour relations Diversity management
Chapter 08 Chapter 13 Chapter 03

Performance Competency-based
management Health and safety HRM
Chapter 09 Chapter 12 E-reserve

Training and Compensation and HRM in virtual

development fringe benefits organisations
Chapter 10 Chapter 11 Chapter 15

Lesson 07 is the first of five covering the topic of diversity management and emerging HR
practices.

7.1 LEARNING OUTCOMES

Read through the outcomes before you continue. This will give you an
overall picture of what we will discuss in this Lesson.

After studying this Lesson, you should be able to

• discuss the composition of the South African workforce

• define diversity management and discuss why it is important
• distinguish between the concepts of affirmative action and diversity management
• outline 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
7.2 KEY CONCEPTS

Several key concepts are listed at the end of chapter 3 in the prescribed book
and you should be able to define the following terms:

Disability Employment equity

Diversity Managing diversity
Managing diversity Affirmative action
Sexual harassment Employment equity
Hostile environment
Quid pro quo sexual harassment
harassment

7.3 INTRODUCTION

At this stage of the HR function (see figure 7.1 below), employees from various population
groups are established in their jobs and they are doing their individual jobs. What is next?
The next issue the HR function needs to figure out is how to manage a diverse workforce
to ensure that they are satisfied with their jobs and remain productive. Managing diversity
has become important due to the changing labour market demographics (e.g., generation
X and Y) and the competitive nature of globalisation. To add to these dynamics, South
Africa’s past created certain imbalances that have influenced the workforce compilation.
These imbalances have a direct influence on the HR functions, such as recruitment
policies and employment equity plans. The HR function plays a significant role in helping
to correct these imbalances by creating a diverse workforce and providing opportunities
to maximise the potential of all employees (Wärnich et al 2018).
 HR planning

Diversity Recruitment
management and selection

Labour Career
relations management
HR
value
chain

Health and
Performance
safety
management
wellness

Compensation Training and

and benefits development

Figure 7.1: Basic human resource value chain

To this end, in this section, we discuss the South African people as a diverse workforce
and the legislation that affects the way employers interact with this dynamic diverse
workforce.

7.4 SOUTH AFRICA’S DIVERSE POPULATION

South African business can only succeed if it recognises the emergence of the multiplicity
of demographic features (age, gender, race, sex, ethnicity, sexual orientation, socio-
economic background, capabilities/disabilities and religion) which characterise a
diversified workforce and finds the means to combine its energies, talents and differences
to enhance global competitiveness (Wambui, Wangombe, Muthura, Kamau & Jackson
2013; Wärnich et al 2018). It is clear that leaders should motivate and direct the workforce
with tolerance to their different unique aspects to maximise the full potential of all
employees in direct benefit to their organisations.

Study sections 3.1 and 3.2.1 in chapter 3 of the prescribed book.

Activity 7.1

Read the scenario below and then answer the following questions.

Tranquillity Resorts consists of a game lodge and two luxury boutique hotels in
Mpumalanga. They currently employ 46 full-time employees ranging from the managing
director, Sam Petersen, to three operational managers (one for each of the venues):
Johan Liebenberg was involved in a car accident and uses a wheelchair; Salim Hassim
is 45 years old, has never married and people whisper about his sexual orientation; and
Tuma Sello from Lesotho is a 30-year-old young man who studied a tourism degree at
one of South Africa’s universities and is single. The HR manager, Patricia Mohale, is
married with three children. This core team is responsible for the numerous receptionists,
administrative personnel, game rangers, spa therapists, gardeners and janitors. The
managers and administrative personnel in the three locations deal with day-to-day HR
matters that are coordinated by a single HR manager located at the Sabi Lodge. They do
not appoint catering and cleaning staff but enter into contracts with labour brokers, who
render specialised services to fill these positions. The resorts are well known for their
superior facilities and exceptional service. They cater for overseas visitors and the upper
income class and have an annual turnover of well beyond R15 million (Wärnich et al
2018).

Questions

a. Considering that Tranquillity is a South African company, discuss the concept

“diversity” from the South African perspective.

b. Identify and explain the dimensions of diversity in the above scenario and how each
dimension identified can potentially lead to discrimination.
 Feedback

The term diversity is not contained in any law or report; instead, it grew out of academic
and popular press usage. Every individual is unique. At the same time, every individual
shares biological and common traits or customs with a specific group of people. Diversity
recognises individual as well as group differences – it acknowledges that everyone is
different in a variety of visible and non-visible ways (Wambui, Wangombe, Muthura,
Kamau & Jackson 2013).

Diversity in the workplace can be defined as “any collective mixture characterized by

differences, similarities, and related tensions and complexities” among people, be they
age, functional specialty, profession, sexual orientation, religion, geographic origin,
lifestyle, tenure with the organisation or position (Wärnich et al 2018). In the HR function
and in South African organisations, however, the term diversity has three major working
definitions:

• the politically correct term for employment equity/affirmative action

• the recruitment and selection of ethnic groups and women
• the management of complex relations between individuals resulting from a broad
range of common traits and differences

The first of these definitions represents a very narrow view of diversity and is more likely
to be found in organisations without formal diversity policies or programmes. The second
definition reflects the reality that many diversity programmes focus on employment
regulation concerns. The third definition is the broadest and is likely to be used in
organisations with diversity programmes. Several dimensions of diversity can be found
within organisations (such as Tranquillity Resorts) and we will briefly look at these.

Primary dimensions, also known as internal dimensions, are those individual differences
(such as of Sam, Johan, Salim, Tuma and Patricia) that are inborn and that exert a major
impact on us, for example, age, ethnicity, gender, race, physical abilities/qualities and
sexual/affectional orientation (such as Salim, as people whisper about his sexual
orientation). All of us view the world through the filter of these dimensions. In the scenario,
the primary dimensions can be identified clearly, such as Sam, Johan, Salim and Tuma
being men from different nationalities and Patricia being female, married with three
children. Secondary dimensions, also known as external dimensions, are more mutable
and can be changed, discarded or modified throughout our lives; for example, education,
geographical location, income, marital status, military experience, religion, work
experience and parental status.

People are grouped and identified most often, and certainly in any initial encounter, by
the primary or secondary dimensions that are most readily observed: age, gender, race
and physical abilities/qualities, such as Johan who is disabled and uses a wheelchair.
Many of us live in homogeneous communities in South Africa or at least in communities
far less diverse than our society. Therefore, our entry into the workplace may be our first
encounter with a diverse population (Wärnich et al 2018).

7.5 DIVERSITY MANAGEMENT

The process of managing diversity is an on-going process that unleashes the various
capabilities and talents which a diverse population bring to an organisation or society, to
create a healthy, inclusive environment, that is “safe for differences”, enables people to
“reject rejection”, celebrates diversity, and maximises the full potential of all (Wambui et
al 2013:201).
Organisations must recognise the business necessity of having a diverse workforce and
tapping the potential of that workforce. Diversity management is a planned, systematic
and comprehensive managerial process for developing an organisational environment in
which all employees, with their similarities and differences, can contribute to the strategic
and competitive advantage of the organisation, and where no one is excluded based on
factors unrelated to productivity. By managing diversity in the workplace, organisations
can create an inclusive and harmonious environment which enhances the good reputation
of the organisation with people seeking jobs, thereby attracting the best talent on the
global market (Wambui et al 2013:201).

Study section 3.2 in chapter 3 of the prescribed book.

Activity 7.2

Read the following scenario and answer the questions that follow.
 Ayanda Zulu is an HR manager for a health and beauty company which employs
120 employees. She has been feeling much better lately and more in control of the
people employed in her company. She is now busy bringing all HR activities in line
with strategic changes inside and outside the organisation. Ayanda has even
persuaded top management to include her in all strategic planning sessions. She
is also very proud of the way she has solved the problems associated with the
increased demand for the company’s health products. She has hired and trained
several new employees, including many from the different race and gender groups
(Ayanda feels that this is an exceptional achievement, because in the past, she
never felt that these employees could be hired as they would not fit in with the
organisation’s unique culture). In the past eight years, more than 90% of the
employees were white men and women.

Today, however, Ayanda is feeling very confused. Early this morning, the new
black, coloured and Indian employees issued a formal complaint stating that they
are constantly excluded, that they are never told about important matters that affect
them and generally that they have very little say in company matters. They feel that
something drastic must be done to improve the white (and especially male)
employees’ way of doing things. Similarly, the female employees have just told her
that they are experiencing the same problems and that if she does not do
something soon, they will have to take more drastic action! Employees in the
packaging section angrily complained about the line manager’s overt racist
language and often promoting negative sentiments towards Indian women with
head covers.

Questions

a. Explain why it is important for Ayanda to be aware of the differences among

employees in the organisation.
b. Outline the importance and benefits for Ayanda’s organisation to embark on a diversity
management process.

Feedback

As you can see, Ayanda cannot see the bigger picture. Her company is in the new South
Africa, which obviously has a very diverse population in terms of age, gender, disability,
race, ethnicity, political and religious beliefs, sexual orientation, etcetera (see “South
Africa’s diverse population” in the prescribed book for a more detailed discussion).
Ayanda therefore must make sure she knows exactly what diversity means. The HR
function in partnership with line management should be aware of these differences, as
well as what diversity in the South African context entails. Therefore, it does not make
sense to ignore diversity; Ayanda should rather value the unique contributions a diverse
workforce has to offer.

There are considerable benefits gained by managing diversity. These include tapping into
the workforce’s varying skills, attracting and retaining the best talent, promoting
productivity resulting from employee job satisfaction, cultivating creativity and problem
solving accompanied by prompt responses to diverse customers and markets, and
utilising all people to the maximum. Creating an inclusive and harmonious environment
is a key driver in employee engagement, organisational commitment and performance,
and greater employee engagement, which ultimately leads to reduced labour turnover.

Ayanda should also realise that if she really wants to contribute to the organisation’s goal
achievement, she should find out very quickly what diversity management entails, as her
company’s workforce has become more diverse! Another important factor that Ayanda as
HR manager and line managers in South Africa will have to consider is the impact of
legislation on diversity management (see section 3.3 in the textbook).

Make sure you know what diversity and managing diversity entail.

7.5.1 Stereotypes and prejudices

Study section 3.2.2 in chapter 3 of the prescribed book.

Activity 7.3

Read the case study below and answer the following questions.
 Tranquillity Resorts

Tranquillity Resorts consists of a game lodge and two luxury boutique hotels in
Mpumalanga. They currently employ 46 full-time employees ranging from the managing
director, Sam Petersen, to three operational managers (one for each of the venues):
Johan Liebenberg was involved in a car accident and uses a wheelchair; Salim Hassim
is 45 years old, has never married and people whisper about his sexual orientation; and
Tuma Sello from Lesotho is a 30-year-old young man who studied a tourism degree at
one of South Africa’s universities and is single. The HR manager, Patricia Mohale, is
married with three children. This core team is responsible for the numerous
receptionists, administrative personnel, game rangers, spa therapists, gardeners and
janitors. The managers and administrative personnel in the three locations deal with
day-to-day HR matters that are coordinated by a single HR manager located at the Sabi
Lodge. They do not appoint catering and cleaning staff but enter into contracts with
labour brokers, who render specialised services, to fill these positions. The resorts are
well known for their superior facilities and exceptional service. They cater for overseas
visitors and the upper income class and have an annual turnover of well beyond R15
million.

Tranquillity wishes to maintain their high standards which have been the secret of their
success and they therefore employ only the best people. They are currently in the
process of filling a receptionist position at one of the hotels. They have interviewed
several people and have compiled a list of three possible candidates. However, they
do not see eye to eye on the matter. During a heated management meeting the
following conversation takes place:

Patricia: We currently have three candidates with the required qualifications and
experience. As far as we could determine, they are all equally competent to fill the
position. The only difference is their race and gender: one white woman (Megan Smith),
one black woman (Liz Hlongwane) and a black man (Lucas Sadiki). For me it is quite
clear. In terms of legal requirements, the black women should get the job.

Sam: Hold on Patricia. I do not agree with you. What legal requirements are you
referring to? We are not bound by the Employment Equity Act. We only employ 46
people. Why do you think we have opted to use labour brokers to keep our numbers
down? We do not want to be bothered with all that affirmative action nonsense. We
want to employ the best person for the job.

Johan: I only agree with Patricia on one thing. We should not even consider appointing
 a man as a receptionist. We all know women are better at that job even if this guy
seemed to be quite in touch with his feminine side. What self-respecting man would
want to be a receptionist anyway?

Patricia: I sometimes wonder why you appointed me. I certainly do not fit your white
male preference. It is clear to me that you do not yet appreciate the diversity of people
in this beautiful country of ours and see advantages that a variety of people can bring
to this business. Gentlemen, we still have a long way to go (Wärnich et al 2018).

Questions

a. Identify examples of stereotypes and prejudices from the above conversation or some
you or a family member or a friend has experienced in the past.
b. Outline the actions that Patricia, as HR manager, can take to overcome these
stereotypes and prejudices.

Feedback

A stereotype is a fixed, distorted generalisation about the members of a group.

Stereotyping stem from the primary dimensions of diversity (e.g., race, gender, age,
physical abilities/qualities or sexual orientation) and assigns incomplete, exaggerated or
distorted qualities to members of a group (Wärnich et al 2018).

As human beings, we process information by using learned knowledge. A child whose

fingers are burned when touching a stove learns not to touch the stove again. Such
generalisations about the world around us are arrived at through logic, experience and
available facts.

A stereotype usually comes from outside sources, not individual experiences. A belief is
formed early in life by contact with our parents, teachers or neighbours. It might be stated
that “a woman’s place is in the home”. Such a statement may not threaten a woman’s
right to equal employment. Nonetheless, it becomes a stereotype when exaggerated
beliefs about a woman’s ability to function in the workplace are told and retold and people
start to believe it. A stereotype requires that the exaggerated beliefs about a group be
sustained by selective perception and/or selective forgetting of facts and experiences
inconsistent with the stereotype. The positive experiences each of us have had with
women teachers, for example, are suddenly forgotten when one questions a woman’s
ability to succeed.
Stereotyping negates people’s individuality and limits their potential. Sadly, some people
end up performing according to the expectations placed on them − if the stereotype is
that the person is not competent, then they may not perform competently.

Clinging to negative stereotypes about people different from ourselves results in

prejudice. Prejudice consists of processing our stereotypes in such a way as to reinforce
one’s own sense of superiority to the members of that group. Stereotyping and prejudice
against diverse groups have been institutionalised in the workplace in South Africa.
Therefore, one function of the organisation is to recognise and eradicate both
stereotyping and prejudice.

Johan stated: “We should not even consider appointing a man as a receptionist. We all
know women are better at that job even if this guy seemed to be quite in touch with his
feminine side. What self-respecting man would want to be a receptionist anyway?” – this
is a gender stereotype about ALL women and ALL men.

These stereotypes and prejudices can be overcome by diversity training in the forms of
diversity education and awareness training.

Diversity education begins the process of cultural change within an organisation that
has the motivation and the requisite leadership to change attitudes. It should be aimed at
providing concepts, principles and frameworks that will facilitate quality decisions during
differences, similarities and related tensions and complexities. The first group to be
educated should therefore be top management. Education in managing diversity as a
resource is on-going and will be unique to each organisation’s needs.

Awareness training seeks to motivate employees to recognise the worth and dignity of
everyone in the workplace and to treat them with respect. It also seeks to diminish the
negative impact of individual prejudices by getting each person to accept responsibility
for the problem (Wärnich et al 2018).

7.5.2 Assimilation, valuing diversity and awareness training

Study sections 3.2.3 to 3.2.6 of chapter 3 of the prescribed book.

Activity 7.4
Read the following scenario and then answer the questions that follow.

Mpho is an intelligent young black engineer who recently graduated from university and
joined an accounting firm with a predominately white workforce. He is a pleasant young
man and a hard worker; however, his African dreadlock hair style seems to be an issue
with senior management who expects him to have a short hair, professional look. His line
manager constantly compares his dress code to that of his white colleagues.

a. Senior management expects Mpho to have a short hair, professional look like most of
his white colleagues. Identify and explain the diversity issue Mpho is experiencing.

b. Outline key factors in a diversity management strategy where the focus is on the
diverse nature of valuing Mpho’s hair style instead of legal requirements.
c. Identify and explain the diversity exercise which could be utilised in the diversity
training for senior manager to address Mpho’s diversity issue.

Feedback

Assimilation assumes that the dominant group’s dress code and style are superior to
those of people who are not in the dominant group. In this case, Mpho’s dress code is
measured against his dominant white colleagues. The exclusionary culture created by
assimilation could force Mpho who does not fit the norm of the dominant group to hide his
identity. For organisations that value diversity, assimilation is not ideal, since the basis for
assimilation is bias (see section 3.2.3 in the textbook). The South African legislation aims
to promote equal opportunities and fair treatment free from bias in the workplace (see
section 3.3 in the textbook).

Valuing diversity is a necessity-driven emphasis on performance by individuals as

individuals, which incorporates supportive employment practices, holistic HR
development, a retention strategy and effective talent identification and management.
Senior management is not appreciating Mpho’s hair style as an African, which is an
indication of not valuing his unique preference for a certain hair style. They must
acknowledge the difference in Mpho’s hair style as compared to his white colleagues and
appraise his performance according to set standards of his position and hard work so that
the organisation can reap the benefits that a diverse workforce offers (Wärnich et al 2018).
It remains important for the HR function and line managers to understand the relevant
legislation which prohibits unfair discrimination directly or indirectly based on all
dimensions of diversity (see section 3.3 in the textbook).
The key factors of a diversity management strategy involve the organisational culture,
opportunities for career development and leadership/management practices (see figure
3.6 in the textbook).

Awareness training seeks to motivate employees to recognise the value and dignity of
everyone in the workplace and to treat them with respect. Several exercises that may be
used in diversity training are suggested in section 3.2.6 in the textbook. Exploring cultural
assumptions as well as personalising the experience could be used to train senior
management about Mpho’s unique hair style preference as an African (Wärnich et al
2018).

There are problems that can occur in diversity training and facilitators of diversity
programmes often make mistakes in the process.
Let us look at some of these problems and mistakes.

Study sections 3.2.7 to 3.2.9 in chapter 3 of the prescribed book.

Activity 7.5

a. List some of the mistakes made by diversity facilitators.

______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
________________________

b. Differentiate between effective and ineffective diversity training.

______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
________________________
c. State the guidelines for appropriate language to help line managers value a diverse
workforce.
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
________________________

Feedback

Several examples of mistakes made by diversity trainers are suggested in section 3.2.7
in the textbook. It is important to continuously seek clarity with participants about their
understanding of concepts such as what diversity entails and not to impose one’s values
or style on the participants.

The effectiveness of diversity training should foster an understanding and acceptance

between co-workers and embrace differences which promote inclusion with the aim to
create genuine appreciation for each employee’s unique contribution to the organisation.

Language sensitivity is another issue that needs to be addressed in diversity training.

Guidelines for appropriate language can help managers value a diverse workforce. For
example, telling jokes directed at a group of people who are stereotyped because of their
primary or secondary characteristics and terms that devalue people, such as a black
doctor or a blond line manager, should be avoided (Wärnich et al 2018).

7.5.3 The multicultural organisation

Unlike organisations where the minority members are expected to adhere to the norms
and values of the overriding majority group, the multicultural organisation encourages
members of different groups to learn from one another and adopt some of the norms and
values of the minority groups.

Study section 3.2.10 in chapter 3 of the prescribed book.

 Activity 7.6

Outline the steps an organisation such as Tranquillity Resort should follow for creating a
diverse workforce.

Feedback

Tranquillity Resort can embark on diversity awareness training for all their staff members.
During such training several stereotypes and prejudices can be discussed. If the
organisation strives to become a true multi-cultural organisation, they should follow the
following three steps:

• unfreezing
• moving
• refreezing

Tranquillity Resort cannot ignore this situation as mentioned by Johan. It should be

addressed as soon as possible as teamwork is of the utmost importance and people will
not be able to function successfully in teams if there are problems like these in the
organisation. Once these steps are completed effectively, Tranquillity Resort will be able
to appreciate differences and reap the benefits of a multicultural organisation without bias
(Wärnich et al 2018).

7.6 RESPONSE TO DIVERSITY: GOVERNMENT LEGISLATION

While the South African workforce is becoming increasingly diversified, discrimination is

still a problem. In fact, various surveys report that discrimination still exists in
organisations and that many South African workers still experience employment
discrimination. The HR function and line management should develop and enforce
policies and procedures arising from various legislations which were initiated by
government to protect members of the diversified workforce against unlawful
discrimination.
 Study section 3.3 in chapter 3 of the prescribed book.

Activity 7.7

Read the case study in activity 7.3 again and then answer the following question:

What would it mean for Tranquillity Resorts if the EEA did apply to them? Explain the
provisions of the Act that are relevant to this scenario.

Feedback

Although Tranquillity Resort employs fewer than 50 employees, its total annual turnover
exceeds R15 million of a small business in terms of Schedule 4 of the Act; thus, the EEA
applies to the organisation.

Chapter 3 of the EEA requires that designated employers such as Tranquillity Resorts
take certain affirmative action measures to achieve employment equity. These measures
include, among others:

• Employers must consult with unions and employees to make sure that the
employment equity plan is accepted by everybody.
• Employers must analyse all employment policies, practices and procedures and
prepare a profile of their workforce to identify any problems relating to employment
equity.
• Employers must prepare and implement an employment equity plan setting out the
affirmative action measures they intend taking to achieve employment equity goals.
• Employers must report to the Department of Labour on the implementation of their
plan to the Department to monitor their compliance.
• Employers must also display a summary of the provisions of the Act in all languages
relevant to their workforce (Wärnich et al 2018).
7.7 SEXUAL HARASSMENT

More women are entering the workplace following the implementation of the Employment
Equity Act. As a result, sexual harassment is becoming more prevalent and this new
dimension of discrimination is a cause for concern in organisations. Allowing sexual
harassment to go unchecked can lead to the underperformance of employees who are
subjected to this form of misconduct. Besides the cost of litigation associated with sexual
harassment, other subtler costs are associated with psychological and physiological harm
to victims (e.g., victims often experience depression, frustration, nervousness, fatigue and
hypertension). This, in turn, leads to decreased productivity and increased absenteeism
(Wärnich et al 2018).

Sexual harassment is unwanted conduct of a sexual nature. The unwanted nature of

sexual harassment distinguishes it from behaviour that is welcome and mutual.

Study section 3.4 in chapter 3 of the prescribed book.

Activity 7.8

a. Explain the extent to which employees who experience discrimination and harassment
in the work environment, are protected by South African legislation. Identify the
relevant Acts and briefly explain the provisions of the legislation.
b. There are two types of sexual harassment in the workplace. Briefly explain what each
of these types of sexual harassment entails and give an example of each.

Feedback

You should have identified at least the following legislation and explain the relevant
provisions of each of them.

• The Constitution of the Republic of South Africa embraces the values of equality, non-
racialism, non-sexism and dignity and contains the right to dignity, privacy, non-
 discrimination and culture.
• The Employment Equity Act prohibits unfair discrimination in the workplace based on
grounds relating to biological characteristics such as race, age, gender and sexual
orientation. Harassment is regarded as a form of discrimination.
• The Labour Relations Act does not explicitly regulate unfair discrimination or
harassment but makes provision for dispute resolution mechanisms and remedies in
instances where employees are unfairly treated in the workplace.
• The Basic Conditions of Employment Act prohibits discrimination in terms of
conditions of employment.
• The Promotion of Equality and Prevention of Unfair Discrimination Act 4 of 2000
provides a clear definition of “harassment”.
• The Amended Code of Good Practice on the Handling of Sexual Harassment Cases
in the Workplace provides guidelines on a definition for “sexual harassment”, the
various forms it may take, a test for same, appropriate policies and procedures to
effectively deal with same, and the important requirements of confidentiality, additional
sick leave, information and education.

You should be able to differentiate between quid pro quo sexual harassment where a
harasser makes unwelcome sexual advances toward someone in exchange for
workplace benefits; and hostile environment harassment, relating to unwelcome sexual
conduct which interferes with job performance and creates an intimidating, hostile or
offensive work environment. Since the harasser’s conduct is tantamount to blackmail, the
employee is often forced to choose between acceding to the sexual demands or losing
employment benefits. It is important to note that it is often difficult to prove sexual
harassment in the workplace. Therefore, legislation requires that organisations have
appropriate policies and procedures in place to protect employees and address all forms
of harassment timeously and effectively (Wärnich et al 2018).

7.8 SUMMARY

Diversity management recognises the business necessity of having a diverse workforce,

creating greater cultural awareness while lessening the potential barriers such as bias,
stereotyping and prejudices which can undermine the organisation’s performance.
Managing diversity is intended to create and maintain a positive work environment which
embraces similarities and differences of individuals, so that all employees are valued, and
promote inclusion with the aim of maximising each employee’s unique contribution to an
organisation’s goals and objectives.

You should now be aware of the strategic role that the HR manager plays in diversity
management and the implications of diversity for the HR management function. What this
basically entails is that HR managers should plan by aligning the HR strategy with the
organisation’s overall strategy. In conjunction with this, they should then manage the
diverse workforce to maximise the potential of all employees for the optimal achievement
of the organisation’s goals. It remains essential for HR professionals and line
management to understand the relevant legislation required to apply in HR practices
when dealing with diversity and discrimination in the workplace (Wärnich et al 2018).

7.9 SELF-ASSESSMENT

Now that you have completed this Lesson, you need to determine whether
you have achieved the relevant learning outcomes stated at the beginning of the Lesson.
Therefore, read through the outcomes again before attempting to answer the self-
assessment questions.

Read the case study in activity 7.3 again and then answer the following question:

Question 1
Does the Employment Equity Act apply to Tranquillity Resorts? Give reasons for your
answer.
Question 2
Which dimensions of diversity can you identify from the scenario? Identify them and
explain how each of the dimensions identified can potentially lead to discrimination.
Question 3
Identify examples of stereotypes and prejudices from the conversation. What actions can
Patricia as the HR manager take to overcome these stereotypes and prejudices?

Feedback
Question 1

You will find the answer to this question in "Employment Equity Act (No. 55 of 1998) (as
amended)" in the prescribed book.
The Employment Equity Act aims to achieve equity in the workplace by promoting equal
opportunities and fair treatment in employment. Although Tranquillity Resorts employs
fewer than 50 employees, the right to protection of employees against unfair
discrimination is extended to the workplace. All employers must ensure that they don’t
discriminate unfairly against an employee. Tranquillity Resorts employs 46 employees,
but its annual turnover is well beyond R10 million and is considered a designated
employer. Therefore, Tranquillity Resorts must ensure that it complies with the
requirements of the Employment Equity Act regarding affirmative action.

Question 2

The answer to this question is in "Managing diversity” and "Employment Equity Act (No.
55 of 1998) (as amended)” in the prescribed book.

The dimensions of diversity identified in Tranquillity Resorts include gender,

race/population groups, parental status, etc. All primary and secondary dimensions of
diversity can potentially lead to discrimination. The Employment Equity Act lists these
dimensions as grounds of unfair discrimination (refer to “Employment Equity Act (No. 55
of 1998) as amended” in the prescribed book).

Question 3

You can find the answer to this question in "Stereotypes and prejudices” in the prescribed
book.

Johan, Heinrich and Christo’s statements in the conversation are examples of stereotypes
and prejudices. To overcome these stereotypes and prejudices, Patricia as the HR
manager will need to get Tranquillity Resorts to value diversity by acknowledging the
fundamental difference between valuing diversity, on the one hand, and employment
equity and/or affirmative action on the other. This should be followed by appropriate
diversity education and awareness training programmes (refer to “Valuing diversity” and
“Diversity education and awareness training” in the prescribed book).

Now that you have successfully completed Lesson 07 and all the activities, you can
go on to Lesson 08.

BIBLIOGRAPHY

Wambui, TW, Wangombe, JG, Muthura, MW, Kamau, AW & Jackson, SM. 2013.
Managing workplace diversity: a Kenyan perspective. International Journal of Business
and Social Science, 4(16):199-218.
Wärnich, S, Carrell, MR, Elbert, NF & Hatfield, RD. 2015. Human resource management
in South Africa. 5th edition. London: Cengage Learning.

Wärnich, S, Carrell, MR, Elbert, NF & Hatfield, RD. 2018. Human resource management
in South Africa. 6th edition. Boston: Cengage.