TOWARDS AN UNDERSTANDING OF AFFIRMATIVE ACTION

211 Pages·2011·4 MB·English

TOWARDS AN UNDERSTANDING OFAFFIRMATIVE
ACTION
ELAINE PATRICIA PALMER
2
TOWARDS AN UNDERSTANDING OF AFFIRMATIVE
ACTION(AA)
ELAINE PATRICIA PALMER
HONOURS BACHELOR OF ADMINISTRAliON
A dissertation submitted to the Faculty ofCommerce and Administration,
University ofZululand in fulfillmentforthe degree of
MASTERS ADMINISTRATION
In the
DepartmentofIndustrial Psychology
Atthe University ofZululand
Supervisor: Prof. M.K. Du Toit
January 2001
3
ACKNOWLEDGEMENTS
I can do all things through Christ. With thatfirm belief, I give God
who enabled me to start and complete this research all the glory.
My sincere thanks for the guidance of:
- My supervisor, Prof. M.K. Du Toit, for his guidance and support.
- My husband Clinton for his loyal supportand encouragement.
In memory of my father, Hermanus, who believed that "Ifyou can dream it, you
can achieve it".
My mothers, Muriel and Salome, from whom I learned the strength to
perservere and complete my research against all odds.
- The financial assistance of Billiton South Africa.
4
CONTENTS
PAGE
Acknowledgements 3
Table of contents 4
List oftables 8
List of appendices 9
Opsomming 10
Summary 14
Chapter 1: INTRODUCTION 17
1.1 Reasons for the study 19
1.2 Aims of the study 21
Chapter 2: Background Sketch to the Problem 24
Chapter 3: Definition and ManagementViews of AA 34
3.1 WhatisM 34
5
3.2 AA in the RSA 37
3.3 The Importance of Management Views 43
3.4 Strategic Management and AA 50
3.5 Managing Diversity 51
3.6 Lessons from other countries 56
3.6.1 United States of America 56
3.6.2 Namibia 59
3.6.3 Zimbabwe 60
3.6.4 Malaysia! Australia! Canada 61
3.6.5 Lessons for the RSA 62
3.7 Conclusion 65
Chapter 4: Research Design and Methodology 67
4.1 Research Objective 67
4.2 Qualitative Research 68
4.2.1 Research Design 71
6
4.2.2 In-depth Interview 74
4.2.3 Participants 75
4.3 The Procedure 76
4.3.1 Data Collection 77
4.3.2 The Process 78
4.3.3 Measure 79
4.4 Data Analysis 80
4.5 Coding of Interview Data 84
Chapter 5: Analysis of Results 86
5.1 Respondent A 86
5.2 Respondent B 89
5.3 Respondent C 94
5.4 Respondent D 98
5.5 Respondent E 102
5.6 Respondent F 106
7
5.7 Respondent G 110
5.8 Respondent H 113
5.9 Respondent I 117
Chapter 6: Discussion and Implications of Results 120
6.1 Needs related to HR Managers 122
6.2 Problems experienced 125
6.3 Feelings experienced 130
Chapter 7: Recommendations and Conclusion 137
7.1 Recommendations 137
7.2 Problems and Limitations 142
7.3 Conclusion 143
References 145
Appendices 153
8
LIST OF TABLES
Table 1 Comparisons of Race, Genderand Disability Demographics 28
Table 2 Samples of HR Managers 76
Table 3 Key Themes for Respondent A 88
Table 4 Key Themes for Respondent B 93
Table 5 Key Themes for Respondent C 97
Table 6 Key Themes for Respondent D 101
Table 7 Key Themes for Respondent E 105
Table 8 Key Themes for Respondent F 109
Table 9 Key Themes for Respondent G 112
Table 10 Key Themes for Respondent H 116
Table 11 Key Themes for Respondent I 119
9
LISTS OF APPENDICES
APPENDIX A- Respondent A: 1.1 Coded Interview 153
1.2 Key Ideas 156
APPENDIX B- Respondent B: 1.1 Coded Interview 158
1.2 Key Ideas 162
APPENDIXC - Respondent C: 1.1 Coded Interview 165
1.2 Key Ideas 170
APPENDIX D- Respondent D: 1.1Coded Interview 173
1.2 Key Ideas 177
APPENDIX E- Respondent E: 1.1 Coded Interview 180
1.2 Key Ideas 183
APPENDIX F- Respondent F: 1.1Coded Interview 185
1.2 Key Ideas 189
APPENDIX G- Respondent G: 1.1 Coded Interview 193
1.2 Key Ideas 197
APPENDIX H- Respondent H: 1.1 Coded Interview 200
1.2 Key Ideas 203
APPENDIX 1- Respondent I: 1.1Coded Interview 206
1.2 Key Ideas 209
APPENDIXJ - Open Ended Interview Questions 211
10
OPSOMMING
Die totstandkoming van die nuwe gedemokratiseerde Siud Afrika
het kenmerkende veranderinge in die samelewing teweeggebring.
Die intervensie strategie, regstellende aksie (RA), is tans aan die
orde van die dag. Daar bestaan 'n groot mate van ontevredenheid
en ontnugtering aangaande die wyse waarop RA prosesse
geimplimenteer word. Duidelike kennis van die begrip RA mag
handig te pas kom in die daarstel en suksesvolle implimentering
van RA prosesse in die toekoms. Die rede waarom die studie
ondemeem is, sluit die volgende in: onduidelikheid betreffende RA,
gebrek aan 'n holistiese RA strategie, en 'n gebrek aan insig oor
wat die bestuur se rol in die RA proses behoort te wees. Dit is
nodig om te bepaal wat die behoeftes, gevoelens en probleme is
wat deur die bestuur ondervind word ten opsigte van 'n RA proses.
Aangesien die bestuur van 'n organisasie 'n belangrike rol vertolk
by die suksesvolle implimentering van enige RA proses, is dit
noodsaaklik om hierdie behoeftes, gevoelens en probleme wat