Faculty of Commerce, Law and Management (ETDs)

Permanent URI for this communityhttps://hdl.handle.net/10539/37778

Browse

Filters

2021 - 20223

Settings

Has files: YesSubject: search.filters.subject.Inclusion

Search Results

Now showing 1 - 3 of 3
  • Thumbnail Image
    Item
    Evaluating the impact of a diversity and inclusion committee on promoting a diverse workforce and building an inclusive environment at Beckman Coulter SA (PTY) Ltd
    (University of the Witwatersrand, Johannesburg, 2021) Noge, Tebogo; Munkuli, Bongani
    Diversity and inclusion have long been a challenge in many South African corporate workplaces. This is a reality that stems as far back as the pre-1994 apartheid government, which implemented policies of racial and gender segregation. The purpose of this study was to determine how effective Beckman Coulter SA (PTY) Ltd's diversity and inclusion committee was at fostering a diverse workforce and creating an inclusive environment. To address this purpose, this study interrogated research questions centering around the understanding of diversity and inclusion within the company. The questions unearthed perceptions on the state of diversity, the inclusive nature of both the company’s leadership and the human resources practices, and lastly, the questions evaluated the impact that the diversity and inclusion committee had on employee engagement at Beckman Coulter South Africa (PTY) Ltd. The wide field of sociology guided and supported this research study. Furthermore, the study pursued a qualitative case study design with purposive sampling. The data for the analysis was gathered from both primary and secondary sources. The primary data was analysed using the grounded theory method. Overall, this study found that there has been a noticeable improvement since the appointment of the diversity committee. Moreover, it was concluded that the company is working hard to improve its internal diversity and inclusion position. The majority of employees were found to believe that the committee was effective in raising awareness on diversity and inclusion. However, this study also determined three main opportunities for improvement. Firstly, the black respondents felt racially excluded from the company’s promotion opportunities, top management hiring, career development, and also felt there were significant integration gaps. Secondly, it was noted that there was little modelling of desired behaviours and not enough quick wins to get the necessary buy-in of half of the research respondents. Lastly, the respondents reported a prominent culture of retaliation or no action when discriminatory incidents are raised
  • Thumbnail Image
    Item
    Community participation in rural development at Ga-Maja in the Limpopo Province
    (University of the Witwatersrand, Johannesburg, 2021) Tema, Mokgatla Bernice; Khumalo, John
    Public participation in development, in South Africa, is embraced in the country’s Constitution and various legislative and policy frameworks. Despite this, participation is not adequately institutionalised in government, including in local government. The purpose of this study is to explore how community members perceive community participation in decision-making about and implementation of rural development programmes. The research is a qualitative case study with focus on the village of Ga-Maja in the Limpopo province. The research has, among others, found that the community is not fully engaged in its development. It has also established that conflict between the ward councillors and the traditional leadership is a hindrance to community participation in development. This conflict is largely caused by the vague description of the role of traditional leadership in government’s policy documents. Accordingly, government should empower the traditional leadership to play a definitive role in the development of rural communities
  • Thumbnail Image
    Item
    The influence of systemic team coaching on diversity and inclusion management in corporate South Africa
    (2022) Segalo, Thuli Nokuphiwa
    In the multicultural South African (SA) organisational context, effective diversity and inclusion (D&I) management is an organisational imperative. Organisations are challenged with finding effective and sustainable ways to manage D&I. Multicultural teams are at the centre of providing innovation and creativity value for organisations. The ineffective management of D&I has consequences for organisations, such as, increased grievance complaints, declining employee engagement, negative impacts on talent management, and ultimately, impacts the organisation’s competitive advantage and performance. This study explores the influence of systemic team coaching (STC) on D&I management in SA organisations. This was a mixed-methods study that used a sequential explanatory design and had two distinct phases: quantitative and qualitative. The quantitative data acquired via a survey questionnaire was analyzed using partial least squares structural equation modeling (PLS-SEM). Semi-structured interviews were conducted to acquire qualitative data, which were subsequently subjected to thematic analysis. The results and findings were integrated utilising joint display analysis. The study found that key diversity and inclusion enabling elements are inherent in the experience accounts of team coaching by managers and teams. Team coaching enabled the facilitation of increasing team awareness, building trust and psychological safety, creating space for team members to feel heard, and valued. The study contributes valuable insights for HR professionals and leaders in how STC contributes to the effective management of D&I. The study adds knowledge on team coaching, team effectiveness, D&I management. The study concludes that STC is a practical intervention which enables the support of organisational teams to effectively manage D&I complexities.