Managing cultural diversity for high teams’ performance in the PGM mining industry around the Brits Area

dc.contributor.authorLetseli, Mohale
dc.contributor.supervisorMatshabaphala, Johnny
dc.date.accessioned2025-11-27T08:44:10Z
dc.date.issued2025
dc.descriptionA research report submitted in fulfillment of the requirements for the Master of Business Administration, in the Faculty of Commerce Law and Management, Wits Business School, University of the Witwatersrand, Johannesburg, 2025
dc.description.abstractThe Platinum Group Metals (PGM) mining industry, particularly in South Africa, operates in a highly diverse cultural environment. Managing this diversity is essential for improving team dynamics, productivity, and innovation. However, challenges such as language barriers, cultural conflicts, and limited awareness of diversity management principles hinder organizational performance in this sector. This study critically analyzes the management of cultural diversity within the PGM mining industry in the Brits Area, North West Province, South AfricaIt aims to understand the main factors affecting diversity management and its impact on team performance, thereafter proposing strategies for optimizing workforce inclusiveness and productivity. A qualitative approach was employed, focusing on interviews and focus groups with 21 participants, including senior managers, middle managers, human resources personnel, and team members from production and engineering departments. The study utilized thematic analysis to explore perceptions of diversity management, challenges encountered, and the effectiveness of current strategies. The findings revealed varying levels of awareness of diversity management across organizational hierarchies. Senior management showed high awareness, while operational teams had significantly lower levels of awareness. The main challenges included language barriers and cultural conflicts, which negatively affected communication and collaboration. Leadership commitment and diversity training were identified as necessary for fostering inclusion, though the effectiveness of these initiatives was inconsistent. The study concludes that to enhance team performance and organizational outcomes, PGM mining companies must adopt long-term diversity strategies that include tailored training programmes, measurable goals, and sustained leadership involvement. Addressing communication barriers and promoting cultural competence are critical to achieving these objectives.
dc.description.submitterMM2025
dc.facultyFaculty of Commerce, Law and Management
dc.identifier.citationLetseli, Mohale. (2025). Managing cultural diversity for high teams’ performance in the PGM mining industry around the Brits Area [Master`s dissertation, University of the Witwatersrand, Johannesburg]. WIReDSpace. https://hdl.handle.net/10539/47750
dc.identifier.urihttps://hdl.handle.net/10539/47750
dc.language.isoen
dc.publisherUniversity of the Witwatersrand, Johannesburg
dc.rights© 2025 University of the Witwatersrand, Johannesburg. All rights reserved. The copyright in this work vests in the University of the Witwatersrand, Johannesburg. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of University of the Witwatersrand, Johannesburg.
dc.rights.holderUniversity of the Witwatersrand, Johannesburg
dc.schoolWITS Business School
dc.subjectUCTD
dc.subjectCultural diversity
dc.subjectteam performance
dc.subjectdiversity management
dc.subject.primarysdgSDG-8: Decent work and economic growth
dc.subject.secondarysdgSDG-10: Reduced inequalities
dc.titleManaging cultural diversity for high teams’ performance in the PGM mining industry around the Brits Area
dc.typeDissertation

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