Organisational culture and employment equity implementation in a South African mine .

Abstract

This study set out to describe cultural dimensions that are perceived to have an impact on the implementation of employment equity (EE) within the mining industry in South Africa. To this end, the study is premised on a theoretical model of four (4) cultural dimensions. The cultural dimensions in this study are (1) individualism vs. collectivism, (2) power distance, (3) uncertainty avoidance, (4) masculinity vs. femininity. A qualitative research methodology was employed with data collected through a semistructured questionnaire applied to employees at Exxaro coal mine in Mpumalanga province. Exxaro coal mine was a case study from which the theoretical model of cultural dimensions was employed. Data gathered was synthesised into codes, these were then grouped in manageable themes from which analysis was drawn. The results of the research indicated that it is not that easy to ascribe a single dimension to the prevalent culture that influences employment equity implementation. It is rather a combination of dominant dimensions that influence the organisational culture. However, at Exxaro, it was very evident that the masculine cultural dimension had a direct impact on the organisational culture towards gender transformation in the workplace. The study also concluded that the employment equity policy has also created job insecurity among most white employees. As a result of white male dominance in senior mining positions, employment equity implementation has been very slow because of the paradox that management find themselves in. Research also noted that organisations characterised by a high level of care (femininity) for their employees are most likely to be reciprocated by loyalty which promotes a positive climate for employment equity implementation.