Diversity management in a South African financial services organization

Abstract

Today's complex global workplace comprises people of diverse race, culture and ethnicity. Diversity within heterogeneous groups can evolve into stereotypical perceptions about the abilities, behaviours and attitudes of peole based on factors such as race, language and cultural background, which impact negatively on satisfaction and performance, and on organizational effectiveness. Organizations need to pursue initiatives that foster a culture of inclusion among the various groups and also to develop human resources practices that focus on stereotypical perceptions and behaviours. This should ensure that individuals within the organizations feel valued, and believe that their contributions are relevant and important to the development of the organization. Undoubtedly, managing a diverse workforce effectively can yield substantial benefits to organizations. The socio-political context in democratic South Africa necessitates that organizations adopt programmes and initiatives to meet various statutory employment equity targets and other sectoral commitments. The purpose of this study was to identify the key success factors of managing diversity within the ABSA Group. The single case study methodology was employed based on the reputation of the ABSA Group on people management, and also, having won accolades for its diversity management programme. Interviews were conducted with management and employees and analysed in light of the proositions generated from a review of the applicable literature on diversity management. In view of the highly contextual nature of the diversity management programme at the ABSA Group, the outcome of the study can only be relevant within the organization. Caution must be exercised in the drawing of any inferences and generalizations, and also in transferring the outcome outside the organization.