The concept of diversity is one which understands that’s the human race has a large amount of subtle differences but it promotes that the these differences are accepted and embraced as well as mutual respect and understanding are driven to ensure fairness among all (University of Oregon, 1999). Examples of these differences include, gender, social class, education and race to only name a few (Gillborn & Mirza, 2000) . Diversity management is the process that ensures an inclusive environment for all. This process should be non-discriminatory as well as fair and without favour to a specific demographic (Mujtaba, 2007). The term diversity has a strong attachment to South Africa. With eleven official languages, a multitude of different climates and some of the most diverse fauna and flora in the world, South Africa holds some of the most diverse circumstances in the world. Diversity in all its might needs to be embraced. The following essay will consider the topic of diversity in the work place and a case study will be conducted to better understand how this topic is dealt with in an aviation regulatory organisation.
In order to balance an organization to be reflective of the countries demographic, laws and policies need to be developed and implemented. Affirmative Action policies are guidelines and frameworks developed to aid the portions of the population who were previously undermined (Ratuva, 2013). As such, post 1994 in South Africa, the majority of the skilled workforce seemed almost homogenous and largely dominated by white males. Post 1994, various mechanisms were instituted to create a more diverse and inclusive working environment. Work place diversity in South Africa differs from the general world norm due to the ostracized being the majority of the population rather than the minority populations as found in other countries (Alexander, 2007). In order to redress this short coming in South Africa, the Employment Equity Act paved the way to allow the implementation of the Black Economic Empowerment (BEE) process (Burger & Jafta, 2010). BEE aimed to redress this current diversity shortcomings by eliminating unfair discrimination practices and ensure businesses take positive steps into diversifying their staff compliments which should be more reflective and inclusive of the current population demographic (Burger & Jafta, 2010). From a business perspective diversity management may be through forced implementation in order to abide by governmental regulations (Burger & Jafta, 2010) or voluntary adoption due to the understanding that a diversified work force may be the key to developing the business by embracing diverse skills and opening new markets (Mor Barak, 2000).
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It is imperative to clearly draw the lines between the goals of diversity management and the quotas it may plan to achieve. Goldman (1976) suggests that perhaps semantics should be used as a benchmark in determining the difference. While a quota is focused purely on fixed discriminatory limits, a goal may be a target set in order to achieve a particular outcome, which tends to be non-discriminatory (Sandler, 1975). Diversity as a whole has seen mixed reviews in both the local and international spheres. Age diversity for example has seen a workforce which is less integrated, are poor communicators and has a higher staff turnover (Pitts, 2006). On a positive note gender diversity is linked to an increase in positive performance (Pitts, 2006). Cultural diversity on the other hand has a fair share of positives and negatives associated to its implementation. From a positive perspective, a diverse culture base allows a wider thought base due to different approaches, a broadened knowledge base and the potential to develop untapped markets (Martin, 2014). Some of the negative elements include conflict among team members in a diverse group which then leads to lost productivity (Martin, 2014). After considering the range of positive and negatives associated to diversity management, the true effectiveness is linked to the “why” the diversity management process needs to be implemented.
In a large amount of international cases, such as in the United States of America, the need for diversity management was implemented to a develop a more inclusive workforce by allowing minorities and females equal opportunities rather than being limited to segregated, low wage jobs (Ivancevich & Gilbert, 2006). In South Africa, the ultimate recipients for affirmative action is the majority of the population (Dupper, 2004). This presents contrasting case in comparison to the United States. Therefore, using an international benchmark to decide on the success of diversity management programs may not lead to a true reflection of success in a South African perspective. Non the less such international processes should not be discounted and may provide some guidance for the local environment. Affirmative Action in both the International and local instances has seen some big wins. One example of a great success story is the US astronaut Ronald McNair. In 1959, nine-year-old Ronald McNair refused to leave a library after the librarian stated it was “for white folks only”. The very same library was then posthumously renamed after Ronald McNair.
In order to decide on how to measure an organisations diversity it is imperative that the goals and values of the organisation are aligned to the metrics being measured (Balter, Chow, & Jin, 2014). Questions that the organisation need to answer in order to devise the metrics include what purpose diversity achieves in the organisation, what is required for the successful implementation of a diversity management protocol and are these items measurable (Balter, Chow, & Jin, 2014). It also is critical to understand the reason for the application of an affirmative action plan when aiming to implement a diversity or inclusion plan (Herring, 2009). Metrics to be measured may differ if the planned outcome is focusses on either element, although the ideal plan should include both diversity and inclusion. According to the table below, the differences between the two terms are outlined below. (Herring, 2009)
In South Africa the Employment Equity Act of 1998 aimed at redressing two primary agendas in the workplace. The first being the promotion of fair and equal treatment of employees by eliminating unfair discrimination. The second required the implementation of affirmative action protocols to ensure that the workforce was representative of the population demographic at all occupation levels (Department of Labour, 2018). According to Dupper (2004), two type of applications exist when considering affirmative action. Strong affirmative action is applied to candidates who may be less skilled or qualified but are given a position to meet employment equity requirements. The second version being weak affirmative action is when an organisation uplifts a disadvantaged candidate to ensure they are able to compete on a level playing field with an advantaged candidate. This may be accomplished by giving the candidate additional training or bridging to ensure the candidate is equiped to apply for the position (Dupper, 2004). When strong affirmative action is applied non-beneficiaries may rebel against the process (Dupper, 2004). This may affect the actual success ratio of the plan. Non-beneficiaries may feel that reverse discrimination is being used against them (Esterhuizen & Martins, 2008). White males are particularly affected by this effect, with a large group feeling that there is no hope of developing. This negatively affects an organisation as the non-beneficiary may hinder division goals. Negative stereotyping is highly prevalent (Esterhuizen & Martins, 2008). Non-beneficiaries may feel that certain demographics are unable to do the job and may create a judgemental attitude (Esterhuizen & Martins, 2008). Coupled to that, other barriers which are found at all levels may also adversely affect the progress of employment equity are found in the table below. (Esterhuizen & Martins, 2008)
Skill shortages is South Africa acts as a barrier to all levels of implementation for employment equity (Esterhuizen & Martins, 2008). The core of this barrier starts at a basic education level and continues through to tertiary levels where costs can be exorbitant and therefore limiting. At an organisational level, costs (Esterhuizen & Martins, 2008) to lure the target groups may exceed what the company may be able to afford. This is even more prevalent in industries with limited supply of target individuals which in turn cause a supply and demand cost motive.
The organisation that the case study will be conducted on is responsible for the regulation of civil aviation in South Africa. The mandate of the organisation is: “The South African Civil Aviation Authority (SACAA) is a Schedule 3A public entity in terms of the Public Finance Management Act ('PFMA'). It was established on the 1st of October 1998, following the enactment of the now repealed South African Civil Aviation Authority Act,1998 (Act No.40 of 1998)”. The Act provided for the establishment of a stand-alone authority charged with promoting, regulating and enforcing civil aviation safety and security. It reflected the Government's priorities and was in line with international trends in the aviation world where more and more states implemented this option. The abovementioned Act was repealed as a whole by the Civil Aviation Act, 2009, (Act No.13 of 2009). The Act, provides for the establishment of a stand-alone authority mandated with controlling, promoting, regulating, supporting, developing, enforcing and continuously improving levels of safety and security throughout the civil aviation industry. The SACAA is an agency of the Department of Transport (DoT). The above is to be achieved by complying with the Standards and Recommended Practices (SARPs) of the International Civil Aviation Organisation (ICAO), whilst considering the local context (South African Civil Aviation Authority, 2020).”
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