Abstract
Diversity of employees in the workforce is increasingly becoming a feature of South African business. Current debate in South Africa has concerned the marginalisation of groups of employees who, historically, have never been part of establishing existing corporate cultures, and accordingly, it has been argued that tensions exist in the workplace with a related negative impact upon company performance. The main aim of this exploratory study was to investigate whether the negotiated values system operating at a South African marketing and communications company impacts on decision making, cultural interaction and behaviour towards fellow employees and customers. A second aim of the study was to investigate whether the list of negotiated values at the company could be clustered into values categories for possible consideration by other organisations. The findings of the study appear to indicate that the negotiated values system positively impacts upon decision making in the company and upon employee behaviour both towards fellow employees and towards customers. The system also facilitates interaction and understanding amongst culturally diverse employees. It is also possible to cluster the values into four values categories that govern behaviour in different areas namely behavioural. interpersonal, developmental and team building values. It is concluded that the negotiated values system might be indicated as an effective tool for managing employee diversity in South African companies, both for the internal working together of employees and for the promotion of effective customer service.
Highlights
South African business is confronted with the challenge of global competitiveness
In summary. the findings suggest that the values system is a useful tool in managing and guiding employee behaviour. both internally and towards customers
The study suggests that the values advocated by Group Africa can be grouped into four categories of values that guide aspects of behaviour
Summary
South African business is confronted with the challenge of global competitiveness. Current labour legislation in the country, and the recently introduced Employment Equity Act (Republic of South Africa, 1998) will require greater democracy in the workplace and higher levels of participation between management and the general workforce. Employment equity initiatives, as required by the Employment Equity Act (Republic of South Africa, 1998), will increasingly introduce, at senior levels, employees into the workforce, who have, in many cases, far been excluded from such positions. It can be expected that the South African workplace will evidence greater diversity than ever before in the forthcoming years. While initiatives directed at achieving employment equity may result in diversity in the workforce, the greater challenge exists to lead and manage this diversity for competitive advantage
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