Die belangrikheid van die bestuur van kulturele diversiteit in arbeidsverhoudinge

Abstract

THE IMPORTANCE OF MANAGING CULTURAL DIVERSITY IN LABOUR RELATIONS South African organisations function in a rapidly changing environment due to growing cultural diversity. A successful organisation is an organisation which values and respects culture and cultural differences. It also minimises conflict that could arise from cultural differences. Socio-cultural change and adaptation to cultural diversity are essential for the organisation to innovate, survive and continue to exist in a very competitive environment. Labour relations play an important role in socio-cultural change and cultural diversity because the relationship based on mutual trust, loyalty and acceptance between the employer and employee is an instrument for successful change and movement towards the effective management of cultural diversity. Communication and training are the lubricant that facilitates change and makes it possible to manage cultural diversity in an atmosphere of understanding. For the above reasons the assumption can be made that if cultural diversity is not managed properly it may negatively influence labour relations, morale, productivity and effectivity. The main objective of the study is to determine how organisations can decrease potential conflict, eliminate discrimination and promote labour relations through the effective management of cultural diversity. Chapter two of this study concentrates on the conflict perspective of Marx. Culture and organisational culture are discussed in chapter three. In chapter four the

management of socio-cultural change and cultural diversity are discussed. In the empirical investigation (chapter five) the survey procedure is used as a researched technique, while a structured questionnaire was used to collect relevant information. Major findings include the following : • 68 % of the respondents are women. • More than half (64%) of the respondents are white, and there are no blacks or coloureds in management positions. • 53% of the respondents experienced working with different cultures very positively. • Only 11 % of the respondents experience conflict between the different cultures. The conclusion can be reached that affirmative action and cultural diversity have not yet reached maturity negatively in organisation A.