Table of Contents
Introduction
Purpose
The purpose of this report is seeking perceptions of how diversity is dealt in Kruger National Park workplace. The report will afford research (survey) findings and explain how others define diversity and also provide recommendations.
Background
During the 1960s and 1970s, the United States for the first time saw the need to promote workplace diversity. President John F. Kennedy in 1961 recognised a President’s Committee on Equal Employment Prospect with the goal of ending discrimination in employment by the government. The Civil Rights Act of 1964 went further, avoiding discrimination in any activity. The promotion of workplace diversity continued to go further, setting a policy to promote equal employment chances by creating the possibility for the program to continue for a long period of time in any department. It turned out to be a turning point, because it succeeded in avoiding the deliberation of diverse characteristics such as “nationality, human race, skin colour etc.” to believing in the principle that to be fair to all, one needs to be committed to treating everyone equally.
Methodology
Survey questionnaires were issued to 15 employees of Kruger National Park on 6 February 2019. References were also made to books and articles. Scope of the report The scope of the report focuses on how diversity is dealt in Kruger National Park workplace.
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Scope of work Findings
The diversity survey revealed that, 53% participates completed the survey are males, 33% females and 13% prefer not to say. 93% describes diversity in the workplace as” Respect for colleagues difference regardless of race, age, gender, sexual orientation, political beliefs or culture” and 7% describe as “Respect for women in the workplace”. 40% of participants agrees that Kruger National Park has recruitment procedures that encourage diversity, 13% disagrees and therefore 47% not sure whether such exist in the organisation. 13% agrees that employees who are different from others are treated fairly at my organisation, 40% disagree and therefore 27% not sure whether such exist in the organisation.
27% agrees that the organisation allows all employees to celebrate their religious holidays appropriately, 27% disagrees and therefore 47% not sure whether such exist in the organisation. 27% agrees that the organisation provides equipment to make all areas accessible to people of all abilities, 60% disagrees and therefore 13% not sure whether such exist in the organisation. 20% agrees that the organisation has procedures in place for reporting incidents of discrimination, 40 disagrees and therefore 40% not sure whether such exist in the organisation. 47% agrees that the organisation hosts seminars on diversity awareness and encourages employees to attend events about diversity awareness, 20% disagrees and therefore 33% not sure whether such exist in the organisation. 20% agrees that the organisation has a reputation for promoting diversity and tackling discrimination, 60% disagrees and therefore 20% not sure whether such exist in the organisation.
Recommendation
With regards to the lack of the organisation to deal with diversity in the workplace, the organisation could champion their management to attend workshops and annual conferences; regular internal emails should create awareness when the need arises. The organisation needs to communicate more to employees, to give the employees the room to confide in them with their challenges. The organisation should be prepared to change some part of their techniques, when the diversity management techniques adopted are not working effectively but before doing so, the vision for the change must be communicated effectively. Moreover, the organisation should adopt some change management principles to guide them on the decision making of the change. The organisation should give tangible reason as to why employees should accept the change in relation to diversity.
On the part of the organisation, besides the employee strongly believe that fair workplace includes people from all races in the country, the organisation should built communication tool that could serve as a means of communication, where employees could constantly share their views, challenges and experiences, the tool could also serve as a platform to send information by the organisation to the employees. In some cases it would also serve as a platform for employees who want to share their challenges anonymously.
Conlusion
Based on the information gathered and the responses given by various employees with regards to the survey questions, I’ve noticed certain areas where the organisation is lacking and needs some improvement. These aspects consists of: The organisation does not respects individuals and values their differences. The organisation, employees does not appreciate others whose race/ethnicity is different from their own. Employees who are different from others are not treated fairly at the organisation.
The organisation does not provides equipment to make all areas accessible to people of all abilities. The organisation has no reputation for promoting diversity and tackling discrimination. While others are positive about the existence and implementation of workplace diversity, question 6 also raised some concerns due to the fact that no appreciation to others whose race/ethnicity is different.
Reference
- Blommaert, J. and J. Verschueren (1998). Debating Diversity: Analysing the Discourse Crockett, Joan. “Diversity as a Business Strategy.” Management Review, May 1999, 62.
- Devoe, Deborah. (1999). Managing a diverse workforce. San Mateo, CA: InfoWorld Media Group. Digh, Patricia. “Coming to Terms with Diversity.” HR Magazine 43, no. 12 (November 1998): 117-20.
- Ashton 2010, the dimensions of diversity. 18 May 2010. Ashton Fourie: Blog. http://ashtonfourie.com/blog1/2010/05/18/the-dimensions-of-diversity/ (Accessed on 5 November 2012 https://core.ac.uk/download
