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5 - Acculturation and Diversity Management at Work: The Case of Multicultural South Africa

from Part 1 - Acculturation and Identity

Published online by Cambridge University Press:  21 January 2021

By
Leon T. B. Jackson ,
Byron G. Adams  and
Michael Bender
Edited by
Michael Bender  and
Byron G. Adams
Michael Bender
Affiliation:
Universiteit van Tilburg, The Netherlands
Byron G. Adams
Affiliation:
Universiteit van Tilburg, The Netherlands
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Summary

Globally, organizations are becoming increasingly more diverse. In Western, educated, industrialized, rich, and democratic (WEIRD) contexts, this is often the consequence of globalization and increased migration. For plural, non-WEIRD contexts such as South Africa, this is different. In South African organizations, diversity is a consequence of labor legislation that advances “Brown” (i.e., Black African, Coloured [mixed race], and Indian) people, who were disadvantaged during apartheid, in the employment market. This chapter presents the Dual Process Model of Diversity (DPMD) as a means for understanding pathways towards positive diversity management. The DPMD combines an acculturation framework (Berry, 1997) with a dual-process model of occupational health (Bakker & Demerouti, 2007) and makes a distinction between positive (enhancing) and negative (encumbering) factors influencing the pathways (cf. Ely & Thomas, 2001). We argue that organizations should consider their institutional role (e.g., organizational norms, culture, policies, and practices) to promote the integration of employees.

Keywords

acculturationDual Process Model of DiversitymulticulturalismsegregationorganizationsSouth Africa
Type
Chapter
Information
Methods and Assessment in Culture and Psychology , pp. 78 - 100
Publisher: Cambridge University Press
Print publication year: 2021

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