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

  • from Part 1 - Acculturation and Identity
  • Edited by Michael Bender, Universiteit van Tilburg, The Netherlands, Byron G. Adams, Universiteit van Tilburg, The Netherlands
  • Book:
    Methods and Assessment in Culture and Psychology
    Published online:
    21 January 2021
    Print publication:
    18 February 2021, pp 78-100

  • 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.