Managing Employment Equity in South Africa

The enactment of the Employment Equity Act (no 55 of
1998) created high hopes for establishing equity in
the South African workplace. Ten years later,
reports indicate that progress on employment equity
(EE) has been slow and that dissatisfaction and
frustration among role players prevail. Most
companies focus on equitable representation and
pay little attention to employees perceptions of
the fairness of EE practices. Employees fairness
perceptions are important because it is linked to
key organisational outcomes. EE programs will only
be effective if they comply with legislative as well
as fairness requirements. The legislative
requirements, role players in, barriers to and
success factors for EE are identified. The fairness
requirements that are underpinned by organisational
justice theory are identified. A model that
integrates legal and justice requirements is applied
to a case organisation. This book should be helpful
to HR practitioners and managers who are responsible
for complying with and managing EE. It could also be
useful to consultants who assist employers with EE.

Autorentext

Wika Esterhuizen, Masters Degree in Industrial Psychology at the
University of South Africa. Ten years' experience in Management
as well as Training and Development in the corporate
environment. Published article: Organisational Justice and
employee responses to Employment Equity. Employment and
development consultant at WE Consulting.

Klappentext

The enactment of the Employment Equity Act (no 55 of
1998) created high hopes for establishing equity in
the South African workplace. Ten years later,
reports indicate that progress on employment equity
(EE) has been slow and that dissatisfaction and
frustration among role players prevail. Most
companies focus on 'equitable representation' and
pay little attention to employees' perceptions of
the fairness of EE practices. Employees' fairness
perceptions are important because it is linked to
key organisational outcomes. EE programs will only
be effective if they comply with legislative as well
as fairness requirements. The legislative
requirements, role players in, barriers to and
success factors for EE are identified. The fairness
requirements that are underpinned by organisational
justice theory are identified. A model that
integrates legal and justice requirements is applied
to a case organisation. This book should be helpful
to HR practitioners and managers who are responsible
for complying with and managing EE. It could also be
useful to consultants who assist employers with EE.