Assignment Task
Case study: SFPC
Small Food-production Company (SFPC) was a family-owned business based in Cape Town, employing 232 members of staff.
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Get Help Now!SFPC’s structure was highly hierarchical, and this division was evident in the environment. There were different entrances and eating spaces for management and floorworkers. Temporary workers were compelled to wear red caps to differentiate them from the rest of the staff. Employees’ language reflected the different classes of workers, with phrases such as: “us and them”, “the people”, “the floor”, “down on the floor”, “up there” and “from top to bottom”. These divisions operated in racial and gender lines, reinforcing “naturalised” racial division.
The vision and mission stated that the company intended to embrace diversity”, but no policy existed to show how this would be done. Instead, the organisation had in place the basic requirements of the Employment Equity Act which included an EE plan. A consultative process was fol lowed in the implementation of the EE plan (through workshops with staff) and a management statement of intent was signed and displayed on notice boards.
But while the broad objective of the plan was to “balance the racial and gender mix across the levels”, it was not clear how this was strategically advantageous. put forward by HR as the company’s only diversity intervention – an indication that SFPC was engaging only to the legislative imperative implemented by government. The committee’s main mandate was to develop an EE plan, conduct an analysis of barriers, and prepare annual EE reports for the Department of Labour, and it was also tasked with skills development.
Case study: SAPS
The South African Police Service (SAPS) was formed in a socio-political context very different from today. With South Africa’s move to a constitu tional democracy, the SAPS had to change from being the security force of the pre-1994 elite to a service that caters to a new articulation of the South African population. The shift from apartheid had brought with it a plethora of questions concerning nationhood and citizenship. However, even with national EE targets in place, diversity-related training had only been conducted in pockets of the SAPS and never in a systematic manner. This study analysed diversity-training workshops that were conducted at a particular station the area of Grootland in the Western Cape, and exam ines whether police members are changing as a result of this intervention. (Area and town names are fictitious.)
Like most urban centres in South Africa, Hemel was a racially and class-stratified town in which income disparities were great. The 2001 South African Census revealed a majority population of coloured Afri kaans speakers followed by white Afrikaans speakers. Notably, data excludes a large black African population living only kilometres from the town. Demographics at Hemel SAPS were closely linked to those of the town (excluding the black African population), but very misrepresenta tive of the nation.
Most Hemel and Grootland management would argue that mirroring local demographics is more important to service delivery than mirror ing national demographics; this unofficial discourse resisting transfor mation is contrary to the official SAPS discourse and requires further consideration at a national level where equity strategies are developed. Nevertheless, in an effort to align themselves closer to the national quota, the Hemel SAPS had been forced to recruit black African members from the Eastern Cape since the local population did not meet qualification requirements
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