A Management Perspctive on Discriminantion at Work: A Qualitative Approach

Power differentials between workers and supervisors provide a context within which a stigmatised characteristic may lead to anticipated or actual discrimination. Stigma can lead to discrimination at work. Despite all the legislation that prohibits discriminatory practices, it remains the employer’s responsibility to take the necessary steps to promote equal opportunities in the workplace. Managers are responsible for discouraging all forms of discrimination by implementing systems of accountability that make rewards conditional upon meeting diversity goals. Mid-level management and supervisors are responsible for interpreting these policies and organisational strategies and also serve as the lens through which employees perceive the organisation. When management fails to implement discipline for discriminatory behaviours, employees might accept that these behaviours are acceptable, which will continues such acts (Gelfand, Nishii, Raver& Schneider, 2007). Given the prominent role played by managers in combating discriminatory practices in organisations, this contribution was aimed at investigating management’s perceptions regarding discrimination in the workforce. Utilising a qualitative approach, this study used a purposive sample (N=34) to reach its objectives. The findings revealed that respondents defined discrimination in line with South African legislation; race was significant in experiencing discrimination, that those that experience discrimination were not impressed by how management deals with reported matters, that victims who reported matters are sometimes victimised to such an extent that they resign, that management followed prescribed procedures when delaing with reported matters, and that the biggest challenge for dealing with discriinationation was convincing victims to report matters. Suggestions for future research and recommendations for delaing with discriminatory behaviour at work are provided.