<p>This study assesses managerial perceptions of the management of cultural diversity and workplace transformation in three production companies in Gauteng. A sample comprising 668 employees was drawn from a population of 1 259 (53% response rate) using simple random sampling and data were collected through self-developed questionnaires and personal interviews. Data were analysed using descriptive and inferential statistics. The results indicate that whilst the South African Transformation (SAT) Agenda has propelled change in the political and economic spheres, similar developments have not been realised in the South African labour market. Hence, based on the findings, recommendations are made to enhance the management of cultural diversity and workplace transformation, and the need for urgent government intervention, through legislative amendments, is emphasised. <strong></strong></p><strong><br /> How to cite this article:</strong><p>Zulu, P.S., & Parumasur, S.B. (2009). Employee perceptions of the management of cultural diversity and workplace transformation.<em> SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde, 35</em>(1), Art. #426, 9 pages. DOI: 10.4102/sajip.v35i1.426</p>

Risk and Enterprise Risk Management has become a strategic imperative in most organisations and government departments over the years. Most company boards and government entities in South Africa have adopted various corporate governance frameworks as a mechanism to direct and control the operations of their organisations. As a result, risk management and enterprise risk management has become every manager’s responsibility. The key question that the study investigates is whether HR managers are aware of this strategic imperative and ready to be risk champions in their environment. Data was collected from forty eight (48) HR Managers and Practitioners from private companies and sixty eight (68) HR Managers and Practitioners from government departments and government companies in Durban, Kwazulu-Natal and Cape Town, Western Cape using both personal interviews and questionnaires which were distributed to one hundred and fifty (150) employees, of which one hundred and sixteen (116) questionnaires were completed (return rate 77.3%). The results of this paper indicate that, in general and across all sectors, HR practitioners’ levels of understanding of corporate governance and risk management is limited.

This study examined perceptions of small-medium companies on the proposed dual labour market system in South Africa. The alternative system and its implications is passionately debated by market role players both inside and outside the country. The growing unemployment rate and reported dwindling number of investors; due to perceived inflexible labour laws; has attracted divergence of intellectual response. Data was collected from five companies in Kwazulu-Natal; in the Durban area in sectors such as manufacturing, business services and tourism using both personal interviews and questionnaires which were distributed to 550 employees, of which 360 questionnaires were completed (return rate 65.4%). The results of this paper indicate that in general SME’s role players have diverse views on the proposed “Dual Labour Market System” and its possible effects.