Globalisation, the impending 4th Industrial Revolution and migration in the 21st century have catapulted workplace diversity and inclusion into the forefront as instrumental tools in the success of organisations. These concepts are the guiding principles that embrace multiple perspectives, build distinct corporate teams, develop leaders from different backgrounds and create organisations that are the right fit for a variety of individuals. Managing diversity in the South African workplace provides a scientific basis for understanding diversity and inclusion at the macro-legislative, meso-organisational and micro-individual levels. Managing diversity in the South African workplace examines how diverse employees and groups can be accommodated within the South African workplace and the concomitant legislation that supports the inclusion of individuals from different backgrounds. Managing diversity in the South African workplace can be used by undergraduate and postgraduate students at further and higher education institutions within South Africa as well as managers and human resource practitioners.

This book examines how employees from marginalized communities handle office gossip and provides recommendations to corporate leaders regarding on how to support their marginalized employees better. Office gossip is a phenomenon that is omnipresent in the workplace and experienced by minority employees at all levels within the organization in different ways. Gossip is felt more acutely by minority employees compared to their majority counterparts at certain occupational levels and this book provides an empirical basis for understanding this phenomenon in organizational settings based on the experiences of marginalized workers. The chapters use a variety of research methods to examine various aspects of the experience of office gossip among marginalized employees including: perceptions of diverse groups regarding workplace gossip, workplace gossip within teams, intersectional experiences of employees from racial minority and LGBTQ+ communities and foreign nationals, experiences of managers from racial minority backgrounds, and experiences in specific fields such as sport and healthcare. This book is of interest to students and researchers of diversity studies, organization research, human resource management, and industrial psychology as well as an important resource for corporate leadership and human resource and DEI departments in corporate organizations.

This book explores avenues for organisations to better understand the origins of occupational stress so as to enable their managerial employees to effectively manage stress levels. By way of the work locus of control as a personality variable, the book identifies stressors both within and outside the organisation that underpin high stress levels in organisational culture. In grappling with what is required in the new workforce of 'Generation Y' millennials in a hyper-networked and mobile age, the authors present examples from everyday professional situations in South Africa to contribute to critical understanding of today's working world. By applying neuroscientific principles developed from a foundation of empirical research, the authors introduce the concepts of a 'red zone' and 'blue zone' to explain differences between the brain areas controlled either by its stem-limbic areas, or the limbic-cortical cortex areas, respectively. This becomes a psychological shorthand for describing and applying knowledge to encourage practitioners in leadership and management roles to achieve desired behaviour outcomes, and to establish a framework for understanding employee values and worldviews. The book is relevant to practitioners, postgraduate students and researchers interested in industrial psychology, personality psychology, business management and human resources.