STAR
Group officer and university student, Andrew Thiele, recently
undertook to develop a presentation for training in SAPOL’s equity-and-diversity
policy. In the process, he found a clear link between human-resource
management issues – which he had covered in his pursuit of a degree
in business administration – and SAPOL dogma on equity and diversity.
Diversity
Our character traits define us as individuals and develop from our
cultural backgrounds and life experiences. Some attribute certain
traits to factors such as age, gender, and ethnicity. Nonetheless,
we all exist, think and act in different ways. And the ways in which
people perceive the world are diverse.
From a young age, we develop our values and attitudes through a
process of socialization that continues through our working lives.
The experiences of our personal and working lives lead us to certain
beliefs about what makes a “good copper”. Through “culturalization”,
we form beliefs about who does and does not fit the good-copper mould.
To embrace diversity, one must examine, and be open to, new perspectives.
To stereotype is to characterize someone only on the basis of external
factors, such as age, gender, race, religion, culture, occupation,
tastes, appearance, habits or dress. Such a characterization stems,
in many cases, from assumptions rather than fact.
So one might well develop a bias, or make assumptions, on the basis
of inaccurate information. And, as prejudice resides in all of us,
we sometimes assume when, instead, we should practise introspection
to determine exactly how we came to hold a particular belief.
Equity
One might best describe equitable treatment as giving people a “fair
go”; acting in a way that assists disadvantaged groups to overcome
barriers, and participate fully in the workplace.
Equity does not equate to treating people equally. To treat people
equally is to ignore individual differences, which are present in
each one of us.
When one treats others equitably, one assumes they have different
abilities, qualifications and experience. Treating employees’ equitably
capitalizes on their diverse range of talents and skills, and brings
into play consideration of their different circumstances, needs and
merits. One must recognize, and respond, to differences in order to
provide equity.
Equity and diversity principles
Through its Equity and Diversity Employee Management Manual,
SAPOL asserts that it is: “…committed to ensuring a working environment
in which individual differences are valued and respected, and in which
all members of the public are treated with equal dignity.”
The manual outlines the equity and diversity principles to which
SAPOL is committed. They include:
- SAPOL seeks to develop its workforce in a manner that promotes
an explicit understanding of the diversity of the community.
- Employee diversity is valued.
- All service provision and employee management decisions are based
on equity and, as necessary, address/remove structural disadvantages
experienced by some groups.
- Unlawful discrimination, either direct or indirect, and workplace
harassment and bullying are not tolerated.
- All employees treat each other with respect and dignity.
- SAPOL recognises the needs of employees to balance work and family
responsibilities and promotes flexible work practices that seek
to satisfy organisational and employee needs.
General order 8330 of the Equity and Diversity Employee Management
Manual relates to workplace discrimination and harassment and,
in particular, victimization and workplace bullying.
The general order explains that breaches should be dealt with through
developmental actions rather than punishment. It also outlines courses
of action for breaches of the order. They include:
- Recorded or unrecorded advice.
- Counselling.
- Education or training.
- Transfer to another position in SAPOL for a period not exceeding
four months.
Sources of power
The threat of punishment might not motivate an employee to abide
by the Equity and Diversity Employee Management Manual. Much
academic research has gone into the sources of power within organizations.
The French and Raven Power Typography is taught in business schools
the world over.
It asserts that five sources of power exist within any organization.
The first three emanate from the position. Legitimate Power
is the power – through the exercise of formal authority – to influence
others. It is power that comes from formal positions of authority,
such as the rank one holds within an organization.
Reward Power comes from a person’s ability to distribute rewards
that are highly valued by others and/or remove negative sanctions.
Coercive Power comes from the capacity to apply punishment.
Managers and supervisors have coercive power in their authority to
reprimand and demote employees. An inspector, for example, can punish
people who breach general orders.
The other two sources of power emanate from the person. Expert
Power comes from special knowledge or skill held by one particular
person but required by another person or group. It is an individual’s
capacity to influence others through their need for the specialist
skills or knowledge he or she possesses. Referent Power is
largely a function of one’s interdependent skills, and usually develops
slowly. People have referent power when others identify with them,
like them or otherwise respect them.
Consequences of power
Some might ask how these power sources apply to them within SAPOL.
The power source upon which one relies, and the way in which one acquires
it, determines whether one is met with resistance, compliance or commitment.
It determines one’s effectiveness and ability to contribute to continuous
improvement within SAPOL.
Coercive Power is generally the least desirable source of power because
it generates resistance. Those targeted tend to oppose the attempt
at influence and resent undertaking a task. The more vigorous the
attempt, the harder others push in opposition. The application of
coercive power reduces trust between the parties, and increases employee
dissatisfaction. Resistance and distrust occur when coercive power
is used manipulatively.
Reward and Legitimate Power tend to engender compliance. People are
motivated to implement the power-holder’s request purely for instrumental
reasons. They will only ever do enough to satisfy the person who makes
the request, or whatever it takes to get the reward. Relying on this
form of power will only ever achieve mediocrity, and never foster
excellence.
Commitment is the most common consequence of Expert and Referent
Power. Commitment is the strongest form of influence: people identify
with the power-holder’s request and strive to accede to it, even when
there are no extrinsic benefits for doing so.
Why, to ensure the completion of a task, would a leader threaten
a subordinate with punishment? Such a leader would only be setting
himself or herself up to face resistance. Why, to get a job done,
would a leader simply rely on the insignia of rank that lies impressively
on his or her epaulettes?
Subordinates would no doubt comply with the orders of such leaders
– in their presence. But who knows how they might respond in these
leaders’ absence?
Benefits
The benefits of Expert and Referent power are immense, and include:
- Increased productivity.
- Reduced absenteeism.
- Improved morale and commitment.
- Lower staff turnover.
- Fewer WorkCover claims.
- Increased creativity and innovation.
- An interesting and dynamic workplace.
Influence is the essence of leadership
Why would a leader aim for mediocrity and mere compliance? And, surely,
a competent leader finds no comfort in resistance from his or her
troops. To bring about continuous improvement, those who lead must
inspire commitment in those who follow.
In its Future Directions Strategy, SAPOL asserts that: “We
must embrace improved and inclusive management styles that focus on
the consultation, teamwork, problem solving, accountability, empowerment,
and the safety and wellbeing of our people. We will create a positive
culture which values and utilises the diversity of the workforce and
promotes fairness, flexibility and ethical human resource management
practices.”
Only with every employee’s participation will a workplace continue
to improve. Each employee is capable of positive contribution to the
workplace.
Diversity includes everyone, and excludes no one. The free flow of
employees’ diverse talents and skills is the direct result of equitable
treatment. Under leaders who practise the principles of equity and
diversity, one will always find subordinates willing to contribute
to high standards of service delivery.
