Original Research

An affirmative action audit for affirmative change: A management perspective

S. W. Theron, M. R. Viljoen
South African Journal of Economic and Management Sciences | Vol 4, No 2 | a2646 | DOI: https://doi.org/10.4102/sajems.v4i2.2646 | © 2018 S. W. Theron, M. R. Viljoen | This work is licensed under CC Attribution 4.0
Submitted: 06 July 2018 | Published: 30 June 2001

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S. W. Theron, Department of Human Resources Management, University of Pretoria, South Africa
M. R. Viljoen, Department of Human Resources Management, University of Pretoria, South Africa

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This paper focuses on management's perception of affirmative action for affirmative change. A questionnaire, developed to measure attitudes towards the implementation of an affirmative action programme, was distributed to managers at all levels of management in a parastatal. Results supply evidence of a negative orientation towards affirmative action amongst younger managers. They hold the view that members of disadvantaged groups are favoured at their expense. Younger managers also perceive older managers not to have the necessary vision and skills to implement an affirmative action programme successfully. It is recommended that line management encourage communication between the different race groups, and develop positive attitudes and expectations towards the employers, the affirmative action programmes and the various jobs available.


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