THE PERFORMANCE VALUES OF WHITE AND BLACK MANAGERS IN SOUTH-AFRICA

In the near future, more attention will probably be given to the integ ration of white and black management teams. Diversity with regard to e motional, cognitive and social behaviour patterns, however, creates an inevitable potential for organizational dystrophy. In this study the differences/similarities between the performance values of white and b lack managers were investigated to formulate indices for the successfu l management of integration. It was found that, except for values rega rding the mastery of skills, typical western performance values are vi rtually absent among black managers. The results are interpreted from various paradigmatic viewpoints. From social psychological theory it i s reasoned that the exclusion of black employees, particularly in the past, from human resource practices (e.g. performance appraisal for in centives and promotion) at managerial level, repressed values of impor tance for organizational growth. From cognitive psychology, and specif ically expectancy theory, alternative interpretations are presented in which it appears that a lack of intrinsic and extrinsic rewards handi capped the development of performance values. In view of the findings, some recommendations pertaining to the successful management of integ ration are made.