For the last 20 years your workplace has experienced sporadic conflict. Despite management’s best

Question

efforts to deal with the conflict, it remains a problem and affects the performance and well-being of many
employees. The solutions proposed by management only seem to help temporarily, after which the
problems tend to recur. The labour unrest and conflict are mostly related to perceptions around
employment discrimination, gender issues, gender inappropriate facilities, cultural differences, health
issues, organisational and management structures, pay and fringe benefits as well as career
development and promotion issues. It appears that the organisational climate is characterised by endless
accusations and criticism from both inside and outside the organisation. The management team, who
are older tend to be more conservative, have requested you, the I-O psychologist and HR manager, to
urgently look for workable solutions that will bring long-term stability. The organisation with a diverse and
multicultural workforce of 1000 employees, was established in the 1940s and now finds itself in the
context of a new South Africa with its different realities and complexities, which include socio-economic
and political challenges. Your initial response is that the situation requires greater collaboration between
management and employees, between employees themselves as well as amongst the various
organisational departments. However, upon further reflection, you realise that the current work situation
and the organisation reflects a micro-cosmos of South Africa and that the situation may be more complex
than your initial assessment.
Case study excerpt from Bergh, Z (2017). Frameworks for thought and practice in I-O psychology. In Z.
Bergh (Ed.), Introduction to work psychology (pp.44-87). Cape Town: Oxford.
Questions
1. Explain how you would use multiple perspectives in addressing the problems the organisation is
experiencing in the case study by referring specifically to meta-psychology and post-modernism.
(4)
2. Identify the different thinking frameworks related to employee and organisational management that play a role in this case study and provide examples from the case study to substantiate your answer.

Answer 1

1. Using Multiple Perspectives: Meta-Psychology and Post-Modernism

In addressing the issues at the organization, leveraging multiple perspectives can provide a richer understanding of the conflicts and help generate more sustainable solutions. By integrating meta-psychology and post-modernism, I can approach the problem comprehensively.

Meta-Psychology involves understanding individuals' subjective experiences and the psychological factors influencing their behavior. In this case, employees' perceptions of discrimination, gender issues, and cultural differences play a significant role in the ongoing conflict. By employing meta-psychology, I would gather qualitative data through interviews and focus groups to explore employees’ lived experiences deeply. This could illuminate the underlying motivations, fears, and biases contributing to the perceived discrimination and unrest. The insights gained would allow us to tailor interventions that genuinely address employee concerns and feelings, fostering a more inclusive and respectful workplace for all cultural and demographic groups.

Post-Modernism, on the other hand, invites an awareness of multiple narratives and encourages the challenge of dominant discourses. In the organizational context, this means recognizing that there are various truths and perspectives coexisting within its workforce. The ongoing issues of gender appropriateness, the perceptions of unfair pay, and the criticism directed at the management by employees reflect competing narratives within the organization. By applying a post-modern lens, I can facilitate discussions and dialogues that honor these different voices, thereby creating a collaborative platform where all employees can contribute to the narrative around workplace culture. Interventions could include inclusive team-building exercises that celebrate diversity and workshops that expose employees to different cultural perspectives, aiming to dissolve entrenched biases and perceptions.

2. Different Thinking Frameworks Related to Employee and Organizational Management

In the case study, several thinking frameworks related to employee and organizational management can be identified:

1. Systems Thinking: This framework views the organization as a complex system composed of interrelated parts. The conflicts arising from issues such as perceived discrimination and cultural differences indicate that any proposed solutions must consider the interconnectedness of different departments and employee groups. For instance, addressing pay and fringe benefits might not suffice if cultural differences and gender issues in communication are not simultaneously addressed.

2. Transformational Leadership: This framework emphasizes inspiring and motivating employees to exceed expectations and foster collaboration. The organization's management team, predominantly older and conservative, may need to adopt transformational leadership qualities to effectively engage with the younger, more diverse workforce. For example, leaders should not only promote open dialogue about career development and promotions but also actively participate in restructuring organizational policies to improve employee inclusion.

3. Organizational Culture: This framework examines shared values, beliefs, and practices within the organization. The culture of blame and criticism described in the case study suggests a need for a cultural transformation that prioritizes psychological safety and constructive feedback over accusations. Initiatives such as establishing clear communication channels and promoting peer support systems can help to begin shifting the organizational culture.

4. Equity Theory: This framework relates to the perception of fairness in the workplace, particularly concerning compensation and benefits. The ongoing conflict around pay and fringe benefits suggests that employees may feel undervalued compared to their peers. This inequality can breed resentment and conflict. Management may need to conduct a fair and transparent review of pay structures and ensure that employees have a voice in these discussions.

Each of these frameworks provides a different lens through which to analyze and approach the organization's issues. By applying these frameworks in tandem, a more comprehensive and effective strategy for long-term stability can be developed, addressing both individual and collective concerns within the workplace.