5.4 Research findings (Quantitative data)
5.4.1 Biographical Information
The below biographical information attained, represents all 164 respondents (both Level 2 and 3 top management and lower Level 1 employees).
Figure 20: Percentage (%) of sample respondents by gender
Descriptive statistics describe population characteristics and were performed within this study to determine the gender distribution among the sample. According to Figure 20, the studied sample constitutes 52% females and 48 % of males. Historically, we have witnessed the constant universal disparity amongst men and women. Women have encountered immense discrimination which have come about as a result of a deficiency in legal rights, diminished
Male Female 48%
52%
Gender distribution
124 | P a g e independence, to being perceived as inferior beings (Newsroom, 2012). Gender equality has become a core objective within all facets of corporate execution, forming an important growth strategy and comprehensive business practice (UN Women, 2016). Hence, it is evident from the ratio of male to female employees within the respondent sample, that Unilever has shifted their strategy towards reducing this disparity. The aspect of gender has become increasingly important to economic and corporate growth which may ensure an increase in output, enriched company opportunities, increased corporate strength and ultimately generate a more operational and representative organisation (The World Bank, 2015). With respect to this, Unilever is aiming for a more gender-balanced management structure (globally) through the institution of gender-focused diversity and inclusivity of which diversity may be deemed as the driving force of innovation and subsequent growth.
Unilever acknowledges that women form a massive opportunity within business, and studies have confirmed that an increase in the labour force comprising women leads to faster economic growth (UN Women, 2016, p. 1). According to the OECD survey conducted in 2010, women will form the majority of the prospective workforce in the future (OECD, 2010). According to Pynchon (2012), women comprise “more than 75% of its consumer base, 50% of its global talent pool, and more than 50% of all graduate recruits” (p.2). These statistics and findings show the immense significance of increasing the female workforce contribution, especially within large FMCG’s (Srinivasu, 2014). The data collected from the sample conducted with Unilever South Africa, indicates that these global plans have been successful in growing the female workforce size, which may aid in the generation of positive prospective organisational results.
125 | P a g e Figure 21: Percentage (%) of sample respondents by race distribution
Historical data is a clear indication of the racial prejudice endured by individuals within South Africa over prior decades. However, with the introduction of democracy and continuing redress in racial inequalities since 1994, racial imbalances are being overcome. There have been significant increases in the proportion of skilled and semi-skilled workers from among the non- white workforce over the last 20 years. As per the results attained from this study as indicated in Figure 21, 24.2% of employees are African, 47.2% Indian, 20.5% White and 8.1% Coloured.
As per the Unilever mandate, in order to remain competitive, the company strives to recruit individuals of the highest standards in terms of education and aptitude. Additionally, a fundamental focus area within Unilever remains that of the Black Economic Empowerment Act (BEE Act) which the company strives to comply with through the advancement and enrolment of black employees, predominantly within the management arena. Over the last decade, Unilever has focused its recruitment efforts specifically on female and black representations within management ranks and as at 2016, 37% of management comprised of female employees within management of which 61% were black. With consideration to the entire workforce, African employees constitute 80.5%, Coloured 2% Indian at 12.5% and White at 5%, with female employees constituting 20% of total workforce (Unilever South Africa, 2016). The organisation strives to drive diversity and inclusivity (Kapstein, 2008).
African Indian White Coloured
24,2
47,2
20,5
8,1
Race distribution in (%)
126 | P a g e Figure 22: Percentage (%) of sample respondents by marital status
As displayed in the above pie chart, 46% of the sampled population are married, 46% single, 7% divorced and 1% widowed. The statistics show that the majority of sampled population are either married or single. Both circumstances pose their own advantages in that single employees have more time available and may devote this to their careers through longer working hours and more throughput (by attempting to prove their capabilities) hence yielding positive results both for the company and subsequently for fast organisational career progression of the individual. Since the married population may have families to tend to, this may support employee retention due to the stability factor sought after by married employees and higher generation of productivity via increased preservation of skilled workers over a period (attributable to greater know-how and experience) (Ryu and Kol, 2002).
46%
46%
7%
1%
Marital status
Single Married Divorced Widow
127 | P a g e Figure 23: Percentage (%) of sample respondents by education level
As per the above bar chart, data collected from the sample population indicate that 52.4% of employees have a bachelor’s degree, 22.6% have a postgraduate degree, 17.1% have a diploma, 7.3% have acquired their school matriculation and 0.6% have less than a matric pass, showing a highly educated workforce More than 75% of respondents have a tertiary qualification.
Present day economic literature specifies “human capital formation” as the most vital creator of a country’s economic growth. Consequently, the South African government has positioned aptitude growth and education at the top of its priority list.
Therefore, it becomes essential for an international organisation such as Unilever to afford its employees with adequate prospects for personal development and “upskilling” in order to effectively contribute to economic growth. Unilever’s initial touchpoint within the South African labour market is via its comprehensive recruitment process (Kapstein, 2008). This process encompasses a hands-on, contentious and competitive graduate programme with trainee nomination being based on the top performing students. Unilever annually searches the country for new talent, holding recruitment days within leading universities and offering selected undergraduates interviews. Hence, it is evident that Unilever executes an all-inclusive
Less than Matric
Matric Diploma Bachelor Postgrad
Degree ,6
7,3
17,1
52,4
22,6
Education level in (%)
128 | P a g e recruitment process guaranteed to attract and retain the best talent in order to yield future organisational success.
Figure 24: Percentage (%) of sample respondents by nationality
As per the above chart, 97.6% of Unilever (South Africa) employees within the response sample are of South African nationality and 2.4% of employees are non-South African.
Unilever regularly recruits (Unilever) employees from foreign countries into various departments within the organisation. Similarly, local employees are sought for its operations in foreign countries. These employment opportunities fall within the graduate programme facility and offer a 6-12-month international rotation to employees. Additionally, depending on the occupations available, these may be open to foreign employees attracting a specific skill set. This aims to effect the different learning capabilities acquired with the corresponding experience in foreign countries and roles, subsequently using these learned skills to advance and improve the organisational processes and outcomes within the UL Company the employee finally resides with.
South African; 97,6
Non South African;
2,4 0,0
20,0 40,0 60,0 80,0 100,0 120,0
0,0 0,5 1,0 1,5 2,0 2,5
Percentage
Nationality
Nationality in %
Series1
129 | P a g e