Empirical evidence suggests that many employees and managers regard diversity management as being equal to having an equal opportunity for any person to enter the organization. Many world class organizations have been effective in hiring women and minorities to mirror the increasingly diverse markets and win over new customers (Perlman 1992). Managerial attention to increased work force diversity has been mandated in IBM, Xerox and J. C. Penney (Ted 2005). Digital, Esso and Westpac all set EEO targets in their HR practices (Kramar 1998). Alcoa recruits and retains high calibre people through harnessing the creative capacity of its employees. Alcoa creates a work environment and culture where this creativity will flourish (DIMIA 2002). Allen, Dawson, Wheatley and White (2004) conducted a survey of 396 employees from a wide variety of companies in Australia to examine 13 separate diversity practices. Ninety-three per cent of the companies reported a zero-tolerance level of workplace discrimination in recruitment. South Africa addresses its past segregation and discrimination policies by way of Affirmative Action programs demanding the appointment sometimes of a black person above a better qualified white candidate (Van Jaarsveld 2000). Before the 1979 amendments to the Industrial Conciliation Act (ICA), recruitment, employment level and access to skilled positions were virtually controlled by established white trade unions in South Africa. Over the past three decades, due to the wide adoption of tripartite negotiations, the percentage of blacks and other minorities in management has been considerably increased (Horwitz et al. 1996).