...Bachelor's thesis Degree Programme In Hospitality Management Hospitality Management 2012 Veera Korjala CULTURAL DIVERSITY IN HOSPITALITY MANAGEMENT – How to improve cultural diversity workforce BACHELOR'S THESIS | ABSTRACT TURKU UNIVERSITY OF APPLIED SCIENCES Degree Programme In Hospitality Management | Hospitality Management 2012 | 64 Susanna Saari Veera Korjala CULTURAL DIVERSITY IN HOSPITALITY MANAGEMENT The bachelor´s thesis investigates cultural diversity in the hospitality management. It aims at presenting effective ways to improve cultural diversity in a workplace. This study was commissioned by JW Marriott San Antonio Hill Country Resort & Spa in Texas, USA and three hotels in Stillwater, Oklahoma, USA: Atherton Hotel, Hampton Inn & Suites and Residence Inn. The bachelor´s thesis incorporates culture theories and their applications to the workplace. Additionally, it focuses on cultural diversity dimensions in hospitality workplace, such as its benefits and challenges, its reflection in the work environment which have been related to the organization’s cultural diversity management. Eventually it provides solutions, such as a corporate strategic plan which focuses on the improvement of cultural diversity in the workplace by means of cultural diversity training. These best practices of cultural diversity are discussed in detail both in the literature review and in the study. The bachelor’s thesis has used two research methods, both qualitative and quantitative...
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...International Journal of Contemporary Hospitality Management Emerald Article: Teaching human resource management in hospitality and tourism: a critique Tom Baum, Denis Nickson Article information: To cite this document: Tom Baum, Denis Nickson, (1998),"Teaching human resource management in hospitality and tourism: a critique", International Journal of Contemporary Hospitality Management, Vol. 10 Iss: 2 pp. 75 - 79 Permanent link to this document: http://dx.doi.org/10.1108/09596119810207228 Downloaded on: 24-09-2012 References: This document contains references to 19 other documents Citations: This document has been cited by 5 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 4078 times since 2005. * Users who downloaded this Article also downloaded: * Tom Baum, Vanessa Amoah, Sheryl Spivack, (1997),"Policy dimensions of human resource management in the tourism and hospitality industries", International Journal of Contemporary Hospitality Management, Vol. 9 Iss: 5 pp. 221 - 229 http://dx.doi.org/10.1108/09596119710172615 Philip Worsfold, (1999),"HRM, performance, commitment and service quality in the hotel industry", International Journal of Contemporary Hospitality Management, Vol. 11 Iss: 7 pp. 340 - 348 http://dx.doi.org/10.1108/09596119910293240 Peter Haynes, Glenda Fryer, (2000),"Human resources, service quality and performance: a case study", International Journal of Contemporary Hospitality Management, Vol. 12 Iss: 4 pp...
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...Table of Content I. Introduction 3 II. Cultural diversity 3 II.1. Advantages of cultural diversity 4 II.2. Disadvantages of cultural diversity 5 III. Organizational Culture 5 IV. Management strategies to overcome issues related to cultural diversity 7 V. Globalization 8 VI. Conclusion 9 VII. References 11 I. Introduction Immigration plays a big role in today’s business world. Especially the hospitality and tourism industry is highly affected, as this industry offers a large number of unskilled positions that can easily be provided to immigrants (Hearns, Devine & Baum, 2007). The intention of these workers who go abroad is mainly the chance to earn higher wages in the chosen foreign country (D’Netto & Sohal, 1999). According to these facts the workforce, especially in the hospitality industry, is becoming more and more diverse which can lead to either advantages or disadvantages (Kandola & Fullerton, 1998; Gröschl & Doherty, 1999; Kreitner, 2004 in Hearns, Devine & Baum, 2007). In order to overcome issues and conflicts related to cultural diversity, key authors such as Gundling & Zanchettin (2007), Primer (2000), D’Netto & Sohal (1999) , Graf (2003) and Lund (2003) have pointed out the possibility to implement diversity management strategies that help employees with the adaptation process. II. Cultural diversity Culture is a term that has many definitions in academia; Hofstede (2001) introduces culture as “the collective programming of the mind that distinguishes...
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...cultural diversity in hospitality industry Yi Gong University of Nevada, Las Vegas Follow this and additional works at: http://digitalscholarship.unlv.edu/thesesdissertations Part of the Hospitality Administration and Management Commons Repository Citation Gong, Yi, "Managing cultural diversity in hospitality industry" (2008). UNLV Theses/Dissertations/Professional Papers/Capstones. Paper 480. This Professional Paper is brought to you for free and open access by Digital Scholarship@UNLV. It has been accepted for inclusion in UNLV Theses/ Dissertations/Professional Papers/Capstones by an authorized administrator of Digital Scholarship@UNLV. For more information, please contact digitalscholarship@unlv.nevada.edu. 1 MANAGING CULTURAL DIVERSITY IN HOSPITALITY INDUSTRY by Yi Gong Bachelor of Science China Chongqing University 1998 A professional paper submitted in partial fulfillment of the requirements for the Master of Science in Hotel Administration William F. Harrah College of Hotel Administration Graduate College University of Nevada, Las Vegas December 2008 2 ABSTRACT Managing Cultural Diversity in Hospitality Industry By Yi Gong Gail Sammons, Committee Chair Professor of Hotel Management University of Nevada, Las Vegas Cultural diversity has become a major issue in the hospitality industry of the United States. This paper focuses on analyzing the change faces and current status of the cultural diversity in the hospitality workplaces, discussing...
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...Nama : Ike Meily N.D (11/312439/SA/15787) Givano Ramadhan Mata Kuliah : Etiket Pariwisata. * Impact of Diversity (Cultural differences in employees and guests) on the hospitality industry. Dampak dari keanekaragaman akan perbedaan kultural antara karyawan dan tamu di industri hospitality, membuka tenggang rasa antara para karyawan dan para tamu, bahwa walaupun dengan budaya yang beragam atau latar belakang yang berbeda – beda tidak mempengaruhi hospitality atau pun kenyamanan itu sendiri. Selain itu, Dengan menerima keanekaragaman tersebut, terbentuk lah suatu kelarasan antara tamu dan karyawan, tamu yang merasa dihormati dan karyawan yang senang melayani tamu, apapun budaya yang tamu itu pegang. Selain itu, dengan menerima keanekaragaman, dapat terbentuk nya suatu kerja sama yang kooperatif. Tamu akan memikirkan bahwa dengan keterbukaan kepada keanekaragaman yang ada dapat membawa peluang kerja sama yang lebih baik ke depan nya, dan mengembangkan kemitraan bisnis dengan minoritas, dimana agar minoritas ini dapat berkembang pesat sehingga tidak ada nya diskriminasi yang akan dialami, bahwa walaupun minoritas dapat bekerja keras dan meraih hasil yang besar layak nya orang – orang yang lain. Semakin banyak nya orang – orang yang menerima keanekaragaman cultural, baik dari sisi karyawan maupun tamu, akan membantu industri hospitality semakin berkembang dan semakin besar. Jika dilihat dari dampak yang negatif, adapun mereka yang menolak akan keanekaragaman dapat berdampak...
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...Contemporary Themes of the Hospitality Industry MGMT – M900 Success Strategies for the Hospitality and Service Industries Glion Institute of Higher Education – Glion Online Dr. Michael Powers December 21, 2013 Word Count: 2133 Statement of Authorship Statement of Authorship I certify that this assignment is my own work and contains no material which has been accepted for the award of any degree or diploma in any institute, college, or university. Moreover, to the best of my knowledge and belief, it contains no material previously published or written by another person, except where due reference is made in the text of the work. I also understand that no under circumstances should any part of this assignment be published, including on the internet or publicly displayed without receiving written permission from the university. Abstract: Cultural diversity, collaborative learning and networking have a huge impact in many business of today and that includes the Hospitality and Service Industries. This paper aims to provide insights, suggestions, benefits, challenges and understanding on how to deal with different people of different backgrounds and upbringings in the workplace. It discusses and summarizes the significance of intercultural perceptions, cultural collective thoughts, sharing experiences through storytelling, collaborative learning and the benefits of networking in the workplace. It states that in the hospitality industry and other work sectors...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/1755-4217.htm Managing bilingual employees: communication strategies for hospitality managers Mary Dawson, Juan M. Madera and Jack A. Neal C.N. Hilton College, University of Houston, Houston, Texas, USA Abstract Purpose – One out of four foodservice employees speaks a foreign language at home. Furthermore, 37 percent of those employees speak limited English. Given this, hospitality managers must find ways to effectively communicate with their employees. This paper seeks to address these issues. Design/methodology/approach – The methodology employed a perspective-taking manipulation. Participants were placed in the role of an individual that does not speak the native language that is used in the workplace. Groups were measured on performance, quality, and accuracy. Groups were video-taped to measure frequency of non-verbal behaviors. Participants were surveyed to measure their levels of positivity. Findings – The results of this study identified effective non-verbal communication strategies for managers (combination of gestures, demonstrating, and pointing). When the leader used these strategies, the groups were able to complete the recipes faster. Managers who spoke another language expressed a more positive behavior towards the group. The group also expressed more positive behaviors towards each other when they had a second language leader. Research limitations/implications – A...
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...Critically evaluate the usefulness of definitions of Human Resource Management in understanding the Hospitality Industry Human Resource Management (HRM) has been placed, at least in terms of prescriptive theory, above all the other primary activities of a business and the importance of HRM to businesses in general has been argued to be central and fundamental in order to better enable their business activities and for the fulfilment of their business objectives. In discussing the Resources, Competences and Strategic Capability of Businesses, Johnson and Scholes (1997, Ch 4, p147), say of HRM - “This is a particularly important area which transcends all primary activities. It is concerned with those activities involved in recruiting, managing, training, developing and rewarding people within the organisation”. Others have found evidence that HRM practices can significantly improve a firms performance and for example Dessler (2000 p18) cites research which claims as much as 30% differences (improvements) in financial performance which were attributed to differences in HR practices in banks. He continues to note a study (p 19) which identifies that in 97 metalwork manufacturing plants “Similar evidence of the HR-Performance link has been found”. Elsewhere, as Redman and Wilkinson, Editors (2001 Ch 1, p10) point out, Strategic Human Resource management (SHRM) theory holds that “an organisation’s human resource assets are potentially the sole source of sustainable competitive...
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...currently working in the industry and guest lecturing at tourism and hospitality schools. 2has a PhD in economics (University of Gdańsk, Poland), MA in HRM (College of Europe, Bruges, Belgium), Diploma of Economics (Paris Chamber of Commerce, France), DEUF (Jean Moulin III University, Lyon, France). He is currently lecturer in HRM at Gdańsk Higher School of Administration and consultant for small and medium-sized enterprises. Received 10 December 2008; Revised 10 December 2008; Published online 9 March 2009. Top of page Abstract The aim of this paper is to discuss the question of how hotel companies contribute to improving the quality of life in host communities and the well-being of their employees. A number of research techniques were employed, which allowed to see what the hospitality sector has done to further the aforesaid end. The findings are placed into the context of corporate social responsibility (CSR), and it is argued that, in recent years, hotel companies have gone to great lengths to improve the quality of life in local communities and the well-being of their employees. Critically, by presenting concrete initiatives and highlighting their rationale, it is shown that a growing number of hotels have embedded the idea of CSR into their business models. The paper concludes by asserting that international hotel companies can play an important role in the development of host communities. Keywords: hospitality, corporate social responsibility, hotel...
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...Assess the importance of diversity management, conflict resolution and EEO legislation, focusing on the importance of productive diversity in the service industry. Diversity is the way in which people differ from each other in regards to; gender, age, language, ethnicity, cultural background, sexual orientation, religious beliefs, family responsibilities, disabilities, life experiences, educational background, work experience, marital status and personality (Study Guide, 2011, pg. 52). Diversity in the workplace can be a great strength for an organisation if managed effectively if management make good use of each individual’s values. In order for diversity to be managed effectively and used to the organisations advantage, people-management strategies need to be put in place in order to allow for these differences and allow for people to grow upon them in the organisations favour. Being open to each individuals differences, allows for new ideas to come to light and to be welcoming of different ways of going about tasks. There can however, be issues that arise such as legal implications in regards to discrimination. Discrimination can occur via both indirect and direct means. This is corrected via legislations against the illegal mistreatment and discrimination of employees. Equal Employment Opportunities (EEO) legislations were introduced in order to free all workplaces of discrimination and harassment. Equality and diversity can be thought of in terms of legal aspects, ethical...
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...Applying Concepts Internal marketing is an inward facing marketing concept, used to motivate all functions to satisfy customers, thus aiding in increasing a company’s reputation and image. As MarketingTeacher.com notes, “with internal marketing the marketer is really extending and developing the foundations of marketing such as the marketing concept, the exchange process and customer satisfaction to internal customers” (2012, para. 1). Today within the concept of internal marketing, we see a trend towards a service economy, where there is a convergence of marketing concepts, corporate identity, quality of service and human resources management. There also appears to be a shift in marketing more to the sales side than in the advertising. As Dr Pedroza explains, “happy employees make customers happy.” In the internal marketing model, all activities of an organization have a direct or indirect impact to the external environment. With a focus on the employee, communication becomes an interactive process, and employees are empowered as customers themselves. MarketingTeacher.com goes on to explain that there are a number of techniques that marketers can use to communicate with internal customers and functions. These include identifying internal and external customers and their needs and wants; providing internal services at intranets for human resources; and representing internal business functions within the external environment. Steps that organizational leaders...
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...high-maintenance generation to ever enter the work force" (Breaux 2009,p95). As Gen Y has already started to enter the work force companies cannot afford to ignore the wants and need of Gen Y. Gen Y is just as big in numbers and will keep entering into the workforce at a rapid rate. The companies that don’t figure out how to attract and retain the growing Gen Y workers are likely to find themselves at a distinct disadvantage. After all, Generation Y is the next generation of workers who will ultimately be managing companies and determine if businesses succeed or fail. Article one “Understanding and managing generation differences in the workplace” Database: Emerald Group Publishing Limited Journal: Worldwide Hospitality and Tourism Themes, 2011, Vol.3(4), p.308-318 [Peer Reviewed Journal] Written by: Camille Kapoor Abstract: “ The modern workplace now consists of four different generations for the first time in history. Each generation, Traditionalists, Baby Boomers, Generation X and Generation Y, has been heavily influenced by the events of their time;...
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...Cultural Management Theories and Challenge for Global Managers Preface The hospitality and the tourism industries are inter-related. Neither industry is limited to country boundaries. They are growing very rapidly. In a world which has become globalized, international trade barriers are becoming less and funds can be more easily obtained at present than in the past which boost the development of these industries throughout the world. More and more multinational organisations have emerged in these fields. These organisations are working in different countries in different cultural environments. This cultural difference in different countries introduces to the managers with the classical problem of cross cultural management which involves problems regarding understanding, interacting and communicating with individuals from different cultures (Ayoun and Moreo, 2008). Organisations in hospitality and tourism industries, especially hotels, are being more widely spread across the globe. As such, all managers have to think about culture. There may be two types of manager in this scenario. One is a global manager, actually the best person available for the job from any culture, who is responsible for coordinating business in more than one country. The other one is an expatriate manager, a person from any culture, who is assigned to control the business of one country and who thus becomes an expert of that culture (Capellen and Leuven, 2006. p. 1-4). The global manager’s competency and...
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...Analysis of Topic – Pg. 3-9 References – Pg. 10 Appendix – Pg. 11-12 Diversity is important for workplaces to retain a competitive advantage in today’s global economy. “Diversity enriches the workplace by broadening employee perspectives, strengthening their teams, and offering greater resources for problem resolution” (Cox). Diversity is becoming a more common aspect of the business world, but the importance of diversity is often undervalued. “Up to 79% of organizations indicated that they use some form of diversity training” (Madera). Diversity training helps to inform employees about the benefits of diversity, and how you can achieve diversity. According to Barb Peluso “diversity training is becoming a bigger part of the workplace as economies and marketplaces become globally intertwined”. Diversity is a necessary entity in order for a company to achieve a competitive advantage in the economy. Diversity can often have many different definitions. For this paper I will be using the University of Tennessee’s definition. “Diversity is a commitment to recognizing and appreciating the variety of characteristics that make individuals unique in an atmosphere that promotes and celebrates individual and collective achievement” (University of Tennessee). Diversity can be experienced in numerous different ways. Any individual characteristic that makes a person different leads to diversity. Some common diversity issues include age, language, race, religion, and gender. Diversity’s most...
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...Organisational Behaviour in Hospitality Industry BY GORICA STANISIC NOVEMBER 20, 2013 Lashley and Morrison (2000) have produced definition of hospitality industry; which they see it as, compromises of commercial organisations that specialise in providing accommodation, food and drink through voluntary exchange, and highlighted that the issue of human exchange is a hart of the hospitality concept. Barrows and Powers (2009) have pointed out that hospitality industry includes hotels and restaurants and other kinds of institutions that offer shelter or food or both of them to people away from their homes. Research conducted by Hayes and Ninemeier (2009) have stated that hospitality industry has often been described as a people business. Hospitality industry is UK’S fifth largest employer and plays vital role in UK industry, employing more than 2.4 million people. Hilton Hotels Corporation is the leading global hospitality company with more than 3,000 hotels in over 74 countries (Hilton Worldwide; 2012). Understanding group behaviour in an organisational environment is a challenge and great managerial tasks. A leading author, Mullins (2007) has pointed out that organisational behaviour is concerned with study of the behaviour of the people within organisation. In his research Singh (2007) argued that organisational behaviour is a way of thinking and it is directly concerned with understanding, prediction, and control of human behaviour and application...
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