Purpose The purpose of this paper is to present a review of diversity management research published in hospitality and tourism-specific and business discipline-based journals. The study objectives include attempting to assess the progress of diversity management research in hospitality and tourism, identifying gaps between the general business diversity management literature and the hospitality and tourism literature and providing hospitality and tourism scholars with suggestions to advance knowledge in diversity management. Design/methodology/approach The study is a critical review of the existing diversity management literature in the general business and hospitality and tourism disciplines in an attempt to identify gaps and make suggestions for expanding this knowledge in the hospitality and tourism fields. Findings There are significant gaps between the diversity management scholarship conducted in hospitality and tourism disciplines and the general business field. Diversity management research in general business is far more in-depth and uses sociological and social psychological theoretical frameworks. Research limitations/implications There are lessons to be learned from the general business literature that uses strong theoretical foundations deeply grounded in sociological, psychological, social-psychological and management theories. The general management literature also explores the conditions under which diversity management adds value or creates challenges for organizations. Practical implications The hospitality and tourism industry has employed large numbers of ethnic minorities, women and members of the lesbian, gay, bisexual and transgender community for decades. As such, it is critical that scholars explore the implications of such a diverse workforce not only on organizational outcomes, but also on individual and group performance. The general business diversity management research suggests that workgroup composition can influence individual and group performance, as well as the quality of co-worker relationships. Given the team-oriented, interdependent nature of work in the hospitality and tourism industry, it is imperative that researchers conduct studies that help practitioners understand the most effective perspectives and approaches to diversity management. Social implications The critical literature review demonstrated that there is extremely scarce research on diversity management focusing on employees with disabilities. It is imperative to shed more light on best diversity management practices, workplace etiquette of this under-represented group of employees and their interaction with their co-workers. Originality/value This study’s results provide insight into areas of exploration that can significantly enhance the scholarship on diversity management in the hospitality and tourism literature.

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This article takes a dyadic approach to the conceptualization of nature-based tourism (NBT) destinations. Treating the natural area and its gateway city as distinct evaluative objects, we propose that tourists may differentially assess each element of a city-park dyad based on the degree to which the attributes of each are perceived as conducive to the fulfillment of NBT-specific goals. By empirically testing this perspective, this study reveals the unique complexities of NBT. The findings indicate that nature-based tourists have distinct perceptions of natural areas and their gateway cities. The results also reveal that proenvironmental attitudes motivate individuals to engage in NBT and are associated with a positive image of the natural area. However, these proenvironmental attitudes also yield negative attitudes toward the human-made attributes of the gateway city, which result in a negative image of the city itself. The principal implications for future research and application are discussed.

Employee development is the process of providing employees with opportunities to grow within an organization. While there is much research conducted on the value of training, there is little scholarship conducted on developing employees to prepare them for positions of greater responsibility. Given the high turnover prevalent in the hospitality industry, and the cost of this turnover, it is imperative that we understand this construct, as well as how employee development might impact key human resources measures such as employee job satisfaction, organizational commitment, and intent to stay. This report presents a review of the existing literature and examples of employee development programs that appear to be working, while also offering suggestions for areas of future research.