Diversity management in tourism and hospitality: an exploratory study

Abstract

Purpose The hospitality and tourism industry has seen an increase in organizations operating internationally, bringing people from diverse cultural backgrounds together. The authors aim to help clarify that with a lack of awareness and understanding about diversity, many problems arise in terms of effective intercultural communication between managers and employees and employees and the customers. This paper helps in answering the questions related to the importance of cross cultural management, the intercultural issues faced by an organization, the best practices for diversity management and the future of cultural diversity. Design/methodology/approach The authors have carried out a review-based research of 60 papers relevant to the topic. The study has been restricted to secondary data consisting of research in the area of managing cultural diversity. Findings The researchers have concluded that there are different dimensions of cultural diversity and thus policies and programs to manage it have to be carefully implemented and integrated. Also, managers need to identify the current gaps in the organization in terms of diversity management to take the necessary steps for building a harmonious relationship between expatriates and the local employees. Originality/value The study addresses the complex nature of cultural diversity and the management issues of multiculturalism within the hospitality and tourism industry. The authors have made an effort to identify the best practices and programs for managing a diverse workforce which may also improve engagement and retention levels through radical inclusion of employees.

Leader readiness of Gen Z in VUCA business environment

“…It also seems plausible to have new communication methods in this age of cultural change. It is extremely essential to have a leader who is not only able to identify the basic requirement of the employees but also knows how to stick to the plan while working with brains of different eras (Alpert et al , 2015 cited in Malik et al (2017) foresight ).…”

Fostering Self-Authorship Through Work Integrated Learning in University Tourism Programs: A Missed Opportunity?

“…A curriculum that encourages students to be selfdirected and capable of making their own decisions in the work placement encourages them to act outside of their comfort zone and take personal authority for their learning and actions (Baxter Magolda, 2004). Unfamiliar settings for students undertaking WIL placements in tourism and hospitality organisations can present students with exposure to a range of different cultural perspectives as tourism and hospitality organisations are often comprised of employees from various ethnic backgrounds (Malik, Madappa & Chitranshi, 2017). Additionally, the customers/guests of internship host organisations are at times international tourists representing a myriad of cultures.…”

Can managing employee diversity be a pathway to creativity for tour companies?

“…Research has further shifted from examining the effects of diversity to exploring the effectiveness of managing employee diversity on their outcomes (Nishii et al, 2018;Shen et al, 2014). Nonetheless, in comparison with the general business literature, diversity management in general and diversity-oriented human resource (HR) practices in particular have been less explored in the tourism and hospitality industry (Kalargyrou and Costen, 2017) although this industry has seen an increase in organizations operating globally, bringing people from diverse backgrounds together (Malik et al, 2017). Manoharan and Singal (2017) identified the underdevelopment, fragmentation, and inconsistency in diversity management research in the hospitality discipline.…”