diversity

Topics: Hotel, Discrimination, Management Pages: 7 (2052 words) Published: November 1, 2014

TABLE OF CONTENTS

Page Table of Contents……………………………………………………………………………………………….2

INTRODUCTION…………………………………………………………………………………………………3

DIVERSITY…………………………………………………………………………………………………………..4

DIVERSITY AT WORK…………………………………………………………………………………………..5

DIVERSITY MANAGEMENT FOR HOSPITALITY ORGANIZATIONS………………………….7

CONCLUSION………………………………………………………………………………………………………9

REFERENCES……………………………………………………………………………………………………….10

INTRODUCTION
In early 1990, the equal opportunities at workforce dispute and relative to generate the new concept of managing diversity issue (Maxwell, McDougall and Blair, 2000). There is still evidence of discrimination in the public sector even though these sectors asserted commitment to equal opportunities and equality legislation made many years ago (Holly, 1998). Moreover the origins of managing diversity in United States with originally concerns about the concepts and ideals of managing diversity, and developed more focus on organizational implications and benefits, also the interest in managing diversity has become increasingly in recent years (Maxwell, McDougall and Blair, 2000). There are many differences between equality and diversity. For the equality, it is external forces and supported by legal framework to protecting the rights, fair and social justice of workforce (McDougall, 1996). Moreover, organizations should be more interest their workforce and consider the equally, such as ethical and human rights or moral issues (Wilson and Iles, 1999). In addition, managing diversity is driven by an internal need, such as benefits the organizations economic and business needs, search for organizational survival and effectiveness through use of all skill areas (McDougall, 1996). Kandola and Fullerton in 1994, quoted by Maxwell, McDougall and Blair, (2000, p.368), said that equality is more focus and concentrates on principles of discrimination. In contrast, an important to diversity is concentrates on the organizations profitability through workforce performance and to maximize their potential in the workplace (Wilson and Iles, 1999). Furthermore, the aim of equality is relating to the group focused, group initiatives and family friendly policies, such as gender, racial, disability discrimination and ethnic minorities (Maxwell, McDougall and Blair, 2000). On the other hand, diversity is about the individual focused, universal initiatives, employee friendly policies and individual development (Wilson and Iles, 1999).

DIVERSITY
More international firms are increasing of the internationalization businesses and markets, so that their worldwide trend becomes more workforce diversity and trend to more diverse customer markets (Maxwell, McDougall and Blair, 2000). And “diversity is an increasingly important factor in organizational life as organizations worldwide become more diverse in terms of the gender, race, ethnicity, age, national origin, and other personal characteristics of their members” (Shaw and Barrett-Power, 1998, p.1307). Moreover, the differences also include appearance, weight, height, spoken accent and others. Therefore, diversity is most important and its impact on how differences people can work together as a team work and increasing organizational efficiency and effectiveness (Shaw and Barrett-Power, 1998). Nowadays the workforce includes different people and share different perspectives, ideas, skills, needs, values, attitudes and working behaviors. The worldwide organizations are increasingly requires employees from diversity cultures to work together in cross-national teams. (Jackson in 1995, quoted by Shaw and Barrett-Power (1998, p.1308), said that companies can maximum use of all resources to enhance their competitive advantage through cross-divisional, interdepartmental and cross-functional. On the other hand, if the workforce diversity is under a bad...

References: Baum, T., Dutton, E., Karimi, S., Kokkranikal, J., Devine, F. and Hearns, N. (2007) “Cultural diversity in hospitality work”, Cross Cultural Management: An International Journal, 14 (3), pp. 229-239.
Devine, F., Baum, T., Hearns, N. and Devine, A. (2007) “Cultural diversity in hospitality work: the Northern Ireland experience”, International Journal of Human Resource Management, 18 (2), pp. 333-349.
Holly, L. (1998) “The glass ceiling in local government: A case study”, Local Government Studies, 24 (1), pp. 60-73.
Maxwell, G., McDougall M. and Blair, S. (2000) “Managing diversity in the hotel sector: the emergence of a service quality opportunity”, Managing Service Quality, 10 (6), pp. 367-373.
McDougall, M. (1996) “Equal opportunities versus managing diversity; Another challenge for public sector management?”, International Journal of Public Sector Management, 9 (5/6), pp. 62-72.
Netto, B.D. and Sohal, A.S. (1999) “Human resource practices and workforce diversity: an empirical assessment”, International Journal of Manpower, 20 (8), pp. 530-547.
Shaw, J.B. and Barrett-Power, E. (1998) “The effects of diversity on small work group processes and performance”, Human Relations, 51 (10), pp.1307-1325.
Wilson, E.M. and Iles, P.A. (1999) “Managing diversity – an employment and service delivery challenge”, International Journal of Public Sector Management, 12 (1), pp. 27-48.
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