Professional Documents
Culture Documents
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Learning Outcomes
Examine the nature of diversity in the
Hospitality and Tourism workforce and the
potential problems posed by prejudice,
stereotyping and unfair discrimination.
Understand the evolution and context of equal
opportunity and diversity management concepts.
Analyse the moral / ethical, legal and business
cases for managing individual employee rights
and diversity effectively
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The Debate Question
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Kluckhohn & Murray (1953)
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Types of Diversity
People are different from each other in many ways:
Age
Gender
Educational experience
Ethnic origin – racial, religion or linguistic
Disability – mental capacity or physical ability
Sexual Orientation
Background / social class
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The UK Hospitality Industry Workforce
GENDER
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The UK Hospitality Industry Workforce
ETHNIC ORIGIN
Ethnic minorities over-represented
• 4.9% of all UK workers non-white
• 10.8% of hospitality employees
AGE
Young workers dominate compared to other
UK industries
40% under 25yrs old
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Wider picture
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Problems: Stereotyping,Prejudice & Discrimination
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Prejudice
Basic elements of prejudice are:
A feeling of superiority
Perception of others being different or alien
A feeling of priority claims to certain privileges
and advantages
A fear and suspicion of others
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Discrimination
An outward display of prejudice involving :
Treating someone less favourably’ (Hollinshead et al,
1999) e.g on grounds of sex, race, disability, sexual
orientation, age etc.’
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Outcomes
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Reasons for Customer & Worker Diversity
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Three Interrealated ‘CASES’
1. Moral / Ethical Case
Universal Declaration – Article 23
Legal frameworks evolved from this
• Legal Case
Anti discrimination legislation but ! gaps (age, looks etc)
Linked to moral / ethical and business cases
• Business Case
Linked to legal and moral / ethical cases
Basis of Diversity management approach
• Morale and Motivation levels of unfairly treated workers –
impacts on customer satisfaction (Bowen et al 1997)
• Stakeholder theory / benefits to organisations and wider
society of stakeholder approach
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Universal Declaration of Human Rights
http://www.hrweb.org/legal/udhr.html
Article 23.
Everyone :
Has the right to work, to free choice of employment, to
just and favourable conditions of work and to protection
against unemployment,
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Universal Declaration of Human Rights
Everyone :
Who works has the right to just and favourable
remuneration ensuring for himself and his family an
existence worthy of human dignity, and supplemented, if
necessary by other means of social protection
Has the right to form and join trade unions for the
protection of his interests
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Equal Opportunities (EO) Approach
Based on legal framework from 1970’s onwards
Often seen as unnecessary regulations borne out of PC
(political correctness) interference from government.
Aims to achieve a more even spread of jobs across
different groups within community
EO initiatives may aim to
• Eliminate unfair discrimination
• Introduce fair recruitment and selection practices
• Bring in procedures for dealing with alleged acts of
discrimination
• Provide training and development for groups typically
disadvantaged.
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Criticisms of EO Approach
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'So long as equal opportunities was equated
simply with legislation, then its always going
to be about group parity, and getting the
numbers 'right'. This was a recipe for inertia
over the last fifteen years, this is pretty
much what we experienced.'
Ross & Schneider, 1992 p.36
in Cassell, 2001 page 406
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The Business Case - Fairness
Bowen et al 1997 –
‘the case of Charlie the baggage handler’
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Business Case – Diversity Management (DM)
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Diversity Management (DM)
Goes beyond just the moral and social
arguments for tackling discrimination to focus
upon the business reasons.
Recognises that people from different
backgrounds and walks of life bring fresh
ideas and perceptions which can result in
better products/services and more efficient
ways of working.
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Effective DM
Harnessing differences to create environment in
which:
Everybody feels valued
Everybody’s talents are being fully utilised
Organisational goals will be met
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Business Benefits of Managing Diversity
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MOSAIC framework - DM
M a strong company mission which makes diversity a long-term
business objective
O objective and fair processes for recruitment, training,
appraisals etc
S having a skilled workforce which is aware of the value of
diversity
A active flexibility in the criteria of benefits offered
individual (as opposed to group) focus which means valuing
I all employees for their differences
an empowering culture which is trusting, supports risk and
C where there is an absence of prejudice and discrimination
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EO/DM Summary
EO DM
Moral / ethical & legal Based on the ‘Business
case Case’
For disadvantaged For ALL individuals
groups Seeks to improve
Sets targets and uses opportunities for all
positive action Driven by business need
Driven by legislation, for culture change
policy and procedures
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ASPECT EQUAL OPPORTUNITIES MANAGING DIVERSITY
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Stakeholder Theory
The traditional view of business / economics
Milton Friedman – (1970)
“the purpose of a company is to make profits for
stockholders, which means that stockholders are the
one and only stakeholder group that managers should
take into account when making decisions”
The Contemporary Stakeholder Perspective
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Stakeholder Theory ( Corporate Ethics)
Freeman(1984) and Carroll (1989) indicate :
organisations benefit from understanding the needs
and concerns of a broad set of stakeholders.
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Models of managing diversity
Organisational vision
Top management commitment
Auditing and assessment of needs
Clarity of objectives
Clear accountability
Effective communication
Co-ordination of activity
Evaluation
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Useful sources
Creating a Work-Life Balance: A Good Practice Guide for the Hospitality
Industry, (2001)
(Department of Trade and Industry
Roy C. Wood (2003) Diversity Management
Chapter 4 in ‘Brotherton (2003)
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