JOHN B. LACSON FOUNDATION MARITIME UNIVERSITY-MOLO, INC.

COLLEGE OF BUSINESS

LEARNING MODULE
MULTICULTURAL DIVERSITY IN WORKPLACE
(MDW)

Name: ______________________________________
Year & Section: ______________________________________
Contact Number: ______________________________________
Email: ______________________________________
Instructor: ______________________________________

Authored by:

WEEZIE KAY MANUCAN

MULTICULTURAL DIVERSITY IN WORKPLACE
HOW TO USE THIS MODULE

Welcome!

This course describes the skills, knowledge and performance outcomes required
to manage multicultural diversity in workplace that covers organization’s diversity
policy, encouraging diversity within work teams and upholding the benefits of a
diverse workplace. It should also develop the ability to communicate with people
from a range of social and cultural groups with respect and sensitivity, and to
address cross – cultural misunderstanding if it arises. The end goal is for the
student to be equipped with social awareness and diverse understanding when
serving customers and working with colleagues.

This learning module was created to give you a whole perspective of multicultural
diversity in the workplace. The topics in each unit within the scope of this learning
module help you understand the behavioural differences among international
tourists and hosts. The learner will have a wide perspective about the concept of
human behaviour in tourism and the factors that influence this behaviour.

To assess and measure students’ progress, online activities, assignments and

quizzes are provided in each course unit.

“Cultural differences should not separate us from each other,

but rather cultural diversity brings a collective strength that can benefit all of
humanity” by Robert Alan.

Welcome Aboard Lacsonians!

I will be your MDW Virtual

Instructor. I will guide you through the
pages of the learning module this
academic semester.

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MULTICULTURAL DIVERSITY IN WORKPLACE

COURSE CODE & TITLE: MDW (Multicultural Diversity in Workplace)

This course describes the skills, knowledge and performance outcomes

required to manage multicultural diversity in workplace that covers organization’s
diversity policy, encouraging diversity within work teams and upholding the
benefits of a diverse workplace. It should also develop the ability to communicate
with people from a range of social and cultural groups with respect and
sensitivity, and to address cross – cultural misunderstanding if it arises. The end
goal is for the student to be equipped with social awareness and diverse
understanding when serving customers and working with colleagues.

Course Intended Learning Outcomes

Upon completion of the course, students will be able to:

1. Demonstrated an understanding of issues in human relations as these
relate to cultural diversity.
2. Identified, compared and contrasted cultural diversity issues in a wide
range of organizations.

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MULTICULTURAL DIVERSITY IN WORKPLACE
Introduction

The increasing numbers of tourist arrivals in every tourism destination brings

opportunities to offer genuine cultural experiences. Internationalization,
globalization, advances in technology, communication and transportation is now
considered as the modern tourism environment. This leads to exposure to
culturally different societies, social interactions, and cultural exchanges. The
target of the international tourism industry is the culturally different tourists and
the challenge for this will be to better understand the cultural diversity of these
tourist markets.

The concept of culture is complex. Studying the cultural characteristics of

international tourist includes identification of similarities and differences among
them. It is important to analyze and understand the cultural differences among
international visitors and the impact of these differences on tourist behavior. As
the tourism and hospitality industry moves into the 21st century, tourism and
hospitality related establishments who operate in the international business
environment must understand the national cultures of the tourists to produce a
quality tourism service.

Tourism and hospitality industry requires more interaction among people from
diverse backgrounds. Creativity and innovation is the new trend to diversified
business tourism products and services to remain competitive in the industry.
This learning module is designed to provide a better understanding how national
culture affects the relationships between guests and hosts. It may help prepare
tourism and hospitality graduates and learners who aspire to work in a very
complex multicultural tourism environment. It discusses general definition for
workplace diversity, effective strategies for managing diverse workforces, quality
of services expected by the guests, their perceptions of tourism products and
their vacation experiences.

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MULTICULTURAL DIVERSITY IN WORKPLACE

COURSE OUTLINE FOR MIDTERM

Unit 4 Introduction to Management of Workplace Diversity

Topic 1 Diversity Management

Topic 2 The Concept of Workplace Diversity
Topic 3 Benefits of Workplace Diversity
Topic 4 Challenges of Managing Diversity
Topic 5 A Model for Diversity

Unit 5 Issues in Workplace Diversity

Topic 1 Gender Issues

Topic 2 Age Issues
Topic 3 Generation Issues
Topic 4 Race Issues
Topic 5 LGBT Issues

Unit 6 Workers in Workplace Diversity

Topic 1 The Foreign Workers

Topic 2 The Disabled Workers
Topic 3 The Part-Timers
Topic 4 The HIV/AIDS Workers

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MULTICULTURAL DIVERSITY IN WORKPLACE

Unit 4 Introduction to Management of

Workplace Diversity

At the end of the topic, students will be able to:

1. Define and explain Diversity

2. Know the different aspects in Diversity Management
3. Know the need for business to embrace diversity
4. Know the benefits of workplace diversity
5. Know the different models of diversity

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MULTICULTURAL DIVERSITY IN WORKPLACE
Diversity Management

Diversity management is an
important concept that is universally applied
to the workplace. Earlier, countries could
claim to be ethno-centric in their approach
by having a homogeneous race at work with
the style of sameness. If you just watch a
typical American soap, it speaks of burgers,
college lifestyle, American stereotype of
hero, etc. This means that stereotypes tend
to give an image of what one society is and
how it might differ from others or the s-
called rest of the world.

This image is no truer today

especially when one speaks of a
globalized world-a concept
developed since the 1990s and so-
widely accepted today in all
communities of the world. Marshall
McLuhan spoke in the 1960s of a
global village with increased speed of
communication and the ability of
people to read about, spread, and
react to global news quickly (Mc
Luhan, 1964), while management writers like Ohmae (1999) commented on the
borderless world with excellent opportunities to trade without fear. These ideas
better illustrate today's workplace with its high level of diversity. It includes firstly
people of all races combining their effort to reach the corporate goals of the firm.
People can then be of different gender, male and female, where they contribute
more than ever before to their organization with and without role differences.
Next comes the age factor. A company is also like a family with people of different
ages. They work together and collaborate to the wellbeing of their firm.

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MULTICULTURAL DIVERSITY IN WORKPLACE
In diversity management,
one can also come across
physically handicapped or disabled
workers. Although they face a lot
of discrimination due to their
physical problem, they have
nowadays more rights and
opportunities to work. Engaging
them in the work community
proves to be beneficial both to
them and the business. One can also speak of social class differences that are
broadly overcome but can vary in terms of importance among different cultures.
The movements in class might also explain how diversity can address
organizational issues.

Then comes the foreign employee. There are two trends that are
identifiable. Firstly, people from the developing world moved in large numbers to
rich countries that were their former colonists. Secondly, top executives are
moving to developing nations to sell their managerial expertise. Foreign
employees might also invoke the issue of cultural diversity and tolerance.

There are part-timers to consider in diversity management. When

economies are in dire difficulties, new forms of employment do arise and part-
timers have a key role to play in it. Their expertise and contribution plays a key
role in addressing the work problem through their diversity

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MULTICULTURAL DIVERSITY IN WORKPLACE
The Concept of Workplace Diversity

Diversity is generally defined as acknowledging, understanding, accepting,

valuing, and celebrating differences among people with respect to age, class,
ethnicity, gender, physical and mental ability, race, sexual orientation, spiritual
practice, and public assistance status (Esty, et al., 1995).

Managing diversity means acknowledging people's differences and

recognizing these differences as valuable. It enhances good management
practices by preventing discrimination and promoting inclusiveness. Good
management alone will not necessarily help an individual work effectively with a
diverse workforce. While the traditional notion of workplace diversity may refer
to representations of various races, genders and religious backgrounds, today's
concept of workplace diversity is broad-based. Besides these classical variables,
considerations are also made on personality, age, style, skills, education,
background, etc. The focus of workplace diversity now lies on the promotion of
individuality within an organization, acknowledging that every person can bring
something different to the business.

An organization that is committed to a

diverse workforce is one that aims to harness a
pool of individuals with unique qualities, seeing
this combination of differences as a potential for
growth rather than opportunities for conflict.
Attached to this commitment is also an intention
to nurture and develop the potential of everyone.

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MULTICULTURAL DIVERSITY IN WORKPLACE
Organizations must understand that managing diversity is much more than
gaining knowledge on race and gender issues. Managing diversity should be
viewed as providing a perspective that can enhance creativity and growth. The
discipline provides a way of thinking that allows us to view our organizational
activities through a more objective eye.

The need for businesses to embrace diversity

Diversity means empowering people. It makes an organization effective by

capitalizing on all the strengths of each employee. Diversity is also understanding,
valuing, and using the differences in every person. Simply enforcing government
regulations is not the best way to embrace diversity. To obtain that competitive
edge companies need to create great work teams by using the full potential of
every individual.

Embracing diversity is the first

item for building teams. Every team
building theory states that to build a
great team, there must be a diverse
group of people on the team.
Choosing people like oneself to be on
teams is like inbreeding – it
multiplies the flaws. While on the
other end of the continuum is having an assorted group of individuals which
diminishes the flaws of others.

Internally, organizations promote diversity and manage increasingly

heterogeneous workforces, accommodate and integrate employees with different
value and belief systems and combat a range of different forms of discrimination
with both organizational and societal consequences (Groschl, 2011).

Externally, organizations must manage demands from governmental,

consumer and lobbying sources for the implementation of anti-discrimination
policies and laws, and for attracting and integrating employees from minority or
historically disadvantaged groups (Groschl, 2011). These demands and activities
affect the review and revision of organizational culture, HIR policies and practices
and ethical standards.

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MULTICULTURAL DIVERSITY IN WORKPLACE

Benefits of Workplace Diversity

According to Greenberg (2008), an organization's success and

competitiveness depends upon its ability to embrace diversity and realize the
benefits. When organizations actively assess their handling of workplace diversity
issues, develop and implement diversity plans, multiple benefits are reported
such as:

Increased adaptability. Organizations

employing a diverse workforce can supply a
greater variety of solutions to problems in
service, sourcing, and allocation of
resources. Employees from diverse
backgrounds bring individual talents and
experiences in suggesting ideas that are
flexible in adapting to fluctuating markets
and customer demands

Broader service range. A diverse collection

of skills and experiences (e.g. languages,
cultural understanding) allows a company
to provide service to customers on a global
basis.

Variety of viewpoints. A diverse workforce that feels comfortable communicating

varying points of view provides a larger pool of ideas and experiences. The
organization can draw from that pool to meet business strategy needs and the
needs of customers more effectively.

More effective execution. Companies

that encourage diversity in the workplace
inspire all their employees to perform to
their highest ability. Company-wide
strategies can then be executed,
resulting in higher productivity, profit,
and return on investment.

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MULTICULTURAL DIVERSITY IN WORKPLACE

Attract and retain talent. Andrade (2010) states that talent can add a competitive
edge to any organization. Feeling included and appreciated increases loyalty and
feeling of belonging. Language skills pool is increased and propels organization
forward either to compete in the International global world or to increase its
diverse customer base.

Challenges to managing diversity

There are challenges to managing a diverse work population. Managing

diversity is more than simply acknowledging differences in people. It involves
recognizing the value of differences, combating discrimination, and promoting
inclusiveness. Managers may also be challenged with losses in personnel and
work productivity due to prejudice and discrimination and complaints and legal
actions against the organization (Devoe, 1999).
Diversity-related challenges are present in almost every workplace,
whether they are giant
corporations or small business
operations. The globalized
business world has increased
the need for individuals from
all walks of life. Holt (2015)
states that conflict is a natural
part of this process and, as
long as it is handled in a
healthy way, can bring a group
of employees closer together.
Challenges are what improve
employee relationships and
promote diversity, if handled
correctly. If handled
incorrectly, a company could
fall apart, face lawsuits and spend more time resolving conflict than being
productive. These challenges, when handled in a healthy way, push people to
grow, improving productivity and employee relationships, decreasing workplace
tension and resulting in a positive place to work.

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MULTICULTURAL DIVERSITY IN WORKPLACE
The managerial and psychological challenge

Managerially managing diversity is challenging because by opening

ourselves and our organizations to the perspectives of individuals and groups who
have had less managerial voice in the past, we can step outside the traditional
frame of decision making. Managers must deal with different types of people and
different visions. It is not the same compared to a structure where values are
common or homogeneous.
Psychologically managing diversity is challenging because of issues such as
personality, perception, attitudes, and values. Individual differences are largely
responsible for stereotyping, discrimination, and prejudice. Companies might
These are issues where all people differ individually like responses to different
individuals greatly underestimate the power of memory and past experiences.
This issue might influence the manager's response to individual differences.

A Model for Diversity

The Four Layers Model. According to Amelio (2015), the Four Layers Model can
help the manager understand that diversity comprises many characteristics of
people at work, not only a few. The diversity-mature manager will seek to
understand these factors and dimensions of diversity to ensure he is bringing out
all aspects of an individual's talents and abilities in support of the organization's
mission and goals.

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MULTICULTURAL DIVERSITY IN WORKPLACE

Personality. This includes an

individual's likes and dislikes
values, and beliefs. Personality is
shaped early in life and is both
influenced by, and influences,
the other three layers
throughout one's lifetime and
career choices.

Internal dimensions. These include

aspects of diversity over which we
have no control (though "physical
ability" can change over time due to
choices we make to be active or not, or
in cases of illness or accidents). This
dimension is the layer in which many
divisions between and among people
exist and which forms the core of
many diversity efforts. These
dimensions include the first things we
see in other people, such as race or
gender and on which we make many
assumptions and base judgments.

External dimensions. These include aspects of our lives which we have some
control over, which might change over time, and which usually for the basis for
decisions on careers and work styles. This layer often determines, in part, with
whom we develop friendships and what we do for work. This layer also tells us
much about whom we like to be with.

Organizational dimensions. This layer concerns the aspects of culture found in a

work setting. While much attention of diversity efforts is focused on the internal
dimensions, issues of preferential treatment and opportunities for development
or promotion are impacted by the aspects of this layer.

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MULTICULTURAL DIVERSITY IN WORKPLACE

Theoretical Contributions to Diversity Management

The radical approach to promoting equal opportunities was adopted by

individuals who held strong political and ethical values and recognized the
historical disadvantage that certain groups, such as women, ethnic minorities and
disabled persons, experienced in employment (Jewson and Mason 1986). The
supporters of this approach advocated positive discrimination and affirmative
action as their methods for change (Adler and Izraeli, 1988). Jewson and Mason
(1986) identified two distinct approaches to promoting equal opportunities in
employment. These were the liberal and radical change approaches. The
proponents of the liberal approach argued that women and men were essentially
the same and that sex equality would be achieved once employment policies and
procedures became identical for both sexes (Cockburn 1989). The liberal
approach was identified with its "business-case" arguments, which were
propounded in the 1990s to achieve sex equality at work. These practitioner-
based arguments aimed at convincing a managerial audience that equality and
diversity were financially beneficial to their organizations. Cockburn (1989)
asserted that the radical approach was “retrogressive in further dividing the
already divided powerless groups”. She also pointed out, that, although the use of
a radical approach could promote the relative position of one disadvantaged
group, it did not promise any improvement in the structures that perpetuate
inequalities at work. Cockburn (1989) argued that the liberal approach was not
able to reach its targets and that the radical approach, while boosting the
interests of some disadvantaged groups such as women ethnic minorities and
disabled workers, did not challenge the employment structures that upheld sex
discrimination. Instead, she proposed a transformational change approach with a
short and a long-term agenda. Kandola and Fullerton (1998) in their book
Diversity in Action: Managing the Mosaic state that the basic concept of managing
diversity accepts that the workforce consists of a diverse population of people.
The diversity consists of visible and non-visible differences which will include
factors such as sex, age, background, race, disability, personality and work style. It
is founded on the premise that harnessing these differences will create a
productive environment in which everyone feels valued, where their talents are
fully utilized and in which organizational goals are met."

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MULTICULTURAL DIVERSITY IN WORKPLACE

Lacsonians!
Prepare for…….

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MULTICULTURAL DIVERSITY IN WORKPLACE

UNIT ASSESSEMENT TASKS

1. Why is diversity management considered as an important issue at the

workplace? (15 Points)
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References

Books:

✓ Mylene A.Yeung. (2019). Multicultural Diversity in Workplace.Edric Publishing House

✓ Larry Stuart. (2019). The Spirit of Hospitality: How to Add the Missing Ingredients Your
Business Needs. Morgan James Publishing.

Journals:

✓ Neil, K. (2020). The role of hospitality & tourism schools in promoting gender equity.
Journal of Hospitality, Leisure, Sport & Tourism Education (Elsevier Science), 27, N.PAG.
https://doi.org/10.1016/j.jhlste.2020.100269
✓ Ng, E. S., & Sears, G. J. (2020). Walking the Talk on Diversity: CEO Beliefs, Moral Values,
and the Implementation of Workplace Diversity Practices. Journal of Business Ethics,
164(3), 437–450. https://doi.org/10.1007/s10551-018-4051-7
✓ Cahill Pope, P. (2019). The Trust Imperative in the Workplace: Leveraging Diversity and
Inclusion. Design Management Review, 30(3), 4–10.
https://doi.org/10.1111/drev.12182

✓ Online/Websites:
✓ https://bit.ly/3fYoxRh
✓ https://www.un.org/en/events/culturaldiversityday/pdf/Investing_in_cultural_diversity.
pdf

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