FINAL LEARNING ACTIVITY

THC-Multi Cultural Diversity in Workplace

Gender Issues in Workplace Diversity

1. Why were women earlier limited to household chores?

Women's limitations to housework can be traced back to patriarchal systems that

were present in many countries throughout history. These institutions favored
men over women, putting men in positions of power and control and relegating
women to submissive duties. As a result, women were expected to focus on
household tasks and childcare, while men were expected to be providers and
protectors. Furthermore, the industrial revolution limited women's chances
outside the house. Women were left to care for home responsibilities and child-
rearing while men began to work in factories and other businesses. This resulted
in a gendered division of labor, with women in charge of the home and men in
charge of the workplace. Also, in many countries throughout history, women’s
lack of legal and political rights contributed to their confinement to household
chores. Women were denied the opportunity to vote, own property, and make
their own decisions, making it impossible for them to seek employment and other
possibilities outside the house.

2. What does term “feminism” mean? Does feminism exist in the hospitality?
A social and political movement known as “feminism” promotes gender equality
and women’s empowerment. Feminism aims to address and remove gender-
based oppression, discrimination, and inequality. Feminism has numerous
manifestations in the hospitality sector. For example, it can entail fighting gender-
based harassment and discrimination, encouraging diversity and inclusion, and
assisting women-owned businesses. It can also entail pushing for equal pay and
opportunity for women in leadership roles. The promotion of women’s views and
viewpoints as well as showcasing the contributions made by women to the
industry can all be considered forms of feminism in the hospitality sector. This
can involve encouraging women to pursue careers in culinary and hospitality
fields, showcasing women-run enterprises, and encouraging their participation in
trade groups and organizations.

3. What is a “glass ceiling” and why is it a barrier to women?

The term “glass ceiling” refers to the invisible restrictions that, regardless of a
woman’s credentials or performance, keep her from rising to positions of greater
leadership and authority in the workplace. These obstacles can take many
different forms, such as biases, stereotypes, and discrimination that restrict
women’s possibilities for job progression.
The glass ceiling prevents women from realizing their full potential and from
contributing their talents and skills to their companies, which is a barrier for
women. In addition to experiencing discrimination in the recruiting,
compensation, and promotion processes, women may also be left out of
leadership positions and decision-making procedures. The glass ceiling can also
have a negative influence on the economy by limiting women’s potential
contributions to business and society. When women are excluded from positions
of leadership and decision-making, it can result in fewer varied and innovative
company solutions and less effective governance.

Generation Issue in Workplace Diversity

1. What are four main generations for employees at work?

• Baby Boomers—born 1946 to 1964

• Generation X—born 1965 to 1980

• Millennials—born 1981 to 200

• Generation Z—born 2001 to 2020

2. How is baby boomer perceived as a unique generation in hospitality and

tourism industry?
Because of their relatively high levels of disposable income, desire for
experiences and travel, and high expectations for high-quality service, baby
boomers are widely regarded as a distinct generation in the hospitality and
tourist industries. Baby boomers are people born between 1946 and 1964,
and they make up a sizable section of the population in many countries. Baby
boomers are frequently sought after as a major demographic for travel and
leisure activities in the hospitality and tourism industries. They are frequently
believed to have more time and discretionary means to spend on travel and
experiences, and they are frequently interested in more opulent or high-end
goods. Baby boomers are frequently viewed as having high standards for the
level of service and personal attention. They can want attentiveness to detail,
individualized service, and a high degree of comfort and convenience. Instead
of only looking for tourist sites, they might value encounters that let them
engage with local communities and cultures.
3. How does generation gap affect diversity at work in hospitality and tourism
industry?
 Because various generations may have different viewpoints, beliefs, and
expectations about work and workplace culture, the generation gap can
significantly affect diversity in the hospitality and tourism business. This may
present opportunities and challenges for the industry's efforts to promote diversity
and inclusion. The generation gap can hinder communication between
generations, which is one of its difficulties. For example, older employees may
prefer different communication methods than younger employees, which might
cause miscommunications and conflicts. This can hinder attempts to promote
diversity and inclusion by making it challenging to establish relationships and
interact successfully across generations. However, the generaion gap can also
present possibilities for the hospitality and tourism sector to promote
inclusiveness and diversity. Organizations can develop a more dynamic and
creative workplace culture by embracing the viewpoints and experiences of many
generations. For instance, younger employees may provide fresh perspectives
and methods for using social media and technology, but elderly employees may
bring invaluable expertise and understanding about hospitality and customer
service.

Management and Leadership in Workplace Diversity

1. Why should managers practice diversity in hospitality and tourism industry?
The hotel and tourist sector benefits from promoting diversity because it can
draw and keep a varied workforce and clientele. Globalization has made travel
more convenient and economical, and individuals from all over the world are
visiting various locations. Having a workforce that accurately reflects the variety
of their clientele is therefore crucial for the hospitality and tourist sectors. This
can contribute to the creation of a warm, inclusive workplace where clients feel
respected and at home. Additionally, the reputation and image of the business
can be enhanced by having a diverse workforce. Businesses that value diversity
and inclusion attract both customers and staff. Positive word-of-mouth marketing
and improved brand loyalty may result from this.
2. How does organizing for change impact workplace diversity?
Holding management responsible for establishing and preserving a diverse and
inclusive workplace is one way that organizing for change can affect workplace
diversity. Employees can force management to act on issues pertaining to
diversity and inclusion by organizing for change and advocating for diversity. For
example if a group of employees feels that the company’s hiring processes aren’t
diverse enough, they can band together to submit studies and suggestions to
management on how to increase recruitment diversity. By doing this, they hold
management responsible for taking appropriate action to resolve the problem.
Getting involved in change activism might make diversity and inclusion concerns
seem more urgent. When workers band together to demand change, it can show
 management that these problems are significant and must not be disregarded.
Action on issues relating to diversity and inclusion may become more efficient
and timelier as a result. Furthermore, mobilizing for change can support the
growth of ongoing initiatives to advance diversity and inclusion. Employees can
continue to collaborate to recognize and address issues connected to diversity
and inclusion over time by developing a network of colleagues who are dedicated
to promoting diversity and holding management accountable. This may result in
lasting advancement and significant change at work.
3. What control mechanism can be applied to diversity in tourism and hospitality
industry?
Accountability is a control mechanism that can be used to address diversity in the
hospitality and tourism sector. This entails keeping people and groups
accountable for advancing diversity and inclusion and enforcing penalties for
doing otherwise.Managers can be held responsible for establishing and
sustaining a diverse and inclusive workplace, for instance, by linking
performance reviews and compensation to diversity and inclusion-related
measures. Similarly, by including it in their job descriptions and performance
reviews, employees may be held accountable for encouraging diversity and
inclusion. Rewards and recognition can help to reinforce accountability.
Companies might set up award programs to honor people and groups who
significantly contribute to the advancement of inclusion and diversity in the
workplace. This may contribute to the development of a culture that values and
celebrates diversity and inclusion. Finally, regular contact and feedback can
strengthen accountability. Companies can set up regular lines of communication
for staff to offer feedback on matters pertaining to inclusion and diversity. By
doing so, the organization can make sure that its objectives for diversity and
inclusion are being met and identify areas where improvements may be made.

New Paradigms in Workplace Diversity

1. What is the reason for company to employ a dual-career couples in hospitality and
tourism industry?
To encourage work-life balance, businesses in the hotel and tourist sectors hire
dual-career couples. Particularly if they have children or other caregiving
obligations, dual-career couples frequently have additional difficulties juggling
their professional and personal lives. Companies can support work-life balance
and lessen stress for employees by providing employment possibilities for both
partners in a dual-career couple. To assist dual-career couples in managing their
workload and caregiving responsibilities more successfully, businesses could, for
instance, provide flexible scheduling, telecommuting choices, or on-site
childcare. Moreover, organizations can raise employee morale and job
satisfaction by encouraging a work-life balance. Employees are more likely to be
 content with their jobs and more driven to perform well when they feel that their
personal needs are being met and that they have a healthy work-life balance.
Additionally, encouraging work-life balance can aid in lowering turnover and
absenteeism rates. Employees are less likely to experience burnout or stress-
related health problems when they can better balance their personal and
professional life. This can aid in lowering turnover rates and absenteeism, both of
which can be expensive for the business.
2. Why has telecommuting become popular at work?
The potential for greater workplace inclusivity and diversity is the reason
telecommuting has gained popularity. Companies can broaden their talent pool
outside their local area and recruit workers from a variety of geographies,
ethnicities, and backgrounds by providing remote work opportunities.This may
result in a more inclusive and varied workplace, which may have numerous
advantages. For instance, a varied staff can contribute various viewpoints and
ideas, resulting in more creative solutions and improved decision-making.
Companies that employ a diverse workforce may also be better able to relate to
and understand their consumers, who may also be from varied backgrounds.
Additionally, by removing obstacles that would hinder some workers from
working in a conventional office setting, remote work can support inclusion. For
instance, individuals with caregiving duties or disabilities may find it simpler to
work remotely because it enables them to do so from a more convenient place.
3. How does a concept of mobile worker apply in hospitality and tourism industry?
Because of the potential for cost savings and improved efficiency, the idea of the
mobile worker is applicable to the hospitality and tourism sectors. Due to the
intense competition in the hotel and tourist sector, companies are constantly
seeking for methods to save expenses and boost their bottom line.By lowering
the requirement for physical infrastructure and other overhead costs, mobile
workers can aid enterprises in the sector in achieving these objectives. For
instance, if workers can work remotely, organizations can use less office space
and other amenities. Rent, utility, and maintenance expenditures may be reduced
as a result. Mobile workers can also increase business efficiency by lowering the
time and costs associated with travel and transportation. Instead of driving to a
physical site, a mobile worker might be able to join a meeting or training session
virtually. Employees may have more time available for work and travel costs may
be decreased as a result. Additionally, by encouraging collaboration and
communication between various teams and locations, mobility workers can
contribute to the efficiency of business operations. Employees who work
remotely have easier access to information and ideas from coworkers in other
divisions or locations, which improves decision-making and problem-solving.