Ageism in the UK Hospitality Industry Could It Be a Mutually Beneficial Association - Coursework Example

Ageism in the UK hospitality Industry – could it be a mutually beneficial association? Table of Contents Introduction 2. The Bryant Model 2 3. The hospitality sector 3.1 Skills requirement in the hospitality sector 3 3.2 Age discrimination, legislation - hospitality sector 4 4. Importance of participation of older employees 6 5. Discussions 6 6. Conclusion 8 7. Recommendations 8 References 9 1. Introduction Ageism has generally been associated with discrimination and prejudice against the older people and has been the third great ism in the society, after racism and sexism (Rupp, Vodanovich & Credé, 2005). Currently, ageism is more prevalent than the other two isms in the society, although it is difficult to detect. Ageism is now defined as an act which involves someone’s age being used unjustifiably against them (Martin & Gardiner, 2007). As life expectancy has increased, the number of older people has risen and they are less favourably looked upon than the youth. While the average life expectancy worldwide was 44 in 1950, by 2010 it is expected to go up to 77 (BBC, 2002). However, the older people in the UK nurture a desire to be independent and go and do something meaningful in life, which enables them to experience a fulfilled and a satisfying experience (Reed, Cook, Childs & Hall, 2003). Ageing has now been perceived from a progressive perspective which is reflected in the policy statements at the national and international levels (Biggs, Phillipson, Money & Leach, 2006). This is also evident from the natures and the contribution of the older people to the society. The older people are richer, fitter and more similar to the rest of the adult population. Hence, job oppurtunities for the older people should be available in plenty. Oppurtunities exist for the older people in several sectors in the UK. The hospitality sector, for instance has been experiencing a shortage of labour force as the young people are increasingly engaging in full-time education (Magd, 2003). As a strategic response to the labour shortage in the sector, some organizations are considering the benefits that they could derive from the potential employment of the older workers. Based on the Bryant model that the older people wish to go and do something meaningful in life, this report examines whether the employment of the older people in the hospitality sector, would be mutually beneficial both to the employer and the employee. 2. The Bryant Model The Bryant model suggests that people have the ability to do something meaningful. This includes the physical abilities which give them a sense of independence (Reed, Cook, Childs & Hall, 2003). Conversely, maintaining independence confirms the physical ability of the older people. Secondly, the older people have the resources to go and do something meaningful. These resources include social resources (friends and family) and health resources. The third dimension in the Bryant model is the willingness or the attitude of the older people to go and do something. The attitude as per the model includes a sense of the self, sense of control and how these people describe themselves as healthy despite having some physical ailments or disabilities. Based on this model that the older people have the ability, the resources and the attitude to go and do something meaningful, make them employable in the hospitality sector that is facing severe skills shortages. 3. The hospitality sector 3.1 Skills requirement in the hospitality sector The hospitality sector is characterized by low pay, high staff turnover, low employee morale, low levels of training, low skills availability, unsocial working hours, seasonal nature of work, and a non-professional image of the industry (LSC, 2008). The sector employs a young workforce with a third of the staff less than 25 years of age. The labour productivity is the lowest of any sector in the UK. Skills gap in the hospitality sector urged Sloan (2009) to state that graduates need real world skills to cope with the challenges in this sector. To overcome the challenges the staff must be equipped to deliver the levels of service that meets customers’ expectations. Soft skills have become important in the hospitality industry. This places emotional demands on the employees to be constantly in a positive, joyful and even playful mood (Nickson, Warhurst & Dutton, 2005). Apart from the social skills, employees are also expected to “look good” and “sound right” as the success of the organization depends on the service delivery. A study of the boutique hotels, restaurants, and cafés in Glasgow revealed that their recruitment and selection was based on personality, aesthetics and self-presentation. At this stage, the employers ‘filtered out’ those that were not considered appropriate for the company image. They used the term “smart young persons” in their advertisements while educational and technical qualifications were not really important. They looked for characteristics like ‘well spoken’, ‘good manners’ and ‘good appearance’. Photographs were seldom invited with the applications because if their discriminatory nature. 3.2 Age discrimination legislation and the hospitality sector Ageism is more of an issue in the hospitality sector than any other sector. Rosemary (1993) found that this sector continues to rely heavily on younger workers and carry negative stereotype perceptions of the ‘mature workers’ despite studies indicating that older workers are more reliable and can offer better customer care. Their communication skills and trustworthiness was at par with the other workers but the older workers have been the target for premature retirement and discrimination in the hospitality sector. The sector preferred to rely on the under-35s and discrimination on the grounds of age continues in recruitment. Even though the older workers have the required attributes for the sector, the older workers are not a part of the recruitment policies in most hospitality organizations. As the sector widens, the management would have to reconsider that mature workers are more appropriate for managerial positions and they would have to reappraise the decision to employ older workers. CIPD (2005) found that age has an effect on the recruitment decision-making process as only 7 percent of the organizations have been found to target older workers. Workers over the age of 65 need employment protection rights. From 1 October 2006, the Employment Equality (Age) Regulations make it unlawful to discriminate against employees, job seekers and trainees on the grounds of age (Age Positive, 2007). Employers would have to ensure that they timely and regularly review that their policies and practices are age compliant. While age should not be specified in the advertisements, experience and qualifications should be specified only to the extent necessary for the job. Martin and Gardiner (2007) conducted a survey in the hospitality sector about the awareness and implementation of the legislation on age discrimination. The survey revealed that there was lack of awareness and preparedness the coming of the legislation. While in the other sectors age was not a constraint in providing employment, the larger organizations in the hospitality sector did consider the issue a problem. They had a negative approach to age and employment, especially in the public sector organizations. The hospitality employers had formed a perception that older workers were slow, absent-minded, reserved, lack the physical ability and the drive or ambition. They revealed the older workers would be the targets in case of redundancy. While the smaller firms in the sector were unconcerned with the implementation of the legislation, the larger firms were worried about training and educating the staff, raising awareness and reviewing their policies and practices in a regular manner. In the Scottish SME hospitality firms, the managers revealed that the older workers had positive attributes that can contribute significantly to the sector. They have fewer accidents, they generate a positive image, their learning abilities are in no way inferior to the younger people, they are self-motivated, disciplined and respect for authority (Magd, 2003). They possess good communication skills, productivity is good, and they are dependable, committed and loyal to the organization. They do have some weaknesses such as their resistance to change and adopt technology or keep up with the speed but despite these and the higher costs of employing them, the hospitality managers would continue to employ older workers in higher percentages. CIPD (2005) also found that reliability, commitment and customer service increase with age. At the same time, physical ability to perform specific job-related tasks is not necessarily affected with age. The advantage of employing older workers is that career expectation and ambition decrease with age. 4. Importance of participation of older employees First, life expectancy has increased due to better lifestyle, advances in health care, better food and hygiene (Buyens, Dijk, Dewilde & De Vos, 2009). Second, the average age at which people enter the labour market has increased as people are increasingly pursing tertiary education for career progression. This in turn reduces the number of productive years of work. Third, people are leaving the labour market much earlier than before due to global economic conditions, which again reduce the number of years of productive work. Fourth, fertility rate has reduced which implies that fewer people would enter the labour market in the future. Finally, as the baby-boomers become due to retirement, the social security system in the European countries would become unbalanced. All these factors together would create tension in the labour market as work would become more demanding. 5. Discussions The Bryant model outlines that the older workers have the ability, the resources and the attitude to go and do something meaningful in life. The findings of the hospitality sector reveal that the smaller firms have found that the older or the mature workers are reliable, possess the same communication skills as others and deliver the same quality of service. The sector is based on the efficient delivery of service and hence there is no reason that the older workers should not be asked to continue to work till they find themselves fit or until the quality is actually affected. Age discrimination legislation prohibits employers to use such words in their advertisements for vacancies that could send negative messages to the people. The hospitality sector faces skills gap and the sector also finds that the younger people need training in real life world. This enhances the importance of experience which the older workers have with them. Due to several factors as discussed above, employing the older workers is not merely to abide by laws, but a necessity. The productive years of working in an individual’s life has reduced thereby placing demand for more workers. This can be fulfilled by the ageing workforce who still has the ability and the drive to work. The hospitality employers that still carry a negative stereotype image of the older mature workers need to reappraise themselves with the new and fresh perspectives on the issue. Apart from the legislation binding the employers not to discriminate the older workers purely on age factor, the firms would stand to gain because of the flexibility, the maturity and the discipline of the older workers. As CIPD has found, reliability, commitment and customer service increases with age. This would ensure a lower staff turnover thereby reducing the training and recruitment costs for the company. 6. Conclusion Ageism is practiced in the larger organizations in the hospitality sector. While the smaller firms realize the potential and the benefits in employing the older work force, the public sector organizations continue to carry a negative stereotype image of the older workers. However, as of 2006, they have become conscious of the legislation and are trying to implement it. The hospitality sector should realize the immense potential that these older workers have. They should also understand the benefits that would bring the organization. Costs would reduce on several fronts because staff turnover would reduce. Moreover, with age, commitment and reliability increases. Besides, the older workers have not found to be lacking in any of the qualities required in the service staff in the sector. The older workers have the initiative and the inclination to work and experience fulfillment. Thus, it could be a mutually beneficial association if the sector recognizes the benefits of recruiting the older workers. 7. Recommendations The hospitality sector is famous for hiring illegal immigrants as has been found in the case of The Mogul Restaurant in the UK (Bushby, 2009). Instead of paying fines when caught, the restaurants can hire the older workers from the sector who bring with them the experience and maturity. Hiring the older workers would also take care of the skills gap prevalent in the sector. The younger people need time to acquire experience before they are competent to handle the different challenges of the sector. The older workers could also serve the sector as guides or mentors to these young people who are keen to make a career. References Age Positive. (2007). Recruitment: Age Positive Guide. Retrieved March 06, 2010, from http://www.dwp.gov.uk/docs/AP_Recruitment_Guide.pdf Bushby, R. (2009), Restaurant faces fine up to £50,000 for illegal workers. CatererSearch. Retrieved March 06, 2010, from http://www.caterersearch.com/Articles/2009/07/17/328776/Restaurant-faces-fine-up-to-16350000-for-illegal.htm Buyens, D., Dijk, H., Dewilde, T., & De Vos, A. (2009). The aging workforce: perceptions of career ending. Journal of Managerial Psychology. 24 (2), 102-117 CIPD. (2005). Tackling age discrimination in the workplace Creating a new age for all. Retrieved March 06, 2010, from http://www.cipd.co.uk/NR/rdonlyres/9011EE0F-3DD0-4090-BE6C-65181FFDECBF/0/agedisc1005.pdf LSC. (2008). Hospitality, Leisure, Travel and Tourism. Retrieved March 06, 2010, from http://readingroom.lsc.gov.uk/Lsc/EastOfEngland/LSc_EoE_Hospitality.pdf Magd, H. (2003). Management attitudes and perceptions of older employees in hospitality management. International Journal of Contemporary Hospitality Management. 15 (7), 393-401 Martin, E., & Gardiner, K. (2007). Exploring the UK hospitality industry and age discrimination. International Journal of Contemporary Hospitality Management. 19 (4), 309-318 Nickson, D., Warhurst, C., & Dutton, E. (2005). The importance of attitude and appearance in the service encounter in retail and hospitality. Managing Service Quality. 15 (2), 195-208 Reed, J., Cook. G., Childs, S., & Hall, A. (2003). Getting old is not for cowards. Joseph Rowntree Foundation. Retrieved March 06, 2010, from www.jrf.org.uk/bookshop/ebooks/1859351220.pdf Rosemary, L. E. (1993). Ageism and the UK hospitality industry. Bradford. 15 (3), 33 Rupp, D., Vodanovich, S. J., & Credé, M. (2005). The Multidimensional Nature of Ageism: Construct Validity and Group Differences. The Journal of Social Psychology. 145 (3), 335-362 Sloan, D. (2009), Graduates need real world skill. CatererSearch. Retrieved March 06, 2010, from http://www.caterersearch.com/Articles/2009/09/10/329791/graduates-need-real-world-skills.htm Read More