Discrimination, Prejudice and Racism in the Hospitality Industry - Coursework Example

Discrimination, Prejudice and Racism in the Hospitality Industry Name Institution Name Date Introduction The tourism and hospitality industry receives different customers and employees in terms of personal characteristics. Some of the personal characteristics include age, sex, gender, sexual orientation, disability, and religious affiliation. The management of such establishments has to manage issues associated with discrimination, prejudice, and racism. The aim of the paper is to define the concepts of discrimination, prejudice, and racism and provide examples of these concepts from tourism and hospitality industry. The paper also discusses two strategies that managers can employ to address these problems and present proposals on evaluation processes on these strategies by the managers. Definition and Examples Discrimination Discrimination is proposing to treat or treating an individual in an unfavorable manner (Campos-Soria, Marchante-Mera & Ropero-García, 2011). The treatment is based on class, the category of social class that an individual is perceived to belong rather than the actual merits of an individual (Janta et al. 2011). Discrimination may include restricting individuals from opportunities, influencing behavior with an intended outcome and irrational or logical decision making approaches. Numerous types of discrimination exist and include sexual orientation, religious beliefs, nationality, language, disability, age and employment (Brewster & Rusche, 2012). These type of discriminations can further be divided into direct and indirect discriminations. Direct discrimination occurs when an individual is treated unfavorably, and it is attributed to a personal characteristic that is championed by the law (Brewster, Lynn & Cocroft, 2014). It is based on unfair assumptions about the personal capacities and characteristics on what an individual can or cannot do. For example, stereotyping can be seen as a form of direct discrimination because of assuming all individuals within certain characteristics or features behave in a specified manner (Janta et al. 2011). Indirect discrimination occurs when situations are created that imposes disadvantages to a group or person because of personal characteristics. These characteristics can be entrenched into in a community or organization, and such practices can be reinforced by procedures and policies. Indirect discrimination can mutate into systematic discrimination. Azza Hamid, a Muslim woman, filed a case in Manhattan Supreme Court arguing that she was fired because of age and religious characteristics. Azza was working at Hotel Plaza Athenee for around 13 years (2003-2015), and she states in her filing that she maintained “high standard of excellence.” She also states that she was replaced by a non-Muslin in her 20s and argued it is a systematic age and religious discrimination (Brown, 2016). Azza Hamid was fired when she was 55, and her attorneys argued that it was a systematic discrimination because of similar incidents. Azza states her situation was not unique since two Muslim women between the ages of 50 and 60 were fired. The replacement was two young non-Muslim indicating the systematic approach the hotel undertakes its operations. The arguments of discrimination are premised on religious and age discrimination in the case of Azza (Brown, 2016). From the example, it is evident the complaints are discrimination in nature are premised on the two types of discrimination: age and religious affiliation. In addition, it is a combination of direct and indirect since it is against the law to discriminate based on religion or age while indirect because of systematic approach within the hotel, which is entrenched and reinforced in the company’s policies and procedures. Prejudice Prejudice is forming an opinion or prejudgment before understanding all the facts about an issue (Janta et al. 2011). Prejudice is used to refer to unfavorable and pre-convinced judgments towards a person or group because of criminality, education, occupation, disability, social class, beliefs values and gender (Brewster & Rusche, 2012). Prejudice can also be premised on unfounded beliefs and may be associated with the unreasonable attitude that does not incorporate rational influence (Madera, Neal & Dawson, 2011). Prejudice is the feeling of whether unfavorable or favorable towards an individual or a thing without experience (Brewster, Lynn & Cocroft, 2014). Prejudice can also be seen as a prejudgment based on unknown background influence, assumptions or irrational thinking/decisions (Campos-Soria, Marchante-Mera & Ropero-García, 2011). In the hotel and tourism industry, instances of prejudice are common. The owners of Sweet Cakes, Aaron, and Melissa Klein were ordered to pay $135,000 in damages because of religious beliefs. The establishment owners refused to serve two lesbian couple after the business refused to bake a wedding cake in 2013. The compensation was not for the cake, rather an establishment refusing to serve individuals because of sexual orientation. The lesbian couple argued that she was unable to control emotions and felt depressed because of their sexual orientation. The decision is based on Oregon’s rules that are tasked with the provision of services without considering the sexual orientation of an individual. It means individuals have freedom to participate in the society. The penalty and related court judgments are aimed at addressing the prejudice issues that are based on prejudgments and making decisions without understanding the underlying premise of the decisions or actions. Racism Racism is a perspective or ideology that gives expressions about ethnic and racial group myths that render and devalues inferior groups (Campos-Soria, Marchante-Mera & Ropero-García, 2011). Racism is perpetuated and reflected by deeply rooted power, cultural, social, and historical inequalities in the society (Small & Harris, 2012). Racism is attributed to the complex interplay of institutional practices, social values and individual attitudes (Lee et al. 2012). It is usually experienced in institutions and individuals actions and promoted by the popular culture ideology (Brewster & Rusche, 2012). It is premised on the understanding that some people are superior because of the national group, ethnic affiliation or race: therefore, it is a social construct (Brewster, Lynn & Cocroft, 2014). Racist beliefs and attitudes are misconceptions on perceived racial lines, which includes physical appearance, religion, negative attitudes, values and differences in customs (Janta et al. 2011). Some examples of racist behavior include physical assault, racial vilification, racist propaganda, racial harassment, property damage, racist abuse and ridicule. In Kenya, Kenyans are raising complaints on social media about their treatment because of bias in popular hotels, restaurants and coffee shops. The high-end establishments are also saving strategic seats and scenic spots for foreigners with the arguments that they are reserved (Walloga, 2015). In one situation on December 4, 2015, a user in Bahari Beach Hotel claimed that he was referred to as “a stupid nigger.” The Consumers Federation of Kenya is also aware of these complaints and states that they receive frequent racial related complaints (Walloga, 2015). The racism in Kenyan hotels based on the article is systematic and entrenched because even the waiters and other employees advance racism. For example, people from the same ethnic and group backgrounds treats the same individuals in an unfavorable manner. In other establishments, the local community is not allowed to enter because of the color of the skin. The establishment owned by foreigners are associated with numerous complaints and incidents of racism (Walloga, 2015). The argument from the waiters on their preference to serve “white customers” is because the white customers tip better. Nevertheless, some managers in these facilities argue that the ideology of local hotels will change because local consumers are visiting the establishment more compared to foreigners. However, the problem is the institutionalized racism within these establishments. Overcoming Vices: Manager’s Strategies The managerial strategies should address both individual and institutional sources of discrimination and prejudice in the situations and contexts in which the participants work and operate (Janta et al. 2011). The common sources of discrimination and prejudice are rooted in particular social and historical contexts, and the institutions shape the behavior (Brewster & Rusche, 2012). The manager has to create programs and frameworks to encourage team rather than focusing on person characteristics (Campos-Soria, Marchante-Mera & Ropero-García, 2011). For example, team building and training are some of the measures the management can employ in addressing problems associated with discrimination, prejudice, and racism (Madera, Neal & Dawson, 2011). It includes creating awareness and provision of knowledge to understand the consequences of perception and strategies to address the perception. Information such as equality and individual capacities to accomplish organization operations and requirements can be highlighted. The manager has to emphasize on the strengths of addressing discrimination, prejudice, and racism. Encouraging internal diversity is important in negating discrimination, prejudice, and racism. The manager has to implement cultural diversity strategy (Madera, Neal & Dawson, 2011). The strategy is aimed at employing individuals from diverse backgrounds and encouraged to work together. The process ensures the strengths and weaknesses of the individuals are understood, and factors of stereotyping are reviewed. For example, the employees can engage among themselves and such engagements enables the employees to understand each other (Madera, Neal & Dawson, 2011). At the workplace, the management has to give equal opportunity to the staff ensuring motivation and knowledge acquisition is integrated into the operations. These strategies mean that the employees understand each other and can apply the learned skills in serving the customers. Creating an internal diverse process and procedures cultivates diversity, which can be reciprocated while dealing with the customers. Evaluation of Managerial Strategic Decisions on Vices The manager can employ different strategies in determining the effectiveness of the strategies (Madera, Neal & Dawson, 2011). Regarding internal diversity, the profiling of the employees informs whether the right amount of employees representing different backgrounds work in the organization (Brewster & Rusche, 2012). The process ensures procedures are formed to address areas, which requires adjustments. In future recruitment and employment, the managers may ensure the diversity of employees is achieved. The second approach is ensuring numerous training and development programs have been formulated and implemented (Madera, Neal & Dawson, 2011). The aim of the training and team building are to ensure the employees are informed and documenting the aims and reviewing based on the wider view of diversity determines whether the strategies are appropriate (Madera, Dawson & Neal, 2013). For example, one team building may be about appreciation of diverse cultures and how the diverse cultures can improve organizational processes. Similar training is then documented, and annual reviews (or planned reviews with identified goals) are done to determine whether these programs are effective. Conclusion In conclusion, the tourism and hospitality industry has to appreciate the importance of receiving and serving the customers appropriate. Problems associated with discrimination, prejudice and racism are common in the tourism and hospitality industry. Discrimination, prejudice, and racism have similarities, which is negating the principles of humanity through grouping people based on ethnicity, sexual orientation, and other personal characteristics. Numerous incidents of these vices have been reported in the media, and other people are facing similar issues but are silent. The management of these establishments has to appreciate the importance of embracing individuals from different backgrounds. The strategies include informing on the significance of institutional and personal variables advancing discrimination, prejudice, and racism. For example, workplace diversity and team building can be used to address the problems. Continuous evaluation such as profiling the backgrounds of the employees and reviewing the effectiveness of the team building are some of the strategies to determine the effectiveness of the strategies. References Brewster, Z. W., & Rusche, S. N. (2012). Quantitative evidence of the continuing significance of race tableside racism in full-service restaurants. Journal of Black Studies, 43(4), 359-384. Madera, J. M., Dawson, M., & Neal, J. A. (2013). Hotel managers’ perceived diversity climate and job satisfaction: The mediating effects of role ambiguity and conflict. International Journal of Hospitality Management, 35, 28-34. Small, J., & Harris, C. (2012). Obesity and tourism: Rights and responsibilities. Annals of Tourism Research, 39(2), 686-707. Lee, E. A., Soto, J. A., Swim, J. K., & Bernstein, M. J. (2012). Bitter reproach or sweet revenge cultural differences in response to racism. Personality and Social Psychology Bulletin, 38(7), 920-932. Madera, J. M., Neal, J. A., & Dawson, M. (2011). A strategy for diversity training focusing on empathy in the workplace. Journal of Hospitality & Tourism Research, 35(4), 469-487. Janta, H., Ladkin, A., Brown, L., & Lugosi, P. (2011). Employment experiences of Polish migrant workers in the UK hospitality sector. Tourism Management, 32(5), 1006-1019. Campos-Soria, J. A., Marchante-Mera, A., & Ropero-García, M. A. (2011). Patterns of occupational segregation by gender in the hospitality industry. International Journal of Hospitality Management, 30(1), 91-102. Brewster, Z. W., Lynn, M., & Cocroft, S. (2014, June). Consumer racial profiling in US restaurants: Exploring subtle forms of service discrimination against black diners. In Sociological Forum 29(2), 476-495). Starnes, T. (July 3, 2015). Christian bakers fined $135,000 for refusing to make wedding cake for lesbians. Fox News. Retrieved from http://www.foxnews.com/opinion/2015/07/03/christian-bakers-fined-135000-for-refusing-to-make-wedding-cake-for-lesbians.html Walloga, L. (December 25, 2015). Kenyans demand fair treatment in leading hotels as they celebrate Christmas holiday. Daily Nation. Retrieved from http://www.nation.co.ke/news/Kenyans-demand-fair-treatment-in-top-hotels/1056-3008950-ilxw6p/index.html Brown, S. (March 2, 2016). Muslim woman claims Hotel Plaza Athénée fired her because of her religion and age. New York Daily News. Retrieved from http://www.nydailynews.com/new-york/manhattan/hotel-plaza-athenee-hit-discrimination-lawsuit-article-1.2551149 Read More