Labor Market Issue in the Hospitality Industry - Essay Example

Labour Market Issues (Name) (Institution) (Course) (Instructor) (Date of submission) Introduction The synonymous relationship between the workplace and the available work force best describes a labour market. Employment, participation rates, unemployment, and wages distinctively present themselves as the major issues in labour markets. Therefore, for any country to consistently ensure growth and prosperity in its economy there must be stipulated measures put in place to address employment and unemployment rates, distribution and allocation of wages as well as the workforce participation rates. It is only when these fundamental issues are taken into full contemplation during the conceptualization and implementation of labour Acts that serve as the regulation pillars of the labour force will then the economy of any given nation be able to record an almost perfect and balanced successful scheme in the labour industry (Testa 2007). It is only possible to have a healthy labour market if governments are able to avail and provide just as enough work that will be relatively equivalent to the labour force growth within their countries. However, most countries in the world have not been able to achieve this. For countries that have tried to make it feasible they find it difficult to maintain such at some point. This is caused by the continuous population growth in several countries globally a fact that is not helping the number of job opportunities available. Immigration too has played a role in creating an imbalance between the available employment opportunities and the foreign population that enters another country in search of employment (Testa 2007). The hospitality industry is one of the most immensely affected by mobility of labour and globalization. The greatest impact has been on the firms’ organizational cultures and managing diverse human resources. When managed well organizational culture, which is largely viewed as a function of national culture in its various elements, can be a source of competitive advantage (Parsa et al. 2005). In this age of globalization and diverse workforces, organizational culture is more complex and dynamic as it is formed by employees from different cultures and nationalities. This is most apparent n the hospitality industry which is also very reliant in the people element in the delivery of services. Employees’ individual cultural background influences attitude, relations, beliefs, and perception of work among others (Kusluvan et al., 2011). Therefore, there is a great need to harmonize these individual cultural variations through proper leadership to create a dynamic organizational culture that enables the organization to attain its goals. This paper looks at the issues labour pertinent to the hospitality industry and also a discussion of France’s labour market in light of the global marketplace of today’s business environment drawing support from relevant sources. Cultural diversity in the workplace Cultural diversity refers to the cultural variety and cultural differences that exists in the world, a society, or an institution. In today's globalised workplace, it is common to find people from all kinds of backgrounds working together towards a shared goal. Employees may have different cultures and languages, which can lead to problems in interpersonal interactions. Under the circumstances, taking steps to culturally acclimatize your workforce can help prevent unnecessary misunderstandings (Iverson 2000). Cultural diversity plays a major role in the labour markets, it is important to note that in every workplace there are employees and employers with different cultural background. As a result, these differences may affect the productivity in the workplace either positively or negatively. Education for instance, is one of the forms of cultural diversity in the workplace. Employees with high academic credentials purport to be the ultimate pundits in their stipulated working environment. Whereas, employees with vocational and on-the-job training and who have achieved career progression may just as well have the needed experience to execute what elite workmates can. Education therefore acts a as a cultural difference in the workplace, dividing literacy from vocation or talent (Testa 2007). A generational difference among employees also poses as a cultural aspect of conflict within the workplace. These are differences in terms of age. In this category there are employees who perceive themselves as generation Y, generation X, baby boomers and traditionalists (Doeringer, 2000). For instance, traditionalists believe in the status quo maintenance and are antagonists of change. Together with the above mentioned cultural differences, ethnicity as well is a factor. Ethnicity is often in terms of communication barriers or in manners in which business is carried out. These ethnic conflicts mainly arise because of presence of affinity groups in the workplace. Reduction of these affinity groups is needed if a workplace is to appreciate a harmonious and conducive working environment for all in order to improve labour market (Fougere, 2011). Another form of cultural difference that may attract conflict in the place of work is personal background. It is common for employees who come from fast-paced and rapidly developing towns or cities such as New York City to find easy to work situations that demand haste and urgency. For employees from slower paced towns such as southern regions of America may not appreciate the urgency and focus needed in some tasks however, this does not apply to everyone. The generalization and stereotyping may bring conflicts in the work place (Hall, 2009). In a global workplace, it is imperative that there be workers from different cultures. Most of the workers in such companies are usually multilingual. This is very vital for any company that wishes to compete globally. Cultural diversification ensures that there is a pool of ideas that are both diverse and fresh. The employees being from different parts of the world have different outlooks and they tend to look at issues from different angles (Diller, 2006). This means that for the farm that has invested in such types of staff then the ideas they produce will be able to sell globally. Cultural diversity is also important when it comes to marketing of products globally. For most companies there is usually no translation that is made for products that are, marketed. This presents a marketing barrier due to the language differences. By having a multilingual staff, then this will not be a problem since there will be people who are familiar with the language and can therefore tailor the marketing campaigns to suit the audience (Ester, 2008). Not all products will do well in all the markets. Having a culturally diverse staff can help determine those that will succeed and those products that are doomed to fail in the event that they be introduced. For staffs that are culturally diverse to succeed in meeting the objectives of the workplace they need to be dedicated (Hall, 2009). If there is no dedication then the ensuing results can be disastrous. This is because since they all come from different cultural orientations then it might be difficult to relate at a personal level. There might also be many cases of conflicts in the places of work. This is largely due to differences in ethics. Therefore, this might be unprofitable for the company that has invested in the culturally diverse employee. If the employee spends their time in conflicts with each other then, little productivity the company experience. This means that right from the hiring stage the company should establish the existence of good ethics so that it is possible for the person to work with other people. Tourism industry in France Tourism is the leading sector in the French economy. The industry brings in more than 30 million euros in a year through the hotel, trade and leisure industries. The industry in addition to making the economy more dynamic also creates many jobs for the people of France it is approximated that they could be one million jobs that depend on the French tourism industry. Most of these people are young graduates from all occupations and from all parts of the world (Fougere, 2011). For the economy that deals with those many people the achievement of cultural diversity is made possible through the inclusion of these different people in the workplace. The international workers employed in these institutions of the hospitality industry provide invaluable additions to the industry. They should therefore be well taken care of and be made to feel valuable since they are invaluable assets of the vibrant sector (OECD 2012). The French tourism industry and the hotel owners have incorporated the use of positive proactive management systems. These involve the training of these employees in the workplace. This training is tailored in such a way that it celebrates and appreciates the culture of the employee. It also should be made in a way that shows the value it places on the employees and the exploration of differences (Fougere, 2011). This is also a way to try to learn from the different cultures, to demonstrate tolerance, respect differences, to identify similarities and to strive for inclusiveness. The city of Paris is one of the world’s great centres of cultural life and is popular tourist destination in Europe. Paris is recognized the world over for its creative excellence. For instance the Louvre’ Museum is the world’s most visited (Leveinstein, 1997). The French culture consists of its distinct geography as well as its unique tryst and social hierarchy. The country is considered to be a cultural centre ever since the seventeenth century. The country has been recognized as having people who have a people who are resilient with a great sense of aesthetics in many fields. Some of these fields include cinema, cuisine and fashion. Despite the fact that France is a centre of unique and diverse cultures it still maintains its own very well. Among the most appealing of the French traditions, include the cuisine. The French cuisine is traditional and in each region, the cooking technique as well as the ingredients differs. C for most of these dishes however, cheese and wine are vital. The wines that are most common are the Bordeaux and the Bourgogne (Kanbul, 1997). Another part of the French culture that attracts significant of worldwide tourists is the fashion. Paris is the fashion Capital of the world; Fashion houses and couture house are in plenty. There are also numerous fashion shows that are held in the city. For instance, Elle ‘which dominates the fashion industry. These houses of fashion are in most cases run by French designers for example, Claude Montana, Pierre Cardin, PacoRabanne and many others all who are world renowned designers (Hall, 2009). From the above mentioned facts about the French hospitality industry and about the culture, it is clear to see that there are tourists from all parts of the world who visit France. Therefore, there is a need to have a vibrant and well composed workforce in the industry especially in the hotel industry. Tourism involves the movement of people from their usual surroundings to places of interest. These places could be within the country or even across international borders. The reasons for tourism include leisure, business for fun or for adventure. Hospitality on the other hand includes is the provision of services such as travel accommodation and entertainment to meet the tourists needs. It is a business that banks in making sure that the tourist experience a culture that is different from what they are used to in a way that is unforgettable (Merchant, 2005). The tourism industry in France provides a unique opportunity for the employers and the employees to experience cultural diversity. This diversity ranges from age, countries of origin and even diversity through education and social status. The personnel therefore strive to understand and appreciate different cultures so that they enhance the nature of their transactions with the tourists and with fellow workers. This is because each day they have to deal with tourists with differences in culture, religion, creeds, races ages, gender, and even sexual orientations. This makes it imperative that the business owners recruit personnel from all over the world. This diversity in workers ensures that there is easy understanding of different cultural, social, and economic perspectives and enhancement of satisfactory client service (Fougere, 2011). For there to be workplace, diversity then there should be equality in the provision of employment. This ensures that the industries get a chance to enjoy, and appreciate the world’s socio-cultural and economic through the recruitment of people of diverse backgrounds. Therefore, businesses in the industry need to employ organizational structures that discourage discrimination and encourage cultural educational programs and forums. France therefore has a vibrant hospitality and tourism industry compared to most countries in Europe. The global market operations in France reflect those of a dynamic and growing economy there is cheap labour and low-cost manufacturing, emerging markets (Diller, 2006). In 2011, France was expected to remain the world’s number one tourist destinations. Year 2010 data put the number of tourists to France at 77.1 million (OECD, 2012). Domestic tourism was also on the rise more than it was expected. There was a reported increase in the average spending of the international tourists more than countries such as Germany and Belgium. There has been an internet revolution worldwide and the effect of this has been felt all over in the world economics. France has not been left behind. Generally, in France and the rest of the world there is a growth trend being experienced economically (OECD 2012). This trend is set to go on in the coming years. References Diller, JV 2006, Cultural diversity: A primer for the Human for the human Sciences, London, Cengage Learning. Doeringer, PB 2000, Internal Labour Markets and Manpower Analysis, New York, M.E Sharpe. Ester,P 2008, Innovating European Labour Markets, London, Edward Elgar Publishing, Fougere, D 2011, social and labor market integration of ethnic minorities in France: Has the French integration model broken down? In Kahenec, M & Zimmermann,K (eds), Ethnic diversity in European labor markets: Challenges and solution,. London, Edward Elgar Publishing. Hale,G 2001, Labour Markets, London, Heinneman. Hall, MC 2009, Wine Food and Tourism Marketing, London, Taylor and Francis Group. Iverson, K 2000, ‘Managing for Effective Workforce Diversity: Identifying Issues that Are of Concern to Employees’, Cornell Hotel and Restaurant Administration Quarterly, vol. 41, pp. 31-38. Kanbul, R 1997, Labour Markets and economic Development ,California, Taylor & Francis Leveinsten,H 1997, We’ll always have Paris: American Tourists in France since 1930, Chicago, University of Chicago press. Merchant, P 2005, Workplace Diversity in Hospitality & Industry, Small business, London, Demand Media OECD 2012, OECD Tourism Trends and Policies 2012. London: OECD Publishing. Testa,M 2007, ‘A deeper look at national culture and leadership in the hospitality industry’, Hospitality Management, vol. 26, pp. 468–484. Read More