Managing a Multi-Cultural Workforce in Hospitality Industry - Case Study Example

Managing a Multi-cultural Workforce in Hospitality Industry Name Class Unit Table of Contents Table of Contents 2 1.0 Introduction 3 2.0 Challenges 3 2.1 Cultural distance and variability 4 2.2 Language differences 4 2.3 Miscommunication 5 2.4 Multicultural training 5 3.0 Multicultural workforce management methods 6 3.1 Employee relationship management system 6 3.2 Communication and enabling trust 6 3.3 Intercultural sensitivity 7 3.4 Acknowledging differences 7 3.5 Understanding motivation 8 4.0 Conclusion 8 5.0 References 9 1.0 Introduction Globalization has led to vital impacts on managing workforce in the hospitality industry. The modern hospitality industry has been undergoing internationalization and globalization (Yu, 1999). The industry has expanded globally, which have led to the people from different background working in the same environment. Differences between people cultures and behaviors are referred to as diversity (Lee & Chon, 2000). A cultural diverse workforce has been a major issue in managing a multinational hospitality industry (Clarke & Chen, 2007). As the industry expands its operation in different countries, it is forced to utilize labor force from different nationalities from home countries. The management is faced with issues on how to manage the workforce fairly irrespective of their culture (Baum, 2006). Another issue is how to maximize performance from a culturally diverse workforce. Lastly, the management looks for the ways in which they can enable the workforce to work together as a team for a common goal irrespective of their cultural background (Baum, 2006). Successfully managing a diverse workforce has become a challenge. This report looks at multinational hotel based in New York and challenges for managing some of the company staff in Dubai and how to overcome them. 2.0 Challenges As a manager, managing a multicultural workforce has been a major challenge. U.S culture is very different from U.A.E culture. The beliefs and practices of the two countries differ to a great extent. This means that employees working in Dubai are in a very different culture as compared to their counterparts in New York. The culture difference is a major issue due to beliefs, morals, laws and customs (Lee & Chon, 2000). The way people function and communicate with each other is different in every culture. As a manager who have been more exposed to western culture, motivators for employees in Dubai differs from those for employees in western countries (Benesh, 2008). The management has to come up with a motivational program that is based on new culture which is a challenge. 2.1 Cultural distance and variability Culture distance is a challenge that is brought by the gap between cultures in different countries. The greater the cultural gap is, the higher the possibility of conflict. As a manager, culture difference is one aspect that has to be measured (Brotherton, 2003). This gives the extent to which two cultures differ. Through culture diversity index, it is possible to come up with the culture gap. Another challenge in managing a diverse workforce is the cultural variability. The hospitality industry experiences, culture infusion more often. There are numerous cultural differences between different nations (Lee & Chon, 2000) 2.2 Language differences Language differences due to different cultural background lead to communication difficulties (Madera, 2011). Poor understanding of language is a major hindrance when managing a multicultural workforce in the hospitality industry. The employees who have difficulty in understanding English will have a problem communicating to a USA based organisation. As a manager, it is important to ensure that all employees have ability to communicate with each other freely and also understanding of English as the main business language (Madera, 2011). An employee in Dubai may face difficulties in communicating with a Native American if they are not able to share a common language. This is an issue that hospitality industry faces as they engage in multinational operations (Benesh, 2008). 2.3 Miscommunication Problems caused by miscommunication in the hospitality industry are the most imminent in overseas operations (Lee & Chon, 2000). When the hotel sends expatriates to UAE from its headquarters in New York, the expatriate may feel unhappy with the job if they cannot communicate effectively. For example, Dubai culture has different business etiquettes from those in USA. Shaking hands, conducting meetings and negotiation practices differ. Communication capability in different cultures enables the expatriates to settle successfully. For the management, they have a challenge to select an expatriate who is capable to communicate effectively across cultures (Benesh, 2008). 2.4 Multicultural training Operating hospitality in a different culture requires the management to organise multicultural training. This has an aim of reducing ethnocentrism and also enables the employees to adjust to different cultures. The manager has to face this challenge in order to come up with a culturally enriched organisation (Woods & King, 1996). The employees have to be given adequate training in order to be able to deal with customers and employees from different cultural backgrounds. As a manager, support is needed for the training to be successful. It is important to know that overseas operations will require employees from home countries as well as host countries (Baum, 2006). 3.0 Multicultural workforce management methods 3.1 Employee relationship management system A very vital tool that has helped the hospitality industry is the employee relationship management system. The tool involves integrating all the employees and enabling an environment where cultural differences are accepted and good relation created. The local employees should be taught fluency in other common languages. The method helps in creating a family atmosphere. The initiation of diversity management training is also needed when operating in countries with diverse cultures. The manager is supposed to ensure that the program is initiated with an aim of overcoming the cultural differences. For example, Dubai cultures are very different from western cultures (Benesh, 2008). The manager is involved in managing two diverse cultures hence implementation of the management diversity program is a must (Weaver & Wilborn, 2002). 3.2 Communication and enabling trust One of the main tools that help managing in a diverse workforce culture is communication and enabling trust. The manager is supposed to understand the diverse workforce, manage them and come up with a cross cultural group (Madera & Kapoor, 2011). This can only be achieved through having empathy to the local culture. The manager is supposed to have cultural intelligence in the hospitality industry. This implies that the manager have to embrace the culture of the country of operation. This is a method that enables one to create respect and manage the personnel effectively (Van & Goonetilleke, 2007). 3.3 Intercultural sensitivity Intercultural sensitivity is another aspect that the management is supposed to have. As the manager, sensitivity to cultural differences is needed in order to manage a diverse workforce (Weaver & Wilborn, 2002). This refers to the ability to acknowledge and respect the differences that exists in different cultures (Brotherton, 2003). As a manager based in New York, one have to understand that American culture is different from UAE culture. The two countries have different norms, values and beliefs. While most of the employees in the company headquarters in New York are Christians, Dubai workforce is mainly Islamic. The management is required to respect their culture. This is by understanding that culture has an effect on the social behavior of people. The workforce behaves in a certain way because that is how they grew up (Baum, 2006). Understanding social norms is vital in managing multicultural workforce (Hu, Lynda & Yeh, 2002). Values and attitudes also vary in different countries. The manager is expected to observe holidays and other cultural related issues that are different from home country. For example, managing the hospitality industry in Dubai requires one to observe the cultural and religious practices of an Islamic country (Benesh, 2008). 3.4 Acknowledging differences A manager is expected to acknowledge cultural differences in the hospitality management (Baum, 2006). The management has to work in ensuring that there is no discrimination, stereotyping in the industry. In international hospitality industry, respect for cultural diversity has been the major focus due to a multicultural workforce (Lott, 2010). For example, there are different business etiquettes in America and Dubai. The working days differ in the two countries. For Dubai, working days range from Sunday to Thursday. The workforce in Dubai thus requires their working schedule to be different compared to their counterparts in America. This in some instances requires adjusting some of the working aspects to avoid conflicts with cultures (Benesh, 2008). 3.5 Understanding motivation Difference in cultures has an effect on the method of motivation used. The styles and ways implemented in one country cannot be duplicated in another country with different culture (Clarke & Chen, 2007). There are different traditions and way of doing things in every culture. For example, the employees in western country may put more value on being given holidays and company cars while employees in Dubai may become more motivated by pay rise (Reisinger, 2009). 4.0 Conclusion As a manager of a large hotel chain based in New York, managing staff based in Dubai is a major challenge. Managing multicultural workforce presents challenges in; difference in motivation, cultural distance/ variability, language differences, miscommunication and need for multicultural training. The Dubai culture is very different from culture in USA. The business etiquettes are different which requires a different approach in management. There are various methods that these issues can be addressed. The methods are; employee relationship management, employee diversity program, communication and enabling trust, intercultural sensitivity, understanding social norms, acknowledging different cultures and understanding them. There is also need to determine appropriate motivation based on culture. Managing diverse workforce has been a major issue in the hospitality industry. 5.0 References Baum, T 2006, Human Resources Management for Tourism, Hospitality and Leisure: An International Perspective, London, Thomson Learning. Baum, T., Devine, F & Hearns, N 2007, “The implications of contemporary cultural diversity for the hospitality curriculum”, Education and Training, Vol.49, no. 5, p. 350-363. Benesh, G. C 2008, Culture shock!: A survival guide to customs and etiquette, Tarrytown, NY: Marshall Cavendish Editions. Brotherton, B 2003, The International hospitality industry: Structure, characteristics and issues, Oxford, Butterworth-Heinemann. Clarke, A & Chen, W 2007, International Hospitality Management: Concepts and Case, Oxford, Butterworth-Heinemann. Hu, W., Lynda, M & Yeh, J 2002, “Cross-cultural impact and learning needs for expatriate hotel employees in Taiwan lodging industry”, Journal of Human Resources in Hospitality & Tourism, Vol.1, no.3, p. 31-45. Lee, C & Chon, K.S 2000, An investigation of multicultural training practices in the restaurant industry: the training cycle approach, International Journal of Contemporary Hospitality Management, Vol. 12, no.2, p. 126-134. Lott, A.M 2010, “Future of Diversity: Cultural Inclusion Is A Business Imperative”, Black Enterprise, Vol. 41 No 1, 75. Madera, J. M 2011, Removing communication barriers at work: What workforce diversity means for the hospitality industry. Worldwide Hospitality and Tourism Themes, Vol.3, no. 4, 377-380. Madera, J. M & Kapoor, C. E 2011, Worldwide hospitality and tourism themes: What are the challenges of diversity management in the US hospitality industry?. Bingley, U.K: Emerald Group Pub. Ltd. Reisinger, Y 2009, International Tourism Cultures and Behavior, Oxford, Butterworth Heinemann. Van, W. L & Goonetilleke, A 2007, Hospitality management: Strategy and operations, Frenchs Forest, N.S.W., Pearson Education Australia. Weaver, P & Wilborn, L 2002, “Diversity management training initiatives: A profile of current practices within the lodging industry”, Journal of Human Resources in Hospitality & Tourism, Vol.1, no.4, p. 79. Woods, R. H & King, J. Z 1996, Quality leadership and management in the hospitality industry, East Lansing, Mich: Educational Institute of the American Hotel & Motel Association. Yu, L 1999, The international hospitality business: Management and operations, New York, Haworth Press. Read More