Stefan Gröschl

Diversity management in practice

Presents the findings of a research project which analysed diversity management approaches, and in particular the ethnic minority policies of international hotel chains operating in San Francisco. The primary research was based on the work of Kandola and Fullerton (1994) and included questionnaires and interviews with seven human resource directors. The study did not intend to create a representative sample or to explore diversity management practices in general. It concentrated on gathering in‐depth data on hotels which were expected to have the most advanced policies and practices in the area of diversity management and equal opportunities. Most of the sample hotels implemented a “reactive diversification strategy” which tolerates, but does not expressly value, the diversity of a workforce. Therefore, many of the sample hotels could be categorised as plural organisations which focus on affirmative action programmes required by law and equal opportunity training. To achieve some of the benefits of diversity promoted by supporters of diversity management, the hotels would have to change from plural to multicultural organisations which foster and value cultural differences.

Diversity management strategies of global hotel groups: a corporate web site based exploration.

Purpose – The study aims to explore major internationally operating hotel groups and their corporate diversity statements. An understanding of these statements is critical for the analysis of workforce diversity actions, as they shape the policy framework and basis for any diversity management (DM) program or initiative.Design/methodology/approach – The study applied a qualitative content analysis of corporate web sites. The analysis and evaluation of the data was not treated in statistical terms or in any quantifiable measures due to the studys rather exploratory and inductive nature. Moving away from traditional forms of validity and reliability, this study applied Denzin and Lincolns authenticity criteria.Findings – Most of the selected hotel companies with diversity management strategies and policies need to communicate their diversity management activities and actions more extensively and clearly via their corporate web sites to help support employee recruitment efforts, attraction of talents with ...

Presumed Incapable Exploring the Validity of Negative Judgments about Persons with Disabilities and Their Employability in Hotel Operations

Research has shown that managers in the hotel industry perceive persons with disabilities as people who lack the required innate capacities and attributes, are unable to meet industry-specific work requirements, and are too costly to employ. A case study of hotels within the German Embrace hotel association finds little support for those negative judgments. Based on interviews with forty-nine managers, employees, and guests with and without disabilities as well as nine days of observations, the study found that employees with disabilities are loyal, are reliable, and, on balance, require moderate accommodations. On average, more than 60 percent of Embrace hotel employees are persons with disabilities. Embrace’s employment concept is based on the integrative model, which aims to create employment opportunities for persons with disabilities who do not find employment in the regular labor market. Many disabilities had no effect on the mobility or shift work of employees. The processes of accommodating and training persons with disabilities were frequently associated with minimal costs, and expenses incurred for some accommodations were offset by German government grants. Moreover, the physical attributes of persons with disabilities did not negatively influence the experiences of guests. The findings indicate that developing an organizational climate of openness and tolerance, placing employees with disabilities at the center of managerial planning and operational processes, and investing in good human resources management practices are essential elements for the integration of persons with disabilities in the workplace.

A Cross-Cultural Comparison of French and British Managers: An Examination of the Influence of Higher Education on Management Style

Organisations are increasingly expanding beyond their national borders due to a variety of factors that have created international expansion opportunities. The hospitality industry, in particular, has seized the opportunity to extend its reach internationally. When internationalisation occurs, organisations are confronted with the challenge of managing a culturally diverse workforce. This challenge is especially acute for industries that are as labour intensive as is the hospitality industry. Indeed, the ultimate success of international expansion is largely driven by the effectiveness of a companys human resource management strategy. This paper explores management differences of French and British managers, hypothesising that management styles and beliefs are strongly influenced by managers educational backgrounds.

Female hospitality executives and their effects on firm performance.

While increased gender diversity at operational and managerial levels in the hotel industry can be observed, women represent only a small minority in top management positions and at the highest levels of executive leadership. This paper explores gender compositions in executive management teams of hotel firms and provides comprehensive longitudinal empirical data, which shows how increases of female hotel executive managers impact the financial performance of their hotel organizations. The authors determine the threshold needed for the female managers to exert influence in their hotel-executive management teams and explore the different percentage ranges of gender diversity and their impact on hotel performances below and above the threshold or critical mass point. The findings of this study have implications for hotel firms in terms of making more informed decisions on gender diversity-related program and affirmative action policies.

The Portfolio—An Alternative Assessment Method in Hospitality and Tourism Management Education

Many scholars have hailed the portfolio as an alternative and/or additional assessment method to traditional assessment tools. So far, portfolios have predominantly been used in professions such as the arts, nursing education, and teachers evaluations. This paper describes the authors reflections and experiences of using the portfolio as a student assessment method in hospitality and tourism education. The benefits ranging from a resource based learning, to a deep learning approach and the development of key skills and attitudes required within the hospitality and tourism industry promote the portfolio as an effective alternative student assessment method.