The Diversity Task Force ( Best Practices in Achieving Workforce Diversity, 2001) research suggests that a common misapprehension about diversity is that only some persons or groups are included under its umbrella, when in fact, precisely the opposite is true. Traditionally, diversity has included merely race and gender diversity. Furthermore, in alignment with the social identity theory, “a group is diverse if it is composed of individuals who differ on a characteristic on which they base their own social identity” ( O'Reilly et al., 1998, p. Literature review 2.1 Workforce diversity and diversity managementĭiversity can be broadly defined as “a characteristic of social grouping that reflects the degree to which objective or subjective differences exist between group members” ( Van Knippenberg and Schippers, 2007, p. This investigation is crucial in the hospitality industry literature to establish the importance of diversity management as a concrete antecedent of positive employee-related and organizational outcomes ( Ashikali and Groeneveld, 2015). This study seeks to investigate a relationship between diversity management and positive workforce-related outcomes, including job performance, service innovation behavior and employee engagement in the hospitality industry. Hence, the purpose of this research is to analyze the impact of effective diversity management on employees' attitudes and behavior in the hospitality industry. The present research aims to contribute to the body of literature by analyzing the impact of effective diversity management practices and policies on hospitality employees' attitudes and behavior. Additionally, there is limited research in assessing the impact of diversity management practices on organizational, work-related and operational outcomes ( Pitts, 2009). This gap could contribute to the scarcity of advanced and nuanced analysis regarding diversity management in the hospitality context. However, there is a lack of empirical evidence surrounding the consequences of diversity management in the hospitality industry. Previous studies have proposed several benefits of effective diversity management in the hospitality industry ( Kalargyrou and Volis, 2014 Kim, 2006 Manoharan et al., 2019). Furthermore, there is a stark theoretical and methodological gap in the diversity management stream of research between general management literature and hospitality management literature ( Manoharan and Singal, 2017). Table 1 highlights the demographic makeup of the hospitality and tourism industry in the United States.Īlthough diversity management research has garnered momentum in the past few years, the research stream focused on diversity management in the hospitality literature is far from mature. It is crucial to understand how the hospitality sector manages workforce diversity due to the significant representation of minorities in the workforce ( Kalargyrou and Costen, 2017). Diversity management research was initiated over two decades ago with the exploration of workforce diversity and its characteristics. The foundation of diversity management literature lies in the discussion of workforce diversity. Diversity management has received attention in recent years in becoming a consulting industry, with organizations partnering with both academics and practitioners to evaluate their diversity management initiatives ( Pitts, 2009). Diversity management has received increased support from the corporate sector in the hospitality industry through investment in several diversity initiatives by major hospitality companies ( Gajjar and Okumus, 2018 Manoharan et al., 2021).
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Workforce diversity in the hospitality industry is related to a competitive advantage ( Madera, 2018) and must be explored intricately to reap its full potential. The full terms of this licence may be seen at ĭiversity is in the core of the hospitality industry based on its global nature and worldwide employment. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Published in International Hospitality Review.
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Mistry, Fevzi Okumus and Marissa Orlowski License