Managing cultural diversity: opportunities and challenges for Northern Ireland hoteliers

Abstract

Purpose -This paper aims to explore the opportunities and challenges faced by hospitality employers in accommodating a culturally diverse workforce in Northern Ireland. Design/methodology/approach -This is an exploratory paper based on interviews with hospitality employers in Northern Ireland. It seeks to answer the question "What opportunities and challenges does a culturally diverse workforce create for hoteliers in Northern Ireland?". Findings -This research highlights the potential of international workers as an invaluable new source of labour for the hospitality industry, provided that they are properly looked after and managed.Research limitations/implications -Future research could analyse the role of multicultural management in assuring business benefits associated with cultural diversity. Practical implications -The research suggests the importance of a positive proactive management system and solutions for training that could be incorporated into the workplace that celebrates its employee's cultures, that values and explores differences and that actively seeks to learn from other cultures, demonstrates tolerance, respects differences, identifies similarities and strives for inclusiveness. Training solutions are provided. Originality/value -This study suggests the removal of barriers to the successful integration of international staff into the workplace and society, while benefiting all staff, their organisations and the Irish tourism product.

Employment experiences of Polish migrant workers in the UK hospitality sector

“…wanted to enter the labour market at the earliest opportunity and it supports the argument that Poles may not be well prepared in job searching abroad, or they may be students looking for summer employment. Although migrants have a high level of educational attainment (Anderson et al 2006;Devine et al 2007aDevine et al , 2007bBaum et al 2007), they are not willing or able due to financial imperatives to spend time searching for jobs. Instead, they enter the labour market on the first available occasion.…”

“…The educational level and the age of respondents correspond with past studies on foreign workers in the UK hospitality sector Devine et al 2007aDevine et al , 2007b. Regarding location, England is a dominant location for migrants.…”

“…Although accurate figures are difficult to obtain, there are an estimated 610,000 Polish workers registered as employed in the UK (Home Office, 2009). It is widely recognised that these figures are underestimated, with variations reported by different agencies (Lyon & Sulcova, 2009) In tourism studies, Poles are recognised as the largest group of international workers in the UK (Baum, Dutton, Karimi, Kokkranikal, Devine & Hearns, 2007;Devine, Baum, Hearns, & Devine, 2007a, 2007bEvans, Wills, Datta, Herbert, McIlwaine & May, 2007). As with any influx of foreign employees, changes in the receiving countries workforces have been reported, with migrant workers having economic, social and cultural effects at the destination.…”

Diversity Challenges and Organizational Cynicism: A study on Egyptian Physicians

“…monthly) (Misra and McMahon, 2006 (Roberson et al, 2001). According to Devine, Baum, Hearns & Devine (2007) and , for effective management of cultural diversity, organizations should overcome the following three main challenges: · First, communication challenges which reflect the lack of knowledge and uncertainty of how people who are different receive and interpret behaviors of others.…”

“…Owing to globalization, local and global uncertainties and interaction among people from different origins, backgrounds and beliefs, cultural diversity has become a rising trend than ever before (Devine, Baum, Hearns &Devine, 2007 andMazur &Bialostocka, 2010).…”