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1 – 3 of 3Trishna G. Mistry, Fevzi Okumus and Marissa Orlowski
Diversity management is of great importance in the hospitality industry, resulting in a host of constructive consequences if managed effectively. However, there is a deficiency of…
Abstract
Purpose
Diversity management is of great importance in the hospitality industry, resulting in a host of constructive consequences if managed effectively. However, there is a deficiency of investigation surrounding the outcomes of diversity management on the employees' attitudes and behavior in the hospitality industry. This research sought to investigate the influence of diversity management on workers' performance and conduct in the hospitality industry.
Design/methodology/approach
This quantitative study used survey data from 565 hospitality industry employees. Structural equation modeling was used to test the relationships from the research model.
Findings
This study identified a relationship between diversity management and positive workforce-related outcomes, including job performance, service innovation behavior and employee engagement in the hospitality industry.
Research limitations/implications
The findings of this study will push the confines of diversity management scholarship and initiate new paths of academic inquiry. Hospitality industry managers can also identify the benefits of effective diversity management as a consequence of this study.
Originality/value
This research contributes to the growing literature on diversity management as an essential aspect of human resources management in promoting positive employee attitudes and behaviors.
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Keywords
Trishna G. Mistry, S. Kyle Hight, Fevzi Okumus and Abraham Terrah
The purpose of this study was to empirically investigate the characteristics of good hospitality managers and the core causes that lead to developing such characteristics.
Abstract
Purpose
The purpose of this study was to empirically investigate the characteristics of good hospitality managers and the core causes that lead to developing such characteristics.
Design/methodology/approach
Using a qualitative inquiry approach, 93 line-level hospitality employees were surveyed online regarding their experiences about the characteristics of good managers.
Findings
The research findings revealed five key themes of good managerial characteristics, including interpersonal skills, communication skills, supervisory skills, leadership skills, and positive personality and professionalism. Additionally, the root causes of these managerial characteristics were also analyzed. The good managerial characteristics were perceived to have developed from having worked under either a great manager or a terrible manager.
Research limitations/implications
This study advanced the literature on managerial characteristics by confirming several existing categories from the viewpoint of hospitality industry employees.
Practical implications
Human resource managers should be considerate of these findings in terms of recruitment, hiring, and training, development, and promotion of employees in their companies.
Originality/value
This is one of the first studies to analyze the perceived reasons behind the development of these characteristics.
Details