Diversity Management in Hospitality Industry
The U.S. Department of Labor and Statistics estimates that, by 2050, minorities will comprise almost half the nation’s working population. Furthermore, the U.S. Census Bureau sustains that Hispanics are likely to take African Americans’ place as the largest minority group in the United States. Notably, these cultural trends are weighing significant pressure on the hospitality industry, which is one of the chief employers of migrants in most nations (Aicken, & Ryan, 2013). From this outlook, the dynamics of this essay aim to highlight the issue of cultural diversity in the hospitality industry today. Additionally, the paper sheds light on organizations in the hospitality industry such as JW Marriott hotels that have made a significant contribution to managing cultural diversity. At this point, the essay identifies that Marriott hotels utilize diverse processes to encourage cultural diversity in the community and within the organization.
JW Marriott Hotel first opened in Washington D.C. in February 1984. From here, other principal JW Marriott Hotels were also initiated in Asia (1989), Middle East (1993), Europe (1993), and Latin America (1996). Currently, the hotel’s range includes 52 properties, which are in over 22 countries, offering 23,048 rooms. The luxury hotels cater to a sophisticated clientele, consisting mainly of travelers. JM Marriott Hotels and Resorts value authenticity and put emphasis on dexterous experiences, which they make certain are artfully delivered. The hotels’ chief competitors include other luxury hotel brands such as Conrad, Park Hyatt, Shangri-La, and Fairmont. Nonetheless, there are a number of structural attributes that stand out and thus give JW Marriott Hotel its brand. The guest rooms are spacious and offer pleasant appointments and amenities. In addition, the hotels incorporate fitness centers with state of the art equipment, as well as pampering spas. There are also executive business centers that have conciliating atmospheres for meetings or other business activities. Furthermore, the hotels avail superior foods and beverage services to guests occupying the oversized residential-like executive lounges that offer a relaxing environment. Importantly, the hotel offers a large complement staff that is poised to assist the needs of the guests, who are facilitated to live and work on their most suitable schedules.
In Barak (2010), the author asserts that it is difficult to generate a practicable definition of culture since one must take into consideration diverse factors such as art, morals, law, custom, belief, knowledge, and other skills and routines that people may have. Nevertheless, culture relates to the way people behave and develop attitudes (Rahim, 2011). The multidimensional phenomenon evidenced in the concept of culture becomes further complicated with constant changes as people lose their cultures and incorporate other people’s cultures. Comprehensibly, culture explains lifestyles, language, norm, and thought processes. At the same time, culture clarifies significant values, honesty, truth, and socially acceptable outcomes. French (2010) uncovers that there are distinct types of cultures within a societal framework. In this context, culture evolves from universal, civilization, nationality, industry, and organizational, to individual. Therefore, all human beings belong to the category of universal culture. Some of the conforming traits include diverse ideas, beliefs, morals, and values. For instance, all people recognize particular modes of speech for distinct occasions (Rahim, 2011).
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- Hillary Mwendwa (Author), 2010, Diversity Management in Hospitality Industry, Munich, GRIN Verlag, https://www.grin.com/document/269357