STI Levels of Diversity TH2010 PDF

TH2010 Levels of Diversity The multicultural perspective seeks to provide a conceptual framework that recognizes the complex diversity of a complex society while, at the same time, suggesting bri...

TH2010 Levels of Diversity The multicultural perspective seeks to provide a conceptual framework that recognizes the complex diversity of a complex society while, at the same time, suggesting bridges of shared concern that bind culturally different persons to one another. How do people differ? Are there levels in which they are different? Surface-level diversity refers to the differences in easily perceived characteristics such as gender, race, ethnicity, age, or disability, that do not necessarily reflect the ways people think or feel but that may activate certain stereotypes. Deep-level diversity pertains to the differences in values, personality, and work preferences that become progressively more important for determining similarity as people get to know one another better. Managing diversity involves and benefits everyone. To appreciate this further, and understand the difference between surface and deep-level diversity, consider the following example. Arthur and Morgana are managers who do not seem to have much in common. Arthur is a young, recently hired male from a European-speaking neighborhood in Manila with a Marketing degree from a prestigious university. Morgana is an older woman from a rural area in Cebu, who started as a secretary after her college education and worked her way up to the hierarchy. At first, these coworkers may notice their surface-level differences in education, ethnicity, regional background, and gender. However, as they get to know and understand one another, they may find they are both deeply committed to their families, share a common way of thinking about work problems, like to work collaboratively, and are interested in international assignments. These deep-level similarities can overshadow the more superficial differences between them, and research suggests they will work together. There can be serious repercussions to discrimination and exclusion, which often stem from socially- constructed inequalities. It is important for future tourism and hospitality managers to acknowledge the role of inclusion when considering diversity, which will help improve opportunities for all. Discrimination in the Workplace Although diversity presents many opportunities for organizations, diversity management includes working to eliminate unfair discrimination. To discriminate is to note a difference between things, which in itself isn’t necessarily bad. Noticing one employee as more qualified is necessary for making good hiring decisions; noticing another is taking on leadership responsibilities exceptionally well is necessary for making strong promotion decisions. Stereotypes Usually, when talking about discrimination, though, it means allowing one’s behavior to be influenced by stereotypes about groups of people. Stereotyping is judging someone based on his/her perception of the group to which s/he belongs. To use a machine metaphor, one might think of stereotypes as the fuel that powers the discrimination engine. Stereotypes can be deceptive not only because they may affect the fairness of the organization, but because they can affect how potential targets of discrimination see themselves (Robbins & Judge, 2018). Stereotype threat describes the degree to which one internally agrees with the generally negative stereotyped perceptions of one’s group. Along with that comes a fear of being judged when identified with the negative connotations of that group. This can happen when one is a minority in a situation. For instance, an older worker applying for a job in a predominately millennial-age workforce may assume the interviewer thinks s/he is out of touch with current trends. What creates a stereotype threat is not whether this worker is or is not up to date with trends, but whether he internally agrees that older workers (the group he identifies with) are out of date (the stereotype). Stereotype threat has serious implications for the workplace. Employees who feel it may have lower performance, lower satisfaction, negative job attitudes, decreased engagement, decreased motivation, higher 02 Handout 1 *Property of STI  [email protected] Page 1 of 6  TH2010 absenteeism, more health issues, and higher turnover intentions. Thankfully, this is something that organizations can combat in the workplace by treating employees as individuals, and not highlighting group differences. The following organizational changes can be successful in reducing stereotype threat (Robbins & Judge, 2018):  increasing awareness of how stereotypes may be perpetuated;  reducing differential and preferential treatment through objective assessments;  banning stereotyped practices and messages;  confronting even small, seemingly inoffensive remarks or attacks against minority groups; and  adopting transparent practices that signal the value of all employees. Types of Workplace Discrimination Discrimination can occur in many ways, and its effects can vary depending on the organizational context and the personal biases of employees (Robbins & Judge, 2018). Discriminatory policies or practices – These are actions taken by representatives of the organization that deny equal opportunity to perform or unequal rewards for performance. For example, older workers may be a target for layoffs because they are highly paid and have lucrative benefits. Sexual harassment – This refers to unwanted sexual advances and other verbal or physical conduct of a sexual nature that create a hostile or offensive work environment. For instance, salespeople at one company went on company-paid visits to strip clubs, brought strippers into the office to celebrate promotions, and fostered pervasive sexual rumors. Intimidation – This refers to overt threat or bullying directed at members of specific groups of employees. For instance, an African-American employee at some companies has found nooses (ropes with loop at the end) hanging over their workstations. Mockery and insults – These refer to jokes or negative stereotypes; sometimes, the result of jokes are taken too far. For example, Arab Americans have been asked at work whether they were carrying bombs or were members of terrorist organizations. Exclusion – This pertains to the exclusion of certain people from job opportunities, social events, discussion, or informal mentoring, which may occur unintentionally. For example, many women in finance claim they are assigned to marginal job roles or are given light workloads that don’t lead to promotion. Incivility – This refers to disrespectful treatment, including behaving aggressively, interrupting the other person, or ignoring varying opinions. For instance, female lawyers note that male attorneys frequently cut them off or do not adequately address their comments during a trial. Whether it is overt or covert, intentional or unintentional, discrimination is one of the primary factors that prevent diversity. On the other hand, recognizing diversity opportunities can lead to an effective diversity management program and, ultimately, to a more successful organization. Differentiating Characteristics The following covers some important surface-level and deep-level characteristics that differentiate members of the global tourism and hospitality workforce. Biographical characteristics are personal characteristics such as age, gender, race, and length of tenure that are objective and easily obtained from personnel records. These characteristics are representative of surface-level diversity (Robbins & Judge, 2018). Age – This is likely to be an issue of increasing importance during the next decade for many reasons. For one, the workforce is aging worldwide in most developed countries. Stereotypes of older workers as being behind the times, grumpy, and inflexible are changing. Managers often see a number of positive qualities older workers bring to their jobs, such as experience, sound judgment, strong work ethic, and commitment to quality. 02 Handout 1 *Property of STI  [email protected] Page 2 of 6  TH2010 In 2016, the Republic Act No. 10911, otherwise known as “The Anti-Age Discrimination in Employment Act”, was signed into law to promote equal opportunities in employment for everyone. The Act encourages employers to hire individuals based on their abilities, knowledge, skills, and qualifications, rather than their age. It likewise prohibits arbitrary age limitations in employment and advances the rights of all employees and workers, regardless of age, to be treated equally in terms of compensation, benefits, promotion, training, and other employment opportunities in the Philippines. In 2018, the Department of Labor and Employment (DOLE) had noticed the good development that sees fast food chains, restaurants, and private companies hiring more senior citizens and persons with disabilities (PWDs; discussed further below), but is reminding employers to treat them equally. The Department Secretary also emphasized that the four-hour work scheme of these groups must be according to the minimum wage law, and they must also be compensated with the appropriate overtime pay for working more than eight (8) hours in a day. For instance, Jollibee and McDonald’s have been hiring senior citizens and PWDs to be part of their foodservice workforce since 2019, including the implementation of RA No. 10911 in their policies. Sex – Few issues initiate more debates, misconceptions, and unsupported opinions than whether women perform as well on jobs as men do. In reality, few—if any—differences between men and women affect job performance. In the hiring realm, managers are influenced by gender bias when selecting candidates for certain positions. For instance, men are preferred in hiring decisions for male-dominated occupations, particularly when men are doing the hiring. A study of 20 organizations in Spain, for example, suggested that men are generally selected for leadership roles that require handling organizational crises. According to Naomi Sutherland, senior partner in diversity at recruiter Korn Ferry, “Consciously or subconsciously, companies are still hesitant to take the risk on someone who looks different from their standard leadership profile.” According to The ASEAN Post Team (2019), gender equality remains a top priority in the Philippines, with policies already in place to address the equal opportunity in careers, recruitment biases, and flexible work arrangements. The country is also one of the few with gender provision in its Constitution, and one of the earliest signatories to the United Nation’s (UN) Convention on the Elimination of All Forms of Discrimination Against Women (CEDAW). The year 2019 marks the 10th anniversary of the enactment of the Republic Act No. 9710 or the Magna Carta of Women (MCW) which was signed into law on August 14, 2009, as a step to empower and uplift Filipino women and support the laws that protect women’s rights and equal access to opportunities and resources. The MCW is the Philippines’ response to the UN CEDAW. Race and ethnicity – These have been studied as they relate to employment outcomes such as hiring decisions, performance evaluations, pay, and workplace discrimination. Individuals may slightly favor colleagues of their own race in performance evaluations, promotion decisions, and pay raises, although such differences are not found consistently, especially when highly structured methods of decision making are employed. Disabilities – Workplace policies, both official and circumstantial, regarding individuals with physical or mental disabilities, vary from country to country. Countries such as Australia, the United States, the United Kingdom, and Japan have specific laws to protect individuals with disabilities. These laws have resulted in greater acceptance and accommodation of people with physical (such as deafness and muteness) or mental impairments (like autism). In addition, technology and workplace advancements have greatly increased the scope of available jobs for those with all types of disabilities. Managers need to be attuned to the true requirements of each job and match the skills of the individual to them, providing accommodations when needed. 02 Handout 1 *Property of STI  [email protected] Page 3 of 6  TH2010 In the Philippines, Republic Act No. 10524 or the “Act Expanding the Positions Reserved for Persons with Disabilities (PWDs)” amended the Magna Carta for PWDs in 2016 and gave the PWDs more employment opportunities. Under this law, private corporations that employ at least 100 employees are encouraged to reserve at least one (1) percent of all positions for PWDs. Those who employ less than 100 employees are encouraged to hire PWDs. Government agencies shall also reserve at least one (1) percent of their regular and non-regular positions for PWDs. Businesses like Fruitas, Farron Café, and Dunamai Café have opened their doors for PWD employees. Deep-level characteristics such as religion, sexual orientation, gender identity, and cultural identity provide opportunities for workplace diversity, as long as discrimination can be overcome. Religion – Not only do religious and nonreligious people question each other’s belief systems, often people of different religious faiths conflict with one another. There are few—if any— countries in which religion is a non-issue in the workplace. For this reason, employers are prohibited by law from discriminating against employees based on religion in many countries, including Australia, the United Kingdom, and the United States. Sexual orientation and gender identity – Sexual orientation describes a person’s inherent enduring physical, romantic, and/or emotional attraction to another person, while gender identity refers to one’s internal and personal sense of being a man or a woman, which can be the same or different from their sex assigned at birth. The Philippine Commission on Women (PCW), enacting on an anti-discrimination based on sexual orientation and gender identity law, provides Policy Brief No.11. This policy brief explains the rationale and recommendations for upholding the basic human rights of persons with diverse sexual orientation and gender identity (SOGI). Other existing Section 3 of the MCW provides that “All individuals are equal as human beings by virtue of the inherent dignity of each human person. No one should therefore suffer discrimination on the basis of ethnicity, gender, age, language, sexual orientation, race, color, religion, political or other opinion, national, social or geographical origin, disability, property, birth, or other status as established by human rights standards.” So far, only 17 percent of companies in the Philippines have some form of SOGI-inclusive, non-discrimination policy, and they were all from the BPO (business process outsourcing) sector, which are foreign-headquartered. While much has changed in other countries, the global, full acceptance and accommodation of lesbian, gay, bisexual, and transgender (LGBT) employees remains a work in progress. Cultural identity – Workplace practices that coincided with the norms of a person’s cultural identity were commonplace years ago when societies were less mobile. People looked for work near familial homes, and organizations established holidays, observances, practices, and customs that suited the majority (Robbins & Judge, 2018). An organization seeking to be sensitive to the cultural identities of its employees should look beyond accommodating its majority groups and instead create as much of an individualized approach to practices and norms as possible. Often, managers can provide the bridge of workplace flexibility to meet both organizational goals and individual needs (Braedel-Kühner & Müller, 2016). Ability is an individual’s current capacity to perform the various tasks of a job. Overall abilities are essentially made up of two (2) sets of factors: intellectual and physical. Intellectual abilities – These refer to abilities needed to perform mental activities such as thinking, reasoning, and problem-solving. Most societies place a high value on intelligence, and for a good reason. Smart people generally earn more money and attain higher levels of education. They are also more likely to emerge as leaders of groups. However, assessing and measuring intellectual ability is not always simple, partially because people aren’t consistently capable of correctly assessing their 02 Handout 1 *Property of STI  [email protected] Page 4 of 6  TH2010 own cognitive ability. Pancake House and Manulife Business Processing Services were given recognition for their innovative practices in autism-inclusive employment last January 2020. Physical abilities – These refer to the capacity to do tasks that demand stamina, dexterity, strength, and similar characteristics. High employee performance is likely achieved when the extent to which a job requires physical abilities that matches the employee’s skills in that job. Organizations are increasingly becoming aware that an optimally productive workforce includes all types of people and does not automatically exclude anyone based on broad categories of abilities. For example, a pilot program of software company SAP in Germany, India, and Ireland has found that employees with autism perform excellently in precision-oriented tasks like debugging software (Robbins & Judge, 2018). Diversity Strategies and Approaches Discrimination, for any reason, leads to increased turnover, which is detrimental to overall organizational performance. While a better representation of all racial groups in organizations remains a goal, an individual of minority status is much less likely to leave the organization if there is a feeling of inclusivity, known as a positive diversity climate. It can lead to increased sales, suggesting there are organizational performance gains associated with reducing racial and ethnic discrimination (Connerley & Pederson, 2005). Diversity management involves the active process and programs by which organization managers make everyone more aware of and sensitive to the needs and differences of others. This definition highlights the fact that diversity programs include and are meant for everyone, regardless of characteristics and in light of varying specific abilities. Organizations use a variety of diversity programs in recruiting and selection policies, as well as in training and development practices. Effective, comprehensive workforce programs encouraging diversity have three (3) distinct components (Robbins & Judge, 2018). 1. They teach managers about the legal framework for an equal employment opportunity and encourage fair treatment of all people regardless of their demographic characteristics. 2. They teach managers how a diverse workforce will be better able to serve a diverse market of customers and clients. 3. They foster personal development practices that bring out the skills and abilities of all workers, acknowledging how differences in perspective can be a valuable way to improve performance for everyone. Most negative reactions to employment discrimination are based on the idea that discriminatory treatment is unfair. Regardless of race or gender, people are generally in favor of diversity-oriented programs, including affirmative action programs (AAP), to increase the representation of minority groups and ensure everyone a fair opportunity to show their skills and abilities. Effective approaches to managing cultural diversity at the workplace are (Robbins & Judge, 2018):  Define organizational values and policies. Ensure to give proper answers to these questions before deciding on fundamental policies and ethics of one’s organization. What does the organization eventually aim at? What image does one want to promote to apply effectively cultural diversity workforce in hospitality management? What kind of workforce does one want in the future? What kind of workforce characteristics are vital for the performance?  Adopt employee relationship management system. To integrate workers from different cultures into the workplace, managers should create a good relationship with them. Some programs can help develop the relationship – they are, language teaching, celebrating different religious or traditional holidays of employees, involving employees’ families into some company activities, etc. Indeed, creating such a family atmosphere helps increase retention. To successfully create such an 02 Handout 1 *Property of STI  [email protected] Page 5 of 6  TH2010 atmosphere through programs, managers should first try to know the personalities and backgrounds of their people. For example, managers can have conversations with employees during the downtime or social events to understand more about them.  Develop a diversity management training program. Training programs are another factor that ensures effective management of cultural diversity. Amid increased globalization of the hospitality industry, diversity management training programs such as cross-cultural training can help overseas managers to learn about different cultures and help them develop skills of managing cultural diversity issues. That so doing can significantly decrease the potential costly failure due to cultural difference problems. Not only with managers, diversity management training should be implemented in all levels in the tourism and hospitality industry.  Optimize cultural diversity training. The cultural diversity training involves understanding what it is, why it is important, understanding culture at all levels, from individual, national to organizational levels. Trainers need to explain the behavioral influences of culture on the job and define the phenomena of stereotypes, assumptions, and prejudice. Diversity training is intended for understanding, seeing things in a new way, reflection, and realization. It should be applied both to employees and management. Also, measurement and accountability are required in training. There can be assessments to draw employees’ attention on the topic. Assessments help reach learning intentions like knowledge increase and change in behavior and attitude. The skills and attributes of a trainer need to be suitable for the task. They have to be flexible, manage conflicts, and control group dynamics. Also, diversity training can have multiple teaching methods (e.g., role play, video, theatre, quiz, or a small group work). It is important to decide which method will help people learn.  Use language bank. It is a program that workers are available to interpret different languages for other workers who need translators. The language bank helps better understanding and communication between workers with different languages. Organizational leaders should examine their workforces to determine whether target groups have been underutilized. If groups of employees are not proportionally represented in top management, managers should look for any hidden barriers to advancement. Managers can often improve recruiting practices, make selection systems more transparent, and provide training for those employees who have not had adequate exposure to diversity material in the past. The organization should also clearly communicate its policies to employees so they can understand how and why certain practices are followed. Differences in legal and cultural factors across nations forced international companies to develop unique policies to match the cultural and legal frameworks of each country in which they operate. References: Braedel-Kühner, C. & Müller, A.P. (2016). Re-thinking diversity: Multiple approaches in theory, media, communities, and managerial practice. Springer Fachmedien Wiesbaden. Castillo Laman Tan Pantaleon & San Jose Law Firm (2019, July 26). Summary of age discrimination law in the Philippines. http://www.agediscrimination.info/international-age-discrimination/philippines. Casal, C. (2018, November 14). Survey finds that Filipino companies are not accepting of LGBTQ+. In CNN Philippines. https://cnnphilippines.com/life/culture/2018/11/14/Filipino-companies-not-accepting-LGBTQ.html Connerley, M., & Pedersen, P. (2005). Leadership in a diverse and multicultural environment: Developing awareness, knowledge, and skills. Sage Publications, Inc. Robbins, S.P., & Judge, T.A. (2018). Essentials of organizational behavior (14th ed.). Pearson Education Limited. The ASEAN Post Team (2019, August 21). Filipino women not moving up the ladder fast. In The ASEAN Post. https://theaseanpost.com/article/filipino- women-not-moving-ladder-fast The Human Rights Campaign (2020). Sexual orientation and gender identity definitions. https://www.hrc.org/resources/sexual-orientation-and-gender- identity-terminology-and-definitions Vietnam Manpower (n.d.). How to effectively manage cultural diversity at workplace in hospitality industry. In Vietnam Manpower. Retrieved 27 March 2020, from http://vnmanpower.com/en/cultural-diversity-management-in-hospitality-industry-bl261.html 02 Handout 1 *Property of STI  [email protected] Page 6 of 6