Multicultural Diversity in the Workplace for Tourism Professionals PDF
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Athena Jacinto
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This document reviews multicultural diversity in the tourism and hospitality industry. It discusses organizational behavior, the impact of cultural diversity in the workplace, and the contributions of various behavioral science disciplines, like psychology, sociology, and anthropology. It also identifies the key characteristics of organizational culture.
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ULTICULTURAL DIVERSITY IN THE WORKPLACE M FOR THE TOURISM PROFESSIONAL TMHM 007 1ST SEMESTER | JACINTO, ATHENA | T 4:30PM - 7:30PM...
ULTICULTURAL DIVERSITY IN THE WORKPLACE M FOR THE TOURISM PROFESSIONAL TMHM 007 1ST SEMESTER | JACINTO, ATHENA | T 4:30PM - 7:30PM Additional information L1: CONCEPTS ON ORGANIZATIONAL BEHAVIOR, They studiedtheproblemsoffatigue,boredom, CULTURE, AND DIVERSITY andotherworkingconditionsthatcouldimpede FBOWC efficient work performance. Mostrecently,theircontributionshaveexpanded TOPIC OVERVIEW to include learning, motivation, personality, emotions, leadership effectiveness, job satisfaction, decision-making processes, . O A RGANIZATIONAL BEHAVIOR performance appraisals, work design, and job B. MAJOR BEHAVIORAL SCIENCE DISCIPLINES stress. a. Psychology LMPELEJSDMPPAWDJS b. Sociology c. Social Psychology d. Anthropology B2 SOCIOLOGY e. Organizational culture This discipline studies people concerning their C. SEVEN (7) PRIMARY CHARACTERISTICS OF ocial environment or culture. s ORGANIZATIONAL CULTURE Sociologists havecontributedtoOBthroughtheir a. Innovation and risk-taking study of group behaviors in organizations, b. Attention to detail particularly formal and complex ones. c. Outcome orientation d. People orientation e. Team orientation Additional information f. Aggressiveness Their contributions include organizational g. Stability culture, organizational structure, organizational D. MULTICULTURAL DIVERSITY technology, communications, power, and E. BENEFITS OF MULTICULTURAL DIVERSITY conflict. F. CHALLENGES CONCERNING OCOSOTCPC ORGANIZATIONAL BEHAVIOR B3 SOCIAL PSYCHOLOGY Introduction sabranchofpsychology,itblendsconceptsfrom A The continued economic globalization of the both psychology and sociology to focus on tourism and hospitality industry and an people’s influence on one another. increasing influx of migrant workers into the One major study area is change – how to companiesmakeitnecessarytomanagecultural implement it and how to reduce barriers to its diversity at the workplace effectively. acceptance. The modern workforce is madeupofpeopleof different genders, ages, ethnicity, religions, Additional information GAERN and nationalities. Social psychologists contribute to measuring, understanding, and changing attitudes, identifying communication patterns, and A ORGANIZATIONAL BEHAVIOR (OB) building trust. They have made significant contributions to the study of group behavior, field of studythatinvestigatestheimpactofthe a power, and conflict. MUCAICPBT three (3) determinants of behavior within IGS organizations:individuals, groups, and structures. OB applies the knowledge gained about the B4 ANTHROPOLOGY determinants of behavior to make organizations work more effectively(Robbins & Judge, 2018). It is the study of societies to learn abouthuman eings and their activities. b Anthropologists’ work on cultures and B MAJOR BEHAVIORAL SCIENCE DISCIPLINES environments has helped people understand differences in fundamental values, attitudes, and B is an applied behavioral science built on O behavior among themselves in different countries contributions from a number of other behavioral and within various organizations. PSSPA science disciplines, mainly psychology, sociology, social psychology, and anthropology (Robbins & Judge, 2018). Additional information Muchoftoday’sunderstandingoforganizational culture and diversity is a result of the work of B1 PSYCHOLOGY anthropologists. I t seeks to measure, explain, and sometimes change the behavior of humans and other animals. B5 ORGANIZATIONAL CULTURE ContributorstotheknowledgeofOBareindustrial It includes the organization’s vision, values, and organizational psychologists. orms, systems, symbols, language, and beliefs. n VVNSSLB PAGE1 JENNY ABEJAR | BACHELOR OF SCIENCE IN TOURISM MANAGEMENT | 2-1N ULTICULTURAL DIVERSITY IN THE WORKPLACE M FOR THE TOURISM PROFESSIONAL TMHM 007 1ST SEMESTER | JACINTO, ATHENA | T 4:30PM - 7:30PM I t is a systemofsharedmeaningbasedonwritten Itistheresultofanorganizationalculturebasedon andunwrittenrulesthathavebeendevelopedover r ace, ethnicity, age, religion, or gender. REARG time and are considered valid by members that distinguish the organization from other Additional information organizations. Race referstoaperson'sbiologicalorphysical characteristics,suchasbonestructureandskin, C EVEN (7) PRIMARY CHARACTERISTICS OF S hair, or eye color. ORGANIZATIONAL CULTURE IAOPTAS Ethnicity, on the other hand, refers to cultural factors, including one’s nationality, geographic culture, ancestry, and language. C1 INNOVATION AND RISK-TAKING his is the degree to which employees are T E BENEFITS OF MULTICULTURAL DIVERSITY encouragedtobepioneering,inventive,andtake on possibilities. espitethechallengeofhavingaculturallydiverse D environment, such a setting would also have the followingbenefitsoradvantagestoanorganization C2 ATTENTION TO DETAIL (Sawyer, 2018). It increases people’s interpersonalskillsbecause hisisthedegreetowhichemployeesareexpected T people from different cultures, when working toexhibitprecision,focus,andthoroughanalysis together, can easilyunderstandothers’views,thus to specifics. increasing teamwork. C3 OUTCOME ORIENTATION ★ I t expands innovation and creativity: Indeed, employees of different backgrounds can help his is the degree to which management focuses T outalotwhenit’stimetocreatenewprojects.It on results rather than on the techniques and also means different solutions to a common processesused to achieve them. problem. ★ It provides a wider range of languages C4 PEOPLE ORIENTATION spoken: With an increasing number of international guestsorcustomers,employeesin I t is the degree to which management decisions a company can benefit from learning new take intoconsiderationthe effectofoutcomeson language/s and thereby expand their knowledge. peoplewithin the organization. ★ It grows a company’s credibility: because having people from various backgrounds can make the company more attractive or C5 TEAM ORIENTATION marketable to potential guests and future I t is the degree to which work activities are workforce. organized around groupsrather than individuals. ★ It increases productivity on complex tasks:A multicultural working environment leads to moreeffectiveimplementationofthetaskswith C6 AGGRESSIVENESS different people engaged in it. hisisthedegreetowhichpeoplearecompetitive T rather than easygoing. F HALLENGES CONCERNING ORGANIZATIONAL C BEHAVIOR C7 STABILITY oday’s working environment brings challenges T I t is the degree to which organizational activities thatopenopportunitiesfororganizationstouseOB emphasizemaintainingthestatusquoincontrast concepts(Robbins & Judge, 2018). to growth. THE CHALLENGES Additional information Each primary characteristic above exists on a ational borders no longer N continuum from low to high. constrain organizations Appraising an organization on the strength of since the world has each provides a basis for the members’ shared become a“global village”. understanding about the organization, how In the process, organization things are done in it, and the way they are ONTINUING C leaders’ job has changed. supposed to behave or perform. LOBALIZATION G Effective leaders anticipate and adapt their approaches to global issues D MULTICULTURAL DIVERSITY concerning organizational behavior. I treferstotheexistenceofavarietyofculturalor Globalization has ethnic groups within a society. enhanced thediversity PAGE2 JENNY ABEJAR | BACHELOR OF SCIENCE IN TOURISM MANAGEMENT | 2-1N ULTICULTURAL DIVERSITY IN THE WORKPLACE M FOR THE TOURISM PROFESSIONAL TMHM 007 1ST SEMESTER | JACINTO, ATHENA | T 4:30PM - 7:30PM xperienced in the e s o, this increases employee hospitality and tourism satisfaction and improve industry because of its positive organizational multicultural nature. outcomes. he workforce has always T ne of the biggest O adapted to variations in challenges to maintain theeconomy, longevity, employee well-being is the birth rates, socioeconomic reality that many workers conditions, and other never get away from the changes that have a virtual workplace; at some widespread impact. point, employees don’t feel People adapt to survive, like they are not part of a andOB studiesthe way team. WORKFORCE those adaptations affect Thesense of belongingis DEMOGRAPHICS individual and group very challenging for virtual behavior. workers. According to Studying OB helps research, one (1) in four (4) organizationsinvestigate employees shows signs of the factorsthat lead burnout, and two (2) in employees to make various EMPLOYEE three (3) reporthigh-stress choices and how their WELL-BEING AT levels and fatigue. This experiences affect their WORK may actually be an perceptions of their underestimate because workplaces. In turn, this workers report maintaining canhelp predict one’s “always on”access for organizational outcomes. their managers through e-mail, texting, and phone his trend isone of the T calls. most important Employee well-being is also challengesfor challenged by heavy organizations. outsidepersonal This happens when commitments(i.e., WORKFORCE organizations are balancing work and family DIVERSITY becoming more responsibilities). heterogeneous in terms of Through the study of OB, employees’ gender, age, organizations can guide race, ethnicity, sexual managers in designing orientation, and other workplaces that can help characteristics. their employees deal with Managing diversity is a work-life conflicts. global concern. A growing area in OB espite its universality, D r esearch is referred to as many organizations positive organizational continue to struggle with behavior (POB), which employees’ use of social studies how organizations media in the workplace. develop human strengths, This difficult issue onsocial foster vitality and media usageshows how resilience, and unlock today’s organization potential. managers are presented Key subjects in this with both a challenge and research areengagement, an opportunity for OB. POSITIVE WORK EHOR hope, optimism, and SOCIAL MEDIA They need to adopt policies ENVIRONMENT resiliencein the face of designed to protect strain. employees and their POB does not deny the organizations with balance value of the negative (such and understanding. as critical feedback). It Once employees are on the challenges researchers to job, organizations must look at it through a new providepolicies or lens and pushes the guidelinesabout accessing organization to make use social media at work – of employees’ strengths when, where, and for rather than dwell on their what purposes. By doing limitations. PAGE3 JENNY ABEJAR | BACHELOR OF SCIENCE IN TOURISM MANAGEMENT | 2-1N ULTICULTURAL DIVERSITY IN THE WORKPLACE M FOR THE TOURISM PROFESSIONAL TMHM 007 1ST SEMESTER | JACINTO, ATHENA | T 4:30PM - 7:30PM ome organizations S employ“culture officers” to shape and preserve the company’s personality. I n an organizational world characterized by downturns, expectations of increasing productivity, and tough competition, it is not surprising that many employees feel pressured to cut corners, break rules, and engage in other questionable practices. ETHICAL Increasingly they face BEHAVIOR ethical dilemmasand choices in which they are required to identify right and wrong conduct. Should they “blow the whistle” if they discover illegal activities in their companies? Do they follow orders with which they don’t personally agree? Should they “play politics” to advance their careers? Additional information Today’s manager must create an ethically healthycultureforemployeesinwhichtheycan do their work productively with minimal uncertainty about right and wrong behaviors. Companies that promote a strong ethical mission, encourage employees to behave with integrity, and provide strong leadership can influence employee decisions to behave ethically. As futureleadersintourismandhospitality,one needstodevelopinterpersonalorpeopleskills to be effective in his/her chosen job. OB investigates theimpactthatindividuals,groups, and structures have on behavior within an organization, and then applies that knowledge to make that organization’s culture work more effectively. Workplace diversity not only facilitates easy understanding of different cultural,social,andeconomicperspectivesbut also enhances the delivery of satisfactory services through communication and observation. PAGE4 JENNY ABEJAR | BACHELOR OF SCIENCE IN TOURISM MANAGEMENT | 2-1N ULTICULTURAL DIVERSITY IN THE WORKPLACE M FOR THE TOURISM PROFESSIONAL TMHM 007 1ST SEMESTER | JACINTO, ATHENA | T 4:30PM - 7:30PM B DISCRIMINATION IN THE WORKPLACE L2: DIVERSITY IN THE WORKPLACE presents many opportunities for organizations TOPIC OVERVIEW DIVERSITY MANAGEMENT includes working to eliminate unfair A. LEVELS OF DIVERSITY discrimination. a. Surface-level Diversity b. Deep-level Diversity DISCRIMINATE B. DISCRIMINATION IN THE WORKPLACE to discriminate is to note a difference between a. Discrimination things, which in itself isn’t necessarily bad. b. Stereotype C. TYPES OF WORKPLACE DISCRIMINATION Additional information a. Discriminatory policies or practices Noticing one employee as more qualified is b. Sexual harassment necessary for making good hiring decisions; c. Intimidation noticing another is taking on leadership d. Mockery and insults responsibilitiesexceptionallywellisnecessaryfor e. Exclusion making strong promotion decisions. f. Incivility D. DIFFERENTIATING CHARACTERISTICS a. Surface-Level Characteristics B1 DISCRIMINATION b. Deep-Level Characteristics c. Ability itmeansallowingone’sbehaviortobeinfluenced E. DIVERSITY STRATEGIES AND APPROACHES y stereotypesabout groups of people. b a. Diversity Management B2 STEREOTYPE A LEVELS OF DIVERSITY STEREOTYPING judgingsomeonebasedonhis/herperceptionof he multicultural perspective seeks to provide a T the groupto which s/he belongs. conceptualframeworkthatrecognizesthecomplex diversity of a complex society while, at the same Additional information time, suggesting bridges of shared concern that Touseamachinemetaphor,onemightthinkof bind culturally different persons to one another. stereotypes as the fuel that powers the How do people differ? Aretherelevelsinwhich discrimination engine. they are different? Stereotypescanbedeceptivenotonlybecause they mayaffectthefairnessoftheorganization, A1 SURFACE-LEVEL DIVERSITY but because they can affect how potential targets of discrimination see themselves r efers to the differences in easily perceived (Robbins & Judge, 2018) characteristics such as gender, race, ethnicity, age,ordisability,thatdonotnecessarilyreflectthe STEREOTYPE THREAT ways people think or feel but that may activate describes the degree to which one internally certain stereotypes. agrees with the generally negative stereotyped perceptionsof one’s group. A2 DEEP-LEVEL DIVERSITY Along with that comes a fear of being judged when identified with the negativeconnotations ertains to the differences invalues,personality, p of that group. This can happen when one is a and work preferences that become progressively minority in a situation. more important for determining similarity as people get to know one another better. Additional information Stereotypethreathasseriousimplicationsforthe Additional information workplace. Employees who feel it may have Managing diversity involves and benefits lower performance, lower satisfaction, everyone. negative job attitudes, decreased There can be serious repercussions to engagement, decreased motivation, higher discriminationandexclusion,whichoftenstem absenteeism, more health issues, and higher fromsocially-constructed inequalities. turnover intentions. Itisimportantforfuturetourismandhospitality Thankfully, this is something thatorganizations managers to acknowledge theroleofinclusion can combat in the workplace by treating when considering diversity, which will help employeesasindividuals,andnothighlighting improve opportunities for all. group differences. PAGE1 JENNY ABEJAR | BACHELOR OF SCIENCE IN TOURISM MANAGEMENT | 2-1N ULTICULTURAL DIVERSITY IN THE WORKPLACE M FOR THE TOURISM PROFESSIONAL TMHM 007 1ST SEMESTER | JACINTO, ATHENA | T 4:30PM - 7:30PM The following organizational changes can be successful in reducing stereotype threat C5 EXCLUSION (Robbins & Judge, 2018) his pertains to the exclusion of certain people T ★ increasing awareness of how stereotypes may fromjobopportunities,socialevents,discussion, be perpetuated; or informal mentoring, which may occur ★ reducingdifferentialandpreferentialtreatment unintentionally through objective assessments; ★ banning stereotyped practices and messages; XAMPLE: Many women in finance c E laim they are ★ confronting even small, seemingly inoffensive assigned to marginal job roles or are given light remarks or attacks against minority groups; and workloads that don’t lead to promotion. ★ adopting transparent practices that signal the value of all employees. C6 INCIVILITY his refers to disrespectful treatment, including T C TYPES OF WORKPLACE DISCRIMINATION behaving aggressively, interrupting the other person, or ignoring varying opinions. iscrimination can occur in many ways, and its D effects can vary depending on the organizational context and the personal biases of employees XAMPLE: Female lawyers note that male attorneys E (Robbins & Judge, 2018). frequently cut them off or do not adequately address their comments during a trial. C1 DISCRIMINATORY POLICIES OR PRACTICES Additional information hese are actions taken by representatives of the T Whether it is overt or covert, intentional or organization that deny equal opportunity to unintentional, discrimination is one of the perform orunequal rewardsfor performance. primary factors that prevent diversity. On the other hand, recognizing diversity XAMPLE: Older workers may be a target for layoffs E opportunitiescanleadtoaneffectivediversity because they are highly paid and have lucrative benefits. management program and, ultimately, to a more successful organization. C2 SEXUAL HARASSMENT D DIFFERENTIATING CHARACTERISTICS hisreferstounwantedsexualadvancesandother T verbal or physical conduct of a sexual naturethat he following covers some important surface-level and T create a hostile or offensive work environment. deep-levelcharacteristicsthatdifferentiatemembersofthe global tourism and hospitality workforce. XAMPLE: For instance, salespeople at one company E went on company-paid visits to strip clubs, brought D1 SURFACE-LEVEL CHARACTERISTICS strippers into the office to celebrate promotions, and fostered pervasive sexual rumors. BIOGRAPHICAL CHARACTERISTICS arepersonalcharacteristicssuchasage,gender, race,andlengthoftenurethatareobjectiveand C3 INTIMIDATION easily obtained from personnel records. These characteristics are representative of his refers to overt threatorbullyingdirectedat T surface-level diversity (Robbins & Judge, 2018). members of specific groups of employees. SURFACE-LEVEL CHARACTERISTICS XAMPLE: An African-American employee at some E companies has found nooses (ropes with loop at the end) his is likely to be an issue of T hanging over their workstations. increasing importance during the next decade for many reasons. Forone,theworkforceisaging C4 MOCKERY AND INSULTS worldwide in most developed AGE countries.Stereotypesofolder hese refer to jokes or negative stereotypes; T workers as being behind the sometimes, the result of jokes aretaken too far. times, grumpy, and inflexible are changing. XAMPLE: Arab Americans have been asked at work E whether they werecarryingbombsorweremembersof OSITIVEQUALITIESOLDERWORKERS P terrorist organizations. BRING THAT MANAGERS OFTEN SEES: PAGE2 JENNY ABEJAR | BACHELOR OF SCIENCE IN TOURISM MANAGEMENT | 2-1N ULTICULTURAL DIVERSITY IN THE WORKPLACE M FOR THE TOURISM PROFESSIONAL TMHM 007 1ST SEMESTER | JACINTO, ATHENA | T 4:30PM - 7:30PM xperience, sound judgment, strong e re influencedbygenderbias a work ethic, and c ommitment to when selecting candidates for quality. certain positions. For instance, men are EPUBLICACTNO.10911“THEANTI-AGE R preferred in hiring decisions DISCRIMINATION IN EMPLOYMENT for male-dominated ACT” occupations, particularly when In 2016, was signed into lawto men are doing the hiring. promote equal opportunities A STUDY OF 20 ORGANIZATIONS IN in employmentfor everyone. SPAIN TheActencouragesemployers suggested that men are to hire individuals based on generally selected for their abilities, knowledge, leadership roles that require skills, and qualifications, handling organizational crises rather than their age. It likewise prohibits arbitrary NAOMI SUTHERLAND agelimitationsinemployment senior partner in diversity at and advances therightsofall recruiterKorn Ferry employees and workers, “Consciously or regardless of age, to be subconsciously, companies treated equally in terms of are still hesitant to take the compensation, benefits, risk on someone who looks promotion,training,andother different from their standard employment opportunities in leadership profile.” the Philippines. THE ASEAN POST TEAM (2019) EPARTMENT OF LABOR AND D Genderequalityremainsatop EMPLOYMENT (DOLE) priorityinthePhilippines,with In 2018,, had noticed thegood policies already in place to development that sees fast addresstheequalopportunity food chains, restaurants, and incareers,recruitmentbiases, privatecompanieshiringmore and flexible work senior citizens and persons arrangements with disabilities (PWDs; discussed furtherbelow),butis GENDER PROVISION IN CONSTITUTION reminding employers to treat The country is also oneofthe them equally. few with gender provision in its Constitution DEPARTMENT SECRETARY emphasized that the NITED NATION’S (UN) CONVENTION U four-hour work scheme of ON THE ELIMINATION OF ALL FORMS these groups must be OFDISCRIMINATIONAGAINSTWOMEN according to the minimum (CEDAW) wage law, and they must also one oftheearliestsignatories be compensated with the to the UN CEDAW. appropriate overtime pay for working more than eight (8) EPUBLIC ACT NO. 9710 OR THE R hours in a day. MAGNA CARTA OF WOMEN (MCW) The year 2019 marks the 10th ★ or instance, Jollibee and F anniversary of the enactment McDonald’s have been hiring of the RA 9710 or the MCW senior citizensandPWDstobe was signedintolawonAugust part of their foodservice 14,2009,asasteptoempower workforce since 2019, including andupliftFilipinowomenand the implementation of RA No. support the laws thatprotect 10911 in their policies. women’s rights and equal access to opportunities and ew issues initiate more F resources. debates, misconceptions, and The MCW is the Philippines’ unsupported opinions than response to the UN CEDAW. whether women perform as SEX well on jobs as men do. In hese have been studied as T reality, few—if any—differences they relate to employment between men and women ACE AND R outcomes such as hiring affect job performance. ETHNICITY decisions, performance In the hiring realm, managers evaluations, pay, and PAGE3 JENNY ABEJAR | BACHELOR OF SCIENCE IN TOURISM MANAGEMENT | 2-1N ULTICULTURAL DIVERSITY IN THE WORKPLACE M FOR THE TOURISM PROFESSIONAL TMHM 007 1ST SEMESTER | JACINTO, ATHENA | T 4:30PM - 7:30PM orkplace discrimination. w Individuals may slightly favor D2 DEEP-LEVEL CHARACTERISTICS colleaguesoftheirownracein performance evaluations, s uchasreligion,sexualorientation,genderidentity, promotion decisions, and pay and cultural identity provide opportunities for raises, although such workplace diversity, as long as discrimination differences are not found can be overcome. consistently, especially when highly structured methods of DEEP-LEVEL CHARACTERISTICS decision making are employed. ot only do religious and N orkplace W policies, both nonreligiouspeoplequestion official and circumstantial, each other’s belief systems, regarding individuals with often people of different physical or mental disabilities, religious faiths conflict with vary from country to country. one another. There are few— if any— OUNTRIES THAT HAVE SPECIFIC C RELIGION countriesinwhichreligionis LAWSTOPROTECTINDIVIDUALSWITH anon-issueintheworkplace. DISABILITIES: Australia, the United Forthisreason,employersare States, the United Kingdom, and Japan prohibited by law from These laws have resulted in discriminating against greater acceptance and employees based on religion. accommodation of people with physical (such as I NCLUDES THE FOLLOWING deafness and muteness) or COUNTRIES: Australia, the United mental impairments (like Kingdom, and the United States. autism). In addition, technology and workplace advancements SEXUAL ORIENTATION have greatly increased the describes a person’s inherent scope of available jobs for enduring physical, romantic, those with all types of and/or emotional attractionto disabilities. another person. Managers need to be attuned to the true requirements of GENDER IDENTITY eachjobandmatchtheskillsof refers to one’s internal and DISABILITIES the individual to them, personalsenseofbeingaman providing accommodations orawoman,whichcanbethe when needed. same or different from their sex assigned at birth. EPUBLIC ACT NO. 10524 “ACT R EXPANDING THE POSITIONS HE PHILIPPINE COMMISSION ON T RESERVED FOR PERSONS WITH WOMEN (PCW) DISABILITIES (PWDS)” enacting on an AmendedtheMagnaCartafor SEXUAL anti-discrimination based on PWDs in 2016 and gave the RIENTATION O sexual orientation andgender PWDs more employment AND GENDER identity law, provides Policy opportunities. IDENTITY Brief No.11. Under this law, private corporations that employ at POLICY BRIEF NO.11 least 100 employees are This policy brief explains the encouraged toreserveatleast rationale and one(1)percentofallpositions recommendations for for PWDs. upholding the basic human Those who employ less than rights of persons with 100 employees are diversesexualorientationand encouraged to hire PWDs. gender identity(SOGI). Government agencies shall also reserve at least one (1) SECTION 3 OF THE MCW percent of their regular and provides that “All individuals non-regular positions for are equal as human beings PWDs. by virtue of the inherent dignity of each human XAMPLE: Fruitas, Farron Café, and E person. No one should Dunamai Café therefore suffer discriminationonthebasisof PAGE4 JENNY ABEJAR | BACHELOR OF SCIENCE IN TOURISM MANAGEMENT | 2-1N ULTICULTURAL DIVERSITY IN THE WORKPLACE M FOR THE TOURISM PROFESSIONAL TMHM 007 1ST SEMESTER | JACINTO, ATHENA | T 4:30PM - 7:30PM thnicity, e gender, age, FACTORS OF OVERALL ABILITIES language, sexualorientation, race, color, religion, political hese refer toabilitiesneeded T or other opinion, national, to perform mental activities social orgeographicalorigin, such as thinking, reasoning, disability, property, birth, or and problem-solving. other status as established Most societies place a high by human rights standards.” valueonintelligence,andfora good reason. o far, only 17 percent of S Smart people generally earn companiesinthePhilippines more money and attain have some form of higher levels of education. SOGI-inclusive, They are also more likely to non-discrimination policy, INTELLECTUAL emerge as leadersof groups. and they were all from the ABILITIES However, assessing and BPO (business process measuring intellectual ability outsourcing) sector, which is not always simple, partially areforeign-headquartered. because people aren’t While much has changed in consistently capable of other countries ,the global, correctly assessing their own full acceptance and cognitive ability. accommodation of lesbian, gay, bisexual, and XAMPLE: Pancake E House and transgender (LGBT) ManulifeBusinessProcessingServices employeesremainsaworkin were given recognition for their progress. innovative practices in autism-inclusive employment last orkplace W practices that January 2020. coincided withthenormsofa person’s cultural identity were hese refer to the capacity to T commonplace years ago do tasks that demand when societies were less stamina, dexterity, strength, mobile. and similar characteristics. People looked for work near HYSICAL P Highemployeeperformanceis familial homes, and ABILITIES likelyachievedwhentheextent organizations established to which a job requires holidays, observances, physicalabilitiesthatmatches practices, and customs that the employee’s skills in that suited the majority (Robbins job. & Judge, 2018). CULTURAL An organization seekingtobe IDENTITY sensitive to the cultural Additional information identities of its employees Organizations are increasingly becoming aware should look beyond that an optimally productive workforce accommodating its majority includes all types of people and does not groupsandinsteadcreateas automatically exclude anyone based on broad much of an individualized categories of abilities. approach to practices and norms as possible. OREXAMPLE:apilotprogramofsoftwarecompanySAP F Often, managers canprovide in Germany,India,andIrelandhasfoundthatemployees the bridge of workplace withautismperformexcellentlyinprecision-orientedtasks flexibility to meet both like debugging software (Robbins & Judge, 2018). organizational goals and individual needs (Braedel-Kühner & Müller, 2016). E DIVERSITY STRATEGIES AND APPROACHES iscrimination, foranyreason,leadstoincreased D turnover, which is detrimental to overall organizational performance. D3 ABILITY POSITIVE DIVERSITY CLIMATE isanindividual’scurrentcapacitytoperformthe Whileabetterrepresentationofallracialgroupsin various tasks of a job. Overall abilities are organizations remains a goal, an individual of essentially made up of two (2) sets of factors: minority status is much less likely to leave the intellectual and physical. organization if there is a feeling of inclusivity. Itcanleadtoincreasedsales,suggestingthereare organizational performance gains associated PAGE5 JENNY ABEJAR | BACHELOR OF SCIENCE IN TOURISM MANAGEMENT | 2-1N ULTICULTURAL DIVERSITY IN THE WORKPLACE M FOR THE TOURISM PROFESSIONAL TMHM 007 1ST SEMESTER | JACINTO, ATHENA | T 4:30PM - 7:30PM ith reducing racial and ethnic discrimination w ○ o integrate workers from different T (Connerley & Pederson, 2005). cultures into the workplace, managers
