1

Table of Contents

Introduction..........................................................................................................................2

1 Theory of cross-cultural management...........................................................................2

2 Cultural diversity in the hospitality industry.................................................................4

2.1 Emergence of the cultural diversity concept..........................................................4

2.2 Cultural diversity implications for the tourism and hospitality workforce............5

3 How tourism and hospitality organizations can implement models of cross-cultural

human resource management..........................................................................................................6

4 Emergence of international human resources management in tourism and hospitality

organizations....................................................................................................................................7

5 Importance of leadership and management skills in the international tourism and

hospitality industry..........................................................................................................................7

6 Models of motivation and teamwork important to the hospitality industry..................8

Conclusion.........................................................................................................................10
 2

Introduction

It is essential for there to be a good cultural fit between the employee and the company if
performance, contentment, and engagement are to be achieved. As a result, effectively conveying
the business culture should always be one of the primary focuses of the talent acquisition plan for
a hotel. It is possible for businesses to increase their level of service to customers if they manage
diversity more efficiently.

Further, it is essential for managers in the hospitality business to possess strong leadership
characteristics in order to foster an atmosphere that is characterized by mutual respect in the
workplace. Managers that have a smart intellect, outstanding language skills, and a knack for
being the mediator between opposing interests acquire a talent that allows them to solve
problems more effectively.

This report focuses on cross-cultural management theories, cultural diversity, cross-cultural

diversity in human resources management, emerge of International human resources
management, the importance of leadership skills, and models of motivation and teamwork
related to tourism and hospitality organizations

1 Theory of cross-cultural management

Cross-cultural management is to apply an inclusive management approach to the culture of

subsidiaries’ countries, which have diverse human races, distinct cultural kinds, and different
development stages of culture in the multinational company. (Hu et al., 2002) It is one of the
management approaches in order to accept the local culture.

Hofstede argues that culture is not something that can be seen and altered to suit individual
tastes, but rather is an intangible impression that has a profound effect on individuals' thoughts,
feelings, and actions. Hofstede defines culture as the "collective programming of the mind that
differentiates the members of one group or category of people from another" Following are
Hofstede’s cross-cultural dimensions.
 3

Figure 1 – Hofstede’s cultural dimensions

 Individualism vs Collectivism

Individualism is the degree to which a society's individuals are satisfied to act individually.
Individualistic civilizations expect people to prioritize their personal needs and those of their
immediate family above those of the greater society. In a collectivist society, individuals cannot
disregard groups. In communities that value communal labor, even distant relatives are eligible
to cash benefits. (Hofstede, 1986)

 Power Distance

The extent to which employees at lower levels of an organization assume and tolerate a power
differential (Hofstede, 1986). That is, how little subordinates expect their superiors to include
them in decision-making and how much they are willing to disobey their orders.

 Masculinity-Femininity

In a more masculine society, people are more likely to be aggressive and competitive. Aspiration
and success are praised, while failure is disregarded. Feminine culture, on the other hand, seeks
to be nurturing and kind. Relationships, tranquility, and quality of life are more important to
them than material success, and they accept failure as an inevitable byproduct of their way of
life. (Ersoy, A., 2014)
 4

 Uncertainty Avoidance

This means a disposition toward or away from tolerating or avoiding ambiguity. How much do
individuals worry about things because they are unclear, ambiguous, unpredictable, or lack
organization in their surroundings. (Hofstede, 1986)

 Short-Term vs. Long-Term Orientation

Long-term and short-term orientation relates to how societies promote deferring material, social,
and emotional demands. This emphasizes speedy results and tradition. A short-term civilization
prioritizes the past and the present, leading to uncontrolled spending in reaction to social or
ecological pressure. (Hofstede, 1986)

2 Cultural diversity in the hospitality industry

2.1 Emergence of the cultural diversity concept

Both staff and customers of a hospitality and tourism business have the extraordinary chance to
learn about and appreciate different cultural traditions. It is essential for the staff working in the
tourism industry to have an awareness of the cultural diversity that exists in the industry because
they come into contact with tourists who come from a wide variety of backgrounds, including
different cultures, religions, races, creeds, colors, ages, genders, and sexual orientations.
(Arshdeep Singh Bedi, 2021)

Because of this, companies who want to do business in this sector need to make an effort to
deliberately recruit a diverse staff and teach their employees to accept and accommodate
individuals from varied backgrounds all over the globe. (Ersoy, A., 2014) As a result, variety in
the workplace not only makes it simpler to grasp diverse cultural, social, and economic
viewpoints but also makes it easier to provide excellent services via communication and
observation.

In the tourism and hospitality business, increasing workplace diversity may be accomplished by
the implementation of visions, policies, and structures that encourage equitable employment
opportunities for the purpose of catering to the many nations represented in the market. By
recruiting, retaining, and promoting individuals from a variety of backgrounds, the sector is
 5

afforded the opportunity to gain an appreciation for the socio-cultural and economic diversity
that exists across the globe. (Hu et al., 2002)

2.2 Cultural diversity implications for the tourism and hospitality workforce.

In the hospitality sector, diversity essentially means not just acknowledging differences but also
placing value on those differences and having a knowledge of how those differences may have
an effect on an individual's experience. Both staff and consumers come to a company with their
own distinct histories, experiences, and cultural histories to share. (Jones & McCleary, 2005)

It is the duty of the hotel industry to compile an employee handbook that elucidates all of the
company's regulations and policies, as well as the system of repercussions that will be
implemented in the event that these rules are violated. (Jones & McCleary, 2005) Every
employee should be obliged to read the handbook and comprehend it, and the content should be
reiterated and reinforced in regular staff meetings. In addition, the handbook should be
distributed to all employees.

3 How tourism and hospitality organizations can implement models of cross-

cultural human resource management

Management of diversity is, without a shadow of a doubt, regarded as one of the most significant
difficulties facing human resources departments in today's businesses. That is, in order for
companies to gain true advantages, diversity needs adequate attention, knowledge, and
management. This, in turn, is anticipated to have a genuine impact on achieving the
organizational objectives and also to generate a competitive advantage when handled effectively.
According to (Hu et al., 2002) if diversity is not handled well, then the results include increased
conflict, disagreement, and decreased productivity. In addition, management's failure to
effectively manage diversity within the business will lead the diversity of the organization to act
as a roadblock to the development of the organization (Laurent, 1986)

Following are some important human resource management functions which helpful for
implementing the models of cross-cultural human resource approaches.
 6

 Education and training

In order to make individuals more sensitive to prejudice and the sentiments of other employees,
it is important to educate them and provide training on the cultures of other people. Some
businesses provide their employees with training on how to respond appropriately when
confronted with circumstances including differences in cultural norms.

 Mentoring

Mentorship programs may help reduce prejudice in the workplace by providing underrepresented
groups with access to resources and information they would not otherwise have.

 Open communication

Effective communication is the glue that keeps any group together. The first and most important
stage is having frank conversations about issues at work, followed by concrete steps that
demonstrate care and needs. When employees at a company treat one another with respect, the
business has a better chance of keeping its personnel around.

4 Emergence of international human resources management in tourism and

hospitality organizations.

The term "International Human Resource Management" (IHRM) refers to HRM operations that
are performed on a regular basis but at an international level. In a global setting, IHRM enables a
business to better manage its goals without jeopardizing its position as a market leader.

The basic premise of global human resource management is quite comparable to that of
traditional HRM. To speed up global HRM operations, it is often the responsibility of an IHRM
professional to manage activities such as the recruitment of new personnel, the onboarding and
training of that talent, and the administration of performance reviews.

The field of human resource management addresses concerns like remuneration, performance
management, organization growth, safety, wellness, benefits, employee motivation, and training,
amongst other topics. When it comes to managing employees as well as the culture and
atmosphere of the workplace, IHRM plays an important strategic role.
 7

5 Importance of leadership and management skills in the international

tourism and hospitality industry.

It is impossible to overstate how important it is for managers in the hospitality business to

possess strong leadership abilities in this day and age. Because of the current economic slump,
staying in a hotel is now considered a luxury item by many tourists, and the management of the
hotel is responsible for bringing customers through the door. (Quinn & Buzzetto-Hollywood,
2019) Managers who are able to effectively manage their teams have the power to build or ruin a
company.

The attributes of effective leadership that are shown by managers in the hotel sector are
comparable to those exhibited by leaders in other types of profitable organizations. A competent
manager will demonstrate both "people skills" and "business skills," since they are required for
the position.

 People Skills

People skills include aspects such as respect for one another in the workplace, the ability to work
through problems, and positive interactions with clients and customers. The workers' view that
their management treats them fairly is likely the single most critical factor in determining
whether or not they respect their manager. A successful manager is one who is respected by
those who work for him or her. Everyone is required to follow the rules. (Fadi Serhal, 2015)

Every worker needs to have the expectation that they would be rewarded for achievements and
disciplined for bad performance. Everyone who works for the hotel has a clear understanding of
whether or not bias is ingrained in the company culture and whether or not the workplace
prioritizes fairness. (Wang & Simon) Tsai, 2012)

 Business Skills

When it comes to a manager's ability to run a successful firm, the necessity of possessing strong
leadership abilities in the hospitality sector cannot be overstated. Without all three of these
qualities, a manager would not be effective in their role. These skills include an understanding of
computer technology, accounting processes, and business acumen. (Quinn & Buzzetto-
Hollywood, 2019)
 8

6 Models of motivation and teamwork important to the hospitality industry.

A higher and more enhanced level of customer service may be achieved by working as part of a
team and being motivated. The whole crew will work to the best of their abilities, which may
come in extremely helpful when trying to provide excellent service to the customers. This solid
work ethic will also make a positive impression on your consumers, which will result in those
customers being happy with the services that you provide.

Here are some important models the hotels can use in order to identify whether the level of
motivation and teamwork within the workforce.

 GRPI Model of Team Effectiveness

 9

Figure 2 - GRPI Model of Team Effectiveness

In 1977, Rubin, Plovnick, and Fry introduced their theory of optimal team performance. The
abbreviation GRPI (which stands for "Goals," "Roles," "Processes," and "Personal"
Relationships) describes this framework as well. (Sabri, S. M., Mutalib, 2019) This paradigm,
shown as a pyramid, lays out the four components that teams need to be successful:

Goals: Having a clear idea of what you want to accomplish and how you want things to turn out,
as well as making your priorities and expectations known.

Roles: Well-defined responsibilities and acceptance of a leader

Processes: Clear decision-making processes as well as work procedures

Interpersonal relationships: Good communication, trust, and flexibility

 The LaFasto and Larson Model

The "Five Dynamics of Teamwork and Collaboration" paradigm was proposed in 2001 by
authors Frank LaFasto and Carl Larson. In order to answer the question, "What is an effective
team?" they analyzed data from 600 teams in different fields. (Khuong & Linh, 2020) The final
model has the following five levels or components to boost team performance:
 10

Team members: What are their qualifications as team players? The first step is to choose the
appropriate individual.

Team relationships: Proper conduct fosters productive partnerships within the group.

Team problem-solving: Good team relationships make it possible to work together to solve
problems.

Team leadership: The right leadership enhances a team's success.

Organization environment: The right processes and company culture in an organization promote
commitment from teams.

Many different models of team effectiveness may be used to zero in on the particular problems
preventing your team from working together and achieving its goals. Keep in mind that the
cohesiveness of a team is much more important to its success than any one member's abilities.

Therefore, leaders that prioritize developing productive models of cooperation improve the
quality of work for all parties engaged and boost the organization's chances of success.

Conclusion

The hospitality business is vulnerable to a wide range of cultural influences, each of which has
the potential to have a considerable effect. The results of the survey indicate that due to the
worldwide nature of the hospitality business, preserving the sector's cultural variety is of the
highest significance in order to ensure its continued success.

In addition, a discussion on the significance of cross-cultural human resources management,

motivation, and teamwork in the tourist and hospitality business has been included in the study.
 11

References

Arshdeep Singh Bedi. (2021). Hofstede’s Model: Cultural Differences in Hospitality Sector and

Experiences of a Migrant.

Butler, A. M., Kwantes, C. T., & Boglarsky, C. A. (2014). The effects of self-awareness on

perceptions of leadership effectiveness in the hospitality industry: A cross cultural

investigation. International Journal of Intercultural Relations, 40, 87–98.

https://doi.org/10.1016/j.ijintrel.2013.12.007

Ersoy, A. (2014). The Role of Cultural Intelligence in Cross-Cultural Leadership Effectiveness:

A Qualitative Study in the Hospitality Industry. Journal of Yasar University, 35(9).

Fadi Serhal. (2015). The Importance of Leadership in Hospitality.

https://www.linkedin.com/pulse/importance-leadership-hospitality-fadi-serhal/

Hofstede. (1986). Hofstede, G. (1986). Cultural differences in teaching and learning.

International Journal of Intercultural Relations, 10, 301-320. Www.sciepub.com.

http://www.sciepub.com/reference/80909
 12

Hu, W.-T. (Tim), Martin, L., & Yeh, J.-M. (Ronnie). (2002). Cross-Cultural Impact and

Learning Needs for Expatriate Hotel Employees in Taiwan Lodging Industry. Journal of

Human Resources in Hospitality & Tourism, 1(3), 31–45.

https://doi.org/10.1300/j171v01n03_03

Jones, D. L., & McCleary, K. W. (2005). An Empirical Approach to Identifying Cross-Cultural

Modifications to International Hospitality Industry Sales Training. Journal of Travel &

Tourism Marketing, 18(4), 65–81. https://doi.org/10.1300/j073v18n04_05

Khuong, M., & Linh, U. (2020). Influence of work-related stress on employee motivation, job

satisfaction and employee loyalty in hospitality industry. Management Science Letters,

10(14), 3279–3290. http://growingscience.com/beta/msl/3996-influence-of-work-related-

stress-on-employee-motivation-job-satisfaction-and-employee-loyalty-in-hospitality-

industry.html

Laurent, A. (1986). The cross-cultural puzzle of international human resource management.

Human Resource Management, 25(1), 91–102. https://doi.org/10.1002/hrm.3930250107

Quinn, K., & Buzzetto-Hollywood, N. (2019). FACULTY AND STUDENT PERCEPTIONS

OF THE IMPORTANCE OF MANAGEMENT SKILLS IN THE HOSPITALITY

INDUSTRY. Sadil.ws. https://doi.org/${sadil.baseUrl}/handle/123456789/2296

Sabri, S. M., Mutalib. (2019). (PDF) Elements of Employees’ Motivation in Hospitality Industry.

ResearchGate. https://www.researchgate.net/profile/Sabiroh-Md-Sabri/publication/

332110447_Elements_of_Employees

Testa, M. R. (2009). National culture, leadership and citizenship: Implications for cross-cultural

management. International Journal of Hospitality Management, 28(1), 78–85.

https://doi.org/10.1016/j.ijhm.2008.04.002
13