Diversity management in hotels: The moderating role of empowerment and capability development. Issue 2 (3rd June 2019)

• Record Type: Journal Article
• Authors: Elkhwesky, Zakaria; Salem, Islam Elbayoumi; Barakat, Mona
• Is Part Of: Journal of hospitality and tourism insights. Volume 2:Issue 2(2019)
• Page Start: 166
• Page End: 185
• Publication Date: 2019-06-03
• Subjects: Diversity management -- Capability development -- Importance-implementation; Tourism -- Periodicals; Hospitality industry -- Periodicals; 338.479105
• DOI: 10.1108/JHTI-09-2018-0058
• Languages: English
• ISSNs: 2514-9792

Abstract

Abstract : Purpose: The purpose of this paper is to investigate the importance of ethnic, gender and religious diversity management practices (DMPs) and the level of implementation from perspectives of five-star hotels in Egypt. Besides, it also examines the moderating role of empowerment and capability development (CD) between the importance and the implementation of gender and religious management practices. Design/methodology/approach: The questionnaires were distributed personally to entry-level F&B employees, F&B managers, working in F&B departments, and HR managers in all accepted five-star hotels in their workplaces, during July and August 2017. Only 400 returned back, with a response rate of 35 percent and were considered usable for data analysis. Findings: The results clarified that there was a significant moderate positive correlation between the importance and the implementation of gender and religious management practices (MPs). Nonetheless, the correlation proved to be significant, weak and positive between the importance and the implementation of ethnic MPs. The relationship between the importance and the implementation of ethnic, gender and religious MPs was not moderated by empowerment. Research limitations/implications: Although questionnaires have been collected from diverse F&B outlets, comparisons among outlets were not conducted. This study concentrated on the F&B departments only; hence, future researchers can make comparisons among different departments. Practical implications: This study implies that HR managers should recruit employees from diverse ethnicities, gender, ages, disabilities and religions to help five-star hotels achieve success in marketplaces. Recruiting diverse employees should be a basic part of the organizational culture of hotels, specifically F&B departments. Social implications: Social activities organized in hotels, such as a tennis table, football and billiards tournaments, are included. Hotels can provide employees with special meals during fasting and they can also allow Christian employees to leave the hotel from 7 to 10 a.m. to attend the mass in church each Sunday. Originality/value: Although DM is necessary for the hospitality industry, there is a lack of studies focusing on investigating the importance−implementation of DMPs and analyzing the moderating role of empowerment and CD in this industry, specifically in Egypt. This study provided weighty contributions to the management of diversity in the Egyptian hotel sector and formed one of the first empirical studies.