Managing Cultural Diversity in Peripheral Tourism Destinations: Northern Ireland Experiences

Frances Devine, Tom Baum, Adrian Devine, Niamh Hearns

Research output: Contribution to journalArticle

41 Citations (Scopus)

Abstract

Purpose – This paper explores the opportunities and challenges faced by hospitality employers in accommodating a culturally diverse workforce in Northern Ireland. Design/methodology/approach - This exploratory paper draws on information received from hospitality employers in Northern Ireland through a serious of in-depth interviews. In particular, the research centres on the question ‘what opportunities and challenges does a culturally diverse workforce create for hoteliers in Northern Ireland? Findings - This research highlights the potential of International workers as an invaluable new source of labour for the hospitality industry, provided that they are properly looked after and managed. Research limitations/implications – Future research could analyse the role of multicultural management in assuring business benefits associated with cultural diversity. Practical Implications – The research suggests the importance of a positive proactive management system and solutions for training that could be incorporated into the workplace that celebrates its employee’s cultures, that values and explores differences and that actively seeks to learn from other cultures, demonstrates tolerance, respects differences, identifies similarities and strives for inclusiveness. Training solutions are provided. Originality/value – This exploratory study is of value to hospitality practitioners, providing recommendations on how to remove barriers to the successful integration of international staff into the workplace and society whilst benefiting all staff, their organisations and the Irish tourism product.Keywords: Cultural diversity, Hospitality management, Opportunities and Challenges, International workers, Northern Ireland.
LanguageEnglish
Pages120-132
JournalInternational Journal of Contemporary Hospitality Management
Volume19
Issue number2
DOIs
Publication statusPublished - 2007

Fingerprint

Tourism destination
Cultural diversity
Northern Ireland
Hospitality
Workers
Employers
Workforce
Work place
Staff
Key words
Management system
Labor
Hospitality industry
Tolerance
In-depth interviews
Multicultural management
Inclusiveness
Tourism product
Hospitality management
Employees

Keywords

  • Cultural diversity
  • Hospitality management
  • Opportunities and Challenges
  • International workers
  • Northern Ireland.

Cite this

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title = "Managing Cultural Diversity in Peripheral Tourism Destinations: Northern Ireland Experiences",
abstract = "Purpose – This paper explores the opportunities and challenges faced by hospitality employers in accommodating a culturally diverse workforce in Northern Ireland. Design/methodology/approach - This exploratory paper draws on information received from hospitality employers in Northern Ireland through a serious of in-depth interviews. In particular, the research centres on the question ‘what opportunities and challenges does a culturally diverse workforce create for hoteliers in Northern Ireland? Findings - This research highlights the potential of International workers as an invaluable new source of labour for the hospitality industry, provided that they are properly looked after and managed. Research limitations/implications – Future research could analyse the role of multicultural management in assuring business benefits associated with cultural diversity. Practical Implications – The research suggests the importance of a positive proactive management system and solutions for training that could be incorporated into the workplace that celebrates its employee’s cultures, that values and explores differences and that actively seeks to learn from other cultures, demonstrates tolerance, respects differences, identifies similarities and strives for inclusiveness. Training solutions are provided. Originality/value – This exploratory study is of value to hospitality practitioners, providing recommendations on how to remove barriers to the successful integration of international staff into the workplace and society whilst benefiting all staff, their organisations and the Irish tourism product.Keywords: Cultural diversity, Hospitality management, Opportunities and Challenges, International workers, Northern Ireland.",
keywords = "Cultural diversity, Hospitality management, Opportunities and Challenges, International workers, Northern Ireland.",
author = "Frances Devine and Tom Baum and Adrian Devine and Niamh Hearns",
note = "Reference text: Baum, T. (2006), Managing People in International Tourism, Hospitality and Leisure, Thomson, London. Baum, T. and Odgers, P. (2001), “Benchmarking best practice in hotel front office: the Western European experience”, Journal of Quality Assurance in Hospitality and Tourism, Vol. 2 Nos 3/4, pp. 93-109. Christensen-Hughes, J. (1992), “Cultural diversity; the lesson of Toronto’s hotels”, Cornell Hotel and Restaurant Administration Quarterly, Vol. 33 No. 2, pp. 78-87. Department of Higher and Further Education, Training & Employment (DHFETE) (2002), Northern Ireland Skills Monitoring Survey, DHFETE, Ulster. Devine, F., Baum, T., Hearns, N. and Devine, A. (2006), “Cultural diversity in hospitality work: the Northern Ireland experience”, International Journal of Human Resource Management, (accepted for publication). D’Netto, B. and Sohal, A. (1999), “Human resource practices and workforce diversity: an empirical assessment”, International Journal of Manpower, Vol. 20 No. 8, pp. 530-47. Fa´ilte Ireland (2005), Cultural Diversity Strategy and Implementation Plan, Fa´ilte Ireland, Dublin. Gro¨schl, S. and Doherty, L. (1999), “Managing diversity in practice”, International Journal of Contemporary Hospitality Management, Vol. 11 No. 6, pp. 193-8. Gudykunst, W.B. and Kim, Y.Y. (1992), Communicating with Strangers: An Approach to Intercultural Communication, 2nd ed., McGraw-Hill, New York, NY. Holland, K. (2005), “Report calls for acceptance of immigration”, The Irish Times, 12 August, p. 7. Holmquist, K. (2005), “Eastern promise”, The Irish Times, 4 April, available at: www.ireland.com (accessed 29 June 2005). Jarman, N. (2004), “Migrant workers in Northern Ireland”, available at: www.delni.gov.uk/docs/ pdf/LMB2004_5.pdf (accessed 26 June 2005). Kandola, R. and Fullerton, J. (1998), Diversity in Action, 2nd ed., CIPD, London. Lee, C. and Chon, K.S. (2000), “An investigation of multicultural training practices in the restaurant industry: the training cycle approach”, International Journal of Contemporary Hospitality Management, Vol. 12 No. 2, pp. 126-34. Maxwell, G., McDougall, M. and Blair, S. (2000), “Managing diversity in the hotel sector: the emergence of a service quality opportunity”, Managing Service Quality, Vol. 10 No. 6, pp. 367-73. Northern Ireland Tourist Board (2004), available at: www.nitb.co.uk (accessed 26 November 2004). O’Connell, S. (2005), “How to make foreign staff feel at home”, The Sunday Times, 10 March, p. 9. Managing cultural diversity 131 Downloaded by University of Ulster At 07:05 04 March 2016 (PT) Paton, N. (2004), “Sourcing labour from Eastern Europe”, Personnel Today, 18 March, available at: www.personneltoday.com (accessed 18 March 2005). Protheroe, J. (2005), “EU accession brings immigration issue to the fore for UK hospitality and leisure industry”, available at: www.landwellglobal.com (accessed 18 March 2005). Roosevelt Thomas, R. (1990), “Affirmative action or affirming diversity”, Harvard Business Review, Vol. 90 No. 2, p. 110. Saavedra, J. (2005), “Culture club”, Hotel and Catering Review, September, pp. 12-14. Segal-Horn, S. (2000), “The search for core competencies in a service multinational, a case study of the French hotel Novotel”, in Aharoni, Y. and Nachum, L. (Eds), Globalisation of Services, Routledge, New York, NY, pp. 320-33. Smyth, M. (2005), “Northern Ireland economic outlook”, Economic Outlook and Business Review, Vol. 20 No. 2, pp. 14-18. Torrington, D. and Hall, L. (2002), Human Resource Management Practice, 9th ed., Pearson Education, Harlow. Williams, A. (2005), “Tourism, migration and human capital: knowledge and skills at the intersection of flows”, paper presented to the 9th Bi-annual Meeting of the International Academy for the Study of Tourism, Beijing. Wood, R. (2004), “Diversity management”, in Brotherton, B. (Ed.), The International Hospitality Industry, Ch. 4, Butterworth-Heinemann, London, pp. 93-109.",
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T1 - Managing Cultural Diversity in Peripheral Tourism Destinations: Northern Ireland Experiences

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AU - Baum, Tom

AU - Devine, Adrian

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N1 - Reference text: Baum, T. (2006), Managing People in International Tourism, Hospitality and Leisure, Thomson, London. Baum, T. and Odgers, P. (2001), “Benchmarking best practice in hotel front office: the Western European experience”, Journal of Quality Assurance in Hospitality and Tourism, Vol. 2 Nos 3/4, pp. 93-109. Christensen-Hughes, J. (1992), “Cultural diversity; the lesson of Toronto’s hotels”, Cornell Hotel and Restaurant Administration Quarterly, Vol. 33 No. 2, pp. 78-87. Department of Higher and Further Education, Training & Employment (DHFETE) (2002), Northern Ireland Skills Monitoring Survey, DHFETE, Ulster. Devine, F., Baum, T., Hearns, N. and Devine, A. (2006), “Cultural diversity in hospitality work: the Northern Ireland experience”, International Journal of Human Resource Management, (accepted for publication). D’Netto, B. and Sohal, A. (1999), “Human resource practices and workforce diversity: an empirical assessment”, International Journal of Manpower, Vol. 20 No. 8, pp. 530-47. Fa´ilte Ireland (2005), Cultural Diversity Strategy and Implementation Plan, Fa´ilte Ireland, Dublin. Gro¨schl, S. and Doherty, L. (1999), “Managing diversity in practice”, International Journal of Contemporary Hospitality Management, Vol. 11 No. 6, pp. 193-8. Gudykunst, W.B. and Kim, Y.Y. (1992), Communicating with Strangers: An Approach to Intercultural Communication, 2nd ed., McGraw-Hill, New York, NY. Holland, K. (2005), “Report calls for acceptance of immigration”, The Irish Times, 12 August, p. 7. Holmquist, K. (2005), “Eastern promise”, The Irish Times, 4 April, available at: www.ireland.com (accessed 29 June 2005). Jarman, N. (2004), “Migrant workers in Northern Ireland”, available at: www.delni.gov.uk/docs/ pdf/LMB2004_5.pdf (accessed 26 June 2005). Kandola, R. and Fullerton, J. (1998), Diversity in Action, 2nd ed., CIPD, London. Lee, C. and Chon, K.S. (2000), “An investigation of multicultural training practices in the restaurant industry: the training cycle approach”, International Journal of Contemporary Hospitality Management, Vol. 12 No. 2, pp. 126-34. Maxwell, G., McDougall, M. and Blair, S. (2000), “Managing diversity in the hotel sector: the emergence of a service quality opportunity”, Managing Service Quality, Vol. 10 No. 6, pp. 367-73. Northern Ireland Tourist Board (2004), available at: www.nitb.co.uk (accessed 26 November 2004). O’Connell, S. (2005), “How to make foreign staff feel at home”, The Sunday Times, 10 March, p. 9. Managing cultural diversity 131 Downloaded by University of Ulster At 07:05 04 March 2016 (PT) Paton, N. (2004), “Sourcing labour from Eastern Europe”, Personnel Today, 18 March, available at: www.personneltoday.com (accessed 18 March 2005). Protheroe, J. (2005), “EU accession brings immigration issue to the fore for UK hospitality and leisure industry”, available at: www.landwellglobal.com (accessed 18 March 2005). Roosevelt Thomas, R. (1990), “Affirmative action or affirming diversity”, Harvard Business Review, Vol. 90 No. 2, p. 110. Saavedra, J. (2005), “Culture club”, Hotel and Catering Review, September, pp. 12-14. Segal-Horn, S. (2000), “The search for core competencies in a service multinational, a case study of the French hotel Novotel”, in Aharoni, Y. and Nachum, L. (Eds), Globalisation of Services, Routledge, New York, NY, pp. 320-33. Smyth, M. (2005), “Northern Ireland economic outlook”, Economic Outlook and Business Review, Vol. 20 No. 2, pp. 14-18. Torrington, D. and Hall, L. (2002), Human Resource Management Practice, 9th ed., Pearson Education, Harlow. Williams, A. (2005), “Tourism, migration and human capital: knowledge and skills at the intersection of flows”, paper presented to the 9th Bi-annual Meeting of the International Academy for the Study of Tourism, Beijing. Wood, R. (2004), “Diversity management”, in Brotherton, B. (Ed.), The International Hospitality Industry, Ch. 4, Butterworth-Heinemann, London, pp. 93-109.

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N2 - Purpose – This paper explores the opportunities and challenges faced by hospitality employers in accommodating a culturally diverse workforce in Northern Ireland. Design/methodology/approach - This exploratory paper draws on information received from hospitality employers in Northern Ireland through a serious of in-depth interviews. In particular, the research centres on the question ‘what opportunities and challenges does a culturally diverse workforce create for hoteliers in Northern Ireland? Findings - This research highlights the potential of International workers as an invaluable new source of labour for the hospitality industry, provided that they are properly looked after and managed. Research limitations/implications – Future research could analyse the role of multicultural management in assuring business benefits associated with cultural diversity. Practical Implications – The research suggests the importance of a positive proactive management system and solutions for training that could be incorporated into the workplace that celebrates its employee’s cultures, that values and explores differences and that actively seeks to learn from other cultures, demonstrates tolerance, respects differences, identifies similarities and strives for inclusiveness. Training solutions are provided. Originality/value – This exploratory study is of value to hospitality practitioners, providing recommendations on how to remove barriers to the successful integration of international staff into the workplace and society whilst benefiting all staff, their organisations and the Irish tourism product.Keywords: Cultural diversity, Hospitality management, Opportunities and Challenges, International workers, Northern Ireland.

AB - Purpose – This paper explores the opportunities and challenges faced by hospitality employers in accommodating a culturally diverse workforce in Northern Ireland. Design/methodology/approach - This exploratory paper draws on information received from hospitality employers in Northern Ireland through a serious of in-depth interviews. In particular, the research centres on the question ‘what opportunities and challenges does a culturally diverse workforce create for hoteliers in Northern Ireland? Findings - This research highlights the potential of International workers as an invaluable new source of labour for the hospitality industry, provided that they are properly looked after and managed. Research limitations/implications – Future research could analyse the role of multicultural management in assuring business benefits associated with cultural diversity. Practical Implications – The research suggests the importance of a positive proactive management system and solutions for training that could be incorporated into the workplace that celebrates its employee’s cultures, that values and explores differences and that actively seeks to learn from other cultures, demonstrates tolerance, respects differences, identifies similarities and strives for inclusiveness. Training solutions are provided. Originality/value – This exploratory study is of value to hospitality practitioners, providing recommendations on how to remove barriers to the successful integration of international staff into the workplace and society whilst benefiting all staff, their organisations and the Irish tourism product.Keywords: Cultural diversity, Hospitality management, Opportunities and Challenges, International workers, Northern Ireland.

KW - Cultural diversity

KW - Hospitality management

KW - Opportunities and Challenges

KW - International workers

KW - Northern Ireland.

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