DoumbalianElysia Project2017

DIVERSITY AND INCLUSION:
A CASE STUDY OF A 4-STAR HOTEL IN BEVERLY HILLS TO EXAMINE
CULTURAL DIFFERENCES
A Project
Presented to the
Faculty of
California State Polytechnic University, Pomona
In Partial Fulfillment
Of the Requirements for the Degree
Master of Science
In
Hospitality Management
By
Elysia Doumbalian
2017
SIGNATURE PAGE
PROJECT: DIVERSITY AND INCLUSION: A CASE STUDY

OF A 4-STAR HOTEL IN BEVERLY HILLS TO
EXAMINE CULTURAL DIFFERENCES
AUTHOR: Elysia Doumbalian
DATE SUBMITTED: Spring 2017
The Collins College of Hospitality Management
Dr. Jerald Chesser

Project Committee Chair
Professor
Dr. Neha Singh

Associate Professor
and Director of Graduate Studies
Dr. Patrick Lee

Assistant Professor
ii
ABSTRACT
The topic of diversity and inclusion gained a tremendous attention from most business
fields especially after the globalization and the constant shift of foreign intelligence in
and out of the United States. Diversity in the workforce, especially in the service
industry, is essential since the diversity within the employees reflects the diversity of
clientele the company caters to. In this study, we examine diversity within employees in a
4-star hotel in Beverly Hills, where we chose a sample of convenience of fifteen
participants. The questions leading to this study are: What are the employees’ opinions on
diversity? Do the employees think that this hotel values diversity in general and, more
specifically, cultural differences? This research will follow a qualitative study using
open-ended interviews as the tool to collect information and data.
Keywords: diversity, inclusion, cultural differences, diversity practices, diversity
perception
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TABLE OF CONTENTS
SIGNATURE PAGE………………………………………………………………. ii
ABSTRACT………………………………………………………………………..iii
LIST OF TABLES………………………………………………………………….v
LIST OF FIGURES………………………………………………………………...vi
CHAPTER 1: Introduction………………………………………………………….1
CHAPTER 2: Literature Review……………………………………………………3
CHAPTER 3: Methodology……………………………………………………….15
CHAPTER 4: Findings…………………………………………………………….23
CHAPTER 5: Discussion and Conclusion………………………………………...35
REFERENCES…………………………………………………………………….40
APPENDIX A: Interview Questionnaire………………………………………….48
APPENDIX B: Informed Consent Form………………………………………….50
APPENDIX C: Interview Results Part 1………………………………………….54
APPENDIX D: Interview Results Part 2………………………………………….75
iv
LIST OF TABLES
Table 1: Results of question 10 ......................................................................................... 75
Table 2: Results of questions 12, 13, 14 and 15 ............................................................... 75
v
LIST OF FIGURES
Figure 1: Framework for questionnaire development ....................................................... 17
Figure 2: Summary of verbatim interview findings .......................................................... 24
vi
CHAPTER 1
Introduction
Gröschl (2011) has spoken about the subject of diversity in many of his studies,
mentioning that “in the late 1980s and early 1990s, a range of writers predicted an
increase of diversity in the US labor markets due to demographic changes in the
population” (p. 225). Byeong Yong (2006) explained, “in general, diversity can be
regarded as the broad spectrum of variation that distinguishes among the human
resources of an organization” (p. 72). As a result, diversity within the workplace has
become a very popular subject, and human resource attention has been diverted toward its
application. Many companies are currently incorporating its value within their
organizational culture since, “if harnessed correctly, a diverse workforce can transform
an organization into a competitive market stronghold” (Byeong Yong, 2006, p. 70).
Almost every business aims to have a multicultural workforce that can attract as many
types of clientele as possible. Byeong Yong (2006) concluded that “successful firms
make the best use of the collective knowledge of their employees, and such collective
knowledge is enhanced by including people with different experiences and backgrounds”
(p. 73). Moreover, Byeong Yong (2006) also mentioned that encouraging diversity
provides many advantages, such as improved company growth, creative ideas, better firm
image, a higher profile, and an increasingly valuable work force. Byeong Yong (2006)
focused more specifically on hospitality organizations and noted that once those firms are
global, the human resources and clients become more diverse. As a result, “hospitality
firms can respond to this trend by finding important perspectives from employees inside
and outside the U.S. to understand the needs of a diverse customer base” (Byeong Yong,
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2006, p. 75). Diversity is a broad phenomenon, and it branches into many areas and
aspects, some of which were listed in the article “Equality and diversity in the hospitality
workplace: Gender, Disability, Age, Sexual Orientation, Race, Religion and Belief” (p.
182-6). One additional area was examined by Devine, Baum, Hearns, & Devine (2007):
“cultural diversity,” which is referred to as “cultural differences” in this study. These
authors also explained that cultural differences in the human resources of an organization
increase because of the increase in foreign labor due to labor shortages (Devine, Baum,
Hearns, & Devine, 2007). As a result, diversity became a hot topic in hotels that cater
particularly to foreign travelers belonging to different cultural backgrounds. This research
focuses on the cultural difference aspect of diversity and how it is practiced at a particular
hotel chosen as the subject of this case study. A 4-star hotel in Beverly Hills was chosen
to be the subject of this case study, and the following research questions will be
examined:
What are the employees’ opinions on diversity?
Do the employees think that this hotel values diversity in general and, more specifically,
cultural differences?
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CHAPTER 2
Literature Review
Diversity Background
The subject of minorities and cultural diversity has been an important theme in
North America - USA and Canada. Since the 1960s, the political movements in
favor of racial integration led to the promulgation of laws seeking the equality of
educational opportunities and employment for all. (Leme Fleury, 1999, p. 109).
Leme Fleury (1999) continued this quotation by stating that according to federal
determinations, the firms that had agreements with the government or received
government assistance should embrace diversity, strategize goals around celebrating
differences, and establish a mixed, balanced community within their labor force. The
word “diversity” has been described by many as an ensemble of human attributes that
makes employees different (Treven and Zizek, 2008). Most agree on a general definition:
“The word ‘diversity’ is defined as a mixture of people with different group identities
within the same social system” (Leme Fleury, 1999, p. 110). According to Greenberg and
Baron (2000), the origins of dissimilarities are intricate; however, they can be designated
under two classifications: those we have minimal or no control over and those we have
more control over.
The emergence of globalization has brought the theme of diversity management to the
surface as a critical matter and a procedure that even non-diverse firms are mandated to
apply (Magoshi and Chang, 2009). Magoshi and Chang (2009) mentioned in their study
that this matter is not new for the US and proposed that the multicultural state of the
country is the reason for this. With diversity being a viral subject within the national
3
workforce in the US, many firms are adapting strategies to advocate for reciprocal
understanding and collaboration in regard to this subject (Treven and Zizek, 2008). As a
result, employers and executives are encouraged to “celebrate” diversity and not
disregard it (Soni, 2000).
Treven and Zizek (2008) stressed that companies must address diversity as a matter of
high importance. Cox (1994), in his book “Cultural Diversity in Organizations,”
mentioned that diversity is defined as the level of existence of different cultures and
backgrounds represented by the people working in a particular organization. Richard
(2000) added that diversity conserves a multitude of perspectives and experiences that
would support the company at many levels.
In the past, orthodox companies presumed that new hires should assimilate the ascendant
culture existing in the organization, which is an action in opposition to diversity (Härtel,
2004). Härtel (2004) continued by mentioning that if the organizational interrelationship
in a firm is anti-diversity oriented, organizational processes will be more complex, and
more negative consequences will arise. “Individuals and groups need to overcome
stereotypes or prejudices and recognize that actual dissimilar others have unique and
valuable information that can support group processes and performance” (Härtel, 2004, p.
190). The human resources (HR) department plays an essential role in the implications of
diversity; Fujimoto, Härtel, and Panipucci (2004) found that the more the HR department
supports norms and policies enforcing diversity, the more it separates itself from
prejudice. According to Figiel and Sasser (2010), the majority of Fortune 500 companies
identified that a need for inclusiveness was expressed by the younger generation
employees. By implementing strategies encouraging diversity and inclusion, those
4
companies are now cultivating critical outcomes and breakthroughs that are being
delivered by diverse teams (Figiel and Sasser, 2010). Figiel and Sasser (2010) identified
different ways to create a diverse environment: “to be inclusive in benefit policies, send
the message from top management throughout the organization, develop training
programs, and include maintenance of a diverse work environment in the performance
expectations of managers” (p.12).
According to Lackey (2008), the failure of employees to assimilate diversity can be
linked to management’s lack of interest. “The more managers understand the fields of
diversity and emotional responses, the better they can understand the interaction between
the tasks and social aspects of the workplace, as well as employee reactions to those
elements” (Figiel and Sasser, 2010, p. 11). Avery et al. (2007) explained in detail how
important it is for an organization to invest in measures that ensure that diversity policies
are well implemented. The measures include investing in quality assurance training for
personnel to allow them to monitor employees’ and managers’ actions and ensure that
diversity is well respected.
“There are many sources to benchmark from companies that publish their diversity
statements on their websites, which reveal the awareness and education of the depth of
diversity and the recognition that inclusion goes beyond the traditionally known diversity
traits of age, race and gender” (Figiel and Sasser, 2010, p. 16). According to Herdman
and Mcmillan-Capehart (2010), organizations that succeed in creating a diverse
environment, and therefore a reputation that separates them from competitors, are able to
successfully hire and retain employees with different backgrounds and cultures. In regard
to hiring, firms must hire employees who share similar values and deem their background
5
to be a positive addition to their skill set (Figiel and Sasser, 2010). As a result, “such
organizations may increase motivation, innovation and creativity, lower cost and negative
employee attitudes, improve recruiting efforts, increase sales, market share and corporate
profits as well as increase group/team problem solving” (Treven and Zizek, 2008, p.
1346).
According to Gadrain (2008), the first step to create greater diversity and encourage staff
to embrace that diversity is formulating rules and regulations that would restrict anti-
diversity actions; however, this is not enough to achieve a fully diverse environment. In
addition to the revision of strategies, organizations must be aware of the perception of
diversity and how employees define diversity. The understanding of diversity differs
among individuals; people have different perceptions and therefore create their own
diverse opinions. Herdman and McMillan-Capehart (2010) indicated that employee
perception is developed and affected by organizational diversity programs, current
managerial diversity, and the managerial value of interrelations. According to Härtel and
Fujimoto (2004), some researchers underscore that diversity causes no defections in an
organization nor causes any threats, since all people are different by many measures,
including age, behavior, personality, and other features. However, instability is caused by
the level of people’s acceptance for the differences they perceive in each other.
Ashkanasy, Wilderom, and Peterson (2000) explained that the organizational culture is an
important aspect in formulating the perception of employees and defining their level of
openness to dissimilarities. Therefore, many companies are currently adapting diversity
management to oversee these changes and ensure that misperceptions are not spreading
within the work environment or between employees. Gröschl and Doherty (1999)
6
observed that many researchers see diversity management as being beneficial for the
organization as a whole. They explained further that diversity management provides a
greater ability to meet customer expectations, needs, and wants and lowers turnover
costs, improves productivity, and increases creativity (Gröschl and Doherty, 1999).
Diversity Climate
Each organization has a specific internal climate that can be described as the atmosphere
or the “feeling the air”; this aspect provides potential candidates with an idea about what
it feels like to work in this firm (Iverson, 2000). “The climate includes an abstract
component, which is general perception toward the importance of employer efforts to
promote diversity, and a specific component which refers to attitudes toward the probable
beneficiaries of these efforts in one’s unit” (Ellen and Zonia, 1993, p. 63). The more
diverse the composition of employees in a firm, the more likely that individuals will
express a variety of attitudes and behaviors (Treven and Zizek, 2008). Some employers
feel that dividing the workforce into statistical numbers plotted on a grid will expand
diversity, which does not appear to be accurate. According to Ellen and Zonia (1993), the
plotting of statistical numbers alone does not evolve the diversity climate; there must be
policies and regulations that map the climate of an organization to match the diversity
requirements. Currently, human resources recruitment policies include the rules and
regulations related to diversity; those rules are also incorporated into employee training
handbooks to raise their awareness regarding sensitive matters (Carrell, Mann and
Tracey, 2006). Organizational cultures have had a significant effect on the workplace in
terms of policies and perceptions for diversity.
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Perceptions of Diversity
Each individual perceives matters differently. A person’s perception is the way he or she
sees and interprets actions or behaviors that occur throughout the day. For instance, a
smoker might not like a hotel if it is a non-smoking property, while a non-smoker might
like the hotel because it is a non-smoking property: it is a matter of perception. Humans
are different because of their different backgrounds and cultures. Therefore, they perceive
and develop unique opinions that identify them as individuals.
Hofhuis, Van der Zee and Otten (2015) began their study by saying that the cultural
diversity of an organization has become a matter of discussion and study for many
organizational researchers and business leaders. They added that in order to succeed in
executing diversity rules and regulations, management needs to identify the employees’
approach to diversity itself (Hofhuis, Van der Zee and Otten, 2015). Ely and Thomas
(2001) suggested that the effect of cultural diversity on a particular workforce is
determined by their view and perspective of diversity; this is the employees’ impression
of what they expect of diversity in terms of the role diversity will play. On another level,
Ely and Thomas (2001) proceeded and observed that “a diversity perspective can be both
explicit, as in verbal or written statements or policies, and implicit, as in the unstated
assumptions that underlie the way a person manages his or her subordinates or the way a
group structures its work” (p. 234). Hofhuis, Van der Zee and Otten (2015) explained that
the perception of the workforce majority has a strong influence on whether the diversity
policies are executed effectively. Thus, if the majority accepts diversity and is willing to
implement the policies, they will be implemented effectively, while if the majority thinks
that diversity is not beneficial, then this will influence the rejection of the policies and
8
their implementation. Therefore, every organization needs to have insight about how their
workforce is divided into subgroups and what these subgroups’ perceptions of diversity
are. These insights will allow leaders to formulate specific diversity management
strategies based on the perceptions of their employees (Hofhuis, Van der Zee and Otten,
2015).
Ely and Thomas (2001) stated:
The perspective on diversity a group of people held influenced how they
expressed and managed tensions related to diversity, whether those traditionally
underrepresented in the organization felt respected and valued by their colleagues,
and how people valued and expressed themselves as members of their cultural
identity groups; these, in turn, influenced people’s sense of self-efficacy and work
group functioning (p. 260).
In conclusion, Magoshi and Chang (2009) hypothesized that employees’ commitment to
their organization depends on how well the organization employs diversity management;
when a firm is committed to diversity management, it will display the will to justly
assess, advance, and encourage its employees based on their skills and production rather
than their culture and background. “Therefore, employees’ perception of the justice of the
system can be a major effect boosted by the diversity strategies” (Magoshi and Chang,
2009, p. 34).
Employee Diversity Management
It was anticipated that the main dilemma of the 21st century would be diversity
management. In response to the changing needs of the labor force in the late 1980s,
organizations found themselves implementing a new management system called the
9
“diversity model,” which became popular in the 1990s (Soni, 2000). Alongside this
change, the literature began to raise consciousness around the topic of employee diversity
and the measures that would be taken to manage such variation (Soni, 2000). Diversity
management is defined in terms of HR, employee incentives, promotion, training,
leadership, and the use of family friendly norms (Magoshi and Chang, 2009). To extract
the most beneficial outcomes, organizations need to initiate effective diversity
management procedures (Reynolds, Rahman, and Bradetich, 2014). According to Walker
and Miller (2010), industries are adopting diversity management to reflect the growing
minority workforce in the service sector, particularly in the hospitality industry. As a
result, many US hotel companies and restaurants have initiated diversity training with the
intention of boosting the empathy of employees toward their diverse fellow coworkers
and diverse clients (Reynolds, Rahman, and Bradetich, 2014). One of the main reasons
that organizations are pursuing diversity management to enhance the influence of
diversity is because it will increase their competitive advantage over their competitors
(Jauhari and Singh, 2013). Another added value of managing diversity, according to
Bartz et al. (1990), is realizing an effective and efficient work process; this is achieved
through the understanding that employees are different, which in turn guides how those
differences are managed.
The first steps to diversity management are enhancing specific practices, programs, rules,
and other official procedures to populate an organizational culture change in relation to
diversity (Wentling, 2000). In turn, those practices will satisfy employees’ expectations
of their firm’s dedication to understanding their differences and deploying them in the
organization’s growth (Magoshi and Chang, 2009). Similarly, Roosevelt (2001)
10
elaborated that managing diversity is justified by actions taken to achieve a work domain
that includes every employee; as a result, organizations undertaking those actions are
very appreciative of the variation in their workforce and are willing to create situations
where all employees feel appreciated, valued, and accepted. In turn, this will improve the
relationship between employees and customers.
According to Morrison (1992),
Practices used in diversity efforts fall into three groups: accountability techniques,
development tools, and recruitment activities. Accountability practices are the
most frequently used of the three types. These practices include establishing
employee advocacy groups that sometimes negotiate with top management on
policies affecting the progress of the non-traditional in the organization (p. 18).
With the increased popularity of diversity and its different aspects, many researchers are
conducting studies to understand the world of diversity and establish guidelines for future
generations. One of those researchers is Ann Morrison (1992), who is an expert in
employee diversity; Treven and Zizek (2008) discuss a study that she administered of 16
organizations that succeeded in the strategies they explored to manage diversity. As a
result, she uncovered three critical and successful strategies: education, enforcement, and
exposure. As mentioned earlier, effective employee diversity management will translate
into lower costs, improved employee behaviors, enhanced values of fairness and respect,
innovation and creativity, and higher sales, which will lead to an increased market share
with potentially higher organizational profits (Treven and Zizek, 2008). Two of the major
outcomes of successful diversity execution are employee satisfaction and employee
retention. Internal marketing and diversity strategies are inseparable; they are crucial
11
because they enhance employee satisfaction and, in turn, employee retention and loyalty.
As a result, loyal employees stay with their organizations and broadcast positive signals
and favorable images of the companies they work for through word of mouth shared with
individuals outside the workforce (Jauhari and Singh, 2013).
One of the main components of effective diversity management implementation is
leadership. The presence of diversity leaders and the support of higher management
simplify the process of embracing diversity training (Reynolds, Rahman, and Bradetich,
2014). Organizational efforts invested in diversity management also influence managers’
dedication to their firms and potentially increase manager retention (Reynolds, Rahman,
and Bradetich, 2014). Reynolds, Rahman, and Bradetich (2014) note that statistics show a
need for quality diversity management in the service sector, such as in hospitality
companies, which are historically known for a vast diverse workforce that complements
their diverse clientele. Therefore, these authors find that it is crucial for hospitality
leaders to attempt to improve service offerings, based on diversity, to their customers in
order to remain competitive (Reynolds, Rahman, and Bradetich, 2014).
Human Resources and Diversity
“It is becoming more important to human resources departments today to be able to show
upper management the bottom-line results, in addition to the ethical considerations for
doing the right thing when it comes to diversity” (Figiel and Sasser, 2010, p. 13).
According to Chang (2006), researchers found that employees tend to be more devoted to
their organizations when their employer uses human resources practices based on a
commitment philosophy. Some of those human resources practices include diversity
initiatives, which can be an important factor in employees’ decision making in regard to
12
the organizational climate (Herdman and Mcmillan-capehart, 2010). As a result, the
effect of diversity management on the loyalty of employees to their organization can
endorse its utility as a crucial HR approach to attract and retain talent (Jauhari and Singh,
2013).
Diversity Management and Hospitality
Because management plays a key role in supporting diversity, it is essential to hire
managers who support diversity approaches so that they stress the importance of
multicultural employees’ concerns (Iverson, 2000). The hospitality industry can hire the
right leaders by selecting managers from both minority and majority groups who show an
interest in and a willingness to work to bring success to a multicultural workforce and
then by providing them with more enhanced diversity training than that offered to
employees (Iverson, 2000).
Inclusion and full utilization mean giving individuals such as women, minorities
and other groups of people who in the past were excluded and underutilized the
opportunity to contribute and reach their full potential in the corporation.
Inclusion and full utilization also mean that corporations in the U.S. and
internationally should make efforts to bring in and use the best minds and talent
regardless of the individuals’ social status, race, and gender (Rose and Palma-
Rivas, 2000, p. 47).
Treven and Zizek (2008) concluded in their study that the diversification occurring in the
workforce is a manifestation of the evolving world and marketplace. A diverse workplace
enhances the value of an organization, generates greater productivity, and positions the
company with a competitive advantage. As a result, widening the meaning of workforce
13
diversity results clarifies for majorities that diversity cherishes individual dissimilarities,
including their own (Frase-Blunt, 2003).
Diversity has become a major point of discussion for its supporters and its opposition;
this paper highlights the major points that support this phenomenon and utilizes the
literature to analyze and study a specific case. To assimilate diversity, organizations have
found ways to implement it within their workforce by developing strategies and practices
that will help them manage diversity. In addition, every organization needs to be aware of
its employees’ perception of diversity, making sure that the organization’s definition is
clear and acknowledged by employees and leaders. When the majority of employees
oppose a change, effective change will not be accomplished. Embracing diversity is
crucial for the service sector, and in particular for the hospitality industry, since its
workforce tends to be diverse in order to complement diverse clients and travelers.
Diversity is thus an important subject for the hospitality industry. This study will analyze
a business as a sample of the hotels in its region to discover whether diversity is
implemented, whether it is defined, how it is practiced, and whether employees cherish it.
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CHAPTER 3
Methodology
Research Method
According to Tellis (1997), a case study is structured to extract details from the opinions
of the participants by using different means of data collection. Baxter and Jack (2008)
expanded the definition and touched upon the qualitative case study, saying that a
“qualitative case study is an approach to research that facilitates exploration of a
phenomenon within its context using a variety of data sources” (Baxter and Jack, 2008, p.
544). Exploring different points of view regarding a subject brings greater objectivity and
reality to the topic studied. Top case study researchers, such as Robert Yin and Robert
Stake, spoke about the different types of qualitative case studies, including exploratory,
descriptive, intrinsic, and instrumental. For this study, the most suitable type is the
instrumental case study, which, according to Stake (1995, p. 3), is used when different
opinions are explored in order to draw conclusions about a wider topic. Tellis (1997) also
spoke about all types of data sources and discussed their strengths and weaknesses; for
instance, in his opinion, the interview is one of the most essential data sources used in
case studies (Tellis 1997). Tellis (1997) uncovered three different types of interviews:
open-ended, focused, and structured. For instance, during open-ended interviews, the
interviewee is able to address open questions and ask about participants’ points of views
and perceptions of a certain topic. Taking this statement into consideration and looking at
the nature of this study, open-ended interviews will be utilized.
Data Collection
Selection of participants. The hotel chosen for this research is known for its international
15
exposure and its multicultural clientele; therefore, it was a convenient case to study.
Since the interviewer is part of the team and has relationships, the process of recruiting
participants was simply conducted through word of mouth. The selection of the
participants was made following certain criteria established to give the best results
possible.
Criteria for the interviewees:
 Have non-managerial positions
 Work in different departments
 Each belongs to a different culture to obtain maximum representation
 English is not their native language
 Speak basic English
The employees at this hotel represent over twenty different cultural backgrounds;
therefore, to include the most countries possible, the recruitment process aimed to gather
participants such that each was from a different country. Twenty individuals familiar with
the researcher were chosen for the study, each from a different cultural background. As
fellow colleagues, the interviewer asked the individuals objectively for their assistance in
completing the study and explained how their participation would enrich the research.
The colleagues were cooperative, and the majority agreed to participate, which resulted in
a sample of fifteen participants for these interviews. The interviewees were from the
following cultural backgrounds: Russian, Persian, Turkish, South Korean, Indonesian,
Chinese, Sri Lankan, Armenian, El Salvadorian, Guatemalan, Nicaraguan, Honduran,
Mexican, Ukrainian, and Bangladeshi. No authorization was needed from the workplace,
16
since all recruitment conversations and interviews were conducted off property and
during the employees’ personal time. The participants’ identities were kept confidential
to prevent any reaction from their employer towards their opinions; thus, the interviews
were conducted anonymously and randomly numbered from 1 to 15.
Main Interview Themes and Questionnaire Development
During this study, the researcher examined the employees’ experiences with diversity,
how they define it, and how they see diversity and inclusion practiced at their place of
work. The objective was to explore how diversity and inclusion translate for the
employees at this particular hotel. The targeted outcome of the study was to determine
what types of diversity management are exercised at this property and what further
actions can be taken.
The research questions were as follows:
What are the employees’ opinions on diversity?
Do the employees think that this hotel values diversity in general and, more specifically,
cultural differences?
Figure 1: Framework for questionnaire development
The literature review resulted in four themes, which were translated into the
questionnaire established for this research.
Theme 1: Diversity Definition and Cultural Differences
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Theme 2: Inclusion and Acceptance
Theme 3: Assimilating to the Dominant Culture and Growth
Theme 4: Management Role and Diversity Practices
The next step was to create the interview questions, which needed to be open-ended to
give freedom of expression to interviewees and not bind them with scales and
measurements. To capture the most information possible, the topic-related questions were
placed at the beginning of the questionnaire, and the demographic questions were left for
the end. Following the flow of the literature review and the themes extracted, the
researcher was able to create the first set of questions, which included nine detailed
questions with a specific chain of thought. The questions seemed similar, yet they
touched upon different aspects and angles of the topic discussed. The sequence of the
questions was carefully designed to capture objective opinions and shed light on specific
aspects of diversity versus adhering to one general idea.
Theme 1: Diversity Definition and Cultural Differences
Ely and Thomas (2001, p.234) spoke about the perception of employees regarding
diversity and the different definitions they may have; therefore, the first question was
about diversity itself, examining whether the participants knew what it means and how
they would define it. Ely and Thomas (2001, p. 234) further developed the concept of the
diversity perspective to another level and suggested that the impact of cultural diversity
on employee performance is affected by the perspective of the employees. Therefore, to
examine this statement, the second question was created to document the participants’
perspectives regarding the organizations’ efforts in valuing cultural differences.
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Theme 2: Inclusion and Acceptance
Figiel and Sasser (2010) spoke about inclusion, how it was incorporated by major
corporations, and the positive outcomes it generated; their words inspired the third
question about inclusiveness. Ashkanasy, Wilderom, and Peterson (2000) elaborated on
openness to dissimilarities and its importance for management and employees as well.
Their ideas inspired the fourth question about openness and the acceptance of
individuals’ cultures.
Theme 3: Assimilating to the Dominant Culture and Growth
Härtel (2004) emphasized that in some corporations, employees tend to feel they must
assimilate to the dominant culture and forgo some of their personal traits that make them
who they are. Therefore, the researcher included a question to verify whether this was the
case in our sample property, which resulted in the fifth question. To probe and clarify
the fifth question, the researcher asked the same question using different wording, which
resulted in the sixth question. The idea behind this was to examine the reaction and the
different ways in which the participants would answer. The word “sacrifice” was used
instead of “assimilate” to clarify that if they had to assimilate to the dominant culture, it
would mean at some level that they had to sacrifice or forgo some cultural traits.
According to Härtel (2004), assimilating to the dominant culture is not an aspect of
diversity.
Theme 4: Management Role and Diversity Practices
After testing the perspective of diversity and the cultural diversity in the property as a
whole, it was essential to ask about the managers and examine their influence since they
are the leaders of the workforce. Iverson (2000) mentioned that in the hospitality
19
industry, the managers hired are those that express interest in and dedication to exercising
diversity in every aspect of their jobs and that this dedication impacts the success of a
diverse workplace. Here, an indirect question was asked to explore what the employees
had to say about their managers, which resulted in the seventh question. Roosevelt
(2001) elaborated on the importance of every employee feeling valued in his or her
workplace and on identifying the efforts organizations are exercising to accomplish this;
thus, question eight addressed this point. Magoshi and Chang (2009) spoke about the
importance of exploring differences within employees and deploying them into
competitive advantages for the organization. Therefore, the ninth question sought more
details in terms of the practices executed by this property and aimed to explore how far it
goes to acknowledge the cultural differences within its workforce.
The second part of the questionnaire included six demographic questions, which aimed to
clarify the opinions of the interviewees and classify their answers. These included age
group, gender, place of birth, length of time in the US, length of time worked at the
property, and the department they work for.
A consent form was created to obtain the consent of the participants to use their answers
as primary data in the study. To preserve the accuracy of the raw data, all interviews were
audio recorded with the consent of the participants. The material prepared for the study
was sent to the University Institutional Review Board for approval, since the study
involved humans. After the approval from the University Institutional Review Board, the
interviews were scheduled and conducted accordingly. The process took approximately
two months, taking into consideration the participants’ schedules and availability. The
interviews occurred at different coffee shops and restaurants; each took an average of ten
20
to fifteen minutes, and all individuals who participated received a gift card as
compensation and as a token of my appreciation for their participation.
Data Analysis
The information accrued from the interviews was audio recorded and transcribed
verbatim. O’Connor and Gibson (2003) explained that the more deeply information is
examined, the more information is discovered between the lines. The analysis process
used for this study was to group similar answers, compare answers relative to the
individuals, and capture discrepancies leading to conclusions. Analyzing the information
began from the first question through the last question successively in order to follow the
chain of thought drawn out by the questions. The steps in the qualitative analysis
followed in this study were inspired by the outline of O’Connor and Gibson (2003):
 Organizing the data
 Finding and organizing ideas and concepts
 Build overarching themes in the data
 Ensure reliability and validity in the data analysis and in the findings
 Finding possible and plausible explanations for findings (O’Connor and Gibson,
2003)
As the above outline shows, this study followed the same direction during the analysis
conducted on the data collected. The researcher read the answers many times; during
these readings, notes were taken for every idea repeatedly mentioned, and statements
were theme coded to enhance their value and conceptualize them. The findings were
compared between each question and between each participant to capture all information
21
between the lines and draw logical conclusions. The main highlights of the interviews
were grouped verbatim under each theme, as shown in Figure 2.
22
CHAPTER 4
Findings
The research was conducted with 15 frontline employees. Each of the interviewees
answered all of the questions. Each interview was conducted separately off-shift during
their free time. The participants were asked a total of fifteen questions; the first nine
questions concerned diversity, while the remaining six questions were demographic
questions designed to capture information in relation to diversity in the property. As
mentioned previously, the findings were categorized under four themes developed from
the literature review. All findings were group under the appropriate question and grouped
under the research themes consecutively to maintain the same chain of thought that the
interviewees walked through. The word count examined from the findings was 149 words
and the main phrases used by the participants are summarized and listed verbatim under
the themes in Figure 2 below.
23
Figure 2: Summary of verbatim interview findings
Diversity Definition and Cultural Differences
Question 1: Do you know what diversity is?
a. If the answer is “Yes,” please define the term.
b. If the answer is “No,” do you think you should have received more
information about diversity in the new employee orientation?
24
Two respondents used the phrase “I think” before answering the question, and this phrase
shows some uncertainty about the definition of diversity. Another two used the phrase “It
is hard to define,” however, they were able to provide a clear definition of diversity.
The remaining 11 participants gave a firm “yes;” however, their definitions varied. For
instance, nine referred to diversity as a difference between cultures, ethnic groups,
religions, or races, whereas two defined it as a “difference between people” with no
specifications.
Question 2: Does this hotel value cultural differences? Please explain.
Five of the respondents translated the value of cultural differences into the example of the
Central America Independence Day celebration and the food presented in the cafeteria
around that period. “This day in 1821 was a historic day for much of Central America
as, after almost three centuries of colonial rule, the nations of Guatemala, El Salvador,
Honduras, Nicaragua, and Costa Rica gained independence from Spain” (Foxtel
Management Pty Ltd, 2017). In addition, one of the respondents mentioned the display of
country flags related to Independence Day in the cafeteria where all employees have their
meals and the pride they feel when they saw their flags. Four of those five respondents
were of Hispanic descent, and one was not Hispanic but mentioned the “Hispanic days of
celebration” as an example.
Five respondents observed that this property values cultural differences, and they thought
it was because they see employees hired from different cultures. One of those
respondents mentioned a point worth highlighting: “I’ve realized how many different
ethnicities of people there are and not that they are segregated because in every
department I see different types of people from different places.” This statement shows
25
that departments are not limited to specific types of people and that management is open
to eligible candidates from all cultures and differences. Employees are divided into
departments depending on their qualifications and not by the cultures they belong to.
Two of the interviewees expressed that the property values cultural differences, and they
justified this by mentioning the efforts put in place by management to spread cultural
awareness. One of them spoke about the “training programs” conducted by the HR
department that emphasize the celebration of differences. The other participant
mentioned that the topic of “celebrating differences” became very popular, to the point
that it became a topic of discussion at every employee town hall. In addition, this latter
participant added that seeing different foods from different cuisines served in the
employee cafeteria showed that cultural differences were indeed celebrated.
One respondent thought about the representation of different religions and how this
property showed they valued cultural differences by displaying Hanukkah items along
with the Christmas tree in the lobby. In addition, this participant focused on the food
aspect of the differences and how it helps them learn more about other cultures.
The final two spoke about the flag lapel pins that represented their home countries that
were given to them as a part of their uniform. This practice was welcomed by the
employees; they felt that it showed how much the property cared about and valued their
cultural differences. The pins were a small gesture, but it gave the employees a sense of
pride in the place and background they came from. However, one participant ended the
answer to this question with a compelling statement worth mentioning: “As to now, I
have open questions, and I didn’t clear the matter to myself yet in terms of valuation of
26
the different cultures.” This individual is stating here that they are confused and unsure
whether this property values cultural differences.
This question examined the opinions of the participants regarding cultural differences at
the property and how they are valued. The majority mentioned the training programs
about cultural awareness, and the phrase of “celebrating differences” was repeated
constantly.
Inclusion and Acceptance
Question 3: Do you feel that your culture is included? Please explain.
Seven of the employees had a firm “yes” for this question, and each of them explained it
differently. One related their answer to the community surrounding the property and
stated that, since their culture is dominant in the community, they feel included at this
property. Some spoke about the Independence Day celebration and the display of their
home country flags, which was important to them, as well as about the pins that display
their home country flags. One individual’s answer was straightforward: “Yes, because all
people are accepted.” Another individual talked about the care they see from
management related to their differences. Food was also mentioned as a sign of inclusion.
Notably, four of the interviewees that gave a firm “yes” were of Hispanic descent.
Five of the participants had a similar answer summarized in this statement: “Yes, my
culture is included but not as much as other cultures; that is, maybe my culture is not as
much represented.” Some of them mentioned that the Latino or Hispanic culture is more
included since they represent the majority of the employees in this establishment.
One of the individuals answered the question by referring to other cultures and avoiding
the specificity of the question: “Yeah, I feel all cultures are included.” This participant
27
avoided answering whether their own culture is included, which adds uncertainty to the
answer.
Another participant said, “I do not think so! I do not even know if they know my country.
I am the only one from my country.” This individual thought that the culture was not at
all included since it was only represented by him/her. Here, the representation aspect
again comes into play, and individuals appear to make excuses for the property with
arguments explaining the particular lack of inclusion of their culture.
The last individual interviewed raised a detailed vision of why they felt that their culture
was not included. The exclusion, in this participant’s opinion, was because of the
prejudice that Americans have toward their culture and how the world sees their culture.
The interview took a personal turn; therefore, the best conclusion about this individual is
that they did not feel included.
Question 4: Did you feel any openness and acceptance for your own culture? Please
explain.
Twelve participants answered with a firm “yes” to this question; some of them referred
their answer to the care received by other cultures, which makes them also feel accepted.
Some just stuck to the short affirmative answer. One individual linked the topic of
openness to the US’ acceptance of different cultures and how this property should reflect
what the country stands for. One participant in this group brought up the food and how
the potlucks organized at the departmental level help them understand each others’
cultures, show the culture they belong to, and feel proud of their heritage. One matter
highlighted by another interviewee was a specific training program related to that
individual’s culture, which taught all employees the customs of this culture in preparation
28
for guests visiting from that part of the world. This program made that participant feel
accepted. An individual experienced happiness and acceptance when colleagues tried to
speak their language; even if it meant only saying hello and goodbye, the gesture meant a
great deal to that person. Finally, one individual linked being accepted to not being
bullied or treated differently.
Two participants reiterated that they felt accepted but not as much as those from Latino
cultures, and the reason in their opinion is because their own cultures are not as strongly
represented.
The last individual interviewed answered with a firm “no” and linked this result to the
low representation of their culture. It was also mentioned that the intention was never to
push or ask for acceptance, but the hope was for more acceptance and openness.
Assimilating to the Dominant Culture and Growth
Question 5: When you first started, did you feel you had to assimilate to the dominant
culture (a specific culture dominating over the other cultures)?
A total of ten participants had a firm “no” as an answer; they did not explain in detail but
said that they always felt at home, and they have never felt that they had to change for
anyone or anything. One said that there “was no dominant culture.” They felt that
hospitality is such a universal language that all hotel practices are similar.
The other five felt that they had to somewhat assimilate to the dominant culture,
associating this with the language. They stated they had to use the English language
rather than their native language. One of them linked their answer to the workplace, its
environment, and how labor laws are different between the US and the home country.
Another individual explained the answer by saying that they respect their new home and
29
the culture attached to it; therefore, to show respect, they tried to assimilate without
ignoring their major cultural traits. One of the five individuals stated a relatively different
view. According to this individual, the relationship between employees and managers is
different in the US compared to in their country. The main idea is that, in the US, the
employees have direct contact with managers to a point that they might disrespect them
and still maintain a strong relationship. This fact confuses this participant and keeps them
wondering why this is the case. This example may be personal; however, the individual
continued to clarify the idea by saying, “I have continued to learn so far for the last two
years, but my personality still does not allow me sometimes to speak with the managers
straightforwardly because I grew up in a different culture where when you see a manager,
you just shut up and go the other way.” The conclusion drawn from this particular answer
is that assimilating to the dominant culture is necessary to maintain the job.
Question 6: Do you feel you have to sacrifice your culture to get ahead in your job at this
hotel? Please explain.
Ten of the participants said that they did not feel they had to sacrifice their own culture in
order to get ahead. The majority had a straightforward answer without any explanation.
The other interviewees provided different explanations of the issue of culture depending
on their perception. Two of them said that culture “is not an obstacle” for them. The two
felt that their culture helped them thrive. Another interviewee linked their answer to the
concept of freedom of expression. They stated that they are free to be who they are, and
no sacrifices are needed for them to develop. “In my culture, we value hard work and
endurance, and I think that is something that is widely accepted everywhere, so I think
that actually helped a lot.” This answer showed how much pride the individual had in
30
their culture but also showed that they do not need to sacrifice anything in their culture to
succeed at this property. The final individual stated something interesting. The answer
given showed clearly how far this property went to protect its employees and their right
to exist. “No, I do not think that (we have to give up our cultures) because I think the
hotel respects that. Even if I am talking in my language with my coworkers, they never
say anything. A couple of months ago I had a problem, where one coworker complained
about me speaking my language to human resources. They said that is the language that I
feel comfortable with, so they protected my right”. This is a clear example of the human
resources department, and thereby the management, preserving the right to freedom of
cultural expression for their employees.
The remaining five interviewees’ answers to question six reflected a different opinion.
They felt that they had to sacrifice in some manner to succeed. Two of them spoke about
being required to learn English and use it as their primary language on the job. Another
mentioned religion and how, on some days, they needed to pray at certain times, but
because they are working, they are unable to pray on time. When asked if they had
inquired, their answer was they had no choice since they worked part-time, and the days
they were needed were the days when they needed to pray. The fourth participant
mentioned that one of their cultural practices is always working with people belonging to
the same culture; however, now being around people from different backgrounds felt like
a sacrifice since the field they chose is known for multicultural environments. The last
individual had an objective and a business answer. This individual expressed their need to
change and be Americanized because the majority of the people they do business with are
Americans. Therefore, changing their way of thinking and trying to understand the
31
American culture will help them prepare to be successful, even if it means sacrificing
some of their own cultural traits.
Management Role and Diversity Practices
Question 7: Do you feel your managers are giving you enough confidence and trust to
showcase your skill sets and abilities? Please explain.
Fourteen of the participants had a firm “yes” answer to this question; they all expressed
how their managers support them and give them the trust needed to succeed regardless of
their cultural background. One mentioned how their managers highlighted the importance
of their multilingual skills and how this skill helps in communication with clients.
Another individual mentioned a time when the hotel was expecting a large group from
the same culture and how this individual was consulted at every step made to
accommodate this group. This act meant a great deal to this employee; they felt pride for
where they came from and felt a high level of trust demonstrated by the managers.
The last interviewee had some doubts in relation to trust and how they are treated by their
managers. According to the participant, the managers do not offer enough trust, perhaps
because this individual prefers to balance life and work, and their unwillingness to work
overtime is received negatively by managers. The individual said following: “Even
though they see that I am doing the best from A to Z, I am not always willing to do extra
hours… now because I am trying to maintain the boundary, that is getting in my way.”
Question 8: What do you think this hotel does to make you feel accepted?
All participants answered question eight positively, and they all indicated they felt
accepted.
32
Nine of the interviewees gave similar answers. They spoke about the respect management
demonstrates for their culture by the following: the attention given to their special
linguistic skills, the food from different cuisines offered at the cafeteria, and the friendly
treatment and care. One of the nine respondents stated that one manager was interested in
the culture and the region this individual came from to a point that the manager shared
information that the individual was not aware of. It is impressive how this manager was
able to make this employee feel accepted by sharing some general knowledge. Another
individual mentioned that sometimes when they said “Hello” to the other employees
using their own language, the other employees make an effort to answer in that same
language; this small gesture made this employee feel accepted and respected among their
peers. One last important statement mentioned by four respondents was that this hotel
focused on “celebrating differences,” and this term is a popular motto for the particular
hotel brand to which this property belongs.
Four respondents of the remaining six linked acceptance to being rewarded and thanked
for their efforts. Two mentioned that they were thanked for positive guest reviews, and
the third one mentioned the rewards they received when they accomplished record-
breaking numbers. The fourth employee mentioned the feedback and acknowledgment
they received from their managers for the hard work and effort they displayed. One of the
rewarding practices mentioned during those interviews was that the property organizes a
luncheon for the employee of the month to reward those who show the most dedication
and hard work during each month.
The last two individuals of the six linked the feeling of acceptance to the fact that they
were part of the team and affiliated with this property.
33
Question 9: Are there any practices done by this hotel to celebrate differences that you
like? Please elaborate.
All participants had a positive statement to share while answering this question. The
majority focused on food and how the availability of food from different cuisines shows
an emphasis on celebrating differences. In addition to the food, some mentioned how,
during Cinqo de Mayo and the Central America countries’ Independence Day, the
cafeteria was full of different food items along with all of the flags of Central American
countries. One individual said that a workplace cafeteria was usually hamburgers and fast
food, while at this workplace, there was healthy food and a variety of cuisines inspired by
many countries. Another respondent spoke about food but also mentioned that it brought
all employees together, teaching them about each other’s cultures and connecting them.
Another participant mentioned the potlucks the property holds on a departmental level,
where employees share snacks and food items from their heritage; this helps connect
them and helps them learn more about the differences between their cultures.
One participant observed the practices differently and stated that it meant a great deal
when management consulted staff about groups from the shared culture coming to the
property. This action stood out for that staff member; they also mentioned the flag pins
the property shared with them, which made them feel proud of where they came from.
This staff member also felt it showed the properties’ clients how much the management
cares about and cherishes the diversity of their employees.
All answers from the first part of the interview were reported as heard, and the
demographic answers are listed in the appendix for further review. All results will be
discussed in the following section following the same order of questions.
34
CHAPTER 5
Discussion and Conclusion
After collecting the data and conducting a rigorous analysis, the outcome of the analysis
was discussion points aligned with each theme. Additional consideration of the
discussion points resulted in the conclusions presented in this section.
Diversity Definition and Cultural Differences
According to the results, it is concluded that the majority of the participants understood
the meaning of diversity, even if some of them might have been uncertain. The definition
of diversity is broad, and every individual defines it from a different perspective. The
results displayed multiple definitions, some of which were not clear; however, all
participants had an idea of what diversity meant. The interviewees were asked to express
their opinions about cultural differences, and it was revealed that most of them thought
that this property indeed valued cultural differences, although each of them justified it
differently. The term “celebrating differences,” which was mentioned by most
interviewees, is a phrase used by management in human resources-oriented meetings. At
this point, it can be concluded that the participants know what the term “diversity” means
and how it is translated by cultural differences throughout the hotel.
Inclusion and Acceptance
To step deeper into the investigation and avoid directing answers, this question was
purposely left vague, which left the participants able to express themselves freely without
restrictions. In this way, the interviewees thought more deeply and revisited their
thoughts in order to relay accurate and thorough answers. Indeed, the answers were
interesting; the majority of individuals mentioned that their culture was not completely
35
included because of a lack of representation; however, they saw inclusiveness when
Hispanic celebrations were held. This point led us to analyze deeper and realize that the
participants accepted not being fully included because fewer of them were represented in
the workforce. More interestingly, all who felt fully included were of Hispanic descent.
At this stage, the researcher may assume that the dominant culture, by numbers, at this
property is the Hispanic culture; therefore, most examples of inclusiveness were for those
of Hispanic descent. Using this momentum, the researcher addressed openness toward the
interviewees’ own cultures and approached inclusiveness from a different angle. The
majority of respondents answered positively, mostly in terms of the society they are in
and seeing all different cultures represented. One point to highlight is that two
participants mentioned that their cultures were not included as much as the Latino
culture, which led us back to the assumption mentioned in the previous question: could it
be that this property includes the dominant culture more than other cultures represented
within the workforce?
Assimilating to the Dominant Culture and Growth
The participants were asked if they felt they had to immerse themselves into an
overruling culture, but most of them denied this; thus, it is concluded that this hotel’s
culture is somewhat designed to be universal and embrace all cultures. This might be a
policy enforced by the mother company standards; if so, then it is concluded that this
establishment is on the right track. In addition, the majority of the participants did not
feel they had to forgo any cultural traits; instead, they felt that their culture created their
identity and existence with their peers. It is safe to assume that this property is protecting
36
the identities of its employees and trying to preserve their right to exist with all their
pertinent differences.
Management Role and Diversity Practices
Almost everyone had the same opinion and felt that their managers were supportive of
their identities and always managed to make them feel welcomed and cherished. Many
examples of diversity practices arose, and the majority was Latin culture-driven events
and practices. Throughout the study, the most often mentioned diversity practice
exercised by this property was the cafeteria food, which is a major aspect; however, there
are many other practices that could be applied and would enhance diversity and inclusion.
On another note and throughout the interviews, a few interviewees mentioned the flag
lapel pins that were distributed to them depending on their countries of origin. Upon the
researcher’s investigating, it was revealed that the human resources department had
bought country flags represented as pins to be distributed to the employees. After
observing and further inquiry, it was discovered that not all departments received the
pins, and only the frontline employees who interact directly with guests received them.
Including the pins as part of the uniform is a great initiative that would spread the feeling
of pride across all employees; sharing this initiative only with specific employees does
not show fairness and equality in treatment. This fact leads us to assume that this property
is showing its diversity initiatives to guests and clients and disregarding its actual
purpose. Focusing only on employees who have direct contact with guests neglects the
employees who work behind the scenes and keep the cycle running smoothly. Such
employees are the ones working in housekeeping, maintenance, room service,
accounting, and instant services.
37
Answers to the Research Questions
What are the employees’ opinions on diversity? The employees know what diversity
means and how it is exercised. The study showed that they felt included and accepted but
not as much as they would like, in particular because most of their cultures were poorly
represented.
Do the employees think that this hotel values diversity in general and, more
specifically, cultural differences? The employees do think that this property values
diversity and cultural differences. Throughout the interviews, most participants
mentioned the term “celebrating differences,” which is, according to them, a slogan used
repeatedly at every company event.
This study had limitations, which should be avoided by future studies inspired by this
one. The sample used was a sample of convenience; all chosen participants spoke basic
English to avoid translating the questionnaire into Spanish or any other language spoken
within the workforce. In addition, this research was limited to only one property, and the
sample chosen was a small sample of 15 participants, which limits the generalizability to
other workplaces. Moreover, because of the time constraint surrounding this research, no
validity checks were performed, which limits the results.
A future study should be conducted to examine the different diversity practices and their
effects, in which a larger sample of individuals from a larger sample of properties is used
to research and test different practices for better results. Moreover, this study focused on
cultural differences as an aspect of diversity; the researcher suggests also studying other
aspects, such as race, disability, and sexual orientation.
38
Recommendations and Conclusion
After going through all the questions and examining all participants’ answers, it is
concluded that the Hispanic culture is the dominant culture at this property, and most
diversity practices are tailored around it. The understanding is that this property has more
than 20 different countries represented, the majority having a Latin American
background. In addition, because of the concern expressed that the cultures with poor
numerical representation are not fully included, it is recommended that this property alter
its hiring policies and attempt to increase representation for the less-represented cultures.
Then, all cultures will be equally embraced and included. Another recommendation for
this property is to increase the variety of diversity practices and attempt to include all
cultures equally.
In conclusion, the property studied in this research is on the right track to achieve a
diverse workforce by encouraging cultural differences within employees. The diversity
perception is managed accurately, and the management team is supportive. Excellent
initiatives have been put in place to celebrate differences, but there is room for
improvement in regard to the specifics and logistics.
39
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APPENDIX A
Interview Questionnaire
1. Do you know what diversity is?
a. If the answer is “Yes,” please define the term.
b. If the answer is “No,” do you think you should have received more
information about diversity in the new employee orientation?
2. Does this hotel value cultural differences? Please explain.
3. Do you feel that your culture is included? Please explain.
4. Did you feel any openness and acceptance for your own culture? Please explain.
5. When you first started, did you feel you had to assimilate to the dominant culture?
6. Do you feel you have to sacrifice your culture to get ahead in your job at this
hotel? Please explain.
7. Do you feel your managers are giving you enough confidence and trust to
showcase your skill sets and abilities? Please explain.
8. What do you think this hotel does to make you feel accepted?
9. Are there any practices done by this hotel to celebrate differences that you like?
Please elaborate.
10. What is your Age Group?
a. ______19 to 30
b. ______30 to 45
c. ______45 to 65
d. ______65 and above
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11. What is your Gender?
a. ______Female
b. ______Male
12. Where were you born?
13. How long have you been living in the U.S.?
14. How long have you been working at this hotel?
15. Which department do you work for?
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APPENDIX B
Informed Consent Form
You are being invited to participate in a research study, which the Cal Poly Pomona
Institutional Review Board (IRB) has reviewed and approved for conduct by the
investigators named here. This form is designed to provide you - as a human
subject/participant - with information about this study. The investigator or his/her
representative will describe this study to you and answer any of your questions. You are
entitled to an Experimental Research Subject’s Bill of Rights and a copy of this form. If
you have any questions about your rights as a subject or participant, complaints about the
informed consent process of this research study, or experience an adverse event
(something goes wrong), please contact the Research Compliance Office within Cal Poly
Pomona’s Office of Research at 909.869.4215. More information is available at the IRB
website, http://www.cpp.edu/~research/irb/index.shtml
Diversity and Inclusion: Case Study of a 4-Star Hotel in Beverly Hills
Primary Investigator: Elysia Doumbalian Faculty Advisor: Dr. Jerald Chesser
IRB protocol # 16-130
Voluntary Status: You have met the requirements for enrollment as a volunteer in a
research study conducted by the researchers listed above. You are now being invited to
participate in this study.
Before you can make your decision, you will need to know what the study is about, the
possible risks and benefits of being in this study, and what you will have to do in this
study. The research team will discuss with you the details, and they will provide you this
consent form to read. You may also decide to discuss it with your family and/or friends.
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Some of the language may be difficult to understand and if this is the case, please ask the
researcher and/or the research team for an explanation. If you decide to participate, you
will be asked to sign this form. Your participation is voluntary. You may withdraw any
time without penalty and there will be no loss of any benefits to which you are entitled.
Purpose: My name is Elysia Doumbalian and I am developing a project for my graduate
program at the Collins College of Hospitality Management, California State Polytechnic
University Pomona. This study will be conducted in a 4-star hotel in Beverly Hills and
will be examining the diversity practices of the company and how those practices are
perceived by current employees. The goal is to document first hand impressions of
diversity from front line employees with the objective of clarifying how diversity is
perceived by employees and does that perception indicate this organization is engaging
diversity measures.
Research questions:
• What are the employees’ opinions on diversity?
• Do the employees think that this hotel values diversity in general and, more
specifically, cultural differences?
Procedures: You will be asked a few questions regarding the diversity definition,
practices at the property you work and what is your perspective when it comes to
diversity practices. You will be asked 15 questions and all questions regarding the topic
will be open ended to give you the freedom in your answers.
After the raw data, have been collected, all names will be removed. Your name will be
assigned a code number. Only the code number will be left as identifiers.
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Commitment and Compensation: Your total participation in the study will take1
session, which will last approximately 30 minutes. You will receive financial
compensation for participation in the study which will be a $15 gift card from Starbucks
Possible Risks and Benefits: It is expected that participation in this study will provide
you with no more than minimal risk or discomfort, which means that you should not
experience any more difficulty than what would occur in your normal daily life.
However, there is always the chance of an unexpected risk. The foreseeable risks in this
study include an accidental disclosure of your private information, or discomfort by
answering questions that are embarrassing. If you feel uncomfortable or distressed,
please tell the researcher and he/she will ask you whether you wish to continue. You can
withdraw from the study at any time without penalty.
You will not receive any direct benefits from participating in this study. However, your
participation is intended to add to the knowledge about how diversity is practiced at your
property and those practices are perceived by you and your fellow colleagues. This study
will give an insight for the owners about how their employees see the diversity and if
there is anything they need to fix for the best interest of their organization. It may also
benefit other companies with similar situations.
Confidentiality and Consent: The investigator and staff involved with the study will
not reveal the personal information which they collect about you. Any information that is
obtained in connection with this study -- and that can be identified with you -- will
remain private and will be disclosed only with your permission or as required by law.
Your identity will be kept strictly confidential by removing your name and all identifiers.
Once the project is completed, all interview materials will be destroyed. Do be aware,
52
that the results, in either an anonymous or a summarized format, will likely be published
or presented at conferences.
New Information: During the course of this study, the investigators may discover
information that could be important to you. They will notify you as soon as possible
when such information becomes available.
Consent: I consent to participate in the study. I understand that my participation in this
study is entirely voluntary and that I may refuse to participate or withdraw from the study
at any time without penalty. I have received a copy of this consent form for my records.
_______________________________________________________________________
Printed name of participant Signature Date
Audio Recording Consent: I consent to have this iterview audio recorded to serve the
purpose of conserving the raw data.
________ ____________
Agree Disagree
_______________________________________________
Signature of primary investigator Date
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APPENDIX C
Interview Results Part 1
Interview 1
1. I know what diversity is, could I define it!? It’s hard, diversity is a mixture of
different cultures, can’t think of anything else.
2. Yes, it does, we have people represented from different ethnic backgrounds,
different racial backgrounds, different culture backgrounds, it’s a very diverse
work place.
3. Yes, I believe my culture is included, because I see Russian dishes from time to
time at the cafeteria, is it included in any other way!? I don’t feel excluded, let’s
put it that way.
4. Yeah, I never feel excluded or singled out based on my background.
5. No, I didn’t feel that need, I didn’t feel unwelcome or uncomfortable, everybody
was accepting of my background, but naturally because I live in this country, I felt
that I have to give back and I have to assimilate into the culture, I mean we still
try to preserve as many customs as possible in my family, but at the same time we
are respectful of our new home.
6. Heheh, my culture is not an obstacle for me in any way, I mean if anything it
actually gives me edge, just knowing and understanding people or guests from
that part of the world and speaking their language... I look at it s a benefit not as a
shortcoming.
7. Absolutely, yeah! I’m trusted by my management to make decisions on my own,
they don’t require me to come to them for anything that … I mean I’m not
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looking for their input on every single decision that I make and I’m trusted, on
daily basis, I mean if I have questions I come to them and I get a great
explanation.
8. Doesn’t discriminate against me in any shape or form, I am appreciated for my
input always, employee parties there is a sense of inclusion always, cafeteria
meals, everybody respectful of one another here, I really haven’t seen tensions
based on culture or ethnicity or race or whatever it may be.
9. Yeah absolutely, again food is represented very well, I mean you know we have
out of a year we have, I think once a year we have a diverse food representation or
whatever like each day of the week is a different food by a different culture, cinqo
de mayo is being celebrated, that’s inclusive of the Hispanic culture or Mexican
culture, international women day is celebrated.
Interview 2
1. I think diversity is about different ethnic groups and religions.
2. I believe so, talking about my culture I notice they celebrate Independence Day
and they put different types of food, so yeah I think they do value cultural
differences.
3. Of course, it is, especially because we have a big Mexican community in
California and in this hotel, particularly I definitely feel my culture is included.
4. Yes, I feel especially in terms of management, employees and from hotel guests I
feel accepted.
5. No, I didn’t feel that way
6. Not at all No
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7. Yes, I feel that way. Especially that what I do is customer service, I feel that the
managers are always happy with me and give me good feedback.
8. Yes, I feel that the managers always give me good feedback and follow up with
me.
9. Basically, when they do little gathering like potluck and we used to have a nice
food in the garden and we get to have our meal in the garden where hotel guests
have their meals. I love the food they put in the cafeteria for us as well.
Interview 3
1. Diversity means something that is different between people, difference between
people
2. We have different employees from different cultures, it is definitely important and
we know we are from different countries and we know we have different cultural
backgrounds and we respect each other when we work at the hotel.
3. I think it is somewhat included since the hotel is owned by an Asian company and
they are somewhat similar to the Korean culture in being kind of conservative within
the executive team and the employees. Actually, I don’t think much if my culture is
included in terms of hiring or working because I’m working in the U.S and there is
somewhat a difference between my country and here but I just know that there’s
Asian people working here, not 100% included though.
4. Yeah definitely, like when we do potluck when we get to bring our own snacks
from our country, our food we get to share our interest in what brought us here from
our countries.
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5. There were definitely few things that I needed to blend in because the work
environment is different the labor law here is different so yes when we went through
the orientation we learned that there are things that we need to keep to ourselves and
some things we can share that are work related. But not culture wise.
6. I think so yeah, now I’ve been working here for about 7 months and think I need
to be Americanized because most of the people I deal with here like guests are
Americans, so I have to know how they think what they like what they want to talk
about and their interest. I can’t be really, really Korean.
7. Yeah, when I have issues dealing with guests, in terms of system etc. They always
give me a case scenario and tell me what I would have done better.
8. We have a recognition program that if your name is mentioned in a guest review
they make sure that we get awarded in some way like gift card, employee of the
months etc.
9. We have some Korean groups coming to the hotel and I feel more valued because
I’m asked to translate to the guest and of course there is a big group coming they
make more revenue to the hotel and it’s good for me to be a help for the guest. I don’t
use much Korean here anyway and it’s nice that they tell the guests that there is a
Korean speaking employee at the hotel.
Interview 4
1. Yes, diversity is basically when different cultures races and genders are all
included, basically inclusion. Different nationalities races, sexual orientations,
that’s diversity.
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2. Yes, I believe this hotel value cultural differences, we have a lot of meetings
where they have a lot of cultural awareness things a lot of training programs that
speak of cultural differences. One thing they do, they celebrate different holidays
in our cafeteria, they always have food from different nationalities, I guess it
would be part of celebrating different cultures.
3. Our culture is kind of have a smaller representation, at the hotel, I believe if it was
maybe more maybe it would’ve been more included but they do have days where
they have food from our culture in the cafeteria.
4. Like I said our cultural is kind of smaller, it’s not like the Latino culture who have
a bigger representation, so yeah they are open to any culture but I wouldn’t say to
my particular culture there was anything in particular done.
5. It’s kind of hard to remember, but yeah I mean you have to kind of you need to
speak the language, yeah I guess you did in a way but it wasn’t forced upon you
or anything like that. It’s just you’re trying to fit in more.
6. No, I don’t think so, not that I have experienced, no it hasn’t crossed my mind.
7. Yes, my immediate manager definitely does, he’s always trusted me and always
valued actually my different skill sets I have and not just the job, it’s my
character, reliability, trustworthiness, leadership qualities.
8. What I mentioned before I guess, they are definitely open to different cultures,
whether it’s in their training manuals, videos or food from different culture in the
cafeteria, that’s what I would say. I don’t really think about it a lot to be honest
with you, like being accepted or anything but I don’t feel that I’m not accepted, so
yeah.
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9. Again, I hate going back to the food, but I think that’s pretty much the only thing
that I can think of they do that I like, because I like to eat so, food is good.
Interview 5
1. Yes, it’s differences, like people, life, culture.
2. So far as I see, Yes, because they gave us our home country flags (pins). So far I
didn’t see any food from my country but they usually have international food in
the cafeteria like Japanese, Mexican mostly; so which means they care about the
diversity and cultural differences.
3. Yes, I do and as I mentioned earlier, they gave us the pins that represent our
cultures.
4. As for my own culture, I don’t think that I feel anything, in terms of hospitality in
my country it’s the same, guest satisfaction and the best service we can provide.
(Interviewer intervene to clarify the question and its relation to culture). So far I
don’t feel any rejection.
5. Yes, I guess the best part of this brand, is that they let you be yourself, so I didn’t
feel I had to forgo my culture. More they encourage you to be who you are and
what you are.
6. I don’t think so; I believe my culture will help me more to grow in this hotel or in
any other business in the United States.
7. I believe they do, they let us take the final decision when it comes to guest
recovery compensations and they are all about empowerment. If it’s a small issue,
we don’t have to call the managers we can take the decision ourselves.
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(Interviewer intervene to clarify the question). Yes, personally they do give me
enough confidence and a lot of confidence actually.
8. Yeah, I feel that I’m accepted and I don’t feel that they are pushing me out of the
team, otherwise I wouldn’t be here.
9. Yes, like the flags I mentioned before, because even the guests when they come
they see the flags and they will say “wow you’re wearing your home country
flags”, I believe no other brand does this, they value difference yes.
Interview 6
1. Diversity is different cultures and customs
2. Yes, because the hotel celebrates and acknowledge Independence Day from other
countries.
3. Yes, because they respect my customs by including food from my country on the
employee cafeteria menu.
4. Yes, because people who are not Hispanic like I am are willing to speak Spanish
to me.
5. Yes, even though employees were mostly Hispanic I had to learn how to
communicate in English.
6. I had to somehow since I had to speak in English most of the time.
7. Yes, they give us opportunities to do different tasks in our department.
8. They thank me for the work I put in and celebrate birthdays.
9. Yes, we celebrate “Cinco De Mayo”. The celebrations are mostly Hispanic based
though!
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Interview 7
1. I think it’s more the people being together and they enjoy being together and have
common goals.
2. Yes, they do, because when it’s the Independence Day of central America, they
put in the cafeteria all the flags of those countries and my country’s flag is one of
them and I think that’s great.
3. Maybe but I don’t think like the other countries and maybe that is because I am
the only one from my country so I don’t think it’s included like every other
country, just the flag. I think they focus more on the countries that have stronger
representation like Mexican El Salvador etc.
4. Yes, I am accepted.
5. No, I try to be myself and not to be like other ones, maybe because we are all
similar like El Salvador Mexico or other central America countries. So, I don’t
think I have to be different.
6. No, I don’t think that because I think the hotel respects that. Even if I’m talking in
Spanish with my coworkers they never going to say anything. Couple months ago
I had a problem one coworker complained about me speaking Spanish to HR. So,
HR said that’s the language that she feels comfortable with so they protected my
right.
7. Yes, I do.
8. I think, I never feel discriminated against because of my home country and like I
said they always respected if I speak a little bit English they always try to be
respectful for any culture and that’s why they celebrate differences.
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9. Yeah, when it’s Independence Day, they try to put the food from those countries
in the cafeteria, not my own food but they try to put food from the different
cultures and maybe some snacks from my home country. So, in that week I feel
pride of the country I come from. And they put the TV on to show the
Independence Day slide show and all.
Interview 8
1. Yes, I definitely know what diversity is because I’m from that culture where
diversity is very wide known and when I came to the US from my native land I
saw that California actually is so wide known for different representation of
different cultures and I’m so grateful that I came especially to this state. As far as
I see now especially on this land they are really giving opportunity to any country
to be presented and be successful. Basically, Diversity for me is about different
cultures, different customs, different mentality and different approach to things
and learn to respect each other cultures and meet in the middle.
2. I would say that during the first phase of my work in this hotel, I recognize that
there is so many diversity and so many representatives from different parts of the
world. Yes, I see a value for cultural differences and the flags (pins) they gave us
are help us to be proud of our countries and that I am representative another
culture and the other side of the world and I still have ability to be here and be on
equal rules. But as to now I have open questions and I didn’t clear the matter to
myself yet in terms of valuation of the different cultures.
3. I would say specifically about the Slovenia mentality it is really different from
European and American because of the historical heritage I know that it is not that
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easy for the world to respect Slovenia Culture. As much as I see they respect
European and American, that’s why I really sometimes feel sorry for my guests
who are from that part of the world because I see the difference how they are
treated, not because they are not rich enough just because they do not speak
English that much fluent but they understand. Based on my experience in this
hotel I see a difference and I really don’t want to be emotional about it but I
would say it is all about where the countries are placed on the world map.
(interviewer intervene to clarify the question) I don’t feel my culture is included,
for example due to my long experience in the hotel industry in my country and
here now, I know for birthdays even if you were not there on your birthday it is
recognized when you come back from your day off, at least recognized by
management. However, last year when I mentioned it they said this is not
Ukraine!
4. No, I wouldn’t say there is any openness! My culture is not quite included
because it is not much represented and I would say that I am not pushing anyone
to respect that but on my side, I would really like it if I see any openness.
5. Yes, Yes I feel that even right now in different direction. Easy things, because I
am from a difference culture I feel that I have different priorities in life. For
example, I used to not take things personal from jokes because I grew up in an
environment where teasing and bullying don’t exist and I’m sorry to say that, I
was told that part of the culture is that we shouldn’t take things personally but
when I see the work environment, promotions and all other things; I see that it is
actually happening and people are becoming closer with each other because they
63
are teasing each other and having small talks and jokes based on the local culture.
Because I am not part of the local culture I don’t feel comfortable to do the same
and I really do care what I’m saying all the time not to hurt people feelings but I
feel that here people are not sensitive sometimes and they are like straight to the
point cutting boundaries and giving personal attitude to higher ups, I really
sometimes feel myself not comfortable even to speak because I don‘t know the
shortcuts yet, but I keep learning so far for the last 2 years still my personality do
not allow me sometimes to speak with the managers straight forward because I
grew up in a different culture and former SSR country and when you see a
manager you just shut up and go the other way.
6. I would say that it is not sacrifice, it is just a respect to the culture I am in right
now and both cultures are not comparable but would say I’m ready to adjust and
work on it and sometimes when you don’t know you really don’t know how to
adjust and what it wrong or right. I know this is a very aggressive work
environment and you don’t have times sometimes to explain yourself especially in
a high turnover environment and so busy. I would say this is not positive or
negative, it is all about getting to the bottom line and it is very obvious English is
not my native language and this is another challenge on my plate especially that
Ukrainian language is the most melodically language in the world and to say a
little thing we use like 15 words and in English you might say it in 1 word. So this
is a big difference in language and I realize that no one is paying attention and no
one cares and you should just adjust your language and that is why it is kind of
like a sacrifice and I understand that with my perception, my proud touch of my
64
native language cannot be used on the English language which I love so much so I
couldn’t show or express myself that much in English because it’s straight to the
point.
7. I don’t think so, not that much. Because this is very wide definition of culture, I
will tell you something; I’m learning but I do appreciate my balance in life and I
talk about it a lot because I grew up like that. Here I saw a difference, and
sometimes even though they are seeing that you are doing the best from A to Z
but you are not always willing to do extra hours and if I put extra time today I
would need free time tomorrow to re-balance and now because I am trying to hold
my boundaries it’s getting in my way.
8. They allowed me to be here and part of this hotel, this is the first confirmation
that I am included. How I will hold the place I understand that it depends on me
and how I’m ready to find solutions and how ready I am really to adapt.
Specifically, our hotel, with our clientele and internal culture all the time I get the
confirmation that I am accepted but to remain I need to be equal to other people.
9. The first idea that came to my mind it is the diversity in food in the cafeteria, and
I am not a foody person but I am happy for the other employees and especially to
workaholic likes housekeeping, they are very happy that they have something
extra. They are down to earth people and they see that extra effort so they can eat
good food with different cuisines. I saw the great effort to respect different
cultures, of course it is mostly Mexican, El Salvador food, and all the cultures that
are more represented but in general I see the appreciation for the different cultures
in our corporation.
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Interview 9
1. Yes, the definition is quite hard actually, let’s see, diversity is like a mixture of
people that comes from different culture.
2. I would say yes, because I don’t see any problem of them hiring different people
of color.
3. Yes, first of all because I am there, I don’t think they really are care about me
being coming from a different country, they care about what I have.
4. Yes!
5. No!
6. No! I don’t see that; I can express myself freely.
7. Yeah, because so far whatever I do, is based on my experience and what think it’s
right to do and of course it’s because of my culture, how I grew up and how I was
taught at home and until this point I don’t see any of my managers saying No to
the things I have been doing.
8. They have this one of saying they say, celebrating differences.
9. Oh, yes they do, one thing they have been doing every week called put lock is that
every department has to bring a dish that is coming from their own background,
so yes.
Interview 10
1. I think mix of cultures when I think Diversity (Interviewer had to explain
Diversity)
66
2. Yes, they do, for example the Independence Day or the “El Dia de los Muertos”
(Nov 1) so they always celebrate those days and it is important for us and here in this
country they don’t celebrate that so it makes us feel very happy and important.
3. Yes, or example when its Independence Day, they put our flags and every time I
see my flag I feel I’m so happy; they also put our food like “Tamalis”.
4. Yes, I feel we are accepted.
5. I feel I’m from my own country and I don’t fee I belong anywhere else because
they make me feel I’m at home and there is a lot of people from my country so I don’t
feel any difference, I feel I’m comfortable.
6. No, I don’t feel that
7. Yes, they do.
8. Especially when I speak Spanish they answer me in Spanish even though they
don’t speak Spanish, I feel nice and they always try and that makes me feel happy.
9. I love when they do Independence Day and that’s the main thing that makes me
feel I’m at home and pride of where I come from.
Interview 11
1. Yes, diversity is a bunch of people in the same economy or workplace, from
different cultures and ethnicities, black white, Muslim Christina Jewish and they
all coexist and communicate with each other.
2. Yes, just like during the Jewish holiday they light the Hanukah in the lobby and
for Muslims they have the prayer mat and the Quran, we do Kosher meals and
basically any requests the guest have we can accommodate. Culture related
requests. (Interviewer Intervene to clarify that the question is about employees,
67
internal customer) Yeah definitely, everything I can think of is different types of
food in outings and like the king cake that the Hispanic employees bring and
during banquets everyone bring their own food and desert and that is really nice to
see.
3. Yeah I feel all cultures are included mainly because of the Quran and the prayer
mat. But my culture representation is very scarce and I haven’t seen anyone else
from my culture at the hotel but I don’t think it’s a problem and no one would
really care and basically our culture the only thing they do is pray and it’s more
about religion.
4. Yeah, I mean just judging by how all other cultures are accepted, it makes me feel
more welcome because no one is judging anyone so I just feel I can be myself and
my culture.
5. No, because there was no dominant culture, the only thing is hospitality which
was new to me, so that’s the only thing that was new to me and how to speak to
people, but in terms of culture no.
6. I don’t really have to sacrifice anything but the only thing I guess I do sacrifice is
that for our religion Friday is the prayer day and I work on Friday, but I don’t
really mind missing it but that’s what we Muslims do on Friday we pray during
the afternoon but I work part time and I go to school so I don’t really have a
choice. (did you ask for a time to step away) No I’m not that religious so for me it
doesn’t matter.
68
7. No, I don’t feel I’m discriminated against, the only thing I feel is that since I’m
new and young I guess I’m more accustomed to using the computer, they tend to
give me more excel projects. Nothing cultural.
8. They always ask me how I’m doing and if there is anything I need, they celebrate
my birthday the day I worked, they are always asking and giving me advise. My
manager usually discusses with me about the middle east and Bangladesh and
India stuff like that and talks about small new stuff that I don’t know about, so it’s
always nice to hear because no ever talks about stuff like that, it’s always good.
9. The food, every once in a while, the managers like everyone to get together so it’s
like a small party time or potluck gathering. I like that because then you could see
everyone’s different side other then the work side because I usually always see
everyone’s work side, so it’s nice to see that and how everyone reacts differently
to different things.
Interview 12
1. Diversity, I think the differences in culture, language, facial differences etc.
2. I guess it does because I’ve seen Hispanic days of celebration, I guess they do
3. I don’t think so! I don’t even know if they know my country. I’m the only one
from my country. About the food, it’s pretty much similar to Indian food, same
family.
4. Oh yeah, I see attention to my culture. I feel openness because most of them don’t
know about my culture and country so they want to know more and curious about it.
5. I don’t think so, nothing has changed.
6. No, I have nothing to sacrifice.
69
7. Absolutely!
8. I mean they make me feel accepted, everyone is friendly with me.
9. Pretty much, we have people from different countries and when you talk to them
you get a lot of information and knowledge. (Interviewer need to intervene to clarify
the question) I don’t know about my country but somedays for “cinqo de mayo” they
have a special menu to celebrate that day. I guess it is mainly about food and
everyone likes food.
Interview 13
1. Range of different things
2. Yes, because everyone is accepted
3. Yes, because all people are accepted
4. Yes, the company didn’t bully me around or make me have a bad time.
5. No, everyone gets treated the same
6. No, I didn’t.
7. Yes, because they support us and make sure we are capable to finish our tasks.
8. This hotel rewards us, appreciates and acknowledges what we do for them.
9. Yes, because the hotel makes small gathering so that all employees can gather
around and
Interview 14
1. Yes, when I think diversity I think a melting pot of different types of people
different cultures different age groups, kind of a broad spectrum of different
demographics.
70
2. I think our hotel does see cultural differences, I think they do because since I’ve
worked their I’ve realized how many different ethnicities of people there are
and not that they are segregated because in every department I see different
types of people from different places. For example, I’m in sales so I know we
have, I’m Persian there is a Korean person there’s Armenians there’s
Americans, so I definitely see cultural diversity.
3. As a middle eastern, I’m going to say yes because, I consider Armenians part of
the middle east, and there is a lot of Armenians, Lebanese also is part of it, I
don’t know of too many Persians, I know one or two so being from Iran I don’t
see too many but a little bit yeah, as a middle eastern I do.
4. Yes, I feel like living in society today it doesn’t matter where you where what
filed you are in or what you’re doing, everybody is pretty much accepting and
being in the united states of America we came a long way from what we were
50 years ago, when different races were looked down upon and there was a lot
of racism and slavery with African Americans and being from the middle east
we still kind of have to battle stereotypes and we definitely get judged
sometimes but I feel that it also happens at every other cultures, as w whole
yeah.
Inside the hotel? Yeah! As much as I can, I don’t see too many other Persians
but as a middle eastern person I feel like we are all treated the same.
5. I feel like coming from my culture being extravagant and being showy and kind
of like showing off what you have and like being flashy with your stuff is very
prevalent and coming into the hotel where it’s a little bit more conservative, I
71
feel like I did have to assimilate in the sense that I had to step back and kind of
watch what I said and watch how I dressed, watch how much make up I put … I
don’t know if this is a professionalism thing but again Persians gossip a lot and
that’s something that I fell I had to kind of back up and not do as much just
cause ... again maybe that is a professionalism thing, so no I don’t think so.
6. Yes, a little bit of both, I feel like being Persian we’re so used to working only
with Persians, only being around Persians, but being in a hotel and working with
different ethnicities, it’s important to be more open minded and kind of be able
to communicate with everybody whereas being in Iran or working in Persian
workplace you’re so used to working only with your type of people whereas
now it’s different and your kind of have to assimilate a little bit.
7. Yes, one hundred percent! Coming into the hospitality industry I feel like being
multi lingual, did touch on that in my interview when I first started with the
company and they said it would be a great asset to have. So they definitely said
that it was a highlighted point that I was able to speak different languages and
kind of use my culture in a way to communicate with clients and hotel guests.
8. The languages ….
9. I will say, I have noticed since I’ve worked here, when you think cafeteria food
where they feed employees it’s always the same thing, it’s always burgers and
its always American food. I have noticed that on different days, they kind of
touch on different types of food, I’ve noticed we have Chinese food one day,
Indian food, Italian food, Mexican food … I haven’t seen Persian food yet but
72
I’m sure some type of middle eastern food will come up one day but I’ve
definitely scene them touch on different cultures, at least their cuisines.
Interview 15
1. Yes, diversity is different people from different backgrounds, different cultures,
different religions, different ethnicities just coming together and being able to
share that with each other, that’s diversity.
2. I believe it does, I know its definitely one of the topics that we talk about often,
celebrating difference, so its’ always implemented and it’s always around us, we
all managers and employees talk about it.
3. I mean a big part it is included but at the same time it is very different because of
the cultural mix in the hotel, I feel that with my culture it’s not highly represented,
so it’s not, when they do show things it not as, you don’t see it brought up as more
often as Latino culture which is brought up quite often because it’s a department
that is fairly larger with many employees of Latino descent, so with the Asian
descent there is not as many employees and because of that it’s not very strong as
much but at the same time I feel that they try their best to include it as well.
4. I did, it’s mainly because a lot of my coworkers learned about my culture through
the China Ready program that they had, so they were very open, they wanted to
learn more then what they were taught from the program, so I definitely always
get questions about the culture the language the customs, so yes.
5. Not really, no.
73
6. No, I feel that for my culture we value hard work and endurance and I think that is
something that is widely accepted everywhere, so I think that actually helped a
lot.
7. I believe so, when I worked in the front office, at many times I had the manager’s
consult with me in regards to certain things that we should and shouldn’t do for a
lot of clients that were coming from China, Taiwan, Hong Kong, they had a lot of
trust in the fact that it was my culture and that they believed I was able to
represent the client in that way.
8. Referring back to the topic of celebrating differences, the hotel does put a lot of
emphasis on that, they try their best to create events in a way to revolve around
that, the menu or the display in the cafeteria, trying to show the different holidays
celebrated by the different cultures, in that way.
9. I think the best that stands out for me is the food, it does showcase a lot of the
culture, but I would definitely like for the hotel to show more about that food, not
just food, I think food is a universal language, but I think it would be better if we
do more.
74
APPENDIX D
Interview Results Part 2
Table 1: Results of question 10
Age Group 19 to 30 30 to 45 45 to 65 65 and above

Number of Participants 5 9 1
Question 11 Results: Eight are females and seven are males
Table 2: Results of questions 12, 13, 14 and 15
Participants Place of Birth Period lived Period of employment Department

in the U.S.
1 South Korea 14 Years 7 Months Front Office
2 Turkey 5 Years 11 Months Front Office
3 Indonesia 11 Years 1Year and 6 Months Front Office
4 United States Entire life 2 Years Accounting
5 Guatemala 17 Years 10 Years Food and Beverage
6 United States Entire life 9 Months Front Office
7 Sri Lanka 7 Years 3 Years Accounting
8 Armenia 25 Years 24 Years and 6 Months Front Office
9 El Salvador 20 Years 14 Years Housekeeping
10 United States Entire life 2 Months Sales
11 Russia 13 Years 7 Years Revenue Management
12 Nicaragua 16 Years 12 Years Food and Beverage
13 Honduras 20 Years 14 Years Housekeeping
14 Mexico 26 Years 26 Years Front Office
15 Ukraine 4 Years 1 Year 7 Months Front Office
75

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DIVERSITY AND INCLUSION:

A CASE STUDY OF A 4-STAR HOTEL IN BEVERLY HILLS TO EXAMINE

California State Polytechnic University, Pomona

Of the Requirements for the Degree

PROJECT: DIVERSITY AND INCLUSION: A CASE STUDY

AUTHOR: Elysia Doumbalian

DATE SUBMITTED: Spring 2017

The Collins College of Hospitality Management

Dr. Jerald Chesser

Dr. Neha Singh

Dr. Patrick Lee

4-star hotel in Beverly Hills, where we chose a sample of convenience of fifteen

open-ended interviews as the tool to collect information and data.

Keywords: diversity, inclusion, cultural differences, diversity practices, diversity

CHAPTER 2: Literature Review……………………………………………………3

CHAPTER 5: Discussion and Conclusion………………………………………...35

APPENDIX A: Interview Questionnaire………………………………………….48

APPENDIX B: Informed Consent Form………………………………………….50

APPENDIX C: Interview Results Part 1………………………………………….54

APPENDIX D: Interview Results Part 2………………………………………….75

Table 1: Results of question 10 ......................................................................................... 75

Table 2: Results of questions 12, 13, 14 and 15 ............................................................... 75

Figure 1: Framework for questionnaire development ....................................................... 17

Figure 2: Summary of verbatim interview findings .......................................................... 24

increase of diversity in the US labor markets due to demographic changes in the

an organization into a competitive market stronghold” (Byeong Yong, 2006, p. 70).

knowledge is enhanced by including people with different experiences and backgrounds”

“cultural diversity,” which is referred to as “cultural differences” in this study. These

particularly to foreign travelers belonging to different cultural backgrounds. This research

What are the employees’ opinions on diversity?

government assistance should embrace diversity, strategize goals around celebrating

more control over.

disregard it (Soni, 2000).

high importance. Cox (1994), in his book “Cultural Diversity in Organizations,”

backgrounds represented by the people working in a particular organization. Richard

would support the company at many levels.

culture existing in the organization, which is an action in opposition to diversity (Härtel,

2004). Härtel (2004) continued by mentioning that if the organizational interrelationship

in a firm is anti-diversity oriented, organizational processes will be more complex, and

employees. By implementing strategies encouraging diversity and inclusion, those

programs, and include maintenance of a diverse work environment in the performance

expectations of managers” (p.12).

According to Lackey (2008), the failure of employees to assimilate diversity can be

diversity is well respected.

and Mcmillan-Capehart (2010), organizations that succeed in creating a diverse

addition to the revision of strategies, organizations must be aware of the perception of

diverse opinions. Herdman and McMillan-Capehart (2010) indicated that employee

perception is developed and affected by organizational diversity programs, current

Fujimoto (2004), some researchers underscore that diversity causes no defections in an

openness to dissimilarities. Therefore, many companies are currently adapting diversity

organization as a whole. They explained further that diversity management provides a

component, which is general perception toward the importance of employer efforts to

terms of policies and perceptions for diversity.

like the hotel because it is a non-smoking property: it is a matter of perception. Humans

and develop unique opinions that identify them as individuals.

(2001) suggested that the effect of cultural diversity on a particular workforce is

explicit, as in verbal or written statements or policies, and implicit, as in the unstated

Ely and Thomas (2001) stated:

The perspective on diversity a group of people held influenced how they

expressed and managed tensions related to diversity, whether those traditionally

underrepresented in the organization felt respected and valued by their colleagues,

group functioning (p. 260).

In conclusion, Magoshi and Chang (2009) hypothesized that employees’ commitment to