J. Bruce Tracey, Vinh Le, David W. Brannon, Sue Crystal-Mansour, Maria Golubovskaya and Richard N.S. Robinson
The purpose of this study is to extend the findings from a very limited number of studies that have focused on the potential antecedents of firm diversity. Specifically, the…
Abstract
Purpose
The purpose of this study is to extend the findings from a very limited number of studies that have focused on the potential antecedents of firm diversity. Specifically, the authors examined the extent to which a set of firm-level diversity management initiatives, which included diversity, equity and inclusion (DE&I) policies and oversight structures, senior leader values and utility perceptions about DE&I and DE&I dissemination strategies, may be related to firm-level reported diversity – overall, and that which is specific to gender, ethnicity, race and disability.
Design/methodology/approach
The data for this study were gathered from a national sample of 200 US restaurant and foodservice companies during the third quarter of 2021 by an independent data collection firm.
Findings
After controlling for firm size, age, ownership structure and chain affiliation, the results from a series of regression analyses showed that formal diversity management policies and procedures (e.g. policies beyond those legally mandated), structural oversight of diversity management initiatives (e.g. designated diversity leader) and beliefs among senior leaders regarding the utility of diversity management initiatives, were positively related to firm-level diversity. There were also several notable differences in the significance of the findings across the four diversity groups, indicating support for a contingency explanation.
Originality/value
There are two unique contributions to this study. First, by considering a more support-based (vs compliance and control) approach to managing DE&I that is authenticated by senior leadership’s beliefs about the utility of DE&I, the findings advance the understanding of the nature and scope of diversity management initiatives that may influence firm-level diversity – in general, as well as that which may be specific to restaurant and foodservice settings. Additionally, the findings offer industry-specific insights regarding the extent and relevance of DE&I policies and practices that have been adopted by restaurants and foodservice organizations and prescriptive guidance for future inquiry on this topic.
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David W. Brannon and Ralf Burbach
Purpose: We generally ascribe hospitality industry talent shortages to organisations competing for dwindling talent rather than their inability to sustain industry talent pools…
Abstract
Purpose: We generally ascribe hospitality industry talent shortages to organisations competing for dwindling talent rather than their inability to sustain industry talent pools. This chapter suggests that developing sustainable talent management and development (STMD) initiatives can address the talent attraction and retention issues the industry is facing. Following Ostrom’s (2002) design principles, we advocate for sustainable common pool resource networks as a solution for developing durable STMD initiatives to address talent shortages within the hospitality industry.
Methodology: A conceptual chapter synthesising disparate theories in a new context.
Findings: Despite hospitality organisations’ continued investment in talent management, talent shortages remain systematically embedded within the industry. These are the result of a perennial competition among hospitality firms for talent, when, instead, these firms should engage in collective efforts to sustain industry talent pools. The adoption of a more sustainable approach by incorporating Ostrom’s (2002) design principles to establish long-lasting common talent pool resource in the form of industry rather than firm-level talent pools may halt the decline in available talent.
Research Limitation/Implications: While hospitality organisations have a vested interest in sustainably managing talent, limited attention has been paid to creating sustainable industry talent pools. We propose several design principles for developing durable STMD initiatives, which require empirical testing.
Practical/Social Implications: We address talent shortages for hospitality organisations by offering the blueprint for developing sustainable industry talent pools for a collection of firms, which, on their own, would lack the experience and resources to securing a steady supply of talent. In addition, industry talent pools also have the potential to improve the general working conditions for employees in this industry pool.
Originality/Value of Chapter: This chapter addresses hospitality industry talent shortages by proposing the creation of sustainable regional industry talent pools rather than focussing on firm-level talent management practices.
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Vicky Teeuwisse and David W. Brannon
Notwithstanding the emergence of hospitality education around the world, the hospitality industry itself has struggled to establish a talent pipeline of young ambitious managers…
Abstract
Notwithstanding the emergence of hospitality education around the world, the hospitality industry itself has struggled to establish a talent pipeline of young ambitious managers. Typically, only 30% of hospitality students are predicted to develop their careers within the hospitality industry, while the remainder will relocate to other industries such as retail, banking and consulting. Although this manifestation has been globally documented, most studies have simply adopted a quantitative approach in defining this phenomenon; hence, despite its scale being appreciated, less attention has been paid to defining the underlying causes which drive this concern. This study contributes to this issue by interviewing 18 students at three key stages of their practical placements, namely, pre-, during and post their placement, drawing on the ‘Principles of a Sustainable HRM ROC framework’. This chapter concludes with significant findings from which some recommendations have been formulated.
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Novell E. Tani and Simone A. Grier
While the Afrocentric Worldview is established with elements of interdependence, communalism, and kinship at its foundation, many Afro (of African-descent) and African-American…
Abstract
While the Afrocentric Worldview is established with elements of interdependence, communalism, and kinship at its foundation, many Afro (of African-descent) and African-American scholars within social science/helping-fields, such as psychology, have come to view “alternative” sexual orientations (i.e., homosexuality or bisexuality) as functional or dysfunctional solutions to problems existing in Black America. Afrocentric Worldviews include key concepts of racial and cultural survival thrusts. We must examine the marginalized subgroup of Black Lesbian, Gay, Bisexual, Trans-, and Queer (LGBTQ) individuals navigating through higher education, especially those within the Afrocentric-driven fields, such as psychology, at a Historically Black Colleges/Universities (HBCUs). This chapter discusses (1) several theoretical concepts that guide driving philosophies and academic curricula, (2) possible ramifications and experiences Black LGBTQ scholars face as they navigate through such educational contexts and (3) possible stances gay and straight scholars may take when operating under a paradigm/worldview with views that may seem counter to “alternative” sexual orientations.
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Diane Lereculey-Péran, Angelique Lombarts and David William Brannon
This paper elucidates female underrepresentation on executive boards in the Dutch hotel industry through a “feminist” stakeholder perspective, which persists despite public…
Abstract
Purpose
This paper elucidates female underrepresentation on executive boards in the Dutch hotel industry through a “feminist” stakeholder perspective, which persists despite public opinion and government initiatives to resolve this enigma. It contributes to this discussion by examining Rhenish governance structures through a “feminist” stakeholder-focused rationale, complementing prevailing Anglo-Saxon shareholder-focused governance research.
Design/methodology/approach
Eleven in-depth, semi-structured interviews were conducted with hotel executive board representatives and five with sublevel management representatives. Saturation was achieved by interviewing all females on Dutch hotel corporate boards regarding their career experiences compared with those of female general managers and male counterparts.
Findings
This paper finds a prevailing “masculinist” perspective of an idealized shareholder-orientated executive and a “feminist” perspective of a humanized stakeholder-orientated executive expressed within the interviews. While the former sacrifices family for their career, the latter balances their family with their career. The former fosters presupposed gender norms, with females commonly sacrificing their careers while males sacrifice their families. Notably, most executives predominantly supported the humanized stakeholder-orientated executive, while recognizing that micro-, meso- and macro-structural barriers remain.
Originality/value
This paper addresses a lacuna in the ethical literature in exploring female executive representation in Rhenish stakeholder-focused governance structures, as opposed to Anglo-Saxon shareholder-focused ones. It found a “masculinist” perspective of an idealized shareholder-focused executive archetype and a “feminist” perspective of a humanized stakeholder-focused executive archetype. Notably, contrary to perceived business norms, several interviewees rejected the former as it is incompatible with family and work, instead seeking the latter which balances between family and work.
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Librarians have been urged to emphasize social justice and human rights issues in their library mission, but they may find themselves challenged to provide additional services…
Abstract
Librarians have been urged to emphasize social justice and human rights issues in their library mission, but they may find themselves challenged to provide additional services, such as access to legal information for those who cannot afford an attorney. Social justice services in libraries are seldom adequately funded and providing services in this area is labor intensive. In addition, there is an emotional intensity in library services for social justice that is often not considered in the initial enthusiasm of providing services in this area. Yet there seems to be no limit to the need. An interesting and useful perspective on how a public agency such as a library responds in circumstances of limited resources and unlimited demand can be found in the book Street-Level Bureaucracy: Dilemmas of the Individual in Public Service, by Michael Lipsky. In this perspective, lower level civil servants who interact directly with members of the general public exercise a level of discretion in the amount of services provided and how those services are administered. This chapter explores how this can generate tensions between more traditional library bureaucracy and social justice services, such as providing public access to justice resources in law libraries. However, the “street-level” response is evolving into a sustainability perspective as librarians embrace a more social justice–oriented outlook in library service planning.