Labour Migration Case Study

1. Introduction

In the 21 Century, the word “globalization” in hospitality industry is no longer strange. In term of globalization, by having certain employees from management level positions to the low-level positions in an establishment, people are coming from different countries would have differences of culture diversity aspects (Elena, 2000), including age, gender, educational background, etc. Culture diversity workforce is one of the signatures of working in hospitality industry but unfortunately the industry “has largely ignored the benefits of cultural diversity, perhaps because it has not correctly anticipated the fast growth in labour migration”(Frances, Tom, Niamh and Adrian. 2007 a). By staying the company in a global competitive

2007 a) through the introduction, the importance of labour migration to the workforce of the contemporary hospitality industry is well documented (Shaw and Barrett-Power, 1998; D’Netto and Sohal, 1999; Williams, 2005; Baum, 2006). Especially for the migrant workers, discrimination, abuse and harassment by migrant workers (Tom, Eli, Shamim, Jithendran, Frances, and Niamh, 2007 a) are the main problems that the hospitality businesses have long relied on a culturally diverse workforce (Christensen-Hughes, 1992). A sudden influx of foreign workers, brought various of cultures to the company, if the company dose not prepare well in advance of managing the cultural differences, slightly will cause the communication problem between high and low positions employee (Kathleen, 2000), severely, it will affect the revenue directly to your

By managing the cultural diversity well, organization would be able to receive a lot of benefit, which gain by MCD, such as increase the effectiveness of the company, better customer relations, reduce cost of labor, etc (Ahu, n.d). More from that, some kind of potential benefit has been purported by Cox (1991a), which an organization managed diversity effectively, such as greater the creativity and innovation and improved the decision-making. In order to manage the cultural diversity effectively, once diversity has been recognized, it is possible that perceiving it in terms of a set of three elements that delineates what to do with diversity may serve to simplify or clarify the confusion in the diversity literature (Earnest & Shawnta 2003 a). The three elements are: acknowledging, valuing, and last, managing. And those are called diversity continuum. The first component, acknowledging means to develop the understanding of diversity by exposed to it, experience it, and acquire knowledge about it; The second component, valuing means to evaluate which specific setting will be given to specific individuals or to the diversity refers to the significance or importance by having appreciation for and respect for, in order to lead to the last component; The last component,