WORKFORCE DIVERSITY MANAGEMENT STRATEGIES IN THE HOTEL INDUSTRY IN CYPRUS
Аннотация
This paper aims to explore the types and the advantages of strategies for workforce diversity management employed by selected hotels in the Southern Cyprus. Evidence from the limited research into workforce diversity management in the hotel sectors in the USA, Canada and Europe indicates that hotel organizations have yet to harness the benefits of workforce diversity by employing appropriate management strategies. However, limited studies into this important area have so far been conducted. Although several researchers investigated the relationship between the various types of workforce diversity management strategies and organizational outcomes in a number of manufacturing and service sectors, the findings are context-specific and demonstrate numerous limitations that call for similar studies to be conducted in other sectors and countries. Studying strategies for managing workforce diversity in the hotel industry seems necessary given the rapidly increasing levels of workforce diversity within this sector. This is particularly true for the Cypriot hotel sector, which saw tremendous changes in its workforce composition after the recent accession to the European Union.
Литература
• Adib, A. and Guerrier, Y., (2003), ‘The Interlocking of Gender with Nationality, Race, Ethicity and Glass: the Narratives of Women in the Hotel Work’, Gender, Work and Organization, 10, no.4: 413-432.
• Andriotis, K, (2005), ‘Seasonality in Crete: problem or a way of life?’, Tourism Economics, 1, no.2: 207-224.
• Barney, J.B. and Wright, P.M., (1998), ‘On Becoming a Strategic Partner: The role of Human Resources in Gaining Competitive Advantage’, Human Resource Management, 37: 31-46.
• Bellard, E. and Rüling, C., (2001), ‘Reflections and Projections of Boundaries in the Diversity Management Discources in the United States, France, and Germany’, paper presented at the 17th EGOS colloquium, sub-theme 20, University of Geneva, Geneva, (July), 5-7.
• Burtz, D.E., Hillman, L.W., Lehrer, S. and Mayhugh, G.M., (1990), ‘A model for managing workforce diversity’, Management Education and Development, 21, no.5: 321-326.
• Buttner, H.E., Lowe, K.B. and Billing-Harris, L., (2006), ‘The influence of Organisational Diversity Orientation and Leader Attitude on Diversity Activities, Journal of Managerial Issues, 18, no.3: 356-371.
• Choi, J-G., Woods, R.H. and Murrmann, S. K., (2001), ‘International labour markets and the migration of labour forces as an alternative solution for labour shortages in the hospitality industry’, International Journal of Contemporary Hospitality Management, 12, no.1: 61-66.
• Cox, T.JR., (1991), ‘The multicultural organisation’, Academy of Management Executive, 5, no.2: 34-47.
• Cox, T. and Beale, R.L., (1997), Developing competency to manage diversity: Readings, cases and activities, San Francisco, Berrett-Koehler Publishers.
• Croteau, A.A., Raymond, L. and Bergeron, F. (1999), ‘Testing the validity of Miles and Snow’s typology’, Academy of Information and Management Sciences Journal, 2, no. 2: 1- 7.
• CTO (2003), Cyprus Tourism Organization Statistics, Cyprus, Government Press.
• CTO (2007), Cyprus Tourism Organization Guide to Hotels and other Tourist Establishments, Cyprus, Government Press.
• Dansky, K.H., Weech-Maldonado, R., De Souza, G. and Dreachslin, J.L., (2003), ‘Organizational Strategy and Diversity Management: Diversity Sensitive Orientation as a Moderating Influence’, Health care Management Review, 28, no.3: 243-253.
• Dass, P. and Parker, B., (1999), ‘Strategies for managing human resource diversity: From resistance to learning’, Academy of Management Executive, 13, no.2: 68-81.
• deAndrade, N.N.G., (2005), ‘Enhanced Cooperation: the Ultimate Challenge of Managing diversity in Europe, New Perspectives on the European Integration Process’, Intereconomics, 40, no.4: 201-216.
• DeSensi, J.T., (1995), ‘Understanding multiculturalism and valuing diversity: A theoretical perspective’, Quest, 47: 34-43.
• Dess, G.G., Lumpkin, G.T. and Covin, J.C. (1997), ‘Entrepreneurial strategy making and firm performance: test of contingency and configurational models’, Strategic Management Journal, 18, no. 1: 677-695.
• Doherty, A.J. and Chelladurai, P., (1999), ‘Managing cultural diversity in sport organizations: A theoretical perspective’, Journal of Sport Management, 13: 280-297.
• Dwyer, S., Richard, O.C., McMillan, A. and Chadwick, K., (2003), ‘Employing an innovation strategy in racially diverse workforces: Effects on firm performance’, Group and Organisation Management, 28: 107-126.
• Dyer, W.C. and Wilkins, A.L. (1991), ‘Better stories, not better contracts to generate better theory: a rejoinder to Eisenhardt’, Academy of Management Review, 16, no.3:613-619.
• EC (2003), The new SME definition, user guide and model declaration, Enterprise and Industry Publications, European Commission.
• Fink, J.S. and Pastore, D.L., (1999), ‘Diversity in sport? Utilising the business literature to devise a comprehensive framework of diversity initiatives’, Quest, 51:310-327.
• Fink, J.S., Pastore, D.L. and Riemer, H.A., (2001), ‘Do differences make a difference? Managing diversity in Division IA intercollegiate athletics’, Journal of Sport Management, 15: 10-50.
• Fink, J.S., Pastore, D.L. and Riemer, H.A., (2003), ‘Managing Employee Diversity: Perceived Practices and Organisational Outcomes in NCAA Division III Athletic Departments, Sport Management Review, 6: 147-168.
• Furunes, T., (2005), ‘Training Paradox in the Hotel Industry’, Scandinavian Journal of Hospitality and Tourism, 5, no.3: 231-248.
• Garrigós-Simón, F.J., Marqués, D.P. and Narangajavana, Y., (2005), ‘Competitive strategies and performance in Spanish hospitality firms’, International Journal of Contemporary Hospitality Management, 17, no.1: 22-38.
• Golembiewski, R.T., (1995), Managing diversity in organizations, Tuscaloosa, The University of Alabama Press.
• Gröschl, S. and Doherty, L., (1999), ‘Diversity management in practice’, International Journal of Contemporary Management, 11, no.6: 262-268.
• Gröschl, S., (2007), ‘An exploration of HR policies and practice affecting the integration of persons with disabilities in the hotel industry in major Canadian tourism destinations’, Hospitality Management, 26: 666-686.
• Gupta, Y.P., Karimi, J. and Somers, T.M., (1997), ‘Alignment of a firm’s competitive strategy and information technology management sophistication: the missing link’, IEEE Transactions on Engineering Management, 44, no.4:399-413.
• Hamel, G. and Prahalad, C.K., (1994), Competing for the Future, Harvard Business School Press, Boston, MA.
• Hannagan, T., (2002), Management Concepts and Practices, England, FT Prentice Hall/Financial Times, Pearson Education Limited.
• Harrington, L., (1993), ‘Why managing diversity is so important’, Distribution, 92, no.11: 88-92.
• Haynes, P. and Fryer, G., (2000), ‘Human resources, service quality and performance: A case study’, International Journal of Contemporary Hospitality Management, 12, no.4: 240-248.
• Holton, V., (2005), ‘Diversity reporting: how European Business is reporting on diversity and equal opportunities’, Women in Management Review, 20, no.1: 72-77.
• Jolliffe, L. and Farnsworth, R., (2003), ‘Seasonality in tourism employment: human resource challenges’, International Journal of Contemporary Hospitality Management’, 15, no.6: 312-316.
• Jones, D. (2004), ‘Screwing diversity out of the workers? Reading diversity’, Journal of Organizational Change, 17, no.3: 281-291.
• Kasavana, M.L. and Brooks, R.M., (1998, 5th edn), Front Office Procedures, American Hotel and Lodging Association (AHLA), USA.
• Konrad, A.M., (2003), ‘Special Issue Introduction: Defining the Domain of Workplace Diversity Scholarship’, Group and Organization Management, 28, no.1: 4-17.
• Kossek, E.E., Markel, K.S. and Mchugh, P.P., (2003), ‘Increasing Diversity as an HRM change strategy’, Journal of Organizational Change Management, 16, no.3: 328-352.
• Krakover, S., (2000), ‘Partitioning seasonal employment in the hospitality industry’, Tourism Management, 21, no.4:461-471.
• Lai, C-P. and Baum, T., (2005), ‘Just-in-time labour supply in the hotel sector, the role of agencies’, Employee Relations, 27, no. 1/2: 86-102.
• Langdon, D.S., McMenamin, T.M. and Krolik, T.J., (2002), ‘U.S. labor market in 2001: Economy enters a recession’, Monthly Labor Review, 125: 3-33.
• Lim, C-H., Winter, R. and Chan, C.C.A., (2006), ‘Cross-Cultural Interviewing in the Hiring Process: Challenges and Strategies, The Career Development Quarterly, 54: 265-268.
• Lorbiecki, A., (2001), ‘Changing Views on Diversity Management, The Rise of the Learning Perspective and the Need to Recognize Social and Political Contradictions, Management Learning, 32, no.3: 345-361.
• Lynch, R. (1997), Corporate Strategy, FT Prentice Hall, Harlow.
• Matsuno, K. and Metzer, J.T., (2000), ‘The effects of strategy type on the market orientation-performance relationship’, Journal of Marketing, 64: 1-16.
• Maxwell, G. A., McDougal, M. and Blair, S., (2000), ‘Managing diversity in the hotel sector: the emergence of a service quality opportunity’, Managing Service Quality, 10, no.6: 367-373.
• Maxwell, G. A., McDougal, M. and Blair, S., (2003), ‘Equality at work in UK public-service and hotel organisations: inclining towards managing diversity’? Human Resource Development International, 6, no.2: 243-258.
• McCuiston, E.V., Wooldrigde, R.B. and Pierce, K.C., (2004), ‘Leading the diverse workforce, Profit, prospects and progress’, The Leadership and Organisation Development Journal, 25, no.1: 73-92.
• McMillan-Capehart, A., (2006), ‘Heterogeneity or Homogeneity, Socialization Makes the Difference in Firm Performance’ Performance Improvement Quarterly, 19, no.1: 83-98.
• Ministry of Finance, (2004), Labour Statistics Annual Review, Statistical Service, Cyprus, Government Press.
• Ministry of Finance, (2006), Labour Statistics Annual Review, Statistical Service, Cyprus, Government Press.
• Ministry of Labour and Social Insurance (2003), National Action Plan for Social Conclusion, (July), Cyprus, Government Press.
• Mintzberg, H., (1973), ‘Strategy making in three modes’, California Management Review, 16, no.2: 44-53.
• Miles, R.E. and Snow, C.C., (1978), Organization Strategy, Structure and process, McGraw-Hill, New York, NY.
• Molinsky, A., (2007), ‘Cross-Cultural Code-Switching: The Psychological Challenges of Adapting Behavior in Foreign Cultural Interactions’, Academy of Management Review, 32, no.2: 622-640.
• Mullins, L., (2001, 4th edn), Hospitality Management: A Human Resources Approach, London, Pitman.
• Ng, E.S.W. and Burke, R.J., (2005), ‘Person – organization fit and the war for talent: does diversity management make a difference’? , International Journal of Human Resource Management, 16, no.7:1195 – 1210.
• Ogbonna, E. and Harris, L.C., (2002), ‘Managing organizational culture: Insights from the hospitality industry’, Human Resource Management Journal, 12, no.1: 33-53.
• Porter, M.E., (1985), Competitive Advantage: Creating and Sustaining Superior Performance, New York, NY, The Free Press.
• Porter, M.E., (1980), Competitive Strategy: Techniques for Analyzing Industries and Competitors, New York, NY, The Free Press.
• Robinson, W.T., Fornell, C. and Sullivan, M., (1992), ‘Are market pioneers intrinsically stronger than late entrants?’, ‘Strategic Management Journal’, 13, no. 1: 609-624.
• Robinson, G. and Dechant, K., (1997), ‘Building a case for diversity’, The Academy of Management Executive, 11, no.3: 21-31.
• Richard, O.C., (1999), ‘Human Resources Diversity In ideal Organisational Types and Firm Performance, Employing the Concept of Equifinality, The Mid-Atlantic Journal of Business, 35, no.1:11-24.
• Richard, O.C. and Johnson, B.N., (2001), ‘Understanding the Impact of Human Resource Diversity Practices on Firm Performance, Journal of Management Issues, 13, no.2: 177-195.
• Sacco, J.M. and Schmitt, N., (2005), ‘A Dynamic Multilevel Model of Demographic Diversity and Misfit Effects’, Journal of Applied Psychology, 90, no.2: 203-231.
• Sadi, M.A. and Henderson, J.C., (2005), ‘Local versus Foreign Workers in the Hospitality and Tourism Industry’, Cornell Hotel and Restaurant Administration Quarterly, 46, no.2: 247-257.
• Salomon, M.F. and Schork, J.M., (2003), ‘Turn Diversity to your advantage’, Research Technology Management, 46, no.4: 37-44.
• Segev, E., (1989), ‘A systematic comparative analysis of two business-level strategic typologies’, Strategic Management Journal, 10, no. 2: 487-505.
• Tesone, D.V. and Ricci, P., (2005), ‘Attributes of Entry-Level Employees: Hospitality and Tourism Managers Seeking More Than Knowledge and Skills’, The Journal of Applied Management and Entrepreneurship, 10, no.2: 3-12.
• Thomas, R. R.JR., (1990), ‘From Affirmative Action to Affirming Diversity’, Harvard Business Review, (March-April), 156, 107-117.
• Thomas, D.A. and Ely, R.J., (1996), ‘Making differences matter: a new paradigm for managing diversity’, Harvard Business Review, 74, no.5: 79-91.
• Walmsley, A., (2004), ‘Assessing staff turnover: a view from the English Riviera’, The International Journal of Tourism Research, 6, no.4: 275-287.
• Weingard, R.A., (2007), ‘Organizational diversity, profits and returns in U.S. firms’, Problems and Perspectives in Management, 5, no.3: 69-83.
• Wentling, M.R., (2004), ‘Factors that assist and barriers that hinder the success of diversity initiatives in multinational corporations’, Human Resource Development International, 7, no. 2: 165-180.
• Williams, C.E. and Tse, E.C.Y., (1995), ‘The relationship between strategy and entrepreneurship, The US restaurant sector’, International Journal of Contemporary Hospitality Management, 7, no.1: 22-6.
• Wise, L. and Tschirhart, M., (2000b), ‘What diversity research tells us about heterogeneity and work performance’ Paper presented at Workplace Diversity: A Research Perspective on Policy and Practice, Brussels, (June), 13-15.
• Woods, R.H., (1999), ‘Predicting is difficult, especially about the future: human resources in the new millennium’, International Journal of Hospitality Management, 10, no.4:339-356.
• Zane, N.C., (2002), ‘The Glass Ceiling Is the Floor My Boss Walks On, Leadership Challenges in Managing Diversity’, The Journal of Applied Behavioral Science, 8, no.3: 334-354.
• Yin, R.K., (2003 3rd edn), Case Study Research, Design and Methods, London, New Delhi, Thousand Oaks, Sage.
• Andriotis, K, (2005), ‘Seasonality in Crete: problem or a way of life?’, Tourism Economics, 1, no.2: 207-224.
• Barney, J.B. and Wright, P.M., (1998), ‘On Becoming a Strategic Partner: The role of Human Resources in Gaining Competitive Advantage’, Human Resource Management, 37: 31-46.
• Bellard, E. and Rüling, C., (2001), ‘Reflections and Projections of Boundaries in the Diversity Management Discources in the United States, France, and Germany’, paper presented at the 17th EGOS colloquium, sub-theme 20, University of Geneva, Geneva, (July), 5-7.
• Burtz, D.E., Hillman, L.W., Lehrer, S. and Mayhugh, G.M., (1990), ‘A model for managing workforce diversity’, Management Education and Development, 21, no.5: 321-326.
• Buttner, H.E., Lowe, K.B. and Billing-Harris, L., (2006), ‘The influence of Organisational Diversity Orientation and Leader Attitude on Diversity Activities, Journal of Managerial Issues, 18, no.3: 356-371.
• Choi, J-G., Woods, R.H. and Murrmann, S. K., (2001), ‘International labour markets and the migration of labour forces as an alternative solution for labour shortages in the hospitality industry’, International Journal of Contemporary Hospitality Management, 12, no.1: 61-66.
• Cox, T.JR., (1991), ‘The multicultural organisation’, Academy of Management Executive, 5, no.2: 34-47.
• Cox, T. and Beale, R.L., (1997), Developing competency to manage diversity: Readings, cases and activities, San Francisco, Berrett-Koehler Publishers.
• Croteau, A.A., Raymond, L. and Bergeron, F. (1999), ‘Testing the validity of Miles and Snow’s typology’, Academy of Information and Management Sciences Journal, 2, no. 2: 1- 7.
• CTO (2003), Cyprus Tourism Organization Statistics, Cyprus, Government Press.
• CTO (2007), Cyprus Tourism Organization Guide to Hotels and other Tourist Establishments, Cyprus, Government Press.
• Dansky, K.H., Weech-Maldonado, R., De Souza, G. and Dreachslin, J.L., (2003), ‘Organizational Strategy and Diversity Management: Diversity Sensitive Orientation as a Moderating Influence’, Health care Management Review, 28, no.3: 243-253.
• Dass, P. and Parker, B., (1999), ‘Strategies for managing human resource diversity: From resistance to learning’, Academy of Management Executive, 13, no.2: 68-81.
• deAndrade, N.N.G., (2005), ‘Enhanced Cooperation: the Ultimate Challenge of Managing diversity in Europe, New Perspectives on the European Integration Process’, Intereconomics, 40, no.4: 201-216.
• DeSensi, J.T., (1995), ‘Understanding multiculturalism and valuing diversity: A theoretical perspective’, Quest, 47: 34-43.
• Dess, G.G., Lumpkin, G.T. and Covin, J.C. (1997), ‘Entrepreneurial strategy making and firm performance: test of contingency and configurational models’, Strategic Management Journal, 18, no. 1: 677-695.
• Doherty, A.J. and Chelladurai, P., (1999), ‘Managing cultural diversity in sport organizations: A theoretical perspective’, Journal of Sport Management, 13: 280-297.
• Dwyer, S., Richard, O.C., McMillan, A. and Chadwick, K., (2003), ‘Employing an innovation strategy in racially diverse workforces: Effects on firm performance’, Group and Organisation Management, 28: 107-126.
• Dyer, W.C. and Wilkins, A.L. (1991), ‘Better stories, not better contracts to generate better theory: a rejoinder to Eisenhardt’, Academy of Management Review, 16, no.3:613-619.
• EC (2003), The new SME definition, user guide and model declaration, Enterprise and Industry Publications, European Commission.
• Fink, J.S. and Pastore, D.L., (1999), ‘Diversity in sport? Utilising the business literature to devise a comprehensive framework of diversity initiatives’, Quest, 51:310-327.
• Fink, J.S., Pastore, D.L. and Riemer, H.A., (2001), ‘Do differences make a difference? Managing diversity in Division IA intercollegiate athletics’, Journal of Sport Management, 15: 10-50.
• Fink, J.S., Pastore, D.L. and Riemer, H.A., (2003), ‘Managing Employee Diversity: Perceived Practices and Organisational Outcomes in NCAA Division III Athletic Departments, Sport Management Review, 6: 147-168.
• Furunes, T., (2005), ‘Training Paradox in the Hotel Industry’, Scandinavian Journal of Hospitality and Tourism, 5, no.3: 231-248.
• Garrigós-Simón, F.J., Marqués, D.P. and Narangajavana, Y., (2005), ‘Competitive strategies and performance in Spanish hospitality firms’, International Journal of Contemporary Hospitality Management, 17, no.1: 22-38.
• Golembiewski, R.T., (1995), Managing diversity in organizations, Tuscaloosa, The University of Alabama Press.
• Gröschl, S. and Doherty, L., (1999), ‘Diversity management in practice’, International Journal of Contemporary Management, 11, no.6: 262-268.
• Gröschl, S., (2007), ‘An exploration of HR policies and practice affecting the integration of persons with disabilities in the hotel industry in major Canadian tourism destinations’, Hospitality Management, 26: 666-686.
• Gupta, Y.P., Karimi, J. and Somers, T.M., (1997), ‘Alignment of a firm’s competitive strategy and information technology management sophistication: the missing link’, IEEE Transactions on Engineering Management, 44, no.4:399-413.
• Hamel, G. and Prahalad, C.K., (1994), Competing for the Future, Harvard Business School Press, Boston, MA.
• Hannagan, T., (2002), Management Concepts and Practices, England, FT Prentice Hall/Financial Times, Pearson Education Limited.
• Harrington, L., (1993), ‘Why managing diversity is so important’, Distribution, 92, no.11: 88-92.
• Haynes, P. and Fryer, G., (2000), ‘Human resources, service quality and performance: A case study’, International Journal of Contemporary Hospitality Management, 12, no.4: 240-248.
• Holton, V., (2005), ‘Diversity reporting: how European Business is reporting on diversity and equal opportunities’, Women in Management Review, 20, no.1: 72-77.
• Jolliffe, L. and Farnsworth, R., (2003), ‘Seasonality in tourism employment: human resource challenges’, International Journal of Contemporary Hospitality Management’, 15, no.6: 312-316.
• Jones, D. (2004), ‘Screwing diversity out of the workers? Reading diversity’, Journal of Organizational Change, 17, no.3: 281-291.
• Kasavana, M.L. and Brooks, R.M., (1998, 5th edn), Front Office Procedures, American Hotel and Lodging Association (AHLA), USA.
• Konrad, A.M., (2003), ‘Special Issue Introduction: Defining the Domain of Workplace Diversity Scholarship’, Group and Organization Management, 28, no.1: 4-17.
• Kossek, E.E., Markel, K.S. and Mchugh, P.P., (2003), ‘Increasing Diversity as an HRM change strategy’, Journal of Organizational Change Management, 16, no.3: 328-352.
• Krakover, S., (2000), ‘Partitioning seasonal employment in the hospitality industry’, Tourism Management, 21, no.4:461-471.
• Lai, C-P. and Baum, T., (2005), ‘Just-in-time labour supply in the hotel sector, the role of agencies’, Employee Relations, 27, no. 1/2: 86-102.
• Langdon, D.S., McMenamin, T.M. and Krolik, T.J., (2002), ‘U.S. labor market in 2001: Economy enters a recession’, Monthly Labor Review, 125: 3-33.
• Lim, C-H., Winter, R. and Chan, C.C.A., (2006), ‘Cross-Cultural Interviewing in the Hiring Process: Challenges and Strategies, The Career Development Quarterly, 54: 265-268.
• Lorbiecki, A., (2001), ‘Changing Views on Diversity Management, The Rise of the Learning Perspective and the Need to Recognize Social and Political Contradictions, Management Learning, 32, no.3: 345-361.
• Lynch, R. (1997), Corporate Strategy, FT Prentice Hall, Harlow.
• Matsuno, K. and Metzer, J.T., (2000), ‘The effects of strategy type on the market orientation-performance relationship’, Journal of Marketing, 64: 1-16.
• Maxwell, G. A., McDougal, M. and Blair, S., (2000), ‘Managing diversity in the hotel sector: the emergence of a service quality opportunity’, Managing Service Quality, 10, no.6: 367-373.
• Maxwell, G. A., McDougal, M. and Blair, S., (2003), ‘Equality at work in UK public-service and hotel organisations: inclining towards managing diversity’? Human Resource Development International, 6, no.2: 243-258.
• McCuiston, E.V., Wooldrigde, R.B. and Pierce, K.C., (2004), ‘Leading the diverse workforce, Profit, prospects and progress’, The Leadership and Organisation Development Journal, 25, no.1: 73-92.
• McMillan-Capehart, A., (2006), ‘Heterogeneity or Homogeneity, Socialization Makes the Difference in Firm Performance’ Performance Improvement Quarterly, 19, no.1: 83-98.
• Ministry of Finance, (2004), Labour Statistics Annual Review, Statistical Service, Cyprus, Government Press.
• Ministry of Finance, (2006), Labour Statistics Annual Review, Statistical Service, Cyprus, Government Press.
• Ministry of Labour and Social Insurance (2003), National Action Plan for Social Conclusion, (July), Cyprus, Government Press.
• Mintzberg, H., (1973), ‘Strategy making in three modes’, California Management Review, 16, no.2: 44-53.
• Miles, R.E. and Snow, C.C., (1978), Organization Strategy, Structure and process, McGraw-Hill, New York, NY.
• Molinsky, A., (2007), ‘Cross-Cultural Code-Switching: The Psychological Challenges of Adapting Behavior in Foreign Cultural Interactions’, Academy of Management Review, 32, no.2: 622-640.
• Mullins, L., (2001, 4th edn), Hospitality Management: A Human Resources Approach, London, Pitman.
• Ng, E.S.W. and Burke, R.J., (2005), ‘Person – organization fit and the war for talent: does diversity management make a difference’? , International Journal of Human Resource Management, 16, no.7:1195 – 1210.
• Ogbonna, E. and Harris, L.C., (2002), ‘Managing organizational culture: Insights from the hospitality industry’, Human Resource Management Journal, 12, no.1: 33-53.
• Porter, M.E., (1985), Competitive Advantage: Creating and Sustaining Superior Performance, New York, NY, The Free Press.
• Porter, M.E., (1980), Competitive Strategy: Techniques for Analyzing Industries and Competitors, New York, NY, The Free Press.
• Robinson, W.T., Fornell, C. and Sullivan, M., (1992), ‘Are market pioneers intrinsically stronger than late entrants?’, ‘Strategic Management Journal’, 13, no. 1: 609-624.
• Robinson, G. and Dechant, K., (1997), ‘Building a case for diversity’, The Academy of Management Executive, 11, no.3: 21-31.
• Richard, O.C., (1999), ‘Human Resources Diversity In ideal Organisational Types and Firm Performance, Employing the Concept of Equifinality, The Mid-Atlantic Journal of Business, 35, no.1:11-24.
• Richard, O.C. and Johnson, B.N., (2001), ‘Understanding the Impact of Human Resource Diversity Practices on Firm Performance, Journal of Management Issues, 13, no.2: 177-195.
• Sacco, J.M. and Schmitt, N., (2005), ‘A Dynamic Multilevel Model of Demographic Diversity and Misfit Effects’, Journal of Applied Psychology, 90, no.2: 203-231.
• Sadi, M.A. and Henderson, J.C., (2005), ‘Local versus Foreign Workers in the Hospitality and Tourism Industry’, Cornell Hotel and Restaurant Administration Quarterly, 46, no.2: 247-257.
• Salomon, M.F. and Schork, J.M., (2003), ‘Turn Diversity to your advantage’, Research Technology Management, 46, no.4: 37-44.
• Segev, E., (1989), ‘A systematic comparative analysis of two business-level strategic typologies’, Strategic Management Journal, 10, no. 2: 487-505.
• Tesone, D.V. and Ricci, P., (2005), ‘Attributes of Entry-Level Employees: Hospitality and Tourism Managers Seeking More Than Knowledge and Skills’, The Journal of Applied Management and Entrepreneurship, 10, no.2: 3-12.
• Thomas, R. R.JR., (1990), ‘From Affirmative Action to Affirming Diversity’, Harvard Business Review, (March-April), 156, 107-117.
• Thomas, D.A. and Ely, R.J., (1996), ‘Making differences matter: a new paradigm for managing diversity’, Harvard Business Review, 74, no.5: 79-91.
• Walmsley, A., (2004), ‘Assessing staff turnover: a view from the English Riviera’, The International Journal of Tourism Research, 6, no.4: 275-287.
• Weingard, R.A., (2007), ‘Organizational diversity, profits and returns in U.S. firms’, Problems and Perspectives in Management, 5, no.3: 69-83.
• Wentling, M.R., (2004), ‘Factors that assist and barriers that hinder the success of diversity initiatives in multinational corporations’, Human Resource Development International, 7, no. 2: 165-180.
• Williams, C.E. and Tse, E.C.Y., (1995), ‘The relationship between strategy and entrepreneurship, The US restaurant sector’, International Journal of Contemporary Hospitality Management, 7, no.1: 22-6.
• Wise, L. and Tschirhart, M., (2000b), ‘What diversity research tells us about heterogeneity and work performance’ Paper presented at Workplace Diversity: A Research Perspective on Policy and Practice, Brussels, (June), 13-15.
• Woods, R.H., (1999), ‘Predicting is difficult, especially about the future: human resources in the new millennium’, International Journal of Hospitality Management, 10, no.4:339-356.
• Zane, N.C., (2002), ‘The Glass Ceiling Is the Floor My Boss Walks On, Leadership Challenges in Managing Diversity’, The Journal of Applied Behavioral Science, 8, no.3: 334-354.
• Yin, R.K., (2003 3rd edn), Case Study Research, Design and Methods, London, New Delhi, Thousand Oaks, Sage.
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