The answers offered by the high profit seekers as stakeholders is to take advantage of the immigrant, by demanding high work hours, and even in some cases taking advantage of the individual's low level of knowledge about the rights and responsibilities of the employee and the employer, denying overtime pay, when earned, unauthorized deductions from pay, even things as simple as demanding less "ethnic" hairstyles from employees to the point of termination for violation and other issues that frequently go unchallenged by people who already feel their job is in jeopardy by the very nature of their cultural heritage. (Piatt, 1993, p. ix) (Levin-Waldman, 2000, p. 43)
Changes in the ethnic mix of the labour force are occurring. In the U.S. most growth in the non-white workforce will come from Asians and Hispanics who together will comprise 20 per cent in 2020, while the black population will only account for 11 per cent (Woods, 1999). These groups are generally clustered in lower-level occupations in the HI. Sixty per cent of line-level personnel in U.S. restaurants are from an ethnic minority, where diversity needs to be acknowledged through cross-cultural training (Lee and Chon, 2000). Conversely there were only 35 black general managers in 45,000 U.S. hotels (Charles and McCleary, 1997). (Lucas, 2003, p. 101)
As these changes continue to occur, and as corporate social responsibility in the hospitality industry consistently fails to appropriately respond to such changes the situation will likely get worse, with regard to employee retention as well as many other employment issues.
Given that most workplaces do not measure the effects of equal opportunities policies either, there is a clear indication that the management of equality and diversity is not taken very seriously. By contrast the management of sales, costs, profits and labour costs where there is extensive monitoring is afforded very high priority (see Appendix 1). (Lucas, 2003, p. 103)
The emphasis on diversity should clearly be greater than it is in the industry at this time, the bottom line can not be the only driving force behind labor choices, yet it frequently is.
The almost complete lack of employment benefits, beyond a simple paycheck for the majority of employees within the hospitality industry, will likely become an even greater problem in the future as trends continue toward service industry work and increased cost of health care continue to jolt the wage earner and the employer like. Benefits often mean a great deal more to the individual earner than even the wage, and this is especially true of those who are retained in employment in the hospitality industry. As workers stay within the field they age and their medical expenses rise. The industry has not adequately addressed this issue and seems to still be under the false impression that the majority of its workers are under the age of 25 and not likely to need to seek medical care beyond the most basic. If employee retention is truly the goal then employee benefits like health insurance and retirement benefits are absolutely crucial.
A those industries increasing their share of total employment, most notably services (such as personal and hospitality services) and retail trade, have among the lowest health care coverage rates." (Wiatrowski, 1995, p.36)
Those rare exceptions express best case scenarios but for the most part any coverage offered is usually cost prohibitive for both the employer and employee match (as they are usually offered as match programs where only part of the premium is paid by the employer and the other part the employee and so frequently employees opt out of coverage where it is available), given the level of pay. This situation is sometimes countered when the employee makes little enough money to qualify for government services, but as pay increases and government reform continues this will not likely remain the case and even more people will become employed and uninsured. Resolving this problem is a much greater taks than one industry can seriously address, and yet for the sake of employee retention it is absolutely imperative that employers address it and do the best research they can to find the most cost effective ways to help employees seek and obtain this historical and crucial benefit.
One additional point in need of mention that is particular to the hospitality industry is the very nature of the service being provided, in juxtaposition to the employee work conditions and lifestyle. Hospitality industry employees are sadly, members of a new servant class. When the culture of our nation has rejected domestic work in the home, instead emphasizing technology...
The author notes that this is one way to improve training for some 18,000 people at 1,800 locations with only 11 trainers, using nteractive web-based training, including instructor-led segments, to teach reservation operations, house-keeping duties, supervision, and even specific skills such as dealing with surly guests. Included in these packages are products to help deliver interactive audio and video to virtual classrooms and also to manage enrollment, self-paced learning,
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On the other hand, Harris suggests that some observers believe high turnover among employees is "not only inevitable, but also desirable… [because] employee mobility within the industry promotes workforce flexibility, allowing employees to acquire and develop new skills as they move through different organizations" (73). Harris takes it one step further when he reports that the "acquisition of transferable skills" has a powerful appeal to the "entrepreneurial aspirations of hospitality
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