Abstract
Purpose - Recent research identifies several attributes that lead to the value proposition of a diversity-training program: (a) corporate engagement in diversity training, (b) participants’ perceptions of how such programs aid their peers, (c) self-analysis of participants in training, and (d) perceptions regarding the benefit of diversity training for subordinates. This study tested a corresponding four-antecedent model of the value of diversity training from the point of view of hotel managers. Design/methodology/approach - A survey instrument was devised and sent to a random sample of hotel properties that asked managers questions related to the value of diversity training. Multiple regression analysis and t-tests were used as methods of data analyses. Findings - Results from 242 responses returned by managers of 96 hotels indicated that managers perceive themselves and the corporate executives to significantly add value to the organization through diversity training. Furthermore, ethnic minority managers do not value diversity training significantly more highly than their non-minority counterparts do; similarly, little difference exists between genders on the four indicators of diversity-training efficacy. Research limitations/implications - This study examined only one aspect of diversity management—diversity training. Among other limitations are the small sample and low response rates, which made it difficult to compare ethnic groups to one another. Practical implications - Through this study, managers’ perceptions about which groups of employees add value following diversity training are presented. Our findings are likely to help hospitality corporations to implement diversity training more efficiently.Originality/value - This study indicates that hotel managers value diversity training and suggests the need for organizations to understand how to prioritize various organizational levels for such training.
Purpose - Recent research identifies several attributes that lead to the value proposition of a diversity-training program: (a) corporate engagement in diversity training, (b) participants’ perceptions of how such programs aid their peers, (c) self-analysis of participants in training, and (d) perceptions regarding the benefit of diversity training for subordinates. This study tested a corresponding four-antecedent model of the value of diversity training from the point of view of hotel managers. Design/methodology/approach - A survey instrument was devised and sent to a random sample of hotel properties that asked managers questions related to the value of diversity training. Multiple regression analysis and t-tests were used as methods of data analyses. Findings - Results from 242 responses returned by managers of 96 hotels indicated that managers perceive themselves and the corporate executives to significantly add value to the organization through diversity training. Furthermore, ethnic minority managers do not value diversity training significantly more highly than their non-minority counterparts do; similarly, little difference exists between genders on the four indicators of diversity-training efficacy. Research limitations/implications - This study examined only one aspect of diversity management—diversity training. Among other limitations are the small sample and low response rates, which made it difficult to compare ethnic groups to one another. Practical implications - Through this study, managers’ perceptions about which groups of employees add value following diversity training are presented. Our findings are likely to help hospitality corporations to implement diversity training more efficiently.Originality/value - This study indicates that hotel managers value diversity training and suggests the need for organizations to understand how to prioritize various organizational levels for such training.