International Journal of Hospitality and Tourism Systems

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Cross-cultural Training for Hotel Frontline Employees.


Affiliations
1 Department of Tourism & Hotel Management, Kurukshetra University, Kurukshetra, Haryana., India
     

   Subscribe/Renew Journal


The paper aims to identify, investigate and report the importance and usage of cross-cultural training (CCT) practices in Indian hotels. Based on a survey of 212 Indian hotel organization's perceptions on CCT practices were assessed with the help of 4 demographic variables. Descriptive static was used to identify the importance of these practices. The study provides a strong indication that there is much need of CCT in hotels having diversity in employees and guests from various cultural backgrounds. Frontline employees play a vital role in practicing cross-cultural issues. Results reveal that chain hotels focus towards providing cross-cultural training as compared to non-chain properties in Indian hotels. The study makes a modest attempt to add information to the very little empirical knowledge available referring to the CCT practices in Indian hotel industry.

Keywords

Cross-cultural Training, Indian Hotels, Demographic
Subscription Login to verify subscription
User
Notifications
Font Size


  • Annual report. (2010-11). Ministry of Tourism, Govt of India. Retrieved from http://tourism.gov.in/writereaddata/Uploaded/Tender/053120110313488.pdf.

  • Black, J.S., & Mendenhall, M. (1990). Cross-cultural training effectiveness: A review and a theoretical framework for future research. Academy of Management Review, 15, 113–136.

  • Bhawuk, D. P. S., & Brislin, R. W. (2000). Cross-cultural training: A review. Applied Psychology, 49 (1), 161-192.

  • Prideauxb, B., & Kim, S-H. (2002). A cross-cultural study on casino guests as perceived by casino employees. Tourism Management, 23(5), 511-520.

  • Brislin, R. & Yoshida, T. (1994). Intercultural Communication Training: An Introduction, Thousands Oaks, Sage publication.

  • Cushner, K. H., & Brislin, R. W. (1996). Intercultural Interactions: A Practical Guide Thousand, Oaks, CA: Sage Publications.

  • Hope, C.A. (2002). The impact of national culture on the transfer of best practice operations management in hotels in St. Lucia. Tourism Management, 25, 45–59.

  • Ptak, C.L., Cooper, J., & Brislin, R. (1995). Cross cultural training programs: Advice and insights from experienced trainers. International Journal of Intercultural Relations, 19(3), 425-453.

  • Dalsky, D.J., & Landis, D. (2004). Training, cross-cultural. Encyclopedia of Applied Psychogy, 563-568.

  • De Bono, E. (1970). Lateral thinking: Creativity Step By Step. New York: Harper & Row.

  • Demers, J. (2002). Crossing the cultural divides. CMA Management, 76 (6), 27-30.

  • Edmund, S. (2002). Exploring the Success of Expatriates of U.S. Multinational Firms in Mexico. The International Trade Journal, 13 (3), 233-257.

  • Ferraro, G. P. (2006).The Cultural Dimensions of International Business. Upper Saddle River, NJ : Pearson Prentice Hall.

  • Gamio, M., & Sneed, J. (1992). Cross-Cultural Training Practices and Needs in Hotel Industry. Journal of Hospitality & Tourism Research, 15, 13.

  • Garavan, T. N., & Deegan, J. (1995). Discontinuous change in organizations—using training and development interventions to develop creativity. Industrial and Commercial Training, 27(11), 18–25.

  • Harris, H., & Kumra, S. (2000). International Manager Development. Journal of Management Development, 19 (7), 602-615.

  • Hofstede, G.S. (2001). Culture’s Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Countries, 2nd edn, Thousand Oaks: Sage publications.

  • Huselid, M. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38, (3), 635-672.

  • Hughes, J.C. (1992). Cultural diversity: The lesson of Toronto’s hotels. The Cornell Hotel and Restaurant Administration Quarterly, 33(2), 78-87.

  • Katriel, T. (1995). From Context to Contexts in Intercultural Communication Research. In R. L. Wiseman, (ed.). Intercultural Communication Theory, Thousand Oaks, CA: Sage Publication, 271-284.

  • Morris, M. A., & Robie, C. (2001). A meta-analysis of the effects of cross-cultural training on expatriate performance and adjustment. International Journal of Training & Development, 5 (2), 112-126.

  • Parnes, S. J. (1963). Education and creativity. Teachers College Record, 64, 331-339.

  • Pizam, A. (1989). Ethnocentrism and the tourism industry. Hospitality Education and Research Journal, (113), 2-3.

  • Serrie, H. (1992). Teaching cross cultural management skills. Journal of Teaching in International Business, 3(3), 7591.

  • Sizoo, S., Iskat, W., Plank, R., & Serrie, H. (2004). Crosscultural service encounters in the hospitality industry and the effect of intercultural sensitivity on employee performance. International Journal of Hospitality & Tourism Administration, 4(2), 61-77.

  • Tarique, I., & Caligiuri, P. (2009). The role of cross-cultural absorptive capacity in the effectiveness of incountry cross-cultural training. International Journal of Training and Development, 13(3), 148-164.

  • Torrance, E. P. (1965). Rewarding Creative Behavior, EnglewoodCliffs, NJ: Prentice-Hall.

  • Gudykunst, W.B., Hammer, M.R., & Wiseman, R.L. (1977). An analysis of an integrated approach to cross-cultural training. International Journal of Intercultural Relations, 1(2), 99-110.

  • Zakaria, N. (2000). The Effects of Cross-Cultural Training on the Acculturation Process of the Global Workforce. International Journal of Manpower, 21 (6), 492-511.


Abstract Views: 780

PDF Views: 6




  • Cross-cultural Training for Hotel Frontline Employees.

Abstract Views: 780  |  PDF Views: 6

Authors

Ankush Ambardar
Department of Tourism & Hotel Management, Kurukshetra University, Kurukshetra, Haryana., India

Abstract


The paper aims to identify, investigate and report the importance and usage of cross-cultural training (CCT) practices in Indian hotels. Based on a survey of 212 Indian hotel organization's perceptions on CCT practices were assessed with the help of 4 demographic variables. Descriptive static was used to identify the importance of these practices. The study provides a strong indication that there is much need of CCT in hotels having diversity in employees and guests from various cultural backgrounds. Frontline employees play a vital role in practicing cross-cultural issues. Results reveal that chain hotels focus towards providing cross-cultural training as compared to non-chain properties in Indian hotels. The study makes a modest attempt to add information to the very little empirical knowledge available referring to the CCT practices in Indian hotel industry.

Keywords


Cross-cultural Training, Indian Hotels, Demographic

References