Oxford Brookes University
Research Proposal
MSc International Hotel & Tourism
Management
15055939
16
1
Oxford School of Hospitality
Management
15055939
P58915
Research methods
Mr. Levent Altinay
Research Proposal
3294
18.04.2016
2
Working Title
How do Ethical People Management Practices compare to the reality of the
Hospitality industry?
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Background
The existing literature mainly discusses very theoretical aspects of ethics in
hospitality and the research that has been applied in practice is fairly limited in scope.
As the hospitality industry is an often people-intensive industry, the recommended
ethical people management practices are presumably not always applies correctly.
The gap between ethical people management as described in literature and the
actual practices hasn’t been well-researched and shouldn’t be ignored. In the day
and age where every major hotel chain boasts about their CSR and environmental
friendly behaviour, treating employees in an ethical manner should be a vital part of
a company’s HR policy, though it’s often not mentioned. Examples like Marriott,
Starwood, IHG and Hilton, a number of topics are discussed in their CSR like social
and community, equality and diversity, charities, responsible business and
environmental sustainability (Starwoodshotels.com, 2016; Marriott International, INC.,
2016; Hilton Worldwide, 2016; Intercontinental Hotels Group, 2016). Examples from
other industries that are judged to have appropriate and effective people
management practices are M&S and John Lewis (IvoryResearch.com, 2016; HR
Magazine, 2001). The overall working conditions in the hospitality industry are said
to lead to depressing environments in which employees take more than double the
sick days than their counterparts in other industries (Druce, 2007).
Each of these has implications for the hospitality industry and there is research to be
done to increase the body of knowledge affecting each of these areas. The existing
research often indicates the theoretical framework for the industry, but there has
been a limited involvement of the industry. A few of the research limitations include
research was only done in Westernised countries and is highly self-reported. Most of
the research that has been done before involved the human resource managers (or
so-called “gatekeepers”) and the cooperation of operational employees is often
supervised by the human resource managers. The question arises whether the CSR
policies are compatible with the labour conditions of the hospitality industry.
In order to fill the gaps and deficiencies, it is proposed to determine the gaps by
looking at the discrepancies between what is considered ethical and the actual
practices. The recommendations and research in literature should be taken into
consideration and align people management practices and ethics. Interviews can be
done with a number of human resource managers to determine how ethical they
perceive their approach, how they ensure to remain ethical in their practices and
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what the specific actions are that they take. Furthermore, a questionnaire can be
done to look at the operational staff’s impression of these practices and the
influences of an organisational culture. Once the comparison is complete,
recommendations can be made to improve ethical people management practices.
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Research Aim and Objectives
Aim
To evaluate the rhetoric and practice of ethical people management practices and
how to close the gap.
Objectives
1. To critically evaluate the existing literature on people management practices
and ethical practices in the hospitality industry in order to determine
2. To carry out primary research in a set of hotels in order to determine what
discrepancies exist with reality.
3. To analyse the data gathered in order to determine how the data set can
support the body of knowledge.
4. To develop a model in order to close the gap between reality and literature
recommendations.
5. To draw conclusions on the research and make recommendations in order to
improve further knowledge in this field.
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Academic Context
When looking at the ethical theories that are often discussed in human resource
management, Appendix 1 gives an overview of these theories; Virtue ethics,
deontological ethics, teleological ethics and ethical learning and growth and a
number of their other theories are classified amongst those four quadrants of the
framework for ethical theories (Fisher and Lovell, 2003; Winstanley and Woodall,
2000).
When looking at ethics and their importance for the hospitality industry, they tie in to
organisational justice, with an effect on job satisfaction, performance and
commitment (Knani, 2014; Chan and Jepsen, 2011). One of the factors tying into the
employees’ consideration of fair or unfair treatment is the concept of emotional
labour. When employees feel their job is emotionally draining, the management is
choosing sides with the guest and not offering protection to employees against
customer abuse will assume an unfair treatment in the workplace.
The application of ethics could be considered in the areas of human resource
management; recruitment and selection, occupational tests and psychometric
profiling, equal opportunities, employee well-being, training and development,
flexibility, working time, remuneration, performance management and empowerment
and participation, summarised in working conditions, work-life Balance and training &
development (Winstanley and Woodall, 2000).
When looking at what practices would be considered ethical, fitting with
organisational justice, they range from altruism and care for employee wellbeing
(Pilbeam and Corbridge, 1998; Turner et al, 2008), maintaining close employeemanagement relationships (Turner, 2008), social integration projects and ‘People
Care Managers’ (Turner, 2008).
Important in implementing these practices is the development of an ethical culture,
with ethical leadership as a major trait of management. The humility, integrity,
knowledge and understanding of leadership can positively influence workplace
outcomes. Even spouses’ family satisfaction has been argued to be influenced by
leaders and leadership relations (Liao, Liu and Kwong Kwan, 2014; Grande, 2015).
Furthermore, areas like disciplinary proceedings should consider the environment
without making assumptions. For recruitment and selection, a range of techniques
can be used to verify ethical behaviour before hiring, though these don’t give a
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simple answer, but rather shed light on someone’s attitude towards risk and truth
(Steare, 2014).
Considering the aspects of HRM and ethical behaviour, a number of these seem to
be continuously perceived as unfair like salary and development opportunities (Pelit
et al, 2011). When looking at HRM areas like emotional labour, work-family relations
and organisational justice, the measurements are often partial or incomplete at best
(Key, 1999; Maines, 2008).
Ethical issues can be divided into five broad categories; coercion and control, conflict
of interest, physical environment, paternalism and personal integrity (Fritzsche and
Becker, 1983). Though these have previously been applied to the ethical issues
faced by Markseting managers, these can be generalized towards the hospitality
industry and management.
When looking at achieving success through people; reward, engagement, clarity of
purpose and recognition are considered vital. Additional important aspects are the
management’s ability to communicate and finding out the motivators and drivers of
all team members (Maloney and Stanford, 2011).
A company’s ethical people management practices can be placed on the framework
of this continuum, as both have different implications for the practices.
A model, as in Appendix 2, has been developed to facilitate and engage ethical
decision making and the process that is involved. The model looks at how the
individual, local and cosmopolitan referents influence the precepts that are then tried,
applied and evaluated (Upchurch, 1998).
The application of this model is sequential and logical, but the nature and
characteristics of the hospitality industry can interfere with the use of the model.
The characteristics of the hospitality industry, are agreed to encompass longer and
mostly shift-driven working hours (Walker, 2004; Rheede, Blomme and Tromp, 2009;
Omondi, 2012; Poulston, 2009), rigid and vertical hierarchies (Kapoor and Solomon,
2011). Additionally, as the workforce consists of 58% female workers, 45% workers
less than 30 years of age, 14% are from Black or minority backgrounds and 20% are
migrant workers, the workforce as a whole consists of vulnerable parties, which are
often non-unionised (Rook, 2011). Furthermore, perishability, inseparability (Walker,
2004; Jaume, 2013; Omondi, 2012) and intangibility and limited life-span (Jaume,
2013), seasonality of the industry lends itself to a casual workforce (Grow, 2013),
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aiming for guest satisfaction/focus (Walker, 2004; Omondi, 2012), low salaries and
low margins not allowing for bonus packages (Omondi, 2012; Van Rheede, Blomme
and Tromp, 2009; Poulston, 2009).
The labour intensity of the industry simultaneously has potential impacts on the
human resource management practices (Poulston, 2008). Finally, the nature of the
hospitality industry causes potential employees to perceive it as an industry that’s
difficult to combine with a family and relationships, a possibly poor work environment,
but with opportunities for travel and advancement in a people oriented profession
(Van Rheede, Blomme and Tromp, 2009; Omondi, 2012).
An additional aspect is co-creation, where in public workplaces, ethical situations
depend on the “citizen” (i.e. guest), employees and commitment from management
and supervisors (Bruce 1994). The close involvement of guests in this process of cocreation, a link can be established to emotional involvement of frontline employees.
This emotional involvement and the challenges it presents are increasingly
considered a reason for worker dissatisfaction. The duality and conflict of the
emotions employees feel and what they need to perform at work can contribute to
undesirable working conditions, calling for an effective approach of HRM practices to
cope with this aspect (Boella and Gross-Turner, 2005).
It has been found that generally, the British workers have become less tolerant of
unethical practices and behaviour in the workplace over the past three years.
Despite this decrease in tolerance, the pressure to compromise the company’s
standards has increased, mainly caused by turning a blind eye, following orders and
increased financial and budgeting pressures (Webley, 2009).
Within the hospitality industry, the ethical operation management is a challenge
affecting four major parts of business; workplace, the supply chain, customers and
the local community. For this reason, the UNWTO developed a global code of ethics
in 1999 for tourism in order to minimise the effects of the industry on the local
environment and destinations. Fortunately, with major hotel chains taking vital steps
to integrate ethics into their own policies and codes, there is evidence that the
hospitality is taking a collectively proactive approach to business ethics (Leadlay,
2011).
When looking at examples of the practices from other industries that are considered
the most humane and best practices, two companies are judged good examples;
Marks & Spencer and John Lewis. The practices that they apply within their fields
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could be taken as an example for the hospitality industry (IvoryResearch.com, 2016;
HR Magazine, 2001). Though the people management practices at John Lewis are
called bureaucratic, unwieldy and formal by their Director of Personnel, their
organizational culture seems to exist of awareness of values, constitution and a
particular corporate culture. Their focus on co-ownership and the associated values
allow for attraction and retention of top talent, but doesn’t provide the possibility to
give long term incentives to top management. One of the disadvantages of their
democratic structure in the HRM areas is a decentralised approach (HR Magazine,
2001).
As for M&S’s approach, they have undergone a series of transformations in the HRM
area over the past decade. During an assessment, the key factors include leadership,
purpose and effective stakeholder management, attention to business needs,
relentless commitment to flexibility and innovation and sufficient preparatory work for
the transition (Orion Research, 2012).
Additional efficient measures proposed to improve employee wellbeing include;
providing direct training, information, employee assistance support, and specific
focus, investing in resilience programs and running education and awareness
programs (Grow, 2013).
Appendix 3 shows the conceptual framework that will be followed for the purpose of
this dissertation. It shows how the above principles and practices will be studied in
further detail by looking further into the literature, after which the findings will be
discussed with human resource managers. The picture as painted by the HRM
practitioners should be compared to the input of operational employees and how
they feel about the organisational justice. This comparison and possible causalities
should allow developing practices that bridge the gap between both the HR
department and operational staff.
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Chosen Research Approach
The two research approaches that could possibly underpin this dissertation are
either phenomenology or inductive approaches.
As phenomenology focuses on the study of things, though a range of different
interpretations have developed, leading to misunderstanding by practitioners (Priest,
2004). Phenomenology is considered both a philosophical inquiry and an approach
to qualitative research, often inviting participants to converse about a subject, rather
than looking at empirical facts (Randles, 2012). Advantages of this approach include
looking at change processes over time, understanding people’s meanings,
contributing to development of new ideas, gathering natural data and help
adjustment to emerging ideas and theories. Disadvantages range from needing great
resources, difficult interpretation and analysis, harder to control pace and progress
and possibly low credit by policy-makers (Armstrong, 2010)
Inductive reasoning, also known as the “bottom up” approach, starts with specific
observations and moving to broader theories and generalizations. The specific
measures allow for detecting patterns and regularities, leading to tentative
hypotheses which can be transformed into general conclusions and/or theories
(Trochim, 2006; OpenABM, 2016). The advantages include that it works best with
incomplete information, allowing for quick conclusions and generalisations. The
disadvantages include that it can’t guarantee its conclusions, assuming uniformity of
nature and it relies on observation (Rusnell, 2015).
For the purpose of this dissertation, a phenomenological approach would be most
appropriate for the research topic. As the topics of ethics and human resource
management can’t be pinned down on empirical facts and the tumultuous nature
requires conversation. As ethics are very personal, the way phenomenology looks at
the appearance of things and subjective experience of issues is in line with the
nature of HRM and ethics.
As for the research strategy that would be most suitable; a mostly qualitative study
would allow for the most in-depth picture. A series of interviews with human resource
managers can provide qualitative data and opportunities to gain a more practical
insight into ethical human resource practices. In order to gather additional qualitative
data an online questionnaire for operational employees can give an extensive insight
into the thoughts and perceptions of the operational employees.
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Methods
Interviews are usually described as structured, unstructured or semi-structured.
Unstructured (or informal) interviews don’t have any pre-set questions or structure,
as the participant is allowed to raise what issue they deem appropriate. Structured
interviews are sometimes compared to job interviews, where set questions are used
in the same way for every participant, and the interviewer keeps a social distance
from the participants (McLeod, 2007; MacDonald and Leadham, 2008). There’s a
range of different types of interviews; fact finder, idea generator, exploratory and
experiential, all of which generate different data. Whether performed face-to-face or
over the phone, an appropriate setting is key in gathering the right data. These data
can be used as quotations or to generate thematic areas (MacDonald and Leadham,
2008). Advantages of interviews range from reaching a large sample, making
questions fully understood, detailed answers (with unstructured interviews), flexibility,
honesty and more valid information. Disadvantages include that it is time consuming,
rigid and difficult to obtain (for structured interviews) and for unstructured interviews,
the disadvantages range from difficulty to compare, small number of interviews
(sample) and difficulty getting representation (University of Portsmouth, 2010).
When looking at experiments, either a field or lab experiment can be conducted. In
both settings, the researcher attempts to manipulate the circumstances, but in a field
experiment the extraneous variables will remain uncontrollable (McLeod, 2007).
Experiments are often used to determine and prove causal relationships, though the
conditions to ensure random assignment, experiment control and appropriate
measures could cause artificiality (Odle and Mayer, 2009). There is a number of
different experiment designs; true experiments, repeated measures, quasiexperimental designs, time series design and deceptive appearances. Furthermore
validity threats include; history, maturation, testing, instrumentation, selection and
diffusion of treatments (Ross and Morrison, 2004). The advantages of experiments
include control over variables, easy determination of cause and effect relationships
and better results. Disadvantages include, but aren’t limited to; subjectivity to human
error, creating artificial situation and an eventual failure to do the experiment
(Occupytheory, 2014).
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As for the observation technique, a differentiation has been made between covert
and overt observation. In an overt observation, the researcher identifies himself to
the participants, whereas in a covert observation, the researcher remains
anonymous and acts as a regular participant. The latter could lead to a number of
problems like ethical problems, deception or consent. A number of characteristics
can be used to describe the observation technique; natural vs controlled and
participant vs non-participant (McLeod, 2007). Observation is best to be used when
trying to uncover group dynamics and both observable and more hidden detail.
Advantages include that the observer will gather much nuanced data, with an
opportunity to react to events and provide insights into group and individual
behaviour. The disadvantages include the time-consuming aspect, difficulty to
maintain the observer role and on the observer’s interpretation of the data
(MacDonald and Leadham, 2008).
For the purpose of this dissertation, the two techniques that will be used are both
interviews and questionnaires. The interviews with human resource managers, will
allow gaining a deeper understanding, allowing for a broader understanding of the
practices performed by the hotel and what is considered ethical by the company. The
Questionnaires, done amongst operational employees, can be used to gain insights
in the perception of operational employees of the human resource practices.
Using a combination of these two techniques can give different perspectives on the
topic of ethical people management practices. The interviews will be semi-structured
face-to-face interviews, allowing for a guiding structure, but giving the interviewer a
chance to explore certain topics in more detail when deemed necessary.
The questionnaires will be distributed online amongst operational employees through
Facebook and online communities. The questionnaire will strive to guarantee
anonymity, attempting to make respondents comfortable enough to be honest. The
quantitative data can provide insight into how employees feel regarding their
treatment. Purposive sampling will be used for the questionnaire as a specific
sample is needed for this research. The sample should consist of respondents that
work in hospitality, at an operational level.
The sample for the interviews would be four to five interviews with human resource
managers. As for the number of online Questionnaires required; approximately 100150 responses would give a reasonable data set, allowing for a better view and more
generalised conclusions. These questionnaires will be electronically dispersed
through Facebook and LinkedIn groups, as in the example in Appendix 4, and
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through contacts from my undergraduate studies and colleagues from previous jobs.
To develop the survey, the website quicksurveys.com will be used.
As for the data analysis following the data collection, a thematic analysis of the data
would be most appropriate. With this analysis technique, a more in-depth picture can
be developed. As was explained at the beginning of the chapter, interviews will give
an opportunity to explore thematic areas.
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Time Scale, Resources and Possible Constraints
When considering the time scale for the dissertation, Appendix 5 will show an
overview of the time frame and what actions will be undertaken in which periods.
Resources can be drawn from my savings and income from my part time job, most of
the interviews would take place in the UK, so travel will be relatively inexpensive.
The Questionnaire will be performed online through e-communities, which prevent
expenses in gathering the quantitative data and ensure a wide reach.
As with every research project there are a number of possible constraints; including
gathering data from operational employees could be monitored and possibly
prohibited. Furthermore, willingness to honestly cooperate from HRM practitioners
can be compromised by the nature of the study.
As a contingency plan, the Questionnaires should be circulated anonymously
amongst any hospitality industry employees. Dispersing the questionnaires semirandom, where the respondents are given the chance to identify their employers if
they can and want to, would allow possibly identifying some of these employers.
Though it will be difficult, if not impossible, to compare both the operational view and
the HRM view in the scope of this dissertation, the data gained from the anonymous
data collection will allow to compare general indications and give recommendations
for further research.
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Appendix
Appendix 1
Source: Fisher and Lovell. 2003, p.102.
Appendix 2
Source:
http://www.emeraldinsight.com.oxfordbrookes.idm.oclc.org/doi/pdfplus/10.1108/0959
6119810232266
21
Appendix 3
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Appendix 4
Source: https://www.facebook.com/search/pages/?q=hospitality%20workers
23
Source : https://www.linkedin.com/groups/8265807/profile
Appendix 5
18-24 April
Write Introduction
25 April – 1 May
Literature Review
2 May – 8 May
Literature Review
Meeting with supervisor
Setting up Interview Dates
9 May – 15 May
Literature Review
Developing Interview
Setting up Interview Dates
16 May – 22 May
Piloting Interview
Setting up Interview Dates
23 May – 29 May
Interviews
Meeting with supervisor
Developing and Piloting
Questionnaire
24
Write ‘Methodology’
Chapter
30 May – 5 June
Interviews
Questionnaire
Write ‘Methodology’
Chapter
6 June – 12 June
Interviews
Questionnaire
Write ‘Methodology’
Chapter
13 June – 19 June
Data Analysis
Meeting with supervisor
Data Analysis Classes
20 June – 26 June
Data Analysis
27 June – 3 July
Data Analysis
4 July – 10 July
Write ‘Findings’ Chapter
11 July – 17 July
Write ‘Findings’ Chapter
18 July – 24 July
Literature Review
25 July- 31 July
Write ‘Discussion’ Chapter
1 August – 7 August
Write ‘Discussion’ Chapter
8 August – 14 August
Write ‘Discussion’ Chapter
Meeting with supervisor
Meeting with supervisor
25
15 August – 21 August
Write Conclusions &
Meeting with supervisor
Recommendations
22 August – 28 August
Write Conclusions &
Recommendations
29 August – 4 September
Write Conclusions &
Recommendations
5 September – 11
Editing
Meeting with supervisor
September
12 September – 18
Editing
September
19 September – 25
Editing
September
26 September – 30
Editing
Meeting with supervisor
September
26