Bridging the Gap: Achieving Gender Equality Through Inclusive HRM in Tourism Sector

Introduction

In today's interconnected world, gender equality is essential due to the growing diversity of cultures and perspectives. The tourism sector, a global industry, can promote gender equality by challenging traditional gender roles and creating more inclusive workplaces. HRM plays a crucial role in supporting diverse talents and bridging the gender gap within the industry.

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Understanding the Gender Gap in Tourism

The gender gap still exists in many areas of the tourist sector, from leadership roles to on-the-ground operations. The gender gap in the tourism industry is well-documented. A 2019 report by the World Tourism Organization found that women make up 54% of the tourism workforce, but only 24% of senior management positions. As highlighted by Silva and Mendis (2017) participation of Sri Lankan women in the industry is significantly low, as a percentage only 10% of the formal sector and further states that women who have reached the top management positions in the tourism sector are negligible.

There are several factors that contribute to the gender gap in the tourism industry. These include:

• Gender stereotypes: Gender stereotypes in society significantly impact the tourism industry, as women are often limited to jobs like housekeepers, receptionists, and tour guides. These stereotypes can make it difficult for women to be taken seriously in leadership roles. Maelge (2023) highlights that Sri Lanka has a strong human development record, with women excelling in higher education, but there is a chronic labour force imbalance and declining women's tourism participation which highlights a mismatch. Women often seek work in education, medical, banking, and insurance sectors.
  
  
• Lack of opportunities: Underrepresentation of women in training and development programs hinders their advancement opportunities. A 2019 study by the World Tourism Organization revealed 30% of women in the tourism industry lack formal training, hindering their competitiveness for higher-level positions.
  
  
• Work-life balance issues: Tourism industry is characterised by long hours and heavy workloads. Women may find it challenging to manage work and family obligations as a result. Maelge (2023) states that there is a 'leaky pipelines' syndrome, where women disappear from work after marriage and re-join after completing primary care work.

In addition to being a matter of social duty, closing the gender gap in the tourist sector is also strategically important. Studies have shown that gender diversity can lead to a number of benefits for businesses, including:

• Increased innovation: According to research by Herring et al. (2009), diverse teams are more likely to provide creative solutions and ideas because they bring a variety of viewpoints and experiences from their unique backgrounds.
  
  
• Improved decision-making: The idea of "cognitive diversity" proposes that diverse teams may take a wider range of perspectives into consideration, resulting in more thorough and informed decision-making. Nemeth (1986) found that varied groups performed better on problem-solving tasks than homogenous groups.
  
  
• Greater financial performance: A study by McKinsey & Company (2018) found a link between financial success and gender diversity in the workplace. Higher gender diversity was found to increase a company's likelihood of outperforming its competitors in terms of profitability by 21%.

HRM Strategies for Promoting Gender Equality:

HRM is essential in addressing gender bias in the tourism industry for responsible hiring, training, and developing employees, and creating a positive, inclusive work environment.

Concept of Unconscious Bias and its Impact on Hiring and Promotions

Unconscious bias is a crucial factor in eliminating gender-based discrimination, stemming from societal stereotypes and cultural norms. Castilla and Benard (2010) highlights how unconscious biases contribute to the underrepresentation of women in leadership positions. These biases can influence decision-making processes, such as hiring and promotions, and may not align with objective criteria or organizational best interests.

Unconscious bias may favour one gender over the other while making recruiting decisions. Even when resumes and qualifications are equal, research by Correll (2004) demonstrates that assessors frequently rank male candidates as more competent and employable. Unconscious bias can influence how people are viewed and chosen for higher-level positions throughout the promotion process. The "think manager-think male" stereotype, which holds that males are better suited for leadership positions, is discussed in a study by Heilman (1980). Women may be disadvantaged by this preconception while applying for promotions.

Concept of Gender-neutral Recruitment and the Importance of Fair and Transparent Selection Processes

The use of gender-neutral hiring practises has gained popularity as a way to guarantee objective candidate evaluation. Gaucher et al. (2011) shows that by removing potentially identifiable information, blind resume checks significantly eliminate gender bias. Similar to this, research by Moss-Racusin et al. (2012) indicates that diverse interview panels support more fair assessments and judgements.

Giving candidates equal opportunity is related to ensuring transparency in the selection process. Milkman et al. (2015) emphasises the significance of precise job descriptions and impartial communication throughout the hiring process. A study by Krieger et al. (2016) emphasizes the positive impact of feedback on candidates, promoting fairness and perceiving as due process.  

By implementing these strategies, HRM can actively combat gender bias in the travel and tourism sector, by building an organisational culture where diversity is embraced, and opportunities are accessible. 

Equal Opportunities for Career Development

Human Resource Management (HRM) can promote equal opportunities through mentorship, sponsorship programs, and training initiatives to empower women in the workplace.

Open Performance Review Systems:

By introducing open performance review systems and distinct criteria for progression, HRM can guarantee that all employees have equal opportunity for career advancement.  Konrad et al. (2000) highlights the value of fair performance rating procedures that take into account both actual accomplishments and potential, hence minimising gender bias in evaluations.

Mentorship and sponsorship programs:

Mentorship and sponsorship programs can help levelling the playing field for women in the tourist sector. Through mentoring programmes, women are matched with seasoned professionals who may offer direction and assistance on their professional development. Both mentoring and sponsorship programmes may assist women in establishing connections with key decision-makers, learning about new possibilities, and acquiring the abilities necessary to be successful in leadership positions.

Training and skill development programmes:

By providing training and skill development programmes, HRM may empower women in roles that have historically been dominated by males. Training interventions, according to Eagly and Karau (2002), can lessen gender-based stereotypes and increase women's confidence in demanding roles. According to Ladge et al. (2018), giving women access to technical training and leadership development can help them succeed in their jobs. Maelge (2023) states that Sri Lankan young women are already challenging stereotypes and social stigmas by joining the tourism workforce and entering male-dominated spaces like kitchens, earning formal qualifications as bartenders and cooks.

Creating a Supportive Work Environment

Inclusive HRM practices support, respect, work-life balance, and flexible arrangements for women. Forward-thinking organizations in the tourism sector are reaping the benefits of family-friendly policies, which include parental leave, remote work options, and childcare assistance.

Hilton: Great Place To Work Institute (2023) has ranked Hilton 3^rd for Best Workplaces for Parents in 2022. Hilton offers generous parental leave, including 12 weeks for new mothers and four weeks for dads and adoptive parents. In 2020, Hilton partnered with Milk Stork for free breastfeeding storage during work travel (Pahr, 2022).

Marriott International: is named One of the 100 Best Companies for Working Mothers. Marriott developed work-life initiatives in 1990 to help associates pursue careers while maintaining families. The firm pioneered programs for lower-income workers, including financial support, flexible work schedules, childcare discounts, education, training, and referral services (Marriott, 2002).

Jetwing Hotels: In Sri Lanka, it was the first hotel chain to appoint a number of women as General Managers. All of them had joined at entry-level roles such as trainee receptionists and guest relations officers and moved to leadership roles. Jetwing Youth Development (JYD) program reaches parents, who may not understand their daughters' career in hotels. Parents are invited to visit multiple hotels to witness the operations and back-of-the-house activities, attracting young women to the industry. According to Jetwing, this has proven to be a successful mechanism to interest young women (Maelge, 2023).

According to research by Kossek et al. (2014), flexible work arrangements have a favourable effect on gender equality, well-being, and job satisfaction. Both men and women can benefit from flexible rules that serve to lessen the tension between work and home responsibilities.

Conclusion

Gender equality in the tourism sector is crucial for promoting inclusivity and recognizing diverse identities, needs, and perspectives. The industry's dynamic nature offers a platform to challenge traditional gender norms and create workplaces reflecting society's true diversity. Addressing the gender gap requires comprehensive HRM strategies, including addressing unconscious bias, introducing gender-neutral hiring practices, and transparent selection procedures. Encouraging professional development options and fostering a culture of respect and inclusion at work is essential. In the long run, gender equality in the tourist sector must become a strategic objective, with employers promoting workplaces that appreciate diversity and enable all employees, regardless of gender, to succeed through inclusive HRM practices.

 

List of References:

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Ladge, J. J., Thomas, D. A., & Ely, R. J. (2018). Class matters: Cross-class encounters and the career choices of executive women. Academy of Management Review, 43(3), 550-576.

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