Cultural influences on recruitment : a comparative study of four-star hotels in Sydney and Singapore

Abstract

This thesis profiles how culture influences the employment of frontline staff in 4-star hotels in two multicultural but culturally divergent cities: Sydney and Singapore. Conceptual and theoretical frameworks used to interrogate the data are drawn from organisational and leadership disciplines, and refer to the work of Shalom Schwartz, Geert Hofstede and Project GLOBE (Global Leadership and Organisational Behaviour Effectiveness) instigated by Robert House et al. (2004). Concepts examined include the range of national value dimensions and Schwartz's revised theory of basic human values to inform the investigation. This study analyses the cultural distance of not only the two cities but also that of various stakeholders involved in the recruitment process and the business of hotels, which constitute a major core of the hospitality and tourism industry. Recent studies indicate that hotels have a characteristic culture of their own and when overlaid with national, cultural and ethnic identity among staff recruitment approaches there is a proclivity to hire young, aesthetically pleasing frontline staff. However, research on cultural aspects and a deeper understanding of the impact of "hotel culture" was limited, leading to the primary research question in this thesis - "How does culture and values, embedded at country, organisational, occupational and individual levels influence practices for recruitment of entry-level frontline staff in 4- star hotels in Sydney and Singapore?". This thesis concludes that from a methodological standpoint, the study demonstrated that culture and employment were instrumental in the metaphorical actor-audience interactive setting. Culture at various levels either directly or indirectly influenced recruitment of young, aesthetically pleasing frontline staff. Country-level cultural dimensions and personal motivational values also played an important role during the recruitment process. While there was considerable rhetoric extolling the benefits of mature staff, this was not very observable on the frontline. One recommendation is that older employees be offered a more flexible roster to lure a mature workforce that would benefit the business. While it is important to employ frontline staff who represent the hotel brand and fit into the organisation, national and organisational culture are intricately linked and are reflected in most aspects of the recruitment process.

Date of Award	2022
Original language	English