An investigation to analyse the impact of culture diversity on staff at Leon Restaurants
$5.99
Kindly ADD to CART and Purchase an Editable Word Document at $5.99 Only.
An investigation to analyse the impact of culture diversity on staff at Leon Restaurants
The Fast Food Industry is one of the markets divisions that keeps on performing great despite any Brexit related monetary downturn we may confront (MCA, 2019); in this article we investigate how fast food organizations can quicken their development by taking a gander at instances of organizations that have exploited patterns to push inexpensive food benefit throughout a healthier path. Is of common knowledge that companies like Deliveroo. Just eat and Uber eats, announced a 168% expansion in the quantity of veggie lover restaurants on They’re platforms over the previous year while orders quadrupled more than two years (service, 2019) .Therefore according to Office of National statistics a UK family spends in average for take away meals the amount of £265 regarding 2018 (Gov.Uk, 2018).
The development of veggie lover and vegan nourishment has been well in progress for a couple of years now, from grocery stores to takeaways, choices are accessible all over the place. Development is proceeding to quicken, and supply is starting to coordinate the expanded interest from vegan and vegetarians’ restaurants such as Leon. This company has a massive culture diversity, Diversity is a something we interact with in our everyday lives and we look for decent variety since we as people have various tastes, inclinations, thoughts, and dreams. It is from this decent variety that our entire world is moulded and made. All organizations exist since we as people are looking for new and exceptional encounters. This decent variety is the thing that makes our reality a delightful spot. Basically, assorted variety comes down to interest – it is the absolute opposite of curiosity. Nonetheless, diversity likewise serves a specific work in staff performance in a company.
The research project was to investigate and analyse the impact positive and negative of cultural diversity on staff performance and productivity at Leon restaurants, based on external data, the contents were collected from articles, reports, books, statics sites and the company website.
Cultural diversity in the work environment has developed as a pattern over the progression of time with the expansion of globalization on the planet (Martin, 2014). One constructive outcome is that workers having a place with various societies as a rule have various perspectives and would thus be able to dissect a matter within reach from an assortment of viewpoints. This is difficult to accomplish when representatives having a place with a similar culture are approached to break down a similar issue.
Throughout the year’s culture diversity and acceptance as become more and more of a positive path for all the business in the world, a lot of study material can be found regarding this issue, can implicate for sure the growth of any business. The collection of data for this research was acquire during the author path in restaurants and retail industry, together with the studying years in University .The aim of this researcher is to find Methods to identify the issues and find the right path to addresses or improve the outcome. Culture diversity is a trend subject for the pass year a very sensitive and complicated, therefore by writing and demonstrating the knowledge acquired and at the same time creating awareness was the most valuable process.
A beneficial outcome of cultural diversity in the work environment is that representatives having a place with various societies normally have various perspectives and would thus be able to break down a matter within reach from an assortment of points of view. This is difficult to accomplish when workers having a place with a similar culture are approached to break down a similar issue. Workers originating from various societies have various encounters, which can be useful by giving the association a sound and immense information base. Another beneficial outcome of culture diversity in the working environment is the expanded inclination of hierarchical staff to beat culture stun as the business extends in different nations and gets universal. This is a significant advantage gotten from social decent variety of the workers because numerous advanced organisations have worldwide development on their corporate motivation. With venture into different nations comes a scope of obstructions including, yet not constrained to, gathering data about neighbourhood traditions and laws in the outside nation, surveying risk, and structuring systems to conquer those dangers. At the point when an association has a socially differing workforce, it can utilize the data and information on the individual specialists to accomplish these targets and defeat the previously mentioned snags. The impacts of cultural diversity in the working environment can be both positive and negative. Some negative impacts incorporate dysfunctional conflicts, lost productivity, and trouble to accomplish agreement in group settings. Beneficial outcomes incorporate a solid information base made by an assortment of social encounters, an in-house asset of social coaches and witnesses, and a more noteworthy propensity to extend the business in foreign cultures. Generally, the impacts of cultural diversity in the work environment rely on how well they are being managed by the management team. With appropriate vital arranging, top administration can improve the beneficial outcomes and decrease the negative impacts of social assorted variety in the work environment (Martin, 2014).
The Leon Group arrangement regarding workers condition is to counsel and talk about issues with the representatives that may have impact in the everyday wellbeing. The organization does this by occasional online polls, our by family check – in and they generally follow up on the issues which are raised, therefore the organization keeps the family (employees) educated with reports, bulletins and through group gatherings which look to accomplish a typical attention to money related monetary and different components affecting the performance (Vincent, 2018).
The substantial aim of the research is to recognize the impact of cultural diversity in the workplace regarding staff performance in Leon restaurants, a closer look at the Organization principal an aims when it comes managing different cultures, how they support the employees and nevertheless if they feel supported. However, this research consideration of the negative influence of different cultures in the workplace was the best approach and taking in consideration. Therefore, with the fast food industry growing towards a healthy line, this research supports a clear view of positive and negative impact of staff performance, the effect on the employees and the connection between this issue that influence a company positive development.
The principal aim of this research is to investigate and analyse the impact of culture diversity on staff performance at Leon restaurants, however to understand this issue better we need positive and negative concerns, also the company policy and measures to filter the staff performance was approached ,although no comparison to other companies was considered. This research was based on the following objectives:
. Recognize a diverse culture in the workplace
. Demonstrate the growth of healthy fast food industry
. Analyse the chosen company regarding culture diversity Theories
. Investigate the actions taken to achieve a good environment in the workplace
. Consider and propose a plan with recommendations
The principal question is: How cultural diversity affects a company staff performance?
However, that is not the only question following we have:
How is the fast food industry doing in the market?
How Leon restaurants deal with cultural diversity?
What does the outcome of the policy Leon apply in the workplace?
What are the results and benefits of a culturally diverse workplace?
How cultural diversity can negatively influence a business organization?
The literature review highlights the importance of culture diversity a very debatable subject nowadays especially in the UK, where people from all over the world come with the purpose of a better life. The literature review is following the research question, by providing detailed answers needed for this research.
2.1 LEON Restaurants and Cultural Diversity
Fast food restaurants, otherwise called quick service restaurants (QSR), are a worthwhile portion of the food service industry. As indicated by announced figures on the eating out market, the UK inexpensive food showcase was worth just about 15 billion British pounds in 2018. It contended with bars and bars, which are currently the most mainstream eating out choice for Brits, more so than customary fast food places. Branded restaurants of fast food made up a 8.9 percent portion of eating out showcase esteem in 2017 contrasted with 25 percent for pubs and bars (Luty, 2019). However fast food brands created the biggest portion of market esteem, independent outlets nearly coordinated the estimation of customary fast food restaurants. The UK was home to more than 26 thousand autonomous drive-through restaurants remembering takeaways for 2018, a large portion of some other drive-through joint outlet type, building up their place available in the market. The UK takeaway advertise has customarily been a significant fragment and has as of late gotten a lift on account of advancements in online food delivery companies that appear recently in the market.
The organisation employs 1000th team members, opened its 63rd restaurant and is likewise now working in the USA and other countries around the world. Leon tend to treat all team as a big family, each restaurant as the respective family, where the shifty (supervisors) are uncles and aunties; the assistant managers are brothers and sister and deputy manager and general manager are Mum and Dad. This structure creates a comfort to the team members a sense of trust together with a friendly shoulder around at work. However the payment is what drives employees ,support is also important, regarding the payment the median gender gap is Leon restaurants is 0% comparing with the average in UK 3% in this sector, operating with 67% male team members and 33% female, Leon overall workplace is made up by 53% female job roles. The policy of the group is favourable regarding the hire of disable persons give equal opportunities, arrangement are made ,wherever there is a possibility, assistant and support are provide with extra courses needed for a better career plan (Vicent, 2018).
In the business world, nonetheless, “a dream of flawlessness” signifies pleased clients as well as Happy workers. Despite the fact that worker Happiness, commitment and strengthening are not synonymous, the ideas driving these three terms are emphatically identified with one another. Basically, just an engaged employee feels cheerful at work. At the point when gotten some information about representative bliss, commitment, and strengthening. On the off chance that you likewise concur with this announcement, it’s basic to realise that worker commitment and strengthening go past their own bliss. As indicated by specialists, they can influence each part of your business, independent of the business area in which it works. Now for the real reason Leon as a guru title wen regarding cultural diversity, Respectively LEON Restaurants acquire a strategic parent friendly recruitment policy which means their HR story is a perfect people fit with our own place in our own story.
Because of the strategy Leon apply with respect to cultural diversity, the representatives will feel more, endeavour to work all the more proficiently and diminish waste; be additionally ready to share data, points of view, and thoughts with their associates; recognize issues and recommend arrangements, which may turn into a matter of individual pride; get progressively associated with conveying client assistance greatness. Consider that as it gives Leon restaurants, more significant than all these is to leave the association on a social unrest with another reason: a more humanised methodology (Displaymode, 2017). One negative impact of cultural diversity in the working environment is the expanded tendency to conflicts and disagreements, work force can indulge in interpersonal conflicts, culturally diverse workers have various feelings, contemplation, convictions, standards, traditions, qualities, patterns, and customs. An appropriated culture diversity strategy should be in place, therefore the most common and desirable is the synergy strategy, which is acquired through placing value in other cultures without giving up self-culture (Martin, 2014).
2.2 Results and Benefits of a Culturally Diverse Workplace
Cultural diversity enables an increase in employee engagement (Al-Jenaibi, 2011). The best way to learn about another culture is from friends or colleagues from different backgrounds. Employees who exchange different ideas build a trusting relationship among themselves. This is an excellent thing for the company as well since these employees motivate each other due to better and more improved engagement.
Cultural diversity provides organizations with an essential edge, especially when expanding to new areas (Białostocka, 2010). When an organization expands to a culturally diverse area, it gains a good reputation in the community. This gives faith to community members towards the company, thus improving customer relations. Products and services require adaptation for them to do well in overseas markets. A culturally diverse workforce can easily understand customs, regulations, and local laws, which gives the company a competitive landscape, thus enabling a business to thrive (Armache, 2012). In addition to this, native language skills and local connections boost the development of international business exponentially. More competition means more profitability. According to research, more ethnically diverse organizations show more financial returns higher than the industrial average.
Cultural diversity in the workplace brings about cross-cultural understanding and more knowledge of local markets. This provides the organization with a line of more productive and effective marketing strategies. Market insights and specific knowledge of the market are invaluable in terms of design and imagery. What might work in a specific culture may not work in another if the same tactics are used (Kamal and Ferdousi, 2009). Therefore, the risk of making a marketing mistake, which can result in irreparable damage to the company or the brand, can be mitigated by having a local marketing survey and employing a diverse workforce.
A culturally diverse workplace inspires creativity, which results in the generation of problem-solving ideas, thus enhancing innovation. Culture influences the way human beings see the world. Various viewpoints and different professional and personal experiences offer teams perspectives that inspire workplace individuals’ views on the workplace and the world in a different way (Białostocka, 2010). With various diverse minds working together, more solutions and ideas are produced. Better decisions are made since the employees are inspired to perform and work to the best of their abilities (Białostocka, 2010). Multiple voices lead to out-of-the-box thinking, and this gives the employees a platform to exchange ideas and reap the benefits of cultural diversity, such as increased productivity.
A culturally diverse workforce is rich in skills, which allow an organization to offer a broader range of products and services. The organization draws from culturally diverse talent, enabling it to hire professionals with more skills that may not be readily available when hiring local employees (Alexander, Havercome and Mujtaba, 2015). Organizations that are globally oriented can become more marketable by adding their service range, which is made possible through leveraged experiences and skills that their international workers present on the platform. Diversity in the workplace also enables other workers to add to their skills and offer services that enable a company to have a better advantage in terms of adaptability. Adaptable and nimble companies with a culturally diverse workplace have a better chance of thriving than their counterparts (Armache, 2012). Diverse workers have different skills that enable them to identify gaps or profitability spots in the market quickly.
Working with various cultures can be an enriching experience since an individual can work with other talented, globally-minded, and ambitious professionals. They are ready to accept professional and personal growth. A different set of workers become professionally rich in terms of culture, and this exposes all employees to new skills and work approaches as well as developing international networks which can market the company and give professional, new and exciting career directions, locally and abroad (Meares, Oetzel, Torres, Derkacs, and Ginossar, 2004).
2.3 How Cultural Diversity Can Negatively Influence a Business Organization
Diversity among colleagues can lead to different understandings in professional etiquette, which can cause different behaviors, values, etiquette, and attitudes in an organization (Cottrill, Lopez & Hoffman, 2014). These ill feelings interrupt the standard workflow within a business, and this affects productivity. Organizational hierarchy and the expectations of formality as well as working hours can also be a source of conflict among people of various cultures who, for instance, may feel that they should only work for 6 hours a day when a company demands 8 hours (Saxena, 2014). Therefore, cultural diversity results in different approaches among employees, which affect the business since some goals, may not be achieved as expected.
A business with culturally diverse employees may have difficulties communicating professionally since the information can be challenging to understand and can be misinterpreted in different languages. Although some business has quality translations, there is also a risk of losing information when translating to multicultural colleagues. Even in offices or businesses where all individuals speak the same language but are culturally diverse, there may be difficulties in comprehending various accents or understanding the idioms of a native speaker. Conducting business effectively comes down to more than just spoken words, especially when dealing with cross-cultural employees (Agrawal, 2012). Non-verbal communication is also essential, and it is an essential part of cultural interaction, which can be misunderstood or taken for an offense depending on how a community partakes it. Therefore, this leads to misunderstandings in business, making it deteriorate in terms of personal and customer relations. Factors that are crucial to conducting business effectively may differ, such as gesturing and maintaining eye contact. Other simple things, such as handshakes or greetings, may have cultural implications that may affect the working and business environment (Chrobot-Mason, Ruderman and Nishii, 2014).
Employees from some cultures may feel inferior, and therefore, they find it challenging to make their voices heard. Therefore, a business must create an inclusive and open workplace environment, which enables all the team members to feel appreciated, thus giving them the power to contribute since various opinions from employees matter in business (Fatima Oliveira, 2013). Bias decisions or bad decisions may be made if members of a particular culture dominate the business environment.
Cultural diversity may promote negative cultural stereotypes, and the integration of these cultures in business can lead to prejudice (Patrick and Kumar, 2012). A business must prosper through the contribution of all its employees as well as the members of society. Therefore, it is vital to foster integration among colleagues from different nations to prevent them from isolating themselves, thus limiting knowledge transfer, crucial to the success of a business (Saxena, 2014).
The above literature review shows the conclusions by different researchers in regard to the capability of cultural diversity impacting different organisations employees’ performance and productivity. However, there is no research which has been conducted to examine the impact that cultural diversity has on the employees at Leon Restaurants. Therefore, the present study sought to examine how cultural diversity influences the staff at Leon Restaurants with an aim of determining both negatives and positives on this particular issue. Through the findings of the study conducted using secondary data analysis, the researcher has made recommendations that can be considered by Leon Restaurants to improve their cultural diversity strategies and techniques for purposes of enhancing employee’s performance and productivity. The next chapter provides for the methodology adopted in the study. Secondary data analysis has been described, the approaches selected as well as the ethical consideration the researcher adhered to when collecting data from the secondary sources.
An investigation and analysis was the content of this research project, based on the cultural diversity subject where the dissertation topic is lend on. Secondary data was part of this research due to the availability online, books and journals, with major relevance for the subject. However, the primary data was not be of used in this research, the value of the data is accurate, the author of this research work in Leon, making the access faster and reliable at the same time. Theories were considered in this research such as positivism and realism philosophies in order to understand the issue in a more detailed way, secondary data was the collected for this research.
Secondary data is the research data that is already gathered by other researchers (Vartanian, 2010). Secondary data is collected using primary sources and is made available for other researchers to use. The data is cheap and can be obtained quickly compared to primary data (Rahman, 2017). Researchers use secondary data to expand the sampling size. Moreover, it also effective for quick studies as it is easier to work with an obtainable resource. Secondary data is efficient for vast studies and projects involving multiple research groups. The division of labor in secondary data helps to save more time, and this allows the main researcher to focus more on the crucial areas of interest.
Sources of secondary data include: Books, which are among the traditional methods of data collection (Ellram & Tate, 2016). Published sources, which include a variety of multiple research topics. The authenticity of data collected from published sources depends mostly on the publishing company and the writer. Journals are also crucial sources of secondary data as they are more specific and are up-to-date with new publications on a regular basis. Another source of secondary data is the newspapers, which are reliable, thereby making them the most authentic secondary data sources. Websites have unregulated information and can, therefore, not be trusted compared to other sources of secondary data. However, some of them only share authentic data that can be used by researchers in their study. Diaries and blogs are also common online sources for collecting secondary data. The internet is the most preferred destination for research since the platforms give ready opinions on various topics (Ellram & Tate, 2016). Another increasingly common source of secondary data is the podcast, which is getting more popular as technology continues to expand. Podcasts are likened to online radio stations, which share crucial information to the researchers who can use this as a source of information.
3.3 Advantages of Secondary Data
Secondary data is readily available and is, therefore, easy to access (Windle, 2010). Secondary data can be found using a mobile phone by researching the internet or accessing library materials through a website. Individuals who would like to access secondary sources of data but lack the internet can also do so through print. The data is readily available in book stores and libraries and can always be borrowed from other individuals.
Secondary data is inexpensive, meaning that it requires a little amount of money or is sometimes free for access. Magazines, journals, and books can be downloaded from the internet for free. The books can also be borrowed from public libraries.
Secondary data is important for the generation of new insights. New things are innovated when re-evaluating data using another person’s point of view (Vartanian, 2010). A secondary data collector may unveil things that were not discovered in the past by the primary data collector.
Collecting secondary data saves more time compared to collecting primary data (Rahman, 2017). The only research needed when dealing with secondary data is determining the sourcing process for essential data sources. Therefore, this would cut the time needed for an investigation and would also save time for the researcher.
Secondary data makes it easier for the researcher to undertake comparative and longitudinal studies without having to wait for a long time in order to draw conclusions (Jensen, Poulfelt & Kraus, 2010). This is essential in general research, especially when comparing the census of various countries. Secondary data may also be important when answering a research question. In some cases, secondary data is collected to prepare the stage for primary research, and sometimes, a researcher can find exact information when doing so, and this eliminates the importance of proceeding with primary research.
There is numerous questions to be made regarding cultural diversity ,but the main one is about the impact in a company like Leon ,a new concept of healthy food with a considered number of employees , we can recognise that a good management of a company , the adjustment to the primary policies , reviews of approaches throughout the years the considerations for your pars in the workplace , is the key to successes in a world of unique individual persons. During this research the author showed from a management perspective how to structure cultural diversity whiting the company, however every member of management is also an employee of the company and can make a personal statement about the environment considering the own culture.
This research is a comparison between companies, is an internal analyse and an investigation inside Leon restaurants, by applying the theories the aim is that the subject is more clarified, although the Leon policy seems to work is not a must do to others ,the data collected as small amount of viability considering the development of this industries and the global growth of Leon (Vicent, 2018). Leon restaurants all qualified with almost four stars in Leon restaurant employees reviews , a collection of data made by a job website named Indeed, with very good reviews regarding 4.3 out of 5 work environment and life balance , 4 out of 5 in cultural diversity and management approach (Indeed, 2019) .
3.6 Ethical Research and Data Access
Although network based participatory research shares a large number of the fundamental beliefs of wellbeing training and related fields, the outside specialist grasping this way to deal with request every now and again is faced with prickly moral difficulties (Minkler, 2004). Considering that primary data was not used in this study, the author was not obliged to request consent for the data collected, considered norms and respecting ethical issues, the data is accurate a work paralleled with the research. However, the researcher ensured that all the sources used in the analysis are referenced and cited. It is important when conducting a secondary study to acknowledge the authors of the sources used. This is a vital aspect of ensuring that one does not plagiarise the work of others.
To determine the impact of cultural diversity on the performance of staff members at Leon Restaurants, it was critical to examine the different theories which influences cultural diversity. The impact of cultural diversity is different from organisation to another. What this means is that cultural diversity impact (positive or negative) can be explained by theories of cultural diversity. Some of the theories explain reasons cultural diversity can have a negative impact on the organisation while other theories provide the rationale of a positive impact. For Leon Restaurants, these theories shows that the organisation have numerous options that lead to different outcomes in relation to cultural diversity. Secondary data analysis below shows that the management of Leon Restaurants can opt for different theories depending on the one they believe could have the most positive impact to the performance and productivity of their employees.
4.1 Theories of Cultural Diversity
Cultural diversity refers to the existence of various cultures in a community that shares different characteristics, including language, religion, ideologies, ethnicity, disability, and sexual orientation, among others (Banks, 2015). Among the theories described below from which Leon Restaurants can borrow from include the social identity theory, social cognitive theory, Schema Theory, Cognitive Diversity Hypothesis and Justification-Suppression Model. Each of these theories explain the different aspects of cultural diversity and Leon Restaurants can adopt the one which after assessment they believe resonates with their business operations. They should consider the needs of the employees as well as the consumers that they serve as well as the environment where they conduct their business.
The social identity theory is a theory which explains the negative outcomes brought about by diversity (Hogg, van Knippenberg and Rast III, 2012). The theory has the intuition that when individuals first come into contact with others, they are categorized to belong to a certain in-group (belonging to a group of similar individuals) or out-group (not having similarities as the others) (Hogg, 2016). The theory suggests that certain members tend to see others as heterogeneous in-groups and others as homogeneous (out-group). According to research, such a perspective occurs due to the breath of interactions that we have with individuals coming from our in-group rather than those in the out-group. The theory further suggests that in some cases, members of the minority fail to favor their group members. When this type of favouritism occurs in in-groups, the majority-group is given all the priorities, such as getting hired, rewarded, and promoted at the expense of the other group (Ellemers & Haslam, 2011).
The social cognitive theory explains how diversity can affect the outcome of a group or organization. The theory suggests that when presented with large amounts of data, individuals tend to use categorization in order to cope and simplify the information (Bandura, 2014). The theory further indicates that the categories enable us to compartmentalize data more easily and quickly. Moreover, the theory suggests that people are mostly classified using visible features such as age, sex, and race (Schunk, 2012). Therefore, when people see an individual of a particular race, certain beliefs of that race are activated. Even without knowing the facial appearance of a person, he or she is subjected to this categorization. Stereotypes are also placed under this category since they are the basis for discrimination and prejudice.
4.1.3 Cognitive Diversity Hypothesis
Various researches have their views on the connection between performance and diversity (Wang, Kim and Lee, 2016). Some say that diversity is not connected to group performance at all while others show that a relationship exists. Most researchers have the opinion that physical diversity features such as age and race, which are also referred to as bio-demographic diversity, have a positive influence on a team’s performance since the team members contribute their cognitive attributes with regards to past experiences from their demographic background. Homogenous groups may do better than culturally diverse groups, although as time goes by, the diverse groups get more comprehensive approaches and ideas when solving issues (Liao and Long, 2016).
The schema theory shows how people encode data about other people with reference to their demographic features. The experience of an individual is stored in interrelationships and patterns which create schemas used to assess other people or oneself (Xie, 2017). The categories created after evaluating other people, objects, or events are then used to assess others who are encountered presently, and decisions are made through interaction. The schema theory points out that employees develop schemas that describe co-workers based on gender and race, among other traits. Employees also form schemas on leadership, work climates, and organizational policies. Schemas can be negative or positive, and this affects the behaviours and attitudes that employees have to one another in different ways.
4.1.5 Justification-Suppression Model
The model mentioned above explains the scenarios in which individuals act on their prejudices. The theory suggests that every individual has a particular prejudice and that they learn it from an early stage, and therefore, it becomes difficult to part from when growing up (Hogg et al., 2012). Moreover, the justification-suppression model suggests that most individuals tend to show their prejudices through outward manifestations. Nonetheless, such suppression comes from internal factors, which include personal beliefs, compassion, and empathy. Suppression also originates from society pressures, although in most cases, prejudice display is not socially acceptable (Velte, 2013). Research indicates that most people who act in prejudice mostly do so when they are emotionally or physically tired, and they can only do this and remain anonymous. They also behave this way when social norms are weak. The theory suggests that prejudiced individuals will always look for reasons to justify their actions, which they say is triggered by prejudiced beliefs.
4.2 Characteristics of a Good Cultural Diverse Workplace
Having detailed the different theories related to cultural diversity that Leon Restaurants can opt to adopt, it was critical to do research and analyse the different characteristics of a good cultural diverse workplace. According to the secondary data available, Leon Restaurants should ensure that it has put in place strategies and techniques that allow these characteristics to exist in their various workplaces. For instance, it is important to ensure that the employed workers have differing thought styles and personalities as well as providing the necessary resources required in having all workers educated and trained. This means provision of financial resources to offer employees with further educational opportunities as well as organising training programs and seminars that members of staff can attend. These and other characteristics are vital in promotion of a good cultural diverse workplace which leads to enhancement of the staff performance and productivity. When employees have more skills and knowledge, they are more equipped to conduct their roles passionately with minimal supervision. Importantly, considering Leon Restaurants is in the hospitality industry where satisfaction of consumers is critical for purposes of having them become loyal, satisfaction of employees plays a key role of ensuring that customers are satisfied with provision of efficient and quality customer service.
4.2.1 Variety of Thought-Styles and Personalities
A good culturally diverse workplace has individuals with varieties of thought-styles and personalities which are important in transforming stressful situations into opportunities for more creativity (Saxena, 2014). It is important for a diverse workplace such as Leon Restaurants to hire individuals for culture additions as it helps to reduce any forms of conflict among workers. When hiring employees, it is not possible to know their personalities since they vary from person to person (Laroche, 2012). This is why some companies ask their employees to complete personality tests in order to organize a team with diverse personalities who combine to bring out the best thoughts and ideas. Personality tests enable a workplace to have the best collection of individuals who have the capability to point out strengths, weaknesses, and gaps in the organizational culture (Wambui, Wangombe, Muthura, Kamau & Jackson, 2013). Leon should make it their culture when hiring to understand and balance personalities in such a manner that offers an opportunity to build an organisational culture that is not conflicting.
Education is an important aspect of a culturally diverse workplace. Education varies by location and national laws, among other factors, and this means that different individuals have different levels of education and knowledge as well (Ang, Rockstuhl & Tan, 2015). An individual with adequate education will barely result in conflict due to petty issues and will instead find a way to come up with a solution. Moreover, a culturally diverse workplace with educated individuals will work together towards achieving a common goal and will hardly find hardships that come with diversity. However, this depends on the company, and in some cases, removing the educational standards will allow an organization to get more culturally diverse employees.
Culturally diverse workplaces embrace the addition of diversity and sensitivity training to enhance the education of all employees about various cultural differences in order to enable them appreciate and understand each other. Sensitivity training in the workplace is important as it teaches employees how to communicate and act in a corporate environment (Begeç, 2013). Some of the important topics which are covered in sensitivity training include the usage of appropriate terminology to avoid conflicts, improved communication skills, proper etiquette, how to eliminate sexual harassment and anti-bullying management styles. Leon Restaurants should note that such trainings helps to minimize conflicts among individuals, and it also organizes and manages a working organisational culture among employees (Patrick & Kumar, 2012).
4.2.4 Equality and Accountability
A good, culturally diverse workplace campaigns for equality and accountability (Begeç, 2013). When the employer evaluates employees based on their performance and personality rather than race and other prejudicial factors, this demonstrates the aspect of equality, and it motivates every employee in the workplace to work harder. When an employee from a diverse culture background is given access to succeed in senior organizational positions in the workplace, the move is not only noticed from the inside by other employees but also from the outside by customers and potential shareholders thereby marketing the organization in the process (Hebl & Avery, 2012). Thus when Leon Restaurants would choose to offer such opportunities in a culturally diverse workplace increases the hunger to succeed, and more competition among workers is experienced since more communities will look forward to working with such a company since diversity is a prioritized focus.
Frequent communication from the seniors and the human resource department builds a workplace culture that everyone embraces. When getting hired, there is no employee who would wish to end up in a toxic workplace culture since negativity hinders progress and increases turnover in the workplace (Stronge, 2018). Maintaining a workplace culture takes dedication and time, considering that the payoff is enormous if all boxes are ticked. Therefore to ensure that this happens in a culturally diverse workplace, Leon Restaurants should ensure transparency between seniors and among the employees is achieved at all times (Alcázar, Fernández & Gardey, 2013). In some cases, there are employees who differ in language due to the different cultures, and in such cases, it is up to the management to ensure that these employees feel at home by updating them on company progress in a language they can understand. Leon Restaurants should be seen to act fairly for all staff members regardless of the workplace location. The image of any organisation is critical to operating a successful business. When reputation is damaged due to being opaque or not transparent in certain aspects, a business often starts declining. Leon should develop a culture of transparency amongst their staff members.
Ideologies are important aspects to consider when creating a good and diverse cultural workplace. Ideologies are the conceptions of a culture, group, or individual’s perception about certain aspects of life. Some individuals have religious, political, and economic ideologies that are driven by the geographic location, upbringing, education, and their family (Lisak & Erez, 2015). These ideologies are crucial in determining how employees engage with each other as they share opinions. There are ideologies that vastly differ, and this may make a conversation to end up in conflict after a heated debate. Therefore for an organisation such as Leon, it would be critical to control the nature of the ideologies of the members of staff. What this means is employing or hiring staff members who have almost the same ideology and vision when it comes to the organisation. Conflicting or extreme staff member’s ideologies can largely be a point of concern.
5.0 Analysis/Evaluation of Results/Findings
Having presented the different theories and characteristics of a culturally diverse workplace, the below section provides for an evaluation of the findings where there a linkage between the literature review and the results. The main question of this study was the impact that cultural diversity has on staff members at Leon Restaurant. How different employees are impacted determines the productivity and performance of the staff members. Below, some of the possible impacts that staff members undergo from a culturally diverse workplace have been explained.
Cultural diversity affects the performance and commitment of a company due to the differences in certain aspects such as secular, civic, and religious activities (Trenerry, Franklin & Paradies, 2012). Some cultures are profoundly devoted to religion, and therefore, these social networks weaken the ties that a workplace has towards achieving the set goals. The need to engage in religious deeds surpasses the need to complete a workplace objective since most individuals will prioritize cultural teachings to working for a foreign company (Bennett, Pitt & Price, 2012). Nonetheless, this results in poor performance of the company due to the disruption of working hours as well as the disruption of teams working towards achieving a certain goal (Mazur, 2010). This, in turn, makes the workplace to experience a high employee turnover from the highly religious culture.
When placed in a group to achieve a common goal, a culturally diverse workforce has a deep-level dissimilarity, which brings about negative perceptions due to the difference in language and accents (McMahon, 2010). A group with culturally diverse members may indulge in conflict with one another due to issues that are not work-related. For instance, a football conversation may come up, and two employees whose teams played may have furious disagreements due to the result of that game. In terms of arousing negativity in a diverse workforce, the reasons leading to disagreements can vary from serious to trivial, and this affects the organizational culture of a company. The interplay between the cultural, natural, and corporate language is critical to the workplace as well as the business practice (Peretz, Levi & Fried, 2015). The language used by a company’s decision-makers bounds and shapes up depending on how a company articulates its strategic options and focus. Therefore, drawing an argument from this aspect, language can significantly limit or facilitate the workplace’s performance. Language barriers due to the different cultures can be crucial factors that limit the decision-making ability of a workforce due to a lack of information about the target market. A customer can also be ignorant of non-native speakers if they dislike the culture or have a wrong perception about some issues in a particular culture. Therefore, a company needs to undertake the right strategies when dealing with a diverse culture in order to make the most out of it (Jyoti & Kour, 2015).
Cultural diversity enables an organisation to avoid culture shock as the company expands internationally. Most modern organisations have the global expansion idea on their main agendas, and therefore, having a diverse culture is crucial (Podsiadlowski, Gröschke, Kogler, Springer & Van Der Zee, 2013). A culturally diverse workforce saves research time for the organization about the laws and local customs in foreign nations since employees can effectively provide assessments on how to overcome potential risks and providing the best strategies for succeeding in the market. For instance, an American organization, with Indian employees, which wants to expand the business to India can get information about the provincial and federal laws that are essential to business in India as well as gathering information on the applicable tax regulations and the insurances needed.
5.4 Impact on Personal Development
Cultural diversity enables the workforce to shift their attention from the brick-and-mortar office into the online market. Moreover, diversity comes with different ideas, strategic tactics, new designs, assessment of current and emerging trends, and the invention and launching of new products (Bezrukova, Jehn & Spell, 2012). Therefore, it is evident that individuals from different cultures with different skills enrich themselves with skills that are important for personal development as well as the development of a company as a whole.
Cultural diversity can negatively impact the workplace by increasing the tendency to which employees indulge in interpersonal disagreements and conflicts (Martin, 2014). Additionally, this happens due to the variations in customs, trends, thoughts, opinions, and norms. In a diverse workplace, cultural diversity only shows the obvious and visible characteristics of gender, age, disability, race, and ethnicity rather than the not-so-obvious dimensions, including politics, culture, and religion. Moreover, the invisible dimensions are the main creators of the individual identity, and they affect the workplace relationship negatively if used selfishly. The buried qualities in a diverse workplace offer the real essence of diversity in the relationships portrayed among employees (Chrobot-Mason, Ruderman & Nishii, 2014).
The effects of cultural diversity in the working environment can be both positive and negative. Some negative impacts incorporate broken clashes, lost efficiency, and trouble to accomplish concordance in bunch settings. Constructive outcomes incorporate a solid information base made by an assortment of social encounters, an in-house asset of social mentors and trainers, and a more noteworthy propensity to extend the business in foreign countries. Generally, the impacts of social decent variety in the work environment rely on how well they are being overseen by the hierarchical management. With legitimate vital arranging, top administration can improve the beneficial outcomes and diminish the negative impacts of cultural diversity in the working environment. Leon restaurants has a low staff turnover due to the parenting friendly policy, people feel welcome and supported, however there is a substantial number of mediations done inside the company to avoid the dysfunctional conflicts created due to the diversity of cultures.
Following the examination of the impact that cultural diversity has on the employees at Leon Restaurants and revelations that the effects are both negative and positive, a number of recommendations have been provided for that the organisation can consider. The first recommendation is that Leon Restaurants should develop a training and development program on cultural diversity and have all their employees enrolled. It would be critical for the organisation to ensure all staff members understand the impact that culture has on them and their performance. Further, another training program or seminar should be organised regularly to have employees skills improved. Ensuring employees understand the need for cultural diversity allows for business thriving and success locally and abroad. Secondly, when hiring, Leon Restaurants should balance the abilities such as thinking capabilities of their employees. It would be unwise to have individuals with very extreme ideologies employed in the same workplace. The result of such a move would be unending conflicts between the workers. Making decisions would become a challenge for the management which would mean achievement of the set deadlines and objectives would be difficult. Conflicts in the organisation leads to poor performance as the productivity among the workers reduces to low levels. Thirdly, it is recommended that Leon Restaurants should develop a policy and guideline in matters cultural diversity. Having such as policy allows members of staff to understand things such as languages to speak when in the workplace, and topics to avoid in the workplace such as religion or politics. Policies and guidelines on cultural diversity allows Leon Restaurants to build an accommodating culture that allows employees from different backgrounds and nationalities to fell at home always. The result of this is increased performance and productivity. An organisation that cares for culture gives staff member’s confidence to perform better as they are motivated when conducting their responsibilities. Importantly, satisfied members of staff leads to satisfied customers.
Agrawal, V. (2012). Managing the diversified team: challenges and strategies for improving performance. Team Performance Management: An International Journal. 18(1), 384-400.
Alcázar, F. M., Fernández, P. M. R., & Gardey, G. S. (2013). Workforce diversity in strategic human resource management models. Cross Cultural Management: An International Journal. 20(1) 39–49.
Alexander, V., Havercome, C., & Mujtaba, B. G. (2015). Effectively managing employees to get results in a diverse workplace such as American Express. Journal of Business Studies Quarterly, 7(1), 13.
Al-Jenaibi, B. (2011). The scope and impact of workplace diversity in the United Arab Emirates an initial study. Journal for Communication and Culture. 1(2), 49-81.
Ang, S., Rockstuhl, T., & Tan, M. L. (2015). Cultural intelligence and competencies. International encyclopedia of social and behavioral sciences, 2, 433-439.
Armache, J. (2012). Diversity in the Workplace: Benefits and Challenges. Journal of International Diversity, 2012(1), 59-75.
Bandura, A. (2014). Social cognitive theory of moral thought and action. In Handbook of moral behavior and development (pp. 69-128). Psychology Press.
Banks, J. A. (2015). Cultural diversity and education: Foundations, curriculum, and teaching. Routledge.
Begeç, S. (2013). Effective diversity management initiatives. International Review of Management and marketing, 3(2), 63.
Bennett, J., Pitt, M., & Price, S. (2012). Understanding the impact of generational issues in the workplace. Facilities. 30(7/8), 278-288.
Bezrukova, K., Jehn, K. A., & Spell, C. S. (2012). Reviewing diversity training: Where we have been and where we should go. Academy of Management Learning & Education, 11(2), 207-227.
Białostocka, P. (2010). Cultural Diversity in Organisational Theory and Practice. Journal of Intercultural Management. 2(2), 5-15.
Chrobot-Mason, D., Ruderman, M. N., & Nishii, L. H. (2014). Leadership in a diverse workplace. In D. V. Day (Ed.), Oxford library of psychology. The Oxford handbook of leadership and organizations (p. 683–708). Oxford University Press.
Cottrill, K., Lopez, P. D., & Hoffman, C. C. (2014). How authentic leadership and inclusion benefit organizations. Equality, Diversity and Inclusion: An International Journal, 33(3), 275-292.
Dickens, D. D., & Chavez, E. L. (2018). Navigating the workplace: The costs and benefits of shifting identities at work among early career US Black women. Sex Roles, 78(11-12), 760-774.
Displaymode. (2017, october). Two-key-business-success-factors-for-employee-engagement-and-empowerment. Retrieved from Displaymode: https://www.displaymode.co.uk/two-key-business-success-factors-for-employee-engagement-and-empowerment/
Ellemers, N., & Haslam, S. A. (2011). Social identity theory. Handbook of theories of social psychology, 2(2011), 379-98.
Fatima Oliveira, M. D. (2013). Multicultural environments and their challenges to crisis communication. The Journal of Business Communication (1973), 50(3), 253-277.
Gov.Uk. (2018, september 23). Office of National Statistics. Retrieved from ONS.Gov.UK: https://www.ons.gov.uk/peoplepopulationandcommunity/personalandhouseholdfinances/expenditure/bulletins/familyspendingintheuk/financialyearending2018
Hebl, M. R., & Avery, D. R. (2012). Diversity in organizations. Handbook of Psychology, Second Edition, 12.
Hogg, M. A. (2016). Social identity theory. In Understanding peace and conflict through social identity theory (pp. 3-17). Springer, Cham.
Hogg, M. A., van Knippenberg, D., & Rast III, D. E. (2012). The social identity theory of leadership: Theoretical origins, research findings, and conceptual developments. European Review of Social Psychology, 23(1), 258-304.
Indeed. (2019, January 5). Leon’s-Restaurant/reviews. Retrieved from Indeed: https://www.indeed.com/cmp/Leon’s-Restaurant/reviews
Johns, N., Teare, R., Devine, F., Baum, T., Hearns, N., & Devine, A. (2007). Managing cultural diversity: opportunities and challenges for Northern Ireland hoteliers. International Journal of Contemporary Hospitality Management. 31 (2012) 52–65.
Jyoti, J., & Kour, S. (2015). Assessing the cultural intelligence and task performance equation. Cross Cultural Management. 22(2): 236–58.
Kamal, Y. & Ferdousi, M. M. (2009). Managing Diversity at Workplace: A Case Study of hp. ASA University Review. 3(2), 157-170. 7. Moore, T. W. (n.d.). Individual Differences and Workplace Spirituality: The Homogenization of the Corporate Culture. Journal of Management and Marketing Research. pp. 79-93.
Laroche, L. (2012). Managing cultural diversity in technical professions. Routledge.
Liao, Z., & Long, S. (2016). Cognitive diversity, alertness, and team performance. Social Behavior and Personality: an international journal, 44(2), 209-220.
Lisak, A., & Erez, M. (2015). Leadership emergence in multicultural teams: The power of global characteristics. Journal of World Business, 50(1), 3-14.
Luty, J. (2019, August 9). fast-food-market-value-united-kingdom-uk-by-type/. Retrieved from Statista: https://www.statista.com/statistics/711976/fast-food-market-value-united-kingdom-uk-by-type/
Martin, G. C. (2014). The effects of cultural diversity in the workplace. Journal of Diversity Management (JDM), 9(2), 89-92.
Martin, G. C. (2014). The Effects of Cultural Diversity In The Workplace. Journal of diversity management, 89-92. Retrieved from https://clutejournals.com/index.php/JDM/article/view/8974
Mazur, B. (2010). Cultural diversity in organisational theory and practice. Journal of intercultural management, 2(2), 5-15.
MCA. (2019, September 20). Uk-restaurant-market-report-2019. Retrieved from MCA insight: https://www.mca-insight.com/market-reports/uk-restaurant-market-report-2019/597394.article
McMahon, A. M. (2010). Does workplace diversity matter? A survey of empirical studies on diversity and firm performance, 2000-09. Journal of Diversity Management (JDM), 5(2).
Meares, M. M., Oetzel, J. G., Torres, A., Derkacs, D., & Ginossar, T. (2004). Employee mistreatment and muted voices in the culturally diverse workplace. Journal of Applied Communication Research, 32(1), 4-27.
Minkler, M. (2004). Ethical Challenges for the “Outside” Researcher in Community-Based Participatory Research. Sage journal, 31. Retrieved from https://journals.sagepub.com/doi/abs/10.1177/1090198104269566
Patrick, H. A., & Kumar, V. R. (2012). Managing workplace diversity: Issues and challenges. Sage Open, 2(2), 2158244012444615.
Patrick, H. A., & Kumar, V. R. (2012). Managing workplace diversity: Issues and challenges. Sage Open, 2(2), 2158244012444615.
Peretz, H., Levi, A., & Fried, Y. (2015). Organizational diversity programs across cultures: effects on absenteeism, turnover, performance and innovation. The International Journal of Human Resource Management, 26(6), 875-903.
Podsiadlowski, A., Gröschke, D., Kogler, M., Springer, C., & Van Der Zee, K. (2013). Managing a culturally diverse workforce: Diversity perspectives in organizations. International Journal of Intercultural Relations, 37(2), 159-175.
Saxena, A. (2014). Workforce diversity: A key to improve productivity. Procedia Economics and Finance, 11(1), 76-85.
Saxena, A. (2014). Workforce diversity: A key to improve productivity. Procedia Economics and Finance, 11(1), 76-85.
Schunk, D. H., & Usher, E. L. (2012). Social cognitive theory and motivation. In R. M. Ryan (Ed.), Oxford library of psychology. The Oxford handbook of human motivation (p. 13–27). Oxford University Press.
Service, A. f. (2019, Outubre 30/10/2019). fast-food-industry-uk-2019. Retrieved from Aviko: https://www.aviko.co.uk/news/fast-food-industry-uk-2019
Stronge, J. H. (2018). Qualities of effective teachers. Alexandria, Virginia: ASCD.
Trenerry, B., Franklin, H., & Paradies, Y. (2012). Preventing race-based discrimination and supporting cultural diversity in the workplace: an evidence review: full report. Melbourne Australia.
Velte, K. C. (2013). So You Want to Have a Second Child; Second Child Bias and the Justification-Suppression Model of Prejudice in Family Responsibilities Discrimination. Buff. L. Rev., 61, 909.
Vicent, J. (2018, october 2). Leon. Retrieved from Leon webpage: https://leon.co/genderpaygap/
Vincent, J. (2018, November 22). Leon Vision. Retrieved from Leon restaurants: https://leon.co/vision/
Wambui, T. W., Wangombe, J. G., Muthura, M. W., Kamau, A. W., & Jackson, S. M. (2013). Managing workplace diversity: A Kenyan perspective. International Journal of Business and Social Science, 4(16), 199-218.
Wang, X. H. F., Kim, T. Y., & Lee, D. R. (2016). Cognitive diversity and team creativity: Effects of team intrinsic motivation and transformational leadership. Journal of Business Research, 69(9), 3231-3239.
Xie, X. (2017). The influence of schema theory on foreign language reading comprehension. The English Teacher, 9.
Throughout the last couple of months a huge amount of events occurred in my life, some very good and some very bad, however was my decision to study and finish a degree and I need to recognize my mistakes regarding this subject, I failed to submit an important essay in the last months of university, the time that I should be more focus on because it was be the most demanding process requiring more time and availability. Therefore I have a small disappointment considering the support given by the university , my daughter was really sick , refusing to seek medical assistance , due to a mental disorder post-partum , I requested mitigation for my deadlines , was refused because the birth certificate of my grandson and my personal statement was not enough. I consider myself a hard-working person, whom does all the university commitments while taking care of personal family and a demanding new job. Therefore if I am studying to be a manager to reach an aim ,where more responsibility is required I need to apply more effort in the practical performance as well , my new job was very demanding at the beginning when I was learning all the office part and all the HR process applied in store, is not that we do not want to do the respective essays ,sometimes a person is tired mentally and physically to fulfil the task . Taking all of this in consideration and after reflection I consider now, finishing my degree a priority, I requested some holidays to dedicate my time fully to the studies
