Introduction
The hospitality industry is a broad category of fields within the service sector, including lodging, food and drink service, event planning, theme parks, and transport. It is a dynamic and rapidly growing industry with many opportunities. Organizational behavior (OB) studies how people interact within groups. It includes communication, leadership, motivation, and team building. Organizational behavior (OB) studies how people interact within groups in the hospitality industry. It encompasses various topics, such as human resource management, employee motivation, leadership, and team dynamics. OB can be applied to any hospitality organization, from hotels and restaurants to event planning and tourism. In this essay, I will discuss the problems of discrimination and wages within the hospitality industry, specifically among cabin crew, using the theories of attribution and iceberg to explain these problems and how they can be addressed.
Problem Statement
There is a problem of discrimination and wages within the hospitality industry, specifically among cabin crew. This problem has some root causes, including the lack of unionization among cabin crew, the lack of industry regulation, and the lack of awareness of the problem among cabin crew. This problem has some consequences, including the unequal treatment of cabin crew, lower wages, and a higher turnover rate. Despite these challenges, the hospitality industry offers many rewards for those who can manage its unique demands successfully. For example, the industry is typically very customer-focused, which can lead to high levels of customer satisfaction. Additionally, the industry is often fast-paced and exciting, which can make it enjoyable to work in.
Selection Of the Two Organizational Behavior Theories Used
There are many different theories of organizational behavior, and each one offers a different perspective on how people interact within groups. The attribution and iceberg theories are the following two selected theories to explain the problems of discrimination and wages within the hospitality industry. The theory of attribution states that people attribute the cause of events to either internal or external factors. The iceberg theory states that people only see the tip of the iceberg and that much more is beneath the surface.
Theory 1: Attribution Theory
Attribution theory is the study of how people interpret and explain events. It is often used to understand why people behave the way they do. Many factors can influence how people interpret and explain events in the hospitality industry. One theory that can help explain this is the attribution theory. Attribution theory looks at how people assign blame or responsibility for events and how this affects their subsequent behavior (Martinko & Mackey, 2019). This theory can be used to understand why people may behave differently in similar situations or react differently to feedback from others. By understanding how people attribute events, we can better predict and understand their behavior.
There are two main types of attributions: internal and external. Internal attributions refer to explanations that suggest that the event is due to something within the person, such as their ability or effort (Martinko & Mackey, 2019). Internal attribution occurs when people believe that their actions or thoughts are responsible for an event. For example, if a hotel employee makes a mistake, they may attribute it to their carelessness. External attributions, on the other hand, suggest that the event is due to something outside of the person, such as luck or the actions of others. External attribution happens when people believe outside factors are responsible for an event. For example, if a hotel employee makes a mistake, they may attribute it to the hotel’s systems or procedures.
People’s attributions can often be influenced by their goals and motivation. For example, if a person’s goal is to do well in school, they may be more likely to attribute their success to their ability and effort. On the other hand, if a person’s goal is to not do well in school, they may be more likely to attribute their success to luck or the actions of others. Attribution theory can help to understand why people behave the way they do in the hospitality industry. By understanding how people attribute events, human directors in the hospitality industry can better predict and understand their behavior.
The theory of attribution can help explain the discrimination and wages within the hospitality industry. People often use a combination of internal and external attributions when explaining an event. The internal factors would be the individual characteristics of the cabin crew, such as their gender, race, or ethnicity. The external factors would be situational factors, such as the lack of unionization, the lack of regulation, or the lack of awareness (Hewett et al., 2018). This theory can help identify the problem’s causes and potential solutions. By understanding the causes of the problem, it may be possible to find ways to reduce or eliminate discrimination and improve wages within the hospitality industry. One potential solution would be to increase unionization among cabin crew members. This could help give them more bargaining power and improve their wages. Another solution would be to increase industry regulation, which could help ensure that companies treat their employees fairly.
Theory 2: The Iceberg Theory
The iceberg theory is a popular OB theory that psychologist Abraham Maslow first proposed. The theory suggests that there are three levels of human needs: basic, psychological, and self-actualization. Basic needs are the most fundamental needs, such as food, water, and shelter. Psychological needs are necessary for mental health, such as love, belonging, and esteem. Self-actualization needs are the highest level of needs and relate to personal growth and development.
The iceberg theory suggests that people are only aware of their basic needs. However, if their psychological or self-actualization needs are not met, they will begin to experience problems. For example, if a hotel employee does not feel appreciated or respected, they may begin to experience job dissatisfaction (Vassou et al., 2017). The theory suggests that people will only begin to address these higher-level needs once their basic needs are met. The iceberg theory can be used to explain a variety of human behavior, including why people stay in jobs they don’t like, why people don’t pursue their dreams, and why people tolerate poor treatment from others. The theory can also be used to help people understand their own behavior and motivation. By understanding the needs that drive their behavior, people can learn to better meet their own needs and find more satisfaction in their lives.
The iceberg theory is often used as a metaphor to explain how people are motivated. The theory suggests that people are only aware of their basic needs. However, if their psychological or self-actualization needs are not met, they will begin to experience problems. For example, if a hotel employee does not feel appreciated or respected, they may begin to experience job dissatisfaction. The theory suggests that people will only be motivated to satisfy their higher-level needs if their basic needs are met first. This theory can be used to explain why some people are content with a simple lifestyle while others are always striving for more.
The iceberg theory posits that people are motivated by needs that are hidden from their conscious awareness. These needs drive people to behave in ways that they may not even be aware of. The theory can be used to explain why people stay in jobs they don’t like, why people don’t pursue their dreams, and why people tolerate poor treatment from others (Vassou et al., 2017). By understanding the needs that drive their behavior, people can learn to better meet their own needs and find more satisfaction in their lives. The iceberg theory can be used to explain a variety of human behavior. For example, the theory can help to explain why people stay in jobs they don’t like. Often, people stay in jobs they don’t like because they have a hidden need for security or stability.
The iceberg theory can be used to explain the problem of discrimination and wages within the hospitality industry. The tip of the iceberg would be the observable behavior, such as the unequal treatment of cabin crew or the lower wages of cabin crew. The beneath the surface would be the hidden behavior, such as the cabin crew’s thoughts and emotions about the problem. The theory suggests that there is more to the problem than what is immediately apparent, and that the hidden behavior is often more important in understanding the issue.
The problem of discrimination and wages in the hospitality industry is a complex one, and the iceberg theory can be a helpful way to understand it. The tip of the iceberg represents the observable behavior, such as the unequal treatment of cabin crew or the lower wages of cabin crew. The beneath the surface represents the hidden behavior, such as the cabin crew’s thoughts and emotions about the problem. The theory suggests that there is more to the problem than what is immediately apparent, and that the hidden behavior is often more important in understanding the issue.
The iceberg theory can help us to understand the problem of discrimination and wages in the hospitality industry by showing us that there is more to the problem than what is immediately apparent (Quillian et al., 2019). The theory suggests that the hidden behavior is often more important in understanding the issue, and that we need to look beneath the surface to fully understand the problem. Discrimination and wages in the hospitality industry is a complex issue, and the iceberg theory can help us to understand the hidden factors that contribute to the problem. The theory suggests that we need to look beneath the surface to fully understand the issue, and that the hidden behavior is often more important in understanding the problem.
The Steps in Solving the Problem of Discrimination and Wages in The Hospitality Industry in Relation to Attribution and Iceberg Theories.
The first step in solving the problem of discrimination and wages in the hospitality industry is to understand the root causes of the problem. One theory that can help explain the problem is the attribution theory. This theory posits that people tend to attribute the success or failure of others to internal or external factors (Li et al., 2021). In the case of discrimination and wages in the hospitality industry, people may attribute the lower wages of some groups to their own personal characteristics, such as their race or gender. This can lead to a feeling of discrimination and resentment.
Another theory that can help explain the problem of discrimination and wages in the hospitality industry is the iceberg theory. This theory posits that there are many factors that contribute to the success or failure of an individual or group, but only a few of these factors are visible to the naked eye. In the case of discrimination and wages in the hospitality industry, some of the factors that may be contributing to the problem include historical factors, such as past discrimination against certain groups, or economic factors, such as the overall state of the economy.
Once the root causes of the problem have been understood, the next step is to develop a plan of action to address the issue. One possible course of action is to increase transparency in the hospitality industry. This can be done by requiring companies to report data on the wages of their employees, as well as the demographics of their workforce (Triana et al., 2017). This data can then be used to identify patterns of discrimination and to develop policies and programs to address the issue. Another possible course of action is to provide training to employees and employers on the issue of discrimination and wages. This training can help to raise awareness of the issue and to provide people with the skills and knowledge they need to identify and address discrimination in the workplace.
The final step is to evaluate the effectiveness of the actions taken to address the problem of discrimination and wages in the hospitality industry. This evaluation can be done by collecting data on the wages of employees in the hospitality industry, as well as the demographics of the workforce. This data can then be compared to data from before the action was taken. If there is a significant improvement, then it can be concluded that the action was effective. If there is no improvement, or the situation worsens, then it may be necessary to try a different course of action.
The Strategic Processes and Actions Plans Applied in Solving the Problem of Discrimination and Wages in The Hospitality Industry That Involve Using, Applying, And Evaluating Attribution and Iceberg Theories.
There are a few strategic processes and action plans that can be applied in solving the problem of discrimination and wages in the hospitality industry. One strategic process that can be used is known as the attribution theory. This theory can help to explain how people perceive and attribute causes to events (Raines, 2019). It can also help to identify the factors that contribute to wage discrimination in the hospitality industry. Another strategic process that can be used is the iceberg theory. This theory can help to identify the hidden factors that contribute to wage discrimination in the hospitality industry.
The attribution theory can help to explain how people perceive and attribute causes to events. It can also help to identify the factors that contribute to wage discrimination in the hospitality industry. The attribution theory posits that people tend to attribute the cause of an event to either internal or external factors (Dass & Parker, 2017). Internal factors are those that are within the control of the individual, while external factors are those that are outside of the control of the individual. The attribution theory can help to identify the factors that contribute to wage discrimination in the hospitality industry by identifying the factors that are within the control of the individual and the factors that are outside of the control of the individual.
The iceberg theory can help to identify the hidden factors that contribute to wage discrimination in the hospitality industry. The iceberg theory posits that there are hidden factors that contribute to wage discrimination. These hidden factors can be difficult to identify and may be hidden beneath the surface. The iceberg theory can help to identify the hidden factors that contribute to wage discrimination in the hospitality industry by identifying the factors that are hidden beneath the surface (Dass & Parker, 2017). Both the attribution theory and the iceberg theory can be used to identify the factors that contribute to wage discrimination in the hospitality industry. These theories can help to explain how people perceive and attribute causes to events. They can also help to identify the hidden factors that contribute to wage discrimination in the hospitality industry.
Conclusion
There is a problem of discrimination and wages within the hospitality industry, specifically among cabin crew. This problem has a number of root causes, including the lack of unionization among cabin crew, the lack of regulation of the industry, and the lack of awareness of the problem among cabin crew. The theories of attribution and iceberg can be used to explain the problems of discrimination and wages within the hospitality industry. These theories can help to identify the root causes of the problem and the consequences of the problem. These theories can also help to develop a plan of action to address the problem of discrimination and wages in the hospitality industry. The strategic process of using, applying, and evaluating attribution and iceberg theories can help to solve the problem of discrimination and wages in the hospitality industry. These theories can help to identify the factors that contribute to wage discrimination in the hospitality industry. They can also help to explain how people perceive and attribute causes to events.
References
Dass, P., & Parker, B. (2017). Strategies for managing human resource diversity: From resistance to learning. In International Human Resource Management (pp. 375-387). Routledge.
Hewett, R., Shantz, A., Mundy, J., & Alfes, K. (2018). Attribution theories in human resource management research: A review and research agenda. The International Journal of Human Resource Management, 29(1), 87-126.
Li, J. Y., Lee, Y., Tian, S., & Tsai, W. (2021). Coping with workplace racial discrimination: The role of internal communication. Public relations review, 47(4), 102089.
Martinko, M. J., & Mackey, J. D. (2019). Attribution theory: An introduction to the special issue. Journal of Organizational Behavior, 40(5), 523-527.
Quillian, L., Heath, A., Pager, D., Midtbøen, A. H., Fleischmann, F., & Hexel, O. (2019). Do some countries discriminate more than others? Evidence from 97 field experiments of racial discrimination in hiring. Sociological Science, 6, 467-496.
Raines, S. S. (2019). Conflict management for managers: Resolving workplace, client, and policy disputes. Rowman & Littlefield.
Triana, M. D. C., Trzebiatowski, T., & Byun, S. Y. (2017). Lowering the threshold for feeling mistreated: Perceived overqualification moderates the effects of perceived age discrimination on job withdrawal and somatic symptoms. Human Resource Management, 56(6), 979-994.
Vassou, C., Zopiatis, A., & Theocharous, A. L. (2017). Intercultural workplace relationships in the hospitality industry: Beyond the tip of the iceberg. International Journal of Hospitality Management, 61, 14-25.
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