Culture, Power and Identity in Tourism, Hospitality and Events

This write-up discusses the issue of gender inequality within the tourism, hospitality and events industry. It explores the influence and role of culture, power and identity within the industry, the forces that determine the way culture, power and identity are practiced, and provides examples of culture, power and identity within the industry.

Culture, Power and Identity
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Introduction
Statistics indicate that women only make up 27% of senior management in the hospitality,
tourism and events industry across the globe (Pritchard, 2014 p.78). In addition to that, there has
been also a disparate distribution of income between male and female employees in this
particular industry. Well, this does not really add up because women constitute a large
percentage of the graduates, about 60%-70% from various hospitality management programs
(Mooney, 2014 p.102). Numerous reasons have been mentioned that contribute to this trend such
as impatience and lack of flexibility in performing their roles especially when they get
committed through marriages and/or engagements. It was revealed that women often earn much
lesser than their male counterparts. This is a really alarming issue as the rates of gender
inequality in this particular sector continue to increase each and every day. This write-up seeks to
discuss the issue of gender inequality within the tourism hospitality and events industry in
details. In doing so various issues will be looked at such as the influence and role of culture,
power and identity within tourism, hospitality and events, the forces which determine the way
culture, power and identity are constructed within this particular industry and finally an
evaluation on examples of culture, power and identity within the industry (Kogovsek &
Kogovsek, 2015 p.32).
Basis of gender (in) equality within the tourism hospitality and events industries
In the hospitality industry men have taken most of the positions as far as leadership is concerned
as well as other normal positions. Studies conducted indicate that women have been facing quite
a number of barriers that make it difficult for them to navigate into the top positions in this
industry. Various barriers have been mentioned that have contributed to such dominance by men

in this sector. Some of these factors are; lack of female role models, bias and gender stereotypes
(Campos-Soria, Marchante-Mera, Ropero-García, 2011 p.45).
In regard to the lack of role models, this has been a continuous cycle for quite some time now.
Most women who want to venture into this industry lack people they can look up to for
inspiration and motivation unlike men who often have people to look up to.
Bias has also been another great challenge that has really contributed to the rates of inequality in
terms of gender in this industry. Most of the men that are already in the industry really look
down upon women and consider them as irrelevant and not fit (Reinecke & Donaghey, 2015
p.90). This kind of bias has resulted in women not being given equal opportunities as their male
counterparts. In addition to that, the women that are already present are considered as minorities
by men and this has also contributed to increased levels of inequality.
Gender stereotypes are a really great barrier in the hospitality, tourism and event industry today.
Gender stereotyping has contributed to a great extent towards limiting abilities as well as natural
talent among women in this industry. In most cases, its often caused by various attitudes that are
ingrained, norms and beliefs that have resulted from the prejudice against women in general.
These types of attitudes coupled with prejudice against women have at a great extent resulted in
the increase in gender equality in this industry.
In any industry whatsoever gender diversity is very essential. The tourism, hospitality and event
industry is no exception. Gender diversity does not only facilitate the growth of industry but it
also ensures its survival and prosperity. In relation to this, women opt to take the challenge and
fight for their way into the top positions in this particular industry so that they can minimize the
levels of gender inequality. Women have to step up and various positions in the industry but also

men need to give them the support they deserve in doing so. As mentioned earlier, this is a global
issue and it has been witnessed in various countries across the globe. It is therefore important
that an inclusive environment is created that will facilitate entry of both genders into the industry
so as to reduce the instances of gender imbalance and inequality.
Instances of gender stereotyping and bias should be eradicated. Leaders from various position
should seek to change gender roles and stereotypes so as to minimize the cases of gender
inequality. In addition to that, women education and empowerment could also contribute
positively to this matter (Ferkins & Shilbury, 2010 p.204). It should be made a priority to all
organization that women are empowered and constantly reminded of their role in making the
organization successful. In so doing, this will motivate them and they will motivate others
creating a cycle of positivity that eventually aims towards eliminating the issue of gender
imbalance and inequality in the tourism, hospitality and events industry.
Women are a very unique species that have the ability to help the industry at a very great extent
with their high levels of creativity and innovation. In order to make this possible, it is important
that they are properly motivated. This motivation could come in various forms such as
empowerment and removal of wage inequalities in the industry. The issue of wage inequality is a
real threat in this industry and dealing with it should be a priority (Liserre, Sauter, Hung, 2010
p.67). One of the best ways of eliminating this issue is through employing various means such as
initiating gender proactive policies in the industry and training members to avoid all instances of
gender stereotyping among others.
Role of culture, power, and identity in tourism, hospitality, and events

Culture power and identity are three aspects that are really crucial and important in the tourism,
hospitality and events industry. Their influence is quite tangible and has been evident in various
dimensions such as through promoting a positive organization culture, recruiting the right type of
employees and improved customer services among others (Candea & Da, 2012 p.89). In order to
fully explore the role of culture, power and identity, its important that we first understand its
position in the industry. First and foremost, culture is a very complex term that assumes various
meanings depending on the context it is being used. In this context, however, culture may be
used to imply the diverse social settings that one finds themselves in and its often demonstrated
by tangible aspects such as mode of dressing, language, food, and architecture. The principle
aspect of culture, power, and identity that makes it stand out and be an asset in the tourism,
hospitality and events industry is its sense of diversity. Diversity in culture, power, and identity
involves different ethnicities, age, color, religions, sexual orientations, personalities, and skills.
Having a range of all these aspects within an industry is really important. Incorporating various
individuals with various differences is really important and it has the following advantages and
implications in the tourism, hospitality and events industry (Saito & Ruhanen, 2017 p.207).
First and foremost, culture, power, and identity have the unique ability to promote a positive
organizational culture. Having various people with all sorts of differences in terms of race,
gender, religion, ethnicity, sexual orientation, personality and skills in one organization creates a
challenging environment where each and every member of the organization works towards the
accomplishment of the organization goals. It sets in some kind of new energy and a sense of
positivity within them. This is very healthy since a positive organization culture hastens the
organization's ability to meet its goals (Berliant &Fujita, 2012 p.101).

Secondly, is the aspect of customer service. Well, customer service is really important in any
industry whatsoever. Having a well-defined culture, power and identity routine has the ability to
improve customer service at a very great extent in this particular industry. This can be achieved
through various means such as a deliberate effort to communicate as well as understand a range
of customer cultural base. In such instances, organizations often gain a competitive advantage
over others. Customer needs and demands are really important and meeting all these needs and
fully satisfying the needs is the first priority. Imagine having a pool of labor that is culturally
balanced. This means that no customer will be left unsatisfied and this will greatly boost the
image of an organization.
Moreover, culture, power, and identity enhance team effectiveness. This is to mean that a sense
of diversity in these three aspects often leads to improved innovation and creativity within an
organization. A study conducted has shown that heterogeneous workgroups often outshine
homogeneous workgroups with up to 17% (Dimitrov & Angelkova, 2013 p.29). This is so
because in the various heterogeneous work groups there is high levels of creativity and
innovation that is often coupled with advanced problem-solving skills and enhanced decision
making. All these arise from a sense of diversity. Inhomogeneous, on the other hand, there is
always the same way of thinking and results of poor performance as they lack different opinions
and the sense of creativity and innovation associated with diversity.
Forces which determine the way culture, power and identity is practiced in tourism
There are certain forces that have been known to determine the way in which culture, power and
identity are practiced in tourism and hospitality. Here the main force that determines how these
three aspects are practiced is the issue of diversity. Diversity is quite dynamic here. Diversity in

terms of power, in terms of culture and in terms of identity is the key that determines how these
three aspects are practiced (Ungar, 2015 p.78).
The hospitality business is quite challenging. This is so because of the aspects of seasonality that
is associated with it. Diversity in culture, power as well as identity makes it possible to counter
the issues of flexibility in the hospitality industry (Kuo, 2013 p.90).
Culture, power, and identity make it possible for the employment of the best candidate. Statistics
indicate that attracting talent from quite a broad range of people from different cultures and
diversities increases the chances of getting the right candidate for a certain job position, This is
so because within this wide range of candidates from different cultures and backgrounds provide
a wide range of choice for an organization in regard to the right type of candidate that they need
(Williams, 2013 p.45).
Aspects of culture, power, and identity in the hospitality industry are really crucial as discussed
above. It is also important to note that cultural diversity, power, and identity will continue to
grow as the overall global market in the hospitality industry become diverse. Studies conducted
indicate that the issue of culture, power, and diversity has been considered to some extent in the
hospitality, tourism and event industry but has not been fully implemented (Hurriyati & Sofwan,
2015 p.87). This is so because of the constant constraints that organizations in these industries
undergo. There is a need to incorporate the aspects of culture, power, and identity in the
hospitality sector as it has numerous advantages that can greatly improve the image of a
particular organization.
The concept of power and identity has also contributed greatly to the hospitality, tourism and
event sector. Identity on its own is a term that has various meanings depending on the context in

which it is used. In this context, identity is used to refer to the distinct qualities and personality
that makes a person different from the rest. Well, these two concepts coupled with the aspect of
culture form a basis in which hospitality, tourism, and events industry thrive. As depicted
cultural diversity and the concept of identity are one and the same thing. The concept of power
sets in to complement them. Having these three aspects in this sector is really essential as the
play a very great role (Stylianou-Lambert, 2011 p.11).
Examples of culture, power, and identity within tourism over time and space
Culture power and identity has had a really great impact especially in revolutionizing the tourism
and hospitality sector. Over time these three aspects have been at the forefront towards making
this industry much better than it already is (Amoamo & Thompson, 2010 p.112).
There are various examples of culture, power, and identity within the hospitality and tourism
sector that have existed over time and space. An example of such is cultural tourism.
Cultural tourism is a subsection of tourism that is often concerned with a certain country or
region's culture (Hunter, 2011 p.61). Here cultural tourism seeks to explore various lifestyles of
these people within a certain designated geographical area, the history of these people, their
religion and some other important elements of their culture such as language, architecture, food
and art among others. It major focuses on understanding people through careful analysis and
study of their geographical location as well as interacting with them. It also includes tourism in
urban areas that were previously historic or maybe large cities. In these cities, various places
would be visited such as their cultural facilities such as museums and art theaters.
Statistics indicate that cultural tourism is becoming very common in recent years as it has
promoted a fulfillment of various cultural needs (Salazar, 2012 p.78). Cultural needs in this

context refer to understanding as well as solidification of one’s own cultural identity through
observing other people’s culture and cultural identities.
The concept of power in the hospitality and tourism sector is quite outrageous. Power in this
industry is often influenced by various factors that could either be internal or external. In most
cases, however, power is in a position to affect either directly or indirectly the status as well as
the overall image of the person in charge over his/her subordinates. Some examples of power In
the hospitality, tourism and events industry are outlined below;
Reward power-This is a type of power that is often derived from the ability of someone to
reward his/her subordinates. Various ways can be used to reward subordinates such as salary
increment and promotions. It is important to note that the reason for reward is not necessarily
important here. What is of importance is the fact that subordinates can get rewarded and this
creates some kind of power to the people who are in a position to reward others. Tourism and
hospitality executive and managers often have various ways in which they can reward their
juniors.
Coercive power-This is a source of power that is often based on fear. In hospitality, tourism, and
events there is always a person that has the ability or the mandate to punish and/or dismiss other
junior employees. Coercive power is very strange as it makes individuals not necessarily respect
but fear the person in charge. This fear is often derived from the knowledge that this particular
person can make their lives different through various means such as punishments that could
either be necessary or unnecessary. Despite the various efforts of unions and labor movements to
minimize this type of power, it has always existed especially in the hospitality sector (Salazar,
2011 p.99).

Legitimate power-This power is a special kind of power that is often regarded as legitimate
because of the nature in which it arises. In hospitality and tourism, this kind of power is derived
from the internal or personal values of an individual that makes it possible for that individual to
attain a legal entitlement of being in charge on in control over a certain group of people (Zapata-
Barrero, 2014 p.56). In most cases, the juniors and subordinates often feel obliged to accept this
person's power unto them.
Referent power-As the name suggests this is a special kind of power that often results in an
individual deriving their power by identifying themselves with another person that holds the
power. In most cases these people consider the person in power to be a strong person and
definitely a person that they could look up to In the hospitality industry, executives and directors
with such power are perceived as attractive by their subordinates and in most cases, these
subordinates tend to identify themselves with such leaders. It is also important to note that this
identification is often regardless of whether or not the person who is charge rewards or punishes
them (Nzonzo & Chipfuva, 2013 p.36).
Expert power-This power is very common in the hospitality and tourism sector. It involves
power that is given to a person based on their expertise or their specific knowledge of extremely
delaminated areas where others do not. There are various areas in hospitality where this type of
power is really common. A good example of an individual with such a kind of power in the
hospitality and tourism sector is an accountant. Here an accountant is often perceived as an
expert in matters concerning financial issues that relate to the organization.
Conclusion

The hospitality, tourism, and events is a very sensitive industry that needs mastery of various
crucial aspects such as those of culture, power and identity. As depicted by this write-up, these
three aspects have a unique ability to change things in this industry. The issue of culture, for
instance, has been looked down upon for quite some time now. It might be somehow
complicated but it's the right tool to make good use in this industry (Yang, 2011 p.33).
In addition to that, we have also noticed that there is an issue of gender inequality and imbalance
in the hospitality and tourism sector. As depicted by this report also, it was noticed that gender
inequality is in various forms such as the issue of inequality in income distribution where
statistics indicated that women are being underpaid in comparison to their male counterparts and
also in areas of leadership where women often find it very difficult to attain various leadership
positions in this sector.
Gender diversity is really essential and women have the ability to change this particular industry
when they are given the chance to. This is so because of their high levels of enthusiasm as well
as charisma. Various methods of discussed that can actually enable women to take part and be
active participants in this sector such as avoiding all sorts of bias against women and abandoning
the issue of gender stereotyping (Ruetzler, Baker, Reynolds, Taylor, Allen, 2014 p.231).
Finally, it can be concluded that tourism, hospitality, and events are a sector that is very crucial
and needs to be reconstructed so that its full potential can be unleashed.

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