Relationship between Diversity and Workplace Conflict: A Case Study on Kent Hotel's Kitchen Department

This report analyses the relationship between diversity and workplace conflict in Kent Hotel's kitchen department. It discusses the factors contributing to the conflict and proposes recommendations to overcome the issues.

Running head: Assessment 3: Final Report
Topic: "A relationship between Diversity and Workplace Conflict, and its Impact on
Organisation: A case study on Kent Hotel’s kitchen department"
Name of the Student:
Name of the University:
Author Note:

Assessment 3: Final Report 1
Executive summary:
The Kent Hotel located at the Rathdowne St, Carlton North, Victoria, Australia was
established as a pub and was later renovated to a fine dining place. The Hotel also offers
rooms for hire and private rooms for different occasions. It has been observed that there is a
continuous conflict among the chefs and other employees in the Hotel due to the difference in
the diversity of the origin of the people. As a result of this there have been issues in the
kitchen department of the Hotel and as a result of this the whole organisation has to suffer in
terms of meeting the expectation of the customers or creating a good environment at the work
place. The aim of this report will focus to analyse the situation with the help of both primary
and secondary research and come up with the best possible ways to overcome the issues of
diversity conflict at the Kent Hotel.
The entire report has been segregated into 6 chapters. Workplace diversity takes place when
there is a disagreement that results in conflict among the employees of the organisation.
Diversity conflict can occur due to oppression of the employees at a workplace. People from
various backgrounds and cultures have been found to be a part of the organisation. It is clear
that there is indeed high level of dissatisfaction among the employees as there is high level of
diversity right from the language barrier to the non-recognition of their skills and knowledge.
Thus, it can be said that Kent Hotel is indeed striving to maintain the level of connection
among the employees that can actually help them to utilise the diversity of the employees and
can improve the performance of the organisation. After the analysis of the conflict mode
instrument, it can be said that in order to bring harmony in the organisation and to avoid any
further chaotic situation, it is important for the management and the employees to actually
collaborate and compromise on the situation. In order to make sure that all the employees are
treated equally, there should be cultural biasness and nay person going against this can attract
great punishments.

Assessment 3: Final Report 2
Table of Contents
Chapter 1: Introduction..............................................................................................................4
1.1 Overview of the topic:......................................................................................................4
1.2 Industry partner:...............................................................................................................4
1.3 Research problem:............................................................................................................4
1.4 Rationale of the research:.................................................................................................5
1.5 Research aim and objectives:...........................................................................................6
1.6 Structure of the report:.....................................................................................................6
Chapter 2: Literature review......................................................................................................8
2.1 Importance of understanding diversity at workplace:......................................................8
2.2 Various factors leading to workplace conflict due to diversity:......................................8
2.2 Existing theories on diversity and conflict in a workplace:...........................................12
2.3. Conflict management process:......................................................................................13
2.4 Conceptual framework:..................................................................................................15
Chapter 3: Methodology:.........................................................................................................16
3.1 Overview of the research design:...................................................................................16
3.2 Research approach:........................................................................................................16
3.3 Sample, sample size and sampling method:...................................................................17
3.4 Data collection process:.................................................................................................17
3.5 Data analysis process:....................................................................................................18
3.6 Ethical consideration of the research:............................................................................18

Assessment 3: Final Report 3
3.7 Limitation of the research:.............................................................................................18
Chapter 4: Findings and analysis:............................................................................................19
Chapter 5: Recommendations..................................................................................................41
5.1 Linking with the objectives:...........................................................................................41
5.2 Recommendations based on findings:............................................................................41
5.3 Suggestions to the Kent Hotel:.......................................................................................42
Chapter 6: Limitation and conclusions....................................................................................43
5.1 Conclusion to the study and expected outcome:............................................................43
5.2 Linking with the objectives:...........................................................................................43
5.3 Limitation to the proposed recommendations:...............................................................43
Reference list:...........................................................................................................................44
Appendix:.................................................................................................................................47

Assessment 3: Final Report 4
Chapter 1: Introduction
1.1 Overview of the topic:
As stated by Webb (2018) diversity conflict in a workplace involves individuals from
different social groups as they are identified based on difference in the race, gender, age,
class, religion belief or any other human difference. In the opinion of Thomas (1992) ,
conflict is bound to take place in an environment if it is a diverse workplace. This might
happen between the employees at same or different levels or between the employee and
supervisors depending on different circumstances. An organisation is bound to suffer as a
result of the workplace conflict in terms of its work pl,
1.2 Industry partner:
The Kent Hotel located at the Rathdowne St, Carlton North, Victoria, Australia was
established as a pub and was later renovated to a fine dining place. This corner pub has been
renovated with a surfeit of style and the overlooking beautiful Curtain Square in the heart of
the Rathdowne Village. The Hotel offers different menu of modern Australians and
Mediterranean dishes to a variety of various cuisines right from the award winning French-
Algerian chef Pierre Khodja. The Hotel also offers rooms for hire and private rooms for
different occasions (Kenthotel.com.au 2018). This industry partner has been selected as I
have worked with this Hotel as a chef and I am well aware of the diversity issues that this
organisation has been facing in the recent time.
1.3 Research problem:
It has been observed that there is a continuous conflict among the chefs and other
employees in the Hotel due to the difference in the diversity of the origin of the people. As a
result of this there have been issues in the kitchen department of the Hotel and as a result of

Assessment 3: Final Report 5
this the whole organisation has to suffer in terms of meeting the expectation of the customers
or creating a good environment at the work place. Thus, the issue of the diversity and to work
in co-ordination has been creating a major problem and this has been taken into consideration
for the research (Kenthotel.com.au 2018).
1.4 Rationale of the research:
Diversity in work place promotes an environment of acceptance, respect and to work
as a team even when there is a difference in the race, religion or the sexual orientation among
the employees. As pointed out by, when there is a diverse working environment, it promotes
a situation where different minds can come together and help to achieve a common goal. In
case of a workplace, this holds more prominence as it helps in treating clients or customers
from diverse backgrounds easily (Ågotnes et al. 2018). If the situation of a Hotel is taken into
consideration, it is similar as the customer can be anyone from any particular background.
However, opposed to this, if there arise a chaotic condition due to the diversity of the
employees in the workplace, it might create a big challenge and the overall business might
also suffer.
The issue related to the diversity of the employees has been creating a great issue for
the management of the Hotel and this need to be checked at early as possible in order to
overcome any severe issue related that might hamper the overall functionality of the
organisation. The aim of this report will focus to analyse the situation with the help of both
primary and secondary research and come up with the best possible ways to overcome the
issues of diversity conflict at the Kent Hotel.

Assessment 3: Final Report 6
1.5 Research aim and objectives:
The aim of the report is to find out the different factors that are actually contributing
to the conflict among the employees in the organisation and to propose the possible ways that
the Hotel can undertake in order to overcome the issues.
The objectives are:
1. To find out the various factors that are contributing to the staff conflict at the
workplace
2. To recommend certain ways by which the Hotel can overcome the issues that results
in the conflict at the workplace.
The research questions are:
1. How are the diversity factors contributing to the staff conflict at workplace?
2. How can Kent Hotel resolve this issue?
1.6 Structure of the report:
The entire report has been segregated into 6 chapters. The first chapter is the
Introduction that gives an overview of the topic and the research aim and objectives along
with a brief overview of the industry partner. The second chapter is the literature review
where a detailed discussion on the various factors that contribute to the workplace diversity
will be discussed. The point of view of the various authors along with some theories will be
discussed. The third chapter is the methodology that will highlight the methods used for this
research. The fourth chapter is the findings and analysis, where the primary data will be
analysed and discussed. This chapter will also contain the discussion section. The fifth
chapter is the conclusion where the objectives will be linked with the findings and the final or

Assessment 3: Final Report 7
sixth chapter is recommendation where certain recommendations to overcome the issues will
be suggested.

Assessment 3: Final Report 8
Chapter 2: Literature review
2.1 Importance of understanding diversity at workplace:
Workplace diversity takes place when there is a disagreement that results in conflict
among the employees of the organisation. This occurs due to the difference in the
perspective, values, abilities or the contribution of a member from another in a group. As
commented by Baillien et al. (2014), the diversity conflict is rather a conflict based on
prejudice and power differences and not due to the difference of the merit. Diversity at
workplace can have a positive impact on the organisation in various ways. It has to be
understood that a difference between the human being will bring more creativity, innovation
and product development and so this difference should be used in a more positive way rather
than resulting in a conflict. Moreover, diverse employees can deal with a diverse group of
people and can help in increasing the overall productivity of the organisation. In case of the
hospitality and hotel industry, a diverse workplace will automatically add to the more benefits
of the organisation.
2.2 Various factors leading to workplace conflict due to diversity:
Diversity conflict can occur due to oppression of the employees at a workplace. As
commented by Brazzel (2003), employees of an organisation can face oppression from the
people in the organisation due to their racism, sexism, and heterosexist or due to the other
forms as well. At times, the oppressions result is inequality and privileges to the dominant
group over the marginalised group. This will automatically lead to the conflict among the
oppressed and the marginalised groups creating a situation of utter disturbance in the
workplace as it results in the unproductiveness of the organisation (Danielsson et al. 2015).
Changes in the workforce in terms of the ethnic and the racial diversity have been recorded as
the most influential factor in the transformation of the present workplace culture. People from

Assessment 3: Final Report 9
various backgrounds and cultures have been found to be a part of the organisation. It is a
common sight that a boardroom is full of people from different backgrounds like Asian
Americans, African Americans and others. In Western or European countries, the diversity
due to the difference in the culture or the race has been the most prominent issue in the
workplace. In case of the Asian countries like Japan, China or Korea, it has been found that
the workplace conflict takes place mainly due to the difference due to the age or the gender of
the people working together in a workplace.
1. Workplace conflict due to difference in interpersonal and intrapersonal
communication:
Intrapersonal conflict takes place when we have a conflict with our self in terms of the
actions, thoughts, feelings and values. As pointed out by Devine et al. (2015), organisational
activities are very prompt and require the employees to engage in the activities with prompt
participation. However, it might happen that conflict arises between two persons because one
is not competent enough to work and frequently asks for help or suggestion from the other
person. This situation can definitely bring a conflict between the two persons. In such case,
both the persons might not come up with direct argument but can be found to strive with the
issue internally. It is kind of intrapersonal conflict. On the other hand, the conflict can take
place a vigour situation and both the persons involved in the situation can also come down to
a severe conflict resulting in interpersonal conflict. These types of conflicts are more
effective as this involve arguments and can create a negative situation in the workplace. In
order to overcome such situation, Devine et al. (2007) suggested that the intervention of the
third person is important because the third person can think from a neutral perspective and
can come down to a particular point that can actually resolve the issue without creating much
distress. Adding to this, Guillaume et al. (2017) commented that the situation of interpersonal
and intrapersonal conflict gets worsen in case of sudden or uncertain situations. In case of a

Assessment 3: Final Report 10
service industry or a Hotel, it is most important to serve the customers rightly. The situation
can demand prompt action from the employees and as result of which the thought process or
thinking can differ from one person to another leading to a communication conflict among
the employees.
2. Workplace conflict due to age difference:
As pointed out by Islam and Karam (2017), that there have been many instances when
workplace conflict has been found to take place due to the difference in the ager group of the
employees working together. This concept can be easily explained using the socio-emotional
selective theory that has clearly stated that adults are less likely to be engaged in the
destructive and non-confronted communication. However, this cannot be held true for the
people of other ages, especially those who are young. It is due to the absence of adequate
experience and ability to deal with the situation young people is often found to involve in
chaotic situation leading to a conflict (Katler et al. 2018). However, the workplace also
promotes multi-generational approach in order to ensure that ideas and the innovations from
the various age groups are taken into consideration when it comes to the business activities.
In fact, the young generation are found to be more active and advanced in their thoughts and
insights and they can come up with better plans rather than the older generation people
(Smith 2015). At the same time, it is equally important to make sure that the idea proposed by
the young generation is useful and can be implemented at the particular workplace. This can
be evaluated by the older generation only as they have the experience for this. Therefore,
employees with age difference is actually a boom for an organisation but this diversity
usually turns into a conflict as at times, the generation gaps are not fulfilled properly and the
ideas do not match (King et al. 2009).
3. Workplace conflict due to difference in skills and experience:

Assessment 3: Final Report 11
Having adequate skills in order to manage a situation or to work at a particular
situation is the primary requisite for an employee to work for an organisation. In fact, the
ability, performance and the appraisal of an employee also lies in the skills that one
possesses. In such situation, when there is a skill gap to work at a particular situation, the
issues or the conflict take place. This conflict can take a severe turn in the organisation as it
questions the ability or the existence of a person (Lewin et al. 2016). A person having more
experience might not have the adequate skills required to fulfil the particular responsibility or
the job role. Or a person having the adequate skills might not perform well due to lack of
proper experience in the particular field. In such cases, it is important that enough training is
provided to the employees of the organisation so that they will be able to understand the
working procedure and can easily be able to handle any kind of situation.
In the view point of Liu and Xu (2018), workplace diversity is not pertinent to any
particular individual in an organisation but it can affect the people in groups. Diversity is
important as it not only encompasses the similarity between the various workers but it
actually focuses on the differences. This leads to the situation where the management has to
consider both the sides of the people in the workplace at the time of any decision making.
Talking about the international worker and cultural diversity in the field of hospitality, it
can be said that the service industry attract clients and customers from various fields and
background that is diverse in nature. This automatically creates a scope for the diversity of
the employees at the workplace. In the opinion of, Miglbauer (2017) it is very important for
the employees working in the hospitality or service industry to understand the culture of the
various people. International workers as well as clients are growing in large numbers and this
is the reason that creating a diverse cultural environment is equally important. Organisations
that can manage the diversity properly can be expected to get the right result in return as it is
a means by which the customers are served. In fact, there has been a tremendous pressure on

Assessment 3: Final Report 12
the various organisations due to the increasing impact of the diversity. The organisations have
also been found to come up with certain flexible arrangements that helped the employees to
overcome the issues of working in a diverse environment (Thakore 2013). The customer
servicing, better team formation and other ways of understanding the diversity has already
been found to be effective in many workplace to overcome the issue of diversity.
2.2 Existing theories on diversity and conflict in a workplace:
1. Thomas-Kilmann Conflict Mode Instrument
According to the Thomas-Kilmann Conflict Mode Instrument, two individuals can
have exactly similar expectations and desires and this can often lead to a conflict among the
two individuals if the desires are not fulfilled for each (Morgan and Vardy 2009). This
instrument helps to understand the various reasons behind the conflict and also provides a
path that can be used to overcome the conflict. These situations can be broadly classified
here:
1. Competing: It is assertive and uncooperative where the individual actually pursues his
own concerns at the expense of the other person. This is a conventional method where
the person tries to select any particular method that seems appropriate to him. The
ultimate result depends on the ability of the person to argue and standing on the right
decision to defend the other person in question.
2. Accommodating: This is just the opposite of competing where an individual person
takes the opportunity to satisfy the concern of the other person without thinking about
his ownself. The element known as self-sacrifice is actually works here that focuses
on charity, obeying others and a self less generosity leading to the view point of the
other person.

Assessment 3: Final Report 13
3. Avoiding: In this situation, the person neither thinks of himself or the other person
and is actually tries to stay away from any kind of conflict. In fact, the person decides
to avoid the situation by stepping aside and simply withdrawing from the conflict.
4. Collaborating: This is probably the best way of dealing with a kind of conflict
situation where a person collaborates with the other in order to find out a way to
overcome the situation. This often leads to the core of the problem and thinking of
some ways to overcome the issue rather than just progressing with the conflict
(Thomas 1992). This is in fact a way of understanding other’s insight as well and then
taking the right step accordingly.
5. Compromising: This is the situation when the person decides to compromise on the
situation and not to keep going with the situation. This requires a mutual
understanding as well where both the parties need to be involved and come down to a
particular point where there conflict can be actually resolved.
2. Categorization-Elaboration Model:
According to this model, diversity of the workplace has been continued to be a great
concern of an organization. The model gives the opinion that due to the various factors of the
diversity, the conflict is bound to rise and this can directly decrees the performance of the
organization (Paul 2016). Therefore, it is important that we consider the view point of the
people in group while making any decision. This will definitely help in producing a more
innovative and collective response towards a particular situation and the organization is likely
to be benefitted in such case.
2.3. Conflict management process:
Understanding the importance of a diverse workplace, it has been found that many
organisations have come up with the conflict management process. It is expected that by the

Assessment 3: Final Report 14
means of such ways, certain resolutions can be made and the organisation can be run more
effectively. A discussion of such processes can be done here:
1. Negotiation:
The most effective means of managing a conflict is by negotiating the issue with the
one suffering as a victim of the diverse work place. In order to negotiate, it is important that
we should identify the main source of conflict and try to gather as much information possible
in order to understand the root cause of the issue. In such case, interviewing the person is the
best possible way (Prause and Majtaba 2015). After evaluation the issue, it is important that
necessary compensation or in terms of verbal supervision is provided so that the person can
be satisfied that his issues have been taken care of by someone.
2. Assisted Collaborative Negotiation:
The negotiation process can be made more formal and the person can be given enough
support or collaboration to deal with the situation. This is very important because as a failure
to this, it might create a negative situation at the work place and the person suffering from the
situation can even attract other people from same background. This will ultimately create a
chaotic situation and the productivity of the organisation will be hampered.

Assessment 3: Final Report 15
2.4 Conceptual framework:
Fig: Conceptual framework
(Sources: BY the author)

Assessment 3: Final Report 16
Chapter 3: Methodology:
3.1 Overview of the research design:
A mixed research approach has been undertaken for the research that involved both
qualitative and quantitative means of research in order to answer the research question.
Research approach is the means by which the data is collected and is simplified to certain
extent in order to derive a meaningful data. In order to understand the feeling or the situation
of the participants, different tools of analysing the conflict in the organisation has been used
(Mackey 2017). The literature review helped to understand the potential causes or the reason
behind the conflict of the people in an organisation. On the other hand, the interview
conducted among the managers and the staffs of the hotel helped to understand their point of
view in terms of the workplace conflict due to diversity. As this research is based on a case
study of a hotel, it is important to carry out both qualitative and quantitative research
approach in order to get meaningful data.
3.2 Research approach:
The deductive approach is used to understand the situation from the data collected
from the various sources. The inductive approach is used to develop own theories and
concepts related to the topic of discussion. For this particular research, the deductive
approach has been used and the theories and concepts discussed in the literature review have
been used to analyse the findings. In addition to this, the data obtained from the interview and
the participation of the staffs also helped to reach out a particular analysis of the research
problem.

Assessment 3: Final Report 17
3.3 Sample, sample size and sampling method:
Sample size defines the number of participants involved in the research. For this
particular research, 17 participants were involved as the research was mainly focused on the
conflict occurring in the kitchen, so the participants were limited to the ones who are directly
involved in the working activities of the kitchen. These 17 participants were 1 executive
manager, 1 manager and 15 kitchen staffs. The sampling method that was selected to select
the particular participants was stratified sampling technique that comes under the probability
sampling technique. The step by step sampling technique undertaken was, simple sampling
that was random and unbiased. The idea was to understand the opportunity of each factor
from the different staffs in the organisation. Then the selected sample size was divided into
various strata and the participants were selected more precisely and effectively.
3.4 Data collection process:
The data collection process is the way by which the data from the various participants
are calculated. In order to gather the information from the participants, the primary data,
structured survey interview questionnaire was framed and the same was sent through email.
The questionnaire contained few questions related to the demographic information like the
age, span of employment, gender and others; and the main questions to understand the effect
of diversity on the conflict of the organisation. In order to analyse the same, the likert scale
has been selected and 5 options were given to the participants to choose from. The likert scale
has been used as it gives an advantage on the fact that that the response can be measured in
various degrees of opinions. The questionnaires were sent by the means of emails and they
reverted. In fact, telephonic conversations were also made to take the interview of the
participants.

Assessment 3: Final Report 18
3.5 Data analysis process:
The collected data has been analysed by the data analysis technique using the MS
Excel software. In order to obtain the relationship between various factors and the conflict,
frequency percentage and the co-relation has been used to derive the findings.
3.6 Ethical consideration of the research:
It is important to maintain the ethical guidelines of the research and such ethical
considerations were undertaken at the time of doing the research. For instance, permission of
all the participants was taken and a consent form was signed as well so that they give their
consent to the particular research and to ensure that the participants were volunteer. The
confidentiality and the identity of the participants were also not disclosed. In addition to this,
no participants were asked nay kind of personal question and the interview was conducted
unbiased and harmless. It was made sure that there was no advertisement or promotion of the
Hotel and the entire research was completely done for academic purpose.
3.7 Limitation of the research:
The time given to carry out the research was definitely a major limitation. Data
collection from the participants might not give fruitful result as it was limited to a particular
number of people. In addition to this, it has to be understood that some participants might
have given false statement and thus, the ultimate derivation of the research might not be
much relevant.

Assessment 3: Final Report 19
Chapter 4: Findings and analysis:
The interview was conducted among 15 participants and the analysis of the data
collected will be done here.
1. Position of employees working at Kent Hotel:
Table: Number of employees in each position
13%
7%
27%
7%
13%
13%
13%
7%
Grill chef
Head Chef
Kitchen hand
Larder chef
Line cook
Pizza Maker
Prep chef
Sous chef
Chart: Percentage of employees in each position
It has been found that 13% of the participants were Grill chef, 7% were head chef, 27% were
kitchen hand, 7% were larder chef, 13% were line cook, 13% were prep chef, 13% were pizza
Position Count of
Position
Grill chef 2
Head Chef 1
Kitchen
hand 4
Larder chef 1
Line cook 2
Pizza Maker 2
Prep chef 2
Sous chef 1
Grand
Total 15

Assessment 3: Final Report 20
maker and 7% were sous chef. Thus, there is a diversity in the position of the employees
employed at the Hotel.
2. Nationality of the employees:
Nationality
Position Algerian Bangladesh Chile
Colombia
n
India
n
Nepales
e
Grand
Total
Grill chef 1 1 2
Head Chef 1 1
Kitchen
hand 4 4
Larder chef 1 1
Line cook 1 1 2
Pizza
Maker 1 1 2
Prep chef 2 2
Sous chef 1 1
Grand
Total 1 2 1 1 7 3 15
Table: Count of nationality of the employees
7%
13%
7%
7%
47%
20%
Algerian
Bangladesh
Chile
Colombian
Indian
Nepalese
Chart: Percentage of nationality of the employees

Assessment 3: Final Report 21
7% of the employees are Algerians, 13% were from Bangladesh, 7% from Chile, 7%
from Colombia, 46% were from India and 20% were Nepalese. From this analysis, it can be
said that the culture of India can be found dominating in this work place as the percentage of
the people in the Hotel were more to be Indians. However, the percentage of other nationality
were nearly similar and varies between 7% and 13% and thus, the cultural perspective can not
be dominant in such case.
3. Gender of the employees:
Gender Column
Labels
Position Female Mal
e
Grand
Total
Grill chef 2 2
Head Chef 1 1
Kitchen hand 1 3 4
Line cook 2 2
Pizza Maker 2 2
Prep chef 1 1 2
Sous chef 1 1
Larder chef 1 1
Grand Total 2 13 15
Table: Count of gender of the employees
13%
87%
Female
Male

Assessment 3: Final Report 22
Chart: Percentage of gender of the employees
It is clear from the findings that 87% of the employees were male whereas just 13%
were female. Thus, it has can be easily said that there is a chance that the males are the
dominant employees in the organisation.
4. Marital status of the employees:
Marital status Column
Labels
Row Labels Married Singl
e
Grand
Total
Grill chef 2 2
Head Chef 1 1
Kitchen hand 4 4
Larder chef 1 1
Line cook 1 1 2
Pizza Maker 1 1 2
Prep chef 2 2
Sous chef 1 1
Grand Total 3 12 15
Table: Showing the count of the married and single employees
20%
80%
Married
Single
Chart: Showing the percentage of the married and single employees

Assessment 3: Final Report 23
It has been found that 80% were single and just 20% of the employees were married.
Therefore, diversity in terms of the marital status is also persistent in the Hotel.
5. Age group of the employees:
Count of Age Column
Labels
Row Labels 18-24 years 25-34 years 35-45
years
45-54
years
Grand
Total
Grill chef 2 2
Head Chef 1 1
Kitchen hand 4 4
Larder chef 1 1
Line cook 1 1 2
Pizza Maker 1 1 2
Prep chef 2 2
Sous chef 1 1
Grand Total 9 4 1 1 15
Table: Showing the age of the employees
60%
27%
7%
7%
18-24 years
25-34 years
35-45 years
45-54 years
Chart: Showing the percentage of the age of the employees
From the above data, it is clear that 60% of the employees are between the age group
of 18-24 years whereas 27% are between 25-34 years, 6% are between 35-45 years and only

Assessment 3: Final Report 24
7% between 45-54 years. Thus, it is clear that the majority of the employees are young and
thus, the diversity in terms of the age group exists among the employees. In such case, there
can be clear mismatch of the ideas and concepts of the working process and there can be
conflict among the employees.
6. Number of years employed by the company
Count of No. of years
employed by company
Column
Labels
Row Labels 1 to 2
years 3 to 5 years 6 months or
less
More than
6 months
but less
than one
year
Grand
Total
Grill chef 2 2
Head Chef 1 1
Kitchen hand 1 2 1 4
Larder chef 1 1
Line cook 2 2
Pizza Maker 1 1 2
Prep chef 1 1 2
Sous chef 1 1
Grand Total 4 1 4 6 15
Table: Showing the span of the people working in the Kent Hotel
27%
7%
27%
40% 1 to 2 years
3 to 5 years
6 months or less
More than 6 months but less than
one year

Assessment 3: Final Report 25
Chart: Showing the span of the people working in the Kent Hotel
From the above chart, it is seen that 40% of the employees are working for more than
6 months but less than a year. 27% has been working for less than 6 months, just 6% working
for more than 3 years but less than 5 years and 27% working for more than 1 year but not
completed 2 years. From this data, it is clear that the employees are not working for a longer
time and the conflict can be regarded as one of the reasons of the less number of people
working for so less time.
7. LEVEL OF INCLUSION AND CULTURAL SENSITIVITY
Likert scale has been used where the numbers indicate the following:
(1= Strongly agree, 2= Agree, 3= Neutral, 4= Disagree, 5= Strongly disagree)
Indicate the extent to
which you agree with the
following statements
I feel comfortable
and confident to
work in a diversified
workplace
Staffs are
accepting and
respectful towards
cultural diversity
Staffs' experience and
knowledge is
considered as a tool
for any changes
1 4 4 3
2 4 5 3
3 5 4 3
4 4 4 4
5 3 2 4
6 4 1 4
7 2 3 5
8 1 5 2
9 4 4 1
10 5 4 5
11 3 3 4
12 2 2 4
13 4 1 2
14 2 4 1
15 4 3 2
Table: To show the answer of the 15 participants.

Assessment 3: Final Report 26
7.1 Response of the staffs to the comfort and confident to work in a diversified
workplace
0 2 4 6 8 10 12
0
2
4
6
8
10
12
I feel comfortable and confident to work in a
diversified workplace
I feel comfortable and confident
to work in a diversified workplace
Chart: In response to the comfort and confident to work in a diversified workplace
From the above response, it can be seen that 2 of them strongly disagree that they are
comfortable and confident to work in the diversified workplace. 7 of them disagrees to gthe
fact, 2 of them were neutral, 3 of them agree and find themselves to be confident to work in
such environment and just 1 strongly agreed that to the comfort.
7.2 Responses of the staffs to be accepting and respectful towards cultural diversity

Assessment 3: Final Report 27
0 2 4 6 8 10 12
0
2
4
6
8
10
12
Staffs are accepting and respectful towards
cultural diversity
Staffs are accepting and respectful
towards cultural diversity
Chart: In response to the staffs to be accepting and respectful towards cultural diversity
From this analysis, 7 of the respondents disagreed that there is respect and accepting
nature of the staffs. 2 of them showed strongly disagree, 3 of them were neutral and 2 of them
strongly agree and 2 agreed to the point.
7.3 Responses of the staffs; experience and knowledge to consider as a tool for a change
0 2 4 6 8 10 12
0
2
4
6
8
10
12
Staffs' experience and knowledge is considered
as a tool for any changes
Staffs' experience and knowledge
is considered as a tool for any
changes
Chart: To show response of the staffs’ experience and knowledge to consider as a tool for a
change

Assessment 3: Final Report 28
When asked if the organisation considered experience and knowledge as a tool for
any change, it has been found that 2 of them strongly disagreed, 5 of them disagreed, 3 were
neutral, 3 agreed and again 2 strongly agreed the fact. Thus, it can be said that the ideas and
knowledge are always welcome by the management and any person working in the
organisation can place their view point.
8. OFFENCE AND EXCLUSION
Likert scale has been used where the numbers indicate the following:
(1= Strongly agree, 2= Agree, 3= Neutral, 4= Disagree, 5= Strongly disagree)
Indicate the
extent to which
you agree with
the following
statements
Staffs are not very
accepting of your culture
resulting to mockery and
verbal abuse
Staffs en courages the
practice of isolating
an individual from a
group
I have felt that
restrictions are put in
source of information
to make my job
difficult
1 2 2 3
2 2 2 3
3 2 2 3
4 3 1 4
5 4 1 5
6 5 4 5
7 4 5 1
8 4 5 1
9 2 3 1
10 1 1 1
11 1 1 1
12 4 5 2
13 5 4 2
14 3 4 2
15 3 3 3
8.1 Responses to show staffs are not very accepting of your culture resulting to mockery
and verbal abuse

Assessment 3: Final Report 29
0 2 4 6 8 10 12
0
2
4
6
8
10
12
Staffs are not very accepting of your culture
resulting to mockery and verbal abuse
Staffs are not very accepting of
your culture resulting to mockery
and verbal abuse
Chart: Responses to show staffs are not very accepting of your culture resulting to mockery
and verbal abuse
When it was intended to know if there is culture abuse in the organisation, it was
found that 2 of them strongly agreed that the staffs were not very accepting that results in
mockery. 4 of them agreed to this fact. Again 3 of them were neutral to the fact and 4 of them
disagreed to the fact and 2 of them strongly disagreed to the issue. However, it is clear that
there is some kind of mockery that goes on and the staffs have to face diversity issues.
8.2 Responses to show staffs encourages the practice of isolating an individual from a
group

Assessment 3: Final Report 30
0 2 4 6 8 10 12
0
2
4
6
8
10
12
Staffs encourages the practice of isolating an
individual from a group
Staffs encourages the practice of
isolating an individual from a
group
Chart: Responses to show staffs encourages the practice of isolating an individual from a
group
It would be very hurtful if the staffs are abandoned from a group and when asked
about this, it was found that 4 of them strongly agreed, 3 of them agreed, 2 were neutral.
However, 3 of the respondents disagreed and 3 strongly disagreed the fact on isolating the
individual from the group.
8.3 Response to show they have felt that restrictions are put in source of information to
make my job difficult

Assessment 3: Final Report 31
0 2 4 6 8 10 12
0
2
4
6
8
10
12
I have felt that restrictions are put in source of
information to make my job difficult
I have felt that restrictions are put
in source of information to make
my job difficult
Chart: Response to show they have felt that restrictions are put in source of information to
make my job difficult
When the staffs are restricted they are not able to perform their job properly and when
asked on the same thing, it was found that 5 of them strongly agreed, 3 agreed, 4 of them
were neutral, 1 disagreed and 2 of them strongly disagreed the fact. Thus, it can be said that
that not all of them are allowed to perform their duties and it is also an indication of the
diversity conflict.
9. COMMUNICATION AND EFFICIENCY
Likert scale has been used where the numbers indicate the following:
(1= Strongly agree, 2= Agree, 3= Neutral, 4= Disagree, 5= Strongly disagree)
Indicate the extent
to which you agree
with the following
statements
I have felt there were
miscommunications
because of my weak
command in English
I am able to fluently
convey thoughts and
feedbacks
Language barrier has
led in my poor
performance at work
1 2 4 1
2 2 4 2
3 2 4 2
4 3 43 2
5 4 3 2
6 5 3 1

Assessment 3: Final Report 32
7 5 1 1
8 4 1 1
9 4 1 4
10 4 2 3
11 5 2 3
12 3 4 4
13 3 5 5
14 2 4 5
15 1 4 3
9.1 In response if they have felt there were miscommunications because of my weak
command in English
0 2 4 6 8 10 12
0
2
4
6
8
10
12
I have felt there were miscommunications
because of my weak command in English
I have felt there were
miscommunications because of
my weak command in English
Chart: In response if they have felt there were miscommunications because of my weak
command in English
Few of the staffs were non-native to English speaking countries and so they can be
not so fluent in English. On asking this question, it was found that 1 strongly agreed to the
fact, 4 agreed, 3 were neutral, 4 disagreed and 3 strongly disagreed to the fact.
9.2 In response if they are able to fluently convey thoughts and feedbacks

Assessment 3: Final Report 33
0 2 4 6 8 10 12
0
2
4
6
8
10
12
I am able to fluently convey thoughts and
feedbacks
I am able to fluently convey
thoughts and feedbacks
Chart: To show the response if they are able to fluently convey thoughts and feedbacks
From the above chart, it is clear that 3 of them strongly agreed and they can easily
share their thoughts in their language, 2 of them, agreed, 3 were neutral and most importantly
6 of them disagreed the fact and 1 of them strongly disagreed the concept. Therefore, the
foreign staffs are really struggling to cope up with the language barrier with the other staffs in
the organisation.
9.3 In response if language barrier has led in my poor performance at work
0 2 4 6 8 10 12
0
2
4
6
8
10
12
Language barrier has led in my poor
performance at work
Language barrier has led in my
poor performance at work

Assessment 3: Final Report 34
Chart: To show the response if language barrier has led in my poor performance at work
Language is an important concept of diversity and it has been found that 4 of them
strongly agreed that language barrier has resulted in the poor performance, 4 of them agreed,
3 of them were neutral while 2 disagreed the fact and 2 of them strongly disagreed the fact.
Thus, language barrier is another challenge for the employees.
10. APPRECIATION AND CONTRIBUTIONS
Likert scale has been used where the numbers indicate the following:
(1= Strongly agree, 2= Agree, 3= Neutral, 4= Disagree, 5= Strongly disagree)
Indicate the extent
to which you agree
with the following
statements
I am appreciated for
my work in spite my
background
I appreciate other staffs
for their contributions
regardless of their
background
I tend to be more
motivated and
productive with the
help of appreciation
1 1 2 1
2 1 2 1
3 2 2 1
4 2 5 2
5 3 5 2
6 4 4 2
7 5 3 3
8 4 3 3
9 2 3 1
10 3 1 2
11 1 1 5
12 1 1 4
13 3 2 4
14 2 4 3
15 2 4 2
10.1 In response if they are appreciated for my work in spite my background

Assessment 3: Final Report 35
0 2 4 6 8 10 12
0
2
4
6
8
10
12
I am appreciated for my work in spite my
background
I am appreciated for my work in
spite my background
Chart: To show the response if they are appreciated for my work in spite my background
Everyone wants to be appreciated in their work. Only 1 strongly disagreed that her do
not want to be appreciated, 2 of them disagreed, 3 were neutral. 5 of them strongly agreed
that they want to be appreciated and 4 of them strongly agreed to the fact that they wanted to
be appreciated.
10.2 In response if they are appreciate other staffs for their contributions regardless of
their background
0 2 4 6 8 10 12
0
2
4
6
8
10
12
I appreciate other staffs for their contributions
regardless of their background
I appreciate other staffs for their
contributions regardless of their
background

Assessment 3: Final Report 36
Chart: Response to show if they are appreciate other staffs for their contributions regardless
of their background
It has been found that 2 of them strongly disagreed and they do not like to appreciate
others, 3 disagreed, 3 were neutral. However, 4 of them agreed and wanted to appreciate
others and 3 of them strongly agreed to the point. Thus, there is different opinions on this
fact.
10.3 In response if they tend to be more motivated and productive with the help of
appreciation
0 2 4 6 8 10 12
0
2
4
6
8
10
12
I tend to be more motivated and productive
with the help of appreciation
I tend to be more motivated and
productive with the help of
appreciation
Chart: Response to show if they tend to be more motivated and productive with the help of
appreciation
Motivation can always play an important role to overcome the organisational issues.
When it was asked, it was found that 1 of them strongly disagreed to this fact, 2 of them
disagreed, 3 of them were neutral. 5 of them agreed to the fact and 4 of them strongly agreed
to the fact. Thus, motivation is what mainly required in this organisation to improve the
performance of the employees.

Assessment 3: Final Report 37
11. BIASED DECISIONS
Likert scale has been used where the numbers indicate the following:
(1= Strongly agree, 2= Agree, 3= Neutral, 4= Disagree, 5= Strongly disagree)
Indicate the
extent to which
you agree with
the following
statements
I noted the recruitment
in the Kent Hotel is not
restricted towards any
background
I am given equal
opportunity to
demonstrate my
capabilities
Opinion and suggestions
are consider and
welcome while tacking
crucial work decision.
1 2 1 2
2 2 2 2
3 2 2 1
4 1 3 1
5 1 4 1
6 3 5 5
7 3 2 3
8 4 3 3
9 5 4 4
10 2 1 5
11 2 2 2
12 1 3 2
13 2 4 1
14 4 5 1
15 5 2 2
11.1 In response if they noted the recruitment in the Kent Hotel is not restricted
towards any background

Assessment 3: Final Report 38
0 2 4 6 8 10 12
0
2
4
6
8
10
12
I noted the recruitment in the Kent Hotel is not
restricted towards any background
I noted the recruitment in the
Kent Hotel is not restricted
towards any background
Chart: To show the response if they noted the recruitment in the Kent Hotel is not restricted
towards any background
The recruitment policy revealed that there is no such partiality when it comes to
recruiting employees from different backgrounds. 2 of them strongly disagreed to the fact, 2
disagreed. 2 were neutral. 6 agreed and 3 strongly agreed.
11.2 Response to show if they are given equal opportunity to demonstrate my
capabilities
0 2 4 6 8 10 12
0
2
4
6
8
10
12
I am given equal opportunity to demonstrate
my capabilities
I am given equal opportunity to
demonstrate my capabilities

Assessment 3: Final Report 39
Chart: Response to show if they are given equal opportunity to demonstrate my capabilities
It has been observed that 2 of them strongly disagreed to the fact, 3 disagreed, 3 of
them were neutral, 5 of the agreed to the fact and 2 of them strongly agreed on the opinion.
11.3 Response to show the opinion and suggestions are consider and welcome while
tacking crucial work decision.
0 2 4 6 8 10 12
0
2
4
6
8
10
12
Opinion and suggestions are consider and
welcome while tacking crucial work decision.
Opinion and suggestions are
consider and welcome while
tacking crucial work decision.
Chart: Response to show opinion and suggestions are consider and welcome while tacking
crucial work decision.
It has been observed that 2 of them strongly disagreed to the fact, 1 disagreed, 2 of
them were neutral, 5 of the agreed to the fact and 5 of them strongly agreed on the opinion. It
is clear that the organisation has been asking the opinion of the employees in case of any
particular situation.

Assessment 3: Final Report 40
Discussion:
From the analysis and the data collected from the staffs, it is clear that there is indeed
high level of dissatisfaction among the employees as there is high level of diversity right
from the language barrier to the non-recognition of their skills and knowledge. As understood
from the literature review, there can be various conflicts depending on the types of diversity
and this can directly results in the poor performance of the organisation. Thus, it can be said
that Kent Hotel is indeed striving to maintain the level of connection among the employees
that can actually help them to utilise the diversity of the employees and can improve the
performance of the organisation. The employees are from different countries and there is also
diversity in the age group of the employees. Thus, these factors can easily create a positive
impact on the organisational performance as it can help to encourage innovative ideas and at
the same time can lead to the situation where the customers from different background can be
treated well.

Assessment 3: Final Report 41
Chapter 5: Recommendations
5.1 Linking with the objectives:
The second objective of the research paper is to come up with better
recommendations that the organisation can adopt to overcome the issues of the diversity
conflict. From the analysis it is clear that there is a high level of diversity in the organisation
and it is at an alarming rate and the management has to take some step in order to overcome
the issue.
5.2 Recommendations based on findings:
After the analysis of the conflict mode instrument, it can be said that in order to bring
harmony in the organisation and to avoid any further chaotic situation, it is important for the
management and the employees to actually collaborate and compromise on the situation. This
means that the arguments from both the parties should be taken into consideration at the time
of resolving any issue and then only a particular conclusion can be drawn. In fact, the
employees who are at the Hotel for a longer time can also come up with certain level of
compromising. They should be polite and well behaved with the new employees so that the
new employees can also be able to adjust with the work environment. This way, the tenured
employees can earn respect too.
From the data collected by the means of quantitative analysis, it can be easily
recommended that there is a requisite of high organisational motivation. Thus, the
management of the Hotel has to consider the various means by which the employees can be
motivated in order to encourage them to work with more dedication. It is recommended that
each of them should be recognised based on different parameters and they are appreciated on

Assessment 3: Final Report 42
the same. In addition to this, financial or monetary benefits can also encourage them to be a
better employee in the organisation.
5.3 Suggestions to the Kent Hotel:
As it has been found that the Hotel has been facing tremendous pressure in managing
the conflict among the employees and it has become very vital to take certain step right at
that time. Certain recommendations can be made in this respect
1. Hearing both sides of the conflict: IT is the responsibility of the HR or the
management that they will be responsible enough to hear both the people involved in
the conflict. This is important to understand the perspective of both the sides. Keeping
a note of the same, the decision on collaboration or compromise can be taken that can
help to resolve the issue. It is also recommended that there should not be any kind of
avoidance that the people in the organisation feel neglected.
2. Starting a program on reward and recognition: This way the employees can be
encouraged and they will be motivated to work better. In addition to recognising
them, certain benefits should also be given in terms of money or any other thing.
3. Cultural biasness: In order to make sure that all the employees are treated equally,
there should be cultural biasness and nay person going against this can attract great
punishments. In fact, the organisation needs to focus on celebrating the different
festivals or giving the employees a break during their respective festivals or
occasions.

Assessment 3: Final Report 43
Chapter 6: Limitation and conclusions
5.1 Conclusion to the study and expected outcome:
If proactive measures are not taken to overcome the issues of the workplace conflict,
it will affect the productivity and the success of the operation to a large extent. It is important
to implement certain measures that would help to keep a check on the conflict that arises as a
result of the workplace diversity and strict action is taken against the one who is found to be
guilty.
5.2 Linking with the objectives:
The first objective was to find out the various factors that lead to the diversity conflict
among the employees in the Kent Hotel. It has been found that starting from the age group to
the difference in the origin of the employees the organisation has been striving to meet the
diverse condition. The percentage of male is very high compared to the females and so there
can arise the diversity related the gender biasness. Apart from this, most of the employees are
from India and so there is also cultural diversity as well that needs to be taken care of.
However, the issues related to the difference in the age group or the tenure of the employees
can be ignored as these factors do not seem to be much effective when it comes to the conflict
among the employees.
5.3 Limitation to the proposed recommendations:
The keys to making diversity work at the workplace completely lies in the learning
and understanding the differences among the employees. The proposed recommendations can
be very helpful to the management. However, in case the biasness among the people increase,
it can lead to the other side and the recommendations can be a failure.

Assessment 3: Final Report 44
Reference list:
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laissez‐faire leadership on the relationship between co‐worker conflicts and new cases of
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Baillien, E., Bollen, K., Euwema, M. and De Witte, H., 2014. Conflicts and conflict
management styles as precursors of workplace bullying: A two-wave longitudinal
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Brazzel. M, 2003, Chapter XIII in Deborah L. Plummer, Handbook of Diversity
Management: Beyond Awareness to Competency Based Learning (Ed.), Lanham, MD:
University Press of America, Inc., pp. 363-406.
Danielsson, C.B., Bodin, L., Wulff, C. and Theorell, T., 2015. The relation between office
type and workplace conflict: A gender and noise perspective. Journal of Environmental
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Devine. F, Baum. T, Hearns. N and Devine. A. 2007, Cultural diversity in hospitality work:
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Flick, U., 2015. Introducing research methodology: A beginner's guide to doing a research
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Guillaume Y. R. F., Dawson J. F., Otaye L., Woods S. A. and West M. A. 2017, Harnessing
demographic differences in organizations: What moderates the effects of workplace diversity,
Journal of Organizational Behavior, J. Organizational Behavior, Vol. 38, pp. 276–303.

Assessment 3: Final Report 45
Islam, M.K. and Karim, R., 2017. Causes and Effects of Workplace Conflict in Midland
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p.207.
Morgan, J, and Vardy, F 2009, ‘Diversity in the workplace’, American Economic Review,
Vol.99, Issues: 1, pp. 472-485, Business Source Premier, EBSCOhost, viewed 21 July 2018.

Assessment 3: Final Report 46
Paul J. Davis, Yuliya Frolova, William Callahan 2016, ‘Workplace diversity management in
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2018].

Assessment 3: Final Report 47
Appendix:
SAMPLE SURVEY
Diversity and workplace conflict
Position:
Head chef * 1
Sous Chef * 1
Pizza maker * 2
Grill chef * 2
Larder chef * 1
Line cook * 2
Prep chef * 2
Kitchen hand * 4
Nationality:
Algerian (Head chef) * 1
Bangladesh (1 Sous chef and 1 larder chef) * 2
Indian (4 Kitchen hand and 2 Prep chef) * 7
Nepalese (1 pizza maker, 1 Grill chef and 1-line cook) * 3
Colombian (line cook) * 1
Chile (Grill chef) * 1

Assessment 3: Final Report 48
Gender:
Male * 13
Female * 2
Age:
18-24 * 9
25-34 *4
35-44 * 1
45-54 * 1
55 and above
Marital Status:
Single * 12
Married * 3
Separated * 0
Divorced * 0
Widowed * 0
Number of Years Employed by the company:
6 months or less * 4
More than 6 months but less than one year * 6
1 to 2 years * 4

Assessment 3: Final Report 49
3 to 5 years * 1
Above 5 years * 0

Assessment 3: Final Report 50
Please read the statements thoroughly and mark in the box according to your relevancy.
LEVEL OF INCLUSION AND CULTURAL SENSITIVITY
(Tick or circle on relevant box)
Indicate the extent to which you
agree with the following
statements
Strongly
Agree
Agree Neutral Strongly
Disagree
Disagree
I feel comfortable and confident
to work in a diversified
workplace
Staffs are accepting and
respectful towards cultural
diversity
Staffs' experience and
knowledge is considered as a
tool for any changes

Assessment 3: Final Report 51
OFFENCE AND EXCLUSION
(Tick or circle on relevant box)
Indicate the extent to which you
agree with the following
statements
Strongly
Agree
Agree Neutral Strongly
Disagree
Disagree
Staffs are not very accepting of
your culture resulting to mockery
and verbal abuse
Staffs encourages the practice of
isolating an individual from a
group
I have felt that restrictions are
put in source of information to
make my job difficult

Assessment 3: Final Report 52
COMMUNICATION AND EFFICIENCY
(Tick or circle on relevant box)
Indicate the extent to which you
agree with the following
statements
Strongly
Agree
Agree Neutral Strongly
Disagree
Disagree
I have felt there were
miscommunications because of
my weak command in English
I am able to fluently convey
thoughts and feedbacks
Language barrier has led in my
poor performance at work

Assessment 3: Final Report 53
APPRECIATION AND CONTRIBUTIONS
(Tick or circle on relevant box)
Indicate the extent to which you
agree with the following
statements
Strongly
Agree
Agree Neutral Strongly
Disagree
Disagree
I am appreciated for my work in
spite my background
I appreciate other staffs for their
contributions regardless of their
background
I tend to be more motivated and
productive with the help of
appreciation

Assessment 3: Final Report 54
BIASED DECISIONS
(Tick or circle on relevant box)
Indicate the extent to which you
agree with the following
statements
Strongly
Agree
Agree Neutral Strongly
Disagree
Disagree
I noted the recruitment in the
Kent Hotel is not restricted
towards any background
I am given equal opportunity to
demonstrate my capabilities
Opinion and suggestions are
consider and welcome while
tacking crucial work decision.