Working with Asians and Asian-American in the Hospitality Workforce

After assessing what barriers are in place that impede the success of Asians and Asian-Americans, content analysis was utilized to determine what could be done to alleviate these issues. One of the bigger issues that came up frequently was the lack of advancement opportunities given to people in these communities. Over 25% of the workforce is a part of this demographic but only 11% are either executives or managers. When Asian people are put into positions of power they are often put there to fix an underlying issue or “go down with the ship”. This puts these executives in a very precarious position. They either solve the problem and get shuffled out of office, or ruin their reputation by being known as the head of a failed company. These issues can be alleviated by making work environments more meritocratic, allowing those who work the hardest be in the highest positions regardless of their ethnicity, race or gender

Response bias, malingering, and impression management

Assessing a wide array of human characteristics using self-report questionnaires has been a successful item in the toolkit of many psychologists and other social scientists. However, the story itself is not one of successes only. Criticism against the use of questionnaires is as old and as common as the questionnaires themselves. The most recognized and most researched criticisms regard response biases, malingering, and impression management. The present chapter starts by shortly giving an overview of important concepts before providing descriptions of the most popular published measurement approaches to response biases, malingering, and impression management. The chapter concludes with a critical discussion of response bias scales in general. This is followed by a summary of some promising new approaches as well as a discussion of several unsolved issues on which future research in the area of response bias should focus