Inclusive Management Practices and Organizational Development in Five-Star Hotels: The Case of General Managers

Abstract

This mixed-method research aimed to propose inclusive management practices guidelines for leadership roles of general managers at five-star hotels. The final model and guidelines are drawn from the gap analysis of current and preferred practices, priority needs, and practical insights of industrial experts. The research sites are five-star hotels in Thailand known as the highest levels of luxurious properties providing excellent services, amenities and facilities through the distinction of guest experiences, with a sample size of 400 respondents who are the subordinates of the general managers and 22 key informants who are general managers of the five-star hotels. Research instruments comprise 1) 25 structured questionnaires consisting of standardized questionnaires from five dimensions, corporate culture, company policies, perceived organizational support, employees’ opportunities and perceived gender roles, 2) 10 open-ended interview questions, and 3) a rubric for model validation by industry experts and academics. Data treatments, validity, and reliability include descriptive statistics, Priority Needs Index or PNIModified applied to assess the need’s order, content analysis, and field expert reviews. The quantitative findings indicate that 1) male will become less dominated in leader role based on perceived gender roles which is the highest priority need index (PNI 0.4), 2) There will be less male dominance in corporate culture (PNI 0. 35) obtained the second priority need index and followed by 3) There will be more activities creating diversity based on company policies and more social and meta competencies for employees’ opportunities obtained the second highest priority needs index (PNI 0. 15). The overall quantitative results align with the qualitative findings revealing according to the following terms that organization should concern 1) Inclusion and diversity in Thailand and hotel industry, 2) Human resource management and development and general manager’s characteristics via social and meta skills and 3) Positive inclusion and diversity’s practice in organization. Based on mentioned findings, they are contributed to a proposed inclusive management practices guideline and model. Hence, they enhance implications via compliments inclusive practices to gender barriers and initiate new knowledge inclusive implementation step for human resource division