Discussion Paper of Migrant Workers in Tourism Workplaces

Summary


Since the enlargement of EU in 2004, a fast influx of migrants from Poland have launched to the UK (Janta et al., 2009). According to Home Office (2009), 610,000 Polish workers are registered as employed. In total 171, 940 of the migrants are registered to be employed in hospitality and catering and 109, 205 come from Poland. In recent years, UK hospitality sector has employed a large amount of Polish migrants into the Tourist workforce (Janta et al., 2009). Many employers see this as a good thing because of the changes that migrants bring along them, for example, a more efficient style of working. However, the fact that migrants have left their existing ties and social support structures, and have to start a new beginning and make new relationships in the host destination, makes them more vulnerable to experience injustices at the workplaces (Janta et al., 2009). Many businesses prefers migrant workers in the hospitality than British workers, because they feel to be more reliable (Matthew and Rhus, 2007). According to (Szivas and Riley (1999), most of the British workers have a lazy attitude towards hospitality work, therefore, migrants are more preferred as they have a good attitude: more motivated and positive attitude with respect to work, better work ethic, commitment and acceptance of low salaries (McDowell et al., 2007: Anderson et al., 2006), and more experience and skills in the hospitality industry (Janta et al, 2009). Most of those who works in the hospitality sectors are associated with being marginalised within secondary labour markets, for example, women, students, ethic minorities, young people and migrants (Janta et al., 2009; Lucas and Mansfield, 2008). Furthermore, the hospitality sector in UK is not always appreciated as a work (Janta et al., 2009). Many migrants arrive to UK with the hope of a better salary in hospitality than in their own countries, and in the hope of learning new languages for future jobs ( Janta et al., 2009). Migrants are mostly wanted by employers because they accept offered jobs that are unwanted by the local people. (Janta et al., 2009). Is this a good thing? (Janta et al., 2009), argues that “ the lack of qualifications or skills makes it available to many different types of migrants: economic migrants, students, and those who search migration to urban areas”. Many studies have shown that migrants have brought positive effects to the hospitality industry and many have experienced long term development in the sector. Despite the fact that, migrants are wanted by many businesses, many of them experience bad managerial behaviour, irregular working hours and turnover rates and the stress of being replaced by a new 'better worker'. Many employers see migrants workers as very enthusiastic, hard working and with good customer skills. However, because of this good aspect, many of them are being mistreated and are vulnerable to exploitation. The tourism hospitality employment has a negative aspects as, low salary, low skilled, negative image, part-time and seasonal, poor management and absenting a clear career path (Walmsley, 2004). Facing the fact that, jobs are usually dirty jobs, hard physical demanding, with monotonous and boring tasks, and long and unsociable hours (Baum, 2006). Additionally, the works are not considered to have a healthy life balance (Wong & Ko, 2009), because most jobs are often based on slip- shifts ,furthermore, in poor conditions (Janta et al., 2009), which makes workers prone to stress (Faulkner & Patiar, 1997). In addition, many workers are not protected with employment rights (Janta et al., 2009). The another common aspect is that employment in tourism and hospitality sectors are low paid (Walmsley, 2004; Riley, Lockwood, Powell-Perry & Baker 1998; Riley, Ladkin, & Szivas, 2002; Wood,1992; Choy, 1995; Lucas, 2004). Lucas (2004) argues that the easy compensation of workers can somehow also affect the motivation and commitment towards the work (Lucas, 2004). However, according to (Simons & Enz 1995; Dermody et al & Taylor, 2004; Wildes 2007) many studies have shown that the main motivational factors is the low salary. Empirical studies have revealed that the low salary in hospitality industry is the major cause to dissatisfaction, which leads to the decision to leave the job ( Walmsley, 2004; Dermody et al., & Taylor, 2004). Unfortunately, the hospitality sector is the worst paid sector in the UK (Baum, 2007). The hospitality businesses workforce in the UK is becoming every year more and more culturally diverse. Businesses see labour migration as very important to the economy, many believes that, without migrant labour businesses could suffer and not survive (Baum, 2006). Not only seen from the economy perspective, but also for managers within organisations. According to Walsh (1995), employing migrants can benefit the industry and managers: the reduce of absenteeism and decrease of staff turnover, learning better managerial approaches, increasing the morale sense, better teamwork strategies and greater job satisfaction (Maxwell et al., 2000). Nykiel (1999) outlines in his writings four positive approaches that could change the situation such as, increasing the desirability of the workplace, attracting new employees, retaining the best ones, and training the employees in diversity management and cultural acquisition.












References

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State of the Nation Report (2013), pp 41.

The reason for choosing this paper is because of the similar nature to my conference paper, but also having partaken in a professional practice year at Doubletree by Hilton Cambridge and having an ambition to work in the sector in the future, this could create answers for future managers.

To say British workers have a lazy attitude to hospitality work is slightly naive, research by Roos and Eeden (2008) looks into the different reasons people go to work, their findings show that the resident community base more of an emphasis on financial rewards whereas migrant workers are happy for social aspects such as meeting new people and creating friendships.

The paper mentions migrants are taking the jobs residents don’t want, however the resident community don’t see it this way, due to the nature of entry level hospitality work requiring low or no skills this attracts less educated individuals resulting in tensions arising between the resident community and migrants as Gheradi (1995) discusses this can make it difficult for migrants to reach their full potential through them being excluded from social groups.

A common theme in tourism employment to combat the low wage is the offering of fringe benefits; these should be available to all employees; however this paper highlights common problems whereby migrants are being exploited by not receiving the same benefits due to a lack of knowledge with regards to employment rights and the law in a foreign country.

Overall this paper highlights lots of the problems migrant employees encounter when working in hospitality such as a poor work life balance through having to work long unsocial hours, in the industry which is the worst paid in the UK resulting in a high labour turnover throughout the sector. However the important thing to remember is that it isn’t only migrants who are vulnerable to the above all workers are exposed, due to the nature of the industry (Moynihan & Pander, 2007).

Some future research could be conducted with regards to the impact exploitation is having on business performance in the tourism sector, but also on customer satisfaction lots of research shows the level of service is effected when employees feel demotivated and dissatisfied therefore it is surprising that establishments are still exploiting their workforce especially in a service orientated industry.

References

Gherardi, S. (1995). Gender, Symbolism and Organisational Cultures. London: Sage.

Moynihan, D., & Pander, S. (2007). Finding Workable Levels Over Work Motivation Comparing Satisfaction, Job Involvement and Organisational Commitment. Administration and Society. Vol 39(7), p803-832.

Roos, W., & Eeden, R. (2008). The Relationship Between Employee Motivation, Job Satisfaction and Corporate Culture. Journal of Industrial Psychology. Vol 34(1), p54-63.