Organisational attractiveness in the Taiwanese hotel sector: Perceptions of indigenous and non-indigenous employees

Abstract

This article explores differences in perceptions of organisational attractiveness (e.g., job, company and diversity attributes) between Taiwanese indigenous and non-indigenous employees. A mixed method study, framed by social identity theory, was conducted utilising semi-structured interviews and a survey of 305 employees from 22 hotels in Taiwan. Overall, the results indicated that although organisational diversity is important to hotel staff, especially for indigenous employees, this feature was the least well performing organisational attribute across the three types of hotels. Furthermore, hotels with low levels of ethnic diversity did not meet the expectations of employees about some elements of desired organisational diversity attributes (e.g., ethnic composition of the workforce). The results suggest there is a need for managers to better understand employee attitudes about organisational diversity. If organisational diversity is effectively managed, employers may be better placed to implement equal opportunity, affirmative action policies and diversity management strategies that attract and retain employees from both indigenous and non-indigenous backgrounds.