Gender inclusion: The practices of organizational development and human resource management

Abstract

This study explores gender inclusion via practices of organizational development and human resource management from general managers in five-star hotels based on the gap between current practices, expectations, and typical general managers' characteristics. The study states the related theories of organizational culture, corporate policies, perceived organizational support, core competencies, and gender perceptions. A mixed method was applied in three stages. Quantitative research was conducted with 400 executive staff using 25 structured questionnaires via a Likert scale: Needs Assessment. The second stage is qualitative research conducted using five in-depth interview questions with 22 interviews conducted by the general manager. Interview transcripts collected the data, contents analysis inter-coding and triangulation of themes development. The last stage is the development of a model and guidelines, which are conducted by juxtaposing quantitative and qualitative data and expert reviews. The study discusses the implications for the literature and practice.