Do people feel better when they work in a diverse team?

Malith Yalage 11012110 25-04-2018 2017/2018

Supervisor: M. de Haas Project 4: Bachelor thesis Statement of Originality

This document is written by Student [Malith Yalage] who declares to take full responsibility for the contents of this document.

I declare that the text and the work presented in this document are original and that no sources other than those mentioned in the text and its references have been used in creating it.

The Faculty of Economics and Business is responsible solely for the supervision of completion of the work, not for the contents.

Do people feel better when they work in a diverse team?

Abstract

Nowadays companies are getting more and more diverse teams, in terms of ethnicities. This is because of immigration and globalization. Companies are dealing with this and trying to figure out how they can use these diverse teams to get advantages out of it. A company that is dealing with a very culturally diverse team is Holland Casino. The influences of diversity on performance have been researched but the influence of diversity on the employees’ attitudes is not researched sufficiently. The attitudes of employees have an influence on the individual and team performance. This study investigated the influence of team diversity on the attitudes of employees at Holland Casino. The attitudes researched are motivation, satisfaction and commitment. According to the literature there can be positive influence of cultural diversity on these attitudes, but there are also some

disadvantages of diversity. To test this, employees of Holland Casino were interviewed. The results show that motivation is partly positively influenced and partly not influenced at all and that satisfaction and commitment are positively influenced. Other results are: employees learning from each other, creativity and problem solving, as expected. Possible disadvantages did not occur probably because of the policies that Holland Casino has on how to treat colleagues and because they hire people who are open for diversity. So, Holland Casino and other companies that are dealing with diverse teams can use these content elements to operate better.

Introduction

Over the past decades, Western countries have experienced a growth in immigrants from an increasing amount of countries around the world. The media discuss and debate cultural diversity every day (Fasel, Green, & Sarrasin, 2013). With the globalization still increasing and the market getting more competitive, companies are dealing with work teams that have employees with diverse backgrounds, skills and characteristics. It is a challenge for organizations to embrace and manage differences of employees successfully.

In previous empirical research there have been found different effects of team diversity on team performance. Because of these mixed results, team diversity is often portrayed as a ‘double-edged sword’ (Horwitz & Horwitz, 2007). On the one side there are the positive effects: because diverse people have different experiences, skills and ideas they can share, a team could innovate better (Bantel & Jackson, 1989), a team can make clearer strategies (Bantel, 1993), a team can react better to competitive threats (Hambrick, Cho, & Chen, 1996) and a team could implement some types of organizational changes faster (Williams, Hoffman, & Lamont, 1995) than homogeneous teams. On the other side because of the discrepancies in opinions, values or perspectives team diversity could lead to clashes in coordination, tension and intragroup conflicts (Knight et al., 1999).

Because of the different effects of team diversity, it is an interesting subject to investigate further. Instead of looking to the direct relationship between team diversity and team performance, it could be interesting to investigate first the influence of team diversity on attitudes such as

motivation, satisfaction, and commitment. Since these attitudes have a positive relation with performance it is interesting to research influence of team diversity on people’s attitudes.

Therefore, the research question of this paper is ‘What is the influence of team diversity on

employees’ attitudes, in terms of motivation, satisfaction and commitment at Holland Casino?’. I chose to investigate this research question at Holland Casino because I work at Holland Casino.

Through participant observation I have observed that many employees who work here have very different cultural backgrounds. These cultural backgrounds bring along that people can handle certain work situations different than other employees and have different value and norms. What also makes Holland Casino an interesting company is that their guests are from many different cultural backgrounds, more than the half of their customers are not living in Holland. Besides the gambling games their employees provide a service to the guests. So, it is interesting to investigate if a diverse team improves their service performance to their diverse customers. One of Holland Casino’s beliefs is that their employees make an important contribution with their enthusiasm to an

unforgettable entertainment experience. That is why they have the slogan ‘’Hospitality is in our DNA’’. For the employees to provide such a service of hospitality, their attitudes towards their work

should be positive. Motivation, satisfaction and commitment are the attitudes that ensure

employees can provide hospitality. So, because Holland casino has a high diversity in their employees and the attitudes earlier mentioned are important for the performance of the casino, it is an

interesting company to use for a case study.

Because of the globalization, there is an international mobilization of human resources as well as cross-border exchanges causing a worldwide immigration flow (Craig & Douglas, 2006). Because of this diversity on the work floor is increasing. This makes diversity a relevant subject in the current business world. And because diversity and attitudes both have an influence on organizational performance, they are key factors to study for practice. This study is also valuable for the managers of Holland Casino to get a perspective on their employees on how they experience cultural diversity among the employees. They can learn from the opinions of the employees and make possible changes of adaptations in their policy to improve the overall performance.

To answer the research question, I will conduct a case study at Holland Casino. Holland Casino offers an interesting environment to study the research question because the cultural diversity in here is on a high level and the attitudes I will research are relevant for Holland Casino in regard to their organizational performance. In this study I will interview employees in different teams to gather the qualitative data. This data will be analyzed and discussed to give an answer to the research question and form a conclusion

After this introduction I will describe in the theoretical framework the existing knowledge about the subject, that will provide the basis of this research. This will be followed by the

methodology, explaining how the research will be conducted. Then the results will be analyzed and discussed followed by the discussion and the conclusion, to give a final word and a summary.

Theoretical Framework

Diversity

In the existing literature there is a lot of information available about team diversity and the different consequences. Team diversity can be described as the distribution of differences among members in any attribute, such as demographic variables (e.g. age, gender, race), cognitive traits (e.g. values, skills, knowledge, functional background) and personality (e.g. openness to experience) (Van Knippenberg and Schippers 2007). Team diversity gives a complex challenge because it can either provide benefits to team performance, but it can also disrupt team performance (van Knippenberg & Schippers, 2007; Williams & O’Reilly, 1998). There are different sorts of diversity e.g. cognitive,

personality, gender, cultural and age. I will focus on cultural diversity, and in particular on ethnicity, further on. Culture can be seen as the webs of significance we spin as human being: what our identity is and how we connect with the world is an intersection of behaviors, beliefs, language and values. This influences every aspect of a person’s life and it changes and evolves continually

(Ginsberg, 2005). According to Ovando and Collier (1985) culture can be seen as something that is not an isolated, mechanical aspect of life that can be used as an explanation of a phenomena in the classroom or that someone can learn as a series of facts, physical elements, or exotic characteristics.

Advantages of diversity

Some studies have demonstrated that diversity in ethnicity, functional and educational background and experience make team performance better (e.g., Bantel & Jackson ,1989; Eisenhardt, Kahwajy & Bourgeois, 1997; Hambrick, Cho & Chen, 1996; O’reilly, Williams & Barsade, 1997). A possible cause for these performance benefits may be the fact that team diversity forms an information resource. Different backgrounds have as consequence that employees have diverse knowledge, perspective and information. Accordingly, more diverse teams could be associated with a larger and more diverse pool of task-relevant informational resources to draw from (Nederveen Pieterse et al., 2013).

According to Horwitz and Horwitz (2007) diversity among heterogeneous members promotes creativity, innovation and problem solving. Because workers from different cultural backgrounds often have different ways of thinking and have distinctive experiences, diverse perspectives are available for solving problems. With the availability of different perspectives, a team can have more creative thoughts and urge team members to be more alert and critical in their evaluation of new strategies (Brodbeck and Greitemeyer 2000; Collins and Geutzkow 1964). Building on in-house cultural talents capacitate organizations to integrate more easily into foreign cultures and cultural diversity improves the chance of employees to overcome cultural shock (Martin, 2014).

Cultural diversity also provides knowledge about, and access to minority groups within society. For example, a supermarket in a cultural diverse neighborhood which matches employees with diverse backgrounds to those of their customers and then can use the knowledge of their employees to provide better customer service. Research has shown that the attitude of the majority towards diversity is a strong predictor of the level of acceptance of minority members and that a positive attitude improves intergroup contact (Hofhuis et al. 2012; Tropp and Bianchi 2006; Tropp et al. 2006). In addition, cultural diversity provides a positive image towards the outside world. If an organization has a diverse workforce, it shows that the organization is a socially responsible institution, providing equal chances to all cultural minorities and aiming to reduce discrimination (Cunningham and Melton, 2011). So, diversity has a positive effect on an organization’s image of social responsibility, which is an upcoming trend in modern organizations (Bear et al., 2010).

Disadvantages of diversity

Then there are other studies that have shown that working with people with different ethnicities, ages and experiences does not lead to improvements of team performance, but to a downturn of team performance (Michel & Hambrick, 1992; Zajac, Gloden & Shortell, 1991). One explanation for a decreasing team performance is offered by the similarity-attraction theories (Byrne, 1971). This theory implies that people are likely to be attracted to others who are similar to themselves. This can be in different dimensions: attitudes, values, attractiveness or personality. Because of this diverse teams face a bigger challenge than heterogeneous teams in building and sustaining interpersonal interaction and teamwork. The social categorization theory provides another possible explanation for the downturn. This theory implies that people tend to divide each other in in-group members and out-group members based on salient characteristics, like nationality. Members of the in-group treat each other more favorable compared to the out-group members, this can lead to intergroup biases (Tajfel, 1982). Intergroup biases can cause a disruption in sharing information. Employees may close their mind to dissimilar others, reducing the willingness to elaborate and discuss information and different views, as well as not trusting diverse others and their knowledge sources of information. This hinders members to pay enough attention to diverse perspectives (Nederveen Pieterse et al., 2013). Another reason for a possible decrease in performance is that employees can have different beliefs and values, this influences their prioritization, interpretation and response to stimuli and thus can cause a conflict (Stahl et al., 2010). Because these different beliefs and values of the different cultures are deep, and often subconscious, the sources of the conflicts in cultural diverse teams could be hard to identify, and even more hard to resolve (Kirchmeyer & Cohen, 1992). Another reason of the downturn is miscommunication, this can be due to language barriers or misinterpretations of non-verbal language. Workers with diverse ethnicities interpret some communications in different ways, which can lead to a misunderstanding or difficulties (Kim, 2001; Wang & Mattila, 2010; Martin, 2014).

Motivation

In the literature the effect of attitudes of employees on team performance are amply researched. One of the attitudes that is part of this study is motivation. Organizations require high levels of performance of their employees. To get these high levels organizations need to pay close attention to how employees can be best motivated by means as incentives, rewards, leadership, the

organization context in which they work etc. (Osabiya, 2015). Mullins (2015) describes that

motivation is concerned with why people choose a certain course of action rather than other courses and why people continue this chosen action, frequently for a long time, and in the face of difficulties

and problems. According to Arnold et al. (1991) motivation has three components: the first one is direction; what the person is trying to do. The second is effort: how hard a person is trying and lastly there is persistence, which is about how long a person keeps on trying. There are multiple studies that provide results that different kinds of motivation (intrinsic or extrinsic) improve job performance (Hendijani et al., 2016; Utuma, 2017; Yildiz et al., 2014). This is because with a positive motivation productivity, quality and service are likely to improve because motivation supports people to achieve their goals, give people a positive perspective, builds self-esteem and capability and helping others (Osabiya, 2015). There are two kinds of motivation: intrinsic and extrinsic. Intrinsic motivation is connected to psychological rewards such as receiving appreciation, positive recognition and being treated in a caring way. This kind of motivation is deeper than extrinsic motivation and is long-term oriented. Extrinsic motivation is related to tangible awards like salary, security, promotion, contract or service. These are usual outside the control of individual managers. These awards have an

immediate effect but are not necessarily for the long-term (Armstrong, 2006). In the literature there is plenty to find about motivation losses because of working in a group. One of the theories

explaining this problem is social loafing. This implies that members of a performing group put less effort in their job compared to their normal individual performance (Karau & Williams, 1993). This occurs because people feel less personal accountable and may even feel that their individual inputs have small impact on the result. People also assume that others will take the responsibility and act. Only few studies demonstrate the opposite of this, motivation gains. Motivation gains occur when one or more members of a groups perform better in a group than as individuals. One effect that describes motivation gains is the Köhler effect. The Köhler effect happens when the least competent members of the group exert higher effort when working under conjunctive group task demands than when working individual. Group performance contexts are not inevitably demotivating and can under the right circumstances be highly motivating (Hertel, Kerr, & Messé, 2000). Identifying those

circumstances is a challenge; team diversity might be one of those circumstances. According to Velten and Lashley (2017) cultural diversity is related to the motivation of an employee since in their research the majority of the employees commented that teamwork and atmosphere, which also contains cultural diversity, motivate them the most. Next to that, most of them referred in a positive way to cultural diversity, which can be explained by the experience employees have with other cultures and therefore they are culturally competent. This is also emphasized by Odenwald (1996) and Köppel (2008), who indicated that the main factor creating a different perception of cultural diversity is the level of cultural competencies. Another explanation that emerged was that because most of the foreign employees grew up in the same country as in which the company operates. So, the deep-level dissimilarities such as different values and mentality are limited, which reduces the chance of conflicts. Wang et al. (2016) demonstrated that diversity, in values and belies etc. was

positively related to team intrinsic motivation, which means that team diversity is a psychological benefit for employees.

Satisfaction

Another attitude that improves job performance is satisfaction (Fisher, 2003; Tsui, 2013;Zhou et al., 2012). Job satisfaction is stable measurable judgment about how well an employee compares his job to his needs, wants and expectations. The judgment is about the job as a whole, judging about multiple components such as the co-workers, pay, organizational context, supervision etc. Employees who have a high level of job satisfaction like their jobs, they feel home in their work environment and they feel that their job challenges them, provide variety, security and a good atmosphere. Workers who are enjoying their job might even give up some private time just to do their work activities even better, they can be more committed and creative. And thus, will they will find manners to overcome problems they are dealing with in regard to their job and will help their colleagues and bosses (Bakotic, 2016). Job satisfaction is a valuable factor to investigate, as satisfied workers tend to be more productive, they show bigger commitment, by being organizations

ambassadors and spreading a positive word of mouth, also, they have much lower level of

withdrawal intentions (Saari & Judge, 2004; Spector, 1985). Job satisfaction can be categorized in 4 classes: environmental factors, strategic employee recognition factors, individual factors and psychological factors wellbeing factors. Environmental factors are about communication and the communication between superior and subordinate. Strategic employee recognition factors involve culture and society of workplace aspects and financial aspects and how all these aspects influence satisfaction. Individual factors include moods and feelings of workers and their characteristics like the ability to work with teams and solving problems. Psychological wellbeing factors concern primary parts of a worker’s life: family, work, community, etc. (Rothbard, 2001; Harter et al., 2002; May et al., 2004). Job satisfaction is not only important for the organization, but it is also relevant for the health of an employee. Previous research has found that job satisfaction is strongly related to multiple mental health outcomes such burnout, anxiety, depression and self-esteem (Faragher et al., 2005). Low job satisfaction can also bother the balance between work and family life and a consequence of that is individuals have more tension and higher stress levels (Schieman and Reid, 2009). And another study found that high level of job satisfaction is associated with high self-rated health, less difficulty climbing up-stairs, less health service contact and less people leaving sick from work (Fischer and Sousa-Poza, 2009). Past research found that companies with more satisfied employees tended to perform better than companies with dissatisfied employees (Ostroff, 1992). According to Ryan, Harter et al. (2002) there are positive correlations between employee satisfaction and organizational performance measured by profit, employee accidents, productivity, customer satisfaction and

employee turnover. Employee morale also was found to be related with subsequent business

performance indicators, customer satisfaction sentiments and turnover ratios (Ryan et al. 1996). And lastly higher job satisfaction is found to have a positive impact on market performance measured by earnings per share and return on assets. Market performance has a significant impact on financial performance (Evans and Jack, 2003; Schneider et al., 2003). According to Hofhuis et al. (2012) diversity climate on the work floor is positively related to job satisfaction and job recognition. Also, a diversity climate has a negative relationship with diversity related conflicts, so employees who experience a high level of diversity climate within their company are more satisfied, feel more recognized and experience less diversity-related conflicts. The relationship between diversity climate and job satisfaction is fully mediated by organizational identity. Hofhuis et al. (2012) demonstrated that, at companies with a weak diversity climate, a gap exists between majority and minority

members regarding job-related well-being. So, promoting a strong diversity climate can be the key to successful diversity management. In the study of Gates and Mark (2012) emerged that ethnicity diversity was related with higher level of job satisfaction. Hickas-Clarke and Iles (2000) demonstrated that a positive climate for diversity is strongly associated with positive organizational, job and career attitudes such as job satisfaction and commitment.

Commitment

According to the literature, commitment makes the employees feel more connected to the company and the team, thus they put more energy in their work, because of this the job performance

improves (Franco & Franco, 2017; Triana, 2017). Organizational commitment can be described as the psychological strength of an employee and the amount of involvement an employee has in his work (Ajibade and Ayinla, 2014). Organizational commitment will increase the loyalty of the workers and will inspire them to commit themselves to their company and because of that their productivity improves (Deepa et al., 2014). According to Meyer et al. (1993) commitment consists of three facets: affective, continuance and normative. The affective component is about the emotional attachment of workers and the way they feel connected to the company and being proud to be a member of that company. When the identity, values and norms and career interests of an employee are in line with those of his company, and individual experiences affective commitment. Strong affective

commitment of someone makes it more likely that someone else adopts that kind of commitment (Barsade, 2002). Affective commitment is positively related to contextual performance. The

continuance part describes the willingness to be a member of the organization and continue to work in the organization, because otherwise their current and past time at this organization would be loss

of investment or value. Normative commitment is about the internalized pressure or feeling obligated to follow a career in the organization. So, an employee with high levels of normative commitment tries to promote and maintain his relationships with the older generation to make a career. Commitment is not a fixed commodity; it can change quite often in reaction to conditions and situations the employee encounters. There are several causes that may influence the organizational commitment such as: (a) external factors which includes technology, government pressure, perfect competition, and global trade; (b) political factors which includes ideology of ruling party,

technocrats versus politicians, anarchy, and legislations and regulations; (c) personal factors like career growth, uniqueness, greed and contentment, and gaining confidence; and (d) internal factors which includes appreciation by change leaders and management, leadership styles, rewards and recognition, participation by management, and composition of the work floor ( Abu-Shamaa and Khasawneh, 2015; Nasir et al., 2014). According to Triana (2017) organizational commitment affects the employee performance positively. Kahn et al. (2010) showed a positive relationship between organizational commitment and the performance of an employee. Arolia et al. (2010) and Jamal (2011) also found a positive correlation between organizational commitment and job performance. According to Leveson et al. (2009) managers need to acknowledge the potential influence of developing a positive workplace environment for cultural diversity to improve worker perceived organizational support, which consequently will increase affective commitment. Managers should not underestimate the influence of initiatives, like making all workers feel part of the ‘taken-for-granted’ informal networks in causing positive individual and organizational attitudes. Maria et al. (2010) concluded that organizational efforts to help diversity on the workplace increase the affective commitment. Organizational justice, in terms of acceptance of diversity and recognition as the need for diversity, is a predictor of organizational commitment. Companies should consider that even if they do have certain rules and regulations in place, the perspective of managers regarding diversity influences the employees. So, the behaviors of the managers are important regarding to acceptance of diversity (Hicks-Clark & Iles, 2000). They found a positive association between components of diversity management and organizational commitment.

Holland casino

Holland Casino is the only legal provider of casino games in Holland, this means that Holland Casino is the only party in Holland that has a license to offer live table games and casino slot machines. It was founded by the Dutch government in 1976 and it offers its guests fun and exciting games in a safe

and reliable environment. With over forty years of experience and with a leading and internationally recognized prevention policy, Holland casino has acquired a unique position in the gambling market. Excitement and pleasure on beautiful locations combined with optimal service and personal

attention for the quests, ensure that the guests of Holland Casino always and everywhere experience an excellent game experience. Holland Casino has 14 establishments spread over the Netherlands and more than 3000 employees. These employees are very cultural diverse; people with different ethnicities, backgrounds and experiences. But the employees also differ in gender, age and sexuality. So, there are all kinds of employees. The biggest establishment of all 14 is the one in Amsterdam Center and that is the one in which I work and thus where the case study will be conducted. It is located in the middle of the entertainment area of Amsterdam, near to the Leidseplein. Not only the employees, but also the guests are cultural diverse. More than the half of the customers who visit Holland Casino do not live in Holland and come from different nationalities and have diverse

backgrounds. The performance of the employees of the table games consist of leading the game but also a big part of the performance is the service they provide to treat the guests well. So, the

employees have to provide their services to cultural diverse guests, where sometimes employees should change the way on how they treat their customers and need to adapt their behavior or language to provide the optimal service to every guest. Which makes Holland Casino a very interesting company to use for a case study to see if diversity at the employees influences the attitudes on of the employees, which influences the performance.

So previous research has found different results about the relationship between team diversity and team performance, on the one side because of diversity there are multiple perspectives of

knowledge to deal with problems and improve team performance and on the other side diverse teams could meet difficulties because of the differences in values and characteristics of persons, and therefore the performance could decrease. Also, research found that the different kinds of attitudes that make people feel better on their work, like motivation, satisfaction and commitment, influences team performance in positive way. But the influence of team diversity on these attitudes has not been researched sufficiently; this gap asks for new research. This can be an important subject for companies to investigate, because both factors, diversity and employees’ attitudes, have influences on organizational performance, which is one of the main priorities of a company.

Methodology

This thesis investigates the influence of diversity on employees’ attitudes. The goal of this study is to find out if the cultural diversity at the employees of Holland Casino motivates them and to see if it makes them feel more satisfied with and committed to Holland Casino, what consequentially improve the performance of the employees. Because the theoretical framework demonstrated that the consequences of cultural diversity are two-sided and the relationships between cultural diversity and the employees’ attitudes have not been proved sufficiently, this research will be explorative. For this explorative study there will be made use of a qualitative data collection method to find possible complex relationships. I will be open minded about the operation of the possible relationships and the relevant factors to collect as much meaningful information as possible. Guided by the existing literature about diversity, employees’ attitudes and job performance, data will be gathered in a case study on Holland Casino. A case study is an efficient method to collect qualitative information. Because there are a lot of different kind of people working at Holland Casino, this company is a good case to study team diversity. There are people working from different cultures with different

ethnicities, educational levels, experiences and skills and also from different nationalities, so the diversity is high. In this case study I will make use of in-depth interviews, which will be conducted with eight employees to collect qualitative data about their attitudes. I have asked questions about the influence of diversity among employees on their attitudes and their experiences with it, but I also asked questions about their experiences with guests, because a big part of their performance is to provide optimal service. So, to perform well, the guests have to be understood by the employees. The interviews are semi-structured, and I gave the respondents time and the chance to develop an answer and let the interviewees as much as possible tell their stories and experiences to gather valuable data. Because an interview is a social interaction, the behavior or attitude of the interviewer can influence the answers of the interviewee, this could bias the results and make them invalid. To make it as reliable as possible I used the same questions for every employee, created the same environment, behaved professionally and had the same attitude towards all the interviewees. When the interviewees give valuable information by themselves, I used these answers to continue to talk about diversity. But when the employees do not provide useful answers by themselves, I asked more open questions, to identify their feelings towards diversity in the workplace. I let the respondents only use diversity as the factor that influences their attitudes, and not other factors to keep it internally valid. Eight employees from different cultures, ages and with different experiences with diversity are used to interview. The data collected from these interviews is audio-recorded and transcribed and analyzed carefully to get a perspective on the influence of diversity on the attitudes of workers and to give answer to the research question. To analyze the data the grounded theory

was used in which there are three phases. The first phase is open coding, data is examined line-by-line to categorize information to initial codes. The second phase is axial coding, whereby the initial codes are interconnected and explore relationships between categories. Lastly, there is selective coding, this involves systematically relating and interpreting codes to one another. The data collected from this case study extends the existing information known about the subjects and provides an explanation for the influence of team diversity on employees’ attitudes.

Key informant # ethnicity age function Years in service

1 Dutch/Moluccan 27 croupier 1+

2 Dutch/Indonesian 18 croupier 1

3 Dutch/Surinamese 23 Food &

beverages

8 months

4 Dutch 50 shift leader 28

5 Dutch 48 croupier 28

6 Surinamese 21 croupier 1

7 Surinamese/Hindu 21 croupier 1

8 Dutch 23 croupier 1,5

Table 1: an overview of the interview respondents

Results

My evidence suggests that, according to the data collected from the eight interviewees, there are several effects of cultural diversity among employees at Holland Casino. These effects involve learning from each other, creativity, problem solving, motivation, satisfaction, commitment, team bonding and performance. The factor that has influence on these effects is support from the company.

Learning from each other

The cultural diversity among the guests of Holland Casino is a crucial factor for the performance of the employees. Guests from different cultures speak different languages, have different habits and sometimes prefer or expect a certain type of service from the croupiers or team leaders. Our employees think that diversity among the employees is a good thing because colleagues from different cultures can teach each other things about a certain culture like languages or behavior.

‘’She has lived in different countries and thus experienced a lot of different cultures and so she knows exactly how people want to be treated in their own country, in one culture it is important that you build a personal bond with the guest and the other culture e.g. just want you to take care of the game as a croupier. And so, she can learn that to us. (key informant 6)

Diversity among employees is also good to get more background information of guests from a certain culture, like knowledge about the Ramadan and Chinese New Year. And to get a better

understanding of the attitudes of guests that may come across differently than intended. Creativity

Because of the cultural diversity at Holland Casino, the employees have grown up from different backgrounds and thus we are raised with different norms and values. This can influence your way of thinking; diversity therefore leads to different ways of thinking, or perspectives, which can help create ideas for Holland Casino. Also, these different backgrounds can also be used for discussing certain ideas and adaption to certain cultures. This creativity of the team, originated from cultural diversity, makes employees feel more committed in their team because they are putting a lot of effort to come the best solutions on how to deal with the guests.

‘’Also, for example, when new plans are made for the marketing side, the board asks opinions or ideas from the employees, from which very different ideas can emerge that help our company move forward, so it (diversity) provide creativity.’’ (key informant 4)

‘’Emails are regularly sent to all colleagues for new ideas to keep attracting customers. From which ideas arise as a Surinamese, Chinese or Brazilian tinted evening. So here you see that diversity creates creativity and different ideas that ultimately are successful.’’ (key informant 7)

Problem solving

Because of the big cultural variety cultural of guests at Holland casino there can arise some problems at the work floor, such as miscommunications, problems with regard to certain behavior of guests, certain habits and authority. For example, the guests from the Middle East are used to a high-power distance and therefore they can be less polite on the table to the croupier. They expect that the croupier just does his job. Or guests, from a culture in which there is a big difference between gender find it sometimes hard to accept that a woman is leading the game or that a woman is a team leader and makes the decisions. Therefore, the authority is not on the level as it should be in a casino in Holland. Because of the culturally rich populations at Holland Casino, there is almost always someone available who can deal with the problems that exists on the work floor. They can solve these

vice versa, if customers are talking with an employee who is from their own ‘kind’, customers feel more at home, and problems can be solved easier. Also, our employees could talk to them in their own language, which could eliminate possible language barriers and ensures better understanding between the employees and guests.

‘’I notice that colleagues, because of their cultural background, attract guests of the same culture and have a looser relationship with these guests. They can gain their confidence by addressing them in an acceptable way. Acceptance of the guests is therefore more present at e.g. addressing behavior. In that case it is certainly an advantage to have a diverse team because you can solve different types of problems with different types of guests. (key informant 4)

‘’because you provide other services because you are dealing with different gamblers. You have to know what certain population groups need, that is more convenient to avoid conflicts. For example, if you have a handy approach, the ice is often broken, and problems will not arise quickly. And again, because we have a cultural diversity of colleagues, that step is much easier. This way they can communicate much more easily with guests. (key informant 5)

These are examples of clashing values and norms between guests and employees at Holland Casino. This makes it harder for the employees to perform their services. But, because the employees are diverse as well, there are also differences in how they deal with these kinds of problems like: ‘’A colleague with roots in Eastern Europe during an aggression prevention training found it normal for a man to talk to her aggressively. She got the feedback that she should stop this behavior earlier and let the man know that he should treat her with respect. She did not see this herself and did not understand where the feedback came from, since she was used to men talking to her like that.’’ (key informant 1)

Holland Casino tries to make sure that all employees use the same norms and values when they are at work, by training them and letting colleagues share their skill and experiences. And therefore, could solve all these kinds of problems in the same way.

Motivation

The effect of cultural diversity on motivation turned out to be two-sided. On one side there are the employees who find it motivational that they work with colleagues from other ethnicities because they shared experiences about their bad circumstances in what they used to work in other countries or at other jobs. This motivates some employees because it makes them appreciate their job more and thus put more effort in it.

‘’I recently spoke with a Surinamese colleague, born in Suriname with dozens of brothers and sisters and literally fled to the Netherlands. For him this is really his job, if he does not have this job, he will have to go back to Suriname or find an another less fun and less well-paid job. I know that I will be gone in a year. Something like that makes you think and that is why you appreciate it anyway, because you see through other cultures that we find this job reasonably normal, but it is actually a nice job and it earns well, so I find that motivating. (key informant 2)

Or when employees see that colleagues from a certain cultural background work harder than others, it motivates people to also work harder.

‘’And for example, we also have several colleagues who came here from the Eastern Europe to work and they took this job very seriously and you adapt things from that. Because if you see other people working hard, you automatically start working harder, even if it is your part-time job. (key informant 6)

‘’for example, you can already see the diversity in the competences that have been developed more by other employees than by me and I could therefore see it as a challenge that other croupiers who have already developed better than me, that I want to come there.’’ (key informant 3)

On the other hand, there are also employees who do not feel any kind of motivation because they are working with people from different kinds of cultures. They just see every colleague in the same way and do not see or handle them in a different way.

Diversity has no influence whatsoever on my motivation during my work at Holland Casino’’ (key informant 4)

‘’I do not feel more or less motivated to do my work better or different when there are different cultures between the employees, you can understand different people better, but I do not care if someone is Surinamese, Indian or Pakistani for example. (key informant 5)

Satisfaction

The employees are satisfied with the presence of cultural diversity in Holland Casino. Some think that the diversity among the employees makes the work place colorful and less monotonous. Because the employees, who are involved in the table games, have a 15-minute break after every hour of work, their colleagues are important for their satisfaction because they see each other often (key informant 8). Because the employees live at work familiar kind of life’s, but in the private life experience

different kind of life’s, there is a lot to talk about for the employees in the break. Many subjects to talk about, sharing experiences about their background and learning about each other life’s all make sure that diversity influences satisfaction positively.

‘’I at least get satisfaction from the fact that we work in a diverse team because you can talk to all kinds off people and learn more about them. It creates a good atmosphere, both on the work floor and in the canteen. There are always different topics to talk about because people are of different origins and therefore have different experiences. And of course, due to the things I learn from other employees with different ethnicities that I can apply to the guest, I get satisfaction again. (key informant 2)

‘’I enjoy working with a lot of cultural diversity. The world looks like that and so also my work environment. Many young colleagues who come in at the moment and relatively many different cultures, many more than years ago. Then I had many colleagues from Yugoslavia and that has now become much broader. It brings more ‘color’ and fun, I think. It ensures that the work floor is colorful and ‘fresh’. (key informant 4)

Commitment

Although the employees are different from each other, in terms of looks, skills and backgrounds, they feel connected to each other. This is because the employees solve problems together on the work floor, learn things about each other and their backgrounds and support each other. Because the successful teamwork between the employees, people tend to feel more committed to the company and put more effort in their work. Team bonding is a result of this, every employee adjusts a little bit to each other and work together as one network of different cultures to serve the guests from different cultures in their own way. Also, the employees are very content with the way how Holland Casino deals with their employees and how they manage them.

‘’I feel very connected to my colleagues. I learn a lot from them and about their culture. At a certain point in time, you also get to know colleagues personally very well, which makes it easier to converse with them and work together. The colleagues respect each other and are very friendly. We see each other as one big family. It is nice to see that there is diversity between employees, because despite the diversity everyone is treated equally with this fantastic employer.’’ (key informant 7)

‘’In my opinion I am more involved, and I do my best as you are constantly getting better in your work with new experiences wit colleagues. Because you can solve many different problems as a diverse team, you feel connected to each other as I said. You are, as it were, a block, with your colleagues.’’ (key informant 6)

‘’I think that every employee adapts a bit to the others and learns from other. So, people learn from each other and that stimulates team bonding.’’ (key informant 1)

Support from the company

To get positive effects of cultural diversity on employees’ attitudes, there should be an environment that supports that diversity. This environment is created by the policy that Holland Casino executes. Holland Casino creates a climate in which all employees are equal, which ensures that the negative effects of diversity like different values, language barriers and divisions between employees are reduced as much as possible and stimulates to elaborate the positive effects of cultural diversity. Holland Casino makes use of outings for the employees to make them understand each other more and get connected, which stimulates teamwork and commitment, they made their canteen a pleasant place to be in with games etc. and they have rules that everybody treats each other in the same manner to stimulate the satisfaction, have respect for each other, no matter from where you are and makes the employees feel at home. Because diversity is an important factor as well as at the employees as at the guests, Holland Casino needs employees who are open for cultural diversity. Holland casino keeps hiring diverse people and in the contracting procedure they will ask and test new applicants on how they deal with diversity. There are also trainings, provided by the company on how to deal with the different guests and their behaviors. In this way the team stays diverse and keeps respecting each other.

‘’We also have many outings where we do an activity with all employees. This is good for the team bonding as we get to know each other better by having a lot of conversations with people from different cultures. As I said before, Holland Casino offers an environment in which diversity is only stimulated, they keep employing diverse people, make sure that everyone in the company culture is equal and the same way treated and, in the breaks, different people hang out.’’ (key informant 6) ‘’At this moment, for example, the Muslims are participating in Ramadan. It is very nice to see that the colleagues who take part in this are simply given a break to break the fast, while they are actually not entitled to this break.’’ (key informant 7)

‘’and for example, I also have a colleague who takes courses to master the Dutch language and that is partly paid for by the casino.’’ (key informant 2)

Performance

Providing service is a big part of the performance of the croupiers and team leaders at Holland Casino. The positive effects of diversity like learning from each other, problem solving, creativity and positive attitudes ensure that the individual, team and organizational performance improves. By sharing skills and experiences between employees their individual performance improves. With this and the company supporting team bonding, by stimulating diversity, increases the team

performance. With this and the management using the different perspectives and ideas of the employees the organizational performance improves.

‘’Though it is a thank you or say hello or numbers, a bit of the basic things we use at the table, yes you can learn that from your colleagues and that is again as a plus to the guests because they enjoy it. Then you have already won half and of course there are other things, but when you are open to something and deal with it more easily, you make it easier for yourself and you provide a more enjoyable experience of the guest, who stays satisfied. (key informant 5)

‘’We are a company where a lot of things happen, and it is good to have people with different backgrounds. I think that you are a reflection of how the world works. But also, how you can work together, laugh and achieve things. There are many different guests that we can serve well by a diverse team.’’ (key informant 4)

‘’Emails are regularly sent to all colleagues for new ideas to keep attracting customers. From which ideas arise as a Surinamese, Chinese or Brazilian tinted evening. So here you see that diversity creates creativity and different ideas that ultimately are successful.’’ (key informant 7)

Discussion

In this part of the paper the effects of diversity and the effects on the employees’ attitudes will be discussed. The findings will be related to the existing literature, theories, expectations and common perceptions.

Because the employees are culturally diverse, they can learn about each other cultures, languages and habits. This finding is in line with the previous research which showed that that different backgrounds in a team have diverse knowledge, perspective and information available (Bantel & Jackson ,1989; Eisenhardt, Kahwajy & Bourgeois, 1997; Hambrick, Cho & Chen, 1996; O’reilly, Williams & Barsade, 1997). This make sure that the employees can serve the guests in an appropriate manner and improve the customer experience of Holland casino. Diversity among employees may give more background information about a certain culture of guests, which is in line

with Tropp et al. (2006) that proved that diversity provides knowledge about minority groups within society.

Team members that have different background are raised with different values and norms. This makes the way of thinking differ from each other and have different perspectives. These different perspectives may be used to come to an optimal new idea to improve the team

performance. This relates to the previous findings that a team with different perspectives can have more creative thoughts and urge team members to be more alert and critical in their evaluation of new strategies (Brodbeck and Greitemeyer 2000; Collins and Geutzkow 1964).

Problems may arise at the work floor between guests and employees. These kinds of problems could be in terms of misunderstanding between each other, miscommunications and different norms and values. With the presence of diversity at the employees, these kinds of problems may be solved because certain employees could understand certain guests better because they grew up in the same way and thus may have the same perspective. This finding is in line with Brodbeck and Greitemeyer (2000), who proved that employees from different cultural background may think in a different way and have various experiences and perspectives to solve problems. On the other hand, guests who are dealing with employees, who they can relate with, are more on their ease and

problems are less likely to occur.

The influence of cultural diversity on motivation of the employees is ambiguous. When diversity has influence on motivation, it is about intrinsic motivation like appreciation and positive recognition, which is good for the long term (Armstrong, 2006). There is no case of social loafing at Holland casino because although they are working in a team, they perform their services individually. The Köhler effect is partly present as one employee stated that he is motivated by seeing other croupier having different competences than him and he wanting to get on that level. What also increased the effect of diversity on motivation were the cultural competencies that the employees have. They are familiar with the idea of working with different cultures and are open for it, which make them motivate more. Some employees get motivated by hearing and sharing experiences with employees form other cultures, which make them appreciate their job more. But on the other hand, there are also employees who stated that the diversity does not motivate them more or less. They attach no value to where someone is from and see everybody in the same way.

At Holland Casino cultural diversity is positively related to the satisfaction of the employees. Especially with regard to the environmental factors and strategic employee recognition factors are the employees pleased. All the employees are treated in the same, respectful way. No distinction is made, which ensures that the communication between superiors and subordinates is correct and also the communication between the employees themselves. The culture and society of the

the work place. At Holland casino diversity is supported and respected which makes all employees feel at home, regardless of the ethnicity. With experiences and stories that employees share with employees with other backgrounds in the breaks ensures that employees enjoy themselves more at work. There is always something to talk about, which creates a fun environment. The diversity climate is experienced positively by the employees at Holland Casino. Which is in line with Hofhuis et al. (2012), who demonstrated that diversity climate on the work floor is positively related to job satisfaction.

The influence of cultural diversity on the employees’ commitment at Holland Casino is positive. In this case it is about the affective component of commitment, that employees feel connected to the company and sharing the same values and norms with the company. Because the employees learn things from each other about different cultures, they can do their work better. Employees support each other and work together to solve problems, this creates a feeling of team bonding, which makes them more committed to the team and the company. Also, looking at the internal factors, the appreciation by leaders and management, recognition and composition of the work floor makes sure that diversity influences commitment at Holland Casino. The positive workplace environment improves the employees perceived organizational support which increases the affective commitment, which relates to the finding of Leveson et al. (2009) and Maria et al (2010).

Holland Casino makes sure that cultural diversity is accepted, respected and supported in their business culture. They create an environment in which culturally different employees are equal, have to opportunity to bond with each other, can have a fun time and can feel at home. This leads to employees learning from each other, satisfaction, commitment and eventually better performance, which is in line with Hofhuis et al. (2012), Hickas-Clarke and Iles (2000) and Leveson et al. (2009). When hiring new employees, they search for people that are open for diversity and perhaps diverse by themselves. In that way the team stays diverse and keep on functioning and perform effectively.

Cultural diversity at Holland Casino improves the individual, team and organizational

performance. Learning from other, creativity and problem solving are the effects of diversity and this improves the performance. Next to that diversity led partly to motivation, this is partly in line with Velten and Lashley (2017) and Wang et al. (2016) who stated that diversity is positively related to motivation. To some employee’s diversity did not affect their motivation. Also, diversity led to satisfaction and commitment of the employees. This is in line with Gates and Mark (2012) and Maria et al. (2010) who proved that diversity influenced satisfaction positively and that diversity led to higher affective commitment. These attitudes make sure that the employees are in the mentally position to do their work better than when those attitudes are not present. This is in the line with the findings of Hendijani et al. (2016), Utuma (2017) and Yildiz et al. (2014) who provided result that

motivation improves job performance, with the findings of Fisher (2003), Tsu (2013) and Zhou et al. (2012) who shows that satisfaction improves job performance and with the findings of Franco and Franco (2017) and Triana (2017) who stated that commitment improves job performance.

As we can see there are mainly advantages of cultural diversity, but according to the existing research I expected also some disadvantages of cultural diversity. I think these problems do not occur at Holland Casino because of their selection of new employees. Holland casino intends to hire people who are open for diversity which makes sure that employees do not distinguish between culturally diverse colleagues. On the contrary, several interviewees told that particularly diverse people are sitting with each other in the breaks and that everybody connects with each other, there is no ‘like attracts like mentality’ at Holland Casino. Other problems could have occurred because of different values and beliefs of the employees. Because of the policy that Holland Casino rules, when the employees come at work they use the same norms and values to each other and to the guests. In the training of Holland Casino, they teach employees how to behave in several situations. Because everybody follows the same respectful rules, deep-level dissimilarities are limited. Another factor that helps that the norms and values of Holland Casino are accepted easier by the employees is that most of the employees grew up in the Netherlands, which relates to the finding of Wang et al. (2016). And lastly there are the problems that could occur because of the miscommunications between employees. These problems are also not the case at Holland Casino because a requirement to work at Holland Casino is to talk English. So, the employees can always communicate with each other in English and most of the employees can talk Dutch, so that is also usual.

Implications

The findings of this case study contribute theoretically by presenting what the influence is of cultural diversity at Holland Casino on their employees’ attitudes and on their performance. They show that diversity has partly influence on motivation and that the employees feel more satisfaction and commitment towards their work because they work in a culturally diverse team. The study provides insight in a company that provides services, with culturally diverse guests and how they deal with that, in terms of performance and in terms of how they treat and train their employees. It shows that when a company creates a supportive environment for diversity, the positive elements of diversity show up more. This study also shows that because there are many culturally diverse guests at Holland Casino, a diverse team helps to serve them more appropriate. To extend theory, follow up research can focus on companies that not only provides services, but also produce and provide products. Perhaps a different kind of teamwork is necessary and then diversity can have another

effect on the performance and employees. Other research can also focus on companies in which the guests are not so culturally diverse as at Holland Casino which also requires a different approach of the company. The influence of diversity on motivation can also be researched more specific to get a better understanding.

The findings of this research have implications for practice. They can help companies navigate on how to deal with a diverse team. On how to create a successful environment at work in which diversity is not only supported by the management but also by the employees. By providing the same norms and values for every employee so every employee is respected in its own way and creating the opportunities for employees to connect and fit in the team. It also shows what the influence is on attitudes of employees. Understanding your employees is an important thing, so managers can use these results to exploit the positive effects of diversity on their employees. Also, the effects like creativity, learning from each other and problem solving are an important factor for the performance of a company thus the management can use diversity efficiently to perform better with the right effects.

There are also some limitations at this research. Because it is a case study, the

generalizability is not high. The research is done at Holland Casino which means that most of the factors and results that showed up in this study are related to the environment of Holland Casino. At other companies these factors can differ because there are many different subjects that are relevant with each different company. Also, not all the different cultural backgrounds that work at Holland Casino have been interviewed, perhaps other ethnicities have other perspectives on cultural diversity.

Conclusion

This paper reports a case study conducted at Holland casino with the research question: What is the influence of team diversity on employees’ attitudes, in terms of motivation, satisfaction and

commitment at Holland Casino? The answer to this question is that team diversity has positive influence on motivation because of the experiences shared between employees which make

employees appreciate their job more, their cultural competencies and the absence of dissimilarities. Some employees just see every employee in the same way and it motivates them not more or less that their team is diverse. Diversity has positive influence on the satisfaction of the employees,

because the norms and values that Holland Casino sets and the climate they create on the workplace makes them happier about their job. Diversity make the workplace less monotonous and more colorful an that satisfies the employees. It has also a positive influence on commitment because the internal factors, like the management, leadership, recognition and team bonding, ensure that employees feel more connected and involved at Holland Casino. Employees solve together problems and get support by the company which commits them more to the team and the company. Diversity at Holland Casino has also the effects of employees learning from each other, creativity and problem solving. These factors and the positive influence on the attitudes make the performance of Holland Casino better. The absence of the negative effects of diversity is possible because of the rules that Holland Casino has in their business culture on how to work together with their colleagues and because of the people that they hire are open for diversity. So yes, people feel better when they work in a diverse team, at Holland Casino. And as Napoleon said: ‘The effectiveness of the army depends on its size, training, experience and morale, and morale is worth more than all other factors together.’

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