The effect of intercultural sensitivity on employee performance in cross‐cultural service encounters

Abstract

Purpose The significant increase in service offerings throughout the world has caused marketing scholars to focus their attention on the characteristics of the service encounter. With the growth in global business, more attention is also being paid to cross‐culture service encounters. This study proposes adding to that trend by attempting to measure the effect of intercultural sensitivity on the cross‐cultural performance of service employees. Design/methodology/approach Questionnaires were carried out in four‐ and five‐diamond hotels located in the state of Florida with reputations for attracting foreign guests. Findings The results indicate that employees with high intercultural sensitivity scored significantly (p<0.05) higher than employees with low intercultural sensitivity in terms of service attentiveness, revenue contribution, interpersonal skills, job satisfaction, and social satisfaction as they relate to cross‐cultural encounters. There was no significant difference in scores for motivation‐to‐work and perceptions of primary rewards (compensation, recognition, etc.). Research limitations/implications The study was limited to upscale in Florida hotels. Originality/value Results suggest that service firms would benefit from testing for and providing training in intercultural sensitivity for employees involved in cross‐cultural service encounters.

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