Managing Language Policies in the Foodservice Workplace
Abstract The principal objective of this paper is to review the business and law literatures to determine the legal, business and ethical issues at stake in setting language policies for personnel in foodservice businesses within the United States. Furthermore, we review the types of language policies and practices that have resulted in claims of employee discrimination under Title VII of the U.S. Civil Rights Code, and where applicable, we note specific legal rulings that have relevance for future managerial decision-making and future research in the foodservice industry. We additionally identify practices for managing a linguistically diverse workforce that are seen to be both beneficial and compliant with existing civil rights law.
Why Investing in Diversity Management Matters: Organizational Attraction and Person–Organization Fit
Corporate investments in diversity management programs have increased over the past two decades. Across two samples, the current study used experimental methods to examine if organizational attraction and person–organization fit (P–O fit) are influenced by corporate investment in diversity management. In Study 1, 132 hotel managers read about a hotel company that either invested in diversity management programs or removed their investment. In Study 2, 159 hospitality students on the job market read about a hotel company that either invested in diversity management programs or did not read this statement. The results of the current study showed why investing in diversity management matters, namely, because investing in diversity management influences organizational attraction. Across two studies, the participants were more attracted to an organization if the organization invested in diversity management and P–O fit mediated the relationship between corporate investment in diversity management and organizational attraction.
Institutionalizing Corporate Social Responsibility: A Study of Provisions and Implications of Indian Companies Act 2013
Abstract 
The spotlight of this chapter is to understand the connection between public policy and corporate social responsibility (CSR); in other words – the institutionalization of CSR. What is the role of the government for setting standards and mandating for ensuring responsibility? The emerging accepted wisdom in policy and academic circles is that many sustainability solutions are likely to result from institutional (i.e., governance) reform. A perceptive on CSR evolving as an institution of broader societal governance appears as a promising opportunity to delve into at a point in time when conventional rules, actors, and markets that steered the global economy demonstrate to be undergoing credibility crisis. CSR therefore must be considered within the wider field of institutions for governing the corporation and the economy. This chapter is exploratory as it dwells into theoretical underpinning of emerging mandatory CSR as well as provides empirical mapping of corporate responses to the new enacted legislation. The CSR analysis presented is based on a content analysis of the information contained in the annual reports of some prominent companies, government documents, audits reports, companies websites, and newspaper reports, which will provide us evidences of responses of corporates toward the CSR provisions.