3.

The Effect of Languange and Cultural Barriers on Guest Service

3.1 Culture
Culture is the integrated sum total of learned behavioral traits shared
by members of a society (Deari et al., 2008) 1. Culture plays a crucial role
in shaping the social norms recognized by individuals, as well as the
actions they deem appropriate or inappropriate. In the workplace,
differences in work values influenced by culture can affect individual
performance and job satisfaction. Each person brings different values and
preferences to their work style, often rooted in their cultural background.
This can be reflected in their body language, communication style, time
management, and problem-solving approaches.
Therefore, understanding employees' cultural values is an important
task for management. This understanding allows companies to improve
negotiation effectiveness, design better reward systems, develop suitable
management styles, and enhance communication. Ultimately, all of this
contributes to the overall performance of the organization.

3.2 Languange Barrier

Language is the key to a person’s self-identity. It enables the person
to express emotions, share feelings, tell stories, and convey complex
messages and knowledge (Kim & Mattila, 2011) 2. In the workplace
context, language barriers can be a significant challenge in creating
effective communication, especially in a multicultural work environment
involving expatriates.
Some challenges caused by language barriers include: Language
differences are often influenced by culture, which can lead to

1
Deari et al., Effects of cultural differences in international business and price
negotiation, 2008 as cited in The impact of language barrier and communication style in
organizational culture on expatriate’s working performance, S. N. Ramlan et al., 2018, page 660
2
Kim & Mattila, The Impact of language barrier & cultural differences on restaurant
experiences: A grounded theory approach, 2011 as cited in The impact of language barrier and
communication style in organizational culture on expatriate’s working performance, S. N. Ramlan
et al., 2018, page 661
 misunderstandings in the workplace. Language barriers can reduce
productivity and make collaboration among employees more difficult. In
addition, the way native speakers speak can sometimes create barriers, as
their speaking style may be difficult for listeners to understand, not merely
because of the speaker's accent.

3.3 Communication Style

Communication is the use of messages to produce meaning between
two or more people. Culture will give impact on communication style in
verbal & nonverbal communication. Communication includes sending
both verbal messages (words) and nonverbal messages (tone of voice,
facial expression, behavior, and physical setting) (Boyacigiller & Adler,
1991)3. Verbal communication includes the use of words, intonation, and
vocal emphasis. The success of verbal communication highly depends on
the clear understanding of the message being conveyed. Additionally,
nonverbal communication involves body movements, facial expressions,
tone of voice, and eye contact. Nonverbal communication often plays a
crucial role in the communication process, even though each culture may
interpret these elements differently. Misunderstandings can arise when
these cultural differences are not well understood. For example, eye
contact, which is considered polite in one culture, may be perceived as
rude in another.

3.4 Communication Barriers in the Hospitality Industry

In intercultural communication, communication barriers are almost
unavoidable, and this can lead to ineffective communication or even
misunderstandings, no matter how small. DeVito identifies three types of
intercultural communication barriers, two of which are as follows. First,
psychological barriers, which stem from an individual's mental or

3
The parochial dinosaur: Organizational science in a global context. Academy of
Management Review, Boyacigiller & Adler, 16(2), 1991, 262-290.
cognitive factors, caused by prejudice, emotional feelings, or unmet
expectations towards others from different cultures and statuses. Second,
semantic barriers, which arise due to differences in the interpretation of
something, caused by differences in language or dialects used by
communicators 4.
Here is an explanation of the two barriers:
3.4.1 Psychological Barriers
This barrier is commonly known as a barrier that occurs in
individual perceptual processes. Essentially, this barrier originates
from an individual's expectations, the effects of in-group vs. out-
group dynamics, stereotypes, prejudice, social categories,
discrimination, and racism that a person holds against others or
groups from different cultures 5.
Expectancy refers to the thoughts and behaviors anticipated in
a conversation 6. For example, when assessing someone, we tend to
make conclusions based on our expectations of them. If we expect
them to be friendly, we will perceive them as friendly. On the other
hand, if we have negative expectations about the person, we will
focus only on messages that support our assumptions.
In-group vs. out-group effects refer to the impacts of
boundaries such as geographic location, ethnicity, ideology,
profession, language, or social categories like social status and
kinship, which create a greater sense of belonging to one group,
making us feel different and superior to others 7.
Stereotype is the impression formed by observing a member of
a group and categorizing their characteristics as those of that group 8.
For example, when meeting someone named Alfred, we might
immediately assume they are Western and associate them with traits
4
DeVito, J. A. The Interpersonal Communication Book, (New York, 2007), page 17
5
Guirdham, M. Communicating Across Cultures at Work, (New York, 2005), page 6
6
West and Turner, Pengantar Teori Komunikasi, (Jakarta, 2008), page 159
7
Rakhmat, J., Psikologi Komunikasi, (Bandung, 1993), page 144
8
Rakhmat, J., Psikologi Komunikasi, (Bandung, 1993), page 91
 commonly attributed to Westerners, such as punctuality, direct
communication, or liberal views on sex.
Prejudice is a negative attitude towards an individual or group
based on social comparison, where one views themselves as more
positive than others. When this attitude involves comparing races
and assuming one's race is superior, it becomes racism 9.
Discrimination is negative behavior towards an individual or
group based on social comparison, where one views their behavior as
more positive than others, and it is a manifestation of prejudice.
Negative actions may include denying certain groups the opportunity
to work in specific fields 10.
3.4.2 Semantic Barriers
Semantic barriers arise from differences in the interpretation of
something, caused by the use of different verbal and non-verbal
language or dialects by communicators from different cultures. A
study by Thomas, Richards, and Sukwiwat in 1983 found that in
social interactions involving two people, where one uses English as a
second language and the other as a first language, this often results in
cross-cultural misunderstandings.
In another study, Guirdham added that there are at least two
things that cause confusion in verbal language use that lead to cross-
cultural misunderstandings: (1) the same meaning expressed
differently, such as using words with connotations, and (2) the same
expression but with different meanings.
Another aspect that leads to cross-cultural misunderstandings
is the use of non-verbal language by communicators from different
cultures. This happens because each culture has its own rules and
meanings for non-verbal language. Lustig, Koester, and DeVito
emphasize that the rules of non-verbal language are reflected in the
9
Wilson et al., Racism, Sexism, and The Media: The Rise of Class Communication in
Multicultural America, (London, 2003), page 66
10
Sunarwinadi, Komunikasi Antar Budaya, (Jakarta), page 44
 use of eye contact, touch, body movement, spatial messages, and
temporal communication, which vary depending on the cultural
context of the communicators.11
However, this does not mean that the two barriers mentioned above
cannot be overcome, because in fact, there are several strategies to
negotiate and minimize these barriers and diversities. These strategies will
be discussed in the following subsection.

3.5 Effective Strategies in Dealing with Intercultural Communication Barriers

Nolan classifies five strategies for minimizing intercultural barriers,
especially within the workplace, which include winner takes all, withdraw,
accommodate, compromise, and collaborate12. In the hospitality industry,
which involves interactions between individuals from diverse cultures, it is
essential to understand and implement these strategies to ensure effective
communication and harmonious relationships.
3.5.1 Winner takes all
This strategy emphasizes that one must win and the other
must lose, often using various methods such as pressure,
intimidation, and disregarding relationship damage13. It results in
high outcomes but low relationships. In the hospitality context, this
might occur when hotel individuals or teams strive to achieve the
best possible results in competitive situations, such as attracting
more guests or increasing revenue. Although this strategy can
improve short-term outcomes, such as higher income or better
hotel rankings, it may create tension among staff or even damage
the hotel's reputation if not balanced with attention to relationships
and service quality.
3.5.2 Withdraw
11
Journal of Communication & Media Studies, Andria et al, vol. 5, 2011, page 123-124
12
Nolan,R. W., Communicating and Adapting Across Cultures, (London, 1999), page
152
13
Nolan,R. W., Communicating and Adapting Across Cultures, (London, 1999), page
152
 This strategy is typically used by individuals who feel
powerless, resigned, or indifferent. They tend to avoid differences
that arise from either themselves or others, resulting in low
outcomes and low relationships14. In the hospitality industry, this
strategy can be seen when hotel staff, whether managers or
employees, avoid discussions or debates arising from cultural
differences. For instance, a staff member who feels insecure about
communicating with guests from a different culture may choose to
avoid direct interaction, resulting in lower service outcomes and
weakened guest relationships.
3.5.3 Accommodate
This strategy results in low outcomes and high relationships.
People who choose this strategy typically aim to create harmonious
conditions and avoid any form of disagreement. While this helps
maintain good relationships, it can lead to pressure as they often
sacrifice more than they should.15 In hospitality, this strategy is
often used to maintain positive relationships with guests from
different cultural backgrounds. Hotel staff who prioritize harmony
may accommodate guest requests, even if they conflict with hotel
policies or procedures. Although this increases guest satisfaction, it
may put pressure on the staff who feel they must sacrifice in order
to maintain good relations.
3.5.4 Compromise
This strategy results in moderate outcomes and moderate
relationships, where each communication participant negotiates to
meet their interests16. In hospitality, this strategy is frequently
applied in situations where hotel management, staff, or guests have

14
Nolan,R. W., Communicating and Adapting Across Cultures, (London, 1999), page
152
15
Nolan,R. W., Communicating and Adapting Across Cultures, (London, 1999), page
152
16
Nolan,R. W., Communicating and Adapting Across Cultures, (London, 1999), page
152
 different goals. For example, when a guest requests something that
the hotel cannot fully provide, both the staff and the guest would
seek a middle ground, allowing both parties to get part of what
they want. While both sides make sacrifices, the aim is to minimize
differences and find a solution acceptable to all.
3.5.5 Collaborate
This strategy results in high outcomes and high relationships,
where both communication participants strive for a solution that
benefits both parties17. In the hospitality industry, collaboration is
vital for creating a mutually beneficial environment between hotel
management, staff, and guests. Collaboration among employees
from different cultural backgrounds can enhance productivity and
create a positive work atmosphere. Similarly, collaboration
between hotel staff and guests from various cultures can lead to
satisfying experiences for the guests by finding solutions that meet
both parties' needs without compromising the quality of hotel
service.
However, according to Deborah Tannen, the choice of strategy to
minimize intercultural communication barriers also depends on an
individual's gender, as her research indicates that women tend to use
listening skills more than men18. In the context of hospitality, this can be
observed when female staff members may be more empathetic in listening
to guests' complaints or desires, which helps in overcoming cultural
communication barriers. Female staff who have good listening skills will
likely build stronger relationships with guests from different cultures,
creating a more positive experience for the guests and enhancing their
satisfaction.
Overall, choosing the right communication strategy in hospitality
heavily depends on cultural understanding and the situational context.
17
Nolan,R. W., Communicating and Adapting Across Cultures, (London, 1999), page
152
18
The Modern Languange Journal, Rinehart, B. C. S., 78(2), 1994, page 178-189
Given that the hospitality industry relies on strong relationships between
employees and guests from various cultural backgrounds, it is crucial for
hotels to develop communication strategies that not only effectively
address cultural barriers but also strengthen mutually beneficial
relationships for all parties involved.