Environmental Engineering Reference
In-Depth Information
what is being done practically to support them, goodwill results and consequently
improved buy-in to adopt RTM practices. Along with the scepticism towards
government support, comes a lack of understanding in the industry of policy
documents concerned with the implementation of RTM.The limited understand-
ing of the RTMSA (Spenceley et al, 2002) and the BEE Tourism Charter and
Scorecard (DEAT, 2005) show a level of apathy towards adopting the transfor-
mation agenda. It is important that these documents continue to be
communicated and disseminated via workshops. It might be necessary, in the face
of a continued lack of change, for government to regulate certain minimum
requirements for the industry (for example, HIV/Aids policy, waste management
and corporate social investment).
Employees prefer to work for a company that reflects their own values and
that is seen to be a good corporate citizen. Improved staff morale, in turn,
increases staff performance. Communicating the ethical values both to potential
employees and existing staff is an important exercise in terms of improving
performance. Involving employees actively in community programmes is another
way of encouraging CSR and reinforcing the values of the company.
The modern age consumer is increasingly critical of the activities of
businesses and their impacts. Adhering to ethical management practices and
adopting a triple bottom line accounting approach ensures that businesses
safeguard against potential risks with regard to their reputation and image. In a
highly competitive environment where product and price parity reigns, purchas-
ing decisions are often made based on brand reputation, recognition or emotional
connection. RTM ensures transparency and a balance between financial, social
and environmental objectives. Such sensitivity will contribute towards safeguard-
ing the business against activism groups and negative publicity.
In conclusion, this chapter has argued that responsible tourism management
is fast becoming a vital objective of tourism business operations rather than an
ethical consideration. International research shows that CSR leads to a competi-
tive advantage, increased product differentiation and higher staff morale. Global
and local pressure on the tourism industry to transform and take its environmen-
tal and social impacts into account is at the same time mounting. In southern
Africa, the tourism industry plays a crucial role in addressing poverty reduction,
inequality and high unemployment rates. RTM aims to align the business objec-
tive of profit-maximization with social and environmental goals. Developing local
partnerships, managing scarce resources and working actively with local commu-
nities will ensure that the benefits of tourism are spread to more stakeholders. It is
imperative that the industry move from policy formulation and awareness
campaigns to implementing and committing to transforming management
practices. A positive attitude towards responsible tourism will not on its own lead
to the changes needed to ensure a sustainable tourism offering for present and
future success.
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