Seminário de Investigação GOVCOPP - Abril

Resumo

 The tourism sector in Portugal represents not only a cornerstone of the national economy but also one of its most significant employers, with women constituting a substantial share of its workforce. Paradoxically, despite this robust female presence, gender inequality persists as a deeply embedded and multifaceted challenge within the industry. This communication synthesizes current research findings and empirical evidence, presenting a comprehensive overview of how gender-based disparities manifest and are sustained in Portuguese tourism, and highlighting crucial avenues for policy and organizational intervention. A key finding from existing literature is the pronounced concentration of female employees in the sector’s lowest-paying and most precarious positions. Women are disproportionately represented in roles characterized by irregular contracts, seasonal work, and limited prospects for advancement. Such roles - often categorized under housekeeping, front-desk services, and food and beverage operations - tend to offer low wages, few benefits, and minimal job security. Conversely, men are more frequently found in technical, managerial, and executive positions, which offer higher compensation, better career security, and greater decision-making influence. This pronounced occupational segregation reinforces wage disparities and limits opportunities for professional growth among women. The gender pay gap remains a persistent issue, with multiple studies indicating that women in Portuguese tourism earn significantly less than their male counterparts, even when controlling for factors such as education, experience, and job function. This disparity is exacerbated by a lack of transparency in wage structures and promotion practices, making it difficult for women to advocate for fair compensation or to understand the rationale behind pay differences. The lack of clear, gender-sensitive policies regarding recruitment, remuneration, and promotion perpetuates inequality and creates an environment where discrimination, whether explicit or implicit, can flourish.
 Beyond pay and occupational segregation, gender inequality is further reflected in patterns of leadership and representation. Women remain markedly underrepresented at the upper echelons of decision-making in tourism enterprises, from large hotel chains to smaller independent operators. While initiatives such as gender quotas and professional networks have emerged in some organizations, the overall landscape remains characterized by male-dominated leadership. This lack of representation at the top is not only a matter of fairness but has demonstrable implications for organizational culture, innovation, and responsiveness to a diversifying customer base. The persistence of these disparities is closely tied to deeply rooted social and cultural constructs around gender roles. Traditional views that regard caregiving and hospitality as inherently feminine occupations tend to justify and reinforce women’s concentration in support roles, while also downplaying their potential as leaders and innovators. Moreover, managerial (un)awareness plays a critical role: many industry leaders and HR professionals exhibit either a lack of awareness about the breadth and impact of gender inequality, or actively resist interventions designed to address it. This inertia is often rationalized by invoking market pressures, operational exigency, or claims of meritocratic practices, but it effectively maintains the status quo. Addressing gender inequality in Portuguese tourism is not merely a question of social justice, but also one of economic rationale and sectoral sustainability. Numerous studies demonstrate that gender-diverse teams lead to higher productivity, foster creativity, and improve organizational resilience. Companies and destinations that embrace inclusive practices are better positioned to attract and retain talent, adapt to changing market demands, and deliver superior service and guest experiences. From a macroeconomic perspective, closing gender gaps in employment and pay could generate significant gains for the national economy, reducing poverty and inequality, and fueling inclusive growth. To bridge these gaps, research and policy recommendations converge around several strategic interventions. First, introducing transparent wage structures and standardized job classifications can mitigate arbitrary or discriminatory pay differentials and enable more objective performance assessments. Second, the development and implementation of gender-sensitive recruitment and promotion policies—such as targeted outreach, mentorship programs, and flexible work arrangements—can help dismantle barriers to women’s advancement and encourage a more diverse leadership pipeline. Third, industry-wide training and sensitization initiatives aimed at managers and HR professionals can foster a deeper understanding of unconscious bias and the benefits of equality, building organizational cultures that value fairness, respect, and accountability. Finally, it is imperative that both policymakers and industry stakeholders view gender equality as an ongoing, collective enterprise. Collaborative action, involving government agencies, industry associations, educational institutions, and civil society organizations, is essential to drive systemic change. Continued research and data collection on gender dynamics, coupled with benchmarking and monitoring efforts, will enable sustained progress and accountability. In conclusion, while the Portuguese tourism sector continues to grow and evolve, the persistence of gender inequality threatens to undermine its potential for inclusive and sustainable development. By recognizing the specific challenges faced by women and implementing targeted policies and practices, stakeholders can not only promote social justice but also drive greater productivity, innovation, and competitiveness within the sector. The journey toward true gender equality in tourism is ongoing, but its dividends - socially and economically - are substantial and within reach.