Globalization has motivated managers and scholars in the tourism industry to focus more attention on the problems and characteristics of the cross-cultural service encounter. During these interactions, differing cultural norms and values often create misunderstanding and conflict, which can result in an unhappy customer, a frustrated service provider and lost business. Therefore, the focus of this study was to analyze the effect of intercultural sensitivity on tourism employee performance in cross-cultural service encounters in three similar, but distinct service-dependent markets: the Hawaiian Islands, Greater London (UK) and the state of Florida. The results indicate that tourism employees with high intercultural sensitivity generally 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 results for motivation to work, tenure (years at present organization) and primary rewards (compensation, recognition, etc.). Implications of the findings are discussed. [ABSTRACT FROM AUTHOR]