Career advancement of hotel managers since graduation: a comparative study

Abstract

PurposeTo investigate the factors predicting the career progression of hotel managers working in international hotel chains in Ireland, Europe and Asia.Design/methodology/approachThe study uses a cross‐sectional questionnaire design consisting of 337 respondents. It investigates individual‐ and organisational‐level factors that potentially explain the career progression of hotel managers.FindingsThe study reveals significant differences in managerial progression in the three sub‐samples. A multiplicity of factors explains differences in advancement. These include demographic, human capital, psychological characteristics of the manager and organisational characteristics. The model developed in the paper explained significant variance in three measures of managerial advancement: salary level, number of job moves, and position reached in the hierarchy.Research limitations/implicationsThe study is based on self‐report data and the response rates are slightly below those reported for behavioural science research. The study does not gather the perceptions of the managers' superiors. The findings indicate that managerial advancement is explained by a complex set of factors, which would benefit from further investigation.Practical implicationsThe study findings suggest important practical implications for the provision of training and development, individual and organisational career strategies, the role of networking in advancement and the respective roles of managers and organisations in managing careers.Originality/valueThe paper has a cross‐cultural dimension which to date is largely absent from this area of research.

Challenge-Stress and Hindrance-Stress in the Southeast Asian Hotel Sector

“…The current study supported the findings of Garavan et al (2006), who found that limited career development undermined the positive form of stress. Lo & Lamm (2005) also found that high levels of distress in the hotel sector increased turnover rates.…”

An Analysis of Management Development in the Hotel Sector Using the Grounded Theory Approach - A Case Study of Mauritian Hotels

“…The first one is that of Glaser and Strauss, [8] , the second one is that of Strauss and Corbin, [21] and the third one is that of Chamaz , [5]. According to Glaser, the researcher under the grounded theory approach should not do a literature review first since it will influence the theory building process.…”

“…Managers having management qualifications, for example, achieve general management positions more quickly than those without such qualifications. On the other hand, the importance of food and beverage knowledge and knowledge in other technical areas is still important for getting general hotel management positions, Garavan et al, [8], Ladkin and Jawaheer, [12]. Many hospitality graduates take first line management or supervisory positions in order to get the needed knowledge and experience and with time, they hope to develop their career either within the particular hotel or outside it, Ladkin, [12] .…”

“…Management advancement is considered to be an outcome of management development and hence, it will influence the content of management development programs. Garavan et al [8] considered "investment in training and education, mentoring, networking, experience and competencies, and individual commitment to advancement as being important in enhancing careers." Career mobility in addition to international experience and international qualifications are also important for acquiring general management positions in the hotel industry, Ladkin and Jawaheer, [12] .…”

“…According to Glaser and Strauss [8], when one pursues grounded theory, one chooses cases for theoretical reasons, i.e., to make sure all of the characteristics in the population are represented in the sample. The aim, then, is to make sure all theoretical categories and polar types from the population are included in the sample, Eisenhardt, [7].…”