Long Hospitality Careers - a Contradiction in Terms?

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aut.relation.issue11en_NZ
aut.relation.journalInternational Journal of Contemporary Hospitality Managementen_NZ
aut.relation.volume28en_NZ
aut.researcherHarris, Candice
dc.contributor.authorMooney, SKen_NZ
dc.contributor.authorHarris, Cen_NZ
dc.contributor.authorRyan, Ien_NZ
dc.date.accessioned2022-09-27T23:30:48Z
dc.date.available2022-09-27T23:30:48Z
dc.date.copyright2016en_NZ
dc.date.issued2016en_NZ
dc.description.abstractPurpose The purpose of this paper is to explore why workers remain in long hospitality careers and to challenge the frequent portrayal of careers in the sector as temporary and unsatisfactory. Design/methodology/approach The study took an interpretative social constructionist approach. Methods used were memory-work, semi-structured interviews and intersectional analysis. Findings A key finding in this study is that career longevity in hospitality is not solely dependent on career progression. Strong social connection, a professional self-identity and complex interesting work contribute to long careers. Research limitations/implications The study contributes detailed empirical knowledge about hospitality career paths in New Zealand. Conclusions should be generalised outside the specific context with caution. Practical implications The findings that hospitality jobs can be complex and satisfying at all hierarchical ranks hold practical implications for Human Resource Managers in the service sector. To increase career longevity, hospitality employers should improve induction and socialisation processes and recognise their employees’ professional identity. Social implications This paper significantly extends the notion of belonging and social connection in service work. “Social connection” is distinctly different from social and networking career competencies. Strong social connection is created by a fusion of complex social relationships with managers, co-workers and guests, ultimately creating the sense of a respected professional identity and satisfying career. Originality/value The contemporary concept of a successful hospitality career is associated with an upwards career trajectory; however, this paper suggests that at the lower hierarchical levels of service work, many individuals enjoy complex satisfying careers with no desire for further advancement.
dc.identifier.citationInternational Journal of Contemporary Hospitality Management, Vol. 28 No. 11, pp. 2589-2608. https://doi.org/10.1108/IJCHM-04-2015-0206
dc.identifier.doi10.1108/IJCHM-04-2015-0206en_NZ
dc.identifier.issn0959-6119en_NZ
dc.identifier.urihttps://hdl.handle.net/10292/15480
dc.publisherEmeralden_NZ
dc.relation.urihttp://www.emeraldinsight.com/0959-6119.htmen_NZ
dc.rightsCopyright © Emerald Group Publishing Limited, 2016. Authors retain the right to place his/her pre-publication version of the work on a personal website or institutional repository for non commercial purposes. The definitive version was published in (see Citation). The original publication is available at www.emeraldinsight.com (see Publisher’s Version).
dc.rights.accessrightsOpenAccessen_NZ
dc.subjectProfessional identity; Career longevity; Hospitality careers; Induction and socialization; Social connection; Social relationships in service work
dc.titleLong Hospitality Careers - a Contradiction in Terms?en_NZ
dc.typeJournal Article
pubs.elements-id198059
pubs.organisational-data/AUT
pubs.organisational-data/AUT/Faculty of Business, Economics and Law
pubs.organisational-data/AUT/Faculty of Business, Economics and Law/School of Business
pubs.organisational-data/AUT/Faculty of Business, Economics and Law/School of Business/Management Department
pubs.organisational-data/AUT/Faculty of Culture & Society
pubs.organisational-data/AUT/Faculty of Culture & Society/School of Hospitality & Tourism
pubs.organisational-data/AUT/Faculty of Culture & Society/School of Hospitality & Tourism/PBRF - review
pubs.organisational-data/AUT/PBRF
pubs.organisational-data/AUT/PBRF/PBRF Business Economics and Law
pubs.organisational-data/AUT/PBRF/PBRF Business Economics and Law/Faculty Review Team PBRF 2018
pubs.organisational-data/AUT/PBRF/PBRF Business Economics and Law/Management Department PBRF 2018
pubs.organisational-data/AUT/PBRF/PBRF Culture and Society
pubs.organisational-data/AUT/PBRF/PBRF Culture and Society/Hospitality and Tourism PBRF 2018
pubs.organisational-data/AUT/zBusiness School Accreditation
pubs.organisational-data/AUT/zBusiness School Accreditation/2020
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