Career Development for Asian Women in the New Zealand Hospitality Industry

Abstract

This study explores the career development experiences of Asian women in New Zealand’s hospitality industry, focusing on the barriers they face and the strategies they use to navigate and advance within the sector. A systematic literature review informed the theoretical foundation, drawing on Social Role Theory and Glass Ceiling Theory to guide both the research design and analysis. Social Role Theory explains how culturally defined gender roles influence workplace expectations and behaviours, often limiting women’s opportunities. Glass Ceiling Theory highlights the invisible barriers that hinder women, especially from minority backgrounds, from reaching leadership roles despite their qualifications.

Guided by a pragmatic philosophical stance, the study employed a mixed-methods approach to capture both individual experiences and structural trends. The qualitative component involved 12 semi-structured interviews, offering detailed accounts of participants’ professional journeys. The quantitative component comprised secondary data analysis, contextualising these experiences within broader industry patterns. Three key themes emerged: Barriers to Career Development, Current Strategies for Career Development, and Future Initiatives for Career Development.

Theoretically, the study contributes to understanding how Social Role Theory and Glass Ceiling Theory explain intersectional challenges in the hospitality sector. Practically, it underscores the need for culturally responsive interventions, such as recognising overseas experience, implementing inclusive workplace policies, and establishing mentorship programmes to support equity and advancement for Asian women in New Zealand’s hospitality industry.