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HOTEL, RESTAURANT, AND INSTITUTION MANAGEMENT
COLLEGE OF HOME ECONOMICS
UNIVERSITY OF THE PHILIPPINES DILIMAN
The Career Mobility of
Hotel and Restaurant
Management Graduates at
New World Hotel Manila HRIM 199 : Research in HRIM
Mark-Edward Aranas Englebert Evangelista
Submitted
April 24, 2012
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Table of Contents
I. Introduction
II. Review of Related Literature
III. Research Design
IV. Methodology
Choice of method
Sample selection
Data collection
Data analysis
V. Research Results
Profile of the HRIM Graduates in relation to Career Mobility
Rate of Career Mobility
Company Related Variables in relation to Career Mobility
Work Related Variables in relation to Career Mobility
Individual Employee Variables in relation to Career Mobility
VI. Discussion
Interpretation of the results
Reliability
Validity
Research ethics
VII. Conclusions
Answering research questions
Comparison of results with the previous studies
Achievement of set objectives
Suggestions for further research and practical implications
VIII. References
IX. Acknowledgements
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Introduction
A person enters working life with intention to achieve something, to try new activity or just to
follow the common logic: school – work. Work has different meaning for different people, and
they do it for different reasons: for someone it is achieving a particular status, for someone it is
achieving a certain level of financial stability, and for someone it is an attempt to realize personal
potential. Somehow everyone goes through changes in their career. Depending on the goals a
person may agree to be flexible in order to advance his/her career. For many people it is
important to improve their status and pay during their careers. They are looking forward to being
promoted, to get rewards according to achievements and to be financially stable. On the other
hand, some people prefer following the flow of life by accepting opportunities that emerge on
their way, but not actively looking for them. Nowadays, for both of these types it is a basic
requirement to be able to cope with the changing environment and therefore needs of the
working life. It might be needed to accomplish different types of education, to learn several
languages and cultures, to acquire different skills and to be able to work with different
personalities.
The changing nature of working life has added a new dimension to the study of careers. As
organizations become increasingly flat, lean and global in nature, career paths are becoming
more difficult to define. (Walker, 1992). Given the high degree of mobility in hotel employees‟
careers, this occupation provides an excellent opportunity to test the notion of a self-directed
career in the hospitality industry. On a practical level, another reason for study is that by
investigating those who have been successful in their careers, an insight can be gained into the
ways in which these careers have been shaped.
The purpose of this research is to examine the career mobility of hotel employees in New World
Hotel, with a specific focus on career mobility, career planning, organization career policies, and
the value of particular skills towards career development.
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The background to the study is lying in the willingness to know how current students of the hotel
and restaurant programs in the professional schools can plan their career s in order to achieve the
position of a hotel manager. Examples of career paths of hotel associates who have gone to high
places or gained recognition might give some insight to what the future professionals should do
and where to direct their efforts.
Representatives of the hotel industry may find it useful to be aware of what the important
components of the hotel managers‟ careers are. This information can help understand how to
train and lead the personnel in order to get great professionals who can run a hotel. A person who
just enters the work life and does not know which skills to develop, what environment gives
more valuable experience, what responsibilities help develop one‟s career needs assistance of
professionals. The knowledge that can be acquired from this research can be used for this
purpose.
Limitations
The study is limited to New World Hotel Manila , and the data and conclusions will only be true
for the said hotel at the time when the study was conducted. The population of the study will
only include HRM graduates and regular employees of New World Hotel Manila and will not
include practicumers and contractual employees. The data analysis will only depend on the data
coming from respondents of the survey forms and of what the human resource department will
provide. The research will only be as valid as the data given to us.
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Review of Related Literature
Definition of Terms:
The following are the definition of terms to be used in the study.
Career is the unfolding sequence of a person‟s work experience over time
Career Path is the possible directions and career opportunities available in an organization;
presenting the steps in a possible career and plausible approaches to accomplishing them; lines of
advancement in an occupational field within an organization.
Career Development is an ongoing and formalized effort that focuses on developing enriched
and more capable individuals.
Career Mobility is the rate of upward movement in the development of a person‟s career
Personal Characteristics (PC) are variables that are intrinsic to an individual who can be related
to a person‟s construction of his/her career and its development: Age, gender, nationality,
religion, etc.
Company Related Variables (CRV) are variables largely dependent on the policies and
procedures implemented by organizations which can be related to a person‟s construction of
his/her career and its development: Company programs, SOP (standard operating procedure),
doctrines, etc.
Work Related Variables (WRV) are variables taken from an employees work environment
which can be related to a person‟s construction of his/her career and its development: operational
function, career growth potential, obtainable learning in the position, etc.
Individual Employee Variables (IEV) are variables subjective to each individual in relation to
his/her work or being an employed member of an organization which can be related to a person‟s
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construction of his/her career and its development: Perception of work, personal career
strategies, participation in training, etc.
Promotion is a positive upward change in a person‟s position or rank in an organization which
may lead to an increase in remuneration and incentives and wider operational function; a vertical
change in designation that further improves the development of one‟s career.
A career can be defined as an individually perceived sequence of attitudes and behaviors related
to work experiences and activities over the span of a person‟s life (Hall, 1976; Hughes, 1958). It
can be defined as a path that explicitly embraces an evolution over time as a series of career
moves (Cappellen & Janssens, 2005; Inkson 2004). Thus, a career path reflects a flexible line of
progression through which an individual typically advances or is promoted using qualifications
for entry onto certain points of the management career ladder (Ladkin, 2002)
One of the most significant contributions to analyzing the career histories in hotels was made by
Adele Ladkin (2002), who hoped to tap into the structure and motivations of the career paths of
hotel employees by collecting on an individual‟s work history throughout their life. In the same
vein Riley (1990), stated that the value of career analysis lies in displaying directions, examining
stages of development and indicating time spans. Thus, it has been suggested that a better
understanding of the career path of hotel employees can lead to strategies for human resource
planning and succession that avoid burnout, reduce managerial turnover and ensure proper
preparation for advancement (Harper et al., 2005; Nebel et al., 1994). An examination of the
length of a career, the length of each job and the number of jobs that a person has throughout
their career gives an indication of career time-spans and mobility. Knowing an approximate time
for how long it takes to reach target job is important for individuals in their career planning. The
notion of “by a certain age, I expect to be...” is familiar to us all.
In relation to career planning, a number of authors have explored the use of career planning in
successful career development. The importance of career planning in the hospitality industry has
been addressed by Antil (1984), who states that planning is an important continual process which
must be undertaken in order to achieve career success.
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In sum, a career consists of work-related societal events occurring over time and the direction
followed in single or multiple organizations. Career path analyses have included three
components: Demographic information (e.g. the length of a career course, transitions to other
positions or organizations), and perceptions of managerial success factors (e.g. job competency,
ambition, and philosophy).
Ladkin and Juwaheer (2000) examined the career paths of GMs in Mauritius, and revealed that,
on the average, the length of time taken to reach a GM position was 13.1 years after a career that
began at 18. The F&B function was regarded as the most essential division en route to becoming
a GM, whereas housekeeping, marketing and financing were not considered to be very useful
departments on a GM‟s career track.
Similarly, Ladkin (2002) found that F&B was the most salient career route required to reach top
hotel management. The Front Office was perceived to be the next most important, whereas
housekeeping, accounting, human resources and marketing were perceived to be less important
functions in a career history prior to becoming a GM. In addition, internal moves (54.7%) were
more frequent than external moves (45.3%).
Career Mobility
Comparing with career path, career mobility addresses different opportunities that are in the
career world. These opportunities can then become person‟s jobs, which in turn form a career
path. Career path represents something that has already happened as a result of a character‟s
career decisions. On the other hand, career mobility is ability owned by a person and has or has
no effect on the person‟s career path - depending on the person‟s career plan, career
opportunities and organizational support. (Nadezda Pinigina, 2010, 15).
Career mobility indicates a functional change in a single organization or a move to another
organization (Ladkin& Riley, 1996). An internal change of rank, role or position in a single
organization is called a “transition within functional boundaries”, whereas a move from one
location to another is called a “lateral move over geographical locations” (Guerrier, 1987).
Career ambition refers to the driving force behind personal choice, and the direction of the career
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path indicates either the factors contributing to the success or the individual‟s managerial
philosophy.
A number of issues have been explored in relation to career mobility. The length of a hotel
manager‟s career has been measured by Riley and Turam (1989) and Ladkin and Riley (1996).
The length of time taken to reach general manager was measured using two different methods.
The first of these was the standardized measure from the age of 18, and the second was an
unstandardized based on the age the respondent first entered the industry after education. This
was to take into account the different ages that respondents would have left education; the
unstandardized measure eliminates education from the timeframe. The findings reveal that for
the standardized measure, the mean length of time taken to reach general managers is 11.19
years, with a mode of 10 years, by the unstandardized measure, the mean age is 9.5 years with a
mode of 8.5 years. By exploring the inter-quartile ranges of the results, the sample revealed a
„fast-track‟ of respondents who had reached general manager in 6.7 years. (Ladkin and Riley,
Tourism and Employment: Analysis and Planning, 113)
Most literature related to hotel human resources has focused on hotel employees‟ motivation, job
satisfaction, compensation, empowerment, turnover rate and performance. However, efforts to
examine a hotel manager‟s career have been relatively limited even though the “manger” is an
integral part of a hotel‟s vertical human resources pyramid. A review of previous studies shows
three main research directions: Employees‟ demographic characteristics, their career histories
and their perceptions of managerial success factors.
This study builds on previous research in a number of ways. In a study made on General
Managers of Korean super deluxe hotels several variables were used to study their career path
profiles and factors influencing their career development, listed down as follows:
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Company Variables
Position Availability
Seniority, Loyalty, and Length in the Company
Company‟s Career Development Program
Management or Mentor‟s Commendations
Skills and Talents
Leadership Abilities
People Skills and Human Relations
Contributions to the Company
Attitude and Work Ethics
Influence and Status in the Company
Co-workers and peers
Other opportunities outside the company
Perceived ability to perform in the job
Strategies
Economic-financial Management
Market Analysis
Service Quality Management
Risk Prevention Management
Human Resources Management
Ability to extract valuable material from large volumes of information
Knowledge of environmental factors
Computer skills
Foreign Language Skills
Time Management Skills
Self-Confidence in Ability
Knowledge of products and facilities
Ability to solve detected problems
Ability to plan and implement projects with innovative methods
Ability to manage stress
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Ability to make decisions in uncertainty
Ability to adapt to new situations
Ability to clearly communicate with other employees
Ability to be creative
Ability to forecast future trends
Knowledge of current academic and professional literature
Understanding of social protocol and etiquette
Ability to control emotional situations
Ability to maintain ethical standards
Ability to care for other employees
Keeping in good physical condition
Company Related Variables and Work Related Variables
Moving across the labor market
Also in Ladkin‟s study, she found that some managers come to the hotel industry from some
other industry; therefore, experience in other industries might be very useful in the hotel industry
and in the managerial work as well. The research attempts to explore whether there is a
dominance of job moves taking place within the internal or external labor market. In other
words, do people search their present company when they want to move jobs, or do they look
outside the company at other employers? The research also explores whether it is individuals or
companies that are responsible for initiating these job moves with the aim of searching for
evidence of a self-directed career. The research by Ladkin and Riley (1996) found a dominance
of internal company moves, combined with the majority of moves initiated by the individuals.
The relevance of looking at use of the labor market is that it gives signals to hotel companies
regarding how people use the labor market for career advancement. The implications are
important for recruitment and retention policies.
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Moving across the hotel functions
Changes between different types of work add to the mobility in the career paths. A number of
authors have examined the pattern of job responsibility that managers have passed through from
their first job in the industry to general management. These studies aim to show the relevance of
specific functions to career development and illustrate how individuals are mobile and use
different functions to develop their skills. For example, Kellier and Johnson (1987) examine the
role of the personnel function, Plunket and Berger (1984) explore the sales and marketing
function, and the housekeeping function is examined by Rutherford and Schill (1984). However,
overwhelmingly research into job functions in hotels has focused on the role of food and
beverage. Research indicates that if you want to become a general manger, you need experience
in the food and beverage sector. In another aspect, Ladkin (2002) notices that in the hotel
industry and in the general manager‟s job it is very important to have experience in sometimes
absolutely different areas, however, the functional areas in a hotel are essential. The majority of
respondents have worked in the food and beverage function, which is corresponding with
previous studies as well. Some of the managers have worked in other departments, such as
housekeeping or human resources, but the numbers are not high enough to say that those
functions are important in the general manager‟s career. Some of the professionals came from
other industries and have learned the hotel industry from practice.
Individual Related Variables
The Value of Skills
As individual progresses throughout his/her career, skills are acquired. Useful experience that
can be applied in the future jobs or experience that is not so applicable in the future. A person
learns something from every job performed. In the careers of hospitality employees, skills have
relative importance. There is a wealth of literature which examines the important skills required
for a career in hotel management. Gliatis and Guerrier (1993) study the significance of
international career moves for training as a hotel manager and conclude that working abroad is
essential for skill development. The relative worth of a range of management skills are examined
by Gamble et al. (1994) who state that team facilitator and business skills are essential for
success. Hay (1990) examines core managerial competencies required for career success and
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Baum (1990) identifies that human relation skills are essential requirements for a hotel
manager‟s job. This view is supported by Hsu and Gregory (1995). The relative value of
presentation skills has been explored by Basker (1985) and the importance of accounting skills
outlined by Damitio (1988) and Damitio and Schmidgall (1989). Tarpey (1991) urges hotel
managers to improve their language skills and Haywood (1987) outlines the value of critical
thinking skills as a means of solving the range and depth of problems that managers face.
Brownell (1992) highlights the significance communication skills and Clark (1993) examines the
communications and social skills required for hospitality managers. One current debate in the
industry is whether it is more important to develop technical or management skills, and whether
or not this is changing over time (Guerrier and Lockwood, 1989a; 1990; Ruddy, 1990). Evidence
indicates that although traditional skills dominate there is a gradual shift to more managerial
skills training. Clearly, the development of appropriate skills is one in which the hotel industry
has an interest, to ensure they are developing the most appropriate skills for the job.
From data taken from previous studies, select factors were used and classified according to its
relevant cluster of variables.
Company Related Variables (CVE)
Position availability
Length in the Company
Company‟s Career Development Program
Management/Mentor‟s Commendation
Influence and Status in the Company
Internal Politics
Work Related Variables (WRV)
Time Schedule/ Work Load, Benefits
Competition for the Position
Performance in the current Position
Perceived ability to work together with coworkers
After promotion
Job Commitment
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Individual Related Variables
Knowledge, Skills, and Talents of the employee
Leadership/Management abilities
People Skills and Human Relations
Attitude and Work Ethics
Potential of the Employee
Company Profile
A luxury retreat and destination in the heart of the city, New World Makati City, Manila Hotel is
in the heart of “The Wall Street of the Philippines” -- the financial district of Manila. Right
across the street from the smart Greenbelt area of Ayala Center, the 598 stylishly appointed
guestrooms and suites combine stunning city views with comfort. Centrally located in the Makati
business district and within walking distance to fashionable Greenbelt and Glorietta shopping
complexes, New World Makati City, Manila Hotel is a mere 30-minute drive from the airport
and close to embassies and financial institutions.
New World Hospitality is an international hotel management company that operates an
expanding collection of properties under three distinct brands, including Rosewood Hotels &
Resorts, New World Hotels and pentahotels. The group has more than 20 properties under
development. The company is a member of New World Group, a Hong Kong based leading
conglomerate and principal investor in many New World Hospitality properties. Ideal for
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business and pleasure, New World Hotels are located in Dalian, Shanghai, Wuhan, Ho Chi Minh
City and Manila, with affiliated hotels in Shenyang and Shunde.
New World Hotels are deluxe business and MICE-focused hotels in convenient central locations
in primary and secondary cities in China and major Asian cities. Most are 350+ room hotels
offering a full range of relevant amenities and services, including a variety of restaurants,
business services, extensive meeting facilities, executive floors and recreational options.
Research Design
The design of this research paper is a descriptive of the profile of career mobility and the nature
promotions of HRM graduates working in a deluxe hotel in the Philippine setting. It is also
describes the relationship between the rate of career mobility with the different factors inside the
hotel. The objective of this research is to answer the following research problems:
What are the personal characteristics (PC) of the hotel and restaurant management
(HRM) graduates currently employed at New World Hotel Manila (NWHM)?
What is the rate of career mobility at NWHM?
What are the company related variables (CRV) affecting the career mobility of HRM
graduates currently employed at NWHM?
What are the work related variables (WRV) affecting the career mobility of HRM
graduates currently employed at NWHM?
What are the individual employee variables (IEV) affecting the career mobility of HRM
graduates currently employed at NWHM?
What is the relationship between the personal characteristics, company-related variables,
work-related variables, individual employee variables of HRM graduates and their career
mobility?
Hypothesis
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There is a significant relationship between the personal characteristics (age, gender,
education, work experience) of HRM graduates in NWHM with their career mobility.
There is a significant relationship between the company related variables (policies,
position availability, length in the company, career development programs, etc.) of
NWHM with the HRM graduates‟ career mobility.
There is a significant relationship between the work related variables (nature of the work,
performance, etc.) Of HRM graduates in NWHM and their career mobility.
There is a significant relationship between the individual employee variables (personality
traits, leadership abilities, human relations, work ethics and potential, etc.) Of HRM
graduates in NWHM with their career mobility.
Methodology
Choice of Method
The method to be used for the study was mostly a quantitative method. This method relied
mostly on figures given by the office of human resources of the hotel. This method was chosen
because the goals of the research were to determine the nature of career mobility which required
the measure of time and the opinion of many participants. The research utilized the use of survey
questionnaires for employees. In terms of analytical practicality, the quantitative method is able
to provide a lot of information but it is open for more questions. Which is why to back-up the
research‟s quantitative method, the researchers have decided to ask the human resources officer
to fill-in some missing information with follow-up interviews for the clarification of the data.
This combined effort of quantitative and qualitative methods balance each other to provide a
fuller and more reliable data analysis.
Based from the previous experiences of HRIM 199 students, the researchers are aware that the
response rate for hotel employees is low. This is due to the busy nature of work in the hotel.
Which is why the researchers, utilized the human resources department‟s information on the
HRM graduates currently working in the company. This is also to minimize the length of the
survey questionnaires and to make its distribution easier.
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Sample Selection
The sample was chosen based on the database given by the human resource department on the
total number of HRM graduates currently associated in the hotel. There were no other sampling
methods because of the strict criteria defined earlier in the study. The hotel was generous enough
to allow this research to be done in their hotel. The samples were chosen regardless of gender,
age, position, salary or any other aside from the criteria stated earlier. The researchers were
interested in NWHM because one of the researchers was associated before in NWHM and has a
good idea of the operations and staff of the hotel. NWHM is also a fair estimation of the nature
of deluxe hotels in the area.
Data Collection
Data Gathering from the Human Resource Department
The researchers sent questions and questionnaires to the office of the human resource
department, requesting the information regarding the names, positions, ages, gender, schools and
the work history of HRM graduates currently working in NWHM since they started in the said
hotel. The researchers also asked about the company policies, regarding hiring, promotions and
recruitment. The HR department was generous enough to provide the database of 123 HRM
graduates. After waiting a few weeks only the positions, age and work history were given by the
HR department and thus those will be the only factors included in the company profile.
Formulation of the Survey Form
The survey form was based on the study made on the Career path profiles of general managers of
Korean super deluxe hotels and factors influencing their career development: Vocational insights
for HTM students and hotel employees by Samuel Kim, Hejin Chun and James Petrick. From
their study they have listed numerous variables affecting the career mobility of hotel managers.
The researchers have narrowed down the factors into to be classified by the variables the study is
looking into. (CRV,WRV and IEV) For this study, the researchers will also be using a Likert
Scale to measure the importance of the variables as perceived by the employees. The difference
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is that in the previous study, a 7-point Likert scale was used while in this study a 5-point Likert
scale was used for simplicity and the convenience of the busy employees of NWHM.
To test the effectiveness of the survey form, it was tested through mock survey answering with
the HR department of NWHM employees as respondents. This was also a good way to show the
HR department the researcher‟s intentions and also to let them check the appropriateness of the
survey items. After testing 10 mock survey forms, the researchers were able to analyze the
answers and clearly identify which variables were more significant than the others. This mock
survey assured the researchers that the 5-point Likert scale used was accurate and reliable.
Conducting the Survey
The time given for the data gathering was one week, at that time 4 days were allotted to the
distribution of survey forms. The researchers were targeting 123 HRM graduates respondents.
The researchers chose this time to distribute the survey forms because the morning shift
employees are getting out of the hotel at 2:00 pm, 4:00 pm and 5:00 pm, also the night shift
employees come in at 3:00pm and 4:00pm. The researchers were only allowed access in the main
service lobby, near the service entrance and inside the human resource department office. Due to
security reasons the researchers were not allowed to go to the rooms and offices directly. This
was a big obstacle in the data gathering procedure.
The only possible way to distribute the survey questionnaires were to identify the respondents at
the log-in and log-out area with the help of the security personnel and give it personally. The
result, only 50 out 123 HRM target respondents were gathered which is a 40.65% response rate.
The common reason was the employees were too busy or they were in a hurry to go home or go
somewhere to answer the survey forms.
Data Analysis
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This is the first time the researchers will be using statistical data to analyze a research problem.
So the research will utilize the use of the basic descriptive statistical measures which are the
mean, ranges, and deviation. Most of the analysis will be done through comparisons of different
factors of career mobility. Most of the factors involved are Age, Length of Service, Departments
in the Hotel and the Positions or levels the employees have gone through.
The data will be presented through the use of pie and line graphs as well as tables and charts.
Since most of the data are in numerical values, most of the data will be better understood if
shone in tables.
Research Results
In this chapter the researchers will first discuss the profile of the HRM graduates working in
NWHM. A descriptive analysis will be done on the given information regarding the age, length
of service in the hotel and the positions held in the company. A detailed analysis will also be
done per department as the study shows that mobility is different per department. With the
information the researchers have gathered in theory and in previous studies, the cases of mobility
will be discussed per department.
The variables affecting career mobility will be presented also using the data obtained from the 50
respondents of the survey questionnaire. The discussion will be according to the order of variable
explained earlier. The company related variables (CRV) will be the first to be discussed,
followed by the work related variables and then the individual employee variables.
Company Profile
As of March 2012 there are 123 HRIM graduates in NWHM. There are 89 General Staff (GS),
22 Managerial Staff (MS), and 12 Department Heads (DH).
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Based on the figure, the number of general staff is far greater than the available positions in the
managerial level. This shows that the possibility for career mobility is limited and the
competition for promotion is very high.
The Departments
There are 11 HRIM graduates working under the Food Preparation Department, 31 in Food
Service, 20 in Housekeeping, 6 in Concierge, 20 in Guest Relation (Front Office), 1 in Human
Resources, 16 in Sales & Marketing, 12 in Service Center, and 6 in Finance.
STAFF
GS 72.36%
MS 17.89%
DH 9.76%
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The number of HRM graduates in the departments gives us a figure on staffing requirements of
each department. We can see that the food service department requires the most staff because it
has 3 food establishments with shifts to attend to. The next is the housekeeping department and
guest relations because of the number of guests they accommodate and shifts them should cover.
And equally important is the sales & marketing and service center of the hotel. These
departments, with their higher staffing requirements, are more likely to exhibit career mobility.
The bigger the department, the more likely that mobility will occur but it doesn‟t mean that it
will happen faster. There are other factors to consider such as positions available and the
presence of non-HRM graduate employees in the department.
Recruitment Policy
For the general staff the recruitment policy is the same as with other hotels. There are different
ranks in the General Staff. An employee is assigned from GS 1- GS 5 but the differences are in
salary. This is also true for the managerial staff, they have MS 1- MS 3 and for the Department
Heads they have DHA-DHB. The reason this study has considered the three levels as basis for
career mobility is because any staff member from the GS level can still be promoted directly to
Staff
Food Preparation 8.94%
Food Service 25.20%
Housekeeping 16.26%
Concierge 4.88%
Guest Relation 16.26%
Human Resources 0.81%
Sales & Marketing 13.01%
Service Center 9.76%
Finance 4.88%
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MS level without going to the other positions in their level. The only difference is the salary
which is still not sufficient to determine an increase or growth in their career path.
However not all HRM graduates started in the GS level. There are some who were hired from
other hotels or were transferred by the corporate office from a partner hotel. For this study, the
research will only measure the mobility inside the hotel so past records of mobility from other
companies will not be counted. Out of the 22 Managerial Staff, 2 of them were hired through
external recruitment (external recruitment defined as started from outside the company) and 20
“mobile” employees (mobile defined as employees who started in the GS level in the company).
And out of the 12 Department Heads there are 8 externally recruited and 4 mobile employees.
As we can see the internal recruitment policy of the hotel is true at the managerial level. There is
a high chance that a general staff can rise through the ranks and achieve a position in this level.
However in the department head level, the internal recruitment policy is not fully followed. This
shown in the figure where clearly the HRIM graduates hired through external recruitment is
higher than the ones by internal recruitment. This poses a problem for the employees in the
managerial level, because multi-national chain hotels may tend to hire managers expatriated by
their corporate headquarters. This may also explain that there are no HRIM graduates at the
executive level in the company.
General Staff Profile
The department with the longest length of service is the Housekeeping department. (This may be
interpreted with a slow employee turnover) And the department with the shortest length of
service is the Service Center department (which may be interpreted as a fast employee turnover.)
MS
Pirated 9.10 %
Mobile 90.90%
DHB
Pirated66.67%
Mobile33.33%
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Department Mean Current Age Mean Starting Age Mean Length of
Service
Food Preparation 30.6 25 72.4
Food Service 26.347826 22 47.95652174
Housekeeping 34.571429 25 111.0714286
Concierge 35 29 76
Guest Relations 25 21 42.92857143
Human Resources - - -
Sales and Marketing 22.428571 21 18.71428571
Service Center 21.818182 21 13.63636364
Finance 29.2 23 71
The turnover can give us an idea on how often the managerial level position is available. It can
also give us an idea on how many general staff employees remain stuck in their position after the
average time it takes to get promoted.
Based on studies, age can be related to experience. By analyzing the starting ages of the HRM
graduates we can determine the work experience needed by each department. For example the
food preparation and housekeeping departments are flexible when it comes to the ages of their
employees which are why some of them have stayed in the department for 5-10 years already. In
the Sales & Marketing and Service Center, the work experience requirements are low which
explains the youth of their staff. At a certain age or length in the company, they gain enough
working experience to be promoted, pirated or they choose to leave the company due to the lack
of opportunities. Promotion is the least likely to happen in such cases. This will be important
factors in explaining the mobility of each department.
The Departments
Each department has different characteristic in its mobility. In this part of the study, based on the
available data, the researchers will describe the possible factors in relation to mobility in each
22
department. To properly show the mobility of each department, the study will be comparing the
ranges, mean months, number of actual moves and rates of career mobility in each department.
Rate of Career Mobility
(EM) Employee‟s Months. is the actual months it took for a certain employee to be promoted
from GS level to MS level or MS level to DH level in one department
(MM) Mean Months. Is the mean of the employee‟s months in one department.
(RCM) = Rate of career mobility.
Formula
MM – EM = RCM
wherein a positive a value equates to a fast rate of career mobility and a negative value equates
to a slow career mobility.
Move Count = Change in position but not necessarily promotion (ex. GS1-GS5)
Food Preparations
There are no HRM graduates working in the MS level and DH level of the Food Preparation
departments. This may be because the hotel prefers individuals with more culinary experience
than hotel and restaurant management. Most of the staff working in this department is culinary
professionals with apprenticeship or culinary backgrounds. Therefore a reason that there are no
HRM graduates in the top levels in this department is because they lack culinary training.
Food Service
Based on the 5 Samples of MS level Food Service employees, the longest time it took an
employee to get a an MS level position was 184 months (Captain 1) and the shortest time it takes
23
is 25 months (Captain 2). The minimum time it takes to get promoted is 25 months. This means
that any GS level employee in the Food Service department after 25 months can be promoted.
The maximum is 184 months. This means that GS level employees, after 184 months are
considered “stagnant” or stuck in their position. The mean months it takes for an employee to be
promoted to an MS level position 78.8 months. Meaning the usual time it takes for any GS level
employee in the department is 78.8 months. In finding the rate of career mobility, the analysis
shows that 4 out of 5 MS level employees have relatively fast career mobility.
The shortest move count it takes to be promoted to MS level is 1. The longest is 3 and the mean
move count is 2. This indicates that to be promoted to MS level, a GS level employee in this
department will have to hold at least 1 position and a maximum of 3 positions before being
promoted. Most the employees will have to hold at least 2 positions before a MS level
promotion.
For the DH level, there is only one sample. There are no other HRIM graduates in the Food
Service Department DH level to compare to so this will be the only basis. The sample started in
the MS level and worked there for 147 months. (Asst. Restaurant Manager) This indicates that an
MS level employee in this department needs 147 months to be promoted to the DH level. The
0
0.5
1
1.5
2
2.5
3
12 24 36 48 60 72 84 108 132 156 180
CAPTAIN 1
CAPTAIN 2
CAPTAIN 3
CAPTAIN 4
CAPTAIN 5
AVERGE GS
ASST RESTAURANT MANAGER
AVERAGE DH
24
move count before the DH level promotion is 3 which indicate that 3 positions in the MS level
are needed for a promotion to the DH level.
Housekeeping
Based on the 5 Samples of MS level Housekeeping employees, the longest time it took an
employee to get a an MS level position was 138 months (Floor Supervisor 3) and the shortest
time it takes is 24 months (Floor Supervisor 1). The minimum time it takes to get promoted is 24
months. This means that any GS level employee in the department after 24 months can be
promoted. The maximum is 138 months. This means that GS level employees, after 138 months
are considered stuck in their position. The mean months it takes for an employee to be promoted
to an MS level position 71.8 months. Meaning the usual time it takes for any GS level employee
in the department is 71.8 months. In finding the rate of career mobility, the analysis shows that 3
out of 5 MS level employees have relatively fast career mobility.
The shortest move count it takes to be promoted to MS level is 1. The longest is 2 and the mean
move count is 1.6. This indicates that to be promoted to MS level, a GS level employee in this
department will have to hold at least 1 position and a maximum of 2 positions before being
0
0.5
1
1.5
2
12
18
24
30
36
42
48
54
60
66
72
78
84
96
108
120
132
SECRETARY 1
SECRETARY 2
FLOOR SUPERVISOR 1
FLOOR SUPERVISOR 2
FLOOR SUPERVISOR 3
AVERAGE GS
25
promoted. Most the employees will have to hold an approximate number of 2 positions before a
MS level promotion. In this department there is no sample for the DH level.
Guest Relations
Based on the 5 Samples of the Guest Relation department, the longest time it took an employee
to get a an MS level position was 90 months (Admin. Assistant) and the shortest time it takes are
38 months (Rooms Controller). The minimum time it takes to get promoted is 38 months. This
means that any GS level employee in the department after 38 months can be promoted. The
maximum is 90 months. This means that GS level employees, after 90 months are considered
stuck in their position. The mean months it takes for an employee to be promoted to an MS level
position 62.6 months. Meaning the usual time it takes for any GS level employee in the
department is 62.6 months. In finding the rate of career mobility, the analysis shows that 3 out of
5 MS level employees have relatively fast career mobility.
The shortest move count it takes to be promoted to MS level is 1. The longest is 2 and the mean
move count is 1.6. This indicates that to be promoted to MS level, a GS level employee in this
department will have to hold at least 1 position and a maximum of 2 positions before being
0
0.5
1
1.5
2
2.5
3
12 18 24 30 36 42 48 54 60 66 72 78 84 96
FO SUPERVISOR1
FO SUPERVISOR2
ROOMS CONTROLLER
ADMIN. ASSISTANT
AVERAGE GS
ASST GUEST SERVICE MGR
AVERAGE DH
26
promoted. Most the employees will have to hold an approximate number of 2 positions before a
MS level promotion.
For the DH level, there is only one sample which makes this the only basis for analysis. The
sample started in the GS level and worked there for 81 months. (Guest Services Supervisor)
After being promoted to MS level the sample worked another 12 months before getting a
promotion to DH level. This indicates that an MS level employee in this department needs 12
months to be promoted to the DH level. The move count before the DH level promotion is 1
which indicates that holding at least 1 position in the MS level is needed for a promotion to the
DH level.
Sales & Marketing
Based on the 4 Samples of the Guest Relation department, the longest time it took an employee
to get a an MS level position was 41 months (Marketing Service Manager) and the shortest time
it takes is 15 months (Catering & Event Coordinator). The minimum time it takes to get
promoted is 15 months. This means that any GS level employee in the department after 15
months can be promoted. The maximum is 41 months. This means that GS level employees in
this department, after 41 months are considered stuck in their position. The mean months it takes
for an employee to be promoted to an MS level position 27.25 months. Meaning the usual time it
takes for any GS level employee in the department is 27.25 months. In finding the rate of career
mobility, the analysis shows that 2 out of 4 MS level employees have relatively fast career
mobility.
27
The shortest move count it takes to be promoted to MS level is 1. The longest is 2 and the mean
move count is 1.5. This indicates that to be promoted to MS level, a GS level employee in this
department will have to hold at least 1 position and a maximum of 2 positions before being
promoted. Most the employees will have to hold an approximate number of 2 positions before a
MS level promotion.
For the DH level, there is only one sample which makes this the only basis for analysis. The
sample started in the GS level and worked there for 41months. (Sales Executive) After being
promoted to MS level the sample worked another 62 months before getting a promotion to DH
level. This indicates that an MS level employee in this department needs 62 months to be
promoted to the DH level. The move count before the DH level promotion is 2 which indicate
that holding at least 2 positions in the MS level is needed for a promotion to the DH level.
0
0.5
1
1.5
2
2.5
312
15
18
21
24
27
30
33
36
39
42
48
54
60
66
72
84
96
108
C&E COORDINATOR
EVENT MANAGER
SALES MANAGER
AVERAGE GS
MARKETING SERVICE MGR
AVERAGE DH
28
Concierge
There was only one sample for career mobility in this department. The months it took for this
employee to be promoted to a MS level position is 75months. This indicates that GS level
employees in this department should be promoted after 75 months. Those who are promoted in
less than 75 months have a fast mobility. Those who are promoted more than 75 months are
considered slow. If they are still not promoted by 75 months then they are stuck in their position.
Most the employees will have to hold an approximate number of 3 positions before a MS level
promotion.
There are no samples for the DH level in this department.
0
0.5
1
1.5
2
12 15 18 21 24 27 30 33 36 39 42 48 54 60 66 72 75
CONCIERGE SUPERVISOR
CONCIERGE SUPERVISOR
29
Human Resources
There was only one sample for career mobility in this department. The months it took for this
employee to be promoted to a MS level position is 17months. This indicates that GS level
employees in this department should be promoted after 17 months. Those who are promoted in
less than 17 months have a fast mobility. Those who are promoted more than 17 months are
considered slow. If they are still not promoted by 17 months then they are stuck in their position.
Most the employees will have to hold at least 1 position before a MS level promotion.
There are no samples for the DH level in this department.
0
1
2
12
15
18
HUMAN RESOURCES ASSISTANT
HUMAN RESOURCESASSISTANT
30
Service Center
There was only one sample for career mobility in this department. The months it took for this
employee to be promoted to a MS level position is 108 months. This indicates that GS level
employees in this department should be promoted after 108 months. Those who are promoted in
less than 108 months have a fast mobility. Those who are promoted more than 108 months are
considered slow. If they are still not promoted by 108 months then they are stuck in their
position. Most the employees will have to hold at least 2 positions before a MS level promotion.
From the MS level the sample worked another 32 months before getting a promotion to DH
level. This indicates that an MS level employee in this department needs 32 months to be
promoted to the DH level. The move count before the DH level promotion is 1 which indicates
that holding at least 1 position in the MS level is needed for a promotion to the DH level.
0
0.5
1
1.5
2
2.5
3
12 18 24 30 36 42 54 66 75 90 102 114 126 138
SERVICE CENTER MANAGER
SERVICE CENTER MANAGER
31
Finance
There was only one sample for career mobility in this department. The months it took for this
employee to be promoted to a MS level position is 194 months. This indicates that GS level
employees in this department should be promoted after 194 months. Those who are promoted in
less than 194 months have a fast mobility. Those who are promoted more than 194 months are
considered slow. If they are still not promoted by 194 months then they are stuck in their
position. Most the employees will have to hold at least 3 positions before a MS level promotion.
There are no samples for the DH level in this department.
0
0.5
1
1.5
2
12
24
36
48
60
72
84
96
108
120
132
144
156
168
180
192
194
COST CONTROL SUPERVISOR
COST CONTROL SUPERVISOR
32
Mobility
To get the general idea of mobility inside the hotel, the researchers have compared all the
departments. The result is that for the MS level the mean move count is 2 (1.9625). Which
means that in general before any employee reach the MS level position; he/she will first hold 2
different positions. It will also take the average of 79.31 months (6.60 years) for any GS level
employee in the hotel to be promoted to MS level.
For the DH level, the mean move count is 2 (1.75). This also means that to be promoted to the
DH level an employee will have to hold 2 positions in the MS level. It will take an average of
63.25 months (5.25 years) for a MS level employee to reach a DH level position.
Move Count/ Positions
If we add the two means, an average mobile DH level employee will have held at least 4
positions before getting to his/her current position.
FACTOR MEAN MOVE COUNT (MS)
MEAN MOVE COUNT (DH)
TOTAL MOVE COUNT
FOOD SERVICE 2 3 5
HOUSEKEEPING 2 CONCIERGE 3 GUEST RELATIONS 2 1 3
HUMAN RESOURCES 1 SALES & MARKETING 2 2 4
SERVICE CENTER 2 1 3
FINANCE 3 HOTEL AVERAGE 2 2 4
As shown in the table above, the departments with the least amount of positions to go through in
the path to the DH level are the Guest Relations and Service Center department. The department
with the most positions available is the Food Service department. This means that in the Guest
Relations and Service Center, the organizational chart is smaller which gives way to a direct way
to the DH level.
33
Months/ Length of Service
It takes an average hotel employee a total of 142.56 months (11.88 years) in the company to get
to the DH level.
FACTOR MEAN MONTHS (MS) MEAN MONTHS (DH) TOTAL MONTHS
FOOD SERVICE 78.8 147 225.8
HOUSEKEEPING 71.8 CONCIERGE 75 GUEST RELATIONS 62.6 12 74.6
HUMAN RESOURCES 17 SALES & MARKETING 27.25 62 89.25
SERVICE CENTER 108 32 140
FINANCE 194 HOTEL AVERAGE 79.31 63.25 142.56
The table shows that in the Guest Relations Department, the possibility of promotion comes
faster than other departments (74.6 months). The second is the Sales & Marketing department
(89.25). The longest is the Food Service department with 225.8 months. 3 out 5 departments
have a rate faster than the hotel average.
MS Level
The rate of career mobility is fastest for the GS to MS level in the Human Resources department
with 17 months. The next department is the Sales & Marketing department with 27.25 months.
The department where the rate of career mobility from MS to DH level is longest is in the
Finance dep. with 194 months. 6 out of 8 departments have a faster rate than the hotel average.
DH Level
The rate of career mobility is fastest for the MS to DH level in the Guest Relations department
with 12 months. The next department is the Service Center department with 32 months. The
department where the rate of career mobility from MS to DH level is longest is in the Food
Service dep. with 147 months. 3 out of 4 departments have a faster rate than the hotel average.
34
Age Ranges
After comparing the age ranges of the departments, the results show which departments are the
“starting” departments and which the “lasting departments” are.
FACTORS AGE RANGE OF GS AGE RANGE OF MS AGE RANGE OF DHB
FOOD SERVICE 20-36 19-42 41
HOUSEKEEPING 23-55 27-61 -
CONCIERGE 21-29 29 -
GUEST RELATIONS 20-25 23-30 28
HUMAN RESOURCES 20-22 22 -
SALES & MARKETING 22-31 23-31 31
SERVICE CENTER 24-33 33-36 36
FINANCE 22-38 38 -
The “starting” departments (Food Service, Guest Relations, Human Resources, Concierge, and
Sales & Marketing) are the ones where most starting employees or fresh graduates work. Since
these departments also have a high employee turnover, this suggests that in these departments
competition for promotions is very fierce. This can mean that there is a higher chance of
promotion or many employees decide to leave the company at a certain point in their career.
The “lasting” departments (Housekeeping, Service Center and Finance) are the departments
where the employee turnover is slow. Most of the employee are contented with their positions or
stuck in their position. The probability of promotion in these departments is low since there are
limited positions in the MS and DH levels.
It is difficult to relate age to mobility because each individual is different and there are many
factors affecting the reason why that certain employee started in that age. However there are
trends which show that age brackets can help track the career of employees. For most
departments the age bracket 20-30+ are in the GS level. In the MS level, the employees are
usually in the 23-33 age brackets. In the DH level, the age bracket of the employees is usually
28-41 years old.
35
Variables Affecting Career Mobility
Listed in the table below are the different variables affecting career mobility. These are classified
into groups mainly the CRV, WRV and IEV.
Not
Important
at All
Little
Importance Neutral Important
Extremely
Important
Rating Response
Average Count
Position Availability 0.0% (0) 0.0% (0) 2.0%
(1)
56.0%
(28)
42.0%
(21) 4.4 50
Length of stay in the
Company 0.0% (0) 6.0% (3)
22.0%
(11)
58.0%
(29) 14.0% (7) 3.8 50
Company's Career
Development Program 0.0% (0) 2.0% (1)
18.0%
(9)
56.0%
(28)
24.0%
(12) 4.02 50
Management/ Mentor's
Commendations 0.0% (0) 0.0% (0)
6.0%
(3)
66.0%
(33)
28.0%
(14) 4.22 50
Influence and Status in
the Company 0.0% (0) 0.0% (0)
36.0%
(18)
44.0%
(22)
20.0%
(10) 3.84 50
Internal Politics 14.0% (7) 24.0% (12) 28.0%
(14)
24.0%
(12) 10.0% (5) 2.92 50
Time/Schedule, Work
Load, Benefits 2.0% (1) 4.0% (2)
12.0%
(6)
48.0%
(24)
34.0%
(17) 4.08 50
Competition for the
Position 4.0% (2) 2.0% (1)
34.0%
(17)
48.0%
(24) 12.0% (6) 3.62 50
Performance in the
current Position 0.0% (0) 0.0% (0)
2.0%
(1)
32.0%
(16)
66.0%
(33) 4.64 50
Perceived ability to
work together with
coworkers after
promotion
0.0% (0) 4.0% (2) 14.0%
(7)
36.0%
(18)
46.0%
(23) 4.24 50
Job Commitment 0.0% (0) 0.0% (0) 2.0%
(1)
44.0%
(22)
54.0%
(27) 4.52 50
Knowledge, Skills, and
Talents of the
Employee
0.0% (0) 2.0% (1) 2.0%
(1)
22.0%
(11)
74.0%
(37) 4.68 50
Leadership/
Management Abilities 0.0% (0) 2.0% (1)
0.0%
(0)
34.0%
(17)
64.0%
(32) 4.6 50
People Skills and
Human Relations 0.0% (0) 2.0% (1)
2.0%
(1)
42.0%
(21)
54.0%
(27) 4.48 50
Attitude and Work
Ethics 0.0% (0) 2.0% (1)
4.0%
(2)
26.0%
(13)
68.0%
(34) 4.6 50
Potential of the
Employee 0.0% (0) 0.0% (0)
2.0%
(1)
44.0%
(22)
54.0%
(27) 4.52 50
36
Company Related Variables. The most important factor affecting promotion related to the
company was perceived to be the availability of a position (mean = 4.4), while internal politics
(mean = 2.92) as perceived to be the least important (mean = 2.92). However, the manner at
which the survey was conducted may have caused the low rating for "internal politics", since the
item is a very sensitive matter that respondents (upon the researchers' observation) showed
reluctance in answering. This study may never know the condition of internal politics within the
hotel or if it affects upward movement entirely.
In addition, "Length of stay in the Company” and "Influence and Status in the Company" (mean
= 3.84) were also given a relatively low rating. It can be interpreted that in the company's
policies on promotion, both are given low considerations or made as professionally negligible.
For "Management/Mentor's Commendations" (mean = 4.22), its high rating among respondents
may be caused by the number of respondents from the Front Office department and
Housekeeping Department (n = 22). With the Front Office department being the "front liners" in
guest service and the respondents from the Housekeeping Department being mainly room
attendants, it is likely that they have rated the variable relatively high since these are the two
departments that receive the commendations most (particularly from guests).
Organizations also have a role to play in managing the career commitment, motivation and
development of employees. By empowering employees and encouraging self-development,
organizations can help employees grow professionally within the organization. Organizationally
provided career development activities can help managers achieve greater career maturity and
commitment. It makes sense for organizations to design mentoring and coaching programs to
build commitment to work and organization and to use training and development interventions to
reduce turnover and prepare the manger to avail of advancement opportunities that are likely to
arise.
Work Related Variables. For work related variables, an employee's personal performance in
his/her current position (mean = 4.64) rated highest, and competition for a higher position (mean
= 3.62) lowest. From this data it can be assumed that for a higher position that is available,
interested employees may not have the need to contend against each other. Next to "performance
37
in the current position" would be "job commitment" (mean = 4.52). The respondents seem to
believe that promotion is affected by an employee‟s ability to concentrate on his/her functions
and be efficient in her occupational role.
Individual Employee Variables. Individual factors were relatively perceived as all important,
with respondents considering “knowledge, skills, and talents of the employee" (mean = 4.68) as
most important, and "people skills and human relations" (4.48) the least important. It may be
seen that respondents consider an employee's ability to perform satisfactorily to have more
weight than his/her social skills and human contact. The result is surprising since a significant
number of respondents come from the Front Office and F&B department - areas of the hotel that
generally receive the most guest contact and demand good people skills and human relations.
"Leadership/Management abilities" (mean = 4.6), "Attitude and Work Ethics" (mean = 4.6), and
"Potential of the Employee" (mean = 4.52) were given higher ratings than the latter.
In all:
The findings of the study revealed that of the 50 respondents taken from the population of HRM
graduates in the hotel, Individual competencies were the factors considered most important for
career advancement. Combining it with the highest rated from CRV and WRV variables ("job
availability" and "performance in the current position"), It can be interpreted that within New
World hotel, the HRM graduates sampled consider good performance and personal knowledge,
skills , and talents to be the primary factors affecting career advancement within the hotel.
While scholars and practitioners vigorously advocate the importance of being clear about desired
career goals, the findings indicate that career planning was not generally used by the respondents
in the study. This study suggests that companies, which believe that helping their employees to
advance in their careers will ensure a more motivated, committed and higher caliber work force,
will find their employees very responsive to any career development programs offered to them.
However, it is also the conclusion that individuals within companies should be more proactive in
taking charge of their careers and begin with being more concerted in planning for their careers.
38
Discussion
Interpretation of Results
MANAGERIAL STAFF LEVEL
Figure 1: Career path of a Managerial Staff in a deluxe hotel
OTHER FACTORS:
NUMBER OF GS EMPLOYEES VS
AVAILABLE MS LEVEL POSITIONS
GS1 – GS 5 POSITIONS, ATLEAST 2
POSITIONS BEFORE PROMOTION TO
MS LEVEL
LENGTH OF SERVICE (MONTHS)
FOOD SERVICE (78.8) HOUSEKEEPING
(71.8) CONCIERGE (75) GUEST RELATIONS
(62.6) HUMAN RESOURCES (17) SALES &
MARKETING (27.25) SERVICE CENTER (108)
FINANCE (194)
AVERAGE STARTING AGE IN THE HOTEL
24 YRS OLD
EDUCATION LEVEL: BS HOTEL AND
RESTAURANT MANAGEMENT
Managerial
Staff 79.31 MONTHS /
6.61 YEARS
39
DEPARTMENT HEAD LEVEL
Figure 2: Career path of a Department Head in a deluxe hotel
Department
Head
COMPETITION BETWEEN INTERNAL
AND EXTERNAL RECRUITS
(EXPATRIATES & PIRACY)
LIMITED POSITIONS
VARIABLES AFFECTING CAREER MOBILITY
CRV = POSITION AVAILABILITY (4.4) &
COMMENDATIONS (4.2)
WRV = PERFORMANCE IN HELD POSITIONS
(4.64) & JOB COMMITMENT (4.52)
IEV = KNOWLEDGE, SKILLS, AND TALENTS
OF EMPLOYEE (4.68),
LEADERSHIP/MANAGEMENT ABILITY (4.6) &
WORK ETHICS (4.6)
LENGTH OF SERVICE (MONTHS)
FOOD SERVICE (225.8) HOUSEKEEPING (-)
CONCIERGE (-) GUEST RELATIONS (74.6)
HUMAN RESOURCES (-) SALES & MARKETING
(89.25) SERVICE CENTER (140) FINANCE (-)
AVERAGE STARTING AGE IN THE HOTEL 24
YRS OLD
EDUCATION LEVEL: BS HOTEL AND
RESTAURANT MANAGEMENT
142.56 MONTHS /
11.88 YEARS
40
As shown in Figure 1, it takes a regular GS level employee an average of 6.61 years to be
promoted to a MS level position. But again, this study shows most of the departments have a
higher rate of mobility. This means that it is normal for a regular GS level employee to be
promoted to ms level in less than 6.61 years. This all depends on the following factors position
availability, mentor‟s /manager‟s commendations, performance in held positions, job commitment,
knowledge, skills, and talents of employee, leadership/management ability and finally work ethics.
The characteristic of the department also plays a vital role in career mobility. The department‟s
size, organizational chart and functions help determine the opportunities and possibility of
promotion. In some departments, employees will have to move from more than one position in
the same GS level before being promoted to the MS level while in other departments an
employee can be directly promoted to MS level. There are also cases that the MS level
employees are stuck in their position which halts the advancement of the younger GS level
employees because there is no position available. This causes a chain reaction which explains the
stagnant mobility of some employees.
In discussing the DH level, the matters become more complex because these are other more
pressing considerations. As shown on the research results, most DH level employees are
externally recruited. The lack of DH level samples made the comparison and analysis very
difficult. It is clear that out of many HRM graduates working in NWHM, only a very few make it
to DH level and there are none who make it to the Executive Level. The reason is because there
are few positions in the DH levels and again due to corporate interference, most of DH level
employees are externally recruited. There is also a shortage of capable MS level employees
because most of them either transfer out of the company or are pirated by other companies.
If ever a GS level employee works hard enough to reach the DH level, it will take him/her an
average of 11.8 years to reach that position. (See Figure 2) The data suggests that most likely it
will take shorter than 11.8 years to reach DH level especially in competitive departments.
There is no clear relation between age and career mobility. Only age trends marking an
individual employee‟s potential career position and career path.
41
Reliability
The interview questions used were the same for all respondents, and the degree of awareness
about them was the same among the interviewees. The same way of approaching the respondents
was used, near the premises of the Human Resources Department.
Validity
The data is valid because the database used is directly from the human resources department. The
database is updated and rechecked by practicumers in their actual files. The data from the
respondents is also considered valid because the researchers used the data in the database to
double check of the respondents are indeed in the list. Those who are not in the database are not
considered.
Research Ethics
Ethics was considered in interaction with interviewees who occupy high positions and work for a
company that is well known. Prior starting to collect any data the researchers have contacted the
human resource department of the company and asked for permission to conduct the research
among its employees. The researchers have explained the topic, purpose and idea of the research.
The researchers have also described how the data collecting would be implemented. The number
of respondents needed for the research was identified and what employees were at interest.
Respondents were only approached during the time they are no longer at duty and are about to
leave the hotel.
The thesis was conducted with consideration of confidentiality. Neither the company‟s name nor
the participants‟ names or any information that could reveal their person were not used in the
study. All of the parties have been keeping confidentiality of all confidential information or
documents available during the thesis process before, during, and after the thesis process. All the
participants have agreed to participate in the research voluntarily, and those who disagreed were
not forced to participate.
42
Conclusions
Answering the research questions
The total number of HRM graduates working in NWHM is 123. 72.36% of them are in the GS
level, 17.89% are in the MS level and 9.76% are in the DH level. The mean starting age for the
hotel is 24 years old. There are 9 departments in the hotel where HRM graduates are working.
The largest is the Food Service department with 25.2% of all the HRIM graduates working there.
8/9 of them have displayed career mobility. 4/8 has displayed career mobility up to the DH level.
In the MS level 20/22 employees are “mobile” and in the DH level 4/12 employees are “mobile”.
For the rate of career mobility, the mean months from GS to MS level for the whole hotel is
79.31 months. 6 out 8 departments have faster career mobility in the MS level than the hotel
average. The mean month it takes from MS to DH is 63.25 months. 3 out 4 departments have
faster career mobility in the DH level than the hotel average. The mean months it takes for an
employee starting at the GS level to go to the DH level is 142.56 months. 3 out 5 departments
have faster career mobility from GS to DH level than the hotel average.A DH level employee
undergoes an average of 4 position changes before becoming a DH level employee. The rate of
career mobility is shorter when it is from MS to DH level but the chance of promotion is very
low. The rate is longer when it is from GS to MS but the chance is higher.
The significant Company Related Variables (CRV) are first and foremost Position Availability.
In this variable we may include the following factors: length of service of the position holder,
being stuck in the position or stagnancy in the position, employee turnover, recruitment policy,
“piracy and external recruitment. The next significant factor is the mentor‟s/management‟s
commendations which include the evaluation of the higher officers, contributions to the job and
other notable feats and accomplishments.
The significant Work Related Variables (WRV) are Performance in Held Positions and Job
Commitment. For the Performance in Held Positions this may include the ability to do one‟s job
effectively, ability to perform more than the expected function as an employee and overall
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reliability in the job. For the Job Commitment, this means the seriousness and the dedication for
the company.
The significant Individual Employee Variables (IEV) Knowledge, Skills, and Talents of
Employee (Personal Traits); Leadership/Management Ability, and Work Ethics. Among all the
variables, the IEV items received the highest scores meaning most of the employees have the
perception of the “overall package” of employees as an important factor in career mobility. To be
a “mobile” employee, one must possess almost all of the said variables in the IEV. Only
management can determine the true value of an employee which makes the IEV difficult to
measure.
The research has found out that in New World Hotel Manila; starting from a GS level position
going to the DH level as an HRM graduate is a long and tedious process. The chance of it
happening is very slim. Which is why most employees prefer to transfer or move to other
industries (external mobility) because of the long time it takes to advance one‟s career in the
hotel. The probability of someone from outside the company landing a high level position in the
company is greater in the DH level and above. There is still a positive probability of a GS level
employee to move up to the MS level in the hotel. This can mean that the many employees in
NWHM only reach up to the MS level and choose to advance their career in other companies.
Comparison of results from previous studies
In the previous study of career path profiles of general managers of Korean super deluxe hotels
and factors influencing their career development by Samuel Kim, Hejin Chun and James Petrick;
they measure the time it takes to become a GM. In their study the result was19 years to become a
General Manager (top Executive level). Compared to the study, the figure of 11.8 years to
become a DH level is highly believable. Also the factors affecting career mobility is also related
if not the same. Finally in that study, they measured a significant fast rate of mobility in the Sales
& marketing department which is also prevalent in this study. But the study cannot confirm the
comparison between the two studies because they have different parameters.
In the study : The aspect of mobility in the career paths of hotel managers of one hotel chain in
Helsinki by Nadezda Pinigina; the effects of mobility in a person‟s career was discussed. In
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relation to that study, this study only measures the rate of mobility and its factors. Although it
was discussed that there is no significant improvement where a change in position is good or bad
in a persons career, this can also be seen in some examples this study. Some departments
experience more frequent changes in positions whoever it doesnt affect their rate of career
mobility. Meaning change in position is not significant if it is still in the same level or bracket.
The employee might considered it an improvement because of potential increases in salary, in
the broad aspect, increase in salary still doesn‟t represent a full career growth.
Because of the social nature of hospitality work, personality and individual competency play a
major role in the ability of an employee to enjoy hospitality work. It would seem that outgoing,
extroverted people with good interpersonal skills are more likely to enjoy hospitality work in
general, while the more introverted types might struggle with the constant interpersonal
exchanges (Jauhari, 2006; Raybould and Wilkins, 2005; Weaver, 2009). It has been argued that
having the right kind of personality is more important for a career in the hospitality industry than
formal qualifications (Purcell, 1996). People who thrive in the building of relationships, however
ephemeral or superficial, have greater chances of liking hospitality management work. The ideal
hospitality manager is typically expected to stand at the door of the restaurant, say, and welcome
guests with a smile and sometimes a pat on the back or a hug for the regular customers. People
who are at ease with doing this may find hospitality work quite enjoyable. Such managers can
become sources of competitive advantage for their organizations because customers respond well
to managers who can relate with them on a personal level.
Career growth. Hoteliers unanimously may agree that career growth in the hospitality industry
requires hard work, sacrifices, and endurance. To get ahead in this industry, you have to make a
lot of sacrifices. There are no short cuts. There are many detours you have to pass through the
mill. And advancement is a long and winding road. But if you hang in there, you will get to a
point when one day, you will see that it was worth it and you have no regrets at all. But to get to
that place, you must pay your dues.
Hospitality management careers are thus not for individuals who want to make it to the top in
two years. Rather, people with a long term focus, and who are prepared to endure the discomfort
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of the first years are more likely to stay in hospitality jobs and reap the rewards in the later years.
Typically, a college graduate will enter the industry say as a restaurant server. If the opportunity
arises, he or she might be recruited into the management training program. On completion, and
subject to performance, a managerial assistantship post may follow. In a couple of years, a
managerial promotion is likely, but not guaranteed. Thus on average to progress from new
graduate to functions manager might take some six years or so, where in other industries
graduates are appointed as managers automatically or within a much shorter period of time after
graduation. As one goes up the ladder in the hospitality industry, however, the rewards improve.
A hospitality career therefore requires protracted patience, but naturally, not everyone who enters
the industry will possess it. One criticism which has often been directed at the hospitality
industry is that in providing opportunities for career advancement it fails to give due recognition
to dedicated educational qualifications. However some authors have pointed out that in recent
years the industry has begun to reward formal qualifications; that people with relevant
management training now find it easier to enter into management jobs and progress in the
industry (Hjalager and Andersen, 2001).
Expressing individual creativity. Competition in the hospitality industry has significantly
increased in the last few decades to due to the increasing internationalization of the hotel
industry. To create and sustain meaningful competitive advantage, hotels have to constantly
reinvent themselves. Hotel managers with good creative skills are a high priced asset to their
organization. For some managers, the opportunity to use their creative instinct in the process of
keeping hotel products and services fresh and interesting for the market is one of the most
rewarding aspects of hospitality management.
The dynamic nature of the industry. The impact of new information and communication
technologies such as Global Distribution Systems on hospitality business, and the ever changing
characteristics and needs of the hospitality industry, among other factors, demonstrate the
dynamic nature of the hospitality industry. It has been observed that the industry is becoming
more sophisticated, competitive and complex in terms of the range of services it now offers.
Customers are becoming more and more difficult to please, and competitors have become more
cunning in their response. Indeed, the hospitality workplace has become one in which those who
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come up with the most impressive gimmicks can survive. This is what provides the thrill for
some managers.
Most managers agree that when working in the hospitality industry, “every day is filled with
surprises”. Thus, transformational (as opposed to transactional) hotel managers will become
more and more critical to the competitiveness of their hotels. Change has become an inherent
characteristic of the hotel industry and it is only those managers who can embrace rather than
resist change who will find it worthwhile pursuing a career in the industry. The hotel industry
can thus be described as a fast paced industry made for fast paced individuals.
Achievement of set objectives
During the initial phase of the study, several objectives have been achieved. Through the Human
Resource Department, the number of Hotel and Restaurant Administration graduates presently
employed at New World Hotel was identified, including the positions they occupy, age, age of
entry at New World, and dates of note. All departments were represented. For employees having
supervisory and managerial positions, the researchers were able to trace their internal career
advancement within the hotel – from the first position they held at entry to the position they
currently occupy. Career advancement between departments was also compared.
There were significant relations between the company related, work related, and individual
related variables to the employees‟ career mobility. Analysis of data revealed that the HRM
graduates in the hotel believed that the individual competencies of an employee are the most
considered to be able to advance one‟s career, with consideration of course to the availability of
a certain position.
Suggestions for further research and practical implications
It is important for the researcher to weigh the pros and cons of using a method before deciding
on the method of communication for the survey. The researcher must consider the accuracy of
the data obtained using the method, and the cost and amount of time needed to get the
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information. More importantly, he must consider the method‟s ability to secure the type of
information needed. He must evaluate all these things, together with his allotted budget and time
to complete the survey.
For a further investigation of career models, managers can be given a more in depth analysis of
their careers. A personal interview is suitable for obtaining data for many types of research
problems including those that concern sentiments, emotions, and opinions of people regarding
certain issues or programs. This method usually provides the most accurate and complete
responses because there are interviewers or field enumerators who can always check and clarify
vague answers.
The reliability of the data collected using personal interviews largely depends on the extra
measures taken to assure the quality of the data. Interviewers need to know how to handle
difficult situations such as respondents who initially refuse to participate in the study or who find
it difficult to understand the questions. They should also possess the good qualities of
interviewers like being courteous, friendly, patient, persistent, and know how to follow
instructions.
In terms of further research, it would be useful for human resource practitioners to understand if
career strategies are primarily are primarily a function at the individual level of personality traits
and characteristics, or at the organizational level, organizational structures and opportunities.
Attempts to match personality characteristics with available career opportunities could be a way
of ensuring satisfactory career development that benefits both the individual and the
organization.
For future studies, the researchers recommend that a full research involving all the employees of
the hotel should be involved. Not only HRM graduates but everyone who is currently associated
with the hotel should be involved. This would give a true profile of the hotel and a clearer and
more accurate projection of the career mobility of its employees.
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References
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Garavan, T.N., O‟Brien, F., and O‟Hanlon, D. (2006), “Career Advancement of Hotel Managers
since graduation: A Comparative Study” Personnel Review 35.3, 252-280
Harper, S., Brown C., and Wilson, I. (2005), “Qualifications: a fast-track to hotel general
manager?”
International Journal of Contemporary Hospitality Management, 17, 1, 51.
Pinigina, N. (2011), “The aspect of career mobility in the career paths of hotel managers of one
hotel chain in Helsinki”, University of Applied Sciences
Partlow, C. (1996), “Human Resource practices of TQM hotels”,
Cornell Hospitality Quarterly 37.5, p. 67
Ladkin, A., Juwaheer, T.D. (2000), “The career paths of hotel general managers in Mauritius”,
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Akrivos, C., Ladkin, A., Reklitis, P. (2007), “Hotel Managers‟ career strategies for success”
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University Press, Univeristy of the Philippines Diliman
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Acknowledgements
We wish to thank our family and friends for the support and understanding in the completion of
this study. We are also indebted to the faculty and staff of the College of Home
Economics, University of the Philippines Diliman.
We wish to thank our professor Dr. Gatchalian for her passion in learning and for sharing
her knowledge in the fulfillment of this project.
We wish to thank the associates of New World Makati City Manila, for giving us an
opportunity to pursue our research in their organization:
To Mr. Geuel Auste, Director of Human Resources, a brilliant pioneer and wise mentor,
To the Human Resource Team: Mr. Edberg Garduce, a true friend and superb alumni of the UP
HRIM Program; Ms. Ice Gregorio, a model of inspiration in the industry; and Ms. Badette Del
Prado.
To the trainees of the Human Resource Department, for keeping us company and making effort
to assist in us in collecting information,
To the HRM graduates currently employed at New World Hotel, especially to those who took
time to participate in our data gathering,
And above all we are eternally grateful to the Almighty God, for under his constant
guidance, grace and faithfulness we are able to understand and learn many insights, both
academically and life in general, during the course of accomplishing this study.
Mark Edward Aranas
Englebert Evangelista
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