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Journal of Tourism and Hospitality Research, Vol. 16, No. 1, 2019
25
ISSN 2094-1358
Career Advancement of Women in Hospitality Industry
Jeane D. Asinas, Loriza May O. Axalan, Vivien Joycee Juanites, Leimarie Rose N. Magnaye,
Jonathan M. Manalo, Cyrus A. Solo & Jennie Margaret M. Apritado
College of International Tourism and Hospitality Management
Lyceum of the Philippines University, Batangas City, Philippines
ABSTRACT
This study aimed to assess the career advancement of women in various position in hospitality
industry. The study used adopted/modified questionnaire. The respondents are women employees on
various position like front desk staff, food and beverage staff and housekeeping staff in lodging/inn
business in Batangas Province that are considered to be under the category of 3-star hotel. Statistical tools
such as weighted mean, independent sample t-test and analysis of variance were used. Based on the result,
respondents often experience career advance provided by the lodging industry. They also often experience
barriers that hinders their career advancement with regards to mentoring support, training and development,
work-life balance and networking. However, it is recommended that hospitality industry must provide more
trainings and formal education for women employees for their career development and growth.
Keywords: Career Advancement, Hospitality Industry
INTRODUCTION
National Certificate from TESDA pushes the assessment and certification of middle-level skilled
workers the contribution of hospitality industry, particularly the tourism sector has been one of the
important matters in the global and national economy. It brought opportunity to large number of work force
in trying to build its advantage to income and socio-economic aspect of the population. Further, since the
industry tend to have more services and job roles, it is in need of high number of manpower but when the
population of male are exhausted already, the industry is acquiring female workers to fill in with the tasks
(Agbodo-Otinpong, 2015).
The presence of women in the industry is making the provision of services more complex because
of their passive nature where they are able to address the caring needs of the customers. Women are so
reliant and are able to provide details in the decision making and problem-solving aspect when it comes to
service quality and doing clerical works. They are useful in the industry to make reports, do feminine job
roles and provide comfort with no malice with the customers (Bhatnagar, 2014).
However, their presence also posts threats because female are starting to understand their
counterparts’ participation in the hospitality industry. And because of this, women are making more
competency initiatives to increase their performance and function as part of the industry. In return,
psychological misbehavior were subconsciously affecting the productivity and performance of most female
workers. Gender sensitivity and inequality issues are usually present within the work environment that
intends to harm the job role of women in the hospitality industry (Deng, 2017).
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More over, other factors can also affect how female are viewed within the employment and work
environment since they have different roles outside their organization. It is part of the culture that women
are the one who is supposed to take care of her family. This practice has been part of any civilization and is
still viewed as the main role of women. At some point, women are not recruited due to being married and
having kids or they could not perform their tasks since they need to address other problems like schooling
of kids and health or safety of the family (Dy, 2015).
Work-life balance, networking, mentoring support, and training and development are the primary
factors that hinders career advancement of women. Although the use of organizational work-life programs
has been shown to reduce work-family conflict, nevertheless female employees continue to receive less
facility and support from their organizations that is necessary to differentiate between work and non-work
related roles and avoid conflict of both roles. (Yet Mee, 2013)
As of today, women in hospitality are usually in the lowest rank or entry level point since the
belief that they could not be as competent compared to their male counterparts is drastically affecting the
women’s career growth. In return, the hospitality education is doing its best to initiate more complex
competency advantage for women. (Gavin, 2016)
One of the facets of hospitality that this study would like to tackle is the lodging industry which
has been neglected in the development and sustainability of the industry. There are negative perception that
has been surrounding the lodging industry and treated to have the lowest competitiveness in the hospitality
services.
This study aims to assess the career advancement of women within the lodging industry. This will
help the CITHM to allow them to find more programs that could increase the opportunity for women to be
part of the industry. Further, the faculty will benefit from this study since they could use this as basis for
educating students on the importance of women in the hospitality industry. The students will understand the
complex role of women and men in the industry and will start to realize not to practice gender inequality in
the workplace. The hospitality industry will be able to address the problem that has been pestering the
quality of service they intend to provide. The women employees will be able to understand their situation
and how the factors affecting them can alleviate to enhance their career growth. The researchers will be
able to use their knowledge and practice analyzing the situation through the conduction of this study.
Lastly, the future researchers may use this study as their reference in the future when they want to align
their study to recruitment and career advancement of women.
OBJECTIVES OF THE STUDY
This study aimed to assess the career advancement of women in hospitality industry. Specifically
it aimed to; describes the profile of the respondents in terms of age, civil status, educational attainment and
length of service; assesses the women’s career advancement; determines the barriers that hinder career
advancement in terms of work life balance, networking, mentoring support, and training and development;
to tests the significant difference on the barriers that hinder career advancement when grouped according to
profile variable; analyses the relationship between women career advancement and barriers that hinder
career advancement; and based on the results, make a proposed action plan.
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METHODS
Research Design
The design of the study was descriptive method to assess the career advancement of women in
hospitality industry wherein the researchers analysed their subject study through the use of statistics and
figures to lower the risk for biased and control the statements of a group. According to Calderon and
Gonzales (2017) that this kind of research allows the study to be a fact-finding technique where it would
address the problems and issues that is happening at a certain and specific time event. More so, quantitative
approach could lead to discovery of how the present condition affects a sample size number of the
population.
Participants of the Study
The participants of the study were 194 selected women employees on various positions like front
desk staff, food and beverage staff, and housekeeping staff in lodging/inn businesses in Batangas province
that are considered to be under the category of 3-star hotel.
Instrument
The instrument is an adapted questionnaire from Yet-Mee (2013) which was partially modified to
fit the situation of current study. The questionnaire is composed of three major parts. The initial part of the
questionnaire described the profile of the respondents in terms of age, civil status, educational attainment
and length of service. The second part assess the women career advancement and the third part determines
the barriers that hinder career advancement in terms of work life balance, networking, mentoring support,
and training and development.
To interpret the results, the following likert scale was used:
Option Range Verbal Interpretation
4 3.50-4.00 Always
3 2.50-3.49 Often
2 1.50-2.49 Sometimes
1 1.00-1.49 Never
Procedure
The researchers made a letter addressed to the dean of College of International Tourism and
Hospitality Management (CITHM), Mrs. Ma. Fe L. Menez, asking permission to conduct the study. When
it was approved, the researchers went to different lodging establishment in Batangas province with a letter
asking permission to distribute questionnaire among female employees. The researchers were given enough
time to answer the questionnaire and queries in case there are statements which are unclear to them. It was
retrieved immediately and submitted to the statistician for data analysis.
Data Analysis
To interpret the results, the researchers used statistical tools supported by SPSS v. 20.
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Percentage and frequency was used to identify profile of the respondents in terms of age, civil
status, educational attainment and length of service. Weighted Mean was used to assess the women career
advancement and the barriers that hinder career advancement in terms of work life balance, networking,
mentoring support, and training and development. Independent Sample t-test and Analysis of Variance was
used to test the significant difference on the barriers that hinder career advancement when grouped
according to profile variable; and Pearson – Product Moment Correlation to analyze the relationship
between women career advancement and barriers that hinder career advancement.
Ethical Consideration
The study considered different ethical behaviours during data gathering such as informing the
respondents all about the objectives and importance of their participation. This makes sure that the
participants of the study are informed of the objectives and purpose of the study. The researchers sought
permission from the respondents before they answer the questionnaire. All queries were answered and
addressed by the researchers during the conduction of the study The researchers made sure that their
respondents are comfortable at all times by providing pens/pencils, chairs and enough time to allow them to
answer the questionnaire.
RESULTS AND DISCUSSION
Table 1. Percentage Distribution of the Respondent’s Profile
Profile Variables Frequency Percentage (%)
Age 18 – 29 years old 104 53.6
30 – 39 years old 70 36.1
40 – 49 years old 16 8.2
50 – 59 years old 4 2.1
Civil Status Single 113 58.2
Married 72 37.1
Widow / Widower 6 3.1
Legally Separated 3 1.5
Educational Attainment High school Graduate 81 41.8
College Graduate 109 56.2
Master’s Degree 4 2.1
Length of Service below 1 year 52 26.8
1 – 3 years 88 45.4
4 – 6 years 37 19.1
7 – 9 years 6 3.1
10 years and above 11 5.7
Table 1 presents the percentage distribution of respondents’ profile in terms of age, civil status,
educational attainment and length of service. In terms of their age, it shows that majority of the respondents
are 18 – 29 years old which got the highest frequency of 104 or 53.6 percent. This shows that most of the
respondents belong to the age bracket of 18-29 years old which means they are within young adult age.
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This age tends to be matured to handle customer service and were allowed by the government to be
employed. They are considered to be accountable persons who understand the legal system, law, rules and
regulation applied in lodging industries which guides them to efficiently do their tasks. According to Al
Hrout, and Mohammed (2014), human resource consider age as factor to hire applicants. The age is
considered so that they would know if a person is accountable and are not minor. Also, management would
prefer to hire people who are matured and can patiently handle the customers as they seek for services and
products.
With regards to their civil status, it shows that majority are single which got the highest frequency
of 113 or 58.2 percent This means that most of the respondents are single where they could attend the
shifting of schedules at ease. When a person is single, they are in advantage to be employed since they have
no other obligations that could affect their performance and productivity. As stated by Anapen (2016),
people who are single can be hired immediately since they could comply when the management request for
overtime and complicated shift of schedules. Especially in industry where accommodation is provided for
24/7, they would need employees who can cope with the changes of duty scheduling.
The profile educational attainment shows that majority of the respondents are college graduate
which got the highest frequency of 109 or 56.2 percent. Their length of service shows that majority of them
have been part of the lodging industry for 1 – 3 years which got the highest frequency of 88 or 45.4 percent
This implies that lodging industry are hiring college graduate to assure that their personnel have
sufficient competency in providing accommodation and services to their guests. Hospitality industry is
starting to understand the advantage of hiring personnel who are degree holder compared to others who did
not finish education. The customer’s demand is starting to change across time and the hospitality must cope
with such demand by employing people who are competent enough to do more tasks with accountability
and credibility. Bagos, Ani, Balladores, and Espeleta, (2015) study were able to prove the importance of
degree holder as a requirement for job hiring and selection. The need for more competent workers would
help attain customer satisfaction because professional workers could be developed when they are able to
finish their studies.
Table 2. Women Career Advancement
Indicators WM VI Rank
1. Sufficient opportunities exist in my organization for women to advance into senior
management position
3.45 Often 1
2. In my organization, there are equal career development opportunities for men and women 3.32 Often 4
3. According to the way my organization operates, a woman can become a senior manager in
the future
3.40 Often 2
4. Women and men are respected equally in my organization 3.39 Often 3
5. In my organization, the number of women penetrating the hierarchy and achieving senior
positions is steadily increasing
3.23 Often 6
6. In my organization, women are primarily encouraged to apply to managerial roles 3.27 Often 5
7. The men network in my organization limits women's opportunities for promotion to senior
position
2.99 Often 8
8. In my organization, women have to perform better than their male counterparts to be
promoted to the same position
3.08 Often 7
Composite Mean 3.27 Often
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Legend: 3.50 – 4.00 = Always; 2.50 – 3.49 = often; 1.50 – 2.49 = Sometimes; 1.00 – 1.49 = Never
Table 2 presents the women’s career advancement. As revealed from the result, the obtained
composite mean of 3.27 indicates that they often performed the above indicators. This means that the
respondents often experience career advancement even though they are women in the area of lodging
industry because they are qualified for trainings and promotions due to their skills and abilities. Women at
this age are being recognized in the area of service quality and hospitality industry due to their personality
and characteristics that add to the quality service that the industry could provide.
There are specific job roles that could be performed by women with more confidence and
competence because of their characteristics of being passive individuals. These characteristics are
composed of being patient to do clerical works, communicate with suppliers and market, and address the
needs of their customers with reliable attitude (Aslam, Ghaffar, Talha, and Mushtaq, 2015).
All items were assessed as often and item “sufficient opportunities exist in my organization for
women to advance into senior management position” got the highest weighted mean score of 3.45,
followed by “according to the way my organization operates, a woman can become a senior manager in the
future” with 3.40 and “women and men are respected equally in my organization” with 3.39.
The respondents often experience sufficient opportunities that exist in the organization where it
allows them to be part of the senior management as part of the barriers of their career advancement. At
times, management would prefer the presence of male employees in the management position to show that
the organization is firm due to the characteristics of men to have more authoritative figure.
Berberabe, Dumo, Endaya, Montalbo, Ortega, and Umahon (2018) posited that men is mostly
promoted to higher management to ensure that there will be a father figure for the organization to protect
the employees and personnel. This issue can hinder the promotion for the women counterpart but at times
needed to be done in order to assure the investors that the company has a strong force by being led mostly
by men.
However, the item “in my organization, the number of women penetrating the hierarchy and
achieving senior position is steadily increasing” with 3.23, “in my organization, women have to perform
better than their male counterparts to be promoted to the same position” with 3.08, and the least is “the men
network in my organization limit women's opportunities for promotion to senior position” with lowest
weighted mean of 2.99 and verbally interpreted as often.
The respondents often experience limiting their opportunities due to the presence of male
counterparts in the work environment. Men tend to have more physical strength which contributes to their
abilities to do other work that is needed in the industry. There are tasks that need more male compared to
female and this is what the management needs to consider before they hire or promote an individual.
As stated in the journal of Brenninger, (2015), women employees tend to have lower chance for
promotion due to the capabilities of men counterpart in the industry. Men can perform active type of work
compared to female who are usually deployed in clerical work only.
Table 3 shows the barriers that hinder career advancement as to work-life balance which obtained
the composite mean of 3.04 and verbal interpreted as often. This means that the respondents often
experience barriers that hinder career advancement in relation to work life balance because they need to
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attend to their personal and family’s needs. Being a person is not only about working or being part of the
industry, but the culture of Filipinos is all about family. An individual still need to be good.
Table 3. Barriers that Hinder Career Advancement as to Work-Life Balance
Indicators WM VI Rank
1. In general, managers in this organization are not accommodating of family-related
needs
3.27 Often 1
2. Higher management in this organization does not encourage supervisors to be sensitive
to employees' family and personal concerns
3.14 Often 2
3. Higher management in this organization is not sympathetic toward employees' child
care responsibilities
3.04 Often 5
4. In the event of a conflict, higher management does not understand when employees
have to put their family first
3.02 Often 7.5
5. In this organization, employees are not encouraged to strike a balance between their
work and family lives
3.02 Often 7.5
6. Higher management in this organization is not sympathetic toward employees' elder
care responsibilities
2.94 Often 10
7. This organization is not supportive of employees who want to switch to less demanding
jobs for family reasons
2.98 Often 9
8. In this organization, it is generally not okay to talk about one's family at work 2.91 Often 11
9. In this organization, employees cannot easily balance their work and family life 3.07 Often 3
10. This organization does not encourage employees to set limits on where work stops and
home life begins
3.03 Often 6
11. In this organization, it is very hard to leave during the workday to take care of personal
or family matters
3.07 Often 3
Composite Mean 3.04 Often Legend: 3.50 – 4.00 = Always; 2.50 – 3.49 = often; 1.50 – 2.49 = Sometimes; 1.00 – 1.49 = Never
According to Cahoon, Ceasar, and Fei (2014) study pointed out that the human resource must
show their employees that they could still function their responsibilities and obligations to their families
and significant others. This is why, there are shifting schedules where the employee and management must
strictly comply with to ensure that there is a life-work balance among the employees.
All items were assessed as often and item “in general, managers in this organization are not
accommodating family-related needs” got the highest weighted mean of 3.27, followed by “higher
management in this organization does not encourage supervisors to be sensitive to employees' family and
personal concerns” with 3.14 and “in this organization, it is very hard to leave during the workday to take
care of personal or family matters” with 3.07.
The respondents often experience that managers considered family-related needs of the employees
by allowing them to have vacation or emergency leave so that they could deal with other matters in their
lives as barriers for their career advancement. The management are always focusing on the service
performance of the lodging industry that at times they forgot to consider other personal matters that exist in
the lives of their employees.
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Cahoon, Ceasar, and Fei (2014) stated that human resource and the overall management of
companies must consider the family needs of each employee because this can increase their motivation to
perform their task efficiently. Also, this factor could affect their productivity which could lead to
absenteeism and turnover. The employee will eventually stop working if their job cannot be adjusted or
demanding too much from them that they have no other choice but to resign so that they could address
other matters in their life.
However, the item “this organization is not supportive of employees who want to switch to less
demanding jobs for family reasons” with 2.98, “higher management in this organization is not sympathetic
toward employees' elder care responsibilities” with 2.94, and the least is “in this organization, it is generally
not okay to talk about one's family at work” with lowest weighted mean of 2.91 and verbally interpreted as
often.
The respondents often experience having a hard time to talk about their family at work. It may be
because of the saying that goes if you have problem at home, leave it at home and don’t bring it to work.
This is considered to be a barrier because the respondents felt that their lives do not matter to the
management so they feel unappreciated and think this is an issue that affects their career advancement.
Celis, Abante, Cueto, De Castro, Panopio, and Sicapore (2017) discussed that one of the human
resource factor that is hard to implement is to increase the career growth of employees when they have
problems with their family and significant others. This lowers their productivity because they are stressed
from their problems which affect their concentration and service quality.
Table 4. Barriers that Hinder Career Advancement as to Networking Indicators WN VI Rank
1. There are very few individuals in the organization with whom I share emotional support,
feedback and work confirmation
3.12 Often 2
2. There are very few individuals in the organization with whom I consider as best friends
and share any kind of issue, professional or personal
3.04 Often 3
3. There are very few individuals in the organization with whom I frequently talk about
work related topics
2.99 Often 4
4. I personally do not know people who occupy important posts in the organization 2.98 Often 5
5. I seldom keep in touch with a number of people who are at higher levels than I am 3.14 Often 1
6. I do not have a network of friendships in the organization that can help further my
career progression
2.94 Often 6
Composite Mean 3.04 Often Legend: 3.50 – 4.00 = Always; 2.50 – 3.49 = often; 1.50 – 2.49 = Sometimes; 1.00 – 1.49 = Never
Table 4 shows the barriers that hinder career advancement as to networking which obtained the
composite mean of 3.04 and verbally interpreted as often.
This means that the respondents often experience barrier with networking because they are unable
to communicate with others due to hierarchy of work and the attitude of management to address the needs
of their employees. When there is less communication initiative from the management, they cannot expect
that employees will talk to them and speak up issues about the overall operation of the business.
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Dy (2015) stated that network within the work environment is important to assure that all issues
are addressed and all information were disseminated among the employees. The management will be able
to inform the employees of changes in the management behavior and the employees will be able to tell the
management of any problems that hinder them to be productive at all.
All items were assessed as often and item “I seldom keep in touch with a number of people who
are at higher levels than I am” which got the highest weighted mean of 3.14, followed by “there are very
few individuals in the organization with whom I share emotional support, feedback and work confirmation”
with 3.12 and “there are very few individuals in the organization with whom I consider as best friends and
share any kind of issue, professional or personal” with 3.04.
The respondents consider talking to people at higher level as barrier for their career development
because they are unable to be productive since they have insufficient knowledge of the organization. When
they are unable to communicate effectively, there is a chance that they will not grow because they will not
be advised by people who are expert in the industry.
Folger (2015) stated that employees need to communicate effectively and the supervisors must
reach out to employees. This ensures that the employees are in their training grounds while being
compensated but is supervised by higher management to be competent in providing services.
However, the item “there are very few individuals in the organization with whom I frequently talk
about work related topics” with a weighted mean of 2.99, “personally do not know people who occupy
important posts in the organization” with 2.98 and the least is “I do not have a network of friendships in the
organization that can help further my career progression” with lowest weighted mean of 2.94 and verbally
interpreted as often.
This means that the respondents often feel that they have no network in the work environment that
lowers their self-confidence to work and be productive. When they feel that they are alone, they could not
make sufficient decision making and would not be confident in dealing with their customers.
As stated by Holston-Okae (2017) the usual cause of employee turnover is due to the
interrelationship that the employee could not effectively deal with. Human relations within the work
environment is important so that there will be harmonious ambiance within the organization. Also, they
will be able to perform their duties at ease when they know there is no conflict that exists between
employees.
Table 5 shows the barriers that hinder career advancement as to mentoring support which obtained
the composite mean of 3.22 and verbal interpreted as often. This means that the respondents often consider
mentoring as barrier for career advancement because when there are no one who guides them in their work
performances, there is a chance that their productivity will lower too. This is because of their insufficient
knowledge on how the operation is processed within the work environment. Also, when the supervisors are
unable to train them effectively, they may experience problems during delivery of service.
All items were assessed as often and item “given or recommended you for challenging
assignments that present opportunities to learn new skills” got the highest weighted mean of 3.39, followed
by “helped you finish assignment/task or meet deadlines that otherwise would have been difficult to
complete” with 3.31 and “given or recommended you for assignment that increases your contact with
higher level managers” with 3.29.
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Table 5. Barriers that Hinder Career Advancement as to Mentoring Support
Indicators WM VI Rank
1. Given or recommended you for challenging assignments that present opportunities to
learn new skills
3.39 Often 1
2. Given or recommended you for assignment that required personal contact with managers
in different parts of company
3.23 Often 7.5
3. Given or recommended you for assignment that increases your contact with higher level
managers
3.29 Often 3
4. Given or recommended you for assignment that helped you meet new colleagues 3.25 Often 5
5. Helped you finish assignment/task or meet deadlines that otherwise would have been
difficult to complete
3.31 Often 2
6. Gone out of his/her way to promote your career interests 3.10 Often 15
7. Conveyed feelings of respect for you as an individual 3.22 Often 9
8. Conveyed empathy for the concerns and feelings you have discussed with him/her 3.23 Often 7.5
9. Encouraged you to talk openly about anxiety and fears that detract from your work 3.12 Often 14
10. Shared personal experiences as an alternative perspective to your problems 3.27 Often 4
11. Shared history of his/her career with you 3.18 Often 11
12. Encouraged you to prepare for advancement 3.21 Often 10
13. Encouraged you to try new ways of behaving on the job 3.17 Often 12
14. Served as a role model 3.24 Often 6
15. Displayed attitudes and values similar to your own 3.15 Often 13
Composite Mean 3.22 Often Legend: 3.50 – 4.00 = Always; 2.50 – 3.49 = often; 1.50 – 2.49 = Sometimes; 1.00 – 1.49 = Never
The respondent considers recommending them for another assignment to learn is a hindrance to
their career development because when they are just deployed with easy task, they are unable to practice
their skills extensively. Learning is acquired more from experiences than being learned from schools. So
the actual working environment is considered to be the training ground of employees to practice their skills.
Jianguo, and Frimpong, (2016) posited that designated work to an employee gave them the chance
to be more productive and grow in their area of specialization.
However, the item “displayed attitudes and values similar to your own” with weighted mean of
3.15, “encouraged you to talk openly about anxiety and fears that detract from your work” with 3.12 and
the least “gone out of his/her way to promote your career interests” with lowest weighted mean of 3.10 and
verbal interpreted as often.
The respondents often experience promoting their career interest as barriers for career
advancement because there are limited exposures to kind of industry, they are appropriate to be deployed.
Since lodging industry is focused on the accommodation services only, no other skills could be practiced by
the employees such as food and beverage, travel and tourist guiding.
Lodging industry has limited services compared to hotels and resorts. They are emphasizing on the
accommodation for overnight or few days with limited number of customers. The employees will need to
accommodate their needs based on the offered service of the lodge and cannot provide other kind of request
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that is out of the service scope of the business (Malaluan, Domingo, Javier, Aquirre, Aborot, and Aborot,
2017).
Table 6. Barriers that Hinder Career Advancement as to Training and Development
Indicators WM VI Rank
1. There is lack of formal training within the organization 3.07 Often 3
2. There is lack of equity in training within the organization 2.90 Often 5
3. Positive attitude towards training 3.24 Often 1
4. Communication skills training is insufficient 2.96 Often 4
5. Relevant departmental training is observed within the organization 3.17 Often 2
Composite Mean 3.07 Often Legend: 3.50 – 4.00 = Always; 2.50 – 3.49 = often; 1.50 – 2.49 = Sometimes; 1.00 – 1.49 = Never
Table 6 shows the barriers that hinder career advancement as to training and development which
obtained the composite mean of 3.07 and verbally interpreted as often. This means that the respondents
often consider training and development as factor that hinders their career advancement. The programs and
training of the lodging industry at times are limited and not all employees are able to join due to the
operation of the business. Training and development is important to increase the efficiency of the
employees because they will understand the essence of work environment as well as the importance of
provision of quality service that is beyond the products and process of the organization (Nyaura, and
Omwenga, 2016).
All items were assessed as often and item “positive attitude towards training” with highest
weighted mean of 3.24, followed by “relevant departmental training is observed within the organization”
with 3.17, and “there is lack of formal training within the organization” with 3.07. This means that positive
attitude towards training can help the respondents for career advancement because of their abilities to use
learning from trainings which can increase their productivity. When they have negative perception on
trainings and its association to their current work, the training would be a waste of time, effort and money
to the organization. Osei (2017) stated that employees must be open-minded to the advantage of training to
their productivity. They should comply with the request of the management to attend trainings and use the
modules to understand the concept of service quality.
However, “communication skills training is insufficient” with 2.96 and the least is “there is lack of
equity in training within the organization” with lowest mean of 2.90 and verbally interpreted as often. The
respondents often consider the lack of equity of training can hinder their career growth because trainings
must be offered to all employees so that they will understand other areas of lodging industry. The fair
distribution of opportunity to both women and men employees may increase the effectiveness of the
organization in their service performance. Santhanam (2016) stated that trainings could be provided for all
employees to allow them be competent in all areas of process and management. This will be useful when
there are promotions for higher level of employment or when there are shortage of employees that others
could also perform the same extent of tasks.
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Table 7. Summary Table on the Barriers that Hinder Career Advancement
Indicators WM VI Rank
Work-Life Balance 3.04 Often 3.5
Networking 3.04 Often 3.5
Mentoring Support 3.22 Often 1
Training and Development 3.07 Often 2
Composite Mean 3.09 Often Legend: 3.50 – 4.00 = Always; 2.50 – 3.49 = often; 1.50 – 2.49 = Sometimes; 1.00 – 1.49 = Never
Table 7 Mentoring support has a great factor in order to advance one’s career. Especially for those
who are just starting off, they need someone to look up to and guide them until they get accustomed to the
nature of their work. Without guidance or support from their superior, an average employee tend to have no
confidence and feel really inferior in their organization.
Buenviaje, Morcilla, Refozar, Macalalad and Laguador (2016) found out that management should
developed some activities that enhance the career and value of employees. It includes the activities that
enhance the participation in the company’s corporate profiling of the employees to understand the basis of
their work. This assessment and activities developed the employees to be professionally competent as well
as enhance their personal growth.
Santhanam (2016) stated that trainings are very useful to be competent in all areas in the
workplace. Employees could also perform the same scope of tasks and it will also allow them to have a
chance for the promotions for higher level.
Table 8. Difference of Responses on Barriers that Hinder Career Advancement When Grouped
According to Age
F-value p-value Interpretation
Work-Life Balance 6.514 0.000 Highly Significant
Networking 3.495 0.017 Significant
Mentoring Support 0.146 0.932 Not Significant
Training and Development 1.653 0.179 Not Significant Legend: Significant at p-value < 0.01
Table 8 presents the responses on the barriers that hinder career advancement. It was observed that
the responses differ on work-life balance (p-value = 0.000) and networking (p-value = 0.017).
This was observed since the obtained p-values were less than 0.05 alpha level. This means that the
responses vary significantly and was found out from the post hoc test conducted that 30 to 39 years old
have encountered barriers on the above-mentioned variables.
Being at the age of 30 – 39 years old entails a lot of responsibilities even outside their work
environment. Somehow, their priorities differ from those who are younger than them. They put their family
first above their career and do not want to be burdened by heavy work load. Thus, they do not usually have
large networks at work because they would rather spend time with their family, especially their children.
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Table 9. Difference of Responses on Barriers that Hinder Career Advancement When Grouped
According to Civil Status
F-value p-value Interpretation
Work-Life Balance 1.064 0.365 Not Significant
Networking 3.504 0.016 Significant
Mentoring Support 0.914 0.435 Not Significant
Training and Development 0.508 0.677 Not Significant Legend: Significant at p-value < 0.01
Table 9 presents the responses on the barriers that hinder career advancement. It was observed that
the responses differ on networking (p-value = 0.016). This was observed since the obtained p-values were
less than 0.05 alpha level. This means that the responses vary significantly and was found out from the post
hoc test conducted that those who are legally separated have encountered barriers on the above-mentioned
variables. People who are single parent or legally separated encountered more barriers because of their
other obligations that they need to attend to. And working alone for the family can rise many issues relating
to the networking and performance of a person in relation to their professional growth. Al-Hrout and
Mohamed (2014) stated that the HR department must address the alienation being felt by their employees
to increase their potential to become in a more advance position, be more productive, perform well and be
innovated and increase their creativeness.
Table 10. Difference of Responses on Barriers that Hinder Career Advancement When Grouped
According to Educational Attainment
F-value p-value Interpretation
Work-Life Balance 2.935 0.056 Not Significant
Networking 0.310 0.734 Not Significant
Mentoring Support 0.473 0.624 Not Significant
Training and Development 2.040 0.133 Not Significant Legend: Significant at p-value < 0.01
Table 10 disposed that all computed p-values were all greater than 0.05 alpha level, thus the
researchers fail to reject the null hypothesis. This means that there was no significant difference observed
and implies that the responses do not vary across the respondents’ educational attainment. This means that
whatever educational background the respondents have, the barrier will not differ because it is the situation
of the lodging business. This can be reduced based on the activities and programs that the management
could provide to increase opportunity for career advancement among their employees.
Table 11. Difference of Responses on Barriers that Hinder Career Advancement When Grouped
According to Length of Service
F-value p-value Interpretation
Work-Life Balance 0.537 0.709 Not Significant
Networking 1.992 0.097 Not Significant
Mentoring Support 0.300 0.878 Not Significant
Training and Development 0.904 0.463 Not Significant Legend: Significant at p-value < 0.01
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Table 11 shows that all computed p-values were all greater than 0.05 alpha level, thus the
researchers fail to reject the null hypothesis. This means that there was no significant difference observed
and implies that the responses do not vary across the respondent’s length of service. The employees who
are working in the lodging industry, amidst the longevity they stayed in the lodging business will not differ
on how they perceived the barriers because all of them are experiencing the same hindrances for career
growth. Cahoon, Ceasar, and Fei (2014) stated that the overall management of companies must consider the
family needs of each employee because this can increase their motivation to perform their task efficiently.
Also, this factor could affect their productivity that could lead to absenteeism and turnover.
Table 12. Relationship Between Women Career Advancement and Barriers that Hinder Career
Advancement
r-value p-value Interpretation
Work-Life Balance 0.350** 0.000 Highly Significant
Networking 0.520** 0.000 Highly Significant
Mentoring Support 0.565** 0.000 Highly Significant
Training and Development 0.421** 0.000 Highly Significant Legend: Significant at p-value < 0.01
Table 12 shows the relationship between career advancement and the barriers encountered. It was
observed that the obtained r-values indicates a moderate direct correlation and the computed p-values were
less than 0.01 alpha level.
This means that there was a significant relationship that exists and implies that the better their
career advancement, the more problems they encountered. This means that career advancement is highly
affected with the barriers that the respondents are experiencing because they will not be able to grow when
all they encountered in the workplace is problem. The management is not providing opportunity and the
nature of work itself can affect the growth and development of an individual.
Balancing life between work and family, especially in lodging industry, is really hard. Working in
service industry demands a lot of time and physical strength. A front desk staff that worked all day talking
and assisting guests would be physically drained before her shift ends but after a long day, she would have
to assist her family members and make sure that there is food at the dining table. This results to employees
being contented on the position that they are currently in because they do not want to be burdened by more
responsibilities on work that will affect their role at home.
According to Cahoon, Ceasar, and Fei (2014) the human resource must show their employees that
they could still function their responsibilities and obligations to their families and significant others.
Networking within the organization is important to ensure that all issues are addressed within the
work environment. If an average employee has no networks around them, it will be hard for them to
express their concerns and suggestions to improve what they think needs to be improved. This may result to
slow career advancement.
Maslow’s hierarchy of needs includes belongingness as a psychological need of a human being.
Study shows that a person needs at least two to three friends that they can share their burdens in order to be
effective in a workplace. (Singh & Kasa, 2016). Folger (2015) stated that employees need to communicate
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effectively, and the supervisors must reach out to employees. This ensures that the employees are in their
training grounds while being compensated but is supervised by higher management to be competent in
providing services.
Stress and fatigue because of work can be lessened if there are people that helps and supports the
worker. That is why there must be mentors that guide and support employees until they get accustomated
with the nature of their work. Buenviaje, Morcilla, Refozar, Macalalad and Laguador (2016) found out that
the role of human resource management is to develop activities such as mentoring, to enhance the career
value of their employees. It includes number of assessment and activities to be done by the employees to
enhance their participation in the company’s corporate profiling and would eventually understand the basis
of their work. This is also to provide opportunities to allow employees to be professionally competent for
their personal growth.
Training and development are a vital part of one’s career advancement especially in the lodging
industry. Being trained equips and boosts confidence of employees to do better on their jobs. Being in the
service industry requires a lot of confidence because you get to meet different kinds of people. If an
employee has undergone a training and development program, their efficiency is increased because they
understand the essence of work environment as well as the importance of provision of quality service to the
customers.
Table 13. Proposed Plan of Action to Enhance the Career Advancement of Women in Lodging
Industry
Key Result Area
Objectives
Strategies Outcome
Work Life Balance
To address the family
related needs of the
employees
Monthly Meetings with Women addressing their
concerns pertaining to family needs versus their work
needs
The employees were able to
communicate with the higher
management and supervisors
about the issues relating to
family related needs
Networking
To enhance the
communication level
between higher
management and
employees
There may be suggestion box on the reception area
where the employees will be able to write different
issues at least once every quarter. The higher
management will meet up with their employees in all
level. Interdepartmental activities such as family day or
fun day activities at least once a year
There is efficient
communication between the
higher management and their
employees
Mentoring Support
To provide challenging
tasks for employees
Deployed women in a more complicated task at least
once in a while to test their skills in different areas and
job roles
Women employees are deployed
in areas with more challenging
tasks
Training &
Development
To increase positive
attitude of employees
towards training
Provide benefits such as allowance or with
compensation (paid) for employees who will attend
different trainings
The employees have positive
attitudes towards training and
participate efficiently to
increase their skills and
competitiveness
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CONCLUSIONS
Majority of the respondents are 18-29 years old, single, college graduate and have been working in
lodging industry for 1-3 years. The respondents often experience career advancement provided for them by
the lodging industry. They often experience barriers that hinders their career advancement with regards
mentoring support, training and development, work-life balance and networking. Those 30 to 39 years old
have encountered barriers on work life balance and networking, while those who are legally separated have
encountered barriers on networking. There was a significant relationship between career advancement and
the barriers encountered and implies that the better their career advancement, the more problems they
encountered. Proposed plan of action was developed to enhance the career advancement among women in
the lodging industry.
RECOMMENDATIONS
The lodging business may provide more trainings for women to increase their effectiveness and
competitiveness in the industry. The management may allow the women employees to take formal
education so that they will have more opportunity for career growth and development in the future.
Managerial and clerical roles may be designated to women since they are fit for the position and that their
physiological will not be affected by heavy workloads. The proposed plan of action may be used to
enhance the career advancement among women in lodging industry. A future study may be done to have
deeper assessment on what hinders women for career advancement and professional growth.
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