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Oh the places they’ll go. Examining the early career path of hospitality alumni

Wayne W. Smith, Jeremy C. Clement & Robert E. Pitts

To cite this article: Wayne W. Smith, Jeremy C. Clement & Robert E. Pitts (2018) Oh the places they’ll go. Examining the early career path of hospitality alumni, Journal of Teaching in Travel & Tourism, 18:2, 109-122, DOI: 10.1080/15313220.2017.1416726

To link to this article: https://doi.org/10.1080/15313220.2017.1416726

Published online: 20 Dec 2017.

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Oh the places they’ll go. Examining the early career path of hospitality alumni Wayne W. Smitha, Jeremy C. Clementa and Robert E. Pittsb

aDepartment of Hospitality and Tourism Management, School of Business – College of Charleston, Charleston, SC, USA; bDepartment of Marketing and Management, School of Business – Charleston, Charleston, SC, USA

ABSTRACT This research adds to the overall literature and academic understanding of early career progression of hospitality profes- sionals. The results of an analysis of the career profiles of gradu- ates of an undergraduate business school majoring in Hospitality and Tourism Management indicate that there are five potential career paths for hospitality professionals graduating from this program. The groups are (1) Traditional Hospitality; (2) Stallers; (3) Nonhospitality; (4) Loyalists; and (5) Entrepreneurs. The findings indicate that there is substantial job movement in the first three years after graduation. Further, if promotion happens within the first 6 months to a year, graduates are more likely to stay with the organization. Finally, those that leave hospitality are likely to go into highly related fields such as health care and real estate.

ARTICLE HISTORY Received 5 July 2017 Accepted 20 November 2017

KEYWORDS Career path; sequencing; CLUSTAL; hospitality careers; millennials

Introduction

One of the biggest critiques of the millennial generation in the hospitality and tourism industry is their lack of perceived loyalty to the industry (Deloitte, 2016). In an industry with total turnover rates of 70% (Bureau of Labor Statistics, 2017), the career attitudes and actions of millennials beginning their career will have a tremendous influence on hospitality industry costs and stability for decades to come. The assumption underlying the traditional hospitality career is that individuals seeking career progression will need to seek positions both vertically and horizontally throughout their career; essentially “job-hopping” until a desirable position is achieved (Deloitte, 2016; Harrington, VanDeusen, Fraone & Morelock 2015; Price Waterhouse Coopers, 2011). This assumption aligns with the concept of hospitality professionals developing a boundaryless career. “A boundaryless career is comprised of a sequence of jobs that go beyond the boundaries of a single employment setting, often including multiple organizations and occupations along the way,” (DeFillippi & Arthur, 1996, p.116).

Traditionally academic institutions, driven by accreditation requirements and recruit- ment efforts, regularly seek, gather and report on career placement data for graduates. Considerable research is available that focuses on the career performance of recent

CONTACT Wayne W. Smith smithww@cofc.edu Department of Hospitality and Tourism Management, School of Business – College of Charleston, Charleston, SC, USA

JOURNAL OF TEACHING IN TRAVEL & TOURISM, 2018 VOL. 18, NO. 2, 109–122 https://doi.org/10.1080/15313220.2017.1416726

© 2017 Informa UK Limited, trading as Taylor & Francis Group

graduates in an effort to evaluate the value of the academic programming. Alternatively, many studies have retrospectively examined career trajectory of specific groups; also with the intent of gathering data on overall effectiveness of various degrees or programs on career success. This paper examines the implicatons of a boundaryless career path on graduates of an AACSB-accredited hospitality major and implications for program assessment and development. Further, the specific implications of an integrated intern- ship, as currently emphasized by the program studied, are examined. In order to explore the career arc of graduates and the effects of program requirements such as the internship, the paper introduces the application of a sequential alignment methodology. Results for the alumni data examined are presented; and the implications of multiple career arcs are then discussed.

Review of literature

Career literature

A career is defined as “a sequence or combination of occupational positions held during the course of a lifetime” (Super, 1957, p. 286). The traditional career model prescribes that careers progress in an orderly fashion and in sequential stages within an occupation and organization (Levinson, 1978; Super, 1957). The traditional model is tied to the idea of a vertical career in a functional area until the individual reaches the upper levels of an organization. Yet, scholars question the applicability of this traditional career model in a work environment where careers are increasingly shaped by multiple employers (Arthur and Rousseau 1996; Sullivan, 1999) and occupational communities (Ginzberg & Baroudi, 1988; Van Maanen & Barley, 1984). Consequently, scholars have concluded that the traditional career model is an exception rather than the norm (Arthur and Rousseau 1996; Sullivan, 1999), labeling nontraditional careers as “boundaryless careers” and “protean careers” (Arthur, 1994; Hall & Mirvis, 1995). Boundaryless careers refer to physical mobility across organizational roles or between organizations. The Protean career descriptor refers to psychological mobility in describing an individual’s decisions, values and actions along their individual career path. A boundaryless career may take many paths, while a protean career is more directed and presumely more within the bounds of the individual’s professional training.

Career path literature

Career paths are models or prototypes characterizing the career sequences of a group of individuals. A career sequence depicts the succession of occupational jobs within an individual’s work history. In their seminal paper, Abbott and Hrycak (1990) analyzed the career sequences of German musicians in the seventeenth through nineteenth centuries. They described four major career paths (i.e., organists, court musicians, church musicians and others) as musicians advanced from jobs lower in the hierarchy of the musical establishment to that of the music director or Kapellmeister. Blair-Loy (1999) added to this stream of research by examining the career sequences of women in the finance occupation. She identified two broad career paths: one characterized by orderly advancement up corporate career ladders within firms, and the other characterized by

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“disorderly career shifts between disparate fields and among several different organiza- tions” (p. 1362). In another study of women in the workforce, Huang, El-Khouri, Johansson, Lindroth, and Sverke (2007) and Huang and Sverke (2007) examined the career sequences of a cohort of Swedish women to identify two broad career paths: one conforming to traditional notions of upward mobility within an organization, and the other marked by exits from and reentry to the workforce for family reasons. In summary, while there has been seminal work conducted in understanding career paths, most of the work is now becoming dated in the context of a newer, more mobile and technol- ogy-based economy.

The boundaryless career

Research describes boundaryless careers and protean careers as “overlapping but dis- tinct” concepts (Briscoe & Hall, 2006, p. 4). A protean career is self-directed, proactively managed and driven by personally meaningful values and goals (Briscoe & Hall, 2006). It is depicted by psychological mobility, referring to one’s perceived capacity to enact job changes (Sullivan & Arthur, 2006). Psychological mobility, its antecedents and outcomes are interpreted from the career actor’s perspective, “who may perceive a boundaryless future regardless of structural constraints” (Arthur and Rousseau 1996, p. 6).

In comparison, boundaryless careers are described in terms of interorganizational mobility; that is, job changes “across the boundaries of separate employers” (Greenhaus, Callanan, & DiRenzo, 2008, p. 280). It is depicted by both psychological and physical boundary-crossing (Greenhaus et al., 2008). Physical mobility refers to actual job changes across structural or institutional boundaries such as jobs, firms or occupations (Briscoe & Hall, 2006b; Sullivan & Arthur, 2006). In essence, physical mobility is conceptualized as an objective career change while psychological mobility is conceptualized as a subjective career change (Sullivan & Arthur, 2006). The boundaryless career actor is capable of moving within or between organizations, as well as acquiring new knowledge or skills necessary to make a psychological shift outside of their existing professional training.

In broadening the conceptualization and operationalization of boundaryless careers, the types and timing of career mobility revealed in individuals’ work histories needs to be analyzed (Greenhaus et al., 2008). Accordingly, we utilize the information available from graduates’ work histories listed on LinkedIn, an online professional network site, to characterize the careers in terms of (1) the types of career paths, specifically: hospitality versus nonhospitality; (2) the types and timing of career mobility within a career path as defined by a simple three-tier system: frontline, junior management and senior manage- ment; and (3) longevity in each position. By doing so, we obtain a comprehensive understanding of boundaryless careers in the hospitality workforce.

Types of career mobility

Individuals may construct careers by moving across organizational or occupational boundaries (Greenhaus et al., 2008) or both simultaneously. Examining occupational mobility or organizational mobility alone presents a limited aspect of one’s career. Organizational mobility has been frequently studied, as evidenced by the extant orga- nizational turnover literature (e.g., Griffeth, Hom, & Gaertner, 2000; Joseph, Ng, Koh, &

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Ang, 2007), but this literature rarely examines individuals’ destinations after they leave their organization (Kirschenbaum & Weisberg, 2002). Consequently, there is a lack of understanding of whether those who change jobs across organizations remain within or leave their occupation. By analyzing LinkedIn professional social media network profiles as opposed to organizational or occupational data, this study seeks to effectively assess progression over time, across both organizational and occupational changes.

Hospitality graduates often transition to occupations outside of the industry and their individual degree focus. Compensation and work–life balance are likely chief among the factors influencing these behaviors. Price Waterhouse Coopers (2011), Harrington et al. (2015) and Deloitte (2016) studies found that millennials liked to have distinct control over their career and lifestyle management. The same studies found that millennials are ambitious, looking for rapid career progression, and are very willing to change jobs and career paths if they feel that their life objectives are not being met.

Additional factors may include the quality and/or quantity of opportunities available in various industries outside of, yet aligned with, hospitality; career mobility potential in various roles, occupations or alternative industries; perceived value of the hospitality professional’s inherent and learned skill set; or previous personal inclinations of the individual, among other factors. Jenkins (2001) posits attrition from the hospitality industry after significant work experience may be related to negative industry percep- tion or even a lack of understanding of the career roles and potential inherent to the hospitality industry. The current study will attempt to determine general trends in the careers of hospitality program graduates and define several aggregate groups by the resulting career pathways.

Career impact of internships

There is extensive research on how internships affect career progression in the hospi- tality field. Dickerson and Kline (2008) found that positive career success indicators are most prevalent within programs with the greatest experiential structure and commit- ment. The more quality experiential learning integrated into a program, the higher the likelihood of career success.

Lee and Chao (2013) studied the role of the internship host organization in a student’s decision to pursue a career in the hospitality industry upon graduation. This research found that

influential internship organization factors, including interpersonal recognition, benefit, supervisor leadership, job planning, and training, can serve as references for hospitality industry professionals to enhance student interns’ intentions to commit to the hospitality industry. Hospitality industry professionals should improve the enrichment of on-the-job training and, within their resource constraints, develop a job rotation system for student interns. (p. 763)

Jenkins (2001) examined the student perspective in an effort to further under- stand academic program best practices and student expectations and perceptions of the hospitality industry as a result of academic preparation. Numerous other studies (Buted, Felicen, & Manzano, 2014; Chen & Shen, 2012; Collins, 2002; Dickerson & Kline, 2008) examine the role of the academic institution, program

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and internship or work experience in preparing hospitality students for successful careers in the hospitality industry. Most agree that positive internship or work experiences integrated with strongly resourced academic curriculum lead to more favorable conditions for career success (Buted et al., 2014; Chen & Shen, 2012; Dickerson & Kline, 2008; Hite & Bellizzi, 1986). Jenkins (2001), however, found that many students are turned away from the field while progressing through their hospitality education.

While internships may indeed enhance or encourage career focus within the hospi- tality industry, it is important to consider other critical factors in long-term career progression: specifically time in position and industry, placement within the organiza- tion and organizational mobility, and opportunities and compensation variables in hospitality versus nonhospitality positions. These critical factors are also likely influential in career trajectory for hospitality professionals.

The current study

The current study applies sequencing-based cluster analysis called optimal matching to examine the career paths of graduates of an undergraduate hospitality program. Careers are increasingly recognized to be nonlinear, without clearly delineated career stages and predictable timing (Abbott, 2003). Instead, individuals’ careers may exhibit different rates of career mobility at different points in time. Indeed, Abbott and Hrycak (1990) urge researchers to examine the pattern of job changes that form a work history because individuals continually plan and structure their careers over time. Accordingly, we add to the careers literature by examining the timing of occupational and organizational mobility over the span of individuals’ careers.

Using optimal matching – sequence analysis to evaluate career arcs

Using a sequencing based methodology allows for investigation of the timing of different types of career moves within individuals’ career paths. For example, do indivi- duals move early in their careers or late in their careers, or do they exhibit a steady rate of mobility throughout their careers? A longitudinal perspective of careers provides insights into the timing of career moves (Huang & Sverke, 2007) which could not otherwise be obtained from cross-sectional approaches (Bailyn, 2004).

Optimal matching analysis is a statistic process to produce similarity scores between sequences of data (Sankoff & Kruskal, 1983). Originally developed to sequence DNA and RNA structures, it has been adapted into many fields to attempt to understand relation- ships between patterns (Huynh, Hall, Doherty, & Smith, 2008; Joseph, Boh, Ang, & Slaughter, 2012; Smith & Smith, 2011). Joseph et al. (2012) pioneered the use of the clustal-w sequencing technique to examine mobility patterns and career success of information technology workers using this technique. This work yielded a greater understanding of the potential career paths for IT professionals outside of the traditional models (technical or managerial) and integrated the concept of the boundaryless career, which could be appropriately applied in the hospitality profession as well. For a full description of how to employ the technique in a hospitality and tourism context, please see Smith and Smith (2011).

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Data

Data for the study were collected for hospitality and tourism students graduating from a public liberal arts college in the Southeastern United States over the period 2006–2014. Similar to the Joseph et al. (2012) study, we searched for the online resume profiles of all program alumni who graduated with the Hospitality and Tourism Management Bachelor of Science degree at the subject school since program inception in 2006. Study subjects were initially identified through institutional alumni records. For the purposes of this study, we excluded graduates from the last 2 years as their career trajectory was deemed to be too early to establish a pattern; we also excluded those whose online resume profile had not been updated within the past 6 months. This additional delineation ensured all sample data was relatively up-to-date.

The optimal matching analysis began with the coding process. The coding process for the resumes was similar to Joseph et al. (2012) in that it examined whether the employ- ment was in the field of study or not, we also coded the length of time the individual spent in each position. A third category was then added which examined the level of position within the organization. In all, the coding system had three levels – type of position, level of management and length of position. Level 1 was simply whether the position was in the hospitality field or nonhospitality. We coded with an “H” if it was hospitality, and an “N” if it was nonhospitality. Level 2 differentiated between frontline, junior, and senior management. We coded an “F” for frontline, a “J” for junior manage- ment and an “S” for senior management. For the purpose of the coding, junior manage- ment consisted of assistant managers and lower level managers, while senior management consisted of higher levels of management, such as revenue managers, directors, executives, owners and other obvious senior-level management positions. Level 3 documented how long the alumnus was in the position. We coded “A” for less than 3 months, “B” for 3–5 months, “C” for 6–11 months, “D” for 1–2 years and “E” for 2 plus years. The final position was coded based on how many months they held the position as of August 2016.

Results

The sample analyzed represented 43% of the total potential alumni population (195 out of 457). An initial sample of 213 alumni LinkedIn profiles was found. 195 LinkedIn profiles had activity within the previous 6 months and form the sample analyzed. Of the 457 potential alumni, 72% were women versus 71% of the sample population. The proportion of those who graduated in 2007–2010 is a little over reflective of the total population (49% versus 42% of the potential alumni population). Overall, the sample population represented a reasonable sample of the total potential sample.

We analyzed the data found on each of the sample graduate profiles using optimal matching (or sequencing) analysis. In this study, we employed the Clustal Omega (http:// www.ebi.ac.uk/Tools/msa/clustalo/) set to develop a PHYLIP interleaved alignment for- mat which was converted into an alignment file and Phylogram (see Figures 1 and 2). Groups were formed at a four branch break level with distances less than .05 apart. These categorizations were based on the recommendations of Smith and Smith (2011). In examining the combined phylograph, five groups emerged from the optimal

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Figure 1. Clustal omega alignment file.

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Figure 2. Phylogram.

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matching analysis (Figure 3). The groups are (1) Traditional Hospitality (38 respondents); (2) Stallers (44 respondents); (3) Nonhospitality path (46 respondents); (4) Loyalists (32 respondents); and (5) Entrepreneurs (31 sequences).

Traditional Hospitality (N = 38/19%) – These alumni typically had at least two internship or part-time employment positions while in school. Immediately postgra- duation, all alumni in this category began in an entry-level position, which they kept for a 6-month to 1-year period before moving into a middle management position. Typically, they switched employers (N = 32/84%) in order to receive promotions. Of those that switched, 50% (N = 16), stayed with the same company but moved to a different location. Of those, 15 respondents had internships and started their post- graduation career with the same employer before moving on in order to be pro- moted. Those who are earlier graduators (2007–2010 (N = 18/47%)) tended to move positions at every 2–3 years after the initial promotion. It was not until their fifth or sixth year postgraduation that they tended to settle to one property/organization.

Stallers (N = 44/23%) – In this category, 41 (93%) alumni only had one internship experience while in school. The respondents in this category begin employment at entry level and their resumes demonstrate that they often leave positions for lateral employ- ment at other organizations. This often occurs within a 3–6 month span. Typically, those in this category do not enter into middle management until 4 years’ postgraduation and often stay at that level. Stallers also tend to leave the hospitality industry after a few years. Approximately half of this group (N = 21/48%) leaves the hospitality industry within 2 years of graduation.

Nonhospitality (N = 46/24%) – Typically, the majority of these alumni had completed at least two or three internship or part time positions (N = 31/67%) while in school but at least two of these positions were not with traditional hospitality enterprises. About a third of this group’s (N = 14/38%) first postgraduation position was in the hospitality industry; however, in all cases by the end of the second year, they had left the hospitality industry for positions elsewhere. The most popular positions outside of hospitality

Traditional Hospitality

•Two or more hospitality related internships while in school.

•Typically start in entry-level post-graduation but promoted within the first six months to a year.

•Will change positions to earn promotion.

Stallers

•Minimal internship/job experience while in school.

•Typical to see lateral job movement.

•Often leave hospitality industry after short period.

Non-Hospitality

•Complete multiple internships while in school but not only in hospitality related positions.

•Often have a ‘sales orientation’ which leads to positions outside of hospitality.

Loyalists

•Often start post-graduation career with internship host.

•Typically, post-graduation position is junior management or management training level.

•Will stay with company as long as career path is demonstrated.

Entrepreneurs

•Had employment records back to high school.

•Entered post-graduation into management in training or family business.

•Most began own business within five years of graduation.

Figure 3. Typical career arcs.

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included real estate (N = 11/24%), other sales (N = 18/39%) and health care manage- ment (N = 6/13%).

Loyalists (N = 32/16%) – In this category, 94% (N = 30/94%) of the alumni in this category found employment/internship during their undergraduate experience and have remained with the employer postgraduation. Typically, alumni (N = 29/91%) in this category either graduated into a middle management position or were promoted into one within a year of graduation. The majority of the group (N = 19/59%) are promoted again within 2 years of graduation with the remaining transferring to a lateral position within the organization (i.e., housekeeping manager to front desk manager). Those that did move organizations in this category (N = 7/22%) only did so to move into a senior management position, six of those stayed with the company to which they moved but to another locale within the company.

Entrepreneurs (N = 31/16%) – The majority of alumni in this category (N = 24/77%) typically had employment records that began in high school and were continuously employed in either part time or internships throughout their university career. Many in this category either entered a management training program (N = 13/42%) or worked within a family business postgraduation (N = 9/29%). Those in this category seemingly have an entrepreneurial bent as 19 alumni in this category have started their own business within 5 years of graduation. If one combines this number with those working for family owned businesses (N = 9/29%), this equates to 90% of the sample. Of those businesses, approximately half are hospitality related.

Discussion

As with previous studies by Huang et al. (2007) and Joseph et al. (2012), the findings are helpful in assisting industry to understand graduates entering the job field. The findings strongly indicate that the millennial generation does identify with the concept of a boundaryless career. As evidenced in this research, several respondents have developed a career arc which comprise of a sequence of jobs that go beyond the boundaries of a single employment setting, often including multiple organizations and occupations along the way. This behavior has strong implications for companies in terms of retention strategies The results of this study indicate that there is a strong willingness for job movement in their first 2 years postgraduation. That majority (83%) of the sample either changed job titles or moved organizations within the first 2 years. Of those that stayed with their postgraduation employer, the findings indicate that they either worked for a family organization or began their own business. Thus, if organizations wish to retain employees, then advancement potential has to be addressed within a year of employ- ment or the individual will most likely seek it elsewhere. This finding is consistent with a Price Waterhouse Coopers (2011), Harrington et al. (2015) and Deloitte (2016) reports that found that millennials are ambitious and are looking for rapid career progression.

In examining program graduates that stayed with the same organizations, there seems to be a difference between graduates hired while they were still in school and rapidly advanced them upon graduation and those that found entry-level positions upon graduation. This result indicates that it may be prudent for hospitality businesses to engage with students while still in school in order to develop a longer term track record and willingness to advance the individual either at graduation or shortly

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afterwards. This is consistent with the findings of Chen and Shen (2012) who found that internship programming is strongly correlated to willingness to stay in the hospitality industry postgraduation. Companies that invest in developing personally “fulfilling” internship programs seem to retain students at a much higher level that those who do not.

Those that left the hospitality industry typically did so within 2 years’ postgradua- tion and had a strong linkage to either sales or entrepreneurial pursuits. The Price Waterhouse Coopers (2011), Harrington et al. (2015) and Deloitte (2016) studies all found that millennials want to have control over their career and lifestyle manage- ment. In examining our results, the majority of students in sales are leaving for Real Estate or Health Care positions that contain elements of hospitality while offering typically better compensation and lifestyle balance. Further, hospitality sales at well- compensated levels require a number of years of experience that cannot be obtained at graduation; while other industries have a lower barrier to entry. If hospitality companies wish to retain and groom sales talent, there needs to be more emphasis placed on sales-related professional development and career opportunity. These findings suggest that it would benefit hospitality organizations to examine having management-in-training programs that have a sales emphasis as part of their employment strategy. As was indicated in the results, management-in-training pro- grams tend to create an environment where alumni are willing to stay longer and see the opportunity to develop skill sets rather than looking for a short-term promotion.

The number of graduates interested in sales is likely an extension of the number of alumni in this sample population that had an entrepreneurial spirit. This is consistent with a finding reported by Deloitte (2016) that found that 70% of millennials stated that they reject the tradition business environment for one in which they could work independently. In that study, they found that millennials want to have greater flexibility in terms of scheduling and location of work. In examining the entrepreneurial nature of this population, the majority of businesses started related to event planning, catering/ food truck operations and real estate; all of which have a great deal of schedule and location flexibility. In addition to lower cost of entry, these varieties of businesses also allow for greater flexibility and thus lifestyle and career control. Given that traditional hospitality businesses (hotels and restaurants) tend to operate with little flexibility, it is unsurprising that millennials to whom these are a priority may not stay within the industry.

Limitations

The primary limitation to this work is a sample population representing only one school located in the Southeastern United States. Further, the sample population is from a hospitality program in an AACSB-accredited business school, while many hospitality programs are not similarly situated within their universities. The sample also only includes alumni who had updated LinkedIn profiles. The sample may also have been further limited by the many alumna who had changed their names since graduation due to marriage and could not be identified. These factors made the search for viable candidates challenging, further limiting the sample population. Additionally, causality

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was not investigated as a part of this study. Further qualitative research would be beneficial in determining other potential mitigating factors.

Conclusions

As has been indicated both in previous research (Deloitte 2016; Harrington et al., 2015; Price Waterhouse Cooper 2011) as well as in this study, the millienal generation has a strong willingness to change career paths if they feel that their life objectives are not being met. While this study did not specifically ask the sample why they changed positions, the patterns of movement indicate that they will change positions in relatively short periods of time.

Also in examining the movement patterns, the population is willing to move for any sort of career progression opportunity. Future research is needed to better understand why this level of movement occurs within the hospitality industry and what employers can do to retain quality team members. One idea arising from this research is for companies to use their internship program as a tool to graduate students into their management training programs. Organizations should seek to build relationships with potential employees and organizational leaders pregraduation. It is also clear that organizations which integrate greater levels of structure, intention and clarity to an internship program, or the career development (i.e., management in training) process in general, find greater levels of success in retention.

This research also indicates studies need to examine how students view their degree in hospitality and tourism management in relation to the boundaryless career. In examining the results of this particular sample population, it appears that there is great value in ensuring that the skills taught in our programs are tranferrable to other industries. In particular, this study indicates that there is a need to teach universial skills in entrepenurship, sales and customer relations. Given the realities of the boundaryless career, perhaps hosptiality programs would be better served by focusing on service based business skills within curriculum.

Disclosure statement

No potential conflict of interest was reported by the authors.

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