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Journal of Tourism and Hospitality Research, Vol. 16, No. 1, 2019

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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


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


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


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


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


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


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


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


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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According to Civil Status


Work-Life Balance 1.064 0.365 Not Significant

Networking 3.504 0.016 Significant



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.


According to Educational Attainment



Networking 0.310 0.734 Not Significant



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.


According to Length of Service



Networking 1.992 0.097 Not Significant




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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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