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Research into the careers and salaries of financial controllers in the hospitality industry has shown continuing discrepancies between men and women. Analysis of the results of a survey indicates that the assumption that differentials are based purely on gender are somewhat simplistic and that it is in the nature of the work that men and women perform that the real reasons emerge. Women and men appear in general to undertake different types of job within hospitality financial management, those with higher status and hence pay being more likely to be held by men. Occupational segregation and educational level emerge as being major factors although ongoing social attitudes towards women’s employment have limited their progress. It is essential for these attitudes to change if the hospitality industry is to optimise the use of all skilled and trained financial managers to the benefit of the business.

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Purpose-The purpose of this article is to investigate whether managers in hotels have sufficient financial skills to help them effectively manage their areas, within the context of a changing industry. Design/methodology/approach-Additional findings from a series of recent research projects amongst hospitality financial controllers have been utilised to give an alternative viewpoint to those found from literature. Findings-A review of literature identified a strong need for managers to have financial skills, but there is little recent evidence as to whether they actually hold these skills. Hotels are changing fast with pressure to maintain profits resulting in new approaches to management, but there is concern that the development of systems has meant an over-reliance on these to control costs. Financial controllers consider that departmental and general managers do not have enough business skillsand finance skills in particular-to optimise costs and revenues and hence maintain profits. Research limitations/implications-The findings were based on a fairly small sample of respondents, utilising projects designed for alternative purposes. However, the findings raise questions as to the trust that hotel companies have placed in their systems and approaches. Practical implications-If the concerns expressed by controllers are not addressed by hotels, then inevitably standards of control will suffer, costs will rise and hence profitability will be negatively affected Originality/value-There has been little recent consideration of the realities and the impact of systems changes on management, the majority of earlier projects considering the need for skills rather than the actual possession of these amongst managers.

Recent reports focussing on the future of the global hospitality industry have identified that the key issues for management include the impact of new technology, a lack of availability of capital investment and increasing concern for the future of the environment. The hotel financial manager has emerged as being of major importance in maintaining the profitability of the unit and the company and plays an increasingly influential role as part of the management team. They must now identify the challenges for the future within their own working environment and develop the technological and personal skills necessary to manage in this new age.