Purpose: This paper asks whether it is the notion of choice (a pro life work/life balance decision) that influences woman's desire to strive for promotion within a hotel organisation or is the choice made for female managers by a system of organisational processes. Findings:The interviews revealed that the perception of glass ceiling barriers faced by women differed depending on where they were in their career cycle. They were revealed as the 'long hours' culture, the Old Boy's network, hiring practices and geographical mobility.These significantly influenced women's work-life balance, and personal life choices. Originality/value:The hospitality industry faces a worldwide shortage of skilled staff. This paper seeks to answer why the hotel sector is struggling to retain talented female employees who wish to take advantage of the managerial career paths offered. Research limitations/implications:Interviews were carried out in three locations across a variety of job positions; therefore this study has a reasonable degree of validity. Findings could be applied to other large hotel enterprises in Australia and New Zealand. Practical implications:The findings from this study offer implications for management practice.

Purpose The purpose of this paper is to explore why workers remain in long hospitality careers and to challenge the frequent portrayal of careers in the sector as temporary and unsatisfactory. Design/methodology/approach The study took an interpretative social constructionist approach. Methods used were memory-work, semi-structured interviews and intersectional analysis. Findings A key finding in this study is that career longevity in hospitality is not solely dependent on career progression. Strong social connection, a professional self-identity and complex interesting work contribute to long careers. Research limitations/implications The study contributes detailed empirical knowledge about hospitality career paths in New Zealand. Conclusions should be generalised outside the specific context with caution. Practical implications The findings that hospitality jobs can be complex and satisfying at all hierarchical ranks hold practical implications for Human Resource Managers in the service sector. To increase career longevity, hospitality employers should improve induction and socialisation processes and recognise their employees’ professional identity. Social implications This paper significantly extends the notion of belonging and social connection in service work. “Social connection” is distinctly different from social and networking career competencies. Strong social connection is created by a fusion of complex social relationships with managers, co-workers and guests, ultimately creating the sense of a respected professional identity and satisfying career. Originality/value The contemporary concept of a successful hospitality career is associated with an upwards career trajectory; however, this paper suggests that at the lower hierarchical levels of service work, many individuals enjoy complex satisfying careers with no desire for further advancement.

Law continues to be an attractive career path for women. Yet evidence shows that women's careers in law stagnate with proportionally small numbers of women progressing up the hierarchy from law graduate to partner. In this study we investigated how gendering and class processes impact on women's career progression. A major contribution is that we explored the heterogeneous views held by women below and above the partnership line, in Auckland's top law firms. Drawing on Acker's gendering processes (1990, 2006a) plus the accumulation of appropriate capitals needed to progress, we analysed 52 interview accounts. The women lawyers themselves were divided on how gendering and class processes impact on their career progression. Women partners accepted the hierarchical employment model of law and were confident in their role and place. Women below the partner line, while frustrated by the personal and professional requirements for success, did not demonstrate agency for change. In concluding, we reflect on the potential for change in the profession.

This article explains the value of an intersectional approach in sectoral research, using this lens to examine privilege and penalty in the female‐dominated hotel sector of New Zealand. Memory‐work and semi‐structured interviews explored the career experiences of long‐term hotel workers, highlighting the extent to which gender, intersecting with age, ethnicity and class, shape individual career choices. The key contribution of this article is to suggest that in hotels, as in other employment sectors, the apparent ‘level playing field’ at career‐entry point, where merit is presumed to regulate promotional opportunities, soon disappears as the workings of power and influence within the organizational context take hold: privileges and penalties intersect.

Purpose – The purpose of this paper is to operationalize context in diversity management research. Design/methodology/approach – A case analysis provides an example of the influences of context at macro, meso and micro levels. Country context (macro) and professional and organization contexts (meso) are analysed in relation to the micro individual experiences of gender and indigeneity at work. Findings – Tensions and inconsistencies at macro and meso levels impact on diversity management at a micro level. The authors demonstrate how power and context are intertwined in the biopolitical positioning of subjects in terms of gender and indigeneity. The contested legacy of indigenous-colonial relations and societal gender dynamics are “played out” in a case from the accounting profession. Research limitations/implications – Within critical diversity studies context and power are linked in a reciprocal relationship; analysis of both is mandatory to strengthen theory and practice. The multi-level analytical framework provides a useful tool to understand advances and lack of progress for diversity groups within specific organizations. Originality/value – While many diversity scholars agree that the analysis of context is important, hitherto its application has been vague. The authors conduct a multi-level analysis of context, connecting the power dynamics between the levels. The authors draw out implications within one profession in a specific country socio-politics. Multi-level analyses of context and power have the potential to enhance the theory and practice of diversity management.