Competencies and Opportunities for Entry Level Golf and Club Management Careers: Perceptions from the Industry

Abstract

Employee recruitment in the golf and club management industry is a significant and challenging issue. This study examined the expected competencies and career opportunities for entry level management positions. Evidence revealed a broad spectrum of competencies, including food and beverage, leadership and strategic management, and financial accounting. Recruitment strategies to reduce vacancies and attract qualified applicants were generated, including credentialing, internships, and opportunities for current employees in the hospitality industry.

What is professional attire today? A conjoint analysis of personal presentation attributes

“…Fjelstul (2007) examined competencies for entry-level club managers and "grooming and image" ranked third in the domain of knowledge skills. Targeting the hotel industry, Tesone and Ricci (2006) revealed that knowledge of "grooming and professional image" standards was ranked as the number one knowledge skill.…”

Understanding perceptions of professional attributes using conjoint analysis

“…In addition to looking at work experience in a generic sense, important competencies for entry-level managers include handling guest problems, following guest service standards, and operating under pressure; such skills may develop only or primarily with work experience (Christou, 2002;Fjelstul, 2007;Kay and Russette, 2000;Tas, 1988;Tesone and Ricci, 2005;Wilson et al, 2000). Using a framework of a human capital model, Mincer (1974) demonstrated that work experience is critical in interpreting variations in career earnings.…”

“…Interpersonal skills-sometimes referred to generically as communication skills-have been ranked among the five most important skills for entry-level managers by hospitality industry leaders (ChungHerrera et al, 2003;Fjelstul, 2007;Kay and Russette, 2000;Mayo and Thomas-Haysbert, 2005;Tesone and Ricci, 2005).…”

“…Tesone and Ricci (2005) found that the ability to work as part of a team was the number one skill identified by industry practitioners. In Fjelstul's (2007) research, teamwork ranked as the second most important skill. In other hospitality research, teamwork has finished among the top ten competencies (Chung-Herrera et al, 2003;Raybould and Wilkins, 2006).…”

“…Hall and Berdino (2006), who studied the perceptions of appropriate professional behaviors of business school faculty, students, and human resource managers, found significant differences between the groups pertaining to the practice of requiring professional dress during class presentations as well as to the role that faculty members play in counseling students on the propriety or advisability of body/facial piercings. Numerous studies, in both hospitality-related and non-hospitality fields, have suggested that professional dress, appearance, and grooming are important or desired attributes for successful job candidates (Baker and McGregor, 2000;Christou, 2002;Fjelstul, 2007;Posner, 1981;Tas, 1988;Tesone and Ricci, 2005).…”