Job-Related Barriers and Coping Behaviors in the Career Development of Hospitality Undergraduates

Abstract

Although the causes of high turnover are many, ill-planned career development may partially explain the low retention rate among hospitality students in the industry. This study investigated the career development processes of hospitality students by measuring the effects of job-related barriers and coping behaviors on their career decision self-efficacy. Data addresses the importance of career competencies in addition to professional expectations. Results of this study were expected to (a) improve the career assistance provided by hospitality programs, (b) assist students with their career goals, (c) increase effectiveness of career advising, and (d) suggest future studies investigating career barriers of hospitality students.

Career Planning Strategies and Skills of Hospitality Management Students

“…Lack of cohesion between hospitality curriculums and the needs of the industry (Purcell & Quinn, 1996), low compensation, lack of upward mobility, and unfavorable working hours (O'Leary & Deegan, 2005;Woods & Macaulay, 1989) have all been cited as reasons for students' cessation from the industry. Chuang (2011) found that there was a relationship between students' perceived barriers and their willingness to overcome them to continue in the industry. Supported by Wasmuth and Davis (1983), Chuang concludes that these perceptions of a barrier or even their perception of an inability to overcome the barrier can lead to industry attrition.…”

“…In further examination of how students conduct their career searches, Chang, Walker, and Cain-Bish (2009) found that 53.6% of hospitality management students at one university relied on college advisors and faculty departmental advisors for career help, while only 4.3% sought help from school career centers, making faculty advising important in the career planning process (Chuang, 2011). Hospitality management students had statistically significant higher mean scores when asked to rate their selfefficacy regarding handling job interviews well and identifying reasonable job and career alternatives as compared to human development and dietetics students.…”

“…The theory describes three social-cognitive variables (self-efficacy, outcome expectations, and choice goals). Chuang (2011) and Lent, Brown, and Hackett (2000) propose that the process of transforming a career interest into a commitment to that career can be interrupted by contextual barriers. This interruption can often manifest in employee turnover and/or leaving the industry.…”

“…There are multiple barriers specific to the hospitality industry which can negatively impact students' career planning activities (Chuang, 2011). Lack of cohesion between hospitality curriculums and the needs of the industry (Purcell & Quinn, 1996), low compensation, lack of upward mobility, and unfavorable working hours (O'Leary & Deegan, 2005;Woods & Macaulay, 1989) have all been cited as reasons for students' cessation from the industry.…”

“…al., 2010;Kacmar, Andrew, Van Rooy, Steilberg, & Cerrone, 2006). The cost of server turnover has been estimated to be $3,500 to $7,000 per server lost (Teubert, 2013), while management turnover has been estimated to be $15,000 to $20,000 per manager lost (Chuang, 2011;Hogan, 1992;Teubert, 2013).…”