Attributes of Entry-Level Employees: Hospitality and Tourism Managers Seeking More Than Knowledge and Skills

Abstract

Executive Summary This article reports on the findings of an empirical study conducted with senior hiring executives who represent various sectors of the hospitality and tourism industry in the Metropolitan Statistical Area (MSA) of Orlando, Florida. The geographic area was chosen for its representation of a number of hospitality and tourism sectors. While the sample represented various sectors, the purpose of the study was to identify perceptions of attributes preferred for entry-level workers primarily in the lodging and restaurant sectors. The article presents background information from the literature, methodologies employed within the study, as well as conclusions and recommendations for future education/industry initiatives in the MSA. Introduction Many individuals believe that the hospitality and tourism industry consists of hotels and restaurants. In fact, certain hospitality programs provide preparation in these areas exclusively, such as the School of hotel Administration established at Cornell University in 1922 (Cornell University, 2004). However, in destination areas like Orlando, Florida, the hospitality and tourism industry subscribes to a broad array of sectors to include lodging (hotels and resorts), foodservice (restaurants, catering, and institutional), conventions, events, transportation (air, land, and sea), recreation (golf, tennis, yachting, and social clubs), entertainment, theme parks, attractions, gaming, health spas, and tours. This broad representation makes cities such as Orlando and Las Vegas, Nevada suitable laboratories to conduct industry related empirical research. The literature reports that the hospitality industry, in particular, the lodging and foodservice sectors have suffered from high employee turnover (Birdir, 2002; Ghiselli, La Lopa, & Bai, 2001). Operations managers, human resource professionals, and hospitality educators strive to reduce turnover numbers by identifying valid job competencies in future managers, improving hiring practices, and recruiting from educational programs known for producing future hospitality managers with strong industry success potential (Chung-Herrera, Enz, & Lankau, 2003; Guglielmino & Carroll, 1979; Kay & Russette, 2000; Milman & Ricci, 2004). There is an indication that more entry-level are being prepared for hospitality positions through formal educational programs (Guide to College Programs, 2004). Understanding job competency expectations that practicing hospitality managers have for high school and college graduates could be useful for business and hospitality educators. The relationship of educational factors to potential industry success remains an important and understudied area of the hospitality literature (Dittman, 1997; Getty, Tas, & Getty, 1991; Hsu, Gilmore, & Walsh, 1992; Tas, 1983,1988). In lodging and foodservice operations, the general manager is ultimately responsible for the operation of the hospitality establishment and the supervision of its employees (Walker, 2004, p. 747). These managers, as well as other functional managers, are the appropriate individuals to assist in the identification of such job competencies. Findings from hospitality studies provide implications concerning competency factors for other service industries such as health care, financial services and retail enterprises. This article reports the findings of a study to determine hospitality managers' competency expectations of entry-level who are graduates of local area schools, colleges, and universities. The study took place in the Metropolitan Statistical Area (MSA) of Orlando, Florida. Respondents were members of a trade association called the Central Florida hotel Lodging Association (CFHLA). While the professional group caters primarily to the needs of lodging managers, members are also representatives from sectors that include theme parks/attractions, foodservice, events, tourism, transportation, entertainment, and recreation. …

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