Women's Role In The Hospitality Industry Essay

Women are facing challenges and barriers in various industries other than the hospitality industry only. Women roles have been essential as well in the military workplace or the textile mill industry for examples.
The presence of women in the textile mill industry has been strongly important. Clothing people is traditionally ‘women’s work’, textile workers are traditionally women (NWHM Exhibit, 2015). Indeed, for instance, in the United States history, we can clearly observe an evolution of the women’s place within the textile mill industry. During the Industrial Revolution (1800-1880). At the start of the 19th century, America was largely rural, and most families depended on agriculture for their livelihoods. The rise of industrialization,

It is, after all traditionally ‘women’s work’ to be a food provider and to take charge of the home, house or shelter (Guerrier, 1986). These are the functions hotel employees perform on a commercial basis. Women managers have been successful in staff roles, in personnel, sales, training and marketing (Guerrier, 1986) but why have they not been as successful within line management? From this article’s point of view (Burrell, Manfredi, Rollin, Price & Stead, 1997), we can consider three possible causes that could explain the lack of success women have encountered: the career path, the role of the hotel manager and women’s attitudes and aspirations in the hotel and catering industry. As an example, this study takes the example of a hotel manager career path in the UK, analysing the different steps to achieve his leadership position. In the UK, first step is to receive the basic trainings, and then slowly moving to becoming trainees or assistant managers. If they aim to work specifically in a city such as London, it is valuable to have had different working experiences within different hotel size and locations in England. By the time they reach their twenties or thirties, they might be able to become general manager of a small or medium hotel. As a result, nowadays in England, this is the usual career path taken by students

The study was conducted from the students, educators and industry recruiters’ perceptions. As a matter of fact, women continue to be underrepresented in management positions compared to their overall employment, and are inequitably hired, promoted, and rewarded (Zhong, Couch, & Blum, 2011). Although strides have been made by women in achieving management positions since the middle of the last century, the increasing number of women in both hospitality education programs and the hospitality industry has not produced a proportional increase in the number of women in higher management position (Zhong, Couch, & Blum, 2011). Similar previous studies conducted by well-known researchers (Garavan, O’Brien, & O’Hanlon, 2006; Huffman & Torres, 2001; Woods & Kavanaugh, 1994; Brownell, 1994; Ng and Pine, 2003), found seven factors to be either facilitators or constraints to women’s career advancement: external support, character, equity, family issues, lack, advancement and treatment. Indeed, according to previous researchers’ studies (Garavan, O’Brien, & O’Hanlon, 2006; Huffman & Torres, 2001; Woods & Kavanaugh, 1994; Brownell, 1994; Ng and Pine, 2003), factors that function as barriers to women’s career advancement were glass ceiling, artificial barriers that prevent qualified individuals from advancing in their