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This qualitative study deals with the career longevity phenomenon in the hospitality sector of Pakistan and aimed at exploring the factors which become the reason for continuing services in this sector for a longer period despite the prevailing perception of the short-term and unsatisfactory hospitality careers.

The study has taken up an interpretive social constructivism approach to carry out the research. The purposive sampling technique is used to solicit expert insights into the dynamics of the hospitality career. A thematic analysis was employed to identify the common themes, extract the meaning from the discussion patterns of the respondents, and outline viewpoints and ideas of the respondents.

The findings of the study are discussed at three levels of career, i.e. entry level, development level, and consolidation level. Long careers in the hospitality sector are a product of dedication and commitment to the job, professionalism, variety, complexity of the job, and healthy relationship with coworkers, supervisors, and guests.

The study links the belief of belonging and socialization attributes to the retention of employees in the hospitality sector jobs. Secondly, the study uses a qualitative approach to provide a diverse perspective of employee–industry loyalty rather than employee–organization loyalty. Thirdly, the study brings forth practical implications for personnel managers in the hospitality sector and proposes that the management should systematically stimulate the socialization of the workers to hold the talent despite providing workers with the opportunity to join another sector. Finally, the study informs about research limitations and directions for future research.

Purpose: This chapter aims to critically explore the nature of mentoring initiatives through the conceptual lenses of social capital and communities of practice offering a distinctive understanding of talent management (TM) innovations in the international hospitality industry.

Methodology/approach: It achieves its aim through identifying and analysing current mentoring initiatives operating in the international hospitality sector, and scrutinises how they provide a sector level approach to TM challenges.

Findings: Industry level mentoring initiatives emerge as TM innovations connecting employees within networks across the international hospitality sectors. Mentoring creates bonds and bridges between senior and junior employees beyond their own workplaces, connecting them to the industry and supporting TM by enhancing the identification of opportunities and the recognition of talent. These initiatives also act as learning communities where contemporary TM dilemmas can be explored by participants from diverse backgrounds and between generations.

Research limitations/implications: The findings rely on the identification and exploration of publically available data, and therefore future primary data collection would yield richer insights into the experiences of stakeholders of these mentoring initiatives as TM innovations.

Social implications: Mentoring initiatives can exemplify innovative ways of supporting TM and addressing diversity and inequality issues in fragmented and dispersed sectors, such as the international hospitality industry.

Originality/value of paper: The exploration of contemporary mentoring initiatives in the international hospitality industry identifies the value of cross-industry TM innovations stretching beyond stakeholders, such as educators, employers and policy-makers. It identifies mentoring initiatives as mechanisms for creating bonds and bridges between those industry aspirants at various career stages where diversity and inclusion may be a challenge in a fragmented and dispersed sector.

This paper aims to provide an action-orientated reflection for promoting gender equality in hospitality, based on Bradley’s (2013) approach that considers the operation of gender in the “production” and “reproduction” spheres of social life. To that end, it reflects on women’s career development in hospitality based on the Western perspective.

A two-stage thematic analysis of a public research seminar on gender issues in tourism and hospitality were used to explore issues of women’s career development within the intertwining spheres of “production” and “reproduction”.

Three themes, namely, culture of an open dialogue, bringing men into the equation and educating the future workforce, emerged from data to propose new insights on “what can be done” about gender equality in tourism and hospitality, including practical suggestions for transformations of gender relations in organisations.

This paper contributes new knowledge on women’s career development in the hospitality industry by proposing recommendations to address gender gaps including fostering a culture of an open dialogue based on an inclusive listening environment, recommending changes to organisational policies and culture and integrating the subject of gender into tourism and hospitality curriculum.

By proposing a sociological perspective of gender in hospitality employment informed by Bradley (2013), this study challenges the traditional masculinity and the long-standing gender labour division through education, organisational and daily practices thus tackling fundamental gender issues.

This paper aims to examine transferable skills and viable career transition pathways for hospitality and tourism workers. Future career prospects are discussed, along with the importance of reskilling for low-wage hospitality workers.

A network analysis is conducted to model skill relationships between the hospitality industry and other industries such as health-care and information technology. Multiple data are used in the analysis, including data from the US Department of Labor Occupational Information Network (O*NET), wage data from the Bureau of Labor Statistics and job computerization data (Frey and Osborne, 2017).

Although hospitality workers have lower than average skills scores when compared to workers from other career clusters included in the analysis, they possess essential soft skills that are valuable in other industries. Therefore, improving hospitality workers’ existing soft skills may help them enhance their cross-sector mobility, which may allow them to obtain jobs with a lower likelihood of computerization.

The findings shed light on workforce development theories and practice in the hospitality industry by quantitatively analyzing cross-sector skill correlations. Sharpening transferable soft skills will be essential to enhancing hospitality workers’ career development opportunities.

To the best of the authors’ knowledge, this is the first study that specifically examines the skill taxonomy for the hospitality industry and identifies its connection with other in-demand career clusters.

This paper aims to examine the interplay between self-efficacy and career inheritance and its influence on career commitment in the hospitality sector. High labour turnover, unclear career paths and the transient nature of the work available in hospitality render it a suitable industry context that allows us to explore career commitment patterns.

Drawing on life history methodology, semi-structured interviews were conducted with hospitality professionals holding a relevant degree but no longer employed in the hospitality industry.

The findings revealed the interplay between self-efficacy, career inheritance and career commitment, as well as the speed of decline of career commitment, visualised as patterns of the leaving process. Although an infinite number of variations are possible, data unveiled the three main patterns.

The schematic illustrations of the patterns of the leaving process are not representative. The purposive sample comprises only ex-hospitality professionals, and generalisations can be considered in future studies.

This newly conceptualised understanding of career commitment enables researchers to reconsider the fundamental reasons why individuals leave the hospitality industry, whilst also offering hospitality managers deeper insights into how the three identified patterns could inform recruitment and selection.

This paper contributes to the literature through its meaningful theoretical extension in the context of career development studies. The unique concept of the leaving process addresses the prevalent issue of turnover and generates important implications.

This study aimed to focus on developing a career competency model by examining the relationships among career competencies and career success from a career development viewpoint.

This study adopted questionnaire survey to collect data from a sample of 277 respondents at 36 international tourist hotels and used the AMOS statistical software package to perform structural equation modeling (SEM) for analysis.

The results showed that career competency model is a multifaceted construct comprising four competency dimensions that influence the career success of food and beverage (F&B) department employees in international tourist hotels. In particular, the competencies related to “career adjustment and control” competency dimension were the most influential competencies for career success.

The career competencies detailed in this study are a potential reference for the planning of core or general education courses in the hospitality domain. Hospitality programs can offer a “hospitality career and employability” course that presents modules such as career recognition, career planning, self-management, job-seeking and mobility techniques, problem solving skills, ethics and safety in the workplace, workplace attitude, teamwork, and communication and networking skills.

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.

The study took an interpretative social constructionist approach. Methods used were memory-work, semi-structured interviews and intersectional analysis.

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.

The study contributes detailed empirical knowledge about hospitality career paths in New Zealand. Conclusions should be generalised outside the specific context with caution.

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.

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.

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.

This paper seeks to unlock the career transitions of hospitality managers through applying Schein’s career anchors theory. It seeks to understand how Schein’s Career Anchors help explain the career transitions of managers in the Scottish hospitality industry.

The paper adopts a non-sequential multi-method design. All 22 hospitality managers who participated in the study completed an online version of Schein’s Career Anchors containing 40 items covering all eight career anchors. The career histories of participants were then gathered through use of a semi-structured interview. Comparisons were then drawn across the career anchor classification and the data on career transitions collected from participants.

The results highlight the continued relevance of Schein’s career anchors theory and indicate that Schein’s career anchors theory may constitute a useful tool for understanding hospitality managers’ career needs and engaging in meaningful career planning.

The study provides a useful insight into hospitality managers’ career motivations, and knowledge of career anchors will help hospitality organisations more effectively engage, recruit and retain hospitality managers.

This paper examines why individuals start their hospitality careers by becoming temporary lifeguards while aspiring to later promotion. It reports data from young people working in one major upmarket hotel chain that operates in the Gulf but has a global reach. This study aims to address issues regarding this often-overlooked career path for young staff.

A qualitative questionnaire was distributed to lifeguards working in a luxury hotel chain in a Gulf country to explore their reasons for working as a lifeguard and their experiences in this role. Data were analysed using QDA Miner and WordStat to generate coherence and similarity indices.

It is found that the attractions include good training with a well-established company operating in an upmarket location, but other important factors include career prospects, skill enhancement, self-development, monetary savings and experience working in one of the world’s most exciting tourist locations.

The results offer implications for management looking to recruit expatriate labour without considering long-term employment or residence. Nonetheless, while this offers opportunities to assess many potential long-term employees, there are costs to the practice.

Little research has been conducted on lifeguards and how employment in such roles can develop careers in hospitality. The study contributes to understanding motives and career development and conceptually suggests that liminal status complements those drawn to protean career development. The results shed light on how new employees, including management trainees, undertake liminal, protean careers, to care for family, develop their careers and enter markets that may otherwise be difficult to enter.

Artificial intelligence (AI) and big data analysis may further enhance the automated and smart features of tourism and hospitality services. However, it also poses new challenges to human resource management. This study aims to explore the direct and indirect effects of employees’ AI perception on career resilience and informal learning as well as the mediating effect of career resilience.

This paper proposed a theoretical model of AI perception, career resilience and informal learning with perceived AI as the antecedent variable, career resilience as the mediate variable and informal learning as the endogenous variable. Targeting the employees working with AI, a total of 472 valid data were collected. Data were analyzed using structural equation modeling with AMOS software.

Findings indicated that employees’ perception of AI positively contributes to career resilience and informal learning. Apart from the direct effect on informal learning, career resilience also mediates the relationship between AI perception and informal learning.

Research findings provide both theoretical and practical implications by revealing the impact of AI perception on employees’ career development, leaning activities, explaining how AI transforms the nature of work and career development and shedding lights on human resource management in the tourism and hospitality field.

本文提出了人工智能感知为前因变量、职业弹性为中介变量、非正式学习为内生变量的理论模型。以旅游业AI工作环境中的员工为研究对象, 本课题共收集了472份来自中国的有效数据, 并通过结构方程建模（SEM）来进行相关模型检验。

人工智能和大数据分析可能会使旅游和酒店服务更加自动化和智能化, 但这也对人力资源管理提出了新的挑战。本研究旨在探讨员工对人工智能（AI）的感知对职业弹性和非正式学习的直接和间接影响, 以及职业弹性的中介作用。

研究结果显示, 员工对人工智能的感知对职业弹性和非正式学习有积极影响。除了对非正式学习的直接影响外, 职业弹性在人工智能 (A I) 感知和非正式学习之间起中介作用。

本研究在以下几个方面具有重要的理论和实践意义：解释了人工智能感知对员工职业发展和学习行为的影响, 以及它是如何改变工作性质和员工职业发展的; 研究发现对旅游和酒店行业的人力资源管理具有实践指导意义。

La IA y el análisis de big data pueden potenciar aún más las características automatizadas e inteligentes de los servicios de turismo y hostelería. Sin embargo, también plantea nuevos retos a la gestión de los recursos humanos. Este estudio pretende explorar los efectos directos e indirectos de la percepción de la IA por parte de los empleados sobre la resiliencia profesional y el aprendizaje informal, así como el efecto mediador de la resiliencia profesional.

En este trabajo se propone un modelo teórico de percepción de la IA, resiliencia profesional y aprendizaje informal con la IA percibida como variable antecedente, la resiliencia profesional como variable mediadora y el aprendizaje informal como variable endógena. Dirigidos a los empleados que trabajan con IA, se recogieron un total de 472 datos válidos. Los datos se analizaron mediante un modelo de ecuaciones estructurales (SEM) con el software AMOS.

Los Resultados indicaron que la percepción de la IA por parte de los empleados contribuye positivamente a la resiliencia profesional y al aprendizaje informal. Aparte del efecto directo sobre el aprendizaje informal, la resiliencia profesional también media en la relación entre la percepción de la IA y el aprendizaje informal.

Los Resultados de la investigación proporcionan implicaciones tanto teóricas como prácticas al revelar el impacto de la percepción de la IA en el desarrollo profesional de los empleados, las actividades de aprendizaje, explicar cómo la IA transforma la naturaleza del trabajo y el desarrollo profesional, y arrojar luz sobre la gestión de los recursos humanos en el ámbito del turismo y la hostelería.