Madhu S. Jadnanansing, Thais Nierop, Robin B. Dipietro
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引用次数: 1
Abstract
Abstract The current study uses qualitative semi-structured interviews to assess the perceived barriers and best practices of women at two different levels of leadership in the hospitality industry in Aruba. There were differences between levels related to acknowledgement and response to the glass ceiling, stereotyping, and work-life balance. Absence of formal higher education did not limit advancement to higher level positions. The majority of women used an inclusive, democratic leadership style unless it was deemed ineffective, and mentoring played a large role in the success of women in leadership. Implications for academics and practitioners in small island economies are discussed.
期刊介绍：
The Journal of Human Resources in Hospitality & Tourism encompasses the vast and diversified research on issues impacting human resources in the hospitality and tourism industry. It strives to be the preeminent forum for the dissemination of key academic and industry research and encourages research from both industry experts as well as academic experts. The Journal also examines the latest issues and trends in education as it related to human resources theory and practice. In addition to reporting on the best practices in the hospitality industry, the refereed Journal of Human Resources in Hospitality & Tourism covers such relevant topics as: -Turnover-related issues in the hospitality industry- Workplace violence- Employee attitude surveys- Well-being- Departmental conflict issues- Career paths among managers- Drug and alcohol abuse- The labor shortage in the hospitality industry- Employee empowerment- Education and training- Employee incentive programs- Recruitment and retention- Workforce diversity- Employee engagement
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