hospitality and tourism pathways

Hospitality and Tourism Career Cluster

Learn more about careers in Hospitality and Tourism.

Hospitality and Tourism Career Exploration Resources

Careers in the Hospitality and Tourism cluster involve providing food or services for people to enjoy leisure activities or vacations.

Hospitality and Tourism Administration FAQs

5 majors to consider for a career in hospitality and tourism, 10 fastest growing jobs in hospitality and tourism, explore career possibilities.

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• Hospitality and Tourism Management

The Hospitality and Tourism (HOST) field is the world’s largest business — this field has the highest percentage of entrepreneurs of any segment of global business and is integral to the Pacific Northwest’s economy and communities. HOSTers learn transferrable management skills and apply this learning to exciting industries  based on their interests in areas like lodging, airlines/airports, food & beverage, cruise lines, casinos, sustainable recreation and parks (e.g. ecotourism), event planning, and more. A one-year certificate prepares students to enter industry in career pathways and potentially continue on to complete an Associate of Applied Science (AAS) degree.

Associate Degrees

• AAS Hospitality and Tourism Management

Whether you are seeking to be an entrepreneur, manager, pursue a bachelor’s degree in business or management, or perhaps even just want to work for a hotel or airline for travel benefits, an Associate of Applied Science (AAS) degree in the world’s largest business (i.e. hospitality and tourism) may be for you. Contact an advisor to learn more.

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All managers in business settings should learn foundational ideas such as sales and marketing, human resources, revenue management, managing modern technology, and legal issues. Students in Hospitality and Tourism (HOST) learn these skills as well as application to global business environments. The HOST program uses a global and sustainable perspective in all coursework and we value individuals who have a passion for travel and for learning about societies, cultures, and natural resources. HOST students work at airports, global hotel companies, cruise line companies, recreation centers, and food and beverage businesses as professional event planners, park rangers, sales and marketing experts, and much more!

Department/Program URL:

https://host.highline.edu/

GPA Requirement:

Students must achieve a cumulative 2.0 GPA and a minimum 2.0 GPA in each core course to attain an AAS.

Number of Credits:

Degree or certificate learning outcomes:.

Students enrolled in the Hospitality and Tourism Management (HOST) department have an opportunity to earn numerous professional certificates and designations during their time in the program. CHIA, Cvent, Global Excellence, CHTP, and more are available. Contact an advisor to learn more.

Top Transfer-To institutions

• Central Washington University
• University of Nevada-Las Vegas
• Cesar-Ritz Colleges of Switzerland
• Grand Canyon University

Important Dates or Milestones Specific to Degree/Certificate

Key advisors.

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Certificates

• Hospitality and Tourism Management, Certificate

This certificate is designed for individuals to gain entry to a career pathway in an emphasis area of hospitality and tourism management. Join the planet’s largest business for the opportunities, travel benefits, and pay.

Hospitality and tourism professionals completing this program will be prepared to enter their chosen industry as an operations team member and potentially a supervisor, based on work experience. Students focus on a specific emphasis area in hospitality and tourism (e.g. lodging, cruise line, food and beverage, ecotourism, event planning, casino, airline/airport) with opportunities to pursue other areas of education as well.

Students enrolled in the Hospitality and Tourism Management program have an opportunity to earn numerous professional certificates and designations during their time in the program. CHIA, Cvent, Global Excellence, CHTP, and more are available. Contact an advisor for to learn more.

This certificate is not designed for immediate transfer to a bachelor’s degree.  However, all coursework completed during the tenure of this one-year certificate program can be used toward an AAS Degree and subsequent transfer.

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Career Clusters contain occupations in the same field of work that require similar skills. Students, parents, and educators can use Career Clusters to help focus education plans towards obtaining the necessary knowledge, competencies, and training for success in a particular career pathway.

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Hospitality and tourism career cluster, hospitality and tourism career cluster overview.

The hospitality and tourism industry provides accommodations, meals, and personal services for both the traveling public and permanent residents. The range of employment opportunities in the industry is vast. All positions, from bellhops to executive chefs to amusement park workers, share the same goal: serving the public.

The food and beverage industry makes up one of the largest and most lucrative sectors of hospitality and tourism. The businesses that supply food to customers, such as restaurants, coffee shops, fast food chains, food outlets in hotels, catering firms, and a host of other establishments, have specific methods of preparing and serving food. Modern operating methods are becoming essential in today’s food service industry. The most successful restaurant companies have devised systems to maximize labor and cut costs. But despite increased automation, the need remains for personal service to customers and skill and imagination in the kitchen.

 Hospitality and Tourism Career Pathways

The hospitality and tourism cluster is composed of four career pathways: lodging; recreation, amusements, and attractions; restaurant and food/beverage services; and travel and tourism.

Lodging Career Path

Lodging workers are involved in the management and maintenance of hotels, motels, bed and breakfasts, hostels, or any other business that provides lodging services to guests. Some lodging workers, such as bed and breakfast owners, might do everything from book reservations to prepare meals for guests, while a desk clerk for a large hotel chain might only check guests in and out. All workers in this area share the common goal of making guests’ experience as enjoyable as possible. Examples of jobs in this area include baggage porters and bellhops, hotel concierges, hotel and motel managers, and janitors and cleaners.

Recreation , Amusements, and Attractions Career Path

Workers in this area are employed by the many places people go for entertainment and amusement, such as theme parks, casinos, resort spas, zoos, and historical sites. The work in this field is generally lively and involves close interaction with the public. Recreation workers can operate rides or vehicles, organize events and entertainment for guests, lead organized tours, or help new members of a private club become familiar with its facilities. Good people skills are an absolute must in this area. Examples of jobs include cruise directors, gaming workers, recreation center directors, and ski resort workers.

Restaurant and Food/Beverage Services Career Path

Employment in food service can mean working for as little as one or two clients, as in the case of personal chefs, or planning a menu for a restaurant that serves hundreds of customers on a weekly basis. Regardless of whether they work in a restaurant, bar, cruise ship, or bakery, food service workers must pay close attention to details and be able to think quickly on their feet, as these work environments are among some of the busiest. Examples of jobs in this area include bartenders, caterers, cooks and chefs, and waiters.

Travel and Tourism Career Path

People who work in this pathway promote tourism, help people plan vacations, or plan and organize events that help people make the most of their travel experience. Examples of jobs include cultural advisers, travel agents, event planners, and tour guides.

Browse all  Career Pathways .

Exploring Hospitality and Tourism Careers

Above all, hospitality and tourism are service industries. The success or failure of businesses in this area largely depends on how the employees treat guests and customers. One of the best ways to get a feel for a career in hospitality and tourism is to observe the workers you see when you dine out, stay at a hotel, or visit any type of tourist attraction. Note what kinds of responsibilities these workers have and how they combine the duties of their job with an ability to make guests and customers feel relaxed and welcome. Think about your experiences in restaurants and hotels and try to figure out what may have made one experience better than another. Is there a restaurant that you and your family return to more than any other? Chances are, the quality of the service you receive is high on the list.

It’s also helpful to read travel guides or visit Web sites such as http://www.tripadvisor.com or http://chowhound.chow.com/boards where people write their own reviews of hotels and restaurants, respectively. This can help you decide what aspect of the industry you might want to work in and what people are looking for when they dine and travel.

The hospitality and tourism cluster offers many job opportunities for high school and college students. Amusement parks, for example, often hire students for the busy summer months. The food service industry also hires students as cashiers, hosts, waiters, and line cooks. These types of jobs are a good way to gain experience in the field. More advanced positions may require a bachelor’s degree in hotel and restaurant management, business administration, or a diploma from a culinary school. Having a combination of practical experience and formal education is the key to advancing in this field.

Hospitality and Tourism Careers Outlook

The travel and tourism industry has experienced some ups and downs in the past several years. While the long-term prospects for growth in the hotel industry are good, it should be remembered that the industry is tied directly to the amount of money people can spend on leisure and business activities. Therefore, any downturn in the economy usually has a negative impact on industry growth. Employment for workers in the hospitality industry varies by specialty. The U.S. Department of Labor predicts faster than average growth for hotel, motel, and resort desk clerks and gaming workers and slower than average growth for bookkeeping, accounting , and auditing clerks; secretaries; waiters and waitresses; and lodging managers.

The restaurant industry in general is expected to grow about as fast as the average through 2016. There should be plenty of jobs available for chefs, cooks, and other kitchen workers. Fast food restaurants have been suffering from high turnover and labor shortages, and it is expected that recruiting and retaining employees will be a major challenge in the next few years. Changes in the economy will also have an effect on eating and drinking establishments. When consumers are forced to cut spending, one of the first expenditures they cut is dining out. Anyone involved in the restaurant industry must also consider the strong competition for business and for qualified employees. Restaurants open and close at a rapid pace, and turnover will continue to be high.

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Hospitality and Tourism

Students explore the business side of hotels, restaurants, and food service..

If food and travel are your child’s passions, a career in hospitality and tourism could be right for them. In this career field, students are introduced to the management, marketing, and operation of restaurants and other food services, lodging, attractions, and travel services.

Career pathways include:

Restaurants & food/beverage services pathway.

Does your child binge-watch cooking shows like  Top Chef  and  Restaurant Impossible ? Then they might be a good candidate for the Restaurants & Food/Beverage Services Pathway.

Students will:

• Explore food culture, history, and trends
• Build their knowledge of the responsibilities of running a restaurant
• Learn relevant computer skills needed to thrive in hospitality.

Hotel and Lodging Pathway

Does your child dream of opening a B&B or boutique hotel? In this pathway, students explore how lodging facilities operate and how to enhance the guest experience.

• Learn about the management and maintenance of hotels, motels, bed and breakfasts, hostels, and other lodging services
• Discover how to make the guest experience enjoyable

Travel and Tourism Pathway

Is your child an intrepid traveler at heart? Students in this pathway prepare for a variety of travel and tourism careers, including cultural advisers, travel agents, event planners, and tour guides.

• Explore careers in travel and tourism
• Discover how to help people make the most of their travel experience
• Learn relevant computer skills needed to thrive in travel and tourism.

What could my future look like in this career field?*

*Data is from Lightcast and is updated frequently.

Curious about manufacturing careers or exploring education options? Read some of our most frequently asked questions.

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Connect with industry professionals.

Students virtually connect with industry professionals and see how lessons in the classroom apply to the real world.

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See how project-based learning helps students tackle real business challenges.

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*The career and college prep program is offered to eligible high school students. Some schools also offer career exploration in middle school. Opportunities vary by school. Please visit your school page or check with your school counselor to find out what’s available in your area. 1 2018 Deloitte and The Manufacturing Institute skills gap and future of work-study.

What to Know About Hospitality and Tourism Management Degree Programs

Hospitality management degrees are designed to train future leaders in the hospitality industry.

How to Study Hospitality Management

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Running a company in any segment of the hospitality industry requires not only financial and marketing prowess, but also an understanding of how to create an inviting environment for guests.

The art and science of hosting strangers is an essential skill for people working in many kinds of businesses, including airlines, casinos, cruise ships, festivals, hotels and restaurants.

Running a company in any segment of the hospitality industry requires not only financial and marketing prowess, but also an understanding of how to create an inviting environment for guests. Cultivating that marketable skill set is the goal of associate, bachelor's and graduate programs in hospitality management.

What a Hospitality Management Degree Is and What Classes It Requires

The goal of any course of study in hospitality management is to train people to create and maintain spaces where others will immediately feel at home.

“Understanding how to take care of the customer is a foundational aspect of the hospitality discipline,” Angela Ramsey, senior director of communication at the University of Nevada—Las Vegas William F. Harrah College of Hospitality, explained in an email.

Hospitality management degrees are, foremost, degrees in business, says Michael Sabitoni, chair of the food and beverage management department and the international travel and tourism studies department at Johnson & Wales University in Rhode Island. They include classes in accounting, finance, human resources, law and technology, he says.

However, unlike a general business degree, a hospitality degree typically includes specialized coursework focusing on the hospitality industry, such as classes on food service business operations, event management principles, and hotel and resort leadership, Sabitoni says. An overview class about tourism is also typically included in hospitality management programs, and industry internships are often mandatory, he adds.

Many hospitality degree programs require students to participate in experiential learning by helping to operate a student-run hotel or restaurant. They may also contain classes on:

• Eco-tourism or sustainable travel
• Global tourism and special considerations involved with international trips
• Customer service protocols
• Assessing the quality of guest experiences
• Specific types of hospitality establishments, such as country clubs, golf courses, resorts, stadiums, timeshares or theme parks
• Nuances involved in planning certain kinds of events, such as conventions or weddings
• Concerns that face certain demographics of customers, including women and people of color
• Various types of tourism, including business trips and visits to cultural destinations or historical sites

Top Undergraduate Schools With Hospitality Management Majors

Many U.S. colleges and universities allow undergraduates to major in hospitality management, including multiple nationally renowned academic institutions. Cornell University of New York, an Ivy League college, has a school devoted to hospitality.

Exceptional hospitality programs are often based in major metropolitan areas that attract significant tourism. For example, New York University and Boston University in Massachusetts offer a hospitality management degree.

How to Know if a Hospitality Management Degree Is Right for You

An interest in the food and beverage sector, a love for travel or an interest in entertaining people may lead someone to consider pursuing a degree in hospitality management. But prospective students should be aware that the hospitality sector has leadership roles for people with all kinds of interests and personalities.

Though some managerial positions in the hospitality industry are customer-facing jobs that require significant people skills, there are also back-of-the-house managerial jobs that concentrate on logistics, Sabitoni says.

Significant cultural awareness and strong communication abilities are essential in hospitality. Foreign language skills are also valuable but not mandatory, Sabitoni says.

What You Can Do With a Hospitality Management Degree

Hospitality programs are designed to train future leaders in the sector.

“It can include anything within the hospitality vertical, from hotel investment companies to real estate firms to our big brands which are the Marriotts, the Hiltons, the Four Seasons, to data analytics companies to Googles to Amazons,” says Kate Walsh, dean of the Peter and Stephanie Nolan School of Hotel Administration at Cornell. “Anything that touches hospitality as a part of their business product is something where our students get involved.”

Real estate investment firms often invest in hotel buildings, so people with degrees in hospitality management sometimes find jobs in the real estate sector, Walsh says. Alumni of hospitality management programs sometimes become management consultants who concentrate on assisting companies in the hospitality industry, she adds.

Executive and director roles in the industry typically require at least a bachelor's degree. Many high-level leadership positions at U.S. hospitality firms pay annual salaries above $70,000, according to an article published by Monster.com, a job website.

In 2020, graduates of Cornell's Nolan School had an average base salary of slightly over $69,000 and an average bonus of nearly $15,000, according to the school's employment report .

Considerations for Potential Hospitality Students

Aspiring hospitality managers should be aware of trends that may affect them when they enter the industry, experts say.

This sector has severe labor shortages at hotels and restaurants, many of which laid off workers due to pandemic-related safety measures and now have struggled to replace those workers even after raising wages.

Because of these staffing concerns, many hospitality companies have introduced initiatives to recruit and retain talented staff, improve working conditions, increase job satisfaction and reduce employee turnover, Walsh says.

When comparing hospitality programs, prospective students should investigate whether those programs include experiential learning opportunities, experts say, noting that hands-on projects are one of the best ways to gain hospitality skills. It’s also optimal if hospitality schools offer courses on design, which can inform aesthetic choices about how a hospitality venue looks, according to experts.

“I think the industry needs innovative thinkers," Walsh says. "They need people who think big culturally, who are comfortable with different modes of work, so it’s a great time to join the industry. The industry is trying to be extremely intentional in providing compelling career paths.”

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Hospitality and Tourism

Would you like to get paid to help people have fun?

Hospitality and tourism workers help people enjoy vacations and entertainment activities. You might work at a restaurant, resort, sports arena, theme park, museum, or hotel.

For example, you might manage operations of a college cafeteria, guide high school students on a trip to Spain, or rent equipment at a recreation center.

• Careers in this cluster
• Industries in this cluster
• Pathways in this cluster
• Majors in this cluster
• Businesses in this cluster

There are many hobbies and activities you could explore to learn more about hospitality and tourism. Try one or more of these activities:

• DECA (Marketing association)
• Junior Achievement
• Family, Career, and Community Leaders of America (FCCLA)
• Business Professionals of America (BPA)
• Join a committee to plan an event.
• Join a world language club or conversation circle.
• Help local businesses cater events within the community.
• Work as a student assistant in the school lunch program.
• Plan and cook meals for family, friends, or neighborhood events.
• Take a part-time job in a restaurant, amusement center, or hotel.
• Plan a family vacation.

Source: Minnesota Department of Education and MnCareers

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What Are the Four Pathways in the Hospitality and Tourism Career Cluster?

By Anna Duncan

If you’re interested in pursuing a career in the hospitality and tourism industry, there are four pathways to choose from. Each pathway offers different opportunities and requires unique skills and knowledge. In this article, we’ll explore the four pathways in the hospitality and tourism career cluster.

The lodging pathway involves working in hotels, resorts, motels, and other types of accommodations. Jobs in this pathway include front desk agents, housekeepers, concierges, and managers. If you enjoy providing excellent customer service and have strong communication skills, this pathway might be a good fit for you.

Skills required for lodging careers:

• Attention to detail
• Ability to multitask
• Problem-solving skills
• Organizational skills
• Good communication skills

2. Food and Beverage Services

Food and beverage services involve working in restaurants, cafes, bars, catering companies, and other food-related businesses. Jobs in this pathway include servers, chefs, bartenders, and restaurant managers. If you love cooking or serving food to others and have excellent customer service skills, this pathway might be perfect for you.

Skills required for food and beverage services careers:

• Culinary knowledge
• Ability to work under pressure
• Cleanliness and hygiene standards awareness

3. Travel & Tourism Services

The travel & tourism services pathway involves working in travel agencies or tour companies that help people plan trips or organize group tours. Jobs in this pathway include travel agents, tour guides, and travel coordinators. If you enjoy exploring new places and helping others plan their travel experiences, this pathway might be perfect for you.

Skills required for travel & tourism services careers:

• Knowledge of various destinations
• Excellent communication skills
• Cultural awareness

4. Recreation, Amusement & Attractions

Recreation, amusement & attractions involve working in theme parks, sports arenas, recreational facilities, and other entertainment venues. Jobs in this pathway include event coordinators, park attendants, and activity directors. If you enjoy organizing events or participating in recreational activities yourself, this pathway might be the best fit for you.

Skills required for recreation, amusement & attractions careers:

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Hospitality and Tourism

Possible careers include:

• Restaurant, food service, lounge, casino, coffee shop, or catering owner, operator, or manager
• Hotel, motel, resort, or bed and breakfast owner, operator, or manager
• Tour company owner, operator, or manager
• Meeting and convention planner
• Interpreter or translator
• Tourism and travel services marketing manager

“Combined with my childhood memories of watching my dad cook and current FCS skills and FCCLA experiences, I hope to work in the Hospitality and Tourism field as the owner of my own restaurant/bakery.” - Nichelle Graham

Members develop skills for life through: character development, creative and critical thinking, interpersonal communication, practical knowledge, and career preparation.

The tourism and hospitality career progression pathway

International Hospitality Review

ISSN : 2516-8142

Article publication date: 22 July 2022

Issue publication date: 25 March 2024

The aim of this study was to conduct a comprehensive investigation into declining and emerging occupations and job titles and to develop a national career progression pathway for the tourism and hospitality (T&H) sector.

Design/methodology/approach

Anchored on the Social Cognitive Career Theory, this study used face to face in-depth interviews of 33 industry stakeholders: policymakers, trade association, training providers and beneficiaries (T&H).

The finding reveals that only the “watchman” occupation was identified as the declining job while majority of the emerging jobs were more related to information technology and environmental occupations (website designers, digital marketers, data analysts, hygienists, and safety and hazard experts).

Practical implications

The findings provide a valuable signal for the growing number of jobs in security services, hygiene and information technology-oriented occupations, which the Ministry of Tourism, Arts and Culture including practitioners including HR directors and general managers should respond timely to and to these growing needs in order to remain competitive in the sector.

Originality/value

This is the first study in context that responded to a call by industry players to fill in a practical knowledge gap in examining declining and emerging jobs and job titles in the T&H sector. The study provides vocational insights into mapping the entry level requirements for the jobs allied with occupations in the national technical and vocational educational training qualifications framework of Ghana at the national level.

• Career progression pathway
• Declining occupation
• Emerging occupation
• Social cognitive career theory
• Tourism and hospitality

Preko, A. and Anyigba, H. (2024), "The tourism and hospitality career progression pathway", International Hospitality Review , Vol. 38 No. 1, pp. 54-80. https://doi.org/10.1108/IHR-02-2022-0005

Emerald Publishing Limited

Copyright © 2022, Alexander Preko and Hod Anyigba

Published in International Hospitality Review . Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode

Introduction

A career development path provides employees with an ongoing mechanism to enhance their skills and knowledge that can lead to mastery of their current jobs, promotions and transfers to new or different positions – Society of Human Resource Management ( SHRM, 2017 , p. 12).

Employability and career development in the tourism and hospitality (T&H) industry has become the key focus for researchers and practitioners, particularly for hotels, restaurants, amusement parks, cruises, events, casinos, parks, entertainment and other tourism-related services ( Calinaud, Kokkranikal, & Gebbels, 2021 ). To this end, employers in the hospitality and tourism sector are directing efforts toward recruiting and selecting industry-specific talents and candidates for jobs in the sector to avert underperformance and turnover rates ( Aicher, Buning, & Newland, 2020 ; Calinaud et al. , 2021 ; Cassel, Thulemark, & Duncan, 2018 ). The barriers to career development in the T&H industry and hence their mobility in the industry are evident, and have been in the apparent frame of attention ( Cassel et al. , 2018 ). For example, Cassel et al. (2018) noted that in Sweden, the supply of labour and supply of competence are critical issues facing the sector. Similarly, due to the industry's poor reputation for good jobs, attracting and retaining staff worldwide has always been a challenge ( Barron, Maxwell, Broadbridge, & Ogden, 2007 ; Baum, 2015 ). Mobility in the T&H industry is particularly alarming because the education levels in the sector are low, the entrance barriers are relatively low compared to other industries, renumerations are low, and it is quite easy to change jobs in the sector because most jobs are mostly temporary, and sometimes seasonal ( Hemdi & Nasurdin, 2006 ). These staff mobility problems pose serious challenges to career development and overall growth of the sector. A few studies have attempted to address the mobility, turnover and career pathway problems in the T&H industry. These studies, however, have largely been conducted in advanced economy contexts (see: Cassel et al. , 2018 ; Chang & Tse, 2015 ), with set limitations in terms of methodology, theory and scope. This issue presents an apparent evidence gap and practice–knowledge gap. A different study context, such as a developing country context, presents a rare opportunity to investigate career pathways pertinent to the local T&H industry.

According to TIME's 2021 world's greatest places list, Accra (capital of Ghana) is the Number 1 destination in Africa for tourists ( Oluwole, 2022 ). In spite of this gain, Ghana's T&H industry has faced major challenges of fragmented and uncoordinated career pathway progressions that undermine the development of the sector. This suggests the inability of the T&H sector to comprehensively define the occupations in the industry. For example, Ghanaian graduates who enter the T&H labor market are not perfectly aligned and suited to the requirements of the labor market. The T&H labor market, as it is today, is having growth problems. A resource constrained post-COVID-19 scenario unsurprisingly poses an existential threat – calling for a proper retooling and skill-set enhancement for industry players. Currently, an overview of Ghana's T&H industry indicates that tourism is regarded as the fourth income generating sector after gold, cocoa and oil ( MOTAC, 2019 ). In 2018, the industry contributed US$ 1,947.5 million, which was an increase of 4.9% of Ghana's Gross Domestic Product (GDP) ( MOTAC, 2019 ). A report of the World Travel and Tourism Council (WTTC) (2017) estimates that the sector's contribution to Ghana's GDP will increase by 4.2% to US$ 4,522.3 million by 2028. In terms of employment, the industry has offered approximately 692,000 direct and indirect jobs, which represented 5.3% of the total national employments in 2017 ( WTTC, 2017 ). This figure is estimated to grow to 807,000 jobs by 2028 ( WTTC, 2017 ).

to examine existing, declining and emerging occupations in the Ghanaian tourism and hospitality sector;

to examine the entry level requirements for the jobs associated with the occupations in the sector in accordance with the National Technical and Vocational Education and Training Qualification Framework (NTVETQF); and

to develop national career pathways for possible T&H job progressions from lower to higher qualifications.

Indeed, investigations of this nature within the tourism literature are important, given the critical roles (income earner, employment generation, foreign exchange earner and investment attracter) the sector plays in the development of any given economy. It is, therefore, imperative to critically examine the status quo, and offer practical yet crucial solutions to policymakers and practitioners. There is also the need to extend our understanding of the Social Cognitive Career Theory (SCCT).

The study contributes to the growing literature on career development in the T&H in three ways. First, this study is among the first to develop a career map and anticipation structure for the T&H industry to fill an evidence gap. Second, the study contributes to the practice–knowledge gap in the literature by heeding to ILO and researchers' calls to solve the turnover, career mismatch (skills anticipation and mismatch), career progression and job satisfaction problems in the T&H industry ( Cassel et al. , 2018 ; ILO, 2020 ). Third, the novelty of the study is hinged on three theoretical contributions. First, the SCCT is extended and applied to fit career development in the T&H sector. Previously, self-efficacy or individual behavior was a major consideration in personal career development. However, in today's dynamic and competitive labor market, the T&H job environment is largely influenced by the national career paths, which is an extension of the SCCT theory. Second, the study reveals that self-efficacy may be enhanced when individuals are subjected to training in specific career pathways. Lastly, the SCCT has been used extensively at the personal and organizational levels. This study attempts to apply the theory to a national career pathway to fully harness the triadic reciprocity of person, behavior and context.

The study is structured in the following ways. First, we present a review of the existing literature on career progression in T&H. Next, we present the data collection and data analysis and then the main findings, discussion, limitation and future research direction. Finally, we present the conclusions and implications of the study.

Literature review

The social cognitive career theory (scct).

In general, career theories are usually contingent on environmental, economic and social factors. Hitherto career paths and development were structured by organizations, which were fundamentally a linear progression through the career stages ( Arthur & Rousseau, 2001 ). Earlier, employee success was defined by promotions, allowances, increments and job stability. Traditionally, organizational careers have been conceptualized as linear trajectories where employees progress in their careers in a linear hierarchical structure within the organization. This lifespan development model, which contrasts the “boundaryless career” model, discusses steady states and linear careers marked by a common work role for life and upward mobility ( Arthur & Rousseau, 2001 ; Eby, Butts, & Lockwood, 2003 ; Marler, Woodard Barringer, & Milkovich, 2002 ; Miller & Form, 1951 ). Given today's fast-paced and volatile organizational environment, scholars are beginning to put together new career development models and theories that explain the dynamic and changing nature of careers in diverse sectors, including the T&H sector.

There has been considerable vitality evident in career development research in the past 40 years. At its inception, Bandura (1986) paved the way by expanding his research on the Social Learning Theory (SLT) to Social Cognitive Theory (SCT). The SCT posits that employees (for example, individuals in the T&H sector) learn through a social complex environment with a dynamic and reciprocal interaction of the individual, environment and behavior. The theory lays emphasis on social influence and its accompanying internal and external social reinforcements. Previous fundamental and related theories have been refined and reconceptualized, and expanded ( Holland, 1985 ; Lent, Brown, & Hackett, 1994 ; Super, 1980 ). As a result, several novel theoretical perspectives have been introduced ( Hackett, Lent, & Greenhaus, 1991 ). The SCCT, an extension of the SCT in the context of career development, helps to “(a) bring together conceptually related constructs (e.g. self-concept, self-efficacy), (b) more fully explain outcomes that are common to a number of career theories (e.g. satisfaction, stability), and (c) account for the relations among seemingly diverse constructs (e.g. self-efficacy, interests, abilities, needs)” ( Hackett & Lent, 1992 , p. 443).

The SCT is predominantly hinged on the concept of triadic reciprocity. In this model, (1) observable behavior or responses depicted in the forms of actions; (2) personal attributes and physical attributes; and (3) external environment, all work together as interlocking mechanisms that affect each other bidirectionally ( Bandura, 1986 ). Personal attributes in the SCT are linked with a variety of self-reflective, vicarious, self-regulatory and cognitive processes ( Bandura, 1986 ). Each of these mechanisms are assumed to play a vital role in guiding psychosocial functioning, but goal representations, outcome expectations and self-efficacy beliefs are particularly important in the SCCT. The SCCT of career development focuses heavily on the mechanism of personal agency (i.e. self-efficacy appraisals). Self-efficacy refers to “people's judgments of their capabilities to organize and execute courses of action required to attain designated types of performances” ( Bandura, 1986 , p. 391). Specifically, self-efficacy percepts are considered to be responsible for a person's emotional reactions, choice of activities, choice of environment, thought patterns, expenditure and career paths. These personal attributes or beliefs are dynamic, not static, and may be context specific. Together, person, behavior and context , affect each other bidirectionally in the SCCT of career development ( Hackett & Lent, 1992 ).

Individuals’ environment exposes them to different activities and career paths from childhood to adolescence. These observed experiences expose them to various organizational tasks. Apart from the exposure from this environment, they are differentially strengthened to pursue certain selected activities in which they may excel, thereby receiving the appropriate reward. In other words, people pick career choices in which they view themselves as most efficacious ( Lent, Brown, & Hackett, 1994 ). In the context of the T&H industry, career options are selected by people based on their self-efficacy, particularly personal behavior or traits they exhibit, and the environment in which they find themselves. The application of the SCCT in the T&H sector influences our thoughts in three ways:

First, the T&H job environment is largely influenced by the national career paths available to people. This is because people find it easier applying and selecting jobs that are within their competency areas once the national career pathway has predefined roles. The national career pathways consequently influence individual choice. For example, a room attendant who understands the various career paths available to him/her may develop interest and work (through education and training) toward becoming an interior décor designer. Second, outcome expectations – an attribute of self-efficacy, may be enhanced when individuals are subjected to training in specific career pathways. Once individuals are taken through job specific trainings, they develop more realistic expectations concerning the prediction of their next job or promotion. This systematic approach to expectation enhances self-efficacy of employees who, in turn, grow more confident in the respective job roles, which translates into better performance. Third, the SCCT has been used extensively at the personal and organizational levels. This study attempts to apply the theory to a national career pathway to fully harness the triadic reciprocity (person, behavior and context) . The national career pathway presents a unique opportunity to understand how unique individuals reach specific career contexts, considering the belief in one's capabilities to organize and execute a particular course of action required to achieve the desired work outcomes in the T&H sector.

Career progression in tourism and hospitality

The existing literature ( Amissah, Mensah, Mensah, & Gamor, 2020 ; Armoo & Neequaye, 2014 ; DeMicco & Forgia, 2020 ; McGinley & Martinez, 2018 ; Murry et al. , 2017 ; Kim, Chun, & Petrick, 2009 ; Tolkach & Tung, 2019 ; Weber & Ladkin, 2008 ) has indicated the importance of career progression as a catalyst for human development in the T&H industry. Tolkach and Tung (2019) noted that the industry depends on recruitment and employee career progression. This is also considered relevant in human capital development. Usually, workers are optimistic about career progression in their lifetime. Sheu et al. (2010) examine the significant role employees' choice goal plays in the social cognitive career theory context. It was found that choice goal significantly explains self-efficacy and outcome expectations of employees. This finding provides the understanding that people develop goals to pursue academic and career relevant programs that are in-line with their interest, as well as their self-efficacy and outcome expectation. From the organization's point of view, the provision of career progression pathways offers opportunities for employees to have a clear direction and become managers of their own career paths, and motivates them to work hard in achieving higher positions. In addition, clear and concise career pathways may enable employees to choose a path that correlates with their interest and abilities or realign their career path. Using data from the Ghanaian T&H sector, Armoo and Neequaye (2014) found that industry–person congeniality, social benefit factors, opportunity for professional development and job competitiveness were crucial in determining Ghanaian students' choice of career options. This finding referenced that occupational development is a significant factor in explaining choice of career options in the T&H sector. On the other hand, the career literature has indicated some related human resource management elements such as employee competency behavior, employee bonding, citizenship behavior, career decisions and how they affect career progression ( Amissah et al. , 2020 ; Chang & Tse, 2015 ). Yoganathan, Osburg and Bartikowski's (2021) study on employee competency in the tourism sector established that social media competency increases bonding. Competency helps employees to build better and broader connection with others, which enhances bonding in the workplace. This signifies that when bonding exists in an organization, workers are more likely to protect and defend their organizational reputation. In addition, Shehawy (2017) investigated how the tourism education process, tourism employability and job competitiveness using the Egyptian tourism data. The findings showed that there are significant relationships that exist between tourism learning outcome and other indicators (tourism curriculum mapping, design measurements and employability competitiveness). Earlier studies (See: Hall, 2011 ; Voight & Laing, 2010 ) have also identified the importance of fertility and reproductive tourism, which are directly connected to productivity of the labor. The recent study of Elbaz, Mathew, Maher, Onjewu and Shehawy (2021) on motherhood fertility found that motherhood desire has a positive influence on attitude, subjective norm and female tourists' revisit intentions and actual behavior. Again, it is important to note that fertility exerts a negative influence on workforce participation when women have a newborn baby. This has a decreased effect on workforce participation for women who have just become mothers, which has implications for female workers' careers in the T&H sector.

The recent literature defined career progression pathways as a sequence of positions, which might be occupied by workers from the junior to the senior level in any given organization ( Gebbels, 2019 ; Tolkach & Tung, 2019 ). In the context of this research, the career progression pathway is contextualized as a step-by-step development of employees' career stages, from a lower to a higher rank in T&H organizations or between organizations with similar professions or specialization. This study's definition highlights the fact that the concept of career progression in the T&H study context implies employees will remain at the same job position or make a calculated effort to move up the occupational ladder. O'Leary and Deegan (2005) , using data from the career progression of Irish T&H context, found that there is a significant dropout of workers in the T&H sector due to poor remuneration and unfavorable working hours. Similarly, Hakim's (2020) study provided evidence that career development significantly influenced organizational commitment of employees in the tourism sector. The above empirical findings emphasize the importance of career progression in the T&H industry as a catalyst for the sector's development.

Research is still lacking in developing a national career progression pathway for the T&H workforce within the Ghanaian perspective. Hence, it is opportune to conduct a comprehensive career progression pathway assessment, and map occupations and their respective job titles for the Ghanaian T&H sector, which has been neglected in the career progression literature. In all, we present a literature matrix (see: Table 1 ), which demonstrates how extant studies have investigated career progression in different research contexts.

Research methodology

The focus of this study was to gather primary qualitative data from policymakers, T&H trade related associations, training providers and beneficiaries (T&H businesses). Note that the training providers were selected across the entire country while policymakers, trade associations and beneficiaries were selected in Accra, the capital city of Ghana. We used the purposive sampling method to select the participants to answer questions relating to the national framework that regulates T&H jobs including technical and vocational jobs, qualification requirements or guidelines and possible career progression. In all, this study used in-depth interviews of 33 industry stakeholders (interviewees) out of the 35 participants sampled earlier through face-to-face and telephone interviews to collect data that focused on unearthing the T&H occupations (existing, declining and emerging) and job titles, and further developed occupational pathways’ progression taking into consideration all the “eight-levels” of the NTVETQF (See: Figure 1 ). We followed the recommendation of Saunders et al. (2018) to use the strategy gathering rich (quality) and thick (quantitative) data to achieve data saturation and rigor. The sample size of 33 was determined by achieving data saturation, and there was an agreement between the researchers to halt recruiting more interviewees. Table 2 shows the detailed sampled summary of the number of interviewees used for this study and their respective institutions. Purposively, this study interviewed participants from the above institutions on the basis of their deep understanding of the industry.

In this study, the job title is regarded as a rank or position of an employee, while occupation is the task or core function performed by an employee. Following Creswell's (2014) definition, an in-depth interview is a technique designed to elicit information from an interviewee's perspective on a research topic. The key industry players or stakeholders interviewed for this study were categorized into four groups based on the final outcome of the study where a comprehensive career progression pathway was to be mapped in consultation with the industry players. The categories include policymakers (government ministries, departments and agencies), employer and trade associations (members of Ghana Tourism Federation (GHATOF)), training providers (hotel, tourism and catering training institutes, master craft persons and other relevant training institutions) and beneficiary partners (selected small, medium and large size tourism and hospitality companies/businesses).

In order to explore the research objectives in a consistent manner, the researchers developed a comprehensive interview guide including probing questions based on the three specific objectives proposed by the funding partners of the project, namely existing, declining and emerging jobs; entry qualifications; and possible career pathways development. All the participants responded to Question 1 to 6, and the remaining questions were stakeholder specific (see A ppendix ). First, the researchers presented a draft of the research instruments for this study to the industry players at a workshop where comments and suggestions were provided. Secondly, the revised questions were scrutinized by four tourism and hospitality experts from industry and academia appointed by the funding partners of the project.

Each participant was interviewed in English language by the researchers at an agreed location most convenient (e.g. offices and homes) for the interviewee. The interviews were conducted between October 9 and 16, 2020, using digital recorders, allowing for a word-by-word transcription of each interview that lasted approximately 40–65 minutes. A follow-up was done by phone for clarifications and more information when necessary. The transcriptions were analyzed using the qualitative content analysis to examine patterns in the occupations identified in the industry. We followed the recommendations made in the existing literature ( Mayring, 2000 ; Schreier, 2012 ) to conduct the content analysis for this study. First, we read the transcriptions over and over for content familiarity, keeping in mind the specific objectives of the study. Second, with the help of NVivo 12, we separately employed “in vivo coding”, which allows the researchers to derive codes from the actual words of the interviewees in the data itself. This form of coding is useful when the researcher interacts with the interviewees on particular issues. For example, we were interested in specific jobs and job titles in the Ghanaian T&H sector. Interestingly, the researchers individually coded the data in order to check whether we have obtained the same conclusions after reviewing the same data. This guarantees data validation, credibility, dependability and confirmability, which are considered as strategies for ensuring trustworthiness in qualitative research ( Lazaraton, 2017 ; Shenton, 2004 ). Third, the identified codes were processed into three specific categories such as existing occupation, declining occupation and emerging occupation. Finally, the categories were developed into the three main themes: information technology jobs, environmental jobs and job titles.

This study adhered to the COVID-19 protocols in the data collection stages. The COVID-19 protocols of social distancing of at least two meters apart, use of a face mask, avoidance of handshakes, hand washing and use of hand sanitizers as recommended by the World Health Organization ( WHO, 2020 ) were observed during the entire period of the field research. The sample comprised 23 males (69.7%) and 10 females (30.3%). Averagely, all the interviewees had working experience in the industry of ten years and above. In all, the findings and the proposed national career pathways were validated at a workshop based on the inputs received from key stakeholders such as the employers and employees of the sector.

The findings revealed six subsectors within the Ghanaian T&H sector, proposed as “travel and tour”, “lodging”, “catering”, “events”, “education and training” and “arts and culture”, which were useful in mapping occupations and their respective job titles. Tables 3–8 showed occupations and job titles plotted according to the “eight levels” qualification framework (minimum to maximum levels), which responded specifically to Objective 2 of this study (entry level requirement of occupations associated with the T&H sector). Table 9 presented the national career progression pathways for the sector, which specifically addressed Objective 3. In summary, the key findings of the study revealed that “watchman” ( Table 5 ) was found to be the only declining job in the Ghanaian T&H sector; whereas the emerging jobs were website designers, digital marketers, data analysts, hygienists, and safety and hazard experts, which were labeled in red texts in Tables 3–8 .

I don't think there is anything like that […]

Training provider

[…] not really. What I remember is the new Ghana Tourism Authority law, which I think made a provision that managers should be licensed; even that one has not seen light of the day.

Trade association

At the moment I will say “Yes” and “No”, because we have National Hospitality Act, which helps to set up a hospitality and build the capacity of employees. However, most hospitality companies in Ghana operate as private individuals, and the career progression in the public sector cannot be aligned with what they have.

Policymaker

Declining or emerging occupations and job titles

Correspondingly, the result of the first objective showed the declining and emerging jobs and titles.

I can see one emerging job “hospitality accountants”. Like hospitality accounting, which has not been popularized in our part of the world. Mostly, we use “financial accountants” to support the sector. Our institutions should train more “hospitality accountants” who will be able to manage the sector effectively. […] one of the declining job titles in this country now is “watchman” which literally means keep an eye on something for me. Sophisticated devices like CCTV and security gadgets have taken over their job.

Mostly, the foreign hospitality firms come to work in Ghana with their chefs who are specialized in the international or continental foods. They only employ our local chefs when they are engaging in local foods which serve local consumers and some international tourists. Usually, these occupations “sommelier”, and “executive chef” are not available in our labor market. This is because our higher institutions do not have programs for these specializations. For example, if you examine how people become chefs, most of the chef started like a steward or cleaner or gardener in the industry after completion of secondary schools. Then, they developed later the passion to be cooks and become chefs as they get the opportunity to progress.

Entry level requirements for the jobs and possible pathways in the T&H sector

On our beaches you can find people parading themselves as they help people who are drowning. They have learnt swimming informally and they help people at the beach. Some people called them local informal rescuers.

Beneficiary

We have the reservation agent who deals with ticketing and making travelling arrangement for tourists to travel to their destinations […] tour operator will put the tour package in terms of transportation and other logistics in place. In my organization I employ data analyst , who manages customers' data and other data related issues. It is seen as one of the emerging occupations that the industry cannot avoid if we want to be competitive. We must always analyze our markets' characteristics in order to plan and develop business strategies as well.

We are looking for food, beverage and sanitation officers as well as a Chef. I know they have various ranks of Chefs from executive Chef to the head Chef . Nowadays, you can also have pastry Chef, who specializes in pastry.

Trade Associations

[…] room attendant, cook, security, kitchen porters , waiters and waitresses usually consist of workers in the lower class in the Ghanaian labor market. Some people also see the cashiers as part of the restaurant service and the front officer in the reception. We also have the purchasing officers, store keepers, marketers as well as sales person who markets the tour packages to tourists. We are seeing demand for web designers and digital marketers as the industry strives hard to promote Ghana's T&H to the outside world on the social media and other digital platforms.

[…] if you go to other countries, they have specific courses for people to become bartenders . Bartenders in Ghana don't have any qualification before they begin to practice. They just enter as trainers and later they develop the passion to be bartenders.

Beneficiaries

Discussions of findings

To understand the career pathways’ progression, this research investigated the declining and emerging jobs and job titles and their respective entry level requirements in the T&H sector. Findings revealed that there are clear occupational paths available to all categories of workers in the six subsectors to progress in their choice of occupations. According to the SCCT, self-efficacy outlines the employee's capability to organize and attain the highest career paths. Further, the theory emphasizes that employees will pick a career path for which they view themselves as most efficacious ( Lent et al. , 1994 ). Interestingly, the possible career pathways accommodated diversification or realignment of occupations in the sector. For example, within the arts and culture subsector, woodcarver of Level 3 can diversify or realign an occupation after acquiring some level of training and formal education and become an assistant fashion designer or a sales trainee in Level 4 and progress to Level 6 to become a fashion designer, manager, sales manager or customer relationship manager. This pathway is possible because the individual, through training, develops a self-efficacy trademark such as positive attitudes, abilities and cognitive skills that boosts one's self confidence to make great strides in the job market.

Noticeably, the sector's career pathways’ progression is envisioned on some key emerging occupational areas: safety and security; technology adoption; and hygiene (environmental occupations). The findings on technology strengthens the understanding of how Ghanaian T&H businesses have gradually started deploying the concept of artificial intelligence (AI) within the field of robotics, which is regarded as one of the most exciting and promising applications for individuals and businesses operating within T&H. For example, providing the chatbots’ services that allow a hotel or travel company to provide 24/7 support through online chat or instant messaging services, even when their staff are not available. Analytically, the findings on technology, security, safety and hygiene imply that these findings are in line with UNWTO (2003) initiatives for nations to develop a national policy to safeguard tourists against risk and hygiene related matters such as crime, sexual assault, terrorism, food safety and hygiene. Furthermore, this shows that Ghana, a country ranked as the 115th of 136 tourism destinations in the world, is adhering to and aligning career paths that cover security and hygiene issues addressed in the UNWTO developmental plans for the T&H sector. In addition, the emerging technology supported occupations and job titles also demonstrated the level at which technology-oriented occupations have been responded to in the Ghanaian career pathways progression of the T&H sector. This signifies that the Ghanaian T&H sector is conforming to the best practices in the world T&H space. Furthermore, this study's finding highlighted Ghana's acceptance of various technology adoption measures supported by legislation such as the Electronic Transaction Act (Act 772 of 2008), National Information Technology Agency Act (Act 771 of 2008) and Data Protection Act (Act 843 of 2012) to protect and ensure quality service provision in the sector. This provides evidence of Ghana's preparedness in supporting the innovation technology that will benefit the T&H sector. The T&H sector depends on the Internet as one of the technological ways tourists can access the needed information related to online traveling sites, booking, photo check out, price comparison for vacations and e-transactions. Added to this, Ghana's Agenda for Jobs: Creating Prosperity and Equal Opportunity for All (2017–2024) of the Coordinated Program of Economic and Social Development Policies emphasized the transformation of the T&H sector through investment in innovation technology and job creation for excellent e-service to tourists such as websites, e-check-in and online booking.

The finding on the declining job and job title “watchman” reaffirmed that security related matters have become complex and the roles of “watchman” have been expanded to cater for the safety and security need driven for the sector. Ten years ago, the role of “watchman” in context was to watch over a property or premise at night when the owners or occupants are asleep. Today, the direction of crime has changed, given that there is daylight robbing, kidnapping, property theft, mugging, armed robbery, as well as terrorism acts evidenced in the sector. Previous studies in context have evidenced how tourists feel unsafe at some destination sites ( Boakye, 2010 ; Poku & Boakye, 2019 ; Preko, 2020a , 2020b ). It is also important to note that during the COVID-19 pandemic, security personnel have had an add-on function of checking the temperature of tourists, and ensuring the strict adherence of the COVID-19 protocols on site. This signifies that the security personnel job description has been expanded to include safeguarding the health and safety of tourists at sites. This observation is similar to the findings of Cheung, Takashima, Choi, Yang and Tung (2021) , where they investigated the impact of COVID-19 on psychological needs of tourists using the existence, related and growth theory. Their findings reinforce the importance of safety and security during COVID-19. This provides a signal that advances the understanding on how safety and security personnel and their careers can strategically be defined to manage any given situation in the sector.

Conclusion and implications

In conclusion, the current study revealed one declining job and 12 emerging jobs, mostly in the security, hygiene and information technology-oriented occupations; and developed national career pathways for the sector. Strategically, these results suggest that Ghana is on course in developing career paths that incorporate key components of the tourism and hospitality agenda of the UNTWO advocacy in the areas of safety, security, hygiene and deployment of technologies in the sector. This will position the country to compete effectively with other tourism nations worldwide. It was also found that the possible career paths developed make provision for diversification and realignment of occupations in the sector, which serves as a motivational factor to all employees who aspire to choose occupational paths with high social status, and promising and rewarding careers within the sector. Indeed, the results of this study have extended the national understanding of career progression, which has not been examined earlier in the T&H sector in context. The current study makes significant contributions that fill gaps in the extant tourism career literature. First, this is the first study in context that comprehensively examines declining and emerging jobs and job titles in the T&H sector. Second, the research provides vocational insights in mapping the entry level requirements for the jobs allied with occupations in the NTVETQF of Ghana at the national level. Third, findings from this research differ from earlier career research of Amissah et al. (2020) , who found perceptions toward the careers in the sector unfavorable in terms of the knowledge transfer skills, employee exposure to other career avenues and the offer of good promotion prospects using tourism students' data in context. Fourth, this study extends tourism studies ( Armoo & Neequaye, 2014 ; Kim et al. , 2009 ; Murry et al. , 2017 ; Tolkach & Tung, 2019 ) on career paths within the literature by using first-hand qualitative data from the key industry stakeholders. Fifth, this study has addressed the lack of national career pathways progression in accordance with the NTVETQF based on the six identified subsectors of the T&H sector, which will help to overcome the challenges of upgrading from the lower to higher ranks in the sector.

Practically, this study's findings provide learning opportunities for HR managers and general managers to develop specific HR policies and practices regarding recruitment, education, talent management and career progression management that will boost employee self-efficacy in the sector. It is important for the HR practitioners and managers in the sector to conduct periodic trainings, workshops, conferences, seminars and open fora on career progressions’ awareness matters for the T&H employees in order to increase their knowledge on the subject matter. Again, the T&H sector and its allied institutions should employ both hard and soft media (e.g. newspapers, television programs, brochures, websites etc.) in the dissemination of information about employee career progressions to ensure a continuous increase of knowledge on career pathways’ subjects. At the national level, the entry level for T&H occupations and career mapping for the T&H may now be adopted for use in the T&H industry. The career mapping for the T&H serves as a standardized career progression pathway that may guide T&H practitioners and administrators on job placement and promotion, to solve the practical knowledge gap of career misalignment in the T&H industry. Strategically, T&H businesses should embrace the significant role played by robotics and AI in order to develop the sector by deploying a variety of technologies, including collision detection, Wi-Fi and AI to navigate hotels and provide services. For industry practitioners, one practical implication is the valuable signal for the growing number of jobs in security services, hygiene and information technology-oriented occupations. The Ministry of Tourism, Arts and Culture, including practitioners, HR directors and general managers, should respond timely to these growing needs in order to remain competitive in the sector. In addition, the findings inform HR managers, other practitioners and business owners about the need to pay attention to the entry level requirements for each occupation and apply them to useful ends accordingly. At a glance, the results reveal that only “watchman” occupation and job title was identified as a declining job. It is important to inform HR managers and general managers that they should always be up-to-date in looking out for jobs that might need training and re-qualification in their respective organizations. This strategy might be treasured in developing new skills needed for the sector. The finding of scarcity of some key professions or skills such as “hospitality accountant”, “sommelier” and “executive chef” in the sector implies that T&H managers and businesses, including HR managers, can make recommendations to the higher learning institutions to prepare these skills for the sector. This will encourage businesses in the T&H sector to begin engaging the services of Ghanaian workers to occupy these key positions in the sector. Again, the findings suggest to HR managers that organizational structure, design, culture and process should simultaneously create work-based learning for Ghanaian employees to acquire the skills that are a scarcity for the sector. Scholars have widely acknowledged that a structured and diversified career path progression offers employees mobility within the sector, which then motivates employees to work hard in achieving higher positions ( Gebbels, 2019 ; Kim et al. , 2009 ; O'Leary & Deegan, 2005 ; Tolkach & Tung, 2019 ). This research supports these viewpoints and further recommends that managers should consider providing working conditions that will boost employee self-efficacy to work harder to migrate from the lower to the higher positions in the industry. Practically, the study identified six subsectors in the T&H industry, namely: “travel and tour”, “lodging”, “catering”, “events”, “education and training” and “arts and culture”. Educational institutions could take a cue from this and develop courses and programs to fill the skills gaps in the sector. The recommendations provided in this study are not country specific but similar geographic settings can adopt some of the suggestions when necessary.

Our study furthermore contributes to the SCCT in three ways: First, the T&H ecosystem is largely influenced by the national career paths available to the people. As such, the SCCT inherently supports a national career path ecosystem that opens up career pathways to individual actors in the T&H sector. This opportunity helps individual actors or employees to organize and accomplish the highest career progression possible in the industry. Secondly, it is envisaged that individual actors in the T&H will work and progress with aplomb when the individual is taken through on-the-job training and education. In other words, the SCCT theory improves our understanding of how individual actors or employees in the T&H sector progress through the ranks on the back of an important outcome expectation of the SCCT – “self-efficacy”. Lastly, the SCCT has been used extensively at the personal and organizational levels. This study is the first to apply the SCCT to a national career pathway to fully harness the triadic reciprocity.

Limitations and area for future studies

In all, the findings of this study cannot be overlooked because, significantly, this is the first study in context that responds timely to the development of a national career progression, although there are some limitations. This research has the inherent limitations of a qualitative study that discourages the results to be generalized due to the lack of randomness in the selection and statistical representation of interviews although the qualitative approach is perhaps one of the best approaches to gathering unique insights from the industry. Further studies should investigate how HR managers, practitioners, employers and other stakeholders in the sector are applying and complying with the national career paths and provide recommendations for updates that will see continuous relevance of the career path document to the sector, as well as furthering investigations into the applications of robotics and AI in the sector. For future study directions, researchers should consider gathering quantitative data from employees of the sector regarding the applicability of the developed career path based on their choice, attitudes and viewpoints that can be gathered through different engagements such as workshops, seminars, conferences and open fora, etc.

National TVET qualifications framework

Compilations of the relevant literature used for this study

Number of interviewees sampled

Entry level requirement for lodging related occupations

Entry level requirement for the catering related occupations

Entry level requirement for events related occupations

Entry level requirement for education and training related occupations

Entry level requirement for arts and culture related occupations

Tourism and hospitality career pathway map

Appendix Research instruments

What is the specific regulatory document that defined career progression in the tourism and hospitality sector?

Is it a regulatory framework for only tourism or hospitality or for both tourism and hospitality?

Does the regulatory framework identify and describe all existing jobs including job titles, duration, entry requirements in the sector?

Does the regulatory framework define the opportunities for possible progression from the lower to higher qualifications with the respective jobs?

Are these occupations in the sector documented with their titles and job descriptions?

Are there any emerging or declining jobs in the tourism sector that should be titled and defined for the industry?

Are there any emerging or declining jobs in the hospitality sector that should be titled and defined for the industry?

Does the career path map the possible pathways for progression from lower to higher qualifications and respective jobs?

What is the minimum entry requirement for jobs in the tourism and hospitality sector?

What are the possible career paths for Proficiency I holders to obtain a bachelor degree in the sector?

What are some of the professions identified in the sector that are aligned to the NTVETQF guidelines?

What are the entry requirements for these qualifications: Proficiency I, II, Certificate I, Higher National Diploma, and Bachelor degree?

What are the further education and training programs on offer to individuals in the technical and vocational occupations to their career pathways?

In what specific ways is the institution preparing occupations in the sector for progression from the lower to higher qualifications and respective jobs?

Are you (employers' association/trade unions) represented on the regulatory body?

What are the tourism and hospitality academic qualifications offered in your institution? ( Training providers )

What programs of education and training do you provide for your employees? ( Beneficiary institutions )

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Acknowledgements

The authors would like to thank the ILO team: Ms. Vanessa L. Phala (ILO Country Director for Ghana, Nigeria, Sierra Leone, Liberia and Liaison for ECOWAS), Ms. IIca Webster (ILO Senior Skills Specialist for West Africa), Mr. Adetor Frank Kwasi (National Project Coordinator-ILO SKILL UP Ghana Component) and Mrs Elsie Amo (Project Administrative Officer-ILO SKILL UP Ghana Component); SSB team: Dr. Eunice Amissah (Chairperson), Mr. Kwesi Eyison, (Vice Chairperson), Dr. Adelaide Mensah-Kuffour (Secretary), Mrs. Bella Ehu (President of GHATOF), and Mr. Emmanuel Frimpong (Executive Secretary of GHATOF) and Tourism & Hospitality Sector Skills Body members and the two anonymous reviewers for their insightful and constructive comments from which the present paper greatly improved. The authors give special thanks to CTVET: Dr Fred Kyei Asamoah (Director General-CTVET), Mr. Theophilus Tetteh Zogblah (Coordinator-CTVET), and Ms. Edith Adotey (Program Officer-CTEVT), Data Collection/Interviews- Mrs. Egi Gaise. Any remaining errors or deficiencies are solely the authors’ responsibility.

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2024 College of HRSM faculty and staff awards

The University of South Carolina College of Hospitality, Retail and Sport Management is proud to announce the winners of its 2024 Faculty and Staff Awards. The winners were recognized at an awards ceremony April 23 in front of their peers and colleagues.

Darron Kirkley — Harry E. and Carmen S. Varney Distinguished Teacher of the Year

Congratulations to School of Hospitality and Tourism Management Instructor Darron Kirkley, the 2024 recipient of the Harry E. and Carmen S. Varney Distinguished Teacher of the Year Award.

The Distinguished Teacher of the Year award is the college's top teaching honor. The winner is determined by a committee of faculty, staff and students. Students across the college sent in dozens of nominations. The committee then conducted a rigorous review process, selecting one finalist to represent each primary department within the college. Further evaluation of the finalists then took place as the committee finished the difficult task of choosing a winner.

"His passion for the industry is so strong that it inspired me to switch my major to tourism management," said one student who sent in a nomination.

Others added, "His commitment to growth in the tourism industry and his students is unmatched," and, "If I ever had a problem with material or an assignment, I felt comfortable going to him, as I knew he cared about my success."

Kirkley claims the honor in his first school year as a full-time HRSM instructor, after serving as an adjunct for several years. He won the 2022 School of Hospitality and Tourism Management Adjunct of the Year Award.

A two-time HRSM alumnus, he also continues to serve as the tourism coordinator for Chesterfield County where he oversees the county’s tourism marketing and accommodations tax grant program.

The other finalists for the award were Department of Retailing Instructor Stephanie Taylor and Department of Sport and Entertainment Management Senior Instructor Steve Taylor.

Jung-Hwan Kim — Patricia G. Moody Distinguished Researcher of the Year

Congratulations to Department of Retailing Professor Jung-Hwan Kim, the 2024 recipient of the Patricia G. Moody Researcher of the Year award.

The award is the most prestigious recognition of scholarly achievement given by the college. Any full-time faculty member of the college with evidence of quality research within the previous four years may be nominated by their peers. A peer review committee reviews each nomination across criteria including the research impact and importance, creativity, authorship, grant funding, and journal rankings for published work.

Kim's research interests include consumer shopping behaviors, multichannel retailing, and online visual merchandising. Her research has appeared in Journal of Fashion Marketing and Management, Managing Service Quality, Clothing and Textiles Research Journal, and The Service Industries Journal. She won a $222k Humanities and Social Sciences Basic Research Support Program grant from the National Research Foundation of Korea in 2017.

Matt Brown — Brian J. and Linda L. Mihalik Global Scholar

Congratulations to Department of Sport and Entertainment Management Chair and Professor Matt Brown, the recipient of the 2024 Brian J. and Linda L. Mihalik Global Scholar award.

The award was endowed by the Mihaliks to support teachers who work hard to create pathways to global knowledge and scholarship through study abroad and international collaboration. The endowment provides funding support to one HRSM faculty member each year who best demonstrates a commitment to and advancement of the globalization of the college's students, faculty, curricula, research capabilities and image.

Brown was instrumental in establishing a joint degree option with Hamad Bin Khalifa University (HBKU) in Doha, Qatar. He has also served as a faculty member with the Jio Institute in India and has led numerous study abroad trips. He will be leading the Japanese Sport Experience Maymester trip beginning May 5.

Brown's research has led to publications in journals like the Journal of Sport Management, Sport Marketing Quarterly, Entertainment and Sport Law Journal, the International Journal of Sport Finance, and Sport Management Review. In addition, he has made numerous national and international research presentations.

Tina Weaver — Staff Member of the Year

Congratulations to Director of Alumni and External Relations Tina Weaver, the 2024 HRSM Staff Member of the Year.

A tireless worker whose commitment to the college is unsurpassed, Weaver is constantly maintaining and growing a strong network of more than 25,000 HRSM alumni (with that number growing every year) who work across the country and around the world. This network builds relationships, enriches careers and makes a difference in the education of students.

She also leads the HRSM Alumni Society, dedicated to building an engaged alumni group and providing opportunities for alumni to connect with the college, our students, industry partners and each other.

Weaver came to the College of HRSM in 1995. In 2003, she received the Harry E. Varney Teacher of the Year Award and the South Carolina Business Education Association Educator of the Year Award.

In the fall of 2003, Weaver took on a new role for the college, working closely with the dean on special projects and events. This included chairing the committee that developed HRSM 301 and then being the instructor of record for the very first section taught. She also coordinated the college's signature golf tournament known as The Garnet Jacket Classic, which raised funds for student scholarships and college initiatives. In 2006, alumni relations became the primary focus of her position, and the HRSM Alumni Society was officially launched.

In 2010, Weaver added the communications role to her job description and, with the support of the dean, repurposed an existing position to create a public information director position that would focus on writing about and publicizing the activities and accomplishments of faculty, students, administration and staff.

Damla Sonmez — Outstanding Doctoral Student Teacher of the Year

Congratulations to School of Hospitality and Tourism Management Ph.D. student Damla Sonmez, the 2024 HRSM Outstanding Doctoral Student Teacher of the Year. Sonmez is a back-to-back winner, having also earned the award in 2023.

Sonmez is from Antalya, Turkey, where she earned her B.S. in business administration from Antalya Bilim University. Sonmez earned her M.S. in hospitality management from the University of Florida. Her research interests are in the areas of consumer behavior, leadership in hospitality and organizational behavior.

As part of her Ph.D. program, she currently teaches classes on hospitality management at USC and was nominated by her students for the teacher of the year award.

Hui Jiang  — Outstanding Doctoral Student Researcher of the Year

Congratulations to School of Hospitality and Tourism Management Ph.D. student Hui Jiang, the 2024 HRSM Outstanding Doctoral Student Researcher of the Year.

Hui is from Shandong, China, and received a B.S. in hospitality management and an M.S. in tourism management from Sun Yat-sen University. Her research interests include tourism investment, destination marketing and social networking.

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The Tourism Committee, or Mostourism, is the executive body of the Moscow City Government that oversees tourist activities in the capital. The Committee is responsible for legislative initiatives, congress and exhibition activities, and event and image projects. As the brand manager for an attractive tourism image for Moscow, Mostourism constantly analyses global trends, offers Russian and foreign tourists what they want, and also uncovers new opportunities for the capital in terms of interesting and rewarding leisure activities.

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Très 2024 sets the platform to accelerate tourism growth across India

In a significant boost for the tourism industry, Très 2024 is scheduled to take place from April 25-26 at Andaz Delhi. Now in its sixth edition, this event will highlight 60 of the region’s premier

In a significant boost for the tourism industry, Très 2024 is scheduled to take place from April 25-26 at Andaz Delhi. Now in its sixth edition, this event will highlight 60 of the region’s premier boutique hotels, retreats, lodges, camps, and pioneering travel concepts within the luxury and mindful tourism sectors. This year’s showcase is set to attract an audience of over 50 overseas travel operators from markets including the UK, France, Australia, the USA, Germany, among others, along with more than 100 Indian travel companies from across the nation.

The guiding vision of Très is to connect a select group of meticulously curated properties and travel experience providers with a precisely targeted audience of tour operators and travel facilitators. This collaboration aims to stimulate travel within and outside the country, fostering industry growth that is broad in impact and sustainable in nature. Diverging from traditional trade shows, Très facilitates bespoke, one-on-one appointments between buyers and sellers opening positive business opportunities for the industry.

The event is being supported by Madhya Pradesh Tourism and Uttar Pradesh Tourism departments. The show has received an overwhelming response from overseas as well as domestic travel companies as well as the hotelier community.

The Très 2024 exhibitors, ranging from boutique properties to historic forts and palaces, wildlife lodges, wellness retreats, private villas, and glamping sites, all share same philosophy – united by a strong, concept-driven approach that celebrates the unique stories and personalities behind each property. Each exhibitor offers personalized, immersive hospitality experiences, while also being mindful of their environment and local communities.

“Madhya Pradesh Tourism is proud to support the Très 2024 travel event. An enriching opportunity for the travel community to come together and explore the finest of boutique hotels that the region offers, Madhya Pradesh was there in full force, with over 20 luxury hotels and jungle lodges and of course, the Tourism Board itself. During these two days, we met companies from the USA, UK, Switzerland, Australia, Japan, Mexico, Spain and even best of Indian travel designers that will surely boost Inbound as well as domestic tourism into Madhya Pradesh.” Sheo Shekhar Shukla, Principal Secretary, Department of Tourism, Government of Madhya Pradesh

“Très has our continued support from the previous editions. In fact, this year, we further collaborated with Très to extend a pre-event Familiarization trip for select overseas operators where they experienced focused itineraries within Uttar Pradesh. This was done to highlight and market circuits such as Agra, Kannauj, Dudhwa, Ayodhya, Bundelkhand, and Varanasi. We are very pleased with the outcome of and impact that the event, and are committed to encouraging and supporting well organized platforms for tourism growth such as Très.” Preeti Srivastava, Deputy Director , Department of Tourism, Government of Uttar Pradesh.

“We firmly believe that the subcontinent stands as a premier global destination for leisure, luxury, and inspirational travel, distinguished by its unique diversity and transformative experiences. Très embodies this belief, presenting a focused showcase of few exceptional travel offerings. We are immensely thankful for the support from our lead sponsors, Uttar Pradesh Tourism and Madhya Pradesh Tourism. Their backing has been a significant source of motivation for all involved,” Sowmya R Vijaymohan, Director at Très.

Adding to the value of the platform, Très Ignite sessions led by travel, destination and media experts will discuss relevant topics pertaining to the present and future possibilities in the region’s travel landscape, destination perspectives and niche experience-focused interests.

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