It adopted a wide definition of hospitality: most of the respondents reported working in retailing. The paper was based on a questionnaire answered by 548 hospitality workers in Macau. The comments were featured in the paper “Hospitality employees’ unrealistic optimism in promotion perception: myth or reality?”, published last year in the Journal of Human Resources in Hospitality and Tourism. “This means continued efforts are needed to ensure that the organisation’s job-promotion policy along with other career information is accessible to anyone” that needs such information for individual career planning. “Regardless of the criteria used to determine promotion eligibility, an organisation needs to foster a culture of transparency so that its career-progression practice is well understood by all employees,” the researchers said. “This can be achieved in different ways such as identifying key performance indicators against which promotion decisions will be based,” or “outlining the prerequisite skills and abilities necessary to qualify for a job promotion.” Hospitality organisations “are advised to establish realistic promotion expectations and goals for their staff,” – especially for those people at “lower job levels,” wrote the IFTM scholars. Louis Vong Tze Ngai, hospitality businesses should improve human-resource practices to address such a discrepancy. According to IFTM assistant professors Dr.
Research Corner | A partnership between Macau Business and the Macao Institute for Tourism Studies (IFTM)Ī research paper involving two scholars from the Macao Institute for Tourism Studies (IFTM) suggests there is a mismatch between how rapidly entry-level hospitality workers in Macau expect to be promoted, and the actual average time needed for such a promotion to occur. Study by two IFTM researchers says entry-level Macau hospitality staff often have unrealistic expectations of being promoted quickly
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