Microsoft Word 2007 ichrie conference Proceedings Final-Final 06-06-07. doc

Career Development 
Most previous studies regarding career development focused primarily on promotion within a particular 
corporation (Super, 1957; Schein, 1978; Arthur & Rousseau, 1996). In recent years employees in general have 
become less loyal to their employers, thus they are more willing to change corporations and view this as a viable 
option for career advancement (Arthur et al., 2005). While career advancement within and between organizations 
are both important, the current study does not focus on one approach or another. Rather, this study investigates the 
positions held prior to attaining hotel general manager and career path implications as a result of positions 
previously occupied. 
Early career theories were formulated by Super (1957) and Schein (1978) in an effort to explain how 
careers develop and promotion occurs. Super’s career stage theory consisted of the following stages: establishment, 
advancement, maintenance, and withdraw. Establishment referred to the start of an employee’s career; advancement 
was the timeframe during which the employee moved from job to job, also known as promotion; maintenance was 
the stage at which the employee had attained the desired promotion level and was focused on doing the current job, 
as opposed to attempting to obtain a subsequent promotion; and withdraw was the time during which the employee 
was preparing to retire.
Schein’s (1978) career theory consisted of five “career anchors.” The five anchors referred to the values 
which enticed an employee to make certain career decisions. The five anchors included: autonomy; technical/ 
functional competence; managerial competence; security and stability; and creativity. Three additional anchors 
were later added: lifestyle; service/ dedication to a cause; and entrepreneurial challenge (Yarnall, 1998). 
Personality 
According to previous research there are five major dimensions of personality: neuroticism, extraversion, 
openness to experience, agreeableness, and conscientiousness (Costa & McCrae, 1985; Mount & Barrick, 1995; 
Seibert & Kraimer, 2001). A longitudinal study which accessed the five personality dimensions and general mental 
ability as related to career success found that the “Big Five” dimensions explained significant variance in career 
success even when intelligence was controlled for (Judge et al., 1999). Results discovered that low neuroticism and 
agreeableness, and high extroversion, conscientiousness, and cognitive ability were most influential in determining 
an individual’s extrinsic career success which was defined as salary and promotions (Judge et al., 1999). Follow-up 
research which examined the relationship between the five personality dimensions and career advancement found 
that extraversion was statistically significant and positively correlated to salary, career satisfaction, and promotion 
(Seibert & Kraimer, 2001). Contradictory to the Judge et al. (1999) study, other dimensions were either negatively 
related or insignificant.
Most hospitality studies regarding personality have examined dimensions similar to the Big Five model, but 
in a more industry- specific manner (Pavesic & Brymer, 1990; Brownell, 1994). Pavesic & Brymer (1990) used the 
Myers- Briggs Type Indicator for their study and found that the most common profile for hospitality managers was: 
extroversion, sensing, thinking, and judgment (ESTJ). ESTJ relates to Blake and Mouton’s managerial grid, 
particularly in the 9,9 and 5,5 management styles. Managers which employ these styles are focused on the well-
being of the organization as well as their employees. 
 

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