Issues Faced by Human Resources Managers of Multinational Hotels in China
Keywords:
human resouce issues, mulitnational hotels. HR in chinaAbstract
The purpose of the present study was to investigate human resource managers’ perceptions of HR management issues in China’s multinational luxury hotel industry. In-depth interviews were conducted with 10 hotel human resources managers. Qualitative methodology was utilized to identify themes regarding difficulties human resources managers encountered in their daily work. Four overall themes emerged from the analysis of the data which included, issues encountered in recruitment and retention, dealing with expatriates, multinational brand perception, and government and cultural issues. Coping strategies and underlying  factors were analyzed.  Findings from this study offer hotel managers and human resources managers  new insights in dealing with human resources issues in China.
References
Adler, H., & Rigg, J. (2012). Expatriate Hotel General Managers in Jamaica: Perceptions of Human Resource, Organizational, and Operational Challengs. Hotel & Business Management, 1(1).
Anonymous. (2012, 03282012). 外资酒店缘何ä¹äºŽåˆ¶é€ “泡沫â€. Retrieved from http://www.news365.com.cn/xwzx/gd/201203/t20120328_332884.html
Bagri, S.C., Babu, S., &Kukreti, M. (2010). Human Resource Practices in Hotels: A Study from the Tourist State of Uttrakhand, India. Journal of Human Resources in Hospitality & Tourism, 9(2), 286-299.
Bjorkman, I., Fey, C.F., & Park, H.J. (2007). Institutional Theory and MNCs Subsidiary HRM Practices: Evidence From a Three-Country Study. Journal of International Business Studies, 38, 430-446.
Chen, Z. X., & Francesco, A. M. (2000). Employee demography, organizational commitment, and turnover intentions in China: Do culture differences matter? Human Relations, 53(6), 869-887.
Cieri, H.D., &Bardoel, E.A.(2009). What does “work-life management†mean in China and Southeast Asia for MNCs? Community, Work & Family, 12(2), May 2009, 179-196
Clulu, R., &Dragan, L. (2010). Hospitality Industry’s Competition in Terms Of Attracting and Retaining Valuable HR in Eastern Europe – The Case of Romania.Journal of tourism, 11.
Corbin, J., & Strauss, A. (2008). Basics of qualitative research. Thousand Oaks, CA: Sage Publications.
Davidson, M., Guilding, C., & Timo, N. (2006). Employment, Flexibility and Labour Market Practices of Domestic and MNCs Chain Luxury Hotels in Australia: Where Has Accountability Gone? Hospitality Management, 25, 193-210.
Dessler, G. (2006). Expanding into China? What Foreign Employers Should Know About Human Resource Management in China Today. [Article]. SAM Advanced Management Journal (07497075), 71(4), 11-42.
Doherty, L., Klenert, A., & Manfredi, S. (2007). Expanding into Asia: The human resource challenge. Tourism & Hospitality Research, 7(2), 109-121.
Duncan, T. (2005). Current issues in the global hospitality industry. [Article]. Tourism & Hospitality Research, 5(4), 359-366.
Esichaikul, R., & Baum, T. (1998). The case for government involvement in human resource development: A study of the Thai hotel industry. Tourism Management, 19(4), 359-370.
Ferreira, T., & Alon, I. (2008). Human resources challenges and opportunities in China: a case from the hospitality industry. International Journal of Business and Emerging Markets, 1(2), 141-150. doi: 10.1504/ijbem.2008.020866
Flores, R. G., & Aguilera, R. V. (2007). Globalization and Location Choice: An Analysis of US Multinational Firms in 1980 and 2000. Journal of International Business Studies, 38(7), 1187-1210.
Fisher, R., & McPhail, R. (2011). Internal labour markets as a strategic tool: A comparative study of UK and Chinese hotels. The Service Industries Journal, 31(2), 137-152.
Fox, A. (2007). China: Land of Opportunity and Challenge. (cover story). [Article]. HR Magazine, 52(9), 38-44.
Glaser, B.G., & Strauss, A.L. (1967). The Discovery of Grounded Theory: Strategies for Qualitative Research. Chicago: Aldine Publishing Company.
Goodall, K., Li, N., & Warner, M. (2006). Expatriate managers in China: The influence of Chinese culture on cross-cultural management. Journal of General Management, 32(2), 57-76.
Haiyan, K., & Catherine, C. (2009). Hotel development in China: a review of the English language literature. International Journal of Contemporary Hospitality Management, 21(3), 341-355. doi: 10.1108/09596110910948332
Hardingham, S. (2012). Why China? A Study of why foreign hotel companies are rushing to develop new luxury hotels in China. UNLV Thesis/Dissertations/Profesional Papers/Capstones. Paper 1364.
Higgins, S.M. (2011, July 13). A new perspective on Shanghai’s hotel industry. Hotel News Now. Retrieved from http://www.hotelnewsnow.com/articles.aspx/5959/A-new-perspective-on-Shangais-hotel-industry
Hofstede, G. (1991). Culture and organizations: software of the mind, intercultural cooperation and its importance for survival. London: McGraw Hill.
Hu, W. T., Martin, L., & Yeh, J.M. (2002). Cross-Cultural Impact and Learning Needs for Expatriate Hotel Employees in Taiwan Lodging Industry. Journal of Human Resources in Hospitality & Tourism, 1(3), 31-45.
Kong, H., & Cheung, C. (2009). Hotel development in China: a review of the English language literature. International Journal of Contemporary Hospitality Management, 21(3), 341-355.
Kong, H., Cheung, C., & Zhang, H. Q. (2010). Career management systems: what are China's state-owned hotels practising? International Journal of Contemporary Hospitality Management, 22(4), 467-482.
Law, R., & Tam, P. (2007). Employees' Perceptions of Performance Appraisal. Journal of Human Resources in Hospitality & Tourism, 7(1), 25-43. doi: 10.1300/J171v07n01_02
Leung, K., & Kwong, J. Y. Y. (2003). Human resource management practices in international joint ventures in mainland China: A justice analysis. Human Resource Management Review, 13(1), 85-105.
Li, X. (2007). Adapting to a New Chinese Environment: The Case of Foreign Invested
Enterprises in China. Journal of the Washington Institute of China Studies, 2007(2), 12-32.
Lin, L., Horng, J.S., Chen, Y.C., & Tsai, C.Y. (2011). Factors Affecting Hotel Human Resource Demand in Taiwan. International Journal of Hospitality Management, 30, 312-318.
Malila, J. (2007). The Future of Effective Human Resources Management in China Lies Beyond the Challenges of Recruiting, Training, and Retaining Qualified Workers. The China Business Review, 34(4), 16-19.
Maroudas, L., Kyriakidou, O., & Vacharis, A. (2008). Employees' motivation in the luxury hotel industry: the perceived effectiveness of human-resource practices. [Article]. Managing Leisure, 13(3/4), 258-271. doi: 10.1080/13606710802200969
Maurer, S. D., & Li, S. (2006). Understanding expatriate manager performance: Effects of governance environments on work relatinships in relation-based economies. Human Resource Management Review, 16(1), 29-46.
Max, M. (2009). Employee Retention: Why It Matters Now. Natl Public Account, 8(3).
Mertens, D. M. (2005). Research and evaluation in education and psychology integrating diversity with quantitative, qualitative, and mixed metods. Thousand Oaks, CA: Sage Publications.
Miao, L., Adler, H., & Xu, X. (2011). A stakeholder approach to expatriate management: Perceptions of hotel expatriate managers in China. International Journal of Hospitality management, 30 (2011), 530-541.
Moncarz, J. Z., & Kay, C. (2009). An exploratory study of US lodging properties' organizational practices on employee turnover and retention. International Journal of Contemporary Hospitality Management, 21(4), 437-458.
National Bureau of Statistics of China (2011). Statistical yearbook of China travel companies & Star-rated Hotels 2011, from
http://www.stats.gov.cn/tjsj/ndsj/2011/indexeh.htm
Nian, Y. U. J., & Dan, L. I. U. (2007). Human Resource Strategies in Multinational Corporations in China, 829–833.
Pellet, L.(2008, April 2). Employer Branding: Using It to Increase Employee Loyalty. Human Capital Institute webcast. Retrieved fromhttp://www.jwtinside.com/docs/using_employer_branding_to_increase_loyalty.pdf
Perlmutter, H.V. (1969). The Tortuous Evolution of Multinational Corporation. In a Hedlund, G., & Dunning, J.H. (Eds). Organization of Transnational Corporations (pp.295-308). New York, NY: Routledge.
Qiu, H.Z., & Lam, T. (2004). Human resources issues in the development of tourism in China: evidence from Heilongjiang Province. International Journal of Contemporary Hospitality Management, 16(1), 45-51.
Qiu, Q.L.(2012, June 16). Top hotel services amid fierce market. China Daily.
Retrieved from
http://www.chinadaily.com.cn/business/2012-06/16/content_15506740.htm
Richard, O. C.,& Johnson, N. B. (2001). Strategic human resource management effectiveness and firm performance. International Journal of Human Resource Management, 12, 299–310.
Shen, H., & Huang, C. (2012). Domestic migrant workers in China's hotel industry: An exploratory study of their life satisfaction and job burnout. International Journal of Hospitality Management, 2012, 1283-1291.
Strauss, A.L. (1999). Grounded Theory in Practice. Available from
Strauss, G., & Corbin, J. (1998). Basics of qualitative research: Techniques and procedures for developing grouded theory (2nd ed.). Thousand Oaks, CA: Sage Publications.
Uma, S. (2011). Workforce Diversity and HR Challenges. Advances In Management, 4 (10), 33-36.
United Nations Conference on Trade and Development (UNCTAD). (2005). World Report: Transnational Corporations and The Internationalization of R&D. New York & Geneva: UNCTAD.
National Bureau of Statistics of China (2011). Statistical yearbook of China travel companies & Star-rated Hotels 2011, from
http://www.stats.gov.cn/tjsj/ndsj/2011/indexeh.htm
Vanhonacker, W.R., & Pan, Y. (1997). The Impact of National Culture, Business Scope, and Geographic Location on Joint Venture Operations in China. Journal of International Marketing, 5(3), 11-30.
Wang, Y. (2011). An Evaluation Tool for Strategic Training and Development: Application in Chinese High Star-Rated Hotels. Journal of Teaching in Travel & Tourism, 2011(11), 304-319.
Wright, T. (2007). The Problems and Experiences of Ethnic Minority and Migrant Workers in Hotelsand Restaurants in England. Journal of Work and Society, 10, 74-84.
Xu, X. F., & Adler, H. (2009). Issues faced by expatriate hotel general managers in China. M.S. 1469948, Purdue University, United States -- Indiana. Dissertations & Theses @ CIC Institutions; ProQuest Dissertations & Theses (PQDT); ProQuest Dissertations & Theses A&I; ProQuest Dissertations & Theses A&I database.
Yang, H.-O., & Cherry, N. (2008). Human Resource Management Challenges in the Hotel Industry in Taiwan. Asia Pacific Journal of Tourism Research, 13(4), 399-410. doi: 10.1080/10941660802420978
Yang, Y. (Nov 2011). Number of Hotel Rooms Set to Soar. Retrieved From China Daily USA.
Young, L., Wiley, J., and Wilkinson, I. (2009). A comparison of European and Chinese supplier and customer functions and the impact of connected relations. Journal of Business and Industrial Marketing, 11.
Yu, L., & Huat, G. S. (1995). Perceptions of management difficulty factors by expatriate hotel professionals in China. Int. J. Hospitality Management, 14, 375-388.
Zhang, H. Q., & Wu, H. (2004). Human resources issues facing the hotel and travel industry in China. International Journal of Contemporary Hospitality Management, 16(7), 424-428.
Zhang, L., Cai, L. A., & Liu, W.-H. (2002). On-Job Training—A Critical Human Resources Challenge in China's Hotel Industry. Journal of Human Resources in Hospitality & Tourism, 1(3), 91-100. doi: 10.1300/J171v01n03_07
Zheng, C. (2009). Keeping Talents For Advancing Service Firms in Asia. Journal of Service Management, 20 (5), 482-502.
Downloads
Published
How to Cite
Issue
Section
License
- Papers must be submitted on the understanding that they have not been published elsewhere (except in the form of an abstract or as part of a published lecture, review, or thesis) and are not currently under consideration by another journal published by any other publisher.
- It is also the authors responsibility to ensure that the articles emanating from a particular source are submitted with the necessary approval.
- The authors warrant that the paper is original and that he/she is the author of the paper, except for material that is clearly identified as to its original source, with permission notices from the copyright owners where required.
- The authors ensure that all the references carefully and they are accurate in the text as well as in the list of references (and vice versa).
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).
- The journal/publisher is not responsible for subsequent uses of the work. It is the author's responsibility to bring an infringement action if so desired by the author.