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Title: An investigation of training and development practices in three selected Chinese destinations
Author: Wang, Yu
ISNI:       0000 0001 3562 3783
Awarding Body: Leeds Metropolitan University
Current Institution: Leeds Beckett University
Date of Award: 2008
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China is coming under the international spotlight for hotel investment as a result of its rapid economic growth and tourism development in the last three decades. Although different economic indicators have suggested that the growth of the nation's hotel industry will continue at high speed, the industry is facing increasing pressure from a serious shortage of skilled labour and a lack of human resource management (HRM) efficiency and research effort. Whilst human resource development (HRD) theories have been developed in the West with the hope of creating organisational competitiveness through training and developing human resources, the usefulness of the HRD models in helping Chinese hotels to solve their HR challenges has not yet been explored. Research, therefore, was undertaken to examine t~aining and development practices from a Western HRD perspective using a sample of 4- and 5- star hotels in three popular tourist cities in China; namely, Beijing, Shanghai and Nanjing. Due to the fact that high star-rating tourist hotels in China are mainly owned by the State and Sino-foreign joint-venture partners and their way of managing is traditionally considered to be different, a comparative analysis of the practices between the two types of ownership were also conducted. A mixed-method research strategy was employed, which included eight case studies at hotel unit level (using semi-structured interviews with hotel managers and training-related document reviews) in conjunction with a mailed survey to 135 HRfTraining managers in hotels in the three cities (response rate 43.7%). The findings have suggested, firstly, although many improvements were noticeable, the general training and development practices in the sample of hotels in China were less systematically designed and implemented than that required in Western normative HRD models. Furthermore, although certain differences of training and development practices were found between the state-owned and Sino-foreign joint-venture hotels included, they were not merely caused by the differences in ownership but contingent to a number of other factors, such as the degree of government interference, managers' learning attitudes and competency, Chinese culture and other issues. Additionally, the findings support the general argument proposed in the general HRD literature about the importance of having integrated HR policies and structures to support training and development in luxury hotels, but also indicate that this structure alone may not be sufficient in generating Chinese employees' commitment to organisational learning. It is proposed that interventions to improve emotional attachment between a hotel and its employees, through learning leaders, for instance, is likely to improve the learning environment in China's hotels compared with a sole reliance on the rational model proposed in the Western HRD literature. The research contributes to both empirical investigations of a set of HRD rationales in the international hotel industry and theoretical modifications of western generic HRD models in the Chinese context.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID:  DOI: Not available