Organizations’ success is relying on the critical value of human resources. Competitive advantage can be earned by giving more effective utilisation of human resources in organizational context (Guest, 1987). When the organisation becomes a success, it will spring from organisational capabilities such as speed, agility, employee competence and learning capacity but it is an issue to achieve these organisational capabilities (Leonard-Barton, 1995).
A lot of people arguing the traditional training function with focus on operational level are not compatible with the organisations’ demands for core competency in new economy (McCracken and Wallance, 2000).
Human Resouces Development is a composite of theories and always be seen as a strategic management of training and learning by achieving the objectives of the organisations and ensuring a lot of utilisation knowledge and employees’ skills and strengths (Griego; Geroy, and Wright, 2000).
There are always disagreement of human resource development in comparing with traditional training such as integration with organisational missions and gials, top management support, existence of complementary HRM activities, recognition of cultures and emphasizing evaluation (Garavan, 1991).
The most noticeable arguments is about the HRD’s assumption in applying to organisational context because it is difficult to find empirical evidence to support the implementation of HRD principles (Mabey, Salaman and Storey, 1998). Proficient, skilled workers and motivated employees are crucial in service industries especially hotel industries.
Usually the hotel industry is depending on how the workers deliver their service to the customers and it is obviously seen that hotel’s employees are playing an important role in this industries. The hotel industry should provide training on dealing with people and providing right service which meets the standard requirements. It is a necessity to obtained customer’s satisfaction and making profit. Development of human resources has become a critical issue in achieving the competitive advantages which is facing more extravagance market (Nolan, 2002).
Improving employee productivity, performance and motivation in service in this industry by making a substantial agreements of literature focusing on and verify the benefits of offering better training (Baum, 1995). The management of human resources in hotels are retrograde and lacked in sophistication (Lucas, 2004) due to financial constrains (Wood, 1994), high labour turnover (Boella, 2000), and lack of training customs (Mullins, 1998). China is very concerned about the training and development that is very important in the hotel industry. Mostly, the hotel in China are very conservative and luxuries.
In addition, there are many tourists travel to this country and all the hotels in China are playing an important role in industrial wayfaring. Tourism and hospitality industries in China have seasoned prompt and remarkable changes since the ‘Open Door’ policy in 1978. Chinese government encouraged the foreign investments in hotel industry and allowed them to develop hotels that meet the international standard requirements (Lee, 2002). The hospitality industry in China must possess proficient employees in order to gained customer’s demands and responds effectively on the surrounding environments.
China have developed great achievements in tourism but not yet finished its economic transition which the market principles and central planning system interact and conflict (Pine and Qi, 2004). The organisations’ need to banish some of their established beliefs and drive out market oriented views management. There may a serious impact on the rapid expansion of the Chinese hospitality industry including the series of shortage of qualified labour (Stuttard, 2000) and lack of research effort in HRM field (Anderson and Nicholson, 1999).
Previous research stated that the human resources are imported concept in China (Warner, 1995) and still in its infancy (Kaye and Taylor, 1997). FIELD RESEARCH AND SOME PRELIMINARY FINDINGS This research was done to discover the current training and development strategies in Chinese luxuries hotels and evaluate them by comparing with western human resource development models in context of strategic integration, systematic planning and implementation process. The findings between Chinese state owned and Sino foreign joint venture hotels was compared to learn lessons which has been applied to the Chinese luxuries hotels in China.
The important data collection methods have been used in each hotel are semistructured interviews with managers at different levels and reviewed their documents such as company policiesm training strategies and so on. This method was comprehensive and the comparisons between hotels embrace the potential variations that this research needs. All together, twenty-eight interviews were accomplished with at least 3 interviews within each case hotel (twenty five were recorded with managers’ permission). The duration for each interview was varied between 45 minutes to 2 hours subject to the time schedule agreed by the interviewees.
The findings have been made and suggested that although training and development among the employees is an important issue, the actual sophistication of practices were differed. All of eight case hotels delivered basic skills training to their frontline employees and some of the hotels focus more on management development and trained for organisational culture change. The service quality in hotels are largely depends on the frontline employees’ performance. Mostly, the Chinese training methods in the hotels are taken from Western training and development.
Despite the increased of different methods, most of them relied on conventional delivery methods such as lectures and apprenticeship. Training behaviour is varying from hotel to hotel even when it is reported using the same training approaches. Training and development in joint ventures hotels are more systematic that state owned hotels because their training procedures are more complete and consistent. Training and development in some Chinese state owned hotels were ad hoc without having enough appreciation of the importance of synergy and consistency as propose in those Western human resources theories.
They were always retrograde on strategic integration, employee involvements and evaluations of training and development. In addition, training and development in state owned hotels were followed by leaders’ learning attitudes and resources available while joint ventures hotels are using the human resource policies and practiced by foreign partner of hotels. Most of the good training and development practices are transferred from a hot to another hotel under varies of ownerships though the transferring processes will affect the hotel management’s perceptions and moderated by the resources of training and development.
The hotels requires a systematic and strategic integrated training and development structures when considering hotels’ long term development. Chinese state owned hotels provided valuable contents to existing Western human resources development models, which helps to increase their robustness and in cross culture and improve their effectiveness. Positive and energetic learning attitudes can turn passive training to active training and will build up an effective training and development in Chinese hotel industries.
Cite this Strategic Employee Training and Development in Chinese Luxury Hotels
Strategic Employee Training and Development in Chinese Luxury Hotels. (2017, Mar 18). Retrieved from https://graduateway.com/strategic-employee-training-and-development-in-chinese-luxury-hotels/