STRATEGIC EMPLOYEE TRAINING AND DEVELOPMENT IN CHINESE LUXURY HOTELS

Abstract

Training and development is increasingly important to the international hotel industry, especially in China. This paper examines some Chinese four- and fivestar hotels’ training and development (T&D) practices from a Western human resource development (HRD) perspective and compares the results between the Chinese state ownership and Sino-foreign joint ventures using multiple case studies. Results seem to show that the western way of training and development may not necessarily lead to superior training effects in the Chinese context than those used by state-owned hotels. It suggests that a better T&D model for Chinese hotels may emerge by learning the lessons from both kinds of hotels’ good practices.

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