Career management systems: what are China's state‐owned hotels practising?

Abstract

PurposeThis paper aims to explore the current situation of career management in China's state‐owned hotels and to delve into employees' perceptions of such activities.Design/methodology/approachTo obtain a comprehensive view of the career management situation, three qualitative research methods were applied in the study, namely, case study, focus groups, and in‐depth interviews. The results were combined to provide a better insight into career management activities in China and employees' perceptions of these activities. Based on the data collected, career management practices in China's hotel industry are grouped into four dimensions: assessment tools, career development information, professional training, and promotion system.FindingsThe findings of the study reveal that not all Western career management activities are being practised in China's hotels. The results of the qualitative research methods also reveal several career management techniques with Chinese characteristics. Although career management plays an important role in human resources management, there is a gap between hotel career management and employees' career needs. To obtain the best result, it is necessary to find a match between the requirements of the hotel and the aspirations of the individual employee.Practical implicationsBased on the data collected, recommendations and directions on career management practices are established and given to state‐owned hotels management. By developing the four dimensions of career management activities, the paper generates important references and suggestions for further study in the area of employees' career development.Originality/valueFor both hotel operators and hotel employees, the paper is the first attempt to provide comprehensive information concerning China's hotel career management. The development of the four career management dimensions may serve as a basis for future study.