The Differing OCM Practices within a Multinational and Indigenous Chinese Hotel Operating in China

Abstract

As the Chinese hotel industry rapidly expands, organisation career management (OCM) practices are required to assist to increase the current low rates of staff retention. However, there are debates within the literature that as being a Western Concept, it is inappropriate to apply such a model to the Chinese context. Address the need for research to establish best practices in the industry, this comparative case study examines and compare the OCM programs practiced within an indigenous Chinese hotel with a leading multinational (MNC) lodging company. The findings suggest that the MNC hotel has more extensive OCM practices than the Chinese hotel, assisting them to maintain and attract talent.