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dc.contributor.authorKerr, Jane
dc.contributor.editorShuming Zhao
dc.date.accessioned2017-05-03T15:04:09Z
dc.date.available2017-05-03T15:04:09Z
dc.date.issued2010
dc.date.modified2011-10-07T04:27:46Z
dc.identifier.urihttp://hdl.handle.net/10072/41163
dc.description.abstractChina is expected to be the world's top tourist destination by 2020; consequently, its hotel industry is becoming increasingly competitive. With the industry under significant stress, hotels encounter the escalating challenge of retaining their staff, especially managers. This comparative case study investigates the extent to which career development policies and practices influence staff retention, comparing an indigenous Chinese hotel with a leading multinational lodging company. Overall, the evidence suggest that compared to the indigenous Chinese hotel, the multinational hotel has an extensive career development program assisting them to maintain and attract talent.
dc.description.publicationstatusYes
dc.languageEnglish
dc.language.isoeng
dc.publisherNo data provided
dc.publisher.urihttps://iacmr.org/
dc.relation.ispartofstudentpublicationY
dc.relation.ispartofconferencename2010 International Association of Chinese Management Research (IAMCR) Conference
dc.relation.ispartofconferencetitleThe Fourth IACMR Conference
dc.relation.ispartofdatefrom2010-06-16
dc.relation.ispartofdateto2010-06-20
dc.relation.ispartoflocationShanghai, China
dc.rights.retentionY
dc.subject.fieldofresearchHuman Resources Management
dc.subject.fieldofresearchcode150305
dc.titleCareer Development Policies & Practices and Their Influence on Staff Retention in the Chinese Hotel Industry
dc.typeConference output
dc.type.descriptionE2 - Conferences (Non Refereed)
dc.type.codeE - Conference Publications
gro.date.issued2010
gro.hasfulltextNo Full Text
gro.griffith.authorKerr, Jane E.


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    Contains papers delivered by Griffith authors at national and international conferences.

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