Topic: BusinessIndustry

Last updated: April 23, 2019

centerbottom10500090000411480-26225501050007057390-2622550105000-184150508010500090000Literature Review7218THS Understanding research in Tourism and Hospitality Management Employment stability in China hospitality industryGriffith UniversityBei DingzeStudent No: 5059492Total number of words: 903 wordsIntroductionThe performance of hospitality industry in China has an unstoppable increasing in past ten years. As a significant tourism destination, the occupancy of average rate about Chinese hotel in 2017 which has reached more than 64.55%, tourists who plan to travel to China predicted to peak at 150.

3 million in 2018 and bring great economic contribution and social effects(Tsang, Lee & Ou, 2015). Employment stability and retention in China hospitality industry become more important than previous. Many factors lead to lack of qualified staff at both operational and managerial levels, high staff turnover rates, the discrimination of graduates to enter, and the gap between taught in school and the realities of the hospitality. Thus, employment stability and retention might influence long-term development and profitability in annual report (Zhang&Wu,2016).Grobelna(2016) claim that there four obvious characteristics of luxury hotel. Main force of Chinese hospitality employees are young generation who under 30yrs, with interrupted growth in recent years. Moreover, combine employee performance and reward management in hospitality of China has become a general phenomenon. Literature reviewSocial culture and economic environment decide Chinese hospitality depend on reward and performance management to improve stability mainly, in an organization has an increasing importance in assisting the strategies of hotel to accomplish its goals.

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Lots of methods have been implemented to enhance reward management which influence running of hotel (Bustamam, F. L., Teng, S. S., & Abdullah, F.

Z). Many hotels management companies of Chain face to a difficulties about attracting and retaining employees who are experienced. It will result in the lack of high-performance work practices (HPWPs) which are regarded as enhancing of performance HR behavior. Employees should have self-regulatory strengths or resources that enable them to adapt to changes of importance.

If not, employees hardly prepared for current and anticipated career-related changes and targets. In literature and further research procedures of performance management effectiveness not conceptualized. Recently research initiated reflections on "performance management" in preference to "appraisal". Furthermore, evaluation of research focus on effectiveness through the mirror of performance measurement estimation’ perceptions. However, performance management perspective from employee’s attention. (Harma, N. P.

, Sharma, T., & Agarwal, M. N,2016) Financial reward is a popular method to motivate employees who have super excellence performance in annual party, and performance of employee is significant standard of bonus. There is common phenomenon about combine employee performance and reward management in hospitality of China. Furthermore, financial reward is liable to accept by local employee and encourage them continue in hotel rather than demission and reduce rate of turnover( Mao & Yang, 2016). Job embeddedness model illustrate that organizational and community effect employee and encourage them continue in hotel rather than demission (Yam, Raybould & Gordon, 2018) Recommendation and SolutionIn particular situation, hotel of China will encourage staff face to difficult problem with responsibility and find out solution immediately. On the other hand, HR of hotel usually set up annual target and particular rules to staff for sharpen overall performance. Thus, enhance service performance to attract more visitors for creative significant profit.

Through standard of performance to encourage organizations and individuals initiative, training and development the skills can bring development of performance, thus promote the realization of corporate development goals.”Reward” is a process by which organizations distribute financial or other rewards to employees. Hotel provide bonus and welfare in reward systems and practices to attract, retain, and encourage employees and increase effectiveness. For instance, justice distributive rewards of financial can apropos the effects of consciousness., employees’ need for autonomy and competence will be fulfil when performance-contingent bonuses are become aware of distributed fairly , thus enhance autonomous which about motivation and work performance.Chiang and Birtch (2011) provide the following as examples of financial rewards:SalaryBonusSuperExtra MedicalManagers of hotel in China perfect use kinds of financial rewards encourage employees due to job-hopping frequently between hotels. Compared with others rewards, Chinese staff pay more attention to short-term earnings. On the other hand, staff considered as human resources of the hotel are used for the benefit.

In my opinion, valued, respected, encouraged and appreciated is necessary element which can drive the flow of hotel in the correct direction for better outcomes and can be finish with the rewards assistance. Employees will have excellent work performance in a good office environment with efficient working methods. In addition to, productivity and high profitability was provided with natural motivation of a job improved.Employees are the most significant element for most industry, it necessary to improve quality of performance with accomplish strategies of reward and methods of management, also to reduce the high turnover rate. Thus, it is features of China’s hospitality.Furthermore, HR department and manager of hotel should motivating staff through use stimulus of innate result in organizational advantages such as reduced turnover as well. A survey about employee engagement recently being happened and outcomes which related engagement has improved.ConclusionHigh Turnover of Hospitality industry in China could block development of hospitality.

Obviously, Many of elements influence turnover. Lots of author trust that there is an inalienable relationship between Reward management and employee performance in particular situation of China’s hotel. Thus, further exploration about establishing a balance reward systems that could combine employee performance to staff of hotel is one of the strategic approach which can achieve significant benefits for both the hotel and its staff (Abasili, Bambale;Aliyu,2017). Reference list:Yam, L.

, Raybould, M., ; Gordon, R. (2018). Employment stability and retention in the hospitality industry: Exploring the role of job embeddedness. Journal of Human Resources in Hospitality and Tourism, , 1-20. doi:10.1080/15332845.2018.

1449560Grobelna, A. (2016). Challenge stressors in the hospitality industry and their impact on employees’ performance.

European Conference on Management, Leadership & Governance, , 71.Yang, H., Cheung, C., & Song, H. (2016). Enhancing the learning and employability of hospitality graduates in china.

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., & Yang, Y. (2016). FDI spillovers in the chinese hotel industry: The role of geographic regions, star-rating classifications, ownership types, and foreign capital origins. Tourism Management, 54, 1-12.

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J., & Aliyu, M. S.

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A. (2011). Reward climate and its impact on service quality orientation and employee attitudes.

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1108/09596110410559122High-performance work practices and hotel employee outcomes. (2018). International Journal of Contemporary Hospitality Management, 30(2), 1112-1133. doi:10.1108/IJCHM-07-2016-0367Khoreva, V., & Wechtler, H. (2018).

HR practices and employee performance: The mediating role of well-being. Employee Relations, 40(2), 227-243. doi:10.1108/ER-08-2017-0191Sharma, N. P.

, Sharma, T., & Agarwal, M. N. (2016). Measuring employee perception of performance management system effectiveness: Conceptualization and scale development.

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, & Qu, H. (2015). Service quality research on china’s hospitality and tourism industry. International Journal of Contemporary Hospitality Management, 27(3), 473-497. 10.1108/IJCHM-01-2014-0048


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