Human resources are often seen as one of the most important assets of tourism and hospitality organizations. Numerous studies have examined how employee performance can be managed to contribute to ...

The Human Dimension: A Review of Human Resources Management Issues in the Tourism and Hospitality Industry

Although the history of adopting the Western Corporate Social Responsibility (CSR) concept in China spans less than 20 years, the core principles of CSR are not new and can be legitimately interpreted within traditional Chinese culture We find that the Western CSR concepts do not adapt well to the Chinese market, because they have rarely defined the primary reason for CSR well, and the etic approach to CSR concepts does not take the Chinese reality and culture into consideration This article resolves these problems and contributes a new definition of CSR, called here – the Harmony Approach to CSR Simply, the Chinese harmony approach to CSR means ‘respecting nature and loving people’ It is the first time CSR has been defined in relation to Confucian interpersonal harmony and Taoist harmony between man and nature Conceptually, this definition will broaden our understanding and will fit the characteristics of the Chinese market better The idea of incorporating cultural contexts into CSR concepts could also contribute to future CSR studies In business practice, it will help corporations to adopt CSR on their own initiative The proposed virtues of traditional Chinese wisdom, in particular, will guide corporations to a new way of improving their CSR performance

The Impact of Chinese Culture on Corporate Social Responsibility: The Harmony Approach

Purpose - The study aimed to provide insights on antecedent and outcome of green HRM at the organisational level and the outcome of green HRM at the individual level. It also sought to examine the mechanism through which green HRM would lead to employees’ positive outcome. Design/methodology/approach - A quantitative study design using a two-study approach was employed to collect and analyse the data. For study 1, 206 hotels from Malaysia were included in analysis at the organisational level, while in study 2 at the individual level, 508 employees from different sectors provided insights through an online questionnaire. For both studies, partial least squares (PLS–SEM) was used to assess the research model. Findings - All the proposed hypotheses were supported. Specifically, at the organisational level, organisational environmental culture is positively related to green HRM, and green HRM management positively associates with organisation's environmental performance. At the individual level, green HRM positively influences employees' job satisfaction, and meaningfulness through work is a strong mediator in this relationship. Originality/value - This study is significant as it contributes to both theory and practice by providing fresh insights on green HRM and its antecedent and outcomes at two levels (organisational and individual) and across two economies (emerging and developed). It also sheds some light on the outcome of green HRM at the employee level which is an area that is still under-researched. By focusing on meaningfulness through work as an important factor, the study contributes to better understanding of green HRM and employees’ positive outcomes.

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Green human resource management: A two-study investigation of antecedents and outcomes

This monograph reports and compares “desirable” leadership traits, and leadership traits actual exhibited by managers and supervisors as defined by responses on the original English and a Chinese language translation of the Ohio State University leadership behaviour description questionnaire XII (LBDQ XII). From anecdotal evidence and personal experience, the researcher found considerable difficulty in transferring research results from Hong Kong, Taiwan and Singapore to useful practice in the interior of China and performed this study in an attempt to gain understanding for management training courses. Data was collected for 220 managers and supervisors in two hotels in the interior of China. Both expatriate and indigenous Chinese managers were included. All supervisors were Chinese. A significant (p < 0.05) difference between Chinese and non‐Chinese expatriates was observed for factor: Tolerance of Freedom, interestingly, with the Chinese managers indicating more tolerance of freedom than the expatriate managers. Nonetheless, Chinese supervisors believed the ideal manager should be even more tolerant of freedom than their managers (p < 0.01).

Desirable leadership behaviours of multi‐cultural managers in China

Purpose – The purpose of this paper is to expand understanding of the factors that affect knowledge sharing in construction organizations. The outcome of this study will enable further understanding of knowledge sharing in construction and will therefore contribute towards successful implementation of knowledge sharing as part of organizational knowledge management (KM) initiatives in construction organizations.Design/methodology/approach – A survey was conducted of the 2005 Engineering News Record Top 400 US contractors to assess their perceptions of how factors such as organizational culture (OC), trust and information technology (IT) impact knowledge sharing in their construction organizations.Findings – The survey respondents strongly agreed on the perception that a proper organizational culture will enhance mutual trust in the organization. The respondents also perceived that IT will assist but not motivate people in sharing their knowledge and that not all types of knowledge can be shared using IT.R...

Perceptions of the impacts of organizational culture and information technology on knowledge sharing in construction

Examines Chinese attitudes towards the introduction and implementation of an international corporate culture into their working environment. Refers to Sun Tzu’s military classic The Art of War and suggests his philosophy can be applied to business in China, and that the Western world should begin understanding this philosophy and the oriental mindset. Presents results of a study of Chinese employees at a Beijing, China hotel to determine attitudinal and behavioural patterns, and finds that the concept of corporate culture currently meets with strong resistance from many Chinese people who believe foreign ideals and concepts are not to be trusted.

Doing business in China ‐ the art of war?

With the ever‐critical travelling public now venturing throughout China, not only does China need hotel staff, it needs staff who are trained to international standards. Looks at job satisfaction indicators for the hotel sector in China as perceived by local employees. Also examines the disparity between what staff expect and what they actually think they get in the way of satisfaction.

Employee perceptions of the hotel sector in the People’s Republic of China

Attempts to establish whether the corporate culture of an organisation can be effectively transferred to a country where a strong national culture exists. Investigates the influence and effects of the national culture in the People’s Republic of China on the work environment and the employees of international hotel companies operating there. Uses the ITT Sheraton Corporation’s Great Wall Sheraton Hotel as a specific case study, but draws on other research conducted in similar joint venture hotel properties. Sutton (1995) demonstrates that hospitality operations in China are predominantly occidental, while both the labour force and the prevalent customer base are overwhelmingly oriental. Ahmed and Li (1996) argue that when different national and organisational cultural values come into contact, conflict tends to emerge. Evidence from both their researches suggests that the “marriage” between Chinese and Western organisations tends to precipitate numerous conflicts. Identifies and illustrates several aspects of Chinese culture which affect the assimilation of a “foreign” corporate culture, and concludes that a strong national culture can have major influences on what happens in the workplace.

Corporate and national culture ‐ an irreconcilable dilemma for the hospitality manager?

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Doing business in China ‐ the art of war?

Employee perceptions of the hotel sector in the People’s Republic of China

Corporate and national culture ‐ an irreconcilable dilemma for the hospitality manager?