The Research On Career Management Of Hotel Staff

The theory of career management has been introduced into China since 1990s, but in China the research is still in the beginning stage; Moreover, the research in hotel is indeed rare. As the coming of knowledge economy, the competition of qualified talent has become the cure part of hospitality enterprises; Furthermore, as China joining the WTO, the talent pressure has become more and more serious. For the hotel managers, it is urgent that how to attract the talent and how to combine employees development with hospitality enterprises'development. This paper brings the career management theory into the research of hotel's human resource management, hoping to provide the theoretical supports and methodological guides for hospitality enterpri-ses.The whole passage is divided into six parts. In the first part, the research's back groups, purposes and its significances are summarized, along with the research's thoughts and methods. In the second part, some related theories are introduced. In the third part, the significances of career management are raised. In the fourth part, the current situations of hospitality enterprises on career management are described, the effects of demographical factors on employee's individual career management and perception differences of different employees for organizational career management are discussed. In the fifth part, it analyzes the ways that how to apply the career management to the hospitality enterprises. In the last part, it comes to the conclusion. The enforcement of career management should follow six principles, such as overall plan principle, interest combination. Specifically speaking, hospitality enterprises should start with the basic work, on one hand, good organizational conditions support-ing its development should be created, on the other hand, the related human resources which are based on career development should also be founded. On the basis of these tasks, hospitality enterprises can try to guide the employees'career plan, set the career paths for employees, strengthen the career stage management and implement successor plan. Both the individuals and organization should be responsible for the career management. In addition, the paper also put forward the employees'response-bilities. Finally, the limits of this research as well as the direction of the future research are brought forward.