Hotel general manager profile in China: a case of Guangdong Province

Abstract

Purpose

The purpose of this research is to investigate general managers' (GM) demographic characteristics and career paths in China's indigenous economy and budget hotels.

Design/methodology/approach

A questionnaire was chosen as the most appropriate means of obtaining information from 104 general managers in Guangdong Province, China.

Findings

The data from this study indicate that the majority of general managers are between ages of 31‐51, predominantly males with three‐year vocational college educations, and trained in either a hospitality/business‐related major or totally non‐business‐related major. The career paths of younger general managers show more similarities with their counterparts on the international market. However, some unique differences are identified. General managers in China have more years of non‐hotel experiences and pursue more diversified experiences. Experience in marketing and sales and human resources are considered particularly important in qualifying them for the GM position.

Research limitations/implications

Non‐random sampling was used, and it only focused on GMs in one region of China.

Practical implications

The study shed some light on the demographic characteristics of GMs and the change of career paths over the past 20 years in China. The knowledge obtained from this study will help foreign hotels operating in China effectively select the right leaders and partners. Most importantly, the results will offer useful information to the Chinese hospitality industry as it expands its role in China.

Originality/value

While an updated career development research of hotel GMs is needed, the findings have an incremental contribution to the body of knowledge on career development and a better understanding of hotel GMs in China.

Citation

Li, L., Ching‐Yick Tse, E. and Xie, L. (2007), "Hotel general manager profile in China: a case of Guangdong Province", International Journal of Contemporary Hospitality Management, Vol. 19 No. 4, pp. 263-274. https://doi.org/10.1108/09596110710747607