What does the hotel mainly include in establishing an effective incentive mechanism?

1, to increase cohesion and create a "home for employees"

To become a "home for customers", a hotel must first become a "home for employees", treat employees as "internal customers" and care for employees with true feelings and true love. Build the enterprise into a trustworthy and reliable home. Enterprises should adopt various ways and means to unite the affinity between employees and enterprises, employees and managers, and employees and employees. In some hotels, the human resources development department lists the birthdays of employees in a clear table and holds a warm and romantic birthday party for employees whose birthdays are that month. There is an "employee day" every year. At this time, from the hotel manager to the managers of various departments, everyone wears chef's clothes to cook for employees without exception. Other hotels set up employee rescue foundations, and when some employees encounter insurmountable difficulties, they will get help from the foundation. These are all good methods of emotional motivation.

2. Establish and improve the performance appraisal system.

Performance appraisal is to assess the ability of employees and improve the level and quality of management's business knowledge; Continuously develop employees' professional skills, improve employees' initiative, effectiveness and work quality in work execution, so as to improve the overall performance of the hotel and achieve the management objectives of the hotel. Salary is directly linked to performance, which is an evaluation basis that emphasizes the achievement of goals and results, because the difference of performance reflects the difference of personal ability and work attitude. Performance pay affects employees' psychological behavior by adjusting the income of excellent employees and poor employees, thus motivating employees and achieving the purpose of exerting their greater potential.

Regarding the issuance of hotel performance pay, you can refer to the following methods to reward:

Employee's individual performance award. This kind of reward can be given through the investigation of employees' business operation level, customer satisfaction, the number of effective suggestions and the evaluation of direct leaders.

Team performance award. The hotel can take the team as the unit, or the floor and service department as the assessment team, and give appropriate rewards according to the work performance of the team, which can not only play an incentive role, but also improve the cooperation consciousness of employees.

Hotel overall performance award. On the whole, every improvement of hotel service level and profit is the result of the efforts of all staff. At the end of the year, hotels can assess occupancy rate, income growth rate, cost rate, industry share, industry income level and other financial indicators. If the financial indicators of enterprises have increased or are in the forefront of the industry, hotels should create opportunities to share the results. This kind of reward can convey the good operating conditions of the hotel to employees and society, help to establish a good image of the hotel, and also reward your employees. Employees not only get material benefits, but also get great spiritual encouragement, which also increases morale and confidence.

3. Improve the countermeasures of job promotion incentives.

Hotels should have a clear promotion mechanism.

Employees can be promoted if they meet any conditions, and they will be demoted if something happens. The main purpose is to motivate employees and establish the correct positioning of the hotel. Especially for employees who have satisfied the problem of food and clothing, the promotion mechanism is more important than other incentive systems.

For example, McDonald's implements a rapid promotion system: a young man who has just joined the work can become a visiting manager within one and a half years and a supervision manager within two years. Moreover, promotion is fair to everyone, with no special regulations and no typical career model. Everyone is in control of his own destiny. People who adapt quickly and have strong abilities can quickly master the skills at all stages, and naturally get faster promotion. Regular training is conducted at each stage, and relevant personnel must acquire a certain knowledge reserve in order to successfully pass the regular test. This system avoids the phenomenon of just making up the numbers. This fair competition and superior opportunities attract a large number of capable young people to McDonald's to realize their ideals.

Another notable feature of McDonald's is that if someone does not train his successor in advance, there is no chance of promotion in the company. This urges everyone to do their best to train their heirs. Because of this, McDonald's has become a base for discovering and cultivating talents. It can be said that the success of human resource management has not only brought huge economic benefits to McDonald's, but also created a new model for enterprises all over the world and trained a group of real managers for the whole society.

Step 4 Cross-train again

At present, China's world hotels are recruiting as many experienced people as possible, thus reducing costs. In humanized management, re-cross training is a training method for employees to meet more than one job need by accepting and training additional service skills. In the long run, this is the necessity of fundamentally reducing costs. Re-cross-training will help the hotel to control costs more effectively, and make up for the vacancies in the hotel in time when the business volume suddenly increases during the tourist season or when employees are sick, on vacation and customers have additional needs. At the same time, it can also reduce the job-hopping rate of employees. Because on the one hand, employees like the challenges brought by training, which reduces the boredom caused by repeating the same work for a long time and increases the freshness. On the other hand, it makes employees become specialized in many things, greatly improving efficiency, thus saving human capital, which undoubtedly verifies the feasibility and efficiency of cross-training again.

5. Turn punishment into motivation.

Punishment is a necessary means in management, aiming at controlling and promoting the correction of bad moral behavior. But when employees make mistakes, punishment is not the only choice. If we can change punishment into encouragement, we can achieve the purpose of encouragement with punishment, and even achieve the effect that simple reward can not achieve. This is the artistry of punishment, management and leadership. Changing punishment into encouragement and punishment into encouragement can make employees less resistant and more excited when accepting punishment, so as to achieve the purpose of management, which cannot be achieved by norms and constraints alone.

Arrogance is a common phenomenon. Talented people generally think that they are smarter than others or even leaders, so when they face their immediate boss, they will have a rebellious mood in their hearts, which is what managers often say. In the face of such subordinates, managers are often biased.

For example, an employee whose performance has always been the first thinks that a certain process in her work needs to be improved. She has reported it to the supervisor and department manager, but she has not been taken seriously. On the contrary, the leader thinks she is meddling. Once she violated the workflow privately, and the supervisor found out and criticized her angrily. Instead of changing, she thought the supervisor was selfish, quarreled with him and resigned. The supervisor told the department manager, who also severely criticized her. She still turned a deaf ear. So the manager and supervisor decided to punish her severely, and decided to expel her or deduct the bonus for three months. She refused to accept it. Finally, the department manager reflected the problem to the general manager.

The general manager invited the famous business leader to talk in the office. The general manager didn't criticize her as soon as she came up, but let her tell stories first and exchange opinions and opinions by talking with her. The general manager found that this employee was really insightful, and the workflow she violated really needed to be improved. At the same time, she also talked about many imperfections in the current workflow and management system. The general manager communicated with her in a friendly and equal way and listened to her opinions sincerely. She felt valued and respected, and her resistance gradually subsided. From the beginning, she thought that "the fault lies with the supervisor" and finally admitted that "she did something wrong". Under the tentative inquiry of the general manager, she put forward the degree of punishment she should receive and went back to work happily.

Next, the general manager exchanged views with department managers and supervisors, who also agreed with the truth that "talents are useful but useless, and slaves are useful but useless". After discussion, we decided to halve the fine due to the employee and let her review herself in public at the pre-class meeting to make up a working day. She accepted the punishment with great pleasure and even gratitude. The general manager also improved the workflow as soon as possible. After the incident, the employee suddenly became a person.