Problems existing in the incentive process of hotel employees

Second, the hotel staff incentive problems

Haitian Hotel, the five-star best environmental protection hotel with sea view, was founded in June 1988. One of the earliest and largest five-star hotels in Shandong Province. Located in the political and economic center of Qingdao, the hotel is adjacent to Badaguan Scenic Area, a landmark scenic spot in Qingdao, in the west, to the new urban tourism area in the east and to the bathing beach in the south, with a beautiful and unique environment. The hotel is a member of the JAL Hotel Group Alliance.

Vice President of China Tourist Hotel Association, Vice President and Secretariat of China Famous Hotel Association, President of Qingdao Tourist Hotel Association. In September 2003, the enterprise was awarded the "Five-Star Diamond Award", the highest award in the international service industry by the American Society for Quality Service Science. Although Haitian Hotel stands out from many hotels of the same type and has made such impressive achievements, it is undeniable that the brain drain caused by staff turnover in Haitian Hotel is still very serious. It can be seen that Haitian Hotel still has some problems in internal human resource management to motivate employees.

(a) Managers unilaterally think that incentives are rewards.

Incentive is reward, which is a common misunderstanding in most hotels now. Haitian Hotel is no exception. He attaches great importance to employee motivation, but he always thinks that motivation is reward. Only rewards can stimulate the enthusiasm of employees. Their definition of motivation is too narrow. In fact, when employees get used to encouragement as a reward, over time, this way can't stimulate their enthusiasm for work. Sometimes when employees are deprived of their needs, it can also arouse their tension and make them more motivated. An incentive measure of a hotel often leads to various behaviors of employees, some of which are unexpected by the hotel. Therefore, hotels must fundamentally realize that incentives are rewards, which is actually a misunderstanding in motivating employees.

(B) excessive emphasis on material incentives in the incentive process

When it comes to employee incentives, people often think of material incentives. Material incentives refer to encouraging employees to work through material incentives. Its main manifestations are positive incentives, such as paying wages, bonuses, allowances and benefits. Negative incentives, such as fines. Material demand is the first demand of people and the basic motive force for people to engage in all social activities. Therefore, material incentive is the main factor to motivate employees, and it is also a very common incentive model used by hotels in China at present. With the in-depth development of China's reform and opening up and the gradual establishment of a market economy, the idea that "money is everything" has grown in the minds of quite a few people, and some hotel operators blindly believe that only by issuing enough bonuses can the enthusiasm of employees be mobilized. However, in practice, many hotels spend a lot of money in the process of using material incentives, but they fail to achieve the expected purpose, and the enthusiasm of employees is not high, which delays the opportunity of organizational development. For example, Haitian Hotel pays too much attention to the material incentives of employees, but the incentive effect is greatly reduced. This has seriously affected the proper effect of incentives.

(C) The incentive mechanism lacks systematic and scientific evaluation criteria

In some hotels, after the establishment of the incentive system, the enthusiasm of employees has not been improved, on the contrary, their level of work effort has declined. The reason is that there is no systematic and scientific evaluation standard, which eventually leads to "egalitarianism" in the implementation process. Haitian Hotel has such a phenomenon in employee motivation. For example, in the annual celebration or monthly appraisal, some catering departments privately engage in "village rotation method" and "lottery method", and the bonuses are evenly distributed when the departments have innovation awards. This not only failed to motivate employees, but also greatly discouraged the enthusiasm of employees who contributed a lot. Bonus or honor should be a factor to motivate employees, but there is a deviation in the implementation process, which makes employees feel dissatisfied, thus inhibiting and reducing their efforts. The distributor of this egalitarianism

Laws are not conducive to cultivating employees' innovative spirit.

Indifference of incentives

Another problem existing in Haitian Hotel's employee motivation is that when implementing the incentive measures, there is no analysis of employees' needs, no effective incentive according to employees' needs, and the same incentive means of "one size fits all" is adopted for everyone, mistakenly thinking that it is fair and just to treat employees like this, which is counterproductive and inhibits employees' enthusiasm. This is also the reason why we don't realize the need for motivation as the basis. The same incentives cannot meet the needs of all employees. In addition, hotels should pay attention to the incentives for core employees. In hotels, core functional personnel, senior managers, marketing backbones, etc. They are all core employees with higher ability than ordinary employees. Strengthening their incentives can get twice the result with half the effort.

(E) excessive incentives

It is undeniable that motivating employees in a certain way can arouse their enthusiasm and make them play their due role in their work. But in recent years, Haitian Hotel has always believed that the greater the incentive, the better. In fact, this is also a wrong view. Everything will be reversed, and so will incentives. Peter, an American management scientist, pointed out: "Rewards will bring side effects, because high bonuses will make everyone block news from each other, affect the normal development of work, and the atmosphere of the whole society will not be positive." Excessive incentives will give employees excessive pressure, so that employees do not feel relaxed at work. Over time, when this kind of pressure exceeds the employee's tolerance, the result can be imagined. For example, new employees in some departments have just made progress in their work, and managers have begun to reward them. Over time, other employees around were dissatisfied. This kind of excessive encouragement will inevitably bring troubles to the parties and affect their future work. Therefore, hotel managers should be fully aware of the problem of excessive motivation.