People-oriented Hotel Management _ On People-oriented Hotel Management

China Library Classification. : F270 document number: a product number:1009-4202 (2012) 08-000-01Abstract Hotel management focuses on the construction of hotel culture, and the core connotation of hotel culture is people-oriented. Therefore, successful hotel management should be the implementation of people-oriented cultural construction and cultural management.

Hotel management, hotel culture, people-oriented and humanized.

The focus of hotel management is hotel culture. The so-called "hotel culture" is the sum of all kinds of cultural elements that guests feel in the process of hotel life and dining, the concrete embodiment of corporate culture, and the unity of material and intangible in the process of providing products and services to the public.

Culture is a comprehensive concept, whether it is a three-tier structure system or a four-tier structure system, its essence is the same. But relatively speaking, the author is more in favor of the four-tier structure system. The four-layer structure system is divided orderly and meticulously, and the connotation of hotel culture is distinguished from the outside to the inside. In these four levels, employees are the center and people-oriented is its humanistic connotation, which runs through the appearance and core of hotel culture and is the core content. Employees are the foundation of the hotel's survival and development and the main force of the hotel. They are the object, subject and soul of hotel culture.

First, people-oriented is the characteristic of hotel culture.

1. Managers have a strong demand for humanistic ideas.

The most striking feature of a successful hotel culture is the concept of "employees first". All hotel managers have a clear understanding: as hotel managers, we can't just ask employees to provide high-quality and efficient services to customers unilaterally, but we should also try our best to provide employees with a satisfactory working environment. Because only when hotel employees are satisfied can they voluntarily and wholeheartedly realize the importance of hotel development to themselves, so as to provide services to customers wholeheartedly.

2. The competition for hotel culture focuses on the competition for talents.

For enterprises, the most precious resource is talent. To build hotel culture, we must attach importance to the introduction and cultivation of talents. With talents, hotels have the source of survival and development. Therefore, hotel managers must be knowledgeable, caring, flexible and do their best. That is to say, we should work hard from two aspects, one is to actively introduce first-class talents, and the other is to give full play to our existing talents.

3. Hotel management focuses on humanized management.

To strengthen hotel management, we must attach importance to hotel culture construction, think and analyze the hotel movement from a new angle, identify the relationship between hotel management and culture construction, regard this relationship as the lifeline of hotel development, and regard humanized management and hotel culture construction as the highest realm of hotel management.

The implementation of people-oriented cultural construction and management is conducive to giving full play to the subjective initiative of employees, tapping their potential, forming a harmonious and democratic hotel management atmosphere, enabling employees to gain a better mental state in a relaxed and happy working environment, thus winning higher customer satisfaction.

Second, the implementation of people-oriented hotel management countermeasures

1. Stimulate employees' team consciousness and cultivate employees' team spirit.

Hotel management pays attention to the construction of cultural atmosphere. A good working atmosphere is the sunshine of hotel employees' life, which will make people feel infinite vitality and activities, thus stimulating their sense of cooperation and inspiring employees' infinite creativity and cohesion. Therefore, we should put cultural construction in a prominent position, let employees be edified and educated in the working atmosphere of the hotel, consciously develop a good attitude, consciously abide by the management system of the hotel, have a heartfelt love for it, and like to consciously regulate and restrain their words and deeds according to the cultural requirements of the hotel, thus forming a kind of conscious cooperation and spontaneous unity, and strive to provide the best service for customers.

2. Respect employees and make them work happily.

Mutual respect is the premise and foundation of mutual communication, and attention is the embodiment of mutual respect. Mutual respect can not only make employees have a warm service attitude, but also make basic work more efficient. In this regard, the practice of Shangri-La Hotel in Beijing deserves our consideration. They believe that the guarantee of providing good service lies in "everything starts with people". There, there are not only beautiful staff areas, luxurious restaurants, but also culturally rich and pleasant names. This makes it look more like an art exhibition hall than a restaurant. The general manager of Shangri-La believes that in an elegant environment, every employee will start a day's work in a pleasant environment. This is the genius of his management.

3. There is no doubt about employing people, so that employees can work freely.

There is an old saying: "You don't doubt people, but you don't need suspects." We give our employees full autonomy, let them let go of their hands and feet and complete their tasks according to their own ideas, and then they will work to their heart's content and do their work better. This is the best interpretation of the trust of hotel employees. If employees need to report at different levels in various services, their work efficiency and enthusiasm will be affected, and their ability to solve problems and creative thinking will also be inhibited. Is that it, Liz? Carlton CEO Horst? Schultz is convinced. He believes that trust in employees is extremely important and more rights should be delegated to employees. In the specific work process, all employees of the hotel he runs can use up to $2,000 to handle customer complaints and correct mistakes without approval. Practice has proved that this decentralization practice is full trust in employees and gives them great enthusiasm for work.

4. Carry out diversified on-the-job training to provide employees with broad development space.

Training staff is the most critical link in hotel management and hotel culture construction. Carrying out diversified training can make hotel employees more confident in the service process and be able to handle various situations with ease. Employees will make rational choices for all kinds of training, find out the most favorable and suitable training and learning for their own development, and lay the foundation for their career development. We should carefully select and actively cultivate front-line employees, let them freely solve customer problems, reward their good performance, and even give them the responsibility to ensure the completion of tasks, which can make them feel highly confident and satisfied.

Through diversified training, employees can not only enhance their working ability, but also with the improvement of their ability, managers can delegate more responsibilities and powers to front-line employees, so that they can feel their own development and improvement, and at the same time provide them with more development space and opportunities.

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