Kneel for the paper "The Role of Human Resource Management in Hotels"

Talking about Hotel Human Resource Management

Since 1980s, foreign capital has entered the hotel industry in China, and now there are quite a few hotels in China managed by foreign capital. Introducing the management of foreign hotel management groups is also an indispensable step for the self-growth of China hotel industry. As one of the important signs of China's tourism reform and opening up, foreign-related hotels have entered a new period of mature operation and rapid expansion from tentative development after nearly 20 years of development. Since the 1980s, foreign capital has entered the hotel industry in China, and now it has gone abroad.

The number of hotels in China managed by Fang is quite large, and foreign hotel management groups have been introduced.

Management is also an indispensable step in the self-growth of China hotel industry. Foreign management

As one of the important symbols of China's tourism reform and opening-up, hotels have developed for nearly 20 years.

Exhibition has entered a new period of mature operation and rapid expansion from tentative development. These wines

The store has changed from focusing only on the foreign guest market in the past to focusing on both domestic and international markets, from a major city.

The city is striding towards a second-class city, expanding from coastal areas to inland areas, and starting to invest in China hotels.

The all-round influence of the industry. There are two reasons for the successful operation of foreign hotel management: one is policy.

In addition to preferential treatment, we also make full use of human resources to gain a competitive advantage.

It also plays an important role. At present, several major groups in Chinese mainland are managed by foreign parties.

Hotels such as Shangri-La, Holiday, Sheraton, Marriott and Hilton. Its human resource management

The experience worth learning in the world is as follows:

First of all, the employment system is more flexible and scientific. With the support of local governments,

There are basically no restrictions on recruiting talents for foreign-funded hotels in the international scope, and because

The implementation of the contract system makes the employment and dismissal of personnel more flexible. Especially influenced by nepotism.

Small, more scientific personnel arrangement.

Secondly, foreign management hotels generally attach importance to staff training. Almost all foreign political parties

Management hotels have independent training departments, and some also set up special training schools, or

I contacted relevant universities at home and abroad to train employees, hoping to improve employees through training.

Quality, so as to improve the competitiveness of the hotel.

Third, in terms of employee treatment, foreign-funded hotels are slightly generous. The first is the payment book.

The salary of local employees is basically higher than or equal to the industry average, followed by China employees.

In the compensation plan, it is easier to make decisions based on your own business performance. Many of them.

Due to the investment subject, hotels managed by Fang often need the approval of higher authorities, so it is difficult for enterprises to be independent.

Make a decision.

Although due to the implementation of mature human resource management policies, most external forces are responsible.

Li Hotel has achieved strong competitiveness in the market, but operates hotels abroad.

There are still some problems in the actual human resource management:

First, the salary model caused by cultural differences is difficult to implement.

Personal performance reward system is a common practice in foreign hotel industry, which

On the basis of effective assessment of employee performance, salary reward is linked to the assessment results.

Hook system can mobilize the enthusiasm of employees to the maximum extent and give full play to their potential.

Yes However, most China employees are concerned about the salary model table linked to the current position and position.

Express satisfaction. Influenced by China's traditional culture, China people think that interpersonal relationship is harmonious.

What is important is that this egalitarian distribution model can just maintain harmonious interpersonal relationships, and a.

Performance pay system may destroy this harmony, so its implementation is hindered.

The second is the service quality problem caused by the low quality of employees.

Although the quality of hotel employees in China has been greatly improved, it is still not as good as domestic and foreign guests.

Compared with people's increasingly personalized needs, the quality and skills of hotel employees are far from meeting the requirements.

Beg. The main reason is that employees generally have low academic qualifications and have not mastered the necessary skills, such as foreign languages;

Moreover, due to the influence of traditional ideas, most employees have no sense of identity and identity with their work.

As a service industry, the lack of corresponding professional ethics and professionalism leads to service.

Service attitude and service skills are not satisfactory-therefore, the quality of hotel staff needs to be improved urgently.

Third, the brain drain caused by employee job-hopping

Due to the openness and flexibility of foreign hotel management and employment system, employees flow.

This ratio has been very high, although it declined in the 1990s, but the existence of another phenomenon also makes people.

Worry is that the loss is mainly concentrated in middle and high-level employees, especially college students who resign.

The high proportion leads many hotel human resources departments to tend to vocational high schools when recruiting employees.

Students don't want college students. This is undoubtedly true for the hotel industry with low quality of its own employees.

Worse, a vicious circle.

Fourthly, it will take a long time for China's management talents to really mature.

Although many China management talents have rich practical experience, due to the total

The level of sports is not high, and the ability of decision-making, management and overall strategy is still mastered.

Need to be further improved. Especially those who have overseas study and work experience are lacking.

Western systems and cultures have advanced talents with deep understanding. In addition, some employees "serve foreign countries"

"Not accepting the inside" has also brought some obstacles to the Chinese managers to carry out their work.

The scientific theory of human resources system assumes that people are naturally diligent, in a normal and correct way.

In an environment where there is no limit to the development of talents, everyone can take the initiative, be independent, stand on their own feet and be among employees.

It contains rich wisdom and innovative spirit to solve various problems faced by organizations. in this

Suppose, simply put, that hotels can retain employees to the maximum extent and stimulate their enthusiasm.

It can be summarized as: reasonable salary, promising career prospects and pleasant working atmosphere.

Surround yourself with opportunities for continuous learning and improvement. Therefore, in view of the above points, the author thinks that hotel people

Power resource managers should pay special attention to the following aspects:

First, adopt the "personality characteristics employment method". Improper selection of employees leads to job-hopping and brain drain.

The primary reason of staff turnover directly leads to the rising cost of hotel human resource management. because

When selecting employees, hotels should first subdivide the vacant positions according to the positions.

Choose employees who meet their personality requirements according to different characteristics. In addition, hire people who are passionate and fast.

Happy and friendly employees are always the right choice. Ritz? Carlton Hotel adopts the height prediction method.

After the job candidates are determined, they are carefully selected through the "personality characteristics employment method", and each position

The staff in this position is very efficient. They not only spare no effort to satisfy customers, but also can

Participate in the planning of your own work field. In the past few years, Liz? Carlton

The hotel reduced the staff turnover rate by nearly half.

Second, the core competence should be implanted into the human resources system, which will completely change the traditional salary design theory.

Reading. The traditional salary system can only eliminate employees' dissatisfaction, but it can't motivate employees.

Purpose. Therefore, salary should be linked to ability and job performance to motivate employees.

Machine. First of all, we should make clear the hotel's business strategy. For example, the business strategy of Holiday Inn is "improvement"

Turnover, make the operation successful, rebuild the unified function, consolidate the foundation of the hotel and cultivate Excellence

Show corporate culture and further explore strategic advantages. "Then, I will discuss the personal abilities found in the interview.

Carrying out certification proves that it contributes to the success of hotel management strategy. And then put the core competitiveness and

Human resources system integration, only the ability is completely integrated into all systems. Including recruitment.

Recruitment, training, performance evaluation, reward, leadership development, succession planning and career planning.

Achieve the greatest success. Finally, the salary system is established according to the ability, and the ability system is analyzed.

Introduce the cognitive environment of new employees and clarify the expectations of the hotel. Holiday Inn Ambassador

With the ability system, the corporate culture of overseas subsidiaries has been successfully transformed and human resources have been achieved.

The source strategy is consistent with the company's strategy and salary system, and the profit has been increasing for five years.

Long, high customer satisfaction, low employee turnover rate.

Third, employee career planning. Hotels should design career development for each employee.

Planning; In particular, there should be a set of clear rules for the career development of high-quality talents such as college students.

Plan so that it can see the direction and goal of future development. When recruiting, you should choose

College students who have potential and love hotel work are divided according to their personality characteristics and hobbies.

Assign to a certain department and give it a period of grassroots work exercise. If it reaches a certain level,

Indicators, and through the examination, can be promoted to a certain position, so that through continuous training.

And will be able to create excellent management talents for the hotel. Foreign management companies can also

Providing certain overseas training experience, such a career development plan will certainly be greatly affected.

The welcome of students.

Fourth, cross-training. Cross-training is a kind of training for employees by receiving additional service skills.

Training to meet the needs of more than one job has become more and more westernized.

As an important starting point to maintain the quality advantage of personnel and improve the service quality and competitiveness, Fangfang Hotel.

Duan. The implementation of cross-training will help hotels to control costs more effectively in the tourist season.

A sudden increase in workload or employees' illness, vacation, and extra demand from customers lead to working in a hotel.

Make up the vacancy in time. At the same time, it can also reduce the job-hopping rate of employees. 1] human resource management training information [J]. Human resource development, 2005, (03)

[2] Introduction to New Books on Human Resource Management [J]. Human Resource Development, 2005, (10)

[3] Zhou Bin. On the object of human resource management [J]. Friends of Accounting, 2005, (03)

[4] Hu Qunfeng, Ouyang, Qu. Comparison of human resource management between the United States and Japan and its reference to China [J]. Jiangsu Business Theory, 2005, (02)

[5] Pei Chunxiu, Ou. Systematic thinking in human resource management [J]. Economic Research Reference, 2005, (65)

[6] "Professor Liao Quanwen's" Human Resource Management "column essay award announcement [J]. Human resource development, 2005, (10)

[7] Fan Yao, Zhang Yun. Measuring the use of human resources [J]. Human Resources, 2005, (04)

[8] Three-point technology, Seven-point management and Six Methods in foreign countries [J]. Human resources development, 2005, (1 1)

[9] Human resource management training information [J]. Human resource development, 2004, (Z 1)

[10] Eight Mistakes in Yang's Human Resource Management [J]. China SMEs, 2005, (06)