How to establish hotel performance appraisal system

I. Introduction Performance appraisal, also known as performance appraisal, is a process of collecting, analyzing and transmitting information about individuals' performance and work achievements in their jobs; It is a process that the evaluation subject uses scientific methods to evaluate the completion of employees' work tasks, the performance of employees' job responsibilities and the development of employees, and feeds back the evaluation results to employees. Performance management is the core and basic work of hotel human resource management and a relatively new management method. It combines the concerns of employees-setting goals, evaluation, employee development and guidance-with the interests of enterprises, and it reflects the degree to which employees perform their duties. Through the systematic evaluation of employees' performance and achievements, the hotel determines employees' treatment, positions and training. Effective performance appraisal is an important link for the hotel to create a good working environment for its employees, and it is of great significance to improve the service quality of the hotel, the enthusiasm of employees, the competitiveness of the hotel and the operational efficiency of the hotel. Second, the problems existing in the performance appraisal of China's hotel industry (I) Obvious seasonality Because the hotel market is affected by internal and external factors such as natural conditions and tourists' leisure time, the operation of the hotel industry has obvious off-season. In the off-season, due to the pressure of operating costs, the hotel industry will do everything possible to reduce the scale of personnel in order to achieve the effect of low-cost operation in the off-season. When the peak season comes, in order to maintain normal business activities, we have to recruit a large number of employees or let employees work overtime. (2) Imbalance between supply and demand In recent years, China's hotel industry has developed rapidly, requiring a large number of hotel management professionals. However, compared with the rapid development of the hotel industry, the growth rate of hotel employees is far below the total demand, and the development of the hotel industry is facing the embarrassment of a serious shortage of talents, which is extremely unsuitable for the rapidly developing tourism market. As a result, the demand for human resources is in short supply, which can not meet the demand for talents for the development of the hotel industry. (3) Unreasonable structure First of all, the hierarchical structure is unreasonable. Due to the low threshold of hotel industry and labor-intensive industry, the hierarchical structure of hotel employees in China is unreasonable, that is, the education level is generally low and the comprehensive quality is not high. Second, the professional structure is unreasonable. At present, the leading bodies of many hotels are promoted from the front line of service and have rich practical experience, but some of them are not from the hotel management major, and their professional structure is unreasonable, their professional aspirations are not strong, their knowledge is narrow, their horizons are not broad, their thinking is unclear, and they lack the will to innovate. Third, the transport capacity structure is unreasonable. At present, the positions and abilities of hotel managers are seriously mismatched. (D) The incentive mechanism is unreasonable. In the process of using the incentive mechanism, the hotel industry attaches importance to the interests of the hotel and despises the personal interests of employees. Because hotel executives are always absorbed in how to increase business income and complete the tasks assigned by superiors, they completely ignore the personal training of subordinates; Attach importance to the development of the organization and despise the personal development of subordinate employees; Attach importance to the management of subordinates and despise the development of subordinates; Attach importance to employees' contribution to the organization and despise employees' personal needs. In this way, hotel employees can't see the space for personal development and lack a sense of accomplishment and belonging. Therefore, it is impossible to mobilize the enthusiasm of employees, let alone creativity. (5) Lack of stability of the talent team Due to the low treatment in the hotel industry, with the rise of various industries in China and the increase of employment opportunities, employees have a strong desire to pursue personal development, and some high-quality talents flow to other more promising industries, thus giving up the opportunity to develop in hotels. As a result, there is a large outflow of talents, and at the same time, due to the regional differences in China's economic development level, a large number of hotel employees flow from the mainland to economically developed coastal areas. In addition, unreasonable incentive mechanism, imperfect management system, seniority and employment system have dampened the enthusiasm of some front-line employees with high labor intensity, heavy work tasks and high quality requirements. As a result, a considerable number of employees leave their jobs, and the brain drain is serious, it is difficult to stabilize talents, which has a serious impact on the normal operation of the hotel. (VI) Low salary and treatment of employees China's hotel industry has entered the era of low profit, which not only puts forward higher requirements for the management level of the hotel industry, but also causes a sharp decline in the profits of the hotel industry. In addition, the investment cost of hardware facilities in hotel industry is high, and it is also a typical labor-intensive industry, which makes the investment cost high and the salary of employees generally low.