On the development trend of human resource management combined with the development of tourism

Tourism enterprises need to develop human resources as a whole. The main body of enterprise human resources development is the whole enterprise, which will involve the management system of the whole enterprise. Therefore, the human resource development of an enterprise is actually a holistic human resource development, and almost all departments and personnel of the enterprise have such functions and responsibilities, and all work links contain the content of human resource development. Because of this, many tourism enterprises have put forward the concepts of "the manager is the trainer", "the general manager is the chief trainer, and the department manager is the trainer of the department", and "training employees is an important indicator to evaluate each manager", which has formed a good atmosphere for overall development within the enterprise. Starting point: the allocation and development of human resources is the first element of an enterprise. Limited resources determine that human resources should be optimized first in the development process to maximize the individual and group interests of employees. The allocation of human resources in tourism enterprises includes three aspects: posts, personnel and personnel. Post allocation. Post is the unit of work division, and the organic combination of each post constitutes an effective organization, so post allocation is the basis of human resource allocation. The post setting of an enterprise cannot be fixed, and it should be constantly adjusted according to the changes in the business environment and mode of operation of the enterprise. For example, some hotels have set up new positions such as customer relationship manager and computer technology lecturer to meet customer requirements. To set up posts scientifically and reasonably, it is important to formulate clear post specifications based on post analysis and stipulate the responsibilities, qualifications and conditions of each post. Only in this way can the recruitment, assessment, training and promotion of employees have a basis. However, at present, tourism enterprises lack initiative and creativity in this work, and some have not even brought this work into the scope of human resources development. Due to the lack of necessary job analysis and job design, some tourism enterprises still have the phenomenon of determining people by things and posts. In particular, there are still many enterprises, once the jobs are fixed, no matter how the business strategy and direction are adjusted, they will not change in time, thus affecting and restricting the overall operation and development of enterprises. Organizational structure. The organization and allocation of human resources should fully consider the personal interests of enterprises and employees, and seek a reasonable combination of employees and positions, employees and working environment, employees and working conditions, and employees and working hours to reduce labor costs. For example, employees with different abilities and personalities should be assigned to different posts, and various forms of employment, flexible work arrangements and compact work arrangements can also be adopted in time allocation. Of course, the labor tools and materials used in a certain position must also be suitable for the personal situation of employees. For example, people who have allergic reactions to the chemical components in washing products are undoubtedly unable to arrange washing work for them. In addition, in the process of organizational configuration, we should also pay attention to the reasonable arrangement of the number of employees according to the work situation of each department, rather than within an enterprise, some departments have their employees as busy as a bee, while others have nothing to do. Uneven busy and idle is a taboo for organizations to allocate human resources, because it will not only undermine fairness and justice within the organization, but also dampen the enthusiasm of employees. Staffing. Staffing includes personal configuration and group configuration. Personal assignment requires ensuring the quality of entry according to the actual situation of the enterprise and job requirements. You can take the compulsory examination for every entry, and comprehensively use written examination, interview and quality evaluation to focus on the comprehensive quality and development potential of employees. Group allocation should follow the principle of heterogeneity, that is, it is necessary to seek qualitative differences in personality, temperament, knowledge, intelligence, age, etc. between the leading bodies of enterprises and individual employees of various departments, and form a reasonable knowledge structure, academic structure, professional title structure, age structure, gender structure, etc., so as to give full play to the complementary and upgrading role of various personnel in their work. However, many tourism enterprises often pay more attention to homogeneity and less attention to heterogeneity when allocating employees. For example, some hotels will put forward conditions such as studying hotel major and having hotel work experience at the same level when recruiting employees. Because the experience and knowledge structure are similar, even they all graduated from the same school, and have worked in hotels for many years, there is little exchange and collision between employees, which is actually unfavorable for innovation and improvement. Therefore, some large foreign companies will consciously recruit graduates from various majors when recruiting employees. For example, General Motors of the United States recruits some doctoral students majoring in philosophy every year, and Hyatt Hotels Group recruits college students majoring in sociology. So as to promote the innovation of enterprise management and enhance the sustainable development ability of enterprises through the ideological collision of different professionals. Difficulties: Utilization, development and utilization are also a kind of development, and rational utilization of human resources is the fundamental guarantee for the sustainable development of tourism enterprises. Facing the new situation of enterprise system reform and the development of knowledge economy, there is a relative shortage of tourism talents. Tourism enterprises should not only have new requirements, but also have new ways to use human resources. With the new requirements of development. First, we should establish a new concept of talent use. Under the condition of knowledge economy, "knowledge-driven" is more important than "money-driven" What employees pursue is not only an ideal job with high salary, but also a promising career or occupation. Therefore, tourism enterprises should change the old idea that employees can be satisfied with high salaries, focus on their career development, and make their own values constantly improve with the development of enterprises, so that the "human feelings" and "talents" of enterprises can truly become "talents" and "human wealth". Second, there must be new measures in the process of use. Once employees are hired and trained, they will use people's knowledge and responsibilities and be given challenging tasks, so that employees can truly feel the embodiment of value in their work, give full play to their talents and maximize the benefits of employees' use and development. The third is to adhere to the "people-oriented". Care for employees according to "economic man", meet the basic needs of employees materially, and strive to make employees' efforts consistent with their income; Treating employees with "social people" is essentially a change from "making people adapt to things" to "people-centered" use and management; Cultivate employees with "cultural people" and strengthen training, so that employees can continue to receive education and training in new knowledge and skills. A new breakthrough in the way of use. First, don't stick to the old ways, encourage fair competition, overcome the psychology of seeking perfection and blame, give full play to the strengths of employees, dare to break through various occupational boundaries, age boundaries and qualifications boundaries, and promote more creative and pioneering young employees. The second is to establish an internal employee flow mechanism, and regularly rotate employees' posts and departments to promote employees' success. This also helps employees to fully consider the overall interests of the enterprise in the process of work, break down the barriers between departments and posts, and improve the overall efficiency of the enterprise. Third, advocate the socialization of employment channels, integrate all kinds of social human resources for tourism enterprises to use, not for everything, but for use, and improve the comprehensive employment benefits of enterprises. Focus: Training and Development According to a survey, among the 65,438+000 large companies in the world, 70% believe that the biggest obstacle to the sustained growth of enterprises is the lack of trained employees. There are also statistics showing that 60% of the problems in hotels are caused by the lack of training of employees. Training is the core content of human resources development in enterprises. Any tourism enterprise should provide all kinds of training for employees when they encounter poor performance, increasing service complaints, declining service quality, sudden increase in operating costs and equipment renewal. In order to truly improve the business activities of enterprises, improve the comprehensive quality of employees and promote the long-term development of enterprises, enterprise training should not only be combined with the management and use of employees, but also be reformed and innovated in content and form to improve practicality and pertinence. Content innovation. Influenced by the traditional way of thinking, the training content of tourism enterprises is still limited by job operation skills, professional knowledge and corporate culture. The innovation of training content requires tourism enterprises to break through the original "one-dimensional training" and develop in the direction of "multi-dimensional training", and integrate life skills, innovative thinking, potential development, team spirit, stress management and professional ethics into the training content of enterprise employees, so that employees can really learn how to learn, how to work and how to live during training, thus enhancing the connotation of enterprise training. In particular, the cultivation of employees' creativity should be taken as an important training content. At the same time, the training should also pay attention to the emerging skills needed for the future development of tourism enterprises, such as information processing ability, interpersonal communication ability, problem-solving ability, innovation ability, computer skills and so on. Method innovation. The training mode changes from single to diversified, that is, different training modes are adopted according to different training objectives and different training objects, from indoctrination to interaction, sharing, experience and participation, so as to improve the communication between trainers and trainees; The training form should be changed from traditional to scientific, and various ways should be adopted, such as pre-job training, job transfer training, cross-training and promotion training. Enterprises should change from decentralized training to systematic training, integrate various resources and establish a complete training system. Organizational innovation. Training should be devoted to establishing learning organizations and learning enterprises, and promote enterprises to realize three changes, namely, from "asking me to learn" to "I want to learn", from "individual learning" to "collective learning" and from "one-time learning" to "lifelong learning". In this way, our tourism enterprises can accumulate professional ability in the atmosphere of mutual guidance and encouragement, and realize sustainable development. Hot spot: The effect and level of motivating and developing employees depends on their working ability and attitude. Working ability can be improved through training, while working attitude can only be changed through motivation, so motivation is one of the important goals of human resource development. But what puzzles many tourism enterprises now is that they have spent a lot of money to establish and implement a series of employee incentive systems, but with little effect, employees still lack a kind of enthusiasm and enthusiasm for their work. The main reason is that the incentive content and methods are relatively simple. Psychological research shows that the most important motivating factors for employees are: ① sense of accomplishment (43% mentioned rate), ② being appreciated and praised (33%), ③ the job itself (26%), ④ having certain responsibilities (23%), ⑤ promotion opportunities (265,438+0%), and ⑤ salary (65,438+00%). Further analysis shows that even though wages are sometimes regarded as an important factor of satisfaction, they are always related to other factors. Therefore, incentives should not only be timely, fair, just and open, but also be generated in employees' minds to meet their internal needs, with positive reinforcement as the mainstay, so as to have better results. According to the needs of employees, the incentive of tourism enterprises can be carried out in many ways. Work motivation. The purpose of work motivation is to hope that employees can find pleasure in the work itself and regard the work as their internal needs. Therefore, enterprises should pay attention to diversity (such as job rotation), certainty (employees have the opportunity to see their achievements), integrity (don't let employees only take up half of the work) and importance (let employees know that their work is not just to make money, but also to bear certain responsibilities), and at the same time, give employees enough autonomy in their work and give timely feedback on their work. Target motive. Without a goal, there is no management, and management is a process of approaching the goal step by step. Goals are the direction of efforts, and clear and appropriate goals can give employees great incentives. Therefore, enterprises should constantly set visible and achievable goals for employees, actively guide employees' personal goals in the same direction as enterprise goals, and make employees' personal interests consistent with the collective interests of enterprises. In addition, there should be a deadline for setting goals, and feedback should be given to employees constantly, pointing out the degree to which the goals are achieved or close. However, it is worth noting that goals that are too high and too far away will not have much incentive for employees. Environmental incentives. A good environment is a good incentive for employees. Specifically, the environment includes institutional environment, working environment, interpersonal environment and psychological environment. Therefore, all kinds of rules and regulations formulated by enterprises should be conducive to healthy competition between employees and departments, and bring certain pressure and motivation to their work; Managers of enterprises and staff of human resources departments should always care about employees' work, study and life, help employees solve problems, create a good working, interpersonal and psychological atmosphere in enterprises, and let employees work in a relaxed, harmonious and upward environment. Participate in incentives. Every employee wants to participate in management, and employees of tourism enterprises are no exception. They always want to have a say in enterprise management. Therefore, managers of tourism enterprises and staff of human resources departments should be good at giving employees opportunities to participate in management, decision-making and express their opinions, enhancing employees' awareness of participation, and encouraging employees to make suggestions and suggestions for the operation and development of enterprises. Honor incentive. Everyone has a sense of honor, and giving certain honors has a certain incentive effect on employees. Therefore, enterprises should try their best to make employees feel and appreciate the sublimity of honor and set certain honors to motivate employees. When employees get some honor for their outstanding performance, they should be respected by all enterprises, including the general manager. In a sense, dignity can produce productivity, which is also the connotation of honor incentive.