How to solve the management problem of hotel staff

Hotel competition, first of all, is the competition of human resources. If a hotel wants to win in the competition, it must do a good job in human resource management, and staff management is the pillar of hotel industry development. This paper analyzes the main obstacles of hotel development and the problem of poor staff management, and discusses the methods to solve the problem of staff management. With the continuous development of China's economy, people's disposable income is also increasing, and their consumption consciousness is becoming more and more mature. Tourism has become an important holiday activity for China residents. According to statistics, in 1994, China's tourism income was1023.5 billion yuan, but in 2006 it reached 622.97 billion yuan. In this year's new holiday plan, although the "May Day" Golden Week was cancelled, it was followed by more small Golden Weeks. With the vigorous development of tourism and fierce competition in the hotel industry, one of the key factors to win in the fierce competition is the management of employees. I. Problems in Hotel Staff Management In the hotel industry, human resources are one of the most important resources for enterprises. In other words, hotel management is mainly the management of human resources. In the daily work of the hotel, employees are in direct contact with customers at the front line. Employees' working attitudes and emotions directly affect customers' satisfaction with the hotel. In order to provide reliable and high-quality service for customers, hotels must put employees first, fully consider their needs and cultivate first-class employees. Therefore, hotel staff management is the pillar of hotel development, and the main obstacle to hotel development comes from poor staff management. (1) Lack of management professionals In hotel management, there is a general phenomenon of lack of management talents. In most hotels, especially small and medium-sized hotels, as far as middle managers are concerned, their academic qualifications are mostly at the level of secondary vocational education and junior college education. In addition, in China's education system, especially in colleges and universities, there are not many hotel management majors. Even if there are related majors, most of them belong to operational skills, lacking training in hotel management concepts and skills. Therefore, hotels especially lack high-level professional management talents. (II) Imperfect incentive mechanism The hotel's imperfect incentive mechanism is reflected in two aspects. The first is material incentives. Hotel employees, especially grass-roots employees, have low wages and welfare benefits and long working hours, which seriously affects their enthusiasm for work. Grassroots staff face to face with customers and directly serve hotel customers. It directly affects customers' satisfaction with the hotel. To improve customer satisfaction, the first task is to improve employees' working mood, and improving employees' working mood is also based on strengthening material incentives for employees. The imperfection of hotel incentive mechanism is also reflected in spiritual incentive. Because employees not only need material benefits such as salary, bonus, allowance, welfare and stock options, but also need spiritual benefits such as work ability, sense of accomplishment, sense of responsibility, attention, influence, personal growth and valuable contribution. Hotels can improve employees' satisfaction with psychotherapy through humanized management, such as giving employees the right to manage and control their own work freedom, and can also effectively improve employees' satisfaction with psychotherapy. (3) Strong employee mobility The hotel industry is an industry with strong employee mobility. The mobility of employees is influenced by many factors. First of all, material conditions and spiritual incentives affect employees' stay. Consistent with the above, the salary, welfare and allowance of hotel employees are low, and they lack spiritual treatment. As a result, employees are highly mobile. Second, low social status. Hotel employees have a low social status in China at this stage. Whether working in an ordinary hotel or a five-star hotel, all walks of life have misunderstandings about hotel staff. I think working in a hotel is a service job, inferior and unseemly. So the social status of hotel employees is low. Third, the personnel structure is younger. Especially the grass-roots employees, most of them are in their teens and twenties. Young people are uncertain and don't want to start at the grassroots level, so their stability is relatively low. Fourth, lack of training, a considerable number of hotel employees have the desire to learn and make progress, but when the hotel can't satisfy their desire to learn and make progress, they often leave to find a place that can meet their needs. Finally, labor relations are unstable. The labor relationship between hotel employees and hotels lacks the corresponding guarantee system. It leads to unstable labor relations and is easy to cause employees to leave their jobs. Second, hotel staff management measures There are various problems in hotel staff management, and hotel managers should propose solutions to these problems. (1) Strengthen the professional training of hotel management. On the one hand, the lack of hotel management talents is caused by the professional structure of higher education system, on the other hand, the lack of professional training of hotels themselves. The training of hotel staff is an integral part of staff education. Staff training can not only strengthen staff management and professional skills, but also meet the growing demand for knowledge management and progress, which is conducive to the stability of employees. However, some existing hotels, except a few high-grade hotels, many low-star hotels lack internal training. In particular, there is a lack of training for management talents. Insufficient training funds or lack of systematic norms make it difficult to effectively improve the professional quality and moral quality of employees. In order to improve the staff's ability and enhance the hotel's competitiveness, the hotel human resources department should include staff training, especially the training of managers, attach importance to the further study of hotel managers, formulate corresponding training plans, not only carry out extensive pre-job training, but also pay attention to selecting excellent and potential waiters and managers for theoretical system training and out-of-town training. Many foreign hotels attract a large number of outstanding talents from domestic hotels by providing better training and development opportunities for their employees. Only high-quality employees can improve the competitiveness of hotels. (2) Establish a sound performance management system. Domestic hotels have begun to pay attention to employee performance management, but the systematic understanding of performance management is only in the early stage. Most hotels have not formed a complete performance management system, and some even have no rules and regulations for regular performance appraisal. They only formulated simple reward and punishment regulations, and immediately assessed and rewarded behaviors involving employees' work attitude, service skills and service quality. , and clearly defined the level and method of punishment, only listed the reward behavior. A perfect performance management system can effectively improve the incentive effect. The design of hotel employee performance management system should take the purpose of hotel performance management as the starting point, which should not only benefit high-performance old employees, but also continuously introduce new talents. Through effective employee performance management, accurate evaluation of employees' personal performance is the basis of motivation, which can increase the accuracy and efficiency of motivation, establish a hierarchical and classified employee performance evaluation system, adopt different evaluation contents and implement different evaluation methods for different employees. Understand the inherent potential and shortcomings of employees, strive to achieve personalized evaluation of employees, give full play to the maximum effect of performance evaluation, and promote the continuous improvement of employees' work performance, so as to realize the * * * development of hotels and employees. (3) The establishment and dissemination of hotel corporate culture is conducive to enhancing the centripetal force and cohesion of hotel employees and the stability of employees. For China hotel enterprises and the hotel market, the strength of hotel culture is mainly reflected by the behavioral influence of entrepreneurs and professional managers. Therefore, hotel culture should be the professional concept group of employees, including entrepreneurs, the accumulation of enterprise history and the inheritance of ceremonies, and the moral basis of market competition and management industry. Hotel culture belongs to the intangible assets of the hotel. Only by transforming this valuable intangible asset into concrete practice can the cohesion and centripetal force of the hotel be continuously enhanced and become the core of the hotel's common values. It is the foundation of hotel culture construction and management to continuously improve the quality of employees through the rational allocation of talents. We should strive to build a group of high-quality employees and personalized business style, so that the corporate culture can be truly implemented. Hotel culture is not empty, but real, and must start from the foundation and managers. Hotel culture is reflected in the layout of the hotel environment, in the publicity of guests, and in the daily management behavior of hotel employees, especially managers. The constant innovation of hotel daily behavior is the most effective carrier of corporate culture. It is these subtle service behaviors that reflect the corporate culture of hotel groups starting from customer needs everywhere. Hotel enterprises committed to the construction of corporate culture should also seize the time to do a good job in the code of conduct for employees at different levels and in different regions, especially the code of conduct for managers, the code of etiquette for employees' social places, and the long-term code to improve the cultural quality of employees. As long as the employees in the hotel form a unified standard and consistent values, the cohesion between employees will be enhanced. In hotel management, we should do a good job in human resources management, improve employee satisfaction, enhance employee stability, put employees first, fully consider employee needs, and cultivate first-class employees.