The management philosophy of Sheraton Hotel

Abstract: In the 21st century, the global hotel industry will face a strategic change in the hotel industry brought about by talents and technology. The dominant factor in the sustainable development of the hotel industry in the future is the "human" factor, but For my purpose, most human resource management in the hotel industry still remains in the "things"-centered management model. This article discusses and analyzes the human resources management of international hotels that have already implemented humanized management, and points out the experiences and application methods that our hotel human resources management can learn from. The people-oriented principle of humanized management can enable the hotel to strengthen its own internal cohesion and improve the hotel's competitiveness, which will inevitably become a trend. Keywords: International experience of humanized management in the hotel industry, school-enterprise cooperation. The global hotel industry is facing a change in talent and technology. During the rapid development, many hotels in our country generally have the following problems: shortage of human resources, low academic level, The training work is not highly targeted, the incentives are single, and the social security mechanism is imperfect. These problems all restrict the development of my country's hotel industry, and most of these problems are caused by the traditional "things"-centered management model. of. At this time, humanized management, a management model that takes "people" as the core resource of the enterprise and develops human potential as the main management task, becomes increasingly important. Foreign hotels have earlier applied humanistic management to the hotel's human resources management process, and have also produced many tried-and-tested experiences. This article focuses on discussing these international experiences for our country's hotel industry to think about and learn from. 1. Implement the concept of “employees first” 1. Respect employees and treat them well. Respecting employees is the basis for implementing people-oriented management. Employees are not simple labor costs, but sustainable human resources and resources that can continuously generate returns. human capital. The embodiment of respecting employees is: communicating more with employees, listening to their opinions and paying attention to their ideas. Managers need to openly show concern and support for their employees and let employees understand that they are vital to the success of their departments and the entire enterprise. These practices send an important message to employees: they are important and the hotel values ??them. The motto of the Ritz Hotel Group: We are ladies and gentlemen who serve the ladies and gentlemen, this purpose has deeply penetrated into every management of the company. Marriott's management style is based on the creed of "employees first, customers second". When employees are respected, they will be more confident, interested and satisfied with their work. We should vigorously advocate the concept of "humanized management, employees first" and make the idea of ??"only happy employees can have happy guests" deeply rooted in the hearts of every hotel manager. As some scholars said, "Those seemingly inconspicuous ordinary employees dominate the destiny of the enterprise and control the rise and fall of the enterprise." 2. Advocate emotional management Emotional and institutional management are not incompatible , the combination of the two embodies the management approach of combining hardness and softness. As the overall quality of employees improves day by day, system management should be gradually weakened and emotional management strengthened. It emphasizes that management should pay attention to "human touch" and supervisors should have a caring heart towards their subordinates. Emotional management is not only reflected in the work of employees. Managers should also pay more attention to employees in their daily lives, provide employees with various conveniences, and relieve employees of their worries. For example, first of all, managers should attach great importance to the construction of employee dormitories and employee restaurants, provide employees with various cultural and sports activities venues, enrich employees' spare time spiritual life, and truly create a "home away from home" for employees. Secondly, managers should also be emotionally invested in their employees. Send greeting cards, gifts and other blessings to employees on holidays and birthdays; provide childcare and family care services to employees who have family worries. If employees have any difficulties at home, they should try their best to provide support and help. In addition, hotels can also consider the special needs of some employees and provide employees with flexible working hours, work sharing, etc. to facilitate employees. In addition, advocating emotional management should also strengthen communication and dialogue with employees, and be honest with each other. Employees who lack the opportunity to express their thoughts often feel abandoned and the resulting loneliness makes it difficult to establish an intimate relationship with the hotel. When these employees who are in direct contact with customers know that their opinions are valued by the hotel as much as customers, their work enthusiasm will be greatly improved.

Western hotels pay special attention to information sharing, which is mainly reflected in: allowing employees to understand the hotel's operating performance, financial goals, long-term goals, new technology information, business philosophy, etc.; allowing employees to use customer information as the basis for personalized services; Ensure smooth and timely uploading, distributing and lateral flow of hotel information, and strengthen internal communication. Creating a home-like feeling and environment for employees is one of the many reasons for the success of world-renowned hotel management groups with successful management. Marriott's management philosophy is "take care of your employees, your employees will take care of your guests, and your guests will keep coming back." What Marriott's managers have to do is take care of their employees. Make employees happy. Marriott cares about employees' immediate compensation and benefits to humanistic care, from comprehensive training to providing personal development opportunities, from fair treatment to open communication, all in order to make employees happy. 3. Authorization: Authorizing subordinates is a sign of trust and motivation for those being managed. If employees only obey orders from their superiors but have no decision-making power