Spiritual motivation methods for restaurant and hotel employees

(1) Caring and motivation

Managers should try to understand as much as possible about employees’ various aspects, such as physical condition, family difficulties, physical condition of relatives, personal work aspirations, and abilities. Strengths and shortcomings, the distance to and from get off work, transportation convenience, etc., often provide care and help, and do the work with a human touch, so that employees feel that their superiors do not regard themselves as just a working machine, but truly respect themselves as human beings. , to care. This motivational method has a positive, strong and lasting effect on employees' emotions, and can have a positive and effective impact on cultivating employees' work enthusiasm and good work motivation.

(2) Growth incentives

Managers should create more opportunities for employees to display their talents, so that people can make the best use of their talents, and should help employees find opportunities to display their talents in ordinary work. In addition, we must also comply with employees' desires for self-realization and help solve their lack of ability. Proactively provide them with various opportunities to gain knowledge and increase their talents, and cultivate and strengthen employees' confidence in their work. Growth (talent) incentives generally include: taking advantage of various opportunities to selectively send employees to colleges and training centers at all levels to study; sending employees home and abroad for inspection and further study; and providing employees with corresponding professional skills in a timely manner after they have acquired certain abilities through further studies. job title.

(3) Trust motivation

Only when employees feel that their bosses trust them can employees maximize their intelligence and enthusiasm. Contribute your own strength to the prosperity of this enterprise. To do this, certain methods must be adopted.

1. Let employees directly understand the intentions of catering managers and clarify the company's business goals and entire production plan. Catering managers implement an open-door policy, maintain close contact with employees, frequently solicit opinions from employees, have conversations with employees, and turn managers' intentions into employees' actions.

2. Let employees manage themselves. Let employees regard the company as their own industry and stimulate their sense of ownership.

3. Be able to tolerate mistakes and allow employees who make mistakes a chance to correct them.

Generally speaking, the stronger the ability, the greater the ambition, and the more people do, the more opportunities they have to make mistakes. If people are not allowed to make mistakes, it means that people are not allowed to do things. Don't distrust others because they have made mistakes in the past. This is conducive to motivating their enthusiasm and enthusiasm for work.

(4) Image motivation

Employees generally have high expectations of managers. If the manager's image is respectable and trustworthy, the employee's enthusiasm for work can be at least guaranteed. If a manager has an image of being selfish, demanding, nepotistic, and unfair in the minds of employees, it will greatly affect employees' work enthusiasm. To mobilize the enthusiasm of employees, relying on strong control will not be effective. Only when managers' actions are psychologically recognized by employees, will employees be willing to follow them in entrepreneurship. Only when employees follow managers who are public-minded, honest and fair can their own interests be protected, their diligence will be rewarded, they will be recognized and respected, and they will have a real future. No business manager should ever ignore the motivational role of his or her own image.

(5) Honor Incentive

Not seeking advancement is not a personal reason, the main reason is the environment. Judging from the basic psychological characteristics of people, everyone hopes to be respected by others and has a sense of honor and pride. Honor incentive is to award an honorary title to employees who have made outstanding contributions, and to stimulate their work enthusiasm and sense of responsibility and obligation to the enterprise and work. Encourage those who have not received honorary titles to work hard and strive to gain recognition from the organization and respect from everyone with outstanding results. The honorary titles set up in hotels include: Outstanding Employee, Smiling Ambassador, Service Star, Advanced Worker, Model of Spiritual Civilization, Top Ten Service Officers, Model Worker, etc.

The following points should be noted when awarding honorary titles:

1. Winners of honorary titles must have outstanding achievements recognized by the masses.

2. The selection criteria are clear, the facts are sufficient, and the public participates in the selection and is willing to accept it.

3. Vigorous publicity and ceremonies should be held before and after the selection of honorary titles to maximize its influence.

4. Honorary titles should also be linked to material benefits, so that the incentive effect will be stronger.

(6) Promotion incentives

Promotion refers to giving a certain position or promotion. Promotion shows that the individual's value is increasing, and the individual has to shoulder heavier burdens and assume more important responsibilities. It will also bring higher social status and reputation.

Promotion should be equal to all employees, and opportunities should be equal, so that promotion becomes a goal that everyone can pursue and plays an motivating role.

(7) Goal incentives

Goals are specific purpose requirements. The goal system of a hotel includes overall goals, department goals and personal goals. These three-level goals should be consistent up and down. In addition, attention should be paid to target incentives:

1. Goals at all levels are clear and specific, closely related to employees and motivating.

2. The goals are scientific and reasonable, and employees can achieve them through hard work.

3. Goals must be staged so that incentives can be timely.

4. After reaching the goal, the departments related to personal interests must cash in in a timely manner, so that the incentive can truly work.

(8) Incentives of the same destiny

The hotel and its employees rely on each other and become one and the same destiny. The basis of the unity of destiny is that the hotel and its employees have the same goals, depend on each other, recognize each other, and integrate with each other. The reputation, status, efficiency, and future of the hotel are closely related to personal interests. For the prosperity of the hotel and for their own future, employees will actively work hard with the same destiny as one body. Incentives to inspire people with a shared destiny include the following:

1. Hotels often instill the idea of ??a shared destiny into their employees.

2. Implement democratic management, allow employees to participate in various decision-making as much as possible, and establish employees’ ownership status.

3. Create a good corporate culture and store style to make employees feel comfortable working in the hotel.

4. Managers at all levels should lead by example and influence employees with their sense of responsibility for the hotel and their shared destiny with the hotel.

5. Support employees at work and help them solve problems.

6. Care about employees in daily life and do practical things for them.

7. Carry out various forms of collective activities to make employees feel the warmth of the collective.

8. Communicate ideas and harmonize feelings with employees.