Incentive mechanism of hotel staff

Nowadays, the hotel industry is in the era of fierce competition, and it is necessary to establish a complete hotel system, among which the establishment of hotel staff incentive mechanism has become the first choice for hotel managers. In this paper, the current situation of employee incentive mechanism in China's hotel industry is deeply analyzed, the existing problems are found, and finally the countermeasures and improvement measures are found. In order to better help the hotel human resource management and play a certain role in the long-term good management and development of the hotel. The following is the incentive mechanism for hotel employees that I collected for you. You can have a look if you need it. I hope I can help you!

A new round of global financial crisis is happening, and the hotel industry has been greatly impacted. As one of the important cores of hotel management mechanism, hotel staff incentive mechanism has gradually become the object of continuous improvement and perfection by managers. It is hoped that through the improvement of the incentive mechanism, the hotel's internal competitiveness will be continuously improved, so that it can make a difference and grow continuously under the theme of today's competition. Therefore, the establishment of hotel incentive mechanism has become a very important issue for hotels.

1 Connotation of hotel staff incentive mechanism

The so-called motivation refers to the psychological process of using some external incentives. For example, an organization can mobilize people's enthusiasm and creativity by designing appropriate external incentives and working environment, and encourage, guide, maintain and standardize the behavior of its members with certain behavioral norms and punishment measures, so that people can have an internal motivation to move forward towards the expected goals. The most active factor in productivity is the systematic activity that makes people work hard voluntarily and create good performance, so as to effectively realize the personal goals of the organization and its members.

The meaning of hotel employee motivation: the hotel fully mobilizes the enthusiasm of hotel employees by means of appropriate rewards, promotion and improvement of working environment, and uses certain rules and regulations and punishment measures to restrain the behavior of hotel employees, so that they can consciously and spontaneously move closer to the overall goal of the hotel and carry out the process of self-realization.

2 hotel staff incentive mechanism of the status quo

2. 1 hotels lack the awareness of talent competition, thus ignoring the importance of incentives.

At present, some hotels do not know enough about the fierce talent competition, which makes the importance of incentive work ignored in the increasingly fierce talent competition and frequent flow of talents, thus causing a large number of hotel talents to drain, and hotels have lost their vitality and become passive water.

2.2 the lack of a correct view of talent, thus ignoring the incentives for hotel employees.

Some hotel managers don't pay enough attention to talents and their ideas are backward. Are they still trapped? Capital employment? At the stage, I think that as long as employees are paid, they should do a good job. Even some hotel leaders regard themselves as high-ranking rulers, bossing the wine shop assistants around, unable to mobilize the enthusiasm and motivate employees. Work performance is the same, and there is no corresponding effective reward and punishment system. This kind of work system without incentive measures will inevitably lead to psychological imbalance of hotel employees and seriously dampen their enthusiasm, so capable employees will leave the hotel to find a more suitable unit, resulting in brain drain and incalculable losses.

2.3 hotel incentive mechanism is not systematic enough

Incentive mechanism is a comprehensive management work such as personnel system, distribution system, assessment system, reward and punishment method and ideological and political work. From practice, we know that no matter which method is formulated, it is impossible to cover everything. To play a long-term and comprehensive role, many ways or methods must interact, promote and complement each other. However, many hotels lack systematic consideration when designing employee incentive mechanism, and only consider the reform of distribution system, which is not thorough and can not fully stimulate the enthusiasm of hotel employees.

2.4 Hotel incentive mechanism is unscientific.

Mainly manifested in: there is no clear performance evaluation standard in line with the hotel development level and actual situation, the work effect of hotel employees can not be measured, and it is difficult to achieve peace of mind and learn from the past. Incentives are not appropriate. The feasibility and effect of incentive measures were implemented without analysis. Some are divorced from reality, some are contradictory and difficult to implement, let alone play an incentive role. The operability is not strong, and there is no procedure for implementing responsibilities, measures and rewards and punishments in combination with the actual situation of the hotel.

Hotels are constantly developing, the situation is constantly changing, and employee incentives cannot be eternal. However, as a hotel system, it must stand the test of practice and time and maintain long-term stability and continuity. In some hotels, the establishment and implementation of incentive mechanism has become the baton of hotel leaders to a certain extent, which is more arbitrary.

2.6 The hotel lacks an effective personal incentive mechanism

Under the condition that the right of residence is satisfied, hotel employees also have individual development needs. I hope to be appreciated and reused by the superior leaders, recognized and respected by others, have the opportunity to learn and develop, and get emotional release or satisfaction. However, there are two common problems in many hotels: on the one hand, most hotels rely too much on the management system and procedures in the organization to constrain the tasks completed by hotel employees, even extending working hours is not overtime pay, or depriving hotel employees of the right to take public holidays, resulting in insufficient motivation and low enthusiasm of hotel employees; On the other hand, in the use of incentives, usually only the way of salary increase is adopted, thinking that as long as the salary of hotel employees is increased, their potential can be maximized, without considering the high-level needs such as the spirit of hotel employees.

3. Countermeasures to establish hotel incentive mechanism

3. 1 employee career planning

Every employee in the hotel has his own ideas and needs, as well as requirements for the hotel and work. If the hotel itself can meet their reasonable needs to a certain extent from the perspective of employees, employees will naturally serve the hotel with all their strength. As a hotel manager, we should design our own career development plan for every employee, especially for high-quality talents, so that employees can see their future development direction and goals. Therefore, hotels invest more in staff training, improve the relevant mechanism of staff training, and provide employees with further studies and other learning opportunities that can continuously improve their skills and quality. Such a perfect career development plan (continued on page 1 13) (continued on page 68) will be respected by employees, and employees will sincerely serve the hotel.

3.2 Establish an incentive mechanism with economic interests as the core and various measures.

Material demand is the source power for people to engage in any social activities. Therefore, material reward is the main way of work motivation, and it is also the most widely used incentive way in the hotel industry at present. Separate the wages at the same level by grades, and the staff at the same level will inevitably take an active part in the work in order to get a high-level salary. Employees who can actively put forward reasonable suggestions and constantly carry out technological innovation should be rewarded, so as to stimulate the creativity and enthusiasm of employees, which will certainly be conducive to the improvement and development of hotel management and production. On the other hand, it can also adopt the management form of employee's shareholding and dividend, so that employees' own interests are closely linked with the rise and fall of the hotel, and employees' creativity and initiative are fully brought into play, which not only improves the labor production efficiency, but also increases the economic benefits of the hotel, and achieves the ultimate goal of win-win for individuals and hotels.

3.3 to create a corporate culture suitable for the characteristics of the hotel

Only by providing long-term internal construction and meeting the needs of employees can hotels mobilize the enthusiasm and initiative of employees. This kind of organizational construction should be horizontal and vertical, all-round, full coverage and internal cultural construction. To some extent, enterprise management is to mold people and managers with specific enterprise culture. Hotel culture is an effective and important operating mechanism in hotel human resource management. Only when the cultural connotation of the hotel can truly penetrate into the values of every employee can they take the development of the hotel as their own development goal, manage the enterprise with a feasible culture recognized by employees, provide motivation for the long-term development of the hotel and get the support of employees. Employees are more likely to exert their greatest potential and create greater value in the excellent cultural atmosphere of the hotel. This will certainly help to improve the software environment such as interpersonal relationship and working atmosphere, and will also have a positive and beneficial impact on the work efficiency and work objectives of hotel employees.

3.4 Understand the needs of employees in a timely, comprehensive and accurate manner.

Power comes from the existence of human needs. It is impossible to talk about incentives without demand. Maslow's hierarchy of needs reminds us that human needs are diverse, hierarchical, dynamic and potential. This determines that when we formulate and improve the incentive measures, we must timely, accurately and fully understand the needs of employees and grasp the main reasonable needs.

The system should understand the hierarchy of requirements, and then try to meet it and higher-level requirements.

To sum up, the establishment of the hotel employee incentive system will inevitably greatly mobilize the enthusiasm and creativity of employees, and the enthusiasm and creativity of employees are the core of the hotel's competitiveness and development, which will definitely enhance the comprehensive strength of the hotel to the greatest extent. The hotel attaches great importance to the incentive system and talents. Only by applying the incentive system to the actual management of the hotel and establishing an open, perfect and employee-friendly incentive system in an orderly manner can the hotel stand firm in the fierce market competition and continue to grow and develop.

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