On the Staff Incentive Mechanism in Hotel Management

Analysis of the staff incentive mechanism in hotel management

Abstract: The hotel management goal can only be achieved through the concerted efforts of all hotel staff, that is to say, the enthusiasm of hotel staff for work and their enthusiasm for work hinder their determination to complete the work, which plays a decisive role in the realization of hotel goals. Therefore, as a modern hotel manager, we must be good at using various ways to motivate employees and arouse their enthusiasm to the maximum extent, so as to create good economic and social benefits for the hotel.

Keywords: hotel management, incentive, incentive mechanism,

The core of the competition in the hotel industry is the competition of talents. If a hotel wants to gain a foothold in the highly competitive market and achieve sustainable development, the key lies in attracting and retaining excellent employees. The key to attracting and retaining excellent employees lies in giving them an effective incentive mechanism and fully mobilizing their work enthusiasm. Excellent managers can always have a deep insight into the different needs and goals of employees, so as to adopt appropriate incentives and methods to urge each employee to spontaneously and maximize their own intelligence, thus improving the economic benefits of the whole hotel.

(I) the meaning of employee motivation

employee motivation refers to stimulating employees' needs, motivations and desires through effective internal and external stimulation, forming a specific goal, and maintaining a high mood and a continuous positive state in the process of pursuing this goal, giving full play to their potential and achieving the expected monthly target. Employee motivation is an eternal topic in enterprises. In an organization, how well employees' enthusiasm is played determines the vitality and work efficiency of an organization to a certain extent. Therefore, we are required to pay attention to giving full play to people's enthusiasm and creativity in practice. In today's world, with the advance of world economic integration and the advent of knowledge economy era, the level of science and technology has become an important factor to determine the competitive position of enterprises, and the quality and vitality of employees have become the fundamental driving force for the development of enterprises. Therefore, it is very important for enterprises to give employees effective incentives.

(II) Effective incentive mechanism for hotel employees

According to Maslow's theory of human needs, people's needs have five levels: physiological needs, safety needs, belonging needs, respect needs and self-realization needs, and they are pyramidal, from lower level to higher level in turn. Generally speaking, only after the lower-level needs are met, the higher-level needs will have enough vitality to drive behavior. That is to say, the satisfied demand is no longer an incentive factor. People are always trying to meet a certain demand. Once one demand is met, there will be another need to replace it. Therefore, hotels should first make clear what employees need when motivating employees, and then adopt a targeted and effective incentive mechanism.

2.1 all listeners have the desire to wait for a lawsuit, but the existence of potential difference makes them have different identities. People have different forms of expression, some active and some passive, which requires managers to be good at listening. Managers who don't listen naturally can't communicate with their subordinates smoothly, which affects the management effect. Every manager wants his speech to be listened carefully by his subordinates. Similarly, every subordinate also wants his voice to be listened to by his superiors. When a hotel salesman whose performance is not very good at ordinary times communicated effectively with a potential customer outside, and the signing of the bill was in sight, he was very excited to return to the hotel in the hope of reporting and sharing the good news with his superior, but the superior was busy with other things and did not stop his work to listen to the salesman's talk carefully. The salesman said afterwards that it was as if a pot of cold water had been poured from head to foot, and he was full of joy. What he met was a cold face. The boss is a good boss. Very dedicated, that is, very busy, rarely listen to employees to share good news or difficulties in business, and if their work is not affirmed, there will be no motivation. Therefore, as a hotel manager, we should learn to listen, which is also an incentive for employees.

2.2 participation in the era of knowledge economy, employees pay more attention to the realization of personal value and personal growth. Therefore, as a hotel manager, once he is convinced that he has arranged the most suitable person in a reasonable position, he should be granted certain rights to create more opportunities for employees to participate in hotel management and meet their spiritual high-level needs. When employees cooperate with others to solve problems. Its social needs have been met; When employees realize that they are important to the hotel, their respect needs are met; When employees are excited about their contributions. Its self-realization needs have been met. The hotel can not only mobilize the initiative and creativity of employees, enhance their sense of responsibility and responsibility, but also provide them with more growth opportunities and retain outstanding talents through this incentive method of internal staff participation.

2.3 trust in the operation of a society must be based on the basic trust between people as a lubricant, otherwise, the society will not be able to operate normally and orderly. Trust is the catalyst to accelerate the outbreak of human self-confidence, and self-confidence is more important than hard work. Trust incentive is a basic incentive method. Mutual understanding and trust between superiors and subordinates and employees in a hotel is a powerful spiritual force, which contributes to the harmony between people in the hotel and the formation of team spirit and cohesion in the hotel. In the hotel, the trust of leaders in employees is reflected in the use of people without doubt, but also in the use of people without doubt. Only by letting go on the basis of trust can the subjective initiative and creativity of employees be brought into full play.

2.4 communication in hotel management. Managers usually attach great importance to incentive methods, but rarely use communication as an effective incentive means. In Maslow's hierarchy needs theory, psychological needs are extremely important, and communication can undoubtedly play a unique role in stimulating by meeting psychological needs. Hotel managers should fully communicate with employees through various communication methods and channels. For example, when a hotel sets its goals, it should be based on the overall goals of the hotel. Combined with the specific situation of each post, through repeated exchanges and consultations from top to bottom, we can get unanimous recognition of the goal as much as possible. Through communication, employees can realize the significance and value of achieving the goal and realize that achieving the goal can fully meet their personal needs, thus playing an incentive role.

2.5 training If employees are the resources of enterprise training, then employees' learning desire is the catalyst of enterprise training resources. Motivation can ignite employees' desire for learning and make employees full of enthusiasm for learning. There are more people in the hotel who are eager for knowledge and want to learn knowledge, and the training will have vitality and vitality. If employees have no desire to learn, do not want or are unwilling to participate in training, hotel training will become a cook without rice. The hotel should give employees the opportunity to recharge, and have a continuous opportunity to recharge, establish training files for every employee in need, make career planning with employees, and link the development of employees with the development of the hotel. At the same time, it advocates the establishment of a learning organization, so that employees can feel that the atmosphere of this hotel can constantly improve their skills and enrich their experience.

No matter what kind of enterprise wants to develop, it is inseparable from people's creativity and enthusiasm. Therefore, hotels must attach importance to encouraging employees. According to the actual situation, we should comprehensively use a variety of incentive mechanisms, combine the means and purposes of incentives, change the thinking mode, and boldly conceive the design, so as to truly establish an open incentive system that adapts to their own hotel characteristics, the characteristics of the times and the needs of employees. Only by establishing an effective incentive mechanism in management can hotels survive in today's fierce market competition.

1. Research on the incentive and restraint mechanism of Chen Yong hotel management trustee

Under the background of the rapid development of China's economy and tourism, the hotel industry has gained unprecedented opportunities for development. Hotel industry is a compound industry that combines real estate investment and accommodation management, and plays an important role in promoting economic development, increasing employment and economic and trade cooperation. As a principal-agent system arrangement, hotel entrusted management enables hotel owners to obtain the benefits of professional division of labor provided by hotel management companies without hotel management experience, which has been considered by academic and industrial circles as an important way to obtain the value-added of hotel real estate and hotel management benefits. At the same time, the problem of hotel entrustment management is how the hotel owner as the entrusting party can effectively encourage and restrain the hotel management company as the entrusting party, so as to ensure that the hotel can enjoy the high benefits generated by specialized division of labor and reduce the agency cost as much as possible, which is an important task of hotel management practice today and also a frontier topic concerned by tourism management theory. From the literature at home and abroad, the research on hotel entrustment management is still in its infancy, lacking in in-depth theoretical and empirical research. In reality, with the rapid development of domestic tourism and hotel industry, more and more hotels in China will adopt this mode of operation, and the research on the incentive and restraint mechanism of hotel management trustee has become an important topic related to the healthy development of China's hotel industry. Therefore, it has become the initial research motivation of this paper to study the incentive and constraint on the trustee from the perspective of the hotel management client. Based on a large number of on-the-spot investigations and second-hand data collation, this paper finds that the domestic hotels (hereinafter referred to as international brand hotels) entrusted by international hotel management companies to manage and use their brands embody the principal-agent relationship between the two parties. Then, whether there is some organic connection between the effective incentive and restraint mechanism for hotel management trustees and the successful operation of international brand hotels, and whether this connection can be verified and popularized as a law, becomes the further research motivation of this paper.