Thesis Title: Analysis of Hotel Human Resource Management

Hotel industry is one of the earliest open industries in China. Since 1980s, foreign capital has entered the hotel industry in China, and now there are quite a few hotels in China managed by foreign investors. Introducing the management of foreign hotel management groups is also an indispensable step for the self-growth of China hotel industry. Foreign-funded hotels refer to China hotels wholly owned by foreign investors, Sino-foreign joint ventures or wholly owned by Chinese investors and managed by foreign investors. Foreign hotel management groups started early, with advanced management science, management system and operation mode, which is a valuable asset. Hotels in China are in the process of rapid growth and need advanced ideas to guide them. Coupled with the rapid development of China's inbound tourism market, hotels managed by foreigners can better serve foreign tourists and make them feel friendly and safe. Therefore, many domestic medium and high-star hotels have chosen foreign hotel management groups to manage, and hotels managed by foreigners have also achieved good business performance in China.

As one of the important signs of China's tourism reform and opening up, foreign-related hotels have entered a new period of mature operation and rapid expansion from tentative development after nearly 20 years of development. These hotels have realized the transformation from focusing only on foreign guests' markets to domestic and international markets, from big cities to secondary cities, and from coastal areas to inland areas, and have begun to have an all-round impact on the hotel industry in China. The reason why foreign businessmen successfully run hotels lies not only in preferential policies, but also in the strategy of making full use of human resources to gain competitive advantage. At present, there are several foreign-managed group hotels in Chinese mainland, such as Shangri-La, Holiday, Sheraton, Marriott and Hilton. Its experience in human resource management is worth learning:

First of all, the employment system is more flexible and scientific. With the support of local governments, there are basically no restrictions on the recruitment of foreign-funded hotels internationally, and because of the contract system, the recruitment and dismissal of personnel are more flexible. In particular, it is less affected by nepotism and the personnel arrangement is more scientific.

Secondly, foreign management hotels generally attach importance to staff training. Almost all foreign-funded hotels have independent training departments, and some have set up special training schools or contacted relevant institutions at home and abroad to train employees, hoping to improve the quality of employees through training, thus improving the competitiveness of hotels.

Third, in terms of employee treatment, foreign-funded hotels are slightly generous. First of all, the wages paid to local employees are basically higher than or equal to the industry average. Secondly, it is easier to make decisions on the incentive plan of China employees according to their own business performance. However, many hotels managed by China people often need the approval of their superiors because of the main reasons for investment, so it is difficult for enterprises to make their own decisions.

Fourth, the talent localization strategy was successfully implemented. In the early 1980s, the number of foreign employees in several major hotel groups in China was as high as 150, accounting for 10% of the total employees. In 1990s, with the maturity of management talents in China, many foreign-funded hotels successfully realized the localization of talents and became the core strategy for foreign-funded hotels to maintain their competitiveness.

Although most hotels managed by external forces have achieved strong competitiveness in the Chinese mainland market due to the implementation of mature human resource management policies, there are still some problems in the actual management of hotel human resources managed by foreign parties:

First, the salary model caused by cultural differences is difficult to implement. Personal performance reward system is a common practice in foreign hotel industry. It is based on the effective assessment of employees' performance, realizes the system of linking salary rewards with assessment results, mobilizes employees' work enthusiasm to the maximum extent and gives full play to their potential. However, most employees in China are satisfied with the current job-related salary model. Due to the influence of China's traditional culture, China people think that interpersonal harmony is very important. This egalitarian distribution model can only maintain harmonious interpersonal relationships, and the personal performance pay system may destroy this harmony, so its implementation is hindered.

The second is the service quality problem caused by the low quality of employees. Although the quality of hotel employees in China has been greatly improved, compared with the increasingly personalized needs of domestic and foreign guests, the quality and skills of hotel employees are far from meeting the requirements. The main reason is that employees generally have low academic qualifications and have not mastered the necessary skills, such as foreign languages; Moreover, due to the influence of traditional ideas, most employees have no sense of identity with their work and think that they are a service industry, lacking corresponding professional ethics and professionalism, which leads to unsatisfactory service attitude and skills. Therefore, the quality of hotel employees needs to be improved urgently.

Third, the brain drain caused by employee job-hopping. Due to the openness and flexibility of the employment system of foreign-funded hotels, the staff turnover rate has been high. Although it declined in the 1990s, there is still a worrying phenomenon, that is, the brain drain is mainly concentrated among middle and senior employees, especially the high rate of job-hopping among college students, which leads many hotel human resources departments to prefer vocational college students to college students when recruiting employees. This is undoubtedly worse for the hotel industry with low staff quality, which is a vicious circle.

Fourthly, it will take a long time for China's management talents to really mature. Although many management talents in China have rich practical experience, their decision-making ability, management ability and overall strategy need to be further improved due to their generally low education level. In particular, there is a lack of senior talents with overseas study and work experience and a deep understanding of eastern and western systems and cultures. Moreover, some employees "serve abroad, not at home", which also brings certain obstacles to Chinese managers' work.

Fifth, employee training often fails to achieve the expected results. Most employees will not take the initiative to ask for training, but only attend according to the arrangement of the hotel, which will inevitably make the training a mere formality and it is difficult to achieve the expected results. Only by fundamentally solving the composition, training content and training plan of the training team. Meet the needs of employees for training time, content and form. In order to arouse the enthusiasm of employees to participate in training and cultivate qualified talents for hotel development.

6. Management friction caused by cultural differences. The relationship between foreign employees in foreign-managed hotels.

Generally speaking, it is harmonious, but there are also some problems caused by cultural differences. Fortunately, foreign managers receive cross-cultural training in international missions, which reduces the contradictions caused by cultural differences to a lower level.

The scientific theory of human resources system assumes that people are born hard-working, and in the normal environment where individual talents are not restricted, people can take the initiative, be independent and stand on their own feet, and employees are rich in wisdom and innovative spirit to solve various problems faced by organizations. Under this assumption, in short, the motivation of hotel to retain employees and motivate employees to the maximum can be summarized as: reasonable salary, promising career prospects, pleasant working atmosphere and opportunities for continuous learning and improvement. Therefore, in view of the above points, I believe that hotel human resource managers should pay special attention to the following aspects:

First, adopt the "personality characteristics employment method". Improper employee selection is the primary reason for employee job-hopping and employee turnover, which directly leads to the increase of hotel human resource management costs. Therefore, when selecting employees, hotels should first subdivide the vacant positions and choose employees who meet their personality requirements according to their different characteristics. In addition, it is always the right choice to hire those enthusiastic, happy and friendly employees. The Ritz-Carlton Hotel uses the height prediction method to determine job candidates. After careful selection by the "personalized recruitment method", the employees in each position are efficient. They not only spare no effort to satisfy customers, but also participate in the planning of their own work areas. In the past few years, the staff turnover rate of Ritz-Carlton Hotel has been reduced by nearly half.

Second, the core competence should be implanted into the human resources system, and the traditional salary design concept should be completely changed. The traditional salary system can only eliminate employees' dissatisfaction, but it can't achieve the purpose of motivating employees. Therefore, salary should be linked with ability and work performance to stimulate employees' work motivation. First of all, we should make clear the hotel's business strategy. For example, the business strategy of Holiday Inn is to "increase the turnover, make the business successful, rebuild and unify the functions, strengthen the hotel foundation, cultivate excellent corporate culture and further tap the strategic advantages". Then the personal ability found in the interview is certified, which proves that it is helpful to the success of the hotel management strategy. Then integrate the core competence with the human resources system, and only the competence can be fully integrated into all systems. Including recruitment, training, performance appraisal, reward, leadership development, succession planning and career planning, can we achieve the greatest success. Finally, establish a salary system based on competence, introduce the competence system into the cognitive environment of new employees, and clarify the expectations of hotels. The energy consumption system of Holiday Inn successfully transformed the corporate culture of overseas subsidiaries, making the human resource strategy consistent with the company's strategy and salary system. In the past five years, profits have been increasing, customer satisfaction is high, and employee turnover rate is low.

Third, employee career planning. The hotel should design a career development plan for each employee; In particular, there should be a clear plan for the career development of college students and other high-quality talents, so that they can see the future development direction and goals. When recruiting, we should choose college students who have potential and love hotel work, assign them to a certain department according to their personality characteristics and hobbies, and give them a period of grassroots work exercise. If they reach a certain index and pass the examination, they can be promoted to a certain position. In this way, through continuous tempering and training, they will certainly be able to create excellent management talents for the hotel. Foreign management companies can also provide some overseas training experience, and such a career development plan will certainly be welcomed by college students. For example, American Holiday Group has set up Holiday Inn University in Memphis, where the managers of Holiday Group must study for two to five weeks. Sheraton Group has five training centers on three continents to train middle and senior managers. This kind of training will help to retain and motivate talents.

Fourth, cross-training. Cross-training is a training method for employees to meet more than one job need by receiving additional service skills training, which has been regarded by more and more western hotels as an important means to maintain the quality advantage of personnel and improve service quality and competitiveness. The implementation of cross-training will help hotels to control costs more effectively, and make up for job vacancies in hotels in time when the business volume suddenly increases during the tourist season, or when employees are sick, on vacation and customers have additional needs. At the same time, it can also reduce the job-hopping rate of employees. Because on the one hand, employees like the challenges brought by training, which reduces the boredom caused by repeating the same work for a long time and increases the freshness. On the other hand, employees are versatile, the efficiency is greatly improved, human capital is saved, and wages are raised. After adopting the cross-training management mode, Marriott Hotel Group implemented a large-scale layoff policy, reducing 30% of management positions, reducing the investment cost of human resources, increasing the annual net income by 654.38 billion US dollars, and optimizing the staff size. After the implementation of cross-training in Westin Hotel, high-quality staff and excellent service have been confirmed by customer feedback: 82% of the guests have plans to stay in Westin again, and 87% of the guests are ready to recommend Westin to others, which undoubtedly verifies the feasibility and efficiency of cross-training