How to improve the loyalty of hotel staff

Hotel management theory improves employee loyalty and enhances enterprise competitiveness. Scientifically motivating employees, stimulating their enthusiasm and creativity, improving their loyalty and enhancing the competitiveness of enterprises are the fundamental ways for hotel development. This paper expounds the importance and significance of hotel employee motivation, and on this basis, puts forward systematic employee motivation countermeasures, measures and methods from the strategic level and operational level of hotel development. First, the importance and significance of hotel staff motivation 1. Industry background (1) Industry development status. First of all, the competition in the tourism market is becoming more and more fierce. With the rapid development of China's economy, overseas hotel giants and hotel management groups have accelerated their entry into domestic cities. Domestic star-rated hotels have mushroomed, and countless hotels are diverting tourists. The competition in the tourist market of the hotel industry is fierce, and it faces great survival challenges. Second, the competition for high-end talents has intensified. Foreign-funded hotel groups attract talents in China, attracting most high-end talents and professionals with their high salary, growth space and perfect welfare. Hotel competition is essentially talent competition, and talent competition has become the strategic focus of hotel industry competition. (2) The current situation of employees ① The overall quality is low, lacking high-end talents and professionals. First of all, due to the concept that low education only requires low salary, hotels have lower education requirements for grassroots employees, and low-star hotels often only require junior high school education. This kind of employees have relatively low quality, weak learning ability and low service quality. Secondly, a considerable number of students trained in tourism professional colleges are inaccurate in employment orientation, have too high career ideals, have no patience to start from the grassroots level, and are generally frustrated. Many people have switched to other industries, resulting in a shortage of talents in the industry. ② High velocity. Hotel service work, especially front-line service, is complicated, with many tasks, great pressure and low pay, which leads to staff turnover. Grass-roots employees generally have the concept of "having a youthful meal", and think that hotel service is a youthful profession, which will be eliminated at a certain age. Coupled with low academic qualifications, I feel hopeless for promotion, so I frequently change jobs. 2. The practical significance of employee motivation Service quality is the life of the hotel. The customer's consumption in the hotel is a spiritual experience, and the service quality depends not only on the hotel's 1 departure.

Hardware facilities, but also depends on employee performance. The service attitude and comprehensive quality of service personnel will directly affect the level of service quality, customer satisfaction and even whether customers will have subsequent purchase behavior. Drucker, a management scientist, said: "Enterprises have only one real resource-people." William james, a psychologist at Harvard University, found that employees can only play 20% ~ 30% of their abilities when they are paid on time. After full motivation, the potential of employees can be brought into play to 80% ~ 90%. In his view, there is a gap of about 60% between the working ability that employees usually show and the working ability and level that they may achieve after being stimulated. It can be seen that motivation has a shocking force. Adopting scientific, reasonable, positive and effective incentive measures to motivate employees to the maximum extent is helpful to attract and retain talents; Help to improve work performance and hotel competitiveness; It is helpful to gather strength to succeed in the fierce market competition. Second, the hotel staff incentive measures 1. Incentive principle (1) People-oriented principle. Serve employees like customers. Employees are not simply "economic people", but "social people" with various needs. Hotels should regard employees as collaborators and establish humanized incentive mechanism to adapt to the characteristics of the times and the needs of employees. (2) The principle of individual difference. Different individuals have different needs, and the same individual will have different needs at different times. Incentive and demand can only play a role if they find a combination point. For example, female employees pay more attention to salary, while male employees pay more attention to their own development opportunities and corporate prospects. It is necessary to clearly understand the individual needs of employees and carry out effective incentives. (3) The principle of "three publics". Incentives should be fair, just and open. Managers should not judge employees by subjective assumptions and liking e. Only by treating every employee equally, strictly rewarding and punishing, regardless of personal relationship, can a competitive working atmosphere be formed. (4) The principle of timeliness and moderation. First of all, incentives must be timely. Late motivation may make employees feel redundant and lose the meaning of motivation. Timely incentives can play a strengthening role. Secondly, the incentive measures should be moderate. Only by mastering the excitation temperature can we produce good results. Excessive rewards will make people feel easy to get and lose the desire to further improve; If the reward is too light or the punishment is too heavy, employees may have negative emotions. 2 Ye Yushun, Republic of China, 100 1 Sunday, March 4th, 2008.

2. Incentive countermeasures Material incentives and spiritual incentives complement each other and are indispensable. Without material incentives, spiritual incentives become empty and powerless; Without spiritual encouragement, employees can't develop their potential. (1) material incentives. Material incentive is the most basic and primary incentive measure, especially in the hotel industry, the role of material incentive is irreplaceable. However, material incentives can't implement the egalitarian distribution system of "big pot" style, but should be linked with the responsibility, performance and contribution of employees. ① Salary scheme. The basic salary of post is a relatively fixed and stable income in employees' salary, and it is a necessary condition to attract and retain employees, which is combined with other incentive methods; Bonuses are divided into monthly bonuses, quarterly bonuses and year-end bonuses. In order to play the incentive role of bonuses, a fair and scientific performance appraisal system must be equipped. 2 welfare. There are various forms of welfare, such as pension, unemployment benefit, pension, medical insurance, health care subsidies, etc. Employees who have worked continuously for a certain number of years can enjoy more benefits such as paid vacation; According to the contribution and performance, outstanding employees can be judged every month, and they can also be given incentive tours. Welfare policies should be implemented and not cut corners, so as to play an incentive role. (3) * * * Enjoy the fruits. The first is to share the fruits of hotel performance growth. Employees have contributed to the hotel and improved their performance. Hotels should share the results with employees appropriately, so that employees can enjoy the gains brought by their efforts. Only by working harder can they get more benefits, and hotels can also benefit from it and achieve a win-win situation. The second is to share the results of cost reduction. Hotels are enterprises that consume a lot of materials. Reducing the waste of materials can reduce operating costs, while employees are exposed to consumables. Hotels should set up incentive plans to reduce consumption, encourage employees to share savings and share savings results with employees. Saving for the hotel means increasing income for yourself, and employees will consciously reduce waste. 4 title award. Set honor awards, give certain material rewards, such as innovation awards, encourage employees to invent saving methods and improve service methods. There are also outstanding employee award, best service award, service quality award, outstanding contribution award, guest satisfaction award, smile award and so on. Names and titles can enhance and satisfy employees' sense of honor. (2) Spiritual incentives ① Corporate culture incentives. Hotel culture is the same values, spiritual pursuit and code of conduct in a hotel, which is manifested in the rules and regulations of the hotel, the beliefs of employees and the vision of the hotel. Corporate culture is the core of the hotel. 3 Ye Shun, Republic of China, Sunday, March 4th, 200 1 year.

Core competitiveness has the deepest influence on employees and the most lasting effect. Hotel culture should be implemented in management, so that it can be recognized and integrated by employees, internalized into employees' ideas, and made into employees' spiritual motivation. To this end: First, we should pay attention to the construction of corporate culture. Many hotels do not have their own corporate culture and have not formed differentiated competitiveness. Low-star hotels are unable to establish their own corporate culture, or even give up the shaping of corporate culture. As an enterprise, without its own culture means that people have no soul. The management concept of Hilton Hotel, a hotel giant, is "to ensure 1 0 0% satisfaction". Hotels must attach importance to the construction of corporate culture in order to enhance the cohesion of employees and have an essential incentive effect on employees. Second, we should put corporate culture into our behavior. Hotel rules and regulations are one of the manifestations of corporate culture. Managers should set an example to ensure the seriousness of rules and regulations and not become empty words. Respecting them is also recognition of corporate culture. Third, we must establish a vision of unity. Make it the same direction for all employees, enhance their sense of mission, cohesion and centripetal force, and greatly motivate employees. The management goal of Shangri-La International Hotel Management Group in Hong Kong is to become the leader of Asian hotel groups. The goal of Four Seasons Hotels Canada is to become the company that people think runs the best hotels, resorts and resorts, no matter where it is located. Their success depends on their unique corporate culture and lofty vision. ② Institutional incentives. The system includes competition, employment mechanism, assessment and promotion system. Perfect enterprise system can enhance enterprise cohesion, improve employees' sense of belonging and loyalty, and stimulate work enthusiasm. We can start from the following aspects: 1. Goal setting incentives. Setting appropriate, specific and feasible goals can effectively motivate employees. Pay attention to three points: first, let employees participate in setting goals. Employees put forward their own goals, which is conducive to strengthening their desire to achieve their goals and making them consciously accomplish their goals. Second, the goal should be set appropriately, neither too high nor too low, and the goal should be slightly higher than your actual ability. Third, a big goal can be broken down into several small goals. Small goals are easier to achieve. When employees accomplish a small goal, they will have a sense of accomplishment, thus stimulating their enthusiasm, working hard for the next goal and finally achieving the big goal. Second, employees participate in management and authorization. First of all, employees need to participate in the decision-making and management of hotels, and should not just regard employees as executors of orders. Solicit employees' opinions, let employees participate in decision-making and collect opinions. Sunday, March 4, 200 1 year, Republic of China

Workers working in the environment advocated by themselves can improve employee satisfaction, which will not affect the normal management of the hotel, but will make the management smoother. Secondly, excellent talents want to have room to play freely and don't want to die too much. Give employees relatively full autonomy, give them room to display their talents, feel respect and trust, and become more responsible. Authorization helps to cultivate employee loyalty and can retain outstanding talents through authorization. Third, employee career planning. Grass-roots employees lack systematic career planning and frequently change jobs for wages. In order to stabilize employees, we must attach importance to helping employees make career planning, provide a perfect promotion mechanism and training system, closely link employees' personal career planning with training planning, and cultivate employees' sense of belonging. Fourth, information transparency. The information between managers and employees is asymmetric. Hotels should not be afraid to let employees know the information, and let employees know the business dynamics and management information of the hotel in time, which shows that enterprises attach importance to, trust and respect employees and help to enhance their sense of ownership. Fifth, training incentives. According to the different training objects, it can be divided into three levels: first, decision-making management, and the focus of training is strategic management and corporate culture. The second is to supervise the management, and the training focuses on execution, interpersonal relationship and customer management. The third is the operator level. The training focuses on improving the comprehensive quality and strengthening their professional knowledge, business skills and work attitude. Training can improve the ability and quality of employees, make employees feel promising, and thus motivate employees. Sixth, work motivation. First of all, job responsibilities match the ability of employees. The position needs the right person, otherwise, the position will not play its due performance and people will not play their talents. Only by putting the right people in the right positions can we stimulate the interest and enthusiasm of employees. Secondly, the post rotation system is implemented. Rich and challenging work can stimulate people's enthusiasm for work more than simple mechanical work. Hotel service is complicated and changeable, and employees get bored easily and their enthusiasm drops. Adjust the job content appropriately, take job rotation, and even let employees choose suitable positions of interest. Third, a good working environment. The objective environment, including complete facilities and comfortable environmental conditions, can make employees improve their work efficiency; The humanistic environment, including harmonious colleague relationship and healthy working atmosphere, can benefit the people of the Republic of China 100 1 Sunday, March 4, 2008.

Keep employees in an efficient working state and full of work enthusiasm. ③ Emotional motivation. Emotion is the demand of human instinct, and people can't live without it. Mobilizing employees' emotional factors helps to motivate employees. Hotel management should reflect the human touch and care and respect employees emotionally. First, respect. To gain the respect of others, we must first respect others. Employees also need to be respected. Almost all the managers of the retail giant Wal-Mart wear the badge of "We care about employees", and employees are called "partners" instead of employees, which is one of the reasons for Wal-Mart's success. Respect employees, employees feel valued, and employees' internal motivation will be significantly enhanced. Second, communication. Open and honest communication can form an equal and relaxed working atmosphere and eliminate misunderstandings between superiors and subordinates. Communication is a good way for employees to vent their dissatisfaction and put forward their opinions and suggestions, so that employees can devote themselves to their work with a happier mood. There are many forms of communication, such as "walking management law", "open office" policy, general manager's hotline and mailbox, forum, dinner with employees and so on. Third, appreciate. Give recognition to the achievements of employees. Achievements, big or small, should be recognized, preferably publicly praised, so as to satisfy employees' sense of honor and respect. Tolerate employees' mistakes. When employees fail and make mistakes, it is important not to investigate the losses caused by the failure, but to analyze the reasons and countermeasures of the failure with the employees to prevent them from making mistakes again. Blind criticism will make employees unwilling to try and take responsibility at work, and eventually become timid and passive. Fourth, care about employees. Hotels should care about the lives of employees and let them feel warm and caring. Sincerity leads to unity and loyalty. The work of hotel employees is very boring, so they must constantly enrich their spare time to prevent employees from getting tired of the hotel. Conditional hotels should build or let employees use table tennis rooms, swimming pools and other sports venues. , should also be equipped with a library, photography room, computer room, etc. Let employees find happiness in their hobbies. You can also organize karaoke competitions, ballroom dancing parties, sports meetings, etc. From time to time, let managers and employees compete fairly and integrate into employees. Communicate with employees when they are depressed. Only through patient persuasion can we dispel the gloom, unlock the employees' hearts and let them return to work in a normal mood. Three. Conclusion 6 Ye Yushun, Republic of China 100 1 Sunday, March 4th, 2008.

Once-and-for-all incentives and omnipotent incentives do not exist. The environment is changing, and the needs of employees are changing. Hotels must constantly understand the changing trend of employee demand levels and demand structures, and adopt flexible incentive measures and methods in a targeted manner in order to achieve good incentive effects.