How to improve the satisfaction and loyalty of hotel employees

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.