A Case Study of Staff Mobility and Stability in Tourism Enterprises

Case study: Tan Ming, a famous American management scientist, has a "85 ~ 15" model when analyzing guest complaints. This means that in the general complaints of guests, the real cause of complaints is often only 15%-20%, and the remaining 80% is mostly due to procedures, management or other reasons. In other words, most of the reasons are hotel management. Although it is Chen Xiao and Xiao Li who are complained, the actual problem lies in management. In the case that the number of tourists turned bad at the beginning of the month, the administrator arranged all the rest days for the employees at the beginning of the month. In the case of good tourists, busy work and no rest days, employees have to work continuously for more than 20 days. Hotel managers, from the point of view of convenient self-management, did not arrange employees' rest scientifically and reasonably, which led to employees' reluctance to go to work when they needed rest, causing complaints from guests and affecting service quality. If Administrator A considers the employee's work and rest, he can arrange rest days appropriately from the employee's point of view, so that employees can rest in time and adjust their body and mind when they are unwell and have something at home, and can return to work with a full mind. Therefore, in management, we should advocate the motto of Holiday Inn Group: Without satisfied employees, there will be no satisfied customers. Without a workplace that satisfies employees, there is no environment that satisfies customers. To sum up, the state of employees affects the quality of hotel products to a great extent, and the effective management of employees can indirectly control the quality of hotel products by adjusting the state of employees. When making management plans, managers should consider from the perspective of employees, create a relaxed and pleasant working environment for employees, make our services meet the needs of guests to the maximum extent, and create better performance for hotel benefits. Therefore, here, this paper puts forward an argument: the influence of effective "humanized" human resource management on hotel products. First of all, the status of employees directly affects the quality of hotel products. The core connotation of a hotel is service. The intangible service quality determines the quality of the benefits that hotel products can generate. It is a soft element and a specific atmosphere. Hotels should strive to create a unique service atmosphere and take the creation of reputation, image and service characteristics as the basis of business activities. The difference of service quality, quality and level of different employees in the same hotel is the hidden difference of hotel products. Service personnel should be lively, full of humanistic appeal, can affect the psychology of tourists, and reflect regional characteristics. The realization of hotel products requires thoughtful and enthusiastic service from service personnel. As the main body of service, the status of hotel employees plays a decisive role in service quality. Whether the hotel staff can provide quality service to the guests depends largely on their physical, psychological and working environment. 1, Physical condition: Hotel employees are required to be healthy. First of all, hotel people cannot have infectious diseases, which is absolutely not allowed. We have the responsibility to provide a safe consumption environment for our guests. Secondly, the service industry is very hard work, and the daily tasks are very heavy. Once the guests have any needs, we will try our best to provide them with what kind of service, so we need a healthy body to bear great pressure from all sides. In the above article, Chen Xiao was complained by the guests because her physical discomfort affected the service quality. 2. Mental state: The mental health and happiness of hotel employees is the most critical guarantee to achieve quality service. We should have a full understanding of the service industry and clearly see that service work is not a job of serving people, but that our profession is lofty. We sincerely provide sincere service to our guests and take pride in providing first-class service. In addition, it is also required to be in a good mood. One of the ten golden keys to sincere service is to smile forever. What we especially need is not a simple mechanical smile, but an external expression of inner happiness. We should share the happiness of our guests. When guests are unhappy, we should convey happiness and resolve their troubles. Finally, we should have a clear understanding of our psychological endurance. According to the analysis, hotel employees have the following adverse reactions after frustration: ① attack. This is a strong anger. In order to relieve psychological pressure and vent their depression, they directly attack the object that causes frustration by glaring, refuting and pulling, or turn to attack and vent on irrelevant people or things. 2 indifference. Indifferent to everything, overly depressed himself, and gave up on himself until he finally left. 3 escape. Give up pursuing. If an employee puts forward a suggestion that he thinks is good, but is laughed at by others, he will never mention it again and live passively all day. 4 suicide. It means that individual employees have not developed their own ideas and have not been concerned by leaders and colleagues for a long time. Once they make mistakes, they blame themselves, take it out on themselves, commit suicide, and even adopt a world-weary attitude and demonstrate to others or society by self-punishment. This shows that we can't let the problem go. We should actively guide our employees, so that they can always keep a healthy attitude and devote themselves to their work. 3. Environmental conditions: Anyone who wants to make good work achievements needs a good working environment. The hotel is our workplace and working environment. It goes without saying that the sanitary conditions of the hotel are absolutely spotless, which not only makes the guests feel comfortable, but also helps the employees to keep a happy mood, which is a great advantage of the hotel work. Secondly, we also pay attention to a psychological environment. Everyone feels that they are in a group, and everyone is doing their part. People have always been in a harmonious cooperative relationship, and there is also a good working relationship between superiors and subordinates. For example, Japanese managers are better than American managers in dealing with the uncertainties and imperfections that naturally occur in organizations and groups. This is because in Japan, people think that interdependence is a natural thing and want to depend on each other. "The main qualification of a Japanese leader is to be accepted by team members, and his professional knowledge is only an integral part of being accepted." Interdependence is also manifested in the relationship between superiors and subordinates. In Japanese companies, teamwork is emphasized, and superiors must spend considerable energy to cultivate relationships with subordinates. Based on this, the management of Japanese companies has made great achievements. Second, the indirect impact of effective "humanized" human resource management on hotel products With the rapid development of the hotel industry, the competition in the hotel industry has intensified. Although we are still in the stage of low-level price competition among the three stages of competition among tourism enterprises in Wei Xiaoan, it is an inevitable trend to develop to a higher stage, that is, to achieve quality and cultural competition. And this kind of competition also needs more and more competition between talents and employees' comprehensive quality, that is, the contest of human resources owned by hotels. In the development stage of knowledge economy, human resources with good knowledge literacy are the most important assets of hotels, and the key to cultivate lasting competitive advantage is human resource management. Only by developing and managing human resources scientifically and effectively can hotels achieve the best economic and social benefits in the fierce competition. Hotel human resource management refers to the reasonable training, organization and deployment of hotel employees by using modern scientific methods and combining with certain material resources, so that hotel employees and material resources can always maintain the best ratio, and at the same time, hotel employees' thoughts, psychology and behaviors can be properly guided, controlled and coordinated, so as to give full play to their subjective initiative, make people give full play to their talents, get their place, get their place, and achieve hotel goals. Human resource management is an important part of hotel management, and its importance is mainly reflected in the following aspects: ① Hotel industry is a typical labor-intensive industry, and humanized service is the main factor that constitutes hotel products, which inevitably requires effective management of human resources. People's behavior is influenced by many factors: body, personality, interpersonal relationship, social evaluation and so on. The instability of behavior leads to the instability of service quality, so the quality of products should be effectively controlled through the management of human resources. ③ People's behavior is a part of hotel products, as well as guest rooms and restaurants. You must realize your own value by combining the auxiliary behaviors provided by employees. (4) Hotel work has its repetitiveness, and it is inevitable that employees will not be bored when faced with the same kind of work every day. Therefore, the personnel mobility of service industry is much higher than that of other industries. We should do a good job in the ideological work of employees, let them take work as fun, and arrange and set up posts scientifically at the same time. ⑤ Hotel products are realized in the face-to-face communication between employees and guests. The subjective feelings of guests on hotel products mainly come from the personalization and quality service of employees, so it is necessary to effectively control the human resources of the hotel. After the accumulation in the period of big hotels and business hotels, the human resource management in the period of modern hotel groups pays more attention to the application of management science. On this basis, this paper particularly emphasizes the positive impact of "humanized" human resource management on hotel products: 1, which can improve production efficiency, reduce operating costs and increase income. The accumulation of professional knowledge and human resources can improve production efficiency, reduce costs and increase income, so that enterprises can provide the same services at a lower cost than their competitors. "Humanized" management can achieve this better. We implement the principle of "employees first", so that employees can truly feel their position and role in the enterprise, have unlimited love for work and the collective, and devote themselves to their work with the greatest enthusiasm and patience. Since I am a member of the collective, I will do my best to contribute to the collective and unconsciously put an end to laziness and deliberate slack. Employees always ensure that they appear in their jobs with high efficiency, and naturally realize the high efficiency of their work, which is many times stronger than rigid management. 2. Conducive to the standardization of hotel products. The standards of hotel products include many specific aspects: working standards, such as changing sheets in rooms every day and dusting the lobby floor regularly every day; Procedural standards, orderly arrangement of service links according to time sequence, and orderly service work; Efficiency standard refers to the actual effect standard in customer service to ensure that customers get fast and effective service; Standards for facilities and supplies; National standards, such as normal use of electrical appliances, ensure 24-hour hot water supply; Attitude standard, the attitude and behavior that service personnel should show when providing face-to-face service, such as standing with a natural smile, not leaning forward and leaning back, hands akimbo, scratching their heads and digging their ears, etc. Skills standards, service quality that service personnel should have, service level and language ability that should be achieved, such as cleaning a room for 30 minutes; Language standards require the use of standardized languages; Specifications and standards, the courtesy standards that all kinds of guests should meet, such as calling out the names of guests who have stayed for many times, providing envelopes with guests' hot stamping names for guests living in luxury suites, and placing flowers and fruit baskets in the guest rooms for VIPs; Service quality inspection and accident handling standards. With so many standards, if employees simply regard them as articles of association and implement them in a programmed way, this will undoubtedly greatly reduce the quality of service. On the other hand, if we can strengthen the understanding of employees, these standards will be successfully realized in essence. It was once found that the service staff wiped the teacups with sheets when cleaning the rooms. Because the guest room can't be photographed on TV, we can't monitor some services of the service staff, so the standardized operation of the service can only be realized if the employees are highly conscious. 3, can effectively innovate and create personalized services that competitors can't provide. The hotel provides employees with a good working environment and preferential treatment, so that they can work with peace of mind and happiness, and it is a great pursuit of life to achieve their work achievements. Employees will consciously innovate and provide value-added services and personalized services to customers at any time according to their needs, thus winning a good reputation for the hotel. The ability to create human capital for these services is hard to imitate. Because the creation of knowledge is professional, the accumulation of knowledge is long-term, the expression of knowledge is hidden, the distribution of knowledge is decentralized, and the application of knowledge is holistic, which can only be obtained through application and practice. Therefore, hotels can create their own unique value and shape their competitive advantages by virtue of their unique human capital. Third, how to achieve effective human resource management Hotel human resource management includes both quantitative management and qualitative management. Quantity management is to train, organize and coordinate hotel employees, so that manpower and material resources can always maintain the best proportion and organic combination, and people and things can play the best benefits. Qualitative management is to manage the psychology and behavior of hotel employees, that is, to mobilize the subjective initiative of employees and employees as a whole Compared with quantity management, quality management should be the focus of hotel human resource management. The content of hotel human resource management is the formation, development, distribution and use of hotel human resource movement. The formation of hotel human resources mainly refers to the discovery of people with various working abilities and their physique, intelligence, knowledge and skills; Development refers to transforming potential human resources into realistic human resources; Distribution means that hotels invest different human resources in different departments and positions according to different needs; Use means that all departments of the hotel give full play to the ability of employees to complete the tasks assigned by the hotel. The procedures of hotel human resource management include the determination of human resource demand, the design of work and position, organization setting and staffing, staffing, labor discipline management, employee motivation and leadership. The following will consider how to manage hotel human resources from the perspective of "humanized" management. 1, people and machines are different, which should be fully considered when planning human resources. Maslow said that people have the need for self-realization, and what we have to do is to enable employees to realize themselves. We can't set a corresponding position for everyone, but we must find the most suitable person for each specific position. Let everyone feel the joy of work in their own posts and meet their advanced needs of respect and self-realization. In addition, it is necessary to scientifically consider everyone's physical and psychological endurance and determine the number of employees, so as not to be overstaffed and overworked. On this premise, we can hire happy employees, friendly employees and enthusiastic employees. Even if they don't have any hotel work experience, their interest and enthusiasm will drive them to love what they do and know how to succeed. 2. According to the repetitive characteristics of hotel work, multi-post training system can be advocated. Hotel products are an organic whole with internal relations, which requires hotel employees to be both professional and versatile. Multi-job training can effectively solve the phenomenon of job vacancies caused by employees' vacation, illness, sudden increase in business volume and extra demand from customers. In addition, considering people's curiosity, the need to seek adventure and meet challenges, multi-job training has brought many challenges to employees, reduced the boredom caused by repeating the same job for a long time and increased the freshness. It also improves everyone's work efficiency, reduces the work cost of the whole hotel and improves the salary level. Full of adventure, excitement and generous treatment, coupled with the sense of accomplishment of the service industry itself, how can hotel employees be lost? 3. Establish a sense of teamwork. Managers should first raise their awareness and don't think that they are superior and everyone is equal. From the hotel general manager to the ordinary staff, the personality is equal, which is applicable to a "resource exchange theory" put forward by some people: at any time, people have their own unique resources, and getting together is actually regrouping and exchanging resources. It is necessary to realize that everyone has the value of existence, and the work of any department cannot form a complete hotel product. The hotel can hold some activities regularly to enhance communication and mutual understanding between departments and improve the cohesion of the hotel itself. In order to establish the consciousness of "* * * to survive * * * to die" in hotel management, senior managers should avoid contact with ordinary employees in business processing, consciously abide by and maintain the administrative system of graded responsibility, so that middle and lower-level cadres can get due respect and rights, and should give more meticulous care to employees in their lives. For example, when allocating rest days, each employee can have his own day on his birthday according to the actual situation. Of course, this can be deducted from other breaks, but the staff will definitely support the thoughtful arrangement of the hotel. 4. Train employees irregularly, and pay attention to integrating theory with practice. Everything in the world is developing continuously. No matter how comprehensive your previous theoretical knowledge is, as long as you don't study, you will be eliminated immediately. China's hotel industry was the first industry to connect with the international market, and it also recognized the importance of on-the-job training earlier. It is particularly important to integrate theory with practice. Hotel Institute in Lausanne, Switzerland has a famous motto: Any theoretical knowledge that has been acquired should be confirmed and consolidated by practical experience immediately. We should give employees some time and space to fully practice the theory. In addition, what is mentioned here is the cultivation of employees' psychological endurance. Hotel industry is a typical service industry, which pursues the principle of "the customer is always right", so many times employees have to be wronged and angry. For the adverse reactions of the aggrieved employees, we should actively guide them, such as setting up an emotional vent room or organizing employees to participate in strenuous sports activities such as playing football; Salary and guidance can set another alternative goal for employees, change the working environment or make substantial compensation, and set up appeal rewards. 5. Treat employees equally. This is not economic equality, eating the same pot, but personality fairness, not discriminating against the bottom service personnel. Special mention should be made here to the problems of short-term employees and interns. Shanghai Garden Hotel uses abundant labor reasonably and employs a large number of short-term employees. The hotel has created an equal working atmosphere for short-term employees, and no discrimination or bullying is allowed. Seriously handled several incidents of bullying short-term workers, and established a good atmosphere of fair competition in the hotel. Short-term employees are treated equally except that their wages are different from those of standard workers. Their achievements are also praised, and trade unions will fight for their legitimate rights and interests. Under this incentive, short-term employees love their jobs and are enthusiastic and positive, which has won unanimous praise from the guests. Many short-term employees were promoted to foreman, and some became managers. This behavior of the hotel not only did not reduce the service level of five-star hotels, but also brought many benefits and gained a good reputation. Besides, we should give interns special treatment. They are a very special group of employees. Generally speaking, interns are mostly students from universities or vocational schools. They have rich theoretical knowledge, and with a little training, they will become the pillars of the hotel industry in the future. Some hotels pay little attention to interns, and sometimes even deliberately highlight the difference between interns and regular workers, so that they can't feel warm and even suffer psychological harm, thus the hotel loses its most valuable human resources. 6. Give play to the role of trade unions and guide employees to care about and participate in hotel management. Under the guidance of the spirit of unity, managers should attach importance to the opinions of employees and have more constructive dialogues with them. No one knows more about the status quo and development of their posts than grass-roots employees. Only when managers attach importance to their ideas and consider their opinions can the decisions they make meet the needs of realistic development. 7. Advocate the "self-directed work team" measures proposed by the Ritz-Carlton Hotel. Its basic idea is to create a free space for employees, stimulate and release their potential, and cultivate and enhance their sense of responsibility and mission. The most amazing effect of the team is the promotion effect. By empowering employees to exercise the rights of managers at the next higher level, everyone grows faster than before, which greatly stimulates their enthusiasm for work. TysonsComer, a member of Ritz-Carlton Group, implemented this measure. 1995, the number of managers was reduced from 60 to 28, saving 700,000 dollars, and the annual turnover rate of employees was reduced from 56% to 35%. More obviously, the group's satisfaction rate with hotels has increased from 70% to 95%, employee satisfaction rate has increased from 75% to 92%, customer satisfaction has also been improved, and accidents have been significantly reduced. Seeing their successful experience, we should strive to create an independent and active working environment for our employees. 8. In view of the case mentioned at the beginning of this article, it is finally proposed that the human resources department should supervise the arrangement of the business department. Always remind the business department to consider the endurance of employees and give employees a chance to rest and adjust. We should pay attention to protecting employees' rights, do a good job in their service, and let employees get rid of worries and devote themselves to their work.