How to write a literature review on the research on incentive mechanism for new hotel employees in Shaoxing City

In the economic tide of globalization, human resource management is playing an increasingly important role in the operation process of the hotel industry. On the contrary, the improvement of hotel service quality also requires more and more human resource management. It is reflected by continuous strengthening, and the correct construction and reasonable implementation of the incentive mechanism is an important part of human resources management and a core issue related to whether the hotel can achieve sustainable development. That is, it can not only serve the daily management of the hotel, but also Provide guarantee for the future development of the hotel. What it means when analyzed is that a set of scientific and complete human resources management incentive mechanisms can provide effective help for hotel operators to achieve the hotel's business goals, develop and utilize the hotel's human resources with maximum efficiency, and improve the hotel's operation and management efficiency and Sustained competitiveness promotes the rapid and healthy development of hotels. To this end, hotels not only need to work hard to enrich their talent pool, but also need to constantly innovate and apply appropriate incentives. Through the discussion of the incentive mechanism, this article believes that problems such as outdated employment concepts, unreasonable talent recruitment mechanisms, and single incentive methods have seriously affected the development of my country's hotel industry. Based on these problems, hotel management can enter a more stable and good state. Some corresponding suggestions were put forward based on the situation.

Keywords: incentive mechanism; hotel industry; human resources management

Chapter 1 Introduction

With the rapid development of the economy, market competition is also constantly changing. Intensified, there is not only competition among companies for products and services, but also competition among talents, especially in the hotel industry. To remain invincible in this global market competition, hotels must recruit and retain talents by creating a scientific, reasonable, and effective human resources management incentive mechanism so that they can manage in the future. achieve sustainable development in the process. At the same time, the hotel industry is a labor-intensive service industry. Its customer satisfaction is largely reflected by the service quality of its employees, and the quality of employee service is inseparable from the employees' work quality, work enthusiasm and work quality. Concept, therefore, a good and complete incentive mechanism is essential. It can fully tap the potential of employees, create a good corporate culture, stimulate employees' initiative and sense of ownership, and strive to achieve hotel goals and individual employees. The goals are organically integrated and aligned to improve hotel performance in all aspects.

First of all, the so-called motivation refers to the psychological process that stimulates people's behavior. All human behaviors are caused by some kind of motivation. Motivation is a mental state that inspires, promotes, and strengthens human behavior. Introducing incentives into the human resources management of the modern hotel industry means that hotel operators establish a comfortable working environment, scientific salary system, and reasonable reward and punishment forms for employees, exchange information with employees, guide and standardize employees' performance. Behavior, encourage and stimulate employees' enthusiasm for work, and gradually guide employees' behavior towards the hotel's goals, so that both employees and the hotel can benefit from systematic activities, that is, to build a set of human resources management incentive mechanisms suitable for the hotel's operation and continuous development.

Secondly, a good incentive mechanism must follow the principle of combining material incentives and spiritual incentives. As the name suggests, material incentives refer to a way for hotel managers to use material means to provide employees with material satisfaction so as to increase their enthusiasm and creativity in work. Material incentives include increasing salaries, strengthening employee benefits, formulating bonus plans, providing housing, etc. In contrast, spiritual motivation refers to the intangible spiritual motivation provided by hotel managers to employees. It is an internal motivation method. Methods of spiritual motivation include appropriately authorizing employees, training employees to improve their professional qualities, affirming employees' work performance, implementing a fair and open promotion system, and formulating corresponding career plans for employees based on their different characteristics. .

Furthermore, if hotel human resources management is an art, then the incentive mechanism is its soul. The advantage of the incentive mechanism is that it can meet the dual material and spiritual needs of employees through various methods, thereby further improving employee loyalty and satisfaction, and helping the hotel acquire and retain them in the increasingly fierce market competition, which can promote its further development. talents and sound hotel management. Moreover, the importance of incentive mechanisms in modern hotel human resources management is self-evident. However, how to reasonably and effectively construct incentive mechanisms has always been a topic that the hotel industry has been and will continue to explore and study. In such a realistic need Under this situation, my country's hotel industry needs to continuously explore and summarize applicable incentive measures to make them more scientific and perfect in order to cope with challenges from all aspects.

Chapter 2 The significance of incentive mechanism in human resources management of my country's hotel industry

Incentive mechanism is an important part of modern hotel human resources management. A complete set of incentive mechanisms can not only guide and strengthen the thoughts and behaviors of hotel employees, but also be conducive to the organic integration of employees' personal development goals and hotel business goals. In short, it is directly related to the vital interests of hotel employees and their job satisfaction, which in turn affects their enthusiasm for work and their loyalty to the hotel, and ultimately affects whether the hotel's management can operate effectively. Therefore, this mechanism is indispensable and of great significance to the human resources management of my country's hotel industry.

2.1 A reasonable incentive mechanism can improve the core competitiveness of the hotel, that is, talents.

As a service industry, the hotel industry opened relatively early in China's reform and opening up process. However, with the continuous development of the economy and society, the competition between hotels is becoming increasingly fierce. This There is not only competition between domestic hotels, but also competition between domestic hotels and international hotels. Moreover, customers' requirements for hotel service quality are getting higher and higher, which requires a large number of outstanding talents with high professional quality and strong service awareness to improve the hotel's management level. Therefore, hotel competition is ultimately a competition for talents, and establishing an effective incentive mechanism is of strategic significance for improving human resources conditions, attracting talents, retaining talents, and giving full play to the role of talents. In the hotel industry, the flow of talent has always been very frequent, because it is not only the hotel that chooses its employees, but the employees are also choosing the hotel, which has resulted in a very serious brain drain in the hotel. A hotel with a complete incentive mechanism can well reduce the losses caused to the hotel due to brain drain. Its generous welfare benefits can also recruit better talents for itself, because employees understand that their efforts can make a difference here. get rewarded. As a humanized management system, the incentive mechanism is related to whether the hotel can obtain a relative competitive advantage, that is, whether it can survive and develop in the current complex competitive environment.

2.2 A reasonable incentive mechanism can stimulate employees' work enthusiasm and improve hotel performance.

Globally, many hotels have similar problems, that is, employees in each department can basically complete their tasks within the specified time frame in accordance with the work requirements of their department. However, at the spiritual level, he is very passive and lacks initiative. He lacks strong morale, enthusiasm and strong sense of responsibility for work, which makes the overall atmosphere of the hotel not positive enough. Under such circumstances, even if employees can complete their work in accordance with regulations, they have fundamentally violated the work attitude of "the hotel owns everything and the hotel enjoys it". Moreover, the hotel industry is a relatively special industry among all industries. It is different from general production-oriented industries. The products it provides are mainly realized through the individual labor of hotel employees and are an intangible service. Therefore, the service quality of employees directly determines the quality of the hotel's customer service on the one hand, and it is difficult for managers to fully monitor the service labor provided by employees. Therefore, the enthusiasm of hotel employees to work depends on a certain extent. determines the quality of its service, and an effective incentive mechanism can just make up for this shortcoming. In order to fully mobilize employees' work enthusiasm and create a "happy service" working atmosphere, it is very necessary for hotels to implement incentive mechanisms for employees. The more employees are enthusiastic about their work, the hotel's performance will naturally improve.

2.3 A reasonable incentive mechanism can promote healthy competition within employees and enhance the centripetal force and cohesion of the hotel.

In today's society full of competition, people's sense of competition is getting stronger and stronger. Not only do they have a strong sense of competitiveness and enterprising spirit at work, but they also have their own goals and goals in their self-awareness. Expectation, and this sense of competition and competitive spirit also exist in the human resource management incentive mechanism of the hotel industry. Because since there are incentives within the hotel, there will naturally be competition, and with competition, employees will have fighting spirit and put a certain amount of pressure on themselves, thus creating a positive sense of supervision, so that they can gradually It forms a working atmosphere in which managers want to see each other chasing after each other. At the same time, employees will try their best to improve their work efficiency and ability, promote their self-improvement and the realization of their own value goals. Ultimately, the entire hotel's The overall quality will be greatly improved. Generally speaking, the salary system in the incentive mechanism is based on the principle of "everyone does their best, and the more work they do, the more they get". That is to say, the amount of work remuneration received by hotel employees is based on the economic benefits they bring to the hotel. The level of employees is directly linked to the performance of their individual work. This kind of incentive measures that differentiate in terms of material treatment is not only conducive to the formation of a competitive working environment within the hotel, but also the cultivation of employees' collective sense of honor and the centripetal force of the hotel. , the enhancement of cohesion plays a promoting role.

2.4 A reasonable incentive mechanism can tap the potential of employees and improve the quality of human resources.

A survey by Harvard University professor William James found that when employees are paid on an hourly basis, if department employees just want to keep their jobs, they generally only need to use 20% to 30% of their potential; however, In a good incentive environment, employees' potential can be realized to 80% or even 90%, of which about 60% of the gap is caused by the incentive mechanism. In other words, the same employee is fully utilized when After being motivated, the work ability and level that may be achieved are 3 to 4 times that of the work ability that they usually show. This discovery was also included in James's book "Behavior Management". It can be seen that the development of employees' potential is of great significance to the development of enterprise human resources management, especially in the hotel industry.

Practice has proved that if the hotel uses the incentive mechanism properly, it can fully mobilize the potential huge energy of employees and give full play to their best skills and talents, thereby improving the quality of human resources and achieving the hotel's organizational goals.

2.2.5 A reasonable incentive mechanism can promote the consistency of employees' personal development goals and hotel business goals, and effectively constrain employees' behavioral motivations.

After the hotel employee’s survival rights are satisfied, he will consider the need for self-development. He will hope to be recognized and respected by others, and that the hotel can provide him with more opportunities for learning and development. This article applies Vroom's expectation theory to human resource management in the hotel industry, and comes to the point that if hotel employees hope to achieve expected development goals through their own efforts, such as being recognized by their bosses for their work or getting their positions, promotion, and his subjective consciousness also believes that the possibility or probability of achieving his personal goals is very high, then he will have sufficient confidence in his next behavior and inspire strong work power, thereby improving the hotel service quality. But the problem is that there are certain gaps between different types of employees in social status, economic conditions, attitudes and cognitions, etc., so their needs and personal development goals are not exactly the same, which leads to the personal pursuit of employees. There are differences between development goals and hotel management goals, and this difference may affect the hotel's survival and development. At this time, the role of the incentive mechanism comes into play. An effective incentive mechanism can induce employees' individual behaviors to be directed towards hotel business goals and guide their values ??to be consistent with hotel management values, that is, while achieving hotel business and management goals, employees' personal development goals can also be achieved. Moreover, it can also constrain employees' behavioral motivations and enable them to invest in the construction and development of the hotel with a good attitude.

Chapter 3: The Current Situation of the Incentive Mechanism of my country's Hotel Industry and the Main Problems

After more than 30 years of reform and opening up, we have learned from the management experience of foreign-funded hotels and carried out based on our own actual conditions. Exploration, the current human resource management level of my country's hotel industry has been greatly improved compared to the past, but there is still a big gap compared with the human resource management level of some international hotel groups, and it is not satisfactory. The hotel industry is still developing its own needs. The root cause lies in the concept and quality of hotel managers. They do not regard hotel employees as an important resource and do not fully apply the incentive mechanism to the hotel's human resources management, so it cannot be achieved. The sustainable development of human resources is specifically:

3.1 The hotel management concept is backward, the punishment is too heavy and the incentives are insufficient

The main function of the hotel industry is to provide services to customers. It is a labor-intensive industry. The role of employees in the hotel is not only the producer of services, but also the carrier of services. Therefore, hotel managers should understand that the significance of employees to the hotel is actually far greater than the hotel hardware facilities. The role of. However, as far as my country's hotel industry is concerned, although it has been integrated with foreign counterparts for a long time, most of them are only the tangible introduction of foreign hotel hardware facilities. In the process of integration, it is more of direct imitation rather than in-depth reference. , especially in terms of management concepts, hotel operators have a very outdated concept of employment, lack a correct view of talents, and do not have the value concept of "people are the hotel's most valuable resource". They only regard employees as objects of management and believe that since the hotel has paid wages, employees should work hard. However, they do not know enough about the importance of employee motivation and how to motivate them, and they are even more lacking in spiritual motivation. In order to prevent problems with their own service quality, many hotels will implement very strict management of their employees. It is undeniable that this can indeed ensure the hotel's service quality to a certain extent. However, if a situation of excessive punishment and insufficient incentives is formed, It will seriously affect employees' awareness of proactive service. This phenomenon often occurs in some hotels in our country. For example, when employees receive complaints from guests, the hotel will punish these erring employees quite severely, ranging from salary deduction to demerit or even expulsion. Moreover, the hotel has many standardized requirements and punishment rules for employees' work, which over time will lead to This will cause employees to become defensive, deliberately alienate themselves from the relationship with managers, and try every means to reduce the chance of being punished. Try to follow the hotel's rules and regulations at work to reduce the number of criticisms from managers, and try to avoid direct contact with hotel guests. , to reduce the chance of being complained for various reasons. This will inevitably affect the further improvement of hotel service quality.

3.2 Hotels lack systematic management talents with strong professional knowledge, and the talent recruitment mechanism is unreasonable

Objectively speaking, the gap between my country’s hotel industry and the hotel industry in developed countries is not only reflected in the employees service quality, and more importantly, the professional knowledge and professional quality of the hotel management. In my country's modern hotel management, there are relatively few professional management talents who have graduated from systematic hotel management colleges. A large proportion of managers started from the grassroots employees of the hotel, relying on their accumulated experience step by step. They were promoted, so most of their comprehensive management professional quality is not very high, and their management knowledge of modern hotel management is not rich and solid enough.

Moreover, they are not proficient in the use of modern scientific management tools and technologies, and their oral expression skills in foreign languages ??are weak, which to a certain extent results in a shortage of management talents with strong hotel professional knowledge. In addition, due to safety and cost issues, many hotels rely too much on family-style management, and the talent introduction mechanism is unfair and reasonable. Many important positions in the hotel are held by family members. When selecting management personnel, the first consideration is family members, and then internal selection or external recruitment is carried out. This can easily lead to a nepotistic employment mechanism and unintentionally form a psychology and behavior of excluding external talents. Moreover, due to this unfair corporate culture, there is a clear difference in the treatment enjoyed by non-family members and family members in the hotel. They cannot see the direction of their careers and lack a corresponding sense of belonging and identification with the hotel. I feel that, especially as the hotel scale gradually expands, problems such as inefficiency in the utilization of human resources and serious loss of talent caused by such unreasonable family management will become more prominent.

3.3 In the management process, hotels focus on hotel interests rather than employee personal development

In our country’s traditional culture, the focus has always been on the grasp and analysis of the whole, and on the individual Their needs and appeals appear to be less important. When dealing with the relationship between people and society, our country's traditional culture advocates that everyone should be there before the small family, emphasizing that individuals exist among collectives, that is, when individual interests conflict with collective interests, individual interests should be subordinated to collective interests. Especially after the founding of New China, the idea of ??collectivism has penetrated more deeply into all walks of life in our country, and the value of organizations and collectives has been further emphasized. However, individual needs are still seriously ignored. This problem is also common in hotels. In motivating employees. In terms of the interest mechanism, the hotel mainly protects its own interests, but the interests of employees who contribute to the construction and development of the hotel have not received due attention.

At present, the operators of my country's hotel industry are often concerned about how to increase the hotel's performance and improve the hotel's operating income. What they pay attention to is the development of the hotel