Urgent need for a survey report on tourism or hotel management? 3000 words

Social investigation report on human resource management in large hotels: survey records of undergraduate business administration; The object of my social practice is * * hotel, and the topic of the survey is "the application of' employee first' in human resource management of * * hotel". On March 4th, 2003, from 14: 00 to 16: 30, I visited Fu Yong, the human resource manager of * * Hotel. He introduced me to the recruitment, employment, training and welfare treatment of employees in * * Hotel, and also borrowed the employee manuals of * * Hotel and various departments in 2002. Visit Mr. Fu again on March 6th from 14: 00 to 17: 00. Under his guidance, I visited the staff canteen, staff dormitory and staff activity center of * * Hotel, and introduced me how to communicate with employees and how to let employees participate in management. I finished the first draft on March 14, 2003, and finalized it on March 18 after being reviewed by my tutor. Self-identity I was a management student in the College directly affiliated to Radio and TV University in the autumn of 2000. After nearly three years of study, I have mastered the basic knowledge and theory of modern management. In this social practice organized by the school, I chose the Golden Hotel * * with a long history in * * as the investigation object. By visiting the human resource manager of the hotel, consulting the hotel staff handbook and the training records of various departments of the hotel in 2002, this paper is written on the topic of "the application of" employees first "in hotel human resource management. Through this social practice, I have a deeper understanding of the importance of human resource management in enterprises: only by attaching importance to human resource management can enterprises have a high-quality staff and achieve good benefits. Because of the limited knowledge, we can only analyze the human resources of enterprises, but we can't do a comprehensive and in-depth analysis. I. Recruitment and Employment of Employees * * The hotel takes the initiative in the recruitment and employment of employees, and does not obtain the information of job seekers through strict interviews and employment tests, so as to judge whether the skills and knowledge of job seekers meet the job requirements. At the same time, when the hotel recruits employees, it also comprehensively and objectively introduces the hotel situation, the contents and requirements of employees' work, and the training, promotion, salary and benefits that the hotel can provide for employees, so that job seekers can judge whether they are satisfied with the job they are applying for and whether they are competent for their duties. This practice helps * * hotels to choose better employees, and also helps employees to strengthen their confidence in long-term work and struggle in the hotel and enhance the cohesion of the enterprise. Second, pay attention to employees' career planning and meet employees' personal development needs * * From the moment employees enter the store, the hotel will guide employees to determine their own career goals, help employees design personal growth plans, and provide employees with appropriate development opportunities. Doing so can reduce employee turnover and improve employee satisfaction. Several effective career development practices adopted by hotels: (1) Pay attention to staff training. Today, with the rapid development of hotels, the managers of * * hotels realize that people are the first factor for the success of hotels, and only high-quality employees can improve the competitiveness of hotels. They not only emphasize short-term economic benefits, but also ignore the training of employees, because training will increase the cost of enterprises and reduce profits. Therefore, the managers of * * hotels attach great importance to the training of employees and provide them with various recharge opportunities based on the principle of "employees first". According to the characteristics of employees, we provide a series of training guidance, including classroom training, participatory and heuristic methods such as the duties of temporary acting supervisors. Staff training is all-round, in addition to various job skills training, as well as comprehensive quality training. (2) Establish an in-store recruitment system * * The hotel should provide all employees with vacancy information by public means such as bulletin boards, so that qualified employees have the opportunity to participate in the application. At the same time, when there is a vacancy in the hotel, we should first make an open recruitment supplement in the store, encourage employees to have promotion opportunities as long as they work hard, and give them room for development. When the hotel can't make it up, it will be made up from outside the store. (3) Changing jobs regularly Hotel employees, especially those who serve the front line, usually have a single job. Employees who have been engaged in repetitive work for a long time are prone to boredom and the quality of service will be reduced. * * The hotel changes employees' jobs by job rotation and arranging temporary tasks, providing employees with various experiences and familiarizing them with diverse jobs. Cross-training and job rotation can not only avoid employees' boredom with monotonous work to a certain extent, but also improve employees' work enthusiasm and save hotel labor costs. In addition, through rotation, employees can not only master the service skills of each position, but also be familiar with the service processes of other positions, which is helpful to improve the coordination of work between departments. (4) Provide employees with tools for self-assessment. To establish a correct career development plan, employees must fully understand themselves and know themselves, so as to determine practical career goals. * * The hotel has adopted a set of "talent basic quality evaluation software" to help employees evaluate themselves. This software can test every employee who applies for career design. Through testing, testers can know their greatest potential and the most suitable position, so as to quickly determine their own development direction and maximize their potential in practice. (5) In hotels that provide various promotion channels, employees who serve the front line often have only one development prospect, that is, promotion to management positions. Although many excellent service personnel have been trained and trained to take up management positions, they are fully qualified for administrative work. However, there are also many excellent service personnel who can't do administrative work well or don't like administrative work, but a number of backbones have been lost in the front line of service work. In this regard, * * Hotel has formulated two different promotion systems for front desk service personnel and back desk service personnel, and set several different grades for each post. Excellent service personnel can be promoted to the post level and increase their salary, but they don't have to leave the front line of service. Different grades of waiters have different responsibilities. For example, senior waiters not only need to complete their own service work, but also need to train new waiters. This can not only attract outstanding employees effectively, but also enable enterprises to achieve the purpose of reasonable employment. Third, strengthening communication with employees and promoting the success of employees' participation in hotel management can not be separated from the creativity and enthusiasm of employees. As front-line employees, they know more about customers' needs and requirements than managers, and they can find problems in their work better. To this end, * * Hotel creates a harmonious family atmosphere for employees, so that employees can fully express their opinions and actively participate in management, such as general manager reception day. Through two-way communication with employees, hotel managers can make better decisions. In addition, the managers of * * hotels not only strengthen the communication with the existing employees of the enterprise, but also pay attention to the communication with the "job-hopping" employees, because the managers think that these employees are often more direct and direct than the existing employees of the hotel. By deeply understanding the reasons of employees' job-hopping, we can take corresponding measures to better solve the problems existing in hotel management. * * The hotel allows employees to participate in management, which further exerts the subjective initiative of employees, enhances their sense of responsibility, makes employees more aware of the requirements and expectations of managers, and is more willing to cooperate with managers to do a good job in service. In addition, the hotel not only encourages employees to participate in management, but also further delegates some decision-making power to employees by means of authorization, so that employees can quickly respond to guests' questions according to specific conditions, which greatly stimulates the enthusiasm of employees. Fourth, care about employees' lives Compared with other industries, hotel employees generally have greater work pressure and less free time. * * Hotel managers are more concerned about employees from life and provide various conveniences for employees. First of all, managers should attach great importance to the construction of staff dormitories and staff restaurants, provide various venues for cultural and sports activities for employees, enrich their amateur spiritual life, and truly create a "home away from home" for employees. Secondly, managers are also emotional to employees. Send greeting cards, gifts, etc. Express blessings on holidays and employees' birthdays. If employees have any difficulties at home, try to provide support and help to relieve their worries. V. Establish a reasonable salary system * * The hotel has established a perfect salary system according to the needs of employees. It includes direct reward, indirect reward and non-monetary reward. (1) Direct compensation Direct compensation mainly refers to the basic salary, overtime pay, allowance and bonus provided by the hotel to employees. In order to improve the treatment of service personnel, the hotel implements the post salary system, according to [this article comes from the secretary 1 14-www, Wenmi 1 14.com, please go to the secretary 1 14]. On-the-job salary system is divided into several levels from general manager to employees according to decision-making, leadership and service level, and each level varies according to different technical positions. This can avoid the unreasonable phenomenon that the salary of service personnel who have worked for many years is not as good as that of fledgling managers. (II) Indirect remuneration Indirect remuneration mainly refers to the welfare of employees. * * The hotel provides employees with medical insurance, pension, paid holidays and other benefits in a unified way. (3) Non-monetary reward hotel managers realize that employees' needs are various, both material and spiritual. Therefore, managers should give due consideration to employees' spiritual needs and motivate employees through various spiritual encouragement measures, such as selecting "the best employee" and awarding the title of "post expert". Managers should also note that different employees' spiritual satisfaction is different. And according to the individual differences of employees, various incentive measures are taken in a targeted manner. If some employees want to have good interpersonal relationships, the hotel will organize some cultural activities, fraternity and other social activities to meet their needs; Some employees want to be respected and have high prestige, and hotels can motivate them by awarding various honorary titles. Through the above investigation, it can be seen that the managers of * * hotels really attach importance to employees, put employees first, and effectively apply "employee first" to the human resource management of hotels. Because of this, * * Hotel can attract and retain outstanding employees in the fierce competition for talents, so that the enterprise has a stable and high-quality staff and provides efficient and high-quality services to its guests, which has been affirmed by friends from all sides.