《濟(jì)南大學(xué)旅館管理專業(yè)畢業(yè)論文外文資料在中國(guó)酒店和旅游業(yè)人力資源所面臨的問題》

1、旖，當(dāng)，孽畢業(yè)論文外文資料翻譯題 目 在中國(guó)酒店和旅游業(yè)人力資源所面臨的問題學(xué) 院酒店管理學(xué)院專業(yè)旅游管理班級(jí)旅游0803班學(xué)生神龍祥學(xué)號(hào) 20081401050指導(dǎo)教師白彩云二0一二年五月二十四日International Journal of Contemporary Hospitality Management2004, 128(7): 424-428.Human resources issues facing the hotel and travel industry in ChinaHanqin Qiu Zhang, Ellen Wu Abstract:There are many

2、human resource challenges facing China's hotel and tourism industry. The key issues are: the lack of qualified staff at both operational and managerial levels, high staff turnover rates, the unwillingness of university graduates to enter the industry, and the gap between what is taught in school

3、 and college and the realities of the industry itself. The aim here is to explore these issues by interviewing industry executives and academics and via the authors' own experiences of teaching and research in China. It is hoped that these issues will be noted by the Chinese government and by in

4、dustry leaders, and academics, as it will take a collaborative effort to address them.Keywords: China, Education and training, Hotel and catering industry, Human resource management, Tourism managementThe loss of the hotel staff to exploreMost of the reasons for the resignation of employees:(1) 10%

5、are not satisfied with the treatment(2) 8% are not satisfied with the work environment(3) 51% of the higher authorities are not satisfied with the(4) 23% feel that the reality of work and imagination do not deviate too much from the achievements flu(5) 6% in the new urban development as a springboar

6、d for(6) 2% of other special reasons for the status quo analysis.Many hotels now we can do this part of induction training of new staff, but training in how people are afraid to compliment, and some training in the hotel is only one or two days, the most common is to visit the hotel, and hotel staff

7、 handbook on some basic rules and regulations, in fact, like the waiter, like the first impression to the guests, the hotel's first impression to employees and how to do? This is also equally important, the new staff into the quality of pre-service training related to the new working environment

8、 for its staff some of the views and attitudes, in contact with many hotels, the hotel is not difficult to find a new staff training, there are some errors.Simple concept of training program error does not regulate the training of new employees and the effectiveness of training time as mentioned ear

9、lier, many hotels is a new staff training manuals staff training and a visit to the hotel, which the work of the staff how much help? (Of course, necessary), if you are a new employee, to a new environment, do you most want to know what? In other words, what are the new staff training needs, and thi

10、s part of the hotel and What are the requirements for new employees? New staff which is necessary to understand the training of new employees needs to be targeted. In general, the induction of new staff to the existence of the following requirements: Background information on hotels, job situation.H

11、ope that new employees to receive training programs are:Operation of business knowledge skills positions in all sectors of the attitude of the professional training of English bars expertise positions on some of the legal provisions of food and beverage operation of equipment and attention to matter

12、s related to training and jobs.Therefore, we as managers must first be transposed from thinking that we do from the grassroots up, we can not understand how their own employees? In the work and the time to teach themselves to play an exemplary role model to do so by the staff of the band is not when

13、 the heart to bring personal preferences is not biased to a personal communication and understanding and employees more than they think to be the correct guide When the communication tone and attitude of their staff a lot of concern so that they have a sense of belonging in the minds and lead them t

14、o keep learning to create and enhance the cultural atmosphere of the business continued to enrich themselves so the unity of the staff around you will take a concerted effort We also have a good track as part of the employees are doing a lot of time out of their businesses into some of the work expe

15、rience have the main purpose of their work in order to pay wages for the good they will be assigned a higher level of completion of the work and will be completed very well the reality of the salary more important than anything else as soon as they are notsatisfied with the wage to go find the other

16、 one but they will resign.We can tellyou the mandate to implement the system of incentives can also have a royalty for the private way to increase the enthusiasm of their work.10 questions to ask your staffAt any time, hoteliers need their employees to be working their hardest. But when times are to

17、ugh, you need employees to go the extra mile to win over guests, which means they need to be engaged in their work. Studies show that highly engaged employees outperform their disengaged counterparts by as much as 20 percent to 28 percent, according to Quantum Workplace, a market research company th

18、at surveys employee engagement, loyalty and retention. Employee engagement is measured by the ability and willingness of individuals to exert effort for the benefit of the company, their tendency to speak highly of the organization and their intent to stay with the company, according to Quantum.To c

19、heck how engaged your employees are, have your employees given their answers to the following statements as part of the“ Economic Sensitivity Survey,developed by Quantum Workplace:1. Management is providing good leadership and guidance during difficult economic conditions.2. My job is mentally stimu

20、lating.3. I understand how my work contributes to the company's performance.4. There are future opportunities for growth at my company.5. My company affords me the opportunity to develop my skills.6. I receive recognition and reward for my contributions.7. There is open and honest communication

21、between employees and managers.8. I see professional growth and career development opportunities for myself in this organization.9. I know how I fit into the organization's future plans.10. Considering the value I bring to the organization, I feel I am paid fairly.A little research and insight i

22、nto how your employees are truly feeling can help your bottom line in the long run by ensuring they are engaged and interested intheir jobs.The hotel management1. Reasonable remuneration to motivate staff is still the most effective wayPay as a result of the impact of employee satisfaction, salaries

23、, and therefore the design of the pay structure is reasonable to improve employee satisfaction has a very practical significance. In the investigation phase of this study, we found that many hotels are still using a single salary structure, and only needs to consider the position, while ignoring the

24、 differences in personality characteristics of employees. If the employees pay into the basic wage, job wages, and wage-effective and to increase the number of academic allowance, language allowance, staff satisfaction and retention of employees may be better.2. Great importance to the work itself,

25、the training of enterprise cultureHotel in organizing the work of staff, attention should be paid to the nature of the work personality and matching employees to staff the arrangements that best suit their needs in the workplace; in working time arrangements, taking into account the individual needs

26、 of employees and work near and far distances; leadership To have a contingent sense of leadership style to meet the task characteristics and the emotional needs of employees rather than staff to adapt the leadership style of their superiors. In addition, to foster team awareness is also crucial to

27、the improvement of employee satisfaction, and if employees can experience in their work to a higher level of care and attention of my colleagues for their help and understanding, it will lower expectations of pay.3. Motivate employees to focus on differences in personality characteristicsLeadership

28、should be led to identify the different needs of subordinates, the use of incentives and individual incentives whole combination. The 26-year-old to 35-year-old employees, they get married and raising children in the stage, pay incentives and flexible working hours may be more effective; duties of s

29、taff for promotion for men than women and better incentives. High-level managers should be aware that college and graduate employees Deben both the cause of a certain vision, and at the same time not been given sufficient attention, because these employees are the backbone of the hotel, they need to

30、 be given more attention. In addition, the first line of low-income workers pays more in favor of the spirit of care to improve their job satisfaction.Hotel staff turnover is the quality of human resources management of the most direct reflection. The high turnover rates of hotel employees are dissa

31、tisfied with the hotel staff to reflect the objective is the lack of stability of the performance of the hotel.1. The effective management of staff turnoverA hotel to retain talent, the most critical is the hotel to have strength, promising, from this point of view, the loss of control of employees,

32、 the key is the level of hotel management; and one of particular importance is the hotel management level human resources high or low.(1) Staff as a result of the loss of effective control of human resources management of hotels every step, it is necessary to reduce staff turnover, in fact, from whi

33、ch every aspect of effective control. High staff turnover rate shows that the leadership of the hotel unwise or even exposed on the lower level leadership and the deterioration of interpersonal relationships.(2) The loss of control of staff is particularly important aspects of human resources manage

34、ment and the field. These links and areas include: recruitment screening, the regularization in the hotel, job content, pay salaries and benefits, career management, as well as hotels and cultural construction, communication and other aspects.(3) However, human resources management In addition to th

35、ese specific links, it is more important is that the hotel should establish the management of people thinking. As long as the philosophy and thinking in the management of change on, the hotel is not the lack of means to retain talent and methods. If there is no thinking of this new system, no amount

36、 of "good ideas Kit" is also not service any useful purpose.2. The control strategy of the hotel were the loss of peopleNow a lot of managers in order to market products made so-called "Customer First" slogan. In fact, the relative balance between the inside and outside is the mo

37、st important, that is to say, hotel staff, including the first place should be. Competition among hotels are many, but the most essential, most fundamental is reflected in the hotel management and service quality competition. This requires continuous attention to the hotel staff training. Through tr

38、aining to increase the professionalism of the hotel staff can also be adapted to make them work better, reducing stress, and enhance the view of organization and discipline of staff work.More than two-fifths of the hotel that the low pay and benefits is the main reason for the loss of staff. This fu

39、lly reflects the current mechanism for hotel staff irrational distribution of income. Hotel to retain employees, it should be treated as equal to their real owners of capital treatment, the search for coherence with each other and build a hotel management and development prospects. At the same time,

40、 to carry out the reform of income distribution mechanism, so that the hotel staff to participate in income distribution, the real core of the formation of hotel employees and benefit-sharing, risk-sharing mechanism for common interests. As we all know, the hotel industry is highly competitive indus

41、try, especially with the competition of tourism, hotel industry, profit margins continued to decline. Higher wages is bound to increase labor costs, is not conducive to the hotel in the position of market competition. More practical approach is to design incentive-oriented pay system 。1Diane. The em

42、ployee recruitment and retention handbook. New York: AMACOM, 2001.2Charles Woodruffe. monograph. Development and assessmentanters. London: Institute of Personnel and Development,2000.在中國(guó)酒店和旅游業(yè)人力資源所面臨的問題摘要：現(xiàn)在有許多人力資源面臨著中國(guó)酒店業(yè)和旅游業(yè)的發(fā)展的挑戰(zhàn)。主要問題是：在運(yùn)營(yíng)和管理水平方面缺乏合格的工作人員， 酒店員工更替率高， 畢業(yè)的大學(xué)生不愿意進(jìn)入這個(gè)行業(yè)中來， 這兩者之間的差距是在高

43、中和大學(xué)的教學(xué)的內(nèi)容以及和現(xiàn)實(shí)行業(yè)本身的差距。 這里主要目標(biāo)是通過采訪業(yè)內(nèi)人士和學(xué)者， 并通過作者自己的經(jīng)驗(yàn)教學(xué)和研究來探討這些問題。 我們希望我國(guó)政府和業(yè)界領(lǐng)導(dǎo)者、 學(xué)者來注意到這些問題并且會(huì)采取協(xié)同努力來解決這些問題。關(guān)鍵字： 中國(guó)，教育和培訓(xùn)，酒店和餐飲業(yè)，人力資源管理，旅游管理酒店員工流失探討許多員工辭職的原因： （ 1） 10%待遇不滿意（ 2） 8%對(duì)工作環(huán)境不滿意（ 3） 51%對(duì)上級(jí)不滿意（ 4） 23%覺得現(xiàn)實(shí)的工作和想象的相差太遠(yuǎn)沒有成就感（ 5） 6%作為在新城市發(fā)展的跳板（ 6） 2%其他特殊原因。現(xiàn)狀分析：現(xiàn)在我們很多酒店都能做到新員工入職培訓(xùn)這一部分，但培訓(xùn)效果如何

44、卻不敢讓人恭維， 有的酒店僅僅是培訓(xùn)一天或兩天， 最普通的就是參觀酒店， 講解員工手冊(cè)與酒店的一些基本規(guī)章制度， 其實(shí)就像服務(wù)員給賓客第一印象一樣， 酒店給員工的第一印象又是如何呢？這也同等重要， 新員工入職前培訓(xùn)的好壞關(guān)系到員工對(duì)其新工作環(huán)境的一些看法和態(tài)度， 在與很多酒店的接觸當(dāng)中， 不難發(fā)現(xiàn)酒店在培訓(xùn)新員工方面存在一些誤區(qū)。培訓(xùn)內(nèi)容簡(jiǎn)單，培訓(xùn)觀念有誤，培訓(xùn)程序有誤，培訓(xùn)不規(guī)范，新員工培訓(xùn)時(shí)間與成效性。就像前面所提到，很多酒店新員工培訓(xùn)就是員工手冊(cè)的培訓(xùn)和參觀酒店等，這些對(duì)員工的工作有多大的幫助？（當(dāng)然有此必要） ，假若你是一位新員工，到了一個(gè)新的環(huán)境， 你最想知道的是什么？也就是說， 新

45、員工培訓(xùn)存在哪些需求， 而酒店對(duì)這部分新員工又有哪些要求？而這些就是新員工所必須了解的， 新員工培訓(xùn)需做到有的放矢。一般而言，新員工對(duì)入職培訓(xùn)存在如下需求： 酒店背景資料、 崗位情況。新員工希望接受的培訓(xùn)項(xiàng)目有：崗位業(yè)務(wù)知識(shí) 崗位技能操作 崗位態(tài)度 所有部門的專業(yè)培訓(xùn) 崗位英語(yǔ) 酒吧專業(yè)知識(shí) 關(guān)于餐飲的一些法律條文設(shè)備操作及注意事項(xiàng) 與崗位相關(guān)培訓(xùn)。所以作為管理人員首先要做到換位思考：我們也是從基層做起來的， 我們?cè)趺淳筒豢梢岳斫庾约旱膯T工呢？ 在做事和教導(dǎo)的時(shí)候要自己先做好榜樣起到表率作用，對(duì)待員工時(shí)心要正不可以帶個(gè)人感情，對(duì)就是對(duì)，不可以偏向某個(gè)個(gè)人。多和員工溝通了解他們的想法加以正確的引

46、導(dǎo)。 在溝通時(shí)注意自己的語(yǔ)氣和態(tài)度， 多多關(guān)心員工使他們有歸屬感。 在思想上要經(jīng)常帶領(lǐng)大家多學(xué)習(xí)， 營(yíng)造和提高本企業(yè)的文化氛圍不斷的充實(shí)自己。這樣員工才會(huì)團(tuán)結(jié)的你周圍齊心協(xié)力走上好的軌道。我們還有一部分員工是工作很長(zhǎng)時(shí)間的。他們進(jìn)過一些企業(yè)有一定的工作經(jīng)驗(yàn)。他們工作的主要目的是為了工資。 為了工資他們會(huì)努力的完成上級(jí)指派的各項(xiàng)工作而且會(huì)完成得很好。 現(xiàn)實(shí)的工資比什么都重要， 一旦對(duì)工資不滿意他們就會(huì)去找其他的，而一但找到他們就會(huì)辭職。 我們可以對(duì)大家實(shí)行任務(wù)獎(jiǎng)勵(lì)提成制度， 還可以有換包房的辦法提高他們的工作積極性。十個(gè)尋問你員工的問題在任何時(shí)候，酒店經(jīng)營(yíng)者需要員工在工作中要做到最努力。不過當(dāng)下

47、是最難的，你需要員工做出額外的工作去贏得顧客，意思就是他們必須參與其工作。研究表明，高度參與的員工做得比自由散漫的員工出色差不多是20到80。依照的是美國(guó)昆騰公司的工作場(chǎng)所，市場(chǎng)研究公司的調(diào)查員工參與，忠誠(chéng)度和保持力這幾項(xiàng)。如何檢查你的員工都參與， 有您的員工回答下列報(bào)表的一部分， “經(jīng)濟(jì)敏感性調(diào)查”這是美國(guó)昆騰公司所揭露的：1. 在困難的經(jīng)濟(jì)條件下，管理提供了良好的領(lǐng)導(dǎo)和指導(dǎo)；2. 我的工作給與我精神上的滿足；3. 我了解我的工作如何有助于該公司的業(yè)績(jī)；4. 在我的公司有未來發(fā)展升職的機(jī)會(huì)；5. 我公司使我有機(jī)會(huì)發(fā)展我的技能；6. 為了我所做到的貢獻(xiàn)我收到了贊譽(yù)和獎(jiǎng)勵(lì)；7. 在員工和管理人員之間有公開和誠(chéng)實(shí)的溝通；8. 在這個(gè)組織里我看到自己專業(yè)成長(zhǎng)和職業(yè)發(fā)展機(jī)會(huì)；9. 我知道我如何融入組織的未來計(jì)劃；10. 考慮到我給組織帶來的價(jià)值，我感覺我付出足夠了 。一個(gè)小小的研究，深入了解公司的員工是真正的感覺可以幫助你的底線。從長(zhǎng)遠(yuǎn)來看，確保他們所從事和關(guān)心他們的工作。對(duì)酒店管理的建議1. 合理的薪酬仍然是激勵(lì)員工最有效的手段由于薪酬對(duì)員工滿意度的影響最大， 因此薪酬以及薪資結(jié)構(gòu)的設(shè)計(jì)是否合理對(duì)提高員工滿意度具有很現(xiàn)實(shí)的意義。