中国酒店业人力资源管理中激励机制的应用研究
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摘要
一个酒店的管理水平和服务质量优劣程度,很大程度上取决于酒店人力资源的利用与管理。随着我国经济和旅游业的发展,我国酒店硬件已赶上国际水平,但酒店人员素质、管理水平和服务质量均落后于同行业的国际标准,究其原因,根本在于没有把人作为一种资源来对待,在人性化的管理中进行充分激励,实现人力资源的可持续发展。因此,从人性出发,来研究如何实行有效的激励,成为酒店人力资源管理的重要课题。
文章通过对人性假设分析,得出酒店业对人性假设理论的认识。通过各种激励理论,特别是马斯洛需求层次理论、赫茨伯格的双因素理论和弗鲁姆的期望理论,指明在酒店人力资源管理中,要明确激励的因素及要注意的问题。
据此分析我国现代酒店业员工激励机制应用的现状及问题,认为专业管理人才缺乏、轻员工利益、用人观念陈旧、员工薪资普通偏低等几个问题已经严重阻碍了我国酒店的发展。接着运用实证方法,对湖南中天酒店人力资源管理激励机制进行分析。
酒店的经营管理工作和服务工作是劳动密集型和感情密集型工作,文章根据中天大酒店的人力资源管理中激励机制的应用实际,通过对美国、日本等欧美国家酒店人力资源管理模式的分析与借鉴,从企业文化、多种激励、沟通机制和员工成就感四个方面,就酒店激励的创新与发展进行思考。认为建设以人为本的企业文化、注重员工自我价值的实现、适当放权和绩效公平考核的薪酬制度,是酒店人力资源激励机制建设应努力的方向,应把目光主要放在重视员工个人需求上来,适当放权,让员工参与管理,鼓励员工创新精神。激励的意义在于真正重视人的因素,激发人的潜能,充分发挥员工的积极性和创造性,增强企业的凝聚力。
The management level and service quality of a hotel to a large extent depends on the using of human resources and management. With China's economic and tourism development, the hardware or equipment of China hotel has got to the international level, but the quality of the hotel staff, the management level and quality of service in the same industry are lagging behind international standards, the reason simply is not treat a person as resources and give full incentive to achieve the sustainable development, deal with the staff with humanized management. Therefore, beginning with humanity to study how to implement an effective incentive has become a major task for hotel human resources management.
This paper, Based on the assumption of human nature, conclude the hotel industry's understanding of the human nature assumptions theory. Through various incentive theory, in particular the demand level of Maslow's theory, Hecibage's two-factor theory and Fulumu's expectations theory, specified that in the hotel human resources management, we must have a clear ideal of incentive and pay attention to the factors and issues.
Based on the above theory we discuss the current status and issue on application of the incentive mechanism in the hotel industry of China, that the lack of professional managerial talents, look down upon employee benefits, outdated employment concepts, and the general low salaries of the staff, and several other problems have seriously hindered the development of China's hotel. Then using empirical methods, analyze the Hunan zhongtian hotel's human resources management incentive mechanism.
Hotel management and service work is labor-intensive and emotional-intensive work, the article according to the actual application of management incentive mechanism in zhongtian hotel's human resources management, through analyzing and learning from the United States, Japan and other countries in Europe and America hotel, from the corporate culture, a variety of incentives, communication system and staff achievement, thinking the hotel incentive's innovation. We believe that the people-oriented corporate culture, focusing on the realization of self-worth of the staff and appropriate decentralization and fair assessment of the performance, pay system, is the aim that the hotel human resources efforts should be made. Moreover, we must focus mainly on the attached great importance to the individual need, allowing employees to participate in the management, the spirit of innovation of the staff are encouraged. The value of incentive lies its truly attaches great importance to the significance of the human factor, stimulating human potential, and give full play to their enthusiasm and creativity, enhance the cohesion of the enterprise.
文章通过对人性假设分析,得出酒店业对人性假设理论的认识。通过各种激励理论,特别是马斯洛需求层次理论、赫茨伯格的双因素理论和弗鲁姆的期望理论,指明在酒店人力资源管理中,要明确激励的因素及要注意的问题。
据此分析我国现代酒店业员工激励机制应用的现状及问题,认为专业管理人才缺乏、轻员工利益、用人观念陈旧、员工薪资普通偏低等几个问题已经严重阻碍了我国酒店的发展。接着运用实证方法,对湖南中天酒店人力资源管理激励机制进行分析。
酒店的经营管理工作和服务工作是劳动密集型和感情密集型工作,文章根据中天大酒店的人力资源管理中激励机制的应用实际,通过对美国、日本等欧美国家酒店人力资源管理模式的分析与借鉴,从企业文化、多种激励、沟通机制和员工成就感四个方面,就酒店激励的创新与发展进行思考。认为建设以人为本的企业文化、注重员工自我价值的实现、适当放权和绩效公平考核的薪酬制度,是酒店人力资源激励机制建设应努力的方向,应把目光主要放在重视员工个人需求上来,适当放权,让员工参与管理,鼓励员工创新精神。激励的意义在于真正重视人的因素,激发人的潜能,充分发挥员工的积极性和创造性,增强企业的凝聚力。
The management level and service quality of a hotel to a large extent depends on the using of human resources and management. With China's economic and tourism development, the hardware or equipment of China hotel has got to the international level, but the quality of the hotel staff, the management level and quality of service in the same industry are lagging behind international standards, the reason simply is not treat a person as resources and give full incentive to achieve the sustainable development, deal with the staff with humanized management. Therefore, beginning with humanity to study how to implement an effective incentive has become a major task for hotel human resources management.
This paper, Based on the assumption of human nature, conclude the hotel industry's understanding of the human nature assumptions theory. Through various incentive theory, in particular the demand level of Maslow's theory, Hecibage's two-factor theory and Fulumu's expectations theory, specified that in the hotel human resources management, we must have a clear ideal of incentive and pay attention to the factors and issues.
Based on the above theory we discuss the current status and issue on application of the incentive mechanism in the hotel industry of China, that the lack of professional managerial talents, look down upon employee benefits, outdated employment concepts, and the general low salaries of the staff, and several other problems have seriously hindered the development of China's hotel. Then using empirical methods, analyze the Hunan zhongtian hotel's human resources management incentive mechanism.
Hotel management and service work is labor-intensive and emotional-intensive work, the article according to the actual application of management incentive mechanism in zhongtian hotel's human resources management, through analyzing and learning from the United States, Japan and other countries in Europe and America hotel, from the corporate culture, a variety of incentives, communication system and staff achievement, thinking the hotel incentive's innovation. We believe that the people-oriented corporate culture, focusing on the realization of self-worth of the staff and appropriate decentralization and fair assessment of the performance, pay system, is the aim that the hotel human resources efforts should be made. Moreover, we must focus mainly on the attached great importance to the individual need, allowing employees to participate in the management, the spirit of innovation of the staff are encouraged. The value of incentive lies its truly attaches great importance to the significance of the human factor, stimulating human potential, and give full play to their enthusiasm and creativity, enhance the cohesion of the enterprise.
引文
[1]北京大学旅游管理学院教研室编著:《现代管理学概论》,经济科学出版社1998年版,第106页。
[2]芮明杰:《现代企业管理创新》,山西出版1998年版,第75页。
[1]吴一平等:《现代企业经营管理》出版社,1994年版,第26-27页。
[2]刘水仁等:《现代企业人事管理》,中国人事出版社1998年版,第43页。
[1]《中国共产党第十七次全国代表大会文件汇编》,人民出版社2007年版,第13页。
[1](美)西奥多.W.舒尔茨.论人力资本投资[M].北京:北京经济学院出版社,1992
[2](美)f.w.泰罗.科学管理原理[M].北京:中国社会科学出版社,1981
[3]梅奥.工业文明的社会问题.[M].北京:商务印书馆,1985
[4]王建、徐永德、王殿龙.企业创新的理论与实务.[M].北京:新华出版社,2005
[5]张敏.企业员工激励研究[M].北京:首都经济贸易大学出版社,2001
[6][英]安东尼吉.登斯 李康、李猛译,《社会的构成》,北京:生活.读书.新知三联书店,1998
[7]马克思、恩格斯.马克思恩格斯选集[M].1-4卷,北京:人民出版社,1984
[8][美]道格拉斯·C·诺斯.制度、制度变迁与经济绩效[M].上海:三联书店,1984
[9]高兆民.制度公正论[M].上海:上海文艺出版社,2001
[10]盛洪主编.现代制度经济学[M].北京:经济科学出版社,2003
[11]黄少安主编.制度经济学研究[M].北京:经济科学出版社,2003
[12][美]道格拉斯·C·诺斯.经济史中的结构与变迁[M].上海:三联书店,1994
[13]毛泽东选集[M].1-5卷,北京:人民出版社,1997
[14]张爱卿动机论:迈向二十一世纪的动机心理学研究,武汉:华中师范大学出版社,1999
[15]刘正周 管理激励[M],上海:上海财经大学社,1998
[1]郭红玲.论泰罗科学管理理论的基本特点和借鉴意义.四川师范大学学报(社科版)总第113期
[2]格玛.浅析企业激励机制的建设[J].苏州大学学报(工科版),2004.12
[3]原毅军.企业组织结构创新与管理咨询业发展.北京.中国软科学,2001.1
[4]段海宁.把“根”留住--重视核心员工.北京.中外管理,2000.3
[5](美)加里?哈美尔.把创新变为现实[J].人力资源开发与管理,2004.5
[6]贺爱忠.21世纪的企业人力资源管理[J].北京.中国软科学.2000.2
[7]李亚慧 张益民 国有企业高层管理者薪酬激励问题探析[J]科学管理理论2004.8
[8]冉范生 美日经营者激励约束机制比较研究[J]商业研究2006.17
[9]徐金 饶品样 酒店知识型员工激励机制的理论分析[J]人力资源2006.8
[10]连彬 论饭店核心竞争力的提升[J],重庆交通学院学报,2003.7
[11]改革与建立社会激励机制[J]特区经济1992.11.25
[12]赵善庆 中西方激励方式比较及启示[J]企业活力-管理务实2006.1
[13]颜爱民等 企业激励机制有效性分析[J]中南工业大学学报(社会科学版)2001.3
[14]刘沙河 美国企业激励机制特点探析[J]集体经济2001.6
[15]潘之波.王子原 中国酒店业人力资源管理“激励机制”运用研究[J]企业经济2004.12
[16]汪家常 业绩管理的模式研究 经济管理 新管理,2001.24
[17]侯光明 管理博弈论[J]北京理工大学学报,2001.3
[1]Core,J.R.Holthausen and Larcker,D.(1999),"Corporate governance,chief excutive officer compensation,and firm performance",Journal of Finance Economics,51.
[2]Fama,E.(1980),"Agency problems and the theory of firm",Journal of political Economy,88.
[3]Gibbons,R,(1988),"Incentives in organizations",Journal of Economic Perspective,12.
[4]Jensen,M.and Murphy,K(1990),Journal of Political Economy,Performance pay and topmanagement incentives,98.
[2]芮明杰:《现代企业管理创新》,山西出版1998年版,第75页。
[1]吴一平等:《现代企业经营管理》出版社,1994年版,第26-27页。
[2]刘水仁等:《现代企业人事管理》,中国人事出版社1998年版,第43页。
[1]《中国共产党第十七次全国代表大会文件汇编》,人民出版社2007年版,第13页。
[1](美)西奥多.W.舒尔茨.论人力资本投资[M].北京:北京经济学院出版社,1992
[2](美)f.w.泰罗.科学管理原理[M].北京:中国社会科学出版社,1981
[3]梅奥.工业文明的社会问题.[M].北京:商务印书馆,1985
[4]王建、徐永德、王殿龙.企业创新的理论与实务.[M].北京:新华出版社,2005
[5]张敏.企业员工激励研究[M].北京:首都经济贸易大学出版社,2001
[6][英]安东尼吉.登斯 李康、李猛译,《社会的构成》,北京:生活.读书.新知三联书店,1998
[7]马克思、恩格斯.马克思恩格斯选集[M].1-4卷,北京:人民出版社,1984
[8][美]道格拉斯·C·诺斯.制度、制度变迁与经济绩效[M].上海:三联书店,1984
[9]高兆民.制度公正论[M].上海:上海文艺出版社,2001
[10]盛洪主编.现代制度经济学[M].北京:经济科学出版社,2003
[11]黄少安主编.制度经济学研究[M].北京:经济科学出版社,2003
[12][美]道格拉斯·C·诺斯.经济史中的结构与变迁[M].上海:三联书店,1994
[13]毛泽东选集[M].1-5卷,北京:人民出版社,1997
[14]张爱卿动机论:迈向二十一世纪的动机心理学研究,武汉:华中师范大学出版社,1999
[15]刘正周 管理激励[M],上海:上海财经大学社,1998
[1]郭红玲.论泰罗科学管理理论的基本特点和借鉴意义.四川师范大学学报(社科版)总第113期
[2]格玛.浅析企业激励机制的建设[J].苏州大学学报(工科版),2004.12
[3]原毅军.企业组织结构创新与管理咨询业发展.北京.中国软科学,2001.1
[4]段海宁.把“根”留住--重视核心员工.北京.中外管理,2000.3
[5](美)加里?哈美尔.把创新变为现实[J].人力资源开发与管理,2004.5
[6]贺爱忠.21世纪的企业人力资源管理[J].北京.中国软科学.2000.2
[7]李亚慧 张益民 国有企业高层管理者薪酬激励问题探析[J]科学管理理论2004.8
[8]冉范生 美日经营者激励约束机制比较研究[J]商业研究2006.17
[9]徐金 饶品样 酒店知识型员工激励机制的理论分析[J]人力资源2006.8
[10]连彬 论饭店核心竞争力的提升[J],重庆交通学院学报,2003.7
[11]改革与建立社会激励机制[J]特区经济1992.11.25
[12]赵善庆 中西方激励方式比较及启示[J]企业活力-管理务实2006.1
[13]颜爱民等 企业激励机制有效性分析[J]中南工业大学学报(社会科学版)2001.3
[14]刘沙河 美国企业激励机制特点探析[J]集体经济2001.6
[15]潘之波.王子原 中国酒店业人力资源管理“激励机制”运用研究[J]企业经济2004.12
[16]汪家常 业绩管理的模式研究 经济管理 新管理,2001.24
[17]侯光明 管理博弈论[J]北京理工大学学报,2001.3
[1]Core,J.R.Holthausen and Larcker,D.(1999),"Corporate governance,chief excutive officer compensation,and firm performance",Journal of Finance Economics,51.
[2]Fama,E.(1980),"Agency problems and the theory of firm",Journal of political Economy,88.
[3]Gibbons,R,(1988),"Incentives in organizations",Journal of Economic Perspective,12.
[4]Jensen,M.and Murphy,K(1990),Journal of Political Economy,Performance pay and topmanagement incentives,98.