基于组织特征的饭店人力资源外包动机（阻碍）、程度和绩效研究
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摘要
人力资源外包作为一种新型的人力资源战略管理模式，近年来越来越多地被企业所采用。美国人力资源管理协会和美国国家事务局2004年的一项联合调查显示，三分之二的人力资源主管指出他们所在的人力资源部至少外包一项人力资源活动，而且外包数量在未来将有所增加。目前，国内饭店企业面临着人才短缺、人员流动频繁、人力资源管理水平较低等困境。有效实施人力资源外包战略，对于解决这些问题具有积极的意义。本文旨在通过不同组织特征的饭店在人力资源外包的动机、阻碍、程度和绩效方面的差异性研究及人力资源外包动机、阻碍、程度和绩效的内在关系研究，明确国内饭店业人力资源外包现状，并为不同组织特征的饭店开展人力资源外包提供建议。
本文在文献综述和专家访谈的基础上，提出了研究模型与假设，并通过对97家饭店的142位中高层管理人员及人力资源部员工的问卷调查与统计分析，验证了模型和假设，并得出以下主要结论：①降低成本、改善服务质量、法律制度所致是饭店实施人力资源外包的三大动机。②饭店实施人力资源外包的阻碍主要来自人力资源外包商、外包市场和饭店自身三个方面。③饭店人力资源外包可分为HR(人力资源)事务处理外包、HR业务流程外包、HR战略咨询外包、HR信息系统外包四类。④饭店人力资源外包绩效可以从人力资源部门绩效、饭店企业绩效、员工个人绩效三方面考查。⑤不同星级档次、产权属性、经营形式、管理模式的饭店的人力资源外包动机存在显著差异，而处于不同发展阶段的饭店在人力资源外包动机上的差异不显著。⑥不同星级档次、产权属性、经营形式、管理模式、发展阶段的饭店开展人力资源外包时所面临阻碍存在显著差异。⑦不同星级档次、经营形式、管理模式、发展阶段的饭店实施人力资源外包的程度存在显著差异，而不同产权性质的饭店实施人力资源外包的程度差异不显著。⑧不同星级档次、产权属性、经营形式、管理模式、发展阶段的饭店在人力资源外包绩效上存在显著差异。⑨饭店人力资源外包动机和外包阻碍显著影响饭店人力资源外包的程度。⑩饭店实施人力资源外包的程度显著影响饭店人力资源外包的绩效。文章的最后，笔者为不同组织特征的饭店提高人力资源外包绩效提出了一定的建议。
As a human resource management innovation, Human Resource Outsourcing is applied by more and more companies. A joint research done by U.S. SHRM and Bureau of national affair in 2004 showed that two thirds of human resource directors indicated that their dept. had outsourced at least one kind of human resource functions, and the amount of outsourcing would increase as time went on. Now in China, hotel companies suffer human resource shortage, high labor turnover and poor human resource management skills a lot. This paper tries to study the motivation, barrier, degree and performance of human resource outsourcing in domestic hotels with different organizational characteristics, and provides some suggestions to domestic hotels' human resource outsourcing strategy.
Research model and hypotheses are conceived according to literature review and experts interview. Through questionnaire survey on 142 subjects from 97 hotels and SPSS statistics, research model and hypotheses are tested and ten conclusions are gotten. These are: Firstly, reducing cost, improving employee service, evading law and regulation are three main motivations of human resource outsourcing in domestic hotel industry. Secondly, barriers to hotel human resource outsourcing come from outside service providers, human resource outsourcing market and hotel itself. Thirdly, contents of hotel human resource outsourcing can be classified to HR (Human Resource) routine affairs outsourcing, HR business operation outsourcing, HR strategic consulting outsourcing and HR information system outsourcing. Fourthly, performance of hotel human resource outsourcing can be evaluated by human resource department performance, hotel corporation performance and employee performance. Fifthly, hotels that differ in star & scale, ownership, operation mode and management pattern have prominent difference in human resource outsourcing motivations. However, hotels that differ in life phase are not. Sixthly, hotels that differ in star & scale, ownership, operation mode, management pattern and life phase encounter different human resource outsourcing barriers. Seventhly, hotels differ in star & scale, operation mode, management pattern and life phase have different human resource outsourcing degree. However, hotels that differ in ownership are not. Eighthly, hotels that differ in star & scale, operation mode, management pattern and life phase have different human resource outsourcing performance. Ninthly, hotel human resource outsourcing motivations and barriers remarkablely influence the degree of hotel human resource outsourcing. Tenthly, the degree of hotel human resource outsourcing remarkablely influence hotel human resource outsourcing performance.
Finally, this paper provides some suggestions to improve human resources outsourcing performance for hotels with different organizational characteristics.
本文在文献综述和专家访谈的基础上，提出了研究模型与假设，并通过对97家饭店的142位中高层管理人员及人力资源部员工的问卷调查与统计分析，验证了模型和假设，并得出以下主要结论：①降低成本、改善服务质量、法律制度所致是饭店实施人力资源外包的三大动机。②饭店实施人力资源外包的阻碍主要来自人力资源外包商、外包市场和饭店自身三个方面。③饭店人力资源外包可分为HR(人力资源)事务处理外包、HR业务流程外包、HR战略咨询外包、HR信息系统外包四类。④饭店人力资源外包绩效可以从人力资源部门绩效、饭店企业绩效、员工个人绩效三方面考查。⑤不同星级档次、产权属性、经营形式、管理模式的饭店的人力资源外包动机存在显著差异，而处于不同发展阶段的饭店在人力资源外包动机上的差异不显著。⑥不同星级档次、产权属性、经营形式、管理模式、发展阶段的饭店开展人力资源外包时所面临阻碍存在显著差异。⑦不同星级档次、经营形式、管理模式、发展阶段的饭店实施人力资源外包的程度存在显著差异，而不同产权性质的饭店实施人力资源外包的程度差异不显著。⑧不同星级档次、产权属性、经营形式、管理模式、发展阶段的饭店在人力资源外包绩效上存在显著差异。⑨饭店人力资源外包动机和外包阻碍显著影响饭店人力资源外包的程度。⑩饭店实施人力资源外包的程度显著影响饭店人力资源外包的绩效。文章的最后，笔者为不同组织特征的饭店提高人力资源外包绩效提出了一定的建议。
As a human resource management innovation, Human Resource Outsourcing is applied by more and more companies. A joint research done by U.S. SHRM and Bureau of national affair in 2004 showed that two thirds of human resource directors indicated that their dept. had outsourced at least one kind of human resource functions, and the amount of outsourcing would increase as time went on. Now in China, hotel companies suffer human resource shortage, high labor turnover and poor human resource management skills a lot. This paper tries to study the motivation, barrier, degree and performance of human resource outsourcing in domestic hotels with different organizational characteristics, and provides some suggestions to domestic hotels' human resource outsourcing strategy.
Research model and hypotheses are conceived according to literature review and experts interview. Through questionnaire survey on 142 subjects from 97 hotels and SPSS statistics, research model and hypotheses are tested and ten conclusions are gotten. These are: Firstly, reducing cost, improving employee service, evading law and regulation are three main motivations of human resource outsourcing in domestic hotel industry. Secondly, barriers to hotel human resource outsourcing come from outside service providers, human resource outsourcing market and hotel itself. Thirdly, contents of hotel human resource outsourcing can be classified to HR (Human Resource) routine affairs outsourcing, HR business operation outsourcing, HR strategic consulting outsourcing and HR information system outsourcing. Fourthly, performance of hotel human resource outsourcing can be evaluated by human resource department performance, hotel corporation performance and employee performance. Fifthly, hotels that differ in star & scale, ownership, operation mode and management pattern have prominent difference in human resource outsourcing motivations. However, hotels that differ in life phase are not. Sixthly, hotels that differ in star & scale, ownership, operation mode, management pattern and life phase encounter different human resource outsourcing barriers. Seventhly, hotels differ in star & scale, operation mode, management pattern and life phase have different human resource outsourcing degree. However, hotels that differ in ownership are not. Eighthly, hotels that differ in star & scale, operation mode, management pattern and life phase have different human resource outsourcing performance. Ninthly, hotel human resource outsourcing motivations and barriers remarkablely influence the degree of hotel human resource outsourcing. Tenthly, the degree of hotel human resource outsourcing remarkablely influence hotel human resource outsourcing performance.
Finally, this paper provides some suggestions to improve human resources outsourcing performance for hotels with different organizational characteristics.
引文
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