饭店业员工培训体系设计与实证研究
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摘要
中国加入世贸组织和北京申奥成功使中国饭店业进入了前所未有的激烈竞争时代,中国饭店应如何实现可持续发展、提升核心竞争力,是摆在饭店管理者面前的重要问题。解决这一紧迫任务的根本出发点将是如何构建企业的人力资源保障体系,如何培养满足企业战略发展要求的高素质的人力资源。因此,作为饭店业管理中最具战略性的人力资源管理工作的员工培训,越来越受到管理者的重视。目前在我国饭店业中培训工作存在很多的问题,经常是达不到预期效果或半途而废,建立饭店培训与开发体系,有计划、有系统地实施培训,提升员工整体素质,是饭店企业的必然选择。
本文选择了K饭店为研究对象,就员工培训中最具代表性的问题进行了重点分析。论文从对比中外饭店企业在员工培训中的差异出发,分析了K饭店人力资源现状、员工培训现状及企业的未来发展要求。论文运用学习理论、培训理论对K饭店员工培训与开发体系进行设计,包括培训的战略定位,培训设计与实施,培训评估,建立培训效果转化机制等。这个体系不仅为K饭店提供了一个切合实际需要的员工培训方案,使之更好服务于K饭店的总体战略发展要求;同时也为饭店管理者提供一个宏观的管理思路和微观的实施操作流程,强化了饭店人力资源管理体系的核心内容。对推动我国饭店业员工培训与开发体系的建立提供了可供参考的模式。
The Chinese hospitality service especially hotels has entered unprecedented competitive and transferable period after the successful entries to WTO and wonderful bidding for Olympic Games. While, how to achieve the sustainable development and promote the core power are the key issues came into the mind of hotel superintendents, meanwhile, as one strategic work in hotel, staff training became more and more important. Nowadays, training in domestic hotels involves many problems for lacking of anticipated effects or giving up halfway and so forth, therefore, established effective training and developing system, carrying out planned and systematic training, making sure all the staff could be skillful and professional under this circumstance so that they could be realized themselves and improved continually are necessary even imperative in hotels.
This paper focused on the training in Hotel K which is really representative. Therefore, taking Hotel K as an example and basing on the discrepancy of staff training between foreign invested hotels and Chinese hotels, this paper analyzes the present H.R. circumstance, staff training as well as future plans in Hotel K; furthermore, it has applied the scientific and systematic training system to optimized the training system and development in Hotel K including set the training strategy, design the training implement and procedure and establish the transferable mechanism for training effects and so forth. This training system has provided a practical scheme for Hotel K's training and catalyze the development for the Hotel's whole program; meanwhile, it also has provided a grand idea and micro-operating for the hotel superintendents and strengthens the vital contents of H.R. management. What's more important is that it has set a good guidance for the study and discussion on staff training and development in domestic hotels.
本文选择了K饭店为研究对象,就员工培训中最具代表性的问题进行了重点分析。论文从对比中外饭店企业在员工培训中的差异出发,分析了K饭店人力资源现状、员工培训现状及企业的未来发展要求。论文运用学习理论、培训理论对K饭店员工培训与开发体系进行设计,包括培训的战略定位,培训设计与实施,培训评估,建立培训效果转化机制等。这个体系不仅为K饭店提供了一个切合实际需要的员工培训方案,使之更好服务于K饭店的总体战略发展要求;同时也为饭店管理者提供一个宏观的管理思路和微观的实施操作流程,强化了饭店人力资源管理体系的核心内容。对推动我国饭店业员工培训与开发体系的建立提供了可供参考的模式。
The Chinese hospitality service especially hotels has entered unprecedented competitive and transferable period after the successful entries to WTO and wonderful bidding for Olympic Games. While, how to achieve the sustainable development and promote the core power are the key issues came into the mind of hotel superintendents, meanwhile, as one strategic work in hotel, staff training became more and more important. Nowadays, training in domestic hotels involves many problems for lacking of anticipated effects or giving up halfway and so forth, therefore, established effective training and developing system, carrying out planned and systematic training, making sure all the staff could be skillful and professional under this circumstance so that they could be realized themselves and improved continually are necessary even imperative in hotels.
This paper focused on the training in Hotel K which is really representative. Therefore, taking Hotel K as an example and basing on the discrepancy of staff training between foreign invested hotels and Chinese hotels, this paper analyzes the present H.R. circumstance, staff training as well as future plans in Hotel K; furthermore, it has applied the scientific and systematic training system to optimized the training system and development in Hotel K including set the training strategy, design the training implement and procedure and establish the transferable mechanism for training effects and so forth. This training system has provided a practical scheme for Hotel K's training and catalyze the development for the Hotel's whole program; meanwhile, it also has provided a grand idea and micro-operating for the hotel superintendents and strengthens the vital contents of H.R. management. What's more important is that it has set a good guidance for the study and discussion on staff training and development in domestic hotels.
引文
[1]林玳玳,叶龙.人力资源开发与管理.中国铁道出版社,2000
[2]刘新军,企业培训实务.沈阳出版社,2002
[3]史若玲,金延平.工商企业人力资源管理.东北财经大学出版社,2000
[4]金延平.员工培训与开发.东北财经大学出版社,2006
[5]朱虹译.旅游业人力资源管理.电子工业出版社,2004
[6]张文等译.饭店人力资源管理.旅游教育出版社,2002
[7]黄英.贺湘辉.新编饭店培训管理.人民邮电出版社,2006
[8]杨蓉.人力资源管理 东北财经大学出版社,2005
[9]石金涛.培训与开发.中国人民大学出版社,2002
[10]张志和.企业培训实务.广东经济出版社,2001
[11]企业员工培训需求分析.中国成人教育,2002
[12]于苗,孔燕.企业战略与培训需求.华东经济管理,2001
[13]徐芳.培训与开发理论及技术.复旦大学出版社,2005
[14]于虹.企业培训.中国发展出版社.2006
[15]王伟.饭店培训管理实务.旅游教育出版社,2007
[16]罗旭华,顾群.现代饭店业人力资源管理.经济日报出版社,2007
[17]谷慧敏,秦宇.世界著名饭店集团管理精要.辽宁科学技术出版社,2001
[18]郭京生,潘立.员工培训实物手册.机械工业出版社,2005
[19]张再生.职业生涯管理.经济管理出版社,2002
[20]于长洲.中美企业员工培训比较分析及启示.黑龙江社会科学报,2005
[21]叶苏平.对饭店培训体系的新认识.东北财经大学报,2003
[22]徐文苑.饭店培训工作的再思考.企业经济报,2004
[23]王素娟.现代饭店有效培训系统的设计与再运用.旅游科学报,2003
[24]邹统钎.入世后我国饭店业参与国际竞争的步骤和方式.www.52blog.net
[25]漆浩.希尔顿经营智慧.中国商业出版社,2001
[26]中国旅游年鉴2006.中国旅游出版社,2006
[27]培训杂志.新华日报报业集团,2007
[28]汤姆·鲍姆.饭店业人力资源管理.大连理工大学出版社,2002
[29]保尔·R 迪特默.饭店业经营全书.大连理工大学出版社,2002
[30][美]爱尔文·戈尔茨坦,(美)凯文·伏特.组织中的培训.清华大学出版社,2002
[31]彼得·圣吉.第五项修炼---学习型组织的艺术与实务.生活·读书·新知三联书店,1994
[32][美]雷蒙德·A·诺伊,徐放芳译.雇员培训与开发.中国人民大学出版社,2001
[33][美]斯蒂芬·P.罗宾斯,孙健敏,李原译.组织行为学.中国人民大学出版社,2001
[34]马汀·奥林治.如何进行培训.中国劳动社会保障出版社,2003
[35][美]雷蒙德·A·诺伊等,刘昕译.人力资源管理:赢得竞争优势.中国人民大学出版社2001
[36][英]马丁·所罗门.培训战略与实务.商务印书馆国际有限公司,1997
[37][英]琼·普莱尔,王庆海译.培训与发展手册.商务印书管国际有限公司,1999
[38][英]诺里·吉利兰,张晴译.培训员工,赢得竞争.商务印书馆国际有限公司,1999
[39]Chuck Y.Gee.International Hotel Management.中国旅游出版社,2004
[40]Gray Dessler.Human Resource Management,New York:Person Education Inc.,2005
[41]M.L.Moore&P.Dutton,Training needs analysis:Review and critique.Academy of Management Review,1978
[42]Carrillo V R.Human Resource Management System.New York:Lexington,1991
[43]Carnivale 1 J.Training In America:The Organization and the Strategic Role of Training,1998
[44]Tony Grundy.How are corporate strategy and human resources strategy linkde.Journal of General management,2003
[45]Sue Lanhear.How to calculate Training's ROI.Executive Newsletter,2002
[46]F.Jossi.From Welfare to Work.Training,1997
[47]Dana Gaines Robinson and James C.Robinson.Training for Impact:How to Link Training to Business Needs and Measure the Result.San Francisco:Jossey-Bass publishers,1989
[48]Schuler,R.S.Human Resource Management.The Concise International Encyclopedia of Business & Management,International Thomson Business press,1998
[2]刘新军,企业培训实务.沈阳出版社,2002
[3]史若玲,金延平.工商企业人力资源管理.东北财经大学出版社,2000
[4]金延平.员工培训与开发.东北财经大学出版社,2006
[5]朱虹译.旅游业人力资源管理.电子工业出版社,2004
[6]张文等译.饭店人力资源管理.旅游教育出版社,2002
[7]黄英.贺湘辉.新编饭店培训管理.人民邮电出版社,2006
[8]杨蓉.人力资源管理 东北财经大学出版社,2005
[9]石金涛.培训与开发.中国人民大学出版社,2002
[10]张志和.企业培训实务.广东经济出版社,2001
[11]企业员工培训需求分析.中国成人教育,2002
[12]于苗,孔燕.企业战略与培训需求.华东经济管理,2001
[13]徐芳.培训与开发理论及技术.复旦大学出版社,2005
[14]于虹.企业培训.中国发展出版社.2006
[15]王伟.饭店培训管理实务.旅游教育出版社,2007
[16]罗旭华,顾群.现代饭店业人力资源管理.经济日报出版社,2007
[17]谷慧敏,秦宇.世界著名饭店集团管理精要.辽宁科学技术出版社,2001
[18]郭京生,潘立.员工培训实物手册.机械工业出版社,2005
[19]张再生.职业生涯管理.经济管理出版社,2002
[20]于长洲.中美企业员工培训比较分析及启示.黑龙江社会科学报,2005
[21]叶苏平.对饭店培训体系的新认识.东北财经大学报,2003
[22]徐文苑.饭店培训工作的再思考.企业经济报,2004
[23]王素娟.现代饭店有效培训系统的设计与再运用.旅游科学报,2003
[24]邹统钎.入世后我国饭店业参与国际竞争的步骤和方式.www.52blog.net
[25]漆浩.希尔顿经营智慧.中国商业出版社,2001
[26]中国旅游年鉴2006.中国旅游出版社,2006
[27]培训杂志.新华日报报业集团,2007
[28]汤姆·鲍姆.饭店业人力资源管理.大连理工大学出版社,2002
[29]保尔·R 迪特默.饭店业经营全书.大连理工大学出版社,2002
[30][美]爱尔文·戈尔茨坦,(美)凯文·伏特.组织中的培训.清华大学出版社,2002
[31]彼得·圣吉.第五项修炼---学习型组织的艺术与实务.生活·读书·新知三联书店,1994
[32][美]雷蒙德·A·诺伊,徐放芳译.雇员培训与开发.中国人民大学出版社,2001
[33][美]斯蒂芬·P.罗宾斯,孙健敏,李原译.组织行为学.中国人民大学出版社,2001
[34]马汀·奥林治.如何进行培训.中国劳动社会保障出版社,2003
[35][美]雷蒙德·A·诺伊等,刘昕译.人力资源管理:赢得竞争优势.中国人民大学出版社2001
[36][英]马丁·所罗门.培训战略与实务.商务印书馆国际有限公司,1997
[37][英]琼·普莱尔,王庆海译.培训与发展手册.商务印书管国际有限公司,1999
[38][英]诺里·吉利兰,张晴译.培训员工,赢得竞争.商务印书馆国际有限公司,1999
[39]Chuck Y.Gee.International Hotel Management.中国旅游出版社,2004
[40]Gray Dessler.Human Resource Management,New York:Person Education Inc.,2005
[41]M.L.Moore&P.Dutton,Training needs analysis:Review and critique.Academy of Management Review,1978
[42]Carrillo V R.Human Resource Management System.New York:Lexington,1991
[43]Carnivale 1 J.Training In America:The Organization and the Strategic Role of Training,1998
[44]Tony Grundy.How are corporate strategy and human resources strategy linkde.Journal of General management,2003
[45]Sue Lanhear.How to calculate Training's ROI.Executive Newsletter,2002
[46]F.Jossi.From Welfare to Work.Training,1997
[47]Dana Gaines Robinson and James C.Robinson.Training for Impact:How to Link Training to Business Needs and Measure the Result.San Francisco:Jossey-Bass publishers,1989
[48]Schuler,R.S.Human Resource Management.The Concise International Encyclopedia of Business & Management,International Thomson Business press,1998