酒店行业--大型活动与酒店人力资源管理的异同

1、大型活动与酒店人力资源管理的异同大型活动与酒店人力资源管理的异同以北京奥运会和香格里拉酒店为例以北京奥运会和香格里拉酒店为例Author: Guangquan Dai & Juan ZhaoSouth China University of Technology Guanzhou,510006Corresponding Author： Guangquan DaiSimilarities and differences between mega-event and hotel human resources managementCase Studies of Beijing Olympi

2、c Games and Shangri-La Hotel CONTENTCONTENTlCOMPARATIVE ANALYSISCOMPARATIVE ANALYSIS1.Organization Structure 2.features of staff management 3.working characteristics4.human resource planning 5.human resource training 6.performance evaluation, payment and incentive 7.labor relations lCONCLUSIONCONCLU

3、SION1. ORGANIZATION STRUCTURE1. ORGANIZATION STRUCTUREGuangzhou Shangri-La HotelGuangzhou Shangri-La Hotel：beeline function beeline function systemsystem Beijing Olympic Games ：Matrix organization 2 FEATURES OF 2 FEATURES OF EMPLOYEE EMPLOYEE MANAGEMENTMANAGEMENT 2.1 2.1 SimilaritiesSimilarities ：se

4、asonality seasonality , high employee high employee turnover rate turnover rate 2.22.2 difference difference ： turnover rate Patternturnover rate PatterntimeHotelHotel ：Cycle fluctuationsCycle fluctuationsretain core staff retain core staff Q0employee quantity OLYMPIC GAMES PulsatingPulsating 脉动性One

5、-timeOne-time一次性Pre-event During-event Post-eventNumber of the stafftime3 3 WORKING CHARACTERISTICSWORKING CHARACTERISTICSWORKING ENVIRONMENT Hotel： fixed inner stationOlympic Games ：be off the original postWORKING CONTENTS Hotel：routine work Olympic Games ：changing task，changing HR neede.g. the sta

6、ge of designing Olympics Venue :consider the quality and schedule ,budget estimate ， need more project planning staffsConstruction Stage more Construction workers and managers During the event , risk management and crisis management are more important and difficult： terrorism ,violence, accident etc

7、. ADDITIONSPECIAL TEAM FOR THE EMERGENCIESSPECIAL TEAM FOR THE EMERGENCIESSecurity Personnel Medical Personnel .4 4 HUMAN RESOURCE PLANNINGHUMAN RESOURCE PLANNING Olympic GamesOlympic Games ：team group is made up of the employees with different knowledge and working experiencesproject manager is ver

8、y important, possess higher leadership and rich even-management experiences5 5 HUMAN RESOURCE TRAININGHUMAN RESOURCE TRAINING Olympic Games Training to the employeesthe requirement and standard about the projects.to the project managerrole transformation (project manager is the most important role a

9、nd acquire higher abilities and rich experiences) To the volunteers comprehensive training; important and full of difficulties (large number, various background)6 6 PERFORMANCE EVALUATIONPERFORMANCE EVALUATION, , PAYPAYMENTMENT ANDAND INCENTIVEINCENTIVE performance evaluationhotelPersonnel managemen

10、t subsystem : the employee dossier Personnel management subsystem : the employee dossier management and attendance .management and attendance . flexible working hoursflexible working hours Olympic Games higher moral risk， supervision problems without flexible working hours payment and incentive hote

11、l：perfect reward system and professional development opportunitye.g. Shangri-La Hotelfixed wage bonus welfareOlympic Games Olympic Games stakeholders based on the contracts ; volunteers Mental inspiration, including work inspiration, aim inspiration, honor inspiration etc. 7 7 LABOR RELATIONSLABOR R

12、ELATIONS Both of them establish the Both of them establish the labor relationslabor relations in the form of in the form of contract systemcontract systemThe contract between the Olympic The contract between the Olympic Volunteers and the organizing committee Volunteers and the organizing committee

13、is kind of is kind of spirit contractspirit contract ： Most Important Differences：Hotel HRMHotel HRM: Sustained, comparatively : Sustained, comparatively stablestable, , long- long-termtermOlympic GamesOlympic Games HRM: one-time, pulsating, temporaryone-time, pulsating, temporarybottom of the diffe

14、rences:bottom of the differences:Hotelenterprise （existing until the bankruptcy of the enterprise）stationary organizationOlympic GamesOlympic Gamesproject（ during a certain period of time ）Temporary organization Project 5Project 4Project 3Project 2Project 1 Project 6Mega-eventMEGA-EVENT MANAGEMENT P

15、ROJECT MANAGEMENTParalympics Olympic Torch Relay Construction& Environment Cultural Activities Opening & Closing Ceremonies Games Services BeijingOlympic Games marketing managementfinancial accountingproduction managementt e c h n i c a l managementHRM enterprise developmentThe relationship

16、between the basic concepts of Project managementoperation management cycle diagramtime teamenvironmentproject operationtaskTHE KEY FACTORS FOR THE MEGA-EVENT THE KEY FACTORS FOR THE MEGA-EVENT HRMHRMProper HR planning based on the time and task scheduleEfficient Project TeamSpecial team for the emergencyHR mechanism reacts RapidlyP