《济南大学旅馆管理专业毕业论文外文资料在中国酒店和旅游业人力资源所面临的问题》

1、旖，当，孽毕业论文外文资料翻译题 目 在中国酒店和旅游业人力资源所面临的问题学 院酒店管理学院专业旅游管理班级旅游0803班学生神龙祥学号 20081401050指导教师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.在中国酒店和旅游业人力资源所面临的问题摘要：现在有许多人力资源面临着中国酒店业和旅游业的发展的挑战。主要问题是：在运营和管理水平方面缺乏合格的工作人员， 酒店员工更替率高， 毕业的大学生不愿意进入这个行业中来， 这两者之间的差距是在高

43、中和大学的教学的内容以及和现实行业本身的差距。 这里主要目标是通过采访业内人士和学者， 并通过作者自己的经验教学和研究来探讨这些问题。 我们希望我国政府和业界领导者、 学者来注意到这些问题并且会采取协同努力来解决这些问题。关键字： 中国，教育和培训，酒店和餐饮业，人力资源管理，旅游管理酒店员工流失探讨许多员工辞职的原因： （ 1） 10%待遇不满意（ 2） 8%对工作环境不满意（ 3） 51%对上级不满意（ 4） 23%觉得现实的工作和想象的相差太远没有成就感（ 5） 6%作为在新城市发展的跳板（ 6） 2%其他特殊原因。现状分析：现在我们很多酒店都能做到新员工入职培训这一部分，但培训效果如何

44、却不敢让人恭维， 有的酒店仅仅是培训一天或两天， 最普通的就是参观酒店， 讲解员工手册与酒店的一些基本规章制度， 其实就像服务员给宾客第一印象一样， 酒店给员工的第一印象又是如何呢？这也同等重要， 新员工入职前培训的好坏关系到员工对其新工作环境的一些看法和态度， 在与很多酒店的接触当中， 不难发现酒店在培训新员工方面存在一些误区。培训内容简单，培训观念有误，培训程序有误，培训不规范，新员工培训时间与成效性。就像前面所提到，很多酒店新员工培训就是员工手册的培训和参观酒店等，这些对员工的工作有多大的帮助？（当然有此必要） ，假若你是一位新员工，到了一个新的环境， 你最想知道的是什么？也就是说， 新

45、员工培训存在哪些需求， 而酒店对这部分新员工又有哪些要求？而这些就是新员工所必须了解的， 新员工培训需做到有的放矢。一般而言，新员工对入职培训存在如下需求： 酒店背景资料、 岗位情况。新员工希望接受的培训项目有：岗位业务知识 岗位技能操作 岗位态度 所有部门的专业培训 岗位英语 酒吧专业知识 关于餐饮的一些法律条文设备操作及注意事项 与岗位相关培训。所以作为管理人员首先要做到换位思考：我们也是从基层做起来的， 我们怎么就不可以理解自己的员工呢？ 在做事和教导的时候要自己先做好榜样起到表率作用，对待员工时心要正不可以带个人感情，对就是对，不可以偏向某个个人。多和员工沟通了解他们的想法加以正确的引

46、导。 在沟通时注意自己的语气和态度， 多多关心员工使他们有归属感。 在思想上要经常带领大家多学习， 营造和提高本企业的文化氛围不断的充实自己。这样员工才会团结的你周围齐心协力走上好的轨道。我们还有一部分员工是工作很长时间的。他们进过一些企业有一定的工作经验。他们工作的主要目的是为了工资。 为了工资他们会努力的完成上级指派的各项工作而且会完成得很好。 现实的工资比什么都重要， 一旦对工资不满意他们就会去找其他的，而一但找到他们就会辞职。 我们可以对大家实行任务奖励提成制度， 还可以有换包房的办法提高他们的工作积极性。十个寻问你员工的问题在任何时候，酒店经营者需要员工在工作中要做到最努力。不过当下

47、是最难的，你需要员工做出额外的工作去赢得顾客，意思就是他们必须参与其工作。研究表明，高度参与的员工做得比自由散漫的员工出色差不多是20到80。依照的是美国昆腾公司的工作场所，市场研究公司的调查员工参与，忠诚度和保持力这几项。如何检查你的员工都参与， 有您的员工回答下列报表的一部分， “经济敏感性调查”这是美国昆腾公司所揭露的：1. 在困难的经济条件下，管理提供了良好的领导和指导；2. 我的工作给与我精神上的满足；3. 我了解我的工作如何有助于该公司的业绩；4. 在我的公司有未来发展升职的机会；5. 我公司使我有机会发展我的技能；6. 为了我所做到的贡献我收到了赞誉和奖励；7. 在员工和管理人员之间有公开和诚实的沟通；8. 在这个组织里我看到自己专业成长和职业发展机会；9. 我知道我如何融入组织的未来计划；10. 考虑到我给组织带来的价值，我感觉我付出足够了 。一个小小的研究，深入了解公司的员工是真正的感觉可以帮助你的底线。从长远来看，确保他们所从事和关心他们的工作。对酒店管理的建议1. 合理的薪酬仍然是激励员工最有效的手段由于薪酬对员工满意度的影响最大， 因此薪酬以及薪资结构的设计是否合理对提高员工满意度具有很现实的意义。