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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Author:GuangquanDai&JuanZhaoSouthChinaUniversityofTechnologyGuanzhou,510006CorrespondingAuthor:GuangquanDaiSimilaritiesanddifferencesbetweenmega-eventandhotelhumanresourcesmanagement——CaseStudiesofBeijingOlympicGamesandShangri-LaHotel
CONTENTCOMPARATIVEANALYSIS1.OrganizationStructure2.featuresofstaffmanagement3.workingcharacteristics4.humanresourceplanning5.humanresourcetraining6.performanceevaluation,paymentandincentive
7.laborrelationsCONCLUSION1.ORGANIZATIONSTRUCTUREGuangzhouShangri-LaHotel:beelinefunctionsystemBeijingOlympicGames:Matrixorganization2FEATURESOFEMPLOYEEMANAGEMENT
2.1Similarities
:seasonality,highemployeeturnoverrate2.2difference
:turnoverratePatterntimeHotel:CyclefluctuationsretaincorestaffQ0employeequantityOlympicGamesPulsating
脉动性One--time一次性Pre-eventDuring-eventPost-eventNumberofthestafftime3WORKINGCHARACTERISTICSWORKINGENVIRONMENT
Hotel:fixedinnerstationOlympicGames:beofftheoriginalpostWORKINGCONTENTS
Hotel:routineworkOlympicGames
:changingtask,changingHRneede.g.
thestageofdesigningOlympicsVenue
:considerthequality
andschedule,budgetestimate,needmoreprojectplanningstaffsConstructionStage——moreConstructionworkersandmanagersDuringtheevent,riskmanagementandcrisismanagementaremoreimportantanddifficult:
terrorism,violence,accidentetc.
ADDITIONSPECIALTEAMFORTHEEMERGENCIESSecurityPersonnelMedicalPersonnel…...4HUMANRESOURCEPLANNING
OlympicGames
:teamgroup
ismadeupoftheemployeeswith
differentknowledgeandworkingexperiencesprojectmanagerisveryimportant,possesshigherleadershipandricheven-managementexperiences5HUMANRESOURCETRAINING
OlympicGamesTrainingtotheemployees——therequirementandstandardabouttheprojects.totheprojectmanager——roletransformation(projectmanageristhemostimportantroleandacquirehigherabilitiesandrichexperiences)
Tothevolunteers——comprehensivetraining;importantandfullofdifficulties(largenumber,variousbackground)6PERFORMANCEEVALUATION,PAYMENT
AND
INCENTIVE
performanceevaluationhotelPersonnelmanagementsubsystem:theemployeedossiermanagementandattendance.flexibleworkinghours
OlympicGameshighermoralrisk,supervisionproblemswithoutflexibleworkinghours
payment
and
incentivehotel:perfectrewardsystemandprofessionaldevelopmentopportunitye.g.Shangri-LaHotelfixedwage﹢bonus﹢welfare……OlympicGamesstakeholders——basedonthecontracts;volunteers——Mentalinspiration,includingworkinspiration,aiminspiration,honorinspirationetc.7LABORRELATIONS
BothofthemestablishthelaborrelationsintheformofcontractsystemThecontractbetweentheOlympicVolunteersandtheorganizingcommitteeiskindofspiritcontract
:
CONCLUSIONMostImportantDifferences:HotelHRM:Sustained,comparativelystable,long-termOlympicGames
HRM:one-time,pulsating,temporarybottomofthedifferences:Hotel——enterprise(existinguntilthebankruptcyoftheenterprise)stationaryorganizationOlympicGames——project(duringacertainperiodoftime)Temporaryorganization
Project5Project4Project3Project2Project1
Project6Mega-eventMEGA-EVENTMANAGEMENT
——PROJECTMANAGEMENTParalympicsOlympicTorchRelayConstruction&EnvironmentCulturalActivitiesOpening&ClosingCeremoniesGamesServicesBeijingOlympicGamesmarketingmanagementfinancialaccountingproductionmanagementtechnicalmanagementHRM
enterprise
developmentTherelationshipbetweenthebasicconceptsof
Projectmanagementoperationmanagementcyclediagramtime
teamenvironmentprojectoperationtaskTHEKEYFACTORSFORTHEMEGA-EVENTHRMProperHRplanningbasedonthetimeandtaskscheduleEfficientProjectTeamSpecialteamfortheemergencyHRmechanismreactsRapidlyPerfectincentiveandcontrolmechanismtomaintainworkingEfficiencyandqualitySpecialmanagementforVolunteers,includingHRplanning,Recruitment,Selection,Training,incentiveetc.Thanks!GuangquanDai:gqdai@
JuanZhao:janetzhao@谢谢观看/欢迎下载BYFAITHIMEANAVISIONOFGOODONECHERISHESANDTHEENTHUSIASMTHATPUSHESONETOSEEKITSFULFILLMENTREGARDLESSOFOBSTACLES.BYFAITHIBYFAITH内容总结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。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。——CaseSt
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