本文關鍵詞：酒店員工流失及人力資源管理開發(fā)，，由筆耕文化傳播整理發(fā)布。

酒店員工流失及人力資源管理開發(fā)

酒店員工流失及人力資源管理開發(fā)

自革新開放以來,旅游酒店業(yè)得到了飛速發(fā)展,成為推動國民經(jīng)濟發(fā)展的重要力量。但酒店業(yè)的人力資源開發(fā)與管理工作存在儲多不足,造成酒店員工流失嚴重,給酒店帶來了極為不利的影響。高員工流失率已嚴重影響酒店的經(jīng)營狀況,造成員工技術和經(jīng)驗的流失,甚至商業(yè)機密泄露,使酒店競爭力降低,顧客和員工忠誠度下降,從而阻礙酒店業(yè)的進一步發(fā)展。因此酒店管理應該以人為本,增強全體員工的凝聚力。酒店的競爭歸根到底是人才的競爭,哪個酒店擁有了人才,哪個酒店將在競爭中獲勝。淺析淺析員工流失的理由,留住人才,將是酒店業(yè)有效利用人力資源的重中之重。因此,正確認識人力資源的現(xiàn)實情況,通過仔細淺析淺析不足,進而找到一條可行的解決策略是非常必要的。本文選擇石家莊某酒店作為研究對象,在理論和實踐相結合的前提下,從宏觀,微觀(包括企業(yè)和個人)角度淺析淺析了員工流失的員因,并且根據(jù)該酒店的實際情況,利用問卷調(diào)查,淺析淺析了該酒店目前人力資源管理近況和存在不足,得出了影響石家莊某酒店員工流失的主要理由在于晉升、職業(yè)生涯、薪酬、培訓、工作壓力、招聘和人際關系,其中晉升、職業(yè)生涯和薪酬是三大主要理由,并對每一個理由進行了深入的淺析淺析。員工流失理由是酒店人力資源管理存在的不足。根據(jù)對石家莊某酒店員工流失理由的淺析淺析,提出了酒店防范員工流失應從人力資源開發(fā)管理和潛質管理入手,著重從六個方面進行仔細淺析淺析:一是多渠道招聘管理和服務人員,實現(xiàn)人力資源的競爭配置;二是有機整合各類培訓,深度開發(fā)員工心智;三是建立績效評估體系,推動薪酬水平公平合理;四是重視員工激勵管理;五是制定員工職業(yè)生涯規(guī)劃;六是構建和諧的企業(yè)文化。這六個方面并不是相互獨立的,必須成為一個體系,相互協(xié)調(diào)、配合,才能有效防范員工流失。

【Abstract】 Since the reform open, the tour cabaret hotel industry gets to fly to develop soon, becoming important power that pushes the national economy development. But the human resource development and managements of the hotel industry work to exist to keep many problems, result in the employee in cabaret flowing out severely, bringing the extremely disadvantageous influence to the hotel. The high rate of employee flowing out have already affected the hotel seriously, result in employee’s technique and empirical run off , even the business secret reveal, making the cabaret competition ability lower, customer and employee’s loyalties descend, thus obstructing further development of the hotel industry. So the hotel management should make people the center. The competition of the hotel returns a competition of talented person exactly, which hotel owned the talented person, which hotel will win in the competition. Analyze the reason that employee flowing out, keep the talented person, is the center of hotel industry to make use of the human resource effectively. Therefore, it is necessary that knowing the realistic circumstance of the human resource, carefully analyze problem and finding out a feasible method.This article chooses a hotel in Shijiazhuang to be the research object, under the premise that theories and fulfillment combine together, from the macro view, the tiny view( include the business enterprise and personal) angle analyzed the cause that employee flowing out, and according to the actual circumstance of that hotel, adopted the questionnaire, analyzed that hotel’human resource management currently present condition and the problem, generalized that the main reason of employee flowing out in Shijiazhuang x cabaret lie in the promotion, occupation career, salary, training, work pressure, job advertisement and social interaction, among them promote, the occupation career and salary is three main reason, and carried on the thorough analysis to each reason.The employee flowing out is the main problem in the hotel’s human resource management. According to analysis to this hotel employee flowing out in Shijiazhuang, the article puts forward that hotel to guard against the employee flowingout should begin from 6: One is adopt many outlets to get job advertisement management and attendants, carrying out the competition of human resource install; Two is organic to integrate each kind of training, the depth develops employee’s intelligence; Three is to build up the performance evaluation system, promote the salary level equity reasonable; Four is to attach importance to employee prompting; Five is to constitute the employee’s occupation career management; Six is to set up the harmonious corporate culture. These six aspects is not independent mutually, it must become an individual department, moderate and match with mutually, then can guard against the employee flowing out effectively.

【關鍵詞】 酒店； 員工流失； 人力資源； 開發(fā)管理； 潛質管理；
【Key words】 Hotel； Employee flowing out； Human resource； Development management； Latent ability management；

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  本文關鍵詞：酒店員工流失及人力資源管理開發(fā)，由筆耕文化傳播整理發(fā)布。

本文編號：197561