本文選題：A酒店　切入點(diǎn)：服務(wù)人員　出處：《揚(yáng)州大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：近年來,在國內(nèi)經(jīng)濟(jì)步入“新常態(tài)”的背景下,酒店行業(yè)競爭愈發(fā)激烈,短期內(nèi)會(huì)存在盈利困難的窘?jīng)r。但在中國第三產(chǎn)業(yè)尤其是旅游業(yè)跨越式大發(fā)展的促進(jìn)下,酒店企業(yè)的發(fā)展是挑戰(zhàn)與機(jī)遇并存的。依托揚(yáng)州瘦西湖風(fēng)景區(qū),揚(yáng)州A酒店希望在為景區(qū)做好配套提升的同時(shí),也能迎來自身的跨越式發(fā)展。酒店勞動(dòng)密集型企業(yè)和無形的服務(wù)產(chǎn)品的特征決定了人力資源在酒店發(fā)展中不可取代的重要戰(zhàn)略作用。優(yōu)質(zhì)人才的競爭是決勝的關(guān)鍵,“以人為本”應(yīng)成為企業(yè)管理的共識(shí)。而酒店直接面對(duì)賓客的一線服務(wù)型員工的個(gè)人素質(zhì)、工作狀態(tài)是酒店的門面,對(duì)酒店的服務(wù)水平和市場競爭力產(chǎn)生直接影響�？茖W(xué)合理全面的薪酬制度不但能夠有效地降低服務(wù)人員的不滿意感,激發(fā)他們的目標(biāo)性、主動(dòng)性與歸屬感,而且有助于在基層服務(wù)人員緊缺的人力供求環(huán)境下吸引與留住有競爭力的高素質(zhì)員工。如何運(yùn)用科學(xué)的理念、方法和手段設(shè)計(jì)一套符合酒店自身情況又能滿足今后發(fā)展需求的薪酬制度,對(duì)于競爭激烈、受經(jīng)濟(jì)波動(dòng)較大的酒店企業(yè)有著突出的現(xiàn)實(shí)意義。本文以A酒店中直接面對(duì)賓客的一線服務(wù)型員工(簡稱服務(wù)人員)作為研究對(duì)象,這一概念涵蓋人員主要有客房服務(wù)員、前臺(tái)接待等,不包括經(jīng)理、主管等管理人員和營銷部門面對(duì)面跟客戶打交道的銷售員。根據(jù)A酒店從事服務(wù)性工作的員工薪酬制度的分析研究發(fā)現(xiàn),A酒店的薪酬制度存在薪酬水平低、對(duì)服務(wù)人員激勵(lì)效果較弱、薪酬結(jié)構(gòu)設(shè)置不合理、對(duì)行業(yè)內(nèi)有經(jīng)驗(yàn)的優(yōu)質(zhì)從業(yè)人員的吸引力低等問題,導(dǎo)致企業(yè)內(nèi)服務(wù)人員工作動(dòng)力較差,新員工經(jīng)培訓(xùn)上崗后留用率不高等問題,從而導(dǎo)致酒店的人力資本未能發(fā)揮其最大價(jià)值。本文力求運(yùn)用理論研究、案例研究及調(diào)查問卷相結(jié)合的研究方法,在搜集、整理、分析有關(guān)薪酬制度文獻(xiàn)的基礎(chǔ)上,通過對(duì)A酒店服務(wù)人員薪酬制度的分析和研究,形成一套系統(tǒng)性、合理性、公平性、動(dòng)態(tài)性相糅合的A酒店服務(wù)人員薪酬制度優(yōu)化的實(shí)施方案,通過積分制的方式確定基本工資,明確績效考核制度,提供多項(xiàng)可供選擇的福利方案,以期達(dá)到對(duì)A酒店服務(wù)人員更有效的激勵(lì),提升其專業(yè)素質(zhì)、服務(wù)水平,與此同時(shí)提升酒店的服務(wù)質(zhì)量、賓客美譽(yù)度以及行業(yè)競爭力。
[Abstract]:In recent years, with the domestic economy stepping into the "new normal", the competition in the hotel industry is becoming more and more intense, and in the short term there will be difficulties in making profits. But under the promotion of the great development of China's tertiary industry, especially the tourism industry, by leaps and bounds, The development of hotel enterprise is both challenge and opportunity. Relying on Yangzhou Scenic spot of thin West Lake, Yangzhou A Hotel hopes to improve the scenic spot at the same time, The characteristics of labor-intensive enterprises and intangible service products determine the important strategic role that human resources can not be replaced in hotel development. The competition of high-quality talents is the key to win. Key, "people-oriented" should become the common understanding of enterprise management. The working condition is the front of the hotel, which has a direct impact on the service level and market competitiveness of the hotel. A scientific, reasonable and comprehensive salary system can not only effectively reduce the sense of dissatisfaction of the service personnel, but also stimulate their goal. Initiative and sense of belonging, but also conducive to attract and retain competitive high-quality staff in the environment of manpower supply and demand, how to use scientific ideas, Methods and means to design a salary system that conforms to the hotel's own situation and can meet the needs of future development. The competition is fierce. Hotel enterprises with large economic fluctuation have outstanding practical significance. This paper takes the front-line service staff (service staff) who directly face the guests in A Hotel as the research object. This concept covers mainly the room attendants. Receptionist, etc., excluding the manager, According to the analysis of the salary system of the employees engaged in service work in Hotel A, it is found that the salary system of Hotel A has a low salary level. The incentive effect of service personnel is weak, the salary structure is not reasonable, and the attraction to experienced and high-quality employees in the industry is low, which leads to the poor working motivation of the service personnel in the enterprise. After training, the retention rate of new employees is not high, which results in the human capital of the hotel fail to give full play to its maximum value. This paper tries to use the research methods of combining theoretical research, case study and questionnaire to collect and organize. On the basis of analyzing the relevant salary system literature, through the analysis and research of A hotel service personnel compensation system, it forms a set of systematic, reasonable and fair. The dynamic combination of A hotel service personnel compensation system optimization implementation plan, through the way of the point system to determine the basic salary, clear performance appraisal system, provide a number of alternative welfare schemes, In order to achieve a more effective incentive to hotel service personnel, improve their professional quality, service level, at the same time, improve the hotel service quality, guest reputation and industry competitiveness.
【學(xué)位授予單位】：揚(yáng)州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F719.2

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