本文選題：員工管理變革　切入點：個人價值　出處：《青島大學(xué)》2017年碩士論文

【摘要】：近年來,隨著中國經(jīng)濟(jì)增速放緩,企業(yè)效益下滑嚴(yán)重,酒店業(yè)作為資本與勞動力雙重密集的行業(yè),面臨的形勢更加嚴(yán)峻。房地產(chǎn)業(yè)依托共享經(jīng)濟(jì)模式跨界進(jìn)入,導(dǎo)致本來就過剩的酒店業(yè)供給被成倍放大,行業(yè)競爭異常激烈,盈利空間被進(jìn)一步壓縮;隨著人口紅利的消失及國家政策的影響,勞動力成本大幅上漲,而酒店業(yè)工資水平較低,難以吸引人才,使得供求矛盾加劇,人才短缺嚴(yán)重;互聯(lián)網(wǎng)時代個人價值崛起,使得原有的管理方法越來越難以適應(yīng)。然而酒店業(yè)深受科學(xué)管理和分工理論的影響,傳統(tǒng)崗位責(zé)任制管理下的員工很難發(fā)揮出自己的主觀能動性和創(chuàng)新力。在此背景下,酒店業(yè)要想擺脫經(jīng)營困境,員工管理的變革勢在必行。首先,文章總結(jié)梳理了管理思想與理論的演變趨勢、員工管理與平臺化的相關(guān)研究文獻(xiàn),奠定了本文的理論基礎(chǔ),提出酒店員工管理應(yīng)該向平臺化方向轉(zhuǎn)變。其次對酒店高層管理者進(jìn)行深度訪談,運用扎根理論對研究資料進(jìn)行進(jìn)一步分析,圍繞激發(fā)員工自主經(jīng)營和管理平臺化,從管理理念、企業(yè)文化、組織結(jié)構(gòu)、管理方法和績效評價與激勵五個方面提出員工管理變革的策略。酒店管理者需要打破思維定式,重新思考管理的內(nèi)涵,引導(dǎo)企業(yè)由制度管理向文化管理轉(zhuǎn)變,以業(yè)務(wù)為核心進(jìn)行經(jīng)營單元化,提高基層員工在管理工作中的參與度,并根據(jù)經(jīng)營狀況的變化對員工績效和獎勵進(jìn)行動態(tài)調(diào)整,盡可能地增強員工的經(jīng)營意識,發(fā)揮其在工作中的主動性、積極性和創(chuàng)新性。
[Abstract]:In recent years, with the slowdown of China's economic growth and the serious decline in corporate efficiency, the hotel industry, as a capital and labor intensive industry, is facing a more serious situation.With the cross-border entry of the real estate industry based on the shared economy model, the supply of the hotel industry, which was already surplus, was multiplied, the competition in the industry was extremely fierce, and the profit space was further compressed; with the disappearance of the demographic dividend and the influence of national policies,The labor cost rises sharply, but the hotel industry wages level is low, it is difficult to attract the talented person, makes the contradiction between supply and demand aggravation, the talented person shortage is serious; the Internet time personal value rise, causes the original management method to be more and more difficult to adapt.However, the hotel industry is deeply influenced by the theory of scientific management and division of labor. It is very difficult for the employees under the traditional post responsibility system to exert their subjective initiative and innovative power.Under this background, the hotel industry wants to get rid of the management predicament, the employee management reform is imperative.First of all, the article summarizes the evolution of management ideas and theories, staff management and platform related research literature, laid the theoretical foundation of this paper, proposed that hotel staff management should be changed to the direction of platform.Secondly, we conduct in-depth interviews with the top management of the hotel, further analyze the research materials with the application of rooted theory, and focus on motivating the employees to operate autonomously and manage on a platform, from the management concept, corporate culture, organizational structure,Management methods and performance evaluation and motivation five aspects of employee management reform strategy.Hotel managers need to break the pattern of thinking, rethink the connotation of management, guide enterprises to change from system management to cultural management, take business as the core of management unit, and improve the participation of grass-roots staff in the management work.According to the change of the management condition, the paper dynamically adjusts the employee's performance and reward, strengthens the staff's management consciousness as far as possible, and gives play to their initiative, enthusiasm and innovation in the work.
【學(xué)位授予單位】：青島大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F272.92;F719.2

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本文編號：1728808