本文選題：心理契約　切入點(diǎn)：員工關(guān)系管理　出處：《安徽財(cái)經(jīng)大學(xué)》2016年碩士論文

【摘要】：隨著經(jīng)濟(jì)的快速發(fā)展和科技的不斷進(jìn)步,酒店服務(wù)行業(yè)間的競爭愈發(fā)趨于人才的競爭,要想獲得顧客較高的滿意度,就要有滿意的員工。酒店基層員工是酒店內(nèi)部人力資源的重要組成部分,他們直接服務(wù)于顧客,對(duì)于提高酒店的服務(wù)質(zhì)量至關(guān)重要。目前不少酒店基層員工存在工作滿意度低、離職率高等問題,在工作過程中員工普遍認(rèn)為工作單調(diào)乏味從而積極性不高,給顧客提供優(yōu)質(zhì)服務(wù)的可能性降低。因而,如何加強(qiáng)基層員工關(guān)系管理,最大限度地發(fā)揮基層員工工作的積極性、主動(dòng)性、創(chuàng)造性,提高基層員工的工作滿意度,成為酒店業(yè)可持續(xù)發(fā)展必須關(guān)注的問題。本文基于心理契約理論,以AH酒店基層員工為研究對(duì)象。首先分析文章的研究背景和研究意義,闡述文章的研究內(nèi)容及研究涉及的方法。在回顧了國內(nèi)外有關(guān)心理契約、員工關(guān)系的研究成果的基礎(chǔ)上,歸納了心理契約的概念、內(nèi)容、維度、特點(diǎn)、違背及員工關(guān)系的內(nèi)涵等相關(guān)理論,進(jìn)一步梳理了心理契約與員工關(guān)系管理的關(guān)系,進(jìn)而構(gòu)建了本文心理契約與員工關(guān)系管理的研究模型。在對(duì)AH酒店概況和員工管理的相關(guān)規(guī)定介紹的基礎(chǔ)上,通過基層員工關(guān)系管理現(xiàn)狀調(diào)查問卷的設(shè)計(jì)、發(fā)放、回收和相關(guān)工作人員的訪談�；谛睦砥跫s的三維度理論,從規(guī)范型責(zé)任、人際型責(zé)任和發(fā)展型責(zé)任三個(gè)方面對(duì)AH酒店心理契約組織責(zé)任方面的履約情況進(jìn)行問卷分析,因而分別從這三個(gè)方面分析酒店基層員工關(guān)系管理存在的問題和責(zé)任履行的不足。并從酒店方面、基層員工自身方面探討酒店在心理契約組織責(zé)任方面履行責(zé)任不足的原因。進(jìn)而從這三個(gè)方面提出完善酒店基層員工關(guān)系管理的相應(yīng)對(duì)策。具體措施有完善薪酬福利體系、建立科學(xué)合理的績效考核制度、構(gòu)建有效的激勵(lì)機(jī)制、實(shí)現(xiàn)新員工的心理契約引導(dǎo)、建立良好的溝通機(jī)制、建立以人為本的酒店的文化、營造和諧的人際環(huán)境、設(shè)計(jì)內(nèi)在激勵(lì)性的培訓(xùn)內(nèi)容、增加基層員工的晉升渠道、制定基層員工職業(yè)生涯規(guī)劃,以此改善酒店與基層員工的員工關(guān)系,并提高酒店在員工關(guān)系管理方面的水平。最后,對(duì)本文研究做出歸納總結(jié)。認(rèn)為酒店基層員工關(guān)系管理要充分考慮心理契約的規(guī)范型責(zé)任部分,需要考慮心理契約的人際型責(zé)任部分,要適當(dāng)考慮心理契約的發(fā)展型責(zé)任部分。在心理契約維度不斷細(xì)分和擴(kuò)充的今天,能否結(jié)合酒店行業(yè)自身的特點(diǎn),提出更適合酒店基層員工關(guān)系管理的心理契約相關(guān)維度理論,在三維度基礎(chǔ)上增加一個(gè)或多個(gè)維度進(jìn)行研究,多視角的分析酒店基層員工關(guān)系管理問題及原因,進(jìn)而提出相應(yīng)對(duì)策,更進(jìn)一步的構(gòu)建和諧酒店基層員工關(guān)系。
[Abstract]:With the rapid development of economy and the continuous progress of science and technology, the competition among the hotel service industry is becoming more and more talent competition, in order to obtain higher customer satisfaction, It is necessary to have satisfied employees. Hotel grass-roots staff are an important part of the hotel's internal human resources. They serve customers directly and are crucial to improving the quality of hotel service. At present, many grass-roots hotel staff have low job satisfaction. In the process of work, the staff generally think that the work is boring and not motivated, and the possibility of providing high quality service to customers is reduced. Therefore, how to strengthen the management of employee relations at the grass-roots level, It is necessary to give full play to the enthusiasm, initiative and creativity of grass-roots employees and improve their job satisfaction, which should be paid close attention to in the sustainable development of hotel industry. This paper is based on the theory of psychological contract. Taking the basic staff of AH Hotel as the research object. Firstly, the research background and significance of the article are analyzed, and the research contents and methods involved in the study are expounded. Based on the review of the research results of psychological contract and employee relations at home and abroad, The concept, content, dimension, characteristics, violation and connotation of employee relationship of psychological contract are summarized, and the relationship between psychological contract and employee relationship management is further combed. On the basis of the introduction of the general situation of AH hotel and the related regulations of employee management, through the design and distribution of the questionnaire on the current situation of employee relationship management at the grass-roots level, this paper constructs the research model of psychological contract and employee relationship management in this paper. Based on the three-dimensional degree theory of psychological contract, the performance of AH hotel psychological contract organization responsibility was analyzed from three aspects: normal form responsibility, interpersonal responsibility and developmental responsibility. Therefore, from these three aspects, respectively, we analyze the problems existing in the management of staff relations at the grass-roots level and the deficiencies in the implementation of our responsibilities. And from the hotel perspective, This paper probes into the reasons for the lack of responsibility in the psychological contract organization responsibility of the hotel staff themselves, and then puts forward the corresponding countermeasures to improve the relationship management of the grass-roots staff from these three aspects. The concrete measures include perfecting the compensation and welfare system. To establish a scientific and reasonable performance appraisal system, to build an effective incentive mechanism, to realize the psychological contract guidance of new employees, to establish a good communication mechanism, to establish a people-oriented hotel culture, and to create a harmonious interpersonal environment. Design the internal motivational training content, increase the promotion channel of the grass-roots staff, formulate the career plan of the grass-roots staff, so as to improve the relationship between the hotel and the grass-roots staff, and improve the level of the hotel staff relationship management. Finally, The conclusion of this paper is that the relationship management of hotel staff should fully consider the normal responsibility part of psychological contract, and the interpersonal responsibility part of psychological contract should be considered. It is necessary to consider the developmental responsibility part of psychological contract properly. With the continuous subdivision and expansion of psychological contract dimension, can we combine the characteristics of hotel industry to put forward the theory of psychological contract related dimension which is more suitable for hotel grass-roots employee relationship management? On the basis of three dimensions, this paper adds one or more dimensions to research, analyzes the problems and causes of hotel grass-roots employee relationship management from multiple perspectives, and then puts forward corresponding countermeasures to further build Harmony Inn grass-roots employee relationship.
【學(xué)位授予單位】：安徽財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2016
【分類號(hào)】：F272.92;F719.2

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