本文選題：長沙7天連鎖酒店　切入點：工作滿意度　出處：《湖南大學(xué)》2014年碩士論文

【摘要】：經(jīng)濟型連鎖酒店在連續(xù)多年的快速擴張下,當(dāng)前發(fā)展已經(jīng)慢慢呈現(xiàn)飽和,在過去的幾年中,經(jīng)濟型連鎖酒店的利潤情況并不樂觀。作為一直以來的行業(yè)老大如家發(fā)布的財報顯示,其在2011年末收購莫泰168之后,凈利情況一直受整合業(yè)務(wù)拖累,2011全年凈虧損達(dá)到2680萬元人民幣,同時第四季度凈利潤大幅下滑超過八成。據(jù)美股分析師吳桑茂統(tǒng)計,整個經(jīng)濟型連鎖酒店都進(jìn)入微利時代,漢庭和7天利潤率保持在5%至6%,而如家去年的利潤率僅為1%。隨著市場競爭的不斷加劇,充分適應(yīng)市場發(fā)展需求,并從各方面提升核心競爭力,是經(jīng)濟型連鎖酒店未來發(fā)展的方向。 本文主要是以人力資源管理和組織行為學(xué)的有關(guān)理論為依據(jù),通過對長沙7天連鎖酒店隨機抽取20家門店的部分在職員工進(jìn)行滿意度調(diào)查,統(tǒng)計長沙7天連鎖酒店員工近年流失情況,結(jié)合其在人力資源管理方面的現(xiàn)有方法,總結(jié)長沙7天連鎖酒店在員工管理方面的經(jīng)驗做法和不足之處。通過對在職員工進(jìn)行了員工工作滿意度與員工流失意圖的問卷調(diào)查,并對調(diào)查結(jié)果進(jìn)行了統(tǒng)計分析,揭示了員工不滿意或滿意的原因,指出了酒店員工流失率過高的直接原因和深層原因。 在此基礎(chǔ)上,本文根據(jù)長沙7天連鎖酒店的實際情況,并結(jié)合理論與經(jīng)濟型酒店管理實際,從建立酒店科學(xué)的退出機制、選聘機制、用人機制和完善激勵機制四個層面提出管理改進(jìn)對策。其中包括,從總體上改變管理思維,營造和諧的企業(yè)環(huán)境；從心理契約的角度,針對不同類別員工的不同需求,構(gòu)建科學(xué)的薪酬體系,完善福利待遇體系；同時,在員工管理過程中,進(jìn)一步改善各個環(huán)節(jié)的工作方式：多元化員工獲取渠道,加強員工職業(yè)培訓(xùn),暢通內(nèi)部交流及晉升通道等。最后,本文指出了管理對策推進(jìn)實行過程中可能會遇到的阻力,并提出了相應(yīng)的支撐體系建設(shè),包括從酒店文化、員工培訓(xùn)和明晰崗位職責(zé)三方面共同發(fā)力。同時制定了相應(yīng)的評價與反饋機制,確保提出的管理改進(jìn)對策能落地實施。
[Abstract]:With the rapid expansion of economic hotels for many years, the current development has gradually become saturated. In the past few years, the profit situation of economic hotel chains is not optimistic.The earnings report, which has been published by industry leader Rujia, shows that net profit has been dragged down by the consolidation business since its acquisition of Motel 168 in late 2011, with a net loss of 26.8 million yuan for the whole of 2011.At the same time, the fourth quarter of net profit dropped significantly more than 80%.According to U.S. stock analyst Wu Sanmao, the entire economic-style hotel chain has entered an era of low profit margins, with Hanting and 7-day margins remaining at between 5 percent and 6 percent, compared with a profit margin of just one last year.With the aggravation of market competition, it is the direction of economic chain hotel development in the future to fully adapt to the needs of market development and to enhance the core competitiveness from all aspects.Based on the theories of human resource management and organizational behavior, this paper investigates the satisfaction of some employees in 20 stores randomly selected from 7 days chain hotels in Changsha.According to the statistics of the staff loss in recent years in Changsha 7-day chain hotel, combined with the existing methods in human resource management, this paper summarizes the experience and deficiency of the staff management in Changsha 7-day chain hotel.Through the questionnaire survey of the employee's job satisfaction and employee turnover intention, and the statistical analysis of the result, the paper reveals the reason of the employee's dissatisfaction or satisfaction.The paper points out the direct cause and deep reason of the high turnover rate of hotel staff.On this basis, according to the actual situation of Changsha 7-day chain hotel, combined with the theory and economic hotel management practice, from the establishment of a scientific hotel exit mechanism, select and hire mechanism,Management improvement countermeasures are put forward in four aspects: employment mechanism and perfect incentive mechanism.It includes changing the management thinking in general and creating a harmonious enterprise environment; from the angle of psychological contract, to build a scientific salary system and perfect the welfare treatment system according to the different needs of different categories of employees, at the same time,In the process of staff management, we further improve the working methods of various links: diversified staff access channels, strengthen staff vocational training, smooth internal communication and promotion channels.Finally, this paper points out the resistance that may be encountered in the process of carrying out management countermeasures, and puts forward the corresponding supporting system construction, including the joint efforts from three aspects: hotel culture, staff training and clarity of post responsibility.At the same time, the corresponding evaluation and feedback mechanism is established to ensure that the proposed management improvement measures can be implemented.
【學(xué)位授予單位】：湖南大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272.92;F719

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