發(fā)布時間：2018-04-22 07:25

  本文選題：酒店員工 + 流動動因�。� 參考：《云南大學(xué)》2014年碩士論文

【摘要】：隨著社會主義市場經(jīng)濟體制的初步建立,商品、物質(zhì)、生產(chǎn)要素的流動已經(jīng)成為推動中國經(jīng)濟發(fā)展的重要因素。同時,在戶籍制度、企業(yè)用工體制、社會保障機制改革的不斷發(fā)展,企業(yè)員工的流動已經(jīng)成為企業(yè)管理中的重要課題。酒店業(yè)屬于勞動力密集型行業(yè),對勞動力的需求較大,招人難、留人難現(xiàn)象十分突出,員工的頻繁流動造成企業(yè)的用人成本升高、服務(wù)質(zhì)量下降、員工士氣受損,影響到企業(yè)文化的建設(shè),并直接影響到企業(yè)的生存與發(fā)展。分析研究當前酒店行業(yè)基層員工的流動問題,可以為我們研究服務(wù)行業(yè),尤其是非公服務(wù)行業(yè)在企業(yè)發(fā)展中穩(wěn)定員工隊伍,提高企業(yè)管理水平,促進企業(yè)可持續(xù)發(fā)展提供企業(yè)管理改革發(fā)展的客觀依據(jù)和決策參考。 YA酒店是以新生代農(nóng)民工為主力軍的會議型酒店,近年來受勞動力市場供需變化和人力資源管理相對滯后等因素的影響,員工流動率高的問題已經(jīng)影響到企業(yè)的服務(wù)質(zhì)量、經(jīng)營成本、企業(yè)效益等。該問題也受到了高層的關(guān)注和重視,保持一定的員工流動率現(xiàn)已作為各部門績效考核的重要組織部分,YA酒店高的員工流動率已成為酒店持續(xù)發(fā)展的影響因素之一。 本論文就是為了解決YA酒店高的員工流動率的問題,通過對YA酒店基層員工流動現(xiàn)狀分析,通過資料收集、問卷調(diào)查等方法對員工流動的內(nèi)外因素進行分析。以基層員工的需要為研究基礎(chǔ),以員工需要、滿意度、員工流動的分析模型為工具,得出員工流動的動機是來自于薪酬、獎勵、考核、學(xué)習(xí)培訓(xùn)等方面的需要得不到滿足。結(jié)合YA酒店當前的人力資源管理制度,找出當前YA酒店人力資源管理過程中存在的一些問題,提出相應(yīng)的應(yīng)對措施：樹立人本用理念,轉(zhuǎn)變?nèi)肆Y源管理職能,優(yōu)化人力資源工作人員配置,并重點提出要以員工的需要為導(dǎo)向,從物質(zhì)、精神、文化三方面進行改進,建立相應(yīng)的薪酬、獎勵、學(xué)習(xí)培訓(xùn)等制度,滿足基層員工的現(xiàn)實需要,提高員工對酒店滿意度,降低員工的流動率。
[Abstract]:With the initial establishment of the socialist market economy system, the flow of commodity, material and production factors has become an important factor to promote China's economic development. At the same time, with the continuous development of household registration system, enterprise employment system and social security mechanism reform, employee mobility has become an important issue in enterprise management. Hotel industry belongs to the labor-intensive industry, the demand for labor force is large, it is difficult to recruit people, the phenomenon of retaining people is very prominent, the frequent turnover of staff causes the enterprise to increase the cost of employment, the service quality drops, and the morale of the staff is damaged. Affect the construction of corporate culture, and directly affect the survival and development of enterprises. The analysis and research on the mobility of grass-roots employees in the hotel industry can help us to study the service industry, especially the non-public service industry, in order to stabilize the staff and improve the management level of the enterprise. To promote the sustainable development of enterprises provides the objective basis and decision-making reference for the reform and development of enterprise management. Ya Hotel is a conference hotel with the new generation of migrant workers as the main force. In recent years, due to the changes in the supply and demand of the labor market and the relative lag in human resource management, the problem of high staff turnover rate has affected the service quality of enterprises. Operating cost, enterprise benefit, etc. This problem has also been paid attention to by the senior level. Maintaining a certain staff turnover rate has become one of the factors that affect the sustainable development of the hotel as an important organizational part of the performance appraisal of the various departments and the high staff turnover rate of Ya Hotel has become one of the factors affecting the sustainable development of the hotel. In order to solve the problem of high turnover rate of Ya hotel, this paper analyzes the internal and external factors of employee mobility by analyzing the current situation of employee mobility in Yaa Hotel, collecting data and questionnaire survey. Based on the needs of grass-roots employees and the analysis model of employee needs, satisfaction and employee mobility, it is concluded that the motivation of employee mobility is that the needs of salary, reward, assessment, learning and training are not satisfied. Combined with the current human resource management system of Ya Hotel, this paper finds out some problems existing in the process of human resource management in Ya Hotel, and puts forward the corresponding countermeasures: establishing the concept of humanism and transforming the function of human resource management. To optimize the staffing of human resources, and to focus on the needs of the staff, from the material, spiritual and cultural aspects of improvement, the establishment of the corresponding compensation, incentives, learning and training system, to meet the actual needs of grass-roots employees, Improve employee satisfaction and reduce turnover rate.
【學(xué)位授予單位】：云南大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272.92;F719

【參考文獻】

相關(guān)期刊論文 前10條

1 萬景霞;郭慶春;;運用風(fēng)險管理 減少員工流動[J];科學(xué)與管理;2007年02期

2 毛春兒;;關(guān)于員工流動的文獻綜述[J];科技創(chuàng)業(yè)月刊;2006年07期

3 于世坤;王波;章敏;;企業(yè)員工流動系統(tǒng)的熵變模型分析[J];科技與管理;2012年01期

4 翁清雄;胡蓓;;“員工流動成長效應(yīng)”:結(jié)構(gòu)模型構(gòu)建與實證分析[J];南開管理評論;2008年05期

5 田春;;淺議國有企業(yè)員工流動管理[J];南寧職業(yè)技術(shù)學(xué)院學(xué)報;2009年06期

6 王國穎;;基于績效——替代能力戰(zhàn)略矩陣的員工流動管理[J];商場現(xiàn)代化;2006年34期

7 陳婉梅;田建春;;國內(nèi)員工流動的研究綜述[J];商場現(xiàn)代化;2010年36期

8 陳嘉敏;;關(guān)于酒店人員流失控制的幾點思考[J];商場現(xiàn)代化;2011年05期

9 趙文莉;;個人需要與員工流動機理的探究[J];商場現(xiàn)代化;2011年14期

10 吳珊;;船舶企業(yè)實行晉升激勵和文化激勵之管見[J];時代經(jīng)貿(mào)(下旬刊);2008年01期

，

本文編號：1786206