本文選題：酒店 + 員工流失��； 參考：《浙江工業(yè)大學(xué)》2016年碩士論文

【摘要】：隨著中國(guó)經(jīng)濟(jì)的強(qiáng)勁增長(zhǎng),中國(guó)居民可支配收入的逐步提高,旅游酒店業(yè)也隨之飛速發(fā)展。近年來(lái)酒店行業(yè)已經(jīng)成為國(guó)民經(jīng)濟(jì)發(fā)展最快的行業(yè)之一,并且率先同國(guó)際接軌。但酒店業(yè)的人力資源管理工作存在諸多問(wèn)題,造成酒店員工流失嚴(yán)重,不僅增加了酒店人力重置成本,而且會(huì)帶走了商業(yè)、技術(shù)秘密、客戶資源等,如不加以控制,最終將影響酒店持續(xù)發(fā)展的潛力和競(jìng)爭(zhēng)力。因此,正確認(rèn)識(shí)人力資源的現(xiàn)實(shí)情況,通過(guò)仔細(xì)分析查找問(wèn)題,進(jìn)而找到一條可行的解決方法是非常必要的。本論文采用理論與實(shí)際調(diào)查相結(jié)合的研究方法,以義烏市XF國(guó)際會(huì)議中心為具體研究對(duì)象。文章首先介紹了員工流失的概念和理論分析模型,并對(duì)國(guó)內(nèi)外降低員工流失的文獻(xiàn)進(jìn)行了綜述。然后分析了該中心員工管理和員工流失的現(xiàn)狀。在員工流失問(wèn)題上,義烏XF國(guó)際會(huì)議中心的員工流失率遠(yuǎn)高于同級(jí)別酒店行業(yè)的平均流失率;同時(shí)指出該中心在員工管理上存在諸多問(wèn)題,如:員工招聘方面比較隨意、有很多關(guān)系戶;員工培訓(xùn)方面不系統(tǒng);薪酬考核方面缺乏彈性;崗位調(diào)動(dòng)和晉升方面缺乏民主測(cè)評(píng)等。接下來(lái)通過(guò)調(diào)閱訪談?dòng)涗�、設(shè)計(jì)問(wèn)卷調(diào)查等來(lái)進(jìn)一步分析員工流失的多方面原因,主要闡述了員工自身、企業(yè)管理和社會(huì)環(huán)境這三方面的因素。最后有針對(duì)性地提出通過(guò)改良健全招聘培訓(xùn)、優(yōu)化工作設(shè)計(jì)、調(diào)整薪酬體系及加強(qiáng)組織文化建設(shè)等舉措來(lái)降低員工流失,為義烏市XF國(guó)際會(huì)議中心獲得健康持續(xù)穩(wěn)定的發(fā)展提供一定的理論指導(dǎo)。本論文的研究結(jié)論亦可對(duì)其他相關(guān)酒店的人力資源改革提供可借鑒之處。
[Abstract]:With the strong growth of China's economy and the gradual increase of disposable income of Chinese residents, the tourist hotel industry has also developed rapidly. In recent years, hotel industry has become one of the fastest-growing industries in the national economy, and has taken the lead in international practice. However, there are many problems in the human resource management of hotel industry, which result in the serious loss of hotel staff, which not only increases the replacement cost of hotel manpower, but also takes away the business, technical secrets, customer resources, etc., if not controlled. Ultimately, it will affect the potential and competitiveness of the hotel's sustainable development. Therefore, it is necessary to correctly understand the reality of human resources and find a feasible solution by carefully analyzing and finding out the problem. This thesis adopts the research method of combining theory and practice, taking Yiwu XF International Conference Center as the concrete research object. This paper first introduces the concept and theoretical analysis model of employee turnover, and summarizes the literature on reducing employee turnover at home and abroad. Then it analyzes the current situation of staff management and staff turnover in the center. On the issue of staff turnover, the staff turnover rate of the Yiwu XF International Conference Center is much higher than the average turnover rate of the hotel industry at the same level. At the same time, it points out that the center has many problems in staff management, such as the casual recruitment of staff. There are many related families; staff training is not systematic; salary assessment is lack of flexibility; post transfer and promotion lack of democratic evaluation and so on. Then through reading the interview records, designing questionnaires to further analyze the reasons of staff turnover, mainly elaborated the employees themselves, business management and social environment of these three factors. Finally, it is proposed to reduce employee turnover by improving and improving recruitment training, optimizing job design, adjusting salary system and strengthening the construction of organizational culture. To provide certain theoretical guidance for the healthy and sustainable development of Yiwu XF International Conference Center. The conclusions of this paper can also be used for reference in other related hotel human resource reform.
【學(xué)位授予單位】：浙江工業(yè)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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本文編號(hào)：1974327