【摘要】：隨著社會主義市場經(jīng)濟的逐步完善以及改革開放的不斷深化,國內(nèi)旅游酒店業(yè)得到了飛速的發(fā)展,對于國民經(jīng)濟發(fā)展起到了重要的推動作用。然而,在最近五年里,絕大部分酒店在發(fā)展的同時,也遇到一個令酒店管理層非常頭痛的問題,那就是愈來愈高的員工流失,尤其是核心骨干員工的流失使得酒店業(yè)的可持續(xù)發(fā)展變得更加艱難。 在21世紀,人的因素已經(jīng)變得越來越重要,人力資源已經(jīng)成為企業(yè)生存和發(fā)展的關(guān)鍵資源。尤其是酒店業(yè),酒店的主要產(chǎn)品就是服務(wù),而提供服務(wù)的主體是人,是員工。員工的頻繁流失已經(jīng)嚴重影響了酒店的經(jīng)營狀況,也直接導致服務(wù)質(zhì)量下降,降低了酒店的競爭力,同時也使得大量商業(yè)機密被帶走,顧客和員工的忠誠度也隨之下降,所有這一切嚴重阻礙了酒店業(yè)的進一步發(fā)展。因此,分析員工流失原因,找出相應(yīng)的對策,留住員工,留住人才,進而增強員工的凝聚力,是酒店業(yè)繼續(xù)向前發(fā)展的關(guān)鍵。 本文以自己所在酒店-沈陽SM酒店作為研究對象,從員工流失的現(xiàn)狀和原因入手,探討了SM酒店目前在人力資源管理中存在的問題,對如何留住員工、激勵員工、降低員工流失率提出了一些切實可行的建議： (1)提供有吸引力的薪酬制度； (2)注重員工職業(yè)生涯發(fā)展； (3)提高管理人員素質(zhì)和管理水平； (4)建立真正以人為本的企業(yè)文化； (5)人力資源戰(zhàn)略化管理。 通過建立適合本行業(yè)特點、適合本地市場的體系,在互惠互利、合作共贏的基礎(chǔ)上將企業(yè)發(fā)展目標與員工職業(yè)生涯發(fā)展目標相結(jié)合,不斷提升員工的素質(zhì)和技能,真正做到創(chuàng)建一個即能滿足員工事業(yè)發(fā)展,又能實現(xiàn)其個人生活目標的環(huán)境,讓員工在滿足企業(yè)可持續(xù)發(fā)展需要的同時,也實現(xiàn)了他/她的個人價值。
[Abstract]:With the gradual improvement of the socialist market economy and the deepening of the reform and opening up, the domestic tourist hotel industry has been rapidly developed, which has played an important role in promoting the development of the national economy. However, in the past five years, while most hotels have developed, they have also encountered a problem that has caused a headache to the hotel management, that is, the increasing turnover of staff. In particular, the loss of core staff makes the sustainable development of the hotel industry more difficult. In the 21st century, the human factor has become more and more important, human resources have become the key resources for the survival and development of enterprises. Especially in hotel industry, the main product of hotel is service, and the main body of service is human and employee. The frequent loss of staff has seriously affected the management of the hotel, and has directly led to the decline in service quality and reduced the competitiveness of the hotel. At the same time, a large number of commercial secrets have been taken away, and the loyalty of customers and employees has also declined. All this seriously hindered the further development of the hotel industry. Therefore, it is the key for the hotel industry to continue to develop the hotel industry by analyzing the reasons of staff turnover, finding out the corresponding countermeasures, retaining the staff, retaining the talents, and then strengthening the cohesion of the staff. This paper takes Shenyang SM Hotel as the research object, starting with the current situation and reasons of staff turnover, discusses the existing problems in human resource management of SM Hotel, and discusses how to retain and motivate the staff. Some practical suggestions are put forward to reduce the staff turnover rate: (1) providing an attractive salary system; (2) pay attention to the career development of employees; (3) improve the quality and management level of managers; (4) establish a real people-oriented corporate culture; (5) strategic management of human resources. Through the establishment of a system suitable for the characteristics of the industry and the local market, and on the basis of mutual benefit and win-win cooperation, the enterprise development goals will be combined with the career development goals of the employees, so as to continuously improve the quality and skills of the employees. To create an environment that not only can satisfy the employee's career development, but also realize his or her personal life goal, so that the employee can meet the needs of the enterprise's sustainable development and realize his / her personal value at the same time.
【學位授予單位】：大連理工大學
【學位級別】：碩士
【學位授予年份】：2012
【分類號】：F272.92;F719

【參考文獻】

相關(guān)碩士學位論文 前2條

1 鄧淵;A公司員工流失原因分析及管理對策研究[D];天津大學;2011年

2 李萍;長沙紫鑫酒店員工流失問題及對策研究[D];湖南大學;2009年

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本文編號：2379977