【摘要】：賓館的競爭突出地表現(xiàn)為人才的競爭,賓館要在競爭中立于不敗之地,應(yīng)加強對賓館人才的管理。人力資源是賓館的第一資源,績效管理是人力資源開發(fā)與管理的核心,而激勵機制則可以使績效管理達到最高效率。激勵機制的引進大大拓寬了管理者的視野,提高員工的工作熱情,使績效管理的作用得以體現(xiàn)。一個賓館的激勵機制是否及時有效,制約著賓館的人力資源管理,決定了是否可以實現(xiàn)賓館穩(wěn)定發(fā)展和員工自我實現(xiàn)價值的雙贏局面,激勵機制正日益成為賓館管理的中心。 近年來,賓館作為服務(wù)業(yè)的支柱產(chǎn)業(yè)得到了快速健康的發(fā)展,但同時也面臨日益激烈甚至殘酷的競爭。作為以提供服務(wù)為主的勞動密集型賓館,除了硬件設(shè)施的建設(shè)外,賓館競爭最重要的就是高質(zhì)量的服務(wù),而為客戶提供服務(wù)的直接參與者就是員工。因此,對于依賴基層員工提供優(yōu)質(zhì)服務(wù)而在競爭中取勝的賓館服務(wù)業(yè)而言,績效管理更是有著非同一般的意義。但由于在對員工激勵機制中存在著各種問題,大大地減弱了激勵機制工作應(yīng)起的作用。筆者曾就激勵機制問題在XB賓館中進行過調(diào)查,通過調(diào)查發(fā)現(xiàn)XB賓館在激勵機制過程中存在著激勵機制考核方式單一、激勵機制目的不明確、激勵機制指標不合理、激勵機制結(jié)果缺乏反饋等問題,這些問題導(dǎo)致XB賓館的激勵機制主觀隨意性大、流于形式、直接影響了員工工作積極性的發(fā)揮,也影響了組織戰(zhàn)略目標的順利實現(xiàn)。因此,如何科學(xué)地評價和管理員工績效,激勵員工,最終實現(xiàn)戰(zhàn)略目標,在激烈競爭中取勝,就成為了XB賓館當前有待于解決的問題。筆者希望在文獻閱讀的基礎(chǔ)上,通過對XB賓館現(xiàn)有員工績效評系統(tǒng)的調(diào)查和分析,運用科學(xué)的方法,優(yōu)化設(shè)計出一套符合XB賓館發(fā)展的激勵機制指標體系。
[Abstract]:The competition of hotel is the competition of talents. If the hotel wants to be invincible in the competition, it should strengthen the management of hotel talent. Human resource is the first resource of hotel, performance management is the core of human resource development and management, and incentive mechanism can make performance management achieve the highest efficiency. The introduction of incentive mechanism greatly broadens the manager's vision, enhances the staff's work enthusiasm, and makes the function of performance management manifest. Whether the incentive mechanism of a hotel is timely and effective restricts the human resource management of the hotel and determines whether the stable development of the hotel and the win-win situation of the self-realization value of the staff can be realized. The incentive mechanism is becoming the center of the hotel management day by day. In recent years, hotels, as the pillar industry of service industry, have been developed rapidly and healthily, but they also face increasingly fierce and even cruel competition. As a labor-intensive hotel which mainly provides service, besides the construction of hardware facilities, the most important competition of hotel is the high-quality service, and the direct participant in providing service to the customer is the employee. Therefore, for the hotel service industry, which relies on grass-roots employees to provide quality service and win in the competition, performance management is of special significance. However, due to the existence of various problems in the incentive mechanism of employees, it greatly weakens the role that should be played by the work of the incentive mechanism. The author has carried on the investigation on the question of the incentive mechanism in the XB hotel. Through the investigation, it is found that there is a single way of examination of the incentive mechanism in the process of the incentive mechanism in the XB hotel, the purpose of the incentive mechanism is not clear, and the index of the incentive mechanism is unreasonable. The lack of feedback on the results of the incentive mechanism leads to the large subjective randomness and formality of the incentive mechanism of the XB hotel, which directly affects the exertion of the staff's enthusiasm for work and the smooth realization of the strategic goal of the organization. Therefore, how to scientifically evaluate and manage staff performance, motivate employees, finally achieve strategic goals, win in the fierce competition, has become the current XB hotel to solve the problem. The author hopes that on the basis of reading the literature, through the investigation and analysis of the existing employee performance evaluation system of XB Hotel, and using scientific methods, the author optimizes and designs a set of incentive mechanism index system in line with the development of XB Hotel.
【學(xué)位授予單位】：蘭州大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F272.92;F719

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