【摘要】：隨著經(jīng)濟(jì)和消費(fèi)水平的不斷提高,酒店行業(yè)的數(shù)量也不斷提升,這使得酒店行業(yè)內(nèi)部的競(jìng)爭(zhēng)也日趨激烈。但是,歸根結(jié)底,酒店之間的競(jìng)爭(zhēng)是銷售人員之間的競(jìng)爭(zhēng),所以酒店應(yīng)該利用其擁有的資源,調(diào)整其內(nèi)部管理結(jié)構(gòu),逐步完善其銷售人員的激勵(lì)機(jī)制,以穩(wěn)定酒店的優(yōu)秀銷售人員。那么如何穩(wěn)定和挽留酒店的銷售人員則是每一個(gè)酒店將不得不面對(duì)的問(wèn)題。本文以A酒店為研究對(duì)象,基于馬斯洛的需求層次理論、斯金納的強(qiáng)化理論、赫茲伯格的雙因素理論和亞當(dāng)斯的公平理論,闡述了激勵(lì)與激勵(lì)的概念和作用。并通過(guò)介紹A酒店及其銷售部的發(fā)展概況、數(shù)據(jù)與事實(shí),對(duì)A酒店銷售人員激勵(lì)的現(xiàn)狀進(jìn)行問(wèn)卷調(diào)查、研究和分析,發(fā)現(xiàn)該酒店現(xiàn)行的銷售人員激勵(lì)存在的主要問(wèn)題是薪酬福利制度缺乏靈活性、績(jī)效考核制度不完善、培訓(xùn)學(xué)習(xí)體系不科學(xué)和激勵(lì)制度不健全等。發(fā)現(xiàn)產(chǎn)生這些的問(wèn)題的原因主要有A酒店管理者和銷售人員激勵(lì)觀念比較滯后、酒店對(duì)銷售人員的激勵(lì)投入不夠、酒店銷售人員的流失率相對(duì)較高以及酒店銷售人員的流失率相對(duì)較高等。同時(shí)提出構(gòu)建全面薪酬福利制度、完善酒店的績(jī)效考核與評(píng)估機(jī)制、建立完善的培訓(xùn)制度、幫助銷售人員規(guī)劃職業(yè)生涯以及做好激勵(lì)方案的評(píng)價(jià)工作五條相應(yīng)的優(yōu)化激勵(lì)對(duì)策。最后,本文還提出了包括加強(qiáng)酒店文化激勵(lì)作用、加強(qiáng)酒店高層管理者的支持、提升酒店以人為本的管理理念、強(qiáng)化酒店銷售人員的內(nèi)部約束機(jī)制以及加強(qiáng)酒店管理制度的創(chuàng)新五條保障激勵(lì)實(shí)施的建議。通過(guò)對(duì)A酒店銷售人員激勵(lì)優(yōu)化方案的研究,既可以為酒店制定新階段的銷售人員激勵(lì)對(duì)策,對(duì)同行其他酒店的發(fā)展也具有一定參考意義。
[Abstract]:With the continuous improvement of economy and consumption, the number of hotel industry is also increasing, which makes the competition within the hotel industry increasingly fierce. However, in the final analysis, the competition among hotels is the competition among salespeople, so the hotel should make use of the resources it has, adjust its internal management structure, and gradually improve the incentive mechanism for its sales personnel. To stabilize the hotel's excellent sales staff. So how to stabilize and retain the hotel's sales staff is every hotel will have to face the problem. Based on Maslow's hierarchy of demand theory, Skinner's reinforcement theory, Herzberg's two-factor theory and Adams's fair theory, this paper expounds the concept and function of incentive and incentive. Through the introduction of A hotel and its sales department development situation, data and facts, A hotel sales incentive status of the questionnaire, research and analysis, It is found that the main problems existing in the incentive system of the current sales staff in this hotel are lack of flexibility in the compensation and welfare system, imperfect performance appraisal system, unscientific training and learning system, and imperfect incentive system, etc. The main reasons for these problems are that the incentive concept of A hotel manager and sales personnel is lagging behind, and the incentive investment of hotel to sales personnel is not enough. Hotel sales staff loss rate is relatively high and hotel sales staff loss rate is relatively high. At the same time, it proposes to construct a comprehensive salary and welfare system, to perfect the performance appraisal and evaluation mechanism of the hotel, to establish a perfect training system, to help salespeople plan their career and to do a good job in the evaluation of incentive schemes. Finally, this paper also proposed to strengthen the role of hotel culture incentive, strengthen the support of hotel senior managers, enhance the management concept of people-oriented hotel. Strengthen the internal restraint mechanism of hotel sales personnel and strengthen the innovation of hotel management system five suggestions to ensure the implementation of incentives. Through the research on the incentive optimization scheme of sales staff in Hotel A, it can not only make the incentive countermeasures for the new stage of the hotel, but also have some reference significance for the development of other hotels in the same industry.
【學(xué)位授予單位】：大連理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F272.92;F729.9

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