本文關鍵詞：山西旅行社員工流動的不利影響及對策研究　出處：《山西大學》2012年碩士論文　論文類型：學位論文

  更多相關文章： 員工流動 人力資源管理 激勵機制

【摘要】：二十世紀九十年代以來,旅游業(yè)出現(xiàn)了迅猛的發(fā)展勢頭,同時對國民經(jīng)濟產(chǎn)生了巨大的推動作用。面對日益激烈的市場競爭,作為旅游業(yè)三大支柱產(chǎn)業(yè)之一的旅行社,除了靠自身硬件設施之外,更多的要靠管理水平和服務質(zhì)量來取得長遠的發(fā)展,而這些軟件歸根到底要靠旅行社人才來體現(xiàn)。旅行社的競爭實質(zhì)是人力資本的競爭。一家優(yōu)秀的旅行社要懂得使用人才、管理人才、留住人才,減少員工不合理的流動給企業(yè)帶來的損失,才能在市場競爭中占據(jù)有利地位。 勿庸置疑,山西擁有極為豐富的自然和歷史文化資源,是旅游資源大省,但卻不是旅游強省。旅游專業(yè)人才相對匱乏,特別是旅行社在缺乏人力資源理念的前提下,對員工的重視程度不夠,導致旅行社員工更替頻繁,嚴重影響了旅行社的經(jīng)營和效益。 基于此,本文運用在MBA學習期間掌握的人力資源理論以及管理學和心理學等相關理論,并通過實地走訪和發(fā)放四百多份調(diào)查問卷,對山西省內(nèi)不同地區(qū)的二十多家旅行社進行深入的調(diào)查研究。在對調(diào)查數(shù)據(jù)整理、匯總后得出山西旅行社人員流動的特點,即女性員工、年輕員工、高學歷員工以及一部分中層領導流動嚴重,實習生和臨時工流動嚴重。繼而從理論高度深入分析員工大量流動給旅行社帶來的直接和間接不利影響以及導致員工大量流動的外部原因和內(nèi)部原因,其中經(jīng)濟發(fā)展水平、行業(yè)收入水平、旅游行業(yè)因素、社會保障制度及旅游者的因素為外部原因,旅行社因素和員工個體因素是內(nèi)部原因。最后提出解決員工大量流動的對策,一方面營造旅行社發(fā)展的外部環(huán)境：完善法律法規(guī)制度；加大勞動監(jiān)察力度；提供政策支持；營造和諧職業(yè)氛圍；加大旅游業(yè)正面宣傳。一方面加強旅行社的內(nèi)部管理：重視對人力資源的管理；建設良好的企業(yè)文化；建立完善的激勵機制；注重對員工的職業(yè)生涯規(guī)劃等。通過本文的分析研究,力圖為政府的宏觀決策和旅行社的員工管理提供借鑒。
[Abstract]:Since 1990s, the rapid development of tourism has emerged, at the same time to the national economy has a huge role in promoting the face of increasingly fierce market competition. As one of the three pillar industries of tourism, travel agencies rely on their own hardware facilities, more rely on the level of management and service quality to achieve long-term development. The essence of the competition of travel agencies is the competition of human capital. An excellent travel agency should know how to use, manage and retain talents. Only by reducing the loss caused by the unreasonable flow of employees can we occupy a favorable position in the market competition. There is no doubt that Shanxi has a very rich natural and historical and cultural resources, is a province of tourism resources, but not a strong tourism province, tourism professionals are relatively scarce. Especially under the premise of lacking the concept of human resources, the travel agency pays less attention to the staff, which leads to frequent turnover of the staff, which seriously affects the operation and efficiency of the travel agency. Based on this, this paper applies the theory of human resources, management and psychology that we master during MBA learning, and through field visits and distribution of more than 400 questionnaires. More than 20 travel agencies in different areas of Shanxi Province in-depth investigation and research. In the survey data collation, summed up Shanxi travel agency staff mobility characteristics, that is, female employees, young employees. Highly educated employees and some middle-level leaders are highly mobile. From the perspective of theory, this paper analyzes the direct and indirect adverse effects of the large amount of staff mobility on travel agencies, as well as the external and internal reasons leading to the large turnover of staff. Among them, the level of economic development, industry income level, tourism industry factors, social security system and tourist factors are external reasons. The factors of travel agency and individual staff are internal reasons. Finally, the author puts forward some countermeasures to solve the problem of large turnover of staff, on the one hand, to create the external environment for the development of travel agency: to perfect the system of laws and regulations; Strengthening labor supervision; Providing policy support; Create a harmonious professional atmosphere; On the one hand, strengthen the internal management of travel agencies: attach importance to the management of human resources; Building a good corporate culture; Establish perfect incentive mechanism; Through the analysis and research of this paper, the author tries to provide reference for the macro decision of the government and the staff management of travel agency.
【學位授予單位】：山西大學
【學位級別】：碩士
【學位授予年份】：2012
【分類號】：F272.92;F592.6

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本文編號：1431127