論文題目：The  research of employee engagement and job satisfaction in Chinese service industry
論文語(yǔ)言：英語(yǔ)論文 English
論文專業(yè)：Human Resource Management
字?jǐn)?shù)：畢業(yè)論文開題報(bào)告2000
學(xué)校國(guó)家：英國(guó)
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論文用于：Master Dissertation 碩士畢業(yè)論文
補(bǔ)充要求和說(shuō)明：經(jīng)過協(xié)商客戶要求寫關(guān)于酒店方向的
1.開題報(bào)告2000字

1.0 Introduction介紹

當(dāng)今世界，人力資源已成為企業(yè)競(jìng)爭(zhēng)的核心資源，敬業(yè)的員工有著非常重要的積極作用，，為企業(yè)的生產(chǎn)力、客戶忠誠(chéng)度、員工保留率、安全和生產(chǎn)價(jià)值（belias，koustelios，sdrolias和aspridis，2015）。員工以高度的奉獻(xiàn)精神為企業(yè)帶來(lái)豐厚的利潤(rùn)，提高客戶忠誠(chéng)度，是推動(dòng)企業(yè)利潤(rùn)增長(zhǎng)的積極力量。中國(guó)是世界第二大經(jīng)濟(jì)體，與過去相比，企業(yè)的競(jìng)爭(zhēng)力得到很大程度的改善，數(shù)據(jù)顯示，中國(guó)員工敬業(yè)度僅為6%，遠(yuǎn)低于世界13%的水平（Farooqui和Nagendra，2014）。中國(guó)員工敬業(yè)度低，這是中國(guó)企業(yè)進(jìn)一步提高自身競(jìng)爭(zhēng)力的一個(gè)非常大的障礙（該，機(jī)理和巴賓，2014）。許多中國(guó)企業(yè)管理者都意識(shí)到問題的嚴(yán)重性，他們努力改進(jìn)內(nèi)部管理，提高工作滿意度，從而提高員工敬業(yè)度，但實(shí)際效果不好。筆者認(rèn)為，中國(guó)有著獨(dú)特的文化傳統(tǒng)、政治體制和市場(chǎng)環(huán)境，中國(guó)工人在價(jià)值觀、態(tài)度、工作倫理等諸多方面都有所不同，因此，可以提高中國(guó)員工滿意度的措施，符合中國(guó)職工提高員工敬業(yè)度的特點(diǎn)，才能真正提高中國(guó)員工的參與度。這項(xiàng)研究是基于這樣的研究和分析。In today's world, human resources has become the core resources of enterprises in competition, dedicated staff has a very important and positive role for business productivity, customer loyalty, employee retention, safety and production value (Belias, Koustelios, Sdrolias and Aspridis, 2015). Employees with a high degree of dedication bring enterprises huge profits and improve customer loyalty, they are the active force to promote the growth of profit of an organization. China is the world's second largest economy, compared with the past, the competitiveness of companies has been improved to a large extent, data has showed that China's employee engagement is only 6%, which is far below the world level of 13% (Farooqui and Nagendra, 2014). Chinese employee engagement is low, which is a very big impediment for Chinese enterprises to further improve their competitiveness (Limbu, Jayachandran and Babin, 2014). Many Chinese business managers are aware of the seriousness of the problem, they try to improve internal management to improve job satisfaction, so as to improve employee engagement, but the actual effect is not good. The author believes that China has unique cultural traditions, political system and market environment, Chinese workers are different from European and American workers in terms of values, attitudes, work ethic, and many other aspects, therefore the development of the measures which can improve Chinese employee satisfaction and are in line with the characteristics of Chinese workers to improve employee engagement will truly improve employee engagement in China. This study is based on this to carry out research and analysis.

2.0 Literature review
2.1 Employee engagement
2.2 Job satisfaction
2.3 Relationship between employee engagement and job satisfaction 
2.4 Gap
3.0 Research aims and objectives
4.0 Methodology
5.0 Sampling selection
6.0 Data selection
7.0 Data analysis
8.0 Limitation
Appendix 1 Questionnaire 
Appendix 2 Interview outline 

9.0 Conclusion總結(jié)

This study aims to investigate why there is low employee engagement in Chinese hotel industry, from the perspective of job satisfaction to analyze the low employee engagement, so as to bring forward recommendations on how Chinese hotel industry improves job satisfaction to improve employee engagement. Through the questionnaire, the author can understand the levels of the hotel’s employee engagement and job satisfaction, through regression analysis to determine the correlation between the two. Through semi-structured interviews, the author will understand what  the respondents think about the hotel’s management system and why they have such a view, it can also understand the respondents' view on life and values, professional ethics and other information. Based on the results of the quantitative and qualitative research, the author can learn the deeper reasons leading to low employee engagement of Chinese employees, so the author can better recommend the hotel about measures who can not only improve job satisfaction, but also match with the characteristics of these employees.




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