Research status and development trend of human resource management in hotel industry at home and abroad

Modern hotel industry has entered China for more than 30 years. After more than 30 years of development, the hotel industry in China has become a dynamic industry and an important force in China's economy. Hotel management corresponding to the development of the hotel industry is becoming more and more mature, and a set of management theories and models suitable for the national conditions have emerged. As an important part of hotel management, human resource management has also made great progress. However, in the process of hotel development in China, influenced by the oriental cultural characteristics and the big economic environment, coupled with the inherent characteristics of the hotel industry, hotel management, especially human resource management, presents the characteristics of China, and at the same time, it also produces some problems and disadvantages. After a series of multi-level understanding of the present situation of the hotel industry, the author has formed some views and opinions on the human resource management of the hotel industry. With the development of the hotel industry in China, some factors in the present situation of human resources have essentially restricted the sustainable development of the hotel industry. Hotel managers have encountered many new problems and tests on human issues. Through the investigation and analysis of these problems, this paper attempts to make a simple exposition of the application of human resource management in hotel management, and find out the solutions from two aspects of incentive mechanism and salary system in human resource management, in order to find ways and means to alleviate the present situation of hotel human resources and help hotels embark on the road of sustainable development. Key words: human resource management, hotel industry incentive mechanism and salary system 3 On the application of human resource management in hotel management 1. After the reform and opening-up, the hotel industry in China ushered in the first spring of development. A number of classic joint-venture hotels have sprung up, such as Guangzhou White Swan (1978), China World Hotel (1978) and Beijing Jianguo Hotel (19 79). Hotel industry is the forerunner of China's reform and opening up. The first batch of modern hotels in China is a masterpiece of Sino-foreign joint venture, and its purpose is to receive foreign affairs. Sino-foreign joint ventures not only introduce capital, but also introduce modern hotel management concepts, bringing enlightenment education to modern hotels. In the process of learning and self-exploration, the hotel industry in China gave birth to the standard of star-rated hotels. With the growth of a large number of star-rated hotels, collectivization and chaining have become the new trend of China hotel industry. In the development of this trend, "people", as one of the decisive factors, has shown its unique and important position, and human resource management has therefore become an important topic for hotel owners and managers. Hotel industry is a labor-intensive industry, and service quality is the symbol of management level, and the management of employees is the guarantee of service quality. Modern hotel industry has not only attractive environment and working characteristics, but also some unfavorable factors, such as long working hours and lack of regularity, low social status and high work requirements, and disparity in income between guests and guests. The quality, emotion, professional ethics and work enthusiasm of employees have become important factors affecting the success or failure of hotels. The human resource management of modern hotel industry should constantly update the management concept, establish a perfect hotel human resource management system, strengthen training, improve the quality of employees, do a good job in the development and utilization of human resources, realize the hotel's target management and obtain the maximum economic benefits. 2. Investigation and analysis of the present situation of human resources in the hotel industry (1) The "labor shortage" in China's hotel industry. After investigating several hotels and talking to their human resources managers, the most I heard from them was "it's hard to recruit people!" . It is understood that the employment gap of star-rated hotels in first-and second-tier cities in China is about 15%-20%, and these gaps are mainly reflected in the first-line customer department, which is a shocking figure. Take a hotel with 300 people as an example, the number of employees is about 45-60. In the economic environment of stimulating domestic demand, the hotel industry, which should be the biggest beneficiary of the "holiday economy", has encountered a big embarrassment: hotels are like clouds, and employees are like water, which means that hotels cannot provide normal services in their daily operations, and high-quality services are out of the question. Over time, it will inevitably affect the number of customers in the restaurant, and then affect the hotel's income. When the hotel industry rose in China, it was very popular to work in hotels, because it meant a good working environment, easy work and considerable salary. With the development of social economy today, these advantages no longer exist: a good environment is for guests; With the popularization of the concept that customers are God, the work of serving people can no longer be relaxed. As for the salary, under the premise of soaring CPI, the salary of hotel employees can only be said to be negative growth. All these constitute the direct factors of the current labor shortage in the hotel industry, forming a seemingly contradictory phenomenon: the faster the economic development, the more difficult it is for the hotel industry, which has made important contributions to economic development, to recruit employees, which is a kind of sadness for hotel human resource managers and also a confusion for many managers. (b) Hotel employees are highly mobile. This sentence is a true portrayal of the current employee mobility in the hotel industry. The author learned in a four-star hotel that in February 20 12, the hotel had 32 employees and 40 employees left their jobs, with a ratio of 4: 5. Many positions have been uprooted and replaced by new employees. The author made a thorough investigation of many hotels, and found that the staff turnover rate of these hotels was around 29. 1%, which was extremely dangerous compared with the reasonable turnover rate of 5%- 10%. The high turnover rate has endangered the hotel's survival. Employees have no intention to work for a long time before leaving the hotel, which will inevitably affect the daily and planned work of the hotel. The resignation of a large number of employees is also a great blow to the enthusiasm of existing employees, resulting in a vicious circle of resignation one after another. The departure of a large number of employees will also cause the hotel training to be impossible, the training and recruitment expenses will increase substantially, and the hotel image will be damaged, causing irreparable losses. (3) The overall quality of hotel staff is not high. A large part of the reason for the low overall quality of hotel employees is a bad result caused by the first two. It is difficult to recruit employees, so hotels have to lower their employment standards. Therefore, all employees are covered with mud and sand, and their quality, skills and consciousness have become empty talk. Someone is the last message in the post. However, the high turnover rate leads to the failure of staff training, and the hotel can't train the excellent staff it needs. Another important reason is that China's colleges and universities started to train tourist hotel talents late, and the attraction of enrollment lags far behind other majors, which is the congenital deficiency of tourist hotel talent reserve. Even if you choose to major in tourist hotels, few people choose to engage in tourist hotels after graduation, but now the post-80 s and post-90 s are lack of interest in the tourist hotel industry. These factors lead to the lack of high-quality talents in tourist hotels. (D) Two Misunderstandings of Hotel Human Resource Management The above three aspects can be called unfavorable factors of hotel human resource status caused by social and economic reasons, but in fact there are two misunderstandings about hotel human resource management itself. First, the object of human resource management only refers to the management of hotel staff, not all hotel staff. Nowadays, people often talk about the degradation of human resources in the hotel industry. In fact, it refers not only to employees, but also to the depravity, laziness, lack of professionalism and unprofessionalism of many hotel managers. Should we managers ask ourselves: What kind of list do we make for our employees? Therefore, all hotel managers should first enhance their sense of responsibility, their professional quality and management philosophy. Secondly, many managers think that human resource management is a matter for the human resource department and has nothing to do with managers in other departments. In fact, if we compare the human resources of the hotel to a drama, the protagonist of the drama is the managers at all levels of the hotel departments, because the managers at all levels of the hotel departments have to manage the employees in their own departments and posts every day, and the hotel human resources department only plays the role of a director. Therefore, the main body of hotel human resource management should be all hotel managers at first, and hotel human resource management should be the common responsibility of all hotel managers, that is, all hotel managers have an important responsibility to improve the quality of hotel human resources, treat employees well and retain them. Peter drucker, a contemporary management master, once said that "there is only one proper definition of' management', and that is to let' human resources' give full play to its productivity". In hotel management, we can also understand the master's sentence as: to some extent, restaurant management = human resource management. Third, the application of human resource management in hotel management (I) Let the "buttonwood tree" of expectations become a hotel Victor frum, a famous psychologist and behavioral scientist in North America, put forward the expectation theory in his book Work and Motivation: Motivation depends on the product of the value evaluation (that is, "efficiency") of the action result and its corresponding expectations. What we should pay attention to here is expectation. Expectation is a subjective psychological activity, which directly affects people's behavior choices. For employees, choosing a hotel depends first on whether the restaurant can meet his expectations and vision, that is, the hotel must plant a "buttonwood tree" to attract "golden phoenix". Only by providing a good development platform for employees and an ideal space for their long-term career planning can hotels attract employees. Of course, everyone's expectation of the result is different, and an important task of hotel human resource management is to explore and guide the different preferences of employees, so as to get the best way to meet these preferences. (2) Establish and improve the incentive mechanism. Human resources play an important role in modern enterprise management, and incentive is the core content of human resources management. Therefore, establishing a sound incentive mechanism will contribute to the effective management of modern enterprises. The core of motivation is code of conduct and distribution system. According to the theory of organizational behavior, the code of conduct is to link employees' personality traits such as ability, emotion and temperament with organizational goals. The distribution system is to link employees' demand motivation with organizational goals, and to link personal efforts with personal salary, reflecting personal labor value. In this chapter, let's talk about the application of code of conduct in hotel incentive mechanism. 1. Hotel managers should encourage employees to actively participate in hotel management activities, set up a general manager's mailbox, let employees give suggestions and suggestions for hotel management, actively adopt practical terms in employee suggestions and implement them in daily hotel management, and the hotel human resources department should hold regular staff meetings to explain the implementation of these employee suggestions. This mechanism allows employees to do something from the heart for a sense of accomplishment, for a mission, for honor, for an ideal, for ideas, for some spiritual things. Let employees feel that they are valued, so that they will care about the hotel, feel that they are an important part of the hotel, and strive to make their own contributions to the development of the hotel. Another advantage of the hotel is that it can hold birthday parties for hotel employees every month, so that employees can experience the real care of the hotel, thus creating a sense of ownership. In this regard, Shangri-La Hotel has set a good example for the industry: in Shangri-La, we always provide a four-day paid care course for new employees. Every ordinary employee will have a promotion plan of about two years, a year-end bonus that is 4.5 times higher than the employee's monthly salary, and each employee will enjoy 20,000 yuan of medical expenses every year, 8,000 yuan of maternity leave allowance for female employees, 2 million yuan of employee activity budget every year, etc ... A series of care measures almost cover the needs of an employee's life. This mechanism is to guide the hotel staff to generate the motivation for hotel development from emotion and ability, and realize that the development of the hotel is closely related to itself, which we can call the pull in the incentive mechanism. 2. There is a famous "catfish effect" in the management of introducing competition mechanism, that is, pressure can produce efficiency. In the hotel working environment, people are prone to inertia. Hotel work is no longer fresh and attractive, and the work enthusiasm is low. Over time, work efficiency is not guaranteed, high-standard service quality becomes empty talk, and employees will get bored and have ideas and actions to find another job. Hotel managers should introduce competition mechanism into their daily management, so that employees' repeated boring and simple work every day can be compared with colleagues, and managers will consider, analyze and evaluate these jobs as the basis for employees' promotion and salary increase. Such a simple and boring job will become interesting and full of vitality because of competition. Marriott Hotel Group has made a template in this regard: Marriott implements an internal selection system for managers, and Marriott Hotel managers will record the performance of employees every day. The daily off-duty meeting, weekly meeting and monthly departmental meeting will be analyzed and evaluated by the foreman, supervisor and manager respectively, and recorded as the basis for internal selection in the future. Therefore, Marriott employees are the most motivated and dynamic team. 3. Introducing learning mechanism, hotels should skillfully use the psychological, moral and social norms formed by employees in the process of growth, which will have a positive impact on incentives. In other words, it is to provide employees with learning opportunities during their work in the hotel, instill the purpose and concept of the hotel into the employees, that is, take root in the employees' consciousness, thus generating a sense of identity and centripetal force for the hotel. InterContinental Hotels Group believes that employees' interest in work needs to be stimulated and cultivated. Intercontinental, which emphasizes teamwork spirit, always takes some interesting forms to make employees love their work, consciously understand industry knowledge and information, expand their self-development potential, and provide life planning suggestions for their personal development. Their training manager will make a study plan for employees every week, covering the group concept, industry knowledge, professional skills and even socio-economic knowledge. Therefore, the intercontinental learning atmosphere is the strongest. They not only provide employees with a job, but also provide an opportunity to learn. Intercontinental success is to emphasize the combination of employees' own learning and hotel development. Therefore, Intercontinental will become the fastest growing international hotel management group in China, one of the important reasons is that it has seized human resources. (3) Human resource management should be the responsibility of all managers. In fact, in the development of the above two aspects, all department managers have been able to participate in human resource management. What needs to be reiterated here is that all managers should not relax their own management in the management of employees, but should strengthen their own quality learning and improvement. Only in this way can they become qualified managers and encourage employees to work actively with the power of example. (D) Establishing a reasonable salary system is the most direct way to measure the value of employees. In other words, salary distribution is the end of the value management process, and it is also the new beginning of the value management process. When the first value creation process is completed, if the salary distribution is unreasonable, it will greatly affect the second value creation. In order to develop hotels, we must solve three major contradictions in salary distribution. 1. The salary gap is large, and the grass-roots satisfaction is low. According to relevant survey reports, the top three satisfaction degrees are the general manager, director and manager of the catering department, with satisfaction degrees of 24. 17%, 17.79% and 16.09% respectively. It can be seen that the higher the position, the higher the corresponding salary and the higher the satisfaction of hotel people. Foremen and grass-roots workers are mainly dissatisfied with the salary, and the dissatisfaction is 565,438+0.3% and 54.2% respectively. For basic employees, the working hours are generally short, so the salary is relatively low. At the same time, compared with hotel executives, the disparity in salary also increases the unfairness of basic employees and affects their satisfaction. 2. The salary increase of the industry is limited. Hotels are labor-intensive industries with low employment threshold. A large part of the hotel's operating profit actually comes from the surplus value of employees' labor. Compared with other industries, the salary increase of hotel industry in recent 30 years has been consciously limited to a low level by hotel investors, and the increase is limited. With many post-80s and post-90s jobs, this limited growth can no longer attract them to choose to work in the hotel industry. 3. The contradiction between wages and working hours. Hotels are engaged in service work, and the requirements for working hours are irregular. The 8-hour working system is only aimed at hotel employees, not the actual working situation. However, the salary system in most hotels is based on the 8-hour working system, which leads to the disproportion between employees' labor remuneration and income, which seriously discourages employees' enthusiasm for work. In order to solve these three contradictions, hotels should formulate a reasonable salary system. Hotel human resources managers can obtain reasonable total wages on the basis of calculating the factors of hotel fixed wage rate and overtime wage rate, and then establish a salary system that combines the system of paying according to seniority, the system of paying according to work and the system of measuring income according to production quality or quantity. At the same time, the hotel must determine the salary level of employees' work on the basis of investigating the technical level, efforts and responsibilities required for each job. In short, it is to strive to achieve: gather talents to gather wealth and acquire wealth; Only by gathering talents with wealth can we enjoy wealth. Only in this way can the sustainable development of hotels be guaranteed and promoted. Conclusion In the development of China's hotel industry, human resource management has become the most important part of hotel management, and the rational development and utilization of human resources is directly related to the success or failure and development of hotel enterprises. The hotel industry has also reached a critical juncture of "people". Hotels should fully consider the diversity, variability and complexity of employees' needs, comprehensively use various incentive means and skills, create a reasonable and competitive salary system, and establish a sound human resources management system, so as to make the hotel's human resources work more targeted and effective, fully mobilize the enthusiasm and creativity of employees, enhance the hotel's competitive advantage, and make it develop and grow. 9 References: 1 Wu Cunfeng, Cook Curve and Human Resource Management in China [J]. Human Resources, 2008, (9) 2, Cao, Zhang, Salary Management Theory and Practice. Hunan Normal University Press, Zhang Zhijun, July 3, 2007, Sustainable Development of Human Resources and Management Company. China Tourism and Catering Association, July 20, 200911-2012 China Hotel Industry Salary Report. Best Oriental Prophet Network, 20 12.3 10