扬州A酒店服务人员薪酬制度的优化研究

发布时间：2018-03-17 02:12

本文选题：A酒店　切入点：服务人员　出处：《扬州大学》2017年硕士论文　论文类型：学位论文

【摘要】：近年来,在国内经济步入“新常态”的背景下,酒店行业竞争愈发激烈,短期内会存在盈利困难的窘况。但在中国第三产业尤其是旅游业跨越式大发展的促进下,酒店企业的发展是挑战与机遇并存的。依托扬州瘦西湖风景区,扬州A酒店希望在为景区做好配套提升的同时,也能迎来自身的跨越式发展。酒店劳动密集型企业和无形的服务产品的特征决定了人力资源在酒店发展中不可取代的重要战略作用。优质人才的竞争是决胜的关键,“以人为本”应成为企业管理的共识。而酒店直接面对宾客的一线服务型员工的个人素质、工作状态是酒店的门面,对酒店的服务水平和市场竞争力产生直接影响。科学合理全面的薪酬制度不但能够有效地降低服务人员的不满意感,激发他们的目标性、主动性与归属感,而且有助于在基层服务人员紧缺的人力供求环境下吸引与留住有竞争力的高素质员工。如何运用科学的理念、方法和手段设计一套符合酒店自身情况又能满足今后发展需求的薪酬制度,对于竞争激烈、受经济波动较大的酒店企业有着突出的现实意义。本文以A酒店中直接面对宾客的一线服务型员工(简称服务人员)作为研究对象,这一概念涵盖人员主要有客房服务员、前台接待等,不包括经理、主管等管理人员和营销部门面对面跟客户打交道的销售员。根据A酒店从事服务性工作的员工薪酬制度的分析研究发现,A酒店的薪酬制度存在薪酬水平低、对服务人员激励效果较弱、薪酬结构设置不合理、对行业内有经验的优质从业人员的吸引力低等问题,导致企业内服务人员工作动力较差,新员工经培训上岗后留用率不高等问题,从而导致酒店的人力资本未能发挥其最大价值。本文力求运用理论研究、案例研究及调查问卷相结合的研究方法,在搜集、整理、分析有关薪酬制度文献的基础上,通过对A酒店服务人员薪酬制度的分析和研究,形成一套系统性、合理性、公平性、动态性相糅合的A酒店服务人员薪酬制度优化的实施方案,通过积分制的方式确定基本工资,明确绩效考核制度,提供多项可供选择的福利方案,以期达到对A酒店服务人员更有效的激励,提升其专业素质、服务水平,与此同时提升酒店的服务质量、宾客美誉度以及行业竞争力。
[Abstract]:In recent years, with the domestic economy stepping into the "new normal", the competition in the hotel industry is becoming more and more intense, and in the short term there will be difficulties in making profits. But under the promotion of the great development of China's tertiary industry, especially the tourism industry, by leaps and bounds, The development of hotel enterprise is both challenge and opportunity. Relying on Yangzhou Scenic spot of thin West Lake, Yangzhou A Hotel hopes to improve the scenic spot at the same time, The characteristics of labor-intensive enterprises and intangible service products determine the important strategic role that human resources can not be replaced in hotel development. The competition of high-quality talents is the key to win. Key, "people-oriented" should become the common understanding of enterprise management. The working condition is the front of the hotel, which has a direct impact on the service level and market competitiveness of the hotel. A scientific, reasonable and comprehensive salary system can not only effectively reduce the sense of dissatisfaction of the service personnel, but also stimulate their goal. Initiative and sense of belonging, but also conducive to attract and retain competitive high-quality staff in the environment of manpower supply and demand, how to use scientific ideas, Methods and means to design a salary system that conforms to the hotel's own situation and can meet the needs of future development. The competition is fierce. Hotel enterprises with large economic fluctuation have outstanding practical significance. This paper takes the front-line service staff (service staff) who directly face the guests in A Hotel as the research object. This concept covers mainly the room attendants. Receptionist, etc., excluding the manager, According to the analysis of the salary system of the employees engaged in service work in Hotel A, it is found that the salary system of Hotel A has a low salary level. The incentive effect of service personnel is weak, the salary structure is not reasonable, and the attraction to experienced and high-quality employees in the industry is low, which leads to the poor working motivation of the service personnel in the enterprise. After training, the retention rate of new employees is not high, which results in the human capital of the hotel fail to give full play to its maximum value. This paper tries to use the research methods of combining theoretical research, case study and questionnaire to collect and organize. On the basis of analyzing the relevant salary system literature, through the analysis and research of A hotel service personnel compensation system, it forms a set of systematic, reasonable and fair. The dynamic combination of A hotel service personnel compensation system optimization implementation plan, through the way of the point system to determine the basic salary, clear performance appraisal system, provide a number of alternative welfare schemes, In order to achieve a more effective incentive to hotel service personnel, improve their professional quality, service level, at the same time, improve the hotel service quality, guest reputation and industry competitiveness.
【学位授予单位】：扬州大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F719.2

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