基于心理契约的AH酒店基层员工关系管理研究

发布时间：2018-03-24 23:35

本文选题：心理契约　切入点：员工关系管理　出处：《安徽财经大学》2016年硕士论文

【摘要】：随着经济的快速发展和科技的不断进步,酒店服务行业间的竞争愈发趋于人才的竞争,要想获得顾客较高的满意度,就要有满意的员工。酒店基层员工是酒店内部人力资源的重要组成部分,他们直接服务于顾客,对于提高酒店的服务质量至关重要。目前不少酒店基层员工存在工作满意度低、离职率高等问题,在工作过程中员工普遍认为工作单调乏味从而积极性不高,给顾客提供优质服务的可能性降低。因而,如何加强基层员工关系管理,最大限度地发挥基层员工工作的积极性、主动性、创造性,提高基层员工的工作满意度,成为酒店业可持续发展必须关注的问题。本文基于心理契约理论,以AH酒店基层员工为研究对象。首先分析文章的研究背景和研究意义,阐述文章的研究内容及研究涉及的方法。在回顾了国内外有关心理契约、员工关系的研究成果的基础上,归纳了心理契约的概念、内容、维度、特点、违背及员工关系的内涵等相关理论,进一步梳理了心理契约与员工关系管理的关系,进而构建了本文心理契约与员工关系管理的研究模型。在对AH酒店概况和员工管理的相关规定介绍的基础上,通过基层员工关系管理现状调查问卷的设计、发放、回收和相关工作人员的访谈。基于心理契约的三维度理论,从规范型责任、人际型责任和发展型责任三个方面对AH酒店心理契约组织责任方面的履约情况进行问卷分析,因而分别从这三个方面分析酒店基层员工关系管理存在的问题和责任履行的不足。并从酒店方面、基层员工自身方面探讨酒店在心理契约组织责任方面履行责任不足的原因。进而从这三个方面提出完善酒店基层员工关系管理的相应对策。具体措施有完善薪酬福利体系、建立科学合理的绩效考核制度、构建有效的激励机制、实现新员工的心理契约引导、建立良好的沟通机制、建立以人为本的酒店的文化、营造和谐的人际环境、设计内在激励性的培训内容、增加基层员工的晋升渠道、制定基层员工职业生涯规划,以此改善酒店与基层员工的员工关系,并提高酒店在员工关系管理方面的水平。最后,对本文研究做出归纳总结。认为酒店基层员工关系管理要充分考虑心理契约的规范型责任部分,需要考虑心理契约的人际型责任部分,要适当考虑心理契约的发展型责任部分。在心理契约维度不断细分和扩充的今天,能否结合酒店行业自身的特点,提出更适合酒店基层员工关系管理的心理契约相关维度理论,在三维度基础上增加一个或多个维度进行研究,多视角的分析酒店基层员工关系管理问题及原因,进而提出相应对策,更进一步的构建和谐酒店基层员工关系。
[Abstract]:With the rapid development of economy and the continuous progress of science and technology, the competition among the hotel service industry is becoming more and more talent competition, in order to obtain higher customer satisfaction, It is necessary to have satisfied employees. Hotel grass-roots staff are an important part of the hotel's internal human resources. They serve customers directly and are crucial to improving the quality of hotel service. At present, many grass-roots hotel staff have low job satisfaction. In the process of work, the staff generally think that the work is boring and not motivated, and the possibility of providing high quality service to customers is reduced. Therefore, how to strengthen the management of employee relations at the grass-roots level, It is necessary to give full play to the enthusiasm, initiative and creativity of grass-roots employees and improve their job satisfaction, which should be paid close attention to in the sustainable development of hotel industry. This paper is based on the theory of psychological contract. Taking the basic staff of AH Hotel as the research object. Firstly, the research background and significance of the article are analyzed, and the research contents and methods involved in the study are expounded. Based on the review of the research results of psychological contract and employee relations at home and abroad, The concept, content, dimension, characteristics, violation and connotation of employee relationship of psychological contract are summarized, and the relationship between psychological contract and employee relationship management is further combed. On the basis of the introduction of the general situation of AH hotel and the related regulations of employee management, through the design and distribution of the questionnaire on the current situation of employee relationship management at the grass-roots level, this paper constructs the research model of psychological contract and employee relationship management in this paper. Based on the three-dimensional degree theory of psychological contract, the performance of AH hotel psychological contract organization responsibility was analyzed from three aspects: normal form responsibility, interpersonal responsibility and developmental responsibility. Therefore, from these three aspects, respectively, we analyze the problems existing in the management of staff relations at the grass-roots level and the deficiencies in the implementation of our responsibilities. And from the hotel perspective, This paper probes into the reasons for the lack of responsibility in the psychological contract organization responsibility of the hotel staff themselves, and then puts forward the corresponding countermeasures to improve the relationship management of the grass-roots staff from these three aspects. The concrete measures include perfecting the compensation and welfare system. To establish a scientific and reasonable performance appraisal system, to build an effective incentive mechanism, to realize the psychological contract guidance of new employees, to establish a good communication mechanism, to establish a people-oriented hotel culture, and to create a harmonious interpersonal environment. Design the internal motivational training content, increase the promotion channel of the grass-roots staff, formulate the career plan of the grass-roots staff, so as to improve the relationship between the hotel and the grass-roots staff, and improve the level of the hotel staff relationship management. Finally, The conclusion of this paper is that the relationship management of hotel staff should fully consider the normal responsibility part of psychological contract, and the interpersonal responsibility part of psychological contract should be considered. It is necessary to consider the developmental responsibility part of psychological contract properly. With the continuous subdivision and expansion of psychological contract dimension, can we combine the characteristics of hotel industry to put forward the theory of psychological contract related dimension which is more suitable for hotel grass-roots employee relationship management? On the basis of three dimensions, this paper adds one or more dimensions to research, analyzes the problems and causes of hotel grass-roots employee relationship management from multiple perspectives, and then puts forward corresponding countermeasures to further build Harmony Inn grass-roots employee relationship.
【学位授予单位】：安徽财经大学
【学位级别】：硕士
【学位授予年份】：2016
【分类号】：F272.92;F719.2

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