饭店企业非物质性组织投入与基层管理者绩效关系分析

发布时间：2018-10-15 12:30

【摘要】：饭店企业竞争力的提升，归根结底在于“人”的竞争。这使得饭店企业对“人的产出”，即员工绩效提出了更高的要求。从组织投入的角度来看，饭店行业给予员工的经济性投入（如薪酬）极为有限，靠经济性投入挽留员工和提升员工绩效的能力不足，同时现代雇员也越来越关注薪酬之外的组织投入，因此研究非物质性组织投入和员工绩效之间的关系就显得尤为重要。鉴于基层管理者在饭店中的重要作用及其在职业发展上的特殊性，本研究以饭店的基层管理者为研究对象。本研究在文献梳理的基础上探索了非物质性组织投入的内容和构成。将“在岗稳定性”纳入饭店基层管理者绩效评价量表，且通过了信度和效度检验。并在理论推理的基础上，构建模型，分析并验证非物质性组织投入与基层管理者绩效之间的关系。通过问卷调查获得数据，数据分析后得到一些有价值的结论： 1、我国高星级饭店企业对员工的非物质性组织投入，，呈现三维度结构，表现为支持性投入、发展性投入和情感性投入。 2、饭店基层管理者的绩效水平不高，尤其是“在岗稳定性”的得分非常低。 3、饭店企业对基层管理者的支持性投入可以正向预测基层管理者的周边绩效，但与他们的任务绩效和在岗稳定性没有显著的相关关系。 4、饭店企业为基层管理者提供的发展性投入能够正向预测基层管理者的任务绩效和在岗稳定性，但与他们的周边绩效没有显著关系。 5、饭店企业为员工提供的情感性投入与基层管理者的三种绩效正相关。 6、在物质性组织投入方面，饭店基层管理者对薪酬的满意度很低。且物质性投入与基层管理者的任务绩效和周边绩效存在显著的正相关关系。 7、控制变量（饭店性质、被调查者人口统计特征、职位、在岗时间）与三种非物质性组织投入之间、与三种基层管理者绩效之间都有不同程度的相关性。最后，对本研究的研究结论进行了讨论，并且对研究方法和设计进行了反思，提出了今后研究方向的设想。
[Abstract]:In the final analysis, the competitiveness of hotel enterprises lies in the competition of people. This causes the hotel enterprise to put forward the higher request to the person's output, that is, the employee's performance. From the perspective of organizational investment, the economic input (such as salary) from the hotel industry is very limited, and the ability to retain staff and improve employee performance is insufficient. At the same time, modern employees also pay more and more attention to organizational investment, so it is particularly important to study the relationship between non-material organizational input and employee performance. In view of the important role of grass-roots managers in hotels and the particularity of their professional development, this study takes the grass-roots managers of hotels as research objects. On the basis of literature review, this study explores the content and composition of non-material organization input. The "on-job stability" is included in the performance evaluation scale for the basic managers of the hotel, and the reliability and validity are tested. On the basis of theoretical reasoning, this paper constructs a model to analyze and verify the relationship between the input of non-material organizations and the performance of grass-roots managers. Through the questionnaire survey to obtain the data, after the data analysis obtains some valuable conclusions: 1, our country high star hotel enterprise to the staff non-material organization investment, presents the three-dimensional degree structure, manifests as the support investment, Development investment and affective investment. 2. The performance level of the basic managers of the hotel is not high. In particular, the score of "on-the-job stability" is very low. 3. The supportive input of hotel enterprises to grass-roots managers can positively predict the peripheral performance of grass-roots managers. However, there is no significant correlation with their task performance and on-the-job stability. 4. The developmental input provided by hotel enterprises for grass-roots managers can positively predict the task performance and on-the-job stability of grass-roots managers. However, there is no significant relationship with their peripheral performance. 5. The emotional input provided by hotel enterprises for employees is positively related to the three kinds of performance of grass-roots managers. The satisfaction of the basic managers of the hotel is very low. There is a significant positive correlation between material input and task performance and peripheral performance of grass-roots managers. 7. Control variables (hotel nature, demographic characteristics of respondents, position, etc.) The relationship between the time in the post and the input of the three immaterial organizations and the performance of the three grass-roots managers is different. Finally, the conclusions of this study are discussed, and the research methods and design are reconsidered, and the future research direction is proposed.
【学位授予单位】：华侨大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F272.92;F719;F224

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