飯店業績效管理過程中企業文化的貫徹與實踐 —以江蘇水中仙東雅國際酒店為例

Abstract

飯店作為典型的勞動密集型服務行業，人力成本是飯店經營管理的一項重要的開支，隨著2012年中共中央政治局出臺的八項規定，在外部經濟環境巨變，人工成本及原材料成本不斷上升的情況下，飯店業的經營和管理壓力日益加劇。 本文研究物件為本土酒店服務業，酒店服務業高素質及高忠誠度的人才的養成與流動率，直接影響客戶滿意度及酒店的長遠規劃，至此，酒店服務業的人力資源專業化管理的行業變革需要進一步關注與重視，尤其績效管理。 績效管理作為人力資源管理的重要部分，同時也是酒店服務業經營管理的基礎條件,如何通過行之有效的績效管理體系，激勵員工，提高員工滿意度，是酒店服務業者關注的方向。 針對酒店服務業者現行的單方面績效管理的方法，本研究進行的不同角度的分析與論證,在提升員工整體工作積極主動性，試圖找出最優畫的方案，配合現有的中國特色的本土酒店的管理方式，本研究將建立在企業文化的基礎上，結合酒店自身的企業文化為參考基礎來，以目標管理為導向的績效管理體系，以這幾個角度切入討論，很重要幾個原因，在於現有的績效體系還不能夠與國內企業的公司文化相結合，或國內民營酒店的管理人員對於國際化的管理理念還不能夠與中國文化結合融會貫通。 本文將通過大膽假設及小心求證的方式，以江蘇水中仙東雅國際酒店（以下簡稱：東雅國際）為研究物件，進行長期的績效體系的設計及實際執行與操作。本研究者前後經過兩年實地瞭解與充分總結東雅國際管理特色及企業文化等關鍵要素，三年左右的時間用於計畫於執行過程，前後共近五年時間，已經在酒店內初步建立了一套有效且相對完善的績效管理體系。

Hotel as a typical labor-intensive service industry, the human cost is the hotel operation and management of an important expenditure, as eight of the political bureau of the CPC central committee issued in 2012, in the external economic environment changes, labor costs and rising raw material costs, under the condition of the operation and management of the hotel industry growing pressure. The research object of this paper is the local hotel service industry. The cultivation and turnover rate of talents with high quality and high loyalty in the hotel service industry directly affects customer satisfaction and the long-term planning of the hotel. At this point, the industrial transformation of human resource professional management in the hotel service industry needs further attention, especially performance management. As an important part of human resource management, performance management is also the basic condition of hotel service management. How to motivate employees and improve employee satisfaction through effective performance management system is the focus of hotel service providers. For hotel service industry current unilaterally performance management approach, this study of the different aspects of analysis and demonstration, in upgrading the overall staff work positive initiative, trying to find out the optimal solution, with the existing local hotel management mode with Chinese characteristics, this research will be based on the enterprise culture, on the basis of the hotel's own corporate culture as a reference basis, objective management oriented performance management system, in this a few Angle discussion, is important for several reasons, is that the performance of the existing system is not able to combined with domestic enterprises corporate culture, Or the management personnel of domestic private hotels can not combine international management ideas with Chinese culture. This paper will take dongya international hotel (hereinafter referred to as dongya international), jiangsu shuizhongxian, as the research object through bold hypothesis and careful verification, to design, implement and operate the long-term performance system. After two years of field understanding and full summary of the key elements of dongya international management features and corporate culture, the researcher spent three years or so on the planning and implementation process, and nearly five years in total, and has initially established an effective and relatively perfect performance management system in the hotel.