人力资源管理论文 酒店绩效 HRM.docx

人力资源管理论文 酒店绩效 HRM.docx

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人力资源管理论文酒店绩效HRM

ＡＯＡＯＡＯUNIVERSITYOFAOAO

嗷嗷嗷大学

BachelorofManagement

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工商管理学士学位课程

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ModuleCode科目代码：

B12

ModuleName科目名称：

HumanResourcesManagement

Lecturer讲师：

美女

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ＸＸＸＸ

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阿七

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除了标明出处的引用资料之外，此作业是我独立调查完成的。

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TableofContents

1.0Introduction2

2.0SituationalAnalysis2

2.1Performancemanagementanalysis2

2.1.1Performancemanagementofourhotel2

2.1.2Howtoimproveourperformancemanagement3

2.2Howmanagersaffectthecompany'sperformance.4

2.3Performanceevaluation5

2.4Themethodofperformanceevaluationforourhotel7

3.0Conclusion8

4.0References10

TheImportanceofPerformanceManagement&PerformanceEvaluation

1.0Introduction

StarHotelhasbeendevelopingrapidly,ononehand,thisindicatedthatstarhotelhasabetterdevelopmentprospects,ontheotherhandalsoshowsthatitisspendingasthemarketneed.Inthepresentunstableeconomicsituations,thedevelopmentofstarhotelisnotatallrosyinrecenttwoyears.Starhotel'sperformancegenerallytoslideallovertheworld.Appearingafore-mentionedresultsitisworthtothoughtsasthepersonwhoworkinthehotel.StarHotelindustrywholeappearsdeficitthatshowtwoparts:

ononehandisthelimitednumbersofcustomers,ontheotherhandistheperformancemanagementandservelevelcannotsatisfycustomer'sneedatthemargin.Intheconditionofthesurecustomers,starhotelhowtoattracttomorecustomersistheurgentlyproblemtostarhoteloperator,infact,thisalsoshowsstarhotelneedimprovetheirmanagementefficiencyandservicelevelinsomeextenttowincustomer.Therefor,theplanofthehoteldevelopmentshouldbemakeinalong-termdevelopment,thisneedtomakeascientificandreasonableperformancemanagementandperformanceevaluationplan,andestablishthehotel'sorganizationculture.Increasetheoverallservicequalitylevel,toensurethelong-termandhealthdevelopmentofthehotel.

2.0SituationalAnalysis

2.1Performancemanagementanalysis

Performancemanagementisanimportantbasisfordecision-makingofthehotelpersonnel.However,becauseofsomecharacteristicsoftheperformance,suchas,multifarious,dynamic,multidimensional,andtheemotionalimpact,andotherfactors,assessmentishardtoobtainsatisfactoryresults.Lookatthegainandlossofcurrentperformanceappraisal.Ithinksetupascientificperformancemanagementsystemisafundamentalwaytoovercomethedisadvantagesofperformanceassessmentforourhotel,itisthelifelineofperformanceevaluation.

2.1.1Performancemanagementofourhotel

Asamanagerlearnsisverywisetofindthewayandenhancethehotelperformancebyworkingstaffroleplay.Asyoufeltthat,employeeshavealotofdifficultiesandproblemsinwork,andthesedifficultieswillaffectthehotelperformance.Asamanageryourtaskishelpingemployeestosolvethedifficultiesthroughthemanagement.Youalsoexpressedsomeofyourfeelingsinworkexperiencethatgetalongwellwithemployeesandrespectforemployeesinheartisthekeywaytomakestaffworkseriously.Indeed,people-orientedandscientificmanagementisanimportantcriteriaofalong-termdevelopment.Responsibleforstaff,giveemployeeswhattheyneedisthedutiesandresponsibilitiesofamanager,onlytrulyexperiencetoemployee'shard,willemployeesunderstandtheboss'sdifficulty.Onlyresponsibilityandunderstandingeachother,canourhotelhealthyandstabledevelopment.Howtomanagethethehoteleffectivelyandmakeworkersfullofpassion,thisneedstosetaneffectiveperformancemanagementplan.

2.1.2Howtoimproveourperformancemanagement

Toformthe"win-win"situation,performancemanagementemphasizethegoalsoforganizationandindividualkeepconsistencyandgrowsimultaneously,thepremiseofimprovetheperformanceofourhotelisfindingthemainfactorswhichaffectperformance.Staffskill,externalenvironment,internalconditionandincentiveeffectaremainfactorsaffectperformance.

Staffskillispointthecoreabilityofemployees,istheinnerfactor,aftertraininganddevelopmentthatcanbeimproved,Thehotel'scompetitionisatalentcompetition,inasense,itisthetrainingcompete.Payingattentiontotraining,improvingthecorecompetitivenessofhotel,andrealizethe"win-win",thisisthethemostfundamentalmeansforhoteldevelopment..Externalenvironmentisthefactorwhichorganizationsandindividualscannotcontrol,isanobjectivefactor.Internalconditionarevariousresourceswhichfororganizationsandindividualstocarryoutthework,italsoanobjectivefactor,inacertainextentwecanchangetheinternalrestrictions.Whenyouexperiencethework,youfoundthatweshowlesscaretostaffs,theirworktoolsarenotperfect,andtheirworktasksaresoheavy,soweneedtoconsummatethemanagementgoalanddecision-making,giveemployeesabetterworkingenvironment;Incentiveeffectisafactorthattheorganizationsandindividualsforachievingthegoalsandworkinitiativeandenthusiasm,incentiveeffectissubjectivefactor.

Inthefourfactors,onlyincentiveeffectisthemostwithinitiative,dynamic,soweshouldinspirepeople'sinitiativeandenthusiasmtothroughtheproperincentivemechanism.Stimulateorganizationandouremployeeswinovertheinternalconditionsimprovement,developtheskillslevelandtoenhancepersonalandorganizationalperformance.Inaddition,thegoaltoemployeesneithertoohighnortoolow.Theywillloseconfidencewithhightarget,andlowperformancetargethavenoincentive.Soweshoulddofullestimationoftheoutsideenvironmentanddetailanalysistheinternalresourceswhenwemakeperformancegoals,setareasonableperformancetargetcombinedwithstaffskilllevel.SowemustmakesuretofollowtheactualandaccordwithSMARTprinciplewhenwemakethegoalofourhotel.（YuhuiGe&YuemingChen.2008）

◆Specific–Aspecificgoalhasamuchgreaterchanceofbeingaccomplishedthanageneralgoal.

◆Measurable–Establishconcretecriteriaformeasuringprogresstowardtheattainmentofeachgoalyouset.

◆Attainable–Whenyouidentifygoalsthataremostimportanttoyou,youbegintofigureoutwaysyoucanmakethemcometrue.

◆Realistic–Toberealistic,agoalmustrepresentanobjectivetowardwhichyouarebothwillingandabletowork.

◆Timely–Agoalshouldbegroundedwithinatimeframe.Withnotimeframetiedtoitthere’snosenseofurgency.

Performanceevaluationisanimportantlinkthatcanbenotignored,thecycleofperformanceevaluationtodeterminenothavetheonlycriteria.Thetypicalisthemonth,season,sixmonthsorayear,alsocanbeafteraparticulartaskorprojectcompleted,butneithertooclosenortoolong.Tooclose,willwasteenergyandgiveemployeesmorepsychologicalburden.Thelongcycleandfeedbacktoolate,andblockingtheperformanceimprovement.Weshouldaccordingtotheactualcondition,takedifferentexaminationcyclefordifferentevaluationobject.Inaddition,performancemanagementprocessarenotendwiththeperformanceappraisal,managerswillalsoneedtosubordinatesinface-to-faceconversationandgivefeedbacktotheemployees.Throughtheinterview,letsubordinateunderstandmanagersexpectofthemandknowwhatotherstheyshouldbeimproved,givethemproperlyhelp.

2.2Howmanagersaffectthecompany'sperformance.

Performancemanagementembodiesthethoughtof"people-oriented",performancemanagementlinksofallmanagersandemployees.Itisaprocessthatneedmanagersandemployeeskeeptwo-waycommunication.Inthebeginningoftheprocess,managersandemployeesneedequalcommunicationandbuildamutualrespectcommunicationenvironment,toensurethesameattentionfrommechanismandcultureforeachstaffs,createagoodenvironmentwhichisjustice,equalityandfulloflove,sothateachemployeecanfeeltheharmoniousandcaring,givefullplaytotheinitiativeandcreativity,andincreasethecohesionofthehotel.

Therefore,ourhotelshouldabandonthetraditionalmanagementmodeoftheinflexible,breakthroughoriginalwayofthinking,fadedistancebetweenleadershipandstaff,supportingandassistingemployees,makingahumanity,diversified,flexibilitymanagementway,inordertoencourageinnovationspiritofemployees,tomakeeveryemployeefeelrelaxed,comfortable,encouraged,incentive,soastogiveapersonwithakindofpotentialpressureandinspiring.Andasgeneralmanagerwhomustpersonallysales,notbecausethehotelsetupmarketingdirector,andaspecialsalesormarketingmanager,theywillputallsalestoothers.Infact,alotoftimegeneralmangershouldcontactwithclientsandguests,greetsendandaskforguestsopinionsinhotel.Afterall,theimpressionlefttoguestsisnotthesamefromgeneralmanager.

Asamanager,constructacoreteam,andyoushouldbegoodatusingtheeffectiveleadership.Thehotelcultureandleadershipisoneoftwoaspects,asaleader,tobuildagoodcoreteamisthefirstpriority,isalsooneoftheimportantleadershipreflect.Astrongcoreteamcanmakehotelmanagementeffectively.Thehotel'sleaders,shouldbeuseoflandleadershipbasedontheactualsituation,equalemphasisonpersonnel,