人力资源论文.docx

人力资源论文.docx

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人力资源论文

HotelManagementandPerformanceEvaluation

TableofContents

Introduction3

1QuestionsinLoewsHotelandImprovements3

1.1IgnoredtheCommunicationwithEmployees3

1.2CompensationManagementSystemIsImperfect4

2TheImpactsofTheExperiencesforPerformanceManagement5

2.1AchievePerformanceofCommunication5

2.2ImproveThePaySystemBasedonPerformanceManagement7

3PerpofmanceEvaluationMethodsSuitableforHotel8

3.1CriticalIncidentMethod8

3.2PairedComparisonMethod9

4Recommendations9

Conclusion11

References12

Introduction

AschairmanandCEOofLoewshotel,JonathanTischwantedtounderstandtheworkproblemsbetweenemployeesandmanagement.Sohecameintostaff’sworktogettheemployee'sworkexperience,andfoundalackofenterprisemanagement.ThelackofthemanagementinspiredTischtore-thinkinghumanresourcesmanagement.Aftermakingadeepthinking,heputoutsomeimportantmanagementplansforLoewshotel.

1QuestionsinLoewsHotelandImprovements

1.1Ignoredthecommunicationwithemployees

Forthisenterprise,intheprocessofmanagement,managersignoredthecommunicationandexchangewithemployees.Lackofcommunicationledtothemanagementcannotreallyunderstandtheneedsofemployees,andthuscannotsolvetheproblemsofthem.Inbusiness,comparedwithmanagers,employeesespeciallyworkerswhodidservicejobsarethemostdifficult.Forworkingemployees,comfortableworkingclothesandsuitableworkingtoolsareveryessential.Theseproblemscansignificantlyaffectanemployee'sworkefficiencyandworkattitudethoughtheylookverysmall.Morecommunicationwiththeemployeesandunderstandheirneeds,isthekeytoimprovebusinessperformance.

Managersshouldfullyconsiderthesituationinthecourseofemploymentandpayattentiontotheirideas.Seriouslyinvestigatetheworkofemployeeshaveanyideasandsuggestionstotheirleaders.Andthenpouroutoftheseideasandproposalstobeanswered.Fortheboss,howtomeetvariousrequirementsofemployeeswillaffectthetrustforeachother.Thiswillbeofgreatbenefittothecompany'sdevelopment.Forexample,asecuritiescompanyheldabranchmanagerattheworkshop,theinstructorofthecompanyisthedirector,sincerelytoldhisrightexperience,sothatbranchmanagershavebeendeeplymoved.Inordertoenhancetheperformanceofbranches,somebranchmanagersworkinghard.Thesecasesaregood,butthereissomethingwrongwiththemethod.Mostofthebranchmanagers,giveallworktotheemployeesregardlessofhowtheactualsituationis.Theyonlywanttobesuretoimprovebusinessperformance.Toavoidthis,managersshouldnotonlyfocustheirvisiononthecompany,buttothinkmoreoftheemployees.Atthispositiontotheemployeesfortheirideas,managerswillfoundthattheemployeesnaturallywillingtoimplementpoliciesincompany.Managersneedtounderstandthatonlytakeintoaccountitsideasandmeettheirneedscantheemployeesworkforyouandreallyhelpyou.

1.2Compensationmanagementsystemisimperfect

Throughin-depthworkexperience,MrTischfoundthattheiremployees’enthusiasmisnothigh.Throughanalysis,theconclusionisthatcompaniespaymanagementsystemisimperfect.Rewardandpunishmentsystemisnotclear.Outstandingemployeesarenotreallyencouragedwhichwillaffecttheemployees'enthusiasm.Itleadstolowerefficiency.MrTischthoughtthatthedevelopmentofdetailedandreasonablecompensationmanagementsystemisnecessary.

Successfulcompaniesallhaveaverysuccessfulcompensationmanagementsystem.Inthework,employeesmustfeeltheirvaluehasbeenrecognizedbyothers.Nomatterhowwonderfulgratefulwordsmanageruseandhowgoodtrainingmanagerprovide,theyultimatelyexpectistogettheirdeservedrewardssothattheirvaluecanbemanifested.Intheenterprise,anemployee’swageisbasedontheperformanceofhisworkset.Salaryofanenterpriseevaluationsystemisaprerequisiteforemployees.Performanceandremunerationisdirectlyproportional.Thewagedifferentialisnecessary.Wemustworkaccordingtospecificperformanceunderavarietyofbenefitsprovided,suchasthehouse,foodsubsidies,andthecreditcardsandsoon.Practicehasfullyprovedthatareasonablesalaryallocationundertheinitiativeisthekeyretaintheemployees.

2TheImpactsoftheExperiencesforPerformanceManagement

2.1achieveperformanceofcommunication

MrTischunderstoodoftheimportanceofserviceemployee’sworkthroughhisownhardexperience.Learntounderstandthatemployeesneedtoberespectedanddesireforharmoniousstaffrelations.Byimprovingthemanagementsystem,staffdevelopmenttoachievethemaximum.Servicedatthegrassrootslevel,MrTischfoundthattheclothesandtoolswhichworkersusedintheirjobsarenotcomfortable.Itseriouslyaffectedthepaceoftheirwork.Unsuitedworkingenvironmentwillgreatlyaffecttheirworkingmorale.Atthispoint,MrTischrecognizedthatmanagersmustpaymoreattentiontotheneedsofemployees.Asmanagers,theyshouldmeettheneedsofemployeesfromthedetailsandprovideemployeeswithagoodworkingenvironment.

TheCEOrealizedthattheperformanceofcommunicationplayanimportantroleinperformancemanagement.Inordertoachievetheperformancesetting,themanagersandemployeeoughttoongoingtwo-waycommunication.Administratorsandmanagersneedtosetperformancegoalsandmaintainconstantcommunication.

Foracompany,therealcompetitionisthequalifiedpersonnel’scompetition.Forthedevelopmentofenterprises,byallmeanstoretaintalentisthefocusofmanagers.Today,manycompaniesaimedatusingavarietyofwayswanttotakearopetiedtalenttoretaintalent.Ofcourse,thiscanplayacertaineffect.Buttherearemoreeffectivethanthismethod,itisinvisiblefeelings.

Ifmanagerswanttokeeppeople,theymustpayattentiontopeople.Theseropesarenotthebestwaytokeeppeople.Inmanagement,inadditiontomaterialincentivestomeettheirbasicneeds,butalsotomeetthespiritualneedsofemployees.Althoughmaterialincentivesplayaroletomeetthedailyneedsofemployeesandlivecomfortablydespitethehardworkofemployees,thisisnotthekeytoretainingemployees.Oncethemostbasicmaterialbeenmet,thereisahigherlevelofdemandwhichisreferredtootherhigherlevelsofMaslow'sneeds-asenseofsecurity,social,respectandself-realizationoftheideal.Inmanycases,thesespiritualmotivationismoreimportant,manyemployees’incomearenotlow,butmanagersstillunabletoretainpeople.Itisnotbecauseofphysical,butspiritual.Wiseleaderswillmeetthespiritualneedsofemployeesandgivethemloveandcare.Thesearereallyfundamentaltoretaintalent.Managersshouldgivedifferenthumanecaretomeetdiverseneedsofemployees.Thismethodmayachieveeffectivecommunicationwiththeirsincerefeelingstoretaintalents.

Manager'ssentimentwillgetfeedbackoflovefromemployees.Foratalentedperson,onceformedlovetothecompanyandmanagers,hewouldnotchoosetoleaveevenifthetreatmentwasalmost.Thatistruetoretaintalents.Inordertoachievethisgoal,managersmustmeetthespiritualneedsofemployees.

Duringtheexperienceofbeingservicepersonnel,Tischexperiencedthesituationofbeingoverlookedposition.Thisexperiencemakeshimawareoftheimportanceofimprovingthestatusofemployees.Byupgradingthepromotionofemployees,themanagersimproveemployeeworkingatmosphere.Byoptimizingthecompensationmanagementsystem,themanagerswillimproveemployeeproductivity.

Managersshouldtoseizethemanyopportunitiesforfunwiththeemployeessuchasholidayandtocongratulatethecompanyengagedinthefestival,orthecompany'sexternalpublicityforforeignperformances.Managersmustactivelyparticipateandtogetherwithyouremployeeshappy.Atthistime,themanagersshouldjustnormaloneofthem.Theyhavetofocusontheactivityitselfandrelaxtruly.Managerscannolongerparticipateasaseriousleaderbecauseitwillleteveryonehasaninvisiblemonitoringandcontrol.Itpotentiallyaffectstherelationshipbetweenthemanagersandemployees.

Asamanager,youcanevencomeforwardtoorganizesmalleventsandthankfortheirlong-termcooperationandsupport.Whenpeoplehaveacommoninterest,theemployee'sthoughtsandfeelingswillnaturallymoveclosertothemanager,therelationshipbetweenthemwillbecomecloser.

2.2improvethepaysystembasedonperformancemanagement

Toplaythebonusincentive,managersmustdothefollowing:

Managersshouldestablisheffectivestandardsandbuildtheconfidenceoftheemployeesoftheawardcriteria.Firstly,thestandardwhichbonusplanbasedmustbefixed.Tosettheprovisionsofthecircumstancesunderwhichsuchastandardareeffective.Secondly,bonuscriteriamustbeclear.Finally,thebonuscriteriamustbecareful.Themanagersshouldnotonlypaidattentiontothenumberbutignorequality.Oncefixesthestandardofcriteria,managerscannotarbitrarilyraiseorlowerthestandardbonusrate.

Managersshouldimprovetherulesandregulations.Theinstitutionalandlegalmanagementwillincreaseemployees’trustinbusiness.Itbecomeeasyandclearlyformanagersinmanagement.Bonusplanmustbebasedoncarefulresearchonworkinghours,andbyindustrialengineers,workinghours,ergonomicsexpertandotherexpertsinvolvedinthemanagement.

Managersshouldensurethatthesalaryhasadirectrelationshipwiththeeffort.Oneelementofthatwhetherabonussystemissuccessfulistomakepeoplebelievetogetthecorrespondingbonusthroughtheirownefforts.Ther