人力资源管理论文 酒店绩效 HRMWord文档下载推荐.docx
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人力资源管理论文 酒店绩效 HRMWord文档下载推荐.docx
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MODULECODEANDNAME
科目代码及名称
ModuleCode科目代码:
B12
ModuleName科目名称:
HumanResourcesManagement
Lecturer讲师:
美女
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XXXX
StudentID学生证号码:
XXXX
StudentName学生姓名:
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。
文内所有引用的资料已经详细标明出处,并且我了解课程中有关抄袭及引用方面的规定。
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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"
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,
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