提高酒店新生代员工的适应能力有效改进酒店管理策略

Increasing the Adaptability of New Generation Employees by Improving Hotel Management Strategy

刚入职不久的90后、80后新生代酒店员工思维独特,有较强的创新意识和新锐的价值观,他们让酒店管理者倍感压力。从心理学的需要、阻力、反应、适应等角度分析新生代员工的适应性,酒店对新生代员工的管理存在着误区:酒店是"求生存"的组织;"客人第一,员工第二";"等级森严"的酒店上、下级关系。为有效提高他们的适应能力,酒店管理者应做他们"信得过"的好上司;让新生代员工能认识到批评的价值;减少督导管理层,让新生代员工实现自我管理;学会承认与接受酒店新生代员工。

New generation employees born in the 80s and 90s who just entered workplaces have unique thoughts, strong innovation awareness and aggressive values, bringing about great management pressure. Analyzing the adaptability of new generation employees from the perspective of psychological need, hindrance, response, and adaption, the study concludes that hotels hold wrong ideas in managing new generation employees. They believe that hotels offer jobs to employees for making a living, the demand of guests should be met prior to the need of hotel staff and that the relationship between superior and subordinate is strict. To improve the adaptability of the employees, hotel managers should act as trustworthy superiors and have the employees understand the value of criticism. Hotels should reduce the number of supervisors and encourage the employees to manage themselves. They＇ should also learn to acknowledge and accept the new generation employees.