旅游企业劳资冲突的发生机制与治理策略研究

Research on Occurrence Mechanism and Administration Measures Concerning Labor Conflicts in Tourism Enterprises

旅游企业劳资冲突是影响企业健康发展的关键因素,它反映了企业在经营管理中存在的问题。文章结合当前我国旅游企业劳资冲突的现状,以旅游酒店、旅行社、旅游景区3类旅游企业员工为调查对象,运用扎根理论研究方法构建了旅游企业劳资冲突发生机制的概念模型,并验证了模型的合理性。在此基础上从旅游企业劳资冲突的发生原因、发生机制内不同要素相互作用、发生过程与发生结果4个层面分析了旅游企业劳资冲突的发生机制,探讨了旅游企业劳资冲突的治理策略,以减少和化解旅游企业劳资冲突。该研究可以引发学界对旅游企业劳资冲突研究的进一步思考,也可成为旅游企业、政府、旅游行业协会等组织制定和完善劳资冲突综合治理策略的参考。

Labor conflicts are a key factor in the tourism industry, as they affect healthy development of enterprises and their presence reflects existent problems in operations and management. In recent years,we have witnessed increasing amounts of research on labor conflicts in a specific social background, or application of large- scale research to labor conflicts in specific types of enterprise, while research on such conflicts in tourism enterprises is declining. Labor conflicts are disagreements, or opposing goals and expectations, affecting the two sides of labor and capital. We explore two types of conflict：recessive and dominant. The rapid pace of tourism development in China brings myriad challenges and problems, such as guides＇ remuneration and personnel recruitment. These issues are not easy to resolve, and are certain to incite labor conflicts if they accumulate and fester over the long term. Labor conflicts not only affect human resources at tourism enterprises, but also the enterprises＇ service quality and profitability. Tourism enterprises have unique characteristics, such as mandatory work on holidays, demanding labor, large numbers of part- time workers, and defined high seasons. Therefore,research in this area is highly valuable in the study of labor conflicts affecting these enterprises. The present study references Chinese and non- Chinese research on labor conflicts, combined with examination of the current state of such conflicts in China. Tourist hotels, travel agencies, and sightseeing areas are the subjects of investigation. Grounded theoretical research methods are used to analyze interviews and obtain first- hand information, thus building a model mechanism for tourism enterprise labor conflicts, and then verifying its feasibility using a questionnaire. With this as a basis,we use four aspects to further analyze the mechanisms by which these conflicts occur： the actual case of occurrence, its process, its factor analyses and interaction processes, and outcomes. Four causes are found： employees, tourism enterprises themselves, government and industry associations, and society.The process is divided into four stages： dissatisfaction, complaining, recessive conflict, and dominant conflict. The labor conflict mechanism includes internal enterprises, employees, and government.Results are divided into recessive and dominant. Recessive conflict refers to insubordination of employees or managers, such as in job burnout, unjustified absenteeism, laziness, and complaining. It may also show that tourism enterprises or managers, for instance, discriminate, act with prejudice, act inhumanely, or deliberately find fault. Dominant conflict indicates actions such as employee resignation, absenteeism, or dismissal. Violence and protesting may also accompany labor conflicts. We then explore the pathogenesis of management strategies for reducing and eliminating tourism enterprise labor conflicts. Our results can impel tourism researchers to further consider these labor conflicts and application of the grounded theory, and also help develop and enhance comprehensive control strategies that tourism enterprises, government, industry associations, and other organizations take for these conflicts.