高星级酒店人力资源柔性管理探讨——以校企合作单位“喜达屋”(厦门地区)酒店为例

Flexible Management of Human Resources in First-class Hotels——A Case Study of College-Enterprise Cooperation Unit “Starwood”(Xiamen)Hotel

柔性管理是相对刚性管理提出来的,它是一种"以人为本"的管理。文章从高星级酒店人力资源柔性管理的必要性出发,阐述了目前我国大部分高星级酒店人力资源管理存在的不足,并提出高星级酒店采用柔性的人力资源管理应以员工满意为起点,以企业文化为核心,工作岗位设计、薪酬激励制度和培训、培养体系等方面应结合员工的类型和全职员工的职业生涯规划,这样才能给酒店带来丰厚的效益并使酒店发展步入良性循环。

Flexible management, opposite to rigid management,is a ＂people-oriented＇management. Based on the necessity of flexible management of human resources in first-class hotels,this paper points out the current deficiencies of human resources management in most of the first-class hotels in China and puts forward that the flexible human resources management should put employees＇satisfaction first and take enterprise culture as the core. What＇s more, position design, salary incentive system and training system should consider the types of the staff and career planning of full-time employees. Only in this way can substantial benefits be ensured and a virtuous cycle of development be achieved in these hotels.