当代国际酒店管理原文+译文.doc

当代国际酒店管理很多酒店的经理不重视人力资源的开发和不理解这一点。有效的人事培训和招聘系统不好好利用，这会导致在吸引人才方面的麻烦。在招聘中存在的问题，太多的评价标准，不适当的标准，不明确的标准，从而导致模糊的工作说明，该公司便无法找到一个很好的明确目标。选拔方法也很重要，用人单位应该将候选人和人才分开。在吸引了大批优秀人才时，酒店应该确定什么样的人才类型，是他们正在寻找的和如何提供良好的职业前景给工作人员，然后制定自己的“人才标准”。然后，公司分析人才，有别于其他候选人，以便制定相应的招聘计划。与此同时，公司应该寻找各种途径和方法，保持适当的采访，并选择谁能够客观地评估考生面试未来的优秀员工，这样才能找到合适的人满足组织。同时，良好的企业文化也是留住人才很有帮助的一方面。如今，酒店业和旅游业在中国发展越来越快。酒店的数量迅速增加导致越来越多的酒店对员工的要求也有所提高。然而，中国的酒店业正面临严重的挑战，包括人力资源，合格的员工队伍，高营业额和员工短缺。一家酒店，如何吸引优秀人才，以确保长期生存和持续发展的业务是每个酒店在激烈的竞争中的关键问题。在这篇论文中，我分析了对酒店的人才，人才评价和企业文化理念，并探讨如何吸引管理人才。酒店业是一个劳动力密集的服务行业。它提供服务，在激烈竞争的酒店业，人力资源的竞争是至关重要，他为组织的生存和发展提供条件。高级人才逐渐成为可持续竞争优势的高绩效组织的主要来源。酒店人才指那些在酒店工作且具有丰富经验和具备一定的技能和观念的重要人员。他们可能是资深的技术工程师，领班或主管，他们对酒店的快速发展起着很重要的作用。据一项调查显示，超过60的学生毕业不愿意从事酒店管理领域，因此造成人才供不应求。因此，在招聘过程中，酒店应制定一个合理和有效的招聘程序设置，以吸引优秀的专业人才。而在酒店业竞争日益激烈，如何雇用优秀的人才？了解在人员招聘过程中存在的问题和发展合理的就业计划是关键点。一影响酒店人才招聘的有效性的主要问题1评价标准对于大多数公司，对高端人才的聘用决定缺乏认真的分析评价标准。无效招聘的关键原因如下：（1）过多的评价标准由于酒店对关键岗位人才的需要，许多公司不断开发评价标准，以减少错误的就业决策的风险。但事实上，太多的评价标准往往会造成两个问题：第一，没有在评估过程中的关键点。第二，即使对候选人的所有方面进行评估，也很难使就业的决定。应该指出的是，虽然我们希望能找到完美的人才，但实际上没有人是完美的。在某种程度上，所有的人才都有自己的弱点。（2）类似的所有条件尽管所有的酒店都对人才有要求，但他们的要求是不同的。如果职位，企业文化，团队和业务环境的具体条件被忽略，所有的评估是由基于共同的标准，某些酒店可能找到合适的岗位员工。（3）类似的定义不明确。在确定评价标准，大多数企业倾向于使用一般的语言，使标准不切实际。以大学为例高级管理人员的招聘，很多人认为良好的沟通技巧是必须的。什么是沟通能力？有些人可能会强调，沟通能力和说服能力，包括表达，但我现在不能揭示本质的能力。因为在这两个全球统一的质量模型和领导公司的高层管理人员的领导模式，不包括沟通技巧，而是强调能力的影响。影响力一般分为4至5个级别划分，最高的是指在其中三分之一是用来实现党的目标的方法。谁设法说服那些与他们的沟通能力和说服能力，属于最低的人。这是很容易理解，如果公司在不合理的条件聘用的工作人员，实效不会很大。2选择方法不当许多公司普遍采用结构化面试。作为一种有效的招聘手段，结构化面试的公平性和客观性履行要求。但是，应该指出的是，为了确保结构化面试的有效性，下列条件是必要的。首先，要充分考虑结构化面谈的条件；第二，采取考虑到评估能力的特点。二如何提高酒店人才招聘的有效性1酒店应该有正确的人才观由于历史和社会原因，大多数中国酒店企业普遍认为人才等于技术人员。对人才观的认识不足，使得酒店无法找到自己的问题，然而阻止了酒店长期稳定发展。在酒店管理中技术人才是关键的问题。例如，有些企业实现技术突破，取得了巨大的成功。但是，这绝非大多数公司的情况。就拿“西门子公司价值的人才，西门子公司它不吸引各类人才，该公司在招聘中有自己的就业标准。换言之，该公司不仅招聘一些人员精英，它还考虑候选人的特点和他们在公司的未来发展。作为全球领先的以客户为导向的公司，该公司希望新员工积极主动和创造性，和团队精神，员工之间的良好的敬业精神和良好的客户意识也是预期。”因此，企业要发展自己的“人才标准”，然后吸引适当的人才集。2分析人才，了解人才和人之间的差异“最好的人才是最懂得休息的人，他们知道如在工作中执行和工作外休息。他们知道为新的工作规划，他们会使用的不同的标准在工作中，也能接受事物工作的另一个样子。”考虑的因素是不同的顶尖人才从共同的题目中的思考。在招聘过程中，受访者普遍考虑到薪金和位置，一流人才，他们更重视的职业前景，机会和理想的发展环境，包括职业规划和晋升的可能性。“由哪些客户服务技巧是可以转让的，以纾缓其他行业的高度重视好客意味着员工可以轻松地在其他地方寻找工作。”3据此作出招聘计划（1）在方法和途径中选择访谈优秀的管理人才一般都相当匮乏，传统招聘方法可能是无效的。公司可能会尝试聘请专业的猎头公司或发现通过大学的教授和学者参考合适的人员，因为这些人可以帮助雇主提高招聘效率。（2）雇佣标准是明确的招聘效率改善的基础由于对中高层专业人员的招聘是很明确的，很多公司有自己标准清晰的要求。对招聘高层管理人员提高效率的研究正变得越来越重要。“人才管理是一个多面的概念在人力资源管理的基础上发展至人才争夺战。它可以被看作是一种组织观念或文化，使员工真正被重视；竞争优势的一个来源，一个成熟的有效整合和企业范围内设置，技术支持，以证据为基础的人力资源管理政策和做法；并有机会提升人力资源从业者的角色与战略合作伙伴之一”。在可能的情况下，企业需要在市场上，如何选择高级管理人员招聘高层管理人员是一个具有挑战性的问题，为雇主如何评估自己的能力增加了难度。因此，一般都要求和高级管理人员的特殊要求。（3）非结构化面试是在提高效率的有效人才招聘。非结构化面试的定义是多方面的。 Minichiello（1990）定义为在其中既没有答案的问题，也不是类似预定的面试非结构化面试。他们依靠研究者与社会互动，征求举报人信息，访谈高度的知识，经验，能力和面试常识依赖，其可靠性和有效性不能得到保证，并没有得到广泛的实际应用。不过，非结构化面试的特点，配合顶尖的人才。（4）建立起来，并充分利用企业文化。“业文化包括几个重要部分：奖励制度，就业政策，决策，管理结构，冒险和机制。“企业文化是指行为准则，群体意识的道德守则，习惯和风俗，是一种稳定和独立的文化价值观”。组织文化代表了一个组织结构特点，它指导员工的日常的日常工作关系，并指导他们如何做人和组织内的沟通，以及指导公司如何建立层次结构。企业文化可能影响员工知觉和内部组织的领导，组织结构和他人的影响。这些都是员工考虑的重要因素。良好的企业文化和知名品牌，不仅可以激发全体员工的积极性，使员工朝着同一个目标工作，努力实现公司的战略目标，他们也对留住和吸引人才很有帮助。结论酒店业发展迅速，而在中国酒店行业的竞争也日趋激烈。随着中国酒店业的逐步发展，对人才的需求也增加，而人才缺乏是该领域的重大问题。关键问题就是要吸引人才。酒店在招聘过程中需要考虑什么样的员工类型是适合自己的。他们正在寻找的人才定位是什么，培育人才的标准，酒店需要对这些进行分析，并加强他们的企业文化，以求得长期生存和发展。只有这样才能在日益激烈的市场竞争，招聘到最优秀的人才，实现组织的长期稳定发展。International Journal of Contemporary Hospitality ManagementMany hotel managers dont attach importance to human resource development and dont understand this well. Effective personnel training and recruitment systems are not available, which causes trouble in attracting talents. In recruitment, the existing problems are too much evaluation criteria, lack of proper criteria, unclear criteria, which result in unclear job descriptions, and the company fail to find a good match. The selection approach is also important, the employer should separate talents from common candidates. To attract a large number of talents of hospitality, the hotels should determine what type of talents they are looking for and how to offer staff with great career prospect, then develop their own talent criteria. Then the companies analyze talent and distinguish from other candidates, so as to develop corresponding recruitment program. At the same time, the companies should look for future staff with various approaches and methods, the hold proper interviews and select outstanding interviewers who are capable of assessing candidates objectively, so as to find right person for the organizations. Meanwhile, good corporate culture is helpful in in retaining talents.Today, the hotel and tourism industries are developing more and more rapidly in China. “It is the rapid increase in the number of hotels resulted in increasing demand for qualified employees. Yet, Chinas hotels are facing serious human resources challenges including shortage of qualified staff, high-staff turnover and the unwillingness of For a hotel, how to attract excellent talents to ensure long-term survival and continued development of the business is a critical issue for every hotel in fierce competition. In this thesis, I analyze on hotels concept of talent, talent appraisal and corporate culture, and explore how to attract management ta The hotel industry is a labor-intensive service industry, it supply services, therefore, the competition on human resources is critical to the survival and development of hotels in fierce competition. “Superior talent is increasingly recognized as the prime source of sustainable competitive advantage in high performance organizations.” The hotel talents refer to those important employees who work for hotels and are well equipped with rich experience and certain skills and concept. They may be senior technical engineer, foreman or supervisor, they are critical to the development and growth of these hotels. According to a survey, more than 60% of the graduate students whose major is hotel management are not engaged in the field, and the talents are in short supply. So in recruitment process, hotels should develop a set of reasonable and effective recruitment program to attract outstanding professionals. And in the increasingly competitive hotel industry, how to hire outstanding talents? Understanding the existing problems in recruit process in the field and developing reasonable employment plan are the key points.1.Two major issues affecting effectiveness of recruitment of hotel talents1. Evaluation CriteriaFor most companies, lack of careful analysis of evaluation criteria of employment decisions for top talents is the key reason for ineffective recruitment. The problems are as follows:（1）Too much evaluation criteriaSince the hotel talents take on critical positions, many companies always develop a stack of evaluation criteria to reduce risk of wrong employment decisions. But in fact, too much evaluation criteria often result in two issues: First, there is not key point in evaluation process. Second, even if evaluation on all aspects of candidate is carried out, it is also difficult to make employment decisions. It should be noted that, although we hope to find perfect talents, but in fact nobody is perfect. To some degree, all talents have their own weakness.（2）All criteria are similarAlthough all hotels are asking for talents, their requirements are different. If specific conditions of positions, corporate culture, team and business environment are ignored, and all appraisals are made based on common criteria, the hotels may find proper employees for certain positions.（3）Definition of similar is not clearIn defining evaluation criteria, most companies tend to use general language, which make the criteria unpractical. Take recruitment of senior managers for example, many people think that great communication skill is a must. What is communication skill? Some may emphasize that the communication ability include expressing and persuading abilities, but this do not reveal essence of the ability. Because in both global quality model and leadership model based on top executives of leading companies, communication skills is not included, instead, influencing ability is emphasized. The influencing ability is generally divided into 4 to 5 levels, the highest refers to the approach in which a third party is used to achieve goal. Those who manage to persuade others with their communication ability and persuading ability belong to the lowest. It is easy to understand that if companies hire staff based on unreasonable criteria, the effectiveness will never be great.2. Improper selection approachMany companies generally adopt structured interview. As an effective means of recruitment, the structured interviews fulfill requirements of fairness and objectivity. But it should be noted that, in order to ensure effectiveness of structured interviews, the following conditions are necessary. First, to fully consider conditions of structured interviews; Secondly, to take the characteristics of capacity assessed into consideration.2The ways to improve effectiveness of recruitment of hotel talents1 Hotels should have proper concept of talentsDue to historical and social reasons, most Chinese hotel companies generally think that talents equal to technical personnel. The narrow concept of talent result in dependence on technical personnel, and the hotels can not find its own problems, which prevent hotels from long-term and stable development. Its true that technical personnel is critical to the success of hotels, for example, some enterprises achieve great success because of technological breakthroughs. But that is not the case for most companies.Take Siemens company for example, Siemens company value talents a lot, but it do not attract all talents, on the contrary, the company has its own employment criteria in recruitment. In other words, the company not just recruit some capable staff, it also consider characteristics of candidates and their future development in the company. As a leading global customer-oriented company, the company hope new staff to be proactive and creative, and teamwork, good professionalism and good customer awareness among staff is also expected.” (the global top Human Resource Manager Zhou Sien p3). Therefore, enterprises should develop a set of their own talent criteria” on which they attract proper talents.2 Analyze talents, understand the difference between talents and othersThe best people really are different from the rest, not only in how they perform on the job, but also in how they look for new jobs and the criteria they use to accept one offer over another.” The factors top talents consider are different from common candidates. In recruitment process, interviewees generally take salary and location into consideration, for top talents, they pay more importance to career prospect, opportunity and ideal development environment, including career planning and promotion possibility.“The ease by which customer service skills can be transferred to other industries means that highly valued hospitality employees can easily seek jobs elsewhere”3 Make recruitment plan accordingly（1）Select interviews in various approaches and waysOutstanding management talents are generally quite scarce, traditional recruitment approaches may be ineffective. Companies may try to hire professional headhunting firm or find suitable staff through reference of professors and scholars from universities, since those persons can help employers improve efficiency in the recruitment.（2）Clear employment standards are basis of improvement of recruiment efficiencyAs mentioned earlier, many companies fair in recruitment because of clear criteria for employment of top professionals, so clear employment criteria is the basic requirement. Research on improvement of recruitment efficiency of top executives is becoming more and more important. “ Talent management is a multi-faceted concept that has been championed by HR practitioners, fueled by the war for talent and built on the foundations of strategic HRM. It may be viewed as an organizational mindset or culture in which employees are truly valued; a source of competitive advantage; an effectively integrated and enterprise-wide set of sophisticated, technology enabled, evidence-based HRM policies and practices; and an opportunity to elevate the role of HR practitioners to one of strategic partner.” In may cases, companies need to recruit top executives in the market, how to select senior managers is a challenging issue for employers, and how to assess the their abilities is more difficulty. Therefore, there are both general requirements and special requirements for top executives.（3）Unstructured interviews are effective in improving recruitment efficiency for talents.The definitions of unstructured interviews are various. Minichiello (1990) defined unstructured interview as interviews in which neither the question nor the answer categories are predetermined. They rely on social interaction between the researcher and informant to elicit information Those interviews which are consistent with the definition are unstructured interviews, since those interviews highly depend on knowledge, experience, ability and common sense of interviewer, their reliability and validity can not be guaranteed, and are not widely used in practice. However, the characteristics of unstructured interviews coincide with that of top talents.4、Build up and make full use of corporate cultureCorporate culture consists of several important parts: reward system, employment policies, decisions, management structure, adventurism and mechanism. ”(On Enterprise Culture LI Jia-xuan HETAO UNIVERSTIY NEWSPAPER). Corporate culture refers to code of conduct, code of ethics group consciousness, habits and customs developed from stable and independent values over a certain period of time. Organizational cultures represent the character of an organization, which directs its employees day-to-day working relationships and guides them on how to behave and communicate within the organization, as well as guiding how the company hierarchy is built” The corporate culture and its brand can have impact on perception of employees on the organization and internal leadership, organizational structure and others. These are all important factors that candidates consider. Good corporate culture and the well-known brand can not only stimulate enthusiasm of all staff, make staff work towards same goal, and work hard to achieve the companys strategic goal, they are also helpful in retaining and attracting talents.ConclusionThe hotel industry is developing more and more rapidly in China, the competition for talents is becoming common. With the gradual development of hotel industry in China, the demand for talents also increase, and lack of talents is major issue in the field. It is critical to attract talents. Hotel companies need to consider what type of staff they are looking for, develop talents criteria, conduct analysis, and strengthen their corporate culture, so as to survive and develop in the increasingly competitive market, manage to recruitment best talents, achieve long-term and continued development.以下精品内容为赠送文档！与本文档无关！下载后将文字颜色设置为黑色即可看到！按住CTRL键点击文字链接 【强烈推荐精品资源】 分 类 A管理培训精品 B论文方案报告 C营销策划精品 D求职面试礼仪 E教育教管精品 E热卖试题题库 E精品教程教案 E高考真题解析 F高中数学精选 G初中数学精选 H小学数学精选 I语文教学精选 J英语精品文档 K政史地等精品 L理化生等精品M音体美等精品 N小学全册教案 N各科教学文档 N教师工作文档 N高三数学一轮 O各类资格考试 PPT技巧及模板 Q心理学等相关 R成功励志经验 S百科知识大全 各种表格大全 U休闲娱乐健身 V电子课本大全 高效能人士的50个习惯 在行动前设定目标 有目标未必能够成功，但没有目标的肯定不能成功。著名的效率提升大师博思.崔西説：“成功就是目标的达成，其他都是这句话的注释。”现实中那些顶尖的成功人士不是成功了才设定目标，而是设定了目标才成功。 一次做好一件事 著名的效率提升大师博思.崔西有一个著名的论断：“一次做好一件事的人比同时涉猎多个领域的人要好得多。”富兰克林将自己一生的成就归功于对“在一定时期内不遗余力地做一件事”这一信条的实践。 培养重点思维 从重点问题突破，是高效能人士思考的一项重要习惯。如果一个人没有重点地思考，就等于无主要目标，做事的效率必然会十分低下。相反，如果他抓住了主要矛盾，解决问题就变得容易多了。 发现问题关键 在许多领导者看来，高效能人士应当具备的最重要的能力就是发现问题关键能力，因为这是通向问题解决的必经之路。正如微软总裁兼首席软件设计师比尔。盖茨所説：“通向最高管理层的最迅捷的途径，是主动承担别人都不愿意接手的工作，并在其中展示你出众的创造力和解决问题的能力。” 把问题想透彻 把问题想透彻，是一种很好的思维品质。只要把问题想透彻了，才能找到问题到底是什么，才能找到解决问题最有效的手段。 不找借口 美国成功学家格兰特纳说过这样的话：“如果你有为自己系鞋带的能力，你就有上天摘星星的机会！”一个人对待生活和工作是否负责是决定他能否成功的关键。一名高效能人士不会到处为自己找借口，开脱责任；相反，无伦出现什么情况，他都会自觉主动地将自己的任务执行到底。 要事第一 创设遍及全美的事务公司的亨瑞。杜哈提说，不论他出多小钱的薪水，都不可能找到一个具有两种能力的人。这两种能力是：第一，能思想；第二，能按事情的重要程度来做事。因此，在工作中，如果我们不能选择正确的事情去做，那么唯一正确的事情就是停止手头上的事情，直到发现正确的事情为止。 运用20/80法则 二八法则向人们揭示了这样一个真理，即投入与产出、努力与收获、原因和结果之间，普遍存在着不平衡关系。小部分的努力，可以获得大的收获；起关键作用的小部分，通常就能主宰整个组织的产出、盈亏和成败。 合理利用零碎时间 所谓零碎时间，是指不构成连续的时间或一个事务与另一事务衔接时的空余时间。这样的时间往往被人们毫不在乎地忽略过去，零碎时间虽短，但倘若一日、一月、一年地不断积累起来，其总和将是相当可观的。凡事在事业上有所成就的人，几乎都是能有效地利用零碎时间的人。 习惯10、废除拖延 对于一名高效能人士来説，拖延是最具破坏性的，它是一种最危险的恶习，它使人丧失进取心。一旦开始遇事推托，就很容易再次拖延，直到变成一种根深崹蒂固的习惯。 习惯11、向竞争对手学习 一位知名的企业家曾经说过，“对手是一面镜子，可以照见自己的缺陷。如果没有了对手，缺陷也不会自动消失。对手，可以让你时刻提醒自己：没有最好的，只有更好。” 习惯12、善于借助他人力量 年轻人要成就一番事业，养成良好的合作习惯是不可少的，尤其是在现代职场中，靠个人单打独斗的时代已经过去了，只有同别人展开良好的合作，才会使你的事业更加顺风顺水。如果你要成为一名高效能的职场人士，就应当养成善于借助他人力量的好习惯。 习惯13、换位思考 在人际的相处和沟通里，“换位思考”扮演着相当重要的角色。用“换位思考”指导人的交往，就是让我们能够站在他人的立场上，设身处地理解他人的情绪，感同身受地明白及体会身边人的处境及感受，并且尽可能地回应其需要。 树立团队精神 一个真正的高效能人士，是不会依仗自己业务能力比别人更优秀而傲慢地拒绝合作，或者合作时不积极，倾向于一个人孤军奋战。他明白在一个企业中，只有团队成功，个人才能成功。 善于休息 休息可以使一个人的大脑恢复活力,提高一个人的工作效能。身处激烈的竞争之中,每一个人如上紧发条的钟表.因此,一名高效能人士应当注意工作中的调节与休息,这不但于自己健康有益,对事业也是大有好处的。 及时改正错误 一名高效能人士要善于从批评中找到进步的动力.批评通常分为两类,有价值的评价或是无理的责难.不管怎样,坦然面对批评,并且从中找寻有价值、可参考的成分,进而学习、改进、你将获得意想不到的成功。 责任重于一切 著名管理大师德鲁克认为,责任是一名高效能工作者的工作宣言.在这份工作宣言里,你首先表明的是你的工作态度:你要以高度的责任感对待你的工作,不懈怠你的工作、对于工作中出现的问题能敢于承担.这是保证你的任务能够有效完成的基本条件。 不断学习 一个人,如果每天都能提高1%,就没有什么能阻挡他抵达成功.成功与失败的距离其实并不遥远,很多时候,它们之间的区别就在于你是否每天都在提高你自己;如果你不坚持每天进步1%的话,你就不可能成为一名高效能人士. 让工作变得简单 简单一些,不是要你把事情推给别人或是逃避责任,而是当你焦点集中很清楚自己该做那些事情时,自然就能花更小的力气,得到更好的结果. 重在执行 执行力是决定一个企业成败的关键,同时也是衡量一个人做事是否高效的重要标准. 只做适合自己的事 找到合适自己的事,并积极地发挥专长,成为行业的能手,是高效能人士应当努力追求的一个目标. 把握关键细节 精细化管理时代已经到来,一个人要成为一名高效能人士,必须养成重视细节的习惯.做好小事情既是一种认真的工作态度,也是一种科学的工作精神.一个连小事都做不好的人,绝不可能成为一名高效能人士. 不为小事困扰 我们通常都能够面对生活中出现的危机,但却常常被一些小事搞得垂头丧气,整天心情不快,精神忧闷紧张。一名高效能人士应当及时摆脱小事困扰,积极地面对工作和生活。 专注目标 美国明尼苏达矿业制造公司(3M)的口号是:写出两个以上的目标就等于没有目标.这句话不仅适用于公司经营