酒店行业--大型活动与酒店人力资源管理的异同(25页)英文ppt课件

1、大型活动与酒店人力资源管理的异同以北京奥运会和香格里拉酒店为例Author: Guangquan Dai & Juan ZhaoSouth China University of Technology Guanzhou,510006Corresponding Author： Guangquan DaiSimilarities and differences between mega-event and hotel human resources managementCase Studies of Beijing Olympic Games and Shangri-La Hotel .CONTE

2、NTCOMPARATIVE ANALYSIS1.Organization Structure 2.features of staff management 3.working characteristics4.human resource planning 5.human resource training 6.performance evaluation, payment and incentive 7.labor relations CONCLUSION.1. ORGANIZATION STRUCTUREGuangzhou Shangri-La Hotel：beeline function

3、 system .Beijing Olympic Games ：Matrix organization .2 FEATURES OF EMPLOYEE MANAGEMENT 2.1 Similarities ：seasonality , high employee turnover rate 2.2 difference ： turnover rate PatterntimeHotel ：Cycle fluctuationsretain core staff Q0employee quantity .Olympic Games Pulsating 脉动性One-time一次性Pre-event

4、 During-event Post-eventNumber of the stafftime.3 WORKING CHARACTERISTICSWORKING ENVIRONMENT Hotel： fixed inner stationOlympic Games ：be off the original postWORKING CONTENTS Hotel：routine work Olympic Games ：changing task，changing HR neede.g. the stage of designing Olympics Venue :consider the qual

5、ity and schedule ,budget estimate ， need more project planning staffsConstruction Stage more Construction workers and managers .During the event , risk management and crisis management are more important and difficult： terrorism ,violence, accident etc. ADDITION.SPECIAL TEAM FOR THE EMERGENCIESSecur

6、ity Personnel Medical Personnel .4 HUMAN RESOURCE PLANNING .Olympic Games ：team group is made up of the employees with different knowledge and working experiencesproject manager is very important, possess higher leadership and rich even-management experiences.5 HUMAN RESOURCE TRAINING .Olympic Games

7、 Training to the employeesthe requirement and standard about the projects.to the project managerrole transformation (project manager is the most important role and acquire higher abilities and rich experiences) To the volunteers comprehensive training; important and full of difficulties (large numbe

8、r, various background).6 PERFORMANCE EVALUATION, PAYMENT AND INCENTIVE performance evaluationhotelPersonnel management subsystem : the employee dossier management and attendance . flexible working hours Olympic Games higher moral risk， supervision problems without flexible working hours .payment and

9、 incentive hotel：perfect reward system and professional development opportunitye.g. Shangri-La Hotelfixed wage bonus welfareOlympic Games stakeholders based on the contracts ; volunteers Mental inspiration, including work inspiration, aim inspiration, honor inspiration etc. .7 LABOR RELATIONS Both o

10、f them establish the labor relations in the form of contract systemThe contract between the Olympic Volunteers and the organizing committee is kind of spirit contract ： .CONCLUSION.Most Important Differences：Hotel HRM: Sustained, comparatively stable, long-termOlympic Games HRM: one-time, pulsating,

11、 temporarybottom of the differences:Hotelenterprise （existing until the bankruptcy of the enterprise）stationary organizationOlympic Gamesproject（ during a certain period of time ）Temporary organization .Project 5Project 4Project 3Project 2Project 1 Project 6Mega-eventMEGA-EVENT MANAGEMENT PROJECT MA

12、NAGEMENTParalympics Olympic Torch Relay Construction& Environment Cultural Activities Opening & Closing Ceremonies Games Services BeijingOlympic Games .marketing managementfinancial accountingproduction managementtechnical managementHRMenterprise developmentThe relationship between the basic concept

13、s of Project managementoperation management cycle diagramtime teamenvironmentproject operationtask.THE KEY FACTORS FOR THE MEGA-EVENT HRMProper HR planning based on the time and task scheduleEfficient Project TeamSpecial team for the emergencyHR mechanism reacts RapidlyPerfect incentive and control mech