Research On The Optimization Of The Incentive Mechanism For The Staff In Yum Group's Chinese Chain Cateting Enterprises

In the 1980 s,the opening of the first KFC in Beijing qianmen brought the brand-new food chain to China.in the following decades,a large number of domestic food chain enterprises such as " Wallace" and " sea bottom fishing" quickly mastered this model and opened branches throughout China.today,food chain has become an important part of the daily life of the people and the structure of the national economy.However,compared with the rapid expansion of stores,China's chain catering enterprises still have a lot of deficiencies in human resources management.Especially in the aspect of personnel motivation,compared with the leading large multinational enterprises in the industry,China's chain catering enterprises have a big gap.the unfair salary incentive,the absence of spiritual incentive and other issues directly lead to employees can not play the maximum work efficiency.at the same time,the turnover rate is high,leading to a great threat to the stability of enterprise operation.Throughout the Mc Donald's,Starbucks and other well-known foreign catering enterprises staff incentive system,there are a variety of mature systems worthy of reference: McDonald's unique performance evaluation system includes the appraisee,team partners,competent leaders and other negative evaluation opinions,so that the salary determination,bonuses and job promotion process become fair and transparent,put an end to covert operations,giving employees great enthusiasm for work;Starbucks has changed the industry attaches great importance to management personnel ignore stores at the grass-roots level staff practice,the implementation of the full shareholding plan,let tens of thousands of front-line employees became holding the company's equity " partner",this approach to the interests of all employees and the benefits of the enterprise tied together,greatly mobilize the enthusiasm of the staff work,at the same time will also reduce the staff turnover rate of enterprises to 5 % of the rare chain catering industry.However,there are many drawbacks in the staff incentive work of domestic chain catering enterprises.many business owners ignore the construction of performance appraisal system,and they are cronyism in the selection of management personnel,which is very random and unfair in salary incentive.In terms of spiritual motivation is often a blank,many enterprises even according to the cat and tiger compiled their own corporate culture,also tend to become empty slogans and slogans,not to motivate employees,so employees are generally just simply for salary work,can not produce any emotional connection to the enterprise.The root of these drawbacks is that many enterprise managers do not establish the correct concept of human resources management,in the appointment of personnel is very short-sighted,lack of long-term planning.Coupled with the chain catering industry inherent high staff turnover rate characteristics,resulting in many business owners are reluctant to do in staff training,staff incentives and other aspects of investment,so as not to " marry for others",resulting in more frequent employee job-hopping behavior,into a vicious circle.In order to analyze the staff motivation of chain catering enterprises in China,this paper selects yum group China division as a case study.Yum group owns KFC,pizza hut,small sheep,oriental white covers a variety of types of catering brands,especially KFC,currently in mainland China has opened more than 7000 stores,with its unique flavor of food and high quality service all the year round occupies the leading position in China's chain catering industry.Yum group's success in China is inseparable from the enterprise's effective staff incentive system: in the performance appraisal,the enterprise has established and improved a set of precise and detailed and easy to operate evaluation system,including both the quantitative accounting of performance indicators and taking into account a variety of subjective indicators of evaluation,the enterprise to create a job,seniority and other factors to determine the level of remuneration system is scientific and reasonable,by many domestic enterprises to follow suit;Enterprise " service first,the pursuit of Excellence" corporate culture is a powerful charisma,has been recognized by the majority of employees.Outstanding results does not mean yum group's staff incentive system is perfect,in order to understand the actual effect of the enterprise's current staff incentive system,the author of yum group China division Nanchang branch of 45 employees were investigated and interviewed,to understand their satisfaction with the enterprise in salary and welfare,personal development,identity and training support four aspects of incentive work.Based on the first-hand information,this paper analyzes the implementation of enterprise strategies and employee feedback,and constructs the employee incentive model of yum group China division.Finally,some instructive solutions are put forward to solve the problems found in the study,such as insufficient localization of corporate culture and insufficient incentives for senior managers and important technical personnel.One of the special emphasis is to establish smooth feedback,communication channels,so that the incentive system in the implementation of various shortcomings can be exposed in a timely manner,to facilitate enterprises to continuously optimize and improve the incentive system,to maintain the leading position in human resources management.