Research On Employee Incentive Problems And Optimization Strategies Of Tianjin Binhai S Holiday Hotel

As a rapidly developing third industry in the 21 st century,the hotel industry has developed into an era of large-scale,group and chain operations.The competition between star-rated hotels has evolved from the competition of product quality and price to the culture,characteristics and brands.competition.The post-95 s employees began to enter the workplace one after another,which are making the workplace working atmosphere and status change to varying degrees judging from the development status of S Holiday Hotel Tianjin Binhai.With the increasing pressure of the workplace year by year,employees have also begun to experience job burnout and inefficiency.Complaints,depression and other negative emotions frequently occur,which greatly restricts the rapid development of the hotel.From this reason it is hoped that through certain incentives to improve daily management efficiency,enhance employees 'work enthusiasm,and increase employees' satisfaction and loyalty to the company for hotels.The research uses literature methods,empirical research and other methods to start from the operation status of S Holiday Hotel Tianjin Binhai,and finding out,analyzing and solving problems to help S Holiday Hotel Tianjin Binhai better improve its own incentive dilemma and optimize the incentive management form.,Improve employee satisfaction and loyalty,reduce staff turnover,and improve service levels.The study found that at the present stage,S Holiday Hotel Tianjin Binhai's salary and welfare incentives are equalized in several points including salary,unreasonable structure,and benefits do not meet the needs of employees;in terms of performance,the performance assessment goals and hotel development goals are not well matched,and the performance assessment feedback is insufficient;In terms of talent training,lack of motivation and awareness,lack of training design around the needs of employees,and inadequate information training ability;In terms of assessment,reward and punishment,employee career management is insufficient,promotion depends too much on qualifications,and excessive reliance on vertical promotion;on spiritual motivation,employees 'sense of job achievement Low,insufficient attention to employee emotions.The research suggest that through further research,the thesis proposes that the S Holiday Hotel Tianjin Binhai improves employee incentives as follows: First,improve the effect of salary and welfare incentives,by improving performance in the proportion of salary,supplementary education and skill salary,and provide based on employee needs Welfare to improve the existing salary system and enhance the stability of employees.Second,optimize performance appraisal incentives,by improving the matching of performance appraisal goals,and establishing a smooth appraisal feedback channel to help Holiday Inn to continuously improve and adjust its own performance appraisal,enhance incentive effects,and promote employee loyalty.Third,optimize training incentives,cultivate motivational awareness by raising talents,design training for needs,and use information training to help hotel employees continuously improve their needs,gain continuous achievements and breakthroughs to achieve a sense of accomplishment,and maintain loyalty to the hotel.Fourth,optimize promotion incentives,by strengthening employee career management,focusing on promotion competence,and using horizontal promotion to help hotels adjust and optimize promotion paths and promote employee stability.Fifth,optimize spiritual incentives,by helping employees gain a sense of accomplishment and strengthening emotional management to promote employees to get spiritual incentives from the hotel,on the one hand to promote employees to achieve a sense of accomplishment,on the one hand,flexible management care about employees and their families,let employees Really feel the warmth from the hotel.