中国三线城市国际型酒店的绩效管理研究 ——以广东省湛江市华和国际酒店为例

Abstract

随着我国经济的不断发展和人民生活水平的不断提高,酒店等第三产业发展迅速。面对高 强度，同质化的竞争环境，使得酒店不得不想办法提升经营业绩。所以酒店制定合理的企业战 略和进行有效的管理是适应竞争环境，增强酒店核心竞争力的关键。长期以来，三线城市的酒 店企业因为缺少合理的绩效管理系统，导致员工工作积极性不高，进而产生了服务质量差、绩 效结果差、员工流失率过高等问题，严重影响了酒店在市场中的竞争能力。本论文采用的研究 设计方法是探索性研究方法，结合深度访谈的调查方法。调研者通过深度访谈法与广东省湛江 市华和国际酒店的高层管理者进行一对一的访谈，可以详细地获得广东省湛江市裕华和国际酒 店的相关信息。本论文针对三线城市国际型酒店绩效管理进行研究。给出以下优化建议：1、加 强管理者和各级员工对于绩效管理概念和内容的理解；2、组织各类学习活动帮助绩效管理者了 解政治、经济和技术的最新动态；3、战略目标参考各阶层意见全面制定，融入灵活管理理念； 4、增加考评者维度；5、增加投资、受培训时长和工作积极性三种绩效指标；6、增加日常互动， 选择合适的沟通方式，学会倾听；7、指派专人进行数据收集、分析和沟通，进行绩效跟进；8、 改进领导风格，营造轻松的氛围。鼓励员工参与绩效管理的过程；9、建立全通道网络结构沟通 渠道，增加例会、工作报告、公告和面谈四种沟通渠道；10、给予正向的绩效反馈，制定职业 发展规划和培训计划，建立跟踪机制。

With the continuous development of China's economy and the continuous improvement of people's living standards, hotels and other tertiary industries are developing rapidly. Facing the high-intensity, homogeneous competitive environment, hotels have to find ways to improve business performance. Therefore, it is crucial for hotels to formulate reasonable corporate strategies and carry out effective management to adapt to the competitive environment and enhance the core competitiveness of hotels. For a long time, hotel enterprises in third-tier cities have lacked a reasonable performance management system, resulting in low employee motivation, which in turn produces problems such as poor service quality, poor performance results, excessive employee turnover, etc., and seriously affects the hotel's competitiveness in the market. The research design method used in this thesis is the exploratory research method combined with the survey method of in-depth interviews. The researcher conducted one-on one interviews with the senior managers of Yu Hua He International Hotel in Zhanjiang City Guangdong Province through the in-depth interview method, which can obtain the relevant information about Yu Hua He International Hotel in Zhanjiang City, Guangdong Province in detail. This thesis conducts research on performance management of international hotels in third-tier cities. The following optimisation recommendations are given: 1. Enhance the understanding of managers and employees at all levels about the concept and content of performance management; 2. Organise various learning activities to help performance managers to understand the latest developments in politics, economy and technology; 3. Strategic objectives are comprehensively formulated with reference to the opinions of all levels and incorporate the concept of flexible management; 4. Increase the appraiser dimension; 5. Increase the three types of performance indicators, namely, investment, length of time in training and motivation to work ; 6. Increase daily interaction, choose appropriate communication methods, and learn to listen; 7. Assign people to collect, analyse and communicate data for performance follow-up; 8. Improve leadership style and create a relaxed atmosphere. Encourage employees to participate in the process of performance management; 9. Establish an all-channel network structure of communication channels, and increase the four communication channels of regular meetings, work reports, announcements and interviews; 10. Give positive feedback on performance, formulate career development plans and training programmes, and establish a tracking mechanism.