- I -
摘要
近年来中国经济在国家政策的刺激下，出现了发展的高潮期，经济的腾飞也推动了
中国的旅游事业的蓬勃发展，大连地理位置优越，是一座气候宜人、风景优美的海滨城
市，素有北方明珠的称号，因此每年前来大连观光旅游的人数超过数十万之众，为大连
酒店餐饮业的快速增长带来了前所未有的发展机遇。但是机遇和风险往往如影相随，大
连酒店餐饮行业的竞争也进入了白热化阶段，所以如何提升自身的竞争力已经成为关乎
大连各大酒店生死存亡的重要问题，而在当今二十一世纪，优质的人力资源已经被公认
为企业的核心竞争力
JX酒店始建于1998年，隶属于JX企业集团，酒店位于大连市中山区五五路，繁
华的商业区三八广场南侧，是一家挂牌四星级商务酒店。伴随着酒店的员工规模不断增
长，人力资源管理和控制工作也越发的艰难，尤其是在员工流失方面，JX酒店更是遇
到了严重的危机。本文正是以大连酒店餐饮行业发展和JX酒店的基本情况为研究背景，
以JX酒店当前面临的员工流失危机为研究对象，使用科学的人力资源管理理论和方法
对问题进行剖析从而找到科学的建议和对策。论文首先通过JX酒店的情况介绍和发生
在酒店的经典员工流失案例引出本文的研究焦点；随后将进行相关人力资源管理理论的
梳理，利用这些理论进行问题分析和原因研究，找到真正造成JX酒店员工流失危机的
根本问题所在，主要包括：薪酬福利问题、绩效管理问题、职业生涯问题和酒店文化问
题，这四方面的问题在JX酒店人力资源管理过程中不断发酵，才会导致当前的结果；
最后论文有针对性的制定相关的对策和建议，帮助JX酒店从根本上解决人力资源管理
问题，彻底摆脱由于员工流失造成的危机
论文使用案例论文的研究方法，结合JX酒店当前的实际人力资源管理情况，为其
指定出了一套科学有效的员工流失问题的改进措施和方案，彻底帮助JX酒店摆脱了这
方面的困扰，同时这些研究结果也可以为其他酒店餐饮企业解决类似问题提供参考和借
鉴
关键词：员工流失；案例研究；JX酒店；建议对策
- II -
The Case Study in Employee Turnover of JX Hotel
Abstract
In recent years, under the stimulus of national policies, China's economy has appeared
high tide of development. The rapid development of the economy has also promoted the
vigorous development of China's tourism industry. Dalian is a coastal city with a pleasant
climate and beautiful scenery because of its superior geographical location, known as the
Pearl of the North. More than 100,000 people come to Dalian each year for sightseeing, which
bring unprecedented opportunities for the rapid growth of the hotel and catering industry in
Dalian. But the opportunities and risks often accompany each other. The competition of
Dalian hotel and catering industry has also entered the stage of hyperthermia. So how to
improve the competitiveness of Dalian hotel has become an important issue related to the
survival of Dalian hotels, and in today's 21th century, high-quality human resources have
been recognized as the core competitiveness of enterprises.
JX Hotel, founded in 1998, belongs to JX Enterprise Group. It is located on Wuwu Road,
Zhongshan District, Dalian City, south of 38 Plaza, a bustling commercial district. And it is a
Four-star Business Inn. With the enlarging staffing scale, human resource management and
control work is also more and more difficult, especially in terms of staff turnover, JX hotel
has encountered a serious crisis. This paper is based on the development of Dalian hotel
catering industry and the basic situation of JX hotel as the research background, taking the
current crisis of staff turnover in JX Hotel as the research object, using the scientific theories
and methods of human resource management to analyze the problem to find scientific
suggestions and countermeasures. Firstly, through the introduction of JX Hotel and the classic
case of staff turnover in the hotel, this paper leads to the focus of this paper, then combs the
related human resources management theories, and uses these theories to carry on the
question analysis and reason research, finds out the real fundamental problem of JX hotel
staff turnover crisis, mainly includes: the compensation and benefit issues, performance
management issues, career path issues and hotel culture issues. These four issues are
continuously fermenting in the JX hotel human resources management process, leading to the
current results. Finally this paper helps JX Hotel to solve the problems of human resource
management and get rid of the crisis caused by staff turnover.
This paper uses the case study method, combining with the actual human resource
management situation of JX Hotel, designates a set of scientific and effective measures and
schemes to improve the problem of staff turnover for JX Hotel. It not only helps JX hotel to
- III -
get rid of this problem completely, but also can provide reference for other hotel and catering
enterprises to solve similar problems.
Key Words: staff turnover; case study; JX Hotel; suggestions; countermeasures
- IV -
目录
摘要 ..... I
Abstract ..... II
1绪论 ...... 1
1.1研究目的及意义 ........... 1
1.1.1研究目的1
1.1.2研究意义2
1.2研究思路及方法 ........... 3
1.2.1研究思路3
1.3.2研究方法3
2案例正文 .......... 5
2.1大连JX酒店简介 ........ 5
2.1.1大连JX酒店概况 ......... 5
2.1.2大连JX酒店人力资源现状 ..... 6
2.1.3酒店行业发展趋势 ........ 7
2.2员工流失案例描述 ....... 9
2.2.1薪酬待遇差距渐远 ........ 9
2.2.2绩效管理方案到底灵不灵 ...... 10
2.2.3难道在酒店工作就没有职业发展么 .. 12
2.2.4合资酒店中的文化差异 .......... 13
3案例分析 ........ 15
3.1理论依据 ......... 15
3.1.1激励理论 .......... 15
3.1.2绩效考核理论 .. 16
3.1.3员工职业生涯发展理论 .......... 17
3.1.4企业文化理论 .. 18
3.2员工流失问题分析 ..... 20
3.2.1薪酬待遇缺少竞争力 .. 20
3.2.2绩效管理功效欠佳 ...... 22
3.2.3职业生涯发展前途渺茫 .......... 24
3.2.4企业文化隔阂导致问题激化 .. 26
4建议与对策 .... 29。