摘要 ................... I Abstract .................... III 第1章 导论 ..............1 1.1 研究背景与意义 ..........................1 1.1.1 研究背景 ............................1 1.1.2 研究意义 ............................1 1.2 国内外研究现状 ..........................2 1.2.1 国内研究现状 ....................2 1.2.2 国外研究现状 ....................3 1.3研究内容与方法 ...........................4 1.3.1 研究内容 ............................4 1.3.2 研究方法 ............................4 1.4 技术路线图 ..5 第2章 相关理论与借鉴 ..........................7 2.1 激励的基本内涵 ..........................7 2.1.1 激励的含义 ........................7 2.1.2 激励的本质 ........................7 2.2 激励理论 ......7 2.2.1 内容型激励理论 .................7 2.2.2 过程型激励理论 .................9 2.2.3 行为矫正型激励理论 ....... 10 第3章 天津滨海S假日酒店员工激励现状分析 ................. 11 3.1 天津滨海S假日酒店简介 ......... 11 3.2 员工激励满意度调查设计 ......... 11 3.2.1 调查目的 .......................... 11 3.2.2 描述性分析 ...................... 11 西南大学工商管理硕士学位论文 3.2.3 酒店员工激励的总体情况 13 3.2.4 信度分析 .......................... 15 3.2.5 相关分析 .......................... 16 3.2.6 回归分析 .......................... 16 第4章 天津滨海S假日酒店员工激励困境 ......................... 19 4.1 薪酬福利激励存在的问题 ......... 19 4.1.1 薪酬平均化严重 ............... 19 4.1.2 薪酬结构不合理 ............... 20 4.1.3 福利不符合员工需要 ....... 20 4.2 考核与奖惩激励存在的问题 ..... 21 4.2.1 绩效考核目标与酒店发展目标匹配度低 ........ 21 4.2.2 绩效考核反馈不足 ........... 22 4.3 学习培训激励不足 .................... 22 4.3.1 人才培养意识不足 ........... 23 4.3.2 缺少围绕员工需求的培训设计 ....................... 23 4.3.3 信息化培训能力不足 ....... 24 4.4 晋升激励困境 ............................ 24 4.4.1 员工生涯管理不足 ........... 25 4.4.2 晋升过分依靠资历 ........... 25 4.4.3 过分倚重垂直晋升 ........... 26 4.5 精神激励存在的问题 ................ 26 4.5.1 员工工作成就感低 ........... 27 4.5.2 对员工情感关注不足 ....... 27 第5章 天津滨海S假日酒店员工激励改进策略 ................. 29 5.1 激励原则 .... 29 5.1.1 员工目标组组织目标相匹配 ........................... 29 5.1.2 关注物质与精神双激励 ... 29 5.1.3 兼顾公平与合理的原则 ... 29 5.1.4 差别激励的原则 ............... 30 西南大学工商管理硕士学位论文 5.1.5 及时适度的原则 ............... 30 5.2 假日酒店员工激励困境改进建议 ............................. 30 5.2.1 提升薪酬福利激励效果 ... 30 5.2.2 优化考核与奖惩激励 ....... 32 5.2.3 优化培训激励 .................. 34 5.2.4 优化晋升激励 .................. 35 5.2.5 精神激励改进策略 ........... 37 第6章 天津滨海S假日酒店员工激励保障措施 ................. 41 6.1 组织保障 .... 41 6.2 制度保障 .... 41 6.3 文化保障 .... 42 6.4 技术保障 .... 42 第7章 研究结论与展望 ........................ 45 7.1 研究结论 .... 45 7.2 研究展望 .... 45 参考文献 ................. 47 附录 ......................... 51 致 谢 ................... 53 西南大学工商管理硕士学位论文 I 摘要 酒店业作为二十一世纪快速发展的第三产业，已经发展到规模化、集团化、 连锁经营的时代，星级酒店间的竞争已经从产品质量、价格的竞争发展到文化、 特色、品牌间的竞争。从天津滨海S假日酒店的发展现状来看，95后员工开始陆 续进入到职场中来，使得职场工作氛围与状态都出现了不同程度的改变。伴随着 职场压力的逐年增加，员工们也开始出现职业倦怠、低效等状态，抱怨、郁闷等 负面情绪频发，这大大制约了酒店的快速发展。为此，对于酒店而言，希望通过 一定激励的手段提升日常管理效率，提升员工的工作积极性，提升员工对公司的 满意度和忠诚度 研究利用文献法、实证研究等方法，从天津滨海S假日酒店的经营现状入手， 通过发现问题、分析问题、解决问题来帮助天津滨海S假日酒店更好地改进自身 的激励困境，优化激励管理形式，提升员工的满意度和忠诚度，减少人员流失， 提升服务水平。研究发现现阶段天津滨海S假日酒店在薪酬福利激励上薪酬平均 化、结构不合理、福利不符合员工需要；在考核与奖惩方面，绩效考核目标与酒 店发展目标匹配度低、绩效考核反馈不足；在培训方面，人才培养激励意识不足、 缺少围绕员工需求的培训设计、信息化培训能力不足；在晋升方面，员工生涯管 理不足、晋升过分依靠资历、过分倚重垂直晋升；在精神激励方面，员工工作成 就感低、对员工情感关注不足。 研究建议，论文通过进一步研究，提出了天津滨海S假日酒店改进员工激励 的如下：第一，提升薪酬福利激励效果，通过提升绩效在薪酬的占比、补充学历 与技能工资，以及基于员工需求提供福利来完善现有的薪酬体系，提升员工的稳 定性。第二，优化绩效考核激励，通过提升绩效考核目标的匹配度，建立畅通的 考核反馈通道来帮助假日酒店不断完善和调整自身的绩效考核，提升激励效果， 促进员工忠诚。第三，优化培训激励，通过提升人才培养激励意识、针对需求设 计培训，以及借助信息化培训来帮助酒店员工不断提升自己的需求，通过持续的 发展与突破来获得成就感，保持对酒店的忠诚。第四，优化晋升激励，通过强化 员工生涯管理、注重晋升胜任素质、采用水平晋升来帮助酒店调整和优化晋升路 径，促进员工的稳定。第五，优化精神激励，通过帮助员工获取成就感、强化情 感管理两个方面来促进员工得到来自酒店的精神激励，一方面促进员工获取成就 感，一方面柔性管理关心员工和其家人，让员工真正感受来自酒店的温暖。 西南大学工商管理硕士学位论文 II 关键词：酒店；激励；改进建议 西南大学工商管理硕士学位论文 III Abstract As a rapidly developing third industry in the 21st 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-95s 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 西南大学工商管理硕士学位论文 IV 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