【作者】 王欢；

【导师】 连燕玲；

【作者基本信息】 华东师范大学 ， 工商管理硕士（专业学位）， 2022， 硕士

【摘要】 近些年来,酒店行业发展迅速。可谓百家争鸣,百家齐放。但与此同时,各种各样的经营问题也不断暴露出来,尤其是大多数酒店都面临着非常严重的人员流失问题。适当的员工流失会对企业的经营起到积极的作用,有效的焕新血液,提升运营。但当员工流失问题过高时则对酒店的健康运营产生了非常严重的影响。酒店行业日趋严重的流失问题不但给实际经营造成非常负面的影响且一直困扰着管理层。人才竞争趋于复杂成为非常棘手的问题之一。尤其是越来越多的新生代员工已经开始在各行各业中处于中坚力量,如何解决新生代员工的流失问题已经成为了各大企业的当务之急。个性张扬的90后员工流失问题成为企业的管理之难。本文将以A酒店作为研究对象,A酒店初建于2018年,且A酒店隶属于集团公司,首家分店初建于2007年,现已有7家连锁分店。但发展至今,尤其是新生代(本文将出生在1990后的企业在职员工)流失问题一直阻碍公司良好运营。酒店发展四年多,现有员工约为200人。四年下来每年的新生代员工流失率平均在35%,甚至高达45%。深刻探究其中的问题所在,且通过不同的研究方法,访谈法和问卷调查法不断探究其问题所在,通过对A酒店新生代员工进行深入的研究和分析,发现目前A酒店新生代员工的流失是由社会期待、疫情爆发、上下级代际冲突、薪酬福利、职业发展前景模糊、个人归属感不强以及单一招聘渠道的因素造成的。提出相应的解决方案。以发现的原因为基础,找到相应的解决方案。具体如下:1,加强心理预设正视社会期待。2,做好应对疫情突发的应急措施。3,通过有效沟通机制削弱上下级沟通。4,建立公平合理且有竞争力的薪酬福利制度。5,健全职业发展通道。6,提升个人归属感增强企业凝聚力。7,拓宽招聘渠道,提升招聘质量。本文希望能通过以上优化策略,降低A酒店的新生代员工流失率,提高稳定性,助于公司的稳健发展并对同行业起到参考作用。更多还原

【Abstract】 In recent years,the hotel industry has developed rapidly.But at the same time,a variety of operational problems are also constantly exposed,in particular,most hotels are facing a very serious attrition problem.Proper employee turnover will play a positive role in the operation of the enterprise,effectively refresh the blood and improve the operation.But when the staff turnover rate is too high,it has a very serious impact on the healthy operation of the hotel.The increasingly serious loss of the hotel industry not only has a very negative impact on the actual operation and has been bothering the management.The complexity of talent competition has become one of the most intractable problems.Especially,more and more new generation of employees have begun to be in the backbone of all walks of life.How to solve the problem of the loss of new generation of employees has become a top priority for major enterprises.The problem of employee turnover of the post-90 s with conspicuous personality has become the difficulty of enterprise management.This paper will take A hotel as the research object,deeply explore the problems,and continue to explore the problems through different research methods,interviews and questionnaires,hoping to find out the problems and causes through in-depth research and analysis of the new generation of employees in A hotel.A Hotel was first built in 2018,and A hotel belongs to the Group company.The first branch was built in 2007,and now there are 7chain branches.However,up to now,especially the loss of the new generation(in this paper,employees born after 1990)has always been the first problem of the enterprise.This paper focuses on the analysis of A hotel.The hotel has been developing for more than four years and has about 200 employees.Over the course of three years,the annual turnover rate of the new generation is 35% on average and even 45%.Therefore,this paper will conduct research and analysis on the turnover of the new generation of employees in A hotel,find out its causes,and conduct in-depth analysis to find its root causes,and design targeted optimization schemes for the problems.Through the specific analysis of the new generation of employees,find their problems,and put forward relevant countermeasures,in order to better solve the problem of staff turnover,so as to improve the overall operation of the hotel.Through investigation and analysis,the main loss problems of the new generation in A hotel focus on organizational identity,salary and welfare,personal career development,social recognition,personal recognition and other aspects.In order to find the corresponding solutions and better optimization measures.更多还原