1, the state-owned hotels, unclear rights and responsibilities, the hotel legal person on behalf of the state-owned hotels operating state-owned assets, the state-owned hotels are responsible for. In practice, the operation of state-owned hotels are often appointed by higher government departments. The state-owned hotel operation is not directly related to the operator, and its evaluation system is not perfect and specific enough. The operators of state-owned hotels need to report to higher authorities when making decisions, such as appointing managers and remodeling state-owned hotels. Approval. State-owned hotel operators only enjoy a certain degree of enterprise measurement of the right to control the balance, but not enjoy the state-owned hotel enterprise residual claim right, the effective operation of state-owned hotels is not enough incentives, it is easy to form a vicious circle, which is also the main reason for the low efficiency of state-owned hotels. State-owned hotel departments have to look at the predetermined task indicators, poor communication between departments, as long as their own departments can complete the task regardless of other departments, "it's not about themselves, hanging high", which seriously affects the overall development of state-owned hotels.

2, state-owned hotels in the development of an important problem is the seriousness of the rule of man, corporate talent selection is mainly by the managers, the development of staff space as well as promotion opportunities are less. The seniority of the promotion method leads to some excellent talent can not see promotion opportunities and development space, and have to choose to jump to seek better development, which makes the state-owned hotels lost a lot of excellent talent, seriously affecting the development of state-owned hotels. In addition, the state-owned hotel goods management is more live system, its daily inventory has a big loophole, some managers take the opportunity and use their positions to seek personal interests, which increases the operating costs of state-owned hotels affect the healthy development of state-owned enterprises.

3, China's state-owned hotel staff incentives are mainly to pay raises and commission and other material, political incentives mainly for some of the more outstanding employees just send some bonuses, did not really take into account the needs of state-owned hotel staff and management incentives are not effective. State-owned hotel employees and managers choose state-owned hotel is more to realize the value of life career goals. China's existing incentive system of state-owned hotels too dry focus on the form of intense approach to a single, did not take into account the state-owned hotel managers on the pursuit of social value and moral value.

4, state-owned hotels pay too much attention to room income, catering and entertainment programs are relatively weak in the market share is low, which also directly reduces the state-owned hotel market competitiveness. Secondly, the hotel industry as a high work intensity, heavy workload service industry employees work more overtime, and state-owned hotels after the retirement of the formal staff of the welfare benefits are better, but also increased the burden of state-owned hotels. Once again, the state-owned hotel employees with lower professional skills, most of the early employees are assigned to the education is not high, there are some employees are to relations through the back door into the nepotism is more serious business level is low, to a certain extent, pulling down the overall level of state-owned hotel employees.