please analyze the following research report. It's helpful for you to write this paper ~ ~

Preface to Chapter 1

Chapter 2 Current Situation of High Turnover Rate of Hotel Employees in China

Chapter 3 Reasons for High Turnover Rate of Hotel Employees

3.1 Reasons for Hotel Employees

3.2 Reasons for Employees themselves

3.3 Market reasons

3.4 Social conditions that determine employees' job-hopping motivation < Impact

4.1 The loss of staff will affect the service quality of the hotel

4.2 The high staff turnover rate will increase the cost of human resources in the hotel

4.3 The high staff turnover will also cause the staff of the hotel to be unstable and distracted. It is difficult to manage

4.4 The loss of employees may damage the hotel business

4.5 The loss of employees will greatly affect the morale

Chapter V Analysis of measures to reduce the high turnover rate of employees in China hotel industry

5.1 Establish a people-oriented management idea

5.2 Accelerate the development and management of hotel human resources, Improve the overall quality of employees

5.3 Improve the welfare treatment of hotels and improve the bonus distribution system

5.4 Establish the entrepreneurial spirit of hotels, cultivate corporate culture, and create a sense of belonging for employees

5.5 Pay attention to career management

5.6 Hotels should improve the age structure of employees

5.7 Make full use of people's duties and talents

Chapter VI Conclusion

Abstract: Among these resources, human resources are the most important resources and wealth of hotel enterprises. However, at present, the development of human resources in China hotel industry is not ideal, and the main reason is the high turnover rate of employees. The main reasons are the reasons existing in hotels; There are also reasons for employees themselves; There are also market reasons; Of course, there are also social conditions that determine the motivation of employees to change jobs. These reasons have a serious impact on the hotel industry, which will lead to a decline in the service quality of the hotel; Raise the cost of human resources; Make the hotel staff unstable; Greatly affect staff morale; Damage the hotel business.

therefore, this paper analyzes these reasons and their impacts, and gives several suggestions.

Keywords: China hotel industry; Human resources; Staff turnover rate

Preface to Chapter 1

I have been investigating in the human resources department of a hotel for about 2 weeks. During the investigation, I found that the staff turnover rate of the hotel has been very high, and employees submit their resignations almost every few days. Every week, the hotel recruits new employees from the talent market in Xiamen. Therefore, I would like to make an in-depth study of the current human resources development in China hotel industry.

If any hotel wants to stand on the society and develop, it must have resources to maintain its business activities: human resources, material resources, financial resources, information resources and intangible credit resources unique to the service industry. Among all kinds of resources used by hotels, human resources are the most important. It can be said that the use and management of human resources are the most important business management activities of hotels.

However, the development of human resources in China hotel industry is not ideal at present. The main reason is that the staff turnover rate is too high, which leads to the inefficient use of resources such as financial resources, material resources and information, and it is difficult to effectively guarantee the service quality and commodity quality. The high turnover rate of employees has always been a difficult problem for all enterprise managers, and now this problem has been highly valued by hotel management. How to solve the problem of high employee turnover rate has become the most urgent problem at present.

In this regard, based on what I have seen and heard during the investigation, this paper will take the human resources departments of several hotels visited as examples, and refer to the successful experience of international brand hotels on this issue, so as to give my humble opinion on the reasons for the high employee turnover rate in China hotel industry, its impact and how to solve it.

Chapter II Current Situation of High Employee Turnover in China Hotel Industry

As a labor-intensive industry, it is normal for hotels to have a higher employee turnover rate than other industries. From the perspective of the whole society, the flow of hotel employees is conducive to the rational allocation of human resources, thus improving the efficiency of the use of human resources.

From the hotel's point of view, moderate personnel flow can optimize the internal personnel structure of the hotel and make the hotel full of vitality. Appropriate personnel flow can inject new vitality into enterprises and bring new business ideas. However, the high turnover rate of employees will increase the management cost of human resources, which is not conducive to the formation of corporate cohesion and corporate culture.

The turnover rate of some internationally famous brand hotels is between 11% and 15%. According to the survey of some star-rated hotels in 23 cities in China by china tourism association Human Resources Development and Training Center, the turnover rate of hotel employees in recent five years was 25.64%, 23.92%, 24.2%, 22.56% and 23.41% respectively, with an average turnover rate as high as 23.95%. According to another statistic, the average turnover rate of hotel staff in Beijing, Shanghai, Guangdong and other regions is around 31%, and some hotels even reach 45%. Among them, the turnover rate of highly educated talents is the highest. This survey also mentioned that the turnover rate of tourism graduates from a university in Shanghai was as high as 51% in the first year when they were assigned to hotels, and only 21% of them remained in the hotel industry after three years. There are 111 hotels in Hangzhou that have recruited 168 college students in the past three years, and at present, they have lost 111 students, with a turnover rate of 66%. 81 of them left in less than 1 years.

in several hotels I visited, I found that the staff turnover rate in each hotel is too high to varying degrees, and the most serious is some three-star hotels, most of which are domestic-funded enterprises, lacking a sound management system, which has caused the phenomenon of staff turnover almost every day and recruiting a group of employees almost every week. As international hotel brand groups, Hilton and Ramada, although not as serious as the above, also have this phenomenon to varying degrees. The concierge manager of Nanjing Jinling Hotel told me that almost every month they have to leave a group of people, sometimes 2-3, and sometimes there are more than 11 people.

The reasons for the high employee turnover rate will be analyzed in depth below.

Chapter III Reasons for the High Turnover Rate of Hotel Employees

There are many reasons for the high turnover rate of hotel employees in China, including hotel reasons, such as the salary and welfare of employees, the internal management system of the hotel, the unsmooth communication channels, the unharmonious working environment, the lack of planning for talent growth, and the poor image of the hotel.

There are also reasons for employees, such as high expectations for hotels, being influenced by traditional concepts, and the value orientation of enterprises is different from their own.

of course, there are market reasons and social reasons that affect employees' job-hopping motivation.

In detail, there are mainly the following points:

3.1 Reasons for hotels

3.1.1 Low salary and welfare benefits for employees

Welfare benefits are the most basic conditions to meet employees' job requirements and arouse their enthusiasm for work. Hotels should first meet the physiological and survival needs of employees, and care for and meet the needs of employees in clothing, food, housing and transportation.

Compared with other industries, the salary of the hotel industry belongs to the lower-middle level. Because of its low threshold, people can engage in the hotel industry without a high degree, so the basic salary level is about the same as that of 811 yuan. In foreign-funded enterprises, it's okay. Generally, the basic salary of a department head in a domestic-funded enterprise will not be higher than 2,111 yuan.

In the case of low wages, many hotels do not arrange accommodation except working meals for employees, which makes many foreign employees have to pay their own rent, and some have to move because of the great difference between expenditure and income.

At the same time, the wage difference between temporary workers and regular employees in some hotels is too large, which also causes some staff turnover. It is understood that the monthly basic salary of temporary workers is less than RMB in 411 yuan.

I have investigated the human resources department of Ramada Changsheng Hotel in Xiamen, and I have a better understanding of the basic salary of this hotel. I have also visited other hotels in Xiamen, and found that the basic salary of ordinary hotel employees is less than that of 811 yuan, which is a low level in all walks of life in Xiamen.

3.1.2 Hotel's internal management system is not perfect

The so-called internal management system here is mainly aimed at the performance appraisal and promotion appraisal of hotel management personnel. Assessing whether the promotion is fair or not will have an impact on the enthusiasm of employees. For example, if employees with poor performance in the past who have not contributed to the hotel are promoted to higher or more important positions, this will arouse the resentment of employees with good performance and dampen the enthusiasm of the employees.

Most employees in the hotel industry come from other places (provinces). They have no relatives or friends in the local area, so there is no so-called "relationship". If the hotel gives priority to employees with "relationship" every time it selects outstanding employees, it will also cause the anger of other employees. Some employees can only be patient for the time being when there are few employment opportunities, and then leave the hotel when they have a good unit; Another part of employees may immediately re-choose their jobs.

In May this year, I visited the Hilton Nanjing International Hotel through friends, and asked several familiar employees. They all had this kind of mentality to varying degrees. Colleagues who came in together often took time off from work, but because they were the family members of a certain manager, their promotion speed was particularly fast, and their work was easier than others, but their pay was higher than others. This makes other employees feel very uncomfortable.

3.1.3 communication channels are not smooth

leaders and employees lack communication, which leads to tension between employees, mutual suspicion between superiors and subordinates and colleagues, and the sense of resistance caused by excessive competition is prominent. The concept of "teaching disciples and starving teachers" has been strengthened, while team spirit and sense of cooperation have been weakened. When encountering problems, they first push their own responsibilities cleanly, and even shirk and blame each other in front of guests. Staff attrition makes the hotel in an unstable state, and employees are in a state of panic, and they are on tenterhooks all day, and they have not focused on serving their guests.

many hotels place too much emphasis on individual obedience to the organization, regardless of employees' personal needs. The outstanding performance is that the boss ignores the employees' personality, hobbies and interests, does not know enough about the employees' psychological activities, does not analyze them, and simply engages in them, thus causing some employees to be inefficient, which in turn is subject to disciplinary criticism or economic punishment. In fact, everyone has his own complex feelings and emotions. An employee will have a good working attitude, mental outlook and attitude towards guests only when he is in good mental state, stable psychological factors and optimistic emotional attitude.

3.1.4 managers lack the planning of talent growth

Many hotel enterprises in China lack the long-term concept of talent planning and the correct design and analysis of the required staff positions. Although some hotel enterprises recruit some highly educated talents through various job fairs every year, they have no clear training and use goals for these highly educated talents, and they hold the idea of "seeing after using", and the result is either "high consumption of talents", and the recruited highly educated talents cannot play their due role; Or the phenomenon of "recruiting in, not staying" caused by improper use.

3.1.5 The working environment of the hotel is unsatisfactory

In the departments (such as finance department and front office department) where the working environment is comfortable and safe, the staff turnover is relatively small. However, in departments with harsh working environment and heavy tension (such as catering department and housekeeping department), the employee turnover is relatively large.

among the hotels I visited, the catering department and housekeeping department have the highest turnover rate, because their salaries are lower than those of other departments, and even if they are similar, the workload they do is heavier than those of other departments. Especially in the catering department, when there are large-scale activities such as wedding banquets, they often have to work overtime from morning till night. Similarly, the finance department will set up a cashier's office in the restaurant. The cashier's work intensity is far lower than theirs, but the salary is about twice that of the catering department.

3.1.6 Hotel's own image

The quality of the hotel's own image is also one of the factors that employees consider when choosing a job. Staff turnover generally tends to hotels with good image, while hotels with poor image have relatively large staff turnover. Like some internationally renowned brand hotels, their image is far better than that of large and medium-sized hotels in China, and their turnover rate is much smaller than that of large and medium-sized hotels in China.

3.2 reasons of employees themselves

3.2.1 reasons of traditional ideas

Influenced by traditional ideas, some employees think that their service work is inferior, so they will try their best to work in other industries once they have the opportunity. In addition, hotel work is often understood as a youthful occupation, and it is generally believed that hotel waiters will be eliminated naturally when they reach a certain age. Under the domination of this concept, hotel employees, especially those who are older, find it difficult to work with peace of mind. Coupled with the boredom of the unchanging service work, they have a certain psychological imbalance in the high consumption of the clients, which leads to some excellent young waiters seeking other jobs when they have just had some experience.

3.2.2 The value orientation of enterprises and employees is different

Because work experience is highly valued in the hotel industry, hotels will arrange employees with no or less work experience in the most basic positions. Most of these newly recruited employees are college students, college students and even graduate students. They have suddenly transformed from "the favorite of the ivory tower" to ordinary service personnel, and many people cannot bear the huge psychological gap; In addition, the hotel lacks necessary communication with these people, and only pursues the introduction of high education, ignoring their career planning and design, which leads to the brain drain of high-quality talents.

3.2.3 Other reasons

Some employees may make the decision to quit for personal reasons other than work. For example, some female employees may give up their current jobs in order to take better care of their families after marriage; Hotel work is hard, and some people will quit the hotel industry for physical reasons.

3.3 Market reasons

Hotels have mushroomed, and middle and senior managers with certain management experience and engineers and technicians familiar with hotel equipment are the most scarce talents. This has intensified the "mutual digging corner" in the industry and also led to a certain degree of brain drain. The fierce competition among hotel enterprises will certainly promote outstanding talents to "choose wood and live".

Man struggles upwards, but water flows downwards. Similarly, they are all four-star hotels. The salary level of Ramada Changsha Grand Wine Shop in Xiamen is not high among its peers, while the salary of the best western Beijing-Fujian Center Hotel in Xiamen is the highest in the hotel industry in Xiamen. During my research, I heard many employees talk privately that they would go to work in Beijing and Fujian if they had the opportunity, because the treatment there was good. However, in Nanjing Jinling Hotel, this phenomenon is much less, and the great reason is that the welfare treatment of Nanjing Jinling Hotel is in the leading position among peers in Nanjing.

3.4 Social conditions affecting employees' job-hopping motivation

3.4.1 Changes in social values

With the development and progress of modern society, people's social values are also changing. Under the planned economy system, planning is the only means to adjust the labor force. So many employees are single-minded in an enterprise.