The hotel industry is one of the earliest industries that opened to the outside world in China. Since 1981s, foreign capital has entered the hotel industry in China, and now the number of China hotels managed by foreign investors is quite large. Introducing the management of foreign hotel management groups is also an indispensable step in the self-growth of China hotel industry. Foreign-managed hotels refer to China hotels wholly owned by foreign investors, Sino-foreign joint ventures or wholly owned by Chinese investors and managed by foreign investors. Foreign hotel management groups are a valuable asset because of their early start, scientific management and advanced management system and mode of operation. Hotels in China are in the process of rapid growth, and need advanced ideas to guide them. Coupled with the rapid development of China's inbound tourism market, hotels managed by foreigners can better provide services for foreign tourists and make them feel friendly and secure. Therefore, many medium-and high-star hotels in China have chosen foreign hotel management groups to manage them, and hotels managed by foreigners have also achieved good operating results in China.

As one of the important symbols of China's tourism reform and opening-up, foreign-managed hotels have entered a new period of mature operation and rapid expansion from tentative development after nearly 21 years of development. These hotels have changed from focusing only on the foreign guest market to paying equal attention to domestic and international markets, from major cities to secondary cities, and from coastal areas to inland areas, and have begun to exert an all-round influence on the hotel industry in China. The reasons for the successful management of hotels by foreign investors are not only preferential policies, but also the strategy of making full use of human resources to gain competitive advantage. At present, there are several major group hotels managed by foreign parties in Chinese mainland, such as Shangri-La, Holiday, Sheraton, Marriott and Hilton. Its experience in human resource management is as follows:

First, it is more flexible and scientific in the employment system. With the support of local governments, there are basically no restrictions on the recruitment of talents for foreign-managed hotels in the international scope, and because of the implementation of the contract system, the recruitment and dismissal of personnel are more flexible. In particular, it is less affected by nepotism and the personnel arrangement is more scientific.

Secondly, foreign hotels generally attach importance to the training of employees. Almost all foreign-managed hotels have independent training departments, and some have set up special training schools or contacted relevant institutions at home and abroad to train employees, hoping to improve the quality of employees through training, thus improving the competitiveness of hotels.

thirdly, in terms of employees' treatment, foreign management hotels are slightly more generous. First of all, the wages paid to local employees are basically higher than or equal to the industry average. Secondly, it is easier to make decisions on the incentive plan for Chinese employees based on their own business performance. However, many Chinese-managed hotels often need to be approved by higher authorities because of the main reasons of investment, so it is difficult for enterprises to make independent decisions.

fourthly, the talent localization strategy has been successfully implemented. In the early 1981s, the number of foreign guests in several major hotel groups in China was as high as over 151, accounting for 11% of the total staff. In the 1991s, with the maturity of Chinese management talents, many foreign-managed hotels have successfully localized talents and become the core strategy for foreign-managed hotels to maintain their competitiveness.

Although most hotels managed by external forces have achieved strong competitiveness in Chinese mainland market due to the implementation of mature human resource management policies, there are still some problems in the actual management of human resources of hotels managed by foreign parties:

First, it is difficult to implement the salary model caused by cultural differences. Personal performance reward system is a common practice in foreign hotel industry. It is based on the effective assessment of employees' performance and realizes the system of linking salary reward with assessment results, which can mobilize employees' work enthusiasm to the maximum extent and give full play to their potential. However, most employees in China are satisfied with the current salary model linked to jobs. Because of the influence of China traditional culture, China people think that interpersonal harmony is very important, and this egalitarian distribution model can just maintain harmonious interpersonal relationship, while the individual performance payment system may destroy this harmony, so its implementation is hindered.

second, the service quality problem caused by the low quality of employees. Although the quality of hotel employees in China has been greatly improved, compared with the increasingly personalized needs of domestic and foreign guests, the quality and skills of hotel employees are far from meeting the requirements. The main reason is that employees' academic qualifications are generally low and they have not mastered the necessary skills, such as foreign languages; Moreover, due to the influence of traditional ideas, most employees have no sense of identity with their jobs, and think that they are a service industry, lacking corresponding professional ethics and professional accomplishment, which leads to unsatisfactory service attitude and skills-therefore, the quality of hotel employees needs to be improved urgently.

third, the brain drain caused by employee job-hopping. Because of the openness and flexibility of the system of employing people in foreign-managed hotels, the turnover rate of employees has been high. Although it declined in the 1991s, there is another phenomenon that is worrying, that is, the loss is mainly concentrated among middle and senior employees, especially the high proportion of college students who quit their jobs, which causes many hotel human resources departments to prefer vocational college students to college students when recruiting employees. This is undoubtedly worse for the hotel industry with low staff quality, which is a vicious circle.

fourth, it will take a long time for the real maturity of Chinese management talents. Although many Chinese management talents have rich practical experience, their decision-making ability, management ability and overall strategy need to be further improved because of their generally low education level. In particular, there is a lack of senior talents who have overseas study and work experience and have a deep understanding of eastern and western systems and cultures. Moreover, some employees "serve the foreign countries but not the domestic ones", which also brings certain obstacles to the Chinese managers to carry out their work.

5. Staff training often fails to achieve the expected results. Most employees don't take the initiative to ask for training, but only attend according to the arrangement of the hotel, which will inevitably make the training a mere formality, and it is difficult to achieve the expected results. Only by fundamentally solving the composition of the training team, the training content and the arrangement of the training plan. Meet the needs of employees for training time, content and form. In order to arouse the enthusiasm of employees to participate in training and cultivate qualified talents for hotel development.

VI. Friction in management caused by cultural differences. On the whole, the relationship between Chinese and foreign employees in foreign-managed hotels is relatively harmonious, but there are also some problems caused by cultural differences. Fortunately, foreign managers conduct cross-cultural training in international assignments, which reduces the contradictions caused by cultural differences to a low level.

The scientific human resource system theory assumes that people are born diligent, and in a normal environment where there is no restriction on the development of individual talents, people can take the initiative, be independent and stand on their own feet, and employees contain rich wisdom and innovative spirit to solve various problems faced by organizations. Under this assumption, simply speaking, the motivation for hotels to retain employees and motivate employees to the maximum extent can be summarized as: reasonable salary, promising career prospects, pleasant working atmosphere and opportunities for continuous learning and improvement. Therefore, in view of the above points, the author thinks that hotel human resources managers should pay special attention to the following aspects:

First, adopt the "personality characteristics employment method". Improper employee selection is the primary cause of employee job-hopping and staff turnover, which directly leads to the increase of hotel human resource management costs. Therefore, when selecting employees, hotels should first subdivide the vacant positions and select employees who meet their personality requirements according to their different characteristics. In addition, it is always the right choice to hire those passionate, happy and friendly employees. The Ritz-Carlton Hotel uses the high prediction method to determine job candidates. After careful selection by the "personality recruitment method", employees in each position are efficient. They not only spare no effort to satisfy customers, but also can participate in the planning of their own work areas. In the past few years, the Ritz-Carlton Hotel has reduced its staff turnover by nearly half.

2. Implant the core competence into the human resource system and completely change the traditional salary design concept. The traditional salary system can only eliminate employees' dissatisfaction, but it can't achieve the purpose of motivating employees. Therefore, salary should be linked with ability and job performance to motivate employees' work motivation. First of all, we should make clear the business strategy of the hotel. For example, the business strategy of Holiday Inn is to "increase the turnover, make the operation successful, rebuild and unify the functions, strengthen the hotel foundation, cultivate excellent corporate culture and further explore the strategic advantages". Then the personal ability discovered in the interview is certified, which proves that it contributes to the success of the hotel business strategy. Then integrate the core competence with the human resources system, and only the competence can be completely integrated into all systems. Including recruitment, training, performance appraisal, reward, leadership development, succession planning and career planning, can we achieve the greatest success. Finally, the salary system is established on the basis of ability, and the ability system is introduced into the cognitive environment of new employees to clarify the expectations of the hotel. Holiday Inn's use capacity system has successfully transformed the corporate culture of its overseas subsidiaries, and made the human resources strategy consistent with the company's strategy and salary system. Over the past five years, profits have been growing, customer satisfaction is high, and staff turnover rate is low.

third, employee career planning. Hotels should design their career development plans for each employee; In particular, there should be a clear plan for the career development of high-quality talents such as college students, so that they can see the future development direction and goals. When recruiting, we should choose college students who have potential and love hotel work, assign them to a certain department according to their personality characteristics and hobbies, and give them a period of grassroots work exercise. If they reach certain indicators and pass the evaluation, they can be promoted to a certain position. In this way, through continuous tempering and training, they will be able to create excellent management talents for the hotel. Foreign management companies can also provide some overseas training experience, and such a career development plan will certainly be welcomed by college students. For example, American Holiday Group set up Holiday Inn University in Memphis, where the managers of Holiday Group have to study for two to five weeks. Sheraton Group has five training centers in three continents around the world to train middle and senior managers. Such training will help to retain and motivate talents.

fourth, cross-training. Cross-training is a training method for employees to meet the needs of more than one job by receiving additional service skills training, which has been regarded by more and more western hotels as an important means to maintain the quality advantage of personnel and improve service quality and competitiveness. The implementation of cross-training will help the hotel to control costs more effectively, and make up for the job vacancy in the hotel in time when the business volume suddenly increases during the tourist season or employees get sick, take vacations and customers' extra demand. At the same time, it can also reduce the job-hopping rate of employees. Because on the one hand, employees like the challenges brought by training, which reduces the boredom caused by repeating the same work for a long time and increases the freshness. On the other hand, employees are multi-skilled and the efficiency is greatly improved, thus saving labor capital and rising wages. After adopting the cross-training management mode, marriott Hotel Group has implemented a large-scale downsizing policy, reduced 31% of management positions, reduced the investment cost of human resources, increased the annual net income by $1 billion, and optimized the staff size. After the implementation of cross-training in Westin Hotel, the high-quality staff and excellent service have been confirmed by the customer's feedback: 82% of the guests have plans to stay in Westin again, and 87% of the guests are ready to recommend Westin to others, which undoubtedly verifies the feasibility and efficiency of cross-training