Introduction: As a labor-intensive industry, the essence of catering industry competition is talent competition, and human resource management has been paid more and more attention. Motivation is an important part of human resource management in catering enterprises, and it is also a core issue related to the sustainable development of catering enterprises. This article will discuss how to give full play to the enthusiasm of employees and enhance the cohesion of enterprises by analyzing the problems of the incentive mechanism in the catering industry and putting forward the optimization scheme. Motivation of employees in catering enterprises

I. Theoretical basis and research status quo

(I) Motivation

The core of management lies in people. How to stimulate and encourage employees' creativity and enthusiasm is a problem that managers must solve. Motivation is an important part of the art of employing people and a main function of managers. The concept of motivation used in enterprise management refers to using various effective methods to stimulate employees' work motivation, mobilize people's enthusiasm and creativity, and give full play to people's subjective and dynamic role to ensure the realization of organizational goals.

(II) Incentive Theory

The article mainly involves the incentive theories such as hierarchy of needs, two factors, expectation theory and fairness theory, which are used to analyze the needs of catering employees and evaluate the incentive system.

Maslow's hierarchy of needs theory. Maslow divided human needs into five different levels: physiological needs, security needs, belonging needs, respect needs and self-realization needs. These needs are arranged from basic needs to highest needs.

Hertzberg's two-factor theory. Herzberg believes that the factors that lead to employees' job satisfaction are often related to the job content and the characteristics of the job itself (that is, incentive factors); The factors that employees are dissatisfied with are often related to the working environment or external factors (that is, health care factors). The so-called health care factors are those factors that cause employees' dissatisfaction. Their improvement can relieve employees' dissatisfaction, but it can't make employees feel satisfied and stimulate their enthusiasm. The so-called incentive factors are those factors that make employees feel satisfied. Only their improvement can make employees feel satisfied, give employees a higher incentive, mobilize their enthusiasm and improve labor production efficiency.

victor? Fromm's expectation theory. According to this theory, when employees expect that their actions will reach a certain goal they yearn for, they will be motivated to try their best to achieve this goal. The magnitude of a target incentive m depends on two factors: expectation e and valence v. That is M=E? V value. Expected value e indicates the possibility of being motivated to achieve the goal; Valence v is the evaluation of the importance of the motivated person to the goal.

ADAMS' theory of fairness. Adams found through a large number of surveys that employees always consciously or unconsciously compare their own efforts with their own income with relevant personnel. According to the theory of fairness, what employees pay attention to in their work is not the absolute value of their own income, but the relative value compared with others.

(III) Research on the motivation of catering industry in China

On the discussion of the motivation management of catering industry, domestic researchers regard employees as the core of enterprise development, and discuss the motivation management of human resources in catering industry from the perspective of the importance of motivation to the sustainable development of catering enterprises, and provide some reasonable suggestions and measures for the management of modern catering enterprises, so that enterprises can better attract employees and retain talents; Some scholars analyze the incentive mechanism from the perspective of incentive effect evaluation, and put forward that catering industry incentives should not only adopt diversified and dynamic incentive strategies and schemes according to the demand differences of incentive objects, but also comprehensively and effectively evaluate and feedback the incentive process and incentive schemes in time.

second, there are problems in the incentive mechanism of catering enterprises

the development of catering enterprises is in full swing, which has greatly promoted the rapid development of China's national economy and has become the backbone of market players. However, due to the inherent management mode of catering enterprises, there are still many problems in their incentive mechanism, mainly including the following five points:

1. Unable to retain people

With the rapid development of catering enterprises, the problem of high turnover rate of waiters has gradually become prominent, and the turnover rate of some enterprises has exceeded the warning line. Waiters are hard to recruit. Food and beverage talent shortage? The news is seen in the internet, newspapers and other media. In catering enterprises, employees generally have? Part-time? Consciousness, they have no sense of belonging to the enterprise.

2. There is no comprehensive use of various incentives

Many catering business operators still regard employees as? Economic man? Looking at it, it lacks emotional communication with employees, and simply encourages employees through the satisfaction of material interests, ignoring the spiritual incentives for employees.

3. Inadequate management of employee relations

In the catering industry, there are inevitably problems of complicated employee relations and too tense interpersonal relations, which will lead to low sense of responsibility and insufficient enthusiasm for work, and the serious performance is the constant conflict between employees and management.

4. There is no systematic and continuous training mechanism matching the development strategy of catering industry

Many catering enterprises are reluctant to invest more in staff training, thinking that the cost of talent training is higher than that of direct recruitment, or that the higher the skill of talent training, the faster the brain drain, so they do not pay attention to and are unwilling to carry out talent training, which leads to the depreciation and waste of human resources. In addition, although some catering enterprises pay more attention to the training of talents, they only pay attention to the training of new people, but ignore the re-training of old people. It not only inhibits the enthusiasm and creativity of employees, but also causes a serious waste of human resources and inhibits the competitive vitality of the catering industry.

5. The absolutism of enterprise decision

At present, the decision-making and management of most catering enterprises in China are paternalistic management based on familism. The parents of catering enterprises, entrepreneurs, are autocratic and turn a deaf ear to employees' positive and reasonable suggestions, which has seriously dampened their enthusiasm for participating in management.

Third, the incentive mechanism of catering enterprises is optimized

1. Maintain a good salary system

The employees of catering enterprises have relatively low education level and generally pay more attention to material incentives. Employees will use compensation to measure their own value, and the relative wage level will also affect employees' sense of fairness. Although salary and welfare are not sufficient conditions to motivate employees, they are necessary means.

(1) Reflect fairness

When employees feel unfair to the salary system, they may take some negative countermeasures such as reducing their sense of responsibility and resigning. A fair salary system includes not only internal fairness, but also external fairness.

(2) Showing incentives

Catering enterprises are enterprises with low salary levels, so they can adopt a high and stable salary model, increase the proportion of basic salary and insurance benefits, and reduce the proportion of performance pay, so that employees can feel safe. Performance pay is still necessary, and the assessment indicators should have key indicators such as customer satisfaction and labor time. Enterprises should have clear and consistent principles when specifying the incentive system, with unified and enforceable norms as the basis, and the' wage gap' between positions of incentive compensation should have certain basis, so as to be comprehensive and reasonable. In order to reduce employee turnover rate and retain core talents, enterprises can adopt some employee stock ownership, stock options (ESO) and other long-term incentive compensation systems.

2. Supplementary use of spiritual incentives

Motivation is to meet the needs of employees, and the needs of employees are diverse, so there are also various ways to motivate. Material incentives and spiritual incentives should be combined to complement each other.

(1) Work motivation

① Work goal motivation. The goal is to measure the staff's performance. In the catering industry, managers should set service standards or put forward requirements for employees as their work goals.

② work process motivation. Managers should always instill a correct professional outlook in employees and often praise and encourage employees. In addition, employees should also be allowed to do their favorite jobs. They can find their own interests by rotating posts or enriching posts, and try their best to let employees do their favorite jobs in their favorite posts.

③ work completion motivation. For some outstanding employees, such as the sales of an innovative dish are high, or a service is praised by customers, the restaurant manager or chef can give the employee some small gifts, such as a cookbook, a new work clothes, a beautiful new kitchen utensils and so on. But it should be practical, not flashy.

(2) Honor incentive

For employees, on the one hand, they get high evaluation and respect, which leads to a sense of accomplishment and psychological satisfaction and self-realization. On the other hand, honor also means a person's possibility of getting a better income in the future, because a person's good reputation in his past work may make him get a higher impression in his current work enterprise.

(3) Establish a scientific talent selection mechanism, make proper use of internal promotion

Adhere to the principles of openness, fairness and justice, and provide equal competition opportunities for people inside and outside the enterprise, so as to attract and select real talents and gradually get rid of the consistent? Paternalistic? Management mode of.

(4) Improve the training mechanism

The training of employees should focus on the service characteristics of enterprises, and not only pay attention to the training of enterprise service knowledge, but also emphasize the training of interpersonal skills, including communication skills, conflict resolution skills and cross-cultural sensitivity. From the perspective of the long-term development of catering industry, the safety of catering industry and the cultivation of employee loyalty, the internal training of enterprises is a wise move in line with the principle of cost accounting.