Analysis paper on performance-based salary management in high-star hotels
Abstract: Performance-based salary is the development trend of human resource salary management at present. If individual performance-based salary can be effectively combined with group management objectives in high-star hotels in China, employees at all levels of the hotel can care about individual work performance, improve and promote the healthy and benign development of the hotel industry and reduce the brain drain rate. Based on the study of the internal reasons that affect the staff turnover and management brain drain in high-star tourist hotels, this paper analyzes the current situation of the salary system of some high-star tourist hotels in China, and puts forward the current situation, existing problems and solutions of the salary system in high-star tourist hotels in China.
Keywords: high star rating; Hotel; Performance; Salary; Problems; Countermeasures
In recent years, China's tourist hotels have shown the development momentum of rapid growth, characteristics, diversification, internationalization and collectivization, among which the number and scale of high-star hotels have entered a mature stage. However, with the promulgation of "eight regulations" and "six prohibitions", the supply of high-star hotel industry exceeds demand, and it is necessary to re-study the market, ensure the quality and stabilize the personnel structure after the pain. How to construct an objective and reasonable salary management system and achieve the rational use of hotel staff's target resources has become an urgent problem in China's hotel industry.
1. Analysis of salary status quo of high-star tourist hotels
(1) Salary structure status quo of high-star tourist hotels
According to research, at present, the labor remuneration paid to employees in most hotels in China is limited to a "salary package", that is, cash income such as salary bonus, bonus, incentive salary, various allowances, subsidies, salary promotion or position promotion, and various items stipulated by law.
(II) Status quo of salary standard of high-star tourist hotels
At present, the number of employees in high-star hotels in China accounts for about 56% of the total number of employees in the industry. Through the salary survey of employees in some four-and five-star hotels in China in 2115, the following data are obtained: 1. Comparison of salary standards: (see Table 1)2. Satisfaction survey: Through the survey on the existing salary structure, salary and welfare satisfaction of employees in some high-star hotels in China, the results are as follows: (1)32.7% employees think they are satisfied with their salary; 57.1% employees think that they are not satisfied; (2)57.1% employees think that the salary in the hotel is lower than the average level of other similar industries; (3)42.9% people think that the salary system is unfair and does not fully reflect the principle of distribution according to work; (4)31.6% people think that the salary system of hotels is not perfect; (5)36.7% people think that the current salary and benefits are acceptable, and 53.1% people think that there is still a certain distance from self-goal.
Second, the analysis of the main problems existing in the salary management system of tourist star-rated hotels
(1) The salary is obviously "off-file", and the job classification lacks dynamic adjustment
Take the average data obtained from the salary survey of five-star hotels as an example: the average monthly salary of top managers (such as department directors) is 11.24 times that of grassroots (such as front-line employees); The management level is ` 3.4 times that of middle-level managers (such as small department managers) and 4 times or more that of senior professionals. To sum up, there is a big gap between the grass-roots salary and the management salary in various high-star hotels, and there is also an obvious gap between the management salaries at various sub-levels and there is an obvious "broken file". At the same time, the salary bandwidth in the market of managers and above is obvious, and the salary bandwidth in the market below senior professionals is relatively narrow, and the salary growth rate of managers is obviously higher than that of grassroots.
(2) The salary structure is not reasonable enough, and the welfare solution is single
The salary system structure of most hotels in China can't distinguish the categories of assessment and performance pay in essence, so they are combined into one. The assessment salary standard is general, and it is not determined in detail according to the post characteristics. The salary ratio cannot reflect the post characteristics, and the basic salary accounts for 61-71% of the total salary, and the performance salary ratio that plays an incentive role is low.
(3) The overall design and implementation of the salary system is lack of incentives
In the salary system design of domestic high-star hotels, the wage gap of grass-roots employees is too small, and the wage gap of most first-line basic positions ranges from 51 yuan to 11-21 yuan; The salary of employees in each position is not really linked to performance appraisal. In the process of implementation, the increase of salary grade depends largely on seniority and seniority, ignoring the ability of employees to truly master knowledge and skills; Most hotels have too much artificial trace in the determination and assessment of incentive salary. Therefore, in the design of salary structure, the correlation between salary level and performance level is not high or even directly related.
third, the countermeasure analysis of performance-based salary management system in tourist star hotels
At present, it is an important measure for managers of high-star hotels in China to solve the serious staff turnover and improve the overall management level of hotels. A scientific and effective salary management system should start with performance reform and dynamically combine performance management with salary system.
(I) Establishing the goal of performance-based salary management system
The goal of performance-based salary management system should be set by setting scientific and reasonable goals for enterprises, managers and employees. Through performance appraisal, individuals and departments can define their own responsibilities, encourage high-performance employees and departments to continue their efforts, and urge low-performance employees and departments to improve their working conditions; Through performance feedback, the enterprise will reach a * * * understanding with managers and employees on the new performance goals, and promote the completion of the goals.
(II) Follow the design principles of performance-based salary management system
The design of performance-based salary management system should follow the principles of strategic orientation, economy, reflecting employee value, and incentive function. Reflect the requirements of the hotel's long-term development strategy, fully consider the horizontal and vertical consistency of all levels and positions, reflect the value factors of employees, and coordinate and unify the self-realization of employees with the development of enterprises. Based on the characteristics of the hotel's own development stage, with the positive and negative ratio of hotel salary input and incentive results as a reference, the salary is designed according to the working characteristics of various departments and posts, and the proportional relationship between standard salary, incentive salary and welfare is reasonably calculated and designed to maximize the incentive effect of salary payment.
(3) Design a comprehensive performance-based salary management system project
The performance-based salary management system project should include: based on the workload of hotel employees and the stability of technical design; Floating wages and salaries such as timing, piece-rate wages and commissions, profit sharing, etc., which are linked to employees' monthly assessment results and business benefits; The bonus and salary of monthly, quarterly and year-end incentive remuneration designed by the employee's excess labor or labor performance and income increase and expenditure reduction; To compensate employees for special or extra labor consumption and allowances paid to employees for other special reasons; Share-based compensation that encourages employees to hold long-term stocks and options of the company; In view of the low salary of hotels and the limited room for improvement, the differentiated welfare salary is designed in terms of survivability, supportability, basic welfare of facilities, working hours and other auxiliary benefits.
(4) Ensuring the systematic implementation of the performance-based salary management system
The implementation of the performance-based salary management system should be systematic and planned, which cannot be achieved overnight. Its step-by-step implementation links are:
1. Formulating job descriptions
To design and form job descriptions, job analysis should be carried out first, which can provide valuable basic information for performance-based salary assessment data. Job analysis is generally led by the top management decision-making level of the hotel, represented by professionals in various functional departments, taking jobs and positions as the object. By analyzing the characteristics of jobs and positions, information such as the general situation, job overview, job responsibilities, internal and external relations, working conditions and necessary qualifications of each position and position is formulated, and a concise and systematic job description is formed. In the process of performance appraisal, fully evaluate according to the job description items to avoid artificial or subjective appraisal.
2. Assessing job grades
In order to ensure the flexibility and relative stability of the salary system and avoid the unbalanced psychology of employees caused by changes in the salary level of positions and posts, the method of introducing job clusters in hotels is to divide job clusters according to the similarity of job nature according to different types of jobs in hotels and the qualification requirements required for holding posts, score jobs in each job cluster, divide several levels according to the scores, and establish a job cluster platform. The establishment of job groups not only enhances the flexibility, stability and fairness of the salary system, but also enhances the competitiveness of the external market, which can effectively reduce the workload of hotels in the implementation stage of performance-based salary and save the time and cost of hotel human resource management.
3. Implementation of performance appraisal
Performance appraisal should be closely combined with job evaluation. Under the supervision of human resources department, the hotel should be assessed internally by various functional departments. Each department should design accurate and fair performance appraisal indicators according to the content of its job description and the division of job clusters, so as to ensure the promotion and implementation. The systematic implementation of performance appraisal on employees' work efficiency and performance pay. Performance-based salary is the development trend of salary management in human resource management at present, and it is also an important means to realize the effective combination of individual and group business objectives in high-star hotels in China. In the process of implementing performance-based salary management, hotels pay attention to building supportive corporate culture, implementing and strengthening the training of examiners, maintaining the dynamic revision and improvement of performance management system, and democratic supervision of employees. It can effectively combine the personal development goals of hotel employees at all levels with the hotel management goals, and promote the high-star hotels in China to calmly get out of the painful period of brain drain and realize their healthy and benign development. ;