the key for catering enterprises to retain their employees and cultivate their sense of belonging lies in the environment and space provided by catering enterprises. The correct analysis of workers' demands and expectations for themselves and catering enterprises is the key to the right medicine. In fact, the needs and expectations of employees can be simply summarized into two types of income, one is economic income; The second is psychological income (that is, the conclusion of spiritual contract).

Economic income refers to employees' remuneration, but this remuneration does not only refer to external remuneration such as wages, bonuses, various allowances and benefits paid to employees by catering enterprises; It also includes job security, identity marks, giving employees more challenging work, promotion, recognition of outstanding work achievements, training opportunities, flexible working hours and superior office conditions and other inherent rewards.

The psychological income of employees refers to employees' personal psychological feelings about catering enterprises and their work itself, and this implicit contract actually makes employees pay more attention. Although people exist to pursue a better material life and earn more money, they work more for the value of life. They hope to exert their potential through work, prove their value, and reflect their value in every success, and are eager to get more fun and enjoyment in their work, not just making money. Therefore, while meeting the needs of employees' economic income, we should also meet the psychological income such as respect, friendship, care, personal value, learning opportunities and development space that employees feel during their work.

1. Attractive treatment

Although some employees do not consider treatment, for catering enterprises, they can provide considerable treatment and benefits, which can enhance their confidence in catering enterprises and their material satisfaction. This can also minimize the occurrence of employees leaving the company because of salary dissatisfaction; Although money is not everything, you can't do anything without it. The old saying is vulgar but true

Second, conclude a spiritual contract with employees

Usually, when employees sign contracts with enterprises, they will also sign a spiritual contract with enterprises in their own hearts. This contract is buried in the hearts of employees, and it is an invisible contract between employees and catering enterprises. But it is not invisible and unmanageable.

The conclusion of psychological contract begins with recruitment. At present, many catering enterprises conceal the real situation of catering enterprises and the specific tasks of their positions in recruitment, which leads to unreasonable psychological contracts among employees. Therefore, in order to retain employees, we should provide them with real jobs in the recruitment process, so that they can have a comprehensive understanding of the positive and negative information in the work.

Secondly, we should track the psychological changes of employees and manage psychological contracts in a timely manner. At work, employees will take the initiative to find some comparison procedures to make judgments and rulings on themselves. In this process, he may think that he has been treated unfairly by the organization. So at this time, we should pay attention to the psychological changes of employees, strengthen communication and exchange with employees, and eliminate the misunderstanding information of psychological contract.

Thirdly, implement humanized management at work. That is, respect employees' ideas and opinions, and rely on democratic management to stimulate the inherent potential of each employee. Finally, if the psychological contract is violated, correct and reasonable attribution should be made.

Third, the successful design of employees' career

Everyone will consider their position and value in catering enterprises. Pay more attention to their future value promotion and development in catering enterprises. Therefore, it is an important means for catering enterprises to enhance their charm and attract talents by providing opportunities to help employees enhance the above capabilities. Many catering enterprises have incorporated employee career development planning and design into the important human resource management system, which shows its importance.

helping employees to design and plan their career reasonably can not only make employees clear about their current job responsibilities, but also make employees clearly see their future and career path in the enterprise, which is self-evident.

IV. Environment suitable for growth

Apart from salary, one of the reasons why employees leave their jobs is that the professional environment provided by catering enterprises is unsatisfactory. The environment here includes the following points:

1. Team atmosphere

If it is difficult for employees to form a good working atmosphere and a positive value system in the team, it is easy for employees to feel isolated and depressed because of this working atmosphere outside the communication circle.

2. Communication environment

There is a proverb in Mengniu enterprise: "98% of contradictions are misunderstandings". The misunderstanding is caused by poor communication or lack of communication. Whether it is communication between teams, between employees or between superiors and subordinates, it is very important in the cultural construction and work efficiency of catering enterprises. A good communication environment can reduce misunderstandings, create a harmonious employee atmosphere, improve work efficiency, and more importantly, bring employees a pleasant working mood. Therefore, creating a good communication environment for enterprises is very positive for cultural construction, employee management and production management.

3. Training environment

Practical experience in different positions may improve employees' technical or business ability, but it is not a substitute for training. Excellent training can better help employees realize their career planning and improve their level in management, catering corporate culture and many other aspects. More importantly, an excellent training environment can better eliminate the bad emotions in employees' spiritual contract, and at the same time, let employees more clearly understand and adhere to the development vision of catering enterprises.

4. Working environment

Never ignore such a hardware environment. A good working environment can not only make employees feel safe and comfortable, but also greatly improve their work efficiency and alleviate the interference of hardware factors on their work emotions.

5. Establish an active organization

An active organization is also easy to cultivate active employees, which will make employees more active, have a sense of ownership, and have the ability and desire to work hard for organizational goals, so as to enhance employees' awareness of self-worth and the loyalty of the most catering enterprises. Active organization is actually a chemical reaction to the team under the influence of catering enterprise culture and catering enterprise management system < P > V. Establishing a benign evaluation system to promote employees' promotion and competition < P > First of all, we must recognize that the evaluation system is not an end in itself, but must help to actively strengthen employees. A good evaluation system will help to form a healthy competitive atmosphere and everyone's positive work passion, help catering enterprises to identify outstanding talents and eliminate employees who are not suitable for their posts, and also enable those employees who really want to realize their self-worth in catering enterprises to get a fair and equitable system guarantee. Therefore, the successful introduction of performance appraisal system is the key to establish a benign appraisal system.

it is not easy to retain the employees needed by catering enterprises and cultivate their sense of belonging. Even a successful brand catering enterprise, its catering enterprise culture and policies have been widely known and regarded as a model benchmark, which may not be suitable for all employees. Therefore, most catering enterprises focus on the management of core employees and cultivate their sense of belonging. However, the suitability of the mechanism system greatly affects the employees' stay. Excluding some personal force majeure factors, in fact, most of the reasons for leaving are the above two income problems.