The catering industry waiters' concept of human resource management is backward, lacking in scientificity and unfairness, and they don't pay attention to the incentive function for catering industry waiters. The catering industry generally does not sign formal labor contracts with waiters, and there is no stable employment relationship between enterprises and waiters. Waiters want to find another development, think that the salary is low, they violate the rules and regulations, the labor intensity is too high and other reasons.

waiters work hard and work long hours. Due to the nature of work, waiters work from 9: 11 a.m. to 9: 11 p.m. every day, and usually have a rest for 2 hours at noon. The working time is as long as 11 hours, of which the standing time is 6 hours. When customers eat, the waiter is always busy. On weekends and holidays, or when there is a banquet, the waiter usually has to be separated to get busy, which shows the great work intensity of the waiter.

salary management is unscientific and lacks fairness. In the investigation of the turnover of waiters in catering industry, it is found that the salary level is the most important factor that determines the turnover of waiters. The managers of catering enterprises believe that there are many talents in the market, and they are not very active in salary management. They generally take a laissez-faire attitude and rely more on empirical management. Salary refers to the sum of material and non-material support provided by enterprises to waiters, including three levels: basic salary, bonus and welfare. However, waiters in catering enterprises generally only have basic salary, even if there are bonuses, there are few, let alone welfare. Almost all catering enterprises do not provide waiters with old-age insurance and medical insurance. Salary measurement is not linked to performance, there is no difference between doing well and doing badly, it lacks fairness, and it is often punished more and awarded less according to rules and regulations, which seriously frustrates the enthusiasm of service.

career development potential is small. Services are engaged in simple manual labor, enterprises generally do not carry out vocational training, and the career of waiters is relatively short compared with other occupations. If waiters are not promoted to management, they will generally not work as waiters after pregnancy because of their age. The working hours of waiters are not long, and enterprises also consider the cost, so there is no need to make career development plans for waiters.