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Employees' Motivation in Catering Enterprises
Lead: As a labor-intensive industry, the essence of competition in catering industry 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 paper will analyze the problems existing in the incentive mechanism of catering industry, put forward the optimization scheme, and discuss how to give full play to the enthusiasm of employees and enhance the cohesion of enterprises.

Employee motivation in catering enterprises i. theoretical basis and research status quo.

Incentive measures

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

(B) Incentive theory

This paper mainly involves the incentive theories such as demand hierarchy, 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 demands are arranged from the basic demand to the highest demand.

Herzberg'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 of employee dissatisfaction are often related to the working environment or external factors (that is, medical care factors). The so-called health factors are those factors that cause employees' dissatisfaction. Their improvement can alleviate employees' dissatisfaction, but it can't make employees feel satisfied and stimulate their enthusiasm. The so-called incentive factors are those that make employees feel satisfied. Only their improvement can satisfy employees, give them higher incentives, mobilize their enthusiasm and improve labor productivity.

Victor? Fromm's expectation theory. According to this theory, when employees expect their behavior to achieve a certain goal they yearn for, they will be motivated to work hard to achieve this goal. The size of target incentive m depends on two factors: expected value e and valence state 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 goal by the motivated person.

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

(C) the domestic catering industry incentive research

On the discussion of incentive management in catering industry, domestic researchers regard employees as the core of enterprise development, and discuss the incentive management of human resources in catering industry from the perspective of the importance of incentives to the sustainable development of catering enterprises, so as to 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 the catering industry should not only adopt diversified and dynamic incentive strategies and schemes according to the demand differences of incentive objects, but also conduct comprehensive and effective evaluation and timely feedback on the incentive process and incentive schemes.

Second, catering enterprises incentive mechanism problems

The development of catering enterprises is in full swing, which greatly promotes the rapid development of China's national economy and becomes 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 as follows:

1. Can't keep 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 not easy to recruit. Food and beverage talent shortage? News is seen on the internet, newspapers and other media. What are the employees in catering enterprises? 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 treat employees as. Economic man? Looking around, there is a lack of emotional communication with employees, and employees are motivated only by the satisfaction of material interests, ignoring the spiritual incentives for employees.

3. Inadequate employee relations management

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

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

Many catering enterprises are unwilling to increase investment in staff training, thinking that the cost of personnel training is higher than that of direct recruitment, or that the higher the skills of personnel training, the faster the brain drain, so they do not attach importance to and are unwilling to carry out personnel training, leading 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 and ignore the re-training of the elderly. 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. Absolute enterprise decision-making.

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

Third, the optimization of the incentive mechanism of catering enterprises

1. Maintain a good salary system.

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

(1) embodies fairness.

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

(2) Embody incentives

Catering enterprises are enterprises with low salary level, 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 salary, so as to make employees feel safe. Performance pay is still important, and the assessment indicators should include key indicators such as customer satisfaction and working hours. Enterprises should have clear and consistent principles when stipulating the incentive system, take unified and executable norms as the basis, and have a certain basis for the' wage gap' between positions that encourage salary, so as to be comprehensive and reasonable. In order to reduce staff turnover rate and retain core talents, enterprises can adopt some long-term incentive compensation systems such as employee stock ownership and stock option (ESO).

2. Supplementary use of spiritual motivation

Motivation is the satisfaction of employees' needs, and employees' needs are varied, so there are also various ways of motivation. Material incentives and spiritual incentives should be combined and complement each other.

(1) Work motivation

① Work goal motivation. The goal is to measure the performance of employees. 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 interests by rotating posts or enriching their posts, and try their best to let employees do their favorite jobs in their favorite posts.

③ Motivation of work completion. For some excellent 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 employees 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, because of high evaluation and respect, they have a sense of accomplishment and psychological satisfaction and realize self-realization. On the other hand, honor also means a person's possibility of getting 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 and rationally use 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 consistency? Paternalistic? Management mode of.

(4) Improve the training mechanism

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