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    来源: www.workforlgbt.org 发布时间:2020-03-05 论文字数:44211字
    论文编号: sb2020030422220929763 论文语言:English 论文类型:硕士毕业论文

    Chapter I   Introduction

    1.1 Research Background and Research Significance
    Currently, it seems that middle-end hotels have become a hot topic of China's hotel industry. Previously, most of the hotels developed by land agents went for the several positions  of  being  five-star  and  high-end,  meanwhile,  budget  hotels  such  as  Home Inn,  Hanting  Hotels  and  Nine  Days  Hotel  was  in  full  swing,  especially  for  budget chain hotels, whose operations was soaring at the time, the returns of investment of which  could  basically  reach  what  was  expected;  however,  with  the  rise  of  property management fees, budget hotels at most sections do not make profits, not to mention high-level hotels. Under the circumstance of domestic market being crazily occupied by  the  internationally  high-level  hotel  brands  which  operates  their  businesses  at  a high cost, many of them now have the situation of running behind their expenses, and they cannot survive unless being constantly invested by the investor. Under the slump of  the  big  domestic  climate,  many  investors  tend  to  think  in  reason  and  they  no longer  invest  in  high-level  hotels  blindly.  Brands  that  have  entered  the  field  of middle-end  hotels  include  hotel  brands  such  as  All  Seasons,  Mehood,  Yitel,  Atour Hotel, STARWAY Hotel and Coffetel. 
    In  the  current  stage  at  which  hotel  service  and  management  are  increasingly becoming homogenized, if one wants to remain invincible and highlight the features of  his  services  and  products,  the  most  important  thing  is  to  start  from  human resources, for that the core of all kinds of resources in a hotel is human resources. It is usually one of the key management work of a hotel to strengthen the management to  human  resources  in  a  hotel;  and  the  work  of  human  resources  management  in  a hotel  is  a  complex  and  systematic  project,  which  mainly  includes  modules  such  as the strategic planning of a hotel's human resources, the recruitment and allocation of a hotel's personnel, the training and development of a hotel's staff, the management on  strategic  performance  of  a  hotel's  staff,  the  management  on  the  relationship between  the  remuneration  of  a  hotel's  staff  and  how  it  can  motivate  them  and  the design  of  their  career  channels.  As  one  of  the  core  modules  of  hotels'  human resources  management,  performance  management  has  even  become  a  necessary means  for  a  hotel  to  make  effective  use  of  human  resources  management.  

    1.2 The Framework of the Thesis and Its Main Content
    In this thesis, by taking the staff performance management system in Hotel F as the research  object,  guided  by  performance  management  theories  and  the  related performance  management  tools,  it  tries  to  have  a  full  understanding  of  the  current situation of Hotel F's performance management system through on-site surveys, and it makes an analysis on the situation, and figures out the currently existing problems and  factors.  Then,  it  makes  an  optimized  design  on  Hotel  F's  performance management  system  by  using  Key  Performance  Indicator,  to  solve  the  performance management  problems  arise  in  the  development  process  of  Hotel  F,  establish  a performance-oriented performance management system which gives consideration to one's behaviors and  abilities, improve Hotel  F's performance management standard, and  achieve  the  guidance  to  the  staff  on  their  self-development,  which  can  then  be condensed into the inner power for the development of Hotel F, so as to obtain new competitive edges and ensure the realization of Hotel F's strategies. 

    Chapter II Literature Review

    2.1 On the Origin of Performance Management and the Related Theoretical Foundation
    The manifestation of performance management in enterprises at the very beginning is mainly  about  conducting  performance  appraisal.  Performance  appraisal  has  a  long history,  which  can  be  traced  back  to  the  period  of  Three  Sovereigns  and  Five Emperors.  The  sentence  of  "Serving  as  the  leader  of  guarding  the  forest,  he  is  not misled even in a bad weather" in the Classics during the Emperor Yao of the Book of Documents  refers  to  the  fact  that  Emperor  Yao  had  tested  Emperor  Yu  on performance  appraisal  before  he  abdicated  and  handed  over  the  crown  to  him[1]. However,  with  the  advancement  of  economy  and  the  management  level,  more  and more  managers  and  researchers  have  realized  the  limitation  and  insufficiency  of performance  appraisal.  Performance  appraisal  is  an  offspring  that  is  linked  up  with social production activities which is formed and developed gradually on the basis of the  improvement  and  development  to  traditional  performance  appraisal.  The Industrial Revolution in the 18th century promoted the Western society's research on enterprises  and  workers,  so  that  a  series  of  management  theories  emerged,  but  the word  of  "performance  appraisal"  did  not  emerge  clearly,  and  the  research achievements of most scholars contained the description and insights of performance management. A series of management theories began to emerge:
    First, the theory of target management. The theory of objectives by MBO is proposed by  Peter  F.  Drucker,  the  father  of  modern  management,  and  his  theory  is  of  great significance  to  the  theoretical  system  of  management.  Drucker  believes  that  "each job must be aimed at the entire enterprise in order to achieve success.  In particular, the focus of  each manager must be centered on the success of the  entire  enterprise. The  goal  of  corporate  achievement  must  be  expected  with  the  management  The achievements are consistent. Their achievements are measured by their  contribution to corporate achievement." Second, Drucker emphasizes the internal control of goal management,  which  is  the  self-control  of  employees  in  management.  Drucker pointed out: "Target management can make the pursuit of common welfare become the  goal  of  every  manager,  replacing  external  control  with  more  strict,  precise  and effective internal control. Target management is the use of behavioral science theory, by the company's directors and employees. Work together to develop a common goal that will determine what the manager needs to do, the criteria that need to be met, and how this standard is achieved. The employee self-controls and self-assessment goals are  implemented.  It  is  characterized  by  various  management  activities.  The  guide uses  “goal”  as  the  standard  and  evaluates  its  contribution  to  achieve  the  “goal” outcome. The goal management has the following aspects:

    2.2 The Meaning of Performance Management
    Performance  management  is  the  process  of  setting  performance  goals  and performance  planning,  effectively  decomposing  the  company's  strategic  goals  into units,  positions  and  employees.  Through  the  implementation  and  management  of team  and  individual  performance  goals,  performance  evaluation,  and  performance feedback,  organizations  can  effectively  understand  the  performance  of  performance goals  and  plans,  and  can  identify  problems  that  affect  the  achievement  of performance goals. It connects each post in a line like a line, giving each employee a strategic mission. The customization of the employee's performance goals allows the company's  strategy,  position  and  staff  to  be  integrated.  Therefore,  performance management is an important means to realize the strategic goals of the enterprise. It uses  the  target  decomposition  method  and  effective  implementation  to  let  the enterprise complete the strategy. Based on this, optimize the management process of the enterprise, standardize the management methods, improve the management level of  the  managers,  and  improve  the  self-management  ability  of  the  employees.  The results of performance appraisal can also be used as an important basis for employee position adjustment, salary distribution, and career development.
    Table 3-1Appraisal Criteria

    Chapter III Current Situation of Hotel Performance Management ............................ 21
    3.1 F Hotel Introduction ...................................... 21
    3.2 Analysis on the Current Situation of F Hotel Performance Appraisal.................. 25
    Chapter  IV  A  Diagnosis  and  Analysis  on  the  Problems  Existing  in  F  Hotel’s Performance Management System .......................... 28
    4.1 F hotel performance management problem diagnosis tool design ....................... 28
    4.2 Problems that Existing in F Hotel’s Performance Management .......................... 34
    Chapter  V  F  Hotel  Performance  Management  System  Optimization  Plan  And Implementation Guarantee ....................... 41
    5.1Solutions for the Performance Management System .......................... 41
    5.2Adjustment of the Concept of Performance Management .................... 42

    Chapter V F Hotel Performance Management System Optimization Plan And Implementation Guarantee

    5.1 Solutions for the Performance Management System
    The guiding ideology of the solutions to the performance management system is that the  performance  management  must  be  fair  and  impartial,  on  the  basis  of  effective performance  appraisal,  the  performance  of  individuals,  departments  and organizations  can  be  fundamentally  improved,  meanwhile,  hotel  performance management can be effectively implemented to ensure the orderly promotion of the strategic  objectives  of  enterprises  while  also  allow  individuals  to  grow,  etc.  the principle of orderly implementation of performance management should include the principle that emphasizing the coordination of organizational objectives and personal objectives  in  accordance  with  hotel  performance  management,  strengthening  the common growth of organizations and individuals, and forming a "win-win" situation; hotel  performance  management  should  emphasize  the  principle  of  effective communication,  the  communication  among  decision  makers,  examiner  and examinees  ensures  the  effective  implementation  of  performance  management. Performance  management  is  a  comprehensive  process,  which  mainly  includes  five steps “performance planning - performance implementation - performance appraisal - performance  feedback  -  performance  improvement  and  performance  effect application”.
    Figure 4-3 Analysis of Interview Data

    Chapter VI The Research Conclusion and Expectations

    6.1 The Limitations of the Research
    Although the research of this paper considers the logicality and integrity of the staff performance  management  system  design,  there  is  no  deeper  explorations  in  the integration  of  performance  management  system  and  other  human  resource management systems. These deficiencies will be gradually improved in the course of further studies and practices.
    In  the  research  process,  this  paper  integrates  three  management  tools  which  are objective management, integrated balanced scorecard and key performance indicators to  achieve  the  optimal  design  of  Hotel  F’s  performance  management  system.  In combination  with  the  actual  situation  of  the  hotel,  detailed  operation  methods  are acquired  from  the  selection  of  performance  indicators,  the  determination  and decomposition of performance targets, and the process of performance management. From  the  perspective  of  concrete  implementations,  the  corresponding  safeguard measures  are  proposed  respectively,  but  there  are  still  some  aspects  that  need  to  be considered and paid attention to:
    The first is to fully encourage the staff. In the performance management process, it is necessary  to  emphasize  staff  participation  and  change  the  situation  in  which evaluators unilaterally set performance goals and employees passively execute work in the past. As giving the staff opportunities of participation itself is as incentive for them,  only  when  they  truly  take  part  in  every  steps  of  performance  targets formulation,  performance  process  management  and  performance  appraisal  will  they strive  hard  and  try  every  means  to  achieve  the  performance  targets  they  have participated in setting and promised in person.