【摘要】：隨著國民經(jīng)濟(jì)的發(fā)展,人們的生活水平也在提高,餐飲的社會需求也愈發(fā)旺盛,為該類型企業(yè)提供了良好的發(fā)展舞臺。在企業(yè)發(fā)展過程中,核心員工是其發(fā)展的動力源泉,是企業(yè)逐步走向成功的關(guān)鍵助推力。核心員工在企業(yè)人員數(shù)量中所占的比例相對較小,但是其卻可以為企業(yè)提供大多數(shù)的利益。從目前的情況看,餐飲業(yè)從業(yè)人員的流動比率是非常高的,而一旦核心員工流失,不僅僅在產(chǎn)品質(zhì)量的穩(wěn)定性方面,甚至是核心客戶資源的控制上,對企業(yè)造成的打擊和損失都會是非常巨大的。 本文案例中的餐飲企業(yè)是重慶市某縣城中剛剛起步經(jīng)營的一家社會高級餐館,從產(chǎn)品特色及客源市場來說,是比較有競爭力的。但是在經(jīng)營過程中,出現(xiàn)了經(jīng)營者精力過于分散及高級管理者欲出走等情況。針對該餐館在經(jīng)營管理特別是人力資源管理方面存在的問題,論文著重闡述了如何通過提升核心員工管理水平提升整個餐館經(jīng)營管理水平。餐館通過對核心員工的相關(guān)管理措施,可以獲得比較穩(wěn)定的高級管理人員隊(duì)伍,并使之在企業(yè)發(fā)展過程中不斷進(jìn)行自我價(jià)值的提升,進(jìn)而提升餐館的經(jīng)營管理績效。在對核心員工進(jìn)行管理時(shí),應(yīng)該采用情感、薪酬及發(fā)展相結(jié)合的三位一體式的管理模式,以薪酬留身、發(fā)展留念、情感留心,打造對餐館忠誠的員工及管理隊(duì)伍,讓員工參與到餐館發(fā)展過程中來,與他們分享餐館發(fā)展的成果。
[Abstract]:With the development of national economy, people's living standard is also improving, and the social demand of catering is more and more exuberant, which provides a good stage for the development of this type of enterprise. In the process of enterprise development, the core staff is the source of its development and the key thrust to the success of the enterprise. The proportion of core employees in the number of personnel is relatively small, but it can provide the majority of benefits for the enterprise. As far as the current situation is concerned, the mobility ratio of employees in the catering industry is very high, and once the core staff is lost, not only in terms of the stability of product quality, but also in the control of core customer resources, The damage and loss to the enterprise will be very huge. The catering enterprise in this paper is a social high-end restaurant which has just started to operate in a certain county of Chongqing. It is competitive in terms of product characteristics and tourist market. But in the course of business, the manager's energy is too scattered and the senior manager wants to leave and so on. In view of the problems existing in the management of the restaurant, especially the human resource management, the paper focuses on how to improve the management level of the whole restaurant by improving the management level of the core staff. Through the related management measures to the core staff, restaurants can obtain a relatively stable team of senior managers, and make them continue to improve their self-value in the process of enterprise development, so as to enhance the management performance of restaurants. In the management of core staff, we should adopt a trinity management model that combines emotion, compensation and development, so that we can stay in salary, develop remembrance, pay attention, and build loyal staff and management team to restaurants. Engage employees in the restaurant development process and share with them the results of the restaurant development.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2011
【分類號】：F272.92;F719.3

【引證文獻(xiàn)】

相關(guān)碩士學(xué)位論文 前2條

1 張迎;基于內(nèi)部服務(wù)的餐飲集團(tuán)員工績效管理研究[D];青島大學(xué);2013年

2 霍欣;生命周期理論視角下的餐飲企業(yè)資本結(jié)構(gòu)研究[D];河北大學(xué);2014年

，

本文編號：2439835