中國酒店業人力資源薪酬狀況及薪酬可持續發展策略

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中國酒店業人力資源薪酬狀況及薪酬可持續發展策略

 

Author: 劉天駒
Liu, Tianju
Title: 中國酒店業人力資源薪酬狀況及薪酬可持續發展策略
Zhongguo jiu dian ye ren li zi yuan xin chou zhuang kuang ji xin chou ke chi xu fa zhan ce lue
A Study on Compensation and its Sustainable Development Strategy in China Hotel Industry
Degree: M.Sc.
Year: 2002
Subject: Hong Kong Polytechnic University -- Dissertations
Hotels -- Employees -- Salaries, etc. -- China
Department: School of Hotel and Tourism Management
Pages: xii, 144 p. : ill., charts ; 30 cm
Language: Chinese
InnoPac Record: http://library.polyu.edu.hk/record=b1643141
URI: http://theses.lib.polyu.edu.hk/handle/200/5018
Abstract: The objective of this research is to form the sustainable compensation development strategy in China hotel industry according to the international human resources compensation theory. The research is based on the investigation on the situation of compensation in China hotel industry. The results of the questionnaire given to high-level hotel executives in 60 China hotels and in-depth interviews with 14 senior managers in China hotels expose the problems in many dimensions in human resources in China hotel industry, especially those connected with compensation. They are: 1. the pay level of China hotel industry lacks the competitive advantage; 2. quite a number of China hotels suffer a high turnover of staff and the shortage of high-skilled servants while some other hotels have to "improve its efficiency by laying off unnecessary staff"; 3. the "fatal" problem is that the staff of China hotels usually leave the hotels to seek their "second career" in their thirties. The survey shows that the acceptable proportion of pay for performance to the total salary is 3 to 10, and this removes the key obstacle to the consideration of including pay for performance in the total salary in proportion. Pay-for-skill element will be taken into account in order to lessen the influence of seniority in pay grade. The staff will be awarded and inspired by the recognition of their good performance and skills in their pay. In this way the practice of pay grade according to seniority will be replaced by that of pay-for-skill. Each pay the staff get will be different. The staff will get different pay for their different performance and skills in different periods of time. This will affect their promotion or demotion and their pay grade next year. The researcher believes that it is the most effective measure to solve the problem of a large turnover of high-skilled servants and eradicate the phenomena of "improving efficiency by laying off staff' and lack of devotion among young staff if we take into account the elements of staff's performance and skills in the pay structure in China hotel industry. The researcher suggests that the new pay structure in China hotel industry be constructed by the combination of three elements: one is the current popular "job-grade-pay" system which is the basis of the new pay structure and the other two are pay-for-performance and pay-for-skill. The new structured salary system and the interactive functions of three elements form the sustainable compensation development strategy in China hotel industry.

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