毕业论文 从海底捞的成功看我国餐饮企业人力资源管理

I从海底捞的成功看我国餐饮企业人力资源管理【摘要】随着我国改革开放进程的加快和国民经济的高速发展，餐饮业作为我国旅游行业中的支柱产业，正向着连锁化，规范化，集团化，国际化方向高速发展前进，展现出繁荣兴旺的新局面。与此同时，餐饮企业员工流失率高达40％，行业整体工资水平低，工资增长缓慢，60％的餐饮业企业员工没有社会保险，培训成本居高不下，员工工作积极性低等人力资源问题却严重制约着餐饮企业的发展壮大。如何做好餐饮企业人力资源管理工作，保证餐饮企业健康，可持续发展，是亟待解决的的重要问题。作为劳动密集型、低技术含量的餐饮业竞争异常激烈，而火锅业更是餐饮业中的竞争热点.成立于1994年的海底捞餐饮股份有限公司，不仅依靠火锅站稳了脚跟，而且还在不断的做大做强，现拥有员工一万多人，五十多家直营店，年营业额超过十五亿元，特别是其管理理念更是受到了各方关注，甚至成为哈佛商学院经典案例。海底捞火锅取得如此成功，独特的人力资源管理体系是胜出的法宝。海底捞抓住了人力资源管理的关键，建立了比较完善的机制和体制，即建立了科学的薪酬管理体系，良性的晋升通道，为员工提供了宽松的工作环境，企业与员工建立了共同的目标。海底捞能够从员工的角度出发，倡导双手改变命运的价值观，为员工创建公平公正的工作环境，实施人性化和亲情化的管理模式，提升员工价值，使员工有强烈的主人公意识，将企业作为自己的家一样对待。通过研究海底捞的人力资源管理的模式，探讨其独特的人力资源管理方法，从而提出一套针对我国餐饮企业的人力资源管理制度，帮助其建立更为有效的人力资源体系。【关键词】海底捞火锅人力资源管理餐饮企业China'scateringfromthesuccessofhaidlaoHumanResourceManagement【Abstract】AsChina'sreformandopening-upprocesstoacceleratetherapiddevelopmentofthenationaleconomy,China'stourismindustry,cateringindustryasthepillarindustry,workingtowardthechain,standardization,group,internationaldevelopmentandadvancementofhighspeeddirection,toshowprosperoussituation.Atthesametime,foodcompaniesupto40%staffturnoverrate,theoverallindustry,lowwages,wagegrowthisslow,60%ofthecateringindustryemployeeswithoutsocialinsurance,trainingcostsremainhigh,andlowemployeemotivationisaserioushumanresourceissuesrestrictingfoodandbeveragebusinessdevelopmentandgrowth.Howdothecateringbusinesshumanresourcesmanagement,foodandbeveragecompaniestoensurehealthyandsustainabledevelopmentisanimportantproblemtobesolved.Asalabor-intensive,low-techfoodandbeverageindustryisfiercelycompetitive,andpotindustryishotcompetitionintherestaurantindustry,occupiesaplaceinthedifficultyisself-evidentinthisarea.Foundedin1994,seafishingFoodCo.,Ltd.,potdoesnotrelyonafirmfooting,andcontinuestobecomebiggerandstronger,nowhasmorethan10,000employees,morethanfiftyoutlets,anannualturnoverofmorethan1.5billionyuan,inparticular,itsmanagementphilosophyhasbeentheconcernofallparties,andevenbecometheclassiccaseoftheHarvardBusinessSchool.Seafishingpotsuchasuccess,auniquehumanresourcemanagementsystemisamagicweaponforwinning.Haidilaohuoguotoseizethekeytohumanresourcemanagement,compensationmanagement,performanceappraisal,humanresourceplanningtoestablishafairlycompletemechanismsandinstitutions,accompaniedbyeffectivetraining,thescalednormsofhumanresourcemanagementroad.haidilaohuoguocanproceedfromtheemployee'spointofadvocacyhandstochangethefateofthevaluestocreateafairandequitableworkenvironmentforemployees,theimplementationofuser-friendlyandfamily-orientedmanagementmodel,toenhancethevalueofemployeessothatemployeeshaveastrongsenseofownership,astheenterprisethesametreatmentastheirhome.haidilaohuoguo,humanresourcemanagementmodel,toexploreitsuniquehumanresourcemanagementpractices,whichputforwardasetofhumanresourcemanagementsystemsforthefoodandbeveragecompaniesinChinatohelpestablishamoreeffectivehumanresourcessystem.【KeyWords】haidilaohuoguoHumanResourcesDevelopmentCateringbusinessIII目录引言...................................................................1一、餐饮企业人力资源现状...............................................1（一）员工流失率高.....................................................11.竞争激烈............................................................12.经济通胀............................................................13.劳动力地域与自身需求的变化..........................................2（二）薪酬激励机制不合理...............................................21.工作时间长，薪酬低.................................................22.缺乏有效激励.......................................................2（三）餐饮企业缺乏战略规划.............................................3二、海底捞的人力资源管理理念...........................................3（一）科学的薪酬体系...................................................31.对外具有竞争力......................................................32.对内具有公平性......................................................33.福利待遇体现人文关怀................................................4（二）良性的晋升通道...................................................4（三）宽松的工作环境...................................................51.充分授权............................................................52.鼓励创新............................................................6（四）企业与员工有共同的目标...........................................6三、优化餐饮企业人力资源管理的有效途径.................................6（一）树立以人为本的人力资源管理理念...................................6（二）采取合理的招聘方式...............................................7（三）优化培训方式.....................................................8（四）加强薪酬管理.....................................................91.提高整体薪酬水平....................................................92.增大股权激励........................................................9（五）制定员工的职业发展规划...........................................9结论...................................................................11参考文献...............................................................12致谢..................................................................13石家庄学院毕业论文-1-引言餐饮企业是劳动密集型企业，需要大量的员工维持企业的经营。餐饮企业要形成自己的核心竞争力、树立自己的品牌、应对来自国内外的强势竞争、谋取长期持续发展，必须提供卓越的服务，因此需要有一批高素质、高水平、稳定的员工队伍，人力资源的重要性不言而喻。现实的情况是餐饮企业滞