酒店员工心理契约的管理

内 容 摘 要

随着全球旅游经济的一体化，我国酒店业逐渐运作成熟，需求呈现刚性增长趋势。作为劳动密集型行业之一的酒店业，人力资源是在市场经济中赢得竞争优势的重要资本。心理契约作为酒店员工与酒店隐含的、非正式的、未公开说明的相互期望，是联系员工和酒店的心理纽带，也是影响酒店人力资源质量的主要因素，对于饭店企业获取竞争优势，实现经济效益与社会效益具有十分重要的意义。员工心理契约管理是酒店人力资源管理的新课题，也是酒店持续与和谐发展的重要保证。然而，在国外掀起“员工是第二个上帝”的风潮时，有些中国酒店还是简单通过硬制度来控制员工，忽视了酒店与员工之间看不见的隐秘关系，既心理契约关系。从而导致员工满意度低，流失率高，绩效低下等种种问题。我认为中国酒店酒店应该加强对心理契约的管理，不仅仅是通过劳动契约来约束、管理员工，而是通过心理契约，建立与员工的良好关系，使员工积极主动的为酒店创造价值，从而达到酒店与员工的双赢。由于心理契约具有动态性和过程性，构建良好心理契约不是酒店某一个管理阶段的事，而是人力资源管理每时每刻的重要任务。
关键词:心理契约    酒店管理

                              ABSTRACT

Along with the global tourism economy’ integration, the operation of China's hotel industry is gradually mature. As one of the labor-intensive industry, hotel industry, human resources are important capital to gain competitive advantage in the market economy. As the implicit, informal and no public explanation of the mutual expectations between the hotel staff and hotel, psychological contract is a psychological bond, which also affects the quality of the human resources. It is of great significance to gain competitive advantage and achieve economic benefits and social benefits. Psychological contract management becomes a new human resources management issues and an important guarantee to keep harmonious development .However, when "employees are the second God" becomes famous in foreign countries, some Chinese hotels, simply manage staff through a hard system, ignoring the hidden relationship between employees and the hotel, which leads to the low employee satisfaction, high turnover rate, low performance and other problems. I think Chinese hotels should not only manage their stuffs by work contract, but also build good relationship with stuffs to make them to create value and achieve “win-win” goal. As the psychological contract is dynamic, to build a good psychological contract is not a task just in some management phase, but a task in every moment of the human resource management.
   Key words：psychological contract    hotel management

目  录

一，心理契约与酒店管理
（一）心理契约定义                                              1
（二）心理契约对酒店管理的意义                                  1
二，心理契约理论研究
（一）心理契约理论                                              2
（二）心理契约违背的原因                                        2
（三）心理契约违背的不良影响                                    3
三，华天酒店的心理契约管理案例                                  3
四，心理契约动态过程与人力资源管理应用策略               4    （一）招聘阶段                                                  4
（二）适应阶段                                                  4
（三）稳定阶段                                                  5
（四）徘徊阶段                                                  5
（五）离职阶段                                                  6
五，参考文献                                                    7

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