[Incentive measures for employees of international hotel chains] How to effectively motivate employees?

A case study on employee motivation of international chain hotels

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Professional industry: tourism management

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Case 1: Starwood's incentives

Starwood's caring process

There are department managers, training directors and even cross-hotel managers who train Starwood employees. "We also have a mentor program for every employee, and an ordinary employee may be his general manager." According to Pross, Starwood's employee training mainly consists of three parts: "The first is the core corporate culture course, that is, the caring course; The second is the skill training of employees in different positions, and the third is the personal growth plan, which is mainly aimed at the special training of enterprise reserve leaders. " Caring course is the focus of training. An example can fully prove what Starwood wants employees to improve most.

Example: starwood executive director Yu divides the growth of each employee into four stages: ordinary employees-supervisors, supervisors-department managers, managers-enter the administrative Committee and finally become general managers. For employees at different stages, Starwood will have different care plans to help employees grow smoothly. Pross shook his head resolutely for the common glass ceiling problem of multinational companies. "The fact is the best right to speak: the management director of China District is a Shanghainese who rose to the highest level after training in Fiji and Malaysia; Recently, newly opened hotels in Xiamen, Ningbo and Haikou have only high-level management.

Two foreigners. Starwood adheres to the principle of localization, trains local employees and local leaders, and has a good reputation. "

In my opinion, Starwood's corporate culture mainly leads employees' values and performance through the core values of the enterprise and Starwood's caring courses, and encourages employees to achieve high-quality and efficient performance level according to Alderfer's ERG three needs theory in organizational behavior. Respect for trust, cooperation and innovation and fulfillment of obligations in the core values of starwood enterprises correspond to the needs of mutual relationship, growth and survival respectively. Among them, Starwood has specially set up corresponding life development courses for employees of different classes, which can especially make employees feel a strong sense of belonging and existence between work and study, study and happiness, and happiness and life.

Salary system incentive

Starwood's salary information:

"At Starwood, we firmly believe that hard work should be rewarded accordingly. Starwood employees enjoy competitive salaries because of their hard work. Our salary plan aims to attract, retain, recognize and motivate our most valuable resource-our employees, and also emphasizes the important concept of linking salary with performance. We will regularly compare Starwood's salary plan with the leading companies in the hotel industry and general industry to ensure our competitive position in the market. The basic salary and other salaries depend on the location, level, job function and other factors, but compared with the salaries of employees in other enterprises,

Our salary has always been very competitive. Annual performance appraisal can give employees a chance to raise their basic salary and sometimes get a year-end bonus. The salary of some positions, such as sales staff, depends on commission. But we provide employees with more than just paychecks. At Starwood, we provide every employee with a plan called Total Safety, which aims to relieve you and your family's worries. You don't have to worry about your health problems and the protection you need in the future. We will try our best to help you. "

Although the security system varies from country to country, the following are several security plans that Starwood may provide for employees: low-cost comprehensive health insurance, dental and vision insurance, enterprise-sponsored retirement plan [U.S. 40 1(k) plan], life insurance and disability insurance, flexible expenditure account, employee stock purchase plan, employee assistance plan, adoption assistance and internal partner qualification. Finally, Starwood has specially made a paid vacation plan for employees to encourage employees to balance their work and relaxed lifestyle. The meaning of life is not just work. You also need to take advantage of the employee's discounted house price when you are on vacation.

In my opinion, Starwood's salary system incentive is the basis of cultural system incentive, and it is precisely because of the protection of physiological needs and safety needs that Starwood employees can better realize their self-worth. The "annual cash assessment" model of salary incentive is particularly effective. In this way, salary is very competitive, salary is closely linked to performance, and there is an attractive "comprehensive protection plan" to make employees willing to pay for the enterprise and serve customers in order to win these benefits. In addition, these preferential measures, together with Starwood's core value system, enable employees to struggle not only for welfare work, but also for salary work, so as to realize their life goals and their value in the enterprise. This incentive effect has made Starwood brilliant today.

Case 2: Marriott's Incentive Measures

Marriott Hotel Group has two major awards. One is the most outstanding employee award, which is awarded to those who have made outstanding contributions to their work or society. The winner of this award can go to Washington, USA to attend the Marriott annual meeting and will accept the award from the president himself. Another award is the Alice S. marriott Award for Community Service, which is awarded to those collectives who have made outstanding contributions to the local society. Winning these two awards is Marriott's supreme honor.

I think Marriott adopts spiritual motivation, which is an incentive method based on meeting people's psychological needs. According to reinforcement theory, reward employees' good behavior to encourage this behavior.

Case 3: Incentives for Hilton Hotel

Hilton Hotel attaches great importance to employees' career planning. Every employee should fill out a career plan, which department he wants to work in, sum up his own shortcomings and the gap with his career ideal, from the starting point to each goal. Hotels can also summarize their employees' career plans and inspect their suitable positions. Hilton's talent retention plan is a complete system, covering recruitment, salary, training and other aspects. There is a talent pool in Hilton Headquarters, and the information is constantly updated. Some employees of deputy managers and above will be included in the talent list. The hotel will always follow up the development of these employees. If there is a new management position, in addition to the internal application of employees, the hotel will also screen the talent list and arrange the most suitable employees to the corresponding positions. The hotel will also communicate with the employees on the list to let them know their possible career development in the hotel.

I think the goal is an inspiring and guiding role. Only by constantly encouraging employees to pursue high goals can we continuously stimulate employees' internal motivation. In addition to financial goals, everyone actually has career goals. Hilton makes good use of this, which is not only an incentive for employees, but also a good way to retain employees.

Reference: 1, case report of Starwood Group's representative incentive measures analysis.

2. Discussion on the incentive mode of hotel employees.