【正文】 增強，對于我國企業(yè)來說，要想增強企業(yè)的綜合競爭力，就必須強化和完善精神激勵機制，用好人才和留住人才，調(diào)動企業(yè)員工的積極性，發(fā)揮企業(yè)員工的創(chuàng)造力，培養(yǎng)企業(yè)員工對企業(yè)發(fā)展的責任感和使命感。在技術立國、重視利潤的美國有這樣一句簡單而深刻的口號：人是我們最重要資產(chǎn)，人才就是一切。在市場經(jīng)濟飛速發(fā)展的今天，企業(yè)的競爭說到底是人才的競爭。同其他行業(yè)一樣，酒店行業(yè)的發(fā)展的壯大，最重要的是要解決其人才的培養(yǎng)、造就、和發(fā)展問題，而解決這些問題關鍵在于如何激發(fā)起員工的積極性。2 / 35AbstractIn recent years, Labor Shortage also impacts the ordinary hotel industry while it impacts the Pearl River Delta region. The hotel industry faces some difficult problems of choosing and employing staffs, such as lack of talents, loss of talents in our country, and it is increasingly the development bottleneck because of lack to qualified and outstanding talent. I think the reasons are mainly as follows, the current hotel internal incentive mechanism is unintegrated, can’t keeping or using talents. Therefore, in the global market petition today, it is an inevitable choice to improve the core petitive capacity of enterprises with using employee incentive mechanism in many enterprises.Incentives is creating meet various needs of employees, and stimulating their internal work motivation, and it is the process to generate specific behavior so that to realize the anizational objective. Incentive mechanism is the sum of the interaction between inspirator and incentive object by incentive factors or inspirator incentive methods in the anization system。 本文通過對名都大酒店員工激勵的現(xiàn)狀進行分析，對如何建立有效的激勵制度作了初步的探討，針對性地提出建立完善、科學的激勵制度的對策和措施，只有這樣才能吸引人才、留住人才，充分發(fā)揮員工的工作積極性和創(chuàng)造性，為名都大酒店注入新的活力，使酒店立于不敗之地。因此，激勵機制運用的好壞在一定程度上是決定企業(yè)興衰的一個重要因素。企業(yè)實行激勵機制的最根本的目的是正確地誘導員工的工作動機，使他們在滿足自身的需要的同時實現(xiàn)組織目標。所謂激勵，就是創(chuàng)設滿足員工各種需要的條件，激發(fā)員工工作動機，使之產(chǎn)生實現(xiàn)組織目標的特定行為的過程。究其原因，我認為主要是酒店內(nèi)部現(xiàn)行的激勵機制不健全、不完善，不能留住人才與利用人才。1 / 35摘 要近幾年來， “民工荒”橫掃珠三角地區(qū)的同時，也沖擊了普通的酒店行業(yè)。我國酒店行業(yè)正面臨著人才缺乏、人才流失等用人難的問題，缺乏合格和優(yōu)秀的人才日益成為其發(fā)展的瓶頸。因此，在全球化的市場競爭，使采用員工激勵機制提高企業(yè)核心競爭力已成為當今我國眾多企業(yè)的必要選擇。激勵機制，是指組織系統(tǒng)中激勵主體通過激勵因素或激勵手段與激勵客體之間相互作用關系的總和，也是企業(yè)激勵內(nèi)在關系結構、運行方式和發(fā)展演變規(guī)律的總和 [1]。通過激勵機制的運作，一方面把本企業(yè)的優(yōu)秀人才留住，另一方面并將有才能的企業(yè)所需要的人才吸引過來，發(fā)揮工作的積極性和創(chuàng)造性，從而大大提高工作績效。如何運用好激勵機制，在工作上調(diào)動員工的積極性，激發(fā)全體員工的創(chuàng)造力，是開發(fā)人力資源的最高層次目標，也是所有企業(yè)面臨的一個十分重要的問題。關鍵詞：激勵，人力資源，酒店注：本（設計）論文題目來源于自選。 is the bined one of the enterprise incentive immanent relationships structure, operation mode and development evolution rule, alos. It is the most fundamental purpose that enterprises implement incentive mechanism to induce exactly work motivation of employees, and keeps them in its own needs and achieve anizational goals. Through the operation of incentive mechanism, on the one hand is keeping the excellent talents of our enterprise, and on the other hand is attracting the enterprise needed talents, give them play to the enthusiasm and creativity, thus greatly improving working performance. Therefore, it is an important factor that the using quality of incentive mechanism in a certain extent decided the prosperity of the enterprise. It is the highest level of the development of human resources for How to use good incentive mechanism, and manoeuvre employees enthusiasm in the work, and stimulate all staff creativity, as well as a very important problem whom all enterprises face.Through an analysis of actuality of employee motivation mechanisms of Grand Central Hotel Mingdu , preliminary study how to build efficient incentive system, put forward with pertinence Countermeasures and measures to building Perfect, scientific incentive system, only in this way, it could attract talents and keep talents, give full play to the staff’s working enthusiasm and creativity, inject new vigor into Grand Central Hotel Mingdu, make it establish in an unassailable position.3 / 35Key words: Incentives, Human Resource, Hotel目錄1 緒論 .................................................................1 題目背景及目的 ..................................................1 國內(nèi)外研究情況 ...................................................2 內(nèi)容型激勵理論 ................................................2 過程型激勵理論 ................................................3 行為改造型激勵理論 ............................................4 綜合激勵理論 ..................................................5 我國的激勵理論研究情況 ........................................5 題目研究方法 .....................................................6 論文構成及研究方法 ...............................................6 論文構成 ......................................................6 論文的研究方法 ................................................72 名都大酒店基層員工激勵探討背景 .......................................8 名都大酒店簡介 ...................................................8 名都大酒店經(jīng)營的現(xiàn)狀 .............................................9 名都大酒店的市場定位 ..........................................9 名都大酒店的經(jīng)營現(xiàn)狀與原因 ....................................93 名都大酒店基層員工激勵存在問題及原因分析 ............................11 名都大酒店的基層員工激勵現(xiàn)狀 ....................................11 薪酬與福利政策 ...............................................11 基層員工職業(yè)培訓制度 .........................................12 基層員工職業(yè)生涯開發(fā)與規(guī)劃 ...................................13 績效考核制度 .................................................13 名都大酒店員工激勵存在的問題 ....................................13 酒店的員工激勵政策缺乏戰(zhàn)略性 .................................134 / 35 缺乏有效的基層員工激勵機制 ...................................14 缺乏其他相關的管理機制制度 ...................................15 基層員工激勵存在問題的原因分析 ..................................16 領導者缺乏科學的員工激勵認識 .................................16 酒店激勵支撐能力的制約 .......................................16 酒店管理水平的制約 ...........................................174 基層員工激勵存在問題的解決對策 ......................................18 制定科學的新基層員工激勵戰(zhàn)略 ....................................18 加強自上而下的領導改革 ..........................................18 提高酒店領導的員工激勵認識 ...................................18 提高企業(yè)領導者的素質(zhì) .........................................19 建立有效的激勵機制 ..............................................19 酒店應營造優(yōu)勝劣汰的激勵機制 .................................19 重視精神激勵手段的運用 .......................................19 充分考慮員工的個體差異，實行差別激勵原則 .....................20 建立有足夠