Performance pay is the development trend of human resource pay management at present. If individual performance pay can be effectively combined with the group management objectives in high-star hotels in China, hotel employees at all levels can care about individual work performance, improve and promote the healthy and benign development of the hotel industry and reduce the brain drain rate. On the basis of studying the internal reasons that affect the staff turnover and management brain drain of high-star tourist hotels, this paper analyzes the present situation of the salary system of some high-star tourist hotels in China, and puts forward the present situation, existing problems and solutions of the salary system of high-star tourist hotels in China.

Keywords: high star rating; Hotel; Performance; Wage; Problems; Countermeasures

In recent years, China's tourist hotels have shown the momentum of rapid growth, specialization, diversification, internationalization and collectivization, among which the number and scale of high-star hotels have entered a mature stage. However, with the promulgation of "eight regulations" and "six bans", the supply of high-star hotel industry exceeds demand, and it is necessary to re-study the market after the pain, ensure the quality and stabilize the personnel structure. How to construct an objective and reasonable salary management system and realize the rational utilization of hotel staff's target resources has become an urgent problem for China's hotel industry.

First, the analysis of the salary status of high-star tourist hotels

(A) the status quo of the salary structure of high-star tourist hotels

According to the survey, at present, the labor remuneration paid by most hotels in China is limited to a kind of "salary treatment", that is, cash income such as wages and bonuses, including: wages or salaries, bonuses, incentive wages, various allowances, subsidies, salary promotion or job promotion, and various benefits stipulated by law (unemployment insurance, pension insurance, medical insurance).

(B) High-star tourist hotel salary standard status quo

At present, the number of employees in high-star hotels in China accounts for about 56% of the total number of employees in the industry. Through the salary survey of some four-star and five-star hotels in China in 20 15, the following data are obtained: 1, comparison of salary standards: (see table 1)2. Satisfaction Survey: Through the survey of the existing salary structure and salary and welfare satisfaction of some domestic high-star hotel employees, the result is: (1). 57. 1% employees think that they are not satisfied; (2)57. 1% employees think that the salary of the hotel is lower than the average level of other similar industries; (3)42.9% people think that the salary system is unfair and does not fully reflect the principle of distribution according to work; (4)30.6% people think that the hotel's salary system is not perfect; (5)36.7% people think that the current salary and benefits are acceptable, and 53. 1% people think that there is still a certain distance from their self-goals.

Second, the analysis of the main problems existing in the salary management system of tourist star hotels

(A) the salary "broken file" is obvious, and the job classification lacks dynamic adjustment.

Take the average data obtained from the salary survey of five-star hotels as an example: the average monthly salary of high-level (such as department directors) is 10.24 times that of grassroots (such as front-line employees); The management level is 3.4 times that of middle managers (such as small department managers) and 4 times or more that of senior professionals. To sum up, there is a big gap between the grass-roots salary and the management salary of each high-star hotel, and there is also an obvious gap between the management salary of each sub-level and there is an obvious "broken file". At the same time, the salary bandwidth of managers and above is obvious, and the salary bandwidth of the market below senior professionals is relatively narrow, and the salary growth rate of managers is obviously higher than that of grassroots.

(B) The salary structure is not reasonable enough, and the welfare solution is single.

The salary system structure of most hotels in China is essentially unable to distinguish the categories of assessment and performance pay, and they are combined into one. The salary standard for assessment is rather general, and it is not specifically determined according to the post characteristics. The salary proportion can't reflect the characteristics of the post, and the basic salary accounts for 60-70% of the total salary, and the proportion of performance salary that plays an incentive role is low.

(C) The overall design and implementation of the salary system is lack of incentives

In the salary system design of domestic high-star hotels, the wage gap of grass-roots employees is too small, and the wage gap of most first-line basic positions is around 50 yuan, and the low is around 10-20 yuan. The salary of employees in each position is not really linked to performance appraisal. In the process of implementation, the improvement of salary level depends largely on qualifications and qualifications, ignoring the ability of employees to truly master knowledge and skills; There are too many artificial traces in the determination and assessment of incentive pay in most hotels. Therefore, in the design of salary structure, the correlation between salary level and performance level is not high, or even directly related.

Third, the tourist star hotel performance compensation management system countermeasures analysis

Reasonable construction of performance pay system is an important measure for managers of high-star hotels in China to solve the serious staff turnover and improve the overall management level of hotels. A scientific and effective salary management system should start with performance reform and dynamically combine performance management with salary system.

(A) the goal of establishing a performance-based pay management system

By setting scientific and reasonable goals, the goal of performance pay management system should be the common goal of enterprises, managers and employees. Through performance appraisal, individuals and departments can clarify their responsibilities, encourage high-performance employees and departments to continue their efforts, and urge low-performance employees and departments to improve their working conditions; Through performance feedback, the enterprise will reach a * * * understanding with managers and employees on the new performance goals and promote the completion of the goals.

(B) Follow the design principles of performance-based pay management system.

The design of performance-based salary management system should follow the principles of strategic orientation, economy, employee value and incentive function. Reflect the requirements of the hotel's long-term development strategy, fully consider the horizontal and vertical consistency of all levels and positions, reflect the value factors of employees, and make the self-realization of employees coordinate with the development of enterprises. Based on the characteristics of the hotel's own development stage, taking the positive and negative ratio of hotel salary input and incentive results as a reference, the salary design is carried out according to the working characteristics of various departments and positions, and the proportional relationship among standard salary, incentive salary and welfare is reasonably calculated and designed to maximize the incentive effect of salary payment.

(C) Design a comprehensive performance-based salary management system project

The performance-based salary management system should include: the stability and technical design based on the hotel staff's own workload; Floating wages such as hourly wages, piece-rate wages, commissions and profit sharing. , linked to the employee's monthly assessment results and operating efficiency; Bonuses and wages of monthly, quarterly and year-end incentive compensation designed for employees' overwork or labor performance and increase income and reduce expenditure; Compensate employees for special or extra labor consumption and allowances paid to employees for other special reasons; Encourage employees to hold the company's long-term stock and option share-based compensation; In view of the low salary and limited promotion space of hotels, the differentiated welfare salary is designed from the aspects of survivability, supportability, basic welfare of facilities, working hours and other auxiliary benefits.

(four) to ensure the systematic implementation of the performance pay management system.

The implementation of the performance-based salary management system should be systematic and planned, and cannot be achieved overnight. Its step-by-step implementation links are as follows:

1, formulate job descriptions.

To design a job and form a job description, we must first analyze the job, which can provide valuable basic information for performance pay assessment data. Job analysis is generally led by the hotel's top management decision-making, represented by professionals from various functional departments, and targeted at jobs and posts. By analyzing the characteristics of jobs and posts, the general situation, job summary, job responsibilities, internal and external relations, working conditions, necessary qualifications and other information of each post and post are formulated to form a concise and systematic job description. In the process of performance appraisal, make full evaluation according to the job description items to avoid artificial or subjective assessment.

2. Evaluate the position level

In order to ensure the flexibility and relative stability of the salary system, and avoid the unbalanced psychology of employees caused by the changes in the salary level of posts and posts, the method of post clustering is introduced in hotels, that is, according to the different types of posts and the qualification requirements required for holding posts in hotels, job clustering is divided according to the similarity of job nature, posts are scored in each job cluster, and several grades are divided according to the scores, so as to establish a job cluster platform and determine the salary policy according to different job clusters. The establishment of post groups not only enhances the flexibility, stability and fairness of the salary system, but also enhances the competitiveness of the external market, which can effectively reduce the workload of hotels in the implementation stage of performance pay and save the time and cost of hotel human resource management.

3, the implementation of performance appraisal

Performance appraisal should be closely combined with job evaluation. Under the supervision of the human resources department, all functional departments should conduct an internal evaluation of the hotel. All departments should design accurate and fair performance appraisal indicators according to the contents of their job descriptions and the division of job groups, so as to ensure the promotion and implementation. Conduct a systematic performance appraisal of employees' work efficiency and performance pay. Performance pay is the development trend of salary management in human resource management at present, and it is also an important means for high-star hotels in China to realize the effective combination of individual and group business objectives. In the process of implementing performance-based salary management, hotels pay attention to building a supportive corporate culture, implementing and strengthening the training of examiners, maintaining the dynamic revision and improvement of performance management system and democratic supervision of employees. It can effectively combine the personal development goals of hotel employees at all levels with hotel management goals, and promote domestic high-star hotels to calmly get out of the painful period of brain drain and achieve healthy and benign development.

;