Tour guide is the main body of tourism reception work, and it is also one of the important factors affecting the quality of tourism service. There have been many disputes between tour guides and tourists before, which have affected the travel experience to some extent. In order to encourage tour guides to provide better services, we should implement incentive measures for tour guides.

Is there a guide? Folk ambassador? Another name of "tour guide" is the image representative of a country and a place. Some countries even call tour guides a mirror of the motherland. Travel jargon:? The beauty of the mountains and rivers of the motherland depends entirely on the mouth of the tour guide. ? Travel agencies operate with tour guides and their work, so that tourism activities sold to tourists as commodities can be carried out smoothly and successfully. Therefore, in the window industry of tourism, tour guides are not only the image representatives of countries, nationalities and places, but also the embodiment of the management level of travel agencies. The travel agency industry is the leader of the tourism industry, and tour guides and their work are the core elements of the success of their products. Especially for small and medium-sized travel agencies, their tour guides are valuable intangible assets, and their service quality is the soul of their products. Therefore, it is very important for small and medium-sized travel agencies to implement internal incentives for their tour guides.

First, the meaning and essence of incentives

Since the 1920s and 1930s, managers, psychologists and sociologists have studied how to motivate people from different angles. Motivation is to stimulate encouragement, which refers to a systematic activity to stimulate employees' work enthusiasm, mobilize their enthusiasm, initiative and creativity, and give full play to their potential, so as to effectively realize the personal goals of the organization and its members. Motivation is an internal reflection, which comes from people's hearts, not externally imposed appendages. The essence of motivation is that employees can actively engage in their work. In fact, the essence of motivation is to link the job requirements with the needs of employees, so that they can be transformed into each other, thus improving the enthusiasm of employees. In other words, in a certain way, the job requirements are recognized and accepted by employees, and transformed into the needs of employees, prompting employees to work hard for this.

Second, the working status of tour guides in small and medium-sized travel agencies

Small and medium-sized travel agencies account for the vast majority in China. The main task of their tour guides is to provide or implement services such as food, accommodation, transportation, travel, shopping and entertainment for the tourism team to ensure the smooth progress of the tourism team activities. At the same time, they also have a series of related businesses such as outreach, planning and even after-sales. So for their tour guides, travel agencies and tourists, they all want to have both? Knowledge is like a researcher, attitude is like a waiter, and problems are like firefighters? Different qualities and skills. In the impression of many people outside, tour guide is an easy and profitable career. In fact, tour guide is a complex, intelligent and intensive service, and the working hours of tour guides are different from those of most of us. Nine to five? No, it's quite elastic. During the tourist season, it is common for tour guides to take several groups around the axis for ten and a half months, get up at five or six in the morning and rest at eleven or twelve in the evening. Joe, a tour guide of China International Travel Service, once complained to the reporter who interviewed her? Once you join the group, you are basically working all the time. During the day, you are a group of tourists who eat, swim, use and play. In the evening, you are arranged to give tourists rest and other trivial matters. For example, if a guest is ill, he will help to find a doctor. There were not enough rooms in the hotel, so he had to lay the floor. That kind of physical and psychological exhaustion is hard for outsiders to understand. Accustomed to grabbing seats for guests on an empty stomach, arranging meals, hiding behind people and eating steamed bread by themselves? . This is true of international travel agencies like Joe, not to mention the weak tour guides of small and medium-sized travel agencies. At present, the tour guide salary of small and medium-sized travel agencies is about 200 to 800 yuan/month, and some small travel agencies do not give tour guides a basic salary. The hard work of their tour guides is out of proportion to their income, and the state expressly stipulates that tour guides cannot take kickbacks. So, where should they get paid for their work? It is understood that many tour guides of small and medium-sized travel agencies belong to? Three no personnel? There is no basic salary, no basic welfare and no clear labor remuneration. Many peers in the industry laugh at themselves. People living on the edge of society? . In the case that a stable life cannot be guaranteed, how can most small and medium-sized travel agencies with tour guides as the main force have prospects?

Judging from the current situation of performance appraisal and salary system, many travel agencies' performance appraisal is not standardized, the appraisal intensity is not enough, the appraisal standards are unscientific, and the performance results are not fulfilled, which restricts the enthusiasm of tour guides, fails to cultivate people's sense of accomplishment and fails to meet people's needs. Respect? And then what? Self-realization? Demand has led to a large loss of tour guide talents in travel agencies. According to the national travel agency human resources survey conducted by the Ministry of Human Resources and Education of the National Tourism Administration in 2003, the staff turnover rate of travel agencies is as high as 20%. It is conceivable that the tour guides of small and medium-sized travel agencies must be among them.

Third, small and medium-sized travel agencies guide incentive management countermeasures

Judging from the above situation, for small and medium-sized travel agencies, whether they can attract and retain tour guide talents will directly affect their own survival and development. Tour guides are valuable intangible assets of small and medium-sized travel agencies. Their retention and loss will affect customers' trust in travel agencies, affect the cooperation between travel agencies and outreach and cross-linking teams, and even cause confusion within travel agencies, affect employees' psychological emotions and dampen team morale. Therefore, in the long run, small and medium-sized travel agencies in China should implement incentive management for tour guides if they want to develop and grow.

(A) the establishment of economic interests as the core of the incentive mechanism

Survival demand is the first demand of human beings. Under the market economy, people's performance at work depends on three major factors: interest, belief and psychological state. Among these three elements, interest is the first. Therefore, in today's human capital management, material incentives are still an important means. Travel agency industry is a typical product of the market. The difficulties of tour guides are caused by the lack of material incentives in the whole industry, especially in small and medium-sized travel agencies. Under common sense, people's' survival needs' are difficult to meet, so how to develop? Therefore, it is of great practical significance to establish an incentive mechanism for tour guides with economic interests as the core.

First, improve the salary and welfare system. First, the same total wage level will be made into the highest wage by grading, and people with high salaries are constantly changing; Second, strive to make the salary of tour guides higher than or roughly equivalent to the average level of the same industry; The third is to provide remuneration for reasonable suggestions and information providers (so that this part of income accounts for a considerable proportion of employees' income); Fourth, a welfare deposit system can be implemented to retain talents. If it is possible to settle the high income of high-paid people and divide it into two pieces, only 80% can be taken away in that year, and the remaining 20% will be settled and paid one year later. If someone leaves early, he won't get all his salary. Secondly, learn from foreign employee stock ownership plans. According to the survey, 90% of the top 500 companies in the United States implement employee stock ownership, and 90% of listed companies in the United States implement employee stock ownership plan. Compared with non-employee-owned enterprises, employee-owned enterprises have higher labor productivity, profits and employee income 1/3, 50% and 25% ~ 60% respectively. The cohesion and centripetal force of small and medium-sized travel agencies in the initial stage are not enough. Implementing employee stock ownership plan for core tour guides can motivate employees to work hard, attract talents, improve the competitiveness of enterprises and give full play to the role of employees. Golden handcuffs? Benefit, play the role of retaining people. In addition, if possible, we should grasp the driving force of enterprise innovation, adopt internationally accepted measures such as technology shareholding and profit commission, and achieve a high degree of consistency between personal interests and enterprise interests through a fair distribution system, so that employees can feel that their creativity has been rewarded. When the distribution relationship is straightened out, tour guides will naturally abandon all kinds of difficulties in their work, concentrate on their work, give play to their creativity and initiative, and truly realize the common development of individuals and enterprises. Realize that labor, knowledge, entrepreneurs and capital have jointly created the full value of the company. Under normal circumstances, material incentives can be distributed and rewarded in the form of opportunities, authority, wages, bonuses, equity, bonuses, welfare and other personnel benefits. Strive to institutionalize these measures, form an incentive mechanism for the economic interests of enterprises, and achieve the expected incentive effect.

(b) Respect and recognize the rights and status of tour guides as human capital.

The tour guides of small and medium-sized travel agencies are not only professionals, but also generalists and generalists. Respecting and recognizing their rights and status as human capital is their motivation.

1. Pay attention to and understand the needs of tour guides. At present, China's small and medium-sized travel agencies are basically in the investment period of capital and resources, and the starting period of their careers. Material incentives are definitely difficult for companies and cannot compete with big clubs. Therefore, as the operators and managers of small and medium-sized travel agencies, learn to grasp both hands. First, formulate consistent incentive policies, pay attention to and understand the needs of most tour guides of travel agencies; The second is to put forward the corresponding incentive methods and understand the demand points of those indispensable tour guides in travel agencies. According to their needs, give full consideration to material and spiritual, long-term and short-term, team plus individual, positive and negative incentives to form a unique combination. Li Ka-shing, the richest man in Hong Kong, has tens of thousands of employees, but his company has a low turnover rate, especially for senior managers. When a reporter once asked him curiously how to save the dragon and tiger and network talents, he said? I have worked by myself, and I know what their hopes are! ? Indeed, whether employees can meet their own needs is the reason why employees can be motivated. The travel agency industry is a new special industry, and the nature of its tour guides is very special. Summer, winter, cosmopolitan, mentally and physically? . Therefore, when their needs are met, they can be motivated and have enthusiasm for work; When his needs are not met, he has no motivation and no motivation to work. Understanding the needs of tour guides seems simple, and many bosses and managers of small and medium-sized travel agencies basically know it? Maslow's hierarchy of needs theory? Yes As Li Ka-shing answered? What exactly are the needs of employees? Like that: Treatment and future. ? It is undeniable that generous salary returns and huge bonuses for outstanding contributions can motivate employees; Learning and training opportunities, promotion and greater job responsibilities are also factors that motivate employees' hopes; And the trust, guidance and encouragement of the owners and their managers. A scholar dies for a confidant? For talented people, it is also a wordless incentive; Giving him an important job that he likes is the best incentive for those who pursue self-realization. But how many owners and managers of small and medium-sized travel agencies can spend time and energy to find ways to understand the work, life, hobbies and ideals of tour guide employees, as well as their views and requirements for the company? Therefore, the key to understanding the needs of tour guides lies in the mentality of owners and their managers, and in paying attention to and understanding the needs of tour guides, treating them as internal customers and serving their own objects. 2. Establish a spiritual contract to retain talents. The tour guides of small and medium-sized travel agencies have a strong willingness to move. Under normal circumstances, the appropriate flow of talents is necessary, which is one of the main forms of technology diffusion and has a promoting effect on the development of the whole society and the travel agency industry. However, from the microscopic point of view, too frequent talent flow, especially in the case of high turnover rate of core employees, will lead to brain drain and customer information leakage, which has become a major problem for small and medium-sized travel agencies. Therefore, it is an important task for tour guide management of small and medium-sized travel agencies to correctly handle the relationship between stability and mobility and retain talents. With the increasing number of part-time tour guides, the employment system between tour guides and travel agencies based on contracts has become increasingly weak. It needs to be based on? Employability? According to the new employment contract. In the new contract, the tour guide should try his best to ensure the competitiveness of himself and his company or department; In return, travel agencies should ensure that they continue to provide training and education, expand their knowledge and skills and have the ability to find ideal jobs in other enterprises at any time. At present, people have reached such a consensus in some successful enterprises:? You are a person and must be responsible for your own life. If you are willing to contribute to the growth and progress of the company, the company will also increase your chances of growth and progress. ? Therefore, it is a realistic and feasible psychological contract to provide the best training and development resources and personal career growth opportunities for those who are not afraid of competition. If small and medium-sized travel agencies can provide their tour guides with opportunities for continuous learning and training, provide necessary resources for their creation and development, and make them realize their own value, this environment will be attractive, and it is necessary for small and medium-sized travel agency enterprises with tour guides as the focus of competition to establish psychological contracts in exchange for stability and loyalty in the course of operation. For example, travel agencies can cooperate with relevant tourism colleges: open their doors in the peak season to provide internship opportunities for college students, send employees to colleges and universities for further study or invite professional teachers to teach in the off-season. Practice has proved that this is a feasible and effective psychological contract.

3. Optimize the combination and make the best use of people. For small and medium-sized travel agencies, talent is the most important resource, and how to make rational use of it and maximize its benefits is a problem worthy of attention. As a tourist activity? Leadership? Tour guides of small and medium-sized travel agencies pay more attention to the realization of their own values. They are not satisfied with passively completing general affairs, but try their best to pursue challenging jobs that suit them. This psychological desire for achievement and satisfaction is also the driving force of their career. In view of this, small and medium-sized travel agencies should provide them with the environment and opportunities to realize their self-worth as much as possible. Enterprises can adopt the system of job rotation, internal open recruitment, and even let tour guides hold several positions, so as to receive various exercises, cultivate the ability of solving problems across disciplines, and find the most suitable job for their own development. In addition, job design technology is introduced to design related tasks for key and indispensable tour guides. Foster strengths and avoid weaknesses? This is also an important way to improve their job satisfaction and give full play to their role. For example: design and develop related theme tourist routes, develop new customers and establish new partners. Through this optimized combination, we can tap their potential and give full play to their talents, so as to further enhance and stimulate the sense of superiority brought by the tour guide profession itself.

4. Pay attention to the personal growth and career design of tour guides. At present, China's small and medium-sized travel agencies are short-sighted in talent development. Only use, not train? ,? Only manage, not develop? Is a common feature. The lack of enterprise-oriented training and development leads to the rapid aging of tour guide knowledge in advance and the rapid depletion of intellectual reserves. What's more, most tour guides are overdrawing their strength at work? No one can escape from being laid off for five years. It vividly illustrates the dilemma of the tour guide profession. Small and medium-sized travel agencies lost their development potential while their tour guides went from excellent to mediocre, and finally they could not get rid of the fate of being eliminated by the market. In addition, the dynamic nature of small and medium-sized travel agencies also determines that they should pay special attention to the training and development of existing talents, so that their technology and knowledge can be updated at a speed that meets the needs of the industry, thus maintaining the talent advantage of enterprises, and then forming and maintaining the overall competitive advantage of enterprises. If enterprises can attach importance to the career design of tour guides, fully understand their personal needs and career development will, provide them with an upward path suitable for their requirements, and best combine the personal development of tour guides with the sustainable development of travel agencies, they will have the motivation to join enterprises and form long-term cooperative partnerships with organizations. Therefore, small and medium-sized travel agencies need to overcome the current difficulties, attach importance to the human capital investment of tour guides, improve the talent training mechanism, and provide employees with learning opportunities to receive education and constantly improve their skills, so that they can have the ability of lifelong employment.

(C) to create a corporate culture with its own characteristics

As an atmosphere platform for corporate image and ideas, corporate culture often plays a great role in promoting positive behaviors such as encouraging talent growth. Although small and medium-sized travel agencies? Small, scattered, weak and poor? However, it is still necessary to strengthen the construction of corporate culture and create a good working atmosphere, especially to create a corporate culture with its own characteristics. For tour guides of small and medium-sized travel agencies, a clear reward scheme directly linked to performance is of course the most practical, but if we can carry out some healthy cultural and sports activities and labor competitions through the influence of corporate culture, we can also enrich our lives and help enhance the sense of honor of employees. The construction of corporate culture is to subtly enhance the attraction and appeal to employees by shaping excellent corporate culture; Through the construction of common values of enterprises, we can cultivate good interpersonal relationships and working atmosphere, enable employees to manage independently and work consciously under the constraints of common values, and enhance their sense of belonging and loyalty to enterprises. Therefore, for small and medium-sized travel agencies, only by establishing a stable, attractive and inclusive corporate culture can we create a pleasant and harmonious working environment within the travel agency and recruit and retain talents. The construction of its own characteristic culture can be grasped from the following aspects:

1. Build? People-oriented? And then what? People are above everything else? Value of

Whether the travel products designed by travel agencies for tourists can be successfully completed depends on the flexibility, creativity and enthusiasm of tour guides. Therefore, the corporate culture of small and medium-sized travel agencies should be established conceptually. People-oriented? And then what? People are above everything else? Values. This kind of values is intended to regard tour guides as the most important assets of enterprises, trust them, respect them, and let them participate in work-related decision-making, thus encouraging them to grow up and inspire them to exert their greatest potential. At the same time, due to the knowledge-intensive characteristics of travel agency guides, there is a two-way interactive relationship between them and operators or managers. They are unwilling to accept autocratic management methods, unwilling to be subject to too many constraints, and like independent work, creative work and even challenging work, which bring and increase the difficulty of management. In view of this, small and medium-sized travel agency enterprises must create an environmental mechanism characterized by democracy, emphasizing communication and coordination, so as to avoid the internal consumption of talents caused by internal competition. At the same time, in the process of seeking scientific decision-making, it is more important for enterprises to gain the tour guide's understanding of decision-making, conduct regular career evaluation and discussion with them, absorb their opinions and suggestions, and establish a smooth communication channel from top to bottom, so that they can have various convenient channels to express their concerns and opinions on certain things and easily get answers to some questions related to their interests. Conduct regular surveys and feedback, and establish them to ensure that they are treated fairly in case of dissatisfaction and punishment. Like Welch? People-oriented? The practice of frequently writing letters to employees is widely circulated in the world management circle, and the most important thing is that it is really realized in practice through communication and coordination? People-oriented? And then what? People are above everything else? Values.

2. Advocate the employee behavior concept of combining personality with team spirit.

Small and medium-sized travel agency enterprises need a group of outstanding talents who are brave in fighting and dare to meet challenges if they want to be invincible in the cruel and fierce competition. In order to arouse the enthusiasm, initiative and creativity of tour guides, enterprises should always maintain certain competitive pressure: First, break the tradition of seniority. Fair, just and open? On the basis of the competition, let them give play to the freedom of self-design, self-creation, self-optimization and self-organization, and also let outstanding talents stand out and show the individuation of tour guides; Secondly, let them work in changing team groups, such as various project teams, so as to understand the status and significance of their cooperation in the whole enterprise; Then, encourage them to communicate with others, support and cooperate with each other, constantly adjust themselves to meet the needs of the whole, and let themselves and the whole organization operate in an optimal way. Through this working environment and way, they can give full play to their abilities and creativity, and learn to work with other people in the team, learn from each other's strengths, form stronger creativity and realize their own value. This spirit of cooperation is formed under the competitive mechanism, which is a kind of competitive cooperation, and can also be said to be the cooperation between personality and team. The implementation of this management method is actually an extremely effective incentive.

3. Create a corporate atmosphere characterized by business innovation.

Small and medium-sized travel agency enterprises must cultivate distinctive innovative culture if they want to become promising enterprises. Innovation is the driving force of development. We should adopt the leadership style of supporting and coordinating, and give free space to tour guides, so that they can decide how to complete their tasks independently. On the one hand, managers set clear and stable work goals for them, and how to achieve this goal is up to them. On the other hand, it provides the necessary resources for its innovation activities, including financial and material support, as well as the call of human resources. For example, for key employees, in-depth study of their work, life and personality characteristics, so as to achieve your wishes? Even when necessary, we should design a special incentive plan for them. The autonomy of tour guides to solve problems can effectively stimulate their internal motivation, make them feel a sense of belonging to the enterprise, and enable them to transform their professional knowledge and technology into creative thinking ability to the maximum extent, thus injecting new vitality and vitality into the enterprise. In other words, if the team atmosphere is good, you can give employees a blank sheet of paper, give full play to their potential and paint their future blueprint. While sharing the hardships of starting a business, they can also reap the benefits together in the future, which can also motivate employees.

The incentive management of tour guides implemented by small and medium-sized travel agencies is essentially a strategic management of talents, which is conducive to giving full play to the flexibility and creative management of tour guides.

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