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1、大型活动与酒店人力资源管理的异同 以北京奥运会和香格里拉酒店为例 Author GuangquanDai JuanZhaoSouthChinaUniversityofTechnologyGuanzhou 510006CorrespondingAuthor GuangquanDai Similaritiesanddifferencesbetweenmega eventandhotelhumanresourcesmanagement CaseStudiesofBeijingOlympicGamesandShangri LaHotel CONTENT COMPARATIVEANALYSIS1 Org
2、anizationStructure2 featuresofstaffmanagement3 workingcharacteristics4 humanresourceplanning5 humanresourcetraining6 performanceevaluation paymentandincentive7 laborrelationsCONCLUSION 1 ORGANIZATIONSTRUCTURE GuangzhouShangri LaHotel beelinefunctionsystem BeijingOlympicGames Matrixorganization 2FEAT
3、URESOFEMPLOYEEMANAGEMENT 2 1Similarities seasonality highemployeeturnoverrate2 2difference turnoverratePattern time Hotel Cyclefluctuationsretaincorestaff Q0 employeequantity OlympicGames Pulsating脉动性One time一次性 Pre eventDuring eventPost event Numberofthestaff time 3WORKINGCHARACTERISTICS WORKINGENV
4、IRONMENTHotel fixedinnerstationOlympicGames beofftheoriginalpostWORKINGCONTENTSHotel routineworkOlympicGames changingtask changingHRneede g thestageofdesigningOlympicsVenue considerthequalityandschedule budgetestimate needmoreprojectplanningstaffsConstructionStage moreConstructionworkersandmanagers
5、Duringtheevent riskmanagementandcrisismanagementaremoreimportantanddifficult terrorism violence accidentetc ADDITION SPECIALTEAMFORTHEEMERGENCIESSecurityPersonnelMedicalPersonnel 4HUMANRESOURCEPLANNING OlympicGames teamgroupismadeupoftheemployeeswithdifferentknowledgeandworkingexperiencesprojectmana
6、gerisveryimportant possesshigherleadershipandricheven managementexperiences 5HUMANRESOURCETRAINING OlympicGamesTrainingtotheemployees therequirementandstandardabouttheprojects totheprojectmanager roletransformation projectmanageristhemostimportantroleandacquirehigherabilitiesandrichexperiences Tothe
7、volunteers comprehensivetraining importantandfullofdifficulties largenumber variousbackground 6PERFORMANCEEVALUATION PAYMENTANDINCENTIVE performanceevaluationhotelPersonnelmanagementsubsystem theemployeedossiermanagementandattendance flexibleworkinghoursOlympicGameshighermoralrisk supervisionproblem
8、swithoutflexibleworkinghours paymentandincentivehotel perfectrewardsystemandprofessionaldevelopmentopportunitye g Shangri LaHotelfixedwage bonus welfare OlympicGamesstakeholders basedonthecontracts volunteers Mentalinspiration includingworkinspiration aiminspiration honorinspirationetc 7LABORRELATIO
9、NS BothofthemestablishthelaborrelationsintheformofcontractsystemThecontractbetweentheOlympicVolunteersandtheorganizingcommitteeiskindofspiritcontract CONCLUSION MostImportantDifferences HotelHRM Sustained comparativelystable long termOlympicGamesHRM one time pulsating temporary bottomofthedifference
10、s Hotel enterprise existinguntilthebankruptcyoftheenterprise stationaryorganizationOlympicGames project duringacertainperiodoftime Temporaryorganization MEGA EVENTMANAGEMENT PROJECTMANAGEMENT enterprisedevelopment TherelationshipbetweenthebasicconceptsofProjectmanagement operationmanagementcyclediag
11、ram THEKEYFACTORSFORTHEMEGA EVENTHRM ProperHRplanningbasedonthetimeandtaskscheduleEfficientProjectTeamSpecialteamfortheemergencyHRmechanismreactsRapidlyPerfectincentiveandcontrolmechanismtomaintainworkingEfficiencyandqualitySpecialmanagementforVolunteers includingHRplanning Recruitment Selection Training incentiveetc Thanks GuangquanDai gqdai JuanZhao janetzhao
