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大型活動(dòng)與酒店人力資源管理的異同

——以北京奧運(yùn)會(huì)和香格里拉酒店為例Author:GuangquanDai&JuanZhaoSouthChinaUniversityofTechnologyGuanzhou,510006CorrespondingAuthor：GuangquanDaiSimilaritiesanddifferencesbetweenmega-eventandhotelhumanresourcesmanagement——CaseStudiesofBeijingOlympicGamesandShangri-LaHotel

CONTENTCOMPARATIVEANALYSIS1.OrganizationStructure2.featuresofstaffmanagement3.workingcharacteristics4.humanresourceplanning5.humanresourcetraining6.performanceevaluation,paymentandincentive

7.laborrelationsCONCLUSION1.ORGANIZATIONSTRUCTUREGuangzhouShangri-LaHotel：beelinefunctionsystemBeijingOlympicGames：Matrixorganization2FEATURESOFEMPLOYEEMANAGEMENT

2.1Similarities

：seasonality,highemployeeturnoverrate2.2difference

：turnoverratePatterntimeHotel：CyclefluctuationsretaincorestaffQ0employeequantityOlympicGamesPulsating

脈動(dòng)性O(shè)ne--time一次性Pre-eventDuring-eventPost-eventNumberofthestafftime3WORKINGCHARACTERISTICSWORKINGENVIRONMENT

Hotel：fixedinnerstationOlympicGames：beofftheoriginalpostWORKINGCONTENTS

Hotel：routineworkOlympicGames

：changingtask，changingHRneede.g.

thestageofdesigningOlympicsVenue

:considerthequality

andschedule,budgetestimate，needmoreprojectplanningstaffsConstructionStage——moreConstructionworkersandmanagersDuringtheevent,riskmanagementandcrisismanagementaremoreimportantanddifficult：

terrorism,violence,accidentetc.

ADDITIONSPECIALTEAMFORTHEEMERGENCIESSecurityPersonnelMedicalPersonnel…...4HUMANRESOURCEPLANNING

OlympicGames：teamgroupismadeupoftheemployeeswithdifferentknowledgeandworkingexperiencesprojectmanagerisveryimportant,possesshigherleadershipandricheven-managementexperiences5HUMANRESOURCETRAININGOlympicGamesTrainingtotheemployees————therequirementandstandardabouttheprojects.totheprojectmanager————roletransformation(projectmanageristhemostimportantroleandacquirehigherabilitiesandrichexperiences)Tothevolunteers————comprehensivetraining;importantandfullofdifficulties(largenumber,variousbackground)6PERFORMANCEEVALUATION,PAYMENTANDINCENTIVEperformanceevaluationhotelPersonnelmanagementsubsystem:theemployeedossiermanagementandattendance.flexibleworkinghoursOlympicGameshighermoralrisk，supervisionproblemswithoutflexibleworkinghourspaymentandincentivehotel：perfectrewardsystemandprofessionaldevelopmentopportunitye.g.Shangri-LaHotelfixedwage﹢bonus﹢welfare…………OlympicGamesstakeholders————basedonthecontracts;volunteers————Mentalinspiration,includingworkinspiration,aiminspiration,honorinspirationetc.7LABORRELATIONSBothofthemestablishthelaborrelationsintheformofcontractsystemThecontractbetweentheOlympicVolunteersandtheorganizingcommitteeiskindofspiritcontract：CONCLUSIONMostImportantDifferences：HotelHRM:Sustained,comparativelystable,long-termOlympicGamesHRM:one-time,pulsating,temporarybottomofthedifferences:Hotel———enterprise（existinguntilthebankruptcyoftheenterprise）stationaryorganizationOlympicGames——project（duringacertainperiodoftime）TemporaryorganizationProject5Project4Project3Project2Project1

Project6Mega-eventMEGA-EVENTMANAGEMENT————PROJECTMANAGEMENTParalympicsOlympicTorchRelayConstruction&EnvironmentCulturalActivitiesOpening&ClosingCeremoniesGamesServicesBeijingOlympicGamesmarketingmanagementfinancialaccountingproductionmanagementtechnicalmanagementHRMenterprisedevelopmentTherelationshipbetweenthebasicconceptsofProjectmanagementoperationmanagementcyclediagramtime

teamenvironmentprojectoperationtaskTHEKEYFACTORSFORTHEMEGA-EVENTHRMProperHRplanningbasedonthetimeandtaskscheduleEfficientProjectTeamSpecialteamfortheemergencyHRmechanismreactsRapidlyPerfectincentiveandcontrolmechanismtomaintainworkingEfficiencyandqualitySpecialmanagementforVolunteers,includingHRplanning,Recruitment,Selection,Trainin

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