我國餐飲企業(yè)人力資源管理存在的問題及對策

方案：論文（設計）題人力資源管對策完成人：班：學：

2010-02年

：導教：完成：

理2014-04-04乏源劃力略工高失制，培誤理，乏源劃力略工高失制，培誤理，平業(yè)力工遷展，乏徑飲訓提素施，核機完制薪業(yè)方案目錄要································································································································································

(1)性····································題·························································(1)()缺人資戰(zhàn)規(guī)·················································································································()員流率·········································································································································()培訓機全的在········································································()缺系···········································································································()薪管學公································································································()職發(fā)潛小員缺升途··············································································

策·························································(4)()樹立理····················································································()完善餐培斷工········································································(三)實性理考升······················································()制定適合自己企業(yè)的··············································································

(5)(五)解招難嚴重題··········································(6)()制定職·················································································································································································································································································

Abstract

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(8),,,由初小這小以能夠其個很因就視工作升整體水平實施全位建體有立足本情結合際況立適體以,激烈競處于敗之地以說努創(chuàng)思想樹立“以本”切法充調(diào)積極造良形工整體爭能立健全科學合吸引培住爭取早日實從角度水二極性創(chuàng)造性高前尤其批競稍小原材料漲價情下提遇與其他行遇整體水平較低快造難以保障度上造整個難從濟通貨膨脹得原材料價格居下?lián)舴浅Ｌ岣咝懈偁幖觿〈龈叨觿　半y難留”近幾年較城市收入低高鄉(xiāng)鎮(zhèn)較達區(qū)勞者般都選擇家門口就程度上城市中些行導致各與務簽訂正式勞象越越務之間沒穩(wěn)傭關系根據(jù)服務表好壞隨服務；務也為其它更好境機高薪而選擇三健全數(shù)上崗前都上普遍機沒體系明層次模清沒專門機構即組專機構但也只針基層務而內(nèi)容實際需機密結又少而少前沒行系統(tǒng)需求分析并明確素些決案咎基身此提就是其非常重要們力素提高健全效能因效、就是他們、他們是就是是全是、是因效能力2.內(nèi)容事實服務只,即也常少更談調(diào)服務辦養(yǎng)老保險醫(yī)療保險對于少升徑服務都簡單動般沒進相應培訓此說服務職生涯相對于其它職比較般說層務果被升于齡其它因沒必要服務職涯規(guī)劃我國前少科學拔法選拔由上級領獨雖然小部分采內(nèi)部競爭上崗可由于少套科學選拔流程法使競上崗句話造才浪費上挫傷參積般說只—領班—升遷途徑樣臺長強力對策力要走傳源所破樹“”力第中心開項要識造價值源因此要把注更放開合潛能更作方案念的其他工作。像海底撈就實了真正意義上的人力資源管理，本著以本”的理念，達到了人資源管理的真正目的：企業(yè)與員的雙贏，企業(yè)工的共。企業(yè)營管理者應該提高培訓認識理觀念。因為培訓不僅是力資源管理部工作，員工的培訓應該是每一位企業(yè)經(jīng)營理應的職責。只有企營理者把培訓和管理兩者結合起來，才者相互促進企業(yè)營理者應該降低培訓成本，提高培訓效益。統(tǒng)的培訓成本括直接成機會成餐飲業(yè)為組織培訓要支付的其他有形形的。息化訓統(tǒng)堂為中心轉變?yōu)橐詾樾模栭g和間更加有利于受訓者，受訓者可以在任時間、何地點可以選擇絡接而網(wǎng)絡課，現(xiàn)培益的的目的。經(jīng)營管理者應該實員訓、化訓方，餐飲企業(yè)應該員培訓的，的素質。方，要一部門的人員是理訓飲企業(yè)應從益，立一支識的資的從餐飲企業(yè)部。和提機效的和，開企業(yè)應該提目，解到各門，成接著部門位，選擇合與，從而立位效和。為了的現(xiàn)，餐飲企業(yè)可以成成員一A、B、C、D、同相。經(jīng)營管理者應該實結觀。效現(xiàn)經(jīng)成為業(yè)人力資源開管理的一要，企業(yè)應從的高人力資源管理的，“以本”觀時應在管中提。合企業(yè)的1.,,,,,亡過經(jīng)歷許多風險括疾病、失、休果依靠力規(guī)這些風險了接著、經(jīng)包括、、險等包括、等、些力規(guī)規(guī)方案才，分析其性格特點和興愛好，把他們分配到相關的部門，并給予一段時間基層作鍛煉。果達到一定的標并通了審核可以其提升到一定的職位，通過多不斷的磨練和培養(yǎng)，將能為餐飲企業(yè)創(chuàng)造出優(yōu)。源理有餐飲企業(yè)經(jīng)營管理者認識它的重要性，意識到它對于企業(yè)可持續(xù)發(fā)展的重要關系，才能更堅定地做凡事預則力資管理身就一個不斷善、進過程?？傊?，飲企業(yè)要合自身際況立適合自身展點的人力資源管理，將人力資源管理的各個環(huán)節(jié)有效地結合起來并不僅將工作放在表面之上。這是提升我國，獲取優(yōu)勢。參考文獻[1]林.模式:中國企業(yè)人力資源操案[M].北:中信版,[2]蔣,.人力資源管理5P模探討[現(xiàn)代理科,2004,(4).[3]黃,,林翔.品銷[M].沈陽遼版,[4]萬.我國餐飲業(yè)人源管的構建[J]商業(yè)研究,[5]葉,楊.餐飲企理[M].北:高等教版社,2010.[6]沈.中殊性[J].現(xiàn)科,[7]徐.飯店人力資源[M].北京:北交大,[8]張.淺談我飯工培訓與策[濟師,[9]劉.管理激勵[M].上海上海財大版,[10]何蕾.虛力資理存在問題及策研究[J].中小企業(yè)管與,urrentSituationandCountermeasuresHumanevelopmentCateringBusinessKANGMeng-na方案：China'seconomicdevelopment,theserviceseemstohavet