ABSTRACT
With the development of China's economic, China's hotel industry is facing increasingly fierce competition. As a window industry, the hotel staff’s service quality directly affects the hotel's efficiency and customer’s satisfaction. Therefore, the 1980s and 1990s employees who are charged with the task of reform of 21 century play an important role in the modern hotel industry. However, because of their different personalities, it also brings many challenges to the hotel staff management. The solution to this problem is to increase subjective motivation of employees through scientific incentive methods, so that can maximize the potential ability of employees and achieve the hotel’s own development. In this paper, through anglicizing the psychological characteristics and personality of 1980s and 1990s employees, we can understand the personality characteristics of 1980s and 1990s employees showed in the work of hotel industry. Besides, it explains the importance and significance of the motivational mechanisms to the hotel staff, and proposes some reasonable motivational mechanisms to promote the development of the hotel industry.
Key words: Motivational Mechanisms Hotel Industry 1980s and 1990s employees
摘 要
随着中国经济的发展，中国酒店业面临着越来越激烈的竞争。酒店作为一个城市的窗口行业，工作人员服务质量的好坏，直接作用着酒店的效益和客户的满意度。因此，担负着2 1 世纪时代变革重任的80、90后在现代酒店业中扮演着重要角色。然而，英语论文，由于其不一样的个性，给酒店员工管理也带来很多挑战。而解决这一问题的措施就是通过科学的激励措施提高员工的主观积极性，从而充分发挥员工的潜在能力，以实现酒店自身的发展。本文通过对80、90后心理特征以及性格的略论，了解80、90后员工在酒店业中表现出的性格特点，阐释了酒店员工激励的重要性和意义，英语论文范文，并在此基础上从酒店发展的层面提出正确合理的员工激励机制。
关键词：激励机制 酒店业 80、90后员工
Chapter One Introduction
1.1 Background
Human resources development and management have been a focus of attention of the hotel management. Hotel industry as a service of labor intensive industry takes service as the center, and the staff is the service provider. Staff’s awareness of service, service attitudes and skills will not only affect customer perception of service quality, but also have an impact on the reputation and benefits of the hotel (Xu & He, 2017). So, the employees, especially the outstanding employees are the most valuable asset of the hotel. Only the hotel which has staff with strong sense of belonging can achieve the goal of “guests first”. Therefore, the hotel manager should give employees full love, trust, understanding, respect and focus on the needs of employees, in order to raise their initiative and creativity, which can further effectively improve the service efficiency and service quality. The 1980s and 1990s employees, who play an important role in the modern hotel industry brings many challenges to the hotel staff management, because of their different personalities. Therefore, hotel managers should take measures, to solve this problem.
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