酒店员工流失外文文献.pdf
酒店人才流失参考文献
酒店人才流失参考文献酒店人才流失参考文献：1. 张立，陈明. 酒店人才流失及其对策研究[J]. 旅游科学, 2012(3):67-82.该文研究了酒店人才流失的原因，包括薪酬不足、工作压力大、职业发展空间有限等，同时提出了解决酒店人才流失的对策，如提高薪资待遇、改善工作环境等。
2. 陈凯，王美. 酒店人才流失成因及对策研究[J]. 经济管理, 2014(4): 59-67.该文通过问卷调查和深度访谈的方式，探讨了酒店人才流失的成因，包括个人发展空间不足、企业文化不合理等，并提出了加强员工培训、优化企业文化等对策，以减少酒店人才流失。
3. 沈华，王小刚. 酒店人才流失问题及对策[J]. 餐饮研究, 2016(2):25-31.该文分析了酒店人才流失问题的原因，如工作压力大、职业规划不清晰等，并从提高薪资待遇、改善工作环境、加强员工激励等方面提出了对策来解决酒店人才流失问题。
4. 王雪，李明. 酒店员工流失问题及对策研究[J]. 餐饮研究, 2017(6): 53-57.该文探讨了酒店员工流失问题的原因，包括缺乏职业发展机会、工作压力大等，并提出了改善员工薪资待遇、加强内部培训等对策，以减少酒店员工流失问题。
5. 许琳，刘伟. 酒店人才流失的调查与对策研究[J]. 酒店管理,2018(5): 56-63.该文通过问卷调查和数据分析的方法，研究了酒店人才流失的情况，并从提高薪资待遇、改善工作环境、加强员工培训等方面提出了对策来解决酒店人才流失问题。
6. 赵丹丹，刘洋. 酒店员工流失原因及应对策略研究[J]. 商情,2019(3): 63-72.该文调查了酒店员工流失的原因，包括薪资福利低、工作环境差等，并提出了提升员工薪资待遇、改善工作环境、加强企业文化建设等对策，以降低酒店员工流失率。
7. 张婷，王磊. 酒店人才流失问题浅析与对策[J]. 经济财税创新, 2020(2): 44-50.该文分析了酒店人才流失问题的原因，包括工作环境差、职业发展空间有限等，并提出了改善员工薪资待遇、加强培训和发展机会等对策，以减少酒店人才流失率。
人员流失问题及对策外文文献翻译2
人员流失问题及对策外文文献翻译2.5万字符人员流失问题及对策外文文献翻译：Title: Employee Turnover Issues and StrategiesAbstract:Employee turnover is a significant concern for organizations as it increases costs and disrupts the workflow. This paper aims to explore the causes of employee turnover and propose strategies to reduce turnover rates. The study identified several factors contributing to turnover, including job dissatisfaction, lack of career growth opportunities, and poor management. To address these issues, organizations can implement various strategies, such as improving employee job satisfaction through fair compensation and recognition programs, providing employees with development opportunities, and enhancing management practices. Additionally, fostering a positive work environment and promoting work-life balance can also help reduce turnover rates. The findings suggest that a proactive approach should be taken by organizations to retain valuable employees and minimize turnover. Introduction:Employee turnover refers to the rate at which employees leave an organization and are replaced by new hires. High turnover rates pose challenges for organizations, including increased costs associated with recruitment and training, reduced productivity due to constant turnover, and potential loss of valuable employees. This paper aims to examine the causes of employee turnover and propose strategies that organizations can adopt to reduce turnover rates and retain valuable talent.Causes of Employee Turnover:There are various factors that contribute to employee turnover. One major factor is job dissatisfaction. When employees are dissatisfied with their job, they may seek better opportunities elsewhere. This dissatisfaction can arise from several sources, such as low compensation, lack of recognition, limited growth prospects, and poor work-life balance.Another significant factor is the lack of career growth opportunities. Employees who feel that their career is stagnating may be more likely to look for advancement opportunities in other organizations. This is especially true for early-career professionals who seek growth and development.Poor management practices also contribute to employee turnover. When employees have ineffective or unsupportive managers, they may become disengaged and unhappy in their roles. In such cases, employees are more likely to leave the organization in search of better management practices and a healthier work environment.Additionally, lack of work-life balance and high levels of stress can result in employee turnover. When employees feel overwhelmed with work and have minimal time for personal and family-related activities, their job satisfaction and overall well-being may be affected, leading to higher turnover rates.Strategies to Reduce Turnover:Organizations can adopt several strategies to reduce employee turnover rates. Firstly, they can focus on improving employee jobsatisfaction. This can be achieved through fair and competitive compensation packages, recognition and rewards programs, and fostering a positive work environment. Regularly seeking employee feedback and addressing their concerns can also contribute to higher job satisfaction.Providing employees with growth and development opportunities is another effective strategy. Organizations can offer training programs, mentorship opportunities, and clear career paths to help employees progress in their careers. This not only fulfills employee aspirations but also enhances employee engagement and loyalty.Enhancing management practices is crucial in reducing turnover rates. Organizations should invest in training programs for managers to improve their leadership skills, communication abilities, and ability to support and motivate employees. Regular performance evaluations and constructive feedback can also contribute to better managerial practices.Finally, promoting work-life balance is essential in retaining valuable employees. This can be achieved by offering flexible work schedules, remote work options, and providing support for personal and family-related commitments. Organizations should create a culture that values work-life balance and encourages employees to maintain a healthy work-life integration. Conclusion:Employee turnover is a significant challenge for organizations globally. Understanding the causes of turnover and implementing effective strategies can help organizations retain valuable talentand reduce turnover rates. By focusing on improving job satisfaction, providing growth opportunities, enhancing management practices, and promoting work-life balance, organizations can create a supportive work environment that fosters employee engagement and loyalty.。
文献综述-酒店基层员工流动问题研究和解决策略
文献综述酒店基层员工流动问题研究和解决策略一、国外相关领域研究状况贝文(Bevan)认为，公司内部因素的作用比起外部的吸引来说更能影响员工流失，而且员工做出离开企业的决定是基于离开的愿望和流动的难易程度。
崔西(Tracey)认为，员工之所以跳槽，首先是企业对他们不信任，他们对自己做的工作没有自主权;其次是工作条件差，而工作要求又很高:最后是报酬低。
肯尼迪和福佛特(Kenndey and Fulford)认为，影响员工流动的因素包括明显因素和不明显因素，其中明显因素包括:年龄;收入;工作性质;个人发展事业的决心;预期未来的发展前途;员工调动工作的态度等。
不明显因素包括:性别;种族;婚姻状况;家庭人数;教育背景:工作任期;以前调动工作的经验等。
迪瑞(Deery)则发现:影响员工流失的因素除了报酬、工作预期等因素外，管理人员与员工之间缺乏交流以及员工流动文化(企业内关于员工流动的合法性和可接受程度的信念和价值观)也是影响员工流失的重要原因。
希金和崔西(Hinkin and Tracey)认为:员工的流失会使企业增加五大类成本，分别为:分离成本:包括辞职面谈成本、各种手续成本以及对员工的补偿费等;招聘成本:包括广告成本、付给中介机构的费用、申请者及招聘人员的车马费及杂费等;选拔成本:包括面试费用(可能是多次面试)，对应试者的学历和资格的检查费用、体检费以及行政管理费用等;雇佣成本:包括行政管理费用、工作安排费用、上岗培训成本、正式培训成本以及制服成本等;生产损失成本:包括空缺成本、离职前的生产损失成本、新手的失误和浪费带来的成本以及管理混乱带来的成本费用等关于企业人才流失危机的治理，关于激励理论的研究成果较多，国外专家的研究大多是围绕着人的需要实现及其特点的识别以及如何根据需要类型和特点的不同来采取措施影响他们的行为而展开的。
比较著名的激励理论有:美国心理学家马斯洛的需求层次理论;V.弗鲁姆的期望值理论;美国心理学家赫茨伯格的双因素理论;美国心理学家亚当斯的公平理论，也称为社会比较理论;美国心理学家斯金纳的强化理论等。
人才流失吸引和留住人才中英文对照外文翻译文献
人才流失吸引和留住人才中英文对照外文翻译文献(文档含英文原文和中文翻译)译文：吸引和留住人才摘要吸引人才和留住人才，是企业成功的关键。
企业最重要的资源，就是优秀雇员，他们不断提升工作技能，为企业和顾客带来更大的价值。
本文论述的是如何吸引和留住人才来保持竞争力，以及如何打造持续繁荣发展的企业环境。
关键词：吸引，留住，人才，环境，竞争力1 吸引和留住人才的重要性十多年前，美国一些先进的公司就预言将会出现严重的人力资源短缺问题。
这样的预言在当今竞争越来越激烈的商界中已经得到验证。
人力资源短缺几乎能影响所有的行业，因此企业雇主应当跳出传统陈旧的人力资源配置概念。
当“新手”雇员加入工作岗位，必然有各种问题随之产生。
因此，吸引和留住企业中的优秀雇员十分重要。
高效率的雇员就是令人满意的雇员。
这样的人才能为企业创造更好的业绩。
企业管理者有责任不断地营造能让人才乐意工作于其中的企业环境。
首先要确保新招募的雇员的素质，认定及留住资深雇员，再者就是发展有成长潜力的雇员。
同时要关注表现欠佳的员工，去了解这类员工是否分配到了不适当的工作岗位，明确公司有无提供具体清晰的工作要求让员工清楚明白自己的工作职责。
如果员工的表现没有达到预定的要求，企业管理者应明确地反馈给员工知道。
大卫·格洛斯是Power & Control Automation公司的客户代表。
该公司是西门子公司在美国佛罗里达州和佐治亚州的主要分销商。
他提出以下的观点：“一个出色雇员的特点是忠诚，有责任心，有创意，注重细节——这是最重要也最难得的特性。
除了福利和报酬之外，雇员还需要对公司有一份信心。
他们希望确定为公司销售的产品是安全无害的，希望确定公司会在业界保持稳固地位。
”格洛斯认为安全感是区分好企业与坏企业的一大特点。
“优秀的雇员具有积极的态度和可培训性，他们有良好的工作记录，能与他们合作融洽。
作为小型的企业，我们可以更加灵活，并且我们很自豪能给雇员提供家庭般和谐友好的氛围，较有自我管理的风格。
员工流失（英文文献）.doc
员工流失（英文文献）.doc员工流失(英文文献)1How to control employee-leaving?2.1 Perspective PowerIf the perspective power you knew any factor may stimulate people's power, then you have grasped and the people communicate the exchange the most effective tool.In the introduction part content, I had said, the stimulation power is everybody most universal request, each people all want to obtain more powers, but they did not know actually the power is any.A person possibly can say he hoped obtains a bigger power, the superintendent and the leader can say they hoped has a more positive team, the employer hoped hires one to have the working zeal staff, the staff hoped has one to be able to stimulate their power the employer. In fact, the employer is extremely high to staff's request, therefore the staff should have stimulates the self-enthusiastic ability.The power and the strength relations is extremely close, we may say a working zeal full person has the infinite strength. We may recollect a next astonishing story: A mother and her several children have experienced a traffic accident, their automobile turned, the vehicle upside down, the children are stranded in the vehicle outside, the mother is thrown dispatched a vehicle, lucky is, she has not been injured. Mother body weight approximately 57 kilograms, height only then 163 centimeters. When the ambulance corps arrive, theydiscovered the mother hugs the children in the bosom, the children has not been injured. The ambulance corps deliver themthe hospital, has carried on a comprehensive inspection, finally discovered, this mother's vertebra is broken by pressing. Obviously, at that time she has lifted the automobile, moved with the foot the children, in this process, her back has received the damage. We knew that, under the normal condition, the mother also is cannot lift in any event the automobile, she already does not have such physique, also does not have such muscle strength, but she has the power strength.hope is all power foundationTherefore, the hope stimulates a people's power standard, the hope is any result motive, is actuates the engine the fuel. Lacks the hope, anybody enthusiasm and the power all not impossible to be transferred and the stimulation.2.2 Drive and Control differenceLet us first from the management angle, looks at between the drive and the control difference.In my opinion, the control is forces somebody to make something, is you wants to let them make these matters; But drove is lets somebody own be willing to make something, because they want such to do. My great friend franker ·enlightens Qiao to say that,”Is precisely this small difference creates the huge difference.”Therefore, you are use the drive or the control operate the company, already became weighs the old enterprise and the new enterprise's。
公司人才流失问题的研究外文参考文献译文与原文
吸引和留住人才概括吸引和留住人才是企业成功的关键。
企业最重要的资源是优秀的员工，他们不断提高工作技能，为企业和客户带来更大的价值。
本文讨论了如何吸引和留住人才以保持竞争力并创造持续繁荣的商业环境。
关键词：吸引、留住、人才、环境、竞争力1吸引和留住人才的重要性十多年前，美国一些先进企业就预测，人力资源将严重短缺。
这种预测已在当今竞争日益激烈的商业世界中得到证实。
人力资源短缺几乎可以影响到所有行业，因此雇主应该跳出传统的人力资源配置观念。
当“新手”员工加入劳动力队伍时，不可避免地会出现问题。
因此，吸引和留住企业中最优秀的员工非常重要。
高效的员工是令人满意的员工。
这样的人可以为企业创造更好的业绩。
不断创造人们愿意工作的商业环境是企业管理者的责任。
一是确保新入职员工的素质，识别和留住资深员工，然后培养具有成长潜力的员工。
同时，要关注表现不佳的员工，查明该员工是否被分配到了不合适的岗位，并明确公司是否提供了具体明确的岗位要求，让员工清楚了解自己的工作情况。
工作职责。
如果员工的绩效没有达到预定的要求，企业管理者应该明确的反馈给员工，让他们知道。
David Gross 是电力与控制自动化的客户代表。
该公司是西门子在佛罗里达州和乔治亚州的主要经销商。
他提出以下观点：“一个伟大的员工的特点是忠诚、责任、创造力、关注细节——这是最重要也是最难的特质。
除了福利和薪酬，员工还需要对公司有一份分享的信心。
他们希望确保他们为公司销售的产品安全无虞，他们希望确保公司在行业中保持强势地位。
”格罗斯认为，安全感是区分好企业与坏企业的特征之一。
“优秀的员工有积极的态度和可训练性，他们有良好的业绩记录并且与他们合作得很好。
作为一家小型企业，我们可以更加灵活，我们很自豪能够为我们的员工提供家庭友好的氛围，更加自主管理的风格。
我们允许员工处理个人事务，但稍后会为该工作腾出时间，而且我们的一揽子福利非常具有竞争力。
”1.1 优秀员工对公司的期望任何行业的任何公司的员工对公司都有以下需求，按重要性和重要性的降序排列。
酒店实习生流失原因的外文参考文献
酒店实习生流失原因的外文参考文献Allen, D.G., 2006. Do organizational socialization tactics influence newcomer embeddedness and turnover? Journal of Management 32 (2), 237-256.Anderson, J.C. Gerbing, D.W.. 1988. Structural equation modelling in practice: a review and recommended two-step approach. Psychological Bulletin 103, 411-423.Batey, H., Woodbridge, M.2007. Networking the generation Y way: a discussion paper on the interconnectivity between the traditional hospitality industry and the emerging Gen Y workforce. ORION Journal of International Hotel Management 2, 29-35.Barney,J.. 1991. Firm resources and competitive advantage. Journal of Management 17, 99-120.Burton, J.. Holtom, B.C Sablynski, CJ.. Mitchell, T.R., Lee, T.W., 2010. The buffering effects of job embeddedness on negative shocks. Journal of Vocational Behavior 76(1), 42-51.Chen, R.X.Y.. Cheung, C, Law, R.. 2012. A review of the literature on culture in hotel management research: what is the future? International Journal of Hospitality Management 31(1), 52-65.Crossley, C.D.. Bennett, RJ. Jex, S.M., Burnfield, JL, 2007.Development of a global measure of job embeddedness and integration into a traditional model of vol-untary turnover. Journal of Applied Psychology 92 (4), 1031- 1042.Crossley, C.D.. Grauer, E.. Lin, LF.. Stanton, J.M.. 2002. Assessing the content validity of intention to quit scales. In: Paper presented at the annual meeting of the Society for Industrial and Organizational Psychology.Davidson, M.C.G. Wang, Y., 2011. Sustainable labour practices? Hotel human resource managers views on turnover and skill shortages. Journal of Human Resources in Hospitality and Tourism 10 (3), 235-253.Deery, M.. 2008. Talent management, work-life balance and retention strategies. International Journal of Contemporary Hospitality Management 20 (7),792- 806.。
关于酒店员工流失问题的分析资料
12312365毕业论文题目：对亚丁湾酒店员工流失问题的分析On the Analysis of the Fushun Yadingwan Hotel StaffTurnover Problems学院：经济与管理学院专业：旅游管理学生： X X X学号： 2012020804022指导教师： XX 教授二○一四年六月摘要中国的餐饮行业是朝阳行业中蓬勃发展的一种新兴古老产业，中国餐饮业面临无限商机和发展潜力。
随着国内餐饮业规模的扩大，如今餐饮企业的竞争不单纯是质量、价格和服务的竞争，更是人才的竞争。
随着社会经济的发展，各个企业之间的竞争日趋激烈，企业的管理体系也越来越完善，其中最重要的表现在于越来越多的企业逐步认识到员工是企业兴衰成败的关键因素之一，酒店作为一个劳动密集型的行业，人才是酒店竞争的核心，在餐饮企业发展的诸多问题中，其员工流失问题具有极特殊的重要性。
为何酒店员工流失过大，如何留置酒店人才这都是需要研究和需要解决的问题。
本文包括对酒店员工流失问题的研究背景与意义，从亚丁湾海鲜大酒店员工现状着手，分析了酒店员工流失现状，找出了酒店在人力资源管理方面存在的问题，剖析了酒店员工流失的原因，在此基础上重点提出了解决亚丁湾海鲜大酒店人员流失的具体措施并对抚顺亚丁湾酒店员工流失问题提出结论和展望。
关键词：员工流失；餐饮业；人力资源管理；措施AbstractChina's catering industry is booming in chaoyang industry an emerging industry, the ancient Chinese catering industry faced with unlimited business opportunities and development potential.With the expansion of domestic food and beverage industry, catering enterprises in the competition is not just the quality, price and service competition, but also the competition of talents.With the development of social economy, the competition between enterprises becomes more intense, enterprise's management system is becoming more and more perfect, one of the most important performance is more and more enterprises gradually realize that employees are one of the key factors of a enterprise, the hotel as a labor-intensive industry, talent is the core of the hotel competition, many problems in the development of catering enterprises, the importance of its staffs loss problem with very special.Why hotel staff loss is too big, how to lien hotel talent that is need research and solve the problem.In this paper, including the research background and significance of the problems of hotel staff loss, the situation of seafood from the gulf of Aden hotel staff, analyze the present situation of the hotel staff loss to find the hotel in human resources management problems, analyze the reasons of the loss of the hotel staff, on the basis of the emphasis put forward specific measures to solve the gulf of Aden seafood hotel staff turnover and fushun Aden hotel staff turnover problems put forward the conclusion and outlook.Keywords: Staff turnover;catering industry;Human resource management;measures目录前言 (1)一、酒店员工流失现象研究意义 (2)二、亚丁湾海鲜大酒店简介 (2)三、员工流失对亚丁湾海鲜大酒店的影响 (3)（一）员工的流失会给酒店带来成本损失 (3)（二）员工流失对酒店在职员工的影响 (3)（三）员工的流失直接影响饭店的服务质量 (4)（四）员工流失不利于酒店文化建设 (4)四、亚丁湾海鲜大酒店员工流失的原因 (5)（一）缺乏有效培训，员工职业生涯期望得不到满足 (5)（二）工作时间长、劳动强度大 (5)（三）薪酬制度不合理 (6)（四）选用人才不当 (7)（五）社会的世俗偏见 (7)五、亚丁湾海鲜大酒店员工流失问题解决对策 (7)（一）注重员工职业前景培训，提高酒店员工的自身价值 (7)（二）改善酒店的管理方式 (8)（三）建立合理的薪酬体系 (9)（四）完善酒店的用人机制 (10)（五）加强酒店文化建设，树立酒店品牌 (10)结论与展望 (12)参考文献 (14)致谢 (15)附录Ⅰ亚丁湾海鲜大酒店服务质量顾客调研问卷 (16)前言随着我国经济的迅速腾飞，我国的餐饮业这些年有了较大的发展，但是员工高流失率、服务员难招的问题也伴随而来并困扰着经营管理者。