A critical ingredient in the success of hotels is developing and maintaining superior performance from their employees. How is that accomplished? What Human Resource Management (HRM) practices should organizations invest in to acquire and retain great employees?

酒店要经营成功，一个关键因素就是培养和维持员工的优秀表现。这是如何实现的呢?企业应该在人力资源管理上投入哪些做法才能找到并留住优秀的员工呢?

Some hotels aim to provide superior working conditions for their employees. The idea originated from workplaces usually in the non-service sector - that emphasized fun and enjoyment as part of work - life balance. By contrast, the service sector, and more specifically hotels, has traditionally not extended these practices to address basic employee needs, such as good working conditions:

有些酒店旨在为员工提供优质的工作条件。这种想法源于一些工作场所--通常是非服务性领域会强调乐趣和享受是平衡工作与生活的一部分。相比之下，服务行业，尤其是酒店行业，传统上并没有将这些做法扩展以满足员工的基本需求例如良好的工作条件。

Pfeffer (1994) emphasizes that in order to succeed in a global business environment, organizations must make investment in Human Resource Management (HRM) to allow them to acquire employees who possess better skills and capabilities than their competitors. This investment will be to their competitive advantage. Despite this recognition of the importance of employee development, the hospitality industry has historically been dominated by underdeveloped HR practices (Lucas, 2002).

1994年，普费弗强调，为了在全球商业环境中取得成功，组织必须在人力资源管理方面有所投入，才能使企业招募到的员工比同行招到的员工具有更高技能和能力。这项投入对它们的竞争更有利。虽然员工发展的重要性已受到业内人士的认可，但是酒店行业人力资源方面的措施历来不尽如人意(卢卡斯，2002)。

Lucas also points out that 'the substance of HRM practices does not appear to be designed to foster constructive relations with employees or to represent a managerial approach that enables developing and drawing out the full potential of people, even though employees may be broadly satisfied with many aspects of their work' (Lucas, 2002). In addition, or maybe as a result, high employee turnover has been a recurring problem throughout the hospitality industry. Among the many cited reasons are low compensation, inadequate benefits, poor working conditions and compromised employee morale and attitudes (Maroudas et al., 2008).

卢卡斯还指出:“人力资源管理做法的实质似乎并不是为了促进员工的建设性关系，也不是为了呈现出这样一种管理模式，来培养和挖掘员工最大的潜力，即使员工们可能对于他们工作的许多方面都大致满意了“(卢卡斯，2002)。此外，或许正因为如此，员工的高流动率一直是酒店行业反复出现的问题。在众多离职的原因有:薪酬低、福利少、工作条件差员工士气低下以及工作态度卑微(转引自马鲁扎斯，2008)。

Ng and Sorensen (2008) demonstrated that when managers provide recognition to employees, motivate employees to work together, and remove obstacles preventing effective performance, employees feel more obligated to stay with the company. This was succinctly summarized by Michel et al. (2013): '[P]roviding support to employees gives them the confidence to perform their jobs better and the motivation to stay with the organization.' Hospitality organizations can therefore enhance employee motivation and retention through the development and improvement of their working conditions. These conditions are inherently linked to the working environment.

Ng和Sorensen(2008)的研究表明:当管理者如果能够给予员工认可，激励员工团结合作，并消除阻碍绩效的障碍时，员工会觉得更有义务留在公司。2013年，米歇尔对此进行了简要的总结:“为员工提供支持给了员工更好完成工作的信心，以及留在企业的动力。“因此，酒店企业可以通过改善和提升员工的工作条件来提高员工的积极性并留住员工。这些条件与工作环境有着内在的联系。

While it seems likely that employees' reactions to their job characteristics could be affected by a predisposition to view their work environment negatively, no evidence exists to support this hypothesis (Spector et al., 2000). However, given the opportunity, many people will find something to complain about in relation to their workplace (Poulston, 2009). There is a strong link between the perceptions of employees and particular factors of their work environment that are separate from the work itself, including company policies, salary and vacations.

虽然员工貌似都以消极的态度看待自己的工作场所，从而影响他们对工作特性的反应，但没有证据可以支持这一假想(转引自斯佩克特，2000)。然而，一旦有机会，很多人都会找与工作场所有关的事情来抱怨普思顿，2009)。员工的看法和他们工作环境中与工作本身无关的特定因素(包括公司政策、工资和假期)之间有着密切的联系。

Such conditions are particularly troubling for the luxury hotel market, where high-quality service, requiring a sophisticated approach to HRM, is recognized as a critical source of competitive advantage (Maroudas et al., 2008). In a real sense, the services of 'hotel employees represent their industry (Schneider and Bowen, 1993). This representation has commonly been limited to guest experiences. This suggests that there has been a dichotomy between the guest environment provided in luxury hotels and the working conditions of their employees.

这样的情况对于有着高质量服务的奢华酒店市场来说尤为棘手，因为在这个领域中需要一套完善的人力资源管理方法来实现高质量的服务，而这被认为是竞争优势的关键来源(转引自马鲁扎斯，2008)。从真正意义上说，酒店员工所提供的服务代表了他们所在的行业(施耐德和博文，1993)。这种表现通常仅限于客人的体验。这表明，豪华酒店提供给客人的环境与员工的工作环境之间存在很大的差异。

It is therefore essential for hotel management to develop HRM practices that enable them to inspire and retain competent employees. This requires an understanding of what motivates employees at different levels of management and different stages of their careers (Enz and Siguaw, 2000). This implies that it is beneficial for hotel managers to understand what practices are most favorable to increase employee satisfaction and retention.

因此，酒店管理层必须使人力资源管理措施更有效，以激励和留住有能力的员工。这就需要了解在不同的管理层和职业生涯的不同阶段，是什么激励着员工(Enz和Siguaw，2000)。这意味着酒店经理要了解什么样的措施是最受欢迎的，从而有利于提高员工满意度留用率。

Herzberg (1966) proposes that people have two major types of needs, the first being extrinsic motivation factors relating to the context in which work is performed, rather than the work itself. These include working conditions and job security. When these factors are unfavorable, job dissatisfaction may result. Significantly, though, just fulfilling these needs does not result in satisfaction, but only in the reduction of is satisfaction (Maroudas et al., 2008).

1966年，赫茨伯格提出人有两种主要类型的需求，第一种是与工作所处的环境相关的外部激励因素，而不是工作本身。这些包括工作环境和工作保障。当员工对这些因素不满意时，从而可能会导致他们对工作的不满意。然而，值得注意的是，仅仅满足这两类需求并不能带来满足感，只能减少不满的程度(Maroudas et al.，2008)。

Employees also have intrinsic motivation needs or motivators, which include such factors as achievement and recognition. Unlike extrinsic factors, motivator factors may ideally result in job satisfaction (Maroudas et al., 2008). Herzberg's (1966) theory discusses the need for a 'balance' of these two types of needs.

员工也有内在的激励需求或激励因素，包括成就感和认可度等因素。与外在因素不同，激励因素在理想情况下可能会促成工作满意度(转引自马鲁扎斯，2008)。而赫茨伯格1996年提出的理论探讨了“这两种需求之间的平衡”。

The impact of fun as a motivating factor at work has also been explored. For example, Tews, Michel and Stafford (2013) conducted a study focusing on staff from a chain of themed restaurants in the United States. It was found that fun activities had a favorable impact on performance and manager support for fun had a favorable impact in reducing turnover. Their findings support the view that fun may indeed have a beneficial effect, but the framing of that fun must be carefully aligned with both organizational goals and employee characteristics. 'Managers must learn how to achieve the delicate balance of allowing employees the freedom to enjoy themselves at work while simultaneously maintaining high levels of performance' (Tews et al., 2013).

人们还探讨了乐趣作为工作激励因素所带来的影响。例如，在2013年，特夫斯、马歇尔和斯坦福针对美国一家连锁主题餐厅的员工进行了一项研究。研究发现，有趣的活动对绩效有促进作用，而管理者对有趣活动的支持也有助于减少人员流动。他们的发现支持这样一种观点，即乐趣可能确实会产生有益的影响，但这种乐趣的设计必须谨慎地与企业目标和员工特性保持一致。“管理者必须学会如何找到微妙的平衡，让员工在自由享受工作的同时能够保持高水平的绩效“(转引自特夫斯，2013)。

Deery (2008) has recommended several actions that can be adopted at the organizational level to retain good staff as well as assist in balancing work and family life. Those particularly appropriate to the hospitality industry include allowing adequate breaks during the working day, staff functions that involve families, and providing health and well-being opportunities.

2008年，德瑞介绍了几个可以在管理层采取的行动，用以留住优秀的员工，并且能帮助员工平衡工作和家庭生活。酒店行业员工在职期间能有足够的休息时间，参与家庭活动，以及享受健康和福利的机会。