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：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2.5万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(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)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。

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.。

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。

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 them the 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'ssymbol.Has a look the English recent commercial history, we may see the company the management all is seeks the control in one kind under the system to carry on. In very many situations, this kind of shoddy management pattern is extremely complex, England is continuously deep its evil.In fact, England's manager once stopped and between staff's dialogue, between the superintendent and staff's exchange communication all was carries on through the trade union. Is engaged in commercial consultation and in training such many years in me, I had not seen between the outstanding management level and the trade union can have the big problem, I cannot find out such example.Front, I had already said, we work the world was a humanist world, but middle many organizations, the people obtain the promotion, undertakes the management and the leadership position, is merely because these people do very much on other operating post splendidly, the people had management training the situation too to be rare. Because these people excel at some responsibility, is very splendid on this post, therefore their colleague hoped they can undertake superintendent's position, these people as if obtained the gracious gift which ascends the sky,knew naturally how arouses others enthusiasm, if carries on the communication, how manages others.Very many superintendents all imitate them predecessor, studies their management pattern, has like this formed an inexhaustible vicious circle.Certainly, the control management pattern also is effective, but this pattern cannot long-time, can create the colleague between not to trust, forms one kind “they and we”the hostile aspect.Under the control management pattern, we not impossible to achieve one kind of ideal boundary, the superintendent and the staff not impossible to work as one, to face the common goal and the direction advance. If you encourage one to have the desire to do better person to participate interview, simultaneously hoped after he responds to a call for recruits successfully, has the good response to this kind of control management pattern, this was simply too naive.Just like I said, the drive is lets somebody make something voluntarily, is because these people want such to do.This principle is suitable similarly for your me, if we really want to make something, we can have a bigger power;If we do not want to make something, we lack the self-power.Therefore, in this book, we to the methodology, the principle and the skill carries on the discussion, not only these methodologies, the principle and the skill can help you to develop own power, moreover may cause you to drive you contact periphery person. Accepts and the understanding painful and the pleasure principle, possibly has the help extremely.We and in the world other animals are same, we biggest avoid the pain diligently.Certainly, we can avoid experiencing on any bodily the ache, similarly we also have one kind of natural instinct, avoids any form the spirit being worried.The related human such instinct responded the example are very many, when us facing this kind of unpleasant duty, we can have such instinct to respond, forexample, in you facing the thorny telephone, the arduous housework lives, the participation possibly has the resistance conference, opens the bill, carries on exercise, no-smoking for the health and so on. In order to seek joyful or us confessed for when joyful, we are willing to pay the huge price frequently, although sometimes some joyful like appears briefly, to some people, they joyful is eats and drinks extravagantly.Embarks from the positive angle, is obtains the achievement to the joyful pursue the key to be at, we are more careful in the behind chapter the goal which how elaborates realizes.In us the upper dog has grasped between the painful principle and the pleasure principle balance. Sometimes, we can not but experience some limited pain, some people possibly call this kind of pain the self-restraint, some personal it for self-control. My good friend Steve ·Bannite is a successful entrepreneur, the jungle network company () the founder, he encourages otherpeople to use eats the sour grape skill first.Many people the reason that have achieved nothing, is because of them. At the matter which at the important matter, or deals with difficulty hauls, in very many situations, they does not want to withstand even if is the little pain, has not prepared to undertake any risk.Steve when faces various thorny situation, like When facing some unpleasant, difficult work, pain or contradictory matter, he always first uses eats the sour grape skill first.My suggestion is, if you must simultaneously complete two work, a work is you likes, a work is you repugnant, should better first do your repugnant that work, then does the work which oneself likes, takes to own reward. I discovered this skill is successful means.We all clearly knew, lacks the self-control the human often can put the cart before the horse. In order to understand well how stimulates people's power, we must distinguish between the manner and the reward difference.We all knew the carrot adds the big stick -like drive, this still was many people has to this question view, now lets us inspect the manner and the reward difference.2.3 MannerThe manner is the people thinks facing the matter time thoughtthat, is self-confidence which they have, is they to own faith, the treatment life manner. The manner has the possibility is negative, also has the possibility is positive. How will the manner be they regards the future, how processed the past the event. Our each person all wants to believe firmly once for a while we to have the correct manner, in later chapter, we can carry on more elaboration.2.4 EncourageThe reward is a person and a team the achievement which harvests from theirs acti vity. We may make a summary simply: “You make this matter, you may obtain the repayment.”In the tenth chapter, we thoroughly will discuss the related reward the question: Namely inspires the people to advance boldly, to cause prize and the bonus type which the people redouble one's efforts. Understood between the manner and the reward difference is extremely important, moreover must accept this kind of viewpoint, unifies two drive methods is most effective.2.5 Stimulation power being suitable environmentWhen the understanding stimulation power skill, regards the power from the correct angle, we first must know, no matter regarding individual, the team, only then under the suitable environment, the power is only then possibly stimulated. For example, a manager in order to stimulate the team the power, he has formulated the competition and the encouragement plan.Although this plan is extremely thorough, but moves this planenvironment not to favor the harmony between the team actually, between the colleague generally has the phenomenon which attacks, does not trust mutually, the atmosphere is not。

酒店员工流动的文献综述范文格式酒店员工流动的文献综述一、引言随着经济的发展，中国已经开始进入小康社会，形成了一个全民旅游的时代，这种情况的出现，为国内旅游奠定了一个广大的市场基础，推动我国的酒店市场的蓬勃发展。

然后酒店发展所不得面对的职工流动问题却像一个毒瘤一样阻碍着酒店业的良性发展与壮大。

因此，国内外学者纷纷投入到研究控制酒店员工流动的问题中去。

March和Simon于1958年最早提出了员工流动倾向这一概念。

他们指出员工的流动决策受到他们对目前工作舒适程度的感受和变动愿望的影响,流动倾向是指个人想要离开目前这个工作,寻找其他工作机会倾向的强度。

而笔者对国内外相关研究进行收集归类，得到以下研究结果。

二、酒店流动概念的发展国外一些学者对流动有着更加深层次的理解。

Muchinsky&Morrow(1980)将员工流动意向的影响因素分为三个维度:工作关系因素、经济机会因素和个人因素。

工作关系因素反映了组织对离职的影响，经济机会因素反映了劳动力市场规律对离职的影响，个人因素反映了个人背景差异对离职的影响；无独有偶Zeffane(1994)认为可以把离职意向影响因素归结为以下几个维度:外部因素(劳动力市场)、雇员个体特征(如智力、能力、个人经历、性别、兴趣、年龄和任期等)、制度因素(如工作条件、薪水、对组织决定的参与程度和监督等)和雇员对其工作的反应(包括诸如工作满意、工作投入程度和工作期望等方面)，而Iverson(1999)把离职意向影响因素分为个体变量(性别、全职或兼职、工作动机和家族关系等)、与工作相关的变量(如自治、来自合作者的和主管的支持、工作危险性、角色模糊和冲突、分配公平等)、外部环境变量(工作机会)和雇员定向(工作满意和组织承诺等)等四个维度。

通过这些见解，我们了解到员工流动是一个复杂的有机体，需要考虑很多关键，那么对于酒店行业，最为重要的影响因素又是什么呢？（本文章版权归作者所有，更多酒店员工流动的文献综述范文格式请浏览）。

星级酒店员工流失问题的探讨摘要：本文分析了酒店员工流失的相关问题，从人力资源的角度出发着重分析近年了我国星级酒店的员工流失的状况。

人力资源管理是酒店业经营管理者关注的焦点和热点,近年来酒店行业人员流动率一直高居各行业之首,而酒店人力资源开发、管理的好坏,将直接影响酒店经营的成败.本文在对星级酒店人力资源分析的基础上,提出对策,为酒店业的人力资源开发与管理提供科学依据关键词：星级酒店管理；员工流失；对策.Abstract:This paper analyzes the issues related to the loss of hotel staff, from the perspective of human resources in recent years focused on analysis of the staff of China's loss of star status. Human resources management is the hotel industry managers focus and hot spots, the hotel industry in recent years, staff turnover has been highest in the various industries, while the hotel human resources development, management, good or bad, will directly affect the success of the hotel operators. In this paper, right-star hotel based on the analysis of human resources and put forward countermeasures for the hotel industry's human resource development and management to provide a scientific basis forKey words:star hotel management; rate of personnel loss; measure目录引言 (1)一、研究背景和意义 (1)二、星级酒店员工流失现状及深层原因分析 (1)（一）星级酒店员工流失的调查 (1)（二）酒店员工流失对酒店的影响 (2)（三）酒店员工流失的原因分析 (2)三、星级酒店员工流失的管理对策 (3)(一) 星级酒店员工流失解决主要措施 (3)（二）做好招聘环节 (3)（三）完善先进的酒店管理理念 (3)（四）完善员工培训制度 (4)（五）工作环境、发展空间和薪酬激励制度 (4)四、结束语 (5)参考文献 (6)辞 (7)星级酒店员工流失问题的探讨Brief analysis staff high rate of personnel loss reason in stars hotel 经贸管理学院 07旅游管理（1）班林晓东指导老师：瑛随着我国改革开放的逐步深入，饭店业竞争加剧，饭店间竞争越来越体现为人才、员工整体素质的竞争，而这种竞争实际上是饭店所拥有的人力资本的较量。

员工流失介绍专题外文翻译外文翻译原文Introduction to the special issue on employee turnoverMaterial Source:Human Resource Management ReviewAuthor: James L. PriceThe human resources are the most important resources in the modern enterprise.The talented person is indispensable for the enterprise manages and develops.In today’s rapid economic development,the human resources also are the commodity.The normal human resource also are the commodity.The normal human resource development of companies.If talented person’s flowing is too frequent,it will affect the stability and sustainability of the development of the company.Especially when the enterprise has certain responsibility,the grasping enterprise’s core technologies and the core secret management backbone,the marketing backbone or the technical backbone leave job frequently.The company’s survival and development will face a huge crisis.What companies should take measures to attract talent,motivate and retain qualified personnel,to win people’s satisfaction and loyalty,thereby promoting the further development of the company’s future has become of theseenterprises now need to be resolved a thorny issue.So study the brain drain problem for a long-term strategic development of modern company has an extremely important significance.The first three articles in this Personnel leaving problems-Iverson,Kim,and Laczo/Hanisch-can be viewed together.ach article is concerned with employee withdrawal.Iverson estimates a causal model of turnover, whereas Kim estimates a model of intent to stay, which he terms “behavioral commitment”. It is stated that Kim “estimates a model of turnover through intent to stay. ”Kim,however, is careful to note, as recent research Sager, Griffeth, & Hom, 1998indicates, that intent to stay may not be the closest variable to turnover in the causal sequence. Iverson's research is the preferred practice and has been the pattern most often followed by research on turnover The analysis of turnover data has generally classified employees as either stayers or leavers.This strategy does not take into account differences among leavers,who will vary by how long they have been members of their organizations before they leave. In short, information is lost with the leaver/stayer classification And this lost information may be important since leavers with various lengths of service may differ significantly.Iverson's use of event history analysis treats turnover as a continuous variable-all employees vary by how long they have worked for their employers-thereby making fuller use of possible data than theeither/or classification. Event history analysis has long been used in medical research where it is often termed ``survival analysis.'' Different patients, for example, survive for varying periods of time after medical intervention, such as taking a medication or having an operation.Treating turnover as a continuous variable also provides more sophisticated statistical techniques for analysis and is thus the recommended strategy for the analysis of turnover data.It might be expected that increased kinship responsibility would reduce voluntary turnover for women but not for men, since kinship obligations have historically been more strongly assigned to women. Iverson's data, however,indicate no significant difference between men and women in the hospital he studied. It is important to replicate Iverson's study, since gender differences have long been important in the kinship area.Iverson's study was done in Australia. In the 1940s, 1950s, and 1960s,Australian scholars were major figures in research on turnover. Most researchers, for example, were familiar with the Personnel Practice Bulletin and the Bulletin of Industrial Psychology and Personnel Practice, both published in Australia. In recent years, however, there has been little turnover research by Australian scholars. Iverson is producing a substantial amount of quality work on turnover and promises to restore Australian scholarship to a major position in this area.Kim's research was done in South Korea where, unlike Australia, there is no-thereby substantial tradition of research on turnover. However, Kim has begun to produce quality studies on turnover Kim, forthcoming; Kim, Price, Mueller, &Watson, 1996 and he may be the beginning of a substantial tradition of turnover research in South Korea.Early research on turnover-from approximately 1900 to about 1950-focused heavily on male, blue-collar employees located in manufacturing firms.These employees and firms were dominant in the United States at this time so it was natural for scholars to select these samples and sites. Since about 1950, however, samples and sites have noticeably changed. Much more attention is now devoted to female, white-collar employees located in service firms. The shift of sample and sites is desirable: if general causal models are to be developed, and this is the goal of scientific research, then diverse samples and sites must be studied. Kim's sample is mostly male, strongly blue-collar84%, and is conducted in an automobile manufacturing plant; he thus studied the type of sample and site used by early turnover researchers.Research on turnover has not generally made use of kinship variables as determinants. Economists and psychologists have long dominated turnover research. Economists have focused on such determinants as pay, opportunitythat is, the labor market, and type of training, whether specific or general.Psychologists have examined suchdeterminants as job satisfaction, organizational commitment, job involvement, and dispositional variables, such as positive and negative affectivity. Neither economists nor psychologists have been much interested in kinship variables as determinants. Unlike economists and psychologists, sociologists are concerned with kinship variables, and Iverson, being a sociologist, includes such a variable in his model,namely,amount of responsibility. He hypothesizes that increased kinship responsibility will reduce voluntary turnover.Most studies of the causal order of job satisfaction and organizational commitment are not longitudinal, do not make use of developed causal models, and do not use LISREL analytical procedures. Currivan's study is longitudinal,makes use of a developed causal model, and uses LISREL. His results are thus the best available on the causal ordering of satisfaction and commitment.Currivan finds that the relationship commonly found between satisfaction and commitment is spurious due to common determinants. In short, satisfaction and commitment have no significant relationship. His analysis, as previously indicated, assumes that satisfaction is a determinant of commitment. If replicated, Currivan's findings have important implications for the explanation of turnover, since many of the major models have a path between satisfaction and commitment. Satisfaction and commitment will remain in these explanations, if Currivan is correct, but not the path between thetwo variables. Replication of Currivan's study is needed. This replication should use three time periods rather than the two which Currivan uses. Three time periods will allow a more accurate assessment of causal order.The sixth article, by Allen and Griffeth, focuses on the relationship between job performance and turnover. Different scholars have dealt with various aspects of the job performance-turnover relationship; what Allen and Griffeth seek to do is to tie these different aspects together into a causal model.Desirability and ease of movement-March and Simon's classic determinants of turnover1958-are historically treated, respectively, as satisfaction and number of alternatives in the environment.'' In discussing reward contingency and visibility as moderators, Allen and Griffeth suggest expansion of March and Simon's classic concepts. Desirability of movement, they suggest,should be expanded to encompass organizational commitment and the opportunity to transfer to another job within the organization; ease of movement should be extended to include quality of alternatives in the environment. Allen and Griffeth thus argue for another look by turnover scholars at March and Simon's desirability and ease of movement.It is important to remind turnover scholars that there are different routes to turnover from the exogenous determinants. Not everyemployee, for example,who leaves an organization does so because of dissatisfaction. Desirability of movement, commonly viewed as satisfaction, to return to Allen and Griffeth's model, is but one route to turnover. There is also ease of movement and performance-related shocks. Allen and Griffeth remind scholars of the different routes to turnover by means of reconciliation rather than rejection. Rather than simply rejecting the work of Dreher, Merton, and Lee/Mitchell as being incomplete, Allen and Griffeth reconcile their findings into a single model. It is easy to reject; it is more difficult, and productive, to reconcile.Causal models of turnover generally examine the explanation of voluntary turnover with complex models. The articles by Iverson and Kim are illustrations of these models.Although more simplified than either the Iverson or Kim models, Currivan's model is still quite complex. The seventh article in this special issue, by Williams,deviates from both of these patterns by examining functional turnover with a simple model.By means of meta-analytical structural equation modeling of secondary data, Gaertner finds that all of the determinants in his model, except pay, have direct impacts on job satisfaction. Only three determinants also have direct impact on organizational commitment. The determinants thus divide into two categories: those that only have an impact on satisfaction. Neither of the extreme positions is thus consistent with the data. An interesting feature of Gaertner's analysisis the finding that pay, when other exogenous determinants are controlled, has no impact on satisfaction. Most models of turnover include pay as a key determinant.Gaertner's analysis must, of course, be replicated. His sample, for instance,mostly consists of middle-class employees and his results, especially those pertaining to pay, may not be found elsewhere.Williams also found that unemployment, his labor market variable, had a direct influence on functional turnover. Surprisingly, poor performers left the organization when unemployment was high and job opportunities were low. As with the results for contingent rewards, satisfaction did not serve as a mediating variable.The eighth and final article of the special issue is by Griffeth and his colleagues. Two important messages are conveyed by this article. First, the management of turnover must be sensitive to the different types of employee in the organization. There is no one best way to manage turnover for all employees. Second, the study of turnover must, in the long run, yield bottom-line organizational benefits or managers will not indefinitely support costly and time-consuming turnover research.Griffeth and his colleagues construct a typology of employees which forms the basis of their managerial recommendations. There are two steps in their construction of the typology. First, based on high and low amounts of organizational commitment and job involvement, they create four types of employees:institutionalized stars high on both concepts;lone wolves low on commitment and high on involvement; citizens high on commitment and low on involvement; and apathetics low on both concepts. Although a number of organizational scholars have developed typologies that use commitment and involvement, Griffeth et al. especially rely on the work of Blau and Boal 1987.Griffeth et al. illustrate these four types of employees with data drawn from the organizational literature. Second, Griffeth et al. discuss these four types of employees with material drawn from Farrell's 1983 analysis of Hirchman's classic work 1970.The last part of the article by Griffeth and his colleagues is devoted to describing different management strategies for these types of employees. This article by Griffeth et al. is the only one of this special issue that has an applied component. Turnover researchers typically devote little time and effort to application, since the development and estimation of models has much higher prestige in the scholarly community. Implicit in the article by Griffeth et al. is the message that turnover scholars had best not forget application, because managers must ultimately have bottom-line organizational benefits from turnover research or else they will not continue to support this type of research.译文员工流失介绍专题资料来源:人力资源管理评社作者:詹姆斯,匹得人力资源是现代公司最为重要的资源,人才是企业稳定持续发展不可或缺的。

酒店人才流失参考文献1. Ahmad, S., & Bakar, N. (2017). Hotel employee turnover intention: A review on its antecedents and outcomes. Journal of Human Resources in Hospitality & Tourism, 16(4), 393-411.2. Abbasi, S. M., & Hollman, K. W. (2000). Turnover: The real bottom line. Public Personnel Management, 29(3), 333-342.3. Hussain, S., Abbas, S. G., Hussain, Y., Shehzad, M., Shahid, M., & Abbas, S. G. (2018). Antecedents of employee turnover in the hotel industry: Do generational cohorts matter? Journal of Hospitality Marketing & Management, 27(2), 148-170.4. Islam, T. N., & Ahmad, R. (2019). An empirical study on the determinants of organizational commitment and turnover intention: Evidence from the Malaysian hospitality industry. Journal of Human Resources in Hospitality & Tourism, 18(1), 61-77.5. Wan, D., Ong, C., & Kalliath, T. (2007). Perceived organizational support and turnover intention: The mediating role of organizationa lcommitment. Journal of Applied Social Psychology, 37(11), 2542-2559.6. Meyer, J. P., &Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61-89.7. Kusluvan, S., Kusluvan, Z., Ilhan, I., & Buyruk, L. (2010). The human dimension: A review of human resources management issues in the tourism and hospitality industry. Cornell HospitalityQuarterly, 51(2), 171-214.8. Kim, E., & Jang, S. (2015). Effects of emotional labor and leader-member exchange on hotel employee's well-being and turnover intention. International Journal of Contemporary Hospitality Management, 27(3), 451-467.9. Bagraim, J. (2003). A study of the relationship between exit, voice, loyalty and neglect: Job satisfaction as a mediator. South African Journal of Business Management, 34(1), 11-19.10. Saari, L. M., & Judge, T. A. (2004). Employee attitudes and job satisfaction. Human Resource Management, 43(4), 395-407.。

春节过后又迎来一个新的工作年度，也即将迎来员工流失的一个高峰期，很大一部分员工为了领取年终奖选择年后流动。

下面是搜索整理的员工流失英文参考文献，欢迎借鉴参考。

员工流失英文参考文献一：[1]Muhammad Ali Raza,Muhammad Majid Khan,Bahaudin G. Mujtaba. The Impact of Organizational Change on Employee Turnover Intention: Does Stress Play a Mediating Role?[J]. Public Organization Review,2018,18(3).[2]André Calero Valdez,Juliana Brell,Anne Kathrin Schaar,Martina Ziefle. The diversity of why: a meta-analytical study of usage motivation in enterprise social networks[J]. Universal Access in the Information Society,2018,17(3).[3]Muhammad Saiful Islam,Christine Baker,Peter Huxley,Ian T. Russell,Michael S Dennis. The nature, characteristics and associations of care home staff stress and wellbeing: a national survey[J]. BMC Nursing,2017,16(1).[4]Mary Halter,Olga Boiko,Ferruccio Pelone,Carole Beighton,Ruth Harris,Julia Gale,Stephen Gourlay,Vari Drennan. The determinants and consequences of adult nursing staff turnover: a systematic review of systematic reviews[J]. BMC Health Services Research,2017,17(1).[5]Hyo Sun Jung,Hye Hyun Yoon. 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