目录

  • 1 Chapter 1 – Preparing for a Leadership Career
    • 1.1 Introduction
    • 1.2 Why a Career in Hospitality and Tourism?
    • 1.3 Selecting an Industry Segment
    • 1.4 Types of Available Positions
    • 1.5 Traits of Leaders
    • 1.6 Traditional Management Styles
    • 1.7 Varying your Leadership Style
  • 2 Chapter 2 – Hospitality and Tourism Leadership
    • 2.1 Introduction
    • 2.2 21st Century Leadership Styles
    • 2.3 Leadership Development Goals
    • 2.4 Empowerment
    • 2.5 Showing Respect and Value for Diversity
    • 2.6 Global Guest Audiences
    • 2.7 Welcoming Other Cultures
  • 3 Chapter 3 – Leadership and the Guest Cycle
    • 3.1 Introduction
    • 3.2 Follow the Guest: Making the Cycle Seamless
    • 3.3 Guest Recovery
    • 3.4 Problem Solving
  • 4 Chapter 4 – Managing the Guest Experience Cycle
    • 4.1 Introduction
    • 4.2 Managing the Guest Experience: Being Inclusive
    • 4.3 Guest Experience Property Standards
    • 4.4 Managing the Guest Service Measurement (GSM) Process
    • 4.5 Guest Service Gold: Leading a Gold Team
    • 4.6 Managing Green Practices
  • 5 Chapter 5 – Leadership, Employees and Communication
    • 5.1 Introduction
    • 5.2 Purpose of the Mission Statement
    • 5.3 Communicating Employee Purpose and Role
    • 5.4 Setting Performance Goals
    • 5.5 Listening, Speaking and Writing
    • 5.6 Managing Difficult People
    • 5.7 Guest Communication
    • 5.8 Media Training
  • 6 Chapter 6 – Front Office Leadership
    • 6.1 Introduction
    • 6.2 Responsibilities of the Front Office Manager
    • 6.3 Reports: The Night Audit Paper Trail
    • 6.4 Labor Costs and the Night Audit
    • 6.5 Measuring Employee Performance
    • 6.6 Guests and the Front Desk
    • 6.7 Green Practice Programs for Guests
  • 7 Chapter 7 – Managing Housekeeping Operations
    • 7.1 Introduction
    • 7.2 Being the Executive Housekeeper
    • 7.3 Building a Budget
    • 7.4 Budgeting Labor and Linen Expenses
    • 7.5 Managing Housekeeping Performance Standards
    • 7.6 Training Housekeeping Staff
    • 7.7 Managing Housekeeping Green Practices
  • 8 Chapter 8 – Leadership and Facilities Management
    • 8.1 Introduction
    • 8.2 Function of the Chief Engineer
    • 8.3 Budgeting to Meet ADA Requirements
    • 8.4 Energy Management
    • 8.5 Emergency Systems Planning
    • 8.6 Managing the Facility’s Green Practices
  • 9 Chapter 9 – Food and Beverage Service Leadership
    • 9.1 Introduction
    • 9.2 Organization and Staffing of Food and Beverage Operations
    • 9.3 Menu Management
    • 9.4 Purchasing Supplies and Equipment
    • 9.5 Facility Design, Décor and Cleaning
    • 9.6 Managing Sanitation and Safety
    • 9.7 Labor and Revenue Control
    • 9.8 Nutrition and Sustainable Foods
  • 10 Chapter 10 – Managing Banquets and Catered Events
    • 10.1 Introduction
    • 10.2 Booking and Planning Events
    • 10.3 Reports: Preparing for Service
    • 10.4 Delivering Service
    • 10.5 After Service
  • 11 Chapter 11 – Human Resources
    • 11.1 Introduction
    • 11.2 Interview and Hiring Practices
    • 11.3 Employment Laws
    • 11.4 Managing Compensation and Benefits
    • 11.5 Corporate Social Responsibility
  • 12 Chapter 12 – Managing Operational Finance
    • 12.1 Introduction
    • 12.2 Financial Statements
    • 12.3 Operational Expenses and the Capital Budget
    • 12.4 Revenue Management
    • 12.5 Managing Labor Costs
    • 12.6 Taxes: Reporting and Remitting
  • 13 Chapter 13 – Marketing
    • 13.1 Introduction
    • 13.2 The Marketing Mix
    • 13.3 Steps of a Marketing Plan
    • 13.4 Channels of Distribution
    • 13.5 The Marketing Budget
    • 13.6 Industry Trends and Marketing
  • 14 Chapter 14 – Sales
    • 14.1 Introduction
    • 14.2 Training for Sales Success
    • 14.3 Managing a Sales Team
    • 14.4 Selling to Global Audiences
    • 14.5 Selling to Special Segments
    • 14.6 Selling to the Digital Traveler
  • 15 Chapter 15 – Safety
    • 15.1 Introduction
    • 15.2 Managing Workplace Safety
    • 15.3 Risk Management and Insurance
    • 15.4 OSHA: Following the Requirements
  • 16 Chapter 16 – Security
    • 16.1 Introduction
    • 16.2 Hotel Security: Access Control and Guestroom Security
    • 16.3 Employee Security Issues
    • 16.4 Emergency Management and Media Relations
Managing Compensation and Benefits





An effective compensation program consists of both cash and non-cash rewards, including salaries and wages as well as other benefits.
薪资项目行之有效,现金报酬和非现金奖励缺一不可,其中包括薪金、工资以及其他福利。
Compensation types are direct and indirect, as well as immediate and deferred.
薪酬分为直接和间接两类,支付时间也存在即时和延时支付两种情况。
Direct compensation involves an employer’s payment of money such as base pay, merit pay, bonuses in exchange of employee’s productive work.
These payments are also considered immediate compensation.
直接薪酬是指支付给雇员的现金,比如基本工资、绩效工资和用于换取雇员工作成果的奖金,这些也是即时支付的薪酬。
Direct but deferred compensation includes money earned in one period that is not paid until a later period.
当期支付给员工的钱是员工上一阶段工作所得,它们属于延时工资。而员工在当下时间段所做的工作不是即时支付的。
Indirect compensation is a given condition of employment rather than in direct exchange of productive work. This includes benefits like health insurance, vacation, social coverage, life insurance, unemployment insurance, and company car.
These benefits are also considered immediate compensation.
间接薪酬赋予员工一些雇佣条件,而非直接换取他们的工作成果。其中包括医疗保险、休闲度假、社会保障、人身保险、失业保障以及公司用车等,这些也是即时支付的薪酬。
Indirect but deferred compensation will include privileges for example that continue after retirement.
员工退休之后还继续受到聘用的这一特权,属于间接薪酬但递延支付的类型。

Factors like cost of living, labor market, unions and government regulations influence the amount and type of compensation employees may receive.
生活成本、劳工市场、工会政府的规章条例等因素都会影响员工薪资的金额与类型。
Next to the compensation, employees also receive benefits and incentives. Employers recognize that these benefits lead to greater employee productivity and performance.
除了薪金之外,员工也会得到一定的福利和奖励。雇主深知这些激励措施会让员工更加多产高效。
These benefits can become costly for the organization; therefore, human resources team identifies the best fit with the organization’s objectives.
然而对公司而言,某些激励措施会逐渐变得难以负荷;因此人力资源部门需根据公司目标制定最适合的福利计划。
Benefits offered by most organizations are:
常见的公司福利有:
Mandatory benefits, voluntary benefits, pension and retirement benefits, other benefits such as educational assistance and childcare programs, flexible work schedules.
强制性福利,自愿性福利,退休养老金,以及教育资助、育儿项目、弹性工作时间表等类似的其他福利。
Individual and Group Incentives play significant roles in improving productivity in hospitality and tourism organizations.
激励个体和团队的计划措施也能大大提高酒店旅游业公司的生产力。
Individual incentive programs include merit pay, bonus plans and commission programs.
个体激励措施包括绩效工资、奖金计划和佣金项目。
Group incentive programs are most useful when the company is profitable and plans like profit-sharing or stock ownership are most useful.
公司利润丰厚时应采取团体奖励的措施,可采用利润分成或员工持股这些卓有成效的激励计划。
Other types of incentives include trips and creative rewards.
其他措施还有旅行安排以及具有创意的奖励奖品等。
We will discuss the corporate social responsibility in the next section.
我们将在下节探讨企业的社会责任问题。