Introduction to HTMP Program 2 酒店...

George Ubbelohde

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 Labor Costs





The hospitality and tourism industry is labor intensive and it takes a lot of people to produce top-quality guest service.
酒店旅游业人工密集型，需要大量人力创造高品质的宾客服务。
Hospitality and tourism companies typically spend over 30 percent of their revenue to meet payroll costs.
酒店旅游业往往用3成的收入来付薪酬开支。
Controlling this important expense can be achieved through employee training and careful scheduling, a combination that produces higher productivity and better service.
可对员工进行培训并且细致地编排时间表来管理这一重要开支，将这两件事结合起来不但提高生产效率还能更好地提供服务。
Avoiding overstaffing or understaffing and using the right number of employees at the right time helps to ensure that guests remain satisfied and meeting quality and productivity standards.
避免员工过多或人手不足，在合适的时间使用适当数量的员工，有助于确保客人保持满意，并达到质量和生产率双重标准。

In order to manage labor costs effectively, managers follow several steps:
有效管理人工成本，管理者应遵循下述步骤：

Productivity standards – defining the acceptable amount of work which must be done within a specific time frame according to a specific performance standard.
劳动生产力率标准——根据具体操作标准，制定在一定时间框架内必须完成的符合最低要求的工作量。

Staffing – use the forecast of the expected business to properly schedule the right number of employees
人员配备—根据商业期望的预测合理安排员工人数。

Work schedules – develop schedules to meet day-to-day demands of business volume.
工作计划表——根据每日任务量制定计划表。
Whenever possible, work schedules should be developed to meet day-to-day and even hour-by-hour demands of business volume.
制定工作计划应尽可能满足每天、甚至每个小时的业务量需求。
Alternative scheduling techniques can help managers meet business demands, as well as the needs of employees by increasing morale and satisfaction.
管理者运用工作时间变化策略即能满足业务需求又能方便员工，同时增加他们的士气和满意度。

Alternative scheduling includes:
工作时间变化策略包括：

Staggered work shifts  分时轮班制
Compressed work weeks 压缩工作周
Split shifts 分段值班
Part-time employees 兼职员工
Temporary or seasonal employees also called “casuals” 临时工或季节工

Other methods like;
其他的方法还有：
Flextime, cross training and job sharing are widely used to satisfy the needs of the operation and employees.
弹性工作制、交叉培训以及工作分担制都被广泛应用，由此满足运营和员工的需求。
We will discuss taxes reporting and remitting in the next section.
下一节，我们将会讨论税务的申报和缴纳。