大型活动与酒店人力资源管理的异同 以北京奥运会和香格里拉酒店为例 Author GuangquanDai JuanZhaoSouthChinaUniversityofTechnologyGuanzhou 510006CorrespondingAuthor GuangquanDai Similaritiesanddifferencesbetweenmega eventandhotelhumanresourcesmanagement CaseStudiesofBeijingOlympicGamesandShangri LaHotel CONTENT COMPARATIVEANALYSIS1 OrganizationStructure2 featuresofstaffmanagement3 workingcharacteristics4 humanresourceplanning5 humanresourcetraining6 performanceevaluation paymentandincentive7 laborrelationsCONCLUSION 1 ORGANIZATIONSTRUCTURE GuangzhouShangri LaHotel beelinefunctionsystem BeijingOlympicGames Matrixorganization 2FEATURESOFEMPLOYEEMANAGEMENT 2 1Similarities seasonality highemployeeturnoverrate2 2difference turnoverratePattern time Hotel Cyclefluctuationsretaincorestaff Q0 employeequantity OlympicGames Pulsating脉动性One time一次性 Pre eventDuring eventPost event Numberofthestaff time 3WORKINGCHARACTERISTICS WORKINGENVIRONMENTHotel fixedinnerstationOlympicGames beofftheoriginalpostWORKINGCONTENTSHotel routineworkOlympicGames changingtask changingHRneede g thestageofdesigningOlympicsVenue considerthequalityandschedule budgetestimate needmoreprojectplanningstaffsConstructionStage moreConstructionworkersandmanagers Duringtheevent riskmanagementandcrisismanagementaremoreimportantanddifficult terrorism violence accidentetc ADDITION SPECIALTEAMFORTHEEMERGENCIESSecurityPersonnelMedicalPersonnel 4HUMANRESOURCEPLANNING OlympicGames teamgroupismadeupoftheemployeeswithdifferentknowledgeandworkingexperiencesprojectmanagerisveryimportant possesshigherleadershipandricheven managementexperiences 5HUMANRESOURCETRAINING OlympicGamesTrainingtotheemployees therequirementandstandardabouttheprojects totheprojectmanager roletransformation projectmanageristhemostimportantroleandacquirehigherabilitiesandrichexperiences Tothevolunteers comprehensivetraining importantandfullofdifficulties largenumber variousbackground 6PERFORMANCEEVALUATION PAYMENTANDINCENTIVE performanceevaluationhotelPersonnelmanagementsubsystem theemployeedossiermanagementandattendance flexibleworkinghoursOlympicGameshighermoralrisk supervisionproblemswithoutflexibleworkinghours paymentandincentivehotel perfectrewardsystemandprofessionaldevelopmentopportunitye g Shangri LaHotelfixedwage bonus welfare OlympicGamesstakeholders basedonthecontracts volunteers Mentalinspiration includingworkinspiration aiminspiration honorinspirationetc 7LABORRELATIONS BothofthemestablishthelaborrelationsintheformofcontractsystemThecontractbetweentheOlympicVolunteersandtheorganizingcommitteeiskindofspiritcontract CONCLUSION MostImportantDifferences HotelHRM Sustained comparativelystable long termOlympicGamesHRM one time pulsating temporary bottomofthedifferences Hotel enterprise existinguntilthebankruptcyoftheenterprise stationaryorganizationOlympicGames project duringacertainperiodoftime Temporaryorganization MEGA EVENTMANAGEMENT PROJECTMANAGEMENT enterprisedevelopment TherelationshipbetweenthebasicconceptsofProjectmanagement operationmanagementcyclediagram THEKEYFACTORSFORTHEMEGA EVENTHRM ProperHRplanningbasedonthetimeandtaskscheduleEfficientProjectTeamSpecialteamfortheemergencyHRmechanismreactsRapidlyPerfectincentiveandcontrolmechanismtomaintainworkingEfficiencyandqualitySpecialmanagementforVolunteers includingHRplanning Recruitment Selection Training incentiveetc Thanks GuangquanDai gqdai JuanZhao janetzhao