进入新世纪以来，可以清楚的看到中国酒店业发展速度越来越快。对比我 国第三产业中其他产业，酒店业无论是发展的速度、规模都居于前列，酒店业 已成为第三产业中重点产业。伴随着酒店业发展的同时，专业人才和高素质员 工的需求量也逐渐增高。而培训是培养专业人才和提高员工素质的最有效的方 式。不过，目前大部分酒店的培训体系不够健全，培训效果较差，不利于人才 的培养。只有构建一个完整、科学、合理的人力资源培训体系，才能对专业人 才的技能水平、员工的素质、以及酒店的竞争力产生极大的促进作用。 本文一共分为六个章节，研究的主题是YS酒店员工培训体系的优化设计。 首先，对国内外的人力资源培训理论予以简述，梳理了国内外理论研究的发展 脉络，为YS酒店培训体系优化提供理论依据和方法论指导。其次，通过访谈法、 问卷调查法、文献分析法等研究方法，对YS酒店的背景、组织结构、人员构成 以及目前的员工培训现状进行研究，发现酒店目前培训体系中存在的问题，主 要包括：培训需求分析不到位、培训制度实施不力、培训时间问题、培训场所 问题、培训课程针对性不足、培训讲师管理制度建设滞后、培训效果评估体系 不健全。再次，从培训的制度建设、培训前的需求分析、培训的课程内容、培 训后的效果评估等六个方面进行优化设计，具体内容包括：从酒店的长期发展 战略规划、员工自身职业生涯规划进行培训需求分析；对培训奖惩制度、培训 资金保障制度进行优化；根据不同职位、年龄、学历选择不同的培训课程内容、 培训方法；从课程授课前的资料准备、授课地点、授课时间等方面进行培训过 程的实施控制；根据受训员工的问卷调查评估培训的效果。最后，对培训体系 优化设计的保障条件进行分析，提出了合理建议，具体内容包括：酒店管理层 对培训的重视有利于酒店培训费用预算的申请以及政策支持；员工自身对培训 的重视，会提高员工参与培训的积极性，从而使培训效果得到显著提高；加强 酒店文化建设，构建起酒店学习型组织，不仅促进了员工自主学习能力的提高， 还增强了员工的荣誉感、向心力。 关键词:培训策略 酒店员工 员工培训 III Abstract In the new century, we can clearly see that the development speed of Chinese hotel industry is faster and faster. Compared with other industries in the tertiary industry, the hotel industry is in the forefront in terms of development speed and scale, and has become a key industry in the tertiary industry. With the development of hotel industry, the demand for professional talents and high-quality employees is also increasing. Training is the most effective way to cultivate professional talents and improve the quality of employees. However, at present, the training system of most hotels is not perfect, and the training effect is poor, which is not conducive to the cultivation of talents. Only by building a complete, scientific and reasonable human resource training system, can it greatly promote the skill level of professionals, the quality of employees and the competitiveness of hotels. This thesis is divided into six chapters, the theme of which is the optimization design of YS hotel staff training system. First of all, the domestic and foreign human resource training theory is briefly introduced, and the development context of theoretical research at home and abroad is combed to provide theoretical basis and methodological guidance for the optimization of YS hotel training system. Secondly, through interview, questionnaire, literature analysis and other research methods, this thesis studies the background, organizational structure, personnel composition and current employee training status of YS Hotel, and finds out the existing problems in the hotel's current training system, including: inadequate analysis of training needs, inadequate implementation of training system, training time, training place and training The course is lack of pertinence, the construction of training instructor management system lags behind, and the training effect evaluation system is not perfect. Thirdly, optimize the design from six aspects, such as the system construction of training, the demand analysis before training, the course content of training, and the effect evaluation after training. The specific contents include: analyze the IV training needs from the long-term development strategic planning of the hotel and the career planning of employees; optimize the training reward and punishment system and the training fund guarantee system; optimize the training reward and punishment system according to different positions and years Different training courses and methods are selected for age and education background; the training process is controlled in terms of data preparation, teaching location and teaching time before the course is taught; the training effect is evaluated according to the questionnaire survey of trainees. Finally, the thesis analyzes the guarantee conditions of the optimization design of the training system, and puts forward reasonable suggestions. The specific contents include: the attention of the hotel management to the training is conducive to the application of the hotel training cost budget and policy support; the attention of the staff to the training will improve the enthusiasm of the staff to participate in the training, so that the training effect can be significantly improved; strengthen the construction of the hotel culture The construction of hotel learning organization not only promotes the improvement of employees' independent learning ability, but also enhances their sense of honor and centripetal force. Key words: Training Strategy Hotel Staff Employee training V 目录 第1章绪论.........................................................1 1.1 研究的背景和意义.........................................................................................1 1.1.1 研究背景..................................................................................................1 1.1.2 研究意义..................................................................................................1 1.2 研究现状综述.................................................................................................2 1.2.1酒店员工培训现状的研究.......................................................................2 1.2.2酒店员工培训相关环节的研究...............................................................3 1.2.3中外酒店员工培训体系的比较研究.......................................................3 1.3 研究方法、研究框架图.................................................................................4 1.3.1 研究方法..................................................................................................4 1.3.2 研究框架图..............................................................................................5 1.4研究内容..........................................................................................................6 1.5研究创新..........................................................................................................6 1.6本章小结..........................................................................................................6 第2章理论基础.....................................................8 2.1 培训的概念.....................................................................................................8 2.2 培训体系的内容.............................................................................................8 2.2.1 培训体系的概念......................................................................................8 2.2.2 培训课程体系..........................................................................................9 2.2.3 培训讲师管理制度................................................................................10 2.2.4 培训效果评估........................................................................................10 2.3 培训的相关理论...........................................................................................10 2.3.1 人力资本投资理论................................................................................10 2.3.2 学习型组织理论....................................................................................11 2.4 本章小结.......................................................................................................12 第3章YS酒店员工培训体系存在的问题及原