大连理工大学专业学位硕士学位论文
摘
要
培训管理是酒店业保持竞争优势的重要源泉，但对于 Y酒店而言，培训管理的过程
并不理想，这使得 Y酒店在财力、物力、信息等多方面资源使用效率日渐低下，从而也
导致了 Y酒店的服务质量逐渐下滑，使 Y酒店慢慢地缺乏吸引力和战斗力。因此，若
想要提升 Y酒店的人员素质，使服务质量成为 Y酒店最大的竞争优势，改进酒店的培
训管理体系成为 Y酒店实现长期可持续发展的重要关键。
2017年，Y酒店正式组建，为一家具有影响力的中大型酒店。当前 Y酒店员工流
失率较高，在酒店内部员工的人才培养方面，虽然进行了不少的培训，但实际服务水平
并没有得到提高。本研究选取 Y酒店的员工培训管理为研究对象，将员工培训管理中的
四个典型问题，即新员工专业能力欠缺、员工参加培训积极性不高、线上培训效果不佳、
培训效果难以准确评估，通过案例描述的方式进行详细阐述。接着，借助双因素理论、
马斯洛需求层次理论、麦克利兰的成就激励理论以及 X-Y理论，对 Y酒店员工培训管
理方面存在的以上问题进行了原因分析，即缺少系统的培训需求分析、激励与保障制度
并不健全、缺乏线上监督和评估机制、培训效果指标不完善。
最后，本文针对这些问题提出了相应的解决对策，即深入了解员工培训需求、加强
培训工作的针对性与多样性、建立培训效果评估体系以及健全培训评估制度，作为 Y酒
店今后在员工培训管理方面的意见建议。与此同时，本文提出一系列保障措施，旨在使
得 Y酒店的财务保障，人员保障、文化保障，制度保障都能更加配合 Y酒店的培训管
理工作，从而提高 Y酒店的整体效能。该论文也为酒店业与服务业其出现类似的培训管
理问题提供了参考依据和借鉴方向。
关键词：员工培训管理；案例分析；培训管理；双因素理论
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Y酒店员工培训管理案例研究
Y Hotel Staff Training Management Case Study
Abstract
Training management is an important source for the hotel industry to maintain its
competitive advantage. However, for Y Hotel, the training management process is not ideal,
resulting in a certain degree of inefficiency in the use of materials, financial resources,
information and other resources of Y Hotel. It also led to a gradual decline in the service
quality of Y Hotel, which gradually made Y Hotel less attractive and combative. Therefore, if
you want to improve the quality of Y Hotel’s personnel and make service quality its biggest
competitive advantage, improving the hotel’s training management system becomes an
important key to Y Hotel’s long-term sustainable development.
Y Hotel was established in 2017. It is a medium and large hotel. It is a subsidiary
company of a property management company under a large state-owned enterprise in China.
The property management company under the state-owned enterprise invests in the
construction of a four-star business hotel and is responsible for supervision and management.
It officially opened for operation in 2017. The current employee turnover rate of Y Hotel is
relatively high. Although a lot of training has been carried out on the personnel training of the
hotel's internal staff, the actual service level has not been improved. Through the analysis of
the cases in this thesis, we found many problems in the training management of Y Hotel, such
as lack of professional ability of new employees, low enthusiasm of employees to participate
in training, poor online training effects, and difficulty in accurately evaluating training effects.
After analysis, the main reasons for the problems in Y hotel training management are the lack
of systematic training demand analysis, the imperfect incentive and guarantee system, the lack
of online supervision and evaluation mechanism, and the imperfect training effect indicators.
Through the continuous discovery of problems in Y hotel training management, this
article summarizes the causes of the problems by combining the two-factor theory, Mallows
demand theory, Sjaelland achievement motivation theory and XY theory, applying training
management theories and methods, and combining Y According to the hotel’s own situation,
solutions and safeguards for improvement of training management are proposed. And
gradually put forward suggestions and measures for change: deep understanding of staff
training needs, strengthening the pertinence and diversity of training work, establishing
training effect evaluation system and improving training evaluation system.At the same time,
the financial guarantee, personnel guarantee, cultural guarantee, and system guarantee of Y
Hotel can better cooperate with Y Hotel's training management work, thereby improving the
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大连理工大学专业学位硕士学位论文
overall efficiency of Y Hotel. This thesis also provides a reference basis and direction for
similar training management problems in the hotel industry and service industry.
Key Words： Employee Human Resource Management; Case Analysis; Training
Management; Two-factor Theory
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