摘要
摘要
近年全球因新冠疫情导致经济环境未知多变，市场竞争越发激烈，越来越多
的企业决定采用灵活用工模式来减少人力管理中的员工成本，保持企业自身长期
竞争力。但如何提高灵活用工的员工的工作敬业程度，来确保企业的稳定发展，
是企业现亟需解决的问题。因此，灵活用工敬业度是每一个企业重点关注对象之
一。
S酒店在 2014已经开始采用灵活用工模式（一线员工占比 35%），随着疫
情等多变的环境影响，扩大灵活用工模式下一线员工占比，提高至 67%左右，并
有意逐步大面积实行。S酒店灵活用工的员工承担着服务顾客的工作，对酒店的
服务质量起着重要作用，酒店担忧在未来管理中灵活用工模式下会出现劳动关系
不利于酒店发展等问题，导致酒店行业内外部人员之间的矛盾激化，带来经济上
的损失和声誉上的下滑。因此，了解和掌握酒店灵活用工敬业度水平，将有助于
提升员工管理水平，增加企业竞争力。基于上述情况，本文针对后疫情时代下 S
酒店在灵活用工模式下一线员工敬业度展开较为深入的分析与探讨。
本文主要研究 S酒店灵活用工模式下一线员工敬业度现状（文中称灵活用工
的员工通常指灵活用工模式下一线员工），结合前学者研究基础上，采用了文献
研究、问卷调查及访谈法等方法发现存在问题，分析问题及原因提出有效对策。
通过本文研究结果，得出以下结论:第一，通过对 S酒店灵活用工敬业度现状分
析，经过调查问卷研究结果得出，灵活用工敬业度得分为 3.22（小于全职一线员
工 3.52），为中等偏下水平，该酒店的灵活用工敬业度有提升空间。第二，结合
S酒店灵活用工敬业度水平现状，通过访谈分析发现灵活用工敬业度存在问题。
第三结合S酒店灵活用工敬业度现状和访谈结果分析灵活用工敬业度存在问题，
主要产生的原因为以下 3个层面：基于个体层面是个人承压能力偏小和个人缺少
工作素养；二是基于工作层面是薪酬偏低及缺乏福利等激励因素和缺乏员工职业
发展规划和培训课程，三是基于组织层面是薪酬及绩效考核制度不完善、管理体
系缺乏人性化和领导—员工缺乏双向沟通机制。第四结合员工敬业度相关理论和
S酒店灵活用工敬业度存在原因，提出提升灵活用工敬业度的对策建议，主要为
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摘要
以一是基于个体层面提出对策为提高灵活用工的员工的抗压能力和提高员工工
作素养；二是基于工作层面，增加薪酬及福利等激励因素、制定提高个人素质和
服务能力的技术型培训体系和制定灵活用工的职业发展规划；三是基于组织层
面，完善绩效薪酬管理体系，建立明晰人性化工作管理制度和领导—员工创建更
为自由开放的双向沟通机制。
本文对于 S酒店灵活用工敬业度的研究，提出了针对性提升对策，对本身酒
店改善管理水平、提升员工敬业度等方面，有着积极的实践意义，同时，在疫情
常态化背景下，能帮助类似企业更好地管理激发灵活用工的员工工作积极性，具
有一定的参考价值。
关键词：员工敬业度；灵活用工；一线员工；提升对策
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Abstract
Abstract
In recent years, the global economic environment has been unknown and volatile
due to the new crown epidemic, and the market competition has become increasingly
fierce. More and more companies have decided to adopt flexible employment models
to reduce employee costs in human management and maintain their own long-term
competitiveness. However, how to improve the work effort of flexible employees to
ensure the stable development of enterprises is an urgent problem for enterprises to
solve. Therefore, employee engagement under the flexible employment model is one
of the key concerns of every company.
Hotel S has started to adopt a flexible employment model in 2014 (front-line
employees account for 35%). With the changing environment such as the epidemic,
the proportion of front-line employees under the flexible employment model has been
expanded to about 67%. implement. S Hotel's flexible employment employees are
responsible for serving customers and play an important role in the hotel's service
quality. The hotel is worried that in the future development of the flexible
employment model, there will be problems such as labor relations that are not
conducive to hotel management, resulting in internal and external personnel in the
hotel industry. The conflict between them has intensified, resulting in economic losses
and a decline in reputation. Therefore, understanding and mastering the level of
engagement of the hotel's flexible employees will help to improve the management
level of employees and increase the competitiveness of enterprises. Based on the
above situation, this paper conducts a more in-depth analysis and discussion on the
engagement of front-line employees under the flexible employment model of S Hotel
in the post-epidemic era.
This paper mainly studies the current situation of the engagement of front-line
employees under the flexible employment model of S Hotel (in this article, flexible
employment usually refers to the front-line employees under the flexible employment
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