Based On The Organizational Characteristics Of Hotel Human Resources Outsourcing Motivations (barriers), The Degree And Performance Research

As a human resource management innovation, Human Resource Outsourcing is applied by more and more companies. A joint research done by U.S. SHRM and Bureau of national affair in 2004 showed that two thirds of human resource directors indicated that their dept. had outsourced at least one kind of human resource functions, and the amount of outsourcing would increase as time went on. Now in China, hotel companies suffer human resource shortage, high labor turnover and poor human resource management skills a lot. This paper tries to study the motivation, barrier, degree and performance of human resource outsourcing in domestic hotels with different organizational characteristics, and provides some suggestions to domestic hotels' human resource outsourcing strategy.Research model and hypotheses are conceived according to literature review and experts interview. Through questionnaire survey on 142 subjects from 97 hotels and SPSS statistics, research model and hypotheses are tested and ten conclusions are gotten. These are: Firstly, reducing cost, improving employee service, evading law and regulation are three main motivations of human resource outsourcing in domestic hotel industry. Secondly, barriers to hotel human resource outsourcing come from outside service providers, human resource outsourcing market and hotel itself. Thirdly, contents of hotel human resource outsourcing can be classified to HR (Human Resource) routine affairs outsourcing, HR business operation outsourcing, HR strategic consulting outsourcing and HR information system outsourcing. Fourthly, performance of hotel human resource outsourcing can be evaluated by human resource department performance, hotel corporation performance and employee performance. Fifthly, hotels that differ in star & scale, ownership, operation mode and management pattern have prominent difference in human resource outsourcing motivations. However, hotels that differ in life phase are not. Sixthly, hotels that differ in star & scale, ownership, operation mode, management pattern and life phase encounter different human resource outsourcing barriers. Seventhly, hotels differ in star & scale, operation mode, management pattern and life phase have different human resource outsourcing degree. However, hotels that differ in ownership are not. Eighthly, hotels that differ in star & scale, operation mode, management pattern and life phase have different human resource outsourcing performance. Ninthly, hotel human resource outsourcing motivations and barriers remarkablely influence the degree of hotel human resource outsourcing. Tenthly, the degree of hotel human resource outsourcing remarkablely influence hotel human resource outsourcing performance.Finally, this paper provides some suggestions to improve human resources outsourcing performance for hotels with different organizational characteristics.