Research On The Employee Relationship Management Improvement Of S Tourism Company

By the end of September2014, Chinese tourists have been exempted from anycharges of the admission tickets for visiting Three Gorges Dam, which opening “afree era”. Firstly, it is an important act conducted by the China Three GorgesCorporation in order to thoroughly carry out the spirit of a series of importantspeeches given by the General Secretary Xi Jinping. Secondly, it aims at promotingthe development of the Three Gorges tourism and actively driving economic structuraladjustment as well as transformation in development mode. Thirdly, it’s an importantmanifestation for central enterprises to fulfill their political, economic and socialresponsibilities.Facing the new normal of free visiting, the main problem which S company mustaddress at present is to gradually transform the development patterns from the singlepattern of ticket-oriented profits gaining to the multiple patterns of tourism industrychain. Meanwhile, the internal management and supporting mechanism of S tourismcompany will encounter major changes, so it’s of great importance to analyze theinternal staff relation management and existing contradictions of S company andconstruct a harmonious and efficient staff relation so as to provide good service forthe company’ transformation.This paper selects the S tourism company which is entering into thetransformation period as the research object. A diagnostic survey and positive analysishave been conducted from the following aspects: the employee’s personal needs,corporate culture, communication channels, democratic management and humanresources system. With the analysis of the development history and current situationof the employee relationship management of the company, and combining with resultsof the theory and practice of employee relationship management, correspondingcountermeasures and suggestions about improving employee relationshipmanagement have been put forward: actively promote the planning of corporateculture and the work of Party building; improve the transparency of the company’sevents and the communication channel; use work force reasonably and buildharmonious labor relations; strengthen the construction of training system andcontinually promote the construction of technical skills; continually optimize thesystem of salary and welfare management and practice incentive-security mechanism;adhere to the people-oriented policy and deepen the happiness project of employee. The research contents of this paper consist of5parts. The first part, theintroduction, including research background and its target, research overview ofrelevant theory, research contents and methods, technical route and innovations; thesecond part introduces the basic situation of S tourism company; the third part is theempirical research, which discusses the existing problems of employee relationshipmanagement in S company and analyzes the reasons; the fourth part, putting forwardthe improvement measures and suggestions to the employee relationship management;the fifth part, the conclusions and the research prospects.Making use of theory of constraints, this paper explains the problems of relationadjustment between the enterprise resources and human resources during thetransformation period. Under the condition of resource constraints, all resources(including traditional economic resources and non-traditional resources) have realisticor potential economic value. System output depends on the supporting of systemresources and is restrained by it. Resources should get mutual matching in its internalsystem, so does human resources. When the external conditions of the companychanged, it’s bound to cause the change of system constraints. Accordingly, staffrelations will change and should be adjusted to adapt to the new resources constraints.And with the continuously adjustment and mutual matching, they will reach arelatively steady state with coordination.