激勵是旅館業人力資源非常重視的議題之一,了解員工對於各種激勵方法的看法,是否重視和滿意這些激勵方式,都是企業在激勵員工的重要課題。本研究藉由某國際觀光旅館為案例,旨在探討員工對激勵制度的重要性和滿意度的看法;並運用「重要-表現程度分析矩陣」(Important-Performance Analysis;簡稱IPA)分析法,找出激勵制度應加強改善的重點,和改善的優先順序。以期有助於業者在激勵制度上的規畫。 研究結果顯示,第I象限 繼續保持:表示員工對於此象限屬性的重要程度與滿意程度皆高,落在此象限的激勵制度項目有,工作條件、工作中獲得成就感,和工作授權明確3個項目。第II象限 加強改善的重點:表示員工對此象限屬性的重要程度高,但滿意程度不高,落在此象限的激勵制度項目有,獎勵金制度、調薪制度、升遷制度、考核制度4個項目。第III象限 優先的順序較低:表示員工對於此象限屬性的重要程度與滿意程度均不高,落在此象限的激勵制度項目有,利潤分享制度、工作轉調制度、廣納員工意見3個項目。第IV象限 供給過度:表示員工對於此象限屬性的重要程度不高,但滿意度卻很高,落在此象限的激勵制度項目有,公開表揚或行政獎勵、員工設施、員工活動、教育訓練制度、工作中具備自主性,以及在集團內生涯發展機會共6個項目。本研究根據資料分析結論,提出對激勵制度的建議,做為業者加強或改善的參考方向。
Motivation is one of the highly valued issues in hotel human resources, and understanding the employee's perspective on various motivation systems, whether they are satisfied or place importance on them, are all important topics for an enterprise to encourage its employees. This research takes an international tourist hotel as case study to explore the views of its employees on the importance and satisfaction of its motivation systems. The Important-Performance Analysis is employed to find keypoints and priority levels for improvement, to help enterprises plan their motivation systems. The research results show that in the first quadrant - Keep Up the Good Work: employees feel the importance and are highly satisfied with the motivation systems which fall in this quadrant, namely, working terms and conditions, sense of accomplishment in work, and clear work authorization. In the second quadrant - Concentrate Here: employees feel the importance but are not satisfied with the motivation systems in this quadrant, namely, the incentive awards system, salary system, promotion system, and assessment system. In the third quadrant - Low Priority: employees are neither satisfied nor feel the importance of the motivation systems in this section, namely, the profit sharing system, work transfer system, and soliciting of employee opinions. In the fourth quadrant - Possible Overkill: employees do not feel the importance, but are highly satisfied with the motivation systems in this quadrant, namely, public praise or administrative reward, employee facilities, employee activities, the education and training system, autonomy in work, and opportunities for career development within a group. This research analyzes these data results and brings forward suggestions to strengthen or improve motivation systems for the reference of hotel enterprises.