大陸連鎖餐飲高績效店鋪店長的領導型態與激勵制度相關性研究

Managers’ Leading Style and Incentive System of Highly-Efficient in China Restaurants

林鈺棠(Yu-Tang Lin)

指導教授 ： 黃勇富

朝陽科技大學/管理學院/企業管理系/碩士(2014年)

摘要

連鎖餐飲的拓展，在台灣已趨飽和，已不見過去風起雲湧的氣勢，現只剩微型創業當道。但反觀對岸市場，一波一波帶著資金與技術的連鎖業者們，前仆後繼不斷投入，尤其中國十二五計畫的政策宣示，重點之一就是要把硬實力轉為軟實力，這麼好的機會與市場，台灣連鎖餐飲怎能缺席，我們看到近二十年來連鎖業界前仆後繼的努力，近兩年終於有部分開花結果了，85度C與王品雖然是在台上市，但股價都曾因大陸題材而居高不下。但是，若從另一個角度看，由台灣過去發展的連鎖餐飲品牌，已遠遠超過上百家，其實不成功的部分是佔了較大比例的。反觀吾人所熟知的幾個大陸連鎖餐飲，在短短十餘年，發展成績都是亮麗可觀，某炸雞漢堡已超過4000家，轉投資的次品牌已也已超過上百家；某滷味於2012年上市，現有連鎖已超過上萬家...等等，他們並無台灣引以為傲的連鎖管理經驗，大部份是靠各單店群策群力打下江山的，而第一線的店長就是關鍵。若能找出盈利門店店長對員工的領導方式與激勵運用的方法，相信對台灣連鎖進軍大陸開拓市場，應會有相當程度的助益。
本研究主要透過調查大陸福州某實際運作中的連鎖餐飲五十五家店鋪，普查店長，尤其是觀察高績效店鋪的店長，與其領導型態做交叉分析，看哪種形態店長用哪種激勵方式會最有效果，這是研究的最大動機，透過研究歸納若有所得，則可發展出多樣的激勵與管理店長的制度與行動以供實務參考。
就研究所得，有以下結論，若可在連鎖餐飲在實務上運用，期待能產生更多好店長創造出更多的高績效店鋪。
一、 轉換型領導與交易型領導應並重
二、 加強店長轉換型領導的教育與訓練
三、 心靈鼓舞的制度上應極力推廣
四、 重新檢討生存需求激勵制度
五、 對店長教育與溝通，強調社會需求與成長需求的重要性

關鍵字

領導 ； 高績效 ； 連鎖餐飲 ； 激勵

並列摘要

The expanding of chain restaurants had become a saturated market in Taiwan. Unlike the raging agitation of enterprises, what is left are the now micro-enterprises. By contrast, more and more chain restaurants brought their fund and technique to involve in China’s market, especially after the announcement of the China’s 12th five-year plan which one of the main points is to transform their hard power into soft power. With such great opportunity and market, how can Taiwanese Chain Restaurant failed to take advantage? We’ve seen a lot of chain restaurants had earned fruitful results after nearly twenty years of hard work. Though 85C Bakery and Wangprime was launched in Taiwan, their stock price had gone to the top due to their investment in China. However, from other aspects, there had been hundreds of Taiwanese Chain Restaurants expanding towards China, and most of them end up failure. In counter view, some of the Chinese Chain Restaurants I have known had spectacular development in just ten years. One restaurant that sold fried-chicken and hamburger had the scale of 4,000 operating restaurants. Its subordinate brand, which is their shift investment, had grown into hundreds of chain companies. One restaurant that sold pot-stewed meal was launched in 2012, they have over ten-thousands of stores now. Those restaurants didn’t have the experience in chain-restaurants, the main reason that led to such success was by single stores, and the key point is the manager of the stores.
Through the investigation of 55 chain restaurants that are still operating in Fuzhou City, China, and the broad inquiry of their managers, especially those who run a highly-efficient stores, this research had made a cross classification with their leading style in order to figure out which style of guidance and what kind of incentive system would end up with the highest performance. This is the major motivation of this research, with the induction, we can developed diverse of incentive system and management that can be reference for practical companies.
From the induction of the research, we come up with the conclusions below. If it can be operated in practical companies, we expect to have brilliant mangers that can produce more highly-efficient stores.
1. Transformational and Transactional Leadership should pay equal attention
2. Strengthen the education and training of the Transformational Leadership
3. We should strongly extend the regulations of the raise of spirit
4. Examine the existence-needs of incentive system again
5. Educate and communicate with the manager, emphasize the importance of the needs of the society and the needs of the growth of the chain-restaurants

並列關鍵字

Leading ； Highly-Efficient ； Chain-Restaurants ； Incentive

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