中國自改革開放以來，觀光旅遊產業蓬勃發展，也是中國經濟最早接觸國際企業集團的產業。飯店的服務須由必要的專業人員提供，因此在人力資源的運用上可被視為飯店經營管理的重要策略。本研究以為人力資源的去留問題其背後的原因廣大且深遠，而在以勞動力密集為主軸的飯店產業中，人力資源的掌握更成為飯店是否能在產業中存續的關鍵。本研究採取個案研究的方式，以H集團外部引入關鍵人才為例，探討企業在開發新業務時，關鍵外部引入的人才資本如何更快更有效的融入組織，以支持公司的新業務拓展核心戰略的達成。研究發現，關鍵人才與組織融合的關鍵在於組織是否能提供合理友善的工作氛圍與就職環境，就是一種關鍵人才個體與組織企業環境的適配狀態。本研究以為打造一個多元價值的職場環境，滿足關鍵人才在人事關係上、資源關係上、福利關係上的大力支持，以多元且多層次的溝通管道為關鍵人才提供豐富的學習資源、福利制度，建立以人為本的關聯性，則關鍵人才將會有更大的機會能夠與企業組織環境構築適配共融的環境，讓關鍵人才在其職位上發揮所長，讓酒店服務同步成長，創造雙贏的局面。;Since the Reform and Open Door Policy of China in 1978, tourism and hospitality industry has been tremendous growing and becoming the first internationalized business in China. Services of hotel comprise professionals, the applications of human resource thus are critical strategies for hotel business. The issue of retention or turnover of human resource is quite important to hotel industry, the control of human resource is the key to the sustainability of hotel operation. The study is to discuss how the recruitment of key talent affects to the new business development of a company, by the case study of H hotel group. The results reveal that the critical point of the fusion of key talent and organization is based on whether the organization can provide reasonable and friendly working atmosphere and environment; namely, is a fit condition between key talent and organization surroundings. The study advocates that the organization should build a multiple-value workplace with well supports of human relations, resource relations, and welfare relations. Furthermore, the organization should provide key talent prolific learning resources and humanity-centric institutions. Then key talents have chances to unleash their potentials to make win-win situations with hotels.
