What is the content of Remuneration in Catering ?

As a special service industry, the current situation of compensation management in the catering industry may be different in different regions and enterprises. The following is a general analysis of the current state of compensation management in the catering industry:

1.Low salary: The food and beverage industry is generally low in terms of salary, especially for grassroots employees, including chefs, waiters, etc. Due to the labor-intensive and fierce competition in the catering industry, there is a high pressure on salaries, resulting in some companies may be relatively conservative in terms of salaries.

2.The salary structure is relatively simple: The salary structure of the catering industry is relatively simple, mostly in the form of basic salary, commissions, bonuses, etc. Some catering companies may be less involved in complex compensation structures such as equity incentives and benefits.

3.There are obvious differences within the industry: There are different types of enterprises within the catering industry, including fast food, mid-to-high-end restaurants, hotel catering, etc., and their compensation management levels and strategies are also different.

Some high-end catering companies may pay more attention to employee incentives and benefits in salary management, while some fast food companies may pay more attention to cost control and salary simplification.

4.Performance management is relatively simple: Performance management in the catering industry is relatively simple, mainly based on sales performance, customer satisfaction, employee performance, etc., and the way of evaluating and motivating employees is relatively traditional.

It is less involved in complex performance appraisal system and performance-based compensation linkage.

5.Talent mobility: The F&B industry is highly mobile, and employees are generally more likely to change jobs, resulting in the need for companies to be more flexible and agile in payroll management to attract and retain talent.

6.Regional differences: The current state of compensation management in the F&B industry may vary greatly from region to region.

For example, catering enterprises in some developed regions may pay more attention to employee benefits and incentives in salary management, while catering enterprises in some underdeveloped areas may invest less in salary management and lower employee compensation levels due to relatively poor economic conditions.

7.High requirements of laws and regulations: As a labor-intensive industry, the compensation management of the catering industry also needs to comply with local labor laws and regulations.

For example, laws and regulations on minimum wage standards, overtime wages, social insurance, etc., put forward certain requirements for the salary management of catering enterprises.

8.Technology application lags behind: Compared with other industries, the catering industry lags behind in the application of technology in payroll management. Many catering companies are still using traditional manual calculation methods for payroll accounting and management, and lack advanced payroll management software and systems.

It should be noted that the above is only a general analysis of the current situation of compensation management in the catering industry, and the specific situation may vary depending on factors such as different regions, enterprise size, and business model. When conducting salary management, catering enterprises should reasonably design and implement a salary management plan suitable for the enterprise based on their own situation, and follow local laws and regulations, pay attention to employee incentives, benefits and performance management, and improve employee satisfaction and corporate performance.

What is the difference between performance and commission in the F&B industry? What's included?

Hello, dear, difference: the difference between stable income: 1. Performance salary.

The base of the performance-based pay is determined, but the final percentage received is uncertain. Even if there is a performance, due to the limitation of the ratio, the worst may be 0, the highest average or the cap. Commission bonuses.

The base of the commission bonus is not lacking, but the proportion of the commission is determined. As long as there is performance, there is a base, the income cannot be 0, and the upper limit is not capped. 2. Define different performance workers.

Under normal circumstances, companies that implement KPI appraisal will have performance-based pay. The wages of employees are divided into fixed wages and floating wages, fixed wages are paid normally, and floating wages need employees to meet certain conditions and meet certain KPI requirements before they are paid. Commission bonuses.

This is easy to understand, when the company obtains profits, take out a part of the profits and share them with employees. 3.The issuance criteria are different.

Performance-based wages are generally based on the assessment indicators of actual work performance as the payment standard. The commission bonus is based on the actual sales amount as an indicator.

Legal analysis: overtime on statutory holidays will be paid three times the salary, and no backrest can be arranged. Double pay for overtime work on public holidays, or arrange for reverse leave, whichever is the other.

Overtime on weekdays, double salary, or arrange backtime, choose one of the two. In any of the following circumstances according to Article 44 of the Labor Law, the employer shall pay the employee a wage remuneration higher than the employee's normal working hour wage in accordance with the following standards: (1) If the employee is arranged to work longer hours, the employer shall pay the employee a wage remuneration of not less than 150% of the wage; (2) Where a worker is assigned to work on a rest day and cannot be arranged for compensatory leave, a wage remuneration of not less than 200 percent of the wage shall be paid; (3) Where a worker is assigned to work on a statutory holiday, he or she shall be paid a wage remuneration of not less than 300 percent of his wages.

It is stipulated that the monthly overtime work shall be calculated to your labor compensation. The Spring Festival is 3 days, so the salary is 300% of the usual basic salary.

Legal basis: Labor Law of the People's Republic of China Article 44 In any of the following circumstances, the employer shall pay the employee a wage remuneration higher than the wage for normal working hours according to the following standards: (1) If the employee is arranged to work longer hours, the employer shall pay a wage remuneration of not less than 150% of the wage; (2) Where a worker is assigned to work on a rest day and cannot be arranged for compensatory leave, a wage remuneration of not less than 200 percent of the wage shall be paid; (3) Where a worker is assigned to work on a statutory holiday, he or she shall be paid a wage remuneration of not less than 300 percent of his wages.

The salary characteristics of the catering industry mainly include the following:

Smaller increases: The increase in salaries in the catering industry is relatively small, especially for basic salaries.

Hourly wage: The F&B industry generally adopts an hourly wage system, where remuneration is calculated based on working hours, rather than paying a fixed salary on a monthly basis.

Tip income: In some countries, food and beverage servers can earn tips, which can be an important part of their income susceptibility.

Weekend overtime pay: Since working hours in the restaurant industry often include weekends and holidays, employees often receive additional overtime pay.

Overall, the F&B industry pays relatively low, but there are also some opportunities, such as tip income and job advancement. In addition, due to the special nature of work in the catering industry, employees need to bear a certain amount of pressure and busy work rhythm, so it is necessary to balance the relationship between work and compensation.

In order to truly give full play to the effectiveness of salaries in the catering industry, reasonable distribution and standardized management.

1) The average salary of all employees in the restaurant = (3000 + 700 + 500 + 450 + 360 + 340 + 320) 7 = 810 (yuan); 2) The numbers in the table are arranged in order from largest to smallest, so the fourth number 450 (yuan) is the median (3) It is more appropriate to use the median to describe the general level of the wages of the staff of the restaurant Li Town (4) After removing the manager's salary, the average salary of other employees = (700 + 500 + 450 + 360 + 340 + 320) 6 = 445 (yuan) can reflect the general level of the salary of the restaurant staff

Hotel remuneration is the remuneration in monetary and non-monetary forms that employees receive for working in various positions in the hotel. It is an important guarantee for the hotel's human resource management to motivate employees. From the form of monetary payment of remuneration, remuneration can be divided into direct monetary remuneration and indirect monetary remuneration.

From the perspective of employee performance appraisal, the composition of compensation can be divided into fixed salary and variable compensation.

The principles that should be followed in salary management are: salary management should be conducive to the play of incentives; The salary scale should be competitive compared to other hotels; Fairness must be dealt with in compensation management; Fully consider the impact of individual differences of employees in the formulation of compensation.