关于准入制度与导游管理体制的思考

很多研究从不同视角就导游管理问题进行了深入探讨,提出的对策主要是两个方面:严格导游职业准入制度和完善相关管理体制。文章认为,职业准入制度的主要功能对于解决我国导游服务中存在的市场机会主义问题并不具有针对性,对于真正实现导游数量控制、提高导游服务质量作用有限。加强监管的思路是合理的,但如何监管需考虑行业管理制度与企业微观机制的衔接和相互影响,从制度建设方面引导旅行社自身组织结构优化。从市场关系看,导游具有独立性,又对旅行社具有从属性,旅行社才是市场责任主体,其追求利益的方式影响企业组织结构,决定了旅行社与导游之间的关系,进而影响导游的行为和服务质量。旅游行业管理应该建立以旅行社为核心的行业治理模式,明确和强化旅行社的质量责任主体地位,促进导游服务质量提升。

Analysis on the Access System and Management of Tour Guides

Many studies on tour guide management offer recommendations to improve the industry in two ways： ensuring a tightly regulated professional access system for guides and improving the relevant management system. These approaches, however, lack an analysis of the properties and efficiency of the system, and ignore the relationship between the industry management system and the smaller enterprise mechanisms. The underlying assumption in previous research is that the system itself is suitable and the problem lies in system limitations or poor enforcement. However, when looking at the present situation of Chinese tour guide management, it becomes clear that this assumption is not reliable. Therefore, it is necessary to reconsider and redesign an appropriate management system. The basic starting point of a professional access system is to promote professional ability and quality, rather than reward opportunistic behavior. Although there is a requirement to improve the professional ability and quality of Chinese tour guides, greater attention needs to be paid to curbing opportunistic behavior. As a consequence, the current system does not meet the requirements of tour guide management in China. Furthermore, the number of qualified tour guides is much greater than the number employed, which means that the basic balance of supply and demand of tour guide services is realized by the market and not by the access system. Different modes of access practiced in China and abroad prove that an improvement of the market order and guide service quality depends on the support of the market economy development rather than on a stringent access system. From the aspect of market relations, tour guides work independently and with travel agencies. In the legal sense, as the main player in a market transaction, the travel agency is in the dominant position regarding its relationship with the tour guide. Therefore, how the travel agency pursues its interests affects the enterprise＇s organization structure, the relationship between the travel agency and tour guide, and the behavior of the tour guide. From the perspective of market position and responsibility, the ideal situation is to include the tour guide as an internal factor of a travel agency. However, faced with intense competition, and to reduce costs and increase profits, travel agencies use their dominant positions to close in enterprise boundaries, externalize tour guide management and to reduce the management responsibility of tour guide services. Travel agencies can also achieve benefit maximization in other ways, which offer greater job security and establish interactive relationships between travel agencies and tour guides. Despite increased costs in the short term, the latter can improve service quality and help to build up client numbers and reputation in the long run. Thus, travel agencies achieve long-term benefit maximization. In terms of strengthening supervision, we should consider the cohesion and mutual influence between the industry management system and the mechanisms of the enterprises, guide travel agencies to optimize their organization structures, and establish an industry management mode with travel agencies at its core. In conelusion, three measures can be taken： first, disclose information and enhance market transparency and predictability to strengthen supervision. Second, reform the tour guide access system and guide enterprises to help place tour guide management at the center of their human resourees management. Third, rigorously investigate and punish illegal operators to help guide enterprises to run their businesses in accordance with the law.