logo

TOU9174M – Human Resource Management For Hospitality

   

Added on  2020-10-20

12 Pages3706 Words35 Views
25011414Trung Chanh TranTOU9174MMSc International Hospitality Management with Professional Practice TOU9174M – Human Resource Management For HospitalityMarie LawsonWord Count - 2880

25011414Trung Chanh TranTOU9174MIntroductionWith the rise of globalization, employee’s happiness and relationship well-beingsupport play a vital role in contributing to organization total performance. This phenomenonconstitutes an increasing in researches focused on exploring how the attitudinal construct ofemployee wellbeing management could benefit the company’s productivity, also theimplications and challenges associated with the management of wellbeing. In this research,the author evaluated the insights of a recruitment protocol in one of the most successful hoteland catering chains in the world – Marriott Hotels, how they managed the well-being ofemployees, also scruntinize the approaches towards in terms of dealing with the challenges ofthe management of well-being in the hospitality industry.BackgroundMarriott International, Inc. is a global leading lodging company with more than 4,200properties in 79 countries and territories. Marriott International reported revenues of nearly$14 billion in fiscal year 2014. Founded by J. Willard and Alice Marriott and guided byMarriott family leadership for nearly 90 years, the company is headquartered in Bethesda,Maryland, USA. Marriott develops, operates and franchises hotels and corporate housingproperties under separate brand names, and it develops, operates and markets timeshare,fractional ownership and residential properties under four separate brand names.Marriott International also provides services to home / condominium owner associations forprojects associated with one of its brands. Marriott International has carried out certainstrategies resulting into effective market share and good profitability. The company operatesunder 20 different brands and it has nearly 400,000 employees at the company’s headquarters and other offices across the globe. The company is dedicated to providingexceptional service to customers, growth opportunities for associates and attractive returns toshare holders and owners. It is ranked as the lodgingindustry’s most admired company andone of the bestplaces to work for by ‘Fortune’ magazine. Marriottprovides a supportiveenvironment where one cangrow in his current job and build a long-term career.Everythingthey do is built on their culture of “putting people first.”Marriott’s vision is to become the premier provider and facilitator of leisure andvacation experiences in the world. From the starting point of a root beer store, the companyPage 1

25011414Trung Chanh TranTOU9174Mhas taken its branding to another level and become one of the major competitors in the sectorof hospitality. Throughout the development and expansion period, the company is on its wayto win the loyalty and trustfulness of customers with its remarkable offerings and thoughtfulservices. For the attempts of the company to attain service quality as sustainable competitiveadvantages, Hotel Marriott managers has considered their mission as enhancing the lives ofcustomers by creating and enabling unsurpassed vacation and leisure experiences. One of theapproaches has been undertaken is establishing a competitive and healthy workforce, whichis proved in the academic literature of Narangajavana (2007) as most hospitalityorganizations has paid close attention to raising service quality through investment in humanresources development.Awards Strategy and Job Rotation PracticesIn terms of employee recognition scheme, the Marriott Awards of Excellence wasestablished in 1987 in order to honors the company’s greatest associates. They wererecognized as the “best of the best” for outstanding customer service, corporate citizenship,diversity and inclusion efforts. Their stories has been used as the samples for core values ofHotel Marriott International in an evening of celebration and praise. Apart from providing acompletive pay package, Marriott strived to give its employees a good working environment.The company gave equal importance to non-monetary factors such as work-life balance, goodleadership, better growth opportunities, a friendly work atmosphere and training. Marriott'sculture and guiding principles had a significant influence on the company's HR practicesincluding manpower planning, recruitment and selection; training and development,employee retention and welfare initiatives and grievance redress. In terms of job rotation, thisprovides individual with some variety in either the working conditions or the actual tasksperformed. The jobs, however may remain simple; they may provide little stimulation andmay not satisfy self-esteem needs. Service work has been the subject of more research inrecent years by sociologists and the like, attempting to uncover more underlying truths behindthe high labour turnover or high-levels of stress and burnout. Michael J. Boella and StevenGoss-Turner (2020) has given some insights into the issue by suggesting that serviceworkers; such as hotel receptionists, were under twin pressures simultaneously: the pressureto give excellent customer service and the pressure to fulfill the efficiency requirements ofthe organization, a situation which they called “customer-oriented bureaucracy”. TakingPage 2

25011414Trung Chanh TranTOU9174Mregular breaks from these pressures was proposed as one element that could be included inmanpower planning design and the supervision of the employee, supplemented by moretraining and motivation from insightful management.Manpowering, Recruitment and SelectionHotel Marriott has devoted a lot of investments in terms of manpower planning. Itbegun right from entry level and came through to the senior positions. Every department ofMarriott had to prepared its expansion plans over the next couple of years, therefore givingthe information to the human resources unit in order to make decision on the number of staffsneeded to acquire every year. As Armstrong (2012) claimed that employees are the mostcrucial assets of an organization, over the growing period, Hotel Marriott has changed itsrunning system and policies many times, but the company still kept its belief as humanresource is the most important value towards the success of the hotel. Putting the people firstis the founder’s philosophy and it still remains until nowadays. It is believed that more HRMis typically associated with both higher performance and higher job satisfaction andorganizational commitment (Van de Voorde et al., 2012). Being a member of Hotel Marriott,employee is not only a simple worker but also a dream achiever as the company helps themto pursue the excellence and to promote on their career path. Focusing on these valuableoutcomes, the Human Resources department plays a vital role in building the relationshipbetween human resources management (HRM), employee well-being and performance, thecompany also understands that workers not only look into a high range of salary, but alsogive awareness about their working environment, job demands and capabilities of promotion.When employees feel they are not working for themselves and are not motivated in any way,they tend to be disengaged and disconnected with the work and its environment especiallywhen they notice they are neglected by their employers and managers as those individuals areresponsible for the well-being and welfare of their staffs (Boxall and Purcell, 2003).According to the HRM team of Marriott Hotel, it is believed that all employees andstaffs are encouraged to explore the world around them. This belief is the reason why theyexpand very fast in terms of the amount of brands all over the globe. Giving many discountsof hotel accommodation, food and beverages offers is also an approach to look after theirstaffs, to embolden them to travel more and to build a comprehensive benefits system, alsotighten the relationship between the employees and board of directors. This perspective ofPage 3

End of preview

Want to access all the pages? Upload your documents or become a member.

Related Documents
Business Organisation and Environments in a Global Context
|13
|3259
|296

Human Resource Management Report of Marriott International
|3
|722
|85

Management: Hotel Management
|11
|2854
|81

Innovation in the Hospitality Industry: Implementing Robot Technology at Marriott International
|8
|2555
|431

Analysis of Nature, Structure and Core Operations of Marriott in Hospitality Management Studies
|16
|5200
|490

International Hospitality Management
|13
|4422
|267