Strategic Human Resources Management in Marriott Hotels

UNIT 44: STRATEGIC
HUMAN RESOURCES
MANAGEMENT

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
MAIN BODY..................................................................................................................................3
LO 1.................................................................................................................................................3
Current trends influencing HR strategy.......................................................................................3
Influence of external and internal factors....................................................................................4
Critical analysis...........................................................................................................................5
LO 2.................................................................................................................................................5
Relevant theories and concepts....................................................................................................5
Relation of human resource theory to practice............................................................................6
Comparison and contrast.............................................................................................................6
LO 3.................................................................................................................................................6
Change management models and its support...............................................................................6
Justification for selected models..................................................................................................7
Critical analysis...........................................................................................................................8
LO 4.................................................................................................................................................8
Monitoring and measurement of HR outcomes...........................................................................8
Sustainable performance through HR management....................................................................8
Suggested techniques...................................................................................................................9
Critical analysis...........................................................................................................................9
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................11

INTRODUCTION
Strategic Human Resource Management mainly signifies the different strategies and
practices that are adopted by the HR of any organisation in order to achieve their organisational
objectives (Bakker and Albrecht, 2018). Marriott Hotels is one of the most prominent
international hospitality chain that operates through a series of hotels. This report will evaluate
the different trends influencing the HR strategy formulation and the impact of external and
internal factors on HR strategy. The report will also identify the different HRM theories and the
change models that can be used to achieve and implement strategic HRM. Lastly, the different
monitoring methods for HRM will be evaluated along with the manner in which sustainability
can be achieved using these HRM practices.
MAIN BODY
LO 1
Current trends influencing HR strategy
With the increasing advent towards globalisation and advancement, the overall strategies
and practices that are implemented in the HR organisation have also changed. In the Marriott
Hotel, the international presence of the hotel has been affected by the changes in the HR strategy
as well and some of the major factors can be presented as follows:
 Cultural Diversity: Since Marriott is operating at a global level, it is detrimental that the HR
of such organisations develop strategy in such a manner that they are able to cater to the
needs of people and visitors belonging from different cultures (Boella and Goss-Turner,
2019). Therefore, it is necessary to incorporate the factor of cultural diversity as well in the
overall strategy formulation regarding training of employees.
 Technological Integration: The technological advancement has increased immensely along
with globalisation and this has automatically affected the overall strategies and decisions
that are taken by the strategic managers of the Marriott Hotel. The training and other process
and services have become more advanced and smart increasing flexibility and reducing the
time taken.
 Continuous Improvement: It is necessary that with changing trends and requirements of the
customers, the overall services that are given by the hospitality organisations also improve
collectively (Bratton and Gold, 2017). Therefore the HR at Marriott Hotel have to include
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regular and continuous growth and improvement programmes for the employees so that they
are well prepared.
 Changing Skills: The skills that are required by the employees in the hospitality industry is
no longer limited to expert servicing and communication but they have advanced to effective
technological handing and knowledge, AI integration, smart servicing etc. Therefore the HR
at Marriott hotel needs to develop strategies accordingly.
These are some of the factors that have affected the overall functioning of the HR strategy
formulation in present context.
Influence of external and internal factors
There are a multiple number of factors which collectively affect the overall implementation
of the HR practices and formulation of HR strategies. These factors can be segregated as internal
or external factors based on their area of operation and the impact that they have (Cummings,
Bridgman and Brown, 2016). The external factors that have a potential impact on the HR
strategy formulation can be identified as:
 Government Regulations: The rules and regulations that have been developed and
implemented by the government of any country have to be complied with by the
organizations. For instance, the government of UK has specifically developed the norms
related to the working hours and minimum pay for the employees that are working and
hence the HR managers at the Marriott hotel also have to comply with these specific
guidelines thus affecting their strategies.
 Economic Conditions: The economic condition of the country in which the organisation is
operating also acts a s a major external factor that affects the overall operation and decisions
of the HR. presently the unemployment rate is on the rise in UK and that has increased the
availability of the normal labour that is required in the maintenance of the hospitality
industry (Kabrtova, 2018). The declining business however has limited the HR managers of
the Marriott Hotel in giving appraisals and bonuses to their employees thus affecting their
strategies accordingly.
Apart from this, there are a variety of internal factors as well such as:
 Workforce Demographic: The cultural diversity amongst the employees and the different
skills and perception that they have are a major factor in affecting the overall strategy
formulation and implementation at any organisation. At Marriott hotel as well this affects
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