Marriott's HRM: Staff Development, Employee Engagement and Legislation

This report delves into the critical aspects of managing and developing people within the hospitality industry, emphasizing the significance of employee services. It uses Marriott as a case study. The report covers staff development, including on-the-job and off-the-job training methods such as coaching, mentoring, job rotation, and external professional training. It explores employee engagement strategies, including intellectual, affective, and social engagement, as well as intrinsic and extrinsic motivation. Furthermore, the report analyzes relevant employee-related legislations, such as equal opportunities, employment contracts, dispute resolution, the Employment Rights Act 2013, the Equality Act 2016, the Race Relations (Amendment) Act 2000, and the Equal Pay Act 2010, which govern employment rules and protect employees. The report highlights the importance of these elements in enhancing employee performance, ensuring legal compliance, and ultimately, delivering superior customer service within the hospitality sector. This report is contributed by a student to be published on the website Desklib, a platform which provides all the necessary AI based study tools for students.

Managing and
Developing People in the
Hospitality Industry

Table of Contents
INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................1
Discuss the needs, benefits of Staff Development features, and impact of HRD.......................1
Discuss Employee Engagement..................................................................................................3
Employee Related Legislations...................................................................................................5
CONCLUSION................................................................................................................................7
REFERENCES................................................................................................................................8
.........................................................................................................................................................8

INTRODUCTION
Managing and developing people in hospitality industry is important because these
individuals are those who delivers services to the end user. Either they can provide splendid
services or can make it ordinary. Therefore, it is essential to focus on management and
development of employees that can enhance provide eminent services. Marriott is an American
multinational diversified hospitality company. It has around 6,500 properties in 127 countries
and territories across the world. The assignment consists of staff development, engagement and
employee legislations (Boella and Goss, 2013).
MAIN BODY
Discuss the needs, benefits of Staff Development features, and impact of HRD.
Every organization needs staff to deliver their services to the clients that can indulge
guests and retain them for a long time. This is ultimate goal of hospitality industry to assist their
guests with best services. In order to do so, Marriott Hotel is renowned name in hospitality
industry. It is offering various kinds of services to their clients and in order to do such kinds of
services it is a responsibility of their human resource managers that they recruit well qualified
and skilled staff. They also need to provide them training sessions so that they can enhance
knowledge, skills and behaviour of the employees that are mentioned below -
On Job Training (OJT) – When an individual learns job at workplace in various
situations that is known as on job training because they performs several role while working.
Employees can gain knowledge and skills that are required to perform task within hotel
premises. There are several ways through which Marriott can provide training to their new
recruited employees. These are mentioned below -
 Coaching – In this training new employees will work under some a senior staff member.
An experienced employee can instruct new workers to perform a given task. It is one to
one training method that can be provide to answers for their queries. For example, a new
chef can get training under a senior chef (Swarbrooke and Page, 2012).
 Mentoring – This is also a one to one training where a senior manager instructs their
immediate subordinate to perform their task. For instance, a finance manager orders to
their junior employees and also guides them to complete given task.
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 Job rotation – An employee also needs to rotate their job because it will they can gain
knowledge about other jobs in Marriott and it will also escape them from boredom. They
can also relate with other people within the organisation and can enhances opportunities
to work in different field (Kusluvan, Kusluvan and Ilhan, 2010).
 Job instructional training – In this training, trainer designs a step by step training to for
their employees where a instructions are given as per requirements. Initially they provide
an overview about job and then demonstrate working patterns.
Off-the job training – It is a method in which employees can learn about their job roles
away from workplace. Off job training is provided on a specific place where workers can learn
and practice with tools and techniques that need to be use at actual work place. For instance,
when Marriott appoints their new employees at that time they provides a short term training to
their new staff before their joining. These people can be kitchen staff, house keeping staff or
management trainees. There are various methods through which they can get training such as
simulation in which some tools and equipments are provide that they need to work on. This
equipments are not really but acts as a replica of the tools which are provided at workplace.
Special lectures is conduct in a class where employees get information about skills which are
required for a job. Vestibule training is specially given to technical staff, office staff and
employees who needs to handle operations of tools and equipments. Role playing is based on
several situation that's why it is provided to p[lay various roles to assist customers.
Management games are played in between two groups and they have to act on a situation.
Through this they learns to solve a problems according to the present condition.
Job Shadowing – It is important aspect which needs time to follow a profession to learn
something from others. This can be beneficial to gain knowledge, skills and behaviour of an
individual. It can help people to find out a job in which they are interested. Through job
shadowing a person can know about their skills which they needed to improve to work in the
hospitality industry (Shaw, Bailey and Williams, 2011).
External professional training sessions –Training and development is crucial for
Marriott as it generates productivity and performance of employees. They provides training to
their employees that consists of on – job and off job training. There are some reasons that
influences them to the provide external professional training sessions. In which hotel leaders
invite experts of hospitality industry to train them. They train employees to enhance productivity
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by utilizing their techniques. Through this training they also train to manage their time in an
effective way and complete their task within specific time. There are several new ideas that can
also give them a new techniques to conduct their operations in an appropriate way
(Frey and George, 2010).
(Source : On-the-job and Off-the-job training, 2018)
These are training methods through which Marriott can train their employees. It is
required to enhance their capabilities in an effective way. This will support to increase
productivity and efficiency of workers that is required to maintain reputation of the hotel
(Ladkin, 2011).
Discuss Employee Engagement
Hospitality industry is completely drive through employees and because of their services
customers feels pleasure to step into same hotel. If they are efficient then they can easily make
guests happy. For illustration, table staff encourages their clients to explore menu items that
satisfies customers in most appropriate way. Employees are face of Marriott because they
provides best customer services to their guests. Thus, it is essential for hotel to keep employees
engage that make them feel proud to be part of organisation. There are several methods of
employee engagement that are described below -
Intellectual engagement – It can be define as psychological engagement of people. This
is nature of human being through which they observes the environment in which they stays or
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Illustration 1: On-the-job and Off-the-job training

works. Intellectual engagement is necessary for every human being as it gives them to think
logically and creatively that innovate new things in the world. If an employee who is working at
Marriott Hotels, get a some time and in this time they can create numerous new things with
creative ideas. For example, if a chef thinks creatively then they can innovate a new recipe that
can increase its customers. On other hand, if workers spends their time in logical thinking then
they will be able to solve problems that may affect organisation's performance (Testa and Sipe,
2012).
Affective engagement positively influence on employees while performing their job in
the hotel. As they can involve in various task that motivate them to engage in organizations
process. It is beneficial for employees and organisation as well because they can be involved in
their interest of work. If they are involved in interested work then it will be completer with more
energy and for this their seniors will also praise them. Hence, they will not motivated through
which they can attain their goals.
Social engagement – In this kind of engagement Marriott can discuss work related
opportunities with their employees. In which they all can participate equally and if there is some
issues or problems that need to be solved then people can find out the solutions. So that they can
enhance their image in the organization. Besides, if the hotel is organizing some event then they
can find out opportunities which can promote them in their career. This is beneficial if perform
well and increase their efficiency to provide best services to their clients.
Intrinsic motivation – It involves an engaging behaviour for a person's internal desires
that they performs for a self – satisfaction. For an example, a person chooses to be a chef or a
company sectary at Marriott that is because its their own ambition. They are not doing it due to a
competition they came in this profession because of their own happiness. If they have free time
and they like to solve a puzzle then it is their choice what they need to do. A person performs
such things which give them satisfaction, it is known as intrinsic motivation (Chang, Gong and
Shum, 2011).
Extrinsic motivation can be define as behaviour or activity in which a person gets
engaged to earn reward or avoid punishments. For instance, a person works hard with
determination that is because they wanted to get promotion at workplace. If Marriott organizes
some event for their employees where everyone have to perform their best. So that they can win
competition. They are liable to act in such a way that can beneficial for them and support to get a
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reward for their work. It is imposed by others and an individual have to act according to them
(Chen and Tung, 2014).
Employee Related Legislations.
Employee related legislation is the law that governs employment rules for workplace in
order to provide security to every individual. It affects employee and employer both. The core
purpose of these laws is to protect employees from risks which they can face while working and
these are given below -
1. Equal opportunities – The United Kingdom has established a law for organization that
they have to provide equal opportunities to their employees. The employer such as
Marriott cannot discriminate among employees and provide a growth opportunities to
their selected employees. If they do so , then employees have the right to protest among
employers and it can spoil reputation of the company.
2. Employment contracts – It is an agreement between employer and employee. This is
document which consists of conditions that are beneficial for both parties and they have
right to negotiate on these conditions. The document includes company name, employee
name, title of job, designation, salary, working hours, notice period, date of termination
and so on.
3. Dispute resolution – This is rule for employee that they should not involve in any kind
of activities which can impact on their work. If there is any problems and issues occurs
among employees then it is responsibility of manager to solve hurdles that can cause to
drop organizational productivity and performance of employees.
4. Employment Rights Act 2013 – This act is regulated by the government of UK which is
codifies existing law of individual rights in UK labour law. It governs relations between
employees, employer ad trade unions. According to this law every individual is liable to
earn minimum wages (Ip, Leung and Law, 2011).
5. Equality Act 2016 – This law is amended to provide complete security to employees so
that they will not face any discrimination at workplace. If any organisation discriminate
people on the basis of their race, gender, physical disability, income, nationality then
individuals have right to sue the management of organisation. For instance, if Marriott
discriminates among their employees and they give more salary to their male employees
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than a female worker. In this condition, female employee have to sue to them in court
and demand for equal salary (Teng, Horng and Hu, 2012).
6. Race Relations (Amendment) Act 2000 - It protects individual from getting racial
discrimination on the basis of race or ethnic or nationality. The core purpose of this act is
to enhance equality and promote good relations among without any favoritism.
7. Equal Pay Act 2010 – It states that if employees are working on a same position then
organization needs to pay equal salary. This act is supported by sex equality act, that
states that a man and woman both must equal amount of their salary. No one is
favourable in terms of wages and work as well.
8. Disability Discrimination Act 2005 – This act states that it is unlawful to discriminate a
person if they have any kind of physical and mental disability. In case of employment, a
physical disabled person needs to provide complete facilities so that they can perform
their routine actions in an effective way. They should get enough work and peaceful
behaviour by other as normal human being.
9. Employment Equality Regulations 2003 – This is law to provide equal opportunities to
employees. Employer cannot discriminate their employees unreasonably on behalf of
gender, religion, belief or age. They have to provide equal treatment to their employees.
10. Employment Equality (Age) Regulations 2006 – It possess in action by October, 2006
that employees must not face favouritism on the behalf of their age. As every individual
is equal at workplace. They should get respect while working because it does not depends
on age. Every person is equal to perform their task and that's why they should get equal
respect.
11. Workplace (Health, Safety and Welfare) Regulations 1992 – The organisation has a
big responsibility to provide safety to their employees. It is their major responsibility to
provide health insurance to their employees. They cannot force employees to work in
perils and if they do so then employee can sue to them. The company should also keep
safety equipments such as fire alarms so that if a fire occurs then entire staff can safely
removed from place (Boella and Goss, 2013).
12. Work and Families Act 2006 (amended 2014 included children) – It is part of
government child care strategy that is allows to take parental leaves. According to this
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law parents can take leaves for the child care. There are different leaves that can be used
to support a family and child well-being.
CONCLUSION
From the above conclusion it can be concluded that managing and developing people in
hospitality industry is essential because it provides supports to an organisation. In fact, these
people can be refers as brand ambassador of a hotel because of their skills a hotel appeals to their
guest to again head towards organisation. So this a responsibility to select appropriate candidates
that have knowledge and skills that can provide better services and enhance performance of the
hotel. There are various training methods that can support to give training to the employees such
on – job training and off – job training. These are training methods that increases skills of
employees. In addition, it is also essential to keep engage staff in various ways like intellectual,
affective and social so that they support in hotel's process. Further, an organisation also needs to
follow legislation so that it can conduct a business in an efficient manner.
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REFERENCES
Books and Journals
Boella, M. and Goss-Turner, S., 2013. Human resource management in the hospitality industry:
A guide to best practice. Routledge.
Swarbrooke, J. and Page, S.J., 2012. Development and management of visitor attractions.
Routledge.
Kusluvan, S., Kusluvan, Z., Ilhan, I. and et. al., 2010. The human dimension: A review of human
resources management issues in the tourism and hospitality industry. Cornell
Hospitality Quarterly. 51(2). pp.171-214.
Shaw, G., Bailey, A. and Williams, A., 2011. Aspects of service-dominant logic and its
implications for tourism management: Examples from the hotel industry. Tourism
Management. 32(2). pp.207-214.
Frey, N. and George, R., 2010. Responsible tourism management: The missing link between
business owners' attitudes and behaviour in the Cape Town tourism industry. Tourism
management. 31(5). pp.621-628.
Ladkin, A., 2011. Exploring tourism labor. Annals of Tourism Research. 38(3). pp.1135-1155.
Testa, M.R. and Sipe, L., 2012. Service-leadership competencies for hospitality and tourism
management. International journal of hospitality management. 31(3). pp.648-658.
Chang, S., Gong, Y. and Shum, C., 2011. Promoting innovation in hospitality companies through
human resource management practices. International Journal of Hospitality
Management. 30(4). pp.812-818.
Chen, M.F. and Tung, P.J., 2014. Developing an extended theory of planned behavior model to
predict consumers’ intention to visit green hotels. International journal of hospitality
management. 36. pp.221-230.
Ip, C., Leung, R. and Law, R., 2011. Progress and development of information and
communication technologies in hospitality. International journal of contemporary
hospitality management. 23(4). pp.533-551.
Teng, C.C., Horng, J.S., Hu, M.L.M., and et. al., , 2012. Developing energy conservation and
carbon reduction indicators for the hotel industry in Taiwan. International Journal of
Hospitality Management. 31(1) pp.199-208.
Online
On-the-job and Off-the-job training, 2018. [Online]. Available through
<https://keydifferences.com/difference-between-on-the-job-and-off-the-job-
training.html>
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