Human Resource Management Report: Marriott International HRM Analysis

This report provides a detailed analysis of human resource management (HRM) practices at Marriott International. It begins with an introduction to HRM and its significance, followed by an examination of Guest's model and Storey's definition of HRM, contrasting them with personnel and industrial relations practices. The report then delves into the implications for line managers and employees in developing a strategic approach to HRM. It further explores models of flexibility, various types of flexibility adopted by organizations, and the impact of labor market changes on flexible working practices. The report also addresses forms of discrimination, the practical implications of equal opportunities legislation, and approaches to managing equal opportunities and diversity. Additionally, it compares performance management methods, approaches to managing employee welfare, the implications of health and safety legislation, and the impact of topical issues on HRM practices. The report concludes with a summary of the key findings and insights regarding HRM strategies at Marriott International.

Managing Human
Resources

Table of Contents
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................3
1.1 Guest's Model of HRM.........................................................................................................3
1.2 Difference between Storey's definition of HRM, personnel and IR practices......................4
1.3 Implications for line managers and employees for developing a strategic approach to
HRM............................................................................................................................................6
TASK 2............................................................................................................................................6
2.1 Model of flexibility ..............................................................................................................6
2.2 Types of flexibility developed by organizations. ...............................................................7
2.3 Use of flexibility working practices......................................................................................8
2.4 Impact of changes in labour market on the basis of flexible working practices. ................9
Task 3.............................................................................................................................................10
3.1 Forms of discrimination......................................................................................................10
3.2 Practical implications of equal opportunities legislation....................................................10
3.3 Approaches to managing equal opportunities and diversity...............................................11
TASK 4..........................................................................................................................................12
4.1 Compare of performances management methods...............................................................12
4.2 Approaches used for managing employees welfare............................................................13
4.3 Implications of health and safety legislation on human resources practices.......................13
4.4 The impact of another topical issue on human resources practices....................................14
CONCLUSION..............................................................................................................................15
REFERENCES..............................................................................................................................16

INTRODUCTION
Human resource management can be defined as governing and managing employees of
any organisation.. It is the process of hiring and developing skills people so that they become
more valuable to the organisation. It includes various activities – conducting job analysis,
planning of personnel needs, selecting right people for the job, and training as well as providing
wages and salaries and other incentives or benefits and evaluating their performance so that the
objectives of an organisation can be achieved. The present report is about management of human
resource in the Marriott International, Inc. which is a leading global hospitality company
(Markos and Sridevi, 2010). This report provides understanding of Guest's model and Storey's
model of HRM and explains difference between these two. Further, it explains flexibility model
and types of flexibility applied by the cited organisation. Moreover, it focuses on types of
discrimination that can take place in workplace and implications of equal opportunities
legislation on the cited hotel. Lastly, it assesses the approaches used by Hotel Marriott for
managing employee.
TASK 1
1.1 Guest's Model of HRM
This model was developed by Professor David Guest which has six dimensions of
analysis:
 HRM strategies
 HRM practices
 HRM outcomes
 Performance outcomes
 Behaviour outcomes
 Financial outcomes
It is prescriptive in nature as is it is based on assumption that HRM is distinctively different from
traditional personnel management (Campbell, Coff and Kryscynski, 2012). The key policy goal
for HRM is strategic integration i.e. the ability of Marriott Hotel to integrate HRM issues into
strategic plans to ensure incorporation of various aspects of HRM and to enable line managers to
align HRM perspective into their decision making.
There are two approaches –

◦ Hard HRM: This approach focuses on aligning human resource strategy with business
strategy. It is market driven and aims to make use of people in a manner that adds
value and bring competitive advantage. It is a strict approach and assumes that
employees work only to acquire the financial benefits.
◦ Soft HRM: The soft approach encourages employees' commitment to the cited
organisation by focusing on their concerns. A manager adopting this approach is
more compassionate, places more trust on employees and take their opinions and
consider on the board with the belief that the workers come to work with the intention
to impress and progress (Anderson and Anderson, 2010).
Guest model acknowledges the difference between hard and soft approach and incorporates both
of them into an ideal model. Strategic integration shows the hard side of the model while
flexibility connotates both hard and soft HRM. This model seeks commitment to the cited
organisational goals through strategic management and focuses on individual needs rather than
combined workforce which enable Marroitt Hotel to develop power and flexibility. Guest Model
proposes 4 components that are crucial for the organisation effectiveness – strategic integration,
flexibility, high commitment and quality. It states that HR strategy should form part of business
strategy and not to be treated as the separate entity. Managers need to ensure right people at the
right place so that business strategy can be achieved.
1.2 Difference between Storey's definition of HRM, personnel and IR practices
As per Storey, HRM is a strategic and coherent approach to the management of
organisation's most valuable asset i.e. employees working there who individually and
collectively contribute for achieving organisational objectives (Nabrzyski, Schopf and Weglarz,
2012). He categorized it into four different areas:
 Beliefs and assumptions
 Strategic concepts
 Line management in the organisation
 Key levers
According to the Storey, personnel management is different from general management.
Personnel management can be defined as management of workforce or employees to comply
with the rules of the organisation. He sees personnel management as bureaucratic, based on rules

and procedures and considers it as a different function from the general management (Sirmon
and et.al., 2011).
The main points of difference between HRM and personnel and IR practices are as follows:
Point of difference Personnel and IR practices HRM
Definition Personnel management can be
defined as management of
workforce or employees to
comply with the rules of the
organisation.
HRM is a strategic and coherent
approach to the management of
employees who individually and
collectively contribute for achieving
organisational objectives.
Aim It aims at careful delineation of
written contract.
Aim of HRM is to go beyond the
contract.
Focus Personnel guide to management
action is based on rules and
procedures.
It focuses on business needs.
Rules Importance of devising clear
rules.
Rules can be out looked. HRM is
impatient with rules.
Nature of
relationships
The nature of relationships is
pluralist in personnel and IR
practices.
While, HRM has unitarist nature of
relationships.
Key concern The key concern of personnel is
only labor management.
HRM focuses on the customers.
Strategies Corporate plan goes
simultaneously i.e. side by side
with personnel.
HRM is integrated with business
strategy.
Decision- making The pace of decision-making is
slow with personnel.
The decision-making is fast as
compared to personnel.
Managerial task The main task of manager is
monitoring the actions of
The major managerial task is nurturing
employees.

employees.
Behavior referent It considers norms, customs and
practices.
Values and mission are the main basis.
Initiatives It follows the piecemeal initiative. HRM follows integrated initiative.
Management role The role of manager is
transactional.
Management role is transformational
leadership.
Marriott Hotel follows HRM practices which integrates human resource strategy with the
business strategy and helps in achieving organisation objectives (Avey and et.al., 2011). On the
other hand, Limewood Hotel has adopted personnel and IR practices to manage employees and
ensure that they comply with rules and procedures. Thus, HRM is better as it aligns business
needs with the manager decision-making and helps Marriott Hotel to gain competitive advantage
over others.
1.3 Implications for line managers and employees for developing a strategic approach to HRM
Line managers are given an important position in the Marriott Hotel. They are
responsible for taking care of all employees in the organisation. They are quite experienced
people and share their knowledge with other employees. They guide and coach the younger
generation of employees. They are the main link between HRM and employees (Salvendy,
2012). At the time of decision-making, they acknowledge HRM about the happenings at the root
level of the cited organisation. Thus, they are involved in strategic management in the hotel.
They are responsible for keeping track of employee’s performance and providing feedback to
HRM. Thus, they help in growing knowledge base of the company and create long-term
relationships with the employees.
On the other hand, employees of Marriott Hotel work to develop and improve the
performance metrics. HRM can support to intellectual and innovative thinking of employees
which will result in improved productivity of the organisation as a whole. Employees should be
assigned more responsibilities to motivate them and their weakness can be identified through
proper motivation and feedback. Thus, employees are the most valuable asset of an organisation
and flexible and committed employees ensure attainment of organisational goals.

TASK 2
2.1 Model of flexibility
For improving work life of employees it is important for business firm to provide
flexibility in working life of employees (Ageron, Gunasekaran. and Spalanzani, 2012). The
concept of flexible approach is concept which is used by organization for improving working life
of their employees. With help of this concept Marriott hotel provide good working life so they
maintain balance between personal and professional life. It creates a sense of satisfaction among
employees and enhances their productivity. It also assists to workers fro improving their health
and reducing stress level (Barnaghi and et.al., 2012). Managers of Marriott hotel is focuses on
giving more flexible working hours to it employees. The organisation use Atkinson's core and
peripheral workforces model. It is appropriate strategy which is used by entity for managing its
workforce. The model is divided into two parts core workforces and peripheral workforces.
Core workforce
Core work forces belong to those workers in organization which are highly skilled,
permanent in their jobs (Bloom, Genakos. and Van Reenen, 2012). These workforces carried
high level of responsibilities and enjoyed more secured job. This core workforce is also known
as highly committed management. For providing flexibility to core workforces entity use
functional approach in which employees are provided training and outsourcing activities
(Cummings and Worley, 2014).
Peripheral Wok force
These workforces include those employees which belongs to low skilled
employees and do small operation activities in organisation (Daft. and Marcic, 2016.). For giving
flexibility to entity's management use numerical approach in which organization hires temporary
workers. So work can be deceived among them easily.
2.2 Types of flexibility developed by organizations.
Marriott hotel's flexibility approach has capacity to adopt changes which is appearing in
business environment (Ghai. and Vivian, 2014). Flexibility approach assists to entity for
adjusting structural compositions, patterns and making cost effective process. There are five
kinds of flexibility that help to Marriott hotel for building balanced workforces (Heldman,
2013).

Functional flexibility
This approach organization's HR make functional changes which are related to
employee's tasks (Jeston. and Nelis, 2014). Under this approach entity make changes in
movement of workforces from one task to another tasks. It includes training and outsourcing of
activities.
Numerical flexibility
This approach is design for giving flexibility to low skilled employees. Under this
approach firm outsources of labour for temporary basis (Monczka, and et.al., 2015). Through
this approach organization fulfil demands of labours for meeting its internal requirement. In
includes part-time work, variable work and fixed time contracts.
Financial flexibility
For achieving this type of flexibility entity make variations in wages of labour. This
type of approach is used by firm for reducing lobar cost and maintaining profitability
(Paloutzian. and Park, 2014). Its also assist to organization fro developing performances of
individuals or organization levels (Redpath . and et.al., 2013). Marriott hotel use this approach so
they can maintain profitably along with labour wages systems.
Temporal Flexibility
It means shifting working hours so entity can meets its production demands. Through this
approach employees firm spread of time, providing working shifts and overtime for the current
workers (Smith, 2014). Marriott hotel use this approach in its peaks seasons so thy can provided
good customers services.
Locational Flexibility
It can be achieved by assessing the activities of workers outside the typical workforces.
Under this approach entity give choice to its workers for working its convenient place (Stahl,
Björkman and Wright, 2012). Marriott Hotel is international brand so organization run its
operation s in many regions so by providing locational flexibility firm try to give balanced
working life to its employees.
2.3 Use of flexibility working practices
There are various types of flexibility working practices which is used by Marriott hotel
which assist to employer and employees.
Part- time

Under this method employees work less than 45 hours per week. This types of
approaches is used by organization for providing relaxations to its employees (Vaiman,
Scullion. and Collings, 2012). Through this approach entity can maintain its lobar turnover rate.
Home working
Under this approach firm give flexibility to its employees for performing their task from
their homes (Human Resources Advice, 2016). Employees of organization get benefited by this
as they get balanced working lifestyles and employers also received better work.
Job sharing
It is king of part type job in which employees shared their work with each others.
Through these employees work load reduces and Marriott hotel pay compensation according to
it one person (Top 10 Best Practices in HR Management for 2013). For the hotel its cost
effective approach.
Tele working
In this approach employees works from their homes by using telecommunication network. Such
practices use by the hotel when employees lives in different locations.
Zero hour contract
The employees can arrange an on call systems which includes no specifics time for
employees. Accepting and rejecting of work is totally depended on employees and entity pay
according to per working hours.
Benefits of flexibility working practices.
Employers
Through this approach employers gets higher productivity and more motivated
employees. If employees are self motivated then it generated better work. It also leads less
supervision for employees and company receives more satisfy employees.
Employees
Through this employee can maintain there personal and professional life very well.
Flexibility approach provide opportunities to workers for making social engagements.
2.4 Impact of changes in labour market on the basis of flexible working practices.
Labour market is changing often with changing factors like economics, social and
environmental entity strategic goal is achieved only when they hire skilled and knowledgeable

employees for the job (Ageron, Gunasekaran and Spalanzani, 2012.). Labour market is changing
as per changes appears in flexibility. This approaches changes demand and supply of market
labour.
Employment statistics
The impact of flexibility on labour market is that through this approach employment statistics is
improved (Barnaghi. and et.al., 2012.). This approach give chance to employees of performing
their task in better ways. The employees prefer to work with their own place and with their
convenient time. This approach assist to employee for working with n entity (Bloom, Genakos.
and Van Reenen,2012). By using this approach the hotel can mmet its workers demand and also
supply of workers has improved by 5 % every year.
National market
By giving flexibility working hours to its employees Marriott hotel is become more
efficient and competitive (Daft. and Marcic, 2016). Through this approach workers can perform
their task in more easy way on the hand entity can beneficial from cost basis. In national market
demand of part tome workers has been increased and leads many jobs in labour market.
However, this approach is also creates stress and job insecurity for workers.
Work life balance
Through this approach entity's employees make balance in between their personal and
professional life (Monczka, and et.al., 2015). This approach give opportunities to employees for
improving their working life. In this approach employees can provides better work and give
useful informations to entity. However, this approach creates a lot of confusion in the hotel.
Task 3
3.1 Forms of discrimination
Marriott Hotel is known for its brand image and high quality customer services. All this
is possible only when employees are productive and satisfied with company's working standards.
Whenever a person is subjected to certain types of discrimination then, their interest level
towards working in that atmosphere decreases (Paloutzian, and Park, 2014). Biasness or
discrimination can be performed on several subjects like gender, religion, caste, sacred objects,
race, qualities, background, etc. Such activities demoralise employees and affects their working
capabilities. As a result organisation has to suffer.

Unfair treatment of employees results in discrimination. Generally, managers and senior
authorities when work on such discriminatory activities then other employees are also
encouraged to harass the targeted individual. The different forms of discrimination that takes
place in Marriott Hotel are sexual, racial, ageist, religious, gender and disability. In the given
scenario, the majority of claims for discriminatory actions belong to disability, race and sexual
baisness. When certain people are given more preferences on these subjective basis then, it is
said that unethical workplace practises occur (De Paola and Scoppa, 2015). In case of gender
discrimination, women employees are subjected more as compared to male workers.
The causes of discrimination include cultural stereotypes which can also be considered as
inflammatory because it is a kind of abuse which is being faced by the targeted person or
sometimes even a group (Redpath. and et.al., 2013). Disabled employees who cannot perform
particular functions are also categorised as weak and inappropriate for operating certain
functions in Marriott. The human resource management has to take initiatives in developing
strategies that will help in minimising such activities.
3.2 Practical implications of equal opportunities legislation
The approach of management that deals with handling people in such a way that every
person at their workplace has equal access to resources and opportunities. This can happen only
when there is no discrimination on any basis (Vaiman, Scullion and Colling, 2012.). The
Equality Act of 2010 was devised by government to decrease workplace discrimination on the
aforementioned subjects. It is important to have a regulatory framework that will help in
undermining such cruel and crime oriented activities and in providing a safe working
environment for everyone (Paloutzian, and Park, 2014.).
Marriott Hotel has to abide by this legislation and encourage people in working with
organisation so that diversity in workplace is guaranteed. The idea behind equal opportunities
legislation was to increase the sex ratio of women against men and reduce cases of sexual
discrimination and harassment. The practical implication of this legislation was development of
specific goals and objectives that intended to empower discriminated groups and explore their
skills for benefit of the company. Human resource management practises and strategies where
highly influenced by these judicial laws and applications (Ashenfelter and Rees, 2015). Since,
strict rules were laid down, Marriott Hotel cannot discriminate anyone on any basis during their

recruitment and selection process. Irrespective of their disabilities, the organisation has to
employ a person based on his skills.
Sacking problems were resolved up-to a great extent because of this legislation.
Irrelevant reasons for sacking a person can now hold the organisation or concerned person guilt
of discrimination (Stahl, Björkman. and Wright, 2012). Protection inside the workplace is
guaranteed with help of this law.
3.3 Approaches to managing equal opportunities and diversity
Diversity occurs in a workplace where equal opportunities are prevalent. It is important
for Marriott to manage this diversity with equal opportunities (Roberts, Davies and Jupp, 2014).
The concept behind this management is eliminating the sources of discrimination and developing
an understanding for the natural differences that has caused diversity. The organisation has to
face loss of time, money and efficiency if issues related to discrimination and diversity are not
handled (Knights. and Tinker, 2016). The various approaches for managing diversity are stated
in context of an example which is: The manager is finding it difficult to handle race diversity.
People are facing conflicts due to this discrimination. Equal opportunities: The manager must analyse the team dynamics and evaluate benefits
that can be given to individuals on skill basis rather than on discriminatory principles.
He/she can involve all the subordinates and employees in certain activities that will help
reduce the thoughts of discrimination (Daft. and Marcic, 2016).
 Group activity: Marriott Hotel's manager can develop a group activity that is based on
definition of certain ground rules and policies which will be mandatory to be followed.
Moreover, team building exercises can help in managing diversity with integrity
(Breitenbach, Brown and Webb, 2016).
These two approaches of managing diversity with equal opportunities shall help Marriott
in resolving various conflicts and clashes that can arise due to discriminatory practises that occur
at workplace (Daft, and Marcic, 2016). Out of the two, group building approach must be
considered as more effective because it will develop a bond of togetherness that will
automatically lead to equal access to resources for every employee.

TASK 4
4.1 Compare of performances management methods
Performances assessment can be helpful for improves their staff's performances. To
evaluate performances of employees there are various types of technique. This technique assist to
entity for evaluate quality and quantity of performances (Dörnyei and Ushioda, 2013.).
Assessment centres
Marriott hotel use various types of assessment centres in which performances are
measures by trainers (Bloom, Genakos, and Van Reenen, 2012). For measuring performances
various types of scenario such as virtual work, group mission, the communication's aptitude,
proficiency of planning, leaderships quality, creativity, are assessed. For measuring futures
performance it is useful and effective technique.
360 degree feedback
These techniques are used for team members, supervisors, customers and self determine.
Marriott hotel use this technique for self development of their employees and make multiple
evaluations (Derous and De Fruyt, 2016). Through this technique entity can determine actual
performances of its employees.
MBO:
Under this approach firm set standard performances and make compare to it with actual
performances. In this method entity set various types of techniques for evaluating performances
of workers and after evaluating standard performances with actual performance's entity make
changes in its polices and producers.
Psychological assessment
For measuring performances of employees on the basis of its abilities psychophysical
assessment test is used (Schunk, Meece and Pintrich, 2012.). Under this test various types of test
are conduct such as knowledge, emotional, conversation and many other so they can evaluate
performances of employees.
4.2 Approaches used for managing employees welfare
There are various types of approach which is used by Marriott for managing its
employees welfare (Lepper and Greene, 2015). The entity has many approaches such as

occupational health, practices and polices, the management of ill health at work, costs and
absenteeism and alcohol and drug abuse.
Stress management
It the best approach which used by organization for managing stress of employees
(Reeve, 2014). At Marriott hotel is global brand entity conduct many activities and employees
need to committed their work for 24/7 hours. So for managing stress of employees firm
introduced stress management in its systems (Ageron, Gunasekaran and Spalanzani, 2012).
Through this approach hotel try to reduce stress of their employees.
Workplace concealing
In work place entity hire concealer from the outside of the organization and try to solve
problems of ist employees (Lepper and Greene, 2015). Through these counselling employees
share their issues regrading workplace and try to solve their problems.
Management of ill health at work
Marriott hotel also provides management regrading health of their employees. Through
this they develop health work place environment for its employees (Monczka, and et.al., 2015).
This management system helps to entity for developing for health habit of its employees.
4.3 Implications of health and safety legislation on human resources practices
It is important for the organization to make sure that they deliver and provide their
employees with proper healthy and safety. With this respect, below given are the implication to
this legislation:
Facilities: There are different type of resources that work together for common goal.
Among which employees are one of the important resources as they are the one who have direct
interaction with customers (Derous and De Fruyt, 2016). They are the one who present the
products and services to customers. As per Health and Safety Act, it is important for the firm to
make sure that they protect the life of workers at the time of emergency and deliver them with
basic needs like first aid box, equipments to perform tasks, emergency exit, etc.
Efficiency: Workers perform with their full efficiency when they are provided with
proper environment in which they can work effectively and efficiently. It is the responsibility of
Marriott hotel to make sure that safe environment is provided in which they can perform their
roles and responsibilities effectively (Dörnyei and Ushioda, 2013). For this purpose, is important

to have healthy interaction within worker. This enables to know the issues that are faced by
them. Accordingly, steps can be taken with the help of which healthy and safety act can be
enacted.
Industry norms: There are many types of norms that are set by government. This is are
made in order to protect the interest of employees (Schunk, Meece and Pintrich, 2012). It is the
responsibility of management to make sure that all the norms are followed. In accordance with a
norm that is given by government, it is important for the organization to have a canteen in case
there are more than 100 workers. In addition to this, policies should be followed that are helpful
enough to make sure that there is work free environment (Find a Reservation. 2017).
4.4 The impact of another topical issue on human resources practices.
There are many other topical issues which are effecting entity performances. The topical issues
included e- learning, flexible benefits, work life balances. All these have grate impacts on HR
practices (Lepper and Greene, 2015).
For managing these practices HR is adopted different techniques. However, this practises have
some impact on Marriott hotels.
 Maintain safety of employees.
 For flexible working hours HR need to decide schedule its time and made changes in
wages structural.
 Conducting different types of concealing for its employees and make arrangements of
funds.
 Introduces diversity management at workplace (Reeve, 2014).
 Conducting different types of learning programs such as e learning which assist to
providing training to its employees.
The entity is using flexible working approach for providing relaxation to its customers.
Under this approach organization is decided flex working hours and provides choices to its
employess for works as per their suitable time. Through these practices human resources of firm
have to set their polices and producers as per employees. Its also add extra burden on
organizations. However, this practices is only for low and unskilled employees not for top level
management.

CONCLUSION
Flexibility in then workplace is key theme which is pursued by every organization. This
approaches had competed changed the environment of Marriott hotel. Which is one of leading
hotel in UK. The organization conducts many HR practices which make their working place
better. For this entity conduct many management techniques such as flexible working hours so
that better and conductive working environment can be provided to the staf members. It is
assertive that strategic and structured approach should be used for carrying out HRM functional
practices in effective way. Employees are most significant stakeholders of business which
provide necessary support for executing business functions. It is required that string and effective
relations should be developed with the employees. Flexible working approaches should be used
by organization for providing better and effective support to employees.

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