Organizational Approaches to Employee Development: A Case Study

This report delves into the crucial role of employee development within organizations, emphasizing its impact on enhancing company value and fostering a skilled workforce. It explores various systemic approaches to employee development, including formal education, job experiences, interpersonal relationships, and assessment methods, highlighting how these strategies contribute to employee growth and organizational success. The report also examines the benefits derived from these approaches, such as increased productivity, reduced attrition rates, and improved employee engagement. Furthermore, a case study on Marriott International is presented, illustrating how the company implements training programs, leadership development initiatives, and assessment tools to cultivate a dedicated and customer-focused team. The report concludes by underscoring the significance of employee development in achieving organizational goals and maintaining a competitive edge in the dynamic global market, emphasizing the advantages of investing in human capital. The report also references the importance of continuous learning and adaptability for both employees and organizations, which is key to success.

8/3/2021
DEREE THE AMERICAN COLLEGE OF GREECE
ORGANIZATIONAL
APPROACHES TO
EMPLOYEE
DEVELOPMENT
Natalia Ampatzidou
218869
MG3118 Developing
Human Capital
Due Date : 08/03/2021
Instructor: Mrs. Kyriaki
Metinidou

TABLE OF CONTENTS
INTRODUCTION………………………………………………………………...3
LITERATURE REVIEW…………………………………………………………2
APPROACHES TO EMPLOYEE DEVELOPMENT……………………3
BENEFITS GAINED THOUGHT THE APPROACHES……………….5
CASE STUDY ON MARIOTT INTERNATIONAL…………………………...6
CONCLUSION……………………………………………………………………8
REFERENCES……………………………………………………………………9
1

INTRODUCTION
The Human Resources Management System is essential to the
performance of an organization in order to enhance companies’ value
(Zentech, 2017). More precisely, they concentrate to a significant degree on
the growth and advancement of their workers, as this contributes to the
general development of the company. Employee development is now
commonly believed as a control surfaces for the ongoing growth, efficiency
and capacity of the company to attract valuable workers. If companies ignore
these obstacles, the process of workforce growth can be cumbersome for the
company, stressful for workers and of unclear benefit for all (SHRM).
Employee development has an upwards and beneficial impact, from employee
to boss to organization (Hosmer, 2015). This paper would concentrate on
employee development and on corporate responses to it. First, the systemic
approaches to workforce growth will be addressed and, in addition, the
advantages obtained by these approaches will be further studied.
Continuously, a case report by Mariotte International will be reviewed and,
finally, links between the literature review as well as the review will be
found.
2

LITERATURE REVIEW
APPROACHES TO EMPLOYEE DEVELOPMENT
In a dynamic global market environment, business owners and staff are
prudent to follow ongoing, agile learning activities. Although workers should
handle their jobs on an ongoing basis for employability, businesses should
concentrate on hiring and maintaining high-potential, promotable staff
(Hosmer, 2015). According to Armstrong (2007, p. 509), employee growth
consists of encouraging staff not only to improve and learn, but also to
participate in a range of educational activities, and the preparation, delivery
and review of educational and training projects is also a core feature.
Employee development is also a mechanism that provides workers with the
ability to fulfill their maximum potential by developing their talents, expertise
and other qualities and making them more important to the company. It
normally covers "new hire orientation, training, career management and
management development" (Scott, 2011). Companies use some methods to
employee development which involves formal education, assessment, job
experiences and interpersonal relationships (Noe, 2016). Formal education
applies to some kind of education that the organization offers to workers in
order to learn additional information that will be required by the organization.
So, it is not only what studies the employees have undergone by themselves,
but also what the organization does in order to enhance their abilities for the
company’s wellbeing. On the other hand, job experience is based on every
3

kind of characteristics that workers encounter in their employment that are
capable of improving them, while interpersonal relationships relate to growth
by mentoring and coaching by a more seasoned member of the business (Noe,
2016). Last, assessment method is important in the growth of personnel, as it
allows management to recognize workers with managerial capabilities (Noe,
2005).
Initially, based on formal education firms can liaise with learning
institutions like universities to provide education needs of the company
executives. Via comprehensive schooling, businesses will ensure that their
staff are well trained and that their efficiency and skills are enhanced (Dwyer,
2004). The universities could offer short, personalized courses targeted to the
needs of the executives. Companies may also encourage their executives to
take advantage of the long-distance learning opportunities that universities
offer. Business leaders can also incorporate other forms of preparation and
growth practices to the formal courses of contractors or university faculties.
This preparation approaches allow company executives to improve their
strategic thinking and leadership skills. The capacity of executives to succeed
internationally is also strengthened. Any of which aims to enhance consumer
service. Apart from the reasons given above, preparation approaches often
enable executives to develop technical knowledge and business excellence
(Kalamas & Kalamas, 2004).
Furthermore, assessment method is a process of gathering information
about a specific employee in addition to being able to provide them with a
feedback based on their behavioral skills (OD, 2012). Evaluation aims to
4

assess the abilities and shortcomings of new administrators. It is possible to
recognize employees with the ability to advance to higher-level executive
roles by appraisal. When people undertake to collaborate in teams, it is very
straightforward for them to recognize the strengths and limitations of
teammates and influences that adversely affect their effectiveness. Tools used
in evaluation, such as the Myers-Briggs assessment test, once used
successfully, allows managers to determine staff communication abilities,
morale, coordination, job styles and leadership skills. Other than the above
listed skills, skills such as problem-solving, organizational, managerial and
personal skills can also be tested using this method. Assessment may also
allow managers to know the qualities relevant to managerial performance that
an employee may have (Noe, 2005). These include resourcefulness, setting the
environment for growth, clarity and calm, compassion and empathy, building
and mending relationships, doing whatever it takes, behaving flexibly, put
people at ease, recruit creative workers, self-awareness, dedication, and
harmony between personal life and work (Noe, 2016).
BENEFITS GAINED THROUGH THE APPROACHES
Employee development entails motivating and training personnel to
succeed in life, as well as maintaining how this scientific information is
preserved and applied in the workplace. The primary advantage of driving
employee growth is the development of a more productive, effective and
motivated workforce. Companies of productive and devoted workers see 41
per cent low attrition rates and 17 per cent higher productivity as it is refered
in the journal GetSmarter (2019). Also, investing in the current human
5

resource (employees) of the company can make them more productively and
effectively. It lets workers recognize their strengths, shortcomings and
patterns and, at the same time, guarantees that employees have the key
competencies required by the organization (Kuvaas & Dysvik, 2009). Thus,
the assessment promotes both the business and the individual. The business
profits because it continues to grow its workers and thus retain them engaged
and productive. Staff, on the other hand, achieve professional development
and may recognize their strengths and limitations.
CASE STUDY ON MARIOTT INTERNATIONAL
Marriott International, Inc. is an American multinational diversified
hospitality business that owns and franchises a strong portfolio of hotels and
associated accommodation facilities. It was founded by J. Willard Marriott,
the company is now headed by his son, Bill Marriott, CEO. Marriott
International is the largest hotel chain in the world in terms of the amount of
rooms available and more than 6.500 hotels (Marriott, n.d). For Marriott Int.,
their fundamental principles and ideology are the basis for all facets of
Marriott's organization. Putting people first means to take care of them, thus,
Marriott has given TDP to its staff, which would provide them “the
opportunity to plan their future career” (Marriott, n.d). They consequently
apply diverse approaches in order to inspire and involve the human
complexities of their company.
Beginning with, the Marriott Training & Development Program is one
of the most critical facets of the HRM plan. The Marriott undergoes regular
preparation to ensure that the organization's standards and quality of service
6

are strengthened. In addition to permanent training courses, staff are also
often expected to complete additional training in which they earn multiple
annual certifications. These educational systems have been introduced to offer
confidence that workers are motivated and have the most up-to-date
awareness of new trends in the company and the market. This training
program will also help Marriott improve diversity by educating recruiting
managers, ensuring that the organization promotes diversity at all levels and
reaches out to prospective local workers at all locations in Marriott. The
organization provides growth opportunities with the goal of recruiting and
sustaining a team dedicated to excellence and customer values throughout the
entire operation. Both opportunities comprise Marriott International's Global
Voyage Leadership Development Initiative, which is tailored for new college
grads and for employees that are interesting in new opportunities and the
Marriott Development Academy, which helps training prospective managers
for leadership positions (Marriott university, n.d). Both projects have
provided the opportunity for Marriott International to see more than 55% of
its leadership roles filled internally in the Australian sector. Marriott
International also retains close relations with schools and colleges to
recognize and retain talent early on (Hilton, 2019). In addition, the training
continues with a recruit induction program for all workers to ensure that all
workers have the expertise required to work successfully. The aim of the
initiative is to bring new workers to the Marriott community, brand and their
unique hotel/region (HM staff, 2010). Furthermore, Marriott has worldwide
career development services and learning opportunities to all employees. They
7

have in-person and online classes, action planning seminars, interview
exercises, and a number of seminars, for example.
As it is mentioned in the literature review, companies use the method
of assessment in order to concentrate information about a specific employee
in order to give him a feedback about their skills and how it could be
improved. Assessment focuses on essential techniques and information fields,
such as culinary, operating rooms, acquisitions, which are essential for
workers to learn in order to carry out their work (HM staff, 2010). Moreover,
as it is mentioned at the literature review, there is the Myers-Briggs
assessment test, that Marriott also uses, in order to enable the managers to
decide the personnel ability to communicate and also the attitude and the
skills that define a leader. Furthermore, in the assessment method Marriot
administrators invests in more than 20 separate executive preparation
programs. Courses are provided by qualified teachers, skilled experts and
property managers. Other classes are self-directed, like online instruction.
Classes typically include 20-25 members and involve detailed social
dynamics, hands-on exercises, pre-and post-test assessments, and action
preparation (Marriott Inc.).
CONCLUSION
A company cannot prosper or stay competitive until it is staffed by
people who are at the top of their game in terms of preparation, customer
support and inspiration. Using workforce growth within an organization,
managers and business leaders may ensure that their workers work at the
highest possible level of success, while retaining a sense of satisfaction about
8

the company they are working for and the role that they have gain in the firm.
As it can be seen, the advantages of workforce growth greatly outweigh the
costs and can prove valuable to any management who wishes to employ such
a program within their own organization.
WORD COUNT: 1686
REFERENCES
Armstrong, M. (2005) Řízení lidských zdrojů, Praha: Grada Publishing.
Allen, S. J., & Kusy, M. (2011). The little book of leadership development : 50 ways to
bring out the leader in every employee. American Management Association.
http://web.a.ebscohost.com.acg.idm.oclc.org/ehost/detail/detail?
vid=0&sid=c7c2ba41-09d6-44ba-ad90-4137703e3a4e%40sdc-v-
sessmgr03&bdata=JnNjb3BlPXNpdGU%3d#AN=365836&db=nlebk
Dwyer, R. J. (2004). Employee development using adult education principles.
Industrial & Commercial Training, 36(2), 79–85.
https://doi-org.acg.idm.oclc.org/10.1108/00197850410524851
Getsmarter, -. (2021, January 22). Employee training and development: The benefits
and why it's important. Retrieved February 20, 2021, from
9

https://www.getsmarter.com/blog/employee-development/employee-training-and-
development-the-benefits-and-why-its-important/
Hosmer, D. (2015). The Manager’s Guide to Employee Development. Association For
Talent Development. http://web.a.ebscohost.com.acg.idm.oclc.org/ehost/detail/detail?
vid=0&sid=6a8848f5-b04f-44d7-8114-
98ea521f8039%40sessionmgr4006&bdata=JnNjb3BlPXNpdGU
%3d#AN=1066819&db=nlebk
Hilton, J. (2019, October 30). 'Marriott International is a people-first company'. HRD
New Zealand.
https://www.hcamag.com/nz/specialisation/employee-engagement/marriott-
international-is-a-people-first-company/190123
Kalamas, David, and Joan Berry Kalamas. Developing Employee Capital : Setting
the Stage for Life-Long Learning, HRD Press, 2004. ProQuest Ebook Central,
https://ebookcentralproquestcom.acg.idm.oclc.org/lib/acggr/reader.action?
docID=433381
Kuvaas, B., & Dysvik, A. (2009). Perceived investment in employee development,
intrinsic motivation and work performance. Human Resource Management Journal,
19(3), 217–236. https://doi-org.acg.idm.oclc.org/10.1111/j.1748-8583.2009.00103.x
Noe, R. A. (2016). Employee Training and Development (7th ed.).
McGraw-Hill. http://www.aspu.edu.sy/laravelfilemanager/files/18/
مرامع%
20
العلوم%
20
اإلدارية/
2017 -Employee%20Training%20&
%20Development.pdf
OD, Network, OD. Handbook for Strategic HR : Best Practices in Organization
Development from the OD Network, AMACOM, 2012. ProQuest Ebook Central,
https://ebookcentralproquestcom.acg.idm.oclc.org/lib/acggr/reader.action?
docID=1043643
International, M. (2021). Marriott International, Inc. Marriott International.
https://www.marriott.com/culture-and-values/core-values.mi
Staff, H. M. (2010, June 8). HR: Marriott employee training and development
program. https://www.hotelmanagement.net/human-resources/hr-marriott-employee-
training-and-development-program
10

University Programs, M. (2021). Opportunities for Post Graduates. Marriott Voyage:
Leadership Development Program | Marriott University Programs - Marriott Voyage
https://university.marriott.com/post-graduates/
11