Strategic Human Resources Management Report: Marriott Hotel

This report delves into strategic human resource management (SHRM) within the context of the Marriott Hotel chain. It begins by analyzing current trends and developments influencing HR strategies, such as the use of AI, robotic process automation, and virtual reality, and their impact on the organization. The report then explores relevant HRM theories, including human resources theory, strategic theory, and the theory of development, emphasizing their practical application. It further evaluates the impact of change management models, specifically Lewin's Change Model, on HR strategies. Finally, the report examines HR outcomes monitoring and measurement, and the role of HR in fostering sustainable performance and organizational growth, providing a comprehensive overview of SHRM principles and practices within a global hospitality context.

STRATEGIC HUMAN
RESOURCES
MANAGEMENT

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
LO1..................................................................................................................................................3
Current Trends and Developments influencing the HR’s strategy..............................................3
Impacts of Current Trends and developments on HR Strategy...................................................4
LO2..................................................................................................................................................7
Relevant theories and concepts....................................................................................................7
LO3..................................................................................................................................................8
Impact of Models of Change Management on strategies of HR.................................................8
LO4................................................................................................................................................10
HR outcomes monitoring and Measured...................................................................................10
HR role in sustainable performance and growth of the organisation:.......................................11
CONCLUSION..............................................................................................................................12
REFERENCES................................................................................................................................1

INTRODUCTION
Strategy Human Resource Management refer to connection between HR and its strategies,
objective and goals. Marriott Hotel chain HRM use different strategies and theories as listed
below for better outcome. The report highlight Strategic Human Resources Management benefits
in the organisation and how successfully it can be implement in the organisation.
For the growth of organisation HRM analysis different strategies and use the one which is
best suitable. In the changing market and technological advancement work of HRM increases
and for better understanding has to considered different factors for example globalization,
Workforce diversity, changing skills requirements and technological development and plan
strategy according to it. In the below report also describe Various theories adopted by HR for
instance Motivational theory, decision-making theory etc. to increase productivity and quality of
employee on the other hand by using proper changing management model in strategy forming
increase the growth of organisation as well as time of HR. Using proper HRM monitoring and
evaluating technique as given below in the report constant growth in the organisation can be
achieved. Human Resource Management can increase the growth in the organisation by proper
training and development of the employee.
LO1
Current Trends and Developments influencing the HR’s strategy
In order to bring innovation in the companies like Hotel Marriott, its HRM department
must be regularly updated about the ongoing trends and developments in order to hire the skilled
and talented employees. Following are the current trends in 2020 that must be addressed by the
HR of the Hotel Marriott that can influence it greatly:
 Using AI for Automation
In the traditional companies who are facing a rapid success but in today’s emerging markets,
they must adapt themselves and their strategies according to the current trends (Leatherbarrow
and Rees, 2017). In the process of recruiting the employees, AI plays a major role. Many
companies have started using AI tools in analysing the resumes of the employees rather than
appointing an HR professional to perform this function. It makes the process easy and also
remove the chances of errors in evaluation.

 Robotic Process Automation
Many organizations in order to bring innovation and compete in the emerging market use the
robotic skills like Chatbots etc. By incorporating this in the HR of the organizations, it became
easy to answer to the queries of the employees and various questions related to the payment,
leaves, benefits and the rights. So, Hotel Marriott must also plan to use these tools which can act
as self-service platforms thereby helping the HR to lay emphasis on giving response to more
urgent and complex questions.
 Virtual and Augmented Reality
Although, Human Resource is apart from this but VR is one of the latest trends in HR
department which is gaining traction at a rapid pace. Companies use these tools in processes like
recruiting, training and on boarding. This helps the employees in getting the practical experience
of sitting in the office by having a virtual tour. Many organizations have seen the benefits of
using these tools.
Therefore, the Hotel Marriott must adapt all the changes according to the current trends to
enhance the productivity and to compete in this emerging markets with the competitors like the
hotel Hilton.
Impacts of Current Trends and developments on HR Strategy
Human Resource Management mainly deals with the interrelation of rules and
regulations and the human resources of any organization (Triatmanto, Wahyuni and Respati,
2019). It works for the welfare of the company by making the workforce strong and comfortable
in the workplace. It tries to hire the efficient employees, make them efficient if not, solve all their
problems and introduce certain strategies for increasing the productivity and the overall progress
of the organization.
There are many internal, external factors and contextual developments which affects the
strategies of HR. The hotel Marriott in UK, being the best hotel in terms of revenue and number
of employees realize the need to analyse those factors and their effects on the HR, employees
and the company and that are as follows:

Effects of Internal and External Factors
These affect the Hospitality Industry including Hotel Marriott in positive and negative
ways. It depends on the performance of the company and the environment whether it is able to
minimize the negative effects and make use of the positive effects or not. Following are the
impacts of those factors:
Regulations of Government
It is necessary for the company to follow the regulations and laws of the government in
the country in all the processes such as hiring, training, terminating, compensating etc. If all
these processes are carried by following all the laws then they do not become barrier in their
performance and it also creates its better image across the world (Way and et.al., 2018). The
more legally the practices are done, the more comfortable will be the guests staying in the hotels.
Economic Conditions
These affect the financial stability of the company. As the financial condition of the
country is disturbed, it affects the pool of talent and the hiring ability of HR. When the efficient
employees are in high need of money, then sometimes they leave the job and shift to other jobs
for high payment. This way the company loses many well-skilled employees which destroys the
productivity in a greater way.
Demographics of Workforce
This keeps on changing frequently. So, the HR of Marriott Hotel must hire the talented
and efficient employees for planning and managing resources and workforce. The skilled
employees are responsible for the enhancement of productivity if the company.
Availability of Labour Pool
There is a need for the HR management to focus on the deserving candidates from the
pool of labour, rates of unemployment, vacancies filled with qualified workers etc. (Brien,
Thomas and Brown, 2017). The hotel may face problems in analysing the suitable ones from
numerous applicants.

Compensation
This is an issue for the HR because they must do this process in such a way to keep the
workers motivated and at the same time the process of retaining the old ones and hiring the new
ones become much better.
Relations with Employees
Along with the tasks to be performed, the HR must ensure that the employees are
working in the comfortable environment or not by building stronger relations with them. The
culture of the workplace of hotel Marriott must be friendly and motivating to improve the
performance of the employees.
Effects of Contextual Developments
These developments and trends take the companies one step ahead from the earlier
practices. This can lead the hotel by making them the leaders of the market. The impacts of these
developments on the HR strategies are as follows:
Globalization
The need of HR managers is required when the companies expand not only in the
national boundaries but also across other territories and countries through advanced technology.
But, this also helps the hotel Marriott in capturing the talent globally to retain the old strategies
and plan new ones.
Diversity of Workforce
It means diversifying the employees in terms of culture, age, religion, race gender etc.
This becomes difficult for the HR to train the employees from different background and to aware
them with the rules and regulations of the company. This can create approach of participation
within the company.
Changing Requirements of Skills

These factors must be cope up by productivity, quality, management and competitive
spirit (Dioko, Fok and Yeung, 2016). The HR of the hotel must communicate with professionals
to fulfil the deficiencies of skills and meet up the demand of the guests and travellers.
Advancement of Technology
The practices of HRM are becoming simpler and systematic by the increases use of
technology and computers. In Marriott, it helps in keeping the data secure and provides better
way to deal with information.
Programs for Improvement
The operational way of the employees needs to be changes to focus more on the customer
needs to be satisfied. HRM must train the employees through various programs so that they can
cope with the changing environment.
So, after analysing all the above factors, it becomes clear that the task of HR is not much easy.
For this, the company must make the HR department strong to build the strategies and ensure the
betterment of the employees by handling the effects of internal, external factors and contextual
developments.
LO2
Relevant theories and concepts
There are different theories and concepts available in the market which completely relates
with Marriott’s growth and development of strategic HRM. HR manager at this hotel has highly
required to consider these all theories for gaining excellent outcomes from its HRM practices. In
this situation, some key theories of HRM has been discussed below;
Human resources theory: This is one of the prime theories of HRM, in which HR manager at
Marriott should be highly considered in its business environment. According to human resources
theory, there are human resources plays very excellent role in the all over growth of a company
or business, so that HR department of that particular company or business responsible to conduct
different HRM practices to provide effective human resources to the company (Bamber, Bartram
and Stanton, 2017). This theory mainly influences top-level management of different companies
to hire many of effective and skilled employees within the workplace. That’s why HR manager

need to consider this theory of human resources under the supervision of upper management of
Marriott to get benefited through this theory.
Strategic theory: This is another key theory of HRM which is completely relating with the
development and growth of strategic HRM. Basically, this theory will be learnt to HR manager
of Marriott that, it should always develop and implement new and effective HRM strategies for
effectively developing and growing to strategic human resource management. This is the main
reason that, HR manager a hotel is highly required to consider this theory also within its daily
operations. Human resource department can hire some strategy makers also for its personal use,
so that these strategy makers will develop some effective strategies for HR department, and
finally, HR department of Marriott hotel will enable to use different productive HRM strategies
in its workplace, so that it can simply develop and grow its strategic resource management.
Theory of development: This is one of the most useful and relating theories which will definitely
give chance to hotel’s HR manager for developing and growing it strategic. According to
development theory, HR manager need to prepare a specific plan for the growth and
development, in which while preparing this plan, manager has to include those all resources
within its plan which it will use during developing its strategic human resource management
(Obeidat, 2019). Reason is, there are appropriate resources has always required in each
development process. After these all activities, HR manager should organise an effective team
who can put its great efforts in the development process of strategic human resource
management. At the end, HR manager at Marriott hotel will be able to growth and develop its
strategic HRM by considering these all mentioned activities.
These all are some key theories which completely relates to growth and development of
strategic HRM, that’s why existing HR manager at Marriott should be considered these all
theories get very appropriate outcomes. On the other side, HR manager at hotel need to focus on
involving some modern HRM theories and strategies within its workplace to make it’s all HRM
practices more effective.
LO3
Impact of Models of Change Management on strategies of HR
There are many models of change management which affects the HR Strategies but this
section will focus on the impact on Lewin's Change Model which termed people as the main

cause of change which will be applied on two well-known hotels in hospitality industry of UK
i.e., Marriott and Hilton.
Lewin's Change model is a 3 stage model invented by Kurt Lewin who was a social psychologist
and following are its 3 steps:
Unfreezing
This is the initial stage where the people decide to change by overcoming the old policies
and increases using the driving forces to change. The HR of Marriott initiates it by increasing the
communication with the employees and their interaction among themselves to aware them about
the need of change and its impacts. On the other side Hilton applies it by providing training to
the employees for reaching the expectations by managing their stress by discussing with each
other.
Changing
This is the stage where the change actually takes place. The HR must keep a check on the
effects of the change especially on the employees. The HR of Marriott does this process by
checking whether the employees are learning new things after change or not whereas the HR of
Hilton focuses on the performance of the employees to achieve the goal of change.
Refreezing
This is where the reinforcement of the change takes place (Arasli and et.al., 2017). The
HR of the Marriott does this by analysing the feedbacks of customers for employees whereas the
Hilton's HR dies this by rewarding the employees for desired behaviour.
So, the steps of the Lewin's Model are carried by both the hotels providing hospitality services to
achieve the same thing but in different ways. If the steps are carried efficiently then any change
can be easily managed and monitored for the increased productivity which can be measured by
the feedbacks of the consumers of employees and overall progress of the company by reducing
the restraining forces and enhancing the driving forces.

LO4
HR outcomes monitoring and Measured
HR play significant role in development and management of Marriott Hotels. There are
number of ways to measured and monitored HR outcomes in the organisation.
Absence rate:
Absent rate in the organisation can be measured by number of working in which worker
was not present divided by total number of working days. If the workers are absent for more days
then HR Marriott can take decision if the reason in not satisfactory hence discipline and
punctuality can be maintained (Leatherbarrow and Rees, 2017).
Absence cost:
The total cost of not present is total by including worker rate, amount of managing
absent, and replacement cost. This is used by Labour union in UK for protecting employee
rights. HR use to check and analyses and according to it will manage talks with unions and
management.
Benefits satisfaction:
This is measured through worker engagement survey and help in reduction of workforce
turnover and help Marriott HR and management to make changes if needed.
Employee productivity rate:
Employment productivity rate can be measured by the potential growth in terms of
production of human capital. This is measure by HR to check which skills training can be
implement to productivity of employee.
Percentage of cost of the workforce:
Percentage of cost of the workforce can be measured by amount given to employee
divided total amount bear by the organisation. This cost helps HR in planning rate of new
employee, incentives and increase in the salary (Ahteela and Vanhala, 2018).
Turnover rate:
Turnover rate helps Marriott HRM maintaining turning over in the organisation as high
turnover can be very costly.
Retention Rate:

To measured workforce retention rate, Marriott divide the number of workers on the last
day of the given period by the number of workers on the first day. Then, multiplying the
outcome with 100 and convert it into percentage and it helps HR to check employee retention
and how retention can be increase and what changes needed for retention balance.
HR role in sustainable performance and growth of the organisation:
HRM department play great role in the sustainable performance and growth of
organisation. Department uses various training and development programs to increase step up
performance of the employee as well increasing growth of the company.
Hire to values and invest:
Hire to value is one of important concept in HRM for sustainable growth and succession
plans. Human resource management hire the employee on the basis of capacity to work, talent,
skill etc and how successfully worker can use to increase the growth of organisation. Hired
employee must have satisfied organisation value which is of innovation, increase compassion,
developed team spirit and on the other hand HR has to analyses all this before selecting a
candidate so chances of retention can be reduced. Organisation growth is directly related to
growth of the employee and so HR has to focus on professional development of the employee.
Investing in worker and encouraging them to become potential leaders increase the quality and
productivity of the organisation (Likhitkar and Verma, 2017).
Promote from within:
Promotion within organisation again helps in increase loyalty and trust and hence
employee remain motivated and concentrated towards organisation goals. Whenever in the
organisation leader seat vacant or created HRM has two choices selecting the one who is
working within the company and another hiring from outside. Company employee promotion has
two benefits first employee within organisation know everything and can manage easily as well
as increase loyalty of other employee to remain motivated and concentrated within the
organisation. Employee which is hired from outside HRM has to train and give competitive
prices etc. which increase financial burden on the organisation. Marriott HRM choose employee
from within the organisation for better performance and gaining loyalty of employee.
A long-term leadership program should:

long-term leadership program for sustainable growth of the organisation. HR department
can help in sustainable growth by giving job to employee who are responsible and can work for
long time and train them for professional development on the other hand promoting from within
the organisation benefit for maintaining retention in the organisation and gaining loyalty of
employee and creating long time leadership solution (Chams and García-Blandón, 2019).
CONCLUSION
From the above report it can be concluded that HRM has to follow the strategy which favour
market trend and technological development so that organisation can achieve higher goals. There
are number of internal as well as external factors which influence in forming HR strategy for an
example government laws have to strictly implement in organisation by HR for smooth run of
the business.
Marriott uses different HRM theories like motivational and decision-making theory which
helps in increasing quality, productivity of the employee. On the other hand, organisation used
model like Harvard model which helps in increasing growth of the organisation. The report also
describes different methods in measuring and monitoring HR outcomes in the organisation like
Retention Rate, Employee productivity rate etc. For the sustainable performance and growth of
the organisation HRM has to promote employee within the organisation as well as hire to value
invest.

REFERENCES
Books and journals
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industry. The Service Industries Journal. 37(9-10). pp.607-627.
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research questions. Personnel Review.
Brien, A., Thomas, N.J. and Brown, E.A., 2017. How hotel employee job-identity impacts the
hotel industry: The uncomfortable truth. Journal of Hospitality and Tourism
Management. 31. pp.235-243.
Chams, N. and García-Blandón, J., 2019. On the importance of sustainable human resource
management for the adoption of sustainable development goals. Resources,
Conservation and Recycling, 141.pp.109-122.
Dioko, L.D.A., Fok, R.H. and Yeung, R.M., 2016. Work attitudes of Generation Y in Macau’s
hotel industry: management’s perspective. Worldwide Hospitality and Tourism Themes.
Leatherbarrow, C. and Rees, G., 2017. HRM: The Added Value Debate. Strategic Human
Resource Management: An International Perspective.p.106.
Likhitkar, P. and Verma, P., 2017. Impact of green HRM practices on organization sustainability
and employee retention. International Journal for Innovative Research in
Multidisciplinary Field, .3.(5).pp.152-157.
Obeidat, A. M., 2019. The Relationship Between Perceived Human Resource Management
Practices and Turnover-Intention: The Mediating Role of Organizational
Attractiveness. Modern Applied Science. 13(2).
Triatmanto, B., Wahyuni, N. and Respati, H., 2019. Continual human resources empowerment
through human capital and commitment for the organizational performance in
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Way, S.A. and et.al., 2018. HR flexibility: Precursors and the contingent impact on firm financial
performance. Human Resource Management, 57(2), pp.567-582.
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