Discuss about the Human Resource Management for Marriott Hotel.
Human resource management plays a vital role in the management of human as well as other resource in the company the hospitality company that will be discussed in this report is Marriott which is one of the leading brand in hotel and tourism industry. In this report the discussion will b on the employment life cycle of Marriott hotel. The employement life cycle refers to a cycle which includes various types of stages of the recruitment and selection. The first stage involves the recruitment stage in which the process of inviting the candidates to appear for the process of selection is invited from various source (Huselid, & Becker, 2011).
The employement cycle plays a crucial role in the development and growth of the business. In order to succeed for a longer period of time, the HR team of Mariott makes effective and efficient strategies so that their cycle of employement works better. The purpose of this report is to define the employment cycle of Marriott hotels that includes various types of stages related to the same (Jiang, Lepak, Hu, & Baer, 2012) Like recruitment, selection, orientation of the employees, on boarding on the employees, services related to the employees, talent development, retention of the employees, performance management, transition, etc.
The process of recruitment comprises of finding the appropriate sources where the possible applicants can be invited for the job. The managers of mariott are responsible and are in charge of hiring the right candidate at a right time and at the right place. This work can be done through job boards, recruitment programs, social networking sites, campus placement, job portals that can be linked with the job fairs, colleges, and other places where candidates can be found (Jackson, Renwick, Jabbour, & Camen, 2011). It is done by the mariott so that an interest can be created in the available jobs in Marriott. They also provide them effective training programs so train them and to enhance their skills so that they can work in a better way in future. The company uses traditional as well as new and innovative methods of recruitment, selection, training, orientation, etc. so that the employees remain in touch with the upcoming trend and technology. The report has discussed the points related to the employement life cycle like, selection, orientation of the employees, on boarding on the employees, services related to the employees, talent development, retention of the employees, performance management, transition, etc.
The process of selection comprises of selecting right candidate from the pool of applicants applied for the job. There is a need to understand the planning of human resource management. The principles of recruitment and selection of Marriott hotel are very popular among the other hotels and tourism industry as they have adopted the most updated and innovative way to recruit and select the people (Kehoe, & Wright, 2013). According to them, the employees that are recruited newly should be hired through friendly way and their training must be technical in nature.
The new and updates principle of recruitment and selection in Marriott are related to the new employees which are required to be hired in a friendly way (Albrech, 2011). There is a need to train them properly. The compensation provided to them must be correct and bring balance in the life of the employees. The Marriott is trying to take care of the bottom line so that they can concentrate on each and every requirement of the employees (Scullion, & Collings, 2011).
Orientation & on boarding
The on boarding and orientation services of mariott hotel are very good and of high quality. They provide specific, technical training and support to each and every individual according to their field and interest. They try to focus on the key Ares where the employees actually require training. the areas where orientation requires is food and beverages, cooking, finance, accounting, operations, culinary, revenue management, rooms operations, engineering, human resources, event planning, sales and marketing, etc. (Ployhart, & Moliterno, 2011). the orientation also requires in the areas where the emersion of the operations and functions of hotel take place. The orientation services are also provided to bring innovation and creativity, understanding of the other Marriott, to understand the portfolio of the Marriott hotel and to global brands, etc. the major part of the orientation take place for the communication skills and interaction as it is one of key quality that must be present (Sirmon, Hitt, Ireland, & Gilbert, 2011).
After the training and orientation of the employees, they are transferred and posted to the place where they can best suit their position. Training and orientation programs provide
Employee Services
Marriott provides various types of benefits and employees services to its employees to keep them happy and satisfied. They always try to provide them an environment which is supportive where they can grow and develop their own skills an also build a long term career in the same company. They say that “everything they do is related to the career of the employees (Alfes, Shantz, Truss, & Soane, 2013). They promote the culture of help and support, learning team work, and collegial atmosphere which is a part of the job and every day. Mariott offers various benefits to its employees like
The pay benefits related to the offers, compensation, and other benefits provide by the hotel to its employees. The benefits are related to the role, job, location, etc.
They provide competitive packages which provide benefits to the employees that may vary from country to country.
It is related to the opportunity of promotion, transfers, of the employees to the higher post, Increment in the position on which the employees is working, etc.
The growth opportunities are related to the opportunities to develop and grow the skills and talent within the company by providing them training and development programs, orientation of the new employees, etc. (Mendenhall, 2012).
The global growth of employees of Marriott is related to the overall growth of the employees in the international markets of the company. They can be promoted to the other nation’s hotels and other locations. it is also related when there is any new hotel open in a new country the employees are transferred to further grow and develop their talent and skills (Mowday, Porter, & Steers, 2013).
It is directly related to the growth and development of the employees in a way that they remain in the organization for a longer period of time with a satisfaction level in their minds. The company Marriott believes that if the employees are happy while working, they will not switch to other company easily (Markus, & Kitayama, 2010). In order to achieve this, the company has various policies to retain the talent in the company.
Performance Management
The performance management is related to the managers and employees who plan to work together and monitor, review, etc. the performance of the employees working with the Marriott. The motive of doing so is to bring improvement by identifying the loopholes in the performances of the employees and productivity of the company (Littlejohn, & Foss, 2010). These are records, data and information related to the employee’s performance the Hr managers and top level management to bring effectiveness in the performance and to give them proper amount of training. It not only helps the employees but also the company as better the performance of the employees good will be the productivity of the company. It is a vice-versa process as it influences each and every member (Wong, 2013).
Transition
The process of transition is related to the changes and innovation in the employees. It is very relevant for Marriott to bring changes in the employees and in their working environment. Transition helps the company to check the caliber and potential of the employees within the company. The employees try to manage themselves in the critical and new situation so that they can manage to be more productive n the future; it directly or indirectly helps in making the performance of the employees better. The process of transition will take a particular item to change one situation from another (Richey, & Klein, 2014). It can achieve by comparing the both of the station together so that the firm can easily adapt the change stake place in the internal and external environment of the company.
Marriott hotel and industry is very adaptive as they easily adapt the changes and bring innovation accordingly. Changes are always good for the up gradation and development of the company. They are related to the upliftment that will affect the brand position and brand recognition.
The process of transition take place with a particular process and then the new policies and strategies can be applied to the organization. The first step of transition is to identify the key areas where the process of transition is required to be applied (Shuck, & Wollard, 2010). Afterwards, the plan can be made and policies can be framed. The third step is to apply and implement the theories to the organization. The last step is to analyze the control the changes.
Conclusion
At last, a conclusion on the present study is that human resource management and employment life cycle of Marriott hotel is effective as compared to any other hotel and tourism industry of the entire world. The company has tried to establish them in the top brands of the company by proper management of the employees at the workplace; it plays a vital role as the employees are the only source from which the work requires to be done. The company Marriott hotels has adopted very updates and effective techniques for the recruitment and selection of their employees.
They also provide them effective training programs so train them and to enhance their skills so that they can work in a better way in future. The company uses traditional as well as new and innovative methods of recruitment, selection, training, orientation, etc. so that the employees remain in touch with the upcoming trend and technology. The report has discussed the points related to the employement life cycle like, selection, orientation of the employees, on boarding on the employees, services related to the employees, talent development, retention of the employees, performance management, transition, etc.
References
Albrech, S. L. (2011). Handbook of employee engagement: Perspectives, issues, research and practice. Human Resource Management International Digest, 19(7).
Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The international journal of human resource management, 24(2), 330-351.
Huselid, M. A., & Becker, B. E. (2011). Bridging micro and macro domains: Workforce differentiation and strategic human resource management.
Jackson, S. E., Renwick, D. W., Jabbour, C. J., & Muller-Camen, M. (2011). State-of-the-art and future directions for green human resource management: Introduction to the special issue. German Journal of Human Resource Management, 25(2), 99-116.
Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of management Journal, 55(6), 1264-1294.
Kehoe, R. R., & Wright, P. M. (2013). The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of management, 39(2), 366-391.
Littlejohn, S. W., & Foss, K. A. (2010). Theories of human communication. Waveland press.
Markus, H. R., & Kitayama, S. (2010). Cultures and selves: A cycle of mutual constitution. Perspectives on Psychological Science, 5(4), 420-430.
Mendenhall, M. E. (2012). Global leadership: Research, practice, and development. Routledge.
Mowday, R. T., Porter, L. W., & Steers, R. M. (2013). Employee—organization linkages: The psychology of commitment, absenteeism, and turnover. Academic press.
Ployhart, R. E., & Moliterno, T. P. (2011). Emergence of the human capital resource: A multilevel model. Academy of Management Review, 36(1), 127-150.
Richey, R. C., & Klein, J. D. (2014). Design and development research: Methods, strategies, and issues. Routledge.
Scullion, H., & Collings, D. (2011). Global talent management. Routledge.
Shuck, B., & Wollard, K. (2010). Employee engagement and HRD: A seminal review of the foundations. Human Resource Development Review, 9(1), 89-110.
Sirmon, D. G., Hitt, M. A., Ireland, R. D., & Gilbert, B. A. (2011). Resource orchestration to create competitive advantage: Breadth, depth, and life cycle effects. Journal of management, 37(5), 1390-1412.
Wong, P. T. (Ed.). (2013). The human quest for meaning: Theories, research, and applications. Routledge.
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