Marriott Resorts and Hotels is one of the most popular and top chains in hospitality business worldwide. The company operates in more than 500 prime locations worldwide and is known for its excellence service providence to its customers. Presently, Marriott Hotels employees more than 226,500 employees globally out of which 23,000 represents labour union (Marriott International, Inc, 2017). Hotel industry is a service industry of hospitality sector and thus it becomes significant for employees to remain gratified to perform efficiently (Batini?, 2013). Work life balance can be defined as individuals control over their working at workplace in which good functioning and satisfaction at work and at home is established with minimum role conflicts (Biswakarma, Sandilyan, & Mukherjee, 2015). It can be noted that to keep hotel employees satisfied is not an easy job since they work 24/7 where they get only few weekends off. Considering Marriott, it is a flawless hospitality company where minutest issue is considered and objectives accomplished by recognising issues before it starts affecting the company severely (Qadri, Ahsan , & Hashmi , 2016). Therefore, it becomes significant for the company’s management to implement WLB strategies into their core business strategies to attract quality staff and retain staff turnover along with enhancing overall employee performance.
Hospitality industry can be characterized by long working hours, unpredictable weekly offs, different shifts and hard work. Therefore, employees in hospitality industry shows poor WLB along with negligible social life. Poor WLB effects their physical health and motivation behind working along with showing less satisfaction in their work. Study made by Farrell (2015) shows that since 1999 to 2009 employee satisfaction have decreased up to 10% majorly due to home-life balance. Following are few of the aspect that have been identified in hospitality industry that give rise to WLB issues (Connick, 2014).
Figure: Conceptual framework effecting WLB among employees (Nurumal, et al., 2017)
Seasonal business: Although hospitality industry works round the clock, it faces peak and off seasons yearly depending on the nature of hotel and its business clientele (Qadri, Ahsan , & Hashmi , 2016). It becomes impossible to manipulate number of employees based on seasonal demands for the companies. Therefore, many hospitality organizations have adopted a common practice where they employ individuals on the basis of their requirements. Casual labor, on the other hand may not fulfil organizational objectives precisely and thus permanent workforce have to manage workload during peak seasons also (Sharma & Shekhawat, 2017).
High attrition rate: Hospitality industry is known for its high attribution rates where it ranges between 25 to 30%. With such soaring rates, it becomes challenging for HRD to attract qualified staff to fulfil vacant positions. At times it takes longer period to fulfil the desired position that builds pressure among existing employees to take load of vacant position staff. Since this issue seems recurring and ongoing, uncertainty of work timings further impacts WLB of employees (O’Neil & Davis, 2011).
Hard work: Hospitality and hotel industry have strenuous jobs due to continuous contact with visitors or customers. Employees are expected to remain presentable and, on their toes, along with showing charming and fresh look when they deal with customers. Although they work in double shifts or more than anticipated, employees are expected to keep smiles on their faces that adds to their stress and workload. And hence, when they return home, they spend most of their time sleeping where their family members may feel neglected and discontented that further give rise to family conflicts (O’Neil & Davis, 2011).
24 X 7 Service Industry: Hotel industry works round the clock and thus their staffs work in different shifts. Many times, this shift becomes odd for employees that discourages them to work in unwanted shifts. For example, if an employee is allocated for a particular shift where another employee was supposed to be and is absent, the work is then carried by the employee continuing from his/her previous shift. In such case, the employee works continuously for double shifts that has become a very common feature in hospitality sector. Due to long working hours and tedious work, WLB impacts employee’s health also (Farrell, 2015).
WLB impacts on employee productivity: Due to fatigued brains and stressed life, employees show less work productivity and often remains disengaged. In a report made by CEO of hospitality company in one of the Fortune 500 companies’ articles, it was found that employees who had good WLB worked harder than the employees who does not. Putting succinctly, good WLB have positive impacts over work productivity that leads to more satisfaction and motivation among employees (O’Neil & Davis, 2011).
Personal Issues: In every industry, different employees find WLB differently which is the reason why it becomes significant to evaluate what is right for whom. Nevertheless, in hospitality industry, managers have additional difficulties to find a mid-way that can balance employees’ home and work life effectively. According to Connick (2014), hotel managers usually works each day for about 10 hours and 6 days a week. After working for such a long hour, they do not have patience or energy for carrying extracurricular or family related activities. This causes resentment among them and slowly they start giving value to their family more than work where they eventually decide to give up their job to discontinue upsetting their near and dear ones. This further leads in contributing reduced staff turnover in hotel industry.
According to Kidd and Eller (2012), in 21st century, it can be expected that organisations are aware of strategies that can increase performance rates and job satisfaction among employees by increasing efficiency and productivity efforts. By implementing proper strategies for addressing WLB issue, retention and attraction for staff turnover can also be reduced in significant manner. In hospitality industry related organisations, HRD are in progressive stage where they strive to attain best policies and practices among which WLB has become one of the prime strategic advantage for them. According to Sharma and Shekhawat (2017), communication between staff and management is very necessary that further helps in finding a better WLB ways. Literature suggests training for employees to enhance skills among them that can reduce job stress Work load reduction have also helped to some extent according to Peshave & Gujarathi (2014) where the author states that enhanced wellbeing decreases ill-perceptions, stress and fatigue showing reduced health related problems like eye strain, headaches and high BP. According to Khanna (2014), implementing WLB policies in business code of conduct can further result in numerous benefits for the organisation as well as the employees.
Strategic recruitment and selection in human resource management of the company also develops staff retention rates along with reduced absenteeism and sick leave usage. By reducing work stress, organisations further improve employee’s loyalty and job satisfaction. Many organisations have even adopted flexible work hours policy for work operating hours that has significantly improved their corporate image. According to Xiao & O’Neil (2010), many hotels have even started training and education facility to make their employees aware of work-related mechanisms and to understand when to use what. They are even trained to manage their personal and work life by giving necessary guidance through health experts. Physical fitness is another area that can be addressed as an important component in organisations that assists in mitigating or reducing stress. However, employees can get counselling regarding exercise and diet habits, for instance, possible use of gym or other facilities.
Provisions for additional week offs: This strategy can help the employees in devoting more time with family and friends thereby reducing their family and social conflicts.
Optimum work timings: Long working hours has been biggest drivers of WLB issues. this issue can be addressed by the management through controlling and discouraging prolonged duty hours along with restricting double shifts working.
Effective Training and Counselling: The hospitality industry requires staff who can handle multiple work along with managing stress related jobs like customer relationship management. Provided with training and education, employees may gain developed techniques for managing their jobs along with managing time schedules. Health related counselling is also important for which regular counselling can be made with health experts to address health related issues arising due to improper WLB (Biswakarma, Sandilyan, & Mukherjee, 2015).
Providing flexible work timings: This strategy will segregate employees into different departments and allotted with work on daily basis. Other than it, this strategy will provide work options for the employee where they can chose working according to their time preference. However, company may vary wages and salary according to the responsibility taken by individuals.
Organizing get-togethers: This strategy will help in reducing family stress and conflicts as family members will be invited at certain times of the year where they can interact with the management. This strategy will also develop a sense of belonging among the employees as well as their family members (Peshave & Gujarathi, 2014).
According to Sharma & Shekhawat (2017), strategies that are measured gets valued. Strategies whether applied to work or life can get benefitted only if they are evaluated after its implementation.
Source: (State Services Commisions, 2005)
To implement the above-mentioned strategies effectively in Marriot’s management, following steps can be utilised:
After implementing WLB strategies, evaluating its effectiveness becomes critical to find the assessment results where both qualitative and quantitative data can be utilised. The data will consist responsiveness shown by employees according to the different WLB strategies implemented. For the same, regular interviews and close discussions will be made with the employees to get a clearer picture of strategy effectiveness. I addition, programs like well-being and education will be organised where the employees will be monitored by health experts (State Services Commisions, 2005).
Conclusion:
The above report has identified various WLB issues that have emerged in hospitality industry in last few decades. Employees struggles to balance their work hours with family as well as personal health. While going through the literature, it was found that hotel industry operations are unpredictable and dynamic in nature where employees have to cope with working on scheduled weekly holidays at the cost of their planning’s made with family and friends. Hence, a series of strategies have been discussed and analysed that can be implemented in hospitality industry. WLB strategies increases employees work efficiency that supports companies in this competitive business environment by reducing stress among employees and WLB related issues. While making critical evaluation, it was found that strategic significance is given for designing and implementing appropriate WLB policies where various organisations have started making study related to it. The above report can assist senior management of Marriott while addressing WLB issues recognised by them. It will not only help the company increase staff turnover but also help in attracting and retaining qualified employees.
HRM plays a significant role in organisations where flexibility in work hours can bring optimum contribution (Gehrels, 2007). Study suggests that development guidelines must be considered to ensure that work hours do not affect WLB among employees. Effective training can also be recommended to Marriott’s senior management as it provides helpful tool in managing stress within employees along with handling multiple job roles. Managers must understand the need of family members for employees and hence adopt an integrative approach while distributing work among employees so that they can spend sufficient time with their family members as well as for themselves (Keefer, 2018). Cost related to recruitment, selection and training proves significant for organisations. Rather then investing on above mentioned cost related factors, the management can implement rewards and incentives that can motivate employees to work more during peak seasons after which they can be offered family holidays at company’s costs (Gehrels, 2007). Due to arising WLB issues, hospitality industry has been facing issues related to attraction and retention of staff turnover and based on pragmatic research and findings, it can be concluded that WLB have great impact on hospitality industry that needs to be addressed critically.
References:
Batini?, I. (2013). Current Trends in Hospitality Industry. Journal of Process Management – New Technologies, International , 01(04), 91-95.
Biswakarma, S. K., Sandilyan, P. R., & Mukherjee, M. (2015). Work Life Balance for Hospitality Employees. Asia Pacific Journal of Human Resource Management and Organisational Behaviour, 01(02), 26-41.
Connick, A. (2014). Work and Home-Life Balance: A Comparative Study of Hotel Employee Satisfaction in the West and Midwest. Retrieved from https://digitalscholarship.unlv.edu/cgi/viewcontent.cgi?article=3069&context=thesesdissertations
Farrell, K. (2015). Work-Life Balance Practices Among Irish Hotel Employees:Implications for HRM. Retrieved from https://arrow.dit.ie/cgi/viewcontent.cgi?article=1046&context=aaconmusart
Gehrels, S. A. (2007). How Hospitality Industry Managers’ Characteristics Could Influence Hospitality Management Curricula . Electronic Journal of Business Research Methods, 05(02), 37-48.
Keefer, A. (2018). How to Build Flexibility With Decision Making . Retrieved from https://smallbusiness.chron.com/build-flexibility-decision-making-32850.html
Khanna, A. (2014). Work Life Balance in Hospitality Industry: A Conceptual Framework. Asian Journal of Research in Business Economics and Management, 04(12), 55-66.
Kidd , J., & Eller, C. (2012). Work Life Balance and Work Family Conflict in the Hospitality Industry: What Do We Know in 2012? Retrieved from https://www.academia.edu/2347229/Work_Life_Balance_and_Work_Family_Conflict_in_the_Hospitality_Industry_What_Do_We_Know_in_2012
Marriott International, Inc. (2017). Marriott International, Inc. 2016 Annual Report. Retrieved from https://files.shareholder.com/downloads/MAR/0x0x936409/834E45D9-8979-4190-AE47-702FBFF54755/Marriott_2016_Annual_Report.pdf
Nurumal, M. S., Makabe, S., Jamaludin, F. I., Yusof, H. F., Aung, K. T., & Kowitlawakul, Y. (2017). Work-Life Balance among Teaching Hospital Nurses in Malaysia. Global Journal of Health Science, 09(08), 81-89.
O’Neil, J. W., & Davis, K. (2011). Work Stress and Well-being in the Hotel Industry. International Journal of Hospitality Management, 30(02), 385-390.
Peshave, M. A., & Gujarathi, R. (2014). An Analysis of Work-Life Balance (WLB) Situation of Employees and its Impact on Employee Productivity with Special Reference to the Indian Hotel Industry. Asian Journal of Management, 05(01), 69-74.
Qadri, M. A., Ahsan , L., & Hashmi , S. (2016). A Study of Cross Cultural Communication Strategy: Case of Marriott Hotels & Resorts. Journal of Literature, Languages and Linguistics, 19, 1-6.
Sharma , A., & Shekhawat, D. (2017). An Exploratory Analysis of Work Life Balance and Hotel Employee Performance. Kaav International Journal of Economics, Commerce and Business Management, 04(04), 656-663.
State Services Commisions. (2005). A strategic approach to work-life balance. Retrieved from https://www.ssc.govt.nz/node/6868
Xiao, Q., & O’Neill, J. W. (2010). Work-Family Balance as a Potential Stategic Advantage: A Hotel General Manager Perspective. Journal of Hospitality & Tourism Research, 34(04), 415-439.
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