Diversity and the Marriott International Human Resource Management, Essay Example

Introduction

Noted as one of the most successful organizations in the field of the hospitality industry, Marriott International Inc is a world-renowned brand that is trusted and recommended by most travel and tourism clients from all around the globe. The company at present owns at least 4000 properties in at least 80 different countries around the globe. Starting out as a mere root beer stand owned by Alice Sheets Marriott and J. Willard Marriott, the business grew into a system that defined what modern service operations was about. The chain of restaurants later on expanded into developing a chain of hotels that are noted for their exquisite design and high-quality service. IF there is one thing that the Marriott chain of businesses is noted for, that is exquisite service from in-house crews and management.

The Management and Its Procedures

Currently led by CEO Arne Sorenson, the organization has been noted as DiversityInc’s Top Company for Supplier Diversity in 2012. Given such award marks the reputation of the business as it follows a distinct pattern of growth that is dedicated both for the clients and their in-house employees. The organization basically realizes the fact that the main source of their competence in serving the people they want to give attention to in the market is the increased capacity of the organization to handle organizational expansion through the help and cooperation of their people. As a business operating in over 80 countries, the main-branch officers see to it that they are able to correspond to the concepts of operation and employee satisfaction that their branches are able to offer to local employees.

The human resource management department continues to establish rapport with internationally located employees through establishing a company culture that works. This management umbrella serves to provide the employees with the benefits they expect from the company and the assistance that they require to be able to complete their tasks in the business. Notably, Marriott international operations share a common goal and thrive within a common culture. It could be noted that somehow, the concept of development that is embraced by the company from time to time is communicated directly to the employees belonging to different hierarchical levels of operation based on their position in the company. Such communication is handled through quarterly employee meetings and events. During these events, the company officers make sure that they are able to communicate the essence of appreciation that they have for their people.

Marriott’s overall employee operations and management specifically embraces the value of diversity. It determines the constant distinction of what should motivate the management to make sure that diversity is managed for the greater good of both the employees and the clients they serve in the international market. Given that the company is operating internationally, Marriott managers know better than to set aside diversity. Seeing that there are different concerns of clients from different regions of the world, the management sees to it that they get as much good insight as they could from the people that they work with. Such information is added in as valuable determinants of the constant research that the business incurs to make sure that they are able to innovate into becoming a much larger organization that is able to provide what is expected by the clients. Such improvement contributions from the employees are specifically rewarded through particular programs that are dedicated to promotion and rewards options that increase employee satisfaction among workers both in the upper and the lower tier of working hierarchy.

Dr. David Rodriguez, the current Executive Vice President and Chief Human Resources Officer of Marriott International, is dedicated towards establishing a world-class service through embracing different concepts of worker-diversity. He understands that taking care of the needs and demands of the in-house crew and making sure that their satisfaction is met makes it easier for the management to direct them according to the culture of work that they should be excellent in. This is the reason why Dr. Rodriguez looks closely upon the different programs of the organization and makes sure that each aspect is given full attention for development and proper application in all branches of the company worldwide. The ideal application of the ‘Spirit to Serve’ program of the company entails the directive by which the company aims to take care of its most important asset, its people (Marriott, et al, 1997). Regular training schedules are applied to make sure that each individual who is a member of the company is able to perform well as expected. The HR management situated to take care of employee matters based on their local branches is given directives on how to follow on with the general culture of the organization.

Concepts of Organizational Success

One of the procedures taken into account, as noted earlier, is the establishment of regular communication, wherein the management meets up with the employees regularly, discussing with them notable highlights of development that specifically aims to appreciate their hard work. Part of such meetings also include basic advisories that intends to help the employees adjust to new systems of operations [when necessary] and give them an idea on how to improve their personal performance to make sure they get the chance to enjoy the rewards and promotions that the company is willing to provide them with. Training sessions are also included in special programs that human resource managers focus upon. These training sessions entail to improve the performance of each worker, hoping that they would cope up with the changing trends of hospitality services they have to be competent in. These training programs may differ from one branch to another; the programs offered are usually dependent on what a specific branch needs and what its people require of based on performance statistics. Human resource managers are then given the task to see to it that they create training programs that would best fit the improvement that is needed by the organization’s people.

Conclusion

The overall concept of embracing diversity is part of the process by which international companies like that of Marriott is able to thrive under the different tides of operation that their organization needs to take into account. The hospitality industry is one of the fields in business that constantly develops. The innovation of service that the industry takes into account binds the capacity of the organizations enjoined in the system to become fully competent in determining their position in the said field of operations. Marriott remains to be one among the other pioneers in the industry to champion in world class service provided to its clients. Notably, this constitutes the concept of determining what the organization focuses upon. Working their success from inside out determines the desire of the organization to work as one with their employees no matter from what hierarchical level of positioning they belong to. Giving importance to what the people do for their business gives the employees of Marriott a sense of purpose thus increasing their satisfaction with their job posts.

Internationally acclaimed companies like the Marriott International are bound to have problems in relation to the concept of employee diversity. The differences among the people are bound to create instances of internal issues and conflicts. Nevertheless, instead of determining the concept of impossibility, Marriott managers sought possible solutions that would make it easier for them to embrace diversity fully. Giving attention to what their employees need as humans imposes a great impact on how such goal is fulfilled accordingly.

References

Marriott, John Willard, junior, and Kathi Ann Brown. (1997). 1st ed. The Spirit to Serve: Marriott’s Way. New York: Harper Business.

Diversity Inc. http://www.diversityinc.com/marriott-international/. (Retrieved on April 28, 2014).

DeGraff. Jonathan E. (21 February 2010). “The Changing Environment of Professional HR Associations“. Cornell HR Review.

Conaty, Bill, and Ram Charan (2011). The Talent Masters: Why Smart Leaders Put People Before Numbers. Crown Publishing Group.

Johnson, P. (2009). HRM in changing organizational contexts. In D. G. Collings & G. Wood (Eds.), Human resource management: A critical approach (pp. 19-37). London: Routledge.