Introduction
Marriott International, Inc. is a global leading hospitality company with more than 4,000 properties, and more than 690,000 rooms in 77 countries. Marriott operates franchises, and licenses hotels and timeshare properties worldwide. It also licenses the operation, development, marketing, sale, and management of vacation ownership and related products. Marriott was founded in 1927 by J. Willard Marriot and Alice Marriott in 1927 and is headquartered in Bethesda, Maryland, USA.
JW Marriott Hotels & Resorts is Marriott International’s luxury brand that consists of 60 exceptional properties in gateway cities and distinctive resort locations around the world. JW Marriott Hotels & Resorts are expanding into gateway cities and established resort destinations as well as emerging luxury markets throughout the world. JW Marriott Hotels & Resorts compete with other fine luxury hotel brands such as Fairmont, Park Hyatt, Shangri-La and Conrad and high-end independent properties. Marriott International reported revenues of nearly $13 billion in fiscal year 2013. It has been committed to guest satisfaction, and operates and franchises hotels under 18 brands for more than 80 years. There are three roles within the Marriott “family” culture which are associates (employees), customers and its communities. “Take care of your employees and they’ll take care of the guests” was the philosophy of Marriott’s founder. “Spirit to serve the customers” is the core value of Marriott. Marriott is consistently recognized as a top employer and for its superior business operations, which it conducts based on five core values: put people first, pursue excellence, embrace change, act with integrity, and serve our world. Marriott has differentiated itself from competitors through policy of attention to detail with consistency and dependability.
In order for the business to prosper in the international market, it is necessary to realize the difference in the local culture, norms and values in the local market, and this can easily be done by having suitable Human Resource Management in the organization. To become more competitive advantages in the market, most organizations depend on finding the employees with the skills to successfully perform the tasks required to attain the company’s strategic goals. This is why we chose Managing Human Resource this particular scope of focus for our company.

Managing Human Resource is the organizational function that deals with issues related to people such as hiring, performance management, employee motivation, safety, wellness, benefits, compensation, communication, administration, organization development, and training. Effective Human Resource Management enables workforce to perform efficiently and effectively to increase the production and achieve the organizational goal.
Apart from providing a competitive pay package, Marriott strives to give its employees a good work life. Marriott gives equal importance to non-monetary factors such as work-life balance, good leadership, better growth opportunities, a friendly work environment and training.
Marriott's culture and guiding principles had a significant influence on the company's Human Resources practices including manpower planning, recruitment and selection; training and development, employee retention and welfare initiatives and grievance redress.
Managing Human Resource is vital to Marriott to ensure goal achievement organizational objectives. Marriott’s Human Resource Management generates innovative policies for pathways to independence, training and success. Besides that, Marriott maintains employee retention with a “holy grail” belief for recruitment, retention, training and development. All employees such as entry level, university graduate, internships and existing associates are provide training and development program. Furthermore, Marriott builds and retains a diverse workforce and skill sets (positive impact of societal levels, creating jobs through direct or affiliated employment). Marriott also develops strong communication channels.

Contents
"The comments from our customers is not about how nice the building is but about how nice the people are, how good the service is, how hospitable the employees are. That is what makes the difference, because people from the top all the way down to the organization really care." - JW Marriott Jr., CEO, Marriott International
The statements shown above have represented the importance of managing human resource in Marriott International Inc. Marriott’s vision stated “To become the premier provider and facilitator of leisure and vacation experiences in the world.” while the Marriott’s mission is “To enhance the lives of our customers by creating and enabling unsurpassed vacation and leisure experiences.” To fulfill the vision and mission, one of the core values set by Marriott’s founders is “put people first” and they found out "Take care of associates and they will take care of the customers."This philosophy has made a great place to work for more than 85 years. These people first culture has consistently earned awards and recognition around the globe. Giving associates opportunities to grow and succeed is part of the company’s DNA. Therefore, Marriott International emphasizes the importance of associates in the journey towards the Marriott’s goal.
There are approximately 325,000 employees at Marriott International’s headquarters, managed and franchised hotels around the world. Since 1927, Marriott has valued diversity and inclusion. Embracing differences is part of the way they do business around the world, and essential to their success as a leading hospitality company with a growing global portfolio. Diversity and inclusion are closely tied to core values and strategic business goals, so they are embedded into every facet of the business. Today the company has one of the most diverse and inclusive workforces. Marriott has been named one of the World’s Best Multinational Workplaces by Great Place to Work®, the world’s largest annual study of workplace excellence. Current diversity and inclusion efforts include multicultural workshops and tools that help managers understand and build awareness of cultural differences. Marriott is engaged with organizations that support veterans and people with disabilities. The Women’s Leadership Development Initiative, which has increased representation of women in leadership positions; 53 percent of Marriott’s U.S. managers, including executives, are women.
Yet, managing human resources is a necessary and important process in the operation of JW Marriott Hotels because it is focusing on the performance and skills of employees who provide exceptional service and genuine comfort to the customers. JW Marriott was always conscious of the fact that in the hospitality industry, providing the best service to customers was paramount. A quality service represented by quality employees and it determine the quality of an organization, so organization is focuses on finding the potential employees to perform the organization’s strategies goals. Recruiting is the first step in managing human resource within an organization. Rojas, a human resources expert at the Marriott in Anaheim, California, for the last 14 years, says that ever since Marriott’s jobs went online, the recruitment process has changed significantly. It is convenient to candidates who want to view the variety of jobs available to applicants at Marriott because they can go to Marriott Careers via online. Once submitted, the online application will go to the respective hiring manager. A candidate is then called in for an interview, if their background fits with the job requisition. In order to standout from the rest of the applicants, Rojas says it’s very important to follow up on your application “maybe leave a voicemail,” she says, “whatever you do to follow up, it makes a difference; it shows you’re interested in the job,” she advises to the applicants.
First, the applicants’ background should show they are really interested in the hospitality industry in the application. The Marriott really looks for somebody that’s looking to make their job a career. Marriot interview questions are generally behavior questions to find out how a candidate handles situations and how they react to different types of people. How a candidate responds to a question online doesn’t necessarily tell the hiring manager everything about the candidate, and what they will be like in person. Unfortunately, a great part of the selection process takes place with the online application. Besides, of course there is a requirement in experience such as hotel experience, training experience and training certificate. Skills and knowledge, for example energetic, fast learner, great public speaking, communication skills and so on is one of the requirements in the application of the job.
For the most part, the Marriott receives an abundant supply of applicants every day. But, it depends on the job as well. If it’s something like a desk-clerk, they get tons and tons of applicants but when it’s more of a specialty, like a baker or an engineer, those are a little bit harder to fill. The managers at the Marriott go through an extensive training for the recruiting processes. They are advised to be more involved and proactive in the selection of applicants, that way it puts it on their shoulders to really take a look at the applicant and see who they really want, and who can complement the existing team or make it better than it already is.
JW Marriott always ensured that employees who joined the company felt themselves a part of the Marriott family. He made managers responsible for the satisfaction of their subordinates. Therefore, once the right candidates were recruited, it was important to get them accustomed to the company's unique work environment. Training and development played a key role here. These programs varied between frontline employees and managerial personnel.
At Marriott in UK, they take learning and development seriously and offer a wide range of ‘off the job’ training to all employees. If associates want to take their career even further, they will give the associates training that are recognized as being the best in the business, plus a range of opportunities that are second to none. The core Marriott International training programs include training courses and skill building events such as Impact Leadership, Business Acumen and Effective Training Skills, to name a few. Our approach will help associates to build on their existing skills and develop new leadership abilities – resulting in high performing teams, satisfied customers and success they can experience. The Marriott Apprenticeship Program is introduced at Marriott in UK. A partnership between Marriott Hotels and VT Training enables them to offer their associates nationally recognized flexible qualifications, in Hospitality and Catering to help them achieve their potential. There are different types of Apprenticeship Qualifications from Professional Cookery to Active Leisure and are set at different levels to suit associate needs and requirements. With no age limit or time away from the workplace a Marriott Apprenticeship is ideal for any busy working associate.
Furthermore, Marriott created the “Breakthrough Leadership Program” with the goal of providing training to 733 managed hotels in 23 countries in the Americas. Marriott’s leaders looked for more efficient ways of implementing the program to cut down the cost and make the program moving on smoothly and easily. Therefore, Marriott chose ON24 to build a customized virtual-learning environment that could be easily accessed by all Marriott managers. Participants could engage in real-time learning, including live webcasts and question-and-answer periods; they could also watch on-demand recordings after the fact. In other words, the virtual environment allowed for both synchronous and asynchronous learning. The virtual learning environment, also provided a networking lounge where managers could interact directly with each other, and high-level executives, through scheduled chats, one-to-one interaction, and the exchange of e-cards. Each manager was also provided with a virtual briefcase to which they could download training materials and resources directly from the environment. According to Marriott’s vice president of talent acquisition, the leadership program provided training that affected hundreds of hotels in many different countries and yet was accomplished in 18 months. Marriott was able to certify more than 5,000 managers in a short period of time, allowing them to train others in their hotels.
Whether an associate works in the front of the house, or back of the house, Marriott strives to retain its employees for the long term. Marriott has enjoyed some success in recruiting and retaining associates our turnover rate is one of the lowest in the hospitality industry and they have done it by offering their associates a total value proposition. These are the five guiding principles which have helped them to retain their associates.
First step is get it right the first time which means in retaining a good employee is hiring the right person. The managers in Marriott rather hire a person with “The Spirit To Serve” and train them to work in a hotel than take on someone who knows the hospitality business and try teaching them to enjoy serving our guests. It’s very hard to teach people to smile. That’s why they hire friendly and train technical. The idea is for every associate to be in a job they truly enjoy and to be able to relate to the customers.
Second, money is a big thing but it’s not the only thing. Money is just one component of value and companies have to start offering competitive compensation and a great workplace. The associates’ top concern was indeed total compensation. But, intangible factors taken together like work-life balance, leadership quality, opportunity for advancement, work environment and training far outweighed money in their decisions to stay or leave. And, Marriott found that the longer an associate is with them, pay matters less and these factors matter more.
Third, a caring workplace is a bottom-line issue. Marriott’s research has found that committed associates are less likely to leave and that retaining hourly associates in particular has substantial impact on their bottom line. We also know that associate work commitment is one of the key drivers of guest satisfaction. Top pay may keep people on the job, but that won’t necessarily motivate them to produce more value for the company, or go the extra mile. In Marriott a genuinely warm, caring, empathic workplace is a clear driver of the quality of their product.
Forth, promote from within. Marriott found that promoting from within is a powerful tool for recruitment and retention. The associates cite their faith in opportunity for advancement as a key factor in their decisions to stay with us. Training is also a retention tool that adds value for associates because they see it as a pathway to new career opportunities and advancement.
Fifth, build your brand. “Consumer branding enables us to make a sale to customers who have unlimited choices. Employment branding enables us to attract potential employees, who also have a wide range of choices,” said Mr. Marriott. “Today more than ever, employees seek out brands with strong reputations and high standards.”

FINDING

Employee are Trained to Lose Their Identity
Marriott is a high power distance orientation management company. Only the information regularly transferred to employees during special meetings or by the notice boards. Employees have the ability to not question the head’s decisions and just say "yes". It cause employees’ dissatisfaction with its management and affect the customer service.

Employee Retention and Welfare Initiatives
Retaining employees in the hospitality industry was important. There was a very high cost of recruiting and training new employees. Marriott operated in the hospitality industry where every day counted. The overtone was that employees had to go through a bustling work schedule. With the problem of work load due to rising customers, several key managers at Marriott left.

Low-wage Employees Lead to host of Problem
For Marriott International Inc.'s salaries for 134,417 U.S. housekeepers, laundry workers, dishwashers, and other hourly staffers is usually between $7 to $9 an hour. A low-paid workforce brings a lot of problems such as lack of education, poor work habits, inability to speak international language (English) and cause language barrier between employees and customers, culture clashes, financial woes, inadequate child care, and domestic violence. The needs of low-wage employees once were easy to ignore. For example, if a dishwasher quit, after all, there always was someone else happy to take the work.

High Uncertainty Avoidance Employee
In Marriott, cross-trained associates was help Marriott hotel provide a very high level of customer service. However, these employees are asked to follow the rigid rules and regulation to minimize some unexpected problems or issues to happens. It give rises a problem of high uncertainty avoidance workers. In cultures which have high uncertainty avoidance, Marriott workers will look for clearly defined, formal rules and conventions governing their behavior. They will try to minimize the occurrence of unknown and unusual circumstances and to proceed with careful changes step by step by planning and by implementing rules, laws and regulations. Furthermore, these kind of employees more prefer to follow the rules and regulation which are not to be broken, even if it in the best interests of the company.

Recommendations
Encourage Social Connections to Increase Employee Satisfaction
Marriott can arrange workstations so employees can see each other and talk or provide a comfortable eating area for its employee to encourage employees eat lunch together. Marriott also can encourage office celebration for holidays and birthdays to its employees to improve the relationship between the non-managerial employees and managers. Social connection is a happiness booster for employees and a great way to increase employee satisfaction.

Flexible Work Arrangement
Marriott can change the pattern and hours of work to its employees. Work flexibility had a strong impact on employee retention. Employees who have more access to flexible work arrangements result greater job satisfaction and therefore stay at Marriott. Flexible work arrangements can also reduce the employee turnover and result in important benefits to company. Such as less loss of knowledge workers to competitors and lower recruitment costs.

Providing daily basics training and advancement opportunities to all employees.
Marriott can offer daily basics training programs which are conducted on a periodic basis for their top managers and even non-managerial employees. Managers are given techniques to improve self motivation. Thus, their team through positive attitude including visualization, setting team’s goals and positive vocabulary. They are also equipped with culture change to drive their business. Beside that, daily basics training that covers on one of the basics to deliver good products. Thus, Marriott can recognized that the only way to deliver the brand is through their people