Organisational Behaviour For Marriott Hotels & Resorts

Organisational Behaviour Strategies

Discuss about the Organisational Behaviour for Marriott Hotels & Resorts.

In the current report, the chosen organisation is Marriott Hotels & Resorts, Australia. Particularly, in Australia, the organisation has set up its business in four different locations namely, Brisbane, Melbourne, Sydney, and Surfers Paradise (Allen, 2016). The hotel comprises of restaurant, bar, café, swimming pool, fitness centre and also sauna.  Marriot hotels and resorts, Australia was titled as the Aon Hewitt best of the best in the year 2013 (dos Santos, Méxas, and Meiriño, 2017, pp.217). Australia has proved to be a significant market source for the company’s loyalty program, which made Marriot International to double its business, both in terms of brand recognition as well as in terms of earning profit margin. The upcoming projects of the company are Ritz-Carlton in Sydney and Aloft hotel in Perth, both of which are worth $500 million (de la Soledad Celemin-Pedroche, 2016, pp. 97). It is reported that the future projects will provide 2500 hotel job opportunities. Apart from this, the company planned to introduce a six-star Bulgari and JW Marriot in Australia.

In any organisation, the workplace environment is the prime factor on which the overall organisational activity depends. Further in this context, according to Robson et al. (2016, pp. 29), it is the responsibility of managers to understand the needs and behaviour of the employees. The result of such measures is thus linked with the continuity of work, avoiding any risk such as induction of negative emotions, resistance to change, and bringing innovation to the work practices. The organisational behavioural strategies are thus linked with the paradigm that in turn will be responsible for effective workforce management and suitable resource utilisation (Magnini and Simon, 2016, pp. 305). 

According to Marriot International, right treatment with employees generates loyalty in them which ultimately results in better customer service and company can earn more profit. The mentioned strategies are adopted from the Rajiv Menon who is responsible for maintaining Marriott portfolio in Australia (Yoon, Yoon, Jang, and Lee, 2016, pp. 1577). The Organisational behaviour within Marriot group of hotels describes the interaction, behaviour and communication of the employees within the organisation with the purpose to greet customers, manage the responsibility sharing, and working to achieve competitive advantage with optimal customer satisfaction (Robinson, 2016, pp. 1051).

The company gives its first priority to its employees and so takes care of them, especially in terms of their requirement and needs. According to Terry Kim et al. (2013, pp. 683), the mentioned strategy is effective in minimise the work burden and offer the employees adequate satisfaction for their job.

The Context

It is dependent on work attitudes like job performance, satisfactory performance and commitment. It provides them with training facility, performance reward and opportunities for advancement. It provides the employees of flexible hours, which helps them to manage personal and professional life efficiently. Marriot International organises a grand annual award ceremony for offering outstanding performance award for its selected employees worldwide. It provides the liberty to its employees to share information, discuss problem and mingle in the stand-up meeting before each shift.  It believes on the principle of “hire friendly and train technically”, which makes the company to hire people based on their attitude and personality and trains them according to their jobs (Terry Kim, Lee, Paek and Lee, 2013, pp. 683). After recruitment, the company spends more than a week to provide training before they joining the duty.  The training makes the employees immersed into the culture of the hotel and simultaneously learn the traits of their respective job and corporate culture. When a staff is fully trained, the level of confidence increases leading to minimum risk of employee turnover. Thus, the company exempts itself from the loss of staff turnover and the economic investment on training replacements (Yoon, Yoon, Jang and Lee, 2016, pp. 1577). It also cross-trains their employees, making an individual employees specialized in several different jobs. High employee engagement has direct impact on business outcome and brand reputation. High employee engagement of Marriot is dependent on higher guest satisfaction, higher market share, higher staff retention, lower payroll margins and lower turnover (Magnini and Simon, 2016, pp. 305). 

The research in context to organisational behaviour with reference to Marriot group of hotels (Australia) three theories are identified, viz. (i) human relations; (ii) scientific management; and (iii) systems theory. The relevance of these theories is mainly linked with the culture persisting within the organisation which in turn governs the interaction mode of people with each other. According to Tuna et al. (2016, pp. 366), the communication mechanism, mode of working, flexibility of employees towards change, and attitude of work responsibility to achieve the organisational objective are also relational to these theories that constitutes important attribute to organisational behaviour factors.

According to the human relation theory, there exist horizontal communication among the employees of Marriot hotel which helps in problem solving, collaboration and conflict resolution (Li, Wong and Kim, 2016, pp. 1). Sustainability strategy is the key element within the human relation theory is the key factor for Marriot’s success that dictates the business line success in Australia. The company is able to create job opportunities, support local business and grow the local tourism infrastructure through its power of travel. Notably, this business model created 284 million employment jobs worldwide in 2015 and that the employee turnover is reflective to be only 10.5% in this year. Likewise, in another report by Al-Refaie et al. (2015, pp. 293), it was mentioned that Marriott have invested 5-fold more revenue in offering incentives, promotional hikes, and suitable provision for their employees since 2012 to present date, which is responsible for their success in terms of retention of skilful employees, managing excellent service standards, and reduces the investment on training up to 10%, which is considered to be remarkable achievement compared to its rivalry companies.  Another factor within this scope, responsible for its success is business ethics and human rights, which describes ethical standards and fundamental values for its associates. It protects human rights within the organisation and conduct the business within the Universal Declaration of Human Rights. To support human rights, the company had started global effort for stopping human trafficking. According to human rights campaign, the corporate equality index score for Marriot in 2015 is 100%, and makes it’s the world’s most ethical company in the same year for 8^th time (de la Soledad Celemin-Pedroche, 2016, pp. 97).

Adopted Strategies Related to Organisational Behaviour

According to Karatepe et al. (2014, pp. 307), the scientific management theory dictates that the company focuses on economic efficiency and labour productivity through motivational incentives. Another factor is the responsibility of safety, health and wellbeing of their gusts and associates. This healthy workplace environment responsible towards the organisational success and several formal programs have been arranged in this respect. To fulfil this effort deep fryer is eliminated in the employee cafeteria making 28% more healthy nutrition. Onsite gym, fitness centres, meditation rooms are available for associates. The theory of scientific management is reflective with the effort to develop leadership trait among the employees, which in turn facilitate effective management of responsibility sharing, delegations, and negotiation of task. The effective measures of company in this regard is reflective with conferences, workshop conductance, and invitation of world-class leaders in 8 events at Marriot, Australia (Robson, 2016, pp. 29). Another most effective measure within this organisational behavioural context is the communication mechanism which suggests that employees can express their views and leaders need to negotiate the context with accurate evaluation. According to the CEO, Mr. Menon, changes in communication measures and implementation of electronic record management are the key steps that offers platform of globalisation to Marriott. The reason is mainly linked with easier analysis of market trend and requirement of customers, which in turn help the teams to manage their environment to align with demands of customers (Li, Wong, and Kim, 2016, pp. 1).   

Systems theory defines the Marriot hotel as a set of inter-reliant part connected through communication flows. According to Karatepe and Demir et al. (2014, pp. 307), multi property vice president Marriot International, Australia (Neeraj Chadda), dictated a statement that success is never the final and searching new ways should not be stopped. The implication of this theory suggests that the organisational behaviour factor responsible for Marriot’s success is supporting global diversity and creating opportunities for their suppliers, associates, and guests. This strength of Marriott hotel made it to open 15 Marriot hotels in Australia and more 15 are under consideration (dos Santos, Méxas and Meiriño, 2017, pp. 217). Its sustainability strategies include producing resource-efficient hotels, supporting innovative management initiatives, training related to human rights to the associates, promoting tourism through supporting for visa and entry policies. As a result of this, the incoming revenue for the company experiences increment of 9.3% and 17.5% from foreign and domestic tourist (Gordon and Adler, 2017, pp. 308). This increment in the profitability scale as well as in terms of brand popularity is reflective to their system management which smoothens the customer experiences and focus on the requirement of customers. 

References:

Allen, L. 2016. Marriott International confirms plans for more Australian hotels. [Assessed from https://www.theaustralian.com.au/business/property/marriott-international-confirms-plans-for-more-australian-hotels/news-story/430e1b979d8ed67c7af74ccdbd40f9b6 Dated 25 Jan 2017].

Al-Refaie, A., 2015. Effects of human resource management on hotel performance using structural equation modeling. Computers in Human Behavior, 43, pp.293-303.

de la Soledad Celemin-Pedroche, M., Rodríguez-Antón, J.M., del Mar Alonso-Almeida, M. and Rubio-Andrada, L., 2016. Human and other critical factors in organisational learning in the hotel industry: A contingency approach. Tourism & Management Studies, 12(1), pp.97-106.

dos Santos, R.A., Méxas, M.P. and Meiriño, M.J., 2017. Sustainability and hotel business: criteria for holistic, integrated and participative development. Journal of Cleaner Production, 142, pp.217-224.

Gordon, S. and Adler, H., 2017. Employee perceptions of well-being and organizational wellness offerings: A study of line-level employees in select-service hotels. Journal of Human Resources in Hospitality & Tourism, 16(3), pp.308-330.

Karatepe, O. and Demir, E., 2014. Linking core self-evaluations and work engagement to work-family facilitation: a study in the hotel industry. International Journal of Contemporary Hospitality Management, 26(2), pp.307-323.

Li, J.J., Wong, I.A. and Kim, W.G., 2016. Effects of psychological contract breach on attitudes and performance: The moderating role of competitive climate. International Journal of Hospitality Management, 55, pp.1-10.

Magnini, V.P. and Simon, C.J., 2016. Fostering service quality in hotel chains through a focus on employee development and performance. The Routledge Handbook of Hotel Chain Management, p.305.

Robinson, R.N., Robinson, R.N., Kralj, A., Kralj, A., Solnet, D.J., Solnet, D.J., Goh, E., Goh, E., Callan, V.J. and Callan, V.J., 2016. Attitudinal similarities and differences of hotel frontline occupations. International Journal of Contemporary Hospitality Management, 28(5), pp.1051-1072.

Robson, K., Plangger, K., Kietzmann, J.H., McCarthy, I. and Pitt, L., 2016. Game on: Engaging customers and employees through gamification. Business horizons, 59(1), pp.29-36.

Terry Kim, T., Lee, G., Paek, S. and Lee, S., 2013. Social capital, knowledge sharing and organizational performance: what structural relationship do they have in hotels?. International Journal of Contemporary Hospitality Management, 25(5), pp.683-704.

Tuna, M., Ghazzawi, I., Yesiltas, M., Tuna, A.A. and Arslan, S., 2016. The effects of the perceived external prestige of the organization on employee deviant workplace behavior: The mediating role of job satisfaction. International Journal of Contemporary Hospitality Management, 28(2), pp.366-396.

Yoon, D., Yoon, D., Jang, J., and Lee, J., 2016. Environmental management strategy and organizational citizenship behaviors in the hotel industry: The mediating role of organizational trust and commitment. International Journal of Contemporary Hospitality Management, 28(8), pp.1577-1597.