“Willing to Serve: Marriott’s Employee Satisfaction”
Organizations around the world are innovating ways to stay afloat and to increase employee satisfaction. With the 2008 economic downfall, organizations have become more sensitive to the needs of their greatest asset, “the employee”. According to Ellen Galinsky, Tyler Wigton, and Lois Backon’s article Creating Management Practices for Making Work Work, “organizations are creating imaginative workplace approaches for improving the work environment, and helping employees navigate the shifting demands of their work and personal lives” [ (Galinsky, Wigton, & Backon, 2009) ]. There are new trends that employers have integrated to deal with the recession in constructive ways, such as allowing employees to work at home one or two days a week to save on commuting costs, allowing employees greater scheduling flexibility if their spouses have lost a job or seen their hours reduced and the family needs to make changes, and reassigning responsibilities when no hiring is possible [ (Galinsky, Wigton, & Backon, 2009) ].Employers are also developing performance metrics to ensure that their programs do not discriminate, and all employees have opportunity to enhance their skills to ensure that the organization functions efficiently and effectively. Many organizations, Marriott International in particular, have implemented self paced development programs to enhance job performance. Marriott’s organizational culture is the foundation upon which employees internalize values, and norms that guide towards expected standards of behaviors. According to Gareth R. Jones and Jennifer M. George in, Contemporary Management, organizational culture is the shared set of beliefs, expectations, values, and norms that influences how members of an organization relates to one another, and cooperate to achieve organizational goals [ (Jones & George, 2011) ]. We will explore the innovative approaches for creating effective and flexible workplaces, and will share how Marriott International’s implementation of Marriott’s Management Philosophy, and how it increases employee satisfaction that leads to superior customer and guest services. Marriott’s Behavioral Management Theory
Behavioral Management is defined as the study of how managers should behave to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals [ (Jones & George, 2011) ]. Mary Parker Follet and J.W. Marriott’s views on management are congruent in that they both believe in learning management. Mary Parker Follett advocated the fostering of a self-governing principle that facilitated the growth of individuals and of the groups to which they belonged (Smith, 2002).She believed that organizations, like communities, could be approached as local social systems involving networks of groups. One of the main aspects of Mary Parker Follett's approach was the 'circular' theory of power she initially developed in Creative Experience (1924) is that “Power begins... with the organization of reflex arcs. Then these are organized into a system which develops more power; then the organization of these systems comprise the organism, which is more power. Power is the legitimate, the inevitable, outcome of the life-process. We can always test the validity of power by asking whether it is integral to the process of outside the process (Smith, 2002). Mary Parker Follett meant in terms of organizations, this view of power involved managers, workers, and other stakeholders influencing each other. She distinguishes between power over and power with or co-active power rather than coercive power (Smith, 2002). Marriott’s management practices foundation is built on employee knowledge enhancement and elevation in the company. The principles of their behavioral management practices allows the employee to contribute to the organization by becoming actively involved in analyzing and...
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