Marriott Employee Satisfaction
“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
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
References: Galinsky, E., Wigton, T., & Backon, L. (2009, August 28). Creative Management Practices for Making Work Work. Bloomberg Businessweek . Hallowell, R., Schiesinger, L. A., & Zornitsky, J. (1996). Internal Service Quality, Customer and Job Satisfaction: Linkages and Implications for Management. Human Resource Planning. 19(2), 20. Retrieved February 1, 2011, from Questia.com. Jones, G. R., & George, J. M. (2011). Contemporary Management (Seventh Edition ed.). New York: McGraw- Hill/ Irvin. Marriott International, Inc. (2011). Core Values & Culture. Retrieved February 1, 2011 from http://www.marriott.com/corporateinfo/culture/coreValuesCulture.mi Marriott International Marriott International. (2009). Substainability Report. Retrieved March 10, 2011, from Marriott International Corporate Website http://www.marriott.com/corporate-social-responsibility/corporate-responsibility.mi Smith, M. K. (2002). Mary Parker Follett: Community, Creative Experience and Informal Education. Retrieved March 10, 2011, from Infed: http://www.infed.org/thinkers/et-foll.htm What Is Global Diversity. (2003). Retrieved March 10, 2011, from Media Wiley: http://media.wiley.com/product_data/excerpt/34/07879677/0787967734.pdf