Marriott’s core principle of integrating its diverse workforce and at the same time keeping its diversity intact as its biggest strength was implemented by utilizing its internal core principle of keeping the employees happy, involved, engaged and always belonged. Marriot understood and accepted that for a globally emerging brand like itself, and with a globally diverse customer coming from varied culture, there requires a strong diversification process (Madera and Kapoor, 2011). Marriott, having understood the emerging issue in advance, took note of its challenges in Asia and integrated it with its core strategy of building a diverse workforce and maintaining their well-being and personal importance. It realized that every employee, however, different culturally, have similar needs and worries. For example, Marriott qualified all its employees for full term insurance when they were not eligible in many occasions due to the global financial crisis (DuBois, 2013). Marriott diversified its outreach to include local residents in distant properties, giving them employment and teaching them the core values of the hotel. It also amplified its strategy of diversifying its workforce in each hotel, which helped it to gain more power over other brands, because employees speaking different languages and managing to keep up with culturally diverse guests were an important requirement.
Marriott diversified its selection of general managers for hotels, which was more local and less western, especially in Asian nations. This automatically resolved many guest issues and displeasure shown by meeting their intrinsic needs that were known primarily and more precisely to the general manager of the same culture. The hotel company at the same time managed to build its workforce bonding, which scaled the quality and intensity of its services. This made significant change to its brand recall, increase in loyal customers and brand recognition. Asia being different culturally than the west, Marriott made more efforts of understanding the local culture through its various training programs, and discussing with local general manager candidates, who disclosed many hidden yet important demands and concerns of Asian guests (www.marriott.com, 2017). The best part of the diversification strategy was that understanding the Asian culture and integrating it with its western parent helped the western region Marriott hotels to welcome loyal Asian guests.
Marriott believed in unifying its workforce rather than binding as a norm or an order. Unifying employees of diverse culture made more sense to the company, and it is the most pertinent issue in global hospitality industry (Grobelna, 2015). Understanding this emerging yet unperceived issue remains to be triumphed over and over again, as cultures change their loyalty and social structure changes their loyalties and worldviews periodically. Marriott believed that the Asian culture’s instant incompatibility was a pertinent issue to be addressed with earnest efforts, and it delivered gradually after deep analysis, integration efforts, and embracing the natural differences and bringing them under the fold of their core values. The acceptance of this became easier in Asian cities because these core principles are based on natural human character traits and impulses.
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