1: Alignment of HRM and Business Strategies
HRM 530 – Strategic
Human Resource Management
Dr. Obioma Iwuanyanwu
Human resource strategy
Alignment between human resource strategy and business strategy
Marriott International, Inc. is a
leading lodging company based in Bethesda, Maryland, USA. The company pursues
the core values of putting people first, pursuing excellence, embracing change,
acting with integrity and serving our world. These core values are the strength
of the company and have enabled it to be the number one in the hospitality
industry. The vision of the company is to be the best hospitality company in the
world. The company works on the strategy of combining the unique culture of the
company with the extensive portfolio of the global brands, a customer focused
sales organization, tremendous loyalty towards the guests and a broad
distribution of hotels at a multiple price points. To successfully function on
this strategy Marriott International, Inc. has always adopted the culture of
putting its people first (Marriott, 2012). A lodging company can be successful
in its business strategy only if it able to successfully integrate the human
resources in the business strategy to achieve the goals of the organization.
Marriott should aim at hiring the best talent in the industry and should focus
on the training and development of the human resources. No compromise can be
made in regard to the customer services which would require the formation of
customer oriented behavior among the human resources. The business should
continue to value diversity and inclusion to be a global leader in the industry
HR job positions and responsibilities
There are number of job positions
in the human resources department of an organization. Some of the job positions
and their responsibilities in the human resources department of Marriott
International, Inc. are as follows.
The Director, Human Resources leads
the human resource department and oversees all the operations of the department
The Director, Personnel Services
assists the director of human resources in executing the strategies that serve
to attract, retain and develop the diverse premiere talent in the hotel.
Human resources coordinator
The human resource coordinator is
responsible for timely recruitment, administration and training of employees in
accordance with the strategic goals and mission of the company. He/she is expected to coordinate and implement
the human resources programs and initiatives.
The human resource manager works
with the human resource associates to carry out the daily activities of the
human resources office including recruitment, training, compensation etc. He/she
is also required to ensure that the HR services are in accordance with the law
and operating procedures of Marriott International.
The assistant training manager
tries to ensure that all the training related activities are in accordance with
the mission and vision of the company. The assistant training manager works
with the training manager and the department heads to assess the training needs
and develop the training programs.
The human resource associates
execute all the activities of the human resource department as per the
guidelines of their managers (Marriott, n.d.).
Some other job positions are HR
Relations Officer, Human Resource Assistant, Director of Learning and
Development, Human Resource Assistant etc (Marriott, 2013).
Preferable HR job position
The preferable HR job position is
that of the Human Resource Manager because he/she is involved in the day to day
human resource activities like recruitment, training etc. which provides an
opportunity to interact with people that enables oneself to move ahead in the
career especially in the area of human resources ((Marriott, n.d.).
HRM strategies to improve competitive advantage
The human resource management (HRM)
strategies are the guidelines designed to manage the human resources in such a
manner so that the company is able to achieve its strategic goals. Marriott
International, Inc. is the leader in the hospitality industry. The company
works for the people through its people. To improve the competitive advantage
in the industry the company should develop high performance management HR
strategies to make an impact on the performance of the organization by
improving the performance of the people in terms of productivity, quality,
customer service etc. High performance management practices would require rigorous
recruitment, selection, training and development of the employees to bring out
their optimum performance. The organization should develop a proper reward
system based on the performance to motivate the employees to give in their best
to the organization. The organization should work towards the establishment of
high-performance work systems (HPWS) (Armstrong, 2008).
Ways to increase diversity
Since its establishment in 1927
Marriott has always valued diversity and inclusion of all the associates. Being
in the hospitality industry provides all the more opportunities to Marriott to
introduce diversity. The hotel can introduce diversity in the following ways.
has always promoted the recruitment, retention and advancement of women and
minority employees in the company to promote diversity.
Due to the international operations
Marriott has huge opportunities to integrate the talents and cultures of
different communities by employing people from more diverse cultures and
The diverse owner, guest and
supplier base will help to introduce diversity in the operations. Diversity in
the Board of Directors of Marriott will further help in valuing diversity in
the company (Marriott, 2013).
Armstrong, M. (2008).
Strategic human resource management 4th ed. Philadelphia, USA: Kogan
Gerhart, B. et
al. (2011). Fundamentals of Human Resource Management 4th ed.
NewYork: McGraw Hill.
Job descriptions. Retrieved on October 21, 2013 from
Careers. Retrieved on October 21, 2013 from
Diversity and inclusion. Retrieved on October 21, 2013 from
Marriott International, Inc. 2012 annual report. Retrieved on October 21, 2013
(1996). What is a human resources strategy?. Health Manpower Management, 22, 2,
pp.4 – 11.