Marriott International Inc.’s Human Resource Management

Aligning HR strategy with business strategy

In many organizations, Human resources are often not aligned with business strategy. This happens because such companies limit the strategies to administrative functions. Human Resources are always responsible for selection, enrollment, training, performance assessment, and compensation. Implementation of business strategies and performance majorly depends on Human Resources. Therefore, they should be strategically effective. For instance, they should use viable skills to achieve the goals of a company.

This alignment starts with an effective administration that maintains credibility in the organization. It then extends to important strategic functions. To enhance the alignment, Human Resources are supposed to be equipped with the proper skills of creating positive changes in their organization (Silzer & Dowell, 2010). They are also supposed to employ technology to reduce the administrative workload and improve access to workforce information. The HR department is mandated to prepare programs and provide hospitable recreational services to guests. Moreover, the department is responsible for maintaining recreational facilities and equipment in hygienic conditions.

Preferable HR job position

I would prefer the position of Human Resource Manager. This position provides an individual with the opportunity to control numerous aspects of an organization. It also offers an opportunity to aid in the advancement of workers and make strategic business decisions. The performance of an organization is only as superior as its workers, and the workers are only as superior as their Human Resource Manager. The most important thing about this career is that it needs candidates with communication and relationship skills. In addition, Human Resource Managers are always concerned with the safety and development of workers. Arguably, this improves working relationships within an organization.

How Marriott can establish HRM strategies to improve competitive advantages

Human resource management strategies define how the company intends to mobilize its workforce towards achieving its goals. This can be done by changing the structure of HR, developing distinct skills, and putting up mechanisms to manage a change. Competitive advantage can be improved by attracting, developing, and retaining resourceful staff. Marriott can use its resources to invest in talented staff to boost human capital (Aswathappa, 2005). This workforce will be trained faster hence they will be able to apply the knowledge better than their business rivals. This will provide an advantage that competitors cannot imitate.

The human resource strategy is supposed to be associated with the business strategy. It should be a core element in planning. Enhancing a high level of commitment at the management level is another crucial strategy. This majorly improves information delivery, teamwork, and problem-solving. Additionally, the employees should be treated as partners by being accorded respect and attention (Dávila & Elvira, 2008). This involvement will make them understand the mission and objectives of the company and strive to achieve them.

How Marriott can increase diversity

Diversity in the workplace is considered to be an asset. Therefore, it should be increased to yield full benefits. One of the strategies that Marriott can use is the establishment of task forces dealing with particular areas of diversity like race, ethnicity, gender, disability, age, and sexual orientation. Such task forces can provide ways on how to attract more customers in a given region. Secondly, the hiring and promotion policies should be purely based on merit. This will create confidence in job applicants and help in an increase of diversity. Moreover, the company can create policies that are diversity-friendly to allow workers to perform effectively. This will also attract customers from their diversity.


Aswathappa, K. (2005). Human resource and personnel management: Text and cases. New Delhi: Tata McGraw-Hill.

Dávila, A., & Elvira, M. M. (2008). Best HRM practices in Latin America. London: Routledge.

Silzer, R. F., & Dowell, B. E. (2010). Strategy-driven talent management: A leadership imperative. San Francisco: Jossey-Bass.