Research Outline: The Creation and Implementation of an Effective Recruiting and Retention Program to Enhance the Quality of Employees and Management within Marriot Hotel

Research Outline: The Creation and Implementation of an Effective Recruiting and Retention Program to Enhance the Quality of Employees and Management within Marriot Hotel

General Purpose: To convince.

Specific Purpose: To convince my audience about the need for changing Marriot’s recruiting and retention strategy to improve the quality of employees within the hotel.

Central Idea: High rate of employee retention results in declined turnover hassle, increased knowledge base, staff commitment, improved customer experience, and increased productivity, among other benefits

Introduction

1. Attention Material
2. Employee retention is a critical issue in the contemporary business world. Losing talented, experienced, and knowledgeable workers is more costly than hiring new ones.
3. It is crucial for companies to retain their skilled employees with them. Job satisfaction, corporate culture, pay, and benefits are among the factors that influence retention.

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4. Orienting Material
5. Marriot Hotel is among the international companies with poor employee management practices, marked by long hiring processes and a lack of benefits.
6. Marriot employees are noted for holding the longest hotel industry strike against poor working conditions and wages.
7. Employees report bad experiences on their first day at work, resulting in quieting.
8. Marriot Hotel is accused together with others for valuing profits more than the health of their workers.
9. The company suffers from high cost of strikes and turnover.
10. Marriot Hotel could overcome these losses by adjusting its recruitment, selection, and retention strategies.

(Transition: there is a need to examine the problem at the company.)

Body

1. Problem Statement
2. In 2018, Marriot Hotel suffered the largest strike in US history (Calfas, 2018; Campbell, 2018).
3. Along with poor pay, some employees, such as housekeepers, experience sexual harassment and violence (Calfas, 2018).
4. About 8,000 workers quitted their jobs at Marriot-owned hotels in Boston, San Diego, San Fransisco, and San Jose (Campbell, 2018).
5. Employees complain of a lengthy hiring process (Glassdoor.com, 2016b), while others are concerned about frustrations on their first day at work (Glassdoor.com, 2015a).
6. In the wake of coronavirus outbreak, Marriot features as one of the firms that care more about profits than workers’ health, with about 139,000 employees without paid sick leave (The Editorial Board, 2020).
7. Marriot Hotel lacks proper employee management strategies and often suffer the cost of increased turnover.

(Transition: The available literature can provide an overview of current practices to resolve this problem.)

1. Review of Current Practices (Background of Literature)
2. Turnover costs are over one-and-a-half times an employee’s annual pay (Ma, Mayfield & Mayfield, 2018).
3. Retaining skillful employees should be a priority of any organization (Abdulai Sawaneh & Kanko Kamara, 2019).
4. Job satisfaction influences employee retention (Frederiksen, 2017; Iqbal, Guohao & Akhtar, 2017).
5. Organizations must hire knowledgeable employees who can adapt to the contemporary business setting (Hamilton & Davison, 2018).
6. Companies should hire not only direct applicants but also referred candidates for their likelihood of staying for long (Brown, Setren, & Topa, 2016).
7. Employee retention improves a company’s knowledge base, which is a competitive advantage (Papa, Dezi, Gregori, Mueller, & Miglietta (2018).

(Transition: Marriot Hotel must, therefore, adjust its recruitment and retention practices.)

• Strategic Plan for Change

1. Internal recruitment: current workers, trainees, and transfers.
2. External recruitment: previous applicants, current applicants, referrals, and campuses.
3. Retention technics: recognition, benefits, promotions, protection against harassment, reasonable salaries, bonuses, and training and development.
4. Strategic Approach for Implementation of the Changes
5. Evidence-based steps of change management (Stouten, Rousseau & Cremer, 2018).
6. Final Recommendations and Possible Outcomes
7. The management may be reluctant to implement the changes.
8. Employees are likely to appreciate the new recruitment and retention policies
9. Although the change may be costly for the Marriot Hotel, it is rewarding in terms of retention benefits.

Conclusion

1. Summary of Major Points
2. Final Remark

References

CALFAS, J. (2018). Thousands of Marriott Workers Are Protesting Today. Here’s Why. Retrieved 19 March 2020, from https://money.com/marriott-workers-protest/

Campbell, A. (2018). Marriott workers just ended the largest hotel strike in US history. Retrieved 19 March 2020, from https://www.vox.com/policy-and-politics/2018/12/4/18125505/marriott-workers-end-strike-wage-raise

Glassdoor.com. (2015a). Marriott International: Employee Review. Retrieved 19 March 2020, from https://www.glassdoor.com/Reviews/Employee-Review-Marriott-International-RVW6358501.htm

Glassdoor.com. (2016b). Marriott International: Employee Review. Retrieved 19 March 2020, from https://www.glassdoor.com/Reviews/Employee-Review-Marriott-International-RVW11841970.htm

Iqbal, S., Guohao, L., & Akhtar, S. (2017). Effects of Job Organizational Culture, Benefits, Salary on Job Satisfaction Ultimately Affecting Employee Retention. Review Of Public Administration And Management, 05(03), 1-7. doi: 10.4172/2315-7844.1000229

Ma, Q., Mayfield, M., & Mayfield, J. (2018). Keep them on-board! How organizations can develop employee embeddedness to increase employee retention. Development And Learning In Organizations: An International Journal, 32(4), 5-9. doi: 10.1108/dlo-11-2017-0094

The Editorial Board. (2020). The Companies Putting Profits Ahead of Public Health. Retrieved 19 March 2020, from https://www.nytimes.com/2020/03/14/opinion/sunday/coronavirus-paid-sick-leave.html

Abdulai Sawaneh, I., & Kanko Kamara, F. (2019). Evaluating employee retention strategies on job performance. Science Journal of Business and Management, 7(3), 67-73. Doi:             10.11648/j.sjbm.20190703.12

Brown, M., Setren, E., & Topa, G. (2016). Do informal referrals lead to better matches?    Evidence from a firm’s employee referral system. Journal of Labor Economics, 34(1),           161-209. Doi: 10.1086/682338

Frederiksen, A. (2017). Job satisfaction and employee turnover: A firm-level perspective. German Journal of Human Resource Management, 31(2), 132-161. Doi:            10.1177/2397002216683885

Hamilton, R., & Davison, H. (2018). The search for skills: Knowledge stars and innovation in       the hiring process. Business Horizons, 61(3), 409-419. Doi:      10.1016/j.bushor.2018.01.006

Papa, A., Dezi, L., Gregori, G., Mueller, J., & Miglietta, N. (2018). Improving innovation  performance through knowledge acquisition: the moderating role of employee retention and human resource management practices. Journal of Knowledge Management, 1-18.             Doi: 10.1108/jkm-09-2017-0391

Stouten, J., Rousseau, D., & Cremer, D. (2018). Successful organizational change: integrating       the management practice and scholarly literatures. Academy of Management     Annals, 12(2), 752-788. Doi: 10.5465/annals.2016.0095