Human Resource Management - Best Practices at Marriott International |
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Human Resource, Organization Behavior Case Studies Please note: This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source. |
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"That guest's room may be our product, but our associate's caring attitude is our value. We can't measure it with statistics, and we can't manufacture it. We can deliver that value only if we can attract, retain and inspire the best people - with what we call 'The Spirit to Serve.'''1 - JW Marriott Jr., CEO, Marriott International. "The comments from our customers is not about how nice the building is but about how nice the people are, how good the service is, how hospitable the employees are. That is what makes the difference, because people from the top all the way down to the organization really care."2 - JW Marriott Jr., CEO, Marriott International. The Spirit to Serve
By pooling some money contributed by his colleagues, he brought some flowers and gave them to her, saying, "We just wanted you to know you're not among strangers here."3
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1] Marriott, Jr., J.W, Our Competitive Strength,
Vital Speeches of the Day, January 1, 2001. |
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