Marriott Hotels attempts to banish the long-hours culture
Material type:
ArticlePublisher: 2002Subject(s): Flexibility
| Job Design | Work-Life Balance | Pricewaterhouse Coopers | Marriott HotelsHuman Resource Management International Digest 10, 4, p. 13-15Abstract: The articles is a first-person account of what happened after the author's hotel was chosen to be one of three pilot establishments in a Marriot Hotels "management flexibility" programme. The article shows that the hotel chain's intense work ethic was driving away talented managers. Simplifying procedures to save managers' time was relatively easily achieved, but transforming the organizational culture was more difficult. When it was eventually achieved, it led to happier employees and better results. The article takes a very practical approach, which will appeal to manaers considering the adoption of a work-life balance programme in their own organizations
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
The articles is a first-person account of what happened after the author's hotel was chosen to be one of three pilot establishments in a Marriot Hotels "management flexibility" programme. The article shows that the hotel chain's intense work ethic was driving away talented managers. Simplifying procedures to save managers' time was relatively easily achieved, but transforming the organizational culture was more difficult. When it was eventually achieved, it led to happier employees and better results. The article takes a very practical approach, which will appeal to manaers considering the adoption of a work-life balance programme in their own organizations
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