Jw Marriots Final

J.W.MARRIOT CHAIN OF HOTLES

CHAPTER I

INTRODUCTION

MARRIOTT INTERNATIONAL

JW Marriott is an exquisite brand which belongs to Marriott International, named after Mr John

Willard Marriott, the Chairman and Chief Executive Officer (CEO) of the Marriott International.

JW Marriott is recognized and specially tailored as an upscale brand of hotels under the group,

and headquartered in suburban Maryland, United States.

The earliest history of Marriott started when Mr J.Willard Marriot and his wife opened a root

beer stand in Washington D.C back in year 1927. The successful story continues by expanding

their enterprises into a chain of restaurants and introducing ―in-flite‖ catering which later

becomes a phenomenon in airline industries. They later opened the Marriott first hotel which is

The Key Bridge Marriott in Arlington, Virginia . Their son was named as the current Chairman

and Chief Executive Officer, J.W. (Bill) Marriott, Jr. and has led the company to spectacular

worldwide growth. Today, Marriott International has about 3,150 lodging properties located in

the United States and 67 other countries and territories.

Marriott International is a group of brands which is well-known for its unique products and

services offered all over the world. Their product varies from Full Service, Selected Service,

Extended Stay and others. Marriott International is inferable when it comes to their brand, which

is guaranteed luxury and tremendous experience both dining’s and stays. There are numbers of

brands under the Marriott flagship, each with own kind of style and tailored to achieve maximum

satisfaction. Below are the brands that Marriott International offers;

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1.1.2 YTL HOTELS

The JW Marriott Kuala Lumpur is franchised

from Marriott International by YTL (Yeoh Tiong

Lay) Corporation, under its subsidiary YTL

Hotels & Properties Sdn Bhd which took over the

management of the old hotel in Bukit Bintang in

the year of 1996 and transformed it to the most happening hotel in the Kuala Lumpur Golden

Triangle. YTL Hotels then required The Ritz Carlton Kuala Lumpur and launched the luxurious

all-suite Residence at The Ritz-Carlton Kuala Lumpur which believed have added the luxurious

living and fine life at Bintang Walk, and represent all that best in an urban neighborhood.

YTL Hotels is synonym of their ownership and manages a stellar collection of internationally

renowned, award-winning hotels and resorts throughout Malaysia. Each enterprise is unique,

featuring impressive services, accommodations, and facilities. Each has won its acclaim for its

ability to cater precisely to the needs of its customers.

YTL Hotels also owns the highly praised Vistana chain in Malaysia, a luxury middle classed

hotel which focused and specially designed as moderate priced hotels catered on the need of

business travellers in this rapid changing world nowadays. The colorful story continues when

YTL Hotels started to expand their wings to international market by opening world-renowned

properties all over the world

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1.1.3 JW MARRIOTT KUALA LUMPUR

The 29-storey, 561-room hotel is located in the heart of the exciting "Golden Triangle", the city s

prime business and shopping district and is adjoining to the prestigious Starhill Gallery and in

the same complex with The Ritz-Carlton Kuala Lumpur. It is also strategically located on

"Bintang Walk", the lively and vibrant shopping strip where shopping centers house upscale

brands, a vast variety of restaurants and entertainment outlets. As one of the world's nine flagship

JW Marriott hotels, JW Marriott Kuala Lumpur is designed with the discriminating individual in

mind. Opulent is just one way to describe the look and feel of the rooms at JW Marriott Kuala

Lumpur. With a host of top-of-the-range facilities such as a complete business center and a

multitude of award-winning Food and Beverage (F&B) outlets, JW Marriott Kuala Lumpur suits

the high-powered businessman and the elite leisure guest. Designed with the jet-setting

professional in mind, the guestrooms at JW Marriott Kuala Lumpur all come with an ample

working area and high-speed Internet access. Suite guests and Marriott Marquis members have

full access to the plush JW Lounge, which offers complimentary breakfast, light refreshments

and evening cocktails

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LOCATION

JW Marriott Hotel Kuala Lumpur

183 Jalan Bukit Bintang

Kuala Lumpur, 55100 Malaysia

Phone : 60 3 2715 9000

Fax : 60 3 2715 7000

Sales : 60 3 2717 8000

JW Marriott Kuala Lumpur strategically located in the heart of the Kuala Lumpur Golden

Triangle, nearby with the Embassies Row, had added the spark of ideal location for business and

leisure. With the new couture shopping mall, Pavillion Kuala Lumpur as the nearest neighbor,

there are 450 stores and shopping experience like that of New York 5th avenue and Tokyo’s

Ginza. With easy access to any of the transportation type, JW Marriott truly a great place to stay

and experience both luxury and leisure living.

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ACCOMODATION

Accommodation rooms in JW Marriott is styled with elegant sophistication and enhanced

with the residential comforts of home. Guest room is starts on the 7th Floor until 29th Floor

which is the highest floor in the hotel and home of two (2) Chairman Suite and a

Presidential Suite which have step in by many well-known individuals all over the

world.On the 24th Floor is the JW Lounge, an executive lounge for invited House Guest

only in exampleRepeated Guests and Very Important Person’s (VIP). What is interesting

with the hotel is there is no 13th Floor, and also room with numbers of four (4) and thirteen

(13). I personally believed it is related to the old Chinese believes which will bring bad

luck to the enterprise JW Marriott offers smoking and non-smoking floors, which there are

5 smoking floor namely 8th, 9th, 15th, 16th and 17th Floor.

Room Type No of Rooms Published Rate

Deluxe 466 Rooms RM850.00++

Executive Deluxe 25 Rooms RM1000.00++

Studio Suite 19 Suites RM1,100.00++

Junior Suite 32 Suites RM1,100.00++

Executive Suite 4 Suites RM1, 200.00++

One-Bedroom Suite 8 Suites RM1,300.00++

Two Bedroom Suite 3 Suites RM1,900.00++

Chairman Suite 1 Suite RM10,000.00++

VIP Suite 1 & 2 2 Suites RM7,000.00++

Presidential Suite 1 Suite RM16,000.00++

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VISION,MISSION, VALUE STATEMENT

MARRIOTT VISION

―To Be the World 1st Choice for Full-Service Hospitality‖

MARRIOTT CORE VALUES

Based on my experience working in two (2) Marriott properties before, I can conclude that

Marriott core values have been crafted with personal touch and experience of the founder of

Marriott International, Mr J. Willard Marriott. It focuses on how the spirit to serve the customer

or handling the customer at the top notch which will be practiced every day and become a culture

in any of Marriott establishment.

Marriott establishment will never address their employees as ―staff, workers, employees‖ and

others. They will be called as ―associates‖ which Mr J. Willard Marriott personally believes it

will create the bond between the persons within the organization thus will create an enthusiastic

feeling towards Marriott.

Marriott Spirit to Serve

Spirit to Serve our Associates, our Customers and our Communities‖

Marriott Culture

Marriott Culture is the experience we create for our customers, which is demonstrated by the

behavior of our associates‖

Marriott Promise

Marriott promise to deliver service that is uniquely warm, caring and dependable. The service

will go above and beyond.

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JW MARRIOTT KUALA LUMPUR

THE JW MARRIOTT COMMITMENT

At the JW Marriott, we provide an environment of simple elegance where our guests feel

welcome, confortable and free to be themselves.Together we orchestrated a personalized

experience with attention to even the smallest details.The JW Marriott experience authentically

reflects the surroundings, imparts a sense of harmony and wellness, and beautifully delivers

lasting memories ‖

THE JW MARRIOTT KUALA LUMPUR VISION

To be Malaysia’s and the world’s first choice for full-service hospitality‖

THE JW MARIOTT KUALA LUMPUR MISSION

To win in service by proactively offering customers the most valuable assistant, information and

support in uniquely warm and caring manner. To provide the latest and outstanding product to

customers comparing to other hotel in Malaysia

JW MARRIOTT KUALA LUMPUR ORGANIZATIONAL CHART

In JW Marriott Kuala Lumpur, General Manager set as the highest position in the hotel and in

charge of the entire departments in the property and to ensure all department moves smoothly

according the standard grade that is set up by Marriott International. JW Marriott Kuala Lumpur

has 13 departments including Front of the House and Back of the House namely;

1) Human Resource Department

2) YTL Centralized Accounting Department

3) YTL Centralized Sales Department

4) YTL Centralized Marketing and Strategy Department

5) YTL Centralized Finance and Purchasing Department

6) Front Office Department

7) Food and Beverage Department

8) Housekeeping Department

9) Engineering and Maintenance Department

10) Kitchen Division

11) Spa Division

12) Information Technology (IT) Department

13) Loss Prevention Department

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THE JW MARRIOTT KUALA LUMPUR MANAGEMENT TEAM

Name Position

President YTL Hotels Mr James Mc Bride

Vice President of YTL Hotels Joseph Yeoh Keong Shya

General Manager Mr Mahmoud Skaf

Hotel Manager Mr Justin Lee

Executive VP Operation / Sales Mr Carl Kono

Director of Sales (Travel/Industry) Ms Cheryl Loo

Director of Sales (Travel/Industry) Mr Jeffery Bruyns

Director of Sales (Corporate) Ms Steffany Boak

Director of Sales (Corporate) Mr Eddie Phuah

Director of Sales (Corporate) Ms Debbie Ng Siew Yoke

Director of Sales (Australia) Mr Gopalan Menon

Executive VP of Marketing & Strategy Mr Edwin Yeoh

Director of Public Relation Ms Tracy Khee

Director of Brand Communication Ms Serena Tog

Vice President of Finance Sandra Widjaja

Financial Controller Ms Mawar Idris

Credit Controller Ms Ghee Yoke Mei

Purchasing Manager Ms Kimberly Long

Executive Assistant Manager (F&B) Madam Idy Lee

Shanghai Restaurant Manager Ms Alicia Chan

Chef De'Hote Mr Zaffar B. Abdul Samad

Chief Steward Mr Nilamegan

Starhill Lounge and JW Lounge Manager Ms Rohaya

Shook Restaurant Manager Mr Steven Ooi

Banquet Manager Mr Khosim Bin Sapie

Rooms Manager: Ms Ashley Lai

Reservation Manager Ms Radhika A/P Ramakrishnan

Customer Service Manager Ms Jane Lee

Assistant Front Office Manager Ms Aya Kaneko

Housekeeping Manager Mr Melvin Foo

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Housekeeper Ms Serena Chau

Assistant Housekeeping Manager (Public Area) Ms Tika

Laundry Manager Mr Jeff Gan

Vice President of Spa Division Ms Chik Lai Ping

Starhill Spa Manager Ms Helen Phang

Vice President of Human Resources & Learning Nancy Teoh

Human Resources Manager Mr Vernon C. Fernandez

Training Manager Ms Marina Rahim

Maintenance Manager Mr Puah Aik Kee

Loss Prevention Manager Mr Sivakumar

Director of IT and Business Development Mohd Zuhannes Dzulkifli

IT Manager Mr Edward Ling

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DEPARTMENT SET UP

Human Resources Department is responsible to oversees all associates, benefit, selection and

training and development. The department is also responsible for providing training in order to

instill the Marriott culture among each associates as well as recruiting new candidates for any

vacancies.

Finance Department is combined with Purchasing Department handles in terms hotels financial

aspect. As centralized finance department, it obligated to control all purchases and orders made

by YTL Hotels and Resorts.

Sales Department is also another centralized department minding the store of all YTL Hotels

and Resorts. Divided into a few divisions, which is Corporate Sales, International Sales,

Telemarketing and other which believed added the efficient value that required running the hotel

to the maximum revenue and occupancy. Working close with Front Office and Banquet, the

department is liable for handling any meeting, conferences as well as selling accommodation

rooms.

Marketing Department is categorized as centralized department as well since it handles any

marketing efforts and publicity for all the YTL Hotels and Resorts. Press release, new

promotion, flyer, advertisement and others are all come under the responsibilities of this

department.

Accounts Department handles the entire hotel’s transaction, work closely with all the revenue-

generate department in the hotel. It ensures that all transaction is count into order which in the

end of the day will contribute to the hotel’s total revenue.

Food and Beverage Department is one of the main revenue contributors for JW Marriott Kuala

Lumpur. Led by a lady, this department is accountable for few outlets namely Shanghai

Restaurant, JW Lounge, Starhill Lounge and others. With Kitchen, Banquet and Steward

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Department under a roof, the department is in charge any needs of foods, conference and

meeting in the hotel as well as maintain the hotel inventories of steward items.

Kitchen Department is separated by a few sub-departments which include the Main Kitchen,

Chinese Banquet Kitchen, Cold Kitchen, Pastry Kitchen, Butchery, Staff Cafeteria Kitchen and

Shanghai Kitchen. Managed under the Food and Beverage Department, it holds the

responsibilities in preparing and presenting the up-scale foods for the hotel diners.

Housekeeping Department which belongs to the Room Division along with Front Office

Department is responsible for the hotel cleanliness. This department consists of Room Attendant,

Laundry and Public Area, plays a significant role to create a pleasant atmosphere and ambience

as well as to get ready the hotel main product to be sold which is the accommodation rooms

Front Office Department is the first department when a guest check in into a hotel, play a vital

role to ensure that satisfaction and wonderful crafted experience delivered to the guest. Another

member of the Room Division along with Housekeeping Department, it consists of 5 sections

which are Front Desk, Concierge, Reservation cum Telephone Operator, JW Lounge and Guest

Recognition.

Engineering Department is responsible for the maintaining the hotel’s air conditioning system,

heating and ventilation, steam and boilers, electricity, hot and cold water supply and repairs all

the broken equipment. Overall, this department has to maintain interior and exterior of the all

hotels areas in order to deliver safe, reliable and comfortable service.

Haunted by the bombing incident in JW Marriott Jakarta, the Loss Prevention Department

holds a very tough job in order to maintain the security condition is above the line. It also

ensures the safety of the guest belongings, any loss items, security of the hotel’s surrounding

areas.

Spa Department is located on the 5 floor which namely Starhill Spa. This department includes a

Health Spa, a gymnasium and sauna. It also handles the recreational activities at the swimming

pool as well as the twin tennis court.

Information Technology is another department in this hotel. It is liable for all multimedia

activities in the hotel. This department is also responsible for the maintenance of all multimedia

and IT properties in order to preserve and prolog the properties

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FOOD AND BEVERAGE DEPARTMENT

Food and Beverage Department in JW Marriott Kuala Lumpur can be divided into a few

divisions under the department, mainly handling any encounters of foods, conferences, meetings

and others in the hotel. The division is namely Banquet Department, Room Service, Kitchen,

Shanghai Restaurant, Steward Department and Staff Cafeteria which known as ―Hot Shoppe‖,

named after the first restaurant opened by J. Willard Marriott.As a department who contribute

large percentage of revenue to the hotel, it plays a vital role to maintain the growth of the

revenue as well as to deliver high standard of services and foods which will lead to customer

satisfaction. Each of these divisions participates in different nature of jobs but naturally come

together to ensure the operation of the hotel runs as smoothly as possible. As in this department,

I only have the opportunity to be in the Banquet Department where the other restaurants were not

directly managed by the hotel. The only restaurant that comes under their control is the Shanghai

Restaurant and Third Floor Restaurant which is categorized as non-halal and due to the

restriction; I am only assigned to the Banquet Department.The department currently led by an

Executive Assistant Manager (F&B), two (2) Banquet Managers, two (2) Banquet Assistant

Manager which one of them is specialized in handling Outside Catering and another person is in

charge of inventories and storage. The hierarchy later goes down to a Banquet Supervisor,

assisted by four (4) Banquet Captains, five (5) Business Center Coordinator, three (3) Storeman,

three (3) AV Technicians, a Bartender and twelve (12) Banquet Servers

Banquet Server Responsibilities

Guest Relations

A big part of being a Banquet Server is guest relations. While a banquet server might have fewer

interactions with guests than he would if he were a restaurant server, a banquet server can still be

expected to deal with a variety of customers with many different needs. As a banquet server, I

need to inform guests of what the meal will be, as well as answering questions and making

recommendations for drink orders or other items. Whether it's finding a booster seat for a young

guest, refilling a glass of wine or making sure someone gets the vegetarian meal she ordered

ahead of time, the banquet server works to make the banquet's guests feel comfortable.

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Setup

Banquet servers can be expected to set up tables and chairs. Included in the setup are placing

tablecloths, china, silverware, napkins and table décor on tables. Assignments can include setting

up steam tables, food serving tables and drink stations. Sometimes servers can be asked to put up

banner and decorations, depending on the specific need of the event.

Food Preparation and Delivery

While a banquet server might not prepare the food, we will often assist in some of the food

preparation, such as assembling salads and cutting portions for dessert. We also might make the

drink orders, as well as providing refills when necessary. When the food is ready to deliver, the

banquet server is usually there to bring it out and set it in front of the guests. The banquet server

will also clear away unwanted plates, glasses and silverware to help keep the table clean and

easy to navigate for the guests. If a guest has a problem with her meal, such as chicken seeming

undercooked, the banquet server will help solve those problems by sending the food back to the

kitchen or by making other suggestions.

Clean Up

After the guests have left the banquet room, the banquet server will begin cleaning. This

typically involves removing plates, glasses, silverware, napkins and whatever other items are still

on the table. The server will remove the tablecloth and throw it away if it is disposable or place it

with other laundry items if it needs to be cleaned. The banquet server will also wipe down the

table and chairs, as well as vacuuming and sweeping to get the banquet room back to clean and

ready condition. Other responsibilities may include kitchen cleanup, refilling salt and pepper

shakers, doing laundry, storing items in the refrigerator, freezer or dry storage and tearing down

and storing banquet tables and chairs if they are to be removed from the room.

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Banquet Server Daily Task and Duties

1. Check Assignment Sheet

The duties started when the server comes into the office and received their particular assignment;

normally a banquet server will be stationed at an event alone or assisted by another server based

on the type of event and requirements. The banquet server has to be there until the event

finished, but if he is replaced by another server then he need to convey all the message and

information that is important regarding the event. There are two (2) documents that a server need

when taking care of an event which are;

i. Banquet Event Order

BEO is vital since it have the entire requirement, set up, billing instruction, menus and other

information. It will be the bible for the server to understand about the event, and also as

reference if any incident occurs.

ii. Event Forecast

Event forecast copy will be prepared by the Business Center Coordinator daily, and it will list all

definite events in a week. It is normally used for planning what is the next action need to be

taken to the function room after the current event is finished.

2. Check function room setting

After received the function room that I stationed, immediately go to the function room and check

all the setting and set up while review the BEO. Inspect whether all everything is in order and

according to the standard. It there is something that is not there, quickly solve it before the event

starts. All additional requirements will be charge accordingly.

5. Confirming the event attendance

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All the BEO will have confirmed attendance, and I as a Banquet Server have to check with the

organizer the total attendance on that day or the other option is to get the Sales Representative in

charge to provide with the information. The reason is where if the number is exceeded, than

certain charges based per head will be applied and if the number is below the guaranteed

attendance, then we will stick to the guaranteed number. It will help hotel to cut a lot of cost as

well as generating revenues.

6. Notify restaurant

The actual number of attendances also useful where the information will be conveys to the

restaurant that the group will be having their lunch or dinner. It will help the restaurant to

manage the spaces, seats and food arrangements.

7. Pick up coffee break snacks

Coffee breaks sessions is have 2 sessions, which are AM Coffee Break and PM Coffee Break. It

is depends on the company that organizing to the event whether they want to have both, one or

not having any coffee break at all. If there is any coffee break arrangement, it will be stated in

the BEO along with the menu for the snacks. Coffee breaks items need to be picked up at the

respective kitchen around 2 hours before the session starts.

8. Reset room

Reset room is applicable when all the attendees went for their lunch and actions are taken such

as to replenish mints, replacing the mineral water and goblet. Depends on the certain condition,

note pad and pencils also will be replenish.

9. Change set up

Depending on the Event Forecast, the room later will be set up depends on the upcoming

event requirements. The room might be tearing down, reset or turn over.

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SALES DEPARTMENT

The JW Marriott Sales Department is placed under the direct surveillance of the YTL Vice

President of Operations and General Managers from the JW Marriott Kuala Lumpur and The

Ritz-Carlton Kuala Lumpur. The department is no longer under the JW Marriott management,

but it is bounded under the flagship of YTL Hotels and Resorts. So in general, Sales Department

here is called YTL Corporate Sales Office, with another wing of YTL Catering Sales Office

which stationed at The Ritz-Carlton Kuala Lumpur. In other words, YTL Corporate Sales Office

is responsible for selling and managing any corporate sales and functions which will be held at

JW Marriott Kuala Lumpur and The Ritz-Carlton Kuala Lumpur. The Corporate Sales Office

later divided into a few divisions which are Resorts Sales, International & Travel Industries Sales

and Telemarketing Sales that is in control for selling Spa Villages. All Sales Associates are

office-based, but the Sales Executive and above positions will be travelling out of the office in

most of the time for sales calls and appointments. The Sales Department in general consists of

twelve (12) persons under the International & Travel Industries Sales, ten (10) persons under the

Catering Sales, three (3) persons under the Resorts Sales, thirty-one (31) persons under the

Corporate Sales and the Telemarketing Sales for Spa Village is outsourced to a company named

Hospitality Direct Sdn Bhd. The Corporate Sales later encircled of six (6) Sales Account

Director, a (1) Senior Sales Account Manager, seven (7) Sales Account Manager, a (1) Event

Manager, a (1) Sales Account Assistant, three (3) Sales Account Executive, a (1) Sales

Administration Assistant and eleven (11) Sales Coordinator. In the same office also, it is home a

Group Yield Management which comprises of three (3) persons which are the Group Yield

Manager, two (2) Market Analysis Administrator and two (2) Group Coordinator who are under

the Front Office Department.

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Senior Sales Account Manager

(1 person)

Sales Account Assistant

(1 person)

Sales Account Director Sales Account Manager

(6 persons) (7 persons)

Sales Account Executive

(3 persons)

Event Manager

(1 person)

Sales Coordinator

(11 persons)

Sales Administrator Assistant

(1 persons)

The Sales Director is the highest rank of the hierarchy, followed by the Senior Sales

Account Manager and Sales Account Manager. Each of them represent different account

of market segment or industry that there are accountable for. Each manager represents a

team, filled with Sales Account Assistant or Sales Account Executive. All the top

positions stated above is the one who responsible for meeting customer, going for sales

calls or visits and appointments. Most of the time they are in direct contact with the client

and away from the office. Sales Coordinator is responsible for coordinating the team

paperwork, handling appointments for the manager, meeting clients for site inspection

and others. Being different than other hotels Sales Department who normally delegated

and assigned their Sales Representative based on territories or zone, YTL Corporate

Sales Department narrowing it down to assigned each manager which represents a team

to specific industry and market. Any inquiries or proposal from companies will go

through Sales Administrator Assistant and he will send the details to the Sales and

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Catering Administrator to allocate the inquiry for availability before forwarding it to the

Sales Team in-charged.

Speaking to one of the Sales Director to acquire more information, I was told that the Sales

Account Director and Sales Account Managers are doing sales for Malaysia and Singapore. They

are also assigned to specific market and industries and based on two (2) factors:

i. Needs and requirements of certain company and industry

When the organization assigned each Sales Representative to concentrate only to specific

industry, it will help them to understand the need and requirements of the industry since most of

the companies will be generally sharing the same nature of the industry in terms of promotions,

managements, restrictions, rules and regulations. In the other hand, it will create a salesperson

that will be in their shoes and at the same time obtaining sales for the hotel.

ii. Experience and knowledge

When a salesperson is concentrating in the industry for quite a time, he will be very familiar with

the nature of the industry players and experienced enough in handling specific type of persons as

well as create a network within the industry players. It will create a long term bond between the

hotel and the industry which will generate revenue to the hotel. Knowledge about the industry is

crucial for salespersons, and what most of the hotel do is they assigned their salespersons based

on region which I personally believed it is not practical. A region will include a lot of industries

in a single category and to be honest, it will be quite a mess. By dealing with specific market,

salespersons can keep updated about the latest news, trends, rules and regulations and many

other which will benefit both parties. Sales Department and Marketing Department normally

belongs in a department, like most of the hotel does but not is JW Marriott Kuala Lumpur. Sales

and Marketing is totally two different department, and they are both centralized and under direct

surveillance of YTL Hotels and Resorts. But even though marketing is not under the Sales

Department, the salespersons of YTL Corporate Sales still carry out their marketing effort in

order to have a direct contact with the customer or analyzing the potential customer. Below are

the methods of sales and marketing that normally practiced by the salespersons

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S.W.O.T ANALYSIS

Strength:

i. Level of Services

At JW Marriott Kuala Lumpur, the levels of services delivered are specially crafted to

leave the memorable experience and impression to the guest. Associates are emphasized

on taking the guest for extra mile with the empowerment that provided by the

management. It shows how enthusiastic the management is in order to achieve maximum

guest satisfactions. Based on my reviews on the Internet, it shows that besides the hotels

room and restaurant, the level of services is the major reason why they are coming back

to the hotel.

ii. Brand

The JW Marriott brand is a household name, recognized by the whole world. Guest

know what type of product and services they will be having, thus make them patronizing

the hotel. JW Marriott stands for luxury, upscale services to cater anyone’s needs and

requirements. To be under the YTL Hotels also, has made the hotel well recognized with

the effort taken by the organization in order to make sure the JW Marriott Kuala Lumpur

is still the happening hotel in town.

iii. Positions

JW Marriott has established itself on a very comfortable position, with loyal guest all

over the world and business partners everywhere. It is the preferred venue for any VIP’s

or international events and accommodations, with a bright profile of services.

iv. Product

To be in the same complex with Starhill Gallery and The Ritz-Carlton Kuala Lumpur, JW

Marriott is truly a unique hotel with potpourri of products offered. From the accommodation,

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restaurants, services, gymnasium, award winning spa, banks, boutique, and clinics to a household

shop, there is nothing you cannot find in JW Marriott Kuala Lumpur.

Weakness:

i. Salary

Even though the management was efficient and supportive, but in terms of salary offered

to the associates is considered very low. By comparing it to the other five (5) star

establishments in Kuala Lumpur and the workloads that they are facing, the salary

offered is not worth it. It is simplest reason why the turnover of associates is rising

currently, and soon it will lead to lack of staffs and other major problem to the hotel.

Opportunity:

i. Location

Located at the heart of Kuala Lumpur Golden Triangle, it is the most happening place in

town with millions of crowds gathered here every day. Perfect with luxury style and

living, the location also easily accessible with various public transportations. Just a few

minutes away from Kuala Lumpur City Center, Pavilion, Lot 10, Sungei Wang and many

others tourist attraction contributed to its success.

ii. Product

The JW Marriott Kuala Lumpur is currently under one hundred percent (100%)

renovation, with the smallest detail taken care of. Expected to be fully ready by early next

year, Kuala Lumpur will witness the comeback of JW Marriott Kuala Lumpur as the

number one hotel in Malaysia.

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Threat:

i. Competitors

Bukit Bintang is too crowded with numbers of upscale hotels stands, and led to tight end

competition in the area. Every hotel is trying to penetrate every single opportunity, and in order

not only to survive but to stand out of the competition is far more difficult. With a few more

hotels coming to town such as Grand Hyatt Kuala Lumpur which currently under construction,

the competition is expected to rise.

ii. Brand

Even though JW Marriott brand is well recognized, but it is also harmful. Haunted by the JW

Marriott and The Ritz-Carlton Jakarta terrorist bombing disaster, the hotel is exposed to danger

at all time.

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CHAPTER II

Literature Review

Brown Barbara B. et al, 2003 studied the relationship between employee’s perceptions

of their immediate supervisors’ relations-oriented and task-oriented leadership behaviors

and different types of organizational commitment.

Allen’s (1997) Organizational Commitment Questionnaire was used to measure

organizational commitment among employees who worked for the city of Charlottesville,

Virginia. These employees were located in eight departments that varied in the area of

technical functioning, size and academic levels. Authors found that relations-oriented

leadership behaviors explained the greatest amount of variance in affective commitment,

somewhat less variance in normative commitment and no variance in continuance

commitment. The results for task-oriented leadership behaviors revealed the same pattern

of relationships with the different types of organizational commitment.

Clifford J. Mottaz, 1987 tried to find the relationship between individual characteristics,

work rewards, work satisfaction and organizational commitment among workers. It was

found by authors that work rewards and work satisfaction has a greater impact on

Commitment level of workers. Among Pakistani male and female workforce relationship

between work motivation, job satisfaction and organizational commitment was analyzed

by Smeenk et al, 2006. The study analyses that the general behavior of the private sector

employees towards work motivation and job satisfaction may build higher levels of

organizational commitment. In Downtown hotel, survey of employees revealed that there

is a relatively strong correlation between job satisfaction and organizational commitment

(Cote S., et al, 2003). Camp Scott D. in 1993 examined the effects of two types of

subjective measurement of the work environment, job satisfaction and organizational

commitment which are often thought to be related to turnover. The data for the study was

collected from subsample of 1991 Prison Social Climate Survey administered annually

since 1988 to employees of the Federal Bureau of Prisons. The analysis confirms that the

measures of organizational commitment exert an inverse relationship with turnover. The

effects of the measures of organizational commitment are also greater than that of job

satisfaction which actually turns out to be non-significant. Among Iranian employees,

22


survey has been conducted by Eslami Javad et al in 2012 to study the impact of job

satisfaction on organizational commitment of employees. Through regression analysis, it

was found that all the three factors of Job satisfaction (Promotions‚ Personal

relationships‚ and

Peter et al (2007) Favorable conditions of work) have positive and significant effects on

Organizational commitments. Lok investigated the relationships between employees’

commitment and its various antecedents, including employees’ perceptions of

organizational culture, subculture, leadership style and job satisfaction from the nurses of

seven large hospitals located in the Sydney metropolitan region. Authors found that

subculture had a greater influence on commitment than organizational culture. Also, task

oriented leadership has a greater impact on Commitment. Results also confirm positive

relationship between job satisfaction and commitment. Among managerial employees,

perceived organizational structure, process, climate and job satisfaction were found to be

the predictors of commitment (De Cotiis T A, 1987). Among hospital food service

supervisory and non-supervisory employees, influence of job characteristics and

organizational commitment on job satisfaction suggests that for supervisors, job

characteristics are related positively to organizational commitment and job satisfaction.

The commitment score was also found higher among older employees (Sneed J. et al,

1990). Degree of distributed leadership in secondary schools among teachers and teacher

leaders on job satisfaction and organizational commitment differs as it is found to be less

for job satisfaction and more for organizational commitment (Hulpia Hester et al, 2009).

Walumbwa Fred O et al, 2005 explored the nature of the relationship between

transformational leadership and two work-related attitudes namely organizational

commitment and job satisfaction, by comparing Kenya and the United States and found

that transformational leadership has a strong and positive effect on organizational

commitment and job satisfaction in both the cultures. Relationship between job

involvement, job satisfaction and organizational commitment of nurses was studied by

Knoop R. (1995) and found that involvement was not related to overall satisfaction but

only to two specific facets; satisfaction with work and promotion opportunities. It was

also found by the authors that the degree of relationship between overall and various

facets of satisfaction and commitment and also between involvement and commitment

was moderately high. Humborstad Sut I Wong et al, 2011examined the relationships

23


between joint work commitments, job satisfaction and job performance of lawyers

employed by private law firms in Israel.

Loi Raymond et al, 2006 examined the relationship among employees' justice

perceptions, perceived organizational support (POS), organizational commitment and

intention to leave among practicing solicitors in Hong Kong. Results showed that both

procedural and distributive justice contributed to the development of POS and POS

mediated their effects on organizational commitment and intention to leave. It was also

found that organizational commitment was negatively related to intention to leave. Also

working in a team, maintaining team social relations, effectiveness, opportunities to

participate and team structure are generally associated with an outcome of organizational

commitment and turnover intentions, however, these effects are fully or partially

mediated through perceptions of personal mastery, work overload, and job satisfaction

(Greenberg Edward S. et al, 2012).

(Nguni Samuel, et al, 2006) In Tanzania, effects of transactional and transformational

leadership were studied on teacher’s job satisfaction, organizational commitment and

organizational citizenship behavior. The study was conducted among primary school

teachers and it was found that transformational leadership dimensions have strong effects

on teachers' job satisfaction, organizational commitment, and organizational citizenship

behavior. Job satisfaction appears to be a mediator of the effects of transformational

leadership on teachers' organizational commitment and organizational citizenship

behavior. Organizational citizenship behavior of school teachers and principals can be

increased by trust, job satisfaction and organizational commitment (Zeinabadi

Hassanreza, et al, 2011). Moorman Robert H et al, 1993 conducted a study to measure the

relative contribution of perceptions of procedural justice toward predicting organizational

citizenship behavior (OCB) controlling for the effects of job satisfaction and

organizational commitment. Data was collected from a national cable television

company. Results indicated support for relationships between procedural justice and

commitment, satisfaction and OCB. Relationship between OCB, Job satisfaction and

Organizational commitment among blue-collar workers employed by a clothing

manufacturer in the southeastern United States shows that citizenship behavior of blue

collar workers are related to satisfaction with coworkers, satisfaction with supervision,

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and satisfaction with pay, but not satisfaction with opportunities for advancement,

satisfaction with the work itself and also with organizational commitment (Lowery

Christopher M et al, 2002). Commitment based HRM Practices have a positive impact on

Organizational Commitment of Korean employees (Lee Ki Yeong et al, 2010). In Nepal,

OCB and its impact on Organizational Commitment showed a positive relation between

OCB and affective and normative commitment. Continuance commitment was negatively

related to compliance and unrelated to altruism in Nepalese organizations (Thaneswor

Gautam et al, 2005).

Khan Muhammad Riaz in 2007 investigated the relationship between organizational

commitment and employee’s job performance in the oil and gas sector of Pakistan. The

Meyer and Allen (1997) scale was used. Employees of OGDCL, OMV and SNGPL

based in Islamabad were assessed. The tool used for measuring job performance has been

developed by Willams & Anderson. The results revealed a positive relationship between

organizational commitment and employee’s job performance. In the comparative analysis

of three dimensions of organizational commitment, normative commitment has a positive

and significant correlation with employee’s job performance in regard to other

dimensions. Also male employees perform better than female employees. Organizational

Commitment of managers in Singaporean Small Entrepreneurial Business helps in the

future growth and development of the Business. Among

Meyer’s and Allen three scales of Commitment, continuance commitment is largely

seen as negative factor for organizations performance. There is a strong relationship

between the emotional intelligence of the leader and employees’ affective commitment

among HR Professionals due to their unique position within the organization, interfacing

between leadership and employees (Brent William Stephens, 2007). Indian employees

are also committed to their Organizations because majority of employee’s shows

moderately high level of commitment, the second majority of them shows a high level of

commitment, while a very small number of them believed that they had only low level of

commitment to their organizations goal (Tilaye Kassahun, 2005). Among the Senior

Engineers and the Trainee Engineers group in BHEL, the impact of leadership behaviors

among the transformational and transactional leadership styles shows that respondents

had some significant impact on leadership style perception and organizational

25


commitment but salary did not seem to make a difference among the sample respondents

on their commitment level

(Senthamil Raja A.et al, 2004).Meyer’s and Allen’s approach of Organizational

Commitment with three dimensions: Affective commitment, continuance commitment

and normative commitment among IT Professionals in Turkey was studied by Dr.

Kırmızı Abdulkadir et al in 2009. Survey was conducted among IT Professionals working

in Turkish private banks. Authors have found that affective commitment is higher among

IT professionals in comparison to other types of commitment. Normative commitment is

at the lowest level. In retail banks, where dealing with customers require services from

employee’s shows that out of three different types of Employee Commitment namely

Internalized, Identification and Compliance Commitment, that findings were worrying

because employees show unexpected low level of internalized commitment (Durkin Mark

et al, 2009). Shore Harry McFarlane et al in 1989 studied the associations that job

satisfaction and organizational commitments have with the job performance and turnover

intentions among sample of bank tellers and hospital professionals. It was found that

organizational commitment was more strongly associated with turnover intentions than

job satisfaction for the tellers, but the results were not same for the hospital professionals.

Job satisfaction was related more strongly than organizational commitment with

supervisory ratings of performance in both the samples. Emery Charles R et al, 2007

examined the effect of transactional and transformational leadership on the organizational

commitment and job satisfaction with a sample of customer contact personnel in banking

and food store organizations.

Boohene Rosemond, et al in 2011 to assess whether GCGL’s human resource

management practices, particularly recruitment and selection, performance appraisal,

remuneration, training and development practices influence its performance. Responses

from employees reveal that there exists a positive relationship between effective

recruitment and selection practices, effective performance appraisal practices with

GCGL’s corporate performance. In Canadian Nursing homes, Rondeau Kent V. et al in

2001 conducted a research to study the impact of HRM Practices on the Performance of

their organizations in Canada. Authors found that simply introducing HRM practices or

26


programmes, in the absence of an appropriately supportive workplace climate, will be

insufficient to attain optimal organizational performance. Nursing homes taken by the

author in the sample implemented more 'progressive' HRM practices and reported that

workplace climate that strongly values employee participation, empowerment and

accountability tended to perceive with better performance.

Lambooij Mattijs et al (2007).HRM Practices not only increases the cooperative

behaviour of employees but it also increases the financial performance of companies, the

result is an analysis done from 10 organizations by Fortune 500 companies mainly

Hospitality Companies, including food-service firm, hotel chains and grocery and health

care organizations are showing their increased performance due to the introduction of

innovative and flexible HRM Practices by emphasizing the value of people, scheduling

flexibility, creative staffing practices, people-oriented training programs, transparent,

performance management policies and compensation policies (Hunkin Timothy R et al,

2010).

Abdullah Zaini et al in 2009 studied the impact of HRM practices on Malaysian private

companies performance. Response from managers suggests that training and

development, team work, compensation/incentives, HR planning, performance appraisal,

and employees security have positive and significant influence on business performance

with the exception for compensation/incentives and employees security. During the

financial crisis period of 2008-09 in Malaysia, HRM Practices show significant impact on

Financial Performance of Companies. The individual HRM practices that are

significantly related to business performance are result-oriented performance appraisals,

job descriptions, profit sharing and consistency of practices.

Stassen Marjorie Armstrong (2008) conducted a research in 25 countries to analyze

whether employers had strategies in place to retain their mature or aged employees.

Authors as well as The Conference Board of Canada noted that a great deal has been

written about what employers should do to deal with workforce aging, but evidence

documenting what Canadian employers are actually doing is rare.

Vanhala Mika et al in (2011) examined the effects of various HRM practices on the

27


impersonal dimensions of organizational trust among the employees working in ICT and

Forest industry in Finland. By structural equation modeling, authors analyzed that

employee trust in the whole organization is connected to perceptions of the fairness and

functioning of HRM practices. Such practices can therefore be used in order to build the

impersonal dimension of organizational trust.

Okpara John O. et al in 2008 examined the extent to which organizations in Nigeria use

various human resource management practices and the perceived challenges and

prospects of these practices. Authors have collected the data from 253 managers in

various sectors like Banks, Construction, Manufacturing, Oil, and Transportation. HRM

practices such as recruitment, selection, performance appraisal and training and

development were studied in all the above mentioned sectors. The findings of the study

reveal that HRM practices mainly training, recruitment, compensation, performance

appraisal and reward systems are followed in a planned manner.

Sumelius Jennie et al, (2008) studied the influence of internal and external social

networks on HRM capabilities in MNC subsidiaries in China. Authors distinguish

between technical and strategic HRM capabilities and focus on the capabilities of the HR

department relating to four HRM practices - recruitment and selection, training and

development, compensation and performance appraisal and collected the data from dual

respondents, general managers and HR managers from 66 European MNC subsidiaries

located in China. Authors found that contact with other MNCs in China regarding HRM

issues is positively associated with both technical and strategic HRM capabilities whereas

contact with local Chinese companies does not have any significant influence on either

strategic or technical HRM capabilities.

Kundu Subhash C et al in (2008) intended to assess the HR Practices in insurance

companies which includes two multinational with 7 branches and two Indian with 7

branches and the survey was conducted in the study. Data collected from employees

suggests that training and benefits were highly practiced in the insurance companies.

Performance appraisal, selection and socialization of employees and HR planning and

recruitment were moderately practiced. It was also found by the authors that there are

significant differences in extent to follow HRM Practices in Indian and Multinational

28


companies as Indian companies did not practice workforce diversity. Compensation

practices were found more competitive or performance based in Multinational insurance

companies than in Indian ones. Managers need to give fair and specific compensation to

commissioned sales employees and at the same time should promote team work among

them (Shipley Christopher J., et al, 2005)

Das Kallol et al in (2009) explored the association between deployment of customer

relationship management (CRM) best practices and loyalty of profitable customers in

Indian retail banking sector. Scheduled commercial banks in Surat city were taken in the

study. Response from bank managers namely branch managers/ senior managers/ chief

managers were analyzed and found that there is no perfect bank which has deployed all

the 29 CRM best practices to the fullest extent. The results indicate no strong association

between deployment of CRM best practices but loyalty levels of both high and medium

relationship, values the retail customers in scheduled commercial banks.

Impact of Training was studied by Karthikeyan K et al (2010) in Indian Banking

sector in Tiruchirappalli District of South India. Authors have taken both the public and

private sector banks in the study. It was found that Training Practices differ slightly in

Public and Private banks of South India, although employees are satisfied with practices

in both the sector and effectiveness of training can be assessed through employee’s

attitude towards training inputs, quality of training programmes and its application to

actual job. Khera Shikha N (2010) attempted to investigate the extent to which

Commercial Banks of India differ in respect to human resource management practices

and the key Human Resource Practices contributing to employee productivity from three

commercial banks of India. Author through Duncan mean test and correlation found that

in private sector bank, grievance redressal has come as highly significant contributor to

the employee productivity, in the foreign sector bank motivation along with training and

development and employee participation and in public sector quality of work life has

come as highly significant contributor to the employee productivity. It is also found that

more HR practices are in place, the more the bank employee are competent, satisfied with

the existing HR practices, the more the employees will have sufficient role clarity in their

job and have no intention to leave the organization. Insights of HRM Practices in

Ghanaian were studied by Adorkor Rachel Claudia, (2007). Author has taken Ghana

29


Commercial Bank (GCB) and Barclays Bank of Ghana Limited (BBGL) in the study.

GCB has initiated a Culture Change Programme aimed at empowering employees with

the requisite skills and motivation for work. BBGL has also implemented an individual

award system which is contrary to the collective system of awards found in Ghana.

Organizations in

(Ahmad Ashfaq et al, 2010). Ghana do reflect the current economic conditions in Ghana

but doesn’t limit their choice of practices. Findings suggest that there is a need of

research call for a reassessment of HR Practices in Ghana Banks. In Philippine banking

industry, HRM Practices like recruitment, selection, performance management, training,

compensation and employee relations shows significant positive relation with firm’s

financial performance (Racelis Aliza D., 2007). Dhruba Gautam K. et al (2007) studied

the nature of human resource management in publicly listed finance sector companies in

Nepal. Commercial banks and Insurance Companies in Nepal were taken in the study.

Authors found that the degree of integration of HR practice appears to be increasing

within this sector, but the same is dependent on the maturity of the organizations. The

devolvement of responsibility to line managers is at best partial and in the case of the

insurance companies, it is more out of necessity due to the absence of strong central

HRM practices of banks. Gelade Garry A et al in (2003) conducted research in UK retail

banks to examine the relationship between HRM and work climate on Organizational

performance and a mediating model has been introduced to find the relationship. It was

found that the effects of HRM practices on business performance are partially mediated

by work climate. In Kenya commercial banks also, strategic HRM Practices such as

recruitment and selection, training, performance appraisal and compensation are mainly

linked to key performance areas. Number of HRM Practices such as strategic weapons

for organization to remain competitive and poor communication between management

and labour, poor planning and poor job orientation are the main challenges in adoption of

strategic HRM Practices in Kenya commercial banks (Omondi George O. et al, 2011).

Banking Practices mainly performance appraisal, compensation system, selection and

recruitment in Islamic banking practices in Pakistan proved a successful experience in

growth and expansion of the banking sector esp. from Central bank to nationalized

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