A Case Study on Employee Engagement: Marriott International, Inc.

Bethesda, Maryland is the headquarters of Marriott International Incorporate. This unique organization transpired from a root beer stand in 1927 into a world-renowned hospitality hotel chain in 1957. Information provided will focus on the evolution of the root beer stand into the Marriott International Incorporate vast hospitality empire. Today, the Marriott hospitality industry has 5,756 hotels with 30 brands in 118 countries with 1.1 million rooms. Additionally, the Marriott generated $14 billion in revenue during 2016 and had over 85 million combined loyalty members between the Marriott and Starwood Preferred Guest reward programs. Furthermore, Marriott partnered with Universal Music Group to bring their rewards member’s additional

Have you ever worked for a company where you felt you had no voice? Perhaps you didn’t feel valued, which ultimately led to your leaving the organization. Employees have needs and there are consequences if those needs aren’t met. Although important, it goes beyond salary and benefits. Employees have voices and want to make a difference in their organizations. Machine operators want to be more than just button pushers and human resource professionals, more than paper pushers. Regardless of the role, employees want to feel valued. It is important for leaders to make their organization a great place to work by encouraging their employees to voice their opinions, thus allowing great ideas to flow and be heard, and then

A key factor of an organization is its employees. Human resource professionals are facing problems in retaining employees for long period in attaining organization growth and success. HR professionals are in search of secrets on ‘what’ and ‘how’ to make employees commit themselves to their work and organization mentally, physically and emotionally in achieving long term goals. ‘Engaged” is the term, used when employees dedicate themselves mentally, physically and emotionally to their work and organization in achieving long term goals. Engaged employees are assets to an organization.

Access to Medicare services to the implementation of Affordable Care Act, commonly called Obamacare, some say that some will have difficulty finding doctors to accept new Medicare patients and to think that the service provided to Medicare beneficiaries will decline is also a myth. Looking at the findings from the 2011 Medicare Current Beneficiary Survey Access to Care research files, one can see the care given to Medicare beneficiaries. In 2011, 96.7 percent of surveyed Medicare beneficiaries claimed that they were satisfied with the quality of care given, which is an increase from 95.1 percent, just ten years ago (CMS, 2012). Giving their doctors good to excellent ratings for the services they provided to them while in their care. These beneficiaries are those who have private health insurance and also expect access to healthcare when Obamacare is implemented next year. But Medicare is gearing up to keep with the coming changes with plans to help beneficiaries. First thing beneficiaries should know is that Medicare is protected, so beneficiaries have the same coverage they had this year, regardless if it’s traditional Medicare or Medicare Advantage Plan. Medicare now covers certain preventive services, like mammograms or colonoscopies, without charging you for the Part B coinsurance or deductible, to include free wellness visits (Medicare, 2013). This is not the only good news; Obamacare ensures Medicare protection for another 12-year through 2029. Doctors will see more support from CMS programs through new initiatives and resources to support care coordination (Medicare,

Medicare are getting people more improved and secured benefits every year, and Medicare’s long-term sustainability is stronger as a result of performances, new tools, resources to lessens waste and fraudulence, and a decrease growth in Medicare costs. These significant changes will produce savings for the taxpayers and help to prolong the life of the Medicare Hospital Insurance Trust Fund. These changes will also assist people with Medicare by keeping their premiums and cost sharing lesser than under the law before. , Medicare beneficiaries under the Affordable Care Act will enjoy improved quality care, better access to care, and a more innovative care delivery system that will improve outcomes and reduce

Marriott is renowned for its elegant and comfortable hotels and resorts. The company caters to a targeted customer base, ranging from the frequent corporate business traveler to the family enjoying their occasional weekend get-away. Marriott has continued its rise in the lodging, contract services, and restaurant industries. The company continuously strives to meet the needs and wants of its customers while strategically maneuvering the rigors of today’s competitive and ever-evolving market of glamorous destinations and convenient services. In order to remain relevant in a highly-competitive environment, Marriott must strike that successful balance of minimizing costs, and gaining and effectively

Other programs under DM that have shown to be beneficial to both the members and the health plans are, shared decision-making programs and medical informatics. PPOs, HMOs and CDHPs have preventive services programs being implemented. Preventive services include services such as: immunizations, mammograms, physicals, and counseling. An independent study on an indemnity plan that had prenatal preventive services showed that members who enrolled into this program had an average of $3200 less per delivery than those who had not (p.194). Health risk appraisals are a program geared to obtain information from members regarding activities or behaviors that can affect their health status (Kongstvedt, 2007,p.193). When the health plan obtains this information it

The following research paper describes in detail the relevance of employee engagement to a healthcare provider. Engagement of employees is often an overlooked area of focus as hospitals look for ways to improve processes and reduce operating expenses. Healthcare is somewhat unique in that cost to the customer is not the main economic force driving patients to the various hospitals or healthcare providers. The focus of the following is to examine the importance of employee engagement hospital wide. There are factors that lead a prospective patient to choose one healthcare provider over another, assuming choices exist. When discussing engagement, emotions can play a

The conference offers workshops that will clarify changes in the new Medicare policies as well as provide information detailing the supplemental insurance policies available to patients. This training offers a wonderful benefit to North Shore because when all care coordinators are educated about the new Medicare policies and can calculate the correct supplemental insurance plans for each patient, coordinators can recover treatment costs for the clinic. While the total cost to attend this conference is $18,000, this amount pales in comparison to the treatment costs that will be recovered due to the education of the clinic’s patient coordinators. Knowledge of the Medicare changes can help coordinators recover, for the clinic, up to or exceeding $50,000, per patient, in some cases. Therefore this one time cost will reap large returns down the

In fact, one of the biggest struggles of DM programs is that they need to ensure that their care model fosters patient provider relationship, and they should clearly define the patient population so that results can be replicated; therefore, avoiding healthcare disparities in the delivery of disease management programs ( Faxon et al, 2004). More so, in an article by Faxon (2004), he states that future challenges for DM programs revolve around reimbursement policy designs and integration of DM in the public. I am not clear whether this has occurred in the past ten years. However, it is obvious that disease management emerged as a potential strategy to enhance the quality of care received by patients suffering from one or more chronic conditions, and to improve the efficiency of the delivery of healthcare services by maintaining or improving quality while reducing costs (Faxon et al, 2004). However, I consider that in order to make this sustainable, disease management companies should try not to make the same marketing mistake than MCOs did. In fact I completely agree with Faxon et al (2004) when they state that evaluations of disease management programs should not be based solely on their ability to reduce healthcare expenditures. More so, the best way to obtain complete buy in for this program is to focus on quality of care and patient outcomes;

By partnering with Providers and implementing Payment Innovation Models, Anthem as part of its Enhance Personal Health Care Program is empowering them with tools, information, resources and choices. This allows the providers to focus on the most important aspect– “overall health of the patients”.

According to the United State’s Centers for Disease Control report in 2003, 86% of Americans over 65 have one cardiovascular disease, arthritis, asthma, cancer, chronic pulmonary disease or diabetes and the cost for treatment of these will create a drain on an already taxed health care insurance agency (Implications for Health….Workers, 2003). Although the government has attempted to curb the cost of health care with The Tax Equinity and Fiscal Responsibility Act, The Prospective Payment System, HMOs and DRGs they were not able to demonstrate a high rate of return that has been associated with bundling of payments, pay-for-performance and shared savings programs (Williams & Torrens, 2010). In addition, as the population ages and requires additional services, the need to adjust physician reimbursement model will have to accommodate the new trend. In the 1990, physician services reached a high of 23 percent of Medicare spending and in 1992 Medicare initiated a resource based relative-value scale were implemented to adjust for geographic cost/price variations but CMS is now moving toward pay-for-performance to link the patients overall healthcare to outcomes (Williams & Torrens,

In the article “Ten Strategies To Lower Costs, Improve Quality, And Engage Patients: The View From Leading Health System CEOs” discusses the results following the implantation of strategies that aim to decrease the cost of care and increase its quality to satisfy both patients and health care organizations. The authors in order- as listed in article- are: Delos M. Cosgrove, Michael Fisher, Patricia Gabow, Gary Gottlieb, George C. Halvorson, Brent C. James, Gary S. Kaplan, Jonathan B. Perlin, Robert Petzel, Glenn D. Steele and John S. Toussaint. The authors are executives of several leading health care delivery institutions which include: Cleveland Clinic, Cincinnati Children’s Hospital Medical Center, Denver Health and Hospital Authority, Partners HealthCare, Kaiser Permanente (which is the

While, Marriott International Inc. has hotels in nearly 90 countries, and 19 different brands; As well as a reward program with nearly 55 million members all over the world, and is still expanding. In Marriott International’s 2015 annual report, is a message to the shareholders. In its message the company’s future growth is stressed. In fact, Starwood Hotels & Resorts Worldwide are acquisitions of Marriott International and are currently being incorporated. Additionally, Hotels in Africa, Asia, Europe, and the U.S. are currently under new development or renovation; although, 77% of Marriott International’s rooms were in North America at the end of 2015 (as can be seen in figure 2 on page 7). Also, the company expressed its concerns on environmental sustainability, and its goals to become more environmentally conscientious. Furthermore, technological improvements thru ought the many hotels, and reward’s program were discussed. Such as virtual reality room service, improved Wi-Fi, mobile check in, and Apple Pay. This message gave shareholders information on the company’s financial standing, and ultimately a guide on how the company plans to boost revenue by appealing to customer wants and needs.

The CCRC projects set an example of the industry and displayed innovation, social responsibly, and leadership. Other departments in which Hyatt emphasizes leadership are human resources and the management style that is practices on a global scare. Hyatt is proud to encourage, coach, and nurture employees via empowerment. “...Future leaders need to listen, have clarity of purpose, and be authentic”, Mark Hoplamazian, the CEO of Hyatt Hotels, tells Wharton Magazine, “One key essential element in being in a position to lead is being a great listener, and applying yourself to it in a very sincere way” (Wharton, 2012).