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 dinings 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;

J.W.MARRIOT CHAIN OF HOTLES

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

J.W.MARRIOT CHAIN OF HOTLES

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

J.W.MARRIOT CHAIN OF HOTLES

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,
th

there are 450 stores and shopping experience like that of New York 5 avenue and Tokyos

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.

J.W.MARRIOT CHAIN OF HOTLES

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

th

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

world.On the 24 Floor is the JW Lounge, an executive lounge for invited House Guest
only in exampleRepeated Guests and Very Important Persons (VIP). What is interesting
th

with the hotel is there is no 13 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
th

th

th

th

th

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

Room Type

No of Rooms

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++

VISION,MISSION, VALUE STATEMENT

MARRIOTT VISION
5

Published Rate

J.W.MARRIOT CHAIN OF HOTLES

st

To Be the World 1 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.

J.W.MARRIOT CHAIN OF HOTLES

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 Malaysias and the worlds 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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J.W.MARRIOT CHAIN OF HOTLES

THE JW MARRIOTT KUALA LUMPUR MANAGEMENT TEAM
Name
President YTL Hotels
Vice President of YTL Hotels
General Manager
Hotel Manager
Executive VP Operation / Sales
Director of Sales (Travel/Industry)
Director of Sales (Travel/Industry)
Director of Sales (Corporate)
Director of Sales (Corporate)
Director of Sales (Corporate)
Director of Sales (Australia)
Executive VP of Marketing & Strategy
Director of Public Relation
Director of Brand Communication
Vice President of Finance
Financial Controller
Credit Controller
Purchasing Manager
Executive Assistant Manager (F&B)
Shanghai Restaurant Manager
Chef De'Hote
Chief Steward
Starhill Lounge and JW Lounge Manager
Shook Restaurant Manager
Banquet Manager
Rooms Manager:
Reservation Manager
Customer Service Manager
Assistant Front Office Manager
Housekeeping Manager
Housekeeper
Assistant Housekeeping Manager (Public Area)
Laundry Manager
Vice President of Spa Division
Starhill Spa Manager
Vice President of Human Resources & Learning
Human Resources Manager
Training Manager
Maintenance Manager
Loss Prevention Manager
Director of IT and Business Development
IT Manager

Position
Mr James Mc Bride
Joseph Yeoh Keong Shya
Mr Mahmoud Skaf
Mr Justin Lee
Mr Carl Kono
Ms Cheryl Loo
Mr Jeffery Bruyns
Ms Steffany Boak
Mr Eddie Phuah
Ms Debbie Ng Siew Yoke
Mr Gopalan Menon
Mr Edwin Yeoh
Ms Tracy Khee
Ms Serena Tog
Sandra Widjaja
Ms Mawar Idris
Ms Ghee Yoke Mei
Ms Kimberly Long
Madam Idy Lee
Ms Alicia Chan
Mr Zaffar B. Abdul Samad
Mr Nilamegan
Ms Rohaya
Mr Steven Ooi
Mr Khosim Bin Sapie
Ms Ashley Lai
Ms Radhika A/P Ramakrishnan
Ms Jane Lee
Ms Aya Kaneko
Mr Melvin Foo
Ms Serena Chau
Ms Tika
Mr Jeff Gan
Ms Chik Lai Ping
Ms Helen Phang
Nancy Teoh
Mr Vernon C. Fernandez
Ms Marina Rahim
Mr Puah Aik Kee
Mr Sivakumar
Mohd Zuhannes Dzulkifli
Mr Edward Ling

J.W.MARRIOT CHAIN OF HOTLES

J.W.MARRIOT CHAIN OF HOTLES

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 hotels transaction, work closely with all the revenuegenerate department in the hotel. It ensures that all transaction is count into order which in the
end of the day will contribute to the hotels 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
Department under a roof, the department is in charge any needs of foods, conference and
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J.W.MARRIOT CHAIN OF HOTLES

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 hotels 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 hotels 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
FOOD AND BEVERAGE DEPARTMENT
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J.W.MARRIOT CHAIN OF HOTLES

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.

Setup
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J.W.MARRIOT CHAIN OF HOTLES

Banquet servers can be expected to set up tables and chairs. Included in the setup are placing
tablecloths, china, silverware, napkins and table dcor 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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J.W.MARRIOT CHAIN OF HOTLES

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
All the BEO will have confirmed attendance, and I as a Banquet Server have to check with the
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J.W.MARRIOT CHAIN OF HOTLES

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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J.W.MARRIOT CHAIN OF HOTLES

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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J.W.MARRIOT CHAIN OF HOTLES

Senior Sales Account Manager

(1 person)
Sales Account Assistant
(1 person)
Sales Account Director
(6 persons)

Sales Account Manager

(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 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:
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J.W.MARRIOT CHAIN OF HOTLES

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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J.W.MARRIOT CHAIN OF HOTLES

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 anyones 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 VIPs
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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J.W.MARRIOT CHAIN OF HOTLES

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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J.W.MARRIOT CHAIN OF HOTLES

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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J.W.MARRIOT CHAIN OF HOTLES

CHAPTER II
Literature Review
Brown Barbara B. et al, 2003 studied the relationship between employees perceptions of their
immediate supervisors relations-oriented and task-oriented leadership behaviors and different
types of organizational commitment.

Allens (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, 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
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J.W.MARRIOT CHAIN OF HOTLES

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 workrelated 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 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 teachers 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,
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J.W.MARRIOT CHAIN OF HOTLES

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, 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 employees 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
employees job performance. In the comparative analysis of three dimensions of organizational
commitment, normative commitment has a positive and significant correlation with employees
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

Meyers 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 employees 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
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J.W.MARRIOT CHAIN OF HOTLES

impact of leadership behaviors among the transformational and transactional leadership styles
shows that respondents had some significant impact on leadership style perception and
organizational commitment but salary did not seem to make a difference among the sample
respondents on their commitment level

(Senthamil Raja A.et al, 2004).Meyers and Allens approach of Organizational Commitment
with three dimensions: Affective commitment, continuance commitment and normative
commitment among IT Professionals in Turkey was studied by Dr.

Krmz 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 employees
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 GCGLs 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 GCGLs 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 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.

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J.W.MARRIOT CHAIN OF HOTLES

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, peopleoriented 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 resultoriented 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 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.
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J.W.MARRIOT CHAIN OF HOTLES

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 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 employees 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
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J.W.MARRIOT CHAIN OF HOTLES

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 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
doesnt 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 firms 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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