论文代写：万豪核心原则

万豪的核心原则是整合其多元化的员工队伍，同时保持其多样性的完整，最大的优势是利用其内部核心原则，让员工快乐、参与、参与和始终属于自己。万豪了解并接受了一个全球性的新兴品牌，就像它本身一样，拥有一个来自不同文化的全球多样化客户，需要一个强大的多元化过程(Madera和Kapoor,2011)。万豪已提前了解了这一新兴问题，并注意到其在亚洲面临的挑战，并将其与打造多元化员工队伍、保持其福祉和个人重要性的核心战略整合在一起。然而，它意识到，每个员工在文化上都有不同的需求和担忧。例如，在全球金融危机(DuBois,2013)中，万豪在没有资格的情况下，为所有员工提供了全额保险。万豪多元化拓展业务，包括偏远地区的当地居民，给他们提供就业机会，并教他们酒店的核心价值。它还扩大了其在每家酒店的员工多样化战略，这有助于它在其他品牌上获得更多的权力，因为员工说不同的语言，并设法跟上不同文化背景的客人是一个重要的要求。

论文代写：万豪核心原则

Marriott’s core principle of integrating its diverse workforce and at the same time keeping its diversity intact as its biggest strength was implemented by utilizing its internal core principle of keeping the employees happy, involved, engaged and always belonged. Marriot understood and accepted that for a globally emerging brand like itself, and with a globally diverse customer coming from varied culture, there requires a strong diversification process (Madera and Kapoor, 2011). Marriott, having understood the emerging issue in advance, took note of its challenges in Asia and integrated it with its core strategy of building a diverse workforce and maintaining their well-being and personal importance. It realized that every employee, however, different culturally, have similar needs and worries. For example, Marriott qualified all its employees for full term insurance when they were not eligible in many occasions due to the global financial crisis (DuBois, 2013). Marriott diversified its outreach to include local residents in distant properties, giving them employment and teaching them the core values of the hotel. It also amplified its strategy of diversifying its workforce in each hotel, which helped it to gain more power over other brands, because employees speaking different languages and managing to keep up with culturally diverse guests were an important requirement.