Ritz-Carlton's Human Resource Management Practices and Work Culture: The Foundation of an Exceptional Service Organization |
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» Human Resource and Organization Behavior Case Studies Please note: This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source. |
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"We believe that to create pride and joy in the workplace, you must involve the employees. And you create that pride and joy by making employees feel like they are a part of the Ritz-Carlton. We're here to provide service, but we're not servants. We're professionals in our field. Everything happens because the employees are so committed." - Theo Gilbert-Jamison, Vice President of Leadership Development at the Ritz-Carlton, in 2001 1 "It's [Ritz Carlton's culture] definitely a little cult-like. But that stuff stays behind the scenes. Travelers just know they're getting great service." - Laura Begley, Style Director at Travel + Leisure magazine, in 2004 2 Ritz-Carlton Tops in Training
The company cultivated its reputation carefully, referring to its employees as 'ladies and gentlemen,' and training them to provide high quality service conforming to the precise specifications and standards laid out in the Ritz-Carlton Gold Standards.
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1] "The Ritz-Carlton Company: How It Became a 'Legend' in Service," Corporate University Review, January/February 2001. |
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