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Human Resource Management of Hilton Hotels Corporation

Human Resource Management of Hilton Hotels Corporation

Discuss Human Resource Management of Hilton Hotels Corporation within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; Hilton Worldwide (formerly, Hilton Hotels Corporation) is a global hospitality company. It is owned by the Blackstone Group, a private ...

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Netra Shetty
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Human Resource Management of Hilton Hotels Corporation - January 27th, 2011

Hilton Worldwide (formerly, Hilton Hotels Corporation) is a global hospitality company. It is owned by the Blackstone Group, a private equity firm. As of November 2010 Hilton brands encompass over 3,600 hotels with 600,000 rooms in 82 countries.[1] Hilton is ranked as the 36th largest private company in the United States by Forbes.[2]

The company owns, manages or franchises a portfolio of brands, including Hilton Hotels & Resorts, Conrad Hotels, Doubletree, Embassy Suites Hotels, Hampton Inn, Hampton Inn & Suites, Hilton Garden Inn, Hilton Grand Vacations Company, Homewood Suites by Hilton, Home2 Suites by Hilton and The Waldorf-Astoria Collection.

It was founded by Conrad Hilton in Cisco, Texas and was headquartered in Beverly Hills, California from 1969 until 2009. The company moved to Tysons Corner, unincorporated Fairfax County, Virginia, near McLean in August 2009



HRM practices approach of strong humanitarian ground having become embedded in the HRM process and management in Kuwait towards these organizations as they were foreign-owned/joint ventures and have numbers of employees in Kuwait region and are in high technology business operation sectors. The report reveals that the following HRM practices are in place in Kuwait organizations: recruitment and selection, training and development, performance appraisal and other underlying practices

Training and development activities were found to be dominant functions for these Kuwaiti organizations as most of the people trained get the requisite skills and the stability of the workforce is critical to sustaining HR practice advantage. That, training, socialization and other practices have a positive impact on these Kuwaiti organizational performance over the known structure of the HR functions also, that the training practices for the organizations can be considered an element in interim stage of attaining advantage (Budhwar and Mellahi, 2006).



CONCLUSION

It can be concluded that, Kuwait in terms of dealing to HRM practice as such that discusses about selection, training and development down to career development do help improve Kuwait in lieu to business performance including employee productivity and firm’s flexibility. However, such HRM system does not gradually influence business performance and the value of known culture practices is essential to manifest. Therefore, through recognizing certain Western HRM practices together into Kuwait organizations will have strong influence on operations and to certain business within the strategic alliances that if there adopts to appropriate HRM practices and improve business value and avoid an alarming issues of the field. The Kuwait organizations are allowing Anglo-American HR practices to come into the business picture as the one good reason for this can be there outcomes for the management practices in organizations becoming similar due to the influence of globalization and Western management theories and practices that dominate Kuwait human management practices. Another reason for the similarity could be because the respondents work in organizations where Western management practices, including HRM practices, are primarily used. The key to the future of Kuwaiti’s HRM is working with line managers, top management, government agencies and all stakeholders, to root out corruption, nepotism and favoritism, to invest in technology, engage in ongoing training and development and above all formulate realistic and meaningful productivity improvement programs that will boost employee morale, confidence and gain the trust of management. Therefore, the analysis indicate that significant factors associated with Kuwaiti organizations successfully adopting HRM practices are foreign ownership and there might have more progressive HR practices: for example, in newly established marketing offices there would be no existing practices to overcome; most are multinationals with strong parent company cultures and continue to resist failed HR practices, the more Kuwait organizations will ever get better cup of HR practice influenced by Western activities.


There can be presence of joint ventures and strategic alliances in Kuwait that are being managed by Westerners to ensure that the company will retain its identity even in a foreign land. However, those managers usually face the problem of organization structure of the business domain. One of the key characteristics of the Kuwait organization is the interrelationship between HRM practice of principles as the Kuwait organization grows, the real challenge is to maintain its HRM to be focused and flexibility driven In order to move from better HR management to useful work environment that is without any significant loss of business loyalty and HR responsibility following Western practices.
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