Hilton Hotels: HRM Strategies, Cultural Impact, and Employment Models

This report provides a comprehensive analysis of Human Resource Management (HRM) practices at Hilton Hotels and Resorts. The introduction highlights the importance of HRM in driving revenue and profitability, emphasizing the need for effective strategies to ensure long-term sustainability. The main body of the report explores various aspects of HRM at Hilton, including how the company creates value through HR strategies, the impact of regional and national culture on HRM practices, and the employment model adopted by the organization. It also examines Hilton's approach to hiring and firing, considering the significance of local culture and HRM policies in international and transnational subsidiaries. Furthermore, the report benchmarks Hilton's practices against Storey's 27 points of difference between HRM and personnel management and discusses the differences in employment laws when international HRM changes local business systems. The report concludes with recommendations for improving HRM practices and ensuring organizational success, supported by relevant corporate examples and literature.

Individual assessment

Table of Contents
INTRODUCTION...........................................................................................................................1
MAIN BODY ..................................................................................................................................1
(A) How value can be created to the firm by using HR strategies..............................................1
(B) Impact of regional and national culture on the practice of HRM.........................................2
(C) Appropriate organisation's model of employment and sate the organisational levers used
by firm to create value ................................................................................................................3
( D ). Using Storey's 27 points of differences among HRM and Personnel management as
benchmark, stating what is being practices by the company in Asian/ African country............4
( E ) . While hiring and firing, do the company consider importance and significance of local
culture as well as HRM policies requires to be undertaken in general along with practices
needs to carry out HRM in international/transnational subsidiary..............................................4
(F) Difference in terms of employment laws when international HRM changes local business
systems........................................................................................................................................5
(G) Appropriate corporate example and literature to justify stand.............................................6
( H ) Recommendation ...............................................................................................................6
REFERENCES................................................................................................................................9

INTRODUCTION
Human resource is an essential aspect for an organisation which is major source of their
revenue generation and profitability. This makes entities to undertake best HRM strategies as
well as practices into consideration while conducting their process related to decision making.
This will allow entity to assure long term sustainability as well as profitability in respective
market. With the application of efficient HRM strategies organisation can not only satisfy job
needs of their employees but can also ensure higher productivity which in turn increases
company brand image in respective marketplace (Armstrong and Taylor, 2020). This makes
organisations to effectively focus upon strategies and practices of HRM as by making application
of strong and effective measures of HRM lead entity to ensure high growth, long term
sustainability, positive brand image in market and maximized productivity (Ahammad, Glaister
and Gomes, 2020). Present report has been conducted on Hilton Hotels and Resorts, entity
performs their business services in hospitality sector and was founded in the year 1919. Wide
range of high quality services and products is being offered by this organisation to customers that
makes it multinational organisation performing in operations at large parts of Asian/African
places.
In this report formative discussion has been conducted on the manner in which value can
be created by company with the assistance of HRM strategies. In addition to this, report also
include discussion upon national and regional culture impact upon HRM practices. Further in
this report personal management and HRM policies which is being practised by respective
company is also stated. Along with this, discussion in this report has also being made upon
significance and importance of HRM practices and local culture consideration by management.
Lastly this project include, difference in context to employment laws when international HRM
changes local business and formative recommendations through which entity can significantly
ensure high growth and maximised organisational performance.
MAIN BODY
(A) How value can be created to the firm by using HR strategies
Hilton hotels & resorts are operating their business operations in hospitality industry and
offers wide range of high quality services to their customers. As company is performing their
business activities worldwide it is essential for them to have strong workforce structure, as it the
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major source of revenue generation and customer satisfaction. Management of Hilton hotels &
resorts consider their employees as most important and valuable assets, this makes essential for
firm to create value by undertaking advantage of HR strategies (Bentley and Kehoe, 2020). It has
been evaluated by respective entity by linking their human resources with objectives and
strategic goals can significantly make improvement in performance of business can can further
develop organisation culture that foster flexibility, innovation and competitive advantage. Entity
by accepting strategic HRM functions as strategic partner in the process of formation and
implementation of company's strategies through HR activities like recruitment, selection, training
and rewarding personal and effectively develop and retain highly competent individuals by
ensuring business surplus thorough competency.
Further it has been evaluated that Hilton hotels & resorts can can undertake of two
approaches of strategic HRM in which they can link activities of human resource with
competency bases performance measures and can also link HRM activities with business profit
or surpluses. This will lead entity to effectively meet defined objectives and can also manage and
motivate human resource towards higher performance and competencies. Thus, as per according
to the evaluation it has been determined by by considering all the mentioned strategic HRM
practices Hilton hotels & resorts can effectively create value and can further treat their human
resource as an uniquely important element for sustained business success. Further this has been
determined that all these practices lead respective firm to effectively develop value and use their
workforce to gain more competitive advantages while utilizing their talent and expertise for
organisational objectives. In addition to this, Hilton hotels & resorts can also undertake
advantage of HR strategies in which they by developing formative plan can effectively manage
human resource by aligning them business activities. In this entity can develop positive value in
their organisational workplace structure by including performance appraisal, compensation and
development in their HR strategic plan. B07650, B23023
(B) Impact of regional and national culture on the practice of HRM
Cultural values are significant part of external factors that are having significant impact
or influence upon practice of HRM. It has been evaluated that regional and national culture
include elements like shared assumptions, beliefs, norms and value that are duly enclosed into
core of community or society (Prince, Prince and Kabst, 2020). Further according to the
evaluation this has been underlined that national and regional culture is having significant impact
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upon operations of business especially in MNCs like Hilton hotels & resorts and particularly
upon their soft organisational aspects like policies of HRM. Along with this regional and
national culture also impact upon entity different aspects like strategic decision making,
performance appraisal, leadership style, resource administration and more. As cultural beliefs
and values are forced upon company through social establishment (Wajeeh-ul-Husnain, Shen,
and Benson, 2020). Thus, it is essential for companies like Hilton hotels & resorts to effectively
acknowledge factors and elements that are prevailing in regional and national culture by
embracing its diversity. This will allow them to effectively overcome cultural barrier and further
lead them towards more growth and profitability.
This has been determined that, there are wide range of elements embodied in regional and
national culture which is highly diversified. In terms with national culture Hilton hotels & resorts
can focus upon Hofstede’s model of national cultural differences that states that differences
between the values, norms and beliefs of national cultures could be categorized into four
dimensions. This model can be applied within company HRM policies in related to leadership
style, regulations and compensation practices. In addition to this it has been determined that with
the increase in competition, globalisation and internationalisation of business it is essential for an
entity to consider different factors of regional and national culture in their decision making
process in order to gain more competitiveness (Adla, Gallego-Roquelaure and Calamel, 2019).
As human resource management policies are mainly dictated by national and local constraints
thus to ensure continuous growth it is essential for Hilton hotels & resorts to undertake use of
multi domestic strategy in order to ensure higher sales, better market shares and profit margins.
(C) Appropriate organisation's model of employment and sate the organisational levers used by
firm to create value
Employees plays essential roles in success and long term suitability of an organisation, as
they are major source of revenue generation company. With having highly skilled and talented
employees organisation can provide effective satisfaction to their customers that automatically
increases their loyalty towards organisation (Ruta and Sala, 2018). In terms with Hilton hotels &
resorts it has been evaluated that entity is undertaking use of The employment model, in which
they provide wide range of job opportunities and job training. Further it has been evaluated that
with the help of this model firm can provide social support services to their employees such as
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mental heath counselling, job coaches, physical therapy and more to increase their performance
level. In addition to this, it has been evaluated that with the application of this model into
organisational practices Hilton hotels & resorts can effectively generate more value (Pattanayak,
2020). This model will facilitate entity to generate value that will further allow them to have
access to more profitability and growth. Further this has been underlined that, by taking use of
best screening system respective organisation can clone their best employees by effectively
mapping their desirable qualities. Different types of training measures such as customer-service
training can not only increase performance of employees but can also serve customer with best
(Li, and Rees, 2020). Thus, as per according to the evaluation it has been evaluated that, Hilton
hotels & resorts by undertaking advantage of competitive employment model can assure
maximum competitive advancements.
While if it is talked about organisational levers that are being duly undertaken by firm to
create value, it has been stated that entity is taking advantage of price-based levers. This is one of
the most simplest form of value levers that mainly emphasise upon having best price for service
and product through aggressive competition. Thus, according to above mentioned discussion it
has been determined that Hilton hotels & resorts by implementing above mentioned employment
model into practices can ensure more growth and development can can further generate more
profitability and value.
( D ). Using Storey's 27 points of differences among HRM and Personnel management as
benchmark, stating what is being practices by the company in Asian/ African country
Storey's 27 points of differences between Personnel management and HRM is the model
that distinguishes aspects of human resource management and personnel management on they
basis certain dimensions (Pattanayak, 2020). Strategic aspects, line management, key levers as
well as beliefs and assumptions are some dimensions that states differences between the two. In
context to Hilton Hotels, personnel management and HRM policies both are being practices in
Asian/ African country because these both are concerned with managing employees. In the
company, policies or personnel management are being followed as it deals with employees,
employment laws addition to their payroll. It also emphasises towards administering people
through indirect communication, high standardisation, collective bargaining contracts,
regularising by training and facilities along with handling conflicts by reaching temporary truces.
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At same time, policies of HRM are also followed by the entity as they deals with
managing work force along with contributing to success of company. Moreover, HRM policies
are used for developing personnel management capabilities and skills. The main focus of the
policies is to build dynamic culture by nurturing managerial task, de-emphasising conflicts,
integrated initiates, fast decision making, direct communication, harmonising conditions,
managing labour with individual contract and wide ranging personnel as well as structural
strategies (Adla, Gallego-Roquelaure and Calamel, 2019).
In Hilton Hotels, HRM policies are used with behaviour referent of vision/mission,
unitarist nature of relations and transformational leadership. Likewise, personnel management is
followed to integrate selection, harmonise circumstances, division of labour, controlling access
to courses, carefully delineation of written contracts (Mariappanadar and Kramar, 2019). These
both policies assist the company to maintain all human resource and administrative systems,
forecasting needs of employees and adjusting systems through continuously monitoring
situations in African/ Asian country.
( E ) . While hiring and firing, do the company consider importance and significance of local
culture as well as HRM policies requires to be undertaken in general along with practices
needs to carry out HRM in international/transnational subsidiary
Hilton Hotel is a global brand in which large number of people work. At the time of
hiring and firing, managers considers importance together with significance of local culture as
people belonging to local culture have knowledge about rural communities addition to residents.
It provides an identify sense that facilitates common understanding, values, etc for improving
well being. In selection and termination, preferences to local culture assist managers to take
effective decision for the candidate and company (Ruta and Sala, 2018). Likewise, managers of
Hilton Hotel also undertakes HRM practices while hiring and firing employees. Some of
practices that are undertaken by managers of the company in hiring are recruitment and selection
so that talented people are placed at vacant positions. HRM practices brings human resources
and entities together for meeting all the recognised goals. Moreover, there are various practices
of human resource management that are taken by corporate managers in general at the time of
making hiring or firing related decisions.
Practices that HRM of Hilton needs to carry out in transnational/ international subsidiary
are compensation management, ongoing performance management and flexible work
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arrangement. Compensation management will assist in balancing budgetary requirement of entity
with needs to use competitive compensation for the purpose of attracting along with retaining
people. Moreover, ongoing performance management aids professionals to improve
organisational effectiveness. By using the practice, managers will be able to devise work
expectations, improve performances and rewarding talents in international subsidiary. By
carrying out flexible work arrangement, Hilton Hotel will be able to boost staff morale as well as
improve mental well being (Gabutti and Morandi, 2019).
(F) Difference in terms of employment laws when international HRM changes local business
systems
Employment laws plays important role in an organisation that facilitate entity to
undertake use of different types of practices and measures to manage their workforce effectively.
In addition to this, it has been evaluated that employment laws is an essential aspect that are
required to be effectively consider by an organisation especially when they are operating on
international platforms as with the help of this they can ensure their positive brand image along
with higher growth and profitability (Mamoun, Wafa and Hassan, 2020). According to the
evaluation it has been stated that there are are certain form of employment laws when
international HRM changes local business systems. In this most important employment laws is
related to workplace safety and health. In this it is essential for multinational organisation like
Hilton hotels & resorts to enforce and regulate their workers health and safety by considering
their overall health measures (Adla, Gallego-Roquelaure and Calamel, 2019). In addition to this,
entity is also required to consider compliance issues in which working hours, data protection,
harassment issues, discrimination, leave requirements, code of conduct, anti-bribery programs
and whistle-blowing and other essential measures are required to be consider by firm.
There is wide difference in between employment laws when international HRM changes
local business systems as in this company is required to change or upgrade their whole laws of
employment. Some of the certain laws of employment like new minimum wage requirements,
global integration of employment practices, global expansion of women's rights, expansion of
whistle-blower rights, data privacy are some of the employment laws that are required to be
effectively consider by entities like Hilton hotels & resorts in order to conduct their business
operations with more effectiveness (Chakrabarty, 2020). Thus, according to the above mentioned
analysis it has been determined that employment laws plays major contributor in growth and
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development of organisation. As by effectively adhering to these laws entity can effectively
conduct their business practices while assuring more growth and long term sustainability.
(G) Appropriate corporate example and literature to justify stand
It has been evaluated that employment laws are crucial aspect that are required to be
effectively adhere by an organisation by taking assistance of various strategies and measures in
their planning process. Internationalisation lead entity to make many significant addition in their
employment laws. According to the evaluation it has been stated that implementation of
employment laws such as workplace sexual harassment is one of the most important compliance
which is critical for employers now a days to be enforced (Edwards, Tregaskis and McDonnell,
2020). This has been identified that with the rise of #MeeToo movement that significantly
caused drastic change on whole business world. Further it has been evaluated that many states as
well as countries around the world passed legislation on workplace harassment including New
York and New York City.
( H ) Recommendation
Human resource management is defined as a practice in which HR manager engages in
the process of planning, organising, directing and controlling human resource of organisation in
order to achieve objectives of entity. Human resource is mainly concerned with development of
individual within company as to make significant increase in their performance for high growth
and sustainability. In context with present scenario, it has been recommended to Hilton hotels &
resorts that by undertaking use of effective organisational alignment with the help of
customizable organisation alignment tool they can effectively able to align teams, division and
employees with company key objectives (Mariappanadar and Kramar, 2019). It further help them
in decision making through which overall performance of entity can be maximised. In addition to
this, it has been also recommended to respective company to take use of transparency, with the
help of this they can provide employees with a transparent outlook that significantly increases
their performance. It also aid entity to enhance their overall level of performance at great extent.
Constant appreciation is also being recommended to be provided by Hilton hotels & resorts, as
this plays important role through which company can see significant boost in performance of
employees. Flexible working hours also plays major role in creativity and hard work of
employees towards company. Further entity is duly recommended to undertake regular feedback
from their employees and stakeholders, for this they can take use of 360-review module.
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Efficient training management also plays essential role that are recommended to company to use.
Thus, by considering all these HRM practices recommendations into consideration Hilton hotels
& resorts can see dramatic improvement in their level of performance through which entity can
assure more growth and profitability.
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REFERENCES
Books and Journals
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practice. Kogan Page Publishers.
Ahammad, M.F., Glaister, K.W. and Gomes, E., 2020. Strategic agility and human resource
management. Human Resource Management Review, 30(1), p.100700.
Chakrabarty, S., 2020. Value creation in industrial clusters: the strategic nature of relationships
with stakeholders and the policy environment. Journal of Strategy and Management.
Bentley, F.S. and Kehoe, R.R., 2020. Give Them Some Slack—They’re Trying to Change! The
Benefits of Excess Cash, Excess Employees, and Increased Human Capital in the
Strategic Change Context. Academy of Management Journal, 63(1), pp.181-204.
Mamoun, Y., Wafa, S.A. and Hassan, R.A., 2020. THE IMPACT OF HR STRATEGY ON
KNOWLEDGE CAPABILITY IN THE MALAYSIAN ELECTRICAL AND
ELECTRONICS FIRMS. Journal of the Asian Academy of Applied Business (JAAAB),
pp.31-31.
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Li, S. and Rees, C.J., 2020. Determinants of the formalization of human resource management
practices: An empirical study in SMEs in eastern and western China. Journal of Small
Business Management, pp.1-21.
Moore, F., 2020. Multiple interpretations of “national culture” and the implications for
International business: The case of Taiwan. Journal of World Business, 55(5), p.101128.
Tiwari, G., 2020. Cross Cultural HR Practices Impact in Indian Context. Available at SSRN
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system perspective. The International Journal of Human Resource
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Triantafillidou, E., 2020. INTERNATIONAL COMPETITIVE STRATEGIES AND HUMAN
RESOURCES MANAGEMENT: EMERGING ISSUES AND
CHALLENGES. European Journal of Human Resource Management Studies.
Edwards, T., Tregaskis, O. and McDonnell, A., 2020. Towards an understanding of
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Adla, L., Gallego-Roquelaure, V. and Calamel, L., 2019. Human resource management and
innovation in SMEs. Personnel Review.
Gabutti, I. and Morandi, F., 2019. HRM practices and organizational change: Evidence from
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Pattanayak, B., 2020. Human resource management. PHI Learning Pvt. Ltd..
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Organizations (pp. 145-182). Palgrave Macmillan, Cham.
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