PERFORMANCE MANAGEMENT IN HILTON WORLDWIDE HOLDINGS

                                              Hilton Worldwide Holdings

Hilton Hotels Corporation, is an American multinational hospitality company that manages and franchises a broad portfolio of hotels and resorts. Founded by Conrad Hilton in May 1919, the corporation is now led by Christopher J. Nassetta.

Hilton is headquartered in Tyson’s Corner, Virginia. As of March 31, 2019, its portfolio includes 5,757 properties (including timeshare properties) with 923,110 rooms in 113 countries and territories, including 689 that are managed and 4,947 that are franchised, with the combined managed and franchised properties having a total of 893,494 rooms, in addition to 68 that are owned or leased (including 59 that are wholly owned or leased, one owned by a consolidated non-wholly owned entity, two that are leased by consolidated variable interest entities (VIEs) and six that are owned or leased by unconsolidated affiliates^[2].^[3] Prior to their December 2013 IPO, Hilton was ranked as the 36th largest privately held company in the United States by Forbes.^[4]

Hilton was founded by Conrad Hilton in Cisco, Texas, in 1919 and had its headquarters in Beverly Hills, California, from 1969 until 2009. In August 2009, the company moved to Tysons Corner, unincorporated Fairfax County, Virginia, near McLean.

Hilton’s performance management model:

                                        As for the Hilton hotel among the enterprise performance management models, it has the typical representation of United States performance management. Hilton’s performance appraisal system is the most important management classic representative from generic performance management system, performance management; the implementation process can be seen from the world's top multinational corporation’s performance excellence households in the show. Hilton’s performance management is a systematic project (inspectors, performance assessment, performance management system designed from six yards of management, career development, and other supporting staffs of the perfect system, the letter to sleep, the timely feedback).

                                        Hilton also stresses that with the company's values, management and the active participation of the general staff, such as the good performance of the operating environment create, which are included in the company's performance management system of the Hilton hotel-performance visions and is zoned for the development of performance management is the foundation of the goals. The subject must be developed in line with the principle that is clear, measurable, achievable and realistic. The personnel department has agreed to maintain the basis of the repeated communication with the staff weighed on the development of performance plans implemented on the basis of performance assessment.

Hilton’s performance assessment and evaluation process for the annual year-end appraisal. In the performance appraisal process and the timely implementation of the scheme's performance counseling, so that the poor performance of staff have a good chance to improve, a timely reminder to help correct to facilitate the achievement of performance targets, but also for the year-end appraisal accumulated data. The year-end assessment of the corporate performance assessment links most important aspect of their assessment, mainly through self-identification, based on the two evaluation processes to implement.

The first is the self-evaluation of the staffs, mainly through personal to fill a whole year of  work experiences and qualifications to completed records, followed by the manager of evaluation, staff personal information manager on the basis of self-evaluation, the staff filled out a records of performance assessment, managers must complete the identification of communication with staff, the unanimous opinion. If managers and employees have different views, we must have sufficient reasons to convince the other side. If the manager have different views for the evaluation results, employees can communicate with the manager. However, frankly to say if employees can convince managers, managers can amend their previous evaluations. If the two sides can not be reached, it will be to deal with a higher manager. In the mutual communication and exchange, we must use facts to prove their point of view, and we can not imagine any reason.

The results of performance assessment will also affect the implementation of corporate performance results. The Hilton’s assessment results not only in staff salaries and related performance results also used in staff training, promotion, and changing the position, and other fields, with staff career development are closely linked. The Hilton’s performance results of the processing management are divided into following four types:

As for the management of personnel, as well as the evaluation of soft factors, it has been the difficulty of performance management. Hilton hotel will start gave management personnel, leading officers to establish a code of conduct, code of conduct is open to the public. Based on these management staff code of conduct, control their behavior, we can clearly understand and know what areas we have done well, there is a gap between what. Staffs can also act in accordance with criteria to evaluate the management effectiveness of management staff. As for the staff of the corporate culture identity, values, and so the examination of soft factors, Hilton’s approach is to work in advance, the first to be informed of the Hilton values, and values and then there will be relevant training, the staff of the values sentiment will continue to be strengthened, and then use occurred in the company's staff to explain the facts of the values in every assessment is also a conclusion must be proved by facts, and never figment of the imagination, make a reasonable assessment, scientific and feasible .

Strategies for Hilton’ performance management in China:

                                          After entering the 21st century, the globalization of the world economy and the knowledge economy have two major characteristics of the rapidly growing wave in the world economy, the cross-border business has become all the only way for Hilton to develop. Multinational human resources management staffs have begun to focus on the development of the basis of this sign for the development of enterprises. Therefore, in order to promote staff, improve organizational performance and achieve common development, the enterprises and employees pay attention to the performance management in the new human resources management issues.

                                         The rapid development of performance management produced in the 1980s based on the theory and practice abroad, has achieved considerable results. However, in China, research on performance management start in the late 20th century until the late 1990s began to be heard. As the theory in the Western culture-specific management, performance management, because of different values, leadership model, and personal needs difference, and performance management of multinational companies face a complex environment, the company has make a problem of human resources management. The managers of transnational corporation’s performance management give entire consideration to multinational corporation’s special environmental factors.

                                         Through the survey and analysis of factors related to multinational companies have human resources management and performance management status of first-hand information, and profoundly analyse the outstanding performance management mode of operation of transnational corporations, to identify the problems, identify gaps and, based on this, carefully draw performance management of the system. The multinational companies are seeking an effective performance management modes and approach, with a view to addressing the practice of transnational corporations’ performance management issues and make a breakthrough contribution.

To design good performance management system:

Environment for transnational corporations is vital to the impact of factors on the performance management. Multinational companies facing the first performance management is the operating environment of the host country, the country's political, economic, cultural, customs and so the company will have an impact on performance management. Relatively speaking, a host of transnational corporations on the environment is familiar, easy to grasp the. Contacting with the customer, partners and suppliers are also localized, and the international implementation of the above issue will be involved in the strategy of multinational corporations. The transnational corporations’ performance management should be placed in the environment and international environmental organizations. Under the consideration, the establishment of an appropriate performance management system and improve the environmental management system adaptability and effectiveness.

To set up effective performance promotional system:

Incentive generally refers to an organism that is pursuing the goals set certain degree of willingness, for the purpose of foot of certain organisms need. Performance management is the organization for the achievement of organizational development strategy and objectives, using the scientific method, or groups of staff behaviors, attitude and performance level and the overall quality of the overall management, and fully mobilizes their enthusiasm, initiative and creativity of the activities Process. In short, performance management is the use of a corporate management style motivates staff to achieve personal goals, including the staff of the organization's objectives and struggle process. Incentive mechanism of selection and application of direct bearing on the effectiveness of organizational performance management, organizational development strategies can further the achievement of far-reaching implications. Based on national human resources market, the establishment of an effective performance incentive mechanism has become a performance management and gives full play the effectiveness of the necessary conditions.

Based on staff salaries implementation of performance incentives is the most fundamental one of the performance incentives. Incentive and staff Performance-related, in accordance with the performance of the corresponding level of incentive levels, and thoroughly change the traditional pay system design concepts, motivate staff incentive to work, to generate a good level of performance. Offer competitive salaries and benefits, this is the most basic incentives of transnational corporations, high-paying, high welfare incentives in the multinational companies can be found everywhere.