Research on the performance management of Hilton Hotels Corp in China
Department of Business Management,
Hwa Hsia Institute of Technology, Taiwan
111 Gong Jhuan Rd., Chung Ho, Taipei, Taiwan, R.O.C
Tel: 886-2-89415022 mail:email@example.com
Department of Tourism and Leisure
National Penghu University, Taiwan
300 Liu-Ho Rd., Makung city, Penghu, Taiwan, R.O.C
Tel: 886-6-9264115 mail:firstname.lastname@example.org
Department of Senior Citizen Service Management
Chia Nan University of Pharmacy & Science, Tainan, Taiwan, R.O.C
Tel: 886-6-2664911 mail:email@example.com
With the rapid development of communication technology and international commodities, the acceleration of funding, technology and personnel constantly flows. The process of economic globalization will be more accelerated. The world economy has entered a new period of major development, great competition, adjustment, integration and coordination. The multinational companies keep on emerging and international competition is increasingly fierce. In the new era, competition for talented people gradually replaces competition of technologies and products, thus multinational companies focus on searching for talented people. Hotels Corp has to face problems like how to train and develop personnel, how to keep talented people and also how to enhance their work performance, further to improve company performance. In order to research on the performance management in the transnational corporations in the process of the international development, the purposes of this study are divided into following parts. First of all, this report introduces transnational companies and performance management of multinational corporations. Secondly, it consists of different periods and their characteristics in business, aiming at exploring and analyzing the findings. It also examines the impacts of the performance management on management practices and employees preferred management style in Hilton Hotels Corp. Finally, the author suggests Hotels Corp in China an appropriate performance management style according to findings of survey. Meanwhile, it points out the limitations of this research as well.
Keywords: performance management, Hilton Hotels Corp, multinational corporation
Nowadays the economy globalization has become a necessary requirement for enterprises to support a successful business operating in a competitive environment and therefore, for big hotel corporations, global expansion of hotel operations has become a more and more significant strategic development. As for Hilton hotel, a series of market development strategies including entering new market segments and spreading into new geographical areas are adopted to explore the potential market and take the leading role in the market.
However, the increasing globalization of hotels has created a great challenge for the hotel corporations to recruit technically competent and culturally sensitive managers to be in charge of the operation of overseas properties. Expatriates, employees working in a foreign location, find that culture shock can affect their general ability to function well (Hofstede, Schoeider and Bariux, 1991). A failure in an overseas posting will not only damage the manager's sense of self-respect and his/her job, but also cost the company's money (Spangengerg, 1992). Understanding and adaption of customs and culture help alleviate the gap in communication. As a result, objectives are achieved through effective communication of operational performance. After economic reform, many international chain hotels came to China and found that the local hotel staff was not qualified to occupy senior management positions in China. With the increase of foreign investment, a large amount of expatriate managers have been assigned to China and are still at high posts in the joint-venture corporations.
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