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希尔顿集团的人力资源管理案例研究
合并被认为是两个组织之间的婚姻,他们都有自己历史和文化的地方。就像婚姻一样,当双方要尊重各自的个人身份，实行兼并只能成功，然而混合的个人，身份欢迎改变方式(Gaughan 2005,p.3). 不幸的是,这种重要的并购通常被忽略，导致领导对组织不满,最后以完整的失败而结束。但这并非代表希尔顿和Stakis plc合并与他们的方法一样,好好照顾所有这些可能出现的问题在以后的操作过程中,去阻塞组织窒息而死。每一次合并通常有两个方面与文化有关,需要适当的关注,也就是说,组织文化和民族文化。组织文化是一种被反映在服务交付模型和人力资源管理中的一个组织,而民族文化风格是一个外部变量的每一个组织文化需要兼容 (Kusluvan 2003, p. 44).一个有趣的例子被发现在日本的迪斯尼进行其操作。他们依靠当地政府来管理人力资源和认真考虑他们的意见，对日本迪斯尼的未来扩张计划的操作。类似的是希尔顿集团的做法,在某种程度上,他们从不强加的“平衡”战略到其全球业务从上到下,但留给他们决定他们如何实现它。(Skopec & Smith 1997; Eales-White 1995) 你应当通过改变首先被人接受，是因为你这种变化被谁所接受,否则你可能仅能观察到纸上的改变,但不是真正实质上的改变。
Mergers are considered to be a marriage between two organizations, where both have their own past and culture. Just like a marriage, a merger can only be successful when both the parties pay due respect to the individual identity of each and yet blend well to welcome good changes which come there way (Gaughan 2005, p. 3). Unfortunately, this important aspect of mergers is generally overlooked by organizations leading to discontent which finally ends in a complete failure. But this was not the case with Hilton and Stakis plc merger as they were proactive in their approach, taking good care of all such issues which may possibly arise in the later course of operation, and choking the organization to death. With every merger there are generally two aspects related with culture which require proper attention, namely, organizational culture and national culture. Organizational culture is the one which is reflected in the service delivery model and human resource management style of an organization while national culture is an external variable with which every organizational culture needs to be compatible with (Kusluvan 2003, p. 44). An interesting example can be found in the way Walt Disney carried out its operation in Japan. They relied on local administration for managing the human resource and seriously considered their opinion pertaining to the future expansion plans of Walt Disney's Japan operation. Similar was the approach of Hilton group, in a way that they never imposed 'Equilibrium' strategy to their worldwide operations top to bottom, but left for them to decide how they implement it. (Skopec & Smith 1997; Eales-White 1995) To bring a change you shall be first accepted by the people for whom you are bringing this change, as otherwise you may only be able to observe a change on paper but not the real one. Hilton plc's success speaks for this fact because they never differentiated between the two staffs and took enough care for the fact that change shall demand equal adjustment for both and still remains in their comfort zone. Same is reflected in their approach towards uniformity and consistency which they maintained while disposing of the units which did not met their expectations levels as according to the survey conducted between customers. The not only disposed Stakis plc units but also handful of Hilton units as well to remain fair in their approach. (Lewis 2002; Mirvis & Marks 1992; Woodcock & Francis 1994) Moreover, it was not only 'Equilibrium' which was a priority for the new unit, but also the specially devised, Stakis oriented, HRM policy initiative 'Espirit' which gave another dimension to the rigorous efforts that were being made to synchronize the functioning of the two different mass of people which were now to work under a single umbrella. Considering the new demand and expectations from the Hilton plc that customers had, it was the right time to formulate and enforce a new vision and lay down a fresh set of values which would add to the intangibles of the organization by strengthening its brand value in the market. Now task affront was how to communicate these to the customers. In a service oriented industry, an organization is as good as its people because, they are the one who are at the front interacting with the customer, and to position a brand correctly in their mind, front staff should imbibe organizational values well enough. This seems to be the reason why Hilton plc focused on lay in guidelines for their staff that they will deliver service in time and most importantly with a smile (Gronfeldt & Strother 2006, p. 8). The role of HR team was not limited to formal programs which could have been a total waste had they been not given adequate space to think on their own and question the viability of the programs before they actually rolled it on. They were critical in their attempts of stitching the two culturally different masses together in each of the countries wherever they operated. Moreover they were objectively focused for employee recognition, respect and reward and simultaneously made a conscious and diligent effort to build a sound foundation of values among staff on four pillars of customer quality people and profit. It is a well known and accepted fact that more than 70 percent of mergers fail to meet their financial expectations. It is even much tough a job to predict the same in service industry because of its intangibility aspect. Three additional P's of marketing i.e., People, Process and Physical evidence (The office layout, ambience and hygiene of the interface through which a customer interacts and judges the standards of an organization) are to be customized accordingly, so that it suits the brand image of this new entity and one can be sure of improvement in financial figures of the post merger operations of his Organization automatically. (Kormelink 1998) GSTS, Grip, balanced score card and mystery customer methods to keep track of that where the Hilton plc was heading is also crucial to measure the effectiveness of the ongoing programs and understand the scope of possible alteration if at all exists there. The case study highlights two significant aspects about Hilton plc. Firstly, this merger could be rendered as a highly successful one in many ways and sets a fine example for all those who consider merger as a suicide of two not the marriage of two. And secondly and most important of all is a success that they have achieved in gaining confidence of their own people who definitely would have remained highly doubtful and concerned about their future and circumspect regarding the possible loss of proper recognition in the new organization. HRM team deserves lots of praise as they carried out this tedious task of cultural confluence management very smoothly and with congratulations to the top management who provided such an open, trustworthy and amenable environment for this to be at all possible Answer 2 Analyzing The Effectiveness Of Change Programs Introduced By Hilton Plc In Order To Support Their Achievement Of Core Values It was not possible for anyone to carry out this change successfully and so smoothly had there not been such strong and acceptable values at the helm and at the bottom. It is both natural and conducive to have doubts in the minds prior to a big change. It's conducive because it helps every individual to be prepared for new opportunities which are to come his way, and these are the values themselves which keep his belief and determination firm enough while the waves of changes pass by. (Goncalves 2006) It can be said categorically that individuals belonging to both Hilton and Stakis plc were eager to contribute towards success of this merger and they had enough trust in their authorities that their identities would be re established if they show a little dedication. The HR initiative played crucial role and acted as a pivot around which whole operation revolved successfully. This can be said so because they were the ones who drew individuals from two different environments closer to each other, synergized them and then pushed towards combined efforts in order to generate quality of service. They helped keeping it all systematic and controlled to the desired extent. There are certain characteristics of a well functioning team which were exhibited in terms of purpose, decisions, conflicts, norms, effectiveness, success and training (Maddux & Wingfield 2003 p. 5). Focus was on both participative leadership and shared responsibility which themselves are characteristics, typical to a high-performance team. Another feature which is generally associated to a good team is the shared vision. Throughout the case study, it is reflected that everyone was aware of what were they trying to achieve and what was expected of them. Hilton's image was clear to its dedicated human resource and it acted as a binding force for them. It almost stitched them together though with enough space and measures to retain the identity of each. (Dyer 1995) Reward and recognitions form part of motivation exercise and are considered to be the most effective among all other techniques. There was infused a sense of responsibility that each individual held in the combined effort to deliver quality service. A team has certain essential activities which they should regularly carry out making it a habit. These activities include advising (where everybody has enough freedom to communicate), innovating (experimenting with ideas), promoting ( sharing opportunities), developing (catching the opportunities that come their way), organizing, producing, inspecting (carrying out tests on the regular basis to assess the requirements and shortfalls) , maintaining (not losing grip on what has been achieved already) and linking which means that all independent efforts shall be somehow connected for achieving high performance (Quick 1992, p. 40).#p#分页标题#e# Hilton plc ensured that all these essential features are included and incorporated in their developmental programs and this became the reason for their remarkable success in this smooth transition. They took enough precautions that Diversity of thinking is maintained as it is one of the hallmarks of all those teams which are under a learning program. Hilton plc HRM team ensured that all problems required fresh and virgin view and all possible different angles if the best possible solutions which are meaningful to be obtained. Had everyone looked at the issues in the same way then group thinking was futile and results would have had been catastrophic. Hence diversity was allowed to encourage better solutions and more practical approaches were adopted by the team members (Fitzsimmons 2000, p. 285). The other face of diversity is conflict, which is again essential for best solution as the 'survival of the fittest theory' of Darwin holds good even here. The service quality initiatives of the Hiltons' both 'Equilibrium' and 'Esprit' were focused on meeting the shift in customer's expectations following the merger, but in order to achieve that they also achieved many other important objectives. They definitely have a staff now which is better equipped and better prepared for the future changes and is much dedicated and committed to the common and sole task of achieving extremely high standards in service delivery. Simultaneously, the promotion of organizational status of HRM is no less an achievement in itself as it forms the basis of better maintenance of human resource on set parameters. Considering the motivational aspect of the programs that were run, this can be observed that here again Hiltons have achieved something important. Keeping in mind what Herzberg said in his two factor theory of hygiene and motivational factors, that the factors which affect the motivation of an individual or a team can be broadly classified into two categories, one being of factors leading to dissatisfaction and other one being list of factors which lead to satisfaction. (Cherney, Whitney, Trosten-Bloom, & Fry 2004) Not going into the details of the theory, one can say that even prior to merger, the hygiene factors were never a concern for the Hilton or Skatis plc staff as they were always satisfied with the working conditions more or less. So, it was motivators which were to be raised and introduced to make the teams strive for better outcomes. One cannot take away the credit from Hilton plc's top management as they left no scope for dissatisfaction to creep in to the minds of their people and they fully committed themselves to the task of a successful transition. The story of Hilton plc's success either in terms of quality of service they are delivering now or the strength they have provided to their H brand doesn't end here as training and change are two processes which are perpetual by nature. So the success of this merger lies in maintaining the continuously the high standards all round (Dale 2003, p. 214). I find the core values have been successfully retained and established in the new organization, i.e., Hilton plc, as its objective was that the front end staff gets better equipped to identify his customer, deliver the service with smile keeping in mind that he is an exceptional staff of Hilton plc, so he has to deliver exceptional service, supporting his team for better performance as he is a responsible team member and has to actively participate in profit maximization without compromising with quality. |
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