Hilton has always taken care of this issue which plays an important role in the functioning of the whole company. Matters like productivity, quality, co ordination and unity need to be given high preference in big firms because the workforce is multinational, includes people of different religions and castes. Even gender discrimination must be eradicated to achieve optimum performance of the company.
At Hilton, the steps taken to manage their diverse workforce are commendable. Keeping in mind the sentiments, practices and beliefs of their people, all their policies and plans are accepted by its employees. In all sectors of the group be it promotion of brands, relationship with other organizations, all are under the principles made by the company. Though, in some regions of the world, managing diversity is tough, still Hilton has worked hard to maintain its policies. In the following scripts we will be discussing how Hilton manages diversity management.
As suggested by Hofstede, culture is more often a source of divergence than of synergy, and cultural disparities can be both nuisance and disaster simultaneously (Hofstede, 2001). Hilton has a massive workforce that includes minorities and women. The need of diversity management comes when discrimination occurs. Companies in order to maintain standards or to optimise their fund utilization and profits do not care to manage the problems which in turn would help them yield more profits. Many issues related to caste, religion, and sex hinders the growth of an organisation. People of different religions have grudges against each others. People of middle class category don't want to work with poor employees. Women are regarded useful only until they are single. Once they get married social and family matters surround them, like pregnancy, kids and further social life. Hilton has to overcome all these problems.
Hospitality sector of the UK does face many such problems. Even though major officials of the sector have tried their level best to manage diversity, no significant results have come out. Plans and strategies were to be framed and implemented in order to provide job equality and opportunities, but the attempts have failed and a mere number of organisations have taken this issue seriously. The surveys that were carried out gave unsatisfactory results. Few companies were not bothered, few said that we would look upon it in the future, and only a few agreed to take reformative steps. The problem is that large hotel groups do not understand how harmful this discrimination is to their sector. People due to their cultural or background tags are not given the opportunities they deserve. This way, the persons' name and his monetary condition is given worth, not his skill. Their