The most prestigious name in the industry, Hilton Hotels & Resorts is the elegant, enthusiastic global leader in hospitality. With over 92 years of experience, Hilton continues to be synonymous with hotels through its innovative approach to products, facilities and services. They help make traveling easier with smart design, innovative dining concepts, authentic hospitality and global community outreach. Hilton Hotels & Resorts currently serves guests worldwide in more than 540 locations in 78 countries on six continents. They have shown great influence in their continuous and continuous movement since their foundation.2. Review of the organization's reward strategy and performance management system 2.1 Reward strategy Reward strategy can be defined as a financial or non-financial reward that an organization offers as a token of favor for the job accommodation offered to the organization. The components of a financial reward consist of simple pay, performance pay and employee benefits, thus comprising total compensation. Non-financial rewards include vacation trips, large offices, promotion, support, accountability for results and personal progress, etc. “One of the most distinct reward programs used at the Hilton hotel is the “Spirit to Serve”. Hilton's most important concern is the employees and it is considered the most vital principle of the hotel. Employees always look for an environment where can adapt better, satisfy their mind, soul and personal development Hilton offers its colleagues a family atmosphere and a pleasant working environment, thus earning the reputation of caring employees and reliable collaborators who are not only ethical in their ways. work but also reliable. "Spirit to Se...... middle of paper... ...or investigate what type of bonuses or fringes your employees might want compared to the old method of monetary incentives that benefit the company ”. “Using PM System does not improve an organization's performance. The PM system incorporates not only performance evaluation, but also rewards. As cited by Sheridan (2009) and Latham (2005), “performance-based cultural maturation can take decades to implement and requires organizations to allocate the necessary resources.” Technology plays a vital role in the future of PM systems where electronic monitoring of employee performance in Hilton and other entities respectively can change the evolution of performance management thus bringing necessary and important changes to remain competitive in the market and increase the productivity of an individual in the company (Sheridan & Latham, 2005)”.