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motivation at work case studies

Do I pay my staff too? Improved benefits and peace of mind: The case of Oaxaca, Mexico

Alvin Starkman, MA, LL.B.

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Itâ € ™ s now two months before the Day of the Dead in Oaxaca, and Juanitaâ € ™ s hotel yet has rooms available for one of the busiest times of the year. The city of Oaxaca, a UNESCO World Heritage Site in southern Mexico, is based on tourism for his very Juanita existence. is trying to figure where he has gone wrong, realizing that Day of the Dead must replenish your bank balance, as well as Christmas season week summer festival called the Guelaguetza, and Easter.

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Again and again asked Juanita, â € Oeam my staff to pay too much? â € Â Just ask the question reveals why his fund is so low.

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the Oaxacan business owners with non-union staff, or that theyâ € ™ re paying too much, or provide a level of compensation just because believe canâ € ™ t pay any child, never maximize profits potential. attitude toward employees, and not recognize the importance and potential value of each and each staff position, affects the way business fares.Â

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Here in Oaxaca itâ € ™ sa known fact that non-Mexican (Xtranjeros e) pay their help more (ie € â € œtoo lot) money in relation to Oaxaca employers. Up recently I had assumed that the reason was simply that Americans and Europeans are from Oaxaca living in affluent societies in which employers can afford to pay large salaries, and although he now lives and works here in Oaxaca still think and operate in U.S. dollars --- not understand or accept Oaxaca economics. But now Armed with data on salaries paid to those commonly used in various positions of trust, authority and responsibility, and having conducted a rudimentary analysis the comparative success rates between foreign firms and national ownership, itâ € ™ s clear that the differences are fairly simple, and refer to three aspects principles: 1) business acumen, 2) attitudes towards leisure and tranquility, and 3) willingness to acknowledge that â € œYou get what you pay € for.â  Each is integrally related to the other.Â

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Juanita (names have been changed), receptionists pays 115 pesos (approximately $ 9 USD) per day, and their waitresses 100. Mary, an American who owns a bed and breakfast, never pay staff less than 150 dollars for the American traveling outside day. the country to promote and conduct business and vacation, in a newspaper of Oaxaca basis. rarely leaves town or goes on vacation for more than three days and does so only when there is virtually no guests at the hotel; Amercan He says she knows it pays to its staff too much about the salaries of Oaxaca, but when stop to think about what â € € œoverpayingâ allows you to make, and how their business rates, recognizing that it might not being unduly generous with their staff.

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Why is Marya € ™ s B & B in one of the top-ranked tourist accommodation on a site significant international travel, while Juanitaâ € ™ s is in crisis? Shea says Juanita  € ™ s payment of salaries of two staff minimum, and could pay less if she really wanted. Mary has had the same staff for several years, and even acknowledges Juanita has birthdays. high employee turnover.

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Juanitaâ € ™ s economic effort is important. He spends an inordinate amount of effort to make your hotel look pretty, and money promoting it. The hotel is in a high rent area in the central sector of the days should be packed city. after day because of its location and expenditure to maintain it. However, two months before the Day of the Dead, which is one of only two establishments in partnership with rooms still Funds available for high season. are for all the wrong places, prioritization is skewed.

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Juanitaâ € ™ s retort, which draws attention to family, and at first may seem rational:  ⠀ œIt wouldnâ € ™ t matter if I paid my receptionist 30, 40 or even 50% more, â € he laments. â € œShe wouldnâ € ™ t work harder or be more dedicated, because the more money doesnâ € ™ t motivate, thatâ € ™ s just the way are. And I canâ € ™ t pay more, with all my other expenses, and general business down.â €

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Juanitaâ € ™ s response can be summarized as twofold: to pay wonâ € ™ t more performance results, and she canâ € ™ t afford anyway. Dealing with the first, Juanita have to leave the box outside the colonial way of thinking. She sees â € œthe culture of poverty, â € with respect to the native workers of small cities and towns not allowing employees to break a preset mold fatalistic, because thatâ € ™ s just the way they are. More money wonâ € ™ t do a difference to their lot in life and therefore wonâ € ™ t motivate.

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Juanita behoove me not to say shea € ™ s wrong and is beyond the scope of this essay to even try to show that it is her, who may or may not be the case.  Thereâ € ™ s But another solution for Juanitaâ € ™ s dilemma that does not endanger or test your embedded beliefs. can search for potential employees whose expectations are higher to begin those who may have had a taste of higher incomes and what they can provide, or have attained advanced education, but only a high school diploma has led them a race (a race). Juanita then begins with the knowledge or at least an expectation that the change in recruitment is to bear fruit. But that could involve going as far as payment of 200 pesos a day receptionists.

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Juanita can afford to pay their day and afternoon receptionists, Alma and Rosita almost double?  And why would he?  After all, the reception is a non-management position. This leads to the second aspect of the equation, ie, affordability and making a difference. We must analyze the issue in terms of higher profit potential and peace of mind and consequences. What would be natural then the consequences for Juanitaâ € ™ s after-tax income, and more generally the quality of your life?

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Juanita has eight rooms of his hotel, she would increase the salary of only two of the three receptionists, on the basis that the position all night can not give results with a higher level of pay. Therefore, an additional fee of 170 pesos per day to increase each of the two shifts at 200 pesos, plus miscellaneous expenses, so call 200 pesos more for day. Juanita could do to increase the costs of room for 25 pesos, or about 4%.  Or can absorb the extra cost and see if it makes a difference. Letâ € ™ s assume, although Iâ € ™ m certain we must, that couples holiday resist paying 625 instead of 600 pesos per night or 12.5 pesos per person.Â

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Alma How to react to have a weight of 200 per day work, instead of working to 115?  His sense of personal worth will get a shot in the arm, his name would be the uniform would be more likely to remain at work after their shift is over, without resentment, if for example Rosita was late on some occasions, she would be less likely to be constantly looking for a job that pays 10 pesos a day, and she would feel that their education has paid off. Juanita could even give the responsibility to make deposits bank if proved completely reliable and loyal. No doubt it would be more likely to provide hotel guests with â € œvalue added serviceâ € â € | and with a smile, literally.Â

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Rosita Alma and customers would remember to return the next year, and Guests will surely remember for its friendly people and service provided. Thereâ € ™ s nothing like returning to a hotel and see family faces. Propagation comfort â € | much more than a mild duvet. both Mexican nationals and foreigners tend to be family oriented. perceive the hotel and its staff as a family once again leads to familiarity and comfort. will be more likely than not return to the same site next year and recommend friends.

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Over time the nature and advertising expenditures can be adjusted, to pay all major costs for a year by same promotional techniques and new, more economical for promotion of e-mail to the customer list from time to time to keep the hotel € ™ s name in their minds. The hotel will be able to use the written testimonies of their guests, who will undoubtedly be received, instead of paying their marketing specialist to reach catchy slogans of dubious value (at least thatâ € ™ s the rule of Oaxaca). Â

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Once the level of trust has been established, Juanita can take the odd day out, knowing that Rosita will be able to resolve small problems on their own how to call plumber, the electrician, the delivery of water and Shea municipality. € ™ ll have the confidence and sense of call Juanita when she can not solve problems, do not feel like shea € ™ s been a failure for not dealing with issues on their own. Juanita  wonâ € ™ t be constantly calling the hotel to make sure everything is working well.

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Rosita Juanita feel its value, and expect regular raises, which will keep Juanita content. And hopefully will have the sense not to wait until Rosita has the bold step of asking.Â

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Juanita will be able to take off not only strange day, but real vacations.Â

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The reception is the most important position of a hotel staff may have. Provides the first impression a potential customer will receive about € ™ s Juanitaâ hotel, if the research is by telephone or in person. Unless Juanita wants to be the answer to a phone and the sale of its hotel to tourists off the street, Shea € ™ d better start paying Alma Rosita and the value of their positions â € | and theyâ € ™ ll be gone, and Juanita, in fact, be working 24 / 7.

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Once your computer is modeled to provide value added services, Juanita prices. Nobody can raise will resist another 25, or better yet, 125 pesos per night. After all, Rosita Alma and the sale will do for her.

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A later adjustment? Think about the level of responsibility entrusted to the waitresses, and how much they Patrons are paid. assert € ™ valuables do not disappear, and the cleanliness of the surroundings and the comfort level is a full third of travelers Vacation time! Â

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