Reward Programs

1. Expatriate manager turnover problem

Findings:

- The resort failed to retain 3 expatriate waterfront directors and 3 food…directors

Waterfront: the position of the manager is vacant.

For a variety reason, the expatriates had not worked out and 2 of them became alcoholic and 1 had mysteriously pack his belongings.

Dave had given a greeting to Dowd but actually Dave was dayoff>>imply local staff did not take the responsibility.(2,4)

Water sports staff(Dave): the harder he works, the greater distance between him and his co-workers.(3,4,1)

Employees were given a raise without performance review(4)

Employees :the 50-100 tips wasn’t worth that much to them to work hard.(culture shock)

Dave :few conversation with Mawhinney and no opportunity to speak with Johnson.

Johnson averaged about 2 weeks at the resort and longer time in the high season (shorter time in the low season.

Mawhinney : His employees in US concern with the opportunity for advancement and proving themselves In BIV, the staff concern more about their coworkers than making a good impression(culture stock 1,3,4)

Mwhinney: cannot rely on memos but have to demonstrate to the staff what had to be done(low motivation)

Lucas(food director):different working style and lack of communication (1,3)(refer to P.412)

Lucas: the staff has no commitment , planning(2) and enthusiasm(4)

Want to keep business and pleasure separate(1)

Singister: Overbooking of the Chicago office (2) and the staff don’t understand why they have to explain for this..

Cannot expect the staff to be polite when customer is angry and the staff has no influence.(2,4)(tell the staff that this is their job duty)

Even has a good relation with employees, but still has difficulty to motivate the staff since money, opp. For advancement are useless

Staff: has a sincere interest and was involve with that local culture (gain staff’s understandings that she has to be...