Motivation and Performance

Respect the Conducktors:

Motivation and Performance Perks for Boston Duck Tours’ Employees

Kayla Ireton

Respect the Conducktors:

Motivation and Performance Perks for Boston Duck Tours’ Employees

Andrew Wilson brought an out of the box idea to life in Boston when he opened Boston Duck Tours in 1994. “His colorful flock of 16 ducks, bearing proud local names such as Kenmore Carla and Fenway Fanny, take visitors on a fun yet fact-packed trip that cruises along the Charles River as well as around the city’s fabled sights,” (Updike). With the tourism boom hitting Boston, it seemed Wilson had struck gold when he left his, “…100-hour work weeks,” (Updike) behind to pursue tourism through a duck perspective. With continued success and growth in revenue, the real question is what was Mr. Wilson’s secret to running a successful tourism business in Boston? That would lay in the fact that, “…Wilson’s ‘passionate commitment’ to his city, employees, and investors creates a ‘healthy tension over where to dedicate resources and, frankly, profits,’” (Updike). Andrew’s generous employment practices may be criticized by some, but it seems to be what has , and what will most likely continue to be the reason has been able to attain high levels of motivation and performance.

Andrew Wilson is able to use Maslow’s hierarchy of needs to promote personal growth and accomplishment. Although year-round benefits are not extremely common offerings to seasonal employees, Mr. Wilson offers, “…all 50 or so employees …year-round medical, dental, and life insurance, plus a 401(k), “ (Updike) after three months of employment at Boston Duck Tours. By providing ample medical benefits, Wilson is able to address lower-level safety needs. “He also paid out $1.1 million dollars in bonuses—to everyone but himself,” (Updike) and, “The highest earning conductor made more than $50,000 last year—for eight months’ work. Even the part-time, mostly student, ticket-takers earn a $1-an-hour bonus on...