Monetary rewards in a tourism organization
Maximiliano Korstanje
RICIT Nro. 13 (Año 2019) (pp. 96-115) ISSN: 1390-6305 ISSN-e: 2588-0861.
key factor that explains how a good (memorable) experience is mutually constructed.
There are financial resources –in the fields of management- deployed to understand the
customer´s experience. The thesis of these studies holds that sustainable tourist
companies are successfully expanded when the internal client is preserved. Workers are
more active, creative and or find better ways of dealing with problems when they are
motivated or have a sentiment of belonging. Thus, for these voices, motivation plays a
significant role facilitating the necessary background towards a climate of cooperation
and stability (Zamora Gonzalez et al, 2004; Arkursus and Tarkan, 2002; Lindroth, 2008;
Zehrer et al, 2008). In addition, others studies have drawn their attention to the
importance of incentive-programs to improve the satisfaction of workers and their
connection with consumers (Dominguez, Richert and Castro, 2006; Charles and
Marshall, 1992; Hall, 1995; Rodriguez and San Martin, 2008; Mckercher and Lau,
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007; Um, Chon and Ro, 2006; Fuller, Matzler and Faullant, 2006; Ball, 1988; Brymer,
991; Bigne and Andreu, 2004; Szivas, Riley and Airey, 2003; Muller and Wyss, 2007;
Moller et al, 2007; Alonso Ferreras, 2002; Lillo Bañuls et al, 2007). Although the
number of publications on workers´ motivation abounds, less attention was paid to the
negative effects of rewards in tourism organizations. This is the reason; research of this
caliber deserves our time and efforts.
Centered on empirical-rich research based on the usage of Culture Assimilator
Technique in the cross-cultural interaction between Australian airline’s employees and
Japanese tourists, Bochner & Coulong evince how complainers not only had a bad
experience but followed cultural maps that lead them to claim something in the services
was wrong. We claim when our expectancies are not met. In consequence, when we
move in unfamiliar situations, we behave according to our cultural background
(software). These researchers found that Japanese tourists opted not to complain before
returning to home. What is more important, sometimes a complaint may not overtly be
expressed at the desk by the consumer because it is considered a lack of respect or
inappropriate. In this, way, the familiarity with the visited destinations serves very well
in resolving previous disputes or problems. Those tourists who have repeated the
destination claim less than others who visit the destination by the first time (Bochner &
Coulong, 1997). The recent advances of social psychology, -in multicultural
organizations- shows how interpersonal relations are harmed or boosted according the
cultural background as well as how rapid conflicts are minimized. (Hofstede, 1991). To
wit, Earley (1989) compared the performance of Chinese and American managers on a
in-basket simulation of work to find that there were clear evidences of social loafing
among US managers whilst Chineses worked harder even though in loneness. Similarly,
as Yamagishi (1988) acknowledged, American managers were inclined to choose for
individual rewards whenever the penalties that compound the incentive system are low,
but not when they were high. Generally, Japanesses often inclined to be satisfied for
individual rewards no matter than the level of penalties. Recent advances reflected that
competiveness -among firms- pressed workers to be trained in a high-quality system of
education where efficiency and efficacy prevail. A. Lillo Bañuls et al (2007) show how
behind the quest of excellence lies a climate where the organization needs to compete –
