Gratuity: A Contextual Understanding of Tipping Norms from the Perspective of Tipped Employees

Gratuity is based on interviews with 425 people in more than 50 occupational categories. The respondents from across the U.S. reflect the diversity of the population but have one thing in common: they earn tips. A tip is a price set almost entirely by a customer, less connected to demand than to social code. In the U.S., tipping remains one of our most controversial, confusing, and highly variable norms.In their own words, respondents present their perspectives regarding their compensation as well as what they like and dislike about work. Understanding what people think about tipping and how tipped employees experience their work provides an understanding of tipping norms that has never been addressed. The evidence in this study indicates that tips do not appear to increase in accordance with inequality, and tips do not alleviate the discomfort of inequality from the perspective of the tipped employee when they are given to demonstrate status over another. Tips may in some cases serve a redistributive function, but they are not consistent with regard to social status. The evidence in this study also indicates that tips are a weak signal of quality and are not likely to serve as an effective monitoring mechanism. People appear to conform to tipping norms for social and emotional rather than strictly rational reasons. Furthermore, conformity to tipping norms is likewise inconsistent across work contexts. One of the principal mechanisms for fostering conformity lies within the organizational hierarchy, and management plays a critical role.The definitive difference between those who like their job and those who do not is the experience with people, particularly management. Every person who interacts with the public encounters people who are rude or disrespectful. The critical lesson for management is that the emotional costs of these interactions can be mitigated by managers who extend trust and support to employees. The absence of trust in the workplace contributes to a work environment that impose

Business & Money

Richard Seltzer

Holona LeAnne Ochs

Business Culture

Lexington Books

<p>Gratuity is based on interviews with 425 people in more than 50 occupational categories. The respondents from across the U.S. reflect the diversity of the population but have one thing in common: they earn tips. A tip is a price set almost entirely by a customer, less connected to demand than to social code. In the U.S., tipping remains one of our most controversial, confusing, and highly variable norms. In their own words, respondents present their perspectives regarding their compensation as well as what they like and dislike about work. Understanding what people think about tipping and how tipped employees experience their work provides an understanding of tipping norms that has never been addressed. The evidence in this study indicates that tips do not appear to increase in accordance with inequality, and tips do not alleviate the discomfort of inequality from the perspective of the tipped employee when they are given to demonstrate status over another. Tips may in some cases serve a redistributive function, but they are not consistent with regard to social status. The evidence in this study also indicates that tips are a weak signal of quality and are not likely to serve as an effective monitoring mechanism. People appear to conform to tipping norms for social and emotional rather than strictly rational reasons. Furthermore, conformity to tipping norms is likewise inconsistent across work contexts. One of the principal mechanisms for fostering conformity lies within the organizational hierarchy, and management plays a critical role. The definitive difference between those who like their job and those who do not is the experience with people, particularly management. Every person who interacts with the public encounters people who are rude or disrespectful. The critical lesson for management is that the emotional costs of these interactions can be mitigated by managers who extend trust and support to employees.</p>

The perspective of those who receive commissions has been largely ignored, and much of the literature on commissions and bonuses focuses on the concerns of management without regard for the employees or much recognition that understanding the employee perspective contributes significantly to fostering a more productive work environment. Getting a Cut is based on semi-structured interviews with over 450 people between the two volumes. The diverse respondents from across the U.S. provide a people-first perspective on work within commission structures. Understanding what people think about their compensation and how they experience their work provides an understanding of management that has never been addressed. The book provides empirically-based, practical information for anyone interested in effective, professional management.The experiences of those who work for commissions teach us that commission structures interact with the dynamics of the work force and the skill of management to elicit specific behaviors from sales staff. Employers may use employee perspectives to gauge the work environment and determine how to structure of the commission system may yield the greatest gains in performance.

Getting a Cut: A Contextual Understanding of Commission Systems

See the best price to sell, buy, or rent books by Holona LeAnne Ochs. BookScouter helps to compare book prices from 25+ online bookstores and 30+ buyback vendors with a single search.

Books by Holona LeAnne Ochs

See the best price to sell, buy, or rent books by Holona LeAnne Ochs. BookScouter helps to compare book prices from 25+ online bookstores and 30+ buyback vendors with a single search.

Gratuity: A Contextual Understanding of Tipping Norms from the Perspective of Tipped Employees

Gratuity: A Contextual Understanding of Tipping Norms from the Perspective of Tipped Employees

Getting a Cut: A Contextual Understanding of Commission Systems