给小费是一种常见的做法在酒店行业,是一个相当大的服务员工的收入来源(Lynn,2003;阿扎尔,2003)。林恩(2001)将引爆定义为“经济支付发生在商业交流”的背景下,从而鼓励许多酒店经理把它看成是一个有用的管理工具。Ogbonna和哈里斯(2002)认为小费是一种有效的方式来控制员工的行为和工资成本,和潜在的朝着组织的盈利能力,而林恩(2001)区分小费作为一种工具来测量客户满意度和服务器的性能。同时,建议工人代表一个机会来补充低工资水平(木材,1992)。人们普遍认为,有一个服务质量和尖端大小之间的关系(Lynn和坟墓,1996;为人et al .,2003)。然而,这种关系实证研究研究发现它是微不足道的(Lynn和坟墓,1996;林恩和考尔,2000;林恩2001;阿扎尔,2003)。因此,引爆是一项投资未来良好的服务和阻止降低注意力(皮尔森,2010;Bodvarsson和吉布森,2010;林恩Withiam,2008;林恩Thomas-Haysbert,2003)。阿扎尔(2007)严格争端,这指出,未来的服务并不是依赖小费。因此,凯西(2008)警告服务经理不要指望小费激励员工提供优质服务作为研究人员发现引爆负面影响员工的承诺。加之、木(1992);卢卡斯(1996);和沙米尔,(1983)批评这种做法研究表明小费可以带来扰动,增加竞争和个人主义,过度依赖客户工人在工作场所。威廉姆斯et al。(2004)确定建议的收集和分配方法也习惯了经理。
Tipping is a common practice in the hotel industry and is a considerable source of revenue for service employees (Lynn, 2003; Azar, 2004). Lynn (2001) defines tipping as “an economic payment that occurs in the context of a commercial exchange” thereby encouraging many hotel managers to view it as a useful management tool. Ogbonna and Harris (2002) perceive tipping as an effective way to control employee behaviour and wage cost, and a potential path towards organizational profitability, whilst Lynn (2001) distinguishes tipping as a tool to measure customer satisfaction and server’s performance. Also, tips represent an opportunity for workers to supplement low pay level (Wood, 1992). It is commonly believed that there is a relationship between service quality and tip size (Lynn and Graves, 1996; Conlin et al., 2003). However, empirical research examining this relationship found it to be insignificant (Lynn and Graves, 1996; Lynn and McCall, 2000; Lynn 2001; Azar, 2003). As such, tipping is an investment for future good service and deters reduced attention (Pearson, 2010; Bodvarsson and Gibson, 1999; Lynn and Withiam, 2008; Lynn and Thomas-Haysbert, 2003). Azar (2007) strictly disputes this and notes that future service is not dependent on tipping. Consequently, Casey (2008) warns service managers not to count on tipping to motivate staff to provide good service as researchers have found tipping negatively effects employee commitment. Withal, Wood (1992); Lucas, (1996); and Shamir, (1983) criticise this practice as research has demonstrated that tipping can bring perturbation, increase competition and individualism, and overdependence on customers among workers at the workplace. Williams et al. (2004) identified that the collection and distribution of tips method was also customary by managers.