20-38 Incentive Pay in the Hotel Industry
Incentive Pay in The Hotel Industry
Ramon Martinez is the general manager of Classic Inn, a local mid-priced hotel with 100 rooms. His job objectives include providing resourceful and friendly
service to the hotelâ€™s guests, maintaining an 80 percent occupancy rate, improving the average rate received per room to $88 from the current $85, and achieving a savings of 5 percent on all hotel costs. The hotelâ€™s owner, a partnership of seven people who own several hotels in the region, want to structure Ramonâ€™s future compensation to objectively reward him for achieving these goals. In the past, he has been paid an annual salary of $72,000 with no incentive pay. The incentive plan the partners developed has each of the goals weighted as follows:
Occupancy rate (also reflects guest service quality)
Operating within 95 percent of expense budget
Average room rate
If Ramon achieves all of these goals, the partners determined that his performance should merit a bonus of $23,000. The partners also agreed that his salary would be reduced to $60,000 because of the addition of the bonus. The goal measures used to compensate Ramon are as follows:
Occupancy goal: 29,200 room-nights = 80 percent occupancy rate x100 rooms x 365 days
Compensation: 40 percent weight x $23,000 target reward = $9,200
$9,200/29,200 = $0.31 5 per room-night
Expense goal: 5 percent savings
Compensation: 25 percent weight x $23,000 target reward = $5,750
$5,750/5 = $1 ,150 for each percentage point saved
Room rate goal: $3 rate increase
Compensation: 35 percent weight x $23,000 target reward = $8,050
$8,050/300 = $26.83 per each cent increase
Ramonâ€™s new compensation plan will thus pay him a $60,000 salary plus 31 .5 cents per room-night sold plus $1,1 50 for each percentage point saved in the expense budget plus $26.83 per each cent increase in average room rate.
1 . Based on this plan, what will Ramonâ€™s total compensation be if his performance results are
a. 30,000 room-nights, 5 percent saved, $3.00 rate increase?
b. 25,000 room-nights, 3 percent saved, $1 .1 5 rate increase?
c. 28,000 room-nights, 0 saved, $1 .00 rate increase?
2. Comment on the expected effectiveness of this plan.
18-22 Phelps Glass Inc. has reported the following financial data: net revenues of $1 0 million, variable costs of $5 million, controllable fixed costs of $2 million, noncontrollable fixed costs of $1 million, and untraceable costs of $500,000. The accounting manager has supplied you with this data and asked you to come up with the controllable margin, total contribution, CPC, and operating income.