Tipping Case Study

As discussed in Chapter 27, tipping varies widely and is a controversial topic. We may face some customers who tip generously even after receiving poor service, and other ones that may verbally praise a server for providing excellent service, however, leave the restaurant without tipping. This definitely has an effect on how servers treat customers. However, the quality of service and server’s expectations are not entirely motivated by tipping practices. Countless observable customer and table characteristics affect servers' expectations for receiving a good or poor tip, whether it’s age, race, gender or attire. Those imply servers' stereotypical expectations.
Such as human beings, servers are not exclusively motivated by the desire of maximizing tip
Creating and incentivizing training programs that combine economic and moral motivations, is a great solution. This will neutralize any economic motivation to discriminate against black, white, or Hispanic customers. Training and effectively motivating servers to deliver the best service to all customers regardless their tipping behaviors. Paying more than minimum wage will contribute to a homogeneous service delivery and diminish rivalry among servers.
It is understandable that striving to provide equitable service to all comes at a cost. It can be demoralizing when the same high-quality service is not consistently rewarded. However, trying to offer the same high-quality service to every customer may be worth the effort. Servers will not only end their shifts with more money in their pockets, but they’ll also take comfort in knowing that giving all of their customers equally good service is the morally right thing to do, and managers play a key role on building that motivational work