Eng
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Eng
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Lisa McCarroll
Justification Report – Part 2
Professor Renee Pistone Lisa McCarroll
Justification Report – Part 2
Professor Renee Pistone 08
Fall
08
Fall

Introduction To tip or not to tip, that is the question. Tipping, a tradition for the past 150 years according to Time article, Why Some Restaurants Have Declared War on Tipping, is a staple in our society. It is a staple that has carried racial, cultural and gender biases. It is a staple that has also prompted an unbalanced pay for skilled workers. Problem Is tipping helping or hurting the restaurant industry. A trend has been observed where our lunch staff are barely making any money working their shifts to make it worth working. Because of th.

Alternative A – Shorten shift with as needed expansion hours One option is to shorten the shift the therapist is scheduled to work, with the option to open availability should the shortened shift be booked and more availability is needed. This would condense the available appointments to either morning or evening and prevent such a large schedule gap. Alternative B – Compensation Option for Unbook Session Another option would be to provide partial compensation for unbooked session. Each therapist is required to make state law minimum wage (NJ $8.38 p/h). Each session is paid at $16 per session with optional gratuity typically ranging between $15 & $20 per session. What typically happens, should a therapist not be fully book during the pay weeks, a calculation of their earnings is taken; Paid Sessions + Gratuities / Total Scheduled Hours. If their calculated pay does not equal $8.38 p/h or more, they are then compensated the amount that would equal $8.38 p/h. If they do make $8.38 p/h or more, even if only by one cent, then no additional compensation is made. What happens now is the therapist is making about half the rate they expect to make. They are also making less than most others in the facility and required to submit more hours work. By providing an alternative compensation for unbooked hours, you are not risking the loss of therapist to busier clinics, you are limiting the creation of stressful environments do to what maybe viewed as unfair wage practices, and you are guaranteeing an available therapist should a last minute appointment schedule during what could be an unstaffed hour.

Criteria
1. Determine cost to cover/not cover un-booked hours 2. Speak with the therapist and poll which situation is more ideal for them

3. Determine what is preventing the therapist from being booked ie: skill, available times, and member knowledge of service 4. Determine if cutting hours would be beneficial to therapist and to clinic

5. Speak with other clinics within the franchise – Question how they have been handling the situation regarding appointment scheduling and compensation and locate any trends

Methods
There is a lot to consider when determining compensation and schedule changes that will impact both the company and the therapist. Speaking with other franchisees, getting the opinions of the effected staff, and seeking the guidance of the parent company with help to determine the long-term results. Speaking with payroll/accounting and doing mock pay-cycles will provide financial obligation to paying for non booked hours. Reviewing current schedules will help to determine where appointments are needed. Being able to compare the pros and cons of each option will help determine the best course of action

Works Cited
There are no sources in the current document.
(Goldberger, 2015) (Karagiorgakis, 2014) (Lu-in, 2014) (Azar, 2010) (Brewster, 2009) (Azar O. H., 2009) (Danny Meyer's no-tipping plan is anything but gratuitous, 2015) (Books, 2014) (Addady, 2015) (Parrett, 2006) (Amoratis, 2015)