Analysis on Organization Management of Poor Communication

There are two main problems, cultural difference and low motivation, lead to the consequences of high turnover of expatriate, tension between local and expatriate employees and increasing guest complaints.

Cultural Difference

In BVI, local employees are characterized of high uncertainty avoidance and nurturing oriented, which are opposed to USA cultural values.

Due to the nurturing oriented characteristic, local staff tries to bond with their colleague even by scarifying their chance of promotion. Having values incongruence with the company, local staff did receive pressure from supervisors' expectation while the USA expatriates also receive frustration in management. Facing their own job dissatisfaction, according to the EVLN model, local employees choose to neglect and lead to conflicts between locals and expatriates while expatriates choose to leave and lead to high expatriate staff turnover.

Moreover, higher the rate of management level turnover, more frequent the change of managing style. As local staff has a high uncertainty avoidance, most of them may not able to adapt the frequent changed and new managing style, which further increase the tension between two parties.

Low Motivation

4 drives theory describes the translation of inborn drives into goal-directed effort. According to the cultural differences described above, BVI local have a relatively low intensity of Drive to acquire while a high intensity of Drive to bond. In the aspect of Drive to defend, they prefer to defend their friendship rather than their career. Additionally, the protective government policy in BVI further guarantee local employees' career, which weaken their drive to acquire.

The current compensation system is based on paying the local staff hourly based on the tenure without any performance review and no feedback is provided. Since feedback is essential for clarifying role perception, the employees' role perception is very low, therefore, employees hardly understand the tasks assigned to them and the priority of various tasks, which further affect their understanding on the preferred behaviors to accomplish the task. For example, in the Almond Walk, the waiter did not serve the guests in the area which he was not assigned to.

Lack of training results to the low ability of employees and weaken their capabilities to successfully complete a task. For example, the bartenders moved slowly. In the view of Expectancy Theory, low ability affect the employees' E-to-P expectancy, which mean they have low perception on the level of performance resulted by their effort. Although there are also two other component (P-to-O expectancy and outcome valences), if any component weakens, motivation weakens.

Applying the above situation to MARS model, which includes motivation, ability, role perception and situational