Fijian Case Study

TABLE OF CONTENTS

1. CASE SUMMARY                                                                2                                                        

1. PROBLEM STATEMENTS

1. Workers’ Attitude                                                        3

1. Fijian Customs and Culture Practices

– “Tau” Relationship                                                4                                                                        

1. ALTERNATIVE STRATEGIES

1. Disciplinary Action                                                6

1. Culture Officer                                                        6

1. Strengthen Company Policy                                        7

1. EVALUATION OF ALTERNATIVES STRATEGIES

1. Disciplinary Action                                                8

1. Culture Officer                                                        9

4.3        Strengthen Company Policy                                        10

1. THE BEST STRATEGY AND JUSTIFICATION

1. Disciplinary Action                                                12

5.2        Strengthen Company Policy                                        12

1. IMPLEMENTATION

1. Short Term Implementation

- Disciplinary Action                                                13

1. Long Term Implementation

- Strengthen Company Policy                                        14

1. REFERRENCES                                                                15

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1. CASE SUMMARY

This case study is about a 3 main characters, who work in the Shangri-La Fijian Resort (FIJIAN) that was located at Yanuca Island, one of big islands in Fiji. Many of the staff had served more than 10 years and the hotel seems to be a preferred working place for local Fijian. Since its incorporation, 30 years ago, even with close personal and family ties that existed among the local staff, productivity and work of the employee were not adversely affected.

The first character was Brett Taylor, an American who was an expatriate owner-manager of FIJIAN. The second character was Moala Tukana, come from Nadrogan landowner tribe, a young potential talent, who are currently working as the Assistant Manager of Food and Beverages Department. He was well regarded by his colleagues, superiors and even by local populations. He was a graduated from the internationally-renowned and reputable Larzenda Hotel School of Switzerland and has a potential to be the future leader of FIJIAN Hotel. His study and expenses are fully sponsored by the FIJIAN. The third character was Solome Suacake, she was being hired as a trainee waitress at the Lagoon Terrace Restaurant. Solome Suacake was suspended after being caught red-handed taking money from customers. Moala’s, who was happen to be Salome’s supervisor, also being given a similar action under the charge of abetting crime.

Apparently, Moala’s ancestors owed a debt to Salome’s, thus resulting in unbreakable relationship between these two. Saloma hailed Moala as her “Tau”, where she, by virtue of such bond, could do as she pleased in Moala’s home, inclusive of at FIJIAN Hotel. And that was the main reason why Moala unable to prevent Saloma from stealing or report her misbehave conduct to management. And Salome seems to use this complex relationship between both ancestors as an excuse for her action. As the owner-manager of FIJIAN Hotel, Brett Taylor acknowledges the complexity of local customs and practices. However, felts that local staff shall not take advantage of management’s tolerance to such practices; and sees a need to address this situation.                

1. PROBLEM STATEMENT

2.1        Workers’ Attitude

One of the problems that have been identify is workers’ attitude, specifically dishonest and fraudulent act by Salome Suake. Traditional fraud theory explains the motivation for fraud as having three key elements: which is pressure, opportunity, and rationalization (Cressey, 1953). These pressures are normally financially driven, but may also include non-financial pressures, such as a desire to falsely represent the success of the individual. Opportunities to act dishonestly may arise from the very structure of the organization. Alternatively, employees may engage in manipulating an organization’s internal controls to provide opportunities for fraud. Rationalization creates a perception that although the action is not socially acceptable, some unique, extraneous circumstance justifies it.

Permissive work environments and misplaced trust are strong indicators of occupational fraud (U.S. Chamber of Commerce Small Business Nation, 2009). It has been estimated that 5 percent of individuals would commit fraud in any situation, 10 percent would not commit fraud regardless of circumstances, and the remaining 85 percent of people would only commit fraud, given the right conditions (Lavery, Lindberg, & Razaki, 2000). In order for a perpetrator to engage in fraud, the person must perceive that that he will not get caught, or that, if he is caught, there will be little or no repercussion for his dishonest acts.