The current compensation policies had also bred what one hotel manager called an “I don’t care” attitude on the part of most employees. What she meant was that most Hotel Paris employees quickly learned that regardless of what their performance was, they always ended up being paid about the same as employees who performed better and worse than they did. So, the firm’s compensation plan actually was dysfunctional: It was not channeling employees’ behaviors toward those required to achieve the company’s goals. In some way, it was doing the opposite.