Paying people fairly increases sales and job satisfaction

http://www.alternet.org/labor/success-stories-san-francisco-prove-retailers-profit-more-when-they-treat-their-workers-fairly?page=0%2C1&akid=12578.294211.dKdcqO&rd=1&src=newsletter1028754&t=21

Ton’s book, The Good Jobs Strategy offers many examples of highly successful retail chains—such as Quik­Trip convenience stores, Trader Joe’s supermarkets, and Costco wholesale clubs—that complement higher investment in store employees with investments in operational practices. The combination makes work more efficient and more fulfilling while it lowers costs, boosts sale and profits and improves customer satisfaction.
Costco employees earn 40 percent more than those working at Sam’s Club and sales per employee are almost double those at Sam’s Club. Full-time employees at Trader Joe’s earn more than twice what competitors offer and sales per labor hour are more than 40 percent higher while sales per square foot are three times higher than those of an average U.S. supermarket. And turnover among full-time employees is less than 10 percent. QuikTrip’s wages and benefits are far higher than those of other comparable stores but its sales per labor hour are 50 percent higher. Its 13 percent turnover rate among full-time employees is remarkably lower than the 59 percent average rate in the top quartile of the convenience store industry.
Local and state government intervention is helping tens of millions of workers while forcing retail corporations to up their game. Those who continue to operate inefficiently will go out of business. Those who treat their workers (and customers) with respect will increase sales, reduce operating costs and increase profits.