Separate the operational elements of running the hotel from the financial aspects. Maintain control, initially at least, of the financial ledgers yourself. Perhaps you already use an accountant for this anyway.
Can't help with salary levels - not my area of expertise, other than to comment that the number of hours worked, especially individual hours, is very high. Perhaps this is why a sale is proving hard to achieve.
The well-established method at a managerial level of driving performance is through some linkage to reward systems, but use measures that are simple to establish and record. The classic ones are financial, however in customer-driven industries, satisfaction are at least as important, if somewhat more administrative to collect and hold.
Frankly I would focus on why the hotel isn't selling. Everything has a price point.