Employee Satisfaction Study (1)

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Employee Satisfaction towards Retention in MCC Hotel, Tubod, Lanao, del Norte

An Undergraduate Thesis Presented to the Thesis Committee of North Central Mindanao CollegeMaranding, Lala, Lanao del Norte

In Partial Fulfillment of the Requirements for the Degree of Hotel Restaurant Management

By:Jasmine, Cherie Ann M.Caramba, Julivie C.

S.Y 2014-2015ACKNOWLEDGEMENT

ABSTRACT

TABLE OF CONTENTSTitle

Acknowledgement

Abstract

Table of Contents

List of Tables

List of Figures

Chapter 1. INTRODUCTION1.1 Background of the Study1.2 Statement of the Problem1.3 Statement of the Hypothesis1.4 Scope and Limitation of the Study1.5 Theoretical Framework1.6 Conceptual Framework1.7 Significance of the Study1.8 Definition of Terms

Chapter 2. REVIEW OF RELATED LITERATURE 2.1 Related Study 2.2 Synthesis

Chapter 3. Methodology 3.1 Research Design 3.2 Sampling Technique 3.3 Instruments 3.4 Procedures 3.5 Statistical Analysis

Chapter 4 RESULTS, ANALYSIS AND INTERPRETATION OF DATA

Chapter 5 SUMMARY, CONCLUSION AND RECOMMENDATION 5.1 Summary 5.2 Conclusion 5.3 Recommendation

References

Appendix

Curriculum Vitae

LIST OF TABLES

Table 1. The Mean on Expected and Perceived Performance Level on Job Satisfaction in MCC Hotel.......

Table 2. Percentage of the Level of Employees Loyalty towards the Job

LIST OF FIGURES

Figure 1. Conceptual Framework of the Study..

Chapter 1INTRODUCTION

Background of the StudyStatement of the ProblemThis study aims to investigate the employee satisfaction towards retention in MCC Hotel, Tubod, Lanao del Norte for the year 2014.Specifically, this thesis seeks to answer the following questions:1. What is the perception of the respondents on expected performance level on job satisfaction towards retention in terms of:1.1 Performances Rewards1.2 Free Training1.3 Personal Implication1.4 Work Environment2. What is the perception of the respondents on perceived performance level on job satisfaction towards retention in terms of:2.1 Performances Rewards2.2 Free Training2.3 Personal Implication2.4 Work Environment3. How does job satisfaction level of the employees affects the level of employees loyalty?

Statement of HypothesisHo: There is no significant difference on the satisfaction level of the employees towards retention.

Scope and Limitation of the StudyThis study was focused on the perception of the employees towards expected and perceived performance level towards the level of loyalty on their job in MCC Hotel, Tubod Lanao del Norte for the year 2014. Other factors affecting the satisfaction level of the employees towards retention were not investigated including the cause and effect relationships of the phenomenon. The study would last for about a month including the survey interview and interpretation of data. The respondents control data were not included in this study for the identities of the respondents were agreed confidential.

Theoretical FrameworkConceptual FrameworkThe concept of this study only focused on the perception of the employees on expected and perceived performance towards retention in MCC Hotel, Tubod, Lanao del Norte for the year 2014. It also shows the level of satisfaction of the employees to the level of employees loyalty towards the job. The figure below shows the conceptual framework of the study. Figure 1. Conceptual Framework of the Study

Significance of the StudyThis study would be beneficial to the following:To the Employees of MCC Hotel. This would help assess the satisfaction level of the employees towards retention in their job. To Hotel Management of MCC Hotel. This would be a basis for the improvement of management towards the current employees of MCC Hotel and for upcoming applicants. To Imminent Researchers. This would serve as a new reference for conducting similar studies.

Definition of TermsTo further understand the terms used in the study, the following terms were defined for the purpose of clarity of understanding the problem and avoid confusing meaning, otherwise, to be interpreted in different ways: Retention- the level of employees loyalty towards the jobSatisfaction- the difference between expected and perceived performance level Chapter 2REVIEW OF RELATED LITERATURE

Chapter 3METHODOLOGY

Research Design This study only focused on the perception of the employees to their satisfaction towards retention in MCC Hotel, Tubod, Lanao del Norte for the year 2014. The research design used in this study was survey research design. It does not primarily concern on the cause and effect relationships of the phenomenon. The study investigates the difference between the expected and perceived performance level of job satisfaction and how it affects the level of employees loyalty towards the job.

Sampling TechniqueSimple Random Sampling was used in this study. The employees were chosen by chance and with equal, non-zero chance of being selected from the population.

InstrumentsAn informed consent was used to ask an approval from the concerned respondents in order to conduct a survey in the target company. Questionnaires were used as data sheets for data gathering in which were made easier and would not consume a longer time to answer. Verbal communication was used as pre-test to set the objectives of the study before giving the questionnaires to the respondents.

ProceduresPreparation of Surveys Site. An informed consent was given to the concern respondents in MCC Hotel to conduct a survey. After the approval of the said consent, the researchers would visit the site to have a place background check for the survey interview.Data Gathering. Questionnaires would serve as the data sheets for this study. The researchers used a verbal communication to set the objectives as the pre-test of the survey. The questionnaires were given to the respondents to answer all the data needed. A day after, the data sheets were gathered for the interpretation of data.

Statistical AnalysisThe following statistical tools were used to interpret the data:A. Arithmetic mean. This statistical tool was used to answer the number one and two of the statement of the problem. This is to get the mean of the expected and perceived performances level of job satisfaction towards retention.B. Percentage. After analyzing the data on job satisfaction level towards retention, this statistical tool was used to get the percentage of the perception of the employees on how job satisfaction affects the level of employees loyalty towards their job.

Chapter 4RESULTS, ANALYSIS AND INTERPRETATION OF DATA

The Table 1 presents the mean of the perception of the respondents on expected performance level on job satisfaction in MCC Hotel. Table 2 shows the percentage of the level of employees loyalty towards the job considering their satisfaction level.

Table 1. The Mean on Expected and Perceived Performance Level on Job Satisfaction in MCC Hotel Performances RewardsFree TrainingPersonal ImplicationWork Environment

Expected Performance3.733.64.24.4

Perceived Performance3.84.074.074.4

Likert Scale:5- Highly Satisfied4- Satisfied3- Neither Satisfied Nor Dissatisfied2- Dissatisfied1- Highly Dissatisfied

The table above shows the mean on the perception of the respondents on expected and perceived performance level of job satisfaction towards retention in MCC Hotel. The results show that the mean on performance rewards was 3.73, free training of 3.6, personal implication of 4.2 and work environment of 4.4 on expected performance level of job satisfaction towards retention. The mean on perceived performance shows that the performances rewards were 3.8, free training of 4.07, and work environment of 4.4. As observed, the results of all the means were very close to each other. Thus, the interpretation of data using the listed likert scale shows that the employees of the MCC Hotel were satisfied towards retention. The researchers could not tell if there is a significant difference between the expected and perceived performance level of job satisfaction towards retention since there were no or little difference between the means. Thus, the effect has not changed.

Table 2. Percentage of the Level of Employees Loyalty towards the JobNo. of RespondentsRateTotal MeanPercentage =(mean/10)100%

278.3383.33%

88

39

210

The Table above shows the percentage of the level of employees loyalty considering the job satisfaction of the employees. The employees were asked on how likely that they would continue to retain in their current job given that they would rate from 0 to 10. Two respondents have chosen 7, eight for 8, three for 9 and two for 10 out of 10 rating. The results of the mean were divided to 10 to get the real ratio and multiplied to 100% to get the percentage of the level of employees loyalty. The data shows that were 83.33% level of employees loyalty towards the job. Thus, the equivalent proposition shows that the job satisfaction level has 83.33% towards the level of employees loyalty towards the job.

Chapter 5SUMMARY, CONCLUSIONS AND RECOMMENDATION

SummaryThis study aimed to get the difference between employees expected and perceived performances level of job satisfaction towards retention. It investigates the satisfaction level of the employees towards the level of the employees loyalty. Particularly, it seeks to answer the following questions: What is the perception of the employees on expected and perceived performance level of job satisfaction towards retention in terms of performances rewards, free training, personal implication, and work environment? And, how does level of job satisfaction of the employees affects the level of employees loyalty? To answer the problem of this study, the researchers conducted a study in MCC Hotel where the respondents were selected by chance. The questionnaires were distributed to the respondents that would serve as the data sheets of this study. After gathering all the data, the researchers used the following statistical tools namely: arithmetic mean and percentage. The results of the data gathered were analyze and interpreted using these statistical tools. The mean of expected performance level of job satisfaction in terms of performance rewards, free training, personal implication and work environment were 3.73, 3.6, 4.2 and 4.4. The mean of the perceived performance level of job satisfaction in terms of performances rewards, free training, personal implication and work environment were 3.8, 4.07, 4.07 and 4.4. As observed, the results were too close for each other. Thus, there were no or a little changes on the differences between the means. The results of the mean were interpreted as satisfied on job satisfaction towards retention. After getting the mean, the percentage was used to determine the level of employees loyalty considering the job satisfaction of the employees. The data shows that there was 83.33% level of employees loyalty towards the job. Thus, it also shows that the job satisfaction level has 83.33% towards the level of employees loyalty. With this, the researchers could tell that there is no significant difference on the satisfaction level of the employees towards retention.

Conclusion The findings of the survey resulted to the formulation of the following conclusions:1.1 the mean of expected and perceived performance level of job satisfaction towards retention in terms of performance rewards, free training, personal implication and work environment were very close to each other. Thus, there was no or a little changes satisfaction of the employees.1.2 As shown in the results, there were 83.33% levels of employees loyalty considering the level of job satisfaction towards their job.1.3 There is no significant difference on the job satisfaction level of the employees towards retention.

RecommendationThe following were the recommendations of the researchers to its beneficiaries:To the Employees of MCC Hotel.To Hotel Management of MCC Hotel.To Imminent Researchers. References

Appendix

A. Informed Consent

B. QuestionnaireThe identity of the respondents will remain confidential.

1. How satisfied are you in expected performances on job satisfaction towards retention in terms of:Expected Performance Rating

1. Performances Rewards

2. Free Training

3. Personal Implication

4. Work Environment

Likert Scale:5- Extremely Satisfied4-Satisfied3-Neither Satisfied Nor Dissatisfied2- Dissatisfied1-Extremely Dissatisfied

2. How satisfied are you in perceived performances on job satisfaction towards retention in terms of:Perceived Performance Rating

1. Performances Rewards

2. Free Training

3. Personal Implication

4. Work Environment

Likert Scale:5- Extremely Satisfied4-Satisfied3-Neither Satisfied Nor Dissatisfied2- Dissatisfied1-Extremely Dissatisfied

3. How likely is it that you would continue to retain in the job?Not at all likelyExtremely likely

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CRRICULUM VITAE

NAME:HOME ADDRESS:BIRTHDATE:BIRTHPLACE:AGE:MOTHERS NAME:MOTHERS OCCUPATION:FATHERS NAME:FATHERS OCCUPATION:SCHOOL ATTAINMENT:Primary:Intermediate:High School:College

CURRICULUM VITAE

NAME:HOME ADDRESS:BIRTHDATE:BIRTHPLACE:AGE:MOTHERS NAME:MOTHERS OCCUPATION:FATHERS NAME:FATHERS OCCUPATION:SCHOOL ATTAINMENT:Primary:Intermediate:High School:College

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