A STUDY IN JOB SATISFACTION AMONG THE EMPLOYEES OF

THE BEACH ORCHID HOTEL & CONVENTION CENTER,

KOLLAM

SESIL RAJAN

Reg. No: 97109631052

A PROJECT REPORT

Submitted to the

FACULTY OF MANAGEMENT SCIENCE

IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE

AWARD OF THE DEGREE

OF

MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY

TIRUNELVELI OCTOBER, 2010

1

ST.XAVIER’S CATHOLIC COLLEGE OF ENGINEERING Chunkankadai – 629807, Kanyakumari District, Tamilnadu, India. Phone: 04652- 232560, 259662 Website: www.sxcce.edu.in

DEPARTMENT OF MANAGEMENT STUDIES

Name of the Guide: PROF. V.R.J NESTER, B.Com, M.B.ADesignation: Professor, Dept of MBA

BONAFIDE CERTIFICATE

Certified that this project report titled “A Study ON JOB

SATISFACTION AMONG THE EMPLOYEES OF THE BEACH ORCHID

HOTEL & CONVENTION CENTER, KOLLAM” is the bonafide work of

Mr. SESIL RAJAN (Reg.No.97109631052) who carried out the research

under my supervision. Certified further, that to the best of my knowledge the

work reported here in does not from part of any other project report or

dissertation on the basis of which a degree or award was conferred on an

earlier occasion on this or any other candidate.

Place: ChunkankadaiDate: Signature of Guide

HOD

Internal Examiner External Examiner

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ACKNOWLEDGEMENT

I thank the GOD ALMIGHTY for his abundant grace for this summer project.

I would like to extend my heart full thanks to our honorable correspondent

Rev. Fr. V. JESU MARIAN and honorable principal Dr.S.JOSEPH SEKHAR, M.E,

PhD who backed and inspired me with all sorts of encouragement and facilities to prove

myself.

I thank to THE BEACH ORCHID HOTEL & CONVENTION CENTER,

KOLLAM, for granting me permission to do this study.

I wish to express my gratitude to Dr.V.T.R.VIJAYA KUMAR (HOD of the business

administration dept.) And other faculty members, business administration dept,

St. Xavier’s catholic college of engineering, chunkankadai, Nagercoil.

I express my sincere gratitude to Mr. JOSEPH FRANSIS (HR Manager of THE

BEACH ORCHID HOTEL) for his encouragement and timely advice and help in this

endeavor.

I wish to express my sincere gratitude to Prof.V.R.J NESTER project guide for his

valuable guidance, constant encouragement and creative suggestion rendered during the

course of this summer project.

Last but not the least I also thank my PARENTS, FRIENDS and who were very

cooperative by giving me valuable suggestion in this exercise.

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ABSTRACT

This study is on analysis of fact with respect to THE BEACH ORCHID

HOTEL & CONVENTION CENTER, KOLLAM. The company files and

documents provided for secondary sources of data. The study is in

descriptive nature.

This project is intended to give a deep insight into the topic “A STUDY ON

JOB SATISFACTION AMONG THE EMPLOYEES OF THE BEACH ORCHID

HOTEL & CONVENTION CENTER, KOLLAM”. It involves an in depth study

of details of employees job satisfaction and communication between top

level and bottom level management. It includes a detailed analysis about the

requirements of employee. It is done to improve the satisfaction of the

employees of THE BEACH ORCHID HOTEL & CONVENTION CENTER,

KOLLAM. This project uses 100 respondents in the organization. The

questionnaire method is used to collect and analyze the data properly.

The overall objective of this project is to analyze the job satisfaction

of employees in THE BEACH ORCHID HOTEL & CONVENTION CENTER,

KOLLAM.

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CONTENTS

1. EXECUTIVE SUMMARY 8

2. CHAPTER 1 9

1.1 INTRODUCTION 9

1.2 FUNCTIONAL AREA 10

1.3 OBJECTIVE OF THE STUDY 19

1.4 DESCRIPTION OF THE PROBLEM 20

1.5 METHODOLOGY 33

2. CHAPTER 2 34

2.1 INDUSTRY PROFILE 34

2.2 STRATEGIES ADOPTED 49

2.3 CHALLENGES 53

2.4 FUTURE 54

3. CHAPTER 3 55

3.1 COMPANY PROFILE 55

3.2 THE 5 GLOBES 56

3.3 FACILITIES 58

4. CHAPTER 4 60

4.1 LITERATURE REVIEW 60

5. CHAPTER 5 65

5.1 ANALYSIS AND INTERPRETATION 65

5.2 FINDING5 92

5.3 SUGGESTIONS 94

6. CONCLUSION 102

7. APPENDIX 103

8. REFERENCE 110

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TABLE OF FIGURES AND ILLUSTRATIONS

Figure No. Title of the table Pg No.

1 Salary package 47

2 Employee reference 48

3 Existence of informal groups 49

4 Effect of informal groups 50

5 Informal groups as a factor that affect job satisfaction

51

6 Training programme 52

7 Training programme affecting job satisfaction

53

8 Stress in workplace 54

9 Changing management as a factor of affecting job satisfaction

55

10 Rating of the company 56

11 Salary in comparison to colleagues 57

12 Experience of any harassment 58

13 Experience of any discrimination 59

14 Relationship with colleagues 60

15 Bad relationship with colleagues as a factor of affecting job satisfaction

61

16 Bad accommodation facility as a factor that affect job satisfaction

62

17 Kerala food in cafeteria as a factor of affecting job satisfaction

63

18 Distance between staff quarters & working place as a factor of affecting job

64

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satisfaction

19 Duty schedule of the organization 65

20 Ability to adjust with the ongoing recruitment process

66

21 Percentage of employees from outside the state

67

22 Language as a factor of affecting job satisfaction

68

23 Friends working in other hotel as a factor of staff turnover

69

24 Effect on employees when managers shifting to other organizations

70

25 About the number of shifts in job since the last 12months

71

26 Bad reputation of the organization as a factor of affecting job satisfaction

72

27 Environment to learn new skills & develop talents

73

28 Good HR manager & staff turnover 74

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CHAPTER – I

INTRODUCTION

INTRODUCTION

The title of the project is “A STUDY ON JOB SATISFACTION AMONG THE

EMPLOYEES OF THE BEACH ORCHID HOTEL & CONVENTION CENTER,

KOLLAM”.

Job satisfaction has been defined as a pleasurable state resulting from

the appraisal of one’s job an effective reaction to one’s job and an attitude towards one’s

job. Weiss has argued that, job satisfaction is an attitude but points out that researcher

should clearly distinguish the objects of cognitive evaluation which are effect beliefs and

behaviours. This definition suggests that we form attitudes towards our jobs by taking

into account our feelings, our beliefs and our behaviours.

Job satisfaction is in regard to one’s feelings as state of mind

regarding the nature of their work. Job satisfaction can be influenced by a variety of

factors e.g the quality of one’s relationship with their supervisors, the quality of the

physical environment in which they work, degree of fulfilment in their work etc.

The happier people are within their job ,the more satisfied they are

said to be. Job satisfaction is not the same as motivation although it is clearly linked. Job

design aims to enhance job satisfaction and performance, methods include job rotation,

job enrichment. Other influences on satisfaction include the management style and

culture, employee involvement, empowerment and autonomous work groups. Job

Satisfaction is a very important attitude, which is frequently measured by the

organizations. The most common way of measurement is the use of rating scales where

employees report their reactions to their jobs. Questions relate to rate to pay, work

responsibilities, variety of tasks, promotional opportunities the work itself and co-

workers.

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1.1.2 JOB SATISFACTION

“Job satisfaction does same to reduce absenteeism,

turnover and Perhaps accident rates”

-Robert L .Kahn

Job satisfaction is the one of the important factors, which has

drawn attention of managers in the organizations as well as academicians. Various

studies have been conducted to find out the factors, which determine job satisfaction and

the way it influences productivity in the organization. Though there is conclusive

evidence that job satisfaction affects productivity directly because productivity depends

on so many variables, it is still a prime concern for the managers

Job satisfaction is the mental feeling of favourableness, which an

individual has about his job. Du Brins has defined job satisfaction in the terms of pleasure

and contentment when he says that “job satisfaction of pleasure or contentment

associated with a job. If you like your job intensively you will experience job satisfaction.

1.1.3 MODELS OF JOB SATISFACTION

AFFECT THEORY

Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job

satisfaction model. The main premise of this theory is that satisfaction is determined by a

discrepancy between what one wants in a job and what one has in a job. Further, the

theory states that how much one values a given facet of work (e.g. the degree of

autonomy in a position) moderates how satisfied/dissatisfied one becomes when

expectations are/aren’t met. When a person values a particular facet of a job, his

satisfaction is more greatly impacted both positively (when expectations are met) and

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negatively (when expectations are not met), compared to one who doesn’t value that

facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is

indifferent about autonomy, then Employee A would be more satisfied in a position that

offers a high degree of autonomy and less satisfied in a position with little or no

autonomy compared to Employee B. This theory also states that too much of a particular

facet will produce stronger feelings of dissatisfaction the more a worker values that facet.

DISPOSITIONAL THEORY

Another well-known job satisfaction theory is the Dispositional Theory. It is a very

general theory that suggests that people have innate dispositions that cause them to have

tendencies toward a certain level of satisfaction, regardless of one’s job. This approach

became a notable explanation of job satisfaction in light of evidence that job satisfaction

tends to be stable over time and across careers and jobs. Research also indicates that

identical twins have similar levels of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was the Core

Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there

are four Core Self-evaluations that determine one’s disposition towards job satisfaction:

self-esteem, general self-efficacy, locus of control, and neuroticism. This model states

that higher levels of self-esteem (the value one places on his/her self) and general self-

efficacy (the belief in one’s own competence) lead to higher work satisfaction. Having an

internal locus of control (believing one has control over her\his own life, as opposed to

outside forces having control) leads to higher job satisfaction. Finally, lower levels of

neuroticism lead to higher job satisfaction

TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)

Frederick Herzberg’s two factor theory (also known as Motivator Hygiene Theory)

attempts to explain satisfaction and motivation in the workplace This theory states that

satisfaction and dissatisfaction are driven by different factors – motivation and hygiene

factors, respectively. An employee’s motivation to work is continually related to job

satisfaction of a subordinate. Motivation can be seen as an inner force that drives

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individuals to attain personal and organization goals (Hokinson, Porter, & Wrench,

p.133). Motivating factors are those aspects of the job that make people want to perform,

and provide people with satisfaction, for example achievement in work, recognition,

promotion opportunities. These motivating factors are considered to be intrinsic to the

job, or the work carried out Hygiene factors include aspects of the working environment

such as pay, company policies, supervisory practices, and other working conditions.

While Hertzberg's model has stimulated much research, researchers have been unable to

reliably empirically prove the model, with Hickman & Oldham suggesting that

Hertzberg's original formulation of the model may have been a methodological artifact

Furthermore, the theory does not consider individual differences, conversely predicting

all employees will react in an identical manner to changes in motivating/hygiene factors

Finally, the model has been criticized in that it does not specify how motivating/hygiene

factors are to be measured.

JOB CHARACTERISTICS MODEL

Hickman & Oldham proposed the Job Characteristics Model, which is widely used as a

framework to study how particular job characteristics impact on job outcomes, including

job satisfaction. The model states that there are five core job characteristics (skill variety,

task identity, task significance, autonomy, and feedback) which impact three critical

psychological states (experienced meaningfulness, experienced responsibility for

outcomes, and knowledge of the actual results), in turn influencing work outcomes (job

satisfaction, absenteeism, work motivation, etc.). The five core job characteristics can be

combined to form a motivating potential score (MPS) for a job, which can be used as an

index of how likely a job is to affect an employee's attitudes and behaviours. A meta-

analysis of studies that assess the framework of the model provides some support for the

validity of the JCM.

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1.1.4 COMMUNICATION OVERLOAD AND COMMUNICATION UNDER

LOAD

One of the most important aspects of an individual’s work in a modern organization

concerns the management of communication demands that he or she encounters on the

job (Kramer, K. J., & Westbrook, L., p. 85). Demands can be characterized as a

communication load, which refers to “the rate and complexity of communication inputs

an individual must process in a particular time frame (Farce, Mange, & Russell, 1977).”

Individuals in an organization can experience communication over-load and

communication under- load which can affect their level of job satisfaction.

Communication overload can occur when “an individual receives too many messages in a

short period of time which can result in unprocessed information or when an individual

faces more complex messages that are more difficult to process (Farce, Mange, &

Russell, 1997).” Due to this process, “given an individual’s style of work and motivation

to complete a task, when more inputs exist than outputs, the individual perceives a

condition of overload (Prayer, K. J., & Westbrook, L., p. 86) which can be positively or

negatively related to job satisfaction. In comparison, communication under load can

occur when messages or inputs are sent below the individual’s ability to process them

(Farce, Mange, & Russell, 1997).” According to the ideas of communication over-load

and under-load, if an individual does not receive enough input on the job or is

unsuccessful in processing these inputs, the individual is more likely to become

dissatisfied, aggravated, and unhappy with their work which leads to a low level of job

satisfaction.

1.1.5 MEASURING JOB SATISFACTION

There are many methods for measuring job satisfaction. By far, the most common

method for collecting data regarding job satisfaction is the Likert scale (named after

Rensis Likert). Other less common methods of for gauging job satisfaction include:

Yes/No questions, True/False questions, point systems, checklists, and forced choice

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answers. This data is typically collected using an Enterprise Feedback Management

(EFM) system.

The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a

specific questionnaire of job satisfaction that has been widely used. It measures one’s

satisfaction in five facets: pay, promotions and promotion opportunities, co-workers,

supervision, and the work itself. The scale is simple, participants answer either yes, no, or

can’t decide (indicated by ‘?’) in response to whether given statements accurately

describe one’s job.

The Job in General Index is an overall measurement of job satisfaction. It is an

improvement to the Job Descriptive Index because the JDI focuses too much on

individual facets and not enough on work satisfaction in general.

Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire

(MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job

satisfaction in 20 facets and has a long form with 100 questions (five items from each

facet) and a short form with 20 questions (one item from each facet). The JSS is a 36 item

questionnaire that measures nine facets of job satisfaction. Finally, the Faces Scale of job

satisfaction, one of the first scales used widely, measured overall job satisfaction with

just one item which participants respond to by choosing a face.

1.1.6 SUPERIOR-SUBORDINATE COMMUNICATION

Superior-subordinate communication is an important influence on job satisfaction in the

workplace. The way in which subordinate’s perceive a supervisor’s behaviour can

positively or negatively influence job satisfaction. Communication behaviour such as

facial expression, eye contact, vocal expression, and body movement is crucial to the

superior-subordinate relationship (Teven, p. 156). Nonverbal messages play a central role

in interpersonal interactions with respect to impression formation, deception, attraction,

social influence, and emotional expression (Burgoon, Buller, & Woodall, 1996).

Nonverbal immediacy from the supervisor helps to increase interpersonal involvement

with their subordinates impacting job satisfaction. The manner in which supervisors

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communicate their subordinates may be more important than the verbal content (Teven,

p. 156). Individuals who dislike and think negatively about their supervisor are less

willing to communicate or have motivation to work where as individuals who like and

think positively of their supervisor are more likely to communicate and are satisfied with

their job and work environment. The relationship of a subordinate with their supervisor is

a very important aspect in the workplace. Therefore, a supervisor who uses nonverbal

immediacy, friendliness, and open communication lines is more willing to receive

positive feedback and high job satisfaction from a subordinate where as a supervisor who

is antisocial, unfriendly, and unwilling to communicate will naturally receive negative

feedback and very low job satisfaction from their subordinate’s in the workplace.

1.1.7 JOB SATISFACTION AND EMOTIONS

Mood and emotions while working are the raw materials which cumulate to form the

affective element of job satisfaction. (Weiss and Cropanzano, 1996). Moods tend to be

longer lasting but often weaker states of uncertain origin, while emotions are often more

intense, short lived and have a clear object or cause. There is some evidence in the

literature that state moods are related to overall job satisfaction. Positive and negative

emotions were also found to be significantly related to overall job satisfaction. Frequency

of experiencing net positive emotion will be a better predictor of overall job satisfaction

than will intensity of positive emotion when it is experienced. Emotion regulation and

emotion labour are also related to job satisfaction. Emotion work (or emotion

management) refers to various efforts to manage emotional states and displays. Emotion

regulation includes all of the conscious and unconscious efforts to increase, maintain, or

decrease one or more components of an emotion. Although early studies of the

consequences of emotional labour emphasized its harmful effects on workers, studies of

workers in a variety of occupations suggest that the consequences of emotional labour are

not uniformly negative.

It was found that suppression of unpleasant emotions decreases job satisfaction and the

amplification of pleasant emotions increases job satisfaction. The understanding of how

emotion regulation relates to job satisfaction concerns two models:

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1. Emotional dissonance . Emotional dissonance is a state of discrepancy between

public displays of emotions and internal experiences of emotions that often

follows the process of emotion regulation. Emotional dissonance is associated

with high emotional exhaustion, low organizational commitment, and low job

satisfaction.

2. Social interaction model. Taking the social interaction perspective, workers’

emotion regulation might beget responses from others during interpersonal

encounters that subsequently impact their own job satisfaction. For example: The

accumulation of favourable responses to displays of pleasant emotions might

positively affect job satisfaction. Performance of emotional labour that produces

desired outcomes could increase job satisfaction.

1.1.8 RELATIONSHIPS AND PRACTICAL IMPLICATIONS

Job Satisfaction can be an important indicator of how employees feel about their jobs and

a predictor of work behaviours such as organizational citizenship, absenteeism, and

turnover. Further, job satisfaction can partially mediate the relationship of personality

variables and deviant work behaviours

One common research finding is that job satisfaction is correlated with life satisfaction

This correlation is reciprocal, meaning people who are satisfied with life tend to be

satisfied with their job and people who are satisfied with their job tend to be satisfied

with life. However, some research has found that job satisfaction is not significantly

related to life satisfaction when other variables such as network satisfaction and core self-

evaluations are taken into account.

An important finding for organizations to note is that job satisfaction has a rather tenuous

correlation to productivity on the job. This is a vital piece of information to researchers

and businesses, as the idea that satisfaction and job performance are directly related to

one another is often cited in the media and in some non-academic management literature.

A recent meta-analysis found an average uncorrected correlation between job satisfaction

and productivity to be r=.18; the average true correlation, corrected for research artifacts

15

and unreliability, was r=.30. Further, the meta-analysis found that the relationship

between satisfaction and performance can be moderated by job complexity, such that for

high-complexity jobs the correlation between satisfaction and performance is higher

(ρ=.52) than for jobs of low to moderate complexity (ρ=.29). In short, the relationship of

satisfaction to productivity is not necessarily straightforward and can be influenced by a

number of other work-related constructs, and the notion that "a happy worker is a

productive worker" should not be the foundation of organizational decision-making.

With regard to job performance, employee personality may be more important than job

satisfaction .The link between job satisfaction and performance is thought to be a

spurious relationship; instead, both satisfaction and performance are the result of

personality.

1.1.9 DEFINITIONS

Job satisfaction has been defined as a pleasurable emotional state

resulting from the appraisal of one’s job; an affective reaction to one’s job; and an

attitude towards one’s job. Weiss (2002) has argued that job satisfaction is an attitude but

points out that researchers should clearly distinguish the objects of cognitive evaluation

which are affect (emotion), beliefs and behaviors. This definition suggests that we form

attitudes towards our jobs by taking into account our feelings, our beliefs, and our

behaviors.

One of the biggest preludes to the study of job satisfaction was

the Hawthorne studies. These studies (1924-1933), primarily credited to Elton Mayo of

the Harvard Business School, sought to find the effects of various conditions (most

notably illumination) on workers’ productivity. These studies ultimately showed that

novel changes in work conditions temporarily increase productivity (called the

Hawthorne Effect). It was later found that this increase resulted, not from the new

conditions, but from the knowledge of being observed. This finding provided strong

16

evidence that people work for purposes other than pay, which paved the way for

researchers to investigate other factors in job satisfaction.

Scientific management (aka Taylors) also had a significant impact on the study of job

satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of Scientific

Management, argued that there was a single best way to perform any given work task.

This book contributed to a change in industrial production philosophies, causing a shift

from skilled labour and piecework towards the more modern approach of assembly lines

and hourly wages. The initial use of scientific management by industries greatly

increased productivity because workers were forced to work at a faster pace. However,

workers became exhausted and dissatisfied, thus leaving researchers with new questions

to answer regarding job satisfaction. It should also be noted that the work of W.L. Bryan,

Walter Dill Scott, and Hugo Munsterberg set the tone for Taylor’s work.

Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the

foundation for job satisfaction theory. This theory explains that people seek to satisfy five

specific needs in life – physiological needs, safety needs, social needs, self-esteem needs,

and self-actualization. This model served as a good basis from which early researchers

could develop job satisfaction theories.

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NEED OF THE STUDY

In the present scenario staff turn over rate in the hotel industry is very

high. So the study behind the staff attrition in the hotel industry is very important.

Employees are leaving from the organization because of so many reasons. Hotel

industry is different from other industries, which require very good professionals

as their employees. They should have lot of qualities like patience, good

communication skills, leadership skills, etc otherwise no one can survive in the

hotel industry. There is lot of reasons behind the staff turnover in the sector, one

of the main reason is employees do not have enough freedom in the time of work

and in taking the leave and about the working schedule. There are many other

reasons also affecting the staff turnover in the industry, and hence it is very

important to do a study about the staff turn over especially in the hotel industry.

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SCOPE OF STUDY

This study emphasis in the following scope:

• To identify the employees level of satisfaction upon that job.

• This study is helpful to that organization for conducting further

research.

• It is helpful to identify the employer’s level of satisfaction towards

welfare measure.

• This study is helpful to the organization for identifying the area of

dissatisfaction of job of the employees.

• This study helps to make a managerial decision to the company.

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OBJECTIVE OF THE STUDY

The objective of the study is as follows

1) To assess the satisfaction level of employees in THE BEACH ORCHID HOTEL

2) To identify the factors which influence the job satisfaction of employees.

3) To identify the factor which helps improves the satisfaction level of employees

4) To know the employee satisfaction towards the facilities

.5) To offer valuable suggestions to improve the satisfaction level of employees.

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METHODOLOGY

Sampling Technique

The sampling technique used is simple convenience sampling

method. Information is collected only from a representative part of the population;

the method of collection is called sampling. This is based on law of statistical

regularity.

Sample Size

The total population of employees in Beach Orchid International is

150. Out of which the sample size taken is 100

Tools for data analysis

Questionnaire is the tool used for data analysis.

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CHAPTER - 2

INDUSTRY PROFILE

The hotel industry is a part of the hospitality industry, along with other

segments like travel, tourism, etc. A change either positive or negative in any of

these associated industries will affect the hotel industry. Further, the demand for

the hotel industry is bound to change due to changes in government rules,

business cycles, economy cycles, with festivals, weather changes, security

issues, tourism development, etc. Political, economical and environmental

changes will also have an impact on the hotel industry. Survival in the hotel

industry is not an easy task.

The hotel needs a very professional and planned approach to emerge

successfully from any of the above mentioned situations. During crises in the

industry, the right initiatives can be taken by clearly understanding the customer

types and segmenting them accordingly. Further, adopting the right marketing

strategy in view of the changing environment and employing marketing principles

to design and promote unique services will help to win over competitors.

Hotels are amongst the most visible and important aspects of a country's

infrastructure. Hotel industry is a closely linked one to the tourism industry. A

number of factors like promotion of tourism and rapid industrial progress have

given a boost to hoteliering. The recent liberalization of trade and opening up of

economy will further lead to revolutionary growth in this sector. 

With increasing globalization, career opportunities in this field are not only

limited within the country but there are chains of hotels which operate

internationally providing scope of a career abroad. It is a glamorous profession

22

which has a bright future. With the growth of hotel industry propelled by foreign

and domestic tourism and business travel, the demand for well trained quality

personnel too has grown impressively. The diversity of experience in hotel

management is greater than in any other profession. Hotel industry involves

combination of various skills like management, food and beverage service,

housekeeping, front office operation, sales and marketing, accounting. Today,

the rise in corporate activity (leading to greater number of business trips) as well

as the wish to travel on holiday has made the hotel industry a very competitive

one. 

‘Hotel in India’ have supply of 110,000 rooms. According to the tourism

ministry, 4.4 million tourists visited India last year and at current trend, demand

will soar to 10 million in 2010 – to accommodate 350 million domestic travelers.

'Hotels in India' has a shortage of 150,000 rooms fueling hotel room rates across

India. With tremendous pull of opportunity, India is a destination for hotel chains

looking for growth. The World Travel and Tourism Council, India, data says, India

ranks 18th in business travel and will be among the top 5 in this decade. Sources

estimate, demand is going to exceed supply by at least 100% over the next 2

years. Five-star hotels in metro cities allot same room, more than once a day to

different guests, receiving almost 24-hour rates from both guests against 6-8

hours usage. With demand-supply disparity, 'Hotel India' room rates are most

likely to rise 25% annually and occupancy to rise by 80%, over the next two

years.

'Hotel Industry in India' is eroding its competitiveness as a cost effective

destination. 'India Hotel Industry’ is adding about 60,000 quality rooms, currently

in different stages of planning and development and should be ready by 2012.

MNC Hotel Industry giants are flocking India and forging Joint Ventures to earn

their share of pie in the race. Government has approved 300 hotel projects,

nearly half of which are in the luxury range.

23

The Indian hotels sector was adversely affected by the global economic

crisis and the terrorist attack in Mumbai on November 26, 2008. The sector has

witnessed a crash in average room rents, occupancy rates and Rev PAR. The

players in the sector reported a fall in profits in the quarter ended March 2009,

despite this quarter generally being the peak season for the hotel business.

The foreign tourist arrivals and foreign exchange earnings fell on a y-o-y

basis in the first four months of the current financial year. The former fell by 12

per cent to 18.32 lakh (1.83 million), while the latter fell by 9 per cent to Rs

17,643 crore (Rs 176.43 billion) during the above period. But once the normalcy

in business conditions resume, the foreign tourist arrivals can reach 10 million

while domestic tourists (demand) will soar to 500 million in the medium term.

As this materializes, there will be shortage of 150,000 rooms in India,

considering the current capacity of 120,000 rooms. That means the demand is

going to exceed the current supply by 100 per cent over next 3-4 years. For

adding 150,000 rooms, the industry needs an investment of Rs 50,000 crore (Rs

500 billion) and the additional inventory would lead to a huge opportunity of

employment.

As per the Planning Commission, the investment of Rs 10 lakh (Rs 1

million) creates 78 jobs in the tourism sector and just 18 jobs in the

manufacturing sector and 45 jobs in the agriculture sector.

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MARKET SEGMENTATION

Market segmentation involves grouping potential customers based on

similarities they exhibit when they make purchase decisions. Often, service

providers segment customers based on similarities in their wants, requirements

and purchasing power. Market segmentation helps a service provider to choose

and target a segment that can be successfully served, given the capabilities of

the service provider.

Geographic Segmentation

Geographic segmentation of the market involves dividing the whole

market based on the needs of the people living in those areas. However, in this

case, it is based on the needs of the people visiting those geographic areas.

Customers need hotels when they are visiting a place on a business trip or on a

leisure trip. Based on this, the market can be segmented as tourist resorts or

places and commercial or business centers.

Tourist Resorts

Tourist resorts attract guests on long vacation or short holiday trip. In

India, hill stations like Shimla, beach resorts like Goa, historically famous places

like Jaipur, places of aesthetic importance like Agra, temple towns like Madurai

and places of scenic beauty like Kerala can be categorized as tourist resorts. The

Taj group, The Oberoi group, ITC hotels and many local hoteliers operate in

these resorts and enjoy good business.

Commercial Centers

Most hotels situated in the country’s commercial hubs like Mumbai,

Bangalore, Delhi and Hyderabad, aim to serve the corporate customers who

25

travel for business purposes. However, most of these cities are also known for

their beautiful palaces, forts and temples or other places worth visiting.Therefore,

they can have hotels that cater to both business as well as leisure travelers.

Demographic Segmentation

Demographic segmentation of the market is based on the purchasing

power of the customers and the purpose for which they use these hotels.

Demographic segmentation divides the entire market into premium, leisure,

budget hotels.

Premium Segment

Hotels in the premium segment aim to attract business and corporate

customers, upper class leisure travelers, NRIs and foreign tourists. This segment

includes 5-star deluxe and 5-star hotels. Leela Kempinski, Taj Lands Mumbai,

The Resort, Le Meridian are some of the hotels in this category, in Mumbai.

Companies normally sponsor their top management executives to stay in

premium hotels. NRIs and some of the foreign tourists who can afford to do so

choose to stay in these hotels. These hotels provide facilities like CD/DVD/VCD

players with a good collection of cassettes, 25”interactive television, fax

machines, mini-bar, voice mail, coffee bars, online connectivity, swimming pool,

recreation facilities, health spa, etc.

Leisure Segment

These hotels are visited by customers who have leisure time or who take

off time from work to spend with their families. This segment consists of hotels

that appeal to the rich and the upper middle class people. Some business and

corporate travelers also visit these hotels. This segment consists of 3- and 4- star

hotels. Most hotels of the Taj Group in Kerala, with their health clubs and other

facilities, appeal to the elite whereas some other hotels provide limited options

and price them accordingly for the middle class customer segment. Hotel

26

Heritage, West End Hotel, Best Western, The Emerald and The Residence are

some of the 3- and 4- star hotels in Mumbai. These hotels provide facilities like

individual air conditioners, 24hour room service, direct dial telephones, television

with satellite channels, a multi cuisine restaurant and bar, wake up call service,

state of the art gym, health spa, swimming pool, recreation room, etc.

Budget Segment

The hotels in these segments aim to attract people who travel for personal

or business purposes. These are budget conscious customers who are not keen

to pay high prices. This segment includes 2-star hotels and other hotels.

27

MAJOR CHARACTERISTICS OF HOTEL INDUSTRY

Globalization has brought about many changes in various industries,

including the hospitality industry. New dimensions of customer service have

emerged and the customer’s basic perception of the service has changed. With

increased awareness and exposure, customers today desire and expect a lot

more when compared to customers a few years back. Today’s consumers

demand more convenience and communication facilities. They expect superior

service from service providers.

Perishability

A hotel’s services, for eg, the availability of rooms, is perishable, which

implies that if a certain number of rooms remain vacant for a day, their capacity

goes unutilized. The capacity lost or wasted on that day cannot be utilized on

another day. Therefore, the revenue from those vacant rooms for the day are lost

and can never be gained.

Location

The location of a hotel is fixed and cannot be changed immediately or

frequently. Therefore hotel owners should choose places that are strategically

placed and convenient for customers to visit. For eg, the Taj Leisure hotel in

Madurai is located atop a hill, with a panoramic view of the temple visit and the

Kodai hills. This suits visitors who come to the place usually on religious or

leisure trips.

Fixed Supply

A hotel has a fixed number of rooms and its capacity cannot be increased

overnight. If a hotel has no vacant rooms and customers still keep asking for

them, it means that it has lost business.

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Seasons

A business hotel will have low occupancy on weekends as corporate

houses do not work on weekends, while a holiday resort has high occupancy

rates during weekends as families are free for short trips.

High fixed costs and low variable costs

A high capital investment is required to build and furnish a hotel. It needs

further investment on hiring, training and maintaining the employees and the

hotel. The fixed costs are quite high when compared to the variable costs.

Therefore, the profitability increases as the occupancy increases.

Competition

Globalization has intensified the competition in the industry with the entry

of many international chains in India. However, it has also improved the existing

service conditions and defined a new set of standards in customer service.

29

FEATURES OF INDIAN HOTEL INDUSTRY

The industry is more dependent on metropolitan cities as they account for 75%

to 80% of the revenues, with Delhi and Mumbai being on top.

The average room rate (ARR) and occupancy rate (OC) are the two most

critical factors that determine profitability. ARR depends on location, brand

image, star rating, quality of facilities and services offered. The occupancy rate

depends on other seasonal factors.

India is an ideal destination for tourists. Approximately 4.4 million tourists visit

India every year. Thus the growth prospects are very high.

In the hotel sector, a number of multinationals have strengthened their

presence. Players like Four Seasons are also likely to enter the Indian market in

the near future. Moreover, Indian hotel chains are also expanding internationally.

A combination of all these factors could result in a strong emergence of budget

hotels, which could potentially lower the cost of travel and related costs.

Opportunities

The spurt in India's tourism industry growth has had a ripple effect on its

hospitality sector. Rising income levels and spending power combined with the

governments open sky policy have provided a major thrust. The industry is

growing at a very rapid pace and there is a demand for more rooms both in

metros and smaller towns. It is estimated that India is likely to have around 40

international hotel brands by 2011.

India's booming hospitality industry has transformed into a veritable basket

of the choicest of rooms, food and beverage, health and business facilities, travel

packages and everything that you can think of. New global entrants are vying

30

with existing local players to provide world-class services at prices suited to

every pocket.

An estimated 4.4 million tourists are expected to visit India with an annual

average growth rate of 12% in the next few years. The domestic tourist market is

also flourishing. The commonwealth games in 2010 will add to the demand for

quality accommodation. The Government of India's Incredible India destination

campaign and the Atithi Devo Bhavah campaign have also helped the growth of

domestic and international tourism and consequently the hotel industry.

The opening up of the aviation industry in India has exciting opportunities

for hotel industry as it relies on airlines to transport 80% of international arrivals.

The government's decision to substantially upgrade 28 regional airports in

smaller towns and privatization & expansion of Delhi and Mumbai airport will

improve the business prospects of hotel industry in India. And the upgrading of

national highways connecting various parts of India has opened new avenues for

the development of budget hotels in India. Taking advantage of this opportunity

Tata group and another hotel chain called 'Homotel' have entered this business

segment.

CLASSIFICATION

5 Star and 5 Star Deluxe. These are mainly situated in the business districts

of metro cities and cater to business travelers and foreign tourists. These are

considered to be very expensive. These account for about 30% of the industry.

Heritage Hotels. These are characterized by less capital expenditure and

greater affordability and include running hotels in palaces, castles, forts, hunting

lodges, etc.

Budget Hotels: Budget hotels cater mainly to domestic travelers who favor

reasonably priced accommodations with limited luxury. These are characterized

by special seasonal offers and good services.

31

Unclassified: These are low-priced motels spread throughout the country. A

low-pricing policy is their only selling point. This segment accounts for about 19

% of the industry.

NEW GROWTH PHASE

The hotel industry in India is going through an interesting phase. One of

the major reasons for the increase in demand for hotel rooms in the country is

the boom in the overall economy and high growth in sectors like information

technology, telecom, retail and real estate. Rising stock market and new

business opportunities are also attracting hordes of foreign investors and

international corporate travelers to look for business opportunities in the country.

The industry has a capacity of 110,000 rooms. According to the tourism

ministry, 4.4 million tourists visited India last year and at the current rate, the

demand will soar to 10 million by 2010 – to accommodate 350 million domestic

travelers. The hotels of India have a shortage of 150,000 rooms fueling hotel

room rates across India.

Hotel industry is also inextricably linked to the tourism industry and its

growth has added fillip to the hotel industry. And with Conde Nast Traveler

ranking India as the fourth most preferred travel destination and Lonely Planet

selecting the country among the top five destinations from 167 countries, India

has finally made its mark on the world travel map.

The arrival of low cost airlines and the associated price wars have given

domestic tourists a host of options. The opening up of the aviation industry in

India has led the way for exciting opportunities for the hotel industry as it relies

on airlines to transport 80% of international arrivals.

32

Moreover, the government’s decision to substantially upgrade 28 regional

airports in smaller towns and privatization and expansion of Delhi and Mumbai

airport will improve the business prospects of hotel industry in India. Substantial

investment in tourism infrastructure is essential for Indian hotel industry to

achieve its potential. The upgrading of national highway connecting various parts

of India has opened new avenues for the development of budget hotels here.

The Government of India’s Incredible India destination campaign and the Atithi

Devo Bhavah campaign have also helped the growth of domestic and

international tourism and consequently the hotel industry.

In recent years the government has taken several steps to boost travel

and tourism, which have benefited the hotel industry in the country. These

include the abolishment of the inland air travel tax by 15%, reduction in excise

duty on aviation turbine fuel to 8% and removal of a number of restrictions in

excise on outbound chartered flights including those relating to frequency and

size of aircraft. The government’s decision to treat convention centers as part of

core infrastructure has also fuelled the demand for hotel rooms. There are some

1,980 hotels approved and classified by the Ministry of Tourism, Government of

India, with a total capacity of about 110,000 hotel room Due to such a huge

potential available in this segment, several global hotel chains like the Hilton,

Accor, Marriott International, Berggruen Hotels, Cabana Hotels, Premier Travel

Inn (PTI), InterContinental Hotels group and Hampshire among others have all

announced major investment plans for the country. The Government's move to

declare hotel and tourism industry as a high priority sector with a provision for

100 per cent foreign direct investment (FDI) has also provided a further impetus

in attracting investments in to this industry.

It is estimated that the hospitality sector is likely to see US$ 11.41 billion

rise in the next two years, with around 40 international hotel brands making their

presence known in the country by 2011. Simultaneously, international hotel asset

management companies are also likely to enter India. Already, US-based HVS

33

International has firmed up plans to enter India.

One of the major reasons for the increase in demand for hotel rooms in the

country is the boom in the overall economy and high growth in sectors like

information technology, telecom, retail and real estate. Rising stock market and

new business opportunities are also attracting hordes of foreign investors and

international corporate travelers to look for business opportunities in the country.

Also India has been ranked as the fourth most preferred travel

destination and with Lonely Planet selecting the country among the top five

destinations from 167 countries; India has finally made its mark on the world

travel map. Thus, the increase in the need for accommodation has hugely

increased the demands for hotels which in turn has boosted the growth of the

hospitality sector in India especially that of the hotel industry.

CHALLENGES FOR HOTEL INDUSTRY

1. Shortage of skilled employees: One of the greatest challenges plaguing

the hospitality industry is the unavailability of quality workforce in different skill

levels. The hospitality industry has failed to retain good professionals.

2. Retaining quality workforce: Retention of the workforce through training

and development in the hotel industry is a problem and attrition levels are too

high. One of the reasons for this is unattractive wage packages.

3. Shortage of rooms: The hotel industry is facing heavy shortage of rooms. It

34

is estimated that the current requirement is of 1,50,000 rooms. Though the new

investment plan would add 53,000 rooms by 2011, the shortage will still persist.

4. Intense competition and image of India: The industry is witnessing

heightened competition with the arrival of new players, new products and new

systems.

5. Manual back-end: Though most reputed chains have IT enabled systems

for property management, reservations, etc., almost all the data which actually

make the company work are filled in manual log books or are simply not

tracked.

6. Human resource development: Some of the services required in the

tourism and hotel industries are highly personalized, and no amount of

automation can substitute for personal service providers.

35

SCOPE OF HOSPITALITY SECTOR

In 2003-04 the hospitality industry contributed only 2% of the GDP.

However, it is projected to grow at a rate of 8.8% between 2007-16, which would

place India as the second-fastest growing tourism market in the world. This year

the number of tourists visiting India is estimated to have touched the figure of 4.4

million. With this huge figure, India is becoming the hottest tourist destination.

The arrival of foreign tourists has shown a compounded annual growth of 6 per

cent over the past 10 years. Besides, travel and tourism is the second highest

foreign exchange earner for India. Moreover, it is also estimated that the tourism

sector will account for nearly 5.3 per cent of GDP and 5.4 per cent of total

employment.

FUTURE The number of tourists visiting India is estimated to touch the figure of

4.4 million. With this huge figure, India is fast becoming the hottest tourist

destination in the region. The visitors include business travelers, leisure travelers

and persons of Indian origin with foreign passports. Growth is expected to

continue over the next few years. It is being predicted that India may achieve an

average growth of 12% per annum in tourism for many years to come. Apart from

international tourists, the domestic tourist market, including business and leisure

travelers, is also flourishing. This market is estimated at around 300 millions

tourists per year. The industry also expects a boom in spiritual and medical

tourism in the domestic sector at a growth rate of 10% to 15% over the next few

years. Growth in tourism will definitely lead to a boom in hotels and restaurants.

Though there is a shortage of rooms at present, it is going to be over soon

enough, as top international players are heading towards India to establish

36

themselves here. A steady growth of about 10% in new hotel projects is expected

for the next few years.

CHAPTER - 3

ABOUT THE COMPANY

BEACH ORCHID INTERNATIONAL

India’s leading ecotel hotel chain the Orchid Group managed by Concept

Hospitality comes to Kerala with the brand of quality and elegance won with

years of dedicated service in the hospitality industry that has been honored with

more than 54 National and International awards. The reputation of the

organization is earned by providing the ultimate in value and personal attention.

The Beach Orchid is a Luxury hotel with 95 rooms, located on the beach offering

panoramic view of the Arabian Sea from every room till its horizon. The hotel is

an ideal host to holiday makers as well as corporate for their meetings,

conventions, etc. providing seven wonderful views of sea, beach, park, city,

greenery, harbor and backwaters.

The ECOTEL® Collection is an exclusive group of International inns, hotels and

resorts that define the concept of environmental responsibility in the hospitality

industry. All Ecotel certified hotels must pass a detailed inspection and satisfy

stringent criteria set by environmental experts.

The Collection began in 1994 when the New York Vista Hotel re-opened as the

world's first Ecotel certified hotel after the bombing of the World Trade Center.

Since then over 1100 hotels, resorts and inns have applied (but not qualified) for

the certification. Currently, there are only 34 Ecotel hotels in the world, out of

which only 3 are 5-star hotels with the 5-globe certification.

37

THE 5 GLOBES

The Ecotel Certification is based on five areas of environmentalism, each of

which is designated by a Globe award. These five areas are referred to as the

‘cornerstones of environmental responsibility’ or simply as ‘Globes’. These

Globes are:

 

Energy conservation

 This requires the existence of a formalized framework to actually reduce the

energy consumption of the hotel. For instance, whether the hotel has been

designed and constructed keeping in mind maximum energy conservation.

Factors like whether minimum lighting is being used, the extent of involvement of

the guests as well as the employees etc. also make a difference to the final

score.

Water conservation

Evaluates the effective conservation of water in all departments of the hotel,

across all levels. The extent to which water is recycled and utilized is also

considered an important factor. Again, all employees are expected to be well-

versed with the water conservation operations of the hotel.

 

Solid waste management

The hotel must effectively recycle and manage waste wherever generated.

Proper systems for collection, recycling and disposal of these wastes in all

departments of the hotel are a must for the Ecotel certification. Moreover, all

employees of the hotel must undergo training in the basic solid waste

management techniques.

38

 

Employee environmental education

Evaluates how involved the employees are in the efforts of the hotel to contribute

towards the environment. The hotel should have training modules in place for

employees at all levels to familiarize them with the eco-friendly initiatives of the

hotel.

 

Environmental commitment

The hotel/ resort/ inn must demonstrate the existence of a formalized

commitment towards the preservation and enhancement of the natural

environment. It must, through all operations, activities and written statements,

communicate its commitment to the environment. For e.g. the mission statement

of the hotel/ resort must mention its environmental dedication. Additionally, every

hotel should have a green team headed by a member of the top management

ensuring that all departments are working in consonance with the hotel’s mission

of environmental responsibility.

PILGRIMAGE PACKAGE OF BEACH ORCHID

Sabarimala Pilgrimage Package of Beach Orchid

Kottarakkara Sree Maha Ganapati Temple 

Omallur Rektha Kanda Swamy Temple 

Malayalapuzha Devi Temple 

Nilakkal Mahadeva Temple 

39

FACILITIES

Each of the rooms comes impressively attached with:

Satellite TV

24hours in Room dining

Electronic key cards

Travel Desk

Energy saver systems

Tea/Coffee Maker

Fruit Basket for all suite rooms

Bathroom amenities as grooming kits and luxurious bathrobes and

slippers

Doctor on Call

Mini Bar

Two Swimming Pool

Laundry & Dry Cleaning Service

An In Room Electronic safe

Curio Shop

Gymnasium

Concierge Service

Spa & Wellness Club with trained Doctors

24 hours on-site security

Complimentary buffet breakfast for all rooms

All Hotel floors are Wi-Fi enabled

40

RATES AT BEACH ORCHID

Tariff (INR)

  Single DoubleDeluxe Room 5950 6450Premium Room 6950 7450Executive Suite 8950 9450Royal Suite   15950Honeymoon Suite   18950     Extra Bed   1500

SPECIAL PACKAGES ENGAGEMENTS & WEDDING PARTIES

Package for 500 People 750 People 1000 PeopleSpecial package for 2 non-veg Buffet

1,50,000* 2,00,000* 2,65,000*

Special package for Veg. Buffet

1,45,000* 1,75,000* 2,30,000*

Special package for Sadya

1,35,000* 1,65,000* 2,15,000*

Applicable Tax: 15% Luxury Tax on the tariff extended.

CHAPTER – 4

LITERATURE REVIEW

REVIEW OF LITERATURE

Job satisfaction, its casual factors and its effect upon organizational health are all part of

41

the various factors under study for this assignment. Job satisfaction for an individual can

be influenced by a number of factors that include first the job itself, the salary, the

promotion policy of the company, the attitudes of the co-workers, the physical and mental

stress levels involved, the working conditions, the interest and challenge levels. These

various factors are just indicative of the many factors that contribute or take away from job

satisfaction. Sometimes, even changing the call out of the furniture fabric can lead to

higher of job satisfaction. While job satisfaction is not quit the same as motivation the two

are closely linked and many times motivating actions also increase satisfaction levels.

Most organizations periodically measure job satisfaction among employees through mainly

quantitative techniques using rating scales

Numerous research studies on job satisfaction and reasons thereof have, as the

following excerpts shows, ended in a number of very interesting findings, we view job

satisfaction as emerging from a variety of factors, including characteristics of the

organizational environment, specific features of the job, and the personnel characteristics

of the worker.

Lit win and Stringer are of the job satisfaction increases as the individual perceives

the environment as having more achievement opportunities. Individuals who are in

achievement climate rate themselves as high performers than individual in less motivating

climate.

Davis in his article Role, "Hierarchy and Organisational Climate", says that

organizational climate may reflect a variety of executive rule following propensities.

Organizational climate should be used in recruitment to determine whether the individual

is rule bound or freewheeling.

Sinha ad Sharma are of the opinion that age and marital status is significantly

related to job satisfaction.

Baldev R.Sharma and Sarita Bhaskar, in their study entitled. "The determinants of

job satisfaction among engineers in public sector undertaking", state that multivariate

analysis traced the conclusion that there is no significant relation with ago and job

satisfaction.

Stareevich who studied first line supervisors, middle managers and professional

employees has stated that occupational levels didn’t significantly affect their job

42

satisfaction of job dissatisfaction.

A study conducted by Singh and Srivastava among Indian supervisors and rank and

file workers have found that occupational and job satisfaction are positively related.

Hoppock (1935) defined job satisfaction as the individual's overall feeling about

the job as expressed in liking or disliking. Smith, Kendall, and Hulin (1969) define it is"

the feelings the worker has about his job".

Maslow (1954) considered satisfaction in terms of human needs.

Philip apple while has listed five major components of job satisfaction as,

1. Attitude towards work group.

2. General workings conditions.

3. Attitude towards company.

4. Monetary benefits and

5. Attitude towards supervision

Other components that should be added to these five are the individual's state of

mind about the work itself and about life in general. The individual's health, age, level of

aspiration, social status and political and social activities can all contribute to job

satisfaction. A person attitude toward the job be positive or negative.

Job satisfaction is not synonymous with organizational morale, which is the

possession of felling of being accepted by and belonging to a group of employees through

adherence to common goals and confidence in desirability of these goals. Morale is the by

product of a group, while job satisfaction is more of an individual stage of mind. However

the two concepts are interrelated in that job satisfaction can contribute to morale and

morale can contribute to job satisfaction. For many years managers generally have

believed that a satisfied worker is necessarily a good worker.

In other works if management could keep all the employees "HAPPY", good

performance would automatically follow. Charles Greene has suggested that many

managers subscribe to this be life because it represent "the path of least residence".

Greene's thesis is that if a performance problem exists, increasing an employee's

happiness is for more pleasant than discussing with the worker his or her failure to meet

standards. Although happiness eventually results from satisfaction, this feeling goes much

43

deeper and is far less tenuous than happiness. Recent research evidence generally rejects

the more popular view that satisfaction causes performance. The evidence does, however,

provide moderate support for the view that job effort causes satisfaction. The evidence

also strongly indicates that rewards constitute a more direct cause of satisfaction that

performance does and that rewards based on current effort causes subsequent performance.

Research also indicates that a high level of job satisfaction does have a positive

impact is reducing turnover, absenteeism, tardiness accidents, grievances and strikes. In

addition, recruitment efforts by current employees generally are more successful if these

employees are well satisfied. Satisfied employees are preferred simply because they affect

the work environment positively. Thus even through a well satisfied employee is not

necessarily an outstanding performer; there are numerous reasons for taking steps to

encourage employee satisfaction.

.CHAPTER 5

ANALYSIS AND INTERPRETATION

The researcher tries to examine each question to find the effect of staff turnover in hotel industry.

44

1. What do you feel about the salary package provided in the organization?

Figure 1InferenceFrom the above graph it is clear that 35% of the employees feel that the salary package provided is an average one, 20% feel that the package is good, another 20% feel the package is below average, 15% feel the package is very good and only 10% believe the package provided is excellent.

2) Would you recommend others who are seeking job to the organization (employee reference)?

45

Figure 2

Inference

From the above graph it is clear that 30% of the employees say that they will sometimes provide employee referrals, 25% say that they will always provide employee referrals, another 25% says they will never provide employee referrals, 12.5% say that they rarely provide employee referrals, and another 7.5% no comment.

3) Do informal groups exist in the organization?

46

Figure 3

Inference

From the above graph it is clear that 52.5% agree that informal groups exist in the organization, 25% do not agree & 22.5% has no comment.

4) How do you feel about the existence of informal group in the organization?

47

Figure 4

Inference

From the above graph it is clearly evident that 27.5% of employees believe that the existence of informal groups is very good, 25% feel it is good, 22.5% have an average feeling, 20% feel it is excellent & only 5% are of below average opinion.

5) Do you think that informal group is a factor, which affects job satisfaction?

48

Figure 5

Inference

From the above graph it is clearly evident that 35% of employees believe that informal groups are a reason affects job satisfaction only sometimes, 30% believe that only rarely it ts a reason, 22.5% believe that always it is a reason & 12.5% says that it is never a reason for staff turnover.

6) Do you think effective training will affect job satisfaction?

49

Figure 7

Inference

From the above graph it is clearly evident that 27.5% of the employees disagree that lack of effective training is a reason that affect job satisfaction, another 27.5% has no comments, 22.5% strongly agree, 12.5% agree & 10% strongly disagree.

7) Are you stressed in work place?

50

Figure 8

Inference

From the above graph it is clear that 32.5% say that they are always stressed in work place, another 32.5% believe that they are rarely stressed in work place, 30% believe that they are sometimes stressed in workplace & 5% believe that they are never stressed in workplace.

8) How do you rate your company?

51

Figure10

Inference

From the above graph it is clear that 30% say that they rate the company as very good, 27.5% rate the company as excellent, 25% as very good, 12.5% as average & 5% believe as below average.

9) Do you feel your salary is comparatively less than your colleagues?

52

Figure11

Inference

From the above graph it is clear that 37.5% feel that their salary is similar to their colleagues, 32.5% feel that salary is less than their colleagues & 30% feel that salary is higher than their colleagues.

10) Have you ever experienced any type of harassment?

53

Figure12

Inference

From the above graph it is clear that 22.5% have experienced verbal harassment, 15% has experienced some other harassment, 6% has no comment & 0% has experienced sexual & physical harassment.

11)Have you ever experienced any type of discrimination?

54

Figure13

Inference

From the above graph it is clear that 52.5% has no comment on whether they have experienced any discrimination, 27.5% has experienced racial discrimination, 10% has experienced some other discrimination, 5% has experienced age discrimination & another 5% has experienced gender discrimination.

12) How is your relationship with your colleague?

55

Figure14

Inference

From the above graph it is clear that 35% feel that they have a good relationship with their colleagues, 32.5% say that their relationship is improving, 25% feel that it is good, 7.5% feel that they have a bad relation & 0% have no answer.

13) Do you feel bad relationship with the colleagues is the major factor that affect job satisfaction?

56

Figure 15

Inference

From the above graph it is clear that 32.5% strongly agree that bad relationship with the colleagues is the major factor affect job satisfaction, 27.5% agree, 20% disagree, 15% strongly disagree & 5% has no answer.

14) Do you feel bad accommodation facility is one of the major factors that affect job satisfaction?

57

Figure 16

Inference

From the above graph it is clear that 40% agree that bad accommodation facility is one of the major factors affect job satisfaction, 35% strongly agree, 10% disagree, 7.5% strongly disagree & another 7.5% has no answer.

15) Do you feel the impact of Kerala food in the cafeteria is a factor that affects job satisfaction?

58

Figure 17

Inference

From the above graph it is clear that 52.5% never feel that Kerala food in the cafeteria is a reason that affect job satisfaction, 27.5% has no answer, 15% feel that sometimes it is a reason & 5% feel that always it is a reason.

16) Do you think the distance between staff quarters and the working place is a factor that affects job satisfaction?

59

Figure 18

Inference

From the above graph it is clear that 32.5% do not feel that the distance between the staff quarters & the working place is a can decrease job satisfaction, 27.5% feel that it is a reason can increase job satisfaction, another 27.5% are of the opinion that it maybe a reason & 12.5% has no answer.

17) Is the duty schedule of the organization very comfortable?

60

Figure 19

Inference

From the above graph it is clear that 32.5% agree that the duty schedule is comfortable, 27.5% strongly agree, 20% disagree, 15% strongly disagree & 5% has no answer.

18) In organizations recruitment is an ongoing process. Are you able to adjust with this?

61

Figure 20

Inference

From the above graph it is clear that 40% of the employees feel that they are able to adjust with the ongoing recruitment process, 35% sometimes, 22.5% are never able to & 2.5% has no answer.

19) Do you agree that subordinates usually follow with their managers as they shift to other organizations?

62

Figure 24

Inference

From the above graph it is clear that 35% agree that subordinates usually follow with their managers as they shift to other organizations, 30% strongly agree, 20% disagree, 10% strongly disagree & 5% has no comments.

63

20) Do you have a chance to learn new skills and develop your talents?

Figure 27

Inference From the above graph it is clear that 40% of the employees feel that they have a chance to learn new skills and develop their talents, 25% feel they do not have much chance, 22.5% feel it is a great deal & 12.5% do not know.

64

21) Do you think a good HR manager can increase job satisfaction?

Figure 28

sInference From the above graph it is clear that 35% of the employees feel that a good HR manager can increase job satisfaction, 30% always feel so, 20% never feel, 10% rarely feel & 5% has no answer.

65

FINDINGS

35% of the employees feel that the salary package provided is an average one, 20% feel that the package is good, another 20% feel the package is below average, 15% feel the package is very good and only 10% believe the package provided is excellent.

Majority 52.5% employees agree that informal groups exist in the organization, 25% do not agree & 22.5% has no comment.

35% of employees believe that informal groups are a reason that affects job satisfaction over only sometimes, 30% believe that only rarely it ts a reason, 22.5% believe that always it is a reason & 12.5% says that it is never.

27.5% of the employees disagree that lack of effective training is a reason forjob satisfaction, another 27.5% has no comments, 22.5% strongly agree, 12.5% agree & 10% strongly disagree.

32.5% say that they are always stressed in work place, another 32.5% believe that they are rarely stressed in work place, 30% believe that they are sometimes stressed in workplace & 5% believe that they are never stressed in workplace.

In the case of harassment 22.5% have experienced verbal harassment, 15% has experienced some other harassment, 6% has no comment & 0% has experienced sexual & physical harassment.

Also in the case of descrimination 52.5% has no comment on whether they have experienced any discrimination, 27.5% has experienced racial

discrimination, 10% has experienced some other discrimination, 5% has experienced age discrimination & another 5% has experienced gender discrimination.

35% feel that they have a good relationship with their colleagues, 32.5% say that their relationship is improving, 25% feel that it is good, 7.5% feel that they have a bad relation & 0% have no answer.

In the case of accommodation facility 40% agree that bad accommodation facility is one of the major factors of staff turnover, 35% strongly agree, 10% disagree, 7.5% strongly disagree & another 7.5% has no answer.

32.5% agree that the duty schedule is comfortable, 27.5% strongly agree, 20% disagree, 15% strongly disagree & 5% has no answer.

32.5% employees feel that language is never a reason for affecting job satisfaction, 30% feel that it is sometimes a reason, 15% feel that it is

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always a reason, 12.5% feel that it is a rarely reason & 10% has no answer.

35% of the employees feel that a good HR manager can reduce the staff turnover, 30% always feel so, 20% never feel, 10% rarely feel & 5% has no answer.

SUGGESTIONS

Try to improve training facilities in the organization, especially for freshers

Staff appraisal should be conducted in a proper manner, appraisal letters

and certificates should be provided to employees as a token of their

hardwork

HR manager should be always open to the grievances of the employees

and be ready to take action

All the employees in the organization should be considered equally

Take precautions against the problems caused by informal groups in the

organization

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CONCLUSION

The researcher has made a study in job satisfaction among the employees of the beach orchid hotel & convention center with the help of questionnaires. As a part of the study, the researcher has analyzed the various reasons that affect job satisfaction over and the effect it has in the hotel industry. Hospitality sector and in particular the hotel industry is one of the ever booming sectors in the present day. And staff turn over is one of the main hindrances for the growth of hotel industry. The results obtained were analyzed using percentage and charts. And as a result, the researcher has understood that there is high retention rate in Beach Orchid International. There are various reasons for this which is stated in findings. The hotel is adopting various measures for the increasing satisfaction to the workers. The researcher’s suggestions based on the findings are also given.

The result of the study shows that the employees of the beach orchid hotel & convention center, kollam are partially satisfied with the facilities provided by the management that are the salary, relationship with others, career planning, proper

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training, imposing extra stress. They are partially satisfied in work environment and communication effective with the supervisors . So the management should consider this issue carefully and make the changes in the field which the employees are not satisfied. That should be favors to the employees. Because every change will improve the company in the way of quality of the service.

A SURVEY ON JOB SATISFACTION AMONG THE EMPLOYEES OF THE

BEACH ORCHID HOTEL & CONVENTION CENTER, KOLLAM

QUESTIONNAIRE

I Am an MBA student doing a project study as part of my curriculum. The study focus on

job satisfaction on THE BEACH ORCHID HOTEL & CONVENTION CENTER,

KOLLAM .I am assuring that all the information gathered during this study will be

completely confidential and will be strictly used for academic purpose only

1. What do you feel about the salary package provided in the organization?

a) Excellentb) Very goodc) Goodd) Averagee) Below average

2) Would you recommend others who are seeking job to the organization (employee

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reference)?a) Alwaysb) Sometimesc) Rarelyd) Nevere) No comment

3) Do informal groups exist in the organization?a) Yesb) No

4) How do you feel about the existence of informal group in the organization?a) Excellentb) Very goodc) Goodd) Averagee) Below average

5) Do you think that informal group is a factor, which affects job satisfaction?

a) Alwaysb) Rarelyc) Some timesd) Never

6) Do you think effective training will affect job satisfaction?a. Strongly disagreeb. Disagreec. Strongly agreed. Agree

7) Are you stressed in work place?a. Alwaysb. Sometimesc. Neverd. Rarely

8) How do you rate your company?a. Excellent

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b. Very goodc. Goodd. Averagee. Below average

9) Do you feel your salary is comparatively less than your colleagues?a. Yesb. Noc. Similar

10) Have you ever experienced any type of harassment?a. Verbal harassmentb. Sexual harassmentc. Physical harassmentd. Other (specify)e. No comment

11) Have you ever experienced any type of discrimination?a. Racial discriminationb. Age discriminationc. Gender discriminationd. Other (specify)e. No comment

12) How is your relationship with your colleagues?a. Bad b. Improvingc. Good d. Greate. No answer

13) Do you feel bad relationship with the colleagues is the major factor that affect job satisfaction?

a. Strongly disagreeb. Disagreec. Strongly agreed. Agreee. No answer

14) Do you feel bad accommodation facility is one of the major factors that affect job satisfaction?

a. Strongly disagreeb. Disagreec. Strongly agreed. Agreee. No answer

15) Do you feel the impact of Kerala food in the cafeteria is a factor that affects job satisfaction?

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a. Alwaysb. Sometimesc. Neverd. No answer

16) Do you think the distance between staff quarters and the working place is a factor that affects job satisfaction?

a. Yes b. No c. May bed. No answer

17) Is the duty schedule of the organization very comfortable?a. Strongly disagreeb. Disagreec. Strongly agreed. Agreee. No answer

18) In organizations recruitment is an ongoing process. Are you able to adjust with this?a. Alwaysb. Sometimesc. Neverd. No answer

19) Do you have a chance to learn new skills and develop your talents?a. A great dealb. An average amountc. Not too muchd. Do not know

20) Do you think a good HR manager can increase job satisfaction?a. Alwaysb. Sometimesc. Neverd. Rarely

REFERENCE

www.researchandmarkets.com

www.ibef.org/industry/tourismhospitality.aspr

business.mapsofindia.com

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www.financialexpress.com

www.naukrihub.com/india/hospitality/overview/trends

www.equitymaster.com

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