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*Corresponding author: Dr. Neeraj Kumari, Assistant Professor (Management), Faculty of Engineering & Technology, Manav Rachna International University, Faridabad, Haryana, India. Email: neerajnarwat@gmail.com

118

Management and Administrative Sciences Review

Volume 5, Issue 2

Pages: 118-127

March 2016

e-ISSN: 2308-1368

p-ISSN: 2310-872X

Study of Employee Satisfaction in Hotel Industry

Dr. Neeraj Kumari

Assistant Professor (Management), Faculty of Engineering & Technology, Manav Rachna International University, Faridabad, Haryana, India

The study aims to measure employee satisfaction at two organizations viz, Taj Mahal Hotel and ITC Maurya Hotel, and to analyze which parameters play an important role in determining overall Employee Satisfaction. It is a descriptive research in nature. The sample population is 30 employees each from the two aforesaid organizations. The sample size is 60. Non Comparative Scaling Technique has been used in the study. Conclusively it may be stated that Employee Satisfaction is a multidimensional phenomenon with a number of factors operating simultaneously. The employees of Taj Mahal feel extremely satisfied when they were exposed to the eight selected parameters.

Keywords: Compensation, employee growth, motivation, training, work culture

INTRODUCTION

Organizational culture/ corporate culture is all about beliefs, collective attitudes, values, experiences and procedures existing within the organization. The definition of organizational culture changes from organization to organization. The words like patterns, manner, core, ideology, ethos, roots, purpose, style, philosophy, vision can be used to describe organizational culture.

A good organizational culture would be beneficial for every member of the organization, be it the top management or the low level employees in the organization. A good organizational culture has the potential to maximize employees’ strategies and ideas. A good organizational culture is one which would help all the supervisors and the employees of the firm to be on the same page as those in charge of the firm. A good organizational culture can be

created by removing the common traits of an unhealthy culture. In order to make a good organizational culture, emphasis should be made on the following points:

Reality is more important than form

Service should be more important than authority

Purpose is more important than process

Adaptability is more important than precedence

LITERATURE REVIEW

Surivankietkaew and Avery (2014): The study

concluded that sustainable leadership (SL) practices

Manag. Adm. Sci. Rev. e-ISSN: 2308-1368, p-ISSN: 2310-872X Volume: 5, Issue: 2, Pages: 118-127

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found to be related with the employee satisfaction.

A total of 23 SL practices were linked in a manner

that they enhanced employee satisfaction. Some of

the practices which were found to be associated

with employee satisfaction were considered

organizational change, valuing employees, a strong

shared vision, ethical behavior, quality in products

and services, and an enabling culture.

Paco and Nave (2013): The results showed that the

volunteers’ experience is satisfactory and is

positively related to feelings of happiness. The

relationship between volunteers’ motivations and

satisfaction/ happiness found to be weak.

Antoncic and Antoncic (2011): A positive

relationship was found between employee

satisfaction, intrapreneurship and growth. Among

all the control variables, age was found to be

influential.

Pelit et al. (2011): The study concluded that the

relations with the colleagues and physical

conditions are the most positive aspects related to

job satisfaction, while unfair payment is the most

negative aspect related to job satisfaction. The

results of correlation and regression analyses

indicated that behavioral and psychological

empowerment has a significant effect on the job

satisfaction.

Bjerke et al (2007): A strong connection between

artifacts and identity, employee satisfaction,

creativity, mood and motivation was established.

Due to the face-to-face interaction between the

employees and the customers of the business

segment, aesthetics seemed to be important.

Koh and Boo (2004): A significant and positive link

was found between ethical culture and job

satisfaction, job satisfaction and organizational

commitment. The study concluded that

organizational ethics can be used as a means to

generate favourable organizational outcomes.

RESEARCH METHODOLOGY

Purpose of study: To measure employee

satisfaction at two organizations viz, Taj Mahal

Hotel and ITC Maurya Hotel. Employee

Satisfaction has become today a very important

process in the organizations, especially during

times when attrition rate is very high. Every

organization needs to understand this process in

order to retain best of the employees.

Objective:

To analyze which parameters play an

important role in determining overall

Employee Satisfaction.

Type of Research: The type of research used is

descriptive.

Sample Design

Sample Population: The sample population is

30 employees each from the two aforesaid

organizations.

Sample Size: The sample size is 60 that include

30 employees from each organization.

Sample Selection: The employees have been

selected randomly, irrespective of their age,

experience or designation.

Design of the Questionnaire: The questionnaire

has been divided into 8 parameters that have been

selected randomly keeping in mind their

importance in present text and also after getting

inputs from the pilot study conducted for the same

study. Following are the eight parameters that have

been considered for the study of employee

satisfaction: Work Culture, Training,

Communication, Compensation, Rewards &

Recognition, Performance Appraisal System, Work

Relations and Work Environment.

Scaling Technique used: Non Comparative Scaling

Technique has been used in the study.

Manag. Adm. Sci. Rev. e-ISSN: 2308-1368, p-ISSN: 2310-872X Volume: 5, Issue: 2, Pages: 118-127

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Data collection:

Primary Data

Questionnaire

Telephonic Conversation

E-Mails

Secondary Data

Websites

Journals

Books

DATA ANALYSIS AND INTERPRETATIONS

FIGURES 1-8 HERE

Interpretations: Based on the data presentation, we

observe that:

Parameter 1: In this parameter we have tried to

generate favorable response from the employees

with respect to two statements. For the Hotels, Taj

Mahal generated a more favourable response than

ITC Maurya. Overall the hotels have generated a far

better response as compared to the airlines.

Parameter 2: This parameter is extremely important

as Training in hospitality plays a major role. On the

Hotel’s Front, Taj Mahal scored better than ITC

Maurya.

Parameter 3: The Communication needs to be

strengthened so as to make the employees know

what exactly the company wants out of him. For the

hotel, the employees at Taj Mahal scored high.

Parameter 4: The mean for compensation at Taj

Mahal is better.

Parameter 5: The rewards and recognition given at

hotels, Taj Mahal scored a shade above ITC Maurya.

Parameter 6: When it comes to understanding of

Performance Appraisals, Taj Mahal’s employees

can be said to have a better understanding of the

process as compared to ITC Maurya.

Parameter 7: On the hotels’ front we notice that

work relations are better on Taj Mahal’s employees’

side as compared to ITC Maurya.

Parameter 8: When exposed to Work Environment

parameter, Taj Mahal scores better than ITC

Maurya hotels.

Objective: To analyze which parameters play an

important role in determining overall Employee

Satisfaction.

Taj Mahal

TABLE 1 HERE

FIGURE 9 HERE

Interpretations: The bend is more towards Work

Culture, Work Environment and these parameters

show high correlation as compared to other

parameters. Hence the top four parameters for Taj

Mahal hotel shall be:

1) Communication

2) Work Culture

3) Work Environment

4) Performance Appraisal System

ITC Maurya

TABLE 2 HERE

FIGURE 10 HERE

Interpretations: The bend is more towards Rewards

and Recognition and training. Hence, the top

parameters we notice here are:

1) Rewards and Recognition

2) Communication

3) Training

4) Work Culture

FINDINGS AND SUGGESTIONS

For Taj Mahal hotel, we have seen that the

employees are highly satisfied when

exposed to the eight selected parameters.

Manag. Adm. Sci. Rev. e-ISSN: 2308-1368, p-ISSN: 2310-872X Volume: 5, Issue: 2, Pages: 118-127

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The results at Taj Mahal were better as

compared to other organizations. Here we

notice that the difference between all the

parameters is very less and hence we can say

that all parameters are equally important

when it comes to determining employee

satisfaction.

The final case is of ITC Maurya hotel, which

like Taj Mahal hotel, gives a very positive

result. Employees at ITC Maurya are also

satisfied when exposed to the eight

parameters. Unlike Taj Mahal hotel, here we

notice that the difference is there between

various parameters with rewards and

recognition and communication being the

most determining factor.

We can say that, out of the two selected

organization, variation among the

employees of Taj Mahal hotel is very less as

compared to other organization of study.

CONCLUSION

Conclusively it may be stated that Employee

Satisfaction is a multidimensional phenomenon

with a number of factors operating simultaneously.

There are certain factors which have strong

influence on the overall index but the presence of

other factors cannot be ignored. The employees of

Taj Mahal feel extremely satisfied when they were

exposed to the eight selected parameters.

REFERENCES

Arminda do Paço, Ana Cláudia Nave, (2013) "Corporate volunteering : A case study centred on the motivations, satisfaction and happiness of company employees", Employee Relations, Vol. 35 Iss: 5, pp.547 – 559.

Elbeyi Pelit, Yüksel Öztürk, Yalçın Arslantürk, (2011) "The effects of employee empowerment on employee job

satisfaction: A study on hotels in Turkey", International Journal of Contemporary Hospitality Management, Vol. 23 Iss: 6, pp.784 – 802.

Hian Chye Koh, El'fred H.Y. Boo, (2004) "Organisational ethics and employee satisfaction and commitment", Management Decision, Vol. 42 Iss: 5, pp.677 – 693.

Jasna Auer Antoncic, Bostjan Antoncic, (2011) "Employee satisfaction, intrapreneurship and firm growth: a model", Industrial Management & Data Systems, Vol. 111 Iss: 4, pp.589 – 607.

Rune Bjerke, Nicholas Ind, Donatella De Paoli, (2007) "The impact of aesthetics on employee satisfaction and motivation", EuroMed Journal of Business, Vol. 2 Iss: 1, pp.57 – 73.

Suparak Suriyankietkaew , Gayle C. Avery , (2014) "Employee satisfaction and sustainable leadership practices in Thai SMEs", Journal of Global Responsibility, Vol. 5 Iss: 1, pp.160 – 173.

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122

APPENDIX

Parameter 1: Work Culture

Figure 1: Showing parameter 1 for two Hotels

Parameter 2: Training

Figure 2: Showing parameter 2 for two Hotels

3.43.63.8

44.24.4

Taj Mahal ITC Maurya

Work Culture

Work Culture

Mean Value

3.23.43.63.8

44.24.4

Taj Mahal ITC Maurya

Training

Training

Mean Value

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Parameter 3: Communication

Figure 3: Showing parameter 3 for two Hotels

Parameter 4: Compensation

Figure 4: Showing parameter 4 for two Hotels

3.33.43.53.63.73.83.9

4

Taj Mahal ITC Maurya

Communication

Communication

Mean Value

3.5

3.6

3.7

3.8

3.9

Taj Mahal ITC Maurya

Compensation

Compensation

Mean Value

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Parameter 5: Rewards and Recognition

Figure 5: Showing parameter 5 for two Hotels

Parameter 6: Performance Appraisal System

Figure 6: Showing parameter 6 for two Hotels

4

4.05

4.1

4.15

Taj Mahal ITC Maurya

Rewards and Recognition

Rewards and Recognition

Mean Value

0

1

2

3

4

Taj Mahal ITC Maurya

Performance Management System

Performance Management System

Mean Value

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Parameter 7: Work Relation

Figure 7: Showing parameter 7 for two Hotels

Parameter 8: Work Environment

\

Figure 8: Showing parameter 8 for two Hotels

3.4

3.5

3.6

3.7

3.8

3.9

Taj Mahal ITC Maurya

Work Relations

Work Relations

Mean Value

2.8

3

3.2

3.4

3.6

3.8

4

Taj Mahal ITC Maurya

Work Environment

Work Environment

Mean Value

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Table 1: Showing correlation value for Taj Mahal

Parameters Correlation Values

Work Culture 0.48

Training 0.21

Communication 0.49

Compensation 0.31

Rewards & Recognition 0.29

Performance Appraisal

System 0.41

Work Relations 0.21

Work Environment 0.41

Figure 9: Showing correlation value for Taj Mahal

0

0.1

0.2

0.3

0.4

0.5Work Culture

Training

Communication

Compensation

Rewards &Recognition

PerformanceAppraisal System

Work Relations

WorkEnvironment

TAJ MAHAL

Correlation Values

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Table 2: Showing correlation value for ITC Maurya

Parameters Correlation Values

Work Culture 0.28

Training 0.36

Communication 0.43

Compensation 0.19

Rewards & Recognition 0.56

Performance Appraisal

System 0.21

Work Relations 0.19

Work Environment 0.25

Figure 10: Showing correlation value for ITC Maurya

0.00

0.10

0.20

0.30

0.40

0.50

0.60Work Culture

Training

Communication

Compensation

Rewards &Recognition

PerformanceAppraisal System

Work Relations

WorkEnvironment

ITC MAURYA

Correlation Values