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
