1 Chapter -I INTRODUCTION

WHAT IS JOB SATISFACTION? 1.1 Indian Hospitality Industry: The hospitality industry is considered to be the worlds fastest growing industry contributing for nearly 10% of the worlds GDP (Boella, 2000). This increasing importance is the result of a vigorous process of expansion undertaken in the last decades. Hotel industry in India has been an important industry to the Indian Economy. It is one of the largest foreign exchange earners, to the country and also one of the largest employers, both directly and indirectly. The industry is characterized significantly by small unorganized players, labour-intensive operations, seasonality, cyclicality, highly capital intensive nature and highly sensitive to the external factors like economy, terrorism and political status. This industry has been the main focus of the present research study.

Table 1.1

SWOT Analysis of the Indian Hotel Industry:

Strengths Indias rich cultural heritage Second largest forex earner Demand exceeds supply

Opportunities Boom in tourism Privatization of airlines Increase in disposable incomes

Weaknesses Capital intensive Labour intensive

Threats Sensitive to disturbances in the country Non-availability land High taxes may render India as an unviable destination. of Competition from International chains

1.2 The Reasons For Choosing This Topic: The purpose of this study was to determine gender differences in job satisfaction of staff in three to five-star hotels in Mumbai. While there has been some research on job satisfaction in the hospitality industry the amount is not proportionate to the importance of the issue. Hotel organizations can benefit from conducting their business in a more responsible manner. This research project examines the impact on employee job satisfaction and organizational commitment. It is proposed that employees who work in an satisfying hotel environment will be more loyal than employees who work in an unethical environment. Furthermore, the researchers will focus primarily on examining any potential differences in job satisfaction across gender. The Hospitality industry has become a central player within the global economy. The increasing mobility of the workforce and the globalisation process of the industry are a reality. Organisations moving abroad are facing, more than ever, the challenge of managing a gender balanced workforce. Hence, the importance of developing gender sensitive selection methods is a great challenge for the industry. The entry of women into the professional world has, without a doubt, changed the dynamics of the workplace over the past few decades. That observation still holds true today and becomes more prevalent with the changing face of the labour market in terms of diversity. However, in spite of that strong overall female presence, there still exists an unfair share between the number of women compared to the number of men holding high managerial and executive positions. Hence, the researchers of the study were interested in studying the hypothesis that, there

4 is a significant level of difference in job satisfaction of female employees of the hospitality industry than that of male employees. For this purpose, a survey method was adopted wherein a questionnaire on job satisfaction will be administered on 60 hotel employees. The sample for the research consisted of 30 males and females each, belonging to the age group of 25 to 35 years working in 5 star Mumbai hotels of majorly thr posts of Managers and Assistant managers. The research design that was used was a descriptive survey type.

5 Chapter -I I LITERATURE REVIEW 2.1 Definition of Important Terms: The definitions of terms used throughout this study are presented below. Job Satisfaction: the subjective pleasurable emotional state resulting from hotel employees job experiences based on Locke (1976). Intrinsic Factors: factors that, when present in a job, can build strong levelsof employee motivation and satisfaction that can result ingood job performance, as defined by Herzberg (1966: 72-73) including achievement, recognition, advancement,responsibility and the work itself. Extrinsic Factors: factors that may result in employee dissatisfaction when not present in the job environment, as defined by Herzberg(1966: 72-73) including policies and administration,supervision, working conditions, interpersonal relations,salary, status and job security. Job Facets: the nine subdivisions of intrinsic and extrinsic factors as defined by Spector (1985) including those correspondingto Herzbergs intrinsic factors (promotion, contingentrewards, nature of the work, and communication) andextrinsic factors (pay, supervision, benefits, operatingconditions and coworkers).

6 2.2 Definition of Job Satisfaction: Job satisfaction is defined as a worker's sense of achievement and success. Job satisfaction implies that a person is doing a job they like, doing it well, and being rewarded for it. Job satisfaction describes how happy an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Logic would dictate that the most satisfied (happy) workers should be the best performers and vice versa. This is called the "happy worker" hypothesis. However, this hypothesis is not well supported, as job satisfaction is not the same as motivation or aptitude, although they may be clearly linked. A primary influence on job satisfaction is the application of Job design, which aims to enhance job satisfaction and performance using methods such as job rotation, job enlargement, job enrichment and job re-engineering.Other influences on satisfaction include management styles and culture, employee involvement, empowerment, and autonomous work position. Job satisfaction is a very important attribute and is frequently measured by organizations. The most common technique for measurement is the use of rating scales where employees report their thoughts and reactions to their jobs. Questions can relate to rates of pay, work responsibilities, variety of tasks, promotional opportunities, the work itself, and co-workers. Some examinations present yes-or-no questions while others ask to rate satisfaction using a 1-to-5 scale, where 1 represents "not at all satisfied" and 5 represents "extremely satisfied."

2.3 History: One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies (19241933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions (most notably illumination) on

7 workers productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthrone 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 evidence that people work for purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction. 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. Job satisfaction can also be seen within the broader context of the range of issues which affect an individual's experience of work, or their quality of working life. Job satisfaction can be understood in terms of its relationships with other key factors, such as general well-being, stress at work, control at work, home-work interface, and working conditions.

2.4 Models and Theories of job satisfaction: Affect theory Edwin A. Lockes 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/arent met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesnt value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is

8 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 ones 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, Edwin A. Locke, and Cathy C. Durham in 1997. Judge et al. argued that there are four Core Self-Evaluations that determine ones disposition towards job satisfaction: self-esteem, general self efficacy, locus of control and nueroticism. This model states that higher levels of self-esteem (the value one places on his/her self) and general self-efficacy (the belief in ones 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. Opponent process theory According to opponent process theory, emotional events, such as criticisms or rewards, elicits two sets of processes. Primary processes give way to emotions that are steady with the event in question. Events that seem negative in manner will give rise to the feelings of stress or anxiety. Events that are positive give rise to the feeling of content or relaxation. The other process is the opponent process, which induces feelings that contradict the feelings in the primary processes. Events that are negative give rise to feelings of

9 relaxation while events that are positive give rise to feelings of anxiety. A variety of explanations have been suggested to explain the uniformity of mood or satisfaction. This theory shows that if you try to enhance the mood of individual it will more likely fail in doing so. The opponent process theory was formulated to explain these patterns of observations. Equity theory Equity Theory shows how a person views fairness in regard to social relationships. During a social exchange, a person identifies the amount of input gained from a relationship compared to the output, as well as how much effort another persons puts forth.Equity Theory suggests that if an individual thinks there is an inequality between two social groups or individuals, the person is likely to be distressed because the ratio between the input and the output are not equal. For example, consider two employees who work the same job and receive the same benefits. If one individual gets a pay raise for doing the same or less work than the other, then the less benefited individual will become distressed in his workplace. If, on the other hand, one individual gets a pay raise and new responsibilities, then the feeling of inequality is reduced. Discrepancy theory The concept of discrepancy theory explains the ultimate source of anxiety and dejection. An individual, who has not fulfilled his responsibility feels the sense of anxiety and regret for not performing well, they will also feel dejection due to not being able to achieve their hopes and aspirations. According to this theory, all individuals will learn what their obligations and responsibilities for a particular function, over a time period, and if they fail to fulfill those obligations then they are punished. Over time, these duties and obligations consolidate to form an abstracted set of principles, designated as a self-guide.Agitation and anxiety are the main responses when an individual fails to achieve the obligation or responsibility. This theory also explains

10 that if achievement of the obligations is obtained then the reward can be praise, approval, or love. These achievements and aspirations also form an abstracted set of principles, referred to as the ideal self guide.When the individual fails to obtain these rewards, they begin to have feelings of dejection, disappointment, or even depression. Two-factor theory (motivator-hygiene theory) Frederick Herberg'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 employees motivation to work is continually related to job satisfaction of a subordinate. Motivation can be seen as an inner force that drives individuals to attain personal and organizational goals (Hoskinson, Porter, & Wrench). 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 Hackman & 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 criticised in that it does not specify how motivating/hygiene factors are to be measured. Job characteristics model Hackman & 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

11 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 behaviors. A metaanalysis of studies that assess the framework of the model provides some support for the validity of the JCM. 2.5 Factors That Influence Job Satisfaction: 1. Environmental factors Communication overload and communication underload One of the most important aspects of an individuals work in a modern organization concerns the management of communication demands that he or she encounters on the job. 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. 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. Due to this process, given an individuals style of work and motivation to complete a task, when more inputs exist than outputs, the individual perceives a condition of overload 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 individuals ability to process them.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

12 satisfaction. Superior-subordinate communication Superior-subordinate communication is an important influence on job satisfaction in the workplace. The way in which subordinates perceive a supervisor's behavior can positively or negatively influence job satisfaction. Communication behavior such as facial expression, eye contact, vocal expression, and body movement is crucial to the superior-subordinate relationship (Teven). Nonverbal messages play a central role in interpersonal interactions with respect to impression formation, deception, attraction, social influence, and emotional.Nonverbal immediacy from the supervisor helps to increase interpersonal involvement with their subordinates impacting job satisfaction. The manner in which supervisors communicate with their subordinates non-verbally may be more important than the verbal content (Teven). Individuals who dislike and think negatively about their supervisor are less willing to communicate or have motivation to work whereas individuals who like and think positively of their supervisor are more likely to communicate and are satisfied with their job and work environment. A supervisor who uses nonverbal immediacy, friendliness, and open communication lines is more likely to receive positive feedback and high job satisfaction from a subordinate. Conversely, a supervisor who is antisocial, unfriendly, and unwilling to communicate will naturally receive negative feedback and create low job satisfaction in their subordinates in the workplace. Effective human resources practices lead to positive financial outcomes A Watson Wyatt Worldwide study identified a positive outcome between a collegical and flexible work enviornment and an increase in shareholder value. Suggesting that employee satisfaction is directly related to financial gain. Over 40 percent of the companies listed in the top 100 of Fortune magazines, Americas Best Companies to Work For also appear on the Fortune 500. It is possible that successful workers enjoy working at successful companies, however, the Watson Wyatt Worldwide Human Capital

13 Index study claims that effective human resources practices lead to positive financial outcomes more often than positive financial outcomes lead to good practices. 2. Individual factors Emotion Mood and emotions form the affective element of job satisfaction. 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. Some research suggests 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 work (or emotion management) refers to various types of efforts to manage emotional states and displays. Emotion management 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 work emphasized its harmful effects on workers, studies of workers in a variety of occupations suggest that the consequences of emotional work 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: * 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.

14 * 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 favorable responses to displays of pleasant emotions might positively affect job satisfaction. * Genetics

It has been well documented that genetics influence a variety of individual differences. Some research suggests genetics also play a role in the intrinsic, direct experiences of job satisfaction like challenge or achievement (as opposed to extrinsic, environmental factors like working conditions). One experiment used sets of monozygotic twins, reared apart, to test for the existence of genetic influence on job satisfaction. While the results indicate the majority of the variance in job satisfaction was due to environmental factors (70%), genetic influence is still a minor factor. Genetic heritability was also suggested for several of the job characteristics measured in the experiment, such as complexity level, motor skill requirements, and physical demands. Personality Some research suggests an association between personality and job satisfaction. Specifically, this research describes the role of negative affectivity and positive affectivity. Negative affectivity is related strongly to the personality trait of neuroticism. Individuals high in negative affectivity are more prone to experience less job satisfaction. Positive affectivity is related strongly to the personality trait of extraversion. Those high in positive affectivity are more prone to be satisfied in most dimensions of their life, including their job. Differences in affectivity likely impact how individuals will perceive objective job circumstances like pay and working conditions, thus affecting their satisfaction in that job.

15 2.6 Job Satisfaction And Measurement Tools: Smith; Kendall; & Hulin (1969) developed the Job Descriptive Index (JDI). Theybased their work in developing a tool for measuring job satisfaction on Herzbergsprevious theoretical work. The JDI has become one of the most popular facet scalesamong organizational researchers, and it may have been the most carefully developedand validated. The scale assesses five facets: pay, promotions, coworkers, supervision, and the work itself. Many users of the scale have summed the five facet scores into an overall score, although this practice is not recommended by Smith and her associates (Ironson et al., 1989). The entire scale contains 72 statements with either 9, or 18 items per facet. Each item is composed of an evaluative adjective, or short phrase that is descriptive of a job facet. Responses are Yes, Uncertain, or No. For each facet scale, a brief explanation is provided, followed by the items concerning that facet. Both favorable, or positively worded and unfavorable, or negatively worded items are provided. There is an extensive body of literature in which this scale has been used. Cook. (1981) listed more than 100 published studies that used the JDI. Thus, extensive normative data are available for potential users of the scale. The facets also have very good reliabilities. The very extensive body of research using the scale provides good validation evidence. Perhaps the biggest limitation of the scale is that it is limited to only five facets, although these are five of the most frequently assessed. In addition, there has been some criticism that particular items might not apply to all employee groups. However, this criticism is probably true of all job satisfaction scales. The JDI is copyrighted and a fee is required for its use, even though it is one of the most popular scales.

16 Spectors Job Satisfaction Survey Paul Spector (1985) developed the Job Satisfaction Survey (JSS). Working on the basis of Herzbergs Two-factor Theory, he sought to develop a tool for measuring job satisfaction. This was accomplished by using attitude scale construction techniques with summated (Likert) rating scales. Spectors method for developing the JSS is presented here after. First, the domains of interest were defined. To accomplish this, a literature review was conducted including studies of job satisfaction facets (subdivisions of the intrinsic and extrinsic job satisfaction factors). Many of the studies reviewed includedfactor analyses employing existing or ad hoc instruments to determine the underlyingfacets of satisfaction. Other studies were conceptual analyses of satisfaction facets.From each study, a list of facets was made and the ten most common and conceptually meaningful to Spector were chosen for inclusion in the scale. These ten facets adequately sampled the domains of job satisfaction so that a combined score (sum of all subdivisions, or facets) would yield a good measure of overall satisfaction. These ten facets included satisfaction with pay, promotion, supervision, benefits, contingent rewards, operating conditions, coworkers, nature of the work, communication, and work conditions. Statements were written to characterize each of the ten facets to be included in the survey. Some facets had more statements than others because the domain areas varied in specificity and breadth. A total of 74 items were compiled for inclusion in the first version of the survey. The JSS used the summated rating scale format with six agree-disagree response choices: disagree strongly, disagree moderately, disagree slightly, agree slightly, agree moderately, and agree strongly. These response choice intervals were approximately equal psychologically and were scored from 1 to 6, respectively. Approximately half of the items were written in a positively worded direction and half in a negatively worded direction. Each item was an evaluative statement, agreement with which would indicate either a positive or negative attitude about the job. The initial statement pool was administered to a small pilot sample of 49 employees of a community

17 mental health center in the southeastern United States. Partwhole correlations were calculated for each statement in each facet. Those items were retained that had a part-whole of at least 0.45. This left 34 items with no more than 4 statements per facet; 2 additional items were written to equalize the items per facet at each, and this became the final list of statements included in the survey. All facets remained as conceptualized originally, except for work conditions. This facet originally contained the most items and included both physical conditions, such as equipment and the physical environment, and operational conditions, such as rules, procedures, and red tape. Only the latter items were retained and this facet was renamed operating conditions. This process reduced the first JSS from ten facets to nine facets in the final version. Spectors final JSS assesses nine facets of job satisfaction (Spector. 1985). A description of the facets and example statements from each are presented below. 1. Pay: amount and fairness or equity of salary (I feel I am being paid a fair amount for the work I do.) 2. Promotion: opportunities and fairness of promotions (I am satisfied with my chances for promotion.) 3. Supervision: fairness and competence at managerial tasks by ones supervisor (My supervisor is quite competent in doing his job.) 4. Benefits: insurance: vacation, and other fringe benefits (The benefits I receive are as good as most other organizations offer.) 5. Contingent rewards: sense of respect, recognition, and appreciation (When I do a good job, I receive the recognition for it that I should receive.) 6. Operating conditions: policies, procedures, rules and perceived red tape (Many of organizational rules and procedures make doing a good job easy.) 7. Co-workers: perceived competence and writing (I know what is going on with the

18 organization.) Each of the nine facets can produce a separate facet score.

2.7 Practical implications: Job Satisfaction can be indicative of work behaviors such as organizational citizenship and withdrawal behaviors such as absenteeism and turnover. Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors. 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 nonwork 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 surprisingly low correlations between job satisfaction and performance. 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 than for jobs of low to moderate complexity.

Additionally, one longitudinal study indicated that among work attitudes, job satisfaction is a strong predictor of absenteeism, suggesting that increasing job satisfaction and organizational commitment are potentially good strategies for reducing absenteeism and

19 turnover intentions. Recent research has also shown that intention to quit alone can have negative effects on performance, organizational deviance, and organizational citizenship behaviours. In short, the relationship of satisfaction to productivity is not as straightforward as often assumed and can be influenced by a number of different workrelated constructs, and the notion that "a happy worker is a productive worker" should not be the foundation of organizational decision-making. For example, employee personality may even be more important than job satisfaction in regards to performance.

JOB SATISFACTION IN HOSPITALITY INDUSTRY

2.8 Perceptions Of Different Authors: The level of job satisfaction is determined by four factors: Management Conditions, Personal Fulfilment, Using Ability in the Job, and Job Conditions. The study results show that significant gender differences exist with regard to the Using Ability in the Job dimension of job satisfaction. After controlling such variables as age, marital status, monthly income level, education, type of department, position held, length of time in the organization, length of time in the tourism sector, and frequency of job change, most gender differences remained significant. Job satisfaction is a frequently studied subject in the work and organizational literature. This is mainly due to the fact that many experts believe that job satisfaction trends can affect labour market behaviour and influence work productivity, work effort, employee absenteeism and staff turnover.

20 Job satisfaction has been defined in several ways by different authors. Mullins (2005) perceived job satisfaction as more of an attitude, an internal state and it could be associated with a personal feelings of achievement either qualitative or quantitative. Robins (2001) saw job satisfaction as an individual general attitude towards his or her job. Riggio (2000) also believed job satisfaction to be the feelings and attitude one has about his job. He further stated that all aspects of a particular job good and bad, positive and negative are likely to contribute to the development of feelings of satisfaction or dissatisfaction. Locke (1976) gave a comprehensive definition of job satisfaction as involving cognitive, affective and evaluative reactions or attitude and states that it is a pleasurable or positive emotional state resulting from the appraisal of ones job or experience. Spector (1997) defined job satisfaction as a cluster of evaluative feelings about the job and identifies nine factors of job satisfaction as pay, promotion, supervision, benefits, contingent, rewards, communication. Recent studies by Ehrenberg (2003), Zoghi (2003) and Robst, Van Gilder and Polacheck (2003) found that women are no less satisfied than men. They further suggested that female workers should have the same expectations as their male counterparts and so the same job satisfaction. Sloane and Ward (2001) opined that women over the age of 35 have significantly job satisfaction while Hagedron (1996) asserted that the job satisfaction of female workers is lower when their earning fall below the earning of comparable males. Bass and Barrent (1992) opined that inherent sex differences in job satisfaction of hotel workers is due to the secondary position women placed their secular jobs compared to their family. Zalenzunik, Christenson and Roethlisbeger (1958) also asserted that women have greater job satisfaction despite the fact that female receive the same pay and had the

21 same job status as their men counterparts. Barber (1986) indicates twelve major factors of job satisfaction which are similar. According to him, the correlates of job satisfaction are: the work itself, sense of achievement or job challenge, responsibility, recognition, advancement or promotion, salary, job security, good working conditions, supervision, relationship with co-workers, organizational policies, managerial and workers commitment to organizational goals and policies.

2.9 Influencing Factors : 1. Shift: One of the factors that can lead to satisfaction for hotel employees is their shift. Since hotels are open 24 hours, employees who work a shift they prefer will have higher job satisfaction. 2. Ability: If a person can do his job well and is in the right job for his skills, then he will be more satisfied with his job. The hospitality industry offers a variety of opportunities for people's skills, including communication skills (front desk), manual labor (cleaning), security, and computer skills (reservations). 3. Reward: Competitive wages compared to other local hotels, health benefits, room discounts for family, will provide a sense of reward for hotel workers. 4. Other Factors: Other factors for job satisfaction for hotel workers include: being scheduled to work with co-workers they like, feeling valued by their supervisor, receiving opportunities for promotion or learning.

22 2.10 Importance Of Job Satisfaction in Hospitality Industry:

Employee satisfaction is essential to the success of any business. A high rate of employee contentedness is directly related to a lower turnover rate. Thus, keeping employees satisfied with their careers should be a major priority for every employer. While this is a well known fact in management practices, economic downturns like the current one seem to cause employers to ignore it.

There are numerous reasons why employees can become discouraged with their jobs and resign, including high stress, lack of communication within the company, lack of recognition, or limited opportunity for growth. Management should actively seek to improve these factors if they hope to lower their turnover rate. Even in an economic downturn, turnover is an expense best avoided.

Locke (1976) identifies two very important reasons for being concerned with the phenomena of job satisfaction. First, it can lead to a happier life. Second, it contributes to other attitudes: family attitudes and the individuals job attitude. A study on job satisfaction of family physicians by Syptak, Marsland, and Ulmer (1999) finds that job satisfaction is also good for the employers because satisfied workers tend to be more productive, creative, committed and will eventually contribute to higher quality patient care and patient satisfaction. Conversely, job dissatisfaction will cause rising financial costs due to high turnover, absenteeism, problems of low morale and employee conflicts in the workplace, elements that may compromise client outcomes (Misener, Haddock, Gleaton, & Abdul Rahman Abu Ajamieh, 1995) .

23 Advantages * Quality of work improves and productivity increases because employees are in an environment where they feel comfortable and experience job satisfaction. * Office space overhead and costs are reduced because companies do not have to maintain an office to support all of their employees * Employee absentee average and sick leave is lower because they can work from home with monthly, weekly, or daily deadlines * * Employee turnover is decreased reducing recruiting and training costs. Management staff does not have to worry about scheduling fluctuations they can focus on work and specific projects. * Management is released from all concern from personal emergencies of employees.

Disadvantages: * Employers have little to no supervision of employees. This makes the employers feel they have no control over the employees and their productivity. * With the employees working on a network attached to the company server, there is a security concern because files, documents, and possibly private company information can be accessed outside the office. * Start up and maintenance costs incurred by the company for supplies used in home offices, maintenance of computers and network systems, and installation of intranets can be quite costly.

24 2.11 Past Research Evidence :

Effects of Selected Individual Characteristics on Frontline Employee Performance and Job Satisfaction By Osman M. Karatepe, Orhan Uludag, Ismet Menevis

This study examines the effects of selected individual characteristics on frontline employee performance and job satisfaction. Specifically, the study examines: (i) the effects of trait competitiveness, self-efficacy, and effort on performance; (ii) the effects of self-efficacy and effort on job satisfaction; and (iii) the effects of performance and job satisfaction on intention to leave. The study uses a sample of frontline employees in Northern Cyprus hotels. The hypothesized relationships are tested using LISREL 8.30 through path analysis. Path analysis indicates that competitiveness, self-efficacy, and effort are significant predictors of frontline employee performance. However, the direct effect of competitiveness on performance has been found to be stronger than that of effort. Path analysis also demonstrates that the direct effect of self-efficacy on job satisfaction is stronger than that of effort. Job satisfaction has been found to be negatively associated with intention to leave, while performance has not. In addition, various demographic variables such as gender, age, education, and organizational tenure have been examined as antecedents of effort, performance, job satisfaction, and intention to leave. The inclusion of demographic variables in the equations has not changed the pathanalytic results for the hypothesized relationships. The implications of the findings and avenues for future research are delineated in the study. Brown, Donna and McIntosh, Steven (1998) If you're happy and you know it...job satisfaction in the low wage service sector.CEPDP, 405. Centre for Economic Performance, London School of Economics and Political Science, London, UK. ISBNThe issue of worker satisfaction is important both for the sake of individuals themselves and also for employers for whom happy staff should be productive staff. Highly satisfied staff have been shown to have lower propensities to quit and to be absent. Whilst there have been some interesting

25 contributions in this field, the existing studies are weakened by their inability to control for workplace characteristics. Uniquely, our data set, covering three low wage sectors, enables us to do this whilst still providing a wealth of demographic information. Using principal components analysis we examine five measures of workers'' satisfaction and find that individuals respond quite differently depending upon the measure of contentment employed. We then examine which of our component forms of satisfaction has the greatest impact on overall satisfaction. Satisfaction with short-term rewards and long-term prospects are found to be far more influential in determining overall satisfaction than contentment with social relationships or work intensity.

Job Satisfaction, Organizational Commitment and Internal Service Quality A Case Study of Las Vegas Hotel/Casino Industry

The purpose of this study, was to create a case study in employee attitudes on job satisfaction, in a major Las Vegas, Nevada hotel/casino. To accomplish this, the authors specifically investigated the discrete level of their job satisfaction, internal service quality, and organizational commitment. They also explored the overall impact of job satisfaction and internal service quality on employee organizational commitment. Currently there is no reported research on the simultaneous examination of these three variables. The results of this study have practical applications given the size and the nature of the casino business, in which a large number of employees may be assembled in a single location, and where employees may move easily from one property to another.

26 Job satisfaction of managers in tourism: Cases in the Antalya region of Turkey Purpose To investigate job satisfaction of middle and upper level managers working in 5-star hotels and first-class holiday villages and to note interests of tourism professionals regarding the subject of job satisfaction. Design/methodology/approach Questionnaire technique was used for the sample of 102 middle- and upper-level managers. For data evaluation SPSS program was used. Ttests, correlation, Anova and Scheffe tests were carried out. Findings According to the findings it can be mentioned that there is a general satisfaction among middle- and upper-level managers in the sample. This finding can be evaluated as being hopeful according to Turkey's working conditions. In Turkey, generally personnel have long working hours, poor physical working conditions, lack of support from their colleagues and by international standards, insufficient salaries. Research limitations/implications The results are limited within the sampled middleand upper-level managers in 5-star hotels and first-class holiday villages, so the results cannot be generalized. Practical implications This study can be evaluated as useful information for tourism industry professionals regarding the subject of job satisfaction.

27 Job satisfaction and gender Why are women so happy at work? By Andrew E. Clark By most objective standards, women's jobs are worse than men's, yet women report higher levels of job satisfaction than do men. This paper uses a recent large-scale British survey to document the extent of this gender differential for eight measures of job satisfaction and to evaluate the proposition that identical men and women in identical jobs should be equally satisfied. Neither the different jobs that men and women do, their different work values, nor sample selection account for the gender satisfaction differential. The paper's proposed explanation appeals to the notion of relative wellbeing, especially relative to workers' expectations. An identical man and woman with the same jobs and expectations would indeed report identical job satisfaction, but women's expectations are argued to be lower than men's. This hypothesis is supported by the finding that the gender satisfaction differential disappears for the young, the highereducated, professionals and those in male-dominated workplaces, for all of whom there is less likely to be a gender difference in job expectations.

2.12 JOB SATISFACTION AND GENDER : Women bring an element of diversity that cannot be ignored. However, the fact remains that they are still underrepresented in the managerial ranks of many sectors of the business industry as a whole. The hospitality industry, in particular, is as much affected by the limited number of women in executive positions because womens prominence in the high ranks of their organizations is fairly recent. Although, womens presence in all ranks has started to thrive, it is not without difficulty; women are still perceived as not strong enough to carry on great responsibilities that await them in the high levels of their organizations.

28 The purpose of this study was to identify and examine factors that female managers and executives in the hospitality industry consider to be susceptible to influence their job satisfaction, particularly elements that comprise the push and pull factors. Furthermore, the study attempted to attract attention on the importance of retention initiatives for women in all ranks of the organizations, and more so in the highest positions.

Hewlett and Luce (2005) in their study of the glass ceiling concept in the business world brought forth two categories of factors that are the main causes behind women leaving the workforce. First, there are the push factors which stipulate that women who leave their jobs are 2 forced to opt-out of mainstream careers because they do not find the fulfilment they were expecting upon entering (Belkin, 2003). They are pushed away by their organizations because they find their jobs meaningless, are not exposed to more career opportunities, have minimal mentoring support, are not acknowledged for their work, and experience low job satisfaction. Then, there are the pull factors which exist outside of the workplace; they take form in attending to family demands and needs such as bearing children, raising children, attending to elderly parents, and/or enduring the pervasiveness of a highly traditional division of labor at home. Moreover, while exploring the literature, the researchers discovered that the results of previous studies related to business ethics and ethical climate across gender have been inconsistent. Some studies clearly identified significant differences between male and female employees such as females tend to be more ethically sensitive than males (e.g., Arlow, 1991; Luthar, Bibattista, & Gautschi, 1997; Ruegger & King, 1992). Whereas, others failed to prove differences across gender (e.g., Derry, 1989; Fritzsche, 1988; Singhapadki & Vittel, 1991). However, many of these studies are outdated and were conducted in a variety of organizations unrelated to the hospitality industry. Therefore, this study will examine the current state of male and female perceptions of ethics within the hotel industry. Many studies have been conducted around the world in relation to job

29 satisfaction in the hospitality industry. Furthermore, the literature has described job satisfaction in various ways through the years. Hoppock (1935) viewed it as the combination of psychological and environmental circumstances that cause a person to be satisfied with his or her work. Other studies saw it as seeking fulfilment through asking whether the job met their employees physical and psychological needs (Porter, 1962; Wolf, 1970). Locker (1969) defined it as a pleasurable emotional state resulting from the appraisal of ones job as achieving or facilitating ones job values (p. 317). Smith, Kendall, and Hulin (1975) referred to job satisfaction as the feelings employees have about their jobs in general. Agho, Price, and Mueller (1992), approached it as the extent to which employees like their work. However, according to Cranny, Smith and Stone (1992) there is a clear consensus in relation to defining job satisfaction. Job satisfaction may be both intrinsic, derived from internally mediated rewards such as the job itself and opportunities for personal growth and accomplishment, and extrinsic, resulting from externally mediated rewards such as satisfaction with pay, company policies and support, supervision, fellow workers, chances for promotion and customers (Walker, Churchill, & Ford, 1977). The extent to which someone can actually measure and calculate those intrinsic and extrinsic aspects of job satisfaction may lead researchers to confusion, wrong judgments or misinterpretations of the results. Another important factor that hospitality organizations should examine to determine how it relates to business ethics is their employees gender. In fact, gender has been an important part of several studies on business ethics leading to completely different results. Some studies pointed out that there are differences in ethical perceptions between sexes. For example, Albaum and Peterson (2006) noted that women showed more favorable attitudes toward ethical behaviours than men. Other studies found that females tend to be more ethically sensitive than males (Arlow, 1991; Luthar & Al, 1997; Ruegger & King, 1992). When Chonko and Hunt (1985) conducted a study on marketing management

30 professionals, they found that female marketers are more likely to perceive ethical problems in their activities than male marketers. Sims and Kroeck (1994) found that female employees tend to be more committed to an organization when their preferred ethical climate and their actual ethical work climate match. Luthar, Bibattista, and Gautschi (1997) demonstrated that men and women had differing perceptions of how ethical behaviour should be related to positive business outcomes. Furthermore, their study showed that being exposed to integrative ethical education predicted more positive attitudes towards how the current gender is as well as how it should be. DAquila, Bean and Procario-Foley (2004) found that females believed more than males that ethical standards strengthen a companys competitive position, whereas males strongly believed that ethical standards weaken a companys competitive position.

Related Research on Gender and Job Satisfaction The relationship between gender and job satisfaction has been examined frequently. However, the results have been contradictory. Some studies have shown women to be more satisfied with their jobs than men. Khaleque; & Rahman (1987) found that there were significant differences between some demographic variables (age, experience, social status) and job satisfaction of industrial workers in Bangladesh. Older workers and married women were more satisfied with their jobs than other workers. In a study of public employees at Seoul Metropolitan Government in Korea, Kim (2005) found that women employees were more satisfied with their jobs than men. Among the demographic variables, gender was the only significant predictor of job satisfaction. Other studies have shown men to be more satisfied with their jobs than women.

31 Bilgic (1998) did not reach a clear conclusion about gender differences and overall job satisfaction in Turkey, but did find a significant correlation between gender differences, pay satisfaction and satisfaction with the physical environment. Turkish women expressed less satisfaction with their pay and working environments than did men. Traditional culture was of substantial importance in predicting and affecting job satisfaction in Kuwait (Metle. 2002). Kuwaiti women employees were dissatisfied with their jobs in the Kuwaiti government sector because of traditional cultural values. With regard to what men and women look for in a job, the evidence is also inconsistent. According to Mottaz (1986), at lower work levels, men focused more on intrinsic factors, whereas women emphasized extrinsic factors. However, at managerial levels, men and women tended to focus equally on both intrinsic and extrinsic factors. Kim (2005) found that Korean women employees at the Seoul Metropolitan Government emphasized intrinsic factors, whereas men emphasized extrinsic factors. De Vaus; & McAllister (1991) examined gender differences in job factors, using data collected in nine Western European countries. Their results showed that men placed greater value. Than women on both extrinsic and intrinsic factors and were somewhat more satisfied than women with their jobs. In Thailand, the studies of gender and job satisfaction are also inconsistent. Paisal (1984) studied job satisfaction of university faculty members at Srinakharinwirot University. This study attempted to analyze the facultys job satisfaction based on their demographic data. The results showed that women faculty members were moresatisfied with supervision and coworkers than men. Piyaporn (2003) studied job satisfaction of employees at Tong Roongroj Industry. This study aimed to investigate the relationships between job satisfaction, demographic factors and corporate culture. The results revealed that gender made no difference to job satisfaction. In conclusion, gender is one of the most important demographic variables affecting job satisfaction. Moreover, men and women appear to be satisfied with different facets of jobs.

32 2.13 What Should the Employer Do? The employer has a responsibility to ensure the satisfaction of all of its employees. There are many precautions that managers can take to make certain that they are meeting the working needs of their employees. Employers also should be more cautious during the hiring process. Having multiple people interviewing final candidates will help ensure that the employee will work well with the company.

During interviews, employers should ask questions relating to the type of work that the potential employee enjoys doing. It is imperative to match the personal characteristics and values of the employee with the organization. Employers should prepare for the interview by doing a job assessment to see what skills are necessary for the position, then testing applicants to see if they have the ability to be trained to the position and have the skills and knowledge that correspond with the job description (Kaye & Jordan-Evans, 1999). It is critical that during this phase, the employer give an accurate description of the job to candidates so they can prepare for the challenges ahead. Managers must learn to communicate better with lower level employees. Connection to the company gives staff a better feeling of belonging and worth. Supervisors should set an example by promoting friendly relationships with the staff so the work environment is healthier (Kaye & Jordan-Evans, 1999). They need to learn to listen to the employees when they have a concern or a question about the work that they are doing or the direction that the company is taking. It is imperative that managers show respect for all employees, their opinions, and their work. Managers need to convey a good understanding of the mission and goals that the company is trying to attain so that the staff recognizes what the organization is working toward.

Clarification, of the expectations associated with different positions, assists employees in comprehending their direct relationship with the company and how their work affects that of others. Performance reviews are a good managerial tool because they give administrators an idea of those employees that are contributing to the organizations

33 success and those who need to work harder (Branham, 2005). It also offers employees the ability to gauge their performance. Often, employees will think that they are performing better or worse than their managers perceive their work to be. The performance review presents the perfect time to bring together these different perspectives, to correct negative behavior, and to reward productivity.

Providing employees with the opportunity for growth is also a major contributor to satisfaction. Because performing the same job becomes uninteresting, it is important to challenge employees with work that they can accomplish but stretches their abilities (Timpe, 1986). It is a good opportunity to see the abilities of lower level employees. Giving employees new projects or goals allows them to become creative and skilled in new areas. This broadens their knowledge while they become a more valuable asset to the company. Lateral movement does not change the status of the employee, but helps them learn more about different aspects of the company. Doing another job entirely gives the employee a change of pace and direction. The employee may find that they enjoy a different branch of the workforce better than the one previously held.

Recognition of an employees hard work is essential to his or her satisfaction in the workplace (Kaye & Jordan-Evans, 1999). Letting employees in on the decision making processes gives those employees a feeling that their opinions are respected and that they hold a place of importance within the company. Pay is a huge motivator for many employees. Making the connection between money and performance motivates employees to be more productive and to go the extra mile (Timpe, 1986).

Caring about employees on a personal level is important as well. Let them know that the work that they do, the lives that they lead, also are of benefit to the company. The employer can make sure that employees are aware of their achievements. These employers can show appreciation for those achievements. Conversely, employers should take notice when employees become overwhelmed and attempt to alleviate the daily burden by adding more help when it is obviously needed.

34 2.14 Conclusion of the literature review: Management should have a positive effect on, and seek to support the happiness of, the firms employees. Reasons for this are not solely to benefit the employees as companies also stand to gain from employee satisfaction. In an economic environment like the current one, employers often disregard the costs associated with unhappy employees, seemingly believing that these employees are stuck in their current positions and will tolerate unpleasant working environments.

This, however, is not the case. Many reasons for employee dissatisfaction are well within the control of the firm and good management practices will enable a company to diminish, or remove, those reasons. Satisfied employees will work harder for the company and plan to stay at the company, ultimately reducing that companys labor costs.

35 Chapter -I II RESEARCH DESIGN

3.1 Aim: To study the Gender Differences in job satisfaction in the hospitality industry. 3.2 Objectives Of The Research Study: 1. To find out if there exists, any differences in the Job Satisfaction Levels of male and female employees in the hotel industry of the city Mumbai(India). 2. To determine the degree of difference, if there is any. 3. To explore valid reasons behind the difference or the non-difference. 4. To explore what factors do hotel employees think, contribute to their Job satisfaction levels. 5. To determine the specific factors that might lead to Job Dissatisfation in Hotel Employees. 6. To throw some light on how to increase the Job satisfaction levels in hotel employees. 7. To ascertain whether having higher job satisfaction levels in employees, benefits the hotel industry in any way. 8. To discuss whether gender effects how individuals perceieve their Job Quality, in general. 9. To quote and share some researches already done in the feild of Job satisfaction and its relation to Gender. 10. To explore how Job dissatisfaction is leading to poorer quality of life in hotel employees. 11. To observe the willingness to participate in the research project by hotel employees.

36 3.3 Methods Of Data Collection: The researchers of this research adopted a Survey Method to collect the data needed. As this was a descpritive research, the questionnaire method suited the most to assess the Job satisfaction levels. The questionnaire gives the reaserch structure and uniformity which was needed here as there needs to be comparison made between the two genders. The questionnaire consisted of close-ended and direct questions. The participants were contacted personally by the researchers and the questionnaire was filled in front of them. Also, in informal exploratory interview was also carried out to get the preliminaries from the participants and to form basic rapport for the purposes of authenticity. 3.4 Sample Design: The questionnaire on job satisfaction was administered on 60 hotel employees. The sample for the research consisted of 30 males and females each, belonging to the age group of 25 to 35 years working in 5 star Mumbai hotels of majorly thr posts of Managers and Assistant managers.

37 Chapter IV DATA ANALYSIS AND DATA INTERPRETATION

4.1 Introduction To Data Analysis Procedures Followed:

The present study sought to find out whether the employees of the hotel business were really satisfied with their jobs or not. In doing this, it was determined the extent of the level of their job satisfaction and how they could have been satisfied, if they had the options of changing few things.

The objectives of this research were to identify the various factors that actually triggered off or were responsible for the worker's satisfaction and to determine the major factor that made them satisfied with their jobs and their corresponding efficiency. Also, this paper seeks to determine the gender differences in job satisfaction in the hospitality industry, if there is any!

This research was also formulated by the need to actually know the factors that motivated hotel workers to carry out their professional duties effectively. It was indeed necessary to know whether these hotel workers were forced by circumstances to stay in the profession or if they were actually satisfied with their jobs. And also to find out their level of satisfaction.

It was essentially necessary to determine the main factor that gave them the job satisfaction or dissatisfaction. In other words, it was determined how job factors such as pay, working conditions, relationship with boss, personnel policies and the work itself affected the job satisfaction of the hotel workers.

38

The research was conducted with 60 managerial level hotel employees ,who were chosen randomly from various hotels in the city of Mumbai, India. The average age of the interviewees ranged from 21years to 32 years of age. It was also gathered that most of the employees have atleast one year of work experience respectively. Apart from the objective data collected from these members of staff, subjective questions also played an important role in the final findings of this research work.

The research sought to collect as much relevant data as possible. For this purpose the questionnaire was formulated in both quantitative and qualitative fashion. The first 9 questions of the survey were objective in nature. They followed the Likert scale (i.e. The point scale) from 1 to 6, where 1 point represented 'strongly disagree' and 6 point represented 'strongly agree'. The respondents were supposed to encircle the option that suited him or her the best for each option. Next, the last three questions (question 10,11 and 12) were subjective in nature. They were open ended which meant the participant had the freedom to expand and explain his or her views. The data was carefully sorted and calculated. It was then converted into means and percentages for the purpose of comparison among the two genders. Also, for the last three qualitative questions percentages were also derived for the total population irrespective of the genders. Furthermore, these percentages were represented in the form of bar diagrams, pie charts and geometric log tables for the purpose of easy access and quick glance. The data has been presented in the following sections.

39 4.2 Analysis of Quantitative Data: The objective questions ranged from themes of satisfaction with salaries to how meaningful the employees think their work is. The first question was related to the employees perception of whether their salary does justice to the amount of work they perform. The exact wordings of the question was: I feel I am being paid a fair amount for the work I do. Table 1 Percentages of Females and Males Question 1 Ratings Gender 1 Disagree very much 6% 11% 2 Disagree moderately 18% 18% 3 Disagree slightly 28% 20% 4 Agree slightly 25% 29% 5 Agree moderately 9% 18% 6 Agree very much 14% 4%

Females Males

Fig. 1.f

40

Fig. 1.m The graph 1.m and graph1.f show that 29% of male employees 'slightly agree' about the point, 28% of female employees 'disagree slightly' on the point, 4% of male employees strongly agree and 6% of female employees strongly disagree. This means that there is a very distinguishing line between how female hotel employees perceive their worth and how male employees do. The women feel that the level of performance and hard work they are putting in their profession, they are not being paid that much and that they deserve better. On the contrary the men feel the opposite. They feel that their salary is adequate. The difference in opinion of the two genders even when objectively they receive the same amount of salary at the same posts, could be due to various reasons, like it is probable that the men do not put as much as effort into their work in the hotel industry as they can. So they feel justified to be paid as much as they are. Or else, it is also possible that the

41 females perceive their self worth to be very high. The next question reflects employees views on their likelihood of being promoted. The 2nd question was : There is really too little chance for promotion on my job." Table 2 Percentages of Females and Males Question 2 Ratings Gender 1 Disagree very much 12% 4% 2 Disagree moderately 22% 17% 3 Disagree slightly 28% 32% 4 Agree slightly 18% 23% 5 Agree moderately 13% 7% 6 Agree very much 7% 17%

Females Males

Fig 2.f

42

Fig 2.m

As represented by the figures 2.m and 2.f, 32% of the male employees and 28% of female employees moderately disagree with the question, which means that there is hardly any difference between the perception of the male and female employees regarding this aspect. Irrespective of the gender, the participants seem to be very satisfied with the probability of their promotion at work. The graphs of the two genders on this questions id similar.

43

The 3rd question covers the extra benefit aspect of the job in hospitality industry. The benefits include bonuses, perks, free hotel stays, food etc.. The exact wordings of the question were: I am not satisfied with the benefits I receive." Table 3 Percentages of Females and Males Question 3 Ratings Gender 1 Disagree very much 9% 19% 2 Disagree moderately 10% 16% 3 Disagree slightly 16% 19% 4 Agree slightly 32% 23% 5 Agree moderately 33% 16% 6 Agree very much 0% 7%

Females Males

44

Fig 3.f

Fig. 3m

The graph 3.m and 3.f shows that female employees (33%) agree more than their male

45 counterparts (23%) on the benefits being received by them apart from the basic salaries to be dissatisfactory. Also, a striking feature seen in this question is that 0% women have marked the point 6 which stands for completely agreeing. This shows that the again the perception of the men and women is different regarding what they think are benefits and how much do they think they deserve. Similar to question 1, here too the female employees seem to be more dissatisfied than men.

The 4th question tapped on the perceptions of the employees regarding the fact of how well they think they are recognized when they perform well. The question was as follows: "When I do a good job, I receive the recognition for it that I should receive." Table 4 Percentages of Females and Males Question 4 Ratings Gender 1 Disagree very much 0% 3% 2 Disagree moderately 6% 10% 3 Disagree slightly 18% 17% 4 Agree slightly 34% 21% 5 Agree moderately 12% 31% 6 Agree very much 30% 18%

Females Males

46

Fig. 4f

Fig. 4m

47 The graph 4.m and 4.f reflects that 31% of male respondents agree moderately while 34% of females agree slightly with the question at hands. This result is over lapping due to various reasons and there is hardly any striking difference regarding the recognition being received. In totality both the gender participants feel that whenever they perform well they are given the required encouragement. This is a positive aspect in the data collected about the hospitality industry.

The 5th question is related to the rules and regulations affecting the job in hotel sector. The question is: "Many of our rules and procedures make doing a good job difficult."

Table 5 Percentages of Females and Males Question 5 Ratings Gender 1 Disagree very much 9% 3% 2 Disagree moderately 16% 19% 3 Disagree slightly 25% 13% 4 Agree slightly 25% 26% 5 Agree moderately 25% 22% 6 Agree very much 0% 17%

Females Males

48

Fig. 5f

Fig. 5m

49

The graph 5.m and 5.f reflects that 26% of male participants agree slightly with this point of view. Whereas among female participants the result is very universal as 25% of female participants agree slightly and 25% of female employees agree moderately while 25% disagree slightly. This result is tricky to be interpreted with certainty, because this question was worded a little difficulty. Many respondents asked the meaning of it. Hence, its safer to not draw any strong conclusions about this question.

The 6th question is about the relation that employees share at their work place with their seniors and colleagues. The exact wordings of the question were: I like the people I work with. Table 6 Percentages of Females and Males Question 6 Ratings Gender 1 Disagree very much 0% 0% 2 Disagree moderately 12% 0% 3 Disagree slightly 25% 7% 4 Agree slightly 0% 20% 5 Agree moderately 38% 57% 6 Agree very much 25% 16%

Females Males

50

Fig. 6f

51 Fig. 6m

The Table 6 shows that there is only a little difference in the perception of both males and females as 57% of female employees and 38% of male employees agree moderately to the fact that they like the people they work with. This is again a positive aspect obtained from the data about this industry as it tells that employees like the company they work in. However, it should not be ignored that males find is less comfortable to spend time and work with their colleagues than women.

The 7th question tracks down the meaning of the job done by the employees. The question says I sometime feels that my job is meaningless. Table 7 Percentages of Females and Males Question 7 Ratings Gender 1 Disagree very much 25% 27% 2 Disagree moderately 9% 13% 3 Disagree slightly 25% 17% 4 Agree slightly 12% 20% 5 Agree moderately 12% 7% 6 Agree very much 17% 16%

Females Males

52

Fig. 7f

Fig. 7m

The graph 7.m and 7.f show that 27% of male employees strongly disagree and 16% of

53 males strongly agree. While among females, 25% strongly disagree and 17% strongly agree. Hence, this question seems to be pretty controversial. The highest percentages for both the genders are in extremes. So neither the views of the males and females match nor do they differ much.

The 8th question deals with the raises being given to the employees. The exact narration of the question was Raises are too few and far between. Table 8 Percentages of Females and Males Question 8 Ratings Gender 1 Disagree very much 9% 1% 2 Disagree moderately 3% 13% 3 Disagree slightly 19% 7% 4 Agree slightly 34% 33% 5 Agree moderately 25% 27% 6 Agree very much 10% 19%

Females Males

54

Fig. 8f

Fig. 8m

55

The graph 8.m and 8.f represent that both the male and female counterparts agree on question meaning that they feel they are being given less raises and after long duration of times. The male participants feel more strongly about this point than females.

The 9th question is in respect to a fair chance of promotion for the deserving employees. The question is presented in following manner Those who do well on the job stand a fair chance of being promoted. Table 9 Percentages of Females and Males Question 9 Ratings Gender 1 Disagree very much 3% 7% 2 Disagree moderately 9% 3% 3 Disagree slightly 19% 14% 4 Agree slightly 13% 17% 5 Agree moderately 9% 24% 6 Agree very much 47% 36%

Females Males

56

Fig. 9f

57

Fig. 9m

The graph shows that again both the male and female counterparts on the same side regarding this aspect as 47% of females and 35% of males strongly agree with the above stated question. Hence no striking difference of opinion is found regarding this.

58 4.3 Analysis of Qualitative Data: As mentioned above, that for obtaining a rich data for the research purpose the questionnaire was scored, analyzed and interpreted, both qualitatively and quantitatively. In the next section of this data analysis the researchers have tried to draw out common themes from the varied views given by the respondents. This was done by analyzing the last three open ended questions of the questionnaire used. The ninth question sought to find out the major areas of the employees life which are affected the most by the job timings of their profession. The exact wordings of the question were as follows: The areas in which job timings effect my social life.

Fig. 10t As seen from the above Fig10.t, 31.5% the total population sample of the study feel that their family life is the most effected by their uncertain job timings, followed by their

59 ability to interact with their friends and socialize. On this aspect the difference between the perceptions of the two genders has been pretty varied. This is diagrammatically represented the pie chart 10.f and 10.m

Fig.10.f

60

Fig. 10m For instance, 40% of the male participants feel that their social life is the most effected, as opposed to only 10% of the females feel the same. It has been observed that female employees lay more emphasis on their personal grooming, health and attention on self being extremely compromised due to the timings. This can also be supported by sentences like, I do not get time to pamper myself; Night shift disturbs the body clock; etc. written by female employees. Another striking difference seen is that older female participants have added the aspect of the responsibilities towards their children. Few feel that this industry does not give enough time as maternity leave. This aspect has not been pointed out by the males. On the other hand an aspect only pointed out by the men and not by the women is that of sports. Few men strongly feel that their time devoted for sports and hobbies has been completely slashed out because of their profession. Here it is important to note that few respondents did not answer this question due to various personal reasons. Few of them also felt that they were pretty satisfied with their work schedule and timings and balance their work and social life pretty well. This was irrespective of gender differences.

61 The researchers were of the idea that the questionnaire should not only tap the hotel employees complaints but also seek to obtain their suggestions. For this purpose, the 11th question, viz., on certain rules which I wished were flexible was included in the questionnaire diagram 11.t shows that 39% of the respondents strongly wish for the job timings of their profession to be stable and predictable.

Fig. 11t A major part of the sample (26%) want more paid leaves and offs on national holidays and festivities. The few highlighting suggestions followed the ideas of no partiality in a sexual way, equality and respect among all, cordial relationship with seniors and colleagues, less emphasis on physical appearances and ethical conduct has been written by the correspondents.

62

Fig. 11f

Fig. 11m The diagram 11.m and 11.f respectively, shows that more male employees (48%) and less female employees (30%) have problems with the job timings. The same trend has been followed for leaves and holidays i.e., 30% males and 22% females. The female employees feel more strongly either about the right to freedom of creativity and scope for promotion or they mostly have quoted themselves as having no specific suggestions for improvement. This has not been observed by the responses of the male employees.

63 With the view of improving job satisfaction levels in the hospitality industry the last question asked to the employees. The question was Things I want to improve at my work place.

Fig. 12t As shown in the pie chart 12.t, the most suggested improvements have been given in the general spear of infrastructure. The respondents have demanded to improve cafeteria facilities, employee benefits, better sanitation provisions, more spacious architecture of the employee areas, change of dress code, locker facilities and also more technology based kitchen equipments. 25% of the total participants strongly feel that the interpersonal relationships between the colleagues should be healthier. This can be supported by statements like equity between team members, everyone should practice what they preach, inter-departmental relationships, the fake-ness of people irritates me etc.

64 Furthermore, 15% of the people have requested for salary improvements and bonuses. The rest 30% have asked for procedures of recruitment to be improved or better professionalism to be generated or even the way guests treat the employees should be made more respectful. An innovative suggestion has been given for making relaxation and rejuvenation rooms for the employees.

Fig. 12f

65

Fig. 12m

Regarding this question observed in the above diagrams that the views among the male and female participants has been very differentiated. For example, 40% of the female participants feel infrastructure should be improved and only 20% of the males feel that. On the contrary, 22% of the males have made increment in salary as suggestions as opposed to 8% of females. The gap in the percentages of men and women employees regarding enhancing interpersonal relationships is 38% and 12% respectively. These varied differences could be due numerous reasons for example individual differences in the way two genders perceive their jobs.

66 4.4 INTERPRETATION OF THE DATA: The interpretation of the above analyzed data has been done by dividing the subject matter into themes. Theme 1 of the present research discussed about the workers level of satisfaction. All the participants overall stated that they were somewhat dissatisfied with their jobs. According to most of them ,they were bored and under motivated working in the hotel sector.

According to the employees answers, they were very unhappy with the level of their responsibility, their present work and their work motivation. Some employees found their work interesting and challenging and thought that their ideas and opinions were heard. But mostly others said that the nature of the job overburdened their capacity and gave them stress.

Theme 2 regarded the factors that affected the employees level of satisfaction. From this research paper, it was clear that different factors affected their level of job satisfaction individually, but one thing stood out, the monetary factor, most of the interviewee stated that monetary rewards was the number one motivating factor for their job satisfaction. So, monetary factor came first on the list.

Other factors such as the health care were also pointed out as being very important to their level of satisfaction, particularly to the male employees. Another factor that affected the employees level of job satisfaction was recognition by the management of the hotel .

Above all, five distinctive factors were shown to affect the employees level of satisfaction, according to them these factors are: Monetary benefits or incentives,

67 Working condition, recognition and achievement, Job security and Challenging nature of the job.

Theme 3 was about dissatisfaction on the employees job. This theme was designed to ascertain from the workers, what factor brought about dissatisfaction on their job. Non payment of allowance to the workers and extra perks came top on the list of the employees dissatisfaction. Subsidies mentioned were leave bonus, overtime bonus , health hazard bonuses, food subsidy and transportation subsidy.

One of the respondents has clearly mentioned that payment of bonuses to a worker is a motivating factor to efficiency or increased productivity in any work environment. He further explained that inflexibility of the shift can also bring dissatisfaction to him as a worker. Most of the employees irrespective of their gender or age felt the same.

Meanwhile many also stated that dissatisfaction can occur as a result of his opinion on a worker in the hotel not being considered . They suggested the need for equality and freedom in the industry, for all.

Theme 4 discussed about what the employer could do to increase employees level of job satisfaction. Most of the employees agreed that the management need to provide better infrascture, like transportation allowance etc.. Employees feel good when they feel that they are involved in decision making, receive adequate training, and are recognized for their contributions. Empowerment is recognized as an important tool for improving employee morale and performance.

68 Theme 5 discussed about the present gender differences among the participants job satisfaction levels. It was observed that in many aspects the views of men and women regarding their jobs in the hospitality industry differed. For instance, reasons for being dissatisfied or the wishes they had for improvement. Also, how they perceive their worth differed. However, in the objective questions, many a times hardly any difference of opinion was observed.

69 Chapter V SUMMARY

5.1 Summary Of Research Findings: The major findings of the study is that, a lot of hotel workers were averagely unsatisfied with their jobs in the hotel industry, specifically in Mumbai. In other words the job satisfaction level of most of the hotel workers was average and not high. Furthermore, it was found that difference exists between the job satisfaction levels of men and women hotel employees.

Essentially, it was found out that the most important job factor that contributes to

job satisfaction for hotel workers is not really the monetary incentives or benefits,

but the recognition and esteem or comfort the job gave them. However, the monetary factor could nonetheless be ignored completely, as many felt that they are being under paid for the amount of effort they put in their job.

It was also established that factors like good interpersonal relationships, more stable job timings, freedom for taking offs and better infracture serve as major determinants behind the hotel worker's the job satisfaction. Also, the challenging nature of the job is found out to be a factor that does contribute job satisfaction levels in a negative manner, irrespective of the gender of the employees.

70 Indeed, it was confirmed that job satisfaction and efficiency of hotel business have a strong relationship with each other. Also, the proposed hypothesis that there is a gender difference in the job satisfaction of female and male hotel workers, has been proved to be true.

Lastly, the subjective statements given by the participants of this research also revealed the nature and direction of satisfation or dissatisfaction experienced by them.

5.2 Limitations: The research has brought about many insights for future research. However, it also has its own limitations. For instance, many participants did not reveal their complete identity due to the sensitive topic of the research. Also, some did not answer some specific subjective questions even after the researchers requested them to. Also, few questions were misunderstood and wrongly answered by them. It should not be ignored that the sample data is only for and from Mumbai. Hence the results should not be generalized to a larger population. Anyhow, the limitations were balanced by the large number of respondents taken by the researchers and the rich data obtained.

71 Chapter VI CONCLUSION

At the inception of this research project the researcherS had the opportunity of choosing among other topics but one topic that stood out was job satisfaction. Even though there were problems in some stages of the data colllection where convincing the participants about the condidentiality of the research seemed to be a difficult task, the researchers sailed through it too.

They now have an insight into the job satisfaction and gender differences in the Mumbai Hotel Industry. There is no doubt that the set goals of embarking on this research had been met.

In conclusion, it was found out that, most hotel workers have an unfavourable attitude to their work.

72 Chapter VII RECOMMENDATIONS

7.1 Recommendations About the Research Design:

Firstly, it is recommended that, further researches should be made into the focus of this study so as not to only corner the shortcomings of this study but also to more adequately analyse the issue of job satisfaction among hotel workers.

Such researches should go deeper into the factors motivating the hotel worker, the extent of problems and the factors that could increase the job satisfaction among hotel workers.

Also, further research on the finding the reasons behind the gender difference in perception about their job, should be carried out. This will include the mixture of many disciplineary studies, like it will involve concepts of Psychology, Physiology etc.

Moreover, hotel employee at differing posts should be included in the sample to see how the satisfaction levels change over varying segments of the Hotel Industry.

The sample size of such studies should essentially be of a larger number and include more hotel workers probably from different hotels all over India so as to cater for the limitation of the sample size and to obtain findings of different cultural settings.

73 7.2 Recommendations to Hotel Owners:

Essentially, the following suggestions are made to owners of hotel businesses. The owner of hotels should adequately remunerate the hotel workers because the monetary factor is equally important in giving job satisfaction. The adequate remuneration will make them to carry out their duties more efficiently.

Owners of hotels and/or the management staff representing the owner of the business should recognize these workers as partners in the business both should work towards a better working environment. This is because the recognition and respect the employees get employers has been found to be a major factor or an important factor that give the hotel workers satisfaction.

On the other hand, hotel workers should be motivated to have a favourable attitude to their job, because it is only then ,that they can have job satisfaction and thereby efficiency in their work.

Finally, hotel managers must be aware of their staff members need goals and talents in designing a motivation package that will enhance the well-being of the organisation, for it is only then, that hotel workers could be happy about their job and thus, be efficient in their work. Empower employees, encourage and -support them in their decisions to build confidence. This will lead to better customer service at guest contact points.

Essentially, the government or regulating body should also professionalize the hotel profession.The profession itself must be given recognition and respect.