Professional Documents
Culture Documents
Divisions
A study of Strada Restaurant
Submitted by
Zahid Iqbal
ID: ST10008861
MBA
Cardiff School of Management
University of Wales Institute, Cardiff
July 2011
Signed Statement
DECLARATION
This work is being submitted in partial fulfilment of the requirements for the degree of
MBA .and has not previously been accepted in substance for any degree and is not
being concurrently submitted in candidature for any degree.
Student Name
ZAHID IQBAL.
Supervisors Name
BARBARA BARNES
I acknowledge that the above named student has regularly attended the
planned meetings and actively engaged in the dissertation supervision
process.
They have provided regular timely draft chapters of the
dissertation and followed given guidance.
Signed
Date
Abstract
Purpose
The purpose of this paper is to investigate employee satisfaction among different
divisions which are based on the type of work and task which they perform. The
study was conducted to indentify the factors which have a relationship with employee
satisfaction and to compare the level of job satisfaction between front of house
(FOH) employees and back of house (BOH) employees.
Design/methodology/ approach
The researcher adapted interpretivism research philosophy for this study as it is
focused on the research of people. The literature is available on employee
satisfaction and with the help of job satisfaction theories and models; it was possible
to find out the variables of employee satisfaction. The researcher decided to adopt
deductive approach.
The researcher selected mixed method data collection technique, 40 questionnaires
were delivered to the selected sample of people from the population and 5 people
were interviewed. These interviews were semi structured interviews.
The
information collected through these data collection techniques were analysed using
tabular and graphical methods.
Findings
Data analysis shows that FOH workers have low job satisfaction than BOH workers
in the chosen restaurant for this study. However due to the complex nature of human
behaviour, the researcher does not suggest that FOH workers always have low job
satisfaction than BOH.
Practical Implications
The researcher has given suggestions to the management for the improvement of
employee satisfaction among restaurant staff. There are strong possibilities that
implementation of these recommendations will increase job satisfaction. As FOH
employees are involved with dealing customers, it will help to raise the customer
satisfaction and business growth.
4
Acknowledgements
Table of Contents
Chapter 1......................................................................................................................8
1.1 Introduction.........................................................................................................9
1.2 Research Background......................................................................................10
1.3 Measuring Employee Satisfaction.....................................................................11
1.4 The Impact of Employee Satisfaction and Dissatisfaction................................11
1.5 Purpose.............................................................................................................12
1.6 Research Questions.........................................................................................13
1.7 Aim....................................................................................................................13
1.8 Objectives.........................................................................................................13
Chapter 2: LITERATURE REVIEW............................................................................14
2.1 Why Employee Satisfaction?............................................................................14
2.2. Personal Factors and Employee Satisfaction:.................................................15
2.3 MASLOWS NEED THEORY:...........................................................................16
2.5 THREE FACTOR THEORY:..............................................................................19
2.6 The Study, Employee Satisfaction, Customer Satisfaction and Financial
Performance: An empirical Study..........................................................................22
2.7
Chapter 3:...................................................................................................................24
Research Methodology:..............................................................................................24
3.1 Research Philosophy:.......................................................................................24
3.2 Research Approaches:......................................................................................26
3.3 Research Strategy:...........................................................................................27
3.4 Data Collection Methods:..................................................................................29
Chapter 4....................................................................................................................30
Results /Discussions...................................................................................................30
4.1 Introduction.......................................................................................................30
Data Analysis and Findings........................................................................................30
4.2 Response Rate.................................................................................................30
4.3 Gender Division of Respondents......................................................................31
4.4 Age Groups of Employees in Restaurant.........................................................32
4.5 Working Duration for Strada.............................................................................33
4.6 Weekly Average Hours of Employees in BOH & FOH......................................35
6
List of Tabl
Table 4. 1....................................................................................................................30
Table 4. 2....................................................................................................................31
Table 4. 3....................................................................................................................32
Table 4. 4....................................................................................................................33
Table 4. 5....................................................................................................................34
Table 4. 6....................................................................................................................35
Table 4. 7....................................................................................................................36
Table 4. 8....................................................................................................................37
Table 4. 9....................................................................................................................38
Table 4. 10..................................................................................................................39
Table 4. 11...................................................................................................................41
Table 4. 12..................................................................................................................42
Table 4. 13..................................................................................................................43
Table 4. 14..................................................................................................................44
Table 4. 15..................................................................................................................45
Table 4. 16..................................................................................................................46
Table 4. 17..................................................................................................................46
Table 4. 18..................................................................................................................47
Table 4. 19..................................................................................................................49
Table 4. 20..................................................................................................................50
List of FiguresY
Figure 4.1....................................................................................................................31
Figure 4. 2...................................................................................................................32
Figure 4. 3...................................................................................................................33
Figure 4. 4...................................................................................................................34
Figure 4. 5...................................................................................................................35
Figure 4. 6...................................................................................................................36
Figure 4. 7...................................................................................................................37
Figure 4. 8...................................................................................................................38
Figure 4. 9...................................................................................................................39
Figure 4. 10.................................................................................................................40
Figure 4. 11.................................................................................................................41
Figure 4. 12.................................................................................................................42
Figure 4. 13.................................................................................................................43
Figure 4. 14.................................................................................................................44
Figure 4. 15.................................................................................................................45
Figure 4. 16.................................................................................................................46
Figure 4. 17.................................................................................................................47
Figure 4. 18.................................................................................................................48
9
Chapter 1
1.1 Introduction
This study focuses on investigating differences of employee satisfaction among
different divisions of Strada Restaurant, More London. It is very important to
understand that the phrase different divisions means different employee categories
according to the nature of their job. In any restaurant, there are two main divisions of
employees: those, who are working in the kitchen back of house (BOH) staff, and
the people who welcome customers, guide them to their seats, help them to choose
their food and serve them the food called front of house (FOH) staff. The focus of
the study is to compare the employee satisfaction between these two categories of
employees.
Both of these two categories i.e. BOH and FOH are skilled workers but the nature of
skills is different. Generally speaking FOH requires skills such as strong
communication, knowledge about menu, pleasant personality, confidence and good
interpersonal skills whereas BOH needs mainly good cooking skills such as pizza
making, pasta cooking, grill, preparing deserts, and they need sufficient language
skills to understand the order and to communicate with the colleagues. So it
becomes evident that BOH and FOH cannot be classified as skilled, semiskilled or
unskilled etc.
According to Armstrong (2006), the main objective of human resource management
(HRM) is to make sure that the workers in an organisation make their best efforts for
the success of organisation. As this study is to explore the satisfaction among
employees so it is closely linked with the improvement of HRM policies to make
human resources more enthusiastic.
There are many reasons to choose the topic employee satisfaction among different
divisions. The researcher has a desire to know more about the problems of
managing employees and the potential solutions. The quality of work life can be
enhanced by identifying and solving such problems.
10
11
Exit: The exit response involves directing behaviour toward leaving the
ii)
iii)
iv)
According to Robbins & Judge (2007), job satifaction may result in the improvment of
performance, customer satisfaction and may reduce turnover and absenteeism. job
dissatisfaction may result in poor performance, dissatisfaction of customers and may
increase turnover and absenteeism.
1.5 Purpose
The purpose of the study was to investigate employee satisfaction among different
divisions which are based on the type of work and task which they perform. The
study was conducted to indentify the variables which have a relationship with
employee satisfaction and to compare the level of job satisfaction of FOH employees
with BOH employees.
According to Gennard and Judge (2005) if people are asked for their suggestions
and recommendations about the work place, it may result in the increase of their job
satisfaction level. In the current study an employee attitude survey was carried out
and they were asked their general information and job satisfaction determinants in
the light of employee satisfaction theories and models.
According to Taylor (2008), the management in an organisation may enhance
employee commitment by giving them enough respect, treating them equally, giving
them a reasonable involvement in decision making processes and by considering
workers and management relations. Increased commitment may result in the
improvement of employee performance. The questionnaire used in the current study
took feedback about such issues to understand the current status according to the
workers point of view and to recommend the development of suitable human
resource management programs.
13
1.7 Aim
Exploring employee satisfaction between two categories of workers i.e. FOH and
BOH in the restaurant industry is the aim of the study. These two categories were
compared to find, how the nature of job can change the job satisfaction level. In the
light of the employee attitude survey, the study recommended the ways to enhance
employee satisfaction.
1.8 Objectives
The list of main objectives is mentioned below;
1. Exploring factors which impact employee satisfaction in a restaurant.
2. Comparing the level of employee satisfaction of FOH workers with BOH workers.
14
satisfied, otherwise they may look for other organisation. The way to keep the
efficient people is to make them highly motivated. This is the reality that every
organisation needs high morale people regardless of its size. So employee
satisfaction is a very important factor for the retention of employees. The only way to
know about employee satisfaction is to ask employees about it.
16
job satisfaction. Only relevant theories are going to be considered and discussed
here.
19
Critical Review:
According to Rollinson (2008), the primary objective on this theory is its
research methodology which is called a critical incident technique. According
to this technique, the people were asked to narrate about those incidents
which were really very bad or very good for them. So criticism about this has
been mentioned below;
a) The behaviour of human beings is always very complex in nature and if
a person is feeling bad or good about something then it is possible that
either he is right or wrong.
b) The questions by the researcher can be biased as well and even the
response can be affected by the researcher as per design of the
questionnaire.
c) This theory clearly divides the things into bad or good which is not
always possible. For instance sometimes it is possible that the person
dislikes one aspect of the job but not the job itself.
d) Due to the complex nature of the human psyche it is also possible that
there are some motivators for one person but those can be hygiene
factors for another person.
e) The theory has also been criticised for its limited application, as
originally it was done mostly on a small sample size of professional
people who usually like and enjoy their job as there is the utilisation of
their professional skills.
According to Rollinson (2008) it is also the fact that this theory really gained
remarkable popularity among managers. It has given a distinguished way of
thinking about satisfaction and dissatisfaction at work and also about the
working conditions.
According to Brooks (2009) criticised that sample size for the study was small
i.e. 203 accountants and engineers. It was conducted on professionals and its
application for workers is limited.
20
1. Equity:
According to Sirota, Mischkind & Meltzer (2005), an employee has basic needs and
wants the satisfaction of these needs at work. These needs can be classified into
following three groups.
1. Physiological: These requirements include a safe working place, weekly
hours should not affect physical or emotional health and the working
environment should be good.
2. Economic: The job should be secure, the wages or salary should be
reasonable.
3. Psychological: People in the organisation should behave in a respectful
manner. The workers need a reasonable residence which can be enough for
his / her basic requirements. They also want credible and consistent
management.
All above requirements should be fulfilled reasonably. The term reasonable, is very
important to understand that what level, the employee expects. Employees do not
expect a perfection level but only reasonable.
21
According to Sirota, Mischkind & Meltzer (2005), there are some other aspects of
equity safety, respect and management credibility.
Safety:
The management must ensure the safety of workers and there should not be any
risk of life or any part of the body at workplace.
Respect:
Some managers have an attitude to monitor employees closely and strictly to get
maximum output. In response to this attitude, the workers get disturbed and angry
and ultimately the output of employee will be less.
The workers should be treated like responsible adults then they can feel happy and
enjoy the work. People come to work to do their job and they want to perform well.
They should be treated respectfully; this will make their morale high and they will do
their job in a better way and the ultimate result will be high performance level.
Management Credibility:
It is very important that whatever the management commits to do with or for the
workers, they must do it. A manager who does not keep his words has no credibility.
For example if a manager has committed promotion with an employee after a time
period, the employee must be promoted according to the commitment; otherwise, the
morale of the employee will be very low.
2. Achievement:
According to Sirota, Mischkind & Meltzer (2005), the employees perception about
the nature of work and the type of organisation has a considerable role in his
satisfaction. The employee should feel pride in the accomplishment of the work. The
perception about work has two factors; first what the worker thinks about his work
and second what others say about his work especially the management. Many
people enter organisations with high morale and the evidence showed that
managers de-motivate them.
According to Sirota, Mischkind & Meltzer (2005), statistical analysis shows that the
following are the main sources of sense of achievement.
22
1.
2.
3.
4.
5.
6.
Challenging job
Learning of new skills
Capability to perform
Perception about importance of the job.
Recognition for good performance
Good reputation of company.
3. Camaraderie:
According to Sirota, Mischkind & Meltzer (2005), human beings are social animals,
so it is very essential that people have good relationships with other colleagues and
managers. In fact the organisation is not only a business entity but also a
community, that fulfils the social and emotional requirements of its elements.
According to Sirota, Mischkind & Meltzer (2005), the evidences from surveys show
that the workers mostly like their good relationships with colleagues and
management. Employees feel very happy when they get help during any type of
difficulty to perform job. Similarly the attitude of management to resolve their
problems makes a good impression and motivates them for better performance.
Critical Review:
According to Sirota, Mischkind & Meltzer (2005, p.9), the evidence on which our
assertions about human motivation are based is, observing and querying
employees for more than four decades and the literally ten of thousands of
employees with whom we have had direct contact and the millions we surveyed by
questionnaire. This shows that the theory is based on strong evidences.
This theory describes job satisfaction but an employee has also a life outside the
organisation. It does not make sure that if an employee is satisfied at work, he will
also be satisfied from his life.
23
variables which have a strong relationship with employee satisfaction instead they
were just asked about their satisfaction.
According to Schneider (1991 cited in Chi & Gursoy 2008), employee satisfaction
and customer satisfaction are a few factors which can have effect but not always on
financial performance. Actually there are also many other factors which have an
impact on financial performance.
professionals of financial
services.
The
factors
work
environment,
25
Chapter 3:
Research Methodology:
The research methodology will be used to explore the employee satisfaction among
different divisions and then the researcher will be able to find out that the workers
are more satisfied on floor (FOH) or in kitchen (BOH).
To find out suitable research methodology for the research, the research onion is
followed. According to Saunders, Lewis and Thornhill (2008), the following are the
important research onion layers which are adapted.
Pragmatism:
According to Saunders, Lewis and Thornhill (2009) this research philosophy focuses
on the answer of the research questions. This does not emphasize only one type of
approach or method but it encourages the mixed methods like both qualitative and
quantitative.
Positivism:
According to Saunders, Lewis and Thornhill (2009), this philosophy is adopted in
research which is similar to natural sciences. According to Remenyi et al. (1998
cited in Saunders et al 2009) positivism is preferred when there is a social reality
which can be observed and ultimate result is like a general law which are usually
made by scientists.
Realism:
According to Saunders, Lewis and Thornhill (2009) the entities have their presence
without any link with the human mind. In other words the realities exist without any
concern the human can feel it or not. There are two types of realism; direct realism
and critical realism.
Interpretivism:
According to Saunders, Lewis and Thornhill (2009), this philosophy is quite different
from positivism, as due to the complexity of business and management world,
human behaviours cannot be described by definite laws. In this philosophy the
humans are considered as social actors. So they play their role according to their
own objectives or directed by management.
Interpretivism asserts that all access to reality is socially construted. Researchers
attempt to understand phenomena through meaning assigned to them by individuals
rather than seekaing an objective. ( Hair Jr. et al, 2011)
Knowledge is develped and theory bulit through developing ideas inducted from the
observed and interpreted social constructions. (Blumberg, Cooper, & Schindler,
2008)
27
28
29
Action Research:
According to Coghlan and Brannick (2005 cited in cited in Saunders et al 2009), the
action research emphasized about research in action and it is not research about
action.
According to Saunders, Lewis and Thornhill (2009), the action research spiral has
these four steps which are iterated;
i)
ii)
iii)
iv)
Diagnosing
Planning
Taking Action
Evaluating
Grounded Theory:
According to Goulding (2002 cited in Saunders et al. 2009), grounded theory is
particularly helpful for research to predict and explain behaviour, the emphasis being
upon developing and building theory.
concerned about the behaviours of people, like the behaviour of customers, the
behaviour of employees, so this can be very helpful for business issues.
According to Saunders et al. (2009), in grounded theory first step is data collection
without any theoretical framework. Data is generated after observing the things, on
the basis of which theory is developed.
Ethnography:
According to Saunders et al. (2009), ethnography is preferred in the inductive
approach. To do the research using this strategy, the researcher submerges himself
or herself in the social world which is researched to maximum extent. It is time
consuming strategy.
According to Hilaire (2005), Ethnography is the study of Cultures,
and he
explained that it needs a long time to conduct this study. The researcher experiences
as many things of the culture as he can.
Archival Research:
30
According to Saunders et al. (2009), this strategy is used when actual records and
the documents of organisation are the main data source. Here the research is
completely on the basis of secondary data as it is not originally recorded for the
research but to perform day to day business activities.
It can have the limitations due to sensitivity of data or data may be missing or can be
refused due to its confidentiality. So before starting the study, the researcher should
make sure the availability of data.
Research Strategy Selected for Current Study:
The research strategy selected for current study is survey using questionnaires and
interviews. As the strategy is really suitable for the collection of quantitative data and
it also supports the analysis of data using different descriptive and inferential
statistics. More is that survey strategy is also good to use with deductive approach.
Due to all these mentioned reasons, it is the best suitable strategy for current study.
31
Chapter 4
Results /Discussions
4.1 Introduction
The data collection was performed using both quantitative and qualitative data. For
quantitative data, the questionnaires were distributed among the employees of the
organisation. The researcher selected 40 employees as the sample from the
population of 50 employees. Narrowing down this sample, 20 people were chosen
from Back of House (BOH) and 20 people from front of house (FOH). For qualitative
data collection 5 employees were selected from respondents.
RESPON
SE
BOH
NON
RESPON
TOTAL
SE
20
20
RESPON
SE
NON
RESPON
SE
17
Table 4. 1
The researcher got back 20 questionnaires from FOH and 17 from BOH.
32
120%
100%
100%
85%
80%
60%
40%
15%
20%
0%
0%
Figure 4.1
Figure 4.1 shows that response rate from FOH was 100% and from BOH 85%. Non response rate of BOH was 15% which shows that response rate of FOH was higher
than BOH.
Respondents from FOH include 11 males and 9 females but BOH has only male
staff.
33
28%
50%
23%
Figure 4. 2
Figure 4.2 shows the percentages of gender division in respondents. In FOH, there
are 55% male respondents and 45% female respondents. In BOH there are 100%
male respondents.
FOH
20-30
31-40
41-50
14
6
BOH
31-40
20-30
0
12
41-50
3
Table 4. 3
Table 4.3 shows that mostly people who are working in BOH and FOH are in the age
range of 20-30, as in FOH 14 out of 20 and in BOH, 12 out of 17 are in this
mentioned age range. Fewer people are working in the age range of 41-50 work at
the restaurant.
34
71%
70%
70%
60%
Employees
50%
40%
30%
30%
18%
20%
12%
10%
0%
0%
Figure 4. 3
Figure 4.3 shows that 70% of respondents in FOH are in the age group of 20-30 and
71% of respondents in BOH are in same age range. In FOH there are 0% employees
from 41-50 and 12% in 41-50.
Table 4.4 shows that 9 people out of 20 have less than one year experience in the
company whereas only 1 out of 20 has more than 5 years experience. Others have
experience from 2 to 4 years with the company.
35
5%
4 years
10%
3 years
10%
Employees
2 years
30%
< 1 year
0%
45%
10%
20%
30%
40%
50%
Figure 4. 4
Figure 4.4 demonstrates that 45% of the selected FOH employees have less than
one year working duration with the organisation and only 5% employees have more
than 5 years working duration.
Working duration for Organisation
BOH
Duration
<1 year 2 years
3 years
4 years
>=5 years
Employees
9
6
1
1
0
Table 4. 5
Table 4.5 illustrates the working duration of BOH staff in Strada restaurant, the same
trend as of FOH, 9 out of 17 people have been working for less than one year and no
person from the selected random sample have work experience more than 5 years
with Strada.
36
6%
3 years
6%
Employees
2 years
35%
<1 year
0%
53%
10%
20%
30%
40%
50%
60%
Figure 4. 5
Figure 4.5 explains that 53% of BOH respondents have working duration less than a
year with Strada and 0% have the work experience of 5 years or more than 5 years
with the organisation.
Avg Hours
Employees
BOH
31-40
0
>40
8
Table 4. 6
Table 4.6 depicts that maximum number of workers from FOH and BOH are working
from 31-40 hours per week. In FOH 15 out of 20 are working from 31-40 hours range
whereas in BOH 8 out of 17 are working from 31-40 hours per week. The workers
who are working minimum hours in FOH are from 20-30 but every person in BOH is
working more than 30 hours. From FOH there are 2 people who are working more
than 40 hours but in BOH there are 9 people who are working more than 40 hours.
So it shows that most of the people in BOH are working more than 40 hours.
37
0%
7%
75%
15%
0%
80%
Figure 4. 6
Figure 4.6 indicates that 75% from FOH respondents work from 31-40 hours, 15%
from 20-30 hours and only 7% work more than 40 hours. The analysis of BOH
respondents show that 53% work more than 40 hours, 47% from 31- 40 hours and
no workers in the range of 20-30 hours.
100-
201-300
200
301-400
401 - 500
> 500
Employee
s
12
Table 4. 7
Table 4.7 indicates that 12 out of 20 people in FOH have the salary from 201-300, 4
people have the salary from 100- 200 and 2 people have the salary from 401-500
and no employee from respondents has the salary more than 500.
38
Employees
30%
20%
20%
10%
10%
10%
0%
Figure 4. 7
Figure 4.7 displays that 60% of FOH respondents has the salary in the range 201300, 20% from 100-200, 10% form 301- 400 and 10% from 401 500 but no
employee from respondents has the salary more than 500.
Salary Per Week
BOH
Salary
100-
201-300
200
301-400
401 500
> 500
Employee
s
Table 4. 8
Table 4.8 shows that 8 out of 17 in BOH have the salary from 201 to 300, 7 out of
17 from 301 to 400, and 2 out of 17 from 401 to 500. So mostly people from
BOH respondents are in the range of 201 to 300 and fewer people are in the
range of 401 500 per week.
39
47%
41%
Employees
12%
Figure 4. 8
Figure 4.8 shows that 47% employees from BOH have the salary from 201 to 300,
41% from 301 to 400 and only 12% from 401 to 500. So the highest percentage of
employees is in the range of 200 to 300.
y
Satisfied
Satisfie
d
Satisfied
Nor
Dissatisfie
Dissatisfie
Extremely
Dissatisfie
d
d
Employee
s
15
Table 4. 9
Table 4.9 shows that the highest percentage, 15 out of 20 respondents in FOH are in
the category of Neither satisfied nor dissatisfied, 2 workers out of 20 in FOH are
satisfied with their salary and 3 out of 20 workers are dissatisfied. It is an important
point that only a few people are satisfied with their salary.
40
Satisfied; 10%
Dissatisfied; 15%
Figure 4. 9
Figure 4.9 shows that 75% of respondents are neither satisfied and nor dissatisfied
form the salary, only 10% of respondents are satisfied from salary and 15% of
respondents are dissatisfied. On the extreme side of satisfaction and dissatisfaction
from the salary, there are no respondents.
Satisfaction From Salary in BOH
Neither
Extremel
Criteria
y
Satisfied
Satisfie
d
Satisfied
Dissatisfie
Nor
Dissatisfie
Extremely
Dissatisfie
d
d
Employee
s
Table 4. 10
Table 4.10 explains that 6 out of 17 people are satisfied from the salary and 6 out of
17 are also dissatisfied form the salary. Interestingly in BOH employees 1 worker out
41
35%
6%
35%
18%
6%
Employees
Figure 4. 10
Figure 4.10 shows that 35% employees from respondents are satisfied and 35%
employees are dissatisfied from the salary. Extremely satisfied and extremely
dissatisfied employees are 6% and 18% employees from BOH respondents are
neither satisfied and nor dissatisfied.
Comparing BOH and FOH satisfaction from the salary, it becomes clear that in FOH
75% of respondents are neither satisfied and nor dissatisfied whereas in BOH there
are only 18% who are neither satisfied nor dissatisfied.
In FOH only 10% of respondents are satisfied from the salary but in BOH 35% of
respondents are satisfied from the salary, which shows BOH workers have higher
ratio of satisfaction from the salary than FOH.
In FOH 15% of respondents are dissatisfied from the salary and in BOH 35% of
respondents are dissatisfied from the salary. This shows that BOH workers also have
higher ratio of dissatisfaction from the salary than FOH.
42
y
Satisfied
Satisfie
d
Satisfied
Nor
Dissatisfie
Dissatisfie
d
Extremely
Dissatisfie
d
d
Employee
s
10
10
Table 4. 11
Table 4.11 justifies that 10 out of 20 workers are satisfied on the basis of overall job
satisfaction in FOH and 10 out of 20 people are neither satisfied nor dissatisfied.
There are no people in the category of extremely satisfied, dissatisfied and extremely
dissatisfied. This shows a very positive trend that in FOH respondents there are no
people who are dissatisfied from the job.
50%
50%
Employees
0%
0%
0%
Figure 4. 11
Figure 4.11 displays that in FOH on the basis of overall job satisfaction, 50%
respondents are satisfied and 50% respondents are neither satisfied nor dissatisfied.
This is a significant graph as it shows the most important part of the research. In fact
43
this is positive finding for the management that in FOH there are no employees who
are dissatisfied from the job.
Satisfie
Satisfied
Satisfied
Dissatisfie
Nor
Dissatisfie
Extremely
Dissatisfie
d
d
Employee
s
13
Table 4. 12
Table 4.12 represents that in BOH 13 out of 17 people are satisfied, 1 out of 17 is
extremely satisfied and 3 out of 17 are neither satisfied nor dissatisfied. Interestingly
there are no dissatisfied or extremely dissatisfied people in BOH. Again this is
positive trend in BOH that dissatisfied employees do not exist.
76%
6%
18%
Employees
0%
0%
Figure 4. 12
Figure 4.12 shows that 76% workers from respondents of BOH are satisfied, 6% are
extremely satisfied, and 18% are neither satisfied nor dissatisfied. Dissatisfied and
extremely dissatisfied have 0% ratio which is positive trend and it means that these
categories do not exist in BOH.
44
Comparing BOH and FOH on the basis of overall job satisfaction criteria, the
research shows that 76% workers are satisfied in BOH whereas 50% workers are
satisfied in FOH, 6% workers are extremely satisfied in BOH and 0% extremely
satisfied in FOH. These ratios gave a very clear idea that the employees in BOH
have higher job satisfaction than the employees in FOH.
y
Satisfied
Satisfie
d
Satisfied
Dissatisfie
Nor
Dissatisfie
Extremely
Dissatisfie
d
d
Employee
s
14
Table 4. 13
Table 4.13 shows that in FOH there are 14 workers out of 20 who are satisfied from
the policies of the company and 6 out of 20 are neither satisfied nor dissatisfied.
There are no workers in the category of extremely satisfied, dissatisfied, and
extremely dissatisfied from the company policies.
Satisfied; 70%
45
Figure 4. 13
Figure 4.3 depicts that 70% workers in FOH are satisfied from the policies of the
company and 30% are neither satisfied nor dissatisfied. The trend is very positive
and nearly similar to the trend of overall job satisfaction in FOH.
y
Satisfied
Satisfie
d
Satisfied
Dissatisfie
Nor
Dissatisfie
Extremely
Dissatisfie
d
d
Employee
s
Table 4. 14
Table 4.14 shows 1 out of 17 employees in BOH is extremely satisfied from the
company policies, 8 out of 17 are satisfied, 7 out of 17 are neither satisfied nor
dissatisfied, 1 out of 17 is dissatisfied and no one is extremely dissatisfied.
47%
41%
6%
6%
0%
Figure 4. 14
Figure 4.14 depicts that the 47 % workers in BOH from respondents are satisfied,
41% neither satisfied nor dissatisfied, 6% extremely satisfied, 6% dissatisfied from
46
the company policies. The trend is a little bit different from overall job satisfaction in
BOH as there are no workers who are dissatisfied from overall job but 6%
employees in BOH are dissatisfied from company policies.
y
Satisfied
Satisfie
d
Satisfied
Dissatisfie
Nor
Dissatisfie
Extremely
Dissatisfie
d
d
Employee
s
12
Table 4. 15
Table 4.15 shows that in 3 out of 20 employees in FOH are extremely satisfied, 12
out of 20 are satisfied, 5 are neither satisfied nor dissatisfied from relations with
supervisor. No one is dissatisfied or extremely dissatisfied from the relations with
supervisor.
47
25%
Satisfied
Extremely Satisfied
60%
15%
Figure 4. 15
Figure 4.15 displays that in FOH 60% of respondents are satisfied, 15% extremely
satisfied, and 25% are neither satisfied nor dissatisfied from the relations with
supervisor. Dissatisfied and extremely dissatisfied respondents from the relations
with supervisor are 0%. The trend shown by this graph is very similar to the trend of
overall job satisfaction in FOH respondents.
Table 4.16 shows that in BOH 1 out of 17 is extremely satisfied, 8 out of 17 satisfied,
7 neither satisfied not dissatisfied, 1 out of 17 dissatisfied and no one is extremely
dissatisfied from the relations with supervisor.
48
6%
41%
Satisfied
Extremely Satisfied
0%
47%
6%
10%
20%
30%
40%
50%
Figure 4. 16
Figure 4.16 shows that in BOH 6% of respondents are extremely satisfied, 47%
satisfied, 41% neither satisfied nor dissatisfied, 6% dissatisfied and no one is
extremely dissatisfied from the relations with supervisor.
4.12 The attitude of the Management with Employees in FOH and BOH
Does Management Look After you?
FOH
BOH
Criteria
Yes
No
Yes
Employee
s
20
14
No
3
Table 4. 17
Table 4.17 shows that 20 out of 20 workers from FOH says that the management
look after them whereas in BOH, 14 out of 17 expresses that the management looks
after them and 3 out of 17 says that the management does not look after them.
49
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
82%
Employees
18%
0%
Figure 4. 17
The figure 4.17 shows that the 100 % respondents in FOH are happy from the
management whereas in BOH this percentage is 82 and 18% respondents from
BOH says that the management does not look after them.
Fair
Good
Very Good
Fair
Very
Good
Good
Employee
s
12
Table 4. 18
50
50%
40%
35%
30%
20%
25%
18%
15%
10%
0%
Figure 4. 18
Figure 4.18 portrays that in FOH 60% of respondents think that their relations with
colleagues and management are good, 25% very good and 15% fair. In BOH 47%
ranks it as good, 35% as very good and 18% as fair.
51
4 5
3 0
3 0
2 0
3 0
Development opportunities
3 0
2 1
2 0
3 0
3 0
1 0
2 11 4 2
2 0
Table 4. 19
Table 4.19 describes the satisfaction on the basis of many criteria ranking from 1 to 5
from strongly agree to strongly disagree. So it can be said that 1 is strongly agree, 2
agree, 3 neither agree nor disagree, 4 disagree and 5 strongly disagree.
By analysing above data statement K has 6 out of 20 people who are disagreeing
with the statement which is about bonus and reward, so this issue should be
considered. Overall it is showing a positive trend about the satisfaction of
employees.
52
3 4 5
3 2 6
6 1 2
3 3 6
7 1 1
Development opportunities
4 0 4
2 1 2
3 3 0
11 2
3 0 1
2 2 2
2 3 0
2 2 8
1 1 2
Table 4. 20
Table 4.20 describes the satisfaction in BOH respondents on the basis of many
criteria ranking from 1 to 5 from strongly agree to strongly disagree. So it can be said
that 1 is strongly agree, 2 agree, 3 neither agree nor disagree, 4 disagree and 5
strongly disagree.
above data which are criteria A (as 8 out of 17 people disagree), C (as 9 out of 17
workers disagree) and K (8 out of 17 disagree). It is very important to address these
issues which are delegation of decision authority, job security and bonus and reward.
53
Chapter 5:
Conclusion and Recommendations:
5.1 Personal Factors and Employee Satisfaction:
According to Robbins & Judge (2009) workers with older ages have high job
satisfaction and less job turnover as compared to younger people. Analysis of data
shows that in selected restaurant, high percentage of workers are in the age range of
20-30 and only a small percentage of employees are in the age range of 31-40 and
41-50. Information from data analysis does not show any type of relationship
between age and employee satisfaction.
According to Robbins (2005), the gender of employees does not affect motivation of
employees. The research data of current study shows that there is no trend of
females to work in BOH of restaurant but females like to work in FOH. Data analysis
does not highlight any type of relationship between gender and employee
satisfaction.
According to Robbins & Judge (2009), the evidence indicates that tenure and job
satisfaction are positively related. Analysis of data shows that the highest
percentage of workers have worked for the company less than one year and the
lowest percentage of workers have worked there for more than 5 years. This shows
that, in the restaurant business, even with good job satisfaction levels, it is difficult to
retain staff.
employees shows a strong relationship with employee satisfaction. The people are
satisfied from the working hours per week and they are also satisfied from the job.
So the study is confirming Sirota et al. (2005) three factor theory.
55
Analysis of data shows that dissatisfaction level from policies in FOH is zero but only
6% are dissatisfied from policies in BOH. This was actually 1 out of 17 respondents
in BOH.
The researcher conducted interview with an unhappy worker to know the reason
behind dissatisfaction from policies and the outcome was that the worker was
expecting promotion from Kitchen Porter to Chef. But instead promoting him, the
company got a worker from another restaurant due to which he got dissatisfaction
from company policies.
In the light of Herzbergs theory and from the analysis of data, the researcher
recommends the company to keep a fair promotion policy and prioritise promotion
from inside the restaurant.
The relationship of Satisfaction from Policies and Job Satisfaction:
Analysis of data shows that 70% FOH workers are satisfied from company policies
and 50% are satisfied from job and 50% are neither satisfied nor dissatisfied from
job. According to Herzberg (1968 cited in Hucznski & Buchanan, 2010, p.280),
improvement in hygiene factors will remove dissatisfaction and by increasing
satisfaction from policies in FOH, the organisation has removed job dissatisfaction
from FOH.
Analysis of BOH workers shows that 47% BOH workers are satisfied from policies,
6% extremely satisfied, 41% neither satisfied nor dissatisfied and 6% dissatisfied. By
removing this small percentage of dissatisfaction from policies, the management
may improve job satisfaction in BOH.
Above discussion suggests a positive relationship between satisfaction from policies
and removal of job dissatisfaction.
56
Data analysis shows that the majority of workers in FOH are satisfied from relations
with supervisor and only 25 % are neither satisfied nor dissatisfied. In FOH overall
job satisfaction is 50% and remaining 50% workers are neither satisfied nor
dissatisfied. This indicates a trend as was mentioned by Herzberg (1968, cited in
Robbins, 2005, p.173), when hygiene factors are adequate people will not be
dissatisfied; neither they will be satisfied. As 25% workers are neither satisfied nor
dissatisfied from supervisory relations and 50% neither satisfied nor dissatisfied from
the job, it proves the fact that by improving supervisory relations, the organisation
has removed job dissatisfaction.
According to Sirota, Mischkind & Meltzer (2005), third factor, camaraderie is about
the relationships of a worker with colleagues and supervisor. It also emphasized on
the importance of good employee relationships with supervisor and management.
In BOH, 6% employees are dissatisfied from relations with supervisor which is
actually 1 out of 17 employees. So the researcher recommends the improvement of
supervisory relations in BOH.
Above discussion and results show that there is a positive relationship between
relations with supervisor and removal of job dissatisfaction.
57
According to Sirota et al (2005), this is very important for employees that they have
good relations with colleagues and management to make them enthusiastic. So
the organisation needs to improve this trend a little bit to change the perception of
those employees who ranked the relations as Fair.
58
By comparing figure 4.11 and figure 4.12, it is evident that BOH has 76% satisfied
and 6% extremely satisfied workers whereas FOH has 50% satisfied workers. Data
analysis suggests that FOH workers have low job satisfaction than BOH workers.
Due to the complex nature of human behaviour, the researcher is unable to suggest
that FOH workers always have low job satisfaction than BOH.
Maslows theory (1943, cited in Dick & Ellis, 2006, p.84), after satisfying,
physiological, safety, social and esteem needs, people look for self actualization
needs. As 50% people from FOH and 18% people from BOH are neither satisfied nor
dissatisfied, so by applying Maslows theory, it seems that these people are now
realising their self actualization needs.
Herzbergs (1968 cited in Brooks, 2006, p. 60) describes that if hygiene factors are
insufficient, it can create dissatisfaction and if sufficient then it can eliminate
dissatisfaction. As the selected organisation provided adequate hygiene factors, it
has resulted in the elimination of dissatisfaction due to which 50% FOH workers and
18% BOH workers are neither satisfied nor dissatisfied. The researcher recommends
management to focus on motivators to enhance their level of satisfaction.
According to Sirota, Mischkind and Meltzer (2005), there are three factors; equity,
achievement and camaraderie, which are in fact the goals of employees at work
place. In the light of this theory, employees have good level of equity and
camaraderie in the organisation but needs improvement in the area of achievement
to increase job satisfaction.
59
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