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Management and Administrative Sciences Review

Volume 5, Issue 2 e-ISSN: 2308-1368

Pages: 118-127 p-ISSN: 2310-872X
March 2016

Study of Employee Satisfaction in Hotel Industry

Dr. Neeraj Kumari

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

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

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

INTRODUCTION
Organizational culture/ corporate culture is all created by removing the common traits of an
about beliefs, collective attitudes, values, unhealthy culture. In order to make a good
experiences and procedures existing within the organizational culture, emphasis should be made
organization. The definition of organizational on the following points:
culture changes from organization to organization.
 Reality is more important than form
The words like patterns, manner, core, ideology,
ethos, roots, purpose, style, philosophy, vision can  Service should be more important than
be used to describe organizational culture. authority
A good organizational culture would be beneficial  Purpose is more important than process
for every member of the organization, be it the top
 Adaptability is more important than
management or the low level employees in the
precedence
organization. A good organizational culture has the
potential to maximize employees’ strategies and
ideas. A good organizational culture is one which LITERATURE REVIEW
would help all the supervisors and the employees
of the firm to be on the same page as those in charge Surivankietkaew and Avery (2014): The study
of the firm. A good organizational culture can be concluded that sustainable leadership (SL) practices

*Corresponding author: Dr. Neeraj Kumari,

Assistant Professor (Management), Faculty of Engineering & Technology,
Manav Rachna International University, Faridabad, Haryana, India.
Email: neerajnarwat@gmail.com
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Manag. Adm. Sci. Rev.
e-ISSN: 2308-1368, p-ISSN: 2310-872X
Volume: 5, Issue: 2, Pages: 118-127
found to be related with the employee satisfaction.
A total of 23 SL practices were linked in a manner
that they enhanced employee satisfaction. Some of
the practices which were found to be associated
with employee satisfaction were considered
organizational change, valuing employees, a strong
shared vision, ethical behavior, quality in products
and services, and an enabling culture.
Paco and Nave (2013): The results showed that the
volunteers’ experience is satisfactory and is
positively related to feelings of happiness. The
relationship between volunteers’ motivations and
satisfaction/ happiness found to be weak.
Antoncic and Antoncic (2011): A positive
relationship was found between employee
satisfaction, intrapreneurship and growth. Among
all the control variables, age was found to be
influential.
Pelit et al. (2011): The study concluded that the
relations with the colleagues and physical
conditions are the most positive aspects related to
job satisfaction, while unfair payment is the most
negative aspect related to job satisfaction. The
results of correlation and regression analyses
indicated that behavioral and psychological
empowerment has a significant effect on the job
satisfaction.
Bjerke et al (2007): A strong connection between
artifacts and identity, employee satisfaction,
creativity, mood and motivation was established.
Due to the face-to-face interaction between the
employees and the customers of the business
segment, aesthetics seemed to be important.
Koh and Boo (2004): A significant and positive link
was found between ethical culture and job
satisfaction, job satisfaction and organizational
commitment. The study concluded that
organizational ethics can be used as a means to
generate favourable organizational outcomes.
RESEARCH METHODOLOGY
Purpose of study: To measure employee
satisfaction at two organizations viz, Taj Mahal
Hotel and ITC Maurya Hotel. Employee
Satisfaction has become today a very important
process in the organizations, especially during
times when attrition rate is very high. Every
organization needs to understand this process in
order to retain best of the employees.
Objective:
 To analyze which parameters play an
important role in determining overall
Employee Satisfaction.
Type of Research: The type of research used is
descriptive.
Sample Design
 Sample Population: The sample population is
30 employees each from the two aforesaid
organizations.
 Sample Size: The sample size is 60 that include
30 employees from each organization.
 Sample Selection: The employees have been
selected randomly, irrespective of their age,
experience or designation.
Design of the Questionnaire: The questionnaire
has been divided into 8 parameters that have been
selected randomly keeping in mind their
importance in present text and also after getting
inputs from the pilot study conducted for the same
study. Following are the eight parameters that have
been considered for the study of employee
satisfaction: Work Culture, Training,
Communication, Compensation, Rewards &
Recognition, Performance Appraisal System, Work
Relations and Work Environment.
Scaling Technique used: Non Comparative Scaling
Technique has been used in the study.
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e-ISSN: 2308-1368, p-ISSN: 2310-872X
Volume: 5, Issue: 2, Pages: 118-127
Parameter 7: On the hotels’ front we notice that
Data collection: work relations are better on Taj Mahal’s employees’
 Primary Data side as compared to ITC Maurya.
 Questionnaire
Parameter 8: When exposed to Work Environment
 Telephonic Conversation
parameter, Taj Mahal scores better than ITC
 E-Mails
Maurya hotels.
 Secondary Data
 Websites Objective: To analyze which parameters play an
 Journals important role in determining overall Employee
 Books Satisfaction.

Taj Mahal
DATA ANALYSIS AND INTERPRETATIONS TABLE 1 HERE
FIGURES 1-8 HERE
FIGURE 9 HERE
Interpretations: Based on the data presentation, we
Interpretations: The bend is more towards Work
observe that:
Culture, Work Environment and these parameters
Parameter 1: In this parameter we have tried to show high correlation as compared to other
generate favorable response from the employees parameters. Hence the top four parameters for Taj
with respect to two statements. For the Hotels, Taj Mahal hotel shall be:
Mahal generated a more favourable response than
1) Communication
ITC Maurya. Overall the hotels have generated a far
2) Work Culture
better response as compared to the airlines.
3) Work Environment
Parameter 2: This parameter is extremely important 4) Performance Appraisal System
as Training in hospitality plays a major role. On the
Hotel’s Front, Taj Mahal scored better than ITC
ITC Maurya
Maurya.
TABLE 2 HERE
Parameter 3: The Communication needs to be
strengthened so as to make the employees know FIGURE 10 HERE
what exactly the company wants out of him. For the
hotel, the employees at Taj Mahal scored high. Interpretations: The bend is more towards Rewards
and Recognition and training. Hence, the top
Parameter 4: The mean for compensation at Taj parameters we notice here are:
Mahal is better.
1) Rewards and Recognition
Parameter 5: The rewards and recognition given at 2) Communication
hotels, Taj Mahal scored a shade above ITC Maurya. 3) Training
4) Work Culture
Parameter 6: When it comes to understanding of
Performance Appraisals, Taj Mahal’s employees
can be said to have a better understanding of the FINDINGS AND SUGGESTIONS
process as compared to ITC Maurya.  For Taj Mahal hotel, we have seen that the
employees are highly satisfied when
exposed to the eight selected parameters.

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Manag. Adm. Sci. Rev.
e-ISSN: 2308-1368, p-ISSN: 2310-872X
Volume: 5, Issue: 2, Pages: 118-127
The results at Taj Mahal were better as
compared to other organizations. Here we
notice that the difference between all the
parameters is very less and hence we can say
that all parameters are equally important
when it comes to determining employee
satisfaction.
 The final case is of ITC Maurya hotel, which
like Taj Mahal hotel, gives a very positive
result. Employees at ITC Maurya are also
satisfied when exposed to the eight
parameters. Unlike Taj Mahal hotel, here we
notice that the difference is there between
various parameters with rewards and
recognition and communication being the
most determining factor.
 We can say that, out of the two selected
organization, variation among the
employees of Taj Mahal hotel is very less as
compared to other organization of study.
CONCLUSION
Conclusively it may be stated that Employee
Satisfaction is a multidimensional phenomenon
with a number of factors operating simultaneously.
There are certain factors which have strong
influence on the overall index but the presence of
other factors cannot be ignored. The employees of
Taj Mahal feel extremely satisfied when they were
exposed to the eight selected parameters.
satisfaction: A study on hotels in
Turkey", International Journal of
Contemporary Hospitality
Management, Vol. 23 Iss: 6, pp.784 – 802.
Hian Chye Koh, El'fred H.Y. Boo, (2004)
"Organisational ethics and employee
satisfaction and commitment",
Management Decision, Vol. 42 Iss: 5,
pp.677 – 693.
Jasna Auer Antoncic, Bostjan Antoncic, (2011)
"Employee satisfaction,
intrapreneurship and firm growth: a
model", Industrial Management & Data
Systems, Vol. 111 Iss: 4, pp.589 – 607.
Rune Bjerke, Nicholas Ind, Donatella De Paoli,
(2007) "The impact of aesthetics on
employee satisfaction and motivation",
EuroMed Journal of Business, Vol. 2 Iss:
1, pp.57 – 73.
Suparak Suriyankietkaew , Gayle C. Avery ,
(2014) "Employee satisfaction and
sustainable leadership practices in Thai
SMEs", Journal of Global Responsibility,
Vol. 5 Iss: 1, pp.160 – 173.

REFERENCES
Arminda do Paço, Ana Cláudia Nave, (2013)
"Corporate volunteering : A case study
centred on the motivations, satisfaction
and happiness of company employees",
Employee Relations, Vol. 35 Iss: 5,
pp.547 – 559.
Elbeyi Pelit, Yüksel Öztürk, Yalçın Arslantürk,
(2011) "The effects of employee
empowerment on employee job

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Volume: 5, Issue: 2, Pages: 118-127

APPENDIX

Parameter 1: Work Culture

Work Culture

4.4
4.2
4
3.8 Mean Value
3.6
3.4
Taj Mahal ITC Maurya
Work Culture

Figure 1: Showing parameter 1 for two Hotels

Parameter 2: Training

Training

4.4
4.2
4
3.8 Mean Value
3.6
3.4
3.2
Taj Mahal ITC Maurya
Training

Figure 2: Showing parameter 2 for two Hotels

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Volume: 5, Issue: 2, Pages: 118-127
Parameter 3: Communication

Communication

4
3.9
3.8
3.7
3.6 Mean Value
3.5
3.4
3.3
Taj Mahal ITC Maurya
Communication

Figure 3: Showing parameter 3 for two Hotels

Parameter 4: Compensation

Compensation

3.9
3.8
3.7 Mean Value
3.6
3.5
Taj Mahal ITC Maurya
Compensation

Figure 4: Showing parameter 4 for two Hotels

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Volume: 5, Issue: 2, Pages: 118-127
Parameter 5: Rewards and Recognition

Rewards and Recognition

4.15

4.1
Mean Value
4.05

4
Taj Mahal ITC Maurya
Rewards and Recognition

Figure 5: Showing parameter 5 for two Hotels

Parameter 6: Performance Appraisal System

Performance Management System

4
3
2 Mean Value
1
0
Taj Mahal ITC Maurya
Performance Management System

Figure 6: Showing parameter 6 for two Hotels

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Parameter 7: Work Relation

Work Relations

3.9
3.8
3.7
3.6 Mean Value

3.5
3.4
Taj Mahal ITC Maurya
Work Relations

Figure 7: Showing parameter 7 for two Hotels

Parameter 8: Work Environment

Work Environment

4
3.8
3.6
3.4 Mean Value
3.2
3
2.8
Taj Mahal ITC Maurya
Work Environment
\

Figure 8: Showing parameter 8 for two Hotels

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Volume: 5, Issue: 2, Pages: 118-127
Table 1: Showing correlation value for Taj Mahal

Parameters Correlation Values

Work Culture 0.48

Training 0.21

Communication 0.49

Compensation 0.31

Rewards & Recognition 0.29

Performance Appraisal
System 0.41

Work Relations 0.21

Work Environment 0.41

TAJ MAHAL
Work Culture
0.5
Work 0.4 Training
Environment 0.3
0.2
0.1
Work Relations 0 Communication

Performance
Compensation
Appraisal System

Rewards &
Recognition Correlation Values

Figure 9: Showing correlation value for Taj Mahal

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e-ISSN: 2308-1368, p-ISSN: 2310-872X
Volume: 5, Issue: 2, Pages: 118-127
Table 2: Showing correlation value for ITC Maurya

Parameters Correlation Values

Work Culture 0.28

Training 0.36

Communication 0.43

Compensation 0.19

Rewards & Recognition 0.56

Performance Appraisal
System 0.21

Work Relations 0.19

Work Environment 0.25

ITC MAURYA
Work Culture
0.60
Work 0.50
Training
Environment 0.40
0.30
0.20
0.10
Work Relations 0.00 Communication

Performance
Compensation
Appraisal System

Rewards &
Recognition Correlation Values

Figure 10: Showing correlation value for ITC Maurya

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