Job satisfaction of employee towards hotel

1
CHAPTER-I
1.1 INTRODUCTION TO THE COMPANY
Velan Hotels prides itself on its impeccable Southern hospitality. Born in 1993 in vibrant
Tirupur, the company now operates two hotels and four stand-alone restaurants.
A welcoming roof and dedicated attention to the needs of their guests means that, the people of
this region epitomize the ancient Indian meaning the Add to this their entrepreneurial spirit,
forming a hard to beat combination of innovation and grace. At Velan Hotel incorporated this spirit
of entrepreneurship and graciousness to bring you world class hospitality.
Our logo - a stylized rendering of a traditional earthen lamp - captures this spirit of a lamp lighting
the way and offering a warm welcome.
Flagship property in Velan Greenfields in Tirupur; also operate the Velan Coonoor in the
Nilgiris, the Velan Food Park in Coimbatore, and the Uthara Restaurant in Tirupur. Velan Hotel
Greenfields has been awarded the Best New Hotel when it opened. True to its name, Velan
Greenfields was a “Green” hotel even before it became fashionable to be one: the architecture was
designed to take advantage of natural light; the hotel invested in a modern Freon free air-
conditioning system as early as in 1990 and was among the very first establishments nationwide
to use the vapor absorption system; the hotel has its own sewage treatment plant and the water is
recycled for gardening; the hotel made conscious capital investments with the view to reduce water
usage in a water starved area.
Continuing this tradition of our care for nature and the nurturance of scarce resources, the
hotel company is investing in a renewable bio-fuel power plant to generate power and to reduce
dependence on petroleum products.

2
1.2 INTRODUCTION TO THE STUDY
The industry is characterized by the complexity of managing guest experiences, which
forces human resources managers to find new ways of managing relationships with employees and
guests. Good relations in an organization (often displayed by organizational culture) are the main
incentive for stimulating positive behavior among employees. The purpose of this paper is to
examine factors related to employee satisfaction and hospitality in order to understand positive
behavior in organizations. Design - Regarding the theory assumptions, the research tests premises
about causal relationship between exogenous (3 types of satisfaction inside the organization) and
endogenous variables (employee hospitality). Methodology.
Firstly, Exploratory Factor Analysis extracts four factors which represent four main latent
variables. Results from the EFA are also tested using Confirmatory Factory Analysis. CFA
specifies how well measurement variables represent a specific concept. Subsequently, structural
equation modeling is applied to test the structural connection between concepts and to define
which concepts are interconnected in order to help understand the nature of those connections.
Findings -This study shows the importance of satisfaction with management relations and
coworker relations and their joint influence on overall job satisfaction and hospitality (positive
behavior inside the organization) Originality of the research - Findings should be useful for hotel
managers who aim to improve their relate immediate concern of human resource management is
finding the ways and means of ensuring employee satisfaction with the ultimate goal of bringing
out the best in the human resource of any industry.
This employee-friendly attitude is adopted by industrial firms consequent on the awareness
that monetary and incentives and facilities offered to the employees are more an investment than
expenditure. Having evaluated various aspects of HRM like recruitment, selection, training and
development and compensation packages, it is essential to know whether the employees are
satisfied with the prevailing service conditions and monetary offers. The present Chapter is an
earnest effort in this direction. The management of people in hotels and catering services has
traditionally been regarded as poor, with considerable evidence of low employee discretion,
autocratic management style with no consultation, long hours of work, low promotional avenues,
poorly rewarded work, low social acceptance, high work load, poor management relation etc. As

3
a result the cream of the job-seeking youth is averse to accepting the job openings in the hotel
industry. Hence finding the apt personnel for job vacancies in the industry is rather difficult and
results in the considerable deployment of casual and part-time work force.
The satisfaction and dissatisfaction with the job assigned affect the employees in every
walk of life as you are what you do for a living and how you find about it. A satisfied employee
enjoys better physical and mental well being and is more productive. Quality of service is always
the top priority of any service industry, particularly hotel industry, a production cum service
industry, where the quality of the product and service are equal in importance. People engaged in
this industry deal with people and cater to their needs. Only satisfied employees can make quality
products or can render quality services and hence job satisfaction is of vital importance in the hotel
industry. tons with frontline employees and increase productivity.
Concept of Job Satisfaction
Job satisfaction is the individual employee’s cognitive and affective evaluation of the job.
In other words, it is the extent of positive feelings or attitudes that individuals have towards their
jobs. If he likes his job intensely, he will experience high job satisfaction. If he dislikes his job, he
will find his job drudgery. Thus, job satisfaction is a general affective reaction that individuals
hold about their jobs. The major factors that influence employee satisfaction are compensation and
benefits, promotions, training, work tasks, co-workers, supervisors, and the appreciation of their
good work. The present chapter is devoted to an in depth assessment of the job satisfaction of
employees in the private and public sector hotels in Kerala. The assessment has been made by
taking the opinion of employees and their managers based on certain refined variables identified
for the purpose
Repetitiveness and Monotony in Job
Monotony may be a situation where an individual is compelled to continue in a particular
activity in spite of his reluctance to do so. It can be considered an unpleasant state arising out of
work which the worker seeks to avoid as far as possible. Routine and repetitive work or lack of
variety produces maximum monotony. Monotony is mainly dependent up on the individual rather

4
than the job or the task. It is a characteristic of the relationship between the job and the worker at
a particular time and there exists considerable variation from individual to individual. In the hotel
industry workers are often forced to do repetitive job. There is seldom any chance for change in
the work environment or making the work challengeable. The opinion of employees and their
managers in the hotel industry in on the repetitiveness and monotonous in job is assessed as under:
Opinion of Employees
While analyzing the repetitiveness and monotony in job among employees more than one
half (50.2%) of the employees fully or partially observe that they feel repetitiveness and monotony
in their job but less than one half (44%) observe that they find no such feeling. Meanwhile, the
sector-wise analysis finds some variation in the opinion of employees. While 54 % of employees
in the private sector observe that they find repetitiveness and monotony in job 50 per cent in the
find no such feeling. The star-wise analysis reveals that more than three quarters (68.1%) in the
five stars do not find any feeling of repetitiveness and monotony in work but among the employees
opinioned only 46.6 per cent hold such view. But 50 per cent in the four star categories often find
their jobs repetitive and monotonous. The Chi-square test finds a significant difference of opinion
among employees in three star hotels while in four or five star hotels no difference is observed.

5
1.3 STATEMENT OF THE PROBLEM
The study is conducted to assess the job satisfaction needs of the employee in velan hotels.
The study helps to know their preferences and problems of the employees.
Employee commitment is essential to increase the productivity. If the job satisfaction
increases it will increase the employee commitment, further it will lead to increase in the
productivity. It is very essential to study about the employee satisfaction.

6
1.4 SCOPE OF THE STUDY
Employee satisfaction should be major determining factor of an employee’s organizational
behavior. A satisfied employee will be having positive attitude towards the job and in turn it leads
to organization efficiency and growth.

7
1.5 REVIEW OF LITERATURE
Mira Singh and Pestonjee1 (1990), hypothesized that Job Satisfaction is influenced by
the levels of Occupation, Job involvement and Participation. The sample for the study consisted
of 250 officers and 250 clerical cadres belonging to a nationalized bank in Western India. The
study confirmed the hypothesis and it was found that Job Satisfaction of the Bank employees was
positively affected by the Occupational level, Job involvement and participation.
Balgir2 (1991) attempted to understand hygiene-motivational factors as postulated by
Ehrenberg based on their need priorities that dominate the minds of Indian Managers while
continuing service in their respective Organizations. The results revealed that Job Satisfaction,
Salary, Job Security, better chances of promotion, happy Personal life, high Position and friendly
social circle are some of the motivating factors in that order which strongly influence Indian
Mangers.
Mathew (1991) tested the relationship between Satisfaction and Organizational
commitment with a Non-recursive model that permitted the simultaneous examination of the
influence of satisfaction on commitment and the influence of commitment on satisfaction. The
study highlighted that the two variables were reciprocally related but that the influence of
satisfaction on commitment was stronger.
Mehta and Mishra4 (1991) in their study explored the potential moderator effect of
mental health on the Intrinsic Job Satisfaction-Occupational stress relationship. The study was
conducted on 250 blue collar industrial workers of UPTRON India Ltd. The findings of the study
showed that mental health has a moderating effect on the Intrinsic Job Satisfaction-Occupational
stress relationship.
Dhar and Jain (1992) carried out an investigation amongst academicians. The
investigation explored the nature of relationship between Job Satisfaction, Job Involvement, Age
and Length of service. An important finding of the study was that Job Involvement and Job
Satisfaction are positive correlates which imply that involvement in Job increases Job Satisfaction
and vice-versa.

8
Syeed6 (1992), made an Endeavour to determine the relationship between employee Job
Satisfaction and Organizational effectiveness. The sample for the study consisted of 44 supervisors
of a public sector undertaking which was randomly drawn from a single unit of the Company. The
main objective of the study was to relate satisfaction with Organizational effectiveness along with
personal attributes such as age, education, pay, length of service etc. the study revealed that Job
satisfaction facets had more explanatory power than the personal attributes of respondents. It was
clear from the study that the Organization through its human resource development policies and
practices created better environment for employees, resulting in greater satisfaction which in turn
enhanced Organizational effectiveness.
Rama Devi (1997) conducted a study on faculty Job Satisfaction and their views on
management of the two universities in Andhra Pradesh. The sample consisting of 200 teaching
faculty and 100 members were selected randomly from each university and the attempt was made
to measure Job Satisfaction of the faculty in universities of Andhra Pradesh. The study found that
the factors such as freedom in job, scope for self-improvement, income and job security were
causing satisfaction while bureaucratic rules, no recognition for work and routine work were
causing dissatisfaction to them.
Sarri and Judges (2004), article provided greater understanding of the research on
employee’s attitudes and Job Satisfaction. The article identified three gaps between Human
resource practice and the scientific research in the area of employee attitudes in general and the
most focal employee attitude in particular –Job satisfaction: the causes of employee attitudes, the
result of positive or negative job satisfaction and how to measure and influence employee attitudes.
Suggestions for practitioners are provided on how to close the gaps in knowledge and for
evaluating implemented practices.
Worrell9 (2004) examined and described the levels of Job Satisfaction and relationship
between the variables in a national sample of school psychologists belonging to the National
Association of School Psychologists (NASP). Data were collected through mailed survey packets
including a data form including Minnesota Satisfaction Questionnaire. 234 full time practitioners
responded. Result indicated that 90% of school psychologists were satisfied or very satisfied with
their jobs. The findings showed a gradual increase in overall satisfaction when compared to 1982

9
and 1992 that reported being satisfied or very satisfied with their jobs. Participants in the current
sample were more satisfied with their job security, independence and creativity.
Santhapparaj (2005) studied the Job Satisfaction of the women managers working in
automobile Manufacturing Industry in Malaysia. It was based on primary survey from 200 women
managers. The study investigated the relationship between specific aspects of Job Satisfaction and
the personal characteristics of women managers. It was also aimed to retest the Herzberg’s Two-
Factor theory. The correlation analysis showed that there was a significant negative correlation
between education level and pay, promotion people on present job and job in general. The
percentage of overall satisfaction was 75.59%. The results did not support the Herzberg’s theory
and concluded that no separate and distinct factors lead to job satisfaction or dissatisfaction, but if
they were together contributed to job satisfaction or dissatisfaction. The study reveals that there
was a need for change in the Organizational culture and the management should create the
environment for social and organizational network. The factor which was relatively less satisfied
was the pay and this can be improved only through dialogue which involve cost to the organization
and the less level of satisfaction on present job could be easily improved by job rotation, providing
challenging job and so on.
Santhapparaj, (2005) were assessed the job satisfaction of the women managers working
in automobile industry in Malaysia based on primary survey from 200 woman managers. The result
showed that female managers were generally satisfied with their job. Highest level of satisfaction
occurs in the areas of supervision, job in general, and present job and present pay. However,
relatively more number of women managers was dissatisfied with their co-workers, pay and
present job. The correlation analysis showed that there was a significant negative correlation
between age, education and various job factors that determine the job satisfaction.
Rajesh (2007) studied the Quality of Work life and Job satisfaction in 10 IT Companies
professionals from 3 cities i.e. Hyderabad, Bangalore and Chennai. The objectives of the study
were to explore the levels of Job Satisfaction and relationship between demographic characteristics
and satisfaction, to find differences exists between demographic characteristics with overall Job
Satisfaction, to identify specific Indicators that causes dissatisfaction and to examine the hierarchy
of needs among IT Professionals. The questionnaire was administered to collect primary data. The

10
study revealed that higher income groups and higher experienced were the most dissatisfied with
Job Security. It was also showed that the most satisfied employees in IT Industry were of
Hyderabad, followed by Chennai and Bangalore respectively.
Chen and Silverthrone (2008) examined the relationship between Locus of Control
(LOC) and the work-related behavioral measures of job stress, Satisfaction and performance of
professional accountants who work for Certified Public Accountant (CPA) firms in Taiwan. The
main objective of the study was to assess how LOC impacts individuals and behavior in the work
place in three primary areas: Job Stress, Job Satisfaction and Job performance. A total of 620
survey instruments were mailed to 310 Certified Public Accountant firms in Taiwan with two
surveys sent to each firm. The findings indicated that one aspect of an accountant’s personality, as
measured by locus of control, plays an important role in predicting the level of Job satisfaction,
stress and performance. Individuals with a higher internal locus control are more likely to have
lower levels of job stress and higher levels of job performance and satisfaction.
O’Leary, Patrick, (2008) studied the relationship between job characteristics and job
satisfaction amongst physicians in Russia. This research included rewards, other people, nature of
work and organizational context. The instrument used in this study was based on the Physicians
work-life survey (PWS) created by Conrad et.al (1999) and representing the Society for General
Internal Medicine. The survey was distributed to physicians in four Russian cities. The sample
included 2,325 physicians. The research had a large number of female respondents. The study
found that the male doctors report higher levels of Job satisfaction than Female doctors and
polyclinic doctors report higher level of satisfaction than those employed by Hospitals. The
majority of doctors are satisfied with patient’s relationship, colleagues and staff relationship, and
prestige and the majority of physicians were dissatisfied with administration and time constraints.
The dissimilar finding in the study was that women physicians appear more likely to be satisfied
with their compensation than do their male counterparts. The study also found that doctors were
more likely to be satisfied if they maintained clinical autonomy, if they were paid well, if they did
not have excessive bureaucratic interference. Origen and Pagani15 (2008) investigated the
relationship between flexibility and Job Satisfaction. In their analysis they verified whether various
aspects of flexibility namely functional and quantitative flexibility, produce different impact on
overall extrinsic and intrinsic Job Satisfaction. They also tested whether the impact of flexibility

11
on Job Satisfaction varied with workers characteristics. Empirical evidence was based on a
representative sample of European employees taken from a specific wave of the Euro barometer
Survey. The study found that there was a positive link between functional flexibility and Job
Satisfaction and there was either no effect or a negative impact of quantitative flexibility. The
positive impact of functional flexibility was greater when compared to the satisfaction for intrinsic
aspects of the job. Estimate by workers characteristics highlighted interesting differences by age,
skill and country of residence.
Mau, (2008) examined the Job Satisfaction of beginning teachers and the factors
influencing their satisfaction and investigated if students who persisted in teaching aspiration were
more likely to be satisfied with their work. 450 tenth grade students from a nationally
representative sample, who aspired to be teachers, were examined over ten year period regarding
their career choices. A Job Satisfaction model was tested using clusters of variables as guided by
Social Cognitive Career Theory (SCCT). The study found that the students who persisted in
teaching were significantly more satisfied than those who did not persist and those with non-
teaching career. Beginning teachers were more satisfied with their jobs than those in other
occupations. Teachers who had teaching license also reported that they were more satisfied than
those who did not have license. The social-contextual factors i.e. race, socioeconomic status,
teaching license, parent’s education and occupation were the best predictors of Job Satisfaction.
Liu, (2008) investigated the dimensionality and generalizability of Public Service
Motivation and also examined the relationship between each dimension of public service
motivation and public servant’s Job Satisfaction. Exploratory factor analysis and confirmatory
factor analysis techniques were applied to survey data of 191 public servants in China. The result
indicated that the public service motivation observed in the West existed in china, but the
generalizability of the construct was limited. Three of the four dimensions of public service
motivation (attraction to public policy making, commitment to the public interest and self-
sacrifice) existed in China, but the fourth dimension (compassion) was unconfirmed.
Chileshe and Haupt, (2009) investigated the perceived age differences in Job Satisfaction
of construction workers in South Africa. The main objectives of the study were to identify the
major variables affecting the relative aspects of work within the South African Construction

12
industry and to investigate the impact of age on the satisfaction derived from work. A total of 300
questionnaires were sent to potential respondents. A total of 65 usable questionnaires were
returned. Result of the study indicated that Job Satisfaction differential does not exist between
younger and older workers. Although both younger and older workers ranked the relationship with
workmates as being poor, age does not have an influence on the effects of the aspects of work. In
terms of the effects of Job Satisfaction younger workers reported higher scores than older workers
on ‘indifference’, whereas the younger workers ranked poor recognition of abilities as the most
effect in comparison to the older workers who reported suffering from a “lack of alertness” as the
most ranked effect.
Gunlu, (2009) examined the effect of Job Satisfaction on Organizational commitment for
managers in large-scale hotels in the Aegean region of Turkey and, in addition, examined whether
there is significant relationship between the characteristics of the sample, organizational
commitment and Job satisfaction. Two structured questionnaire were administered to large scale
hotel managers in the tourism industry. The population was selected randomly with a sampling
ratio of 25 percent. A total of 48 managers in four-star hotels and 75 managers in five-star hotels
were reached for a total sample of 123 managers. A total of 43 managers were middle level,
whereas 80 were lower level managers such as supervisors. The data were analyzed using
statistical package for Social Sciences version 13. The findings of the study indicated that extrinsic,
intrinsic and general job satisfaction had a significant effect on normative commitment and
affective commitment.
Bellou, (2009) examined the influence of gender and age on relationship between
organizational culture and Job satisfaction. One hundred and twenty five (125) usable
questionnaires were gathered from three Public Hospitals located in a major Greek City. The
measures adopted include the Organizational Culture Profile and Job Descriptive Index. The
statistical analyses include descriptive statistics, stepwise regression analyses and t-test. The
finding of the study was that the employee’s gender and age influenced the way that the
organizational values affected their Job Satisfaction.
Nilufar Ahsan, (2009) investigated the relationship between Job stress and Job
Satisfaction. The study conducted in a Public University in Klang Valley area in Malaysia and 300

13
respondents were selected as a sample of the study. The determinants of job stress that have been
examined under this study include management role, relationship with others, work load pressure,
homework interface, role ambiguity and performance pressure. The results of the study revealed
that the association between relationship with others and job stress is not significant. The
relationship between workload pressure and job stress, role ambiguity and job stress is significant.
The study concluded that the motivation is a key factor as well in affecting job stress among
employees. Employees who were highly motivated will feel happier and were more willing to
work for the organization.
Kamal and Hanif (2009) studied the various factors of job satisfaction among different
commercial bankers in Pakistan. They used to statistical techniques like regression and correlation
to gauge level significance for the factor. The findings of the study were pay has been considered
as the major factor for job satisfaction, and other factors like promotion, recognition, job
involvement and commitment are also taken into consideration. Job satisfaction is an attitude of
an employee over a period of his job, so the factors of satisfaction and dissatisfaction changes over
the period. It is used as a key factor to gauge the performance of particular employee and
organization. Satisfied employees are more likely to be friendly and responsive which attracts
customers. Dissatisfied employees can lead to customer dissatisfaction. The objective of the study
of Castro and Martin23 (2010) is to explore the relationship between organizational climate and
Job Satisfaction and to determine whether employee’s perceptions of work environment influenced
their level of Job Satisfaction. Questionnaire was administered to the sample of 696 employees
from a population of 1453 employees working in three regions in which the organization was
operational. Confirmatory and explanatory factor analyses were used to investigate the structure
of the climate model. The findings of the study indicated a positive relationship between
organizational climate scores and Job satisfaction scores.
Salman Khalid (2010) examined Job Satisfaction level of Bank Employees in Punjab
Province. The information collected from 144 respondents from four Banks employees who were
randomly selected from both public and private sector banks. Five components of Job Satisfaction
such as work, pay, promotion, salary and recognition were examined besides overall Job
Satisfaction. The findings of the study indicated that the sect oral differences in terms of salary,
promotions, job security, recognition and benefits play a significant role in influencing one’s

14
perception of job satisfaction. Private sector bank employees reported dissatisfaction in terms of
Job Security. To overcome this obstacle private sector banks need to introduce special schemes
related retirement, pension, gratuity and other benefits to enhance the employee’s sense regarding
job security in effort to increase organizational commitment which in turn will lead to employee’s
commitment and high degree of satisfaction.
Rane (2011) studied the importance of employee Job Satisfaction. He explained that the
employee Job Satisfaction was essential to face the dynamic and ever increasing challenges of
maintaining productivity of the organization by keeping their work force constantly engaged and
motivated. The study found that the high Job Satisfaction correlated strongly with the feeling of
having fun at work. The article explained that the possible ways to enhance their performance in
order to face new challenges were providing positive work environment, the appreciation of
performance, personal recognition of employees by the management, and employee participation
in decision making, providing training facilities to improve worker’s skills and potentials. There
should be a continuous process of assessment of Job satisfaction of employees by obtaining
feedback in a specially designed evaluation format before and after the training programmers. He
concluded that the Job satisfaction of an employee in any organization was of paramount
importance to achieve the targeted goals on a sustainable basis.
Javed and Premarajan (2011) examined the influence of distributive and procedural
justice on pay and Job Satisfaction. They provided that distributive justice and procedural justice
had differentiating impact on Job Satisfaction and four facets of pay satisfaction i.e. level, raise,
benefits and administration. The survey carried out among 122 Indian managers. It was found that
the distributive justice as a more important predictor of all four dimensions of pay satisfaction and
Job Satisfaction. Procedural justice was also found to be a statistically significant predictor of pay
structure and Job Satisfaction.

15
1.6 OBJECTIVES OF THE STUDY
 To identify the employees relationship with their supervisors and co-workers.
 To assess the satisfaction level of the employee on working condition and environment.
 To know the security and the safety measure taken by the organization.
 To identify the level of grievance handling procedure in the organization.

16
1.7 HYPOTHESIS OF THE STUDY
 There is no association between Age and overall job satisfaction.
 There is no association between Gender and overall job satisfaction.
 There is no association between Martial and Overall job satisfaction.
 There is no association between Education level and overall job satisfaction.
 There is no association between Experience and overall job satisfaction.
 There is no association between Monthly income and overall job satisfaction.

17
1.8 RESEARCH METHODOLOGY
Sources of data
The study is based on primary data and secondary data. The main sources of primary data
is Questionnaire.
The secondary source includes the journals, books and websites, etc.
Sample design
The sample is designed in such a way that it could represent the views on velan hotels.
Methods of data collection
Primary data is collected through a structured questionnaire prepared based on the
objective of the study. The reliability value of the questionnaire is found to be high. Questions are
framed on the basis of descriptive format.
Sample area
In the present study a sample of participants in the organization. Participants were selected
from employees.
Procedure of data collection
Collection was done using random sampling. In the first phase all the participants was filled
the questionnaire quickly.

18
Research design
Descriptive Research
It includes surveys, facts finding enquiry methods of different types. It generally reports
what has occurred or what may happen in future. Method of research used in descriptive research
are survey method of all kinds.
Sample size
The samples were collected from Tiruppur. The total size of sample is 100.

19
CHAPTER II
ANALYSIS AND INTERPRETATION
TABLE 2.1
Table showing the Gender
GENDER No of Respondents Percentage
Male 71 71%
Female 29 29%
Total 100 100%
Interpretation;
From the above data collection, male respondents are 71% and the female respondents are 29%
respectively.

20
CHART 2.1.1
Chart showing the Gender of the Respondents
71
29
100
0
20
40
60
80
100
120
Male Female Total
Gender
NO OF RESPONDENTS PERCENTAGE

21
TABLE 2.2
Table showing the age group
Age No of respondents Percentage
20-25 32 32%
25-30 23 23%
30-35 15 15%
35-40 20 20%
Above 40 10 10%
Total 100 100%
Interpretation;
From the above data collection, 32% of the respondents are between the age group are 20-
25 years, 23% of the respondents are between 25-30 years, 15% of the respondents are between
30-35 years, 20% of the respondents are 35-40 years, 10% of the respondents are Above 40 years.

22
CHART 2.2.1
Chart showing the Age of the respondents
32%
23%
15%
20%
10%
0
5
10
15
20
25
30
35
20-25 25-30 30-35 35-40 Above 40
Age
No of respondents Percentage

23
TABLE 2.3
Table showing the year of experience in the hotel
Year of experience No of respondents Percentage
Below 1 year 28 28%
2-5 years 37 37%
5-10 years 24 24%
Above 10 Years 11 11%
Total 100 100%
Interpretation;
From the above data collection, 28% of the respondents are below 1 year, 37% of the
respondents are between 2-5 years, 24% of the respondents are between 5-10 years, 11% of the
respondents are above 10 years.

24
CHART 2.3.1
Chart showing the year of experience in the hotel
28%
37%
24%
11%
100%
0
20
40
60
80
100
120
Below 1 year 2-5 year 5-10 year Above 10 year Total
Year of experience

25
TABLE 2.4
Table showing the educational qualification
Educational Qualification No of respondents Percentage
UG 69 69%
PG 12 12%
SCHOOL 8 8%
DIPLOMA 11 11%
TOTAL 100 100%
Interpretation;
From the above data collected data, 69% of the respondents from UG, 12% of the
respondents from PG, 8% of the respondents from school, 11% of the respondents from diploma.

26
CHART 2.4.1
Chart showing the educational qualification
69%
12%
8%
11%
100%
0
20
40
60
80
100
120
UG PG SCHOOL DIPLOMA Total
Educational qualification

27
TABLE 2.5
Table showing the satisfied with job responsibilities
Job responsibilities No of responsibilities Percentage
Strongly disagreed 0 0%
Disagree 5 5%
Neither disagree of agree 2 2%
Agreed 17 17%
Strongly agreed 76 76%
Total 100 100%
Interpretation;
From the above collected data, 0% of the respondents are strongly disagreed, 5% of the
respondents are disagreed, 2% of the respondents are neither disagreed of agree, 17% of the
respondents are agreed, 76% of the respondents are strongly agreed.

28
CHART 2.5.1
Chart showing the Satisfaction with job responsibilities
0%
5%
2%
17%
76%
100%
0
20
40
60
80
100
120
Strongly disagreed Disagreed Neither disagree or
agree
Agreed Strongly agreed Total
Job responsibilities

29
TABLE 2.6
Table showing the supervisor appreciate contribution towards job and organization
Job and organization No of responsibilities Percentage
Disagree 3 3%
Neither disagree of agree 11 11%
Agreed 25 25%
Total 100 100%
Interpretation;

30
CHART 2.6.1
Chart showing the supervisor appreciates contribution toward job and organization
4% 3%
11%
25%
57%
100%
0
20
40
60
80
100
120
agree
Job and organization

31
TABLE 2.7
Table showing the aware of company objectives
Company objective No of responsibilities Percentage
Disagree 12 12%
Neither disagree or agree 0 0%
Agreed 27 27%
Total 100 100%
Interpretation;

32
CHART 2.7.1
Chart showing the aware of company objective
8%
12%
0%
27%
53%
100%
0
20
40
60
80
100
120
agree
Company objective

33
TABLE 2.8
Table showing needed resources to perform your job well
Needed resources No of responsibilities Percentage
Disagree 5 5%
Agreed 14 14%
Total 100 100%
Interpretation;

34
CHART 2.8.1
Chart showing the needed resources to perform job well
3%
5%
0%
14%
78%
0
10
20
30
40
50
60
70
80
90
agree
Agreed Strongly agreed
Needed resources

35
TABLE 2.9
Table showing rewarded well for efforts in organization
Efforts in organization No of responsibilities Percentage
Disagree 1 1%
Agreed 15 15%
Total 100 100%
Interpretation;

36
CHART 2.9.1
Chart showing the rewarded well for your efforts in the organization
1% 1% 0%
15%
83%
0
10
20
30
40
50
60
70
80
90
agree
Efforts in organisation

37
TABLE 2.10
Table showing satisfied with department
Satisfied with department No of responsibilities Percentage
Disagree 0 0%
Agreed 8 8%
Total 100 100%
Interpretation;

38
CHART 2.10.1
Chart showing the satisfied with department
0% 0% 0%
8%
92%
0
10
20
30
40
50
60
70
80
90
100
agree
Satisfied with department

39
TABLE 2.11
Table showing the organization provides opportunities to improve career
Opportunities in
improving career
No of responsibilities Percentage
Disagree 15 15%
Agreed 9 9%
Total 100 100%
Interpretation;

40
CHART 2.11.1
Chart showing the organization provides opportunities to improve career
0%
15%
0%
9%
76%
0
10
20
30
40
50
60
70
80
90
agree
Opportunities in improving career

41
TABLE 2.12
Table showing the taking decisions and solve the problem related to the customer
immediately
Decisions and problem
solving
Disagree 7 7%
Agreed 13 13%
Total 100 100%
Interpretation;

42
CHART 2.12.1
Chart showing the taking decisions and solve the problem related to the customer
immediately.
3%
7%
0%
13%
77%
0
10
20
30
40
50
60
70
80
90
agree
Decision and problem solving

43
TABLE 2.13
Table showing the co-workers friendly and helpful
Co-workers friendly and
helpful
Disagree 8 8%
Agreed 72 72%
Total 100 100%
Interpretation;

44
CHART 2.13.1
Chart showing the co-workers friendly and helpful
0%
8%
0%
72%
20%
0
10
20
30
40
50
60
70
80
agree
Co-workers are friendly and helpfull

45
TABLE 2.14
Table showing the supervisor active in involving you in the team discussion
Team discussions No of responsibilities Percentage
Disagree 5 5%
Agreed 25 25%
Total 100 100%
Interpretation;

46
CHART 2.14.1
Chart showing the supervisors active in involving you in the team discussion
6% 5%
0%
25%
64%
0
10
20
30
40
50
60
70
agree
Team discussions

47
TABLE 2.15
Table showing the overall satisfaction with the job
Satisfying with the job No of responsibilities Percentage
Disagree 1 1%
Agreed 15 15%
Total 100 100%
Interpretation;

48
CHART 2.15.1
Chart showing the overall satisfaction with the job
1% 1% 0%
15%
83%
0
10
20
30
40
50
60
70
80
90
agree
Satisfying with the job

49
CHAPTER 11I
FINDINGS AND SUGGESTIONS
3.1 FINDINGS
 Most of the respondents from Male in Gender.
 Most of the respondents from the Age group of 20-25.
 Most of the respondents from the Year of experience are 2-5 Years.
 Most of the respondents from the Educational qualification is School
 Most of the respondents from the Satisfaction in job responsibilities are strongly agreed.
 Most of the respondents from the Contribution towards job and organisation is strongly
agreed
 Most of the respondents from the Company’s objective are strongly agreed.
 Most of the respondents from the needed resources to perform job well is strongly agreed.
 Most of the respondents from the Efforts in the organization are strongly agreed.
 Most of the respondents from the Satisfaction from the department regarding sharing
information are strongly agreed.
 Most of the respondents from the providing opportunities for improving career are strongly
agreed.
 Most of the respondents from Taking decisions and solving the problem related to the
customer immediately are strongly agreed.
 Most of the respondents from co-workers are friendly and helpful is strongly agreed.
 Most of the respondents from the Overall satisfaction with the job is Strongly agreed.

50
3.2 SUGGESTIONS
The library authorities should pay attention over the present laxity in enhancing the payb
to the employees.
In Service training increases employee’s knowledge of the job responsibilities, promotes
high morale, aids to perform effectively and demonstrate the ability for future professional growth,
the sum total of which results in an increment in both quantity and quality of services.
Attending seminars, conferences improve the individual employee’s professional
background, knowledge and skills, enhancing the value to their service.
The appreciation of performance and personal recognition of employees by the superiors
have proved to be a very powerful tool in building their morale and motivation. So there is need
to plan an effective recognition program in the department and creative ways to reward top
performing employees, which are more worthy than cash.

51
3.3 CONCLUSIONS
The study helped in revealing the level of satisfaction of employee with reference to the
various factors providing in the organization. The study clearly shows that employee under
organization are more or less satisfied with the job. The organization should consider on the salary,
relationship of employees and supervisors, grievance handling and give more opportunity for the
new employees.
The employee attitudes naturally reflect the moral of the service unit and satisfied
employees are extremely important because they present the unit to the public. The management
gives attention to provide different kinds of facilities to their employees so as to satisfy their
employees. A good work environment, good reward and good work conditions can increase
employee job satisfaction and the employees will try to give their best which can increase the
employee work performance.

52
BIBILIOGRAPHY
http.velanhotels.com
http.velanhoteltiruppur.com
http.velanhotelsconoor.com
http.velanhotelsgreenfields.com

53
QUESTIONNAIRE
A STUDY ON EMPLOYEE SATISFACTION IN VELAN HOTELS
SECTION I
DEMOGRAPHIC INFORMATION
1. Gender
 Male
 Female
2. AGE
 20-25
 25-30
 30-35
 35-40
 Above 40
3. State your year of experience in the hotel
 Below 1 year
 2-5 year
 5-10 year
 Above 10 year
4. Educational qualification
 UG
 PG
 SCHOOL
 DIPLOMA
 OTHERS, PLEASE SPECIFY

54
SECTION 2
FACTORS INFLUENCING EMPLOYEE SATISFACTION
5. Are you satisfied with your job responsibilities
(A) Strongly disagreed (B) Disagree (C) Neither disagree (D) Agreed (E) Strongly agreed
6. Does your supervisor appreciate your contribution towards your job and organisation
(A) Strongly disagreed (B) Disagree (C) Neither disagreed (D) Agreed (E) Strongly agreed
7. Are you aware of the company’s objective
8. Are you provide with the needed resource to perform your job well
9. Are you rewarded well for your efforts in the organisation
10. Are you satisfied with the information shared by the management on what is going on the
department
11. The organisation provides opportunities to improve your career
12. Are you able to take decisions and solve the problem related to the customer immediately
13. Are your co-workers friendly and helpful
14. Is the supervisor active in involving you in the team discussion
15. Overall are you satisfied with your job

Job satisfaction of employee towards hotel

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Job satisfaction of employee towards hotel

Similar to Job satisfaction of employee towards hotel (20)

Recently uploaded

Recently uploaded (20)

Job satisfaction of employee towards hotel