MEASUREMENT OF OVERALL JOB SATISFACTION LEVEL

(A STUDY OF HOSPITALITY INDUSTRY)

By
Anjish Maharjan (LC00015001195)
Pooza Karmacharya (LC00015001229)
Samikshya Maharjan (LC00015001256)
Shristi Hirachan (LC00015001270)

A Survey Report Submitted in the partial fulfillment of

The requirement for the degree of
MASTER OF BUSINESS ADMINISTRATION (MBA)

At the
Institute of International Management Science
Lincoln University College, Malaysia
Faculty of Business and Accounting

Kathmandu, Nepal
24th September 2021
 RECOMMENDATION

This is to certify that the this Survey Project Report

Submitted By
Anjish Maharjan
Pooza Karmacharya
Samikshya Maharjan
Shristi Hirachan

Entitled
MEASUREMENT OF OVERALL JOB SATISFACTION LEVEL
(A STUDY OF HOSPITALITY INDUSTRY)

has been prepared as assigned by the requirement of the course Organization Behavior in the
prescribed format of the Faculty of Business and Accountancy, Lincoln
University College. This Survey Project Report is submitted for further grading of the course.

Submitted to
Mr. Narayan Pradhan
…………………………….
Date: 24th Sep, 2021

i
 ACKNOWLEDGMENT

The survey has been completed from the help, support and encouragement of a number of people
and we want to acknowledge them here.
Firstly, we would like to thank Lincoln International University and IIMS College for the
wonderful opportunity it has provided by including the practical world as a subject matter that has
helped us explore ourselves.
Secondly, we would like to thank Mr. Narayan Pradhan for his continuous guidance,
encouragement and constructive guidelines for this study.
We would like to thank the participants for their cooperation and help for the collection of data
for the completion of the survey.
Also, we would like to thank our friends who have supported us through the survey process.

Sincerely,
Anjish Maharjan
Pooza Karmacharya
Samikshya Maharjan
Shristi Hirachan

ii
 DECLARATION

We, hereby declare a survey project entitled “MEASUREMENT OF OVERALL JOB

SATISFACTION LEVEL” submitted to Lincoln International University is our genuine work
done originally carried out in the year 2021. It is done for partial fulfillment of the requirement
of MBA under the supervision of Dr. Narayan Pradhan, Lecturer, at IIMS College. The same
report has not been submitted previously to any other institution for any degree.

Signature,

Anjish Maharjan
Pooza Karmacharya
Samikshya Maharjan
Shristi Hirachan

iii
 EXECUTIVE SUMMARY
This report is based on the survey conducted to measure overall Job Satisfaction Level in the
Hospitality Industry and to differentiate the Job Satisfaction Level between male & females
working in the Hospitality Industry. The survey was conducted in the month of September 2021.
Our team surveyed the employees currently working in the hospitality industry and handed them
the job satisfaction survey with the intention of measuring how satisfied they were with their job.

Job satisfaction is characterized as the degree to which an employee feels self-persuaded, content
and happy with his/her work. When an employee feels he/she has job stability, growth in his/her
career and a suitable work life balance then job satisfaction is developed. This infers that the
worker is having fulfillment at work as the work meets the assumptions for the person.

Various factors having an impact on job satisfaction were recognized using literature review. To
measure the job satisfaction level of the employees a pre-developed questionnaire developed by
Paul E. Spector, Department of Psychology, University of South Florida containing 36 questions
was used to gather the data. Certain limitations were faced during the preparation of this report,
which have been mentioned in the limitations section of this report.

This survey is based on both primary data and secondary data. For the purpose of data collection
our team used structured questionnaires. Primary data was collected from the employees employed
in the hospitality industry and Secondary data was collected through various published articles
such as books by different authors, unpublished thesis reports, journal articles, Internet websites,
etc. After the collection of data, the data was analyzed by comparing means of each variable among
male and females.

The summary of data interpreted can be seen by the end of this report which indicates that females
are comparatively satisfied than male. The results and findings obtained from the survey are
presented and an appropriate conclusion has been derived.

iv
 Table of Contents
RECOMMENDATION _________________________________________________________ i

ACKNOWLEDGMENT________________________________________________________ ii

DECLARATION _____________________________________________________________ iii

Executive Summary ___________________________________________________________ iv

List of Figures _______________________________________________________________ vii

List of Tables _______________________________________________________________ viii

Chapter- I ___________________________________________________________________ 1

INTRODUCTION ____________________________________________________________ 1

1.1 Background of the study ___________________________________________________ 1

1.2 Objectives of the study ____________________________________________________ 2

1.3 Limitations of the study ___________________________________________________ 2

Chapter-II ___________________________________________________________________ 3

Literature Review _____________________________________________________________ 3

2.1 Review of Literature ______________________________________________________ 3

2.2 Operational Definition ____________________________________________________ 4

2.3 Conceptual Framework ____________________________________________________ 7

Chapter III ___________________________________________________________________ 8

Job Satisfaction survey _________________________________________________________ 8

3.1 Survey Design ___________________________________________________________ 8

3.2. Data Collection Method ___________________________________________________ 8

3.3. Nature and Sources of Data ________________________________________________ 8

3.4. Data Analysis Method ____________________________________________________ 9

3.5. Ethical Consideration _____________________________________________________ 9

Chapter IV __________________________________________________________________ 10

Data Analysis and Interpretation ________________________________________________ 10

v
 4.1 Demographics of the Respondents __________________________________________ 10

4.1.1 Gender of the Respondents ____________________________________________ 10

4.1.2 Age of the Respondents _______________________________________________ 11

4.1.3 Education Completed _________________________________________________ 11

4.1.4 Experience of the Respondents _________________________________________ 12

4.2 Descriptive Statistics of Variables __________________________________________ 12

4.2.1 Pay _______________________________________________________________ 12

4.2.2 Promotion__________________________________________________________ 13

4.2.3 Supervision ________________________________________________________ 13

4.2.4 Fringe Benefits ______________________________________________________ 14

4.2.5 Contingent Reward __________________________________________________ 14

4.2.6 Operation Condition__________________________________________________ 15

4.2.7 Coworker __________________________________________________________ 15

4.2.8 Nature of Work _____________________________________________________ 16

4.2.9 Communication _____________________________________________________ 16

4.3 Summary of Analysis and Interpretation. _____________________________________ 17

Chapter V __________________________________________________________________ 18

Discussion, Conclusion, and Recommendation _____________________________________ 18

5.1 Discussion _____________________________________________________________ 18

5.2 Conclusion ____________________________________________________________ 19

5.3 Recommendations _______________________________________________________ 20

References __________________________________________________________________ 21

Appendix ___________________________________________________________________ 22

vi
 LIST OF FIGURES

Figure 1: Conceptual Framework ________________________________________________ 7

Figure 2: Descriptive Statistics of Gender of the Respondents _________________________ 10
Figure 3: Descriptive Statistics of Age of the Respondents ____________________________ 11
Figure 4: Descriptive Statistics of Education Completed by the Respondents ______________ 11
Figure 5: Descriptive Statistics of Experience of the Respondents ______________________ 12

vii
 LIST OF TABLES

Table 1: Computation of Mean of Pay for Male and Female ___________________________ 12

Table 2: Computation of Mean of Promotion for Male and Female _____________________ 13
Table 3: Computation of Mean of Supervision for Male and Female ____________________ 13
Table 4: Computation of Mean of Fringe Benefits for Male and Female _________________ 14
Table 5: Computation of Mean of Contingent Rewards for Male and Female _____________ 14
Table 6: Computation of Mean of Operating Conditions for Male and Female ____________ 15
Table 7: Computation of Mean of Coworker for Male and Female ______________________ 15
Table 8: Computation of Mean of Nature of Work for Male and Female _________________ 16
Table 9: Computation of Mean of Communication for Male and Female _________________ 16

viii
 CHAPTER- I
INTRODUCTION
1.1 Background of the study
The aptly titled Job Satisfaction defines job satisfaction as any combination of psychological,
physiological, and environmental circumstances that cause a person to truthfully say that they are
satisfied with a job
“Choose a job you love, and you will never have to work a day in your life.” Confucius
Job satisfaction can simply be defined as a long-term impression formed about the job. While on
the job, employees engage with other people and resources. They have favorable or negative
thoughts regarding the employment setting and content as a result of this process. Since the
popularity of the human relations approach, the concept of job satisfaction has grown in
prominence.
Almost everyone's life revolves around work. Adults spend nearly all of their waking hours at
work, as career development accounts for nearly 70% of all human developmental tasks. As a
result, it is critical that people are satisfied with their jobs; otherwise, frustration, anger, and, in
rare situations, it may even result in depression. The need for a sense of fulfillment and the
expectation for the job to be interesting, challenging, and personally rewarding are reflected in
perceived job satisfaction. In career development activities, job satisfaction is also a success
indicator. Job satisfaction extends beyond an employee's daily responsibilities to include
contentment with coworkers/managers, organizational rules, and the impact of their work on their
personal lives.

A contented employee is always beneficial to an organization since he or she strives to provide the
best service possible. Every employee desires a stable career path and a healthy work-life balance.
If an employee is satisfied with their employer and their work, they will make every attempt to
contribute back to the organization. Numerous studies on job happiness have been conducted, and
the findings are frequently valued for both humanistic and economic reasons. Employees who are
satisfied are more concerned about the quality of their job, are more devoted to the business, have
greater retention rates, and are more productive in general.

1
Job satisfaction according to an employee’s viewpoint is to procure a decent gross compensation,
have job stability, have a steady career growth, get rewards and acknowledgment and continually
have new opportunities to prosper. It is crucial to keep in mind that job satisfaction varies by
employee. The elements that make one employee feel good about their employment may not apply
to another employee in the same workplace under the same circumstances. Job satisfaction differs
from person to person as for some people job satisfaction may be earning a certain salary and for
someone job satisfaction can be having numerous opportunities for career growth and
development.

1.2 Objectives of the study

The objectives of this study are mentioned below:
1. To measure overall Job Satisfaction Level in the Hospitality Industry.
2. To differentiate the Job Satisfaction Level between male & females working in the
Hospitality Industry.
3. To get an understanding on the various factors that impact job satisfaction
4. To put the theoretical knowledge learned into practice.

1.3 Limitations of the study

The limitations that was faced during the study are:
 Respondents were selected from convenience sampling method. This study was not able
to reach all the employees of all the company in hospitality industry. Therefore, the
sampling size may be insufficient.
 The study is based on the responses the employees have provided. The respondents may
not provide the accurate answer.
 There is time, effort and resource constraints as the survey was conducted within a limited
time provided to the student and the effort required was used for completing other task that
students need to do during the study period.
 Due to the current pandemic period, no physical communication took place with the
respondents.

2
 CHAPTER-II
LITERATURE REVIEW
2.1 Review of Literature
Most job satisfaction definitions outline a complex and multi-dimensional picture (Volkwein, J.F.,
& K., 2000). According to Hoppock (R., 1935), job satisfaction refers to a mix of cognitive,
physiologic and environmental factors that make a person satisfied or dissatisfied with his/her
work. Job satisfaction represents the positive or negative emotions of workers toward their job
position. Similarly, Vroom (Vroom, 1964) also considers that employee job satisfaction is
emotionally oriented concerning the work they are performing. Once employees are satisfied with
their work, they will have a positive attitude towards it and vice versa (Armstrong, 2006).

Emerging trends of JS in the hospitality industry are highlighted in recent studies (Goswami &
Dsilva, 2019). JS as an individual's satisfaction is a happy or positively sensitive view toward
his/her job that has derived from an assessment of one’s job settings or job experience. Talent and
trained employees are asset of an organization and profitability, performance, competitiveness of
a business is affected by that employee’s view towards the organization. Dissatisfaction of
employees however will have the intention to leave the organization.

Overall, women report more noteworthy occupation fulfillment than men. In an exceptionally
powerful paper, the researcher shows that the gender gap in job satisfaction in Britain continues in
any event, when a wide scope of individual and occupation attributes are controlled for. The
researcher proposes that women having lower profession assumptions because of gender pay
differentials, segregation and decreased advancement possibilities might clarify this. Thus,
regardless of possessing occupations which might be "dispassionately more terrible" than men's,
lower assumptions might convert into higher occupation fulfillment for females.

Previous studies did not clearly define the supervisor support although employees get important
assistance from the supervisors. Supervisor support is defined as “beliefs about the degree to which
their supervisors care about them and value their contribution to work outcomes (Golden & Veiga,
2008)”. Motivational issues such supervisor supports increase the individual's JS by assisting
employees to develop and improve performance (Nahum-Shani, Henderson, Lim, & Vinokur,
3
2014)Supervisor, on behalf of organizations such as (effective management activities and policies)
provides support to the employees that contribute to job satisfaction In workplace supervisor is the
sole entity that can support their employee throughout the evaluation of employee’s performance
and providing justice. Supervisor support viewed as the employees’ perception of justice and
support they have gotten from the supervisor.

2.2 Operational Definition

a) Pay: The amount of compensation a worker anticipates from their job is referred to as their
pay. It is a tool for meeting requirements. Everyone expects a corresponding recompense.
Pay should be reasonable, fair, and equal. Employee job satisfaction is based on a sense of
fair and equitable compensation.

b) Promotion: Transferring an employee to a new position with higher salary, privileges, or

prestige than the previous one is known as promotion. It is a promotion in terms of rank
and responsibilities. Employees advance through the ranks of a corporation through
promotions, which give them new responsibilities within their current position. Promotion
expectations also affect job satisfaction; workers who believe a promotion is possible in
the next two years are more likely to be highly satisfied.

c) Supervision: It is known as the act of supervising an employee. The amount to which

leaders regard their employees' contributions and care about their well-being is
characterized as supervisor support. Employees feel heard, respected, and cared about
when they work for a leader who has strong supervisor support. Employees who have the
support of their supervisors feel led and cared for, which leads to higher job satisfaction.

d) Fringe Benefits: Employers provide fringe benefits to their employees in addition to any
monetary pay. Life, disability, and health insurance, as well as tuition reimbursement and
education help and retirement benefits, are the most prevalent perks. Increased job
satisfaction can be achieved when concerns such as health care and financial security are
addressed.

4
e) Contingent Rewards: This is a motivation-based approach that uses positive
reinforcement for a job well done to reward people who achieve their set goals. This form
of reinforcement motivates employees to finish their tasks and meet their objectives in a
professional and timely manner. As employees are rewarded on their ability to meet goals,
they feel increased job satisfaction for being rewarded for their efforts. E.g. rewarding sales
professionals with free airfare for exceeding the sales quota consecutively for several
months.

f) Operating Conditions: The working environment and features of an employee's terms and
conditions of employment are referred to as operating conditions. Workplace organization
and activities; training, skills, and employability; health, safety, and well-being; and
working time and work-life balance are all covered under operating conditions. Good
operating conditions provide the employees with a good environment to work in resulting
in increased productivity efficiency and increased job satisfaction.

g) Coworkers: A coworker is someone with whom we work or who works alongside us at

our job. A coworker is someone who works in the same cubicle as us and does a job that
is comparable to ours. The establishment of positive workplace connections has the ability
to boost employees' moods, making them more productive as a result. Employees who form
tight bonds with their coworkers may feel more connected to the organization. All these
factors combined eventually lead to job satisfaction for the employees.

h) Nature of work: The type of work that an employee accomplishes best defines the nature
of his or her work. This can relate to both the basic everyday duties performed as part of a
work and other non-routine tasks that may be required. The features of these tasks define
the nature of an employee’s work when they are combined. The employee's title
encapsulates the nature of this task. For example, a human resources manager is someone
who manages a human resources department and performs all of the tasks required of such
a position. An employee’s level of job satisfaction is also influenced by the nature of the
job s/he is involved in.

5
 i) Communication: Webster's dictionary defines communication as "the transmission of
information between individuals by a shared system of symbols, signs, or actions."
Effective communication can help to improve employee morale and increase job
satisfaction by keeping them informed and feeling as if they are a part of the team.
Communication promotes motivation, helps in socializing, assists in controlling process;
aids in decision-making, helps in altering individual’s attitudes, i.e., a well informed
individual will have a better attitude than a less-informed individual.

j) Job Satisfaction: Job satisfaction, also known as employee satisfaction, is a measure of a

worker's happiness with their job, whether they like it or not, as well as specific features or
facets of the job, such as the nature of the work or supervision. Job satisfaction is divided
into three categories: cognitive (evaluative), affective (or emotional), and behavioral. An
employee satisfaction survey is commonly used to gauge the level of satisfaction among
employees.
Surveyers have also found that the extent to which work satisfaction measures feelings about the
job varies (affective job satisfaction) or job-related thoughts (cognitive job satisfaction).

6
2.3 Conceptual Framework

Pay

Promotion

Supervision

Job Satisfaction
Fringe Benefits

Contingent Rewards

Operating Condition

Coworkers

Nature of Work

Communication

Figure 1: Conceptual Framework

7
 CHAPTER III
JOB SATISFACTION SURVEY
This Section contains a general description of the Job Satisfaction Survey design, data collection
procedures, nature and sources of data, data analysis method, ethical consideration, and key
findings. A summary of participant demographics is provided, followed by results within core
domains beginning with job satisfaction.

3.1 Survey Design

The survey questionnaire contains 4 Demographic factors, i.e., Age, Gender, Education, and
Experience. To measure the job satisfaction level of the employees a pre-developed questionnaire
developed by Paul E. Spector, Department of Psychology, University of South Florida containing
36 questions was used to gather the data.

3.2. Data Collection Method

For the collection of primary data, a closed ended questionnaire was provided to the employees of
the hospitality industry. The questionnaire includes six point Likert-scales. The employees were
requested to complete the questionnaire that consists of 36 questions. This survey includes both
primary and secondary data. As the nature of these data is different, the data collection method
also differs. Secondary data were collected through various published articles such as books by
different authors, unpublished thesis reports, journal articles, Internet websites, etc.

3.3. Nature and Sources of Data

Based on the nature of data, this study is quantitative and the primary sources of data gathered
from the employees of the hospitality industry are the survey results that were conducted during
the survey. Thus by conducting the quantitative study, we have analyzed the data. We used a
convenience sampling method for the selection of the number of respondents. This survey has used
both primary and secondary sources of data. Primary data are those data that are first hand data.
We collected the primary data by providing the questionnaire to employees of the hospitality
industry. As the data was collected from questionnaires, the data were gathered, arranged,
classified, and then analyzed. Then the analyzed data were represented through different statistical
8
tools so that valid results can be achieved. Similarly, for the purpose of secondary data, various
published and unpublished sources of data that were relevant to my study were used.

3.4. Data Analysis Method

Job Satisfaction Survey questionnaire developed by Paul E. Spector was used to collect data from
the employees. Given the JSS uses 6-point agree-disagree response choices, we can assume that
agreement with positively worded items and disagreement with negatively worded items would
represent satisfaction, whereas disagreement with positive-worded items, and agreement with
negative-worded items represents dissatisfaction. For the 4-item subscales, as well as the 36-item
total score, this means that scores with a mean item response (after reverse scoring the negatively
worded items) of 4 or more represents satisfaction, whereas mean responses of 3 or less represents
dissatisfaction. Mean scores between 3 and 4 are ambivalence.
The collected data were analyzed and managed through SPSS software and MS Excel. The data
were analyzed by comparing means of each variable differentiating the job satisfaction level
between male and female. After analyzing the data, interpretations and recommendations were
done.

3.5. Ethical Consideration

Full consent of the participants was obtained prior to the study. The protection of the privacy of
survey participants was ensured. Anonymity of individuals participating in the survey was ensured.
Any type of communication in relation to the survey was done with honesty and transparency. In
the course of the survey, the respondents were not influenced in any way to fill up the
questionnaire. The survey was conducted in an ethical manner without use of any unethical
activities. The results were not misinterpreted to get the conclusion and the survey was completed
in an ethical way.

9
 CHAPTER IV
DATA ANALYSIS AND INTERPRETATION
Based on the responses collected through the survey, various statistical analyses have been done.
The major analyses include demographic characteristics of respondents, descriptive statistics of
variables differentiating male and female that were used to analyze the data obtained with a view
to achieve the objectives of the study. SPSS was used to analyze the data and then presented in
different figures to explain the relationships of the data analyzed.

4.1 Demographics of the Respondents

4.1.1 Gender of the Respondents

Figure 2: Descriptive Statistics of Gender of the Respondents

The above chart shows the percentage of employees based on their gender. In this survey, a total
14 respondents attended the survey, among which 50% of them were male and 50% of them were
females.

10
4.1.2 Age of the Respondents

Figure 3: Descriptive Statistics of Age of the Respondents

The above chart shows the percentage of employees based on their age. In this survey, a total 14
respondents attended the survey, among which 42.9% of them were less than 25 years old, 42.9%
were between 26-35 years old, and 14.3% were above 35 years old.

4.1.3 Education Completed

Figure 4: Descriptive Statistics of Education Completed by the Respondents

The above chart shows the percentage of employees based on the education they had completed
till date. In this survey, a total 14 respondents attended the survey, among which 21.4% completed
their intermediate degree, 64.3% completed their Bachelor’s Degree, and 14.3% had earned more
than Bachelor’s Degree.

11
4.1.4 Experience of the Respondents

Figure 5: Descriptive Statistics of Experience of the Respondents

The above chart shows the percentage of employees based on their experience level. In this survey,
14 respondents attended the survey, among which 35.7% had less than 1 year of experience, 50%
had 1-3 years of experience, and 14.3% had more than 3 years of experience.

4.2 Descriptive Statistics of Variables

All the response for each variables is rated from 1 to 6 from disagree very much to agree very
much scale and was calculated using 6-point Likert scale. The analysis and interpretation of the
variables are done below:

4.2.1 Pay
Table 1: Computation of Mean of Pay for Male and Female

Items Mean
Male Female
I feel I am being paid a fair amount for the work I do. 4.14 4.71
Raises are too few and far between. 3 3.43
I feel unappreciated by the organization when I think about 2.57 3.71
what they pay me.
I feel satisfied with my chances for salary increases 4.29 4.14
From the above table, it can be seen that the mean value for male and female in positively worded
items (1 & 4) are above 4 which portrays that both male and female are satisfied. Similarly, the
mean value for female in negatively worded items (2 & 3) indicates that female are ambivalent.

12
However, in terms of pay, male are seen to be dissatisfied compared to female (the mean value for
male in negatively worded item (2 & 3) is equal to or below 3 representing dissatisfaction
respectively).

4.2.2 Promotion
Table 2: Computation of Mean of Promotion for Male and Female

Items Mean
Male Female
There is really too little chance for promotion on my job. 3.14 3.57
Those who do well on the job stand a fair chance of being 4.86 4.71
promoted.
People get ahead as fast here as they do in other places. 4.43 3.57
I am satisfied with my chances for promotion 4.57 4.14
From the above table, it can be seen that the mean value for male and female in positively worded
items (2, 3, & 4) are above 4 which portrays that both male and female are satisfied. Similarly, the
mean value for male and female in negatively worded items (1) indicates that both male and female
are ambivalent. However, in terms of promotion, female are seen to be uncertain compared to male
(the mean value for female in positively worded item (3) is in between 3-4 representing
ambivalent).

4.2.3 Supervision
Table 3: Computation of Mean of Supervision for Male and Female

Items Mean
Male Female
My supervisor is quite competent in doing his/her job. 5 4.71
My supervisor is unfair to me. 3.86 2.29
My supervisor shows too little interest in the feelings of 3.14 2.71
subordinates.
I like my supervisor. 4.43 4.14
From the above table, it can be seen that the mean value for male and female in positively worded
items (1 & 4) are above 4 which portrays that both male and female are satisfied. Similarly, the
13
mean value for male in negatively worded items (2 & 3) indicates that male are ambivalent; while,
the mean value for female in negatively worded items (2 & 3) are below 3 which indicates that
female are dissatisfied. Thus, it can be concluded that in terms of supervision, female are seen to
be dissatisfied compared to male.

4.2.4 Fringe Benefits

Table 4: Computation of Mean of Fringe Benefits for Male and Female

Items Mean
Male Female
I am not satisfied with the benefits I receive. 3.14 3.57
The benefits we receive are as good as most other 4.57 4.14
organizations offer.
The benefit package we have is equitable. 4 4.29
There are benefits we do not have which we should have. 2.71 3.14
From the above table, it can be seen that the mean value for male and female in positively worded
items (2 & 3) are equal to or above 4 which portrays that both male and female are satisfied.
Similarly, the mean value for male and female in negatively worded items (1 & 4) indicates that
both male and female are ambivalent. However, in terms of fringe benefits, male are seen to be
dissatisfied compared to female (the mean value for male in negatively worded item (4) is below
3 representing dissatisfaction).

4.2.5 Contingent Reward

Table 5: Computation of Mean of Contingent Rewards for Male and Female

Items Mean
Male Female
When I do a good job, I receive the recognition for it that I 4.57 4.43
should receive.
I do not feel that the work I do is appreciated. 3 3.43
There are few rewards for those who work here. 3.14 3.14
I don't feel my efforts are rewarded the way they should be. 2.71 3.57

14
From the above table, it can be seen that the mean value for male and female in positively worded
item (1) are above 4 which portrays that male and female are satisfied. Similarly, the mean value
for male and female in negatively worded items (2, 3, & 4) indicates that both male and female are
ambivalent. However, in terms of contingent rewards, male are seen to be dissatisfied compared
to female (it can be seen that mean value for male in negatively worded item (2 & 4) is below and
equal to 3 representing dissatisfaction respectively).

4.2.6 Operation Condition

Table 6: Computation of Mean of Operating Conditions for Male and Female

Items Mean
Male Female
Many of our rules and procedures make doing a good job 3.14 3.29
difficult.
My efforts to do a good job are seldom blocked by red tape. 3.57 3.43
I have too much to do at work. 2.29 3.1
I have too much paperwork. 2.86 3.14
From the above table, it can be seen that, the mean value for male and female in the above 4-items
are in between 3-4 indicating that both male and female are ambivalent. However, in terms of
operation condition, male are seen to be dissatisfied compared to female (it can be seen that mean
value for male in negatively worded item (3 & 4) is below 3 representing dissatisfaction).

4.2.7 Coworker
Table 7: Computation of Mean of Coworker for Male and Female

Items Mean
Male Female
I like the people I work with. 5.57 4.57
I find I have to work harder at my job because of the 3.14 3.86
incompetence of people I work with.
I enjoy my coworkers. 5.14 4.71
There is too much bickering and fighting at work. 3.43 2.57

15
From the above table, it can be seen that, the mean value for male and female in positively worded
items (1 & 3) are above 4 which portrays that male and female are satisfied. Similarly, the mean
value for male and female in negatively worded items (2 & 4) indicates that both male and female
are ambivalent. However, in terms of coworker, female are seen to be dissatisfied compared to
male (it can be seen that mean value for female in negatively worded item (4) is below 3
representing dissatisfaction respectively).

4.2.8 Nature of Work

Table 8: Computation of Mean of Nature of Work for Male and Female

Items Mean
Male Female
I sometimes feel my job is meaningless. 3.86 3.71
I like doing the things I do at work. 4.86 4.71
I feel a sense of pride in doing my job. 4.57 4.00
My job is enjoyable. 4.71 4.43
From the above table, it can be seen that, the mean value for male and female in positively worded
items (2, 3, & 4) are equal to above 4 which portrays that male and female are satisfied. Similarly,
the mean value for male and female in negatively worded item (1) indicates that both male and
female are ambivalent. Thus, in terms of nature of work, both male and female are seen to be
equally satisfied.

4.2.9 Communication
Table 9: Computation of Mean of Communication for Male and Female

Items Mean
Male Female
Communications seem good within this organization. 5.14 4.57
The goals of this organization are not clear to me. 3.14 2.29
I often feel that I do not know what is going on with the 3.14 3.29
organization.
Work assignments are not fully explained. 3.57 2.57

16
From the above table, it can be seen that, the mean value for male and female in positively worded
items (1) are above 4 which portrays that male and female are satisfied. Similarly, the mean value
for male and female in negatively worded items (2, 3, & 4) indicates that both male and female are
ambivalent. However, in terms of communication, female are seen to be dissatisfied compared to
male (the mean value for female in negatively worded item (2 & 3) are below 3 representing
dissatisfaction).

4.3 Summary of Analysis and Interpretation.

Scale Satisfaction level

Pay Male are dissatisfied compared to female.

Promotion Female are uncertain compared to male.

Supervision Female are dissatisfied compared to male.

Fringe Benefits Male are dissatisfied compared to female.

Contingent Rewards Male are dissatisfied compared to female.

Operating Procedures Male are dissatisfied compared to female.

Coworkers Female are dissatisfied compared to male.

Nature of Work Both are equally satisfied.

Communication Female are dissatisfied compared to male.

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 CHAPTER V
DISCUSSION, CONCLUSION, AND RECOMMENDATION
5.1 Discussion
The main purpose of this study was to measure the overall job satisfaction level in the hospitality
industry and to differentiate the job satisfaction level between male and female. The job
satisfaction was constructed according to four Demographic factors that are Age, Gender,
Education, and Experience. This study includes 14 participants where 50% were male and 50%
were female.

In regards to pay, females are seen to be more satisfied than males in being unappreciated by
organization and raises are too few and far between (2 & 3). In the survey, the mean value is 4.17
of females and 4.14 of male felt that they are being paid a fair amount. The mean value is 4.29 of
males and 4.14 of females who are satisfied with their chances for salary increases. Similarly, the
promotion of males and females are ranked positively according to mean value in 2, 3 & 4 are
above 4 which says that both males and females are satisfied.

From the above survey, it clearly shows that in terms of supervision females are seen to be
dissatisfied compared to male. In terms of fringe benefits, females are seen to be impressed
compared to male. The females than male perceive the contingent rewards more positively so,
males are seen to be dissatisfied. According to operating procedures, males are seen to be more
dissatisfied than females. The relationships between coworkers are more enjoyed by males than
females as per the above analysis. In terms of Nature of work, both females and male are equally
satisfied and in terms of communication, females are dissatisfied compared to males.

From the above findings it can be deduced that employees in the hospitality industry are satisfied
with their jobs. It can also be perceived that gender does have a certain impact on job satisfaction
levels. The level of satisfaction varies according to many factors as stated above. In some cases,
females were seen to be more satisfied in terms of rewards such as fringe benefits and contingent
rewards and in some cases males were seen to be more satisfied in terms of relations such as
coworkers and supervision. This survey shows that the differences in gender contribute to how

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male and female measure their job satisfaction levels in any given industry according to different
analyses and interpretations.

5.2 Conclusion
Insights into managing employee job satisfaction are advanced in this survey mainly because
intervening variables present in all hospitality work environments are controlled for in our
analyses. It is clear from the study’s findings that examining gender differences on job satisfaction
while controlling relevant variables would help contextualize the study place and make findings
more useful in managing human resources. Mixed results involving the relationship between
employee gender and job satisfaction produced by past studies in part, can likely, be attributed to
the masking effects of such variables. As witnessed in our results, gender differences can be
illuminated when controlling for situational factors such as pay.

The present study is devoted to analyzing the job satisfaction level of female and male employees
in the hospitality industry. Descriptive statistics of data in relation to gender (7 male, 7 female)
revealed that both male and female participants are satisfied with their job. However, in terms of
pay, fringe benefit, contingent rewards, operation condition, male are less satisfied than females.
Similarly, in terms of promotion, supervision, coworkers, and communications females are less
satisfied compared to males. For both genders, high level satisfactions were observed with the
nature of work. It is also observed that the satisfaction level of female participants is higher than
male participants.

This study was conducted during the COVID-19 Crisis of 2021 where people are dealing with lots
of stress. Finally, we do not yet know how the hospitality industry will be re-launched after the
COVID-19 crisis of 2020–2021 or how the hospitality market will take action to face the crisis
caused by COVID-19. In this study, one of the key findings is that, how much monthly pay an
employee receives in the hospitality sector may play a significant role in understanding job
satisfaction level of employees. Fairness and equity in salary and wages are the basic tools that
can be used to maintain and increase job satisfaction levels of both male and female employees.

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5.3 Recommendations
This survey is limited to examining relations of different job satisfaction factors that have an
impact on positive behavior inside the organization. In this sense, important financial aspects have
been neglected. Although there is a possibility of an important influence of satisfaction with the
financial situation, the aim is to focus on relations and hospitality without emphasizing the
financial aspect. The hospitality industry can work on improving its organization-working
environment by different training campaigns and joint programs in order to enhance the
communication and teamwork in the organization. Not only this, timely based training can help
individual employees to grow personally and professionally- this can further help them to know
that with their better performance, the organizations can perform more efficiently and effectively.
As a result, both the employees and the organizations can be benefited equally.

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 REFERENCES
 Armstrong, M. (2006). A handbook of human resource management practice.
 Golden, T., & Veiga, J. (2008). The impact of superior-subordinate relationships on
commitment, job satisfaction, and performance of Virtual Workers.
 Goswami, I., & Dsilva, N. (2019). Impact of job satisfaction and job stress on employees’
life in Mumbai’s hospitality sector: An empirical study using SEM. Journal of Strategy
and Management.
 Nahum-Shani, I., Henderson, M., Lim, S., & Vinokur, A. (2014). Supervior Support:
Does supervisor support buffer or exacerbate the adverse effects of supervisor
undermining? . Journal of applied psychology.
 R., H. (1935). Job satisfaction.
 Redmond, P., & McGuinness, S. (2019, October). From https://ftp.iza.org/dp12703.pdf
 Sam, B. (2020, February 3). From https://www.linkedin.com/pulse/job-satisfaction-
salabh-bhardwaj
 Shiyani, V. (n.d.). Business Management Ideas. From
https://www.businessmanagementideas.com/human-resource-management-2/job-
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 Team, M. S. (2021, August 29). MBA SKOOL. From
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 Volkwein, J.F., & K., P. (2000). Comparing administrative satisfaction in public and
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 APPENDIX
Measurement of overall Job Satisfaction in Hospitality Industry

We are a group of students pursuing MBA degree at IIMS college under the affiliation of Lincoln
International College. This questionnaire is prepared for the partial fulfillment of the requirement
of our course Organization Behavior. The main purpose of this questionnaire is to measure the
overall job satisfaction in the hospitality differentiate the Job Satisfaction Level between male &
female.

Gender o Male o Female o Prefer Not to Say

Age o Less than 25 o 26-35 o Above 35
Education o Intermediate o Bachelor o More than Bachelor
Degree Degree
Experience o Less than a o 1-3years o More than 3 years
year

PLEASE CIRCLE THE ONE NUMBER FOR EACH

Disagree very

Agree slightly
QUESTION THAT COMES CLOSEST TO

moderately

moderately
Disagree

Disagree
REFLECTING YOUR OPINION ABOUT IT.

slightly

Agree
much

1 I feel I am being paid a fair amount for the work I do. 1 2 3 4 5 6

2 There is really too little chance for promotion on my job. 1 2 3 4 5 6
3 My supervisor is quite competent in doing his/her job. 1 2 3 4 5 6
4 I am not satisfied with the benefits I receive. 1 2 3 4 5 6
5 When I do a good job, I receive the recognition for it that I 1 2 3 4 5 6
should receive.
6 Many of our rules and procedures make doing a good job 1 2 3 4 5 6
difficult.
7 I like the people I work with. 1 2 3 4 5 6
8 I sometimes feel my job is meaningless. 1 2 3 4 5 6

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9 Communications seem good within this organization. 1 2 3 4 5 6
10 Raises are too few and far between. 1 2 3 4 5 6
11 Those who do well on the job stand a fair chance of being 1 2 3 4 5 6
promoted.
12 My supervisor is unfair to me. 1 2 3 4 5 6
13 The benefits we receive are as good as most other 1 2 3 4 5 6
organizations offer.
14 I do not feel that the work I do is appreciated. 1 2 3 4 5 6
15 My efforts to do a good job are seldom blocked by red tape. 1 2 3 4 5 6
16 I find I have to work harder at my job because of the 1 2 3 4 5 6
incompetence of people I work with.
17 I like doing the things I do at work. 1 2 3 4 5 6
18 The goals of this organization are not clear to me. 1 2 3 4 5 6
19 I feel unappreciated by the organization when I think about 1 2 3 4 5 6
what they pay me.
20 People get ahead as fast here as they do in other places. 1 2 3 4 5 6
21 My supervisor shows too little interest in the feelings of 1 2 3 4 5 6
subordinates.
22 The benefit package we have is equitable. 1 2 3 4 5 6
23 There are few rewards for those who work here. 1 2 3 4 5 6
24 I have too much to do at work. 1 2 3 4 5 6
25 I enjoy my coworkers. 1 2 3 4 5 6
26 I often feel that I do not know what is going on with the 1 2 3 4 5 6
organization.
27 I feel a sense of pride in doing my job. 1 2 3 4 5 6
28 I feel satisfied with my chances for salary increases. 1 2 3 4 5 6
29 There are benefits we do not have which we should have. 1 2 3 4 5 6
30 I like my supervisor. 1 2 3 4 5 6
31 I have too much paperwork. 1 2 3 4 5 6
32 I don't feel my efforts are rewarded the way they should be. 1 2 3 4 5 6

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33 I am satisfied with my chances for promotion. 1 2 3 4 5 6
34 There is too much bickering and fighting at work. 1 2 3 4 5 6
35 My job is enjoyable. 1 2 3 4 5 6
36 Work assignments are not fully explained. 1 2 3 4 5 6

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