JOB SATISFACTION OF EMPLOYEES IN HOTEL...

Chapter 6

JOB SATISFACTION OF EMPLOYEES IN HOTEL INDUSTRY IN

KERALA

The 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 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. (Price, 1994, Lucas, 1996, Haynes

and Fryer, 1999).

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.

Human Resource Management Practices in Hotel Industry in Kerala

192

6.1 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 a 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 (given in Chapter 1).

6.2 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 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

(J.Tiffin and E.J.McWrimick). 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 Kerala on the repetitiveness and monotonous in job is assessed as

under:

(a) 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 KTDC find no such


193

feeling. The star-wise analysis reveals that more than three quarters (68.1%) in the

five star do not find any feeling of repetitiveness and monotony in work but among

the KTDC 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 (Table 6.1).

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.

Table 6.1: Repetitiveness and Monotony in Job (Opinion of Employees)

Source: Primary data. Figures in parentheses are percentages to respective totals. Three star- Chi-square (df =4) =19.568; p value = .001*; Four star- Chi-square (df =4)=9.035; p value =.060**; Five star- Chi-square (df =4) =8.817; p value = .066**.

* Significant at 5% level.. ** Not significant at 5% level.

Difference in opinion of employees is also examined with the Mann-Whitney

U test (Table 6.2). The test result shows that difference in opinion among employees

in the private and KTDC hotels significant (p<.05). Employees in private sector assert

that job monotony is more (median is higher) and there is meagre chance of changing

work environment.

Table 6.2: Repetitiveness and Monotony in Job (Opinion of Employees) (Mann Whitney U test)

Source: Primary data.*Significant at 5% level.

Responses Private KTDC

TotalThreeStar

Four Star

Five Star Total Three

Star Four Star

Five Star Total

Fully Agree 102 (44.5)

10 (27.8)

4 (8.5)

116 (37.18)

26 (34.7)

5 (17.9)

4 (26.7)

35 (29.6)

151 (35.1)

Partly Agree 34 (14.8)

8 (22.2)

10 (21.3)

52 (16.67)

2 (2.7)

9 (32.1)

2 (13.3)

13 (11.0)

65 (15.1)

Neither Agree Nor Disagree

10 (4.4)

2 (5.6)

1 (2.1)

13 (4.17)

6 (8.0)

5 (17.9)

2 (13.3)

13 (11.0)

26 (6.0)

Disagree 29 (12.7)

8 (22.2)

13 (27.7)

50 (16.02)

7 (9.3)

5 (17.9)

5 (33.3)

17 (14.4)

67 (15.5)

Highly Disagree

54 (23.6)

8 (22.2)

19 (40.4)

81 (25.97)

34 (45.3)

6 (21.4)

2 (13.3)

42 (35.5)

123 (28.6)

Total 229 (100)

36 (100)

47 (100)

312 (100)

75 (100)

28 (100)

15 (100)

118 (100)

430 (100)

Type of Organisation Number Median Significance (2 tailed )Private 312 3.50 0.017*KTDC 118 2.00


194

(b) Opinion of Management

Like the general opinion of employees up to one half (44.5%) of management

employees opine that they often feel their work monotonous (Table 6.3). Managers in

private sector hotels stay in tune with the general opinion, but in the case of KTDC

hotel managers a large portion of the respondents (66.6%) either disagree or highly

disagree with the statement.

From the above analysis it can be drawn that employees in both the sectors

and management people in the private sector often feel boredom and monotony in

work situations whereas management people in KTDC hotels feel comfort with the

work related environment.

Table 6.3: Repetitiveness and Monotony in Job (Opinion of Management)

Source: Primary data. Figures in parentheses show percentages of respective total.

6.3 Long Working hours and Job Satisfaction

It would be expected that job satisfaction is negatively related to working

hours - that people with longer working hours would be less satisfied with their jobs

than those working for fewer hours (Kumar, 1995). Hotel industry is very much

dependent upon tourism industry, a round the clock business and therefore the

employees in the hotel industry are also supposed to work for long hours without

break. They are forced to work for long hours particularly during tourist seasons and

on the occasions of major parties and events. The situation is more or less same both

in the private sector and public sectors. But in public sector hotels overtime work is


Total ThreeStar

Four Star


Star Four Star

Five Star Total


4 (26.7)

2 (22.2)

11 (15.9) - - - - 11

(15.3) Partly Agree 10

(22.2)9

(60.0)2

(22.2)21

(30.4) - - - - 21 (29.2)

Neither AgreeNor Disagree

18 (40.0) - 2

(22.2)20

(28.9)1

(100) - - 1 (33.3)

21 (29.2)

Disagree 4 (8.9) - 3

(33.3)7

(10.1) - 1 (100) - 1

(33.3)8

(11.1) Highly Disagree

8 (17.8)

2 (13.3)

2 (22.2)

12 (17.4) - - 1

(100)1

(33.3)13

(18.1) Total 45

(100)15

(100)9

(100)69

(100)1

(100)1

(100)1

(100)3

(100)72

(100)


195

compensated for extra monetary reward and/or compensatory leave. But in private

sector hotels, no such benefits or emoluments are usually provided for the overtime

job. The opinions of the employees and the management people regarding the

duration of work are shown below.


On analyzing the opinion of employees regarding the duration of work, it is

clear that more than one half (61.2%) of hotel employees either fully or partly agree

that the timing of work followed in the organization is not suitable to them. This view

can be seen almost common in the private and public sector hotels i.e. 62.1 per cent of

the private sector and 56.9 per cent of KTDC employees respond in tune with the

statement. Star-wise analysis of the table reveals that majority of the employees (more

than one half) in all the star hotels in both the private sector and KTDC share a

common view regarding the timing of work (Table 6.4). The Chi-square test also

reveals that the difference in opinion between employees in three star hotels of KTDC

and the private sector is significant whereas the difference in opinion between four

star and five star hotel employees is not so significant as the p value is more than .05.

Difference in opinion of employees in the matter of timing of work is also

analyzed by using Man Whitney U test. The test result (Table 6.5) shows that both the

employees in KTDC and the private sector have similar attitudes regarding the timing

of work as the median value is same in both the sectors and the difference in opinion

of employees is not significant as the ‘p’ value is less than .05.


Unlike the opinion of employees up to one half (47.2%) of the management

people hold a neutral view regarding the timing of work (Table 6.6). Only 34.8 per

cent of the management people express discontent with the timing of work. Sector-

wise analysis also exhibits that while up to one half (47.8%) of the management

people in the private sector hold a neutral view up to three quarters (66.6%) of

management employees in KTDC hotels argue that they are not satisfied with the

timing of work.


196

Table 6.4: Long Working Hours and Job Satisfaction (Opinion of Employees)


TotalThreeStar

Four Star


Star Four Star

Five Star Total


13 (36.1)

11 (23.4)

122 (39.1)

37 (49.3)

10 (35.7)

7 (46.7)

54 (45.8)

176 (40.9)


10 (27.8)

10 (21.3)

74 (23.7)

5 (6.7)

6 (21.4)

2 (13.3)

13 (11.1)

87 (20.2)


6 (2.6) - 2

(4.3) 8

(2.5) 3

(4.0) 3

(10.7)2

(13.3)8

(6.8) 16

(3.8)

Disagree 24 (10.5)

6 (16.7)

8 (17.0)

38 (12.2)

3 (4.0)

4 (14.3) - 7

(5.9) 45

(10.5)Highly Disagree

47 (20.5)

7 (19.4)

16 (34.0)

70 (22.4)

5 (6.7)

5 (17.9)

4 (26.7)

14 (11.9)

84 (19.5)

Total 229 (100)

36 (100)

47 (100)

312 (100)

75 (100)

28 (100)

15 (100)

118 (100)

430 (100)

Source: Primary data. Figures in parentheses are percentages to respective totals. Three star- Chi-square (df =4) =14.011; p value = .007* Four star- Chi-square (df =4) =4.190;p value =.381** Five star- Chi-square (df =4) =6.688; p value = .153**.

* Significant at 5% level. ** Not significant at 5% level

Table 6.5: Long Working Hours and Job Satisfaction (Opinion of Employees) (Mann Whitney U test)

Type of Organisation Number Median Significance(2 tailed ) Private 312 2.00 .984** KTDC 118 2.00

Source: Primary data. **Not significant at 5% level.

From the above analysis it can be inferred that both employees and

management people are dissatisfied with the timing of work they have to cope with.

6.4 Unattractive Pay Package

Generally when we are talking about remuneration in the tourism and

hospitality industry, we can start with a fairly negative observation that compared to

other industries the majority of jobs and occupations within the sector are poorly

remunerated (Lucas, 2004 and Baum, 2006). The prevalence of low pay can be seen

as the key issue which continues to sustain the negative view held by many of tourism

and hospitality workers (Lindsay and Mc Queen, 2004). The total reward system in

the hotel industry includes two aspects viz., formalized aspect and non formalized

aspect. Basic pay incentives, amenities, subsidized food and lodging can be

considered the formalized aspects and tips can be considered the non formalized


197

Table 6.6: Long Working Hours and Job Satisfaction (Opinion of Management)


aspect of the total reward system. The same scenario can be observed the in the hotel

industry in Kerala also. Employees in the lower cadre are forced to work with low

Salary and very few benefits, but higher posts carry reasonable pay and amenities. But

when we consider the work load, the lower category employees are burdened with,

more hours than the middle or top level management posts. The opinion of employees

and the management regarding matching of pay package and work load/working

hours is assessed as under.


On evaluating the employees’ perception of the adequacy of pay packages, it

is understood that up to two thirds (65%) of the employees are of the opinion that the

pay package allowed by the organization does not fully match with the work

load/working hours (Table 6.7). This is a common view point both in KTDC (64.4%)

and private hotels (65.4%). Star-wise analysis also reveals the same thing among the

various star categories of hotels in private sector as well in KTDC with slight

variations. Employees in three star hotels (69.8%) and employees in five star hotels in

KTDC (66.7%) have a more favorable opinion regarding the pay package (Table 6.7).

Chi-square analysis of the data shows that the difference in opinion of employees is

not at all significant as ‘p’ value is more than .05 in all star categories.


Total ThreeStar

Four Star


Star Four Star

Five Star Total


2 (13.3)

3 (33.3)

13 (18.8) - - - - 13

(18.1)

Partly Agree 9 (20.0) - 1

(11.1)10

(14.5) - 1 (100)

1 (100)

2 (66.6)

12 (16.7)


18 (40.0)

12 (80.0)

3 (33.3)

33 (47.8)

1 (100) - - 1

(33.3)34

(47.2)

Disagree 8 (17.8) - 2

(22.2)10

(14.5) - - - - 10 (13.9)

Highly Disagree

2 (4.4)

1 (6.7) - 3

(4.3) - - - - 3 (4.2)

Total 45 (100)

15 (100)

9 (100)

69 (100)

1 (100)

1 (100)

1 (100)

3 (100)

72 (100)


198

The Mann-Whitney U test (Table 6.8) also reveals that the employees both in

KTDC hotels and the private sector hotels hold a similar viewpoint regarding the pay

package and work load, as the median value is the same for both the sectors and the

difference in opinion is not significant (p>.05).

Table 6.7: Unattractive Pay Package (Opinion of Employees)


Total ThreeStar

Four Star


Star Four Star

Five Star Total


16 (44.4)

14 (29.8)

143 (45.8)

40 (53.3)

10 (35.7)

9 (60.0)

59 (50.0)

202 (46.9)


8 (22.2)

6 (12.8)

61 (19.6)

9 (12.0)

7 (25.0)

1 (6.7)

17 (14.4)

78 (18.1)


12 (5.2)

2 (5.6)

5 (10.6)

19 6.1

8 (10.7)

6 (21.4)

3 (20.0)

17 (14.4)

36 (8.3)

Disagree 19 (8.3)

4 (11.1)

6 (12.8)

29 (9.2)

5 (6.7)

3 (10.7)

8 (6.8)

37 (8.6)

Highly Disagree

38 (16.6)

6 (16.7)

16 (34.0)

60 (19.2)

13 (17.3)

2 (7.1)

2 (13.3)

17 (14.4)

77 (17.9)

Total 229 (100)

36 (100)

47 (100)

312 (100)

75 (100)

28 (100)

15 (100)

118 (100)

430 (100)

Source: Primary data. Figures in parentheses are percentages to respective totals. Three star- Chi-square (df =4) =5.144; p value = .273** Four star- Chi-square (df =4) =4.667;p value =.323** Five star- Chi-square (df =4) =7.540; p value = .110**.

* Significant at 5% level.. ** Not significant at 5% level.

Table 6.8: Unattractive Pay Package (Opinion of Employees) (Mann- Whitney U test)

Type of Organisation Number Median Significance (2 tailed ) Private 312 2.00 .396** KTDC 118 2.00



Like the opinion of the employees, 37.5 per cent of the management people

also observe that they are not satisfied with the pay package and the existing pay

package is not in tune with the work load, whereas 36.1 per cent hold a neutral view.

This phenomenon can be seen both in KTDC and private sector hotels. Star-wise

analysis of the data exhibits that, while up to one half (44.4%) in private five star

hotels view that the exiting pay package does not match with the work load, more

than one half (60%) in four star private hotels hold a neutral view (Table 6.9).


199

From the analysis it can be drawn that both the employees and management

people have a general feeling that the existing pay package does not match with work

load. Only employees in the five star segment in the private sector are satisfied with

the pay package offered.

Table 6.9: Unattractive Pay Package (Opinion of Management)


6.5 Desire to Continue in the Present Organization

Desire to continue in an organization is an indication of organizational

commitment. Organizational commitment is defined as the "relative strength of an

individual’s identification with the involvement in a particular organization"

(Mowday, Porter and Steers, 1982). Organizational commitment is understood as the

degree of employee identification with the organization. Greater commitment is found

to be associated with enhanced job satisfaction. Employees who are highly satisfied

with their jobs demonstrate greater loyalty and commitment to the organization.

Commitment, however, is distinguishable from job satisfaction (Mowday, Porter, and

Steers, 1982). Commitment emphasizes an attachment to the employer, and is a

response to the whole organization (Igbaria, Meredith and Smith, 1994). Satisfaction,

on the other hand, is a response to specific aspects of the employee’s job or career.

Greater commitment and loyalty are primary requisites in a hotel employment

professional as it is a service industry and the quality of the service is largely

dependent upon the commitment of the employees. Employees who are committed to

the organization will stay in the organization and can deliver quality services to the


Total Three Star

Four Star


Star Four Star

Five Star Total


2 (13.3) - 12

(17.4) - - - - 12 (16.7)


3 (20.0)

4 (44.4)

14 (20.2) - 1

(100) - 1 (33.3)

15 (20.8)


13 (28.9)

9 (60.0)

3 (33.3)

25 (36.2)

1 (100) -- - 1

(33.3)26

(36.1)

Disagree 6 (13.3) - - 6

(8.7) - - 1 (100)

1 (33.3)

7 (9.7)

Highly Disagree

9 (20.0)

1 (6.7)

2 (22.2)

12 (17.4) - - - - 12

(16.7)

Total 45 (100)

15 (100)

9 (100)

69 (100)

1 (100)

1 (100)

1 (100)

3 (100)

72 (100)


200

clients. But now-a-days, in the hotel industry most of the employees stay on the job

not because they are satisfied with the organizational environment but due to personal

reasons. In the case of fresh employers they stay on the organization until they get an

experience certificate and in the case of experienced hand they will leave the

organization as soon as they get better employment. The opinion of the employees

and the management people as to why they continue in an organization is assessed as

under.


Asked whether they stick on to the present organization because of job

satisfaction, up to three fourths (73.9%) of the employees stated that they stay on the

organization not because they are satisfied with the working environment of the

organization. More than two thirds (65.8%) of the private sector and one half (58.2%)

of KTDC employees responded positively to the statement. Employees working in

three star categories in KTDC and private hotels have almost a similar positive

attitude. But more than two thirds (63.9%) of employees in private four star hotels

view that they in the organization not because they are satisfied with the present

organizational environment. 50 per cent of the employees working in four star hotels

in KTDC had an opposite view.

Table 6.10: Desire to Continue in the Present Organization (Opinion of Employees)


TotalThreeStar

Four Star


Star Four Star

Five Star Total


15 (41.7)

15 (31.9)

152 (48.7)

38 (50.7)

7 (25.0)

7 (46.7)

52 (44.1)

204 (47.4)


8 (22.2)

3 (6.4)

54 (17.3)

10 (13.3)

4 (14.3)

3 (20.0)

17 (14.1)

71 (16.5)


10 (4.4)

2 (5.6)

6 (12.8)

18 (5.8)

6 (8.0)

3 (10.7)

1 (6.7)

10 (8.5)

28 (6.5)

Disagree 19 (8.3)

3 (8.3)

6 (12.8)

28 (8.9)

10 (13.3)

10 (35.7)

1 (6.7)

21 (17.8)

49 (11.4)

Highly Disagree

35 (15.3)

8 (22.2)

17 (36.2)

60 (19.2)

11 (14.7)

4 (14.3)

3 (20.0)

17 (14.1)

77 (17.9)

Total 229 (100)

36 (100)

47 (100)

312 (100)

75 (100)

28 (100)

15 (100)

118 (100)

430 (100)

Source: Primary data. Figures in parentheses are percentages to respective totals. Three star- Chi-square (df =4) =3.967; p value = .411** Four star- Chi-square (df =4) =8.681; p value =.070** Five star- Chi-square (df =4) =4.547; p value = .337**.

* Significant at 5% level. ** Not significant at 5% level.


201

This attitude can be seen also in five star hotel employees in KTDC and in the private

sector (Table 6.10). The Chi-square test reveals that the difference in opinion between

four star sector employees in KTDC and private hotels is significant (p<.05) whereas

in the case of five star and three star hotels, such significance is not found

The Mann-Whitney U test shown below (Table 6.11) depicts that there is no

significant difference in opinion between KTDC and the private sector on the question

whether they stick to the present organization because of job satisfaction as the

median value is the same in both categories and ‘p’ value is more than .05

Table 6.11: Desire to Continue in the Present Organization (Opinion of Employees)(Mann Whitney U Test)

Type of Organisation Number Median Significance (2 tailed )Private 312 2.00 .452** KTDC 118 2.00



Like the general perception of the employees the management people also

hold a similar view regarding the reasons why they stick to the organization

(Table 6.12). 41.7 per cent opine that they continue in the organization not because of

job satisfaction and 30.6 per cent hold a neutral attitude. This approach can be seen

common both KTDC and the private sectors.

Table 6.12: Desire to Continue in the Present Organization (Opinion of Management)



Total ThreeStar

Four Star


Star Four Star

Five Star Total


1 (6.7)

1 (11.1)

17 (24.6) - - 1

(100)1

(33.3)18

(25.0)


3 (20.0)

1 (11.1)

10 (14.5)

1 (100)

1 (100) - 2

(66.6)12

(16.7) Neither AgreeNor Disagree

9 (20.0)

9 (60.0)

4 (44.4)

22 (31.9) - - - - 22

(30.6)

Disagree 12 (26.7)

1 (6.7)

1 (11.1)

14 (20.3) -- - - - 14


6 (13.3)

1 (6.7)

2 (22.2)

9 (13.0) - - - - 9

(12.5)

Total 45 (100)

15 (100)

9 (100)

69 (100)

1 (100)

1 (100)

1 (100)

3 (100)

72 (100)


202

From the above analysis it can be drawn that most of the employees stay on

the organization not because they are fully satisfied with the organization but because

they can’t find a better opportunity. In the case of the management personnel, they

confess that they are not fully satisfied with their present organizations, but refuse to

divulge why they still stick to the organization.

TESTING THE SIXTH HYPOTHESIS

On taking the opinion of 430 employees in both the KTDC and the private

hotels in Kerala it reveals that 63.9 per cent of the employees opine that they have no

strong desire to stay in the present organisation. The chi-square test conducted for

finding out the association of opinion in the three different star categories find that

there is no significant difference in opinion of employees in different star segments,

the Mann-Whitney U test conducted to find out their difference of opinion in KTDC

and private hotels found that the difference opinion is not significant at 5 per cent

level. The one sided z test conducted to test the hypothesis that the employees in the

hotel industry in Kerala do not show desire to continue in the present organisation

found that the employees have interest to stay in the present organization (p<.05).

Hence, the null hypothesis stating that not more than one half of the employees in the

hotel industry in Kerala show desire to continue in the present organisation stands

rejected.

6.6 Labour Turnover in the Initial Years

Most hotels are able to recruit talented and highly motivated employees.

However, they seem to have difficulty in retaining newcomers and arousing their

organizational commitment. In fact, the hotel industry is facing ever-rising labour

costs, which include not only the actual salary paid to new competent employees but

Test Statistic Zc

SE (P) P=.5, Q=.5, n=430

SE(P)= = =.0241 ‘p’ value obtained from the analysis of the sample response is .64

Zc= = =5.80 p=.000; Significant at 5% level.


203

also the costs of attracting and retaining them. High employee turnover affects the

quality of products and services. Because most turnovers among new employees of

the hotel industry occur during the early stages of employment and the impact on

organizational commitment is tremendous affecting the successful delivery of services

to guests. Investigation of the reasons why too many employees tend to quit their jobs

and the factors that would nurture organizational commitment continues to be of

considerable interest to researchers and hotel practitioners. The turnover tendency

among the employees in the private sector is comparatively higher than that in the

KTDC hotels. It may be due to lack of job security, low pay, attitude of co- workers

and long hours of work in the private sector. The fourth coming assessment exhibits

the opinion of employees and management people as to why too many leave the

company during the early period of employment.


On analyzing the employees’ response to the question whether there is labour

turnover in the early stages of employment it is found that more than two thirds

(68.7%) agree fully or partly that good a number professionals leave the organization

in the initial period of employment. On comparing sector-wise, private sector

employees (73.7%) agree to the statement more than the KTDC employees (56.2%).

Table 6.13: Labour Turn over in the Initial Years (Opinion of Employees)


TotalThree Star

Four Star


Star Four Star

Five Star Total


17 (47.2)

14 (29.8)

174 (55.8)

35 (46.7)

8 (28.6)

8 (53.3)

51 (43.2)

225 (52.3)


5 (13.9)

5 (10.6)

56 (17.9)

10 (13.3)

2 (7.1)

1 (6.7)

13 (11.0)

69 (16.4)


11 (4.8)

5 (13.9)

6 (12.8)

22 (7.1)

6 (8.0)

3 (10.7)

1 (6.7)

10 (8.5)

32 (7.4)

Disagree 11 (4.8)

5 (13.9)

9 (19.1)

25 (8.1)

10 (13.3)

11 (39.3)

1 (6.7)

22 (18.6)

47 (10.9)

Highly Disagree

18 (7.9)

4 (11.1)

13 (27.7)

35 (11.2)

14 (18.7)

4 (14.3)

4 (26.7)

22 (18.6)

57 (13.3)

Total 229 (100)

36 (100)

47 (100)

312 (100)

75 (100)

28 (100)

15 (100)

118 (100)

430 (100)

Source: Primary data Figures in parentheses are percentages to respective totals. Three star- Chi-square (df =4) =17.052; p value = .002* Four star- Chi-square (df =4)

=6.375;p value =.173** Five star- Chi-square (df =4) =3.439; p value = .487**. * Significant at 5% level. ** Not significant at 5% level.


204

Star-wise analysis also reveals that 82.5 per cent of the private sector employees find

it a common tendency. KTDC employees in the three star and five star categories

have a more assertive attitude towards the statement (60% in both cases) than the

employees in four star hotels (Table 6.13). The Chi-square shows that there is

significant difference in opinion among the employees in three star hotels in the

private sector and KTDC.

The Mann-Whitney U test (Table 6.14) proves that there is significant

difference in opinion among the employees in the private sector and KTDC and

labour turnover in the initial period is comparatively higher in private sector as the

median value is higher in that sector.

Table 6.14: Labour Turn over in the Initial Years (Opinion of Employees) (Mann Whitney U Test)

Source: Primary data. *Significant at 5% level.

(a) Opinion of Management

The management perception of the tendency to leave the organization during

the early period of employment (Table 6.15) is quiet interesting. More than three

fourths (75.3%) in the private sector hotels hold that there is high labour turnover

during the early period of employment but none in KTDC hotels agreed to the

observation. Star-wise analysis shows that more than 90 per cent (93.3%) in private

three star hotels and more than 40 per cent in the four and five star segments believe

that there is labour turnover in the initial period of employment.

From the analysis it can be drawn that both the employees and the

management people find that during the early stages of employment there exit a

tendency to leave the job among employees in an alarming rate. It is further note that

labour turnover rate is more severe the private sector than in KTDC hotels. Thus the

prime allegation of labour turnover still exists in the hotel industry in Kerala.

Type of Organisation Number Median Significance (2 tailed )

Private 312 2.00 .001*KTDC 118 1.00


205

Table 6.15: Labour Turn over In the Initial Years (Opinion of Management)


6.7 Occupational Stress

Work stress is now regarded by many commentators as one of the most

important issues confronting management. Work stress has the potential to affect the

performance of all levels of the staff, ranging from senior management to the young

and newly employed. All workers in their daily experiences are aware that conflict

filled situations have the potential to produce physical or psychological discomfort.

When an employee is confronted with a situation that poses a threat, such as conflict

between members of the staff or between staff and a client of the organization, the

form of physiological and emotional arousal he or she experiences is termed as stress.

Prolonged exposure to stressful situations has been found to produce serious

dysfunctional effects on the individual that can affect job performance and thus

his/her overall performance. Rectification of such a situation can provide significant

advantage to both the employee and the management. In the hotel industry, for

delivering quality service a physical and psychological comfort situation is a pre

requisite. Customer service is a tough field, and sometimes stress just can’t be

avoided. In order to provide quality service to it is essential that the employee should

be in stress free condition. The opinion of the hotel employees and management

category people regarding the feeling of stress and strain in work has been assessed as

under.


TotalThreeStar

Four Star


Star Four Star

Five Star Total


5 (33.3)

3 (33.3)

41 (59.4) - - - - 41

(56.9)


1 (6.7)

1 (11.1)

11 (15.9) - - - - 11

(15.3)Neither Agree Nor Disagree

3 (6.7)

9 (60.0)

2 (22.2)

14 (20.2) - - - - 14

(19.4)

Disagree - - 1 (11.1)

1 (1.4)

1 (100) - - 1

(33.3)2

(2.8) Highly Disagree - - 2

(22.2)2

(2.9) - 1 (100)

1 (100)

2 (66.6)

4 (5.6)

Total 45 (100)

15 (100)

9 (100)

69 (100)

1 (100)

1 (100)

1 (100)

3 (100)

72 (100)


206


On analyzing the employees perception regarding stress and strain in the work

environment, more than one half (56%) fully agrees that they feel stress and strain in

work, only less than one fourths (20.5%) have the opinion that their work situation is

comfortable. The sector-wise analysis also reveals the same pattern of opinion among

KTDC and private sector hotel employees i.e. more than two thirds in both the sectors

argue that the present work environment create tension and stress. Star-wise analysis

also shows that there is no significant difference in opinion among the various

categories. More than two thirds of employees in all the star groups of both KTDC

and the private sector opine that the present pattern of work is too heavy and it creates

tension and stress in them (Table 6.16). The Chi-square value shows that the

difference in opinion of employees among the star category is not significant as the

‘p’ value in all the cases is greater than .05.

Table 6.16: Occupational Stress (Opinion of Employees)


TotalThreeStar

Four Star


Star Four Star

Five Star Total


16 (44.4)

18 (38.3)

177 (56.7)

40 (53.3)

14 (50.0)

10 (66.7)

64 (54.2)

241 (56.0)


9 (25.0)

9 (19.1)

56 (17.9)

12 (16.0)

6 (21.4)

2 (13.3)

20 (16.9)

76 (17.6)


12 (5.2) - 5

(10.6)17

(5.4) 5

(6.7) 2

(7.1) 1

(6.7) 8

(6.8) 25

(5.8)

Disagree 14 (6.1)

5 (13.9)

2 (4.3)

21 (6.7)

8 (10.7)

5 (17.9) - 13

(11.0)34


22 (9.6)

6 (16.7)

13 (27.7)

41 (13.1)

10 (13.3)

1 (3.6)

2 (13.3)

13 (11.0)

54 (12.6)

Total 229 (100)

36 (100)

47 (100)

312 (100)

75 (100)

28 (100)

15 (100)

118 (100)

430 (100)

Source: Primary data. Figures in parentheses are percentages to respective total. Three star- Chi-square (df =4) =3.361; p value = .499** Four star- Chi-square (df =4) =5.389;p value =.250** Five star- Chi-square (df =4) =4.031; p value = .402**.


Table 6.17: Occupational Stress (Opinion of Employees) (Mann Whitney U Test)

Type of Organisation Number Median Significance (2 tailed ) Private 312 1.00 .655** KTDC 118 1.00



207

On examining the responses through the Mann- Whitney U test (Table 6.17) it

is found that there is no difference in opinion among the employees in KTDC and the

private sector as the median value is same in both cases and the difference in opinion

is hence not significant.


Like the perception of the employees, more than one half (54.1 %) of the

management people either fully or partially agree that the existing work environment

creates stress and strain in them (Table 6.18). 29.1 per cent of them hold a neutral

view. This approach can be seen as a common feature in KTDC and the private sector

management people i.e. more than one half in the private sector and all the

management people in KTDC view that the work environment create stress.

More than one thirds (68.9%) in the three star category in the private sector

also opine that there is strain and stress at work whereas 60 per cent of in the four star

category and 44.4 per cent in the five star category in the private sector hold a neutral

view.

Table 6.18: Occupational Stress (Opinion of Management)


From the above analysis it can be inferred that both the management people

and employees experience strain and stress at the work place. The stressful situation is

faced by the employees more than (73.6%) the management personnel (54.1%).


Total ThreeStar

Four Star


Star Four Star

Five Star Total


4 (26.7)

2 (22.2)

24 (34.7) - - 1

(100)1

(33.3)25

(34.7)


1 (6.7)

1 (11.1)

15 (21.7)

1 (100)

1 (100) - 2

(66.6)17


8 (17.8)

9 (60.0)

4 (44.4)

21 (30.4) - - - 21

(29.1)

Disagree 6 (13.3) - - 6

(8.7) - - - - 6 (8.3)

Highly Disagree - 1

(6.7) 2

(22.2)3

(4.3) - - - - 3 (4.2)

Total 45 (100)

15 (100)

9 (100)

69 (100)

1 (100)

1 (100)

1 (100)

3 (100)

72 (100)


208

6.8 Inadequate Grievance Redress System

Employee’s grievance arises due to dissatisfaction arising out of anything

connected with his or her employment. It may relate to any of the functions of

personnel management. It may be real or imaginary. A good manager redresses

grievances as they arise and an excellent manager anticipates and prevents them from

arising. Even if the grievance is imaginary, the management should give reasonable

opportunity to the employee to express his grievance and he should be made to realize

that his grievance is only imaginary. On the other hand, if the grievance is real, the

management should take all efforts to redress the grievance without taking it as a

prestige issue. A grievance should be considered as an opportunity for positive

action. In hotel employment employees are confronted with so many work situations

that arouse so many ill feelings and hardships in the minds of employees. Such

difficulties and problems will definitely affect the quality of service provided. In a

service industry, the quality of the product largely depends upon the mindset of the

person serving the client. Therefore the grievances expressed by the employees should

be sorted out and redressed without delay. In large hotel organizations there are well-

established procedures for handling grievances. But in small hotel units there are no

such mechanisms. The opinion of employees and the management regarding the

grievance redress procedure is assessed as under.


On analyzing employees’ opinion regarding promptness in grievance redress

system, more than half of the employees (50.9%) either disagree or strongly disagree

that the grievance redress procedure adopted in the organization is well prepared. This

attitude can be a common phenomenon both in KTDC (56.2%) and the private

(48.9%) sector hotel industry. Both three star and four star employees in KTDC and

the private sector have almost the same opinion on the issue. Whereas unto one thirds

of (62.5%) employees in the private sector agree with the statement, 46.7 per cent in

KTDC hotels hold a negative view (Table 6.19). The Chi-square test also shows the

difference in opinion between the employees in four star and between five star

categories is not significant (p>.05) whereas a slight significance can be located on

the opinion of the three star employees.


209

Table 6.19: Inadequate Grievance Redressal System (Opinion of Employees)


Total ThreeStar

Four Star


Star Four Star

Five Star Total


5 (13.9)

18 (38.3)

84 (26.9)

15 (20.0)

3 (10.7)

4 (26.7)

22 (18.6)

106 (24.6)


8 (22.2)

11 (23.4)

50 (16.0)

6 (8.0)

3 (10.7)

1 (6.7)

10 (8.4)

60 (13.9)


15 (6.6)

2 (5.6)

8 (17.0)

25 (8.0)

13 (17.3)

4 (14.3)

3 (20.0)

20 (16.9)

45 (10.5)

Disagree 60 (26.2)

10 (27.8)

6 (12.8)

76 (24.3)

19 (25.3)

15 (53.6)

4 (26.7)

38 (32.2)

114 (26.5)

Highly Disagree

62 (27.1)

11 (30.6)

4 (8.5)

77 (24.6)

22 (29.3)

3 (10.7)

3 (20.0)

28 (23.7)

105 (24.4)

Total 229 (100)

36 (100)

47 (100)

312 (100)

75 (100)

28 (100)

15 (100)

118 (100)

430 (100)

Source: Primary data. Figures in parentheses are percentages to respective totals. Three star- Chi-square (df =4) =9.672; p value = .046** Four star- Chi-square (df =4) =8.138;p value =.087** Five star- Chi-square (df =4) =4.828; p value = .305**. * Significant at 5% level. ** Not significant at 5% level.

The Mann- Whitney U test detailed in Table 6.20 also shows that employees

in the private sector hotels take more agreeable stance regarding the statement than

KTDC employees as the median value is higher in the private sector and the

difference in opinion is found no significant (p>.05).

Table 6.20: Inadequate Grievance Redressal System (Opinion of Employees) (Mann Whitney U test)




Contrary to the opinion of the employees, majority of management people

(97.2%) hold the view that the grievance redress procedure of the organization is well

prepared (Table 6.21). This view can be seen both in KTDC and the private sector

hotels i.e. more than 90 per cent opine that they follow an effective grievance

handling system. Star-wise analysis also reveals that most of the management

category employees in all star groups of both sectors hold that grievances of

employees are handled in an effective manner.


210

From the analysis it can be drawn that there is a contradiction in the opinion of

employees and management people with regard to grievance redress system. While

the employees feel that there is lack of effective redress system, management people

argue that the redress handling system works efficiently and effectively.

Table 6.21: Inadequate Grievance Redressal System (Opinion of Management)


6.9 Low Social Status of Job

The status system is an instrument of motivation. Status system should be

closely related to the abilities and aspirations of the employees. People generally

prefer a job which is socially hold high. If the society gives importance to a job

people like to perform it even though the financial compensation is low. But hotel

employment, especially the lower category jobs, fail to command a high status and

reputation in the society; it is often taken by the society as a sub-graded job as it

involves cleaning of dishes, tables, rooms etc. But people, who are aware of the entity

and type of service provided, will give due status and esteem reputation to the

employees. In the marriage market also hotel employees are not favored by many

parents due to the working time and the nature of the job. This is mainly because

many of the hotels are bar attached s and it is often criticized that hotel employees are

heavy drunkards. Women’s jobs in hotel industry are also criticized by the society

severely. Low status of hotel employment is mainly due to the low pay. The pathetic

situation in the hotel industry is that it offers only very compensation packages and


TotalThreeStar

Four Star


Star Four Star

Five Star Total


15 (100)

6 (66.7)

52 (75.3)

1 (100)

1 (100)

1 (100)

3 (100)

55 (76.4)


(11.1)15

(21.7) - - - - 15 (20.8)

Neither AgreeNor Disagree - - 2

(22.2)2

(2.9) - - - - 2 (2.8)

Disagree 8 (17.8) - - 8

(11.6) - - - - 8 (11.1)

Highly Disagree - - - - - - - - -

Total 45 (100)

15 (100)

9 (100)

69 (100)

1 (100)

1 (100)

1 (100)

3 (100)

72 (100)


211

the social status of the employment. The opinion of the employees and the

management regarding the social acceptability of the job is assesses as under.


On analyzing the employees’ views regarding the social acceptability of the

job, more than two thirds of the employees (70.6%) explicitly opine that the social

status of hotel employment is low. Up to three fourths (73.3%) in KTDC and about

two thirds (63.4%) in private hotels agree that the social status of hotel employment is

low. Star-wise analysis of the data shows that more than three fourths (83.3 %) of

three star private hotels and of four star KTDC (82.1%) hotels agree with the

statement. On analysing the opinions, it is found that a vast majority of the employees

in both the sectors have a common viewpoint regarding hotel employment (Table

6.22). The Chi-square analysis shows that the difference in opinion among the

employees in the three star category of KTDC and the private sector is significant

(p<.05) and there is less significance on the difference on view points of employees in

four star and five star hotels.

Table 6.22: Low Social Status of Job (Opinion of Employees)

Source: Primary data. Figures in parentheses are percentages to respective totals. Three star- Chi-square (df =4) =23.048; p value = .000* Four star- Chi-square (df =4) =6.982; p value =.137** Five star- Chi-square (df =4) =4.867; p value = .182**.



Total ThreeStar

Four Star


Star Four Star

Five Star Total


16 (44.4)

25 (53.2)

192 (61.5)

34 (45.3)

20 (71.4)

7 (46.7)

61 (51.6)

253 (58.8)


4 (11.1) - 37

(11.8)8

(10.7)3

(10.7)3

(20.0)14

(11.8)51

(11.8) Neither Agree Nor Disagree

12 (5.2)

5 (13.9)

2 (4.3)

19 (6.1)

16 (21.3) - - 16

(13.6)35

(8.1)

Disagree 16 (7.0)

5 (13.9)

4 (8.5)

25 (8.0)

7 (9.3)

2 (7.1) - 9

(7.6) 34


17 (7.4)

6 (16.7)

16 (34.0)

39 (12.5)

10 (13.3)

3 (10.7)

5 (33.3)

18 (15.3)

57 (13.3)

Total 229 (100)

36 (100)

47 (100)

312 (100)

75 (100)

28 (100)

15 (100)

118 (100)

430 (100)


212

Table 6.23: Low Social Status of Job (Opinion of Employees) (Mann-Whitney U Test)

Type of Organisation Number Median Significance (2 tailed )Private 312 1.00 .063**KTDC 118 1.00


On analyzing the opinion of employees about the social status of hotel

employment through the Mann-Whitney U test (Table6.23), it is revealed that there is

no difference in opinion among the employees in KTDC and the private sector as the

median value is the same and the difference opinion of employees in both the sectors

is not significant (p>.05).


On analyzing the views of the management people regarding social status

(Table 6.24), there is a large contradiction in the opinion of KTDC management

people and the private sector management people. 69.4 per cent of the private sector

management people argue that hotel employment is rated as sub-standard by the

society but two thirds of KTDC employees’ view that there is social acceptance to

hotel employment. Star-wise analysis also reveals that more than two thirds (71.2 %)

in the three star category in the private sector and more than three fourths (93.4 %) in

the four star category opine that the job in the hotel industry is not accepted as a high

reputed one.

Table 6.24: Low Social Status of Job (Opinion of Management)


TotalThreeStar

Four Star


Star Four Star

Five Star Total


1 (6.7) -

16 (23.1) - - - - 16

(22.2)


13 (86.7)

2 (22.2)

32 (46.3) - - - - 32


5 (11.1) - 3

(33.3)8

(11.6) - - - - 8 (11.1)

Disagree 8 (17.8) - -

8 (11.6)

1 (100)

1 (100) -

2 (66.6)

10 (13.9)

Highly Disagree - 1

(6.7) 4

(44.4)5

(7.2) - - 1 (100)

1 (33.3)

6 (8.3)

Total 45 (100)

15 (100)

9 (100)

69 (100)

1 (100)

1 (100)

1 (100)

3 (100)

72 (100)

Source: Primary data. The figures in parentheses show percentages of respective total.


213

From the above analysis it can be inferred that all the employees and the

management people except KTDC management employees argue that a hotel job is

considered as a sub - standard one by the society.

6.10 Attitude of Co-Workers

Another important factor which affects job satisfaction is the support from

fellow workers. Fellow workers include superiors, co-workers and subordinates. The

attitude and co-operation of superiors will affect to a great extent the quality of work

and job satisfaction of employees. Support and co-operation from colleagues is

another major determinant which affects job satisfaction. The employee experiences

job satisfaction and puts his best effort in his performance only if he gets support and

co-operation from colleagues. Support and co-operation from subordinates is very

essential for the smooth functioning of an organization. An employee can perform

well and deliver quality service only if he gets adequate co-operation and help from

his fellow workers. No person can perform all the activities of the organization. He

needs help and support from others in performing his duties. This is true in the case of

all industries. Hotel industry is not an exception to this reality. The opinion of

employees and the management as to whether manage to get the needed support and

co operation from the co workers is assessed as under.


Analysis of employees opinion regarding the attitude of co-workers reveals

that more than two thirds (69.6%) of the respondents favors the view that there exists

good co-operation among the fellow workers. Sector-wise analysis of the data shows

that upto three fourths (73.7%) in KTDC hotels and more than two thirds (68.3%) in

private hotels argue that there exists a healthy atmosphere of co-operation and mutual

help among the workers. Star-wise analysis shows that more than two thirds of

employees, except four star employees in the private sector, view that co-operation

and mutual help prevail among the employees. In the case of four star employees,

47.3 per cent of the employees agree that there is good co-operation among the

workers (Table 6.25). On analyzing the respondents’ views regarding co-operation at

the work site, it can be observed that employees working in KTDC hotels favor more

than employees of private hotels. The Chi-square value shows that the difference in


214

opinion of employees among the star groups is not significant as the ‘p’ value in all

cases is greater than .05.

The Mann-Whitney U test (Table 6.26) reveals that the employees in KTDC

hotels and private hotels have similar opinion with respect to co-operation among the

employees as the median value is the same in both cases and the difference in opinion

of the employees in the matter of co-operation among workers is not significant

(p>.05).

Table 6.25: Attitude of Co-Workers (Opinion of Employees)

Source: Primary data Figures in parentheses are percentages to respective totals. Three star- Chi-square (df =4) =1.990; p value = .738** Four star- Chi-square (df =4) =6.404;p value =.173** Five star- Chi-square (df =4) =2.659; p value = .616**. * Significant at 5% level. ** Not significant at 5% level.

Table 6.26: Attitude of Co-Workers (Opinion of Employees) (Mann Whitney U Test)


Private 312 1.00 .102** KTDC 118 1.00



Like the views of the employees, the entire management people of KTDC

fully agree that there is good co-operation among the workers and in the case of the

private sector more than three fourths (76.8%) of the employees fully agree and 23.2


TotalThreeStar

Four Star


Star Four Star

Five Star Total


11 (30.6)

33 (70.2)

171 (54.8)

46 (61.3)

16 (57.1)

12 (80.0)

74 (62.7)

245 (56.9)


6 (16.7)

3 (6.4)

42 (13.5)

10 (13.3)

2 (7.1)

1 (6.7)

13 (11.0)

55 (12.7)


14 (6.1)

7 (19.4)

1 (2.1)

22 (7.1)

6 (8.0)

3 (10.7)

1 (6.7)

10 (8.4)

32 (7.4)

Disagree 25 (10.9)

5 (13.9)

5 (10.6)

35 (11.2)

7 (9.3)

5 (17.9)

1 (6.7)

13 (11.0)

48 (11.1)

Highly Disagree

30 (13.1)

7 (19.4)

5 (10.6)

42 (13.5)

6 (8.0)

2 (7.1) - 8

(6.8)50

(11.6)

Total 229 (100)

36 (100)

47 (100)

312 (100)

75 (100)

28 (100)

15 (100)

118 (100)

430 (100)


215

per cent partially agree that there exist good co-operation and a helping attitude

among the workers (Table 6.27). Star-wise and sector-wise analyse of the opinion

reveal that majority of the employees in all the star groups and in both the sectors

agreed that there exists good co-operation among the employees.

From the analysis it can be inferred that both the employees and the

management people believe that there exist good co-operation and helping attitude

among the workers.

Table 6.27: Attitude of Co-Workers (Opinion of Management)


6.11. Absence of Education Level based Pay Scale

If discontent is like a running sore, contentment is like fragrance. A

discontented worker is like a stinking watchdog that will drive away the valuable

customers and contented one spreads his fragrance to the satisfaction of all around.

That is why in a service industry like the hotel industry where human contact is one of

the most vital products being marketed; job satisfaction of the employees or the lack

of it can seriously affect the achievement of the organizational goals. The behavior

and attitudes of the employees are more decisive in the labour-focused tourism sector

than in other business sectors. A well educated, relevantly qualified work force can

contribute a lot to the organization’s growth and development. Some of the earlier

studies have found that education increases job satisfaction. A person with a higher

level education may easily perceive and evaluates how the improper work context

connected with anthropometrics, physical, psychological factors affects his mental


Total ThreeStar

Four Star


Star Four Star

Five Star Total


15 (100)

9 (100)

53 (76.8)

1 (100)

1 (100)

1 (100)

3 (100)

56 (77.8)

Partly Agree 16 (35.6) - - 16

(23.2) - - - - 16 (22.2)

Neither Agree Nor Disagree - - - - - - - - -

Disagree - - - - - - - - - Highly Disagree - - - - - - - - -

Total 45 (100)

15 (100)

9 (100)

69 (100)

1 (100)

1 (100)

1 (100)

3 (100)

72 (100)


216

and physical health. This leads to the general conclusion that if the education level of

the staff is high, work satisfaction will also be high. Most of the jobs in the hotel

industry demand a general level of education. Employees who are well educated

expect some descent salary and perks from the industry. The opinion of the employees

and the management as to whether the pay package is related to the level of education

is assessed as under.


On analyzing the opinion of employees as to whether the pay package is based

on the level of education, more than 60 per cent obviously argue that pay package in

the industry is not commensurate with the level of education (Table 6.28). This view

is almost similar in the private sector (62.8%) and KTDC (61.9%). Star-wise analysis

also shows the same i.e., the employees have the general feeling that people who

possess less education can draw more compensation and benefits in other industries.

The Chi-square value worked out on the different star categories shows that the

difference in opinion between the star groups is not significant (p>.05).

Table 6.28: Absence of Education Level Based Pay Scale(Opinion of Employees)


TotalThreeStar

Four Star


Star Four Star

Five Star Total


15 (41.7)

17 (36.2)

162 (51.9)

37 (49.3)

12 (42.9)

6 (40.0)

55 (46.6)

217 (50.5)


6 (16.7)

3 (6.4)

34 (10.9)

11 (14.7)

5 (17.9)

2 (13.3)

18 (15.3)

52 (12.1)


49 (21.4)

8 (22.2)

12 (25.5)

69 22.1)

22 (29.3)

8 (28.6)

4 (26.7)

34 (28.8)

103 (23.9)

Disagree 17 (7.4)

1 (2.8)

7 (14.9)

25 (8.0)

1 (1.3)

3 (10.7)

2 (13.3)

6 (5.1)

31 (7.2)

Highly Disagree

8 (3.5)

6 (16.7)

8 (17.0)

22 (7.0)

4 (5.3) - 1

(6.7) 5

(4.2) 27

(6.3)

Total 229 (100)

36 (100)

47 (100)

312 (100)

75 (100)

28 (100)

15 (100)

118 (100)

430 (100)

Source: Primary data. Figures in parentheses are percentages to respective totals. Three star- Chi-square (df =4) =6.786; p value = .148** Four star- Chi-square (df =4) =6.526;p value =.163** Five star- Chi-square (df =4) =1.591; p value = .810**.



217

Table 6.29: Absence of Education Level Based Pay Scale(Opinion of Employees) (Mann Whitney U Test)



The Mann-Whitney U test (Table 6.29) reveals that the difference in the

opinion of the employees in various sectors is also not so significant. With regard to

the compensation and level of education, employees in KTDC hotels hold that that a

higher level of education can fetch a higher pay (Median value is higher in KTDC).


Like the opinion of employees, the management people also perceive that

compensation in the hotel industry is not commensurate with the level of education

(Table 6.30). The same perception is conceived by the management people both in the

private sector and KTDC i.e. majority of the management employees in both the

sectors and in all the star groups opine that there is a disparity between pay package

and the level of education.

Table 6.30: Absence of Education Level Based Pay Scale (Opinion of Management)


From the above analysis it can be drawn that the employees and the

management people have a general feeling that the pay package is not commensurate

with the level of education.


Total ThreeStar

Four Star


Star Four Star

Five Star Total


15 (100)

9 (100)

53 (76.8)

1 (100)

1 (100)

1 (100)

3 (100)

56 (77.8)


(23.2) - - - - 16 (22.2)

Neither Agree Nor Disagree - - - - - - - - -

Disagree - - - - - - - - - Highly Disagree - - - - - - - - -

Total 45 (100)

15 (100)

9 (100)

69 (100)

1 (100)

1 (100)

1 (100)

3 (100)

72 (100)


218

6.12 Periodical Assessment of Job Satisfaction

Assessment of job satisfaction measures the extent to which the staff perceives

the organizational features of their work setting as providing opportunity for personal

development and positive engagement with the organization. Such staff are likely to

be happy with their supervision, consider their job prospects good, feel part of a team

and feel able to use their abilities to the full (Edward. P and Wright, M, 1998). Staffs

with low scores on job satisfaction are unhappy with their jobs or the organization.

Periodical assessment of job satisfaction will improve the morale of the employees

and enhances their relationship with the organization. Such employees will be more

committed to the organization and their chance of leaving the job can be reduced.

Such an enquiry will create a favorable impression on the minds of the employees

regarding the organization and the work. This general phenomenon is applicable to

every industry and the hotel industry is no exception to this. The opinion of the

employees and the management people regarding the impact of assessing job

satisfaction is analysed as under.


On examining the opinion of employees as to whether there is the practice of

assessing job satisfaction periodically, significant difference in the opinion of the

employees can be found. 43.9 per cent of employees agree that the company assesses

the job satisfaction of employees periodically whereas 47.1 per cent of employees

hold just the opposite view. This pattern of opinions can be observed in private sector

also, but in KTDC hotels the situation is somewhat different. More than one half

(59.3%) of the employees in the KTDC hotels argue that there is a lack of regularity

in assessing job satisfaction. Star-wise analysis of the opinion shows that there is

contradiction in the opinion among various star groups in the private sector and

KTDC. The highest contradiction in opinion can be found in the opinion of five star

categories. More than two thirds (68.5%) of private star hotels agree that there is

periodical assessment of job satisfaction whereas more than two thirds (66.7%) in

KTDC five star hotels point out that there is a lack of regularity in the assessment of

job satisfaction (Table 6.31). The Chi-square analysis shows that the difference in the

opinion of employees belonging to three star and five star categories is significant

(p<.05) whereas the difference in the opinion of employees in the four star category is

not much significant (p>.05)


219

Table 6.31: Periodical Assessment of Job Satisfaction (Opinion of Employees)

Source: Primary data. Figures in parentheses are percentages to respective totals. Three star- Chi-square (df =4) =9.887; p value = .042* Four star- Chi-square (df =4) =2.669;p value =.615 ** Five star- Chi-square (df =4) =25.509; p value = .000*. * Significant at 5% level. ** Not significant at 5% level.

On examining the opinion of employees regarding regularity in the assessment

of job satisfaction through Mann-Whitney U test (Table 6.32), the difference in

opinion between the employees of KTDC and the private sector is also found

significant (p<.05).

Table 6.32: Periodical Assessment of Job Satisfaction (Opinion of Employees) (Mann Whitney U Test)

Type of Organisation Number Median Significance (2 tailed )Private 312 2.00 .011* KTDC 118 4.00



Unlike the opinion of the employees, more than three fourths (83.3%) of the

management people hold that there exists periodical assessment of job satisfaction

(Table 6.33). On analyzing the view points of the management people in the private

sector and KTDC, it is observed that there is almost a similarity in the opinion of the

management people in both the sectors i.e. more than two thirds in both the sectors

and in all the star groups opine that the assessment of job satisfaction of the

employees is done on regular basis.


Total ThreeStar

Four Star


Star Four Star

Five Star Total


10 (27.8)

31 (66.0)

110 (35.2)

11 (14.7)

7 (25.0))

4 (26.7)

22 (18.6)

132 (32.1)


8 (22.2)

4 (8.5)

37 (11.9)

10 (13.3)

3 (10.7)

1 (6.7)

14 (11.9)

51 (11.8)


24 (10.5)

4 (11.1)

4 (8.5)

32 (10.3)

10 (13.3)

2 (7.1) - 12

(10.2)44

(10.2)

Disagree 47 (20.5)

10 (27.8)

3 (6.4)

60 (19.2)

25 (33.3)

11 (39.3)

9 (60.0)

45 (38.1)

105 (24.4)

Highly Disagree

64 (20.5)

4 (11.1)

5 (10.6)

73 (23.4)

19 (25.3)

5 (17.9)

1 (6.7)

25 (21.2)

98 (22.7)

Total 229 (100)

36 (100)

47 (100)

312 (100)

75 (100)

28 (100)

15 (100)

118 (100)

430 (100)


220

From the analysis it can be inferred that there is a lack of regularity in

performance appraisal even though the management people claim that performance

rating is done at regular intervals. Only employees in the five star segment favour the

argument of the management.

Table 6.33: Periodical Assessment of Job Satisfaction (Opinion of Management)

Responses Private KTDC Total Three

Star Four Star


Star Four Star

Five Star Total


12 (80.0)

7 (77.8)

48 (69.5)

1 (100)

1 (100)

1 (100)

3 (100)

51 (70.8)


3 (20.0)

2 (22.2)

9 (13.0) - - - 9


4 (8.9) - - 4

(5.7) - - - - 4

(5.6)

Disagree 7 (5.6) - - 7

(10.1) - - - - 7 (9.7)

Highly Disagree

1 (.2) - - 1

(1.4) - - - - 1 (1.4)

Total 45 (100)

15 (100)

9 (100)

69 (100)

1 (100)

1 (100)

1 (100)

3 (100)

72 (100)

Source: Primary data. The figures in parentheses show percentages of respective total.

6.13 Low Opportunities of Progress in Job

Job progress/ Promotion refers to the advancement of an employee to a higher

post carrying greater responsibilities, higher status and better salary

(Hoppock,R.1974). It is the upward movement of an employee in the organization’s

hierarchy, to another job commanding greater authority, higher status and better

working conditions. Promotions can be made on the basis of seniority or merit or a

combination of both. Being a public sector undertaking, KTDC follows a sound

promotion policy which is based on a combination of both seniority and merit. Thus

the employees in KTDC have the opportunity to be promoted which turns into

improvement in job satisfaction and motivation by providing greater income, status

and responsibilities. But in the private sector there is no such transparency in the

matter of progress/promotion. In this sector sometimes the deserved candidates are

not placed in a higher post and the promotions may be done on the basis of personal

considerations. This has created ill feeling and dissatisfaction in the minds of the


221

employees. The opinion of employees and the management regarding promotion/

progress opportunities available is assessed as under.


On examining the opinion of employees in the matter of chances of growth in

career, more than one half (53.6%) has opined that they do not see many opportunities

of progress in their jobs. Sector-wise analysis shows that while more than one half

(58.9%) of them in the private sector view that the opportunities of progress is low but

more than one half (56.7%) of KTDC argue that there are ample good opportunities of

progress in the current job. Star-wise analysis shows that employees in three star and

four star hotels of KTDC and the private sector hold almost opposite views regarding

the opportunities of progress in job i.e. while more than one half (68.6%) in private

three star hotels and 47.3 per cent in four star private hotels argue that there is limited

progress in the current job but more than one half in three and four star segments of

Table 6.34: Low Opportunities of Progress in Job (Opinion of Employees)


TotalThreeStar

Four Star


Star Four Star

Five Star Total


11 (30.6)

10 (21.3)

154 (49.3)

19 (25.3)

6 (21.4)

8 (53.3)

33 (27.9)

187 (43.4)


6 (16.7) - 30

(9.6) 10

(13.3)3

(10.7)1

(6.7) 14

(11.8)44


9 (.3.9)

3 (8.3)

3 (6.4)

12 (3.8)

4 (5.3) - - 4

(3.4) 16

(3.7)

Disagree 30 (13.1)

7 (19.4)

10 (21.3)

47 (15.1)

11 (14.7)

8 (28.6)

2 (13.3)

21 (17.8)

68 (15.8)

Highly Disagree

33 (14.4)

9 (25.0)

24 (51.1)

66 (21.2)

31 (41.3)

11 (39.3)

4 (26.7)

46 (38.9)

112 (26.0)

Total 229 (100)

36 (100)

47 (100)

312 (100)

75 (100)

28 (100)

15 (100)

118 (100)

430 (100)

Source: Primary data. Figures in parentheses are percentages to respective totals. Three star- Chi-square (df =4) =15.212; p value = .004* Four star- Chi-square (df =4) =10.636; p value =.031* Five star- Chi-square (df =4) =3.329; p value = .541**. * Significant at 5% level. ** Not significant at 5% level.

KTDC argue that there are abundant opportunities of progress. But employees in the

five star category of both the sectors hold almost similar views regarding career

progress i.e. more than two thirds in the private five star category perceive that there

exists high growth potentiality in the current job but more than one half in the five star


222

segment of KTDC argue that there are only limited chances of growth (Table

6.34).The Chi-square test shows that the difference in the opinion of employees in

three star and four star sectors of KTDC and the private sector is significant and in the

five star category it is not so significant.

Table 6.35: Low Opportunities of Progress in Job (Opinion of Employees) (Mann Whitney U Test)


While analysing the employees’ view through the Mann- Whitney U test

(Table 6.35), it is revealed that the difference in the opinion between the private sector

and KTDC employees is significant (p<.05).


Unlike the opinion of the employees with regard to the opportunities of

progress in the job, upto thirty per cent (29.2%) of employees take a neutral attitude

Table 6.36: Low Opportunities of Progress in Job (Opinion of Management)


Total ThreeStar

Four Star


Star Four Star

Five Star Total

Fully Agree 2 (4.4)

1 (6.7)

3 (33.3)

6 (8.7) - - - - 6

(8.3)


3 (20.0) - 11

(15.9) - 1 (100) -

1 (33.3)

12 (16.7)


9 (20.0)

9 (60.0)

2 (22.2)

20 (28.9)

1 (100) - - 1

(33.3)21

(29.2)

Disagree 18 (40.0) - 1

(11.1)19

(27.5) - - - - 19 (26.4)

Highly Disagree

8 (17.8)

2 (13.3)

3 (33.3)

13 (18.8) - - 1

(100)1

(33.3)14

(19.4)

Total 45 (100)

15 (100)

9 (100)

69 (100)

1 (100)

1 (100)

1 (100)

3 (100)

72 (100)


(Table 6.36). On analyzing the responses it is clear that 45.8 per cent of the

management people hold that there are good opportunities of progress in the current

job.



223

From the analysis it can be inferred that the feeling that there are very few

opportunities of progress in job is prevailing in the minds of both the employees and

the management people.

6.14 Lack of Job Security

Employees need to have a sense of job security. They never relish unfair and

arbitrary decisions about their employment from the employer. The working

conditions should be safe and there should be no fear of the loss of their jobs. These

pre-conditions will guarantee utmost development of skills and ideas among the

employees. Job security enriches the employees’ commitment to work and thereby his

service mentality in work (Varoon.V.N, 1978). This is an essential pre requisite of job

satisfaction in every organization. In service organizations absence of job security

adversely affects the quality of service which in turn affect the client’s satisfaction

and retention of precious customers. Hotel industry which is highly dependent upon

tourist flow can’t guarantee job security to the entire workforce. If there are adverse

situations, the employer is forced to burn out a portion of the workforce. There are a

few incidents of some employees being left out in order to protect the interests of

favored employees. The views of employees and the management regarding job

security in the organization are assessed as under.


On examining the employees’ perception whether there is job security in the

industry, more than one half (50.8%) insist that in the hotel industry there is a lack of

job security. There is contradiction in the views of employees in KTDC and the

private sector regarding job security in the industry. While more than one half

(56.7%) in KTDC hotels opine that there is job security, more than one half (55.1%)

of the private sector argue that there is lack of it. Star-wise analysis also shows that

more than one half in all the star categories of KTDC hotels have a feeling that there

is job security in the industry. But majority of employees in the three star and four star

categories in the private sector feel that there is an absence of adequate job security in

the industry whereas more than two thirds (72.4%) in the five star category argue that

there is sufficient job security (Table 6.37). The Chi-square result shows that the

difference in the opinion of three and five star employees of KTDC and the private


224

sector is significant and no such significance can be found in the case of four star

category.

Table 6.37: Lack of Job Security (Opinion of Employees)

Source: Primary data. Figures in parentheses are percentages to respective totals. Three star- Chi-square (df =4) =14.195; p value = .007* Four star- Chi-square (df =4) =4.812;p value =.307** Five star- Chi-square (df =4) =9.985; p value = .041*.


On analyzing the employees’ opinion on the basis of sectors through Mann-

Whitney U test ( Table 6.38) it is revealed that employees in the private sector feel

that there is an absence of job security as the median value is high and the difference

in the opinion of employees is significant (p<.05).

Table 6.38: Lack of Job Security (Opinion of Employees)(Mann Whitney U Test)

Source: Primary data. * Significant at 5% level.

(a) Opinion of Management

Unlike the opinion of the employees regarding job security, more than one

half of the management cadre employees hold that there is job security and surety in

the organization (Table 6.39). All the management people in all the star categories of

KTDC unanimously contend that there is job security in the industry whereas only

upto one half (49.2%) of employees in the private sector hold a similar view.


Total ThreeStar

Four Star


Star Four Star

Five Star Total


11 (30.6)

10 (21.3)

123 (39.4)

19 (25.3)

6 (21.4)

8 (53.3)

33 (27.9)

156 (36.2)


6 (16.7) - 49

(15.7)10

(13.3)3

(10.7)1

(6.7) 14

(11.9)63


21 (9.2)

3 (8.3)

3 (6.4)

27 (8.7)

4 (5.3) - - 4

(3.4) 31

(7.2)

Disagree 45 (19.6)

7 (19.4)

10 (21.3)

62 (19.8)

11 (14.7)

8 (28.6)

2 (13.3)

21 (17.8)

83 (19.3)

Highly Disagree

18 (7.9)

9 (25.0)

24 (51.1)

51 (16.3)

31 (41.3)

11 (39.3)

4 (26.7)

46 (38.9)

97 (22.5)

Total 229 (100)

36 (100)

47 (100)

312 (100)

75 (100)

28 (100)

15 (100)

118 (100)

430 (100)

Type of Organisation Number Median Significance (2 tailed )Private 312 4.00 .011* KTDC 118 2.00


225

From the analysis it can be inferred that in the lower positions there is absence

of job security whereas in the upper stages of employment, employees feel security in

job.

Table 6.39: Lack of Job Security (Opinion of Management)


TotalThreeStar

Four Star


Star Four Star

Five Star Total

Fully Agree - - - - - - - -

Partly Agree 17 (37.8) - - 17

(24.6) - - - - 17 (23.6)


1 (2.2)

14 (93.3)

15 (21.7) - - - - 15

(20.8)

Disagree 2 (4.4)

1 (6.7)

1 (11.1)

4 (5.8) - - - - 4


25 (55.6) - 8

(88.9)33

(43.4)1

(100) 1

(100) 1

(100) 3

(100)36

(50.0)

Total 45 (100)

15 (100)

9 (100)

69 (100)

1 (100)

1 (100)

1 (100)

3 (100)

72 (100)


6.15 Lack of Recognition of Work Done

Recognition is essentially positive feedback that lets employees to know they

are valued and appreciated by their co-workers and the organization. To have the

greatest impact in the workplace, recognition activities should reinforce and

encourage work that advances employee, departmental and/or institutional goals and

values. Every individual will have different recognition preferences, but there are

commonalities among the group (Carvell F.J, 1970). Absence of proper recognition

will lead to dissatisfaction at work. A large number of studies suggest that the number

one reason why people leave organizations is because they don't feel appreciated. An

American psychologist Abraham Maslow states in A Theory of Motivation, people

thrive on recognition as a form of self-value when they feel that their contributions

make a difference (Keith Davis, 1972). Proper recognition is a great strategy for

encouraging team involvement, boosting morale, engagement and improving

employee retention. Day-to-day recognition focuses on the frequent expressions of

recognition that are sincere, given immediately and delivered in a personal manner. In

most of the four and five star hotels, there are proper facilities for the appreciation of

the work done by selecting ‘the best employee of the month/year. Such a practice of

appreciation will stimulate the morale of the employees and they will stay with the


226

organization and thrive actively for achieving the objectives. The employees’ and the

management’s views regarding the recognition/ appreciation system prevailing in the

organization are represented in the following section.


While enquiring the opinion of the employees as to whether proper

recognition is extended to them, more than one half (58.8%) in the hotel industry

argued that there is no proper recognition of work. Sector-wise analysis also exhibits

that there is absence of a proper appreciation system in KTDC as well as private

hotels, i.e. more than one half in both KTDC and the private sector hotels view that

there is lack of proper recognition in the organizations. Star-wise analysis shows that

more than one half (59.6%) of the private sector and five star hotel employees feel

that there is proper job recognition whereas one half (54.2%) of employees in KTDC

five star hotels argue that proper appreciation of work done is lacking. Employees

working in three star hotels of KTDC and in the private sector have almost a similar

view regarding recognition of job (Table 6.40). The Chi-square test shows that the

difference in the opinion of employees in three star hotels of KTDC and those in the

private sector is significant; no such significance is noted in the difference in opinion

of employees in the four star or five star categories.

Table 6.40: Lack of Recognition of Work Done (Opinion of Employees)

Source: Primary data. Figures in parentheses are percentages to respective totals. Three star- Chi-square (df =4) =9.560; p value = .049* Four star- Chi-square (df =4) =1.790;p value =.774** Five star- Chi-square (df =4) =8.414; p value = .078**. * Significant at 5% level. ** Not significant at 5% level.


TotalThreeStar

Four Star


Star Four Star

Five Star Total


16 (44.4)

13 (27.7)

153 (49.0)

26 (34.7)

10 (35.7)

8 (53.3)

44 (37.3)

197 (45.8)


3 (8.3)

1 (2.1)

36 (11.5)

16 (21.3)

2 (7.1)

2 (13.3)

20 (16.9)

56 (13.0)


19 (8.3)

4 (11.1)

5 (10.6)

28 (8.9)

6 (8.0)

5 (17.9) - 11

(9.3) 39

(9.1)

Disagree 16 (7.0)

7 (19.4)

8 (17.0)

31 (9.9)

8 (10.7)

8 (28.6)

2 (13.3)

18 (15.2)

49 (11.3)

Highly Disagree

38 (16.6)

6 (16.7)

20 (42.6)

64 (20.5)

19 (25.3)

3 (10.7)

3 (20.0)

25 (21.1)

89 (20.6)

Total 229 (100)

36 (100)

47 (100)

312 (100)

75 (100)

28 (100)

15 (100)

118 (100)

430 (100)


227

On analyzing the opinion of employees sector-wise through Mann-Whitney U

test (Table 6.41), it is revealed that employees in both KTDC and private hotels have

the same feeling as regards the recognition of work done as the median value is the

same in both the cases and the difference in the opinion of employees is not

statistically much significant (p>.05).

Table 6.41: Lack of Recognition of Work Done (Opinion of Employees) (Mann Whitney U Test)

Type of Organisation Number Median Significance (2 tailed )Private 312 2.00

.098** KTDC 118 2.00



Unlike the opinion of the employees on the lack of recognition of work done,

more than two thirds (68.1%) of the management people hold that there is proper

recognition and appreciation of work in the industry (Table 6.42). Management

people in KTDC and the private sector hold an almost opposite view regarding the

appreciation of work. More than two thirds (71%) of the private sector management

people hold that there an active appreciation system in the industry whereas most of

the employees in KTDC hotels hold a neutral view regarding the proper appreciation

system prevailing in the industry.

Table 6.42: Lack of Recognition of Work Done (Opinion of Management)



Total ThreeStar

Four Star


Star Four Star

Five Star Total


1 (6.7)

2 (22.2)

16 (23.2) - - - - 16

(22.2)

Partly Agree - - - - 1 (100) - - 1

(33.3)1


4 (8.9) - - 4

(5.8) - 1 (100)

1 (100)

2 (66.7)

6 (8.3)

Disagree - 3 (20.0)

1 (11.1)

4 (5.8) - - - - 4


28 (62.2)

11 (73.3)

6 (66.7)

45 (65.2) - - - - 45

(62.5)

Total 45 (100)

15 (100)

9 (100)

69 (100)

1 (100)

1 (100)

1 (100)

3 (100)

72 (100)


228

From the analysis it can be inferred that employees have the general feeling

that their efforts are not properly recognized in the organization whereas the

management people hold that proper recognition and appreciation of work done are

done in due time. Among employees only those in the five star segment in the private

sector alone are satisfied with the job recognition system functioning in the

organization

6.16 Good Co-operation from the Guest

As we say the king is naked under his royal robes, the hotel employee is naked

(human) under his livery (professional uniform). Customers of a luxury hotel often

tend to ignore the human significance of the employees and demand impeccable

service to be his due his money’s worth. This often leads to unfriendly exchange (a

disdainful body language is enough from an employee to provoke the customers)

between guests and employees. It creates ill feeling and frustration in the minds of the

employees’. Such harassing work environment creates mental stress and it will

adversely affect the quality of service and increase the burn out rate. Demanding

services at late hours, using harsh words etc are common in hotel customer-employee

relationship. Most of the employees manage to cope with the situation but few might

lose their patience and composure. Some genuine complaints are sometimes raised by

the customers but most of the deficiencies pointed out by the them may not genuine or

the fault of the employees. Humiliating treatment of the employees by the guests

creates a dislike of job in the minds of the employees. The opinion of employees and

the management regarding attitude / co-operation of guests is assessed as under.


On analyzing employees opinion regarding the co-operation of guests it is

found that more than one half (56.5%) complain that they do not get enough co-

operation from the guests in work-related matters. Sectoral analysis also reveals that

more than one half in both the sectors come across harsh treatment from guests. Star-

wise analysis also shows that more than one half in all the star groups, except in the

five star category of the private sector and four star categories in KTDC, find the

approach of the guests unfair (Table 6.43). The Chi-square result shows that the

difference in the opinion of employees, except in the four star category, is statistically

not significant as the ‘p’ value in all the cases is more than .05.


229

Table 6.43: Good Co-operation from the Guest (Opinion of Employees)

Source: Primary data. Figures in parentheses are percentages to respective totals. Three star: Chi-square=4.942 (df=4) and p value =.293**; Four star: Chi square =11.263(df=4) and p value =.024*; Five star: Chi-square=1.828 (df=4) and p value =.769**.


The Mann Whitney U test (Table 6.44) also shows that the employees in

KTDC hotels and private hotels have the same view on the co-operation extended by

the guests (median value in both case is same) and the difference in opinion while

analyzing sector-wise is not found significant (p>.05).

Table 6.44: Good Co-operation from the Guest (Opinion of Employees)(Mann-Whitney U Test)



On analyzing the views of the management regarding the co-operation of

guests, there is some contradiction with the views expresses by the employees. More

than one half (60%) of the management people clearly state that they get enough co-

operation and decent treatment from the guests (Table 6.45). But more than one half

(66.6%) in KTDC hotels hold a neutral attitude towards the attitude of the guests but

more than one half (59.2%) in private hotels assess that they get enough co-operation

from the clients.


Total ThreeStar

Four Star


Star Four Star

Five Star Total


19 (52.8)

15 (31.9)

144 (46.2)

36 (48.0)

10 (35.7)

5 (33.3)

51 (43.2)

195 (45.3)


6 (16.7)

4 (8.5)

31 (9.9)

13 (17.3)

1 (3.6)

3 (20.0)

17 (14.4)

48 (11.2)


25 (10.9)

1 (2.8)

5 (10.6)

31 (9.9)

5 (6.7)

2 (7.1)

1 (6.7)

8 (6.7)

39 (9.1)

Disagree 18 (7.9)

7 (19.4)

6 (12.8)

31 (9.9)

4 (5.3)

4 (14.3)

2 (13.3)

10 (8.4)

41 (9.5)

Highly Disagree

55 (24.0)

3 (8.3)

17 (36.2)

75 (24.0)

17 (22.7)

11 (39.3)

4 (26.7)

32 (27.1)

107 (24.9)

Total 229 (100)

36 (100)

47 (100)

312 (100)

75 (100)

28 (100)

15 (100)

118 (100)

430 (100)

Type of Organisation Number Median Significance (2 tailed ) Private 312 2.00 .646 KTDC 118 2.00


230

From the analysis it can be concluded that employees working at the consumer

front and who are assigned the job of handling customers often face problems due to

the misbehavior of guests, but the management people opine that though these

complaints are common guests and employees always maintain a good relationship.

Table 6.45: Good Co-operation from the Guest (Opinion of Management)


6.17 Inability to Maintain Balance between Work Life and Family Life

A person’s work should not overbalance his family life. The demands of the

work like late hours, frequent changes in shift, absence of leisure time and heavy

workload are both psychologically and socially embittering to the employee and his

family. Absence of leisure time and overwork affect the family life of employees.

Such phenomena occurring on a regular basis necessarily depress the QWL. Leisure

time increases the efficiency of the employees. It reduces mental fatigue; heavy work

load reduces the leisure time. Hours of work can be arranged in such a manner that it

provides adequate leisure. As the hotel industry is operated round the clock,

employees are forced to be on duty throughout the day. It often stands as a barricade

to the employees’ enjoyment of his precious family life. In addition important festival

occasions such as Onam, Christmas, and New Year are busy seasons in the hotel

industry. It forces the employees to stay on duty and to absent himself from the

celebrations. Such hindrances to be removed in family life adversely affect the

employee’s performance and in turn the quality of his service. These types of

grievances and complaints can be seen both in KTDC and private hotels. The opinion


Total ThreeStar

Four Star


Star Four Star

Five Star Total


1 (6.7)

2 (22.2)

14 (20.3) - 1

(100) - 1 (33.3)

15 (20.8)

Partly Agree 4 (8.9) - - 4

(5.8) - - - - 4


3 (6.7)

9 (60.0)

3 (33.3)

15 (21.7)

1 (100)

1 (100)

2 (66.6)

17 (23.6)

Disagree 11 (24.4) - 1

(11.1)12

(17.4) - - - - 12 (16..7)

Highly Disagree

16 (35.6)

5 (33.3)

3 (33.3)

24 (34.8) - - - - 24

(33.3)Total 45

(100)15

(100)9

(100)69

(100)1

(100)1

(100)1

(100)3

(100)72

(100)


231

of employees and the management whether they can adjust work life with family life

is assessed as under.


On examining the employees opinion as to whether they are able to adjust the

work life and family life, more than two thirds (69%) of the employees either

complain that they are not able to maintain a proper balance between work life and

family life. The sector-wise analysis also reveals the same attitude, i.e., 70.8 percent

in private hotels and 64.4 per cent in KTDC hotels agree that the inappropriate work

life often hinder them from having a good family life. The star-wise analysis also

shows that more than one half in the entire star groups of both KTDC and the private

find that their work life is not suitable for to enjoying family life (Table 6.46). The

Chi-square value shows that the difference in the opinion of employees in four star

hotels is significant (p<.05) and there is no statistical significance in the difference of

opinion of employees in the three star and five star categories (p>.05).

Table 6.46: Inability to Maintain Balance between Work Life and Family Life (Opinion of Employees)

Source: Primary data. Figures in parentheses are percentages to respective totals. Three star: Chi-square=3.837(df=4) and p value =.429*; Four star: Chi-square=9.244(df=4) and p value =..50**; Five star: Chi-square=18.925 (df=4) and p value =.179**.


The Mann-Whitney U test (Table 6.47) also shows that employees in the

private sector find it more difficult to adjust their work life with family life as the


TotalThreeStar

Four Star


Star Four Star

Five Star Total


15 (41.7)

21 (44.7)

158 (50.6)

36 (48.0)

12 (42.9)

4 (26.7)

52 (44.1)

210 (48.8)


11 (30.6)

6 (12.8)

63 (20.2)

15 (20.0)

4 (14.3)

5 (33.3)

24 (20.3)

87 (20.2)


17 (7.4)

3 (8.3)

4 (8.5)

24 (7.7)

5 (6.7)

3 (10.7)

3 (20.0)

11 (9.3)

35 (8.1)

Disagree 15 (6.6)

6 (16.7)

2 (4.3)

23 (7.3)

3 (4.0)

2 (7.1)

1 (6.7)

6 (5.1)

29 (6.7)

Highly Disagree

29 (12.7)

1 (2.8)

14 (29.8)

44 (14.1)

16 (21.3)

7 (25.0)

2 (13.3)

25 (21.2)

69 (16.0)

Total 229 (100)

36 (100)

47 (100)

312 (100)

75 (100)

28 (100)

15 (100)

118 (100)

430 (100)


232

median value is higher in the private sector and the difference in opinion between the

private sector and KTDC is statistically not so significant (p>.05)

Table 6.47: Inability to Maintain Balance between Work Life and Family Life (Opinion of Employees) (Mann-Whitney U Test)



On analyzing the management’s response to the question whether they are

able to maintain a balance between work life and family life, unlike the opinion of the

employees more than one thirds (68.1%) of the management people hold a neutral

(Table 6.48). While more than two thirds (66.6%) in KTDC claim that they are able to

maintain balance a between work life and family life, more than two thirds (69.6%) in

private sector hold a neutral attitude.

Table 6.48: Inability to Maintain Balance between Work Life and Family Life (Opinion of Management)


From the above analysis it can be inferred that work stress is more in the lower

strata and the employees in the lower section are confronted with the dilemma of

adjusting work life and family life.


Private 312 2.00 .136** KTDC 118 1.00


Total ThreeStar

Four Star


Star Four Star

Five Star Total

Fully Agree 3 (6.7) - 2

(22.2)5

(7.2) - - - - 5 (6.9)


(11.1)9

(13.0) - - - - 9 (12.5)


31 (68.1)

14 (93.3)

3 (33.3)

48 (69.6) - - 1

(100)1

(33.3)49

(68.1)

Disagree 3 (6.7)

1 (6.7)

1 (11.1)

5 (7.2)

1 (100)

1 (100) - 2

(66.6)7

(9.7) Highly Disagree - - 2

(22.2)2

(2.9) - - - - 2 (2.8)

Total 45 (100)

15 (100)

9 (100)

69 (100)

1 (100)

1 (100)

1 (100)

3 (100)

72 (100)


233

6.18 Clarity in Career Path

A well-functioning career planning system may also encourage employees to

take more responsibility for their own development, including the development of the

skills viewed as critical in the company (Doyle, 1997). A well-planned career

development system, along with internal advancement opportunities based on merit,

results in high motivation among employees, which has an impact on firm

performance (Osterman, 1987). The presence of career development system and

clarity of career path are positively related to job satisfaction. In the hotel industry, the

advanced posts and positions are equipped with high salary and social acceptance.

The available career development opportunities within the firm should be bring to the

notice of employees in due time. Therefore if the employees are familiar with their

career growth opportunities, they will definitely stick on to the present organization

which will in turn reduce absenteeism and labour turnover rate. The clarity in career

path is more in KTDC hotels as there are well defined standard norms for promotion

and advancement. But in private entities there are instances for filling the top jobs

with external sources. The opinion of employees and the management regarding the

clarity in career path is assessed as under.


On analyzing the opinion of employees it is well understood that one half

(50%) are not satisfied with the clarity in career path and 9.3 per cent hold a neutral

view. In clarity of career path the private sector and KTDC possess contradicting

views. More than two thirds (65.3%) in the KTDC hotels are satisfied with the clarity

in career path in the organization whereas more than one half (58.1%) in the private

sector view that there is ambiguity in career path. Star-wise analysis of the sector also

shows the same result i.e. more than two thirds of KTDC employees either fully or

partially agree that there is clarity in career path whereas majority of the private sector

employees argue that there is vagueness in career path (Table 6.49). The Chi-square

value also shows that the difference in the opinion of employees in three star and five

star hotels is significant (p<.05).


234

Table 6.49: Clarity in Career Path (Opinion of Employees)

Source: Primary data. Figures in parentheses are percentages to respective totals. Three star:Chi-square=22.969 (df=4) and p value =.000*;Fourstar:Chi-square=1.641(df=4) and p value =.801**; Five star: Chi-square=18.610 (df=4) and p value =.001*.


On analyzing the employees opinion about clarity in career path in the

organization sector-wise through Mann Whitney U test (Table 6.50) it seen that the

difference in opinion between the private sector and KTDC employees is

significant ( p<.05).

Table 6.50: Clarity in Career Path (Opinion of Employees)(Mann-Whitney U Test)

Source: Primary data. *Significant at 5% level.


Unlike the opinion of employees more than three fourths (95.8%) of the

management people hold the view that there is clarity in career path. Sector-wise

analysis reveals that more than one fourths in both the sectors also opines that there is

ambiguity and vagueness in career growth in the organization. Star-wise analysis also

reveals that more than three fourths in all the star groups view that the path of career

development is clear in the organization (Table 6.51).


Total ThreeStar

Four Star

Five Star

Total ThreeStar

Four Star

Five Star

Total


5 (13.9)

1 (2.1)

47 (15.1)

39 (52.0)

11 (39.3)

6 (40.0)

56 (47.5)

103 (23.9)


3 (8.3) - 51

(16.3)9

(12.0)10

(35.7)2

(13.3)21

(17.8)72

(16.7) Neither agreeNor Disagree

28 (12.2)

3 (8.3)

1 (2.1)

32 (10.3)

5 (6.7)

1 (3.6)

2 (13.3)

8 (6.8)

40 (9.3)

Disagree 61 (26.6)

15 (41.7)

33 (70.2)

109 (34.9)

17 (22.7)

5 (17.9)

1 (6.7)

23 (19.5)

132 (30.7)

Highly Disagree

51 (22.3)

10 (27.8)

12 (25.5)

73 (23.4)

5 (6.7)

1 (3.6)

4 (26.7)

10 (8.5)

83 (19.3)

Total 229 (100)

36 (100)

47 (100)

312 (100)

75 (100)

28 (100)

15 (100)

118 (100)

430 (100)

Type of Organisation Number Median Significance (2 tailed ) Private 312 2.00 .031* KTDC 118 2.00


235

Table 6.51: Clarity in Career Path (Opinion of Management)


From the analysis it can be inferred that although the employees in the private

sector view that there is some ambiguity in career path in the organization, most of the

employees in KTDC and all the management cadre employees in both the sectors

view that career path within the organization is clear and there is no vagueness in

career growth and development potential.

6.19 Organizational Support for Career Growth (OSCD)

Organizations must provide career development programs to employees in

order to make them fully competitive. Realization of career management by

employees will create an important contribution to the creation of organizational

competitive advantage. Career growth and prosperity of the employees are not

possible without proper support from the top level. An organization has to support the

employees in career growth (OSCD) by providing necessary training, revitalizing the

knowledge and extending overall moral support. Such pleasant handling of employees

will stimulate their morale and enhance the overall job satisfaction. But the fact is that

only some of the employers are interested in the development and growth of the

employees. Career management provides a great opportunity to an organization to

arrive at a congruence of aspirations and interests of high performing individuals with

current and future business needs. By providing proper direction and development,

career progression of these individuals can be planned within the organization. This

helps the individual achieve a sense of personal fulfillment. Moreover, the future

requirements of critical positions in the organization are taken care of. In a nutshell,


Total ThreeStar

Four Star


Star Four Star

Five Star Total


14 (93.3)

9 (100)

57 (82.3)

1 (100)

1 (100)

1 (100)

3 (100)

60 (83.3)

Partly Agree 9 (20.0) - - 9

(13.0) - - - - 9 (12.5)


1 (2.2 - - 1

(1.4) - - - - 1 (1.4)

Disagree - - - - - - - - - Highly Disagree

1 (2.2)

1 (6.7) -

2 (2.8) - - - - 2

(2.8) Total 45

(100)15

(100)9

(100)69

(100)1

(100)1

(100)1

(100)3

(100)72

(100)


236

career planning of an organization starts with managing and directing the career

expectation of the employees realistically. Considering individual goals, performance

and potential, HR must chart out the career path of the employees in such a way that

these efforts of career planning and development culminate in the succession planning

at highest levels in the organization. Such a level of planning will create a sense of

loyalty and attachment to the organization. In such cases the problem of turnover is

minimum and the productivity of labour is maximum. The opinion of employees and

the management regarding the support extended by the organization in career

development programme is assessed as under.


On assessing the employees’ opinion regarding the support extended by the

top management for career growth, more than one half (55.1%) agree that they get

enough support for career development from the organization. Sector-wise analysis

also shows the same result i.e., more than one half in the private and KTDC hotels

view that the organizational support for career development (OSCD) is satisfactory.

But star-wise analysis reveals some different views. More than three fourths (89.4%)

of five star hotel employees in the private sector concede that they get adequate

support and co-operation from the organization for their career development and

growth where as only less than one half (46.7%) in five star hotels of KTDC find that

the career growth support from the organization is satisfactory. But 65.3 percent of

three star employees in KTDC hotels see that the organizational support is adequate

whereas 55.4 percent in three star private hotels feel that they do not get enough

support from the organization in career development (Table 6.52). The Chi-square test

shows that the difference in opinion of employees in three star and five star hotels is

significant (p<.05).

The Mann-Whitney U test (Table 6.53) result shows that employees of KTDC

and private hotels have almost the same view regarding organizational support in

career development as the median value is the same in both sectors and difference in

opinion is also not found significant (p<.05).


237

Table 6.52: Organizational Support for Career Growth (OSCD) (Opinion of Employees)

Source: Primary data. Figures in parentheses are percentages to respective totals. Three star: Chi-square=30.314 (df=4) and p value =.000*; Four star: Chi- square=1.443(df=4) and p value =.387**; Five star: Chi-square=18.925 (df=4) and p value =.001*. * Significant at 5% level. ** Not significant at 5% level.

Table 6.53: Organizational Support for Career Growth (OSCD) (Opinion of Employees)(Mann-Whitney U Test)



Like the opinion of employees more than three fourths (94.4%) of the

management people are of the opinion that they provide adequate support in career

growth and development of employees (Table 6.54). The sector-wise analysis also

exhibits somewhat the same result i.e., more than three fourths in both the sectors and

in all the star groups claim that they provide enough support and co-operation for the

career growth and development of the employees.

From the above analysis it can be drawn that employees, except those in three

star segments in the private sector, and management people hold the opinion that the

organization provides a suitable atmosphere for the career growth and development of

the employees.


Total ThreeStar

Four Star


Star Four Star

Five Star Total


14 (38.9)

29 (61.7)

96 (30.7)

40 (53.3)

12 (42.9)

6 (40.0)

58 (49.1)

154 (35.8)


8 (22.2)

13 (27.7)

66 (21.2)

9 (12.0)

7 (25.0)

1 (6.7)

17 (14.4)

83 (19.3)


27 (11.8)

4 (11.1)

4 (8.5)

35 (11.2)

4 (5.3)

4 (14.3)

2 (13.3)

10 (8.5)

45 (10.5)

Disagree 38 (16.6)

6 (16.7)

1 (2.1)

45 (14.4)

15 (20.0)

4 (14.3)

2 (13.3)

21 (17.8)

66 (15.4)

Highly Disagree

66 (28.8)

4 (11.1) - 70

(22.4)7

(9.3) 1

(3.6) 4

(26.7)12

(10.2)82

(19.1)Total 229

(100)36

(100)47

(100)312

(100)75

(100)28

(100)15

(100)118

(100)430

(100)

Type of Organisation Number Median Significance (2 tailed ) Private 312 2.00

.841** KTDC 118 2.00


238

Table 6.54: Organizational Support for Career Growth (OSCD) (Opinion of Management)


6.20 Relationship between Work Life Balance and Personal Variables

Table 6.55: Relationship between Work Life Balance and Personal Variable

Source: Primary data. * Significant. **Not significant.


TotalThree Star

Four Star


Star Four Star

Five Star Total


14 (93.3)

9 (100)

53 (76.8)

1 (100)

1 (100)

1 (100)

3 (100)

56 (77.7)

Partly Agree 12 (26.7) - - 12

(17.4) - - - - 12 (16.7)


1 (2.2) - - 1

(1.4) - - - - 1 (1.4)

Disagree - - - - - - - - Highly Disagree

2 (4.4)

1 (6.7)

3 (4.3) - - - - 3

(4.2) Total 45

(100) 15

(100)9

(100)69

(100)1

(100)1

(100)1

(100)3

(100)72

(100)

Variable Category No. Mean SD F Sig.

Age

Up to 27 104 1.98 1.421

6.882 .000*28-31 108 2.55 1.73132-36 105 2.91 1.68237 and above 113 2.83 1.742

Gender Male 356 2.62 1.685 1.567 .211**Female 74 2.35 1.683

Education

SSLC and below 81 2.01 1.287

7.208 .000*

Diploma in hotel management 169 2.44 1.592

Degree or PG in hotel industry 63 3.16 1.658

Degree or PG in other areas 117 2.85 1.827

Nature of Employment Permanent 233 3.00 1.731

18.596 .000*Contract 78 1.90 1.401Seasonal/ Part-time 119 2.18 1.527

Experience in hotel industry

Below 5 years 246 2.26 1.578

7.406 .000*5-10 years 121 2.90 1.70010-20 years 50 3.06 1.789Above 20 years 13 3.54 1.941

Experience in present organization

Below 5 years 371 2.45 1.659

5.961 .000*5-10 years 50 3.28 1.65410-20 years 8 4.00 1.604Above 20 years 1 1.00 0.000


239

The consolidated view of employees’ opinion on opportunity to maintain work

life balance is given in Table 6.55. The response was recorded in five point scale with

a maximum value of five for ‘Fully agree’ and a minimum value of one for ‘Highly

Disagree’. Two, Three and Four are respectively allocated to the opinions such as

‘Partly agree’, ‘Neither agree nor disagree’ and ‘Disagree’. ANOVA was applied to

find out is there any significant variation in the perception of employees regarding

opportunity to maintain work life balance depending on the demographic

characteristics. Out of six variables selected, five variables viz., age, education,

nature of employment, experience in hotel industry, and experience in the present

organization shows significant variation in the perception of employees (p<0.05).

However, with regard to gender, no significant variation is found in the opinion of

employees (p>.05).

While going through the above analysis it can be inferred that the employee

satisfaction in compensation packages offered in the hotel industry in Kerala is very

low. Prolonged and heavy work load, low pay, stressful working environment,

inadequate redress of grievances, low career growth and absence of recognition make

the hotel employment unattractive to employees.

After analyzing the basic HRM practices in the hotel industry in Kerala and

the extent to which the employees are satisfied with the practices prevailing in the

sector, certain generalizations and conclusions can be drawn from them. The next

chapter is an earnest attempt in this direction.

JOB SATISFACTION OF EMPLOYEES IN HOTEL...

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