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Assistant Professor (Management), Faculty of Engineering & Technology, Manav Rachna International
University, Faridabad, Haryana, India
The study aims to measure employee satisfaction at two organizations viz, Taj Mahal Hotel
and ITC Maurya Hotel, and to analyze which parameters play an important role in
determining overall Employee Satisfaction. It is a descriptive research in nature. The sample
population is 30 employees each from the two aforesaid organizations. The sample size is 60.
Non Comparative Scaling Technique has been used in the study. Conclusively it may be
stated that Employee Satisfaction is a multidimensional phenomenon with a number of
factors operating simultaneously. The employees of Taj Mahal feel extremely satisfied when
they were exposed to the eight selected parameters.
INTRODUCTION
Organizational culture/ corporate culture is all created by removing the common traits of an
about beliefs, collective attitudes, values, unhealthy culture. In order to make a good
experiences and procedures existing within the organizational culture, emphasis should be made
organization. The definition of organizational on the following points:
culture changes from organization to organization.
Reality is more important than form
The words like patterns, manner, core, ideology,
ethos, roots, purpose, style, philosophy, vision can Service should be more important than
be used to describe organizational culture. authority
A good organizational culture would be beneficial Purpose is more important than process
for every member of the organization, be it the top
Adaptability is more important than
management or the low level employees in the
precedence
organization. A good organizational culture has the
potential to maximize employees’ strategies and
ideas. A good organizational culture is one which LITERATURE REVIEW
would help all the supervisors and the employees
of the firm to be on the same page as those in charge Surivankietkaew and Avery (2014): The study
of the firm. A good organizational culture can be concluded that sustainable leadership (SL) practices
Pelit et al. (2011): The study concluded that the Sample Population: The sample population is
relations with the colleagues and physical 30 employees each from the two aforesaid
conditions are the most positive aspects related to organizations.
job satisfaction, while unfair payment is the most Sample Size: The sample size is 60 that include
negative aspect related to job satisfaction. The 30 employees from each organization.
results of correlation and regression analyses Sample Selection: The employees have been
indicated that behavioral and psychological selected randomly, irrespective of their age,
empowerment has a significant effect on the job experience or designation.
satisfaction.
Design of the Questionnaire: The questionnaire
Bjerke et al (2007): A strong connection between
has been divided into 8 parameters that have been
artifacts and identity, employee satisfaction,
selected randomly keeping in mind their
creativity, mood and motivation was established.
importance in present text and also after getting
Due to the face-to-face interaction between the
inputs from the pilot study conducted for the same
employees and the customers of the business
study. Following are the eight parameters that have
segment, aesthetics seemed to be important.
been considered for the study of employee
Koh and Boo (2004): A significant and positive link satisfaction: Work Culture, Training,
was found between ethical culture and job Communication, Compensation, Rewards &
satisfaction, job satisfaction and organizational Recognition, Performance Appraisal System, Work
commitment. The study concluded that Relations and Work Environment.
organizational ethics can be used as a means to
generate favourable organizational outcomes.
Scaling Technique used: Non Comparative Scaling
Technique has been used in the study.
119
Manag. Adm. Sci. Rev.
e-ISSN: 2308-1368, p-ISSN: 2310-872X
Volume: 5, Issue: 2, Pages: 118-127
Parameter 7: On the hotels’ front we notice that
Data collection: work relations are better on Taj Mahal’s employees’
Primary Data side as compared to ITC Maurya.
Questionnaire
Parameter 8: When exposed to Work Environment
Telephonic Conversation
parameter, Taj Mahal scores better than ITC
E-Mails
Maurya hotels.
Secondary Data
Websites Objective: To analyze which parameters play an
Journals important role in determining overall Employee
Books Satisfaction.
Taj Mahal
DATA ANALYSIS AND INTERPRETATIONS TABLE 1 HERE
FIGURES 1-8 HERE
FIGURE 9 HERE
Interpretations: Based on the data presentation, we
Interpretations: The bend is more towards Work
observe that:
Culture, Work Environment and these parameters
Parameter 1: In this parameter we have tried to show high correlation as compared to other
generate favorable response from the employees parameters. Hence the top four parameters for Taj
with respect to two statements. For the Hotels, Taj Mahal hotel shall be:
Mahal generated a more favourable response than
1) Communication
ITC Maurya. Overall the hotels have generated a far
2) Work Culture
better response as compared to the airlines.
3) Work Environment
Parameter 2: This parameter is extremely important 4) Performance Appraisal System
as Training in hospitality plays a major role. On the
Hotel’s Front, Taj Mahal scored better than ITC
ITC Maurya
Maurya.
TABLE 2 HERE
Parameter 3: The Communication needs to be
strengthened so as to make the employees know FIGURE 10 HERE
what exactly the company wants out of him. For the
hotel, the employees at Taj Mahal scored high. Interpretations: The bend is more towards Rewards
and Recognition and training. Hence, the top
Parameter 4: The mean for compensation at Taj parameters we notice here are:
Mahal is better.
1) Rewards and Recognition
Parameter 5: The rewards and recognition given at 2) Communication
hotels, Taj Mahal scored a shade above ITC Maurya. 3) Training
4) Work Culture
Parameter 6: When it comes to understanding of
Performance Appraisals, Taj Mahal’s employees
can be said to have a better understanding of the FINDINGS AND SUGGESTIONS
process as compared to ITC Maurya. For Taj Mahal hotel, we have seen that the
employees are highly satisfied when
exposed to the eight selected parameters.
120
Manag. Adm. Sci. Rev.
e-ISSN: 2308-1368, p-ISSN: 2310-872X
Volume: 5, Issue: 2, Pages: 118-127
The results at Taj Mahal were better as satisfaction: A study on hotels in
compared to other organizations. Here we Turkey", International Journal of
notice that the difference between all the Contemporary Hospitality
parameters is very less and hence we can say Management, Vol. 23 Iss: 6, pp.784 – 802.
that all parameters are equally important Hian Chye Koh, El'fred H.Y. Boo, (2004)
when it comes to determining employee "Organisational ethics and employee
satisfaction. satisfaction and commitment",
The final case is of ITC Maurya hotel, which Management Decision, Vol. 42 Iss: 5,
like Taj Mahal hotel, gives a very positive pp.677 – 693.
result. Employees at ITC Maurya are also Jasna Auer Antoncic, Bostjan Antoncic, (2011)
satisfied when exposed to the eight "Employee satisfaction,
parameters. Unlike Taj Mahal hotel, here we intrapreneurship and firm growth: a
notice that the difference is there between model", Industrial Management & Data
various parameters with rewards and Systems, Vol. 111 Iss: 4, pp.589 – 607.
recognition and communication being the
Rune Bjerke, Nicholas Ind, Donatella De Paoli,
most determining factor.
(2007) "The impact of aesthetics on
We can say that, out of the two selected employee satisfaction and motivation",
organization, variation among the EuroMed Journal of Business, Vol. 2 Iss:
employees of Taj Mahal hotel is very less as 1, pp.57 – 73.
compared to other organization of study.
Suparak Suriyankietkaew , Gayle C. Avery ,
(2014) "Employee satisfaction and
CONCLUSION sustainable leadership practices in Thai
Conclusively it may be stated that Employee SMEs", Journal of Global Responsibility,
Satisfaction is a multidimensional phenomenon Vol. 5 Iss: 1, pp.160 – 173.
with a number of factors operating simultaneously.
There are certain factors which have strong
influence on the overall index but the presence of
other factors cannot be ignored. The employees of
Taj Mahal feel extremely satisfied when they were
exposed to the eight selected parameters.
REFERENCES
Arminda do Paço, Ana Cláudia Nave, (2013)
"Corporate volunteering : A case study
centred on the motivations, satisfaction
and happiness of company employees",
Employee Relations, Vol. 35 Iss: 5,
pp.547 – 559.
Elbeyi Pelit, Yüksel Öztürk, Yalçın Arslantürk,
(2011) "The effects of employee
empowerment on employee job
121
Manag. Adm. Sci. Rev.
e-ISSN: 2308-1368, p-ISSN: 2310-872X
Volume: 5, Issue: 2, Pages: 118-127
APPENDIX
Work Culture
4.4
4.2
4
3.8 Mean Value
3.6
3.4
Taj Mahal ITC Maurya
Work Culture
Parameter 2: Training
Training
4.4
4.2
4
3.8 Mean Value
3.6
3.4
3.2
Taj Mahal ITC Maurya
Training
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Manag. Adm. Sci. Rev.
e-ISSN: 2308-1368, p-ISSN: 2310-872X
Volume: 5, Issue: 2, Pages: 118-127
Parameter 3: Communication
Communication
4
3.9
3.8
3.7
3.6 Mean Value
3.5
3.4
3.3
Taj Mahal ITC Maurya
Communication
Parameter 4: Compensation
Compensation
3.9
3.8
3.7 Mean Value
3.6
3.5
Taj Mahal ITC Maurya
Compensation
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Manag. Adm. Sci. Rev.
e-ISSN: 2308-1368, p-ISSN: 2310-872X
Volume: 5, Issue: 2, Pages: 118-127
Parameter 5: Rewards and Recognition
4.15
4.1
Mean Value
4.05
4
Taj Mahal ITC Maurya
Rewards and Recognition
4
3
2 Mean Value
1
0
Taj Mahal ITC Maurya
Performance Management System
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Manag. Adm. Sci. Rev.
e-ISSN: 2308-1368, p-ISSN: 2310-872X
Volume: 5, Issue: 2, Pages: 118-127
Parameter 7: Work Relation
Work Relations
3.9
3.8
3.7
3.6 Mean Value
3.5
3.4
Taj Mahal ITC Maurya
Work Relations
Work Environment
4
3.8
3.6
3.4 Mean Value
3.2
3
2.8
Taj Mahal ITC Maurya
Work Environment
\
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Manag. Adm. Sci. Rev.
e-ISSN: 2308-1368, p-ISSN: 2310-872X
Volume: 5, Issue: 2, Pages: 118-127
Table 1: Showing correlation value for Taj Mahal
Training 0.21
Communication 0.49
Compensation 0.31
Performance Appraisal
System 0.41
TAJ MAHAL
Work Culture
0.5
Work 0.4 Training
Environment 0.3
0.2
0.1
Work Relations 0 Communication
Performance
Compensation
Appraisal System
Rewards &
Recognition Correlation Values
126
Manag. Adm. Sci. Rev.
e-ISSN: 2308-1368, p-ISSN: 2310-872X
Volume: 5, Issue: 2, Pages: 118-127
Table 2: Showing correlation value for ITC Maurya
Training 0.36
Communication 0.43
Compensation 0.19
Performance Appraisal
System 0.21
ITC MAURYA
Work Culture
0.60
Work 0.50
Training
Environment 0.40
0.30
0.20
0.10
Work Relations 0.00 Communication
Performance
Compensation
Appraisal System
Rewards &
Recognition Correlation Values
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