SUMMER INTERNSHIP PROGRAM

“REPORT ON JOB SATISFACTION

PROGRAM AT MURALI FORTUNE PARK”

BY: PALAK H DAVE

170541239
BBA 2ND YEAR
SUBMITTED TO:
Dr. SIMANCHALA DAS

A report submitted in partial fulfilment of the

requirements of
The BBA-MBA Program (Class of 2019)
KLU Business School
 TABLE OF CONTENTS

1 Acknowledgement.
2 Introduction
a.) Definition
b.) Objectives
c.) Limitations
d.) Need for the study
e.) Scope of the study
f.) Hypothesis
g.) Methodology
h.) Data processing and analyzing
3 Industrial profile
a) An overview of the Hotel Industry.
b) Current scenario of Hotel Industry in India.
c) Classification of Hotels.
d) Future of Hotel Industry.
e) Challenges for Hotel Industry .
f) ITC hotels
i) Logo
ii) History
iii) ITC brands
iv) Products and brands
v) Other businesses
vi) Outreach
vii) Awards and recognition
viii) Questionable practices
4 Company Profile
a) Origin and history of company
b) Mission , vision and objectives
c) Board of management
d) Company policies
e) Fortune values
f) Product profile
g) Quality certifications
h) Competition set
i) Accommodation
j) Pricing strategies
k) Promotion strategy
l) Sales and marketing
 m) Distribution strategy
n) Organizational structure
o) Training and development at Fortune
i) Training inputs
ii) Best time to impart training to employee
iii) Benefits of training
iv) Evaluation of training

5 Theoritical aspects of Job Satisfaction

a) Meaning
b) Job satisfaction leads to
c) Theories of job satisfaction
d) Job Satisfaction factors
e) Measurement of Job Satisfaction
i) Types of measurement
ii) Issues with measurement
6 Questionnaire
7 Data Analysis
8 Findings
9 Suggestions
10 Conclusion
11 Bibliography
 ACKNOWLEDGEMENT
“ It is not possible to prepare a project report without the assistance and encouragement

of other people . This is certainly no exception .”

On the very outset of this report , I would like to extend my sincere and heartfelt

obligation towards all the personages who have helped me in this endeavour . Without

their active guidance , help , cooperation and encouragement , I would not have made

headway in the project .

I am ineffably indebted to MRS.S RAGHA JYOTI for inconscientious guidance and

encouragement to accomplish this report .

I am extremely thankful and pay my gratitude to my faculty DR.SIMANCHALA DAS

for his valuable guidance and support on completion of this project .

I extend my gratitude to KONERU LAKSHMAIAH EDUCATION FOUNDATION

for giving me this opportunity .

I also acknowledge with a deep sense of reverence , my gratitude towards my parents and

members of my family , who has always supported me morally as well as economically .

Atlast but not the least my gratitude goes to all my friends who have helped me directly

or indirectly to complete this project report .

Thanking you

PALAK H DAVE
 INTRODUCTION

Human resource is considerer to be the most valuable asset in any organization. It is the
sum-total of inherent abilities, acquired knowledge and skills represented by the talents
and aptitudes of the employed persons who comprise executives, supervisors and the rank
and file employees. It may be noted here that human resource should be utilized to the
maximum possible extent, in order to achieve individual and organizational goals. It is
thus the employee’s performance, which ultimately decides, and attainment of goals.
However, the employee performance is to a large extent, influenced by motivation and
job satisfaction

The term relates to the total relationship between an individual and the employer for
which he is paid. Satisfaction does mean the simple feeling state accompanying the
attainment of any goal; the end state is feeling accompanying the attainment by an
impulse of its objective. Job satisfaction does mean absence of motivation at work.
Research workers differently described the factors contributing o job satisfaction and job
dissatisfaction.

The survey made regarding the job satisfaction in FORTUNE MURALI PARK will
facilitate and enables the management to know the perceptions and inner feelings
regarding the job they are performing on day-to-day basis. The term job satisfaction
reveals and focuses on the likes and dislikes of the employees of FORTUNE MURALI
PARK. In this particular study the researchers tries to identify the causes for satisfaction
and dissatisfaction among the employees. So this is the most effective and selective
instrument for diagnosing and peeping into the employee’s problems.

Job satisfaction survey can give the most valuable information the perceptions and
causes. For satisfaction/dissatisfaction among the employees attitude towards job
satisfaction may be either positive or negative. This positive feeling can be re-in forced
and negative feelings can be rectified. This survey can be treated as the most effective and
efficient way, which makes the workers to express their inner and real feelings
undoubtedly.
 For any future course of action/ development, which involves employee’s participation,
is considered. The management will get a picture their employee’s acceptance and
readiness. This survey also enables to avoid misinterpretations and helps management in
solving problems effectively. It is observed during study some of the employees accepted
the proposal survey research.

A perfectly contentment and satisfaction motivates an employees to be confident with a

high morale, it is an asset to organization as a whole.

Thus the high motivation and morale of an employee make him to remain in the
organization and encourage him to face cut throat competition and gives him enough
dynamism to face challenges.

Every human being possess him own unique resource, if properly channels it by
supportive and supplement, ultimately for achieving organization goals.

As proper breathing and diet is necessary to healthy human being so as is contentment to

the job satisfaction. This contentedness ultimately acts as a key factor to human resource
development.

Definition

Job satisfaction refers to a person’s feeling of satisfaction on the job, which acts as a
motivation to work. It is not the self-satisfaction, happiness or self-contentment but the
satisfaction on the job.

Hoppock describes job satisfaction as “any combination of psychological, physiological

and environmental circumstances that cause and person truthfully to say I am satisfied
with my job.

Job satisfaction is defined as the, “pleasurable emotional state resulting from the
appraisal of one’s job as achieving of facilitating the achievement of one’s job values.
 NEED FOR THE STUDY

Employee job satisfaction is an important indicator of how employees feel about their job
and a predictor of work behaviour such as absenteeism . Turnover , job satisfaction
benefits the organisation includes reduction in complaints and grievances , absenteeism ,
turnover and termination ; as well as improved punctuality and workers morale .

The need for this study is to analyse various practices , their effectiveness and to suggest
methods so as to promote satisfaction levels in employees . There is need to concentrate
on employee satisfaction which will result in turnover rmaximization , productivity and
creativity , maximization which is key to success . Staying in touch with employees is
necessary to facilitate continued competitiveness .

SCOPE OF THE STUDY

In the survey an attempt has been made to analyze the job satisfaction of employees of
Fortune Murali Park,Vijayawada.

The scope of the study is confined in Vijayawada. The study tries to understand the level
of satisfaction among the employees of Fortune Murali Park. It further explains the area
on which employees are mostly dissatisfied.

Job satisfaction of the employees has been analyzed on the basis of the following
seventeen job related factors.

 Salary and monetary benefits

 Job security
 Promotion policy
 Working environment
 Employees participation in management
 Freedom of expressions
 Nature of job
 Interest taken by superiors
 Superiors and sub-ordinate relationship
 Medicare
 Loans
 OBJECTIVES OF THE STUDY

The main aim of the study is to analyze and examine level of job satisfaction among the
employees working at Fortune Murali Park and to know the problems faced by the
employees of the various categories. The specific objectives are as follows:

 To present a profile of the company and organizational structure etc.,

 To observe the level of satisfaction among of employees relating to the nature of

the job and other factors.

 To identify the extent of job satisfaction in the employees working at Fortune

Murali and its impact on the job performance of the employees.

 To evaluate the working environment in Fortune Murali Park.

 To examine satisfaction regarding the salary and other benefits of its employees.

 To find the motivational factors affecting the employees.

 To suggest suitable measures to improve the overall satisfaction of the employees

in the organization.

LIMITATIONS OF THE STUDY

 The lack of availability of information.

 The collected one does not give the complete information.

 As time period is 2 months, it is very difficult to get a clear picture.

 The sample size taken for the research is small due to constraints of time.

 Some of the employees had not co-operated in filling of questionnaire.

 HYPOTHESIS

It is known fact to all that keeping a employee happy is management’s responsibility as to

get the work done perfectly. But, to feel happy is employee’s perception. So a satisfied
employees is essential element for improving efficiency and effectiveness.

 Job satisfaction is great motivator, which keeps the employees always in high
morale.
 Job satisfaction among employees result in increasing the perception of the
organization.
 Job satisfaction reduces the resistance among employees for the new
implementations.

RESEARCH METHODOLOGY
The procedures by which researchers go about their work of describing, explaining and
predicting phenomena are called methodology. Methods comprise the procedures used
for generating, collecting and evaluating data. Methods are ways of obtaining
information useful for assessing explanations.

RESEARCH DEFINITION:

The definition of research given by Creswell is "Research is a process of steps used

to collect and analyze information to increase our understanding of a topic or issue". It
consists of three steps: Pose a question, collect data to answer the question, and
present an answer to the question.

Research Design:

The type of research chosen for the study is descriptive research. In descriptive research
various parameters will be chosen and analyzing the variations between these
parameters. This was done with an objective to find out the motivation level of the
employees.
Data Sources:

The data collected for the study is mainly through the distribution of questionnaire; to
be precise the data collected for study was both primary and secondary sources.

Primary Data:

Primary data is the information collected for the first time; there are several methods in
which the data is complied. In this project it was obtained by mean of questionnaires.
Questionnaire was prepared and distributed to the employees.

Secondary Data:

Secondary data needed for conducting research work were collected from
company websites, library and search engines.

Research Instrument:

In this study the primary data was collected by survey technique. In this we distributed
the questionnaires to the respondents. The researcher structured the questionnaire in
the form of:

1. Close Ended Questions

2. Multiple Choice Questions

Questionnaire:

A questionnaire is a sheet of paper containing questions relating to contain specific

aspect, regarding which the researcher collects the data. Because of their flexibility the
questionnaire method is by far the most common instrument to collect primary data.
The questionnaire is given to the respondent to be filled up.

Sampling Design:

Sampling design is to clearly define set of objective, technically called the universe to be
studied. Sampling technique used is simple random sampling method.
Sample Size:

This refers to the number of items to be selected from the universe to constitute a
sample. The sample size for this study was taken as 100.

Statistical Tools Used:

The data collected was analyzed by employing the following statistical technique:

Percentage analysis:

Percentage refers to special kind of ration. It is used in making comparison between two
or more series of data. It is used to describe relationship. It is used to analyses the data.
Bar charts, pie charts were used to explain tabulation clearly.

Formula:

Percentage (%) = number of respondents

X 100

Total number of respondents

DATA PROCESSING AND ANALYSING

Data, which is gathered by administering questionnaires, was processed in simple manner

to determine the level of satisfaction among employees. Every response was assigned
some score based on this overall satisfaction level was determined.

Data collected is carefully tabulated and analyzed by using satisfaction methods and also
various graphs are used.
 INDUSTRIAL PROFILE

AN OVERVIEW OF THE HOTEL INDUSTRY

The service sector is expanding rapidly across the land today represent the largest segment of

the economy in all countries. A service economy in which more than of country’s work force

earns its income from employment in service functions. The Indian economy has been going

through the process of restructuring since functions and the contribution of the service sector

to India’s GDP has gone up from 16 percent in 1991 to 38.8 percent in 1999. The service

sector dominates the Indian economy today, contribution more than half of the country’s

national income. It is growing with an annual growth rate of 8% per year.

Extension of customer satisfaction from product level to service, seriousness and

complexity of problems within modern society, increasing magnitude of government

intervention in effective utilization of public resources of all kinds are the major trend that

account for an increasing emphasis upon improvements in quality management system in

service industries.

One of the emerging service industries is hotel industry. The hotel industry that

exists today can be traced back to 3000B.C. Where the earliest inns where homes with rooms

provided for travelers . Today, the hotel business has been acknowledged as a global industry

with producers and customers reaching out to the far corners of the world.
CURRENT SCENARIO OF HOTEL INDUSTRY

IN INDIA

Hotel Industry in India has witnessed tremendous boom in recent years. It is

expected to grow at the rate of 8% between 2007 and 2016. Hotel Industry is inextricably

linked to the tourism industry and the growth in the tourism industry has filled the growth of

Indian hotel industry. The thriving economy and increased business opportunities in India

hotel industry. The arrival of low cost airlines and the associated price ware have given

domestic tourists a host of options. The opening up of the aviation industry in India has led

the way for exciting opportunities for the hotel industry as it relies on airlines to transport

80% of international arrival. In recent years government has taken several steps to boost

travel & tourism which have benefited hotel industry in India. These include the abolishment

of the inland air travel tax of 15%; reduction in excise duty on aviation turbine fuel to 8%;

and removal of outbound chartered flights etc. Hotel industry in India is also set to get a fillip

with Delhi hosting 2010 common wealth games. The upgrading of national highways

connecting various parts of India has opened new avenues for the development of budget

hotel in India. Taking advantage of this opportunity Tata group and another hotel chain called

‘Homotel’ have entered this business segment.

‘Hotel Industry in India’ has supply of 1,10,000 rooms with only a quarter of these in

branded segment. Hotel in India’s has a shortage of 1,50,000 rooms filling hotel room rates

across India. Many domestic hotel chains like the TajGroup, the Oberai Group, the IT

Group, Hotel LeelaVentures, and Kamat Hotels etc.., are operating in India. Five–star

hotels in metro cities allot same room, more than once a day to different guests, receiving

almost 24-hours rates from both guests against 6-8 hours usage. With demand-supply
disparity, ‘Hotel India’ room rates are raising 25% annually and occupancy rising by 80%.

Average room tariff of hotels in Bangalore is the third highest (after Moscow and Rome) in

the world. India is flooded with world’s leading hotel brands. Global hospitality companies

such as Intercontinental Hotels Group, that operates more than 200 hotels and resorts in 75

countries Starwood Hotels & Resorts worldwide, Inc that managers or franchises more than

860 hotels in 95 countries, Hilton Hotels corporation that has a chain of hotels. Carlson

Hotels worldwide, one of the world’s leading hotel companies with five brands spanning

luxury to economy are all stepping up their offerings in the Indian market given the growing

demand.

The Government’s move to declare and tourism industry as a high priority sector with

a provision for 100 percent foreign direct investment (FDI) has also provided a further

impetus in attracting investments into this industry. Hilton has joined hands with India’s

largest real-estate developer DLF ltd to set up 75 hotels and serviced. Accor has formed a

joint-venture with Emaras-MGF land private limited, a joint venture company formed by

Emaras properties PJSC-the world’s largest listed real estate company, and MGF

developments limited of India to bring formula-1 budget hotels to India. Wyndham hotels &

Resorts, the U.S based luxury hotel chain has teamed up with Bangalore-based Royal Orchid

Hotels to develop 10 Ramada hotels that will have at least 1,000 rooms.

International Hotel & Restaurant Association (IH&RA) is the only global

organization, run on not-a-profit basis, representing the hotel industry worldwide officially

recognized by United Nations. IH&RA monitors and lobbies all international agencies on

behalf of this industry. It comprises and contribute 950 billion USD annually to the global

economy.

Federation of Hotel & Restaurant Association of India (FHRAI) is the apex body

representing the hotel industry in India. FHRAI provides an interface between the hospitality
industry, political leadership, academics, international associations and other stake holders.

FHRAI is committed to promote and protect the interest of the hotel industry by actively

seeking better privileges and more concessions for the industry. FHRAI members are always

kept abreast with the latest trade information and trends, statistical analysis and reports on

various topics that have a direct impact on the industry, government notifications and

circulars. With more than 3300 members comprising of approximately 2052 hotels, 1016

restaurants, 150 associate members and the 4 regional associations, FHRAI helps the hotel

industry to grow, prosper and keep in pace with the developments in the international

scenario.

CLASSIFICATION OF HOTEL INDUSTRY

In India, classification of hotels based on their standards. They classification can be done as,

1. 5 Star Hotels : The most luxurious and conveniently located hotels in the India are

grouped as 5 star deluxe hotel categories. The 5 star deluxe in India are globally competitive

in the quality of providing the services, facilities offered and the accommodation option.

These are mostly located in big cities.

Example : Sheraton (hyd), Radisson (hyd) and etc..,

2. Four Star Hotels : These type of hotels provide all the modern amenities to the travelers

with a limited budget. Quality of services is almost as high as 5 stars and above categories.

Example : Fortune Park Vallabha (hyd),Country Club ( hyd) and etc..,

3. Three Star Hotels: These are mainly economy class hotels located both in bigger and

smaller cities and catering the needs of the travelers lesser in amenities and facilities. These
hotels are value for money and gives good accommodation and related services on reduced

price.

4. Two Star Hotels : These hotels are most available in the small cities and in particular

areas of larger cities. These hotels offer the basic facilities needed for the accommodation and

offers at lowest prices. In this the concept of HR is absent.

Example : Hotel Garuda (vij)

5. One Star Hotels : The hotels with most basic facilities. These hotels are best when the

customer is looking for cheapest available accommodation option. Here the concept of HR is

unfamiliar.

Example :HOTEL M(vij).

FUTURE OF HOTEL INDUSTRY

The number of tourists visiting India is estimated to touch the figure of 4.4 million.

With this huge figure, India is fast becoming the hottest tourist destination in the region. The

visitors include business travelers, leisure travelers and person of Indian origin with foreign

passports. Growth is expected to continue over the next few years. it is being predicted that

India may achieve an average growth of 12% per annum is tourism for many years to come.

A part from international tourists, the domestic tourist market, including business and leisure

travelers is also flourishing. This market is estimated at around 300 million tourists per year.

The industry also expects a boom in spiritual and medical tourism in the domestic sector at a

growth rate of 10% to 15% over the next few years. Growth in tourism will definitely lead to

a boom in hotels and restaurants. Though there is a shortage of rooms at present, it is going to

be over soon enough, as top international players are heading towards India to establish
themselves here. A steady growth of about 10% in new hotel projects is expected for the next

few years.

CHALLENGES FOR HOTEL INDUSTRY

1. SHORTAGE OF SKILLED EMPLOYEES: One of the greatest challenges plaguing

the hotel industry is the unavailability of quality work force in different skill levels. The

hotel industry has failed to retain good professionals.

2. RETAINING QUALITY WORKFORCE: Retention of the workforce through training

and development in hotel industry is a problem and attrition levels are too high. One of

the reasons for this is unattractive wage packages. Through there is boom in this service

sector, most of the hotel management graduates are joining other sectors like retail and

aviation.

3. SHORTAGE OF ROOMS: The hotel industry is facing heavy shortage of rooms. It is

estimated that the current requirement is of 1, 50,000 rooms. Through the new investment

plan would add 53,000 rooms by 2011, the shortage will still persist. Singapore, a country

smaller than the size of Delhi, has nearly of India’s total room capacity with the figure

standing at 48,000.

4. INTENSE COMPETITION: The industry is witnessing heightened competition with an

increasing number of domestic players along with the world’s leading hotel brands. With

growing competition, hotels are under tremendous pressure to generate new lines of

revenue with creative approaches.

5. CUSTOMER EXPECTATIONS: With the increase in competition, consumer

awareness about the availability of service and choice increased. So the companies have

to focus on customer loyalty and repeat patronage.

6. MANUAL BACK-END: Though most reputed chains have IT enable system for

property management, reservations..... etc. Almost all the data which actually make the

company work are filled in manual log books or are simply not tracked.

7. HUMAN RESOURCE DEVELOPMENT: Some of the services required in the hotel

industries are highly personalized, and no amount of automation can substitute for

personal service providers. India is focusing more on white collar jobs than blue collar

jobs. The shortage of blue collar employees will pose various threats to the industry.

ITC HOTELS:

ITC Hotels is India's second largest hotel chain with over 100 hotels. Based in the Hotels

Division Headquarters at the ITC Green Centre in Gurgaon, New Delhi, ITC Hotels is also

the exclusive franchisee of The Luxury Collection brand of starwood hotels and resorts in

India. It is part of the ITC limited (formerly India Tobacco Company) group of

companies. ITC Hotels is regularly voted amongst the best employers in Asia in the

hospitality sector.
LOGO (ITC COMPANY):

HISTORY:

ITC was formed on 24 August 1910 under the name of Imperial Tobacco Company of India

Limited and the company went publicon 27 October 1954. The earlier decades of the

company's activities centered mainly around tobacco products. In the 1970s, it diversified

into non-tobacco businesses.

In 1975, the company acquired a hotel in Chennai, which was renamed the 'ITC-

Welcomgroup Hotel Chola' (now renamed to My Fortune, Chennai).

In 1985, ITC set up Surya Tobacco Co. in Nepal as an Indo-Nepali and British joint venture,

with the shares divided between ITC, British American Tobacco and various independent

domestic shareholders in Nepal. In 2002, Surya Tobacco became a subsidiary of ITC and its

name was changed to Surya Nepal Private Limited.

In 2000, ITC launched the Expressions range of greeting cards, the Wills Sport range of

casual wear, and a wholly owned information technology subsidiary, ITC Infotech India

Limited.
In 2001, ITC introduced the Kitchens of India brand of ready-to-eat gourmet Indian recipes,

which are produced and sold internationally, at first in cans and later in retort packages, and

more recently online and at festivals.

In 2002, ITC entered the confectionery and staples segments and acquired

the Bhadrachalam Paperboards Division and the safety matches company WIMCO Limited.

ITC diversified into body care products in 2005.

In 2010, ITC launched its handrolled cigar - Armenteros - in the Indian

The company began online sales in 2014.

ITC Limited entered the hotel business on 18 October 1975 with the opening of a hotel

in Chennai, which was renamed Hotel Chola. In 2006, ITC hotels owned and operated 100

hotels in 75 locations.ITC Hotels have a reputation of playing host to visiting royalty and

world leaders time and again.

ITC Grand Bharat is their latest hotel established in Manesar, Gurugram.

ITC BRANDS:

 fortune hotels

 welcom heritage hotels

 PRODUCTS AND BRANDS:

CIGARETTES:

ITC Ltd sells 81 percent of the cigarettes in India, where 275 million people use tobacco

products and the total cigarette market is worth close to $6 billion (around Rs.65,000 crore)

ITC's major cigarette brands include Wills Navy Cut, Gold Flake Kings, Gold Flake Premium

lights, Gold Flake Super Star, Insignia, India Kings, Classic (Verve, Menthol, Menthol Rush,

Regular, Citric Twist, Ice Burst,Mild & Ultra Mild), 555, Silk Cut, Scissors, Capstan,

Berkeley, Bristol, Lucky Strike, Players, Flake and Duke & Royal.

OTHER BUSINESSES:

 FOODS: ITC's major food brands include Kitchens of India; Aashirvaad, Mint-o, gum-o,

B natural, Sunfeast, Candyman, Bingo! and Yippee! ITC is India's largest seller of

branded foods with sales of over Rs. 4,600 crore in 2012-13. It is present across 6

categories in the Foods business namely Staples, Snack Foods, Ready-To-Eat Foods,

Juices, Dairy Product and Confectionery.

 LIFESTYLE APPAREL: ITC sells its products under the Wills Lifestyle and John

Players brands. Wills Lifestyle was accorded the ‘Superbrand’ status and John Players

was included in the top 10 ‘Most Trusted Apparel Brands 2012’ by The Economic Times.

 PERSONAL CARE PRODUCTS: These include perfumes, haircare and skincare

categories. Major brands are Fiama Di Wills, Vivel, Essenza Di Wills, Superia and

Engage.
 STATIONERY: Brands include Classmate, PaperKraft and Colour Crew. Launched in

2003, Classmate went on to become India's largest notebook brand in 2007.

 SAFETY MATCHES AND AGARBATTIS: Ship, i Kno and Aim brands of safety

matches and the Mangaldeep brand of agarbattis (Incense Sticks).

 HOTELS: ITC's Hotels division (under brands including WelcomHotel) is India's second

largest hotel chain with over 90 hotels throughout India. ITC is also the exclusive

franchisee in India of two brands owned by Sheraton International Inc. Brands in the

hospitality sector owned and operated by its subsidiaries include Fortune Park Hotels and

WelcomHeritage Hotels.

 PAPERBOARD: Products such as specialty paper, graphic and other paper are sold

under the ITC brand by the ITC Paperboards and Specialty Papers Division like

Classmate product of ITC well known for their quality .

 PACKAGING AND PRINTING: ITC's Packaging and Printing division operates

manufacturing facilities at Haridwar and Chennai and services domestic and export

markets.

 INFORMATION TECHNOLOGY: ITC operates through its fully owned subsidiary

ITC Infotech India Limited, which is a SEI CMM Level 5 company

 OUTREACH

E-CHOUPAL

 ITC's e-Choupal initiative is designed to make the power of the Internet available to

Indian farmers. The company places computers with Internet access in rural farming

villages, serving both as a social gathering place for exchange of information (choupal

means gathering place in Hindi) and an e-commerce hub. As of July 2010, services

through 6,500 e-Choupal across 10 states reach more than 4 million farmers in about

40,000 villages. The potential of e-Choupal is also being tested through pilot projects in

healthcare, educational services, water management and cattle health management. In

2008, this initiative was recognised in the list of "Innovations to make markets more

inclusive for the poor" in World Development Report Sep-2008 by the World Bank.

ITC SANGEET RESEARCH ACADEMY

 ITC Sangeet Research Academy is a Hindustani classical music academy established in

1977 and located in Kolkata. Some noted musicians are associated with this academy.

AWARDS AND RECOGNITIONS:

 In 1994 and 1995, the ILTD Division in Chirala and Anaparti won the "Best of all" Rajiv

Gandhi National Quality Award

 ITC features on the Forbes Global 2000 rankings for 2012 at position 841. In the same

rankings, the company's market value placed it as the 184th largest company in the world.

Forbes has also included the company in Asia's Fab 50 Companies list.

 In 2013, ITC was ranked the third most admired company in India by Fortune.
 In 2011, all of ITC’s super premium luxury hotels were accorded LEED Platinum

certification, making ITC Hotels the ‘Greenest Luxury Hotel Chain in the World’.

 In 2010, ITC was ranked 6th amongst global consumer goods companies in sustainable

value creation during 2005-09, by Boston Consulting Group.

 It received the National Award for Excellence in Corporate Governance from the Institute

of Company Secretaries of India in 2007.

 In 2006, ITC's e-Choupal program won the Stockholm Challenge Award 2006 in the

Economic Development category. This program enables over 3.5 million farmers to

access crop-specific and customised information in their native village habitat and

language.

 In 2014, The Brand Trust Report, published by Trust Research Advisory, a brand

analytics company, ranked ITC in the 9th position among India's most trusted brands in

the Diversified sector.

QUESTIONABLE BUSINESS PRACTICES:

While ITC has been noted for its sustainability practices, questions have been raised

about the ethics of giving award to a company that generates significant amount of revenue

from tobacco business. The company, has been known for seeking legal intervention against

guidelines advocating prominent health advisories.

 COMPANY PROFILE

COMPANY PROFILE OF FORTUNE MURALI

PARK
ORIGIN/HISTORY OF THE COMPANY:
The Fortune Lineage:

Fortune Park Hotels Ltd. is a wholly owned subsidiary of ITC Ltd. and was set up in 1995
to cater to the mid-priced market segment.

Today, Fortune Park hotels Ltd. is a professionally managed Hotel Management

Company with 40 operating hotels and many hotels in various stages of completion. It is
also the fastest growing hotel chain in the first-class, full-service category in India.

Fortune Murali Park is conveniently located in the city centre and in the
commercial hub on M.G.Road of Vijayawada. The hotel is just 3 kms from the Railway
station and 20 kms from the Airport. The hotel is constructed with a contemporary design
on a total land of 4295 sq. yards and consists of Cellar, ground and 7 floors. It is the
biggest hotel in this region with 5 star facilities. The Hotel has 94 world class
accommodations (44 Standard rooms with 41 Fortune Club rooms & 9 Suites), 4 Food &
Beverage Outlets, 5 Banquet halls and a Business Centre.

Mission & Objectives of the Company:

Motto:

Smart; contemporary; best in class hotel.

Vision:

Sustain ITC’s position as one of India’s most valuable corporations through world class
performance, crating growing value for the Indian economy and the company’s
stakeholders.
Mission:

To enhance the wealth generating capability of the enterprise in a globalizing

environment, delivering superior and sustainable stakeholder value.

Boardof Management:
Managing Director – Mr. M. Murali Krishna

General Manager – C.Sujith

Asst HR Manager – M.Karunakar

Mr. Suresh Kumar, Chief Executive Officer - Fortune Park Hotels Limited

Mr. Asjit Singh Vice President – Finance

Mr. Rohit Malhotra – Vice President Operations

Mr. Vijay Jaiswal - Head Sales and Marketing

Ms. Shipra Nair - Corporate Housekeeper

Mr. Rohit Hans, Manager - Development and Special Projects

Mr. Milan Gupta, Senior Manager – Finance

Mr. Ashok Chowdhary gm – Technical

Mr. Sandeep lakra - Head – HR

Company Policies:
At any and every contact with a customer, we are involved in a potential moment of truth.
We can create either a WOW or OOF. By following a simple 10-point code for quality
service, we can create a WOW every time, every moment, every day.

Thou shall greet the customer immediately. Smile and establish eye contact, make the
guest feel welcome.

Thou shall give all your attention to the customer. Always pay attention to the guest,
listen carefully without interruptions.
Thou shall make the first 30 seconds count. Smile and make eye contact. Address by
name, if possible. First impressions last, let your interaction be positive.

Thou shall be natural not mechanical and phony. Guests are very quick to sense if you’re
approach is genuine and you’re enjoying serving them.

Thou shall be energetic and cordial. Disinterested, disorganized service is often as bad as
none

Thou shall be the customer’s agent. Be imaginative, put yourself in their shoes, and solve
their problems.

Thou shall think. Use your common sense. Take on the spot decisions. You are the
solution.

Thou shall bend the rules sometimes. Unusual situations may call forunusual action.
Don’t be afraid to bend rules. Talk to your seniors, may be specific rules can be amended.

Thou shall make the last 30 seconds count. The last half minute is as critical as the first.
Leave the guest with a feeling that you treasure his presence. Make him feel like coming
back to you.

Thou shall take care of yourself. Manage your health and stress. If you feel good you will
serve better.

FORTUNE VALUES:
We must practice team work and must take care of each other. By doing so, we believe
that we will take better care of our guests.

Our mission must be to ensure the return of our guests. We can do this by showing
genuine care and displaying total interest in the guest and by paying complete attention.

We must always smile and speak to all in a warm and friendly manner. Use guest’ names
as often as possible and avoid slang.
When the guest leaves the hotel, we must thank him and bid a warm farewell. His last
impression must be positive and warm.

Anticipate guest needs and understand the guest’s body language, be proactive and
personalize all interaction. Remember, all of you are responsible towards guests in some
way of the other.

When speaking with guests, if there is a complaint, we must practice LEARN, i.e.
LISTEN, EMPATHIZE, APOLOGISE, REACT and NOTIFY this will help us to retain
our guests and make them feel cared for.

All associates must report defects to the concerned department and also report any
shortages of equipment and supplies.

All associates must follow uncompromising standards of cleanliness. We must clean as

we go along.

We must express workplace concerns in positive manner and never complaint in front of
a guest. We should always remember we are ambassadors of the hotel, both in and out of
the hotel.

Always recognize repeat guests.

Whenever a guest asks for directions, do not just point them out .It is always more
effective to walk along with the guest as far as possible. When ever, this is not possible,
then at least walk the first few steps with the guest.

When answering the phone, always follow the laid down greeting and pick up the phone
within three rings.

Always carry the values card, wear name tags and follow uniform standards. Personal
hygiene is most important.

It is the duty of all to protect the assets of the hotel and use all resources wisely and
eliminate waste.

You must handle all guest requests to the best of your ability and seek help from seniors
when required. Think of creative ways of saying yes.
PRODUCT PROFILE:
Accommodation:

94 well-appointed rooms, including 44 standard rooms, 41 Club Rooms, 6 Jr. Suites with
an Executive and Presidential Suite. The rooms are spacious and contemporary best in
class in the region with all modern amenities.

Food and Beverage:

The hotel has a variety of restaurants to serve you the cuisine of your choice. Zodiac, a
24 hrs coffee shop. The Oriental Pavilion, a specialty restaurant serving delectable
Chinese and Thai cuisine. The hotel also has a Fortune 500 Pub-cum-Bar and the Pastry
shop, Fortune Cookies.

Conferencing Facilities:

Conference Conference Seating Style capacity

Hall Hall Area
Names (Sq. Feet) Theatre U DOUBLE- Class Cocktail Round
Shape U Room Table

Grand 6112 400 120 150 150 750 200

Ball Room
Crystal 5004 300 70 60 80 450 150
Ball Room

2403 125 50 60 150 80

Senate
Other Services & Facilities:

Business center, Laundry, Doctor on call, Travel Desk, 24 hr. Room Service, In-house
Laundry, Car Parking, Baby Sitting, Cable TV, Central Air Conditioning, Hair Dryer,
Electronic Safe, Banquet & Conference facility, Iron and Ironing Board on request, Data
Port in rooms, Tea/Coffee Maker, Mini bar and Weighing Scale.

QUALITY CERTIFICATIONS:
Fortune Murali Park Hotel is certified by The Tourism Department of A.P.

Competition Set:
Quality Inn DV Manor – 115 rooms, 3 F & B Outlets, H/Club, Gymnasium

Accommodation:
Total number of rooms : 115 rooms

Guest Floors : 06 floors

PRICING STRATEGIES:
Rate Details of Fortune Murali Park:

Rooms INR

Single Double

Standard Room 3400 3800

Fortune Club Room 4000 4500

Rates
Fortune Superior Club Room 4500 5000 w.e.f

Junior Suite 6000 6000 1st

Octob
Executive Suite 7500 7000
er
Presidential Suite 12500 12500 2011
Taxes as applicable, shall be extra

Extra Bed will be charged at Rs. 700/-

Rates given above are inclusive of buffet breakfast The dollar tariff would be applicable
to all non resident Indians and Foreign nationals The Indian Rupee tariff would be
applicable to resident Indians and Foreign Nationals with a valid work permit Volume
Corporate and Group rates are available through our Sales Offices Tariffs and taxes are
subject to change without notice Check –in and Check –out time 24 hrs.

The hotel has five well-equipped banquet halls and seminar rooms that can
accommodate up to 1000 guests. All the banquet halls and seminar rooms are well-
equipped with conferencing facilities. It also includes a completely furnished and fully
equipped boardroom for presentations and meetings.
The hotel offers the best of residential and non-residential banquet and conferencing
facilities ideal for conferences, meetings, interviews, seminars, weddings and parties.

PROMOTION STRATEGY:
Fortune Park Hotels Ltd., in addition, has its own dedicated web-based Central
Reservation System – Fortune. Fortune provides as easy-to-access instant reservation
facility for all the Fortune hotels, and is linked to the Fortune Park Hotels' website.

This, coupled with Fortune Park Hotels' representation on GDS (Global Distribution
System) which provides timely and key information to potential customers on a global
platform, gives Fortune Park Hotels, a comprehensive and all-encompassing market
visibility.

SALES & MARKETING:

Fortune Park Hotels are sold and marketed through the ITC-Welcome group Sales &
Marketing offices located throughout the country in 11 locations, employing a team of
over 100 professionals. These offices are located in New Delhi, Mumbai, Kolkata,
Chennai, Bangalore, Hyderabad, Coimbatore, Pune, Ahmadabad, Cochin and
Chandigarh. Fortune Marketing offices cover the entire geographical spread of the
country and are located in New Delhi, Mumbai, Kolkata, Chennai, Bangalore,
Hyderabad, Ahmadabad and Cochin.

ITC-Welcome group is an acknowledged marketing leader in the hospitality sector,

known for its visionary and creative marketing initiatives. These marketing initiatives,
such as Executive Travel & Value Plan, Welcome Award, Welcome Link- to name a few-
are available to all Fortune Park Hotels and instantly gives them access to the country's
best established hospitality marketing programs and the largest database of existing hotel
users. Besides, Fortune hotels get the benefit of existing relationships with the leading
MNCs and Corporate which are current users of ITC-Welcome group hotels all over the
country.

DISTRIBUTION STRATEGY:
Including Fortune Park, ITC-Welcome group currently has more than 100 hotels spread
over four brands, including Fortune Hotels.

The Fortune operating hotels are located in:

Ahmadabad, Bangalore, Chennai, Darjeeling, Gandhi nagar, Goa, Gurgaon, Hyderabad,

Indore, Jaipur, Jammu, Jamshedpur, Kolkata, Lavasa, Ludhiana, Mussoorie, Madurai,
Manipal, Mysore, Navi Mumbai, New Delhi, Noida, Ooty, Port Blair, Pune, Thane,
Tirupati, Trivandrum, Vijayawada, Vishakhapatnam.

Others to open shortly are:

Fortunes select the Savoy, Mussoorie

Fortune Park Aruna, Chennai

Fortune Park Orange, Manesar.

Fortune:
Fortune Park Hotels Ltd., in addition, has its own dedicated web-based Central
Reservation System – Fortune.Fortune provides as easy-to-access instant reservation
facility for all the Fortune Hotels, and is linked to the Fortune Park Hotel’s website. This,
coupled with Fortune Park Hotels' representation on GDS (Global Distribution System)
which provides timely and key information to potential customers on a global platform,
 ORGANISATIONAL STRUCTURE:

Managing
Director

General
Manager

Front F&B Exec. Exec.

office Manager Housekee Sous Chef

Asst. Mgr. Asst. Mgr- H.K. Exec. Sous Chefs

F.O. Bqts.

F.O. Exec. Asst. Mgr.- Housekee Sr. Chef de

Rest. ping partie

Guest F&B Chef de

Services Executive partie

Front Captain D.C.D.P.

Office

Senior
Steward

Manager – Personnel Sales

Finance Manger Manager

Asst. H.R. Asst. Sales

Manager Executive

Accounts Training
Asst. Manager

Cashier

Asst.
Purchase
It is now a well known fact that qualified professionals prefer a chain, where they see
growth possibilities rather than a standalone unit. Fortune Hotels has created a Talent
Pool of executives which caters to varied profile of resources for a Unit.

Fortune Hotels also provides valuable training support to all hotels. Professional training
for staff is organized for introduction to the Fortune Operating Standards and Procedures
that help the Unit executives not just perform better at their current positions, but also
gears them up to take bigger roles and responsibilities in the future. The Corporate
Training Manager regularly visits all properties to conduct training sessions based on the
needs of each hotel.

In addition, ITC Hotels operates one of the industry's most respected in-house training
schools in Gurgaon. The Welcome group Management Institute (WMI) runs regular
management courses for all ITC Hotels and provides for continuous learning support.
Also, Fortune Hotels regularly provides on-the-job training for managers and chefs at
their existing hotels in various cities. Fortune Managers are also regularly sent for
industry exposure to their leading hotels in the metro cities, to keep them abreast with
latest trends and standards in hospitality.

A comprehensive HR manual, detailing the HR guidelines for each hotel along with an
employee orientation manual, is made available to all General Managers.

Training and development at murali fortune:

Training is given by both the outside faculty like experts, professionals, etc. and even by
the superiors within the organization to improve the skills of the employees. There are
some rules and principles to be followed by the trainers.

Trainees are appointed in such a way that their talent and skills can be presented in full
extent to the employees and captured by them. Training facilities provided to them is also
satisfactory to them. In some cases employees are not trained properly as such they are
compelled to undergo training. The method followed by the trainees may be by lectures,
demonstrations, etc. Sometimes it’s necessary to teach employees how to handle the
machines. Sometimes management also go for management training and development to
improve their business targets, administrative skills and it also may be useful in
suggesting and helping employees further.
TRAINING INPUTS
There are three basic types of inputs;

(i) Skills

(ii) Attitude

(ii) Knowledge.

The primary purpose of training is to establishing a sound relationship is at its best when
the workers attitude to the job is right, when the workers knowledge of the job is
adequate, and he has developed the necessary skills.

Training activities in an industrial organization are aimed at making desired modifications

in skills, attitudes and knowledge of employee so that they perform their jobs most
efficiently and effectively.

BEST TIME TO IMPART TRAINING TO

EMPLOYEE

1.NEW RECRUITS TO THE COMPANY

These have a requirement for induction into the company as a whole in terms of its
business activities and personnel policies and provisions, theterms, conditions and
benefits appropriate to the particular employee, and the career and advancement
opportunities available.

2. TRANSFEREES WITHIN THE COMPANY

These are people who are moved from one job to another, either within the same work
area, i.e. the same department or function, or to dissimilar work under a different
management. Under this heading we are excluding promotions, which take people into
entirely new levels of responsibility.

3. PROMOTIONS

Although similar to the transferee in that there is a new job to be learned in new
surroundings, he is dissimilar in that the promotion has brought him to a new level of
supervisory or management responsibility. The change is usually too important and
difficult to make successfully to permit one to assume that the promotes will pick it up as
he goes along and attention has to be paid to training in the tasks and the responsibilities
and personal skills necessary for effective performance.

4. NEW PLANT OR EQUIPMENT

Even the most experienced operator has everything to learn when a computer and
electronic controls replace the previous manual and electro-mechanical system on the
process plant on which he works. There is no less a training requirement for the
supervisors and process management, as well as for technical service production control
and others.

 NEW PROCEDURES

Mainly for those who work in offices in commercial and administrative functions but
also for those who we workplace is on the shop floor or on process plant on any
occasion on which there is a modification to existing paperwork or procedure for, say
the withdrawal of materials from stores, the control of customer credit the approval of
expense claims, there needs to be instruction on the change in the way of working in
many instances, a note bringing the attention of all concerned the change is assume
to be sufficient, but there are cases, such as when total new systems in corporating
IT up dates are installed, when more thorough training is needed.

6. NEW STANDARDS, RULES AND PRACTICES

Changes in any one these are likely to be conveyed by printed note or by word of mouth
by the manager to his subordinates, and this can be the most satisfaction way of dealing
with the change from the point of view of getting those affected to understand their new
responsibility. However not all changes under this heading can be left to this sort of
handling. Even the simplest looking instruction may be regarded as undesirable or
impracticable by whoever has to perform it he may not understand the purpose behind the
change and lose confidence in a management which he now believes to be ‘messing
about’, or he may understand the purpose and have a better alternative to offer if it is not
too late.
7. NEW RELATIONSHIP AND AUTHORITIES

These can arise, as a result of management decisions, in a number of ways. In examples,

the recognition of the accounts department can result in a realization of responsibilities
between the section leaders of credit control, invoicing and customer records, although
there is no movement of staff between the sections (i.e. no transfers).

Although the change in work content for each clerk and supervisor is defined clearly for
each person in the new procedures, there is nevertheless a need for each person to know
where he stands in the new set up, which is responsible for what, and where to direct
problems and enquiries as they arise in the future.

8. MAINTENANCE OF STANDARDS

We are here concerned with maintenance of standards through training, for it must be
remembered that supervision and inspection and qualify control are continuously
responsible for standards and exercise their own authorities to this end.

Although it is generally agreed that some retraining from time to time, taking varied
forms even for the one group of employees, does act as both a reminder and a stimulus,
there is not much agreement on the next frequency and form that such retraining should
take, of there is as yet little scientific knowledge on this subject which is of much use in
industrial Situations.

9. THE MAINTENANCE OF ADAPTABILITY

Again, whilst there is little scientific study of the loss of ability to learn new skills in
those cases where people spend a long time without change, and without the need to
learn, there is increasing evidence in current experience to suggest that this is the case in
industrial employment. Add, of course, there is the inference arising from the laboratory
experiments of psychologists.

10. THE MAINTENANCE OF MANAGEMENT SKILLS &STANDARDS

Skills in supervising, employee appraisal, communications, leadership etc are important

in all companies. Some of these skills are seen to be critical to major developments in
company organisation, culture, employee empowerment and so on. Initial training in
these skills is not uncommon in the largest companies on appointment into management
and supervision.

But continuous training and performance monitoring is rare, despite the common
knowledge that standards are as varied as human nature.

11. RETIREMENT AND REDUNDANCY

Employees of any position in the company who are heading towards retirement will
benefit from learning about health, social life, work opportunities money management
etc.

Internal or external courses are best attended a year or two before retirement date, in a
few companies a member of Personnel will act as a counselor as required.

BENEFITS OF TRAINING
Employees and the organization need to realize the importance of contribution and
learning for mutual growth and development. Training is the answer to deal with
stagnation stage by constantly updating it in every field. Other benefits of training
include:

 Hiring appeal: companies that provide training attract a better quality Workforce.
 Assessing and addressing any performance deficiency.
 Enhancing workforce flexibility. Cross-cultural training is essential for them for
better adjustment in the new environment.
 Increasing commitment: Training acts as a loyalty booster. Employee motivation
is also enhanced when the employee knows that the organization would provide
them opportunities to increase their skills and knowledge.It gives the organization
a competitive edge by keeping abreast of the latest changes; it acts as a catalyst for
change.
 Higher customer satisfaction and lower support cost results through improved
service, increased productivity and greater sufficiency.
 Training acts as benchmark for hiring promoting and career planning.It acts act as
a retention tool by motivating employee to the vastopportunities for growth
available in an organization.
THE EVALUATION OF TRAINING
There are a number of expressions used to describe steps taken by management and by
training offices at the conclusion of training and during the days or weeks afterwards.

These expressions include validation, evaluation, follow-up and implementation, as well

as cost benefit, which have appeared in more recent years.

We are interested in all of these and have already tackled one of the, implementation, and
we start by giving our definitions in order to establish a clearer picture of what each is,
and how they relate to each other.

Evaluation of training, or, indeed of anything, consists simply of putting a value to it. To
evaluate training means undertaking a search for the effect that it has had on the people
and the situations, which it influences, and then trying to measure or estimate whether
this is advantageous or disadvantageous.

We shall see that at the level of pure training there is an evaluation to be made, but that
the principal evaluation is at a higher level in the chain.First the chain of intentions is
clear at the outset

1. The forecourt attendants were to receive training to a defined level of competence.

2. They were then to apply their new capability correctly during the service that they gave
to motorists.

3. The motorists would respond to this with a reaction of pleasure and would tend to use
that particular station rather more, thus increasing the amount of gasoline sold.

4. The increased sales, and negligible increased costs, would improve the revenue and the
profits.
 THEORITICAL ASPECTS OF JOB

SATISFACTION

“I am satisfied with the job” is one way to define job satisfaction.

Limelight on job satisfaction was brought by Hop pock in 1935. He reviewed 32 studies

on job satisfaction. Prior of 1933 the job satisfaction is combination of psychological,

physiological and environmental circumstances that course to say truthfully that “I am

satisfied with my job.”

The success of any organization depends on the effective utilization and motivation of

human resources..

Job satisfaction is an integral of the organizational climate and importance element in

management and employee relationship.

Job satisfaction is derived from the Latin words “Satis” and “facere”, which means

“enough and to do” respectively. Job satisfaction refers to an employee’s general attitude

towards his job.

 Situational Factor.

 Individual Characteristics.

 Group and social relationship outside the job.

Job satisfaction is the ultimate function of all these and many individual attitudes put

together. Many thinkers consider it a collective force and not an unitary phenomenon.
Every individual has some needs and desires that need to be fulfilled. Any job, which

fulfils these needs, provides satisfaction. Satisfaction is one’s contentment job that

induces motivation and interest in work, which creates pleasure or happiness from job.

Hence satisfaction plays a vital role in every aspect of individual’s life, without

satisfaction in life it becomes very difficult to survive.

MEANING

The term job satisfaction refers to an employee’s general attitude towards his job.

 Job satisfaction is the favorableness or un-favorableness with which employees

view their work.

 In order to understand job satisfaction, perhaps the first step should be to

demarcate the boundaries among such terms as attitudes motivation and morale.

 A job is an important part of life. Job satisfaction influences one’s general life

satisfaction.

 The result is that satisfaction arises from a complex set of circumstances in the

same way the motivation does.

Job Satisfaction Leads To

 Motivates towards high productivity.

 Want to remain with organization.

 Act effectively in crisis.

 Accept necessary changes without resentment or resistance.

 Promotes the interest of the workers in the organization.

Theories

There are vital differences among experts about the concept of job satisfaction. Basically,

there are four approaches/ theories of job satisfaction.

They are:

1) Fulfillment theory 2) Discrepancy theory 3) Equity theory

4) Two-factor theory 5) Hierarchy of needs

(1) Fulfillment theory

The main aim of this theory is to measure satisfaction in terms of rewards a person

receives or the extent to which his needs are satisfied. Job satisfaction cannot be regarded

merely as a function of how much a person receives from his job but it is the strength of

the individual’s desire of his level of aspiration in a particular area.

The main difficulty in his approach as observed by willing is that job satisfaction is not

only a function of what a person receives but also what he feels he should receive, as

there would be considerable difference in the actual and expectations of persons.

(2) Discrepancy Theory

The proponents of this theory is that satisfaction is the function of what a person actually

receives from his job satisfaction and what he thanks receives or expects to receive.

This approach does not make it clear whether or not over satisfaction is a part of

dissatisfaction and if so, how it differs from dissatisfaction.

(3) Equity Theory

The proponents of this theory are of the view that a persons satisfaction determined by

his perceived equity which in from is determined by his input-output balance when

compared to others input-output balance. Input-output balance is the perceived ratio of

what a person received from his job relative to what he contributes to the job.

(4) Two-Factor Theory

This theory was developed by Herzberg, Manusner, Paterson and Capwell who identified

certain factors as satisfiers and dissatisfies.

Factors such as achievement, recognition responsibility etc., are satisfiers, the presence of

which causes satisfaction but their absence does not result in dissatisfaction on the other

hand the factors such as supervision salary, working conditions etc are dis-satisfiers the

absence of which cause dissatisfaction however their presence does not result in job

satisfaction.

This theory is considered invalid as a person can get both satisfaction and dissatisfaction

at the same time.

1.1.1(5) Hierarchy of needs

Although commonly known in the human motivation literature, Maslow’s needs

hierarchy theory was one of the first theories to examine the important contributors to job

satisfaction. The theory suggests that human needs form a five-level hierarchy consisting

of: physiological needs, safety, belongingness/love, esteem, and self-actualisation.

Maslow’s hierarchy of needs postulates that there are essential needs that need to be met

first (such as, physiological needs and safety), before more complex needs can be met

(such as, belonging and esteem).

Maslow’s needs hierarchy was developed to explain human motivation in general.

However, its main tenants are applicable to the work setting, and have been used to

explain job satisfaction. Within an organisation, financial compensation and healthcare

are some of the benefits which help an employee meet their basic physiological needs.

Safety needs can manifest itself through employees feeling physically safe in their work

environment, as well as job security and/ or having suitable company structures and

policies. When this is satisfied, the employee’s can focus on feeling as though they

belong to the workplace. This can come in the form of positive relationships with

colleagues and supervisors in the workplace, and whether or not they feel they are a part

of their team/ organisation. Once satisfied, the employee will seek to feel as though they

are valued and appreciated by their colleagues and their organisation. The final step is

where the employee seeks to self-actualise; where they need to grow and develop in order

to become everything they are capable of becoming. Although it could be seen as

separate, the progressions from one step to the next all contribute to the process of self-

actualisation. Therefore, organisations looking to improve employee job satisfaction

should attempt to meet the basic needs of employees before progressing to address

higher-order needs. However, more recently this approach is becoming less popular as it

fails to consider the cognitive process of the employee and, in general, lacks empirical

supporting evidence . In addition, others have found fault with the final stage of self-

actualisation. The lack of a clear definition and conceptual understanding of self-

actualisation, paired with a difficulty of measuring it, makes it difficult to measure

what the final goal is or when it has been achieved.

 JOB SATISFACTION FACTORS
Job satisfaction is related to the psychology of an employee. A happy & content

employee at a job is always motivated to contribute more. On the other hand, a

dissatisfied employee is lethargic, makes mistakes & becomes a burden to the company.

The elements & factors which contribute to job satisfaction are:

1. Compensation & Working conditions: One of the biggest factors of job

satisfaction are the compensation and benefits given to an employee. An employee
with a good salary, incentives, bonuses, healthcare options etc is happier with
their job as compared to someone who doesn’t have the same. A healthy
workplace environment also adds value to an employee.

2. Work life balance: Every individual wants to have a good workplace which allow
them time to spend with their family & friends. Job satisfaction for employees is
often due a good work life balance policy, which ensures that an employee spends
quality time with their family along with doing their work. This improves the
employee's quality of work life.

3. Respect & Recognition: Any individual appreciates and feels motivated if they
are respected at their workplace. Also, if they are awarded for their hard work, it
further motivates employees. Hence recognition is one of the job satisfaction
factors.

4. Job security: If an employee is assured that the company would retain them even
if the market is turbulent, it gives them immense confidence. Job security is one of
the main reasons for job satisfaction for employees.

5. Challenges: Monotonous work activities can lead to dissatisfied employees.

Hence, things like job rotation, job enrichment etc can help in job satisfaction of
employees as well.
6. Career Growth: Employees always keep their career growth part as a high
priority in their life. Hence, if a company helps groom employees and gives them
newer job roles, it enhances the job satisfaction as they know they would get a
boost in their career.
 MEASUREMENT OF JOB SATISFACTION

Type of measurement

The measurement of job satisfaction can be classified into three different methods :
single question, global measurement, and facet measurement.
Some of the techniques used to measure job satisfaction are given below.

Job description index

Job Description Index (JDI) developed by Smith, Kendall and Hulin, is a specific
questionnaire of job satisfaction that has been widely used. In earlier versions of the scale,
individuals were asked to describe the job they would most like to have (their “best” job)
and the one they would least like to have (their “Worst” job). Responses thus elicited
were used in an item analysis in order to identify those items which tended to be most
discriminating; such items were then included in the final scale. In its final form the scale
provides for measurement of attitudes in five areas namely work, supervision, pay,
promotions and co-workers. The scale consists of a series of adjectives or statements for
each of these categories and the individual is asked to mark each one as yes (Y), no (N),
or cannot decide (?) as it relates to his / her job.

Faces job satisfaction scale

Kunin developed a unique scheme for obtaining measures of job satisfaction. This
consists of a series of drawings of people’s faces with varying expressions, including
variations in the curvature of the mouth ranging from a broad smile to a deep frown. The
respondent simply marks that face which best expresses how he feels about his “Job in
general.”
Opinion surveys

Attitude scales are used to derive an attitude index for each individual (usually
anonymously), which in turn can be averaged for individuals within a unit, department or
organisation. In contrast, opinion surveys typically provide for eliciting opinions about
specific matters such as working conditions, fringe benefits and communication. The
usual practice in opinion questionnaires is to obtain a single response to each item or
question which will indicate the degree of satisfaction with, or an opinion about, some
specific aspects of the total work situation.

Minnesota satisfaction questionnaire

The Minnesota Satisfaction Questionnaire (MSQ) is a long form consists of 100 questions
that make up twenty subscales measuring satisfaction with ability, utilisation,
achievement, activity, advancement, authority, company policies and practices,
compensation, co-workers, creativity, independence, moral values, recognition,
responsibility, security, social service, social status, supervision-human relations,
supervision-technical, variety and working conditions. Twenty of these items make up a
frequently used measure of general job satisfaction. These twenty items are referred to as
the short form of the Minnesota Satisfaction Questionnaire. The items can be separated
into a twelve items subscale for intrinsic satisfaction such as satisfaction with the chance
to use abilities and feelings of accomplishment from the job and an eight items subscale
measuring extrinsic satisfaction such as satisfaction with pay, chances for advancement
and supervision.

Single global rating

Under single global rating, the employees are asked to respond to one question. An
example of single question may be: “Considering all dimensions of the job, how satisfied
are you with your job?” Employees need to respond by reporting “a figure” based on
rating scale. Rating scales are from 1 to 5 as follows: 1 for Highly Dissatisfied, 2 for
Dissatisfied, 3 for No comment, 4 for Satisfied and 5 for Highly Satisfied. Thus, the
rating, based on above scale, to a question given by the employee is a reflection of
magnitude or measurement of employee’s job attitude toward his / her job
 ISSUES WITH MEASUREMENTS
Despite the availability of questions and measures for assessing job satisfaction, there are
a few issues that need to be taken into consideration when selecting a suitable measure
and when interpreting the results. The prolific number of measures of job satisfaction has
raised issues surrounding the reliability and validity of them. This is further complicated
when assessing across different cultures, languages and ages as they can all confound the
results obtained.

Reliability and validity

The popularity of job satisfaction has lead to numerous measures being created for this
concept. Unfortunately, many of them, including some by academics and practitioners,
are simply not sufficiently valid or reliable . This means the measure might not accurately
measure job satisfaction, or that it is not able to provide consistent results. Van Saane and
colleagues reviewed 29 commonly used job satisfaction measures they found in the
academic literature: examining the validity (i.e., does it measure what it is supposed to)
and reliability (i.e, how consistent are the results on the measure) of the reviewed
measures. The study found that only seven of the measures were found to have adequate
validity and reliability. Consequently, those intending to measure job satisfaction have to
ensure that the measure being used has been shown to be both reliable and valid.

Cross cultural issues

Organisations and practitioners that work across different national and cultural boundaries
have to be aware of the suitability of the chosen measure to a particular workforce . Using
a different measure for each workforce makes comparison more difficult . However, the
use of the same measure across different countries can be problematic as different
workforces interpret it differently.The use of any scales across national boundaries raises
various issues, and users of job satisfaction scales should bear in mind how two particular
issues, language and culture, might affect their results . Language has a powerful
influence on how individuals perceive their reality, as various languages bring about
different labels for concepts and objects . When using a scale in two separate countries
which speak the same language (i.e. the United Kingdom and Australia) there are fewer

issues than when the measure is presented in a different language. Not only does the
similar language imply similar understanding, but the one language used means
translation is not required. This avoids having discrepancy between the original and the
translated version, which can affect the meaning of the measure; either due to a lack of
compatible vocabulary or because of poor translation . However, when a scale of the
same language is administered in two different cultures it can lead to respondents with
different values understanding the scale differently . Alternatively, how rating scales are
interpreted is impacted by culture. Riodan and Vanderberg found a rating of ‘4’ on a 1-7
point scale had different meaning to Koreans and Americans.
Despite these issues there are job satisfaction measures that have been demonstrated to be
reliable and valid across different languages and cultures. For example, Ryan and
colleagues found similar satisfaction scores when respondents from the US and Australia
completed the same measure in English. Across languages, the Nordic Employee
Index consistently assesses job satisfaction across the Nordic nations. Similarly, Liu and
colleagues examined the German Job Satisfaction Survey filled out by employees in 18
countries, in German, English and Spanish. They found similarities across countries,
which have the same language or a similar cultural background.

Age

The relationship between job satisfaction and age has been shown to have either a ‘U’ or
positive relationship. In the ‘U’ relationship , high satisfaction in early and latter career is
separated with a dip in the middle. Using a sample of over 5000 employees in the UK,
Clarke and colleagues found that job satisfaction was high amongst those in their teens,
and then went down when they were between 20 and 30, increased again in their 40s to
the same level as those in their teens, and progressing higher in their 50s and 60s.
Alternatively, some have shown a gradual increase in satisfaction as age increased .
Both approaches demonstrate higher satisfaction in older age, which could be due to a
number of reasons, including that :

 Older employees might have lowered their expectations over time and learnt to be
more satisfied.

 Unhappy older employees may be more likely to take early retirement and leave

the workforce, leaving the more satisfied older employees.

 Older employees would have had more time to change jobs and end up in position

in which they are happy with.

 Due to a lack of longitudinal studies, the differences between younger and older

employees might be due to a generational difference.

 QUESTIONNAIRE

A. Profile:
Name :

Age :

Income :

Qualification :

Designation :

Date of Joining :

B. Personal Problems & Benefits :

1. Are you satisfied with the wages paid to you?

(a) Yes

(b) No

2. Do you have any incentive wage schemes for efficient work in your
organization?

(a). Yes

(b). No

3. Is your job permanent or temporary? _______________

4. Are you secured about your job?

(a). Yes

(b). No

5. Are you satisfied with the present working conditions and environment?

(a). Yes

(b). No
C. Inter-Personal Problems:-
1. Do the workers behave well with the Management?

(a). Yes

(b). No

2. Is the management helpful and sympathetic to your problems in workstation ?

(a) Yes

(b) No

3. Does the management have good relation with the workers ?

(a) Yes

(b) No

4. Do you anytime express freely your views with the workers or vice versa ?

(a) Yes

(b) No

5. Are you satisfied with the facilities provided with the organization ?

(a) Yes (b) No

6. Are the supervisors ready to clear your doubt and help in improving your performance
?

(a) Yes

(b) No

7. Do you have good personal relations with the Manager and Supervisors ?

(a) Yes

(b) No

D. Financial Benefits:-
1. Do you get financial benefits in the organization ?

(a) Yes

(b) No
2. Injured workers get any compensation in your organization ?

(a) Yes

(b) No

E. Management & Workers concerned:-

1. Is the management able to provide any housing facilities to you ?

(a) Yes

(b) No

2. Do you feel that company policies really protect your interests ?

(a) Yes

(b) No

3. Do you have problems with the present management setup?

(a) Yes

(b) No

4. Do you feel that the company policies should be changed ?

(a) Yes

(b) No

5. Does the company provide any training to improve your performance ?

(a) Yes

(b) No

6. If yes, are you satisfied with the training provided ?

(a) Yes

(b) No
 DATA ANALYSIS

1. ARE YOU STISFIED WITH THE WAGES PAID TO YOU?

YES NO

80 20

(Data in Percentage)

WAGES PAID

YES NO

Interpretation: 80 percent of the employees are satisfied with the wages paid to them.
Only 20 percent of the employees feel that there should be a hike in wages paid to them.
 2. DO YOU HAVE ANY INCENTIVES WAGE SCHEMES FOR EFFICIENT
WORK ON YOUR ORGANISATION?

YES NO
70 30

(Data in Percentage)

80

70

60

50

40

30

20

10

0
YES NO

YES NO

Interpretation: 70 percent of the employees feel that there should be an incentive wage
scheme for efficient work in the organization.
3. IS YOUR JOB PERMANENT OR TEMPORARY?

TEMPORARY PERMANENT

35 65

(Data in Percentage)

TEMPORARY

PERMANENT

Interpretation: 65% of the staff working in Fortune Murali are permanent

employees and 35 % of people workimg in Fortune Murali are temporary
employees.
4. ARE YOU SECURED ABOUT YOUR JOB?

YES NO
90 10

(Data in percentage)

YES NO

90
80
70
60
50
40
30
20
10
0
YES NO

Interpretation : 90% of the employees feel that their job is secure . Only 10%
feel that their jobs are not secure .
5. ARE YOU SATISFIED WITH THE PRESENT WORKING CONDITIONS
AND ENVIRONMENT?

YES NO

90 10

(Data in Percentage)

NO

YES

0 10 20 30 40 50 60 70 80 90 100

YES NO

Interpretation: Almost all the employees are satisfied with the present working
conditions and environment.
6. DO THE WORKERS BEHAVE WELL WITH THE MANAGEMENT?

YES NO
85 15

(Data in percentage)

90
80
70
60
50
40
30
20
10
0
YES NO

YES NO

Interpretation : 85% of staff feel that the behavior of workers is good towards
management and the rest 15% feel that there should be an improvement in their
behavior.
 7. IS THE MANAGEMENT HELPFUL AND SYMPATHETIC TO YOUR
PROBLEMS IN WORKSTATION?

TO SOME EXTENT TO LARGE EXTENT

70 30

(Data in Percentage)

80

70

60

50

40

30

20

10

0
YES NO

YES NO

Interpretation: 70% of the employees feel that the management is sympathetic to some
extent in their problems faced at workstation.
 8. DO YOU ANYTIME EXPRESS FREELY YOUR VIEWS WITH THE
WORKERS OR VICE VERSA ?

TO SOME EXTENT TO LARGE EXTENT

75 25

(Data in percentage)

TO SOME EXENT TO LARGE EXTENT

Interpretation : 75% of the employees feel that they are able to express their views
freely to the management to some extent while 25% feel they are able to express their
vies freely to a large extent.
9. ARE THE SUPERVISORS READY TO CLEAR YOUR DOUBT AND
HELP IN IMPROVING YOUR PERFORMANCE ?

TO SOME EXTENT TO LARGE EXTENT

40 60

(Data in percentage)

TO LARGE EXTENT 0 60

TO SOME EXTENT 40 0

TO SOME EXTENT TO LARGE EXTENT

Interpretation : Most of the employees are satisfied by the way the management
clarifies their doubts .
10. ARE YOU SATISFIED WITH THE FACILITIES PROVIDED WITH THE
ORGANIZATION?

TO SOME EXTENT TO LARGE EXTENT

90 10

(Data in Percentage)

100

90

80

70

60

50

40

30

20

10

0
TO SOME EXTENT TO LARGE EXTENT
TO SOME EXTENT TO LARGE EXTENT

Interpretation: Almost all the employees are satisfied with facilities provided
with the organization.
11. DOES THE MANAGEMENT HAVE GOOD RELATION WITH THE
WORKERS?

YES NOT MUCH

80 20

(Data in Percentage)

NOT MUCH
20%

YES, 80%

Interpretation: 80% of the employees feel that the management has a good
relation with the workers and only 20% of them feel that the management should
improve their relation with the workers.
12. INJURED WORKERS GET ANY COMPENSATION IN YOUR
ORGANIZATION ?

YES NO

95 5

(Data in percentage)

100

90

80

70

60

50

40

30

20

10

0
YES NO

YES NO

Interpretation : Almost all the employees get compensation when they are
injured .
13. ARE YOU SATISFIED BY THE HOUSING FACILITIES PROVIDED
BY THE MANAGEMENT TO YOU ?

YES NO

30 70

(Data in percentage)

30%

YES
70% NO

Interpretation : 30% of employees are satisfied by the housing facilities and the
rest 70% feel their should be an effective policy towards providing housing facility
to the employees .
14. DO YOU FEELTHAT THE COMPAMNY POLICIES REALLY
PROTECT YOUR INTEREST?

YES NO

60 40

(Data in Percentage)

40%

60%

Interpretation: 60% of the employees feel that the company policies really
protect their interest. 40% of them feel that their interests are not protected.
 15. DO YOU HAVE ANY PROBLEMS WITH THE PRESENT
MANAGEMENT SETUP?

TO SOME EXTENT TO LARGE EXTENT

50 50

(Data in Percentage)

TO LARGE EXTENT

TO SOME EXTENT

0 10 20 30 40 50 60

TO SOME EXTENT TO LARGE EXTENT

Interpretation: Only 50% of the employees are satisfied with the present
management setup and the other 50% is not satisfied and feel that there should be
change in the setup.
16. DO YOU FEEL THAT THE COMPANY POLICIES SHOULD BE
CHANGED?

YES NO

60 40

(Data in Percentage)

NO
40%
YES YES
60%
NO

Interpretation: 60% of the employees feel that the company policies should be
changed and 40% of them feel that the policies of the company are up to their
satisfaction.
 17. DOES THE COMPANY PROVIDE ANY TRAINING TO IMPROVE
YOUR PERFORMANCE? IF YES, ARE YOU SATISFIED WITH THE
TRAINING PROVIDED?

YES NO
90 10

(Data in Percentage)

Chart Title
100
90
80
70
60
50
40
30
20
10
0
YES NO

YES NO

Interpretation: Almost all the employees are satisfied with the training provided by the
company to improve their performance.
 FINDINGS

Besides several other factors the economic development of a country depends upon the
effective functioning of employees. In order to achieve this the superiors and the state
should take necessary steps for the satisfaction of employees in their respective jobs.

 Almost all the employees are satisfied with the wages paid to them.
 70% of the employees feel that there should be an incentive wages scheme for
efficient work in the organization.
 Employees are satisfied with the present working conditions and feel secure about
their job.
 70% of the employees feel that the management is sympathetic to some extent in
their problems faced at workstation,
 Management shares a very good relation with the workers.
 Employees are satisfied with the facilities provided to them and are free to
express their views freely to the management.
 Supervisors are ready to clear the doubts and help in improving their
performance.
 70% of the employees feel that the company policies really protect their interests.
 50% of the employees are satisfied with the present management setup.
 60% of the employees feel that the company policies should be changed.
 Employees are satisfied with the training provided to them in improving their
performance.
 Medical, educational and housing loans are the financial benefits provided to the
employees by the organization.
 Expenses for the injured workers are borne by the organization.
 Medical compensation is also provided to the inured workers.

Overall the employees of Fortune Murali Park are having a very high job satisfaction and
hence they are working with great enthusiasm and zeal to achieve their organizations
goal.
 SUGGESTIONS
1. 50% of the employees feel that the present management should be changed
.
2. 40% of the employees feel that the company policies should be changed.

3. 30% of the employees feel that the company policies are not able to protect
their interests and hence they should be changed.

4. Majority of the employees feel that there should be an incentive wage scheme
for efficient work in the organization.

5. The management should be more helpful and sympathetic towards the

problems faced by the workers at the workstation.

6. Majority of the employees feel that there should be an effective policy for
providing housing facilities .

7. Management has to support the employees in workloads and career guidance.

8. Coordination between all the departments to achieve the employee satisfaction

towards working conditions.

9. The organization should maintain good salary measures.

10. Better salary policies are needed to be implemented .

 CONCLUSION

It has been a wonderful experience working with FORTUNE MURALI PARK HOTEL

as they have given me an opportunity to learn about the human resource management

sector of the company. I have been to various departments in the company and knowing

about all the operations of the organization. I have visited various managers and

employees who explained about the various methods of employee motivation which the

company uses to keep their employees satisfied. It is very important to maintain good

relations in the world of business to ensure survival. An effective time management

allows us to do our assignment efficiently and meet our schedules on time which thus

increases the credibility of the employees thus leading to more incentives in their pockets.

In working environment, teamwork is vital in contributing to a strong organization.

Teamwork is also essential in reaching the goals of the organization as an entity.

 BIBLIOGRAPHY

Ashwathappa. K Human Resource Management

Tata Mc Graw Hill Publications

Deith Davis Human Relation at Work

Tripathi Personnel management & industrial relations

P. Subba Rao Essentials of Human Resources and industrial relations

C.B. Mamoria Human Resource Management