Summer Internship Project

On
“A STUDY ON JOB SATISFACTION AMONG THE EMPLOYEES”

Royal Orchid Hotel

PROJECT REPORT
SUBMITTED IN
PARTIAL FULFILLMENT OF
BACHELOR OF BUSINESS ADMINISTRATION
TO
THE IIS UNIVERSITY, JAIPUR

Submitted by:
BBA Semester IV
ICG/2016/21828

Under the Supervision of:

Dr. Shweta Kastiya
Sr. Assistant Professor
Discipline of Management Studies
The IIS University
Department of Management
2017-18

ACKNOWLEDGEMENT
“No man is an island in itself rightly proclaim John done the metaphysical
poet to let the world know the reality of human existence. “Achieving a
milestone for any person alone is extremely difficult. However, there are
motivations which come across the curvaceous path like twinkling stars in the sky
and make out task much easier.

First of all I would like to thank DR. SHWETA KASTIYA MA’AM of The IIS
University, Jaipur for giving me the opportunity to do the project. She cheerfully
devoted her valuable time and showed deep interest in my dissertation work,
which encouraged me to carefully study and successfully complete this project.

I am indebted Royal Orchid hotel for providing young aspirants like me an

opportunity to get an experience of the actual working conditions in an industry
which will be a great help in facing future with greater confidence.

I’m also thankful to Ms. GUNJAN SUKUL, HR Training Manager Royal Orchid
hotel for her active participation and guidance towards my project. Her unfailing
guidance during the project is commendable. In spite of her professional
commitments and busy schedules, she has been kind enough to spare her
valuable time to guide me. I lack in words to thank her and express my gratitude.
Last but not the least, I would like to thank my parents, the faculty, Department of
BBA, the teaching staff, and my classmates who are directly or indirectly involved
in the successful completion of the project.
 PREFACE

This study is on analysis of fact with respect to THE ROYAL ORCHID

HOTEL. The company files and documents provided for primary sources of
data. The study is in descriptive in nature. This project is intended to give a deep
insight into the topic “A STUDY ON JOB SATISFACTION AMONG THE
EMPLOYEES OF THE ROYAL ORCHID HOTEL, JAIPUR”.

It involves an in depth study of details of employees job satisfaction and

communication between top level and bottom level management. It includes a
detailed analysis about the requirements of employee. It is done to improve the
satisfaction of employees.

This project uses 50 respondents in the organization. The questionnaire method is

used to collect and analyze the data properly. The overall objective of this project
is to analyze the job satisfaction of employees in THE ROYAL ORCHID HOTEL,
JAIPUR.
 CONTENTS
S. No Particulars
Table of content
Chapter 1 Introduction to the topic
Chapter 2 History of Company
Chapter 3 Research Design
 Review of Literature
 Justification & Relevance of the Study
 Theoretical Framework (Variables of the
study)
 Scope of the Study (Geographical Area
covered)
 Research Objectives
 Research Hypothesis (Null & alternative)
 Universe and Sample details of the Study
 Data Collection techniques
 Statistical techniques and tools used
 Techniques: Tables, diagrammatic
presentation, arithmetic mean, standard
deviation, correlation, regression, t test, chi
square test, ANOVA.
 Tools: MS-Excel, SPSS
 Limitation of the study
Chapter 4 Data Analysis and Interpretation
Chapter 5 Findings, Conclusions and Suggestions
 Findings
 Conclusions
 Suggestions
References
Appendices (Questionnaire, Data Sheet, SPSS
Output, etc.)
INTRODUCTION TO THE TOPIC
The title of the project is “A STUDY ON JOB SATISFACTION AMONG THE EMPLOYEES”
(HOTEL ROYAL ORCHID, JAIPUR).

Job satisfaction describes how happy an individual is with his or her job. The happier people
are within their job, the more satisfied they are said to be. Logic would dictate that the most
satisfied (“happy”) workers should be the best performers and vice versa. This is called the
"happy worker" hypothesis. However, this hypothesis is not well supported, as job satisfaction is
not the same as motivation or aptitude, although they may be clearly linked. A primary influence
on job satisfaction is the application of design, which aims to enhance job satisfaction and
performance using methods such as job rotation, job enlargement, job enrichment and job re-
engineering. Other influences on satisfaction include management styles and culture, employee
involvement, empowerment, and autonomous work position. Job satisfaction is a very important
attribute and is frequently measured by organizations. The most common technique for
measurement is the use of rating scales where employees report their thoughts and reactions to
their jobs. Questions can relate to rates of pay, work responsibilities, variety of tasks,
promotional opportunities, the work itself, and co-workers. Some examinations present yes-or-
no questions while others ask to rate satisfaction using a 1-to-5 scale, where 1 represents "not
at all satisfied" and 5 represents "extremely satisfied. “Job satisfaction has been defined as a
pleasurable state resulting from the appraisal of an effective reaction to one’s job and an
attitude towards one’s job. We form attitudes towards our jobs by taking into account our
feelings, our beliefs and our behaviors. Job satisfaction is in regard to one’s feelings as state of
mind regarding the nature of their work. Job satisfaction can be influenced by a variety
of factors e.g. the quality of one’s relationship with their supervisors, the quality of the physical
environment in which they work, degree of fulfillment in their work etc. Job satisfaction is not the
same as motivation although it is clearly linked.

Job satisfaction is not the same as motivation. It is more if an attitude, an internal state of the
person concerned. It could, for example, be associated with a personal feeling of achievement.
Job satisfaction is an individual’s emotional reaction to the job itself. It is his attitude towards his
job.
Definitions:
 “Job satisfaction does not seem to reduce absence, turnover and perhaps accident rates”.-
Robert L. Kahn
 “ J o b s a t i s f a c t i o n i s a g e n e r a l a t t i t u d e t o w a r d s o n e ’ s j o b : t h e d i f f e r e n c e
b e t w e e n t h e amount of reward workers receive and the amount they believe they should
receive.”-P. Robbins J o b s a t i s f a c t i o n d e f i n e s a s “ T h e a m o u n t o f o v e r a l l p o s i t i v e
a f f e c t ( o r f e e l i n g ) t h a t individuals have toward their jobs.”-Hugh J. Arnold and Daniel C.
Feldman “Job satisfaction is the amount of pleasure or contentment associated with a job. If you
like your job intensely, you will experience high job satisfaction. If you dislike your job intensely,
you will experience job dissatisfaction.”
By Andrew J DuBrins, the practice of supervision, New Delhi,
Job satisfaction is one part of life satisfaction. The environment influences 
t h e   j o b . Similarly, since a job is important part of life; job satisfaction influences
one’s general life satisfaction. Manager may need to monitor not only the job and
immediate work environment but also their employees’ attitudes towards other part of life.

PAY
Wages do play a significant role in determining of satisfaction. Pay is instrumental in
fulfilling so many needs. Money facilities the obtaining of food, shelter, and clothing
and provides the means to enjoy valued leisure interest outside of  work. Moreover,
pay can serve as symbol of achievement and a source of recognition. Employees often see
pay as a reflection of organization. Fringe benefits have not been found to have strong influence
on job satisfaction as direct wages.

THE WORK ITSELF

Along with pay, the content of the work itself plays a very major role in determining
how satisfied employees are with their jobs. By and large, workers want jobs that
are c h a l l e n g i n g ; t h e y d o w a n t t o b e d o i n g m i n d l e s s j o b s d a y a f t e r d a y . T h e
t w o m o s t 50
important aspects of the work itself that influence job satisfaction are variety and control over
work methods and work place. In general, job with a moderate amount of
variety produce the most job satisfaction. Jobs with too little variety cause workers to feel bored
and fatigue. Jobs with too much variety and stimulation cause
workers to feel psychologically stressed and ‘burnout’.

PROMOTION
Promotional opportunities have a moderate impact on job satisfaction. A promotion to a higher
level in an organization typically involves positive changes I supervision, job
content and pay. Jobs that are at the higher level of an organization
u s u a l l y p r o v i d e workers with more freedom, more challenging work assignments and high
salary.

SUPERVISION
Two dimensions of supervisor style:
1. Employee centered or consideration supervisors who establish a supportive
personal relationship with subordinates and take a personal interest in them.
2. The other dimension of supervisory style influence participation in decision
making, employee who participates in decision that affect their job, display a much higher level
of satisfaction with supervisor at the overall work situation.

WORK GROUP
Having friendly and co-operative co-workers is a modest source of job satisfaction
to i n d i v i d u a l e m p l o y e e s . T h e w o r k i n g g r o u p s a l s o s e r v e a s a s o c i a l s u p p o r t
s y s t e m o f   51employees. People often used their co-workers as sounding board for their
problem of as a source of comfort.

WORK CONDITION
The employees desire good working condition because they lead to greater physical
comfort. The working conditions are important to employees because they can influence life
outside of work. If people are require to work long hours and / or overtime, they will have very
little felt for their families, friends and recreation outside work.

DETERMINANTS OF JOB SATISFACTION

While analyzing the various determinants of job satisfaction, we have to keep in
mind that: all individuals do no derive the same degree of satisfaction though they perform the
same job in the same job environment and at the same time. Therefore, it appears
that besides the nature of job and job environment, there are individual variables which
affect job satisfaction. Thus, all those factors which provide a fit among individual
variables, nature of job, and situational variables determine the degree of job satisfaction. Let
us see what these factors are.

Individual factors
 Individuals have certain expectations from their jobs. If their expectations are met
from the jobs, they feel satisfied. These expectations are based on an individual’s
level of education, age and other factors.

Level of education
Level of education of an individual is a factor which determines the degree
o f j o b satisfaction. For example, several studies have found negative correlation
between
thel e v e l   o f   e d u c a t i o n ,   p a r t i c u l a r l y   h i g h e r   l e v e l   o f   e d u c a t i o n ,   a n d   j o b   s a t i s f a
c t i o n .   T h e  possible reason for this phenomenon may be that highly educated persons have
very high expectations from their jobs which remain unsatisfied. In their case, Peter’s
principle which suggests that every individual tries to reach his level of
incompetence, applies more quickly.

Age
 Individuals experience different degree of job satisfaction at different stages of their life. J o b
satisfaction is high at the initial stage, gets gradually reduced, starts rising
u p t o certain stage, and finally dips to a low degree. The possible reasons for this
phenomenon are like this. When individuals join an organization, they may have
some unrealistic assumptions about what they are going to drive from their work. These
assumptions make them more satisfied. However, when these assumptions fall short of reality,
job satisfaction goes down. It starts rising again as the people start to assess the jobs in
right perspective and correct their assumptions. At the last, particularly at the far end
of the career, job satisfaction goes down because of fear of retirement and future outcome.

The father of scientific management Taylor's (1911) approach to job satisfaction was based on
a most pragmatic & essentially pessimistic philosophy that man is motivation by money alone.
That the workers are essentially 'stupid & phlegmatic' & that they would be satisfied with work if
they get higher economic benefit from it. But with the passage of time Taylor's solely monetary
approach has been changed to a more humanistic approach. It has come a long way from a
simple explanation based on money to a more realistic but complex approach to job
satisfaction. New dimensions of knowledge are added every day & with increasing
understanding of new variables & their inter play; the field of job satisfaction has become
difficult to comprehend. The term job satisfaction was brought to limelight by Hoppock (1935).
He reviewed 32 studies on job satisfaction conducted prior to 1933 & observed that job
satisfaction is a combination of psychological, physiological & environmental circumstances that
cause a person to say. 'I am satisfied with my job'. Locke defines job satisfaction as a
"pleasurable or positive emotional state resulting from the appraisal of one's job or job
experiences". To the extent that a person's job fulfils his dominant need & is consistent with his
expectations & values, the job will be satisfying.
'Hotels in India' has supply of 110,000 rooms. According to the tourism ministry, 4.4 million
tourists visited India last year and at current trend, demand will soar to 10 million in 2010 - to
accommodate 350 million domestic travelers. 'Hotels in India' has a shortage of 150,000 rooms
fueling hotel room rates across India. With tremendous pull of opportunity, India is a destination
for hotel chains looking for growth. The World Travel and Tourism Council, India, data says,
India ranks 18th in business travel and will be among the top 5 in this decade. Sources
estimate, demand is going to exceed supply by at least 100% over the next 2 years. Five-star
hotels in metro cities allot same room, more than once a day to different guests, receiving
almost 24-hour rates from both guests against 6-8 hours usage. With demand-supply disparity,
'Hotel India' room rates are most likely to rise 25% annually and occupancy to rise by 80%, over
the next two years. 'Hotel Industry in India' is eroding its competitiveness as a cost effective
destination. However, the rating on the 'Indian Hotels' is bullish. 'India Hotel Industry' is adding
about 60,000 quality rooms, currently in different stages of planning and development and
should be ready by 2012. MNC Hotel Industry giants are flocking India and forging Joint
Ventures to earn their share of pie in the race. Government has approved 300 hotel projects,
nearly half of which are in the luxury range. Sources said, the manpower requirements of the
hotel industry will increase from 7 million in 2002 to 15 million by 2010. With the USD 23 billion
software services sector pushing the Indian economy skywards, more and more IT
professionals are flocking to Indian metro cities. 'Hotel Industry in India' is set to grow at 15% a
year. This figure will skyrocket in 2010, when Delhi hosts the Commonwealth Games. Already,
more than 50 international budget hotel chains are moving into India to stake their turf.
Therefore, with opportunities galore the future 'Scenario of Indian Hotel Industry' looks rosy.
HISTORY OF HOTEL INDUSTRY
One of the fastest growing sectors of the economy of our time is the hotel
industry. The hotel industry alone is a multi-billion dollar and growing enterprise. It is exciting,
never boring and offer unlimited opportunities. The hotel industry is diverse enough for people
to work in different areas of interest and still be employed within the hotel industry. This trend
is not just in India, but also globally. Modern hotels provide refined services to their guests.

The concept of total quality management is found getting an important place in the marketing
management of hotels. The emerging positive trend in the tourism industry indicates that hotel
industry is like a reservoir from where the
foreign exchange flows. This naturally draws our attention on HOTELMANAGEMENT. Like
other industries, the hotel industry also needs to explore avenues for innovation, so that a fair
blending of core and peripheral services is made possible. It is not to be forgotten that the
leading hotel companies of the world have been intensifying research to enrich their peripheral
services with the motto of adding additional attractions to their service mix. It is against
this background that we find the service mix more flexible in nature.

According to the British laws a hotel is a place where a “bonafied” traveler can receive
food and shelter provided he is in a position to for it and is in a fit condition to receive.
Hotels have a very long history, but not as we know today, way back in the 6 th century BC
when the first inn in and around the city of London began to develop. The first catered to
travelers and provided them with a mere roof to stay under. This condition of the inns
prevailed for a long time, until the industrial revolution in England, which brought about
new ideas and progress in the business at inn keeping. The invention of the steam
engine made traveling even more prominent. Which had to more and more people
traveling not only for business but also for leisure reasons? This lead to the actual
development of the hotel industry as we know it today. Hotel today not only cater to the
basic needs of the guest like food and shelter  provide much more than that, like
personalized services etc.Hotels today are a “Home away from home”.

Specialty hotels
Historic Inns and boutique hotels

Hotel Astoria and a statue of Tsar Nicholas I of Russia in front, in Saint Petersburg, Russia

Boutique hotels are typically hotels with a unique environment or intimate setting. Some hotels
have gained their renown through tradition, by hosting significant events or persons, such as
Schloss Cecilienhof in Potsdam, Germany, which derives its fame from the Conference of the
World War II allies Winston Churchill, Harry Truman and Stalin in 1945. The Taj Mahal Palace
Tower in Mumbai’s one of India's most famous and historic hotels because of its association
with the Indian independence movement. Some establishments have given name to a
particular meal or beverage, as is the case with the Waldorf Astoria in New York City, United
States where the Waldorf Salad was first created or the Hotel Sacher in Vienna, Austria, home
of the Sachertorte. Others have achieved fame by association with dishes or cocktails created
on their premises, such as the Paris where the Suzette was invented or the Raffles Hotel in
Singapore, where the Sling cocktail was devised.
Hotel Ritz in Paris, France

Chicago's Mile has hosted many skyscraper hotels such as the Allerton Hotel

A number of hotels have entered the public consciousness through popular culture, such as the
Ritz Hotel in London, through its association with Irving Berlin's song, 'Putting'. The Hotel in
New York City is famed as the meeting place of the literary group, the Algonquin Round Table,
and Hotel Chelsea, also in New York City, has been the subject of a number of songs and the
scene of the stabbing of Nancy Spungen (allegedly by her boyfriend Sid Vicious).

Resort hotels

The Atlantis Paradise Island resort in Paradise Island, Bahamas

Some hotels are built specifically to create a captive trade, example at casinos and holiday
resorts. Though of course hotels have always been built in popular destinations, the defining
characteristic of a resort hotel is that it exists purely to serve another attraction, the two having
the same owners.

On the Las Vegas Strip there is a tradition of one-upmanship with luxurious and extravagant
hotels in a concentrated area. This trend now has extended to other resorts worldwide, but the
concentration in Las Vegas is still the worlds highest: nineteen of the world's twenty-five largest
hotels by room count are on the Strip, with a total of over 67,000 rooms.

In Europe Center Parks might be considered a chain of resort hotels, since the sites are largely
man-made (though set in natural surroundings such as country parks) with captive trade,
whereas camps such as Butlins and Pontin's are probably not considered as resort hotels, since
they are set at traditional holiday destinations which existed before the camps .

Other specialty hotels

RMS Queen Mary, Long Beach, California, United States

 The Burj al-Arab hotel in Dubai, United Arab Emirates, built on an artificial island, is
structured in the shape of a boat's sail.
 The Hotel in New York City, is unique in that each of its ten floors is assigned one
category from the Dewey Decimal System.
 The Jailhotel Löwengraben in Switzerland’s a converted prison now used as a hotel.
 The Luxor, a hotel and casino on the Las Vegas Strip in Paradise, Nevada, United States
is unusual due to its pyramidal structure.
 The Liberty Hotel in Boston, used to be the Charles Street Jail.
 Built in Scotland and completed in 1936, the former ocean liner RMS Queen Mary in
Long Beach, California, United States uses its first-class staterooms as a hotel, after
retiring in 1967 from transatlantic service.
 Throughout the world there are several hotels built from converted airliners.
Unique hotels

Tree house hotels

Some hotels are built with living trees as structural elements, for example the Tree hotel near
Pieta, Sweden, the Costa Rica Tree House in the Gandoca-Manzanillo Wildlife Refuge, Costa
Rica; the Treetops Hotel in Aberdare National Park, Kenya; the Towers near Manaus, Brazil, on
the Negron the Amazon; and Bayram's Tree Houses in Olympus, Turkey.

Straw bale hotels

In Nax Mont-Noble, a little ski resort situated on 1300 meters in the Swiss Alps, construction for
the Maya Guesthouse started in October 2011. It will be the first hotel in Europe built entirely
with straw bales. Due to the insulation values of the walls it will need no heating.

Bunker hotels

The Null Stern Hotel in Teufen, Appenzellerland, Switzerland and the Concrete Mushrooms in
Albania are former nuclear bunkers transformed into hotels.

CLASSIFICATION OF HOTEL

Hotel can be classified into different categories or classes, based on their operational

criteria. For example the type of accommodation they provide, location of the property,
type of services provided, facilities given and the clientele they cater to can help
categories hotels today.
Hotels today are basically classified into the following categories:
Market segment:
•Economy / limited services hotel

•Mid market hotel

•All suite hotels

•Time-share hotels

•Condotel / Condiminium
•Executive hotels

•Luxury / Deluxe hotels

Property type:

•Traditional hotel

•Motels

•Bread and break fast inns

•Commercial hotel

•Chain hotel

•Casino hotel

•Boutique hotels

•Resorts

Spas

Conference resorts

According to size:

•Small hotels [150 rooms]

•Medium hotels [up to 299rooms]

•Large hotels [up to 600rooms]

INTRODUCTION OF HOTEL ROYAL ORCHID
Our History

Mr. Chender Baljee

Royal Orchid Hotels, one of the most prominent hotel brands in India, was born out of Mr.
Chender Baljee’s vision. Coming from a famous hotelier family in Shimla, he always had a
natural affinity to hospitality. In the past 36 eventful years, the founder of the hotel group, Mr.
Baljee, amidst initial glitches, instrumented in writing some inspiring and glorious chapters in the
history of the hotel group.
Post completion of MBA, and a small stint in family business, Mr. Baljee started his own
restaurant ‘Fascination’ in Shimla. To appease his yearning to accomplish greater heights and
achievements in the industry, Mr. Baljee started sourcing opportunities. When he got to know
about two Mysore hotels up for lease, he came down all way from Shimla to the heart of South
India. The promised pot of gold came with its share of patience and struggle, but Mr. Baljee
succeeded in establishing his very first hotel by leasing the erstwhile ‘The Stay Longer Hotel’ in
Bangalore and renamed it Harsha (now operating under the ‘Ramada’ brand).In the year 1985,
when Harsha started to bring in decent business, he had an urge to venture in something bigger
and soon he found the golden opportunity of leasing land on a prime location near the old
Bangalore airport. Though he had planned to build it as a 3 star hotel, Hotel Royal Orchid went
on to become his first 5-star, flagship hotel, and ultimately the hotel was launched in the year
2001. In 2003, the hotel industry witnessed a tremendous boom and for Royal Orchid Hotels,
there was no looking back. By the year 2004 Mr. Baljee succeeded adding four hotels including
Royal Orchid Central, and Hotel Metropole under his company’s wing and constantly
contemplated making the company’s presence felt nationally. Soon he embarked on new
projects in Hyderabad, Jaipur and Pune. In order to raise funds for his ambitious endeavors,
Royal Orchid Hotels went public in the year 2006 and raised Rs 130 crore in the IPO.
The Royal Orchid Hotel group soon achieved remarkable position in the hospitality industry and
now operates 12 hotels across Bangalore, Mysore, Pune, Jaipur, Goa and Hyderabad. One of
the fastest growing hospitality chains in India, the Royal Orchid Hotels brand always intended to
provide high quality accommodation at an affordable price. The group is now determined to
strengthen its national presence by establishing properties in upcoming markets across India
like Mumbai, Ahmadabad and Hyderabad among others. The inspiring history of the group
reinforces that a vision leads to attainment, and with the continual perseverance of the able
visionary and his dedicated workforce, Royal Orchid can only anticipate realizing bigger
ventures in the future.

Sunil Sikka
Whole time Director

A Post Graduate in Commerce, Mr. Sunil Sikka has an experience in the Export Business.

Anjali Upadhyay

Vice President - HR, Admin & IT

Ms Anjali Upadhyay is a MBA in Human Resources & International Marketing from IIM Udaipur.
Prior to Joining Royal Orchid Hotels Ltd, she worked with DLF Ltd, New Delhi as AVP-HR,
Bharat Hotels (The LaLit Suri Hospitality) as Group HR Head, Keane India Ltd, Tata
Consultancy Services, CMC Ltd. and Usha Telecom. She has over 23 years of rich experience
in Human Resource Management, Talent Management, OD, OB, Compensation and benefits
with Information Technology, Telecom, Real Estate & Hospitality sectors.

Shekhar Bhargava

Executive Vice President

He is an alumni of IHM, Mumbai with over 27 years experience with leading hotel chains like
The Taj Hotels, Welcom Group Hotels, Holiday Inn, Choice Hotels and other International
Hotels in India and other European countries. He loves playing chef even in his personal life, a
keen cuisine enthusiast, loves tennis and reading.

Vijay K Rekhi
Independent Director

Mr. Vijay K Rekhi is a leading figure in the beverage alcohol industry with over four decades of
experience with reputed companies in India and abroad. He holds a master degree in
Economics from Delhi School of Economics and MBA from IIM Ahmedabad. He is the former
President and Managing Director of United Spirits Limited and currently Chairman of its
Executive Committee. Mr. Rekhi is also a Director in a few leading global companies and holds
honorary positions in various trade associations.

Vision

“To be the preferred group of hotels for the discerning global traveler.”

“The high-performance focus through which we aspire to achieve success and to be the #1
Hospitality Company in the World.”

Corporate Mission Statement

“To enhance the lives of our customers by creating and enabling unsurpassed on and leisure
experiences.”

To our guests
Royal Orchid Hotels is in the hospitality business to provide superior service with competitive
pricing. We are committed to offer quality accommodation and services to our guests. We strive
to achieve Excellence in Service and Standards.

To our employees
To provide all employees with a fair package of employment and a conducive working
environment. This is done by recruiting and training employees who are keen to progress,
willing to learn new skills and accept greater responsibilities .

To the community
To ensure each hotel recognizes its responsibilities and contribution to the community .

Our Brands
Five star Business Hotel

Four star Business Hotel

Four star Extended-Stay Hotel

Four star Business Hotel

BROAD IDEA OF THE PRODUCT AND SERVICES OFFERED

 Events

 Social events

 Weddings, Fund-raising parties, sports groups, Anniversaries, etc…

 Event planners available that will help you plan that special occasion.

 Meetings

 Technology support, global conferencing, small to grand scale conferencing

centers.

 Specials and Packages offered

 Last minute weekend package, Design your own trip, and Escape packages.

 Senior traveling packages

CORE VALUES
Core values are beliefs and philosophies that make up the foundation of the company. They
should not change over time. They are enduring, unique and make the company great.
Core values are the ideals that serve as the foundation of all aspects of Royal orchid spirit to
serve.

CULTURE

 In the words of Hotel ROYAL ORCHID, “Culture is the life-thread and glue that links our
past, present, and future.”

 Royal Orchid’s simple goal: To provide “Good Food and Good Service at a Fair Price”

 Culture is the experience we create in the minds of our customers and is demonstrated
through the behavior of our associates.

ROYAL ORCHID’S STRUCTURE

 General Manager, Department Managers (several), Supervisors, Associates

 Departmentalization

 Functional departmentalization

 Unity of Command

 One person reports to only one manager

Awards

Over the years, our efforts to bring smiles on the faces of our customers have been handsomely
rewarded.

 Royal Orchid Hotels limited achieves yet another milestone

The Group Wins the National Energy Conservation Award, 2011 in the hotel sector. The group
won the award for its contribution towards saving energy consumption in its property – Royal
Orchid Central in Bangalore. The award was granted by the Union Ministry of Power at Vigyan
Bhawan in New Delhi on the 14th Dec2011. The Honorable Prime Minister of India, Dr.
Manmohan Singh inaugurated the function to honour those who have taken special efforts to
reduce energy consumption while maintaining their production and services.

 Royal Orchid Beach Resort & Spa, Goa wins the Pegas ` Award for Excellence
  Royal Orchid Central Grazia, Navi Mumbai wins the: Best Emerging Business hotel of the
year most admired GM of the year award At the Golden Star Awards

 Royal Orchid central Ahmadabad wins the “Most Admired General Manager of the Year”
at the Golden Star awards

 Royal Orchid Hotel’s executive awarded the “Most Admired Executive House Keeper”
award at the GOLDEN STAR AWARDS 2010

 Royal Orchid Central-Pune awarded the “Hotel of the Year” in the First Class Business
Hotel Category at the GOLDEN STAR AWARDS 2010

 Royal Orchid Central, Pune has received ‘Best Three-Star Hotel’ award at the National
Tourism Award 2008-09, organized by Ministry of Tourism (MoT)

 Best Grand Heritage Tourism Award 2008 by INTACH- SATTE for Royal Orchid
Metropole, Mysore

 The Best Business Hotel, 2006 for Royal Orchid Central, Bangalore.

 Conde Nast Traveler Hot Tables List 2006 for Paparazzi, at Royal Orchid Central,
Bangalore.

 Best Oriental Restaurant 2006 by the Times Food Guide for Ginseng, at Hotel Royal
Orchid, Bangalore.
 “Galileo Express Travel Award 2008” for “Best Regional Hotel Brand 07-08” for Royal
Orchid Hotels.

SWOT ANALYSIS

Royal Orchid hotel is a global hospitality company that operates and franchises

hotels and lodging facilities. The company with its global presence and strong
brand recognition is a formidable player in the international lodging market.
However, the threats of terrorist attacks could hamper the company’s international
operations.
Strengths
Technical innovations to ease the business process and increase hassle-free experience for the
customers.
Higher brand recognition and recall makes the company priority choice for clients.
Global presence and strong brand portfolio diversifies the revenue sources .

Weaknesses
Business model which has the potential to dilute the brand perception and limit the revenue
growth.
High leverage combined with downgrade in rating will affect the future capital generation and
expansion projects.
Weak financial performance affecting the company’s expansion plans.

Opportunities
Strong growth in the hotel and motel industry in emerging markets.
Improving hospitality market in the US.
Brand innovations to suit the changing customer preferences .

Threats
Vulnerability to terrorist attacks raises security and safety concerns.
Timeshare business vulnerable in a dismal capital and credit market.
Fragmented and intensely competitive lodging industry.
 REVIEW OF LITERATURE

 Davis in his article, "Hierarchy and Organisational Climate", says that
organizational climate may reflect a variety of executive rule following propensities.
Organizational climate should be used in recruitment to determine whether the individual
is rule bound or freewheeling.

Sinha and Sharma are of the opinion that age and marital status is significantly related to
job satisfaction.

 Baldev R.Sharma and Sarita Bhaskar, in their study entitled. "The determinants

of job satisfaction among engineers in public sector undertaking", state that
multivariate
analysis traced the conclusion that there is no significant relation with ego and job
satisfaction.

 Stareevich who studied first line supervisors, middle managers and professional
employees has stated that occupational levels didn’t significantly affect their job
Satisfaction of job dissatisfaction.
.

 Hoppock (1935) defined job satisfaction as the individual's overall feeling about the job
as expressed in liking or disliking. Smith, Kendall, and Hulin (1969) define it is "the
feelings the worker has about his job". Maslow (1954) considered satisfaction in terms of
human needs.

 Philip apple while has listed five major components of job satisfaction as,
1. Attitude towards work group.
2. General workings conditions.
3. Attitude towards company.
4. Monetary benefits and
5. Attitude towards supervision.
.

RESEARCH GAP
Working Environment is directly connected to job satisfaction which has been proved by various
researchers but the lacking areas that were found up to the extent of the reviewed literature are
as follows:
 There are various factors affecting working environment and most of the researchers had
not emphasized on non monetary factors contributing to working atmosphere.
 The study on working environment has been mainly conducted at state level.
 The set of respondents mainly comprises of employees from jaipur in Rajasthan.
 Mostly the earlier studies conducted in this sphere had not taken into consideration
analyzing impact of different aspects of working environment on job satisfaction
for the study.
 The earlier studies had been restricted to other hotels.

OBJECTIVES OF THE STUDY

The objective of the study is as follows:

1) To assess the satisfaction level of employees in THE ROYAL ORCHID HOTEL.

2) To identify the factors which influence the job satisfaction of employees.

3) To identify the factor which helps improves the satisfaction level of employees.

4) To know the employee satisfaction towards the facilities.

5) To offer valuable suggestions to improve the satisfaction level of employees.

JUSTIFICATION AND RELEVANCE OF THE STUDY

  The study helped to understand the preferences of the employees with regard to thir job
and their satisfaction and performance.
 When studies on job satisfaction are looked for either on any of the search engines or
any other platform, than mostly the earlier studies had been conducted in India, hence
this study was proposed to be conducted in Rajasthan and to be more precise in Jaipur
city.

SCOPE OF THE STUDY

This study emphasis on the following scope:

 To identify the employees level of satisfaction upon that job.

 This study is helpful to the organisation for conducting further research.
 It is helpful to identify employer’s level of satisfaction towards welfare measure.
 This study is helpful to the organisation for identifying the area of dissatisfaction of job
of the employees.
 Job satisfaction comprises of extrinsic and intrinsic factors that help maintain able and
willing work forces.

CONCEPTUAL FRAMEWORK AND MODEL OF THE STUDY

Figure showing variables under study

 HYPOTHESES OF THE STUDY

Ha1: There is a significant difference between the job satisfaction level of selected
employees of The Royal Orchid Hotel, Jaipur.

Ha2: There is a significant difference between the employees who work under
pressure, continuation of the job, salary, organization of The Royal Orchid Hotel,
Jaipur.

Ha3: There is a significant association between responsibilities & authorities and gender
of the employees.

RESEARCH DESIGN

A research is the arrangement of the conditions for the collections and analysis of the data in a
manner that aims to combine relevance to the research purpose with economy
in procedure. In fact, the research is design is the conceptual structure within which research is
conducted; it constitutes the blue print of the collection, measurement and analysis of the data.
As search the design includes an outline of what the researcher will do from writing
the hypothesis and its operational implication to the final analysis of data.

Research Design can be categorized as:

TYPES OF RESEARCH DESIGN

 EXPLORATORY RESEARCH DESIGN

 DESCRIPTIVE & DIAGNOSTIC RESEARCH DESIGN

 EXPERIMENTAL RESEARCH DESIGN

Keeping in view the above objectives Descriptive Research is adopted.
In Descriptive as well as diagnostic studies, the researcher must be able to define clearly, what
he want to measure and must find adequate method of measuring it along with a clear cut
definition of “population” he want to study.

The design in such studies must be rigid and not flexible and must focus on the following.
 Formulating the objective of the study
 Design the method of data collection
 Selection the sample
 Collection the data
 Processing and analysis the data
 Reporting the findings.
The report has been based on primary as well as secondary data analysis. The study has been
exploratory as it aims at examining the secondary data for analyzing the various aspects of
international trade. The knowledge thus gained from this preliminary study forms the basis for
the further detailed Descriptive research. In the exploratory study, the various documents
necessary were identified and important ones short listed.

DATA COLLECTION

In dealing with any research problem it is often found that data at hand are inadequate, and
hence, it becomes necessary to collect data that are appropriate. The task for data collection
begins after a research problem has been defined and research design chalked out.

Primary Data:

The primary data are those which are collected afresh and for the first time, and thus happen
to be original in character Collection of primary data. There are several method of collecting
primary data, particularly in surveys and descriptive researches.

>Observation Method

>Interview Method

>Through Questionnaires

Questionnaire

This method of data collection is quite popular, particularly in case of big enquires. In this
method a questionnaire is sent to the persons concerned with a request to answer the
questions and return the questionnaire.
Secondary Data:

Secondary data are those which already been gathered early for some other purpose are
secondary data in the hands of the marketing researcher. In contrast, those data which are
collected at the first hand either by the researcher or by someone else especially for the
purpose of the study are known as primary data. Thus, primary data collected by one person
may become the secondary data for another. Secondary data saves much of time, cost of the
project.

Research is totally based on Primary Data. Secondary Data can be used for the reference.
Research has been done by Primary Data, and primary data has been collected by meeting
with the employees in the hotel. Data collection has been done through by giving structured
questioner and through personal interview. This study will be based on sampling. This is an
Exploratory Type of research.

The study was aimed at measuring the employees’ job satisfaction in hotel Royal Orchid and
the comparison of employees’ satisfaction of different hotels on basis of various parameters.

Sample size: For further research the questionnaire will be filled by 50 employees of Hotel
Royal Orchid, Jaipur.

SAMPLING TECHNIQUES

Simple Random Sampling- In a simple random sample (SRS) of a given size, all such subsets
of the frame are given an equal probability. Each element of the frame thus has an equal
probability of selection: the frame is not subdivided or partitioned. Furthermore, any given pair of
elements has the same chance of selection as any other such pair (and similarly for triples, and
so on). This minimises bias and simplifies analysis of results. In particular, the variance between
individual results within the sample is a good indicator of variance in the overall population,
which makes it relatively easy to estimate the accuracy of results.
 LIMITATIONS OF THE STUDY

However I shall try my best in collecting the relevant information for my research report, yet
there are always some problems faced by the researcher. The prime difficulties which I face in
collection of information are discussed below:-

Short time period:

The time period for carrying out the research was short as a result of which many facts
have been left unexplored.

Lack of resources:
Lack of time and other resources as it was not possible to conduct survey at large level.

Small no. of respondents:

Due to limited time survey is only taken of Jaipur Royal Orchid branch.

Unwillingness of respondents:
W h i l e c o l l e c t i o n o f t h e d a t a m a n y c o n s u m e r s were unwilling to fill the
questionnaire. Respondents were having a feeling of wastage of time for them.
 DATA AND ITS ANALYSIS

In the present study, responses from respondents were coded and tabulated in SPSS 22. For
analyzing data, both Descriptive statistical techniques (pie-charts and percentage) and
inferential statistical tools (One sample t test, Chi- Square test and ANOVA were used. The test
was conducted at 95 percent confidence level (or 5 percent level of significance). A five point
Likert scale [strongly disagree (5) to strongly agree (1)] was used.

Percentage Diagrammatic One Sample t

Analysis Presentation test

Chi Square One Way

test ANOVA
TABLE – 1- To know the Ages of the employees:

Age Frequency Percent

20-25 years 17 34.0
25-30 years 11 22.0
30-35 years 10 20.0
35-40 years 5 10.0

Above 40 years 7 14.0

Total 50 100.0

DIAGRAM -1
AGE
14% 34%
10% 20-25 years
25-30 years
30-35 years
35-40 years
above 40 years
20%
22%

INTERPRETATION
Above table inferred opinion of employees of THE ROYAL ORCHID, HOTEL regarding their
Ages. It shows that 34% of the employees are between 20-25 years of age; 22% of employees
are between 25-30 years of age; 20% of the employees are between 30-35 years of age; 10%
of the employees are between 35-40 years of age and 14% of the employees are above 40
years of age. It can be concluded that the employees between 20-25 years of age are working
more than other ages in the hotel.
 TABLE – 2- To know the Gender of the employees:

 Gender Frequency Percent

Male 28 56.0

Female 22 44.0

Total 50 100.0

DIAGRAM - 2
GENDER

44% Male
Female
56%

INTERPRETATION
Above table inferred opinion of employees of THE ROYAL ORCHID, HOTEL regarding their
Gender. It shows that 56% of the employees are Males and 44% of the employees are
Females. It can be concluded that Male employees are more than female employees in the
hotel.
 TABLE – 3– To know the Working Experience of the employees:

 Working Experience Frequency Percent

Below 2 years 16 32.0
2-4 years 23 46.0

4-6 years 7 14.0

above 6 years 4 8.0
Total 50 100.0

DIAGRAM - 3
WORKING EXPERIENCE
14% 8%
32% Below 2 years
2-4 years
4-6 years
above 6 years

46%

INTERPRETATION
Above table inferred opinion of employees of THE ROYAL ORCHID, HOTEL regarding their
Working Experience. It shows that 32% of the employees are having less than 2 years of
working experience; 46% of the employees are having 2-4 years of working experience; 14% of
the employees are having 4-6 years of working experience and 8% of the employees are having
more than 6 years of experience. It can be concluded that most of the employees are having

more than 2 years of experience and less than 4 years of experience .

 TABLE – 4- To know the Working Environment of the employees:

 Working Frequency Percent

Environment
Excellent 16 32.0
Good 23 46.0

Fair 11 22.0
Total 50 100.0

DIAGRAM - 4
WORKING ENVIRONMENT

22% 32% Excellent

Good
Fair
46%

INTERPRETATION
Above table inferred opinion of employees of THE ROYAL ORCHID, HOTEL regarding their
Working Environment. It shows that in the hotel 32% of the employees feel excellent working
environment; 46% of the employees feel good working environment and 22% of the employees
feels fair working environment. It can be concluded that most of the employees feel good
working environment in the hotel.
TABLE – 5–To know the level of satisfaction of employees towards
Non Monetary Benefits:

 Non Monetary Frequency Percent

Benefits
Highly Satisfied 26 52.0

Satisfied 22 44.0
Neither Satisfied nor 2 4.0
Dissatisfied
Total 50 100.0

DIAGRAM - 5
NON MONETARY BENEFITS
4% Highly Satisfied
Satisfied
Neither Satisfied nor
44% 52% Dissatisfied

INTERPRETATION
Above table inferred opinion of employees of THE ROYAL ORCHID, HOTEL regarding their
Non Monetary Benefits. It shows that 52% of the employees are highly satisfied with the non
monetary benefits; 44% of the employees are only satisfied and 4% of the employees are
neither satisfied nor dissatisfied. It can be concluded that most of the employees are highly
satisfied with the Non Monetary Benefits and none of the employees are dissatisfied with the
Non Monetary Benefits of the hotel.
TABLE – 6- To know the level of satisfaction of employees towards
the Work Assigned:

 Work Assigned Frequency Percent

Highly Satisfied 14 28.0

Satisfied 27 54.0
Neither Satisfied nor 9 18.0
Dissatisfied

Total 50 100.0

DIAGRAM - 6
WORK ASSIGNED
18% 28% Highly Satisfied
Satisfied
Neither Satisfied nor
Dissatisfied

54%

INTERPRETATION
Above table inferred opinion of employees of THE ROYAL ORCHID, HOTEL regarding their
Work Assigned. It shows that 28% of the employees are highly satisfied with the assigned
work; 54% of the employees are satisfied and 18% of the employees are neither satisfied nor
dissatisfied. It can be concluded that most of the employees are satisfied with the work
assigned to them and none of the employees are dissatisfied with the assigned work for the
hotel.
 TABLE – 7- To know the level of satisfaction of employees
towards career development programme:

 Career Development Frequency Percent

Highly Satisfied 12 24.0
Satisfied 28 56.0
Neither Satisfied nor 10 20.0
Dissatisfied
Total 50 100.0

DIAGRAM - 7
CAREER DEVELOPMENT
20% 24% Highly Satisfied
Satisfied
Neither Satisfied nor
Dissatisfied

56%

INTERPRETATION
Above table inferred opinion of employees of THE ROYAL ORCHID, HOTEL regarding their
Career Development. It shows that 24% of the employees are highly satisfied with the
development of their career; 56% of the employees are satisfied and 20% of the employees are
neither satisfied nor dissatisfied. It can be concluded that most of the employees are satisfied
with their development in their career and none of the employees are dissatisfied with their
development in the hotel.
 TABLE – 8- To know the satisfaction of respondents with
Top management:

 Top Management Frequency Percent

Highly Satisfied 20 40.0
Satisfied 29 58.0
Neither Satisfied nor 1 2.0
Dissatisfied
Total 50 100.0

DIAGRAM - 8
TOP MANAGEMENT
2%
Highly Satisfied
40% Satisfied
Neither Satisfied nor
Dissatisfied
58%

INTERPRETATION
Above table inferred opinion of employees of THE ROYAL ORCHID, HOTEL regarding their
Top Management. It shows that 40% of the employees are highly satisfied with their top
management; 58% of the employees are satisfied and only 2% of the employees are neither
satisfied nor dissatisfied. It can be concluded that most of the employees are satisfied with the
Top Management and none of the employees are dissatisfied with the Top Management of the
hotel.
TABLE – 9- To know the level of satisfaction of employees towards
Performance & Attitude of Subordinates:

Performance & Frequency Percent

Attitude 
Highly Satisfied 25 50.0
Satisfied 21 42.0
Neither Satisfied nor 4 8.0
Dissatisfied
Total 50 100.0

DIAGRAM - 9
PERFORMANCE & ATTITUDE

8%
Highly Satisfied
Satisfied
50% Neither Satisfied nor
Dissatisfied
42%

INTERPRETATION
Above table inferred opinion of employees of THE ROYAL ORCHID, HOTEL regarding their
Performance & Attitude of subordinates. It shows that 50% of the employees are highly
satisfied with their performance & attitudes; 42% of the employees are only satisfied and 8% of
the employees are neither satisfied nor dissatisfied. It can be concluded that most of the
employees are highly satisfied with their Performance & Attitude and none of the employees are
dissatisfied with their Performance & Attitude in the hotel.
 . TABLE –10- To know the level of satisfaction of employees
towards Responsibilities & Authorities of the job:

 Responsibilities & Frequency Percent

Authorities
Highly satisfied 11 22.0
Satisfied 26 52.0
Neither Satisfied nor 13 26.0
Dissatisfied
Total 50 100.0

DIAGRAM - 10
RESPONSIBILITIES & AUTHORITIES
26% 22%
Highly satisfied
Satisfied
Neither Satisfied nor
Dissatisfied

52%

INTERPRETATION
Above table inferred opinion of employees of THE ROYAL ORCHID, HOTEL regarding their
Responsibilities & Authorities. It shows that only 22% of the employees are highly satisfied
with their responsibilities & authorities; 52% of the employees are satisfied and 26% of the
employees are neither satisfied nor dissatisfied. It can be concluded that most of the employees
are satisfied with their Responsibilities & Authorities and none of the employees are dissatisfied
with their Responsibilities & Authorities in the hotel.
 TABLE – 11- To know the opinion of employees regarding
opportunities provided by the organisation:

 Opportunities Frequency Percent

Highly Satisfied 26 52.0

Satisfied 17 34.0
Neither Satisfied nor 7 14.0
Dissatisfied
Total 50 100.0

DIAGRAM - 11
OPPORTUNITIES
14% Highly Satisfied
Satisfied
Neither Satisfied nor
52% Dissatisfied
34%

INTERPRETATION
Above table inferred opinion of employees of THE ROYAL ORCHID, HOTEL regarding their
Opportunities. It shows that 52% of the employees are highly satisfied with their opportunities;
34% of the employees are satisfied and 14% of the employees are neither satisfied nor
dissatisfied. It can be concluded that most of the employees are highly satisfied with the
opportunities they get and none of the employees are dissatisfied with the opportunities offered

by the hotel.
 TABLE – 12- To know the level of satisfaction of employees
towards the Welfare Facilities provided by the management:

 Welfare Facilities Frequency Percent

Highly Satisfied 20 40.0

Satisfied 25 50.0
Neither Satisfied nor 5 10.0
Dissatisfied
Total 50 100.0

DIAGRAM - 12
WELFARE FACILITIES
10% Highly Satisfied
40% Satisfied
Neither Satisfied nor
Dissatisfied

50%

INTERPRETATION
Above table inferred opinion of employees of THE ROYAL ORCHID, HOTEL regarding their
Welfare Facilities. It shows that 40% of the employees are highly satisfied with their welfare
facilities; 50% of the employees are satisfied and 10% of the employees are neither satisfied
nor dissatisfied. It can be concluded that most of the employees are satisfied with their Welfare
Facilities and none of the employees are dissatisfied with their Welfare facilities of the hotel.
TABLE – 13- To know that whether they work
Under Pressure or not:

 Under pressure Frequency Percent

Yes 10 20.0
No 40 80.0
Total 50 100.0

DIAGRAM - 13
UNDER PRESSURE
20%

Yes
No

80%

INTERPRETATION
Above table inferred opinion of employees of THE ROYAL ORCHID, HOTEL regarding their
work Under Pressure. It shows that only 20% of the employees work under pressure and 80%
of the employees do not work under pressure. It can be concluded that only a few employees

work Under Pressure.

 TABLE – 14- To know whether they want to continue this job or
not:

 Continuation Frequency Percent

Yes 43 86.0

No 7 14.0
Total 50 100.0

DIAGRAM - 14
CONTINUATION

14%
Yes
No

86%

INTERPRETATION
Above table inferred opinion of employees of THE ROYAL ORCHID, HOTEL regarding their
continuation of job. It shows that 86% of the employees want to continue this job and 20% of
the employees do not want to continue this job. It can be concluded that only a few employees
do not want to continue their jobs in this hotel .
 TABLE – 15- To know the level of satisfaction of employees
towards their Salary:

 Salary Frequency Percent

Yes 42 84.0
No 8 16.0

Total 50 100.0

DIAGRAM - 15
SALARY
16%
Yes
No

84%

INTERPRETATION
Above table inferred opinion of employees of THE ROYAL ORCHID, HOTEL regarding their
Salary. It shows that 84% of the employees are satisfied with their salary and only 16% of the
employees are not satisfied with their salary. It can be concluded that only a few employees are
not satisfied or happy with their salary.
 TABLE – 16- To know the level of satisfaction of employees
towards the Organisation:

 Organization Frequency Percent

Yes 45 90.0
No 5 10.0
Total 50 100.0

DIAGRAM - 16
ORGANISATION
10%

Yes
No

90%

INTERPRETATION
Above table inferred opinion of employees of THE ROYAL ORCHID, HOTEL regarding their
Organization. It shows that 90% of the employees are satisfied with the organisation and only
10% of the employees are not satisfied with the organisation. It can be concluded that only a
few employees are not satisfied with the Organisation.
 SPSS OUTPUT
1) TABLE: Results of One Sample t test
One-Sample Statistics One-Sample Test
N Mea Std. Std. Error Test Value = 3
n Deviati Mean t D Sig. Mean 95% Confidence
on f (2- Differen Interval of the
Working 5 1.90 .73540 .10400 taile ce Difference
Environment 0 00 d) Lower Upper
Non Monetary 5 1.52 .57994 .08202 Working - 4 .000 -1.10000 - -.8910
Benefits 0 00 Environ 10. 9 1.309
Work 5 1.90 .67763 .09583 ment 57 0
Assigned 0 00 7
Career 5 1.96 .66884 .09459 Non - 4 .000 -1.48000 - -1.3152
Development 0 00 Monetar 18. 9 1.644
Programme y 04 8

Top 5 1.62 .53031 .07500 Benefits 5

Management 0 00 Work - 4 .000 -1.10000 - -.9074

Performance 5 1.58 .64175 .09076 Assigne 11. 9 1.292

& Attitude 0 00 d 47 6

Responsibiliti 5 2.04 .69869 .09881 8

es and 0 00 Career - 4 .000 -1.04000 - -.8499

Authorities Develop 10. 9 1.230

Opportunities 5 1.62 .72534 .10258 ment 99 1

0 00 Program 5

Welfare 5 1.70 .64681 .09147 me

Facilities 0 00 Top - 4 .000 -1.38000 - -1.2293

Manage 18. 9 1.530

ment 40 7

Perform - 4 .000 -1.42000 - -1.2376

ance & 15. 9 1.602

Attitude 64 4

Responsi - 4 .000 -.96000 - -.7614

bilities 9.7 9 1.158

and 16 6

Authoriti

es

Opportu - 4 .000 -1.38000 - -1.1739

nities 13. 9 1.586

45 1

Welfare - 4 .000 -1.30000 - -1.1162

Facilities 14. 9 1.483

21 8

2
Application of One Sample T Test

In the present study, one sample t test has been applied in order to find out whether the opinion
of employees is significantly different for their job satisfaction levels.

HYPOTHESIS 1:

Ho1: There is no significant difference between the job satisfaction level of selected employees
of The Royal Orchid Hotel, Jaipur
Ha1: There is a significant difference between the job satisfaction level of selected employees
of The Royal Orchid Hotel, Jaipur.

INTERPRETATION:
From the above table, it is evident that in case of all the selected employees of The Royal
Orchid Hotel, in Rajasthan, that there is a significant difference in opinion of employees for job
satisfaction as p-value is less than 0.05 was found moreover. It can also be concluded that
different job satisfaction factors namely Working Environment, Non Monetary Benefits, Work
Assigned, Career Development Programme, Top Management, Performance & Attitude,
Responsibilities and Authorities, opportunities, Welfare Facilities is less than 3 which means
that the employees are not satisfied.
 2) Application of Chi - Square test - Goodness of fit

2.1) UNDER PRESSURE

Ho2: There is no significant difference between the employees who work under pressure in The
Royal Orchid Hotel, Jaipur.
Ha2: There is a significant difference between the employees who work under pressure in The
Royal Orchid Hotel, Jaipur.

Under Pressure Test Statistics

Observed Expected Residual Under Pressure

N N Chi-Square 18.000a

Yes 10 25.0 -15.0 df 1

No 40 25.0 15.0 Asymp. .000

Tota 50 Sig.

l a. 0 cells (0.0%) have expected

frequencies less than 5. The
minimum expected cell
frequency is 25.0.

INTERPRETATION
From the above results, it is evident that p-value (.000) is less than 0.05, which means null
hypothesis has been rejected and alternate hypothesis is accepted. It can be concluded that
there is a significant difference between the respondents who work under pressure in The Royal
Orchid Hotel.
 2.2) JOB CONTINUATION

Ho2: There is no significant difference between the employees regarding to continue the job in
The Royal Orchid Hotel, Jaipur.
Ha2: There is a significant difference between the employees regarding to continue the job in
The Royal Orchid Hotel, Jaipur.

Job Continuation Test Statistics

Observed N Expected Residual Job

N Continuation

Yes 43 25.0 18.0 Chi-Square 25.920a

No 7 25.0 -18.0 Df 1

Total 50 a. 0 cells
Asymp. .000
Sig. (0.0%) have expected
frequencies less than 5. The
minimum expected cell
frequency is 25.0.

INTERPRETATION
From the above results, it is evident that p-value (.000) is less than 0.05, which means null
hypothesis has been rejected and alternate hypothesis is accepted. It can be concluded that
there is a significant difference between the respondents regarding to continue the job in The
Royal Orchid Hotel.

2.3) SALARY
Ho2: There is no significant difference between the employees regarding to the satisfaction of
salary in The Royal Orchid Hotel, Jaipur.
Ha2: There is a significant difference between the employees regarding to the satisfaction of
salary in The Royal Orchid Hotel, Jaipur.

Test Statistics
Salary
Salary
Chi-Square 23.120a
Observed N Expected Residual
Df 1
N
Yes 42 25.0 17.0 Asymp. Sig. .000
No 8 25.0 -17.0 a. 0 cells (0.0%) have
Total 50 expected frequencies less
than 5. The minimum
expected cell frequency is
25.0.

INTERPRETATION
From the above results, it is evident that p-value (.000) is less than 0.05, which means null
hypothesis has been rejected and alternate hypothesis is accepted. It can be concluded that
there is a significant difference between the respondents regarding to the satisfaction of salary
in The Royal Orchid Hotel.

2.4) ORGANIZATION
Ho2: There is no significant difference between the employees regarding the satisfaction level
for organization in The Royal Orchid Hotel, Jaipur.
Ha2: There is a significant difference between the employees regarding the satisfaction level for
organisation in The Royal Orchid Hotel, Jaipur.
.

Organization Test Statistics

Observed Expected Residual Organization
N N Chi-Square 32.000a
Yes 45 25.0 20.0 df 1
No 5 25.0 -20.0 Asymp. Sig. .000
Total 50
a. 0 cells (0.0%) have
expected frequencies less
than 5. The minimum
expected cell frequency is
25.0.

INTERPRETATION
From the above results, it is evident that p-value (.000) is less than 0.05, which means null
hypothesis has been rejected and alternate hypothesis has been accepted. It can be concluded
that there is a significant difference between the respondents regarding the satisfaction level for
organization in The Royal Orchid Hotel.

3) Application of One Way ANOVA

In the present study, in order to find out association between responsibilities & authorities of
employees and their gender, One Way ANOVA has been applied. The responsibilities &
authorities has been taken as dependent variable and gender as factor on the basis of which
comparison has been made.
 Ho3: There is no significant association between responsibilities & authorities and gender
of the employees.
 Ha3: There is a significant association between responsibilities & authorities and gender
of the employees.
TABLE of ANOVA

ANOVA
Responsibilities and Authorities
Sum of Df Mean F Sig.
Squares Square
Between .001 1 .001 .002 .962
Groups
Within Groups 23.919 48 .498
Total 23.920 49

TABLE of Descriptive results

Descriptive
Responsibilities and Authorities
N Mean Std. Std. 95% Confidence Interval for Minimum Maximum
Deviation Error Mean
Lower Bound Upper Bound
Male 2 2.0357 .74447 .14069 1.7470 2.3244 1.00 3.00
8
Female 2 2.0455 .65300 .13922 1.7559 2.3350 1.00 3.00
2
Total 5 2.0400 .69869 .09881 1.8414 2.2386 1.00 3.00
0

INTERPRETATION
From the above table, it is evident that null hypothesis has been accepted as p-value (0.962) is
greater than 0.05. So, it can be concluded that there is no significant association between
responsibilities & authorities and gender of the employees.
 FINDINGS

 It was founded that employees of THE ROYAL ORCHID, HOTEL regarding their Ages. It
shows that 34% of the employees are between 20-25 years of age; 22% of employees
are between 25-30 years of age; 20% of the employees are between 30-35 years of age;
10% of the employees are between 35-40 years of age and 14% of the employees are
above 40 years of age. It can be concluded that the employees between 20-25 years of
age are working more than other ages in the hotel.

 It was founded that employees of THE ROYAL ORCHID, HOTEL regarding their
Gender. It shows that 56% of the employees are Males and 44% of the employees are
Females. It can be concluded that Male employees are more than female employees in
the hotel.

 It was founded that employees of THE ROYAL ORCHID, HOTEL regarding their
Working Experience. It shows that 32% of the employees are having less than 2 years
of working experience; 46% of the employees are having 2-4 years of working
experience; 14% of the employees are having 4-6 years of working experience and 8%
of the employees are having more than 6 years of experience. It can be concluded that
most of the employees are having more than 2 years of experience and less than 4 years

of experience.

 It was founded that employees of THE ROYAL ORCHID, HOTEL regarding their
Working Environment. It shows that in the hotel 32% of the employees feel excellent
working environment; 46% of the employees feel good working environment and 22% of
the employees feels fair working environment. It can be concluded that most of the
employees feel good working environment in the hotel

 It was founded that employees of THE ROYAL ORCHID, HOTEL regarding their Non
Monetary Benefits. It shows that 52% of the employees are highly satisfied with the non
monetary benefits; 44% of the employees are only satisfied and 4% of the employees are
neither satisfied nor dissatisfied. It can be concluded that most of the employees are
highly satisfied with the Non Monetary Benefits and none of the employees are
dissatisfied with the Non Monetary Benefits of the hotel.
 It was founded that employees of THE ROYAL ORCHID, HOTEL regarding their Work
Assigned. It shows that 28% of the employees are highly satisfied with the assigned
work; 54% of the employees are satisfied and 18% of the employees are neither satisfied
nor dissatisfied. It can be concluded that most of the employees are satisfied with the
work assigned to them and none of the employees are dissatisfied with the assigned
work for the hotel.
 It was founded that employees of THE ROYAL ORCHID, HOTEL regarding their Career
Development. It shows that 24% of the employees are highly satisfied with the
development of their career; 56% of the employees are satisfied and 20% of the
employees are neither satisfied nor dissatisfied. It can be concluded that most of the
employees are satisfied with their development in their career and none of the
employees are dissatisfied with their development in the hotel.

 It was founded that employees of THE ROYAL ORCHID, HOTEL regarding their Top
Management. It shows that 40% of the employees are highly satisfied with their top
management; 58% of the employees are satisfied and only 2% of the employees are
neither satisfied nor dissatisfied. It can be concluded that most of the employees are
satisfied with the Top Management and none of the employees are dissatisfied with the
Top Management of the hotel.

 It was founded that employees of THE ROYAL ORCHID, HOTEL regarding their
Performance & Attitude of subordinates. It shows that 50% of the employees are
highly satisfied with their performance & attitudes; 42% of the employees are only
satisfied and 8% of the employees are neither satisfied nor dissatisfied. It can be
concluded that most of the employees are highly satisfied with their Performance &
Attitude and none of the employees are dissatisfied with their Performance & Attitude in
the hotel.

 It was founded that employees of THE ROYAL ORCHID, HOTEL regarding their
Responsibilities & Authorities. It shows that only 22% of the employees are highly
satisfied with their responsibilities & authorities; 52% of the employees are satisfied and
26% of the employees are neither satisfied nor dissatisfied. It can be concluded that most
of the employees are satisfied with their Responsibilities & Authorities and none of the
employees are dissatisfied with their Responsibilities & Authorities in the hotel.
  It was founded that employees of THE ROYAL ORCHID, HOTEL regarding their
Opportunities. It shows that 52% of the employees are highly satisfied with their
opportunities; 34% of the employees are satisfied and 14% of the employees are neither
satisfied nor dissatisfied. It can be concluded that most of the employees are highly
satisfied with the opportunities they get and none of the employees are dissatisfied with

the opportunities offered by the hotel.

 It was founded that employees of THE ROYAL ORCHID, HOTEL regarding their Welfare
Facilities. It shows that 40% of the employees are highly satisfied with their welfare
facilities; 50% of the employees are satisfied and 10% of the employees are neither
satisfied nor dissatisfied. It can be concluded that most of the employees are satisfied
with their Welfare Facilities and none of the employees are dissatisfied with their Welfare
facilities of the hotel.

 It was founded that employees of THE ROYAL ORCHID, HOTEL regarding their work
Under Pressure. It shows that only 20% of the employees work under pressure and
80% of the employees do not work under pressure. It can be concluded that only a few

employees work Under Pressure.

 It was founded that employees of THE ROYAL ORCHID, HOTEL regarding their
continuation of job. It shows that 86% of the employees want to continue this job and
20% of the employees do not want to continue this job. It can be concluded that only a
few employees do not want to continue their jobs in this hotel .

 It was founded that employees of THE ROYAL ORCHID, HOTEL regarding their Salary.
It shows that 84% of the employees are satisfied with their salary and only 16% of the
employees are not satisfied with their salary. It can be concluded that only a few
employees are not satisfied or happy with their salary

 It was founded that employees of THE ROYAL ORCHID, HOTEL regarding their
Organisation. It shows that 90% of the employees are satisfied with the organization and
only 10% of the employees are not satisfied with the organization. It can be concluded that
only a few employees are not satisfied with the Organization.
 CONCLUSIONS

 One Sample t-test: It was concluded that in case of all the selected employees of The
Royal Orchid Hotel, in Rajasthan, that there is a significant difference in opinion of
employees for job satisfaction as p-value is less than 0.05 was found moreover. It can also
be concluded that different job satisfaction factors namely Working Environment, Non
Monetary Benefits, Work Assigned, Career Development Programme, Top Management,
Performance & Attitude, Responsibilities and Authorities, opportunities, Welfare Facilities is
less than 3 which means that the employees are not satisfied.

 Chi-Square:
1. Under Pressure: It was concluded that p-value (.000) is less than 0.05, which means
null hypothesis has been rejected and alternate hypothesis is accepted. It can be
concluded that there is a significant difference between the respondents who work under
pressure in The Royal Orchid Hotel.
2. Job Continuation: It was concluded that p-value (.000) is less than 0.05, which means
null hypothesis has been rejected and alternate hypothesis is accepted. It can be
concluded that there is a significant difference between the respondents regarding to
continue the job in The Royal Orchid Hotel.
3. Salary: It was concluded that p-value (.000) is less than 0.05, which means null
hypothesis has been rejected and alternate hypothesis is accepted. It can be concluded
that there is a significant difference between the respondents regarding to the
satisfaction of salary in The Royal Orchid Hotel.
4. Organisation: It was concluded that p-value (.000) is less than 0.05, which means null
hypothesis has been rejected and alternate hypothesis has been accepted. It can be
concluded that there is a significant difference between the respondents regarding the
satisfaction level for organization in The Royal Orchid Hotel.

 One Way ANOVA: It was concluded that null hypothesis has been accepted as p-
value (0.962) is greater than 0.05. So, it can be concluded that there is no significant
association between responsibilities & authorities and gender of the employees
 SUGGESTIONS

1.Build employees' competence and self-confidence through training, feedback and recognition.
There is a very close relationship between high job satisfaction and feelings of effectiveness on
the job. Encouragement of genuine self-confidence is probably the number one way to achieve
higher job satisfaction.

2. Communicate the value of the organization's products and services, and the role the
organization plays in the marketplaces where it operates. People with high job satisfaction also
report an extraordinarily high sense of mission, vision and passion for their work. They feel their
work is consistent with their values. They couldn't achieve that feeling if their employers didn't
enable them to get meaningful insight about the value they provide to customers.

3. Encourage and reward thoughtful risk-taking. People with high job satisfaction also score
high on the desire to try novel approaches, face challenges and perform problem-solving both
individually and in groups. They appear to have an appetite for mission-driven change. They
also rate themselves very high on perseverance.

4. Encourage positive workplace relations. People who are highly satisfied in their jobs report
good feelings about their bosses, peers and coworkers. Their feelings of opportunity are
elevated, and they perceive a low hassle-factor.

5 .Encourage meaningful rest breaks and light diversion. High job satisfaction correlates
strongly with the feeling of having fun at work. Highly satisfied individuals also report that they
find it easy to wake in the morning, and that their sleep is deep and restful.
(Questionnaire, Data Sheet)
 APPENDIX

A SURVEY ON JOB SATISFACTION AMONG THE
EMPLOYEES OF THE ROYAL ORCHID HOTEL, JAIPUR

QUESTIONNAIRE

I Am a BBA student doing a project study as part of my curriculum. The study

focus is on job satisfaction on THE HOTEL ROYAL ORCHID, JAIPUR. I
am assuring that all the information gathered during this study will be
completely confidential and will be strictly used for academic purpose only.

1) AGE?
a) 20 – 25 Years
b) 25 – 30 Years
c) 30 – 35 Years
d) 35 – 40 Years
e) Above 40 Years

2) GENDER?
a) MALE
b) FEMALE
3) How many years of working experience you are having?
a) Below 2 year
b) 2-4 year
c) 4-6 year
d) Above 6 year

4) Which type of working environment is there in your hotel?

a) Excellent
b) Good
c) Fair
d) Poor
e) Very poor

5) How much you are satisfied with non monitory benefits provided by your
hotel?
a) Highly satisfied
b) Satisfied
c) Neither satisfied nor satisfied
d) Dissatisfied
e) Highly dissatisfied

6) What is the satisfaction level of respondents towards work assigned?

a) Highly satisfied
b) Satisfied
c) Neither satisfied nor satisfied
d) Dissatisfied
e) Highly dissatisfied
7) At what level you are satisfied with career development programme in your
organization?

a) Highly satisfied
b) Satisfied
c) Neither satisfied nor satisfied
d) Dissatisfied
e) Highly dissatisfied

8) How much you are satisfied with responses of top management?

a) Highly satisfied
b) Satisfied
c) Neither satisfied nor satisfied
d) Dissatisfied
e) Highly dissatisfied

9) How much you are satisfied with the performance& attitude of your
subordinates?

a) Highly satisfied
b) Satisfied
c) Neither satisfied nor satisfied
d) Dissatisfied
e) Highly dissatisfied
10) How much you are satisfied with responsibilities and authorities of your
job?

a) Highly satisfied
b) Satisfied
c) Neither satisfied nor satisfied
d) Dissatisfied
e) Highly dissatisfied

11) What is the opinion about opportunities provided by the organization?

a) Highly satisfied
b) Satisfied
c) Neither satisfied nor satisfied
d) Dissatisfied
e) Highly dissatisfied

12) Are you satisfied with the welfare facilities provided by management?

a) Highly satisfied
b) Satisfied
c) Neither satisfied nor satisfied
d) Dissatisfied
e) Highly dissatisfied
13) Do you work under pressure?

a) Yes
b) No

14) Do you want to continue this job with same organization?

a) Yes
b) No

15) Are you satisfied with your salary?

a) Yes
b) No

16) Are you satisfied with this organization?

a) Yes
b) No
DATA SHEET