Employee Job Satisfaction

COMPANY PROFILE
Starting from a Single Hotel in 2005 to 115 hotels as of date, we have grown at a pace that
has been unheard of!
INTRODUCTION
Clarks Inn Suites, Gwalior is a luxurious hotel located in the heart of Gwalior, offering a blend of
comfort, elegance, and impeccable hospitality. With a commitment to providing world-class
accommodation and services, Clarks Inn Suites, Gwalior has become a preferred choice for both
business and leisure travellers.
The Clarks brand strives to bring together the frills expected by modern travellers with the standard
goodness of traditional hospitality. A brand associated with premium accommodations at
affordable prices, The Clarks Hotels & Resorts is now a group of 100+ unique hotels, resorts,
service apartments and inns across 8 brands catering to differing tastes. Aiming to exponentially
grow the 100 year old legacy of pioneering the luxury hotel segment in India. The Clarks Hotels
& Resorts stepped into the Midscale Segment with their brand Clarks Inn Group of Hotels now
known as The Clarks Hotels & Resorts, which filled an important gap between luxury and
economical hotels.
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About Clarks Inn Suites, Gwalior
Close to Gwalior Fort, this premium property offers well-appointed rooms, an incredible
restaurant, an azure swimming pool and world-class amenities.
• Take a refreshing dip in the azure swimming pool.

• Enjoy the property's close proximity to Gwalior Fort which is 3 km away.
• Immerse in an intense workout session at the well-equipped fitness centre.
• Relish Indian, Chinese and continental cuisines at the on-site restaurant, The Bridge.
Our Mission
• To deliver exceptional guest experiences by offering top-notch services, modern amenities,

and warm hospitality that exceed our guests' expectations.
• At the Clarks, we aim to provide our guests with progressive hospitality with an Indian
soul.
• We aim to be modern and forward thinking but always keeping our ethos and roots in mind.
• We aim to make your stay memorable and comfortable.
Key Features
1. Luxurious Accommodation: Our hotel boasts a range of well-appointed rooms and suites
designed for comfort and relaxation.
2. Dining Excellence: Explore a variety of culinary delights at our in-house restaurants,
catering to diverse tastes.
3. Meeting and Event Facilities: We provide state-of-the-art facilities for conferences,
weddings, and events, making us the ideal choice for gatherings.
4. Recreational Amenities: Guests can unwind at our fitness centre, spa, or swimming pool.
5. Customer Service: Our dedicated staff is committed to providing a memorable stay,
ensuring all needs are met promptly and efficiently.
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Amenities at Clarks Inn Suites, Gwalior
Swimming Pool Spa Restaurant Bar Steam and Sauna
Basic Facilities
- Swimming Pool
- Dry Cleaning Service
- Intercom
- Air Conditioning
Transfers
- Paid Bus Station Transfers
- Paid Airport Transfers
- Paid Pickup/Drop
- Paid Railway Transfers
Food and Drinks

- Restaurant
- Bar
- Kids' Meals
- Dining Area
Safety and Security

- Emergency Exit Map
- CCTV
- Fire Extinguishers
- Safety and Security
Accommodation
Clarks Inn Suites Gwalior offers a range of accommodation options. Each room is tastefully
decorated and equipped with modern amenities to ensure a comfortable stay, including:
- Deluxe Rooms
- Executive Suites
- Presidential Suites
Our Brands
The Clarks
Signature luxury of The Clarks Hotels & Resorts, proudly
draws inspiration, flavour and strength from its Indian
roots and is yet contemporary in its stance and spaces. It
is connected to the times, both in technology and spirit. It
is environmentally conscious, not in its trend, but in its
substance. It focuses on genuine care and warmth,
minimalistic luxury, and the subtle and the nuanced.
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Clarks Premier
Being our top tier brand, Clarks Premier’s are upscale
business hotels in India, we provide all the services
that a guest can expect, from premium high quality
rooms, to a choice of different dining outlets, fitness
rooms and wellness . At Clarks Premier we aim to
provide top quality service.
Clarks Exotica
Clarks Exotica is an elegant tailormade destination
for providing inspiration bringing an appetite with
resplendent natural beauties, mesmerising backdrops
and fascinating local cultures, Clarks Exotica
properties focus on providing a never seen
experience to their guests.
Villas & Suites by The Clarks

A distinctive brand that caters to the boutique
homestay segment. It is a selection of unrivalled
experience stays that includes everything from
exquisite villas to enthralling expeditions around
unique destinations across the globe. It marks the
start of a journey that will alter travel experiences
inside India and overseas.
Clarks Inn Suites

Clarks Inn suites are our select/lifestyle brand from
our portfolio. These hotels are known for their
unique and off beat exterior and interior, ranging
from 60-100 keys. Clarks Inn Suites provide a
perfect balance between leisure and business,
providing our guests with high quality rooms and
satisfying food and beverage outlets.
Clarks Inn Express

Clarks Inn Express is a group of limited service 3-
star hotels in key locations with fresh bold interiors
and crisp and clean rooms. These economy hotels
delight you with their unbeatable value and reliable
safety standards. They have become the preferred
choice for price-conscious travellers who're looking
for a convenient stay.
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Clarks Safari
If you have a penchant for adventure, and wish to
experience the cultural nuances that our beautiful
country has to offer in a setting that is designed to
delight, stay with us at Clarks Safari. A brand of
hotels situated in the most magical destinations
across the country offering modern facilities and
amenities to ensure you can soak in the sights and
sounds of the destination and come back to a restful
space.
Clarks Residences
Clarks Residences are a chain of fully serviced
apartments in key business districts and
metropolises. Designed keeping in mind the need to
provide a stay facility that is ideal for business
travellers, medical tourists, relocators and
vacationing people. Offering a sense of
sophistication and timeless class, these apartments
across India come with a distinctive décor and rich
textures that spell luxury.
Clarks Inn
Our flagship, Clarks Inn is where The Clarks Hotels
& Resorts started their journey from, and is widely
known as one of the most popular mid-scale brands
in India. Clarks Inn are unique, providing full
service and amenities to the guests whilst being a
mid-scale hotel. These hotels are located in business
cities as well is leisure destinations.
Clarks Collection
Clarks Collection is a premium brand that offers a
fresh take on luxurious hospitality with immaculate
standards of service. We bestow guests with
convenient facilities and amenities that are well
complemented by the chic and lavish living spaces
at our hotels. You don't have to worry about a
comfortable stay when you choose Clarks
Collection, because we guarantee a quality
experience.
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“EMPLOYEES JOB SATISFACTION”
Meaning:
The term Employee Job Satisfaction refers to the general attitude or feelings of an individual
towards his/her jobs. A person, who is highly satisfied with his job, will have a positive attitude
towards the job. On the other hand, a person who is dissatisfied with his job will have a negative
attitude about the job. Job satisfaction is a part of life satisfaction. The nature one's environment
of job is an important part of life as job satisfaction influences one's general life satisfaction.
Employee job satisfaction thus is the result of various attitudes possessed by an employee. In a
narrow sense, these attitude are related to the job under condition with such specific factors such
as wages, supervisors of employment, condition of works, social relation on the job, prompt
settlement of grievances and fair treatment by employer.
Attitudes are significant because they influence behaviour at work either directly or indirectly.
Few concepts in the field of organizational behaviour and human resource management have
attracted as much attention among both managers and researchers as the specific employee attitude
called as job satisfaction.
Definitions:
1. Job satisfaction as an individual’s overall attitude toward his/her job.

2. Job satisfaction defines as “a pleasurable or positive emotional state resulting from the
appraisal of one’s job or job experience”.
3. “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.
4. Job satisfaction defined as the “pleasurable/un pleasurable emotional state resulting from
the appraisal of one’s job as achieving or facilitating the achievement of one’s job values”.
5. Job satisfaction is the favourableness or unfavourableness with which employees view
their work.
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Job satisfaction has been regarded both as a general attitude as well as satisfaction with specific
dimensions of the job such as pay, the work itself, promotion opportunities, supervision, and co-
workers. These may interact in different ways to create the feeling of satisfaction with the job.
Job satisfaction in two ways. First, in terms of the fit between what the organization requires and
what the employee is seeking and second, in terms of the fit between what the employee is seeking
and what he/she is actually receiving.
Historical overview of job satisfaction:
1. While systematic attempts to study the nature and cause of job satisfaction did not begin
until the 1930s, the important role played by a worker’s attitude in determining his actions
in the job situation was recognized long before. The interpretations of the Hawthorne studies
stressed the role of the informal work group and supervisory practices in shaping employee
satisfaction and performance.
2. Hop pock published the first intensive study of job satisfaction; his result emphasized the
multiplicity of factors that could affect job satisfaction, which include fatigue, monotony,
working conditions, supervision and achievement.
3. In retrospect, three major schools of thought or historical trends can be identified

concerning the factors believed to be the most conducive to employee job satisfaction. The
human relations school, which began in the 1930s, emphasized the role of good supervisor,
cohesive workgroups and good employee management relations.
4. In recent years, the attitude of job satisfaction has become closely associated with broader
approaches to improve job design and work organization and the quality of work life
movement.
Dimensions of job satisfaction:
Job satisfaction is itself a complex concept and difficult to measure objectively. A wide range of
variables relation to individual, social, cultural, organizational and environmental factors affects
the level of job satisfaction.
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1. Individual factors include: Personality, education, intelligence, abilities, age, marital status
and orientation to work.
2. Social factors include: Relationship with co-worker’s group working and norms,
opportunities for interaction and informal organization.
3. Cultural factors include: Attitudes, beliefs and values.
4. Organizational factors include: Nature and size, formal structure, personal policies and
procedures, industrial relations, nature of work, technology & work organization,
supervision & style of leadership, management system and working conditions.
5. Environmental factors include: Economic, social, technical and Governmental influences.
Determinants of job satisfaction:
These factors can be classified into two categories those relating to the organization and those
relating to the personal characteristics of the employees themselves. They are –
A. ORGANIZATIONAL FACTORS
• Reward system
• Work itself
• Perceived quality of super vision
• Working conditions
B. INDIVIDUAL DETERMINENTS
• Status &seniority
• Age
• Gender
• Marital status
• Years of experience
Factors influences on job satisfaction:

There a number of factors that influence job satisfaction among them the major ones observed in
Indian context are:
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a. Pay: Wages are a significant factor for job satisfaction. Money, not only helps people fulfil
their basic wages but, also acts as an instrument for satisfying the upper level needs.
Employees of ten consider pay as a reflection of how management views their contribution
to the organization.
b. The work itself: The content of work itself is another major source of satisfaction. The
factors related to the satisfaction with the job itself are the attainment of success and
recognition, status and pride, compensation, participation, application delegation of
authority, the feeling of doing something worthwhile and involvement in one’s job. Status
refers to “the social rank of a person”, and satisfies social and egoistic needs. Good
products, dynamic leadership, fair treatment, service to the community ethical conduct and
such things serve to simulate an employee’s pride in his work & organization. Participation
satisfies ones ego and self-esteem, and the needs of creativeness and initiative.
c. Promotion: Promotional opportunities seem to have a variety effect on job satisfaction.

This is because promotion takes a number of different forms and a variety of accompanying
rewards.
d. Supervision: There seems to be two dimensions of supervisory style that effect job
satisfaction, another is employee centeredness. This is measured by the degree to which a
superior takes personal interest in the employee’s welfare. It is commonly manifested many
ways such as checking to see how well the subordinate is doing, providing advice and
assistance to the individual and communicating with the worker on a personal as well as
official level.
e. Work group: The nature of the work group will have an effect on the job satisfaction.
Friendly, cooperative workers are a modest source of job satisfaction to individual
employees. The work group serves as a source of support and comfort advice and assistance
to the individual worker. Individuals find work groups attractive for a number of reasons.
Satisfactory gained from interaction with others as a pleasure in its own right friendship.
f. Working conditions: Working conditions is another factor that have a modest effect on
job satisfaction. The employees should be provided with good validation facilities and a
space free of noise and other pollutants. If the working conditions are poor, personnel will
find it more difficult to get things done. If things are good, the problem of job satisfaction
can be eliminated but if the things are bad it result in the problem of job dissatisfaction.
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Measuring job satisfaction:
There are a number of ways of measuring job satisfaction. Some of the most common include:
1. Rating scales:
One of the most popular is the Minnesota Satisfaction Questionnaire (MSQ). This
instrument provides the Picture of the specific satisfaction and dissatisfaction of the
employees. Another popular rating scale is the job Descriptive Index (JDI). This rating
scale offers a number of important advantages in measuring job satisfaction. One is that
they are usually short and can be filled out quickly and easily. Another is that they tend to
be worked in general language, so that they can be used with employees in different types
of organization.
On the negative side, these instructions are based on the assumption that persons are willing
to respond honesty and that they are to describe their feelings accurately. Another problem
is the underlying assumptions that the questionnaire items are valid and reliable.
2. Critical incidents:
The critical approach to the measurement of job satisfaction is very popular. Employees
were asked to describe the incidents on their job when they were particularly satisfied and
dissatisfied. These incidents where, then contents analysed in determining which aspects
were most benefits of this approach is that it allows the respondents say whatever they
want. On the other hand, the approach is time consuming and there is a chance that both
response and interpretations are biased.
3. Interview:
Another method of assessing job satisfaction is through the use of personal interviews. It
is an exploratory device to identify relations or verity information collected and to capture
information, as it exists. Its flexibility makes the interview a superior technique for
exploring areas where not much is known about what questionnaire to ask or how to
formulate Questions. It offers a better opportunity that the questionnaire to evaluate the
validity of the information gathered. The interviewer can observe, not only what subject
say about complex subjects and for probing the sentiments underlying expressed opinions.
On the negative side responses can be misinterpreted and thus lead to erroneous
conclusions. There is the possibility of interviewer bias. Interviews are relatively time
consuming and thus expensive way of gathering information.
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4. Action Tendencies:
Action tendencies are the inclinations people have to approach or avoid certain things. By
gathering information about how they feel like acting with respect to their jobs, the job
satisfaction can be measured. There are a number of advantages associated with this
approach in measuring attitudes. One is that, less self-insight is required by the respondent.
Thus, the chance of self-bias is reduced. Secondly the approach produces greater
opportunity for people to express their inner feeling in depth, when compared to other
instrument used for measuring job satisfaction of a person. Feeling of doing something
worthwhile and involvement in one’s job. Praise seems to have its greatest value when
given and received as a token of recognition and is not, perceived by either parties as an
attempt to control the behaviour of the recipient.
Job Satisfaction: Putting Theory into Practice:
1. Herzberg's theory:
In the late 1950s, Frederick Herzberg, considered by many to be a pioneer in motivation
theory, interviewed a group of employees to find out what made them satisfied and
dissatisfied on the job. He asked the employees essentially two sets of questions.
1. Think of a time when you felt especially good about your job. Why did you feel
that way?
2. Think of a time when you felt especially bad about your job. Why did you feel that
way?
From these interviews Herzberg went on to develop his theory that there are two
dimensions to job satisfaction: motivation and "hygiene" hygiene issues, according to
Herzberg, cannot motivate employees but can minimize dissatisfaction, if handled
properly. In other words, they can only dissatisfy if they are absent or mishandled. Hygiene
topics include company policies, supervision, salary, interpersonal relations and working
conditions. They are issues related to the employee's environment. Motivators, on the other
hand, create satisfaction by fulfilling individuals' needs for meaning and personal growth.
They are issues such as achievement, recognition, the work itself, responsibility and
advancement. Once the hygiene areas are addressed, said Herzberg, the motivators will
promote job satisfaction and encourage production.
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He proposed several key findings as a result of this identification: People are made
dissatisfied by a bad environment, but they are seldom made satisfied by a good
environment. The prevention of dissatisfaction is just as important as the encouragement
of motivator satisfaction. Hygiene factors operate independently of motivation factors. An
individual can be highly motivated in his work and be dissatisfied with his work
environment. All hygiene factors are equally important, although their frequency of
occurrence differs considerably. Hygiene improvements have short-term effects. Any
improvements result in a short-term removal of, or prevention of, dissatisfaction. Hygiene
needs are cyclical in nature and come back to a starting point. Hygiene needs have an
escalating zero point and no final answer.
2. Value theory:
A second significant theory of job satisfaction is the value theory of job satisfaction is the
value theory proposed by Locke (1984). He proposed that job satisfaction occurs when job
outcomes or the reward that the employee receives matches with outcomes that are desired
by him. The theory focuses on any outcome that people value regardless of their quality or
quantity. Thus, the value attached to outcomes is more important.
The better the outcome that they get the more satisfied they will be; and the less valuable
outcome they receive, the less satisfied they will be. Essential to Locke’s theory is,
therefore, the discrepancy between the present aspects of the job and those that an
employee desires such as pay, learning opportunities, promotion, and so on. One of the
valuable implications of the theory is that it focuses attention on those aspects of the jobs
that need to be changed for employees to experience satisfaction. People perceive serious
discrepancies between job and job satisfaction. But is also suggests that these factors may
not be the same for all.
3. Met expectation theory:

This approach is based on the expectations that new employees have about the job and how
far these expectations are met. It suggests that the employees will work to achieve the
outcomes they expect to follow after successful performance. Workers become dissatisfied
if their expectations about their job are not met. Review of the theory suggests that the
correlation between job satisfaction and met expectations. One of the implications of the
Met expectation theory is that one way of reducing potential dissatisfaction among
employees is to bring their expectations in line with the reality. The idea of met
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expectations suggests that the processes undergoing with in the person influence job
dissatisfaction. A critical view point of this notion is that it ignores the social context of
the individual, and this is the basis of the equity theory.
4. Equity theory:
Adam’s (1963) equity theory argues that people compare the ratio of their outcome over
input with the ratio of others outcome over input. If their ratio is greater than or less than
that of the others, they feel dissatisfied because inequity has occurred. However to feel
satisfied with the job, the ratio should be equal to the significant others. Though the basis
of their comparison is one’s perception, the fact remains that organization must attempt to
bring about equity to avoid the feelings of dissatisfaction. One of the criticisms of the
theory is that it is imprecise because there are alternate ways of dealing with feelings of
inequity. However, an important implication of this theory is that employees need to feel
that they are fairly dealt with in order to feel satisfied.
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PRACTICAL ASPECT
How Clarks Inn Suites create job satisfaction?
Organizations produce job satisfaction by putting systems in place to make sure that workers are
challenged and then happy over their successful outcomes. Organizations need to focus on plans
to accomplish job satisfaction through multiple steps, some of which can include:
• Increased creativity
• Increased accountability
• Secure work atmosphere
• Updated technology
• Competitive salaries and opportunities for promotion
• Accessibility to a manager who provides timely feedback and support
So, the most important objective that Clarks Inn Suites used for increase job satisfaction is
providing factors that make employees happy with their work, but it varies among workers. Job
satisfaction is also influenced by the employee’s characteristics, the manager’s personal
characteristics, the management style of the business, and the nature of the work itself. Managers
who want to maintain a high level of job satisfaction among their workforce must try to
understand the needs of each employee. For example, managers can enhance worker satisfaction
by placing people with similar backgrounds and experiences in the same workgroups. Also,
managers can enhance job satisfaction by carefully matching workers with their preferred type
of work. Someone who does not pay attention to details would have difficulty with finely detailed
work, and a shy worker would face difficulties in being a good salesperson. Consequently,
managers should match job tasks to employees’ personalities and skills.
How Clarks Inn Suites increasing employees satisfaction:
1. Guarantee that each employee knows the company’s aims, missions, and goals:
Happy employees care about the company’s accomplishments and achievements.
Priorities and responsibilities are divided among employees according to each person’s
work rank and job classification.
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2. Provide obvious opportunities:
Every employee must know his job duties, and identifying each worker’s duties clearly
is one of the best ways to improve employee satisfaction. This should include a distinct
job description with goals and expectations. Set an agenda to carry out semi-annual or at
least annual job performance evaluations. Analysing performance over a period of time
and comparing it to the original expectations is an essential step.
3. Empower employees:
Many employees hate to be micro-managed. Often people get more job satisfaction when
they are familiar with their workgroups and managers, and trust them to provide
empowerment. Sometimes this means allowing customer service people to make their
own decisions on improving customer relations. Empowerment gives workers ownership
of their jobs, and it makes them more creative within the company.
4. Reward Employees:
Workers like to know that their efforts are appreciated. Rewarding workers can be as
simple as a verbal “job well done.” Other rewards for improving working conditions can
be in the form of a cash bonus or gift card for taking initiative, or a promotion, even if it
is just in title.
5. Team-Building Activities:
Improving employee satisfaction includes building and improving your work team.
Team-building activities might include inviting your workers together to a day retreat
where goals are discussed and ideas are introduced. Management might consider hiring a
team-building consultant to perform activities with employees. One example of a simple
team-building exercise is setting a team goal and, if it is met, rewarding the employees
with a team lunch or even a movie.
6. Reasonable Compensation:
Salary is last on the list because it is not the top priority for employee satisfaction
according to human resources polls. Employees would much rather be recognized for
their efforts and be rewarded per job well done than just receive an excellent salary. That
doesn’t mean they would skimp, however. Clarks offer salaries that are comparable to
other positions in your industry. Include the other benefits they would offer such as
insurance, retirement contributions, and attractive time-off packages.
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How Clarks Inn Suites measure job satisfaction:
To assess employee satisfaction, organizations will routinely have obligatory surveys or face-to-
face meetings with employees to gain data. Both of these strategies have pros and cons, and should
be chosen carefully. Surveys are often nameless, allowing workers more liberty to be honest
without fear of ramification. Interviews with company administration can feel threatening, but if
done suitably can let the worker know that their voice has been heard and their concerns addressed
by those in charge. Surveys and meetings can really get to the heart of the data surrounding
individuals’ satisfaction, and can be main tools to identify specific problems leading to lowered
morale.
The organization measures through the rating scale and done the survey during the holding office
events, such as parties or group outings. Organization also participate in team-building retreats
that are designed to strengthen the working relationship of the employees in a non-work-related
setting. Camping trips, paintball wars, and guided backpacking trips are versions of this type of
team-building strategy. High levels of both job performance and job satisfaction often result from
a match between individual needs for growth and job characteristics (job scope).
1. Upward and lateral communication doesn’t usually affect job performance and job
satisfaction when high individual-job congruence exists.
2. Downward communication sometimes affects job performance more than job satisfaction
when low levels of individual-job congruence exist.
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RESEARCH METHODOLOGY
Study on employee’s opinion towards job satisfaction in various aspects in Clarks Inn Suites help
the company to know how and contributes maximum benefits to the organization.
The study will be conducted to achieve the aforesaid objectives including both exploratory and
descriptive in nature and involve personal interviews that will be based on the questionnaire format.
A Research Methodology defines the purpose of the research, how it proceeds, how to measure
progress and what constitute success with respect to the objectives determined for carrying out the
research study. The research methodology for the present study has been adopted to reflect these
realties and help reach the logical conclusion in an objective and scientific manner.
Research is a process of systematic and in depth study of any particular topic or subject baked by
collection, compilation, and presentation and interpretation of relevant data. The project “job
satisfaction” is done at Clarks Inn Suites Hotels and Resorts, Gwalior.
Objective of the study:
➢ To know the job satisfaction level in employees of Clarks Inn Suites Company (or) that
company.
➢ To identify what are the measures and techniques adopted by the company in order to keep
employees satisfied by the job.
➢ To give suggestions to improve the satisfaction levels in the workplace.
Descriptive research design:
A research design is the specification of methods and procedures for acquiring the information
needed to structure or solve the problem. It is the overall operational pattern or framework of the
project that stimulates what information is to be collected from which source and by what
procedure. On the basis of major purpose of our investigation the DESCRIPTIVE RESEARCH
was found to be most suitable. It studies the main area where the problem lies and also tries to
evaluate some appropriate courses of action.
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Data Collection Sources:
➢ Primary source:
The data required from the study has been collected from-
• QUESTIONNAIRE - Survey among the officials and employees of Company.
• PERSONAL INTERVIEWS- With the company representatives regarding recruitment
and selection practices in organization.
➢ Secondary sources:
The secondary data has been collected from-
• Internet
• Website of the company
• Organizational Reports & Records
• Books
Sampling method:
Survey was done by random sampling method.
Sample size:
Sample size is of around 39 peoples taken as per project sampling required for analysis. This
sampling shows a whole 100% for the analysis of data.
Mode of analysis:
The instrument used for data collection was in the form of questionnaire. The questionnaire was
used as it facilitates the tabulation and analysis of the data to be collected. The data collected was
subjected to simple frequency distribution and percentage analysis.
No. of Respondents
Mean = ------------------------------------ x 100
Total No. of respondents.
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Limitations of the study:
• The study will bring the general opinion of the employees but it will not reflect the exact
opinion of all.
• As the study will be conducted in Clarks Inn Suites, in ISD (instrument system division)
division it indicates the perception of the employees in that division only. The study restricts
up to 39 samples. It will not consider all the employees in the organization.
• The study focuses on the attitudes and perceptions of employees only, it will not cover the
financial growth of the employees.
• Main constraint is time is very less i.e. 45 days, so we not gather more information from
employees.
• Organization did not give permission to meet all the employees.
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ANALYSIS & INTERPRETATION
5.1 How hard their work in Job – Employees view
Hard work in job

Designation Strongly Disagree NAND Agree Strongly Total
Disagree Agree
Executives 7 15 8 7 2 39
Percentage 18% 38% 21% 18% 5% 100%
Table: 5.1
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14
12
10
0
STRONGLY DISAGREE NAND AGREE STRONGLY AGREE
DISAGREE
Chart: 5.1
Interpretation: Data presented in table 1 reveals that 38 percent of executives are disagree with the
statement that how hard their work in this job their will not certain that their will get ahead were as
18 percent of workman were disagree with the statement given and 18 percent of workman were
agree with it, so majority of employees were disagree with the given statement.
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5.2 Job Require Skills – Employees view.
Job require Skills

Strongly Disagree NAND Agree Strongly Total
Disagree Agree
Respondent 13 11 4 10 1 39
Percentage 33% 28% 11% 26% 2% 100%
Table: 5.2
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12
10
0
DISAGREE
Chart: 5.2
Interpretation: Data presented in Table 2 reveals that Majority 28 percent of employees are
disagree with that the Job requires Skills that their have not completely mastered in it and 33 percent
of employees are strongly disagree with the statement given were as 11 percent of employees agree
with it overall 28 percent of employees are disagree with that the job requires Skills that their have
not completely mastered.
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5.3 Deal of conflict in organization – Employees view
Deal of conflict
Disagree Agree
Percentage 28% 33% 21% 10% 8% 100%
Table: 5.3
14
12
10
0
DISAGREE
Chart: 5.3
Interpretation: Data presented in table 3 reveals that overall 33 percent of workman are Disagree
with that there is a great deal of conflict in their organization and 28 percent of executives are
strongly disagree with the statement given and were as 10 percent as Supervisor and workman are
agree with that the conflict occurs in the organization.
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5.4 Time spent with other people – Employees view
Spend time
Disagree Agree
Percentage 13% 28% 18% 33% 8% 100%
Table: 5.4
14
12
10
0
DISAGREE
Chart: 5.4
Interpretation: Data presented in table 4 reveals that overall 33 percent of executives are agree
with that their spend most of their time with other people in the course of doing their job were as 8
percent of workman agree with it and 13 percent of Supervisor are strongly disagree with the
statement given, So majority of Employees are strongly disagreeing with the statement given, So
majority of employees are strongly disagreeing with the statement given.
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5.5 Deal of Competition in Job – Employees view
Deal of Competition
Disagree Agree
Percentage 18% 23% 10% 41% 8% 100%
Table: 5.5
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14
12
10
0
DISAGREE
Chart: 5.5
Interpretation: Data presented in table 5 reveals that overall 41 percent of executives are agree
with that there is a great deal of competition in their job and were as 8 percent of workman were
strongly agree with the statement were as Majority of employees were strongly agreed with that
there is great deal of competition in job.
24
5.6 Work Place are Clear in Current Duties – Employees view
Current Duties and Future Direct

Disagree Agree
Percentage 3% 18% 23% 51% 5% 100%
Table: 5.6
20
18
16
14
12
10
0
DISAGREE
Chart: 5.6
Interpretation: Data presented in table 6 reveals that 51 percent of executives are agree with that
people in work place are clear about their current duties and future directions and were as 23 percent
of workman were agree with the statement and 5 percent of supervisor were agree with it, So
majority of employees were strongly agree with the statement given.
25
5.7 Whether the job is repetitive, tedious and boring – Employees view
Job is repetitive, tedious and boring

Disagree Agree
Percentage 16% 36% 29% 12% 7% 100%
Table: 5.7
14
12
10
0
DISAGREE
Chart: 5.7
Interpretation: Data presented in table 7 reveals that 36 percent of employees were Disagree with
that the job is repetitive, tedious and boring were as 29 percent of employees were Neither agree
nor Disagree with the statement given and 16 percent of employees were strongly Disagree with the
statement.
26
5.8 The Development of the Organization Depends on Satisfaction of Employees – Employees
view
Depends on organization
Disagree Agree
Percentage 4% 9% 8% 48% 31% 100%
Table: 5.8
18
16
14
12
10
0
DISAGREE
Chart: 5.8
Interpretation: Data presented in table 8 reveals that 48 percent of employees are Agree with that
the Development of the organization depends largely open the satisfaction of the employees and
were as 31 percent of employees were strongly agree with it and 9 percent of employees are disagree
with the statement given.
27
5.9 Support and Guidance from Supervisor – Employees view
Support and Guidance

Designation Extremely Dissatisfied Neutral Satisfied Extremely Total
Dissatisfied Satisfied
Percentage 0% 3% 18% 69% 10% 100%
Table: 5.9
30
25
20
15
10
0
EXTREMELY DISSATISFIED NEUTRAL SATISFIED STRONGLY
DISSATISFIED SATISFIED
Chart: 5.9
Interpretation: Data presented in table 9 reveals that 69 percent of executives are satisfied with the
amount of support and guidance their received from their Supervisor and 18 percent of work man
are satisfied with the statement given and were as 10 percent of supervisor are satisfied with it
overall majority of employees are satisfied with the support and guidance receive from their
Supervisor.
28
5.10 Job Security – Employees view
Job Security
Percentage 0% 2% 15% 52% 31% 100%
Table: 5.10
20
18
16
14
12
10
0
EXTREMELY DISSATISFIED NEUTRAL SATISFIED EXTREMELY
Chart: 5.10
Interpretation: Data presented in table 10 reveals that 52 percent of employees are satisfied with
the amount of job security their have and 31 percent of employees are extremely satisfied with the
statement given were as 15 percent are Neutral with the statement given, So Majority of employees
are satisfied with the job security.
29
5.11 Fringe benefits they receive – Employees view
Fringe benefits
Percentage 0% 2% 14% 63% 21% 100%
Table: 5.11
25
20
15
10
0
Chart: 5.11
the amount of pay and fringe benefits their receive from the organization and were as 21 percent of
employees are extremely satisfied with the statement given and 14 percent are Neutral with the
fringe benefits, so majority of employees are extremely satisfied with it.
30
5.12 Respect and fair treatment receive from management – Employees view
Respect from boss

Percentage 1% 6% 10% 68% 15% 100%
Table: 5.12
30
25
20
15
10
0
Chart: 5.12
the degree of respect and fair treatment their receive from their management, and 15 percent are
extremely satisfied with the statement given, so majority of employees are highly satisfied with the
respect from the boss.
31
5.13 Contributes to this Organization – Employees view
Contributes
Percentage 3% 11% 12% 62% 12% 100%
Table: 5.13
25
20
15
10
0
Chart: 5.13
the degree to which their fairly paid for what their contributes to this organization, and 12 percent
were having two respondents there are extremely satisfied and Neutral with this contribution to this
organization, so majority of employees are satisfied with it.
32
5.14 Secure things in the Organization – Employees view
Secure things
Percentage 1% 3% 22% 59% 15% 100%
Table: 5.14
25
20
15
10
0
Chart: 5.14
the secure things look for their in the future in the organization, were as 22 percent of employees
are Neutral with the statement given and 15 percent are extremely satisfied with it, so majority of
employees are satisfied with it.
33
5.15 Chances of help to other People in job – Employees view
Chances to help
Percentage 0% 8% 16% 62% 14% 100%
Table: 5.15
25
20
15
10
0
Chart: 5.15
Interpretation: Data presented in table 15 reveals that 62 percent of employees are chance to help
other people while doing the work, and 16 percent are Neutral with the statement given and 14
percent are extremely satisfied with it, so majority of employees are satisfied with this statement
given.
34
FINDINGS
Finally, it is concluded that job according to the employee meant more authority, recognition and
status.
1. The amount of hard work in a job is needed to go ahead.
2. No matter the organization is big or small the conflicts raises between the employees.
3. The employees are quite clear about their current duties and future directions
4. The employees are have great deal of competition during job.
5. The working environment was very much adopted by the employees and it is one of the key
factors of job satisfaction.
6. The standard working hours enforced in the organization is statutory and hence the
employees are satisfied with it.
7. There was a high satisfaction among the employees in case of salary provided to them.
8. The key human resources functions like recruitment, selection, induction, training policies
are quite satisfactory.
9. The encouragement given by the superiors is good.
10. As the workers satisfaction is very important to the organizational success, the superiors or
managers should play an important role in identifying the performance of employees which
ultimately helps in designing pay scales according to their work.
11. The employees are good in maintaining harmonious interpersonal relations.
12. The employees feel that their work is being recognized by strictly following promotion
policies.
13. The facilities provided by the organization are satisfactory.
14. Motivation of employee performance at work place is good.
15. The employee participation in the management activities is quite positive.
35
CONCLUSION
From the study the researcher has found some of the significant aspects contributing towards job
satisfaction. The company employees have an appropriately good level of job satisfaction.
• Rewards or Payment,
• Supportive working environment and
• The work itself.
• Working hours.
• Clean and hygienic working place.
It was also found that the primary source of job satisfaction among Job work assignees was the sense
of achievement experienced by them while on the job.
They are more satisfied with the relationship with co-workers and superiors, while a lesser amount
of satisfaction with regard to salary satisfactions and welfare measures provided by the organization.
However, in the same study feelings of dissatisfaction were found to be stemming from the work
itself. The same and the work that was repetitive in nature and not apt according to the qualification
of some of the employees were seen also some of the major factors leading to dissatisfaction were:
"Low payment
• Job tenure (3 months) leading to job insecurity among the job work assignees mind the
various factors leading to the job satisfaction and by enhancing the profile of job.
To enhance the employee job satisfaction. The organization has tried its level best to satisfy their
employees welfare facilities. However further improvements and as per suggestions will yield better
results.
36
SUGGESTIONS
1. In certain areas, especially in manufacturing field the employees felt that they need
job rotation.
2. Some employees expressed that they are feeling bore to perform routine job skills. It
is suggested redeployment to be considered in Clarks Inn Suites to meet the company
requirements on day to day basis.
3. Mobility of employees from one area to another area will give much encouragement
and morale boosting to the employees.
4. The ratio of executive and employee proportion to be maintained in Clarks Inn Suites.
5. The performance appraisal of the employees should be more scientific than the
existing.
6. For higher productivity individual / team incentive schemes may be encouraged in
place of the existing group/corporate incentive schemes.
7. Profit sharing, bonus may give encouragement at corporate level.
8. Clarks Inn Suites should allow their employees to shape their own roles. More and
more in-house training programmers to be designed to update.
9. Technological changes.
37

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COMPANY PROFILE

• Take a refreshing dip in the azure swimming pool.

• To deliver exceptional guest experiences by offering top-notch services, modern amenities,

Swimming Pool Spa Restaurant Bar Steam and Sauna

Food and Drinks

Safety and Security

Villas & Suites by The Clarks

Clarks Inn Suites

Clarks Inn Express

1. Job satisfaction as an individual’s overall attitude toward his/her job.

Historical overview of job satisfaction:

3. In retrospect, three major schools of thought or historical trends can be identified

Dimensions of job satisfaction:

3. Cultural factors include: Attitudes, beliefs and values.

5. Environmental factors include: Economic, social, technical and Governmental influences.

Determinants of job satisfaction:

Factors influences on job satisfaction:

c. Promotion: Promotional opportunities seem to have a variety effect on job satisfaction.

Job Satisfaction: Putting Theory into Practice:

3. Met expectation theory:

How Clarks Inn Suites create job satisfaction?

How Clarks Inn Suites increasing employees satisfaction:

Objective of the study:

Descriptive research design:

Survey was done by random sampling method.

5.1 How hard their work in Job – Employees view

Hard work in job

Job require Skills

Current Duties and Future Direct

Job is repetitive, tedious and boring

Support and Guidance

Respect from boss

1. The amount of hard work in a job is needed to go ahead.

4. The employees are have great deal of competition during job.

factors of job satisfaction.

employees are satisfied with it.

are quite satisfactory.

9. The encouragement given by the superiors is good.

ultimately helps in designing pay scales according to their work.

11. The employees are good in maintaining harmonious interpersonal relations.

13. The facilities provided by the organization are satisfactory.

14. Motivation of employee performance at work place is good.

15. The employee participation in the management activities is quite positive.

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