Generally when we are talking about remuneration in the service industry, we can start with a fairly negative observation that compared to other industries the majority of jobs and occupations within the sector are poorly remunerated (Lucas, 2004). On evaluating the employees’ perception of the adequacy of pay packages, it is understood that up to two thirds (65 per cent) of the employees are of the opinion that the pay package allowed by the organization does not fully match with the work load/working hours. This is a common viewpoint both in KTDC (64.4 per cent) and private hotels (65.4 per cent). The chi square analysis also establishes this observation (p>.05). The Mann- Whitney U test also reveals that the employees both in KTDC and the private sector hotels hold a similar viewpoint regarding the pay package (p>.05).
Three star- Chi-square (df =4) =5.144; p value = .273** Four star- Chi-square (df =4) =4.667; p value =.323** Five star- Chi-square (df =4) =7.540; p value = .110**
* Significant at 5% level.. ** Not significant at 5% level.
2. Labour Attrition
Most hotels are able to recruit talented and highly motivated employees. However, they seem to have difficulty in retaining newcomers and arousing their organizational commitment. In fact, the hotel industry is facing ever-rising labor costs, which include not only the actual salary paid to new competent employees but also the costs of attracting and retaining them. High employee turnover affects the quality of products and services. Because most turnovers among new employees of the hotel industry occur during the early stages of employment and the impact on organizational commitment is tremendous affecting the successful delivery of services to guests.
Three star- Chi-square (df =4) =17.052; p value = .002* Four star- Chi-square (df =4) =6.375; p value =.173** Five star- Chi-square (df =4) =3.439; p value = .487**
ICP-23: Job Satisfaction in Service Industries 113 R.Vasanthagopal & T.Rajesh On analyzing the employees’ response to the question whether there is labour turnover in the early stages of employment it is found that more than two thirds (68.7 per cent) agree fully or partly that good a number professionals leave the organization in the initial period of employment. On comparing sector-wise, private sector employees (73.7 per cent) agree to the statement more than the KTDC employees (56.2 per cent). The chi square shows that there is significant difference in opinion among the employees in three star hotels in the private sector and KTDC. The Mann-Whitney U test proves that there is significant difference in opinion among the employees in the private sector and KTDC and labor turnover in the initial period is comparatively higher in private sector as the median value is higher in that sector.
3. Periodical Assessment System
Assessment of job satisfaction measures the extent to which the staff perceives the organizational features of their work setting as providing opportunity for personal development and positive engagement with the organization. Such staff are likely to be happy with their supervision, consider their job prospects good, feel part of a team and feel able to use their abilities to the full (Edward. P and Wright, M, 1998). On examining the opinion of employees as to whether there is the practice of assessing job satisfaction periodically, significant difference in the opinion of the employees can be found. 43.9 per cent of employees agree that the company assesses the job satisfaction of employees periodically whereas 47.1 per cent of employees hold just the opposite view. This pattern of opinions can be observed in private sector also, but in KTDC hotels the situation is somewhat different. The chi square analysis shows that the difference in the opinion of employees belonging to three star and five star categories is significant (p<.05) whereas the difference in the opinion of employees in the four star category is not much significant (p>.05). While examining the opinion of employees through Mann- Whitney U test (Table 3) , the difference in opinion between the employees of KTDC and the private sector is also found significant (p<.05).
Three star- Chi-square (df =4) =9.887; p value = .042* Four star- Chi-square (df =4) =2.669; p value =.615 ** Five star- Chi-square (df =4) =25.509; p value = .000*
* Significant at 5% level. ** Not significant at 5% level.
4. Desire to Continue in the Present Organization
Desire to continue in an organization is an indication of organizational commitment. Employees who are highly satisfied with their jobs demonstrate greater loyalty and commitment to the organization. Commitment emphasizes an attachment to the employer, and is a response to the whole organization (Igbaria, Meredith and Smith, 1994). Greater commitment and loyalty are primary requisites in a service industry as the quality of the service is largely dependent upon the commitment of the employees. While taking the opinion of the employees as to why they continue in an organization, up to three fourths (73.9 per cent) stated that they stay on the organization not because they are satisfied with the working environment of the organization. More than two thirds (65.8 per cent) of the private sector and one half (58.2 per cent) of KTDC employees responded positively to the statement. As per the chi square test the difference in opinion between four star sector employees in KTDC and private hotels is significant (p< .05) whereas in the case of five star and three star hotels, such significance is not found (Table 4). The Mann- Whitney U test also depicts no significant difference in opinion between KTDC and the private sector on the question whether they stick to the present organization because of job satisfaction as the median value is the same in both categories(p>.05).
ICP-23: Job Satisfaction in Service Industries 114 R.Vasanthagopal & T.Rajesh Three star- Chi-square (df =4) =3.967; p value = .411** Four star- Chi-square (df =4) =8.681; p value =.070** Five star- Chi-square (df =4) =4.547; p value = .337**
* Significant at 5% level. ** Not significant at 5% level
5. Overall Job Satisfaction
Job satisfaction is the most frequently studied variable in organizational behavior (Spector, 1997). Job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences (Locke, 1976). In relation to the job characteristics approach, the nature of an individual’s job or the characteristics of the organization that the individual works for predominantly determines job satisfaction (Jex, 2002). Research on job satisfaction is extensively carried out in all most all industries and also in different facets viz. works, pay, promotion, supervision, coworkers, etc. On analyzing the opinion of employees regarding the overall job satisfaction, it is clear that more than two thirds (69 per cent) of the employees either fully or partly agree that they are not satisfied with their job in the organization. The sector-wise and star-wise analysis also reveals the same attitude. The chi square test also reveals that the difference in opinion between employees in three star hotels of KTDC and the private sector is significant whereas the difference in opinion between four star and five star hotel employees is not so significant (p>.05). The Mann Whitney U test also shows that the difference in opinion between the private sector and KTDC is statistically not so significant (p>.05). Three star: Chi-square=3.837(df=4) and p value =.429*; Four star: Chi-square=9.244(df=4) and p value =..50**; Five star: Chi-square=18.925 (df=4) and p value =.179**.
* Significant at 5% level. ** Not significant at 5% level.
CONCLUSION
While going through the above analysis the following observations have been arrived at: (i) pay package in the industry does not fully match with the work load/working hours,(ii) high labour attrition in the early stages of employment, (iii) no relationship between job satisfaction and working environment (iv) no uniformity of opinion among employees as to whether there is the practice of assessing job satisfaction periodically and significant difference in the opinion of the employees can be found and (v) no satisfaction with their job in the organization. Thus to conclude, job satisfaction of employees in the hotel industry is found not satisfactory. Hence it is suggested that the management and the concerned Ministry in the government should give maximum attention to make necessary correction on all the spheres of job satisfaction in order to refurbish this sector.
REFERENCES
1. Champra, T.N (2008). Human Resource Management-Concepts and Issues. New Delhi: Dhanapatirai& Co.
2. Hoppoch, R.(2009). Job Satisfaction. New York: Harper & Brothers.
3. Jex, S. M. (2002). Organizational psychology: A scientist-practitioner approach. New York, NY: John Wiley & Sons, Inc.
4. Judge, T. A., & Church, A. H. (2000). Job satisfaction: Research and practice. Oxford, UK: Blackwell.
5. Locke, E. A. (1976). The nature and causes of job satisfaction. Chicago, IL: Rand McNally. 6. Spector, P. E. (1997). Job satisfaction: Application, assessment, cause and consequences.
ICP-24: Need of Information System 115 Dr.D.Arivazhagan
NEED OF INFORMATION SYSTEM IN MANAGEMENT