VSRD International Journal of Business and Management Research, Vol.

III Issue VIII August 2013 / 331

e-ISSN : 2231-248X, p-ISSN : 2319-2194 VSRD International Journals : www.vsrdjournals.com
RESEARCH ARTICLE
EMPLOYEES SATISFACTION AND MOTIVATION : A STUDY OF HOTEL
SAROVER PORTICO, SAHIBABAD, GHAZIABAD
1
Nitin Gupta* and
2
Kapil Garg
1
Research Scholar,
2
Research Supervisor,
1,2
Department of Management,
Mewar University, Chittorgarh, Rajasthan, INDIA.
*Corresponding Author : lovelynitinkansal@gmail.com
ABSTRACT
Human Resource Management is getting more important in the business nowadays, because people and their knowledge are the most
important aspects affecting the productivity of an organization. One of the main aspects of Human Resource Management is the
measurement of employee satisfaction.
The aim of this research paper is to study the level of employee satisfaction in relation to the motivation in Hotel Sarover Portico,
Sahibabad, Ghaziabad. The main aim of the research is to study the level of job satisfaction in relation to the motivation of Hotel Sarover
Portico, Ghaziabad, India.
The theoretical framework of this paper includes such concepts as job satisfaction, motivation, training, rewards and facilities provided by
the organization. The questionnaire is created according to the mentioned concepts. Based on the research it can be said that the level of
employee satisfaction in Hotel Sarover Portico, Ghaziabad is quite high, although there is still a room for improvements. One of the
biggest strength of the organization is the relationship and communication between the employees and the managers. The biggest
improvement is needed in the field of the salary part and long working hours, because most of the employees are not showing high
satisfaction with it.
Keywords : Human Resource Management, Job Satisfaction, Motivation, Training, Rewards, Long Working Hours, Facilities.

1. INTRODUCTION
The importance of motivation is growing all the time in the
organizations. Many researchers have been done to find out
the effect of motivation on the productivity of the
organization. This paper is about the employee motivation
in Hotel Sarover Portico, Sahibabad, Ghaziabad, (India).
The authors of this paper are very interested in this subject
and wanted to find out in practice what the level of
employee motivation in an organization is?
After the target organization had been found, the research
question was composed: what is the level of employee
satisfaction in Hotel Sarover Portico? The main subjects
will be motivation and its effect on employee satisfaction.
To find out the results for the research, a questionnaire was
delivered to the employees in the hotel. The purpose of this
kind of research is to find out which factors could be
improved in the target company. In this research it is
explained what kind of factors have an effect on
employees satisfaction and which perhaps cause job
dissatisfaction. For example the power of money as a
motivator will be discussed.
The main aim is to find out the level of employee
satisfaction in Hotel Sarover Portico and to find out
possible aspects for improvements.
2. ROLE OF HUMAN RESOURCE IN
HOSPITALITY
The hospitality field generally includes businesses such as
restaurants and hotels. These establishments serve the
public and frequently employ numerous staff members to
efficiently accomplish this task. As an administrator of a
hospitality organization's most valuable asset -- its human
resource -- the HR department is called on to administer
employee-related activities that may be critical to the
continued success of the organization. The HR department's
role is to support the organization by freeing up
management to concentrate on the business of doing
business. Human resources in the hospitality sector require
not just a human touch and service with a smile but also
desire for individuals who are multi-skilled, cross-trained,
forward looking in terms of perspective and mindset, and
embody strategic creative and systematic thinking. To
encourage tourists to choose a specific hotel, the hoteliers
must meet or exceed the guests expectations of service
quality (Nankervis & Deborah, 1995). But human resource
managers in the hospitality industry are experiencing rapid
changes due to the inundation of information technology
and ever increasing globalization (Heung, 1993). According
to Baum (1995), HR progress through education, training,
and development of employees at all levels is a vital
component in sustaining the industrys competitiveness in
the international arena.
Nitin Gupta and KapilGarg VSRDIJBMR, Vol. III (VIII), August 2013 / 332

3. MOTIVATION OF EMPLOYEES
Increasing motivation, commitment and engagement levels
are key organizational aspects nowadays. The development
of compensation policies has an important role in
motivating workforce to deliver high levels of performance,
discretionary effort and contribution. The process of
motivation usually starts with someone recognizing an
unsatisfied need. Then a goal is established to be reached
and that way to satisfy the need. Rewards and incentives
can be established for people to better accomplish the given
goal. The social context will also affect the motivation
level. Motivation can be intrinsic or extrinsic. Intrinsic
motivation can be described as the process of motivation by
work itself in so far as it satisfies the personal needs of the
employee. Intrinsic motivation is self-generated and it is
thought that people seek for a job they think will most
satisfy their needs. The factors affecting intrinsic
motivation include for example responsibility, freedom to
act, courage to use and develop persons own skills,
interesting tasks and opportunities for advancement.
Extrinsic motivation is the amount of effort other people
give to the person to motivate them. Extrinsic motivation is
for example the rewards management provide such as pay
rise, praise or promotion. Extrinsic motivators are efficient
but the influence doesnt last long.
Intrinsic motivators tend to have a longer effect as they are
inherent and not imposed from outside. (Armstrong 2007,
60). As the needs of individuals differ a lot, it is important
to concentrate carefully on the attachment of goals and
incentives given when goals are accomplished. Motivation
theories help to understand different motivators. Motivation
theories have been examined for decades. These theories
can be implemented to the companys human resource
policies to get the best out of the employees.
Work motivation consists of many different aspects. It is
very important for the managers to make the employees feel
motivated towards the work they do. Motivated employees
are less absent from work and the productivity of the
company is more likely to grow.
4. RESEARCH METHODOLOGY
The research question was: what is the level of employee
motivation in this company?
Research Method: This research is quantitative research
means the process of explaining some kind of phenomena
mathematically analyzing numerical data (Muijs 2004, 1).
In every research, quantitative or qualitative, the first step is
to define the phenomena. Without the phenomena the
research does not exist. In the quantitative research the data
must be in a numerical form which is explained by the fact
that in quantitative research the results are analyzed by
using mathematical methods. A quantitative research
method is for example a questionnaire.
The researchers decided to use a questionnaire as a tool in
their research. The questionnaire consists of the things that
motivate people. Some questions are about the appreciation
and the feeling of self-fulfillment they get or dont get from
their work. Questions are on money, benefits,
compensation, communication, job security, appreciation
from manager, recognition, training and development, and
promotion.
Data Collection and Analysis : The questionnaire was
delivered to hotel employees at the beginning of April
2013. The person responsible for the delivery and the
collection of the questionnaires was the head of the training
department of Sarover Portico hotel. When the
questionnaire was designed, the copies were sent to him.
There are approximately 115 employees in Sarover Portico
but when the research had been completed 56 of the
questionnaires were returned i.e. 48.7%. The questionnaire
was available for filling in for four weeks.
After gathering the data, the analysis over the results began.
The first things to be analyzed were the background
information of the respondents such as gender, age, work
experience and position. The analysis went on examining
the tendencies arising from the data and interpreting it
correctly in order to build them into charts.
Findings from Demographic Part : There are 115
employees in Sarover Portico. In total 56 employees
answered to the motivational survey. The background
information is introduced in terms of gender, age, the form
of employment, work experience and position. However,
since the number of respondents is quite low, the answers
have not been analyzed by background information, but
they are introduced by frequencies in each question.
Gender : 19 of the respondents are female and 35 are male.
In 2 questionnaires the respondents didnt answer the
question.
GENDER FREQUENCY PERCENTAGE VALID PERCENTAGE
MALE 35 62.5 64.81
FEMALE 19 33.93 35.19
TOTAL 54 96.43 100
MISSING FROM THE SYSTEM 2 3.57
TOTAL 56 100

Age : The respondents can choose from different age
groups to which they belong. 14 of the respondents are 20-
29 years old. 23 respondents are 30-39 years old, 15 of the
respondents are 40-49 years old and 4 are of 50-59 years
old.

Nitin Gupta and KapilGarg VSRDIJBMR, Vol. III (VIII), August 2013 / 333


AGE FREQUENCY PERCENTAGE VALID PERCENTAGE
20-29 YRS 14 25 25
30-39 YRS 23 41.07 41.07
40-49 YRS 15 26.79 26.79
50-59 YRS 4 7.14 7.14
TOTAL 56 100 100

Work Experience : 18.93 % of the respondents have been
working for sarovar more than 10 years 24.44% of the
respondents have been working from five to ten years. 35%
respondents have been working two to five years and 21.63
% less than two years.
WORK EXPERIENCE FREQUENCY PERCENTAGE VALID PERCENTAGE
MORE THAN 10 YRS 10 17.86 17.86
5-10 YRS 14 25 25
2-5 YRS 20 35.71 35.71
LESS THAN 2 YRS 12 21.43 21.43
TOTAL 56 100 100

Position : 28 of the respondents work on entry level
position, 8 at supervisory level, 14 at managerial level and 2
head of department. 4 of the questionnaires didnt have an
answer to this question.
POSITION FREQUENCY PERCENTAGE VALID PERCENTAGE
SENIOR MANAGEMENT 2 3.57 3.84
MIDDLE MANAGEMENT 14 25 26.92
SUPERVISORY LEVEL 8 14.29 15.39
ENTRY LEVEL 28 50 53.85
TOTAL 52 92.86 100
MISSING FROM SYSTEM 4 7.14
TOTAL 56 100
GRAPHICAL REPRESENTATION OF DEMOGRAPHIC DATA

MALE
62%
FEMALE
34%
MISSING
FROM THE
SYSTEM
4%
GENDER
MORE
THAN 10
YRS
18%
5-10 YRS
25%
2-5 YRS
36%
LESS THAN
2 YRS
21%
WORK EXPERIENCE
Nitin Gupta and KapilGarg VSRDIJBMR, Vol. III (VIII), August 2013 / 334


5. FINDINGS FROM MOTIVATION PART
Part - I
S.
No.
Questions
Highly
Satisfied
Satisfied Neutral Unsatisfied
Highly
Unsatisfied
Total
1
How far you are satisfied with the
support from the HR department?
37.5%
(f=21)
33.93%
(f=19)
5.36%
(f=3)
14.29%
(f=8)
8.92%
(f=5)
100%
2
How far you are satisfied with the
salary provided by the organization?
10.71%
(f=6)
19.64%
(f=11)
5.37%
(f=3)
39.28%
(f=22)
25.00%
(f=14)
100%
3
How far you are satisfied with the
facilities providing by the
organization.

26.79%
(f=15)
41.07%(f=23)
16.07%
(f=9)
10.71%
(f=6)
5.36%
(f=3)
100%
4
How satisfied are you with the
feeling of self-fulfillment that your
work gives you?

23.21%
(f=13)
30.36%
(f=17)
10.71%
(f=6)
21.43%
(f=12)
14.29%
(f=8)
100%
5
How much satisfy you are with the
feeling about your future with the
company?
12.50%
(f=7)
33.93%
(f=19)
14.29%
(f=8)
28.57%
(f=16)
10.71%
(f=6)
100%
6
How far you are satisfied with your
working hours?
10.71%
(f=6)
19.64%
(f=11)
10.72%
(f=6)
21.43%
(f=12)
37.50%
(f=21)

100%
7
How far you are satisfied with your
training programmes held in the
organization?
25.00%
(f=14)
30.36%
(f=17)
01.79%
(f=1)
21.43%
(f=12)
21.43%
(f=12)
100%
Part II
S. No. Questions Yes No No response Total
8
Company recognizes and acknowledges your work

64.28%
(f=36)
32.14%
(f=18)
03.58%
(f=2)
100%
9 Are you appreciated by your manager on good jobs
55.35 %
(f=31)
41.07 %
(f=23)
03.58%
(f=2)
100%
10 You have Job security in the organization.
55.35 %
(f=31)
32.15%
(f=18)
12.5 %
(f=7)
100%

Finding from the above analysis are as follows:
The employees of Hotel Sarover portico are well
satisfied with the support of HR department. 37.5%
employees are highly satisfied, 33.93% are satisfied,
14.29% are unsatisfied and 8.92% are highly
unsatisfied while 5.36% employees feel themselves
20-29
YRS
25%
30-39
YRS
41%
40-49
YRS
27%
50-59
YRS
7%
AGE
3.57
25
14.29
50
7.14
POSITION
PERCENTAGE
Nitin Gupta and KapilGarg VSRDIJBMR, Vol. III (VIII), August 2013 / 335

neutral.
10.71% employees are highly satisfied with their
salary, 19.64% choose satisfied with their salary, but
the majority of them choose to be unsatisfied with their
salary i.e. 39.28%, 25% employees are highly
unsatisfied with their salary while 5.37% are neutral.
As per the result shown, employees of hotel Sarover
portico are well satisfied with the facilities provided by
the organization. 41.07% employees are satisfied and
26.79% are highly satisfied with the facilities. 10.71%
are unsatisfied and 5.36% are highly unsatisfied with
the facilities, while 16.07% are neutral towards this
question.
23.21% employees feel that their work give them high
satisfaction, 30.36% feels it satisfied, 21.43% are
dissatisfied and 14.29% are highly dissatisfied with this
feeling of self-fulfillment from their work. 10.71% are
neutral.
33.93% employees found satisfied that they have a
good future with the organization, 12.50% are highly
satisfied. 28.57% employees feel that their future with
the organization is not good and 10.71% employees are
highly unsatisfied. While 14.29% are choose to be
neutral about the question.
Hotel Sarover portico employees are not very satisfied
with their working hour. Only 10.71% percent
employees are highly satisfied with their working hours
and 19.64% are satisfied but majority of employees i.e.
37.50% are highly unsatisfied and 21.43% are
unsatisfied with their working hours. 10.72% are
neutral.
25% employees are highly satisfied and 30.36% are
satisfied with the training programmes held at the
organization. 21.43% are unsatisfied and same
percentage i.e. 21.43% is highly unsatisfied with their
training programmes. 1.79% found to be neutral.
When asked about the recognition of work in the
organization 64.28% said yes and 32.14% said no to
this. While 3.58% were neutral.
55.35% employees admitted that they got appreciation
from their managers on good job while 41.07% said no
to it. 3.58% were neutral.
55.35% Hotel Sarover portico employees thinks that
their job is secure with the organization, while 32.15%
are deny to it. 12.5% employees were neutral on this
question.
6. CONCLUSION
The employees of Hotel Sarover portico are well satisfied
with the support of HR department. They also say it usually
feels good to come to work every day.
Money is a good motivator, and according to Herzberg it is
listed as a hygiene factor which is more likely to cause job
dissatisfaction. Salary is a thing that is expected to be at a
certain level and comparable to the amount of work the
employee does. The employees in Hotel Sarover portico are
not so satisfied with the Salary issue. In a long run this
situation might cause job dissatisfaction and a decline in
work motivation. Employees are not satisfied with the
current salary and the fairness of the wages system
compared to the tasks they do. They show quite little
satisfaction with the current salary. This could mean that
the salaries are not meeting expectations of the employees
and they might want a higher salary. Managers should take
into account this factor, because when it is improved, it can
raise the motivation and productivity of the employees. It
might be a good motivating factor if the raise in the salary
occurred.
The employees of the company also show at least some
satisfaction towards the fairness of wages system compared
to people working in the same field. On the other hand, also
the benefits are a very important factor affecting work
motivation. Hotel Sarover portico employees are very well
satisfied with the benefits of the organization. It is not
enough that benefits are satisfying, also basic wages has to
be equitable to tasks the employee does, and to the wages
other people working on the same field get. This also
applies to compensation. It is the other aspect of the
rewards systems. It is important for the company to have
some sets of benefits, because it is one of the motivating
factors for the employees. It might add satisfaction if the
salary is not so high. Employees of the company show very
high satisfaction with the type of benefits that the company
provides. It is important that the company designs their
benefit options in a structured and understandable way so
that the employees will not have any difficulty
understanding these options. The employees of Sarover
portico state to understand the companys benefit options
very good.
Employees show high satisfaction with the benefits like
theater, meal on duty, tea with snacks, medical insurance
facility, extra vacation days (L.T.A.) etc. It means that the
company provides them in a good way and they are
available to almost all employees. However, they are fairly
satisfied with the benefits like interesting projects, support,
or appreciation, and benefits like insurance, health care.
Work is supposed to give also the feeling of self-fulfillment
and that way cause feeling of success. Hotel Sarover portico
employees are satisfied with the feeling of self-fulfillment
that the work gives them.
According to the results the employees feel optimistic about
the future success with the organization, although a number
of the respondents do not feel good about it. This might
have an effect on the work motivation. Employees who feel
that their future is successful at the organization work better
than those who are insecure about it. Employees get
intrinsic motivation from the work itself.
The length of shift can affect a lot on the motivation and
productivity of the employees. Sarover Porticos employees
are not satisfied with the length of shift, signifying that job
organization in this field is not successful at all. Flexibility
of the working hours can also motivate employees a lot.
Nitin Gupta and KapilGarg VSRDIJBMR, Vol. III (VIII), August 2013 / 336

According to the survey the workers show quite high
dissatisfaction with this issue.
Training and re-training is essential for the workers higher
productivity. Creating a comfortable working environment
for the training and re-training is one of the issues that the
organization should take care of. In Hotel Sarover Portico
the employees show that they are fairly satisfied with the
training and re-training at the work place.
Communication is essential inside the company and
between different organization levels. The employees feel
that someone is listening to their concerns as well as
suggestions and ideas for improvement. The employees in
Hotel Sarover portico are fairly satisfy with the
communication inside the company.
Employees want to be appreciated at work. Appreciation at
work is one of the factors causing job satisfaction. In Hotel
Sarover portico the employees gave a mix response towards
this question. More than half of the population thinks that
they are well appreciated at workplace. They are also quite
satisfied with the appreciation got from manager. They are
satisfied with the appreciation from their co-workers. Same
applies with recognition at the work place in which Sarover
employees are fairly satisfied.
Hotel Sarover portico employees are very satisfied with the
job security. The employees think that their job place is
secured, which has an effect on the motivation.
Finally it can be said that there might be room for
improvements, but in general the situation looks good
except the salary part and long working hours.
Suggestions for
Improvements
Strengths
Money
Periodic raise in salary
Working hours
Promotion
Recognition
Future success at the
company
Benefits
Training
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