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A study on factors affecting job satisfaction of employees in hotel

industry: A study with reference to few categorized hotels in NCR.
.
Ms.Vijit Chaturvedi
Assistant Professor, Lingayas University, Faridabad (Haryana)

Abstract
The concept of job satisfaction of employees in hotel industry has great relevance for better
development. The present study tries to examine the job satisfaction factors like compensation
structure, training and development, supervision, communication, nature of work, affective
commitment for employees in hotel industry in Delhi National Capital Region. Conceptual framework
of the study was developed and the selected convenient sample size of 150 was determined
Questionnaire having five point Likert type scale, ranking questions, having a mix of qualitative as well
as quantitative research design was employed. Long employee attitude scale developed by H.C Ganguli
was used for collecting primary data. Other statistical methods engaged to analyze the data were
descriptive statistics, correlation matrix, chi square test, ANOVA and ranking of variables. The results
of this empirical study show that there is a significant relationship between all the factors.. Positive
satisfaction levels with job were found among faculties and they would remain in their present jobs
only if they have good compensation structure closely followed by opportunities for training and
development and good supervision. The employees were found to be satisfied with communication
cannels in organization.

An introduction to job satisfaction

Job satisfaction is generally defined as an employees affective reaction to a job, based on comparing
actual outcomes with desired outcomes. It is generally recognized as a multifaceted construct that
includes employee feelings about a variety of both intrinsic and extrinsic variables. The job satisfaction
of an employee is a topic that has received considerable attention by researchers and managers alike.
The most important information to have regarding an employee in an organization is a validated
measure of his/her level of job satisfaction (Akpofure, Rim., O. Israel, Imide., & Okokoyo, Ikhifa.
(2006).
Behavioral and social science research suggests that job satisfaction and job performance are positively
correlated (Bartel, A.P. (1981). Recently, the assessment of employees attitude such as job satisfaction
has become a common activity in organizations in which management is concerned with the physical
and psychological well being of people (Castillo, Jaime. X., & Cano, Jamie. (2004).
It is the only controlling variable that decides the many other factors like employees productivity,
retention rate , happiness and stability in an organization .It also gives a direction to how employees
should be utilized so that apart from gaining effective results it can help in enhancing commitment ,
morale and motivation of employees(Diaz-Serrano, L., & Cabral. Vieira, J.A). (2005).
Need of studying Job satisfaction in Hotel industry
Today hospitality sector is one of the fastest growing sectors in India. It is expected to grow at the rate of
8% between 2007 and 2016. Many international hotels including Sheraton, Hyatt, Radisson, Meridien,
Four Seasons Regent, and Marriott International are already established in the Indian markets and are still
expanding. Hotel Industry in India has witnessed tremendous boom in recent years. Hotel Industry is
inextricably linked to the tourism industry and the growth in the Indian tourism industry has fuelled the
growth of Indian hotel industry. (Eyupglu, Serife., & Saner, Tulen) (2009).
The thriving economy and increased business opportunities in India have acted as a boon for Indian hotel
industry. The arrival of low cost airlines and the associated price wars have given domestic tourists a host
of options. The 'Incredible India' destination campaign and the recently launched 'Atithi Devo Bhavah'
(ADB) campaign have also helped in the growth of domestic and international tourism and consequently
the hotel industry. Hotel Industry giants are flocking India and forging Joint Ventures to earn their share

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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.
Challenges in Hotel industry
Worldwide research projects have suggested that employee turnover is among the highest in the
hospitality industry. Studies have shown that the average turnover level among non-management hotel
employees is about 50 per cent, and about 25 per cent for management staff. Estimates of average annual
employee turnover range from around 60 to 300 per cent, according to research conducted by the Hotel
and Motel Association (Gazioglu, S., & Tansel, A. (2006). Retention experts say hotels spend thousands
every year for each new employee they must train to replace a seasoned worker who leaves. It is no
longer a startling fact that the cost of losing an employee is between half and one-and-a-half times their
annual salary!
Efforts to understand the reasons and motivations behind the decision for a job change - from one hotel to
another or from the industry to another sector - highlight a well-known reality: that people are inherently
driven to maximize benefits or satisfaction, and that they assume a lifetime perspective when making
choices concerning job changes. The expected benefits or utility for the employee comes in the form of
higher future earnings, increased job satisfaction and enrichment over one's lifetime and a greater
appreciation of his personal interests. (Gupta, Santoshi., & Gupta. A). (2008).
Literature Review
The importance of job satisfaction in all types of organization has been consistently supported through
research (Steers, R. M., & Porter, L.W. (1992). The results of different studies indicate that job
satisfaction is linked to the employees performance organizational climate (Wong, Edward, & Heng,
Teoh. (2009), possibility of stress and burnout (Um & Harrison, 1998), and the propensity to leave a
job. Using 370 employees, (e.g., faculty, administrators, staff), from a large southeastern university,
(Prakash, Shri, & Bhati, Amita. (2008). found that role conflict and ambiguity exert a direct influence
on job satisfaction and physical symptoms, which in turn influence turnover intentions
On the same account, (Castillo, Jaime. X., & Cano, Jamie. (2004) investigated the impact of
departmental chairperson's interpersonal comportment on the directly proportionate leadership
effectiveness and the related job satisfaction of the administrative staff. Research indicated that
successful community college chairpersons believed in establishing and maintaining cordial
relationships with their admin staff as a means to accomplish challenging working milieu and highly
contented and motivated workforce.
(Steers, R. M., & Porter, L.W. (1992) also found that the job performance and job satisfaction
relationship follows the social exchange theory; employees performance is giving back to the
organization from which they get their satisfaction.
Several studies have highlighted the consequences of job satisfaction among employees in different
sectors. A study on managerial cadre of Indian Oil Corporation focuses on 11 parameters of job
satisfaction and several of these parameters are mutually related. The results of the study show that job
security, pay package, career advancement and promotions are the most decisive factors of job
satisfaction. (Prakash and Bhati, 2008) Attrition in BPOs happen due to reasons like lack of growth
avenues, expectation mismatch, dissatisfaction with organizational policies, monotonous work, unusual
working hours, stress and burnouts and the quest for better job profile etc. (Srikant and Tyagi, 2007).
A similar type of survey revealed the same factors and thus the identical results of high attrition rate in
BPO Industry. (Gupta and Gupta, 2008) Consequently, factors influencing satisfaction at work by
Indian workers were career development opportunities and training which happen to be consistent with
the top three global demands.
With turnover continuing to be a serious business predicament despite the vast literature aimed at
identifying factors that cause employees to quit (Griffeth, Hom, & Gaertner, 2000), the concept of job
satisfaction assumes significance not only for contemporary business scenario where employers are
fighting to get talented employees in order to maintain a prosperous business but also for the sectors
like education often plagued with acute shortage of qualified and competitive teaching work force. In
teaching institutions, this may have even wider ramifications, with work like discontent getting

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translated into academic output, and ultimately influencing the morale and attitudes of the new recruits
to the profession. (Madaan, 2008).
With an apparent dearth of quality professionals in the market, hotel industry in India is fighting hard to
have well endowed, skilled and qualified professionals. Additionally, whatever little the resources are
at the disposal of the hotels in terms of the qualified people is drastically affected by the fact that these
vital human resources are in perennial quest for greener pastures. Thus, the phenomenon is that the
employees are involved in constant job hopping, which even put a grass hopper to shame, especially so
if we talk about the employees there is abundant opportunity in National Capital Region.
Thus, even though the discontentment and dissatisfaction has lingered on the minds of the stakeholders,
there has been little headway in terms of identification of plausible causes and their subsequent
remedies. The key issues dealt in the study are the determinants of job satisfaction among employees in
the relative order of their impact and the constraints which lead to job dissatisfaction thereby leading to
following objectives of the study Objectives of Study
1) To identify the impact of selected factors on job satisfaction (Compensation policy, reward
system, training and development opportunity, , work environment, working conditions,
supervision, communication, nature of job) factors that lead to retention and satisfaction of
employees in hotel industry
2) To determine the most preferred dimension that leads to job satisfaction in the organization
scenario
3) To identify the impact of age on job satisfaction
4) .To identifies the impact of affective /emotional commitment on job satisfaction of employees.
The main construct included in the present research is job satisfaction and according to Locke and
Lathams (1976) definition it can be defined as, pleasurable or positive emotional state resulting from
the appraisal of ones job or job experience. Job satisfaction is a result of employee's perception of how
well their job provides those things that are viewed as important.
On the basis of above mentioned objectives the following hypothesis are framed1) There is no significant association between compensation structure and job satisfaction
2) There is no significant association between T&D opportunity and job satisfaction
3) There is no significant association between type of communication and job satisfaction.
4) There is no significant association between supervision and job satisfaction
5) There is no significant association between nature of work and job satisfaction
6) There is no significant association between affective commitment and job satisfaction
Methodology of study
The present study is circumscribed within categorized hotels in Faridabad,Gurgaon,Ghaziabad and
Noida and middle level employees were selected for study ,since attrition is mostly seen at this level
.The timeframe for data collection was 2 months (Jan2010-Feb 2010).The data was collect ed through
stratified random sampling Employees aged between 25-55 were selected. In total 180 questionnaire
were distributed from which 168 were returned, from them 16 were incomplete leaving the figure to
152,for ease in calculation 150 as sample size was selected.
On the basis of satisfaction with job and chances of retaining in the organization employees were
decided into following four categories1)
2)
3)
4)

The Satisfiers Those employees who are highly satisfied with the job and organization
The Hoppers Those employees who are not satisfied and keep on looking for other options
elsewhere.
The mediocre- Those employees who are not satisfied with some particular factors that
affect satisfaction of employees
The safe players Those employees who are satisfied but are also interested in looking for
other options.

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Sources of data collection

Data is collected from both sources primary and secondary .Survey method is used to collect primary
data from selected categorized hotels in NCR. Secondary data is collected with the help of magazines,
books, journals, and websites.
Long employee attitude scale which measures job satisfaction of employees developed by H.C Ganguli
was used as a tool is used to collect primary data. Test retest reliability of this scale is r=0.90 and the
scale has also proven validity
Data analysis
The data is analyzed using SPSS, different statistical tools like percentage analysis, chi-square test,
correlation, ANOVA and cross tabulations are been used.
Switching behavior of respondents
Table-1 Percentage distribution showing switching behavior of respondents
Hypothesis-1 There is no significant association between age and job satisfaction
Hypothesis -2 There is significant association between age and job satisfaction.
The calculate value of chi square was 45.07 and the tabulated value was 12.592 with 6 as degree of
freedom .Since the calculated value is greater than the tabulated value null hypothesis is rejected .Thus
, it can be concluded that with increasing age satisfaction towards job also increases. It is also because
of the fact that with increased age sensitivity towards job and feeling of accountability rises so is the
satisfaction towards doing the work at best gets enhanced.
Findings and conclusions
1) In this study it was aimed to find association between different factors that affect job
satisfaction and relationship between them. It was found that all the selected factors namely
compensation structure, training and development, communication, nature of work,
supervision, and affective commitment. are associated and affect job satisfaction.
2) From the means and standard deviation of all the factors it is clear that employees are most
satisfied with the type of communication channels practiced in the organization, it is a positive
sign which shows that there is clarity in giving directions and instructions and also top to
bottom and bottom to top is quite transparent which can further help in building good rapport
and effective working.
3) Independent chi-square values between job satisfaction and various selected variables sows
that there is a significant association between various selected variables and job satisfaction.
4) An important finding in this regard is that emotional or affective commitment is also
significantly associated with job satisfaction. It implies that management should focus on
designing such strategies which can help in developing an emotional commitment towards
job. This will not only help in retaining employees but will help in enhancing loyalty and
ownership towards job which would further lead to sustenance of effective work force.
5) It is thus clear that in spite of sound communication channels, scope for training and
development, satisfaction with type of supervision and nature of work allotted, the highest
dissatisfaction is with compensation structure. Thus management should take necessary
actions in designing equitable and attractive pay packages and introduce some incentives and
rewards in such a way so that employees may feel a motivation in working. Until and unless
employees will feel a push to perform with good financial motivator the efforts made in
retaining employees will not be possible.
References
1) Akpofure, Rim., O. Israel, Imide., & Okokoyo, Ikhifa. (2006). Job Satisfaction among Educators in
Colleges of Education in Southern Nigeria. Journal of Applied Sciences, 6(5), 1094-1098.
2) Bartel, A.P. (1981). Race differences in job satisfaction: A reappraisal. Journal of
Human
Resources, 16, 295-303.
3) Castillo, Jaime. X., & Cano, Jamie. (2004). Factors Explaining Job Satisfaction Among Faculty.
JournalOf Agricultural Education, 45, (3), 66-74.
4) Diaz-Serrano, L., & Cabral. Vieira, J.A. (2005). Low pay, higher pay and job satisfaction within the
European Union: Empirical evidence from fourteen countries. IZA Discussion Papers, Institute for the
Study of Labor, Maynooth: National University of Ireland.
5) Engage The Employee. (2008). HR Special Survey. Business Standard, 5, 32-35. doi. May
6) Eyupglu, Serife., & Saner, Tulen. (2009). Job Satisfaction: Does Rank Make A Difference? African
Journal of Business Management, 3(10), 600-615.

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7) Gazioglu, S., & Tansel, A. (2006). Job satisfaction in Britain: Individual and job-related factors.
Applied Economics, Taylor and Francis Journals, 38(10), 1161-1173
8) Gupta, Santoshi., & Gupta. A. (2008). Vicious Circle of Attrition in the BPO Industry. The ICFAI
Journal of Organizational Behavior, Pp. 57-66. doi. April
9) Griffeth, R.W., Hom, P.W., & Gaertner, S. (2000). A Meta-Analysis Of Antecedents And
Correlates Of Employee Turnover: Update, Moderator Tests, And Research Implications For The Next
Millennium. Journal of Management, 26, 463-488.
10) Madaan, Nirpuma. (2008) Job Satisfaction among Doctors in A Tertiary Care Teaching Hospital.
JK Science, 10(2), 81-83.
11) Steers, R. M., & Porter, L.W. (1992). Motivation and work behavior. New York: McGraw Hill.
12) Srikant, A., Tyagi. Animesh. (2007). Attrition Management in BPO. HRM Review, the ICFAI
University Press, 64-67.
13) Wong, Edward. & Heng, Teoh. (2009). Case Study of Factors Influencing Job Satisfaction In Two
Malaysian Universities. International Business Research, 2(2), 86-98.
14) Prakash, Shri, & Bhati, Amita. (2008). Determinants of Job Satisfaction- A Study of Managerial
Cadre of Indian Oil Corporation Ltd. Business Perspectives, 10(1), 37-58.
15) Rappaport, A., Bancroft, E., & Okum, L. (2003). The Aging Workforce Raises New Talent
Management Issues For Employers. Journal of Organizational Excellence, 23, 55-66.

Annexure
Table-1 Percentage distribution showing switching behavior of respondents
Tendency of Switching the No. of Respondents
Percentage
organization
Yes

68

45.34

No

82

54.67

150

100

Classification of the respondents on the basis of job satisfaction (on the basis of four categories)
Table-2 Percentage distribution of respondents based on categories
Categories as per satisfaction No. of respondents
Percentage
towards job
Satisfiers

32

21.33

Hoppers

30

20

Mediocre

35

23.34

Safe players

53

35.33

Classification of categories of job satisfiers on the basis of age groups of the respondents
Table-3 Cross tabulation of age groups by job satisfaction categories
Category(Job
Age group (in yrs)
satisfaction
segments)
25-35

Satisfiers

36-45

46-55

Frequency

Frequency

Frequency

14.28

15.26

18

44

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Hoppers

15

42.85

13.56

12.5

Mediocre

17.15

10

16.94

19

33.93

Safe players

25.72

32

54.24

12

21.43

35

100

59

100

56

100

Overall satisfaction level with different factors

Table -4 Table showing Mean and Standard deviation of different factors affecting job
satisfaction
Descriptive Statistics
Job satisfaction
Compensation structure
Training and development
Communication
Supervision
Nature of work
Affective Component
Valid N (list wise)

Mean

Std. Deviation

150
150
150
150
150
150
150
150

3.2867
2.5333
3.3133
3.9333
3.6200
2.9467
5.6980

4.66363
.93885
4.16140
.79989
4.15742
1.18597
26.37559

From the above it is quite clear that employees in hotel industry are highly satisfied wit
communication(M= 3.9333 ) channels in the organization which is a positive sign that in the
organization clarity in giving instructions, directions and setting clear goals is quite good. Employees
were least satisfied wit the compensation structure (M = 2.53), since money is the strongest motivator
to retain employees in organization. Thus, management should take necessary measures to retain
employees in organization.

Correlation between different factors and job satisfaction

Table- 5 Correlation between different factors and job satisfaction
FACTORS

JS

CS

T&D

CM

SV

NW

AC

JS

.156

.135

.150

.032

.149

.011

CS

..007

.169

.069

.056

.059

.048

T&D

.156

.161

.105

.041

.047

.023

CM.

.176

.069

.105

.165

.025

.045

SV

.032

.058

.011.

165

.065

.135

NW

.149

.059

.047.

.025

.065

.067

AC

.011

.046

.034

.047

.053

.067

Correlation is significant at 0.05 (sig.2 tailed)

JS= Job satisfaction CS= Compensation structure T&D = Training and development CM =
Communication SV= Supervision NW = Nature of work
AC= Affective commitment
From the above it is clear that all the factors are positively correlated with job satisfaction. Amongst
the factors communication is strongly positively correlated with job satisfaction .Other factors also
have a positive correlation with job satisfaction.
Ranking of factors on basis of response (Leading to attrition from present job)

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Table 6 Ranking showing response of employees for factors leading to attrition

Factor

Response(out of 150)

Rank

CS

67

45.34

T&D

32

21.34

CM.

10

6.67

SV

15

10

NW

11

AC

12

7.34

JS= Job satisfaction CS=Compensation structure T&D = Training and development CM =

Communication SV= Supervision NW = Nature of work
AC= Affective commitment
From the above it is clear that compensation structure is the biggest factor which leads to attrition in
hotel industry. Thus, it is the compensation structure which drives people to start looking for other
options. It is thus necessary for management to take necessary precautionary measures to prevent
attrition by providing suitable packages for better retention of employees.
Hypothesis testing for showing association between different variables and job satisfaction
Hypothesis 1
Null Hypothesis There is no significant association between compensation structure and job
satisfaction
Alternate hypothesis- There is significant association between compensation structure and job
satisfaction
Chi square test was used to find association between job satisfaction and compensation structure .From
the table it is clear that there is a significant association between compensation structure and job
satisfaction.

Table -7 Chi-square test sowing association between compensation structure and job satisfaction
Chi-Square Tests

Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear
Association
N of Valid Cases

Value

Df

Asymp. Sig. (2sided)

12.000a
11.090

9
9

.213
.270

2.074

.150

Symmetric Measures
Nominal by Nominal
N of Valid Cases

Value

Approx. Sig.

Phi

1.732

.213

Cramer's V

1.000
4

.213

Hypothesis 2
Null Hypothesis There is no significant association between training and development and job
satisfaction
Alternate hypothesis- There is significant association between training and development and job
satisfaction
Chi square test shows that there is a significant association between training and development function
and job satisfaction.

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Table -8 Chi-square test sowing association between training and development

satisfaction

and job

Chi-Square Tests

Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear
Association
N of Valid Cases
.

Value

Df

Asymp. Sig. (2sided)

12.000a
11.090

9
9

.213
.270

1.802

.179

Symmetric Measures
Nominal by Nominal

Value

Approx. Sig.

Phi

1.732

.213

Cramer's V

1.000
4

.213

N of Valid Cases

Hypothesis -3
Null Hypothesis There is no significant association between communication and job satisfaction
Alternate hypothesis- There is significant association between communication and job satisfaction
Chi square test shows that there is significant association between job satisfaction and communication.

Table-9 Chi-square showing significance of association between communication and job

satisfaction
Chi-Square Tests

Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear
Association
N of Valid Cases

Value

Df

Asymp. Sig. (2sided)

3.000a
3.819

2
2

.223
.148

1.500

.221

Symmetric Measures
Nominal by Nominal
N of Valid Cases

Value

Approx. Sig.

Phi

1.000

.223

Cramer's V

1.000
3

.223

Hypothesis -4
Null Hypothesis There is no significant association between supervision and job satisfaction
Alternate hypothesis- There is significant association between supervision and job satisfaction
Chi square test shows that there is a significant association between job satisfaction and supervision.

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Table- 10 Ch-square showing significance of association between supervision and job satisfaction
Chi-Square Tests

Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear
Association
N of Valid Cases

Value

df

Asymp. Sig. (2sided)

6.000a
6.592

4
4

.199
.159

.500

.480

Symmetric Measures
Nominal by Nominal

Value

Approx. Sig.

Phi

1.414

.199

Cramer's V

1.000
3

.199

N of Valid Cases
Hypothesis -5

Null Hypothesis There is no significant association between nature of work and job satisfaction
Alternate hypothesis-There is significant association between nature of work and job satisfaction

Table-11 Chi-square showing significance of association between nature of work and job
satisfaction
Chi-Square Tests

Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear
Association
N of Valid Cases

Value

df

Asymp. Sig. (2sided)

6.000a
6.592

4
4

.199
.159

.071

.789

Symmetric Measures
Nominal by Nominal

Phi

Value

Approx. Sig.

1.414

.199

Cramer's V
1.000
.199
N of Valid Cases
3
From the above it is quite clear that there is a significant association between nature of work and job
satisfaction
Hypothesis -6
Null hypothesis There is no significant association between affective commitment and job
satisfaction
Alternate Hypothesis There is significant association between affective commitment and job
satisfaction
Association between job satisfaction and affective commitment

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Table 12 Correlation between affective commitment and job satisfaction measures

Affective Emotional measure
Job

satisfaction

My work and job is

Im satisfied with my

My organization and

special to me

work

work is best

.052*

.082*

.050*

1*

.069*

.089*

1*

.025*

.123*

.051*

.084*

.008*

1.49*

1*

.069*

1.055*

1.51*

.099*

.099*

.089*

.040*

measure
Im satisfied with my
work
Im happy in doing
the work allotted to
me.
I intend to remain in
same organization in
future also
Im happy with the
communication
cannels here
In spite of job related
difficulties I intend to
continue this nature of
work
Even

if

get

an

opportunity in other
department I wish to
work

in

this

department only
Lucrative salaries and
other

benefits

from

other organization do
not attract me
* Significant at 0.05 level of significance (2 tailed)
It is clear that all the measures of job satisfaction are positively correlated with affective /emotional
measures and the correlation is significant at 0.05 levels. Thus, it is clear that tee is a significant
association between job satisfaction and affective commitment.

Table-13 Table showing significance between job satisfactions among different job satisfaction
segments
JOB SATISFACTION
Average
Low
Total
Job
satisfaction High
segments
Satisfiers

15

12

49

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Hoppers

14

30

Mediocre

16

12

34

Safe players

32

14

53

Association between job satisfaction segments and job satisfaction

Null Hypothesis There is no significant association between job satisfaction segments and job
satisfaction
Alternate hypothesis= There is significant association between job satisfaction segments and job
satisfaction

Table-14 Chi-square test showing significance of association between job satisfaction segments
and job satisfaction
Chi-Square Tests

Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear
Association
N of Valid Cases

Value

PDF

Asymp. Sig. (2sided)

12.000a
11.090

9
9

.213
.270

1.926

.165

Chi-square test showing significance of association between job

satisfaction segments and job satisfaction.

Symmetric Measures
Nominal by Nominal

Value

Approx. Sig.

Phi

1.732

.213

Cramer's V

1.000

.213

N of Valid Cases

The value of chi-square shows there is a significant association between job satisfaction segments and
job satisfaction also from Cramers V value which is 1.000 it is quite clear that there is a significant
association between them and thus the null hypothesis is rejected
Further, in order to determine if there is any variance between job satisfaction and between different
job satisfaction segments ANOVA was used as a tool
F-ratio = MS Between / MS Within
11401.50 1996.89 = 5.71
From the above it is clear that the calculated value is greater than the critical value or table value thus
null hypothesis is rejected. Thus there is a significant association between intensity of different job
satisfaction segments and job satisfaction
There is a positive correlation between emotional or affective commitment and job satisfaction
measures. The organization on basis of this dependency can design such strategies which can enhance
the emotional commitment among employees thus resulting into high loyalty towards their work as
well as organization leading to retention, satisfaction and commitment

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Sources of

Sum

variation

squares

of

Degree
freedom

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of

Mean

F Ratio

square

F-critical
value

SSdf
Between

22803

11401.50

samples
Within

5.71

4.26

(For

2,9 d.f )
17972

40775

11

1996.89

samples
Total

Table-15 ANOVA showing significance of association between job satisfaction segments and job
satisfaction.

51