St.

Paul College of Ilocos Sur

Department of Business and Technology I Hospitality and Tourism Management Programs

JOB SATISFACTION OF EMPLOYEES IN SELECTED

RESTAURANTS IN VIGAN CITY DURING COVID 19

Presented to the Faculty of the Department of Business and Technology Hospitality and
Tourism Management Programs St. Paul College of Ilocos Sur

(Member: St. Paul University System)

St. Paul Avenue,2727 Bantay, Ilocos Sur

In Partial Fulfillment of the Course Requirements for the Degree

Bachelor of Science in Hospitality Management

Bachelor of Science in Tourism Management

SHIELA MAE B. ROSAL

MICAELA CASSANDRA ARICHETA

SHANNELLE UPANO

ELOISE JOY DUMAG

CARLOS JOSEPH ORATE

2021

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 St. Paul College of Ilocos Sur
Department of Business and Technology I Hospitality and Tourism Management Programs

APPROVAL SHEET

This research study entitled “Job Satisfaction of Employees in selected Restaurants in

Vigan City During Covid 19” prepared and submitted by, Shiela Mae B. Rosal, Micaela

Cassandra Aricheta, Shannelle Upano, Eloise Joy Dumag , and Carlos Joseph Orate, in

partial fulfillment of the requirements in Research Project. And has been examined and

recommended for oral examination.

MR. ARIES JAY R S. FULE

Research Instructor

Approved by the tribunal of Oral Defense with a grade of _____%

Chairman

Member Member

Accepted in partial fulfillment of the requirement in Research Project.

MS. KATRINA JOY NAVAL

Vice President for Academics

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 St. Paul College of Ilocos Sur
Department of Business and Technology I Hospitality and Tourism Management Programs

ACKNOWLEDGEMENT

The researchers wish to express their outmost thanks and gratitude to the following for
their generous help, unending support and encouragement in the making and completing this
study, for without them, this masterpiece would not have been made possible.

To our parents for their unending support- financially, morally and spiritually during the
process of this study.

To Mr. Aries Jay Fule, our instructor in this subject for motivating us to pursuance of
this study.

To Mr. Diether Rafanan, our adviser for his presence in giving us valuable suggestions
and for sharing us his time for the pursuance of this study.

To Dr. Darren Avila, Ms. Shantel Alquiza, Mr. Melanio Rojas and Atty. Jett Pano, for
sharing their knowledge in making this study.

To our respondents for spending their time and effort in answering our questionnaires.

And above all to our Almighty God, for bestowing us good health and courage to finish
this study from the finish line.

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 St. Paul College of Ilocos Sur
Department of Business and Technology I Hospitality and Tourism Management Programs

DEDICATION

This simple piece of work is heartily dedicated to all our inspirations in life.

To our parents Mr. and Mrs. Vitaliano Rosal, Mr. and Mrs Conrado Sol, Mr. and
Mrs. Edmund Dumag, Mr and Mrs. Marcelino Upano and Mr. and Mrs. Alejo Orate
who have done all their efforts and sacrifices in order to achieve our goals.

To our brothers and sisters for their unending support and to our relatives and
benefactors, whose sacrifices are beyond compare.

To our friends who have shared their full encouragement for the
accomplishment of this study,

To our friends who spice us.

To our SPCIS Sisters for their untiring support, love and guidance.

Above All, to our Almighty God for giving us countless blessings of wisdom and
determination to face difficulties we encountered in the accomplishment of this study.

This simple masterpiece is made for all of you! Thank you so much!

“Sham”
“Mica”
“Shannelle”
“Eloise”
“CJ”

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 St. Paul College of Ilocos Sur
Department of Business and Technology I Hospitality and Tourism Management Programs

TABLE OF CONTENTS

PRELIMINARY PAGES

Certification…………………………………………………………………………………….

Approval Page………………………………………………………………………………….

Dedication………………………………………………………………………………………

Acknowledgement……………………………………………………………………………...

Table of Contents………………………………………………………………………………

List of Tables……………………………………………………………………………………

Abstract………………………………………………………………………………………….

Chapter I – The Problem

Introduction……………………………………………………………………………

Statement of the Problem…………………………………………………………...

Statement of Hypothesis…………………………………………………………….

Scope and Delimitation……………………………………………………………...

Significance of the Study…………………………………………………………....

Conceptual Framework……………………………………………………………...

Operational Terms…………………………………………………………………...

Chapter II – Review of Related Literature

Chapter III – Methodology

Research Design…………………………………………………………………..

Population of the Study…………………………………………………………..

Data Gathering………………………………………………………………………

Instrument and Procedure………………………………………………………..

Sampling Technique……………………………………………………………….

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Department of Business and Technology I Hospitality and Tourism Management Programs

Statistical Treatment……………………………………………………………….

Chapter V – Summary, Conclusions and Recommendations

Summary…………………………………………………………………………….

Findings…………………………………………………………………………......

Conclusions…………………………………………………………………………

Recommendations…………………………………………………………………

BIBLIOGRAPHY

APPENDICES

LETTER TO THE ADVISER………………………………………………………

LETTER TO THE RESPONDENTS……………………………………………..

QUESTIONNAIRE………………………………………………………………….

CURRICULUM VITAE

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Department of Business and Technology I Hospitality and Tourism Management Programs

LIST OF TABLES

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Department of Business and Technology I Hospitality and Tourism Management Programs

CHAPTER I

Introduction

Job satisfaction is one's life satisfaction. People have different needs and different

wants. People choose things which they know will satisfy them. They have their own

preferences. Consumers are always given satisfaction from the producer. On the other hand,

producer also needs satisfaction like the employees.

There is relatively high level of employee turnover in the hospitality industry compared

with other industries, which leads to enormous additional costs every year (O’Neill et al.,

2011; Pranoto, 2011). A low level of job satisfaction is cited as the reason for this high

turnover, and this turnover is believed to be caused by stress and work overload due to the

rapid growth of the hospitality industry (O’Neill & Davis, 2011). For sustainable development at

the company level, job satisfaction is particularly important for preventing staff turnover and

promoting employee loyalty (Strenitzerová & Achimský, 2019). Furthermore, job satisfaction

has a positive influence on the quality of products, services, customer relations, and

satisfaction, as well as company performance (McPhail et al., 2015). According to Hristov and

Chirico (2019), employee satisfaction is a useful key performance indicator (KPI) when

implementing sustainable strategies. At the regional and destination level, job satisfaction can

also be a significant driver of sustainable development. A higher level of job satisfaction results

in higher quality services (Hristov and Chirico, 2019; McPhail et al., 2015), which ensures the

added value of the region or destination, contributes to higher levels of customer loyalty, and

thus provides a secure source of economic prosperity. In addition, this supports a valued labor

market for the local population.

The job satisfaction of the tool and the department is at an all-time high. In addition, the

term morale refers to group attitudes, which are important to assess since individuals often

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Department of Business and Technology I Hospitality and Tourism Management Programs

take their social cues from their work associates and adapt their own attitudes to be consistent

with those group. Hoteliers and Restaurateurs profession nowadays is very much in demand

abroad. Most of the students choose the HRM course because it offers a greater opportunity

working abroad to further enhance their knowledge, skills and have better income. In the

Philippines, we produce one of the most demanding commodities - HRM. HRM are not only

servers but are also educators, advocates, leaders, managers and researchers. HRM skills

require repetition, practice and gift. Every task in the Hotels or Restaurants requires a good

HRM skill and should be told out meeting the standards of HRM profession. From assessment

through evaluation of the HRM process, an expertise on the field is likewise needed. HRM İs a

challenging and sacrificing profession. There are a lot of challenges d sacrifices to be

surpassed. In HRM, there are three most important things because consider: HRM knowledge,

attitude and most especially skills. HRM should be this is the application of all nursing

interventions and functions about the HRM concept. tis hoped that the result of this

investigation will serve as baseline information in assessment of future HRM regarding their

related learning experiences. To the respondents, this output is hoped to be of value to them

because it serves as a mirror of their competence and confidence toward future work. To the

HRM students that this study will be able to motivate them to prepare for an upcoming event

related to this study and can help keep them focused on the task at hand.

Statement of the Problem:

This study focused on the Job Satisfaction of the Employees in Selected Restaurants in

Vigan City, llocos Sur during Covid 19. It specifically sought to answer the following questions:

1. What is the profile of the respondents in terms of the following factors:

a. Age,

b. gender,

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Department of Business and Technology I Hospitality and Tourism Management Programs

c. Civil status,

d. educational attainment,

e. course,

f. numbers of years in service,

g. Position, and

h. Average monthly salary?

2. What is the level of job satisfaction of the employees in selected restaurant in Vigan City in

terms of:

a. Compensation and benefits,

b. Promotions,

c. Company policies,

d. Training and Development

e. Working conditions and relationships, and

f. Job scope and intensity of work.

3. What are the problems encountered by the employees during Covid 19?

4. Is there a significant different between the level of job satisfaction of employees among the

selected restaurants in Vigan City?

Conceptual Framework:

This study was premised on the job satisfaction of the employees in selected

restaurants in Vigan City, Ilocos Sur. The job satisfaction of employee depends on how

managers motivate them. Appraisal and good payment are important for the employees.

Customers are the basis in determining job satisfaction of an employee. Having solid customer

would only mean that employees are performing well.

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Department of Business and Technology I Hospitality and Tourism Management Programs

INPUT PROCESS OUTPUT

 Profile of the 1. Data collection

respondents of employee’s
 Level of Job profiles
Satisfaction 2. Administering Assessed Level of
of questionnaires Job Satisfaction of
respondents 3. Organization of Employee’s in
along the employee’s Selected
different responses. Restaurants in
areas. 4. Statistical Vigan City during
Analysis of Covid 19.
data

Hypothesis:

The research problem of this study was guided by this hypothesis:

1. There is no significant different between the level of job satisfaction of employees

among the selected restaurants in Vigan City.

Assumptions

1. The instruments used in the data are valid and reliable.

2. The respondents were honest in answering the questions.

3. The respondent’s response provided reliable information to answer the problems under

study.

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Scope and Delimitation of the Study:

This study focused on the job satisfaction of employees in selected Restaurants in

Vigan City, llocos Sur, year 2019-2021. The independent variables involved in this study are

the age, gender,educational attainment, course, number of years in service. The dependent

variable is the level of job satisfaction of the employees in Selected Restaurants in Vigan City,

llocos Sur. The respondents of this study were the 5 Employees from KARDO’S GRILL

HOUSE Richard Perez (Owner), 5 Employees from JOLLIBEE Elizabeth Tabusares (Resturant

Manager), 5 Employees from MAX RESTUARANT Edrich Guiang (Marketing Officer), 10

Employees from CAFE LEONA Abby Palo (Manager), 10 Employees from HAP CHAN Pats

Singson (owner), 10Employees from GRANPAS IN RESTU Ronalyn Ariala (Accounting

officer), 5 Employees from KFC Isa Retunta (Branch Manager), 10 Employees from 888 Mary

Rose Valledor (owner), 5 Employees from SIX BROX Dennis Uy (owner), 5 Employees from

GOLDEN BABOY KOREAN UNLIMITED GRILL Rodolfo Maligsa (Manager). A questionnaire

checklist constructed by the researchers is the main data gathering instrument validated and

piloted. Frequency, percentage and mean were used to analyze the data gathered in this

study.

Significance of the Study:

This study aimed to evaluate the job satisfaction of the employees in selected

restaurants in Vigan City, llocos Sur, which will serve as the basis in improving the work of the

employees. Specifically, this study is significant to the following stake holders.

To the Students of Hospitality and Tourism Management:

This research will provide them ideas on how to manage employee’s satisfaction in their future

career.

To the Respondents:

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The findings will enable the employees to appreciate and realize that they have a vital role in

the improvement of the job satisfaction rendered by the selected restaurants in Vigan City,

llocos Sur.

To the Managers/Owners

This will help the managers to know the extent of employee satisfaction and help them know

what to do to satisfy them.

To the Employees

This will provide them knowledge on how to perform their job well for the satisfaction of

customers and managers.

To the Researcher

This will help us to become aware on how employees are satisfied in their job and this study

will give us more knowledge about job satisfaction.

To the Future Researcher

This study can be used as a reference for future research and serve as a baseline for more

extensive research work not only in local places but also for international places.

Operational Terms:

Employee: employed by the selected restaurants in Vigan City

Job Satisfaction: the extent to which employees’ expectations meet.

Manager: a person who is in charge or manages certain Restaurant in Vigan City.

Satisfaction: a state where employees of the selected restaurants in Vigan City feel contented

in their work.

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 St. Paul College of Ilocos Sur
Department of Business and Technology I Hospitality and Tourism Management Programs

Restaurants: establishments where people pay to eat, where meals are served.

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Department of Business and Technology I Hospitality and Tourism Management Programs

CHAPTER II

REVIEW RELATED LITERATURE

Despite it vide usage in scientific research, as well as in everyday life, there is still no
general agreement regarding what job satisfaction is. In fact, there is no final definition on what
job represents. Therefore, before a definition on job satisfaction can be given, the nature and
importance of work as a universal human activity must be considered. Different authors have
different approaches towards defining job satisfaction. Some of the most commonly cited
definitions on job satisfaction are analyzed in the text that follows. Hoppock defined job
satisfaction as any combination of psychological, physiological and environmental
circumstances that cause a person truthfully to say I am satisfied with my job (Hoppock, 1935).
According to this approach although job satisfaction is under the influence of many external
factors, it remains something internal that has to do with the way how the employee feels. That
is job satisfaction presents a set of factors that cause a feeling of satisfaction. Vroom in his
definition on job satisfaction focuses on the role of the employee in the workplace. Thus, he
defines job satisfaction as affective orientations on the part of individuals toward work roles
which they are presently occupying (Vroom, 1964). One of the most often cited definitions on
job satisfaction is the one given by Spector according to whom job satisfaction has to do with
the way how people feel about their job and its various aspects. It has to do with the extent to
which people like or dislike their job. That why job satisfaction and job dissatisfaction can
appear in any given work situation. Job satisfaction represents a combination of positive or
negative feelings that workers have towards their work. Meanwhile, when a worker employed
in a business organization, brings with it the needs, desires and experiences which
determinates expectations that he has dismissed. Job satisfaction represents the extent to
which expectations are and match the real awards. Job satisfaction is closely linked to that
individual's behavior in the work place (Davis et al.,1985). Job satisfaction is a worker’s sense
of achievement and success on the job. It is generally perceived to be directly linked to
productivity as well as to personal well-being. Job satisfaction implies doing a job one enjoys,
doing it well and being rewarded for one’s efforts. Job satisfaction further implies enthusiasm
and happiness with one’s work. Job satisfaction is the key ingredient that leads to recognition,
income, promotion, and the achievement of other goals that lead to a feeling of fulfillment
(Kaliski,2007). Job satisfaction can be defined also as the extent to which a worker is content
with the rewards he or she gets out of his or her job, particularly in terms of intrinsic motivation
(Statt, 2004). The term job satisfactions refer to the attituded and feelings people have about

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Department of Business and Technology I Hospitality and Tourism Management Programs

their work. Positive and favorable attitudes towards the job indicate job satisfaction. Negative
and unfavorable attitudes towards the job indicate job dissatisfaction (Armstrong, 2006). Job
satisfaction is the collection of feeling and beliefs that people have about their current job.
People’s levels of degrees of job satisfaction can range from extreme satisfaction to extreme
dissatisfaction. In addition to having attitudes about their jobs as a whole. People also can
have attitudes about various aspects of their jobs such as the kind of work they do, their
coworkers, supervisors or subordinates and their pay (George et al., 2008). Job satisfaction is
a complex and multifaceted concept which can mean different things to different people. Job
satisfaction is usually linked with motivation, but the nature of this relationship is not clear.
Satisfaction is not the same as motivation. Job satisfaction is more of an attitude, an internal
state. It could, for example, be associated with a personal feeling of achievement, either
quantitative or qualitative (Mullins, 2005). We consider that job satisfaction represents a feeling
that appears as a result of the perception that the job enables the material and psychological
needs (Aziri, 2008). Job satisfaction can be considered as one of the main factors when it
comes to efficiency and effectiveness of business organizations. In fact, the new managerial
paradigm which insists that employees should be treated and considered primarily as human
beans that have their own wants, needs, personal desires are a very good indicator for the
importance of job satisfaction in contemporary companies. When analyzing job satisfaction, the
logic that a satisfied employee is a happy employee and a happy employee is a successful
employee. The importance of job satisfaction specially emerges to surface if had in mind the
many negative consequences of job dissatisfaction such a lack of loyalty, increased
absenteeism, increase number of accidents etc. Spector (1997) lists three important features of
job satisfaction. First, organizations should be guided by human values. Such organizations will
be oriented towards treating workers fairly and with respect. In such cases the assessment of
job satisfaction may serve as a good indicator of employee effectiveness. High levels of job
satisfaction may be sign of a good emotional and mental state of employees. Second, the
behavior of workers depending on their level of job satisfaction will affect the functioning and
activities of the organization's business. From this it can be concluded that job satisfaction will
result in positive behavior and vice versa, dissatisfaction from the work will result in negative
behavior of employees. Third, job satisfaction may serve as indicators of organizational
activities. Through job satisfaction evaluation different levels of satisfaction in different
organizational units can be defined, but in turn can serve as a good indication regarding in
which organizational unit changes that would boost performance should be made Job
satisfaction causes a series of influences on various aspects of organizational life. Some of

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Department of Business and Technology I Hospitality and Tourism Management Programs

them such as the influence of job satisfaction on employee productivity, loyalty and
absenteeism are analyzed as part of this text. The preponderance of research evidence
indicates that there is no strong linkage between satisfaction and productivity. For example, a
comprehensive meta-analysis of the research literature finds only a.17 best estimate
correlation between job satisfaction and productivity. Satisfied workers will not necessarily be
the highest producers. There are many possible moderating variables, the most important of
which seems to be rewards. If people receive rewards, they feel are equitable, they will be
satisfying and this is likely to result in greater performance effort. Also, recent research
evidence indicates that satisfaction may not necessarily lead to individual performance
improvement but does lead to departmental and organizational level improvements. Finally,
there is still considerable debate weather satisfaction leads to performance or performance
leads to satisfaction (Luthans, 1998). Employee loyalty is one of the most significant factors
that human resource managers in particular must have in mind. Employee loyalty so usually
measured with the Loyalty Questionnaire and can cause serious negative consequences when
not in a high level. Usually, three types of employee loyalty are considered: affective loyalty,
normative loyalty and continuity loyalty. Affective loyalty has done with the cases when an
employee feels an emotional connection to the company, normative loyalty is a sort of loyalty
that appears in cases when the employee feels like he owes something to the company and
continuity loyalty comes as a result of the fact that the employee does not have an opportunity
to find a job somewhere else. Job satisfaction causes a series of influences on various aspects
of organizational life. Some of them such as the influence of job satisfaction on employee
productivity, loyalty and absenteeism are analyzed as part of this text. The preponderance of
research evidence indicates that there is no strong linkage between satisfaction and
productivity. For example, a comprehensive meta-analysis of the research literature finds only
a.17 best estimate correlation between job satisfaction and productivity. Satisfied workers will
not necessarily be the highest producers. There are many possible moderating variables, the
most important of which seems to be rewards. If people receive rewards, they feel are
equitable, they will be satisfying and this is likely to result in greater performance effort. Also,
recent research evidence indicates that satisfaction may not necessarily lead to individual
performance improvement but does lead to departmental and organizational level
improvements. Finally, there is still considerable debate weather satisfaction leads to
performance or performance leads to satisfaction (Luthans, 1998). Employee loyalty is one of
the most significant factors that human resource managers in particular must have in mind.
Employee loyalty so usually measured with the Loyalty Questionnaire and can cause serious

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Department of Business and Technology I Hospitality and Tourism Management Programs

negative consequences when not in a high level. Usually, three types of employee loyalty are
considered: affective loyalty, normative loyalty and continuity loyalty. Affective loyalty has done
with the cases when an employee feels an emotional connection to the company, normative
loyalty is a sort of loyalty that appears in cases when the employee feels like he owes
something to the company and continuity loyalty comes as a result of the fact that the
employee does not have an opportunity to find a job somewhere else

Job satisfaction as a significant determinant of organizational commitment has been

well documented in numerous studies (Porter et al., 1974; Mottaz, 1987; Williams and
Anderson, 1991; Vanderberg and Lance, 1992; Knoop, 1995; Young, Worchel and Woehr,
1998; Testa, 2001). Hence, managers in today’s organizations have placed great importance
on the issue of job satisfaction of their employees. This is because employees who are
satisfied are more likely to be committed to their organizations. These workers, in return, are
more likely to take pride in organizational membership, believe in the goals and values of the
organization and, therefore, exhibit higher levels of performance and productivity (Steinhaus
and Perry, 1996). The tourism industry is chosen for analysis of job satisfaction as it is a critical
industry which accommodates an increasing number of visitors to Miri, proclaimed as a resort
city of Malaysia on 20 May 2005. Tourism is also the second largest foreign exchange earner
in Malaysia after manufacturing. Tourist arrivals reached new records of 13.3 million in 2002,
generating USD6.8 billion in tourist receipts. In 2003, Malaysia received 10.6 million tourists
despite the SARS outbreak and in the first four months of 2004, the number of tourists had
reached 5.2 million, a 57% increase compared to the corresponding period in 2003 (The
Borneo Post, 26 June 2004). Meanwhile, out of the 10.6 million tourists who visited Malaysia in
2003, over 3 million visited Sarawak and Miri recorded over a million tourist arrivals (The
Borneo Post, 26 June 2004). Moreover, the tourism industry is projected to generate a total
revenue of about RM244 billion during the period of the 9th Malaysian Plan (The Borneo Post,
5 July 2006). Hence, highly satisfied and committed employees in the tourism industry,
delivering high quality service to tourists, are of paramount importance as they are often seen
as an integral part of the service experience (Lovelock and Wright, 2002). With reference to the
services industry such as that of tourism, the link between job satisfaction of the employees
and organization commitment has also been well demonstrated by the “service profit chain”
which showed an explicit link between satisfied employees and loyalty to their employers and
degree of productivity. As a result, employees will deliver high service quality and, in the
process, enhance customer loyalty. In short, employee satisfaction can contribute to customer
loyalty through a series of links referred to as the “service profit chain” (Heskett et al., 1994)

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Nasurdin and Ramayah (2003) have cited several studies on the predictors of organizational
commitment, using Malaysian subjects.

They commented that there were very few studies that focused on the relationship
between job satisfaction and organizational commitment. Moreover, there were very few
studies about job satisfaction among hotel employees reported in the literature, examples
being Simons and Enz (1995) and Siu et al. (1997) on what motivates hotel employees in the
United States and Canada as well as Hong Kong respectively. However, these studies did not
examine the relationship between job satisfaction and organizational commitment. Hence, the
first and second objectives of this study are to determine what motivates hotel employees in
Sarawak and then explore the relationship between job satisfaction and organizational
commitment. In addition, earlier studies on organizational commitment (Meyer and Allen, 1984)
suggested that older workers tend to be more committed to an organization since they are
likely to experience greater satisfaction with their jobs. Hence, the third objective of this study is
to explore the role of age as a moderator in the relationship between job satisfaction and
organizational commitment. The importance of analyzing and enhancing the level of job
satisfaction and motivation among employees, especially in the service industry, was
highlighted by a report in the New Straits Times (9 April 2005, p. 10). In a survey conducted by
an international research firm, Taylor Nelson Sofres (TNS), of 600 urban adults, it showed that
job hopping is a phenomenon that employers have to contend with. The report showed that
58% of currently employed adult Malaysians have worked for up to three companies in the past
five years, with 23% indicating they intend to change employers within the next three years.
Meanwhile, 74% of the younger employees have changed employers over the past five years
while 39% will change employers within the next two years. This report implies that
organizations need to be more assertive to strengthen employees’ job commitment and play a
more active role in increasing job satisfaction and motivation among employees. Job
satisfaction as a construct has been defined differently by various scholars.

The term was first defined by Hoppock (1935) as a combination of psychological,

physical and environmental circumstances that causes a person to say, "I am satisfied with my
job". Among the most accepted definition of job satisfaction is by Locke (1969) who defines job
satisfaction as a positive emotional feeling, a result of one’s evaluation towards his job or his
job experience by comparing between what he expects from his job and what he actually gets
from it. Job satisfaction is the result of the interaction of the employees’ values and his
perception towards his job and environment (Locke, 1976). Nasurdin and Ramayah (2003),

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citing the work of O’Reilly and Caldwell (1980), indicated that both task and organizational
rewards contribute to job satisfaction. Task rewards are intrinsic rewards directly associated
with the job such as interesting and challenging work, variety and opportunities to use one’s
skills. Organizational rewards are the tangible rewards that are visible to others such as pay,
promotion and comfortable working conditions. Hoppock (1935) forwarded a traditional
approach to job satisfaction. Here, job satisfaction is a result of various factors in the working
environment and if these factors are present, job satisfaction will arise, otherwise job
dissatisfaction will emerge. The same factors will influence job satisfaction and job
dissatisfaction. In contrast, Herzberg et al. (1959) distinguished the factors like work
environment, pay and company policies that eliminate job dissatisfaction as the hygiene factors
while the factors creating job satisfaction like challenging work, responsibility, recognition and
achievement as motivators. Hence, the job satisfaction construct can be considered to be a
function of work-related rewards and work values.

The State of Human Resources in the Hotel Industry Prior to COVID-19 In the decade
directly prior to the start of the coronavirus pandemic, the hotel industry experienced
tremendous growth that has led to increased competitiveness as well as a rise in guest
expectations in regard to every aspect of their stay. Before the COVID-19 pandemic, the hotel
industry in the United States employed 2.3 million employees, equating to one in twenty- five
American jobs, and involved 8.3 million hotel-supported jobs in total. The industry in the United
States was comprised of 56,000 hotels, averaged 66% hotel occupancy, and sold 1.3 billion
rooms in 2019. The 5.3 million guest rooms created $163 billion and $168 billion in annual
room revenue in 2018 and 2019, respectively. Finally, the hotel industry supported
communities, cities, and states with state and local tax revenue totaling $41.1 billion in 2019
and supplied $660 billion to the U.S. GDP (American Hotel & Lodging Association, 2021).

Hotels struggled to differentiate themselves as industry competitiveness increased; one

of the most influential ways that a hotel can differentiate their property and offerings is to
provide luxury level service as an encompassing experience that involves both the physical
and social surroundings in the environment created by the hotel (Walls et al., 2011). The
maintenance of this level of service faces many obstacles, as employee satisfaction largely
influences the provision of this level of service. Hotels are able to provide higher quality service
when employee satisfaction is higher because employees are more willing to surpass
difficulties in order to assist the guests and they are more invested in their position; as a result,
employee satisfaction is a topic of the utmost importance in regard to hotel performance and

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guest satisfaction. A 2014 examination of 70 known studies on luxury hotels over the past two
decades found that human resources (HR) was one of the four main dominating topics within
luxury hotel research and would continue to increase in the future (Chu, 2014). The study cited
globalization and franchising of luxury hotel brands for the increase in studies on this topic of
HR in luxury hotels, necessitating adjustments to current HR management strategies to adapt
to different cultures in the process of globalization (Chu, 2014). Seventeen of the known 70
studies were identified as relating to human resources within luxury hotels; many of these
studies focused on the subjects of employee loyalty and turnover, employee empowerment,
and strategic human resources management (Chu, 2014). Additionally, Chu, Tang, and Lou’s
(2016) study found that the number of research articles focused on luxury hotels increased
dramatically after 2005, signifying a rise in interest and subsequent research on this topic (p.
157). These findings assert the position that the topic of employee satisfaction, which involves
and directly relates to the subjects of employee loyalty, turnover, and empowerment, has been
and will continue to be a topic of importance when studying human resources in luxury hotels.
A further need for continued research on the topic of employee satisfaction in luxury hotels
arises when considering that these studies were conducted and analyzed before the start of
the COVID-19 pandemic. The topic warrants continued research as a result of the drastically
different global context of the COVID-19 pandemic compared to the global context surrounding
previously published studies. Employee Satisfaction in Luxury Hotels Examining the effects of
both high and low employee satisfaction in luxury hotels provides the basis of understanding as
to why it is important to identify key factors that affect employee satisfaction. Job satisfaction is
defined as the “pleasurable emotional state resulting from the appraisal of one’s job as
achieving or facilitating the achievement of one’s job values” (Locke, 1969, p. 316). Job
performance is defined as employees’ performed activities and behaviors that contribute to an
organization’s goals, including the delivery of tangible services (ex., hotel check-in and check-
out) and intangible services (ex., guest relations) (Ieong & Lam, 2016). Individuals that enjoy
higher employee satisfaction are more engaged in their work and dedicated to their job, and as
a result, the more likely they are to provide higher quality service and personalization.

Many case studies about the hotel industry focus on struggling hotels that exhibit the
negative effects of low employee satisfaction, which were detrimental to the success of the
hotels and resorts examined in the case studies. For example, Clarke, Robinson, and Mayo’s
(2018) case study describes the four-star Hotel Paradise in Ocho Rios in Jamaica. Employee
satisfaction within the housekeeping department of the hotel had plummeted, demonstrated by

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thethe lack of motivation and low employee morale. As a result, guests were frequently
disappointed when faced with a lower standard of service than portrayed through international
hotel advertisements. This case study demonstrates the direct relationship between employee
satisfaction and hotel performance. The dissatisfaction of employees in the housekeeping
department caused physical effects of inadequate completion of employees’ duties and
emotional effects on the entirety of the employees in the department. Although this case study
only demonstrates the particular effects of low employee satisfaction that affected a single
luxury hotel, it illustrates the potential effects of decreased employee satisfaction that many
other luxury hotels may experience. A study of job satisfaction of employees of five-star hotels
in South Africa asserted that “employee satisfaction can result in guest satisfaction and in order
for five-star hotel employees to render a world-class experience, the provision of decent work
and job satisfaction of these employees is of great importance” (Coughlan et al., 2014, p. 97).
Additionally, a study that surveyed 266 participants of a training program organized by the
Association of Employers in Croatian Hospitality utilized qualitative research methods to
identify factors related to employee satisfaction and hospitality that support positive behavior in
hospitality organizations. This conclusion further supports the theory that employee satisfaction
is positively linked to employee performance and therefore hotel performance, namely that a
“higher level of employee satisfaction leads to a higher level of all types of positive behavior
inside the organization” (Laškarin Ažić, 2017, p. 105). The findings of these studies support the
importance of investigating employee satisfaction in the context of the COVID-19 pandemic.

Employee satisfaction is a topic of importance to be examined within the context of the

COVID-19 pandemic as a result of the vast changes to employees’ roles and responsibility due
to companies’ responses to the pandemic. The global health crisis forced companies to quickly
create response plans with little guidance as a result of the unprecedented nature of the
pandemic, therefore affecting previously identified factors that influence employee satisfaction.
Additionally, previously less relevant factors became prevalent due to the nature of the
pandemic; for example, the topics of job insecurity, unemployment, and health risks were
identified as the most serious consequences of the pandemic on the global level (Godinic et
al., 2020). Furthermore, previously nonexistent factors such as the risk of exposure to COVID-
19 have the potential to affect employee satisfaction; the second highest-risk occupation after
healthcare practitioners for risk of exposure and contracting the disease was identified as
positions in the tourism and hospitality sector (Chinazzi et al., 2020). As a result of the very
current issue of COVID-19’s effect on the hotel industry and the unprecedented actions taken
by hotels to deal with this crisis, there is very little information about employee satisfaction

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regarding the hotel industry’s response to COVID-19. Investigating the effect of the COVID-19
pandemic on employee satisfaction in luxury hotels is warranted as employee satisfaction
influences hotel performance. An understanding of the factors influencing employee
satisfaction during the pandemic can guide employers to potential solutions to increase
employee satisfaction and therefore hotel performance. This study investigates the level of
employee satisfaction in the luxury hotel industry specifically surrounding the hotel industry’s
response to the coronavirus pandemic. The basis of knowledge created by a literature review
is utilized to identify key factors that influence employee satisfaction and the foundational idea
that employee satisfaction influences hotel performance. Quantitative and qualitative data has
been collected through surveys and interviews from a variety of employees in the luxury hotel
industry. This data analyzed the employees’ level of satisfaction with the actions taken by their
employer in response to the COVID-19 pandemic and identify key factors influencing employee
satisfaction that are specific to the situation created by the pandemic.

The Corona virus pandemic has had a major impact on employee performance
and job satisfaction for hospitality business employees. Closure of hotels, restaurants,
cafes, and bars, the decline in the amount of income and termination of employment for
its employees are impacts that have disrupted employee performance and job satisfaction
of employees who are still working in the hospitality business.This study aims to find out
how the performance. The research data were collected using a questionnaire filled out
by 103 respondents. The IBM SPSS version 25 program is used to process demographic
data, frequency, mean test, validity test, reliability test, correlation and research
regression. The results showed that the overall mean of employee performance was
4.0755 (good) and job satisfaction was 4.0717 (satisfied). The relationship between
Employee Performance and Job Satisfaction in the Pearson correlation analysis states
that it is 0.715 (strong) with a positive and unidirectional relationship. Employee
performance affects job satisfaction by 51.1%.

Why didn’t job satisfaction decrease? There are two key reasons:

 The management factors: During the pandemic, many companies went above and
beyond in supporting their workers.
o Respondents gave higher marks this year to many factors within the company’s
control:
 Health plan: up 6.7 points

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 Performance review process: up 3.7 points

 Flexible time plan: up 3.0 points
 Family leave plan: up 3.0 points

“The compassion, flexibility, and support shown by companies in 2020 played a large role in
this increased job satisfaction,” said Amy Lui Abel, PhD, vice president, Human Capital at The
Conference Board. “As the pandemic subsides and the residual impact on employee mental
health and wellness becomes clear, companies will need to continue this support if they hope
to maintain this upward trend.”

 Surprising economic factors: One might think that high unemployment would

decrease job satisfaction, as happened during the Great Recession. This was not the
case, however, during the pandemic.
o Workers on the sidelines had good reasons for not seeking
employment: Many workers who either lost or left their jobs weren’t eager to
return to work, making the job market tighter than the high unemployment rate
would suggest. They were nervous about returning to the workplace because of
COVID, hoped to be rehired to their previous positions, or they simply couldn’t
return because they were weighed down with more childcare responsibilities.
o Layoffs soon returned to historic lows: Layoffs peaked in the spring but
dropped back to historic lows by mid-summer, leaving workers feeling secure
with their jobs.
o Job-hopping continued: Strong hiring, coupled with fewer job seekers per
opening, resulted in quit rates bouncing back to historic highs. Even in this
pandemic, many workers were voluntarily moving to new jobs.
o Not all good news: As is common during recessions, some labor market-
related determinants of job satisfaction declined (i.e., wages, bonus,
retirement/pension plans, potential for future growth, and spending on training).

Remote workers were not significantly more satisfied with their jobs. Age impacted job
satisfaction: Older workers actually grew happier during the pandemic - but not younger
workers. 

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 A mixed bag: While some respondents may have appreciated the increased flexibility
and the elimination of a daily commute, others may have suffered from the lack of in-
person interaction and perhaps a less-than-ideal working environment at home.

Age impacted job satisfaction: Older workers actually grew happier during the
pandemic - but not younger workers. 

 Age matters: Those under 35 experienced a drop in satisfaction, while those 55+

experienced an increase.
 Better benefits: Older workers are likely to benefit more from the additional resources
offered by companies during the pandemic; they are generally more at risk for COVID-
19, making health coverage a key benefit.
 Experience required: Younger workers typically suffer more during recessions as their
relative lack of experience puts them at a disadvantage compared with more
experienced workers, at a time when weak labor market conditions allow companies to
be more selective in their job requirements.
 Younger workers hit harder: In this recession, young workers were overrepresented
in some of the hardest-hit industries, such as restaurants and out-of-the-home
entertainment.

Job satisfaction increased for the 10th year in a row.

 Satisfaction climbed from its lowest rate of 42.6% in 2010 to its highest of 56.7%.
 2020 saw the highest recorded job satisfaction in 20 years.

Job satisfaction is forecast to continue improving post-pandemic.

 Reduction in unemployment: The weak growth in labor supply and the strong growth
in demand for workers will likely lower the unemployment rate.
 Reduced stress: As the pandemic and childcare crisis die down, job satisfaction will
likely continue to increase.
 The shift to professional jobs: In recent decades, the share of management and
professional occupations in total employment has been rapidly growing. Workers in
these occupations experience higher job satisfaction. This shift from manual services
and routine office jobs is expected to continue.

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 Shareholder to stakeholder: Increased attention on workers and human capital

management, as well as the trend of making workers a more important stakeholder by
boards and senior management, is likely to persist beyond the pandemic, supporting
job satisfaction.

“In 2021, and in the following years, we expect Job Satisfaction to continue to improve because
of a significant recovery in economic conditions,” said Gad Levanon, vice president, Labor
Markets at The Conference Board. “Weak growth in labor supply and a strong demand for
workers will continue to lower the unemployment rate. In fact, we predict unemployment will be
at almost four percent by year’s end, barring a reversal in the pandemic trajectory.”

Job satisfaction is a very important attribute which is frequently measured by organizations.

Organizational scholars have long been interested in why some people reports being very
satisfied with their jobs, while others express much lower levels of satisfaction. (Locke, 1976).
The drive to understand and explain job satisfaction has been motivated by useful and practical
reasons, as it could increase productivity, enhance organizational commitment, lower
absenteeism and turnover, and ultimately, increase organizational effectiveness. Essentially,
this facet is critically important among Air Defence operators as their roles and tasks involved
maintaining national security that demands highly skilled manpower with correct attitude,
knowledge and skill. In this respect, it requires time, effort and high cost to train and retrain an
airman to the level required to perform a specific task. Job satisfaction also affects
humanitarian interests as employees deserve to be treated with respect and have their
psychological and physical well-being maximized. Schnake (1991) stated that a satisfied
worker usually meets or exceeds the fulfillment of their formal job requirements. While a
dissatisfied workers displays a tendency for counterproductive behaviors such as withdrawal,
burnout, and workplace aggression (Spector, 1997) that is undesirable in well discipline
establishment in RMAF. 15 There are many definitions of job satisfaction. Job satisfaction is
commonly defined as the extent to which employees like their work. (Agho, Mueller and Price,
1993). It is generally conceptualized as general attitude toward an object and the job (Lofquist
and Dawis, 1969). Locke (1976) gives a comprehensive definition of job satisfaction as
pleasurable or positive emotional state resulting from the appraisal of one’s job experience.
Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal
of one’s job; an affective reaction to one’s job (Cranny, Smith and Stone, 1992); and an attitude
towards one’s job (Brief, 1998). Weiss (2002) has argued that job satisfaction is an attitude but
points out that researchers should clearly distinguish the objects of cognitive evaluation which

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can affect beliefs, behaviours and certain extent of emotion. This definition suggests that
employees develop attitudes towards their jobs by taking into account thier beliefs, behaviors
and feelings. Another distinct definition of job satisfaction is that an employee’s affective
reactions to a job based on comparing actual outcomes with desired outcomes (Cranny el at,
1992). It is generally recognized as a multifaceted construct that includes employee feelings
about a variety of both intrinsic and extrinsic job elements (Robbins and Judge, 2007). 2.2
Related Theory of Job Satisfaction Job satisfaction is a complex function of a number of
variables and related theories. A person may be satisfied with one or more aspects of his/her
job but at the same time may be unhappy with other things related to the job. Job satisfaction is
not the same as motivation, although it is clearly 16 linked. One of the biggest preludes to the
study of job satisfaction was the Hawthorne studies. Hawthorne studies started 1924 till 1933,
sought to find the effects of various conditions on workers’ productivity. The studies reflected
that novel changes in work conditions temporarily increase productivity referred to as
Hawthorne Effect. It was later found that this increase resulted was not from the new
conditions, but from the knowledge of being observed. This finding deduced that people work
for purposes other than pay, which paved the way for researchers to investigate other factors
in job satisfaction. 2.2.1 Maslow’s Hierarchy of Needs Maslow’s hierarchy of needs is one of
the prominent motivation theory that laid the foundation for job satisfaction theory. This theory
explains that people seek to satisfy five specific needs in life – physiological needs, safety
needs, social needs, self-esteem needs, and self-actualization. In this theory it states that the
lower needs must be met before the others can be achieved (Robbins and Coulter, 2007) .
This model served as a good basis from which early researchers could develop job satisfaction
theories. 2.2.2 Herzberg’s Two Factor Theory Herzberg developed one of the earliest theories
relating to job satisfaction in the 1950s. The Two-Factor Theory, also known as Motivator–
Hygiene Theory, emphasizes that there are factors in the workplace that create satisfaction
referred as motivators and those which lead to dissatisfaction if they are not present or hygiene
factors (Hackman, Oldham, 1976). There are four motivators in the theory: achievement,
recognition, 17 responsibility, and advancement. There are five hygiene factors: monetary
rewards, competent supervision, policy and administration, working conditions and peer
relationship. The implication of the theory is that satisfaction and dissatisfaction are not
opposite ends of the same scale and that job satisfaction may merely be an absence of job
dissatisfaction (Robbins and Judge, 2007). Herzberg argues that it is necessary to have
hygiene factors at an acceptable level simply to reach a neutral feeling about the job. The
theory is simple and supports the argument that manager should take effort on improving

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hygiene factor from the workplace and also emphasize on motivation factor to develop the right
people on the job. 2.2.3 Affect Theory The Locke’s Range Affect Theory was developed in
1976, it is considered as one the most famous job satisfaction models and is used by many
researchers. The main premise of this theory is that satisfaction is determined by a
discrepancy between what one wants in a job and what one has in a job. This theory also
states that how much one values a given facet of work moderates the satisfaction one
achieves when expectations are met. Conversely, dissatisfaction occurs when expectations are
not met. 2.2.4 Adams' Equity Theory Adam theory is concerned on social comparison in which,
people will gauge the fairness of their work outcomes as compare to others. Perceived inequity
occurs when one compares their rewards received for their work contribution which may
appear less than the rewards that other people are 18 getting for their work. The theory states
when inequity exists, people will be motivated to function less at their work place to balance up
the sense of reward that they received. 2.2.5 Vroom's Expectancy Theory This theory
examines motives through the perception of what a person believes will happen based on
anticipated rewards and costs. The theory uses three factors which are expectancy,
instrumentality and valence that influence motivation. He argues that work motivation is
determined by individual beliefs regarding effort / performance relationships and work
outcomes. In short, the expectancy theory is the perceived value of a reward for accomplishing
a goal. If the person expects the reward to be good / high, then maximum effort would be
given. Likewise, if the expected reward is poor / low, then minimal effort would be shown.
Therefore, when the reward seemed undesirable, it may lead to job dissatisfaction.

Tahir (2000) examined the overall job satisfaction among RMAF air traffic controller. The aim of
the research was to gauge the level of job satisfaction among military air traffic controller with
major objectives of analyzing the main factors that affect their job satisfaction and to determine
the overall ranking of the factor, in term of importance and contribution to the level of job
satisfaction. This exploratory study was based on analytical framework and model of Barnowe,
Mangione and Quinn (1972).

Job satisfaction is crucial not just for the employee but for employers as well. A satisfied
employee is an asset to the organization. However the word „satisfied‟ is subjective and can
mean different meanings to different individuals. For instance job satisfaction has been defined
as the degree to which employees have a positive affective orientation towards employment by
the organization (Price, 1997). Another definition which supports affective component is one
which defines it as an affective (emotional) reaction to a job that results from the incumbents

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comparison of actual outcomes with those that are desired (Cranny, Smith, Stone, 1992). In a
survey conducted by career builder India it was found that though employees were satisfied
with their current job but still they would actively look for the current openings. Thus the survey
concluded that job satisfaction may not necessarily result in job loyalty. Employee job
satisfaction is associated with how people perceive, think, and feel their jobs (Spector, 1997).
The investigators have defined job satisfaction as the general behavior and employee‟s
attitudes towards his job (Robbins et al.,2010). Job satisfaction is enjoyable emotional state
ensuing from appraisal of one‟s job and job experience (Locke, 1976).Ellickson and Logsdon
(2002) support this view by defining job satisfaction as the extent to which employees like their
work. Reilly(1991) defined job satisfaction as the feeling that a worker has about his job or a
general attitude towards work or a job and it is influenced by the perception of one‟s job.
Wanous and Lawler (1972) refers job satisfaction is the sum of job facet satisfaction across all
facets of a job. Hawthorne study (1924-1933) is truly a prologue to the study of job satisfaction.
The study was conducted by Elton Mayo of the Harvard Business School who solicited to find
the effects of different conditions on the workers productivity. The study was a series of four
experiments which ultimately showed that changes in work conditions temporarily effects
productivity. Later it was observed that the increase in productivity was from the fact that they
were being observed. This was a strong evidence that workers work for reasons other than pay
as well and that those reasons are equally important. Another theory that has contributed to the
understanding job satisfaction is the motivation-hygiene theory of the American psychologist
Frederick Herzberg (1923 to 2000). The results of he theory were based on the interviews
conducted in the late 1950s with accountants and engineers. The respondents were asked to
explain the times when they felt good or bad about their jobs. Through these interviews
Herzberg identified two dimensions to job satisfaction: motivation and hygiene. The motivation
factors included recognition, achievement, the work itself, responsibility, advancement and
growth. The hygiene issues, such as company policies, supervision, salary, interpersonal
relations and working environment, are considered as the conditions to be met in order to
prevent dissatisfaction. Herzberg's theory did not take into account the individual needs and
differences and was criticized on the same grounds. This further led the researchers Richard
Hackman, from Harvard University, and Greg Oldham, from the University of Illinois, to create
a job characteristics model in 1976.Hackman & Oldham‟s Job characteristics Model is widely
used as a framework to study how particular job characteristics impact on job outcomes,
including job satisfaction. The model talks of five core job characteristics (skill variety, task
identity, task significance, autonomy, and feedback) which impact three critical psychological

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states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge

of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work
motivation, etc.). The five core job characteristics can be combined to form a motivating
potential score for a job, which can be used as an index of how likely a job is to affect an
employee's attitudes and behaviors. Morge (1953) in his study on the Job satisfaction of the
employees of white-collar jobs found that fifty five male teachers were satisfied with their job
with oppose to thirty five percent female employees who were not satisfied with their job. This
study highlighted the relationship between gender and job satisfaction and concluded that
satisfaction is affected by gender. Gardon (1955) in his research on the Job satisfaction of the
workers of industrial concern and human needs industries found that if person„s individual
needs are satisfied then their job satisfaction increases; thereby reflecting a positive relation
with the job satisfaction. Bidwel and Charles (1956) studied on the Job satisfaction and school
management and concluded that effective education is necessary to develop good image of
the school and that teachers„Job satisfaction increased by perfect management. Sinha and
Singh (1961) studied the relationship between job satisfaction and absenteeism. A random
sample was selected from various departments of Tisco, Jamshedpur. The sample consisted
of high and low absentee workers. Respondents consisted of 50 each from both the
categories. Job satisfaction questionnaire consisted of items of four components of job
satisfaction namely nature of work, wages and security, supervisors and supervision and
company„s overall personnel policy. It was found that low absentees were significantly more
satisfied with their job than high absentees. Sinha and Sharma (1962), conducted a research
on attitude and job satisfaction with the help of randomly selected 100 workers which were
from a light engineering factory around Culcutta. It was found that job satisfaction was
inversely related to favorable attitude towards the union. This implies, greater the job
satisfaction, the less favorable was the attitude towards the union. Prasad (1964) studied the
personality and the relative elements of Job satisfaction namely age and experience. In his
study he concluded that the age of professionals had no effect on job satisfaction, while job
satisfaction increases with the frequencies of experience thereby showing significant relation
with the Job satisfaction. Rajgopal (1965) in his study explored the relationship between
satisfaction and productivity of textile mills workers belonging to high and low productive mills.
Six mills, three high and three low (Productivity was indexed in terms of operative hours per
unit of Production four the past three years) were chosen for the study. 75 workers each from
high Productive and low Productive mills were chosen for the study. They were asked to
indicate their degree of satisfaction/dissatisfaction on a 5-point scale ranging from extreme

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satisfaction to extreme dissatisfaction on thirty items representing seven aspect of work (i.e.,
salary, job, management, working condition, welfare facilities, coworkers, and union
management relations). The results highlighted that high productive mill workers were
significantly more satisfied with five of the seven aspect excluding job and coworkers.
Lodahl&Kejner (1965) found in a study that Job satisfaction is affected by meaningfulness of
work and adequacy of supervision. Kapoor and Rao (1969) had examined the age and attitude
towards officers in understanding the Job satisfaction of 146 female employees. His research
highlighted that female employee and married female employee having more than twenty-five
years of age always oppose against injustice and struggle against management too. Jawa
(1971) collected data on 70 semi-skilled workers in his study on anxiety and job satisfaction.
On the basis of the anxiety scale filled by the respondents and their scores, anxiety was
divided into three groups of high, average and low anxiety. In addition to this a satisfaction
questionnaire was also filled by the respondents. The results indicate a trend of increasing
satisfaction with decreasing anxiety level Smith, Scott and Hulin (1977) selected 4000
managers of the 145 company for the sample of the study on Job satisfaction of professional
employees of the company. It was found out through this research that satisfaction increase
with the age. Thus, indicating a positive relation of Job satisfaction with the age. Richmond,
Mccroskey and Davis (1982), stated that “moderately satisfied employees may be more
productive than dissatisfied employee; extremely satisfied employees may form the type of
work group known as the “happiness for lunch bunch” (McCroskey, Larson & Knapp, 1971)
and be more of a social group than a work group, hence lowering productivity. Bhatt (1987)
studied the personality determinations of Job satisfaction of college teachers of Saurashtra
University and all college teachers were included in the sample of the study. It was found that
female teachers were more satisfied than male teachers, also no significant difference was
found in the mean scores of married and unmarried teachers. It was also found that Job
satisfaction had no significant relation with the age, area of the work, educational qualification
and experience. Sharma(1987) examined the effects of work culture on employee satisfaction,
sense of participation, role stress and alienation in private sector and public sector and found
that the private sector and the public sector varied.

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CHAPTER III

RESEARCH METHODOLOGY

Research Design
The researchers of this study utilized the qualitative method though the use of
questionnaires in gathering data regarding on job satisfaction of employees in selected
restaurants in Vigan City.
Variables were identified, described, and properly analyzed. Data were gathered,
summarized, and accurately interpreted in the simplest way possible.

Population of the Study

The respondents of this study were the 5 Employees from KARDO’S GRILL
HOUSE Richard Perez (Owner), 5 Employees from JOLLIBEE Elizabeth Tabusares (Resturant
Manager), 5 Employees from MAX RESTUARANT Edrich Guiang (Marketing Officer), 10
Employees from CAFE LEONA Abby Palo (Manager), 10 Employees from HAP CHAN Pats
Singson (owner), 10Employees from GRANPAS IN RESTU Ronalyn Ariala (Accounting
officer), 5 Employees from KFC Isa Retunta (Branch Manager), 10 Employees from 888 Mary
Rose Valledor (owner), 5 Employees from SIX BROX Dennis Uy (owner), 5 Employees from
GOLDEN BABOY KOREAN UNLIMITED GRILL Rodolfo Maligsa (Manager)..

Data Gathering
The researchers of this study utilized a structured questionnaire to gather information
and responses of the employees of selected restaurants in Vigan City.

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Instrument and Procedure

In this study, the instrument that was used is data gathering and questionnaire. The
questionnaires help the researchers determine the job employee’s satisfaction. The
questionnaires were given personally by the researcher for faster retrieval and to ensure that it
will be answered accurately. Upon accomplishment, researchers had collected the tool and
results were tallied, analyze, and interpreted.

Sampling Technique
Simple Random sampling technique was employed to select 50 employees in every
Selected Restaurant in Vigan City. Within each section, selection of staff was by simple
random sampling. This was achieved by picking out staff one by one.

Statistical Treatment
The following statistical tools were used to analyze the data gathered in this study.
a). Frequency and Percentage. This was used to describe the personal factors of the
respondents.
b.) Mean (x). This was used to utilized to describe the level of job satisfaction of the
respondents.

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BIBLIOGRAPHY

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