Data analysis on remuneration and employee performance
Statements related to remuneration
Statements related to remuneration Responses
(%)
Standard
deviation
Mean Ranking
Agree Strongly
agree
Salary amount 39.7 33.8 1.473 4.45 1
Financial rewards 42.9 46.9 0.801 4.33 2
Bonuses amount 41.9 39.8 1.017 4.08 3
Non-financial rewards (Extra-holidays
and voucher schemes element)
40.8 34.7 1.088 3.94 4
n = 49
The results show that the highest ranked statement for relationship with supervisors was, “how
immediate supervisor relates with employees/subordinates” (mean = 4.18); employees should be
treated fairly (mean = 4.06); and extent to which immediate supervisor effectively communicates
with employees (mean = 3.93). Whereas relationships with supervisors contribute positively to
employees’ job satisfaction in Boma hotel, the issues that the management of the hotel should
pay attention to are: healthy working relationships between supervisors and their subordinates,
which calls for democratic style of leadership, where the employees’ opinions should be
considered positively, the employees should be treated fairly, and there should be effective
communication between the employees and their supervisors.
Table Statements related to relationships with supervisors
Statements related to relationship with
supervisor
Responses
(%)
Standard
deviation
Mean Ranking
Agree Strongly
agree
How immediate supervisor relates with
employees/subordinates
38.8 51.0 0.905 4.18 1
Extent to which immediate supervisor
effectively communicates with
employees.
37.8 40.0 1.195 3.93 3
Employees should be treated fairly 44.7 40.4 1.131 4.06 2
n = 49
The findings show that the highest ranked statement for co-worker relations is, “openness of
communication among co-workers” (mean = 4.08), followed by “level of feeling of
belongingness” (mean = 4.04), and the third ranked statement was, “level of co-worker
interactions” (mean = 3.88). The least ranked statement was, “networking among co-workers”
(mean = 3.67). Whereas co-worker relations is highly regarded as a factor influencing job
satisfaction of employees at Boma hotel, and hence requires attention from management, the
areas of focus should be ensuring that there is openness in communication among the employees,
a culture of teamwork and ownership of the hotel processes and hence belongingness ought to be
cultivated, besides ensuring positive interactions among the employees. (Refer to table 4.4).
Table Statements related to co-worker relations
Statements related to co-worker
relations
Responses
(%)
Standard
deviation
Mean Ranking
Agree Strongly
agree
Openness of communication among co-
workers
46.9 38.8 1.057 4.08 1
Networking among co-workers 40.8 28.6 1.248 3.67 4
Level of co-worker interactions 44.9 32.7 1.148 3.88 3
Level of feeling of belongingness 49.0 34.7 0.999 4.04 2
n = 49
Besides the independent variables of the study, namely working conditions, remuneration,
relationships with supervisors, co-worker relations, the respondents were asked to state other
factors that would positively influence their job satisfaction at Boma hotel. (Multiple responses
were allowed, as a result, aggregated and total may add to more than 100 per cent; in total, n =
49). (Refer to table 4.5).
Table Other factors affecting job satisfaction at Boma hotel
Other factors affecting job satisfaction Frequency Percentage
Nature of work itself 30 61.2
Opportunities for promotion 43 87.7
Internal communication 36 73.5
Leadership styles 33 67.3
Opportunities for training and development/career development 38 77.6
Job security 41 83.7
Freedom/Autonomy 35 71.4
Merit-based fringe benefits 31 63.2
n = 49
Findings show that other key factors affecting job satisfaction at Boma hotel are: opportunities
for promotion (87.7%), job security (83.7%), and opportunities for training and
development/career development (77.6%). Besides the factors influencing job satisfaction
presented in chapter one, and whose study findings have been discussed above, the employees of
Boma hotel consider other factors as being important in their quest for enhancing job
satisfaction. These are opportunities for promotion for deserving cases, the feeling
of job security and availability of opportunities for training and
development/career advancement to facilitate their upward movement within the
organization.
Findings show that employees at Boma hotel not only strive to give their best
performance (mean = 3.88), but also their commitment is high (mean = 3.76).
However, the respondents indicated that there is a relatively high turnover (mean
= 3.51). The high rate of turnover could be attributed to the fact the employees’
job satisfaction is low, since the employees’ job satisfaction factors they consider
important, as discussed above may not have been adequately addressed. (Refer to
table 4.6)
