Summary of Findings on factors affecting employee job satisfaction in the hospitality industry
in Kenya
Research findings indicate that working conditions positively influence employees’ job
satisfaction in Boma hotel. The working conditions related attributes that employees of the hotel
consider important are flexibility of work schedule, a working environment that is safe and
comfortable, and promotion of employees’ rights. Findings also show that remuneration has a
positive influence on employees’ job satisfaction at the hotel. The remuneration attributes
considered important include the amount paid out as salary, financial rewards, bonus amount and
“non-financial rewards such as extra-holidays and voucher schemes element.
Relationship with supervisors was found to have a positive influence on employees’ job
satisfaction at the hotel. The attributes related to relationship with supervisors that employees
consider important are: how immediate supervisor relates with employees/subordinates, fair
treatment of employees and extent to which immediate supervisor effectively communicates with
employees. Co-worker relations positively influence employees’ job satisfaction at Boma hotel.
The attributes that are considered of importance to the employees include the level of feeling of
belongingness, the level of co-worker interactions, and networking among co-workers.
Besides the independent variables of the study, namely working conditions, remuneration,
relationships with supervisors, co-worker relations, the study established that other key factors
affecting job satisfaction at Boma hotel are opportunities for promotion, job security, and
opportunities for training and development/career development. Findings also show that
employees at Boma hotel not only strive to give their best performance, but their commitment is
also high. However, the respondents indicated that there is a relatively high turnover.
Results of the regression analysis show that factors attributed to working conditions (p=0.027)
and remuneration (p=0.008) significant statistically. The error term (0.02) insinuates lack of
complete accuracy and result in the results in actual situation will be different. Findings of the
study indicate that, overall, the order of ranking in terms of relative influence is as follows: (1)
remuneration = (0.008); (2) working conditions = (0.027); relationship with supervisor = (0.052);
and co-worker relations = (0.061).
It can be concluded from the ANOVA that at 5 % significance level, there exist sufficient
evidence to justifiably conclude that that the slope of regression line is not zero. As Such, job
satisfaction influencing factors included in the model are useful predictors of job satisfaction
since the p value is 0.000 which is less than 0.05. Sig = 0.000 suggests that the model adopted
for the current study is significant for predicting job satisfaction in Boma hotel.
Conclusion
All the four factors namely, working conditions, remuneration, and relationship with supervisor,
and co-worker relations were validated as key in influencing job satisfaction in Boma hotel. The
findings show that factors attributed to working conditions (p=0.027) and remuneration
(p=0.008) were the most statistically significant. The study also concludes as follows:
In relation to working conditions, in order of priority, employees ranked highest the following
attributes: “flexibility of work schedule”, “a working environment that is safe and comfortable”,
and “promotion of employees’ rights”. However, the least ranked factor was “the work places
should avail ample parking facilities and security”, which could be attributed to the fact that not
all the low cadre staff of the hotel may be owning vehicles, hence little need for parking space. In
relation to remuneration, in order of priority, employees of Boma hotel ranked the following
attributes highest: “salary amount”, “bonuses amount”, and “non-financial rewards (extra-
holidays and voucher schemes element)”.
With regards to relationship with supervisors, employees of Boma hotel ranked the following
attributes high in order of priority: “how immediate supervisor relates with
employees/subordinates”, “employees should be treated fairly”, and “extent to which immediate
supervisor effectively communicates with employees”. Lastly, with respect to co-worker
relations, the attributes highest ranked by employees of Boma hotel in order of priority are:
“openness of communication among co-workers”, “level of feeling of belongingness”, and “level
of co-worker interactions”. However, the respondents ranked “networking among co-workers”
the least.
In addition, the study reveals that employees in the hotel industry, if responses from Boma hotel
are anything to go by, consider other factors in job satisfaction. These factors include
opportunities for promotion, job security, and opportunities for training and development/career
development. Findings also show that despite the relatively high turnover of employees at the
hotel, the respondents confirmed that they give their best performance and are committed to their
jobs.
The findings show that factors attributed to working conditions (p=0.027) and remuneration
(p=0.008) had a statistical significant influence. The error term (0.02) insinuates lack of complete
accuracy and result in the results in actual situation will be different. It can be concluded from
the ANOVA that at 5 % significance level, there exist sufficient evidence to justifiably conclude
that that the slope of regression line is not zero. As Such, job satisfaction influencing factors
included in the model are useful predictors of job satisfaction since the p value is 0.000 which is
less than 0.05. Sig = 0.000 suggests the current study adopted a model that is significant in
prediction of job satisfaction in Boma hotel.
5.0 Recommendations
Research findings reveal that when implementing human resource management practices in
Boma hotel with a view to enhancing employees’ job satisfaction, the management should focus
on the following factors, in order of priority: remuneration, working conditions, relationship with
supervisor, and co-worker relations.
In addition, when implementing various actions that are specific to job satisfaction factors
mentioned, the management should focus on the following specific attributes:
In the case of working conditions, focus should be on flexibility of work schedule, a working
environment that is safe and comfortable, and promotion of employees’ rights. In relation to
remuneration, the hotel management should place more emphasis on salary amount, bonuses
amount, and non-financial rewards such as extra-holidays and voucher schemes element.
With regards to relationship with supervisors, the hotel management should address issues such
as how immediate supervisor relates with employees/subordinates, fair treatment of employees,
and the extent to which immediate supervisor effectively communicates with employees. Lastly,
with respect to co-worker relations, the management should focus on ensuring that there is
openness of communication among co-workers, employees have a high level of feeling of
belongingness, and enhanced levels of co-worker interactions.
With respect to recommendations for areas of further research, this study should be replicated by
undertaking similar studies in other hotels and locations, as this research only covered only
Boma hotel in Nairobi City, Kenya. An investigation of other factors influencing job satisfaction
could also be undertaken and whereas the focus for the current study was the hotel management,
in future, customer should be the respondents, so as to get their side of the story.
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