The group conducted a brief 40 item yes or no survey to 27 workers in the University

Hotel. The workers who were given the survey questionnaires came from different departments
in the hotel. They were given ample of time to answer the survey. The process of selecting the
participants in the survey was a random selection of the employees of different departments. The
purpose of the survey was to collect data about the culture of the organization from every unit in
the workforce of the business to get an in depth analysis of the whole.
The questionnaire includes a section about the workers personal data including the
current position of the worker, how long has he/she been employed and working for the hotel,
the gender, and their age bracket. Of the 27 workers, most of them belong to the age bracket 4554 and there seems to be very few of ages under 25 and none above 65. There were workers who
had been serving for the hotel more than 30 years and some who were still under 10 years. The
average number of years in the hotel was between 15-30 years. The Front Desk, Housekeeping,
Maintenance, and Food/Beverages departments were mostly male while the Administration,
Finance and Internal Control departments were mostly female. The chiefs of the departments
were all female except for the maintenance department chief.
The questions were subdivided into 4 main categories about the culture of the
organization with each category having 10 questions below them. The topics of the questions
were about Job Satisfaction, Relationship with Co-workers, Relationship with the Management
(higher), and Strength of the Culture. Most of the statistical results of the survey was unanimous
were more than 90% agreed to the questions and a small percentage of the participants disagreed.
Under Job Satisfaction, unanimously by 80% or more, people have found the job to be
meaningful and feel enthusiasm for it. They consider themselves to be paid fairly and well in
correlation to other workers and are able to receive satisfactory job benefits. Almost all of them
are motivated to do well in the tasks and to finish up all that the job requires of them to do. They
feel proud to be integrated with the job and to be known as a part of the hotel. They relate their
identity to the identity of the hotel. There were some particular questions that resulted in even
distributions of 60-40% or 55-45%. When asked on whether the quality of performance was the
basis for promotion and if the hotel encourages professional growth of the employee along with
training the result was equally distributed. Departments like food, housekeeping, and internals
believed that performance is not the sole basis of promotion and that there were no room for
growth and no avenue of training. While the other departments like maintenance, front desk, and
administration along with the chiefs of every department believed otherwise resulting in split
results.
In the questions pertaining to relationships with co-workers, the results were mostly
unanimous of 90% or more workers agreeing with each other. We have found that workers do
receive praises and encouragement from one another and they boost the morale of the company
as a whole. They also receive assistance whenever the job was too difficult to do and the workers
make it a habit to assist whomever asks for help even if it were inter-departmental as long as it

were in their capabilities. Basically, the workers believe they have formed a trust with one
another where they believe that the other worker would work in accordance to the companys
goals. We asked them if the organization created avenues where they were able to communicate
and interact with their co-workers and beyond their assigned work. 96% agreed that
opportunities for better communication were being created by the company. 100% believed that
responsibilities were shared. The only non-unanimous result was the question about ever having
been in a misunderstanding with a co-worker. 62% agreed to being involved in one but 81% of
them believed that they were able to solve them immediately.
Almost identical to the 2nd category, the questions pertaining to relationship with
management yielded almost identical results. Most workers received praises and encouragement
coming from their top management. According to the workers, management make it a point that
the people are in line with the culture, goals, and vision of the company and do this by
encouraging them to follow suit. The management also has shown their concern for the
employees well-being. The workers and management have created a mutual trust with each
other as well as an evidently high level of respect. The question about communication was raised
up again in this section as to whether or not it is strong with respect to employee and
management. It was not as high as the previous one but 74% still believed that they are able to
have constant communication with their management and that management reaches out to them.
Compared to the previous one as well, only 33% reported they had a misunderstanding with the
management but 92% agreed that it was solved immediately.
Lastly, the questions on strength of the culture had the least deviance and most
unanimous results. The people agreed on many factors about their culture. The rules and policies
were firmly set. Employees are being involved in the problem solving decisions of the company
and relationship to that, the management values the opinions of the workers. The values just like
the rules and policies are clear and consistent between the members. The employees basically
understand and know the mission and the vision of the company as well as its values. There are
no punishments for misconducts and as seen in previous categories whenever there are
misunderstandings, it is top priority of the management to fix it immediately. Different functional
units of the company are able to coordinate together. People are basically involved in meetings
however it was consistent with the internals department participants that in their opinion this was
not so.