A Study on Job Satisfaction Among Selected Restaurant Employees in

Coimbatore

Chapter 1

Introduction:
Job satisfaction or employee satisfaction is a measure of workers contentedness with
their job, whether or not they like the job or individual aspects or facets of jobs, such as nature of
work or supervision. Job satisfaction can be measured in cognitive (evaluative), affective (or
emotional), and behavioral components. Researchers have also noted that job satisfaction
measures vary in the extent to which they measure feelings about the job (affective job
satisfaction). or cognitions about the job (cognitive job satisfaction).

Job Satisfaction is the favorableness or un-favorableness with which the employee views his
work. It expresses the amount of agreement between one’s expectation of the job and the rewards
that the job provides. Job Satisfaction is a part of life satisfaction. The nature of one’s
environment of job is an important part of life as Job Satisfaction influences one’s general life
satisfaction.

One of the most widely used definitions in organizational research is that of Locke (1976), who
defines job satisfaction as "a pleasurable or positive emotional state resulting from the appraisal
of one's job or job experiences" .Others have defined it as simply how content an individual is
with his or her job; whether he or she likes the job or not. It is assessed at both the global level
(whether or not the individual is satisfied with the job overall), or at the facet level (whether or
not the individual is satisfied with different aspects of the job). Spector (1997) lists 14 common
facets: Appreciation, Communication, Coworkers, Fringe benefits, Job conditions, Nature of the
work, Organization, Personal growth, Policies and procedures, Promotion opportunities,
Recognition, Security, and Supervision.
The employee’s attitude towards the job and organization as well becomes positive when they
realize that their job facilitates them in achieving their needs and values, directly (by performing

it) or indirectly (by the package they get). In short, it represents the difference between
employee’s expectations and experience he/she derives from the job. The wider the gap, the
more is the dissatisfaction.

Job satisfaction is all about how one feels about (or towards) one’s job. An employee who
expresses satisfaction is said to have a positive attitude towards the job, unlike a dissatisfied
employee who has a negative attitude towards the job. A person having negative attitude shows a
personality disposition which is inclined to experience nervousness, tension, worry, upset and
distress, where as those with positive attitude will feel happy with themselves, others, and with
their work.
Job satisfaction reflects the extent to which people find gratification or fulfillment in their work.
Job satisfaction shows that personal factors such as an individual needs and aspirations
determine his/her attitude, along with group and organizational factors such as relationships with
co-workers and supervisors and working conditions, work policies, and compensation. A
satisfied employee tends to be absent less often, to make positive contributions, and to stay with
the organization. The effect of job satisfaction goes beyond organizational setting. Satisfied
employees are more likely to be satisfied citizens. These people will hold a more positive attitude
towards life in general and make for a society of more psychologically healthy.
Job satisfaction has been considered as state of condition where people are:

1)Induced to do work efficiently and effectively;

2) Convinced to remain in the enterprise;
3) Prepared to act efficiently during contingences;
4) Interested in promoting the image of the organization; and
5) More happy and satisfied with their job.

Meaning and Definition of Employee Job satisfaction:

“Job satisfaction is the amount of pleasure or contentment associated with a job. If you like
your job intensely you will experience high job satisfaction. If you dislike your job intensely,
you will experience job dissatisfaction”.

Job satisfaction is defined as “a pleasurable or positive emotional state resulting from the
appraisal of one’s job or job experience”.

Human Resource:

Human Resources is in charge of dealing with all issues related to the people within your
organization. This includes recruiting and hiring people, as well as onboarding employees, but it
also involves tasks required to retain employees, long-term. For instance, HR might develop
wellness initiatives, provide guidance regarding disciplinary actions, or promote career
development or training programs to strengthen employee satisfaction. Additionally, HR handles
compensation and benefits.

Human resource is considered to be the most valuable asset in any organization. It is the
sum-total of inherent abilities, aptitudes of the employed persons who comprise executives,
supervisors and the rank and file employees. The human resources should be utilised to the
maximum possible extent, in order to achieve individual and organizational goals. It is thus the
employee’s performance which ultimately decides the attainment of goals. Hence, the
employee’s performance is to a large extent influenced by motivation and job satisfaction.
 Human resources are the people who make up the work force of an organization, business
sector, or economy. "Human capital" is sometimes used synonymously with "human resources",
although human capital typically refers to a narrower effect (i.e., the knowledge the individuals
embody and economic growth). Likewise, other terms sometimes used
include manpower, talent, labor, personnel, or simply people.

A human-resources department (HR department) of an organization performs human

resource management, overseeing various aspects of employment, such as compliance with labor
law and employment standards, administration of employee benefits, and some aspects
of recruitment.

Human resources is used to describe both the people who work for a company or
organization and the department responsible for managing resources related to employees. The
term human resource was first coined in the 1960s when the value of labor relations began to
garner attention and when notions such as motivation, organizational behavior, and selection
assessments began to take shape.

Human resource management is therefore focused on a number of major areas, including:

 Recruiting and staffing

 Compensation and benefits
 Training and learning
 Labor and employee relations
 Organization development

Job Satisfaction in Restaurant Employees:

The restaurant industry has certain characteristics that differentiate it from many other
industries with respect to production, delivery, and consumption of products. It is dependent on a
variety of individuals having direct contact with the guest. In such an environment, employee job
satisfaction is an important factor for customer retention and establishment success. Locke
(1976, p. 1300) defined job satisfaction as a pleasurable or positive emotional state resulting
from one’s job or job experiences. Job satisfaction also has been shown to have a significant
relationship to organizational commitment and employee turnover (Schlesinger & Zornitsky,
1991; Testa, 2001). Employees who are satisfied with their jobs are considered to be more stable
with their organizations (Hartman & Yrle,1996).

Employee satisfaction, more frequently known as job satisfaction, is described as both a global
construct and a multi-dimensional concept used most frequently in Industrial-organizational
psychology when researching employee behavior and organizational effectiveness. There is no
‘gold standard’ of overall job satisfaction therefore it is necessary to look at all facts of
satisfaction when considering measuring job satisfaction. Satisfaction as a degree of emotion that
individuals have toward the organization or the system. Therefore, if an employee has positive
sentiments towards the organization, then the job satisfaction levels will be higher. To measure
job satisfaction in human service, public and non-profit sector organizations. There is a widely
used multidimensional evaluation tool that includes nine subscales: salary, promotion,
supervision, fringe benefits, contingent rewards, operating procedures, coworkers, work and
communication.

Measure of Job Satisfaction Among Restaurant Employees

Your restaurant's profitability could hinge on the level of employee satisfaction .Restaurant
employees are most often in low-paying jobs that require long hours and constant, repetitive
physical demands. Consequently, the turnover rate is higher than average due to low job
satisfaction. Measurement of employee satisfaction in the restaurant business comes from a
number of indicators, including feedback from employees and their customers, as well as
employee responses to supervisors during routine meetings and periodic assessments of
performance.

Employee Opinion Surveys

Conducting employing opinion surveys with questions related to basic working conditions
provides one measurement of job satisfaction. Given the fast-paced nature of the restaurant
business and the food and beverage (F&B) industry in general, however, it’s best to keep
employee surveys to a minimum and brief. Workers whose time on the job is often spent serving
customers may view surveys as unnecessary and time-consuming.
Focus Groups

Focus groups allow employees to share their opinions with human resources in face-to-face
discussions with their peers. Again, keeping these groups short is more effective, unless they
include employees whose jobs are not front-of-the-house, where they are responsible for
continuous customer service, or back-of-the-house positions, which are jobs where employees
feel pressed for time.

Customer Feedback

Listening to customer feedback can be especially helpful in measuring restaurant employees’

attitudes about work. Job dissatisfaction can manifest itself in the quality of customer service that
employees render. Employees who are happy usually demonstrate a positive attitude in their
service to customers.

Follow-up on customer complaints can determine reasons a restaurant’s customer wasn’t pleased
with the service, which in many cases, points to poor job satisfaction. Likewise, employees who
provide excellent customer service to their customers will have repeat customers who request to
be seated in their assigned section, if the restaurant employee is in a role where she provides
direct customer service.

Pre-Shifts

Pre-shifts – brief meetings among employees just prior to their scheduled working hours – shed
light on job satisfaction as well. During pre-shifts, restaurant supervisors and managers conduct
short, all-staff meetings to discuss daily restaurant events or provide information employees need
to know for that particular shift, such as restaurant specials, staffing changes and table
assignments. Managers trained to glean feedback from employees can measure job satisfaction
from employee responses to service instructions, quality standards and other exchanges during
these meetings.
Employee Self-Evaluation

Incorporating self-assessment questionnaires into employee performance appraisals is another

way to measure job satisfaction in this business. Asking specific questions such as “What
motivates you to provide the highest level of service to the restaurant’s customers?” and “Rank
your overall level of job satisfaction from the beginning of your shift to the end” elicits answers
directly from employees about how they connect job satisfaction to performance.

Use of this measurement, however, requires that employers assure employees understand their
responses won’t result in punitive action. Explaining that self-evaluation is an effective, efficient
method for measuring employee satisfaction and engagement in a fast-paced industry facilitates
honest feedback from employees.

Turnover

Analyzing turnover among restaurant employees and responses to exit interviews is an indicator
of job satisfaction -- particularly turnover that exceeds the already high estimates of 100 to 200
percent, as recorded by doctoral candidate Lisa M. Dupnock of Indiana University of
Pennsylvania and 70-year-old restaurant chain, Steak and Shake. F&B industry turnover is high
due to the nature of the work, wages and working conditions; however, excessive turnover in the
restaurant business can be measured and, ultimately, controlled through exploring specific
reasons why employees leave and resolving those issues.
 Chapter 2

Statement of the Problem:

The main motive of this project is to identify the factors in favour and bring out the job
satisfaction of restaurant employee’s.

Objective Of The Study:

1. Obtain a Restaurant Team Member position with (company name) displaying exceptional food
preparation and customer service skills.

2. Offering wholesome, fairly priced, ethnically diverse food options

3. Creating an attractive and diverse menu Providing excellent customer services that enhances
the rapport with students through responsiveness to needs and requests

4. Establishing high quality jobs for target food service employees, including good wages and
benefits, career advancement opportunities, access to training and capacity building,
participation in decision-making and opportunities for ownership

5. Developing a catering service that supports skill development of the catering staff and meets
the needs of the University community

6. Searching for employment as a Restaurant Team Member with (company name) is an

individual who will offer a friendly face as well as one year of experience working with food.

Purpose of the Study

The purpose of this study is to understand what elements of job satisfaction are most
important to restaurant employees and to determine if organizational structure has an influence
on the satisfaction levels. The study is designed to determine whether intrinsic or extrinsic job
satisfaction elements are more important to employees in the independent or corporate
restaurants. Determining if there are differences in the levels of satisfaction in the different
restaurant structures could assist professionals in the restaurant industry in reducing turnover
rates and help lower labor costs for their organizations. Many independent restaurant owners do
not have the resources to conduct their own employee job satisfaction studies in order to gain a
better understanding of what is happening in their workplace. Therefore another purpose of this
study is to fill a gap in the restaurant industry literature to include the independent restaurant
sector.

Significance of the Study

There is a lot of information after conducted this study for the food industry. This research
able to recognize the factors that influence employee job satisfaction, this is a very helpful
knowledge to have better understanding and further research in this industry.

This study is useful as it play the roles as a reference for the food industry in order to have a
better engagement with employees to improve employee job satisfaction and also to improve the
service as well as product quality provided by food industry. Corporation can make changes on
the management by enhancing it, and get rid of unnecessary factors in which did not add value to
employee job satisfaction. Thus, this study helps the food industry to find out the problems that
influenced it’s on employee job satisfaction and solve the issue effectively.

LIMITATIONS OF THE STUDY:

It is true to highlight that every research has its own limitations whether it isbeing conducted
in any area of studies including social sciences. It might be because researcher could not possibly
bring the whole perspective of a particular area in one fine study.

Hence, like other researches the present research endeavour also suffers from some of the
limitations, which are listed below:

 The sample size of the present study is limited in its nature, which puts a limitation on the
generalization of results.
 This study was limited to only restaurant in Coimbatore which reduced the chance of
studying the job satisfaction at wider level.
Research Design

A research design is the set of methods and procedures used in collecting and analyzing
measures of the variables specified in the research problem research. The design of a study
defines the study type (descriptive, correlation, semi-experimental, experimental, review, meta-
analytic) and sub-type research problem, hypotheses, independent and dependent variables,
experimental design, and, if applicable, data collection methods and a statistical analysis plan. A
research design is a framework that has been created to find answers to research questions.

Definition of Research

Research Methodology is the systematic, theoretical analysis of the methods applied to a

field of study. It comprises the theoretical analysis of the body of methods and principles
associated with a branch of knowledge.

METHOD OF DATA COLLECTION

 Primary data
 Secondary data

Primary data is information collected through original or first-hand research. For example,
surveys and focus group discussions. On the other hand, secondary data is information which has
been collected in the past by someone else. For example, researching the internet, newspaper
articles and company reports. The objective of any study defines whether primary or secondary
data is to be collected.

SAMPLE DESIGN AND TYPE

Non probability –quantitative analysis

Quantitative research design: Quantitative methods emphasize objective measurements and

the statistical, mathematical, or numerical analysis of data collected through polls,
questionnaires, and surveys, or by manipulating pre-existing statistical data using computational
techniques. Quantitative research focuses on gathering numerical data and generalizing it across
groups of people or to explain a particular phenomenon.
Its main characteristics are:

 The data is usually gathered using structured research instruments.

 The results are based on larger sample sizes that are representative of the population.
 The research study can usually be replicated or repeated, given its high reliability.
 Researcher has a clearly defined research question to which objective answers are sought.
 All aspects of the study are carefully designed before data is collected.
 Data are in the form of numbers and statistics, often arranged in tables, charts, figures, or
other non-textual forms.
 Project can be used to generalize concepts more widely, predict future results, or
investigate causal relationships.
 Researcher uses tools, such as questionnaires or computer software, to collect numerical
data.
SAMPLE SIZE

Sample for questionnaire is for 80 employees.

SAMPLE UNIT

Sampling unit is individual Employees.

STATISTICAL TOOLS

Percentage analysis

Percentage analysis is the method to represent raw streams of data as a percentage (a part in
100 - percent) for better understanding of collected data. Percentage Analysis is applied to create
a contingency table from the frequency distribution and represent the collected data for better
understanding.
 Over View of the Study

THE FRENCH DOOR Cafe And Restaurant in RS Puram, Coimbatore

The French Door is where "classic meets contemporary" cafe and restaurant located at
Coimbatore, Tamil Nadu. The concept for the restaurant started when we acquired a hundred
year old french door at an auction house in Puducherry, Tamil Nadu. While we are primarily
french in our ambience and service, our menu is an array of Indian Fusion and Modern
European. Our entire team is dedicated towards making your culinary experience unique and
memorable, one that you will want to keep sharing with your family and dearest friends.

FEATURES
Takeout, Reservations, Outdoor Seating, Seating, Waitstaff, Parking Available, Street
Parking, Free Off-Street Parking, Accepts Mastercard, Accepts Visa, Digital Payments,
Highchairs Available.

Location and Overview:

Established in the year 2016, The French Door Cafe And Restaurant in RS Puram,
Coimbatore is a top player in the category Coffee Shops in the Coimbatore. This well-known
establishment acts as a one-stop destination servicing customers both local and from other parts
of Coimbatore. Over the course of its journey, this business has established a firm foothold in it’s
industry. The belief that customer satisfaction is as important as their products and services, have
helped this establishment garner a vast base of customers, which continues to grow by the day.
This business employs individuals that are dedicated towards their respective roles and put in a
lot of effort to achieve the common vision and larger goals of the company. In the near future,
this business aims to expand its line of products and services and cater to a larger client base. In
Coimbatore, this establishment occupies a prominent location in RS Puram. It is an effortless
task in commuting to this establishment as there are various modes of transport readily available.
It is at Bashyagaralu Road West, Behind Ganesha Temple, which makes it easy for first-time
visitors in locating this establishment. It is known to provide top service in the following
categories: Restaurants, Moderate Restaurants (Rs 500 To Rs 1000), Coffee Shops, Fine Dining
Restaurants (Rs 1000 To Rs 2000), European Restaurants, Fine Dining European Restaurants (Rs
1000 To Rs 2000), French Restaurants, Fine Dining French Restaurants (Rs 1000 To Rs 2000).

Products and Services offered:

The French Door Cafe And Restaurant in RS Puram has a wide range of products and
services to cater to the varied requirements of their customers. The staff at this establishment are
courteous and prompt at providing any assistance. They readily answer any queries or questions
that you may have. Pay for the product or se/rvice with ease by using any of the available modes
of payment, such as Cash, Debit Cards, Cheques, American Express Card, Credit Card. This
establishment is functional from 11:00 - 23:00
ROBOT THEMED RESTAURANT

Coimbatore: A concept seen in “Avengers” and other super hero movies and may be in
restaurants board has now come to Coimbatore. A group of five youngsters, who are passionate
about theme-based restaurants, have opened a robot themed restaurant in the city.

Robot pick up the food from the kitchen and deliver it at the customer’s table. Customer can pick
up the food from the Tray.

The robot will also be able to detect someone blocking its way and request them to move out of
their way.

The youth who were already running an aeroplane themed Chinese restaurant, began working on
sourcing robots that could serve in restaurants and figuring out how to program and repair them.

We finally sourced them from a company abroad. One of the partner of the restaurant went to the
company and spend some time learning to program them, operate them and even repair them.

They started their first restaurant in Mahabalipuram road Chennai, It was success and many of
our customer who visited the restaurant wanted they to come to Coimbatore also.

The Coimbatore restaurant which serves Chinese, Thai, and Indian food, has eight robots .
Customer can place their order on an iPad. And then the food is served by the robots.
 BARBEQUE NATION

Profile:

Barbeque Nation is an Indian restaurant chain headquartered in Bengaluru. The restaurant chain
also has private equity firm CX Partners as its investor.

The first restaurant opened in January 2006 in Mumbai and the following year, a second outlet
was opened in Bangalore In 2007, additional restaurants were opened in Bangalore and
Hyderabad.

As of 2008, the company had plans to open centres across Dubai, Singapore, and the United
Kingdom, after establishing itself as a major restaurant chain in India.

In addition to the Mumbai and Pune it has outlets in various other cities such
as Chennai, Coimbatore, Madurai, Kochi, Calicut, Thrissur, Vijayawada, Delhi, Kolkata, Hydera
bad, Chandigarh, Mohali, Gurgaon, Jaipur,Jhansi, Lucknow, Ahmedabad, Nagpur, Panjim, Visak
hapatnam, Vadodara, Varanasi, Noida, Kanpur, Surat, Trivandrum, Mysuru and Bhubaneswar.

As of July 2012, the company has announced plans to open 30 more outlets in India by March
2013.The restaurant had 36 outlets in India as of August 2013.

Miele Guide has listed Barbeque Nation as one among the Top 100 restaurants in Asia and
among the top 20 restaurants in India.
As of July 2014, Barbeque Nation has 5 outlets in Mumbai - Worli, Andheri, Marol, Thane,
CBD Belapur & Nerul.

As a part of the buffet, Barbeque Nation has included the Indian desserts 'Kulfi' under the name
of "Kulfi Nation" in the year 2014 & offers 800 customisable flavours as per the guests taste.

Barbeque Nation opened its 50th outlet in Vijayawada, on 30 June 2015. As of Jan 2016,
Barbeque Nation operates 63 outlets across the country & has spread its wings to Tier-2 & 3
cities like Ludhiana, Nagpur, Amritsar & more locations.

2 November 2016 marks the date as Barbeque Nation has opened its first international restaurant
in Dubai near Al Barsha as a part of its plan to operate stores in some of the countries in
the Middle East and SAARC region.

Also in 2016, A Barbeque Nation was opened in Bhubaneswar and in 2017 one was opened
in Thiruvananthapuram.

In 2018, Barbeque Nation expanded its presence to many cities

i.e. Ghaziabad, Patiala, Tiruppur, Jhansi, Dimapur, Guntur, Varanasi, Belgaum, Prayagraj, Ranch
i and Aurangabad.

Barbeque Nation reached the milestone of 100 outlets with the launch of its outlet in Dimapur.
This milestone was celebrated at Ambience Mall Gurugram in association with Helpage India &
in presence of Chef Vikas Khanna.

It also plans to open in Colombo, Dhaka and Kathmandu soon.

Specialties
Serves lunch, dinner and drinks

Services
Takes bookings.
Walk-ins welcome.
Good for groups or parties.
Good for children.
Table service.
SERVICE OFFERED BY RESTAURANT:
One important decision to make when starting a restaurant is the service style of the
establishment. The service style determines the layout, menu, inventory, food prices and décor of
the restaurant. The service style of a restaurant depends on your personal preferences, target
market and location. Knowing the characteristics of the main types of service styles can help you
pick the right style for your restaurant business.

Fast Food or Quick Service

A fast-food or quick-service restaurant provides the quickest service and food at the cheapest
prices. The décor in most fast-food restaurants is simple. Fast-food restaurants are often
franchises of a brand with many locations. The largest-fast food chains operate globally.

Some individuals choose to open small, local, non-chain fast food restaurants. Fast-food
restaurants often include a place to dine, while some may possess only drive-through or walk-up
windows for customers to order and pick up food. Fast-food restaurants often serve hamburgers,
chicken, sub sandwiches, Mexican fare or ice cream.

Fast Casual Restaurants

Fast-casual restaurants are similar to fast-food restaurants, but customers often perceive the food
as healthier or of higher quality. The perception of healthier or higher-quality food allows
owners of fast-casual restaurants to charge higher prices than fast-food restaurants. Customers
usually order their food at the counter and sit down at a table to enjoy their meal. Of course, fast-
casual restaurants give customers the option to order food to go.

Many fast-casual restaurants serve a specialized type of food, such as Mexican, Chinese or fresh-
baked fare. While a fast-food restaurant may serve fried chicken meals, a fast-casual place may
serve roasted chicken, vegetables and baked bread.

Fine Dining Restaurants

Fine-dining restaurants usually come with the most elaborate menus and expensive prices.
Owners of fine-dining restaurants want to present an atmosphere of elegance and grace. Many
require customers to make reservations to dine. Some restaurants enforce a certain dress code,
while others do not.
Fine-dining restaurants employ chefs who attended culinary schools and possess many years of
experience. Most customers do not mind paying the expensive prices because of the perceived
value they receive from eating at fine-dining restaurants. Some restaurants offer five-course
meals and an expensive and expansive wine list.

Casual Dining Restaurants

Casual-dining restaurants offer food similar to fast-casual establishments but with a table-service
dining atmosphere. Most casual-dining restaurants provide a family-friendly environment. The
menus at casual dining restaurants are usually more extensive than at fast-casual places. Casual-
dining restaurants employ waiters who take customers’ orders and serve the food.

The prices of casual-dining restaurants are lower than at fine-dining restaurants, but a little more
expensive than at fast-casual places. These restaurants may serve a variety of pastas, chicken
dishes and simple seafood dishes. Some have highly specialized menus, but others serve a broad
range of cuisine.

Online Food Delivery

Online food ordering is the process of food delivery or takeout from a local restaurants or food
cooperative through a web page or app. Much like ordering consumer goods online, many of
these services allow customers to keep accounts with them in order to make frequent ordering
convenient. A customer will search for a favorite restaurant, usually filtered via type of cuisine
and choose from available items, and choose delivery or pick-up. Payment can be amongst others
either by credit card, PayPal or cash, with the restaurant returning a percentage to the online food
company.
 PRODUCT STRATEGIS FOR RESTAURANT

Small restaurant companies use many types of product strategies, whether they're selling fast
food, casual dining or mid-scale entrees. The key is tying a particular product strategy to your
overall objective. Some product strategies are designed to increase customer visits at certain
times of the day, such as lunch or dinner. Other product strategies are used to more directly
impact profit margins. Whatever the case, product strategies should be targeted toward your core
customers, which are the types of customers who frequent your restaurant most often.

Value Approach
The value approach involves selling select menu items at reduced prices. This strategy works for
fast food restaurants as well as casual dining or mid-scale establishments. It is especially
effective in attracting groups of people or families. Start by offering popular items in small
portions. Combine each food with a side dish and small drink to create a basic combo meal.
Offer several of these menu varieties to appeal to different consumers' tastes. For example, sell a
small burger, chicken and fish sandwich with fries or onion rings as side dishes. Give customers
the option of adding burgers or sandwiches to their order, or up-sizing their side dishes and
drinks to increase your average order size. Feature the add-ons prominently on your menu board
and on individual menus. You may also offer popular shakes or fries at reduced prices during
late-night hours.

Themes
Tie your products to certain themes. You won't likely be able to arrange a special promotion with
a Hollywood movie producer. But you can set up a cross-promotion between your restaurant and
a local amusement park, symphony orchestra or zoo. Hold a contest where customers can win
discounts or free passes to their favorite entertainment venues. Make the contest only available
for people who buy featured menu items. Use pictures of zoo characters on take-out bags,
wrappers and place mats. Give away collectibles, such as free glasses or mugs, with the
characters on them. Offer one free glass or mug per purchase. That way people must purchase
multiple meals to collect the entire set. This strategy can effectively drive repeat business.
Another option is naming some of your menu items after sports figures or local celebrities.
Seasonal Food Promotions
Some foods sell better during certain seasons. Hence, restaurant owners should take advantage of
these food trends when creating product strategies and promotions. For example, people eat more
fish during Lent, which occurs for 40 days before Easter. Therefore, create more fish meals and
promotions during this period to maximize sales and profits. Similarly, offer green beer on Saint
Patrick's Day if you run a full service dining facility. And promote more ice cream products and
chilled desserts during the summer months.

Considerations
Frequency programs are another type of product strategy. A frequency program is different from
a theme or contest promotion, where people purchase items for specific collectibles. It may also
be run for longer periods. Frequency programs reward customers for the number of times they
purchase certain food items, or for the amount they spend. Customers are then rewarded with
coupons, free drinks and meals the more they spend. Orders are usually tracked through plastic
cards with magnetic stripes.

Segmentation
To attract a wider variety of diners, segment your menu to appeal to different demographic
characteristics. Add a list of healthy menu items if you sell mostly comfort food to allow your
regular customers to bring health- or weight-conscious friends. Add a children’s menu so
customers with kids can visit you more often. If you offer a health-conscious menu, highlight
two or three “bad” menu items so your regulars can bring co-workers or friends who don’t care
to eat low-fat, low-sodium or low-cal.

Loss Leaders
Not every meal has to make you money to help you grow your business. Add upscale specials for
both regulars and new customers, even if you lose some money on the sale, to expand your menu
and position you as an eatery that appeals to a more all-encompassing crowd. You can limit the
number of these dishes you offer, letting your servers know when you run out. You still get the
benefit of having this type of food on your menu, which can encourage customers to continue
coming in the future. If you don't want to lose money on specialty dishes, offer them at very low
profit margins; they can stimulate more sales overall.

Bundling
Instead of only offering a la carte options, bundle appetizers, soups, salads, entrees and desserts
to create value meals. You don’t have to offer a five-course meal, but letting diners choose three
items for one price, or two items and a beverage, can encourage more spending. Virtually every
national fast-food sandwich chain offers a sandwich, fries or chips and a drink; bundling works.

To-Go Items
Diners don’t always have the time for a sit-down breakfast or lunch. Expand your product line
with new to-go items or items from your regular menu customers can take with them. During
your breakfast hours, offer both breakfast and lunch items workers can take back to the office
and eat later.

Catering
Develop a catering side business and market it to your loyal customer base. This takes research
and planning, because catering uses a different business model than running a sit-down
restaurant. If you aren’t open for breakfast or dinner, use your kitchen down time to run your
catering business.

Maintain Your Brand

Anytime you add a new product or product line, analyze how it will affect your brand. If you are
an Italian restaurant and decide to start a Mexican catering side business, you may send the
message to your customers that you are not a specialty restaurant; however, a pizzeria can add a
pasta catering business if it wants to expand without confusing its brand. If you are an upscale
restaurant, avoid selling cheap to-go items or offering a value menu.
Questionnaire:

1. Name: __________________

2. Gender:

o Male
o Female
3. Age:

o 18-25
o 25-30
o 35-45
o above 45 years
4. Category of Employee
o Permanent employee
o Probational employee
o Part-Time employee
5. Monthly Income

o Less than 15000

o 15000-20000
o 20000-30000
6.Overall, how satisfied are you working for The Restaurant?
o Satisfied
o Neutral
o Dissatisfied

7.How do you feel the working environment?

o Excellent
o Good
o Satisfactory
8.The Restaurant clearly conveys its mission to its employees.

o Agree Completely
o Disagree
o Neither agree nor disagree

9.There is good communication from managers to employees

o Agree
o Disagree
o Somewhat agree

10.I have the training I need to do my job

o Agree
o Disagree
o Completely agree

11.The morale in my department is high

o Completely agree
o Neutral
o Disagree

12.It is easy to get along with my colleagues

o Agree
o Disagree
o Somewhat agree
13.Are you satisfied with overall compensation package?

o Highly Satisfied
o Satisfied
o Needs improvement

14.How long you have been working in the Restaurant?

o Less than a year

o 3-4 years
o More than 4 years

15.When I have questions or concerns, my supervisor is able to address me

o Agree
o Disagree
o Completely disagree

16. Are You satisfied with the bonus and incentives givn

o Highly satisfied
o Satisfied
o Needs improvement

17. Are you satisfied with the appreciation or reward system provided by your management?
o Highly satisfied
o Satisfied
o Dissatisfied
18.Are your team members helpful?
o Agree
o Disagree
o Somewhat agree
19.Do you receive feedback from customer?
o Yes
o No
20.Does your manager/Team leader motivate you
o Agree
o Disagree
o Somewhat agree
 Review of Literature

Job satisfaction is the extent to which one is happy with their job hence an employee’s
willingness to perform at an optimum level (Hoffman-Miller 2013). Aziri 2011, states that there
is no agreed upon definition of what job satisfaction is or what it represents; but there is need to
consider the nature and importance of the work. The article presents some definitions from
different authors describing job satisfaction as “Positive and favorable attitudes towards the job
indicate job satisfaction (Armstrong, 2006)”; “…collection of feeling and beliefs that people
have about their current job (George et al., 2008)”, while Ravari 2011 look at t job satisfaction
as a multi-dimensional1 concept. Generally the comparison of all the authors above points
towards employees’ positive or negative attitudes towards their jobs.

“Job satisfaction focuses on three components of organizational behavior: that is cognitive,

affective, and behavioral and is widely used to determine overall satisfaction in human capital
management” (Hoffman-Miller, 2013). A number of factors influence job satisfaction and they
change over time; the fluctuation could be attributed to changes within the workplace as well as
economic, demographic and social trends (SHRM, 2012).

This literature review paper look at job satisfaction under three sub-themes: motivation, attitudes
and turnover in relation to cognitive, affective, and behavioral aspects.

Motivating employees and keeping them satisfied are some of the ways that managers and
organizations retain employees and provide excellent service. Effectively motivating employees.

Sub-theme 1: Employee Motivation

According to Thahier et al. (2014), motivating employees is very important because motivation
of every individual is his willingness to unreservedly work hard for high productivity; meaning
the employee is willing to use all the abilities that he has for the sake of his organization by
utilizing the available opportunities to accomplish his organization’s mission. They further
quote McClelland on need for achievement, need for power and need for affiliation as
motivators for achievement and satisfaction. On the contrary, according to Nohria et al 2008,
the things that influence choices and underlie everything we do are the drives to acquire both
tangible and intangible things; the need to bond with others; comprehend; and defend or protect
against external threats and promote justice.

DiPietro et al (2014) in their article state that employees are motivated by intrinsic and extrinsic
factors which are driven by the interest or enjoyment of the task (intrinsic) and things that come
from outside the individual, such as money or rewards (extrinsic). This is similar to

Cho & Perry (2012) who say that individuals are intrinsically motivated when they seek
enjoyment, but add on interest, satisfaction of curiosity, self-expression, or personal challenge in
the work while extrinsically motivated when they engage in activities to obtain a goal that is
separate from the work itself.

Motivation or employee rewards come in various forms such as improving working conditions,
providing opportunities for growth, and recognizing employee accomplishments or
remuneration, however, using intrinsic motivators like providing a sense of belonging for the
employee and recognition of a job well done goes a long way in making them excited about their
jobs. Similarly, job enrichment, empowerment and sharing power help some employees feel
motivated at work (Honore, 2009, DiPietro et al 2014).

There are influencing conditions in order to have intrinsic and extrinsic effects of motivation.
Cho & Perry (2012) present two situational variables-managerial trustworthiness and goal
preparedness as the influencing factors for intrinsic effects while an individual attribute to
extrinsic reward expectancy. They further suggest that “Managerial trustworthiness18 and goal
directedness19 increase the leverage of intrinsic motivation on employee satisfaction, whereas
extrinsic rewards expectancy decreases the leverage”.

With trustworthiness comes motivation for the employees as they will have high expectations of
learning from their supervisor. Having trustworthy supervisors helps employees direct their
efforts toward their task performance without worrying about interruptions from supervisors or
conflicts with them. (DiPietro et al 2014).

Extrinsic motivation comes about when an activity is done in order to attain some separable
outcome, one does not necessarily enjoy doing the task but because there is an outcome they
want to achieve, they will be motivated to do it. However, as extrinsic motivation rises, intrinsic
motivation decreases because the person starts to only look for external rewards instead of
working on something for personal satisfaction (Burton, 2012).

Sub-theme 2: Employee Attitude

According to Saari & Judge (2004) employees have attitudes or viewpoints about different
aspects of their jobs, their careers, and their organizations. They are composed of emotion,
thought and behaviors. This is similar to Wat Man et al (2011) suggest and they go ahead to
define emotion as an individual being positive, negative or neutral about something; they look at
thought as knowledge towards things while behavior is considered the action taken after
emotions and knowledge.

Edgar & Geare (2013) use job satisfaction and affective commitment to measure employee
satisfaction. They look at job satisfaction as the attitude of workers towards the organization,
their job, fellow workers and other psychological objects of the work environment.

Attitude has three components which are cognitive, affective and behavioral in nature but there
are also functions for attitude: there is the adjustment function which assists the employee to
reposition to their work environment, ego-defensive function, value-defensive function and
knowledge function. According to Saari & Judge (2004), there are causes of attitude change
which have not yet been understood by practitioners, these include; dispositional influences,
cultural influences and work situation influences. There is a suggestion that the four
crosscultural dimensional causes of attitude change are: “(1) individualism-collectivism; (2)
uncertainty avoidance versus risk taking; (3) power distance, or the extent to which power is
unequally distributed; and (4) masculinity/femininity, more recently called achievement
orientation”. Lastly, the nature of work and attitude is very important; employers think that
employees are more interested in the pay they get thus attitude change, however, job challenge,
autonomy, variety, and scope best predicts overall job satisfaction, as well as other important
outcomes like employee retention.

According to Edgar & Geare (2013), employee reactions are a behaviorally oriented response to
employee attitudes, this can be seen when the employee acts above and beyond the normal duty.
Satisfied employees who feel fairly treated by and are trusting of the organization are more
willing to engage in behaviors that go beyond the normal expectations of their job.
Sub-theme 3: Employee Turnover

According to Bridger et al. (2013) employee turnover starts with an intention while Hwang et
al. (2013) adds that perceived job stress has significant negative relationships with job
satisfaction and significant positive relationships with turnover intention. Turnover intention is
caused by occupational stress; according to Bridger et al. (2013) and Hwang (2013) “high level
of turnover intention could be attributed to occupational stresses”.

Occupational stresses highlighted by Bridger et al. (2013) are physical and psycho-social job
demands; role in the organization; relationships at work; career development and organizational
climate. Some of the organization stress symptoms witnessed are high absenteeism, high staff
turnover, poor morale, reduced safety, and reduced operational capability. Hwang et al 2014
suggests the need to enhance working conditions to improve job performance and convince
employees not to leave their job.

There are two types of employee turnover in organizations; voluntary and involuntary turnover.
Voluntary turnover is influenced by factors internal to the employee that influence acertain
behavior and decision-these are referred to as push factor whereas there are pull factors like job
opportunities in the market attracting the employee to go (Wocke and Heymann, 2012).

According to Self & Dewald (2011) the causes attracting employees turnover are higher pay,
better work schedules, enhanced benefits offered in other fields and relationships with
supervisors for leaving. On the other hand, involuntary turnover is deliberately done by
organizations to retain high performers and to weed out lower performers.

Age, gender and education play a major role in turnover. The age of employees plays an
important part in employee commitment, being rooted in the job, psychological contract and the
decision to leave (Wocke and Heymann, 2012).

Employee turnover is detrimental to organizations as it involves a high social cost and destroys
firm-specific capital. With employee turnover, the ability to achieve an optimal level of
productivity is a major hurdle faced by companies Chang et al. (2011). Discovering why
employees stay could enable management to use this information to instill this in other
employees (Self & Dewald 2011).
ANALYSIS AND INTERPRETATION

The process of evaluating data using analytical and logical reasoning to examine each
component of data provided this form of analysis is just one of the many steps that must be
completed when conducting s research experiment. Data from various sources is gathered,
reviewed and then analyzed to form some sort finding or conclusion. There are variety of
specific data analysis method.

Data interpretation refers to the implementation of processes through which data is reviewed for
the purpose of arriving at an informed conclusion. The interpretation of data assigns a meaning
to the information analyzed and determines its signification and implications.

The importance of data interpretation is evident and this is why it needs to be done properly.
Data is very likely to arrive from multiple sources and has a tendency to enter the analysis
process with haphazard ordering. Data analysis tends to be extremely subjective. That is to say,
the nature and goal of interpretation will vary from business to business, likely correlating to the
type of data being analyzed. While there are several different types of processes that are
implemented based on individual data nature, the two broadest and most common categories are
“quantitative analysis” and “qualitative analysis”.
Percentage Analysis

The percentage method is used for comparing certain features. The collected data represented in
the form of tables and graphs in order to give effective visualization of comparison mode.

1.TABLE SHOWING GENDER OF RESPONDENTS

S.NO GENDER FREQUENCY PERCENTAGE

1 Male 33 44%
2 Female 42 56%
Total 75 100%

INTERPRETATION

The above table indicates that out of 75 respondents 33(44%)of them were Male employees and
42(56%)of them were Female employees. Majority 56% of the respondents are Female.

CHART SHOWING GENDER OF THE

RESPONDENTS

44%
Male
56% Female
 2.TABLE SHOWING AGE OF THE RESPONDENT

S.NO AGE FREQUENCY PERCENTAGE

1 18-25 4 5.33%
2 25-35 69 92%
3 35-45 1 1.33%
4 Above 45 years 1 1.33%
Total 75 100%

INTERPRETATION

The above table indicates that out of 75 respondents 4(5%) of them belong to age group between
18-25, 69(92%) of them belong to group between 25-35, 1(1%) of them belong to age group
between 35-45, and 1(1%) of them belong to above 45 years. Majority 92% of the respondents
belongs to 25-35 age category.

CHART SHOWING AGE CATEGORY OF

RESPONDENTS
1%1%
6%

18-25
25-35
35-45
above 45 years

92%
 3.TABLE SHOWING MONTHLY INCOME OF THE RESPONDENT

S.NO INCOME FREQUENCY PERCENTAGE

1 15000-20000 37 49.33%
2 20000-30000 17 23%
3 Less than 15000 21 28%
Total 75 100%

INTERPRETATION

The above table indicates that out of 75 respondents 37 (49%) of them were earning RS.15000-
20000, 17 (23%) of them were earning RS.20000-30000, 21 (28%) of them were earning Less
than RS.15000 . Majority 49% of the respondents are earning RS.15000-20000.

CHART SHOWING MONTHLY INCOME OF THE

RESPONDENTS

28%

15000-20000
49%
20000-30000
less than 15000

23%
 4.TBLE SHOWING EMPLOYEE CATEGORY OF THE RESPONDENT

S.NO EMPLOYEE FREQUENCY PERCENTAGE

CATEGORY
1 Permanent employee 36 48%
2 Probational employee 5 7%
3 Part-time employee 34 45%
Total 75 100%

INTERPRETATION

The above table indicates that out of 75 respondents 36 (48%) of them were working as a
Permanent employee. 5 (7%) of them were working as a Probational employee. 34(45%) of
them were working as a Part-time employee. Majority 48% of the respondents are working under
Permanent employee.

CHART SHOWING EMPLOYEE CATEGORY

46% Permanent employee

47%
Probational employee
Part-time employee

7%
5.TABLE SHOWING THE RESPONDENT SATISFACTORY LEVEL WORKING FOR
THE RESTAURANT

S.NO Satisfactory level FREQUENCY PERCENTSGE

working for the
Restaurant
1 Satisfied 38 51%
2 Neutral 36 48%
3 Dissatisfied 1 1%
Total 75 100%

INTERPRETATION

The above table indicates that out of 75 respondent 38 (51%) of them were Satisfied, 36(48%) of
them were Neutral and 1 (1%) of them were Dissatisfied towards working for the Restaurant.
Majority 51% of the respondents were Satisfied to working under restaurant.

CHART SHOWING THE RESPONDENT

SATISFACTORY LEVEL OF WORKING
TOWARDS RESTAURANT
1%

Satisfied
48% Neutral
51%
Dissatisfied
 6.TABLE SHOWING THE RESPONDENT SATISFACTORY LEVEL OF
WORKING ENVIRONMENT

S.NO Satisfactory level for Frequency Percentage

working environment
1 Excellent 21 28%
2 Good 43 57%
3 Satisfactory 11 15%
Total 75 100%

INTERPRETATION

The above table indicates that out of 75 respondent 21(28%) of them feel Excellent, 43(57%) of
them feel Good and 11(15%) of them feel Satisfactory. Majority 57% of the respondent feel
Good working environment.

CHART SHOWING RESPONDENT SATISFACTORY

LEVEL OF WORKING ENVIRONMENT

15%

28%

Excellent
Good
Satisfactory

57%
7.TABLE SHOWING HOW THEY CONVEY ITS MISSION TO ITS EMPLOYEE

S.NO Conveys of mission to Frequency Percentage

its employee
1 Agree completely 47 63%
2 Disagree 9 12%
3 Neither agree nor 19 25%
disagree
Total 75 100%

INTERPRETATION

The above table show that out of 75 respondents 63(47%) of them were Agreed completely,
9(12%) of the were Disagreed, 19(25%) of them were Neither agreed nor disagreed. Majority
63% of respondents were Agreed under convey of mission to its employee.

CHART SHOWING THE RESPONDENTS CONVEY

OF MISSION TO ITS EMPLOYEE

25%

Agree completely
Disagree
Neither agree nor disagree
12%
63%
 8.TABLE SHOWING HOW GOOD COMMUNICATION FROM
MANAGER TO EMPLOYEES

S.NO Communication from Frequency Percentage

managers to Employees
1 Agree 50 67%
2 Disagree 7 9%
3 Somewhat agree 18 24%
Total 75 100%

INTERPRETATION

The above table indicates that out of 75 respondent 50(67%) of them were Agreed,7 (9%) of
them were Disagreed, 18(24%) of them were Somewhat agreed under good communication from
manager to employees. Majority 67% of the respondents were agreed.

CHART SHOWING THE RESPONDENTS OF

COMMUNICATION FROM MANAGER TO
EMPLOYEES

24%

Agree
Disagree
9% Somewhat agree
67%
 9.TABLE SHOWING THE RESPONDENTS TRAINING NEED TO DO
THEIR JOB

S.NO TRAINING FREQUENCY PERCENTAGE

1 Agree 57 76%
2 Disagree 13 17%
3 Completely Agree 5 7%
Total 75 100%

INTERPRETATION

The above table indicates that out of75 respondents 57 (76%) of them were Agreed, 13(17%) of
them were Disagreed and 5 (7%) of them were Completely agreed. Majority 76% of respondents
were Agreed under need training to do their job.

CHART SHOWING THE RESPONDENTS OF NEED

TRAINING TO DO JOB

7%

17%
Agree
Disagree
Completely agree

76%
 10.TABLE SHOWING THE RESPONDENTS OF MORALE IN THEIR
DEPARTMENT

S.NO MORALE IN FREQUENCY PERCENTAGE

DEPARTMENT
1 Completely agree 31 41%
2 Neutral 42 56%
3 Disagree 2 3%
Total 75 100%

INTERPRETATION

The above table indicates that out of 75 respondents 31 (41%) of them were Completely
agreed,42(56%) of them were Neutral towards morale in their department.2(3%) of them were
Disagreed. Majority 56% of the respondents were Neutral towards morale in their department.

CHART SHOWING THE RESPONDENTS OF

MORALE IN DEPARTMENT

3%

41% Completely agree

Neutral
Disagree
56%
 11.TABLE SHOWING THE RESPONDS OF COLLEAGUES

S.NO COLLAEGUES FREQUENCY PERCENTAGE

1 Agree 53 71%
2 Disagree 6 8%
3 Somewhat agree 16 21%
Total 75 100%

INTERPRETATION

The above table indicates that out of 75 respondents 53(71%) of them were Agreed,6(8%) of
them were Disagreed,16(21%) of them were Somewhat agreed. Majority 71% of the respondents
were Agreed under get along with their colleagues.

CHART SHOWING THE RESPONDENTS OF

COLLEGUES

21%

Agree
8% Disagree
Somewhat agree

71%
 12.TABLE SHOWING THE RESPONDENTS SATISFACTORY IN
OVERALL PACKAGE

S.NO SATISFACTION IN FREQUENCY PERCENTAGE

OVERALL
PACKAGE
1 Highly satisfied 20 27%
2 Satisfied 38 50%
3 Needs improvement 17 23%
Total 75 100%

INTERPRETATION

The above table indicates that the out of 75 respondents 20(27%) of them were Highly
satisfied,38(50%) of them were Satisfied,17(23%) of them were Needs improvement in their
overall package. Majority 50% of respondents were Satisfied with their overall package.

CHART SHOWING THE RESPONDENTS

SATISFACTORY OF OVERALL PACKAGE

23%
27%

Highly satisfied
Satisfied
Needs improvement

50%
 13.TABLE SHOWING NUMBER OF YEARS THE RESPONDENTS
WORKING IN THE RESTAURANT

S.NO NO OF YEARS FREQUENCY PERCENTAGE

WORKING
1 3-4 years 32 43%
2 More than 4 years 5 6%
3 Less than a year 38 51%
Total 75 100%

INTERPRETATION

The above table indicates that out of 75 respondents 32(43%) of them were working 3-4 years,
5(6%) of them were working more than 4 years,38(51%) of them were working less than a year.
Majority 51% of the respondents were working Less than a year.

CHART SHOWING NUMBER OF YEARS

RESPONDENTS WORKING IN THE
RESTAURANTY

43% 3-4 years

More than 4 years
51%
Less than 1 year

6%
 14.TABLE SHOWING THE SUPERVISOR RESPONSE TO EMPLOYEE

S.NO SUPERVISOR FREQUENCY PERCENTAGE

RESPONSE
1 Agree 60 80%
2 Disagree 13 16%
3 Completely disagree 3 4%
Total 75 100%

INTERPRETATION

The above table indicates that the out of 75 respondents 60(80%) of them were Agreed,13(16%)
of them were disagreed,3(4%) of them were completely disagreed. Majority80% of the
respondents were Agreed under the response of supervisor to employee.

CHART SHOWING THE RESPONSE OF

SUPERVISOR TO EMPLOYEE

4%

16%

Agree
Disagree
Completely disagree

80%
15.TABLE SHOWING THE SATISFACTORY LEVEL OF RESPONDENTS
FOR BONUS AND INCENTIVES

S.NO Satisfactory level for FREQUENCY PERCENTAGE

bonus and incentives
1 Highly satisfied 16 21%
2 Satisfied 43 58%
3 Needs improvement 16 21%
Total 75 100%

INTERPRETATION

The above table indicates that out of 75 respondents 16 (21%) of them were Highly
satisfied,43(58%) of them were satisfied,16(21%) of the respondents are under needs
improvement. Majority 58% of the respondents were Highly satisfied with their Bonus and
incentives.

CHART SHOWING THE RESPONDENTS

SATISFACTORY LEVEL OF BONUS AND
INCENTIVES

21% 21%

Highly satisfied
Satisfied
Needs improvement

58%
 16.TABLE SHOWING THE RESPONDENTS SATISFACTORY LEVEL
TOWARDS REWARD SYSTEM

S.NO SATISFACTORY FREQUENCY PERCENTAGE

LEVEL TOWARDS
REWARD SYSTEM
1 Highly satisfied 22 29%
2 Satisfied 47 63%
3 Dissatisfied 6 8%
Total 75 100%

INTERPRETATION

The above table indicates that out of 75 respondents 22(29%) of them were Highly
satisfied,47(63%) of them were Satisfied,6(8%) of them were Dissatisfied. Majority 63% of the
respondents were Satisfied with their reward system.

CHART SHOWING THE SATISFACTORY LEVEL

TOWARDS REWARD SYSTEM

8%

29%
Highly satisfied
Satisfied
Dissatisfied

63%
 17.TABLE SHOWING THE TEAM WORK OF EMPLOYEE

S.NO TEAM WORK FREQUENCY PERCENTAGE

1 Agree 47 63%
2 Disagree 13 17%
3 Somewhat agree 15 20%
Total 75 100%

INTERPRETATION

The above table indicates that out of 75 respondents 47(63%) of them were Agreed,13(17%) of
them were Disagreed and 15(20%) of them were Somewhat agreed. Majority63% of the
respondents were Agreed under team work of employee.

CHART SHOWING THE RESPONDENTS OF

TEAM WORK

20%

Agree
Disagree
17% Somewhat agree
63%
 18.TABLE SHOWING THE RESPONDENTS OF MOTIVATION FROM
TEAM MANAGER

S.NO MOTIVATION FREQUENCY PERCENTAGE

FROM LEADER
1 Agree 52 69%
2 Disagree 7 9%
3 Somewhat agree 16 21%
Total 75 100%

INTERPRETATION

The above table indicates that out of 75 respondents 52(69%) of them were Agreed,7(9%) of
them were Disagreed, and 16(21%) of them were Somewhat agreed. Majority 69% of the
respondents were Agreed under motivation from team manager.

CHART SHOWING THE RESPONDENTS OF

MOTIVATION FROM TEAM MANAGER

21%

Agree

9% Disagree
Somewhat agree
70%
 19.TABLE SHOWING THERESPONDENTS OF FEEDBACK FROM
CUSTOMER

S.NO FEEDBACK FROM FREQUENY PERCENTAGE

CUSTOMER
1 Yes 64 85%
2 No 11 15%
Total 75 100%

INTERPRETATION

The above table indicates that out of 75 respondents 64(85%) of them were Receive their
feedback and 11(15%) of the respondents would not receive feedback from customer. Majority
85% of the respondents were receive their feedback from customer.

CHART SHOWING THE RESPONDENTS OF

RECEIVING OF FEEDBACK FROM CUSTOMER

15%

Yes
No

85%
FINDINGS AND SUGGESTION

Facts and figures collected by an auditor to satisfy the objective of the audit(the
findings),inference drawn by the auditors from the findings(the conclusions),and course of action
suggested by the auditors (the suggestion).

FINDINGS:

 Majority 56% of the respondents are Female.

 Majority 92% of the respondents are under age group of 18-25.
 Majority 49% of the respondents are under the income group of RS.15000-20000.
 Majority 48% of the respondents are under the category of Permanent employee.
 Majority 51% of the respondents are satisfied for working to the restaurant.
 Majority 57% of the respondents are feel good of the working environment.
 Majority 63% of the respondents are agreed completely to the convey of its mission to
the employees.
 Majority 67% of the respondents are agreed to the communication from manager to
employee.
 Majority 76% of the respondents are agreed to the training.
 Majority 56% of the respondents are neutral for Morale in department.
 Majority 71% of the respondents are agreed to get along with colleagues.
 Majority 50% of the respondents are satisfied with their overall package.
 Majority 51% of the respondents are working in the restaurant for less than a year.
 Majority 80% of the respondents are agreed with response of supervisor to employees.
 Majority 57% of the respondents are satisfied with the bonus and incentives.
 Majority 63% of the respondents are satisfied with their reward system of management.
 Majority 63% of the respondents are agreed with the team work.
 Majority 69% of the respondents agreed with the motivation from manager.
 Majority 85% of the respondents are receive their feedback from customer.
SUGGESTIONS:

 Turn Your Existing Customers Into Promoters.

 Upselling.
 Increasing the Table Turnover Rate.
 Social Media Presence.
 Providing Offers and Happy Hours.
 Leveraging Online Ordering.
 Offering Smaller Plates.
 Hosting Events.
 Claiming Your Business On Google My Business.
 Pricing It Right.
 Distributing Pamphlets and Posters.
 Updated Website – Online Marketing.
 Ensuring a Stellar Guest Experience.
 Email Marketing.
 SMS Marketing.
 Creating Combo Meals.
 Analyzing Reports.
 Communicating With Your Employees.
CONCLUSION:
All the above researches prove that growth and prosperity of any organization depends
tremendously on its workforce for which employee satisfaction is a must. Factors that
were considered by above researchers as parameters of job satisfaction were promotions,
income, training and development, healthy working environment, cordial relationships
with coworkers. Employees would definitely stay at a workplace where they are paid
well, mentored, empowered, appreciated, promoted and trusted. For an industry,
promptly focused on providing quality service to its customers keeping pace with time
and consumer crowd at the same time and on the other hand it has customers with
concerns like taste ,hygiene and cleanliness along with speedy service, it becomes hard-
hitting to provide a pleasant working ambiance to employees. Fast food is a very fast
growing industry in the world as well as India therefore it is inevitable to study the
response of people working within this industry about the issue of job satisfaction.
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