JOB SATISFACTION OF HOTEL ROOM ATTENDANTS by SWEE HUA GOH, B.S. A THESIS IN RESTAURANT, HOTEL, AND INSTITUTIONAL MANAGEMENT Submitted to the Graduate Faculty of Texas Tech University in Partial Fulfillment of the Requirements for the Degree of MASTER OF SCIENCE IN HOME ECONOMICS Approved Accepted December, 1989
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JOB SATISFACTION OF HOTEL ROOM ATTENDANTS
by
SWEE HUA GOH, B.S.
A THESIS
IN
RESTAURANT, HOTEL, AND INSTITUTIONAL MANAGEMENT
Submitted to the Graduate Faculty of Texas Tech University in
Partial Fulfillment of the Requirements for
the Degree of
MASTER OF SCIENCE
IN
HOME ECONOMICS
Approved
Accepted
December, 1989
hc "^0 6
f^O.^O TABLE OF CONTENTS
LIST OF TABLES iv
LIST OF FIGURES vii
CHAPTER
I. INTRODUCTION 1 Housekeeping Department 1 Justification Of The Problem 2 Statement of Problem 4 Hypotheses 4 Limitations of the Study 5 Definition of Terms 5 Organization of the Study 7
II. REVIEW OF RELATED LITERATURE 9 Abilities and Needs 9 Turnover 13 Incentives and Recognition 17 Coping with Hospitality Labor
Shortage 19 Summary 24
III. METHODS AND PROCEDURES 26 Questionnaire 2 6 Selection of Samples 28 Procedures 28 Data Analysis 28
Percentile score 29 Analysis of variance 29
IV. DATA ANALYSIS AND FINDING 31 Interpretation of Percentile
Scores 31 Intrinsic 31 Extrinsic 3 3 Working conditions and
co-workers 3 5 Demographic Breakdown of Sample
Characteristics 35 Analysis of Variance 68
V. SUMMARY AND CONCLUSION 76 Summary 76 Conclusion 78 Suggestion for Further Survey 79
11
REFERENCES 81
APPENDICES 84 A. PERMISSION TO USE QUESTIONNAIRE 84 B. QUESTIONNAIRES 90 C. LETTER TO HOTELS 93 D. ITEMS IN THE QUESTIONNAIRE 95
111
LIST OF TABLES
2.1 Employee Turnover Rate by Department in 17 Selected Hotels 15
2.2 Reported Causes of Employee Turnover in 17 Selected Hotels 16
4.1 Percentile Responses by Hotel Housekeepers to Items in the Intrinsic Motivation Scale 32
4.2 Percentile Responses by Hotel Housekeepers to Items in the Extrinsic Motivation Scale 34
4.3 Percentile Responses by Hotel Housekeepers to Items Concerning Working Conditions and Co-workers 3 6
4.4 Percentile of Responses in the Housekeeper's Job Satisfaction Demographic Survey 38
4.5 Housekeeper's Job Satisfaction Demographic Survey: Item 1 - Being able to keep busy all the time 38
4.6 Housekeeper's Job Satisfaction Demographic Survey: Item 2 - The chance to work alone on the job 40
4.7 Housekeeper's Job Satisfaction Demographic Survey: Item 3 - The chance to do different things from time to time 41
4.8 Housekeeper's Job Satisfaction Demographic Survey: Item 4 - The chance to be "somebody" in the community 42
4.9 Housekeeper's Job Satisfaction Demographic Survey: Item 5 - The way my boss handles his/her employees 44
4.10 Housekeeper's Job Satisfaction Demographic Survey: Item 9 - The chance to do things for other people 45
IV
4.11 Housekeeper's Job Satisfaction Demographic Survey: Item 6 - The competence of my supervisor in making decisions 47
4.12 Housekeeper's Job Satisfaction Demographic Survey: Item 7 - Being able to do things that don't go against my conscience 48
4.13 Housekeeper's Job Satisfaction Demographic Survey: Item 8 - The way my job provides steady employment 49
4.14 Housekeeper's Job Satisfaction Demographic Survey: Item 10 - The chance to tell other people what to do 51
4.15 Housekeeper's Job Satisfaction Demographic Survey: Item 11 - The chance to do something that makes use of my abilities 53
4.16 Housekeeper's Job Satisfaction Demographic Survey: Item 12 - The way my company policies are put into practice 54
4.17 Housekeeper's Job Satisfaction Demographic Survey: Item 15 - The freedom to use my own judgment 57
4.18 Housekeeper's Job Satisfaction Demographic Survey: Item 13 - My pay and the amount of work I do 58
4.19 Housekeeper's Job Satisfaction Demographic Survey: Item 14 - The chance for advancement on this job 60
4.20 Housekeeper's Job Satisfaction Demographic Survey: Item 16 - The chance to try my own methods of doing the job 61
4.21 Housekeeper's Job Satisfaction Demographic Survey: Item 17 - The working conditions 63
4.22 Housekeeper's Job Satisfaction Demographic Survey: Item 18 - The way my co-workers get along with each other 64
4.2 3 Housekeeper's Job Satisfaction Demographic Survey: Item 19 - The praise I get for doing a good job 66
4.24 Housekeeper's Job Satisfaction Demographic Survey: Item 20 - The feeling of accomplishment I get from the job 67
4.25 Analysis of Variance of Differences Between Gender and Job Satisfaction of Hotel Housekeepers 71
4.26 Analysis of Variance of Difference Between the Education Levels and Job Satisfaction of Hotel Housekeepers 72
4.27 Analysis of Variance of Difference Between the Age Groups of Respondents and Job Satisfaction of Hotel Housekeepers 75
4.28 Analysis of Variance of Difference Between the Average Room Rates and Job Satisfaction for Hotel Housekeepers 77
VI
LIST OF FIGURES
2.1 Inception of the Work Personality 10
2.2 Individualization of the Work Personality 11
Vll
CHAPTER I
INTRODUCTION
Housekeeping Department
Hotels and motels have regarded housekeeping as one
of the minor operations of a hotel, a necessary evil in
running a lodging property (Zbaeren, 1983). Without the
housekeeping department the hotel would have dirty,
unmade rooms to offer to the public which would cause
guests to disappear and profits to dwindle.
The lodging industry has become more aware of the
housekeeping department and has realized that
housekeepers are valued employees. Duties of
housekeepers include keeping rooms clean, making beds,
and vacuuming. This makes every guest who comes into a
room feel as if he were the most important person to stay
there. Housekeepers are responsible for upholding
quality room standards and the reputation of the hotel.
However, housekeepers are traditionally low on the
pay scale and the job often lacks prestige. Also, the
housekeeping department frequently experiences a high
turnover rate. Hotel management should plan to emphasize
the housekeeping area by training and retaining
housekeepers and by searching for ways to make the
housekeeper feel more respected. Employees need personal
dignity and a feeling of being important to the success
of the operation. A mark of a good manager would be to
hire good employees and keep them.
Justification of the Problem
The nature of the lodging industry is a labor-
intensive one. The availability of employees to work in
the housekeeping department depends on the number in the
labor force and people willing to perform these jobs.
The United States Bureau of Census examined employment,
by function, in the lodging industry. In 1982 the
housekeepers represented one-quarter of the total
employees hired in the hospitality industry (Hiemstra and
Kruel, 1986).
The hospitality industry recruits much of its labor
force within the 16 to 24 age group.
The U.S Bureau of Labor Statistics expects annual shrinkage in this age group: 2.4 percent for men and 2.2 percent for women through 1990; then 1.2 percent for both sexes between 1990 and 1995. (Leposky, 1987, p. 25)
The U.S. Department of Labor in New York predicted a
decline in young workers from 30 percent of the total
labor force in 1985 to 16 percent in the year 2000
(Leposky, 1987). This indicates a very acute shortage of
labor in the year 2000.
The supply of people available to perform
housekeeping jobs is decreasing as educational levels
rise and the number of entry-level personnel declines due
to changing demographics (Hiemstra and Kruel, 1986). An
increase in educational levels will decrease the number
of people available and willing to work in the unskilled
job market.
Between 1972 and 1982, the annual rate of increase
in number of hotel rooms averaged 1.6 percent annually.
This rate tripled to 4.5 percent annually between 1982 to
1985 (Hiemstra and Kruel, 1986). This increase in the
number of rooms has led to a demand for more
housekeepers.
The average room rates between the mid-1930's and the mid-1950's changed little, while occupancy rates fluctuated dramatically. Rates rose moderately through the early 1960's, but occupancies dropped as a result of sizable additions to supply. Unfavorable economic conditions during the late 1960's and early 1970's were reflected in lower occupancies but not in room rates. Increased demand during the mid to late 1970's boosted occupancies and was accompanied by a continued rise in room rates. (Greenberg, 1985, pp. 10-11)
The number of rooms sold depends upon economic and
demographic growth as well as price (Greenberg, 1985).
The number of employees needed per room, depended on the
level and type of service provided. High rate (over
$60.00 per night) demands a greater level of service.
Room rates and lodging demand has resulted in an increase
in the number of employees per room (Hiemstra and Kruel,
1986).
In the labor intensive hospitality industry, jobs
like making beds and cleaning bathrooms have been
impossible to automate. The rapid growth rate of the
hospitality industry demands more people to work in entry
level, semi-skilled positions while the labor supply
decreases. Attracting and keeping good housekeepers will
be essential for hotels.
Statement of Problem
Hotels are now faced with the problems of labor
shortage and turnover in housekeeping. A study of the
individual housekeeper's job satisfaction would aid
management in gaining an insight on why a housekeeper
remains on the job.
Hypotheses
1. There is no significant and measurable
relationship between a housekeeper's job
satisfaction and level of activity on the job.
2. There is no significant and measurable
relationship between a housekeeper's job
satisfaction and company policies and
practices.
3. There is no significant and measurable
relationship between a housekeeper's job
satisfaction and level of compensation.
4. There is no significant and measurable
relationship in a housekeeper's job
satisfaction and working conditions.
Limitations of the Study
This research was limited to the housekeepers of 18
hotels in the Dallas and Houston area. A second
limitation was that the participants might be unable or
unwilling to answer some of questions presented on the
research instrument due to misinterpretation of the
question or fear or reprisal by management.
Definition of Terms
In order to clearly understand the problem the
following terms are operationally defined.
Ability: Physical or mental power to perform.
Achievement: Accomplishment.
Company Policies and Practices: The rules and
regulations of the work place.
Efficiency: The smoothness of the operation and
ability to solve on-the-job problems accordingly.
Extrinsic: External, beyond the control of the
person when relating to their job situation.
Hospitality Industry: The entire establishment in
the practicing of entertainment of visitors with
kindness.
Housekeeper: Employee in the hospitality industry
responsible for keeping the rooms and hotel clean.
Houseman: Employee who works for Housekeeping;
responsible for heavy cleaning jobs, lifting, and
moving (Tucker and Schneider, 1982).
Incentive: Something inciting one to action or
effort.
Intrinsic: Inherent, part of the nature of a person
related to their job satisfaction.
Job Satisfaction: The individual's evaluation of
stimuli in the work environment with reference to
their effectiveness in reinforcing his behavior
(Dawis, England and Lofquist, 1964).
Labor Turnover: The percentage of total employees
hired in a month or the percentage of employees
leaving in a month.
M.S.O.: Minnesota Satisfaction Questionnaire used
to measure the ability requirements in work and the
reinforcers available in the work environment.
Productivity: Output of goods or services per hour
of labor (Kast and Rosenzweig, 1985).
Reinforcer: Specifications of the reinforcement
values of classes of stimulus conditions (Dawis,
England and Lofquist, 1964).
Skill: The techniques, the approaches and the
styles of translating knowledge into actions or
practice.
Training: The process of acquiring and developing
skills, knowledge and attitudes through
instructional activities.
Work Adjustment: The process by which the
individual (with his unique set of abilities and
needs) acts, reacts and comes to term with his work
environment (Dawis, England and Lofquist, 1964).
Organization of the Study
This study is organized as follows: Chapter I
includes the introduction, the justification of the
problem, the statement of the problem, hypotheses, the
limitation of the study and the definitions of
operational terms within the study.
Chapter II presents the review of related literature
and research pertinent to the problem under the study.
Chapter III describes the methods and procedures
used to obtain and analyze the data.
Chapter IV presents the data obtained, the
statistical analysis of the data and the findings.
8
Chapter V includes the summary, conclusions and
recommendations based on the findings of Chapter IV.
CHAPTER II
REVIEW OF RELATED LITERATURE
Abilities and Needs
It has long been recognized that people need more
than just food, air, water and a job to satisfy life's
needs. These needs change with time, technology and
environment as an individual grows and acquires new
abilities and new needs for life (Dawis, England and
Lofquist, 1964). Individuals discover that their
abilities and capabilities go hand in hand with their
needs.
Self-realization and feeling of personal accomplis-
ment can be considered positive personal satisfaction in
the workplace (Lundberg and Armatas, 1979). It is
important for an individual to have meaningful work and
stay on the job. Consequently, the environment must
match an individual's work personality.
The theory of work adjustment is a study of how well an individual's abilities correspond to the ability requirements of the job which will predict the satisfactoriness of his work and how well his needs correspond to the reinforcers available in the work environment which will predict his satisfaction with his work. (Figure 2.1 and Figure 2.2) (Dawis, England and Lofquist, 1964)
"A Theory of Human Motivation" by A.H. Maslow,
recognized the hierarchy of five basic needs of humans.
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They were
1. The physiological needs of hunger and thirst.
2. Safety needs of clothing, shelter and
protection from attack which contribute to
physical safety, thereby preserving and
reinforcing the satisfaction of physiological
drives.
3. Affection needs: Need for affection and love is
best described as the need to belong, not only
as a wanted member of the family unit, but also
as a member of other relatively small groups,
such as work groups.
4. Esteem needs, such as the need for self-
respect, for accomplishment and for
achievement.
5. Self-actualization needs are the capstone of
the hierarchy of needs, is the self-
fulfillment. Physiological, safety, affection
and esteem needs must reach a minimal
satisfaction before complete self-actualization
(Sisk, 1977).
Recognizing human abilities and needs can help
management understand their employees better, thus
increasing productivity and work quality.
13
Turnover
Labor turnover, as defined by the U.S. Department of
Labor, was either the percentage of total employees hired
in a month or the percentage of total employees leaving
in a month (Lundberg and Armatas, 1979). In the
hospitality industry, the employee turnover rate was
considered high when the average three-year turnover rate
was greater than 75 percent and also when a department
turnover rate exceeded the mean for all departments
within the hotels (Wasmuth and Davis, 1983). A high
turnover rate meant that more money and time would be
spent in interviewing, hiring and training new employees.
This would not only increase the labor cost but would
also interfere with the smooth and efficient operation of
an organization. It is estimated that each incident of
employee turnover cost $2,500 (Wasmuth and Davis, 1983).
Studies have demonstrated that high turnover was a
measure of organizational productivity and was the result
of employee alienation, as well as "symptomatic of a
variety of personnel problems" (Wasmuth and Davis, 1983).
Fleishman and Harris noted that turnover was found to be
particularly high in those departments where supervisors
were viewed as being inconsiderate of employees' needs
(Wasmuth and Davis, 1983). Bass and Ryterband, in their
studies covering a range of workers in different types of
organizations, found that turnover was higher when
14
overall job dissatisfaction was higher (Wasmuth and
Davis, 1983).
In regard to the satisfaction, Ross and Zander— in the study of relationship between need— satisfaction and turnover—have shown that there are two different types of reasons for leaving a job: 1. the job itself does not satisfy employee needs, and 2. the job prevents employees from receiving satisfaction from other sources (e.g., satisfaction from involvement with family and community). (Wasmuth and Davis, 1983, p. 15)
Turnover is a by-product of a series of complicated
interactions between an individual and the organization.
There are no easy solutions.
Wasmuth and Davis, of Cornell University, researched
the cost, causes, and management of turnover in five
different departments of 17 individual hotels in the U.S.
as shown in Table 2.1.
Housekeeping was one of the departments studied. It
was found that nine hotels, of the 17 studied, had
continuously high turnover in the Housekeeping
Department, in many cases exceeding 100 percent annually.
From their studies, working conditions led the list of
important factors related to turnover, followed by
quality of supervision and linkages with other
departments.
As illustrated in Table 2.2, managers also reported
that wages, selection and training, career opportunities
and upper level management support had some bearing on
turnover.
15
Table 2.1
Employee Turnover Rate by Department in 17 Selected Hotels
Departments: Number of Hotels
Dept: Ac. E. F&B F.O. Hskg
High turnover remained high 0 0 5 1 High turnover decreased 2 0 1 1 Low turnover increased 0 0 0 0 Low turnover remained low 4 6 0 4
5 1 0 0
Group two: Four hotels with moderate turnover High turnover remained high 0 0 1 3 2 High turnover decreased 1 0 3 0 2 Low turnover increased 0 0 0 0 0 Low turnover remained low 3 4 0 1 0
Group three: Seven hotels with low turnover High turnover remained high 1 1 1 3 2 High turnover decreased 0 1 3 3 1 Low turnover increased 1 2 0 0 0 Low turnover remained low 5 3 3 1 4
Summary of all 17 hotels High turnover remained high 1 1 High turnover decreased 3 1 Low turnover increased 1 2 Low turnover remained low 12 13
7 7 0 3
7 4 0 6
9 4 0 4
Dept Ac F&B Hskg
Departments: Accounting; Food and Beverages-Housekeeping;
E = Engineering; F.O. = Front Office;
Source: The Cornell Hotel and Restaurant Administration Quarterly, May, 1983, p. 17.
Table 2.2
Reported Causes of Employee Turnover in 17 Selected Hotels
16
Perceived major causes Percent of Managers Citing Dept: Ac. E. F&B. F.O. Hskg
Code Descriptive Title
A8 Bl B2 B3 B4 B5 B9 BIO C7
Quality of work force Pay and benefits 21% Working conditions 12 Quality of supervision 12 Better offers 24 Low Status 12 Lack of upward mobility 6 Low job security Transients -
—
12% 6 —
12 —
—
—
^
29% 41 47 76 18 24 18 6
29
18% 41 29 29 53 —
—
—
18
29% 41 47 59 6
47 29 6
47
Dept = Departments: Ac = Accounting; F&B = Food and Beverages; Hskg = Housekeeping;
E = Engineering; F.O. = Front Office;
Coding (A,B,C) used to categories the perceived reasons for employee turnover: A = Employer not satisfied with employee: Dismissal B = Employee not satisfied with employer: Quitting C = Independent reasons: Termination or resignation
Questions found in the three broad categories: A8 = Question 8 in A category: Poor quality of the work
force (can't find good help) Bl = Question 1 in B category: Insufficient pay or
fringe benefits B2 = Question 2 in B category: Dissatisfied with
working conditions:location, hours, etc. B3 = Question 3 in B category: Poor quality of
supervision B4 = Question 4 in B category: Better offer, move to a
better job B5 = Question 5 in B category: Personal adjustment to
work situation, grievances B9 = Question 9 in B category: Dead end, no chance for
promotion BIO = Question 10 in B category: Job insecurity C7 = Question 7 in C (resignation) category: Relocation
from area
Source: The Cornell Hotel and Restaurant Administration Quarterly, May, 1983. P.15.
17
Incentives and Recognition
Managers are aware of the importance of the
housekeeper and are putting more emphasis on hiring,
training, motivating and retaining good workers. Hotels
are giving the housekeeper respect by emphasizing the
job's importance and making room attendants realize their
status.
If you, as a manager, give the person dignity, show them you respect them and let them know how important they are to the operation, you can improve the quality of their work and retain workers. (Stoner, 1987, pp. 86-87)
Other successful housekeeping plans, through
training techniques and incentives, retain quality people
and may even transform a few not-so-dedicated workers
into good staff members (Bell, 1988).
The 51 housekeepers at the Crescent Hotel, Phoenix,
Arizona, were encouraged to share ideas for making the
guests' stay more enjoyable. "This was an open-minded
policy which was open to employees' suggestions and
ideas" (Stoner, 1987, p. 87). Employee participation and
ideas were an incentive in the job itself, management was
listening to them and using their ideas, which gave the
employees a sense of contribution to the job and made the
job more challenging.
Most hotels have monthly awards programs for their
best employees. At the Ritz Carlton Hotel in Boston,
18
five of the best employees are picked each month to be on
the Five Star Team.
In Nashville, 12 lodging properties gathered to pool
ideals and have some light fun while they competed in
their Third Annual World Series of Housekeeping
competition. First place team was awarded $100 and a
plaque designating them as the best housekeeping team in
Nashville. This was used as an added incentive to
motivate the staff (Fisher, 1988).
Awards and recognition programs used to reward
diligent employees are a tremendous motivator. "It
fosters a positive attitude about service, performance,
ability and going the extra mile," explained David R
Conrad (Leposky, 1987).
Promotion from within can be important in persuading
employeees to stay on the job. When they can see that
their supervisor was once in their position, it is
encouragement for them to stay with the hotel.
Cross-training personnel to function where they are
needed, whether in food and beverage, housekeeping or in
the kitchen, would be helpful for housekeepers. This
allows them to learn new skills and interact with other
departments.
Adequate wages, basic benefits, such as health
insurance and sick leave, and vacations that meet
employees' personal security needs can allow them to
19
concentrate on their jobs. These would help attract and
retain good employees.
Another way to retain workers would be providing
proper in-service education and training in safety,
handling of equipment, proper use of chemicals and how to
react in times of emergency. With proper training,
employees' skills would be improved and they would do
well on the job and could advance to a more responsible
position.
Incentives, such as company-wide efforts to promote
employees from within, the simple monthly celebration of
workers' birthdays, rewarding outstanding employees and
guest comment cards could be used by management to retain
workers because these factors tend to increase the
workers' self-esteem.
Coping with Hospitality Labor Shortage
The hospitality industry is faced with a labor
shortage crisis due to the low birth rates of the late
1960's and early 1970's. This will reduce the percentage
of 16- to 24-year-olds in the labor force to 16 percent
in 2000, as compared to 20 percent in 1986 (Slater,
1988) . Higher levels of education, rapid growth of the
hospitality industry and competition from other
industries will further reduce the dwindling supply of
labor resources. The hospitality labor shortage tends to
20
vary according to geography and market. Stiff recruiting
competition was found in the area of the Sunbelt or near
the concentration of high tech industries (Watkin et al.,
1985). To combat this problem, the best solution would
be to look into some other possible sources of labor
supply available in the market and ways to attract them.
Lodging operations are using different techniques to
attract new workers. Some are job advertisements in the
newspaper, followed by fliers and posters placed in
coffee mugs, napkins, placements imprinted with the
hotel's name and the hours that interviews are conducted
(Restaurants & Institutions, 1987).
One Marriott benefit is an employee referral plan.
Employees who recruit their friends for employment with
Marriott get a $50 bonus, or a dinner for two in the
hotel (Leposky, 1987). Other recruitment ideas are to
hire interns from local hospitality schools, feature
teenagers in recruitment advertisements, re-recruit ex-
employees and align the hotel with a local high school by
setting up a work-study program or scholarship program.
21
Housekeeping jobs required very little skill or
experience. Consequently, immigrants from the Middle
East, Haiti, South East Asia, Mexico and Cuba, who can
speak enough English to get by on the job, would be easy
to train to be future housekeepers.
According to the Bureau of Labor Statistics, between 1986 and 2000, nearly six of every ten new entrants into the labor force are expected to be Black, Asian, Cuban or other members of the minority group. Asians and Hispanics are entering the work force at the greatest rate, and Hispanics, especially, seem to be making inroads into the industry's hourly labor force. Their annual growth rate in the labor force, 4.1 percent, is greater than that of any other minority group and more than triple the overall U.S. rate of 1.2 percent. (Slater, 1988, p. 14)
Walt Disney World runs two programs which brings
foreign students to staff the national pavilion at EPCOT
Center's World Showcase (Leposky, 1987).
On November 6, 1986, Congress passed the immigration
Reform and Control Act of 1986. This law stated that
employers can only hire Americans or aliens authorized to
work. Employers could be fined $2,000 or more or risk
imprisonment for breaking the law (Woodward, 1989). The
high employment levels in the hospitality industry and
the immigration policy make it more difficult to fill
entry-level positions. This law did not bother the
personnel director, David R. Conrad of the Ritz-Carlton
Hotel of Boston, "We ask to assure that they're legally
22
in the country as part the employment process" (Leposky,
1987). All employers must now do the same.
It was found by the Department of Labor that females
would enter the labor force at double the rate for males
(Slater, 1988). The pool of female laborers was made up
of young mothers, divorcees or widows, who had spent
their adult lives as housewives and lacked skills or
experience in the working world. A program called
"Transitions" helped to acquaint and train displaced
women to come into the hospitality industry (Leposky,
1987). Employers must try to accommodate the working
mothers who would prefer companies that offered them
family benefits, child care and flexible working hours
and leaves.
The hospitality industry could look into the
unemployed as another source of labor supply. These
unemployed people are trained by private contractors
hired by the government. The Federal Government Funds
flow to the State Government, to the local Private
Industry Council, and then to hire training organizations
which can be private or governmental (Leposky, 1987).
These contractors would be responsible for training the
unemployed and would give them a specific knowledge of
entry-level positions in a hotel and would help to place
graduates in permanent positions at no cost to the hotels
or trainees.
23
According to a March 1986 survey, conducted for the
International Center for Disabled, it was found that two-
thirds of all disabled Americans between the ages of 16
and 64 were not working. Of those who were working, 10
percent worked part time and only one out of every four
worked full time. It was found that many disabled
persons could hold full-time jobs steadily without long
periods of absence (Slater, 1988). Friendly Ice Cream
Corporation hired 1,700 disabled persons, which was
nearly six percent of their 30,000 workers (Slater,
1988) . Employees found that the disabled persons were
dedicated, versatile, showed initiative and were
dependable.
Retirees or older men and women who want to work for
a company often bring experience, a willingness to work
and a high degree of reliability and qualities that are
often hard to find in entry-level candidates. The Labor
Department of Statistics found that men and women of 55
years of age or above made up about 12.5 percent of the
nation's total labor force of 117.8 million in 1986,
141.6 million in the year 2000 (Hayes, 1989). The
question here is how many of these retirees would be
willing, capable and want to work. Unfortunately, it was
found that 90 percent of the senior citizens were not
interested in working (Slater, 1988). The American
Association of Retired Persons published a series of
24
guides to reach, train and manage older workers.
Physical, social and emotional handicaps might hinder the
ability of an older worker to work for the hospitality
industry. Elderly employees were more prompt, efficient,
enthusiastic and service-oriented than many younger
workers.
Perhaps the best answer to the above problem would
be to find out what would attract and retain the best
employees. Management could provide a training program
for the unemployed, a work-study internship for college
8, 10, 12, 15, 19; and General satisfaction scale, items
1 to 20 (Weiss et al., 1964).
28
Selection of Samples
The hotels for this study were selected from the
hotels listed in the Hotel Redbook for Houston and
Dallas. Personal visits and phone calls were made and
letters were mailed to all the selected hotels,
explaining the nature of the study (Appendix C). The MSQ
was presented to the management by mail or personal
visit. The management studied the MSQ and then decided
if this questionnaire was appropriate for the employees.
Calls to over 50 hotels were made to get the management's
permission for the housekeepers to participate in this
study. From this group of 50 hotels, 18 agreed to
participate.
Procedures
The Spanish and English MSQ forms were distributed
to the housekeepers by their supervisor. A completely
sealed box with an opening for completed questionnaires
was provided in the break room. The box was collected
personally by the researcher. Of the 450 forms
distributed, 148 were collected for a return rate of 32.8
percent.
Data Analysis
Response choices of the MSQ forms were weighted in
the following manner:
29
Response Choice Scoring Weight
VDS 2. DS 2 N 3 S 4 VS 5
Percentile score. Frequency distribution shows the
frequency of different values of a single variable. A
ratio is a fraction used to show the magnitude of one
quantity relative to the magnitude of another (Stockton,
1962). A base of 100 or percentile score was used to
show the ratio and the formula used was:
Number of respondents X 100 = Percentage Score.
Total respondents
The frequency responses of each item were computed
under the sample characteristics of gender, education
level, age group and average hotel room rates. Frequency
responses were then used to tabulate the percentile score
of each item. Percentile scores of each item were
analyzed to consider the significance of each item's
demographic responses to job satisfaction.
Analysis of variance (ANOVA). Analysis of variance
design, one-way ANOVA was used to discover if there were
any statistically differences among the gender,
education, age and price groups to housekeepers' general
job satisfaction, extrinsic and intrinsic motivation
scales. It was used to determine if there was any
statistical difference among two or more means using a
30
probability of 0-05. If a significant difference was
found, the Scheffe multiple range test was used to
discover which two groups were significantly different at
the 0.05 level (Gay, 1981).
CHAPTER IV
DATA ANALYSIS AND FINDING
Interpretation of Percentile Scores
Percentage scores were used in this study to compare
the ratio to responses of each question. The advantage
of using the percentage ratio is that small numbers are
easier to compare than large numbers when analyzing the
data.
The percentile scores corresponding to the raw score
for each response choice for each question were
determined.
In interpreting percentile scores, scores of 75 or higher would be taken to represent a high degree of satisfaction; a percentile score of 25 or lower would indicate a low level of satisfaction; and scores in the middle range of percentiles indicate average satisfaction. (Weiss et al., 1964)
Intrinsic. Questions on the intrinsic scale relate
to internal factors impacting job satisfaction.
Responses to items on this scale are presented in Table
4.1. Data suggest that the evaluation of the overall job
situation by housekeepers was satisfactory. Housekeeping
was found to be a very satisfying job (item 1) that was
able to keep the housekeepers active at all times.
Housekeeping has busy hours of working alone that
satisfied the independence (item 2) of the employees
31
Table 4.1
Percentile Responses by Hotel Housekeepers to Items in the Intrinsic Motivation Scale
Text of items listed above are found in Appendix D
VDS=Very dissatisfied N =Undecided VS =Very satisfied
DS=Dissatisfied S =Satisfied
33
working in that department. This job provided a constant
income for the housekeepers thus permitting security
(item 8). There is nothing morally wrong with being a
housekeeper (item 7), it is a honest and satisfying job
that required very little creativity (item 16) or
responsibility (item 15).
Extrinsic. The extrinsic scale is related to the
external job situation which is beyond the control of the
housekeeper. Responses reported in Table 4.2 deal with
items related to human and technical supervision, company
policies and practices, compensation, advancement and
recognition.
Many of the housekeepers were not happy with the
company's policies and practices in the housekeeping
department (item 13). This might be due to the lack of
attention and training given them by the management.
There was little opportunity to advance in the
housekeeping department, as the skills necessary for
success in the job are not the ones necessary for
promotion (item 14). Item 5 indicated that the human
supervision aspect of the job is very important to the
housekeepers. Michelle Fisher (1987) noted that
housekeepers need proper training so room attendants can
build confidence in their abilities. Housekeeping is a
relatively low paid job with many housekeepers working
part time. About 50 percent (item 13) of the
Table 4.2
Percentile Responses by Hotel Housekeepers to Items in the Extrinsic Motivation Scale
Percentile
34
Items VDS DS N VS
Item Item Item Item Item Item
# 5 # 6 #12 #13 #14 #19
12.69 11.19 23.88 49.25 33.58 14.93
17.91 16.42 17.16 13.43 16.42 15.67
8.21 11.19 8.96 8.96 10.45 7.46
31.34 29.85 38.81 20.15 29.10 32.09
29.85 31.34 11.19 8.21
10.45 29.85
Text of items listed above are found in Appendix D
VDS=Very dissatisfied N =Undecided VS =Very satisfied
DS=Dissatisfied S =Satisfied
35
housekeepers were very dissatisfied with their company's
compensation.
Between 1958 and 1972, there was a significant decline in the average number of hours worked per week. This decline was due mainly to the increase in share of part-time labor. (Hiemstra and Kruel, 1986)
Working conditions and co-workers. Table 4.3
(items 17 and 18) illustrates that satisfaction with the
work environment is a very important consideration that
contributes to job satisfaction. The studies of Wasmuth
and Davis (1983) stated that working conditions led the
list of important factors related to turnover, followed
by quality of supervision and linkages to other
departments. Cooperation between the co-workers was an
important factor for creating a conducive working
environment that most housekeepers found important.
Demographic Breakdown of Sample Characteristics
This breakdown of sample characteristics helps to
identify how different groups responded to the
questionnaire. The categories include the following:
1. Gender: Male and female.
2. Education level: Grade, high school and college.
3. Age: Under 25, 25-45 and over 45 years old.
4. Average hotel room rates: Under $40.00, $40.01-
$80.00 and $80-01.
36
Table 4.3
Percentile Responses by Hotel Housekeepers to Items Concerning Working
Tucker, G- "Housekeeping Right Program, Right Image." Lodging. May 1986: 11-12.
Tucker, G. and Schneider, W. The Professional Housekeeper. 2nd ed. Van Nostrand Reinhold Company, 1982.
Wasmuth, W.J. and Davis, S.W. "Managing Employee Turnover." The Cornell H.R.A. Quarterly. Feb. 1983: 15-22. Pt. 1 of a series.
and . "Managing Employee Turnover: Why Employees Leave." The Cornell H.R.A. Quarterly. May 1983: 11-18. Pt. 2 of a series begun on Feb. 1983.
and . "Strategies for Managing Employee Turnover." The Cornell H.R.A. Quarterly. Aug. 1983; 65-75. Pt. 3 of a series begun on Feb. 1983.
Watkin, E., Ivany, L. and Sheehan, P. "Coping With the Hospitality Labor Shortage." Lodging Hospitality. Sept. 1985: 38+.
Weiss, D.J., Dawis, R., England, G. and Lofquist, L. Manual for the Minnesota Questionnaire. Minnesota: University of Minnesota, 1967.
83
Woodward, T. "The Price of Breaking the 1-9 LAW." Nation's Restaurant News. May 22, 1989: F67.
Zbaeren, C. "Keeping Guest Rooms Clean: Six Major Stumbling Blocks." Hotel and Motel Management. Dec. 14, 1983: 14+.
APPENDIX A
PERMISSION TO USE QUESTIONNAIRE
84
85
PERMISSION TO USE QUESTIONNAIRE
Hua S. Goh 3311 25th Street Lubbock, TX 79410
Work Adjustment Project Industrial Relations Center University of Minnesota Minneapolis, MN 55455
Dear Sir/Mdm:
I am a graduate student from Texas Tech University working on my Master's in Restaurant, Hotel, and Institutional Management. In order for me to complete my Master's, I am required to do research for my thesis.
I am writing this letter to ask for permission to use the Minnesota Satisfaction Questionnaire - Short-Form, found in the Manual for the Minnesota Satisfaction Questionnaire (vocational rehabilitation: xxii) by Weiss, Dawis, England and Lofquist, 1967.
My research is on Housekeeper's Job Satisfaction in hotels in Houston and Dallas. The questionnaire will be given to housekeepers to answer and be collected later. I would like to find out why a housekeeper stays on the job and what their reasons are for working for a company (hotel). As a result, I hope to find out how a manager can hire good employees and keep them.
I appreciate your help in this matter and hope to hear from you soon.
Thank you for your letter of March 9, 1989 requesting infornialitMi on the Minncs(Ma Satisfaction Questionnaire.
Enclosed please find an information and registration form. l"*leasc complete ihe form, and have your advisor complete the indicated section. Return ihe form wiih a check made out in the appropriate amount to cover both your purchases and postage and handling. If your use of the MSQ is approved, \c)ur ortler will be shipped the same day as the order is received.
i{j I Tiri_.'^^ <y' j Bill Mandschin ' Assistant Director
87
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If the above items do not apply, please attach a statement of your qualifications in assessment and test interpretation with y0u^ordcr^_^ Signature { 1/ ^^\7
Return this completed form withy our check or institutional purchase order.
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DESCRirriON OF STUDY
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X:>^ UcM J
Please attach additional information regarding study if necessary.
Graduate students and others without proper qualifications:
We require the signature of your advisor or other faculty member who is supervising and assisting you in the interpretation of the results from the MSQ. This person must have at least a master's degree in psychology. Please ask them to write a brief statement and sign below.
Sincerely,
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LYAJA/ l\uif^Ff^/\M please type or prmt name
8 9
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93
APPENDIX C
LETTER TO HOTELS
94
LETTER TO HOTELS
>^^/'"/ '^.-,
Texas Tech University C " t i ter for
Rcst.mr.i i i t , H o l d .md Insi i tut ion. i l \1 ,m, i j ;c fnrn i
Box 4 1 7 0 / l u b b o ( k . Icy,is i 'MO') l lbJ / iHOhi :'4J-U)fi8
August 4. 1988
To Whom It May Concern:
I am a graduate student at Texas Tech University, working on my Masters in Restaurant. Hotel and Institutional Management. For my thesis I will be doing research on room attendants' job satisfaction.
As we all know, keeping guestrooms clean is an important job for a hotel. However, housekeeping has been regarded as one of the minor operations of a hotel. It is also considered one of the dirtiest and lowest paying jobs with a high turnover rate. The U.S Bureau of labor statistics expects an annual labor shrinkage of 2.4% for men and 2.2% for women through 1990, implying that the labor intensive hospitality industry will be faced with worker shortage. A study of individual room attendants' job satisfaction will aid management in gaining an insight as to how to attract and retain good room attendants
My research will be using a short job satisfaction questionnaire for the room attendants to fill out. I need approval from the hotel to distribute the questionnaire to the room attandents to fill out during their break time or at home. I will provide a box in the break room for the completed questionnaires.
I appreciate your cooperation. Enclosed is a copy of the questionnaire.
Thank you.
Sincerely yours.
Hua S. Goh Teaching Assistant
APPENDIX D
ITEMS IN THE QUESTIONNAIRE
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ITEMS IN QUESTIONNAIRE
The 2 0 items in the questionnaire are:
1. Activity—Being able to keep busy all the time.
2. Independence—The chance to work alone on the job.
3. Variety—The chance to do different things from time to time.
4. Social status—The chance to be "somebody" in the community.
5. Supervision-human relations—The way my boss handles his/her employees.
6. Supervision-technical—The competence of my supervisor in making decisions.
7. Moral values—Being able to do things that don't go against my conscience.
8. Security—The way my job provides steady employment.
9. Social service—The chance to do things for other people.
10. Authority—The chance to tell other people what to do.
11. Ability utilization—The chance to do something that makes use of my abilities
12. Company policies and practices—The way company policies are put into practices.
13. Compensation—My pay and the amount of work I do.
14. Advancement—The chances for advancement on this job.
15. Responsibility—The freedom to use my own j udgment.
16. Creativity—The chance to try my own methods of doing the job.
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17. Working conditions—The working conditions.
18. Co-Workers—The way my co-workers get along with each other.
19. Recognition—The praise I get for doing a good job-
20. Achievement—the feeling of accomplishment I get from the job. (Weiss et al., 1964)
PERMISSION TO COPY
In presenting this thesis In partial fulfillment of the
requirements for a master's degree at Texas Tech University, I agree
that the Library and my major department shall make it freely avail
able for research purposes. Permission to copy this thesis for
scholarly purposes may be granted by the Director of the Library or
my major professor. It is understood that any copying or publication
of this thesis for financial gain shall not be allowed without my
further written permission and that any user may be liable for copy
right infringement.
Disagree (Permission not granted) Agree (Permission granted)