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Journal on Banking Financial Services & Insurance Research Vol. 6, Issue 8, August 2016 ISSN: (


Academic year: 2020

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A study of impact of demographic variables on employee engagement with respect to three star hotels of Maharashtra

*Dr. N. G. Mapawala (Supervisor) Sindhu Mahavidyalaya, Nagpur

**ShrutiDhabale, Research Scholar


Employee plays a very important role in each and every organization; the interest of employee will help to attain the organization’s objectives. Successful employee engagement strategy generates a community at a work place and not just a work force. When the employees are efficiently and positively engaged with their organization, they form an emotional association with the company.

This affects their attitude towards both their contemporaries and the company’s client and improves customer satisfaction and serviceslevels.

In this research work the researcher has studied the impact of Demographic Variables on Employee Engagement. The researcher adopted descriptive research and the data is collected from the employee of three star hotels of Maharashtra through convenience sampling method with the help of personally administrated questionnaire containing close ended questions and the sample size is 100.

Key Words:Employee Engagement, Hotels, Productivity and Employee satisfaction




Employee engagement is based on trust, integrity, two way commitment and communication between an organisation and its members. It is an approach that increases the chances of business success, contributing to organisational and individual performance, productivity and well-being. It can be measured. It varies from poor to great. It can be nurtured and dramatically increased; it can lost and thrown away. (Source:http://engageforsuccess.org/what-is-employee-engagement)

Employee engagement is about positive attitudes and behaviours leading to improved business outcomes, in a way that they trigger and reinforce one another.

Employee engagement is about our employees feeling pride and loyalty working for our organisation, being a great advocate of the organisation to our clients, users and customers, going the extra mile to finish a piece of work.(Source:http://engageforsuccess.org/what-is-employee- engagement)

Employee engagement is about drawing on our employees’ knowledge and ideas to improve our products and services, and be innovative about how we work.

Employee engagement is about drawing out a deeper commitment from our employees so fewer leave, sick absence reduces, accident rates decline, conflicts and grievances go down, productivity increases.

Employee engagement is about organisation actions that are consistent with the organisation’s values. It is about kept promises, or an explanation why they cannot be kept.

Measuring employee satisfaction and making changes to increase employee satisfaction will not necessarily lead to increased performance. In fact, the conditions that make many employees

"satisfied" with their jobs are likely to frustrate high performing employees. Top performers want to be challenged and to challenge the status quo. They embrace change, seek out ways to improve, and want all employees to be held accountable for delivering results. By contrast, low performing employees often cling to the status quo, resist change, and avoid accountability whenever possible.

(Source: www.custominsight.com) Research Design:

The study is designed as descriptive in nature since it attempts to obtain a complete and accurate description of situation. Primary data for this study was collected by preparing a well structured questionnaire consisting of closed ended questions. The questionnaire was distributed to the


employees of the three star hotels of selected states of Maharashtra (hotels were randomly selected from the site Yatra.com) and the responses were received from the employees. The method used for collecting the data is survey method.

Statistical Tools Used For Analysis

Correlation and ANOVA (One-way)

Null Hypothesis 01: There is no relationship between demographic variables and employee engagement.

Alternate Hypothesis 11: There is some relationship between demographic variables and employee engagement.

Sl No

Relationships Between Correlation Inference

1 Gender and Contribution towards Productivity

0.19 Positive relationship 2 Gender and Contribution towards


0.19 Positive relationship 3 Gender and Contribution towards

Cost Reduction

0.11 Positive relationship 4 Gender and Team Building 0.16 Positive relationship

5 Gender and Loyalty 0.16 Positive relationship

6 Gender and Satisfaction level of Salary

0.40 Positive relationship 7 Gender and Satisfaction level of

Working Hours

0.13 Positive relationship 8 Age and Contribution towards


0.16 Positive relationship 9 Age and Contribution towards


0.16 Positive relationship 10 Age and Contribution towards Cost


0.10 Positive relationship

11 Age and Team Building 0.11 Positive relationship

12 Age and Loyalty 0.04 Positive relationship

13 Age and Satisfaction level of Salary 0.28 Positive relationship

14 Age and Satisfaction level of Working Hours

0.18 Positive relationship

15 Experience and Contribution towards Productivity

0.89 Strong Positive relationship


16 Experience and Contribution towards Waste Reduction

0.89 StrongPositive relationship 17 Experience and Contribution towards

Cost Reduction

0.85 StrongPositive relationship

18 Experience and Team Building 0.35 Positive relationship 19 Experience and Loyalty 0.67 StrongPositive

relationship 20 Experience and satisfaction with


0.69 StrongPositive relationship 21 Experience and Working Hours 0.83 StrongPositive

relationship 22 Income and Contribution towards


0.33 Positive relationship

23 Income and Contribution towards Waste Reduction

0.33 Positive relationship

24 Income and Contribution towards Cost Reduction

0.45 Positive relationship 25 Income and Team Building 0.85 StrongPositive


26 Income and Loyalty 0.51 Positive relationship

27 Income and satisfaction with salary 0.11 Positive relationship

28 Income and Working Hours 0.31 Positive relationship


From the above calculation we can see that there is a positive relationship between demographic variables and employee engagement and in some case (marked in red) show a strong positive relationship as well.


Source of Variation SS df MS F P-value F crit

Between Groups 749.83 11 68.16636 32.98077


61 1.796696

Within Groups 2455.42 1188 2.066852

Total 3205.25 1199


Conclusion: if F > F crit, we reject the null hypothesis. This is the case, 32.98 > 1.79. Therefore, we reject the null hypothesis. The means of the all populations are not all equal.

From the above both results of statistical tests we can reject Null Null Hypothesis 01: There is no relationship between demographic variables and employee engagement and accept Alternate Hypothesis 11: There is some relationship between demographic variables and employee engagement.


Employee Engagement is found to be positive in the three star hotels of Maharashtra which is a good sign but it can be improved. As far as this research work is concerned the primary objective is found the Demographic variables influence Employee Engagement. The analysis has shown that, Experience and Income are the main demographic factors influencing Employee Engagement substantially. So it is suggested to the promoters that these two factors are to be given more importance like other Employee Engagement practices.


 Business Research Methodology, by JK Sachdeva, Himalaya Publishing Pvt.Ltd.

 Business Research Methods, by Satyaprasad, Sachdeva, Himalaya Publishing Pvt.Ltd.

 Research Methodology for Researchers in Commerce and Management, by Jayalaxmi, Himalaya Publishing Pvt.Ltd.

 Kothari (2008), Business research methods, Vikas publication

 Zikmund (2005), Research methods ,PHI

 R Nandagopal, K Arjun Rajan, N Vivek, Research Methods in Business, 1st Ed, Excel Books, 2007

 Naval Bajpai, Business Research Methods, st Ed., Pearson publications, 2011

 www.custominsight.com

 http://engageforsuccess.org/what-is-employee-engagement


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