The Relationship between Job Satisfaction and Performance. A Case Study of Supervisors at Sarova Hotels

Abstract

Decades of research have shown that the correlation between job satisfaction and job performance is modest in magnitude, yet people are thought to believe strongly that satisfied employees are more productive at work. Most of the work at hospitality sector is service oriented. The job of a supervisor entails serving as the link between operative employees and other managers and is therefore vital to organizational productivity. Hotels will have to look at how they can increase satisfaction to yield higher performance from their supervisors. The study assessed the level of job satisfaction by the supervisors working in Sarova groups of hotels. It investigated the job performance measure that is attributed to job satisfaction, determined the direction of the relationship between job satisfaction and job performance and finally the study determined the causal factor of this relationship. To achieve this, the study focused on two hotels in Sarova, namely, The Sarova Stanley and The Sarova Mara Game Camp. Herzberg's two factor theory formed the basis for this study. The study used both qualitative and quantitative approach and data was collected through questionnaires and personal interviews. The population consisted of forty six supervisors who filled in the questionnaires. Thirteen heads of department were also interviewed. Descriptive research design was used to determine the relationship and the correlation factor. The data was analysed with the use of SPSS and the data presented using tables and figures. Finally, the study came up with several findings and made recommendations that should help the hotel industry formulate and implement policies that will motivate employees to performance and at the same time increase their job satisfaction.