Davis and Nestrom (
1985) opined that job satisfaction represents a combination of positive or negative feelings that workers have towards their work. Job satisfaction represents the extent to which expectations are and match the real awards. Job satisfaction is closely linked to that individual’s behaviour in the work place. Considering the gender differences in job satisfaction, Bhatt (
1987) studied the personality determinations of Job satisfaction of college teachers. It was found that female teachers were more satisfied than male teachers; also no significant difference was found in the mean scores of married and unmarried teachers. It was also found that job satisfaction had no significant relation with the age, area of the work, educational qualification and experience. Karl and Sutton (
1998) found that from the employees’ point of view, job satisfaction is a desirable outcome in itself. While from a managerial or organisational effectiveness point, job satisfaction is important due to its impact on absenteeism and low turnover. Thus, it becomes important for the managers to understand what employees’ value in order to redesign jobs, reward systems and human resource management policies that will result in optimum job satisfaction and productivity.
Kaliski (
2007) highlighted that job satisfaction is a worker’s sense of achievement and success on the job. It is generally perceived to be directly linked to productivity as well as to personal well-being. It further implies enthusiasm and happiness with one’s work. It is the key ingredient that leads to recognition, income, promotion, and the achievement of other goals that lead to a feeling of fulfilment. In the same measure George et al.,
2008 opined that job satisfaction is the collection of feeling and beliefs that people have about their current job. People’s levels of degrees of job satisfaction can range from extreme satisfaction to extreme dissatisfaction. In addition to having attitudes about their jobs as a whole, people also can have attitudes about various aspects of their jobs such as the kind of work they do, their co-workers, supervisors or subordinates and their pay. Considering the importance and influencing factors of job satisfaction, Fisher et al., (
1992), Xie et al., (
2000), Vidal et al., (
2007) and Lane et al., (
2010), opined that salary, working environment, autonomy, communication and organisational commitment are the influencing factors of job satisfaction. In an scholarly attempt, Khalid (
2010) examined job satisfaction among the employees of both public and private sector banks. The findings of the study indicated that the sectoral differences in terms of salary, promotions, job security, recognition and benefits play a significant role in influencing one’s perception of job satisfaction. Neog and Barua (
2014) studied on the factors influencing employees’ job satisfaction among the employees of automobile service workshops in Assam. The study found that salary occupies the most important factor for influencing employee’s job satisfaction compared with other major factors. The other factors includes work-family balance, supervisor support and career opportunities. Khalid and Adnan (
2009) in a scholarly article mentioned that staff satisfaction is the main internal marketing tool that could contribute to guest satisfaction and the sustainability of the hospitality business. Vijit (
2010) opined that emotional or affective commitment is significantly associated with job satisfaction. The paper commented on designing strategies which can help in developing an emotional commitment towards job which may help in retaining employees and enhancing loyalty to the organisation. Considering the importance of human resources in hotel industry, Rajeev (
2013) tried to evaluate the human resource practices in the same industry. The study found that the employees are satisfied with the working condition and dissatisfied with their carrier growth. Gupta and Garg (
2017) in a research investigation articulated that employees are dissatisfied with the behaviour of supervisor, pay/salary, promotional opportunities, internal policies and organisational management. Simbat and Almas (
2018) in a study highlighted that the quality and social conditions in the business environment of hotel industry are well developed, because the hotel business environment is in the same place as the working environments and customer service environments.