




































 

 

 

 

 

 

 

  

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 
WORKPLACE ENVIRONMENT INFLUENCE 

ON EMPLOYEE SATISFACTION IN STAR 

RATED HOTELS IN KISUMU CITY, KENYA 

Michael Murimi 

 

 

 



European Journal of Human Resource  

ISSN 2520-4696 (Online)        

Vol.4, Issue 1,pp 28-46, 2020  

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WORKPLACE ENVIRONMENT INFLUENCE ON EMPLOYEE 

SATISFACTION IN STAR RATED HOTELS IN KISUMU CITY, 

KENYA 

 

 

 
Michael Murimi 

Corresponding Author’s Email: njue2010@gmail.com 

 

 

 

ABSTRACT 

Purpose: This paper present findings of a study whose purpose was aimed at establishing the 

effect of workplace settings on satisfaction of employees in star rated hotels in Kisumu City, 

Kenya.  

Methodology: Cross-sectional survey reserach design was adopted. The sample size for study was 

184 employees sampled from a taget population of 396 employees through stratified random 

sampling . A pretest study was used to validate the structured questionnaires used to collect data 

and were distributed to the sampled size. Reliability was ensured by use of Cronbach’s Alpha test. 

Responses from respondents were coded and analyzed descriptively while inferential statistics 

were also used.  

Findings: The results of the study revealed that workplace settings significantly affect employee 

satisfaction (p= 0.005). Regression analysis results (R2 = 0.417), illuminated that attributes of a 

job explains for 41.7% changes to employee satisfaction in star rated hotels.  

Unique Contribution to theory, Practice and Policy: The study applauds significantly 

contributes to the literature on hotel approaches, practices and strategies that revolve about 

improving employees’ workplace circumstances so as to advance employee satisfaction in hotel 

sector. The study recommends that hotels should develop and improve workplace policies that are 

aimed at contributing to employee satisfaction as way of improving quality service and 

performance. 

Key words: Hotel physical settings, Job characteristics, hotel work settings, employee 

satisfaction, star rated hotels, Kisumu City. 

 

 

 

 

 

 

 

 

 

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1.0 INTRODUCTION 

Employees satisfaction with their job  is an erratic and versatile idea with many definitions and 

means different to different people. It refers to feelings of employees regarding their profession 

and diverse perspectives on the same, which means that satisfaction with job addresses those levels 

to which desires would what's more equal those reliable honors (Spector, 1997)   

Further, it is the employees’ contributions that prompt appreciation, compensation benefits, 

accomplishment of employee diverse  objectives and promotions that boost satisfaction feelings 

(Kaliski, 2007). 

Workplace settings incorporates numerous things including but not limited to, physical settings, 

job characteristics and aspects of organizations (Briner, 2000).  Workplace settings have become 

an vital part of doing  work in an organisation (Chandrasekar, 2011). Hence, workplace 

environment is the interlinkage between people employed to work, organisation and environment.  

Kenyan Hospitality Sector economic survey reveals that this sector contributes approximately 10 

% of GDP , and about 9.3% contribution to employment (Kenya National Bureau of statistics, 

2016). It is projected that it will slowly rise by 3% p.a towards the year 2026, the sector 

employment contributions stands at 9.5%  (KNBS, 2016). A report produced by Industrial 

Development Corporation (IDC) showed that the city of Kisumu is  emerging is likely to present 

predictions for the formation high profile, but reasonably priced hotels (IDC, 2012). Kisumu City 

lies in the Lake Region and host about 695 hotel rooms whose occupancy rate of 31% current beds 

are 958 with occupancy averaging 26% (KNBS, 2012). This will rise gradually. 

The problem at hand is in 2014, International Union of Food, Agricultural, Hotel, Restaurant, 

Catering, Tobacco  and Allied Workers’ Associations  (IUF) uncovered that workplace in hotel 

division in Kenya and some other developing countries was described by lopsided working hours, 

end of the week moves, split night and convoluted and pressure working circumstances (Tourism 

Concern, 2014). The report lights up those workers are encountered by work instability and limited 

open doors for advancement. The reports highlights reflect a situation that submits that there could 

be low degrees with work satisfaction among employees in those sectors. 

Despite such reports, hotels are grappling with ideas of improving work conditions in the industry 

and this has kept on picking up force in Kenya where numerous hotels are contributing on giving 

favorable workplace to their workers (Mokaya & Gitari, 2012), (United Nations Global Compact, 

2012) . Although hospitality facilities have grasped the idea of improving occupation conditions, 

there is restricted exact information demonstrating the impact of the workplace settings on work 

fulfillment among employees working star rated hotels in Kisumu City, Kenya.  

Therefore, this study was meant to investigate the extent of hotel employees’ satisfaction with their 

work, the influence of workplace surroundings towards employee satisfaction and the linkage 

between the workplace settings and satisfaction of employees in star rated hotels in Kisumu City, 

Kenya. 

 

 

 

 

 

 

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2.0. REVIEW OF THE LITERATURE 

2.1. Hotel physical settings and employee satisfaction 

Hotel physical settings is a factor of workplace that affects  the human sense, interpersonal 

relations and subsequently productivity (Smith, 2017). Physical settings include factors like, hotels 

design and period since establishment, hotel’s layout, set-up of various workstations, design of 

equipment and furniture, spacing,  ventilation, temperature, lighting, vibration, radiation, noise, air 

quality (Manisha & Sarode, 2014). Physical designs affects employees satisfaction (ASID, 1999) 

and influences productivity of employees (Ismail, 2010). 

Over 50% variability of productivity of employees is accounted for by workstation designs (Amjad 

& Hameed, 2009). Further, (Ismail, 2010) physical situations aspects like levels of  comfort, 

temperature have a huge effect on efficiency of employees in work. There is a significant linkage 

between the work, work circumsatnces and employee satisfaction (Roziyana, 2012). (Leblebici, 

2012) reaffirms that workplace quality significantly impacts on productivity of employees.  

There were few studies seeking to establish whether physical settings affects employees 

satisfaction in star rated hotels in Kisumu City, Kenya hence the need for this study.the proposed 

tested hypothesis was;  

Ho: hotel physical settings has statistically no significant effect on employees satisfaction in star 

rated hotels. 

 

2.2. Job characteristics and employee satisfaction  

A model on job characteristic commonly initialized as (JCM) stipulates that every activity has five 

significant employment estimations (Hackman, & Oldham, 1975), (Thomas, 2004). These 

estimations include; expertise assortment which implies the degree an occupation fuses an 

arrangement about unmistakable activities, besides how they incorporates the usage of a measure 

of various talents ensuring abilities. Task identity; is associated with the levels which the business 

indulges fulfillment of a whole, what's progressively conspicuous confirmation bit on work with 

an undeniable end. Task criticalness: how much those specific occupations were be basic and 

incorporates a genuine responsibility of the affiliation or specific social request all things 

considered. Self-governance: the levels at which work accommodates freedom, agent noteworthy 

opportunity, more consideration for arranging the round in what's all the more making sense of the 

techniques used inside doing it. Information: the degree on which doing the value of exertion 

practices stretches prompt and away from workers in respect to how incredible the specific 

occupation needs have been conveyed.  

An analysis on relationship for employees on versatile temporary frameworks, exhibited that 

workers particularly regard those odds associated with these frameworks, for instance, an extended 

independence by the way they play out their undertakings and extended correspondence with 

colleagues (Thomas,  2004). Continuously remembered for less gathering fill in additionally job 

turns and furthermore assisting human resource sharpens show up and should help commonly 

insignificant of the extended work satisfaction beginning with constantly involved to high 

execution working environment associations (Thomas,  2004). On higher inclusion of employees 

on high execution workplace and workers occupation fulfillment utilizing worker information 

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from a survey on Working Conditions from Europe offshoot states, disclosures revealed that 

specific impact might be directed by those guaranteeing employees in ready to change temporary 

frameworks, demonstrating that masters particularly worth those odds associated with these 

frameworks. Further, disappointment with working conditions extremely affects inspiration of 

workers (Poulston, 2009). Occupation conditions have an impact on employment fulfillment of 

workers (Shidhaye, Divekar, Goel & Shidhaye, 2011). 

 

Moreover, an investigation on connection between working settings and workers fulfillment with 

about 60 respondents, 30 respondents were working in customary work circumstances while the 

rest 30 respondents were working in inconvenient work settings. Data were assembled using 

surveys. The revelations demonstrated that experts who work in run of the mill working settings 

are progressively happy with their job contrasted with the other group (Bakotic & Babic, 2013). 

Another study was conducted where the wellbeing, burnout, and business related pressure on 

employment fulfillment in growing nations was investigated, where 1200 respondents and surveys 

were used to gather information. The outcomes uncovered that fatigue and work environment 

security hazards profoundly influence representatives' psychological well-being and occupation 

fulfillment of workers (Khamisa, Oldenburg, Peltzer & Dragan,2015). 

In conclusion, highlighted studies uncovered a solid connection between job qualities and 

employee fulfillment. The greater part of those investigations was done in different divisions other 

than hotels and in different nations. Few were done in hotel sector henceforth, the inclination to 

discover job characteristics and its impacts on work fulfillment among hotel employees. The tested 

hypothesis was; 

Ho: Job characteristics have statistically no significant effect on employee satisfaction in star 

rated hotels. 

 

2.3. Hotel work Settings and employees satisfaction 

Hotel work settings are the keystone factors in realizing psychological and proficient work security 

(Ahida & Sumaya, 2015) they are connected to day activities (Awases, 2006). These factors may 

be construed as a web of official and un official interface between cowokers; or the work 

relationship existing among employees (Yusuf & Metiboba, 2012). Previously, coworkers’ 

relationship tend to affect employees morale (Clement, 2000); (Stanley, 2003). 

Organizational factors like support, innovation and involvement significantly affected employees 

job satisfaction (DeStefano, Potter, Clark, & Gavin, 2005). Employees working conditions aaffects 

how motivated or dissatisfied workers can be  with those who supervise them (Poulston, 2009). 

Workplace aspects and propoer communication system entice, retain, and inspire employees to be 

more productive (Ajala, 2012). 

Human work settings in an organization provides awareness various ways of increasing employee 

satisfaction (Tio, 2014). Stressors, boredom, workload, overtime and fatigue increases 

dissatisfaction in the place of work (Ruchi & Surinder, 2014). Absence of pressure related to work 

contributes signifiacntly employee satisfaction (Imrana, Anita, Ramesh, & Manohr, 2015). 

(Ahida & Sumaya, 2015) stated that workload, accessibility to hotel recourses and support from 

supervisors significantly affects how employees deliver in their work. 

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While work situations and leadership have positive impacts on employee satisfaction, culture of 

organisation has insignificant impact on the same (Gichinga, 2016). With few such studies in star 

rated hotels, it is was essential to find out if hotel settings affected employee satisafction in star 

rated hotels in Kisumu City, Kenya. The tetsed hypothesis was;  

Ho: hotel work settings has statistically no significant effect on employees satisfaction in star rated 

hotels. 

2.4. Theoretical fundamentals to this study 

To comprehend that which makes a few workers in hotel sector happier with their occupations 

than their partners and what concealed procedures represent worker's affections for the equivalent, 

the investigation depended on information and theory of learning Range of Affect (Locke, 1976). 

The theory hypothesizes that worker fulfillment is directed by an irregularity between the 

requirements of workers to achieve in their work and that which has been given to them in aid of 

their job (Locke, 1976).  In addition, the theory communicates that the sum of a worker’s regards 

for a given component of work for example, the degree of freedom when working, directs how 

employees are with their employments or how frustrated they become when wants are or are not 

fully met (Locke, 1976). Moreover, when employees value a particular element of an occupation, 

as much satisfaction might be a more prominent sum fundamentally influenced both positively 

(when wants and need met). Besides, adversely (when wants and needs are not met), appeared 

different in relation to specific situation that does not regard that highlight.  

This theory informs the current study in the essence that if employee valued particular aspects their 

jobs, for instance, hotel physical settings, work environment, job characteristics spikes their 

satisfaction. When all aspects of their workplace have been enhanced then this may translate to 

more satisfaction among employees in hotels.  

 

2.2.The Study’s Conceptual framework 

Figure: 1.1. Displays the important variables of workplace settings and satisfaction of employees 

in star rated hotels in Kisumu City, Kenya. 

 

 

 

 

 

 

 

 

 

 

 

 

 

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Independent Variable      Dependent Variable 

 

 

  

 

  

 

 

 

 

 

 

 

 
 

 

 

 

  

 

 

 

 

 

 

 

 

 

 

 

 

 

Figure. 1.1. Conceptual Framework 

 

Source: Author (2020) 

 

 

 

 

 

 

 

 

  

Hotel physical Settings 

 Space and purpose 

 Ambient circumstances 

 Symbols, Signs and artifacts 

Job characteristics 

 Task Variety 

 Autonomy 

 Skill Variety  

 Task Identity 

 Task Significance 

Job satisfaction among 

hotel employees 

relative to: 

 Job itself 

 Remuneration 

 Co-workers 

 Supervision  

 Promotion 

 

 

 

Hotel work settings 

 Work Culture 

 Support from the management 

 Working relationships 

 Coaching and mentorship 

 Leadership in the hotel 

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3.0. METHODOLOGY 

Cross-sectional design was adopted to enhance gather the data on work qualities and workers' 

fulfillment among hotel employees in Kisumu City. A sample size of 199 respondents calculated 

using a sample size formula recommended by (Yamane, 1967) from a target population of 396 

employees working star rated hotels was used. Stratified random sampling was used to cluster the 

respondents collect highly representative samples from each stratum through simple random 

sampling. Structured questionnaires with close ended questions were used to obtain data for this 

investigation. Attributes of the activity were estimated utilizing the specialist's adjusted 

questionnaire on Work Design (WDQ) created by (Morgeson & Humphrey, 2006).  

For hotel work settings, a closed ended questionnaire established by (Miemie & Marianne, 2014) 

was adopted and researcher modified it. While hotel physical settings (Yunkyong, 2007) close 

ended questionnaire’s was adopted and modified by the researcher. The subsequent section 

contained twenty five items on job satisfaction variable, estimated utilizing abridged index on job 

description created by (Balzer, Bachiochi, Robie, Sinar & Parra, 2000) though altered by the 

author. 

 Hotel employees were requested to react to every inquiry as per Likert five-point scale, scoring 

from highest"strongly agree", "agree", "neutral", "disagree", to least "strongly disagree". Higher 

tallies represented respondent’s concurrence with questions. In addition, Cronbach's alpha test was 

done to ensure reliability. The examination discoveries are extricated by SPSS measurable 

programming at both enlightening and scientific levels. To present the results figures and tables 

were used while parametric factual tests using SPSS IBM 22 programming were utilized. 

4.0. FINDINGS        

The findings reveal the discoveries showed 43.5% aged somewhere in the range of 21 and 30 years 

and 35.9% aged somewhere in the range of 31 and 40 years in this way beneficial for hotel sector 

workforce. Also 32.6% and 33.7% of workers had certificate in technical courses and diploma 

respectively. Respondents operated in different sections of the hotel and (41.3%) earned between 

150-350 US dollars every month. 52.2% had worked for fewer six years and 52.7% of employees 

were on short term contracts.  

 

 

 

 

 

 

 

 

 

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4.1. Respondents responses on job characteristics  

Table 4.1.1. 

Respondent on job characteristics 

Respondents results on job characteristics Mean 

My job gives me impressive open door for autonomy and opportunity as I do it 4.09 

My  job entails doing various distinctive things 4.01 

The after effects of my job are probably going to essentially influence the survival of 

other people. 
3.96 

My chores include finishing a bit of tasks that has a obvious start and end. 3.80 

My tasks exercise gives instant and clear facts about the feasibility (for instance 

quality and amount) of my activity performance. 
3.97 

The activity expects me to use a varied range of abilities so as to finish the work.  4.07 

 Mean  4.04 

 

Outcomes uncovered that hotel workers are fully satisfied with job qualities with a normal mean 

of 4.03 out of 5 as summed up in table 4.1. Dominant part of the employees (85.9%) enrolled 

fulfillment with just (14.1%) were impartial. 

4.2. Respondents responses on satisfaction with hotel physical settings 

Table 4.2.1: 

Table on respondents’ satisfaction with hotel physical settings 

Respondents on hotel physical settings Mean 

General level of lighting in this facility is appropriate for work 4.28 

Temperature levels in this facility are is comfortable and regulated when need be 4.28 

Wall treatments  and interior décorations are appealing to workers 4.30 

Aroma around and within this facility makes me feel good while at work 4.21 

Floor treatments and its environment (wood, tile, carpeting) facilatate smoth working  
4.28 

Space’s layout in this facility necessitate employees to work easily.  4.14 

Equipment and tools provided make working interesting. 4.20 

I enjoy provided clean employee rest and change rooms. 4.16 

The aisles set between furnitures facilitate easier pass through easily because they are 

wide. 4.09 

My work station and space is always clean and pleasant. 4.14 

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Signs and symbols provided  provide adequate direction to workers and guests 3.97 

An employee can stroll within this facility and find what they are aimed at 4.24 

Mean 4.19 

 

A mean of 4.19 satisfaction out of total 5 was registered. 92.4% of emplyees were highly satisfied 

physical settings of hotels only 5.6% registered poor satisfaction with this aspect.   

4.3. Respondents responses on satisfaction with hotel work settings 

Table 4.3.1: 

Table on respondents’ satisfaction with hotel work settings 

Respondents on hotel work settings Mean 

Good work relations and employee positive behavior are supported by the management 

of this facility. 
3.75 

Management of this facility support employees and offers resources that necessitate 

them to work. 
3.61 

The work done by employees in this facility is reasonable 3.66 

The facility has  enough resources ranging from equipment, space and staff to meet 

demands of the work done 
3.59 

Employee training and staff development programmes provided the facility are 

satisfactory 
3.46 

There is close coaching and mentorship to all employees in this facility 3.38 

Leadership in this hotel emphasizes on humanity in their pursuit for results 3.84 

 Mean 3.6390 

Source: Author’s (2020) 

From the outcomes a mean 3.64 out of 5  was registered with 64.7% of employees are satisfied 

with hotel work settings only 24.4% registered neither satisafction nor disatisfaction  and 10.9% 

were least satisfied.  

4.4. Respondents responses on satisfaction of employees in hotels 

Table 4.4.1. 

Respondents’ responses on a number of aspects of employee satisfaction 

Respondents satisfaction with their work Mean 

My work makes me have best feelings of satisfaction and achievement   4.02 

My daily tasks are interesting and energizing  3.61 

I have a feeling that I truly accomplish something advantageous in my work 4.21 

I get a great deal of delight and happiness when delivering services in this facility 3.74 

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The work I do is by one way or another challenging 3.93 

Mean 3.90 

Respondents responses on satisfaction with remuneration Mean 

My pay is reasonable contrasted with other staff with a similar degree of obligation in 

other comparative hotels.  
2.80 

I have a feeling that my pay is a complete remuneration as anticipated from me in this 

facility 
3.84 

The benefits I land are sufficient for my current living expenditures 2.77 

I feel satisfactorily compensated for my endeavors as an employee in this facility 3.32 

My job accommodates consistent compensation 3.67 

 Mean  3.28 

Respondents responses on satisfaction with supervisor Mean 

My boss is satisfied with my daily work performance and empowers me to do better 3.92 

My boss isn't a trouble to my scheduled tasks  2.64 

My chief effectively tunes in to my suggestions 3.61 

By and large, my supervisor does a decent job. 3.85 

My overseer gives me ordinary noteworthy recommendations on what I can do to 

improve. 
3.92 

Mean  3.59 

Respondents responses on job satisfaction with coworkers Mean 

My colleagues are helpful 4.30 

The assurance with my associates is very high 3.91 

Dominant part of my colleagues or colleagues play out their duties intelligently 4.01 

My colleagues put exertion in their work 1.79 

My colleagues get well alongside each other 4.05 

Mean  3.612 

Respondents responses on employee satisfaction with promotions Mean 

There are chances for progression on this job 3.60 

Contemplating the following a year, there are less odds of advancement in my job 3.23 

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Advancement openings in this lodging goes to the individuals who merit them 2.76 

Advancement openings aren’t constrained and they are genuinely satisfactory in this 

facility 
3.54 

I am happy that this hotel has an advancement policy 3.39 

Mean  3.30 

 

Generally scores with high means showed workers' fulfillment with different parts in their 

occupations. Most facets had above 3.5 and a normal mean of 3.53 out of 5. Most workers (69%) 

are satisfied with their work while (25%) workers were nonpartisan with just 6% were least happy 

with their work. The discoveries uncover that workers are exceptionally satisfied with their work 

regardless of enrolling low levels of satisfaction with perspectives like advancement, 

compensation, and disregarding fluctuation with age, work area, sexual orientation and occupation 

levels. Most of employees are happy with the oversight, present state of occupation and colleagues.  

The findings uncovered that employees level of fulfillment with their occupation stand at 79.9%; 

supervision at 65.2%; colleagues at 67.9%, compensation at 41.3% enrolled fulfillment and 

advancement at 49.5%. These results affirm Locke's declarations that representatives in place of 

work are fulfilled by various aspects in their occupations. Also, there was an inconsequential 

contrasts in the degrees of employment fulfillment against compensation, advancement, age, sex, 

occupational level. On compensation, findings bolster the discoveries of (Yogesh & Ashutosh, 

2012) who uncovered workers disappointed with present pay results to un-fulfillment with their 

occupations.  

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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4.5. Results of Pearson Correlations 

Table 4.5.1. 

Coefficient of Pearson on employee satisfaction 

 

employee 

Satisfaction 

Hotel 

Physical 

settings 

Job 

Characteristics 

Hotel 

work 

settings 

Pearson 

Correlation 

Employee Satisfaction 1.000 .414 .250 .634 

Hotel Physical settings .414 1.000 .200 .531 

Job Characteristics .250 .200 1.000 .263 

Hotel work settings .634 .531 .263 1.000 

Sig.(2-tailed) employee Satisfaction . .000 .000 .000 

Hotel Physical settings .000 . .003 .000 

Job Characteristics .000 .003 . .000 

Hotel work settings .000 .000 .000 . 

N employee Satisfaction 184 184 184 184 

Hotel Physical settings 184 184 184 184 

Job Characteristics 184 184 184 184 

Hotel work settings 184 184 184 184 

Notes: Correlation are significant p<0.05 (2-tailed). 

Pearson correlation is accomplished to discover whether a connection exists between hotel 

physical setting, work attributes, hotel work settings and employee fulfillment. The outcome is 

exhibited in the above (Table 4.5.1). A positive connection subsists between hotel physical settings 

(r = 0.414), work characteristics (r = 0.250), and hotel work settings (r = 0.634) on employee 

satisfaction p < 0.05.this means that factors at hand significantly affects employee satisfaction.  

Further, the results of the pearson correlation were used to reject or accept the hypothesis. 

Therefore we reject null hypothesis which stated;  

H1: Hotel physical setting has statistically no significant effect on satisfaction of employee in 

star-rated hotels 

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H2: Job characteristics has statistically no significant effect on satisfaction of employees in star-

rated hotels 

H3:  hotel work setting has statistically no significant effect on satisfaction of employee star-rated 

hotels.  

Alternative hypothesis were therefore accepted that; hotel physical setting, job attributes and hotel 

work setting impacts employee fulfillment. This finding gives adequate proof to reason that 

predictor factors influences occupation satisfaction among workers in star rated hotels of Kisumu 

city, Kenya. There is need to better hotel workplace settings to boost employees satisfaction.  

On hotel physical setting the results concur (Amjad & Hameed, 2009) (Leblebici, 2012); 

(Roziyana, 2012) findings that physical settings influences not only employee satisfaction but 

contributes to productivity of employees and organisational performance. On job charactistics the 

results concur (Babic & Bakotic, 2013), (Chandrasekar, 2011), (Poulston, 2009), (Shidhaye, Goel, 

Divekar, & Shidhaye, 2011); (Thomas K. , 2004) that characteristics of job has a strong linkage 

with employee satisfaction.and finally on hotel work seeting the findings concur with (Ajala, 

2012), (DeStefano, Clark, Potter, & Gavin, 2005), (Thomas, 2004), (Tio, 2014) which revealed 

that work setting have a close linkage employee satisfaction. 

 

4.6. Results of Regression Analysis  

Table 4.6.1. 

Summarized results of the regression model 

M

o

d

el R R2 

Adjus

ted R2 

Std. 

Error of 

the 

Estimat

e 

 Change Statistics 

F –

Change 

R2 

Change Sig. F Change df1 df2 

1 
.646a .417 .407 .44743 42.923 .417 .000 3 180 

Notes a. Predictors: (Constant), hotel physical settings, Job Characteristic, hotel work 

settings b. Dependent Variable: Employee Satisfaction 

The results of Regression analysis generated a model where predictor factors were hotel physical 

settings, work attributes and hotel work settings as independent and employee satisfaction as 

dependent variables as shown above refer (Table 4.6.1). R squared (R2) implies that the estimations 

of connection coefficients between the independent variable and employee satisfaction as used in 

the model. R squared (R2) is the proportion of inconstancy in worker fulfillment with their work 

that is represented by independent factors. The model, R squared (R2= 0.417) reveals the following 

that independent factors represent 41.7% variety for employee fulfillment.  

The balanced R2 uncovers how well the model sums up and its worth ought to be in a perfect world 

a similar worth or a nearby value to R squared. For this situation, the estimation of adjusted R 

squared was 0.407, indicating that if data was acquired from whole populace instead of the sample 

as it the case for the investigation it represent near 40.7 percent least variance on employee 

satisfaction. While testing the significant of the change in R squared utilizing the F-proportion, 

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change measurements was utilized. This made R squared to be modified from zero to about 0.417 

with F ratio ascending to a 42.92 which was significant at 0.05. 

 

4.7. ANALYSIS OF VARIANCE 

Table 4.7.1 

ANOVAa 

Model 

 
Sum of 

Squares Df Mean Square F Sig. 

1 Regression 25.78 3 8.59 42.92 .000b 

   Residual 36.04 180 .200 
  

   Total 61.81 183 
   

Notes a. Predictors: (Constant), hotel physical settings, Job Characteristics, hotel work 

settings b. Dependent Variable: Employee Satisfaction. 

ANOVA test to show if the model anticipated the results using mean refer (Table 4.7.1). F-

proportion value shows improvement in forecast in that outcomes are fitting the model definitely, 

comparative with incorrectness that occurs in the model. F-proportion value was 42.92 (P <.05) 

which is liable to occur by possibilities. The capacity to anticipate satisfaction of employees was 

altogether upgraded by this model.  

4.8. Coefficients of Employee job satisfaction 

Table 4.8.1. 

Coefficients Employee job satisfaction 

Model 

 

Unstandardized 

Coefficients 
Standardized 

Coefficients 

        

 B Beta Beta T Sig.     

1. (Constant) 1.47 .32  4.66 .000 

Hotel physical setting .109 .07 .10 1.48 .140 

Job Characteristics .080 .06 .08 1.39 .165 

Hotel work setting .360 .04 .56 8.19 .000 

Notes: a.Dependent Variable: Job Satisfaction 

The above table demonstrated that the β values show the contribution of job characteristics on this 

model. The values β indicates that employee satisfaction is connected to predictors (hotel physical 

setting, job characteristics, and hotel work settings). The positive linkage exists between 

satisfaction of employees and predictors as revealed by positive β values.  

The model is therefore proposed as; 

JS= 1.47+ .109 HPS+ .080JC+ .360 HWS……………………………………model 1  

 Where, ES=Employee Satisfaction  

HPS= Hotel Physical settings 

JC=Job characteristics  

HWS= hotel work settings 

Further, t-test was conducted to recognize if characteristics of job had noteworthy influence to this 

model. The findings reveal that hotel physical setting (t= 1.483, P <.05), Job characteristics (t 

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=1.394, P <.05) and hotel work setting (t =8.185, P<.05). T=test results for predictor were all 

significant. In this way, hotel physical setting, job characteristics and hotel work setting have a 

huge contribution to work fulfillment of hotel employees.  The discoveries demonstrated that job 

attributes had critical commitment to this model. Regression analysis coefficients of predictors 

were utilized to discover solid influence to the dependent variable as exhibited previously.  

Hotel work setting standardized beta was 0.560 the highest of the three, meaning strong 

significance impact on employee satisfaction, then, hotel physical settings standard beta was 0.100 

with significant impact on employee satisfaction while job characteristics standard beta was 0.08. 

Further, findings reveal that hotel work setting had a positive (8.19) t-value, revealing a negative 

linkage between hotel work setting and employee satisfaction. From findings, the conclusion was 

that hotel work setting, hotel physical setting and job characteristics contributed 56.0%, 10.0%, 

8.0% changes respectively to employee satisfaction. This means that the factors account respective 

percentage changes on satisfaction of employees in star rated hotels in Kisumu city, Kenya. 

Holding all variables steady for the model, the measure of progress in employee fulfillment, given 

a difference of just one-unit in estimation of predictors is 1.467. The coefficient of unstandardized 

figure for hotel physical setting was 0.12, job characteristic was 0.80 and hotel work setting was 

0.36. One unit increase on each predictor factor would yield stated amount of increment on 

employee satisfaction. 

5.0. Findings and Conclusion 

The outcomes uncovered that workers are pleased with attributes of their employments with a 

normal average score of 4.04 out of 5. It was revealed that (85.9%) of employees were fulfilled. 

The correlation (Pearson correlation) uncovered positive association between hotel physical 

settings (r = 0.414), work characteristics (r = 0.250), and hotel work settings (r = 0.634);  p<0.05.) 

On satisfaction of employees. The discoveries underpin contentions that employee working in 

adaptable work frameworks esteem the openings that joins these frameworks, as expanded self-

sufficiency while performing duties (Thomas, 2004). Further, the discoveries agree with the 

discoveries of the studies by (Bakotic & Babic, 2013), (Poulston, 2009), (Shidhaye, et.al., 2011) 

which uncovered a solid connection between attributes of workplace and worker fulfillment.  

Definitively, the results of regression analysis summed up straightforward association between 

independent and dependent variable. The outcomes uncovered that the predicators hotel physical 

setting, job characteristic and hotel work settings represent 41.7% change for employee fulfillment. 

Nonetheless, different factors not considered in the investigation represented 58.3%. Capacity to 

foresee worker work fulfillment was essentially enhanced by this model because F-proportion was 

(42.92) significant at (P<.05).  

β values for independent variable was (0.80) and there was a positive connection among indicators 

and result. T-test findings indicated that hotel physical setting (t= 1.483, P <.05), characteristics 

of the job (t =1.394, P <.05) and hotel work setting (t =8.185, P<.05).  Study results uncovered 

that workplace attributes show a noteworthy commitment to work fulfillment. The ramifications 

of discoveries are that for hotel sector to improve job fulfillment of their employees, it is basic to 

consider job attributes. In any case, endeavors to improve work fulfillment ought to be centered 

on upgrading levels of nature of this variable. The results concur with (Shidhaye, Divekar, Goel 

& Shidhaye, 2011) whose feeling were that, states of the work environment impacts employment 

fulfillment and can be expanded by improving the norms identified with workplace. 

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6.0. Recommendations   

Most workers in these hotels are lowly satisfied pay compensation packages, the sector should 

embrace policies that can enhance equitable remuneration among employees in same cadre within 

the hotel sector and harmonize that across other sector. The sector should encourage harmonized 

promotion policies to be adopted by individual hotels within the sector this may help enhance 

satisfaction of employees which in return enhances productivity and performance of hotel sector. 

Management of hotels should improve workplace through employee training as a way of boosting 

their satisfaction. Finally, employees’ unions should focus on collective bargaining agreement with 

focus on improving workplace conditions and satisfaction of employees working in hotel sector in 

Kenya.  

The future research may focus on effect of other workplace variables on employee satisfaction in 

other entities like non-classified hotels, restaurants in hospitality sector. Other studies may also 

focus workplace settings influence on productivity, performance and welfare of employees.  

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