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AN ANALYSIS ON EMPLOYEE MOTIVATION AND SATISFACTION IN FAST FOOD INDUSTRY

MS. SAKSHI,

Research Scholar, Jayoti Vidyapeeth Women„s University, Jaipur DR. MINI AMIT ARRAWATIA,

Research Guide, Jayoti Vidyapeeth Women„s University, Jaipur

Abstract :Motivation builds the level of exhibitions of representatives and furthermore expands their dedication in the working environment. This suggests inspiring specialists is vital. The fast food laborers are special and have their individual needs, possibilities, qualities and objectives. Occupation fulfillment prompts work inspiration. In this way, when specialists are fulfilled, they have a tendency to be inspired to work. The investigation brings up the systems that could be utilized to enhance the level of inspiration of the fast food specialists and furthermore talks about the reasons for low representative inspiration inside the association.

This will likewise help the administration of the fast food businesses in enhancing the exhibitions of their representatives. A contextual investigation approach was utilized for the overview on the grounds that lone the fast food businesses were included. Data was acquired from both the operational specialists, organization, clerks and the supervisors.

Key Words :FAST FOOD INDUSTRY , EMPLOYEE MOTIVATION , INDIA 1. INTRODUCTION

The Indian food industry is roaring for wide growth, increasing its participation to world food trade every year. In India, the food sector has comes up as a rapidly growing and high-profit sector due to its strong potential for value addition, mainly within the food processing industry.

Accounting for about 32 per cent of the country‟s total food market, The Government of India has been active in the growth and development of the food processing industry. The government through the Ministry of Food Processing Industries (MoFPI) is working hard to encourage investments in the business. It has approved proposals for joint ventures (JV), foreign investment industrial licenses and 100 per cent export oriented units.

The Indian food and grocery market has sixth place in the entire world, with retail contributing 70 per cent of the sales. The processed food sector is of 32 per cent of the country‟s total food sector, food processing being one of the largest industries in India and is ranked fifth in terms of production, consumption, export and expected growth. It contributes around 8.80 and 8.39 per cent of Gross Value Added (GVA) in Manufacturing and Agriculture respectively, 13 per cent of India‟s exports and six per cent of total industrial investment. The online food ordering business in India is in its

beginning stage, but witnessing substantial growth. With online food delivery players like FoodPanda, Zomato, TinyOwl and Swiggy building scale through partnerships, the organised food business has a huge potential and a promising future. The online food delivery industry grew at 150 per cent year-on-year with an estimated Gross Merchandise Value (GMV) of US$

300 million in 2016.

a. MOTIVATION AND THE WORK ENVIRONMENT

Motivation of employees in the fast food industry is affected by the environment in which they work . Research conducted proved that workers‟ environments do affect their level of motivation, for instance, long hours of work, non recognition for work done and colleagues‟ aggressive management style. In order to motivate employees to perform their best, there is a need to provide a work environment that provides achievement, recognition, meaningful work, advancement and growth .Some of these variables that affected employees‟ level of motivation in the workplace are discussed subsequently.

b. NEED FOR THE STUDY

This research was done to enable the fast food industry management implement practices that will increase job satisfaction

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in order to enhance employee motivation. It is needful to help direct the fast food managers on how to achieve a high employee performance and higher levels of productivity. The study also guides the fast food managers on how to stimulate their workers and bring about change in their job performances.

2. FAST FOOD EMPLOYEES SHOULD BE EMPOWERED AND GIVEN SOME DEGREE OF AUTONOMY IN THE EXECUTION OF THEIR JOB.

It is clear that when representatives are enabled, they tend to work harder and quicker. They are observed to be faithful to their managers and they additionally make the most of their employments more. It is basic to enable representatives by influencing them to feel that the organization has a high respect for them, and that they are the explanation behind the association's prosperity. Fast food laborers ought to be enabled in various ways, specifically they ought to be offered chances to share their perspectives regarding making proposals. In addition, their recommendations ought not be underestimated, but rather ought to be utilized to tackle issues in the association.

The administration ought to have the capacity to speak with their specialists in an unmistakable and reasonable way.

Directors ought to have the capacity to know the capacities of their representatives and dole out them undertakings that will enable them to appreciate the flexibility of doing their work. Fast food workers' abilities ought to be produced through an instructing and input framework. A decent level of self-governance ought to undoubtedly be given to fast food specialists. As it were, they ought to be allowed to give their conclusions on how a specific occupation ought to be performed.

occupations. In opposition to mainstream thinking, laborers likewise appreciate taking obligations, particularly when they are approached to remain in for their chiefs, in instances of truancy. This has a quickening agent impact on spurring laborers to trust that one day they should move toward becoming directors/pioneers in the association, and subsequently their levels of inspiration will decidedly be influenced.

2.1 STRATEGIES THAT COULD IMPROVE THE MOTIVATION LEVEL OF THE FAST FOOD EMPLOYEES

Emanating from the interviews conducted with the staff members, it was revealed that the employees do not have enough time for their families and other personal responsibilities. Therefore, in an effort to improve the work life of the employees, the management needs to recognize this balance in order to help improve the employees work life. The following are factors that could contribute to the improvement of the employee‟s work life.

3. DESCRIPTIVE ANALYSIS

In this part, we discuss about the personal information (Demographic Variable) of the target respondents who participated in our research. Out of 400 sets of survey questionnaires distributed, we are able to collect back 380 sets of completed questionnaires. All the data collected are being analysed and interpreted in the following parts.

3.1 DEMOGRAPHIC ANALYSIS

The demographic analysis‟ data included in our study consists of gender, age group, marital status, education background, employment status and the past working experience. All the frequency and

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3.2 MOTIVATION

Table 1 Motivation

Stateme nt

(Item) Me an Med

ian

Std.

Devia tion

Mea n Rank

ing

Std.

Devia tion Ranki ng 1

Satisfied with my package 4.7

2 5 1.437 2 5

2

Satisfied with the recogniti on of my achieve ments. 4.4

6 5 1.47 4 4

3

Satisfied with provided opportu nities. 4.4

1 5 1.55 5 2

4

Satisfied with my physical working environ ment. 5.1

3 5 1.486 1 3

5 My salary is competit ive as compare

d to 4.6 5 1.56 3 1

similar jobs in other organiza tions.

Table 1 illustrates the percentage of responses toward motivation. In accordance with the mean ranking, the Item 4, namely

“I am satisfied with my physical working environment” and achieves the top ranking.

The second top rank mean belongs to Item 1 “I am satisfied with my package” which has the mean value of 4.72, followed by Item 5 “My salary is competitive as compared to similar jobs in other organisation” which achieved a mean value of 4.60. Subsequently, Item 2 “I am satisfied with the recognition for my achievements” achieved a mean score of 4.46. Lastly is the Item 3 “I am satisfied with the provided opportunities” which achieved mean value of 4.41 thus is considered as the lowest mean in the ranking.

Table 2 Top ranked mean: “I am satisfied with my physical working environment.”

Frequency Percent Valid % Cumulative

%

Strongly disagree 3 1.5% 1.5% 1.5%

Disagree 4 2.0% 2.0% 3.5%

Slightly disagree 4 2.0% 2.0% 5.5%

Neutral 10 5.0% 5.0% 10.5%

Slightly Agree 20 10.0% 10.0% 20.5%

Agree 74 37.0% 37.0% 57.5%

Strongly Agree 85 42.5% 42.5% 100.0%

Total 200 100.0%

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Figure: 1 Responses for “I am satisfied with my physical working environment”

The table above shown that the top ranking statement “I am satisfied with my physical working environment”, has a total of 74 (37%) respondents selected “Agree”, 20 (10%) of the respondents selected “Slightly Agree”, and there is 85 (42.5%) of

respondents selected “Strongly Agree”.

There are 10 (5%) respondents selected

“Neutral”, 4 (2%) respondents selected

“Slightly Disagree”, 4 (2%) selected

“Disagree” and the remaining 3 (1.5%) respondents selected “Strongly Disagree”.

Table 3 Second ranked mean: “I am satisfied with my package.”

%

Disagree 8 4.0% 4.0% 5.0%

Neutral 10 5.0% 5.0% 12.5%

Slightly Agree 25 12.5% 12.5% 25.0%

Series1 Strongly disagree

3 1%

Series1 Disagree

4 2%

Series1 Slightly disagree

4 2%

Series1 Neutral

10

5% Series1

Slightly Agree 20 10%

Series1 Agree

74 37%

Series1 Strongly Agree

85 43%

Satisfied with my physical working

environment

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Figure 2 Responses for “I am satisfied with my package”

The table above shown that the top ranking statement “I am satisfied with my package”, has a total of 75 (37.5%) respondents selected “Agree”, 25 (12.5%) of the respondents selected “Slightly Agree”, and there is 75 (37.5%) of respondents selected

“Strongly Agree”. There are 10 (5%) respondents selected “Neutral”, 5 (2.5%) respondents selected “Slightly Disagree”, 8 (4%) selected “Disagree” and the remaining 2 (1%) respondents selected “Strongly Disagree”.

Table 4. Third ranked mean: “My salary is competitive as compared to similar jobs in other organizations.”

%

Disagree 8 4.0% 4.0% 5.0%

Neutral 10 5.0% 5.0% 12.5%

Slightly Agree 25 12.5% 12.5% 25.0%

Agree 75 37.5% 37.5% 62.5%

Strongly Agree 75 37.5% 37.5% 100.0%

Total 200 100.0%

2 1%

Series1 Disagree

8 4%

5 2%

Series1 Neutral

10 5%

Series1 Slightly Agree

25 12%

Series1 Agree

75 38%

Satisfied with my package

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Figure 3 Responses for “My salary is competitive as compared to similar jobs in other organizations.”

The table above shown that the top ranking statement “I am satisfied with my package”, has a total of 75 (37.5%) respondents selected “Agree”, 25 (12.5%) of the respondents selected “Slightly Agree”, and there is 75 (37.5%) of respondents selected

“Strongly Agree”. There are 10 (5%) respondents selected “Neutral”, 5 (2.5%) respondents selected “Slightly Disagree”, 8 (4%) selected “Disagree” and the remaining 2 (1%) respondents selected “Strongly Disagree”.

Table 5 Fourth ranked mean: “I am satisfied with recognition of my achievements

.” Frequency Percent Valid % Cumulative

%

Disagree 4 2.0% 2.0% 3.5%

Neutral 10 5.0% 5.0% 10.5%

Slightly Agree 20 10.0% 10.0% 20.5%

Agree 74 37.0% 37.0% 57.5%

2 1%

Series1 Disagree

8 4%

5 2%

Series1 Neutral

10 5%

25 12%

Series1 Agree

75 38%

My salary is competitive as compared to

similar jobs in other organizations

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Figure 4. Responses for “I am satisfied with recognition of my achievements.”

The table above shown that the top ranking statement “I am satisfied with the recognition of my achievements”, has a total of 74 (37%) respondents selected

“Agree”, 20 (10%) of the respondents selected “Slightly Agree”, and there is 85

(42.5%) of respondents selected “Strongly Agree”. There are 10 (5%) respondents selected “Neutral”, 4 (2%) respondents selected “Slightly Disagree”, 4 (2%) selected

“Disagree” and the remaining 3 (1.5%) respondents selected “Strongly Disagree”.

Table 6 Fifth ranked mean: “I am satisfied with the provided opportunities.”

Frequency Percent Valid % Cumulative %

Strongly

disagree 6 3.0% 3.0% 3.0%

Disagree 7 3.5% 3.5% 6.5%

Slightly

disagree 5 2.5% 2.5% 9.0%

Neutral 7 3.5% 3.5% 12.5%

Slightly

Agree 65 32.5% 32.5% 45.0%

Agree 75 37.5% 37.5% 82.5%

Strongly

Agree 35 17.5% 17.5% 100.0%

Total 200 100.0%

3 1%

Series1 Disagree

4 2%

Series1 Neutral

10 5%

20 10%

Series1 Agree

74 37%

85 43%

Satisfied with the recognition of my

achievements

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Figure 5 Responses for “I am satisfied with the provided opportunities.”

The table above shown that the top ranking statement “Satisfied with the provided opportunities”, has a total of 75 (37.5%) respondents selected “Agree”, 65 (32.5%) of the respondents selected “Slightly Agree”, and there is 35 (17.5%) of respondents selected “Strongly Agree”. There are 7 (3.5%) respondents selected “Neutral”, 5 (2.5%) respondents selected “Slightly Disagree”, 7 (3.5%) selected “Disagree” and the remaining 6 (3%) respondents selected

“Strongly Disagree”.

Based on Table 4.12, the standard deviation (SD) results indicate that “I believed that my salary is competitive as

compared to similar job in other organisation” has the highest value with 1.564, followed by “I am satisfied with the provided opportunities” with SD value of 1.558. Subsequently, the third highest SD value was scored by the item “I am satisfied with my physical working environment”

with the SD value of 1.486. “I am satisfied with provided recognition for my achievement” with the SD value of 1.470 was in the fourth position, lastly “I am satisfied with my package” has the lowest SD value which is only 1.437.

4. CORRELATION ANALYSIS

4.1 Relationship between Motivation and Employees’ Job Involvement Table 7: Correlation Coefficient for Motivation

Motivation Job Involvement

Motivation Pearson

Correlation 1 .403^**

Sig. (2-tailed) 0

6 3%

Series1 Disagree

7 3%

5

2% Series1 Neutral

7 3%

65 33%

Series1 Agree

75 38%

35 18%

Satisfied with the provided

opportunities

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Hypothesis 1 & 2:

H0: Highly motivated employees are more efficient than less motivated employees H1: Highly motivated employees are not more efficient than less motivated employees

H0: There is no significant relationship between motivation and job involvement.

H1: There is a significant relationship between motivation and job involvement.

In the Table 4.25 shows that there is a positive correlation between motivation and employees‟ job involvement. It is because the value shown in the table for correlation coefficient is positive. The motivation variable has a 0.403 correlation with the employees‟ job involvement. Hence, when employees receive motivation from the

company, they will get more involved in their job.

Strength

The value of this correlation coefficient (0.403) is fall under coefficient range from +/- 0.21 to +/- 0.40. According to the values, the relationship between motivation and job involvement is therefore considered to be small but definite relation.

Significance

Since the p-value (0.000) is less than the alpha value (0.01), hence we reject H0 in Hypothesis 1. In conclusion, we can conclude that there is sufficient evidence that the relationship between motivation and job involvement is significant.

4.2 Relationship between Motivation and Employees’ Job Involvement

Table 8: Correlation Coefficient for Personal factors

Motivation Job Involvement

Personal Factors Pearson

Correlation 1 .641^**

Sig. (2-tailed) 0

N 200 200

Job Involvement Pearson

Correlation .641^** 1

Sig. (2-tailed) 0

N 200 200

Hypothesis 3:

H0: There is no significant relationship between personal factors and employees‟

job involvement.

H1: There is a significant relationship between personal factors and employees‟

job involvement.

In the Table 4.26 shows that there is a positive correlation between personal factor and employees‟ job involvement. It is because the value shown in the table for correlation coefficient is positive. The personal factor variable has a 0.641 correlation with the employees‟ job involvement. Hence, when employees‟

extroversion, openness, agreeableness, and conscientiousness are high while neuroticism is low, they will get more involved in their job.

The value of this correlation coefficient (0.641) is fall under coefficient range from +/- 0.41 to +/- 0.70. According to the calculated values, the relationship between

personal factor and job involvement is therefore considered to be moderate.

Significance

Since the p-value (0.000) is less than the alpha value (0.01), hence we reject H0 in Hypothesis 3. In conclusion, we can conclude that there is sufficient evidence that the relationship between personal factor and job involvement is significant.

5. SUMMARY AND CONCLUSION

This chapter presents the overall analysis of the study based on the statistical calculations and discusses the relationship between independent variables (motivation and training) and dependent variable (job involvement). A brief summary and explanations will be provided regarding the analysis results calculated in the previous chapter. Moreover, discussion of major findings of the research will also be included in this chapter. Next, we will provide limitations of the study that have

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been identified and recommendations to support for the future research. Lastly, this chapter will be concluded precisely for the entire research project.

5.1 SUMMARY OF THE RESEARCH

Overall thesis is divided into five chapters.

First chapter is the “Introduction”. It deals with the introduction of the topic, major investments in the related field, actions taken by Indian government for the up liftment of the industry and history of Indian fast food industry. It also deals with the introduction of selected units for research i.e McDonald‟s, Pizza Hut, Domino‟s Pizza, KFC and Burger King.

Further it throws light on meaning of job satisfaction, need of the research and objectives of the study.

REFERENCES:

 Ministry of Food Processing Industries (MoFPI), Agricultural and Processed Food Products Export Development Authority (APEDA), Media reports and Press Releases, Department of Industrial Policy and Promotion (DIPP), Press Information Bureau (PIB), Confederation of Indian Industries (CII), Union Budget 2016-17, Union Budget 2017- 18

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