CHAPTER IV

TABLE 4.1
S.No Age Group Number of Responses Percentage
1 18 to 25 55 46.6%
2 25 to 40 33 28%
3 40 to 50 22 18.6%
4 Above 50 8 6.8%
Total 118 100%

SOURCE QUESTIONNAIRE
INTERPRETATION
The data shows that online engagement is highest among the 18-25 age group, gradually
decreasing with age, with the lowest participation from individuals above 50.
INFERANCE
Younger individuals are the most engaged online, while engagement declines with age,
indicating the need for targeted strategies to involve older demographics.
CHART NO 4.1
 TABLE 4.2

S.No Gender Number of Responses Percentage

1 Male 83 70.3%
2 Female 35 29.7%
3 Other 0 0%
Total 118 100%
INTERPRETATION
 The majority of respondents (70.3%) are male, indicating a higher participation
rate from men.
 Female respondents (29.7%) represent a significantly smaller portion of the total
responses.
INFERANCE
 The survey results show a strong male dominance in participation, which may
indicate higher interest or accessibility among men.

CHART NO 4.2

TABLE 4.3
 Number of Percenta
Job Role
Responses ge
Management 56 47.5%
Front Desk 30 25.4%
Housekeeping 20 16.9%
Food &
12 10.2%
Beverage
Total 118 100%
INTERPRETATION
The data highlights a strong emphasis on management and customer-facing roles in the
hospitality industry, with management being the most prevalent (47.5%), followed by
front desk (25.4%) and housekeeping (16.9%), while Food & Beverage roles are less
represented (10.2%).
 TABLE 4.4
Years of Number of Percenta
Experience Responses ge
0-2 years 57 48.3%
3-5 years 31 26.3%
6-10 years 16 13.6%
10+ years 13 11%
Total 118 100%

INTERPRETATION
0-2 Years: The majority of respondents (57) have 0-2 years of experience, representing
48.3% of the total responses.
INFERENCE
The data suggests a relatively young workforce in the hospitality industry, with nearly
half of the respondents having less than 2 years of experience, which may indicate high
turnover or a growing industry attracting new talent, while a smaller proportion has long-
term experience.

TABLE 4.5
 Establishment Number of Percenta
Type Responses ge
Hotel 45 39.1%
Restaurant 39 33.9%
Resort 19 16.5%
Cruise Line 12 10.4%
Total 115 100%

INTERPRETATION
The majority of respondents (45) work in hotels, representing 39.1% of the total
responses. This indicates that hotels are the most common type of hospitality
establishment among the surveyed population.
INFERANCE
The data indicates that hotels and restaurants are the predominant types of hospitality
establishments where respondents are employed, with a smaller but significant presence
in resorts and cruise lines. This distribution reflects the varied nature of the hospitality
industry and the different opportunities available within it.

TABLE 4.6
 Number of Percenta
Shift Type
Responses ge
Morning
47 39.8%
Shift
Evening
35 29.7%
Shift
Night Shift 22 18.6%
Total 118 100%

INTERPRETATION
The majority of respondents (47) work the Morning Shift, representing 39.8% of the total
responses. This indicates that the Morning Shift is the most common shift among the
surveyed population.
INFERANCE
The data suggests that the Morning Shift is the predominant shift worked by respondents,
followed by the Evening Shift and then the Night Shift. This distribution reflects typical
staffing patterns in the hospitality industry, where morning and evening shifts are often
more populated due to higher guest activity during these times. If the actual shift names
differ from these assumptions, please provide the correct names for further accuracy.
 TABLE 4.7

Respon Number of Percenta

se Responses ge
Yes 37 31.6%
No 34 29.1%
Not Sure 46 39.3%
Total 117 100%

TABLE 4.8
Number of Percenta
Quality Control Method
Responses ge
Training Programs 37 31.4%
Performance Audits 29 24.6%
Customer Feedback Systems 9 7.6%
Standardized Operating Procedures
10 8.5%
(SOPs)
Incentive Programs 33 28%
Total 118 100%
 TABLE 4.9
Number of Percenta
Quality Control Method
Responses ge
Training Programs 38 32.2%
Performance Audits 26 22%
Customer Feedback Systems 9 7.6%
Standardized Operating Procedures
11 9.3%
(SOPs)
Incentive Programs 33 28%
Total 118 100%
 TABLE 4.10

Training Number of Percenta

Frequency Responses ge
Weekly 35 29.7%
Monthly 22 18.6%
Quarterly 14 11.9%
Annually 39 33.1%
Never 8 6.8%
Total 118 100%
 TABLE 4.11

Number of Percenta
Response
Responses ge
Yes, regularly 77 67%
Yes, but not
22 19.1%
consistently
No 16 13.9%

INTERPRETATION
Out of 115 respondents, 77 (67%) reported that performance audits are conducted
regularly in their workplace. This indicates that a significant majority of organizations
prioritize regular performance evaluations to ensure efficiency and effectiveness.
INFERANCE
The data suggests that while the majority of workplaces are proactive in conducting
regular performance audits, there is still a notable percentage where audits are either
inconsistent or non-existent. This highlights an area for improvement in ensuring
consistent and regular performance evaluations across all organizations to maintain high
standards of performance and accountability.
 TABLE 4.12

Number of Percenta
Response
Responses ge
Strongly Agree 37 31.6%
Agree 29 24.8%
Neutral 13 11.1%
Disagree 28 23.9%
Strongly
10 8.6%
Disagree
Total 117 100%

INTERPRETATION
A combined 56.4% of respondents (37 strongly agree and 29 agree) feel that training
programs have improved their job performance. This indicates that a majority of
employees find value in the training provided, suggesting that these programs are
effective in enhancing job performance.
INFERANCE
While a majority of employees believe that training programs have positively impacted
their job performance, there is a significant portion who do not share this sentiment.
 TABLE 4.13

Number of Percenta
Response
Responses ge
Strongly Agree 44 38.3%
Agree 26 22.6%
Neutral 9 7.8%
Disagree 11 9.6%
Strongly
24 20.9%
Disagree
Total 115 100%

INTERPRETATION
A combined 60.9% of respondents (44 strongly agree and 26 agree) believe that quality
control methods reduce errors in their daily tasks. This indicates that a majority of
employees find quality control methods effective in minimizing errors and improving
task accuracy.
INFERANCE
While a majority of employees believe that quality control methods are effective in
reducing errors, a significant portion do not share this sentiment.
 TABLE 4.14
Respon Number of Percenta
se Responses ge
Very
51 43.6%
High
High 24 20.5%
Moderat
19 16.2%
e
Low 15 12.8%
Very
8 6.8%
Low
Total 117 100%

INTERPRETATION
A combined 64.1% of respondents (51 very high and 24 high) report that quality control
measures significantly boost their motivation to work. This suggests that for a majority of
employees, quality control measures are effective in enhancing their engagement and
enthusiasm for their tasks.
INFERANCE
While a majority of employees feel highly motivated due to quality control measures,
there is a significant portion who do not experience the same level of motivation
 TABLE 4.15

Number of Percenta
Response
Responses ge
Yes, a lot 47 39.8%
Yes, somewhat 17 14.4%
No noticeable
13 11%
change
No impact at all 38 32.2%
Total 118 100%

INTERPRETATION
A combined 54.2% of respondents (47 yes, a lot and 17 yes, somewhat) believe that
customer feedback has helped improve their service quality. This indicates that a majority
of employees find customer feedback valuable in enhancing the quality of their services.
INFERANCE
While a majority of employees acknowledge the positive impact of customer feedback on
service quality, a significant portion do not see any benefit.
 TABLE 4.16 Response Option Number of Responses Percentage
Yes, significantly 17 14.5%
Yes, but only slightly 39 33.3%
No noticeable change 47 40.2%
No impact at all 13 11.1%
Total 117 100%

INTERPRETATION
The majority (40.2%) of respondents stated that incentive programs have no noticeable
change in their performance.
INFERANCE
While incentives can have a positive effect, they do not strongly drive performance for
most people. Many employees might be motivated by other factors like job satisfaction,
career growth, or personal drive rather than just rewards.
 TABLE 4.17
Response Option Number of Responses Percentage
Yes 29 25%
No 37 31.9%
Not Sure 48 41.4%
Total 116 100%

INTERPRETATION
The largest portion (41.4%) of respondents are unsure whether SOPs improve efficiency.
INFERANCE
Only 25% found SOPs beneficial, indicating that while some employees see value, most
do not.