An examination of the impact of a playful culture in the workplace on job satisfaction in a restaurant group
Chapter 1: Introduction
1.1 Background
Achieving job satisfaction is arguably one of the most complicated tasks for employers to attain. It is an essential element that should be undertaken and managed efficiently in association with organisational culture, if it is to play a prominent role in shaping individual beliefs, values and emotions.
Job positions within restaurant groups are mostly seasonal in order to accommodate the much higher consumer demand during the peak summer months. This makes it suitable for them to look at students who are willing to work outside of term-time. The job positions are low paying, unskilled and monotonous and it is natural that workers in occupations representing repetitive work will express higher dissatisfaction (Melamed , Franklin, Geltand 1995). It is inevitably a greater challenge for organisations to keep staff satisfied in such working conditions. It is crucial for organisations, who wish to optimise performance and retain staff to maintain a motivated and satisfied workforce. Employees are considered as the most valuable assets within organisations and consequently, investing time and resources in their training should be an unquestionable action. Question then arises: how is satisfaction to be enhanced?
Job satisfaction or employee satisfaction has been defined differently by many. Some believe it is simply how content an individual is with his or her job, in other words, whether or not they like the job or individual aspects or facets of jobs, such as, nature of work or supervision. Job Satisfaction is a necessary component, which is significant in organisations for them to exist in an ever-changing competitive environment. Dua (1994) tates that culture is a key variable in an organisation, which influences job satisfaction and is considered a stressor as a consequence of strict rules and regulations in which, employees feel unappreciated and undervalued.
Fun at the workplace has long been promoted as a key mechanism for enhancing organisational effectiveness. Deal and Kennedy (1982), who encouraged managers to develop corporate cultures that promoted play, humour, and fun. Van Meel&Vos (2001) in their suggests that during the dot-com trend of the 90s, new corporate cultures of fun emerged such that businesses became more associated with play and less related to work. As workers spent most of their waking hours working, it became essential that fun/play be an essential component within the workplace culture. In support, Cooper (2002) and Maetzig (2002), found that a playful culture was the most important feature over pay and conditions in a satisfied workplace. However, play and work are traditionally considered separate issues, where play is performed during one’s own leisure time — in other words – anywhere, but work (Barnett, 1976). However, recent literature indicates employees desire a fun workplace. A majority of the workers under the age of 30 list having co-workers who ‘make work fun’ as an important factor in their job search (Belkin, 2007).
Existing research has primarily centred on formal organisational cultures (e.g. Lok and Crawford, 2004). To the best of the author’s knowledge, little research has been conducted regarding the relationship between informal culture and job satisfaction. Consequently, we have relatively moderate knowledge about the influence of an informal culture, in particular, fun and play at work and its impact on job satisfaction. Hence, this research aims to address this gap. This research will display academic significance in comprehending how playfulness can positively affect satisfaction in an attempt to effectively retain staff, improve contentment and enhance motivation. Conceivably, it is an understandable concept, since people generally struggle to be contented at work. Consequently; a playful atmosphere appears a patently obvious, but overlooked notion.
1.2 Research Questions
This research aims to design a questionnaire, which shall study the following questions;
1. Is there are positive connection between job satisfaction and informal culture?
2. Does humour positively influence employee well-being?
1.3 Aims and Objectives
This research study aims to ‘Explore the impact of a Playful Culture in the Workplace on Job Satisfaction in a Restaurant Group’.
The research objectives of this study comprise the following:
To acknowledge the psychological importance of playfulness in reducing stress
To investigate the link between Playfulness and Job Satisfaction
1.4 Summary
To summarise, a payful cultures profoundly linked to emotions of joy, pleasantness, happiness and well-being, which are derived from particularly playful, fun and humorous events within the organisation. These may be intrinsic attempts to remove negativity and enhance satisfaction. Similarly, job satisfaction is also connected to positive feelings of pleasurable experiences in relation to one’s job. Thus, it is clear that there is a link. Subsequently, this research endeavours to explore the concept of a playful culture and its influential role in ensuring job satisfaction.
This is an innovative and fresh approach to enhance job satisfaction, but is a crucial element which has been narrowly examined in existing literature. The aims or authentic outcomes that are followed up are to purely ascertain whether this theory can uncover a possible linkage between Playful Culture and Job Satisfaction. Further to this investigation, the next chapter instigates an analysis of a proposed link using appropriate and relatively connected literature.
Chapter 2: Literature review
2.1 Introduction
The following section analyses relevant literature in order to gain a better understanding of what has been discovered and what the study is trying to achieve. It shall break down the literature and concentrate on different sub-categories. Job satisfaction shall be discussed first (2.2), followed by playfulness at the workplace (2.3). Other section will include discussions about dissatisfaction and the emergence of Positive Psychology (2.4).
The aims and objectives of the study shall be considered throughout the literature review in order to retain relevance and focus on the task at hand. In doing so, it is hoped that the primary research will be designed more accurately to suit what the researcher is looking to discover.
2.2 Job Satisfaction
According to Bonache (2005:111), Job Satisfaction is the “affective or emotional response towards one’s job”, similarly, Davis (2004:496) defines it as a “positive affect by employees towards their jobs or job situations”. Whilst numerous definitions have been suggested, the theory of Job Satisfaction is nonetheless a continuous comprehensive and fragmentary constituent. Locke (1976) recognises the significance of embracing positive emotions and its influential role in job satisfaction given when employees assess their jobs, they involve both, their feelings and emotions.
People learn and achieve more when the process is enjoyable. It has been learnt that confidences about the job and experiencing an enjoyable mood during work could both, contribute to the forecast of job satisfaction (Fisher, 2000; Ilies& Judge, 2002; 2004; Weiss, Nicholas, &Daus, 1999).
2.3 Playfulness at the workplace
Earlier studies have shown that playfulness at the workplace can increase job satisfaction (e.g., Barnett 2007; Glynn & Webster 1992), motivation and creativity. A Playful Culture, according to Fry and Nisiewicz (2012), ‘intentionally encourages, initiates and supports a variety of enjoyable and pleasurable activities that positively impact the attitude and productivity of individuals and groups’. More importantly, it promotes a culture, which makes employees smile. In essence, playful environments, which cooperatively develop emotions of happiness, joy and pleasure, not only make work satisfying, but also fun, entertaining and exciting. In essence, playful environments, which cooperatively develop emotions of happiness, joy and pleasure, not only make work satisfying but also fun, entertaining and exciting.
Proponents of workplace fun claim that when people experience fun during work, they become more energized and motivated (Stern &Borcia, 1999), get along with better with others (Meyer, 1999), deliver better customer service (Berg, 2001), suffer from less stress (Abramis, 1989a, 1989b; McGhee, 2000; Miller, 1996) and are less prone to being absent or leaving the organization (Mariotti, 1999; Zbar, 1999)
2.4 Dissatisfaction and the emergence of Positive Psychology
Empirical psychological research indicates that play is a very important aspect in an adult’s life. As adults, we spend most of our life at work, which can negatively impact our well-being. There have been constructive investigations into the relationship between job satisfaction and mental health. Dissatisfaction is linked to “high rates of anxiety, depression, psychosomatic symptoms, and coronary heart disease” (Argyle, 1989:4) resulting in deteriorating mental health. Many organisations are now attentive to providing employees with an enjoyable work life, but an employee’s expectations have shifted from extrinsic needs to fostering intrinsic wants of feeling happy.
In recent years, research has revealed a downfall in job satisfaction, in the midst of the public sector in response to the escalating rates of stress, boredom and pressure. This has inevitably caused the working environment to appear unattractive (Elliot, 2001). Branham (2005) disputes that by acknowledging the motives behind employee disengagement, not only do the organisations benefit financially, but they also identify elements of satisfaction to counter-balance their experiences of alienation (Hartley, 2005). Further to this, Feldman et al (1999), verify that employees leave owing to the deficiencies in job satisfaction. It appears that job satisfaction may be an unexploited source that managers are ignorant of and so, have avoided examining it resulting therefore, in dissatisfaction among employees.
According to Weinstein (1996), implementing playful activities and surroundings can encourage morale. Thus, this can positively help reduce dissatisfaction issues, such as, stress. Stress, pressure and boredom are ever increasing facets within the realm of dissatisfaction, which according to Jayne (2005), are the fundamental causes for most health-related issues. In recent years, many have witnessed a radical change in work patterns indicating longer hours, shorter breaks and higher workloads, whilst simultaneously, diving into depression. Consequently, satisfaction levels are affected. An increasing number of employees are constantly being diagnosed with serious health issues, which is a concern. Such health ailments are reaching epidemic heights even as suicide rates escalate. Notably, stress is not the only the cause of dissatisfaction, “but there is increasing evidence that the flow goes the other way and that happiness [and playfulness] provides a good antidote to stress” (Jayne, 2005:29) and well-being, which subsequently affects satisfaction levels.
The suggestion that fun at work is beneficial for employees has been newly espoused by the ‘Positive Psychology’ movement (Owler, 2008), which originated from scientific research contemplating the query “What goes right in life?” Morrision (2008) emphasised the advantages of implementing this theory into work practices as it sought to investigate the sources and consequences of contentment, which were anticipated to provide improved awareness and appreciation of emotions in organisations. Positive Psychology attempts to avoid focusing on the problems alone. Rather, it goes a step forward and centres on the existence and effects of happiness and enjoyment so as to seemingly duplicate these settings.
Arminstead (2008) has been working extensively to communicate the significance of Positive Psychology with regard to the eradication of negative experiences and develop new and improved experiences by growing inner strength through implementing methods to enhance employee and organisational health (Jayne, 2005). In particular, a reference to encouraging laughter, humour and joking is highly applicable as it appears to positively affect well-being.
According to Weinstein (1996), the deliberate implementation of playful characteristics including laughter and humour are encouraging elements in motivation, group work and commitment, but more importantly, these play a vital role in stress management. Weinstein (1996) considers the elements of laughter and humour in organisations and emphasises the positive encouragement it brings to the employee and the organisation. Weinstein supports Yu et al. (2007) on the need for ‘Humorous/intimate interactions’ within the workplace.
Till recently, the cliché ‘laughter is the best medicine’ was overlooked as a non-purposeful activity. However, extensive scientific and medical research has concluded that it does undeniably positively shape an individual’s physical and mental states. In support, Perry (2005) highlights that “laughter can defuse tense or sensitive situation [and] relieve stress” (Perry, 2005:190). Additionally, Briner (1999) embraces Weinstein’s (1996) thoughts and re-examines the affiliations between mentality and the workplace indicating a link between well-being, job satisfaction and psychological health. Within his research, Briner (1999), acknowledges a diversity of pleasurable surroundings, which he argues is a necessary component in a successful organisation. Following this, understanding Briner’s (1999) pleasurable surroundings as a playful environment and considering previous psychologists’ research, it seems that playfulness positively supports well-being.
2.5 Summary
In summation, from the research referred to, there appears to be link between a Playful Culture and Job Satisfaction. The literature seems to suggest that employees in informal settings appear more content at work. In particular, encouraging laughter and humour are key features that need to be emphasised at the workplace, which may be heavily supported by positive psychology as it eases stress, pressure and boredom.
Chapter 3: Methodology
3.1 Introduction
In order to test hypotheses, research must be carried out to fully identify whether a relationship exists between Playful Culture in the Workplace and Job Satisfaction in a Restaurant Group. This chapter maps out how to approach research so as to attain the desired results and justify the reasons for choosing this approach. Ethical issues in connection with the research shall also be discussed here.
There is little or no concrete research on the playful nature of adults at their workplace in relation to their job satisfaction. In terms of job satisfaction, human beings’ attitudes towards work and factors, such as, playfulness play critical roles in influencing their productivity. Human motivation underlines the psychological functions of the minds of people. In the recent past, research has established that there could be a small connection between playfulness and job satisfaction. Playfulness is one of the workplace leisure that enables employees to develop a positive attitude towards work and others. Leisure at the work place is one of the psychological factors that influence job satisfaction even though it is in limited doses. It is part of the holistic treatment of employees. In most occupations, where there is little or no pleasure, playfulness can be used to reduce stress — an important factor in increasing job satisfaction. In more ways than one, most companies would want their employees to be the most productive and in turn, positively impact the company. Companies are looking to invest in their employees emotionally, physically, psychologically and increase their positive associations with each other. It is easy to approach one another in a playful manner other than using strictly work-related codes.
3.2 Research Approach
According to Bryman and Bell (2007), a research design provides a framework for the collection and analysis of data. The differing natures of data collection and research samples may result in conclusions being different for different studies. Therefore, it is crucial to choose a suitable research method. The positivist philosophy will be employed as the research will be undertaken to better understand a philosophical position that can be distinguished among research (Bryman and Bell, 2011).
The research methodology to be used in this research must measure the constructs that are part of playful culture. The three constructs include motivational aspect on the need to use humour at the work place. The second construct involves the cognitive mechanisms that offer a detailed description on how humour works. The third construct involves the emotional factors that join the cognitive aspects of humour with the behaviour of the person. The Deductive theory was used to prove the correlation between playfulness and job satisfaction. The Deductive Theory consists of the following processes which the researcher will use in the study:
Theory Hypothesis Data Collection Finding Hypotheses confirmed or rejected Revision of theory.
It generally focuses on justifying the “casual relationships between variables” (Saunders, Lewis and Thornill 2007), which in this case are playful culture and job satisfaction and revolves around the gathering of quantitative data. The questions that were formulated in this case will either be rejected or accepted depending on the data collected. If the hypotheses are rejected, the data will be dismissed.
3.3 Data Collection
The selected research method influences the ways in which data is collected. There are two distinctive techniques to collecting data, including, the quantitative, where data is “best expressed in numbers” and the qualitative, which offers “rich data about real life people and situations” ( DeVaus, 2002). Depending on which school of thought is adopted, it determines whether this research will entail the quantitative or the qualitative mode of data collection. This study is based on qualitative and quantitative data. In this case, qualitative data was collected using journals and books. The books and journals offer rich sources of information on the relationship between playfulness and job satisfaction. The variables of research were tested in order to examine if there was a correlation between the variables. Quantitative data was gathered through the questionnaires comprising of various statements for participants to either agree or disagree with. This allowed the answers to be more defined and specific, which made “it easier to show the relationship between variables” (Bryman, Bell, 2007:261).
The research participants were asked to tick one of the five boxes at the side of the statement, which best represented their response. This technique was applied for consistency of evaluation and the simplicity of analyses. This made it “easy to process answers” (Bryman, Bell:260). On the other hand, open-ended questions were hard to quantify and interpret as each response was unique. This made it difficult to codify the questionnaire for comparison, which made it tricky to find a relationship between the two variables
Additionally, a Likert-scale was incorporated, which consisted of the following scales:
1 = I strongly disagree with the statement
2 = I disagree with the statement
3 = I neither agree or disagree with the statement
4 = I agree with the statement
5 = I strongly agree with the statement
By categorising the responses it was “easy to classify and quantify” (Holborn, Langley, 2002) and this made it highly reliable.
Moreover, by adopting the use of questionnaires, “larger amounts of data can be collected quickly…[and]…there is little personal involvement by researchers” (Holborn, Langley, 2002:172). As a result, validity and reliability was ensured. On the other hand, delivering interviews entailed a limited sample as a result of the time limit imposed since interviews required a substantial amount of time to conduct in order to accumulate valid and wide responses.
3.4 Sampling
Sampling is one of the best ways to get suitable participants. The research undertook a non-probability approach to sampling through purposive sampling, which implied that the people shortlisted as respondents had to be employed in one organization within the food and hospitality industry. The participants selected were based on stratified sampling and chosen according to their age range, sex and the level of management held within the organisation. The sample did not consider other aspects, such as race or religion. The research was conducted on the grounds of various restaurant groups, where various staff constituted the sample. Sixty-five questionnaires were distributed in which, only 48 were received fully completed.
3.5 Data Analysis
The data was examined by incorporating it into a statistical program, SPSS, which enabled it to be recorded and transformed into more clearly visible representations of the findings. Additionally, the Likert-scale was numerically coded 1 – 5, where 1 referred to ‘strongly disagree’ and 5 referred to ‘strongly agree’.
The data generated from the questionnaires was analysed through the use of raw data in the form of percentages and averages. Additionally, the Likert-scale replies were represented through a descriptive statistical approach facilitating the comparison of numerical data in the form of averages and presented in a Table — an approach, which has been adopted by various writers including Karl et al (2005), thereby, making it a suitable method to follow. .
3.6 Pilot Test
A pilot test is an effective method that may be used to reduce any uncertainties in the questionnaires in order to ensure clarity and understanding. Thus, it is crucial to undertake a pilot test of the questionnaire to make improvements, if required. The test will be conducted by 10 individuals within the College.
3.7 Ethical Issue
Ethics is an essential element when collating information. Research ethics refer to “the appropriateness of the researcher’s behaviour in relation to the rights of those who become the subject of a research project, or who are affected by it” (Saunders, Lewis and Thornill 2007). As this research involved voluntary participants, ethics was an element that had to be considered with regard to obtaining informed consent from the participants. The respondents were informed of the research purpose so as to make them compliant with the idea of participation. Additionally, it was highly important to express confidentiality and anonymity and so the participants were accorded complete privacy and informed that in no way would the data collected be passed on to other parties. It was “treated in the strictest confidence…no sensitive information [was] disclosed” (Collis, Hussey 2009). Further, it was important to convey participant rights with regard to answering “questions, or set of questions, or provide any unrelated data where requested” (Saunders Lewis&Thornhill 2003).
Moreover, there is usually a tendency to misrepresent data in the form of “being selective about how you analyse your data, which data you include/exclude from your analysis, [and] how you report your results” (Maylor, Blackmon 2005). Consequently, this can cause the author to falsify the results, leading to inaccurate reports through manufacturing and influencing the findings in a way, which accomplishes the expected results. This was taken into account and prevented by the researcher. An effective method that would clarify the validity and reliability of the results would be to replicate them to ensure that the same results would be achieved.
3.8Summary
In summation, a scientific approach, which followed a deductive, quantitative method, was adopted. Accordingly, a structured questionnaire was composed in which, particular adjustments were highlighted through the pilot test. There were of course various limitations to the questionnaire, however, it was hoped that these could be overcome by adopting a common approach used by other writers. This would ensure high validity. Additionally, ethical concerns were accorded significant attention to avoid any illegitimate disruptions. The subsequent section illustrates the results with analysis.
Chapter 4: Analysis, Finding and Discussion
4.1 Introduction
To reiterate the method undertaken is the scientific approach which aims to exemplify fact. The following is an overview of the data generated and represented in the form of statistics and graphs. It is worthy to note, to avoid being selective and falsifying the findings, all statements in the questionnaire will be considered.
4.2 Questionnaire Data Analysis
4.2.1 Job Satisfaction
Key:
Series 1: Pay is the top motivator for me
Series 2: Other elements could satisfy me at work
Series 3: I feel demotivated at work
Series 4: I feel I could be more motivated at work
Series 5: I feel bored at work
Series 6: I feel under pressure at work
Series 7: I feel stressed at work
Series 8: I am happy at work
Series 9: I enjoy going into work
Results
The above chart answers the question of the first section of the questionnaire on job satisfaction. From the answers in the first question in the questionnaire, most of the employees agree that money is a key motivator in the workplace. This means that the employees may be paid well or may not be paid well. The line graph above also shows that many employees say that they require more things so that they can be satisfied with their jobs. Perhaps, this could mean that they need more money or a better salary so that they can have job satisfaction (Spicer, 2010). Surprisingly, a high number of respondents disagree that they are demotivated with their work. In other words, this could mean that the employees are motivated at work. Lining this question with the first question in the questionnaire, it could mean that the employees are paid well, hence are motivated at their workplace. This explains the answers given in the fourth question as many claim that they could be more motivated at work. Moreover, as a contribution to job satisfaction, many of the employees also feel that they enjoy working, and going to their workplaces.
Discussion
The research results show that motivation is highly related to job satisfaction (Forbes, 2013). The higher the motivation, the higher the level of job satisfaction. Nevertheless, even though employees identify that money is an essential motivating factor at work, the company management ought to identify other things that they can do to ensure job satisfaction.
4.2.2 Playful Characteristics
Series 1: Laughter reduces stress in the workplace
Series 2: Joking reduces pressure in the workplace
Series 3: If I am feeling depressed I can usually cheer myself up with fun
Series 4: If my workplace gets busy; I often lose my sense of fun
Results
When it comes to playful characteristics, as depicted in the above line graph, most of the employees agree that laughter helps reduce stress, even though two respondents have given a neutral response. In the second question, many of the respondents strongly agree that joking lower work pressure. Moreover, some employees cheer themselves up while others are cheered up by other factors in the work environment. No respondent highly agreed with the point. This could be because the work environment is to be taken very seriously, and it is important that the concentration levels are high. Lastly, most of the respondents reckon that when the work environment gets very busy, they lose their sense of fun. The employees still have a good sense of fun even during the busy hours. This way, workflows, and they do not get tired easily because they are making their work fun.
Discussion
The above results give evidence that happy people create a positive work environment, especially during the busy work hours (Karpal, n.d). However, the level of fun should be limited so that the employees are not distracted. Fun is important as it creates a light work environment and reduces stress at work. Moreover, a high sense of optimism among the workers is seen (McCunn, 2015). Management needs to find strategies to maintain it throughout the work period, even when work is depressing.
4.2.3Play Together
Series 1: Small, everyday competitions between co-workers can enhance my contentment
Series 2: Social events/outings can motivate me
Series 3: Social events/outings can help form meaningful relationships
Series 4: Social events/activities reduce boredom in the workplace
Series 5: Recognition of professional achievements can motivate me
Series 6: Celebratory of personal occasions (e.g. birthdays) makes work enjoyable
Results
Many of the respondents highly agree that competition increases everyday pleasure at the workplace. Secondly, most of the employees agree that they are motivated by the social events or activities. However, the same employees’ social events/ activities do not help form any meaningful relationships. This could probably be because the working relationship is already enough for them. However, the same employees agree that the social environments reduce boredom. They do not forget that the employees do not intend to make meaningful relationships out of the social activities. For the fifth question in this category, many employees highly agree that recognition of professional achievements increases the level of motivation. Many employees also second that when the celebration of personal occasions is done it makes their work more enjoyable.
Discussion
When employees compete, it helps identify their strengths in the workplace. They also get to know one another’s abilities and sense of drive outside the healthy work environment. From another point of view, participating in social events is a waste of time; the employees need to be focused on their work. Play should happen during other hours or away from work, and not with employees. The results of the above research show that employees feel motivated when their efforts are recognized. However, every employee is unique in his or her own way. Hence, having an individualistic approach to motivation is important so that they can feel that the management cares about them.
4.2.4 Liberal/ Supportive Leadership
Series 1: My organization encourages a positive working environment
Series 2: My organization encourages and supports relaxed interactions at work
Series 3: I would enjoy a more playful atmosphere
Series 4: Playfulness/fun should be kept outside of working hours
Results
From the information given in the above line graph, some of the respondents have given a neutral response about whether the organization provides a positive work environment. Looking individually at individual responses, a neutral response shows that the employee might have experienced a fluctuation of a positive and negative work environment. Most of the employees agree that the organization provides a positive work environment. The question about the relaxed work environment has been answered with a neutral response by most of the people. This shows that there could be a mixture of experiences for different employees; some experience a vertical while others experience a horizontal work environment. Many respondents also reckon that they wouldn’t want to work in a playful work atmosphere. The work environment is supposed to be a serious work environment so this does not mix with play.
Discussion
The results show that many of the employees perceive that they have a positive work environment, even though, many are not decided on whether it is relaxed or not (Wisconsin, n.d). In addition to that, the work environment should not be playful. This means that for a work environment to be positive, the employees should be able to work. It is also evident that working in a relaxed environment does not allow the employees to focus on work because there is no pressure to deliver results. In addition to that, the fact that many employees agree a playful environment is not healthy, shows commitment to a certain level of professionalism.
4.2.5 Overall
Series 1: I think a playful culture is an important aspect in the workplace
Series 2: I think playfulness at work will benefit me professionally and personally
Series 3: Humor, laughter, and playfulness are important part of my daily life (even outside the workplace)
Results
From the above line graph, many employees agree that a playful work environment is an essential aspect of their workplace. Ironically, even though a playful work environment is important, the employees agree that a playful culture will not contribute to their professional or personal development. This may be the reason why the respondents give a neutral response on the role of humor and playfulness. For these employees, there are things that are more important to them than humor, laughter, and playfulness.
Discussion
The results show that the employees value and want to focus on professional and personal development. To achieve this, they require a serious work environment (Benndorf & Rau, 2012). However, they would not mind humor and a little laughter occasionally as it helps reduce stress at work.
4.2.6Biographic Data
Male- 1
Female- 2
The above bar graph shows a balance between the male and female respondents. This shows that the following research considered ethical standards of gender balance in data collection.
Age:
1=18-28
2=29-39
3=40-50
4=51-61
The above graph gives evidence that most of the respondents for following research lay in the age group of 18-28. Only ten were in the age group of 29-39, and three were in the age group of 40 to 50. Only one of the respondents was in the age group of 51-61. Even though the questionnaire had a slot for 611+, this slot was not ticked. This is a clear reflection of the employees’ age groups. Many of them are youth between 18-28, and there are no employees above sixty-one years.
1 Front of House
2 Back of House
3 Management
Most of the respondents interviewed worked in service delivery (Front of House), followed by the production (Back of House). Only twelve management personnel participated.
4.3 Conclusions
This section has aimed to represent the findings in a succinct and consistent way. The findings suggest Job satisfaction is unstable. A majority indicated that other factors besides pay could motivate/satisfy them. A possible suggested could be adding an element of play/fun in the workplace which according to the findings helps ease boredom, stress, pressure and enhances contentment. Overall, the findings appear to indicate a positive attitude towards playful culture and its elements that could potentially affect job satisfaction.
