Determining the Significance Level of Work Factors’ Impact on Employee Satisfaction with Kano Model and an Implementation Orıented Towards Hotels

Job satisfaction is generally defined as psychological or affective situations that reflect the positive emotional state of the employee towards work and the work factors in which the employee is assigned. Job satisfaction is a result of expectations. It is about work experiences and is extremely subjective and individual. When the difference between expectations and experience is low, satisfaction will be high. The Service Profit Chain theory predicts that customer satisfaction and, correspondingly, business profitability can only be achieved through high-quality service provided by employees who have high job satisfaction. In other words, the expected profitability of the business cannot be achieved without employee productivity. Job satisfaction is one of the important determinants of productivity. It is of course impossible to try to satisfy all employees of the enterprise. However, the overall level of job satisfaction in the enterprise should be at a good level and maintained. Employee satisfaction affects productivity, performance and customer satisfaction. For hotels to achieve a level of service quality which will ensure customer loyalty, they must primarily be aware of employees’ requirements and determine how much the means provided to internal customers impact satisfaction. In this study, the Kano model has been applied to determine which of the employees’ requirements are fulfilled by the work factor implementations in hotels and what levels of satisfaction/dissatisfaction they generate. Although the Kano model had been developed for classifying customers’ requirements and evaluating satisfaction levels, it can be further utilized for classifying employees’ requirements and measuring employee satisfaction. This study uses the survey method for collecting data. The survey has been conducted on the staff of a five-star hotel in Konya. According to the findings of the analysis, it has been determined that the categories which contain work factors differ in the classifications according to the Satisfaction Coefficient method through classification by MOD method. While 23 factors fall into the Performance (One-dimensional/ O) category, 2 work factors fall into the Attractive (A) category, and 2 work factors fall into the Indifferent (I) category through MOD method classification; 10 work factors fall into the Performance (O) category, 15 work factors fall into the Attractive (A) and 2 work factors fall into the Indifferent (I) categories by the classifications through satisfaction/dissatisfaction coefficient. According to this study’s findings, the manager assigning tasks that the employees can manage and making things easier is the work factor impacting employee satisfaction the most.