This thesis is conducted in the context of the hotel industry. Every year, the hotel investigated in this thesis completes a job satisfaction survey. The survey is built upon several facets from which an overall job satisfaction is derived. The problem is that the survey has through time shown poor results, especially with facets concerning management. When those facets were summed up with other facets, it had a strong negative influence on the overall job satisfaction at Hotel X. Scarpello and Campbell (1983) argue that all facets may not directly influence overall job satisfaction, and as a consequence the sum of several facets might contribute to misleading conclusions.

The purpose of this thesis is to investigate how managerial processes influence employees’ overall job satisfaction at Hotel X. By managerial processes is meant what managers do or is perceived by employees to do. The thesis investigates job satisfaction at both an overall and a facet level. Questions on which facets that influence overall job satisfaction, as well as whether managerial processes have a direct or indirect influence on overall job satisfac-tion are answered.

In order to fulfil our purpose multiple sources of evidence were used. Surveys made by the hotel were used as secondary data. The primary data consisted of qualitative observations and indepth interviews with employees. The facets investigated were; Job Contents, Equip-ment, Salary, Rewards, Benefits, Conditions of Employment, Personal Development, Co-workers, Immediate Management and Top Management. The managerial processes dealt with were organisational structure, managerial style and communication.

The company survey of 2005 and the results from qualitative data corresponded well. Job Contents, Conditions of Employment, Personal Development, Co-workers, Immediate Management and Top Management all influenced overall job satisfaction. However, there were no indications found that Equipment, Salary, Rewards and Benefits influenced overall job satisfaction. Managerial processes were significant for all facets, except for Salary. Top Management and Immediate Management were the only facets with a direct connection between managerial processes and overall job satisfaction. Communication was found to be the process which influence job satisfaction the most. It turned out to influence all the facets that were either directly or in-directly linked to overall job satisfaction.