CHAPTER-I

CHAPTER-I

INTRODUCTION

GENERAL INTRODUCTION

Employee attrition is a very big problem not only in India but outside India too. Attrition rate is increasing day by day and its especially the software industry which is affected the most. Why an employee leaves a company is the question asked by most of the employers. Companies even hire private HR professionals to study the companys work and find out why an employee is dissatisfied. HR department does the recruiting of new employees and then send them for training so that they can understand work and work culture and become better professionals. Each and every company faces employee turnover problem whether big or small. An employee leaves his present job for another job to get better pay package and good working conditions. Every company calculates employee attrition rate and takes measures to reduce it. The facts and figures are not made public as it may tarnish the image of the company in front of its own employees and its loyal customers. Defining Attrition: A reduction in the number of employees through retirements, resignation or death. y Reasons of Employee Attrition

A survey has found out that there are various reasons for Employee Attrition 1. 2. 3. Higher pay package in another company Good working conditions Opportunities for growth in new company

4. 5. 6.

Change of place problems A better boss in new company Brand image of the new company

Costs associated with Attrition Employee attrition costs a lot to the company. There are various costs which

are borne by the company at the start when the employee is under training period. Costs such as1. 2. 3. 4. 5. Conveyance cost Cost of lodging of the new employee Trainers cost Cost of venue where training will be conducted Materials to be supplied during training process

Now the question is how to reduce employee attrition. What should a company do to hold on the talent? There are various companies like TATA and Reliance who do a lot to reduce attrition rate. Flexible working conditions have been given to employees who have problem working 10 - 5.

Private hospitals for employees where they can get their regular health check up done without spending much money. Free overseas tour once in a year when a target is achieved. Few companies are getting more and more work savvy and just want to get their work done by hook or by crook. The mentality needs to change. Target for completion of a work should be there but that should not hamper an employees personal life. Companies should conduct various seminars on how to balance personal and professional life. A employee can be productive if and only if his personal life is and professional life. A employee can be productive if and only if his personal life is balanced. Make employees a part of your work culture family and see the difference. Attrition rate cannot become completely obsolete but it can surely be minimized. It is said that people leave their bosses, not organizations. When employees are happy with their superiors they choose to stay, if not they look for a switch.

Consequences of Attrition Attrition normally brings decreased productivity. People leave causing others to work harder.

Diagnosing Attrition Commonly used techniques in the industry 1. Surveys:

They are commonly used as part of the information gathering process. They are a reasonable way to obtaining relevant information, though response rates are often disappointing. Questionnaires need to be designed carefully to be effective. They should be easy to use, anonymous and fairly brief. Questions can be open or closed, multiple choice answers, ranking of items or checklist format. 2. Exit Interviews:

Exit interviews are used by the majority of companies. They tend to be conducted just before an employee leaves, though some firms wait until after the departure. Exit interview will normally to be done in the form of questionnaire, though one to one interview are also used. The brighter side of Attrition y y y A poor performer is replaced by a more effective employee. A senior retirement allows the promotions or acquisition of welcome fresh blood. When business is slack it is straight forward to hold off filling recently created vacancies

for some weeks

CHAPTER II

CHAPTER II

PROFILE
2.1 INDUSTRT PROFILE

Motorcycle as a bicycle or tricycle propelled by an internal-combustion engine India is the second largest producer of two-wheelers in the world. In the last few years, the Indian two-wheeler industry has seen spectacular growth. The country stands next to china and Japan of production and sales respectively. Majority of Indians, especially the youngsters prefer motorbikes rather than cars. Capturing a large share in the two-wheelers industry, bikes and scooters cover a major segment. Bikes are considered to be the favorite among the youth generation, as they help in easy commutation. Large variety of two wheelers is available in the market, known for their latest technology and enhanced mileage. Indian bikes, scooters and mopeds represent style and class for both men and women in India. The feeling of freedom and being one with the nature comes only from riding a two wheeler. Indians prefer the two wheelers because of their small manageable size low maintenance pricing and easy loan repayments. Indian streets are full of people of all age groups riding a two wheeler. Motorized two wheelers are seen as a symbol of status by the populace. Indian two-wheelers industry had a small beginning in the early 50s. The Automobile Products of India (API) started manufacturing scooters in the country. Bikes are a major segment of Indian two wheeler industry, the other two being scooters and mopeds. Indian companies are among the largest two-wheeler manufacturers in the world. In the initial stages, the scooter segment was dominated by API; it was later overtaken by Bajaj Auto. Although various governments and private enterprises entered the fray for scooters the only new players that has lasted till today is LML. The motorcycle segment was initially

dominated by Enfield 350cc bikes and Escorts 175cc bike. The two-wheelers market was opened to foreign competition in the mid-80s. And the then market leaders- Escorts and Enfield- were caught unaware by the onslaught of the

2.2 COMPANY PROFILE The company was started in 1992 by Mr. Radha Krishnan managing partner of this company. This is the main authorized dealer of HERO HONDA two wheelers and spares in kanyakumari district. More than 800 two wheelers per month are sold by the company. The company Head Office is located at M.S Road, Veturnimadam, Nagercoil. The company is selling genuine parts of Hero Honda Company. This company has vast experience in two wheeler mechanism using modern equipments. The workshop is of fully automated. The mechanics are trained by Hero Honda Company itself. The company has got GOOD PERFORMANCE AWARD and SERVICE PERFORMANCE AWARD in the last consecutive years. The company has five organizational departments, 1. 2. 3. 4. 5. 6. Administration department. Service department. Spare parts department. Accounts departments. Sales departments. Marketing departments.

1)

Administration department:

This department is doing all the office works like keeping documents, checking inwards and outwards letters, insurance policy for new vehicles and old vehicles etc.

2)

Service department:

This departments main objective is to service all the Her Honda two wheelers. This section is headed by Works Manager. In service section a Service Advisor is appointed by the company. The Service Advisor instructs the supervisor about the complaints indicated by the customer. When the customer enters into the service area the supervisor indicated by the customer. When the customer enters into the service area the supervisor puts a job card for the complaints of the vehicles. The job card is given to the mechanic to clear the complaint. 3) Spare parts department:

This department is headed by the spares Manager. This department follows spares parts order from Hero Honda motors, and various spare parts Company in Tamilnadu and others states. This department follows spares stocks up to date. The supervisor in this department monitors the availability of spares parts. Two assistants are working this department to deliver the spare parts to customers and service departments. 4) Accounts departments:

This department is headed by the Accounts Manager. He is doing financial positions, reporting to Managing Partner, four employees are working in this department. This department keeps vouchers, customer calculation sheets and other financial activities. 5) Sales departments:

This department is headed by Sales Manager. There is one sales Manager and four Sales Executives. This department takes care of selling of the motor bikes. The customers are given the detailed features of the vehicles by the sales employees. 6) Marketing departments;

This department headed by Marketing Manager. His main work is to increase the volume of sales and to expose the new vehicles to the potential customers. The marketing department has conducted road shows, demo rides, public welfare activities; promote the vehicles by giving advertisements.

When the customer buys a vehicle, the sales staff puts a calculation sheet for the customer. The calculation sheet contains the relevant details of the vehicles i.e., engine number, chassis number, key no, customers name and address, invoice no. Products of Hero Honda; The company sells the following products of Hero Honda., 1) 2) 3) 4) 5) 6) 7) 8) 9) 10) 11) 12) Cd dawn Cd deluxe Pleasure Splendor plus Splendor nxg Passion pro Passion plus Super splendor Glamour Cbz xtreme Hunk Karizma

2.3 PRODUCT PROFILE History The joint venture between Indias Hero Group and Honda Motor Company, Japan has not only created the worlds single largest two wheeler company but also one of the most successful joint ventures worldwide. During the 80s, Hero Honda became the first company in India to prove that it was possible to drive a vehicle without polluting the roads. The company introduced new generation motorcycle that set industry benchmarks for fuel thrift and low emission. Over 19 million Hero Honda two

wheelers trend Indian roads today. These are almost as many as the number of people in Finland, Ireland and Sweden put together! Hero Honda has consistently grown at double digits since inception; and today, every second motorcycle sold in the country is a Hero Honda. Hero Honda bikes currently roll out from two globally benchmarked manufacturing facilities based at Dharuhera and Gurgaon in Haryana. These plants together are capable of churning out 3.9 million bikes per year. A third state of the art manufacturing facility at hardware in Uttaranchal will soon be commissioned to cope with sustained customer demand. Hero Hondas Mission: Hero Hondas mission is to strive for synergy between technology, system and human resources, to produce products and services that meet the quality, performance and price aspirations of its customers. At the same time maintain the highest standards of ethics and social responsibilities. This mission is what drives Hero Honda to new heights in excellence and help the organization forge a unique and mutually beneficial relationship with all its stake holders. Board of directors 1) 2) 3) 4) Mr. Brijimohan Lall Munjal - Chairman & Whole-time Director Mr. Pawan Munjal Mr. Toshiaki Nakagawa Mr. Sumihisa Fukuda - Managing Director & CEO - Joint Managing Director - Technical Director

CHAPTER-III

CHAPTER III

REVIEW OF LITERATURE

LITERATURE REVIEW This section deals with various studies of different researchers which gives insight to the area of employee attrition. y ACIRRT reports on employee attrition

MINTRAAC commissioned acirrt (Australian Centre for Industrial Relations Research and Training) has examined the causes for high employee turnover in a range of industries in Australia and overseas. The review examined a wide range of factors that could contribute to employee attrition including characteristics of employees, recruitment practices, wages and conditions and career development opportunities. The study relates the satisfaction and turnover relationship to a greater extend. It links satisfaction and commitment of employee mobility and mentions the importance of training in an organization. There is a vast literature on the causes of voluntary employee turnover dating back to the 1950s. Many studies are based on only a small number of variables which often only explain a small amount of variability of turnover. However, over time there have been a number of factors that appear to be consistently linked to turnover. During the review, topics related to comparison of alternative, intention to quit, organizational commitment, job satisfaction, characteristics of employees, wages and condition, pay and performance, measuring turnover and other such areas have been reviewed thoroughly. y A meta analysis and review on attrition

Studies on employee attrition using meta analytic technique has given the following findings causing attrition in an organization,

Academy of Management Review, 1986, Vol II, No .1 55.70

Employee Turnover: A Meta-Analysis and Review With Implications for Research

JOHN L. COTTON JEFFREY M.TUTTLE Purdue University
St udi es of em pl oye e t ur n over a r e r evi e wed usi n g m et a -an al yt i c t e ch n i ques. T h e fi n din gs in di ca t e tha t a l m ost a l l of t h e 26 va r ia bl es st udi ed r el a t es t o t urn over . Th e fi n din gs al so i n di ca t e tha t st udy va ri a bl e i n cl udin g popul a ti on na t i ona l i t y, an d in dustr y m od er a t e r el a t i on sh ips bet we en m an y of va r i a bl e s a n d t urn over . It i s suggest ed t h a t fut ur e r ese a r ch on em pl oye e t urn over : (1) r epor t st udy va r i a bl es (2) c on t i n ue m odel t est i n g r ath er th an sim pl y c or r el a tin g va ri a bl es wi t h t urn over an d (3) in cor por a t e st ud y va r i a bl es i n t o fut ur e m odel s. Few areas within industrial/ organizational psychology have received as much attention as employee turnover. Since the early 1900s there have been literally hundreds of qualitative and quantitative investigations of turnover. The present review introduces a meta-analysis of the available research, statistically assessing what has been found in these studies. There have been several qualitative reviews of the literature, including March and Simon (1958); Pettman (1973); Porter and Steers (1973); Price (1977); Mobley, Griffeth, Hand and Meglino (1979); Muchinsky and Tuttle (1979); Muchinsky and Morrow (1980); Bluedorn (1982a); Mobley (1982); and Baysinger and Mobley (1983). Although these papers have contributed to the development of a comprehensive field concerning yet another review of the research. One reason is the ability of a meta-analysis to summarize large amounts of research more easily than a traditional review. Because of the very large number of papers concerning turnover (the present paper reviews over 120 sets of data), it is becoming nearly impossible to review every study, and to individually discuss its strengths and weaknesses. Thus a meta-analysis is useful in this situation to condense the review. Meta-analysis is a label for a variety of procedures each a study reviewed becomes one or more data points in the analysis. Some methods simply involve determining the number of studies supporting or not supporting a particular finding (the counting method). Other methods attempt to assess not only the direction of findings from individual studies, but also their magnitude and the statistical significance of those findings. Rosenthal (1978), Glass (1977), Glass McGaw, and Smith (1981), and Hunter, Schmidt and Jackson (1982) have been the major proponents of meta-analysis. Their writings describe and explain the variety of different methods. A second rationale for the present review is that once a meta-analysis has been conducted to examine a finding, it is then possible to explore some of the

The authors would like to thank Chris Berger, Alice Eagly and Dale Rayman for their insightful comments on an earlier version of this paper. Requests for reprints should be sent to John Cotton, Department of Organizational Behavior, Krannert Graduate School of Management, Purdue University, and west Lalayetie, IN 47907

55

CHAPTER-IV

CHAPTER-IV

RESEARCH METHODOLOGY

4.1 TITLE OF THE STUDY A study on Employee Attrition in V.S.K Auto Agency (dealers in Hero Honda), Nagercoil 4.2 SCOPE OF THE STUDY The researcher is very much interested in analyzing the factors influencing employee attrition, that which being the major reason for so many issues in most organization. It also helps to increase the practical knowledge of the researcher towards human resources and their expectations towards the employer of the company. The study has a time span of 30 days. The scope of the study is also restricted to a limited number of respondents, say 50 numbers, so this study is based on the opinion and attitudes of these 50 people only 4.3 STATEMENT OF OBJECTIVES 1. To identify the factors influencing employee attrition in V.S.K Auto Agency. 2. To study the attitude of employees towards the workplace. 3. To suggest various measures to enhance employee retention 4.4 RESEARCH DESIGN It is the frame work, which provides guidelines for the research process. The research was descriptive in nature.

4.5 TYPES OF RESEARCH DESIGN y y The research design in this study was descriptive research design. A questionnaire was prepared and responses were collected from the respondent 4.6 RESEARCH INSTRUMENT The researcher collected the data through the questionnaire method. 4.7 SAMPLING PROCEDURE .The sampling method followed was convenient sampling method. The sample size of the study is 50. 4.8 QUESTIONNAIRE DESIGN When preparing the questionnaire exclusive care was taken that it should cover all the topics. The questionnaire was conceived in such a way as to extract as much information as possible in order to have a candid knowledge of study. 4.9 DATA COLLECTION This section provides the vital information regarding the collection of primary and secondary data, sample size and statistical tool used. Primary data Primary data is collected from the employee V.S.K Auto agency through a structured Questionnaire. Secondary data Secondary data was collected from the books, training journals, websites and departmental circulars.

4.10 PERIOD OF THIS STUDY This study was conducted for the period of 45 days. 4.11 SAMPLE PLAN The sample plan was made to take 50 respondents out of 75 employees in the company. 4.12 SAMPLE SIZE A sample of 50 employees was selected from V.S.K Auto agency. A structural questionnaire was used to elicit information pertaining to the study from 50 respondents. 4.13 LIMITATIONS OF THE STUDY Through the present study to achieve the above mentioned objectives in full earnest and accuracy, it may be hampered due to certain limitation. Some of the limitation of this study may be summarized as follows. y y Sample size is limited to 50 employees. Getting accurate responses from the respondents to their inherent problems, they may be partial or refuse, due to lack of time and other circumstances. y y Accuracy of the figure and data are based on the respondents statements and views. The survey is costly and tedious.

CHAPTER-V

CHAPTER- V

DATA ANALYSIS AND INTERPRETATION

SEX Table 5.1: Sex-wise classification of Respondents Categories Male Female total Source: Survey Data Inference: The above table shows that 64% respondents are male and 36% respondents are female. According to the above table majority of the respondents 32(64%) are male. Chart 5.1: Sex-wise classification of Respondents No of Respondents 32 I8 50 Percentage 64 36 100

36%

Male 64% Female

AGE

Table 5.2: Classification of Respondents based on age Categories 20-25 25-30 30 and above Total Source: Survey Data Inference: The above table shows that 20% of the respondents are of the age between 20-25 and 36% of the respondents are between 25-30 and 44% of the respondents are above the age of 30 Chart 5.2: Classification of Respondents based on age
50 45 40 35 30 25 percentage 20 20 15 10 5 0 20-25 25-30 30 and above 36 44

No of Respondents 10 18 22 50

Percentage 20 36 44 100

EXPERIENCE Table 5.3: classification of Respondents based on experience Categories Less than s year 1-2 years 3-5 years 6-10 years More than 10 years Total Sources: Survey Data Inference: The above table shows that 28% of respondents have experience less than a year, 20% of respondents have experience between 3-5 years, 18% between 6-10 years and 14% of the respondents have experience more than 10 years. Chart 5.3: Classification of Respondents based on experience No of Respondents 14 10 10 9 7 50 Percentage 28 20 20 18 14 100

30 25 20 15 10 5 0 less than a year 1-2 years 3-5 years 6-10 years more than 10 years

percentage

JOB FUNCTION Table 5.4: Classification of Respondents based on job function Categories Non supervisory staff Supervisor Accountant Department manager Senior management Total Source: Survey Data Inference: The above table shows that 52% of respondents are non supervisory staff, 16% are supervisors, 18% are accountants, 12% are department managers and 2% is the senior management. Chart 5.4: Classification of Respondent based on job function No of Respondents 26 8 9 6 1 50 percentage 52 16 18 12 2 100

12% 18%

2% Non supervisory staff Supervisor 52% Accountant Department Manager

16%

Senior Management

REASONS FOR JOINING V.S.K Table 5.5: Classification of Respondents based on their reasons to join V.S.K Categories Unemployed and needed a job Referred by a friend Reputation as a good place to work Career advancement Advertisement Salary advancement Total Source: Survey Data Inference: The above table shows that 30% of respondents had the reason as unemployment and so needed a job, 20% being referred by a friend, 10% consider V.S.K as a good place to work, 6% as career advancement, 28% through advertisement and 6% for salary advancement. Chart 5.5: Classification of Respondents based on their reasons to join V.S.K No of Respondents 15 10 5 3 14 3 50 Percentage 30 20 10 6 28 6 100

Salary advancement Advertisement Career advancement Reputation as a good place to work Referred by a friend Unemployed and needed a job 0 5

6 28 6 10 20 30 10 percentage 15 20 25 30

INITIAL TRAINING Table 5.6: Classification of Respondents based on their experience towards initial training Categories No of Respondents Well above expectations Above expectations Meets expectations Below expectations Well below expectations Total Source: Survey Data Mean: 112/50 = 2.24 Inference: Using Likert 5-point scale it is found that the mean is 2.24, so it can be inferred that the initial training given by the organization is below expectations. Chart 5.6: Classification of Respondents based on their experience towards initial training
40 35 30 25 20 15 10 5 0 4 Above expectations Meets expectations Below expectation Well above expectations 12 22 34 28

Points

Variations

percentage

2 6 11 14 17 50

5 4 3 2 1 15

10 24 33 28 17 112

4 12 22 28 34 100

well above expectations

percentage

RECOGNITION Table 5.7: Classification of Respondents based on the recognition they receive from doing their job. Categories Well above expectations Above expectations Meets expectations Below expectations Well below expectations Total Source: Survey Data Mean: 136/50 = 2.72 Inference: Using Likert 5-point scale it is found that the mean is 2.72, so it can be inferred that the recognition given by the organization meets the expectations of the employees. Chart 5.7: Classification of Respondents based on the recognition they receive from doing their job. No of Respondents Points 3 8 15 20 4 50 5 4 3 2 1 15 Variations 15 32 45 40 4 136 percentage 6 16 30 40 8 100

Well a

ve expectati

Bel w expectati Meets expectati A

ve expectati

ell a

ve expectati

8 40 30 16 6 0 5 10 15 perce tage 20 25 30 35 40

s s

REWARDS Table 5.8: Classification of Respondents based on rewards Categories Well above expectations Above expectations Meets expectations Below expectations Well below expectations Total Source: Survey Data Mean: 127/50 = 2.54 Inference: Using Likert 5-point scale it is found that the mean is 2.54, so it can be inferred that the rewards given by the organization is below the expectation of the employees. Chart 5.8: Classification of Respondents based on their expectation towards rewards
20 18 16 14 12 10 8 6 4 2 0

No of Respondents 2 8 14 17 9 50

Points 5 4 3 2 1 15

Variations 10 32 42 34 9 127

percentage 4 16 28 34 18 100

18

17

14 9

2
well above expectations Above expectations Meets expectations Below expectation Well above expectations

percentage

BALANCE BETWEEN JOB AND OTHER PARTS OF LIFE Table 5.9: Classification of Respondents based on the balance between job and other parts of life. Categories Well above expectations Above expectations Meets expectations Below expectations Well below expectations Total Source: Survey Data Mean: 136/50 = 2.72 Inference: Using Likert 5-point scale it is found that the mean is 2.72, so it can be inferred that the balance between job and other parts of employee life is below expectations. Chart 5.9: Classification of Respondents based on the balance between job and other parts of life
40 40 30 20 10 0 well above expectations Above expectations Meets expectations Below expectation Well above expectations 8 12 24 16

No of Respondents 4 6 20 12 8 50

Points 5 4 3 2 1 15

Variations 20 24 60 24 8 136

percentage 8 12 40 24 16 100

percentage

RELATIONSHIP WITH COLLEAGUES Table 5.10: Classification of Respondents based on their relationship with colleagues Categories Excellent Good Average Bad Total No of Respondents 4 23 20 3 50 Points 4 3 2 1 10 Variation 16 69 40 3 128 percentage 8 46 40 6 100

Source: Survey Data Mean: 128/50 = 2.56 Inference: Using Weighted Average approach, it is found that the mean is 2.56, so it can be inferred that the relationship with colleagues in the organization is GOOD. Chart 5.10: Classification of Respondents based on their relationship with colleagues.

20 23

Excellent Good Average Bad

JOB ROTATION IN LAST 12 MONTHS Table 5.11: Classification of Respondents based on their job rotation in last 12 months Categories No Once 2 times 3 times or more 4 times or more No answer Total Source: Survey Data Inference: The above table states that 42% of Respondents have not changed their jobs, 26% of respondents have changed once, 12% have changed 2 times, 6% have changed 3 times or more, 4% have changed 4 times or more and 10% didnt answer to the question. Chart 5.11: classification of Respondents based on their change of job in last 12 months. No of Respondents 21 13 6 3 2 5 50 Percentage 42 26 12 6 4 10 100

50 40 30 20 10 0 No

42 26 12 6 Once 4 10 percentage

2 times

3 times or more

4 times or more

No answer

JOB SATISFACTION Table 5.12: Classification of Respondents based on their job satisfaction Categories Very satisfied Somewhat satisfied Not satisfied or Dissatisfied Somewhat Dissatisfied Very Dissatisfied Total Source: Survey Data Mean: 150/50 = 3.00 Inference: Using Likert 5-point scale it is found that the mean is 3.00, so it can be inferred that the employees are neither satisfied nor dissatisfied towards their job. Chart 5.12: Classification of Respondents based on job satisfaction
percentage

No of Respondents Points 5 11 18 11 5 50 5 4 3 2 1 15

Variation 25 44 54 22 5 150

Percentage 10 22 36 22 10 100

36

22

22

10

10

Very satisfied

Somewhat satisfied

Not satisfied or dissatisfied

Somewhat satisfied

very dissatisfied

MOTIVATION Table 5.13: Classification of Respondents based on their motivation to see the company succeed Categories Very Motivated Somewhat motivated Neutral Not very Motivated Not at all Motivated Total Source: Survey Data Mean: 133/50 = 2.66 Inference: Using Likert 5-point scale it is found that the mean value is 2.66, so it can be inferred that the employees are neither motivated nor not very motivated. Chart 5.13: Classification of Respondents based on their motivation to see the company succeed
40 35 30 25 20 15 10 5 0 Very motivated Somewhat motivated Neutral Not very motivated Not at all motivated 8 20 18 16 38

No of Respondents 4 10 9 19 8 50

Points 5 4 3 2 1 15

Variation 20 40 27 38 8 133

Percentage 8 20 18 38 16 100

percentage

COMMUNICATION OF GOALS AND STRATEGIES Table 5.14: Classification of Respondents based on the communication of goals and strategies by the organization. Categories Strongly agree Somewhat agree Neither agree nor disagree Somewhat disagree Strongly disagree Total Source: Survey Data Mean:146/50 = 2.92 Inference: Using Likert 5-point scale it is found that the mean value is 2.92, so it can be inferred that the employees neither agree nor disagree that the company communication the goal and strategies to them. Chart 5.14: Classification of Respondents based on the communication of goals and strategies by the organization.
45 40 35 30 25 20 15 10 5 0 40

No of Respondents Points 4 10 20 10 6 50 5 4 3 2 1 15

Variation 20 40 60 20 6 146

Percentage 8 20 40 20 12 100

20 8

20 12

strongly agree

somewhat agree

neither agree nor somewhat disagree strongly disagree disagree percentage

COMPANYS FLEXIBILITY WITH RESPECT TO FAMILY RESPONSIBILITY Table 5.15: Classification of Respondents based on the companys flexibility with respect to family responsibility Categories Very flexible Somewhat flexible Neither flexible nor inflexible Somewhat inflexible Very inflexible Total Source: Survey Data Mean: 185/50 = 3.7 Inference: Using Likert 5-point scale it is found that the mean value is 3.7, so it can be inferred that the companys that the companys flexibility with respect to the employees family responsibility is somewhat flexible. Chart 5.15: Classification of Respondents based on the companys flexibility with respect to family responsibility.
0% 18% 26% very flexible somewhat flexible neither flexible nor inflexible 20% somewhat flexible very inflexible 36%

No of Respondents Points 13 18 10 9 0 50 5 4 3 2 1 15

Variation 65 72 30 18 0 185

Percentage 26 36 20 18 0 100

REFERRING A FRIEND TO APPLY FOR A JOB AT V.S.K Table 5.16: Classification of Respondents based on their view to refer a friend to apply for job at V.S.K Categories Definitely Probably Not sure Probably not Definitely not Total Source: Survey Data Inference: The above table shows that 16% of respondents may definitely refer their friend to apply for a job in the company, 30% of respondents would probably refer their friend, 46% are not sure and 8% would probably not refer their friends to apply for a job at V.S.K. Chart 4.17: Classification of Respondents based on their view to refer a friend to apply for job at V.S.K.
50 45 40 35 30 25 20 15 10 5 0 definitely probably not sure percentage probably not 16 8 0 definitely not 30 46

No of Respondents 8 15 23 4 0 50

Percentage 16 30 46 8 0 100

FORM OF DISCRIMINATION OR HARASSMENT Table 5.17: Classification of Respondents based on their experience towards any form of discrimination or harassment at V.S.K Categories Racial discrimination Sexual orientation discrimination Age discrimination Gender discrimination Sexual harassment No, none Total Source: Survey Data Inference: In the above table it is found that 28% of Respondents have experienced age discrimination, 16% have experienced gender experience and 56% of Respondents have not experienced any form of discrimination or harassment. Chart 5.17: Classification of Respondents based on their experience towards any form of discrimination or harassment at V.S.K. No of Respondents 0 0 14 8 0 28 50 Percentage 0 0 28 16 0 56 100

no, none sexual harassment gender discrimination age discrimination sexual orientation discrimination racial discrimination 0 10 20 30 40 50 60 percentage

OPPORTUNITY TO INTERACT WITH OTHER EMPLOYEES Tables 5.18: Classification of Respondents based on their opportunity to interact with other employees Categories Strongly agree Somewhat agree Neither agree nor disagree Somewhat disagree Strongly disagree Total Source: Survey Data Mean: 199/50 = 3.98 Inference: Using Likert 5-point scale, it is found that the mean is 3.98, so it can be inferred that the employees somewhat agree their opportunity to interact with other employees. Chart 5.18: Classification of Respondents based on their opportunity to interact with other employees
45 40 35 30 25 20 15 10 5 0 strongly agree somewhat agree neither agree nor disagree somewhat disagree strongly disagree 6 4 18 percentage 32 40

No of Respondents 20 16 9 3 2 50

Points 5 4 3 2 1 15

Variation 100 64 27 6 2 199

Percentage 40 32 18 6 4 100

CLEAR PATH FOR CAREER ADVANCEMENT Table 5.19: Classification of Respondents based on clear path for career advancement Categories Strongly agree Somewhat agree Neither agree nor disagree Somewhat disagree Strongly disagree Total Source: Survey Data Mean: 147/50 = 2.94 Inference: Using Likert 5-points scale, it is found that the mean is 2.94, so it can be inferred that the employees neither agree nor disagree to have clear path for career advancement. Chart 5.19: Classification of Respondents based on clesr path for career advancement No of Respondents Points 5 11 15 14 5 50 5 4 3 2 1 15 Variation 25 44 45 28 5 147 Percentage 10 22 30 28 10 100

10%

10%

strongly agree 22% 28% somewhat agree neither agree nor disagree somewhat disagree strongly disagree

30%

CLEAR JOB REQUIREMENTS Table 5.20: Classification of respondents based on their job requirements Categories Strongly agree Somewhat agree Neither agree nor disagree Somewhat disagree Strongly disagree Total Source: Survey Data Mean: 166/50 = 3.32 Inference: Using Likert 5-point scale, it is found that the mean is 3.32, so it can be inferred that the employees neither agree nor disagree based on their clear job requirement Chart 5.20: Classification of Respondents based on their job requirements.
percentage

No of Respondents Points 8 17 12 9 4 50 5 4 3 2 1 15

Variation 40 68 36 18 4 166

Percentage 16 34 24 18 8 100

34

24 18 16

strongly agree

somewhat agree

neither agree nor disagree

somewhat disagree

strongly disagree

RATING MANAGEMENT THE AREA OF COMMUNICATION Table 5.21a: Classification f Respondents based on assigning a rating to their manager in the area of communication Categories Excellent Good Average Poor Total No of Respondents 10 22 13 5 50 Points 4 3 2 1 10 Variation 40 66 26 5 137 percentage 20 44 26 10 100

Source: Survey Data Mean: 137/50 = 2.74 Inference: Using Weighted Average approach, it is found that the mean is 2.74, so it can be inferred that the employees would rate their manager in the area of communication as GOOD. Chart 5.21a: Classification of Respondents based on assigning a rating to their manager in the area of communication.

45 40 35 30 25 20 15 10 5 0 Excellent Good Average percentage Poor

RATING MANAGEMENT THE AREA OF PLANNING & ORGANISING Table 5.21b: Classification f Respondents based on assigning a rating to their manager in the area of planning & organizing Categories Excellent Good Average Poor Total No of Respondents 7 20 15 8 50 Points 4 3 2 1 10 Variation 28 60 30 8 126 percentage 14 40 30 16 100

Source: Survey Data Mean: 126/50 = 2.52 Inference: Using Weighted Average approach, it is found that the mean is 2.52, so it can be inferred that the employees would rate their manager in the area of planning & organizing as AVERAGE. Chart 5.21b: Classification of Respondents based on assigning a rating to their manager in the area of planning & organizing.

16

14

Excellent Good Average

30 40

Poor

RATING MANAGEMENT THE AREA OF DIRECTING &COORDINATING Table 5.21c: Classification f Respondents based on assigning a rating to their manager in the area of directing & coordinating. Categories Excellent Good Average Poor Total No of Respondents 10 11 19 10 50 Points 4 3 2 1 10 Variation 40 33 38 10 121 percentage 14 40 30 16 100

Source: Survey Data Mean: 121/50 = 2.4 2 Inference: Using Weighted Average approach, it is found that the mean is 2.42, so it can be inferred that the employees would rate their manager in the area of directing & coordinating as AVERAGE. Chart 5.21c: Classification of Respondents based on assigning a rating to their manager in the area of directing & coordinating.
40 40 35 30 25 20 15 10 5 0 30

14

16

Excellent

Good

Average percentage

Poor

RATING MANAGEMENT THE AREA OF TECHNICAL KNOWLEDGE Table 5.21d: Classification f Respondents based on assigning a rating to their manager in the area of technical knowledge. Categories Excellent Good Average Poor Total No of Respondents 19 15 10 6 50 Points 4 3 2 1 10 Variation 76 45 20 6 147 percentage 38 30 20 12 100

Source: Survey Data Mean: 147/50 = 2.94 Inference: Using Weighted Average approach, it is found that the mean is 2.94, so it can be inferred that the employees would rate their manager in the area of technical knowledge as GOOD. Chart 5.21d: Classification of Respondents based on assigning a rating to their manager in the area of technical knowledge.
40 35 30 25 20 15 20 10 5 0 Excellent Good percentage Average 12 Poor 30 38

RATING MANAGEMENT THE AREA OF INTERPERSONAL RELATIONSHIP Table 5.21e: Classification f Respondents based on assigning a rating to their manager in the area of interpersonal relationship. Categories Excellent Good Average Poor Total No of Respondents 13 18 9 10 50 Points 4 3 2 1 10 Variation 52 54 18 10 134 percentage 26 36 18 20 100

Source: Survey Data Mean: 134/50 = 2.68 Inference: Using Weighted Average approach, it is found that the mean is 2.68, so it can be inferred that the employees would rate their manager in the area of interpersonal relationship as GOOD. Chart 5.21e: Classification of Respondents based on assigning a rating to their manager in the area of interpersonal relationship.
percentage

36 26 18 20

Excellent Good Average Poor

RATE V.S.K A BETTER PLACE TO WORK Table 5.22: Classification of Respondents based on their rating towards V.S.K a better place to work. Categories Indicates a better place to work (6-10) Indicates either a better place or not a better place to work (5) Indicates not a better place to work (1-4) Total Source: Survey Data Mean: 103/50 = 2.06 Inference: Using Likert 3-point scale, it is found that the mean is 2.06, so it is inferred that the employees rate V.S.K either a better place or not a better place to work. Chart 5.22: Classification of Respondents based on their rating towards V.S.K a better place to work. 50 6 103 100 14 1 14 28 19 2 38 38 No of Respondents Points 17 3 Variation 51 Percentage 34

percentage
Indicates a not a better place to work (1-4) Indicates either a better place or not abetter place to work (5) Indicates a better place to work (6-10) 0 5 10 15 20 25 30 35 40

percentage

CHAPTER-VI

CHAPTER-VI

FINDINGS, SUGGESTIONS AND CONCLUSION

FINDINGS y The table showing the classification of Respondents based on their expectation towards initial training states that the initial training given by the organization is below expectation. y The table showing the classification of Respondents based on their expectation towards rewards states that the rewards given by the organization are below the expectation of the employees. y The table showing the classification of Respondents based on their expectation between job and other parts of life states that the balance between job and other parts of the employee life is below expectation y .The table showing the classification of Respondents based on the percentage pay increase to leave the organization other than everything being equal shows that 46% of Respondents prefer to leave the organization if the pay percentage is 10% or less, 28% if between 11-40%, 24% if between 41-70% and 2% if between 71100%. y The table stating the classification of Respondents based on their change of job in last 12 months shows that 42% of respondents have not changed their jobs, 26% of respondents have changed once, 12% have changed 2 times, 6% have changed 3 times or more, 4% have changed 4 times or more and 10% didnt answer to the question. y The table showing the classification of Respondents based on their job satisfaction states that the employees are neither satisfied nor dissatisfied towards their job. y The table showing the classification of Respondents based on their motivation to see the company succeed states that the employees are neither motivated nor not very motivated.

The table showing the classification of Respondents based on the communication of goals and strategies by the organization states that the employees neither agree nor disagree that the company communication the goal and strategies to them.

The table showing the classification of Respondents based on clear path for career advancement states that the employees neither agree nor disagree to have clear path for career advancement.

The table showing the classification of Respondents based on their job requirements states that the employees neither agree nor disagree based on their clear job requirement.

The table showing the rating of managers in the following areas states that 1. 2. 3. 4. 5. In communication the rating is GOOD. In planning & organizing the rating is AVERAGE. In directing &coordinating the rating is AVERAGE. In technical knowledge the rating is GOOD. In interpersonal relationship the rating GOOD.

The table showing the classification of Respondents based on their rating towards V.S.K- a better place to work status that V.S.K either a better place or not a better place to work.

SUGGESTIONS y Formal & structured orientations program should be arranged by the organization for new comers. y Recognition and reward system practiced in the organization can be improved to reduce the level of attrition. y Both monetary and non monetary way of motivation can be improved to reduce the level of attrition. y The present level of paying increment to the employees can be increased to improve their level of involvement in the organization.

Proper communication channels should be established to reduce the existing gap between the management and employees.

Grievance redressal cell can be established to resolve the complaints if any of the employees as early as possible.

Exit interview can be conducted to identify the reasons given by an employee for leaving the organization.

CONCLUSION The employee attrition is a major factor to be prevented in an organization in account of eradicating the turnover of employees and retaining them that which increase the organizations capacity to reach its goals. This study has some shortcoming or discussable issues which may be taken into account when conducting similar studies in the future. Some points can be taken care which could guide in future research in this area. The percent study is partly restricted through small sample size. Large samples would help to investigate more on employee attrition.

APPENDIX

APPENDIX

1. Name

2. Sex

Male

Female

3. Age

20-25

25-30

30&above

4. How long have you been working for the company? Less than a year 1-2 years 3-5 years 6-10 years More than 10 years

5. What is your job function? Non-supervisory staff Supervisor Functional Manager

Department Manager Senior Manager

6. What are your reasons for joining this company? Unemployed and needed a job Referred by a friend Reputation as a good place to work Career advancement Advertisement Salary advancement

7. How was the initial training in your company? Well above expectations Above expectations Meets expectations Below expectations Well below expectations

8. Overall, how is the recognition that you receive from doing your job? Well above expectations Above expectations

Meets expectations Below expectations Well below expectations

9. Overall, how are the rewards that you receive from doing your job? Well above expectations Above expectations Meets expectations Below expectations Well below expectations

10. Overall, how is the balance between your job and the other parts of your life? Well above expectations Above expectations Meets expectations Below expectations Well below expectations

11. How are the relationships with your colleagues? Excellent Good

Average Bad

12. If everything other than pay were equivalent, how much of a percentage pay increase would it take for you to leave your current organization? 10 percent or less 11-40 percent 41-70 percent 71-100 percent More than 100 percent

13. If there is job rotation? If yes how many times have you changed from your job profile in the last 12 months? No Once 2 times 3 times or more 4 times or more No answer

14. How do you satisfy with your position at this company? Very satisfied Somewhat satisfied Not satisfied or dissatisfied Somewhat dissatisfied Very satisfied

15. How have you been motivated to obtain the goal of the organisation? Very motivated Somewhat motivated Neutral Not very motivated Not at all motivated

16. The company clearly communicated its goals and strategies to me? Strongly agree Somewhat agree Dont agree or disagree Somewhat disagree Strongly disagree

17. How flexible is the company with respect to your family responsibilities? Very flexible Somewhat flexible Neither Somewhat inflexible Very inflexible

18. Would you refer a friend to apply for a job at this company? Definitely Probably Not sure Probably not Definitely not

19. Have you ever observed or experienced any of the following forms of discrimination or harassment at this company? Racial discrimination Sexual discrimination Age discrimination Gender discrimination

Sexual orientation discrimination No, none of the above have been observed or experienced

20. I receive enough opportunity to interest with other employees on a formal level Strongly agree Somewhat agree Neither agrees nor disagrees Somewhat disagree Strongly disagree

21. I have a clear path for career advancement? Strongly agree Somewhat agree Neither agrees nor disagrees Somewhat disagree Strongly disagree

22. How would you rate your manager in each of the following areas? Please assign a rating on a scale from 1 to 5, where 1 represents Poor and 5 represents Excellent Excellent a) b) c) d) e) Communication Planning and organizing Direction and coordinating Job/technical knowledge Interpersonal relationship Good Average Poor

22. Rate in the following scale your opinion towards the statement: V.S.K- A BETTER PLACE TO WORK

10

Indicates not a better place to work

Indicate a better place to work

(1-4) - Not a better place to work (5) - Neutral

(6-10) - A better place to work

BIBLIOGRAPHY

BIBLIOGRAPHY

I.BOOK REFERENCES

1. Human Resource Management, Author: k. Aswathappa 2. Effective Personnel Management, Author: Randall S. Schuler

II. WEBSITES www.workforce.com www.nationalhrd.com www.hrmguide.com www.workplacetoolbox.com www.citchr.com