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A STUDY ON EMPLOYEE RETENTION WITH SPECIAL
REFERENCE TO AMIRTHA MILK, ERODE LTD
PROJECT REPORT
Submitted by
SATHEESH.V
REG.NO: 732811631015
in partial fulfillment of the requirements of Anna University, Chennai
for the award of the degree
of
MASTER OF BUSINESS ADMINISTRATION
SURYA ENGINEERING COLLEGE
METTUKADAI
ERODE - 638107
JULY-2013
1
SURYA ENGINEERING COLLEGE
METTUKADAI,
ERODE – 638 107
DEPARTMENT OF MANAGEMENT STUDIES
PROJECT WORK
This is to certify that the project entitled
A STUDY ON EMPLOYEE RETENTION WITH SPECIAL
REFERENCE TO AMIRTHA MILK, ERODE.
is a bonafide record of project work done by
SATHEESH.V
REG.NO: 732811631015
of MBA Degree during the year 2011-13
Faculty Guide HOD
Internal Examiner External Examiner
Project Viva-Voce examination held on ______________
2
DECLARATION
I affirm that the project work entitled “A STUDY ON EMPLOYEE RETENTION WITH
SPECIAL REFERENCE TO AMIRTHA MILK, ERODE” being submitted in partial
fulfillment of the requirements of Anna University, Chennai for the award of MBA degree is
the original work carried out by me. It has not formed the part of any other project work
submitted for award of any degree or diploma, either in this or any other University.
SATHEESH.V
Reg.No:
732811631015
I certify that the declaration made above by the candidate is true.
Mr. A. PRABU ASIRVATHAM
Assistant Professor
3
ACKNOWLEDGEMENT
First I thank and praise the god for the countless blessings that he showered
upon to complete this project work.
I express my deep sense of gratitude to Thiru K.KALAISELVAN, Secretary &
Correspondent, Surya Engineering College, Erode for having permitted to provide
necessary facilities to complete this project.
I take this opportunity to express my sincere thanks to Dr. S.VIJAYAN, Principal,
Surya Engineering College, Erode for having permitted to provide necessary facilities to
complete this project.
I extend my heartful thanks to Mr.G.R.VASANTHKUMAR, MBA, M.Phil.,
(Ph.D)., Head of the Department, Department of Management studies, for his valuable ideas
and advice for the successful completion of this project.
I would like to express my sincere thanks to my project guide Mr A.PRABU
ASIRVATHAM, Assistant Professor, Department of Management Studies, for her kind co-
operation, encouragement and support for the successful completion of my project.
I express my genuine sense of gratitude to our well wisher Mr. P. NANDAKUMAR, MBA, M.Phil., (Ph.D)., for his encouragement and support at every step of my study.
4
CONTENTS
5
Chapter
No.Title Page No
ABSTRACT 6
LIST OF TABLES 7
LIST OF CHARTS 8
1
INTRODUCTION
1.1 Introduction to the Study 1
1.2 Objectives of the study 4
1.3 Research Methodology 5
1.4Socpe of Study 7
1.5Limitations of the Study 7
2 REVIEW OF LITERATURE 8
3 INTRODUCTION TOTHECOMPANY
3.1 Industry Profile 10
3.2 Company Profile 12
4 DATA ANALYSIS AND INTERPRETATION
4.1 Percentage Analysis 14
4.2 Chi-Square Test 66
5
FINDINGS AND SUGGESTIONS
5.1 Findings 70
5.2 Suggestions 72
5.3 Conclusion 73
APPENDIX 74
BIBILIOGRAPHY 78
ABSTRACT
The project titled “A Study on Employee retention at AMIRTHA MILK
ERODE” .mainly focuses on the level of employee retention is perform
better than individuals who change jobs frequently. Employees who spend a considerable
time in an organization know the organization in and out and thus are in a position to
contribute effectively.
. The research design carried out for this study is descriptive research.
The sample size for this study is 500.Primary data are collected from the
employees through a structured questionnaire. Secondary data are
gathered from the company records, books, journals etc.
Statistical tools like percentage analysis ,and chi-square test have
been used for the analysis. The findings of the study were arrived on the
basis of analysis. Suggestions were given to improve good communication
and relationship between employer and employee, maintains employee
interpersonal relationship.
6
LIST OF TABLES
S.NO. TABLE NAME PAGE
NO
4.1.1 Gender of the Respondents 14
4.1.2 Age of the Respondents 16
4.1.3 Marital status of the Respondents 18
4.1.4 Educational qualification of the Respondents 20
4.1.5 Monthly income of the Respondents 22
4.1.6 Work experience of the Respondents 24
4.1.7 Level of satisfaction on job security 26
4.1.8 Feel about your job 28
4.1.9 Organization is treating you in a respectful way 30
4.1.10 Opinion about the company rules and regulation 32
4.1.11 Work life balance is supported by this organization 34
4.1.12 Opportunities for your growth and development 36
4.1.13 Work pressure during your working hours 38
4.1.14 Forced to work overtime 40
4.1.15 Salary offered 42
4.1.16 Safety measures adopted 44
4.1.17 Rewards and recognition for your achievements 46
4.1.18 Leave benefits 48
4.1.19 Insurance 50
4.1.20 Health related benefits 52
4.1.21 Job rotation and new assignment 54
4.1.22 Transport 56
4.1.23 Accommodation 58
4.1.24 Lighting facilities 60
4.1.25 Ventilation 62
7
4.1.26 Adequate resources to perform the job 64
4.2.1 Cross tabulation between Age and Job Security 66
4.2.2 Cross tabulation between Educational and Feel about your
job
68
8
LIST OF CHARTS
S.NO. TABLE NAME PAGE NO
4.1.1 Gender of the Respondents 15
4.1.2 Age of the Respondents 17
4.1.3 Marital status of the Respondents 19
4.1.4 Educational qualification of the Respondents 21
4.1.5 Monthly income of the Respondents 23
4.1.6 Work experience of the Respondents 25
4.1.7 Level of satisfaction on job security 27
4.1.8 Feel about your job 29
4.1.9 Organization is treating you in a respectful way 31
4.1.10 Opinion about the company rules and regulation 33
4.1.11 Work life balance is supported by this organization 35
4.1.12 Opportunities for your growth and development 37
4.1.13 Work pressure during your working hours 39
4.1.14 Forced to work overtime 41
4.1.15 Salary offered 43
4.1.16 Safety measures adopted 45
4.1.17 Rewards and recognition for your achievements 47
4.1.18 Leave benefits 49
4.1.19 Insurance 51
4.1.20 Health related benefits 53
4.1.21 Job rotation and new assignment 55
4.1.22 Transport 57
4.1.23 Accommodation 59
4.1.24 Lighting facilities 61
4.1.25 Ventilation 63
4.1.26 Adequate resources to perform the job 65
4.2.1 Cross tabulation between Age and Job Security 67
4.2.2 Cross tabulation between Educational and Feel about your 69
9
job
CHAPTER – I
INTRODUCTION
1.1 MEANING OF EMPLOYEE RETENTION:
Retention is the process of developing and implementing practices that reward and
supports employees. Retention of the key employees is critical to the long term health and
success of any organization. It ensures better customer satisfaction, increased product sales,
effective succession planning and deeply imbedded organizational knowledge and learning.
Retaining employees talent is a direct function of how good are the HR practices in an
organizations and how sensitive an organization is to meet the employees needs both
monetarily and psychologically. Building a strategy for retention requires identification of the
factors that can lead to employee turnover and then developing a range of initiatives that will
address retention strategy.
Effective employee retention is a systematic effort by employers to create and foster
an environment that encourages current employees to remain employed by having policies
and practices in place that address their diverse needs. A strong retention strategy becomes a
powerful recruitment tool.
THE IMPORTANCE OF RETAINING EMPLOYEES:
High turnover often leaves customers and employees in the lurch departing employees
take a great deal of knowledge with them. This lack of continuity makes it hard to meet your
organization’s goals and serve customers well.
Replacing employees costs money. The cost of replacing an employee is estimated at
up to twice the individual’s annual salary (or higher for some positions, such as middle
management), and this doesn’t even include the cost of lost knowledge.
Recruiting employees consumes a great deal of time and effort, much of it futile.
You’re not the only one out there vying for qualified employees, and job searchers make
10
decisions based on more than the sum of salary and benefits.
➤ Bringing employees’ up to speed takes even more time. And when you’re short-staffed,
you often need to put in extra time to get the work done. It is worth considering the following
elements, all of which have been shown to play a positive role in improving retention:
Make line supervisor accountable
For staff turnover in their teams. Reward managers whose record at keeping people is
good by including the subject in appraisals. Train line managers in people management and
development skills before appointing or promoting them. Offer re-training opportunities to
existing managers who have a poor record at keeping their staff.
Consult employees
Ensure wherever possible that employees have a ‘voice’ through consultative bodies,
regular appraisals, attitude surveys and grievance systems. This will provide dissatisfied
employees with a number of mechanisms to sort out problems before resigning. Where there
is no opportunity to voice dissatisfaction, resigning is the only option.
Job previews
Give prospective employees a ‘realistic job preview’ at the recruitment stage. Take
care not to raise expectations only to dash them later. Advances in technology are increasingly
presenting employers with opportunities to familiarize potential candidates with the
organization before committing themselves to joining the organization.
Career development and progression
Maximize opportunities for individual employees to develop their skills and move on
in their careers. Where promotions are not feasible, look for sideways moves that vary
experience and make the work more interesting.
11
Performance Evaluation
Where people feel obliged to work longer hours than are necessary simply to impress
management. Evaluation of individual commitment should be based on results achieved and
not on hours put in.
Job security
Provide as much job security as possible. Employees who are made to feel that their
jobs are precarious may put a great deal of effort in to impress, but they are also likely to be
looking out for more secure employment at the same time. Security and stability are greatly
valued by most employee
Be flexible
Wherever possible accommodate individual preferences on working hours and times.
Where people are forced to work hours that do not suit their domestic responsibilities they
will invariably be looking for another job which can offer such hours.
12
1.2 OBJECTIVES
PRIMARY OBJECTIVE:
To study the employee retention strategies at AMIRTHA MILK, ERODE.
SECONDARY OBJECTIVES:
To study the reason for the rate of employee attrition.
To study the factors influencing employee retention.
To analyse the benefits and welfare measures provided by the company to
the employees.
To suggest measures that improves employee retention.
13
1.3 RESEARCH METHODOLOGY
1.3.1 RESEARCH DESIGN
A descriptive research attempts to describe systematically a situation, problem, phenomenon,
service or program, or provides information about, say, the living conditions of a community,
or describes attitudes towards an issue.
1.3.2 SOURCE OF DATA
There are two major approaches to gathering data are categorized as;
1. Primary data
2. Secondary data
Primary Data
With help of the Structured Questionnaire, technique has been used for the collection of
primary data from the respondents.
Secondary Data
The secondary data is collected from the company records and various websites.
1.3.3 METHODS OF ANALYSIS
Inference refers to the task of drawing influence from the collected facts. It is the analysis or
exploratory study. In fact it is a search for broader meaning of research findings. Data
inference is concerned with relationship with in the collected data. To represent the collected
data Column chart are used. Partially over lapping analysis inference is also entered beyond
the data of the study to include the result of other research, theory and hypothesis.
Statistical analysis:
Following are the statistical tools that are used for analysis purpose:
Percentage analysis
14
Chi-square method
1. Percentage analysis:
In case multiple-choice question the customers were categorized based on the nature
and percentage is calculated for each category. The percentage analysis is the analysis of ratio
of a current value to based value either the result multiplied by 100.
No of respondents
Percentage analysis = ------------------------ X 100
Total respondents
Objective:
The main objective of the percentage analysis is comparison of data for the analysis.
2. Chi-square:
The objective of chi-square test is to determine comparison of expected frequency (E)
with the observed frequency (O) to determine where the difference between the two is greater
than which might occur chance.
Condition for use:
Two set data should be present i.e., observed and expected data based on sample size.
Each observed and expected count should be 5 or greater than 5, otherwise Yates
correction to be done.
The difference between rows and columns must represent categorical variable. If
computed value is greater than the tabulated value at a predetermined level of significance
and degree of freedom the hypothesis is rejected. On the other hand if the calculated chi-
square value is less than the tabulated value, the hypothesis is rejected.
= (Oi-Ei) 2/Ei
Oi = observed frequency
Ei = expected frequency
15
1.4 SCOPE OF THE STUDY
The study on employee retention provides an attempt to know the existing opinion
about the organisation among the employees. The areas covered under the study includes
work life balance, opportunities for growth and development, salary, work pressure, safety
measure, rewards and recognition and allowances. This study is conducted to provide
suggestions for improvement in the current employee retention for AMIRTHA
MILK,ERODE.
NEED FOR THE STUDY
Employers have a need to keep employees from leaving and going to work for other
companies. This is true because of the great costs associated with hiring and retraining new
employees. The best way to retain employees is by providing them with job satisfaction and
opportunities for advancement in their careers. Employers are fighting to get talented
employees in order to maintain a prosperous business. They believes that today’s employees
face a complete new set of challenges, especially when businesses are forced to confront one
of the tightest labor markets in decades. Therefore, it is getting more difficult to retain
employees, as the pool of talent is becoming more-and more tapped-out.
1.5 LIMITATIONS OF THE STUDY
Area of study is confined to the employees in AMIRTHA MILK,ERODE only.
The findings of the study are solely based on the information provided by the
respondents.
The sample size was limited so that the results obtained from the study may not be
generalized for the whole population.
The time period of the study was not sufficient to measure the employees’ response
effectively and to reach a more valid conclusion.
16
CHAPTER –II
2.1 REVIEW OF LITERATURE
Lee & Mitchell’s (1994) ‘unfolding model’ of employee turnover represented a
significant departure from the previous labour market- and psychological-oriented turnover
literature. This model is based on the premise that people leave organizations in very different
ways and it outlines four decision pathways describing different kinds of decisions to quit. A
notable feature of the unfolding model is its emphasis on an event or ‘shock’ (positive or
negative) that prompts some decisions to quit.
Harris and Brainsick (1999) list “allowing employees freedom to control their work”
as a major ‘best practice’ in retention, while Ashby and Pell (2001) report that “the highest
turnover rates are those in which the corporate culture is one of domination, autocracy and
inflexibility.” They also report on a survey of 3,000 American employees, quoted in the May
2000 issue of Bottom Line Business’s May 2000, which listed the reasons why employees
stay in their current job, and the evidence seems to suggest that the intrinsic rewards of a
challenging job, including good relations with co-workers, meaningful work, team-based
activity, and a degree of autonomy often guide workers’ decisions to stay with their employer.
Branham (2001). Retention but have also been shown to improve a number of other
important indicators such as productivity, accidents and injuries and product quality. The HR
literature seems to confirm the growing enthusiasm for greater autonomy on the part of
workers.
Boxalletal (2003): in New Zealand confirmed the view that motivation for job change
is multidimensional and that no one factor will explain it. However, over time there have
been a number of factors that appear to be consistently linked to turnover. An early review
article of studies on turnover by Mobley et al (1979) revealed that age, tenure, overall
satisfaction, job content, intentions to remain on the job, and commitment were all negatively
17
related to turnover (i.e. the higher the variable, the lower the turnover). In 1995, a meta-
analysis of some 800 turnover studies was conducted by Hom and Griffeth, which was
recently updated (Griffeth et al, 2000). Their analysis confirmed some well-established
findings on the causes of turnover. These include: job satisfaction, organizational
commitment, comparison of alternatives and intention to quit. These variables are examined
in more detail below, as are a number of other factors where the evidence on the link to
turnover is less conclusive.
Morrell et al (2004) tested the unfolding model by studying the voluntary turnover of
nurses in the UK. Their findings indicated that shocks play a role in many cases where people
decide to leave. Furthermore, they found that shocks not only prompted initial thoughts about
quitting but also typically had a substantial influence over the final leaving decision. They
also noted that decisions to quit prompted by a shock are typically more avoidable. The
authors suggest that their research illustrates the importance for managers of understanding
availability i.e. the extent to which turnover decisions can be prevented.
Mr.Amitabh Kowari in his article ‘Employees Retention: Issues and challenges’
published in HRM Review of August 2004is of the view that many companies face the
challenge of Employee Turnover and incur huge loses. He has narrated various issues
concerning Employee Turnover and suggested suitable alternative measures to retain
Employees.
Lisbethclaus, in his article ‘Employees Retention: Best practice in keeping and
Motivating Employees’ published in B2B journal of March 2007 has issued the Best practices
to Motivate and Retain Employees. He suggested attractive Employee value proportion,
Suitable reward structure, Regular performance feedbacks, Flexibility of an organization in
terms of work life balance appropriate organization and culture and suitable training program
as tools for Motivating and Retaining Employees.
L.W.Porter and R.M.Steers in the website of American Psychological Association
published during 2008 has revealed that age, job satisfaction, job content, Intention to remain
on the job and commitment were consistently and negatively related to Employee Turnover.
They have come over with a conceptual model for minimizing the Employee Turnover and
they also have suggested that the factors revealed in their model may not be applicable for
18
other organization and they are of the opinion that the factors would be varying from
organization to organization.
19
CHAPTER-III
INTRODUCTION TO THE COMPANY
3.1 INDUSTRY PROFILE
Dairy Development in India has been acknowledged the world over as one of the most
successful development programmed. India is the second largest milk producing country with
the production about 78 million tons during 1999 – 2000.The milk surplus states in India are
Uttar Pradesh, Punjab, Haryana, Rajasthan, Gujarat, Maharashtra, Andhra Pradesh, Karnataka
and Tamil Nadu. The manufacturing of milk products is concentrated in these milk surplus
states.
Dairy sector has assumed a great significance by generating income not only to the
rural but also to the urban and semi-urban population in the state especially to the women folk by
providing self-employment opportunity. Milk and milk products provides essential nutrition to
all walks of life. It provides the main source of income next to agriculture. In a tropical country
like India, agriculture may fail sometimes, due to monsoon failure but dairying never fail and
gives them regular, steady income.
The state Dairy Development was established in 1958. The Administrative and
statutory controls over the entire milk cooperative in the State were transferred to the Dairy
Development on 01.08.1965. The Commissioner for the Milk Production and Dairy
Development is the functional registrar under the Tamilnadu Co-operative Societies Act 1983.
With the advent of “Anand Pattern” in Tamil Nadu, Tamil Nadu Co-operative Milk
Products Federation limited was registered on 1st February 1981 as the State level organization.
The commercial activities of the department such as procurement, processing, packing and the
sale of milk and milk products within and outside the State was entrusted to the Tamil Nadu Co-
operative Milk Producer’s Federation ltd.
In the wake of the liberalization policy, private dairies have entered in the field of
dairying. As per the direction of the National Dairy Development Board and Government of
Tamil Nadu high priority has been given for improving the performance of Co-operative by
20
adopting a systematic approach and proper strategy implementation in milk co-operatives.
Significant achievement has been made by Milk Producer’s Co-operative Societies, Unions and
Federation in the state of Tamilnadu.
Two fold objectives of the dairy development department
Assure a remunerative price of the milk produced by the milk producer’s societies
through a stable, steady and well market support. Distribution of quality milk and milk products
at reasonable price to the consumers.
Functions of the dairy development department
The main functions of the Dairy Development Department are organization of
societies, registration of societies, supervision and control of primary Milk Co-operative, District
Co-operative Milk Producers Union and Tamil Nadu Co-operative Milk Producer’s Federation.
The Dairy Development Department exercise statutory functions like enquiry,
inspection, surcharge and super session, appointment of special officers, liquidation and winding
up of societies etc. The Commissioner for milk production and Dairy Development, Deputy
Milk Commissioner (Co-operative) and circle Deputy Registrars are vested with quasi-judicial
power in respect of settlement of dispute, appeal, revision and review under various provisions
of Tamil Nadu Co-operative societies Act 1983 and rule 1988 made there under.
21
3.2 INTRODUCTION ABOUT THE COMPANY
S.P.MANI AND MOHAN DIARY named AMITHAA MILK was established on
25January 1984 and have achieved 25 years of service and now being silver jublie year. It
handles about 1lakh to 1.25 lakh Liter per day.
Firm profile:
It is a state of art technology based firm committed to serve the public with diary
product such as
MILK
CURD
BUTTER MILK
Chief executive officers:
R.MOHANASUNDARAM
S.P.LOGANATHAN
Product range:
The firm deals in raw milk, process the milk by chilling, pasteurize, homogenize and
delivered in packets of 1000ml to 100ml. A part from milk they deal in curd and butter milk in
packets. Totally hand off technology is followed. The firm is in the field for nearly two decades
and is established by a well-trained team of technocrats with wide experience in process of milk
and dairy products. The client list of the firm is all Tamilnadu, Puducherry and Kerala and is
ever growing. The daily orders from a wide brand of Consumer stand testimony to Consumer
satisfaction on an ongoing basis
Manufacturing facilities:
The firm has its own chilling plants with entire infrastructure set in place. The firm is
not dependent on any other subvendor or dealer for process of milk and dispatch. The firm
22
distribute its product by own refrigerated PUF insulated vehicle to meet the end Consumer in an
hygienic way. At present the company owns 49 vehicles(TATA407&909,all refrigerated)
Quality assurance:
The mission statement of the firm is total Consumer satisfaction through rigid quality
assurance at each stage.
The stage wise quality testing and inspection to ensure best quality.
Quality is not left to change and is built into consciously through laid down procedure.
Microbiological lab:
The firm is well equipped with well sophisticated microbiological lab for testing milk
for its microbiological content. The milk is thoroughly analyzed and tested for its FAT and SNF
by well experienced lab technicians.
Other information:
The mission statement of the firm is total Consumer satisfaction through quality
assurance based on a holistic approach.
The firm has its own vertinery doctors, who visits the procurement centers and help
the farmers in maintaining the animal in good health.
Good quality feeds are supplied by the firm to the farmer so as to get good yield of
milk.
The firm has supplied deep freezers to all its distributers to supply milk in a good
condition.
The company provides free canteen facility for its worker.
Periodical visit are done by R.MOHANASUNDARAM to the respective areas in
person to encourage the distributor and sub dealers.
Regular seminars are conducted at village with SKMFEEDS and foods to enhance
their technics and production.
We have utilized the services of NABARD &is the first company in the state to avail
the scheme of subsidy
23
CHAPTER IV
4.1 ANALYSIS AND INTERPRETATION
TABLE NO: 4.1.1
GENDER OF THE RESPONDENTS
S.no Participation No Respondent Percentage
1 Male 309 61.8%
2 Female 191 38.2%
500 100%
Interpretation
The above table shows that 61.8% of the respondents are male, 38.2% of the respondents are female.
24
CHART NO: 4.1.1
GENDER OF THE RESPONDENTS
MALE FEMALE0
10
20
30
40
50
60
70
PERCENTAGE
PERCENTAGE
25
TABLE NO: 4.1.2
AGE OF THE RESPONDENTS
S.no Participation No Respondent Percentage1 Below 20 years 107 21.4%2 21-25 years 149 29.8%3 26-30 years 55 11%4 31- 35 years 71 14.2%5 36- 40 years 65 13%6 Above40 years 53 10.6%
500 100
Interpretation
The above table shows that 29.8% of the respondents are under the age group of 21-25
years, 21.4% of the respondents are under the age group of Below 20 years, 14.2% of the
respondents are under the age group of 31-35 years, 13% of the respondents are under the age
group of 36-40 years, 11% of the respondents are under the age group of 26-30 years, 10.6%
of the respondents are under the age group of above 40 years.
26
CHART NO: 4.1.2
AGE OF THE RESPONDENTS
below 20 yrs 21-25 yrs 26-30 yrs 31-35 yrs 36-40 yrs Above 40 yrs0
5
10
15
20
25
30
35
Percentage
Percentage
27
TABLE NO: 4.1.3
MARITAL STATUS OF THE RESPONDENTS
S.no Participation No Respondent Percentage
1 Single 138 27.6%
2 Married 362 72.4%
500 100%
Interpretation
The above table shows that 72.4% of the respondents are married, 27.6% of the respondents are single.
CHART NO: 4.1.3
28
MARITAL STATUS OF THE RESPONDENTS
Single Married0
10
20
30
40
50
60
70
80
Percentage
Percentage
TABLE NO: 4.1.4
29
EDUCATIONAL QUALIFICATION OF THE RESPONDENTS
S.no Participation No Respondent Percentage1 Up to school level 97 19.4%2 Diploma 254 50.8%3 Under Graduate 124 24.8%4 Others 25 5%
500 100%
Interpretation
The above table shows that 50.8% of the respondents have completed diploma,
24.8% of the respondents have completed under graduate, 19.4% of the respondents have
completed upto school level, 5% of the respondents have complete others.
CHART NO: 4.1.4
30
EDUCATIONAL QUALIFICATION OF THE RESPONDENTS
Upto to school level Diploma Under Graduate Others0
10
20
30
40
50
60
Percentage
Percentage
TABLE NO: 4.1.5
31
MONTHLY INCOME OF THE RESPONDENTS ( IN RUPEES)
S.no Participation No Respondent Percentage1 Below5000 141 28.2%2 Rs.5000-10000 237 47.4%3 Rs.10001-20000 61 12.2%4 Rs.20001-25000 25 5%5 Above 25000 36 7.2%
500 100%
Interpretation
The above table shows that 47.4% of the respondents have an monthly income of
Rs5001-10000, 28.2% of the respondents have an monthly income of below 5000, 12.2% of
the respondents have an monthly income of 10001-20000, 7.2% of the respondents have an
monthly income of above25000, 5% of the respondents have an monthly income of
Rs20001-25000.
CHART NO: 4.1.5
32
MONTHLY INCOME OF THE RESPONDENTS (IN RUPEES)
Below 5000 Rs5000-10000 Rs10000-20000 Rs20001-25000 Above 250000
5
10
15
20
25
30
35
40
45
50
Percentage
Percentage
TABLE NO: 4.1.6
33
WORK EXPERIENCE OF THE RESPONDENTS
S.no Work Experience (in yrs) No Respondent Percentage1 0 - 2 years 165 33%2 3-5 years 298 59.6%3 6-10 years 37 7.4%4 Above10 years 0 0%
500 100%
Interpretation
The above table shows that 59.6% of the respondents have an work experience 3-5
years, 33% of the respondents have an work experience of 0-2years, 7.4% of the respondents
have an work experience of 6-10years.
34
CHART NO: 4.1.6
WORK EXPERIENCE OF THE RESPONDENTS (IN YEARS)
0-2 yrs 3-5yrs 6-10yrs Above 10 yrs0
10
20
30
40
50
60
70
Percentage
Percentage
35
TABLE NO: 4.1.7
LEVEL OF SATISFACTION ON JOB SECURITY
S.no Participation No Respondent Percentage1 Highly satisfied 33 6.6%2 Satisfied 322 64.4%3 Neutral 70 14%4 Dissatisfied 50 10%5 Highly dissatisfied 25 5%
500 100%
Interpretation
The above table shows that 64.4% of the respondents are satisfied with job security, 14%
of the respondents falls under the neutral category, 10% of the respondents are dissatisfied
with job security, 6.6% of respondents are satisfied, 5% of the respondents are highly
dissatisfied job security .
36
CHART NO: 4.1.7
LEVEL OF SATISFACTION ON JOB SECURITY
Highly satisfied Satisfied Neutral Dissatisfied Highly satisfied0
10
20
30
40
50
60
70
Percentage
Percentage
TABLE NO: 4.1.8
37
FEEL ABOUT YOUR JOB
S.no Participation No Respondent Percentage1 Challenging 93 18.6%2 Interesting 297 59.4%3 Monotonous 83 16.6%4 Boring 27 5.4%
500 100%
Interpretation
The above table shows that 59.4% of the respondents feel that their job is
interesting, 18.6% of the respondents feel that their job is challenging,16.6% of the
respondents feel that their job is monotonous, 5.4% of the respondents feel that their job is
boring.
38
CHART NO: 4.1.8
FEEL ABOUT YOUR JOB
Challening Interesting Monotonous Boring0
10
20
30
40
50
60
70
Percentage
Percentage
TABLE NO: 4.1.9
39
ORGANIZATION IS TREATING YOU IN A RESPECTFUL WAY
S.no Participation No Respondent Percentage1 Strongly Agree 62 12.4%2 Agree 161 32.2%3 Neutral 188 37.6%4 Disagree 58 11.6%5 Strongly Disagree 31 6.2%
500 100%
Interpretation
The above table shows that 37.6% of the respondents are falls under the neutral
category organization treating you respectful, 32.2%of the respondents are agree with
organization treating you respectful, 12.4% of the respondents strongly agree with
organization treating you respectful, 11.6% of the respondents are disagree with organization
treating you respectful, 6.2% of the respondents are strongly disagree with organization
treating you respectful.
CHART NO: 4.1.9
40
ORGANIZATION IS TREATING YOU IN A RESPECTFUL WAY
Strongly Agree Agree Neutral Disagree Strongly
Disagree
0
5
10
15
20
25
30
35
40
Percentage
Percentage
41
TABLE NO: 4.1.10
OPINION ABOUT THE COMPANY RULES AND REGULATION
S.no Participation No Respondent Percentage1 Highly satisfied 84 16.8%2 Satisfied 264 52.8%3 Neutral 50 10%4 Dissatisfied 60 12%5 Highly dissatisfied 42 8.4%
500 100%
Interpretation
The above table shows that 52.8% of the respondents are satisfied with the company
rules and regulation, 16.8% of the respondents are highly satisfied with the company rules and
regulation,12% of the respondents dissatisfied with the company rules and regulation, 10% of
the respondents fall under the neutral category,8.4% of the respondents are highly dissatisfied
with the company rules and regulation.
42
CHART NO: 4.1.10
OPINION ABOUT THE COMPANY RULES AND REGULATION
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied0
10
20
30
40
50
60
Percentage
Percentage
43
TABLE NO: 4.1.11
WORK LIFE BALANCE IS SUPPORTED BY THE ORGANIZATION
S.no Participation No of Respondent Percentage1 Strongly Agree 169 33.8%2 Agree 149 29.8%3 Neutral 49 9.8%4 Disagree 94 18.8%5 Strongly Disagree 39 7.8%
500 100%
Interpretation
The above table shows that 33.8% of the respondents are strongly agree that work life
balance is supported by his organization, 29.8% of the respondents agree that work life
balance is supported by his organization , 18.8% of the respondents disagree that work life
balance is supported by his organization , 9.8% of the respondents are falls under the neutral
category, 7.8% of the respondents are strongly disagree that work life balance is supported by
his organization.
44
CHART NO: 4.1.11
WORK LIFE BALANCE IS SUPPORTED BY THE ORGANIZATION
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied0
5
10
15
20
25
30
35
40
Percentage
Percentage
TABLE NO: 4.1.12
45
OPPORTUNITIES FOR GROWTH AND DEVELOPMENT
Participation No of Respondent Percentage1 Strongly Agree 97 19.4%2 Agree 221 44.2%3 Neutral 58 11.6%4 Disagree 70 14%5 Strongly Disagree 54 10.8%
500 100%
Interpretation
The above table shows that 44.2% of the respondents agree that there are opportunities
for growth and development, 19.4% of the respondents strongly agree that there are
opportunities for growth and development , 14% of the respondents disagree that there are
opportunities for growth and development,11.6% of the respondents falls under the neutral
category, 10.8% of the respondents are strongly disagree that there are opportunities for
growth and development.
46
CHART NO: 4.1.12
OPPORTUNITIES FOR YOUR GROWTH AND DEVELOPMENT
Strongly Agree Agree Neutral Disagree Strongly
Disagree
0
5
10
15
20
25
30
35
40
45
50
Percentage
Percentage
TABLE NO: 4.1.13
47
WORK PRESSURE DURING WORKING HOURS
S.no Participation No of Respondent Percentage1 Strongly Agree 94 18.8%2 Agree 202 40.4%3 Neutral 52 10.4%4 Disagree 83 16.6%5 Strongly Disagree 69 13.8%
500 100%
Interpretation
The above table shows that 40.4% of the respondents agree that there is work pressure
during working hours,18.8% of the respondents strongly agree that there is work pressure
during working hours ,16.6% of the respondents disagree that there is work pressure during
working hours, 13.8% of the respondents strongly disagree that there is work pressure during
working hours, 10.4% of the respondents are falls under the neutral category.
‘
CHART NO: 4.1.13
48
WORK PRESSURE DURING WORKING HOURS
Strongly Agree Agree Neutral Disagree Strongly
Disagree
0
5
10
15
20
25
30
35
40
45
Percentage
Percentage
TABLE NO: 4.1.14
49
FORCED TO WORK OVERTIME
S.no Participation No of Respondent Percentage1 Yes 236 47.2%2 No 264 52.8%
500 100%
Interpretation
The above table shows that 52.8% of respondents do not agree that they are forced
to work overtime, 47.2% agree that they are forced to work overtime
50
CHART NO: 4.1.14
FORCED TO WORK OVER TIME
Yes No44
45
46
47
48
49
50
51
52
53
54
Percentage
Percentage
51
TABLE NO: 4.1.15
SALARY OFFERED
S.no Participation No of Respondent Percentage1 Highly satisfied 97 19.4%2 Satisfied 126 25.2%3 Neutral 133 26.6%4 Dissatisfied 117 23.4%5 Highly dissatisfied 27 5.4%
500 100%
Interpretation
The above table shows that 26.6% of the respondents are falls under the neutral category
with salary offered, 25.2% of the respondents are satisfied with salary offered , 23.4% of the
respondents dissatisfied with salary offered, 19.4% of respondents are highly satisfied with
salary offered, 5.4% of the respondents are highly dissatisfied with salary offered.
52
CHART NO: 4.1.15
SALARY OFFERED OF THE RESPONDENTS
Hghly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied0
5
10
15
20
25
30
Percentage
Percentage
53
TABLE NO: 4.1.16
SAFETY MEASURES ADOPTED
S.no Participation No of Respondent Percentage1 Highly satisfied 122 24.4%2 Satisfied 112 22.4%3 Neutral 110 22%4 Dissatisfied 110 22%5 Highly dissatisfied 46 9.2%
500 100%
Interpretation
The above table shows that 24,4% of the respondents are highly satisfied with safety
measures adopted, 22.4% of the respondents are satisfied with safety measures adopted, 22%
of the respondents both neutral and dissatisfied with safety measures adopted, 9.2% of
respondents are highly dissatisfied with safety measures adopted.
54
CHART NO: 4.1.16
SAFETY MEASURES ADOPTED
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied0
5
10
15
20
25
30
Percentage
Percentage
55
TABLE NO: 4.1.17
REWARDS AND RECOGNITION FOR YOUR ACHIEVEMENTS
S.no Participation No of Respondent Percentage1 Highly satisfied 132 26.4%2 Satisfied 163 32.6%3 Neutral 91 18.2%4 Dissatisfied 89 17.8%5 Highly dissatisfied 25 5%
500 100%
Interpretation
The above table shows that 32.6% of the respondents are satisfied with rewards and
recognition, 26.4% of the respondents are highly satisfied with rewards and recognition,
18.2% of the respondents are falls under the neutral category, 17.8% of respondents are
dissatisfied with rewards and recognition , 5% of the respondents are highly dissatisfied with
rewards and recognition.
56
CHART NO: 4.1.17
REWARDS AND RECOGNITION FOR YOUR ACHIEVEMENTS
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied0
5
10
15
20
25
30
35
Percentage
Percentage
57
TABLE NO: 4.1.18
LEAVE BENEFITS
S.no Participation No of Respondent Percentage1 Highly satisfied 168 33.6%2 Satisfied 100 20%3 Neutral 50 10%4 Dissatisfied 75 15%5 Highly dissatisfied 107 21.4%
500 100%
Interpretation
The above table shows that 33.6% of the respondents are highly satisfied with leave
benefits, 21.4% of the respondents are highly dissatisfied with leave benefits, 20% of the
respondents satisfied with leave benefits, 15% of respondents are dissatisfied, 10% of the
respondents falls under the neutral category.
58
CHART NO: 4.1.18
LEAVE BENEFITS
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied0
5
10
15
20
25
30
35
40
Percentage
Percentage
59
TABLE NO: 4.1.19
INSURANCE
S.no Participation No of Respondent Percentage1 Highly satisfied 60 12%2 Satisfied 134 26.8%3 Neutral 186 37.2%4 Dissatisfied 65 13%5 Highly dissatisfied 55 11%
500 100%
Interpretation
The above table shows that 37.2% of the respondents falls under the neutral category with
insurance, 26.8% of the respondents are satisfied with insurance , 13% of the respondents are
dissatisfied with insurance, 12% of respondents are highly satisfied with insurance,11% of
the respondents are highly dissatisfied with insurance.
60
CHART NO: 4.1.19
INSURANCE OF THE RESPONDENTS
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied0
5
10
15
20
25
30
35
40
Percentage
Percentage
61
TABLE NO: 4.1.20
HEALTH RELATED BENEFITS
S.no Participation No of Respondent Percentage1 Highly satisfied 120 24%2 Satisfied 82 16.4%3 Neutral 14 2.8%4 Dissatisfied 129 25.8%5 Highly dissatisfied 155 31%
500 100%
Interpretation
The above table shows that 31% of the respondents are highly dissatisfied with health
related benefits, 25.8% of the respondents are dissatisfied with health related benefits, 24% of
the respondents highly satisfied with health related benefits, 16.4% of respondents are
satisfied with health related benefits, 2.8% of respondents falls under the neutral category
with health related benefits .
62
CHART NO: 4.1.20
HEALTH RELATED BENEFITS
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied0
5
10
15
20
25
30
35
Percentage
Percentage
63
TABLE NO: 4.1.21
JOB ROTATION AND NEW ASSIGNMENT
S.no Participation No of Respondent Percentage1 Highly satisfied 117 23.4%2 Satisfied 231 46.2%3 Neutral 28 5.6%4 Dissatisfied 32 6.4%5 Highly dissatisfied 92 18.4%
500 100%
Interpretation
The above table shows that 46.4% of the respondents are satisfied job with rotation and
new assignments, 23.4% of the respondents are highly satisfied job with rotation and new
assignments, 18.4% of the respondents highly dissatisfied , 6.4% of respondents are
dissatisfied job with rotation and new assignments, 5.6% of respondents are falls under
neutral category.
64
CHART NO: 4.1.21
JOB ROTATION AND NEW ASSIGNMENT
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied0
5
10
15
20
25
30
35
40
45
50
Percentage
Percentage
65
NO: 4.1.22
TRANSPORT
S.no Participation No of Respondent Percentage1 Highly satisfied 116 23.2%2 Satisfied 74 14.8%3 Neutral 16 3.2%4 Dissatisfied 228 45.6%5 Highly dissatisfied 66 13.2%
500 100%
Interpretation
The above table shows that 45.6% of the respondents are dissatisfied with transports,
23.2% of the respondents are highly satisfied with transports, 14.8% of the respondents
highly satisfied with transports, 13.2% of respondents are highly dissatisfied with transports,
3.2% of respondents are falls under the neutral category.
66
CHART NO: 4.1.22
TRANSPORT
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied0
5
10
15
20
25
30
35
40
45
50
Percentage
Percentage
---
67
TABLE NO: 4.1.23
ACCOMMODATION
S.no Participation No of Respondent Percentage1 Highly satisfied 90 18%2 Satisfied 55 11%3 Neutral 40 8%4 Dissatisfied 92 18.4%5 Highly dissatisfied 223 44.6%
500 100%
Interpretation
The above table shows that 44.6% of the respondents are highly dissatisfied with
accommodation,18.4% of the respondents are dissatisfied with accommodation, 18% of the
respondents stay highly satisfied with accommodation, 11% of respondents are satisfied with
accommodation, 8% of respondents are falls under the neutral category with accommodation.
68
CHART NO: 4.1.23
ACCOMMODATION
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied0
5
10
15
20
25
30
35
40
45
50
Percentage
Percentage
69
TABLE NO: 4.1.24
LIGHTING FACILITIES
S.no Participation No of Respondent Percentage1 Highly satisfied 98 19.6%2 Satisfied 202 40.4%3 Neutral 43 8.6%4 Dissatisfied 39 7.8%5 Highly dissatisfied 118 23.6%
500 100%
Interpretation
The above table shows that 40.4% of the respondents are satisfied with lighting
facilities, 23.6% of the respondents are highly dissatisfied with lighting facilities, 19.6% of
the respondents highly satisfied with lighting facilities, 8.6% of respondents are falls under
the neutral category with lighting facilities, 7.8% of the respondents are dissatisfied with
lighting facilities.
70
CHART NO: 4.1.24
LIGHTING FACILITIES OF THE RESPONDENTS
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied0
5
10
15
20
25
30
35
40
45
Percentage
Percentage
71
TABLE NO: 4.1.25
VENTILATION
S.no Participation No of Respondent Percentage1 Highly satisfied 132 26.4%2 Satisfied 97 19.4%3 Neutral 48 9.6%4 Dissatisfied 132 26.4%5 Highly dissatisfied 91 18.2%
500 100%
Interpretation
The above table shows that 26.4% of respondents are highly satisfied with ventilation,
26.4% of respondents are highly dissatisfied with ventilation, 19.4% of the respondents are,
satisfied with ventilation, 18.2% of the respondents are highly dissatisfied with ventilation,
9.6% of respondents are falls under the neutral category.
72
CHART NO: 4.1.25
VENTILATION
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied0
5
10
15
20
25
30
Percentage
Percentage
73
TABLE NO: 4.1.26
ADEQUATE RESOURCES TO PERFORM THE JOB
S.no Participation No of Respondent Percentage1 Highly satisfied 60 12%2 Satisfied 98 19.6%3 Neutral 46 9.2%4 Dissatisfied 77 15.4%5 Highly dissatisfied 219 43.8%
500 100%
Interpretation
The above table shows that 43.8% of the respondents are highly dissatisfied with adequate
resources , 19.6% of the respondents are satisfied with adequate resources,15.4% of the
respondents dissatisfied with adequate resources, 12% of respondents are highly satisfied
with adequate resources, 9.2% of the respondents are falls under the neutral category with
adequate resources.
74
CHART NO: 4.1.26
ADEQUATE RESOURCES TO PERFORM THE JOB
75
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied05
101520253035404550
Percentage
Percentage
4.2.1 CHI – SQUARE TEST
CROSS TABULATION BETWEEN AGE AND JOB SECURITY
Case Processing Summary
Cases
Valid Missing Total
N Percent N Percent N Percent
Age * jobsecurity
500 100.0% 0 .0% 500 100.0%
Age * jobsecurityCrosstabulation
Count
Jobsecurity
TotalA b c D E
Age A 12 67 15 8 5 107
B 5 105 20 15 4 149
C 4 28 12 6 5 55
D 6 40 8 8 9 71
E 3 49 6 5 2 65
F 3 33 9 8 0 53
Total 33 322 70 50 25 500
Null Hypothesis (Ho) - There is no significant relationship betweenAge and Job security
Alternative Hypothesis (H1) - There is a significant relationship between Age and Job security
76
FORMULA:
2 = (O-E) 2/E
E = Row Total Column Total / Gender Total
Chi-Square Tests
Value df Asymp. Sig. (2-sided)
Pearson Chi-Square 32.856a 20 .035
Likelihood Ratio 32.734 20 .036
N of Valid Cases500
a. 8 cells (26.7%) have expected count less than 5. The minimum expected count is 2.65.
INTERPRETATION:
Since the calculated value of 2 is greater than the table value @ 5% level of significant, so
the Alternative hypothesis (H1) is rejected.
So we can accept null hypothesis that i.e. there is significant relationship between age and job
security.
4.2.2 CHI – SQUARE TEST
77
CROSS TABULATION BETWEEN EDUCATIONAL QUALIFICATION AND
OPINION ABOUT YOUR JOB
Case Processing Summary
Cases
Valid Missing Total
N Percent N Percent N Percent
Educational * Feel
job500 100.0% 0 .0% 500 100.0%
Educational * Feel job Cross tabulation
Count
Feel job
TotalA B c D
Educatio a 23 65 5 4 97
b 37 153 50 14 254
c 29 68 20 7 124
d 4 11 8 2 25
Total 93 297 83 27 500
Null Hypothesis (Ho) - There is no significant relationship between Educational Qualification and feel about your job.
Alternative Hypothesis (H1) - There is a significant relationship between Educational Qualification and feel about your job.
FORMULA:
78
2 = (O-E) 2/E
E = Row Total Column Total / Gender Total
Chi-Square Tests
Value Df Asymp. Sig. (2-sided)
Pearson Chi-Square 20.935a 9 .013
Likelihood Ratio 22.953 9 .006
N of Valid Cases 500
a. 3 cells (18.8%) have expected count less than 5. The minimum expected count is
1.35.
INTERPRETATION:
Since the calculated value of 2 is greater than the table value @ 5% level of significant,
so the Alternative hypothesis (H1) is rejected.
So we can accept null hypothesis that i.e. there is significant relationship between
educational qualification and feel about job.
CHAPTER V
FINDINGS AND SUGGESTIONS
79
5.1 FINDINGS
61.8% of the respondents are male.
29.8% of the respondents are under the age group of 21-25 years.
72.4% of the respondents are married.
50.8% of the respondents have completed diploma.
47.4% of the respondents have an monthly income of Rs5001-10000.
59.6% of the respondents have an experience of 3-5 years.
64.4% of the respondents are satisfied with job security
59.4% of the respondents feel that their job is interesting.
37.6% of the respondents are falls under the neutral category organization
treating you respectful.
52.8% of the respondents are satisfied with rules and regulation.
33.8% of the respondents are strongly agree with work life balance is
supported by his organization.
44.2% of the respondents agree that there are opportunities for growth and
development.
40.4% of the respondents agree that there is work pressure during working
hours.
The above table shows that 52.8% of respondents do not agree that they are
forced to work overtime.
26.6% of the respondents are falls under the neutral category with salary offered.
24,4% of the respondents are highly satisfied with safety measures adopted.
32.6% of the respondents are satisfied with rewards and recognition.
80
33.6% of the respondents are highly satisfied with leave benefits.
37.2% of the respondents falls under the neutral category with insurance.
31% of the respondents are highly dissatisfied with health related benefits.
46.4% of the respondents are satisfied job with rotation and new assignments.
45.6% of the respondents are dissatisfied with transports.
44.6% of the respondents are highly dissatisfied with accommodation.
40.4% of the respondents are satisfied with lighting facilities.
The above table shows that 26.4% of respondents are highly satisfied with
ventilation, 26.4% of respondents are highly dissatisfied with ventilation,
19.4% of the respondents are, satisfied with ventilation
The above table shows that 43.8% of the respondents are highly dissatisfied
with adequate resources.
5.2 SUGGESTIONS
Competitive and fair compensation can be provided to the employees.
Allowances can be increased.
Job rotation can be implemented to avoid boredom in work
Organization should provide health related benefits to the employees.
Training must be provided to the employees to improve their skills.
81
Counseling and motivation should be provided to the employees.
Canteen facilities should be improved.
Rewards and recognition should be provided to the employees based on their
performance.
Flexible working hours can be followed to maintain work life balance of
employees.
There should be an open, responsive and two way communication between the
management and the employees.
5.3 CONCLUSION
Employee retention is a process in which the employees are encouraged to
remain with the organization for the maximum period of time or until the completion of the
project. Employee retention is beneficial for the organization as well as the employees.
Employees comprise the most vital assets of the company. In a work place where employees
are not able to use their full potential and not heard and valued, they are likely to leave
82
because of stress and frustration. As soon as they feel dissatisfied with the current employer
or the job, they switch over to the next job. It is the responsibility of the employer to retain
their best employees. If they don’t they would be left with no good employees. A good
employer should know how to attract and retain its employees.
Employee retention is very important for the success of the organization. Organizations
should give best effort to keep their desirable employees (especially talented and experienced
workers) to meet their organizational goals and objectives. Moreover, organizations should
take some initiative actions or strategies to reduce their employee turnover to save their
valuable knowledge (company information, customers’ information, current projects and past
history) and expenses (hiring cost, and training cost)
APPENDIX
A STUDY ON EMPLOYEE RETENTION WITH SPECIAL
REFERENCE TO AMIRTHA MILK, ERODE.
Questionnaire:
83
1.Name :
2.Gender : a) Male b) Female
3.Age a) Below 20 years b) 21 – 25 c) 26 - 30 years
d) 31- 35 years e) 36- 40 years f) above 40
1. Marital status : a) Single b) Married
5.Educational Qualification : a) Up to school level b) Diploma c) Under Graduate
d) Others(please specify)__
6.Monthly income (in rupees) : a) Below5000 b) Rs.5000-10000 c) Rs.10001-
20000 d)Rs.20001-25000 e) Above 25000
7.Work experience (in years) : a) 0 - 2 years b) 3-5 years c) 6-10 years
d)Above10 years
8.Mention your level of satisfaction on job security
a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly
dissatisfied
9.How do you feel about your job.
a) Challenging b) Interesting c) Monotonous d) Boring
10.Reason for employee turnover or attrition is.
a) Salary b) Allowances c) High stress d) Long travel
e) Imbalance of personal and work life f) work environment g) relationship with
supervisors h) relationship with co-workers i) Others(please specify)__
11.Organization is treating you in a respectful way.
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
84
12.What is your opinion about the company rules and regulation.
a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly
dissatisfied
13.Work life balance is supported by this organization.
a) Highly satisfied b) Satisfied c) Neutral
d) Dissatisfied e) Highly dissatisfied
14.Organization provides opportunities for your growth and development.
a) Strongly Agree b) Agree c) Neutral
d) Disagree e) Strongly Disagree
15.Which of the following factor retains you in the same organization.
a) Scale of pay b) Interpersonal Relationship
c) Working Environment d) Job Involvement
e) Job rotation f) Others (please specify)__
16.There is work pressure during your working hours.
a) Strongly Agree b) Agree c) Neutral
d) Disagree e) Strongly Disagree
17.Are you forced to work overtime.
a) Yes b) No
18.Is Employee counseling given by the organization.
a) Yes b) No
19.How far you are satisfied with salary offered by the company.
a) Highly satisfied b) Satisfied c) Neutral
d) Dissatisfied e) Highly dissatisfied
20.How do you feel about the safety measures adopted by the company.
85
a) Highly satisfied b) Satisfied c) Neutral
d) Dissatisfied e) Highly dissatisfied
21.How do you feel about the rewards and recognition for your achievements.
a) Highly satisfied b) Satisfied c) Neutral
d) Dissatisfied e) Highly dissatisfied
Mention your satisfaction level for following factor:
S.No FactorsHighly satisfied
Satisfied Natural DissatisfiedHighly dissatisfied
22 Leave benefits (including sick, vacation, personal, paid holidays)
23 Insurance24 Health related benefits25 Job rotation and new assignment26 Transport27 Accommodation28 Lighting facilities29 Ventilation30 Adequate resources to perform
the job
31. Suggestion for improving employee retention.
_________________________________________________________
BIBLIOGRAPHY
Books:
Kothari C.R., Second Edition (2003), Research Methodology
Michael Armstrong 4th edition-2009, Strategic Human Resource Management.
86
Website:
www.originitfs.com
mba.blogspot.com
http://www.professionalquest.com
http://www.medscape.com/viewarticle/449690
http://www.firstresearch.com
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