A Study On Employee Retention r1060
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A STUDY ON EMPLOYEE RETENTION TABLE OF CONTENTS CHAPTER NO.
TITLE
PAGE NO. 1
INTRODUCTION 1.3 INTRODUCTION TO THE STUDY 1.3.1
Objectives of the study
1.3.2
Need of the study
1.3.3
Scope of the study
1.3.4
Limitations of the study
2
REVIEW OF LITERATURE
3
RESEARCH METHODOLOGY 3.1 RESEARCH DESIGN 3.2 SAMPLING TECHNIQUE 3.3 SAMPLE SIZE 3.4 DATA COLLECTION METHOD 3.5 STATISTICAL TOOLS USED
4
DATA ANALYSIS
5
FINDINGS
6
SUGGESTIONS
7
CONCLUSION
ANNEXURES BIBLIOGRAPHY
LIST OF TABLES S.NO
TITLE
4.1.1 4.1.2 4.1.3 4.1.4 4.1.5 4.1.6 4.1.7 4.1.8 4.1.9 4.1.10 4.1.11 4.1.12
Position category of the employees Years of experience of the employees Employees satisfaction towards work environment Employees satisfaction towards incentives provided by the organization Opinion about management’s interest in motivating employees Employees opinion about opportunities for growth and promotion Employees opinion about their career development in the organization Employees response towards the welfare policies offered by the organization Factors motivating the employees Employees opinion about stress due to overwork What did the employees like more about the company Employees opinion about the medical facilities offered by the company
4.1.13 Employees response towards performance appraisal system followed in the company 4.1.14 Employees opinion about balancing the work life and personal life 4.1.15 Employees satisfaction level towards the Grievance handling system followed in the company 4.1.16 Whether company welcomes new ideas and innovation from the employees 4.1.17 Employees satisfaction level regarding superior subordinate relationship
LIST OF CHARTS
Page No
Page
S.NO
TITLE
4.1.1 4.1.2 4.1.3 4.1.4 4.1.5 4.1.6 4.1.7 4.1.8 4.1.9 4.1.10 4.1.11 4.1.12
Position category of the employees Years of experience of the employees Employees satisfaction towards work environment Employees satisfaction towards incentives provided by the organization Opinion about management’s interest in motivating employees Employees opinion about opportunities for growth and promotion Employees opinion about their career development in the organization Employees response towards the welfare policies offered by the organization Factors motivating the employees Employees opinion about stress due to overwork What did the employees like more about the company Employees opinion about the medical facilities offered by the company
No
4.1.13 Employees response towards performance appraisal system followed in the company 4.1.14 Employees opinion about balancing the work life and personal life 4.1.15 Employees satisfaction level towards the Grievance handling system followed in the company 4.1.16 Whether company welcomes new ideas and innovation from the employees 4.1.17 Employees satisfaction level regarding superior subordinate relationship
1.3 INTRODUCTION TO THE STUDY In todays scenario retaining the employees in the organization is becoming a challengeable job. Hiring knowledgeable people for the job is essential for an employer. But retention is even more important than hiring. The employees are valuable assets to the organization so it is the responsibility for the organization to develop the strategies inorder to retain the employees. Employee attrition may be due to various factors such as lack of growth opportunities, dissatisfaction with the working environment,
lower pay
etc... 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 organization to retain their
best employees. The organization should satisfy the needs and wants of the employees working in the organization which helps in reducing employee turn over. Employee retention greatly constitute for the growth of the organization.
1.3.1 OBJECTIVES PRIMARY OBJECTIVE: To reduce the employees turn over in the organization. SECONDARY OBJECTIVE: •
To retain the experienced and skillful employees within the organization.
•
To reduce the cost of turn over.
•
To identify the factors causing dissatisfaction of the employees
•
To identify the factors motivating the employees
1.3.2 NEED OF THE STUDY
In today’s scenario employees turnover is getting increased day by day which affects the growth of the company. Employees turnover causes huge loss for the company, which invests a lot of money in training them. The study helps to identify the factors causing dissatisfaction, to the employees and thereby reducing the employees exiting the profession.
1.3.3 SCOPE OF THE STUDY
By identifying the factors causing employee turn over, the organization can develop and maintain the strategies that help them to retain their employees. This study helps the management to analyze the factors that motivates the employees. By identifying the factors of motivation management may concentrate on those motivating factors in order to create job satisfaction. Providing job satisfaction to the employees will increase employee loyalty which in turn helps the organization to retain their employees.
1.3.4 LIMITATIONS OF THE STUDY
•
Due to time constraint the study is restricted only to limited respondents
•
The information collected may not be accurate.
•
Some respondents have not responded to all the questions.
•
The data given by the respondents may be personally biased.
•
Area of the study is confined to the employees in Chennai only.
2. REVIEW OF LITERATURE
Employee turnover rates have, within the last several years, become a nationwide epidemic. Employees no longer feel the sense of company loyalty that once existed. By developing multivariate models that combine a number of factors contributing to turnover and empirically testing the models researchers have sought to predict why individuals leave organizations. Many studies are based on only a small number of variables which often only explain a small amount of variability in turnover. Another criticism of turnover studies is that they do not adequately capture the complex psychological processes involved in individual turnover decisions. Meta-analyses’ of Cotton and Tuttle (1986); Hom et al (1992); Griffeth et al (2000); Steer and Ovalle (1984); Tett and Meyer (1993) have simulated a large number of predictors and antecedents of employee turnover Many studies such as March and Simon (1958); Price and Mueller (1986); Mobley et al.(1979); Sheridan and Abelson’s (1983) etc. have built theoretical models on employee turnover. There have been 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 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. William M. Mercer, Inc. (1998) discovered, when surveying 206 medium to large companies in 1998, businesses high turnover often lost employees because of dissatisfaction with compensation. Research on the impact of unemployment rates as a proxy for actual opportunities in employee
turnover
revealed
that
unemployment
rates
affected
the
job-
satisfaction/turnover intent relationship but not actual turnover (Kirshenbaum & ManoNegrin, 1999). Elangovan (2001) noted that the notion of job satisfaction and organizational commitment being causally related has not been incorporated in most turnover models. His study indicated there were strong causal links between stress and satisfaction (higher stress leads to lower satisfaction) and between satisfaction and commitment (lower satisfaction leads to lower commitment). He further noted a reciprocal relationship between commitment and turnover intentions A recent study of turnover by Boxall et al (2003) in New Zealand confirmed the view that motivation for job change is multidimensional and that no one factor will explain it.
3. RESEARCH METHODOLOGY 3.1 RESEARCH DESIGN A research design is purely and simply the framework or plan for a study that guides the collection and analysis of the data. The function of research design is to ensure that the required data are collected accurately and economically. The Research design used in the study was descriptive research design. The descriptive study
portrays the characteristics of a group or an individual or situation.
3.2 SAMPLING TECHNIQUE The sampling technique used in this study is Stratified sampling. 3.3 SAMPLE SIZE The sample size used in this study is 50. The universe of the study includes employees in HR . In HMIL the total number of employee in HR are 89. Out of them 50 are selected for the study. 3.4 DATA COLLECTION METHOD Based on the nature and purpose of study there are various modes of data collection. Data sources can be classified into two categories namely primary and secondary sources. Primary data: The primary data are collected from structured form of questionnaire. The questionnaire consists of multiple choices, dichotomous and ranking type of questions.
Secondary data: The secondary data are collected through company records and journals 3.5 STATISTICAL TOOLS USED The statistical tools used in this study are 1. chi- square analysis 2. Weighted average method
CHI - SQUARE TEST Chi – square test is an important non – parametric test and as such no test is necessary in respect of the type of population. We required only the degree of freedom (implicit of course the size of the sample) for using this test. As a non – parametric test, Chi – square can be used (i) as a test of goodness of fit and (ii) as a test of independence. Since the researcher used test of independence only the details about test of independence is given below. TEST OF INDEPENDENCE test enables us to explain whether or not two attributes are associated. In order be may apply the chi – square test either as a test to judge the significance of association between attributes, it is necessary that the observe as well as theoritical or expected frequencies must be grouped in the same way and theoritical distribution must be adjusted to give the same total frequency as we find in case of observe distribution. Karl Pearson developed a test for testing the significance of discrepancy between experimental values and the theoritical values obtained under some theory or hypothesis. This test is known as
test of goodness of fit. Karl Pearson proved that statistic =
/E
O – Observed frequency E – Expected frequency is used to test whether difference between observed and expected frequencies are frequent. To find
table value degree of freedom should be calculated. Degree of freedom is
calculated using the formula (r – 1) (c -1). The table value for this degree of freedom is seen using 5% or 1% of significant level.
If
table value is greater than
calculated value, Null hypothesis is accepted or null
hypothesis is rejected. In this study the chi-square test the table value has taken @ 5% level of significance. WEIGHTED AVERAGE METHOD Weighted average can be defined as an average whose components aggregate of the products are divided by the total of weights. One of the imitations of simple arithmetic mean is that it gives equal importance to all the items of the distribution. In certain cases relative importance of all the items in the distribution is not the same where the importance of the items varies. It is essential to allocate weight applied but may vary in different cases. Thus weight age is a number standing for the relative importance of items.
4. DATA ANALYSIS 4.1 PERCENTAGE ANALYSIS TABLE – 4.1.1 CLASSIFICATION OF EMPLOYEES BASED ON THEIR EXPERIENCE S.NO 1 2 3 4 5
Respondents Less than 1 year 1-2 year 2-3 year 3-4 year Above 4 year Total
Response 10 14 10 7 9 50
Percentage 20 28 20 14 18 100
CHART – 4.1.1 CLASSIFICATION OF EMPLOYEES BASED ON THEIR EXPERIENCE
Interpretation: It is infered that 20% of employees has experience less than 1 year, 28% of employees has experience of 1-2 year, 20% of employees has experience of 2-3 year,and 14% of employees has experience of 3-4 year and 18% of employees has experience above 4 years.
TABLE – 4.1.2 POSITION CATEGORY S.No 1 2
Position category Middle Level Managerial Level Total
No. of Respondents 28 22 50
Percentage 56 44 100
CHART– 4.1.2 POSITION CATEGORY
Interpretation: It is infered that 56% of employee belongs to Middle level and 44% of employees belongs to Managerial level.
TABLE – 4.1.3 SATISFACTION TOWARDS THE WORK ENVIRONMENT S.no
Response
Respondents
Percentage
1 2 3 4 5
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total
10 22 11 4 3 50
20 44 22 8 6 100
CHART– 4.1.3 SATISFACTION TOWARDS THE WORK ENVIRONMENT
Interpretation: From the table it is infered that 20% of employees are highly satisfied with the work environmnent,44% of employees are satisfied with the work environmnent,22%
of employees are neutral in satisfaction with the work
environmnent,8% of employees are dissatisfied with the work environmnent and 6% of employees are highly dissatisfied with the work environmnent.
TABLE – 4.1.4 OPINION ABOUT THE INCENTIVES PROVIDED S.no 1 2 3
Response Highly satisfied Satisfied Neutral
Respondents 24 16 7
Percentage 48 32 14
4 5
Dissatisfied Highly dissatisfied Total
3 50
6 100
CHART– 4.1.4 OPINION ABOUT THE INCENTIVES PROVIDED
Interpretation: From the table it is seen that 48% of employees are highly satisfied 32% of employees are satisfied 14% or employees are neutral and 6% of employees are dissatisfied with the incentives provided in the organisation.
TABLE – 4.1.5 THE MANAGEMENT’S INTEREST IN MOTIVATING EMPLOYEES S.no
Response
Respondents
Percentage
1
Strongly agree
20
40
2
Agree
11
22
3
Neutral
14
28
4
Disagree
5
10
Total
50
100
CHART– 4.1.5 THE MANAGEMENT’S INTEREST IN MOTIVATING EMPLOYEES
Interpretation: From the table it is infered that 40% of employees strongly agree,22% of employeesagree,28% of employees are neutral and 10% of employees disagree with the management’s interest in motivating employees.
TABLE – 4.1.6 OPINION ABOUT THE OPPORTUNITIES FOR PROMOTION S.no
Response
Respondents
Percentage
1
Highly satisfied
15
30
2
Satisfied
28
56
3
Dissatisfied
5
10
4
Highly dissatisfied
2
4
Total
50
100
CHART– 4.1.6 OPINION ABOUT THE OPPORTUNITIES FOR PROMOTION
Interpretation:
It is clear that
30% of employees are highly satisfied,56% of
employees are satisfied,10% of employees are dissatisfied and 4% of employees are highly dissatisfied with opportunities for growth and promotion.
TABLE – 4.1.7 SATISFACTION REGARDING THE CAREER DEVELOPMENT S.no 1 2 3 4 5
Response Strongly agree Agree Neutral Disagree Strongly disagree Total
Respondents 10 20 15 2 3 50
Percentage 20 40 30 4 6 100
CHART– 4.1.7 SATISFACTION REGARDING THE CAREER DEVELOPMENT
Interpretation: It is infered that 20% of employees strongly agree,40% of employees agree,30% of employees are neutral 4% of employees are disagree and 6% of employees strongly disagree with the career development in the organisation.
TABLE – 4.1.8 RESPONSE ABOUT THE WELFARE POLICIES PROVIDED S.no 1 2 3 4 5
Response Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total
Respondents 24 17 9 50
CHART – 4.1.8
Percentage 48 34 18 100
RESPONSE ABOUT THE WELFARE POLICIES PROVIDED
Interpretation: 48% of employees are highly satisfied,34% of employees are satisfied and 18% of employees are neutral with the welfare policies provided in the company.
TABLE – 4.1.9 FACTORS MOTIVATING THE EMPLOYEES S.no
Factors
Respondents
Percentage
1
Increase in salary
8
16
2
Promotion
20
40
3
Leave
7
14
4
Power
15
30
Total
50
100
CHART – 4.1.9 FACTORS MOTIVATING THE EMPLOYEES
Interpretation:It is infered that 16% of employees are motivated by the increase in salary,40% of employees are motivated by the promotion,14% of employees are motivated by the leave and 30% of employees are motivated by the power.
TABLE – 4.1.10 STRESS DUE TO OVERWORK S.No 1 2
Response Yes No Total
No. of Respondents 38 12 50
CHART – 4.1.10 STRESS DUE TO OVERWORK
Percentage 76 24 100
Interpretation: It is infered that 76% of employees accepted the fact of stress due to over work in the company and 24% of employees does’nt accepted the fact of stress due to over work.
TABLE – 4.1.11 WHAT DID YOU LIKE MORE ABOUT THE COMPANY S.no
Factors
Respondents
Percentage
1
Compensation
12
24
2
Rewards & Recognition
8
16
3
Job security
5
10
4
Relationship
25
50
Total
50
100
CHART – 4.1.11 WHAT DID YOU LIKE MORE ABOUT THE COMPANY
Interpretation:It is infered that 24% of employees like compensation,16% of employees like rewards&recognition,10% of employees like job security and 50% of employees like relationship in the company.
TABLE – 4.1.12 MEDICAL FACILITIES PROVIDED IN THE ORGANISATION S.No 1 2
Response Yes No Total
No. of Respondents 50 50
Percentage 100 100
CHART – 4.1.12 MEDICAL FACILITIES PROVIDED IN THE ORGANISATION
Interpretation: It is infered that all the respondents are satisfied with the medical facilities offered by the organisation.
TABLE – 4.1.13 RESPONSE TOWARDS THE PERFORMANCE APPRAISAL SYSTEM S.No 1 2
Response Yes No Total
No. of Respondents 35 15 50
Percentage 70 30 100
CHART – 4.1.13 RESPONSE TOWARDS THE PERFORMANCE APPRAISAL SYSTEM
Interpretation: It is infered that 70% of employees are satisfied with the performance appraisal system and 30% of employees are not satisfied with the performance appraisal system followed in the organisation.
TABLE – 4.1.14 OPINION ABOUT BALANCING WORK LIFE AND PERSONAL LIFE S.No 1 2
Response Yes No Total
No. of Respondents 38 12 50
Percentage 76 24 100
CHART – 4.1.14 OPINION ABOUT BALANCING WORK LIFE AND PERSONAL LIFE
Interpretation: It is infered that 76% of employees are satisfied about balancing work life with the personal life and 24% of employees are nt satisfied in balancing the work life with the personal life
TABLE – 4.1.15 OPINION ABOUT GREIVANCE HANDLING SYSTEM S.no
Factors
Respondents
Percentage
1
Highly efficient
12
24
2
Efficient
23
46
3
Inefficient
5
10
4
Highly inefficient
3
6
5
Neither efficient nor inefficient
7
14
Total
50
100
CHART – 4.1.15 OPINION ABOUT GREIVANCE HANDLING SYSTEM
Interpretation: It is infered that 24% of employees accepts highly efficient,46% of employees accepts efficient,10% of employees accepts inefficient,6% of employees accepts highly inefficient and 14% of employees given the opinion of neither efficient nor inefficient for Greivance handling system in the company.
TABLE – 4.1.16 COMPANY WELCOMES NEW IDEAS AND INNOVATION S.No 1 2
Response Yes No Total
No. of Respondents 40 10 50
Percentage 80 20 100
CHART – 4.1.16 COMPANY WELCOMES NEW IDEAS AND INNOVATION
Interpretation: It is infered that 80% of employees responded yes and 20% of employees responded no for company’s interest in entertaining new ideas and innovation from employees.
TABLE – 4.1.17 OPINION ABOUT SUPERIOR SUBORDINATE RELATIONSHIP S.no
Factors
Respondents
Percentage
1
Highly satisfied
12
24
2
Satisfied
22
44
3
Neutral
11
22
4
Dissatisfied
5
10
Total
50
100
CHART – 4.1.17 OPINION ABOUT SUPERIOR SUBORDINATE RELATIONSHIP
Interpretation: It is infered that 24% of employees are highly satisfied,44% of employees are satisfied,22% of employees are neutral and 10% of employees are dissatisfied with superior subordinate relationship.
STATISTICAL TOOLS 4.2 CHI - SQUARE TEST 4.2.1. SATISFACTION WITH THE WORK ENVIRONMENT To determine whether there is significant difference between the nature of work environment and the employee retention H0 : There is no significant difference between the nature of work environment and the employee retention H1 : there is significant difference between the the nature of work environment and the employee retention
S. NO 1 2 3 4 5
Options Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total
No of respondents 10 22 11 4 3
Percentage (%) 20 44 22 8 6
50
100
Expected Frequency = 50/5 = 10
Calculation of
:
Observed
Expected
Frequency (O) 10 22 11 4 3
Frequency (E) 10 10 10 10 10
Calculated ψ^2 = 0 – Observed Frequency E – Expected Frequency Calculated
=23
/E 0 144 1 36 49 TOTAL
0 14.4 0.1 3.6 4.9 23
Degree of freedom = (5-1) = 4 d.f at 5 % level of significance Therefore, Tabulated
=9.488
Since Calculated
> Tabulated
Therefore, we reject the hypothesis. i.e, there is significant difference between the nature of work environment and the employee retention
4.2.2. CAREER DEVELOPMENT IN THE ORGANISATION To determine whether there is significant difference between the career development of employees and the employee retention H0 : There is no significant difference between the career development of employees and the employee retention H 1 : there is significant difference between the career development of employees and the employee retention S. NO 1 2 3 4 5
Options Strongly agree Agree Neutral Disagree Strongly disagree Total
No of respondents 10 20 15 2 3
Percentage (%) 20 40 30 4 6
50
100
Expected Frequency = 50/5 = 10 Calculation of
:
Observed
Expected
Frequency (0) 10 20 15 2 3
Frequency (E) 10 10 10 10 10
/E 0 100 25 64 49 TOTAL
0 10 2.5 6.4 4.9 23.8
Calculated ψ^2 = 0 – Observed Frequency E – Expected Frequency Calculated
=23
Degree of freedom = (5-1) = 4 d.f at 5 % level of significance Therefore, Tabulated Since Calculated
=9.488 > Tabulated
Therefore, we reject the hypothesis. i.e, there is significant difference between the career development of employees and the employee retention
4.3
WEIGHTED AVERAGE METHOD
4.3.1 FACTORS MOTIVATING THE EMPLOYEES Factors Increase
Respondents (Xi) in
Weightage (Wi)
(Wi*Xi)/ ∑Wi
Rank
8
2
1.6
III
20
4
8
I
Leave
7
1
0.7
IV
Power
15
3
4.5
II
Total
50
10
14.8
salary Promotion
Inference:
From the table it is seen that most of the respondents have given first preference to promotion, second preference to power, third preference to increase in salary and fourth preference to leave with respect to the factors motivating them.
4.3.2. GREIVANCE HANDLING SYSTEM IN THE ORGANISATION Options Highly
Respondents (Xi) 12
Weightage (Wi) 5
(Wi*Xi)/ ∑Wi 4
Rank II
efficient Efficient
23
4
6.1
I
Inefficient
5
2
0.66
IV
Highly
3
1
0.2
V
7
3
1.4
III
40
15
12
inefficient Neither efficient nor inefficient Total
Inference: From the table it is seen that most of the respondents have rated first for Efficient, secondly Highly efficient, third rank is for Neither efficient nor inefficient, Inefficient stands fourth, whereas Highly inefficient stands the last that has been improved.
FINDINGS It is infered that 20% of employees has experience less than 1 year, 28% of employees has experience of 1-2 year, 20% of employees has experience of 2-3 year,and 14% of employees has experience of 3-4 year and 18% of employees has experience above 4 years.
It is infered that 56% of employee belongs to Middle level and 44% of employees belongs to Managerial level
From the table it is infered that 20% of employees are highly satisfied with the work environmnent,44% are satisfied with the work environmnent,22% are neutral in satisfaction with the work environmnent,8% are dissatisfied with the work environmnent and 6% are highly dissatisfied with the work environmnent.
From the table it is seen that 48% of employees are highly satisfied 32% are satisfied 14% are neutral and 6% are dissatisfied with the incentives provided in the organisation.
From the table it is infered that 40% of employees strongly agree,22%
of
employees agree,28% of employees are neutral and 10% of employees disagree with the management’s interest in motivating employees. It is clear that 30% of employees are highly satisfied,56% of employees are satisfied,10% of employees are dissatisfied
and 4% of employees are highly
dissatisfied with opportunities for growth and promotion. It is infered that 20% of employees strongly agree,40% of employees agree,
30% of employees are neutral 4% of employees are disagree and 6% strongly disagree with the career development in the organisation
It is clear that 48% of employees are highly satisfied, 34% are satisfied and 18% of employees are neutral with the welfare policies provided in the company.
It is infered that 16% of employees are motivated by the increase in salary,40% of
employees are motivated by the promotion,14% of employees are motivated by the leave and 30% of employees are motivated by the power.
It is infered that 76% of employees accepted the fact of stress due to over work in the company and 24% of employees does’nt accepted the fact of stress due to over work.
It is infered that 24% of employees like compensation,16% of employees like
rewards&recognition,10% of employees like job security and 50% of employees like relationship in the company.
It is infered that all the respondents are satisfied with the medical facilities offered by the organisation.
It is infered that 70% of employees are satisfied with the performance appraisal system and 30% of employees are not satisfied with the performance appraisal system followed in the organisation. It is infered that 76% of employees are satisfied about balancing work life with the personal life and 24% of employees are not satisfied in balancing the work life with the personal life It is infered that 24% of employees accepts highly efficient,46% of employees accepts efficient,10% of employees accepts inefficient,6% of employees accepts highly inefficient and 14% of employees given the opinion of neither efficient nor inefficient for Greivance handling system in the company. It is infered that 80% of employees responded yes and 20% of employees responded no for company’s interest in entertaining new ideas and innovation from employees.
It is infered that 24% of employees are highly satisfied,44% of employees are satisfied,22% of employees are neutral and 10% of employees are dissatisfied with superior subordinate relationship
SUGGESTIONS The Management should take efforts in motivating the employees working in the organization. The Organization should concentrate on the career development of the employees The job stress experienced by the employees can be reduced by increasing the manpower in the organization. The management should create growth opportunities for the employees Grievance handling system can be made more efficient which results in increased level of satisfaction among the employees. Employees should be recognized for their work. This enables a better superior Sub ordinate relationship within the organization. The management should provide a better work environment which results in job satisfaction to the employees.
CONCLUSION In order to retain the employees within the organization, their complaints should be resolved immediately. Many complaints can become grievances if unnoticed. The Grievance Handling system should be made more efficient in the organization. The employees are valuable assets to the organization retaining them is considered to be more essential.. The organization has to motivate the employees. Motivation increases performance level, it lowers employee turnover. Motivation ensures stability of workforce and hence the stability of the organization. The organization has to concentrate in career development of their employees. The increased attention to and concern for individual careers generate more organizational loyalty and therefore lower employee turnover. Organizations should proactively recognize the benefits of understanding, managing and improving employee loyalty.
QUESTIONNAIRE 1. Name:
(Optional)
2. Years of experience: a) Less than 1 year b) 1-2 year c) 2-3 year d) 3-4 year e) Above 4 year 3. Position category:
a) Middle level
b) Managerial level
4. Are you satisfied with the work environment? a) Highly satisfied
b) Satisfied
c) Neutral d) Dissatisfied e) Highly dissatisfied
5. Are you satisfied with the incentive provided by the organization? a) Highly satisfied
b) Satisfied
c) Neutral d) Dissatisfied e) Highly dissatisfied
6. Management is really interested in motivating people a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e)Strongly disagre
7. Give your opinion about the opportunities for growth and promotion a) Highly satisfied
b) Satisfied
c) Dissatisfied d) Highly dissatisfied
8. Employees are satisfied with career development at the organization a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
9. Are you satisfied with the company’s welfare policies towards the employee? a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
10. Rank the following factors which motivate you the most a) Increase in salary
b) Promotion
11. Stress due to overwork
a) Yes
c) Leave
d) Power
b) No
12. What did you like more about the company? a) Compensation
b) Rewards Recognition
c) Job security
d) Relationship
13. Does the Organization provide medical facilities as and when needed? a) Yes
b) No
14. Are you happy with the performance appraisal system? a) Yes
b) No
15. Are you able to balance work life and personal life? a) Yes
b) No
16. How effective is the Grievance Handling system?
a) Highly efficient
b) Efficient
c) Inefficient
d) Highly inefficient
e) neither efficient nor inefficient 17. Whether the company welcomes new ideas and innovations?
a) Yes
18. Your level of satisfaction regarding superior subordinate relationship a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
BIBLIOGRAPHY 1.
Managing Human Resources, Tata McGraw - Bohlander, Snell, 2005
2. Personnel Management by C B Mamoria. 3. Research Methodology – C.R Kothari 4. Statistical Method by S.P Gupta 5. Human Resource Management - K. Ashwathapa WEBSITES:
www.about.com
www.idoub.com
www.hyundai-motor.com
www.askforhrd.com
b) No
TITLE
PAGE NO. 1
INTRODUCTION 1.3 INTRODUCTION TO THE STUDY 1.3.1
Objectives of the study
1.3.2
Need of the study
1.3.3
Scope of the study
1.3.4
Limitations of the study
2
REVIEW OF LITERATURE
3
RESEARCH METHODOLOGY 3.1 RESEARCH DESIGN 3.2 SAMPLING TECHNIQUE 3.3 SAMPLE SIZE 3.4 DATA COLLECTION METHOD 3.5 STATISTICAL TOOLS USED
4
DATA ANALYSIS
5
FINDINGS
6
SUGGESTIONS
7
CONCLUSION
ANNEXURES BIBLIOGRAPHY
LIST OF TABLES S.NO
TITLE
4.1.1 4.1.2 4.1.3 4.1.4 4.1.5 4.1.6 4.1.7 4.1.8 4.1.9 4.1.10 4.1.11 4.1.12
Position category of the employees Years of experience of the employees Employees satisfaction towards work environment Employees satisfaction towards incentives provided by the organization Opinion about management’s interest in motivating employees Employees opinion about opportunities for growth and promotion Employees opinion about their career development in the organization Employees response towards the welfare policies offered by the organization Factors motivating the employees Employees opinion about stress due to overwork What did the employees like more about the company Employees opinion about the medical facilities offered by the company
4.1.13 Employees response towards performance appraisal system followed in the company 4.1.14 Employees opinion about balancing the work life and personal life 4.1.15 Employees satisfaction level towards the Grievance handling system followed in the company 4.1.16 Whether company welcomes new ideas and innovation from the employees 4.1.17 Employees satisfaction level regarding superior subordinate relationship
LIST OF CHARTS
Page No
Page
S.NO
TITLE
4.1.1 4.1.2 4.1.3 4.1.4 4.1.5 4.1.6 4.1.7 4.1.8 4.1.9 4.1.10 4.1.11 4.1.12
Position category of the employees Years of experience of the employees Employees satisfaction towards work environment Employees satisfaction towards incentives provided by the organization Opinion about management’s interest in motivating employees Employees opinion about opportunities for growth and promotion Employees opinion about their career development in the organization Employees response towards the welfare policies offered by the organization Factors motivating the employees Employees opinion about stress due to overwork What did the employees like more about the company Employees opinion about the medical facilities offered by the company
No
4.1.13 Employees response towards performance appraisal system followed in the company 4.1.14 Employees opinion about balancing the work life and personal life 4.1.15 Employees satisfaction level towards the Grievance handling system followed in the company 4.1.16 Whether company welcomes new ideas and innovation from the employees 4.1.17 Employees satisfaction level regarding superior subordinate relationship
1.3 INTRODUCTION TO THE STUDY In todays scenario retaining the employees in the organization is becoming a challengeable job. Hiring knowledgeable people for the job is essential for an employer. But retention is even more important than hiring. The employees are valuable assets to the organization so it is the responsibility for the organization to develop the strategies inorder to retain the employees. Employee attrition may be due to various factors such as lack of growth opportunities, dissatisfaction with the working environment,
lower pay
etc... 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 organization to retain their
best employees. The organization should satisfy the needs and wants of the employees working in the organization which helps in reducing employee turn over. Employee retention greatly constitute for the growth of the organization.
1.3.1 OBJECTIVES PRIMARY OBJECTIVE: To reduce the employees turn over in the organization. SECONDARY OBJECTIVE: •
To retain the experienced and skillful employees within the organization.
•
To reduce the cost of turn over.
•
To identify the factors causing dissatisfaction of the employees
•
To identify the factors motivating the employees
1.3.2 NEED OF THE STUDY
In today’s scenario employees turnover is getting increased day by day which affects the growth of the company. Employees turnover causes huge loss for the company, which invests a lot of money in training them. The study helps to identify the factors causing dissatisfaction, to the employees and thereby reducing the employees exiting the profession.
1.3.3 SCOPE OF THE STUDY
By identifying the factors causing employee turn over, the organization can develop and maintain the strategies that help them to retain their employees. This study helps the management to analyze the factors that motivates the employees. By identifying the factors of motivation management may concentrate on those motivating factors in order to create job satisfaction. Providing job satisfaction to the employees will increase employee loyalty which in turn helps the organization to retain their employees.
1.3.4 LIMITATIONS OF THE STUDY
•
Due to time constraint the study is restricted only to limited respondents
•
The information collected may not be accurate.
•
Some respondents have not responded to all the questions.
•
The data given by the respondents may be personally biased.
•
Area of the study is confined to the employees in Chennai only.
2. REVIEW OF LITERATURE
Employee turnover rates have, within the last several years, become a nationwide epidemic. Employees no longer feel the sense of company loyalty that once existed. By developing multivariate models that combine a number of factors contributing to turnover and empirically testing the models researchers have sought to predict why individuals leave organizations. Many studies are based on only a small number of variables which often only explain a small amount of variability in turnover. Another criticism of turnover studies is that they do not adequately capture the complex psychological processes involved in individual turnover decisions. Meta-analyses’ of Cotton and Tuttle (1986); Hom et al (1992); Griffeth et al (2000); Steer and Ovalle (1984); Tett and Meyer (1993) have simulated a large number of predictors and antecedents of employee turnover Many studies such as March and Simon (1958); Price and Mueller (1986); Mobley et al.(1979); Sheridan and Abelson’s (1983) etc. have built theoretical models on employee turnover. There have been 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 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. William M. Mercer, Inc. (1998) discovered, when surveying 206 medium to large companies in 1998, businesses high turnover often lost employees because of dissatisfaction with compensation. Research on the impact of unemployment rates as a proxy for actual opportunities in employee
turnover
revealed
that
unemployment
rates
affected
the
job-
satisfaction/turnover intent relationship but not actual turnover (Kirshenbaum & ManoNegrin, 1999). Elangovan (2001) noted that the notion of job satisfaction and organizational commitment being causally related has not been incorporated in most turnover models. His study indicated there were strong causal links between stress and satisfaction (higher stress leads to lower satisfaction) and between satisfaction and commitment (lower satisfaction leads to lower commitment). He further noted a reciprocal relationship between commitment and turnover intentions A recent study of turnover by Boxall et al (2003) in New Zealand confirmed the view that motivation for job change is multidimensional and that no one factor will explain it.
3. RESEARCH METHODOLOGY 3.1 RESEARCH DESIGN A research design is purely and simply the framework or plan for a study that guides the collection and analysis of the data. The function of research design is to ensure that the required data are collected accurately and economically. The Research design used in the study was descriptive research design. The descriptive study
portrays the characteristics of a group or an individual or situation.
3.2 SAMPLING TECHNIQUE The sampling technique used in this study is Stratified sampling. 3.3 SAMPLE SIZE The sample size used in this study is 50. The universe of the study includes employees in HR . In HMIL the total number of employee in HR are 89. Out of them 50 are selected for the study. 3.4 DATA COLLECTION METHOD Based on the nature and purpose of study there are various modes of data collection. Data sources can be classified into two categories namely primary and secondary sources. Primary data: The primary data are collected from structured form of questionnaire. The questionnaire consists of multiple choices, dichotomous and ranking type of questions.
Secondary data: The secondary data are collected through company records and journals 3.5 STATISTICAL TOOLS USED The statistical tools used in this study are 1. chi- square analysis 2. Weighted average method
CHI - SQUARE TEST Chi – square test is an important non – parametric test and as such no test is necessary in respect of the type of population. We required only the degree of freedom (implicit of course the size of the sample) for using this test. As a non – parametric test, Chi – square can be used (i) as a test of goodness of fit and (ii) as a test of independence. Since the researcher used test of independence only the details about test of independence is given below. TEST OF INDEPENDENCE test enables us to explain whether or not two attributes are associated. In order be may apply the chi – square test either as a test to judge the significance of association between attributes, it is necessary that the observe as well as theoritical or expected frequencies must be grouped in the same way and theoritical distribution must be adjusted to give the same total frequency as we find in case of observe distribution. Karl Pearson developed a test for testing the significance of discrepancy between experimental values and the theoritical values obtained under some theory or hypothesis. This test is known as
test of goodness of fit. Karl Pearson proved that statistic =
/E
O – Observed frequency E – Expected frequency is used to test whether difference between observed and expected frequencies are frequent. To find
table value degree of freedom should be calculated. Degree of freedom is
calculated using the formula (r – 1) (c -1). The table value for this degree of freedom is seen using 5% or 1% of significant level.
If
table value is greater than
calculated value, Null hypothesis is accepted or null
hypothesis is rejected. In this study the chi-square test the table value has taken @ 5% level of significance. WEIGHTED AVERAGE METHOD Weighted average can be defined as an average whose components aggregate of the products are divided by the total of weights. One of the imitations of simple arithmetic mean is that it gives equal importance to all the items of the distribution. In certain cases relative importance of all the items in the distribution is not the same where the importance of the items varies. It is essential to allocate weight applied but may vary in different cases. Thus weight age is a number standing for the relative importance of items.
4. DATA ANALYSIS 4.1 PERCENTAGE ANALYSIS TABLE – 4.1.1 CLASSIFICATION OF EMPLOYEES BASED ON THEIR EXPERIENCE S.NO 1 2 3 4 5
Respondents Less than 1 year 1-2 year 2-3 year 3-4 year Above 4 year Total
Response 10 14 10 7 9 50
Percentage 20 28 20 14 18 100
CHART – 4.1.1 CLASSIFICATION OF EMPLOYEES BASED ON THEIR EXPERIENCE
Interpretation: It is infered that 20% of employees has experience less than 1 year, 28% of employees has experience of 1-2 year, 20% of employees has experience of 2-3 year,and 14% of employees has experience of 3-4 year and 18% of employees has experience above 4 years.
TABLE – 4.1.2 POSITION CATEGORY S.No 1 2
Position category Middle Level Managerial Level Total
No. of Respondents 28 22 50
Percentage 56 44 100
CHART– 4.1.2 POSITION CATEGORY
Interpretation: It is infered that 56% of employee belongs to Middle level and 44% of employees belongs to Managerial level.
TABLE – 4.1.3 SATISFACTION TOWARDS THE WORK ENVIRONMENT S.no
Response
Respondents
Percentage
1 2 3 4 5
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total
10 22 11 4 3 50
20 44 22 8 6 100
CHART– 4.1.3 SATISFACTION TOWARDS THE WORK ENVIRONMENT
Interpretation: From the table it is infered that 20% of employees are highly satisfied with the work environmnent,44% of employees are satisfied with the work environmnent,22%
of employees are neutral in satisfaction with the work
environmnent,8% of employees are dissatisfied with the work environmnent and 6% of employees are highly dissatisfied with the work environmnent.
TABLE – 4.1.4 OPINION ABOUT THE INCENTIVES PROVIDED S.no 1 2 3
Response Highly satisfied Satisfied Neutral
Respondents 24 16 7
Percentage 48 32 14
4 5
Dissatisfied Highly dissatisfied Total
3 50
6 100
CHART– 4.1.4 OPINION ABOUT THE INCENTIVES PROVIDED
Interpretation: From the table it is seen that 48% of employees are highly satisfied 32% of employees are satisfied 14% or employees are neutral and 6% of employees are dissatisfied with the incentives provided in the organisation.
TABLE – 4.1.5 THE MANAGEMENT’S INTEREST IN MOTIVATING EMPLOYEES S.no
Response
Respondents
Percentage
1
Strongly agree
20
40
2
Agree
11
22
3
Neutral
14
28
4
Disagree
5
10
Total
50
100
CHART– 4.1.5 THE MANAGEMENT’S INTEREST IN MOTIVATING EMPLOYEES
Interpretation: From the table it is infered that 40% of employees strongly agree,22% of employeesagree,28% of employees are neutral and 10% of employees disagree with the management’s interest in motivating employees.
TABLE – 4.1.6 OPINION ABOUT THE OPPORTUNITIES FOR PROMOTION S.no
Response
Respondents
Percentage
1
Highly satisfied
15
30
2
Satisfied
28
56
3
Dissatisfied
5
10
4
Highly dissatisfied
2
4
Total
50
100
CHART– 4.1.6 OPINION ABOUT THE OPPORTUNITIES FOR PROMOTION
Interpretation:
It is clear that
30% of employees are highly satisfied,56% of
employees are satisfied,10% of employees are dissatisfied and 4% of employees are highly dissatisfied with opportunities for growth and promotion.
TABLE – 4.1.7 SATISFACTION REGARDING THE CAREER DEVELOPMENT S.no 1 2 3 4 5
Response Strongly agree Agree Neutral Disagree Strongly disagree Total
Respondents 10 20 15 2 3 50
Percentage 20 40 30 4 6 100
CHART– 4.1.7 SATISFACTION REGARDING THE CAREER DEVELOPMENT
Interpretation: It is infered that 20% of employees strongly agree,40% of employees agree,30% of employees are neutral 4% of employees are disagree and 6% of employees strongly disagree with the career development in the organisation.
TABLE – 4.1.8 RESPONSE ABOUT THE WELFARE POLICIES PROVIDED S.no 1 2 3 4 5
Response Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total
Respondents 24 17 9 50
CHART – 4.1.8
Percentage 48 34 18 100
RESPONSE ABOUT THE WELFARE POLICIES PROVIDED
Interpretation: 48% of employees are highly satisfied,34% of employees are satisfied and 18% of employees are neutral with the welfare policies provided in the company.
TABLE – 4.1.9 FACTORS MOTIVATING THE EMPLOYEES S.no
Factors
Respondents
Percentage
1
Increase in salary
8
16
2
Promotion
20
40
3
Leave
7
14
4
Power
15
30
Total
50
100
CHART – 4.1.9 FACTORS MOTIVATING THE EMPLOYEES
Interpretation:It is infered that 16% of employees are motivated by the increase in salary,40% of employees are motivated by the promotion,14% of employees are motivated by the leave and 30% of employees are motivated by the power.
TABLE – 4.1.10 STRESS DUE TO OVERWORK S.No 1 2
Response Yes No Total
No. of Respondents 38 12 50
CHART – 4.1.10 STRESS DUE TO OVERWORK
Percentage 76 24 100
Interpretation: It is infered that 76% of employees accepted the fact of stress due to over work in the company and 24% of employees does’nt accepted the fact of stress due to over work.
TABLE – 4.1.11 WHAT DID YOU LIKE MORE ABOUT THE COMPANY S.no
Factors
Respondents
Percentage
1
Compensation
12
24
2
Rewards & Recognition
8
16
3
Job security
5
10
4
Relationship
25
50
Total
50
100
CHART – 4.1.11 WHAT DID YOU LIKE MORE ABOUT THE COMPANY
Interpretation:It is infered that 24% of employees like compensation,16% of employees like rewards&recognition,10% of employees like job security and 50% of employees like relationship in the company.
TABLE – 4.1.12 MEDICAL FACILITIES PROVIDED IN THE ORGANISATION S.No 1 2
Response Yes No Total
No. of Respondents 50 50
Percentage 100 100
CHART – 4.1.12 MEDICAL FACILITIES PROVIDED IN THE ORGANISATION
Interpretation: It is infered that all the respondents are satisfied with the medical facilities offered by the organisation.
TABLE – 4.1.13 RESPONSE TOWARDS THE PERFORMANCE APPRAISAL SYSTEM S.No 1 2
Response Yes No Total
No. of Respondents 35 15 50
Percentage 70 30 100
CHART – 4.1.13 RESPONSE TOWARDS THE PERFORMANCE APPRAISAL SYSTEM
Interpretation: It is infered that 70% of employees are satisfied with the performance appraisal system and 30% of employees are not satisfied with the performance appraisal system followed in the organisation.
TABLE – 4.1.14 OPINION ABOUT BALANCING WORK LIFE AND PERSONAL LIFE S.No 1 2
Response Yes No Total
No. of Respondents 38 12 50
Percentage 76 24 100
CHART – 4.1.14 OPINION ABOUT BALANCING WORK LIFE AND PERSONAL LIFE
Interpretation: It is infered that 76% of employees are satisfied about balancing work life with the personal life and 24% of employees are nt satisfied in balancing the work life with the personal life
TABLE – 4.1.15 OPINION ABOUT GREIVANCE HANDLING SYSTEM S.no
Factors
Respondents
Percentage
1
Highly efficient
12
24
2
Efficient
23
46
3
Inefficient
5
10
4
Highly inefficient
3
6
5
Neither efficient nor inefficient
7
14
Total
50
100
CHART – 4.1.15 OPINION ABOUT GREIVANCE HANDLING SYSTEM
Interpretation: It is infered that 24% of employees accepts highly efficient,46% of employees accepts efficient,10% of employees accepts inefficient,6% of employees accepts highly inefficient and 14% of employees given the opinion of neither efficient nor inefficient for Greivance handling system in the company.
TABLE – 4.1.16 COMPANY WELCOMES NEW IDEAS AND INNOVATION S.No 1 2
Response Yes No Total
No. of Respondents 40 10 50
Percentage 80 20 100
CHART – 4.1.16 COMPANY WELCOMES NEW IDEAS AND INNOVATION
Interpretation: It is infered that 80% of employees responded yes and 20% of employees responded no for company’s interest in entertaining new ideas and innovation from employees.
TABLE – 4.1.17 OPINION ABOUT SUPERIOR SUBORDINATE RELATIONSHIP S.no
Factors
Respondents
Percentage
1
Highly satisfied
12
24
2
Satisfied
22
44
3
Neutral
11
22
4
Dissatisfied
5
10
Total
50
100
CHART – 4.1.17 OPINION ABOUT SUPERIOR SUBORDINATE RELATIONSHIP
Interpretation: It is infered that 24% of employees are highly satisfied,44% of employees are satisfied,22% of employees are neutral and 10% of employees are dissatisfied with superior subordinate relationship.
STATISTICAL TOOLS 4.2 CHI - SQUARE TEST 4.2.1. SATISFACTION WITH THE WORK ENVIRONMENT To determine whether there is significant difference between the nature of work environment and the employee retention H0 : There is no significant difference between the nature of work environment and the employee retention H1 : there is significant difference between the the nature of work environment and the employee retention
S. NO 1 2 3 4 5
Options Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total
No of respondents 10 22 11 4 3
Percentage (%) 20 44 22 8 6
50
100
Expected Frequency = 50/5 = 10
Calculation of
:
Observed
Expected
Frequency (O) 10 22 11 4 3
Frequency (E) 10 10 10 10 10
Calculated ψ^2 = 0 – Observed Frequency E – Expected Frequency Calculated
=23
/E 0 144 1 36 49 TOTAL
0 14.4 0.1 3.6 4.9 23
Degree of freedom = (5-1) = 4 d.f at 5 % level of significance Therefore, Tabulated
=9.488
Since Calculated
> Tabulated
Therefore, we reject the hypothesis. i.e, there is significant difference between the nature of work environment and the employee retention
4.2.2. CAREER DEVELOPMENT IN THE ORGANISATION To determine whether there is significant difference between the career development of employees and the employee retention H0 : There is no significant difference between the career development of employees and the employee retention H 1 : there is significant difference between the career development of employees and the employee retention S. NO 1 2 3 4 5
Options Strongly agree Agree Neutral Disagree Strongly disagree Total
No of respondents 10 20 15 2 3
Percentage (%) 20 40 30 4 6
50
100
Expected Frequency = 50/5 = 10 Calculation of
:
Observed
Expected
Frequency (0) 10 20 15 2 3
Frequency (E) 10 10 10 10 10
/E 0 100 25 64 49 TOTAL
0 10 2.5 6.4 4.9 23.8
Calculated ψ^2 = 0 – Observed Frequency E – Expected Frequency Calculated
=23
Degree of freedom = (5-1) = 4 d.f at 5 % level of significance Therefore, Tabulated Since Calculated
=9.488 > Tabulated
Therefore, we reject the hypothesis. i.e, there is significant difference between the career development of employees and the employee retention
4.3
WEIGHTED AVERAGE METHOD
4.3.1 FACTORS MOTIVATING THE EMPLOYEES Factors Increase
Respondents (Xi) in
Weightage (Wi)
(Wi*Xi)/ ∑Wi
Rank
8
2
1.6
III
20
4
8
I
Leave
7
1
0.7
IV
Power
15
3
4.5
II
Total
50
10
14.8
salary Promotion
Inference:
From the table it is seen that most of the respondents have given first preference to promotion, second preference to power, third preference to increase in salary and fourth preference to leave with respect to the factors motivating them.
4.3.2. GREIVANCE HANDLING SYSTEM IN THE ORGANISATION Options Highly
Respondents (Xi) 12
Weightage (Wi) 5
(Wi*Xi)/ ∑Wi 4
Rank II
efficient Efficient
23
4
6.1
I
Inefficient
5
2
0.66
IV
Highly
3
1
0.2
V
7
3
1.4
III
40
15
12
inefficient Neither efficient nor inefficient Total
Inference: From the table it is seen that most of the respondents have rated first for Efficient, secondly Highly efficient, third rank is for Neither efficient nor inefficient, Inefficient stands fourth, whereas Highly inefficient stands the last that has been improved.
FINDINGS It is infered that 20% of employees has experience less than 1 year, 28% of employees has experience of 1-2 year, 20% of employees has experience of 2-3 year,and 14% of employees has experience of 3-4 year and 18% of employees has experience above 4 years.
It is infered that 56% of employee belongs to Middle level and 44% of employees belongs to Managerial level
From the table it is infered that 20% of employees are highly satisfied with the work environmnent,44% are satisfied with the work environmnent,22% are neutral in satisfaction with the work environmnent,8% are dissatisfied with the work environmnent and 6% are highly dissatisfied with the work environmnent.
From the table it is seen that 48% of employees are highly satisfied 32% are satisfied 14% are neutral and 6% are dissatisfied with the incentives provided in the organisation.
From the table it is infered that 40% of employees strongly agree,22%
of
employees agree,28% of employees are neutral and 10% of employees disagree with the management’s interest in motivating employees. It is clear that 30% of employees are highly satisfied,56% of employees are satisfied,10% of employees are dissatisfied
and 4% of employees are highly
dissatisfied with opportunities for growth and promotion. It is infered that 20% of employees strongly agree,40% of employees agree,
30% of employees are neutral 4% of employees are disagree and 6% strongly disagree with the career development in the organisation
It is clear that 48% of employees are highly satisfied, 34% are satisfied and 18% of employees are neutral with the welfare policies provided in the company.
It is infered that 16% of employees are motivated by the increase in salary,40% of
employees are motivated by the promotion,14% of employees are motivated by the leave and 30% of employees are motivated by the power.
It is infered that 76% of employees accepted the fact of stress due to over work in the company and 24% of employees does’nt accepted the fact of stress due to over work.
It is infered that 24% of employees like compensation,16% of employees like
rewards&recognition,10% of employees like job security and 50% of employees like relationship in the company.
It is infered that all the respondents are satisfied with the medical facilities offered by the organisation.
It is infered that 70% of employees are satisfied with the performance appraisal system and 30% of employees are not satisfied with the performance appraisal system followed in the organisation. It is infered that 76% of employees are satisfied about balancing work life with the personal life and 24% of employees are not satisfied in balancing the work life with the personal life It is infered that 24% of employees accepts highly efficient,46% of employees accepts efficient,10% of employees accepts inefficient,6% of employees accepts highly inefficient and 14% of employees given the opinion of neither efficient nor inefficient for Greivance handling system in the company. It is infered that 80% of employees responded yes and 20% of employees responded no for company’s interest in entertaining new ideas and innovation from employees.
It is infered that 24% of employees are highly satisfied,44% of employees are satisfied,22% of employees are neutral and 10% of employees are dissatisfied with superior subordinate relationship
SUGGESTIONS The Management should take efforts in motivating the employees working in the organization. The Organization should concentrate on the career development of the employees The job stress experienced by the employees can be reduced by increasing the manpower in the organization. The management should create growth opportunities for the employees Grievance handling system can be made more efficient which results in increased level of satisfaction among the employees. Employees should be recognized for their work. This enables a better superior Sub ordinate relationship within the organization. The management should provide a better work environment which results in job satisfaction to the employees.
CONCLUSION In order to retain the employees within the organization, their complaints should be resolved immediately. Many complaints can become grievances if unnoticed. The Grievance Handling system should be made more efficient in the organization. The employees are valuable assets to the organization retaining them is considered to be more essential.. The organization has to motivate the employees. Motivation increases performance level, it lowers employee turnover. Motivation ensures stability of workforce and hence the stability of the organization. The organization has to concentrate in career development of their employees. The increased attention to and concern for individual careers generate more organizational loyalty and therefore lower employee turnover. Organizations should proactively recognize the benefits of understanding, managing and improving employee loyalty.
QUESTIONNAIRE 1. Name:
(Optional)
2. Years of experience: a) Less than 1 year b) 1-2 year c) 2-3 year d) 3-4 year e) Above 4 year 3. Position category:
a) Middle level
b) Managerial level
4. Are you satisfied with the work environment? a) Highly satisfied
b) Satisfied
c) Neutral d) Dissatisfied e) Highly dissatisfied
5. Are you satisfied with the incentive provided by the organization? a) Highly satisfied
b) Satisfied
c) Neutral d) Dissatisfied e) Highly dissatisfied
6. Management is really interested in motivating people a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e)Strongly disagre
7. Give your opinion about the opportunities for growth and promotion a) Highly satisfied
b) Satisfied
c) Dissatisfied d) Highly dissatisfied
8. Employees are satisfied with career development at the organization a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
9. Are you satisfied with the company’s welfare policies towards the employee? a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
10. Rank the following factors which motivate you the most a) Increase in salary
b) Promotion
11. Stress due to overwork
a) Yes
c) Leave
d) Power
b) No
12. What did you like more about the company? a) Compensation
b) Rewards Recognition
c) Job security
d) Relationship
13. Does the Organization provide medical facilities as and when needed? a) Yes
b) No
14. Are you happy with the performance appraisal system? a) Yes
b) No
15. Are you able to balance work life and personal life? a) Yes
b) No
16. How effective is the Grievance Handling system?
a) Highly efficient
b) Efficient
c) Inefficient
d) Highly inefficient
e) neither efficient nor inefficient 17. Whether the company welcomes new ideas and innovations?
a) Yes
18. Your level of satisfaction regarding superior subordinate relationship a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
BIBLIOGRAPHY 1.
Managing Human Resources, Tata McGraw - Bohlander, Snell, 2005
2. Personnel Management by C B Mamoria. 3. Research Methodology – C.R Kothari 4. Statistical Method by S.P Gupta 5. Human Resource Management - K. Ashwathapa WEBSITES:
www.about.com
www.idoub.com
www.hyundai-motor.com
www.askforhrd.com
b) No
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