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

Page
S.NO TITLE
No
4.1.1 Position category of the employees
4.1.2 Years of experience of the employees
4.1.3 Employees satisfaction towards work environment
4.1.4 Employees satisfaction towards incentives provided by the organization
4.1.5 Opinion about management’s interest in motivating employees
4.1.6 Employees opinion about opportunities for growth and promotion
4.1.7 Employees opinion about their career development in the organization
4.1.8 Employees response towards the welfare policies offered by the organization
4.1.9 Factors motivating the employees
4.1.10 Employees opinion about stress due to overwork
4.1.11 What did the employees like more about the company
4.1.12 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
S.NO TITLE
No
4.1.1 Position category of the employees
4.1.2 Years of experience of the employees
4.1.3 Employees satisfaction towards work environment
4.1.4 Employees satisfaction towards incentives provided by the organization
4.1.5 Opinion about management’s interest in motivating employees
4.1.6 Employees opinion about opportunities for growth and promotion
4.1.7 Employees opinion about their career development in the organization
4.1.8 Employees response towards the welfare policies offered by the organization
4.1.9 Factors motivating the employees
4.1.10 Employees opinion about stress due to overwork
4.1.11 What did the employees like more about the company
4.1.12 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

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 & Mano-
Negrin, 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 admin. In HMIL the total number of employee in HR
admin 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 Respondents Response Percentage
1 Less than 1 year 10 20
2 1-2 year 14 28
3 2-3 year 10 20
4 3-4 year 7 14
5 Above 4 year 9 18
Total 50 100

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 Position category No. of Respondents Percentage

1 Middle Level 28 56
2 Managerial Level 22 44
Total 50 100

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 Highly satisfied 10 20
2 Satisfied 22 44
3 Neutral 11 22
4 Dissatisfied 4 8
5 Highly dissatisfied 3 6
Total 50 100

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 Response Respondents Percentage

1 Highly satisfied 24 48
2 Satisfied 16 32
3 Neutral 7 14
 4 Dissatisfied 3 6
5 Highly dissatisfied - -
Total 50 100

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 Response Respondents Percentage
1 Strongly agree 10 20
2 Agree 20 40
3 Neutral 15 30
4 Disagree 2 4
5 Strongly disagree 3 6
Total 50 100
 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 Response Respondents Percentage

1 Highly satisfied 24 48
2 Satisfied 17 34
3 Neutral 9 18
4 Dissatisfied - -
5 Highly dissatisfied - -
Total 50 100

CHART – 4.1.8
 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 Response No. of Respondents Percentage

1 Yes 38 76
2 No 12 24
Total 50 100

CHART – 4.1.10
STRESS DUE TO OVERWORK
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 Response No. of Respondents Percentage
1 Yes 50 100
2 No - -
Total 50 100

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 Response No. of Respondents Percentage
1 Yes 35 70
2 No 15 30
Total 50 100

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 Response No. of Respondents Percentage
1 Yes 38 76
2 No 12 24
Total 50 100

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 Response No. of Respondents Percentage

1 Yes 40 80
2 No 10 20
Total 50 100

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 Options No of respondents Percentage (%)
1 Highly satisfied 10 20
2 Satisfied 22 44
3 Neutral 11 22
4 Dissatisfied 4 8
5 Highly dissatisfied 3 6
Total 50 100

Expected Frequency = 50/5 = 10

Calculation of :
Observed Expected /E
Frequency (O) Frequency (E)
10 10 0 0
22 10 144 14.4
11 10 1 0.1
4 10 36 3.6
3 10 49 4.9
TOTAL 23

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 =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 Options No of respondents Percentage (%)
1 Strongly agree 10 20
2 Agree 20 40
3 Neutral 15 30
4 Disagree 2 4
5 Strongly disagree 3 6
Total 50 100
Expected Frequency = 50/5 = 10
Calculation of :
Observed Expected /E
Frequency (0) Frequency (E)
10 10 0 0
20 10 100 10
15 10 25 2.5
2 10 64 6.4
3 10 49 4.9
TOTAL 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 =9.488

Since Calculated > 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 Respondents (Xi) Weightage (Wi) (Wi*Xi)/ ∑Wi Rank

Increase in 8 2 1.6 III

salary

Promotion 20 4 8 I

Leave 7 1 0.7 IV

Power 15 3 4.5 II

Total 50 10 14.8

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 Respondents (Xi) Weightage (Wi) (Wi*Xi)/ ∑Wi Rank
Highly 12 5 4 II
efficient
Efficient 23 4 6.1 I

Inefficient 5 2 0.66 IV

Highly 3 1 0.2 V
inefficient
Neither 7 3 1.4 III
efficient nor
inefficient
Total 40 15 12

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 c) Leave d) Power

11. Stress due to overwork a) Yes 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 b) No

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

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