A STUDY ON EMPLOYEE TURNOVER AT J.Q.

TYRE MANUFACTURING
INDUSTRY PVT LIMITED AT COIMBATORE

CHAPTER I

INTRODUCTION

All businesses, large and small, have some way of keeping track of their finances.
Businesses are constantly looking for more ways to keep expenses low. One factor that is
often overlooked, however, is the cost of employee turnover.

High employee turnover can cost a company more than they might realize in the long
run. This report explains some causes of high employee turnover, who it affects the most, and
ways companies can decrease employee turnover in order to cut hidden costs.

Employee turnover occurs when employees voluntarily leave their jobs and must be
replaced. Turnover is expressed as an annual percentage of the total workforce.

Turnover should not to be confused with layoffs, which involve the termination of
employees at the employer's discretion in response to business conditions such as reduced
sales or a merger with another company.

The severity of turnover varies widely by type of business and the economic health of
the region where companies are located. Innovative high-tech companies and the most
successful manufacturers frequently experience low turnover rates while fast-food restaurant
managers expect turnover to be as high as 50 to 75 percent

WHAT IS EMPLOYEE TURNOVER?

Employee turnover is technically and mathematically defined as ―the ratio of the

number of workers that had to be replaced in a given time period to the average number of
workers. Put simply, it is an instance when an employee leaves their position at their
workplace and needs to be replaced.

Employee turnover is a ratio comparison of the number of employees a company must

replace in a given time period to the average number of total employees. A huge concern to
most companies, employee turnover is a costly expense especially in lower paying job roles,
for which the employee turnover rate is highest.

Many factors play a role in the employee turnover rate of any company, and these can
stem from both the employer and the employees. Wages, company benefits, employee
attendance, and job performance are all factors that play a significant role in employee
turnover.

In a human resources context, turnover or labour turnover is the rate at which an

employer gains and losses employees. Simple ways to describe it are "how long employees
tend to stay" or "the rate of traffic through the revolving door."

Turnover is measured for individual companies and for their industry as a whole. If an
employer is said to have a high turnover relative to its competitors, it means that employees
of that company have a shorter average tenure than those of other companies in the same
industry.

High turnover can be harmful to a company's productivity if skilled workers are often
leaving and the worker population contains a high percentage of novice workers

TYPES OF EMPLOYEES TURNOVER

1. INTERNAL VS. EXTERNAL

Turnover like recruitment, turnover can be classed as 'internal' or external.
Internal turnover involves employees leaving their current position, and taking a new
position with the same organization.
Both positive (such as increased morale from the change of task and
supervisor) and negative (such as project/relational disruption,) effects of internal
turnover exist, and thus this form of turnover may be as important to monitor as its
external counterpart. Internal turnover might be moderated and controlled by typical
HR mechanisms, such as an internal recruitment policy or formal succession
planning.
2. SKILLED VS. UNSKILLED EMPLOYEES
Unskilled positions often have high turnover, and employees can generally be
replaced without the organization or business incurring any loss of performance. The
ease of replacing these employees provides little incentive to employers to offer
generous employment contracts; conversely, contracts may strongly favour the
 employer and lead to increased turnover as employees seek, and eventually find, more
favourable employment.

However, high turnover rates of skilled professionals can pose as a risk to the
business or organization, due to the human capital (such as skills, training, and knowledge)
lost.

Notably, given the natural specialization of skilled professionals, these employees are
likely to be re-employed within the same industry by a competitor. Therefore, turnover of
these individuals incurs both replacement costs to the organization, as well as resulting in a
competitive disadvantage to the business

VOLUNTARY VS. INVOLUNTARY TURNOVER

1. Involuntary: -
In this case, the employee ceases to work for the company due to being laid off or
terminated. It could be because the company is trying to cut costs, or the employee has
violated company policy.
2. Voluntary: -
Voluntary turnover is when an employee terminates employment on their own accord.

There are several possible causes:-

 Relocation going
 Back to school
 Starting a family
 Taking care of an elderly relative
 General job dissatisfaction such as low pay, lack of benefits, or poor management

CAUSES OF EMPLOYEE TURNOVER

There are several factors that cause high turnover within companies. This report will focus
on voluntary turnover, because voluntary turnover is something that companies are more able
to control. Employees voluntarily quit for several reasons, specifically:

 Pay is too low

 Lack of benefits
 Tasks are too repetitive
  Circumstances listed above such as family, school, or moving
 Poor management
 Lack of advancement
 Burnout
 Compensation package differences job and employee skill mismatch: the job may be
less or more satisfying and challenging according o the employee.
 Inferior facilities, tools, etc
 Less recognition
 Less or no appreciation for work done
 Less growth opportunities
 Poor training
 Poor supervision
 Less work and life balance practices

There are some other numbers of factors that contribute to employee turnover. We explore
some of these factors in more detail below:-

 The economy - in exit interviews one of the most common reasons given for leaving
is the availability of higher paying jobs. Some minimum wage workers report leaving
one job for another that pays only 50 cents an hour more. Obviously, in a better
economy the availability of alternative jobs plays a role in turnover, but this tends to
be overstated in exit interviews.
 The performance of the organization - an organization perceived to be in economic
difficulty will also raise the spectre of impending layoffs. Workers believe that it is
rational to seek other employment.
 The organizational culture - much has been written about organizational culture. It
is sufficient to note here that the reward system, the strength of leadership, the ability
of the organizations to elicit a sense of commitment on the part of workers, and its
development of a sense of shared goals, among other factors, will influence such
indices of job satisfaction as turnover intentions and turnover rate.
 The characteristics of the job - some jobs are intrinsically more attractive than
others. A job's attractiveness will be affected by many characteristics, including its
repetitiveness, challenge, danger, perceived importance, and capacity to elicit a sense
of accomplishment. A job's status is also important, as are many other factors.
  Unrealistic expectations - Another factor is the unrealistic expectations and general
lack of knowledge that many job applicants has about the job at the time that they
receive an offer. When these unrealistic expectations are not realized, the worker
becomes disillusioned and decides to quit.
 Demographics - empirical studies have demonstrated that turnover is associated in
particular situations with demographic and biographical characteristics of workers.
But to use lifestyle factors (e.g. smoking) or past employment history (e.g. many job
changes) as an explicit basis for screening applicants, it is important for legality and
fairness to job applicants to verify such bio data empirically.

CAUSES OF HIGH AND LOW EMPLOYEE TURNOVER

High turnover often means that employees are unhappy with the work or compensation,
but it can also indicate unsafe or unhealthy conditions, or that too few employees give
satisfactory performance (due to unrealistic expectations or poor candidate screening).

The lack of career opportunities and challenges, dissatisfaction with the job-scope or
conflict with the management has been cited as predictors of high turnover. High rate of
turnover may lead to decrease in:

 Productivity
 Service delivery
 Spread of organizational knowledge

Low turnover indicates that none of the above is true: employees are satisfied, healthy
and safe, and their performance is satisfactory to the employer. However, the predictors of
low turnover may sometimes differ than those of high turnover.

Aside from the fore-mentioned career opportunities, salary, corporate culture,

management's recognition, and a comfortable workplace seem to impact employees' decision
to stay with their employer

A little rate of employee turnover may result into:

 Bringing in new ideas and skills from new hires.

 Better employee-job matches.
 More staffing flexibility.
 Facilitate change and innovation.
MEASURES TO REDUCE THE RATE OF TURNOVER

 Benefits. Offering employees an affordable medical, dental, and vision package in

this day and age is a great way to keep employees happy. Healthy employees are
happy employees, and being able to provide affordable health care for their spouses
and families as well is something every company should offer.
 An added bonus could be vacation time, sick leave. On-site child care would be
extremely helpful for parents who have to work long or late hours—especially single
parents.
 Higher pay. Giving employees regular raises and paying well over minimum wage
would be an incentive for them to stay.
 A set schedule. In food service and retail, and most service industries as well as
health care, employees are forced to work six or more—even up to ten days in a row
without a day off. Days off may even be split up, so the employees never really get a
chance to rest. Giving them the opportunity to choose which days off they want, or at
least giving them two in a row and not working them more than five, would be
extremely beneficial in employee retention. This would also increase productivity and
would be beneficial to the company.
 Job variation. Employees get burned out on performing the same job every hour of
every day, day in and day out for years, even months. Cross-training should be done,
especially in food service and retail, in order to avoid burnout.
 A positive attitude from superiors. Most employees don’t like negativity from their
superiors. Instead of always being told what they’re doing wrong, they need positive
reinforcement as well as constructive criticism. Managers and supervisors should
always have a positive attitude toward their employees and never insult, criticize, or
berate them.
 Proper training for management. Managers should be trained thoroughly and
consistently. The policies from location to location should be the same, and every
manager and supervisor in the company should be trained the same way and be in
agreement and consistent with company policies. Managers should be trained to treat
their employees with respect, because without those employees, the business could
not operate
BACKGROUND OF THE STUDY

 Employee turnover is one of the most study important issues to organizations, and one
that needs special attention.
 It has some significant effects on organizations; new employees must be hired and
trained, it is also needed to consider the time required for a new employee to be
effectively productive.
 Staffs turnover is a warning sign of low morale and it is the amount of movement in
and out of employees in an organization. In general, employees either leave their jobs
voluntarily by their own decision or forced to leave by the decision of the employer
 Employee’s turnover is one of the factors which affects the organization’s
productivity; which is considered to be one of the challenging issues in business
nowadays.
 The impact of turnover has received considerable attention by senior management,
human resources professionals and industrial psychologists. It has proven to be one of
the most costly and seemingly intractable human resource challenges confronting by
several organizations globally.
 Porter and Steers (1973) suggested that the issue of met expectations was central to
the individual’s decisions to leave an organization. Each employee has his or her own
set of expectations upon entering an organization.
 Should these expectations not be met, the individual will become dissatisfied and
leave..
 In Ethiopia, even though few studies like: study conducted on ERA and IRC shows
about turnover of employees, there is no empirical studies conducted on public
organizations employees’ turnover which were supported by formal and published
research.
 Enterprise because of employees’ turnover is a big issue in the organization.
Currently, most young employees are leaving the organization due to unknown
reasons.
 Hence, this study clearly identified the causes of employees’ turnover and its
management or retention mechanism will help in developing appropriate policy and
training program at country level in general and at public organizational level in
particular.
SIGNIFICANCE OF THE STUDY

 Governmental and public sector organizations success can be measured mainly

through delivery of quality service to their beneficiaries.
 This can be achieved through well formulated plans and programs, allocation of
resources, assignment and retention of committed and competent employees.
 However, since skilled work force turnover can affect the organization has to achieve
the intended objectives and expected results will not be achieved. Therefore, the study
insight the issue in context public enterprise experience. It also might serve as
literature for future studies on the topic.
 In addition it might also use as input for policy makers and implementers though the
study is academic and has no guarantee of implementation.

NEED FOR THE STUDY

 The success of any manufacturing organization depends largely on the workers, the
employees are considered as the backbone of j.q.tyre manufacturing industry pvt
limited at coimbatore

 The turnover rate of the company is 11.4%. So this study focused on why the
Turnover occurs and the possible ways to reduce it.
 This study can be helpful in knowing, why the employees prefer to change their job
and which factors make employee dissatisfy.
 Since the study is critical issue, it is needed by the originations in order to assess the
overall interest and the feelings of the employees towards their nature of job and
organization.
 This study can be helpful to the management to improve its core weaknesses by the
suggestions and recommendations prescribed in the project.
 This study can serve as a basis for measuring the organization’s overall performance
in terms of employee satisfaction.
 The need of this study can be recognized when the result of the related study need
suggestions and recommendations to the similar situation.
OBJECTIVE OF THE STUDY
 To identify the rate of turnover of ―employees
 To identify the causes of employees turnover
 To suggest measures to reduce the rate of turnover
 To identify the actual reasons of turnover
 To analyze how turnover affects productivity on organizations.
 To find out the possible solutions of reducing turnover.
 To help business organizations by identifying their problems, analyzing the
information’s and recommending for possible solution

SCOPE OF THE STUDY

 The scope of the study was limited to the participants who left the department
 Due to the restricted research timeframes and resource, the researcher did not focus
on the involuntary turnover causes including those employees who were employed
on a contractual basis.
 Though there could have been many motives behind staff turnover at various levels
that could have provided a more balanced finding, but the researcher focused on
voluntary turnover.

LIMITATIONS OF THE STUDY:

 The results and findings were limited to a single organization – the Gauteng
Department of Finance;
 Employees may not be willing to share their experiences and therefore not willing to
participate;

 Employees may have changed their telephone numbers and numbers on the jq tyre
manufacturing industry pvt limited at coimbatore

 records no longer applicable, thus limiting necessary data outcomes;

 The study was limited to English and this was not the preferred means of
communication for various participants;
  Due to budgetary, access and time constraints, the study focused on the questionnaires
as means of gathering data, hence limiting usage of other research methods that could
have added value to the study

INDUSTRY PROFILE

J Q Industries

JQ Organization owes its name to Late Lala Juggilal Singhania, a dynamic personality
with a broad vision, Inspired by the Swadeshi movement of Mahatma Gandhi, and driven by
the zeal to set up an Indian enterprise, Lala Kamlapat Singhania founded JQ organization in
the 19th century in India.

The process of industrialization and diversification was worthily and successfully

carried on by Lala Kamlapat’s three illustrious sons Sir Padampat, Lala Kailashpat and Lala
Laksmipat, aided in no small measure by the late Gopal Krishna son of sir Padampat.

JQ Organization has been a forerunner in the economic and social advancement of

India. It always aimed at creating job opportunities for a multitude of country men and
provides high quality of products. It has driven to make India self reliant by pioneering the
production of number of industrial and consumer products, by adopting latest as well as
developing its own know-how. It has also under taken industrial ventures in several other
countries.

JQ Organization is an association of industrial and commercial companies and

charitable trust. Its member companies, employing nearly 50000 persons are engaged in the
manufacture of variety of products and in diverse fields of commerce.

Trust are devoted to promoting industrial, technical and medical researches,

education, religious values and providing better living and recreational facility. With the
spirit of social consciousness uppermost in mind, JQ organization is committed to cause the
human advancement.
Background and inception of the company

1933 First in India to manufacture calico prints- {Juggilal Kamlapat cottons spinning and
weaving mills company, Kanpur.}

1940 First in India to manufacture steel bailing Hoops for jute and cotton and to make the
country self sufficient by meeting the entire demand- J.K Iron and Steel Co. Ltd.,
Kanpur.

1944 First in India to produce Aluminum Virgin Metal for Indian Bauxite-Aluminum
Corporation of India Ltd., Jaykayanagar.

1949 First in India to manufacture Engineering files- J.K. Engineer’s files Bombay.

1959 First in India to set up a continuous process Rayon plant.

1960 First in India to set up a Hydraulically operated Cane Crushing Mill for Kandsari
Sugar Plant and completed 100 ton plant.

1961 First in world to set up a plant for production of Hydrosulphite of soda by Sodium
Amalagam process- J.K. Chemicals Ltd., Bombay.

1962 First in India to produce Nylon-6 with its own polymerized raw material- J.K.
Synthetics Ltd., Kota.

1965 First to produce sodium Sulphoxylate Formaldehyde [Rangolite C of Formosul] in

India- J.K. Chemicals Ltd., Bombay.

1968 First to manufacture TV sets in India- J.K. Electronics, Kanpur.

1976 First in India to produce steel belted Radial tyres for passenger car, trucks and buses-
J.K. Tyre plant, Kankroli.
1980 First in the world to make steel belted radial tyres for 3 wheelers.

1984 First in India to produce white cement through dry process.

1985 First in India to produce cathonic Dye able Polyester Fiber.

1989 First in India to produce magnetic tapes with cobalt technology.

1991 Banmore tyre plant {BTP} set up with the capacity of 5.7 lacks tyres per annum.

1992 R&D centre setup at HASTERI.

1994 India’s first T-rated tyre launched Banmore Tyre Plant {BTP} Crossed 100 TPD.

1995 Mercedes Benz launched on JQ STEEL RADIALS first tyre manufacturer in the
world to get ISO 9001.

1996 India’s first dual contact high tractions steel radial- aqua sonic launched. {Introduce
steel wheels}.

1998 First tyre manufacturer in the world to get QS 9000. Awarded CAPEXIL’S highest
export award for 1997-98.

2000 J.K. introduced national Go- carting championships.

2001 J.K. industries received FOCUS LAC EXPORT award for the year 1999-2000.

Commendation certification of CII ND National exam. Go- carting championships

held.
JQ Tyres Limited

JQ tyres ltd {JQTL} is situated in an area of 53 acres in Mysore. JQ is a major tyre

manufacturing company and one of the most successful industrial ventures in the state of
tamilnadu.

In the year 1970 this company was conceived as a joint venture by the participation of
south Indian export company Pvt Ltd, Coimbatore with tamilnadu state industrial investment
and development corporation Ltd {TSIIDC} for establishing and automobile tyres and tubes
manufacturing unit at Metagalli industrial area in Mysore. In 1977 the management was taken
over by the Government of Tamilnadu state industrial investment and development
corporation Ltd {TSIIDC}. The commercial production started from 19th may 1980. During
1985 a plant was set up for manufacturing of radial tyres.

The company is certified under ISO 9001, QS 9000, ISO 14001 and ISO/TS
16949:2002 certifications, for design manufacture and sale of automobile tyres, tubes, flaps
and tread rubber. JQ industries ltd was inducted as strategic Alliance Partner {SAP} during
may 1997 with a view to improve the overall performance of the company. Collaboration
agreement was entered with the M/S Continental tyres Germany in 1980. JQ Tyer Limited, a
JQ tyres associate, manufactures cutting edge innovative products at conformed to the highest
international standards.

JQ industries ltd in 1997 Acquired JQ Tyres Limited,coimbatore. JQ has the first

truck/bus steel radial in India. This has state of the art technology in technical collaboration
with continental A G Germany. JQ tyres have successfully launched high performance steel
truck radial tyres in the latest international pattern for the Indian as well as international
market.

Milestones of JQ Tyres Limited {JQTL}

Joint Venture by SIEC Pvt. Ltd., and TSIIDC conceived to manufacture Automotive
1970 Tyres and Tubes at Tamilnadu.

1973 Incorporated as a joint venture company by TSSIDC and SIEC Pvt. Ltd., Madras
 {Chennai}.

1977 Taken over by government of Tamilnadu through TSIIDC.

1980 Commercial production commenced.

1982 Collaboration with M/S AVON Tyres UK.

1985 T-Pilot plant setup for manufacturing of truck Radial Tyre Plant.

1989 Construction of new Truck Radial Tyre Plant.

1991 Commercial production of all steel truck Radial Tyre.

1992 First against OTR tyre rolled out.

1994 Certified to IS 9001:1994 quality management systems.

1997 JQ IL inducted as strategic Alliance Partner {SAP} by government of Karnataka.

1999 Certified to QS 9001:1998 QMS and also ISO 14001:1996 EMS. Turnaround under
JQ management within 10 months and declared divided after a gap of 6 years.
Massive modernization and up gradation investing Rs. 224.13 crores.

2000 March-Bias plant-Rs 73.16 crores, December-Truck Radial Plan- Rs 150.97 crores.

2003 Merged with JQIL. Certified to ISO/RS 16949:2002 process based QMS.

2004 First Indian tyre company to adopt process based management through Business
Process Re- Engineering {BPR}.
COMPANY PROFILE
The history of J.Q tyres can be traced back 70’s when MNC’s and Indian tyre major’s
dominated the tyre industry. J.Q Tyres is a leader in the Indian tyre industry and a significant
global player, providing customer delight and enhancing shareholder value was registered in
1972. The license was firstly given to works to start a tyre factory at Coimbatore .In 1975
Raunaq Singh purchased the license from works. It is one of the flagship companies of
Raunaq group. The plant is situated at COIMBAORE. Total area covered where 97 acres
which was bought from people who stayed there by, at cheaper rate. At the starting time the
production capacity was 54 tons per day.
The J.Q tyre owned by Raunaq group of industries place an important rolling world tyre
industry. The products include tires , tubes and flaps for all vehicles. The head office of
company is at New Delhi and registered office is at COIMBATORE. The main marketing
activities are concentrated in New Delhi and around 2400 exclusive dealers for J.Q cover the
entire area of India. During 1977 to 1981 the company was under heavy loss.
The capacity utilization was only 40 to 50 % capacity. The emphasis is given on growth
quality and objectives are redefined when Mr.Onkar S Kanwar took over the company’s
affairs . Company began to earn profit and accumulated losses of 26 cores could be wiped out
with short span of time.
There second plant was installed at Limda village at Baroda in Gujarat, which started
production in 1991 having capacity of 6.5 lakh tyre/annum. This is most modern plant. The
R&D centre is also functioning at this location The third plant at kalamassery was taken over
by J.Q from Premier tyres .While take over this plant was a sick unit. After the takeover J.Q
spent a good amount in modernizing the plant and now it is profit earning unit. The entire
requirement of tubes for all plants of J.Q is done from here

VISION, MISSION AND QUALITY POLICY

VISION:

“To Be Amongst the Most Admired Companies in India Committed To Excellence”

MISSION:

 To be a customer obsessed company.

 To be the largest and most profitable tyre company in India.

  To retain No 1 position in truck and bus segment and to be amongst top 2 in all other
4 wheeler tyres.

 To make truck/bus radial operations profitable and retain leadership in the passenger
radial market.

 To enhance value to shareholders and service to all stake holders.

 To excel as a value driven organization.

 To be the most preferred tyre brand in India.

QUALITY POLICY:

The people of JQ Tyre have an organization committed to quality in everything they

do.

They continuously anticipate and understand customer requirement, convert these into
performance standards for their product and service and to meet the standards every time.

VALUES:

 Customer first
 Business ethics
 Care for society
 Empowerment
 Communicate openly
 One family

GOALS:

 Creating Social Responsibility.

 Learning & Development. Family Focus.
 Hygienic Factors.
 Employee Involvement & Cultural Building
Product/Services profile:

The major products of JQ Company are automobile tyre {Nylon tube tyre, radial tube and
tubeless tyre tubes names.

1} Truck Tyre

1. Jet rib 7. Jet truck

2. J.q truck king 8. jet truck

3. Star lug 9. Sand cum hiway

4. Super T.K 10. Truck plus

5. JT king 11. JT Classic

6. Hi Life 12. JETRK

2} Light Tucks

1. Jet rib 3. Fleet king

2. Star lug 4. Truck king

3} O.T.R (Of the Road)

1. VEM 99 E-3 T/L 3. VEM 00 SS E-4 T/L

2. VEM 99 E-4 T/T 4. EGO4 G2 T/T

4} Tubes

1. JQ Tubes 2. J.q tubes 3. Tube V EX

5} Flaps

1. JQ FLAPS 2. JQ RDFLAPS 3. JQ EXP FLAP

MANUFACTURING LOCATIONS

JQ Tyre has five Modern plants in India which are strategically located at

 Mysore plant-1(VTP) Karnataka

 Mysore plant-2(VTP Radial) Karnataka

 Banmore, Madhya Pradesh

 Kankroli, Rajasthan

JQ Tyre has also enhanced its global reach by taking over Tornel a renowed Mexican
company, which has 3 plants in Mexico. All these plants are equipped with World’s most
advanced manufacturing and testing machines.

J.Q BIAS TYRE PLANT J.Q RADIAL TYRE PLANT

 JQ TYRE PLANTS OPERATIONAL CAPACITY

PLANT CURRENT
CAPACITY(MT/DAY)

Kankroli Tyre Plant 210.00

Banmore Tyre Plant 165.00

J.q Tyre Plant 321.95

TOTAL 696.95

NATURE OF THE BUSINESS CARRIED.

JQ Industries is engaged in manufacturing and marketing of automotive tyres, tubes,

flaps. Products Involved:

 Cross ply and radial tyres for light commercial vehicles.

 Cross ply tyres for passenger cars.

 Cross ply tyres for agricultural vehicles.

 Cross ply tyres for of the road {OTR} vehicles.

 Automotive inner tubes for trucks, buses, light commercial vehicles.

Achievements /awards

1. JQ Tyres ranked 16th largest company in the world.

2. ISO 14001 accreditation for environment and safety.

3. India’s first T rated tyre launched.

4. Mercedes Benz launched on JQ Tyres radials first tyre manufacture in the world to get
ISO 9001.

5. Only tyre manufacture to get E mark certification.

6. First tyre manufacture in the world to get QS 9000.

7. Awarded CEPEXIL’S highest export for 1997-98.

8. JQ introduced national Go-carting championships.

9. JQ industries received FOCUS LAC EXPORT award for the year 1999 and 2000.

10. Certified to ISO 9000 (1994 quality management systems).

11. First Indian Tyre Company to adopt process based management process based
management through business process re-engineering (BPRO).
Work Flow Model
The company opted for BPR (Business Process re-Engineering) with the concept of “Factory
with in Factory ‘called as Business Units. The primary objective of this concept is to focus on
Operational Efficiency such as production, quality, Cost, Deliverables and other parameters.

This breeds healthy competition amongst the BUs.

BU 1: Mixing, Dipping, Calendaring, Extruders

BU 2: Stock Preparation and Tyre Assembly

BU 3: Tyre molding, Inspection

BU 5: Tyre Dispatch

BU 4: Radial Tyres

The Business Units are supported by SSUs calls as Service Support Units. general
functioning of Bus.

E.g. . SSU 1: Engineering Services

SSU 2: Engineering Services for Radial Plant

SSU 3: Finance

SSU 4: QA, Technical, IT

SSU 5: HR , IR , GAD

SSU 6: IED , Shift in charges , Mgf. services

Work Flow Model

BU 1

1) Compound At Ban bury:

Compound is the process of mixing the necessary raw materials with selected
elastomer in the ban bury. Ban bury is an internal mixer, which consists of a completely
enclosed mixing chamber with two spiral shaped rotors. There is a hoper to feed the
ingredients and a door to discharge the mix. The rubber ingredients like chemicals are
weighted as mentioned in specification file and feed into hoper. Then the mixing process
takes place. Required mixing time is fixed to get better quality mixing.

2) Extruder:

The main function of an extruder is to produce tread and side wall, bead, apex.
Extrusion is a process of forcing the mixed compound by means of screw, which rotates
inside the barrel. There are two types of extruder: a) Screw extruder, b) Ram extruder.

3) Zell Plant: : Dipping

The dipping process takes places in a zeal plant. Here rayon, nylon. Polyesters are
dipped in a solution containing normally latex based resorcinol formaldehyde to improve
adhesive properties. Then the fabric is dried at a temperature of about 280-300 F for 150-180
sec, the fabric is stretches to about 0-15%

4) Calendaring:

Calendaring is a machine, which consists of three or four rolls held in a frame work
used to produce the rubber sheets of required strength and length. To get a better quality
calendared fabric with uniform gauges, viscosity is important in the same way, hot
temperature of about 110-137mm.

BU 2

5) Bias Cutter:

It is a machine used to make ply’s or to the rubber coated fabrics at required width
and angle, which are used in the production of tyres. Bias angle is the angle of cords in tyres
with respect to the central line. Based on the ideal cured angle, required for particular type
size and pattern, bias angle is calculated for the particular drum.

6) Pocket Making:
 It is a process of making the pocket from the angle cutter fabrics. In pocket making
section, three types of pockets are constructed. The ply’s used for the first and second pocket
are known ad inner ply and those used for third pocket are known as outer ply.

7) Bead Assembly : Bead wire – High tensile copper coated Steelwire coated with compound
wound on a former , fillered and flipped

8) Tyre Assembly : All individual components of tyre Viz Beads , Pockets, Tread and
Sidewall are assembled on a Building drum and the finished product is called as Green –
Tyre.

BU 3

9) Bladder:

Butyl rubber compound is used for making the bladder. As first, butyl rubber is mixed
with specified chemicals properly and then it enters the extruder section by the use of the
extruder, a specific length and width of slug is extruded. Then the ends of the slugs are cut
into the specified angle for proper joining.

8) Tyre Moulding:

Before moulding operations, the green tyre has to be made ready for painting with
inner lubricants inside tyre for easy release from the bladder and the side walls are to be
coated with blemish paints.

9) Tyre Curing:

It is a process of cross linking the rubber compounds through heat and pressure. For
the pressure of curing tyres presses are used. These pressed are pre warmed before loading of
green tyre is done in the top ring raise condition with vacuum.

10) Tyre Finishing and Inspection:

After curing, the tyres obtained by trimming of the extensions on the tyres surfaces
are checked for defects. Thus the process of removing excess materials from the tyre after
curing is called finishing. The finishing process is done either by buffing or trimming
method. All the tyres then are inspected and separated.
BU 5 :

Finished Goods Storage and dispatch : Storing of Okay tyres and arranging logistics
to various depots / STUs / OEMs as per the marketing requirements.

Future growth and prospectus:

 To be the No.1 tyre company in India.

 To be the largest tyre export company in India.

 To be a customer obsessed company.

 High quality of products.

 Profit Maximization.
Structure

The Structure of the company is shown in the next page.

JQ Industries limited formerly being public sector unit, is a democratic and well

organized structure in itself. The lower level and functional level managers are consulted and

consultations are analyzed before the top management takes any decisions.

Task to be performed are assigned to separate functional heads.

JQ Industries limited adopted the BPR (Business process re engineering) concepts, its

objectives.

 Radically improve the process and make changes in the way business is done.

 Integrate and align all business processes and sub processes.

 Reduction of cycle time a reducing cost for all business transactions.

 To reduce Bureaucracy and excess fat.

JQ Industries (VIP) Board of Directors:

Chairman : Hari Shankar Singhania

Vice Chairman & Managing Direction : Raghupathi Singhania

Directors : Arvind Narottam Lalbhai

Arvind Singh Mewar

Bhakul Jain

I.M. Vittala Murthy

LIC Nominee : Om Prakash Khaitan

IDBI Nominee : Dr. Vinayashil Gautam

Managing Director : Bharat Hari Singhania

Dy. Managing Director : Vikrampati Singhania

Whole – Time Director : Swaroop Chand Sethi

Auditors : Lodha & Co., Chartered Accounts

ORGANIZATIONAL CHART

MANAGING DIRECTOR

MANAGER MANAGER MANAGER FACTORY FACTORY

MANAGER MANAGER
QUALITY & HUMAN
CONTROL RESOURCES TYRES TRM
COMMERCIAL
& FINANCE

OFFICER LAB PRODUCTION SUPERVISORS

COMMERCIAL ASSISTANT SUPERVISORS

WORKERS WORKERS

OFFICE ASSISTANT RECEPTIONIST

SECURITY
 CHAPTER II

REVIEW OF LITERATURE

REVIEW OF LITERATURE

 Researchers have comprehensively studied on employee turnover attitudes. They

give their efforts to develop and understanding of employee attitudes. Employee
leaves organization with specific reason. In an attempt to clarify the relationships
among various attitudinal antecedents of turnover, Tett and Meyer (1993) they
perform meta-analysis on 178 samples from 138 studies.
 They work on the relationships between job satisfaction, turnover intention,
organizational commitment and actual turnover (Tett and Meyer, 1993).
 In their research they state that organizational commitment and employee job
satisfaction both objects are perform independently in employee turnover. In this
both object employee job satisfaction is more effective then organizational
commitment. Means as per Tett and Meyer research employees job satisfaction is a
major part in their job.
 Lee, Holtom, Mc Daniel, Hill and Mitchell (1999), also done a research on this
topic. They strongly argue that only attitudinal findings are not sufficient to explain
this issue. They do a more then 17 years research on this topic and suggests that
many employee left current organization without any specific reason.
 Hom, Caranikas-Walker, Prussi and Griffeth (1992) start a meta-analysis on
employee turnover. As per them opinion only employee job satisfaction is not
important but sometimes external economic issues or employment rate are also play
important role in employee turnover. Generally as per current theory employee low
job satisfaction is a major reason for leave organization.
 But as per Lee et al (1999) there are new theories are needed to explain the different
situation and reason. Some need to find out possible reason for which & why
people leave the organizations.
 The psychological viewpoint and goal is showing different object such as job
dissatisfaction, employee demography and organization not full fill their
 commitment are the main issue in employee turnover (e.g. Discenza & Gardner,
1992;
 William H. Price & Richard Kiekbusch & John The is in his study on causes of
employees turnover have talked about the causes and the implementation. Further
he highlighted that providing a challenging job, and offering realistic promotion
opportunities. Other variables that have less impact are schedule input, insurance
and family income. Good communication and job satisfaction
 Beri G.C., Human Resource Tata McGraw New Delhi, in his study on the cause of
factor influencing turnover and retention of staff and retention problems for
professional have talked about the Working hours, workload and work schedules
which are also common concerns to both groups.
 In addition, career development, promotion and appreciation of contribution were
important retention factors, while a supportive professional environment, reduction
in workload and working hours and more flexible work patterns were important to
consultants.
 Cari McLean, Labour Management in Agriculture, in her study knowing the reason
why workers leave or edge in improving working condition and have talked about
dissatisfaction with work or working condition, select and train new personnel,
conducting workers satisfaction survey, find specific problem area to watch and
improve .
 Joseph & Ang, 2003). This research show important and insight reason for why IT
employee leave their job and change organization frequently. Recent organizational
behaviour and psychological result show that actual reason behind employees
turnover are salary package levels, Promotion, mobility, and skill demands and jobs
availability (Hom & Kinicki, 2001; Trevor, 2001).
 Psychological research's show that employee turnover is individual factors. It is
show that employee leave their job due to job dissatisfaction or employee work
place or organizational commitment. This research has show why IT employees
leave their current organization.
 Jing and Klein (1999), they reported that In fortune 500 firms IT employees job
turnover ratio is 25 To 35%. Moreover, Human resource management have a facing
a key issue of IT employee job change ratio (e.g. Niederman, Brancheau and
Wetherbe, 1991). This research is same focus on attitudes leading to purpose to
employee turnover finding as reported by Tett and Meyer (1993).
 The study of "IT Retention: The social context of turnover among information
technology professional Lee (2002)". This study was focus on social support from
employee's colleagues and company's management. If they give a support each
other the company minimize employee turnover. That means social supports are
also play a important role in employee turnover.
 If employee got this support then they neglect other object like job satisfaction,
wedges or organization commitment. So as per Lee, social support is a most
important part in employee turnover.
 William H. Price & Richard Kiekbusch & John Theis in his study on causes of
employee’s turnover have talked about the causes and the implementation.
 Further he highlighted that providing a challenging job, and offering realistic
promotion opportunities. Other variables that have less impact are schedule input,
insurance and family income. Good communication and job satisfaction.
 Beri G.C., Human Resource Tata McGraw New Delhi, in his study on the cause of
factor influencing turnover and retention of staff and retention problems for
professional have talked about the Working hours, workload and work schedules
which are also common concerns to both groups.
 In addition, career development, promotion and 4appreciation of contribution were
important retention factors, while a supportive professional environment, reduction
in workload and working hours and more flexible work patterns were important to
consultants.
 Cari McLean, Labour Management in Agriculture, in her study knowing the reason
why workers leave or edge in improving working condition and have talked about
dissatisfaction with work or working condition, select and train new personnel,
conducting workers satisfaction survey, find specific problem area to watch and
improve Cosenza, Robert M.in his study on the causes of the cost of employees
turnover due solely to unfairness in the workplace and have talked about the effect
of unfairness upon an employee’s decision to leave their employer and the financial
to employer due to voluntary turnover.
 Further he highlighted Recruiting and retaining the best and the brightest Remove
the barriers and biases which create unfair workplace. Moore, in her study on the
cause of an informative report regarding employees turnover and retention on the
causes of high employee turnover which affect the most, and the companies can
decrease employees turnover in order to cut the hidden cost.
 CHAPTER III
RESEARCH METHODOLOGY

RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problem. It is

understood as a science of studying how systematically a research is done scientifically. In it
we study steps that are generally adopted by the researcher in studying the research problem
along with the logic behind them.

RESEARCH DESIGN:

The research design indicates the type of research methodology under taken to collect
the information for the study. The researcher used both descriptive and analytical type of
research design for his research study.
The main objective of using descriptive research is to describe the state of affairs as it
exists at present. It mainly involves surveys and fact finding enquiries of different kinds. The
researcher used descriptive research to discover the characteristics of customers.
Descriptive research also includes demography characteristic of consumer who use
the product. The researcher also used analytical research design to analyze the existing facts
from the data collected from the customer.

RESEARCH PROBLEM:
The present study is titled as a Project Report on A STUDY ON EMPLOYEE
TURNOVER OF J.Q.TYRE MANUFACTURING INDUSTRY PVT LIMITED AT
COIMBATORE

AREA OF STUDY:
The area of study is confined to employees of J.Q.TYRE MANUFACTURING
INDUSTRY PVT LIMITED AT COIMBATORE
RESEARCH INSTRUMENT:
The Structured questionnaire is used as the research instrument for the study.

QUESTIONNAIRE DESIGN:
 The questionnaire framed for the research study is a structured questionnaire in
which all the questions are predetermined before conducting the survey.
 The form of question is of both closed and open type.
 The questionnaire for the research was framed in a clear manner such that it
enables the respondents to understand and answer the question easily.
 The questionnaire was designed in such a way that the questions are short and
simple and is arranged in a logical manner.

PILOT STUDY:
It is appropriate to conduct pilot survey to check the reliability of the questionnaire.
So pilot study was conducted on 150 respondents which is a 10% of the sample.

DATA COLLECTION METHOD

Normally two types of data are used for the purpose of carrying out research. For
this survey also I have collected these data i.e.
 Primary data
 Secondary data

PRIMARY DATA:

Primary data is one, which is collected from fresh sources and for the first time while
conducting the research. For the project, primary survey has been undertaken through a
survey instrument consisting of structured questionnaire filled by employees by the way of
personal interviewing

SECONDARY DATA:

Secondary data is that data which has been collected for some other purpose. There are
two types of sources for collecting secondary data:
  Internal sources
 External sources Internal sources of secondary data includes the data generated within
the organization E.g. Annual Publications, Books, Magazines and Internet etc.

SAMPLE SIZE:
Sample size=150 samples, variance and confidence methods are used for determining
sample size.

SAMPLING PLAN

A sampling plan is a definite design for obtaining a sample from the sampling frame.
It refers to the technique or the procedure the researcher would adopt in selecting some
sampling units from which interpretations about the population is drawn. Sampling design is
determined before any data are collected.

Selective Sampling technique was adopted. In this method the researcher select those
units of the population in the sample, which appear convenient to him or the management of
the organization where he is conducting research.

SAMPLE OF STUDY-

The sample is a basic unit consisting of the elements of the population to be sampled.
Sample population includes employees from J.Q.TYRE MANUFACTURING INDUSTRY
PVT LIMITED AT COIMBATORE. The population includes the employees of the various
departments in the organization.

SAMPLE DESIGN-

To select the samples, the sampling technique used was Simple Random Sampling.
Themain benefit of Simple Random Sampling is that it guarantees that the sample chosen is a
representative of the population.

This ensures that the statically conclusions will be valid. In this technique each
member of the population has an equal chance of being selected as subject.

The entire process of sampling is done in a single step with each subject selected
independently of the other member of the population.
TOOL FOR DATA COLLECTION-

The research instrument used in this study is structured questionnaire which consists
of 25 questions. It was predetermined before conducting the survey. The questions are open
ended.

STATISTICAL TOOLS USED IN THE STUDY-

For the analysis of data percentage analysis is used.

DESCRIPTION OF STATISTICAL TOOLS USED

 Percentage method

 Chi-square test

STATISTICAL TOOLS AND TECHNIQUES

HYPOTHESIS:
There is a between employee and the firm
PERCENTAGE ANALYSIS:

Percentage = (No. Of respondents / total no. Of respondents)*150

WEIGHTED AVERAGE METHOD:
Formula:
Mean score = total score/no of respondents.
Where total score = no of respondents*weighted average
CHI – SQUARE TEST:
1. Null Hypothesis (Ho): There is no difference in attributes
2. Alternate Hypothesis(H1): There is a difference in attributes
3. Level of significance α = 0.05
4. Degrees of freedom = (r-1)(c-1)
5. Expected frequency:
E = R.T × C.T
6. Calculation of :
Σ = Σ (O-E)2
7. The tabulated value of at given level of significance with (r-1)(c-1)
 CHAPTER-IV

DATA ANALYSIS AND INTERPRETATIONS

TABLE 4.1

AGE OF THE RESPONDENT

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Below 25 31 20.7
2 25-35 39 26.0
3 35-45 54 36.0
4 Above 45 26 17.3
Total 150 100.0

INTERPRETATION:

The above tables shows that he age of the employee are 20.7% of the respondents are
below 25 years, 26.0% of the respondents are 25-35 years, 36.0% of the respondents are 35-
45 years, and 17.3% of the respondents are above 45 years.
CHART 4.1

AGE OF THE RESPONDENT

40
AGE OF THE RESPONDENT
35
30
PERCENTAGE

25
20
36
15 Series1
26
10 20.7
17.3
5
0
Below 25 25-35 35-45 Above 45
AGE
TABLE 4.2

GENDER OF THE RESPONDENT

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Male 76 50.7
2 Female 74 49.3
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the Gender of the respondent are 50.7% of the
respondent of male, 49.3% of the respondent of female.
CHART 4.2

GENDER OF THE RESPONDENT

GENDER OF THE RESPONDENT

Male
49.3 50.7
Female
TABLE 4.3

MARITIAL STATUS OF THE RESPONDENT

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Married 79 52.7
2 Unmarried 71 47.3
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the marital status of the respondent are
52.7% of the respondent are married, 47.3% of the respondent are unmarried.
CHART 4.3

MARITIAL STATUS OF THE RESPONDENT

MARITIAL STATUS OF THE

RESPONDENT

47.3
52.7
Married
Unmarried
TABLE 4.4

DESIGNATION OF THE RESPONDENT

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Manager 26 17.3
2 Supervisor 40 26.7
3 Accountant 46 30.7
4 Others 38 25.3
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the designations of the respondent are
17.3% of the respondent is working at manager, 26.7% of the respondent is working at
supervisor, 30.7% of the respondent is working at accountant and 25.3% of the respondent is
working at others.
CHART 4.4

DESIGNATION OF THE RESPONDENT

DESIGNATION OF THE RESPONDENT

35
30
25
PERCENTAGE

20
30.7
15 26.7 25.3
10 17.3
5
0
Manager Supervisor Accountant Others
DESIGNATION
TABLE 4.5

EDUCATIONAL QUALIFICATION OF THE RESPONDENT

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 HSC 14 9.3
2 Degree 18 12.0
3 ITI 33 22.0
4 Diploma 30 20.0
5 AMIE 29 19.3
6 PG 26 17.3
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the Qualification of the respondent are 9.3%
of the respondent are qualified in HSC, 12.0% of the respondent are qualified in Degree,
22.0% of the respondent are qualified in ITI and 20.0% of the respondent are qualified in
Diploma,19.3% of the respondent are qualified in AMIE,17.3% of the respondent are
qualified in PG.
CHART 4.5

EDUCATIONAL QUALIFICATION OF THE RESPONDENT

25 EDUCATIONAL QUALIFICATION
20
PERCENTAGE

15
22
10 20 19.3
17.3
12
5 9.3

0
HSC Degree ITI Diploma AMIE PG
EDUCATION QUALIFICATION
TABLE 4.6

EXPERIENCE OF THE RESPONDENT

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Less than 5 years 26 17.3
2 5-10 years 41 27.3
3 10-15 years 52 34.7
4 Above 16 years 31 20.7
Total 150 100.0

INTERPRETATION

The above table can be interpreted that the experience is 17.3% of the respondent
are working in this organization less than 5 years, 27.3% of the respondent are working in
this organization 5-10 years, 34.7% of the respondent are working in this organization 10-
15 years and 20.7% of the respondent are working in this organization above 16 years.
CHART 4.6

EXPERIENCE OF THE RESPONDENT

EXPERIENCE OF THE RESPONDENT

35
30
25
PERCENTAGE

20 34.7
15 27.3
20.7
10 17.3
5
0
Less than 5 5-10 years 10-15 years Above 16
years years
EXPERIENCE
TABLE 4.7
TYPE OF THE EMPLOYEEMENT

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Permanent 19 12.7
2 Probationary 33 22.0
3 Temporary 34 22.7
4 Contract 29 19.3
5 Others 35 23.3
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the employment of 12.7% of the respondent
are permanent employee in this company , 22.0% of the respondent of probationary
employee in this company, 22.7% of the respondent of temporary employee in this company
and 19.3% of the respondent contract employee in this company,23.3% of the respondent not
working employee in this company.
CHART 4.7
TYPE OF THE EMPLOYEEMENT

25
EMPLOYEEMENT
20
PERCENTAGE

15

22 22.7 23.3
10 19.3

12.7
5

0
Permanent Probationary Temporary Contract Others
EMPLOYEMENT
TABLE 4.8

INCOME OF THE RESPONDENT

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Less Than 5000 26 17.3
2 5000-10000 34 22.7
3 10000-15000 39 26.0
4 15000- 20000 39 26.0
5 Above 20000 12 8.0
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the income of the respondent are 17.3% of the
respondent are earn the income level is less than 5000, 22.7% of the respondent are earn the
income level is 5000-10000, 26.0% of the respondent are earn the income level is 10000-
15000 and 26.0% of the respondent are earn the income level is 15000-20000,8.0% of the
respondent are earn the income level is above 20000.
CHART 4.8

INCOME OF THE RESPONDENT

30
INCOME OF THE RESPONDENT
25
PERCENTAGE

20
15 26 26
22.7
10 17.3
5 8
0

INCOME
TABLE 4.9

TRAINING PERIOD OF THE RESPONDNET

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 One day 14 9.3
2 1-3 Days 50 33.3
3 1 Week 52 34.7
4 1 Month 34 22.7
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the training period are 9.3% of the respondent
are says that company provided the training period on one day, 33.3% of the respondent
says that company provided the training period on 1-3 days, 34.7% of the respondent are
says that training period on 1 week and 22.7% of the respondent are says that training
period on 1 month.
CHART 4.9

TRAINING PERIOD OF THE RESPONDNET

TRAINING PERIOD
9.3
22.7

33.3 One day

1-3 Days
34.7 1 Week
1 Month
TABLE 4.10
THE ET SYSTEM HELPS IN FAST AND BETTER DECISION MAKING

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Strongly disagree 15 10.0
2 Disagree 35 23.3
3 Neither nor 46 30.7
4 Strongly agree 37 24.7
5 Agree 17 11.3
Total 150 100.0

INTERPRETATION
The above table can be interpreted that the 10.0% of the respondent strongly
disagree with the decision making process, 23.3% of the respondent are says that disagree,
30.7% of the respondent are says that neither nor and 24.7% of the respondent are says that
strongly agree, 11.3% of the respondent agree with the decision making process.
CHART 4.10
THE ET SYSTEM HELPS IN FAST AND BETTER DECISION MAKING

35
BETTER DECISION MAKING
30
25
PERCENTAGE

20
30.7
15
23.3 24.7
10
10 11.3
5
0
Strongly Disagree Neither nor Strongly Agree
disagree agree
OPINION
TABLE 4.11

ET HELPS IN ENHANCED PRODUCTIVITY OR SERVICE QUALITY

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Strongly disagree 10 6.7
2 Disagree 29 19.3
3 Neither nor 47 31.3
4 Strongly agree 40 26.7
5 Agree 24 16.0
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the 6.7% of the respondent of Strongly
Disagree with enhanced productivity or service quality, 19.3% of the respondent are says
that Disagree, 31.3% of the respondent of says that Neither nor and 26.7% of the
respondent Strongly Agree enhanced productivity or service quality,16.0% of the respondent
Agree enhanced productivity or service quality..
CHART 4.11

ET HELPS IN ENHANCED PRODUCTIVITY OR SERVICE QUALITY

PRODUCTIVITY OR 31.3
35
SERVICE QUALITY
30 26.7

25
PERCENTAGE

19.3
20 16
15
10 6.7

5
0
Strongly Disagree Neither nor Strongly Agree
disagree agree
OPINION
TABLE 4.12

IMPLEMENTING RESULTS IN SHARING BEST PRACTICES.

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Strongly disagree 15 10.0
2 Disagree 36 24.0
3 Neither nor 49 32.7
4 Strongly agree 37 24.7
5 Agree 13 8.7
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the 10.0% of the respondent are says that
Strongly Disagree with the company sharing best practices, 24.0% of the respondent sare
says that Disagree, 32.7% of the respondent of Neither nor with the company sharing best
practices and 24.7% of the respondent are says that Strongly Agree,8.7% of the respondent
Agree with the company sharing best practices.
CHART 4.12

IMPLEMENTING RESULTS IN SHARING BEST PRACTICES.

35
RESULTS IN SHARING BEST PRACTICES
30

25
PERCENTAGE

20
32.7
15
24 24.7 Series1
10

5 10 8.7
0
Strongly Disagree Neither nor Strongly Agree
disagree agree
OPINION
TABLE 4.13

ET MAKES IT EASY TO ET DIFFERENT MARKET TYPES

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Strongly disagree 11 7.3
2 Disagree 40 26.7
3 Neither nor 48 32.0
4 Strongly agree 33 22.0
5 Agree 18 12.0
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the 7.3% of the respondent are Strongly Disagree ,
with ET makes it easy to ET different market 26.7% of the respondent are says that Disagree
with ET makes it easy to ET different market , 32.0% of the respondent are says that Neither
nor and 22.0% of the respondent are says that Strongly Agree,12.0% of the respondent are
says Agree that ET makes it easy to ET different market.
CHART 4.13

ET MAKES IT EASY TO ET DIFFERENT MARKET TYPES

35
ET DIFFERENT MARKET TYPES
30
25
20
32
PERCENTGAE

15 26.7
22
10
12
5 7.3
0
Strongly Disagree Neither nor Strongly Agree
disagree agree
OPINION
TABLE 4.14

ET HELPS IN INCREASED INNOVATION BY THE EMPLOYEES

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Strongly disagree 5 3.3
2 Disagree 24 16.0
3 Neither nor 42 28.0
4 Strongly agree 40 26.7
Agree 39 26.0
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the 3.3% of the respondent are Strongly
Disagree with the increased innovation by the employees, 16.0% of the respondent are says
that Disagree, 28.0% of the respondent are says that Neither nor and 26.7% of the
respondent are says that Strongly Agree ,26.0% of the respondent Agree with the increased
innovation by the employees.
CHART 4.14

ET HELPS IN INCREASED INNOVATION BY THE EMPLOYEES

INNOVATION BY THE EMPLOYEES

3.3
26 16 Strongly disagree
Disagree
Neither nor
28 Strongly agree
26.7 Agree
TABLE 4.15

APPLICATION OF ET SYSTEM RESULTS IN INCREASED MARKET SHARE.

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Strongly disagree 17 11.3
2 Disagree 39 26.0
3 Neither nor 40 26.7
4 Strongly agree 32 21.3
Agree 22 14.7
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the 11.3% of the respondent are Strongly
Disagree, with the increased market share ,26.0% of the respondent are Disagree with the
increased market share , 26.7% of the respondent are Neither nor with the increased market
share and 21.3% of the respondent are says that Strongly Agree,14.7% of the respondent is
Agree with the increased market share .
CHART 4.15

APPLICATION OF ET SYSTEM RESULTS IN INCREASED MARKET SHARE.

APPLICATION OF ET SYSTEM
Agree 14.7

Strongly agree 21.3

OPINION

Neither nor 26.7

Series1
Disagree 26

Strongly disagree 11.3

0 5 10 15 20 25 30
PERCENTAGE
TABLE 4.16
INCREASES THE LEARNING/ADAPTATION CAPABILITY OF EMPLOYEES.

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Strongly disagree 24 16.0
2 Disagree 40 26.7
3 Neither nor 40 26.7
4 Strongly agree 30 20.0
Agree 16 10.7
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the e 16.0% of the respondent are says that
Strongly Disagree , 26.7% of the respondent of Disagree with the learning/adaptation
capability of employees , 26.7% of the respondent are says that Neither nor and 20.0% of
the respondent are says that Strongly Agree,10.7% of the respondent Agree with the
learning/adaptation capability of employees.
CHART 4.16
INCREASES THE LEARNING/ADAPTATION CAPABILITY OF EMPLOYEES.

30
CAPABILITY OF EMPLOYEES
25
PERCENTAGE

20

15 26.7 26.7
10 20
16
10.7
5

0
Strongly Disagree Neither nor Strongly Agree
disagree agree
OPINION

TABLE 4.17
ET HELPS IN BETTER STAFF ATTRACTION

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Strongly disagree 23 15.3
2 Disagree 25 16.7
3 Neither nor 44 29.3
4 Strongly agree 37 24.7
5 Agree 21 14.0
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the 15.7% of the respondent are Strongly
Disagree, with the ET helps in better staff attraction, 16.7% of the respondent is Disagree that
the ET helps in better staff attraction, 29.3% of the respondent are says that Neither nor and
24.7% of the respondent Strongly Agree with the ET helps in better staff attraction,14.0% of
the respondent Agree with the ET helps in better staff attraction.

CHART 4.17

ET HELPS IN BETTER STAFF ATTRACTION

 BETTER STAFF ATTRACTION
14 15.3
Strongly disagree
Disagree
16.7 Neither nor
24.7
Strongly agree
Agree

29.3

TABLE 4.18

ET RESULTS IN ENHANCED COLLABORATION WITHIN THE

ORGANIZATION.

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Strongly disagree 27 18.0
 2 Disagree 34 22.7
3 Neither nor 41 27.3
4 Strongly agree 27 18.0
5 Agree 21 14.0
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the Collaboration of the organization are
18.0% of the respondent are says that Strongly Disagree , 22.7% of the respondent are says
that Disagree that Collaboration of the organization, 27.3% of the respondent are says that
Neither nor and 18.0% of the respondent are says that Strongly Agree,14.0% of the
respondent are says that Agree that Collaboration of the organization.

CHART 4.18

ET RESULTS IN ENHANCED COLLABORATION WITHIN THE

ORGANIZATION.
 30
ENHANCED COLLABORATION
25

PERCENTAGE 20

15 27.3
22.7
10 18 18
14
5

0
Strongly Disagree Neither nor Strongly Agree
disagree agree
OPINION

TABLE 4.19
ET HELPS TO ADDRESS THE COMMUNICATION GAP IN THE
ORGANIZATION

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Strongly disagree 21 14.0
2 Disagree 33 22.0
3 Neither nor 38 25.3
4 Strongly agree 41 27.3
5 Agree 17 11.3
Total 150 100.0
INTERPRETATION:

The above table can be interpreted that the 14.0% of the respondent of Strongly
Disagree, that address the communication gap of the organization ,22.0% of the respondent
of Disagree, 25.3% of the respondent are says that Neither nor and 27.3% of the respondent
are says Strongly Agree that address the communication gap of the organization,11.3% of
the respondent tare says Agree that address the communication gap of the organization.

CHART 4.19
ET HELPS TO ADDRESS THE COMMUNICATION GAP IN THE
ORGANIZATION
 30
ADDRESS THE COMMUNICATION
25

PERCENTGAE 20

15 27.3
25.3
22
10
14
11.3
5

0
Strongly Disagree Neither nor Strongly Agree
disagree agree
OPINION

TABLE 4.20
ET HELPS IN CONSTANT AND CONTINUOUS TRANSFORMATION OF
INDIVIDUAL LEARNING TO ORGANIZATIONAL
 SL.NO PARTICULAR FREQUENCY PERCENTAGE
1 Strongly disagree 21 16.0
2 Disagree 32 21.3
3 Neither nor 38 25.3
4 Strongly agree 38 25.3
5 Agree 18 12.0
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the 16.0% of the respondent is strongly
Disagree, with the Individual learning of the organization ,21.3% of the respondent are
Disagree , with Individual learning of the organization 25.3% of the respondent of Neither
with Individual learning of the organization and 25.3% of the respondent are says that
Strongly Agree,12.0% of the respondent are says that Agree.

CHART 4.20
ET HELPS IN CONSTANT AND CONTINUOUS TRANSFORMATION OF
INDIVIDUAL LEARNING TO ORGANIZATIONAL
 INDIVIDUAL LEARNING

12 16
Strongly disagree
Disagree
25.3 Neither nor
21.3
Strongly agree
Agree
25.3

TABLE 4.21
ET RESULTS IN INCREASED DELEGATION OF AUTHORITY AND
ACCOUNTABILITY TO INDIVIDUALS.
 SL.NO PARTICULAR FREQUENCY PERCENTAGE
1 Strongly disagree 11 7.3
2 Disagree 30 20.0
3 Neither nor 45 30.0
4 Strongly agree 39 26.0
5 Agree 25 16.7
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the 7.3% of the respondent are Strongly
Disagree with the increased delegation of authority and accountability to individuals, 20.0%
of the respondent are says that Disagree, 30.0% of the respondent are says that Neither nor
with the increased delegation of authority and accountability to individuals and 26.0% of the
respondent are says that Strongly Agree,16.7% of the respondent are says that Agree.

CHART 4.21
ET RESULTS IN INCREASED DELEGATION OF AUTHORITY AND
ACCOUNTABILITY TO INDIVIDUALS.
 30
30
ACCOUNTABILITY TO INDIVIDUALS
26
25
20
Axis Title 20 16.7

15

10 7.3

0
Strongly Disagree Neither nor Strongly Agree
disagree agree
Axis Title

TABLE 4.22

ET HELPS TO ACHIEVE BETTER STANDARDS

 SL.NO PARTICULAR FREQUENCY PERCENTAGE
1 Strongly disagree 17 11.3
2 Disagree 21 14.0
3 Neither nor 45 30.0
4 Strongly agree 40 26.7
5 Agree 27 18.0
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the 11.3% of the respondent are Strongly
Disagree with the Better Standards of the organization , 14.0% of the respondent of Disagree
with the Better Standards of the organization, 30.0% of the respondent are says that Neither
nor and 26.7% of the respondent Strongly Agree with the Better Standards of the
organization,18.0% of the respondent Agree with the Better Standards of the organization..
CHART 4.22

ET HELPS TO ACHIEVE BETTER STANDARDS

30 ACHIEVE BETTER STANDARDS

25
PERCENTWGE

20

15 30
26.7
10 Series1
18
14
11.3
5

0
Strongly Disagree Neither Strongly Agree
disagree nor agree
OPINION
 CHAPTER-IV

FINDINGS, SUGGESTION, CONCLUSION

FINDINGS

 Majority of age of the employee are 36.0% of the respondents are aged between 35-45
years
 Majority of Gender is 50.7% of the respondent are male
 Majority of marital status of the respondent are 52.7% of the respondent are married,
 Majority of 30.7% of the respondent are working in this company at Accountant and
25.3% of the respondent working in this company Others.
 Majority of 22.0% of the respondent are qualified in f ITI and 20.0% of the
respondent of Diploma
 Majority of 27.3% of the respondent are working in this company 5-10 years,
34.7% of the respondent are working in this company 10-15 years
 Majority of 22.0% of the respondent of working on Probationary employee , 23.3%
of the respondent are working on Others.
 Majority of 26.0% of the respondent are earn the monthly income is 10000-15000
and 26.0% of the respondent are earn the monthly income is 15000-20000
 Majority of 33.3% of the respondent are says that company provided by the training
period 1-3 Days, 34.7% of the respondent says that company provided by the training
period 1 week
 Majority of 30.7% of the respondent are says that neither nor with the decision
making process and 24.7% of the respondent are says that strongly agree.
 Majority of 31.3% of the respondent of says that Neither nor and 26.7% of the
respondent Strongly Agree enhanced productivity or service quality,.
 Majority of 32.7% of the respondent of Neither nor with the company sharing best
practices and 24.7% of the respondent are says that Strongly Agree,
 Majority of 26.7% of the respondent are says that Disagree with ET makes it easy to
ET different market , 32.0% of the respondent are says that Neither nor
 Majority of 28.0% of the respondent are says that Neither nor with the increased
innovation by the employees, 26.0% of the respondent Agree with the increased
innovation by the employees.
  Majority of ,26.0% of the respondent are Disagree with the increased market share ,
26.7% of the respondent are Neither nor with the increased market share
 Majority of , 26.7% of the respondent of Disagree with the learning/adaptation
capability of employees , 26.7% of the respondent are says that Neither nor.
 Majority of 29.3% of the respondent are says that Neither nor and 24.7% of the
respondent Strongly Agree with the ET helps in better staff attraction.
 Majority of , 22.7% of the respondent are says that Disagree that Collaboration of the
organization, 27.3% of the respondent are says that Neither nor .
 Majority of 22.0% of the respondent of Disagree, 25.3% of the respondent are says
that Neither nor and 27.3% of the respondent are says Strongly Agree that address
the communication gap of the organization
 Majority of 25.3% of the respondent of Neither with Individual learning of the
organization and 25.3% of the respondent are says that Strongly Agree.
 Majority of 30.0% of the respondent are says that Neither nor with the increased
delegation of authority and accountability to individuals and 26.0% of the
respondent are says that Strongly Agree
 Majority of 30.0% of the respondent are says that Neither nor and 26.7% of the
respondent Strongly Agree with the Better Standards of the organization.

RECOMMENDATIONS

Turnovers can detrimental effect on an organization and its employees if company

management allows it. There are a tool to assist in addressing the causes of turnover is
often used as a performance indicator may be preventive measure should be as well. It is
impossible to eliminate turnover altogether therefore management must learn how to deal
with it and the effect it has on a company. In addition management should be better
prepared to take the proper action after the turnover event occurs. All effort should be
focused on maintaining job satisfaction and managing controllable caused of turnover.

The list of recommendation to prevent turnover in companies are:

1. Get involved in finding out the causes of turnover

2. Bring attention to bottom fig. & how turnover affect everyone
 3. Have an open door policy style of managing to allow employee to comment on what
might be bothering then about the job.
4. Realize there is more than one problem and pay attention to all stay alert.
5. Execute periodic audits of job satisfaction.
6. Have a Strict hiring standard do not just fill opening and.
7. Develop and constantly update training strategies.

SUGGESTION

 Taking into consideration career opportunities, 60% said that they need more
exposure and their potential remains under-utilized. The organization should provide
exposure and explore the talents of the employees. Even though the employees are
satisfied with their nature of job, it is identified in the study that many employees
prefer to change their job due to lack of growth opportunities in their job.
 So the companies can look for some innovative technologies to decrease their
turnover level by providing growth opportunities. One way for a company to prevent
employees from giving valuable information to competitors is to make it a policy to
enforce strict non-competing and confidentiality agreements amongst its employees.
 The existence of such agreements could in fact deter a competitor from hiring a
valuable employ because they might not want to risk possible legal entanglements
with the other company. Deadlines should be set which will benefit both, the
organization as well as the employees.
 By the way of setting targets, the employees will be engaged in their respective works
which will help in utilizing the skills of workers as well as the organization can
deliver its commitments on time. Also the best performing or the target achiever
should be awarded which will motivate him to further excel and remain committed
towards his work. Many employees have suggested improvement in working
environment and employee motivation in the survey.
 So the companies should give attention to the factors which i tcan improve itself
internally. Taking into consideration the elements like modernisation of technology, it
would help the organization in a good manner. If the organization could support the
employee in the above mention element, like if the employees are better equipped
with resources and technology, the end products will be standardized and will give
competition to other similar products.
  On the other hand wastage can be reduced both in terms of manpower and time .Day
care assistance should be given. Turnover rate among the female employees can be
reduced to a good level. From the study it was showing that employees does not have
this opportunity.
 Considering the primary data tool i.e. benefits, we can see conveyance is not offered.
Ifthe organization take a step forward in this practice it will help the employees.From
the secondary data i.e. reviews and articles we could see that an employee

CONCLUSION

The main aim of any organization is to earn profit. But to attain the maximum profit,
the organization should concentrate more on employees and the ways to retain them for their
long run.
From the study it is identified that Work Tasks, Technology and Technical Training
are the top three factors which might lead to turnover, apart from lack of growth
opportunities and salary which are the common factors for employees to change their jobs in
almost every organization.
This study concludes that to reduce turnover, the company should adopt New
Innovative Technologies and Effective Training Programs for the growth of their employees
within the organization.
The company should also think of recruiting people who are in the vicinity of the
industry, so that the family related problems will not lead to turnover. But on the other hand,
company should recruit people from different regions so that it can adopt the culture and
work style of other regions, rather than being specific to a particular state while recruiting.
From the study done we can say that, the best way to improve employee retention is
to understand what the employees want and need from the work place and provide it.
Organization must meet employees demand within limits of course. Management cannot
approve all the demand is a fact, but at the same time they can take efforts to convince the
employees.
Organization should also take efforts to bring most of the retention policies into
practice which will give a positive effect on the issue. Even the employees should understand
the limits of the organization and act accordingly. If there is a better understanding between
the two parties the problem of employee retention is solved to a great extent.
BIBLIOGRAPHY:

 Baron, R. M., & Kenny, D. A. (1986).The moderator-mediator variable distinction in

social psychological research: Conceptual,strategic, & statistical considerations.
Journal of Personality & Social Psychology, 51:1173-1182.
 [ Campion, M. A., (1991). Meaning & measurement of turnover: Comparison of
alternative measures and recommendations forresearch.
 ACAS. (2010). Managing attendance and employee turnover. Advisory booklet.
London: ACAS. Available at:
 http://www.acas.org.uk/index.aspx?articleid=1183 |
 Babaita, C., Sipos, G., A., Nagy, A. (2011). Leadership style and culture for
innovation in hotel industry, 5th WSEASInternational
 Conference on Economy and Management Transformation, Timisoara. |
 Beam, J. (2009, November 12). What is Employee Turnover? Retrieved
 November 13, 2009, from WiseGEEK: http://www.wisegeek.com/what-is-employee-
turnover.htm Catherine M Gustafson (2002).Staff turnover: Retention.
 International journal of contemporary Hospital management 14 (3) : 106-110. Elanain
Abu, M.H. (2010). Testing the direct and indirect relationship between organizational
justice and work outcomes in a non-western context of the UAE. Journal of
 Management Development, 29 (1), 05-27. Harris, K. J., Janes M., and Boonthanom,
R., (2005). “Perceptions of Organizational
 Politics and Cooperation as Moderators of the Relationship between Job Strains and
Intent to Turnover,”Journal of Managerial Issues, Vol. 17, No. 1, pp. 26-42 |
 ANNEXURE

A STUDY ON EMPLOYEE TURNOVER IN J.Q.TYRE MANUFACTURING

INDUSTRY PVT LIMITED AT COIMBATORE

QUESTIONAIRE:

1. Name:

2. Age :

a. Below 25
b. 25-35
c. 35-45
d. Above 45
3. Gender:

a) Male
b) Female
4. Marital status:

a) Married
b) Unmarried
5. Designations:

a) Manager
b) Supervisor
c) Accountant
d) Others
6. Educational:

a) HSC
b) Degree
c) ITI
d) Diploma
e) AMIE
f) PG
7. Experience in the field:

a) Less than 5 years

b) 5-10 years
c) 10-15 years
d) Above 16 years
8. Type of Employment.

a) Permanent
b) Probationary
c) Temporary
d) Contract
e) Others

9. Monthly income:

a) Less Than 5000

b) 5000-10000
c) 10000-15000
d) 15000- 20000
e) Above 20000
10. Training period:

a) One day
b) 1-3 Days
c) 1 Week
d) 1 Month

11. The ET system helps in fast and better decision making.

a) Strongly disagree
b) Disagree
c) Neither nor
 d) Strongly agree
e) Agree
12. ET helps in enhanced productivity or service quality.
a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
13. Implementing Results in sharing best practices.

a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
14. ET makes it easy to ET different market types.

a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
15. ET helps in increased innovation by the employees.

a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
16. Application of ET system results in increased market share.

a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
17. ET increases the learning/adaptation capability of employees.

a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
18. ET helps in better staff attraction.

a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
19. ET results in enhanced collaboration within the organization.

a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
20. ET helps to address the communication gap in the organization.

a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
21. ET helps in constant and continuous transformation of individual learning to
organizational

a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
22. ET results in increased delegation of authority and accountability to individuals.

a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
23. ET helps to achieve better standards.
a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e)Agree