A STUDY ON EMPLOYEE RETENTION

A STUDY ON EMPLOYEE RETENTION

TABLE OF CONTENTS CHAPTER NO.

1

TITLE

PAGE NO.

INTRODUCTION 1.3

INTRODUCTION TO THE STUDY

1.3.1

Objectives of the study

1.3.2

Need of the study

1.3.3

Scope of the study

1.3.4

Limitations of the study

2

REVIEW OF LITERATURE

3

RESEARCH METHODOLOGY 3.1 RESEARCH DESIGN 3.2 SAMPLING TECHNIQUE 3.3 SAMPLE SIZE 3.4 DATA COLLECTION METHOD 3.5 STATISTICAL TOOLS USED 4

DATA ANALYSIS

5

FINDINGS

6

SUGGESTIONS

7

CONCLUSION

ANNEXURES BIBLIOGRAPHY

LIST OF TABLES S.NO

TITLE

4.1.1 4.1.2 4.1.3 4.1.4 4.1.5 4.1.6 4.1.7 4.1.8 4.1.9 4.1.10 4.1.11 4.1.12

Position category of the employees Years of experience of the employees Employees satisfaction towards work environment Employees satisfaction towards incentives provided by the organization Opinion about management’s interest in motivating employees Employees opinion about opportunities for growth and promotion Employees opinion about their career development in the organization Employees response towards the welfare policies offered by the organization Factors motivating the employees Employees opinion about stress due to overwork What did the employees like more about the company Employees opinion about the medical facilities offered by the company

4.1.13 Employees response towards performance appraisal system followed in the company 4.1.14 Employees opinion about balancing the work life and personal life 4.1.15 Employees satisfaction level towards the Grievance handling system followed in the company 4.1.16 Whether company welcomes new ideas and innovation from the employees 4.1.17 Employees satisfaction level regarding superior subordinate relationship

LIST OF CHARTS

Page No

Page

S.NO

TITLE

4.1.1 4.1.2 4.1.3 4.1.4 4.1.5 4.1.6 4.1.7 4.1.8 4.1.9 4.1.10 4.1.11 4.1.12

Position category of the employees Years of experience of the employees Employees satisfaction towards work environment Employees satisfaction towards incentives provided by the organization Opinion about management’s interest in motivating employees Employees opinion about opportunities for growth and promotion Employees opinion about their career development in the organization Employees response towards the welfare policies offered by the organization Factors motivating the employees Employees opinion about stress due to overwork What did the employees like more about the company Employees opinion about the medical facilities offered by the company

No

4.1.13 Employees response towards performance appraisal system followed in the company 4.1.14 Employees opinion about balancing the work life and personal life 4.1.15 Employees satisfaction level towards the Grievance handling system followed in the company 4.1.16 Whether company welcomes new ideas and innovation from the employees 4.1.17 Employees satisfaction level regarding superior subordinate relationship

1.3 INTRODUCTION TO THE STUDY In todays scenario retaining the employees in the organization is becoming a challengeable job. Hiring knowledgeable people for the job is essential for an employer.

But retention is even more important than hiring. The employees are valuable assets to the organization so it is the responsibility for the organization to develop the strategies inorder to retain the employees. Employee attrition may be due to various factors such as lack of growth opportunities, dissatisfaction with the working environment,

lower pay

etc... As soon as they feel dissatisfied with the current employer or the job, they switch over to the next job, It is the responsibility of the organization to retain their

best employees. The organization should satisfy the needs and wants of the employees working in the organization which helps in reducing employee turn over. Employee retention greatly constitute for the growth of the organization.

1.3.1 OBJECTIVES PRIMARY OBJECTIVE: To reduce the employees turn over in the organization.

SECONDARY OBJECTIVE: •

To retain the experienced and skillful employees within the organization.

•

To reduce the cost of turn over.

•

To identify the factors causing dissatisfaction of the employees

•

To identify the factors motivating the employees

1.3.2 NEED OF THE STUDY

In today’s scenario employees turnover is getting increased day by day which affects the growth of the company. Employees turnover causes huge loss for the company, which invests a lot of money in training them. The study helps to identify the factors causing dissatisfaction, to the employees and thereby reducing the employees exiting the profession.

1.3.3 SCOPE OF THE STUDY

By identifying the factors causing employee turn over, the organization can develop and maintain the strategies that help them to retain their employees.

This study helps the management to analyze the factors that motivates the employees. By identifying the factors of motivation management may concentrate on those motivating factors in order to create job satisfaction.

Providing job satisfaction to the employees will increase employee loyalty which in turn helps the organization to retain their employees.

1.3.4 LIMITATIONS OF THE STUDY

•

Due to time constraint the study is restricted only to limited respondents

•

The information collected may not be accurate.

•

Some respondents have not responded to all the questions.

•

The data given by the respondents may be personally biased.

•

Area of the study is confined to the employees in Chennai only.

2. REVIEW OF LITERATURE

Employee turnover rates have, within the last several years, become a nationwide epidemic. Employees no longer feel the sense of company loyalty that once existed. By developing multivariate models that combine a number of factors contributing to turnover and empirically testing the models researchers have sought to predict why individuals leave organizations.

Many studies are based on only a small number of variables which often only explain a small amount of variability in turnover. Another criticism of turnover studies is that they do not adequately capture the complex psychological processes involved in individual turnover decisions.

Meta-analyses’ of Cotton and Tuttle (1986); Hom et al (1992); Griffeth et al (2000); Steer and Ovalle (1984); Tett and Meyer (1993) have simulated a large number of predictors and antecedents of employee turnover Many studies such as March and Simon (1958); Price and Mueller (1986); Mobley et al.(1979); Sheridan and Abelson’s (1983) etc. have built theoretical models on employee turnover.

There have been have been a number of factors that appear to be consistently linked to turnover. An early review article of studies on turnover by Mobley et al (1979) revealed that age, tenure, overall satisfaction, job content, intentions to remain on the job, and commitment were all negatively related to turnover (i.e. the higher the variable, the lower the turnover).

In 1995, a meta-analysis of some 800 turnover studies was conducted by Hom and Griffeth, which was recently updated (Griffeth et al, 2000). Their analysis confirmed some well-established findings on the causes of turnover. These include: job satisfaction, organizational commitment, comparison of alternatives and intention to quit.

William M. Mercer, Inc. (1998) discovered, when surveying 206 medium to large companies in 1998, businesses high turnover often lost employees because of dissatisfaction with compensation.

Research on the impact of unemployment rates as a proxy for actual opportunities in employee

turnover

revealed

that

unemployment

rates

affected

the

job-

satisfaction/turnover intent relationship but not actual turnover (Kirshenbaum & ManoNegrin, 1999).

Elangovan (2001) noted that the notion of job satisfaction and organizational commitment being causally related has not been incorporated in most turnover models.

His study indicated there were strong causal links between stress and satisfaction (higher stress leads to lower satisfaction) and between satisfaction and commitment (lower satisfaction leads to lower commitment). He further noted a reciprocal relationship between commitment and turnover intentions A recent study of turnover by Boxall et al (2003) in New Zealand confirmed the view that motivation for job change is multidimensional and that no one factor will explain it.

3. RESEARCH METHODOLOGY 3.1 RESEARCH DESIGN A research design is purely and simply the framework or plan for a study that guides the collection and analysis of the data. The function of research design is to ensure that the required data are collected accurately and economically.

The Research design used in the study was descriptive research design. The descriptive study

portrays the characteristics of a group or an individual or situation.

3.2 SAMPLING TECHNIQUE The sampling technique used in this study is Stratified sampling.

3.3 SAMPLE SIZE The sample size used in this study is 50. The universe of the study includes employees in HR 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 1 2 3 4 5

Respondents Less than 1 year 1-2 year 2-3 year 3-4 year Above 4 year Total

Response 10 14 10 7 9 50

Percentage 20 28 20 14 18 100

CHART – 4.1.1 CLASSIFICATION OF EMPLOYEES BASED ON THEIR EXPERIENCE

Interpretation: It is infered that 20% of employees has experience less than 1 year, 28% of employees has experience of 1-2 year, 20% of employees has experience of 2-3 year,and 14% of employees has experience of 3-4 year and 18% of employees has experience above 4 years.

TABLE – 4.1.2 POSITION CATEGORY S.No 1 2

Position category Middle Level Managerial Level Total

No. of Respondents 28 22 50

Percentage 56 44 100

CHART– 4.1.2 POSITION CATEGORY

Interpretation: It is infered that 56% of employee belongs to Middle level and 44% of employees belongs to Managerial level.

TABLE – 4.1.3 SATISFACTION TOWARDS THE WORK ENVIRONMENT

S.no 1 2 3 4 5

Response Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

Respondents 10 22 11 4 3 50

Percentage 20 44 22 8 6 100

CHART– 4.1.3 SATISFACTION TOWARDS THE WORK ENVIRONMENT

Interpretation: From the table it is infered that 20% of employees are highly satisfied with the work environmnent,44% of employees are satisfied with the work environmnent,22% of employees

are neutral in satisfaction with the work

environmnent,8% of employees are dissatisfied with the work environmnent and 6% of employees are highly dissatisfied with the work environmnent.

TABLE – 4.1.4 OPINION ABOUT THE INCENTIVES PROVIDED S.no 1

Response Highly satisfied

Respondents 24

Percentage 48

2 3 4 5

Satisfied Neutral Dissatisfied Highly dissatisfied Total

16 7 3 50

32 14 6 100

CHART– 4.1.4 OPINION ABOUT THE INCENTIVES PROVIDED

Interpretation: From the table it is seen that 48% of employees are highly satisfied 32% of employees are satisfied 14% or employees are neutral and 6% of employees are dissatisfied with the incentives provided in the organisation.

TABLE – 4.1.5 THE MANAGEMENT’S INTEREST IN MOTIVATING EMPLOYEES S.no

Response

Respondents

Percentage

1

Strongly agree

20

40

2

Agree

11

22

3

Neutral

14

28

4

Disagree

5

10

Total

50

100

CHART– 4.1.5 THE MANAGEMENT’S INTEREST IN MOTIVATING EMPLOYEES

Interpretation: From the table it is infered that 40% of employees strongly agree,22% of employeesagree,28% of employees are neutral and 10% of employees disagree with the management’s interest in motivating employees.

TABLE – 4.1.6 OPINION ABOUT THE OPPORTUNITIES FOR PROMOTION S.no

Response

Respondents

Percentage

1

Highly satisfied

15

30

2

Satisfied

28

56

3

Dissatisfied

5

10

4

Highly dissatisfied

2

4

Total

50

100

CHART– 4.1.6 OPINION ABOUT THE OPPORTUNITIES FOR PROMOTION

Interpretation:

It is clear that

30% of employees are highly satisfied,56% of

employees are satisfied,10% of employees are dissatisfied and 4% of employees are highly dissatisfied with opportunities for growth and promotion.

TABLE – 4.1.7 SATISFACTION REGARDING THE CAREER DEVELOPMENT S.no 1 2 3 4 5

Response Strongly agree Agree Neutral Disagree Strongly disagree Total

Respondents 10 20 15 2 3 50

Percentage 20 40 30 4 6 100

CHART– 4.1.7 SATISFACTION REGARDING THE CAREER DEVELOPMENT

Interpretation: It is infered that 20% of employees strongly agree,40% of employees agree,30% of employees are neutral 4% of employees are disagree and 6% of employees strongly disagree with the career development in the organisation.

TABLE – 4.1.8 RESPONSE ABOUT THE WELFARE POLICIES PROVIDED S.no 1 2 3 4 5

Response Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

Respondents 24 17 9 50

Percentage 48 34 18 100

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 1 2

Response Yes No Total

No. of Respondents 38 12 50

CHART – 4.1.10 STRESS DUE TO OVERWORK

Percentage 76 24 100

Interpretation: It is infered that 76% of employees accepted the fact of stress due to over work in the company and 24% of employees does’nt accepted the fact of stress due to over work.

TABLE – 4.1.11 WHAT DID YOU LIKE MORE ABOUT THE COMPANY S.no

Factors

Respondents

Percentage

1

Compensation

12

24

2

Rewards & Recognition

8

16

3

Job security

5

10

4

Relationship

25

50

Total

50

100

CHART – 4.1.11 WHAT DID YOU LIKE MORE ABOUT THE COMPANY

Interpretation:It is infered that 24% of employees like compensation,16% of employees like rewards&recognition,10% of employees like job security and 50% of employees like relationship in the company.

TABLE – 4.1.12 MEDICAL FACILITIES PROVIDED IN THE ORGANISATION S.No 1 2

Response Yes No Total

No. of Respondents 50 50

Percentage 100 100

CHART – 4.1.12 MEDICAL FACILITIES PROVIDED IN THE ORGANISATION

Interpretation: It is infered that all the respondents are satisfied with the medical facilities offered by the organisation.

TABLE – 4.1.13 RESPONSE TOWARDS THE PERFORMANCE APPRAISAL SYSTEM S.No 1 2

Response Yes No Total

No. of Respondents 35 15 50

Percentage 70 30 100

CHART – 4.1.13 RESPONSE TOWARDS THE PERFORMANCE APPRAISAL SYSTEM

Interpretation: It is infered that 70% of employees are satisfied with the performance appraisal system and 30% of employees are not satisfied with the performance appraisal system followed in the organisation.

TABLE – 4.1.14 OPINION ABOUT BALANCING WORK LIFE AND PERSONAL LIFE S.No 1 2

Response Yes No Total

No. of Respondents 38 12 50

Percentage 76 24 100

CHART – 4.1.14 OPINION ABOUT BALANCING WORK LIFE AND PERSONAL LIFE

Interpretation: It is infered that 76% of employees are satisfied about balancing work life with the personal life and 24% of employees are nt satisfied in balancing the work life with the personal life

TABLE – 4.1.15 OPINION ABOUT GREIVANCE HANDLING SYSTEM S.no

Factors

Respondents

Percentage

1

Highly efficient

12

24

2

Efficient

23

46

3

Inefficient

5

10

4

Highly inefficient

3

6

5

Neither efficient nor inefficient

7

14

Total

50

100

CHART – 4.1.15 OPINION ABOUT GREIVANCE HANDLING SYSTEM

Interpretation: It is infered that 24% of employees accepts highly efficient,46% of employees accepts efficient,10% of employees accepts inefficient,6% of employees accepts highly inefficient and 14% of employees given the opinion of neither efficient nor inefficient for Greivance handling system in the company.

TABLE – 4.1.16 COMPANY WELCOMES NEW IDEAS AND INNOVATION S.No 1 2

Response Yes No Total

No. of Respondents 40 10 50

Percentage 80 20 100

CHART – 4.1.16 COMPANY WELCOMES NEW IDEAS AND INNOVATION

Interpretation: It is infered that 80% of employees responded yes and 20% of employees responded no for company’s interest in entertaining new ideas and innovation from employees.

TABLE – 4.1.17 OPINION ABOUT SUPERIOR SUBORDINATE RELATIONSHIP S.no

Factors

Respondents

Percentage

1

Highly satisfied

12

24

2

Satisfied

22

44

3

Neutral

11

22

4

Dissatisfied

5

10

Total

50

100

CHART – 4.1.17 OPINION ABOUT SUPERIOR SUBORDINATE RELATIONSHIP

Interpretation: It is infered that 24% of employees are highly satisfied,44% of employees are satisfied,22% of employees are neutral and 10% of employees are dissatisfied with superior subordinate relationship.

STATISTICAL TOOLS 4.2 CHI - SQUARE TEST 4.2.1. SATISFACTION WITH THE WORK ENVIRONMENT To determine whether there is significant difference between the nature of work environment and the employee retention H0 : There is no significant difference between the nature of work environment and the employee retention H1 : there is significant difference between the the nature of work environment and the employee retention

S. NO 1 2 3 4 5

Options Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

No of respondents 10 22 11 4 3

Percentage (%) 20 44 22 8 6

50

100

Expected Frequency = 50/5 = 10

Calculation of

:

Observed

Expected

Frequency (O) 10 22 11 4 3

Frequency (E) 10 10 10 10 10

Calculated ψ^2 = 0 – Observed Frequency E – Expected Frequency

/E 0 144 1 36 49 TOTAL

0 14.4 0.1 3.6 4.9 23

Calculated

=23

Degree of freedom = (5-1) = 4 d.f at 5 % level of significance

Therefore, Tabulated

Since Calculated

=9.488

> Tabulated

Therefore, we reject the hypothesis. i.e, there is significant difference between the nature of work environment and the employee retention

4.2.2. CAREER DEVELOPMENT IN THE ORGANISATION To determine whether there is significant difference between the career development of employees and the employee retention H0 : There is no significant difference between the career development of employees and the employee retention H 1 : there is significant difference between the career development of employees and the employee retention S. NO 1 2 3

Options Strongly agree Agree Neutral

No of respondents 10 20 15

Percentage (%) 20 40 30

4 5

Disagree Strongly disagree

2 3

4 6

Total

50

100

Expected Frequency = 50/5 = 10 Calculation of

:

Observed

Expected

Frequency (0) 10 20 15 2 3

Frequency (E) 10 10 10 10 10

/E 0 100 25 64 49 TOTAL

Calculated ψ^2 = 0 – Observed Frequency E – Expected Frequency

Calculated

=23

Degree of freedom = (5-1) = 4 d.f at 5 % level of significance

Therefore, Tabulated

Since Calculated

=9.488

> Tabulated

Therefore, we reject the hypothesis.

0 10 2.5 6.4 4.9 23.8

i.e, there is significant difference between the career development of employees and the employee retention

4.3

WEIGHTED AVERAGE METHOD

4.3.1 FACTORS MOTIVATING THE EMPLOYEES Factors Increase

Respondents (Xi) in

Weightage (Wi)

(Wi*Xi)/ ∑Wi

Rank

8

2

1.6

III

20

4

8

I

Leave

7

1

0.7

IV

Power

15

3

4.5

II

salary Promotion

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 Highly

Respondents (Xi) 12

Weightage (Wi) 5

(Wi*Xi)/ ∑Wi 4

Rank II

efficient Efficient

23

4

6.1

I

Inefficient

5

2

0.66

IV

Highly

3

1

0.2

V

7

3

1.4

III

40

15

12

inefficient Neither efficient nor inefficient Total

Inference: From the table it is seen that most of the respondents have rated first for Efficient, secondly Highly efficient, third rank is for Neither efficient nor inefficient, Inefficient stands fourth, whereas Highly inefficient stands the last that has been improved.

FINDINGS  It is infered that 20% of employees has experience less than 1 year, 28% of employees has experience of 1-2 year, 20% of employees has experience of 2-3 year,and 14% of employees has experience of 3-4 year and 18% of employees has experience above 4 years.

 It is infered that 56% of employee belongs to Middle level and 44% of employees belongs to Managerial level

 From the table it is infered that 20% of employees are highly satisfied with the work environmnent,44% are satisfied with the work environmnent,22% are neutral in satisfaction with the work environmnent,8% are dissatisfied with the work environmnent and 6% are highly dissatisfied with the work environmnent.

 From the table it is seen that 48% of employees are highly satisfied 32% are satisfied 14% are neutral and 6% are dissatisfied with the incentives provided in the organisation.

 From the table it is infered that 40% of employees strongly agree,22%

of

employees agree,28% of employees are neutral and 10% of employees disagree with the management’s interest in motivating employees.  It is clear that 30% of employees are highly satisfied,56% of employees are satisfied,10% of employees are dissatisfied

and 4% of employees are highly

dissatisfied with opportunities for growth and promotion.  It is infered that 20% of employees strongly agree,40% of employees agree, 30% of employees are neutral 4% of employees are disagree and 6% strongly disagree with the career development in the organisation 

It is clear that 48% of employees are highly satisfied, 34% are satisfied and 18% of employees are neutral with the welfare policies provided in the company.

 It is infered that 16% of employees are motivated by the increase in salary,40% of employees are motivated by the promotion,14% of employees are motivated by the leave and 30% of employees are motivated by the power.

 It is infered that 76% of employees accepted the fact of stress due to over work in the company and 24% of employees does’nt accepted the fact of stress due to over work.

 It is infered that 24% of employees like compensation,16% of employees like rewards&recognition,10% of employees like job security and 50% of employees like relationship in the company.

 It is infered that all the respondents are satisfied with the medical facilities offered by the organisation.

 It is infered that 70% of employees are satisfied with the performance appraisal system and 30% of employees are not satisfied with the performance appraisal system followed in the organisation.  It is infered that 76% of employees are satisfied about balancing work life with the personal life and 24% of employees are not satisfied in balancing the work life with the personal life  It is infered that 24% of employees accepts highly efficient,46% of employees accepts efficient,10% of employees accepts inefficient,6% of employees accepts highly inefficient and 14% of employees given the opinion of neither efficient nor inefficient for Greivance handling system in the company.  It is infered that 80% of employees responded yes and 20% of employees responded no for company’s interest in entertaining new ideas and innovation from employees.

 It is infered that 24% of employees are highly satisfied,44% of employees are satisfied,22% of employees are neutral and 10% of employees are dissatisfied with superior subordinate relationship

SUGGESTIONS  The Management should take efforts in motivating the employees working in the organization.  The Organization should concentrate on the career development of the employees  The job stress experienced by the employees can be reduced by increasing the manpower in the organization.  The management should create growth opportunities for the employees  Grievance handling system can be made more efficient which results in increased level of satisfaction among the employees.  Employees should be recognized for their work. This enables a better superior Sub ordinate relationship within the organization.

ďƒź The management should provide a better work environment which results in job satisfaction to the employees.

CONCLUSION In order to retain the employees within the organization, their complaints should be resolved immediately. Many complaints can become grievances if unnoticed. The Grievance Handling system should be made more efficient in the organization. The employees are valuable assets to the organization retaining them is considered to be more essential.. The organization has to motivate the employees. Motivation increases performance level, it lowers employee turnover. Motivation ensures stability of workforce and hence the stability of the organization. The organization has to concentrate in career development of their employees. The increased attention to and concern for individual careers generate more organizational loyalty and therefore lower employee

turnover. Organizations should proactively recognize the benefits of understanding, managing and improving employee loyalty.

QUESTIONNAIRE 1. Name:

(Optional)

2. Years of experience: a) Less than 1 year b) 1-2 year c) 2-3 year d) 3-4 year e) Above 4 year 3. Position category:

a) Middle level

b) Managerial level

4. Are you satisfied with the work environment? a) Highly satisfied

b) Satisfied

c) Neutral d) Dissatisfied e) Highly dissatisfied

5. Are you satisfied with the incentive provided by the organization?

a) Highly satisfied

b) Satisfied

c) Neutral d) Dissatisfied e) Highly dissatisfied

6. Management is really interested in motivating people a) Strongly agree

b) Agree

c) Neutral

d) Disagree

e)Strongly disagre

7. Give your opinion about the opportunities for growth and promotion a) Highly satisfied

b) Satisfied

c) Dissatisfied d) Highly dissatisfied

8. Employees are satisfied with career development at the organization a) Strongly agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

9. Are you satisfied with the company’s welfare policies towards the employee? a) Highly satisfied

b) Satisfied

c) Neutral

d) Dissatisfied

10. Rank the following factors which motivate you the most a) Increase in salary

b) Promotion

11. Stress due to overwork

a) Yes

c) Leave

d) Power

b) No

12. What did you like more about the company? a) Compensation

b) Rewards Recognition

c) Job security

d) Relationship

13. Does the Organization provide medical facilities as and when needed? a) Yes

b) No

14. Are you happy with the performance appraisal system? a) Yes

b) No

15. Are you able to balance work life and personal life? a) Yes

b) No

16. How effective is the Grievance Handling system? a) Highly efficient

b) Efficient

c) Inefficient

d) Highly inefficient

e) neither efficient nor inefficient 17. Whether the company welcomes new ideas and innovations?

a) Yes

18. Your level of satisfaction regarding superior subordinate relationship a) Highly satisfied

b) Satisfied

c) Neutral

d) Dissatisfied

BIBLIOGRAPHY 1.

Managing Human Resources, Tata McGraw - Bohlander, Snell, 2005

2. Personnel Management by C B Mamoria.

3. Research Methodology – C.R Kothari 4. Statistical Method by S.P Gupta 5. Human Resource Management -

K. Ashwathapa

WEBSITES: 

www.about.com



www.scribd.com



www.hyundai-motor.com



www.askforhrd.com

b) No