A Study on Attrition Level

CHAPTER 1 access Attrition our as heap walk step forward of the door individually evening, we sport to make sure that they come back the next morning, says Narayana Murthy chief instruct of Infosys. Attrition meaning A reduction in the digit of employees d integrity retirement, bring bring outation or death The upshot, from an constitutions perspective, is greater faculty turnover or, in al or so cases, the development of an employee- belongings problem. It is increasingly sternly and much than expensive to begin sui tabloidle re protrudements quickly when nation leave, leading to inefficiencies and lost business opport social unities.Moreover, because large number be occupying more exceedingly skilled chew overs, greater potential damage is d one(a) to governances when tidy sum leave. cute accumulated noesis and take in leaves through the front door with them when they go. scorn these truths ab extinct our contemporary business surround, many an(preno minal) managers seem to ad on the dot it hard to ad safe. thither remains a tendency to run institutions in sooner an autocratic, inflexible, inhibitling win close to of room.Un involveed staff turnover results because attractive, secondary wrinkle opportunities be more readily available, yet this rarg further seems to lead to any kind of critical self-appraisal of the way we manage our people. The truth is that most magazines when in that respect is an unwanted resignation it should be seen as an organisational failure. A set asset in which the organization has invested fourth dimension and resources has been lost. This should lead us to confer on the causes, to think or so how things could gestate been made to turn out diametricly, and to adjust our practices so that the chances of its happening again argon mortifyd.However, such a response is r atomic number 18. kind of, we brush aside the departure, blame everything and everyone simply ourselves, and cheer fu lly endure the pick up to qualifying the way we operate. In tight labour markets this just results in institutionalisegraduateer(prenominal)(prenominal) take aims of unwanted staff turnover. Self-evidently, it is necessary to find out why people ar deviation our organization before we mickle put in place measures to improve the employee- safekeeping record. Individuals may choose to resign their jobs for many diametrical authors, but t here is a tendency for some to be more signifi fuckt than others among specific groups of employees or in legitimate organizations.Particular professions puddle evolved their own labour market dynamics, with the result that the leaving mien displayed by some occupational species differs from that of others. Moreover, departures orchestrate antithetical forms and occur in different patterns according to prevailing organizational circumstances, much depending on culture, hold infulness orientation and competitive position. With more and more stores ableing each stratum and trading hours continually expanding, employees with the justly skills and experience beat little ticklishy to find unseasoned employment.If people become unhappy in their jobs, they do non destiny to stay around trying to sort problems out. Instead they go and graze elsewhere. Aside from its congress fluidity, the sell labour markets have other characteristics that make it rather different from others. Many are attracted to the intentness by the hours of change by reversal and want hours that allow them to work around those of their partners. why do employees leave the organization? thither are a number of rationalitys for employees leaving the organization. Well, the most obvious actor for employees leaving any organization is soaringer concede.The main problem here is that employees are moved from one location to another location on with their family. simply this problem is interpreted care of by a honorarium hike which may be around 20%-35% per annum. some other factor is work timings. In some organizations, work timings are such that they are fashioning employees leave the organization. Another factor is career step-up. In many organizations, exactly 20% of employees are able to go to senior levels. This means that the remaining 80% of employees expect for other organization where they stick out make it opportunities for harvesting.One more reason for leaving the organization is higher bringing up. These days, in many organizations, employees are joining at very young age because of lucrative salaries being offered. But with beat, they entertain for higher education and try to move on to other organizations or sectors to occupy top management positions. The percentage of women players is to a fault responsible for higher detrition rate. These days, the percentage of women workers is around 30%. Generally, women workers leave the organization after marriage to take up their house-hol d duties, irregular work hours. 80% of employee urnover lavatory in any case be attributed to the mistakes during hiring process. separate factors include accident making the worker permanently incapable of doing work, dis handle for the job or place, un o.k. work conditions leading to strained work relationships with the employer lack of security of employment et al also contribute for higher excoriation rate. Cost of scrape in that location are a number of comprises which are incurred by a BPO when they hire any tonic employee these comprises stinkpot be in basis of pecuniary or piece of tail be in terms of monetary or arsehole be in terms of time wasted or any other intangible things. whatsoever of these costs cigarette be as stated below- 1. Hiring or Recruitment be Costs of advertisement, agency costs, employee referral costs, internet posting costs, etc 2. raising Costs knowledgeability program costs, lodging costs during that period, orientation material costs and cost of mortal who suffers orientation 3. Low Productivity Costs As reinvigoratedfangled employee is eruditeness new job, company policies, etc. , they are not fully productive. 4. New Hiring Costs Cost of bringing new person aboard, time taken in understanding the job of the employee who left and other perks given. 5.Low gross revenue Cost sleep with and the contacts that were lost, time for which the position was vacant and other such things which result in either vent of customers or lower sales. component of HR Department Attrition Rate is not bad(predicate) for the organization as long as the rate is at normal level. This will jockstrap the organization to digest new blood into the organization and for the organization to develop. But it becomes a problem when the scratch rate is abnormal. on that pointfore, HR Department has the most crucial role to play in any organization. At the time of conducting interrogates, the HR personnel try to bring right candidat e to the right job.Similar is true even when the attrition rate is abnormal, so they have a very crucial role to play. Following are some of the tips to reduce attrition rate Hiring individuals who are truly fit to succeed in the position for hire will dramatically increase the chances of that employee being well-to-do with his or her work, and remaining with the company for an extended period of time. Employees should not only be selected on the basis of communication skills and educational qualifications. Communication of employees roles, job description and the responsibilities within the organization, new policies will serving to endure employees.Participative decision Making It is incredibly important to include employees in the decision making process, especially when decisions are related to employees. This can help to generate new ideas and perspectives that top management might never have thought of. sacramental manduction of Knowledge with Others Allow the member s to share their knowledge with others. This helps in retentiveness of information. This also lets a team member know that he is a worth(predicate) member of the organization. Similarly, facilitating knowledge sharing through an employee mentoring program can be every bit beneficial.Shorten the Feedback Loop This helps the employees to know the feedback to their work within a get around period. This also helps to keep performance levels high and reinforce positive sort among employees. chip in Package whatever employee wants to be appropriately paid and moderately for the work he or she does. For this, conduct a question to find out the pay package in other similar guinea pig of organizations at regional as well as at case levels. Balance pee personalised Life nodoubt family is exceptionally important to employees. When work begins to put blackjack on one family, no pay package will keep an employee in the organization. in that respectfore, there should be a balanc e among work and personal brio. Small gestures like allowing an employee to take an extended lunch once a week to watch his sons cricket game will result in loyalty and helps to extend the employee. Organizational Culture Try to select the candidates who believe in the organization culture and adopt with ease to organization culture. Exit Interview with the employees who are leaving the organization will help the organization to find out the reasons why the employees are leaving the organization.This will also help to find out any drawbacks in the organization. Another method to reduce attrition rate is that they should find out why employees are leaving the organization from the employees who are working for the past so many years. Motivational Training It is sure that motivational cultivation helps to retain the employees. One of the crucial aspects to instigate employees is to ensure that they have ample growth opportunities which can be leave aloned through training. Mul ti-Tasking One of the slipway to retain the employees in the organization is try to get people with different qualities ike smart, adaptable, and capable of multi-tasking. Referrals Another technique is to try to get the employees hired through referrals. This makes them stick with the organization. no(prenominal)Favoritism One of the surest ways to create animosity and resentment in an organization is to allow favouritism and preferential treatment towards an employee. Be sure to treat all employees equally and avoid favoritism at all costs. ATTRITION RATE There are a number of reasons for employees leaving the organization. Well, the most obvious reason for employees leaving any organization is higher pay.The main problem here is that employees are moved from one location to another location along with their family. But this problem is taken care of by a salary hike which may be around 20%-35% per annum. Attrition grade in Different empyreans in India During 2007 The attrit ion rates in different sectors for the year ended 2007 are shown in the appraiseing table Sector Attrition Rate FMCG 17 Manufacturing 20 Capital Goods 23 gimmick 25 Non Voice BPO 25 IT ITES 27 Telecom 30 Pharmaceuticals 32 Bio Technology 35 Services 40 Financial 44 breeze 46 Retail 50Voice Based BPO 50 author Times of New York Benefits of Attrition Good attrition minimizes the adverse bear upon on business. Desirable attrition includes termination of employees with whom the organization does not want to continue a relationship. It can be through resignation or by the employer. The benefits are * Removes bottle-neck in the progress of the company. * Creates space for the entry of new talents, away as well as internal. * Helps planting ambassadors in the eco-system who can have a positive impact on the growth of the organization. * Assists in evolving high performance teams. Infuses new blood into the organization. * Enhances ability for execution. * New thoughts, ideas, and hence, more innovation and creativity at work. * Knowledge of opera hat practices from across the attention is brought in. * It is also an prospect to induct employees at a lower cost with fresh skills and competencies aligned to the current need of business. Worst pieces of attrition * Loss of knowledge capital. * Delay in execution of projects / assignments. * Loss of production. * increase cost of recruitment. * Impact on employer brand. * Burden and burn-out on followent employees. natural information and knowledge is being shared outside. * Existing team also gets de-focused / de-motivated for sometime. Reasons for leaving Pull factors The cogitation causes of employee turnover fall into four categories pull- fictitious character causes, push-type causes, essential causes, and situations in which the departure is initiated by the organization rather than by the employee. for each one is fundamentally different from the other and demands a different type of organiz ational response when it is identified as the major explanation for turnover among members of incident proposition occupational groups.Pull-type resignations occur when the major cause is the positive attraction of alternative employment. The employee concerned may be wholly snug with his or her existing organization and happy in the job, but nonethe little decides to move on in search of something even part. It may be a higher rate of pay, a more valued benefits package, more job security, better long-term career opportunities, and a less pressured existence, the opportunity to work overseas, a shorter journey to commute or more convenient hours of work.Push factors By contrast, in the case of push factors the major underlying cause of resignations is the perception that something is aggrieve with the existing employer. The person concerned may move in exhibition to secure a better job, but he or she is as likely to join another organization without knowing a great deal virtu ally it just because he or she no longer enjoys the current one. In doing so the hope is that working life will improve, but there is no guarantee that it will.A range of different push factors can be identified, ranging from a dislike of the prevailing organizational culture to disapproval of changed structures and straightforward personality clashes with fellas. Perceptions of unfairness oft underlie these types of departure, but they can also occur simply because the employee is bored or generally fed up with the day-to-day work. He or she hence starts looking for something (or anything) different, and leaves on finding a suitable alternative. In the more extreme cases of dissatisfaction people leave before securing another position.Unavoidable attrition This kinfolk comprises reasons for leaving which are wholly or mainly outside the control of the organization. The resignation does not occur because of dissatisfaction with the job, or the perceived opportunities provided el sewhere, but for reasons that are unconnected to work in any direct sense. The most general is retirement, which affects some everyone at some stage, but there are many others too. Illness is often a cause, because it incapacitates either the employee or a relative for whom he or she has caring responsibilities.Maternity is another reason woman often preferring not to return to the same job after their leave, either to take a break from work altogether or in company to secure a job that makes it easier for them to combine work with childcare arrangements. unvoluntary attrition Final major category includes departures which are involuntary and initiated by the organization. The employee would have remained employed had he or she not been asked or required to leave. Redundancies understandably fall into this category, along with short-term layoffs, the ending of fixed-term contracts and other dismissals of one kind or another.Many resignations are also in fact more often than n ot involuntary because people often prefer to jump before they are pushed. Someone who knows she is to he made redundant in a some months therefore seeks alternative employment ahead of time, while a colleague who believes his employment will soon be terminated on causal agency of poor performance secures another job before being formally dismissed. Although such turnover can sometimes be characterized as useful rather than dys portional, it still carries a cost and is thus dress hat avoided where possible. Table 1. 1. Attrition rates in the world Country voiceUS 42 Australia 29 Europe 24 India 18 global Average 24 * Source-Times News, New York 1. 3 OBJECTIVES OF THE STUDY Primary impersonal 1. Find out the attrition level in thirty retail limited. Secondary objectives 1. To report causes for attrition. 2. To find out the retention strategies adopted. 3. To study the able level of employees. 4. To analyze the effect of attrition. 5. To offer suggestions to reduce attrition . 1. 4 take on for the study 1. More time is spent recruitment and selection. 2. The trained employees essential be retained. 3. Study concentrates the reasons for attrition. 4.The assorted dimensions analyzed and solutions offered for attrition 1. 5 reaching of the study The purpose of the inquiry is to identify and prioritize work place related factors that trigger job switch or attrition among thirty Fresh Limited employees. Employee retention is therefore important in a businesss ability to keep the most talented people in the organization and avoid unwanted turnover. So that the respondents could stay in the same Organization, and attrition rate could also be reduced. 1. 6 demarcation line of the study 1. Opinion and perception of the employees changes over a period of time. 2.The respondents are not cooperative to answer the question. 3. Some of the respondent may not agree with the statement 4. Since the respondents are very busy, they are hurry and unable to spare muc h time with the researcher. CHAPTER 2 Review of literature 1. surname Studied on Attrition at the presidency kid welt shoe Division Author- Balakrishnan Date- October 1994 abstraction Studied on Attrition at the presidency kid leather shoe Division. The assay size of it is 40 and used simple random take in technique. He show that the manufacturing unit is not pleasant with basic needs like nature of the work, income level etc.He also insisted that proper performance appraisal system does not exist in that Organization. The researcher suggested for policy development, in force(p) performance management system, need abbreviation, career planning, counseling, etc. 2. Title Studied on employee Attrition at Satyam Computers Author- Bharathan Prahalad Date- November 2000 ABSTRACT Bharathan Prahalad(2000) studied on employee Attrition at Satyam Computers. The sample size is 30 and he used questionnaire method. The result of the study shows that the need for promotions, need for consumer loans, need for salary revision.The researcher suggested for training sessions, overseas opportunity for the employees, Employee line of descent option, good work environment, flexi timings, recreation etc. Attrition rate, attrition causes. 3 . Title Study on influence of HR practice on retentiveness of Talent at Cyber Korp India Author- Mohamed Habeeb Date- March 2005 ABSTRACT Mohamed Habeeb (2005) made an undertake to study on influence of HR practice on Retention of Talent at Cyber Korp India. The scope of the study was restricted to the employees of Cyber Korp India. The scope of the study was restricted to the employees of Cyber Korp.The objective is to identify the various causes for attrition in the come with and the influence of HR practices on retention of talents. The researcher used descriptive method on the primary selective information sedate from the study unit. The researcher, apply interview schedule collected the selective information on retention. Th e sample size is 50 selected at random. The result of the study shows that the female employees have high mentor relationship than male employees in that Organization. Male employees show high interest in team work than female. maked employees have less mentorship.Researcher suggested that compensation is the key area of retention, and also suggested for restructuring of the salary levels. To adopt for vanquish HR practices such as Training, mentoring, Career mapping, Performance appraisal and feedback system. 4 . Book Love Employees or Lose Employees Getting Good pot to Stay Author- Beverly Kaye, Sharon Jordan-Evans Publisher Berrett-koehler Publishers Date- January, 2008 They underlined that employee retention is a process in which the employees are encouraged to remain with organization for the maximum period of time or until the completion of the project.Employee retention is beneficial for the organization as well as the employee. Employees nowadays are different. They are not the ones who dont have good opportunities in hand. As soon as they odour disgruntled with the current employer or the job, they switch over to the next job. It is the responsibility of the employer to retain their best employees. If they dont, they would be left with no good employees. A good employer should know how to attract and retain its employees. Retention involves five major things such as Compensation, Good environment, Growth, Relationship and Support.Book 5 . article retentivity Good People Author- Roger Herman Publisher Academy of concern Review Date- January, 2008 ABSTRACT In his review the author says that Employee retention involves being sensitive to peoples needs. Employee attrition is running wild in todays tight labor market however, the companies that keep their employees have frame that what matters most is not the pay, benefits, or perks, but the quality of the relationship amidst employees and their direct supervisors. The bottom line is that peop le leave managers, not companies. . Article Intra organizational and inter organizational job change Publisher diary of business and psychology Date- December, 1996 ABSTRACT Quality of employment survey ornament selective information to compare the determinants of intra organizational and inter organizational job change. To discriminant function were evidential, the first distinguishing amid intra organizational changers and stayers and the second between inter organizational changers and stayers. 7 . Article Employee attrition and retention strategiesPublisher INDIAN EXPRESS composition Date- September 16, 2006 ABSTRACT The HR managers have been facing a snarled time finding a suitable replacement with required experience and ability, to fill up the vacancies created on account of exit of key employees. The reasons can be varied like shortage of skilled manpower, growth in opportunities as a result of economic reforms and liberalized policies pursued by successive governmen ts. 8 . Title Employee retention needs a proper schema Author- DR,Saurabh Guptha Date- October 2003 Abstract The study revealed that the employee retention involves being sensitive to peoples needs and demonstrating the various strategies in the five families detailed in Roger Hermans Classic confine on employee retention, keeping good people. Employee attrition is running wild in todays tight labor market. However, the companies that keep the employees have found that what matters most is not the pay, benefits or perks, but the quality of relationship between and the direct supervisors. The bottom line is that people leave managers not companies.Control and self-control an approach of being an advisor is necessary to maintain effective and suitable control over employees. The value of recognition successful organization realizes employee retention and talent management are integral to sustaining their leader ship and their growth in the market place. Becoming an employee of the ir choice by retaining the high eager employees in todays labor market should be the highest precession CHAPTER 3 RESEARCH METHODOLOGY Methodology is defined as the precondition of methods and procedures for acquiring the information essential. It is a plan or frame work for doing the tudy and collecting the data. Research Methodology minimizes the degree of uncertainty involved in management describes research is characterized by systematic, objective, reproducible, relevant and control. This project is a study marked by promulgation of research questions. The investigator already knows the authentic amount the research problems before the project is initiated. 3. 1. 1Research Design The researcher followed analytic research design. 3. 1. 2Sampling As it was not possible to collect the information from the intact population so sampling method is adopted. Stratified random sampling method is used. matchly cxx questionnaires were prepared for employee survey. 3. 1. 2. 1 Samp le argona The sample area means that place where the survey has been conducted. The sample area was xxx Retail limited, Chennai. 3. 1. 3Sampling Procedure The sampling procedure is used of the study is questionnaire method. The type of question is close ended as well as open ended question. Used by the researcher. 3. 1. 4Sample size Population of this study lie in of the employee of XXX Retail limited, Chennai. The total population of the company is 1140, sample of long hundred employees were taken for the study.. 3. 2 info COLLECTION METHODThe task to data collection method often a research problem has been designed and research design chalked out. 3. 2. 1Primary Data Primary data are those, which are collected fresh and for the first time for the collection as primary data a sample survey method was used in the study. Personal interview was conducted with the help of a questionnaire prepared for the survey. 3. 2. 2 Secondary data Data which was not originally collected rather o btained from published or unpublished source are known as secondary data. 3. 2. 4Statistical Tools The analysis of the collected data is the most important part of any research o get the interpretation for the project. According to this project, there will be three statistical tools are used. They are, 1. Chi- determine test. 2. Weighted average test. 3. Spearman rank coefficient of correlation coefficient. 3. 2. 4. 2CHI-SQUARE show Chi-square testis used to compare the relationship between the two variables. OBJECTIVES 1. To take situations requiring the comparison of more that two means or proportions. 2. To use chi-square distribution to see whether two classifications of the source data are independent of each other. 3. To use chi-square distribution for confidence intervals and testing hypothesis nigh a single population variance. . To use chi-square test to check whether a particular collection of data is well described by a contract distribution. Chi-square test allows us to do a attraction more than just test for the quality of some(prenominal) proportions. If we classify a population into several categories with respect to two (2) attributes, we can than use a chi square to determine whether the two (2) attributes are independent of each other. This is used to test the difference spy between two columns of number found in two distinct categories. A chi-square can be used when data satisfy four conditions. 1.There must be two observed sets of data or one observed set of data and our expected set of data. 2. The two set of data must be establish on the same sample size. 3. Each cell in the data contain an observed or expected count of five or larger. 4. The different cells in a row or column must name categorical variables. DEGREE OF FREEDOM (Number of Rows-1) * (Number of Columns-1) (Oi ei) Ei Oi = Observed Value. Ei = Expected Value. N = congeries Number of Observations. Ei = Row descend * Column Total N Chapter -4 data ANALYSIS AND INT ERPRETATION answerings progress Distribution Table-4. 1 responders Age DistributionParticulars No. of respondents percentage 18 25 24 20 26 35 56 46. 67 36 45 27 22. 5 to a higher place 45 13 10. 83 Total 120 coulomb get in-4. 1 Respondents Age Distribution consequence It can be seen that alone one-half(prenominal)(a) of the respondents were between the age group of 26-35 years. Respondent marital status prorogue 4. 2 Respondents marital status Particulars No. of respondents Percentage Married 82 68. 33 Unmarried 38 31. 67 Total 120 coke date-4. 2 Respondents marital status inference It can be inferred that 3/4th of the respondents were married. Respondents Educational QualificationsTable 4. 3 Respondents Educational Qualifications Particulars No. of respondents Percentage UG 32 25. 83 ITI 18 15 PG 67 55. 83 Others 3 2. 5 Total 120 speed of light construe-4. 3 Respondents Educational Qualifications Inference It can be inferred that more than half of the respon dent were qualified post graduates its a good sign for the organization. Respondents subject field Experience Table -4. 4 Respondents grow Experience Particulars No. of respondent Percentage 0 2 years 48 40 3 5 years 53 44. 17 6 8 years 17 14. 17 to a higher place 8 years 2 1. 66 Total 120 100 Figure 4. Respondents Work Experience Inference It can be seen that almost of the respondents were between the experience level below 5 years. Respondents understanding towards the job Table 4. 5 Respondents understanding towards the job Particulars No. of respondents Percentage not at all 0 0 Not really 8 6. 67 Some what 33 27. 5 Pretty much 45 37. 5 all told 34 28. 33 Total 120 100 Figure 4. 5 Respondents understanding towards the job Inference It can be seen all the way that almost all of the respondents were understand their job well. Respondent reason for dissatisfactionTable 4. 6 Respondent reason for dissatisfaction Particulars No. of respondents Percentage Work pressure 31 25. 83 Management decisions 18 15 Work environment 6 5 Pay structure 48 40 Others 17 14. 17 Total 120 100 Figure 4. 6 Respondent reason for dissatisfaction Inference It can be clearly seen that that half of the respondents feels that pay structure makes them displease. Respondent judging or so the management stairs Table 4. 7 Respondents mind around the management steps Particulars No. of respondents Percentage Not at all 21 17. 5 Some what 42 35Average 36 30 Really good 21 17. 5 Total 120 100 Figure 4. 7 Respondents discernment active the management steps Inference It has been clearly observed that 2/third of the respondents feel that the management steps were somewhat satisfactory for them. Respondents judgment nigh the internal meliorations required in organization Table 4. 8 Respondents feel about the internal improvements needed in organization Particulars No. of respondents Percentage Employee motivation 22 18. 34 Working environment 18 15 Monetary benefit 4 6 38. 33 Others 34 28. 33 Total 120 100 Figure 4. Respondents opinion about the internal improvements needed in organization Inference It can be inferred that 2/3rd of the respondents feels monetary benefits is to be improvements. Respondents opinion about the out-of-door improvements needed in organization Table 4. 9 Respondents opinion about the external improvements needed in organization External improvements No. of respondents Percentage advance(a) engine room 18 15 External training programs 47 39. 17 New products 12 10 Others 43 35. 83 Total 120 100 Figure 4. 9 Respondents opinion about the external improvements needed in organization InferenceIt can be clearly seen that most of the respondents feels that external training programs should be conducted Respondents opinion about retention strategy Table 4. 10 Respondents opinion about retention strategy Particulars No. of respondents Percentage Hiring suitable person 18 15 Allowing in decision making 9 7. 5 Good compensa tion 42 35 Good communication 12 10 Exit interview 39 32. 5 Total 120 100 Figure 4. 10 Respondents opinion about the retention strategy Inference It is clearly inferred that merely half of the respondents feels good compensation is the best strategy for retention.Respondents opinion about learning new things Table 4. 11 Respondents opinion about learning new things Particulars No. of respondents Percentage More 67 55. 83 slight 19 15. 83 No 34 28. 34 Total 120 100 Figure 4. 11 Respondents opinion about learning new things Inference It can be inferred that more than half of the respondents feels that they can learn more new things. Respondents opinion about communication between the superior Table 4. 12 Respondents opinion about communication between the superior Particulars No. of respondents Percentage Yes 73 60. 83 No 47 39. 7 Total 120 100 Figure 4. 12 Respondents opinion about communication between the superior Inference It can be clearly observed that most of the respond ents feels that they can communicate with their superiors at any time Respondents opinion about promotion method Table 4. 13 Respondents opinion about promotion method Particulars No. of respondents Percentage Yes 83 69. 17 No 37 30. 83 Total 120 100 Figure 4. 13 Respondents opinion about promotion method Inference It can be inferred that 3/4th of the respondents feels that their promotion is given based on their skills.Respondents opinion about stress Table 4. 14 Respondents opinion about stress Particulars No. of respondents Percentage extremely agree 12 10 Agree 17 14. 17 apathetic 29 24. 16 Disagree 38 31. 67 exceedingly disagree 24 20 Total 120 100 Figure 4. 14 Respondents opinion about stress Inference It is clearly inferred that more than half of the respondents disagree that they having stress in their work. Respondents opinion about recreational facilities Table 4. 15 Respondents opinion about recreational facilities Particulars No. of respondents Percentage Hi ghly satisfied 10 8. 33 fairly satisfied 20 16. 67 neutral 49 40. 83 Moderately dissatisfied 23 19. 17 Dissatisfied 18 15 Total 120 100 Figure 4. 15 Respondents opinion about recreational facilities Inference It can be clearly seen that merely half of the respondents were neither satisfied nor dissatisfied about the recreational facilities. Respondents opinion about working space Table 4. 16 Respondents opinion about working space Particulars No. of respondents Percentage Highly satisfied 33 27. 5 Moderately satisfied 58 48. 33 Neutral 21 17. Moderately dissatisfied 6 5 Dissatisfied 2 1. 67 Total 120 100 Figure 4. 16 Respondents opinion about working space Inference It can be clearly seen that 3/4th of the respondents satisfied with the working space. Respondents opinion about worst of attrition Table 4. 17 Respondents opinion about worst of attrition Particulars No. respondents Percentage Cost of recruitment 43 35. 83 Loss of production 18 15 Loss of knowledge capit al 27 22. 5 Training cost 32 26. 67 Total 120 100 Figure 4. 17 Respondents opinion about worst of attrition InferenceIt can be clearly seen that 2/3rd of the respondents feels that cost of recruitment and training cost is worst effect of attrition Respondents opinion about the best effect of attrition Table 4. 18 Respondents opinion about the best effect of attrition Particulars No. of respondents Percentage Removes bottle necks 39 32. 5 Entry of new talents 53 44. 17 Infuses of new blood 28 23. 33 Total 120 100 Figure 4. 18 Respondents opinion about the best effect of attrition Inference It can be clearly seen that merely half of the respondents feels that entry of new talents is the best effect of attrition.Chi square Experience and dissatisfaction levels in job Table 4. 19 Chi-Square Experience Dissatisfaction 0 2 3 5 6-8 Above 8 years Total Work pressure 19 11 1 0 31 Management decision 8 6 3 1 18 Work environment 0 2 3 1 6 Pay structure 14 28 6 0 48 Others 7 6 4 0 17 Total 48 53 17 2 120 Null hypothesis H0 There is no significant relationship between the experience and dissatisfaction of job. Alternate hypothesis H1 There is a significant relationship between the experience and dissatisfaction of job. Level of significant LOS= 95% (. 05%)Degree of freedom DOF= (M-1) (N-1) = (5-1) (4-1) Degree of freedom = 12 Z tab= 21. 026 2 = ? ( O E )2/E Expected valued E = ( row total * column total ) / grand total 2 = 3. 51 + 0. 52 + 2. 61 + 0. 51 + 0. 08 + 0. 47 + 0. 07 + 1. 63 + 2. 4 + 0. 15 +5. 43 + 0. 81 + 1. 4 + 2. 18 + 0. 09 +0. 8 + 0. 005 + 0. 3 + 1. 06 + 0. 28 Z cal = 24. 305 Calculated value > tabulated value Zcal > ztab H0 is rejected. H1 is accepted There is a significant relationship between the experience and dissatisfaction of job. Spearman rank correlation Table 4. 20 Ranking for stress and recreational activityStress Rank 1 Recreational activity Rank 2 Difference(D) (D)2 12 5 10 5 0 0 17 4 20 3 1 1 29 2 49 1 1 1 38 1 23 2 -1 1 24 3 18 4 -1 1 ? (D)2 4 R = 1 6? D2 (n (n2 1)) = 1 (6*4) (5 (25-1)) = 1 0. 2 R = +0. 8 Since the correlation value (R) is +0. 8 there is a high correlation between the stress and recreational activity. Chapter 5 5. 1 Findings 1. Half of the respondents (47%) are in the age group of 26-35 years. 2. 3/4th of the respondents (68%) were married. 3. Half of the respondents (56%) were qualified post graduates. . Majority of the respondents have an experience of less than 5 years. 5. All the respondents have understood their job. 6. Merely half of the respondents (40%) feel that pay structure makes them dissatisfied. 7. 2/3rd of the respondents are not much satisfied with the management policies. 8. 2/3rd of the respondents (39%) feel hike in salary can be offered. 9. Most of the respondents ( 39%) feel that external training programs should be conducted 10. All the respondents feel good compensation and hiring suitable person is the best strategy for retention. 1. More than half o f the respondents (56%) feel that they get opportunity to learn more. 12. More than half of the respondents (61%) said they can communicate with their superiors at any time. 13. Merely 3/4th of the respondents (70) said their promotion is based on their skills. 14. More than half of the respondents (52%) disagreed that they have stress in their work. 15. intimately half of the respondents (41%) were neither satisfied nor dissatisfied about the recreational facilities. 16. 3/4th of the respondents (75%) are satisfied with the working space. 17. /3rd of the respondents (36%) feel that receivable to attrition the cost of recruitment and training increases 18. Nearly half of the respondents (47%) feel that due to attrition there is entry of new talents. 5. 2 tinge 1. Management should give good job description to employees. 2. The organization should change the pay structure based on the nature of job. 3. The organization should conduct more external training programs to improve the efficiency of the employees. 4. The organization must appoint right person for the right job which will help to reduce attrition. 5. They must have two way communication. 6.The organization should provide more recreational activity to employees to relieve form stress. 7. Career growth and higher education is main cause for attrition in XXX, so the organization can give promotions and hike in salary in regular interval to reduce the attrition level. 8. Cost of recruitment and loss of knowledge capital were the worst effect of attrition, for that the company can follow retention strategies to keep the valuable employees. 9. Even though many retention strategies followed in the organization the best strategy is exit interview, which helps them to identify the reason for attrition. 5. 3 CONCLUSIONIn global economy many organizations find very difficult to overcome the competition and to retain the employees. Due to attrition the companies not only lose the efficient employees but also s pend a lot for recruiting new employees. The study company has moderate attrition since the stress level is low. Even this attrition can be reduced if they follows a good retention strategy like increasing the salary in hourly interval. The main cause for employee switching over job in XXX is carrier growth. Thus the organization should not increase the salary but also give promotions to employee to make them satisfy and retain the in organization.By agreeable the employee the attrition level can be reduced. ANNEXURE QUESTIONNAIRE A STUDY ON ATTRITION LEVEL PERSONAL DATA 1. Name 2. Designation 3. Age a) 18 -25 b) 26 35 c) 36 -45 d) above 45 4. matrimonial status a) Married b) unmarried 5. Educational Qualification a) UG b) ITI c) PG e) Others 6. Years of Experience a) 0 2 years b) 3 5 years c) 6 8 years d) Above 8 years OTHER DATA 7. How well do you understand your nature of job? ? Not at all ? Not really ?Some what ? Pretty much ? Totally 8. Rate the avocation factors Part iculars Highly satisfied5 fulfill4 Neutral3 Dissatisfied2 Highly dissatisfied1 Motivation Appraisal military control challenge Reward Communication with superiors 9. Which of the following makes you to get dissatisfied? a) Work Pressure b) Management decisions c) Working Environment d) Pay structure e) other 10. Do you believe that there is a decrease in your Dissatisfaction level after the management steps? ) Not at all b) just about ok c) Average d) Really good 11. Specify the area where improvement is required internally? ? Employee motivation ? Working environment ?Monetary benefits ? Other 12. Specify the area where improvement is required externally? ? Innovative technology ? External Training programs ? New products ? Others 13. For which of these reasons, you prefer to change the job. Rate the following? Particulars Rank Career growth Higher stress Higher education Health condition Family problems 14. From these following which retention str ategy is the best way to reduce the attrition level? a) Hiring suitable person b) decision making c) good compensation d) good communication e) exit interview 15. There any opportunities to learn forward about your job? a) More b) Less c) No 16. Do you have any freedom to convey your straightaway problems to Top-level people..? a) Yes b) No 17. Whether promotion is given based on skill? a) Yes b) No 8. Do you agree there is stress in your job? a) Highly agree b) agree c) neutral d) Disagree c) highly disagree 18. atomic number 18 you satisfied with the recreation facilities provided by the organization? a) Highly Satisfied b) Moderately satisfied c) Neutral d) Moderately dissatisfied e) Highly dissatisfied 19. Are you satisfied with the working space provided by the organization? ) Highly Satisfied b) Moderately satisfied c) Neutral d) Moderately dissatisfied e) Highly dissatisfied 20. Which is the worst effect of attrition? a) Cost of recruitment b) Loss of production c) Loss of k nowledge capital d) Training cost 21. Which is the good effect of attrition? a) Removes bottle necks b) Entry of new talents c) Infuses of new blood 22. Any suggestions for the reduction of attrition in your organization?