EXECUTIVE SUMMARY

In the best of worlds, employees would love their jobs, like their coworkers, work hard for their
employers, get paid well for their work, have ample chances for advancement, and flexible
schedules so they could attend to personal or family needs when necessary. And never leave.

But then there's the real world. And in the real world, employees, do leave, either because they
want more money, hate the working conditions, hate their coworkers, want a change, or because
their spouse gets a dream job in another state. So, what does all that turnover cost? And what
employees are likely to have the highest turnover? Who is likely to stay the longest?

This report seeks to utilize primary research in order to offer a greater understanding of the
complex issues raised by staff attrition.

Specific aims were to:

• Identify trends in leavers' behaviour and the reasons employees change jobs/organisations
• Identify the employers' perspective on employees' reasons for leaving
• Identify retention strategies that have a positive influence on retention, or at least leave
current and former staff with a positive view of the organizations
The outcomes of the study would enable the management to retain employees. Findings and
suggestion given are mainly based on the feedback given by all the employees, this would
help in reducing the attrition rate.
 LITERATURE REVIEW
The greatest challenge faced today by the organizations the world over is retaining talented
employees in the organization. A debate raging since many decades has been as to whether to
retain them is more important than finding a successor to the vacant position. Whist the
argument continues, let us examine the causes, consequences and control of employee turnover,
we mean that employees of an organization cease to remain in the services of that organization
and leave for reasons best known to them.

Some of the causes/consequences could be classified as:

Dissatisfaction parameter
Employees are dissatisfied with the salaries, perks and benefits offered by the organizations they
are currently in. They may also be dissatisfaction with their bosses or find their jobs meaningless
and unimportant as a result of which their job satisfaction levels are very low. Further they may
be dissatisfied with career opportunities in the organization or even its personnel policies in
general As a consequence of the above employees leave to join other organization, which satisfy
their need. As the wheel of time moves along, they find a third organization which offers to
satisfy them even more. Thus they change again i.e. they are perennially job-hopping from one
organization to another.

Alternatives Parameter:

Here the employee leaves the organization in search of “greener pastures” such as starting his
own business joining the family business joining an organization in a foreign country or even
availing of the Voluntary retirement Scheme of the organization and relaxing at home living off
the interest generated from fixed deposits and investment. An Interesting trend in recent years
has been that many managers leave industry to become consultants or even faculty in
management institutes or go abroad to complete their Ph.D. or further studies. It is important to
note here that the separation here was not because of the dissatisfaction with respect to the
present organization but because of the other available alternatives and inclinations in that
direction by the employees. The consequence her is that the organizations some of these
employees are consultants on a retainer ship basis from time to time. This is possible if and only
if the separated employees are not always in a competitive area of work.
Personal parameter:

In this case, the employee choose to separate himself from the organization because of the
personal reasons such as ill-health, desire to return to the native place for family reasons, the
spouse is transferred and the current organization has no branch in the new location and so on.
In the Indian context, women may have to give up their jobs post marriage to resettle elsewhere
in the country or even post- pregnancy. As some of the above problems are more common with
the women employees. Many organizations have an unwritten policy which is widely practiced
i.e. to minimize employment of women. This is a very unfair and biased policy and
unfortunately many competent and well-qualified women have had to suffer. But companies
argue that many women executives, even in today’s Indian context have to quit jobs after
marriage or pregnancy. It is best therefore not to generalize and treat such cases on their
respective merits
 INTRODUCTION

THEORETICAL PERSPECTIVE

DEFINING EMPLOYEE ATTRITION AND ATTRITION RATE:

Attrition: “A reduction in the number of employees through retirement, resignation or death”.

Attrition Rate: “The rate of shrinkage in size or number”.

There are numerous reasons for the attrition to be high which can be categorized into two broad
classifications. The first can be coined as “Drive Attrition” which is caused due to employer;
the second one can be termed as “Drag Attrition” which is caused due to the employee.

The attrition rate has always been a sensitive issue for all organizations. Calculating employee
turnover rate is not that simple as it seems to be. No common formula can be used by all the
organizations. A formula had to be devised keeping in view the nature of the business and
different job functions. Moreover, calculating attrition rate is not only about devising a
mathematical formula. It also has to take into account the root of the problem by going back to
the hiring stage.

REASONS WHY EMPLOYEES LEAVE:

Employees do not leave an organization without any significant reason. There are certain
circumstances that lead to their leaving the organization. The most common reasons can be:

• Job is not what employee expected to be: Sometimes the job responsibilities don’t come
out to be the same as expected by the candidates. Unexpected job responsibilities lead to
job dissatisfaction.

• Job and person mismatch: A candidate may be fit to do a certain type of job which
matches his personality. If he is given a job which mismatches his personality, then he
won’t be able to perform it well and try to find out reasons to leave the job.

• No growth opportunities: No or less learning and growth opportunities in the current job
will make candidate’s job and career stagnant.
 • Lack of appreciation: If the work is not appreciated by the supervisor, the employee feels
de-motivated and loses interest in job.

• Lack of trust and support in coworkers, seniors and management: Trust is the most
important factor that is required for an individual to stay in the job. Non- supportive
coworkers, seniors and management can make office environment unfriendly and difficult
to work in.

• Stress from overwork and work life balance: Job stress can lead to work life imbalance
which ultimately many times lead to employee leaving the organization.

• Compensation: Better compensation packages being offered by other companies may

attract employees towards themselves.

• New job offer: an attractive job offer which employee thinks is good for him with respect
to job responsibility, compensation, growth and learning etc. can lead an employee to
leave the organization.

IMPACT OF ATTRITION

Direct impact

A high attrition indicates the failure on the company’s ability to set effective HR priorities,
clients and business get affected and the company’s internal strengths and weakness get
highlighted. New hires need to be constantly added, further costs in training them, getting them
aligned to the company culture, etc.,-all a challenge

Indirect impact

The major problem of the company is to retain the remaining employees. This is a major issue as
to what extent efforts should be made in order to effectively retain the employees.

Problem for the company in attracting potential employees, Typical, high attrition also leads to a
chronic or systemic cycle attrition brings decreased productivity, people leave causing others to
work harder and this contributes to more attrition. All this has a significant impact on the
company’s strength in managing their business in a competitive environment.
Productivity and profitability are both impacted, either negatively and positively, according to
the type of attrition. Even god attrition s indicative of loss as recruitment is a time consuming
and costly affair, “It is tantamount to investment that has gone astray. Having said that, good
attrition minimizes the adverse impact on b business while bad attrition accentuates the loss,”
stated Nair, The cost of hiring is sometimes not less than two to three times the salary of the
employee, the impact on work progress is tremendous, particularly if a project is underway and
one of the key people leaves. It leads to dip in entire organizational efficiency, and a lot depends
on how it is able to cover the setback.

Organizations should execute top of the line retention policies in the right earnest and
consistency. They should e more employee-c entered and look for further ways to “bond”
employees to their companies. Company performance is optimally aligned to the skills its
employees possess. High attrition implies that certain necessary skills are vulnerable or are not
preset due to employees being lost. If the skills are constantly not available, the situation gets
compounded into a crisis with key projects, revenues, etc., getting affected. Business is then
reduced to just managing crisis. For example, a 2 percent attrition difference can make a
significant difference in the ultimate business impact.
 ATTRITION RATES IN DIFFERENT SECTORS:
Following chart shows attrition rate in different sectors in India:

TRUTHS ABOUT ATTRITION:

It is difficult to accept when organizations say they have zero attrition rates. Companies may
have healthier turnover rates, however, there is no such thing as zero attrition. There are other
such facts about turnover, about which most of us are not aware. Some of such facts have been
highlighted below:

Turnover always happens: This happens because employees keep on moving due to reason like
marriage or further education. Nothing can stop these employees from moving on. So, rather than
achieving zero attrition companies should focus on identifying whom they want to keep so that
they have healthy attrition rate.
Some turnover is desirable: Zero attrition is not desirable mainly because of two reasons; firstly,
if all employees continue to stay in the same organization, most of them will be at the top of their
pay scale which will result in excessive manpower costs. Secondly, new employees bring new
ideas, approaches, abilities and attitudes which can keep the organization from becoming
stagnant.

Turnover includes costs: Turnover always includes some costs. Consider the cost of replacing the
key employee who falls into the category of high performers. This includes the costs of
recruitment advertisement, referral bonuses, selection, training costs, etc. Moreover, turnover
results in loss of time and efforts, low productivity, loss of morale, loss of knowledge and so on.

High salary doesn’t work: Most managers assume that a high salary package is enough to keep
employees loyal to their organization. Employees may face other problems like low job
satisfaction, low engagement levels, no recognition, poor working conditions, less support from
superiors and so on. Salaries are not always the solution to attrition. Managers should try to find
out the root cause of the problem and then find a feasible solution.

The manager can reduce attrition: Managers should take primary responsibility for retaining their
employees. Much of the employee’s perception of job satisfaction stems from the relationship
they share with their immediate supervisor. Managers should try to support their subordinates
and give proper feedback on performance. HR managers should work in collaboration to make
the key employees last in their organization.

Reducing turnover takes commitment: Reducing turnover takes an investment in coaching,

developing, motivating, mentoring and listening to people. There should be universal acceptance
of the goal of reducing turnover along with top management commitment and dedication.

BENEFITS OF ATTRITION:

Attrition is not always bad, if it happens in a controlled manner. Some attrition is always
desirable and necessary for organizational growth. The only concern is how organization
differentiates “good attrition” from “bad attrition”. The term “health attrition” signifies the
importance of less productive employees voluntarily leaving the organization. This means if the
ones who have left fall in the category of low performers, the attrition is being healthy.
Attrition rates are considered to be beneficial in some ways:

• If all employees stay in the same organization for a very long time, most of them will be
at the top of their pay scale which will result in excessive manpower costs.

• When certain employees leave, whose continuation of service would have negatively
impacted productivity and profitability of the company is benefited.

• New employees bring new ideas, approaches, abilities and attitudes which can keep the
organization healthy.

• There are also some people in the organization who have a negative and demoralizing
influence on the work culture and team spirit. This, in the long- term, is detrimental to
organizational health.

• Desirable attrition also includes termination of employees with whom the organization
does not want to continue a relationship. It benefits the organization in the following
ways:

 It removes bottleneck in the progress of the company.

 It creates space for the entry of new talents.

 It assists in evolving high performance teams.

• There are people who are not able to balance their performance as per expectations,
lack potential for future or need disciplinary action. Furthermore, as the rewards are
limited, business pressures do not allow the management to over-reward the
performers, but when undesirable employees leave the company, the good employees
can be given the share they desire.
 Some companies believe attrition in any form is bad for an organization for it means that a
wrong choice was made at the beginning while recruiting. Even good attrition indicates
loss as recruitment is a time consuming and costly affair. The only positive point is that
the realization has initiated action that will lead to cutting loss.

EMPLOYEE RETENTION:

Employee retention is a process in which the employees are encouraged to remain with the
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 today are different. They are not the ones who don’t have good opportunities in hand.
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 employer to retain their best employees. If they don’t, 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:

• Compensation

• Support

• Relationship

• Environment

IMPORTANCE OF EMPLOYEE RETENTION:

So much is being done by organizations to retain its employees, why is retention so important? Is
just to reduce the turnover costs? Well, the answer is a definitely NO. It’s not the only cost
incurred by a company that emphasizes the need of retaining employees but also to retain
talented employees from getting poach.
The process of employee retention will benefit an organization in the following ways:

The cost of turnover: The cost of employee turnover adds hundreds of thousands of money to a
company’s expenses. While it is difficult to fully calculate the cost of turnover (including hiring
costs, training costs and productivity loss), industry experts often quote 25% of the average
employee salary as a conservative estimate.

Loss of company’s knowledge: When an employee leaves, he takes with him valuable
knowledge about the company, customers, current projects and past history (sometimes to co
mpetitors). Often much time and money has been spent on the employee in expectation of
future return. When the employee leaves, the investment is not realized.

Interruption of customer service: Customers and clients do business with a company in part
because of the people. Relationships are developed that encourage continued sponsorship of the
business. When an employee leaves, the relationships that employee built for the company are
served, which could lead to potential customer loss.

Turnover leads to more turnovers: When an employee terminates, the effect is felt throughout the
organization. The unspoken negativity often intensifies for the remaining staff.

Goodwill of the company: The goodwill of a company is maintained when the attrition rates are
low. Higher retention rates motivate potential employees to join the organization.

Regaining efficiency: If an employee resigns, the good amount of time is lost in hiring a new
employee and then training an employee and this goes to the loss of the company directly which
many a times goes unnoticed. And even after this companies cannot assure us of the same
efficiency from the new employee.

EMPLOYEE RETENTION STRATEGIES:

The basic practices which should be kept in mind the employee retention strategies are:

• Hire the right people in the first place.

• Empower the employees. Give employees the authority to get things done.

• Make employees realize that they are the most valuable asset of the organization.

• Nave faith in them, trust them and respect them.

• Provide them information and knowledge.

• Keep providing them feedback on their performance.

• Recognize and appreciate their achievements.

• Keep their morale high.

• Create an environment where the employees want to work and have fun.

These practices can be categorized in 3 levels:

Low, medium and high level.

RETENTION MYTHS:

The process of retention is not easy as it seems. There are so many tactics and strategies used in
retention of employees by the organizations. The basic purpose of these strategies should be to
increase employee satisfaction, boost employee morale hence achieve retention. But some times
these strategies are not used properly or even worse, wrong strategies are used. Because of which
these strategies fail to achieve the desired results. There are many myths related to the employee
retention process. These myths exist because the strategies being used are either wrong or are
being used from a long time. These myths prevent the employer from successfully implementing
the retention strategies.

Employees leave an organization for more pay: Money may be the motivating but for many
people it is not the most important factor. Money matters more to the low income employees for
whom it’s a survival issue. Money can make an employee stay in an organization but not for
long. The factors more important than money are job satisfaction, job responsibilities and
individual’s skill development. The employers should understand this and work out some other
ways to make employee feel satisfied. When employees leave, management tries to retain them
by offering more money. Issues that are mainly the cause of dissatisfaction are organization’s
policies and procedures, working conditions, relationship with the supervisor and salary, etc. For
such employees, achievements, growth, recognition, are the main concerns.

Incentives can increase productivity: Incentives can surely increase productivity but not for long
time. Cash incentives, volume work targets and speed awards are old management beliefs. They
can generate work speedily and in volumes but can’t boost employee commitment. Rather speed
can hamper the quality of work produced. What really glues employees to their work and
organization is quality work, meaningful responsibilities, recognition, respect, growth
opportunities and friendly supervisors.

Employees run away from responsibilities: It is myth that employees run away from
responsibilities. In –fact employees feel more responsible if they are given extra responsibilities
apart from their regular job. Employees look for variety, greater control on the processes and
authority to take decisions in their present job. They want opportunities to learn and grow.
Management can assign extra responsibilities to their employees and appreciate them on
completion of these tasks. This will induce a sense of pride in the employee and will improve the
relationship between the management and the employee.

Loyalty is a thing of the past: Employees can be loyal but what they need is an employer for
whom they can be loyal. There is no reason for the employee to hop job if he is satisfied with the
employer.

Taking measures to increase employee satisfaction will be expensive for the organizations: The
things actually required to improve employee satisfaction like respect, career growth and
development, appreciation, etc. can’t be bought. They are free of cost. An employee or
management reacts well to the employee’s ideas and suggestions is enough for the employee to
be retained.

COMPANY PROFILE:

TVS Interconnect Systems Ltd forms part of the TVS Group (established in 1911) having a
combined revenue of over US$ 5 billion and employing more than 25,000 people. The company
is headquartered in Bengaluru (erstwhile Bangalore) and has marketing and project offices
across major Indian cities.

TVSICS started with the manufacturing of value adding components such as electronic
connectors, RF connectors, cable assemblies, fibre optic products and other accessories for
telecommunication, consumer electronics and automobile industries.

The company has over the years expanded its product and service portfolio and transformed itself
into providing solutions for the telecom industry and infrastructure projects. Today, we supply a
host of telecom products for outdoor and indoor use, services for setting up, operating and
maintaining telecom networks and networking solutions for infrastructure projects such as
airports, ports, metros, power plants and highways. We also provide technological solutions for
efficient management of buildings encompassing energy, security, temperature control,
automation as per customer requirements.

Our sister concern, TVS Net Technologies, offers high end data networking, information security
and storage solutions. This has enabled the group to offer a complete integrated comprehensive
solutions on voice/data/video and wireless pan India and across industries. TVSNet offers a
single window approach towards turnkey solutions in broadband deployment, campus wide area
network, enterprise LAN/WAN networking design, supplies, installation and maintenance of the
networks.

EVALUATION:

TVS Interconnect Systems Ltd forms part of the TVS Group established in 1911 with a
group revenue of over US$ 5 billion and employing more than 25,000 people. The
company has its Manufacturing plant in Madurai, Corporate Office in Bangalore,
Regional marketing offices and project offices in rest of the states in India.

Initially it has its collaboration with Dupon ltd till 1989 and it was an American based
company having plastic technology as its major product in tele communication.After that
it established its collaboration with Burg ltd till 1999 .

VISION STATEMENT:

To be the major player in telecom infrastructure providing totasl solutions to the

customers in products as well as in services.

MISSION STATEMENT:
 To look ahead for meeting global standards for Telecom/IT services &
Total Solutions that delights customers & partners,
by involving and getting the best out of all the employees of the organization.

ETHICS:

The company shall follow business ethics in the trur sense of a law abiding body in order
to keep up the image/tradition of TVS.

The company shall integrate its growth focus with the society taking into account its
excellent reputation in the society.

BUSINESS ETHICS:

The company has its own reputation for integrity and high ethical standard it expects the
employees not only to comply with the rules and regulations but also to conduct them selves in a
manner to maintain its reputation and high standards.

ENVIRONMENTAL POLICY:

Tvs interconnects system dedicates itself to provide a clean,safe and green environment
.it is committed to

• Prevention of environment pollution in all activities, products and services.

• Compliance to all application legal requirements and other requirements

.the management is committed to strive for continual improvement
through active participation of all employees.

MAJOR PRODUCTS:

The major components manufactured by TVS ICS are

• electronic connectors,
• RF (Radio frequency) connectors,
• cable assemblies,
• Fibre optic products and other accessories

MAJOR CUSTOMES:
 HRVISION:

Anticipating emerging needs of every changing environment and creating innovative

people strategies to fulfill them. Guided by this vision,the team contributes to shares in the
companies mission and goals by

 Creting and delivering exemplary HR services,processes and outcomes.

 Promoting and enhancing competency ,effectiveness and well being as a tested

responsibility of the organization and its people environment.

 Generating a positive and productive work and learning.

HRGOALS:

 Maintaining a team oriented culture which stands for uniform standards of

judgement and requires fair and firm treatment at all levels of management and
participation of employers regulating in customers delight.

 Conducting targeted development programs.

  Organizing focuses and need based behavioral training following pay for
performance.

 Planning career development programs

 Having contemporary HR policies.

 Building high performance work team.

GEMBA KAIZEN: Three ground rules for practicing kaizen in Gemba.

1. House Keeping
2. Muda Elimination [Waste Elimination]
• Waste of over production
• Waste of inventory
• Waste of waiting
• Waste of Motion
• Waste of transportation
• Waste of Producing Rejects
• Waste of processing
3. Standardization.

GEMBA MISSION: N7i+1 New 7 initiatives and added one are:

1. Increase in the number of GEMBA

2. 5s [SEIRI,SEITON,SEISO.SEIKETSU,SHITSUKE]
3. EEI (Effort and Ergonomic index)
4. CMI (Cost management initiative)
5. Inventory Initiative
6. Critical machine uptime
7. Quality
8. Safety
OBJECTIVES OF THE STUDY:
1. To identify the reason for attrition at TVSICS.

2. To examine the attrition rates in two different categories- which can be managed and
which cannot be managed.

3. To calculate and analyze the attrition rate for the year 2007, 2008 and 2009.

4. To try finding solutions to the problems leading to attrition and giving retention
techniques to improve the same.

SCOPE OF THE STUDY:

Employee attrition is one of the critical problem which is faced by an HR manager during these
days. Employee attrition is one of the critical problem which is faced by an HR manager during
these days. In an ideal situation an employee consider multiple comfort level while working in a
office for e.g. employer's goodwill in the market, remuneration, future growth, working
condition, co-workers, current role's scope in the market & most important future stability with
the organization. In a survey, approximate 70% of the working population in India is not happy
at all due to one of the aspect (as mentioned aforesaid) which is not fulfilled while working in a
organization which caused higher attrition rate.

Curbing attrition is a critical issue in any organization. Thus finding out the reasons for attrition
and finding retention techniques for the same is important. This has encouraged me to take up
this topic

LIMITATIONS OF THE STUDY:

 A detailed study could not be carried out because of lack of time.

 The study was only limited to the executives in the plant
 Most of the aspect were kept confidential and were not revealed.
  The information from the exit interview cannot be completely trusted on since employees
do not always give an honest response to the questions.
 Research findings may be biased.
 The opinion of the respondents might not be true.
 The study was only limited to the executives in the plant.

RESEARCH METHODOLOGY
Research method of the study explains the systematic way of findings to the pre
determined objectives.

RESEARCH DESIGN:

A research design is the arrangement of conditions, collections and the analysis of

data from the employees in a manner that aims to combine relevance to the research
purpose with economy in procedures. The research design used in this project is
descriptive type research design. It was adopted since the statement of the problem was
clear and the research work was conducted for definite purpose.

SAMPLING DESIGN:

The researcher made use of non-probability convenience sampling method in this

study. A sample of elementary units that is being selected on the basis of personal
judgment is called a non-probability sampling. Sample design requires the following:

Sample Size:

The sample size of the study is 40.

Geographical Area Covered:

The study covered TVSICS MADURAI

Methods of Data Collection:

The researcher made use of two types of data in the study.

 1. Primary Data: Primary data are those which are collected afresh and for the first

time and thus happen to be original in character. Here the researcher mostly used
the primary data. The primary data are collected from the respondents through
questionnaire. A questionnaire consists of questions printed in a definite set of
forms.

2. Secondary Data: Secondary data are those which have already been collected by

someone else and which already have been passed through the statistical process.
In this project the secondary data consists of exit interview forms and data
regarding the number if employees who have left the organization.

Research Instrument:

Here the instrument used for collecting data is a questionnaire.

QUESTIONNAIRE DESIGN:

The questionnaire consists of closed ended questions. The questionnaire was

designed in such a way that the respondents can easily respond.

ATTRITION AT TVSICS:

belongs to the manufacturing sector and thus attrition is a major concern. As very well known,
salary has always been a major issue in the manufacturing sector. But apart from the salary issues
there are many reasons why people resign. Some of these are lack of co-operation from superiors
or subordinates, organization culture, family reasons etc.

The following data shows the number of people who resigned at executive level. For easy
understanding of the trend, a half yearly data for 2007, 2008 and 2009 has been made.

EXECUTIVE LEVEL RESIGNATIONS

YEAR 2007 2008 2009

 NO OF
11 6 16
EMPLOYEES

There was a subsequent reduction in the number of resignees in 2008 as compared to that in 2007
for the same period. But comparing the data for 2009 to both the years, it can be noted that there
is an increase in the number of resignees.

CALCULATING THE ATTRITION RATE:

“WHAT CANNOT BE MEASURED CANNOT BE IMPROVED’’ is an old management

aphorism. So if we want to improve attrition, we need to bring it to measurable terms.

Attrition in any particular organization can be quantified by finding out the attrition rate for that
organization. After this it can be analysis can be done as to where is the maximum attrition
happening and then finding out reasons for the same to form a retention strategy.

There is no standard formula to calculate the attrition rate of a company. This is because of
certain factors as:

• The employee base changes each month.

• Many firms may not include attrition of fresher’s who leave because of higher studies or
within three months of joining.

• In some cases, attrition of poor performers may also not be treated as attrition.
 EXECUTIVE STAFF RESIGNATION
(MONTH WISE CLASSIFICATION)

MONTH 2008 2009 2010

JAN 2 1 4
FEB 2 1 2
MARCH 1 0 2
APRIL 1 1 4
MAY 1 2 1
JUNE 4 1 2
TOTAL 11 6 16
The above graph shows the trends in number of resignations per month in the year 2009 and
2010. It is observed that the trend line is highly fluctuating.

This could be because of the fact that 2009 was a period of recession and not many people left
the organization, also TVSICS was one of the few companies who did not lay off any of its
employees. Whereas in the present year 2010 the market is booming and there are lucrative
opportunities coming from other companies which has encouraged employees to leave the
organization.

As per the discussion with the HR manager, employees tend to leave the organisation after a
salary revision period. He informed that employees wait for their final
appraisals/increment/promotion/upgradation of profile, after which they take a decision to
continue or quit. In 2008, the company was supposed to give increments to the employees but

due to some internal administration issues increment was not given to the employees which led to
non satisfaction of employees and in turn employees left the organization.

Considering the priority given to the reasons for leaving in the exit interview forms, it can be
concluded that executives have left the organization mainly because of a better
role/compensation offered. But by making a summary of suggestions made by the executives
being interviewed, it could be understood that people were not satisfied with the kind of
environment.
Another important reason mentioned in most of the exit interview forms was the job location.
Employees left the organization when they got better opportunities from organizations situated in
cities.

Employees have expressed the lack of support from senior level. Few executives expressed that
there is lack of appreciation for good work done. Some employees have also mentioned on the
lack of growth opportunities within the company. It is observed that an attractive job offer and
better salary from other companies became another reason for attrition.

REASONS FOR ATTRITION

Form the exit interview forms and the comments of the HR Manager the overall reasons for
attrition can be summarised as follows:

 Better prospects outside Ashok Leland in terms of salary and responsibilities,

 Location and family reasons

 Workload and expectation

 Lack of support from senior level executives

 Lack of appreciation

 No career growth,

 Family reasons.

Below is a representation of the reasons of attrition at TVSICS in the form of a chart:

FACTORS LEADING TO ATTRITION AT

TVSICS
 INDIVIDUAL ORGANISATIONAL

BETTER ROLE RELATED OTHERS

PROSPECTS

NO ROLE NO GROWTH
CLARITY
FAMILY ROLE
REASONS DIFFERENT PAY PACKAGE
THAN
DEFINED

LOCATION WORKLOAD/
STRESS

LACK OF
FREEDOM

DATA ANALYSIS AND INTERPRETATION

1. The respondents are categorized as per age

 Cumulative
Frequency Percent Valid Percent Percent

Valid 20-30 14 35.0 35.0 35.0

30-40 18 45.0 45.0 80.0

40-50 5 12.5 12.5 92.5

50 & above 3 7.5 7.5 100.0

Total 40 100.0 100.0

INTERPRETATION:

About 45 per cent of the respondents are in the age group 30 – 40, 35 per cent of the
respondents are in the age group 20-30, 12.5 per cent of the respondents are in the age group 30-
40, and 7.5 per cent of the respondents are in the age group 50 & above.

Q1) Experience in TVSICS

 Cumulative
Frequency Percent Valid Percent Percent

Valid 1 year to 3 years 13 32.5 32.5 32.5

3 years to 5 years 9 22.5 22.5 55.0

5 years to 7 years 11 27.5 27.5 82.5

More than 7 years 7 17.5 17.5 100.0

Total 40 100.0 100.0

INTERPRETATION:
While 32.5 per cent of the respondents have worked for this company for past 1-3 years, 27.5 per
cent of the respondents have worked for this company for past 5-7 years, 22.5 per cent of the
respondents have worked for this company for past 3-5 years and 17.5percent of the respondents
have worked for this company for more than 7 years.

Q2) Reasons to work with TVSICS

 Brand image 19

Good pay package 9

Good career & growth 21

opportunities

Improved role in the 12

organization

Job security 11

INTERPRETATION:

While 21 respondents have chosen career and growth opportunities, 19 respondents have chosen
brand image, 12 respondents have chosen improved role in the organization and 11 respondents
have opted job security as the reason for choosing to work with TVSICS
Q3) Experience sense of community in the organisation

Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly agree 10 25.0 25.0 25.0

Somewhat agree 24 60.0 60.0 85.0

Neutral 5 12.5 12.5 97.5

Somewhat disagree 1 2.5 2.5 100.0

Total 40 100.0 100.0

INTERPRETATION:
While 60 per cent of the respondent said that they somewhat agree, 25 per cent of the
respondent said they strongly agree, remaining 12.5 per cent of the respondent where neutral and
2.5 per cent where somewhat disagree that they experience a sense of community while working
at TVSICS.
Q4) Clear sense of future directions of the organisation

Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly agree 11 27.5 27.5 27.5

Somewhat agree 14 35.0 35.0 62.5

Neutral 9 22.5 22.5 85.0

Somewhat disagree 6 15.0 15.0 100.0

Total 40 100.0 100.0

INTERPRETATION:
While 35 per cent of the respondent said that they somewhat agree, 27.5 per cent of the
respondent said they strongly agree, remaining 22.5 per cent of the respondent where neutral and
15 per cent where somewhat disagree that they have a clear sense of future directions of TVSICS

Q5) Organisations atmosphere generally friendly

 Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly agree 14 35.0 35.0 35.0

Somewhat agree 19 47.5 47.5 82.5

Neutral 5 12.5 12.5 95.0

Somewhat disagree 2 5.0 5.0 100.0

Total 40 100.0 100.0

INTERPRETATION:
While 47.5 per cent of the respondent said that they somewhat agree, 35 per cent of the
respondent said they strongly agree, remaining 12.5 per cent of the respondent where neutral and
5 per cent where somewhat disagree that the organizations atmosphere is generally friendly.

Q6) Organisations policies supportive of employees

 Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly agree 11 27.5 27.5 27.5

Somewhat agree 11 27.5 27.5 55.0

Neutral 16 40.0 40.0 95.0

Somewhat disagree 2 5.0 5.0 100.0

Total 40 100.0 100.0

INTERPRETATION:
While 40 per cent of the respondent remained neutral, there are 27.5 per cent of the respondents
who have equally said they strongly agree and somewhat agree, remaining 5 per cent of the
respondent somewhat disagreed that the organization has policies supportive if its employees.

Q7) Policies clearly articulated to employees

 Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly agree 9 22.5 22.5 22.5

Somewhat agree 14 35.0 35.0 57.5

Neutral 12 30.0 30.0 87.5

Somewhat disagree 5 12.5 12.5 100.0

Total 40 100.0 100.0

INTERPRETATION:
While 35 per cent of the respondent said that they somewhat agree, 30 per cent of the respondent
remained neutral, remaining 22.5 per cent of the respondent strongly agreed and 12.5 per cent
strongly disagreed that the policies were clearly articulated to the employees.

Q8) Opportunities to advance within the company

 Cumulative
Frequency Percent Valid Percent Percent

Valid Excellent 6 15.0 15.0 15.0

Very good 19 47.5 47.5 62.5

Good 14 35.0 35.0 97.5

Bad 1 2.5 2.5 100.0

Total 40 100.0 100.0

INTERPRETATION:
While 47.5 per cent of the respondent said that very good, 35 per cent of the
respondent said good 15 per cent said excellent and remaining 2 per cent of the
respondent said bad in their opportunities to advance within TVSICS

Q9) Job satisfaction survey

 Cumulative
Frequency Percent Valid Percent Percent

Valid Yes 14 35.0 35.0 35.0

No 26 65.0 65.0 100.0

Total 40 100.0 100.0

INTERPRETATION:
While 65 per cent of the respondent said that no job satisfaction survey is not done
in the organization and remaining 35 per cent of the respondents said yes.

Q10) Organisation provide training programs according to requirements

 Cumulative
Frequency Percent Valid Percent Percent

Valid Yes 32 80.0 80.0 80.0

No 8 20.0 20.0 100.0

Total 40 100.0 100.0

INTERPRETATION:
While 80 per cent of the respondent said yes that the organization does provide
with training programs according to requirements and remaining 20 per cent of the
respondents said no.

Q11) Direct communication with top management

 Cumulative
Frequency Percent Valid Percent Percent

Valid Yes 23 57.5 57.5 57.5

No 17 42.5 42.5 100.0

Total 40 100.0 100.0

INTERPRETATION:
While 57.5 per cent of the respondent said yes they have direct communication
with top management and remaining 42.5 per cent of the respondents said no.

Q12) Frequency of being praised by boss

 Cumulative
Frequency Percent Valid Percent Percent

Valid Once in a month 5 12.5 12.5 12.5

Once in 2-3 months 7 17.5 17.5 30.0

Never/Rare 6 15.0 15.0 45.0

On achieving targets 22 55.0 55.0 100.0

Total 40 100.0 100.0

INTERPRETATION:
While 55.5 per cent of the respondents say they get praised by their boss on achieving targets,
17.5 per cent of the respondents say they get praised once in 2-3 months, 15.5 per cent of the
respondents say they never get praised and 12.5percent of the respondents say once in a month.

Q13) Least attractive factor about the job

 Cumulative
Frequency Percent Valid Percent Percent

Valid Salary package 5 12.5 12.5 12.5

Working atmosphere 10 25.0 25.0 37.5

Location 10 25.0 25.0 62.5

Company policy 4 10.0 10.0 72.5

Growth opportunities 5 12.5 12.5 85.0

relation with peers/managers 6 15.0 15.0 100.0

Total 40 100.0 100.0

INTERPRETATION:

While 25 percent of the respondents equally inferred that working atmosphere and location was
the least attractive, 15 percent said relation with peers and managers, 12.5 percent of the
respondents said growth opportunities and 10 percent said company policy.

Q14) Workload and expectation time are reasonable

 Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly agree 7 17.5 17.5 17.5

Somewhat agree 16 40.0 40.0 57.5

Neutral 11 27.5 27.5 85.0

Somewhat disagree 6 15.0 15.0 100.0

Total 40 100.0 100.0

INTERPRETATION:
While 40 per cent of the respondent said that they somewhat agree, 27.5 per cent of the
respondent remained neutral, remaining 17..5 per cent of the respondent strongly agreed and 15
per cent strongly disagreed that the workload and expectation time are reasonable.

Q15) Understanding of how Job performance measured

 Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly agree 11 27.5 27.5 27.5

Somewhat agree 19 47.5 47.5 75.0

Neutral 6 15.0 15.0 90.0

Somewhat disagree 3 7.5 7.5 97.5

Strongly disagree 1 2.5 2.5 100.0

Total 40 100.0 100.0

INTERPRETATION:
While 47.5 per cent of the respondent said that they somewhat agree, 27.5 per cent of the
respondent strongly agree, remaining 15 per cent of the respondents remained neutral ,7.5 per
cent somewhat disagreed and 2.5 per cent strongly disagreed that they have a clear understanding
of how their job performance is measured.

Q16) Receive constructive feedback about work

 Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly agree 10 25.0 25.0 25.0

Somewhat agree 24 60.0 60.0 85.0

Neutral 4 10.0 10.0 95.0

Somewhat disagree 2 5.0 5.0 100.0

Total 40 100.0 100.0

INTERPRETATION:
While 60 per cent of the respondent said that they somewhat agree, 25 per cent of the respondent
strongly agree, remaining 10 per cent of the respondents remained neutral, 5 per cent somewhat
disagreed they receive constructive feedback about work.

Q17) Positive relation with peers and managers

 Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly agree 12 30.0 30.0 30.0

Somewhat agree 20 50.0 50.0 80.0

Neutral 4 10.0 10.0 90.0

Somewhat disagree 3 7.5 7.5 97.5

Strongly disagree 1 2.5 2.5 100.0

Total 40 100.0 100.0

INTERPRETATION:
While 50 per cent of the respondent said that they somewhat agree, 30 per cent of the respondent
strongly agree, remaining 10 per cent of the respondents remained neutral ,7.5 per cent somewhat
disagreed and 2.5 per cent strongly disagreed that they have a positive relation with peers and
managers.

Q18) Accommodates personal needs

 Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly agree 4 10.0 10.0 10.0

Somewhat agree 11 27.5 27.5 37.5

Neutral 24 60.0 60.0 97.5

Somewhat disagree 1 2.5 2.5 100.0

Total 40 100.0 100.0

INTERPRETATION:
While 60 per cent of the respondents remained neutral, 27.5 per cent of the respondent somewhat
agree, remaining 10 per cent of the respondents strongly agree, 2.5 per cent somewhat disagreed
and 2.5 per cent strongly disagreed that the company accommodates personal needs.

Q19) Feel heard when communicated

 Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly agree 11 27.5 27.5 27.5

Somewhat agree 23 57.5 57.5 85.0

Neutral 5 12.5 12.5 97.5

Strongly disagree 1 2.5 2.5 100.0

Total 40 100.0 100.0

INTERPRETATION:
While 57.5 per cent of the respondents somewhat agree, 27.5 per cent of the respondent strongly
agree, remaining 12.5 per cent of the respondents remained neutral, 2.5 per cent strongly
disagreed and 2.5 per cent strongly disagreed that they feel heard when communicated.

Q20) Encouraged pursuing career development programmes

 Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly agree 13 32.5 32.5 32.5

Somewhat agree 11 27.5 27.5 60.0

Neutral 14 35.0 35.0 95.0

Somewhat disagree 2 5.0 5.0 100.0

Total 40 100.0 100.0

INTERPRETATION:
While 35 per cent of the respondents remained neutral, 30 per cent of the respondent somewhat
agree, 32.5 per cent of the respondents strongly agree, 27.5 per cent somewhat agreed that the
company encourages to pursue career development programmes.

Q21) Reasons for resigning from job

a)

Cumulative
Frequency Percent Valid Percent Percent

Valid Rank1 5 12.5 12.5 12.5

Rank2 2 5.0 5.0 17.5

Rank3 4 10.0 10.0 27.5

Rank4 17 42.5 42.5 70.0

Rank5 12 30.0 30.0 100.0

Total 40 100.0 100.0

INTERPRETATION:
On a scale of 5, 42.5 percent of the respondents rated financial reasons rank 4, 30 per cent
respondents rated it as rank 5 for reasons for resigning from a job.

b)Uneasy relation with peers or managers

 Cumulative
Frequency Percent Valid Percent Percent

Valid Rank1 6 15.0 15.0 15.0

Rank2 5 12.5 12.5 27.5

Rank3 12 30.0 30.0 57.5

Rank4 11 27.5 27.5 85.0

Rank5 6 15.0 15.0 100.0

Total 40 100.0 100.0

INTERPRETATION:
On a scale of 5, 30 percent of the respondents rated uneasy relation with peers as rank 3, 27.5 per
cent respondents rated it as rank 4 for reasons for resigning from a job.

c)Career and growth opportunities

 Cumulative
Frequency Percent Valid Percent Percent

Valid Rank1 8 20.0 20.0 20.0

Rank2 14 35.0 35.0 55.0

Rank3 12 30.0 30.0 85.0

Rank4 4 10.0 10.0 95.0

Rank5 2 5.0 5.0 100.0

Total 40 100.0 100.0

INTERPRETATION:
On a scale of 5, 35 percent of the respondents rated career growth opportunities as rank 2, 30 per
cent respondents rated it as rank 3 for reasons for resigning from a job.

d)Lucrative opportunities from other companies

 Cumulative
Frequency Percent Valid Percent Percent

Valid Rank1 13 32.5 32.5 32.5

Rank2 11 27.5 27.5 60.0

Rank3 9 22.5 22.5 82.5

Rank4 2 5.0 5.0 87.5

Rank5 5 12.5 12.5 100.0

Total 40 100.0 100.0

INTERPRETATION:
On a scale of 5, 32.5 percent of the respondents rated lucrative opportunities from other
companies as rank 1, 27.5 per cent respondents rated it as rank 2 for reasons for resigning from a
job.

e) unclear expectation
 Cumulative
Frequency Percent Valid Percent Percent

Valid Rank1 5 12.5 12.5 12.5

Rank2 8 20.0 20.0 32.5

Rank3 6 15.0 15.0 47.5

Rank4 6 15.0 15.0 62.5

Rank5 15 37.5 37.5 100.0

Total 40 100.0 100.0

INTERPRETATION:
On a scale of 5, 37.5.5 percent of the respondents rated unclear expectations as rank 5, 20 per
cent respondents rated it as rank 2 for reasons for resigning from a job.

Q22) Most challenging aspect in retaining employees in this company

 Cumulative
Frequency Percent Valid Percent Percent

Valid Managing expectations of 14 35.0 35.0 35.0

employees

Provide adequate 15 37.5 37.5 72.5

opportunities for career
growth

Treat employees-through 11 27.5 27.5 100.0

compensation,rewards and
recognition schemes

Total 40 100.0 100.0

INTERPRETATION:

For challenges in retaining employees 37.5 per cent of the respondents said that provide
adequate opportunities for career growth, 35 per cent of the respondents said that managing
expectations of the employees was the most challenging aspects in retaining employees in this
company.

Q23) Often think about seeking job elsewhere

 Cumulative
Frequency Percent Valid Percent Percent

Valid No-I dont think of seeking 15 37.5 37.5 37.5

employment elsewhere

A higher ranking position 14 35.0 35.0 72.5

within the company

Yes-Elsewhere 11 27.5 27.5 100.0

Total 40 100.0 100.0

INTERPRETATION:

While 35 per cent of the respondents inferred that they seek a higher ranking position in the
company , 37.5 per cent respondents don’t think of seeking job elsewhere remaining 27.5 percent
of the respondents think of seeking job elsewhere.

Age * reasons for joining TVSICS

 Reasons for joining TVSICS
Good Improved
Age Good pay career role in the
Brand image Job security
package opportu orgn
nties
20-30 8 3 2 10 5
30-40 8 8 5 8 5
40-50 4 1 3 2 2
50 and above 1 1 1 1 1
Total 21 13 11 15 21

INTERPRETATION:
About 10 per cent of the respondents are in the age group 20 – 30 and joining
TVSICS Limited for learning opportunities.

Age * Often think about seeking job elsewhere

Null Hypothesis: There is no significance between age & employees seeking job elsewhere

Alternative Hypothesis: There is some significance different between age & employees seeking
job elsewhere.

Often think about seeking job elsewhere

No-I don’t think

of seeking A higher ranking
employment position within
elsewhere the company Yes-Elsewhere Total

Age 20-30 2 2 10 14

30-40 8 9 1 18

40-50 2 3 0 5

50 & above 3 0 0 3

Total 15 14 11 40

We concluded that there is some significance between age & employees seeking job
elsewhere.

FINDINGS:
The data that have been collected from 40 employees belonging to various departments of
TVSICS By referring those tables the following results are observed:

1. About 45 per cent of the respondents are in the age group 30-40.
2. About 32.5 per cent of the respondents are worked for this company for past 1-3 years.
3. About 21 respondents have chosen to work with TVSICS for career and growth
opportunities

4. About 60 per cent of the respondent said that they somewhat agree that they experience a
sense of community while working in the company.
5. About 35 per cent of the respondent said that they somewhat agree that they have a clear
sense of future directions of the company

6. About 47.5 per cent of the respondent said that they somewhat agree that the
organizations atmosphere is generally friendly.

7. About 40 per cent of the respondent remained neutral that the organization has policies
supportive if its employees.

8. About 35 per cent of the respondent said that they somewhat agree that the policies were
clearly articulated to the employees.

9. About 47.5 per cent of the respondent said that their opportunities to advance within the
company are very good.
10. Most of the respondent said that no job satisfaction survey is done in the organization.

11. Most of the respondent said that the organization does provide with training programs
according to requirements.
12. Most of the respondent said they have direct communication with top management.
13. About 55.5 per cent of the respondents say they get praised by their boss on achieving
targets.

14. Most of the respondents inferred that working atmosphere and location was the least
attractive about their job.
15. About 40 per cent of the respondent said that they somewhat agree that the workload and
expectation time are reasonable.

16. About 47.5 per cent of the respondent said that they somewhat agree that they have a
clear understanding of how their job performance is measured.

17. About 60 per cent of the respondent said that they somewhat agree they receive
constructive feedback about work.

18. About 50 per cent of the respondent said that they somewhat agree that they have a
positive relation with peers and managers.

19. About 60 per cent of the respondents remained neutral on whether the company
accommodates personal needs.

20. About 57.5 per cent of the respondents somewhat agree that they feel heard when
communicated.

21. About 35 per cent of the respondents remained neutral on whether the company
encourages pursuing career development programmes.

22. About 42.5 percent of the respondents rated financial reasons as one of the least important
reasons for resigning from a job.

23. About 30 percent of the respondents rated uneasy relation with peers as a not so important
reason for resigning from a job

24. About 35 percent of the respondents rated career growth opportunities as an important
reason for resigning from a job.

25. About 32.5 percent of the respondents rated lucrative opportunities from other companies
as the most important reasons for resigning from a job.

26. About 37.5.5 percent of the respondents rated unclear expectations as least important
reasons for resigning from a job.
27. About 37.5 per cent of the respondents said that providing adequate opportunities for
career growth is considered as a challenge in retaining employees in this company.
 28. About 35 per cent of the respondents inferred that they seek a higher ranking position in
the company and don’t think of seeking job elsewhere.

29. About 10 per cent of the respondents in the age group 20 – 30 said that they joined

TVSICS for learning opportunities.

RECOMMENDATIONS AND IMPLEMENATION:

At TVSICS, after analysing the reasons of attrition through exit interview forms and through the
data collected through questionnaires, it could be concluded that there are problems related to
workload, growth, work environment as well as relationships.

In order to reduce the amount of attrition, the HR as well as all the business/division heads need
to join hands and come together and take actions.

The following measures can be taken:

1. It is recommended that the company should take the responsibility in the career growth of
the employees. Thus it is recommended that the superiors of employees should take the
responsibility to show his subordinate a career graph projecting his growth in the next 5
years. This would bring enough confidence in the employee to stay with the company and
motivate him to achieve the targets placed before him.
1. Offer appropriate rewards and recognition. Employees are often motivated by rewards
other than money. Demonstrate that we value our employees by recognizing their
contributions and successes.
2. Employees spend almost 8-9 hours of the day at their work place. It is very important that
the employees are given opportunities to have fun at work .This would make their
workplace a better place to work at and this could also encourage to retain employees.
For this, HR can organize gaming events between the various departments. They can have
events like chess tournament, table tennis tournament, quiz competition, etc.
3. There should be better transparency in the working of the company. Employees should
have a clear sense of the future directions of the organization. This would make them feel
more involved and work better towards the organizational goals.
4. There is a need for increasing the number of training programs which at this point of time
is not up to the mark according to some employees. Visit the Training and Development
Web site for skill-enhancing courses or continuing education courses.
5. Jobs should not get too monotonous. There should be frequent job rotations within
departments.
6. The workload of the employees should be reasonable. Employees should not be loaded
with work beyond their capabilities. The expectations from their superiors also should be
reasonable.
7. One of the main reasons employees leave their organization is due to their uneasy relation
with their managers. Thus relation with managers should be improved. Praise is the
biggest motivation for any employee. Thus the employees should receive constructive
feedback for their work and also be praised frequently by their boss.
8. The employee should feel a better sense of belonging and community within the
organization. These can be done with very little investments by encouraging employees to
have picnics, social gatherings, celebrations and festivals etc. When the person feels at
home with a company he would think twice before leaving the company.

9. Periodic employee satisfaction surveys can help to understand employees satisfaction

level and enable the company to take corrective action.

10. The employees face a lot of stress in their day to day personal and professional life. If the
employees remain stressed out, their efficiency is reduced. So HR can take measures to
reduce this stress level and improve the efficiency. The organization should also
reasonably accommodate personal needs.
CONCLUSION

Today’s employees are different. They are the ones who have ample of opportunities. So if the
company wants to retain its employees it has to start taking responsibility of its employees.
Through the study conducted on attrition at TVSICS, I found out that the attrition rate is not high
as compared to the industry attrition rate but ratio of people leaving the organization is
increasing. People are leaving due to better job opportunities from other companies, lack of
growth opportunities, workload etc. More formal retention strategy or methods are needed to be
developed to stop the exit of valuable employees from TVSICS the company should focus more
on retaining the employees.

Thus the HR needs to make the employees realize that they are an important part of the company.
The employees cannot be retained only by giving them high pay packages. They need to see their
own growth and have a feeling of belongingness in the company
ANNEXURES

SURVEY ON ATTRITION ANALYSIS AT TVSICS

This survey is conducted as a part of my study. I am doing my MBA at Amrita School of

Business .As a part of my internship I have taken “Attrition analysis and retention at Ashok
Leyland”

Age:
Dept:
1. Since how long have you been working with this organization?

• Less than 1 year

• 1 year to 3 years
• 3 years to 5years
• 5 years to 7years

2. What are the reasons for which you chose to work with Ashok Leyland?

• Brand Image • Job Security

• Good pay package • Challenging role
• Better products to work on • Good career and growth opportunities

Please tick the most the level of agreeableness for each statement
 Strongly Somewhat Somewhat Strongly
Statement Neutral
agree agree disagree disagree
3. I experience a sense of
community in this
organization.
4. I have a clear sense of future
directions of this organization.

5. This organizations atmosphere

is generally friendly.
6. This office has policies that are
supportive of its employees.

7. Policies are clearly articulated

to its employees.

8. How do you see your opportunities to advance within the company?

• Excellent

• Very Good
• Good
• Bad

9. Are job satisfaction surveys done often in the organization?

• yes

• no
If yes how often

10. Does the organization provide you with training programs according to your
requirements?
• Yes

• No

11. Do you find opportunity for direct communication with top management?

• Yes

• No
 12. How frequently you are been rewarded/ praised by your boss?

• Once in a month

• Once in 2-3 months

• Never/Rare

• On achieving the targets

13. Mention the factors that appear to be least attractive about your job?

• Salary Package • Work atmosphere

• Location • Company policy
• Growth opportunities • Any other(please specify)

Please tick the most the level of agreeableness for each statement

Strongly Somewhat Somewhat Strongly

Statement Neutral
agree agree disagree disagree
14. My workload and expectation
completion time are
reasonable.
15. I have a clear understanding of
how my job performance is
measured.
16. I receive constructive feedback
about my work.
17. I have a positive relation with
my peers and managers

18. This organization reasonably

accommodates personal needs.

19. I feel heard when I

communicate with others in
my organization
20. I feel encouraged to pursue
career development
programmes.

21. According to you what are the reasons of resigning from a job?(rank each on scale of 5,1
for most important to 5 for least important)
 • Financial reasons

• Uneasy relationship (peers or managers )

• Career and growth opportunities

• Lucrative opportunities from other companies

• Unclear expectations

22. What is the most challenging aspect in retaining employees in this company?

• Managing expectations of employees

• Provide adequate opportunities for career growth

• Treat employee fairly-through compensation, rewards & recognition schemes

23. I often think about seeking employment elsewhere

• No- I don’t think of seeking employment elsewhere

• A higher ranking position within the company

• Yes- elsewhere

24. Please recommend some measures to make employee retention more effective in the
organization.

Thank you for taking part in this survey. All your answers will be treated confidentially.

BIBLIOGRAPHY

• Retaining Your Employee - Barb Winfield

- Janice Barry

• Attrition Analytics (white paper) - Survo Raychhaudhuri

• Reducing Panel Attrition - Daniel H. Wills

WEBLIOGRAPHY
• www.hrmba.blogspot.com

• www.citeHR.com

• www.wikipedia.com

• MARC CARROLL “GIVING ATTENTION TO PREVENT ATTRITION”

HTTP://WWW.AUTHORSDEN.COM/VISIT/VIEWARTICLE

• SUDIPTA DEV “IS ATTRITION ALWAYS BAD FOR AN ORGANIZATION?”

HTTP://WWW.EXPRESSCOMPUTERONLINE.COM/20071029/TECHNOLO
GYLIFE01.SHTML