CHAPTER- I

1.1 INTRODUCTION

MEANING:

Employee retention is a method of taking measures to encourage workers to stay in

the company for the highest possible time duration. It is a process in which the workers are
motivated to stay with the completion of the particular project or long term. Employee
retention techniques is beneficial for the company as well as the workers.

An effort by a business to maintain a working environment which support current

staff in remaining with the company. Many employees to enhance their job satisfaction and
reduce the substantial costs involved in hiring and training new staff.

Employee Retention refers to the techniques employed by the management to help the
employees stay with organization for a longer period of time. Employee retention Strategies
go a long way in motivating the employees so that they stick to the organization for the
maximum time and contribution effectively. Sincere efforts must be taken to ensure Growth
and learning for the employees in their current assignments and for them to enjoy their work.

Employee retention has become a major concern for corporation in the current
scenario individual once being trained have a tendency to move to other organization for
better prospects. Lucrative salary, comfortable timings, better ambience, growth prospects are
some of the factors which prompt an employee to look for a change. Whenever a talented
employees expresses his willingness to move on, it is the responsibility of the management
and the human resources team to intervene immediately and find out the exact reasons
learning to the decision.

Employee Retention is the tools and policies that are adopted by an organization to
encourage employees to remain in the organization for the maximum period of time. Key
employee retention is critical to the long term health and success of your business. It is
important to retain the talent in the company. The employee satisfaction has become an
important than hiring of employees. The employee satisfaction has become an important
factors for accompany as well as employee.

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 Effective employee retention is a systematic effort by employers to create and foster
an environment that encourages current employees to remain employed by having policies
and practices in place that address their diverse needs. A strong retention strategy becomes a
powerful recruitment tool. Retention of key employees is critical to the long-term health and
success of any organization. It is a known fact that retaining your best employees ensures
customer satisfaction, increased product sales, satisfied colleagues and reporting staff,
effective succession planning and deeply imbedded organizational knowledge and learning.
Employee retention matters as organizational issues such as training time and investment, lost
knowledge, insurance employees and a costly candidate search are involved.

If a person is not satisfied with job, he may leave the organization as in present
corporate world, employee has number of options available for more suitable jobs. Managers
readily agree that retaining your best employees ensures customers satisfaction, products
sales, satisfied co-workers and reporting staff.

In today’s competitive business world, employee retention has become a major

concern. It is important for any business organization to implement employee retention
strategies to manage employee turnover effectively and efficiently. It must be noted that a
high turnover indicates that a company is losing a high percentage of employees as compared
to the number of employees who have been already.

It is also an indication of not doing proper job selection and not creating an
environment which helps employees to stay within the organization for a longer period of
time. However a high level of turnover is undesirable for an organization for a number of
reasons and affects an organization in many ways causing poor performance, low employees
morale low productivity and the major loss of revenue that comes from the decreased sales.

2
Needs & Importance of Employee Retention an Organization invests time
and money in grooming an individual and make him ready to work and
understand the corporate culture:

A new joinee is completely raw and the management really has to work hard to train
to train him for his overall development. It is complete wastage of time and money when an
individual leaves an organization all of a sudden. The HR has to start the recruitment process
all over again for the same vacancy, a mere duplication of work. Findings a right employee
for an organization is a tedious job and all efforts simply go waste when the employee leaves.

Every individuals needs time to adjust with others:

One needs time to know his team members well, be friendly with them and eventually
trust them. Organization are always benefited when the employees are compatible with each
other and discuss things among themselves to come out with something beneficial for all.
When a new individual replaces an existing employees, adjustment problem crop up.
Individual find it really difficult to establish a comfort level with the other person. After
striking a report with an existing employee, it is a challenge for the employees to adjust
someone new and most importantly trust him. It is a human tendency to compare a new
joinee with the previous employees and always find faults in him.

Hiring is not an easy process:

The HR professional shortlist few individuals from a large pool of talent, conducts
preliminary interviews and eventually forwards it to the respective line managers who further
grill them to judge whether they are fit for the organization or not, Recruting the rights
candidate is a time consuming process.

Every individual needs time to adjust with others:

One needs time to know his team members well, be friendly with them and eventually
trust them. Organizations are always benefited when the employees are compatible with each
other and discuss things among themselves to come out with something beneficial for all.
When a new individual replaces an existing employee, adjustment problems crop up.
Individuals find it really difficult to establish a comfort level with the other person. After
striking a report with an existing employee, it is a challenge for the employee’s to adjust with

3
someone new and most importantly trust him. It is a human tendency to compare a new joiner
with the previous employees and always find faults in him.

It has been observed that individual sticking to an organization for a longer

span is more loyal towards the management and the organization:

They enjoy all kinds of benefits from the organization and as a result are more
attached to it. They hardly badmouth their organization and always think in favour of the
management. For them the organization comes first and all other things later.

It is essential for the organization to retain the valuable employees showing

potential:

Every organization needs hardworking and talented employees who can really come
out the something creative and different. No organization can survive if all the top
performance quit. It is essential for the organization to retain those employees who really
work hard and are indispensable for the system.

The employees working for a longer period of time are more familiar with
the company’s policies, guidelines and thus they adjust better:

They perform better than individuals who change jobs frequently. Employees who
spend a considerable time in an organization know the organization in and out and thus are in
a position to contribution effectively.

The Process of employee retention will benefit an organization in the

following ways:

1. The cost of turnover:

The cost of employee’s 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 expert often quote 25% of the
average employee salary as a conservative estimate.

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2. Loss of company knowledge:

When an employee leaves, he takes with him valuable knowledge about the company,
customer, and current project and past history (sometimes to competitors) often much time
and money has been spent on the employee in expectation of a future return. When the
employee leaves, the investment is not realized.

3. Interruption of customer’s service:

Customers and clients do business with a company of the people. Relationship is

developed that encourage continued sponsorship of the business. When an employee leaves,
the relationship that employee build for the company are served, this could lead to potential
customer loss.

4. Turnover leads to more turnovers:

When an employee terminates, the effect is felt throughout the organization. Co-
worker is often required to pick up the slack. 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.

5. Regaining efficiency:

If an employee resigns, then good amount of times is lost in hiring a new employee
and then training him/her and this goes to the loss of the company directly which many a
times goes unnoticed. And even after this you cannot assure us of the same efficiency from
the new employee what makes employee 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 reason can be:

1. Job and person mismatch:

A candidate be fit to do a certain type of job which matches his personality. If he is

gives a job which mismatches his personality, then he won’t be able to perform it well and
will try to out reasons to leave the job.

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2. No growth opportunities:

No or less learning and growth opportunities in the current job will make candidates
job and career stagnant.

3. Lack of appreciation:

If the work is not appreciated by the supervisor, the employee feels de-motivate and
loses interest in job.

4. Lack of trust and support in co-workers, seniors and management:

Trust is the most important factors that is required for an individual to stay in the job.
Non-supportive co-workers, seniors and management can make office environment
unfriendly and difficult to work in.

5. Stress from overwork and work life imbalance:

Job stress can lead to work life imbalance which ultimately many times lead to
employee leaving the organization.

6. Compensation:

Better compensation package being offered by other companies may attract employee
towards themselves.

7. New job offer:

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

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 1.2 SCOPE OF THE STUDY

 The study is undertaken to know about the employee retention.

 The scope of employee retention includes all aspects of retention.
 Identifying the employee retention and the various retention of work place.

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 1.3 OBJECTIVES

PRIMARY OBJECTIVES:

 A study on employee retention in Radha Metals Pvt Ltd.

SECONDARY OBJECTIVES:

 To study the importance of employee retention strategy inRadha Metals Pvt ltd.
 To study the employee interest towards the job.
 To know the employee grievances handling procedure.
 To identify organizational climate in the working environment.
 To analyse the financial and non-financial rewards given, to retain the employees.

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 1.4 NEED OF THE STUDY

 The study helps building progress towards organizational goals.

 To help the superior to have a proper understanding about their subordinates.
 The human resource department must conduct motivational activities at the work
place.
 Encourage them to interact with each other so that the comfort level increases.

9
 1.5 LIMITATIONS OF THE STUDY

 The survey has some practical difficulties in collecting the information regarding the
performance of the employees.
 The result of the study depends on the information furnished by the respondents;
hence the information provided by them may be subjected to personal bias.
 Most of the respondents were hesitant to give honest information.

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 1.6 CHAPTER SCHEME

CHAPTER I

1.1 Introduction

1.2 Scope of the study

1.3 Objectives of the study

1.4 Needs of the study

1.5 Limitation of the study

1.6 Chapter scheme

1.7 Review of literature

1.8 Company profile

1.9 Research methodology

CHAPTER II

2.1 Data analysis interpretation

CHAPTER III

3.1 Findings

3.2 Suggestion

3.3 Conclusion

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 1.7 REVIEW OF LITERATURE

AUTHOR:Eskildesen 2000, Hammer 2000

ABSTRACT: Employees have a need to keep employees from leaving and going to work
for other companies. This is true because of the great costs associated with hiring and
retaining new employees. The best way to retain employees by providing them with job
satisfaction and opportunities for advancement in their careers

AUTHOR:Marini 2000; Denton 2000

ABSTRACT: Employees that are satisfied and happy in with their jobs are more
dedicated in doing a good job and taking care of customers that sustain the operating. Job
satisfaction is something that working people seek and a key element of employee
retention

AUTHOR: Meaghan et al. 2000

ABSTRACT: Knowledge accessibility the extent of the organization collaborativeness

and its capacity for making knowledge and ideas widely available to employees would
make employees to stay in the organization. Sharing of information should be made at all
levels of management. This accessibility of information would lead to strong performance
from the employees and creating strong corporate culture

AUTHOR: Brewer 2000; Wagner 2000

ABSTRACT: Research has shown that there may be many environmental features that
can be create and maintained to give employees job satisfaction. Pay and benefits,
communication, motivation justice and leisure time all seem to play part as to whether
employees are satisfied with their jobs according to retain employees

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AUTHOR: Abbasi et al.(2000)

ABSTRACT: The employee are extremely crucial to the organization since their value to
the organization is essentially intangible and not easily replicates Meaghan et al.
(2000).Therefore, managers must recognize that employees as major contributors to
efficient achievement of the organization success

AUTHOR: Kanungo, 1982

ABSTRACT: With increased competitiveness on globalization, managers in much

organization are experiencing greater pressure from top management to improve
recruitment, selection, training, and retention of good employees and the long run would
encourage employees to stay in organization

AUTHOR: Courage, 1988; Couger and Kawasaki 1980; Goldsten and rockart, 1984

ABSTRACT: Involvement in terms of internalizing values about the goodness or the

importance of work made employees not to quit their jobs and these involvements are
related to taskcharacteristics. Workers who have a greater variety of task tend stay

AUTHOR: Malone, 1997

ABSTRACT: Empowerment of employees could help to enhance the continuity of

employees in organization

AUTHOR: Keller and Dansereau, 1995

ABSTRACT: Superiors empowering subordinates by deleting responsibilities to them

leads to subordinates who are more satisfied with their leader and consider them to be fair
in turn to perform up to the superior expectation

ABSTRACT: Retention talent is difficult but not impossible. The employees and
supervisors are required enough to sensitize the reasons as why do employees quit the

13
organizations and what makes them motivated to stick to them. There is end number of
reasons for driving people out of their jobs.

AUTHOR: Johnson et al. (2000)

ABSTRACT: Employee engagement, the organization capacity to engage, retain and

optimize the value of its employees hinges on how well jobs are designed, how
employees by the management would motivate employees to stay in organization

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 1.8 COMPANY PROFILE

RADHA METALS PVT LTD

Radha Metal Industry is one of the leading manufacturers of a range of lead alloys and lead
sub-oxides. TMA specializes in recycling of lead, thus creating an ecological advantage by
preventing lead particles ending up in landfills.

Used lead acid batteries among varied lead scrap constitutes the main raw material for
the company. The production process involves recovery of lead from scrapped lead material,
which is further transformed into pure lead, specific lead alloys namely selenium lead alloy,
silver lead alloy, lead tin alloy, etc. (through diligent alloy procedure) and different types of
lead oxides. In addition to the regular product range, the company has the ability to cater
particular product/ alloy type conducive to the customer’s requirement. With over three
decades of experience, proven technology, state-of-the-art processes, unmatched expertise,
efficient management practices and a dedicated team of professionals, TMA is fully equipped
to provide quality and cost-competitive lead and lead based products for a host of industrial
applications. Over the years, Radha Metal Industry and Alloys has grown to become one of
the leading manufacturers of lead through the recycling process in South India – enjoying
exponential increases – both in revenue and capacity enhancement. With two state-of-the-art
manufacturing facilities spread across 18 acres in Tiruchirapalli, TMA has the capacity to
process 9000 metric tonnes of lead per year. TMA is today, renowned for quality products at
competitive prices – its range of products have found a ready market across India. And all
through, TMA has always ensured that its growth plans are in line with its environmental and
CSR policies.

Mission

To deliver quality goods and services, while ensuring – optimal efficiency, maximum
utilization of resources, cost competitiveness and economies of scale.

To perform regular up gradation of operational equipment’s and environmental

quality monitoring systems to attain ideal environmental safety.

Vision

To be a forerunner in the manufacturing of lead and other lead based products.

15
 To be renowned for quality products at a competitive price through eco-friendly
practices.

Features:

We offer a wide range of customized web and windows development solutions at

affordable rates.

We are having a good knowledge and experience in the latest technologies.

Being with us you will gain very much information.

MANUFACTURING DETAILS

Manufacturing is the production of merchandise for use or sale using labour

and machines, tools, chemical and biological processing, or formulation. The term may refer
to a range of human activity, from handicraft to high tech, but is most commonly applied
to industrial production, in which raw materials are transformed into finished goods on a
large scale. Such finished goods may be sold to other manufacturers for the production of
other, more complex products, such as aircraft, household appliances, furniture, sports
equipment or automobiles, or sold to wholesalers, who in turn sell them to retailers, who then
sell them to end users and consumers.

Methods for manufacturing steel have evolved significantly since industrial

production began in the late 19th century. Modern methods, however, are still based the same
premise as the Bessemer Process, namely, how to most efficiently use oxygen to lower the
carbon content in iron.

Today, steel production makes use of both recycled materials, as well as the
traditional raw materials, such as iron ore, coal, and limestone. Two processes; basic oxygen
steelmaking (BOS) and electric arc furnaces (EAF) account for virtually all steel production.

GlobalStatistics

According to the World Steel Association, in 2016 global crude steel production
reached a high of 1,628.5 million tonnes. Of this, approximately three-quarters were
produced using BOS plants, while EAF facilities accounted for the remaining quarter.

16
Someof the largest steel producing countries are China, Japan, US, and India. China accounts
for roughly 50 percent of this production.

Modern Production Process

Modern steelmaking can be broken down into six steps:

1. Iron making: In the first step, the raw inputs iron ore, coke, and lime are melted in a blast
furnace. The resulting molten iron - also referred to as 'hot metal' - still contains 4-4.5%
carbon and other impurities that make it brittle.

2. Primary Steelmaking: Primary steelmaking methods differ between BOS and EAF
methods. BOS methods add recycled scrap steel to the molten iron in a converter. At high
temperatures, oxygen is blown through the metal, which reduces the carbon content to
between 0-1.5percent. EAF methods, alternatively, feed recycled steel scrap through use high
power electric arcs (temperatures up to 1650 °C) to melt the metal and convert it to high-
quality steel.

3. Secondary Steelmaking: Secondary steelmaking involves treating the molten steel

produced from both BOS and EAF routes to adjust the steel composition. This is done by
adding or removing certain elements and/or manipulating the temperature and production
environment Depending on the types of steel required, the following secondary steelmaking
processes can be used:

 Stirring
 Ladle furnace
 Ladle injection
 Degassing
 CAS-OB(Composition Adjustment by Sealed argon bubbling with Oxygen Blowing)

4. Continuous Casting: In this step, the molten steel is cast into a cooled mold causing a thin
steel shell to solidify. The shell strand is withdrawn using guided rolls and fully cooled and
solidified. The strand is cut into desired lengths depending on application; slabs for flat
products (plate and strip), blooms for sections (beams), billets for long products (wires) or
thin strips.

17
5. Primary Forming: The steel that is cast is then formed into various shapes, often by hot
rolling; a process that eliminates cast defects and achieves the required shape and surface
quality. Hot rolled products are divided into flat products, long products, seamless tubes, and
specialty products.

6. Manufacturing, Fabrication, and Finishing: Finally, secondary forming techniques give

the steel its final shape and properties.

These techniques include:

 Shaping (e.g. cold rolling)

 Machining (e.g. drilling)
 Joining (e.g. welding)
 Coating (e.g. galvanizing)
 Heat treatment (e.g. tempering)
 Surface treatment (e.g. carburizing)

Steelmaking is the process for producing steel from iron ore and scrap. In steelmaking,
impurities such as nitrogen, silicon, phosphorus, sulfur and excess carbon are removed from
the raw iron, and alloying elements such as manganese, nickel, chromium and vanadium are
added to produce different grades of steel. Limiting dissolved gases such as nitrogen
and oxygen, and entrained impurities (termed "inclusions") in the steel is also important to
ensure the quality of the products cast from the liquid steel.

Steelmaking has existed for millennia, but it was not commercialized until the 19th
century. The ancient craft process of steelmaking was the crucible process. In the 1850s and
1860s, the Bessemer process and the Siemens-Martin process turned steelmaking into
a heavy industry. Today there are two major commercial processes for making steel,
namely basic oxygen steelmaking, which has liquid pig-iron from the blast furnace and scrap
steel as the main feed materials, and electric arc furnace (EAF) steelmaking, which uses scrap
steel or direct reduced iron(DRI) as the main feed materials. Oxygen steelmaking is fuelled
predominantly by the exothermic nature of the reactions inside the vessel where as in EAF
steelmaking, electrical energy is used to melt the solid scrap and/or DRI materials. In recent
times, EAF steelmaking technology has evolved closer to oxygen steelmaking as more
chemical energy is introduced into the process.

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Models process

Modern steelmaking processes can be broken into two categories: primary and
secondary steelmaking. Primary steelmaking involves converting liquid iron from a blast
furnace and steel scrap into steel via basic oxygen steelmaking or melting scrap steel
and/or direct reduced iron (DRI) in an electric arc furnace. Secondary steelmaking involves
refining of the crude steel before casting and the various operations are normally carried out
in ladles. In secondary metallurgy, alloying agents are added, dissolved gases in the steel are
lowered, and inclusions are removed or altered chemically to ensure that high-quality steel is
produced after casting

Primary steelmaking

Basic oxygen steelmaking is a method of primary steelmaking in which carbon-rich

molten pig iron is made into steel. Blowing oxygen through molten pig iron lowers the
carbon content of the alloy and changes it into steel. The process is known as basic due to the
chemical nature of the refractories—calcium oxide and magnesium oxide—that line the
vessel to withstand the high temperature and corrosive nature of the molten metal and slag in
the vessel. The slag chemistry of the process is also controlled to ensure that impurities such
as silicon and phosphorus are removed from the metal.

Electric arc furnace steelmaking is the manufacture of steel from scrap or direct reduced
iron melted by electric arcs. In an electric arc furnace, a batch of steel ("heat") may be started
by loading scrap or direct reduced iron into the furnace, sometimes with a "hot heel" (molten
steel from a previous heat). Gas burners may be used to assist with the melt down of the scrap
pile in the furnace. As in basic oxygen steelmaking, fluxes are also added to protect the lining
of the vessel and help improve the removal of impurities. Electric arc furnace steelmaking
typically uses furnaces of capacity around 100 tonnes that produce steel every 40 to 50
minutes for further processing.

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Secondary steelmaking

Secondary steelmaking is most commonly performed in ladles and often referred to

as ladle (metallurgy). Some of the operations performed in ladles include de-oxidation (or
"killing"), vacuum degassing, alloy addition, inclusion removal, inclusion chemistry
modification, de-sulphurisation and homogenisation. It is now common to perform ladle
metallurgical operations in gas stirred ladles with electric arc heating in the lid of the furnace.
Tight control of ladle metallurgy is associated with producing high grades of steel in which
the tolerances in chemistry and consistency are narrow.

HIsarna steelmaking
The HIsarna steelmaking process is a process for primary steelmaking in which iron
ore is processed almost directly into steel. The process is based around a new type of blast
furnace called a Cyclone Converter Furnace, which makes it possible to skip the process of
manufacturing pig iron pellets that is necessary for the basic oxygen steel makingprocess.
Without the necessity for this preparatory step the HIsarna process is more energy-efficient
and has a lower carbon footprint than traditional steelmaking processes

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 1.9 RESEARCH METHODOLOGY

INTRODUCTION:

The design of any research project requires considerable attention to the research
method and the proposed data analysis. Within this section, we have attempted to provide
some information about how to produce a research design for a study. We offer a basic
overview of the research methods portion of a research proposal and then some data analysis
templates for different types of designs. Our goal is not to answer every question, but provide
a head start.

RESEARCH

Research is process of finding solution to a problem after a thorough study and

analysis of situation factor.

RESEARCH DESIGN

“It is overall operation pattern or frame work of the project that stimulates what
information is to be collected from which sources by what procedure”

In this study, descriptive research design is used. A study which wants to portray the
characteristics of a group or individual or situation is known as Descriptive study.

The survey techniques mainly involves the collection of primary data about subject
usually by selection a representative sample of the population or universe under study,
through the use of questionnaire.

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TYPES OF SAMPLING

POPULATION SIZE

Population size is 250 in the organization.

SAMPLE SIZE

Sample size is 120 employees in the organization.

SAMPLING AREA

The research was conducted at RADHA METALS PVT LID AT TRICHY

DATA COLLECTION

Data source can be classification into two categories namely primary and secondary
sources. This data collection method is based on the mature and purpose of the study.

PRIMARY DATA

The data which are collection a fresh for the first time and thus happen to original in
character is called primary data. The primary data was collected from the employed from the
employees of Radha Metals pvt ltd.

SECONDARY DATA

Apart from primary data collected, the collected through text books, the record of
RADHA METAL PVT LTD, and journals from library and internet is used for the study.

22
DATA COLLECTION INSTRUMENT

In this research data collected, the collected through questionnaire method.

In this method a questionnaire is given to the person concerned with a request to

answer the question and return the questionnaire.

In this study closed format question is used. It usually takes of a multiple – choice.

SATISTICAL TOOLS

 Percentage analysis
 Chi- square analysis
 Correlation analysis

PERCENTAGE ANALYSIS

Percentage Analysis is the method to represent raw stream of data as a percentage (a

part in 100 – percent) for better understanding of collected data percentage analysis is applied
to create a contingency table from the frequency distribution and represent the collected data
for better understanding.

FORMULA:

PERCENTAGE = (NO.OF RESPONDENTS/TOTAL NO. OF RESPONDENTS)*100

CHI- SQUARE TEST

Chi- square test symbolically written as is a statistical measure with the help of which
it is possible to assess the significance of the difference between the observed frequencies and
expected frequencies obtained from some hypothetical universe chi- square test whether more
two population portions can be considered equal.

In order that chi- square test may be applicable both the frequencies must be grouped
in the same way and the theoretical distribution must be adjust to give the same total

23
frequencies which is equal to that of observed frequencies is calculated with the help of the
following formula:

FORMULA

Where,

O= Observed Frequency

E= Expected Frequency

Expected Frequency = Row total X column total / Grand total.

CORRELATION TEST

X and Y measure some character of a particular system. To study the overall status
the system it is necessary to measure. The intendancies of X and Y if the qualities (x, y) vary
in such a way that change in the other variables x and y are correlated.

FORMULA

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 CHAPTER- II

DATA ANALYSIS & INTERPRETATION

2.1 PERCENTAGE ANALYSIS

TABLE: 2.1.1

GENDER WISE CLASSIFICATION OF EMPLOYEES

Valid Cumulative
Frequency Percentage Percentage Percentage

Valid Male 78 65.0 65.0 65.0

Female 42 35.0 35.0 100.0

Total 120 100.0 100.0

SOURCE: Primary data

INFERENCE:

From the above table, it was found that, 65% of the respondents belong to the Male,
and 35% of the respondents belong to the Female.

CHART: 2.1.1

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 TABLE: 2.1.2
AGE WISE CLASSIFICATION OF EMPLOYEE

Valid Cumulative
Frequency Percentage Percentage Percentage

Valid 20years to 25 years

42 35.0 35.0 35.0

26years to 30years 51 42.5 42.5 77.5

31years to 35yeras 19 15.8 15.8 93.3

Above 36years 8 6.7 6.7 100.0

Total 120 100.0 100.0

SOURCE: Primary data

INFERENCE:
As the above data table shows that 35% of the respondents are 20-25 years. 42.5% of
the respondents are 26-30 years. 15.8% of the respondents are 31-35 years. 8% of the
respondents are above 36 years.
CHART: 2.1.2

26
 TABLE: 2.1.3

MARITAL STATUS WISE CLASSIFICATION OF EMPLOYEE

Valid Cumulative
Frequency Percentage Percentage Percentage

Valid Married 65 54.2 54.2 54.2

Unmarried 55 45.8 45.8 100.0

Total 120 100.0 100.0

SOURCE: Primary data

INFERENCE:

From the above table, it was found that, 54.2% of the respondents are married and
45.8% of the respondents are unmarried.

CHART: 2.1.3

27
 TABLE: 2.1.4

FAMILY SIZE WISE CLASSIFICATION OF EMPLOYEES

Valid Cumulative
Frequency Percentage Percentage Percentage

Valid Nuclear 67 55.8 55.8 55.8

Join Family 53 44.2 44.2 100.0

Total 120 100.0 100.0

SOURCE: Primary data

INFERENCE:

From the above table, it was found that, 55.8% of the respondents from nuclear family
and the 44.2% of the respondents from the join family.

CHART: 2.1.4

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 TABLE: 2.1.5

MONTHLY SALARY WISE CLASSIFICATION EMPLOYEE

Valid Cumulative
Frequency Percentage Percentage Percentage

Valid Below 6000rs 36 30.0 30.0 30.0

6001rs to 12000rs 30 25.0 25.0 55.0

12001rs to 18000rs 21 17.5 17.5 72.5

Above 18001rs 33 27.5 27.5 100.0

Total 120 100.0 100.0

SOURCE: Primary data

INFERENCE:

As the above table that 30% of the respondents monthly salary is below 6000rs, 25%
of the respondents monthly salary is 6001rs to 12000rs, 17.5% of the respondents monthly
salary is 12001rs to 18000rs, 27.5% of the respondents monthly salary is above 18001rs.

CHART: 2.1.5

29
 TABLE: 2.1.6

EDUCATIONAL QUALIFICATION WISE CLASSIFICATION OF EMPLOYEE

Valid Cumulative
Frequency Percentage Percentage Percentage

Valid Up to UG Degree 51 42.5 42.5 42.5

Up to PG Degree 45 37.5 37.5 80.0

Up to Diploma 24 20.0 20.0 100.0

Total 120 100.0 100.0

SOURCE: Primary data

INFERENCE:

As the above table shows that 42.5% of the respondents are UG, 37.5% of the
respondents are PG, 20% of the respondents are Diploma.

CHART: 2.1.6

30
 TABLE: 2.1.7

CLASSIFICATION OF RESPONDENTS BASED ON EXPERIENCE

Valid Cumulative
Frequency Percentage Percentage Percentage

Valid Below 2 years 47 39.2 39.2 39.2

2 to 3 years 37 30.8 30.8 70.0

4 to 6 years 27 22.5 22.5 92.5

Above 6 years 9 7.5 7.5 100.0

Total 120 100.0 100.0

SOURCE: Primary data

INFERENCE:

From the above table, that 39.2% of the respondents for below 2years, 30.8% of the
respondents for 2 to 3years, 22.5% of the respondents for 4 to 6years, 7.5% of the
respondents for above 6 years.

CHART: 2.1.7

31
 TABLE: 2.1.8

CLASSIFICATION OF RESPONDENTS BASED ON MOTIVATION

Valid Cumulative
Frequency Percentage Percentage Percentage

Valid Salary 66 55.0 55.0 55.0

Native of job 45 37.5 37.5 92.5

Reputation 9 7.5 7.5 100.0

Total 120 100.0 100.0

SOURCE: Primary data

INFERENCE:

As above the table shows that 55% of the respondents are salary, 37.5% 0f the
respondents are native of job, 7.5% of the respondents are reputation.

CHART: 2.1.8

32
 TABLE: 2.1.9

CLASSIFICATION OF RESPONDENTS BASED ON RETENTION PROBLEMS

Valid Cumulative
Frequency Percentage Percentage Percentage

Valid Yes 92 76.7 76.7 76.7

No 28 23.3 23.3 100.0

Total 120 100.0 100.0

SOURCE: Primary data

INFERENCE:

From the above table that, 76.7% of the respondents are agreeing and 23.3% of the
respondents are disagreeing.

CHART: 2.1.9

33
 TABLE: 2.1.10

CLASSIFICATION BASED ON SATISFIED WITH THE INCENTIVES

Cumulative
Frequency Percentage Valid Percentage Percentage

Valid Yes 87 72.5 72.5 72.5

No 33 27.5 27.5 100.0

Total 120 100.0 100.0

SOURCE: Primary data

INFERENCE:

From the above table, it was found that 72.5% of the respondents are accepted and
27.5% of the respondents are not accepted.

CHART: 2.1.10

34
 TABLE: 2.1.11

CLASSIFICATION OF RESPONDENTS BASED ON WORKING HOURS

Valid Cumulative
Frequency Percentage Percentage Percentage

Valid Yes 91 75.8 75.8 75.8

No 29 24.2 24.2 100.0

Total 120 100.0 100.0

SOURCE: Primary data

INFERENCE:

From the above table shows that, 75.8% of the respondents are accepted and 24.2% of
the respondents are not accepted.

CHART: 2.1.11

35
 TABLE: 2.1.12

CLASSIFICATION OF RESPONDENTS BASED ON BENEFIT OFFERED

Valid Cumulative
Frequency Percentage Percentage Percentage

Valid Yes 89 74.2 74.2 74.2

No 31 25.8 25.8 100.0

Total 120 100.0 100.0

SOURCE: Primary data

INFERENCE:

From the above table shows that, 74.2% of the respondents areaccepted and 25.8% of
the respondents are not accepted.

CHART: 2.1.12

36
 TABLE: 2.1.13

CLASSIFICATION OF RESPONDENTS BASED ON PROBLEMS FACED

Valid Cumulative
Frequency Percentage Percentage Percentage

Valid Strongly
52 43.3 43.3 43.3
agree

Agree 37 30.8 30.8 74.2

Neutral 13 10.8 10.8 85.0

Disagree 5 4.2 4.2 89.2

Strongly
13 10.8 10.8 100.0
disagree

Total 120 100.0 100.0

SOURCE: Primary data

INFERENCE:

From the above table shows that 43.3% of the respondents are strongly agree. 30.8%
of the respondents are agree. 10.8% of the respondents are neutral. 4.2% of the respondents
are disagree. 10.8% of the respondents are strongly disagree.

CHART: 2.1.13

37
 TABLE: 2.1.14

CLASSIFICATION OF RESPONDENTS BASED ON THREE R’s (RECOGNITION,

REWART, RESPECT)

Valid Cumulative
Frequency Percentage Percentage Percentage

Valid Never 38 31.7 31.7 31.7

Sometimes 49 40.8 40.8 72.5

Most of the times 24 20.0 20.0 92.5

All the time 9 7.5 7.5 100.0

Total 120 100.0 100.0

SOURCE: Primary data

INFERENCE:
As the above table shows that 31.7% of the respondents are says never. 40.8% of the
respondents are says sometimes. 20% of the respondents are says most of the time. 7.5% of
the respondents are says all the times.
CHART: 2.1.14

38
 TABLE: 2.1.15

CLASSIFICATION OF RESPONDENTS BASED ON FACING CRITICAL

SITUATION

Valid Cumulative
Frequency Percentage Percentage Percentage

Valid Strongly Agree 37 30.8 30.8 30.8

Agree 43 35.8 35.8 66.7

Moderate 18 15.0 15.0 81.7

Strongly Disagree 15 12.5 12.5 94.2

Disagree 7 5.8 5.8 100.0

Total 120 100.0 100.0

SOURCE: Primary data

INFERENCE:

As the above table shows that 30.8% of the respondents are strongly agree. 35.8% of
the respondents are agree. 15% of the respondents are moderate. 12.5 % of the respondents
are strongly disagree. 7% of the respondents are disagree.

CHART: 2.1.15

39
 TABLE: 2.1.16

CLASSIFICATION OF RESPONDENTS BASED ON WORK-LIFE BALANCE

Valid Cumulative
Frequency Percentage Percentage Percentage

Valid Strongly Agree 41 34.2 34.2 34.2

Agree 42 35.0 35.0 69.2

Moderate 4 3.3 3.3 72.5

Strongly Disagree 22 18.3 18.3 90.8

Disagree 11 9.2 9.2 100.0

Total 120 100.0 100.0

SOURCE: Primary data

INFERENCE:

As the above table shows that 34.2% of the respondents are strongly agree. 35% of
the respondents are agree. 3.3% of the respondents are moderate. 18.3% of the respondents
are strongly disagree. 9.2% of the respondents are disagree.

CHART: 2.1.16

40
 TABLE: 2.1.17

CLASSIFICATION BASED ON ORGANIZATION TREATING EMPLOYEES A

RESPECTFUL WAY

Valid Cumulative
Frequency Percentage Percentage Percentage

Valid Strongly Agree 37 30.8 30.8 30.8

Agree 36 30.0 30.0 60.8

Moderate 8 6.7 6.7 67.5

Strongly Disagree 25 20.8 20.8 88.3

Disagree 14 11.7 11.7 100.0

Total 120 100.0 100.0

SOURCE: Primary data

INFERENCE:

As the above the table shows that 30.8% of the respondents are strongly agree. 30%
of the respondents are agree. 6.7% of the respondents are moderate. 20.8% of the respondents
are strongly agree. 11.7% of the respondents are disagree.

CHART: 2.1.17

41
 TABLE: 2.1.18

CLASSIFICATION OF RESPONDENTS BASED ON BARRIERS OF

COMMUNICATION

Valid Cumulative
Frequency Percentage Percentage Percentage

Valid Strongly Agree 33 27.5 27.5 27.5

agree 20 16.7 16.7 44.2

moderate 48 40.0 40.0 84.2

strongly disagree 10 8.3 8.3 92.5

disagree 9 7.5 7.5 100.0

Total 120 100.0 100.0

SOURCE: Primary data

INFERENCE:

As the above table shows that 27.5% of the respondents are strongly agree. 16.7% of
the respondents are agree. 405 of the respondents are moderate. 8.3% of the respondents are
strongly disagree. 7.5% of the respondents are disagreeing.

CHART: 2.1.18

42
 TABLE: 2.1.19

CLASSIFICATION OF RESPONDENTS BASED ON PERFORMANCE REWARDED

Valid Cumulative
Frequency Percentage Percentage Percentage

Valid Strongly Agree 31 25.8 25.8 25.8

Agree 50 41.7 41.7 67.5

Moderate 13 10.8 10.8 78.3

Strongly Disagree 14 11.7 11.7 90.0

Disagree 12 10.0 10.0 100.0

Total 120 100.0 100.0

SOURCE: Primary data

INFERENCE:

As the above table shows that 25.8% of the respondents are strongly agree. 41.7% of
the respondents are agree. 10.8% of the respondents are moderate. 11.7% of the respondents
are strongly disagree. 10% of the respondents are disagree.

CHART: 2.1.19

43
 TABLE: 2.1.20

EMPLOYEE RETENTION IS PLAYS A VITAL ROLE IN THE RESULT OF

PRODUCTIVITY

Valid Cumulative
Frequency Percentage Percentage Percentage

Valid Strongly Agree 31 25.8 25.8 25.8

Agree 41 34.2 34.2 60.0

Moderate 14 11.7 11.7 71.7

Strongly Disagree 21 17.5 17.5 89.2

Disagree 13 10.8 10.8 100.0

Total 120 100.0 100.0

SOURCE: Primary data

INFERENCE:

As the above table shows that 25.8% of the respondents are strongly agree. 34.2% of
the respondents are agree. 11.7% of the respondents are moderate. 17.5% of the respondents
are strongly disagree. 10.8% of the respondents are disagree.

CHART: 2.1.20

44
 TABLE: 2.1.21

CLASSIFICATION OF RESPONDENTS BASED ON COMPANY RULES AND

REGULATION

Valid Cumulative
Frequency Percentage Percentage Percentage

Valid Highly Satisfied 50 41.7 41.7 41.7

Satisfied 46 38.3 38.3 80.0

Moderate 5 4.2 4.2 84.2

Highly Dissatisfied 9 7.5 7.5 91.7

Dissatisfied 10 8.3 8.3 100.0

Total 120 100.0 100.0

SOURCE: Primary data

INFERENCE:

As the above table shows that 41.7% of the respondents are highly satisfied. 38.3% of
the respondents are satisfied. 4.2% of the respondents are moderate. 7.5% of the respondent
are highly dissatisfied. 8.3% of the respondents are dissatisfied.

CHART: 2.1.21

45
 TABLE: 2.1.22

INTERPERSONAL RELATIONSHIPS ARE ENCOURAGING IN THIS

ORGANIZATION

Valid Cumulative
Frequency Percentage Percentage Percentage

Valid Highly Satisfied 48 40.0 40.0 40.0

Satisfied 42 35.0 35.0 75.0

Moderate 4 3.3 3.3 78.3

Highly Dissatisfied 11 9.2 9.2 87.5

Dissatisfied 15 12.5 12.5 100.0

Total 120 100.0 100.0

SOURCE: Primary data

INFERENCE:
As the above table shows that 40% of the respondents are highly satisfied. 35% of the
respondents are satisfied. 3.3% of the respondents are moderate. 9.2% of the respondents are
highly dissatisfied. 12.5% of the respondents are dissatisfied.
CHART: 2.1.22

46
 TABLE: 2.1.23

CLASSIFICATION OF RESPONDENTS BASED ON JOB SATISFACTION

Valid Cumulative
Frequency Percentage Percentage Percentage

Valid Highly Satisfied 41 34.2 34.2 34.2

Satisfied 40 33.3 33.3 67.5

Moderate 13 10.8 10.8 78.3

Highly Dissatisfied 14 11.7 11.7 90.0

Dissatisfied 12 10.0 10.0 100.0

Total 120 100.0 100.0

SOURCE: Primary data

INFERENCE:

As the above table shows that 34.2% of the respondents are highly satisfied. 33.3% of
the respondents are satisfied. 10.8% of the respondents are moderate. 11.7% of the
respondents are highly dissatisfied. 105 of the respondents are dissatisfied.

CHART: 2.1.23

47
 TABLE: 2.1.24

CLASSIFICATION OF RESPONDENTS BASED ON RELATIONSHIP BETWEEN

SUPERIORS

Valid Cumulative
Frequency Percentage Percentage Percentage

Valid Highly Satisfied 38 31.7 31.7 31.7

Satisfied 34 28.3 28.3 60.0

Moderate 14 11.7 11.7 71.7

Highly Dissatisfied 21 17.5 17.5 89.2

Dissatisfied 13 10.8 10.8 100.0

Total 120 100.0 100.0

SOURCE: Primary data

INFERENCE:

As the above table shows that 31.7% of the respondents are highly satisfied. 28.3% of
the respondents are satisfied. 11.7% of the respondents are moderate. 17.5% of the
respondents are highly dissatisfied. 10.8% of the respondents are dissatisfied.

CHART: 2.1.24

48
 TABLE: 2.1.25

REGARDING THE WELFARE MEASURES PROVIDED BY THE COMPANY

Valid Cumulative
Frequency Percentage Percentage Percentage

Valid Highly Satisfied 32 26.7 26.7 26.7

Satisfied 41 34.2 34.2 60.8

Moderate 15 12.5 12.5 73.3

Highly Dissatisfied 22 18.3 18.3 91.7

Dissatisfied 10 8.3 8.3 100.0

Total 120 100.0 100.0

SOURCE: Primary data

INFERENCE:

As the above table shows that 26.7% of the respondents are highly satisfied. 34.2% of
the respondents are satisfied. 12.5% of the respondents are moderate. 18.3% of the
respondents are highly dissatisfied. 8.3% of the respondents are dissatisfied.

CHART: 2.1.25

49
 TABLE: 2.1.26

OPINION ABOUT CREATING AWARENESS ON COMPANY VALUES AND

EMPLOYEE BENEFITS

Valid Cumulative
Frequency Percentage Percentage Percentage

Valid Strongly Agree 39 32.5 32.5 32.5

Agree 39 32.5 32.5 65.0

Moderate 10 8.3 8.3 73.3

Strongly Disagree 16 13.3 13.3 86.7

Disagree 16 13.3 13.3 100.0

Total 120 100.0 100.0

SOURCE: Primary data

INFERENCE:

As the above table shows that 32.5% of the respondents are strongly agree. 32.5% of
the respondents are agree. 8.3% of the respondents are moderate. 13.3% of the respondents
are strongly disagree. 13.3% of the respondents are disagree.

CHART: 2.1.26

50
 TABLE: 2.1.27

CLASSIFICATION OF RESPONDENTS BASED ON BONUS SCHEMES

Valid Cumulative
Frequency Percentage Percentage Percentage

Valid Strongly Agree 39 32.5 32.5 32.5

Agree 33 27.5 27.5 60.0

Moderate 15 12.5 12.5 72.5

Strongly Disagree 5 4.2 4.2 76.7

Disagree 28 23.3 23.3 100.0

Total 120 100.0 100.0

SOURCE: Primary data

INFERENCE:

As the above table shows that 32.5% of the respondents are strongly agree. 27.5% of
the respondents are agree. 12.5% of the respondents are moderate. 4.2% of the respondents
are strongly disagree. 23.3% of the respondents are disagree.

CHART: 2.1.27

51
 TABLE: 2.1.28

CLASSIFICATION OF RESPONDENTS BASED ON REASON FOR LEAVING THE

ORGANIZATION

Valid Cumulative
Frequency Percentage Percentage Percentage

Valid Marriage 46 38.3 38.3 38.3

Team Fitment 42 35.0 35.0 73.3

Career Opportunity 26 21.7 21.7 95.0

Others 6 5.0 5.0 100.0

Total 120 100.0 100.0

SOURCE: Primary data

INFERENCE:

As the above table shows that 38.3% of the respondents for leave the organization are
marriage. 35% of the respondents are team fitment. 21.7% of the respondents are career
opportunity. 5% of the respondents are others reasons.

CHART: 2.1.28

52
 STATISTICAL ANALYSIS

2.2 CHI-SQUARE TEST

HYPOTHESIS TESTING:

Null Hypothesis:

There is no significant difference between Education qualification and satisfied with

the incentives.

Alternative Hypothesis:

There is significant difference between Education qualification and satisfies with the
incentives.

Descriptive Statistics

Std.
N Mean Deviation Minimum Maximum

Education Qualification 120 1.78 .761 1 3

Are you satisfied with
120 1.28 .448 1 2
the incentives

Education Qualification

Observed N Expected N Residual

Up to UG
51 40.0 11.0
Degree
Up to PG
45 40.0 5.0
Degree
Up to Diploma 24 40.0 -16.0
Total 120

53
 Are you satisfied with the incentives

Observed N Expected N Residual

Yes 87 60.0 27.0

No 33 60.0 -27.0
Total 120

Test Statistics

Education Are you satisfied with

Qualification the incentives

Chi-Square 10.050a 24.300b

df 2 1
Asymp. Sig. .007 .000

a. 0 cells (.0%) have expected frequencies less than 5. The minimum

expected cell frequency is 40.0.

b. 0 cells (.0%) have expected frequencies less than 5. The minimum

expected cell frequency is 60.0.

RESULT:
There is significant difference between Education qualification and satisfied with the
incentives. H1 is accepted.

54
 2.3 CORRELATION
CORRELATION CO-EFFICIENT:
Correlation co-efficient table shows the relationship between two variables X and Y
are said to be correlation of change in X leads to change in Y.
Null hypothesis (H0): There is no relationship between age and satisfied with the working
hours.
Alternative hypothesis (H1): There is relationship between age and satisfied with the
working hour.
Descriptive Statistics

Std.
Mean Deviation N

Age 1.94 .882 120

Are you satisfied with
1.24 .430 120
the working hours

Correlations

Are you satisfied

with the working
age hours

age Pearson Correlation 1 .082

Sig. (2-tailed) .374

N 120 120

Are you satisfied with the Pearson Correlation .082 1

working hours
Sig. (2-tailed) .374

N 120 120

**. Correlation is significant at the 0.01 level (2-tailed).

RESULT:

There is a positive correlation between age and satisfies with the working hours. H1 is
accepted.

55
 CHAPTER- III

3.1 FINDINGS

 It is found out that, 65% of the respondents belonged to the range of male and 35% of
the respondents belonged to the range of female.
 It is found out that, 35% of the respondents belonged to the range of 20-25 years and
6.7% of the respondents belonged to the range of above 36 years.
 It is found out that, 54.2% of the respondents belonged to the range of married and
45.8% of the respondents belonged to the range of above unmarried.
 It is found out that, 55.8% of the respondents belonged to the range of nuclear family
and 44.2% of the respondents belonged to the range of joint family.
 It is found out that, 30% of the respondents belonged to the range of below 6000rs
and 17% of the respondents belonged to the range of 12001rs – 18000rs.
 It is found out that, 42.5% of the respondents belonged to the range of up to UG
degree and 20% of the respondents belonged to the range up to Diploma.
 Maximum 39.2% of the respondents belonged to the range of below 2years and 7.5%
of the respondents belonged to the range of above 6 years.
 Majority of 55% of the respondents belonged to the range of salary and 7.5% of the
respondents belonged to the range of Reputation.
 From the table the respondent for specified retention problem in organization is
76.7% of the respondents belonged to the range of yes and 23.3% of the respondents
belonged to the range of No.
 From the table the satisfied with the incentives are maximum respondents is 72.55 and
minimum respondents is 27.5%
 From the table the satisfied with the working hours is a maximum respondent are
75.8% and minimum respondent is 24.2%.
 From the table the satisfaction with the benefit offered by the organization are
maximum respondents is 74.2% and minimum respondents are 25.8%.
 It is found out that, 43.3% of the respondent are strongly agree on problems faced by
employees and minimum number of 4.2% of the respondents are disagree.
 It is found that, 40.8% of the respondents belonged to the range of sometimes on
implementation of three R’s (recognition, reward, respect) and minimumof the
respondents belonged to the range of 7.5%

56
 It is found out that, 35.8% of the respondents are agreeing on amount of support and
minimum number of 5.8% of the respondents is disagreeing.
 It is found out that, 35% of the respondents are agreeing on work-life balance is
supported and minimum number of 3.3% of the respondents is moderate.
 It is found out that, 30.8% of the respondents are strongly agree on organization
treating the employee in a respectful way and minimum number of 6.7% of the
respondents is moderate.
 Maximum 40% of the respondents are moderate on barriers of communication and
minimum number of 7.5% of the respondents is disagree.
 Maximum 41.7% of the respondents are agree on employees reward periodically for
their performance and minimum number of 10% of the respondents is disagree.
 It is found out that, 34.2% of the respondents are agreeing on result of productivity
and minimum is 10.85 of the respondents are disagree.
 It is found out that, 41.7% of the respondents are highly satisfied on company rules
and regulation and minimum is 7.5% of the respondents are highly dissatisfied
 It is found out that, 40% of the respondents are highly satisfied on interpersonal
relationship and minimum is 3.3% of the respondents are moderate.
 It is found out that, 34.2% of the respondents are highly satisfied on the job
satisfaction and minimum is 10% of the respondents are dissatisfied.
 It is found out that, 31.7% of the respondents are highly satisfied on employees and
superior relationship; minimum is 10.8% of the respondents are dissatisfied.
 It is found out that, 34.2% of the respondents are satisfied on satisfaction regarding to
the welfare measures and minimum is 8.3% of the respondent are dissatisfied.
 It is found out that, 32.5% of the respondents are strongly agree and agree on creating
awareness on company values and employee benefits and minimum is 8.35 of the
respondents are moderate.
 It is found out that, 32.55 of the respondents are strongly agree on bonus schemes and
minimum is 4.2% of the respondents are strongly disagree.
 It is found out that, 38.3% of the respondents are leave the organization is marriage
and minimum is 5% of the respondents are other reason

57
 3.2 SUGGESSTION

 Organization should be provided with proper training.

 Organization should be appreciated for good work.
 If any change is brought into software or any module added then proper training
should be given to the employees.
 Employee should be motivated to welcome the changes applied by the organization.
 The organization must improve good infrastructure facility to retain employees.
 Change the present salary structure so as to make more earning to employee and also
employee feel happy to work.
 Employees some additional benefits such as:
o Transportation Allowance.
o Accident insurance.
o Training in other institution.
 The reason for employee leaving the organization isfinancial problems Stagnation so
that organizations avoids or reduce those problems.

58
 3.3 CONCLUSION

The main aim of any organization is to earn profit. But to attain the maximum profit, the
organization should concentrate more on employees and the ways to retain them for their
long run. From the study it is identified that lack of growth opportunities and salary are the
major factors which force employees to change their jobs. This study concludes that to reduce
attrition industries should create some opportunities for the growth of their employees within
the organization by adopting new Innovative Technologies and Effective training programs.

The company should also think of recruiting people who are in the vicinity of the industry, so
that the family related problems will not lead to attrition.

59
 APPENDICES

REFERENCES

TEXT / REFERRENCE BOOK

 ASWATHAPPA.K, Human Resources and Personnel, Management, McGraw – Hill

Publishing Co., New Delhi, 1998.
 BISWANTHI.G, Personnel Management, The World Press Pvt Ltd, 1987.

WEBSITES

 www.gogle.com
 http://www.iocl.com
 http://www.retention.connection.com
 www.wikipedia.com

60
 A STUDY ON EMPLOYEE RETENTION IN RADHA METALS PVT LTD AT
TRICHY

QUESTIONNAIRE

1. Name:

2. Gender:

a) Male

b) Female

3. Age:

a) 20years to 25 years

b) 26years to 30years

c) 31years to 35yeras

d) Above 36years

4. Marital Status:

a) Married

b) Unmarried

c) Divorce

5. Family Size:

a) Nuclear

b) Join Family

6. Monthly Salary:

a) Below 6000rs

b) 6001rs to 12000rs

c) 12001rs to 18000rs

d) Above 18001rs

61
7. Education Qualification:

a) Up to UG Degree

b) Up to PG Degree

c) Up to Diploma

8. How long you work in this organization:

a) Below 2 years

b) 2 to 3 years

c) 4 to 6 years

d) Above 6 years

9. What motivation you to take up job:

a) Salary

b) Native of job

c) Reputation

10. Do you know any specified retention problems in your organization?

a) Yes

b) No

11. Are you satisfied with the incentives?

a) Yes

b) No

12. Are you satisfied with the working hours?

a) Yes

b) No

13. Are you satisfied with the benefit offered by the organisation?

a) Yes

b) No

62
14. Problems faced by them:

Variables SA A N DA SDA
A) Good Relationship
With Management

B) Rewards And
Recognition
C) Infrastructure
D) Work Schedule
E) Company Policy
And Procedure
F) Availability Of
Promotion
Opportunity
G) Job Security
H) Statutory benefit
I) Motivation Of
Employees
J) Rate Of The
Appraisal System

15. Do you think that the implementation of three R’s (recognition, reward, respect) will
increase employee retention?

a) Never

b) Sometimes

c) Most of the times

d) All the time

63
16. Does your management come forward to support when you are facing with critical
situation.

a) Strongly Agree

b) Agree

c) Moderate

d) Strongly Disagree

e) Disagree

17. Work-life balance is supported by this organization.

a) Strongly Agree

b) Agree

c) Moderate

d) Strongly Disagree

e) Disagree

18. Organization treating you in a respectful way.

a) Strongly Agree

b) Agree

c) Moderate

d) Strongly Disagree

e) Disagree

19. There are no barriers of communication while you are communicating with your superior.

a) Strongly Agree

b) Agree

c) Moderate

d) Strongly Disagree

e) Disagree

64
20. Do you agree that you are rewarded periodically for your performance?

a) Strongly Agree

b) Agree

c) Moderate

d) Strongly Disagree

e) Disagree

21. Do you agree that employee retention is plays a vital role in the result of productivity?

a) Strongly Agree

b) Agree

c) Moderate

d) Strongly Disagree

e) Disagree

22. What is your opinion about the company rules and regulation?

a) Highly Satisfied

b) Satisfied

c) Moderate

d) Highly Dissatisfied

e) Dissatisfied

23. Interpersonal relationships are encouraging in this organization.

a) Highly Satisfied

b) Satisfied

c) Moderate

d) Highly Dissatisfied

e) Dissatisfied

65
24. The job you are performing is satisfactory.

a) Highly Satisfied

b) Satisfied

c) Moderate

d) Highly Dissatisfied

e) Dissatisfied

25. How is your relationship between your superiors?

a) Highly Satisfied

b) Satisfied

c) Moderate

d) Highly Dissatisfied

e) Dissatisfied

26. Express your level of satisfaction regarding the welfare measures provided by the
company.

a) Highly Satisfied

b) Satisfied

c) Moderate

d) Highly Dissatisfied

e) Dissatisfied

27. What is your opinion about creating awareness on company values and employee benefits
to its own employees to retain them?

a) Strongly Agree

b) Agree

c) Moderate

d) Strongly Disagree

e) Disagree

66
28. The organization is provided yearly bonus schemes.

a) Strongly Agree

b) Agree

c) Moderate

d) Strongly Disagree

e) Disagree

29. You want to leave the organization, what would be the reason:

a) Marriage

b) Team Fitment

c) Career Opportunity

d) Others

67