PROCEEDINGS OF THE 9th INTERNATIONAL MANAGEMENT CONFERENCE

"Management and Innovation For Competitive Advantage", November 5th-6th, 2015, BUCHAREST, ROMANIA

STRESS, JOB SATISFACTION AND JOB COMMITMENT‘S RELATION WITH

ATTRITION WITH SPECIAL REFERENCE TO INDIAN IT SECTOR

Richa N. AGARWAL1

ABSTRACT
Stress is a major factor as far as job satisfaction is concerned. Stress and job satisfaction are major
factor for the job commitment. Present study was conducted to see whether stress is a major factor
contributing to high attrition in the IT sector. The study was conducted on software engineers in
and around Delhi NCR, Bengaluru and Pune. The sample size was 250. The study tells the relation
and impact of stress on job satisfaction and job commitment. The results show that there is not any
relation of stress to job satisfaction and job commitment and indirectly it is not having any relation
with attrition. Further researcher has tried to analyze the findings from other perspectives. To see
the relation correlation coefficient and to see the impact regression test was applied.
KEYWORDS: Attrition, IT industry, Job Satisfaction, Job Commitment, Stress.

JEL CLASSIFICATION: D-23, J-24, j-28, j-63, L-86.

1. INTRODUCTION

At the onset of liberalization, from the past two decades there is a noticeable shift from
manufacturing to the knowledge- based industry, in India. A key problem of the knowledge driven
industry is linked with its key material – people. People are the key assets of the IT industry and
that is why to attract and to retain them for a longer period of time is becoming a challenge for the
industry. A clear shift from manufacturing to knowledge-based services industries is emerging
across the world (Mattson, 1994), ) A key problem for service organizations has been attracting and
retaining high quality employees (Heskett, 2008). There has been number of studies analyzing the
reasons for employee turnover the researcher has tried to take variables like stress, job satisfaction
and job commitment and their relation and impact on attrition.
Stress can be positive as well as negative for an employee’s performance depending on a number of
factors. It is found to be related with job satisfaction, impacts commitment level and influences
turnover decisions. (Chaplan, 1995).
Stress and job satisfaction were found to be negatively correlated. High reports of occupational
stress were related to low levels of job satisfaction. Occupational stress is seen as an undesirable
phenomenon which is brought about by inadequate coping with environmental sources of stressors
associated with a particular job (e.g., work overload, role conflict/ambiguity, poor working
conditions), and which results in negative mental and physical ill health consequences (Cooper,
(2013): 32).There is also counter arguments that committed employee will resist stress more than
less committed employee. How an employee deals with stress, posed from external environment
also depends on his internal locus of control which guides whether an employee wants to fight or
flee the situation. It is perceived that when there is high stress level job satisfaction would be low
and employee would not be committed to the job or to the organization, as people want stress-free

1
Jaipuria Institute of Management, Uttar Pradesh Technical University, India, richa.n.agarwal11@gmail.com

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situations in life. IT industry is having high attrition which intrigues to look for factors which might
have relation with the job satisfaction and commitment (Arun Rai1, 1996). ) Pressure at the
workplace is unavoidable due to the demands of the contemporary work environment. Pressure
perceived as acceptable by an individual, may even keep workers alert, motivated, able to work and
learn, depending on the available resources and personal characteristics. However, when that
pressure becomes excessive or otherwise unmanageable it leads to stress. Stress can damage an
employees' health and the business performance. Stress is as much an individual's emotive response
to a phenomenon as much as it is an organization’s responsibility to curb the situation in hand. A
hostile boss, group, ambiguous working norms, lot of politics, conflicts and corruption and highly
demanding targets could be some of the major reasons for infusing and accelerating stress . Max
D'Souza, Head HR, South Asia, ORG IMS Research, explained, "When work becomes a burden
rather than passion to excel and enjoy your work that is the time where stress leads to attrition."

2. STRESS, JOB SATISFACTION AND JOB COMMITMENT

Job satisfaction is one of the satisfactions for an individual which he or she derives from the job one
performs. It is complicated as there are no straight answers to what and under which circumstance
one feels job satisfaction. It encompasses not only work and its content but to a range of issues and
factors connected to work which has a bearing on your life satisfaction as work is a part of your life.
(Kahlke, 2000),) The relation of stress and job satisfaction is interrelated , where stress is an
emotional ,physical reaction generated because of a situation ,person or environment, job
satisfaction is the end state of feeling, the feeling that is experienced after a task is accomplished
(Saiyadain, 1985) Dissatisfaction with job can lead to job burnout which produces three kind of
results – such as (a) emotional exhaustion, (b) depersonalization, and (c) diminished personal
accomplishment (Zellars, 2000), ) and the interaction of these three components impacts on work-
related problems (e.g., absenteeism, decreased morale, turnover (Maslach, 1984). ) Job stress and
job satisfaction definitely decides the level of commitment. However in some of the cases it is
found that these two things are not related. The cause and effect relationship is contradictory.
Attrition in the Software Industry
Software industry is facing the problem of attrition and it is dabbling with all the possible reasons
and has not developed a panacea in attrition control as yet. It's thus required to understand different
factors which motivate these employees to leave their job and address the issues .However, stress,
job satisfaction and job commitment are some of the factors, the researcher thought which might
have relation and impact on the attrition.

3. LITERATURE REVIEW

(Tammy B. Kondratuk & Gue, 2004) External career mobility history (i.e. the number of external
job moves over on E’s career) was negatively related to normative commitment but not to affective
and continuance commitment. Affective and continuance commitment were significantly lower for
external movers prior to a move when compared to non- movers over the same period. In contrast
only continuance commitment was significantly lower for internal movers prior to a move when
compared to non- movers over the same period. Affective commitment increased significantly after
the move for both internal and external movers. Furthermore job satisfaction, especially intrinsic
satisfaction, was a mediating mechanism of the relationship between job varieties, job significance
and Organizational Citizenship Behaviour; finally extrinsic satisfaction did not mediate the
relationship between job characteristics and Organizational Citizenship Behaviour. This finding
suggests that practicing managers should enrich job characteristics and place greater emphasis on
enhancing employees ‘intrinsic satisfaction to promote employees’ Organizational Citizenship
Behaviour. The relationship between four jobs stresses (role ambiguity, role overload,

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underutilization of skills, and resource inadequacy) and two employee withdrawal behaviours
(absenteeism and turnover) was investigated. Analysis indicated that job stress is related to
employee withdrawal behaviours, Confidence in multiple data points. Job stress and employee
behaviours (Nina Gupta, 1979). ) (Wang, Zheng, Hu, & Zheng, 2014) say stress was negatively
related to job satisfaction, whereas it was positively related to job burnout. The relationship between
stress and job satisfaction was mediated by job burnout. Locus of control acted as a moderator in
the stress-burnout relationship as well as in the burnout—satisfaction relationship. The occupational
stress index developed and standardized by Srivastava and Singh (1981) , the organizational
commitment scale developed and standardized by Meyer and Allen (1984) and S.D. Employees
Inventory developed and standardized by Pestonji(1973) administered on the sample of 250 doctors
employed in King George’s Medical College Lucknow (U.P.) . The moderated multiple Regression
analysis and subgroup analysis show that job stress has moderating effect on organizational
commitment and job satisfaction relationship (Sager J. , (1990), ) Cultural differences are important
to consider especially with global changes in the way and place that companies do business. In
addition, investing in professional qualifications is a major commitment of time and resources yet
little research has studied the impact of such commitments on subsequent organizational behavior
of employees either using or not fully using their training and credentials on the job.(Jui-Chen &
Silverthorne)In addition, the level of organizational commitment has been found to positively
influence job performance (Yousef, 2000). ) and negatively influence job stress .Mishra and
Srivastava (2001). Practice Satisfaction, Occupational Stress, and Attrition of Emergency
Physicians(June 1995 ) say that the relatively high levels of projected attrition in EM and supports
the perception that stress and burnout are associated with the specialty. Differences in job
satisfaction and stress between those ABEM diplomats who were residency–trained in EM and
those who became eligible for the board examination through practice or special–category
eligibility appear minor. Of the physicians returning the survey, 25.2% stated that they felt burned
out or impaired and 23.1% planned to leave the practice of EM within five years. An attempt was
made to find out the moderating effect of the job stress on the organizational commitment and job
satisfaction relationship.(Swaen & Kant, 2002)This prospective study of 12140 employees
examined the effects of work characteristics and situational, psychological, and health aspects on
job mobility. Before job change, the mobility group reported significantly more conflicts with the
supervisor, higher physical and emotional strain, higher degree of job security, lower job
satisfaction, and lower degree of commitment compared with employees who did not change jobs.
After job change, the mobility group reported improved autonomy, task diversity, decreased
occurrence of conflicts with the supervisor, decreased physical and mental strain training. (Harris,
2005 (Jul)) Although it is recognized that identification and commitment are closely related aspects
of employees ‘psychological attachment to the organization, there has been no analysis of the
overlap between multiple dimensions of each construct. In this study , three components models of
organizational identifications and commitment were investigated as predictors of turnover
intentions and psychological well-being (self- esteem , satisfaction with life and self- efficacy)
among employees of a small organization . Highly identified employees tended to be committed
ones, but different dimensions of each construct were specifically linked to various criteria.
Affective components of both identification and commitment were negatively associated with
turnover intentions and positive in group affect (feelings derived from being a member of the
organization) predicted perceptions of self- efficacy. Continuance commitment was distinct from
the other predictors and was negatively related to self- esteem and self- efficacy. The results warrant
further efforts to integrate the perspective of social identity theory and organizational psychology..)
(Coble) Employee commitment and organizational influences: A study of the ways in which tenure,
work group, and job level influence employee commitment. This study explored employee
commitment in the context of organizational in influences, specifically the ways in which employee

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commitment differs according to employee tenure, work group and job level. Employee
commitment is reported to be an important part of an organizational experience as it leads to higher
performance retention and high productivity. Singh , Kumar & Mishra (2004) : The major objective
of the present study was to examine the effects of internal – external locus of control and various
dimensions of work culture in the relationship of perceived stress ( both job and life ) and health
(general health complaints ) among managerial personnel employed in Indian. The findings of this
study highlighted he following facts:
(a) Role conflict negative events (total), responsibility seeking dimension of work culture, present
health and locus of control were important predictors of somatic health complaints
.(b) The three dimensions of work culture (namely malleability, participation and obligation
towards others), personal negative events and two demographic variables ( no of child and religious
beliefs ) accounted significant proportion of variance in the prediction of depression.
(c) Locus of control was the only variable, which accounted significant proportion of variance in the
prediction of general health.
(Shaw) A theory of turnover, social capital and store performance was developed and tested in 38
location of restaurant chain. They assessed the ability of social capital losses to predict valence in
store level performance above and beyond that predicted by small turnover rate and in role
performance losses from turnover. (S. D. Sharma1 & )., Stress management through ‘yoga
practices’ in the corporate sector;., 19 September.). (Punia & Sharma, 2008) Employee retention is
the biggest challenge that human resource management is facing today. The uncertainty of a
changing economy the workplace, increasing competition and diversity in the workplace have
compelled the organizations to hold on to their top performers at whatever cost they have to pay. It
is very difficult task for the recruiters to hire professionals with right skills set all over again. Thus
the focus has shifted from numbers to quality and from recruitment to retention. Many
organizational human resources practices play the dominant role in building employee commitment
and loyalty. (thamaraiselvan)Despite advances in technology and major shifts in economy people
remains an organizations most valuable resource. Human capital and intellectual assets make a
difference to the competitive advantage of the firm in a knowledge based industry. A reputable
brand can entice top talent to an organization hence companies devote their time, effort and money
on honing their employer brands. An employer Brand is an organization‘s image as seen through
the eyes of its employees and potential hires. Relatively little is known about which specific factors
determine employee’s attraction to an employer. (Bisht & Singh)The main objective of the research
was to identify different variables responsible for attrition in Indian software industry and factor the
subjects' vis-a-vis variables. The study was conducted during May 2010 to January 2011. The
findings of the study show that the antecedents for attrition of employees vary with different levels
of experience. (Jamal, 2.20 (Nov 2011)1) It is argued in the current study that organizational
commitment may act as a moderator of the stress and performance relationship. And individuals
with different levels of organizational commitment may perceive job stress differently. If the
individual cannot afford to quit his job due to economic or other factors, then his negative feeling
toward the employing organization may become even more serious.
(Shore, (2013). ) Fast growing organizations in high growth economies are frequently constrained
by the shortage and attrition of qualified technical and managerial employees. In these high growth
environments employees are often tempted to leave their current employer for the prospect of career
advancement, better working situations, and higher pay. Meanwhile companies cannot afford to
lose those valuable resources if they are to meet growth objectives. In today's era of globalization
where there is a lot of competition, innovation and change executives in all organizations cannot
avoid tension, stress and anxiety in their day-to-day work. Only hardworking, disciplined, punctual
and mentally alert executives can survive the work pressures and strike a balance between work life
and personal life. They are exposed to stress and tension for long periods which may manifest in the

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form of many ailments like hypertension, high/low blood pressure, insomnia, depression,
backaches, migraine, spondylitis, etc. This in turn results in overall decrease in the executive’s
efficiency and productivity; consequently, there is a deterioration of human capital in the
organization. Thus, realizing the impact in many organizations when regular session of yoga is
conducted, according to their employees’ requirements. In this paper the researcher has tried to
analyze how yoga practices help to overcome stress among the ITC executives resulting in a
positive impact on the organization. (Sundar, 2012) The stress on individuals ranges from personal
day to day life to their organizational activities”. There is no escape from stress in modern life. In
today’s context, stress is a costly expense that affects both the employer and the employee. In this
back ground, this paper examines the sources of stress in one’s occupation, the effects of stress and
techniques of managing stress. It concludes that the complete wiping out of stress is out of question.
Tammi F. Milliken also studied and found Employee stress and burnout commonly lead to myriad
health-related problems that result in significant organizational consequences.
Relation between the stress, job satisfaction and job commitment – Above mentioned research
states that Stress, job satisfaction and job commitment are directly or indirectly related with one
another. If stress is present in the organization then sometimes it reduces job satisfaction and might
reduce employees commitment towards the organization. It can be vice-versa also. If employee is
not satisfied with the job it might induce stress and might reduce commitment. In some cases it
happens that employee is committed though he might be stressed or not satisfied with the job, then
it could be one of his personality traits.

4. OBJECTIVE OF THE STUDY – OBJECTIVE OF THE STUDY WAS

a. To find out the relation and impact of stress on job satisfaction in the IT industry.
b. To find out the relation and impact of stress on job commitment in the IT industry.
In the IT sector after doing the pilot survey some industry specific factors, related to stress were
identified. These were (i) properly laid down procedures (ii) unrealistic deadlines and targets (iii)
choosing work teams (iv) option to opt for foreign assignment.

5. RESEARCH METHODOLOGY

The research was conducted on the sample size of 250 software engineers, irrespective of their
genders, in all the three tier of software companies. The research was conducted in Delhi NCR,
Bengaluru and Pune .The study was conducted over the period of 3 and half year.
The research was conducted on the sample size of 250 software engineers, irrespective of their
genders, in all the three tier of software companies. The research was conducted in Delhi NCR,
Bengaluru and Pune .The study was conducted over the period of 3 and half year.
Hypothesis –
a. Stress has a relation with the job satisfaction and commitment among the associates of
the IT industry.
b. Stress has an impact on Job satisfaction and commitment among the associates of the IT
industry.

5.1. Organizational Commitment Questionnaire

This questionnaire is developed by Balaji (1979). The instrum1ent purports to measure O defined as
“The relative strength of an individual’s identification with an involvement in a particular
organization “(Porter et.al, 1974,). It consists of 15 statements intended to tap the three
characteristics of OC viz. (1) A strong belief in and acceptance of the organization goals and values;
(2) A willingness to exert considerable effort on behalf of the organization and (3) A strong desire

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to maintain membership in the organization Out of, six of the statements are negatively phrased and
reversely scored to reduce response bias. It employs a 7 point Likert – type response format with the
following anchors. Strongly disagree, moderately disagree, slightly disagree, neither agree nor
disagree, slightly agree, moderately agree, strongly agree. The average of the scores for the fifteen
statements provides the index of OC, higher scores indicating stronger OC.
Summarizing the results of nine different studies in which the OCQ was used on a wide range of
samples. OCQ has reasonably strong internal consistency and tests retest reliability the convergent,
discriminate and predictive validities were of an acceptable level.

5.2. Job Satisfaction Questionnaire (1987)

The test was developed and standardized by on samples of factory workers and office clerks. It
consists of 32 items representing eight different aspects of job satisfaction. There are equal numbers
of negative and positive items. In case of positive item ‘ yes ‘ is given score of ‘ 1’ and “ NO “ it is
given a score of “o” . The scoring is reversed for negative items. The score range from 0 to 32 and
high scores on the test indicate high hob satisfaction. The split half and retest reliabilities of the test
as reported by the author are .87and .80 respectively.

5.3. Retention Strategies Questionnaire

Retention Strategies Questionnaire was developed and standardized by on samples of software
engineers. It dealt with five variables namely Working Environment, Performance Appraisal, Stress
Management, Foreign Assignment and other retention strategies comprising of 19 questions. It also
captured demographic data. All this questions were based on likert scale of 5. One question at the
end was close ended question.

5.4. Statistical Tools Used

Correlation coefficient was applied to see the relation between stress to job satisfaction and job
commitment. Multiple Regressions was applied to see the impact of said variables to job
satisfaction and job commitment.
Researcher has used three questionnaires to establish a direct relation between retention strategies
and job satisfaction; between retention strategies and job commitment and has tried to establish the
attrition problem of the industry. As employees leave the job when either they are not committed to
the organization or they are not satisfied with the job.

Source of data
a) Primary Data – Primary data is collected through questionnaires and personal interviews.
b) Secondary data – Secondary data is collected through journals, internet and various newspapers.

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6. ANALYSIS AND INTERPRETATION

Table 1. Correlation of Stress Management with Job Satisfaction Correlations

SM JS

Pearson Correlation 1 -.051

SM
Sig. (2-tailed) .410
N 266 260

Pearson Correlation -.051 1

JS
Sig. (2-tailed) .410
N 260 260

In correlation (sig two tailed )between Retention strategies variables it was found that there is no
significant relation between Stress Management and Job Satisfaction, where stress management is
having value of 1 and job satisfaction is having value .051

Table 2. Correlation of Stress Management with Job Commitment

Correlations

SM JC

Pearson Correlation 1 .121

SM
Sig. (2-tailed) .051
N 266 262

Pearson Correlation .121 1

JC
Sig. (2-tailed) .051
N 262 262

It was also found that there is no significant relation between Stress Management with Job
Commitment where Stress Management and Job Commitment correlation is 1 and .051.

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Table 3. Multiple Regressions to see the impact of Stress Management to Job Satisfaction

ANOVAa

Model Sum of df Mean F Sig.

Squares Square

Regression 3.272 1 3.272 .680 .410b

1 Residual 1240.482 258 4.808

Total 1243.754 259

a. Dependent Variable: JS
b. Predictors: (Constant), SM

Table 4. Coefficientsa
Model Unstandardized Standardize T Sig.
Coefficients d
Coefficients

B Std. Error Beta

(Constant) 18.428 .500 36.866 .000

1
SM -.049 .059 -.051 -.825 .410

a. Dependent Variable: JS

From the above table no 1.4, we can see that Stress management value is -.049 and standard error is
.059. Beta value is -.051 significance is .410. This means that there is no significant impact of
stress management on the job satisfaction.

Table 5 Multiple Regression of stress management on Job Commitment

ANOVA
Model Sum of df Mean F Sig.
Squares Square

Regressio
118.575 1 118.575 3.854 .051b
n
1
Residual 7998.906 260 30.765

Total 8117.481 261

a. Dependent Variable: JC
b. Predictors: (Constant), SM

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Table 6. Coefficientsa
Model Unstandardized Standardize T Sig.
Coefficients d
Coefficients

B Std. Error Beta

52.08
(Constant) 66.185 1.271 .000
2
1
SM .294 .150 .121 1.963 .051

a. Dependent Variable: JC

From the above table no 1.5, we can see that Stress management value is -.294 and standard error is
.150. Beta value is -.121 significance is .051. This means that there is no significant impact of
stress management on the job commitment also.
Results:
a. Stress is not having any relation or commitment with the job satisfaction among the
associates of the IT industry.
b. Stress is not having any an impact also on the Job satisfaction and commitment among
the associates of the IT industry.
Analysis and Discussion
From the above study it is evident that there is not any relationship between stress and Job
Satisfaction and Job Commitment in the Indian IT sector. Some reasons which could be internal or
external factors could be responsible for the job satisfaction and job commitment in the IT industry.
It can also be said that if stress is not related with job satisfaction and job commitment then it might
not be impacting the attrition also, as most of the time job satisfaction and job commitment are
related with attrition. As Kondratuk, Tammy B.; Hausdorf, Peter A.; Korabik, Karen & Rosin,
Hazel M. says that today’s organizations are undergoing constant and substantial change due to
many internal and external forces. These changes are impacting on the inter and intra organizational
career mobility of managers and employees.
Stress Management in the IT Industry
Stress is generated in our life when we do not feel we have control over our different life goals. It
could be related to personal as well as to our professional life. IT industry has been recording
growth since liberalization, is having very high salary and growth. Though IT industry was hit by
recession but again after 2010, market is trying to come back. Still IT companies have world class
infrastructure and facility like canteen, female rest rooms, transportation facility, hostel facility,
crèche facility etc. which makes the life at workplace comfortable. Besides most of the software
companies are dealing with international clients and majority of them are MNC, having very
transparent and participatory environment. Employees are relaxed. There is bare minimum biasness
as industry thrives on technical competence which is measurable; so performers thrive in this open
environment .Employees have chances to go abroad. Above all industry has best Work-Life
Balance techniques– like Flexi hours, crèche facility, and work from home facility, lack of which
generates maximum stress in an employee as he or she is unable to balance work and home. Besides
this there are time to time family gatherings, child activities, yoga programms etc.
IT Industry
IT industry is a global industry, which makes it susceptible to all the global phenomena, good or
bad, and which also generates stress among the software engineers but usually that is not related to
specific job roles and specifications. As economy, laws and regulation of one country in one part of

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the world impacts the industry in another part of the globe. But these factors are industry related
rather than organization related and that is why software engineers do not relate stress to job
satisfaction or job commitment.
IT industry works with teams and project concept and every project has new project manager and
team. This means every time a software engineer changes the project he or she has to adjust to new
working environment, this makes them very adaptable to changing environments. Also they think if
they have to change the whole new working environment then if a new offer is on the wing with
salary hike then they switch. This means rather than job satisfaction and stress it is the nature of
their IT job which encourages attrition.
Personality Variables
An employee’s personality is a determining factor when he or she deals with a situation Personality
A type could be very ambitious and having high self -efficacy. Similarly internal or external locus
of control of an employee helps the employees to deal with the stressful situation. Employees with
internal locus of control feel that external things cannot control them. They can handle any situation
and they can control the result.
The groups of IT associates which I studied fall in the group of 25-35.The reason for selecting
this group was the attrition level in this group which is very high. Researcher wanted to
understand the reason for attrition in this segment, irrespective of gender and designation.
Researcher found that this group is young physically and more importantly mentally fit. They
feel they can handle pressures which are generally associated with changing jobs.
Software engineers have high self-esteem and high self- efficacy and that is why they easily
switch jobs for better opportunities. Ahuja, V., Vais, A.K say that continuance commitment
was negatively related to self- esteem and self- efficacy as perceived over qualification was
related to lower commitment and higher intentions to turnover1. Singh, Kumar & Mishra
(2004) have also found that internal locus of control does have a relation with our health.
Thus how we see stressful situation is different for each individual.
All high performance environments share a serious devotion to results. They’re competitive.
Moreover, individuals who thrive in these environments tend to be personality A types with
intense ambition. And they are always on the lookout for greener pastures.
From the analysis the researcher has tried to interpret the situation from various perspectives. The
researcher has covered many internal and external dimensions which are reflective of why stress is
not having any relation as well as impact on the Job Satisfaction and Job Commitment.
Important Implications
The importance of the study is that it contradicts the notion that stress has a relation as well as an
impact on job satisfaction and commitment. It also strengthens the study that job satisfaction might
have a very contradictory relation with job commitment. Though the work environment of IT
industry is stressful when deadlines have to be met, also because of IT industry’s dynamic nature
(where recession in one part of the globe has impact on the other part of the globe makes it
stressful); still it is not the key deciding factor for satisfaction, commitment and indirectly does not
influence the attrition in the IT industry. The reason might be that stress factors are industry related
rather than organization related. For Human Resource managers it opens a new perspective to look
at the industry related factors to counter attrition.
Limitations:
Researcher had taken three cities as they are the hub of Information Technology sector.
Also there was the time constraint as the study took three years .and as the IT industry is
very dynamic researcher could not include other cities.
Only software engineers from the age group of 25 to 35 was included as attrition level is
very high compare to the other age group. Researcher wanted to understand that irrespective
of other things such as gender, designation etc.

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7. CONCLUSION

Researcher has tried to look into the matter from some internal and external perspectives. This
interesting fact has been unearthed that stress is not directly related to job satisfaction as well as
with job commitment leading to attrition .It has also become evident that IT industry dynamics is
impacting the employment change decision for software engineers. The study is important as it
further generates interest to explore and study some other factors like training, career growth,
location, leadership etc. and its relation with job satisfaction, commitment and attrition.

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