A STUDY ON EMPLOYEE RETENTION TABLE OF CONTENTS

CHAPTER NO. PAGE NO. 1 INTRODUCTION 1.3 INTRODUCTION TO THE STUDY 1.3.1 1.3.2 1.3.3 1.3.4 Objectives of the study Need of the study Scope of the study Limitations of the study TITLE

2

REVIEW OF LITERATURE

3

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

4 5

DATA ANALYSIS FINDINGS

6 7

SUGGESTIONS

CONCLUSION

ANNEXURES BIBLIOGRAPHY

LIST OF TABLES
S.NO 4.1.1 4.1.2 4.1.3 4.1.4 4.1.5 4.1.6 4.1.7 4.1.8 4.1.9 4.1.10 4.1.11 4.1.12 TITLE Position category of the employees Years of experience of the employees Employees satisfaction towards work environment Employees satisfaction towards incentives provided by the organization Opinion about management’s interest in motivating employees Employees opinion about opportunities for growth and promotion Employees opinion about their career development in the organization Employees response towards the welfare policies offered by the organization Factors motivating the employees Employees opinion about stress due to overwork What did the employees like more about the company Employees opinion about the medical facilities offered by the company Page No

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

LIST OF CHARTS

S.NO 4.1.1 4.1.2 4.1.3 4.1.4 4.1.5 4.1.6 4.1.7 4.1.8 4.1.9 4.1.10 4.1.11 4.1.12

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

Page No

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

1.3 INTRODUCTION TO THE STUDY
In todays scenario retaining the employees in the organization is becoming a challengeable job. Hiring knowledgeable people for the job is essential for an employer. But retention is even more important than hiring. The employees are valuable assets to the organization so it is the responsibility for the organization to develop the strategies inorder to retain the employees. Employee attrition may be due to various factors such as lack of growth opportunities, dissatisfaction with the working environment, lower pay etc... As soon as they feel dissatisfied with the current employer or the job, they switch over to the next job, It is the responsibility of the organization to retain their

3. 1. To identify the factors causing dissatisfaction of the employees . SECONDARY OBJECTIVE: • • • To retain the experienced and skillful employees within the organization. The organization should satisfy the needs and wants of the employees working in the organization which helps in reducing employee turn over.1 OBJECTIVES PRIMARY OBJECTIVE: To reduce the employees turn over in the organization.best employees. Employee retention greatly constitute for the growth of the organization. To reduce the cost of turn over.

• To identify the factors motivating the employees 1.3.2 NEED OF THE STUDY .

to the employees and thereby reducing the employees exiting the profession.3 SCOPE OF THE STUDY .In today’s scenario employees turnover is getting increased day by day which affects the growth of the company. 1. The study helps to identify the factors causing dissatisfaction.3. Employees turnover causes huge loss for the company. which invests a lot of money in training them.

This study helps the management to analyze the factors that motivates the employees. Providing job satisfaction to the employees will increase employee loyalty which in turn helps the organization to retain their employees. 1. By identifying the factors of motivation management may concentrate on those motivating factors in order to create job satisfaction.3.4 LIMITATIONS OF THE STUDY .By identifying the factors causing employee turn over. the organization can develop and maintain the strategies that help them to retain their employees.

2. • Some respondents have not responded to all the questions. REVIEW OF LITERATURE . • The data given by the respondents may be personally biased.• Due to time constraint the study is restricted only to limited respondents • The information collected may not be accurate. • Area of the study is confined to the employees in Chennai only.

An early review article of studies on turnover by Mobley et al (1979) revealed that age. Price and Mueller (1986). tenure. and commitment were all negatively related to turnover (i. job content. Employees no longer feel the sense of company loyalty that once existed. There have been have been a number of factors that appear to be consistently linked to turnover.Employee turnover rates have.e.(1979). intentions to remain on the job. Tett and Meyer (1993) have simulated a large number of predictors and antecedents of employee turnover Many studies such as March and Simon (1958). Another criticism of turnover studies is that they do not adequately capture the complex psychological processes involved in individual turnover decisions. Mobley et al. By developing multivariate models that combine a number of factors contributing to turnover and empirically testing the models researchers have sought to predict why individuals leave organizations. . overall satisfaction. Hom et al (1992). Many studies are based on only a small number of variables which often only explain a small amount of variability in turnover. become a nationwide epidemic. have built theoretical models on employee turnover. Sheridan and Abelson’s (1983) etc. within the last several years. Steer and Ovalle (1984). the lower the turnover). Meta-analyses’ of Cotton and Tuttle (1986). the higher the variable. Griffeth et al (2000).

a meta-analysis of some 800 turnover studies was conducted by Hom and Griffeth. organizational commitment. Their analysis confirmed some well-established findings on the causes of turnover. These include: job satisfaction.In 1995. 2000). which was recently updated (Griffeth et al. 1999). His study indicated there were strong causal links between stress and satisfaction (higher stress leads to lower satisfaction) and between satisfaction and commitment (lower satisfaction leads to lower commitment). Elangovan (2001) noted that the notion of job satisfaction and organizational commitment being causally related has not been incorporated in most turnover models. He further noted a reciprocal relationship between commitment and turnover intentions A recent study of turnover by Boxall et al (2003) in New Zealand confirmed the view that motivation for job change is multidimensional and that no one factor will explain it. (1998) discovered. . Mercer. Inc. when surveying 206 medium to large companies in 1998. comparison of alternatives and intention to quit. Research on the impact of unemployment rates as a proxy for actual opportunities in employee turnover revealed that unemployment rates affected the jobsatisfaction/turnover intent relationship but not actual turnover (Kirshenbaum & ManoNegrin. businesses high turnover often lost employees because of dissatisfaction with compensation. William M.

3. 3. .1 RESEARCH DESIGN A research design is purely and simply the framework or plan for a study that guides the collection and analysis of the data.4 DATA COLLECTION METHOD Based on the nature and purpose of study there are various modes of data collection. The universe of the study includes employees in HR admin.3 SAMPLE SIZE The sample size used in this study is 50. RESEARCH METHODOLOGY 3. The descriptive study portrays the characteristics of a group or an individual or situation. The questionnaire consists of multiple choices. In HMIL the total number of employee in HR admin are 89. The Research design used in the study was descriptive research design. Out of them 50 are selected for the study.2 SAMPLING TECHNIQUE The sampling technique used in this study is Stratified sampling. 3. 3. The function of research design is to ensure that the required data are collected accurately and economically. Data sources can be classified into two categories namely primary and secondary sources. Primary data: The primary data are collected from structured form of questionnaire. dichotomous and ranking type of questions.

square analysis 2.Secondary data: The secondary data are collected through company records and journals 3. chi.5 STATISTICAL TOOLS USED The statistical tools used in this study are 1. Weighted average method .

Karl Pearson developed a test for testing the significance of discrepancy between experimental values and the theoritical values obtained under some theory or hypothesis. We required only the degree of freedom (implicit of course the size of the sample) for using this test. Since the researcher used test of independence only the details about test of independence is given below. . As a non – parametric test. To find table value degree of freedom should be calculated. Karl Pearson proved that statistic /E O – Observed frequency E – Expected frequency is used to test whether difference between observed and expected frequencies are frequent. Degree of freedom is calculated using the formula (r – 1) (c -1). Chi – square can be used (i) as a test of goodness of fit and (ii) as a test of independence.SQUARE TEST Chi – square test is an important non – parametric test and as such no test is necessary in respect of the type of population. This test is known as = test of goodness of fit. TEST OF INDEPENDENCE test enables us to explain whether or not two attributes are associated. The table value for this degree of freedom is seen using 5% or 1% of significant level. it is necessary that the observe as well as theoritical or expected frequencies must be grouped in the same way and theoritical distribution must be adjusted to give the same total frequency as we find in case of observe distribution. In order be may apply the chi – square test either as a test to judge the significance of association between attributes.CHI .

One of the imitations of simple arithmetic mean is that it gives equal importance to all the items of the distribution. In this study the chi-square test the table value has taken @ 5% level of significance. . In certain cases relative importance of all the items in the distribution is not the same where the importance of the items varies. WEIGHTED AVERAGE METHOD Weighted average can be defined as an average whose components aggregate of the products are divided by the total of weights. It is essential to allocate weight applied but may vary in different cases.If table value is greater than calculated value. Null hypothesis is accepted or null hypothesis is rejected. Thus weight age is a number standing for the relative importance of items.

1.1 PERCENTAGE ANALYSIS TABLE – 4. DATA ANALYSIS 4.1.and 14% of employees has experience of 3-4 year and 18% of employees has experience above 4 years.1 CLASSIFICATION OF EMPLOYEES BASED ON THEIR EXPERIENCE S. .4. 20% of employees has experience of 2-3 year.1 CLASSIFICATION OF EMPLOYEES BASED ON THEIR EXPERIENCE Interpretation: It is infered that 20% of employees has experience less than 1 year. 28% of employees has experience of 1-2 year.NO 1 2 3 4 5 Respondents Less than 1 year 1-2 year 2-3 year 3-4 year Above 4 year Total Response 10 14 10 7 9 50 Percentage 20 28 20 14 18 100 CHART – 4.

TABLE – 4.2 POSITION CATEGORY S.No 1 2 Position category Middle Level Managerial Level Total No.3 SATISFACTION TOWARDS THE WORK ENVIRONMENT S.2 POSITION CATEGORY Interpretation: It is infered that 56% of employee belongs to Middle level and 44% of employees belongs to Managerial level.1.1. of Respondents 28 22 50 Percentage 56 44 100 CHART– 4.1. TABLE – 4.no Response Respondents Percentage .

1 2 3 4 5 Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total CHART– 4.22% of employees are neutral in satisfaction with the work environmnent.no 1 2 3 Response Highly satisfied Satisfied Neutral Respondents 24 16 7 Percentage 48 32 14 .4 OPINION ABOUT THE INCENTIVES PROVIDED S.1.8% of employees are dissatisfied with the work environmnent and 6% of employees are highly dissatisfied with the work environmnent.1. TABLE – 4.44% of employees are satisfied with the work environmnent.3 10 22 11 4 3 50 20 44 22 8 6 100 SATISFACTION TOWARDS THE WORK ENVIRONMENT Interpretation: From the table it is infered that 20% of employees are highly satisfied with the work environmnent.

no 1 2 3 4 Response Strongly agree Agree Neutral Disagree Respondents 20 11 14 5 Percentage 40 22 28 10 .4 5 Dissatisfied Highly dissatisfied Total CHART– 4.5 THE MANAGEMENT’S INTEREST IN MOTIVATING EMPLOYEES S. TABLE – 4.1.4 3 50 6 100 OPINION ABOUT THE INCENTIVES PROVIDED Interpretation: From the table it is seen that 48% of employees are highly satisfied 32% of employees are satisfied 14% or employees are neutral and 6% of employees are dissatisfied with the incentives provided in the organisation.1.

22% of employeesagree. TABLE – 4.1.1.Total CHART– 4.28% of employees are neutral and 10% of employees disagree with the management’s interest in motivating employees.6 OPINION ABOUT THE OPPORTUNITIES FOR PROMOTION S.5 50 100 THE MANAGEMENT’S INTEREST IN MOTIVATING EMPLOYEES Interpretation: From the table it is infered that 40% of employees strongly agree.no 1 2 3 4 Response Highly satisfied Satisfied Dissatisfied Highly dissatisfied Total Respondents 15 28 5 2 50 Percentage 30 56 10 4 100 .

6 OPINION ABOUT THE OPPORTUNITIES FOR PROMOTION Interpretation: It is clear that 30% of employees are highly satisfied.CHART– 4.7 SATISFACTION REGARDING THE CAREER DEVELOPMENT S.1. TABLE – 4.10% of employees are dissatisfied and 4% of employees are highly dissatisfied with opportunities for growth and promotion.1.no 1 2 3 4 5 Response Strongly agree Agree Neutral Disagree Strongly disagree Total Respondents 10 20 15 2 3 50 Percentage 20 40 30 4 6 100 .56% of employees are satisfied.

TABLE – 4.no 1 2 3 4 5 Response Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total Respondents 24 17 9 50 Percentage 48 34 18 100 CHART – 4.40% of employees agree.1.1.CHART– 4.8 .1.7 SATISFACTION REGARDING THE CAREER DEVELOPMENT Interpretation: It is infered that 20% of employees strongly agree.30% of employees are neutral 4% of employees are disagree and 6% of employees strongly disagree with the career development in the organisation.8 RESPONSE ABOUT THE WELFARE POLICIES PROVIDED S.

RESPONSE ABOUT THE WELFARE POLICIES PROVIDED Interpretation: 48% of employees are highly satisfied. TABLE – 4.1.1.34% of employees are satisfied and 18% of employees are neutral with the welfare policies provided in the company.9 FACTORS MOTIVATING THE EMPLOYEES S.9 FACTORS MOTIVATING THE EMPLOYEES Respondents 8 20 7 15 50 Percentage 16 40 14 30 100 .no 1 2 3 4 Factors Increase in salary Promotion Leave Power Total CHART – 4.

10 STRESS DUE TO OVERWORK .Interpretation:It is infered that 16% of employees are motivated by the increase in salary.40% of employees are motivated by the promotion.10 STRESS DUE TO OVERWORK S.1.No 1 2 Response Yes No Total No.14% of employees are motivated by the leave and 30% of employees are motivated by the power. TABLE – 4.1. of Respondents 38 12 50 Percentage 76 24 100 CHART – 4.

11 WHAT DID YOU LIKE MORE ABOUT THE COMPANY S. TABLE – 4.no 1 2 3 4 Factors Compensation Rewards & Recognition Job security Relationship Total Respondents 12 8 5 25 50 Percentage 24 16 10 50 100 .Interpretation: It is infered that 76% of employees accepted the fact of stress due to over work in the company and 24% of employees does’nt accepted the fact of stress due to over work.1.

TABLE – 4.12 MEDICAL FACILITIES PROVIDED IN THE ORGANISATION S. of Respondents 50 50 Percentage 100 100 CHART – 4.No 1 2 Response Yes No Total No.1.12 MEDICAL FACILITIES PROVIDED IN THE ORGANISATION .1.11 WHAT DID YOU LIKE MORE ABOUT THE COMPANY Interpretation:It is infered that 24% of employees like compensation.10% of employees like job security and 50% of employees like relationship in the company.1.16% of employees like rewards&recognition.CHART – 4.

No 1 2 Response Yes No Total No. of Respondents 35 15 50 Percentage 70 30 100 CHART – 4.13 RESPONSE TOWARDS THE PERFORMANCE APPRAISAL SYSTEM S.1. TABLE – 4.13 RESPONSE TOWARDS THE PERFORMANCE APPRAISAL SYSTEM .1.Interpretation: It is infered that all the respondents are satisfied with the medical facilities offered by the organisation.

14 OPINION ABOUT BALANCING WORK LIFE AND PERSONAL LIFE S.1. TABLE – 4.No 1 2 Response Yes No Total No.1.14 OPINION ABOUT BALANCING WORK LIFE AND PERSONAL LIFE . of Respondents 38 12 50 Percentage 76 24 100 CHART – 4.Interpretation: It is infered that 70% of employees are satisfied with the performance appraisal system and 30% of employees are not satisfied with the performance appraisal system followed in the organisation.

1.no 1 2 3 4 5 Factors Highly efficient Efficient Inefficient Highly inefficient Neither efficient nor inefficient Total Respondents 12 23 5 3 7 50 Percentage 24 46 10 6 14 100 .Interpretation: It is infered that 76% of employees are satisfied about balancing work life with the personal life and 24% of employees are nt satisfied in balancing the work life with the personal life TABLE – 4.15 OPINION ABOUT GREIVANCE HANDLING SYSTEM S.

10% of employees accepts inefficient.16 COMPANY WELCOMES NEW IDEAS AND INNOVATION S.1.16 COMPANY WELCOMES NEW IDEAS AND INNOVATION .15 OPINION ABOUT GREIVANCE HANDLING SYSTEM Interpretation: It is infered that 24% of employees accepts highly efficient.46% of employees accepts efficient.CHART – 4.No 1 2 Response Yes No Total No. of Respondents 40 10 50 Percentage 80 20 100 CHART – 4. TABLE – 4.1.1.6% of employees accepts highly inefficient and 14% of employees given the opinion of neither efficient nor inefficient for Greivance handling system in the company.

1.no 1 2 3 4 Factors Highly satisfied Satisfied Neutral Dissatisfied Total Respondents 12 22 11 5 50 Percentage 24 44 22 10 100 CHART – 4.17 OPINION ABOUT SUPERIOR SUBORDINATE RELATIONSHIP .17 OPINION ABOUT SUPERIOR SUBORDINATE RELATIONSHIP S. TABLE – 4.1.Interpretation: It is infered that 80% of employees responded yes and 20% of employees responded no for company’s interest in entertaining new ideas and innovation from employees.

2. SATISFACTION WITH THE WORK ENVIRONMENT To determine whether there is significant difference between the nature of work environment and the employee retention H0 : There is no significant difference between the nature of work environment and the employee retention H1 : there is significant difference between the the nature of work environment and the employee retention .Interpretation: It is infered that 24% of employees are highly satisfied.22% of employees are neutral and 10% of employees are dissatisfied with superior subordinate relationship.44% of employees are satisfied.1.2 CHI . STATISTICAL TOOLS 4.SQUARE TEST 4.

S.9 23 /E Calculated ψ^2 = 0 – Observed Frequency E – Expected Frequency Calculated =23 .4 0. NO 1 2 3 4 5 Options Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total No of respondents 10 22 11 4 3 50 Percentage (%) 20 44 22 8 6 100 Expected Frequency = 50/5 = 10 Calculation of Observed Frequency (O) 10 22 11 4 3 : Expected Frequency (E) 10 10 10 10 10 0 144 1 36 49 TOTAL 0 14.6 4.1 3.

CAREER DEVELOPMENT IN THE ORGANISATION To determine whether there is significant difference between the career development of employees and the employee retention H0 : There is no significant difference between the career development of employees and the employee retention H 1 : there is significant difference between the career development of employees and the employee retention S.f at 5 % level of significance Therefore. i. there is significant difference between the nature of work environment and the employee retention 4.2.Degree of freedom = (5-1) = 4 d. Tabulated Since Calculated =9. we reject the hypothesis.488 > Tabulated Therefore. NO 1 2 3 4 5 Options Strongly agree Agree Neutral Disagree Strongly disagree Total No of respondents 10 20 15 2 3 50 Percentage (%) 20 40 30 4 6 100 .e.2.

f at 5 % level of significance Therefore.Expected Frequency = 50/5 = 10 Calculation of Observed Frequency (0) 10 20 15 2 3 : Expected Frequency (E) 10 10 10 10 10 0 100 25 64 49 TOTAL 0 10 2. i. there is significant difference between the career development of employees and the employee retention .9 23.4 4.5 6.488 > Tabulated Degree of freedom = (5-1) Therefore.8 /E Calculated ψ^2 = 0 – Observed Frequency E – Expected Frequency Calculated =23 = 4 d. Tabulated Since Calculated =9. we reject the hypothesis.e.

1 FACTORS MOTIVATING THE EMPLOYEES Factors Increase salary Promotion 20 4 8 I in Respondents (Xi) 8 Weightage (Wi) 2 (Wi*Xi)/ ∑Wi 1.3 WEIGHTED AVERAGE METHOD 4.4.3.8 Inference: .5 II Total 50 10 14.6 Rank III Leave 7 1 0.7 IV Power 15 3 4.

third preference to increase in salary and fourth preference to leave with respect to the factors motivating them. GREIVANCE HANDLING SYSTEM IN THE ORGANISATION Options Highly efficient Efficient Inefficient Highly inefficient Neither efficient nor inefficient Total 40 15 12 7 3 1.1 0.From the table it is seen that most of the respondents have given first preference to promotion.2.2 I IV V Respondents (Xi) 12 Weightage (Wi) 5 (Wi*Xi)/ ∑Wi 4 Rank II Inference: From the table it is seen that most of the respondents have rated first for Efficient.3. second preference to power. 4. . Inefficient stands fourth.4 III 23 5 3 4 2 1 6.66 0. secondly Highly efficient. whereas Highly inefficient stands the last that has been improved. third rank is for Neither efficient nor inefficient.

28% of employees has experience of 1-2 year.44% are satisfied with the work environmnent.8% are dissatisfied with the work environmnent and 6% are highly dissatisfied with the work environmnent.  From the table it is seen that 48% of employees are highly satisfied 32% are satisfied 14% are neutral and 6% are dissatisfied with the incentives provided in the organisation.22% are neutral in satisfaction with the work environmnent. 20% of employees has experience of 2-3 year.  It is infered that 56% of employee belongs to Middle level and 44% of employees belongs to Managerial level  From the table it is infered that 20% of employees are highly satisfied with the work environmnent. .and 14% of employees has experience of 3-4 year and 18% of employees has experience above 4 years.FINDINGS  It is infered that 20% of employees has experience less than 1 year.

40% of employees agree. . 30% of employees are neutral 4% of employees are disagree and 6% strongly disagree with the career development in the organisation  It is clear that 48% of employees are highly satisfied.16% of employees like rewards&recognition.22% of employees agree.  It is infered that 24% of employees like compensation.10% of employees are dissatisfied and 4% of employees are highly dissatisfied with opportunities for growth and promotion.  It is infered that 20% of employees strongly agree.28% of employees are neutral and 10% of employees disagree with the management’s interest in motivating employees.  It is clear that 30% of employees are highly satisfied.  It is infered that 16% of employees are motivated by the increase in salary.  It is infered that all the respondents are satisfied with the medical facilities offered by the organisation.  It is infered that 76% of employees accepted the fact of stress due to over work in the company and 24% of employees does’nt accepted the fact of stress due to over work.56% of employees are satisfied.40% of employees are motivated by the promotion.10% of employees like job security and 50% of employees like relationship in the company. 34% are satisfied and 18% of employees are neutral with the welfare policies provided in the company.14% of employees are motivated by the leave and 30% of employees are motivated by the power. From the table it is infered that 40% of employees strongly agree.

6% of employees accepts highly inefficient and 14% of employees given the opinion of neither efficient nor inefficient for Greivance handling system in the company.  It is infered that 76% of employees are satisfied about balancing work life with the personal life and 24% of employees are not satisfied in balancing the work life with the personal life  It is infered that 24% of employees accepts highly efficient. It is infered that 70% of employees are satisfied with the performance appraisal system and 30% of employees are not satisfied with the performance appraisal system followed in the organisation.22% of employees are neutral and 10% of employees are dissatisfied with superior subordinate relationship .10% of employees accepts inefficient.  It is infered that 80% of employees responded yes and 20% of employees responded no for company’s interest in entertaining new ideas and innovation from employees.  It is infered that 24% of employees are highly satisfied.44% of employees are satisfied.46% of employees accepts efficient.

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

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

Are you satisfied with the work environment? a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied 5. Name: (Optional) 2.QUESTIONNAIRE 1. Position category: a) Middle level b) Managerial level 4. Years of experience: a) Less than 1 year b) 1-2 year c) 2-3 year d) 3-4 year e) Above 4 year 3. Are you satisfied with the incentive provided by the organization? a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied .

What did you like more about the company? a) Compensation b) Rewards Recognition c) Job security d) Relationship 13. Stress due to overwork 12. Employees are satisfied with career development at the organization a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 9.6. Rank the following factors which motivate you the most a) Increase in salary b) Promotion a) Yes c) Leave b) No d) Power 11. Management is really interested in motivating people a) Strongly agree b) Agree c) Neutral d) Disagree e)Strongly disagre 7. Give your opinion about the opportunities for growth and promotion a) Highly satisfied b) Satisfied c) Dissatisfied d) Highly dissatisfied 8. How effective is the Grievance Handling system? . Does the Organization provide medical facilities as and when needed? a) Yes b) No 14. Are you able to balance work life and personal life? a) Yes b) No 16. Are you happy with the performance appraisal system? a) Yes b) No 15. Are you satisfied with the company’s welfare policies towards the employee? a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied 10.

P Gupta 5. Tata McGraw .hyundai-motor. Ashwathapa WEBSITES: www. Snell. Human Resource Management . 3.K.com www.com     .askforhrd. Your level of satisfaction regarding superior subordinate relationship a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied BIBLIOGRAPHY 1. 2005 2.a) Highly efficient b) Efficient c) Inefficient d) Highly inefficient e) neither efficient nor inefficient 17.about. Statistical Method by S.scribd. Personnel Management by C B Mamoria. Research Methodology – C.Bohlander. Managing Human Resources.R Kothari 4.com www. Whether the company welcomes new ideas and innovations? a) Yes b) No 18.com www.

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