A PROJECT REPORT TO ASCERTAIN THE VARIOUS FACTORS RESPONSIBLE FOR THE ATTRITION OF STAFFS IN RETAIL INDUSTRY

A HUMAN RESOURCE PLANNING REPORT IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD OF POST GRADUATE DIPLOMA IN MANAGEMENT (Recognized by AICTE,Ministry HRD,Govt of India)
BY

GROUP 4 Under the guidance of Prof. : R.K. Singhal INMANTEC, Ghaziabad

Integrated Academy of Management and Technology
Ghaziabad
2011-2013 1 Human Resource Planning Inmantec Business School

Acknowledgement
The satisfaction and euphoria that accompany the successful completion of the work should be incomplete unless we mention the people as an expression of gratitude, who made it possible and whose constant guidance and encouragement served as a beacon of light and crowned our efforts with success. This report would have been impossible but for the support and guidance that we received from various people at different stages of the project. My sincere thanks to my faculty guide PROF. R. K. Singhal whose excellent guidance, encouragement and patience has made possible the successful completion of this project. Last but not the least we extend my sincere thanks to the entire team for providing us their time and active co-operation and all who have helped us directly or indirectly in this project.

Mohammad Zishan Mallick (PG-11-22) Rachna (PG-11-34) Rashi Kumari (PG-11-36) Sadhna Devi (PG-11-37) Ankita Srivastava (PG-11-06)

2 Human Resource Planning

Inmantec Business School

Declaration Certificate
This is to certify that the work presented in the project entitled “To ascertain the various factors responsible for the attrition of staffs in retail industry”, in partial fulfillment for the award of degree of PGDM. This project is an authentic work carried out under our supervision and guidance. To the best of my knowledge, the content of the project does not form a basis for the award of any previous degree to anyone else.

DATE:

(GUIDE‟S NAME &SIGNATURE) DEPARTMENT OF MANAGEMENT INMANTCE BUSINESS SCHOOL GHAZIABAD

3 Human Resource Planning

Inmantec Business School

Index
Sl No. 1 2 3 4 5 6 7 8 9 10 11 12 Content. Page No. Introduction to the study………............................................…………5 Industry Profile……………….........................................................…6-7 Objectives, Scope and Limitations of the study….....…………………8 Need for the study………………………………..............……………9 Theoretical aspect of the topic..............................................................9-11 Research Methodology………..……............................................….12-14 Data Analysis and Interpretation…....................………….………...15-31 Factor Analysis...................................................................................32-46 Findings an Suggestions…………...........................…………………47 Recommendations………………..........................…………………48-49 References……………………….................…………..…….……..50-51 Annexure………………………..................…………………….….52-55

4 Human Resource Planning

Inmantec Business School

Introduction to the study
ATTRITION
In human resources context, turnover or labor turnover is the rate at which an employer gains and losses employees. Simple ways to describe it are "how long employees tend to stay" or "the rate of traffic through the revolving door." Turnover is measured for individual companies and for their industry as a whole. If an employer is said to have a high turnover relative to its competitors, it means that employees of that company have a shorter average tenure than those of other companies in the same industry. High turnover can be harmful to a company's productivity if skilled workers are often leaving and the worker population contains a high percentage of novice workers.

5 Human Resource Planning

Inmantec Business School

estimates that the Indian consumer market is likely to grow four times by 2025. It is currently around 12 per cent. Indian retailers preferred means of expansion is to expand to other regions and to increase the number of their outlets in a city. with an employment of around 8% and contributing to over 10% of the country's GDP. and is likely to reach 22 per cent by 2010. India retail industry is expanding itself most aggressively. in 2009. It is expected that by 2010. which is the fifth largest retail destination globally. India retail industry is one of the fastest growing industries with revenue expected in 2007 to amount US$ 320 billion and is increasing at a rate of 5% yearly.200 billion. Commercial real estate services company. It is expected that by 2016 modern retail industry in India will be worth US$ 175. CB Richard Ellis' findings state that India's retail market is currently valued at US$ 511 billion. The Indian retail market. India may have 600 new shopping centres. It has further been predicted that the retailing industry in India will amount to US$ 21. The share of retail trade in the country's gross domestic product (GDP) was between 8–10 per cent in 2007.5 billion. rising incomes. Retail industry in India is expected to rise 25% yearly being driven by strong income growth. up from 44 last year. 6 Human Resource Planning Inmantec Business School . as a result a great demand for real estate is being created. changing patterns. has been ranked as the most attractive emerging market for investment in the retail sector by AT Kearney's eighth annual Global Retail Development Index (GRDI). and a steep rise in rural consumption. India retail industry is progressing well and for this to continue retailers as well as the Indian government will have to make a combined effort. Further. CB Richard Ellis states that India has moved up to the 39th most preferred retail destination in the world in 2009.Industry profile India retail industry is the largest industry in India.5 billion by 2010 from the current size of US$ 7. A McKinsey report 'The rise of Indian Consumer Market'. A further increase of 7-8% is expected in the industry of retail in India by growth in consumerism in urban areas.

At US$ 511 billion in 2008. in single-brand retail trading. stood at approx. Market Share of Retailer 7 Human Resource Planning Inmantec Business School .The organised retail sector. its retail market is larger than ever and drawing both global and local retailers. US$ 46.India continues to be among the most attractive countries for global retailers. is all set to witness maximum number of large format malls and branded retail stores in South India.60 million. which currently accounts for around 5 per cent of the Indian retail market. West and the East in the next two years. followed by North. according to the Department of Industrial Policy and Promotion (DIPP). Foreign direct investment (FDI) inflows as on July 2009.

To check the level of satisfaction and communication among retailing staffs and provide suggestions for improving employee retention.  Some of the team leaders feared giving responses pertaining to career growth.  Since the questionnaire involved the collection of responses from the work personnel in retail industry on the reasons of their/co-workers exit.  To give various suggestion on how to reduce attrition rate in retail industry.Objectives. as they felt that their information might reach their superiors. LIMITATIONS OF THE STUDY The research had several limitations in the data collection phase since left employees were taken as the population for the study. Scope and Limitations of the study OBJECTIVES OF THE STUDY The study is undertaken with the following objectives. 8 Human Resource Planning Inmantec Business School .  To ascertain the various factors responsible for the attrition of staffs in retail industry. the reliability of this research was less as it proved to be a perspective of secondary data. However on promising their confidentiality of their views and responses. SCOPE OF THE STUDY To find the main factors for attrition in Indian retail Industry. open and candid opinions poured up.

Need for the study One of the major problems of the retail industry as well as for this company is the growing attrition. such as time taken to select and recruit a replacement. there is a real need to conduct this research in the organization because attrition among the floor staffs is acute in the plant. and 9 Human Resource Planning Inmantec Business School . Both positive (such as increased morale from the change of task and supervisor) and negative (such as project/relational disruption. and indirect costs relate to the loss of production. Theoretical aspects of the topic Costs When accounting for the costs (both real costs. etc. Our research focuses on identifying the various factors contributing to attrition so that attention can be given them. Internal vs. the need for stabilizing the manpower is quite high and consequently the need for a research in this area is even higher. Since the industry requires the need of staffs‟ viz.[3] Internal turnover involves employees leaving their current positions and taking new positions within the same organization. marketers. replacement costs and transitions costs. reduced performance levels. cashiers. such as lost productivity). maintenance personnel. salesmen. external turnover Like recruitment. and also opportunity costs. Direct costs relate to the leaving costs. or the Peter Principle) effects of internal turnover exist. turnover can be classified as 'internal' or 'external'. unnecessary overtime and low morale. There are both direct and indirect costs. and since the organization is undergoing expansion. the cost of employee turnover to for-profit organizations has been estimated to be up to 150% of the employees' remuneration package. This research project has arisen as a consequence of growing concern within the company regarding manpower retention and turnover However.

high turnover rates of skilled professionals can pose as a risk to the business or organization. and knowledge) lost. Notably. involuntary turnover Practitioners can differentiate between instances of voluntary turnover. due to the human capital (such as skills. training. or employer-initiated termination). it may be equally important to monitor this form of turnover as it is to monitor its external counterpart. as well as resulting in a competitive disadvantage to the business. more favorable employment. and eventually find. However. such as an internal recruitment policy or formal succession planning. death. The ease of replacing these employees provides little incentive to employers to offer generous employment contracts. However. conversely. unskilled employees Unskilled positions often have high turnover. controlled) by the construct of turnover intent. the characteristics of employees who engage in involuntary turnover are no different from job stayers. 10 Human Resource Planning Inmantec Business School . and employees can generally be replaced without the organization or business incurring any loss of performance. Skilled vs. contracts may strongly favour the employer and lead to increased turnover as employees seek. Typically. these employees are likely to be re-employed within the same industry by a competitor. Voluntary vs. turnover of these individuals incurs both replacement costs to the organization. Internal turnover might be moderated and controlled by typical HR mechanisms. moving overseas. and those involuntary instances where the employee has no choice in their termination (such as long term sickness. voluntary turnover can be predicted (and in turn. initiated at the choice of the employee.[citation needed] Therefore. given the natural specialization of skilled professionals.therefore.

healthy and safe. or that too few employees give satisfactory performance (due to unrealistic expectations or poor candidate screening). management's recognition. and a comfortable workplace seem to impact employees' decision to stay with their employer. but it can also indicate unsafe or unhealthy conditions. The lack of career opportunities and challenges. Low turnover indicates that none of the above is true: employees are satisfied. and their performance is satisfactory to the employer. salary. However. corporate culture. Aside from the fore-mentioned career opportunities. the predictors of low turnover may sometimes differ than those of high turnover. dissatisfaction with the job-scope or conflict with the management has been cited as predictors of high turnover.Causes of high or low turnover High turnover often means that employees are unhappy with the work or compensation. 11 Human Resource Planning Inmantec Business School .

PRIMARY DATA The primary data collection is the gathering of responses from the staffs which was done by direct survey with the help of questionnaire. The method and mode used for collecting these data are explained below. 12 Human Resource Planning Inmantec Business School . METHOD OF DATA COLLECTION The data collected is divided into two namely primary data and secondary data. books and HR portals for the project work.Research Methodology RESEARCH DESIGN The research design used in this project is the descriptive research design. SECONDARY DATA The secondary data is the information collected from the company‟s official web sites.

 Employee morale  Career growth  Work Environment  Communication  Company Policies  Training  Communication  Overall satisfaction of the company SAMPLING DESIGN: Population: Population taken for the study is the retailing industry personnel of various designation. the personnel are from different organization namely Big Bazaar. Questionnaire: The Questionnaire is prepared in an organized and thorough manner and reframed accordingly after considering all the required aspects of the attrition analysis. using last year‟s data. and Shoppers Stop. Parameters Used For the Survey The factors which were taken into consideration for the attrition analysis survey are as follows. Spencer. Easy Day. The scale ranges from a score of 1 for „Strongly Agree‟ to a score of 5 for „Strongly Disagree‟. 13 Human Resource Planning Inmantec Business School . Pantaloons. Future Group.RESEARCH INSTRUMENT The research instrument used for collecting the data is questionnaire.

statistical tools are used for analyzing the data and results are obtained. STATISTICAL TOOLS USED FOR ANALYSIS After data collection.  MS-Excel. 14 Human Resource Planning Inmantec Business School .Sample Size: For the completion of the project the the time constraint was tight so we decided to keep the sample size low to 71. The statistical tools used in this project for analysis are:  SPSS (Simple Percentage Analysis). findings and suggestions can be done. From the obtained results.

Do you feel that you are a valued part of your organization? Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree Total 8 18 9 20 16 71 11.67%are neutral and 28.16% is disagree and 22.26% 25.35% respondents partially agreed that theyare a valued part of their organization . 25.16% 22.53% are strongly disagree with the statement.53% 100% Chart 1 20 15 10 5 0 Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree 18 20 16 9 8 Interpretation: From the total respondents .35% 12.Analysis and Interpretation 1.67% 28.26% strongly agree to this. 11. 15 Human Resource Planning Inmantec Business School . 12.

2.57% 16.90% 23.67% are neutral and 29.90% are strongly agree with the above statement.94% 12.90% 100% Total Chart 2 25 20 15 10 5 0 Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree 12 9 17 12 21 Interpretation: From the total respondents 23. 16 Human Resource Planning Inmantec Business School . Do you feel that you are respected and fairly treated in the organization? Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree 12 17 9 21 12 71 16.67% 29.57% are partially disagree for that and 16.94% of the respondents are agree that yes they are respected and fairly treated in their organization where as 12.

3.71% of the respondents are neutral that they are not having any idea about morale.67% are strongly agree for that and 8.45% 100% Total Chart 3 30 25 20 15 10 5 0 Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree 9 6 16 14 26 Interpretation: From the total respondents 19. Do you feel that your morale in the office is high? Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree 9 16 14 26 6 71 12.53% are agree that Morale in the office is high and 12. and 22.45% are disagree for that.61% 8.71% 36. 17 Human Resource Planning Inmantec Business School .67% 22.53% 19.

04% are strongly disagree with the above statements. Do you have career goals and future prospects which align with the objectives of your organization? Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree 12 17 15 22 5 71 16.12% 30. 18 Human Resource Planning Inmantec Business School .94% of the respondents agree with the above statements where as 21.4.12% are neutral and 30.98% 7.90% 23.98% are disagree for that and 7.94% 21.04% 100% Total Chart 4 5 12 Strongly Agree 17 Partially Agree Neutral Partially Disagree 15 Strongly Disagree 22 Interpretation: From the total respondents 23.

43% 11.45% are strongly agree for that and 39.30% 22.53% 39.26% 100% Total Chart 5 30 25 20 15 10 5 0 Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree 6 13 8 16 28 Interpretation: From the total respondents 18.45% 18. Do you feel that your job fits into larger picture of the organization? Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree 6 13 16 28 8 71 8.26% are strongly disagree for that.30% of the respondents are agree that they know how their job fits into larger picture of the organization and 22. 19 Human Resource Planning Inmantec Business School .53% are neutral and 8.43% are partially and 11.5.

Do you have a clear understanding of how your job performance is measured? Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree 6 15 11 31 8 71 8.49% are neutral and 43.66% 11.45% 21.6.49% 43. 20 Human Resource Planning Inmantec Business School .45% are strongly agree for that.26% 100% Total Chart 6 35 30 25 20 15 11 6 8 31 15 10 5 0 Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree Interpretation: From the total respondents 21.12% 15.66% are disagree for that and 8.12% of respondents are agree that they have a clear understanding of how their job performance is measured 15.

76% 22.49% are neutral and 26.53% are strongly disagree for that.7.49% are strongly agree for that and 15. Do you have a good relationship with your supervisor/seniors? Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree 11 14 11 19 16 71 15.49% 19.71% of the respondents are agree that they have a positive relationship with their supervisor and 15.71% 15.53% 100% Total Chart 7 20 18 16 14 12 10 8 6 4 2 0 19 16 14 11 11 Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree Interpretation: From the total respondents 19.49% 26.76% are partially and 22. 21 Human Resource Planning Inmantec Business School .

98% are disagree for that and 12.08% 100% Total Chart 8 10 9 13 22 Strongly Agree Partially Agree Neutral Partially Disagree 17 Strongly Disagree Interpretation: From the total respondents 18. your peers and your sub ordinates? Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree 9 13 17 22 10 71 12.94% are neutral and 30. Is there a spirit of co-operation among yourself. 22 Human Resource Planning Inmantec Business School .8.30% 23.67% are strongly agree with the above statement.30% of the respondents are agree that there is cooperation among them self but for the same statement 23.98% 14.94% 30.67% 18.

Do you feel that workload and work targets are reasonable? Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree 3 11 19 32 6 71 4.22% are strongly agree for that and 8.07% are disagree for that and 4.07% 8.22% 15.76% 45.9.76% are neutral and 45.45% 100% Total Chart 9 35 32 30 25 20 15 10 5 0 Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree 3 11 6 19 Interpretation: From the total respondents 15.45% are strongly disagree for that.49% of the respondents are agree that The workload and work targets are reasonable and 26. 23 Human Resource Planning Inmantec Business School .49% 26.

35% 14. Is the work timings are flexible? Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree 11 14 18 18 10 71 15.35% 25.71% 25.35% of respondents are disagreed that there subordinates feel that the work timings are flexible and 19.49% are strongly agree for that and 14.08% are strongly disagree for that.35% are neutral and 15.10.49% 19. 24 Human Resource Planning Inmantec Business School .71% are agree for that and 25.08% 100% Total Chart 10 18 18 16 14 12 10 8 6 4 2 0 14 18 11 10 Chart 10 Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree Interpretation: From the total respondents 25.

57% are partially disagree for that.12% 26.12% are agree for that and 9.85% 21.76% of respondents are neutral they can‟t say anything about the policies in the company are clearly articulated to the staffs and 21.67% 100% Total Chart 11 25 20 15 10 5 0 Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree 7 19 21 15 9 Interpretation: From the total respondents 26. 25 Human Resource Planning Inmantec Business School .76% 29.11.85% are strongly agree for that and 29.57% 12. Do you feel that the policies of the company are clearly articulated to you and other staffs? Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree 7 15 19 21 9 71 9.

57% are partially disagree for that and 12.30% 29. 26 Human Resource Planning Inmantec Business School .90% are strongly disagree for that. Do you feel that the compensation paid to you is fair when compared to other organizations in the same industry? Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree 9 16 13 21 12 71 12.90% 100% Total Chart 12 12 9 Strongly Agree Partially Agree Neutral Partially Disagree 13 Strongly Disagree 16 21 Interpretation: From the total respondents 22.53% 18.67% 22.57% 16.67% are strongly agree for that and 16.30% are neutral and 29.53% of the respondents are agree with the above statements 18.12.

98% are disagree for the above statement and 12.71% 30.13.71% 100% Total Chart 13 25 20 15 9 10 12 22 14 14 5 0 Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree Interpretation: From the total respondents 16.90% of the respondents are agree that they get reward and recognition where as 19.98% 19. Do you get the reward and recognition on your achievement? Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree 9 12 14 22 14 71 12.67% 16. 27 Human Resource Planning Inmantec Business School .90% 19.71% are strongly disagree for above statement.71% are neutral and 30.67% are strongly agree for that and 19.

22% 18. 25.61% are disagree with the above statement.30% of the respondents are agree that the facilities provided by the company are good .35% 36.22% are strongly agree for that and 36.30% 25. Are the facilities provided by the company are good (cafeteria.14.49% 100% Total Chart 14 30 25 20 15 10 5 0 Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree 3 13 18 11 26 Interpretation: From the total respondents 18. transport &others services)? Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree 3 13 18 26 11 71 4. 28 Human Resource Planning Inmantec Business School .61% 15.35% are neutral and 4.

04% 100% Total Chart 15 25 21 17 23 20 15 10 5 0 5 5 Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree Interpretation: From the total respondents 23.15.04% are strongly agree for that and 32.39% 7. 29 Human Resource Planning Inmantec Business School .04% 23.57% are neutral and 7.57% 32.79% are partially disagree for that.94% 29. Does your company pay overtime allowance? Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree 5 17 21 23 5 71 7.94% of the respondents are agree that the company pay overtime allowance to them whereas 29.

63% 2. 30 Human Resource Planning Inmantec Business School . Are there any grievance handling system? Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree 16 27 22 4 2 71 22.81% strongly disagree for that.53% are strongly agree for that and 2.98% 5.98% are neutral and 22.81% 100% Total Chart 16 4 2 16 Strongly Agree Partially Agree Neutral 22 27 Partially Disagree Strongly Disagree Interpretation: From the total respondents 38.53% 38.02% of the respondents are agree that there are grievance handling system in their organization and 30.02% 30.16.

93% 27. If yes are they work satisfactorily? Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree 3 9 12 16 4 43 6. 31 Human Resource Planning Inmantec Business School .97% 20.30% 100% Total Chart 17 16 16 14 12 10 8 6 4 2 0 12 9 4 3 Strongly Agree Partially Agree Neutral Partially Disagree Strongly Disagree Interpretation: From the total respondents 20.90% are neutral and 6.20% 9.17.93% of the respondents are agree that they are satisfied with their work whereas 27.90% 37.30% are strongly disagree for that.79% are strongly agree for that and 9.

91269 71 Q11 2.56987 71 Q02 1.7606 .7042 .95048 71 Q10 2.0000 .84444 71 Q09 2.1972 .9437 .97080 71 32 Human Resource Planning Inmantec Business School . Deviation Analysis N Q01 1.85061 71 Q07 1.6197 .73460 71 Q04 1.61862 71 Q03 1.FACTOR ANALYSIS Descriptive Statistics Mean Std.9577 .0986 .84515 71 Q06 1.7324 .9296 .86956 71 Q08 1.80065 71 Q05 2.1690 .

627 1.437 .9859 .528 .518 33 Human Resource Planning Inmantec Business School .000 .000 .Q12 2.424 Q03 .386 .434 .436 .437 .560 Q04 .286 .436 .000 .90849 71 Q16 2.286 .591 .419 Q02 .621 .000 .528 .560 Q05 .87002 71 Q14 2.656 .3099 1.709 .000 .519 .709 .497 1.434 .000 .03636 71 Correlation Matrixa Q01 Q02 Q03 Q04 Q05 Q06 Q07 Correlation Q01 1.04043 71 Q17 2.445 .0563 1.519 .9437 .649 1.89959 71 Q15 1.544 Q06 .445 .621 .386 .591 1.497 .627 .656 1.0704 .2254 1.649 .05826 71 Q13 1.

252 Q17 .698 .637 .364 .366 .000 .380 . (1-tailed) Q01 .307 .502 .466 .457 .634 .250 .340 .504 .000 .679 .000 .000 .518 1.000 Q04 .000 .374 .421 .375 .000 .370 .573 Q09 .000 .530 .000 .655 .000 .511 .000 Q08 .000 .000 .419 .446 .670 .000 .000 .000 .517 .605 .512 .544 .394 .480 .420 .000 Q02 .448 .454 .319 .000 .662 .573 .530 .399 Q16 .625 .586 .560 .385 Q13 .421 Q10 .424 .008 .300 .305 .293 .587 .526 .000 .397 .354 Q14 .000 34 Human Resource Planning Inmantec Business School .574 .672 .436 .378 .701 .479 .000 .Q07 .560 .432 Sig.494 .379 .428 .547 .522 Q12 .544 .000 .336 Q11 .372 .000 Q03 .344 .555 .424 Q15 .000 .469 .378 .618 .

000 .000 .000 .000 .001 .000 .000 .000 Q09 .000 .000 Q10 .000 .000 .000 .000 .000 .000 Q07 .002 Q11 .000 .003 .000 .000 .000 Q15 .001 .018 .005 .000 .007 .000 .000 .017 Q17 .000 .001 .000 Q08 .001 .000 .000 .000 .000 .000 .002 .000 .000 .000 .000 .000 .000 .000 Q06 .000 .000 .002 .000 .001 .000 Q13 .001 .000 .000 .000 .000 .000 .001 .000 .000 .000 .000 .000 .000 .006 .000 .000 .000 .000 .000 .000 Q16 .000 .005 .000 35 Human Resource Planning Inmantec Business School .008 .000 Q12 .000 .001 .001 Q14 .000 .000 .000 .000 .000 .001 .001 .Q05 .

634 .555 Q02 .614 .672 .651 .466 .336 .340 .548 .378 .554 .751 1.526 Q06 .810 1.657 Q12 .443 .424 Q08 1.436 .539 .307 .375 .000 .618 .655 .364 .000 .605 .662 .397 .385 .573 .755 1.319 .625 .366 .585 Q10 .446 .554 .698 Q05 .755 .480 .548 .305 .577 1.764 .539 .529 1.679 Q07 .421 .000 .643 Q13 .469 .444 Q11 .577 .810 .529 .452 .651 .370 .625 .530 .479 .000 .372 Q03 .421 .Correlation Matrixa Q08 Q09 Q10 Q11 Q12 Q13 Q14 Correlation Q01 .573 .512 .764 .452 .622 36 Human Resource Planning Inmantec Business School .428 .443 .394 .454 .522 .751 .511 .547 Q04 .544 .701 .000 .000 .683 .614 .494 .574 .401 Q09 .683 .300 .354 .379 .

000 .643 .000 Q02 .622 1.669 .002 .001 Q03 .657 .000 .000 Q07 .000 .757 .000 .000 .002 .000 .000 .512 Q16 .Q14 .000 .756 .000 .524 .000 .686 .000 .000 .000 Q09 .632 .000 Q15 .001 .000 Q06 .444 .000 .005 .000 .000 .000 .003 .000 .000 37 Human Resource Planning Inmantec Business School .000 .000 .667 Q17 .702 .000 .000 .000 .006 .000 .633 .000 Q04 .001 . (1-tailed) Q01 .000 .430 .000 .000 .001 .000 .000 .001 .000 .000 .000 .000 .000 .000 .711 .691 .585 .001 .000 Q08 .000 .000 Q10 .000 Q11 .001 .000 .000 .000 .750 .682 .000 .000 Q05 .000 .000 .000 .456 .005 .420 .001 .538 .625 .000 .000 .666 Sig.401 .000 .000 .569 .000 .000 .000 .

000 .000 .000 .000 .000 .000 Q14 .000 .000 .000 .000 .000 .000 Q13 .625 38 Human Resource Planning Inmantec Business School .000 .000 Correlation Matrixa Q15 Q16 Q17 Correlation Q01 .380 .000 .000 .502 .000 .670 Q05 .517 Q02 .000 .000 .000 Q15 .000 .344 .457 Q03 .000 Q16 .000 .378 .250 .586 .000 .000 .000 .293 .530 Q04 .Q12 .000 .448 .587 Q06 .000 .000 .000 .000 .000 .374 .000 .504 .000 Q17 .420 .000 .000 .000 .637 .000 .000 .

633 Q10 .608 .002 .702 .000 .007 .000 .779 1.001 .691 Q13 .252 .667 .420 Q11 .711 .682 .000 Q03 .432 Q08 .000 39 Human Resource Planning Inmantec Business School .666 Q15 1.632 .524 .001 .456 .000 .757 Q12 .625 .512 .686 .430 .000 .538 .399 .702 Q16 .001 .669 .000 Q04 .Q07 .779 Q17 .750 Q14 .018 .608 1.569 Q09 .000 Q02 . (1-tailed) Q01 .702 .756 .000 Sig.

000 Q11 .000 Q16 .000 Q13 .000 Q10 .017 .000 Q17 .000 Q07 .000 .000 .000 .000 .000 .000 .000 .000 Q08 .000 Q12 .000 .000 .000 .000 .000 .000 Q14 .000 Q15 .000 .000 .000 Q06 .000 40 Human Resource Planning Inmantec Business School .000 .000 .000 .000 .Q05 .000 .000 .000 Q09 .000 .000 .

a.324 df 136 Sig.01E-007 KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy.588 Q02 1. Chi-Square 935. Determinant = 4.636 Q03 1.635 Q06 1.908 Bartlett's Test of Sphericity Approx.000 .000 .725 41 Human Resource Planning Inmantec Business School .000 . .000 .000 . .000 Communalities Initial Extraction Q01 1.675 Q04 1.739 Q05 1.000 .

000 .000 .728 Q10 1. 42 Human Resource Planning Inmantec Business School .774 Q14 1.615 Q09 1.000 .774 Q13 1.Total Variance Explained Q07 1.000 .805 Q12 1.000 .774 Q17 1.000 .743 Q16 1.606 Q08 1.000 .000 .000 .771 Extraction Method: Principal Component Analysis.000 .743 Q11 1.000 .706 Q15 1.

865 1.379 2.643 76.285 1.Initial Eigenvalues Extraction Sums of Squared Loadings Component Total % of Variance Cumulative % Total % of Variance Cumulative % 1 9.751 4.470 2.177 56.651 86.959 5.804 4 .666 11 .177 2 1.010 5.865 3 1.939 70.761 9 .627 7 .447 5 .345 95.804 1.939 70.689 64.259 1.524 94.550 56.416 80.279 8 .477 8.177 56.863 6 .550 56.228 90.689 64.177 9.989 10 .010 5.190 12 .482 88.677 92.451 2.229 1.422 2.534 43 Human Resource Planning Inmantec Business School .477 8.764 83.

176 1.757 14 .208 1.000 Extraction Method: Principal Component Analysis. 44 Human Resource Planning Inmantec Business School .13 .129 .670 16 .223 96.879 98.097 .759 99.033 97.428 17 .572 100.791 15 .149 .

794 .627 -.275 45 Human Resource Planning Inmantec Business School .286 Q05 .059 Q12 .172 Q03 .088 Q04 .041 Q13 .004 -.827 -.144 -.762 .287 Q09 .539 .773 .880 -.562 .041 -.220 .305 Q10 .274 -.448 -.627 .429 .162 .622 .683 .729 .Component Matrixa Component 1 2 3 Q01 .549 Q11 .437 .287 -.122 Q14 .038 .018 Q06 .353 Q07 .830 -.170 Q08 .101 Q02 .233 -.798 .215 .767 -.

770 -.757 -. 3 components extracted.227 Q16 .287 Q17 .314 -.860 -.345 . a.Q15 . 46 Human Resource Planning Inmantec Business School .108 -.143 Extraction Method: Principal Component Analysis.

employees feel newly employed staffs are paid more than the existing on 9. 7. 6. 4. Timings and lack of sufficient time is not available for their personal lives. Very importantly. 12. 10. The superiors listen others words about their subordinates progress. Some members want more number of part time employees to be employed. Performance appraisal should be done fairly and carried out once in three month. 13. Most of the employees are not goal oriented 3. Core values of the company such as “respect and humility” are not followed properly. 8. 11. With regards to Compensation. Overload of offers confuse the team functioning 5. Favoritism influences the promotion policies of staffs. focus has to be given over the product. integrity issues. rather monitoring their performance. low salary. there is red tapism and bias. No due recognition given. better prospects outside. With respect to training. 47 Human Resource Planning Inmantec Business School . Staffs feel that they do not receive equal treatment. high work pressure and timings 2.Findings and Suggestions FINDINGS 1. Implementations of plans do not occur as planned.

culture and vision. This would help the employees to get easily adapted to the organization and learning the job role quickly and practically. Take the extra time to make your new hire feel pulled in and part of the team. Give specific instructions on how you want the new hire to be welcomed. This would also enhance their career development and emotional attachment to the organization. Advertise Post a picture of the new employee in the lunchroom or common area with some fun facts about their likes. “You like the movie Ishtar? I thought I was the only one. and family. hobbies. knowledge. let‟s grab lunch!” Inform the team. This can act as a great discussion starter. 48 Human Resource Planning Inmantec Business School . an experienced staff(acting as a mentor)could be assigned to every new joinees joining the company. This will help still the insecurity of “I wonder how I‟m doing?” that most new employees feel. Have a performance review after the first 30 days. A performance review after one month will also let you find out how they are adjusting and expose any needs that might need to be met. They say you only have one chance to make a first impression.Recommendations Retention strategy Assign Mentors Mentoring is one low cost means of transferring skills. Make sure everyone on the team knows the day that your new hire arrives.In this program.

The organization may arrange for shifts and split the workers into general shift and second shift. they may be allowed to work during the last 3-4 hours of the day and on week-ends. As per a planned schedule. while giving them the freedom to work in their own style and motivates them to stay on.Work-life The analysis states that “long working hours” and “denial of leave” has a greater impact on attrition. Autonomy: Giving employees responsible tasks. a team member may act as the leader of the day once in a week. as the work-life is not balanced. As the store has a practice of recruiting part time staffs. 49 Human Resource Planning Inmantec Business School .

. Greer. July 2007. pp. 48. Excel books) ARTICLES Aylin and Webber. Human Resource Management. (4th edition. vol.References BOOKS Uma Sekaran. vol. pp. pp. Turnover. 241-261. 26. Wiley publications) R. New Delhi. Vol. Pearson education) V S P Rao. Team Development. ( 2nd edition. The effect of urbanization on labour turnover. retention. 7. Jonathan winterton. (2nd edition. NO. Organizational Commitment. and Turnover. 50 Human Resource Planning Inmantec Business School . Volume 4. Research methods for business. pp. Smith et al. and the employment relationship of the future. Journal of labour research. 311–328 Muhammad sani umar. New Delhi. Non-Work Factors and Labour Turnover among Female Employees in Kebbi State Civil Service. Strategic Human Resource Management. Journal Of Regional Science. Kohlhase. 2.Nandagopal et. ( 1st edition. New Delhi.al. 2008. No. Finney and Janet E. Number 2. Bangladesh e-Journal of Sociology. 371–390 Miles M. Labour turnover and management retention strategies. The Impact of Unions on Job Satisfaction. a conceptual model of labour turnover and retention. human resource development international 7:3 (2004). Research methods in business. excel books) Charles R. New Delhi. International journal of Human Resource Management 15:2 March 2004 371-396 Tove Helland Hammer And Ariel Avgar. 161-171. 2.

com www.WEBSITES www.search.com 51 Human Resource Planning Inmantec Business School .com www.citehr.ebscohost.futurebytes.

Annexure Questionnaire 1. Partially Agree c. Strongly Agree b. Neutral d. Strongly Disagree 2. Partially Disagree e. Strongly Disagree 52 Human Resource Planning Inmantec Business School . Partially Agree c. Do you feel that you are a valued part of your organization? a. Strongly Disagree 4. Strongly Agree b. Strongly Disagree 3. Partially Agree c. Neutral d. Partially Disagree e. Partially Agree c. Strongly Agree b. Strongly Agree b. Partially Disagree e. Do you feel that your morale in the office is high? a. Partially Disagree e. Neutral d. Do you feel that you are respected and fairly treated in the organization? a. Neutral d. Do you have career goals and future prospects which align with the objectives of your organization? a.

Neutral d. Neutral d. Strongly Agree b. Strongly Agree b. Partially Disagree e. Strongly Disagree 53 Human Resource Planning Inmantec Business School . Partially Agree c. Do you have a clear understanding of how your job performance is measured? a. your peers and your sub ordinates? a. Do you feel that your job fits into larger picture of the organization? a. Strongly Agree b. Partially Agree c. Strongly Disagree 6. Neutral d. Strongly Disagree 8.5. Is there a spirit of co-operation among yourself. Partially Agree c. Strongly Disagree 9. Partially Disagree e. Partially Agree c. Neutral d. Partially Disagree e. Neutral d. Partially Disagree e. Partially Agree c. Strongly Agree b. Strongly Disagree 7. Partially Disagree e. Do you have a good relationship with your supervisor/seniors? a. Do you feel that workload and work targets are reasonable? a. Strongly Agree b.

Strongly Disagree 13. Partially Disagree 54 Human Resource Planning Inmantec Business School . Are the facilities provided by the company are good (cafeteria. Strongly Agree b. Partially Disagree e. Neutral d. Strongly Agree b. Partially Agree c. Strongly Disagree 14. Strongly Disagree 11. transport &others services)? a. Partially Disagree e. Is the work timings are flexible? a. Partially Agree c. Strongly Agree b. Strongly Agree b. Neutral d. Partially Agree c. Neutral d.10. Partially Disagree e. Neutral d. Do you get the reward and recognition on your achievement? a. Do you feel that the policies of the company are clearly articulated to you and other staffs? a. Strongly Disagree 12. Partially Agree c. Partially Disagree e. Partially Agree c. Do you feel that the compensation paid to you is fair when compared to other organizations in the same industry? a. Strongly Agree b. Neutral d.

Partially Disagree e. Partially Disagree e. If yes are they work satisfactorily? a. Strongly Disagree 15. Neutral d. Partially Agree c. Neutral d. Partially Agree c. Strongly Agree b. Neutral d. Does your company pay overtime allowance? a. Are there any grievance handling system? a. Strongly Agree b. Strongly Disagree 55 Human Resource Planning Inmantec Business School . Strongly Agree b. Partially Disagree e. Strongly Disagree 17. Strongly Disagree 16. Partially Agree c.e.