INTRODUCTION

Introduction of the study:

Employee Retention involves taking measures to encourage employees to remain
in the organization for the maximum period of time. It is a process in which the
employees are encouraged to remain with the organization for the maximum period of
time or until the completion of the project. Employee retention is beneficial for the
organization as well as the employee. Effective employee retention is a systematic effort
by employers to create and foster an environment that encourages current employees to
remain employed, by having policies and practices in place that address their diverse
needs. Retention of key employees is critical to the long-term health and success of any
organization. It is a known fact that retaining the best employees ensures customer
satisfaction, increased product sales, satisfied colleagues and reporting staff, effective
succession planning, and deeply embedded organizational knowledge and learning.
Employee retention matters, as organizational issues such as training time and
investment, lost knowledge, insecure employees, and a costly candidate search are
involved. Hence, failing to retain a key employee is a costly proposition for an
organization. Various estimate suggest that losing a middle manager in most
organizations costs up to five times his salary. Corporate is facing a lot of problems in
employee retention these days. Hiring knowledgeable people for the job is essential for
an employer, but retention is even more important than hiring.
There is no dearth of opportunities for a talented person. There are many
organizations which are looking for such employees. If a person is not satisfied by the job
he’s doing, he may switch over to some other more suitable job. In today’s environment
it becomes very important for organizations to retain their employees. The top
organizations are on the top because they value their employees and they know how to
keep them glued to the organization. Intelligent employers always realize the importance
of retaining the best talent. Retaining talent has never been so important in the Indian
scenario; however, things have changed in recent years. I prominent Indian metros at
least, there is no dearth of opportunities for the best in the business, or even for the
second or third best. Retention of key employees and treating attrition troubles has never
been so important to companies. In an intensely competitive environment where HR

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managers are poaching from each other, organizations can either hold on to their
employees tight or lose them to competition. For gone are the days when employees
would stick to an employer for years for want of a better choice. Now, opportunities are
abound. Employees stay and leave organizations for some reasons. The reason may be
personal or professional. These reasons should be understood by the employer and should
be taken care of. The organizations are becoming aware of these reasons and adopting
many strategies for employee retention. A strong retention strategy, therefore, becomes a
powerful recruitment tool.
Employee retention is a new era of modern technology and competitive business
environment. Organizations are continuously changing .this changing environment is not
only effecting the organizations but also the employees working in it. In order to
maximize organizational efficiency and for optimal utilization of the resources, human
resources must be managed properly. Human resource management plays a vital role in
this regard. They are responsible that how employees are treated in the organization.
Employee retention is a vital issue and challenge to all the organizations now days. There
are numbers of factors which promote the employees to stay or leave the organization. It
may be external factors, internal factors and the combined effect of both. Human resource
practices counts a lot in this regard. It is the need of the hour that hr. managers should
identify the needs of the employee and then devises the retention strategies. One strategy
does not fit to all as different individuals have different priorities. Hr. professionals face
the vital challenge to retain talented employees. Employee retention is very critical to the
long term health of any organization. When an organization loses its talented employee it
lefts a negative impact on innovation, customer satisfaction, knowledge gain during the
past years and on the profitability of the organization .more over replacing cost of another
employee contribute a lot to the organization.
Employee retention is a vital issue and challenge to all the organizations now
days. There are numbers of factors which promote the employees to stay or leave the
organization. It may be external factors, internal factors and the combined effect of both.
Human resource practices counts a lot in this regard. It is the need of the hour that hr
managers should identify the needs of the employee and then devises the retention
strategies. One strategy does not fit to all as different individuals have different priorities.

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Hr. professionals face the vital challenge to retain talented employees. Employee
retention is very critical to the long term health of any organization. When an
organization loses its talented employee it lefts a negative impact on innovation,
customer satisfaction, knowledge gain during the past years and on the profitability of the
organization .more over replacing cost of another employee contribute a lot to the
organization. It is the need of the hour that hr. managers should identify the needs of the
employee and then devises the retention strategies. One strategy does not fit to all as
different individuals have different priorities. Hr. professionals face the vital challenge to
retain talented employees. Employee retention is very critical to the long term health of
any organization. When an organization loses its talented employee it lefts a negative
impact on innovation, customer satisfaction, knowledge gain during the past years and on
the profitability of the organization. More over replacing cost of another employee
contribute a lot to the organization.
1.2 Definition of the study:
He explains the first key to success is indeed people. He fined the right people
first; the vision and strategy can follow. It is the people in organization, who are the key
to success.
The organizations want to hold the valued employees. Many approaches are used
in this regard. The one approach sees success in rewards the second in making jobs more
valuable (training and advancement).
- Jim Collins
The relationship between the employee’s job performance and their retention also
differ significantly with organizational culture values. The cultural effects were stronger
than the combined influences of the labour market and the new employees’ demographic
characteristics.
- John e. Sheridan
1.3 Retain employees:
Motivation is necessary for work performance because, if people do not feel
inclined to engage themselves in work behavior, they will not put in necessary efforts to
perform well. However, performance of individual in the organization depends on variety
of factors besides motivation. It is therefore desirable to identify various factors. For

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instance, employees’ knowledge and skills are important performance drivers. Another
factor is the company’s ability to retain its employees with attractive benefit packages.
Motivation is a prominent tool to retain employees with greater compensation packages.
Companies have now realized the importance of retaining their qualitative
workforce and retaining their quality performers, contributes to productivity of the
organization and increase morale among employees. Middle and top management plays a
vital role in the people dimensions of the organization. The organization culture in a long
run converts to organizational ethics and people feel reluctant to leave by making it as a
stepping stone when appreciation and rewards in form of compensation awaits them in
comparisons to the market trend. In view of the description given it is necessary to
examine the facts as how to retain them. There are four basic factors that play an
important role in increasing employees’ retention, include: salary and remuneration,
providing recognition, benefits and opportunities for individual growth as presented in
figure 1.1. But are they really positively contributing to the retention rates of the
company? Salary these days hardly reduce turnover. Today’s employees look beyond
money factor. In order to ensure that organizations are behaving more customer-oriented,
they need to be equally employee centric in order to match the intellectual property and
their products and services.
1.4 Importance of the study:
Employee Retention refers to the techniques employed by the management to
help the employees stay with the organization for a longer period of time. Employee
retention strategies go a long way in motivating the employees so that they stick to the
organization for the maximum time and contribute effectively. Sincere efforts must be
taken to ensure growth and learning for the employees in their current assignments and
for them to enjoy their work.
Let us understand why retaining a valuable employee is essential for an
organization:
 Hiring is not an easy process: The HR Professional shortlists few individuals

from a large pool of talent, conducts preliminary interviews and eventually

forwards it to the respective line managers who further grill them to judge

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 whether they are fit for the organization or not. Recruiting the right candidate is a
time consuming process.
 An organization invests time and money in grooming an individual and

makes him ready to work and understand the corporate culture: A new joiner
is completely raw and the management really has to work hard to train him for his
overall development. It is a complete wastage of time and money when an
individual leaves an organization all of a sudden. The HR has to start the
recruitment process all over again for the same vacancy; a mere duplication of
work. Finding a right employee for an organization is a tedious job and all efforts
simply go waste when the employee leaves.
 When an individual resigns from his present organization, it is more likely

that he would join the competitors: In such cases, employees tend to take all the
strategies, policies from the current organization to the new one. Individuals take
all the important data, information and statistics to their new organization and in
some cases even leak the secrets of the previous organization. To avoid such
cases, it is essential that the new joiner is made to sign a document which stops
him from passing on any information even if he leaves the organization. Strict
policy should be made which prevents the employees to join the competitors. This
is an effective way to retain the employees.
 The employees working for a longer period of time are more familiar with

the company’s policies, guidelines and thus they adjust better: They perform
better than individuals who change jobs frequently. Employees who spend a
considerable time in an organization know the organization in and out and thus
are in a position to contribute effectively.
 Every individual needs time to adjust with others: One needs time to know his

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

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 challenge for the employees to adjust with someone new and most importantly
trust him. It is a human tendency to compare a new joined with the previous
employees and always finds faults in him.
 It has been observed that individuals sticking to an organization for a longer

span are more loyal towards the management and the organization: They
enjoy all kinds of benefits from the organization and as a result are more attached
to it. They hardly badmouth their organization and always think in favour of the
management. For them the organization comes first and all other things later.
 It is essential for the organization to retain the valuable employees showing

potential: Every organization needs hardworking and talented employees who

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

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 OBJECTIVE OF THE STUDY
 To study about the employee retention of HMT Machine Tools in Hyderabad.
 To ascertain the problems of the employee in the organization.
 To offer suggestion the employee retention of HMT Machine Tools in Hyderabad.

Background of the Study:

The retention of employees has been shown to be significant to the development
and the accomplishment of the organization’s goals and objectives. Retention of
Employees can be a vital source of competitive advantage for any organization. This
study attempted to explore the main factors that contribute to employee Retention
existing in the private sector in Kuwait. The next paragraphs discuss the Background of
the study by clarifying the theoretical framework for the main Problems with employee
retention.
Today, changes in technology, global economics, trade agreements, and the like
are directly affecting employee/employer relationships. “Until recently, loyalty waste
cornerstone of that relationship. The loss of talented employees may be very Detrimental
to the company’s future success. Outstanding employees may leave an Organization
because they become dissatisfied, under paid or unmotivated (Coff1996), and while
trying to retain employees within the organization they may present other challenges as
well. They may demand higher wages, not comply with organization practices, and not
interact well with their co-workers or comply with their managers’ directions.

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 SCOPE OF THE STUDY
The study confines its analysis to the problem and prospects of human resource in
Indian machine tools industry especially with the focus on supply of human resources,
problem regarding the attraction and retention of the talented people with in machinery
industry. The study restricts itself to production and trade sector and not include the
machine or tools industry. Moreover the study analyzes the commitment of the people
working in HTML tools industry.

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 NEED OF THE STUDY
The researcher attempts to determine employee's retention in the HMT Machine
Tools in Hyderabad. This study is designed to explore the main retention factors for
HMT Machine Toolsemployees. The researcher also made an attempt to understanding
about Employee's satisfaction and in HMT Machine Tools.

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 RESEARCH METHODOLOGY
Introduction:
Research is the process of systematic and in-depth study or search for any
particular topic, subject or area of investigation, backed by collection, compilation,
presentation and interpretation of relevant details or data. Research methodology is a way
to systematically solve the research problem. It may be understood as a science of
studying how research is done scientifically.
Research may develop hypothesis and test it. In it we study the various steps
that are generally adopted by the researcher in studying his research problem along with
the logic behind them.
Research must be based on fact observable data forms a sound basis for research
inductive investigation lead better support to research finding for analysing facts a
scientific methodology of analysis must be developed and result interpreted logically.
It is necessary for the researcher to know not only the research method or
techniques but also the methodology. Thus, when we talk of research methodology we
not only talk of the research methods but also consider the logic behind the methods we
use in the context of our research study and explain why we are using a particular method
or technique and why we are not using others so that research results are capable of being
evaluated either by the researcher himself or by others.
Research problems would result in certain conclusions by means of logical
analysis which the decision-maker may use for his action or solution.
Research design:
A research design is purely and simply the frame work plan for a study that
guides the collection and analysis of a data. In this study the researcher has adopted
descriptive research design.
Descriptive research design:
It includes surveys and fact finding enquires of different kinds. It simply describes
something such as a demographic of employees. It deals with description of the state of
offers as it is and the researchers have no influence on the respondents.

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Data collection:
Data collection is one of the most important aspects of research. For the success
of any project accurate data is very important and necessary. The information collected
through research methodology must be accurate and relevant.
Methods of data collection:
 Primary Data
 Secondary Data
Primary Data:
Data collected by a researcher is known as primary data. It is collected by a
person for his own use obtained from findings. This is considered as firsthand
information. This is that data which is collected by us to meet our own specific purpose.
The data is collected by the means of questionnaire filled in by the employees at different
posts of Nagpur area office. This method of data collection is very popular particularly in
big organizations.
Secondary Data:
Secondary data means data that are already available i.e., they refer to data which
has already been collected and analysed by someone else. This type of data information
can also be used by the researcher for his use as second hand information sources through
which secondary data can be collected. Secondary data may either be published data or
unpublished data.
The research approach:
Survey Method
The research instrument:
Questionnaire
The respondents:
The employees of the organization.
Sampling:
It is the process of selecting representative subset of a total population for
obtaining data for the study of the whole population the subset is known as sample. The

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sample size is selected for the study 100 employees. The techniques of sampling unit in
this study are convenience sampling.
Convenience sampling:
In this method the sample units are chosen primarily on the basis of the
convenience to the researcher.
Statistical tools used:
A. Simple percentage analysis
B. CHI-square
C. Likert Scale Analysis
A. Simple percentage analysis:
Simple percentage can also be used to compare the relationship distribution of
two or more items. For calculations the simple percentage the following formula
used.
Percentage of the respondents= Number of respondents/Total respondents*100
B. CHI-square analysis:
Chi-square is anon parametric test. The chi-square method is the
application of testing the significance different between observed and expected
values.
For calculating the value of chi-square test, the following formula used:
=∑ [(0-E) ²/E]
E=Row total*column to/Grant total
Degree of freedom=(R-1) (C-1)
Where as
O-observed frequency
E-Expected frequency
P-Number of rows
C-Number of columns
C. Likert scale analysis
A Likert scale is a psychometric scale commonly involved in research that
employs questionnaires. It is the most widely used approach to scaling responses in

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survey research, such that the term is often used interchangeably with rating scale, or
more accurately the Likert-type scale, even though the two are not synonymous. The
scale is named after its inventor, psychologist Rensis Likert.
Likert distinguished between a scale proper, which emerges from collective
responses to a set of items (usually eight or more), and the format in which responses are
scored along a range. Technically speaking, a Likert scale refers only to the former. The
difference between these two concepts has to do with the distinction Likert made between
the underlying phenomenon being investigated and the means of capturing variation that
points to the underlying phenomenon. When responding to a Likert questionnaire item,
respondents specify their level of agreement or disagreement on a symmetric agree-
disagree scale for a series of statements. Thus, the range captures the intensity of their
feelings for a given item, while the results of analysis of multiple items (if the items are
developed appropriately) reveals a pattern that has scaled properties of the kind Likert
identified.
The format of a typical five-level Likert item is:
1. Strongly disagree
2. Disagree
3. Neither agree nor disagree
4. Agree
5. Strongly agree
Likert scaling is a bipolar scaling method, measuring either positive or negative
response to a statement. Sometimes a four-point scale is used; this is a "forced choice"
method since the middle option of "Neither agree nor disagree" is not available.
Questionnaire:
The questionnaire is prepared in such a way that is correct the comprehensive
objectives of the study. Open end, multiple choice of questionnaire adopted in this
research.
Period of study:
The time period of the study is 45 days.

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 LIMITATIONS OF THE STUDY
 The employees worked in different shifts &hence the researcher had a tedious
task at hand to administer the questionnaires.
 Due to security reasons all enquiries were not answered.
 As it is a security printing industry, HMT tools has to maintain accurate data
regarding the internal affairs. so any information regarding the company is not
easily available.
 Due to time constraint the study restricted only to limited respondents
 The information collected may not be the true representative of the total
population.
 Some respondents have not responded to all questions.
 The data given by the respondents may be personally biased.
 Area of the study is confined to the employees in HTML Tools only.

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 INDUSTRY PROFILE
Machine tool industry in India comprises about 150 manufacturers with 450 units
in the organized sector. Almost 70% of production in India is contributed by 10 major
companies. Three quarters of machine tool production in the country is ISO certified.
Hindustan Machine Tool manufacturers nearly contribute 32% of the total
machine tools output. User sector of machine tools are automotive and ancillaries,
railways, defence, agriculture, steel, electrical and electronics, telecommunications etc.
Major products include dies, molds, cutting tools, and machining centres. Dies
and molds account for about 50 percent of industry revenue, cutting tools for 20 percent,
machining centres for 15 percent, and 15 percent for miscellaneous machine tools. The
industry itself relies on machine tools to make products. Manufacturing facilities
basically are specialized foundry and machine shops.
Dies and Molds are used to make products by taking on the outside shape of the
product. Dies are used to stamp shapes into metals, plastics, and other materials, often
with the aid of a hydraulic press. Molds hold a shape while a molten substance like metal,
glass, or plastic is poured or blown inside. Dies and molds are typically cast from metal
into rough. Demand is closely linked to US industrial activity. The profitability of
individual companies depends on the complexity of their product designs and their
manufacturing efficiency. Large companies have the resources to make complex,
automated machinery. Small companies can compete successfully by making specialty
products, replacement parts, or accessories. The industry is fairly capital-intensive.
Manufacturing companies are continuously challenged to reduce costs through
productivity improvement measures. Indian Machine Tool Manufacturers' Association
(IMTMA) has been in the forefront of championing a productivity movement in Indian
metal working industries by organizing the National Productivity Summit. This event
showcases best productivity improvement projects in metal working industries which
have excelled in achieving superior performance. National Productivity Summit 2014
scheduled during August 2014 will crown winners of the IMTMA-Siemens Productivity
Championship Awards.

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Indian machine tool industry
India stands 13th in production and 6th in the consumption of machine tools in the
world as per the latest survey. The country is set to become a key player in the global
machine tools industry and is likely to see substantial high-end machine tool
manufacturing. Industry experts say that the phenomenon is linked to the spurt in
manufacturing, for which the machine tools sector serves as the mother industry. Since,
the manufacturing capacity is stagnating and the growth rate for the machine tools
industry falling in developed economies, shifting machine tool capacity to low-cost high
skill geographies like India, has become imperative.
The Indian Machine tool Industry has around 1000 units in the production of
machine tools, accessories/attachments, subsystems and parts. Of these, around 20in the
large scale sector account for 70 percent of the turnover and the rest are in the SME
sector of the industry. Approximately, 75 per cent of the Indian machine tool producers
are ISO certified. While the large organized players cater to India’s heavy and medium
industries, the small-scale sector meets the demand of ancillary and other units. Many
machine tool manufacturers have also obtained CE Marking certification, in keeping with
the requirements of the European markets.

The industry can be segmented in several ways:

CNC Conventional
Forming Rs. 376 Cr RS. 189 Cr
Cutting Rs. 2811 Cr Rs. 509 Cr

Indian Machine Tool Industry 2016-17 & 2017-18 (INR Crores)

2016-17 2017-18 Growth Rate
Production 4299 3885 -10%
Exports 180 214 19%
Imports 7645 7598 -1%
Consumption 11764 11265 -4%

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 The Indian machine tools sector offers several opportunities for investment.
Given the current gap between demand and supply, there is a clear need for adding
capacities in this sector.
The industry is moving towards increasingly sophisticated CNC machines, driven
by demand from key user segments, such as, automobiles and consumer durables.
Machine tool manufacturers need to develop capabilities to cater to this demand and
investments in this area could yield long term benefits.
Machine tools production in India
Machine tools production in India has decreased to Rs 3885. Cr. during 2017-18
from Rs. 4299 Cr compared to 2016-17 registering the annual decline of 10%. Machine
wise production values are collected from all the members from each quarter and
consolidated to annual production values for further analysis. IMTMA segregates the
production of machines into CNC machines, Non CNC machines, Metal cutting
machines and Metal forming Machines. For detail information and trends in production
of machine tools in India please login into our website through member’s area or contact
us for CD format.
Production of metal working machine tools in India (Value Rs. Cr)

2016-17 2017-18

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Metal cutting machines production
Production of metal cutting machines reached Rs.3319 Cr during 2016-17
compared to Rs.3795 during 2017-18 registering annual decline of 13%. Detail
classification of metal cutting machines production can be obtained by login to company
website through member’s area or contact us for CD format.

2016-17 2017-18

Metal forming machines production

Production of metal forming machines has reached Rs. 565 Cr during 2016-17
compared to Rs. 503 Cr during 2017-18 registering a growth of 12 percent. Detail
classification of metal cutting machines can be obtained by login to our website through
member’s area or contact us for CD format.
Production of Metal forming machine tools in India (Value Rs. Cr)

2017-17 2017-18

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Machine tool imports
Machine tools imports to India have reached Rs.7598 Crores during 2016-17
compared to Rs. 7646 Crores during 2017-18 registering a decline of 1%. All types of
machines CNC, non CNC, metal cutting, metal forming, used and new machines are
imported to India from various countries. Detail machine wise import trends can be
obtained from our website through members login area or contact us for CD format.

Import of metal working machines into India (Value Rs. Cr)

2016-17 2017-18

Imports of metal cutting machines

Metal cutting machine imports to India has reached Rs 5637 Crores during 2016-
18 compared to Rs.5034 Crore during 2016-17 registering a Y-O-Y growth rate of 12%.
For detail classification of different metal cutting machine exports please login to our
website through member’s login area or contact us for CD format.
Import of metal cutting machines into India (Value Rs. Cr)

2016-17 2017-18

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Imports of metal forming machines
Metal forming machine imports to India has reached Rs 1961 million during
2016-17 compared to Rs.2612 million during 2017-18 registering a Y-O-Y decline of
25%. For detail classification of different metal cutting machine exports please login to
our website through member’s login area or contact us for CD format.
Import of metal forming machines into India imports (Value Rs. Cr)

2017-18
2016-17

Consumption of metal working machines

Metal working machine consumption in India has reached Rs.11, 268 Cr. during
2016-17 compared to Rs.11, 764 Cr. during 2017-18 registering a Y-O-Y decline of 4%.
For detail classification of different metal cutting machine consumption please login to
our website through member’s login area or contact us for CD format.
Consumption of metal working machines into India (Value Rs. Cr)

2017-17 2017-18

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Consumption of metal cutting machines
Metal cutting machine consumption in India has reached Rs.8845 Cr. during
2017-17 compared to Rs.8672 Cr. during 2017-18 registering a Y-O-Y growth of 2%. For
detail classification of different metal cutting machine consumption please login to
company website through member’s login area or contact us for CD format.
Consumption of metal cutting machines into India (Value Rs. Cr)

2016-17 2017-18

Consumption of metal forming machines

Metal forming machine consumption in India has reached Rs.2424 Cr. during
2016-17 compared to Rs.3093 Cr. during 2017-18 registering a Y-O-Y decline of 22%.
For detail classification of different metal cutting machine consumption please login to
our website through member’s login area or contact us for CD format.

Consumption of metal forming machines into India (Value Rs. Cr)

2016-17 2017-18

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World machine tool scenario in 2017
Dollar ‐ volume production of machine tools around the world during 2017
dipped by 1%. Output by the 28 principal producing countries was $93.2‐billion. That
represents a decline from 2015’s $94.3-billion, following previous increases of 35% and
25%. So the hole caused by the deep worldwide recession in 2004 has been filled. Most
major producers had relatively small percentage changes in their output. Among the
larger gainers were Germany with a 10% increase; the United States with a 7%
improvement; Austria, +15%; and the Czech Republic, which increased one‐quarter over
2015. Other countries declined in production, including Brazil, Belgium, and the United
Kingdom.
China saw a slight dip in output in 2017 but remains by far the largest maker of
machine tools. Japan ranks second, with no change in production from the year before,
and it is followed by Germany. The output from those top three accounts for 64% of
2017’s total world shipments measured in this survey. The United States, still seventh in
output, shipped almost $5‐billion. It continues to be a large importer of factory equipment
with a whopping 30% gain in 2017, and so total consumption of machine tools increased
19% to $8.7‐billion.
The largest‐consuming country in the world continues to be China, which
installed $38.5-billion worth of machine tools, more than one-third of it in imports. On a
per-capita basis, consumers Switzerland, South Korea, and Taiwan top the list.
Results of the World Machine Tool Output and Consumption survey 2017
conducted by Gardner Publication is ready and they have shared the results of the survey
with all the respondents. Based on the survey report India’s position in the world during
2017 is 13 Consumption, & 4th in Imports. Figures regarding Production, Import, and
Export & Consumption are attached. Brief analysis of the data compiled by them is as
follows:
Production of machine tools
Global Machine Tool estimated production amounted to USD 93.2 Billion during
2017 a slight decline of 1% from revised USD 94.2 Billion during 2015. India Production
now occupies 13th position in the world compared to 12th during 2015.Top five countries

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are China (30%), Japan (20%), Germany (15%), Korea (6%), & Italy (6%). The top 3
countries accounts for 64% of the global output.
Global machine tool production

Country 2018 2017

Change in US Dollars
Value in US$ Million

1 China, peoples Republic 28,270.00 27,540.00 -3%

2 Japan 18,326.60 18,252.90 0%

3 Germany 13,373.70 13,622.90 2%

4 Korea, Republic of 5,754.00 5,705.00 -1%

5 Italy 5,912.60 5,667.70 -4%

6 Taiwan 5,160.00 5,430.00 5%

7 United States 4,676.70 4,983.20 7%

8 Switzerland 3,607.00 3,199.30 -11%

9 Spain 1,072.60 1,060.30 -1%

10 Austria 971.1 1,032.00 6%

11 France 855.6 805.8 -6%

12 Czech Republic 646 728.4 13%

13 India 720.7 880 -18%

14 Canada 639.3 693 8%

15 United Kingdom 731.5 649.8 -11%

16 Turkey 659.4 649 -2%

17 Brazil 891.3 643.2 -28%

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18 Netherlands 407.6 402.3 -1%

19 Belgium 357.5 296.9 -17%

20 Russia 263 263 0%

21 Sweden 218.4 201.8 -8%

22 Finland 196.2 185.1 -6%

23 Australia 150 155 3%

24 Mexico 122.4 122.4 0%

25 Denmark 76.5 70 -8%

26 Portugal 50.1 46.3 -8%

27 Romania 42.5 42.5 0%

28 Argentina 32.4 36.4 12%

Total 94,344.00 93,204.90 -1%

Source: Gardner Publications, Inc.

Consumption of machine tools
Global consumption of machine tools amounted USD 85.4 Billion during 2017
had decreased by 3% from USD 87.6 Billion during 2015. China which occupies top
position accounts for 41% of the world’s consumption. Top 5 consuming countries are
China (41%), Japan (8%), Germany (7%), USA (9%) & Korea (5%) India with about 3%
global share occupies 6 compared to 7th position during 2017.

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Global machine tool consumption
Country 2015 2016
Change in US Dollars
Value in US$ Million
1 China, Peoples Republic 39,090.00 38,510.00 -1%
2 United States 7,321.30 8,722.50 19%
3 Japan 7,417.70 7,462.80 1%
4 Germany 6,901.80 6,400.20 -7%
5 Korea, Rep. of 5,244.00 4,646.00 -11%
6 India 2,286.10 2,556.40 -11%
7 Italy 2,762.90 2,172.00 -21%
8 Brazil 2,385.70 1,867.20 -22%
9 Taiwan 1,989.00 1,844.00 -7%
10 Mexico 1,360.90 1,360.90 0%
11 Turkey 1,341.10 1,344.30 0%
12 Russia 1,317.00 1,317.00 0%
13 Canada 1,143.60 1,255.60 10%
14 France 1,309.10 1,118.10 -15%
15 Switzerland 1,274.50 1,034.40 -19%
16 United Kingdom 745.8 816.2 9%
17 Austria 620.5 586 -6%
18 Spain 427.1 392 -8%
19 Czech Republic 403.3 348.5 -14%
20 Sweden 372.8 344.4 -8%
21 Netherlands 346.4 343.1 -1%
22 Argentina 210.1 261.3 24%
23 Belgium 292.2 246.8 -16%
24 Romania 243 243 0%
25 Australia 213 210 -1%
26 Finland 150.3 140.1 -7%
27 Portugal 118.3 137.5 16%
28 Denmark 43.1 39.8 -8%
Total 87,600.90 85,449.80 -3%

Source: Gardner Publications, Inc.

25
 India's Position Globally during 2017

Value in US$ Million Rank

Production 721 13

Consumption 2286 7

Industry news as on march 2018

Machine tools production in India has reached to Rs. 2395 Cr. during Apr- Dec-
17 compared to Rs.2725 Cr during Apr- Dec -16 registering the decline of 12%. Machine
wise production values are collected from all the members from each quarter and
consolidated to annual production values for further analysis. IMTMA segregates the
production of machines into CNC machines, Non CNC machines, Metal cutting
machines and Metal forming Machines.
Machine tools imports to India have reached Rs.3327 Cr during Apr- Dec-18
compared to Rs. 5771 Cr during Apr- Dec-6registering a decline of 42%. All types of
machines CNC, non CNC, metal cutting, metal forming, used and new machines are
imported to India from various countries.
Machine tools consumption has reached Rs.5541 Cr during Apr- Dec-18
compared to Rs.8298 Cr during Apr- Dec-16 registering a decline of 33%. All types of
machines CNC, non CNC, metal cutting, metal forming, are consumed in India.
For detail information on trends in production of machine tools in India, machine
wise import trends, machine wise consumption trends, please login into our website
'through member’s area' or contact us for CD format.

26
 COMPANY PROFILE

HMT Founded in 1953, with state-of-art technology as its key strength acquired
from world leaders in machine tools, offers a wide array of high technology machine
tools solutions to cater every manufacturing requirement. HMT's wide marketing network
& six manufacturing units spread across the country meets the highest customer
expectations.
When HMT was founded in 1953, it dedicated itself to a clear objective:
empowering the emergence of Indian Industry. With the virtue of being founded on a
strong technical base, HMT donned the role of a one-of-its kind precision engineering
company. HMT leveraged its technical know-how, acquired from world leaders in
machine tools, to arm a wide spectrum of industries with vital manufacturing machinery
and solutions. Strongly supported by excellent R&D prowess, a highly-skilled workforce
and as many as nine exclusive machine tool units across the country, HMT contributed
enormously to the precision engineering arena.
HMT Machine Tools’ expertise in machine tools has been honed to a point that it
can design and develop any kind of machine. From simple lathes to multi-station transfer
lines, from stand-along CNC machines to flexible manufacturing systems, leading to
factory automation, HMT Machine Tools’ Products cover general purpose machines,
special purpose machines and CNC machines to meet the application needs of every
engineering industry. To date, over 100,000 machine tools on par with international
standards in quality and performance, manufacture by HMT, are in use all over India.
The Company also manufactures sheet fed offset printing machines in single, two, four,
and five colours, programmable paper guillotines, ball screws, and CNC Control
Systems.
HMT’s pioneering spirit and cutting-edge marketing abilities enable it to
showcase its products and services to a worldwide clientele. The establishment of HMT
(International) Limited leveraged the Company’s international trading experience.
HMT(I) markets the products through a global network that extends over 40
countries to service its customers worldwide. HMT(I) has a diverse clientele with more
than 18,000 machines in over 70 countries including the developed ones.

27
HMT Machine Tools, jointly with HMT(I) has been instrumental in executing various
international turnkey projects in Algeria, Tanzania, Nigeria, Malaysia, Iraq, Mauritius,
Indonesia, Kenya, Ethiopia, Iran, Maldieves, Senegal, Turkemenistan, Nepal, Zambia - to
name just a few.
Evolution of HMT machine tools limited
Our first Prime Minister, Pandit Jawaharlal Nehru"s dream to build modern India
paved the way for setting up of various Public sector undertakings in different industrial
sectors. This initiative led to rapid industrialization of the country and he acknowledged
the same as "Temples of Modern India". Hindustan Machine Tools Ltd. in the year 1953
was established with the same thought and was termed as"Jewel of Nation". `
Machine Tools industry , being the mother industry , has strategic importance and
is a major support for growth of various other industries. Initially it started with an
objective of producing a limited range of machine tools, required for building an
industrial edifice for the country. Thus, Hindustan Machine Tools Limited, or HMT
began in a small way to meet a big commitment -"To manufacture mother machines to
build modern industrial India".
1953 - 2000:
With the success achieved in the initial years in absorbing the technology and in
attaining production competence far ahead of the original plans, the Company launched a
bold plan of diversification and expansion which resulted in the duplication of the
Bangalore Unit and the setting up of new units at Pinjore, Kalamassery and Hyderabad.
In 1967, recession struck the Indian Engineering Industry and the consumption of
machine tools dipped drastically. The traumatic years of recession did indeed serve to
bring to the fore two latent strengths of HMT, namely, the urge to survive and the
confidence to innovate. With these strengths at full play, the Company emerged from the
recession - with the world's widest range of machine tools and associated services under a
single corporate entity.
With action plans firmly launched for diversification into Presses and Press
Brakes, Printing Machines, Die Casting and Plastic Injection Moulding Machines, that
were considered to have economic cycles that are different from those of machine tools,
with export markets of enormous potential under active development.

28
 During 1970s, HMT took over Machine Tool Corporation at Ajmer as its sixth
machine tool unit. Consequent to the wide diversification, in September,1978 , the
company dropped the name Hindustan Machine Tools Limited and instead adopted the
acronym "HMT" itself as its name, and thus the company came to be known as HMT
Limited.
During the"1980s, HMT, as a part of vertical integration efforts, launched units to
manufacture :
arrow CNC Systems at Bangalore
arrow Ball screws at Bangalore
The"1990s witnessed the formation of Central Reconditioning Division at Bangalore, and
formation of the Machine Tool Business Group as part of business reorganisation, along
with other groups such as Watches, Tractors and Industrial Machinery within the
company, HMT Limited.
The new millennium
In the year 2000, the various diversified businesses of the Company were
reorganized into separate subsidiaries and thus in April,2000 HMT Machine Tools
Limited was born as a wholly-owned subsidiary of the holding company, HMT Limited
along with other subsidiaries i.e. HMT Watches Limited, HMT Chinar Watches Limited,
HMT International Limited, HMT Bearings Limited.
The holding company, HMT Limited, retains and directly operates the Tractors Business.
The Machine Tools Subsidiary, head-quartered at Bangalore, initially had 5
manufacturing units located at Bangalore (Karnataka), Kalamassery (Kerala), Hyderabad
(Andhra Pradesh), Ajmer (Rajastan) and Pinjore (Haryana). Later, Praga Tools Limited
(PTL), Hyderabad, which was another subsidiary of HMT Limited, was merged with
HMT Machine Tools Limited (HMTMTL), and became the 6th Manufacturing Unit of
the latter. These units are named as MBX , MTK , MTH , MTA , MTP , PTH.

29
Corporate structure
1953 Hindustan Machine Tools Limited - 1978 HMT Limited - 2000 HMT
Machine Tools limited

Organization

Corporate vision:
To Be a Manufacturing Solution Provider of international Repute,
Offering Best of Products & Services
with Contemporary Technologies
for Customers’ ultimate delight.
Corporate Mission:
 To be a key source of :Technology for Excellence" in the field of metal cutting /
metal forming.
 To provide 'High quality cost competitive solution' for entire manufacturing
Industry on 'One stop shop' basis.
 To provide sustained support to all of strategic sectors.

30
  To exceed customers’ expectations through continuous innovation.
 To provide leadership & direction in the manufacturing sector for the overall
industrial growth of nation.
Corporate Objectives:
 To achieve a growth percentage above the industrial average of machine tool
sectors within 5 years.
 Focus and aim for achieving positive gross margin in year 2013-14.
 To achieve sustained growth in the earnings of the company on behalf of
shareholders.
 Focus on to achieve 80% capacity utilization of facilities and resources by 2017-
18 from present level of 61%.
 Introduce at least one new product by each unit every year with contemporary
technologies through In-house R & D, Joint Partnerships, Sourcing and
Acquisitions.
 Achieve higher productivity through up gradation modernization, reduction in
rejection & rework, value engineering, waste elimination, developing alternative
source and Effective Financial Planning and Control.
 To achieve a sales turnover of per employee from Rs 6.67 L (2011-12) to Rs 26 L
by 2017-18.
Corporate Goals:
 To be a Rs 1000 Cr. Company by 2020 with Miniratna status.
Quality Policy:
To maintain quality leadership in all our products & services.
Total Customer Satisfaction through Quality Goods and Services.
Commitment of management to Quality.
To create a culture amongst all employees towards total quality concepts.
Total quality through Performance Leadership.

31
Corporate strength

32
 THEORETICAL FRAMEWORK
This new millennium is witnessing intense competition which is profoundly
impacting the business environment. The emerging new economy, in which services,
communications and information technologies play a significant role, has created new
avenues for developing countries endowed with skilled workers. Competition among
business houses is high due to fast track innovations, shorter product cycles, and ever fast
changing markets due to varies demands of the customers. Liberalization across border
has also taken place moving towards globalization. 1Today’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 (Kondratuk, Tammy B.; Hausdorf, Peter A.; Korabik, Karen &
Rosin, Hazel M).Under such circumstances talent retention has become a big problem for
the business and organizations (Bhardwaj,Sharma,2010). The uncertainties of a changing
economy, 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.2 The reason being that in a world where technologies , processes and products
are quickly duplicated by the competitors , and the pace of change and level of
competition are constantly increasing , people are the key to the most reliable resources
of advantage – better service , increased responsiveness , stronger customer relationships
, and the creativity and innovations that keep a company one step ahead. 3Within the
resource based view ( RBV ) , Researchers assumed that the firm is a pool of hard- to-
copy resources and capabilities ( Conner 1991) and those discrepancies in size
distribution and competitiveness of firms occur from their distinctive capabilities to build
up , expand and organize those resources and capabilities to create and apply value –
enhancing strategies ( Amit and Shoemaker , 1993 ; Barney , 1991 ; Peteraf , 1993;
Conner . 1991 ). 4 These develop organizational capabilities which are 1) static
capabilities to consistently outperform rivals at any given point in time 2) dynamic
capabilities that enable a firm to improve its performance In an environment of rapid
growth, globalization and expansion, the pressure to attract and retain outstanding

33
employees has become a scary reality for most of the organizations. The new-age
economies, with their attendant paradigm shifts in human capital management, have
placed a heavy demand on today’s organizations and retention is emerging as a key
business concern for organizations.5 Talent pool management is the most challenging
area to any organization. The challenge of finding, attracting developing and retaining the
right talent is taking up a major part of management and once the right talent is found the
next demanding job is to retain that talent. It is turning into a bigger issue than attracting
talent. The annual retention rate is 20-30 per cent (reduction in the number of employees
through retirement, resignation or death) across industries in India. It is as high as 44 per
cent in BFSI (banking, financial services and insurance) vertical and 35 per cent in BPO
(business process outsourcing). Employee Turnover or Attrition - People leave the
organizations for various reasons at crucial points. This process is normally known as
employee turnover or attrition. 6 Turnover is defined by (Campion, 1991)” as an
individual motivated choice behavior “which leads an employee to leave the organization
for other opportunities. Macy and Mirvis (1983) defined employee turnover as the
movement of employee beyond the boundary of the organization. Bluedorn (1982)
defined withdrawal as a reduction of employees ‘socio psychological attraction to or
interest in the work organization. Companies around the globe are really concerned about
the staff attrition which costs significantly to almost most of the organizations today.
Attrition signifies the shifting of the workplace in and out of an enterprise..

34
 DATA ANALYSIS AND INTERPRETATION
Analysis:
Analysis is classifying and rearranging the raw data to arrive at meaningful
interpretation.
Interpretation:
Interpretation is essential because it brings the outcome of the analysis into
forefront.
 It is through interpretation that the researcher can understand the abstract
principles that work beneath his founds. Through this he can linkup the same
abstract with those of other studies having the same abstract principle.
 Interpretation leads the establishment of explanatory concepts that can serve as a
guide for tutor research studies.
 Research can appreciate only through interpretation which can make other to
understand of researcher finding a per project study. The data collect are analyzed
sing simple percentage tool as the against the total number of the respondents.
 The content analysis presented in the form of tables and charts.

Table no: 5.1

Age of the respondents
S. No Age No of Respondent Percentage
1 20 Years to 25 years 25 25
2 26 Years to 30 years 38 38
3 31 Years to 35 years 32 32
4 Above 36 Years 5 5
Total 100 100

Interpretation:
The above table shows that 25 percent of the respondents are between 20years to
25years of age, 38 percent of the respondents are between 26years to 30years, 32 percent
of the respondents are between 31years to 36years and 5 percent of the respondents are
between above 36years.
35
Inference:
Majority 38 percent of the respondents are between the age group of 26 – 30
years.
Chart no: 5.1

Age of the respondents

AGE

40
35
No of respondent

30
25
20
15
10
5
0
20 Years to 25 26 Years to 30 31 Years to 35 Above 36 Years
years years years

Age

36
 Table no: 5.2
Age and employee retention
CHI-SQUARE:
Chi-
Degree of
S. No Particular Value Square Inference
Freedom
Value
Age and Employee
1 36.944 3 7.815 Rejected
retention

H0 - there is no significant relationship between age and retention problem

H1 – there is a significant relationship between age and retention problem
CHI SQUARE:
Calculated value = 36.944
Degree of freedom =3
Table value = 7.815
Significant level = significant level of 5%

Interpretation:
The above table shows that the calculated value of chi square is greater than the
table value. Hence the null hypothesis is rejected so there is a significant relationship
between age and retention problem.

37
 Table no: 5.3
Gender of the respondents

S. No Gender No of Respondent Percentage

1 Male 64 64
2 Female 36 36
Total 100 100

Interpretation:
The above table shows that 64 percent of the respondents are male and 36 percent
of the respondents are female.
Inference:
Majority 64 percent of the respondents are male.

Chart no: 5.2

Gender of the respondents

GENDER

36%

Male
64%
Female

38
 Table no: 5.4
Marital status of the respondents
S. No Marital status No of Respondent Percentage
1 Married 73 73
2 Unmarried 24 24
3 Widow 3 3
Total 100 100

Interpretation:
The above table shows that 73 percent of the respondents are married, 24 percent
of the respondents are unmarried, and 3 percent of the respondents are widow.
Inference:
Majority 73 percent of the respondents are married.

Chart no: 5.3

Marital status of the respondents

MARITAL STATUS

80

70
No of the respondent

60

50

40

30

20

10

0
Married Unmarried Widow
Marital status

39
 Table no: 5.5
Marital status and employee retention
CHI-square:
Chi-
Degree of
S. No Particular Value Square Inference
Freedom
Value
Marital Status and
1 4.268 2 5.991 Accepted
Employee Retention

H0 - there is no significant relationship between marital status and retention

problem.
H1 – there is a significant relationship between marital status and retention
problem.
CHI square:
Calculated value = 4.268
Degree of freedom =2
Table value = 5.991
Significant level = significant level of 5%
Interpretation:
The above table shows that the calculated value of chi square is less than the table
value. Hence the null hypothesis is accepted so there is no significant relationship
between marital status and retention problem.

Table no: 5.6

Family size of the respondents
S. No Family size No of Respondent Percentage
1 Nuclear 69 69
2 joint family 31 31
Total 100 100

40
Interpretation:
The above table shows that 55 percent of the respondents are from nuclear family,
and 45 percent of the respondents are joint family.
Inference:
Majority 69 percent of the respondents are the nuclear family.

Chart no: 5.4

Family size of the respondents

FAMILY SIZE

31%

Nuclear
join family

69%

Table no: 5.7

Monthly salary of the respondents
S. No Monthly salary No of Respondent Percentage
1 Below 6000rs 8 8
2 6001rs to 12000rs 61 61
3 12001rs to 18000rs 27 27
4 Above 18001rs 4 4
Total 100 100

41
Interpretation:
The above table shows that 8 percent of the respondents are having below 6000rs
as monthly income, 61 percent of the respondents are as monthly income between 6001
to 12000, 27 percent of the respondents are between 12001 to 18000 as monthly income
and 4 percent of the respondents are between above 18001 as monthly income.
Inference:
Majority 61 percent of the respondents are between the 6001 to 12000 as monthly
income.

Chart no: 5.5

Monthly salary of the respondents

MONTHLY SALARY

70

60
No of the respondent

50

40

30

20

10

0
Below 6000rs 6001rs to 12001rs to Above 18001rs
12000rs 18000rs

Monthly salary

42
 Table no: 5.8
Education qualification of the respondents

S. No Education No of Respondent Percentage

1 Illiterate 2 2
2 Up to +2 61 61
3 Up to UG degree 18 18
4 Up to PG degree 7 7
5 Up to diploma 12 12
Total 100 100

Interpretation:
The above table shows that 2 percent of the respondents are illiterate, 61 percent
of the respondents are up to +2, 18 percent of the respondents are up to UG degree, 7
percent of the respondents are up to PG degree and 12 percent of the respondents are up
to diploma.
Inference:
Majority 61 percent of the respondents are the Education up to +2.

43
 Chart no: 5.6
Education qualification of the respondents

EDUCATION

70
60
No of the respondent

50
40
30
20
10
0
Illiterate Up to +2 Up to ug Up to pg Up to diploma
degree degree
Education

Table no: 4.9

Awareness of the organization
S. No Know about the organization No of Respondent Percentage
1 Friend 25 25
2 Relative 18 18
3 Neighbour 24 24
4 Nearby home 33 33
Total 100 100
Interpretation:
The above table shows that 25percent of the respondents are awareness of the
organization in friend, 18 percent of the respondents are awareness of the organization in
relative, 24 percent of the respondents are awareness of the organization in neighbour and
33 percent of the respondents are awareness of the organization in nearby home.

44
Inference:
Majority 33 percent of the respondents are awareness of the organization nearby
home.

Chart no: 5.7

Awareness of the organization

AWARENESS OF THE ORGANIZATION

35

30
No of the respondent

25

20

15

10

0
Friend Relative Neighbour Nearby home

Know about the organization

Table no: 4.10

Experience
S. No Experience No of Respondent Percentage
1 Below 2years 53 53
2 2 years to 4years 38 38
3 4years to 6years 8 8
4 Above 6years 1 1
Total 100 100

45
Interpretation:
The above table shows that 53 percent of the respondents are between below
2years experience, 38 percent of the respondents are between below 2years to 4years
experience, 8 percent of the respondents are between below 4years to 6yearsvexperience,
and 1 percent of the respondents are between above 6years experience.
Inference:
Majority 53 percent of the respondents are having the experiences below 2years.

Chart no: 5.8

Experience

EXPERIENCE
No of the respondent

60
50
40
30
20
10
0
Below 2years 2 years to 4years to Above 6years
4years 6years

Experience

Table no: 4.11

Motivation of the job
S. No Motivation of the job No of Respondent Percentage
1 Salary 31 31
2 Native of job 50 50
3 Reputation 19 19
Total 100 100

46
Interpretation:
The above table shows that 31 percent of the respondents are motivated by salary,
50 percent of the respondents are motivated by native of job, and 19 percent of the
respondents are motivated by reputation.
Inference:
Majority 50 percent of the respondents are motivated by native of job.

Chart no: 5.9

Motivation of the job

MOTIVATION OF THE JOB

60
No of the respondent

50
40
30
20
10
0
Salary Native of job Reputation

Motivation of the job

Table no: 4.12

Retention problems
S. No Retention problem No of Respondent Percentage
1 Yes 90 90
2 No 10 10
Total 100 100

Interpretation:
The above table shows that 90 percent of the respondents are have retention
problem, and 10 percent of the respondents are have no retention problem.

47
Inference:
Majority 90 percent of the respondents are the have retention problem.

Chart no: 5.10

Retention problems

RETENTION PROBLEMS

10%

Yes
No

90%

Table no: 4.13

Relationship with management
S. No Relationship with management No of Respondent Percentage
1 Strongly disagree 26 26
2 Disagree 36 36
3 Natural 30 30
4 Agree 7 7
5 Strongly agree 1 1
Total 100 100

48
Interpretation:
The above table shows that 26 percent of the respondents are strongly disagree in
good relationship with management, 36 percent of the respondents are disagree in good
relationship with management, 30 percent of the respondents are natural in good
relationship with management, 7 percent of the respondents are agree in good
relationship with management, and 1 percent of the respondent are strongly agree in good
relationship with management.
Inference:
Majority 36 percent of the respondents are disagreeing in relationship with
management.

Chart no: 5.11

Relationship with management

RELATIONSHIP WITH MANAGEMENT

40

35

30
No of the respondent

25

20

15

10

0
Strongly Disagree Natural Agree Strongly agree
disagree

Good relationship with management

49
 Table no: 5.14
Rewards & recognition
S. No Rewards And Recognition No of Respondent Percentage
1 Strongly disagree 32 32
2 Disagree 49 49
3 Natural 18 18
4 Agree 1 1
Total 100 100

Interpretation:
The above table shows that 32 percent of the respondents are strongly disagree in
rewards &recognition, 49 percent of the respondents are disagree in rewards
&recognition, 18 percent of the respondents are natural in rewards &recognition, 1
percent of the respondent are agree rewards &recognition.
Inference:
Majority 49 percent of the respondents are the disagree in Rewards and
Recognition.

50
 Chart no: 5.12
Rewards & recognition

REWARDS & RECOGNITION

50

45

40
No of the respondent

35

30

25

20

15

10

0
Strongly Disagree Natural Agree
disagree

Rewards & Recognition

Table no: 5.15

Infrastructure
S. No Infrastructure No of Respondent Percentage
1 Strongly disagree 9 9
2 Disagree 49 49
3 Neutral 38 38
4 Agree 4 5
Total 100 100

51
Interpretation:
The above table shows that 9 percent of the respondents are strongly disagree in
infrastructure, 49 percent of the respondents are disagree in infrastructure, 38 percent of
the respondents are between in infrastructure, and 4 percent of the respondents are agree
in infrastructure.
Inference:
Majority 49 percent of the respondents are disagreeing in infrastructure.

Chart no: 5.13

Infrastructure

INFEASTRUCTURE
No of the respondent

50
40
30
20
10
0
Strongly Disagree Neutral Agree
disagree

Infrastructure

Table no: 5.16

Work schedule
S. No Work Schedule No of Respondent Percentage
1 Strongly disagree 11 11
2 Disagree 42 42
3 Neutral 46 46
4 Agree 1 1
Total 100 100

52
Interpretation:
The above table shows that 11 percent of the respondents are strongly disagree in
work schedule, 42 percent of the respondents are disagree in work schedule, 46 percent of
the respondents are natural in work schedule, and 1 percent of the respondent are agree in
work schedule.
Inference:

Majority 46 percent of the respondents are having the work Schedule in neutral.

Chart no: 5.14

Work schedule

WORK SCHEDULE

50
45
40
No of the respondent

35
30
25
20
15
10
5
0
Strongly disagree Disagree Neutral Agree

Work schedule

53
 Table no: 5.17
Company policy
S. No Company policy No of Respondent Percentage
1 Strongly disagree 22 22
2 Disagree 45 45
3 Neutral 33 33
Total 100 100

Interpretation:
The above table shows that 22 percent of the respondents are strongly disagree in
company policy, 45 percent of the respondents are disagree in company policy, and 33
percent of the respondents are natural in company policy.
Inference:
Majority 45 percent of the respondents are disagreed with the company’s policies.

Chart no: 5.15

Company policy

COMPANY POLICY
50
45
No of the respondent

40
35
30
25
20
15
10
5
0
Strongly disagree Disagree Neutral

Company policy

54
 Table no: 5.18
Availability of promotion opportunity
S. No Promotion Opportunity No of Respondent Percentage
1 Strongly disagree 62 62
2 Disagree 29 29
3 Neutral 9 9
Total 100 100

Interpretation:
The above table shows that 62 percent of the respondents are strongly disagree in
promotion opportunity, 29 percent of the respondents are disagree in promotion
opportunity, and 9 percent of the respondents are natural in promotion opportunity.
Inference:
Majority 62 percent of the respondents are having the promotion opportunities in
strongly disagreed.

Chart no: 5.16

Availability of promotion opportunity

PROMOTION OPPORTUNITY

9%

29%
Strongly disagree
62% Disagree
Neutral

55
 Table no: 5.19
Job security
S. No Job security No of Respondent Percentage
1 Strongly disagree 78 78
2 Disagree 19 19
3 Neutral 3 3
Total 100 100

Interpretation:
The above table shows that 78 percent of the respondents are strongly disagree in
job security, 19 percent of the respondents are disagree in job security, and 3 percent of
the respondents are natural in job security.
Inference:
Majority 78 percent of the respondents are strongly disagreed with the job
securities.

Chart no: 5.17

Job security

JOB SECURITY

80
70
No of the respondent

60
50
40
30
20
10
0
Strongly disagree Disagree Neutral

Job security

56
 Table no: 5.20
Statutory benefit
S. No Statutory benefit No of Respondent Percentage
1 Strongly disagree 12 12
2 Disagree 52 52
3 Neutral 29 29
4 Agree 7 7
Total 100 100

Interpretation:
The above table shows that 12 percent of the respondents are strongly disagree in
statutory benefit, 52 percent of the respondents are disagree in statutory benefit, 29
percent of the respondents are natural in statutory benefit, and 7 percent of the
respondents are agree in statutory benefit.
Inference:
Majority 52 percent of the respondents are disagreed with the statutory benefits.

Chart no: 5.18

Statutory benefit

STATUTORY BENEFIT

60
50
40
No of the respondent

30
20
10
0
Strongly Disagree Neutral Agree
disagree

Statutory benefit

57
 Table no: 5.21
Motivation of employees
S. No Motivation of employee No of Respondent Percentage
1 Strongly disagree 18 18
2 Disagree 40 40
3 Neutral 39 39
4 Agree 3 3
Total 100 100

Interpretation:
The above table shows that 18 percent of the respondents are strongly disagree in
motivation of employees, 40 percent of the respondents are disagree in motivation of
employees, 39 percent of the respondents are natural in motivation of employee, and 3
percent of the respondents are agree in motivation of employees.
Inference:
Majority 52 percent of the respondents are disagreed with the motivation of
employee.

58
 Chart no: 5.19
Motivation of employees

MOTIVATION OF EMPLOYEE

40
35
No of the respondent

30
25
20
15
10
5
0
Strongly Disagree Neutral Agree
disagree

Motivation of employees

Table no: 5.22

Rate of the appraisal system
S. No Appraisal system No of Respondent Percentage
1 Strongly disagree 23 23
2 Disagree 47 47
3 Neutral 30 30
Total 100 100

Interpretation:
The above table shows that 23 percent of the respondents are strongly disagree in
appraisal system, 47 percent of the respondents are disagree in appraisal system and 30
percent of the respondents are natural in appraisal system.
Inference:
Majority 47 percent of the respondents are disagreed with the appraisal systems.

59
 Chart no: 5.20
Rate of the appraisal system

APPRAISAL SYSTEM

50
45
40
No of the respondent

35
30
25
20
15
10
5
0
Strongly disagree Disagree Neutral

Rate of the appraisal system

Table no: 5.23

Opportunity to share your ideas at work

S. No Opportunity to share your ideas No of Respondent Percentage

1 Yes 20 20
2 No 80 80
Total 100 100

Interpretation:
The above table shows that 20 percent of the respondents are hard to share their
ideas, 80 percent of the respondents are does not have to share their ideas.

60
Inference:
Majority 80 percent of the respondents are having opportunities to share your
ideas at work no.

Chart no: 5.21

Opportunity to share your ideas at work

OPPORTUNITY TO SHARE YOUR IDEAS

20%

Yes
No

80%

Table no: 5.24

Attended any training programs
S. No Training programs No of Respondent Percentage
1 Yes 34 34
2 No 66 66
3 Total 100 100

Interpretation:
The above table shows that 34 percent of the respondents are percent attended
training program, 66 percent of the respondents are does not attended training program.
Inference:
Majority 52 percent of the respondents’ percent are the training program no.

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 Chart no: 5.22
Attended any training programs

TRAINING PROGRAMS

34%

Yes
66% No

Table no: 5.25

Career enhancement opportunities
S. No Career opportunities No of Respondent Percentage
1 Yes 17 17
2 No 83 83
3 Total 100 100

Interpretation:
The above table shows that 17 percent of the respondents are company provides
career enhancement opportunities for yes, and 83 percent of the respondents are do not
company provides career enhancement opportunities for no.
Inference:
Majority 26 percent of the respondents are between the career opportunities no.

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 Chart no: 5.23
Career enhancement opportunities

CAREER OPPORTUNITIES

17%

Yes
No

83%

Table no: 5.26

Reason for leave
S. No Reason for leave No of Respondent Percentage
1 marriage 19 19
2 Team fitment 23 23
3 Career opportunity 26 26
4 Others 32 32
Total 100 100

Interpretation:
The above table shows that 19 percent of the respondents are reason for leave
marriage, 23 percent of the respondents are reason for leave team fitment, 32 percent of
the respondents are reason for leave career opportunity, and 26 percent of the respondents
are reason for leave other reason.

63
Inference:
Majority 26 percent of the respondents are the reasons for leave career
opportunity.

Chart no: 5.24

Reason for leave

REASON FOR LEAVE

35
30
No of the respondent

25
20
15
10
5
0
marriage Team fitment Career Others
opportunity

Reason for leave

Table no: 5.27

Satisfied with the incentives
S. No Incentive No of Respondent Percentage
1 Yes 33 33
2 N0 67 67
Total 100 100

Interpretation:
The above table shows that 33 percent of the respondents are satisfied their
incentive, 67 percent of the respondents are does not satisfied their incentive,
Inference:
Majority 67 percent of the respondents are the statutory incentive no.
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 Chart no: 5.25
Satisfied with the incentives

No of Respondent

33%

Yes
67% N0

Table no: 5.27

Satisfied with the working hours
S. No Working hours No of Respondent Percentage
1 Yes 19 19
2 No 81 81
Total 100 100

Interpretation:
The above table shows that 19 percent of the respondents are satisfied working
hours, and 81 percent of the respondents are does not satisfied working hours.
Inference:
Majority 81 percent of the respondents are satisfied working hours no.

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 Chart no: 5.26
Satisfied with the working hours

WORKING HOURS

19%

Yes
No

81%

Table no: 5.29

Satisfied with the benefit offered by the organization

Benefit offered by the

S. No No of Respondent Percentage
organization
1 Yes 20 20
2 No 80 80
Total 100 100

Interpretation:
The above table shows that 20 percent of the respondents are satisfied benefit
offered by the organization, and 80 percent of the respondents are does not satisfied
benefit offered by the organization.
Inference:
Majority 80 percent of the respondents are the not benefit offered by the
organization.

66
 Chart no: 5.27
Satisfied with the benefit offered by the organization

BENEFIT OFFERED BY THE

ORGANIZATION

20%

Yes
No

80%

Table no: 5.30

Participation in during holidays
S. No Participation in holidays No of Respondent Percentage
1 Not at all 54 54
2 Not much involved 24 24
3 Neutral 20 20
4 Involved 2 2
Total 100 100

Interpretation:
The above table shows that 24 percent of the respondents are not at all in
participation in holidays, 54 percent of the respondents are not much involved in
participation in holidays, 20 percent of the respondents are neutral in participation in
holidays, and 2 percent of the respondents are involved in participation in holidays.
Inference:
Majority 52 percent of the respondents are the participation in holidays not at all.

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 Chart no: 5.28
Participation in during holidays

PARTICIPATION IN HOLIDAYS

60
No of the respondent

50

40

30

20

10

0
Not at all Not much Neutral Involved
involved

Participation in holidays

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 FINDING
Majority 38 percent of the respondents are between the age group of 26 – 30
years.
Majority 64 percent of the respondents are male.
Majority 73 percent of the respondents are married.
Majority 69 percent of the respondents are the nuclear family.
Majority 61 percent of the respondents are between the 6001 to 12000 as monthly
income
Majority 61 percent of the respondents are the Education up to +2.
Majority 33 percent of the respondents are awareness of the organization nearby
home.
Majority 53 percent of the respondents are having the experiencesbelow 2years.
Majority 50 percent of the respondents are motivated by native of job.
Majority 90 percent of the respondents are the have retention problem.
Majority 36 percent of the respondents are disagreeing in relationship with
management.
Majority 49 percent of the respondents are the disagree in Rewards and
Recognition.
Majority 49 percent of the respondents are disagreeing in infrastructure.
Majority 46 percent of the respondents are having the work Schedule in neutral.
Majority 45 percent of the respondents are disagreed with the company’s policies.
Majority 62 percent of the respondents are having the promotion opportunities in
strongly disagreed.
Majority 78 percent of the respondents are strongly disagreed with the job
securities.
Majority 52 percent of the respondents are disagreed with the statutory benefits.
Majority 52 percent of the respondents are disagreed with the motivation of
employee.
Majority 47 percent of the respondents are disagreed with the appraisal systems.
Majority 80 percent of the respondents are having opportunities to share your
ideas at work no.

69
Majority 52 percent of the respondents’ percent are the training program no.
Majority 26 percent of the respondents are between the career opportunities no.
Majority 26 percent of the respondents are the reasons for leave career
opportunity.
Majority 67 percent of the respondents are the statutory incentive no.
Majority 81 percent of the respondents are satisfied working hours no.
Majority 80 percent of the respondents are the not benefit offered by the
organization.
Majority 52 percent of the respondents are the participation in holidays not at all.

70
 SUGGESTIONS:
Retaining key personnel is critical to long term success of an organization. A
Retention Strategy has become essential if your organization is to be productive over
time and can become an important part of your hiring strategy by attracting the best
candidates. In fact, some companies do not have to recruit because they receive so many
qualified unsolicited submissions due to their history of excellence in employee retention.
How do you get your employees to "fall in Love" with your organization? This is a great
question. Some of the suggestions for this can be summarized as follows:
 The company should provide better motivations to the employees. So that
improves the satisfaction of the employees.
 The company should maintain a good relationship with the employees that help to
improve their production.
 The company want to change their work schedule and policies of their
organisation
 The company should also develop their infrastructure facility of their
organisation.
 The company want to reduce their employee retention problem and provide
promotion offers to their employees
 The company should provide job security and statutory benefits to their
employees.
 The company should provide training programs for their employees
 The company should provide career opportunities to the employees.
 The company should provide proper incentives to the employees
 The company should maintain proper work timings for the employees and should
main a proper attendance of the employees.
 The company should provide other benefits properly to the employees.
 The company should provide Rewards and Recognition to the employees.
 The company should provide promotions opportunities to the employees.

71
 CONCLUSION
The research has a humble attempt in identifying the causes of employee retention
and come up with a few suggestions. HMT Machine Tools in Hyderabad exists a high
level of employee retention.
So, the management has simply to concretize people and live them alone with an
environment in which they find it possible it behave appropriately, identify the problem,
appreciate the need to resolve it, identify the factors and contributing to the problem and
behave in ways that would either eliminate the casual variables or reduce their influence
on the problems. Though slow, the process of concretization is sure to produce the
desired results conducted in proper ways.
Employees comprise the most vital assets of the company. In a work place where
employees are not able to use their full potential and not heard and valued, they are likely
to leave because of stress and frustration. They need transparent work environment to
work in. In a transparent environment where employees get a sense of achievement and
belongingness, where they can best utilize their potential and realize their skills. They
love to be the essential part of such organization and the company is benefited with a
stronger, reliable work-force harboring bright new ideas for its growth.

72
 BIBLIOGRAPHY
Reference books:
1. Kothari.C.R, Research Methodology methods and Techniques, Wishwa
prakashan.
2. Prof.Memoriya, Personnel management, Narayan Publications.
3. RAO VSP, Human Resource Management, Anurag Jain.
4. Tripathi.P.C, Human Resource Development, Sultan Chand and Sons.
5. Taylor Stephen, The Employee Retention Handbook, The Cromwell Press.
Reference Articles:
1. Biswas.S.N, Indian Journal of individuals, Institute of Management, Volume-5,
Issue-2, and February 1994.
2. Manikandan.P, HRM Review, The ICFAI University, Volume-3, Issue-5, and
March 2007.
3. Venkat.R.K, Management and Labour Studies, Institute of Management,
Volume-3, Issue-2, and July 1997.
4. Philips J. J, Managing Employee Retention- A Strategic Accountability
Approach, Elsevier Butterworth Hethemann Publications, Volume-5, Issue-2,
and 1998.
5. Arthur, Effects of human resource systems on manufacturing performance
and turnover, Academy of Management Journal, Volume-2, Issue-3, and June
2005.

73