CHAPTER 1-INTRODUCTION

INTRODUCTION TO PRIVATE SECTOR BANKS

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The private-sector banks in India represent part of the Indian banking sector that is made up
of both private and public sector banks. The "private-sector banks" are banks where greater
parts of stake or equity are held by the private shareholders and not by government. Banking
in India has been dominated by public sector banks since the 1969 when all major banks were
nationalised by the Indian government. However since liberalisation in government banking
policy in 1990s, old and new private sector banks have re-emerged. They have grown faster
and bigger over the two decades since liberalisation using the latest technology, providing
contemporary innovations and monetary tools and techniques. Theprivate sector banks are
split into two groups by financial regulators in India, old and new. The old private sector
banks existed prior to the nationalisation in 1969 and kept their independence because they
were either too small or specialist to be included in nationalisation. The new private sector
banks are those that have gained their banking license since the liberalisation in the 1990s.

History And Evolution

Private-sector banks have been functioning in India since the very beginning of the banking
system. Initially, during 1921, the private banks like bank of Bengal, bank of Bombay and
bank of Madras were in service, which all together formed Imperial Bank of India. Reserve
Bank of India (RBI) came in picture in 1935 and became the centre of every other bank
taking away all the responsibilities and functions of Imperial bank. Between 1969 and 1980
there was rapid increase in the number of branches of the private banks. In April 1980, they
accounted for nearly 17.5 percent of bank branches in India. In 1980, after 6 more banks were
nationalised, about 10 percent of the bank branches were those of private-sector banks. The
share of the private bank branches stayed nearly same between 1980 and 2000. Then from the
early 1990s, RBI's liberalisation policy came in picture and with this the government gave
licences to a few private banks, which came to be known as new private-sector banks. There
are two categories of the private-sector banks: "old" and "new".

The old private-sector banks have been operating since a long time and may be referred to
those banks, which are in operation from before 1991 and all those banks that have
commenced their business after 1991 are called as new privatesector banks. Housing
Development Finance Corporation Limited was the first private bank in India to receive
license from RBI as a part of the RBI's liberalization policy of the banking sector, to set up a
bank in the private-sector banks in India. Historically, the private sector banks played a
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crucial role in the growth of joint stock banking in India. The first half of the 20th century
witnessed phenomenal growth of private sector banks. As a result in 1951, there were 566
private banks of which 474 were non-scheduled and 92 scheduled classified on the basis of
their capital size. The role of private sector banking started declining when the Government
of India entered banking business with the establishment of State Bank of India in 1955 and
subsequently two rounds of bank nationalization one in July 1969 (14 major banks), another
in April 1980 (takeover of 6 banks). Consequently, the presence of public sector banks has
increased. At present, there are 32 private banks comprising of 24 old banks, which existed
prior to 1993-94 and eight new private banks, which were established during 1993- 94 and
onwards after the RBI announced guidelines in January 1993 for establishment of new banks
in private sector following the recommendations of Narasimham Committee-I (1991).
Compared to New private sector banks, the old banks are smaller in size. For example, at end
March 2000, the average net worth of the 24 Old Private Banks (OPBs) was Rs.179.67 Crore
per OPB compared to that of the New Private Bank (NPB) at Rs. 479.88 Crore per NPB. The
OPBs are essentially regional in character although some of them have scattered presence in
areas other than in and around the areas of their origin. The number of branches of the NPBs
was 999 at end March 2003, while those of OPBs 3491. The NPBs are extremely cautious in
expanding their branch network and business because their managers, mostly drawn from the
public sector banks know very well the ills of unbridled expansion of branches by public
sector banks in the post-nationalization era. The Narasimham Committee-I, that advocated
competition in the banking industry, made unequivocal recommendation to allow private and
foreign banks into the industry. Acting on the recommendations of the committee, the RBI
laid down guidelines for the establishment of the private sector banks on January 1993. The
guidelines prescribed that the private banks should be established as public limited companies
under the Indian Companies Act: 1956. The paid-up capital shall not be less than Rs. 100
Crore. The new guidelines issued in 2001 raised the minimum paid-up capital to Rs. 200
Crore, which shall be enhanced to Rs. 300 Crore within three years after the commencement
of business. The promoters' share shall not be less than 40 per cent and the voting right of a
shareholder shall not exceed 10 percent. The new banks should avoid shortcomings such as
unfair concentration of credit, cross-holding of industrial groups, etc. Those banks which
intent to establish main office in a centre where no banking is having such office is to be
preferred. These banks are required to observe priority sector lending targets as applicable to
other domestic banks. The guidelines aim at ensuring that the new entrants are ab initio

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financially viable and technologically up-to-date While granting approvals for OPBs, one of
the considerations before the RBI was that the new banks would start functioning in a
professional manner giving clear signals to the effect that would improve the image of
commercial banking system and give confidence to the depositing public. Accordingly, nine
banks were set-up in private sector including some by development financial institutions.
Prominent among them are ICICI Bank, GTB, HDFC and IDBI bank. Another interesting
development was merger of some banks. Bareily Corporation Ltd merged with Bank of
Baroda in 1999, Times Bank merged with HDFC Bank in 1996, Bank of Madura Ltd merged
with ICICI bank in 2001 and Nedungadi Bank Ltd merged with Punjab National Bank in
2003. With regard to branch expansion, banks attaining capital adequacy norms and
prudential accounting standards can set up new branches without the prior approval of RBI.
Banks have the freedom to rationalize their existing branch network by relocating branches,
opening of specialized branches, spinning off business, setting up of controlling offices, etc.
In terms of size, there are Goliaths and Davies among the banks. On one extreme, there is the
omnipresent big bank like the SBI (Public Sector Bank) with 9017 branches. On other
extreme, there is the small private sector bank; the Ganesh Bank of Kurundwad Ltd. located
in an obscure town in Maharashtra operating with only 30 branches. The youngest bank is the
United Bank of India established in 1950. It has been struggling to improve its market share.
The Benares State Bank Ltd. is the oldest Bank established in 1871 in the holy city of
Varanasi. It remained smaller in size compared to the youngest NPBs. The Bharat Overseas
Bank Ltd, which came into being in 1973‘s is the only private bank having a branch abroad.
Between the two extremes, there are 21 banks, which are regional in character and operate
with different levels of efficiency.

The New Private Sector Banks started publishing balance sheets since 1995-96. In that year
the share of OPBs in total assets was 6.2 per cent while that of NPBs was 1.4 per cent. The
NPBs had improved their market share to 5.3 per cent by 1999-2000 at the cost of PSBs. The
share of private sector banks in the total number of branches in 1992-93 was only 8.33
percent. In 2002-03, the share of private sector banks in total bank branches is 8.75 percent.
Types of Private sector banks:
Private sector banking is a type of banking process that involves financial institutions which
are primarily owned and operated by private individuals and business organizations rather
than by a government entity.There are types of Private banks in India;
a. Old generation private banks.
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b. New generation private banks
c. Co-operative banks
(i) Old Generation Private Banks:
The banks, which were not nationalized at the time of bank nationalization that took place
during 1969 and 1980‘s are known to be the old private-sector banks. These were not
nationalized, because of their small size and regional focus. Most of the old private-sector
banks are closely held by certain communities their operations are mostly restricted to the
areas in and around their place of origin. Their Board of directors mainly consist of locally
prominent personalities from trade and business circles. One of the positive points of these
banks is that, they lean heavily on service and technology and as such, they are likely to
attract more business in days to come with the restructuring of the industry round the corner.

List of the old private-sector banks in India:

1. Bank of Rajasthan Ltd.
2. Catholic Syrian Bank Ltd.
3. City Union Bank Ltd.
4. Dhanalakshmi Bank Ltd.
5 Federal Bank Ltd.
6. ING Vysya Bank Ltd.
7. Jammu and Kashmir Bank Ltd.
8. Karnataka Bank Ltd.
9. Karur Vysya Bank Ltd.
10. Lakshmi Vilas Bank Ltd.

(ii) New Generation Private-Sector Banks

The banks, which came in operation after 1991, with the introduction of economic reforms
and financial sector reforms are called "new private-sector banks". Banking regulation act
was then amended in 1993, which permitted the entry of new private-sector banks in the
Indian banking s sector. However, there were certain criteria set for the establishment of the
new private-sector banks, some of those criteria being:
1. The bank should have a minimum net worth of Rs. 200 Crores.
2. The promoters holding should be a minimum of 25% of the paid-up capital.

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3.Within 3 years of the starting of the operations, the bank should offer shares to public and
their net worth must increased to 300 crores.

List of the new private-sector banks in India

1. Bank of Punjab Ltd. (since merged with Centurian Bank)
2. Centurian Bank of Punjab (since merged with HDFC Bank)
3. Development Credit Bank Ltd.
4. HDFC Bank Ltd.
5. ICICI Bank Ltd.
6. IndusInd Bank Ltd.
7. Kotak Mahindra Bank Ltd.
8. Axis Bank (earlier UTI Bank)
9. Yes Bank Ltd.

Functions of Private sector banks:

The private sector banks play a vital role in the Indian economy. They indirectly motivate the
public sector banks by offering a healthy competition to them. The following are their
functions:
(i) Offering high degree of Professional Management:
The private sector banks help in introducing a high degree of professional management and
marketing concept into banking. It helps the public sector banks as well to develop similar
skill and technology.
(ii) Creates healthy competition:
The private sector banks provide a healthy competition on general efficiency levels in the
banking system.
(iii) Encourages Foreign Investment:
The private sector banks especially the foreign banks have much influence on the foreign
investment in the country
(iv) Helps to access foreign capital markets:
The foreign banks in the private sector help the Indian companies and the government
agencies to meet out their financial requirements from international capital markets. This
service becomes easier for them because of the presence of their head offices/other branches

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in important foreign centres. In this way they help a large extent in the promotion of trade and
industry in the country.
(v) Helps to develop innovation and achieve expertise:
The private sector banks are always trying to innovate new products avenues (new schemes,
services, etc.) and make the industries to achieve expertise in their respective fields by
offering quality service and guidance. They introduce new technology in the banking service.
Thus, they lead the other banks in various new fields. For example, introduction of
computerised operations, credit card business, ATM service, etc. The commercial banks
serve as the king pin of the financial system of the country. They render many valuable
services. The important functions of the Commercial banks can be explained with the help of
the following chart.
Primary Functions
The primary functions of the commercial banks include the following:
A. Acceptance of Deposits
1. Time Deposits:
These are deposits repayable after a certain fixed period. These deposits are not withdrawn
able by cheque, draft or by other means. It includes the following.
(i) Fixed Deposits:
The deposits can be withdrawn only after expiry of certain period say 3 years, 5 years or 10
years. The banker allows a higher rate of interest depending upon the amount and period of
time. Previously the rates of interest payable on fixed deposits were determined by Reserve
Bank. Presently banks are permitted to offer interest as determined by eachbank. However,
banks are not permitted to offer different interest rates to different customers for deposits of
same maturity period, except in the case of deposits of Rs. 15 lakhs and above. These days
the banks accept deposits even for 15 days or one month etc. In times of urgent need for
money, the bank allows premature closure of fixed deposits by paying interest at reduced
rate. Depositors can also avail of loans against Fixed Deposits. The Fixed Deposit Receipt
cannot be transferred to other persons.
(ii) Recurring Deposits:
In recurring deposit, the customer opens an account and deposit a certain sum of money every
month. After a certain period, say 1 year or 3 years or 5 years, the accumulated amount along
with interest is paid to the customer. It is very helpful to the middle and poor sections of the

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people. The interest paid on such deposits is generally on cumulative basis. This deposit
system is a useful mechanism for regular savers of money.
(iii) Cash Certificates:
Cash certificates are issued to the public for a longer period of time. It attracts the people
because its maturity value is in multiples of the sum invested. It is an attractive and high
yielding investment for those who can keep the funds for a long time. It is a very useful
account for meeting future financial requirements at the occasion of marriage, education of
children etc. Cash certificates are generally issued at discount to face value. It means a cash
certificate of Rs. 1, 00,000 payable after 10 years can be purchased now, say for Rs. 20,000.
2. Demand Deposits:
These are the deposits which may be withdrawn by the depositor at any time without
previous notice. It is withdraw able by cheque/draft. It includes the following:
(i) Savings Deposits: The savings deposit promotes thrift among people. The savings
deposits can only be held by individuals and non-profit institutions. The rate of interest paid
on savings deposits is lower than that of time deposits. The savings account holder gets the
advantage of liquidity (as in current a/c) and small income in the form of interests. But there
are some restrictions on withdrawals. Corporate bodies and business firms are not allowed to
open SB Accounts.
(ii) Current Account Deposits:
These accounts are maintained by the people who need to have a liquid balance. Current
account offers high liquidity. No interest is paid on current deposits and there are no
restrictions on withdrawals from the current account. These accounts are generally in the case
of business firms, institutions and cooperative bodies. Nowadays, banks are designing and
offering various investment schemes for deposit of money. These schemes vary from bank to
bank. It may be stated that the banks are currently working out with different innovative
schemes for deposits. Such deposit accounts offer better interest rate and at the same time
withdraw able facility also.
B. Advancing of Loans
The commercial banks provide loans and advances in various forms.They are given below:
1. Overdraft:
This facility is given to holders of current accounts only. This is an arrangement with the
bankers thereby the customer is allowed to draw money over and above the balance in his/her
account. This facility of overdrawing his account is generally pre-arranged with the bank up
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to a certain limit. It is a short-term temporary fund facility from bank and the bank will
charge interest over the amount overdrawn. This facility is generally available to business
firms and companies.
2. Cash Credit:
Cash credit is a form of working capital credit given to the business firms. Under this
arrangement, the customer opens an account and the sanctioned amount is credited with that
account. The customer can operate that account within the sanctioned limit as and when
required. It is made against security of goods, personal security etc.
3. Discounting of Bills:
Discounting of Bills may be another form of bank credit. The bank may purchase inland and
foreign bills before these are due for payment by the drawer debtors, at discounted values,
i.e., values a little lower than the face values. The Banker's discount is generally the interest
on the full amount for the unexpired period of the bill. The banks reserve the right of debiting
the accounts of the customers in case the bills are ultimately not paid, i.e., dishonored. The
bill passes to the Banker after endorsement. Discounting of bills by banks provide immediate
finance to sellers of goods. This helps them to carry on their business. Banks can discount
only genuine commercial bills i.e., those drawn against sale of goods on Credit. Banks will
not discount Accommodation Bills.
4. Loans and Advances:
It includes both demand and term loans, direct loans and advances given to all type of
customers mainly to businessmen and investors against personal security or goods of
movable or immovable in nature. The loan amount is paid in cash or by credit to customer
account which the customer can draw at any time. The interest is charged for the full amount
whether he withdraws the money from his account or not. Short-term loans are granted to
meet the working capital requirements where as long-term loans are granted to meet capital
expenditure. Previously interest on loan was also regulated by RBI. Currently, banks can
determine the rate themselves. Each bank is, however required to fix a minimum rate known
as Prime Lending Rate (PLR).
5. Housing Finance:
Nowadays the commercial banks are competing among themselves in providing housing
finance facilities to their customers. It is mainly to increase the housing facilities in the
country. State Bank of India, Indian Bank, Canara Bank, Punjab National Bank, has formed
housing subsidiaries to provide housing finance. The other banks are also providing housing

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finances to the public. Government of India also encourages banks to provide adequate
housing finance. Borrowers of housing finance get tax exemption benefits on interest paid.
Further housing finance up to Rs. 5 lakh is treated as priority sector advances for banks. The
limit has been raised to Rs. 10 lakhs per borrower in cities.
6. Educational Loan Scheme:
The Reserve Bank of India, from August, 1999 introduced a new Educational Loan Scheme
for students of full time graduate/post-graduate professional courses in private professional
colleges.
Secondary Functions
A. Agency Functions
Agency functions include the following:
(i) Collection of cheques, dividends, and interests
(ii) Payment of rent, insurance premiums
(iii) Dealing in foreign exchange
(iv) Purchase and sale of securities
(v) Act as trustee, executor, attorney, etc
(vi) Act as correspondent
(vii) Preparations of Income-Tax returns
B. General Utility Services
The General utility services include the following:
(i) Safety Locker facility
(ii) Payment Mechanism or Money Transfer
(iii) Traveller cheques
(iv) Circular Notes or Circular Letters of Credit
(v) Letters of Credit
(vi) Provides Trade Information
(vii) ATM facilities
(viii) Credit cards
(ix) Accepting Bills
(x) Accepting Bills

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ATTRITION
A reduction in the number of employees through retirement, resignation or death is called
Attrition. Attrition is also called total turnover or wastage rate. Attrition is the function of
demand and supply. The industry has continuous demand of experienced employees and
globalization has created the need of fresh talent for incorporating new ideas. The demand
comes from the growth of the industry and the policy of the company. These two things
decide whether there is a demand of fresher or experienced employees.
On the other hand, the supply comes from the educational institutions and the market. The
supply from the educational institutions is enough to meet the demands of the various
industries but there is a lack of experienced people in the industry, which in turn has created
an imbalance.
The objective of our research is to explain the transition from retention to termination states
of behavior and to obtain a better understanding of the process by which the transition occurs.
This study examines one such mechanism called employee attrition.Analyzing the sample of
277 left out employees who left at different levels in the organizational hierarchy from
various public sector companies. We are trying to infer a pattern in career growth
opportunities within the organization that may have influenced the labour turnover of these
various firms. This may lead to inferences on ways to prevent employee attrition to certain
extent by adopting measures for retention of employees. We can use these findings for other
organizations also.
Why employees leave?
Most employees leave their work for reasons other than money - and an organization can
correct these reasons. Most leaving employees seek opportunities that allow them to use and
develop their skills. Leaving employees want more meaning in their work ... they often
indicate that they want to use their qualities and skills in challenging teamwork led by
capable leaders.
 Hourly employees notice whether they are treated with respect, have capable management
and interesting work
 Clerical employees voice concerns such as "type of work," "use of skills and abilities"
and "opportunities to learn"
 Professional employees cite concerns about "supervisory coaching and counseling,"
"company direction" and interesting work
 Managerial staff cite "career growth" and "leadership" as the major factors that influence

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their decisions to stay or leave, together with "opportunities for management" "ability of top
management" "use of skills and abilities" and "work/family balance"
Importance of Studying Attrition
Attrition rate is increasing day by day and its especially the software industry which is
affected the most. Why an Employee leaves a company is the question asked by most of the
employers. Companies even hire Private HR professionals to study the company's work and
find out why an employee is dissatisfied.
HR department does the recruiting of new employees and then send them for training so that
they can understand work and work culture and become better professionals. Each and every
company faces employee turnover problem whether big or small. An employee leaves his
present job for another job to get better pay package and good working conditions. Every
Company calculates Employee attrition rate and takes measures to reduce it. The facts and
figures are not made public as it may tarnish the image of the company in front of its own
employees and its loyal customers.
A survey conducted by us has found out that there are various reasons for Employee
Attrition.
1) Higher Pay Package in another company.
2). Good working Conditions.
3) Opportunities for growth in new company.
4) Change of Place problem.
5).A better Boss in new company.
6) Brand Image of the new company.
Employee attrition costs a lot to the company. There are various costs which are borne by the
company at the start when the employee is under training period. Costs such as –
1).Conveyance Cost.
2).Cost of lodging of the new employee.
3).Trainers cost.
4).Cost of venue where training will be conducted.
5).Materials to be supplied during training process.
A company has a training period of 3 to 6 months. During this time an employee is not
fruitful for the company. If an employee leaves the company when he starts working,
company suffers a big loss in terms of money as well as workforce. Every company takes
measures to hold the talented workforce by means of perks, Increments, Bonus and extra

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facilities. No one wants to lose good brains to their competitors.
Now the question is how to reduce employee attrition. What should a company do to hold on
the talent? There are various companies like TATA's and Reliance who do a lot to reduce
attrition rate. Flexible working conditions have been given to employees who have problem
working 10 – 5. Private hospitals for employees where they can get their regular health check
up done without spending much money. Free overseas tour once in a year when a target is
achieved. Few Companies are getting more and more work savvy and just want to get their
work done by hook or by crook. The mentality needs to be changed. Target for completion of
a work should be there but that should not hamper an employee’s personal life. Companies
should conduct various seminars on how to balance personal and professional life. A
employee can be productive if and only if his personal life is balanced. Make employees a
part of your work culture family and see the difference.

Kinds of Attrition
Voluntary attrition- Voluntary attrition takes place when the employee leaves the
organization by their own will. Pull factors like higher emoluments elsewhere, better
opportunities of growth and promotion etc are responsible for this kind of attrition.
Involuntary attrition- Involuntary attrition takes place when the employees leave the
organizations due to some negative forces or push factors like faulty promotion policy, biased
performance appraisal etc.
Compulsory attrition- It takes place due to the rules and regulations of the government
and that of the organization as well. It includes attrition taking place due to attaining the age
of retirement, completion of tenure etc.
Natural attrition- It takes place due to the causes and factors that are beyond the control
of the individual and organization as well. These factors may include end of life, insanity etc.
Causes of Attrition
Internal causes
These causes are pertaining to the internal environment of an organization. Therefore, they
are controllable.
Salary
• Insufficient salary
• Delay in payment
• No / delayed increment
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• Wage compression
Promotion
• Biased promotion
• No / delayed promotion
Transfer
• Forceful transfer
• Transfer to a place employee is not willing to go
Workplace Infrastructure & amenities
• lack of hygiene
• lack of basic facilities like water, canteen , etc
Task
• Monotony of Task
• Task – Labour Mismatch
• Team Issues
• Lesser Job Autonomy
Instability in leadership
Leading to confusion related to directions and commands which generate frustration among
the workforce
Lack of Flexibility
Lack of flexibility in timing, choice of task etc Introduction of new technology and
employees incompetency / unwillingness to learn and understand
Lack of Job Security
Fear of being expelled/ retrenched/terminated Faulty performance appraisal Underestimation
of performance Power distance & politics Communication gap between management and
workforce
External Causes
These are the causes which are beyond the control of an organization as they belong to the
external environment. These causes may be related to
• better pay
• chances of promotion
• better perks and
• more fringe benefits in other organizations

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Individual/Personal Causes
• End of life
• Marriage
• Pregnancy
• Shift of family
• Mental imbalance
• Over - sensitivity
• Wish to go abroad
• Self-employment
• Education
Effects of Attrition
Effect on Employer/ Organization
 Loss of productivity
 Loss of quality
 Increase in cost
 Cost of exit interview
 Cost of staffing
 Cost of Training
 Cost of administrative proceedings
Effect on Employee
 Stress from New Job
 Monetary Loss
 Effect on Career
 Effect on Family Life
 Loss of skill
Can Attrition have Positive Effect on the Organization?
Attrition is not always negative; it may have some positive results also. Some of the positive
results may include the following-
a. Advantages of new knowledge – New employees bring new knowledge; their
knowledge and skill may open new avenues for the organization.
b. Advantage of new technology- It will decrease the cost, thus the price of the final goods
or service will be cheaper; further leading to increase in demand and profits.
c. Introduction of new ideas – New ideas may help in increasing product line and product

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mix or they may become helpful in starting new joint – ventures and working in
collaboration.
d. Lesser negative impact of groupism – Sometimes the existing groups may be rigid or
the group members may be reluctant towards others, in such a case attrition of a group
member may be positive for the organization.
e. Reduction in surplus staff – It will lead to reduction in cost of maintaining the surplus
employees ultimately leading to total cost.
f. Chances of bringing in creativity & innovation – New workers may introduce a new
style of working, they can have their own methods and they may think differently, all this
will promote creativity and innovation in the organization.
g. Creation of a healthy and competitive environment in the organization- New
workforce may be more competitive, old employees may learn from them. They may get
inspired and compete with them.

1.2.4 Measures to Control Attrition

a) Corporate Social Responsibility (CSR) Towards Employees
It comprises a wide range of intrinsic and extrinsic rewards and motivation. It is concerned
with a humanitarian aspect towards the employees of the organization. It is the first and
foremost responsibility of an organization to take care of its employees‟ physical and mental
wellbeing. CSR towards employees encompasses all monetary and non- monetary aspects
.Monetary aspect includes reasonable remuneration, bonus, increment, HRA, post retirement
pension, etc while the non- monetary aspect may include congenial environment, fair
performance appraisal, recreational activities, learning and development. Both these aspects
are equally important while considering control on attrition.

b) Herzberg’s Two Factor Theory, CSR towards Employees & Attrition

Hertzberg Two-factor theory describes two factors (Herzberg, Fredrick 1968) -
Motivators –These factors are related to the intrinsic aspect of the job itself, such as
recognition, achievement, personal growth etc
Hygiene factors – these factors are related to the extrinsic aspect of the job such as salary,
fringe benefits, work conditions, status, job security etc.
Hygiene factors are essentials, they do not show direct contribution in productivity but their
absence certainly leads to decrease in production.
Motivators have a positive correlation with productivity; their presence results in increase in
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productivity and their absence leads to fall in the same.
Thus both these factors should be paid attention to boost the morale of the workers leading to
lesser attrition as morale and attrition have inverse relationship I. e. Higher the morale, lesser
will be the attrition and vice-versa.
c) Applying Emotional Intelligence
Emotional intelligence refers to the ability and capacity to know and control own emotions
and that of others in such a manner that the energies and potentials may be channelized in
appositive direction and utilized to enhance productivity. To develop emotional intelligence
one has to develop empathy and farsightedness. Following are some ways to apply emotional
intelligence to control attrition -
 Being proactive
 Lessening communication gap between management and workers
 Devising and communicating career and growth opportunities
 Using intrinsic motivation
 Understanding group dynamics
 Conducting motivational sessions for the employees
 Praising the employee publically but criticizing privately
 Developing a rapport with the workers

d) Flexibility
Flexibility is necessary for greater degree of co-ordination, ease and smoothness in the
organizational working. It is the demand of time as in the present context it has become very
difficult to manage talent. Undue strictness and rigidity is no more considered the obvious
right of the employer. Flexibility can be related to the following factors-
• Time
• Choice of task
• Transfer
• Targets
• Leaves
• Methods
• Place of work in the organization
• Number of breaks

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1.2OBJECTIVES OF THE STUDY
The main objectives of the study are:
1. To find out the study and various reasons behind employee attrition.
2. To identify the major problems faced by employees in the private banks which
lead to attrition.
3. To identify the main personal reasons which resulted in the resignation of the employees.
4. To study the major concern for an organisation after the employees quits.
5. To identify the present level of attrition rate among employees.

NEED

The brief study on review of literature revealed the fact that number of studies have been
carried out in the area of the attrition but in Indian context, still a wide gap exist in the
research field with particular stress on the same aspect. In order to fill the research gap the
need aroused to study the attrition of employees in private sector.

SCOPE
The scope of the study was limited private sector banks in jalandhar

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1.4RESEARCH METHODOLOGY
Research in common parlance refers to a search for knowledge. One can also define research
as a scientific and systematic search for information on specific topics. In fact, research is an
art of scientific investigation. Some people consider research as a movement from known to
unknown. In short the search for knowledge through objective and systematic method of
finding solution to a problem is research. The systematic approach covering generalization
and the formulation of a theory is also research. As such, the term “Research” refers to the
systematic method consisting of enunciation the problem, collecting the fast or data analyzing
the facts and reaching certain conclusion, either in the form of solution (s) towards the
concerned problem or in certain generation for some theoretical formulation.

1.4.1 RESEARCH DESIGN

A Research design is an arrangement of conditions for collecting and analysis of Data in
manner that aims to combine relevance of research purpose with economy in procedure. It is
conceptual structure within research is conducted.
The current research on employee satisfaction and quality of work life in private sector
companies is a descriptive research study
1.4.2SAMPLING DESIGN
A sample design is a defined plan for obtaining a sample from a given population. It refers to
the technique or the procedure the researches would adopt in selecting terms for the sample.
While developing the sampling design following aspects are covered.
Universe of the Studies: - The universe of the study includes the set of objects that are to be
covered under the research. In the current research, the employees of private banks are the
Universe of the study.
Sampling Technique: - Sampling technique is the technique that is used to draw sample out
of the population. In current research, Convenience Sampling Techniques has been used.
Sample Unit: - It consists of the individuals from where the information is collected. In
current research, the sample unit consists of the employees working in company.
Sample Size: - This refers to the number of items to be selected from the universe to
constitute a sample. In current research, 100 respondents are covered.

19
Sample Frame: - It consists of various sources from where information about the respondent
is extracted mainly personal links are used for getting information about the respondents.

1.4.3DATA COLLECTION AND ANALYSIS

Data Source: - These refer to the sources that are used for collecting the data. Mainly it
consists of two sources.
 Secondary Sources – These are the sources that are available for some other purpose
earlier. Out of secondary sources, mainly Company sources (trainer) and internets has
been used.
 Primary Sources – The questionnaire was used as a primary source for collecting the
information.
Tools of Analysis
In this study percentage has been used.
 
1.4LIMITATIONS OF THE STUDY
1. The respondents were limited and cannot be treated as the whole population.
2. The respondents may be biased.
3. The accuracy of indications given by the respondents may not be consider adequate
4. Inspite of precautions taken there are certain procedural and technical limitations.
5. Lack of sufficient time to exhaust the detail study of the above topic became a hindering
factor in my research.
6. Resources were limited.
7. Respondents are not willing to respond properly.

20
CHAPTER-COMPANY PROFILE

21
Akal Metal Works

Came into existence in the year 1971, Akal Metal Works has proved itself as one of the
prominent manufacturers, suppliers and exporters of a qualitative range of ferrous and non
ferrous metal, agricultural accessories, centrifugal pumps, sluice valves, Submersible Water
Pump, C.I. Bend, industrial valves, Non Ferrous Metal, Ferrous Metal, C I Bend, Non
Returning Valves, Centrifugal Pump Sets, Double Pulley Pump, Single Pulley Pump, Single
Pulley Heavy Pump, Back Pull Out Design Centrifugal Pump, Submersible Water Pump and
Sluice Gate Valve. Under the astute guidance and supervision of our mentor Mr. Harjinder
Singh, we are able to fulfill every single requirement of our client in a prompt manner.
Moreover, we make use of optimum quality raw material, which is procured from reliable
vendors to manufacture a faultless range of products. These products offered by us are highly
admired owing to their remarkable features such as energy efficiency, high tensile strength;
we have established this firm with the aim to cater to the needs of farming community. Our
firm adherence to quality policies and prescribed industrial standards enabled us to achieve a
commendable position in our respective domain. Moreover, our experts keep strict vigil by
conducting stringent quality evaluation to offer superior quality range of products which are
appreciated and acknowledged by our huge client base. We adhere to following philosophy
that helps us to maintain our strong foothold in the domestic as well global arena -- utilization
of technical expertise accumulated over the years to assess and continuously develop
improved and innovative products in unexplored areas to remain ahead of competition.
We are bestowed with modern infrastructural facilities that sprawl across vast area and is
divided into various departments to ensure streamlined flow of work. Our departments
include production department, quality monitoring department, warehousing department and
more. Our Production infrastructural unit is installed with high-end machines and tools which
enable us to effectively fulfill bulk requirements of clients. All these efforts are directed to
achieve maximum customer satisfaction. Moreover, we are able to garner the trust and faith
of our esteemed customers which further helps us in making our own mark in the industrial
segment.

22
Sawhney Industries 

Sawhney Industries one of the most assuring manufacturer and supplier enterprises

introduced the exceptional Monoblock Pumps & Geysers in 2002. We have prevailed at the
forefront of providing best in class Single Phase Self Priming Monoblock Pump, Electric
Geysers and Shallow Well Pumps. Since the beginning, we are constantly pushing ourselves
to deliver the enormous levels of comfortable to our estimable patrons by presenting them a
range of quality approved pumps that provide a series of advantages such as light weight,
accurate operation, sturdiness, rust-proof finishing, high pumping performance and ease of
maintenance. Furthermore, we are headed by a particular equation to accomplish suitable
objectives for production and distribution of our offered products range, which supported us.
We are supported by a hard-working organization that attempts to adjust closely to our
clients’ demands and makes guaranteed to merge their insights in our range of products. It
presents us responsible for producing user-friendly water pumps which are equipped with
features that are extremely demanded by our respected clients. We believe in uniformly
developing our product designs to produce an advanced model that incorporates
contemporary technological improvements. We take pride in getting acknowledged for
business integrity and highly prolific products that assisted us to form a long-term tenure with
our esteemed customers.
Hind Enterprises
Hind Group is one of the largest manufacturers of Hand Pumps, Valves & Cocks,
Pumps and Pipe Fittings. Our manufacturing units are equipped with state of the production
facilities. We keep ourselves updated with latest development in design, production
techniques, machinery etc. We ensure maximum product performance & quality level.
Build the best products possible for the broadest market & offer them at competitive prices.
We have build on this concept from the date we started manufacturing line. To control costs
while providing our customer with the best value in market, we manufacture all the products
in house by taking full advantage of today's sophisticated state of arts manufacturing
technologies. Since inception, Hind group has used the most modern manufacturing
processes to build the best product at best prices. Within short time, Hind water hand pumps,
valve & cocks, pumps and pipe fittings gained the customer's confidence owing to reliability
& quality of the products.

23
CHAPTER 3-DATA ANALYSIS AND
INTERPRETATION

24
DATA ANALYSIS AND INTERPRETATION

The data has been processed and analyzed by tabulation interpretation so that findings can be
communicated and can be easily understood. The findings are presented in the best possible
way. Tables and graphs had been used for illustration of findings of the research.
Table 1: Demographic Profile of Customers
Demographics No. of Respondents Percentage of Respondents
Age
25-35 years 10 27%
35-45 years 17 45%
45-55 years 5 14%
Above 55 years 5 14%
Total 37 100%
Gender
Male 25 67%
Female 12 33%
Total 37 100%
Income (Rs.)/month
Below10,000 10 27%
10,000-30,000 17 45%
30,000-50,000 6 18%
Above 50,000 4 10%
Total 37 100%

25
Question1. Employee turnover/resign is a major concern for your organization.

Table 3.1: Attrition is a Major Concern for your Organization

Options No. of Respondents Percentage
Strongly Agree 10 27%
Agree 9 25%
Neutral 5 13%
Strongly Disagree 4 10%
Disagree 6 17%
Don’t Know 3 8%
Total 37 100%

Figure 3.1: Attrition is a Major Concern for your Organization

30
27
25
25

20
17
15 13
10
10 8

0
Strongly Agree Neutral Strongly Disagree Don’t Know
Agree Disagree

Analysis and Interpretation

From the above table and graph it is clear that most of the respondents strongly agrees (10%)
to the fact that employee turnover is a major concern for their organization as it brings down
the morale and confidence of the whole team.

26
Question2. High percentage of females in the work force adds to the high attrition rate.

Table 3.2: Female in the work adds to the high Attrition Rate
Options No. of Respondents Percentage
Strongly Agree 8 21%
Agree 10 28%
Neutral 6 16%
Strongly Disagree 5 13%
Disagree 2 6%
Don’t Know 6 16%
Total 37 100%

Figure 3.2: Female in the work adds to the high Attrition Rate

30 28

25
21
20
16 16
15 13

10
6
5

0
Strongly Agree Neutral Strongly Disagree Don’t Know
Agree Disagree

Analysis and Interpretation

From the above table and graph it is clear that respondents believe that high percentage of
females in the work force results in high attrition rate. This is because they feel that female
employees could not adjust themselves to the timings of the job, leave their job soon after
they get married or get any good job with good salary package.

27
Question3.Some attrition is always desirable and necessary for organizational growth
and development.

Table 3.3: Some Attrition is always Desirable and Necessary

Options No. of Respondents Percentage
Strongly Agree 6 16%
Agree 8 22%
Neutral 10 27%
Strongly Disagree 4 11%
Disagree 7 19%
Don’t Know 2 5%
Total 37 100%

Figure 3.4: Some Attrition is always Desirable and Necessary

30
27
25
22
20 19
16
15
11
10
5
5

0
Strongly Agree Neutral Strongly Disagree Don’t Know
Agree Disagree

Analysis and Interpretation

From the above table and graph it is clear that 22% of the respondents feel that some attrition
is always desirable and necessary for organizational growth and development because some
of the employees are there in organization those are less productive and hence become
liability for the organization. So by removing them organization won’t be in problem rather
they would be benefitted as they need not to spend any more on them.

28
Question4.Firm should provide career growth and higher educational opportunities for
employees as measure of retaining them.

Table 3.4: Firm should Provide Career Growth and Higher Educational Opportunities
Options No. of Respondents Percentage
Strongly Agree 10 27%
Agree 6 16%
Neutral 8 22%
Strongly Disagree 1 3%
Disagree 3 8%
Don’t Know 9 24%
Total 37 100%

Figure 3.4: Firm should Provide Career Growth and Higher Educational Opportunities

30
27
25 24
22
20
16
15

10 8

5 3

0
Strongly Agree Neutral Strongly Disagree Don’t Know
Agree Disagree

Analysis and Interpretation

From the above table and graph it is clear that 27% of the respondents strongly feel that firms
should provide career growth and higher educational opportunities for their employees as a
measure of retaining them. This would be a reason for the employee to stay at the
organization as it gives them the scope.

29
Question5.An employee gets sufficient promotional opportunities to enhance his
position.

Table 3.5: Employee Gets Sufficient Promotional Opportunities

Options No. of Respondents Percentage
Strongly Agree 8 22%
Agree 10 27%
Neutral 5 13%
Strongly Disagree 1 3%
Disagree 6 16%
Don’t Know 7 19%
Total 37 100%

Figure 3.5: Employee Gets Sufficient Promotional Opportunities

30
27
25
22
20 19
16
15 13

10

5 3

0
Strongly Agree Neutral Strongly Disagree Don’t Know
Agree Disagree

Analysis and Interpretation

From the above table and graph it is clear that Most of the employees at think that they get
sufficient promotional opportunities to enhance their position at the work place. This in turn
motivates them to work more and prove their talent to the higher authorities.

30
Question6.The work schedule is exploitative.

Table 3.6: Work Schedule is Exploitative

Options No. of Respondents Percentage
Strongly Agree 13 35%
Agree 10 27%
Neutral 5 14%
Strongly Disagree 3 8%
Disagree 4 11%
Don’t Know 2 5%
Total 37 100%

Figure 3.6: Work Schedule is Exploitative

60
49
50

40 37

30

20

10 5 3 4 2
0
Strongly Agree Neutral Strongly Disagree Don’t Know
Agree Disagree

Analysis and Interpretation

From the above table and graph it is clear that 49% of the respondents strongly agreed to the
fact that the work schedule that they are into are very much exploitative which make them
feel harassed and hence force them to quit the job.

31
Question 7.As job becomes repetitive; the employees find less challenge in it and hence
seek for some other job.

Table 3.7: Employees Find Less Challenge and Seek for Other Job
Options No. of Respondents Percentage
Strongly Agree 12 32%
Agree 9 24%
Neutral 8 22%
Strongly Disagree 0 0%
Disagree 3 8%
Don’t Know 5 14%
Total 37 100%

Figure 3.7: Employees Find Less Challenge and Seek for Other Job

35 32
30

25 24
22
20

15 14

10 8

5
0
0
Strongly Agree Neutral Strongly Disagree Don’t Know
Agree Disagree

Analysis and Interpretation

From the above table and graph it is clear that 32% of the respondents feel that the employees
leave the job and seek for other one after finding less challenge in the company jobs which is
of more repetitive kind.

32
Question-8Company employees are not fully supportive for this industry.

Table 3.8: Company Employees are not fully Supportive for this Industry
Options No. of Respondents Percentage
Strongly Agree 10 27%
Agree 12 32%
Neutral 6 16%
Strongly Disagree 4 11%
Disagree 3 8%
Don’t Know 2 6%
Total 37 100%

Figure 3.8: Company Employees are not fully Supportive for this Industry

35 32
30 27
25

20
16
15
11
10 8
6
5

0
Strongly Agree Neutral Strongly Disagree Don’t Know
Agree Disagree

Analysis and Interpretation

From the above table and graph it is clear that employees are not supportive of the fact that
they work in industry with late night shifts. They also feel that there is little respect and
recognition present in their job as they have to listen abuses from different customers at work
every day and have very less scope of innovation.

33
Question-9 Training of employees lead to increase in attrition.

Table 3.9: Training of Employees Lead to Increase in Attrition

Options No. of Respondents Percentage
Strongly Agree 14 38%
Agree 10 27%
Neutral 2 5%
Strongly Disagree 4 11%
Disagree 6 17%
Don’t Know 1 2%
Total 37 100%

Figure 3.9: Training of Employees Lead to Increase in Attrition

40 38
35
30 27
25
20 17
15
11
10
5
5 2
0
Strongly Agree Neutral Strongly Disagree Don’t
Agree Disagree Know

Analysis and Interpretation

From the above table and graph it is clear that training of employees lead to increase in
attrition. Moreover 38% of respondents also agreed to this point. The reason that they gave is
after completion of training process, employee gain some knowledge and become eligible for
some other higher post and hence quit the organization.

34
Question-10 Bad selection leads to attrition.

Table 3.10: Bad Selection Leads to Attrition

Options No. of Respondents Percentage
Strongly Agree 7 19%
Agree 11 29%
Neutral 7 19%
Strongly Disagree 8 22%
Disagree 3 8%
Don’t Know 1 3%
Total 37 100%

Figure 3.10: Bad Selection Leads to Attrition

35

30 29

25 22
20 19 19

15

10 8

5 3

0
Strongly Agree Neutral Strongly Disagree Don’t Know
Agree Disagree

Analysis and Interpretation

From the above table and graph it is clear that according to29% of respondents, poor
selection of candidates leads to high attrition because if you don’t select the right candidate
for the given job then surely there would be a mismatch and he\she would finally leave the
job. At the time of recruitment, the HR professionals should be very particular in choosing
the right candidate.

35
Question 11.What do you think, the reasons for an employee leaving the organization?

Table 3.11: Reasons for an Employee Leaving the Organization

Options No. of Respondents Percentage
No Flexible Work Schedule 10 27%
Overwork Stress 7 19%
Bad Working Conditions 4 10%
Monetary Factors 12 33%
No Supportive Colleagues 3 8%
Lack of Coaching and Feedback 1 3%
Total 37 100%

Figure 3.11: Reasons for an Employee Leaving the Organization

35 33
30 27
25
20 19

15
10
10 8
5 3
0
No Flexible Overwork Bad Monetary No Lack of
Work Stress Working Factors Supportive Coaching
Schedule Conditions Colleagues and
Feedback

Analysis and Interpretation

From the above table and graph it is clear that according to33% of respondents, monetary
factors leads to high attrition, 19% say that employees quit their job for stress from overwork.
Few respondents say lack of good working condition and no supporting colleagues.

36
Question12. What would be the major concerns for an organization after the employee
quits.
Table 3.12: Major Concerns for an Organization after the Employee Quits
Options No. of Respondents Percentage
Cost of Training the Employees 10 26%
Time Spent in Orientation 7 19%
Replacing Qualified Employees 5 14%
Loss of Productivity 2 6%
Cost of Overtime 13 35%
Total 37 100%

Figure 3.12: Major Concerns for an Organization after the Employee Quits

40
35
35
30
26
25
20 19

15 14

10
6
5
0
Cost of Time Spent in Replacing Loss of Cost of
Training the Orientation Qualified Productivity Overtime
Employees Employees

Analysis and Interpretation

From the above table and graph it is clear that according to respondents’ organization are
more concerned about the cost of overtime and the cost and time that they have put in the
employee on training. Then they would be more worried about replacing them with the right
candidate which would prove asset to the organization.

37
CHAPTER-4 FINDINGS

38
 FINDINGS OF THE STUDY

 Most of the respondents strongly agrees (27%) to the fact that employee turnover is a
major concern for their organization as it brings down the morale and confidence of the
whole team.
 Respondents believe that high percentage of females in the work force results in high
attrition rate. This is because they feel that female employees could not adjust themselves
to the timings of the job, leave their job soon after they get married or get any good job
with good salary package.
 22% of the respondents feel that some attrition is always desirable and necessary for
organizational growth and development because some of the employees are there in
organization those are less productive and hence become liability for the organization. So
by removing them organization won’t be in problem rather they would be benefitted as
they need not to spend any more on them.
 27% of the respondents strongly feel that firms should provide career growth and higher
educational opportunities for their employees as a measure of retaining them. This would
be a reason for the employee to stay at the organization as it gives them the scope.
 Most of the employees at think that they get sufficient promotional opportunities to
enhance their position at the work place. This in turn motivates them to work more and
prove their talent to the higher authorities.
 35% of the respondents strongly agreed to the fact that the work schedule that they are
into are very much exploitative which make them feel harassed and hence force them to
quit the job.
 32% of the respondents feel that the employees leave the job and seek for other one after
finding less challenge in the company jobs which is of more repetitive kind every day and
have very less scope of innovation.
 Employees are not supportive of the fact that they work in industry with late night shifts.
They also feel that there is little respect and recognition present in their job as they have
to listen abuses from different customers at work
 Training of employees leads to increase in attrition. Moreover 38% of respondents also
agreed to this point. The reason that they gave is after completion of training process,
employee gain some knowledge and become eligible for some other higher post and
hence quit the organization.

39
 According to 29% of respondents, poor selection of candidates leads to high attrition
because if you don’t select the right candidate for the given job then surely there would be
a mismatch and he\she would finally leave the job. At the time of recruitment, the HR
professionals should be very particular in choosing the right candidate.
 33% of respondents, monetary factors leads to high attrition, that employees quit their job
for stress from overwork. Few respondents say lack of good working condition and no
supporting colleagues.
 According to respondents’ organization are more concerned about the cost of overtime
and the cost and time that they have put in the employee on training. Then they would be
more worried about replacing them with the right candidate which would prove asset to
the organization.

40
CHAPTER-5 CONCLUSION

41
CONCLUSION OF THE STUDY

As they say, happiness can be contagious. So make sure the work place is a happy one, which
every employee would love to spend time. Human resources department along with senior
management must take steps to make sure of this.
Effective human resource management must be practiced at both strategic and day-to-day
levels. HR management practices must reflect company policy as to how it will manage and
relate to its employees. The HR strategy should evolve from a transactional support role to
partnering in the organizations business strategy. HR must take steps to be aware of
employee problems and try to solve them, creatively.
Employee attrition is a very big problem not only in India but outside India too. Attrition rate
is increasing day by day and it’s especially the in industry which is affected the most. Why an
Employee leaves a company is the question asked by most of the employers. Companies even
hire Private HR professionals to study the company's work and find out why an employee is
dissatisfied.
HR department does the recruiting of new employees and then send them for training so that
they can understand work and work culture and become better professionals. Each and every
company faces employee turnover problem whether big or small. An employee leaves his
present job for another job to get better pay package and good working conditions.
Every Company calculates Employee attrition rate and takes measures to reduce it. The facts
and figures are not made public as it may tarnish the image of the company in front of its own
employees and its loyal customers.
A survey has found out that there are various reasons for Employee Attrition-
1. Higher Pay Package in another company
2. Good working Conditions
3. Opportunities for growth in new company
4. Change of Place problem
5. A better Boss in new company
6. Brand Image of the new company
Employee attrition costs a lot to the company. There are various costs which are borne
by the company at the start when the employee is under training period. Costs such
as-
1. Conveyance Cost

42
 2. Cost of lodging of the new employee
3. Trainers cost
4. Cost of venue where training will be conducted
5. Materials to be supplied during training process

A company has a training period of 3 to 6 months. During this time an employee is not
fruitful for the company. If an employee leaves the company when he starts working,
company suffers a big loss in terms of money as well as workforce. Every company takes
measures to hold the talented workforce by means of perks, Increments, Bonus and extra
facilities. No one wants to lose good brains to their competitors.
Now the question is how to reduce employee attrition. What should a company do to hold on
the talent?
There are various companies who do a lot to reduce attrition rate. Flexible working
conditions have been given to employees who have problem working 10AM – 5PM. Private
hospitals for employees where they can get their regular health checkup done without
spending much money. Free overseas tour once in a year when a target is achieved. Few
Companies are getting more and more work savvy and just want to get their work done by
hook or by crook. The mentality needs to be changed. Target for completion of a work should
be there but that should not hamper an employee’s personal life. Industries should conduct
various seminars on how to balance personal and professional life. An employee can be
productive if and only if his personal life is balanced. Make employees a part of your work
culture family and see the difference. Attrition rate cannot become completely obsolete but it
can surely be minimized.

43
CHAPTER -6 RECOMMENDATIONS

44
RECOMMENDATIONS OF THE STUDY

Few suggestions that could help in retaining employees are as follows:-

1. Starting from the recruitment process: it is better not to recruit those people who will be
the most difficult to retain.
2. Attention to these aspects could be taken care of at the recruitment stage itself.
3. An employee would work tirelessly for the industry if he is being made aware that he is
an important part of the team.
4. Cooperate with competitors. Forum clubs and associations.
5. Offer performance feedback and praise god efforts and results.
6. Listen to employee ideas; never ridicule them.
7. Awarding employees with recognition if an employee has done something valuable.
8. Keeping in touch with the employees and help them when in need. Don’t wait till the last
moment.
9. Conducting in and out (exit) interviews properly and in scheduled way.

45
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QUESTIONNAIRE

Dear Respondent,

I am an MBA student from AIMTC, Jalandhar, conducting a survey on “Attrition of

Employees in Private Sector”. I assure you that the details will be kept confidential and used
for academics purpose only. Thank you in advance for sparing your valuable time and
corporation in this endeavor.

Please tick the one which is applicable for you:

1. Employee turnover/resign is a major concern for your organization.
Strongly agree Somewhat Disagree
Somewhat Agree Strongly Disagree
Neutral Don’t know

2. High percentage of females in the workforce adds to the high attrition rate.
Strongly agree Somewhat Disagree
Somewhat Agree Strongly Disagree
Neutral Don’t know

3. Some attrition is always desirable and necessary for organizational growth and
development.
Strongly agree Somewhat Disagree
Somewhat Agree Strongly Disagree

47
 Neutral Don’t know

4. Firm should provide career growth and higher educational opportunities for
employees as measure of retaining them.
Strongly agree Somewhat Disagree
Somewhat Agree Strongly Disagree
Neutral Don’t know

48
5. An employee gets sufficient promotional opportunities to enhance his position.
Strongly agree Somewhat Disagree
Somewhat Agree Strongly Disagree
Neutral Don’t know

6. The work schedule is exploitative.

Strongly agree Somewhat Disagree
Somewhat Agree Strongly Disagree
Neutral Don’t know

7. As job becomes repetitive, the employees find less challenge in it and hence seek
for some other job.
Strongly agree Somewhat Disagree
Somewhat Agree Strongly Disagree
Neutral Don’t know

8. Company’s employees are not fully supportive for this industry.

Strongly agree Somewhat Disagree
Somewhat Agree Strongly Disagree
Neutral Don’t know

9. Training of employees leads to increase in attrition.

Strongly agree Somewhat Disagree
Somewhat Agree Strongly Disagree
Neutral Don’t know

10. Bad selection leads to attrition.

Strongly agree Somewhat Disagree
Somewhat Agree Strongly Disagree
Neutral Don’t know

49
50
11. What do you think, the reasons for an employee leaving the organization?
a) Monetary factors [ ]
b) Lack of good working condition [ ]
c) No flexible work schedules [ ]
d) Very few supportive colleagues [ ]
e) Too little coaching and feedback [ ]
f) Stress from overwork and work-life imbalance [ ]

12. What would be the major concerns for an organization after the employee quits.

Loss of productivity
a) Replacing qualified employees [ ]
b) Cost of overtime or temporary help [ ]
c) Recruiting & Interviewing costs [ ]
d) Time spent in orientation [ ]
e) Cost of training the employee [ ]

51