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A STUDY ON EMPLOYEE ATTRITION IN TVS SRI CHAKRA TYRES,MADURAI.

By MURUGAPPAN.R Reg. No. 96009631029

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MEPCO SCHLENK ENGINEERING COLLEGE, SIVAKASI A PROJECT REPORT Submitted to the FACULTY OF MANAGEMENT STUDIES In partial fulfillment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY TIRUNELVELI
TIRUNELVELI 627 007

JULY-AUGUST, 2010

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BONAFIDE CERTIFICATE
Certified that this project report titled, “A STUDY ON EMPLOYEE ATTRITION IN TVS SRI CHAKRA TYRES, MADURAI” is the Bonafide work of Mr.R.MURUGAPPAN (Reg. No. 96009631029) who carried out the research under my supervision. Certified further, that to the best of my knowledge the work reported here in does not form part of any other project report or dissertation on the basis of which a degree or award was conferred on an earlier occasion on this for any other candidate.

HEAD OF THE DEPARTMENT Dr.S.Tamil Selvan M.B.A., Ph.D. Department of management studies, Mepco Schlenk Engineering College, Sivakasi – 626 005. Virudhunagar District.

FACULTY GUIDE Mr.N.SenthilKumaran M.B.A. Department of management studies, Mepco Schlenk Engineering College, Sivakasi – 626 005. Virudhunagar District.

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Murugappan. R I MBA Mepco Schlenk Engineering College

Reg. No. : 96009631029

DECLARATION
I hereby declare that the project titled “A study on Employee Attrition in TVS Sri Chakra Tyres Pvt Ltd” submitted for the award of Master of Business Administration in Anna University has been carried out under the guidance of Mr.N.Senthil Kumaran, Department of Management Studies, Mepco Schlenk Engineering College, is my original work which does not form part of the award of any other Degree or Diploma.

Murugappan.R

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Last but not the least.A.E.. which gives me immense pleasure to acknowledge their co-operation.D. Junior Manager of Human Resource department in TVS Sri Chakra Tyres for giving me permission to commence this project in the first instance.B.ACKNOWLEDGEMENT At the outset. to do necessary research work and also for his valuable guidance throughout this project. R 4 .Senthil Kumaran M.B. Balakrishnan. I wish to thank my friends who really gave me some boost to complete the project.. inspired and motivated me during this project. I am most grateful to my internal guide Mr. I express my heartfelt thanks to our respected principal Dr..Gokula Krishnan B.N. S.Tech.A. B. M.D for providing ample facilities made available during the course of this project. I want to thank Mr. His vision and wisdom helped me to realize the importance of this work. Ph. MIEEE. Ph.. I wish to express my thanks and sincere gratitude to our Director and Head of the Department. for his valuable advice and guidance to complete this work successfully and also for his enthusiastic encouragement. Murugappan. Dr. I thank god for granting me the wisdom and grace to complete my project. M.S. I would like to express my gratitude to take this opportunity to express my profound sense of gratitude and to extend my best wishes to all the people who have guided. who guided me and encouraged me by giving constructive criticisms during the entire work.B. M..A..TamilSelvan. I wish my hearty gratitude to my family who has been the primary sources of inspiration for my success.S.

5 . growth. If the recommendations are implemented by the company. The main objective of this study is to know the reasons for the employee attrition in the concern and to find the ways to reduce it. After analyzing the data. and progress of the organization. resignation or death. edited and tabulated for the purpose of effective analysis. It has been collected through questionnaires. Whenever a well-trained or well-adapted employee leaves the organization. Modern managers and personnel administrators are greatly interested in reducing Attrition in their organization. It also helps to know the satisfactory level of employees towards their job and working conditions by which we can improve the areas in which it lags behind. Chi-square). For analysis purpose the following statistical tools and techniques has been applied (Frequency analysis. the findings and suggestions to the company are prepared. So. It is the major problem which highlights in all the organizations. it creates a vacuum. Attrition is said to be the gradual reduction in the number of employees through retirement. the organization loses key skills. Totally 87 samples are taken to the study the Attrition level in the organization. The collected data are compiled. it will help to reduce the level of attrition in the concern. The research design used in this study is descriptive research design. The research has been conducted with the help of primary data. From the study it is identified that the lack in growth opportunities and the monetary benefits are the major problems for the occurrence of attrition in the company. The responses were received from the executive and above level managers in TVS Sri Chakra Tyres. Correlation. This study is an outcome of the topic called “A STUDY ON ATTRITION IN TVS SRI CHAKRA TYRES” for a period of six weeks. It can also be said as Employee Turnover or Employee Defection. Madurai. knowledge and business relationships. in such a way that it will contribute to the maximum effectiveness.ABSTRACT Attrition is a critical issue and pretty high in the industry these days.

2 III 3.1 2.6 1.7 II 2.TABLE OF CONTENTS S.2 INTRODUCTION INTRODUCTION TO THE STUDY COMPANY PROFILE INDUSTRY PROFILE LITERATURE REVIEW OBJECTIVE OF THE STUDY METHODOLOGY LIMITATION ON THE STUDY DATA ANALYSIS METHODS USED TO ANALYSIS DATA INTERPRETATION OF THE ANALYSIS FINDINGS AND SUGGESTIONS FINDINGS SUGGESTION CONCLUSION BIBLIOGRAPHY APPENDICES 1 3 4 5 8 8 9 9 10 23 24 25 26 27 6 .3 1. NO. TOPIC ACKNOWLEDGEMENT ABSTRACT PAGE NO I 1.5 1.1 1.4 1.2 1.1 3.

CHAPTER 1 INTRODUCTION 7 .

or employee defection. Madurai.1. Lack of proper induction / orientation. it would be possible for the management to take necessary action to reduce attrition level. Once the levels of Employee’s attitude are identified. resignation or death". 8 . creates frustration. the dissatisfaction factors they face in the organization and for what reason they prefer to change their job. There may be a range of reasons to take this decision. on other occasions they are 'pushed' due to dissatisfaction in their present jobs to seek alternative employment. which influence this decision. This company thinks that there is increase in attrition level nowadays and so they want to find out the reasons behind attrition. also known as employee churn. FACTORS INFLUENCIING EMPLOYEES TO QUIT THE JOB: Employees do not quit the job for a simple reason. Employees resign for many different reasons. The study was mainly undertaken to identify the level of employee’s attitude. We have to look in to various factors. is an industrial term used to describe loss of employees or Man power. • • • • Monetary benefits Working conditions Selection of the wrong job. Hence.1 INTRODUCTION TO THE STUDY This study on employee attrition was done in TVS Sri Chakra Tyres. Attrition. Some of the factors or reasons are listed below. ATTRITION: Attrition is defined as "A reduction in the number of employees through retirement. Sometimes it is the attraction of a new job or the prospect of a period outside the workforce which 'pulls' them. Their progression in their career will lead to the success of the Company for the long run. employee turnover. this study focused on why the Attrition occurs and the possible ways to reduce it.

High expectation of the employee.• • • • • • • • • • • Lack of future scope. A flat organization. do not like their team-mates or perhaps do not like what they are doing. Lack of performance management system. Lack of career planning. Lack of pay for performance. 9 . Prefer self employment. Poor implementation of performance appraisal. hence limited scope for progress Attrition also happens when people. prefer close to home. Poor perception / relation with boss. Travel hazard. Studying all these factors will help us to find the Remedial. Corrective actions to reduce the Attrition. Lack of promotion opportunity. There are also cases when people leave their job for family reasons or when they wish to migrate.

Bajaj Auto and Yamaha Motors and has a strong network of over 2050 dealers and 23 depots across the country to cater to the after market. Incorporated in 1982. Africa. They focus on both industrial safety and production.5 lakhs sq. they displayed their motto as “Safety first. the manufacturing unit at Madurai employs over 2000 people. ISO 9001-2000 and TS 16949.1. All over the campus. exporting to USA.Sundaram Iyengar. TVS Tyres lives up to the rich heritage and strong value system of the parent company. Europe. Part of US $ 2. COMPANY PROFILE TVS Sri chakra is one of the leading two and three-wheeler tyre manufacturer in India rolling out over 11 million tyres per annum. Hero Honda. TVS Tyres was also the winner of the prestigious TPM Excellence Award in 2003 and TPM Consistency Award in 2005. founded by Sri. 10 . Spread over an area of 2.V. Accredited on 1996 with ISO 9001 certifications. South America and South East Asia. The vision statement of TVS Sri Chakra Tyres is “To be a company with highest profitability in the industry by consistently exceeding the customer’s expectations” and they are working towards achieving their vision in every part of their work. T. mts. The company has other practices like Six Sigma and Lean Manufacturing Techniques in place to abide by their high quality standards. They provide all statuary benefits to the workers and train them well in the job to achieve their goal of increased customer satisfaction.2. Production must“.2 billion largest Auto Ancillary group TVS. TVS Tyres adopted strong quality standards from its inception and these benchmarks were further strengthened with the certification of ISO 14001. TVS Tyres is one of the major suppliers to all leading original equipment manufacturers namely TVS Motors.at its state-of-art manufacturing facility at Madurai in Tamil Nadu. The company is a global player.

Apart from rubber major raw materials are nylon tyre cord and carbon black. The other key players include Modi Rubber. Ceat and JK industries. The latter is responsible for the color of the tyre and also enhances the life span of the tyre. Unlike in the case of rubber. Metro Tyres and BalKrishna tyres are some of the other players in the industry. N220 and N330 variety. While the tyre industry is mainly dominated by the organized sector. either for use or for reclamation of rubber is restricted. 11 . import of retreated tyres. While it rules supreme in the industry. The former is used to make the tyres strong and impart tenacity to it.3 INDUSTRY PROFILE In the growing world of locomotives. The exportimport policy allows free import of all types of new tyres and tubes. India imports 60% of its synthetic rubber requirements. the usage of tyres is unavoidable. Fortunately for the industry. Synthetic rubber accounts for 14% of the material cost. In India. 7% and 6% respectively. with raw material costs accounting for 70% of the cost of production. the largest tyre manufacturer in the country. The carbon black used is of N660. To sum up. Tyre Corporation of India Limited (TCIL). has strong brand equity. other players have created niche markets of their own. the unorganized sector holds sway in bicycle tyres. MRF. TVS SriChakra. Apart from natural rubber and synthetic rubber. only import of natural rubber from SriLanka is eligible under OBL. while the latter is used in the radials for passenger cars. The major players in the organized tyre segment consist of MRF. However. The two types of synthetic rubber used in tyres are Poly Butadiene Rubber (PBR) and Styrene Butadiene Rubber (SBR). Apollo Tyres. the rubber and carbon prices have taken a beating recently. The former is used in most of the tyres.1. This has led to tyres being smuggled into the country under the label of new tyres. Dunlop. Nylon tyre cord comprises 34%. Though tyre import and all raw materials for tyres except natural rubber are under open general license (OGL). Falcon. rubber chemicals are also widely used in tyres. Kesiram Industries and Goodyear India with 11%. which means lower costs for the tyre industry. while carbon black accounts for 13% of the raw material cost. which account for 63% of the organizes tyre market. the tyre industry is highly raw-material intensive.

The problem. Some of the literature reviews regarding “employee attrition” are as follows: 1. titled Employee attrition states that” The success of the industry is. By identifying these push and pull factors. Alan G. unsatisfactory supervisory relationships) and pull factors (offers of better compensations. lack of promotion and inadequate training and development opportunities. Samuel* and Crispen Chipunza highlights the reasons for employee turnover in the organisations: hiring practices. poor relations with co-workers. lack of recognition. focus group and interview techniques. This was motivated by both push factors (interference with work-family-lifestyle balance. it provides valuable insights to Malaysian employers to understand better what current young workers are seeking for and to utilize more innovative strategies to attract and retain their top talent. The importance of human capital management in the service industry has been linked to maximizing all employees’ values to reach the firms’ objectives. The results showed that there was a high tendency for this group of young employees to switch jobs. lack of job security. however. These are intrinsic and extrinsic motivational factors which can assist managers to influence employee retention in their organisations. Others include lack of interesting work. 2. desire to return for academic studies). Downe in his research study. but is threatened by high rates of staff attrition and job-hopping”. managerial style. is that managers have failed in identifying and properly using these variables as retention strategies thereby resulting in the prevailing high turnover rate in the organisations.” Employee retention and turnover: Using motivational variables as a panacea” by Michael O.1. amongst others. well-educated professionals within the Malaysian service industry. Using survey. toxic workplace environments. lack of competitive compensation system. work stressors. more interesting work.4 LITERATURE REVIEW A literature review is a body of text that aims to review the critical points of current knowledge including substantive findings as well as theoretical and methodological contributions to a particular topic. in part. promotion opportunities. 12 . this study explores the factors influencing the intention to turnover among young. dependent on recruiting and retaining workers with the right combinations of skills.

The model was developed to clarify the impact of organizational practices on employee turnover from a human resource development (HRD) perspective and provide a theoretical foundation for research on that topic. these findings suggest that firm provision of work-family policies can play an important role in retaining female employees without hurting firm profitability.3. Blum considers the role that firm characteristics. we also show that providing such benefits does not hurt firm profitability or lead firms to go out of business.Employee Assistance Plans. location. firms where benefits were a higher percentage of total labor costs and firms whose benefits packages were described to be of higher quality experienced less attrition. titled” Employee Turnover” sets forth the Organizational Model of Employee Persistence. and satisfaction. and employee benefits practices have in explaining employee attrition. combined with the first finding. goals. What is unique about this unified longitudinal model in which organizational factors that impact human resources are the focal point is that these organizational factors are hypothesized to be symbiotically and reciprocally linked to key individual variables—intention. 5. Second. Third. dependent care flexible spending accounts. Peterson in his research article. indicates that work-family policies help retain female employees. Annalisa in his research. First. Hierarchical regression analyses suggest that benefit practices are associated with turnover. Implications of the findings for human resource management are discussed. There are three main findings. 13 . This. commitment. Implications include evaluating HRD practices on the basis of reduced costs of turnover. Overall. titled “The Effect of Work-Family Policies on Female Employee Attrition and Firm Profitability" This paper investigates how work-family policies are linked to the attrition of female employees and firm profitability. such as consulting and accounting firms. The results of the study are generalizable to other large firms with similar organizational structures and a similar workforce composition. Specifically. influenced by traditional turnover models and a student attrition model. and work force characteristics. Mastri. thus enhancing the strategic role of HRD in organizations. work force characteristics. even when controlling for firm characteristics. and emergency child care are associated with increases in the percentage of associates who are female. Shari L. these policies are linked to reductions in the turnover rates of associates. 4. firm setting. “A Firm-Level Analysis of Employee Attrition” by Terry C. by linking a subset of the firm-level data to supplemental data on firm profitability over the same period.

5 OBJECTIVES OF THE STUDY Primary Objectives: • • • To identify the reasons for employee attrition. 14 .2 SAMPLING METHOD The sampling technique used here is convenience sampling. As the number of samples is closer to the population. 1.1 RESEARCH DESIGN Descriptive research has been used in this study. 1.6.3 DATE COLLECTION AND STATISTICAL TOOLS 1. 1.6. Primary data was collected through questionnaire.1 DATA COLLECTION The sources of data for the purpose of study were both primary and secondary.3. From the total population of 120 employees. the convenience sampling technique does not make much difference in the results. To find the ways to reduce the attrition in TVS SRI CHAKRA TYRES To know the satisfactory level of employees towards their job and working conditions.6.6.which was mainly close-ended questionnaire and discussion with workers whereas secondary data was collected from records maintained by personal department and time office.6 METHODOLOGY 1. convenient samples of 87 have been used..1.

1.7LIMITATION OF THE STUDY There are some limitations for research which are as follows:• • • • As it was not possible to visit each department the true picture of working condition could not be judged.2 STATISTICAL TOOL • • • CHI-SQUARE CORRELATION ANALYSIS FREQUENCY ANALYSIS: 1.3.6.which may affect the analysis. Respondents were reluctant to disclose complete and correct information Because of a small period of time only small sample had to be considered which doesn’t actually reflect and accurate and intact picture. Some of the respondents give no answer to the questions. 15 . The workers were busy with their work therefore they could not give enough time to fill the questionnaire.

CHAPTER – II DATA ANALYSIS AND INTERPRETATION 16 .

71 3.75 3.97 4.834 .707 .28 3.13 is the minimum which shows they have to concentrate more on recreation facilities in their concern.49 3.901 .718 .677 . Out of all factors 3.760 INFERENCE: On seeing the means of various factors.2: Relationship between age group and satisfaction on recreation facilities 17 .54 Std. they all tend between 3 and 4 which states they are either neutral or satisfied about these factors.638 .847 .31 3.41 3.781 .21 3.99 3.599 .49 3.815 .863 1. Table 2.703 .Data analysis And Interpretation Table 2.18 3. Deviation .44 3.91 3.966 .79 3.709 .1: To find out the satisfaction level of the employees among various factors in the concern.38 3.825 . Descriptive Statistics Minimum Maximum 2 5 2 5 2 5 2 5 3 5 1 5 2 5 2 5 1 5 2 5 1 5 1 5 1 5 2 5 2 5 1 5 2 5 1 5 N Motivation Appraisal Basic Needs Nature Of Job Job Understanding Freedom Creativity Promotion Recreation Transport Canteen Environment Workload Training Advancement Rules Grievance Orientation 87 87 87 87 87 87 86 86 87 87 87 87 87 87 87 87 87 87 Mean 3.64 3.968 .13 3.098 . And also most of the employees agree that they understand their job and the role it plays in achieving their vision.

604 Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases INFERENCE: Table value of chisquare with df 12 at 95% confidence level = 21.3 : Relationship between motivation and workload Null Hypothesis (H0): There is no significant relationship between motivation of the 18 .269 87 Asymp. It is inferred that the age factor does not influence their satisfaction on recreation and the employees of all age group need improvement in recreation facilities.142 The table value is greater than that of calculated value.402 .142a 7. age * recreation Cross tabulation Count HS age 18-25 26-35 36-45 > 45 1 2 6 1 10 S 1 5 2 3 11 recreation N 2 10 12 6 30 DS 1 7 15 7 30 HDS 1 2 2 1 6 Total 6 26 37 18 87 Total Chi-Square Tests Value 7. (2df sided) 12 . Hence H0 is accepted.848 12 .026 Calculated chisquare value = 7. Sig.830 1 . Table 2.Null Hypothesis (H0): There is no significant relationship between age group and satisfaction on recreation facilities. Alternate Hypothesis (H1): There is significant relationship between age group and satisfaction on recreation facilities.

Sig. It is inferred that the motivation of the employees and workload given to them are dependant.001 6 10 2 18 4 16 3 25 3 21 11 35 HDS 0 1 3 3 7 Total 2 16 50 19 87 motivation Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases INFERENCE: Table value of chisquare with df 12 at 95% confidence level = 21.394 The table value is less than that of calculated value.4: Reasons for employees quitting the job 19 . Alternate Hypothesis (H1): There is significant relationship between motivation of the worker and the workload in the organization Motivation * Workload Cross tabulation Workload HS S N DS S 0 0 2 0 N DS HDS Total 2 0 0 2 Chi-Square Tests Value 23.026 Calculated chisquare value = 23.047 1 .236 87 Asymp.worker with the workload in the organization.269 10. Table 2.394a 21. (2df sided) 12 . Hence H0 is rejected.025 12 .

20 . And also the normal curve on the histogram shows the mean of 3.Factors 1 ) Health conditions 2) Family issues 3) Growth 4)Monetary benefits 5)others 6)not applicable Total Frequency 4 9 28 25 16 5 87 INFERENCE: From the graph we can infer that the factors personal growth is the major reason to quit the job.63 which shows the monetary benefits also influences the employee to quit the job. Out of 87 samples 28 were quoting the growth factors and 25 were to monetary benefits.

6% 43.0% .0% .6% 64.0% 100.5% 62.0% 21 100.0% freedom S Count 0 3 5 0 % within .5% .0% 87 100.8% 1 2.3% freedom DS Count 0 2 12 27 % within .0% 37.0% 15 100.5: Relationship between employees’ freedom to top level people and their work environment Null Hypothesis (H0): There is no significant relationship between the employee’s view on freedom to convey their problems to top level people and work environment Alternate Hypothesis (H1): There is significant relationship between the employee’s view on freedom to convey their problems to top level people and work environment freedom * environment Cross tabulation Environment HS S N DS freedom HS Count 0 0 1 0 % within .0% freedom N Count 0 3 10 7 % within .3% 35.7% 6.7% freedom Total Count 1 9 31 38 % within 1.0% 1 4.0% 4.7% 20.0% 21 .0% 0 .0% 8 100.0% 26.0% 8 9.0% 42 100.3% 47.2% Total 1 100.0% 14.Table 2.7% freedom HDS 0 .6% 33.3% freedom HDS Count 1 1 3 4 % within 6.4% 6 40.8% 28.1% 10.

Chi-Square Tests Value 46. Sig.826 87 df 16 16 1 Asymp.001 .000 Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases Table value of chisquare with df 16 at 95% confidence level = 26.029 INFERENCE: The table value is less than that of calculated value.677 12.029a 40.296 Calculated chisquare value = 46.000 . Hence H0 is rejected. (2-sided) . It is inferred that the there is significant relationship between the employee’s view on freedom to convey their problems to top level people and work environment 22 .

6: To know which area the company needs improvement internally Factors 1) 2) 3) 4) 5) Total Employee Motivation Working Environment Monetary Benefits Other Factors Not Applicable Frequency 26 24 27 9 1 87 INFERENCE: The histogram shows that the employees need some improvements in the monetary benefits (i.Table 2.It is said by 27 employees out of 87 employees followed by motivation gets 26 members attention and then 24 was to the working environment.e) the pay structure provided to them . 23 .

Table 2.0% 4.000 .7: Relationship between employees’ reason on quitting the job with improvement internal Null Hypothesis (H0): There is no significant relationship between the employee’s reason on quitting the job with the factors on internal improvement Alternate Hypothesis (H1): There is significant relationship between the employee’s reason on quitting the job with the factors on internal improvement int.improvement Count 1 3 3 10 9 1 27 % within 3.4% 5.2% 38.2% 100.000 .0% int.7% 11. Sig.4% 22.5% 19.387a 48.1% 37.2% 44.0% 4.0% 100.2% 28.0% int.0% int.2% 58.1% 22.0% 100.0% .3% 32.7% 100.improvement Count 0 0 1 2 4 2 9 % within .7% 100.improvement * resonsquit Crosstabulation resonsquit HC FI G MB O NA Total Count 3 5 10 5 3 0 26 % within 11.0% 11.3% . (2-sided) .3% 33.0% int.0% .2% 11.110 87 df 20 24 20 1 Asymp.579 21.0% 100.2% 100.5% 19.improvement Count 4 9 28 25 16 5 87 % within 4.000 Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases .5% .0% int.0% .3% 3.0% 33.improvement int.0% .improvement 1 2 3 4 5 Total Chi-Square Tests Value 54.6% 10.0% int.improvement Count 0 1 14 8 0 1 24 % within .0% .improvement Count 0 0 0 0 0 1 1 % within .7% 18.1% 11.

410 Calculated chi-square value = 54.INFERENCE: Table value of chi-square with df 20 at 95% confidence level = 31.387 The table value is less than that of calculated value. Hence H0 is rejected. It is inferred that there is significant relationship between the employee’s view on freedom to convey their problems to top level people and work environment 25 .

26 . Facors 1)Innovative Technology 2)Training Programs 3)New Products 4)Others Total Frequency 16 47 11 13 87 INFERENCE: From the graph it has been proved that the concern lags behind in Training Programs offered to the employees which was accepted by 47 employees.Table 2.8: To find out the areas where the concern is to improve in the external factors.

(2-tailed) N **. Alternate Hypothesis (H1): There is correlation between the motivation and basic needs provided to them. Hence H0 is accepted.415** . Hence.415 which is less than 0. 27 . there is no correlation between motivation and basic needs.CORRELATION ANALYSIS Table 2.415** basicneeds Sig.01 level (2-tailed). Correlations motivation motivation Pearson Correlation 1 basicneeds . Correlation is significant at the 0.9: CORRELATION BETWEEN MOTIVATION AND BASIC NEEDS Null Hypothesis (H0): There is no correlation between the motivation and basic needs provided to them.5. 87 INFERENCE: The value of Pearson correlation is 0.000 87 .000 87 1 Sig. (2-tailed) N Pearson Correlation 87 .

Table 2.000 N 87 **. 87 INFERENCE: The value of Pearson correlation is 0.01 level (2-tailed).5.690** .11: CORRELATION BETWEEN REASONS QUIT AND PROMOTION Null Hypothesis (H0): There is no correlation between the reasons quit and promotion Alternate Hypothesis (H1): There is correlation between the reasons quit and promotion 28 .690** Sig. Hence H0 is rejected. It shows that there is perfect positive correlation between motivation and appraisal. (2-tailed) .690 which is greater than 0. Table 2.10: CORRELATION BETWEEN APPRAISAL AND MOTIVATION Null Hypothesis (H0): There is no correlation between appraisal and the motivation Alternate Hypothesis (H1): There is correlation between appraisal and the motivation Correlations Motivation Motivation Pearson Correlation Sig. (2-tailed) N Pearson Correlation 1 appraisal . Correlation is significant at the 0.000 87 1 appraisal 87 .

29 .075 .493 86 1 Sig.075 promotion Sig. (2-tailed) N Pearson Correlation 87 .Correlations resonsquit resonsquit Pearson Correlation 1 promotion .493 86 86 INFERENCE: The value of Pearson correlation is 0. (2-tailed) N .5.075 which is very less than 0. Hence H0 is accepted. Hence. there is no correlation between the reasons behind quit the job and promotion.

CHAPTER – III FINDINGS AND SUGGESTIONS 30 .

There is no correlation occurs between training provided to the workers and orientation. • • • • • It is inferred that there is significant relationship between the factors affecting internal improvement and reasons for quitting the job. • The concern lags behind in Training Programs offered to the employees which was accepted by 47 employees. There occurs a perfect positive correlation between motivation of the employees and appraisal.FINDINGS • • • Recreation facilities in the concern are dissatisfied to most of the employees. It is inferred that the there is significant relationship between the employee’s view on freedom to convey their problems to top level people and work environment 27 out of 87 employees followed needs improvement in the pay structure provided to them. Age factor does not influence the need for recreation facilities. There is no correlation occurs between motivation of the employees and the nature of the job provided to them. 31 . There is no correlation between motivation and basic needs. It is inferred that the motivation of the employees and workload given to them are dependant. • • • The monetary benefits also influences the employee to quit the job. And also motivation gets 26 members’ attention and then 24 was to the working environment. Out of 87 samples 28 were quoting the growth factors and 25 were to monetary benefits. • The employees agree that they understand their job and the role it plays in achieving their vision.

So it may be improved for them. so that involvement of the employees towards work will be improved • The working environment in the concern has to be improved in order to avoid the hazardous from the manufacturing areas. so that company can concentrate more on that to prevent employees’ attrition. The work load was another problem which is well exhibited in the company during data collection and so new recruitments have to be made in order to reduce their workload 32 . • Company grievance handling procedure and allowances can be made attractive.SUGGESTIONS • The monetary benefits is the major factor in which the employees are not satisfied. • The recreation facilities for the employees can be improved. • • Employees are satisfied with their understanding of their job and so organization can more concentrate to maintain that same level. Health provisions have to be made to improve their well-being.

pay structure and grievance handling procedure. relationship with supervisors and co-workers. can provide satisfied recreation.CONCLUSION From the analysis it has been concluded that TVS Srichakra Ltd. Organization may provide extra health and hygienic benefits and good working condition in addition to that more concentrate on employee’s health to prevent the employees’ attrition. welfare facility. They also can concentrate on recruitment procedure and explain employees work responsibility to minimize the employees’ attrition. 33 .

Werner and L. “Dynamics of industrial relations”. Dr. 7th Edition.D. C. 5. wishwa prakashan. 4.BIBLIOGRAPHY 1. M.Sathish Mamoria and S.Desimone.Kothary. C. 3. Himalaya Publishing House. 34 .R. Tata McGraw –Hill 5th Edition. 2. K. “Human Resource Development”.Mamoria.Gankar.Aswathappa. “Reasearch Methodology” and Techniques. “Human Resource Management”.B.Kapoor. Cengage Learning India Edition. “Elements of Mercantile Law”. N.V. Sultan Chand & Sons 29th Edition.

Years of Experience: 7. Designation: 3. This information will be kept confidential once forever. How long you are working here? Less than 1year 1-2 years 2-3 years More than 3 years a) 0 – 2 years b) 3 – 5 years c) 6 – 8 years d) Above 8 years a) 18 -25 b) 26 – 35 c) 36 -45 d) above 45 a) Married b) unmarried 9. I am R. PERSONAL DATA 1.APPENDIX Dear respondents. Thank you. Age: 4. Marital status: 5. Educational Qualification: 6. Kindly spare some time to fill in the following questionnaire.MURUGAPPAN doing MBA I year in MEPCO SCHLENK ENGINEERING COLLEGE. As a part of my curriculum I am doing my summer project in your concern under the topic EMPLOYEE ATTRITION. Contact No & Address: OTHER DATA: 8. Rate the following factors Highly satisfied Motivation Appraisal Basic Needs Nature of Job Satisfied Neutral Dissatisfied Highly Dissatisfied 35 . Name: 2.

Strongly Agree Agree Neutral Disagree Strongly Disagree b) I have freedom to convey my immediate problems to Top-level people.? Work Pressure Others 11.. Strongly Agree Agree Neutral Disagree Strongly Disagree c) Employer’s Creativity are well encouraged in my concern Strongly Agree Agree Neutral Disagree Strongly Disagree d) Promotions are based on skill and are in proper way. Which of the following makes you to get dissatisfied.10. Do You Agree the Following Statements a) I understand my job and the role it plays in achieving my vision. Specify the area where improvement is required Externally? Innovative technology Training programs New products Others 13. Specify the area where improvement is required Internally? Employee motivation Working environment Monetary benefits Others Management decisions Working Environment Pay structure 12.? Health condition Family issues Growth Monetary benefits Others 14. Which of the following reasons makes you to quit the job.. Strongly Agree Agree Neutral Disagree Strongly Disagree 36 .

Food And Canteen facilities c. Rate the following characterisitics / facilities in your concern Highly Highly Satisfied Satisfied Neutral Dissatisfied Disatisfied (5) (4) (3) (2) (1) a. Transportation d.15. Effective Opportunities for advancement in your career h. Work load f. Training And Development g. Rules and Regulations of the company i. Grievance Handling Procedures Job Orientation 37 . Work environment e. Recreation Facilities b. j.