1.

INTRODUCTION OF THE STUDY

1.1. Introduction

In this present scenario every company is facing the challenge to retain their employee,
so most of the companies are trying to retain their employees by the best ways. so this
project is to find the factors which may influence the retention of employees in the
organization

Employee retention refers to policies and practices companies use to prevent valuable
employee from leaving their jobs.

In order to create a successful company employer should consider as many options as

possible when it comes to retaining employees, at the same time securing their trust and
loyalty will help them continue in the organization.

1.2. Back ground of the project 

A 30 days summer internship program in Mahendra Associates was carried at which

provided me an opportunity to apply my classroom learning and practices in an industrial
environment with regards to Mahendra Associates.

During this internship period in Mahendra Associates I have tried hard to contribute to
the organizations resources and broaden my knowledge by working in the area of HRD
i.e employee retention analysis, suggesting effective retaining techniques.  
           
Losing new employees are a threat to the talent strategy. Engaging and motivating
existing employees is critical to retention and overall organization success. 

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1.3 Need of the study

The work place for most people in organized sector of human activities is confluence of
the organization’s objectives, values and practices; the individual’s attitudes, potentials
and aspirations; and the larger objectives of the society and the demands system, the
organization, the individual and the society at large. It is linkages to look into the
institution of work and examine the nature of inter linkages between work and some
aspects of socio-cultural and psychological milieu.

In recent years a growing interest among concerned professionals in bringing about

improvement in quality of working life in organized sectors is indicative of their efforts
to exercise the choice in a deliberate and planned manner in designing new work system
which alone can meet the aspirations of people in given socio-cultural context. Work
system changes have wider implications for society as a whole because improvement of
quality of life in any society as whole because improvement of quality of life in any
society presupposes enhancement of quality of working life.

Although physical and technical conditions of work and their effects on individuals and
on productivity have been a subject matter of study for the past few decades, it is only
recently that socio-psychological dimensions of work and their relationship with socio-
psychological dimensions of work and their relationship with socio-cultural environment
of people have received systematic attention. A growing body of knowledge has made it
possible to draw certain broad conclusions with regard to the meaning of work to an
individual and the relationship between work life and other aspects of life.

Work plays a central role in the life of most engaged in productive activities. Jerome M
Rosow (1974) with long experience in government and business has summed up the
centrality of work in following statements:“Work is at the core of life, consider the deeper
meaning of work to the individual and the life values; work means a good provider, it
means autonomy, it pays off in success, and it establishes self-respect or self-worth.

With in this framework, the person who openly confesses active job dissatisfaction is

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virtually admitting failure as a man, a failure in fulfilling his moral role in society. Since
work resides at the very core of life values, self-esteem colors the response to job
satisfaction attitude surveys. A negative answer may negate the lifestyle and the very ego
of the individual. It may well involve a painful, if not impossible, denial of basic goods in
life. It is tantamount to am admission of an inability to achieve and perform an economic,
useful, and productive role in society, in the family, in the church, and in the community.”

“Challenge less bureaucratic jobs inhabits the normal development of human personality,
thus leading to poor mental health, apathy, and even the delusion that one prefers highly
structured work. Workers suffering from such conditions attempt to; redirect their limited
energies to activities off the job, to social life on the job, or to sheer fantasy-but never
with great success and always with considerable emotional cost.”

Employees at the gross-root level experience a sense of frustration because of low level
of wage, poor working conditions, unfavorable terms of employment, in human treatment
by their superiors and the like where as managerial personnel feel frustrated because of
alienation over their conditions of employment, inter-personal conflicts, job pressures,
lack of freedom in work, absence of challenging work etc.

Quality of work life denotes all the organizational inputs, which aim at the
employee’s satisfaction and enhancing organization effectiveness. 
 
What People Want From Work?

Every person has different reasons for working. The reasons for working are as individual
as the person. But, we all work because we obtain something that we need from work.
The something we obtain from work impacts our morale and motivation and the quality
of our lives. Here is the most recent thinking about what people want from work.

Some people work for love; others work for personal fulfillment. Others like to
accomplish goals and feel as if they are contributing to something larger than themselves,

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something important. Some people have personal missions they accomplish through
meaningful work. Others truly love what they do or the clients they serve. Some like the
camaraderie and interaction with customers and coworkers. Other people like to fill their
time with activity. Some workers like change, challenge, and diverse problems to solve.

Work is about the Money

Whatever personal reasons for working, the bottom line, however, is that almost everyone
works for money. Whatever it is called: compensation, salary, bonuses, benefits or
remuneration, money pays the bills. Money provides housing, gives children clothing and
food, sends teens to college, and allows leisure activities, and eventually, retirement to
underplay the importance of money and benefits to people who work is a mistake.
Fair benefits and pay is the cornerstone of a successful company that recruits and retains
committed workers. If you provide a living wage for your employees, you can then work
on motivational issues. Without the fair, living wage, however, you risk losing your best
people to a better-paying employer.

 Employee Recognition

Employee recognition is limited in most organizations. Employees complain about the

lack of recognition regularly. Managers ask, "Why should I recognize or thank him? He's
just doing his job." And, life at work is busy, busy, busy. These factors combine to create
work places that fail to provide recognition for employees.

Managers who prioritize employee recognition understand the power of recognition.

They know that employee recognition is not just a nice thing to do for people. Employee
recognition is communication tools that reinforces and rewards the most important
outcomes people create for your business. When people are effectively recognized, they
are reinforced, with the chosen means of recognition; the actions and behaviors most
want to see people repeat.
An effective employee recognition system is simple, immediate, and powerfully
reinforcing. Employees feel cared about and appreciated. It may seem simplistic, but

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people who feel recognized and cared about produce more and better work. Employees
say praise and attention from their supervisor would make them feel as if the company
cared about them and their well being.

Expectation

A satisfied employee knows clearly what is expected from him every day at work.
Changing expectations keep people on edge and create unhealthy stress. They rob the
employee of internal security and make the employee feel unsuccessful. I'm not
advocating unchanging jobs just the needs for a specific framework within which people
clearly know what is expected from them.

The quality of the supervision an employee receives is critical to employee retention.

People leave managers and supervisors more often than they leave companies or jobs. It
is not enough that the supervisor is well liked or a nice person, starting with clear
expectations of the employee, the supervisor has a critical role to play in retention.
Anything the supervisor does to make an employee feel unvalued will contribute to
turnover. Frequent employee complaints center on these areas.

 Lack of clarity about expectations,

 Lack of clarity about earning potential,
 Lack of feedback about performance,
 Failure to hold scheduled meetings, and
 Failure to provide a framework within which the employee perceives he can
succeed.

Environment

The ability of the employee to speak his or her mind freely within the organization. Does
the organization solicit ideas and provide an environment in which people are
comfortable to provide feedback? If so, employees offer ideas, feel free to criticize and
commit to continuous improvement. If not, they bite their tongues or find themselves

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constantly "in trouble" - until they leave.

A motivated employee wants to contribute to work areas outside of his specific job
description. How many people could contribute far more than they currently do? Need to
know their skills, talent and experience, and take the time to tap into it. As an example, in
a small company, a manager pursued a new marketing plan and logo with the help of
external consultants.

An internal sales rep, with seven years of ad agency and logo development experience,
repeatedly offered to help. His offer was ignored and he cited this as one reason why he
quit his job. In fact, the recognition that the company didn't want to take advantage of his
knowledge and capabilities helped precipitate his job search.

The perception of fairness and equitable treatment

 In one company, a new sales rep was given the most potentially successful, commission-
producing accounts. Current staff viewed these decisions as taking food off their tables.
You can bet a number of them are looking for their next opportunity.

Opportunities to learn and grow in their careers

Those employees wanted to retain seek frequent opportunities to learn and grow in their
careers, knowledge and skill. Without the opportunity to try new opportunities, sit on
challenging committees, attend seminars and read and discuss books, they feel they will
stagnate. A career-oriented, valued employee must experience growth opportunities
within the organization.

Threaten an employee's job or income

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No matter the circumstances, never, ever threaten an employee's job or income. Even if
layoffs loom if they fail to meet production or sales goals, it is a mistake to foreshadow
this information with employees. It makes them nervous; no matter how information is
phrased; no matter how it is, even if absolutely correct, the best staff members will update
their resumes. Not advocating keeping solid information away from people, however,
think before anything is said that makes people feel they need to search for another job. 
 
 

2. RESEARCH DESIGN

2.1. Title of the study:

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“A study on employee factors influencing on employee retention”.

2.2. Statement of the problem:

As an employee turnover is increasing and retaining the skilled and trained employees
has posed a grate challenge.

2.3. The objective of study:

1. To identify the factors which lead to attrition rate of employees.

2. To measure the job satisfaction level of employees.
3. To evaluate employer-employee relationship.

2.4. Hypothesis:

H0- There is a correlation between job satisfaction and employee retention.

H1- There is no correlation between job satisfaction and employee retention.

2.5. Source of data collection:-

There are two main sources of the data collection.
1 Primary source
2 Secondary source

Primary data: - collected through well designed questionnaire

Secondary data: - It contains the information obtained from:-
1 Websites.
2 Books & reports available at library.
3 Journals.
Population:
Employees of Mahindra associates

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2.6. Sample size: -
20-50 respondents who will constitute
Top management-10%
Middle management-50%
Others-40%

Sampling technique:-
The non-probability sampling method was used which convenience sampling technique
was used in the study.

2.7. Tools used for data collection: -

SPSS/Excel

2.8. Scope of the study:

The study can be extended to the employees of any organization, especially those in the
middle and lower management levels.

2.9. Limitations of the study: -

 The time period of one month is a limiting factors
 This research is confined to Bangalore city only
 This sample size taken for this research is limited

3. PROFILE OF INDUSTRY / COMPANY

1.1 INDUSTRY PROFILE

9
At 3m they believe that what the company stands for is just as important as what we sell.
They are proud to have built a century- old tradition of operating with un compromising
honesty and integrity.3M technology platforms are core elements of 3M innovation and
springboards to meeting customer needs. In countless combinations, 3M technologies
come together as core elements of innovative new products, making them sample to use
and better.

3M company what we are:

3M is a diversified technology company with a worldwide presence in the following

markets: consumer and office; display and graphics; electro and communications; health
care; industrial and transportation; and safety, security and protection services. What
makes us so diverse is our ability to apply our technologies – often in combination – to an
endless array of customer needs.

A Century of innovation:

Creating innovative products and services that respond to customer needs has always
been a way of life at 3M. So far there have been more than 500000 innovative products
that help make our world better. With operations in the more than 60 countries, 3M is a
major player in the global economy. International operations account for more players in
global economy.

International operations account for more than half of 3M’s first 100 years a century of
success. For years, people around the world have looked to 3M for products and ideas
that solve problems and make lives easier and better. Our achievements are the
foundation of a prude past and the bright future of many innovations to come.

We have a history of investing in the communities in which we operate by providing job

for local residents and supporting education, the environment, and social and economic
development. 3M also is recognized as a leader in environmental protection and a pioneer

10
in population prevention.

Much of 3M’s rich culture comes from the principles that William L. McKnight believed
“management that is destructively critical when mistakes are made kills initiative. It’s
essential that we have many people with initiative if we are to continue to grow”. It is this
growth that continues to make 3M a leader in the 21 st century. The innovation center
provides a glimpse of the company’s development, its products, technologies, and the
people who makes up our world of innovation.

3M is a $18 billon diversified technology company with leading positions in health care;
industrial; display and graphics; consumer and office; safety, security and protection
services; electro and communications; and transportation. Head quartered in St. Paul,
customers in nearly 200 countries. The innovative new products they produced held
automotive parts in place; fastened diapers; provided backup security for computers; gave
dentists new filling materials; helped keep buildings clean; helped prevent theft of library
books; and made insulated clothing less bulky and more comfortable.

3M at a Glance:

1 Worldwide sales: $22.9 billion.

2 International sales: $14.1 billion (61 percent of company's total).
3 Companies in more than 60 countries.
4 3M products sold in nearly 200 countries.
5 More than 69,000 employees.
6 3M employes mostly local nationals. Fewer than 300 3M employees worldwide
are Foreign Service Employees not residing in their home countries.
7 Plant locations: 139 worldwide.

Sales office locations: 188 worldwide.

History:

1902- Founded in the town of two harbors, Minnesota as Minnesota, mining and
11
manufacturing company.

1910- Company moves to St. Paul 3M invested $500 in a tiny laboratory. It has a lot of

money for the young company, but a wise step towards ensuring quality control and an

early and an early investment in research and development.

1916- First dividend payout.

1917- 3M sales reached $1 million. The company was poised for real growth.

1920’s- the world’s first water proof sandpaper.

1925’s- 3M diversify with the invention of masking tape and the first of scotch adhesive

tapes.

1929- 3M formed a holding company in Europe with eight other manufacturers. The

durex corporation, an American holdings company, was 3M’s first international business

and expanded its opportunities for growth.

1930’s- golden age of 3M’s research programmer (cellophane tape/transparent tape).

1937- 3M vice president Richard P. Carlton established a central research laboratory to

purpose research in technicians with long term potentional.this led to3M breakthroughs

such as reflective materials used to improve highway signs and makings. As the decade

ended, 3M had five diverse and flourishing business abrasives, masking tape, cellophane

tape, roofing granules and adhesives.

1940’s

 Products for world war II

 Need products like 3M scotchlite reflective sheeting for advertising highway

making, magnetic tapes, offset printing plates, etc.

 Introduction to thermo fax copying process, scotch grad fabric protection, video

tapes, scotcgbrite cleaning pads, etc.

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1960’s

 International operations commenced

 Introduction to dry silver microfilm, photographic products, decorative laminates,

carbonless paper.

1962- the first office building was completed at 3M center in St. Paul, Minnesota, the

company’s new world headquarters

1963- Opened company’s first research laboratory outside the United States opened in

Harlow, England.

1970’s/1980’s- overhead projectors, medical and dental products, growth in

pharmaceuticals, agrochemicals, digital sound recording, enemy control films, reposition

able notes, X-ray films.

1972- 3M sales passed the $2 billion mark.

1979- Sales topped $5 billion; 3M built its first U.S. research/administrative complex

outside Minnesota. 3M Austin center, in Texas, was established to position the company

near other high-technology electronics and telecommunications businesses.

1995- Announced it would launch its printing and publishing, data storage and imaging

system businesses as an independent, publicly owned company. At the same time, 3M

began realigning into market-centered groups to focus on building customer loyalty by

providing superior quality, value and service. 3M inaugurated pollution prevention pays

(3P), a program that encourages employees throughout the company to prevent pollution

at the source. It led to large reductions in pollution and waste in 3M’s products, processes

and daily operations.

Our values:

 Provide investors an attractive return through sustained, quality growth.

13
 Satisfy customers with superior quality, value and service.
 Respect our social and physical environment.
 Be a company employees are proud to be part of.

Organization:

More than 40 business units, organized into seven businesses:

 Health care
 Industrial
 Consumer and office
 Display and graphics
 Safety, security and protection services
 Electro and communications
 Transportation

Operations in more than 60 countries- 28 international companies with manufacturing

operations, 32 with laboratories. In the United States, operations in 23 states.

 Over 50000 products

 Over 500 new products introductions every year
 More than 30 technology platforms
 Over 8000R&D people worldwide
 Over 70000 employees
 Operations in 62 countries
 Over 160 manufacturing locations

Sales:

14
 World wide $18.23 billion
International $10.651 billion
50% of overall company’s total

3M Technology Platforms:

 Adhesives
 Non-woven fibers
 Films
 Ceramics
 Flour chemicals
 Optics
 Microstructure surfaces
 Coated abrasives
 Magnetic &optical recording
 Imaging
 Copper interconnects
 Pharmaceuticals
 Fluoropolymers
 Drug delivery
 Electromechanical systems
 Specialty chemicals & polymers
 Dental materials
 Wound management
 Porous materials/membranes
 Optical fibers & connectors
 Infection control
 Cardiovascular devices
 Precision coating
 Melt processing
 Surface modification
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  Molding
 Mechanical fasteners
 Filtration
 Lithium polymer batteries
 Metal matrix composites
 Flat panel display components
 Vibration damping
 Electro luminescence
 Diamond-like films

3M Leadership:

Of all the pathways to growth, investing in our people is most important. The premises
are very simple- if your people grow, your company will grow. The key; linking growth
in individuals to those things that unlock energy and activities that our customers value.
Clearly, 3M’s first chairman of the board, William L. McKnight, was a unique leader…
and 3M has been blessed with outstanding leaders at all levels of the company ever since,
leadership development remains at the top of the company’s agenda.

3M INDIA

3M India’s greatest asset has been the corps of highly trained and qualified staff. The
strong commitment to people has enabled 3M India today to attract and retain some of
the best talents in the country. One of the improving and expanding its own technology
base creating products that fulfill specific customer needs. With a promise of delivering
innovative, quality products and services that makes customers life easier and better, 3M
today has an array of useful products targeting each and every segment of the market.

3M’s diverse range of products offering proven customers benefits led to3M India being
born in 1988 as Birla 3M limited. The name of the company was subsequently changed to
3Mindia limited in Dec 2002 in India, 3Mindia has over 2000 diverse products in
industrial, automotive and specialty materials, electronics, construction and consumer and
16
office markets, building over the past years an exhaustive list of satisfied customers and a
reputation for un matched quality.

One of the main plans of 3M’s business philosophy has been to grow through improving
and expanding its own technology base creating products that fulfill specific customer
needs. With a promise of delivering innovative, quality products and services that makes
customers life easier and better, 3M today has an array of useful products targeting each
and every segment of the market.

 Over 2000 products

 Turnover of Rs.2107 million in 2002 with profits of over Rs.175.3 million
 Over 300 employees
 A factory at electronics city, on the outskirts of Bangalore

3M entry way system stops all types of dirt, dust and moisture at the entrance door, which
helps to keep other important areas throughout your building clean and dry. The matting
products used in 3M Entry Way System combine attractive styling with exceptional
performance and durability to protect hard floors and carpets and reduce maintenance
costs while helping to increase safety.

There are various types of 3M matting products designed for just about any use - inside
or out. And their attractive appearance will complement virtually any decor.
Based on the dirt trapping efficiencies of various look alike's and traditional matting
products, the best system would be the combination of :
3M Nomad Scrapper Matting
3M Nomad Wiping Matting
3M Nomad Absorption Matting

The complete line of 3M fire protection products helps prevent fire, smoke, toxic fumes
and moisture from passing through penetrations in fire-rated walls and floors. These easy-
to-install products are suitable for a wide variety of fire stop applications, including
plastic pipes, metal pipes, HVAC ductwork, cables, construction gaps, grease ducts, wall
17
tops and control joints.

3M Fire Barrier Caulks:

All 3M Fire Barrier Caulks have either in tumescent and/or endothermic technologies that
provide tight and dependable steel against fire, smoke toxic fumes and moisture. 3M in
tumescent caulks expand up to three times their original size when exposed to
temperatures over 300 F. This in tumescent action forms a strong, insulating char which
seals the opening for up to four hours when exposed to extra

No one has more experience in window films than 3M. In fact 3M was issued the first-
ever patent on sun control window film in 1966. Since then, 3M has invested millions of
dollars in film research and development. Today millions of square feet of 3M window
films are installed all around the world.

There is a complete selection of films that vary in color, density and heat rejection
qualities to ensure there's one to accurately match your needs.

Only Scotch tint window film has an adhesive developed by 3M especially for window
film. This exclusive acrylic adhesive system combines the advantages of many
commonly used systems. The result is clean, easy installation, excellent impact and glass
holding resistance. There will be no bubbling, blistering, puckering or wrinkling. Scotch
tint window film has stood the test of time over 30 years. The pressure-sensitive adhesive
used with Scotch tint window film keeps its uniformity integrity from year to year. It
maintains clarity, resists distortion due to changing temperatures, and withstands
weathering, sunlight, UV and heat for many years.

To introduce PET base Interior Decorative Glass film which will also provide heat gain
reduction, UV blockage and shatter resistance. Current glass decorative films are PVC
based. These films don't have shatter resistance property and durability.
To avoid strain on your wrists, arms and hands, your keyboard and other input devices,
such as a mouse or trackball, should be positioned within a comfortable distance of each

18
other.

A dusty, dirty monitor can make it difficult to read your screen and contribute to
computer-related eyestrain. Clean your monitor regularly to reduce the risk.Our
Ergonomic Optical Mouse is clinically proven to reduce muscle strain and discomfort
associated with carpal tunnel syndrome and repetitive stress injury. Its unique design
places your mousing hand, wrist and arm in a more ergonomic position compared to a
standard mouse. Comes in two sizes for more comfortable mousing.

Core strengths:

With the vision of being the most innovation enterprise and the preferred supplier 3M
India uses its core strengths of technology, products, people and value to solve customer
problem. 3M’s immense strength lies in its 30 technology platforms some of which are
adhesives, specialty chemicals, micro replication and optics. These platforms have
launched several of 3M’s product lines. The resulting products are often so unique, that
they redefine the very parameters of competition

Since its inception in 1988, the company has listened to customer needs in India and has
customized and modified products to meet special local needs.

Innovative and commitment to quality:

 That 3M is one of the world’s most innovative corporations world wide is

reiterated by the fact that 30% of the annual sales come from products that are less
than four years old. But, innovation as 3M sees it, is in more than just our products.
It’s in the way we do business and provide solutions- with simplicity and ingenuity.
 The products from the 3M portfolios are the result of combining 3M’s core
strengths of innovation and customer satisfaction thereby providing investors an
attractive return through sustained quality growth. Headquartered in Bangalore the
company has a seven-acre manufacturing facility at electronic city where around 40
products are manufactured. These include connector and splicing systems for

19
 telecommunication cables, automotive graphics, range of pressure sensitive adhesives
(PSA) tapes and some consumer products.
 At 3M India, the philosophy believes that everything begins and ends with the
customer. This has been one of the key drives in providing the best products and
services in a timely and efficient manner.

To achieve its goal of global experience, 3Mhas adopted a continuous improvement

process in the supply chain excellence, pacing plus program and earning customer loyalty
initiatives. With this approach 3M India goes beyond the current quality programmes or
awards and re-emphasizes the importance of customer in all its operations. At the same
time, it empowers each and every 3M employee so that every one is personally involved
in ensuring uncompromising commitment to customer satisfaction.

3M’s range of products:

3M offers an amazing range of products that cater to diverse customer requirements. It is

said that one in every four people on earth comes in contract with a 3M product, every
day. 3M India has been broadly categorized into eight groups under which there are
twenty-five operating divisions, currently each division caters to a specific commodity of
products and channels.

3M in India:

 Over 4000 products

 Turnover of Rs.1800 million in 2000
 Over 300 employees
 A factory at electronics city, on the outskirt of Bangalore

3M INDIA IS DIVIDED INTO 8 BUSINESS GROUPS THAT SERVE FOCUSED

MARKETS:
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Markets served by 3M India
1. Industrial markets
2. Automotive and sociality material markets
3. Electro and telecom markets
4. Health care markets
5. Traffic and safety markets
6. Electronic markets
7. Construction markets
8. Consumer and office markets

Industrial markets:
 Scotch packaging tapes
 Scotch masking tapes
 Specialty tapes and films
 Labeling systems
 Specialty adhesives
 3M wet or dry sheets
 3M imperial hand glaze
 3M “4 Way” spray

Scotch-Brite surface conditioning, products-pads, Wheels, brushes, rolls 3M Roloc discs.

Tapes, adhesives and abrasives from the key products of the industrial markets group
serving the Indian automotive, aerospace, construction, electronics and transportation
markets. Some of the well- known brands within this group are scotch masking tapes,
scotch brite surface conditioning products and woody abrasive papers. In addition, the
group also markets products for automotive repair and refinish, such as 3M paint
finishing products, 3M abrasive products and accessories, 3M adhesives, coatings and
sealants. Cleaning and finishing materials along with micro finishing abrasives also form
part of the group’s product portfolio.
Automotive and specialty material markets:

21
 3M scotch cal automotive graphics
 Double- sided foam tape for automotive trim attachment
 Fluorites HFE specialty chemicals
 Glass Bubbles &Ceramic Micro spheres

As part of the group’s specialty materials division, the fluorochemical products marketed
are used as liquid heat transfer media and dielectric electronic testing fluids. In addition
the group also locally manufacturers and markets automotive graphics & decorative
cadging for two and four wheelers. Other products of the group are protective films,
attachment tapes for automotive application and 3M filtrate filtration products for particle
and gas filtration in air-conditioners, room air-cleaners and vacuum cleaners.

Electro and telecom markets:

 3M Scotchlok UY and MS2 modular connectors for splicing underground copper

cables
 3M fibrlok and 3M multiform fibrlok mechanicals splices for optical fiber cables
 Customized fiber management systems, fiber optic closures.
 Test and measurement products for optical fibbers such as OTDRs, fiber
identifiers and power meters
 Vinyl tapes, Polyester, Mastic Tapes
 Polyester film tape
 Power termination and splicing kits

This specific group has been creating products that meet the specialized needs of the
power and telecom industry in the country. Connectors for joining of both copper and
optical fiber telecom cables, jointing and termination kits for power cables and
interconnect products for the electrical industry are some of the specialized products in
this group.

Health care markets:

22
 3M Micro pore surgical tape
 3M Transpore surgical tape
 3M Tegaderm Transparent dressing
 3M Littman Stethoscopes
 3M Steri Drape incise drape
 3M loban2 antimicrobial film
 Autoclaves stem indicator tape
 3M attest biological indicators
 Refasten able tapes for disposable diapers
 5XL & 8XL ETO Gas sterilizers
 3M Single Bond Dental Adhesive
 3M Express Impressing systems.
 3M Filter Restorative System

The health care group is one of the key focus area of 3M India’s plans. This group has
products ranging from medical surgical supplies, medical equipment, dental care products
and devices and film for the food and pharmaceutical industry. Some of the well
recognized products are 3M Tegaderm Transparent dressing, 3M loban antimicrobial
film, 3M specialty drapes, 3M Sterivac gas sterilizer and 3M refasten able tapes for
manufacturers of diapers. The 3M microspore surgical tape, which is the market leader
worldwide for general dressing is part of this group’s product portfolio.

The dental division offers restoratives, finishing and polishing products, adhesives,
crowns, impression materials, and infections control products, and preventive sealants.

Traffic and safety markets:

 3M Scotchlite Reflective Sheeting

 3M Stamark Pavement Marking Polymer Tape
 3M Scotchlite SOLAS Grade Reflective Material for Marine Applications
 3M Respirators

23
 Personal environment systems
 3M Powersorb Oil Sorbets
 Thinsulate Thermal Insulation
 3M Filtrate Air Filter Media
 3M Ear Plugs
 3M Liquid Filter Bags & Cartridges
 3M Panaflex Flexible Substrate
 3M Scotchcal Translucent/Opaque vinyl’s

This group concentrate on reflective sign materials, graphics, respirators and many other
products that enhance worker, public and product safety around the world. Some of the
products offered under this group are Scotchlite products, 3M reflective sheeting, 3M
Dust/Mist Respirators, chemical sorbets, environmental safety products, 3M Panaflex
Flexible Substrates and 3M Scotchcal Translucent Graphic Making Film.

Recent innovations include diamond-like reflective materials, large-format digital

printing new anti-counterfeiting films for products and documents, and brightness
enhancement films for products that save battery power and make computer screens
easier to read.

Electronic markets:

 Electronic connectors
 Static control products
 Corrosion protection products

This group in 3M India provides electronic packaging and inters connection products for
virtually any electronic application. The group also deals with static control and corrosion
protective products for pipeline coatings.

Construction markets:
24
 3M Scotchtint Sun Control Film
 3M Scotchtint safety & security film
 3M Passive Fire protection products
 3M Clip-on Reflectors

This group deals with window films, passive fire protection products and lighting
products catering to commercial, residential and automobile markets. The windows film
markets being the most prominent with brands like 3M scotching sun control films and
3M Scotch shield safety and security films. These are sold to homes, buildings and
automobile owners. 3M is continuously engineering new developments for films of
tomorrow.

Consumer and office markets:

 Scotch-Brite Scrub Pads and Laminates

 Scotch-Brite sponge maps and wipes
 Scotchgard Fabric and leather protectors
 3M Nomad Entry-way System
 Safety-walk Slip Resistance Products
 Post-it Notes
 Scotch Magic Tape
 3M Overhead Projectors
 3M Transparency Film
 3M Flip Frame Transparency Protectors
 Post-it Memo Boards
 3M Multimedia Projectors
 3M Ergonomic Products

This group deals with 3M power brands. These products are widely recognized and used
by a cross selection of people.

25
3.2 COMPANY PROFILE

Mahendra Associates, one of the fortunate and largest distributors of 3M India Ltd adding
value to 3M innovation. Their journey of distribution and customer service has started
1985. They are fondly called as ‘MAST’, because they believe work and josh go hand to
achieve outstanding results. They have maintained a growth rate of 30%p.a they aim at
‘quality’ by providing total customer satisfaction through high quality & innovative
products along with value added services & solutions.

Mahendra Associates success relies on “Organizational Ethics and total customer

satisfaction”, which is driven by there “young and result oriented team”. It is focused on
providing end-to-end solutions to all their customers, specializing in six major divisions
of 3M India Ltd.

Associated with standards offering customer benefits, Mahendra Associates stands on a

strong foot since 1988. Taking cue from India's multifaceted customers and 3M's diverse
range of products, they have positioned ourselves well on the minds of target customers
making us stand up to competitions from global and local giants through innovative
methods, versatile services and high-end products.

MISSION:

“To become an organization where people are proud to be associated with”.

VISION:

Mahendra Associates was founded with one driving vision: a vision in which 3M
innovation works for all.

26
Over 65,000 products

3M offer an amazing range of products that cater to diverse customer requirements. Birla
3M has been broadly categorized into eight groups under which there are twenty-five
divisions catering to specific commodity of products and channels.

1 More than 30 technology platforms

2 Over 8,000 R&D People world wide
3 Over 70,000 Employees
4 Operations in 62 Countries
5 Over 160 Manufacturing locations.

Quality policy:

On time delivery with defect free services and Mahendra Associates achieved zero
customer complaints. Mahendra Associates aims to provide end-to-end solutions to
customers in a diverse range of products, services & solutions. It always believes in
quality by providing total customer satisfaction through high quality & innovative
products, services & solutions.

"Shaped up to recognize the requirements of our clients and provide them

increasingly with preeminent products that support towards growth and
enhancement within their establishments.”

Social Responsibilities:

1: Mahendra Associates has funded three houses through Rotary in HD Kote for the tribal
families.

2: Has donated 1.5 lacs to a hospital in Mysore through Asha Kirana, an NGO, and AIDS
awareness program.

27
3: Is a regular donor towards ISCKON’s Akshaya Patra program

4: Every year supports at least one mentally/physically challenged child.

5: We are a part of Rotary- Tsunami relief fund, through which we were a part of
distribution of 17 fibre boats in Pondicherry for the rehabilitation of the fishermen.

6: We are part of the Mahaveer Artificial limb Centre.

Milestones:

 One of the Largest Distributor in India from the past four years.
 "Go for It! 99" Award of Excellence for highest sales (AAD)
 Certificate of merit (AAD) for achieving 140% of target Bangara Nidhi (AAD)
1999
 "Yeh Dil Mange More" for highest sales for the year 1999 (CCD)
 "Award of Excellence" for highest sales for the year 1999 (ITSD)
 Certificate of Achievement- "Benhur Award" (VSD) 1999
 Award of Excellence (ITSD) 2000
 "Jung 2000" Award of Excellence for achieving sales target 2002 (CCD)
 "SCPD Gold" for highest sales during 2001 in South Region (CCD)
 "Mission Possible" for Outstanding sales performance for 2001 (AAD)
 "Quality Growth Champion" construction and commercial care division in 2001
 Award of Excellence (IMD) 2001
 Appreciation certificate from Mr. Lee Kennedy, Managing Director, 3M India
Ltd. (2003)
Our Values:
1.Provide investors an attractive return through sustained, quality growth.
2.Satisfy customers with superior quality, value and service.
3.Respect our social and physical environment.
4.Be a company employees are proud to be part of.

28
Distributors:

Being in the forefront of distribution for two decades, we are one of the largest
distributors for 3M India, based in Bangalore having branches in Chennai, Mysore,
Mangalore and Hyderabad.

3M entry way system stops all types of dirt, dust and moisture at the entrance door, which
helps to keep other important areas throughout your building clean and dry. The matting
products used in 3M Entry Way System combine attractive styling with exceptional
performance and durability to protect hard floors and carpets and reduce maintenance
costs while helping to increase safety.

Our Precise™ Mousing surface utilizes advanced micro-groove surface technology to

provide smoother, more accurate mousing for your optical or standard mouse.
The micro-groove surface traps dust and debris in its valleys as the mouse rides along the
peaks. Point, click and drag quickly, smoothly and accurately. Non-skid base prevents the
mouse surface from shifting while you work. Available in a variety of sizes, colors and
designs, with or without a gel wrist rest.

All 3M™ Wrist Rests feature our patented gel formula, which conforms to the natural
contours of your wrist. Designed to be "not too hard" or "not too soft", our wrist rests
provide the ultimate in comfort and support.

The compact design multi-purpose wrist rest can be used for both trackballs and standard
mice. Like our other wrist rests, it has the soothing and cushiony-soft gel construction for
comfort, in a non-irritating and silky smooth fabric. With its leak-free and oil free design,
your skin, clothes and desk surfaces are protected. The non-slip, non-marring base keeps
the mouse in place. Available in several colors.

Leadership: George w.buckley, chairman, president, chief executive officer.

29
 4. ANALYSIS AND INTERPRETATION OF DATA

AGE OF RESPONDENTS IN YEARS

Table: 4.1  

Valid Cumulative
Frequency Percent Percent Percent
20-25 4 10.0 10.0
25-30 20 50.0 60.0
30-35 14 35.0 95.0
35-40 2 5.0 100.0
Total 40 100.0

Inference:
50% of the sample is between the ages of 25-30 years. 35% of the sample is between the
ages of 30- 35 years. 10% of the sample is between the ages of 20- 25 years. 5% of the
sample is between the ages of 35- 40 years.The conclusion that can be derived from this
analysis is that most the employees at the organization are within 40 years of age. 

 Graph:4.1

age in years

20-25
25-30
30-35
35-40

30
YEARS OF SERVICE AT MAHENDRA ASSOCIATES
Table: 4.2

Valid Cumulative
Frequency Percent Percent Percent
1-2 16 40.0 40.0
2-3 10 25.0 65.0
3-4 8 20.0 85.0
4-5 4 10.0 95.0
5-6 2 5.0 100.0
Total 40 100.0

Inference:
35% of the respondents have less than a year’s experience at mahendra associates.25%
have 1-2 years experience, 30% have 2-3 years experience and the remaining 10% have
4-5 years work experience.
It can be concluded that 45% of the employees in the organization have been associated
with the organization for more than 2 years. In other words 75% of the employees have
been in the organization for more than a year.  
Graph: 4.2

years of service

1-2
2-3
3-4
4-5
5.00

31
WHAT ATTRACTED EMPLOYEES TOWARD THIS COMPANY?
Table: 4.3
Ranking Summary Analysis
1-Highest, 2-High, 3-Average, 4- Low, 5- Lowest

Ranks

 
Reasons 5 4 3 2 1
Pay 4 24 8 2 2
personal growth
opportunity 2 4 2 12 20
good employer 0 4 24 4 8
work environment 6 6 6 16 6
Others 26 2 2 2 8

Percentage:

Percentage

Reasons
Pay 5% 5% 20% 60% 10%
personal growth opportunity 50% 30% 5% 10% 5%
good employer 20% 10% 60% 10% 0%
work environment 15% 40% 15% 15% 15%
Others 20% 5% 5% 5% 65%

Interpretation
The above analysis suggests that pay scales is one of the most important factors which
attract the employees to join the particular organization, followed by the reputation of the
employer as well as the working environment.

32
EMPLOYEES EXPECTATIONS FROM THE COMPANY
Table: 4.4
Rank

Reasons 1 2 3 4 5 6

Encourage team work 8 4 14 6 4 4

Provide stable employment 6 8 4 6 6 10

Job security 8 4 6 4 6 14

Good pay 12 10 4 4 6 4

Motivation 8 2 10 10 6 4

Career growth 14 6 4 4 2 10

Interpretation:
30 % of the respondents rank career growth has highest, 30 % of the respondents rank
good pay is high, 30 % of the respondents rank encouraging team work is above average
and also the motivation to the employees, 20 % of the respondents rank encouraging team
work is below average and also the motivation o the employees, 20 % of the respondents
rank motivation as low, 30 % of the respondents rank job security is lowest and also the
career growth is also the lowest.

33
THE EXISTING PERFORMANCE APPRAISAL SYSTEM AS RATED BY THE
EMPLOYEES
Table: 4.5

Valid Cumulative
Frequency Percent Percent Percent
Fair
12 30.0 30.0
Relevant
12 30.0 60.0
Satisfactory
14 35.0 95.0
Unsatisfactory
2 5.0 100.0
Total
40 100.0

 Inference:
30% of the respondents rated the performance appraisal as fair, 30% as relevant, 35% as
satisfactory and 5% as unsatisfactory.
95% of the respondents consider the present system of performance appraisal as
satisfactory.  
 Graph: 4.5

existing performance appraisal system in the company

fair
relevant
satisfactory
unsatisfactory

IN CASE OF PERFORMANCE DEFICIENCY TOOLS USED FOR

34
IMPROVEMENT
Table: 4.6
Reset the goal Refresher Withholding Giving warnings
training increments

18 respondent 10 respondent 2 respondent 10 respondent

(45%) (25%) (5%) (25%)

 Inference:
70% of the respondents agree that any performance deficiency can be rectified by
resetting goals and refresher training.  5% opted for the mode of punishment by
withholding increments and the remaining 10% say being warned would suffice.
From the above it can be inferred that the responses does not vary by huge differences.
The management should provide feedback to employees with regard to their performance
so that they can assess their own worth in the organization.   
 
Graph: 4.6

TIMELINESS & ACCURACY OF IMPLEMENTATION OF SALARY CHANGES

35
Table: 4.7

Delayed but Timely but Delayed and Timely and

accurate accurate accurate accurate

5(respondents) 10(respondents) 9(respondents) 16(respondents)

13% 25% 23% 39%

Inference:
From the above table it can be understood that only 20% of the respondents are satisfied
with the compensation package whereas 77.8% of the respondents are not happy or are
with the compensation package provided by the company. This may be dissatisfied
important criteria when evaluating an organization 
 
 Graph: 4.7 

EMPLOYEE RECOGNITION TOOLS RATED

Table: 4.8
36
  Parameters Strongly Disagree Neutral Agree Strongly
Disagree Agree

(i) Recognized/ 0 4 14 20 2
rewarded when you
out perform
(ii) Feel valued at 0 2 14 22 2
mahendra
associates

Interpretation:
50% of the respondents say they feel recognized and valued in the organization. 50% say
they are rewarded when they perform well and 55% of the respondents say they feel
valued and a part of the organization. 

EMPLOYEE RECOGNITION

Figure: 4.8

RECOGNISED/REWARDED

Strongly
disagree
Disagree

Neutral

Agree

Strongly Agree

VALUE AT THE ORGANISATION

37
 
 

RATE RELATIONSHIP WITH SUPERVISORS  

38
Table: 4.9
Valid Cumulative
Frequency Percent Percent Percent
Satisfactory 6 15.0 15.0
Good 18 45.0 60.0
Excellent 16 40.0 100.0
Total 40 100.0

 Inference:
It can be concluded that all the employees consider their supervisors as able and capable
person to lead and guide them. 100% of the samples agree that their relationship with the
supervisors is good.

Figure: 4.9

relationship with your superiors

satisfactory
good
excellent

MANAGER/SUPERVISORS ARE RATING FOR THE FOLLOWING

39
PARAMETERS

Table: 4.10
Likerts Analysis:
Profile test:

Sl No. Parameters Not at Sometimes Mostly Always

all
1 Resolve complaints and 0 2 34 4
concerns promptly
2 Listen to Suggestion 0 4 16 20

3 Encourage Cooperation 0 4 16 20

4 Teat you fairly 0 4 26 10

5 Provide Leadership 0 10 20 10

6 Clear communicated 2 8 20 10
Expectation
7 Is honest 0 4 20 16

8 Give Performance feedback 2 8 20 10

9 Coached, trained and 6 14 12 8

developed
10 Recognize accomplishment 0 10 20 10

11 Provide appropriate and 2 4 22 12

challenging assignment
12 Built team work 0 10 20 10

Percentage

40
Sl No. Parameters Not at Sometimes Mostly Always
all
1 Resolve complaints and 0 % 5% 85 % 10 %
concerns promptly
2 Listen to Suggestion 0% 10 % 40 % 50 %

3 Encourage Cooperation 0% 10 % 40 % 50 %

4 Teat you fairly 0% 10 % 65 % 25 %

5 Provide Leadership 0% 25 % 50 % 25 %

6 Clear communicated 5 % 20 % 50 % 25 %
Expectation
7 Is honest 0% 10 % 50 % 40 %

8 Give Performance feedback 5% 20 % 50 % 25 %

9 Coached, trained and 15 % 35 % 30 % 20 %

developed
10 Recognize accomplishment 0% 25 % 50 % 25 %

11 Provide appropriate and 5 % 10 % 55 % 30 %

challenging assignment
12 Built team work 0% 25 % 50 % 25 %

Highest percentage in coloum wise:

41
Sl No. Parameters Not at Sometimes Mostly Always
all
1 Resolve complaints and 85 %
concerns promptly
2 Listen to Suggestion 50 %

3 Encourage Cooperation 50 %

4 Treat you fairly 65 %

5 Provide Leadership 50 %

6 Clear communicated 50 %
Expectation
7 Is honest 50 %

8 Give Performance feedback 50 %

9 Coached, trained and 35 %

developed
10 Recognize accomplishment 50 %

11 Provide appropriate and 55 %

challenging assignment
12 Built team work 50 %

Interpretation:
Above table shows that 85% of the respondents mostly resolve to complaints, 50% of the
respondents always listen to suggestion and encourage cooperation, 65% Mostly treat
fairly, 50% provide leadership, clear expectations, honest and give performance feedback,
50% recognized accomplishment, 55% provided appropriate challenging assignment,
50% in built team work and 35% sometimes engaged in coaching, training and
development.

Summation test:

42
Highest percentage in row wise:

Sl No. Parameters Not at Sometimes Mostly Always

all
1 Resolve complaints and 85 %
concerns promptly
2 Listen to Suggestion 50 %

3 Encourage Cooperation 50 %

4 Teat you fairly

5 Provide Leadership

6 Clear communicated
Expectation
7 Is honest

8 Give Performance feedback

9 Coached, trained and 15 % 35 %

developed
10 Recognize accomplishment

11 Provide appropriate and

challenging assignment
12 Built team work

Interpretation
The above table shows that 85% of the respondents Mostly resolve complaints,
50% always listen to suggestion and encourage co-operation. Where 15% not at all and
35% sometimes engaged in coaching, training and development.

TEAMWORK AND COOPERATION IN THE ORGANISATION

43
Table: 4. 11
Likerts Analysis:
Profile test:
Parameters Strongly disagree neutral agree Strongly
disagree agree

I feel part of the team 4 0 8 22 6

working towards a
shared goal
There is mutual 2 0 6 24 8
respect for one another

“politics” at mahendra 0 2 22 16 0
associates are kept to a
minimum
Individual initiative is 0 0 10 30 0
encouraged at
mahendra associates

Percentage

Parameters Strongly Disagree Neutral Agree Strongly

disagree agree

I feel part of the team 10 % 0% 20 % 55 % 15 %

working towards a
shared goal
There is mutual respect 5 % 0% 15 % 60 % 20 %
for one another

“Politics” at mahendra 0 % 5% 55 % 40 % 0%
associates are kept to a
minimum
Individual initiative is 0 % 0% 25 % 75 % 0%
encouraged at
mahendra associates

Highest percentage in coloum wise:

44
Parameters Strongly Disagree Neutral Agree Strongly
disagree agree

I feel part of the team 55 %

working towards a shared
goal
There is mutual respect for 60 %
one another

“Politics” at mahendra 55 %
associates are kept to a
minimum
Individual initiative is 75 %
encouraged at mahendra
associates

Interpretation:
55 % of the respondents are feel part of the tam work towards a shared goal is agree, 60
% of the respondents are there is a mutual respect for one another is agree, 55 % of the
respondents are given that “politics” at the mahendra associates are kept to a minimum is
neutral, 75 % of the respondents are Individual initiative is encouraged at mahendra
associates is agree.
Summation test:
Highest percentage in row wise:

Parameters Strongly Disagree Neutral Agree Strongly

disagree agree

I feel part of the team 10 %

working towards a shared
goal
There is mutual respect for 20 %
one another

“Politics” at mahendra 5% 55 %
associates are kept to a
minimum
Individual initiative is 75 %
encouraged at mahendra
associates

Interpretation:
45
10 % of the respondents are feel part of the team working towards a shared goal is
strongly agree, 5 % of the respondents are given that “politics” at mahendra associates
are kept to a minimum were disagree, 55 % of the respondents are told “politics” at
mahendra associates are kept to a minimum is neutral, 75 % of the respondents were
agree to the Individual initiative is encouraged at mahendra associates, 20 % of the
respondents are strongly agree with the mutual respect to one another.

ENVIRONMENTAL FACTOR

Table: 4.12
Likerts Analysis:
Profile test:
 
Unsatisfactory Satisfactory Good excellent

Job 0 12 28 0

Team work 0 10 22 8

Supervisor 0 14 22 4

Management 2 22 16 0

Leadership 2 22 16 0

Motivation 2 20 18 0

Ambience 4 22 14 0

Space management 6 20 14 0

Comfort level when at your work 4 24 12 0

station

46
Percentage

Parameters Unsatisfactory Satisfactory Good excellent

Job 0% 30 % 70 % 0%

Team work 0% 25 % 55 % 20 %

Supervisor 0% 35 % 55 % 10 %

Management 5% 55 % 40 % 0%

Leadership 5% 55 % 40 % 0%

Motivation 5% 50 % 45 % 0%

Ambience 10 % 55 % 35 % 0%

Space management 15 % 50 % 35% 0%

Comfort level when at your work 10 % 60 % 30 % 0%

station

47
Highest percentage in column wise:

Parameters Unsatisfactory Satisfactory Good excellent

Job 70 %

Team work 55 %

Supervisor 55 %

Management 55 %

Leadership 55 %

Motivation 50 %

Ambience 55 %

Space management 50 %

Comfort level when at your work 60 %

station

Interpretation:

The above table shows that70 % of the respondents have replied good for the job as
environmental factor, 55 % of the respondents have replied good for the team work, 55 %
of the respondents has replayed good for the supervisor, 55 % of the respondents are
satisfied with management, 55 % of the respondents has satisfied with leadership, 50 %
of the respondents are satisfied with motivation, 55 % of the respondents are satisfied
with ambience, 50 % of the respondents are satisfied with space management, and finally
60 % of the respondents are satisfied with Comfort level when at your work station.

Summation test:
48
Highest percentage in row wise:

Parameters Unsatisfactory Satisfactory Good excellent

Job 70 %

Team work 20 %

Supervisor

Management

Leadership

Motivation

Ambience

Space management 15 %

Comfort level when at your work 60 %

station

Interpretation:
The above table shows that 15% of the respondents are unsatisfactory with space
management, 60 % of the respondents are satisfactory with comfort level when at your
work station, 70 % of the respondents are good at the job in environmental factors, and
20 % of the respondents are excellent at the team work.

CAREER PATH:
49
Table: 4.13
Likerts Analysis:
Profile test:
Parameters Not at all Rarely Some times often always

Established career path at 4 4 12 18 2

mahendra associates
Exciting growth 2 2 6 24 6
opportunities at mahendra
associates
I get a sense of great 0 0 12 16 12
professional and personal
accomplishment from the
work I do

Percentage:

Parameters Not at all Rarely Some times often always

Established career path at 10 % 10 % 30 % 45 % 5%

mahendra associates
Exciting growth 5 % 5% 15 % 60 % 15 %
opportunities at mahendra
associates
I get a sense of great 0 0 30 % 40 % 30 %
professional and personal
accomplishment from the
work I do

Highest percentage in column wise:

Not at all Rarely Some times often always

Established career path at 45 %

mahendra associates
Exciting growth 60 %
opportunities at mahendra
associates
I get a sense of great 40 %
professional and personal
accomplishment from the
work I do

Interpretation:
50
The above table shows 45 % of the respondents are established career path at mahendra
associates is often, 60 % of the respondents are exciting growth opportunities at
mahendra associates is often, 40 % of the respondents are get a sense of great
professional and personal accomplishment from the work is often.

Summation test:
Highest percentage in row wise:

Parameters Not at all Rarely Some times often always

Established career path at 10 % 10 % 30 %

mahendra associates
Exciting growth 60 %
opportunities at mahendra
associates
I get a sense of great 30 % 30 %
professional and personal
accomplishment from the
work I do

Interpretation:
The above table shows that 10 % of respondents are not at all established career path at
mahendra associates and 10% rarely established their career path and 30% of the
respondents sometimes established the career path and 30% got a sense of great
professional and personal accomplishment from the work. And 60% of the respondents
often excited growth opportunities at Mahendra and 30% always got a sense of great
professional and personal accomplishment from the work they did.

APPROACHABILITY, FRIENDLINESS AND HELPFULNESS OF HR TEAM

51
Table: 4.14

Poor Average Good Excellent

5% 20% 55% 20%

Inference:

The above table shows that20% of the respondents has rated the HR at being excellent on
the criteria of their approachability and helpfulness. On the whole the 55%have rated the
HR as good.

Graph: 4.14

OVERALL EXPERIENCE WITH HUMAN RESOURCE TEAM

52
Table: 4.15

Poor Average Good Excellent

10% 25% 50% 50%

Inference:

65% of the respondents have rated the overall experience with the HR from the time of
recruitment till date as good.  
 
Figure: 4.15
 

 
5. SUMMARY OF FINDINGS, SUGGESTIONS AND CONCLUSION

53
5.1 Findings:

The study was conducted at mahendra associates Bangalore, to analyze “the factors
influencing on employee retention”. The questionnaire was administrated to a sample of
40 employees. On evaluation the following findings were recorded.

1 The respondents feel that they have prospective career growth at Mahendra
Associates.

2 The employers are given the freedom to express their views to improve the
existing work culture.

3 The study reveals that most of the employees are appreciated or rewarded for
the good work they do in the organization.

4 Performance appraisal is used as a tool to reward employees and evaluated.

5 Looking at the overall analysis of the company it is clear that the company has
managed to obtain higher commitments form its employees from their end.

5.2 Suggestions

The big question for both individuals and organization is: How do you keep up spirits,
54
continue to work effectively, maintain health and sanity in a highly competitive situation?

Retention tips:

1 Select the right people in the first place through behavior- based testing and
competency screening. The right person, in the right job.

2 Provide opportunities for people to show their knowledge via training sessions,
presentations, mentoring others and team assignments.

3 Demonstrate respect for employees at all times.

4 Offer performance feedback and praise good efforts and results.

5 Enable employees to balance work-life, allow flexible work timings, core

business hours and flexible end times.

6 Involve employees indecisions that affect their jobs and the over all directions of
the company when ever possible.

7 Recognize excellent performance, and especially, link pay to performance.

8 Base the upside of bonus potential on the success of both the employee and the
company and make it limitless with in the company parameters.

9 Recognize and celebrate success. Mark their passage as important goals are
achieved.

10 Encourage employees to have good, even best friends at work.

11 Staff adequately so over time is minimized for those who don’t want to over
55
 work and people don’t wear them selves out.

12 Provide the opportunity for career and personal growth through training and
education, challenging assignment and more.

13 Provide opportunity with in the company for cross training and career
progression. People like to know that they have room for career movement.

14 Communicate goals, roles and responsibilities so people know what is expected

and feel like part of in-crowd.

5.3 CONCLUSION

As more and more organizations reengineer, merge, restructure, downsize, right size, and
56
even capsize, employee’s comfort uncertainty is an almost daily basis. The rules keep
changing in terms of what they’re supposed to do, how they’re supposed to do it, which
they do it for, and whether they get to do it at all. And since most have little or no control
over the making of these rules, the result is often a sense of powerlessness that translates
into increased stress, decreased wellness, demoralization, absenteeism, and lower
productivity, all of which affect rates of employee retention. And we all know that people
are an organization’s number one asset, and losing them costs money.

Separation costs: exit interview, administrative and paperwork costs, disbursement of

benefits to separating employees and diminished productivity of remaining personnel.
Replacement costs: job advertisements, recruitment activities, administrative processing,
entrance interviews, applicant selection, testing and travel and moving expenses.

The first step to improving your employee retention is to understand why employees stay
with their current employer. Many”experts”dwell on the reasons employees leave, which
is not as important or revealing as the reasons they stay.The goal of every company
should be to improve the desire of employees to stay in the relationship they have with
the company. When companies understand and manage employees loyalty- rather than
retention specifically- they can reap benefits on both sides the balance sheet i.e., revenues
and costs.

In other words, rather than focusing only on retention (that is , trying to retain employees
who have already decided to leave), organizations should proactively recognize the
benefits of understanding managing and improving employee loyalty. The most
successful organizations are those that can adapt their organizational behavior to the
realities of the current work environment where success is dependent upon innovation,
creativity and flexibility. Additionally, the dynamics of the work environment have to
reflect a very diverse population comprised of individuals whose motivations, beliefs and
value structures differ vastly from the past and from each another.
BIBILOGRAPHY

List of books

57
 1. K.Aswathappa
Human resource management
Published by tata McGraw-hill publishing Co. Ltd.
Third edition, 2003
2. Rao P. subba
Human resource management and industrial relations
Published by Himalaya publishing house
2004, edition
3. Bread well & Holden
Human resource management
Published by tata McGraw-hill publishing co. ltd.
2004, edition
4. Cane Sheila
Kaizen strategies for winning through people
Published by pitman publishing
2000, edition
5. N.G. Nair & Latha Nair
Personal management and industrial relations
Published by S.Chand & Co. Ltd
2001, edition
6. Sutherland Jonathan & can well daine
Key concepts In Human Resource Management
Published by Palgrave Macmillan
2004, edition
7. Desseler Gary
Human resource management
Published by prentice- hall of India Pvt. Ltd.
2005, edition

LIST OF MAGAZINES, NEWS PAPERS AND JOURNALS

58
 a. HRM Review-A Monthly digest of human capital- ICFAI
b. Business India- February, 2006, edition
c. Business world- may 2006, edition
d. Effective executive- the monthly digest ICFAI
e. Business standard- may 29 2006, edition
f. Human capital- may 2006, edition
g. Times of India- may 29 2006, edition
h. Company journals

WEBSITS

www.hr.com
www.businessworldindia.com
www.icfai.com
www.humanresource.com
www.businessrec.com/infocom

ANNEXURE

Questionnaire for the survey on “factors influencing employee

59
retention”

Dear sir / madam

I am a student of kristu Jayanti College of management and technology pursuing
my 4th semester MBA. As a part of the course, I am doing a project titled “factors
influencing employee retention”. I would be grateful if you would answer the following
questions. Your valuable time spared will assist me in collecting relevant data for my
project. Information collected is assured of confidentiality and will be strictly used for the
project only.

Deepa.G.

Age in years (please tick mark in the relevant box)

1. 20-25 years 4. 35-40 years

2. 25-30 years 5. 40 years and above
3. 30-35 years

Qualification: ___________________________________________________

1) Number of years of service at Mahindra Associates. (Please tick mark in the

relevant box)

1. 1-2 years 4. 4-5 years

2. 2-3 years 5. 5-6 years
3. 3-4 years 6. More than 6 years

2) What attracted you towards this company?

60
1. Pay
2. Personal growth opportunity
3. Good employer
4. Work environment
5. Others

3) Rank your expectations from the company?

1. Encourage team work

2. Provide stable employment
3. Job security
4. Good pay
5. Motivation
6. Career growth

4) How do you read the existing performance appraisal system in the

company(please tick mark in the relevant box)

1. Fair
2. Accurate
3. Relevant
4. Satisfactory
5. unsatisfactory

5) If there happens to be performance deficiency, what are the remedial measures

available in the organization?(please tick mark in the relevant box)

1. Rest the goals

2. Refresher training
3. With holding increments
4. Giving warnings

61
 6) Timeliness and accuracy of implementation of salary changes.(please tick mark
the relevant box

1. Delayed but accurate

2. Timely but accurate
3. Delayed and accurate
4 Timely and accurate

7) Please tick mark the relevant box

Strongly Disagree Neutral agree strongly
Disagree agree

1. Recognized/reward when you out

Perform

2. Feel valued at Mahindra Associates

8) Your relationship with your supervisors

1. Unsatisfactory
2. Satisfactory
3. Good
4. Excellent

9) Please rate your manager/supervisor.(please tick mark in the relevant box)

Not at Sometimes Mostly Always
All

i. Resolve complaints and concerns

Promptly

ii. Listen to suggestions

62
 iii. Encourage cooperation

iv. Treat you fairly

v. Provide leadership

vi. Clearly communicated expectations

vii. Is honest

viii. Give performance feed back

ix. Coached, trained and developed

x. Recognize accomplishment

xi. Provide appropriate and challenging

Assignment
xii. Build team work

10) Rate the following.(please tick mark in the relevant box)

Strongly Disagree Neutral Agree strongly
disagree agree

i. I feel part of team working toward

a shared goal
ii.There is mutual respect for one

63
 another
iii. “Politics” at Mahindra associates
are kept to a minimum
iv.Individual initiative is encouraged
at Mahindra Associates

11) Are you satisfied with the existing work environment? Rate the following
Unsatisfactory Satisfactory Good Excellent

i. Job

ii. Team Work

iii. Supervisor

iv. Management

v. Leadership

vi. Motivation

vii. Ambience

viii. Space Management

ix. Comfort level when

at your workstation

12) Rate the Following

Not at all Rarely Sometimes Often Always

64
 i. Establish career path at
Mahindra Associates
ii. Existing growth opportunities
at Mahindra Associates
iii. I get a sense of great professional
& personal accomplishment
from the work I do

13) Approachability, friendliness and helpfulness of HR team. (Please tick mark in

the relevant box)

1. Poor 3. Good
2. Average 4. Excellent

14) Your overall experience with HR (please tick mark in the relevant box.)

1. Poor 3. Good
2. Average 4. Excellent

15) Suggestion to improve employee retention at your company.

___________________________________________________________________
___________________________________________________________________
__________________________________________________________

65
Thank you.

66