A STUDY TO UNDERSTAND THE FACTORS INFLUENCING THE

EMPLOYEES FOR JOB CHANGE IN IT AND ITES INDUSTRY,

CHENNAI.

A PROJECT REPORT

Submitted by

S.ARUN SANKKAR

(Reg. No.:21610631007)
of

SAVEETHA ENGINEERING COLLEGE

in partial fulfillment for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

MAY 2012
 DECLARATION

I Mr. S.ARUN SANKKAR, (Reg. No.:21610631007) a bonafide student of Saveetha

Management School, Saveetha Engineering College, Chennai would like to declare that

the project entitled, “A STUDY TO UNDERSTAND THE FACTORS

INFLUENCING THE EMPLOYEES FOR JOB CHANGE IN IT AND ITES

INDUSTRY, CHENNAI” in partial fulfillment of Master of Business Administration

course of the Anna University is my original project work.

SIGNATURE
 BONAFIDE CERTIFICATE

Certified that this project report “A STUDY TO UNDERSTAND THE FACTORS

INFLUENCING THE EMPLOYEES FOR JOB CHANGE IN IT AND ITES

INDUSTRY, CHENNAI” is the bonafide work of S.ARUN SANKKAR who carried out

the project work under my supervision.

Certified further, that to the best of my knowledge the work reported herein does not form

part of any other project or dissertation on the basis of which a degree or award was

conferred on an earlier occasion on this or any other candidate.

SIGNATURE SIGNATURE
HEAD OF THE DEPARTMENT PROJECT GUIDE

Prof. GANDHI Mrs. M. NAGALATHA

HEAD OF MBA DEPARTMENT ASSISTANT LECTURER OF MBA DEPT
SAVEETHA ENGINEERING COLLEGE SAVEETHA ENGINEERING COLLEGE
THANDALAM. THANDALAM.
 ACKNOWLEDGEMENT

I take an opportunity to express my thanks to our President Mr. Dr. N.M.

VEERAIYAN and also to Director Dr. S. RAJESH.

I am thankful to Dr. R. VENKATASAMY, Principal of Saveetha Engineering

College and also to Dean Prof. R. Dheenadayalu for providing the required arrangements

to carry out this project work.

I am grateful to thank Mr. GANDHI, MBA, M. Phil. our Head of the Department

of Business Administration.

I wish to express my gratitude to my project guide Mrs. M.NAGALATHA for her

constant support and encouragement.

I express my sincere thanks to Asst.Prof S.CHANDRAMOULI for his valuable

suggestion, encouragement, and support for successful completion of the project.

Finally, I thank my parents, friends and all well-wishers who assisted me in

successful completion of this project report.

S.ARUN SANKKAR
 ABSTRACT

The exit of employees in the organization is one of the major problems faced by the

organization, which increases the attrition rate of the company. Retention of excellent

employees is one of the most important challenges in organizations today.

Whenever a well-trained and well-adapted employee leaves the organization, it

creates a vacuum. So, the organization loses key skills, knowledge and business

relationships. It also increases the cost to the company to recruit new employee and train

him. This study analyses the reasons for the exit of employees and frame strategies which

helps to retain the valuable employees in the organization.

This study is an outcome of the topic called “A study on the exit of employees and

the retention strategies in Precision Group, Chennai.” The survey is carried out in the

company called “PRECISION INFOMATIC, CHENNAI.” for a period of four months.

The main objectives of this study is to know the reasons for the exit of employees,

the retention strategies practiced in the company, to know the satisfactory level of

employees towards their job and to find the areas where Precision Group is lagging behind.
 TABLES OF CONTENT

Chapter No. Description Page No.

Title Page I
Bonafide Certificate II
Organization Certificate III
Declaration IV
Acknowledgement V
Abstract VI
Table of Contents VII
List of Tables VIII
List of Charts IX
I Introduction
1.1 Introduction 1
1.2 Objectives of the Study 3
1.3 Need for the Study 4
1.4 Scope of the Study 5
1.5 Limitations of the Study 6
1.6 Organization Profile 7
II Review of Literature 11
III Research Methodology 1
3.1 Sources of data 3 13
3.2 Sampling design 14
3.3 Questionnaire design
IV Data Analysis and Interpretation 15
V Findings, Suggestions and Conclusion 41
Annexure I
Bibliography II
 LIST OF TABLES

TABLE NO TITLE PAGE NO

1 INDUSTRY OF THE RESPONDENTS 16

2 GENDER OF THE RESPONDENTS 17

3 AGE OF THE RESPONDENTS 18

4 QUALIFICATION OF THE RESPONDENTS 19

5 EXPERIENCE OF THE RESPONDENTS 20

6 INCOME OF THE RESPONDENTS 21

7 GOOD WORKING ENVIRONMENT 22

8 FIND MY WORK CHALLENGING 23

9 SALARY BASED ON PERFORMANCE 24

10 OPPORTUNITY TO IMPROVE SKILLS 25

11 HARD WORK IS REWARDED 26

12 MANAGER PROVIDES ADQUATE FEEDBACK 27

13 JOB SATISFACTION 28

14 COOPERATION AMONG EMPLOYEES 29

15 DISTANCE / LOCATION 30

16 HEALTH 30

17 STRESS 32

18 EMPLOYEE TREATED WITH RESPECT 33

19 LOSS OF INTEREST IN JOB

20 WORKLOAD IS REASONABLE
21 CAREER IS DEVELOPED

22 FAMILY AND PERSONAL REASONS

23 WELL STRUCTURED ORGANIZATION

24 GOOD ORGANIZATION CLIMATE

25 STANDARDED ORGANIZATION CULTURE

26 ORGANIZATION FUTURE

27 WORK POLICIES ARE WELL DEVELOPED

28 JOB SECURITY
 LIST OF CHARTS

TABLE NO TITLE PAGE NO

1 INDUSTRY OF THE RESPONDENTS 16

2 GENDER OF THE RESPONDENTS 17

3 AGE OF THE RESPONDENTS 18

4 QUALIFICATION OF THE RESPONDENTS 19

5 EXPERIENCE OF THE RESPONDENTS 20

6 INCOME OF THE RESPONDENTS 21

7 GOOD WORKING ENVIRONMENT 22

8 FIND MY WORK CHALLENGING 23

9 SALARY BASED ON PERFORMANCE 24

10 OPPORTUNITY TO IMPROVE SKILLS 25

11 HARD WORK IS REWARDED 26

12 MANAGER PROVIDES ADQUATE FEEDBACK 27

13 JOB SATISFACTION 28

14 COOPERATION AMONG EMPLOYEES 29

15 DISTANCE / LOCATION 30

16 HEALTH 30

17 STRESS 32

18 EMPLOYEE TREATED WITH RESPECT 33

19 LOSS OF INTEREST IN JOB

20 WORKLOAD IS REASONABLE

21 CAREER IS DEVELOPED
22 FAMILY AND PERSONAL REASONS

23 WELL STRUCTURED ORGANIZATION

24 GOOD ORGANIZATION CLIMATE

25 STANDARDED ORGANIZATION CULTURE

26 ORGANIZATION FUTURE

27 WORK POLICIES ARE WELL DEVELOPED

28 JOB SECURITY
INTRODUCTION

ATTRITION:

"A reduction in the number of employees through retirement, resignation or death"

Attrition, also known as employee turnover, or employee defection, is an industrial term
used to describe loss of employees or Man power.

There are various factors that affect an individual’s decision to leave a job. While an
employee’s leaving the job is considered attrition by one organization, it is looked at as
talent acquisition by the new organization and to the individual it means a career move,
economic growth and enhanced quality of life/convenience or closeness to family etc.
Hence, what is a problem for one may be an opportunity for another?

This short note examines the key reasons for attrition and explores ‘what enhances
retention’ as well as outlines some of the factors that can control attrition. It also touches up
those factors that are beyond ones control.

Factors Affecting Attrition

There are various reasons why people leave their current job. These reasons may vary from
individual to individual and when data are collected from a large number of individuals
leaving or who have left an organization, some consistencies may be observed-providing
more insights as to why people leave in large numbers. If these are controllable-one
attempts to control. If these are not within the control of the organization, the organization
should prepare itself for managing attrition.

Managing attrition does not mean reducing attrition only. It could also mean bringing
down the negative affects of attrition and increasing the positive affects of attrition. To
increase the positive effects of attrition and reduce the negative affects, appropriate
retention and capacity utilization or talent utilization tactics should be used. In one of the
organizations, attrition has been used as brand building opportunity. Thus an organization
may say that we provide talent for other companies or they may say that if you join us your
brand value goes up and you get good jobs etc.

Today when a person leaves it causes a lot of disturbances in the organization. If it is a

small organization the disturbance is even greater. Hence it is important to understand and
manage attrition. There can be various reasons for people leaving their current jobs. Some
of these include:
 FACTORS AFFECTING ATTRITION

INDIVIDUAL ORGANISATIONAL OTHERS

Role Related Peer pressure

Ambitions/Career
aspirations Culture
Parental/Family Growth and Environment
mobility No challenge career
Personality factors
No learning paths
Style of boss Pay packets
Role clarity
Role stress
Lack of independence

Ambitions or Career Aspirations: It is but natural in a growing society and growing

economy that employees at all levels aspire to build their career. There are economic
aspirations, professional aspirations, family aspirations and all kinds of aspirations and
ambitions that affect a persons desire to move. It is rare not to have such career aspirations.
In the past, organizations grew at a pace and stability and individuals mostly saw their
career in the current organization and stuck to the same. Now a days either organizations
don’t grow at the pace at which the individual career aspirations grow or other
organizations grow at a pace that matches the individual causing individuals to move.
When you treat all the world as a large space for growth and building a career, it is futile
for any organization to all the time compete with the rest of the world and try to provide
careers for all the employees at the same pace at which the entire world or the best of the
organizations in the world is moving. It is better to appreciate the growth and mobility and
movement of the mind and take attrition as a natural phenomenon than to be agitated about
it and have sleepless nights. However, if the organization can do something to create new
opportunities, that meet the growing aspirations of competent people, it should certainly be
attempted. However, such attempts require correct diagnosis of the situation.

Comparisons and Equity Considerations: Comparisons with peers or classmates from

the same college, batch, age group, organization, first job, city, etc. there are numerous
dimensions on which similarities can be picked up and compared. Individuals today are
flooded with such comparisons. Business magazines, compensation surveys by consultants
and MNC companies have only aggravated this situation and enhanced comparisons.
Organizations in their zeal to compete with one another in the market places commission
such compensation surveys and further fuel the situation instead of controlling it.
Unfortunately some of these organizations have to suffer the consequence of what they
have created in their hay days.

Parental and family mobility; Some times the desire to be with the closed ones also
pushes the person to move. Although we have largely moved away from the joint family
concept, there are still strong affiliations and affections. Need for being close with the
family, spouse, children, parents etc. at different stages of ones life to fulfill different types
of affiliation needs prompt a few people to leave their jobs and move from one city to
another.

Personality factors: Some people have a high need for variety. They get bored and
fatigued easily. They need to change their job or what they are doing at periodic intervals.
Other wise they are restless and create morale problems with others working with them.
They waste others time discussing organizational politics and polluting the atmosphere.
Some people are constantly searching and seeking. They are highly ambitious and restless.
They are highly achievement driven and want to achieve new heights in the shortest time.
They have either been socialized so or fulfill their own power or other motives. Some may
have a different motivation or value profile which may not be matched by the current job or
the company and hence the decision to leave.

Job related factors: The job related factors that cause the decision to leave are many these
include the following:
1. Inability to use ones’ competencies
2. Lack of challenge
3. Boss and his styles
4. Lack of scope for growth in terms of position’ salary, status and other factors
5. Role clarity
6. Job Stress or role stress or role stagnation
7. Lack of independence or freedom and autonomy
8. Lack of learning opportunities
9. Lack of excitement and innovation, novelty etc. in the job.

These factors may be intrinsic and job related or extrinsic and job related or job chemistry
related. Intrinsic factors are the factors related to the characteristic of the job. These are in
plenty in BPOs where the work conditions (night work, work at odd hours, the nature of
clients to deal with, etc) pose difficulties.

Extrinsic factors are factors like role clarity, independence and autonomy, bad boss, wrong
chemistry of the team, work conditions that can be changed easily, lack of respect shown to
the individuals, etc. A large number of the extrinsic factors can be controlled.

Economic Factors: this deal with the aspirations in relation to salary and perks, housing,
quality of living, need for savings etc.

In addition to these there could be many other factors that affect decisions:
 Mobility of partner
 Fatigue
 Family reasons like having to look after old parents
 Closeness to kith and kin ROI in education

Factors affecting Individual decision to leave:

The factors can be classified as the following:
1. Individual related factors
2. Role or job related factors
3. Organization related factors
4. Professional factors
5. Societal factors including Peer pressure factors and socio-economic environment
related factors.

First Find the Source of Attrition- where and why?

Any method of controlling attrition or increasing retention should be based on a

good understanding of the factors leading to attrition. The factors may be some times very
simple and could be reveled by an examination of the statistical data. The statistical data
could answer simple questions like the following:

Where is the attrition occurring?

Is it more in males than females? What levels? Is there anything in common among those
who leave? Is it related to some disciplines or people from a particular region or linguistic
group? Is it more among candidates from certain colleges or institutions? Age groups? Etc.
Simple demographic analysis among those who leave could reveal some insights.
Review of literature

3.1 SOURCES OF DATA

 Data was collected from both primary as well as secondary sources. The
accuracy of the collected data is of great importance for drawing correct and valid
conclusion from detailed investigations.

Primary data

The primary data are those, which are collected for the first time. There are
several methods of collecting primary data, particularly in survey and descriptive research.
Some important ones are observation method, interview method, through questionnaire,
through schedules etc.

Questionnaire: A structured questionnaire was prepared to collect relevant primary

data from the employees. The questionnaire was prepared in an unbiased manner giving
enough scope to the respondents to speak out what they feel. A total of 3 questions were
asked in the questionnaire.

Secondary data

Secondary data are those which have already been collected and analyzed by
someone else and which have already been passed through the statistical process.
Secondary data are collected through exit interview forms of the company, books,
magazines, manuals, journals, company websites and internet sources etc.

3.2 SAMPLE DESIGN

The way of selecting a sample is known as sample design. It is the definite

plan for obtaining a sample from a given population. It lays down the number of items to be
included in the sample.

SAMPLING UNIT

The study was conducted on employees working in IT and ITES Indusrty,

Chennai.

SAMPLE SIZE
 The sample size taken for the study is 130.

SAMPLING TECHNIQUE

The methodology adopted in this study was Convenience Sampling.

3.3 QUESTIONNAIRE DESIGN

 Closed ended Questionnaire:

Closed ended questions include all possible answers/prewritten response categories, and
respondents are asked to choose among them.

E.g. multiple choice questions, scale questions

 Open ended Questionnaire:

Open ended questions allow respondents to answer in their own words.

Questionnaire does not contain boxes to tick but instead leaves a blank section for the
respondent to write an answer.

4.1 STATISTICAL TOOL USED FOR DATA ANALYSIS:

 The data after collection has to be processed and analyzed in accordance with the
outline laid down for the purpose at the time of developing research plan. This collected
data has been subjected to analysis by using appropriate tool. The following are the tools
and techniques used for data analysis.

PERCENTAGE ANALYSIS:

Percentage analysis shows entire population in terms of percentage. It reveals the

number of people belonging in a category or the number of people preferring a particular
thing, etc in terms of percentages. The percentage analysis is obtained when 100 multiply
ratios. Therefore, one figure is taken as base and it is represented by 100.

NUMBER OF RESPONDENTS
PERCENTAGE = ____________________________________ X 100

TOTAL RESPONDENTS

CHI-SQUARE TEST:

It analysis the assumed data and calculated in the study. The Chi-square test is an important
test amongst the several tests of significant developed by statistical. Chi-square,
symbolically written as 2 (Pronounce as Ki-Square), is a statistical measure used in the
context of sampling analysis for comparing a variance to a theoretical variance.

Formula

(O-E) 2
2 =
E

WEIGHTED AVERAGE METHOD:

 In this method data involving rating and ranking scale are analyzed. The net
scores for each attribute are calculated and analysis can be done as the basic net score can
be obtained in percentage.

Formula
X1Y1 + X2Y2 + X3Y3 + ……….. + XnYn
WEIGHTED AVERAGE = --------------------------------------------------------
Y1 + Y2 + Y3 + …………. + Yn

Where, X1, X2, X3… Xn are the values of the variable and
Y1, Y2, Y3… Yn are their respective Weights.

KARL-PEARSON’S CORRELATION METHOD:

A correlation is the degree of association between two random variables.
The correlation between the graphs of two data sets is the degree to which they resemble
each other. It is the number between -1 and +1 that measures the degree of association
between two variables (call them X and Y). A positive value for the correlation implies a
positive association (large values of X tend to be associated with large values of Y and
small values of X tend to be associated with small values of Y). A negative value for the
correlation implies a negative or inverse association (large values of X tend to be associated
with small values of Y and vice versa).

Correlation value shall always lie between +1 and-1. When r =1, it shows there is perfect
positive correlation between variables. When r = 0, There is no correlation.

Formula
(n∑XY )–(∑X)(∑Y)
r =
n ∑X2 - (∑X) 2 n ∑Y2 - (∑Y) 2

TABLE: 4.1
TYPE OF INDUSTRY
 INDUSTRY NO OF RESPONDENT % OF RESPONDENT
IT sector 73 56
ITS sector 57 44
Total 130 100

CHART: 4.1
TYPE OF INDUSTRY

44%
IT sector
ITES sector
56%

INTERPRETATION:
From the above chart it shows that 56% of the respondents are IT Industry and only 44%
of the respondents are ITES Indusrty.
 TABLE: 4.2
GENDER OF THE RESPONDENTS

GENDER NO OF RESPONDENT % OF RESPONDENT

Male 83 64
Female 47 36
Total 130 100

CHART: 4.2
GENDER OF THE RESPONDENTS

36%

Male
Female

64%

INTERPRETATION:
From the above chart it shows that 64% of the respondents are Male and only 36% of the
respondents are Female.
 TABLE: 4.3
AGE OF THE RESPONDENTS

AGE NO OF RESPONDENT % OF RESPONDENT

Less than 25 years 36 28
25-30 years 70 54
31-40 years 16 12
40 years and above 8 6
Total 130 100

CHART: 4.3
AGE OF THE RESPONDENTS

6%

12%
28%

Less than 25 years

25-30 years
31-40 years
40 years and above

54%

INTERPRETATION:
28% of the respondent are less than 25 years, 54% are in the age group of 25-30 years,
12% are from 31-40 years and 6% are 40 years and above.

TABLE: 4.4
QUALIFICATION OF THE RESPONDENTS
 QUALIFICATION NO OF RESPONDENT % OF RESPONDENT

Diploma/ITI 9 7
Graduation 74 57
Post Graduation 31 24
Certifications and others 16 12
Total 130 100

CHART: 4.4
QUALIFICATION OF THE RESPONDENTS

7%
12%

Diploma/ITI
24% Graduation
Post Graduation
Certifications and others

57%

INTERPRETATION:
The study shows that 7% of the respondents have completed Diploma/ITI, 57% of the
respondents have completed Graduation, 24% have completed Post Graduation and 12%
have done Certifications and others.

TABLE: 4.5
EXPERIENCE OF THE RESPONDENTS
 EXPERIENCE NO OF RESPONDENT % OF RESPONDENT
Less than 1 year 31 24
1-3 years 60 46
3-5 years 23 18
5 years and above 16 12
Total 130 100

CHART: 4.5
EXPERIENCE OF THE RESPONDENTS

12%

24%

18%
Less than 1 year
1-3 years
3-5 years
5 years and above

46%

INTERPRETATION:
It is found that 24% of the respondents are less than a year experienced, 46% are 1-3
years experienced, 18% are 3-5 years experienced and 12% are experienced 5 years and
above.

TABLE: 4.6
INCOME OF THE RESPONDENTS
 INCOME NO OF RESPONDENT % OF RESPONDENT
Less than 5000 0 0
5000-10000 19 14
10000-20000 36 28
20000 and above 75 58
Total 130 100

CHART: 4.6
INCOME OF THE RESPONDENTS

14%

Less than 5000

5000-10000
10000-20000
28% 20000 and above
58%

INTERPRETATION:
It is found from the study that 14% get salary in the range of 5000-10000, 28% in 10000-
20000 and 58% get 20000 and above.

Job related factors influencing for job change in the organization

a) I have good Work Environment

TABLE: 4.7
GOOD WORKING ENVIRONMENT

GOOD WORKING NO OF RESPONDENT % OF RESPONDENTS

ENVIRONMENT
Strongly Agree 52 40
Agree 31 24
Neutral 21 16
Disagree 10 8
Strongly Disagree 16 12
Total 130 100

CHART: 4.7
GOOD WORKING ENVIRONMENT

12%

8%

40%
Strongly Agree
Agree
Neutral
Disagree
16% Strongly Disagree

24%

INTERPRETATION:
40% of the respondents strongly agree that the company have good working
environment, 24% agree, 16% are neutral, 8% disagree and remaining 12% strongly
disagree.

b) I find my work challenging.

 TABLE: 4.8
FIND MY WORK CHALLENGING

FIND MY WORK NO OF RESPONDENT % OF RESPONDENT

CHALLENGING
Strongly Agree 31 24
Agree 42 32
Neutral 23 18
Disagree 18 14
Strongly Disagree 16 12
Total 130 100

CHART: 4.8
FIND MY WORK CHALLENGING

12%

24%

14%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

18%

32%

INTERPRETATION:
24% of the respondents strongly agree that the employees find their work challenging
32% agree, 18% are neutral, 14% disagree and remaining 12% strongly disagree.

c) Salary is given based on performance.

 TABLE: 4.9
SALARY BASED ON PERFORMANCE

SALARY BASED ON NO OF RESPONDENT % OF RESPONDENT

PERFORMANCE
Strongly Agree 52 40
Agree 36 28
Neutral 19 15
Disagree 15 11
Strongly Disagree 8 6
Total 130 100

CHART: 4.9
SALARY BASED ON PERFORMANCE

6%

12%

40%
Strongly Agree
Agree
15% Neutral
Disagree
Strongly Disagree

28%

INTERPRETATION:
40% of the respondents strongly agree that the salary is given based on the performance,
28% agree, 15% are neutral, 11% disagree and remaining 6% strongly disagree.

d) I am given a real opportunity to improve my skills in the Company

 TABLE: 4.10
OPPORTUNITY TO IMPROVE SKILLS

OPPORTUNITY TO NO OF RESPONDENT % OF RESPONDENT

IMPOVE SKILLS
Strongly Agree 54 41
Agree 40 31
Neutral 18 14
Disagree 12 9
Strongly Disagree 6 5
Total 130 100

CHART: 4.10
OPPORTUNITY TO IMPROVE SKILLS

5%
9%

Strongly Agree
14% 42%
Agree
Neutral
Disagree
Strongly Disagree

31%

INTERPRETATION:
41% of the respondents strongly agree that the company provides opportunity to improve
their skills, 31% agree, 14% are neutral, 9% disagree and remaining 5% strongly disagree.

e) Hard work is usually rewarded at my Company.

 TABLE: 4.11
HARD WORK IS REWARDED
.
HARD WORK IS NO OF RESPONDENT % OF RESPONDENT
REWARDED
Strongly Agree 49 38
Agree 30 23
Neutral 21 16
Disagree 19 15
Strongly Disagree 11 8
Total 130 100

CHART: 4.11
HARD WORK IS REWARDED

8%

15%
38%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
16%

23%

INTERPRETATION:
38% of the respondents strongly agree that the hardwork is usually rewarded at their
company, 23% agree, 16% are neutral, 15% disagree and remaining 8% strongly disagree.

f) My manager provides me with adequate feedback.

 TABLE: 4.12
MANAGER PROVIDES ADEQUATE FEEDBACK

MANAGER PROVIDES NO OF RESPONDENT % OF RESPONDENT

FEEDBACK
Strongly Agree 55 42
Agree 37 29
Neutral 18 14
Disagree 13 10
Strongly Disagree 7 5
Total 130 100

CHART: 4.12
MANAGER PROVIDES ADEQUATE FEEDBACK

5%

10%

42% Strongly Agree

14%
Agree
Neutral
Disagree
Strongly Disagree

28%

INTERPRETATION:
42% of the respondents strongly agree that their manager provides adequate feedback,
29% agree, 14% are neutral, 10% disagree and remaining 5% strongly disagree.

g) I have Job satisfaction in my work.

 TABLE: 4.13
JOB SATISFACTION OF THE RESPONDENTS

JOB SATISFACTION NO OF RESPONDENT % OF RESPONDENT

Strongly Agree 48 37
Agree 39 30
Neutral 24 19
Disagree 12 9
Strongly Disagree 7 5
Total 130 100

CHART: 4.13
JOB SATISFACTION OF THE RESPONDENTS

Chart Title

5%
9%
Strongly Agree
Agree
37%
Neutral
Disagree
18%
Strongly Disagree

30%

INTERPRETATION:
37% of the respondents strongly agree that they have job satisfaction in work, 30% agree,
19% are neutral, 9% disagree and remaining 5% strongly disagree.

h) The people I work with cooperate to get the work done.

 TABLE: 4.14
COOPERATION AMONG EMPLOYEES

COOPERATION AMONG NO OF RESPONDENT % OF RESPONDENT

EMPLOYEE
Strongly Agree 42 32
Agree 34 26
Neutral 23 18
Disagree 16 12
Strongly Disagree 15 12
Total 130 100

CHART: 4.14
COOPERATION AMONG EMPLOYEES

12%

32%
12%

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

18%

26%

INTERPRETATION:
32% of the respondents strongly agree that there is cooperation among the employees to
get the work done, 26% agree, 18% are neutral, 12% disagree and remaining 12% strongly
disagree.

Personal related factors influencing for job change in the organization

a) Distance/Location is the reason for job change in the organization.

TABLE: 4.15
DISTANCE & LOCATION

DISTANCE/LOCATION NO OF RESPONDENT % OF RESPONDENT

Strongly Agree 10 8
Agree 18 14
Neutral 8 6
Disagree 42 32
Strongly Disagree 52 40
Total 130 100

CHART: 4.15
DISTANCE & LOCATION

8%

14%

40%
Strongly Agree
Agree
6% Neutral
Disagree
Strongly Disagree

32%

INTERPRETATION:
8% of the respondents strongly agree that the distance/location is influencing for job
change, 14% agree, 6% are neutral, 32% disagree and remaining 40% strongly disagree.

b) Health conditions make the employee for job change.

 TABLE: 4.16
HEALTH

HEALTH NO OF RESPONDENT % OF RESPONDENT

Strongly Agree 13 10
Agree 16 12
Neutral 10 8
Disagree 42 32
Strongly Disagree 49 38
Total 130 100

CHART: 4.16
HEALTH

10%

12%
38%
Strongly Agree
Agree
Neutral
8% Disagree
Strongly Disagree

32%

INTERPRETATION:
10% of the respondents strongly agree that health conditions makes the employees for
job change, 12% agree, 8% are neutral, 32% disagree and remaining 38% strongly
disagree.
c) Stress is a factor that influences the job change.

TABLE: 4.17
STRESS

STRESS NO OF RESPONDENT % OF RESPONDENT

Strongly Agree 37 29
Agree 29 22
Neutral 20 15
Disagree 26 20
Strongly Disagree 18 14
Total 130 100

CHART:4. 17
STRESS

14%

28%

Strongly Agree
20% Agree
Neutral
Disagree
Strongly Disagree

22%
15%

INTERPRETATION:
29% of the respondents strongly agree that stress is a factor that influences for job
change, 22% agree, 15% are neutral, 20% disagree and remaining 14% strongly disagree.
d) Employees in the company are treated with respect regardless of their job.

TABLE: 4.18
EMPLOYEES TREATED WITH RESPECT

EMPLOYEES TREATED NO OF RESPONDENT % OF RESPONDENT

WITH RESPECT
Strongly Agree 59 46
Agree 38 29
Neutral 14 11
Disagree 12 9
Strongly Disagree 7 5
Total 130 100

CHART: 4.18
EMPLOYEES TREATED WITH RESPECT

5%

9%

11%
Strongly Agree
45% Agree
Neutral
Disagree
Strongly Disagree

29%

INTERPRETATION:
46% of the respondents strongly agree that the employees in the company treated with
respect, 29% agree,11% are neutral, 9% disagree and remaining 5% strongly disagree.

e) Loss of interest in job.

 TABLE: 4.19
LOSS OF INTEREST IN JOB

LOSS OF INTEREST IN NO OF RESPONDENT % OF RESPONDENT

JOB
Strongly Agree 29 22
Agree 26 20
Neutral 17 13
Disagree 22 17
Strongly Disagree 36 28
Total 130 100

CHART: 4.19
LOSS OF INTEREST IN JOB

22%
28%

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

20%

17%

13%

INTERPRETATION:
22% of the respondents strongly agree that they lost interest in the job, 20% agree, 13%
are neutral, 17% disagree and remaining 28% strongly disagree.

f) My workload and expected completion times are reasonable

 TABLE: 4.20
WORKLOAD IS REASONABLE

WORK LOAD IS NO OF RESPONDENT % OF RESPONDENT

REASONABLE
Strongly Agree 51 39
Agree 34 26
Neutral 19 15
Disagree 16 12
Strongly Disagree 10 8
Total 130 100

CHART: 4.20
WORKLOAD IS REASONABLE

8%

12%

39%
Strongly Agree
Agree
Neutral
15% Disagree
Strongly Disagree

26%

INTERPRETATION:
39% of the respondents strongly agree that the workload and expected completion times
are reasonable, 26% agree, 15% are neutral, 12% disagree and remaining 8% strongly
disagree.

g) I believe there are a variety of ways for me to develop my career.

 TABLE: 4.21
CAREER IS DEVELOPED

CAREER IS DEVELOPED NO OF RESPONDENT % OF RESPONDENT

Strongly Agree 43 33
Agree 35 27
Neutral 21 16
Disagree 18 14
Strongly Disagree 13 10
Total 130 100

CHART: 4.21
CAREER IS DEVELOPED

10%

14% 33%

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
16%

27%

INTERPRETATION:
33% of the respondents strongly agree that there are a variety of ways to develop their
career, 27% agree, 16% are neutral, 14% disagree and remaining 10% strongly disagree.

h) Family and personal reasons for job change.

 TABLE: 4.22
FAMILY AND PERSONAL REASONS

FAMILY & PERSONAL NO OF RESPONDENT % OF RESPONDENT

REASONS
Strongly Agree 16 12
Agree 18 14
Neutral 13 10
Disagree 36 28
Strongly Disagree 47 36
Total 130 100

CHART: 4.22
FAMILY AND PERSONAL REASONS

12%

36%
14%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
10%

28%

INTERPRETATION:
12% of the respondents strongly agree that family and personal reasons influences for job
change, 14% agree, 10% are neutral, 28% disagree and remaining 36% strongly disagree.

Organization related factors influencing for job change in the

organization.
a) The Organization is well structured.
 TABLE: 4.23
WELL STRUCTURED ORGANIZATION

WELL STRUCTURED NO OF RESPONDENT % OF RESPONDENT

ORGANIZATION
Strongly Agree 39 30
Agree 44 34
Neutral 18 14
Disagree 21 16
Strongly Disagree 8 6
Total 130 100

CHART: 4.23
WELL STRUCTURED ORGANIZATION

6%

16% 30%

Strongly Agree
Agree
Neutral
Disagree
14% Strongly Disagree

34%

INTERPRETATION:
30% of the respondents strongly agree that their company is well structured, 34% agree,
14% are neutral, 16% disagree and remaining 6% strongly disagree.

b) The Organization Climate is good.

TABLE: 4.24
GOOD ORGANIZATION CLIMATE
 GOOD ORGANIZATION NO OF RESPONDENT % OF RESPONDENT
CLIMATE
Strongly Agree 47 36
Agree 31 24
Neutral 13 10
Disagree 23 14
Strongly Disagree 21 16
Total 130 100

CHART: 4.24
GOOD ORGANIZATION CLIMATE

16%

36%
Strongly Agree
14% Agree
Neutral
Disagree
Strongly Disagree

10%

24%

INTERPRETATION:
36% of the respondents strongly agree that the company have goog organization climate,
24% agree, 10% are neutral, 14% disagree and remaining 16% strongly disagree.

c) The Organization culture is standard.

TABLE: 4.25
 GOOD ORGANIZATION CULTURE

GOOD ORGANIZATION NO OF RESPONDENT % OF RESPONDENT

CULTURE
Strongly Agree 39 30
Agree 34 26
Neutral 13 10
Disagree 23 18
Strongly Disagree 21 16
Total 130 100

CHART: 4.25
GOOD ORGANIZATION CULTURE

16%

30%

Strongly Agree
Agree
18% Neutral
Disagree
Strongly Disagree

10%
26%

INTERPRETATION:
30% of the respondents strongly agree that the organization have standarded culture,
26% agree, 10% are neutral, 18% disagree and remaining 16% strongly disagree.

d) I have a clear sense of the future direction of my organization.

TABLE: 4.26
ORGANIZATION FUTURE
.
ORGANIZATION FUTURE NO OF RESPONDENT % OF RESPONDENT
Strongly Agree 46 35
Agree 33 25
Neutral 24 19
Disagree 15 12
Strongly Disagree 12 9
Total 130 100

CHART: 4.26
ORGANIZATION FUTURE

9%

12%
35%

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
18%

25%

INTERPRETATION:
35% of the respondents strongly agree that they have a clear sense of the future direction
of the company, 25% agree, 19% are neutral, 12% disagree and remaining 9% strongly
disagree.

e) The work policies are well developed and organized.

TABLE: 4.27
WORK POLICIES ARE WELL DEVELOPED
 WORK POLICIES ARE NO OF RESPONDENT % OF RESPONDENT
WELL DEVELOPED
Strongly Agree 42 32
Agree 39 30
Neutral 21 16
Disagree 17 13
Strongly Disagree 11 9
Total 130 100

CHART: 4.27
WORK POLICIES ARE WELL DEVELOPED

8%

13%
32%

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
16%

30%

INTERPRETATION:
32% of the respondents strongly agree that the work policies are well developed and
organized, 30% agree, 16% are neutral, 13% disagree and remaining 9% strongly disagree.

f) I feel I have job security.

TABLE: 4.28
JOB SECURITY
 JOB SECURITY NO OF RESPONDENT % OF RESPONDENT
Strongly Agree 51 39
Agree 36 28
Neutral 13 10
Disagree 19 15
Strongly Disagree 11 8
Total 130 100

CHART: 4.28
JOB SECURITY

8%

15%

39%
Strongly Agree
Agree
Neutral
Disagree
10% Strongly Disagree

28%

INTERPRETATION:
39% of the respondents strongly agree that they have job security in the company, 28%
agree, 10% are neutral, 15% disagree and remaining 8% strongly disagree.

Statistical Tools
1.CHI SQUARE
 Distribution of respondents based on the Experience and job satifaction of the
employees in the IT and ITES industry, CHENNAI.

Null Hypothesis:

There is no significant difference between the Experience and job satifaction of

the employees in the IT and ITES industry, CHENNAI.

Alternate Hypothesis:

There is a significant difference between the Experience and job satifaction of the
employees in the IT and ITES industry, CHENNAI.

Calculation:

The formula to be used here is

∑ (O- E)2

χ2 = ----------------

Observed Frequency

EXPERIENCE STRONGLY AGREE NEUTRAL DISAGREE STRONGLY TOTAL

AGREE DISAGREE
Less than 1 year
13 12 2 2 2 31

1-3 years
28 20 7 4 1 60

3-5 years
10 10 2 1 0 23

5 years and above

12 3 1 0 0 16

12
TOTAL 63 45 7 3 130

Expected Frequency

EXPERIENCE STRONGLY AGREE NEUTRAL DISAGREE STRONGLY TOTAL

AGREE DISAGREE

Less than 1 year

15.02 10.73 2.86 1.66 0.71 31

1-3 years
29.07 20.76 5.53 3.23 1.38 60

3-5 years
11.14 7.96 2.12 1.23 0.53 23

5 years and above

7.75 5.53 1.47 0.86 0.36 16

12
TOTAL 63 45 7 3 130

Oi Ei Oi-Ei (Oi-Ei)^2 (Oi-Ei)^2/Ei

13 15.02 -2.02 4.0804 0.271664
12 10.73 1.27 1.6129 0.150317
2 2.86 -0.86 0.7396 0.258601
2 1.66 0.34 0.1156 0.069639
 2 0.71 1.29 1.6641 2.343803
28 29.07 -1.07 1.1449 0.039384
20 20.76 0.76 0.5776 0.027823
7 5.53 1.47 2.1609 0.390759
4 3.23 0.67 0.4489 0.138978
1 1.38 -0.38 0.1444 0.104638
10 11.14 -1.14 1.2996 0.116661
10 7.96 2.04 4.1616 0.522814
2 2.12 -0.12 0.0144 0.006792
1 1.23 -0.23 0.0529 0.043008
0 0.53 -0.53 0.2809 0.53
12 7.75 4.25 18.0625 2.330645
3 5.53 -2.53 6.4009 1.157486
1 1.47 -0.47 0.2209 0.150272
0 0.86 -0.86 0.7396 0.86
0 0.36 -0.36 0.1296 0.36
Total = 130 9.873

Degree of freedom = (r-1)*(c-1)

= (4-1)*(5-1)

= 3*4 = 12.

Tabulated value of x2 for (4-1) (5-1) = 12 degree of freedom at 5% level of significance.

Calculated value = 9.873

Tabulated value = 21.026

Calculated value < Tabulated value

Therefore null hypothesis is accepted.

Inference:

Since calculated value is < tab value There is no significant difference between Experience
and job satisfaction in the Company.

2. KARL PEARSON’S CORRELATION TEST

X : No of respondents based on hardwork is rewarded.

Y : No of respondents based on the salary with performnce.
 S No. X Y XY X2 Y2
1 49 52 2548 2401 2704

2 30 36 1080 900 1296

3 21 19 399 441 361

4 19 15 285 361 225

5 11 8 88 121 64

∑X = 130 ∑Y = 130 ∑XY = 4400 ∑X2 = 4224 ∑Y2 = 4650

FORMULA:
(n∑XY )–(∑X)(∑Y)
r =
n ∑X2 - (∑X) 2 n ∑Y2 - (∑Y) 2

( 5 x 4400) – ( 130) ( 130 )

r =
(5 x 4224) - (130) 2 (5 x 4650) – (130) 2

r = 0.9872

CONCLUSION
The value of r = 0.9872, where r > 0 which indicates that there is high positive
correlation between the hard work and the salary based on performance, which in turn
means that the hard work and the salary based on performance can influence each other.

3.F- DISTRIBUTION TEST

Analysis between managers provides me with adequate feedback and people I work
with cooperate to get the work done.
Null Hypothesis H 0: There is no significant difference between managers provides me with
adequate feedback and people I work with cooperate to get the work done.

Alternate Hypothesis H 0: There is a significant difference between managers provides me

with adequate feedback and people I work with cooperate to get the work done.
X- My manager provides me with adequate feedback
Y- The people I work with cooperate to get the work done.
4.1 Table showing the relation between managers provides me with adequate
feedback and people I work with cooperate to get the work done.

X Y ∑(x-X)2 ∑(y-Y)2

55 42 841 256

37 34 1369 64

18 23 324 9

13 16 169 100

7 15 49 121

130 130 2752 550

FORMULA
2
S2
F= 2
S1

1 1
Where, S22= ∑(x− X)2 S21= ∑( y −Y )2
n2 −1 n1−1

550
F=
2752

F=0 . 1998

Calculated F = 0.1998
Tabulated F = 1.00
Calculated F < Tabulated F

Hence, Accept H 0

CONCLUSION
Hence there is no significant difference between managers provides me with adequate
feedback and people I work with cooperate to get the work done.

5. MANN- WHITNEY U- TEST

Analysis between organization future of the company and job security of the
employees.

Null hypothesis H o : There is no significant relationship between organization future of the

company and job security of the employees.

Alternate hypothesis H 1: There is significant relationship between organization future of

the company and job security of the employees.
X- Organization future of the company.
Y- Job security of the employees.
4.8.1. Table showing the relation between opinion about recognition given to the
employees and recognition of the value of people with different talents and skills

FACTORS X Y Rx Ry
Strongly Agree 46 51 9 10
Agree 33 36 7 8
Neutral 24 13 6 3
Disagree 15 19 4 5
Strongly Disagree 12 11 2 1
Total 130 130 28 27

FORMULA`
 n1 (n1 +1)
U statistics, U= n1 n2+ - Rx
2

U= 25+15-28=12
n1 n2 25
Mean, µ= = 2 = 12.5
2
n1 n2 (n1 + n2 +1) ( 25 ) (11)
Variance, σ =¿ = = 22.91
12 12

Standard Normal Variate of U is,

U−μ 12−12.5
Z= = = -0.104
√σ √22.91
|Z| = 0.104

Calculated |Z| = 0.104 < Tabulated ¿ Z∨¿0 . 05=¿ ¿1.96

Hence, Accept H o

CONCLUSION
There is no significant relationship between organization future of the company and job
security of the employees.

FINDINGS
1) From the above chart it shows that 56% of the respondents are IT Industry and only
44% of the respondents are ITES Indusrty
2) From the above chart it shows that 64% of the respondents are Male and only 36%
of the respondents are Female.
3) 28% of the respondent are less than 25 years, 54% are in the age group of 25-30
years, 12% are from 31-40 years and 6% are 40 years and above.
4) The study shows that 7% of the respondents have completed Diploma/ITI, 57% of
the respondents have completed Graduation, 24% have completed Post Graduation
and 12% have done Certifications and others.
5) It is found that 24% of the respondents are less than a year experienced, 46% are 1-
3 years experienced, 18% are 3-5 years experienced and 12% are experienced 5
years and above.
6) It is found from the study that 14% get salary in the range of 5000-10000, 28% in
10000-20000 and 58% get 20000 and above.

7) 40% of the respondents strongly agree that the company have good working
environment, 24% agree, 16% are neutral, 8% disagree and remaining 12% strongly
disagree.
8) It is found that 24% of the respondents strongly agree that the employees find their
work challenging 32% agree, 18% are neutral, 14% disagree and remaining 12%
strongly disagree.
9) It is found that 40% of the respondents strongly agree that the salary is given based
on the performance, 28% agree, 15% are neutral, 11% disagree and remaining 6%
strongly disagree.
10) The study shows that 41% of the respondents strongly agree that the company
provides opportunity to improve their skills, 31% agree, 14% are neutral, 9%
disagree and remaining 5% strongly disagree.
11) From the study it is found that 38% of the respondents strongly agree that the
hardwork is usually rewarded at their company, 23% agree, 16% are neutral, 15%
disagree and remaining 8% strongly disagree.
12) It is revealed from the study that 42% of the respondents strongly agree that their
manager provides adequate feedback, 29% agree, 14% are neutral, 10% disagree
and remaining 5% strongly disagree.
13) 37% of the respondents strongly agree that they have job satisfication in work, 30%
agree, 19% are neutral, 9% disagree and remaining 5% strongly disagree.
14) From the study it is found that 32% of the respondents strongly agree that there is
cooperation among the employees to get the work done, 26% agree, 18% are
neutral, 12% disagree and remaining 12% strongly disagree.

15) It is revealed from the study that 8% of the respondents strongly agree that the
distance/location is influencing for job change, 14% agree, 6% are neutral, 32%
disagree and remaining 40% strongly disagree.
16) The study shows that 10% of the respondents strongly agree that health conditions
makes the employees for job change, 12% agree, 8% are neutral, 32% disagree and
remaining 38% strongly disagree.
17) From the study it is found that 29% of the respondents strongly agree that stress is a
factor that influences for job change, 22% agree, 15% are neutral, 20% disagree and
remaining 14% strongly disagree.
18) It is revealed from the study that 46% of the respondents strongly agree that the
employees in the company treated with respect, 29% agree, 11% are neutral, 9%
disagree and remaining 5% strongly disagree.
19) 22% of the respondents strongly agree that they lost interest in the job, 20% agree,
13% are neutral, 17% disagree and remaining 28% strongly disagree.
20) From the study it is found that 39% of the respondents strongly agree that the
workload and expected completion times are reasonable, 26% agree, 15% are
neutral, 12% disagree and remaining 8% strongly disagree.
21) It is revealed from the study that 33% of the respondents strongly agree that there
are a variety of ways to develop their career, 27% agree, 16% are neutral, 14%
disagree and remaining 10% strongly disagree.
22) 12% of the respondents strongly agree that family and personal reasons influences
for job change, 14% agree, 10% are neutral, 28% disagree and remaining 36%
strongly disagree.

23) From the study it is found that 30% of the respondents strongly agree that their
company is well structured, 34% agree, 14% are neutral, 16% disagree and
remaining 6% strongly disagree.
24) It is revealed from the study that 36% of the respondents strongly agree that the
company have goog organization climate, 24% agree, 10% are neutral, 14%
disagree and remaining 16% strongly disagree.
25) 30% of the respondents strongly agree that the organization have standarded culture,
26% agree, 10% are neutral, 18% disagree and remaining 16% strongly disagree.
26) The study shows that 35% of the respondents strongly agree that they have a clear
sense of the future direction of the company, 25% agree, 19% are neutral, 12%
disagree and remaining 9% strongly disagree.
27) From the study it is found that 32% of the respondents strongly agree that the work
policies are well developed and organized, 30% agree, 16% are neutral, 13%
disagree and remaining 9% strongly disagree.
28) It is revealed from the study that 39% of the respondents strongly agree that they
have job security in the company, 28% agree, 10% are neutral, 15% disagree and
remaining 8% strongly disagree.

SUGGESSTIONS
1) The employees work and achievements can be recognized and rewarded, so that
they will have job satisfaction.
2) Employees are needed to be provided with development opportunities.
3) Meetings to be held with the employees on a regular basis to identify their needs
and get feedback.
4) All level employees are to be provided with fair pay so that they stay on to the
company.
5) Adequate training is to be provided to the employees to upgrade them to new
technology.
6) Opportunity for growth can be given to the employees.