CHAPTER-I INTRODUCTION

1.1 - INTRODUCTION TO THE TEXTILE INDUSTRY:

Once, textile production was simple enough that the entire process could and take place in the home. Now, textiles represent a complex network of interrelated industries that produce fiber, spin yarns, fabricate cloth, and dye, finish, print and manufacture goods. Cloth production is a two-part process: spinning fiber into yarn and weaving yarn into cloth. The textile industry is a group of related industries, which uses a variety of natural (cotton, wool, etc,) and/or synthetic fibers to produce fabric. It is a significant contributor to many national economies, encompassing both small and large-scale operations worldwide. Textile production played a crucial role in the American industrial revolution; the establishment of organized labor and the technological development of this country George Cabot founded the first integrated American textile mill in Beverly, Massachusetts, in 1787. His mill hand-carded fiber, spun yarn, and wove cloth, all under one roof. The company produced a variety of cotton fabrics until the early 1800s. Samuel Slater may be considered the father of the American industrial revolution.

The textile industry in India is substantial, and largely diversified. The Indian textile industry roots thousands of years back. After, the European industry insurrection, Indian textile sector also witnessed considerable development in industrial aspects. Textile industry plays an important role in terms of revenue generation in Indian economy. Liberalization led to the installation of open-end rotors and setting up of Export Oriented Units (EOU). Currently India has the second highest spindle age in the world after China. Aggregate production of cloth during 1996-97 was 34,265 million sq. meters,
1

an increase of 9% over 1995-96. Indias contribution in world production of cotton textiles was about 12% a decade back, while currently it contributes about 15% of world cotton textiles. The textile industry is the single largest foreign exchange earner for India. Currently it accounts for about 8% of GDP, 20% of the industrial production and over 30% of export earnings of India and it have only 2-3% import intensity. About 38 million people are gainfully employed with the industry making it the second largest employment-providing sector after agriculture. The Textile Industry occupies a pivotal place in the economy of Tamilnadu. Tamilnadu has played a key role towards achieving the growth of Textile Industry in India. Spinning, Handloom, Garment and Power loom are the four pillars of the Textile Sector in the State. Garments occupy a predominant position in world trade, as it is the fastest growing sector in the textile industry. In Tamilnadu, the garment sector is located substantially around Chennai. In the State, the hosiery units are located at Tirupur in Coimbatore District. There are about 6000 hosiery units in India of which 2900 units are located in Tirupur providing large scale employment to around 1.50 lakh employees. Two apparel parks one at Tirupur and other at Irungattukottai on par with international standards have been set up to boost up exports at the cost of Rs.600 crores. The Apparel Park at Tirupur, which has commenced production, is expected to provide employment to 7000 persons and export garments worth Rs.1500 crores. Basic infrastructures have been created at Irungattukottai, which has, potential to export Rs.2000 crores worth of garments and provide employment to 10000 persons.

 SWOT Analysis of the Textile Manufacturing in Tamilnadu:

Strength
There are a large number of spinning mills located in the state that manufacture cotton yarn to ease the supply position and generate demand for yarn and supply of fabrics. There are a large number of power loom owners and looms that are expanding in size over the recent period. The state has traditional handloom base which helps in consolidating the power looms and adoption of traditional varieties. There exist relatively better infrastructure facilities for transport, electricity etc. Those are most favorable for running the power loom weaving factories. There are supportive engineering industries located in Coimbatore and elsewhere. There is a well-developed ginning industry and cotton cultivation is wide-spread in the state. The state has the advantage of possessing adequate disciplined labor supply with low labor cost. There are well-established production bases for made-ups export as well as for domestic market. The sector enjoys the advantage of catering to short batches for provision for varied designs. There are adequate processing facility for yarn dyeing and production of yarn dyed fabrics.

Weakness
3

 The most serious problem of the industry is the lack of adequate processing facilities; there is over-dependence on hand processors and traditional items. The majority of the SMEs are tiny and cottage type units without sufficient capital back-up. Most of the looms in the state are plain looms with low technology level. There is always water scarcity and there is an increasing trend in the paucity of wter required for the textile processing industry. There is also a disadvantage in the form of increased power traffic, fuel cost etc. There is always a dichotomy in production pattern and a handful of master weavers control the entire production of the cluster. The demand pattern in the state is observed to be mostly seasonal. The product diversification in the sector is insignificant. The quality of wider-width fabrics for meeting the export demand is lacking in many respects, which is acting as a disadvantage to the growth of the industry. There is inadequate encouragement to manufacture technical textile, which has greater potential for growth.

Opportunities
As per available information, the market for processed cotton fabric will increase in the European and other markets and, therefore, the powerloom industry may benefit and expand substantially. Further the growth in the export segment will be mainly from cotton made-ups and garments along with processed fabrics. Grey fabric export is continuing to grow and will show increasing trends. Value added products will have greater demand and, therefore, processing will play an important role. India with traditional designs and craftsmanship can command a greater market share for niche products in made-ups and garments.

Threats
Abolition of quota system will lead to fluctuations in the export demand.
4

 Marketing will be the most problematic area where improvements are called for. Continuous quality improvement will be the need of the hour for which urgent measures are called for from all stakeholders. Increasing competition from other states/centres (like Surat) will be a major problem where the industries have come up afresh and are well developed and technologically more advanced. Traditional items like terry towels are manufactured in EOUs all over the country with superior quality. This has been eroding the traditional markets for power loom and handloom products forcing them to go for product diversification.

The turning of every crisis into an opportunity has been the key to the rise of Coimbatore since the days it was known as Kongu Nadu. From relative obscurity until less than a century ago, Coimbatore has transformed itself into one of the 10 highly industrialized cities in the country and now ranks fourth in terms of the potential for growth. Significantly, Coimbatores industrial base has been nurtured by agriculture. The most striking feature of Coimbatore has been its diversity, enterprise and resilience. In its rise from strength to strength it converted to advantage even its disadvantage. This strong will and innovative spirit did not dissipate over the years. In fact, most of the present industrialists in Coimbatore acknowledge this to be the main reason for their success. When the thottam farmers discovered that the best crop for the largely black soil region was cotton and started cultivating it, little did they realize that they were sowing the seeds of industrialization. When the British came, the farmers found a market at their doorsteps. Cotton began to be sent to England to feed the textile mills there. With the increasing demand for cotton, the farmers took to cultivating it in a big way, and prospered. The next major step towards the industrializations of the region was taken in 1888, this time by Britishers. With cotton available in abundance, they set up a textile unit, the Coimbatore Spinning and Weaving Mill. The enterprising Naidus quickly set up a spinning and weaving mills, the first of which, Kaleeswara Mill, came up in 1907. The transformation of dry land farmer into an industrialist was complete. Soon textile mills of various sizes mushroomed in the region, giving its econ0my a high level
5

of market, or commercial, orientation. One significant advantage was location. Coimbatore straddles the north-south and east-west trade routes, making it the pivot between the eastern and western coasts. A watershed of sorts in this development process was the First World War. The demand for cotton from the mills in Bombay (now Mumbai)increased as they not only had to meet the military requirements but also make good the shortfall in supplies to the domestic market due to the drop in inflows from Europe. In 1916, some 30 merchants from Bombay, desperate for cotton, came to Coimbatore and set up shop at Tirupur. After 1992, when the Bombay textile industry went into an extended decline, Coimbatore displayed its resilience by expanding local mills. The enterprising Coimbatore cotton farmer got drawn into this cycle by selling at the right moment, rarely leaving the business to merchants. Even in the remotest villages of Kongu Nadu the cultivators had weekly, if not daily, information about the Bombay market. The 1920s also witnessed industrial growth. During this period almost all the industries that had links with the agricultural sector grew. The number of ginneries increased from five in 1911 to 47 in 1921 and 90 in 1933. a number of cotton pressing factories were also started, and in 1928 the first hosiery unit came up at Tirupur. Four spinning mills were put up in this decade, largely because of the increased cotton production and also because of the handlooms, which offered a ready market for yarn.

If Bangalore can be Indias Silicon Valley, Tirupur can be our Textile Valley, Points out K Palaniraman, a Garment Manufacturer in Indias textiles hot-spot in TamilNadu. There is robust logic in Palaniraman argument. Manufacturers like him believe that just like the technology boom that swept across cities like Bangalore in the last decade, there will be a textile boom in India in the coming years following the dismantling of the Multi-Fibre Agreement on international textiles trade. Palaniraman has seen Tirupurs growth over the years. In the beginning, in the 1970s, he recalls, he operated from a one-room shed and did the knitting himself. Today, he employs dozens of workers and has imported machinery for the knitting and dyeing jobs
6

Palaniraman is all geared up to meet the new challenge: produce the best quality technical textiles for a global marketplace. Like him, garment exporters in Tirupur are all resurgent.

INDIAN GARMENT INDUSTRY:

The garments industry in India is one of the best in the world. An extremely well

organized sector, garment manufacturers, exporters, suppliers, stockists and wholesalers are the gateway to an extremely enterprising clothing and apparel industry in India. There are numerous garments exporters, garments manufacturers, readymade garments exporters etc. both in the small scale as well as large scale. During April-December 1999-2000, textile exports were recorded as US $ 9735.2 million (Rs.440179.4 million), of which readymade garments comprised nearly 40%. Interestingly, almost of India's total exports goes to the USA. Indian readymade garments and textiles are extremely popular the world over. In fact, exports of readymade garments registered a 6.4% increase in dollar terms and an 11.6% increase in rupee terms during the period April-December 1999-2000, despite a sluggish growth in income both at home and abroad. Indian Garment export growth during April-June 1998 for woolen readymade garments was a phenomenal 150%, for readymade garments made of silk it was 58%, and for other readymade garments it was 39%, in dollar terms. Today, garments exports from India have made inroads into the international market for their durability, quality and beauty. One of the reasons for the economical pricing of India's readymade garments and apparels is the availability of highly skilled, cheap labor in the country. The superiority of India's Garment Industry has been acknowledged in the National Textile Policy (NTP) of India 2000. Having realized the tremendous growth potential of this sector there is a proposal in the NTP for taking the Indian Garment Industry out of the SSI reservation list.
7

 SOME FACTS ON TIRUPURS GARMENT INDUSTRY:

Tirupur has the largest and fastest growing urban agglomerations in Tamil Nadu. Tirupur stands as the life for millions of people in Tamil Nadu. The Garment industry which is the soul of Tirupur has created millions of jobs for all class of people. There are nearly about 3000 sewing units, 450 knitting units, hundreds of dyeing units and other ancillary units which are un-countable.

Tirupur is one of the largest foreign exchange earning towns in India. Last year, the export turnover from the town was more than Rs. 5000 crore (Rs 50 billion). There are some 7000 garment units in the town that provides employment opportunity to close to one million people. The first spot of any international buyer for Indian garments is Tirupur. Buyers from 35 countries frequently visit Tirupur. Tirupur can deliver customized samples in less than 12 hours; half a million pieces in a matter of days. 56% of Indias total knitwear exports comes from Tirupur. The Export Import policy of 2002-2007 makes laudable tribute to Tirupur for its contribution to the export efforts and calls it a Town of Export Excellence. According to, A.Sakthivel, President, Tirupur Exporters Association, the first hosiery factory with hand-operated machines was set up in Tirupur in 1935. For more than 30 years, garments manufactures in the town were producing mainly grey and bleached banians (vests), he says. It was in the late 1960s that the industry slowly diversified into manufacturing other inner garments, including banians and underwears, consumed largely by the domestic market.

But Tirupurs fortunes took a dramatic turn in the late 1970s when we began exporting our items, says Sakthivel. He recalls it all began when some exporters in Mumbai introduced an Italian, Antony Verona, to Tirupur. Verona began importing woven garments from Tirupur and he introduced more Italian businessmen into trade with Tirupur, he says. Sakthivel says these days there is no competitor to Tirupur in the garments industry in India. But there is a darker side to Tirupur. Amidst the prosperity that has befallen this textile town, many ills afflict it. These include potholed roads, acute shortage of water, environmental pollution and virtually non-existent sewage systems. The discharge of salts in effluent from the dyeing factories in Tirupur has led to large-scale environmental degradation. Sakthivel says a water supply project to make good quality water available for wet processing has already taken shape in public-private partnership. The New Tirupur Area Development Corporation Ltd is implementing this project. It is not just water scarcity alone that worries Tirupurs garment makers. Some of them say although quota restrictions have been dismantled, domestic textile players continue to be caught in archaic Indian government regulations. Consider this: Under the Handloom Reservation Order, that the government has issued, production of 11 items including non-terry towels and variety of bed sheets has been reserved exclusively for the handloom sector. A regular garment maker cannot produce and sell these items, which they say has huge export potential. Next the Textile Industry is facing the biggest threat that the employees are leaving the organization often. To attain the goals organizations have to keep their
9

employees with them. Keeping this in view the researcher wants to find out the factors leading to the employee retention so as to remove those factors which contribute to retain the employees. PRESENT SCENERIO: Export of knitwear products from Tirupur has recorded a growth, both in quantity and value in terms of US Dollars during calendar year 2003 compared to the previous calendar year. Tirupur exported 370 million pieces worth $ 793 million of knitwear products during the year 2003 compared to 349 million pieces valued at $ 667 million shipped during the year2002. Tirupur's contribution to the total value of readymade garment exports (woven and knitted) from the country went up during the 2003 compared to 2002. Meanwhile exports for the 2004 calendar from the knitwear town looks positive. India has made a name for itself as a garment manufacturing centre of global renown. The textiles and garments industry contributes 16.63% of Indias export earnings; around 45% of this comes from garment exports alone. The garments industry provides employment to around 3.5 million people across the country. Delhi, Mumbai, Tirupur, Bangalore and Chennai are the five major garment production hubs, producing exclusively for the exports market. Karnataka has a sizeable presence in the garments and textiles sector; many well-known multinational brands have chosen this state to set up their global sourcing centers. Indian cotton exports increased by 245% According to the recent returns news, the Indian cotton exports for the month of October 2009 to January 2010 has increased by 245% compared to that of 809,969 bales in same same quarter last year. This shows that there is a strong increase in the demand for cotton in the world market. Garment is one of the many labour intensive sectors that provide a gateway for
10

developing countries to the global market. It offers important opportunities to countries to start industrializing their economies and in course of time diversify away from Commodity dependence. Forty years ago, the industrialized countries dominated global exports in this area. Today, developing countries produce half of the worlds textile exports. Moreover, the economic performance of the apparel and textiles industry in developing countries has large impacts on employment opportunities, especially for women, the development of small and medium sized enterprises (SMEs) and spillovers into the informal sector (UNCTAD, 2005). Textile production is more capital intensive than apparel production and hence developing countriesalthough account for a smaller share in textile outputaccount for a larger share in the labourintensive production of garments.

1.2 - INTRODUCTION TO THE COMPANY

The concern is one of the leading knitted garments manufactures and exporters in India. The concern has been in this business since 1992 with an impressive growth records.
11

The factory is well equipped with state-of-art Hi-Tech imported knitting, embroidery, cutting and sewing machinery. The organization has a very good set up of factory and human resources to execute the orders on time with required quality. STRENGTH: With a team of 160 well-experienced executives and 900 skilled employees, Esstee is well equipped to fulfill the needs of our customers satisfaction. The following are the various divisions of the company: KNITTING DIVISION:

Since the quality of the garment is largely dependent on the quality of the fabric, the best knitting machines are used to achieve correct fabric for weight and shrinkage. Various structured fabrics and designs like Ribs, Interlocks, Jerseys, Fleece, Jacquards, Stripes-Auto/ Feeder/ Vertical (Rappier) are made. Fabrics like Polar Fleece, Yarn Dyed checks, Fancy and Mesh Jacquards are imported from regular suppliers located in far Eastern countries.

COMPACTING DIVISION: In order to make sure that the customers get quality fabric and so, great care is taken to finish the fabric using the latest technology in the compacting divisions.

12

Fabrics are compacted according to the quality control measures. Shrinkage is well controlled within permissible limits. Compactors Fab-con and Ferraro that has been used retain the structure as well as the design while effecting compaction. WASHING DIVISION: With the new imported tumble dryer machine all types of washing has been done. Listed below are some of the washing that has been undertaken: ACID WASH ENZYME WASH SILICON WASH STONE WASH PRINTING DIVISION The concern offers excellent creative prints as a major decoration through CREATIVE DESIGNS. It is equipped from screen making to curing in the concerns Own Printing section. EMBROIDERY DIVISION: Trendy looking garments with placement, appliqu and boring exotic embroidery is done with the help of the latest computerized embroidery machines. Sequins and Bead work are also one of the major attractions. The division also has designing, die cutting and design editing facilities. The organization has extensive arrangements for hand embroidery, sequin work, beads work etc. The concerns value addition includes exquisite hand work to make the garment look trendy. SPRAY WASH PERFUME WASH RUBBER BALL WASH GLASS WASH ETC.

13

SAMPLING AND PATTERN MAKING: The organization has a separate sample section with advanced equipments including Gerber CAD system and high Tec pattern scanner to meet the customers samples requirement without any compromise. CUTTING AND SEWING UNIT: The garmenting division is also well equipped with all the latest machinery to make contemporary style and to ensure perfect finish of garments which is the outcome of planned work flow and quality control systems. Modernized production unit with imported spreading machines and lay cutting machines, high-tech power sewing machines and finishing machines are readily available. QUALITY ASSURANCE DEPARTMENT: The Quality control department is totally devoted to preserve the customers quality needs. MERCHANDISING DEPARTMENT: The merchandisers of this department are ever ready to serve the customers.

1.3 - OBJECTIVES OF THE STUDY

Primary objective

14

 To identify the practices prevailing in the organization to retain employees.

Secondary objectives
To understand employees opinion on the facilities and measure their satisfaction To find out the reasons for employee satisfaction. To analyze the psychological feeling of the employees. To analyze the effective time management process. To analyze the organizational culture. To suggest strategies to retain employees.

1.4 - LIMITATIONS OF THE STUDY

15

 The study is limited to the retention activities provided for the employees and the findings of the research cannot be applied to other fields. The limitations of statistical tools apply. The time available for the study is limited. Not all the employees are surveyed in this study Reluctance of the employees to answer vital questions even though confidentiality was provided with is a major drawback. Primary data are the main source of the study.

1.5 - SCOPE OF THE STUDY

16

The scope of the study is mainly relates to identifying factors to retain employees in the organization. This study will show to take various measures to retain employees in the organization and to satisfy the employees. It also helps to find out the satisfaction level of the employees in the organization. The scope of the study can be identified as followed. To the Researcher: This study helps the researcher to have a practical exposure in the field of human resource management. It enables the researcher to identify the factors which help in retention and enables him to suggest various strategies to retain employees in the organization. To the Organization: This study will help the company to understand the present scenario in the organization. It aims to analyze and understand the factors that need to be incorporated and improved in order to retain employees further investigation. To the Respondents: This study will help the respondents to disclose their opinions and views that would be kept confidential to know more about their organization. This will also help to create a better work environment so as to retain employees.

1.6 - RESEARCH METHODOLOGY

17

Research is an art of scientific investigation. It can be defined as the manipulation of things, concepts of symbols for the purpose of generalizing to extend, correct or verify knowledge, whether that knowledge aids in construction of theory or in the practice of an art. Research methodology is a way to systematically solve the research problem. It has many dimensions and research methods do constitute a part of the research methodology. It explains the research methods with the logic behind.

Research design:
The function of research design is to provide for the collection of relevant evidence with minimal expenditure of effort, time and money. The research design is descriptive in nature. The major purpose of this descriptive research is description of the state of affairs, as it exists at present. The main characteristic of this method is that the researcher has no control over the variables; he can only present what has happened or what is happening. Here the researcher is trying to address the factors which are the causes of employee retention.

Sample design:
It is definite plan determined before any data are actually collected for obtaining a sample from a given population. Thus here the sampling design constitutes 200 staff out of 1000 employees from the ESSTEE exports to find out the factors leading to employee retention. The techniques used in selecting the items of samples is Non Probabilistic Sampling. The researcher on the basis of Judgment Sampling selects the respondents deliberately. 200 respondents are selected as a sample.

Sample size:
18

It refers to the number of items to be selected from the universe to constitute a sample. The sample size taken for the study was 200.

Data collection:
Collection of primary data is through questionnaire method. Secondary data were collected from books, journals and websites about retention rate and from company records.

Method of analysis:
It refers to the computation of certain measures along with searching for patterns of relationship that exist among data-groups. Percentage analysis, Average score analysis, Average Rank analysis, Chi-square analysis, Regression, correlation analysis and ANOVA analysis are used for analyzing the data. Bar charts and pie charts were used for the graphical representation of data.

Instrument of data collection:

The scaling used in the questionnaire is the likert scale. The questionnaire is prepared with five point scale.

The questionnaire was administered in the following way:Scales Strongly agree scores 5
19

Agree Satisfied Disagree Strongly disagree

4 3 2 1

Scaling:
Scaling describes the procedures of assigning numbers to various degrees of opinion; the respondent is given freedom to express his agreement with a number of statements relevant to the issue.

CHAPTER SCHEME
The study is organized into five chapters:

20

Chapter 1 deals with Introduction to the Textile Industry, Introduction to the company, objectives of the study, limitations of the study, scope of the study and research methodology and chapter scheme. Chapter 2 provides details about Employee Retention, ways to retain employee, retaining good employee, Retaining top performer, Effective employee retention strategies, Employee retention tool and Employee complaints. Chapter 3 deals with Review of Literature. Chapter 4 concentrates on Analysis & Interpretation. Chapter 5 deals with the findings, suggestions and conclusion of the study.

CHAPTER-II 2.1 - EMPLOYEE RETENTION

21

In the olden days, employees were considered emotionally attached & loyal to the organization. They continued in organization for a long time. Now the industries are striving to retain its employees in the organization. Organization which are successful in retaining employees achieve their goals in due time. Employee retention is the process of retaining employee in the organizations. It includes policies and practices which are used by companies to prevent valuable employees from leaving their jobs. How to retain valuable employees is one of the biggest problems that plague companies in the competitive market place. No too long ago, companies accepted the revolving door policy as part of doing business and were quick to fill a vacant job with another eager candidate. Now a days, business often find that they spend considerable time, effort and money to train an employee only to have them develop into a valuable commodity and leave the company for greener pastures. In order to create a successful company, employers should consider as many options as possible when it comes to retaining employees, while at the same time securing their trust and loyalty so they have less of desire to leave in the future. Researchers are trying to analyze the reason for high rate of attrition. Attrition results in a change in the existing balance of organization. Retaining employees require managerical abilities and new practices with in the organizations. Motivating and retaining employees require strong leadership skills and effective management practices. The new liberized cutting edge technology driven environment has made employee retention mind-boggling. The fast pacing change across the globe has made the new employee and employer relationship irreversible. However all corporations not only in IT sector but also traditional manufacturing sector are attempting to stem attrition. Many companies follow various practices to retain employees. This study intent to analyze the various factors prevailing in the organization to retain employees. The instrument used for the researcher is a questionnaire.

22

The following are the factors that affect employee retention and which are discussed in the questionnaire:

organization culture Organizational culture is the personality of the organization. Culture is comprised of the assumptions, values, norms and a tangible sign of organization, members and their behaviors, it includes: Encouragement of creativity. Appropriate infrastructure. Job involvement. Influence on decision making. Excellent work environment.

Managing time effectively:

The two major components of time management are practice and purpose. The practice component refers to what you do with the minutes of your day. The purpose component refers to finding and knowing your purpose in life. When you manage your time, the minutes of your life, and it falls in alignment with your purpose of your life, you have a fantastic chain reaction. This alignment can able you to accomplish your tasks more effectively, to reach your goals more quickly, and not to give you a greater sense of peace. Various areas under this are: Scheduling of tasks. Recognized and eliminated non-essential tasks. Employees are placed in the right job. Tasks and duties are standardized and systematic.
23

Employees are empowered within their boundaries.

Job satisfaction: Job satisfaction describes how content an individual is with his or her job. It is a relatively recent term since in previous centuries the jobs available to a particular person were often predetermined by the occupation of that persons parent. There are a variety of factors that can influence a persons level of job satisfaction, it includes: Supervision quality Training and orientation. Salary is fair and equitable. Performance appraisal. Job security.

By using these factors in the questionnaire the researcher could understand the various measures which help to retain employees in the organization.

24

2.2-WAYS TO RETAIN EMPLOYEES

With the changing times, the world of employment has changed too. Just a few decades ago, a person would hold just one job their entire lives and that would be it, but with the changing times, people are looking for change and progress at every point of their lives. In such a scenario, it has become important for companies to think about how to retain employees. Retention of employees is quite important today, because good employees are getting poached almost every day today. Motivating and Retaining Employees Here are the best ways to retain employees: Provide Feedback Most employees want feedback any feedback, positive and even negative. Employees consider receiving feedback as necessary to their career growth and their job performance. To attract and retain talented employees, the company has to train and prepare its leaders to provide feedback. Unfortunately, this important aspect is ranked as last priority in terms of managerial competencies. Challenging experiences One of the best routes to develop and retain your talent is providing challenging experiences. The course to follow is to put ambitious people with potential through a series of challenging, new, unique and different experience, the content of which builds the projected skills to lead the company in the future.

25

What difference does it makes? It is cheaper and surer to develop most, but not all, of your talents from within. The importance of quality of jobs, tasks and quality of organization has been constant over the history of measuring people motivation. The top motivators that turn on people to work at their best (+ retaining these employees) are job challenges, opportunities to use ones skills and progress. Managers to become coaches Managers, in general, are very poor at coaching and developing their people. This is one thing that almost everyone agrees upon helping people with long term career development is important and that few do it well. Companies know they have to build and develop the talent pool but for many reason theyre simply not doing it right. Relying on your managers to do that job is a losing strategy because they dont have much motivation to do it. Best practice is a coordinated process driven by the HR, top management and involvement of line mangers. Appraisals Good employees should progress that is the basic rule of any good company. The progress that a good employee endures should not be only restricted to the monetary aspect, but should also be reflected in the post and the employees progress within the company. A good employee should be promoted when and if they show enthusiasm in their work and their enthusiasm is productive to the company. An appraisal works both ways it gives a sense of responsibility and achievement to the person who receives it, as well creating a sense of competition between the general employee populace.

26

Therefore, appraisals are not only a very important concept when it comes to retaining good employees, but it can also be used to ensure that the non performing employees get a onus to become performers too. Major companies make periodic appraisals programs/plans to their stuff and it is known as a proven method for retaining and motivating good employees. Career advancement Enhancement of Qualifications A good employee only becomes better if their qualifications are enhanced. There are several companies that launch programs in which the best of their employee force is selected for various courses and programs that enhance their qualifications and gives them relevant knowledge with which they can grow in the profession. This acts as a positive aspect for both the employer as well as the employee. While the employer gets a return on investment on whatever money has been spent on the program, the employer also gets a value addition to their business when the employee implements his know-how into business procedures. It also acts as a factor that increases the loyalty of the employee towards the employer. Material Compensation Material compensation is arguably one of the ways for retention of employees. The material compensation can be provided in various ways either as an increment in the salary, a bonus or a payment given as recognition for the hard work on a particular assignment. Remember that though pay is within the list of motivators for retaining employees, it is usually near the bottom, along with benefits. Overpaying managers or high potential employees can be performed as a long-term strategy.

27

The employer should make it clear that where much is given, much is expected. The employer should also make it clear that the monetary compensation is not only a value of the work that the employee has done for the company, but is also a token of appreciation that the employer feels towards the employee. Also, the material compensation should not be offered in such a way that the employee feels that s/he work only for money. If you are looking for ways to retain good employees, you may consider applying the monetary compensation method tactfully and as part of your other efforts.

Work Environment. While all the above are direct ways for retaining employees, the employer can even look into the work environment that they provide to the employee. Working in a comfortable work environment has an invariable and invaluable positive effect on the efficiency of the employee. Actually speaking, an employee spends more time in the work atmosphere than he or she spends at home, and it is only practical that he or she has the best environment to work in. The quality of organization, in terms of: work environment and culture is defiantly a motivator for employees to stay in their current job. These are just some of the aspects through which the employer can retain good employees. You may realize that the energy, focus and determination that result from developing raw talent and retaining you best employees can change the companys culture, therefore why not try at least some of these tips. It would be

28

wise to consult/coordinate the human resources in order to plan the company strategy for motivating and retaining these high potential employees.

RETAINING GOOD EMPLOYEES Good employees are hard to come by these days. You have to go through all the trouble of browsing through hundreds of resumes, conducting extensive employment background screening, and interviewing various people. But you also have to know that retaining the good employees you have found for your company can sometimes even be more difficult. This is why, once you find that perfect employee, you must do everything to ensure that you will be able to keep him or her in your company. But then you wonder, "What can I possibly do to retain good employees?" Fortunately, these proven techniques will make employees want to stay in your company. Good Workers Compensation Money is an effective motivator to any employee. Great employees have exceptional talents, knowledge and skills, and they surely know their worth. If you do not give them a generous paycheck, it would not take long before they pack their things and look for a company who will pay them better. Of course, you do not need to pay an extremely overpriced salary that will leave you broke but just a little over the normal wage would be much appreciated. Employee Benefits Do not forget that your company should provide the employees all government mandated benefits as well as those optional ones that would make your employee feel that his stay in company is worth it.
29

 Recognition and Incentives It is extremely important that you are able to recognize good performance from your employees. This is not only to motivate and inspire them to work harder but this is also a good way of making them happy with their work. Harmonious Working Relationship Being a boss does not mean you can be bossy and mean. Being a good employer is one of the important factors that make an employee stay in a particular company. So if you want to retain your employees be sure that you treat them well. Treat them how you would want to be treated and that is with respect and dignity. Clear Scope of Job If you hired a communication officer for your company, he should only be doing things that were clearly delineated in his job description. If you make him do other things like make you coffee or run personal errands, he would probably 1 not be too happy about that. Career Advancement If you have been working so hard for many years for a certain company and then one day, you realize that you still occupy the same position you did 11 years ago, would not that upset you? You should always make your employees feel that they are going somewhere, especially those with exceptional talents and skills aim to make it to the top. You should be the instrument that will help them achieve that. Make sure you give promotion as often as you could and as needed. It is never easy being an employer with all the responsibilities and duties you have to oversee but the right kind of employees will surely make your life easier, so keep them happy and loyal to your company.
30

RETAINING TOP PERFORMER

Keeping your employees - especially your top performers is critical for your business success. Smart companies develop Employee Retention Plan to improve their current Employee Retention Rate and develop high performance organizations. Companies can improve in many ways but it is critical for the companies to understand that having an Employee Retention Plan in place is an important project. Whether you manage a small business or global corporation the same rules apply. Those companies who have the most talented and experienced workforce will deliver above average business results - it is that simple. How do you develop your Employee Retention Plan? First of all you need to identify the most important drivers for Morale, Loyalty and Satisfaction. Employee Retention Rate depends on many factors such as overall company environment, company policies, company culture, work environment, employee development, etc. Creating High Retention Workforce is the number one priority of a successful Retention Plan. Understand what motivates your people and create work environment which will motivate top performers. Improve morale through effective rewards and recognition system and develop relevant rewards for your workforce. Stressful workplace is a high risk for morale and satisfaction. Financial rewards are only one part of your Retention Plan but keep in mind that financial reward is not enough to improve your Employee Retention Rate - even high paying people are not happy if they work in stressful work environment. Surveys or Employee Satisfaction Surveys are very good tools for helping you understand your employees and what drives your Retention. Employee Surveys are used for measuring employee satisfaction and identify important issues for your employees. For example, Employee Surveys can identify that developing career

31

path for your employees is one of the most important motivators for your employee retention. Achievements and recognitions are also important for employee satisfaction because everyone likes to see the results of their work and see in what ways they contribute to your organization. Rewards and recognition systems are also important for your Retention Plan. Understanding your employees' concerns, skills, goals and interests must be considered. In-house and on the job training is generally a good motivator because training helps your employees improve their skills and create better business results. Employee Retention Plan should be customized to your business and employees - what works for one company can be a waste of time for another so it is critical for you to develop a good understanding for your employees needs. Use employee surveys to understand what really works for employees.

32

2.3 - EFFECTIVE EMPLOYEE RETENTION STRATEGIES

Intelligent employers always realize the importance of retaining the best talent. Retaining talent has never been so important in the Indian scenario; however, things have changed in recent years. In prominent Indian metros at least, there is no dearth of opportunities for the best in the business, or even for the second or the third best. Retention of key employees and treating attrition troubles has never been so important to companies. In an intensely competitive environment, where HR managers are poaching from each other, organizations can either hold on to their employees tight or lose them to competition. For gone are the days, when employees would stick to an employer for years for want of a better choice. Now, opportunities abound. It is a fact that, retention of key employees is critical to the long-term health and success of any organization. The performance of employees is often linked directly to quality work, customer satisfaction, and increased product sales and even to the image of a company. Whereas the same is often indirectly linked to, satisfied colleagues and reporting staff, effective succession planning and deeply embedded organizational knowledge and learning. Employee retention matters, as, organizational issues such as training time and investment, costly candidate search etc., are involved. Hence, failing to retain a key employee is a costly proposition for any organization. Various estimates suggest that losing a middle manager in most organizations, translates to a loss of up to five times his salary. This might be worse for BPO companies where fresh talent is intensively trained and inducted and then further groomed to the
33

successive stages. In this scenario, the loss of a middle manager can often prove dear Why people leave in an industry like BPO, the work can often be monotonous and opportunities for career growth minimal. So when opportunities beckon, the high rate of attrition is not surprising. However, there are some common reasons that especially cause people to leave. Surveys have listed night shifts, money, inability to handle various types of stress, monotonous work; company policies, lack of career growth, problems with those in senior positions etc., as some of the most common reasons listed by BPO employees, as reasons for quitting jobs. FINDING THE CAUSE Have a survey among employees to find the reasons for attrition. If possible, have exit interviews to know the reasons for resignations. If a key employee resigns, it should be taken up on a priority basis and the senior management should meet the employee to discuss his reasons for leaving and evaluate whether his issues bear merit and whether they can be resolved. Steps can be taken to avoid similar reasons from occurring in the case of others, in similar positions.

34

2.4 - EMPLOYEE COMPLAINTS

Knowing what makes employees unhappy is half the battle when you think about employee work satisfaction, morale, positive motivation, and retention. Listen to employees and provide opportunities for them to communicate with company managers. If employees feel safe, they will tell you whats on their minds. Your work culture must foster trust for successful two-way communication. HR Solutions, Inc., a Chicago-based management consulting firm specializing in employee engagement surveys, analyzed recurring themes in employee surveys and compiled the following top ten lists. These are the items employees consistently complain about on surveys and in interviews. How many are true in your workplace?

Higher salaries: pay is the number one area in which employees seek change. You can foster a work environment in which employees feel comfortable asking for a raise.

Internal pay equity: employees are concerned particularly with pay compression, the differential in pay between new and longer term employees. In organizations, with the average annual pay increase for employees around 4%, employees perceive that newcomers are better paid and, often, they are.

Benefits programs, particularly health and dental insurance, retirement, and Paid Time Off / vacation days: specifically, many employees feel that their health insurance costs too much, especially prescription drug programs, when employers pass part of their rising costs to employees.

Over-management: Employees often defined by interviewees as: Too many chiefs, not enough Indians. Workplaces that foster employee empowerment, employee enablement, and broader spans of control by managers, will see fewer complaints. A popular word, micromanaging, expresses this sentiment, too.

35

Pay increase guidelines for merit: Employees believe the compensation system should place greater emphasis on merit and contribution. Employees find pay systems in which all employees receive the same pay increase annually, demoralizing. Such pay systems hit the motivation and commitment of your best employees hardest as they may begin asking whats in this for me? As you adopt a merit pay system, one component is education so that employees know what behaviors and contributions merit additional compensation. Employees who did not must be informed by their manager about how their performance needs to change to merit a larger pay increase.

Human Resources department response to employees: The Human Resource department needs to be more responsive to employee questions and concerns. In many companies, the HR department is perceived as the policy making, policing arm of management. In fact, in forward thinking HR departments, responsiveness to employee needs is one of the cornerstones.

Favoritism: Employees want the perception that each employee is treated equivalently with other employees. If there are policies, behavioral guidelines, methods for requesting time off, valued assignments, opportunities for development, frequent communication, and just about any other work related decisions you can think of, employees want fair treatment.

Communication and availability: Lets face it. Employees want face-to-face communication time with both their supervisors and executive management. This communication helps them feel recognized and important. And, yes, your time is full because you have a job, too. But, a managers main job is to support the success of all his or her reporting employees. Thats how the manager magnifies their own success.

Workloads are too heavy: Departments are understaffed and employees feel as if their workloads are too heavy and their time is spread too thinly. I see this complaint becoming worse as layoffs; the economy; your ability to find educated, skilled, experienced staff; and your business demands grow. To combat this, each company should help employees participate in continuous improvement activities.
36

Facility cleanliness: Employees want a clean, organized work environment in which they have the necessary equipment to perform well.

2.5 EMPLOYEE RETENTION TOOL

Here are some interesting Retention Tools which I came across Offer fair and competitive salaries. Fair compensation alone does not guarantee employee loyalty, but offering below-market wages makes it much more likely that employees will look for work elsewhere. In fact, research shows that if incomes lag behind comparable jobs at a company across town by more than 10 percent, workers are likely to bolt. To retain workers, conduct regular reviews of the salaries you offer for all job titles entrylevel, experienced staff and supervisory-level. Compare your department's salaries with statistically reliable averages. If there are significant discrepancies, you probably should consider making adjustments to ensure that you are in line with the marketplace. Remember that benefits are important too. Although benefits are not a key reason why employees stick with a company, the benefits you offer can't be markedly worse than those offered by your competitors Train your front-line supervisors, managers and administrators. It can't be said often enough: People stay or leave because of their bosses, not their companies. A good employee/manager relationship is critical to employee satisfaction and retention. Make sure your managers aren't driving technologists away. Give them the training they need to develop good supervisory and people-management skills. Clearly define roles and responsibilities. Develop a formal job description for each title or position in your department. Make sure your employees know

37

what is expected of them every day, what types of decisions they are allowed to make on their own, and to whom they are supposed to report. Provide adequate advancement opportunities. To foster employee loyalty, implement a career ladder and make sure employees know what they must do to earn a promotion. Conduct regular performance reviews to identify employees' strengths and weaknesses, and help them improve in areas that will lead to job advancement. A clear professional development plan gives employees an incentive to stick around. Offer retention bonuses instead of sign-on bonuses. Worker longevity typically is rewarded with an annual raise and additional vacation time after three, five or 10 years. But why not offer other seniority-based rewards such as a paid membership in the employee's professional association after one year, a paid membership to a local gym after two years, and full reimbursement for the cost of the employee's uniforms after three years? Retention packages also could be designed to raise the salaries of technologists who become credentialed in additional specialty areas, obtain additional education or take on more responsibility. Sign-on bonuses encourage technologists to skip from job to job, while retention packages offer incentives for staying. Make someone accountable for retention. Measure your turnover rate and hold someone (maybe you!) responsible for reducing it. In too many workplaces, no one is held accountable when employees leave, so nothing is done to encourage retention. Conduct employee satisfaction surveys. You won't know what's wrong ... or what's right unless you ask. To check the pulse of your workplace, conduct anonymous employee satisfaction surveys on a regular basis. One idea: Ask employees what they want more of and what they want less of.
38

 Foster an environment of teamwork. It takes effort to build an effective team, but the result is greater productivity, better use of resources, improved customer service and increased morale. Here are a few ideas to foster a team environment in your department: Make sure everyone understands the department's purpose, mission or goal. Encourage discussion, participation and the sharing of ideas. Rotate leadership responsibilities depending on your employees' abilities and the needs of the team. Involve employees in decisions; ask them to help make decisions through consensus and collaboration. Encourage team members to show appreciation to their colleagues for superior performance or achievement. Reduce the paperwork burden. If your technologists spend nearly as much time filling out paperwork, it's time for a change. Paperwork pressures can add to the stress and burnout that employees feel. Eliminate unnecessary paperwork; convert more paperwork to an electronic format; and hire non-tech administrative staff to take over as much of the paperwork burden as is allowed under legal or regulatory restrictions. Make room for fun. Celebrate successes and recognize when milestones are reached. Potluck lunches, birthday parties, employee picnics and creative contests will help remind people why your company is a great place to work. Write a mission statement for your department. Everyone wants to feel that they are working toward a meaningful, worthwhile goal. Work with your staff to develop a departmental mission statement, and then publicly post it for

39

everyone to see. Make sure employees understand how their contribution is important. Provide a variety of assignments. Identify your employees' talents and then encourage them to stretch their abilities into new areas. Do you have a great "teacher" on staff? Encourage him/ her to lead an in-service or present a poster session on an interesting case. Have someone who likes planning and coordinating events? Ask him to organize a departmental open house. Know a good critical-thinker? Ask him/ her to work with a vendor to customize applications training on a new piece of equipment. A variety of challenging assignments helps keep the workplace stimulating. Communicate openly. Employees are more loyal to a company when they believe managers keep them informed about key issues. Is a corporate merger in the works? Is a major expansion on the horizon? Your employees would rather hear it from you than from the evening newscast. It is nearly impossible for a manager to "over-communicate." Encourage learning. Create opportunities for your technologists to grow and learn. Reimburse them for CE courses, seminars and professional meetings; discuss recent journal articles with them; ask them to research a new scheduling method for the department. Encourage every employee to learn at least one new thing every week, and you'll create a work force that is excited, motivated and committed. Be flexible. Today's employees have many commitments outside their job, often including responsibility for children, aging parents, chronic health conditions and other issues. They will be loyal to workplaces that make their lives more convenient by offering on-site childcare centers, on-site hair styling and dry cleaning, flexible work hours, part-time positions, job-sharing or similar practices. For example, employees of school-age children might

40

appreciate the option to work nine months a year and have the summers off to be with their children. Develop an effective orientation program. Implement a formal orientation program that's at least three weeks long and includes a thorough overview of every area of your department and an introduction to other departments. Assign a senior staff member to act as a mentor to the new employee throughout the orientation period. Develop a checklist of topics that need to be covered and check in with the new employee at the end of the orientation period to ensure that all topics were adequately addressed. Give people the best equipment and supplies possible. No one wants to work with equipment that's old or constantly breaking down. Ensure that your equipment is properly maintained, and regularly upgrade machinery, computers and software. In addition, provide employees with the highest quality supplies you can afford. Cheap, leaky pens may seem like a small thing, but they can add to employees' overall stress level. Show your employees that you value them. Recognize outstanding achievements promptly and publicly, but also take time to comment on the many small contributions your staff makes every day to the organization's mission. Don't forget these are the people who make you look good!

41

CHAPTER III
Review of Literature

A literature review is an account of what has been published on a topic by accredited scholars and researchers. It is part of the introduction to an essay, research report, or thesis. As a piece of writing, the literature review must be defined by a guiding concept (e.g., research objective, the problem or issue you are discussing or your argumentative thesis). It is not just a descriptive list of the material available, or a set of summaries. Once the problem is formulated a brief summary of it should be written down. For this purpose the abstracting and indexing journals and published or unpublished bibliographies are the first place to go. Besides enlarging knowledge about the topic, writing a literature review lets you gain and demonstrate skills in two areas: This review of literature explains The concept of employee retention. Studies relating to employee retention. Employees are the assets of an organization. It is very necessary to retain the talented employees as they play a very important role in the organization. The researcher could find out the various studies conducted in different organizations on employee retention.

Employee Retention:
42

Employee retention refers to policies and practices companies use to prevent valuable employees from leaving their jobs. How to retain valuable employees is one of the biggest problems that plague companies in the competitive marketplace. Not too long ago, companies accepted the "revolving door policy" as part of doing business and were quick to fill a vacant job with another eager candidate. Nowadays, businesses often find that they spend considerable time, effort, and money to train an employee only to have them develop into a valuable commodity and leave the company for greener pastures. In order to create a successful company, employers should consider as many options as possible when it comes to retaining employees, while at the same time securing their trust and loyalty so they have less of a desire to leave in the future. 1 Key employee retention is critical to the long term health and success of your business. Managers readily agree that retaining your best employees ensures customer satisfaction, product sales, satisfied coworkers and reporting staff, effective succession planning and deeply imbedded organizational knowledge and learning. If managers can cite these facts so well, why do they behave in ways that so frequently encourage great employees to quit their jobs? Employee retention matters. Organizational issues such as training time and investment; lost knowledge; mourning, insecure coworkers and a costly candidate search aside, failing to retain a key employee is costly. Various estimates suggest that losing a middle manager costs an organization up to 100 percent of his salary. The loss of a senior executive is even more costly. If a manager fails at employee retention, the chances are good that the manager has been unable or unwilling to develop their ability to manage and value people across the board. Managers who exhibit a pattern in which their key employees leave your organization cannot retain their management role. Effective Managers Create Employee Retention:

43

Managers who retain staff start by communicating clear expectations to the employee. They share their picture of what constitutes success for the employee in both the expected deliverables from and the performance of their job. These managers provide frequent feedback and make the employee feel valued. When an employee completes an exchange with a manager who retains staff, he or she feels empowered, enabled, and confident in their ability to get the job done. 2 Almost every manager can increase her ability to retain employees by developing her management skills. Teaching a manager about how to value people can be more challenging. Particularly if the manager doesn't already value people and their contributions in her mind and heart, it will be a leap for her to change her values. These ideas will help organization develop managers who believe in and act in ways that support employee retention. Specific Ideas for Employee Recognition: Remember that employee recognition is situational. Each individual has a preference for what he finds rewarding and how that recognition is most effective for him. One person may enjoy public recognition at a staff meeting; another prefers a private note in her personnel file. The best way to determine what an employee finds rewarding is to ask. Use the myriad opportunities for employee recognition that are available to you. In organizations, people place too much emphasis on money as the only form of employee recognition. While salary, bonuses, and benefits are critical within your employee recognition and reward system - after all, most of us do work for money - think more broadly about your opportunities to provide employee recognition. I have categorized the various forms of employee recognition you can use to thank employees for their contribution.
3

44

Studies relating to Employee Retention: 3.1 - EMPLOYEE RETENTION:

The New York state department of civil service on the study of talent management reveals that employee retention in state department and its companies until a few years ago, most companies were boasting of their talented staff and increased productivity. However, today, the scenario has changed. The reality of inability of companies to retain employees is sinking in gradually. Hence, it is important for organizations to devise an effective Employee Retention Program (ERP). Experts define an ERP as a systematic effort to create and foster an environment that encourages employees to remain employed by having policies and practices in place. The process also calls for fulfilling the diverse needs of employees. Thus the ERP helps to retain employees in the organization. 4 Mark Murphy and Andrea Burgio-Murphy (2004) reviewed some of the most entrenched and misguided beliefs about employee retention. The authors show how to avoid the Deadly Sins of Employee Retention and teach five cuttingedge strategies for keeping best people. Individual leaders and entire organizations can transform their retention efforts immediately.5

James Harris group on the study of corporate culture and motivation reveals That it is the manager who finds and retains such apparently great employee. Either by luck or design, the manager bridged with this employee the missing link in today's staffing and retention challenge. The missing link is aligning your staffing and retention function to core culture. 6

45

Career systems international on the study of talent management find out that most companies complain about low manpower, Researches indicate that companies are responsible for their own fate. Employee retention is one of the biggest problems faced by companies today. Experts suggest that if an employee does not like the work environment, he/she will not like to go back to the same organization again and again. Hence, companies must focus on making the organization employee friendly by giving them more benefits and incentives. Organizations must value the efforts of employees, honor their work, and make them realize that they matter a lot to the company. Organizations must treat their employees as assets. 7 Roland T. Rust, Greg L. Stewart, Heather Miller, Debbie Pie lack (2001) in their views said that employee turnover is highest among employees who are not satisfied with their jobs. Organizations need to focus on increasing employee satisfaction because qualified employees are becoming scarcer and they are difficult to retain. They suggest that one useful approach for increasing employee satisfaction is to view workers as customers. Based on the notion of employee as customer, they illustrated how a customer satisfaction measurement approach can be applied to the measurement of employee attitudes. They also demonstrated how this approach yields actionable results that managers can implement to increase employee satisfaction and thereby retention .A useful approach for increasing employee satisfaction is to view employee as customer.8 Louisiana Sacwis (2003) had developed a staff retention plan. The initiatives presented in the Staffing Retention Plan demonstrate the commitment that AMS (American Management System) and project management have made toward recruiting, developing, rewarding, and retaining the right team for this project. Staff retention plan in project management can enhance on time and high quality delivery of the business solution and technical solutions.9

46

According to international justice on the study of employee retention and employment lawsuits by intention justice reveals that organizations that create a sense of organizational justice will reap the human capital rewards in improved motivation, retention and fewer employment lawsuits. 10 According to HR Hub.com on the study of human capital reveals that employee retention emphasizes that an employees relationship with their supervisor or manager and work-life balance as the most important determinants for staying with an organization. The study on human capital reports the top five factors affecting an employees decisions to stay or leave they are: 1. Quality of relationship with supervisor or manager. 2. Ability to balance work and home life. 3. Amount of meaningful work - the feeling of making a difference. 4. Level of cooperation with coworkers. 5. Level of trust in the workplace Employee relationship with the supervisor plays an important role for employees to stay back in the organization.11 Thomson Gale (2000) conducted a study on Employee Retention .The primary objective of the study was to explore the reasons behind hourly employee turnover and to explore variables that would assist in predicting employee retention in the lodging industry. Data was collected from 230 hourly employees in 10 small and medium-size hotels located in the Southeastern United States (US). The results empirically confirmed that hourly employees' retention was predicted by self-fulfillment and working conditions rather than monetary rewards. often working condition is seen more important than monetary rewads.12 According to the Towers Perrin study there are four attributes that affect the ability to retain and engage employees across Europe as a whole. These are:

providing employees with appropriate decision-making authority to do their jobs providing a good overall work environment
47

having a senior management team that visibly demonstrates its dedication to company values .13 According to Saipan Tribune the study on employee retention reveals that there is a direct link between training and employee retention. Employees involved in ongoing training feel that their employer is interested in them doing a better job, and the employer cares enough about them to make an investment in their development. Training can also be the means for positive change in any organization; however, training is not enough to create lasting change without a vital link that will help your employees transfer what they learned into real-life application. That vital link is a strong coaching program.14 Watson Wyatt's (2006) Strategic Rewards study show that none of the employers surveyed believe that healthcare coverage is a key reason why topperforming employees leave. Twenty-two percent of top-performing employees surveyed in the same study, however, cited healthcare benefits as one of the top three reasons they would leave an employer. Welfare is very important employees to be retain in the organization.15 John E. Sheridan(Dec.,1992)on the study on Organizational Culture and Employee Retention reveals that the retention rates of 904 college graduates hired in six public accounting firms over a six-year period. Organizational culture values varied significantly among the firms. The variation in cultural values had a significant effect on the rates at which the newly hired employees voluntarily terminated employment. The relationship between the employees' job performance and their retention also varied significantly with organizational culture values. 16 Daniel G.Spencer on the study of employee voice and employee retention reveals that the relationship between the extent to which employees have opportunities to voice dissatisfaction and voluntarily turnover in 111 short term,generalcare hospitals. Results show that, whether or not a union is present, high numbers of mechanisms for employee voice are associated with high
48

retention rates.17

3.2 - WHY EMPLOYEES' QUIT:

An employee's expectations are less on financial fronts, but more towards how he's treated and how he is valued. Much of this depends directly on the immediate supervisor. If organization is losing good people, then their immediate supervisor are to be analyzed. More than any other significant reasons, they are the reason people stay and thrive in an organization. "People leave managers not companies".18 The first time, an employee may not quit because the associate shows a degree of tolerance, but a thought of quitting the organization has been planted by the associate. The second time, the thought gets more strengthened and the associate starts evaluating his/her market value. And by The third time, he starts looking for other job opportunities as he/she is very firm on quitting the current organization. Analysis reveals that the employees leave because they have been pulled away by "more pay" or "better opportunity." Yet, more than 80 percent of employees leave because of the "push" factors related to poor management practices or toxic cultures that drove them out. Collins C.J. (2007) The New York state department of civil service on the study of talent management reveals that employee retention in state department and its companies until a few years ago, most companies were boasting of their talented staff and increased productivity. However, today, the scenario has changed. The reality of inability of companies to retain employees is sinking in gradually. Hence, it is important for organizations to devise an effective employee retention program (ERP).Experts define an ERP as a systematic effort to create and foster an environment that encourages employees to remain employed by having policies and practices in place. The process also calls for fulfilling the
49

diverse needs of employees. Thus the ERP helps to retain employees in the organization. The study concluded that effective employee retention is a systematic effort by employers to create and foster an environment that encourages current employees to remain employed by having policies and practices in place that address their diverse needs.19 Mark Parrott (2000) believes that, there is a straight line between employee satisfaction and customer satisfaction. He believes that todays employees pose a complete new set of challenges, especially when businesses are forced to confront one of the tightest labor markets in decades. Therefore, it is getting more difficult to retain employees, as the pool of talent is becoming more and more tapped-out. The study concluded that employee retention through job satisfaction supports this contention.20 Eskildesen & Hammer (2000) reviewed that employers have a need to keep employees from leaving and going to work for other companies. This is true because of the great costs associated with hiring and retraining new employees. The best way to retain employees is by providing them with job satisfaction and opportunities for advancement in their careers. The saying, good help is hard to find, is even truer these days than ever before because the job market is becoming increasingly tight. The study concluded that job satisfaction and opportunities are the best way to retain the employees in the organization.21 Branham(2005)reflects the more recent effort by organizations to attract and retain talented employees by becoming an employer of choice, which often involves communicating and emphasizing the positive features of working for a particular organization to current and potential employees. The study concluded that the organization should retain the talented employee and become employers of choice.22
50

3.3 - HOW TO RETAIN EMPLOYEES?

The basic step of employee retention is employee satisfaction, as they are no longer employees, but are Internal Customers to the organization. A strong association exists between employee retention and the quality of service delivered by the Organizations. If an employee feels sidelined or not getting due respect/returns, discord is unavoidable. From the study the researcher is able to understand various practices prevailing in the organization to retain the employees. Companies should adopt all possible methods to retain talented employees.

Sources
1. Employee Retention http://www.answers.com/topic/employee-retention 2. Effective managers can create employee retention: humanresources.about.com/od/retention/a/manager_role.htm 3. Specific Ideas for Employee Recognition: humanresources.about.com/od/rewardrecognition/a/recognition_ten_2.htm Studies on employee retention: 4. New York state department of civil service on the study of talent management. http://www.cs.state.ny.us/successionplanning/workgroups/Retention/resources 5. Mark Murphy and Andrea Burgio-Murphy (2004) review http://www.expertclick.com/NewsReleaseWire/default.cfm 6. James Harris group on the study of corporate culture and motivation http://jom.sagepub.com/cgi/content/abstract/26/3/405 7. Career systems international on the study of talent management http://www.hermangroup.com/retentionconnection/view_articles_retention.php
51

8. Roland. Rust, Heather Miller, Debbie Pie lack on employee turnover. http://www.emeraldinsight.com/Insight/viewContentItem.do?contentType =Article 9. Louisiana Sacwis (2003) had developed a staff retention plan http://www.dss.state.la.us/Documents/IT/LAKIDS 10 International justices on the study of employee retention www.uea.ac.uk/edu/intbro 11. HR Hub.com on the study of human capital http://jobfunctions.bnet.com/search.aspx?kw=employee+retention 12. Thomson Gale (2000) conducted a study on Employee Retention http://www.questia.com/googleScholar.qst?docId=5001841392 13. Towers Perrin study http://www.towersperrin.com/tp/getwebcachedoc=HRS/USA/2006/200603 14. Saipan Tribune on the study of employee retention http://www.saipantribune.com/newsstory.aspx?cat=3&newsID=62172 15. Watson Wyatt's (2006) Strategic Rewards http://www.watsonwyatt.com/research/featured/hci.asp 16. Employee Voice and Employee Retention Daniel G. Spencer, The Academy of Management Journal, Vol. 29, No. 3 (Sep., 1986), pp. 488-502 doi: 10.2307/256220 17. Organizational Culture and Employee Retention John E. Sheridan, The Academy of Management Journal, Vol. 35, No. 5 dec., 1992), pp.10361056oi: 10.2307/256539 18. Why employees quit:
52

http://ezinearticles.com/?Why-Employees-Quit&id=479758- Gaurav Doshi. 19. Collins, C.J. (2007): The interactive effects of employee retention program and foster an environment for the employees. Journal of applied psychology, 92,180-190. 20. Mark Parrott (2000): Talent retention. Research in personnel and human resource Management, 13,245293. 21. Eskildesen& Hammer (2000): Hourly employee retention factors in the quick service Textile industry. International review of industrial and organizational psychology, 13, 49-81. 22. Branham (2005): Planning to become an employer of choice. Journal of organizational Excellence, 24, 57-68.

53

CHAPTER IV
4.1 - ANALYSIS AND INTERPRETATION:

Analysis is the means of computation of certain indices or measures along with searching for the patterns of relationship that exist among the data group. Analysis, particularly in case of survey or experimental data, involves estimating the value of unknown parameters of the population and testing of hypothesis for drawing inferences. Interpretation refers to the task of drawing inference from the collected facts after an analytical study. It is essential for the simple reason that the usefulness and utility of research finds lie in proper interpretation. The following factors are considered: Demographic factors Retention factors PHASE1: Demographic factors:This phase deals with the personal profile of the respondents in the organization. Gender, Age, Educational qualification, salary and Experience are dealt with in the study. PHASE 2: Retention factors:This phase deals with the respondents responses relating to the various retention parameters. The factors contributing to retention is also analyzed in this project. These are the various factors:1. Opportunity in Decision-Making. 2. Leave facility. 3. Organization culture. 4. Promotional facilities.
54

5. Safety measures.

4.1 PERCENTAGE ANALYSIS 4.1.1 TABLE SHOWING THE GENDER OF THE RESPONDENTS
Gender Male Female Total Frequency 74 126 200 Percent 37.00 63.00 100.00

Source: primary data

INTERPRETATION:
The above table shows the Gender of the employees. It revealed that 63% of the respondents are female and 37% of the respondents are male.

Majority of the respondents are female.

55

4.1.1 CHART SHOWING THE GENDER OF THE RESPONDENTS

GEND ER
70 60 50 40 30 20 10 0 Male Fem ale 37 GENDER 63

56

4.1.2 TABLE SHOWING THE AGE OF THE RESPONDENTS

Age 20 - 30 years 30 - 40 years 40 - 50 years Above 50 years Total Source: primary data INTERPRETATION: The above table shows the Age of the respondents. It revealed that 33 % of the total employees come in the age group 40 50yrs, 30.50% of the total employees come in the age group 30 40yrs, 20.50% of the total employees come in the age group above 50 years and 16% the total employees come in the age group 20 30yrs. Frequency Percent 32 16.00 61 30.50 66 33.00 41 20.50 200 100.00

Majority of the respondents are 40 50 yrs age group.

4.1.2 CHART SHOWING THE AGE OF THE RESPONDENT

57

35 30.5 30 25

33

20.5 20 16 15 10 5 0 20-30 yrs 30-40 yrs 40-50 Yrs Above 50 Yrs Column1

4.1.3 TABLE SHOWING THE DESIGNATION OF THE RESPONDENTS

58

Designation Labour Supervisor Clerical Administrative Others Total Source: primary data INTERPRETATION:

Frequency Percent 125 62.50 27 13.50 19 9.50 9 4.50 20 10.00 200 100.00

The above table shows the employees designation. It revealed that 62.5% respondents come under the Designation of labour, 13.50% respondents are come under the designation of supervisor, 10% of respondents are come under the designation of others, 9.50% of respondents are come under the age group of clerical and 4.50% of the respondents are come under the designation of administrative.

Most of the respondents belongs to labor category.

4.1.3 CHART SHOWING THE DESIGNATION OF THE RESPONDENTS

59

4.1.4 TABLE SHOWING THE EDUCATION QUALIFICATION OF THE RESPONDENTS

60

Education Qualification SSLC/ITI HSC/Diploma Graduate Post Graduate Uneducated Total

Frequency Percent 72 36.00 48 24.00 40 20.00 12 6.00 28 14.00 200 100.00

Source : Primary Data. INTERPRETATION: The above table shows the employees Education qualification. It revealed that 36% of employees belongs to the SSLC/ITI category, 24% of employees belongs to the HSC/Diploma category, 20% of employees belongs to the graduate category, 14% of employees belongs to the uneducated category, 6% 0f employees belongs to the Post Graduate category.

Majority of the respondent belongs to SSLC/ITI.

61

4.1.4 SHOWING THE EDUCATION QUALIFICATION OF THE RESPONDENTS

62

4.1.5 TABLE SHOWING THE WORK EXPERIENCE OF THE RESPONDENTS

Work Experience 0 - 2 years 2 - 4 years 4 - 6 years 6 - 8 years Above 8 years Total Frequency Percent 30 15.00 48 24.00 43 21.50 57 28.50 22 11.00 200 100.00

Source: primary data INTERPRETATION: The above table shows the employees Work Experience. It revealed that 28.50% of employees has 6-8 years of experience, 24% of employees has 2-4 years of experience, 21.50% of employees has 4-6 years of experience, 15% of employees has 0-2 years of experience, 11% of employees has above 8 years of experience.

Majority of the respondent has 6-8 years of experience.

63

4.1.5 CHART SHOWING THE WORK EXPERIENCE OF THE RESPONDENTS

64

4.1.6 TABLE

Monthly Income Rs.2000 - Rs.4000 Rs.4001 - Rs.6000 Rs.6001 - Rs.8000 Rs.8001 - Rs.10000 Above Rs.10000 Total

Frequency Percent 26 13.00 73 36.50 50 25.00 32 16.00 19 9.50 200 100.00

SHOWING THE MONTHLY INCOME OF THE RESPONDENTS

Source: Primary data INTERPRETATION: The above table shows the monthly income of the respondents. It revealed that 36.5% of the respondents are getting the monthly income of Rs.4001- Rs.6000, 25% of the respondents are getting the monthly income of Rs.6001- Rs.8000, 16% of the respondents are getting the monthly income of Rs.8001- Rs.10000, 13% of the respondents are getting the monthly income of Rs.2000- Rs.4000, 9.5% of the respondents are getting the monthly income of above Rs. 10000.

65

Majority of the respondents are getting monthly salary of Rs.40001- Rs.6000.

4.1.6 CHART SHOWING THE MONTHLY INCOME OF THE RESPONDENTS

66

4.1.7 TABLE SHOWING THE TYPE OF EMPLOYMENT

Type of Employment Permanent Contract Temporary Total Source: Primary data INTERPRETATION:

Frequency Percent 50 25.00 103 51.50 47 23.50 200 100.00

The above table shows the type of employment. It revealed that 51.5% of the respondents are belongs to contract category, 25% of the respondents are belongs to permanent category and 23.5% of the respondents are belongs to temporary category.

Majority of the respondents are belongs to contract category.

67

4.1.7 CHART SHOWING THE TYPE OF EMPLOYMENT

68

4.1.8 TABLE SHOWING THE RESPONDENTS JOB SECURED

Feel Job Secured Strongly Agree Agree Neutral Disagree Strongly Disagree Total Source: primary data INTERPRETATION: The above table shows the respondents job secured. It revealed that 28.5% of the respondents are disagree, 27% of the respondents are agree with their opinion, 22% of the respondents are neutral, 13.5% of the respondents are strongly disagree and 9% of the respondents are strongly agree with their opinion. Frequency Percent 18 9.00 54 27.00 44 22.00 57 28.50 27 13.50 200 100.00

Majority of the respondents are disagree with their opinion.

4.1.8 CHART SHOWING THE RESPONDENTS JOB SECURED

69

4.1.9 TABLE SHOWING THE AVAILED OF ANY LOAN

70

Availed any loan Yes No Total Source: primary data INTERPRETATION:

Frequency Percent 23 11.50 177 88.50 200 100.00

The above table shows the availability of any loan in the organization. 88.5% of the respondents revealed that there is no availed of any loan and 11.5% of the respondents revealed that there is availed of any loan. Most of the respondents revealed no availed of any loan.

4.1.9 CHART SHOWING THE AVAILED OF ANY LOAN

71

4.1.1O TABLE SHOWING THE TYPE OF LOAN AVAILED

72

Type of loan availed Personal Vehicle Loan Total Source: primary data. INTERPRETATION:

Frequency Percent 12 52.17 11 47.83 23 100.00

The above table shows the type of loan availed. It revealed that 52.17% of personal loan are availed and 47.83% of vehicle loan are availed.

Most of the respondents response was availed of personal loan.

4.1.10 CHART SHOWING THE TYPE OF LOAN AVAILED

73

4.1.11 TABLE SHOWING THE EMPLOYEE WELFARE SATISFACTION

74

Employee welfare satisfaction Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied Total Source: primary data INTERPRETATION:

Frequency Percent 30 15.00 99 49.50 46 23.00 17 8.50 8 4.00 200 100.00

The above table shows the employee welfare satisfaction. It revealed that 49.5% of the respondents are satisfied with their welfare satisfaction, 23% of the respondents are neutral, 15% of the respondents are highly satisfied with their welfare satisfaction, 8.5% of the respondents are dissatisfied with their welfare satisfaction and 4% of the respondents are highly dissatisfied with their welfare satisfaction.

Majority of the respondents are highly satisfied with their welfare satisfaction.

4.1.11 CHART SHOWING THE EMPLOYEE WELFARE SATISFACTION

75

76

4.1.12 TABLE SHOWING THE FEEL ABOUT PRESENT JOB RESPONSIBILITY

Feel about present job responsibility Well suitable for me I can able to manage Need assistance Can't able to manage Total Source: primary data INTERPRETATION: The above table shows the respondents feel about present job responsibility. It revealed that 46.5% of the respondents can able to manage the present job responsibility, 28.5% of the respondents need assistance to manage the present job responsibility, 19% of the respondents revealed that the job is well suitable for them and 6% of the respondents revealed that they cant able to manage the present job responsibility. Frequency Percent 38 19.00 93 46.50 57 28.50 12 6.00 200 100.00

Majority of the respondents can able to manage the present job responsibility.

4.1.12 CHART SHOWING THE FEEL ABOUT JOB RESPONSIBILITY

77

4.1.13 TABLE SHOWING THE NO CONFLICT AND CONFUSION

No conflict and confusion Strongly Agree Agree Neutral
78

Frequency Percent 31 15.50 67 33.50 56 28.00

Disagree Strongly Disagree Total Source: primary data INTERPRETATION:

36 10 200

18.00 5.00 100.00

The above table shows the no conflict and confusion between the employees. It revealed that 33.5% of the respondents are agree that there is no conflict and confusion between the employees due to their misunderstandings, 28% of the respondents revealed the neutral, 18% of the respondents are disagree, 15.55 of the respondents are strongly agree that there is no conflict and confusion between the employees and 5% of the respondents are strongly disagree that there is no conflict and confusion between the employees.

Majority of the respondents revealed that there is no conflict and confusion between the employees.

4.1.13 CHART SHOWING THE NO CONFLICT AND CONFUSION

79

4.1.14 TABLE SHOWING THE VERBAL AND NON-VERBAL COMMUNICATION

80

Verbal and non-verbal communication Strongly Agree Agree Neutral Disagree Strongly Disagree Total Source: primary data INTERPRETATION: The above table shows the verbal and non-verbal communication of the employees. It revealed that 35.5% of the respondents are neutral, 32.5% of the respondents are agree that there is a verbal and non-verbal communication between the employees, 14% of the respondents are strongly agree, 12% of the respondents are disagree that there is a verbal and non-verbal communication between the employees and 6% of the respondents are strongly disagree that there is a verbal and non-verbal communication between the employees. Frequency Percent 28 14.00 65 32.50 71 35.50 24 12.00 12 6.00 200 100.00

Majority of the respondents revealed the neutral.

4.1.14 CHART SHOWING THE VERBAL AND NON-VERBAL COMMUNICATION

81

4.1.15 TABLE SHOWING THE GRIEVANCE HANDLING

Grievance handling
82

Frequency

Percent

Strongly Agree Agree Neutral Disagree Strongly Disagree Total Source: primary data INTERPRETATION:

21 64 56 43 16 200

10.50 32.00 28.00 21.50 8.00 100.00

The above table shows the grievance handling of the machinery. It revealed that 32% of the respondents are agree that there is a grievance handling of the machinery, 28% of the respondents are neutral, 21.5% of the respondents are disagree that there is a grievance handling of the machinery, 10.5% of the respondents are strongly agree that there is a grievance handling of the machinery and 8% of the respondents are strongly disagree that there is a grievance handling of the machinery.

Majority of the respondents are satisfied with the grievance handling of the machinery.

4.1.15 CHART SHOWING THE GRIEVANCE HANDLING

83

4.1.16 TABLE SHOWING THE EFFECTIVE FEEDBACK TO EMPLOYEE

Effective feedback to employee
84

Frequency

Percent

Strongly Agree Agree Neutral Disagree Strongly Disagree Total Source: primary data INTERPRETATION:

9 51 111 16 13 200

4.50 25.50 55.50 8.00 6.50 100.00

The above table shows the respondents effective feedback. 55.5% of the respondents showed neutral, 25.5% of the respondents are agree with their opinion, 8.5% of the respondents are disagree with their opinion, 6.5% of the respondents are strongly disagree with their opinion and 4.5% of the respondents are strongly agree with their opinion. Majority of the respondents revealed neutral opinion.

4.1.16 CHART SHOWING THE EFFECTIVE FEEDBACK TO EMPLOYEE

85

4.1.17 TABLE SHOWING THE OPEN TO CONSTRUCTIVE CRITICISM

86

Open to constructive criticism Strongly Agree Agree Neutral Disagree Strongly Disagree Total Source: primary data INTERPRETATION:

Frequency Percent 9 4.50 13 6.50 71 35.50 84 42.00 23 11.50 200 100.00

The above table shows the respondents open to constructive criticism. It revealed that 42% of the respondents are disagree, 35.5% of the respondents are neutral with their opinion, 11.5% of the respondents are strongly disagree with their opinion and 4.5% of the respondents are strongly agree with their opinion.

Majority of the respondents revealed neutral opinion.

4.1.17 CHART SHOWING THE OPEN TO CONSTRUCTIVE CRITICISM

87

4.1.18 TABLE SHOWING THE EFFECTIVE CO-OPERATION AMONG EMPLOYEE

88

Effective cooperation among employee Strongly Agree Agree Neutral Disagree Strongly Disagree Total Source: primary data INTERPRETATION: The above table shows the effective cooperation among employee. It revealed that 42% of the respondents are disagree, 26.5% of the respondents revealed neutral opinion, 15% of the respondents are agree with their opinion and 4% of the respondents are strongly agree with their opinion. Most of the respondents are dissatisfied with the effective cooperation among employees. Frequency Percent 8 4.00 30 15.00 53 26.50 84 42.00 25 12.50 200 100.00

4.1.18 CHART SHOWING THE EFFECTIVE CO-OPERATION AMONG EMPLOYEE

89

4.1.19 TABLE SHOWING THE PREFERENCE OF THE ORGANIZATION

90

Preference of the organization Good Compensation Flexible Management Adequate Facilities Employee Welfare Job Stress Source: primary data INTERPRETATION: The above table shows the preference of the organization. It shows that most of the employees are agree that they are getting good compensation from the organization. Most of the employees are highly satisfied with the flexible management. Employees are highly dissatisfied with adequate facilities provided by the organization. Most of the employees are disagree with the welfare given by the company and also they disagree with the job stress. Most of the employees are agree that they are getting good compensation from the organization Rank1 Rank2 Rank3 Rank4 Rank5 68 108 8 8 8 120 60 4 4 12 4 16 79 61 40 0 12 56 70 62 8 4 53 57 78

4.1.19 CHART SHOWING THE PREFERENCE OF THE ORGANIZATION

91

4.1.20 TABLE SHOWING THE WORKING ENVIRONMENT

A. WORKING ENVIRONMENT
92

SA

DA

SDA

1. Working environment is pleasant in the department 2. Satisfied with the infrastructure provided by the company 3. Interpersonal relationship between the colleagues is satisfactory 4. Interpersonal relationship between the superiors is satisfactory 5. Cleanliness of the work environment is satisfactory 6. Adequate rest room facility 7. Safety warning & procedures maintained by company is satisfactory Source : Primary data

11 11 9 15 13 16 19

48 40 45 56 51 47 47

95 11 9 15 13 16 19

45 46 43 52 46 40 38

1 4 4 2 1 7 1

INTERPRETATION: The above table shows the working environment of the organization. It revealed that the employees are agree with that they are having the pleasant working environment, they are disagree with the infrastructure was provided by the organization. Interpersonal relationship between the colleagues is satisfactory. Interpersonal relationship between the supervisor is also satisfied by the employees. Respondents are dissatisfied with the cleanliness of the working environment. Employees are agree with that they are having the adequate rest room facility. They also agree with that they are having the safety warning and procedures maintained by the organization.

93

The organization working environment factors need to be improved to get the best result.

4.1.20 CHART SHOWING THE WORKING ENVIRONMENT

94

4.1.21 TABLE SHOWING THE PERSONNEL DEVELOPMENT

95

B. PERSONNEL DEVELOPMENT 1. Working experience provided by the company improves my ability 2. My experience in particular field has been utilized by the company 3. Company recognizes individual interest & potentialities 4. Promotion process adopted by the company is satisfactory 5. Training provided by company is more effective 6. The company provides opportunity for my career development 7. Satisfied with the recruitment process Source: primary data

SA 15 11 13 14 17 12 10

A 46 42 41 56 39 44 41

N 15 101 101 90 93 94 107

DA 52 43 43 39 48 49 41

SDA 2 3 2 1 3 1 1

INTERPRETATION: The above table shows the personal development of the organization. It revealed that most of the employees are disagree with the company improves their ability. Most of the employees gave neutral opinion of their experience in particular field has been utilized by the company. Most of the employees accept that the company recognizes the individual interest and potentialities. Employees gave neutral opinion of promotion process adopted by the company is satisfactory and training provided by the company is more effective. Employees accepted that the company provides opportunity for their career development. Respondents gave neutral opinion for the recruitment process.
96

As a whole the employees are happy with the personal development of the organization.

4.1.21 CHART SHOWING THE PERSONNEL DEVELOPMENT

97

4.1.22 TABLE SHOWING THE ORGANIZATIONAL CULTURE

98

C. ORGANIZATIONAL CULTURE 1. Implying equal opportunities & rights for all human beings 2. Handling grievance process is satisfactory 3. Social security measures provided by the company is satisfactory 4. Sufficient attention given to cultural diversity 5. Dynamics of ethnic and religious conflict handling is satisfactory 6. Promoting harmonious interaction &solidarity at all levels of society 7. Welfare facilities given by the company is satisfactory Source: primary data INTERPRETATION:

SA 17 23 13 9 11 18 12

A 49 46 51 41 46 48 41

N 88 95 82 98 97 89 101

DA 45 36 54 50 46 43 45

SDA 1 0 0 2 0 2 1

Most of the employees are neither satisfied nor dissatisfied with organization culture. Most of the employees gave neutral opinion about implying equal opportunities and rights for all human beings. Most of the employee gave a neutral opinion about the handling grievances. Most of the employees gave neutral opinion for social security measures provided by the company, sufficient attention given to cultural society, and dynamics of ethnic and religious conflict handling. Promoting harmonious interaction and solidarity at all levels of society was also at neutral level. Welfare facilities given by the company is also at neutral level. The organizational culture factor should be improved for getting the good result.

4.1.22 CHART SHOWING THE ORGANIZATIONAL CULTURE

99

4.1.23 TABLE SHOWING THE JOB SATISFACTION

100

D. JOB SATISFACTION

SA

DA

SDA

1. Compensation provided by the company is satisfactory 2. Satisfied with working hours 3. Satisfied with stress level in job 4. Transportation facilities provided by the company is satisfactory 5. Satisfied with the leave facilities provided by the company 6. Canteen facilities in the company is satisfactory 7. Loan facilities provided by the company is satisfactory Source: primary data INTERPRETATION:

15 16 13

45 43 56

95 93 91

43 47 38

2 1 2

21

36

91

52

21 14 11

42 47 61

87 99 87

49 39 41

1 1 0

The employees of the organization are satisfied with their job. The employees gave neutral opinion about the compensation provided by the company. They gave neutral opinion to all the facts under job satisfaction like working hours, stress level in job, transportation facilities provided by the company, leave facilities provided by the company, canteen facilities provided by the company and the loan facilities provided by the company. The management should take more steps to provide job satisfaction to its employees.

4.1.23 CHART SHOWING THE JOB SATISFACTION

101

4.2 CHI-SQUARE ANALYSIS

102

Hypothesis: The personal factor of the respondents has no significant influence on comfort regarding present job responsibility

TABLE 4.2.1 SHOWING THE CHI-SQUARE ANALYSIS FOR PERSONAL FACTORS VS PRESENT JOB RESPONSIBILITY

Personal Factors Gender Age Designation Education Experience Monthly Income Type of Employment

2 Value 2.656 7.484 7.617 8.225 9.839 8.326 5.757

Df 3 9 12 12 12 12 6

P - Value 0.448 0.587 0.814 0.767 0.630 0.759 0.451

S / NS NS NS NS NS NS NS NS

Significant P value 0.05. S Significant, NS Not Significant

INTERPRETATION:

It is observed from the above table that chi-square analysis is performed between personal factors of the respondents and shopping frequency. It is found from the analysis that gender has chi-square value of 2.656, age has chi-square value of 7.484, Designation has chi-square value of 7.617 , Education has chi-square value
103

of 8.225 , Experience has chi-square value of has chi-square value 9.839 ,Monthly Income has chi-square value of 8.326 and Type of Employment has chi-square value of 5.757. The chi-square analysis is tested at 5% level of siginficance. All the p-values are greater than the level of signifiance, the hypothesis is accepted.

It is concluded that the personal factors have no significant influence on comfort regarding present job responsibility.

104

Hypothesis: The personal factor of the respondents has no significant influence on effective feedback to employees.

TABLE 4.2.2 SHOWING THE CHI-SQUARE ANALYSIS FOR PERSONAL FACTORS VS FEEDBACK TO EMPLOYEES
Personal Factors Gender Age Designation Education Experience Monthly Income Type of Employment 2 Value 7.572 15.069 16.717 9.836 9.988 16.280 8.504 Df 4 12 16 16 16 16 8 P - Value 0.109 0.238 0.404 0.875 0.867 0.434 0.386 S / NS NS NS NS NS NS NS NS

Significant P value 0.05. S Significant, NS Not Significant INTERPRETATION:

It is observed from the above table that chi-square analysis is performed between personal factors of the respondents and effective feedback to employees. It is found from the analysis that gender has chi-square value of 7.572, age has chisquare value of 15.069, Designation has chi-square value of 16.717, Education has chi-square value of 9.836, Experience has chi-square value of has chi-square value 9.988 ,Monthly Income has chi-square value of 16.280 and Type of Employment has chi-square value of 8.504. The chi-square analysis is tested at 5% level of

105

siginficance. All the p-values are greater than the level of signifiance, the hypothesis is accepted. It is concluded that the personal factors have no significant influence on effective feedback to employees.

106

Hypothesis: The personal factor of the respondents has no significant influence on cooperation among employee in the organization.

TABLE 4.2.3 SHOWING THE CHI-SQUARE ANALYSIS FOR PERSONAL FACTORS VS COOPERATION AMONG EMPLOYEES
Personal Factors Gender Age Designation Education Experience Monthly Income Type of Employment 2 Value 1.830 3.753 12.667 9.347 12.024 17.129 7.764 Df 4 12 16 16 16 16 8 P Value 0.767 0.987 0.697 0.898 0.742 0.377 0.457 S / NS NS NS NS NS NS NS NS

Significant P value 0.05. S Significant, NS Not Significant INTERPRETATION:

It is observed from the above table that chi-square analysis is performed between personal factors of the respondents and cooperation among employee in the organization. It is found from the analysis that gender has chi-square value of 1.830, age has chi-square value of 3.753, Designation has chi-square value of 12.667, Education has chi-square value of 9.347, Experience has chi-square value of has chi-square value 12.024,Monthly Income has chi-square value of 17.129 and Type of Employment has chi-square value of 7.764. The chi-square analysis is

107

tested at 5% level of siginficance. All the p-values are greater than the level of signifiance, the hypothesis is accepted. It is concluded that the personal factors have no significant influence on cooperation among employee in the organization.

108

4.3 CORRELATION ANALYSYIS

The following table shows the correlation analysis is performed between comfort regarding present job responsibility, effective feedback to employees and cooperation among employee in the organization.

TABLE 4.3.1 SHOWING THE CORRELATION ANALYSIS FOR RETENTION FACTORS

Correlations Q21 Q21 Pearson Correlation Sig. (2-tailed) N Q22 Pearson Correlation Sig. (2-tailed) N Q23 Pearson Correlation Sig. (2-tailed) N Q24 Pearson Correlation Sig. (2-tailed) N 200 -.060 .396 200 -.170 * .016 200 .150 * .034 200 200 .021 .766 200 -.194 ** .006 200 200 -.089 .208 200 200 1 Q22 -.060 .396 200 1 Q23 -.170 * .016 200 .021 .766 200 1 Q24 .150 * .034 200 -.194 ** .006 200 -.089 .208 200 1

*. Correlation is significant at the 0.05 level (2-tailed). **. Correlation is significant at the 0.01 level (2-tailed).

Q21-Working Environment, Q22-Personnel Development, Q23-Organizational Culture, Q24-Job Satisfaction

INTERPRETATION: It is inferred from the above table that correlation analysis is performed between personal factors of the respondents and organization preference among the factors comfort regarding present job responsibility, effective feedback to employees and cooperation among employee in the organization. It is found that working
109

environment has positive significant relationship with job satisfaction and negative significant relationship with organizational culture. It is also found that personnel development has negative significant relationship with job satisfaction. It is concluded that among the retention factors considered for this study working environment has found significant relationship with job satisfaction.

110

4.4 REGRESSION ANALSYSIS TABLE 4.4.1 SHOWING THE REGRESSION ANALYSIS BETWEEN RETENTION DIMENSIONS
Contribution Retention Dimensions Working Environment Personnel Development Organization Culture Job Satisfaction INTERPRETATION: It is observed from the table that regression analysis is performed personal factors of the respondents and organization preference to assess the significant contribution of dimensional factor among overall management factors. It is evident from results that 30.529% of retention dimension observed from working environment, 16.679 % of retention dimension observed from personnel development, 23.274 % of retention dimension observed from organization culture and 29.518% of retention dimension observed from job satisfaction. It is concluded that working environment has contributed high retention (30.529%) ratio than other factors considered for the study. R 0.553 0.687 0.840 1.000 R Square 0.305 0.472 0.705 1.000 % 30.529 16.679 23.274 29.518

111

4.5 AVERAGE RANK ANALYSIS TABLE 4.5.1 SHOWING THE AVERAGE RANK ANALYSIS FOR ORGANIZATION PREFERENCE
Avg. Preference of the organization Rank Good Compensation Flexible Management Adequate Facilities Employee Welfare Job Stress
INTERPRETATION:

1.900 1.640 3.585 3.910 3.965

It is inferred from the table

that weighted average rank analysis is

performed between personal factors of the respondents and organization preference. According to the result the preference orders are respectively, flexible management, good compensation, adequate facilities, emplyee welfare and job stress. Hence, it is concluded that flexible management is the most preferable criteria for this organization.

112

4.6 AVERAGE SCORE ANALYSIS TABLE 4.6.1 SHOWING THE AVERAGE SCORE ANALYSIS FOR WORKING ENVIRONMENT
Avg. A. WORKING ENVIRONMENT Score 1. Working environment is pleasant in the department 2. Satisfied with the infrastructure provided by the company 3. Interpersonal relationship between the colleagues is 1.710 satisfactory 4. Interpersonal relationship between the superiors is 2.250 satisfactory 5. Cleanliness of the work environment is satisfactory 6. Adequate rest room facility 7. Safety warning & procedures maintained by company is 2.085 satisfactory 2.005 2.015 3.115 1.720

INTERPRETATION: It is clear from the above table that the average-score analysis is calculated on working environment. The average score of Working environment is pleasant in the department is 3.115, Satisfied with the infrastructure provided by the company is 1.720, Interpersonal relationship between the colleagues is satisfactory is 1.710,
113

Interpersonal relationship between the superiors is satisfactory 2.250. Cleanliness of the work environment is satisfactory is 2.005, Adequate rest room facility is 2.015 and Safety warning & procedures maintained by company is satisfactory is 2.085. It is concluded from the above table that working environment disagreed by the respondents

TABLE 4.6.2 SHOWING THE AVERAGE SCORE ANALYSIS FOR PERSONNEL DEVELOPMENT
Avg. B. PERSONNEL DEVELOPMENT 1. Working experience provided by the company improves
114

Score 2.050

my ability 2. My experience in particular field has been utilized by the 3.075 company 3. Company recognizes individual interest & potentialities 4. Promotion process adopted by the company is satisfactory 5. Training provided by company is more effective 6. The company provides opportunity for my career 3.085 development 7. Satisfied with the recruitment process 3.090 3.100 3.215 3.095

INTERPRETATION:

It is clear from the above table that the average-score analysis is calculated on personnel development. The average score of Working experience provided by the company improves my ability is 2.050, My experience in particular field has been utilized by the company is 3.075, Company recognizes individual interest & potentialities is 3.100. Promotion process adopted by the company is satisfactory 3.215, Training provided by company is more effective is 3.095, the company provides opportunity for my career development is 3.085 and Satisfied with the recruitment process is 3.090.

115

It is concluded from the above table that majority of the respondents are neutrally agreed factors considered in the personnel development.

TABLE 4.6.3 SHOWING THE AVERAGE SCORE ANALYSIS FOR ORGANIZATION CULTURE
Avg. C. ORGANIZATIONAL CULTURE Score 1. Implying equal opportunities & rights for all human beings 2. Handling grievance process is satisfactory 3. Social security measures provided by the company is 3.115 satisfactory 4. Sufficient attention given to cultural diversity 5. Dynamics of ethnic and religious conflict handling is
116

3.180 3.280

3.025 3.110

satisfactory 6. Promoting harmonious interaction &solidarity at all levels 3.185 of society 7. Welfare facilities given by the company is satisfactory 3.090

INTERPRETATION:

It is clear from the above table that the average-score analysis is calculated on organization culture. The average score of Implying equal opportunities & rights for all human beings is 2.050, Handling grievance process is satisfactory is 3.075 , Social security measures provided by the company is satisfactory is 3.100. Sufficient attention given to cultural diversity is 3.215, Dynamics of ethnic and religious conflict handling is satisfactory is 3.095, Promoting harmonious interaction &solidarity at all levels of society is 3.085 and Welfare facilities given by the company is satisfactory is 3.090. It is concluded from the above table that majority of the respondents are neutrally agreed with organization culture factors.

117

TABLE 4.6.4 SHOWING THE AVERAGE SCORE ANALYSIS FOR JOB SATISFACTION
Avg. D. JOB SATISFACTION Score 1. Compensation provided by the company is satisfactory 2. Satisfied with working hours 3. Satisfied with stress level in job 4. Transportation facilities provided by the company is 3.130 satisfactory 5. Satisfied with the leave facilities provided by the company 6. Canteen facilities in the company is satisfactory 7. Loan facilities provided by the company is satisfactory 3.165 3.170 3.210 3.140 3.130 3.200

118

INTERPRETATION:

It is clear from the above table that the average-score analysis is calculated on organization culture. The average score of Compensation provided by the company is satisfactory is 3.140, Satisfied with working hours is 3.130, Satisfied with stress level in job is 3.200, Transportation facilities provided by the company is satisfactory is 3.130, Satisfied with the leave facilities provided by the company is 3.165, Canteen facilities in the company is satisfactory is 3.170 and Loan facilities provided by the company is satisfactory is 3.210. It is concluded from the above table that majority of the respondents are neutrally satisfied with the factors considered for job satisfaction.

119

4.7 ANOVA ANALYSIS TABLE 4.7.1 SHOWS THE ANALYSIS OF VARIANCE BETWEEN AGE GROUP OF THE RESPONDENTS AND OVERALL RESPONSES ON RETENTION FACTORS

Descriptives Avg. Agree

Std. Deviation Std. Error 95% Confidence Interval for Mean Lower Bound 2.8314 2.8025 2.8528 2.8024 2.8449 Upper Bound 2.9454 2.8755 2.9318 2.8910 2.8872

Mean

Minimum Maximum

20 - 30 yrs 30 - 40 yrs 40 - 50 yrs Above 50 yrs Total

32 2.8884 61 2.8390 66 2.8923 41 2.8467 200 2.8661

.15810 .14235 .16076 .14044 .15172

.02795 .01823 .01979 .02193 .01073

2.61 2.50 2.57 2.64 2.50

3.29 3.14 3.36 3.14 3.36

ANOVA Avg. Agree

Sum of Squares df Mean Square Between Groups Within Groups Total .122 3 F Sig.

.041 1.781 .152 .023

4.459 196 4.581 199

120

MEANS PLOTS

INTERPRETATION:

The table shows the analysis of variance between age group of the respondents and overall responses on retention factors. The ANOVA result confirms that there is no significant difference of opinion found among the respondents. It is understood from the chart that 20-30 years age group and 40 50 years age group of the respondents are found high retention. Higher the mean value represent high retention and lower the mean value refers low retention. It is concluded that 20-30 years age group and 40 50 years age group of the respondents are found high retention.

121

TABLE 4.7.2 SHOWS THE ANALYSIS OF VARIANCE BETWEEN DESIGNATION OF THE RESPONDENTS AND OVERALL RESPONSES ON RETENTION FACTORS
Descriptives Avg. Agree
Std. Deviation Std. Error 95% Confidence Interval for Mean Lower Bound 2.8486 2.8178 2.7461 2.7058 2.7730 2.8449 Upper Bound 2.9005 2.9362 2.9118 2.9371 2.9342 2.8872

Mean

Minimum Maximum

Labour Supervisor Clerical Administrative Others Total

125 2.8746 27 2.8770 19 2.8289 9 2.8214 20 2.8536 200 2.8661

.14653 .01311 .14968 .02881 .17193 .03944 .15047 .05016 .17222 .03851 .15172 .01073

2.50 2.64 2.61 2.57 2.61 2.50

3.36 3.29 3.14 3.07 3.29 3.36

ANOVA Avg. Agree

Sum of Squares df Mean Square Between Groups Within Groups Total .059 4 F Sig.

.015 .641 .634 .023

4.522 195 4.581 199

122

MEANS PLOTS

INTERPRETATION:

The table shows the analysis of variance between designation of the respondents and overall responses on retention factors. The ANOVA result confirms that there is no significant difference of opinion found among the respondents. It is understood from the chart that except the clerical and administrative staff all other staffs/employees are found high retention. It is concluded that labor, supervisor and others designated employees are found high retention.

123

TABLE 4.7.3 SHOWS THE ANALYSIS OF VARIANCE BETWEEN EDUCATIONAL QUALIFICATION OF THE RESPONDENTS AND OVERALL RESPONSES ON RETENTION FACTORS
Descriptives Avg. Agree
Std. Deviation Std. Error 95% Confidence Interval for Mean Lower Bound 2.8149 2.8189 2.8390 2.8203 2.8025 2.8449 Upper Bound 2.8894 2.9147 2.9235 3.0249 2.9067 2.8872

Mean

Minimum Maximum

SSLC/ITI HSC/Diploma Graduate Post Graduate Uneducated Total

72 2.8522 48 2.8668 40 2.8812 12 2.9226 28 2.8546 200 2.8661

.15851 .01868 .16502 .02382 .13200 .02087 .16104 .04649 .13431 .02538 .15172 .01073

2.50 2.61 2.64 2.61 2.61 2.50

3.36 3.29 3.21 3.11 3.14 3.36

ANOVA Avg. Agree

Sum of Squares df Mean Square Between Groups Within Groups Total .065 4 F Sig.

.016 .704 .590 .023

4.516 195 4.581 199

124

MEANS PLOTS

INTERPRETATION:

The table shows the analysis of variance between educational qualification of the respondents and overall responses on retention factors. The ANOVA result confirms that there is no significant difference of opinion found among the respondents. It is understood from the chart that post graduate staffs/employees are found high retention. It is concluded that post graduate staffs/employees are found high retention.

125

TABLE 4.7.4 SHOWS THE ANALYSIS OF VARIANCE BETWEEN EXPERIENCE OF THE RESPONDENTS AND OVERALL RESPONSES ON RETENTION FACTORS

Descriptives Avg. Agree

Std. Deviation .12780 .14149 .17526 .15695 .13735 .15172 Std. Error .02333 .02042 .02673 .02079 .02928 .01073 95% Confidence Interval for Mean Lower Bound 2.8297 2.8488 2.7916 2.8017 2.8368 2.8449 Upper Bound 2.9251 2.9310 2.8995 2.8850 2.9586 2.8872

Mean

Minimum Maximum

0 - 2 yrs 2 - 4 yrs 4 - 6 yrs 6 - 8 yrs Above 8yrs Total

30 2.8774 48 2.8899 43 2.8455 57 2.8434 22 2.8977 200 2.8661

2.64 2.64 2.50 2.57 2.64 2.50

3.11 3.21 3.36 3.29 3.14 3.36

ANOVA Avg. Agree

Sum of Squares Df Mean Square Between Groups Within Groups Total .101 4 F Sig.

.025 1.095 .360 .023

4.480 195 4.581 199

126

MEANS PLOTS

INTERPRETATION:

The table shows the analysis of variance between experience of the respondents and overall responses on retention factors. The ANOVA result confirms that there is no significant difference of opinion found among the respondents. It is understood from the chart that except 4-6years and 6-8 years experience staffs all other staffs/employees are found high retention. It is concluded that above 8 years staffs/employees are found high retention than other type of employees.

127

TABLE 4.7.5 SHOWS THE ANALYSIS OF VARIANCE BETWEEN MONTHLY INCOME OF THE RESPONDENTS AND OVERALL RESPONSES ON RETENTION FACTORS

Descriptives Avg. Agree

95% Confidence Interval for Mean Lower Bound 2.7731 2.8529 2.8079 2.7802 2.8475 2.8449 Upper Bound 2.8944 2.9259 2.8849 2.8872 3.0059 2.8872

Mean

Std. Deviation

Std. Error

Minimum Maximum

Rs.2000 Rs.4000 Rs.4001 Rs.6000 Rs.6001 Rs.8000 Rs.8001 Rs.10000 Above Rs.10000 Total

26 2.8338 73 2.8894 50 2.8464 32 2.8337 19 2.9267 200 2.8661

.15015 .15637 .13542 .14840 .16430 .15172

.02945 .01830 .01915 .02623 .03769 .01073

2.50 2.57 2.61 2.61 2.61 2.50

3.14 3.36 3.21 3.11 3.29 3.36

ANOVA Avg. Agree

Sum of Squares df Mean Square Between Groups Within Groups Total .190 4 F Sig.

.047 2.104 .082 .023

4.391 195 4.581 199

128

MEANS PLOTS

INTERPRETATION:

The table shows the analysis of variance between monthly income of the respondents and overall responses on retention factors. The ANOVA result confirms that there is no significant difference of opinion found among the respondents. It is understood from the chart that Rs.4001-Rs.6000 and above Rs.10000 staffs/employees are found high retention. It is concluded that Rs.4001-Rs.6000 and above Rs.10000 staffs/employees are found high retention.

129

TABLE 4.7.6 SHOWS THE ANALYSIS OF VARIANCE BETWEEN TYPE OF EMPLOYMENT OF THE RESPONDENTS AND OVERALL RESPONSES ON RETENTION FACTORS.

Descriptives Avg. Agree

Std. Deviation .14965 .14707 .16311 .15172 Std. Error .02116 .01449 .02379 .01073 95% Confidence Interval for Mean Lower Bound 2.8303 2.8475 2.7887 2.8449 Upper Bound 2.9154 2.9050 2.8845 2.8872

Mean

Minimum Maximum

Permanent Contract Temporary Total

50 2.8729 103 2.8762 47 2.8366 200 2.8661

2.61 2.61 2.50 2.50

3.21 3.36 3.29 3.36

ANOVA Avg. Agree

Sum of Squares df Mean Square Between Groups Within Groups Total .054 2 F Sig.

.027 1.167 .313 .023

4.527 197 4.581 199

130

MEANS PLOTS

INTERPRETATION:

The table shows the analysis of variance between type of employment of the respondents and overall responses on retention factors. The ANOVA result confirms that there is no significant difference of opinion found among the respondents. It is understood from the chart that permanent and contract staffs/employees are found high retention. It is concluded that permanent and contract staffs/employees are found high retention.

131

TABLE 4.7.7 SHOWS THE ANALYSIS OF VARIANCE BETWEEN TYPE OF GENDER OF THE RESPONDENTS AND OVERALL RESPONSES ON RETENTION FACTORS

Descriptives Avg. Agree

Std. Deviation .15080 .15286 .15172 Std. Error .01753 .01362 .01073 95% Confidence Interval for Mean Lower Bound 2.8328 2.8381 2.8449 Upper Bound 2.9027 2.8920 2.8872

Mean

Minimum Maximum

Male Total

74 2.8678 200 2.8661

2.61 2.50 2.50

3.36 3.29 3.36

Female 126 2.8651

ANOVA Avg. Agree

Sum of Squares df Mean Square Between Groups Within Groups Total .000 1 F Sig.

.000 .014 .904 .023

4.581 198 4.581 199

132

MEANS PLOTS

INTERPRETATION:

The table shows the analysis of variance between type of gender of the respondents and overall responses on retention factors. The ANOVA result confirms that there is no significant difference of opinion found among the respondents. It is understood from the chart that male staffs/employees are found high retention. It is concluded that male staffs/employees are found high retention.

133

CHAPTER V 5.1 - FINDINGS

Findings are the result of the data analyzed for the purpose of study Employee Retention Technique at Esstee exports, Tirupur. Majority of the respondents are female. Majority of the respondents are 40 50 yrs age group. Most of the respondents belong to labor category. Most of the respondent belongs to SSLC/ITI. Majority of the respondent has 6-8 years of experience. Majority of the respondents are getting monthly salary of Rs.40001- Rs.6000. Majority of the respondents are belongs to contract category. Majority of the respondents are disagree with job secured. Most of the respondents revealed no availed of any loan. Most of the respondents response was availed of personal loan. Majority of the respondents are highly satisfied with their welfare satisfaction. Majority of the respondents can able to manage the present job responsibility. Majority of the respondents revealed that there is no conflict and confusion between the employees. Majority of the respondents gave neutral opinion about the verbal and non-verbal communication between the employees.

134

Majority of the respondents are satisfied with the grievance handling of the machinery.

Majority of the respondents are neutral with the effective feedback to employee. Majority of the respondents gave neutral opinion about open to constructive criticism.

Most of the respondents are dissatisfied with the effective cooperation among employees.

Most of the employees are agree that they are getting good compensation from the organization

The organization working environment factors need to be improved to get the best result.

As a whole the employees are happy with the personal development of the organization. The organizational culture factor should be improved for getting the good result. The management should take more steps to provide job satisfaction to its employees. The personal factors have no significant influence on comfort regarding present job responsibility.

The personal factors have no significant influence on effective feedback to employees.

The personal factors have no significant influence on cooperation among employee in the organization.

135

Among the retention factors considered for this study working environment has found significant relationship with job satisfaction.

The working environment has contributed high retention (30.529%) ratio than other factors considered for the study.

Flexible management is the most preferable criteria for this organization. The working environment are disagreed by the respondents Majority of the respondents are neutrally agreed factors considered in the personnel development.

Majority of the respondents are neutrally agreed with organization culture factors. Majority of the respondents are neutrally satisfied with the factors considered for job satisfaction.

It found that 20-30 years age group and 40 50 years age group of the respondents are found high retention.

It found that labor, supervisor and others designated employees are found high retention.

Post graduate staffs/employees are found high retention. It found that above 8 years staffs/employees has high retention than other type of employees.

It found that Rs.4001-Rs.6000 and above Rs.10000 staffs/employees are found high retention.

It found that permanent and contract staffs/employees have high retention.

136

It found that male staffs/employees have high retention.

137

5.2 - SUGGESTIONS
After analyzing the various factors relating to retain employees in the organization, it is observed there is still scope for improvement. Keeping this view in mind the following suggestions are made so that all the employees of the organization feel satisfied without exception. JOB SATISFACTION Comfort in work place. The management can explain to the staff members the various measures taken by them to keep them comfortable in their job. Resources provided. The company must make all employees aware of the adequate support that they provide to exercise their opinion without fear or favor and that the company has got necessary resources and talents to meet with the requirements of all the employees. Efficiency of the employees It is suggested to provide more financial and non financial incentives to enhance the efficiency of employees Balance work and life. Enable employees to balance work and life. Allow flexible starting times, core business hours and flexible ending times.

138

ORGANIZATIONAL CULTURE Work culture. The management has to take steps to create awareness among the cross section of employees who have remained neutral and disagreed about the work culture prevailing in the organization and the scope for improvement of their status. Communication. Communication system should be made effective among the employees. MOTIVATION Staff welfare. The company must explain the various welfare measures introduced by them for the benefits of the employees and introduce new welfare schemes like group insurance, concession for travel etc to make them feel at home. Services. Services like recreational facilities help the employees to unwind and kill stress. Idea. The suggestions from employees to improve productivity, change work culture are welcomed. It is made mandatory that each suggestion if not implemented must at least be acknowledged.
139

Decision making. Involve employees in decision that affect their jobs and the overall direction of the company whenever possible.

Celebrate success. Recognize and celebrate success. Mark their passage as important goals are achieved. Job stress. Job rotation can be introduced to reduce the monotony of employees working in the same department. Performance appraisal. The performance appraisal system and procedure needs to be explained to the staff members and suggestions may be taken from them for further improvement. Adoption of new technologies. Looking into future, company should adopt new technologies from the reliable sources to retain talented employees.

140

5.3 CONCLUSION
The project titled EMPLOYEE RETENTION TECHNIQUE refers to policies and practices use to prevent valuable employees from leaving their jobs. The project was done at ESSTEE Exports to learn the extent to which employees are satisfied with the practice prevailing in the organization to retain the employees. In these changing time both the employee and employer are under tremendous pressure to perform. This new liberalized cutting edge technology driven environment has made employee retention mind- boggling. The fast pacing change across the globe has made the new employee and employer relation irreversible. This project emphasis the need to understand employees opinion on the facilities and to find out the reason of employee satisfaction. After analyzing the organizational factors in Esstee exports we have come to the conclusion that employees by and large have expressed their satisfaction as per the various parameters set out by in the questionnaire. The organization has to take care of the few employees who have expressed their dissatisfaction, counsel them in the right direction. The study suggests the strategies that are required to retain talented employees in the organization.

141

BIBLIOGRAPHY BOOKS
C.R. Kotharis, Research Methodology Methods and Techniques, K.K. Gupta for New Age International Private Limited, New Delhi, 2000, p. 3. Roger E Herman, Keeping Good People, LAN Bevan publishers, London 2000, pp.23-44. Nancy.s.ahlrichs, Competing For Talents, Routledge Publishers, London, 2004, pp 3-16. V.P.S.Rao,Human Resource Management, Volume 2, 2006. S.P.Gupta,Statistical Methods Sultan Chand and sons publishers, 26th Edition.

LINKS

EMPLOYEE MOTIVATION AND RETENTION

Employee_Motivation_Recognition_Rewards_Retention.htm

EMPLOYEE TURNOVER AND RETENTION

http://employeeretention.com/

EMPLOYEE RETENTION STRATEGIES

www.employeeretentionstrategies.com/ - 11k -

HOW TO RETAIN EMPLOYEES

www.humanresources.about.com/od/retention/a/more_retention.htm - 29k
142

ABOUT TEXTILE INDUSTRY

http://en.wikipedia.org/wiki/Textile_industry

WEBSITES
www.yahoo.com www.google.com www.tirupur exporters association.com

143

A STUDY ON EMPLOYEE RETENTION TECHNIQUE AT ESSTEE EXPORTS, TIRUPUR QUESTIONNAIRE

1. 2.

Name Gender Male

_______________________________________

Female

3.

Age 20 30 years Above 50 years 30 40 years 40 50 years

4.

Designation Labour Administrative Supervisor Others Clerical

5.

Educational Qualification SSLC/ITI Post Graduate HSC/Diploma Uneducated Graduate

6.

Work Experience 0 2 years 6 8 years 2 4 years Above 8 years 4 6 years

7.

Monthly Income Rs.2000 Rs.4000 Rs.4001 Rs.6000 Rs.6001 Rs.8000

144

Rs.8001 Rs.10000

Above Rs.10000

8.

Type of Employment Permanent Employee Contract Employee Temporary Employee

9.

Do you feel the present job is secured with the organization? Strongly Agree Disagree Agree Strongly Disagree May not know

10. Have you availed any loan from your organization? Yes No

11. If yes, please mention the type of loan you availed Personal Loan Vehicle Loan

12. Are you satisfied with employee welfare measures followed by the organization? Highly Satisfied Dissatisfied Satisfied Highly Dissatisfied Neutral

13. How do you feel about present job responsibility? Well suitable for me Cant able to manage 14. There is no conflict and confusion caused by misunderstandings Strongly Agree Disagree Agree Strongly Disagree Neutral I can able to manage Need assistance

15. Verbal and non-verbal communication is effectively used in organization

145

Strongly Agree Disagree

Agree Strongly Disagree

Neutral

16. There is an effective grievances handling mechanism Strongly Agree Disagree Agree Strongly Disagree Neutral

17. Management gives effective feedback to employees Strongly Agree Disagree Agree Strongly Disagree Neutral

18. Employees are open to constructive criticism Strongly Agree Disagree Agree Strongly Disagree Neutral

19. Effective cooperation among employee in the organization Strongly Agree Disagree Agree Strongly Disagree Neutral

20. Please rank your preference of the organization ORGANIZATION PREFERENCE Good Compensation Flexible Management Adequate Facilities Employee Welfare Job Stress
146

RANK

21. Specify your level of agreeability towards work environment. SA Strongly Agree, A Agree, N Neutral, D Disagree, SDA Strongly Disagree A. WORKING ENVIRONMENT 1. Working environment is pleasant in the department 2. Satisfied with the infrastructure provided by the company 3. Interpersonal relationship between the colleagues is satisfactory 4. Interpersonal relationship between the superiors is satisfactory 5. Cleanliness of the work environment is satisfactory 6. Adequate rest room facility 7. Safety warning & procedures maintained by company is satisfactory 22. Specify your level of agreeability towards personnel development. SA Strongly Agree, A Agree, N Neutral, D Disagree, SDA Strongly Disagree B. PERSONNEL DEVELOPMENT 1. Working experience provided by the company improves my ability 2. My experience in particular field has been utilized by the company 3. Company recognizes individual interest & potentialities 4. Promotion process adopted by the company is satisfactory 5. Training provided by company is more effective 6. The company provides opportunity for my career development 7. Satisfied with the recruitment process 23. Specify your level of agreeability towards organizational culture.
147

SA

SD

SA

SD

SA Strongly Agree, A Agree, N Neutral, D Disagree, SDA Strongly Disagree C. ORGANIZATIONAL CULTURE 1. Implying equal opportunities & rights for all human beings 2. Handling grievance process is satisfactory 3. Social security measures provided by the company is satisfactory 4. Sufficient attention given to cultural diversity 5. Dynamics of ethnic and religious conflict handling is satisfactory 6. Promoting harmonious interaction &solidarity at all levels of society 7. Welfare facilities given by the company is satisfactory 24. Specify your level of agreeability towards work environment. SA Strongly Agree, A Agree, N Neutral, D Disagree, SDA Strongly Disagree D. JOB SATISFACTION 1. Compensation provided by the company is satisfactory 2. Satisfied with working hours 3. Satisfied with stress level in job 4. Transportation facilities provided by the company is satisfactory 5. Satisfied with the leave facilities provided by the company 6. Canteen facilities in the company is satisfactory 7. Loan facilities provided by the company is satisfactory SA A N D SD SA A N D SD

25. Your suggestions _______________________________________________________________________ _______________________________________________________________________ __

148

_______________________________________________________________________ _______________________________________________________________________ __ _______________________________________________________________________ _ Thanks for your co-operation.

149