Professional Documents
Culture Documents
LIMITED AT THIRUPUR
CHAPTER I
INTRODUCTION
All businesses, large and small, have some way of keeping track of their finances.
Businesses are constantly looking for more ways to keep expenses low. One factor that is
often overlooked, however, is the cost of employee turnover.
High employee turnover can cost a company more than they might realize in the long
run. This report explains some causes of high employee turnover, who it affects the most, and
ways companies can decrease employee turnover in order to cut hidden costs.
Employee turnover occurs when employees voluntarily leave their jobs and must be
replaced. Turnover is expressed as an annual percentage of the total workforce.
Turnover should not to be confused with layoffs, which involve the termination of
employees at the employer's discretion in response to business conditions such as reduced
sales or a merger with another company.
The severity of turnover varies widely by type of business and the economic health of
the region where companies are located. Innovative high-tech companies and the most
successful manufacturers frequently experience low turnover rates while fast-food restaurant
managers expect turnover to be as high as 50 to 75 percent
Many factors play a role in the employee turnover rate of any company, and these can
stem from both the employer and the employees. Wages, company benefits, employee
attendance, and job performance are all factors that play a significant role in employee
turnover.
Turnover is measured for individual companies and for their industry as a whole. If an
employer is said to have a high turnover relative to its competitors, it means that employees
of that company have a shorter average tenure than those of other companies in the same
industry.
High turnover can be harmful to a company's productivity if skilled workers are often
leaving and the worker population contains a high percentage of novice workers
However, high turnover rates of skilled professionals can pose as a risk to the
business or organization, due to the human capital (such as skills, training, and knowledge)
lost.
Notably, given the natural specialization of skilled professionals, these employees are
likely to be re-employed within the same industry by a competitor. Therefore, turnover of
these individuals incurs both replacement costs to the organization, as well as resulting in a
competitive disadvantage to the business
1. Involuntary: -
In this case, the employee ceases to work for the company due to being laid off or
terminated. It could be because the company is trying to cut costs, or the employee has
violated company policy.
2. Voluntary: -
Voluntary turnover is when an employee terminates employment on their own accord.
Relocation going
Back to school
Starting a family
Taking care of an elderly relative
General job dissatisfaction such as low pay, lack of benefits, or poor management
There are several factors that cause high turnover within companies. This report will focus
on voluntary turnover, because voluntary turnover is something that companies are more able
to control. Employees voluntarily quit for several reasons, specifically:
There are some other numbers of factors that contribute to employee turnover. We explore
some of these factors in more detail below:-
The economy - in exit interviews one of the most common reasons given for leaving
is the availability of higher paying jobs. Some minimum wage workers report leaving
one job for another that pays only 50 cents an hour more. Obviously, in a better
economy the availability of alternative jobs plays a role in turnover, but this tends to
be overstated in exit interviews.
The performance of the organization - an organization perceived to be in economic
difficulty will also raise the spectre of impending layoffs. Workers believe that it is
rational to seek other employment.
The organizational culture - much has been written about organizational culture. It
is sufficient to note here that the reward system, the strength of leadership, the ability
of the organizations to elicit a sense of commitment on the part of workers, and its
development of a sense of shared goals, among other factors, will influence such
indices of job satisfaction as turnover intentions and turnover rate.
The characteristics of the job - some jobs are intrinsically more attractive than
others. A job's attractiveness will be affected by many characteristics, including its
repetitiveness, challenge, danger, perceived importance, and capacity to elicit a sense
of accomplishment. A job's status is also important, as are many other factors.
Unrealistic expectations - Another factor is the unrealistic expectations and general
lack of knowledge that many job applicants has about the job at the time that they
receive an offer. When these unrealistic expectations are not realized, the worker
becomes disillusioned and decides to quit.
Demographics - empirical studies have demonstrated that turnover is associated in
particular situations with demographic and biographical characteristics of workers.
But to use lifestyle factors (e.g. smoking) or past employment history (e.g. many job
changes) as an explicit basis for screening applicants, it is important for legality and
fairness to job applicants to verify such bio data empirically.
High turnover often means that employees are unhappy with the work or compensation,
but it can also indicate unsafe or unhealthy conditions, or that too few employees give
satisfactory performance (due to unrealistic expectations or poor candidate screening).
The lack of career opportunities and challenges, dissatisfaction with the job-scope or
conflict with the management has been cited as predictors of high turnover. High rate of
turnover may lead to decrease in:
Productivity
Service delivery
Spread of organizational knowledge
Low turnover indicates that none of the above is true: employees are satisfied, healthy
and safe, and their performance is satisfactory to the employer. However, the predictors of
low turnover may sometimes differ than those of high turnover.
Employee turnover is one of the most study important issues to organizations, and one
that needs special attention.
It has some significant effects on organizations; new employees must be hired and
trained, it is also needed to consider the time required for a new employee to be
effectively productive.
Staffs turnover is a warning sign of low morale and it is the amount of movement in
and out of employees in an organization. In general, employees either leave their jobs
voluntarily by their own decision or forced to leave by the decision of the employer
Employees turnover is one of the factors which affects the organizations
productivity; which is considered to be one of the challenging issues in business
nowadays.
The impact of turnover has received considerable attention by senior management,
human resources professionals and industrial psychologists. It has proven to be one of
the most costly and seemingly intractable human resource challenges confronting by
several organizations globally.
Porter and Steers (1973) suggested that the issue of met expectations was central to
the individuals decisions to leave an organization. Each employee has his or her own
set of expectations upon entering an organization.
Should these expectations not be met, the individual will become dissatisfied and
leave..
In Ethiopia, even though few studies like: study conducted on ERA and IRC shows
about turnover of employees, there is no empirical studies conducted on public
organizations employees turnover which were supported by formal and published
research.
Enterprise because of employees turnover is a big issue in the organization.
Currently, most young employees are leaving the organization due to unknown
reasons.
Hence, this study clearly identified the causes of employees turnover and its
management or retention mechanism will help in developing appropriate policy and
training program at country level in general and at public organizational level in
particular.
SIGNIFICANCE OF THE STUDY
The success of any manufacturing organization depends largely on the workers, the
employees are considered as the backbone of KARUVEMBU TEXTILE PRIVATE
LIMITED AT THIRUPUR
The turnover rate of the company is 11.4%. So this study focused on why the
Turnover occurs and the possible ways to reduce it.
This study can be helpful in knowing, why the employees prefer to change their job
and which factors make employee dissatisfy.
Since the study is critical issue, it is needed by the originations in order to assess the
overall interest and the feelings of the employees towards their nature of job and
organization.
This study can be helpful to the management to improve its core weaknesses by the
suggestions and recommendations prescribed in the project.
This study can serve as a basis for measuring the organizations overall performance
in terms of employee satisfaction.
The need of this study can be recognized when the result of the related study need
suggestions and recommendations to the similar situation.
COMPANY PROFILE
Our company started in year 1996, Sri Karvembu Textiles (P) Ltd. has made a significant
position in the market. We operate all our business activities from our headquarters located
at Tiruppur, Tamil Nadu (India). We are instrumental in manufacturingand exporting a
wide range of products such as Textile Yarn, Cotton Yarn and Open End Yarn. These
products are tested on various quality parameters to ensure a defect free range. We exports 30
% of our products to European Country and Sri Lanka.
Sri Karvembu Textiles Private Limited's Annual General Meeting (AGM) was last held on 28
September 2013 and as per records from Ministry of Corporate Affairs (MCA), its balance
sheet was last filed on 31 March 2013.
Directors of Sri Karvembu Textiles Private Limited are Periyaswami and Karukkampalayam
Ramachandran Selvakumar.
CIN U17111TZ1994PTC005278
Company Name SRI KARVEMBU TEXTILES PRIVATE LIMITED
Company Status Active
RoC RoC-Coimbatore
Registration Number 5278
Company Category Company limited by Shares
Company Sub Category Non-govt company
Class of Company Private
Date of Incorporation 17 August 1994
Age of Company 23 years, 0 month, 5 days
Activity Spinning, weaving and finishing of textiles.
see other companies involved in same activity.
Number of Members -
Nature of Business Manufacturer
Additional Business Exporter
OUR MISSION
OUR VALUES
OUR INFRASTRUCTURE
The textile industry in traditionally. After agriculture, is only industry that has
generated huge employment for both skilled and unskilled labour textiles. The textile industry
continues to be the second largest employment generating sector in India. It offers direct
employment to over 35 million in country. India is the second producer but India will lead in
all According to the Ministry of Textiles. The sector contributes about 14% to industrial
production, 4% to the countrys gross domestic product (GDP) and 17% to countries export
earnings. the share of textiles in total exports was 11.04%during April to July 2010 ,as per the
minister of the textiles, it is estimated that India would increase its textile and apparel share in
the world trade to 8% from the current level of 4.5% and reach US$ 80 billion by 2020.
During 2009to 2010, Indian textile industries was pegged at US$55billion, 64% of which
services domestic demand.
The history of development in world textile industry was started in Britain as the
spinning and weaving machines were invented in that country. The textile industry in
traditionally. After agriculture, is only industry that has generated huge employment for both
skilled and unskilled lab or textiles? The textile industry continues to be the second largest
employment generating sector in India. It offers direct employment to over 35 million in
country. India is the second producer but India will lead in all According to the Ministry of
Textiles. The sector contributes about 14% to industrial production, 4% to the countrys gross
domestic product (GDP) and 17% to countries export earnings. The share of textiles in total
exports was 11.04%during April to July 2010, as per the minister of the textiles, it is
estimated that India would increase its textile and apparel share in the world trade to 8% from
the current level of 4.5% and reach US$ 80 billion by 2020. During 2009to 2010, Indian
textile industries was pegged at US$55billion, 64% of which services domestic demand.
Raw cotton.
Second largest producer of cotton yarn.
Second largest producer of cellulosic fiber/yarn.
Second largest producer of silk.
Fourth largest producer of synthetic fiber/yarn
Raw material:
Maintains purchase of unique variety, quality and strength based in the hands of
decades experience in ginning by the chairman.
Labour:
Knows what their job is satisfies each departments requirements from their job oriented
training.
Safety:
Corrective maintenance
Preventive maintenances
Routine maintenance
Inspection:
Building quality at every process stages and assuring it through incoming in process and
on final inspection.
Controls:
Statistical process control to sustain the product quality within permitted variation.
Process control:
DEMING cycle of plant to- check at principle followed to eliminate positive recalls of
product.
Working of the mill:
The mill has its own by- law provisions. The mill is working with three
shifts per day and on all the seven days a week (in production department only). The workers
are allowed to avail themselves for weekly holidays daily by rotation.
Production:
The mill is producing the yarn of different counts from 20 to 100s. It suit up with the
market requirements, the count patterns of the mills within vary from time to time.
QUALITY CONTROL:
When a vacancy occurs the first issue to consider is whether there is a need to fill it.
There is also the question of whether it is the same job that needs to be filled. In considering
this issue the employer should take an account of the following alternatives.
Reorganization:
Chair man
Board of directors
Technical Non-Technical
REVIEW OF LITERATURE
REVIEW OF LITERATURE
The scope of the study was limited to the participants who left the department
Due to the restricted research timeframes and resource, the researcher did not focus
on the involuntary turnover causes including those employees who were employed
on a contractual basis.
Though there could have been many motives behind staff turnover at various levels
that could have provided a more balanced finding, but the researcher focused on
voluntary turnover.
RESEARCH METHODOLOGY
The research design indicates the type of research methodology under taken to collect
the information for the study. The researcher used both descriptive and analytical type of
research design for his research study.
The main objective of using descriptive research is to describe the state of affairs as it
exists at present. It mainly involves surveys and fact finding enquiries of different kinds. The
researcher used descriptive research to discover the characteristics of customers.
Descriptive research also includes demography characteristic of consumer who use
the product. The researcher also used analytical research design to analyze the existing facts
from the data collected from the customer.
RESEARCH PROBLEM:
The present study is titled as a Project Report on A STUDY ON EMPLOYEE
TURNOVER OF KARUVEMBU TEXTILE PRIVATE LIMITED AT THIRUPUR.
AREA OF STUDY:
The area of study is confined to employees of KARUVEMBU TEXTILE
PRIVATE LIMITED AT THIRUPUR.
RESEARCH INSTRUMENT:
The Structured questionnaire is used as the research instrument for the study.
QUESTIONNAIRE DESIGN:
The questionnaire framed for the research study is a structured questionnaire in
which all the questions are predetermined before conducting the survey.
The form of question is of both closed and open type.
The questionnaire for the research was framed in a clear manner such that it
enables the respondents to understand and answer the question easily.
The questionnaire was designed in such a way that the questions are short and
simple and is arranged in a logical manner.
PILOT STUDY:
It is appropriate to conduct pilot survey to check the reliability of the questionnaire.
So pilot study was conducted on 150 respondents which is a 10% of the sample.
PRIMARY DATA:
Primary data is one, which is collected from fresh sources and for the first time while
conducting the research. For the project, primary survey has been undertaken through a
survey instrument consisting of structured questionnaire filled by employees by the way of
personal interviewing
SECONDARY DATA:
Secondary data is that data which has been collected for some other purpose. There are
two types of sources for collecting secondary data:
Internal sources
External sources Internal sources of secondary data includes the data generated within
the organization E.g. Annual Publications, Books, Magazines and Internet etc.
SAMPLE SIZE:
Sample size=150 samples, variance and confidence methods are used for determining
sample size.
SAMPLING PLAN
A sampling plan is a definite design for obtaining a sample from the sampling frame.
It refers to the technique or the procedure the researcher would adopt in selecting some
sampling units from which interpretations about the population is drawn. Sampling design is
determined before any data are collected.
Selective Sampling technique was adopted. In this method the researcher select those
units of the population in the sample, which appear convenient to him or the management of
the organization where he is conducting research.
SAMPLE OF STUDY-
The sample is a basic unit consisting of the elements of the population to be sampled.
Sample population includes employees from KARUVEMBU TEXTILE PRIVATE
LIMITED AT THIRUPUR. The population includes the employees of the various
departments in the organization.
SAMPLE DESIGN-
To select the samples, the sampling technique used was Simple Random Sampling.
Themain benefit of Simple Random Sampling is that it guarantees that the sample chosen is a
representative of the population.
This ensures that the statically conclusions will be valid. In this technique each
member of the population has an equal chance of being selected as subject.
The entire process of sampling is done in a single step with each subject selected
independently of the other member of the population.
The research instrument used in this study is structured questionnaire which consists
of 25 questions. It was predetermined before conducting the survey. The questions are open
ended.
Percentage method
Chi-square test
The results and findings were limited to a single organization the Gauteng
Department of Finance;
Employees may not be willing to share their experiences and therefore not willing to
participate;
Employees may have changed their telephone numbers and numbers on the
KARUVEMBU TEXTILE PRIVATE LIMITED AT THIRUPUR records no
longer applicable, thus limiting necessary data outcomes;
The study was limited to English and this was not the preferred means of
communication for various participants;
Due to budgetary, access and time constraints, the study focused on the questionnaires
as means of gathering data, hence limiting usage of other research methods that could
have added value to the study
CHAPTER-IV
TABLE 4.1
INTERPRETATION:
The above tables shows that he age of the employee are 20.7% of the respondents are
below 25 years, 26.0% of the respondents are 25-35 years, 36.0% of the respondents are 35-
45 years, and 17.3% of the respondents are above 45 years.
CHART 4.1
40
AGE OF THE RESPONDENT
35
30
PERCENTAGE
25
20
36
15 Series1
26
10 20.7
17.3
5
0
Below 25 25-35 35-45 Above 45
AGE
TABLE 4.2
INTERPRETATION:
The above table can be interpreted that the Gender of the respondent are 50.7% of the
respondent of male, 49.3% of the respondent of female.
CHART 4.2
Male
49.3 50.7
Female
TABLE 4.3
INTERPRETATION:
The above table can be interpreted that the marital status of the respondent are
52.7% of the respondent are married, 47.3% of the respondent are unmarried.
CHART 4.3
47.3
52.7
Married
Unmarried
TABLE 4.4
INTERPRETATION:
The above table can be interpreted that the designations of the respondent are
17.3% of the respondent is working at manager, 26.7% of the respondent is working at
supervisor, 30.7% of the respondent is working at accountant and 25.3% of the respondent is
working at others.
CHART 4.4
20
30.7
15 26.7 25.3
10 17.3
5
0
Manager Supervisor Accountant Others
DESIGNATION
TABLE 4.5
INTERPRETATION:
The above table can be interpreted that the Qualification of the respondent are 9.3%
of the respondent are qualified in HSC, 12.0% of the respondent are qualified in Degree,
22.0% of the respondent are qualified in ITI and 20.0% of the respondent are qualified in
Diploma,19.3% of the respondent are qualified in AMIE,17.3% of the respondent are
qualified in PG.
CHART 4.5
25 EDUCATIONAL QUALIFICATION
20
PERCENTAGE
15
22
10 20 19.3
17.3
12
5 9.3
0
HSC Degree ITI Diploma AMIE PG
EDUCATION QUALIFICATION
TABLE 4.6
INTERPRETATION
The above table can be interpreted that the experience is 17.3% of the respondent
are working in this organization less than 5 years, 27.3% of the respondent are working in
this organization 5-10 years, 34.7% of the respondent are working in this organization 10-
15 years and 20.7% of the respondent are working in this organization above 16 years.
CHART 4.6
20 34.7
15 27.3
20.7
10 17.3
5
0
Less than 5 5-10 years 10-15 years Above 16
years years
EXPERIENCE
TABLE 4.7
TYPE OF THE EMPLOYEEMENT
INTERPRETATION:
The above table can be interpreted that the employment of 12.7% of the respondent
are permanent employee in this company , 22.0% of the respondent of probationary
employee in this company, 22.7% of the respondent of temporary employee in this company
and 19.3% of the respondent contract employee in this company,23.3% of the respondent not
working employee in this company.
CHART 4.7
TYPE OF THE EMPLOYEEMENT
25
EMPLOYEEMENT
20
PERCENTAGE
15
22 22.7 23.3
10 19.3
12.7
5
0
Permanent Probationary Temporary Contract Others
EMPLOYEMENT
TABLE 4.8
INTERPRETATION:
The above table can be interpreted that the income of the respondent are 17.3% of the
respondent are earn the income level is less than 5000, 22.7% of the respondent are earn the
income level is 5000-10000, 26.0% of the respondent are earn the income level is 10000-
15000 and 26.0% of the respondent are earn the income level is 15000-20000,8.0% of the
respondent are earn the income level is above 20000.
CHART 4.8
30
INCOME OF THE RESPONDENT
25
PERCENTAGE
20
15 26 26
22.7
10 17.3
5 8
0
INCOME
TABLE 4.9
INTERPRETATION:
The above table can be interpreted that the training period are 9.3% of the respondent
are says that company provided the training period on one day, 33.3% of the respondent
says that company provided the training period on 1-3 days, 34.7% of the respondent are
says that training period on 1 week and 22.7% of the respondent are says that training
period on 1 month.
CHART 4.9
TRAINING PERIOD
9.3
22.7
INTERPRETATION
The above table can be interpreted that the 10.0% of the respondent strongly
disagree with the decision making process, 23.3% of the respondent are says that disagree,
30.7% of the respondent are says that neither nor and 24.7% of the respondent are says that
strongly agree, 11.3% of the respondent agree with the decision making process.
CHART 4.10
THE ET SYSTEM HELPS IN FAST AND BETTER DECISION MAKING
35
BETTER DECISION MAKING
30
25
PERCENTAGE
20
30.7
15
23.3 24.7
10
10 11.3
5
0
Strongly Disagree Neither nor Strongly Agree
disagree agree
OPINION
TABLE 4.11
INTERPRETATION:
The above table can be interpreted that the 6.7% of the respondent of Strongly
Disagree with enhanced productivity or service quality, 19.3% of the respondent are says
that Disagree, 31.3% of the respondent of says that Neither nor and 26.7% of the
respondent Strongly Agree enhanced productivity or service quality,16.0% of the respondent
Agree enhanced productivity or service quality..
CHART 4.11
PRODUCTIVITY OR 31.3
35
SERVICE QUALITY
30 26.7
25
PERCENTAGE
19.3
20 16
15
10 6.7
5
0
Strongly Disagree Neither nor Strongly Agree
disagree agree
OPINION
TABLE 4.12
INTERPRETATION:
The above table can be interpreted that the 10.0% of the respondent are says that
Strongly Disagree with the company sharing best practices, 24.0% of the respondent sare
says that Disagree, 32.7% of the respondent of Neither nor with the company sharing best
practices and 24.7% of the respondent are says that Strongly Agree,8.7% of the respondent
Agree with the company sharing best practices.
CHART 4.12
35
RESULTS IN SHARING BEST PRACTICES
30
25
PERCENTAGE
20
32.7
15
24 24.7 Series1
10
5 10 8.7
0
Strongly Disagree Neither nor Strongly Agree
disagree agree
OPINION
TABLE 4.13
INTERPRETATION:
The above table can be interpreted that the 7.3% of the respondent are Strongly Disagree ,
with ET makes it easy to ET different market 26.7% of the respondent are says that Disagree
with ET makes it easy to ET different market , 32.0% of the respondent are says that Neither
nor and 22.0% of the respondent are says that Strongly Agree,12.0% of the respondent are
says Agree that ET makes it easy to ET different market.
CHART 4.13
35
ET DIFFERENT MARKET TYPES
30
25
20
32
PERCENTGAE
15 26.7
22
10
12
5 7.3
0
Strongly Disagree Neither nor Strongly Agree
disagree agree
OPINION
TABLE 4.14
INTERPRETATION:
The above table can be interpreted that the 3.3% of the respondent are Strongly
Disagree with the increased innovation by the employees, 16.0% of the respondent are says
that Disagree, 28.0% of the respondent are says that Neither nor and 26.7% of the
respondent are says that Strongly Agree ,26.0% of the respondent Agree with the increased
innovation by the employees.
CHART 4.14
3.3
26 16 Strongly disagree
Disagree
Neither nor
28 Strongly agree
26.7 Agree
TABLE 4.15
INTERPRETATION:
The above table can be interpreted that the 11.3% of the respondent are Strongly
Disagree, with the increased market share ,26.0% of the respondent are Disagree with the
increased market share , 26.7% of the respondent are Neither nor with the increased market
share and 21.3% of the respondent are says that Strongly Agree,14.7% of the respondent is
Agree with the increased market share .
CHART 4.15
APPLICATION OF ET SYSTEM
Agree 14.7
0 5 10 15 20 25 30
PERCENTAGE
TABLE 4.16
INCREASES THE LEARNING/ADAPTATION CAPABILITY OF EMPLOYEES.
INTERPRETATION:
The above table can be interpreted that the e 16.0% of the respondent are says that
Strongly Disagree , 26.7% of the respondent of Disagree with the learning/adaptation
capability of employees , 26.7% of the respondent are says that Neither nor and 20.0% of
the respondent are says that Strongly Agree,10.7% of the respondent Agree with the
learning/adaptation capability of employees.
CHART 4.16
INCREASES THE LEARNING/ADAPTATION CAPABILITY OF EMPLOYEES.
30
CAPABILITY OF EMPLOYEES
25
PERCENTAGE
20
15 26.7 26.7
10 20
16
10.7
5
0
Strongly Disagree Neither nor Strongly Agree
disagree agree
OPINION
TABLE 4.17
INTERPRETATION:
The above table can be interpreted that the 15.7% of the respondent are Strongly
Disagree, with the ET helps in better staff attraction, 16.7% of the respondent is Disagree that
the ET helps in better staff attraction, 29.3% of the respondent are says that Neither nor and
24.7% of the respondent Strongly Agree with the ET helps in better staff attraction,14.0% of
the respondent Agree with the ET helps in better staff attraction.
CHART 4.17
29.3
TABLE 4.18
INTERPRETATION:
The above table can be interpreted that the Collaboration of the organization are
18.0% of the respondent are says that Strongly Disagree , 22.7% of the respondent are says
that Disagree that Collaboration of the organization, 27.3% of the respondent are says that
Neither nor and 18.0% of the respondent are says that Strongly Agree,14.0% of the
respondent are says that Agree that Collaboration of the organization.
CHART 4.18
30
ENHANCED COLLABORATION
25
PERCENTAGE
20
15 27.3
22.7
10 18 18
14
5
0
Strongly Disagree Neither nor Strongly Agree
disagree agree
OPINION
TABLE 4.19
ET HELPS TO ADDRESS THE COMMUNICATION GAP IN THE
ORGANIZATION
INTERPRETATION:
The above table can be interpreted that the 14.0% of the respondent of Strongly
Disagree, that address the communication gap of the organization ,22.0% of the respondent
of Disagree, 25.3% of the respondent are says that Neither nor and 27.3% of the respondent
are says Strongly Agree that address the communication gap of the organization,11.3% of
the respondent tare says Agree that address the communication gap of the organization.
CHART 4.19
ET HELPS TO ADDRESS THE COMMUNICATION GAP IN THE
ORGANIZATION
30
ADDRESS THE COMMUNICATION
25
PERCENTGAE
20
15 27.3
25.3
22
10
14
11.3
5
0
Strongly Disagree Neither nor Strongly Agree
disagree agree
OPINION
TABLE 4.20
ET HELPS IN CONSTANT AND CONTINUOUS TRANSFORMATION OF
INDIVIDUAL LEARNING TO ORGANIZATIONAL
INTERPRETATION:
The above table can be interpreted that the 16.0% of the respondent is strongly
Disagree, with the Individual learning of the organization ,21.3% of the respondent are
Disagree , with Individual learning of the organization 25.3% of the respondent of Neither
with Individual learning of the organization and 25.3% of the respondent are says that
Strongly Agree,12.0% of the respondent are says that Agree.
CHART 4.20
ET HELPS IN CONSTANT AND CONTINUOUS TRANSFORMATION OF
INDIVIDUAL LEARNING TO ORGANIZATIONAL
INDIVIDUAL LEARNING
12 16
Strongly disagree
Disagree
25.3 Neither nor
21.3
Strongly agree
Agree
25.3
TABLE 4.21
ET RESULTS IN INCREASED DELEGATION OF AUTHORITY AND
ACCOUNTABILITY TO INDIVIDUALS.
INTERPRETATION:
The above table can be interpreted that the 7.3% of the respondent are Strongly
Disagree with the increased delegation of authority and accountability to individuals, 20.0%
of the respondent are says that Disagree, 30.0% of the respondent are says that Neither nor
with the increased delegation of authority and accountability to individuals and 26.0% of the
respondent are says that Strongly Agree,16.7% of the respondent are says that Agree.
CHART 4.21
ET RESULTS IN INCREASED DELEGATION OF AUTHORITY AND
ACCOUNTABILITY TO INDIVIDUALS.
30
30
ACCOUNTABILITY TO INDIVIDUALS
26
25
20
20 16.7
Axis Title
15
10 7.3
0
Strongly Disagree Neither nor Strongly Agree
disagree agree
Axis Title
TABLE 4.22
INTERPRETATION:
The above table can be interpreted that the 11.3% of the respondent are Strongly
Disagree with the Better Standards of the organization , 14.0% of the respondent of Disagree
with the Better Standards of the organization, 30.0% of the respondent are says that Neither
nor and 26.7% of the respondent Strongly Agree with the Better Standards of the
organization,18.0% of the respondent Agree with the Better Standards of the organization..
CHART 4.22
20
15 30
26.7
10 Series1
18
14
11.3
5
0
Strongly Disagree Neither Strongly Agree
disagree nor agree
OPINION
CHAPTER-IV
FINDINGS
Majority of age of the employee are 36.0% of the respondents are aged between 35-45
years
Majority of Gender is 50.7% of the respondent are male
Majority of marital status of the respondent are 52.7% of the respondent are married,
Majority of 30.7% of the respondent are working in this company at Accountant and
25.3% of the respondent working in this company Others.
Majority of 22.0% of the respondent are qualified in f ITI and 20.0% of the
respondent of Diploma
Majority of 27.3% of the respondent are working in this company 5-10 years,
34.7% of the respondent are working in this company 10-15 years
Majority of 22.0% of the respondent of working on Probationary employee , 23.3%
of the respondent are working on Others.
Majority of 26.0% of the respondent are earn the monthly income is 10000-15000
and 26.0% of the respondent are earn the monthly income is 15000-20000
Majority of 33.3% of the respondent are says that company provided by the training
period 1-3 Days, 34.7% of the respondent says that company provided by the training
period 1 week
Majority of 30.7% of the respondent are says that neither nor with the decision
making process and 24.7% of the respondent are says that strongly agree.
Majority of 31.3% of the respondent of says that Neither nor and 26.7% of the
respondent Strongly Agree enhanced productivity or service quality,.
Majority of 32.7% of the respondent of Neither nor with the company sharing best
practices and 24.7% of the respondent are says that Strongly Agree,
Majority of 26.7% of the respondent are says that Disagree with ET makes it easy to
ET different market , 32.0% of the respondent are says that Neither nor
Majority of 28.0% of the respondent are says that Neither nor with the increased
innovation by the employees, 26.0% of the respondent Agree with the increased
innovation by the employees.
Majority of ,26.0% of the respondent are Disagree with the increased market share ,
26.7% of the respondent are Neither nor with the increased market share
Majority of , 26.7% of the respondent of Disagree with the learning/adaptation
capability of employees , 26.7% of the respondent are says that Neither nor.
Majority of 29.3% of the respondent are says that Neither nor and 24.7% of the
respondent Strongly Agree with the ET helps in better staff attraction.
Majority of , 22.7% of the respondent are says that Disagree that Collaboration of the
organization, 27.3% of the respondent are says that Neither nor .
Majority of 22.0% of the respondent of Disagree, 25.3% of the respondent are says
that Neither nor and 27.3% of the respondent are says Strongly Agree that address
the communication gap of the organization
Majority of 25.3% of the respondent of Neither with Individual learning of the
organization and 25.3% of the respondent are says that Strongly Agree.
Majority of 30.0% of the respondent are says that Neither nor with the increased
delegation of authority and accountability to individuals and 26.0% of the
respondent are says that Strongly Agree
Majority of 30.0% of the respondent are says that Neither nor and 26.7% of the
respondent Strongly Agree with the Better Standards of the organization.
RECOMMENDATIONS
SUGGESTION
Taking into consideration career opportunities, 60% said that they need more
exposure and their potential remains under-utilized. The organization should provide
exposure and explore the talents of the employees. Even though the employees are
satisfied with their nature of job, it is identified in the study that many employees
prefer to change their job due to lack of growth opportunities in their job.
So the companies can look for some innovative technologies to decrease their
turnover level by providing growth opportunities. One way for a company to prevent
employees from giving valuable information to competitors is to make it a policy to
enforce strict non-competing and confidentiality agreements amongst its employees.
The existence of such agreements could in fact deter a competitor from hiring a
valuable employ because they might not want to risk possible legal entanglements
with the other company. Deadlines should be set which will benefit both, the
organization as well as the employees.
By the way of setting targets, the employees will be engaged in their respective works
which will help in utilizing the skills of workers as well as the organization can
deliver its commitments on time. Also the best performing or the target achiever
should be awarded which will motivate him to further excel and remain committed
towards his work. Many employees have suggested improvement in working
environment and employee motivation in the survey.
So the companies should give attention to the factors which i tcan improve itself
internally. Taking into consideration the elements like modernisation of technology, it
would help the organization in a good manner. If the organization could support the
employee in the above mention element, like if the employees are better equipped
with resources and technology, the end products will be standardized and will give
competition to other similar products.
On the other hand wastage can be reduced both in terms of manpower and time .Day
care assistance should be given. Turnover rate among the female employees can be
reduced to a good level. From the study it was showing that employees does not have
this opportunity.
Considering the primary data tool i.e. benefits, we can see conveyance is not offered.
Ifthe organization take a step forward in this practice it will help the employees.From
the secondary data i.e. reviews and articles we could see that an employee
CONCLUSION
The main aim of any organization is to earn profit. But to attain the maximum profit,
the organization should concentrate more on employees and the ways to retain them for their
long run.
From the study it is identified that Work Tasks, Technology and Technical Training
are the top three factors which might lead to turnover, apart from lack of growth
opportunities and salary which are the common factors for employees to change their jobs in
almost every organization.
This study concludes that to reduce turnover, the company should adopt New
Innovative Technologies and Effective Training Programs for the growth of their employees
within the organization.
The company should also think of recruiting people who are in the vicinity of the
industry, so that the family related problems will not lead to turnover. But on the other hand,
company should recruit people from different regions so that it can adopt the culture and
work style of other regions, rather than being specific to a particular state while recruiting.
From the study done we can say that, the best way to improve employee retention is
to understand what the employees want and need from the work place and provide it.
Organization must meet employees demand within limits of course. Management cannot
approve all the demand is a fact, but at the same time they can take efforts to convince the
employees.
Organization should also take efforts to bring most of the retention policies into
practice which will give a positive effect on the issue. Even the employees should understand
the limits of the organization and act accordingly. If there is a better understanding between
the two parties the problem of employee retention is solved to a great extent.
BIBLIOGRAPHY:
QUESTIONAIRE:
1. Name:
2. Age :
a. Below 25
b. 25-35
c. 35-45
d. Above 45
3. Gender:
a) Male
b) Female
4. Marital status:
a) Married
b) Unmarried
5. Designations:
a) Manager
b) Supervisor
c) Accountant
d) Others
6. Educational:
a) HSC
b) Degree
c) ITI
d) Diploma
e) AMIE
f) PG
7. Experience in the field:
a) Permanent
b) Probationary
c) Temporary
d) Contract
e) Others
9. Monthly income:
a) One day
b) 1-3 Days
c) 1 Week
d) 1 Month
a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
14. ET makes it easy to ET different market types.
a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
15. ET helps in increased innovation by the employees.
a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
16. Application of ET system results in increased market share.
a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
17. ET increases the learning/adaptation capability of employees.
a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
18. ET helps in better staff attraction.
a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
19. ET results in enhanced collaboration within the organization.
a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
20. ET helps to address the communication gap in the organization.
a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
21. ET helps in constant and continuous transformation of individual learning to
organizational
a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
22. ET results in increased delegation of authority and accountability to individuals.
a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
23. ET helps to achieve better standards.
a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e)Agree