CHAPTER – 1

EMPLOYEE RETENTION

1.1 INTRODUCTION

Employee Retention is defined as an organization’s ability to retain its employees. It can also
be called as a process, in which the resources are motivated and encouraged to stay in an
organisation for a longer period of time for the sustainability of the organization.

The aim of Employee Retention is to make both the stakeholders, i.e., employees and
employer happier. It facilitates loyal employees sticking to the company for a longer duration,
which in turn will benefit both the stakeholders.

Every organization spends time and invests money in grooming new employees and make
them corporate-ready. The organization will be in complete loss, if such employees quit after they
are fully trained.

Employee retention is the organizational goal of keeping talented employees and reducing
turnover by fostering a positive work atmosphere to promote engagement, showing appreciation
to employees, and providing competitive pay and benefits and healthy work-life balance.
Employers are particularly interested in retaining employees during periods of low unemployment
and heightened competition for talent. To retain employees, organizations use human resource
technology for recruiting, on boarding, engaging and recognizing workers and offer more work
flexibility and modern benefits like physical and financial wellness programs.

Operational Definition:

“A technique adopted by businesses to maintain an effective workforce and at the same

time meet operational requirements”. - MITA

“A process in which the employees are encouraged to remain with the organization for the
maximum period of time or until the completion of the project - BIDISHA

“Employee retention strategies refer to the plans and means, and a set of decision-making
behaviour put formulated by the organizations to retain their competent workforce for
performance” - GBEREVBIE

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1.1 THEORETICAL BACKGROUND

The workforce or labour force is a group within the organisation that is undeniably one of
the most important factions that contributes to its success. A business cannot exist without both
financial and human capital, it is the employees who work for the company, performs necessary
task to make the company function and are responsible for the profit and growth of the company.

Human Resource Managers in organization go through time consuming and expensive

process to mobilize workforce for the organization. It is estimated that the costs associated with
recruiting and training a new employee average between half and one and a half times the annual
salary for the post in question, depending on the approaches.

Its fully understand the retention issues within an organization there is a critical need to
identify why people leave. It is useful to analyze the reasons for leaving and to identify the ‘push’
and ‘pull’ factors.

Push factors are those less desirable dimension of the job or organization that push people
to look for a new employer and may include lower levels of pay, the nature of the supervision,
limited potential for progression, lack of training opportunities, limited availability of flexible
working or an absence of employee voice mechanisms, etc.

Pull factors, in contrast are the dimensions of the job in other organizations or employers
which are attractive and may include a desirable working environment, a more convenient
geographical location, extensive range of benefit or an employer of choice brand. For the employer
losing people as result of such factors, there are two main ways of dealing with it. First, there is a
need to be aware of what other employers are offering and to ensure that as far as possible this is
matched – or at least that a broadly comparable package of pay and opportunities is offered. The
second requirement involves hoping to ensure that employees appreciate what they are currently
being given.

Taylor et al (2002) interviewed 200 people who had recently changed employers about why
they left their last jobs. They found out that push factors were a great deal more prevalent than pull
factors as causes of voluntary resignation. This revelation is very important and stress the need for
managers of organization constantly look out for the challenges in retaining employees and seeking
new ways of retaining them so as to reduce the turnover rate.

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1.3 REVIEW OF LITERATURE

This chapter explains various research studies related to human resource practices and the
retention of employees. It also presents literature review on the causes of poor employee retention.
Keeping in mind the topic of present research the following related literature is presented under
the following headings:

1. Muhammad Hassan: Employee retention is the vital challenge in all organizations. This
papers focus on one industry that is the leather industry of Pakistan which is facing the same
problem of retention of employees due to many reasons. As Leather industry is the third largest
export earning sector in Pakistan so these reasons are discussed in detail. The turnover rate in
Leather Industry of Pakistan is around 25 – 30% annually, its observed that mostly second line
managers change their job’s for high salaries offer, recognition, authority and also to seek for more
knowledge and to get more competitive edge in terms of processing; In tanneries its critical and
alarming because of the process and article secrecy. In order to achieve competitive advantage,
maximum utilization of resources and to get organizational efficiency employees must be retained
in a true spirit in order to cope with all these conditions. In this paper the authors tried to know the
reasons behind this dilemma that how employees can be retained and some suggestions were given
to deal with it. One edge of this paper is that one of the author belongs to the same industry i.e.
leather industry.

2. Tammy C. Morse: Humor has been in existence since the beginning of time. Some even
claim that humor is the best preventive medicine for stress management and good health. If humor
is good for living productively, can it also be good for employee retention and/or employee
satisfaction? The purpose of this conceptual and practical paper is to explore the extent to which
the use of appropriate humor relates to employee retention and satisfaction, which can enhance the
commitment, cohesiveness and performance of a company’s workforce. Another objective is to
explore and emphasize the importance of humor and employee retention in the workplace. The
paper provides practical recommendations for today’s managers and offers a focus for future
researchers to empirically test the use of humor and its relationship to employee retention and
employee satisfaction.

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 3. Muhammad Umer: Investigate the impact of variables (career development, supervisor
support, work environment, work life balance) on employee retention. A total of 50 interviews
were taken from managers of different BPO organizations in Pakistan. Graphical Analysis is
indicating that these variables have significant and positive impact on employee retention. Very
less research have been done about employee retention in business process out sourcing, especially
in Pakistan. So, these finding will provide some insights to BPO’s managers to make policies about
employee retention in Pakistan.

4. Klara Nelson: Illuminates significant relationships between three major knowledge

management (KM) design dimensions and the perceived ability of 150 organizations to retain their
knowledge workers. Knowledge worker retention is a critical challenge for today’s organizations
as they face increasing global competition with its demands for even more such workers, while
dramatically shifting workforce demographics hasten their exit. KM design initiatives that
accelerate knowledge creation, acquisition, and particularly knowledge capture, sharing and
retention, are receiving unprecedented levels of investment as a result. While many factors impact
organization financial performance, this research indicates that successful knowledge worker
retention is significantly related with higher reported financial performance.

5. Jeen Dorance Batty S. (2014), aimed to the factors which may be the possible reasons
for an employee to leave an organization. Employee’s turnover intention and its impact on
organizational outcomes were analysed and that was collected through questionnaires from the
first and middle line employees in selected organized retail outlets in Bangalore. From the
econometric analysis, it was found that turnover intention has influenced attrition factors such as
Quality of Work Life, career growth, working hours, personal/family reasons, and relation with
internal co – worker, welfare, working condition, and salary.

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 6. Rana Hussain, Aiza (2013), examined the influence of talent management (TM) and
employee turnover intention (ETO) on organizational efficiency (OE) in telecommunication sector
of Pakistan (TSP). It was found that by reducing ETO organizations efficiency can be enhanced.
Research results revealed an interesting dimension of talent management which reflects negative
relationship with organizational efficiency in TSP.

7. Mathur, Atul and Agarwal, P. K. (2013), aimed to understand the impact of retention
strategies on employee turnover in sugar industry in India. The focus of this study was on
dysfunctional turnover. Other variables such as welfare benefits, personal satisfaction and
organization culture, which are associated with the employee turnover, were also investigated as a
part of this study. It was found that the main reason for leaving the organization by employees
were compensation and working environment. Results of the study revealed that retention
strategies have direct impact on employee turnover. Researcher suggested that by using different
HR practices like effective compensation policy, performance appraisal, training and development
programme, feedback and assigning competitive work the condition of employee retention can
been increased.

8. Balakrishnan and Masthan, D. (2013), identified the drivers of the employee

engagement and also examined the relationship between employee engagement and employee
retention. It was observed that employee engagement leads to commitment and psychological
attachment and reflects in the form of high retention (low attrition) of employees. The study
suggested that the level of engagement in employees can be enhanced by identifying its
Drivers (influential factors). Organizations can design good practices in the light of findings to
retain their best talent (highly skilled and specialized human resources) without much financial
burden. Statistical evidence in the study confirm that the employee retention can be improved by
addressing nonfinancial drivers of employee engagement like communication, recognition,
Manager/supervisor support (relationship), work engagement, team work and role clarity.

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 9. Kwenin, O. D. and Muathe S. et.al (2013), analysed the influence of employee
rewards, job satisfaction and human resource policies on employee retention in Vodafone Ghana
Limited. The results showed that organizations’ fair reward systems lead to equity and increase
retention. The findings also revealed that job satisfaction and favourable human resource policies
have positive link with retention. Moreover, the study also identified that employee job satisfaction
as a strong signal for retention.

10. Appiah, A. F. and David A. (2013), focused on human resource management

activities that were frequently used in the mining industry in Ghana and their effect on employee
retention. The main findings of the study were that majority of turnover intentions within the
organization were attributable to human resource management. Training and development,
communication and information sharing, health, safety and welfare, incentives and compensation
and job security factors were very significant in bringing about turnover intentions within the
mining industry. The study provides insights into the effects of human resource management
practices on employees’ intension to leave and retention in the mining sector in Ghana.

11. Lakshmi Devi, R., Amalraj R. et. al. (2013), aimed to study the employee turnover
ratio in a pharmaceutical industry in India. It was observed that the mean of the pull factors was
higher owing to higher turnover intention of the employees. Under this study, all factors were
divided into two clusters using hierarchical clustering technique namely push and pull factors. The
various push factors identified in case study were: Health reasons (Personal), family problems,
pursuance of higher education, behaviour of boss, conflict of employees, motivation and
encouragement of good work, size of the organization, difficulty of job and social status. Among
the pull factors, expectation of a high salary, expectation of promotion and reputation of the
Organization was the most significant reasons for which the employees quit. Among the push
factors, family related problems were the most significant push factor contributing to employee
exit. This study concluded that the most significant factor is pull factor. The push factor also
contributed to the turnover, but not significantly

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 12. Huselid A. Mark (1995), examined human resources literature in three ways. First, the
level of analysis used to estimate the firm-level impact of HRM practices, and the perspective was
strategic rather than functional. Second, the analytical focus was comprehensive. Third, this study
provided one of the first tests of the prediction that the impact of High Performance Work Practices
on firm performance was contingent on both the degree of complementarily, or internal fit, among
these practices and the degree of alignment, or external fit, between a firm's system of such
practices and its competitive strategy. It was found that use of effective human resource
management practices enhances firm performance.

13. Ichniowski C., Shaw K., Prennushi G. (1993), analysed the impact of cooperative
and innovative HRM practices on organizational productivity. It was found that "bundles" of
internally consistent HRM practices were associated with higher productivity and quality. Study
concluded that perceptions of job security, compensation level, job satisfaction, organizational
tenure, demographic variables such as age, gender, education, and number of dependents,
organizational commitment, whether a job meets an individual's expectations, and the expressed
intention to search for another job were all predictors of employees' leaving the organization,
Sheridan (1992) also found that perceptions of organizational culture influences turnover.

14. Spencer, G. Daniel (1986), examined the extent to which employees have opportunities
to voice dissatisfaction and voluntary turnover in general care hospitals. Responses to declining
firms in terms of exit and voice were extensively studied. Researcher focused on the amount of
opportunity available for voice and not on the quality of that opportunity. Researcher conducted
two studies for this purpose. Under first study it was found that the more an organization gives
employees the opportunity to voice dissatisfaction over aspects of their work in order to change
dissatisfying work situations, the greater the likelihood that its employees will remain with the
organization. It was revealed that in general care hospitals Registered nurses' turnover rates short-
term, were significantly lower in hospitals with many mechanisms for the voicing of employees'
dissatisfaction. The results of study two indicated high numbers of voice mechanisms were
associated with high levels of employees' Expectancies for problem resolution and high perceived
effectiveness of an organization's procedures for resolving problems. Results revealed that high
numbers of mechanisms for employee voice were associated with high retention rates.

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15. Petkar, R. and Suhas, S. (2013), triggered to examine the various functions and HRM
practices adopted at TCS with the main focus on its retention management. Researcher focused on
the balancing of the global trends in human resource management and the various changes in the
policies made accordingly by the company which affects the people working in the organization.
This study found that HRM for a global firm has become extremely challenging, among all the
functions, talent management and retention appears to be the most significant function of Human
Resource Management.

16. Shukla, K., Somesh and Sinha, Deepti (2013), study was undertaken to understand
the major issues associated with the retention of the pharmaceutical employees Dehradun city. The
objective was to identify the major causes of the high level of attrition. The study also investigated
the influence of HR policies, compensation and benefits, work pressure and relationship with the
superiors on employee retention. It was found that due to growing expectations among employees
at all levels, a majority of employees want to have an improved quality of work life.

17. Narang, Uma (2013), analysed the impact of HRM practices i.e. career development
opportunities, supervisor support, working environment, rewards and work-life policies on
employee retention in the banks. The retention of human resources has been shown to be
momentous to the development and the accomplishment of the organization’s goals and objectives.
Increased emphasis has been laid on retention especially with the onset of revolution of
information technology which is human sensitive. The findings of the study concluded that there
was a good relationship between the employee retention and the HRM practices. The frequencies
of career development, allocation of rewards regarding work and work environment revealed the
highest values in relation to their perceived level of retention with the concern. It was
recommended that Organizations should provide their employees with the best career growth
opportunities, working environment, rewards, supervisor support and work-life.

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18. Thite M., Russell B. (2010), addressed the human resource (HR) implications of
providing customer service by Indian customer contact centres and the BPO model. The main aim
of the researcher was to explore the effects of HR practices on employee retention and attrition in
Indian BPO. Researcher critically analysed the role that HR played in the very dynamic context of
Offshore business process outsourcing by conducting study of retention and attrition at four large
Indian BPO providers. Indices of work load manageability, job skills, training, monitoring, team
functioning, workplace socialization practices and elements of the employee relations climate were
analysed. It was revealed that high employee turnover were potentially destabilizing effects for the
industry with flow-on effects on other aspects of HR, including recruitment and training ,
remuneration, and finally for productivity and unit costs.

19. Bawa, A. M. and Jantan, M. (2013), investigated the relationship between human
resource (HR) practices and employee turnover in Malaysia where companies were generally
experiencing labour shortage and labour turnover. Researches attempted to distinguish between
the causes of voluntary and involuntary turnover in organizations, though recognized for quite
some time. The two phenomena seem to be influenced by a different set of factors. It was found
that (1) staffing process and employee monitoring were effective in reducing involuntary turnover,
and (2) none of the HR practices were effective in reducing voluntary turnover. The study
concluded that economic factors such as availability of alternative jobs were most likely relevant
in explaining the turnover process. As a practical strategy for combating involuntary turnover,
managers should retain and reinforce the current staffing practices (recruitment, selection,
orientation training, etc.) and uphold the existing style of performance measurement.

20. Perumal, P., Choi S. L., et. al. (2012), discussed extensively the impact of human
resource practices that can alter the negative effect on the organization due to high employees’
turnover. The study was conducted to examine whether and how quality employee-organizational
relationship influence turnover intentions. Studies have shown that turnover was one of the most
researched phenomena in organizational behaviour. The broad range of turnover studies indicated
the significance and complexity of the issue. Result

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1.4 STATEMENT OF THE PROBLEM
The supply of qualified workers is limited, and good workforce planning requires a two-fold
approaches of aggressive recruitment and innovative retention strategies.
The problem is that, retention policies or strategies are not focused on elimination of
unwanted turnover. It is also believed that the costs to the employer as a result of management’s
inability to retain its employees include separation benefits to the employee. Lost productivity,
recruitment costs, training costs, and diminished services as new employees get up to speed the
study seeks to verify the truth or otherwise in this statement.

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1.5 SCOPE OF THE STUDY

Human resources management plays a vital role in this regard. They are responsible that how
employees are treated in the organisation. There are number of factors which promote the
employees to stay or leave the organisation. It may be external factors, internal factors and the
combined effect of both. One strategy does not fit to all as different individuals have different
priorities. HR professionals face the vital challenge to retain talented employees.
When an organisation loses its talented employee, it lets a negative impact on innovation.
Customer satisfaction, knowledge gain during the past years and on the profitability of the
organisation. More over replacing cost of another employee contribute a lot to the organisation.

An organization is as good as its people and nobody can deny the fact that manpower is
The greatest asset of a company. Therefore, this research being undertaken by the
Researcher is significant in the following areas.

(I) To help managers in the hospitality industry comes out with policies and measures
That would retain workers in the industry.

(II) To help improve upon the unemployment rate facing the nation by helping
Employees to stay in their job thereby improving the socio-economic status of the
Employee and the nation.

(III) To add to the body knowledge of employee turnover in the hospitality industry.

(IV) To serve as a secondary data for students who may think of writing this topic.

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1.6 NEED OF THE STUDY

Employee Retention refers to the techniques employed by the management to help the
employees stay with the organization for a longer period of time. Employee retention strategies go
a long way in motivating the employees so that they stick to the organization for the maximum
time and contribute effectively. Sincere efforts must be taken to ensure growth and learning for
the employees in their current assignments and for them to enjoy their work.

Employee retention has become a major concern for corporates in the current scenario.
Individuals once being trained have a tendency to move to other organizations for better prospects.
Lucrative salary, comfortable timings, better ambience, growth prospects are some of the factors
which prompt an employee to look for a change. Whenever a talented employee expresses his
willingness to move on, it is the responsibility of the management and the human resource team to
intervene immediately and find out the exact reasons leading to the decision.

Let us understand why retaining a valuable employee is essential for an

organization.

 Hiring is not an easy process: The HR Professional shortlists few individuals from
a large pool of talent, conducts preliminary interviews and eventually forwards it to the
respective line managers who further grill them to judge whether they are fit for the
organization or not. Recruiting the right candidate is a time-consuming process.
 An organization invests time and money in grooming an individual and
make him ready to work and understand the corporate culture: A new
joiner is completely raw and the management really has to work hard to train him for his
overall development. It is a complete wastage of time and money when individual leaves
an organization all of a sudden. The HR has to start the recruitment process all over again
for the same vacancy; a mere duplication of work.

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 When an individual resigns from his present organization, it is more
likely that he would join the competitors: In such cases, employees tend to take
all the strategies, policies from the current organization to the new one. Individuals take all
the important data, information and statistics to their new organization and in some cases
even leak the secrets of the previous organization. To avoid such cases, it is essential that
the new joiner is made to sign a document which stops him from passing on any
information even if he leaves the organization. Strict policy should be made which prevents
the employees to join the competitors. This is an effective way to retain the employees.

 . The employees working for a longer period of time are more familiar
with the company’s policies, guidelines and thus they adjust better: They
perform better than individuals who change jobs frequently. Employees who spend a
considerable time in an organization know the organization in and out and thus are in a
position to contribute effectively.

 Every individual needs time to adjust with others: One needs time to know his
team members well, be friendly with them and eventually trust them. Organizations are
always benefited when the employees are compatible with each other and discuss things
among themselves to come out with something beneficial for all. When a new individual
replaces an existing employee, adjustment problems crop up. Individuals find it really
difficult to establish a comfort level with the other person. After striking a rapport with an
existing employee, it is a challenge for the employees to adjust with someone new and
most importantly trust him.
 It has been observed that individuals sticking to an organization for a
longer span are more loyal towards the management and the
organization: They enjoy all kinds of benefits from the organization and as a result are
more attached to it. They hardly badmouth their organization and always think in favour
of the management. For them the organization comes first and all other things later.

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1.7 EMPLOYEE RETENTION MODEL

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1.7.1 EMPLOYEE RETENTION STRATEGY

 Higher engagements and retention rates at organizations with strong learning cultures.
 More likely to have access to learning and development for people who stay at an
organization.
 Employees feel learning new skills would make them more engaged.
 Good compensation so that the employee does not look for better paying opportunities
outside.
 Better perks like insurance, car, house etc. which makes sure that employee feels
comfortable and secure.
 Rewards& recognition go long way in valuing the employee and making sure that he/she
stays.
 Timely interaction with the employees to make sure they are not dis-satisfied with the job
or role so that steps can be taken to improve the situation.

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 HOW TO DEVELOP EMPLOYEE RETENTION STRATEGIES

 Succeeding in your employee retention efforts requires you to think about things from the
team's point of view. All employees are different, of course, and each has unique desires
and goals. But it's a safe bet to assume that all of them want to know they are being paid at
or above market rates and have good benefits. They want to feel that they are appreciated
by their employer and treated fairly. They want to be challenged and excited by the job
they're asked to do.
 An effective employee retention program addresses all of these concerns. But it also goes
beyond the basics. In fact, your efforts should start on a new hire's first day on the job. The
training and support you provide from Day One sets the tone for the employee's  tenure at
the company and boosts job satisfaction.

1.7.2 WAYS TO IMPROVE EMPLOYEE RETENTION STRATEGY

Every area of the employer-employee relationship in your organization deserves your

attention. Embrace these key strategies to improve your organization's employee retention and
boost employee  satisfaction.

On boarding and orientation — Every new hire should be set up for success from the
very start, from the first day of work to the first week and beyond. The job  orientation is just one
component of on boarding, which can last for weeks or months, depending on your organization.
Aim to develop anon boarding process where new staff members not only learn about the job but
also the company culture and how they can contribute and thrive, with ongoing discussions,
goals and opportunities to address questions and issues as they arrive.

Mentorship programs — pairing a new employee with a mentor is a great idea for on
boarding. New team members can learn the ropes from a veteran with a wealth of resources, and
the new hire offers a fresh viewpoint  to experienced staff. Mentors shouldn't be work
supervisors, but they can offer guidance and be a sounding board for newcomers, welcoming
them into the company culture. 

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 Employee compensation — it’s absolutely essential in this competitive labor market for
companies to offer attractive compensation packages. That includes salaries, of course, but also
bonuses, paid time off, health benefits, retirement plans and all the other perks that can distinguish
one workplace from another. Every employee should have a full understanding of all the benefits
they receive from your organization. 
 Recognition and rewards systems — every person wants to feel appreciated for what they
do. Make it a habit to thank your direct reports when they go the extra mile, whether it's with a
sincere email, a gift card or an extra day off. Show your employees you appreciate them, and share
how their hard work helps the  organization. Some companies set up rewards systems that
incentivize great ideas and innovation, but you can institute recognition programs even on a small
team with a small budget.
 Work-life balance — what message is your company culture sending? If staff are expected to
regularly work long hours and be at your beck and call, you'll likely run into issues with employee
retention. Burnout is real. A healthy work-life balance is essential, and people need to know that
management understands its importance. Encourage staff to take vacation time, and if late nights
are necessary to wrap up a project, see if you can offer late arrivals or an extra day off to
compensate and increase job satisfaction. Many companies offer telecommuting or flexible
schedules to improve work-life balance for their employees.
 Training and development — in any position and industry, professionals want the
possibility for advancement. Smart managers invest in their workers' professional
development and seek opportunities for them to grow. Ask each of your direct reports about their
short- and long-term goals to determine how you can help achieve them. Some companies pay for
employees to attend conferences or industry events each year, or provide tuition reimbursement or
continuing education training.  
 Communication and feedback — Keeping open lines of communication is essential for
employee retention. Your direct reports should feel that they can come to you with ideas, questions
and concerns, and likewise, they expect you to be honest and open with them about improvements
they need to make in their own performance. Make sure you connect with each staff member on a
regular basis — don't let issues build up for the annual review.

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 Dealing with change — every workplace has to deal with unpleasant changes occasionally,
and the staff looks to leadership for reassurance. If your organization is going through a merger,
layoffs or other big changes, keep your staff informed as much as you can to avoid feeding the
rumors mill. Make big announcements face to face, and make sure you allow time for their
questions.
 Fostering teamwork — when people work together, they can achieve more than they would
have individually. Foster a culture of collaboration that accommodates individuals' working styles
and lets their talents shine. Do this by clarifying team objectives, business goals and roles, and
encouraging  everyone to contribute ideas and solutions.
 Team celebration — Celebrate major milestones for individuals and for the team. Whether
the team just  finished that huge quarterly project under budget or an employee brought home a
new baby, seize the chance to celebrate together with a shared meal or group excursion. 

A final tip: Remember to assess your employee retention strategies at least once a year. You’ll
want to stay current on market salary rates and benefits, and best practices in developing workplace
culture and manager-employee relations. Doing so will help you keep staff morale high and
turnover low while guaranteeing your organization’s success.

CHALLENGES TO EMPLOYEE RETENTION

 Monetary dissatisfaction is one of the major reasons for an employee to look for change.
 In the current scenario, where there is no dearth of opportunities stopping people to look
for a change is a big challenge.
 Individuals speak all kind of lies during interviews to get a job.
 Some individual has a tendency to get bored in a short span of time.
 Unrealistic expectations from the job also lead to employees looking for a change

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1.8 OBJECTIVES OF THE STUDY
The main objective of the study is to assess whether staff retention is a challenge at best
engineer’s pumps private ltd.
The specific objectives of this research work are:
i) To analyse the socio economic people of the respondents
ii) To access the relationship between demographic variables towards employee retention
iii) To identify the difficulties faced by the employee of Best engineer’s pumps private limited
in retaining employee.
iv) To identified impact of demographic variable towards employee turnover

1.9 LIMITATIONS OF THE STUDY

1. The findings of the study are subjected to bias and prejudice of the respondents.
2. Area of the study is confined to the employees in Coimbatore only.
3. Time factor can be considered as a main limitation.
4. The findings of the study are solely based on the information provided by the
Respondent.
5. The accuracy of findings is limited by the accuracy of statistical tools used for analysis.
6. Findings of the research may change due to area, demography, age condition of economy
Etc.

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1.10 CHAPTER SCHEME:

The following chapters are framed for the purpose of study.

1. INTRODUCTION

This chapter deals with basic information of the topic and to the study of some theoretical
background, to taking under guidance of author information of review of literature, and to know
known about the statement of problem, scope of study, Need of study, objectives of the study, and
limitation of the study.

2. ORGANISATIONAL PROFILE

This chapter should provide a brief note of the industry, the organisational profile, various
functional areas and specific data pertaining to all the departments, the competitors.

3. METHODOLOGY
It covers the details about the research methodology. Hypothesis, research design, population
of the study, sampling frame, sampling method, sample size, Data collection, period of the study,
pilot survey, framework of analysis

4. DATA ANALYSIS AND INTERPRETATION

The chapter covers an analysis of (statistical tools) and interpretation, discussions, inferences,
significance of observations.

5. SUMMARY OF FINDINGS, SUGGESTION AND CONCLUSION

The fifth chapter is deal with the summary of the findings, suggestions and conclusion.

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 CHAPTER- II
ORGANISATIONAL PROFILE

PROFILE OF THE COMPANY

The visit to the “BEST ENGINEERING PUMPS PRIVATE LIMITED” is to

complete the history of organization under the guidance of trainer about the skill to meet the
demands of the company and work demands of the company and also work ethics.it is also an
opportunity to put into practice and also to engage with the profession to which we can aspire in a
realistic work environment and understand the practical application of the academic program.

OBJECTIVES

 The objective of training is to know about the skill and knowledge about the company
 To know about the procedures and policies of the company
 To get wide knowledge about the various functions of the company

SCOPE OF THE COMPANY

 The following are the scopes of the training

 To get Clear knowledge about the pumps industry
 To Gain knowledge about the organization

PURPOSE

The purpose of the visit is to know about the technical movement and process of the
organization in various departments like production, sales, purchase, marketing, stores, human
resource etc.

IMPORTANCE

The importance and benefits of industrial training helps us to know about the technical
knowledge and working experience to develop the practical skill technically.

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2.1 INDUSTRIAL PROFILE

In India the manufacture of pumps has a history of nearly a hundred years. Pumps
are the basic equipment for every sphere of the national economy. Indian pump industry has in its
own growth, contributed immensely to the economic growth of country.

SIZE AND COMPOSITION OF INDIAN PUMP INDUSTRY

It is estimated that the production of pumps in the country is presently of the

order of US $750 million contributed by over one million pumps per year, produced by some 800
odd manufactures of large, medium, small scales. The pump manufactures area able to meet of
domestic market demand and they also export pumps worth Rs.610 crores in 2004-05.

GLOBAL VIEW

CHALLENGING THE GLOBAL SERVICE AND PRODUCTS

The pump industry in India is well established and has recorded a steady growth in the overall
Indian industrial scenario. Even though more than100 and 100 companies not only in Coimbatore
throughout India and abroad, these BESTEN company is very familiar and known to every part of
India east, west, south, north.

Be the pumps are domestic, industrial or agricultural use. BESTEN has the widest range of
pumps that’s energy efficient and are high quality standard. All thoroughly tested for field
conditions. Pumps that are easy to install and carry water from depth to great Heights backed by
an effective after sales service.

Extensive R&D and strict quality control at best engineers ensures pumps with unmatched
features.

This company believe that engineering and manufacturing quality and environment
friendly. Pump is not a virtue but a way of life. Today this pumps user takes for granted not only
the product quality and performance but also prompt customer support-nationwide.

22
AN OVERVIEW AND MANUFACTURING OF PUMP INDUSTRY

Pump play a dominant role in the sectors like agriculture, petroleum

refining, and Petrochemical power generation, domestic and household utilities and contributes a
major part in the nation economy. Pumps is not a new concept in Indian invention. Presently the
gross value of pump production in India is estimated to be approximately Rs.450 million. The sale
of production and corporate structures of manufacture range from the small-scale industries, both
in non-organizational sector and public unit.

2.2 ORGIN OF THE COMPANY

HISTORY

BEST group of companies march towards the quality goal started long back and
continues even today after long achieving the name reflect the cherished vision of producing
“BEST” products. They are one of the leaders in the Indian pump industry. This achievement is
mainly because of their quality which they attained in products, manufactures and services
.BESTEN pumps serves million and more satisfied customer.

The pilot of the journey was Mr.J.Gowrishankar, who started a rewinding shop
with a very meagre investment. His quest for growth closely with our quality has taken us to
inexplicable heights. His passion for design and standards of pumps and motors has won him many
laurels. Conservation of energy is indeed the need of the country today.

The company was started in the year 1970.the head office is at velandipalayam,
Coimbatore 641025.as a manufacturing unit it employs more than 250 employees. The annual
turnover is approximately more than 10 crores. This urban based business’s credit and liabilities
are maintained by INDIAN OVERSEAS BANK. The motto of BEST is to produce “WORLD
CLASS PUMPS”. They do both retail and wholesale.

23
QUALITY POLICY

Quality as defined by quality vocabulary.

“We in our endeavor for excellence shall understand and meet requirements of our customers”.

We at “BEST” group of companies are committed to satisfy customers by maintaining

consistency in quality, on time delivery and development of new products through continual
improvement in process and product”.

Our quality objective at the “BEST” group of companies is to satisfy the needs of our dear and
valued customers. Our quality policy is pivoted on customer’s perceptions of a product’s design
and how well the design matches the original specifications dear and valued customers.

24
2.3 ORGANISATIONAL STRUCTURE

GROWTH

In the year 1971 the form started manufacturing both centrifugal mono bloc coupled pump
set within annual turnover 700000.the company entered into a rate contract with water supply
board of Tamilnadu, panchayat Raj Government of Andhra Pradesh, Government of Maharashtra
for supply of pump sets in early of 80’s.the successful installation and operation of pumps in
various villages of these area brought testimony to the quality of pump set.

In 1970, they were incepted as small-scale industry by their founder, for manufacturing
and supplying water handling pumps with a modest capital of Rs. 100. In 1990, their annual
turnover was few lakhs and reached to seven crores. the company was incorporated in the year
1991.they transmitted their manufacturing activity to new company (to an organizational activity)
on 27th April 1991.best engineering makes the parent company engaged in partly in charge of all
quality management of producing companies in group during December 2006.

25
2.4 FUNCTIONAL AREAS OF THE COMPANY

2.4.1 HUMAN RESOURCE DEPARTMENT

The process of providing training to the employees. HR department is

responsible for the recruitment, selection, and training for the employee and it is also responsible
for the employee welfare. This department has five trainers for carrying out training for new
employee and new updates among the employee.

PROCEDURE

 Recruitment
 Identification
 Training
 On the job and induction training
 Assessment of training effectiveness
HR MANAGER

TRAINING SECTION

WELFARE SECTION

ESI SECTION

2.4.2 MARKETING DEPARTMENT

Marketing department is responsible for packing the products which are produced in
production departments. Customer satisfaction is important key feature of BEST GROUPS.

26
ROLE OF MARKETING MANAGER

Marketing manager monitors, controls and coordinate the members of his department.
He is responsible for marketing for the marketing activities. Packing section, dispatch section,
sales section, service section are under the control of marketing manager. He is responsible for
increasing the number of customers and it has been achieved with the help of increasing customer
satisfaction.

SECTIONS OF THE DEPARTMENTS

 Despatch section
 Service section

2.4.3 PRODUCTION DEPARTMENT

The production department consists of five sections (i.e.) planning, winding, painting,
machine shop and assembly. Interactions and communications flow between these sections helps
to produce the product efficiently. The activities of production department are like preparation of
JO, indent for procurement of material, planning, winding, assembly and pre -dispatch are carried
out. Production department is controlled by production manager and this department consists of
80 members.

2.4.4 FINANCE AND ACCOUNT DEPARTMENT

Finance department has four sections namely purchase account section, expenses and
service account section, sales account section, cashier account section. Finance manager is
responsible for all the finance decision of the company in order to maximize the profit by
marketing effective plan.

ACCOUNTS DEPARTMENT

All the cash and credit transactions are in the accounts department i.e. BEST TECHNO
MANAGEMENT SYSTEMS (BTMS). They receive labor CCI, purchase CCI from the store and
invoice from the original supply and they match both invoices and CCI and they will make the
payment Unser the preview of the auditors.

27
FUNCTIONS OF THE ACCOUNTS DEPARTMENTS

 Planning
 Formulation of cash budget
 Working capital
 Negotiation with banks and financial institution
 Day to day management fund
 Purchase bill passing, sales and income tax matters
 Passing cash vouchers, cash payment vouchers
 Cash payment vouchers, bank voucher statement

2.4.5 PURCHASE DEPARTMENT

This department is responsible for the purchase of material which are required for the
production of pump set. Purchase manager is responsible for the process of evaluation, selection
and approval of supplier and theory rating method is followed. The order are placed and followed
up.

ROLE OF PURCHASE DEPARTMENT

 Interact with planning section for preparing material procurement plan.

 Authorize purchase orders on approved suppliers based on the supplier rating
 Ensure effective communication with all suppliers for arranging supply of materials
without delay
 Call for competitive quotation from approved suppliers for the supply of materials and
components.

PROCEDURE OF PURCHASE DEPARTMENT.

 Procedure for selection, evaluation and approval

 Procedure for placing of purchase orders
 Capital purchases
 Procedure for placing job orders
 Procedure for re evolution of supplier / processor and performance monitoring

28
RECORD MAINTAINED
 Indent book
 Enquire book
 Quotation book
 Goods inwards receipt, materials, (per month, per year)

2.4.6 STORES DEPARTMENT

The method of inward of material storage preservation stock control and issue to production
or further process store department consists of two section process store and component stores
store department consists of20 members including the store manager in each section the basic
function to manage stores carried out are

 Receiving of incoming consignment goods

 Safe keeping of goods stacking
 Disposal of undesirable goods
 Inventory management

PROCEDURE OF THE STORES DEPARTMENT

 Material receipt and order verification

 Stacking of materials and components
 Issue of materials for processing
 Material movement
 Preservation
 Stock monitoring

29
2.4.7 SALES DEPARTMENTS

The sales department deals with the process of handling customer order enquiries and
dispatch of products. Sales have been made according to the order placed by the customer. The
main dealer of best group is CROMPTON GREAVES LIMITED. Sales department will receive
order requisition from the dealers. Based on the requisition, the sales manager will prepare receipts
of enquire. According to the destination the manager plan and divides the work accordingly i.e.
the department plans to deliver the product within 7 days for local suppliers and 15 days for
outstation parties. Then the section will maintain the stock for the products.

EDP (ELECTRONIC DATA PROCESSING) DEPARTMENT

These are highly specialized and intricate components of larger environments. Data storage
are also standardized. Common file formats can be shared by large main-frame and desktop pcs.
At the other end any office manager can be able to work in spreadsheets or database and they can
obtain acceptable results.

DESIGNING AND DEVELOPMENT DEPARTMENT

A product development is the process of creating a new product or improving an existing

product to be sold by a business to its customers. Development refers that the entire process are
collectively to identify the market opportunity, creating the idea for appeal to the opportunity,
finally testing, modifying and refining the product until it is ready for the production.

The designer must concentrate the following critical goal while developing a product or improving
the existing product

 Utility
 Appearance
 Ease of maintenance
 Cost efficient
 Communication.

30
2.4.8 MAINTENANCE DEPARTMENT

The maintenance department mainly concentrate on the machine to reduce breakdown

hours from 10% to 8%. It helps to reduce the rate of layoff in the establishment.

Specialized department are ancillary departments adding some laurel to the business units.
The following are the specialized department of BEST ENGINEERING PUMPS PRIVATE
LIMITED.

 Human resource department

 Electronic data processing department
 Calibration lab
 Designing and development department
 Role of human resource manager
Human resource manager co-ordinate and manage his department staff in all the activities
of the department. He checks the employee performance and provides training if needed and
also take necessary action in case of regular absenteeism and inefficient performance.

PROCEDURE

 Recruitment of personnel
 Identification of opportunity
 Training of employee
 On the job and induction training
 Requirement section
 Executive /staff requirements are identified by requirement in charge and informed to hr.
manager. Based on CEO approval requirement is carried out. Selection is based on the
interview on competency requirement

31
VISION OF THE COMPANY

 Cost effective value engineering pumps which will earn for entire family for the customer.
 To make the entire pump industry solar based, energy efficient and cost effective
 Mission of the company
 To be the number one in our country producing energy efficient pump set for conserving
the most needed power.

MISSION OF THE COMPANY

To be the number one in our country producing energy efficient pump sets for
conserving the most needed power. “BEST GROUP OF COMPANIES” CONSISTS OF:

1. Two products manufacturing companies manufacturing water handling pump sets for,
Agriculture
Domestic and
Rural water supply
These units carry out R& D in this lean season and Finalize design materials and
manufacturing technology for new products launched every year. These units also have well
designed testing set up which is ISO 9001 certified by Intertek quality registrar. 90%
Of the products are market. We are also member a national body like bureau of Indian
standards and bureau of energy. Efficiency in the area of a pumps and motors.

2. Two companies manufacturing various components required for the products manufacture
by the manufacturing companies.
One manufacturing main components like:
Stator
Rotor samplings
Rotor bracing
Spline couplings
S.S bowls

32
 Impeller
Diffuser
Venturi tubes
Nozzles etc.
The two companies are also used our pilot to finalize the design and manufacturing
process of the critical components of the end products.

3. BEST ENGINEERS
EDP services and serving the pumps and motors of the above four manufacturing units. It
is an ISO 9001 company for their quality system by Intertek quality registrar. This
company was the first in this region to get ISO certification in the year 1996 for providing
technical services.
 An accounts company in charge of the financial accounts and control the finances of the
group
 A marketing company, completely in charge of marketing of the products manufactured
in our brand names.
 This marketing company has 10 branches well spread over the country and each branch
has a service center attached
 Need of customers efficiently and effectively.
 Genuine spare parts are made easily available in addition to providing prompt service.
 It has a well-knit distribution system with a large number of distributors and dealers
throughout the country.
 After sales service is a way of life with us.
 The concept of taking the customer as a member of our family has resulted in retaining
the top position in the domestic market.
 Each customer is a very valued member of our group.

33
2.5 RECENT DEVELOPMENT OF THE COMPANY

These include centrifugal mono blocks, submersibles in 3”,4” and 6”, centrifugal jet pumps,
shallow well jet pumps (0.5 HP to 1 HP) and self-priming pumps which work under a wide range
of voltage fluctuations from -30% to +10% to suit the Indian conditions. Two years ago, best
introduced solar pumps are ideal for individual houses, buildings, banks, etc. The end user can
avail of govt. subsidy to the extent of 60% of the cost of the pumps. According to MR. K
RAMAKRISHNAN, managing director, best engineer pumps, solar pumps can also be used in
remote areas. Barring the initial investment, solar pumps entail no running or maintenance
expenses. They are 100% energy savers for life.

Power Saving & Energy Conservation

Best Engineers Pumps are a member of the panel of BEE. Its open well submersibles, submersibles
and mono bloc pumps carry BEE 5star rating. The company also makes VFD pumps which help
save energy to the extent of 30%.

Power saving and energy conservation are the central tenets of the company’s vision. The founder,
Mr. J. Gowrisankar was a self-made industrialist, visionary and philanthropist who had won many
laurels for his outstanding contribution to the economic development of the region. He is said to
have dreamt of making the entire pump industry solar-based. He was one who strived relentlessly
to bring the efficiency level of Indian motors to the international level.

In keeping with his vision, Best is using energy efficient motors and alternative materials like
stainless steel and engineering plastics to cut down the cost of the end products and pass on the
benefit to the customer.

34
2.6 FUTURE PLAN

QUALITY NON-STOP - INTO THE FUTURE

 Conservation of energy is indeed the need of the nation today. We at BEST are fully aware of
this pressing need and are continuously working towards the development of technology for
proper utilization of the abundantly available renewable energy sources like solar and wind
energy.
 We are consistently giving innovative solutions in the pump industry sector that are a
combination of products, systems and energy conservation technology.
 We have R & D work going on in the development of solar cells & solar pumps and wind
energy-controlled pumps.
 We are continuously introducing new generation of pump sets - jet, submersible pumps,
shallow well pump & free flow pumps (Dewatering) and multistage self-priming pumps.
 Its R & D, headed by Mrs. Sripriya, also a Director, is continuously working on improving the
existing products, making them more cost-effective and energy efficient. It is also working on
development and improvisation of solar cells, solar pumps and wind energy-controlled pumps.
The company spends over 1.5% of its annual turnover on R & D. It is regularly introducing
new generation pumps which are designed to work in adverse conditions in the Indian
environment. Power quality problems are a major issue. Best pumps are built tough to outlive
these conditions. Best is an ISO-9001/ISO 14000 and OSHAS 18001 certified company that
follows the best of manufacturing practices to chisel out world-class products. The company
has two manufacturing facilities, two component making units, and two foundries all within a
radius of three kilometers. It has an 800 strong workforce committed to the pursuit of
excellence. Its Marketing Wing, Best Pumps India P. Ltd. has 12 branches spread across the
country. The products are sold through its network of 450 plus dealers. Best also exports its
products. The company clocked a turnover of Rs.200 crores in the last fiscal.

35
 Best manufactures roughly 4 lakh pumps a year. It has registered a steady growth of 10-
15% per annum. “The downswing in the industry in the industry and the economy also
affected us. We hope the coming year should be better,” states Mr. Ramakrishnan in quiet
optimism. The company has a tie-up with a giant in consumer durables to market products
under its brand name. Enlightening on its major strengths, Mr. Ramakrishnan says, best
has the where withal to meet any demand for pumps within a stipulated time. Based on the
feedback from the customers, the company can simulate the field conditions and develop
any futuristic product to suit the market requirements.
 “We do continuous value engineering and come out with lasting solutions to help the
customer,” elucidates Mr. Ramakrishnan who is also the Sr. Vice President of the Indian
Pump Manufacturers’ Association (IPMA).

36
PRODUCT AND SERVICES

Pumps and motors are the product produced in the company. Principally pump
converts mechanical energy of motor into fluid flow energy. The following are the product
produced,

 centrifugal jet pump

 centrifugal open well submersible
 centrifugal mono bloc pumps
 horizontal multistage
 centrifugal shallow well jet
 centrifugal free flow pumps(dewatering)
 mono bloc submersible pumps
 centrifugal regenerative pumps
 compressor pumps
 Automatic pressure boosting system.
 vertical multistage pumps
 control panel

37
FEATURES OF THE COMPANY

 Effective quality system

 Works out a suitable strategy in developing new and acceptable product.
 To meet any type of demand within stipulated time.
 Adjusted to fluctuating marketing demand

BRANCHES OF THE COMPANY

 Best engineering pumps private limited

 ENBEST pumps (India) private limited
 Gowri metal
 Best pumps India private limited
 Best engineering
 Best techno management service.

CLIENT

With wide industry experience and support of our team, we are offering comprehensive
products to our esteemed clients. Being customer center firm, we double check all the measurement
with respect to our standards device. Adherence to quality standards and customers friendly
approach has helped the company to extend client base to 70 within Coimbatore and more than
100 in India,

QUALITY INFRASTRUCTURE

Quality is tradition in Best engineering pumps private limited. The pumps produced are of best
and lasting quality. A professional quality MS ensures the safety, efficiency and environmental
friendliness of their products and systems.it also forms the frame work of operation and ensures
quality all stage.

38
ACHIEVEMENT

 Udyog patra award for quality in 1987

 National award for quality in 1987
 Trans world trade fair selection award in 1987
 Udyog vibushan award for quality in 1989
 “ITID” quality excellence award in 1992
 “Rajiv Gandhi national award” for quality in 1995
 “Bharathiya jothi udyog award” in 1992.

2.8 SWOT ANALYSIS

In swot analysis you identify strength, weakness, and market opportunities for your
company and threats to your business. The way to use the analysis is develop marketing strategies
that will minimize the effect of weaknesses on the business. While maximising the strengths. By
that will help in matching your strength against the market opportunities.

1. STRENGTHS
A. job knowledge
B. productivity
C. job perfection
D. professional ability
E. sense of responsibilities
F. initiative
G. supervisory/ managerial skills

2. WEAKNESS:
All weakness to be pointed by the immediate supervisors/foreman/engineer/managers of
their subordinates so that corrective measures (such as training of the relevant job, discipline,
co-operation, attitude& behaviour) are to be adopted for improvement of quality of products.

39
 4. OPPORTUNITIES:

 Industrial engineering
Spare parts and other components.

 Maintenance
After sales services.

 Distribution
Sales offices chain around the country
 Operations
Making joint venture with firms R&D program.
 Public relations.
Showing the true pictures and attracting new buyers

 Purchasing
Increasing its physical and technological capabilities

4. THREATS:

 Economic conditions.

The current economic conditions of the country.

 Legal environment.

The laws conflicts in the business for the legal frame work.

 Technology

The technological changes in terms of innovative.

 Competition.
More threats from the competitors with low pricing strategy.

 Markets.

Business condition and the market condition.

40
COMPITITORS OF THE COMPANY

 Deccan industries

 Texmo industries

 Suguna motors and pumps

 Gransa industries-CRI pumps

 CRI pumps private limited

 Ventura pumps-sharp industries

41
 CHAPTER- III
METHODOLOGY

3.1 INTRODUCTION TO RESEARCH

Research is the process of systematic and in-depth of study or search for any particular topic,
subject or area of investigation, backed by collection, compilation. Presentation and interpretation
of relevant details or data. Research methodology is a way to systematically solve the research
problem. It may be understood as a science of studying how research is done scientifically

Research may develop hypothesis and test it. In it we study the various steps that are generally
adopted by the researcher in studying his research problem along with the logic behind them.

Research must not be based on fact observable data forms of sound basis for research inductive
investigation lead better support to research finding for analysing facts a scientific methodology
of analysis must be developed and result interpreted logically.

It is necessary for the researcher to know not only the research method or techniques but also
the methodology. thus when we talk of research methodology we not only talk of the research
methods but also consider the logic behind the methods we use in the context of our research study
and explain why we are using a particular method or technique and why we are not using others
so that research results are capable of being evaluated either by the researcher himself or by others.
Research problems would result in certain conclusion by means of logical analysis which the
decision-maker may use for his action or solution.

3.2 RESEARCH DESIGN

A research design is purely and simply the framework plan for a study that guides the collection
and analysis of a data. In this study the researcher has adopted descriptive research design.

42
DESCRIPTIVE RESEARCH DESIGN
It includes survey and fact findings enquiries of different kinds. It simply describes something
such as a demographic of employees. It deals with description of the state of offers as it is and the
researcher have no influence on the respondents.

3.3 DATA COLLECTION

Data collection is one of the most important aspects of research. For the success of any project
accurate data is very important and necessary. The information collected through research
methodology must be accurate and relevant.

METHODS OF DATA COLLECTION

 primary data
 secondary data

 PRIMARY DATA
Data collected by a researcher is known as a primary data. It is collected by a person for his
own use obtained from findings. This is considered as first-hand information. This is that data
which is collected by us to meet our own specific purpose. This method of data collection is very
popular particularly in big organisations.

 SECONDARY DATA
Secondary data means data that are already available i.e., they refer to data which has already
been collected and analysed by someone else. this type of data information can also use by the
researcher for his use as second hand Information sources through which is secondary data can be
collected. Secondary data may either be published data or unpublished data.

3.4 RESEARCH APPROACH

Survey method- The survey method is that technique of gathering data by asking questions to
People who are thought to have desired information.

43
THE RESEARCH INSTRUMENT
Questionnaire- the questionnaire is prepared in such a way that is correct the comprehensive
objectives of the study. Open end. Multiple choice questionnaire adopted in this research.

PERIOD OF STUDY:
The time period of the study is 60 days.

THE RESPONDENT:
The employees of the organisation.

3.5 SAMPLING METHOD

It is the process of selecting representative subset of a total population for obtaining data for the
study of whole population the subset is known as sample. The sample size is selected for the study
126 employees. The techniques of sampling unit in this study are simple random sampling.

3.6 SAMPLING DESIGN

The sampling technique used for the study is simple random sampling

SIMPLE RANDOM SAMPLING:

Simple random sampling is the basic sampling technique where we select a group of subjects
(as sample) for study from a larger Group (a population). Each individual is Chosen entirely by
chance and each member of the population has an equal chance of being included in the sample.

3.7 STATISTICAL TOOLS

A. simple percentage analysis
B. chi-square
C. One way ANOVA

44
A. SIMPLE PERCENTAGE ANALYSIS:

Simple percentage can also be used to compare the relationship distribution of two or more
items for calculating the simple percentage the following formula used.

No of Respondent
Percentage of Respondent = x 100
Total no. of Respondents

B. CHI-SQUARE:

Chi-square test is used to determine if there is any association between two Opinions

C. ONE WAY ANOVA

The one way ANOVA compares the means between the groups you are interested in and
determines whether any of those means are statistically significantly different each other
specifically, if test the null hypothesis:
A statistical hypothesis which is stated for the purpose of possible acceptance is called null
hypothesis. It is usually denoted by the symbol Ho.

45
 CHAPTER- IV
DATA ANALYSIS AND INTERPRETATION

 ANALYSIS
Analysis is classifying and rearranging the raw data to arrive at meaningful
interpretation.

INTERPRETATION

 Interpretation is essential because it brings the outcome of the analysis into forefront

 Interpretation leads the establishment of explanatory concepts that can be serve as guide
for research studies

 Research can appreciate only through interpretation which can make other understand of
researcher finding a per project study. The data collect are analysed using simple
percentage tool as against the total number of the respondents

 The content analysis presented in the form of tables and charts

46
4.1. SIMPLE PERCENTAGE ANALYSIS

AGE OF THE RESPONDENTS:

To understand the age profile of the respondents they are classified into four categories as 18 to
25 years, 26 to 32 years, 33 to 40 years, and above 40 years. The following table gives us the
particulars of age wise calculation.
TABLE NO-1 AGE OF THE RESPONDENT

age
Frequency Percent Valid Percent Cumulative Percent
18 years to 25 years 28 22.2 22.2 22.2
26 years to 32 years 34 27.0 27.0 49.2
33years to 40 years 31 24.6 24.6 73.8
above 40 years 33 26.2 26.2 100.0
Total 126 100.0 100.0
CHART NO-1 Age of the respondent

INTERPRETATION

The above table shows that 22.2 percent of the respondent are between 18 to 25 years of age,
27.0 percent of the respondent are between 26 to 32 years of age, 24.6 percent of the respondents
are between 33 to 40 years of age, 26.2percent of the respondent are between and above 40 years
of age. From the analysis:

INFERENCE:
Majority of the respondents belong to the age group of 26 to 32 years

47
GENDER OF THE RESPONDENTS:

Respondents are classified on the basis of gender. Male and female the distribution of the
respondents according to gender is presented in table.

TABLE NO-2 GENDER OF THE RESPONDENT

GENDER
Frequency Percent Valid Percent Cumulative Percent
male 85 67.5 67.5 67.5
female 41 32.5 32.5 100.0
Total 126 100.0 100.0
CHART NO-2 Gender of the respondent

INTERPRETATION:
The above table shows that 67.5 percent of the respondents are male and 32.5 percent of
the respondents are female. From the analysis:

INFERENCE:
The majority of respondents belong to the gender of the male respondents 67.5

48
MARITAL STATUS OF THE RESPONDENTS:
The respondents are classified on the basis of their marital status. The distribution of
employees according to marital status is presented in table.

TABLE NO-3 MARITAL STATUS OF THE RESPONDENT

MARITAL STATUS
Frequency Percent Valid Percent Cumulative Percent
married 82 65.1 65.1 65.1
unmarried 37 29.4 29.4 94.4
divorce 1 .8 .8 95.2
widow 6 4.8 4.8 100.0
Total 126 100.0 100.0

CHART NO-4 MARITAL STATUS OF THE RESPONDENT

INTERPRETATION:
The above table shows that 65.1 percent of the respondents are married, 29.4 percent of the
respondents are unmarried, .8 percent of the respondents are divorced and 4.8 percent of the
respondent are widow. From the analysis:

INFERENCE:
The majority of respondents belong to the marital status of the married respondents 65.

49
SALARY OF THE RESPONDENTS:

The respondents are classified on the basis of their monthly income. The distribution of
employees according to monthly income is presented in table.

TABLE NO-4 SALARY OF THE RESPONDENTS

Salary
Frequency Percent Valid Percent Cumulative Percent
below 10,000 14 11.1 11.1 11.1
10,000 to 15,000 28 22.2 22.2 33.3
15,000 to 20,000 43 34.1 34.1 67.5
20,000 to 25,000 26 20.6 20.6 88.1
above 25,000 15 11.9 11.9 100.0
Total 126 100.0 100.0

CHART NO-4 SALARY OF THE RESPONDENT

INTERPRETATION:
The above table shows that 11.1 percent of the respondents are having below 10,000 as
monthly income, 22.2 percent of the respondents are between 10,000 to 15,000 RS, 34.1 percent
of the respondents are between 15,000 to 20,000 RS, 20.6 percent are respondents between 20,000
to 25,000 RS, and 11.9 percent of the respondent are above 25,000 RS as monthly income. From
the analysis:
INFERNCE:
The majority of the respondents belong to salary of the respondents are between in the
monthly salary of 15,000 to 20,000

50
EDUCATIONAL QUALIFICATION OF THE RESPONDENT:
The respondents are classified on the basis of their education level. The distribution of
employees according to highest education level is presented in table.
TABLE NO-5 EDUCATIONAL QUALIFICATION OF THE RESPONDENT

Qualification

Frequency Percent Valid Percent Cumulative Percent

below SSLC 11 8.7 8.7 8.7
up to HSC 26 20.6 20.6 29.4
up to UG degree 39 31.0 31.0 60.3
up to PG degree 35 27.8 27.8 88.1
up to diploma 15 11.9 11.9 100.0
Total 126 100.0 100.0

CHART NO-5 EDUCATIONAL QUALIFICATION OF THE RESPONDENT

INTERPRETATION:
The above table shows that 8.7 percent of the respondents are below SSLC, 20.6 percent of
the respondents are up to HSC, 31.0 percent respondents are up to UG degree, 27.8 percent of the
respondents are up to PG degree, 11.9 percent of the respondents up to diploma. From the analysis:
INFERENCE:
The majority of the respondents belong to the educational of the respondents are 31.0 up to
UG degree.

51
WORKING OF THE RESPONDENT
The working respondents are classified on the basis of how they know about the
organisation. The distribution of employees according to working employee of the organisation
is presented in table.
TABLE NO-6 WORKING OF THE ORGANISATION

working.org
Frequency Percent Valid Percent Cumulative Percent
below two years 14 11.1 11.1 11.1
Two years to five years 39 31.0 31.0 42.1
five year to ten years 43 34.1 34.1 76.2
above ten years 30 23.8 23.8 100.0
Total 126 100.0 100.0

CHART NO-6 WORKING OF THE ORGANISATION

INTERPRETATION:
The above table shows that 11.1 percent of the respondents are below two years, 31.0 percent
of the respondents are up to two to five years, 34.1 of the respondents are up to five to ten years
23.8 of the respondents above ten years are working in organisation. From the analysis:
INFERENCE:
The majority of the respondents belong to the long work in organisation five to ten years 34.

52
MOTIVATED TO TAKE THE JOB:
The respondents are classified on the basis of motivation to take up job. The distribution of
employees according to motivation is presented in table.

TABLE NO- 7 MOTIVATED TO TAKE UP THE JOB

Motivated take up job
Frequency Percent Valid Percent Cumulative Percent
salary 28 22.2 22.2 22.2
nature of job 27 21.4 21.4 43.7
native of job 43 34.1 34.1 77.8
reputation 28 22.2 22.2 100.0
Total 126 100.0 100.0

CHART NO-7 MOTIVATED TO TAKE UP JOB

INTERPRETATION:
The above table shows that 20.2 percent of the respondent are motivated by salary, 21.4
percent of the respondents are motivated by the nature of job, 34.1 percent of the respondent are
motivated to native of the job and 22.2 percent of the respondents are motivated by reputation.
From the analysis:
INFERENCE:
The majority of the respondents are motivated to take up the job by native of the job 22.2

53
WORKING TIME FLEXIBLE:
The respondents are classified on the basis of their satisfaction with the working hours.
The distribution of an employee according to satisfaction with the working time is presented in
table.

TABLE NO-8 WORKING TIME FLEXIBLE

Working time. flexible

Frequency Percent Valid Percent Cumulative Percent
strongly agree 36 28.6 28.6 28.6
Agree 43 34.1 34.1 62.7
Neutral 26 20.6 20.6 83.3
Disagree 15 11.9 11.9 95.2
strongly disagree 6 4.8 4.8 100.0
Total 126 100.0 100.0
CHART NO-8 WORKING TIME FLEXIBLE

INTERPRETATION:
The above table shows that 28.6 percent of the respondents are strongly agree with working
time, and 34.1 percent of the respondents are agree with working time. 20.6 percent of the
respondents are neutral with working time 11.9 percent of the respondents are disagree with
working time 4.8 percent of the respondents are strongly disagree with working time.

INFERENCE:
The majority of respondents belong to agree with working time.34.1

54
FEEL DISCRIMINATED:
The respondents are classified on the basis of feeling discriminated the distribution of
employee according to be feel discriminated presented in public

TABLE NO-9 FEEL DISCRIMNIATED

Feel discriminated
Frequency Percent Valid Percent Cumulative Percent
Gender 21 16.7 16.7 16.7
Ethnicity 14 11.1 11.1 27.8
orientation 44 34.9 34.9 62.7
Disability 22 17.5 17.5 80.2
Others 25 19.8 19.8 100.0
Total 126 100.0 100.0

CHART NO-9 FEEL DISCRIMNIATED

INTERPRETATION:

The above table shows that 16.7 percent of the respondent gender have been feel
discriminated and 11.1 percent of the respondents’ ethnicity feel discriminated 34.9 of respondent
have orientation problems 17.5 percent of the respondents disability feel discriminated 19.8 others
of the respondents feel discriminated

INFERENCE:
The majority of respondents belong to the orientation 34.

55
ATTENDED TRAINING PROGRAMS

The respondents are classified on the basis of attended training programs. The distribution of
employees according to attended training programs is presented in table.

TABLE NO-10 TRAINING PROGRAMS

Training programs
Frequency Percent Valid Percent Cumulative Percent
yes 23 18.3 18.3 18.3
no 103 81.7 81.7 100.0
Total 126 100.0 100.0

CHART NO-10 TRAINING PROGRAMS

INTERPRETATION:
The above table shows that 18.3 percent of the respondents are present attend training
program, 81.7 percent of the respondents are does not attend training programs. From the
analysis:

INFERENCE:
The majority 81.7 percent of the respondents are not attend the training programs

56
DEGREE OF SATISFACTION:
The respondents are classified on the basis of their satisfaction with the distribution of
employees according to the satisfaction is presented in table.

TABLE NO-11 DEGREE OF SATISFACTION

Degree of. Satisfaction
Frequency Percent Valid Percent Cumulative Percent
satisfied 40 31.7 31.7 31.7
neutral 40 31.7 31.7 63.5
dissatisfied 24 19.0 19.0 82.5
strongly dissatisfied 22 17.5 17.5 100.0
Total 126 100.0 100.0

CHART NO-11DEGREE OF SATISFACTION

INTERPRETATION:
This table shows that 31.7 percent of respondents are satisfied with degree of satisfaction,
31.7 percent of the respondents are neutral with degree of satisfaction, 19.0 percent of respondents
are dissatisfied with degree of satisfaction 17.5 percent of respondents are strongly dissatisfied
with degree of satisfaction.

INFERENCE:
The majority of respondents belong to the satisfied& neutral of 31.7.

57
GROWTH &DEVELOPMENT
The respondents are classified on the basis of career enhancement opportunities. The
distribution of employees according to career enhancement opportunities for your growth &
development is presented table.

TABLE NO-12 GROWTH & DEVELOPMENT

Growth development
Frequency Percent Valid Percent Cumulative Percent
yes 73 57.9 57.9 57.9
no 53 42.1 42.1 100.0
Total 126 100.0 100.0

CHART NO- 12 GROWTH & DEVELOPMENT

INTERPRETATION:
The above table shows that 57.9 percent of the respondents are company provides career
enhancement opportunities. And 42.1 percent of the respondents are company does not provide
career enhancement opportunities. From the analysis
INFERENCE:

The majority of respondents belongs to the yes on 57.9

58
REASON FOR LEAVING THE ORGANISATION:
The respondents are classified on the basis of their reason for leaving the organisation. The
distribution of employees according to reason for leaving the organisation is presented in table.

TABLE NO-13 LEAVING THE ORGANISATION

Leave the org
Frequency Percent Valid Percent Cumulative Percent
career opportunity 33 26.2 26.2 26.2
higher salary 48 38.1 38.1 64.3
team fitment 19 15.1 15.1 79.4
marriage 22 17.5 17.5 96.8
others 4 3.2 3.2 100.0
Total 126 100.0 100.0

CHART NO-13 LEAVING THE ORGANISATION

INTERPRETATION:
The above table shows that 26.2 percent of the respondents are reason for leave is career
opportunity,38.1 percent of the respondents are reason for leave is higher salary, 15.1 percent of
the respondents are reason for leave is team fitment and 17.5 percent of the respondents are reason
for leave other reason. From the analysis:

INFERENCE:
The majority of respondents are belongs to higher salary 38.1

59
SATISFIED WITH THE INCENTIVES:

The respondents are classified on the basis of their satisfaction with the incentives the
distribution of employees according to satisfaction with the incentives is presented in table.

TABLE NO -14 SATISFIED WITH INCENTIVES

Satisfied incentives
Frequency Percent Valid Percent Cumulative Percent
Yes 69 54.8 54.8 54.8
no 57 45.2 45.2 100.0
Total 126 100.0 100.0

CHART NO – 14 SATISFIED WITH INCENTIVES

INTERPRETATION:
The above table shows that 54.8 of the respondents are satisfied with their incentives 45.2
percent of the respondents are not satisfied with their incentives. From the analysis:

INFERENCE:
The majority of the 45.2 respondents are not satisfied with their incentives.

60
PARTICIPATION HOLIDAYS:
The respondents are classified on the basis of work scheduled in holidays. The distribution of
employees according to involving in participating holidays is presented table.
TABLE NO -15 PARTICIPATING HOLIDAYS
Participation holidays
Frequency Percent Valid Percent Cumulative Percent
highly involved 22 17.5 17.5 17.5
involved 29 23.0 23.0 40.5
neutral 33 26.2 26.2 66.7
not much involved 20 15.9 15.9 82.5
not at all 22 17.5 17.5 100.0
Total 126 100.0 100.0

CHART NO-15 PARTICIPATING HOLIDAYS

INTERPRETATION:
The above table that shows that 17.5 percent of the respondents are highly involved in
holiday, 23.0 percent of the respondents are involved in holiday, 26.2 percent of the respondents
are neutral in holiday, 15.9 percent of the respondents are not much involved in holiday, 17.5
percent of the respondents not at all. From the analysis:

INFERENCE:
The respondents are belong to the respondents are neutral in holidays.26.2

61
SELECT YOUR CAREER
The respondents are classified on the basis having selecting a career. The distribution of
employees according to select your career.
TABLE NO- 16 SELECT YOUR CAREER
Select your career
Frequency Percent Valid Percent Cumulative Percent
self Interest 41 32.5 32.5 32.5
behaviour 52 41.3 41.3 73.8
Aim 33 26.2 26.2 100.0
Total 126 100.0 100.0

CHART NO-16 SELECT YOUR CAREER

INTERPRETATION:

The above table shows that 32.5 percent respondents are self-interest to select your career,
41.3 percent of the respondents are behaviour to select your career, 26.2 percent respondents are
aim to select your career. From the analysis:

INFERENCE:
The majority of respondents to select your behaviour 41.3 percent.

62
EMPLOYEE ASSISTANCE PROGRAM
The respondents are classified on the basis of their employee assistance program. The
distribution of employees according to employee assistance program is presented in table.

TABLE NO- 17 EMPLOYEE ASSISTANCE PROGRAM

Employee assistance program
Frequency Percent Valid Percent Cumulative Percent
Superiors 35 27.8 27.8 27.8
co-workers 44 34.9 34.9 62.7
employee orientation 35 27.8 27.8 90.5
Others 12 9.5 9.5 100.0
Total 126 100.0 100.0

CHART NO-17 EMPLOYEE ASSISTANCE PROGRAM

INTERPRETATION:
The above table shows that 27.8 percent of the respondents are the superiors employee
assistance program, 34.9 percent of the respondents are co-workers employee assistance
program,27.8 percent of the respondents are employee orientation are employee assistance
program 9.5 percent of respondents are others of an employee assistance program.

INFERENCE:
The majority of the respondents are co-workers 34.9

63
FOLLOWING CAUSE PROBLEMS:
The respondents are classified on the basis of their following cause problem. The distribution
of the employees according to following cause problems with the presented table.

TABLE NO- 18 FOLLOWING CAUSE PROBLEM

Following cause problems
Frequency Percent Valid Percent Cumulative Percent
shift work 43 34.1 34.1 34.1
unfair distribution of work 44 34.9 34.9 69.0
poor supervision 28 22.2 22.2 91.3
underutilization of work 10 7.9 7.9 99.2
Total 126 100.0 100.0

CHART NO- 18 FOLLOWING CAUSE PROBLEM

INTERPRETATION:
The above table shows that 34.1 percent of respondents are the shift work following cause
problem, 34.9 percent of the respondents are the unfair distribution of work following cause
problem, 22.2 percent of the respondents are the poor supervision of work following cause
problem, 7.9 percent of the respondents are the underutilization of work following cause problem.
INFERENCE:
The majority of respondents are unfair distribution of work 34.9

64
WORKING RELATION PROBLEMS:
The respondents are classified on the basis of their relation working relation problems. The
distribution of employees according to working relation problem with the presented table.

TABLE NO- 19 WORKING RELATION PROBLEMS

Frequency Percent Valid Percent Cumulative Percent

poor relation with superiors 21 16.7 16.7 16.7
poor relations with workmates 48 38.1 38.1 54.8
impersonal treatment 39 31.0 31.0 85.7
lack of communication from management 18 14.3 14.3 100.0
Total 126 100.0 100.0

CHART NO- 19 WORKING RELATION PROBLEMS

INTERPRETATION:
The above table shows that 16.7 percent of the respondents are poor relation with superiors,
37.3 percent, of the respondents are poor relations with workmates, 30.2 percent of the
respondent’s impersonal treatment, and 13.5 percent of the respondents’ lack of the
communication from management
INFERENCE:
The majority of the respondents are poor relations with workmates 37.3

65
GUIDED REGARDING YOUR JOB:
The respondents are classified on the basis of their guided regarding your job. The distribution
of the employees according to guided regarding your job in the presented table.
TABLE NO-20 GUIDED REGARDING YOUR JOB
Guided regarding your job
Frequency Percent Valid Percent Cumulative Percent
yes 20 15.9 15.9 15.9
no 43 34.1 34.1 50.0
undecided 37 29.4 29.4 79.4
to some extend 20 15.9 15.9 95.2
never 6 4.8 4.8 100.0
Total 126 100.0 100.0

CHART NO- 20 GUIDED REGARDING YOUR JOB

INTERPRETATION:
The above table shows that 15.9 percent of the respondents are yes with guided regarding
your job,34.1 percent of the respondents are no with guided regarding your job,29.4 percent of
the respondents are undecided with guided regarding your job. 15.9 percent of the respondents are
to some extend with guided regarding your job, 4.8 percent of the respondents are to the never
with guided regarding your job.
INFERENCE:
The majority of the respondents no with guided regarding your job 34.1

66
REWARDS FOR PERFOMANCE:
The respondents are classified on the basis of their rewards for performance. The distribution
of employees according to the rewards of performance is presented in table.

TABLE NO-21 REWARD FOR PERFOMANCE

Rewards for org performance
Frequency Percent Valid Percent Cumulative Percent
monetary rewards 28 22.2 22.2 22.2
holiday vouchers 37 29.4 29.4 51.6
medals and trophies 31 24.6 24.6 76.2
special scholarship 30 23.8 23.8 100.0
Total 126 100.0 100.0

CHART NO-21 REWARD FOR PERFOMANCE

INTERPRETATION:
The above table shows that 22.2 percent of the respondents are monetary rewards with
rewards of performance, 29.4 percent of the respondents are holiday vouchers with rewards of
performance, 24.6 percent of the respondents are medals and trophies with rewards of
performance, 23.8 percent of the respondents are special scholarship with rewards of performance.
INFERENCE:
The majority of respondent’s holiday vouchers of 29.4

67
DEVELOPMENT PROGRAM:
The respondents are classified on the basis of their development program. The distribution
of employees according to satisfaction with the development program in presented table.

TABLE NO-22 DEVELOPMENT PROGRAMS

Development programs initiated by org
Frequency Percent Valid Percent Cumulative Percent
training with assessment 16 12.7 12.7 12.7
employee development programs 38 30.2 30.2 42.9
employee orientation programs 34 27.0 27.0 69.8
post training 22 17.5 17.5 87.3
Mentoring 16 12.7 12.7 100.0
Total 126 100.0 100.0

CHART NO-22 DEVELOPMENT PROGRAMS

INTERPRETATION:
The above table shows that 12.7 percent of the respondents are training with assessment
development programs, 30.2 percent of the respondents are employee development programs, 27.0
percent of the respondents are employee orientation programs with development programs 17.5
percent of respondents are post training with development programs, 12.7 percent of respondents
are mentoring with development programs.
INFERENCE:
The majority of the respondents are employee development program 30.2

68
4.2 CHI-SQUARE ANALYSIS:

AGE AND WORKING TIME FLEXIBLE

TABLE NO 4.2.1 AGE AND WORKING TIME FLEXIBLE CROSS TABULATION

Count

Working time flexible

strongly agree Agree neutral disagree strongly disagree Total

Age 18 years to 25 years 7 14 5 1 1 28

26 years to 32 years 10 10 6 7 1 34

33years to 40 years 8 8 8 4 3 31

above 40 years 11 11 7 3 1 33

Total 36 43 26 15 6 126

Chi-Square Tests
Asymptotic
Significance (2-
Value DF sided)
Pearson Chi-Square 10.194a 12 .599
a. 8 cells (40.0%) have expected count less than 5. The minimum
expected count is 1.33.

INTERPRETATION:
Null hypothesis is accepted since the significance value obtained is .599(>.05) so there is no
significance between age & working time flexible

69
WORKING ORG AND DEGREE OF SATISFACTION

TABLE NO 4.2.2 WORKING.ORG AND DEGREE OF SATISFACTION CROSS

TABULATION
Count
Degree of satisfaction
strongly
satisfied neutral dissatisfied dissatisfied Total
working.org below two years 5 5 3 1 14
Two years to five years 15 11 9 4 39
five year to ten years 13 11 8 11 43
above ten years 7 13 4 6 30
Total 40 40 24 22 126

CHI-SQUARE TESTS
Asymptotic
Significance (2-
Value DF sided)
Pearson Chi-Square 7.971a 9 .537
a. 4 cells (25.0%) have expected count less than 5. The minimum
expected count is 2.44.

INTERPRETATION:
Null hypothesis is accepted since the significance value obtained is .537(>.05) so there is no
significance between working organization & degree of satisfaction

70
SALARY AND PARTICIPATION HOLIDAYS

TABLE NO 4.2.3 SALARY AND PARTICIPATION HOLIDAYS CROSS TABULATION

participation holidays
not much
highly involved Involved neutral involved not at all Total
salary below 10,000 2 4 5 2 1 14
10,000 to 15,000 3 7 10 4 4 28
15,000 to 20,000 9 9 6 9 10 43
20,000 to 25,000 5 7 6 3 5 26
above 25,000 3 2 6 2 2 15
Total 22 29 33 20 22 126

Chi-Square Tests
Asymptotic
Significance (2-
Value DF sided)
Pearson Chi-Square 10.575a 16 .835
a. 16 cells (64.0%) have expected count less than 5. The minimum
expected count is 2.22.

INTERPRETATION
Null hypothesis is accepted since the significance value obtained is .835(>.05) so there is
no significance between salary & participation holidays

71
 4.3 FACTORS ARE THE RESPONDENTS TABLE COMPARED WITH
AGE FACTORS:
 Ho – There is no significant difference between the respondents of employee retention
factors are to be the given table
 H1- There is significant difference between the respondents of employee retention
factors are to be the given table
TABLE NO 4.3.1 THE RESPONDENTS ARE COMPARED WITH AGE FACTOR
ANOVA
Sum of Mean
Squares DF Square F Sig.
Good relationship with Between Groups .934 3 .311 .315 .814
management Within Groups 120.439 122 .987
Total 121.373 125
Rewards Between Groups 10.114 3 3.371 2.937 .036
Within Groups 140.021 122 1.148
Total 150.135 125
infrastructure Between Groups 2.679 3 .893 .655 .581
Within Groups 166.250 122 1.363
Total 168.929 125
Work schedule Between Groups 4.315 3 1.438 1.041 .377
Within Groups 168.614 122 1.382
Total 172.929 125
Company policy. Procedure Between Groups 4.259 3 1.420 1.037 .379
Within Groups 166.955 122 1.368
Total 171.214 125
Promotion opportunity Between Groups 7.498 3 2.499 2.622 .054
Within Groups 116.279 122 .953
Total 123.778 125
Job security Between Groups 9.171 3 3.057 3.335 .022
Within Groups 111.821 122 .917
Total 120.992 125
Statutory benefit Between Groups 3.128 3 1.043 .976 .407
Within Groups 130.372 122 1.069
Total 133.500 125
Motivation .employees Between Groups 6.850 3 2.283 1.868 .139
Within Groups 149.118 122 1.222
Total 155.968 125
Rate of the. Appraisal system Between Groups 14.842 3 4.947 3.472 .018
Within Groups 173.864 122 1.425
Total 188.706 125
INTERPRETATION:
The above table shows that significant value is not less than (0.05) value. Hence null
hypothesis is accepted so there is no significant difference between in a table information
compared with an age factor and the respondents of employee retention factors.

72
 CHAPTER- V

FINDINGS, SUGGESTIONS, AND CONCLUSIONS

5.1 FINDINGS:

 Majority of the respondents belong to the age group of 26 to 32 years

 The majority of respondents belong to the gender of the male respondents 67.5
 The majority of respondents belong to the marital status of the married respondents 65.1
 The majority of the respondents belong to salary of the respondents are between in the
monthly salary of 15,000 to 20,000
 The majority of the respondents belong to the educational of the respondents are 31.0 up
to UG degree.
 The majority of the respondents belong to the long work in organisation five to ten years
34.1
 The majority of the respondents are motivated to take up the job by native of the job 22.2
 The majority of respondents belong to agree with working time.34.1
 The majority of respondents belong to the orientation 34.9
 The majority 81.7 percent of the respondents are not attend the training programs
 The majority of respondents belong to the satisfied& neutral of 31.7.
 The majority of respondents belongs to the yes on 57.9
 The majority of respondents are belongs to higher salary 38.1
 The majority of the 45.2 respondents are not satisfied with their incentives.
 The respondents are belong to the respondents are neutral in holidays.26.2
 The majority of respondents to select your behaviour 41.3 percent.
 The majority of the respondents are co-workers 34.9
 The majority of respondents are unfair distribution of work 34.9
 The majority of the respondents are poor relations with workmates 37.3
 The majority of the respondents no with guided regarding your job 34.1
 The majority of respondent’s holiday vouchers of 29.4
 The majority of the respondents are employee development program 30.2

73
CHI- SQUARE:

 There is no significant relationship between age and working time flexible null
hypothesis is accepted.
 There is no significant relationship between working organisation and degree of
satisfaction null hypothesis is accepted.
 There is no significant relationship between salary and participation holidays null
hypothesis is accepted.

ONE WAY ANOVA:

 There is no significant between compared with an age factor null hypothesis

accepted.

5.2 SUGGESTIONS:

 The company should provide better motivation to the employees. So that improves the
satisfaction of the employees.

 The company should maintain a good relationship with the employees that help to
improve their production.

 The company want to change their work schedule and policies of their organisation.

 The company should also develop their infrastructure facility of their organisation.

 The company want to reduce their employee retention problem and provide promotion
offers to their employees

74
5.3 CONCLUSION:

The research has a humble attempt in identifying the cause of employee retention and come
up with a few suggestion. BEST ENGINEER PUMPS PVT LTD COIMBATORE exists a high
level of employee retention.

So, the management has simply to concretize people and live them alone with an environment
in which they find it possible to behave appropriately, identify the problem, Appreciate they need
to resolve it, identify the factors and contributing to the problem and behave in ways that would
either eliminate the casual variables or reduce their influence on the problems. Though slow, the
process of concretization is sure to produce the desired results conducted in proper ways.

75
BIBLIOGRAPHY

Reference:
1. Muhammad Hassan, Sobia Hassan, Kashif Ud Din Khan And M.AkramNaseem,
Employee Retention as a Challenge in Leather Industry, Global Journal of Human
Social Science, Volume-11, Issue-2, and March 2011.

2. Tammy C. Morse and Bahaudin G. Mujtaba, Humor Resource Leaders and Employee
Retention in the 21st Century Workplace: The Link between Them and Practical
Recommendations for Managers, International Research Journal, Volume-2, Issue-7,
and August 2009.

3. Muhammad Umer and Muhammad Akram Naseem, Employee Retention as a Challenge

in Leather Industry, Global Journal of Human Social Science, Volume-11, Issue-2, and
March 2011.

4. Klara Nelson, The University of Tampa, Designing for knowledge worker retention &
organization performance, Journal of Management seresh, Volume-2, Issue-7, and
August 2009.

Website:
 http://www.attract-hr.com
 http://www.citehr.com
 http://www.hrmguide.net
 http://www.hr-guide.com

76
 ANNEXURE
QUESTIONNAIRE
A STUDY ON EMPLOYEE RETENTION IN BEST ENGINEERS PUMPS
PVT LTD IN COIMBATORE

1. Name :

2. Age :
a. 18 years to 25years [ ]
b. 26years to 32years [ ]
c. 33years to 40years [ ]
d. above 40years [ ]

3. Gender:
a. Male [ ]
b. Female [ ]

4. Marital status:
a. Married [ ]
b. Unmarried [ ]
c. Divorce [ ]
d. Widow [ ]

5. Monthly salary:
a. Below 10000Rs [ ]
b. 10000Rs to 15000Rs [ ]
c. 15000Rs to 20000Rs [ ]
d. 20000Rs to 25000Rs [ ]
e. Above 25000Rs [ ]

77
6. Qualification:
a. Below SSLC [ ]
b. Up to HSC [ ]
c. Up to UG degree [ ]
d. Up to PG degree [ ]
e. Up to Diploma [ ]

7. How long you work in this organization:

a. Below two years [ ]
b. Two years to five years [ ]
c. Five year to ten years [ ]
d. Above ten years [ ]

8. What motivated you to take up job:

a. Salary [ ]
b. Nature of job [ ]
c. Native of job [ ]
d. Reputation[ ]

9. My working time can be flexible?

a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree

78
10. Problem faced by them:

SDA- Strongly disagree, DA- Disagree, N- Neutral, A- Agree,

SA- Strongly disagree

Variables SDA DA N A SA

a) Good relationship with

management

b) Rewards and Recognition

c) Infrastructure

d) Work Schedule

e) Company Policy and Procedure

f) Availability of promotion
Opportunity

g) Job security

h) Statutory Benefit

i) Motivation of Employees

j) Rate of Appraisal System

79
 11. Do you feel you have been discriminated against because of?

a. Gender
b. Ethnicity
c. Orientation
d. Disability
e. Others

12. Have you attended any training programs?

a. Yes [ ] if specify:

b. No [ ]
13. What was your degree of satisfaction?

a. Satisfied

b. Neutral

c. Dissatisfied

d. Strongly dissatisfied

14. Do you feel that the company provides career enhancement opportunities for your growth
and development?

a. Yes [ ]
b. No [ ]

15. If you want to leave the organization, what would be the reason?

a. Career opportunity [ ]
b. Higher salary [ ]
c. Team fitment [ ]
d. Marriage [ ]
e. Others [ ] if specify :

80
16. Are you satisfied with the incentives?

a. Yes [ ]

b. No [ ]

17. Your participation in during holidays:

a. Highly involved [ ]
b. Involved [ ]
c. Neutral [ ]
d. Not much involved [ ]
e. Not at all [ ]
18. What leads you to select your career?

a. Self interest

b. Behavior
c. Aim
19. How were you informed about the employee assistance program?

a. Superiors

b. Co-workers
c. employee orientation
d. Other
20. Do you find any of the following cause problems?

a. Shift work

b. Unfair distribution of work

c. Poor supervision

d. Underutilization of work

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21. Regarding working relationship, do any of the following cause you problems?

a. Poor relation with superiors

b. Poor relations with workmates

c. Impersonal treatment

d. Lack of communication from management

22. Are you guided by someone regarding your jobs?

a. Yes
b. No
c. Undecided
d. To some extend
e. Never
23. Which of the following type of rewards are offered by the organization for performance?

a. Monetary rewards
b. Holiday vouchers
c. Medals and trophies
d. Special scholarship
24. Which of the following training and development programs have been initiated by your
organization?

a. Training with assessment

b. Employee development programs
c. Employee orientation programs
d. Process training
e. Mentoring

25. Suggestion

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