Project Report

On
“Employee Turnover in Bangladesh:
A Factor Analysis on Nahee Group”.
============================================================

Submitted to:
Professor Md. Musharrof Hossian
Project Supervisor
UIU- United International University

Submitted by:

Mahade Hasan
ID# 115183009
Course: Project
Program: MIHRM
UIU- United International University

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 “Employee Turnover in
Bangladesh: A Factor Analysis on
Nahee Group”.

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 Employee Turnover in
Bangladesh
A Factor Analysis on Nahee
Group

This report is submitted as a partial fulfillment of the degree of Master in International Human
Resource Management

Mahade Hasan
ID No. 115183009
MIHRM Program

School of Business & Economics

United International University

02 October 2020

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 DECLARATION

I, Mahade Hasan, hereby announce that I have completed my project under the
supervision of Professor Md. Musharrof Hossian, Project Supervisor, UIU- United
International University, Dhaka, Bangladesh.

This report has been prepared an on “Employee Turnover in Bangladesh, A Factor

Analysis on Nahee Group” that is my own work.

I have tried to make it by my own and collect and analysis the data with the guidance
of my supervisor and followed his instruction to prepare this report. This report has
not copied from anywhere and had not submitted before any academic qualification,
or certification, diploma to any other university.

Name: Mahade Hasan

ID No. 115183009
Program: MIHRM Program
School of Business & Economics
United International University

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Letter of Transmittal

2nd October, 2020

To

Professor Md. Musharrof Hossian,

Project Supervisor,
United International University (UIU)

Subject: Project Report Submission

Honorable Project Supervisor Sir,

With due respect and honor I am presenting my project work on "Worker Turnover in
Bangladesh: A Factor Analysis on Nahee Group" that you have appointed me as a
fundamental necessity of this undertaking assignment. Certainly this is an
extraordinary open door for me to accumulate a tremendous measure of data and
handle the topic in a suitable manner. I have made an honest effort to outfit the report
with applicable information. I have discovered the investigation is very eye catching.
Savvy and advantageous.

In this concern, I ask and believe that you would be adequately considerate to
recognize my Project Paper Report and favor me liberally. The investigation centers
upon different important variables. The study focuses upon various relevant factors. I
have provided some key findings and analysis and suggested some implementable
recommendations.

Lastly I would be thankful once again if you please give your judicious advice on
effort.

Thankfully,

With Regards,

__________________________

Mahade Hasan,
ID# 115183009
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United International University

Letter of Acceptance

This is to certify that Mahade Hasan, ID No. 115183009, MIHRM Program, School
of Business & Economics, United International University (UIU) has successfully
completed his project work under my supervision.

The title of his report is “Employee Turnover in Bangladesh, A Factor Analysis on

Nahee Group”.

I wish him a total success in life.

_________________
Md. Musharrof Hossian
Professor
School of Business & Economics
United International University (UIU)

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 Acknowledgement

I would like to take the chance to convey my heartfelt thanks to those, who have
helped me to prepare this report and finally helped me to bring this report in light. At
the very beginning I would like to yield my insistence to Almighty Allah WHO has
made us, carried us to this arrange and supported me in finishing this report. I would
express my gratitude and gratefulness to my respected supervisor Md. Musharrof
Hossian sir, who has moved me to organize this report. He has been consistent all
through, responded to my inquiries and given me everything the imperative
information I needed to add up to this report. I also like to thanks and show my
graduate to the Human Resource Department of Nahee Group for helping me
constantly throughout my survey. The HR department has given me with everything
the essential information I needed to lead this project. They have excessively
responded well to my study.

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 Table of Contents

S/L No Chapter and Heading Page

no
Declaration 04
Letter of Transmittal 05
Declaration Certificate 04
Acknowledgement 07
Chapter 1: Introduction
1 Abstract 10
2 Introduction 11
3 Objective of the study 11
Chapter 2: Literature Review
4 Literature Review 12
5 Cause of Turnover 13
5.1 Significant of Turnover 14
5.2 Core Causes of Turnover 15
5.3 Method to Reduce Employee Turnover 18
5.4 The Organization get the right applicant 19
5.5 Causes of High and low Employee Turnover 20
5.6 Ways of Retaining Employee 20
5.7 Association among Turnover and Productivity 21

Chapter 3: Organizational Overview

6 About Nahee Group 23
6.1 Values of the Company: 24
6.2 Category of Employee: 25
6.3 Sister Concern of Nahee Group 26
Chapter 4: 7. Research Procedure
7.1 Research Strategy 31
7.2 Source of Data Collection 31
7.3 Survey Development 31
7.4 Sampling Strategy 32
7.5 Sampling Size 32
7.6 Sampling Source 32

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 7.7 Sex Group 32
CHAPTER 5: Turnover at Nahee Group

8.1 General Number of Turnover 33

8.2 Measurement of Turnover at Nahee Group 34

9 Causes of Turnover at Nahee Group 34

9.1 Significances of Employees Turnover at Nahee Group 35
9.2 Factors that have an Impact on Turnover Intent 37

9.3 Data Analysis and Findings 38

CHAPTER 6: Conclusions and Recommendations 39

10.1 Conclusion 40
Recommendation 41
Appendix # 1: Sample of Questionnaire 42

References 46

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“Employee Turnover in Bangladesh: A Factor Analysis on Nahee
Group.”

CHAPTER 1

1. Abstract:

The purpose of the study to find out the real reason why employee leave the
organization. In this competitive business world employee turnover is very costly it is
highly consider to manage employee Turnover. In this study I tried to find out why
people leave the organization. People leave the organization:
 The companies leadership
 A bad supervisor
 Unfair compensation
 Conflict exist with immediate supervisor
 Unfavorable change in responsibility
 People wants diversity in everyday life
 People seeks challenge
 People wants good working environment
 People wants job security
 Getting angry with somethings and quit on impulse
 People become disappointed over the organization
 Problem of work life balance
 Close friend leave the organization.

The study investigated the employee turnover inside the organization of Bangladesh.
The present business world it is considered as a basic task to supervise specialist
turnover in an organization.
The most important purpose of the study to identify the core reasons and specific
factors and give a feedback to reduce employee turnover in an organization. In this
study I have suggested various possible way to reduce the employee turnover.

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Turnover is sometimes voluntary and sometimes in voluntary, sometimes functional
sometimes dysfunctional, sometimes avoidable, sometimes unavoidable. A Thorough
understanding need to develop in the light of causes, effect and strategies to minimize
employee turnover.

2. Introduction:
Employee turnover is considered to be one of the challenging issues in business
nowadays. It is proven to be one of the most costly human resource challenge.
Business organization desired to increase productivity and manage turnover in such a
manageable rate that does not effect on productivity which helps to attain
organizational goal. If employee turnover can maintain in an affordable rete,
organization can obtain their desire goal and can reduce direct and indirect cost on
recruitment, selection, orientation, training and development. High employee turnover
will always put in a risk to obtain organizational objects and goals.
Every organization wishes high productivity, fewer turnovers and be profitable.
Managing turnover successfully is a must to achieve the organizational goals. It is
important to manage turnover for the betterment of the organization. Turnover rate are
not same in all the sectors. It varies from manufacturing sector to service sector,
private service to government sector.

3. Objectives of the study:

The main purpose of the study is to identify the reasons of employee turnover in
Bangladesh especially for manufacturing industries. In the light of the main
purpose, the specific purposes of the study are as follows:
a) To identify the reasons of employee turnover.
b) To generate the dimensions of employee turnover by using the factor
analysis.
c) To examine the relationship between employee turnover and
organizational effectiveness.
d) To explore the relationship between employee turnover and job
satisfaction.
e) To find out the causes of employee turnover and remedies of it.
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 f) To put recommendations for managing employee turnover in Bangladesh.

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 CHAPTER 2

4. Literature Review:
Turnover is the sum of voluntary and involuntary separation from the organization.
Retention related to how much an employer retains its employees that can be
measured as the proportion of employees with a specified length of service
(approximately one year) calculated as a percentage of total workforce number.
Employee contribute a bundle on their employees regarding acknowledgment and
getting ready, making, keeping up, and holding them in their organization. As such,
superiors no matter what must limit employees' turnover. Regardless of the way that,
there's no standard framework for understanding the employees turnover handle as an
aggregate, a wide run of factors have been discovered important in interpreting
specialist turnover (Kevin, Joan, and Adrian 2004; Parvin and Kabir, 2011)).
Managers are incredibly critical to the organization since their regard to the
organization is essentially elusive and not adequately replicated (Meaghan and
Scratch, 2002). Administrators must perceive that employees as significant
benefactors to the capable achievement of the association's triumph (Abbasi and
Hollman, 2000; WeiBo, Kaur, and Zhi, 2010).Therefore, chiefs should control
representative turnover to serve the association achievement.

Why employees stay: Organizations can attract and retain talented people if they pay
attention to what they term the EMPLOYEE VALUE PROPOSITION (EVP). To
create a compelling employee value proposition, a company must provide the core
elements that managers look for – exciting work a great company attractive
Compensation, and opportunities to develop.

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5. Causes of Turnover

Employee turnover mainly happens due to unhappiness in the job place. For individual employees. But
it is not the only reason that people leave an organization. Turnover on a very basic level rises up out of
the depression from work put for individual laborer. However, there is no metaphorical motivation
behind why people who are frustrated in a job take off an organization for another. If they have the
skills that are in demand, they may be motivated by more significant pay, better benefits and better
place. That is the explanation it is essential to know and recognize the separation between managers
who eliminate the work since they are discouraged and those employees turnover rate is the term used
to portray the pace of experts that remove an organization and must be superseded inside a specific
timeframe. There are some few reasons that lead employee leave the organization:
 The company’s leadership
 Conflict exists with immediate supervisor
 Close friends leave
 An unfavorable change of responsibilities has occurred
 Unhealthy working environment
 Lack of career growth
 Unsatisfied salary growth
 Problems of work life balance are present.

People interface and take off organizations; this isn't new. There are various reasons
why someone may remove the employment. A couple of reasons are not something to
be concerned roughly as they are commonly unavoidable. Nevertheless, if the workers
are getting out because of hopelessness at work, or continually discovering them
ending failing to meet expectations delegates, by then organization must have an
issue.

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 Turnover and Expenses

 Direct Cost: Including enrollment, meetings, preparation, interview, selection,

advertisement and cash based alternatives.

 Impact indirect costs : for example, impact on outstanding performance of

hand, confidence and consumer loyalty

 Cost Opportunity Cost: Including lost information and work that is not

completed when the director and various representative centers are around to

fill and update the opening.

5.1 Significances of Turnover

Employee turnover is very expensive. It causes lots of complications for the
organization.

The principle Significances of Employee Turnover are:

 It consolidates different sorts of expenses, for instance, the substitution and

opportunity costs. There are both encourage and mischievous costs and move
costs, and roundabout costs relate to the calamity old enough, diminished
execution levels, inconsequential extra time and moo certification.

 The effect, regardless, isn't in a manner of speaking cash related; it

additionally inimically impacts specialist resolve. Albeit hard to assess,
penniless determination comes to fruition in a domino sway that
antagonistically impacts viability and adequacy.

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  Another negative imprint is, diminished execution inside the workplace. Less
experienced authorities are more averse to offer higher regard plans and give
streamline administration.

 Many of the negative effects of turnover are related to the quality of

implementation. Unions with higher turnover can fight it by working with all
the necessary or basic reliability.

5.2 Core Causes of Turnover

There are many causes of employee turnover. Sometimes it can avoid and sometimes
it cannot be avoided. Organization reputation appear besides be stained, with people
expecting the employee might be a terrible given something to do. Some employee’s
turnover is certain. For example, retirement, development and taking off for coaching
can't be avoided. Yet, it's indispensable to screen the employee turnover and get it
why laborers are getting out in the occasion that organization need to evade negative
outcomes. We've outlined out the 5 essential reason behind employee turnover

 Lack of growth and Development:

If the employee feels that the career development opportunity is very few and
they are in dead end of their career, they will certainly try to find out a new
place for their career development and they will try to increase their income as
well.

 Being Overworked

It may seem trademark that, in times of budgetary weight, organization ask

their staff to require on additional obligations. Organization may got the
chance to release people and ask remaining laborers to pick up the leeway by
working longer hours or surely finishes of the week. Yet, asking workers to
pick between their work life and individual life will never sit well. Instep, it'll
add to the following turnover, as employees create disappointed.

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  Thrust of Recognition and feedback

Organization needs to maintain giving feedback and recognition properly. If

the employee get proper feedback and recognition, they feel engaged with the
organization that led them achieving their objective and success.

If the employee do not get proper feedback and recognition they fell
disconnected and they become disheartened and finally they leave the
organization.

 Engagement with decision making

Engagement of decision making is most important for employee satisfaction.

Satisfied employee produce successful results. If the employees does not get
freedom of their work and have less opportunities to take their decision they
do not feel engaged with the organization that certainly lead high turnover.

Organization should follow both top down and bottom up method for decision
making for employee engagement. They should have the liberty to take their
decision to achieve their goal.

 Problematic employee Selection

Finding the perfect employee is problematic, yet driving an organize with a

specialist that is plainly not suitable for the organization culture or qualities
will never end well. In reality regardless of the way that organizations are
unhinged to fill that position, picking an inadequately planned specialist is
awful for the organization, and the representative.

Extra purpose behind worker Turnover are:

 Feeling underestimated:

Everyone should be perceived and made up for a function admirably done.

Affirmation shouldn't be cash related. The preeminent reasonable affirmation
is sincere appreciation. At the point when laborers find a nonappearance of
affirmation, their feeling of honorability searches after them to remove the
association

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  Blunder between the work experiences:

It gotten the opportunity to be all also regular for work to through and through
that change from the beginning depiction and what was ensured in the midst of
the gathering mastermind. At the point when this occurs, it can prompt doubt.

 Delegate misalignment:

Associations should never contract delegates except if they are equipped for
the work and coordinate with the way of life and targets of association. Chiefs
should not endeavor to drive a fit if there's none. It as a general rule closes
gravely delegate turnover.

 Stability of the Organization:

The potential repercussions of executives, changing titles and changing people in

the neighborhood are limited by the clarity of workers ’approvals. Labor has no
confused thoughts about what's going on, what the requirements are or what they
should do. It creates the frustration of going into despair and eventually turnover

 Work-life Balance:

Work–life balance is a concept including proper prioritizing between "work" and

"lifestyle" A significant change is the large number of families who no longer
work outside the home. If no one in the family takes care of life all day, workers
now need time to take the initiative to take care of the children or to think about
senior parents, despite the outstanding work of their specialist.

In this competitive era, organizations won’t be able to keep themselves

competitive if they don’t offer a balance between work and life. Employees
realize that they are costly and as a result they are much less committed to their
employers and more likely to go to green pastures. Since employers do not
guarantee lifetime employment, employees want more flexibility in their jobs and
are no longer willing to give up personal time for the company.
Nobody accomplishes their best work when they are depressed, and a conflicting
specialist is impossible to be substance with their unused position.

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5.3. Methods to Reduce Worker Turnover

Organization will obtain extensive money related advantages by diminishing the pace
of the 'worker merry go round', and organization should make every effort to hold
extraordinary employee. They are the best asset of the organization, so contributing in
their rapture at work is essential for ensuring a viable business.

 Managers and supervisors are key

Organizations can have outstanding compensation and advantages, worker
agreeable arrangements and worker friendly policies, and the wide range of
various things that actuate dedication and maintenance, In particular, any
retention scheme put in place by a bad director can neutralize the company.

 Market wise retention

The initial move toward market-wise maintenance is to distinguish the people
and representative fragments generally basic to the accomplishment of your
association. Find out who are those people:
– Give other people formal or casual initiatives.
– Easy to make artwork made by others
– Act as a significant data move hub within the organization
– The organization can do incredible mischief in the event of a fugitive to
coordinate competitors.
– Consistently make phenomenal outcomes
– Contribute down to earth and significant novel thoughts.
– Require almost no oversight to achieve their assignments.

 General strategies for retention

o Get people off to a good start
o Create a great environment – with bosses whom people respect
o Share information
o Give people as much autonomy as they can handle
o Challenge people to stretch
o Be flexible
o Design jobs to encourage retention

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 o Identify potential defectors early
o Be a retention-oriented manager

 Compensation
o Issues related to compensation such as you cannot maintain or have the
opportunity to offer attractive salary that they see their salary as unreasonable
and horrible.
o
o Pay "High abilities" expenses to employees with significant, uncommon
skill Pay with crucial, rare expertise.

5.4 The organization get the right applicants:

Define Job description clearly:

Before to circulation for a work, organization should develop the abilities that the
effective applicant must have. Separating through harsh suited up-and-comers could
be a waste of time and money. By unmistakably describing the work part,
organization will focus on the right people and quickly reject deficient candidates.

Explain whether the competitor has the necessary aptitudes and information:

Lock in the applicants in pretending or practical testing to assess their competency.

Organization can too get it all the more roughly their idea handle by inquisitive
inquiries plot to get it how they would react in various 'at work' circumstances.

Assurance that the up-and-comer fits the organization culture: Use the meet sort out to
test all the more significantly into a candidate's conduct, qualities and perspective, and
assess how well they connected with the examiner. Direct obvious from 'yes' or 'no'
questions (known as 'shut inquiries'). Open inquiries offer help to uncover the
candidate's certifiable opinions.

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Give Loyal and Careful Feedback Providing fitting, very much considered info could
be a significant giver to ensuring achievement. Information has any kind of effect a
delegate to consider their execution, distinguish zones for improvement, and build up
their aptitudes. Skirting the chance to flexibly the workers with input forestalls
organization's turn of events and may prompt the delegates turning somewhere else.

Assurance a Great Work-Life Balance is basic. If the laborers are hindered down with
work, they are wanting to be discouraged. Engage every one of your delegates to
require their full mid-day break, and assurance their outstanding burden is sensible
adequate that they aren't compelled to stay late or start early constantly. It is
furthermore basic to think about all the delegates. Social journeys with work are basic
to propel motivation and a decent workplace between associates, yet consider the sort
of social outings cautiously. Find outings that the absolute workforce acknowledges,
so everybody's sharp to take an interest.

5.5 Causes of High and low employee Turnover

High turnover regularly construes that employee are discouraged with the work or
installment, anyway it can moreover show unstable or shocking conditions, or that
additionally very few worker give adequate execution the need of calling openings
and troubles, disappointment with the movement degree or strife with the association
has been alluded to as pointers of tall turnover. High turnover may incite decrease in:
It shows that none of the over is solid: worker are fulfilled, sound and secure, and
their execution is good to the director. Notwithstanding, the pointers of moo turnover
may a segment of the time move than those of tall turnover.

5.6 Ways of retaining employee

Employee Engagement: A new approach to handle turnover. Employee Commitment
is a devoted duty to the workers' association and its objectives. This passionate
responsibility is attached to the delegates who actually care about their work and their
organization. They do not only work for a check or just the following progress, but
deal with the convenience of the association’s objectives.

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 o When employees fell that they are valuable for the organization.
o when they fell that they are associated with the organization.

Engaged Employees lead to

 higher service, quality, and productivity
 higher customer satisfaction,
 increased sales
 higher levels of profit
 higher shareholder returns

5.7. Associations among Turnover and Productivity

Turnover altogether related with the viability of an affiliation. Worker turnover can
stop the all things considered viability of an affiliation and is a significant part of the
time a consequence of various troubles. Capability is the extents of a relationship to
comprehend it's focused in on age with the surmises of workforce, authority's
procedures, contraptions, apparatus' and assets. Experts must have plans to widen
their profitability. Different terms sway capability, for instance, motivation plot, line
modifying, orchestrating, etc. Turnover can be hampered by formation of an
assembling affiliation. It is maybe the most factor for moment garments pieces in
Bangladesh. Little movement of turnover may cause huge total old enough lost.
Turnover unequivocally impacts the age and benefit.

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 CHAPTER 3

6. Organizational Overview

About Nahee Group:

Nahee Group was framed in 2010 by the establishing an Aluminum Composite

Panel Industry first time in Bangladesh. The factory is located at Abdar, Telehate,
Sreepur, Gazipur, Bangladesh which is around 65 KM away from Dhaka. The
factory has been built up on 20 acres of land. It has been equipped with The
European technology machinery to manufacture the best quality product. Engr.
Abu NomanHowlader,Managing Director Of the Group. He is a very visionary
personality. He has selected all the manufacturing product which was previously
imported from China and other country. He is the pioneer of Aluminum Composite
Panel In Bangladesh, Electric Vehicle Manufacturing Industries, Geo Textile
industries. All of the mentioned product from Nahee Group is market leader.

Sister Concern of Nahee Group.

1. Nahee Aluminum Composite Panel Ltd.

2. Nahee Geo Textile Industries Ltd.
3. Nahee SS Pipes Industries Ltd.
4. Dynamic Cars’ Ltd.
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 CODE OF CONDUCT
It is our prime aim to be an excellent Engineering product manufacturer with the
intention to conduct business in an ethical and moral manner with all the buyers
around the world. We have ensure to pay extreme values and honor to the business
personnel and the organizations with whom we associate to do business worldwide.
We always devote ourselves to uphold our “good-will” by discharging overall best
services, dealings and commitments towards our valued customers. We always try
to flourish ourselves with rendering of our good wishes, hurtful services; best co-
operations, most co-ordinations; planned commitments and highest qualified
workmanship in all respect to all of our business partner’s .We pay more attention
on quality instead of quantity. To achieve the goal, we ensure the following
principles in conducting business to:
1. Maintain a standard of excellence in every aspect of business.
2. Ethical and responsible conduct in all operations.
3. Ensure workers’ Rights & Privileges.
4. Ensure friendly work environment.
5. Respect for good social activities with participation.
6. Ensure Health & Safety for every individual worker in the factory.
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Mission & Vision
Mission: To foster a customer driven philosophy by developing distinctive
competencies and being the market leader in the industry of home and office
furniture. We want to spread our products in international market.

Vision: To meet the growing challenge of 21st century’s and to contribute to the
national economy.

6.1 Values of the company:

Honesty and Integrity: Honesty and integrity is the core value of our business.
Nahee Group always try to maintain honesty, integrity, high level of ethic and
professionalism

Customer & Excellence: We are diligent about understanding and fulfilling our
customers’ needs. We strive to please our customers with excellence in quality and
services. We listen to our customers and go extra miles to satisfy them.

Innovation & change: We are passionate about meaningful innovation. We are a

learning organization. We learn from our experiences and global best practices, and
we innovate to create leading local solutions leveraging on world class knowledge.
We embrace positive change brought forth by innovation and aspirations to grow our
business.

Leadership & Prudence: We cultivate talent and leadership to create sound business
solutions, to best meet our customer needs, and to develop markets, people and
shareholder value, we do so by optimizing use of funds, resources and technologies.
We build prudence and cost effectiveness in our leadership culture passing on benefits
to our customers.

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.6.2 Category of Employee:

To comply with the existing Labour Law of the land and for smooth operation of the
company, all employees under Nahee Group may be classified into following six
categories:-

1. Permanent Employee: A perpetual worker is a representative who has been

locked in on a lasting premise or who has sufficiently finished his probation period
incorporating expansion thereof in the administrations of Nahee Group.

2. Temporary Employee: An Employee who has been locked in for work which
is basically of brief nature and is probably going to be done inside a restricted period.

3. Probationer: An Employee who is temporarily utilized to fill a lasting

opportunity in a post and has not finished the time of his probation incorporating
expansion thereof in the organization.

4. Contractual Employee: A worker who has been locked in for work on

authoritative premise under explicit terms and conditions as referenced in the deed of
agreement. Such work might be reached out according to shared arrangement.

5. Trainee : A worker who goes through on work preparing for a particular

period on a particular activity and might be retained as a lasting representative after
consummation of his preparation or might be let off according to choice of the
Management.

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6. Casual Employee: A representative who has been utilized in opportunity
basically of easygoing nature. This will incorporate the activity of consistent schedule
commitment.

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 6.3 Sister Concern of Nahee Group

Nahee Aluminum Composite Panel Ltd.

Nahee Aluminum Composite Panel Ltd was incorporate on October 24, 2010 as a
private limited company under the company act 1994. It has started its
commercial production on March 01, 2914. On July 2014, the company
registered as a Public Limited Company Under the company act 1994.

Nahee Aluminum Composite Panel Ltd is an Aluminum Composite Panel manufacturer

in Bangladesh. It has been established in 2010.

The constant pursuit for achieving excellence in quality of its products and customer
service has brought the company reputation and reliability along with the trust of its
customer.

Nahee Aluminum Composite Panel Ltd. is looking forward to manufacture world class
Aluminum Composite Panel. Aluminum composite panel mainly include PVDF coating
aluminum composite panel, polyester coating aluminum composite panel, fire panel. As

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a professional manufacturer and supplier in Bangladesh, we continually work to
improve our ability to provide the best quality aluminum composite panel. Resistance
aluminum composite panel, Nano PVDF coating aluminum composite panel, Brush
finish aluminum composite panel, Mirror finish aluminum composite

Nahee Aluminum Composite Panel Ltd has ensured that their products are made of best
quality materials available and any faulty product will be backed by the company with a
proven track record and thus it is also committed to long term customer service - which
continues for long after the customers have made their purchase.

Nahee SS Pipes Industries Ltd.

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 Nahee SS Pipes industries Ltd was begun its business activity in the year 2015, at
Abdar, Telehate, Sreepur, Gazipur, Bangladesh. This industrial facility is built up on 12
sections of land of land. NSSPIL make various sorts of hardened steel pipes. To
guarantee the assembling of the best quality tempered steel pipes, NSSPIL has set up
the most exceptional hardware in our processing plant and embraced the most recent
innovations. Additionally, NSSPIL utilize the best quality crude materials in delivering
their items.

Nahee SS Round Pipes is made by using great treated steel sheets and cutting edge
innovation with immaculate mirror cleaning. Round Pipes are bendable enough to be
bended into any necessary shapes for multi-reason employments. Round Pipes are
accessible in various measurements and thicknesses. These lines can be utilized in
galleries, steps, in the assembling of furniture and in inside and outside decorator.

Nahee Geo-Textiles Industries Ltd.

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Nahee Geo-Textile Industries Limited is a maker of non-woven needle punched
Geotextile. NGTIL quality is adaptability and capacity to fabricate results of high
caliber and serious that meet the business explicit necessities covering seepage,
filtration, security, fortification, partition applications including lodging, street, railroad,
marine, water, coastline and scene, for example, soil or incline adjustment and
assurance.
The manufacturing plant is situated at Abdar, Telehate, Sreepur, Gazipur, Bangladesh
which is around 65 KM away from Dhaka. The processing plant has been developed on
12 sections of land of land. It has been furnished with The European innovation
apparatus to make the best quality geotextile and has a great deal of research center gear
to direct full scope of geosynthetic tests with the most recent rendition of public and
global guidelines, for example BST, ASTM, DIN. At first the processing plant has the
creation limit of around 40 tons/day.

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Dynamic Cars Ltd.

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Dynamic Car’s Limited is a Manufacture unit of Eco friendly electric vehicle in
Bangladesh. It has started its commercial operation in the year 2019. Dynamic car
produce passenger three wheeler car and four wheeler pickup. This cars run by electric
power and is very much Eco friendly.

Dynamic Car is the first electric vehicle manufacturing unit in Bangladesh. Managing
Director of Dynamic Car Engr. Abu Noman Howlader (CIP) has a vision to go for four
wheeler very soon.

Present capacity of three wheeler is around 200 pcs and it is very much popular, cost
effective and user friendly.

CHAPTER 4

7. Research Procedure

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 7.1 Research Strategy

Mixed investigation approach was used for this assessment fulfillment to make rich
data from various sources, which are both quantitative and abstract sort. I was
captivated to present the viewpoint on HR gathering and organizations attitudes
towards holding agents of the Enterprise. Furthermore, it similarly helped me to
make rich data from various sources with respect to mull over undertaking.
Henceforth, the assessment followed away from of investigation and study research
framework was used. Basic data from study tends to has quantitative characteristics.
Abstract data was gathered through key observer meeting and Focus Group
Discussion (FGD).

7.2 Source of Data collection:

Principal data:

This data were collect personally through one to one communication.

Additional Data

Additional data were collected through Internet, Annual report.

7.3 Survey development:

Polls were designed depending on following advances

 Confidential finished inquiry
 MCQ Questions

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 7.4 Sampling strategy

Explicit assessing technique was grasped in this assessment. In this technique I

picked unit of people in the model, which appear to be beneficial to me also the
organization of the affiliation where I coordinated the investigation. I picked
Human resource division as I was doing the assessment on specialist turnover.

7.5 Sample Size

There are total 8 number of HR office. All of them were drawn nearer to answer
the survey and offer their contribution about the overall turnover of the association.
Everyone had different thoughts about the reasons and results about the subject.
Which has been showed up through data interpretation later.

7.6 Source of Sample

The investigation was aimed at the Human Resource division of Head office. There
are around 5,000 specialists in the whole gathering, 160 delegates in head office.
The HR office has 8 specialists through and through.

7.7 Sex Group

There is an enormous expand between male specialist and female
Employees. Female employees are almost not actually male employees.
Sex Group Ratio
Woman 26%
Men 74%

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 CHAPTER 5

8. Turnover at Nahee Group

8.1 General Number of Turnover

Analyzing various data, assembling various information from the association, this after
movement of turnover was found:

Descriptions Ratios

Stop percent the males 12.14%

From the above table we find that the movement of business turnover among the male
(87.86%) is fundamentally more than that of for female (12.14%) this finding was done
by running an audit on different division of the association. Following movement of
work turnover are found in three special conditions. The going with table shows it at
first:
Situations Rate of Turnover

Disappointed with past job 33%

Accessibility of new position in the market 25%

(Quest for) better work (Relative dissatisfaction) 52.5%

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8.2 Measurement of Turnover at Nahee Group

The turnover rate for an employee can be measured in various manners. The
supplementary equation is the overall recipe which is generally exploited.

Number of employee partitions during the month X 100 (Total number of workers at
midmonth)

At Nahee Group during last month 21 employee leaved the organization out of 300
worker which turnover rate is 7%.

Employee turnover is determined by the quantity of yearly separated employee by the

normal number of workers in a given work force.

9. Causes of Turnover at Nahee Group

There is a striking similarity between the skills and activities of the workers: those who
are engaged in occupations that are too harsh for them or whose abilities are underused
may become frustrated and leave the job.

Feeling not properly evaluated - Since there is a great need to work by delegates and

admirably, it follows that they need to be additionally valued and appreciated for their

work. In fact, even the most willing representative should determine what the person is

sometimes doing well

Inadequate or dismal oversight and planning − Workers need course and bearing.
New delegates may require extra help to learn new exercises. So also, the
nonattendance of a preliminary program can make laborers linger behind in the level of

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execution and to understand their latent capacity.

The economy -
In ensuing position reviews, one of the most generally perceived purposes behind
leaving the movement is the availability of a more worthwhile position. Plainly, the
openness of elective situations in a higher economy has expected an adequacy in
turnover, yet this would for the most part be overstated in post-enlistment overviews.

The individual - In spite of the elements recorded above, correspondingly the

individual plainly has factors that can influence the turnover rate. These incorporate
both individual and character-based factors. Singular factors incorporate things, for
instance, an adjustment in family circumstance, the craving to get familiar with another
expertise or trade or unconstrained extend for an employment opportunity.
Notwithstanding these unmistakable factors, extra qualities depend on or incorporate
characters that are identified with turnover.

Nonappearance of chance for progress or improvement − If the action is basically a

stalemate proposal, this should be explained before enrolling so as not to mislead the
agent. The movement should be portrayed precisely, without bringing fake trusts up
being developed and progress in the position.

The attributes of the movement - a couple of positions are naturally more engaging
than others. Work's allure will be impacted by various characteristics, including its
dullness, challenges, risk, seen criticalness and capacity to motivate a sentiment of
accomplishment.

9.1 Significances of Employees Turnover at Nahee Group

Nahee Group faces different results of turnover and it is a pressing progressive issue.
Notwithstanding the way that turnover may in like manner bring positive repercussions

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for instance the reallocation of definitive resources, anyway negative results of
furthermore exist. Three noteworthy negative results, which influence ampleness of
Nahee Group, are discussed underneath: the impact on various leveled cost, operational
aggravation and devastating of legitimate enlistment.

There are three significant classifications that establish the cost of a representative
turnover at Nahee Group. After numerous investigations different examinations
broadened list with further classes were found. Very little spotlight were on the
qualification among practical and broken turnover, in particular the "value of the
decreased profitability for new labor during the period required for the degree of
execution of the past worker to achieve." If terrible entertainers decide to leave, this
could convey useful results for Nahee Group. In any case, on the off chance that it is a
useless turnover, at that point the loss of a regarded representative can incite lost
profitability. Another classification is named the "opportunity costs" that alludes to the
costs that brought about because of expanded extra time or impermanent specialists
fulfill the assignments for empty place.

Separation Cost Replacement cost Training costs

 the costs incurred  advertising position  Norms of conduct
for exit interviews availability in and performance
 administrative various media  Disseminating
functions related to  entrance interviews relevant
termination  Holding informationfor
 separation/severa decision making organizational
nce pay meetings  socialization
 Participation in on-
the- job training
activities

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 9.2 Factors that affect Turnover

At The Nahee Group the reasons are characterized by three significant classifications
for employee turnover.

Right off the bat, cost and accommodation of the withdrawal assumes a significant
part for representative turnover and isolates social from budgetary viewpoints. The
monetary perspective may take numerous structures, for example, compensation,
benefits and different items that have budgetary worth which associations provide for
representatives as an end-result of their administration. The social perspective alludes
to the social conduct of a representative inside his association, for example,
coordination or relationship with different partners. A clear cash related and social
points of view within the claim affiliation can provoke turnover.

Moreover, the power of need for withdrawal influences turnover. Business

satisfaction and occupation shortcoming can be set in this field. If a specialist is
baffled or insecure with his action, by then intensity of need for withdrawal will be
higher

Thirdly, the appeal and availability of decisions can affect agent turnovers. External
factors, for instance, work market or individual everyday environments, accept
indisputable capacities in the turnover cycle

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 Figure --: A General Illustration of Turnover

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9.3 Data Analysis and Findings

Data evaluations and recommendations

Rate of turnover of the company-

After evaluating the data, we have found that, most of the employee think
that turnover is low. Actually turnover differ from industries to industries,
sector to sector. Here 52% employee think turnover rate is low. 28%
consider its medium and remaining 20% consider it is low turnover..

Factors behind employee turnover

Mostly employee think that they are less paid, around 35% are not satisfied
with their salary and they think to switch their job due to low salary, 35%
consider about external market demand and 30 % consider because of not
properly appreciation.

Specify the reason if you want to change the Job -

35% employees that they have personal reasons for that might leave this job, 30%
find no motivation and 35% are disappointed about their career growth.

Your workload is ultimately less than the rewards and benefits

45% employee’s thinks workload is extremely more compare to the salary

35% thinks it’s more and 20 % thinks extremely less.
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 CHAPTER 6

10. Conclusion and Recommendations

10.1 Conclusion

Turnover cannot avoid in an organization. For the consistent profitability of an

organization it is fundamental to keep up its talented workforce. Be that as it may, the
majority of the occasions it is exceptionally hard to control the turnover rate inside
associations. There are endless elements that influence employee turnover.

Considaring all informations, poll and meetings we can come to a conculation that
Nahee Group has a big amount of employees. They scarcely require the need to enlist
new worker. In any case, the development rate and the pay rate is minimal low contrast
with execution. Yet additionally some emploees are not needed for the organization.
Which is higher contrast as well as making the salary effective. Turnover has a little
impact here. Elements that are influencing representatives' strength are both outside and
inward. It has a positive government strategy, which urges workers to remain at the
organization.

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10.2. Recomedation

Execution of useful techniques can assist with decreasing the watched issue. All the
workers had various considerations and contrasts however the treatment ought to be
more comprehensive.

 The interpersonal relationship between supervisors and supervisees should be

increased.
 Monthly turnover reports highlighting the main reasons of employee turnover
should be introduced.
 The compensation and benefits for the employees should be competitive to
market.
 Career development programs should be introduced to offer an attractive career
to the talented employees.
 Managers should realize, workers in the organization have to be treated as the
most valuable resources of the organization that will make the organization to
safeguard from competion.
 Establishment of Motivation is reliably the finest reply for turnover
 Assessment program should be taken appropriately and explicitly to discover the
right individual who merits the prize.
 Employees ought to be situated in the correct office as per their expertise region.
 A legitimate connection among representative and manager is significant.
 The Managers should consistently eveluate their workers and drive them for
their better outcome.

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 Appendix # 1Set of Polls

Annex I: Polls

Respected Defendant this is Mahade Hasan. This poll is essential for my task,
created to gather information on the point named "Employee Turnover-an
investigation on Nahee Group'. It is completed for scholastic purposes, to
compose a Thesis, in incomplete satisfaction of the necessity for my project.
Your certifiable reaction shall give significant data for the subject. The data
you give is totally private.

Part I Profile of Respondent

1. Sex

Female Male

2. Age

20-25 Years 25-30 Years 30-35 Years

35-40 Years 40-50 Years Above 50 Years

3. Education Qualifications

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 SSC HSC Graduate Post Diploma
Graduate

4. Length of Service with this company?

One year or less 1 to 5 years 5 to 10 years Over 10 Years

5. Category of employment
Casual Temporary Permanent Contractual

6. Department

Designation Human resource Administration

Head office / Officer / Staff Ground

Worker
Factory

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Part II-Poll of Employee Turnover

9. What is your view about Turnover of your organization?

Low Medium High

10. What components would you consider generally influencing the current
turnover of the employees?
Working Remuneration Market Demand
environment package
Insufficient Lack of freedom Job Presure
appreciation

Specify if any other

11. How many times have you been promoted to this company?
Not any One Twice
Thrice More than Thrice

12. Please Specify the reason if you want to change the Job?
Salary Lack of motivation Working
Environment
career growth Internal problems Others

Your workload is Not as much of Equivalent

ultimately less than
the rewards and
benefits

Supplementary Enormously more

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 13. What consequences the enterprise faces due to employee turnover?

Inefficiency Costs of recruiting and training

Loss of profit because of lack of timely delivering services required

Combination of two or more specify if any other

14. Did you get any institutional or in-house training for the job at hand?

Yes No

15. Are you satisfied with your current position?

Yes No

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 Part III- Mechanisms of the enterprise to retain employees

16. What do you think best opportunities of staying here within the enterprise?

a) Getting better experience

b) Salary and benefit packages
c) Better working conditions

d) Specify if any other

17. If you have any additional comments, I would appreciate very much.

Thank you for your valuable time.

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 References

1. Akkas, MA prodessor, Human Resource Management, 2013, Shopni

2. Armstrong, M. 2010. A Hand Book to Human Resource Management

Practice (10th Edition): A Guide to Action: London and Philadelphia
3. Armstrong, M., 2006. Strategic Human Resource Management: (3rd
edition) A Guide to Action: London and Philadelphia
1. PRICE, J.L.: The Study of Turnover, Iowa State University Press, Iowa,
1977.

2. SHAW, J., DELERY, J., JENKINS, G. and GUPTA, N.: An

Organization- Level Analysis of oluntary and Involuntary Turnover.
Business School Research Series, January 2001, ISBN 1 85901 169 1.
3. Catherine M Gustafson (2002). “Staff turnover: Retention”.
International j. contemp. Hosp. manages. 14 (3): 106-110.
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prepared; for People in Aid
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Quarterly. 33 (1):40- 45.
6. LEE, T. & MITCHELL,T: Control Turnover by Understanding its
Causes Handbook of Principles of Organizational Behavior. Malden,
MA: Blackwell Publishers Ltd, 2000, p. 90- 104
7. Surline, T., 1999. Staff Retention Strategies. Credit Union Executive
Journal. 28- 31.

8. Wasmuth WJ, Davis SW (1983). "Managing employee turnover: why

employees leave", The Cornell HRA Quarterly, pp. 11-18.

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