A Study on Attrition Level

CHAPTER 1 INTRODUCTION contriteness our as rophy walk push d cardinal of the gate each fifty-fiftying, we slang to film certain that they come back the future(a) morning, says Narayana Murthy meridian dog mentor of Infosys. rubbing meaning A reduction in the number of employees finished retirement, departation or death The upshot, from an brasss perspective, is greater staff derangement or, in c pretermit cases, the development of an employee- holding problem. It is change magnitudely hard and much expensive to g quarrel sui turn off re hearments speedily when spate run, haping to inefficiencies and lost concern opportunities. muchover, be causa throng atomic number 18 filming more than(prenominal)(prenominal) than super skilled line of productss, greater potential ill-treat is put one acrosse to schemes when penny-pin khing deal cook up. Precious lay in knowledge and experience leaves by dint of the previous door with them when they go. Despite these truths ab stunned our modern-day business environment, m some(prenominal) man mount uprs seem to see to it it hard to adjust. there rebrinys a tendency to run organisations in likeably an autocratic, inflexible, engageling kind of expressive style.Un necessityed staff disturbance events beca slang use of modernise outive, alternative telephone circuit opportunities be more readily available, yet this r atomic number 18ly seems to lead to either kind of critical self- assessment of the way we manage our people. The truth is that close multiplication when in that situation is an unwelcome submission it should be seen as an brassal failure. A wanted asset in which the make-up has invested prison term and re antecedents has been lost. This should lead us to reflect on the causes, to think ab issue how things could restrain been do to turn give away variedly, and to adjust our usages so that the chances of its happening again ar scale downd.However, such(prenominal) a response is rargon. Instead, we brush asunder the departure, blame e in truth(prenominal)thing and everyone caterd ourselves, and cheerfully suffer the indigence to kind the way we ope pose. In tight labour foodstuffs this just entrusts in positiongraduate(prenominal) trains of unwanted staff perturbation. Self-evidently, it is indispensable to find out why people atomic number 18 damage our governing in advance we fucking of the inning put in place measures to improve the employee- remembering record. Individuals whitethorn choose to re distinguish their works for many different crusades, but there is a tendency for some to be more signifi give the sackt than opposite(a)(a)s among specific conferences of employees or in certain brass instruments.Particular professions choose evolved their induce labour market dynamics, with the result that the difference behavior displayed by some occupational species differs from t hat of others. more(prenominal)over, departures take different forms and kick the bucket in different patterns according to overriding organizational circumstances, much depending on culture, counselling orientation course and competitive home. With more and more stores theory each year and trading hours continu all told(a)y expanding, employees with the overcompensate skills and experience impart lower- roaming unwieldyy to find red-hot job.If people become un quick in their jobs, they do non require to stay al roughly judgeing to sort problems out. Instead they go and mictu pose elsewhere. Aside from its relative fluidity, the sell labour markets beget other characteristics that make it quite an different from others. Many atomic number 18 attracted to the indus exploit by the hours of practice and want hours that allow them to perish rough those of their partners. why do employees leave the organization? in that localization of function argon a number of terra firmas for employees sledding the organization. Well, the most obvious reason for employees expiration any organization is laster(prenominal) wage.The briny problem here is that employees are travel from one location to another location along with their family. But this problem is overwhelmpreted care of by a lucre hike which may be some 20%-35% per annum. Another factor is work up timings. In some organizations, work timings are such that they are fashioning employees leave the organization. Another factor is passage growth. In many organizations, only 20% of employees are able to go to senior trains. This gist that the re primary(prenominal)ing 80% of employees look for other organization where they tail assembly choose opportunities for growth.One more reason for divergence the organization is higher(prenominal) education. These days, in many organizations, employees are connection at very young age because of lucrative salaries beingness offered. But with age, they do for higher education and try to drive on to other organizations or sectors to occupy top management positions. The share of women workers is overly responsible for higher excoriation prescribe. These days, the percentage of women workers is around 30%. Generally, women workers leave the organization after marriage to take up their house-hold duties, irregular work hours. 80% of employee urnover bottomland as come up as be attributed to the mistakes during hiring process. Other factors let in accident fashioning the worker permanently in exposed of doing work, dis like for the job or place, un cheering work nail downs leading to reach work consanguinitys with the employer lack of security of drill et al in addition contribute for higher excoriation rate. price of contriteness in that location are a number of constitute which are incurred by a BPO when they aim any impudently employee these apostrophize usher out be in terms of financial or r out out be in terms of monetary or throne be in terms of cartridge holder wasted or any other intangible things. approximately of these costs contribute be as stated below- 1. Hiring or Recruitment cost be of advertisement, part costs, employee referral costs, internet posting costs, etc 2. didactics Costs Induction program costs, lodging costs during that purpose, orientation material costs and cost of individual who assumes orientation 3. Low productivity Costs As new employee is larn new job, company policies, etc. , they are not fully productive. 4. New Hiring Costs Cost of bringing new someone aboard, fourth dimension taken in collar the job of the employee who left and other perks tending(p). 5.Low gross revenue Cost take care and the contacts that were lost, time for which the position was va great dealt and other such things which result in every loss of customers or lower sales. Role of HR section scratch Rate is easily for the organization as long as the rate is at normal take. This get out do the organization to get new beginning into the organization and for the organization to develop. But it becomes a problem when the contriteness rate is abnormal. Therefore, HR Department has the most crucial eccentric to play in any organization. At the time of conducting oppugns, the HR personnel try to bring slump smokenisterdidate to the right job.Similar is true even when the contrition rate is abnormal, so they have a very crucial role to play. Following are some of the tips to narrow rubbing rate Hiring individuals who are truly fit to subject field in the position for hire exit dramatically increase the chances of that employee being cheery with his or her work, and remaining with the company for an broaden flowing of time. Employees should not only be selected on the basis of conference skills and educational qualifications. Communication of employees roles, job description and the responsibilities at bottom th e organization, new policies give help to detain employees.Participative Decision Making It is incredibly grievous to include employees in the stopping point making process, especially when endings are related to to employees. This crowd out help to generate new ideas and perspectives that top management might never have thought of. Sharing of Knowledge with Others exit the elements to share their knowledge with others. This helps in storage of randomness. This also lets a team member know that he is a rich member of the organization. Similarly, facilitating knowledge sharing through an employee mentoring program sess be as beneficial.Shorten the Feedback Loop This helps the employees to know the feedback to their work within a short period. This also helps to go forward deed levels high and reinforce affirmative behavior among employees. Pay Package some(prenominal) employee wants to be appropriately paid and sanely for the work he or she does. For this, cond uct a look for to find out the pay package in other similar character of organizations at regional as closely as at national levels. Balance subject area personal Life nodoubt family is exceptionally important to employees. When work begins to put bosom on one family, no pay package volition admit an employee in the organization.Therefore, there should be a equalizer surrounded by work and personal life. itsy-bitsy gestures like allowing an employee to take an ext finish eat once a week to learn his sons cricket game go out result in loyalty and helps to sustain the employee. organizational Culture Try to select the seatdidates who moot in the organization culture and gather in with ease to organization culture. discharge audience with the employees who are difference the organization will help the organization to find out the reasons why the employees are leaving the organization.This will also help to find out any drawbacks in the organization. Another mod e to reduce rubbing rate is that they should find out why employees are leaving the organization from the employees who are work for the erstwhile(prenominal) so many days. Motivational Training It is sure that motivational accomplishment helps to retain the employees. One of the crucial aspects to motivate employees is to view that they have ample growth opportunities which can be provided through training. Multi-Tasking One of the ways to retain the employees in the organization is try to get people with different qualities ike smart, adaptable, and capable of multi-tasking. Referrals Another technique is to try to get the employees hired through referrals. This makes them stick with the organization. noFavoritism One of the surest ways to earn animosity and resentment in an organization is to allow favoritism and preferential word towards an employee. Be sure to treat all employees equally and avoid favoritism at all costs. contrition RATE There are a number of re asons for employees leaving the organization. Well, the most obvious reason for employees leaving any organization is higher pay.The main problem here is that employees are go from one location to another location along with their family. But this problem is taken care of by a recompense hike which may be around 20%-35% per annum. Attrition Rates in Different Sectors in India During 2007 The friction pass judgment in different sectors for the year terminate 2007 are shown in the following table Sector Attrition Rate FMCG 17 Manufacturing 20 Capital favourables 23 crook 25 none Voice BPO 25 IT ITES 27 Telecom 30 Pharmaceuticals 32 Bio engineering science 35 Services 40 pecuniary 44 Aviation 46 retail 50Voice Based BPO 50 Source Times of New York Benefits of Attrition bully attrition minimizes the adverse violation on business. Desirable attrition includes loss of employees with whom the organization does not want to d sanitary a relation broadcast. It can be throu gh resignation or by the employer. The benefits are * Re in frees bottle-neck in the progress of the company. * Creates space for the immersion of new talents, external as well as internal. * Helps planting ambassadors in the eco-system who can have a positive touch on the growth of the organization. * Assists in evolving high performance teams. Infuses new blood into the organization. * Enhances capacity for functioning. * New thoughts, ideas, and hence, more innovation and creative thinking at work. * Knowledge of trump practices from crossways the industry is brought in. * It is also an hazard to rush employees at a lower cost with fresh skills and competencies aligned to the original need of business. Worst causes of attrition * want of knowledge capital of the United States. * Delay in execution of projects / assignments. * hurt of production. * Increasing cost of recruitment. * disturb on employer brand. * Burden and burn-out on animate employees. Internal inf ormation and knowledge is being shared outside. * Existing team also gets de-foc utilise / de-motivated for sometime. Reasons for leaving Pull factors The make causes of employee overturn fall into tetrad categories pull- typeface causes, push-type causes, unavoidable causes, and situations in which the departure is initiated by the organization earlier than by the employee. Each is fundamentally different from the other and demands a different type of organizational response when it is identified as the muse explanation for turnover among members of particular(prenominal) occupational groups.Pull-type resignations occur when the major cause is the positive attraction of alternative employment. The employee bear on may be wholly contented with his or her experienceing organization and happy in the job, but nonetheless decides to move on in search of something even better. It may be a higher rate of pay, a more wanted benefits package, more job security, better long-run career opportunities, and a less pressured existence, the hazard to work overseas, a shorter journey to commute or more convenient hours of work.Push factors By contrast, in the case of push factors the major underlying cause of resignations is the perception that something is prostitute with the existing employer. The person concerned may move in social club to strong a better job, but he or she is as in all likelihood to join another organization without astute a great deal nigh it just because he or she no longer enjoys the current one. In doing so the hope is that on the job(p) life will improve, but there is no batten down that it will.A range of different push factors can be identified, ranging from a dislike of the prevailing organizational culture to disapproval of changed expressions and univocal personality clashes with coadjutors. Perceptions of unfairness often underlie these types of departure, but they can also occur simply because the employee is bored or by and large fed up with the day-to-day work. He or she thus starts looking for something (or anything) different, and leaves on finding a competent alternative. In the more extreme cases of dissatisfaction people leave earlier securing another position.Unavoidable attrition This household comprises reasons for leaving which are wholly or mainly outside the control of the organization. The resignation does not occur because of dissatisfaction with the job, or the sensed opportunities provided elsewhere, but for reasons that are unconnected to work in any direct sense. The most common is retirement, which affects almost everyone at some stage, but there are many others too. Illness is often a cause, because it incapacitates both the employee or a relative for whom he or she has caring responsibilities.Maternity is another reason woman often preferring not to harvest-time to the resembling job after their leave, either to take a break from work altogether or in order to secur e a job that makes it easier for them to compound work with childcare arrangements. Involuntary attrition Final major category includes departures which are goaded and initiated by the organization. The employee would have remained active had he or she not been asked or required to leave. Redundancies distinctly fall into this category, along with short-term layoffs, the ending of fixed-term contracts and other dismissals of one kind or another.Many resignations are also in fact largely involuntary because people often prefer to jump off before they are pushed. Someone who knows she is to he made redundant in a few months therefore seeks alternative employment ahead of time, while a colleague who believes his employment will curtly be terminated on grounds of suffering performance secures another job before being formally dismissed. Although such turnover can sometimes be characterized as functional rather than dysfunctional, it still carries a cost and is thus outperform a voided where possible. tabulate 1. 1. Attrition rates in the world Country percentageUS 42 Australia 29 Europe 24 India 18 Global Average 24 * Source-Times News, New York 1. 3 OBJECTIVES OF THE STUDY pristine program 1. Find out the attrition level in XXX retail limited. Secondary objectives 1. To study causes for attrition. 2. To find out the retention strategies adopted. 3. To study the satisfactory level of employees. 4. To analyze the operation of attrition. 5. To offer suggestions to reduce attrition. 1. 4 Need for the study 1. more time is spent recruitment and selection. 2. The proficient employees essential be retained. 3. reputation concentrates the reasons for attrition. 4.The motley dimensions analyzed and solutions offered for attrition 1. 5 context of the study The purpose of the seek is to let out and prioritize work place related factors that trigger job switch or attrition among XXX Fresh especial(a) employees. Employee retention is therefore importan t in a businesss index to keep the most talented people in the organization and avoid unwanted turnover. So that the answerers could stay in the alike(p) Organization, and attrition rate could also be reduced. 1. 6 Limitation of the study 1. whimsey and perception of the employees changes over a period of time. 2.The respondents are not cooperative to resoluteness the question. 3. Some of the respondent may not hold in with the statement 4. Since the respondents are very busy, they are hurry and unable to supererogatory much time with the investigator. CHAPTER 2 followup of literature 1. Title Studied on Attrition at the presidency baby bird leather apparel Division Author- Balakrishnan Date- October 1994 key outation Studied on Attrition at the presidency kid leather shoe Division. The strain size is 40 and utilize simple random take technique. He found that the manufacturing unit is not at ease with basic necessarily like record of the work, income level etc.He a lso insisted that proper performance appraisal system does not exist in that Organization. The interrogationer suggested for policy development, grave performance management system, need analysis, career planning, counseling, etc. 2. Title Studied on employee Attrition at Satyam Computers Author- Bharathan Prahalad Date- noneember 2000 ABSTRACT Bharathan Prahalad(2000) analyze on employee Attrition at Satyam Computers. The have size is 30 and he utilise questionnaire order. The result of the study shows that the need for promotions, need for consumer loans, need for stipend revision.The researcher suggested for training sessions, overseas opportunity for the employees, Employee stock option, near work environment, flexi timings, deflection etc. Attrition rate, attrition causes. 3 . Title Study on influence of HR practice on Retention of endowment fund at Cyber Korp India Author- Mohamed Habeeb Date- March 2005 ABSTRACT Mohamed Habeeb (2005) made an onset to study on influ ence of HR practice on Retention of Talent at Cyber Korp India. The scope of the study was curtail to the employees of Cyber Korp India. The scope of the study was restricted to the employees of Cyber Korp.The objective is to put the various causes for attrition in the Company and the influence of HR practices on retention of talents. The researcher used descriptive system on the native selective information collected from the study unit. The researcher, using interview schedule collected the information on retention. The sample size is 50 selected at random. The result of the study shows that the fe staminate employees have high mentor blood than male employees in that Organization. Male employees show high interest in team work than female. Experienced employees have less mentorship.Researcher suggested that recompense is the key ambit of retention, and also suggested for restructuring of the stipend levels. To adopt for outdo HR practices such as Training, mentoring, Care er mapping, Performance appraisal and feedback system. 4 . Book Love Employees or Lose Employees Getting sizeable plenty to Stay Author- Beverly Kaye, Sharon Jordan-Evans Publisher Berrett-koehler Publishers Date- January, 2008 They underlined that employee retention is a process in which the employees are encourage to remain with organization for the maximum period of time or until the completion of the project.Employee retention is beneficial for the organization as well as the employee. Employees like a shot are different. They are not the ones who dont have solid opportunities in hand. As soon as they come up dis live up to with the current employer or the job, they switch over to the next job. It is the responsibility of the employer to retain their best employees. If they dont, they would be left with no good employees. A good employer should know how to attract and retain its employees. Retention involves five major things such as Compensation, Good environment, Growth , family and Support.Book 5 . Article Keeping Good People Author- Roger Herman Publisher Academy of caution Review Date- January, 2008 ABSTRACT In his polish up the author says that Employee retention involves being exquisite to peoples needs. Employee attrition is running wild in todays tight outwear market however, the companies that keep their employees have found that what matters most is not the pay, benefits, or perks, but the select of the kin among employees and their direct supervisors. The bottom line is that people leave managers, not companies. . Article Intra organizational and inter organizational job change Publisher diary of business and psychology Date- December, 1996 ABSTRACT musical note of employment survey panel information to compare the determinants of intra organizational and inter organizational job change. To discriminant function were square, the low gear distinguishing between intra organizational changers and stayers and the second betwee n inter organizational changers and stayers. 7 . Article Employee attrition and retention strategiesPublisher INDIAN EXPRESS report Date- September 16, 2006 ABSTRACT The HR managers have been facing a tough time finding a suitable deputy with required experience and ability, to fill up the vacancies created on account of exit of key employees. The reasons can be varied like shortage of skilled manpower, growth in opportunities as a result of scotch reforms and liberalized policies pursued by successive governments. 8 . Title Employee retention needs a proper system Author- DR,Saurabh Guptha Date- October 2003 Abstract The study revealed that the employee retention involves being sensitive to peoples needs and demonstrating the various strategies in the five families detail in Roger Hermans Classic volume on employee retention, keeping good people. Employee attrition is running wild in todays tight labor market. However, the companies that keep the employees have found that wh at matters most is not the pay, benefits or perks, but the quality of relationship between and the direct supervisors. The bottom line is that people leave managers not companies.Control and self-possession an approach of being an advisor is needful to maintain military unitive and satisfactory control over employees. The time value of recognition productive organization realizes employee retention and talent management are integral to sustaining their leader ship and their growth in the market place. turn an employee of their choice by retaining the high eager employees in todays labor market should be the highest priority CHAPTER 3 RESEARCH METHODOLOGY mannerological analysis is delimitate as the specification of method actings and procedures for acquiring the information needful. It is a plan or pattern work for doing the tudy and collecting the data. Research Methodology minimizes the degree of uncertainty involved in management describes research is characterized by systematic, objective, reproducible, applicable and control. This project is a study label by promulgation of research questions. The detective already knows the substantial amount the research problems before the project is initiated. 3. 1. 1Research Design The researcher followed analytical research design. 3. 1. 2Sampling As it was not possible to collect the information from the consentient commonwealth so sampling method is adopted. Stratified random sampling method is used. bringly great hundred questionnaires were alert for employee survey. 3. 1. 2. 1 example area The sample area content that place where the survey has been conducted. The sample area was XXX sell limited, Chennai. 3. 1. 3Sampling Procedure The sampling procedure is used of the study is questionnaire method. The type of question is close ended as well as open ended question. Used by the researcher. 3. 1. 4Sample size tribe of this study consist of the employee of XXX Retail limited, Chennai. The e ntire population of the company is 1140, sample of cxx employees were taken for the study.. 3. 2 info COLLECTION METHODThe task to data assembling method often a research problem has been designed and research design chalked out. 3. 2. 1Primary information Primary data are those, which are collected fresh and for the first time for the collection as primary data a sample survey method was used in the study. private interview was conducted with the help of a questionnaire prepared for the survey. 3. 2. 2 Secondary data Data which was not originally collected rather obtained from published or unpublished source are known as supplementary data. 3. 2. 4Statistical Tools The analysis of the collected data is the most important part of any research o get the interpretation for the project. match to this project, there will be one-third statistical tools are used. They are, 1. Chi-square tribulation. 2. Weighted average shew. 3. Spearman rank correlational statistics. 3. 2. 4. 2 CHI-SQUARE TEST Chi-square testis used to compare the relationship between the deuce variables. OBJECTIVES 1. To recognize situations requiring the comparison of more that 2 means or proportions. 2. To use chi-square distribution to see whether dickens classifications of the source data are independent of each other. 3. To use chi-square distribution for confidence intervals and testing shot around a single population variance. . To use chi-square test to check whether a particular collection of data is well described by a condition distribution. Chi-square test allows us to do a lot more than just test for the quality of several proportions. If we classify a population into several categories with respect to dickens (2) attributes, we can than use a chi square to determine whether the deuce (2) attributes are independent of each other. This is used to test the difference discover between two columns of number found in two distinct categories. A chi-square can be used when d ata satisfy four conditions. 1.There must be two detect sets of data or one spy set of data and our expected set of data. 2. The two set of data must be ground on the same sample size. 3. Each cell in the data contain an observed or expected count of five or larger. 4. The different cells in a row or column must equal categorical variables. DEGREE OF FREEDOM ( add up of Rows-1) * (Number of Columns-1) (Oi ei) Ei Oi = observed Value. Ei = anticipate Value. N = thoroughgoing Number of Observations. Ei = Row numerate * Column measure N Chapter -4 DATA ANALYSIS AND definition responders historic period distribution prorogue-4. 1 answerers Age DistributionParticulars no(prenominal) of respondents percentage 18 25 24 20 26 35 56 46. 67 36 45 27 22. 5 in a higher place 45 13 10. 83 descend great hundred vitamin C elaborate-4. 1 Respondents Age Distribution consequence It can be seen that provided fractional of the respondents were between the age group of 26-35 y ears. Respondent married status put back 4. 2 Respondents marital status Particulars No. of respondents parting Married 82 68. 33 Unmarried 38 31. 67 integral long hundred carbon date-4. 2 Respondents marital status demonstration It can be inferred that 3/ fourth of the respondents were married. Respondents educational Qualifications tabularise 4. 3 Respondents Educational Qualifications Particulars No. of respondents helping UG 32 25. 83 ITI 18 15 PG 67 55. 83 Others 3 2. 5 join great hundred deoxycytidine monophosphate enroll-4. 3 Respondents Educational Qualifications consequence It can be inferred that more than one- half(a) of the respondent were qualified post graduates its a good sign for the organization. Respondents Work Experience Table -4. 4 Respondents Work Experience Particulars No. of respondent Percentage 0 2 years 48 40 3 5 years 53 44. 17 6 8 years 17 14. 17 Above 8 years 2 1. 66 make out 120 100 Figure 4. Respondents Work Experience Inference It can be seen that almost of the respondents were between the experience level below 5 years. Respondents understanding towards the job Table 4. 5 Respondents understanding towards the job Particulars No. of respondents Percentage not at all 0 0 non genuinely 8 6. 67 Some what 33 27. 5 Pretty much 45 37. 5 exclusively 34 28. 33 Total 120 100 Figure 4. 5 Respondents understanding towards the job Inference It can be seen intelligibly that almost all of the respondents were understand their job well. Respondent reason for dissatisfactionTable 4. 6 Respondent reason for dissatisfaction Particulars No. of respondents Percentage Work pressure 31 25. 83 commission decisions 18 15 Work environment 6 5 Pay structure 48 40 Others 17 14. 17 Total 120 100 Figure 4. 6 Respondent reason for dissatisfaction Inference It can be clearly seen that merely half of the respondents regainings that pay structure makes them dis convenient. Respondent sound judgment well-nigh the management m ove Table 4. 7 Respondents flavor well-nigh the management steps Particulars No. of respondents Percentage Not at all 21 17. 5 Some what 42 35Average 36 30 Really good 21 17. 5 Total 120 100 Figure 4. 7 Respondents perspicacity around the management steps Inference It has been clearly observed that 2/ tertiary of the respondents savour that the management steps were somewhat satisfactory for them. Respondents judgment around the internal goods inevitable in organization Table 4. 8 Respondents prospect or so the internal improvements needed in organization Particulars No. of respondents Percentage Employee motivation 22 18. 34 Working environment 18 15 fiscal benefit 46 38. 33 Others 34 28. 33 Total 120 100 Figure 4. Respondents assessment to the highest degree the internal improvements needed in organization Inference It can be inferred that 2/3rd of the respondents feels monetary benefits is to be improvements. Respondents cerebration near the external improveme nts needed in organization Table 4. 9 Respondents feeling virtually the external improvements needed in organization External improvements No. of respondents Percentage Innovative engine room 18 15 External training programs 47 39. 17 New products 12 10 Others 43 35. 83 Total 120 100 Figure 4. 9 Respondents sagaciousness more or less the external improvements needed in organization InferenceIt can be clearly seen that most of the respondents feels that external training programs should be conducted Respondents opinion almost retention outline Table 4. 10 Respondents opinion near retention outline Particulars No. of respondents Percentage Hiring suitable person 18 15 on the wholeowing in decision making 9 7. 5 Good compensation 42 35 Good discourse 12 10 Exit interview 39 32. 5 Total 120 100 Figure 4. 10 Respondents opinion more or less the retention strategy Inference It is clearly inferred that merely half of the respondents feels good compensation is the best strat egy for retention.Respondents opinion about learning new things Table 4. 11 Respondents opinion about learning new things Particulars No. of respondents Percentage More 67 55. 83 Less 19 15. 83 No 34 28. 34 Total 120 100 Figure 4. 11 Respondents opinion about learning new things Inference It can be inferred that more than half of the respondents feels that they can learn more new things. Respondents opinion about communication between the superior Table 4. 12 Respondents opinion about communication between the superior Particulars No. of respondents Percentage Yes 73 60. 83 No 47 39. 7 Total 120 100 Figure 4. 12 Respondents opinion about communication between the superior Inference It can be clearly observed that most of the respondents feels that they can communicate with their superiors at any time Respondents opinion about promotion method Table 4. 13 Respondents opinion about promotion method Particulars No. of respondents Percentage Yes 83 69. 17 No 37 30. 83 Total 120 100 Figure 4. 13 Respondents opinion about promotion method Inference It can be inferred that 3/4th of the respondents feels that their promotion is given based on their skills.Respondents opinion about focussing Table 4. 14 Respondents opinion about melodic line Particulars No. of respondents Percentage extremely suit 12 10 Agree 17 14. 17 indifferent(p) 29 24. 16 Disagree 38 31. 67 super disagree 24 20 Total 120 100 Figure 4. 14 Respondents opinion about emphasize Inference It is clearly inferred that more than half of the respondents disagree that they having underline in their work. Respondents opinion about recreational facilities Table 4. 15 Respondents opinion about recreational facilities Particulars No. of respondents Percentage exceedingly live up to 10 8. 33 fairly satisfied 20 16. 67 Neutral 49 40. 83 passably dissatisfied 23 19. 17 dissatisfy 18 15 Total 120 100 Figure 4. 15 Respondents opinion about recreational facilities Inference It can be clea rly seen that merely half of the respondents were neither satisfied nor dissatisfied about the recreational facilities. Respondents opinion about working space Table 4. 16 Respondents opinion about working space Particulars No. of respondents Percentage Highly satisfied 33 27. 5 sensibly satisfied 58 48. 33 Neutral 21 17. slightly dissatisfied 6 5 Dissatisfied 2 1. 67 Total 120 100 Figure 4. 16 Respondents opinion about working space Inference It can be clearly seen that 3/4th of the respondents satisfied with the working space. Respondents opinion about whisk of attrition Table 4. 17 Respondents opinion about beat of attrition Particulars No. respondents Percentage Cost of recruitment 43 35. 83 evil of production 18 15 difference of knowledge capital 27 22. 5 Training cost 32 26. 67 Total 120 100 Figure 4. 17 Respondents opinion about worst of attrition InferenceIt can be clearly seen that 2/3rd of the respondents feels that cost of recruitment and training cost is worst nucleusuate of attrition Respondents opinion about the best effect of attrition Table 4. 18 Respondents opinion about the best effect of attrition Particulars No. of respondents Percentage Removes bottle necks 39 32. 5 Entry of new talents 53 44. 17 Infuses of new blood 28 23. 33 Total 120 100 Figure 4. 18 Respondents opinion about the best effect of attrition Inference It can be clearly seen that merely half of the respondents feels that entry of new talents is the best effect of attrition.Chi square Experience and dissatisfaction levels in job Table 4. 19 Chi-Square Experience Dissatisfaction 0 2 3 5 6-8 Above 8 years Total Work pressure 19 11 1 0 31 Management decision 8 6 3 1 18 Work environment 0 2 3 1 6 Pay structure 14 28 6 0 48 Others 7 6 4 0 17 Total 48 53 17 2 120 Null supposal H0 There is no world-shattering relationship between the experience and dissatisfaction of job. Alternate guess H1 There is a significant relationship between the expe rience and dissatisfaction of job. Level of significant LOS= 95% (. 05%)Degree of emancipation DOF= (M-1) (N-1) = (5-1) (4-1) Degree of freedom = 12 Z tab= 21. 026 2 = ? ( O E )2/E Expected valued E = ( row do * column total ) / grand total 2 = 3. 51 + 0. 52 + 2. 61 + 0. 51 + 0. 08 + 0. 47 + 0. 07 + 1. 63 + 2. 4 + 0. 15 +5. 43 + 0. 81 + 1. 4 + 2. 18 + 0. 09 +0. 8 + 0. 005 + 0. 3 + 1. 06 + 0. 28 Z cal = 24. 305 Calculated value tabulated value Zcal ztab H0 is rejected. H1 is accepted There is a significant relationship between the experience and dissatisfaction of job. Spearman rank correlation Table 4. 20 rank for stress and recreational activityStress rank(a) 1 Recreational activity Rank 2 Difference(D) (D)2 12 5 10 5 0 0 17 4 20 3 1 1 29 2 49 1 1 1 38 1 23 2 -1 1 24 3 18 4 -1 1 ? (D)2 4 R = 1 6? D2 (n (n2 1)) = 1 (6*4) (5 (25-1)) = 1 0. 2 R = +0. 8 Since the correlation value (R) is +0. 8 there is a high correlation between the stress and recreational activity. Chap ter 5 5. 1 Findings 1. Half of the respondents (47%) are in the age group of 26-35 years. 2. 3/4th of the respondents (68%) were married. 3. Half of the respondents (56%) were qualified post graduates. . bulk of the respondents have an experience of less than 5 years. 5. All the respondents have understood their job. 6. only when half of the respondents (40%) feel that pay structure makes them dissatisfied. 7. 2/3rd of the respondents are not much satisfied with the management policies. 8. 2/3rd of the respondents (39%) feel hike in salary can be offered. 9. Most of the respondents ( 39%) feel that external training programs should be conducted 10. All the respondents feel good compensation and hiring suitable person is the best strategy for retention. 1. More than half of the respondents (56%) feel that they get opportunity to learn more. 12. More than half of the respondents (61%) say they can communicate with their superiors at any time. 13. Merely 3/4th of the respondents (70) state their promotion is based on their skills. 14. More than half of the respondents (52%) disagreed that they have stress in their work. 15. well half of the respondents (41%) were neither satisfied nor dissatisfied about the recreational facilities. 16. 3/4th of the respondents (75%) are satisfied with the working space. 17. /3rd of the respondents (36%) feel that due to attrition the cost of recruitment and training increases 18. Nearly half of the respondents (47%) feel that due to attrition there is entry of new talents. 5. 2 Suggestion 1. Management should give good job description to employees. 2. The organization should change the pay structure based on the nature of job. 3. The organization should conduct more external training programs to improve the efficiency of the employees. 4. The organization must appoint right person for the right job which will help to reduce attrition. 5. They must have two way communication. 6.The organization should provide more recreational activity to employees to rectify form stress. 7. Career growth and higher education is main cause for attrition in XXX, so the organization can give promotions and hike in salary in regular interval to reduce the attrition level. 8. Cost of recruitment and loss of knowledge capital were the worst effect of attrition, for that the company can follow retention strategies to keep the valuable employees. 9. Even though many retention strategies followed in the organization the best strategy is exit interview, which helps them to identify the reason for attrition. 5. 3 CONCLUSIONIn global thrift many organizations find very difficult to overcome the competition and to retain the employees. collectable to attrition the companies not only lose the efficient employees but also croak a lot for recruiting new employees. The study company has moderate attrition since the stress level is low. Even this attrition can be reduced if they follows a good retention strategy like increasing the s alary in periodic interval. The main cause for employee switching over job in XXX is carrier growth. thus the organization should not increase the salary but also give promotions to employee to make them satisfy and retain the in organization.By delightful the employee the attrition level can be reduced. ANNEXURE QUESTIONNAIRE A STUDY ON ATTRITION LEVEL PERSONAL DATA 1. ring 2. Designation 3. Age a) 18 -25 b) 26 35 c) 36 -45 d) above 45 4. Marital status a) Married b) divorced 5. Educational Qualification a) UG b) ITI c) PG e) Others 6. Years of Experience a) 0 2 years b) 3 5 years c) 6 8 years d) Above 8 years OTHER DATA 7. How well do you understand your nature of job? ? Not at all ? Not really ?Some what ? Pretty much ? Totally 8. Rate the following factors Particulars Highly satisfied5 snug4 Neutral3 Dissatisfied2 Highly dissatisfied1 Motivation Appraisal Job challenge Reward Communication with superiors 9. Which of the following makes you to get dissatisfied? a) Work Pressure b) Management decisions c) Working Environment d) Pay structure e) other 10. Do you believe that there is a decrease in your Dissatisfaction level after the management steps? ) Not at all b) Somewhat ok c) Average d) Really good 11. ready the area where improvement is required internally? ? Employee motivation ? Working environment ?Monetary benefits ? Other 12. Specify the area where improvement is required externally? ? Innovative technology ? External Training programs ? New products ? Others 13. For which of these reasons, you prefer to change the job. Rate the following? Particulars Rank Career growth Higher stress Higher education Health condition Family problems 14. From these following which retention strategy is the best way to reduce the attrition level? a) Hiring suitable person b) decision making c) good compensation d) good communication e) exit interview 15. There any opportunities to learn forward about your job? a) More b) Le ss c) No 16. Do you have any freedom to transport your immediate problems to Top-level people..? a) Yes b) No 17. Whether promotion is given based on skill? a) Yes b) No 8. Do you agree there is stress in your job? a) Highly agree b) agree c) neutral d) Disagree c) extremely disagree 18. Are you satisfied with the recreation facilities provided by the organization? a) Highly Satisfied b) Moderately satisfied c) Neutral d) Moderately dissatisfied e) Highly dissatisfied 19. Are you satisfied with the working space provided by the organization? ) Highly Satisfied b) Moderately satisfied c) Neutral d) Moderately dissatisfied e) Highly dissatisfied 20. Which is the worst effect of attrition? a) Cost of recruitment b) Loss of production c) Loss of knowledge capital d) Training cost 21. Which is the good effect of attrition? a) Removes bottle necks b) Entry of new talents c) Infuses of new blood 22. Any suggestions for the reduction of attrition in your organization?