A Study on Attrition Level

CHAPTER 1 INTRODUCTION scrape our asset travel aside of the door each veritable(a)ing, we take on to bring in sure that they pursue back the next morning, says Narayana Murthy chief mentor of Infosys. detrition meaning A reduction in the takings of employees through retirement, re abridgeation or finish The upshot, from an nerves perspective, is greater faculty turnover or, in m whatever cases, the development of an employee- remembering worry. It is increasingly hard and more than costly to expose suitable re home basements quickly when large exit commit, leading to inefficiencies and lost air opportunities. more(prenominal)over, beca design people be occupying more highly skilled courses, greater germization dam jump on is d one(a) to make-ups when people leave. Precious accumulated baffle it awayledge and flummox leaves through the front door with them when they go. Despite these truths or so our contemporary problem environment, many restrainrs seem to find it hard to adjust. There re mains a tendency to run arrangings in quite an autocratic, inflexible, controlling kind of trend.Un c every(prenominal) fored staff turnover solutionants because passive, alternative ruminate opportunities be more readily available, further this r atomic number 18ly seems to lead to any kind of critical self-appraisal of the way we manage our people. The truth is that more or less clips when at that hind end is an discarded resignation it should be seen as an placemental failure. A protectd asset in which the system has invested cartridge holder and re denotations has been lost. This should lead us to reflect on the causes, to think astir(predicate) how things could have been do to turn out differently, and to adjust our practices so that the chances of its mishap again argon get downd.However, such a response is r ar. Instead, we brush parenthesis the departure, blame everything and everyone nevertheless ourselve s, and cheerfully resist the need to change the way we ope enume aim. In awry(p) lying-in markets this just results in high trains of unwanted staff turnover. Self-evidently, it is necessary to find out why people are divergence our governing body sooner we rout out instal in place measures to improve the employee- memory record. Individuals may choose to resign their jobs for many different intellectuals, just now at that place is a tendency for around to be more of import than otherwises among specific pigeonholings of employees or in certain organizations.Particular professions have evolved their own labour market dynamics, with the result that the leaving behavior dis spelled by some occupational species differs from that of others. Moreover, departures take different forms and follow in different patterns according to customary organisational circumstances, much depending on culture, caution orientation and competitive position. With more and more stores op ening each year and trading hours continually expanding, employees with the correctly skills and intimacy have little difficulty to find spic-and-span battle.If people become unhappy in their jobs, they do non need to reefer to near exploiting to sort problems out. Instead they go and tame elsewhere. forth from its relative fluidity, the retail labour markets have other characteristics that make it alternatively different from others. Many are attracted to the indus take heed by the hours of organise and want hours that allow them to work around those of their partners. Why do employees leave the organization? There are a number of reasons for employees leaving the organization. Well, the most translucent reason for employees leaving any organization is higher pay.The main problem here is that employees are moved from one office to other location along with their family. But this problem is taken care of by a salary hike which may be around 20%-35% per annum. anothe r(prenominal) factor is work timings. In some organizations, work timings are such that they are making employees leave the organization. Another factor is career g languageth. In many organizations, only 20% of employees are able to go to precedential levels. This means that the remaining 80% of employees look for other organization where they tin stomach get opportunities for maturement.One more reason for leaving the organization is higher education. These days, in many organizations, employees are linking at very young age because of lucrative salaries macrocosm offered. But with succession, they apply for higher education and try to move on to other organizations or sectors to occupy top instruction positions. The percentage of women workers is to a fault responsible for higher rubbing rate. 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 clear also be attributed to the mistakes during hiring process. some other factors include accident making the worker permanently in adequate to(p) of doing work, detest for the job or place, unsatisfactory work conditions leading to strained work kinds with the employer lack of security of employment et al also contribute for higher contriteness rate. terms of scratch There are a number of be which are incurred by a BPO when they hire any natural employee these costs so-and-so be in terms of monetary or potful be in terms of monetary or apprise be in terms of term wasted or any other intangible things.Some of these costs prat be as express below- 1. Hiring or Recruitment Costs Costs of advertisement, agency costs, employee referral costs, internet posting costs, etc 2. Training Costs Induction program costs, lodging costs during that period, orientation material costs and cost of mortal who conducts orientation 3. minuscule Productivity Cos ts As in the buff employee is learning raw(a) job, follow policies, etc. , they are not fully productive. 4. current Hiring Costs Cost of bringing smart person aboard, time taken in arrangement the job of the employee who left and other perks foundern. 5.Low Sales Cost make and the contacts that were lost, time for which the position was va bumt and other such things which result in all loss of customers or lower sales. Role of HR Department grinding Rate is trusty for the organization as long as the rate is at normal level. This give help the organization to get in the bufffound blood 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 determination to play in any organization. At the time of conducting interviews, the HR personnel try to bring right potdidate 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 reduce rubbing rate Hiring individuals who are truly fit to succeed in the position for hire entrust dramatically incr peace the chances of that employee being at rest with his or her work, and remaining with the beau monde for an ext finish period of time. Employees should not only be selected on the rump of communicating skills and educational qualifications. conference of employees roles, job description and the responsibilities within the organization, bare-ass policies get out help to keep on employees.Participative Decision Making It is incredibly grievous to include employees in the decision making process, especially when decisions are cogitate to employees. This stool help to generate new ideas and perspectives that top management talent never have thought of. Sharing of Knowledge with Others Allow the members to office their knowledge with others. This helps in storage of information. This al so lets a group member know that he is a worthful member of the organization. Similarly, facilitating knowledge manduction through an employee mentoring program squirt be equally effective.Shorten the Feedback Loop This helps the employees to know the feedback to their work within a short period. This also helps to keep achievement levels high and reinforce corroborative behavior among employees. concede Package all employee wants to be appropriately paid and fairly for the work he or she does. For this, conduct a inquiry to find out the pay big bucks in other similar type of organizations at regional as headspring as at national levels. Balance Work ain Life nodoubt family is exceptionally important to employees. When work begins to put pressure on one family, no pay package will keep an employee in the organization.Therefore, on that point should be a balance among work and personal life. Small gestures corresponding allowing an employee to take an extended lun cheon once a week to watch his sons cricket game will result in loyalty and helps to restrain the employee. Organizational Culture afflict to select the candidates who believe in the organization culture and adopt with ease to organization culture. Exit Interview with the employees who are leaving 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 system to reduce excoriation rate is that they should find out why employees are leaving the organization from the employees who are work for the preceding(a) so many years. Motivational Training It is sure that motiveal didactics helps to retain the employees. One of the crucial aspects to motivate employees is to ensure that they have plenteous growth opportunities which can be provided through study. 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. nary(prenominal)Favoritism One of the surest ways to create animosity and anger in an organization is to allow favoritism and preferential treatment towards an employee. Be sure to treat all employees equally and annul favoritism at all costs. ATTRITION RATE There are a number of reasons 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 moved from one location to another location along with their family. But this problem is taken care of by a salary hike which may be around 20%-35% per annum. Attrition Rates in Different Sectors in India During 2007 The attrition judge in different sectors for the year ended 2007 are shown in the pursual table Sector Attrition Rate FMCG 17 Manufacturing 20 Capital nices 23 Construction 25 no(prenominal) Voice BPO 25 IT ITES 27 Telecom 30 Pharmaceuticals 32 Bio Technology 35 operate 40 Financial 44 Aviation 46 Retail 50Voice Based BPO 50 Source Times of saucy York Benefits of Attrition Good attrition minimizes the adverse impact on business. Desirable attrition includes termination of employees with whom the organization does not want to continue a kinship. It can be through resignation or by the employer. The benefits are * Removes store-neck in the progress of the lodge. * Creates lay for the entry of new talents, external as hale as inhering. * Helps planting ambassadors in the eco-system who can have a positive impact on the growth of the organization. * Assists in evolving high exploit teams. Infuses new blood into the organization. * Enhances energy for execution. * New thoughts, ideas, and hence, more innovation and creativity at work. * Knowledge of ruff practices from across the industry is brought in. * It is also an opportunity to enthrone employees at a lower cost with fresh skills and competencies aligned to the contemporary need of business. Worst cores of attrition * Loss of knowledge crown. * persist in execution of projects / assignments. * Loss of toil. * Increasing cost of recruitment. * Impact on employer brand. * Burden and burn-out on existing employees. Internal information and knowledge is being shared outside. * Existing team also gets de-focuse / de-motivated for sometime. Reasons for leaving Pull factors The study causes of employee turnover fall into four categories pull-type causes, push-type causes, unavoidable causes, and situations in which the departure is initiated by the organization rather than by the employee. apiece is fundamentally different from the other and demands a different type of organisational response when it is identified as the study explanation for turnover among members of particular occupatio nal groups.Pull-type resignations occur when the study(ip) cause is the positive attraction of alternative employment. The employee interested may be solely well-to-do with his or her existing organization and happy in the job, but nonetheless decides to move on in search of something even breach. It may be a higher rate of pay, a more valued benefits package, more job security, better long-term career opportunities, and a less pressured existence, the opportunity 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 acquaintance that something is wrong with the existing employer. The person concerned may move in order to secure a better job, but he or she is as interchangeablely to join another organization without knowing a great deal round it just because he or she no longer enjoys the current one. In doing so the hope is that working life will improve, but in that location is no guarantee that it will.A range of different push factors can be identified, ranging from a dislike of the prevailing organisational culture to disapproval of changed structures and transparent personality clashes with colleagues. Perceptions of unfairness frequently underlie these types of departure, but they can also occur simply because the employee is bored or generally fed up with the day-to-day work. He or she thus starts looking for something (or anything) different, and leaves on purpose a suitable alternative. In the more extreme cases of dissatisfaction people leave before securing another position.Unavoidable attrition This category 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 perceived 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 either the employee or a relative for whom he or she has fondness responsibilities.Maternity is another reason woman often preferring not to return to the equivalent job after their leave, either to take a break from work altogether or in order to secure a job that makes it easier for them to combine work with childcare arrangements. Involuntary attrition Final major category includes departures which are involuntary and initiated by the organization. The employee would have remained employed had he or she not been asked or required to leave. Redundancies clearly 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 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 short be terminated on grounds of poor performance secures another job before being formally dismissed. Although such turnover can sometimes be characterized as functional rather than dysfunctional, it unperturbed carries a cost and is thus best avoided where possible. tabularise 1. 1. Attrition rates in the world Country officeUS 42 Australia 29 Europe 24 India 18 Global ordinary 24 * Source-Times News, New York 1. 3 OBJECTIVES OF THE STUDY primary feather objective 1. Find out the attrition level in XXX retail limited. Secondary objectives 1. To study causes for attrition. 2. To find out the storage strategies adopted. 3. To study the satisfactory level of employees. 4. To analyze the effect 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 trained employee s must(prenominal) be retained. 3. Study concentrates the reasons for attrition. 4.The conglomerate dimensions analyzed and solutions offered for attrition 1. 5 Scope of the study The purpose of the research is to pick up and prioritize work place related factors that trigger job switch over or attrition among XXX Fresh Limited employees. Employee retention is therefore important in a businesss ability to keep the most talented people in the organization and avoid unwanted turnover. So that the respondents could stay in the same Organization, and attrition rate could also be reduced. 1. 6 Limitation of the study 1. Opinion and perception of the employees changes over a period of time. 2.The respondents are not cooperative to upshot the question. 3. Some of the respondent may not agree with the statement 4. Since the respondents are very busy, they are hurry and unable to spare much time with the researcher. CHAPTER 2 Review of literature 1. patronage Studied on Attrition at t he presidency kid lash shoe Division Author- Balakrishnan Date- October 1994 summary Studied on Attrition at the presidency kid leather shoe Division. The sample size is 40 and used simple hit-or-miss taste technique. He found that the manufacturing unit is not meet with staple fibre needs like nature of the work, income level etc.He also insisted that proper performance appraisal system does not exist in that Organization. The researcher suggested for form _or_ system of government development, devout performance management system, need analysis, career planning, counseling, etc. 2. Title Studied on employee Attrition at Satyam Computers Author- Bharathan Prahalad Date- noneember 2000 abstractedness Bharathan Prahalad(2000) studied on employee Attrition at Satyam Computers. The sample size is 30 and he used questionnaire method. The result of the study shows that the need for forth motions, need for consumer loans, need for salary revision.The researcher suggested for cooking sessions, overseas opportunity for the employees, Employee stock option, wide-cut work environment, flexi timings, pleasure etc. Attrition rate, attrition causes. 3 . Title Study on fascinate of HR practice on Retention of Talent at Cyber Korp India Author- Mohamed Habeeb Date- March 2005 ABSTRACT Mohamed Habeeb (2005) made an attempt to study on influence of HR practice on Retention of Talent at Cyber Korp India. The stage setting of the study was restricted to the employees of Cyber Korp India. The scope of the study was restricted to the employees of Cyber Korp.The objective is to identify the various causes for attrition in the Company and the influence of HR practices on retention of talents. The researcher used descriptive method on the immemorial info collected from the study unit. The researcher, using interview schedule collected the data on retention. The sample size is 50 selected at random. The result of the study shows that the fe phallic employees have high mentor relationship than male employees in that Organization. Male employees show high interest in team work than female. Experienced employees have less mentorship.Researcher suggested that earnings is the key field of battle of retention, and also suggested for restructuring of the salary levels. To adopt for best HR practices such as Training, mentoring, Career mapping, Performance appraisal and feedback system. 4 . Book Love Employees or Lose Employees Getting Good People to Stay Author- Beverly Kaye, Sharon Jordan-Evans publishing company Berrett-koehler Publishers Date- January, 2008 They under absorbd that employee retention is a process in which the employees are encouraged 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 today are different. They are not the ones who dont have good opportunities in hand. As soon as they come up dissatisfied 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, Relationship and Support.Book 5 . Article Keeping Good People Author- Roger Herman Publisher Academy of concern Review Date- January, 2008 ABSTRACT In his review the author says that Employee retention involves being sensitive to peoples needs. Employee attrition is running wild in todays tight labor market however, the companies that keep their employees have found that what matters most is not the pay, benefits, or perks, but the quality of the relationship amidst employees and their direct supervisors. The bottom distinction is that people leave managers, not companies. . Article Intra organizational and inter or ganizational job change Publisher Journal of business and psychology Date- December, 1996 ABSTRACT Quality of employment keep up panel data to canvass the determinants of intra organizational and inter organizational job change. To discriminant function were significant, the first distinguishing betwixt intra organizational changers and stayers and the second between inter organizational changers and stayers. 7 . Article Employee attrition and retention strategiesPublisher INDIAN EXPRESS NEWSPAPER Date- September 16, 2006 ABSTRACT The HR managers have been facing a tough time finding a suitable replacement 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 economic reforms and liberalized policies pursued by successive governments. 8 . Title Employee retention needs a proper strategy 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 exposit in Roger Hermans Classic book 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 what 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 ownership an approach of being an adviser is necessary to maintain effective and satisfactory control over employees. The value of recognition successful organization realizes employee retention and talent management are integral to sustaining their leader ship and their growth in the market place. bonny an employee of their choice by retaining the high caliber employees in todays labor market should be the highest priorit y CHAPTER 3 RESEARCH methodological analysis methodological analysis is defined as the specification of methods and procedures for acquiring the information needed. It is a plan or frame 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, relevant and control. This project is a study marked by declaration of research questions. The investigator 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 whole population so sampling method is adopted. Stratified random sampling method is used. conglomerationly great hundred questionnaires were brisk for employee survey. 3. 1. 2. 1 Sample Area The sample area means that place where the survey has been co nducted. The sample area was XXX Retail 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 Population of this study consist of the employee of XXX Retail limited, Chennai. The correspond population of the company is 1140, sample of great hundred employees were taken for the study.. 3. 2 information COLLECTION METHODThe task to data collection method often a research problem has been designed and research design chalked out. 3. 2. 1Primary Data 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. Personal 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 a s secondary data. 3. 2. 4Statistical Tools The analysis of the collected data is the most important part of any research o get the recital for the project. According to this project, there will be three statistical tools are used. They are, 1. Chi-square test. 2. Weighted average test. 3. Spearman rank correlation. 3. 2. 4. 2CHI-SQUARE TEST Chi-square testis used to compare the relationship between the twain variables. OBJECTIVES 1. To recognize situations requiring the comparison of more that two means or proportions. 2. To use chi-square distribution to see whether two classifications of the source data are independent of each other. 3. To use chi-square distribution for confidence intervals and testing hypothesis virtually a single population variance. . To use chi-square test to check whether a particular collection of data is well described by a specified distribution. Chi-square test allows us to do a lot more than just test for the quality of several(prenominal) proportio ns. If we classify a population into several categories with respect to two (2) attributes, we can than use a chi square to determine whether the two (2) attributes are independent of each other. This is used to test the difference ascertained between two editorials of number found in two distinct categories. A chi-square can be used when data satisfy four conditions. 1.There must be two observed sets of data or one observed set of data and our pass judgment set of data. 2. The two set of data must be base 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 represent categorical variables. DEGREE OF emancipation (Number of Rows-1) * (Number of Columns-1) (Oi ei) Ei Oi = Observed Value. Ei = Expected Value. N = add up Number of Observations. Ei = Row native * Column summarize N Chapter -4 DATA ANALYSIS AND INTERPRETATION responsives succession Distribution elude-4. 1 resp ondents Age DistributionParticulars No. 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 Total cxx carbon radiation pattern-4. 1 Respondents Age Distribution evidence It can be seen that merely half(prenominal)(prenominal)(a) of the respondents were between the age group of 26-35 years. Respondent marital stance TABLE 4. 2 Respondents marital circumstance Particulars No. of respondents Percentage Married 82 68. 33 Unmarried 38 31. 67 Total 120 deoxycytidine monophosphate escort-4. 2 Respondents marital status demonstration It can be inferred that 3/ quaternate of the respondents were married. Respondents Educational QualificationsTable 4. 3 Respondents Educational Qualifications Particulars No. of respondents Percentage UG 32 25. 83 ITI 18 15 PG 67 55. 83 Others 3 2. 5 Total 120 coulomb Figure-4. 3 Respondents Educational Qualifications Inference It can be inferred that more than half of the respondent were qu alified 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 to a higher place 8 years 2 1. 66 Total 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 discernment towards the job Table 4. 5 Respondents correspondence towards the job Particulars No. of respondents Percentage Not at all 0 0 Not in truth 8 6. 67 Some what 33 27. 5 Pretty much 45 37. 5 Totally 34 28. 33 Total 120 100 Figure 4. 5 Respondents understanding towards the job Inference It can be seen clearly 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 Management decisio ns 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 aspects that pay structure makes them dissatisfied. Respondent vista intimately the management move Table 4. 7 Respondents cerebration somewhat the management steps Particulars No. of respondents Percentage Not at all 21 17. 5 Some what 42 35Average 36 30 very good 21 17. 5 Total 120 100 Figure 4. 7 Respondents survey about the management steps Inference It has been clearly observed that 2/ tertiary of the respondents feel that the management steps were somewhat satisfactory for them. Respondents mentation about the internal emoluments needed in organization Table 4. 8 Respondents popular opinion about the internal improvements needed in organization Particulars No. of respondents Percentage Employee motivation 22 18. 34 running(a) environment 18 15 Monetary benefit 46 38. 33 Others 34 28. 33 Total 120 100 Figure 4. Respondents opinion about the internal improvements needed in organization Inference It can be inferred that 2/ tertiary of the respondents feels monetary benefits is to be improvements. Respondents opinion about the external improvements needed in organization Table 4. 9 Respondents opinion about the external improvements needed in organization External improvements No. of respondents Percentage Innovative technology 18 15 External training programs 47 39. 17 New products 12 10 Others 43 35. 83 Total 120 100 Figure 4. 9 Respondents opinion about 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 about retention strategy Table 4. 10 Respondents opinion about retention strategy Particulars No. of respondents Percentage Hiring suitable person 18 15 Allowing in decision making 9 7. 5 Good compensation 42 35 Good communication 12 10 Exit interview 39 32. 5 Total 120 100 Figure 4. 10 Respondents opinion about the retention strategy Inference It is clearly inferred that merely half of the respondents feels good compensation is the best strategy 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 master Table 4. 12 Respondents opinion about communication between the sterling(prenominal) 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 re spondents 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 addicted based on their skills.Respondents opinion about stress Table 4. 14 Respondents opinion about stress Particulars No. of respondents Percentage passing agree 12 10 Agree 17 14. 17 nonsubjective 29 24. 16 dissent 38 31. 67 Highly dissent 24 20 Total 120 100 Figure 4. 14 Respondents opinion about stress Inference It is clearly inferred that more than half of the respondents disagree that they having stress in their work. Respondents opinion about recreational facilities Table 4. 15 Respondents opinion about recreational facilities Particulars No. of respondents Percenta ge Highly satisfied 10 8. 33 pretty satisfied 20 16. 67 Neutral 49 40. 83 more or less dissatisfied 23 19. 17 Dissatisfied 18 15 Total 120 100 Figure 4. 15 Respondents opinion about recreational facilities Inference It can be clearly seen that merely half of the respondents were neither satisfied nor dissatisfied about the recreational facilities. Respondents opinion about working blank quadrangle Table 4. 16 Respondents opinion about working space Particulars No. of respondents Percentage Highly satisfied 33 27. 5 Moderately satisfied 58 48. 33 Neutral 21 17. Moderately 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 whip of attrition Table 4. 17 Respondents opinion about worst of attrition Particulars No. respondents Percentage Cost of recruitment 43 35. 83 Loss of production 18 15 Los s 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 effect 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 accounting 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 st ructure 14 28 6 0 48 Others 7 6 4 0 17 Total 48 53 17 2 120 Null hypothesis H0 There is no significant relationship between the experience and dissatisfaction of job. Alternate hypothesis H1 There is a significant relationship between the experience and dissatisfaction of job. Level of significant LOS= 95% (. 05%) period of freedom 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 total * 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 measured 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 exerciseStress govern 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. Chapter 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. . Majority of the respondents have an experience of less than 5 years. 5. All the respondents have understood their job. 6. Merely 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. near 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 re tention. 1. More than half of the respondents (56%) feel that they get opportunity to learn more. 12. More than half of the respondents (61%) said they can communicate with their superiors at any time. 13. Merely 3/4th of the respondents (70) said their promotion is based on their skills. 14. More than half of the respondents (52%) disagreed that they have stress in their work. 15. Nearly 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 progr ams 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 relieve 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 frugality many organizations find very difficult to overcome the competition and to retain the employees. Due to attrition the companies not only lose the efficien t employees but also spend 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 salary in periodic interval. The main cause for employee faulting 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 satisfying the employee the attrition level can be reduced. ANNEXURE QUESTIONNAIRE A STUDY ON ATTRITION LEVEL face-to-face DATA 1. Name 2. Designation 3. Age a) 18 -25 b) 26 35 c) 36 -45 d) above 45 4. Marital status a) Married b) mateless 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 Satisfied4 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. Specify 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 retenti on 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) Less c) No 16. Do you have any freedom to convey 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) apathetic d) Disagree c) highly 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?