A STUDY ON EMPLOYEE RETENTION IN RANE MADRAS LTD, CHENNAI PROJECT REPORT Submitted by SIVASANKAR.

M REGISTER NUMBER (MA/10/35) In partial fulfillment of the requirement for the award of the Degree MASTER OF ARTS IN HUMAN RESOURCE MANAGEMENT Under the guidance of
MR.RAJAN

DEPARTMENT OF M.A.HRM MADRAS SCHOOL OF SOCIAL WORK (AUTONOMOUS) 32, CASA MAJOR ROAD, EGMORE CHENNAI-600088 MARCH 2012

BONAFIDE CERTIFICATE

This is to certify that the project titled A Study on Employee Retention In RANE MADRAS LTD, Chennai is a bonafide project work carried out between
January 2010 and February 2010 by SIVASANKAR.M final year student of

M.A.HRM, Madras School Of Social Work (Autonomous), Egmore, Chennai in partial fulfillment of the requirement for the award of the degree of Master Of Arts In Human Resource Management and that the project has not been used previously for the award of any degree, diploma, scholarship, fellowship or any other project title.

Signature of the HOD

Signature of the Guide

Signature of the principal

DECLARATION I, SIVASANKAR.M, a final year M.A.HRM students of Madras School of Social Work, Egmore, Chennai 600008, hereby declare that the project titled A Study on Employee Retention In RANE MADRAS LTD, Chennai towards fulfillment of Masters of Arts in Human Resource Management degree, is our original work.

Signature of the guide

Signature of the student

Place: Chennai Date:

ACKNOWLEDGEMENT
First I would like to thank the Lord Almighty for giving me all the wisdom, the knowledge and strength to carry out this project in a successful manner. Any accomplishment requires the assistance and guidance from a number of people. I owe the successful completion of my project to these people. I would like to thank the Principal of my college, Dr.Fatima Vasanth for being a pillar of support throughout my duration as a student at Madras School of Social Work. I express my profound gratitude to Mrs. Jayanthi Peter, Head of the Department, and thanks to all my professors, Mrs. Mohana, Mrs. Balasandhiya, Mrs. Prethika, Ms. Deepa and Mr. Inian. I am indebted for their able assistance, guidance and constant encouragement for completing my Research work. I wish to sincerely thank my guide, Mr. Rajan, for helping me constantly, rendering valuable suggestions at all stages of the study and ensuring that the project was completed successfully. I am extremely thankful to my the Management for providing the library facilities and administrative support . I would like to extend my gratitude to Mr.Krishna moorthi, Head-HR, Rane Madras Limited (Chennai), for extending permission to take up the project work in the organization and for their invaluable support in completion of the project. My sincere thanks to all the respondents for their co-operation given during the study. Last but not the least I extend my gratitude to my family and friends and dear ones for their constant support throughout this study. Place: Chennai Date: (SIVASANKAR.M)

TABLE OF CONTENTS

CHAPTER NUMBER 1 INTRODUCTION

TITLE

PAGE NUMBER

1.1 INTRODUCTION 1.2 STATEMENT OF THE PROBLEM 1.3 NEED AND IMPORTANCE OF THE STUDY 1.4 OBJECTIVES OF THE STUDY 1.5 RESEARCH METHODOLOGY 1.6 LIMITATIONS OF THE STUDY 1.7 CHAPTERIZATION REVIEW OF THE LITERATURE 2.1 THEORETICAL REVIEW 2.2 RESEARCH REVIEW 2.3 JOURAL REVIEW INDUSTRY AND COMPANY PROFILE 3.1 INDUSTRY PROFILE

DATA ANALYSIS AND INTERPRETATION DATA ANALYSIS AND INTERPRETATION

CONCLUSION 5.1 SUMMARY OF FINDINGS 5.2 SUGGESTIONS 5.3 CONCLUSION BIBLIOGRAPHY APPENDIX QUESTIONNAIRE

LIST OF TABLES

TABLE

TITLE

PAGE

NO 1 2 Distribution of respondents by Age Distribution of respondents by Gender

NO

Distribution of respondents by Marital status Distribution of respondents of years of experience in the organization Distribution of respondents on impact of employee retention

Distribution of respondents on helps to develop the organization Distribution of respondents on employee retention process undertaken by an employer Distribution of respondents retention program providing in your organization Distribution of respondents on feel about compensation structure Distribution of respondents on satisfied in your organization work culture Distribution of respondents on internal facilities providing in your organization Distribution of respondents on external facilities proving in your organization. Distribution of respondents on participated employee engagement program in your organization. Distribution of respondents on the opinions of the level of employee engagement is employees has towards Distribution of respondents on satisfied employee engagement program in your organization Distribution of respondents on feel good about working in your department

7 8 9 10 11 12 13 14 15 16

17

Distribution of respondents on work as challenging and scope of using the skills

18

Distribution of respondents on Scope for career potential development

19

Distribution of respondents on sharing of information among all team members.

20

Distribution of respondents on feedback given by supervisor

21

Distribution of respondents on Openness of supervisor towards suggestion

LIST OF FIGURES

TABLE NO 1

TITLE Distribution of respondents by Age

PAGE NO

Distribution of respondents by Gender

Distribution of respondents by Marital status Distribution of respondents of years of experience in the organization Distribution of respondents on impact of employee retention

Distribution of respondents on helps to develop the organization Distribution of respondents on employee retention process undertaken by an employer Distribution of respondents retention program providing in your organization Distribution of respondents on feel about compensation structure Distribution of respondents on satisfied in your organization work culture Distribution of respondents on internal facilities providing in your organization Distribution of respondents on external facilities proving in your organization. Distribution of respondents on participated employee engagement program in your organization. Distribution of respondents on the opinions of the level of employee engagement is employees has towards

7 8 9 10 11 12 13 14 15

Distribution of respondents on satisfied employee engagement program in your organization

16

Distribution of respondents on feel good about department

working in your

17

Distribution of respondents on work as challenging and scope of using the skills

18

Distribution of respondents on Scope for career potential development

19

Distribution of respondents on sharing of information among all team members.

20

Distribution of respondents on feedback given by supervisor

21

Distribution of respondents on Openness of supervisor towards suggestion

CHAPTER 1
INTRODUCTION

INTRODUCTIONS:

DEFINITION OF RETENTION: Retention define as the process of implementing initiatives to encourage the retention of staff in the workplace. Employee retention is a process in which the employees are encouraged to remain with the organization for the maximum period of time or until the completion of the project. 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 feel 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: Compensation Environment Growth Relationship Support Compensation: Compensation constitutes the largest part of the employee retention process. The employees always have high expectations regarding their compensation packages. Compensation packages vary from industry to industry. So an attractive compensation package plays a critical role in retaining the employees. Compensation includes salary and wages, bonuses, benefits, prerequisites, stock options, bonuses, vacations, etc.

Environment: It is not about managing retention. It is about managing people. If an organization manages people well, employee retention will take care of itself. Organizations should focus on managing the work environment to make better use of the available human assets . Growth: Growth and development are the integral part of every individuals career. If an employee can not foresee his path of career development in his current organization, there are chances that hell leave the organization as soon as he gets an opportunity. Relationship: Sometimes the relationship with the management and the peers becomes the reason for an employee to leave the organization. The management is sometimes not able to provide an employee a supportive work culture and environment in terms of personal or professional relationships. There are times when an employee starts feeling bitterness towards the management or peers. This bitterness could be due to many reasons. This decreases employees interest and he becomes de-motivated. It leads to less satisfaction and eventually attrition.

Support: Lack of support from management can sometimes serve as a reason for employee retention. Supervisor should support his subordinates in a way so that each one of them is a success. Management should try to focus on its employees and support them not only in their difficult times at work but also through the times of personal crisis. Management can support employees by providing them recognition and appreciation.

The basic practices of employee retention strategies:

Hire the right people in the right way. Empower the employees: Give the employees the authority to get things done. Make employees realize that they are the most valuable asset of the organization.

Have faith in them, trust them and respect them. Provide them information and knowledge. Keep providing them feedback on their performance. Recognize and appreciate their achievement. Keep their morale high. Create an environment where the employees want to work and have fun.

The Three Rs of Employee Retention: To keep employees and keep satisfaction high, you need to implement each of the three Rs of employee retention: RESPECT RECOGNITION REWARDS Respect is esteem, special regard, or particular consideration given to people. As the pyramid shows, respect is the foundation of keeping your employees. Recognition and rewards will have little effect if you dont respect employees. Recognition is defined as special notice or attention and the act of perceiving clearly. Many problems with retention and morale occur because management is not paying attention to peoples needs and reactions. Rewards are the extra perks you offer beyond the basics of respect and recognition that make it worth peoples while to work hard, to care, to go beyond the call of duty. While rewards represent the smallest portion of the retention equation, they are still an important one. When we implement the three Rs approach, you will reduce turnover and enjoy the following: Increased productivity Reduced absenteeism More pleasant work environment (for both employees and employer) Improved profits

IMPORTANCE OF EMPLOYEE RETENTION

The process of employee retention will benefit an organization in the following ways; The cost of turnover: The cost of employees turnover add hundreds of thousands of money to a company's expenses. While it is difficult to fully calculate the cost of turnover (including hiring costs, training costs and productivity loss), industry experts often quote 25% of the average employee salary as a conservative estimate Loss of Company Knowledge: When an employee leaves, he takes with him valuable knowledge about the company, customers, current projects and past history (sometimes to competitors). Often much time and money has been spent on the employee in expectation of a future return. When the employee leaves, the investment is not realized. Interruption of Customer Service: Customers and clients do business with a company in part because of the people. Relationships are developed that encourage continued sponsorship of the business. When an employee leaves, the relationships that employee built for the company are severed, which could lead to potential customer loss Turnover leads to more turnovers: When an employee terminates, the effect is felt throughout the organization. Co-workers are often required to pick up the slack. The unspoken negativity often intensifies for the remaining staff. Goodwill of the company: The goodwill of a company is maintained when the attrition rates are low. Higher retention rates motivate potential employees to join the organization. Regaining efficiency: If an employee resigns, then good amount of time is lost in hiring a new employee and then training him/her and this goes to the loss of the company directly which many a times goes unnoticed. And even after this you cannot assure us of the same efficiency from the new employee. WHAT MAKES EMPLOYEE LEAVE:

Employees do not leave an organization without any significant reason. There are certain circumstance that leads to their leaving the organization. Job is not what employee expected to be: sometimes the job responsibilities dont come out to be same as expected by the candidates. Unexpected job responsibilities lead to job dissatisfaction. Job and person mismatch: a candidate may be fit to do a certain type of job which matches is personality. If he is giving a job which mismatches his personality, then he wont be able to perform it well and will try to find out reasons to leave the job. No growth opportunities: No or less learning and growth opportunities in the current job will make candidates job and career stagnant. Lack of appreciation: If the work is not appreciated by the supervisor, the employee feels de-motivated and loses interest in job. Lack of trust and support in coworkers, seniors and management: Trust is the most important factor that is required for an individual to stay in the job.Non-supportive coworkers, seniors and management can make office environment unfriendly and difficult to work in. Stress from overwork and work life imbalance: Job stress can lead to work life imbalance which ultimately many times lead to employee leaving the organization. Compensation: Better compensation packages being offered by other companies may attract employees towards themselves. New job offer: An attractive job offer which an employee thinks is good for him with respect to job responsibility, compensation, growth and learning etc. can lead an employee to leave the organization. How to Improve Employee Retention: Over the years, Engage has implemented a number of policies that serve the dual purpose of attracting potential employees and keeping current ones passionate and committed. Here are a handful of examples:

Engage gives hiring priority to people who live near the office because they believe that long commutes are detrimental to work-life balance.

Instead of a traditional vacation policy, the company lets employees take time off from a leave bank, in which they can accumulate as many as 60 days off to use as they see fit. This policy has helped with employee retention, particularly by making it easier for female employees starting families to take time off and ultimately return to work. During the hiring process, Engage administers the DISC Personality test, which charts the four characteristics, drive, influence, steadiness, and compliance, to build personality profiles for new hires. All employees' test results are public knowledge, which Hoffman feels helps people understand one another and get along. By setting quarterly goals with rewards attached, such as iPods for the whole team or a trip to a nice restaurant, Engage can encourage employees beyond the competitive, and potentially divisive realm of salary bonuses. The group nature of these rewards is important, says Hoffman, because "somebody who is not motivated by getting an iPod knows that other people in his or her group are and doesn't want to let them down."

STATEMENT OF THE PROBLEM

The purpose of the study was to understand the employees Employee retention in Rane Madras Ltd, Chennai. Employee retention is not some externally generated set of activities or metrics that have a life of their own and that are applicable to every circumstance. Effective employees retention is something that is very specific to each individual organizations. The major challenge of an HR professional in this scenario is to develop strategies to ensure low attrition rates. This process of employee retention starts right form the process of recruitment and continues to various levels. Even after all these efforts taken by the management, the rate of attrition had never looked low. This indicates that there needs to be another area, which needs to be given more importance. That is what is called the employee perspective. Almost all strategies

adopted or framed are for the employees but if the employees frame the strategies then retention should not be a problem. This is what the researcher is keen to know about.

NEED OF THE STUDY

The scope of the study on Employee retention is to identify the attrition rate of the employees and the importance of retention practices to encourage employees to stay loyal to the organization at Rane Madras Ltd, Chennai. The major challenge of an HR professional in this scenario is to develop strategies to ensure low attrition rates. The researcher is interested in understanding the employees views on retention for he is the one who is contributing directly to rising numbers of attrition. No employee quits a job just because he is going to earn a penny more in the next company. There are other factors, which decide the stay of an employee in the company. Since the researcher intends to study the two dimensions of employee retention i.e., the HR views on employee retention and the employee views. This study will help the researcher and others to understand the HR perspective of employee retention and the Pull factors in the employees perspective and there by analyze the gap between HR perspectives of employee retention from that of the employees.

OBJECTIVES OF THE STUDY

Primary Objective: To study and analyze the employees Employee retention at Rane Madras Ltd, Chennai. Secondary Objective: To study the demographic details. To study the factors responsible for respondent to stay in a particular job To find whether the Employee engagement program helps in Organization to increase employee retention To study an enhance of employee retention.

RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. Thus it is the various steps that are generally adopted by a researcher in studying his research problem with the logic behind them. It

has many dimension and method which constitute a part of the research and widens the scope of the research.

Definition A careful critical inquiry (or) examination in seeking facts (or) principles, diligent investigation in order to ascertain something Websters International Dictionary. Research design: A research design is the framework or plan for the study that guides the researcher in collection and analysis of the data. The research design adopted in the study is Descriptive research design. The major purpose of descriptive research is description of state of affairs, as it exists at present. The characteristic of descriptive research is that, the researcher has no control over the variables. Researcher can only present what has happened or what is happening. Here the researcher is attempting to find out the learning effectiveness in the organization. Descriptive research design is followed in this study because it describes data and characteristics about the population or phenomenon being studied. Descriptive research answers the questions who, what, where, when and how. This research is used to find out the basic reason or to identify the cause of something that is happening. This has been adopted as the researcher has attempted to determine and analyze the Employee retention at Rane Madras Ltd, Chennai. Universe: The universe is the totality of units from which the sample is selected or derived. Universe for this present study comprises of 120 employees at Rane Madras Limited, Chennai. Sampling: Sampling is a device for learning about masses by surveying a few individuals. Sampling techniques There are various sampling techniques such as stratified random sampling, convenience sampling, judgment sampling, and non-random sampling. The researcher used non -probability sampling method (non-random) convenience sampling for the purpose of the study. SAMPLE DESCRIPTION: Sample size taken for the purpose of the study is 100. The sample was drawn from the entire universe of the employees at Rane Madras Limited, Chennai. SOURCES OF DATA

There are two types of data collection implemented in this research. They are Primary data Secondary data PRIMARY DATA: The primary data are those which are collected afresh and for the first time, and thus happen to be original in character .It is also called first hand information. The main aim of researches is to collect fresh information so primary data is more suitable for research because it has accurate and simply fixable information. The information which collected from direct beneficiaries because to avoid ambiguity and the following reason. SECONDARY DATA: The secondary data on the other hand are those which have already been collected by someone else and which have already been passed through the statistical process. For example: Mail, Library books, Articles etc Primary data is used by the researcher for collecting the information from the samples through questionnaire. Secondary data is used by the researcher for the literature review part of the research. for ex: Mail, Library books, Articles etc. RESEARCH INSTRUMENT Research work was carried out by administrating a structured questionnaire. INSTRUMENT USED A questionnaire consists of a number of questions printed or typed in a definite order on a form as set of forms. The form of the question may be either closed or multiple choice questions. METHOD USED FOR COLLECTING QUESTIONNAIRE The employees were directly contacted and the questionnaire was given to the respondents. The direct contact method is helpful to get some more additional information for the purpose of study. QUESTIONNAIRE This method of data collection is quite popular, particulars in case of high enquiry. In this method a questionnaire is sent to the person concern with request to answer the question. A questionnaire consists of a number of questions printed or typed in a definite order on a form or a set form. TYPES OF QUESTIONS USED IN THIS RESEARCH 1) Closed ended question In these types of questions do not allow the respondents to give answer fully.

2) Multiple choice questions In these types of questions consist of many options. The respondents have to select any one of their choices. DATA ANALYSIS & INTERPRETATION: The analysis and interpretation of data was done using the software SPSS (Statistical Package for Social Sciences) STATISTICAL TOOLS APPLIED: Analysis techniques are used to obtain finding and arrange information in a logical sequence from the raw data collector .after the tabulation of data the tools provide a scientific and mathematical solution to a problem. CHART: The charts that are used for analysis to get a clear idea about tabulated data : Percentage Analysis: This is used to give a pictorial representation of the respondents view point. Formula is: Percentage = No. of respondent/ total no. of respondent*100. Bar Chart Pie chart Charts Percentage Analysis Chi square Test.

LIMITATIONS OF THE STUDY

This study is confined to only one organization. This study was carried out with a lot of time constraints. This study is confined only operator level of employees of the organization.

1.7 CHAPTERIZATION

Chapter I - Introduction This chapter contains Introduction about the topic, Statement of the Problem, Need and Importance of the study, Objectives of the study and Research Methodology. Chapter II - Review of Literature This chapter consists of the Theoretical review , Research review, Journal review and Case study review that are available in this topic. Chapter III - Company Profile This chapter briefs information about the Industry and the Company profile. Chapter IV - Data Analysis and Interpretation This chapter contains the Analysis and Interpretation of the data collected. Chapter V - Findings, Suggestions and Conclusion This chapter brings out the findings, suggestions of the data analyzed.

REVIEW OF LITERATURE:
Employee retention refers to policies and practices companies use to prevent valuable employees from leaving their jobs. How to retain valuable employees is one of the biggest problems that plague companies in the competitive marketplace. Not too long ago, companies accepted the "revolving door policy" as part of doing business and were quick to fill a vacant job with another eager candidate. Nowadays, businesses often find that they spend considerable time, effort, and money to train an employee only to have them develop into a valuable commodity and leave the company for greener pastures. In order to create a successful company, employers should consider as many options as possible when it comes to retaining employees, while at the same time securing their trust and loyalty so they have less of a desire to leave in the future. MEANING: Employee retention involves taking measures to encourage employees to remain in the organization for the maximum period of time. Corporate is facing a lo of problem in employee retention these days. Hiring knowledgeable people for the job is essential for an employer. But retention is even more important than hiring. There is no dearth of opportunities for talented person. There are many organizations which are looking for such employees. If a person is not satisfied by the job hes doing, he may switch over to some other more suitable job. In todays environment it becomes very important for organizations to retain their employees. According to HERMAN "Employee retention is the conscious and deliberate effort to retain quality individuals on the company payroll. Stated otherwise, it is the proactive methods utilized by successful organizations to stop the drain of company profits caused by excessive employee turnover". The Benefits of Employee Retention:

Every company should understand that people are their best commodity. Without qualified people who are good at what they do, any company would be in serious trouble. In the long run, the retention of existing employees saves companies money. There are advertising and recruiting expenses, orientation and training of the new employee, decreased productivity until the new employee is up to speed, and loss of customers who were loyal to the departing employee. Finding, recruiting, and training the best employees represents a major investment. Once a company has captured talented people, the return-on-investment requires closing the back door to prevent them from walking out." When an employee leaves a company for a direct competitor, there is always a chance that they will take important business strategies and secrets with them to be exploited by the competition. This is yet another reason why the retention of employees is so crucial to some businesses. While this practice seems a bit unscrupulous, it stills happens quite frequently. "Because employers know that the best-qualified applicants will come directly from competitors, recruiting and hiring employees away from the competition becomes a necessity in an ultra-tight labor market. And necessity is the mother of inventive and sometimes controversial business practices. Recruiting and hiring from your competitors is probably as old as business itself. But what is newand a hot topic among employersis how to attract and retain qualified candidates in a highly competitive labor market while also preventing their own intellectual capital from winding up in the hands of competitors." One way for a company to prevent employees from giving valuable information to competitors is to make it a policy to enforce strict noncompeting and confidentiality agreements amongst its employees. The existence of such agreements could in fact deter a competitor from hiring a valuable employ because they might not want to risk possible legal entanglements with the other company. Of course, all this could possibly lead to animosity with the employee who could feel that his or her options are being limited. Many employees don't always remember signing such a document, so a copy of it should always be kept on file for the employee to refer to. This area could prove to be a highly sensitive one between employer and employee, so extreme caution is suggested in all instances. EFFECTIVE RETENTION STRATEGIES:

On effective employee retention strategies Aldrichs Nancys explains various strategies as follows, Retention needs to be looked at differently. The first step towards management of employee retention begin with acceptance of the reality that today it is not the company, which determines the movements of its employee but the market. The reason for such conclusion is simple. It is not too impossible for a single company to counter the pull of the market. Instead of attempting to minimize migration, the management practices must aim at influencing those who leave and at what time. Acceptance of the reality thus enables the management to develop a focused retention program duly accompanied by an effective contingency plan for filling the prospective gaps in skills. An honest assessment of an organizations need for a set of employees to remain with the company makes it clear as to which group should be handled with what concern for retaining them. Once this analysis is over and the management identifies who is to be retained for hoe long, it can customize retention practices to encourage employees to stay loyal to the organization. Some such practices could be: Compensation: One of the age-old retention mechanisms is compensation. An organization tries to hold back their most valuable employees by paying them more than the market defined salaries. Unfortunately a poaching company can always outsmart the original employees in weaning them away by paying a hefty signing bonus here again, some smart poachers pay such signing bonus in installments, so that the employer can be sure of having the employee on rolls till payout is effected and such pay spreads can always be matched with the required period of retention of such skill in the organization. In the golden handcuffs and golden hellos, no compensation, can guarantee retention of an employer for the period desired by the organization, unless it is accompanied by other essential elements like job satisfaction and environs which are to the liking of the members. Job Designing: Research indicates that by carefully and thoughtfully deciding which task must be assigned to which job, companies can exert greater influence on the retention rates of employees. It is often

noticed that in the IT industry junior level programmers often move away from a company after gaining experience of working in a project or two. This was often found to be causing dislocation in the availability of skilled pool to execute ongoing or fresh projects. So many IT companies go for campus recruitment and train them for imparting knowledge and commitment. Such job designing gives an advanced warning to the employers about so and so junior programmers leaving the organization at so and so time. A good job design exercise can thus create a win-win situation both for the employers and employees. Job sculpting: Job sculpting is the art of matching people to jobs that allow their deepest embedded life interest to be expressed it involves creation of a customized career path. Job sculpting touches the very deep and innate core of human desire. It goes beyond the commonly perceived expectation of doing what one is good. These life interests are considered to be long- held, emotionally driven passions, intricately entwined with personality and thus born of an indeterminate mix of nature and nurture. It is, therefore essential for a manger to identify those deeply embedded life interests of an employee and sculpt the job or his assignment in such a way that it enables the employee express himself fully. This double bind kind of process makes job sculpting mare an art than a science, demanding all the time in the world for a manager to unearth those hidden interest and build a symmetry between the individual and his job to ensure job- satisfaction, and in turn, capitalize on the potential of the employees. Job Location: Location of jobs is another tool that is leveraged upon by many big companies to mange retention. IT companies such as Infosys and Wipro are known to establish their developmental centers across the country with a view to retain the talent within the company by offering choicest locations to their employees. Microsoft are known to establish their knowledge centers within the supply zones of talent, obviously with the intent of reducing employee turnover. Recruiting Technique:

Unwittingly every company makes an attempt to recruit such people who are prone to migration. Instead, if companies could focus on such talent who could perform the job under reference well through they are not right now in high demand. By doing so, the companies can, to a great extent, protect themselves from poachers. It is only the celebrities who are under the watch of the market. Hence, it makes great sense for companies to hire people who are likely to become celebrities rather than hire the celebrities. This philosophy has of course caught the attention of many recruiting companies. Creating Enabling Organic Bureaucracy: As against a majority of the bureaucracies of companies which are static, internally focused on efficiency, unresponsive to external developments and therefore unpleasant to work with, so they have to develop flexible and organic bureaucracy that focuses on effectiveness, adaptation to change and empowerment of their employees. Such practice generates satisfaction among the employees and makes them work with commitment. Competitive Pay and Benefits: Although pay is not the prime motivators, it definitely influences ones decision to stay in the organization or not, especially when it is not competitive. If the pay levels do not match others or the best in the industry it will become the source of dissatisfaction. Possible action to reduce disparity in pay includes: Periodic review of pay levels on the basis of market survey. Linking pay with performance and ensuring that all employees are aware about the linkage.

Opportunities to develop ones Career: The power of intrinsic motivators cannot be undervalued in the present context. Employees are constantly exploring various avenues to develop their skills so that they can be promo table and employable in the fast changing times. Organization need to consider individuals learning needs and address them suitably by creating learning opportunities for them. Moreover, the employees need to be given opportunities to apply their newly acquired skills in the workplace so that they can prove their worth to the organization. This would boost their self-esteem.

Job Security: Job security assumes greater importance in this turbulent age marked by massive lay-offs, downsizing, and closure. Some of the enlightened organizations provide job security to such a great degree that others in the industry cannot even imagine matching them. These companies resort to various alternatives like redeployment and reducing the pay levels and perks in orders to avoid retrenchments and lay-offs. For example, southwest Airlines assure job security to all employees even in the downtimes. Hiring those who fit the Organizational Culture well: Hiring should not only be based on education, knowledge, skills and previous experience but also on the compatibility of the person with the companys culture. An important question needs to be answered while hiring an employee is Does he or she share the companys values, and can he/she adapt to the workplace. Provide employees with responsibilities and Empowerment and allow them to use it: Many surveys show that the greatest source of employee pride and satisfaction is the feeling of accomplishment that comes from having and exercising responsibility. Understand Personal Needs: Other than the routine office work, it is important for organizations to understand that all employees have a personal life, interest, friends and family- and continuously they struggle to balance the increasingly hectic schedules. Understanding this side of employees life will definitely give the company an edge over others.

RETENTION MOTIVATION THEORY:

Retention has a direct and causal relationship with employee needs and motivation. Applying a motivation theory model, such as Maslows Hierarchy of Needs, is an effective way of identifying effective retention protocol.

MASLOW'S HIERARCHY OF NEEDS: Each of the five tiers of Maslows hierarchy of needs relates to optimal retention strategy. Since Maslows introduction of his motivation model, organizations have been employing strategies attempting to stimulate each of the five humanitarian needs described above to optimize retention rates. When applied to the organizational model, meeting the self-actualization and esteem needs of an employee tend to correlate to better retention. Physiological, safety, and social needs are important as well, however, and must be addressed to better the work environment. While implementing a retention strategy is ideal, successful satisfying all five needs of employees is not only difficult, but also expensive. That being said, managers who attempt to maximize employee need coverage tend to be more concerned with employee satisfaction.

Maslow's Hierarchy of Needs is to obtain a better understanding of what are the expectations of any person from the industry at each level and how is it being fulfilled presently. The framework would also be used to identify gaps which when handled appropriately can act as motivators for a person to carry on in this industry, thus bringing the present attrition rate under control. Maslow's basic needs are as follows Physiological Needs These are biological needs. They are the strongest needs because if a person deprived of all needs, the physiological ones would come first in the person's search for satisfaction. For any person in the industry, this basic need is satisfied by the compensation provided. Hence he looks forward to a sufficient compensation structure which would take care of all of his basic physiological needs. This needs to be continuously updated with time such that it fulfills all the physiological need of the person and his family at every stage of his life. An absence in such arbitrage opportunities leads to dissatisfaction of the physiological need. Safety Needs

When all physiological needs are satisfied and are no longer controlling thoughts and behaviors, the needs for security becomes active. Adults have little awareness of their security needs except in times of emergency or periods of disorganization in the social structure (such as widespread rioting). Children often display the signs of insecurity and the need to be safe. There are two aspects of the security which would concern a person in the business. One is the physical security of the employee and their family. The other aspect is the psychological fear of job security. Needs of Love, Affection and Belongingness The next higher class of needs which emerge is the need for love, affection and belongingness. Maslow states that people seek to overcome feelings of loneliness and alienation. This involves both giving and receiving love, affection and the sense Maslow's Hierarchy of Needs of belonging. Needs for Esteem As per Maslow, after the first three classes of needs are satisfied, the need for esteem becomes dominant. These involve needs for both self-esteem and for the esteem a person gets from others. Humans have a need for a stable, firmly based, high level of self-respect, and respect from others. When these needs are satisfied, the person feels self-confident and valuable. When these needs are left unfulfilled, the person feels inferior, weak, helpless and worthless. Needs for Self-Actualization When all of the foregoing needs are satisfied, then the need for self-actualization gets activated. Maslow describes self-actualization as a person's need to be and do what the person was "born to do". These needs make themselves felt in signs of restlessness. The person feels on edge, tense, lacking something, in short, restless.

HERZBERGS THEORY: An alternative motivation theory to Maslows Hierarchy of Needs is the MotivatorHygiene (Herzbergs) theory. The theories have overlap, but the fundamental nature of each model differs. While Maslows Hierarchy implies the addition or removal of the same need stimuli will enhance or detract from the employees satisfaction, Herzbergs findings indicate that factors garnering job satisfaction are separate from factors leading to poor job satisfaction and employee

turnover. Herzbergs system of needs is segmented into motivators and hygiene factors. Like Maslows Hierarchy, motivators are often unexpected bonuses that foster the desire to excel. Hygiene factors include expected conditions that if missing will create dissatisfaction. Examples of hygiene factors include bathrooms, lighting, and the appropriate tools for a given job. Employers must utilize positive reinforcement methods while maintaining expected hygiene factors to maximize employee satisfaction and minimize retention. EQITY THEORY: Equity Theory realizes the humanitarian concern with fairness and equality. While one party may be given motivational rewards and opportunities, the individual will assess the work-reward ratio based on similar, external positions. If the individual feels the rewards and motivators do not meet the standard, the employee will either lose motivation, request more compensation, or leave their current position in search of more favorable benefits. Because of this, firms must not only recognize internal obligations, but also attempt to equalize or outperform competition in meeting employee needs

COMPANY PROFILE:

RANE GROUP

RANE GROUP - MISSION STATEMENT:

Provide superior products and services to our Customers and maintain market leadership Evolve as an institution that serves the best interests of all stakeholders Pursue excellence through total quality management Ensure the highest standards of ethics and integrity in all our actions

GROUP MILESTONES:
1929- Rane was founded as a distributor of automobiles & parts by Shri .T.R.Ganapathy Iyer 1959- Diversified into manufacturing and established plant for IC Engine Valves 1960- Established facility to make Tie Rod Ends. 1964- Started manufacture of Friction Material. 1974- Established Kar Mobiles Limited to manufacture Automotive and Large Valves. 1975- Started manufacture of Manual Steering Gears. 1987- Established JV with TRW for Power Steering Systems 1991- Established JV with JMA for distribution of auto components. 1995- TRW JV also commenced manufacture of occupant restraints. 1995- Established JV with NSK for Energy Absorbing Steering Columns. 1995- Founded Rane Institute for Employee Development. 2000- TQM launched under guidance of Prof. Washio of JUSE, Japan 2003- Rane Brake Linings Limited wins Deming Application Prize. 2005- Rane Engine Valves Limited wins Deming Application Prize 2005 - Rane TRW Steering Systems Limited (SGD) wins Deming Application Prize. 2007-Rane Madras Limited wins Deming Application Prize

GROUP COMPANIES PRODUCT PORTFOLIO:

Rane Engine Valves Limited: Engine Valves, Valve Guides, Tappets Rane Brake Linings Limited: Brake Linings, Disc Pads, Clutch Facings and Composite Brake Blocks Rane TRW Steering Systems Limited: Power Steering Systems, Seat Belt Systems Rane NSK Steering Systems Limited: Energy Absorbing Steering Columns Kar Mobiles Limited: Large Engine Valves for Automotive & Defense Applications Rane Die cast Limited: High Pressure Die Casting Products.

RANE (MADRAS) LIMITED VISION:

To position RML as a global ball joint supplier through customer focus. To retain leadership in the domestic steering gear market and penetrate chosen export markets. MISSION: Provide superior products and services to our Customers and maintain market leadership Evolve as an institution that serves the best interests of all stakeholders Pursue excellence through total quality management

 Ensure the highest standards of ethics and integrity in all our actions

MAJOR MILESTONES OF RML: 1929 Founded as Rane Private Limited by Shri T.R. Ganapathy lyer as a distributor of Automobiles & Parts 1960 Commenced manufacture of Tie Rod Ends (Steering Linkage) 1975 Commenced manufacture of Steering Gears 1981 Second manufacturing unit set up at Mysore to cater to the demands of tractor Segment 1984 Agreement for Technical Collaboration with TRW, Germany signed 1995 Third manufacturing unit set up at Puduchery to cater to the needs of Passenger Car segment 2007 - Fourth manufacturing unit set up atVaranavasi (Tamil Nadu) to meet the demands of Export Market 2007 - Fifth manufacturing unit set up at Uttarkhand to cater the needs of the customers based in that region 2007 - Winner of Deming Application Prize

ORGANISATIONS EXPECTATIONS FROM EMPLOYEES: Comply with companys policies and procedures Be punctual, prompt and regular in attendance Conduct yourselves in a professional and productive manner. Promote high standards of performance in yourselves and amongst your peers.

 Maintain high quality in all aspects that would lead to customer delight. Demonstrate innovative & creative approach in your work. Inculcate a thirst for knowledge building and sharing. Value the efforts and performance of team members, departments and support groups. Maintain an honest communication with Superiors and other employees. Value and cherish the ideals of Dignity of Labour.

WHAT AN EMPLOYEE CAN EXPECT FROM RML: Have a congenial work environment. Be treated with respect and fairness. Be provided with opportunities to develop new ideas. Get appropriate learning and training to enhance his competencies. Receive recognition for good work. Receive open and honest communication throughout the Company. Have a safe and healthy work environment. RML RESPECT CODE: (1)Responsibility I will take responsibility for my own and delegated actions. I will openly and honestly admit my mistakes. I will not blame others for my mistakes. (2) Esteem

 I will build the esteem of others. I will respect and value people. I will not shout, humiliate or ignore people in any way.

(3) Share Information I will always share all relevant information with others, to enable them be effective in their job. I will not use information to establish my superiority. (4) Praise I will, whenever it is due, praise others in public. Where necessary I will correct others only in private. I will not criticize people in public. (5) Empathy I will listen to others and try to understand and appreciate their concerns. I will not interrupt them when they are talking. (6) Collaborate I will collaborate with others and build and work in teams. I will not support or indulge in politics or groupism. (7) Trust I will be trustworthy. I will implicitly trust others. I will honour my commitments. I will not say what I do not mean. WORK ETHICS:

In our continuous effort to motivate people and enable them experience a sense of belonging to the organization we will conform to these systems, procedures and work ethics: Provide essential resources for effective performance e.g., a work station, training,

IT support. Provide the organ gram delineating clear reporting relationships. Prepare a clear Role Description with Managing Points and Targets. Avoid role changes which cause discomfort to the people concerned. Plan the days work properly with the team to avoid changing priorities and crises. Discourage people from working late. Enable people discharge their responsibilities effectively by supporting them with

necessary authority. people. Encourage decision making at the appropriate, lowest level in order to develop

HIGHLIGHTS: Inception in 1960 at Velachery, Chennai Five locations manufacturing steering and suspension systems: Chennai plant Steering gears and linkages for Light Commercial Vehicles, Heavy Commercial Vehicles and Utility Vehicles Mysore plant Steering gears for farm tractors, linkages for farm tractors And passenger cars Puduchery plant -Varanavasi plant Rack and pinion steering gears for passenger cars Ball joints for overseas markets

Uttarkhand plant Steering gears and linkages for Utility vehicles

ISO / TS 16949 : 2002 certifications for each of its manufacturing locations ISO 14001 & OHSAS 18001 certified plants Winner of prestigious Deming Application Prize Contemporary design and analysis software Finite element analysis for all critical parts Vehicle steering system analysis to simulate real life conditions

RANE (MADRAS) LIMITED - PLANT LOCATIONS:

TECHNICAL ASSOCIATIONS: Partner Quinton Hazel ,UK Ehrenreich & CIE, Germany TRW Ehrenreich GmbH & Co., Germany Burman & Sons Ltd., UK TRW SSL, UK NSK, Japan Year 1960 1970 1962 1972 From 1987 1973 1985 From 1995 From 1997 Product Steering Joints & Linkages Steering Joints Steering Joints & Linkages Steering Gears Manual Rack & Pinion Re-circulating Ball Manual Gears

TRW, USA

From 1998

Worm & Roller

RML PRODUCT PROFILE:

MANUAL STEERING GEARS: RE - CIRCULATING BALL TYPE STEERING GEARS:

Fork type Open type / Close type Sector type Constant ratio & variable ratio with single or double lever RACK & PINION TYPE STEERING GEARS:

For all passenger cars Available with Single end take off Double end take off

STEERING LINKAGES:
TIE ROD ASSEMBLIES Ball joint with greased nipple (metallic bearing / cups) Ball head sizes 24, 26, 28.5, 30, 35 & 40 dia Greased for life Ball joint (metallic bearing / cups) Ball head sizes 26, 30, 35 & 40 dia Greased for life Ball joint (plastic bearing / cups) Ball head sizes 22, 25, 25.4, 28 & 30 dia For CV / UV & Farm Tractors DRAG LINK ASSEMBLIES Ball joint with greased nipple (metallic bearing / cups) Ball head sizes 24, 26, 28.5, 30, 35 & 40 dia

Greased for life Ball joint (metallic bearing / cups) Ball head sizes 26, 30, 35 & 40 dia Greased for life Ball joint (plastic bearing / cups) Ball head sizes 22, 25, 25.4, 28 & 30 dia For CV / UV & Farm Tractors CENTER LINK ASSEMBLIES Ball joint with greased nipple (metallic bearing / cups) (Two types: Serviceable & Non serviceable) Ball head size 26 dia Greased for life Ball joint (plastic bearing / cups) Ball head size 25.4 dia For Utility Vehicles GEAR SHIFT BALL JOINTS: Ball joint with greased nipple (metallic bearing / cups), Ball head size 24 dia Greased for life Ball joint (plastic bearing / cups), Ball head sizes 19 & 22 dia For Commercial Vehicles

INNER BALL JOINTS: Greased for life Ball joint (plastic bearing / cups) Ball head sizes 22, 24, 25 & 28 dia For Passenger Cars & Utility Vehicles

SUSPENSION COMPONENTS:
LOWER CONTROL ARMS Greased for life Ball joint (plastic bearing / cups) Ball head sizes 22 & 25.4 dia For passenger car with Mcphersion strut type suspension. SUSPENSION BALL JOINTS With cylindrical socket housing for press fitting & Flange socket housing for bolted assembly Greased for life Ball joint (plastic bearing / cups)

Ball head sizes 25.4, 27, 30, 35 & 38 dia For Passenger Cars & Utility Vehicles AXLE BALL JOINTS With cylindrical socket housing for press fitting Greased for life Ball joint (plastic bearing / cups) Ball head sizes 32 & 38 dia For Utility Vehicles STABILIZER LINK BALL JOINTS Greased for life Ball joint (plastic bearing / cups) Ball head sizes 16 & 19 dia For Passenger Cars & Utility Vehicles

HYDRAULIC PRODUCTS:
HYDROSTATIC STEERING FOR FARM TRACTORS AND OFF HIGHWAY MACHINES HYDRAULIC CYLINDERS Steering cylinders - From 35 bore

FUNCTIONAL PROFILE:
The following Corporate Functions operate at Company level for better synergy of functions, deployment of policy matters and guidance to plants. Finance Materials Marketing Research & Development Human Resources

 Manufacturing Engineering System & Design CORPORATE FINANCE: KEY RESPONSIBILITIES FINANCE Efficient funds management Ensure timely correct payment Budget and MIS Maintain proper books of Accounts Facilitate cost management Ensure statutory compliances Provide IT support

CORPORATE MATERIALS: OBJECTIVE FOR MANAGEMENT OF SUPPLIERS Develop reliable supplier base to procure components at right quality, cost and time

KEY RESPONSIBILITIES CORPORATE MATERIALS Developing Reliable Supplier Base Effective Material Cost Management Effective Management of Materials for NPD

KEY RESPONSIBILITIES PLANT MATERIALS Regular scheduling and buying

 Effective inventory management Effective rescheduling for cost management

MARKETING:
OBJECTIVE: Increase overall sales, market share and new product business Enhance customer satisfaction Cost management Ensure statutory Compliance

MARKETING - SEGMENTS SERVED:

MARKETING PRODUCTWISE CUSTOMER: (Domestic & Exports) Ashok Leyland Tata TAFE Mahindra Maruti FIAT Ford ESCORTS DANA TRW Automotive

 TRW Rane John Deere DAIHATSU SIRM KUBOTA Iron Khodro Kijbata MARKETING PRODUCTWISE COMPETITORS Re-Circulating Ball Type Steering Gear XLO Steering ZF Steering Rack & Pinion Steering Gear Sona Koyo Ltd. Hydrostatic Steering Gear Eaton Danfoss Steering Linkages QH Talbros SONA Somic

EICHER PIAGGIO Hindustan Motors ZAMYAD Swaraj Mazda

RESEARCH & DEVELOPMENT:

KEY RESPONSIBILITIES: Evaluate & implement new product strategies Upgrade product technology and testing Institutionalize new product development process Establishment of design guidelines Technology development Reliability engineering TESTING FACILITIES: Independent testing facilities for each product division Simulating of demanding and adverse conditions Complete design validation tests TESTS FOR STEERING GEARS: Steering gears endurance test Input torque test Impact test Rack and pinion endurance test

TESTS FOR STEERING AND SUSPENSION LINKAGES: Ball joints axial / radial end lift Ball joints endurance & fatigue tests Buckling test

 Dust seal test

HUMAN RESOURCES:
HR VISION: To stimulate and nurture the intrinsic desire in people to learn, grow and enhance performance to achieve business success and growth HR POLICY: Recruit and retain high caliber employees Encourage and recognize outstanding merit and contribution Create opportunities for professional growth and satisfaction Foster employee involvement and develop a work ethos that builds dignity and pride Develop leadership capabilities at all levels

KEY RESPONSIBILITIES OF HR DEPARTMENT INCLUDE: HR Policy Guidelines Hiring and Recruitment Employee Competency Mapping & Development Performance Management System Employee Recognition and Motivation Employee Involvement Employee Welfare & Safety Statutory Compliance Corporate Social Responsibility

H R ORGANISATION CHART:

1 Develop Employee Competency 2. Facilitate Labour Productivity 3. Improve Employee Morale 4. Enhance T E I

H R - BASIC INFORMATION

Leave: Casual leave (CL): 10 days, Privilege leaves (PL): 30 days Attendance:

Attendance marking in corporate office and Plants is done through card swiping / Biometric system

Performance Assessment & Development System: (PADS) Once in a year employee is appraised based on his Managing Points & developmental areas are identified for training the employee. Midterm appraisal is carried out as a matter of course correction. Training: Training needs identified from various sources like PADS, SBP, Competency score card and Organizational requirement in general are addressed through a dedicated Institution called Rane Institute of Employee Development (RIED). Salary : Salary is paid on the last working day of every month and the same is deposited in employees bank account. MANUFACTURING ENGINEERING SYSTEMS DEPARTMENT: KEY RESPONSIBILITIES: Enhance Productivity through Industrial Engg.Techniques and Supporting to Horizontal Deployment of Best Mfg. Practices Facilitation of Lean Production System for all the plants. Prepare, Updating and maintaining Capacity charts for all the plants Supporting to Capex Budget Monitoring system for all Plants. Prepare Update and maintaining layout for Velachery Plant & New Projects. Support & Implement of Lean Production System in Velachery plant. Supporting to Capex Budget Monitoring system through Machine Ordering and Commissioning

 Reduce the Packing cost for Velachery Plant

TQM TERMINOLOGIES: (CFT) - Cross Functional Team Team formed by Top Management for solving complex problems or attends to larger projects requiring participation by representatives of different departments / functions. QITs & CFTs are dissolved once the problem is solved or a project is completed (SOP) - Standard Operating Procedure SOP is a documentation of all routine activities flow in a systematic manner. SOP promotes consistency in performance and prevents mistakes due to human errors. SOP in nonmanufacturing areas can be called as Work Standards / Work Instructions (TEI) - TOTAL EMPLOYEE INVOLVEMENT Total participation of employees at all levels. TEI is achieved through QCC, Suggestions, Kaizens, 5S, QIT and CFT. (TPM) - TOTAL PRODUCTIVE MAINTENANCE Aims for Zero Breakdown and Zero Defect thereby achieve substantial increase in Overall Equipment Effectiveness through development of Reliable Equipment, Committed Personnel and Enjoyable Workplace Kaizen Kaizen means continuous improvement. Up gradation of SOPs is a concrete indicator of Kaizen. Kaizen can span from small improvements to major breakthroughs in cost, quality or productivity

5S Good House Keeping

Seiri - Set Seiton - Sort Seiso Shine Seikutsu Standardise or Systemise

Setsuke Self Discipline

Table No. 4.1: Distribution of respondents by Age S No 1 2 3 4 Age 20-30 30-40 40 above Total No of Respondents 40 40 20 100 % of Respondents 40% 40% 20% 100%

Interpretation: It is evident from the above Table 4.1: 40% of the respondents between the 20 to 25 this age group where reaches the higher rung in the data collections and they are the pillars of the organization. 40% of the respondents belong to the 30-40 age groups they are the foundations of the organization. 20% of the respondents above 40 age group they are most experienced practical oriented people to retain in the organization

Table No. 4.2: Distribution of respondents by Gender S No 1 2 3 Gender Male Female Total No of Respondents 100 0 100 % of Respondents 100% 0% 100%

Interpretation: From the above table 4.1: It is inferred that the sample unit consists of 100% from which 100% of participated male employees category and 0% to the female employee category. In Rane madras limited mostly working male employee. It is also identified throughout percentage analysis that the sample unit is dominated by male respondents than female respondents

Table No. 4.3: Distribution of respondents by Marital status, S No 1 2 3 Marital Status Single Married Total No of Respondents 38 62 100 % of Respondents 38% 62% 100%

Interpretation: The above table 4.3: Indicates the distribution of samples according to 38.% of respondents single and 62% of respondents married It is also identified throughout percentage analysis that the sample unit is dominated by married respondents than unmarried respondents.

Figure 4.4: Distribution of respondents of years of experience in the organization S No 1 2 3 4 5 NO of years Working in this organization 0-2 Years 2-5 Years 5-10 Years Above 10 years Total No of Respondents 30 32 18 20 100 % of Respondents 30% 32% 18% 20% 100%

Interpretation: The above table 4.4: shows the distribution of respondents on the basis of years of experience in the organization A little less than 0-2 years of the respondents (30%) have 2 to 5 years of experienced people 32%, whereas nearly 5 to 10 respondents belong to 18%. The group which has an experience above 10 years represents are (20%) in this organization.

Figure 4.5: S No 1 2 3 4 5 Impact of Employee Retention Increases productivity and improves morale Lower attrition Improves overall organizational effectiveness Boosts business growth Total No of Respondents 18 48 15 19 100 % of Respondents 18% 48% 15% 19% 100%

Interpretation: The above table 4.5: shows the distribution of respondents on the impact of employee retention in the organization 18% of people responding it will increase productivity, 48% of people accepting attrition, 15% of people responding it will improve over all organizational effectiveness and finally 19% of people said it is boosts of business growth.

Figure 4.6: S No 1 2 3 4 5 Employee retention helps to develop the Organization Never Sometimes Most of times All the times Total No of Respondents 10 48 33 9 100 % of Respondents 10% 48% 33% 9% 100%

Interpretation: The above table 4.6: shows the distribution of respondents on the employee retention helps to develop the organization in the work place. In the respondent of 10% said never, 48% of people said sometimes will helps in the organization, 33% of people said most of time helping to organization and 9% of people accepted all the times helps to the organization.

Figure 4.7:

S No 1 2 3 4 5

Employee retention process undertaken by Employer Create community at work place Create a talent employees Stay in long period Reduce cost Total

No of Respondents 10 48 33 9 100

% of Respondents 10% 48% 33% 9% 100%

Interpretation: The above table 4.7: shows the distribution of respondents on the employee retention process undertaken by the employer. The 10% of people respondent create community at the work place, 48% of people said create talent employees, 33% of people said stay in long period in the organization and 9% of people said it will reduce cost of employer.

Figure 4.8: S No 1 2 3 4 5 6 Retention program providing in your Organization Compensation Environment Growth Welfare All Total No of Respondents 15 30 19 21 15 100 % of Respondents 15% 30% 19% 21% 15% 100%

Interpretation: The above table 4.8: shows the distribution of respondents on the employee retention program providing in your organization for this employees responded equally, 15% of people responded compensation is good in this organization, 30% of people responded environment, 19% of people accepted growth is good in this organization, 21% of people said welfare is nice in this organization and finally 15% of people said all retention program is good in this organization.

Figure 4.9: S No 1 2 3 4 Feel about compensation Structure Highly satisfied Satisfied Not satisfied Total No of Respondents 22 44 34 100 % of Respondents 22% 44% 34% 100%

Interpretation: The above table 4.9: shows the distribution of respondents on the employees feel about their compensation in the organization. The compensation feel in this organization 22% of people responded highly satisfied 44% of people satisfied their compensation and finally 34% of people not satisfied their compensation in this organization.

Figure 4.10:

S No 1 2 3

Satisfied your Work Culture Yes No Total

No of Respondents 60 40 100

% of Respondents 60% 40% 100%

Interpretation: The above table 4.10: shows the distribution of respondents of the employees work culture in this organization. In this organization 60% of people satisfied their work culture and 40% of people not satisfied in their work culture so in this organization work culture is good.

Figure 4.11:

S No 1 2 3 4 5 6

Internal facilities are providing in your Organization Yoga class Rehabilitation Sports Fitness Centre All Total

No of Respondents 0 0 100 0 0 100

% of Respondents 0% 0% 100% 0% 0% 100%

Interpretation: The above table 4.11: shows the distribution of respondents of the internal facilities providing in this organization. The internal facilities are yoga class, rehabilitation, sports, fitness centre but everyone responded sports because they are providing only sports activities.

Figure 4.12:

S No 1 2 3 4 5

External facilities providing in your Organization Movie tickets Tour arrangements Both None Total

No of Respondents 100 0 0 0 100

% of Respondents 100% 0% 0% 0% 100%

Interpretation: The above table 4.12: shows the distribution of respondents of the external facilities providing in this organization. The external facilities are movie tickets, Tour arrangement but everyone responded movie tickets because they are providing only movie tickets to employees and their family peoples.

Figure 4.13:

S No 1 2 3 4

Participated employee engagement program in your organization Always Sometimes Never Total

No of Respondents 16 32 52 100

% of Respondents 16% 32% 52% 100%

Interpretation: The above table 4.13: shows the distribution of respondents of participated

employee engagement program in this organization. The most of employees 52% of peoples never participated in the employee engagement program in this organization, 32% of peoples participated sometimes and 16% of peoples always participated in employee engagement program in the organization.

Figure 4.14:

S No 1 2 3 4 5

Level of engagement is an employees has towards their Organizational growth Individual growth Increase productivity Reduce employee attrition Total

No of Respondents 20 36 26 12 100

% of Respondents 20% 36% 26% 12% 100%

Interpretation: The above table 4.14: shows the distribution of respondents level of employee engagement program is an employees has towards their 20% of people said organizational growth, 36% of peoples responded individual growth, 26% of peoples increased productivity and 12% of people responded reduce employee attritions in this organization.

Figure 4.15:

S No 1 2 3

Satisfied engagement program in your organization Yes No Total

No of Respondents 55 45 100

% of Respondents 55% 45% 100%

Interpretation: The above table 4.15: shows the distribution of respondents in this organization satisfied or not satisfied in their engagement program. 55% of peoples said satisfied engagement program in this organization and 45% of peoples not satisfied their engagement programs in the organization because they are expecting more than like physical fitness and tour arrangement and etc.

Table 4.16:

Distribution of respondents on the bases of opinions about working department S No 1 2 3 4 5 6 Feel good about working in your department Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree Total No of Respondents 10 41 25 9 15 100 % of Respondents 10% 41% 25% 9% 15% 100%

Interpretation: From the table 4.16: around the respondents (10 %) strongly disagree that they feel not bad about working in the department. More than four first of the respondents (41 %) disagree that working in the department makes them feel not good. The remaining (25 %) neither agree nor disagree amongst themselves. Then 9% of people only agree and 15% of people are strongly agree to be feel good working in their department. So it is inferred that majority of the workers not feel good working in their departments. Table No. 4.17:

Distribution of respondents on work as challenging and scope of using the skills S No 1 2 3 4 5 6 My work is challenging scope for using my all skills Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree Total No of Respondents 42 24 10 14 10 100 % of Respondents 42% 24% 10% 14% 10% 100%

Interpretation: From the table 4.17: of More than half strongly agree (42 %) and disagree (24%) more than one-fourth of the respondents (14%) respectively agree and strongly agree (10%) and the (10%) of people neither agree nor disagree that their work is challenging and there is scope for not usage of skills. So its inferred that respondents majorly not agree that there is scope and challenge for work undertaken. Figure No. 4.18: Distribution of respondents on Scope for career potential development.

S No 1 2 3 4 5 6

Scope for career potential development Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree Total

No of Respondents 5 26 10 31 28 100

% of Respondents 5% 26% 10% 31% 28% 100%

Interpretation: From the table 4.18: Majority of the respondents (31 %) agrees and (28%) of strongly agrees amongst themselves that career potential development, whereas the remaining (26 %) disagree and (5%) strongly disagree regarding this and (10%) of people responded neither agree nor disagree. This implies that the scope for career development, which is gaining importance in todays workforce, is present in the industry. Scope for career in the industry is one of the factors which help in retaining the employees. Table No. 4.19: Distribution of respondents on sharing of information among all team members.

S No 1 2 3 4 5 6

Information is freely shared among all team members Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree Total

No of Respondents 12 36 18 19 15 100

% of Respondents 12% 36% 18% 19% 15% 100%

Interpretation: From the above table 4.19: of a little less than half of the respondents (36 %) disagree and (12%) strongly disagree feel that there is not sharing of information among team members. Also one-eighth of the respondents (18 %) neither agree nor disagree. The remaining (19 %) agree and (15%) strongly agree that there is sharing of information in their company. So it is inferred that not Sharing of information to among some peoples. Table No. 4.20 Distribution of respondents on feedback given by supervisor

S No 1 2 3 4 5 6

My supervisor giving me constructive feedback Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree Total

No of Respondents 16 28 15 24 17 100

% of Respondents 12% 28% 15% 24% 17% 100%

Interpretation: Above the table 4.20: of around two-eighth (28 %) of disagree and (16%) of strongly disagree of the respondents of the feedback given by the supervisor is not constructive, whereas the remaining (24%) agree and (17%) strongly agree and (15%) of neither agree nor disagree feedback given by the supervisor feedback. So it is inferred that the supervisor need to be transparent about the feedback given and some people not satisfied giving feedback.

Figure No. 4.21: Distribution of respondents on Openness of supervisor towards suggestion.

S No 1 2 3 4 5 6

My supervisor open suggestion Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree Total

No of Respondents 16 30 24 14 16 100

% of Respondents 16% 30% 24% 14% 16% 100%

Interpretation: A above table 4.21: among half respondent (30%) disagree and (16%) Strongly disagree and (14%) and (16%) strongly agree and quarterly of people (24%) neither agree nor disagree of that their supervisors are open towards suggestions. It is inferred that Openness towards suggestions from any level of employee indicates the organizations broad minded approach towards issues. It also enables the employee to feel as a part of the organization.

CHI SQUARE TEST CROSS TABLE CALCULATION BETWEEN VARIABLES

Table No: 16 Cross Table between the age and scope for career potential development AGE 20-30 Years 30-40 Years 40-60 years TOTAL POSITIVE 23 25 16 64 NEGATIVE 17 14 5 36 TOTAL 40 39 21 100

O 23 25 16 17 14 5 TOTAL

E 25.6 24.9 13.44 14.4 14.04 7.56

(O-E) -2.6 0.1 2.56 2.6 -0.04 -2.56

(O-E)* (O-E) 6.76 0.01 6.55 6.76 1.6 6.55

(O-E)* (O-E)/E 0.2640 0.0004 0.4873 0.4694 0.1139 0.8664 1.7324

Chi square value: 1.7324 Level of significance: 5% Degrees of freedom: 2

Null Hypothesis: There is no significant relationship between the age of the employee and the scope for career potential development in the organization for the employees growth. Alternate Hypothesis: There is a significant level of relationship between the age of the 1employee and the scope for career potential development in the organization for the employees growth. Calculated value: 1.7324 Table value: 5.991 INFERENCE The calculated value is lesser than the table value. So we accept the Null Hypothesis and reject the Alternate Hypothesis. This shows that there is the significant relationship between the age of the employee and the scope for career potential development in the organization for the employees growth.

Table No: 16 Cross Table between the marital status and scope for career potential development

MARITAL STATUS SINGLE MARRIED TOTAL

POSITIVE 21 44 65

NEGATIVE 17 18 35

TOTAL 38 62 100

(O-E)

(O-E)* (O-E)

(O-E)* (O-E)/E

21 44 17 18

24.7 40.3 13.3 21.7

-3.7 3.7 3.7 -3.7

13.69 13.69 13.69 13.69

0.554 0.339 1.029 0.630

2.552

Chi square value: 2.552 Level of significance: 5% Degrees of freedom: 1

Null Hypothesis: There is no significant difference between the marital status and the scope for career potential development in the organization for the employees growth. Alternate Hypothesis: There is a significant level of difference between the marital status and the scope for career potential development in the organization for the employees growth. Calculated value: 2.552 Table value: 3.841 INFERENCE The calculated value is lesser than the table value. So we accepted the Null Hypothesis and reject the alternate Hypothesis. This shows that there is the significant level of difference between the marital status and the scope for career potential development in the organization for the employees growth.