A STUDY ON EMPLOYEE RETENTION

A STUDY ON EMPLOYEE RETENTION TABLE OF CONTENTSCHAPTER NO. PAGE NO. 1 INTRODUCTION 1.3 INTRODUCTION TO THE STUDY 1.3.1 1.3.2 1.3.3 1.3.4 Objectives of the study Need of the study Scope of the study Limitations of the study TITLE 2 REVIEW OF LITERATURE 3 RESEARCH METHODOLOGY 3.1 RESEARCH DESIGN 3.2 SAMPLING TECHNIQUE 3.3 SAMPLE SIZE 3.4 DATA COLLECTION METHOD 3.5 STATISTICAL TOOLS USED 4 5 DATA ANALYSIS FINDINGS 6 7 SUGGESTIONS CONCLUSION ANNEXURES BIBLIOGRAPHY LIST OF TABLES S.NO 4.1.1 4.1.2 4.1.3 4.1.4 4.1.5 4.1.6 4.1.7 4.1.8 4.1.9 4.1.10 4.1.11 4.1.12 TITLE Position category of the employees Years of experience of the employees Employees satisfaction towards work environment Employees satisfaction towards incentives provided by the organization Opinion about management’s interest in motivating employees Employees opinion about opportunities for growth and promotion Employees opinion about their career development in the organization Employees response towards the welfare policies offered by the organization Factors motivating the employees Employees opinion about stress due to overwork What did the employees like more about the company Employees opinion about the medical facilities offered by the company Page No 4.1.13 Employees response towards performance appraisal system followed in the company 4.1.14 Employees opinion about balancing the work life and personal life 4.1.15 Employees satisfaction level towards the Grievance handling system followed in the company 4.1.16 Whether company welcomes new ideas and innovation from the employees 4.1.17 Employees satisfaction level regarding superior subordinate relationship LIST OF CHARTS S.NO 4.1.1 4.1.2 4.1.3 4.1.4 4.1.5 4.1.6 4.1.7 4.1.8 4.1.9 4.1.10 4.1.11 4.1.12 TITLE Position category of the employees Years of experience of the employees Employees satisfaction towards work environment Employees satisfaction towards incentives provided by the organization Opinion about management’s interest in motivating employees Employees opinion about opportunities for growth and promotion Employees opinion about their career development in the organization Employees response towards the welfare policies offered by the organization Factors motivating the employees Employees opinion about stress due to overwork What did the employees like more about the company Employees opinion about the medical facilities offered by the company Page No 4.1.13 Employees response towards performance appraisal system followed in the company 4.1.14 Employees opinion about balancing the work life and personal life 4.1.15 Employees satisfaction level towards the Grievance handling system followed in the company 4.1.16 Whether company welcomes new ideas and innovation from the employees 4.1.17 Employees satisfaction level regarding superior subordinate relationship 1.3 INTRODUCTION TO THE STUDY In todays scenario retaining the employees in the organization is becoming a challengeable job. Hiring knowledgeable people for the job is essential for an employer. But retention is even more important than hiring. The employees are valuable assets to the organization so it is the responsibility for the organization to develop the strategies inorder to retain the employees. Employee attrition may be due to various factors such as lack of growth opportunities, dissatisfaction with the working environment, lower pay etc... 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 organization to retain their Employee retention greatly constitute for the growth of the organization. To identify the factors causing dissatisfaction of the employees . To reduce the cost of turn over.best employees. 1.1 OBJECTIVES PRIMARY OBJECTIVE: To reduce the employees turn over in the organization.3. The organization should satisfy the needs and wants of the employees working in the organization which helps in reducing employee turn over. SECONDARY OBJECTIVE: • • • To retain the experienced and skillful employees within the organization. • To identify the factors motivating the employees 1.2 NEED OF THE STUDY .3. to the employees and thereby reducing the employees exiting the profession. The study helps to identify the factors causing dissatisfaction.In today’s scenario employees turnover is getting increased day by day which affects the growth of the company. 1.3 SCOPE OF THE STUDY . Employees turnover causes huge loss for the company.3. which invests a lot of money in training them. This study helps the management to analyze the factors that motivates the employees.3. Providing job satisfaction to the employees will increase employee loyalty which in turn helps the organization to retain their employees. the organization can develop and maintain the strategies that help them to retain their employees. 1.4 LIMITATIONS OF THE STUDY . By identifying the factors of motivation management may concentrate on those motivating factors in order to create job satisfaction.By identifying the factors causing employee turn over. • Area of the study is confined to the employees in Chennai only. • The data given by the respondents may be personally biased. 2.• Due to time constraint the study is restricted only to limited respondents • The information collected may not be accurate. • Some respondents have not responded to all the questions. REVIEW OF LITERATURE . intentions to remain on the job.(1979). By developing multivariate models that combine a number of factors contributing to turnover and empirically testing the models researchers have sought to predict why individuals leave organizations. Tett and Meyer (1993) have simulated a large number of predictors and antecedents of employee turnover Many studies such as March and Simon (1958). have built theoretical models on employee turnover. There have been have been a number of factors that appear to be consistently linked to turnover. the higher the variable. job content. and commitment were all negatively related to turnover (i. Griffeth et al (2000). become a nationwide epidemic. Sheridan and Abelson’s (1983) etc. Meta-analyses’ of Cotton and Tuttle (1986).Employee turnover rates have. Mobley et al. tenure. Employees no longer feel the sense of company loyalty that once existed. Price and Mueller (1986). the lower the turnover). overall satisfaction. within the last several years. Many studies are based on only a small number of variables which often only explain a small amount of variability in turnover. Another criticism of turnover studies is that they do not adequately capture the complex psychological processes involved in individual turnover decisions. An early review article of studies on turnover by Mobley et al (1979) revealed that age. Hom et al (1992).e. . Steer and Ovalle (1984). He further noted a reciprocal relationship between commitment and turnover intentions A recent study of turnover by Boxall et al (2003) in New Zealand confirmed the view that motivation for job change is multidimensional and that no one factor will explain it. Mercer. comparison of alternatives and intention to quit. His study indicated there were strong causal links between stress and satisfaction (higher stress leads to lower satisfaction) and between satisfaction and commitment (lower satisfaction leads to lower commitment). . a meta-analysis of some 800 turnover studies was conducted by Hom and Griffeth. William M. Their analysis confirmed some well-established findings on the causes of turnover. businesses high turnover often lost employees because of dissatisfaction with compensation. Elangovan (2001) noted that the notion of job satisfaction and organizational commitment being causally related has not been incorporated in most turnover models.In 1995. (1998) discovered. organizational commitment. which was recently updated (Griffeth et al. Research on the impact of unemployment rates as a proxy for actual opportunities in employee turnover revealed that unemployment rates affected the jobsatisfaction/turnover intent relationship but not actual turnover (Kirshenbaum & ManoNegrin. Inc. 1999). when surveying 206 medium to large companies in 1998. These include: job satisfaction. 2000). dichotomous and ranking type of questions. In HMIL the total number of employee in HR admin are 89. The universe of the study includes employees in HR admin.2 SAMPLING TECHNIQUE The sampling technique used in this study is Stratified sampling. Out of them 50 are selected for the study.3 SAMPLE SIZE The sample size used in this study is 50. Data sources can be classified into two categories namely primary and secondary sources. . The descriptive study portrays the characteristics of a group or an individual or situation. 3. The function of research design is to ensure that the required data are collected accurately and economically. RESEARCH METHODOLOGY 3. The Research design used in the study was descriptive research design.1 RESEARCH DESIGN A research design is purely and simply the framework or plan for a study that guides the collection and analysis of the data. 3. 3.4 DATA COLLECTION METHOD Based on the nature and purpose of study there are various modes of data collection. Primary data: The primary data are collected from structured form of questionnaire.3. The questionnaire consists of multiple choices. Secondary data: The secondary data are collected through company records and journals 3.square analysis 2.5 STATISTICAL TOOLS USED The statistical tools used in this study are 1. Weighted average method . chi. The table value for this degree of freedom is seen using 5% or 1% of significant level. Karl Pearson proved that statistic /E O – Observed frequency E – Expected frequency is used to test whether difference between observed and expected frequencies are frequent. We required only the degree of freedom (implicit of course the size of the sample) for using this test. To find table value degree of freedom should be calculated. it is necessary that the observe as well as theoritical or expected frequencies must be grouped in the same way and theoritical distribution must be adjusted to give the same total frequency as we find in case of observe distribution. TEST OF INDEPENDENCE test enables us to explain whether or not two attributes are associated. . Karl Pearson developed a test for testing the significance of discrepancy between experimental values and the theoritical values obtained under some theory or hypothesis. Degree of freedom is calculated using the formula (r – 1) (c -1). Chi – square can be used (i) as a test of goodness of fit and (ii) as a test of independence.CHI . In order be may apply the chi – square test either as a test to judge the significance of association between attributes. This test is known as = test of goodness of fit. Since the researcher used test of independence only the details about test of independence is given below.SQUARE TEST Chi – square test is an important non – parametric test and as such no test is necessary in respect of the type of population. As a non – parametric test. Thus weight age is a number standing for the relative importance of items. It is essential to allocate weight applied but may vary in different cases. In certain cases relative importance of all the items in the distribution is not the same where the importance of the items varies. One of the imitations of simple arithmetic mean is that it gives equal importance to all the items of the distribution. WEIGHTED AVERAGE METHOD Weighted average can be defined as an average whose components aggregate of the products are divided by the total of weights. . Null hypothesis is accepted or null hypothesis is rejected.If table value is greater than calculated value. In this study the chi-square test the table value has taken @ 5% level of significance. 20% of employees has experience of 2-3 year.1. 28% of employees has experience of 1-2 year.and 14% of employees has experience of 3-4 year and 18% of employees has experience above 4 years.1 PERCENTAGE ANALYSIS TABLE – 4. DATA ANALYSIS 4.1.1 CLASSIFICATION OF EMPLOYEES BASED ON THEIR EXPERIENCE Interpretation: It is infered that 20% of employees has experience less than 1 year.1 CLASSIFICATION OF EMPLOYEES BASED ON THEIR EXPERIENCE S. .NO 1 2 3 4 5 Respondents Less than 1 year 1-2 year 2-3 year 3-4 year Above 4 year Total Response 10 14 10 7 9 50 Percentage 20 28 20 14 18 100 CHART – 4.4. TABLE – 4. of Respondents 28 22 50 Percentage 56 44 100 CHART– 4.no Response Respondents Percentage .No 1 2 Position category Middle Level Managerial Level Total No.2 POSITION CATEGORY Interpretation: It is infered that 56% of employee belongs to Middle level and 44% of employees belongs to Managerial level.1.3 SATISFACTION TOWARDS THE WORK ENVIRONMENT S.1.1.2 POSITION CATEGORY S.TABLE – 4. 44% of employees are satisfied with the work environmnent.22% of employees are neutral in satisfaction with the work environmnent.1 2 3 4 5 Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total CHART– 4.4 OPINION ABOUT THE INCENTIVES PROVIDED S.1. TABLE – 4.no 1 2 3 Response Highly satisfied Satisfied Neutral Respondents 24 16 7 Percentage 48 32 14 .1.3 10 22 11 4 3 50 20 44 22 8 6 100 SATISFACTION TOWARDS THE WORK ENVIRONMENT Interpretation: From the table it is infered that 20% of employees are highly satisfied with the work environmnent.8% of employees are dissatisfied with the work environmnent and 6% of employees are highly dissatisfied with the work environmnent. 4 3 50 6 100 OPINION ABOUT THE INCENTIVES PROVIDED Interpretation: From the table it is seen that 48% of employees are highly satisfied 32% of employees are satisfied 14% or employees are neutral and 6% of employees are dissatisfied with the incentives provided in the organisation.1. TABLE – 4.no 1 2 3 4 Response Strongly agree Agree Neutral Disagree Respondents 20 11 14 5 Percentage 40 22 28 10 .1.5 THE MANAGEMENT’S INTEREST IN MOTIVATING EMPLOYEES S.4 5 Dissatisfied Highly dissatisfied Total CHART– 4. 1.22% of employeesagree.28% of employees are neutral and 10% of employees disagree with the management’s interest in motivating employees.5 50 100 THE MANAGEMENT’S INTEREST IN MOTIVATING EMPLOYEES Interpretation: From the table it is infered that 40% of employees strongly agree.no 1 2 3 4 Response Highly satisfied Satisfied Dissatisfied Highly dissatisfied Total Respondents 15 28 5 2 50 Percentage 30 56 10 4 100 .Total CHART– 4.6 OPINION ABOUT THE OPPORTUNITIES FOR PROMOTION S. TABLE – 4.1. 1. TABLE – 4.10% of employees are dissatisfied and 4% of employees are highly dissatisfied with opportunities for growth and promotion.6 OPINION ABOUT THE OPPORTUNITIES FOR PROMOTION Interpretation: It is clear that 30% of employees are highly satisfied.CHART– 4.56% of employees are satisfied.1.7 SATISFACTION REGARDING THE CAREER DEVELOPMENT S.no 1 2 3 4 5 Response Strongly agree Agree Neutral Disagree Strongly disagree Total Respondents 10 20 15 2 3 50 Percentage 20 40 30 4 6 100 . 7 SATISFACTION REGARDING THE CAREER DEVELOPMENT Interpretation: It is infered that 20% of employees strongly agree.CHART– 4.1.no 1 2 3 4 5 Response Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total Respondents 24 17 9 50 Percentage 48 34 18 100 CHART – 4.8 RESPONSE ABOUT THE WELFARE POLICIES PROVIDED S.8 .40% of employees agree. TABLE – 4.1.30% of employees are neutral 4% of employees are disagree and 6% of employees strongly disagree with the career development in the organisation.1. 34% of employees are satisfied and 18% of employees are neutral with the welfare policies provided in the company.9 FACTORS MOTIVATING THE EMPLOYEES S.no 1 2 3 4 Factors Increase in salary Promotion Leave Power Total CHART – 4.9 FACTORS MOTIVATING THE EMPLOYEES Respondents 8 20 7 15 50 Percentage 16 40 14 30 100 .RESPONSE ABOUT THE WELFARE POLICIES PROVIDED Interpretation: 48% of employees are highly satisfied.1.1. TABLE – 4. 1. of Respondents 38 12 50 Percentage 76 24 100 CHART – 4.10 STRESS DUE TO OVERWORK S.40% of employees are motivated by the promotion.14% of employees are motivated by the leave and 30% of employees are motivated by the power. TABLE – 4.10 STRESS DUE TO OVERWORK .No 1 2 Response Yes No Total No.Interpretation:It is infered that 16% of employees are motivated by the increase in salary.1. no 1 2 3 4 Factors Compensation Rewards & Recognition Job security Relationship Total Respondents 12 8 5 25 50 Percentage 24 16 10 50 100 .Interpretation: It is infered that 76% of employees accepted the fact of stress due to over work in the company and 24% of employees does’nt accepted the fact of stress due to over work.11 WHAT DID YOU LIKE MORE ABOUT THE COMPANY S.1. TABLE – 4. 12 MEDICAL FACILITIES PROVIDED IN THE ORGANISATION .1. of Respondents 50 50 Percentage 100 100 CHART – 4.1.No 1 2 Response Yes No Total No.10% of employees like job security and 50% of employees like relationship in the company.16% of employees like rewards&recognition.12 MEDICAL FACILITIES PROVIDED IN THE ORGANISATION S.11 WHAT DID YOU LIKE MORE ABOUT THE COMPANY Interpretation:It is infered that 24% of employees like compensation.CHART – 4. TABLE – 4.1. No 1 2 Response Yes No Total No.13 RESPONSE TOWARDS THE PERFORMANCE APPRAISAL SYSTEM S.Interpretation: It is infered that all the respondents are satisfied with the medical facilities offered by the organisation. TABLE – 4.1.1. of Respondents 35 15 50 Percentage 70 30 100 CHART – 4.13 RESPONSE TOWARDS THE PERFORMANCE APPRAISAL SYSTEM . TABLE – 4. of Respondents 38 12 50 Percentage 76 24 100 CHART – 4.1.Interpretation: It is infered that 70% of employees are satisfied with the performance appraisal system and 30% of employees are not satisfied with the performance appraisal system followed in the organisation.14 OPINION ABOUT BALANCING WORK LIFE AND PERSONAL LIFE S.1.14 OPINION ABOUT BALANCING WORK LIFE AND PERSONAL LIFE .No 1 2 Response Yes No Total No. 1.15 OPINION ABOUT GREIVANCE HANDLING SYSTEM S.no 1 2 3 4 5 Factors Highly efficient Efficient Inefficient Highly inefficient Neither efficient nor inefficient Total Respondents 12 23 5 3 7 50 Percentage 24 46 10 6 14 100 .Interpretation: It is infered that 76% of employees are satisfied about balancing work life with the personal life and 24% of employees are nt satisfied in balancing the work life with the personal life TABLE – 4. 15 OPINION ABOUT GREIVANCE HANDLING SYSTEM Interpretation: It is infered that 24% of employees accepts highly efficient.1.16 COMPANY WELCOMES NEW IDEAS AND INNOVATION .6% of employees accepts highly inefficient and 14% of employees given the opinion of neither efficient nor inefficient for Greivance handling system in the company.16 COMPANY WELCOMES NEW IDEAS AND INNOVATION S.CHART – 4.No 1 2 Response Yes No Total No.1.1.10% of employees accepts inefficient. TABLE – 4.46% of employees accepts efficient. of Respondents 40 10 50 Percentage 80 20 100 CHART – 4. 17 OPINION ABOUT SUPERIOR SUBORDINATE RELATIONSHIP .17 OPINION ABOUT SUPERIOR SUBORDINATE RELATIONSHIP S.1.1.Interpretation: It is infered that 80% of employees responded yes and 20% of employees responded no for company’s interest in entertaining new ideas and innovation from employees. TABLE – 4.no 1 2 3 4 Factors Highly satisfied Satisfied Neutral Dissatisfied Total Respondents 12 22 11 5 50 Percentage 24 44 22 10 100 CHART – 4. Interpretation: It is infered that 24% of employees are highly satisfied.1.44% of employees are satisfied.2 CHI . SATISFACTION WITH THE WORK ENVIRONMENT To determine whether there is significant difference between the nature of work environment and the employee retention H0 : There is no significant difference between the nature of work environment and the employee retention H1 : there is significant difference between the the nature of work environment and the employee retention .22% of employees are neutral and 10% of employees are dissatisfied with superior subordinate relationship.SQUARE TEST 4. STATISTICAL TOOLS 4.2. 1 3.9 23 /E Calculated ψ^2 = 0 – Observed Frequency E – Expected Frequency Calculated =23 . NO 1 2 3 4 5 Options Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total No of respondents 10 22 11 4 3 50 Percentage (%) 20 44 22 8 6 100 Expected Frequency = 50/5 = 10 Calculation of Observed Frequency (O) 10 22 11 4 3 : Expected Frequency (E) 10 10 10 10 10 0 144 1 36 49 TOTAL 0 14.6 4.4 0.S. Tabulated Since Calculated =9.488 > Tabulated Therefore.Degree of freedom = (5-1) = 4 d. CAREER DEVELOPMENT IN THE ORGANISATION To determine whether there is significant difference between the career development of employees and the employee retention H0 : There is no significant difference between the career development of employees and the employee retention H 1 : there is significant difference between the career development of employees and the employee retention S. we reject the hypothesis. i.2. there is significant difference between the nature of work environment and the employee retention 4.2.e. NO 1 2 3 4 5 Options Strongly agree Agree Neutral Disagree Strongly disagree Total No of respondents 10 20 15 2 3 50 Percentage (%) 20 40 30 4 6 100 .f at 5 % level of significance Therefore. 488 > Tabulated Degree of freedom = (5-1) Therefore. i. we reject the hypothesis. there is significant difference between the career development of employees and the employee retention .4 4.e.9 23.8 /E Calculated ψ^2 = 0 – Observed Frequency E – Expected Frequency Calculated =23 = 4 d.Expected Frequency = 50/5 = 10 Calculation of Observed Frequency (0) 10 20 15 2 3 : Expected Frequency (E) 10 10 10 10 10 0 100 25 64 49 TOTAL 0 10 2.5 6.f at 5 % level of significance Therefore. Tabulated Since Calculated =9. 6 Rank III Leave 7 1 0.4.7 IV Power 15 3 4.8 Inference: .3.5 II Total 50 10 14.1 FACTORS MOTIVATING THE EMPLOYEES Factors Increase salary Promotion 20 4 8 I in Respondents (Xi) 8 Weightage (Wi) 2 (Wi*Xi)/ ∑Wi 1.3 WEIGHTED AVERAGE METHOD 4. 4 III 23 5 3 4 2 1 6. third preference to increase in salary and fourth preference to leave with respect to the factors motivating them. third rank is for Neither efficient nor inefficient.From the table it is seen that most of the respondents have given first preference to promotion. 4.66 0.3. . GREIVANCE HANDLING SYSTEM IN THE ORGANISATION Options Highly efficient Efficient Inefficient Highly inefficient Neither efficient nor inefficient Total 40 15 12 7 3 1. second preference to power. whereas Highly inefficient stands the last that has been improved. secondly Highly efficient. Inefficient stands fourth.2.1 0.2 I IV V Respondents (Xi) 12 Weightage (Wi) 5 (Wi*Xi)/ ∑Wi 4 Rank II Inference: From the table it is seen that most of the respondents have rated first for Efficient. and 14% of employees has experience of 3-4 year and 18% of employees has experience above 4 years. .  From the table it is seen that 48% of employees are highly satisfied 32% are satisfied 14% are neutral and 6% are dissatisfied with the incentives provided in the organisation.FINDINGS  It is infered that 20% of employees has experience less than 1 year. 28% of employees has experience of 1-2 year.44% are satisfied with the work environmnent.  It is infered that 56% of employee belongs to Middle level and 44% of employees belongs to Managerial level  From the table it is infered that 20% of employees are highly satisfied with the work environmnent. 20% of employees has experience of 2-3 year.22% are neutral in satisfaction with the work environmnent.8% are dissatisfied with the work environmnent and 6% are highly dissatisfied with the work environmnent.  It is infered that 76% of employees accepted the fact of stress due to over work in the company and 24% of employees does’nt accepted the fact of stress due to over work.10% of employees like job security and 50% of employees like relationship in the company.14% of employees are motivated by the leave and 30% of employees are motivated by the power.  It is clear that 30% of employees are highly satisfied.40% of employees agree.16% of employees like rewards&recognition.22% of employees agree. From the table it is infered that 40% of employees strongly agree.10% of employees are dissatisfied and 4% of employees are highly dissatisfied with opportunities for growth and promotion.56% of employees are satisfied. 34% are satisfied and 18% of employees are neutral with the welfare policies provided in the company.  It is infered that all the respondents are satisfied with the medical facilities offered by the organisation.40% of employees are motivated by the promotion.  It is infered that 20% of employees strongly agree.  It is infered that 16% of employees are motivated by the increase in salary.28% of employees are neutral and 10% of employees disagree with the management’s interest in motivating employees. 30% of employees are neutral 4% of employees are disagree and 6% strongly disagree with the career development in the organisation  It is clear that 48% of employees are highly satisfied.  It is infered that 24% of employees like compensation. .  It is infered that 76% of employees are satisfied about balancing work life with the personal life and 24% of employees are not satisfied in balancing the work life with the personal life  It is infered that 24% of employees accepts highly efficient.10% of employees accepts inefficient.46% of employees accepts efficient.  It is infered that 24% of employees are highly satisfied.22% of employees are neutral and 10% of employees are dissatisfied with superior subordinate relationship .6% of employees accepts highly inefficient and 14% of employees given the opinion of neither efficient nor inefficient for Greivance handling system in the company.  It is infered that 80% of employees responded yes and 20% of employees responded no for company’s interest in entertaining new ideas and innovation from employees. It is infered that 70% of employees are satisfied with the performance appraisal system and 30% of employees are not satisfied with the performance appraisal system followed in the organisation.44% of employees are satisfied.  The Organization should concentrate on the career development of the employees  The job stress experienced by the employees can be reduced by increasing the manpower in the organization.  The management should create growth opportunities for the employees  Grievance handling system can be made more efficient which results in increased level of satisfaction among the employees.  Employees should be recognized for their work.  The management should provide a better work environment which results in job satisfaction to the employees. .SUGGESTIONS  The Management should take efforts in motivating the employees working in the organization. This enables a better superior Sub ordinate relationship within the organization. it lowers employee turnover. Motivation ensures stability of workforce and hence the stability of the organization. Motivation increases performance level. their complaints should be resolved immediately. The organization has to motivate the employees. Many complaints can become grievances if unnoticed. The employees are valuable assets to the organization retaining them is considered to be more essential. managing and improving employee loyalty. The Grievance Handling system should be made more efficient in the organization. The increased attention to and concern for individual careers generate more organizational loyalty and therefore lower employee turnover. The organization has to concentrate in career development of their employees.. Organizations should proactively recognize the benefits of understanding.CONCLUSION In order to retain the employees within the organization. . Are you satisfied with the incentive provided by the organization? a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied . Name: (Optional) 2.QUESTIONNAIRE 1. Are you satisfied with the work environment? a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied 5. Position category: a) Middle level b) Managerial level 4. Years of experience: a) Less than 1 year b) 1-2 year c) 2-3 year d) 3-4 year e) Above 4 year 3. Employees are satisfied with career development at the organization a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 9. Stress due to overwork 12. How effective is the Grievance Handling system? . Rank the following factors which motivate you the most a) Increase in salary b) Promotion a) Yes c) Leave b) No d) Power 11. Give your opinion about the opportunities for growth and promotion a) Highly satisfied b) Satisfied c) Dissatisfied d) Highly dissatisfied 8. What did you like more about the company? a) Compensation b) Rewards Recognition c) Job security d) Relationship 13.6. Management is really interested in motivating people a) Strongly agree b) Agree c) Neutral d) Disagree e)Strongly disagre 7. Are you happy with the performance appraisal system? a) Yes b) No 15. Are you able to balance work life and personal life? a) Yes b) No 16. Does the Organization provide medical facilities as and when needed? a) Yes b) No 14. Are you satisfied with the company’s welfare policies towards the employee? a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied 10. com     . Ashwathapa WEBSITES: www.R Kothari 4. Managing Human Resources.P Gupta 5.K.about.scribd.hyundai-motor.com www. Snell. Tata McGraw .Bohlander.com www. Research Methodology – C. Statistical Method by S. Personnel Management by C B Mamoria.askforhrd. Human Resource Management . 2005 2.com www.a) Highly efficient b) Efficient c) Inefficient d) Highly inefficient e) neither efficient nor inefficient 17. Your level of satisfaction regarding superior subordinate relationship a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied BIBLIOGRAPHY 1. Whether the company welcomes new ideas and innovations? a) Yes b) No 18. 3.