“A STUDY ON GENERATIONAL DIFFERENCES IN WORK VALUES

AND ITS EFFECT ON INTENTION TO LEAVE AT

TV SUNDARAM IYENGAR & SONS PVT LTD, MADURAI”

Project Report Submitted to the

Department of Management Studies
MADURAI KAMARAJ UNIVERSITY

In partial fulfillment of the requirements for the award of the

Degree of Master of Business Administration

Submitted by
SUNDARAMOORTHY .M
C1P10028

Under the guidance of

P. ANITHA,

DEPARTMENT OF MANAGEMENT STUDIES

MADURAI KAMARAJ UNIVERSITY
MADURAI – 625 021.

January 2023
 P. ANITHA,
Assistant Professor,
Department of Management Studies,
Madurai Kamaraj University, Madurai –
625 021.

CERTIFICATE

This is to certify that Project report titled “A STUDY ON

GENERATIONAL DIFFERENCES IN WORK VALUES AND ITS EFFECT
ON INTENTION TO LEAVE AT TV SUNDARAM IYENGAR & SONS PVT
LTD, MADURAI” is a bonafide Project work carried out by
SUNDARAMOORTHY .M (C1P10028) Department of Management Studies,
Madurai Kamaraj University submitted in partial fulfillment of the requirements for
the award of Degree in Master of Business Administration from the Madurai
Kamaraj University during the year 2021-2023.

Professor and Head P. ANITHA,

(Guide)
SUNDARAMOORTHY .M
C1P10028
MBA (2021 -2023)
Department of Management Studies Madurai Kamaraj University,
Madurai - 625021.

DECLARATION

I hereby declare that this Project report entitled “A STUDY ON GENERATIONAL

DIFFERENCES IN WORK VALUES AND ITS EFFECT ON INTENTION TO LEAVE AT
TV SUNDARAM IYENGAR & SONS PVT LTD, MADURAI” is submitted, in partial
fulfillment of Master of Business Administration course of the Department of Management Studies,
Madurai Kamaraj University is record of original work has been done by me under the guidance of,
P. ANITHA, Assistant Professor, Department of Management Studies, Madurai Kamaraj University,
Madurai – 21.

Place: Madurai

Date: SUNDARAMOORTHY .M
 ACKNOWLEDGEMENT

I Express our sincere thanks and deep sense of gratitude to our MADURAI KAMARAJ
UNIVERSITY , MADURAI, to provide necessary and essential facilities to do this project report.

My respectful thanks are due director Dr. K. CHANDRASEKARAN, Ph.D., Director and head of
the department of management studies, Madurai Kamaraj university, Madurai, for having given me admission
to the MBA Degree course and for his advice and encouragement in my research work.

First I owe a deep sense of gratitude to my esteemed guide P.ANITHA, Assistant professor
Department of management studies, Madurai Kamaraj university, Madurai who has been a great source of
help and guidance to me. I have learned a lot from him. Without his valuable suggestions, constructive
comments, learned guidance and encouragement this work would not have been completed.

I convey my heartiest thanks to “TV SUNDARAM IYENGAR & SONS PVT LTD, MADURAI”
who kindly granted permission to do this project report in his esteemed organization.

Finally, I am very thankful to the company staffs and my friends who have Helped me in collecting
the data and made this study fruitful. I thank all others who have helped directly or indirectly to make this
project possible.
.

SUNDARAMOORTHY .M
 TABLE OF CONTENTS

CHAPTER PARTICULARS PAGE NO

ABSTRACT VI

LIST OF TABLES IX

LIST OF CHARTS X

I INTRODUCTION 1

II REVIEW OF LITERATURE 15

III RESEARCH METHODOLOGY 18

IV DATA ANALYSIS & INTERPRETATION 20

V FINDINGS, SUGGESTIONS & CONCLUSION 62

APPENDICES
 BIBLIOGRAPHY 66
68
 QUESTIONNARIES
 LIST OF TABLES
TABLE PAGE
NO PARTICULARS NO
4.1 Distribution of respondents Based on Gender 20
4.2 Distribution of respondents Based on Age 21
4.3 Distribution of respondents Based on Education 22
4.4 Distribution of respondents Based on Designation 23
4.5 Distribution of respondents Based on Previous work experience in 24
years
4.6 Distribution of respondents Based on Total No.of.years working in the 25
Organization
4.7 Distribution of respondents Based on Marital Status 26
4.8 Distribution of respondents Based on Family type 27
4.9 Distribution of respondents Based on Financial Role 28
4.10 Distribution of respondents Based on Parental Status 29
4.11 Representing T-Test between self Transcendence and year of birth 30
4.12 Representing T-Test between self Enhancement and year of birth 32
4.13 Representing T-Test between Conservation and year of birth 34
4.14 Representing T-Test between Security and year of birth 36
4.15 Representing T-Test between Openness to change and year of birth 38
4.16 Representing T-Test between Hedonism and year of birth 40
4.17 Representing T-Test between Turnover Intention and year of birth 42
4.18 Representing T-Test between Salary and Year of Birth 44
4.19 Representing T-Test between Retirement Benefits and year of birth 46
4.20 Representing T-Test between Career Development and year of birth 48
4.21 Representing T-Test between Working condition and year of birth 50
4.22 Representing T-Test between Supervision Management and year of 52
birth
4.23 Representing T-Test between Recognition and year of birth 53
4.24 Representing T-Test between Job Security and year of birth 54
4.25 Representing T-Test between Loyalty towards company and year of 55
birth
 LIST OF CHARTS
TABLE PAGE
NO PARTICULARS NO
4.1 Distribution of respondents Based on Gender 20
4.2 Distribution of respondents Based on Age 21
4.3 Distribution of respondents Based on Education 22
4.4 Distribution of respondents Based on Designation 23
4.5 Distribution of respondents Based on Previous work experience in 24
years
4.6 Distribution of respondents Based on Total No.of.years working in the 25
Organization
4.7 Distribution of respondents Based on Marital Status 26
4.8 Distribution of respondents Based on Family type 27
4.9 Distribution of respondents Based on Financial Role 28
4.10 Distribution of respondents Based on Parental Status 29
4.11 Representing T-Test between self Transcendence and year of birth 30
4.12 Representing T-Test between self Enhancement and year of birth 32
4.13 Representing T-Test between Conservation and year of birth 34
4.14 Representing T-Test between Security and year of birth 36
4.15 Representing T-Test between Openness to change and year of birth 38
4.16 Representing T-Test between Hedonism and year of birth 40
4.17 Representing T-Test between Turnover Intention and year of birth 42
4.18 Representing T-Test between Salary and Year of Birth 44
4.19 Representing T-Test between Retirement Benefits and year of birth 46
4.20 Representing T-Test between Career Development and year of birth 48
4.21 Representing T-Test between Working condition and year of birth 50
4.22 Representing T-Test between Supervision Management and year of 52
birth
4.23 Representing T-Test between Recognition and year of birth 53
4.24 Representing T-Test between Job Security and year of birth 54
4.25 Representing T-Test between Loyalty towards company and year of 55
birth
CHAPTER-I
INTRODUCTION
 CHAPTER-I

INTRODUCTION

1.1 INTRODUCTION OF STUDY

A new generation of employees are entering the workplace broadly known by the name GEN
Y or Millennial and retention is considered as one of the major problems in industries. Gen Y
employees are more likely to work with the Gen X employees, and the managers have to end
up dealing with the possible generational differences on their work attitudes. Maintaining a
balance between the two generations and knowing their characteristics will enable the
employees and employers of the organization get satisfied in their job and perform better in
terms of their physical and mental wellbeing which helps the company to maintain workforce
stability. Workplace attitude is an important tool in creating a harmonious workplace. The
purpose of this study is to analyse the factors that influence the attitude of the employers in
the work place in respective of their generation. The research framework for the intention to
leave is framed as follows.

WORK VALUES

Work values are global aspects of work that are important to a person’s job
satisfaction. The work values are sorter is an assessment of the values of a person considers
important in a work setting. Work has no inherent meaning but, rather, individuals impute
such meanings is to specify the range of gravitations that are available from work in an
industrial society and to assess the degree to which particular individuals value each of these
dimensions.

Work values enhances work performance and attitude among employees. According
to wrong, work values can be defined as what employees consider of being “right” and what
attitudes are considered to be appropriate. There are some personality traits that influences
work related values. Ambition, Social, Optimism, Variety, Motivation, Work life balance,
Flexibility are some dimensions which influences the employees in the work place. It can be
assumed that people will be motivated by the activities and outcome they value. Work values
shape the employees perception and preferences in the organization and it changes the
employee’s attitudes and behaviour. There are two main distinctions in work values between
extrinsic and intrinsic work values. There are other values such as leisure values, Social

1
values and altruistic values that employee’s desire and values which motivates them in the
workplace.

TURNOVER INTENTION

Turnover intention is a measurement of whether a business organization employees

plan to leave their position or whether the organization plans to remove employees from
positions. Turnover can be either voluntary or involuntary.

Employee turnover is defined to be number of percentage of employees who leave the

organization and are replaces by new employees. It is considered to be a crucial thing for
companies to calculate the turnover percentage because they need to measure the cost
incurred due to the replacement for company budgetary. Employee turnover gives more
negative impact to the company due to the losses in profit, loss of valuable and
knowledgeable employees. It eventually lead to decrease in production as well as the
motivation of other employees and also their intellectual capital. An organization is
considered successful if they can reduce the number of employee turnover.

GENERATION X

Generation X refers to the group of people born between the years of 1964-1979
following the traditionalist in India context. This generation came during the boom of
technology and had doubts regarding the sustainability of growth. The Gen X ers have a
greater sense of duty. They are conscious of job satisfaction and likes to work in areas where
they feel contentment and some longs for work flexibility to achieve a greater work life
balance. They think and treat work as a challenges and they run behind it to meet the
challenge. According to some popular opinion the Gen Xers follow some of the
characteristics. They are easily adaptable and do not complaint on little things. They are
techno-literate and creative. They follow rules and create new things in works. They are the
people who do multi-tasking and are aggressive in driving growth. They lead their life with
ease and they values self-reliance, and these qualities of them are leveraged for organizational
success. They are entrepreneurial generation and many are successful in their business. Some
who chose to be employed held greater ownership and autonomy over their work. These
environmentally conscious people posses many qualities that are utilized in the growth
directory and hardly social and collaborative. These behaviours and their opinions of them
should Gen X is recognized as slacker generation, and X’ers always complain that this

2
younger generation are not committed to job and they work only on the committed hours and
little more. There is a perceived decline in the work ethics which is considered to be the
major reason for generational conflict in the work place. Boomers are considered to be the
workaholics and Generation X are considered to be the most hardworking generation when
compared to the upcoming younger generation.

GENERATION Y

The characteristics of Gen Y across the globe cannot be simply generalized.

Influential factors such as geographical location, age, Economical, Political, Culture, Social
Lifestyle etc.., would determine the characteristics of Generation. An individual’s character
can be developed by experiences and his surroundings. Most of the available research is very
little research to build the engagement model for the developing country like India. The Gen
Y are considered as potential employees and are the backbone for the development of our
country. India is now at an inflation point. Out of 1.2 Billion,0.8 Billion are in the working
age. By the end of 2026, about 64.8 percent of India’s population would be working. They
are Ambitious and Risk Takers looking for growth, indulging themselves in challenging work
and they are generally in Aspirer category keen on Higher Education. They are more
transparent and less bureaucratic; they are ready to comply with fair reasoning. They come
forward to make a difference; they prove themselves to other generations. They look for their
own identify, they are socially connected with people and they always try to find a role model
in their work place. They are not brought up in a social and joint family and unlike other
generation their working age is younger, leaving them in lack of emotional maturity.

Indian Gen Y employees needed their roles and Designation to be clearly explained to
enhance their identity. Peer pressure and ambition in the work and workplace makes them
prove who they are in their way to growth in the workplace. Ethics and moral values with
independent view points and less social pressure determining the way of understanding
things becomes very important for organization. The joint family system is replaced by
nuclear families and the extended families are now missing the elder mentors for an
organized family and long run of the organizations with lesser conflicts and better
understanding. Organizations should understand the potential to be raised in them for its long
run. Millennial are with higher potential and are different, they come with extra exposure and
confidence, which needs to be leveraged and developed by the organization, making good use
of the them by building managerial capability.

3
INDUSTRY PROFILE
 AUTOMOBILE INDUSTRY

The business of producing and selling self-powered vehicles, including passenger

cars, trucks, farm equipment, and other commercial vehicles. By allowing consumers to
commute long distances for work, shopping, and entertainment, the auto industry has
encouraged the development of an extensive road system, made possible the growth of
suburbs and shopping centres around major cities, and played a key role in the growth of
ancillary industries, such as the oil and travel businesses. The auto industry has become one
of the largest purchasers of many key industrial products, such as steel. The largest number of
people the industry employs has made it a key determinant of economic growth.

HISTORY OF AUTOMOBILE INDUSTRY

Starting in the late 1700’s, European engineers began tinkering with motor powered
vehicles. Steam, combustion, and electrical motors had all been attempted by the mid 1800’s.
By the 1900’s, it was uncertain which type of engine would power the automobile. At first,
the electric car was the most popular, but at the time a battery did not exist that would allow a
car to move with much speed or over a long distance.

The first automobile produced for the masses in the US was the three-horsepower,
curved-dash oldsmobile;425 of them were sold in 1901 and 5,000 in 1904—this model is still
prized by collectors. The firm prospered, and it was noted by others, and, from 1904 to 1908,
241 automobile-manufacturing firms went into business in the united states. One of these was
the ford motor company which was organized in June 1903, and sold its first car on the
following July 23.

At the beginning of the century the automobile entered the transportation market as a
toy for the rich. As a result, in the North America and Europe the automobile became cheaper
and more accessible to the middle class. This was facilitated by Henry Ford who did two
important things. First he priced his car to be as affordable as possible and second, he paid his
workers enough to be able to purchase the cars they were manufacturing.
 RANK WISE LARGEST AUTOMOBILE MANUFACTURES IN INDIA
BY SALES

 Maruthi Suzuki
 Hyundai
 Tata Motors
 Mahindra
 Honda Ford

AUTOMOBILE INDUSTRY IN INDIA

With a scintillating 2.3 million units produced in 2008 the Indian automobile industry
bagged the position of being the ninth largest in the world. Following economic
liberalization, Indian domestic automobile companies like Tata Motors Maruti Suzuki and
Mahindra and Mahindra expanded their production and export operations in and across the
country and since then the industry has only shown signs of growth. The automobile industry
comprises of heavy vehicles(trucks, buses, tempos, tractors, passenger cars, and two-
wheelers).

The Indian automobile industry seems to come a long way since the first car that was
manufactured in Mumbai in 1989. The automobile sector today is one of the key sectors of
the country contributing majorly to the economy of India. It directly and indirectly provides
employment to over 10 million people in the country. The Indian automobile industry has a
well-established name globally being the second largest two wheeler market in the world,
fourth largest commercial vehicle market in the world, and eleventh largest passenger car
market in the world and expected to become the third largest automobile market in the world
only behind USA and China.

The growth of the Indian middleclass along with the growth of the economy over the
last few years has resulted in a host of global auto giants setting their foot inside the Indian
Territory. Moreover India also provides trained manpower at competitive costs making the
country a manufacturing hub for many foreign automobile companies. India proves to be a
potential market as compared to most of the other countries which are witnessing stagnation
as far as automobile industry growth is concerned.
 The Indian automobile industry proved to be in good shape last year even after the
economic downturn. This was majorly due to the fact of renewed interest shown by global
automobile players like Nissan Motors which consider India to be a potential market.

INDIAN AUTOMOBILE EXPORT MARKET SALES

India is a very favourable market for small cars it can be production, sales or export.
Since the Indian automobiles industry is the largest manufacturer of small cars companies
like Hyundai and Nissan motors export about 2,40,000 and 2,50,000 annually. India emerged
as Asian’s fourth exporter of automobiles, behind Japan, South Korea and Thailand.

Export sales in thousand units

Years Two Wheelers Passengers Three wheelers Commercials

Vehicles Vehicles
2012-2013 1531.62 444.33 269.97 74.04
2013-2014 1975.11 508.78 361.75 92.26
2014-2015 1956.38 559.41 303.09 80.03
2015-2016 2084 596.41 353.39 77.05
2016-2017 2457.47 621.34 407.60 86.94
2017-2018 2481.19 653.89 404.44 101.69
2018-2019 2339.27 758.83 271.89 108.27

KEY AUTOMOBILE MANUFACTURES IN INDIA

 General motors
 Ford India limited
 Bajaj auto
 Hero motors
 Hindustan motors
 Hyundai motors India limited
 Royal Enfield motors
 TVS motors
 Swaraj Mazda limited
 GENRE OF INDIAN AUTOMIBLE INDUSTRY

INDIAN AUTOMOBILE INDUSTRY

AUTOMOBILE INDUTRY IN 2020

The automobiles sector is compartmentalized in four different sectors which are as

follows:

 Two –wheelers which comprise of mopeds, scooters, motorcycles, and electric two-
wheelers
Multivehicles
Three  Passenger utilitywhich include passenger cars, utilityPassenger
Commercial car
vehicles and Two wheelers
multi-purpose
vehicles
wheeler vehicles vehicles
 Commercial vehicles that are light and medium-heavy vehicles
 Three vehicles that are passenger carriers and goods carriers. Motor
cycles
The automobile industry is one of the key drivers that boost the economic growth of
the country. Since the de-licensing of the sector in 1991 and the subsequent opening up of
Passenger Goods Mini Small Medium Luxury
100 percentage
carrier FDI through
carriersautomatic route, Indian automobile
cars sector has coma a long way.
cars
vans cars
Today, almost every global auto major has setup facilities in the country.
 As per the data published by Department of Industrial policy and Promotion (DIPP),
ministry of commerce, Government of India, the cumulative FDI inflows into the Indian
automobile industry during April 2015 to October 2018 was noted to be US$9,079 million,
which amounted to 4% of the total F00DI inflows in terms of US $. The production of
compact superbikes is also expected to take place in India. The country has a mass production
base of 16 million two-wheelers and the several global as well as Indian bike makers are
looking forward to use it as an advantage in order to roll out sports bikes in the 250cc
capacity.

The world standing for the Indian automobile sector, as per the Confederation of the
Indian industry is as follows:

 Largest three-wheeler market

 Second largest two-wheeler market
 Tenth largest passenger car market
 Fourth largest tractor market
 Fifth largest commercial vehicle market
 Fifth largest bus and truck segment
However, the year 2018-2019 has seen a decline in the industry’s otherwise smooth-running
growth. High inflation, soaring interest rates, low consumer sentiment and rising fuel prices
along with economic slowdown are the major reason for the downturn of the industry.

Except for the two-wheelers, all other segments in the industry have been weakening.
There is a negative impact on the automakers and dealers who offered high discounts in order
to push sales. To match the decline in demand, automakers have resorted to production cuts
and lay-offs, due to which capacity utilization for most automakers remains at a dismal level.

Despite the comprehensive market being under extreme burden, the luxury car market
has observed a robust double-digit hike during the year 2013-2014, as a result of rewarding
new launches at compelling lower price points. Further, with the measured increases in the
price of diesel, the overall market continues to shift towards petrol-fuelled cars. This has led
to the growth in sales of the ‘Mini’ segment of the PV market by of 5.5%.
LIST OF TOP 10 AUTOMOBILE COMPANIES IN INDIA
(FIGURES INCRORES)

ET500 COMPANY TURNOVER PAT MCRP CR ASSETS

RANK

7 Tata Motors Ltd. 123222.91 9273.62 56499.77 52209.48

21 Mahindra & Mahindra 37026.37 3079.73 49945.17 36926.19

Ltd.

19 Maruti Suzuki India Ltd. 38140.69 2382.37 31475.63 14762.9

41 Hero Moto Corp Ltd. 19669.29 1927.9 40398.63 4447.22

46 Bajaj Auto Ltd. 17008.05 3454.89 46885.69 5154.96

67 -Ashok Leyland Ltd. 11133.04 631.3 6653.15 6621.16

101 Sundaram Clayton Ltd. 7419.41 64.63 529.23 2428.87

110 TVS Motor Company 6569.99 127.94 2985 1745.06

Ltd.

148 Eicher Motors Ltd. 5138.64 243.12 4448.27 474.14

396 Force Motors Ltd. 1574.05 58.62 730.05 583

COMPANY PROFILE
 T V SUNDRAM IYENGAR AND SONS – A PROFILE

T V Sundram Iyengar and Sons Limited,

establishment in the year 1911, is tholding company of
the TVS Group and is a leading automobile dealership
and distribution company in India. As one of India’s
Largest Industrial entities it epitomizes Trust, Value and
Service. During the Year 2018-2019. The Company
attained a turnover of 6307 Crores and has direct
employee strength of 6000. It operates through its three
divisions namely- TVS Sundram Motors and Madras
Auto Service. Being the trading and distribution arm of the group the Business activities of
TVS & Sons include dealership for automobile vehicles distribution of spares for after market
sales & service for garage equipment products for off highway application like construction
& material handling our range of products comprise of knuckle boom cranes, stiff boom
cranes, hook loaders, scissor lifts, boom lifts, personal lifts, telescopic cranes, slew cranes,
crawler cranes, backhoe loaders & wheel loaders.
The global business operation of the company includes establishing & managing joint
ventures / alliances for automobile distribution / dealership business, sourcing & supply chain
related activities. Currently it has presence in Srilanka& Bangladesh. TVS & Sons distribute
commercial vehicles, multi utility & sports utility vehicles, three vehicles passenger cars
representing leading automobile vehicles manufactures such as Ashok Leyland.
Mahindra& Mahindra, Mahindra Navistar, Daimler Chrysler, General Motors, Honda,
Renault, Volkswagen & off highways equipments manufactures by escorts, JLG, Ingersoll
rand, Pal finger Leyland degree.

SWOT ANALYSIS OF TVS

STRENGTH:

 It has a wider sales network around 3500 dealers.

 Service of the company is considered to be good.
 It has the highest share in automobile sector.
 It has a good brand name.
WEAKNESS:

 It is not feasible to all.

 They have big gap between cubic capacity of its product.
 Spare parts are too costly.

OPPORTUNITIES:

 If they are able to improve the fuel efficiency of scooty pep+, it will be golden
opportunity to take over the market.
 Growing world demand for entry level motor cycles especially in emerging markets.

THREATS:

Main threats to TVS are their competitors like

 Bajaj auto ltd

 Yamaha Motors India.
 The cost of the product is very high in comparison to other companies.

RENT COMPANY

TVS SundramIyengar and Sons is the parent and holding company of TVS Group.
TVS SundramIyengar and Sons Limited have the following three divisions.

 TVS and Sons

 Sundram Motors
 Madras Auto Service

OTHER MAJOR COMPANIES OF TVS GROUPS:

 TVS-Motor Company limited

 TVS Electronic Limited
 Axles India Limited
 Brakes India Limited
 Harita Finance Limited
TVS-MOTORS COMPANY LIMITED:

TVS Motors company limited is one of the largest two wheeler manufacture in India.
It manufactures Motorcycles, Mopeds and Scooters.

TVS ELECTRONIC LIMITED:

TVS Electronic was incorporated in 1986 in collaboration with citizen watch Co. Of.
Japan. The company manufactures a complete range 0

ALEX INDIA LIMITED:

Alex India was promoted by Sundram Finance, wheels India and Eaton Corporation
for the manufacture of Alex for medium and heavy duty commercial vehicles in India.

BRAKES INDIA LIMITED:

Brakes India is a joint venture between TV SundramIyengar and Sons Ltd and Luces
Industries place UK. The company manufactures braking equipment for automotive
application.

HARITA FINANCE LIMITED:

Harita Finance Ltd is a finance company under the TVS Group. It deals in retail
finance, hire purchase, leading and bill discounting.

TVS ETHICS:

TRUS

CUSTOMER

VALUES SERVICES
STRATERGIC BUSINESS UNITS

1. Dealership Line of Business (DLOP)

 AL SBU
 E-Comet SBU

2.Parts Distribution SBU

3.Customer Centric Business

 My TVS 24*7 Emergent Services

 My TVS All car service
 My TVS-Collision Repair Service

4.Petroleum Products

PERSONNAL POLICIES:

 Night Shift allowance

 Medical allowance
 Transfer allowance
 Education allowance
 Uniform allowance

OBJECTIVES OF THE COMPANY

 To investigate the Differences in work values among generations of TVS workers.

 To study the effect of generational differences on intention to leave the organization.
 To offer suggestions to manage high turnover among employees.
 To place at the service of the public all our technical equipment and intelligence in
automobiles and allied industries at a truly national cost-a cost that is commensurate
with the internet of the employee and shareholders.
 To provide the greatest satisfaction possible to our employees within our competitive
economy through proper personal practices.
 By implementing everyone of the above three objective to nature the moral fibre
of the TVS organizations.
 OBJECTIVES OF THE STUDY
 To understand the organization and its function
 To study the factor that influences the retention of the employees among different age
groups of employees in TVS & Sons
 To investigate the difference in work values among generations of TVS Workers.
 To study the effect of generational differences on intention to leave the organization.
 To offer suggestion to manage high turnover among employees.

SCOPE OF THE COMPANY

This study was conducted in TVS & Sons, Madurai branch to analyze the relationship
of work values and turnover intention with Generational Differences of the employees. This
study will help to identity the expectations of different generation in the organization,
problems that arise due to generational gap, their characteristics, problems and the ways them
stay in harmony and retail them in organization.

NEED FOT THE STUDY

The Turnover /attrition rate at TVS & Sons is about 8% the percentage of Gen Y
employees working for the organization is increasing. Hence the researcher wanted to
examine of this work values of different generation influenced the attrition rate among
employees.

LIMITATIONS OF THE STUDY

 The total population of TVS Group is 255 and the survey was conducted only with a
sample size of 100 in only one branch which is a constraint.
 Since the study was based on a specific sample size, it might have suffered from
certain limitations.
 Respondents may not have expressed their true feeling while responding to the
questionnaire, as they may not be open enough to express their feelings.
 The time limit was considered as a major constrain and it was only 5 Months
 CHAPTER-II
REVIEW OF LITERATURE
 CHAPTER-II

REVIEW OF LITERATURE

A Review on empirical evidence on generational differences in work

attitudes.

Twenge (2010) in his study on “ A Review on empirical evidence on generational

differences in work attitudes” explain the characteristics of Gen X and Gen Y and their
perception towards the workplace attitude. According to the Tulsan ( 2009) Gen Y/ Gen Me
is considered as the highest maintenance work force in the history of world. Generation Y /
Generation Me employees were less interested in unpaid overtime while comparing with
Generation X. Gen Y are more concerned about leisure values and they prefer vacation as
part of their work, they do not like supervision as they consider it as a barrier for their
freedom. Generation Y gives high importance on work life balance beginning from their high
school, considering work as less central to their lives. Gen Y is more productive than
Generation X, but Gen X’ers work hard when compared to Gen Y. There is not much
differences between Gen X and Gen Y in Altruistic values like helping, volunteering and
intrinsic values like finding meaning and interest in work. Gen Y focuses more on Extrinsic
values like money, status and prestige than Gen X. Ethical values are higher in Gen whereas
social values stands higher with Gen Y.

Generational differences n work values, outcomes and person-

organizations values fit”

Cennamo (2008) in his research on “ Generational differences in work values

outcomes and person-organizations values fit” explains the differences in the generations in
the workplace scenario. Generation can be defined as “Identifiable group that shares birth
years, age location, critical life events at critical development stages”. Nearly 1422
employees from eight organizations based in New Zealand were invited to participate in this
study. According to this study, Generation X and Generation Y had some differences in work
values. Generation X grew up with financial and family insecurity and they did not expect job
security. They preferred organization which values skill development, work life balance more
than status and prestige. Generation Y recently begin to feature in work place, they grew up
with the internet and technology.
Generational differences in the workplace: Personal values, behaviours,
and popular beliefs”

Gibson (2009) in his study on “ Generational differences in the workplace: Personal

values, behaviours, and popular beliefs” describe the distinguishing characteristics that
differentiate Baby Boomers, Gen X and Gen Y. She says that Generation X crave more of a
balance between work and family, and are more cynical, informal, fun-loving and
independent whereas Generation Y is characterized as socially sensitive, optimistic,
ambitious, curious, technologically adept, and easily bored. A social psychologist Milton
Rokeach developed a values classification instrument which is designed for rank-order
scaling of 36 values, including 18 terminal values and instrumental values. From the
rokeachvalue survey it is evident that approximately 85 million Baby boomers are strong and
are considered to be loyal and workaholics. Generation Y on the other hand is less indulged
than Gen X’ers. When Gen X’ers are less loyal than baby boomers.

“Generational differences Impact on leadership style and organizational

success”

Salahuddin (2010) in his study “Generational differences impact on leadership style

and organizational success” emphasized on the leadership styles and existing problems in the
organization and the ways to overcome the problems. Organization focuses on effective
leadership and employee satisfaction as a potential influence for organizational success. In
the past, many organizational challenges and conflicts are resolved by focusing on issues of
gender and ethics differences. In today’s workplace organizations are experiencing issues on
effective communication between the employees, work group relationships affecting the
productivity, employee satisfaction and retention of the employees. The present world is
technology oriented and they crave to learn. Generational X’ers are leading Boomers,
Boomers are leading veterans, and Nexters are trying to beach the other generations. There
are two current leadership styles, transformational and participative.

Work commitment in the legal profession: A study of Baby Boomers and

Gen X’ers”

Wallace (2006) in his study “Work commitment in the legal profession: A study of
baby boomers and Gen X’ers” Says that generally generation X’ers are children of
workaholics baby boomers, unlike their parents they are more concerned about work life
balance. They value more flexibility and freedom than their previous generation and they
value practical approaches like problem solving. Generation X’ers have less work
commitment than their previous generation named baby boomers while considering work
effort baby boomers were put more effort than Gen X’ers. Gen X’ers concerns ore about
intrinsic rewards than baby boomers. Generation X’ers are more tech savvy than baby
boomers unlike baby boomer’s generation X’ers not willing to have high work load they are
less loyal compared to their previous generation they are often referred as latch key children
unlike baby boomers they don’t want work for long work hours and they are less loyal
compared with baby boomers

Generational differences in leader values and leadership behaviours

Sessa (2007)heather brown in his studies “ Generational differences in leader values

and leadership behaviours” says that Gen X’ers are the people who born between early 1960s
and end between 1975 and 1980. They are influenced by worldwide competition. They grew
up with financial family and societal in security. They value stable family than their previous
generations so that they want sufficient balance between work and family. They bring to the
workplace well-honed and have high knowledge in practical problem solving than their
previous generations. They value work as less central to their life than their previous
generations. Gen X’ers prefer to face challenging work environment and tasks and they value
flexible work hours in work place more than their generations. Generation X’ers consider
focusing and optimism as more important factor in work place.

“Gen Y; Who they are and how they learn”

Blace (2006) in his study “Gen Y: Who they are and how they learn” created a term
called digital native in order to refer the generation Y people. Unlike their previous
generatons they are highly dependent on technology. They grow up in the world of
dominating internet. Many of them are born after introduction of microcomputers. Since birth
millennials are surrounded by digital media. They feel comfortable in acquiring and using
technology tools and learning technology quickly with understanding of digital language.
Millennials are often seen as lacking in commitment and fearing intimacy.
 CHAPTER-III
RESEARCH METHODOLOGY
 CHAPTER-III

RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problem. It may

be understood as a science how research is done scientifically. Research methodology refers
to the tools and the methods used for obtaining information for the purpose of the research
study. Researches not only need to know how to develop certain indices or tests, how to
calculate the mean, the mode, median, how to apply particular research techniques but also
need to know which of these methods or techniques are relevant and which are not and what
would they mean and indicate and why.

RESEARCH DESIGN

The type of research design used in this research is descriptive research design.
Descriptive researches are mainly done when a researcher wants to gain better understanding
about the specific topic descriptive research is the explanation of the existing certain
phenomena.

Descriptive research is used to describe characteristics of a population or phenomenon

being studies. It does not answer questions about how/ when/ why the characteristics
occurred. It addresses the characteristics of the population or situation being studies. The
characteristics used to describe the situation or population are usually some kind of
categorical scheme also known as descriptive categories.

SOURCES OF DATA

PRIMARY DATA

Primary data was collected from the respondents through a survey method. The
instrument used for the data collection is questionnaire method.

SECONDARY DATA

Secondary data was collected from websites, magazines and company profiles and
through company websites.
SAMPLING DESIGN

The study was undertaken at T V SundaramIyengar& Sons Pvt Ltd, Madurai.

SAMPLE SIZE AND SAMPLING METHOD

SAMPLE SIZE

From the population size of 256, the sample size taken as 100 is arrived by using
STRATIFIED RANDOM SAMPLING.

SAMPLING TECHNIQUE

STRATIFIED RANDOM SAMPLING technique is used for the purpose of data

collection. It is a type of probability sampling technique. It involves the division of a
population in to smaller groups known as strata. The strata are formed based on member’s
shared attributes or characteristics.

TOOLS FOR ANALYSIS

The data collected from the respondents are then subjected to statistical analysis. The
tool used for this study is

 T-Test
 Chi Square Test
 Two Way Annova
 CHAPTER-IV
DATA ANALYSIS AND INTERPRETATION
 CHAPTER IV

DATA ANALYSIS AND INTERPRETATION

SIMPLE PERCENTAGE

TABLE 4.1 Distributions of Respondents Based on Gender

GENDER FREQUENCY PERCENT

Male 96 96.0

Female 4 4.0

Total 100 100.0

FIG 4.1 Distribution of Respondents Based on Gender

INTERPRETATION

From the above table 96% of the respondents are male and 4% are female.
TABLE 4.2 Distributions of Respondents Based on Age

YEAR OF BIRTH FREQUENCY PERCENT

Before 1980 Gen X 50 50.0

After 1980 Gen Y 50 50.0

Total 100 100.0

FIG 4.2 Distributions of Respondents Based on Year of Birth

INTERPRETATION

From the above table 50% of respondents were born before 1980 ( Gen X ), 50% of
respondents were born after 1980 ( Gen Y).
TABLE 4.3 Distribution of Respondents Based on Education

EDUCATION FREQUENCY PERCENT

Master degree 11 11.0

Bachelor degree 58 58.0

Diploma/ITI 26 26.0

Any other 5 5.0

Total 100 100.0

FIG 4.3 Distribution of Respondents Based on Education

INTERPRETATION

From the above table 11% of respondents are major degree holders, 58% of
respondents are bachelor degree holders, 26% of respondents are diploma/ITI holders,5%
of respondents are coming under any other category.
TABLE 4.4 Distribution of Respondents Based on Designation

DESIGNATION FREQUENCY PERCENT

Trainee/learner 1 1.0

Workmen 26 26.0

Executive 59 59.0

Staff 14 14.0

Total 100 100.0

FIG 4.4 Distribution Of Respondents Based on Designation

INTERPRETATION

From the table 1% of respondent is trainee/learner, 26 % of respondents are workmen,

59% of respondents are executives, 14% of respondents are staffs.
TABLE 4.5 Distribution of Respondents Based on Year of Experience

YEAR OF EXPERIENCE FREQUENCY PERCENT

1-5 18 18.0

5-10 33 33.0

10-15 12 12.0

More than 15 37 37.0

Total 100 100.0

FIG 4.5 Distribution of Respondents Based on Year of Experience

INTERPRETATION

From the table 18% of respondents are having 1-5 years work experience,33% of
respondents are having 5-10 years work experience,12% of respondents are having 10-15
years work experience37% of respondents are having more than 15 years work experience.
TABLE 4.6 Distribution of Respondents are Based on Year of Experience
in Current Organization

NO OF YEARS OF EXPERIENCE FREQUENCY PERCENT

IN CURRENT ORGANIZATION

1-5 20 20.0

5-10 35 35.0

10-15 14 14.0

More than 15 31 31.0

Total 100 100.0

FG 4.6 Distribution of Respondents Based on Year of Experience in

Current Organization

INTERPRETATION

From the above table 20% of respondents are having 1-5 years work experience in
current organization, 35% of respondents are having 5-10 years work experience in current
organization,14% of respondents are having 10-15 years work experience in current
organization, 31% of respondents are having more than 15 years work experience in current
organization.
TABLE 4.7 Distribution of Respondents Based o Marital Status

MARITAL STATUS FREQUENCY PERCENT

Single 16 16.0

Married 81 81.0

Divorced/ Separated 3 3.0

Total 100 100.0

FIG 4.7 Distribution of Respondents Based on Marital Status

INTERPRETATION

From the above table 16% of respondents are single, 81 % of respondents are
married, 3% of respondents are divorced/separated.
TABLE 4.8 Distribution of Respondents Based on Family Type

FAMILY TYPE FREQUENCY PERCENT

Staying alone 10 10.0

Nuclear family 57 57.0

Joint family 33 33.0

Total 100 100.0

FIG 4.8 Distribution of Respondents Based on Family Type

INTERPRETATION

From the above table 10% of respondents are staying alone, 57% of respondents are
living in nuclear family, 33 % of respondents are living in joint family.
FIG 4.9 Distribution of Respondents Based on Financial Role

FINANCIAL ROLE FREQUENCY PERCENT

Only earning member 79 79.0

Supporting earning member 13 13.0

Family not dependent on my earnings 8 8.0

Total 100 100.0

FIG 4.9 Distribution of Respondents Based on Financial Role

INTERPRETATION

From the above table 79% of respondents are only earning members in their
family,13% of respondents are supporting earning member in their family, 8% of respondents
families are not depend on their earning.
TABLE 4.10 Distribution of Respondents based on Parental Status

PARENTAL STATUS FREQUENCY PERCENT

Children 71 71.0

No child 29 29.0

Total 100 100.0

FIG 4.10 Distribution of Respondents Based on Parental Status

INTERPRETATION

From the above table 71% of respondents are having children, 21 % of respondents
are not having children.
SELF-TRANSCENDENCE

1.LEADERSHIP

TABLE 1
PARTICULAR FREQUENCY PERCENTAGE
Strongly Agree 45 45%
Agree 29 29%
Neutral 24 24%
Disagree 2 2%
Strongly Disagree 0 0%
Total 100 100%

INTERPRETATION

From the above table 45% of the respondents Strongly Agree the statement 29%
agree,24% are neutral and 2% disagree the statement.

CHART 1
2. DESIGNATION

TABLE 2

PARTICULAR FREQUENCY PERCENTAGE

Strongly agree 40 40%
Agree 27 27%
Neutral 30 30%
Disagree 3 35
strongly Disagree 0 0%
Total 100 100%

INTERPRETATION:

From the above table, 40% of the respondents Strongly Agree the statement,27 %
agree, 30% are neutral and 35% disagree the statement.

CHART 2
 SELF-

ENHANCEMENT

3.WORK-LIFE

BALANCE

TABLE 3

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 27 27%
Agree 52 52%
Neutral 20 20%
Disagree 1 1%
Strongly Disagree 0 0%
Total 100 100%

INTERPRETATION:

From the above table 27% of the respondents Strongly Agree the statement, 52%
agree, 20% are Neutral and 1% disagree the statement.

CHART 3

60
Work Life Balance
50

40

30

20

10

Strongly agree Agree Nutrual Disagree strongly Disagree

4.SELF-MOTIVATION

TABLE 4

PARTICULARS FREQUENCY PERCENTAGE

Strongly agree 19 19%
Agree 49 49%
Neutral 30 30%
Disagree 2 2%
strongly Disagree 0 0%
Total 100 100%

INTERPRETATION
From the above table,19 % of the respondents Strongly Agree the statement, 49%
agree, 30% are Neutral and 2% disagree the statement.

CHART 4

Self Motivation
60

50

40

30

20

10

Strongly agree Agree Nutrual Disagree strongly Disagree

CONSERVATION

5.RESPONSIBILITY
TABLE 5

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 49 49%
Agree 30 30%
Neutral 20 20%
Disagree 1 1%
Strongly Disagree 0 0%
Total 100 100%

INTERPRETATION
From the above table, 19% of the respondents Strongly Agree the statement, 49%
agree, 30 % are Neutral and 2 % disagree the statement.

CHART 5

Responsible
60

50

40

30

20

10

Strongly agree Agree Nutrual Disagree strongly Disagree

6. RESOURCE MAINTENANCE

TABLE 6

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 15 15%
Agree 30 30%
Neutral 55 55%
Disagree 0 0%
Strongly Disagree 0 0%
Total 100 100%

INTERPRETATION
From the above table, 15% of the respondents Strongly Agree the statement, 30%
agree and 55% are neutral to the statement.

CHART 6

Resources Maintenences
60

50

40

30

20

10

Strongly agree Agree Nutrual Disagree strongly Disagree

 SECURITY

7. PROVIDES SAFETY EQUIPMENT

TABLE 7

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 52 52%
Agree 35 35%
Neutral 9 9%
Disagree 4 4%
Strongly Disagree 0 0%
Total 100 100%

INTERPRETATION
From the above table, 52% of the respondents Strongly Agree the statement, 35%
agree, 9% are Neutral and 9% disagree the statement.

CHART 7

Safety Equipment
60

50

40

30

20

10

Strongly agree Agree Nutrual Disagree strongly Disagree

8. SAFETY MEASURES

TABLE 8

PARTICULARS FREQUENCY PERCENTAGE

Strongly agree 56 56%
Agree 39 39%
Neutral 5 5%
Disagree 0 0%
strongly Disagree 0 0%
Total 100 100%

INTERPRETATION
From the above table, 56% of the respondents Strongly Agree the statement, 39%
agree and 5% are Neutral to the statement.

CHART 8

Safety Measures
60

50

40

30

20

10

Strongly agree Agree Nutrual Disagree strongly Disagree

 OPENNESS TO

CHANGE

9.SURROUNDING

CHANGES

TABLE 9

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 9 9%
Agree 11 11%
Neutral 35 35%
Disagree 20 20%
Strongly Disagree 25 25%
Total 100 100%

INTERPRETATION
From the above table, 9% of the respondents Strongly Agree the statement, 11%
agree, 35% are neutral, 20% disagree and 25% strongly disagree the statement.

CHART 9

Surrounding Changes
40

35

30

25

20

15

10

5
Strongly agree Agree Nutrual Disagree strongly Disagree
0
10.WELCOME NEW TECHNOLOGIES
TABLE 10

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 11 11%
Agree 9 9%
Neutral 20 20%
Disagree 25 25%
Strongly Disagree 35 35%
Total 100 100%

INTERPRETATION
From the above table, 11% of the respondents Strongly Agree the statement, 9%
agree, 20% are neutral, 25% disagree and 35% strongly disagree the statement.

CHART 10

New Technology
40

35

30

25

20

15

10

5
Strongly agree Agree Nutrual Disagree strongly Disagree
0
 HEDONISM

11.TAKE

OWNERSHIP

TABLE 11

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 15 15%
Agree 30 30%
Neutral 55 55%
Disagree 0 0%
Strongly Disagree 0 0%
Total 100 100%

INTERPRETATION
From the above table, 15% of the respondents Strongly Agree the statement, 30%
agree and 55% are neutral to the statement.

CHART 11

Take ownership
60

50

40

30

20

10

Strongly agree Agree Nutrual Disagree strongly Disagree

12. HELPING TENDENCY

TABLE 12

PARTICULARS FREQUENCY PERCENTAGE

Strongly agree 42 42%
Agree 35 35%
Neutral 30 30%
Disagree 3 3%
strongly Disagree 0 0%
Total 100 100%

INTERPRETATION
From the above table, 42% of the respondents Strongly Agree the statement, 35%
agree, 30% are neutral and 3% disagree the statement.

CHART 12

Helping Tendency
45
40
35
30
25
20
15
10
5
0

Strongly agree Agree Nutrual Disagree strongly Disagree

 TURNOVER INTENSION

13. READY FOR JOB CHANGE

TABLE 13

PARTICULARS FREQUENCY PERCENTAGE

Strongly agree 13 13%
Agree 7 7%
Neutral 27 27%
Disagree 23 23%
strongly Disagree 30 30%
Total 100 100%

INTERPRETATION
From the above table, 13% of the respondents Strongly Agree the statement, 7% agree
,27% are neutral, 23% disagree and 30% strongly disagree the statement.

CHART 13

Job Change
35

30

25

20

15

10

0
Strongly agree Agree Nutrual Disagree strongly Disagree
14.NOT SATISFIED WITH PAID COMPENSATION

TABLE 14

PARTICULARS FREQUENCY PERCENTAGE

Strongly agree 8 8%
Agree 12 12%
Neutral 32 32%
Disagree 21 21%
strongly Disagree 27 27%
Total 100 100%

INTERPRETATION
From the above table, 8% of the respondents Strongly Agree the statement, 12%
agree, 32% are neutral, 21% disagree and 27% strongly disagree the statement.

CHART 14

Compensation
35

30

25

20

15

10

0
Strongly agree Agree Nutrual Disagree strongly Disagree
 SALARY

15.SATISFIED WITH CURRENT SALARY

TABLE 15

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 10 10%
Agree 14 14%
Neutral 35 35%
Disagree 21 21%
Strongly Disagree 20 20%
Total 100 100%

INTERPRETATION
From the above table, 10% of the respondents Strongly Agree the statement, 14%
agree, 35% are neutral, 21% disagree and 20% strongly disagree the statement.

CHART 15

Current salary
40

35

30

25

20

15

10

5
Strongly agree Agree Nutrual Disagree strongly Disagree
0
16. SALARY PAID FOR TALENT AND ABILITY

TABLE 16

PARTICULARS FREQUENCY PERCENTAGE

Strongly agree 13 13%
Agree 11 11%
Neutral 33 33%
Disagree 19 19%
strongly Disagree 24 24%
Total 100 100%

INTERPRETATION
From the above table, 13% of the respondents Strongly Agree the statement, 11%
agree, 33% are neutral, 19% disagree and 24% strongly disagree the statement.

CHART 16

Salary Paid
35

30

25

20

15

10

0
Strongly agree Agree Nutrual Disagree strongly Disagree
 RETIREMENT

17. SATISFIED WITH CURRENT SALARY

TABLE 17

PARTICULARS FREQUENCY PERCENTAGE

Strongly agree 35 35%
Agree 42 42%
Neutral 23 23%
Disagree 0 0%
strongly Disagree 0 0%
Total 100 100%

INTERPRETATION
From the above table, 35% of the respondents Strongly Agree the statement, 12%
agree and 23% are neutral to the statement.

CHART 17

Retirement
45
40
35
30
25
20
15
10
5
0

Strongly agree Agree Nutrual Disagree strongly Disagree

18.PENSION POLICY

TABLE 18

PARTICULARS FREQUENCY PERCENTAGE

Strongly agree 42 42%
Agree 23 23%
Neutral 35 35%
Disagree 0 0%
strongly Disagree 0 0%
Total 100 100%

INTERPRETATION
From the above table, 42% of the respondents Strongly Agree the statement, 23%
agree and 35% are neutral to the statement.

CHART 18

Pension Policy
45
40
35
30
25
20
15
10
5
0

Strongly agree Agree Nutrual Disagree strongly Disagree

 CAREER DEVELOPMENT

19. CAREER DEVELOPMENT

TABLE 19

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 33 33%
Agree 40 40%
Neutral 19 19%
Disagree 8 8%
Strongly Disagree 0 0%
Total 100 100%

INTERPRETATION
From the above table, 33% of the respondents Strongly Agree the statement, 40%
agree, 19% are neutral and 8% disagree the statement.

CHART 19

Career Development
45
40
35
30
25
20
15
10
5
0

Strongly agree Agree Nutrual Disagree strongly Disagree

20.HELP IN CAREER GROWTH

TABLE 20

PARTICULARS FREQUENCY PERCENTAGE

Strongly agree 27 27%
Agree 30 30%
Neutral 38 38%
Disagree 5 5%
strongly Disagree 0 0%
Total 100 100%

INTERPRETATION
From the above table, 27% of the respondents Strongly Agree the statement, 30%
agree, 38% are neutral and 5% disagree the statement.

CHART 20

Career Grrowth
40

35

30

25

20

15

10

5
Strongly agree Agree Nutrual Disagree strongly Disagree
0
 WORKING CONDITION

21. COMFORTABLE WORK ZONE

TABLE 21

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 17 17%
Agree 23 23%
Neutral 35 35%
Disagree 14 14%
Strongly Disagree 11 11%
Total 100 100%

INTERPRETATION
From the above table, 17% of the respondents Strongly Agree the statement, 23%
agree, 35% are neutral, 14% disagree and 11% strongly disagree the statement.

CHART 21

Comfortable Work Zone

40

35

30

25

20

15

10

5
Strongly agree Agree Nutrual Disagree strongly Disagree
0
22.VERTIFICATION AND CLEAN ENVIRONMENT

TABLE 22

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 44 44%
Agree 29 29%
Neutral 22 22%
Disagree 5 5%
Strongly Disagree 0 0%
Total 100 100%

INTERPRETATION
From the above table, 44% of the respondents Strongly Agree the statement, 29%
agree, 22% are neutral and 5% disagree the statement.

CHART 22

Clean Surrounding
50
45
40
35
30
25
20
15
10
5
0

Strongly agree Agree Nutrual Disagree strongly Disagree

SUPERVISION
23.SUPERVISION
TABLE 23

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 12 12%
Agree 8 8%
Neutral 16 16%
Disagree 42 42%
Strongly Disagree 22 22%
Total 100 100%

INTERPRETATION
From the above table,12% of the respondents Strongly Agree the statement, 8%
agree, 16 % are neutral, 42% disagree and 22% strongly disagree the statement.

CHART 23

Supervision
45
40
35
30
25
20
15
10
5
0

Strongly agree Agree Nutrual Disagree strongly Disagree

4.23. RECOGNITION

24. SUPERVISION

TABLE 24

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 24 24%
Agree 17 17%
Neutral 43 43%
Disagree 6 6%
Strongly Disagree 10 10%
Total 100 100%

INTERPRETATION
From the above table, 24% of the respondents Strongly Agree the statement,17% agree,
43% are neutral, 6% disagree and 10% strongly disagree the statement.

CHART 24

Recognition
50
45
40
35
30
25
20
15
10
5
0

Strongly agree Agree Nutrual Disagree strongly Disagree

JOB SECURITY

25. JOB SECURITY

Table 25

PARTICULARS FREQUECNY PERCENTAGE

Strongly agree 49 49%
Agree 30 30%
Neutral 20 20%
Disagree 1 1%
strongly Disagree 0 0%
Total 100 100%

INTERPRETATION
From the above table, 49% of the respondents Strongly Agree the statement, 30% agree,
20% are neutral and 1% disagree the statement.

CHART 25

Job Security
60

50

40

30

20

10

Strongly agree Agree Nutrual Disagree strongly Disagree

LOYALITY

26.LOYALITY TO SELF AND COLLEAGUES

Table 26

PARTICULARS FREQUENCY PERCENTAGE

Strongly agree 48 48%
Agree 13 13%
Neutral 33 33%
Disagree 6 6%
strongly Disagree 0 0%
Total 100 100%

INTERPRETATION
From the above table, 48% of the respondents Strongly agree the statement, 13% agree,
33% are neutral and 6% disagree the statement.

CHART 26

Loyalty to self and colleagues

60

50

40

30

20

10

Strongly agree Agree Nutrual Disagree strongly Disagree

27. LOYALITY TO MANAGEMENT

Table 27

PARTICULARS FREQUENCY PERCENTAGE

Strongly agree 54 54%
Agree 46 46%
Neutral 0 0%
Disagree 0 0%
strongly Disagree 0 0%
Total 100 100%

INTERPRETATION
From the above table, 54% of the respondents Strongly Agree the statement and 46%
Agree the statement.

CHART 27

Loyalty to Management
60

50

40

30

20

10

Strongly agree Agree Nutrual Disagree strongly Disagree

CHECKING WHETHER GEN X AND GEN Y ARE DEPENDENT OF
EACH OTHER BY USING CHI-SQUARE
For this test, respondents derived for the questions such as influencing factors and overall
perceived usefulness (8-ii) are considered

EXPERIENCE HS S N DS HDS Total

1 to 5 Years 5 2 10 1 0 18
5 to 10 Years 10 12 8 3 0 33

10 to 15 Years 10 2 0 0 0 12
More than 15 Years 30 7 0 0 0 37

Total 55 23 18 4 0 100

HYPOTHESIS:
H0: Gen X and Gen Y are dependent of each other.

H1: Gen X and Gen Y are not dependent of each

other.
TABLE FOR CHI-SQUARE

O E O-E (O-E)2 (O-E)2/E

5 9.9 0.86 0.7396 0.074707
2 4.14 -2.14 4.5796 1.106184
10 3.24 6.76 45.6976 14.1042
1 0.72 0.28 0.0784 0.108889
0 0 0 0 0
10 18.15 -8.15 66.4225 3.659642
12 7.59 4.41 19.4481 2.562332
8 5.94 2.06 4.2436 0.714411
3 1.32 1.68 2.8224 2.138182
0 0 0 0 0
10 6.6 3.4 11.56 1.751515
2 2.76 -0.76 0.5776 0.209275
0 2.16 -2.16 4.6656 2.16
0 0.48 -0.48 0.2304 0.48
0 0 0 0 0
30 11.1 18.9 357.21 32.18108
7 8.51 -1.51 2.2801 0.267932
0 6.66 -6.66 44.3556 6.66
0 1.48 -1.48 2.1904 1.48
0 0 0 0 0
Total 69.65835

Confident level- > 0.05

Degrees of freedom - > (n-1) =(20-1) =19

Tabulated Chi-square value = 30.14

Calculated Chi-square value = 69.65835

Since, calculated χ2value> Tabulated χ2 value, H0 is rejected and H1 is accepted.

INFERENCE
Hence, it can be conducted that Gen X and Gen Y are not dependent of each other.

That year of experience does not determine the Generational gap between the
employees, it is simply age factor..
GENERATIONAL DIFFERENCE IN WORK VALUES USING TWO
WAY ANNOVA

HYPOTHESIS:
H0 : There is no significant differences between Gen X and Gen Y.

H1: There is significant differences between Gen X and Gen Y.

CATEGORIES AGREE NEUTRAL DISAGREE TOTAL

Self-transcendence 77 17 6 100

Self Enhancement 68 27 5 100

Conservation 70 26 4 100

Security 89 6 5 100

Openness 50 40 10 100

Hedonism 95 3 2 100

Turnover Intention 83 10 7 100

Salary 75 20 5 100

Retirement 92 8 0 100
Career
Development 89 10 1 100

Working Condition 64 26 10 100

Supervision 74 19 7 100

Fringe Benefit 58 37 5 100

Recognition 86 14 0 100

Job security 94 4 2 100

Loyalty 70 20 10 100
ANALYSIS OF VARIENCE

SUMMARY COUNT SUM AVG VARIANCE

Self-transcendence 3 100 33.33333 1460.333

Self Enhancement 3 100 33.33333 1022.333

Conservation 3 100 33.33333 1129.333

Security 3 100 33.33333 2324.333

Openness 3 100 33.33333 433.3333

Hedonism 3 100 33.33333 2852.333

Turnover Intention 3 100 33.33333 1852.333

Salary 3 100 33.33333 1358.333

Retirement 3 100 33.33333 2597.333

Career Development 3 100 33.33333 2344.333

Working Condition 3 100 33.33333 769.3333

Supervision 3 100 33.33333 1276.333

Fringe Benefit 3 100 33.33333 712.3333

Recognition 3 100 33.33333 2129.333

Job security 3 100 33.33333 2761.333

Loyalty 3 100 33.33333 1033.333

Agree 16 1234 77.125 179.5833

Neutral 16 287 17.9375 124.8625
Disagree 16 79 4.9375 11.2625
ANNOVA TABLE

SOURCE OF
VARIATION SS DF MS F P-value F ratio
Categories 3.64E-11 15 2.43E-12 1.54E-14 1 2.014804

Response 47377.04 2 23688.52 150.0659 2.38E-16 3.31583

Error 4735.625 30 157.8542

Total 52112.67 47 78

The table value of F (2.15) at 5% level of significance is 19.4

Calculated F=78

Since, Calculated F < Tabulated F, H0 is accepted and H1 is rejected.

INFERENCE
We can conclude that there is no significant difference between Gen X and Gen Y.
 CHAPTER-V
FINDINGS, SUGGESTIONS & CONCLUSION
 CHAPTER 5

FINDINGS AND SUGGESTIONS

FINDINGS

SIMPLE PERCENTAGE ANALYSIS

 96% of the respondents are male.
 50% of the respondents are from Gen X and 50 % of the respondents are form Gen Y.
 58% of the respondents are Bachelor degree holders.
 59% of the respondents are executives.
 37% of the respondents are having more than 15 years work experience.
 81% of the respondents are married.
 57% of the respondents are living in nuclear family.
 79% of the respondents are only earning member of their family.
 71% of the respondents are having children.

T-TEST
 There is no significance difference in self-transcendence between Gen X and Gen Y.
 There is significance difference in self enhancement between Gen X and Gen Y.
 There is significance difference in conservation between Gen X and Gen Y.
 There is significance difference in security between Gen X and Gen Y.
 There is no significance difference in openness to change between Gen X and Gen Y.
 There is significance difference in Hedonism between Gen X and Gen Y.
 There is significance difference in turnover intention between Gen X and Gen Y.
 There is no significance difference in salary between Gen X and Gen Y.
 There is significance difference in retirement benefits between Gen X and Gen Y.
 There is significance difference in career development between Gen X and Gen Y.
 There is no significance difference in working condition with between Gen X and
Gen Y.
 There is no significance difference in supervision management between Gen X
and GenY.
 There is no significance difference in fringe benefits between Gen X and Gen Y.
 There is significance difference in recognition between Gen X and Gen Y.
 There is no significance difference in job security between Gen X and Gen Y.
 There s significance difference in loyalty towards company between Gen X and
Gen Y.
SUGGESTIONS

REAL TIME REWARDS AND RECOGNITIONS

Personal recognition is a powerful tool in building morale and motivation. A pat on the back,

A personal note from a peer or a supervisor does wonders. Small, informal celebrations ate
many times more effective than a once a quarter or once a year formal event.

Recognition and rewards are considered as a important tool of motivation. Gen Y

employees look instant recognition for the task they have done.

It will also increase employee’s sense of competence and worth, increase pride and care in
their work. It will reinforce organizational values and cultures like teamwork.

Rewards includes all financial rewards, it could compensate for jobs with lower rates of pay
or job satisfaction. It will highly motivating when the rewards are desirable.

FLEXIBLE WORK SCHEDULE

Flexible working hours in the workplace allows employers and employee’s to make
arrangements about working conditions that suit them. This helps employees maintain a work
life balance and can help employers improve the productivity and efficiency in their business.
This will also reduce employee burnout due to overload.

Freedom to manage own work time will build the confidence and increase sense of
responsibility to the role and the business it will also improve work satisfaction.

Due to the flexible work schedule employee morale will increase and it allows people to
work when they accomplish most, feel freshest and enjoy working. It will also provide some
benefits to employer like reduced absenteeism and tardiness and it will reduce the turnover of
valued staffs.

SKILL DEVELOPMENT AND TRAINING

Training and education motivates people and makes them more productive and innovative.
There are many reasons training and development makes sense. Well-trained employees are
more capable and willing to assume more control over their jobs. They need less supervision,
which frees management for other tasks. Employees are more capable to answer the questions
of customers which build better less, are more satisfied, and are more motivated. All this
leads to better management-employee relationships.

EXIT INTERVIEWS

The main purpose of exit interview is to discover the reason for an employee’s decision to
quit his job and to get a feedback about his/her experience in organization. By examining and
keeping track of the outcome of exit interviews over a period of time, employers can begin to
identify trends and patterns over time, as to why people are wanting to leave the company. It
gives the employee an opportunity to get whatever issues they have out in open, where they
can be discussed, and hopefully resolved. If this information is used properly it can be
extremely from leaving the company, and improving overall working environment.

EMPLOYEE ENGAGEMENT

Employees engagement illustrates the commitment and energy that employees bring to work
and is a key indicator of their involvement and dedication to the organization. An engaged
employee is a person who is fully involved in and enthusiastic about his or her work. A huge
benefit of having engaged employees is that they are loyal to company. Engaged employees
show up to work and once there they get more work done, so that employee absenteeism will
decrease. If employees are engaged with the company their job satisfaction levels will
increase. Employees business. Engaged employees are often top performers, they are more
efficient and plays an essential role in increasing productivity.

Employees who are engaged significantly lower the risk of turnover so that retention will
be higher and employee turnover will be lower. There is a close relationship between
innovation and employee engagement. Highly engaged employees strive to efficiently create
new products, service and processes. It will leads to overall organization growth. Companies
with more engaged employees tend to have higher profitability rates.

FREQUENT FEEDBACK FROM EMPLOYEES

Providing feedback is also one form of recognition for the employees. Good feedback can be
defined by three criteria. Its promptness, its frequency, and its precision. It’s important to
provide feedback quickly, as regularly and as often as necessary, and with enough details in
order to be effective. Also don’t forget to organize a follow-up. This way you will be able to
 provide the necessary support to help them improve and demonstrate the importance you
attach to their own success within the organization.

JOB SECURITY

A job with a high level of job security is such that a person with the job would have a have
small chance of becoming unemployed. Job security brings career and financial stability.
Employees who don’t fear for their jobs are more likely to perform at a higher level and feel
greater commitment to the employer. Providing job security for employees improves
company reputation.

CONCLUSION

Work values can be defined as what employees consider of being “Right” and what attitudes
are considered to be appropriate. This project entitled “ A STUDY ON GENERATIONAL
DIFFERENCES IN WORK VALUES AND ITS EFFECT ON INTENTION TO LEAVE AT
T V & SONS was conducted with the purpose of finding the differences in work values of the
Gen X and Gen Y in their workplace. Also to analyze, if there were differences, so these
differences influence turnover intention. There are 6 dimensions self transcendence, self
enhancement, conservation, security, openness to change and hedonism constructed for the
questionnaire to analyze the work values of the employees and its effect on intention to leave.
According to the analysis there are some differences in work values like self enhancement,
conservation, security, and hedonism and turnover intention between Gen X and Gen Y.
Through rank variables it was also found that Gen Y values career development, working
condition, level of supervision & Recognition, Gen X values salary, retirement benefits,
fringe benefits, job security and loyalty towards company. The results show that there are
Generational differences in work value between Gen X and Gen Y.
APPENDICES
 BIBLIOGRAPHY

BOOKS

Research methodology by C.R. Kothari: Revised second edition.

Research methodology by D K Bhattacharrya: First Edition.

JOURNALS
Andrea Hershatter(2010).Millennial and the World of Work: An Organization and
Management Perspective.

Alison black and Marc prensky(2006).Gen y: who they are and how they learn.

Cara Spiro (2005).Work place transformation on Generation Y in the Workplace.

Cennamo,L.,& Gardener, D.(2008).Generational differences in work values, outcomes and

person-organization values fit.

DoganGursoy, Thomas A.Maier &Christina .G.Chi ( 2008).Generational differences:An

examination of work values and generational gaps in hospitality workforce.

Gibson, J.W.Greenwood,R.A.,& Murphy Jr ,E.F(2009).Generational differences in the

workplace: personal values, behaviors, and popular beliefs.

Mecca M. Salahuddin( 2010).Generational Differences Impact On Leadership Style and

Organizational Success.

Shih yungchou( 2012).Millennial in the workplace: a conceptual analysis of millennial

leadership and follower ship styles.

Twenge,J.M.(2010). A review of the empirical evidence on generational differences in work

attitudes.

V.I. sessa , Robert .I ,Kabacoff, Jennifer deal,& Brown ,H. ( 2007).Generational differences
in leader values and leadershipbehaviours.

Wallace .J. E. ( 2006).Work commitment in the legal profession: a study of Baby boomers
and GenerationX’ers.
WEBSITES-
www.scribd.com
http://www.tvs.in
https://scholar.google.co.in
http://www.researchgate.net
https://www.econbiz.de
https://onlinelibrary.wiley.com
https://mro.massey.ac.nz
https://www.emeraldinsight.com
 QUESTIONNARIES

DEMOGRAPHIC
1.Gender:

( ) Male ( ) Female

2.Year of Birth:

( ) Before 1980 ( ) After 1980

3.Education:

( ) Master degree ( ) Bachelor degree ( ) Diploma/ITI ( ) any other

4.Designation:

( ) Trainee/degree ( ) Workmen ( ) Executive ( ) Staff

5.Year of Experience:

( ) 1-5 ( ) 5-10 ( ) 10-15 ( ) More than 15

6. Total No.of.Years in the current

organization : ( ) 1-5 ( ) 5-10 ( ) 10-15 ( )

More than 15

7. Marital status:

( ) Single ( ) Married ( ) Divorced/separated

8.Family type:

( ) Staying alone ( ) Nuclear family ( ) Joint family ( ) Any other

9. Financial role in the family

( ) Only earning member

( ) Supporting earning member

( ) Family not dependent on my earnings.

10.Parental status

( ) Children

( ) No children.
 WORK VALUES

No STATEMENT Strongly Agree Neutral Disagree Strongly

Agree Disagree
I Self-Transcendence

1 You have a leadership position and

have decision-making authority.

2 You are in a prestigious designation.

II Self-Enhancement

3 You have able to give importance

to work-life balance

4 You have able to motivate yourself

and complete the given job.

III Conservation

5 You feel responsible for company

assets

*6
You take care of the
resources provided

IV Security

7 You are provided with all safety

equipment.

8 The organization provides all security

and safety measurements.

V Openness to change

9 Are you comfortable with new changes

in the surroundings

10 Do you welcome new methods and

technologies in the organization
VI Hedonism

11 You like to be the person in charge

and tell others what to do.

12 You like to be the available when

colleagues require his/her help.

VII Turnover Intension

13 Often do you dream about getting

another job that will better suit your
personal needs?

14 Will you accept another job at the

same compensation level if offered to
you?

VIII Salary

15 Are you satisfied with your

current salary.

16 Do you think the company pay salary

according to your talent and ability.

IX Retirement

17 Does the organization support with

retirement.

18 Are you satisfied with the pension

policies

X Career Development

19 Do you agree that the company

helps in your career development.

20 The Company has a huge impact in

your career growth
.
XI Working Condition

21 You are comfortable with the work

zone.

22 The working environment is well

ventilated and clean.

XII Supervision

23 You work only when you supervisor is

around you.

XIII Recognition

24 You crave for recognition of your

achievement
.
XIV Job Security

25 You have a guaranteed and stable

work position.

XV Loyalty

26 You are loyal to yourself and your

colleagues

27 You are loyal to the management.