“A study on comprehensive analysis of employee attrition rate with reference

to Hindustan spring manufacturing company”

Project Report submitted in partial fulfilment of the requirements for the
award of the Degree of
MASTER OF BUSINESS ADMINISTRATION

of

BENGALURU CITY UNIVERSITY

By
Aruna D N
Reg. No.: P18KU21M0027

Under the guidance of

Mr. Murali Mohan
Assistant Professor

GIBS B SCHOOL
ITI Layout, BSK III Stage, Bengaluru – 560 085
Bengaluru City University
 DECLARATION BY THE STUDENT

I hereby declare that “A study on comprehensive analysis of employee attrition rate with
reference to Hindustan spring manufacturing company”

” is the result of the project work carried out by me under the guidance of, : Mr.Murali
Mohan Assistant Professor, in partial fulfillment for the award of Master’s Degree in
Business Administration by Bengaluru City University

I also declare that this project is the outcome of my own efforts and that it has not been
submitted to any other University or Institute for the award of any other degree or Diploma or
Certificate.

Place: Bengaluru Name: Aruna DN

Date: 30.01.23 Register Number: P18KU21M0027

: Mr.Murali Mohan
Assistant Professor
GIBS B School
ITI Layout, BSK III Stage,
Bengaluru – 560 085.

GUIDE CERTIFICATE

This is to certify that the Project Report titled “A study on comprehensive

analysis of employee attrition rate with reference to Hindustan spring manufacturing

company”, submitted by Aruna DN (Register No.: P18KU21M0027 ) to Bengaluru City

University, Bengaluru, for the award of Degree of MASTER OF BUSINESS

ADMINISTRATION is a record of work carried out by he/her under my guidance.

Place: Bengaluru

Date: Signature
 ACKNOWLEDGEMENT

Firstly, I would like to express my wholehearted gratitude to the Almighty, for the blessings
and the opportunity provided by Canara Bank School of Management Studies, Bengaluru
City University, without which this master thesis would not have been possible.

I would like to express my gratitude and sincere thanks to Dr Rukmangada Naidu M,

Chairman, Lord Sri Krishna International and Education Trust, for his unprecedented care
and motivation.

Next, I take this opportunity to express my heartfelt thanks to Prof M Venugopal, Director –
PG Programmes, Sri Krishna Group of Institutions, for his continuous encouragement;
and Dr Kamala Suganthi Principal, GIBS B School, for instilling confidence in me to
carry out this study and extending valuable guidance and encouragement from time to time,
without which it would not have been possible to undertake and complete this thesis.

I would like to thank, : Mr.Murali Mohan Assistant Professor, GIBS B School, for his
incessant support and excellent guidance throughout the study.

I would like to thank (company guide), Manager-Finance, at Indian Premier Developers, for
his unremitted backing and encouragement for completion of this study.

Last, but not the least, I would like to thank my parents, friends and all others who have
helped me in numerous ways in completing this master thesis successfully.
 WORK DONE DIARY

Week Dates Work Carried out Signature of Faculty Guide

I

II

III

IV
 Chapter -01
Section 1 DESCRIPTION OF THE COMPANEY:
Location and spread of the company: Hindustan Spring Mfg. Co. (Unit 1 and
Office) C-111 and 112, Industrial Estate, Yadavagiri, Mysore
570020 Universal Automobile & Dairy Products.
Hindustan Spring and Engineering Co.432 G.T. Road, North, Howrah-
711101, West Bengal, India

TELWADI PATRA SHED, 1, GROUND, PRABHADEVI ROAD, PRABHADEVI Mumbai,

Maharashtra, 400025 India

Reach Us. Raj Spring Works Shop 1, 150 Feet Ring Road, Near Dhara Gas Godown, Gokul Nagar
Main Road, Rajkot-360004, Gujarat, India. Get Directions.

Kurla Industrial Premises Chs, Gala No 192/ 22, Narayan Nagar Road, Ghatkopar West, Mumbai -
400086 (Opposite Union Bank)

 STAFF :

This element is concerned with what type and how numerous workers to an association will need
and how they will be signed , trained, motivated and awarded.
The people in an association are veritably delicate and work towards the enhancement of the
association.. Now there are 36 workers working in the company
MANAGING STAFF: -
SURYANARAYANA PARTNER
SURESH GOWDA PARTNER
HIRIYANA PARTNER
S.V NAGARAJ WORKS MANAGER
MAHESH PRODUCTION MANAGER
SANTHOSH QUALITY MANAGER
SURESH SUPERVISOR

Qualification for operators is:-

ITI & DIPLOMO

Division of the company:

1. AUDCO India ltd, Chennai.
2. Brakes India ltd, Chennai.

3. Bharat earth mover’s ltd, Mysore, Bangalore and KGF.

4. Lakshmi automatic machinery work ltd, Coimbatore.

5. Lakshmi machine works ltd, Coimbatore.

6. Sundaram Clayton ltd, Hosur.

7. SABWABCO Clayton ltd, Hosur.

8. Indian ordinance factories, Medak/pune, Nagpur.

9. Gun carriage factory, Jabalpur.

10. Engine factory, avoid, Chennai.

11. Machine tools type, amaranths.

12. Aeromantic development agency, Bangalore.

13. Tractors and farm equipment ltd, Chennai, Madurai and doddaballpur.

14. Larsen and turbo ltd, Bangalore, Mysore.

15. NGEF, Bangalore.

16. TVS Suzuki ltd, Hosur.

17. Transformers and electrical ltd, Kerala.

18. Madras radiators and pressing, Chennai.

19. Alford he sent indie ltd, Bangalore.

20. Themo industries ltd, Coimbatore.

21. Elgin equipment ltd, Coimbatore.

22. Hindustan motors ltd, Coimbatore.

23. Kerala states electronics ltd.

24. Hindustan power plus ltd, Hosur auto service, Australia.

25. VST thrillers tractors ltd, Bangalore.

26. Dynamic technologies ltd, Bangalore.

27. Sahnyupair phone ltd, Hyderabad.

28. Automotive axle’s ltd.

29. Vijay Lakshmi engineering ltd, Bangalore

.
30. Heavy vehicles factory, avadi, Chennai.

31. Mannesmann rixolite India ltd.

32. JK industries ltd, Rajasthan.

33. Mahindra and Mahindra ltd, Nagpur.

34. Bharat automobiles ltd, bannur.

Main function of the company

Understand each client’s requirements and objects through frequent and clear communication
• give exceptional service and innovative products to meet client conditions
• Observe the loftiest ethical norms in all of our conduct
• Recruit and retain people of the loftiest capability and integrity
• Assure optimal weal of our workers, mates and original communities
Market shares

S
HARED VALUES:

Shared value or super acquainted goals refers to a set of value and aspirations that goes
beyond the conventional formal statement of commercial ideal. There are fundamental ideas
around which business is erected. They're the identity by which a company is known
throughout its business area. These values must be especially stated as both commercial
objects and individual values. A participated value is an essential specific and trait promoted
by the association to motivate the behaviour of members of the association.
In Hindustan spring manufacturing company, every employee is devoted to achieving the
organizational pretensions. The workers work hard to see that good quality are produced in
the union. Company takes the valuable suggestions from the workers and guests. By this, the
company can know what are the conditions of customers. The company believes that the
business is combined trouble of the workers and operation. So, the participated value is an
element which ensures the success of implementing.
SKILLS:

A skill refers to the distinctive capability of an enterprise. The Hindustan spring manufacturing
company possess variety of skills in the procurement of raw material for production which is reflected
by the quality management system. The (QSM) Quality Management System will monitor the quality
of the product before delivering it to the customers. The customer will explain the dimension and
quality what they needed and the Quality Management System will monitor the quality which are
requested by the customer. To achieve the organization objectives the quality of the product is very
important. The company has skilled man power. The company is capable to produce the number of
units of product within time and the company manages to deliver the product before the given time.
The skilled human resource in the company is capable to produce the quality product and meeting the
expectation of the customer. The company is satisfying its customer through qualitative products.

The skill in employees are satisfied by the management. To upgrade the skills of the employee the
company has adopted Job Rotation and on the job Training to make their employees and workers
more knowledge about their work. At the time of work the monitoring of the skills of employees and
workers are very important because it is very important to know how capable the employees and
workers .

Administrative structure
MANAGEMENT SYSTEM
1Universal Dairy Products has a well- defined structure with a clear cut description of responsibility.
Its management believes in delegation of authority to make its every individual feel the he's a part of
the company.

2. Its operation is obliged to review the quality upgradation, delivery performance and to attend
client’s complaints regularly.

3. Its operation maintains record of all the below in order to be responsible.

4. Their quality operation is honored policy by ISO ( International Standard Organization) for their
force of good quality product at provident price to this client asper their specification and delivery
schedule to their satisfaction.

FUTURE TRENDS
REGISTRATION OF THE FIRM

The Firm is registered with

1. National Small Scale Industries Corporation Ltd.

2. Director General of Supplies and Disposal

3. Vehicle Research and Development continues.

4. Jabalpur Vehicle Research

5. Development Establishment, Ahmadabad etc.,
ACHIEVEMENT / AWARD

SYSTEM:

A set of detailed system, procedures, and routines established or formulated to carry out a
specific activity, perform a duty, or solve a problem.
System is defined as a process or set of processes that links and orders conditioning to
enable work
to be done and goals to be achieved. System in simple words is the formal and informal
procedure including compensation system, operation information system and capital
allocation systems that govern everyday activity.
Systems that are followed by Hindustan Springs Manufacture company are-

• Hindustan Spring Manufacturing Company has a well- defined structure with a

clear cut description of responsibility.
• Its operation believes in delegation of authority to make its every individual
feel the he's a part of the company.
• Its operation is obliged to review the quality up gradation, delivery
performance and to attend client’s complaints regularly.
• Its operation maintains record of all the above in order to be responsible.
• Their quality operation is honored policy by ISO( International Standard
Organization) for their supply of good quality product at provident price to this
client as per their specification and delivery schedule to their satisfaction.
SWOT analysis is an acronym for( Strength, Weakness, Opportunities, Threats) and is a
structured planning system that evaluates those four elements of an association, project or
business venture. A SWOT analysis can be carried out for a company, product, place,
industry, or person. It involves specifying the ideal of the business venture or design and
relating the internal and external factors that are favorable and unfavorable to achieve that
ideal. Some authors credit SWOT to Albert Humphrey, who led a convention at the Stanford
Research Institute in the 1960s and 1970s using data from Fortune 500companies. still,
Humphrey himself didn't claim the creation of SWOT, and the origins remain obscure. The
degree to which the internal terrain of the establishment matches with the external terrain is
expressed by the conception of strategic fit.

• Strengths characteristics of the business or design that give it an advantage over others

• Weaknesses characteristics of the business that place the business or design at a

disadvantage relative to others

• Opportunities rudiments in the environment that the business or design could exploit to its
advantage

• Threats elements in the terrain that could cause trouble for the business or design.

Strength:-

 Operations personal technically skilled.

 Majority of sales are repeat orders.
 Strong stable purchasing process.
 Lengthily development cycle for new offerings.

Weakness:-
  Long lead times for existing production/services.
 Lengthily development cycle for new offerings.
 Employee morale is LOW.

Opportunities:-

 New geographies opening up.

 Market place asking for tech help.
 Trend towards using accredited companies.
 Customers want faster delivery as per customer requirement arranged.

Business Model Canvas

Key Partners Key Activities Value Propositions
Customer Relationships
Customer Segments
 Share  Custo  Low  Personal  Mass
holders mer price assistan market
 investor suppor  Choic ce  Shoppe
t e of  Long
s r
 Sell loss standing
  disreput produc self tradition centric
e’s ts servic of  No
 wholesal  Manag e offering distinct
e produ credit
ers ion
compet cts
itor  Long
 Cost
pricing stand oriente
 Negotia ing d
te credit
terms
with
supplie
rs
Key Resources Channels
 custom  Suppliers
ers  Manufact
 Product urer
 Families  Distributo
rs
 Whole
sale’s
 Retailers
 customer
s
Cost Structure Revenue Streams
 Product Sales
 Operation Costs
 Product purchase
 Wages
 Chapter-2
Introduction
An Introduction to HSM
To create colourful types of springs, manufacturers use equipment such as quality-control and
outfitting spring and grinding machines, fly presses, air-circulated electric furnaces, lather, etc. With
implicit clients like Tractor Industries, Four Bus Break Assembly Unit Manufacturers, Defence
Establishment, Two Wheelers Manufacturers, Manufacturers of Automobiles and Automobiles
Ancillary and Railway Signalling Products, etc., HSMC has established a sizable market for itself.
However, HSMC only supplies its products to original equipment manufacturers.

Customers have been encouraging and appreciating HSMC's efforts to pursue comprehensive quality
assurance and total customers.

HISTORY OF THE COMPANY

The Hindustan Spring Manufacturing Company was founded in 1976 as a joint venture amongst three wise
businessmen, H.R. Suryanarayan, Mr. SureshGowda, and

H.R.Hiriyanna. The company has travelled the difficult path to exaltation with the unwavering
perseverance and drive of the three individuals mentioned above.

1.BACKGROUND

• It was founded in 1976.

Procurement
• Metal Springs, Compression Springs, Tension Springs, and Torsion Springs Supplier and Manufacturer.

Regarding the Industry

• Establishes all material, gear, and facility requirements.

• Generate every type of spring.

• Examine vendor submissions.

• ensure design safety.

Procurement

• Purchase clothing and materials from reputable producers worldwide.

• Oversee the logistics of getting supplies and equipment to the job site.

• Rushing delivery to ensure that the project is finished on time.

Construction

• Provide a range of services, including general construction management, actual construction, and
commissioning services.

Construction
• Provide a range of services from overall construction conduct to
real construction and commissioning services.
• insure facility is completed on time, on budget and to specification. ensure the facility is finished on
schedule, under budget, and in accordance with specifications.

Company profile
Business type Manufactures / suppliers

-Springs are manufactured using high

Primary comparative advantages quality of raw materials.
– Quality Control Section which is highly
devoted to ensure the conformity of the
production of spring to the quality
requirements.
-Strategically located manufacturing
facilities.
-State-of-the-art manufacturing plants.
– An extensive distribution

67
No of Staffs
1976
Years of Establishment
Tractor industries, four-wheeler break
Export Markets: assembly units’ manufacturers, defence
establishment, two wheelers
 manufacturers
of automobile and automobile ancillary and
railway signalling products, etc.,
Several automatic machines, shot penning
Machinery facilities: machine, quality testing equipment spring
and grinding machines, fly presses, air
circulated electric furnaces, lathes etc.,
Industrial springs, volute spring
Popular products: Spring hangers
Multi leaf springs
Shutter spring
Spring parts
Gas spring
Clock springs
Barrel spring
Helical springs
Standard certification: ISO 9000-2022

An internship is a training process through which an intern can improve his performance on
the job in the future. It's crucial to become proficient at your profession. Interns that receive
training throughout their internships have better knowledge and abilities, which enhances
their performance. Internship participants have increased market value in the business
sector. Practical education includes internships. With internship programmes, interns
increase their job knowledge Develop or hone the necessary behaviours, attitudes, and
values for effective performance outside of the workplace.
This project focuses mostly on CNC India PVT Ltd.'s organisational structure. Overall
Organizational Details are involved. This report has six chapters, the first of which
introduces the internship and the industry profile. The second chapters discuss the
company's history and introduction. which covers the company's future growth as well as its
vision, mission, quality policy, achievements, products and services profile, and
infrastructure facility. The third chapter discusses McKinsey's and its strategy, structure,
system, staff, skill, style, and share valued. The SWOT analysis, which comprises a company's
strengths, weaknesses, opportunities, and threats, is covered in the fourth chapter.

BUSINESSNATURE OF THE BUSINESS:

There are manufacturing precision on metallic coil springs such as,
1. Compression Springs

2. Torsion springs

3. Tension Springs
 4. Spring wire spring

5. Shaped Spring

6. Variable pitched springs

7. Suspension Spring

8. Engine value springs

9. Rolling shutter springs

Hindustan Spring Manufacturing Company is in business of refreshing with quality of

spring production and innovation towards new springs.

REGISTRATION OF THE FIRM

The Firm is registered with
1. National Small Scale Industries Corporation Ltd.

2. Director General of Supplies and Disposal

3. Vehicle Research and Development

4. Jabalpur Vehicle Research
5. Development Establishment, Ahmadabad etc.,

PRODUCT / SERVICE PROFILE

Hindustan spring manufacturing company is a wide variety of product which make
marketing and sales on different product name called springs

TYPES OF SPRINGS MANUFACTURING

There are manufacturing precision on metallic coil springs such as,
1. Compression Springs
2. Torsion springs
3. Tension Springs
4. Spring wire spring
5. Shaped Spring
6. Variable pitched springs
7. Suspension Springs
8. Engine value springs
9. Rolling shutter springs

SPRING MANUFACTURED AT HINDUSTAN SPRING MANUFACTURING

COMPANY
Hindustan Spring Manufacturing Company is an expert in producing a wide range of cold-
coiled springs, with wire diameters ranging from 0.4mm to 12mm. Compression Springs,
Torsion Springs, Tension Springs, Spring Wire Forms, Shaped Springs, Spring Washers,
Variable Pitched Springs, Rolling Shutter Springs, etc. are all manufactured by this company.
SPRINGS IN DIFFERENT FORMS

1) HOOK FORMS

The diagram below illustrates the standard hook shapes for extension springs. Depending on each
person's needs, the hooks may take on different shapes.

Different form of hook springs

2)TORSION SPRINGS

There are many different shapes for tension springs, some of which are depicted in the diagram
below. Depending on the needs of each individual, the shapes of Torsion Springs may take on
additional forms.
 Different form of torsion springs

HINDUSTAN SPRING MANUFACTURING COMPANY'S FACILITIES FOR SPRING PRODUCTION

Hindustan Spring Manufacturing Company has adopted cutting-edge technology in spring production
to keep up with the market's rising demand for springs and to provide the best possible product to
clients. It has a number of automatic equipment that are well suited for producing large batches of
goods in a short amount of time, as well as being adaptable enough to produce springs with wire
diameters ranging from 0.4 mm to 10. mm. Close oversight is exercised on a number of aspects,
from inspecting raw materials to vetting finished goods, to assure springs of the highest calibre. To
ensure that they meet the exact specifications needed for the spring in question, raw materials are
only purchased from reputable sources after being subjected to dimensional and metallurgical tests.

during all stages of production and for thorough testing of the finished goods. It contains a dedicated
inspection area with UTS testing equipment, load testing equipment, and fatigue

metrological instruments, testing equipment, and hardness testing equipment.

It has a wire straightening machine, coiling machines, air circulated electric furnaces, shot peening
machines, facilities for corrosion resistance treatment, spring looping fixtures, a spring cleaning
machine, tool room equipment, and workshop equipment like a centre lathe, a welding machine, an
air compressor, a spring painting machine, a bench grinder, a pedestal grinder,  fly presses, and hand
presses, among other things. which are only employed in the production of springs.
The following characteristics of springs are the focus of all manufacturing quantity control
operations.

Dimensional accuracy, load capacity, and durability

The three qualities The qualities listed above are interdependent, meaning that each is necessary to
provide the desired quality of spring. To obtain the other traits, it is important to keep each attribute
under strict guard. The spring's dimensions should be precisely managed within the allowed
tolerances to avoid a rapid shift in load capacity that would shorten the spring's lifespan.

In order to meet the spring's load requirements, dimension accuracy, material choice, and heat
treatment are all crucial. Proper heat treatment for stress relief, shot peening (for springs subjected
to fatigue loads), and the application of corrosion-resistant coating to the spring can all lengthen the
life of the spring and increase its fatigue strengths.

RAW MATERIALS
The most used spring materials are steel alloys. High-carbon mixes (like the music line used for guitar
strings) and oil painting-tempered low-carbon blends are the most common types.
Stainless steel, carbon, chrome silicon, and chrome vanadium.
Other metals that are occasionally used to produce springs include titanium, phosphor citation, and
beryllium capper alloy. The material for cylindrical, non-coil springs can be rubber or urethane. Coiled
springs in extremely hot environments have been given ceramic material. For potential usage in springs,
one-directional glass fibre composite materials are being explored.

THE MAJOR RAW MATERIAL SUPPLIERS TO UNIVERSAL

AUTOMOBILE AND DAIRY PRODUCTS:

• Pandyam Cement & Mineral Industries-Bangalore

• Usha Martin Industries Ltd.-Kolkata

• Special Steels Ltd.-Mumbai

DESING

The spring developer's job entails choosing the type of spring and material that
is best suited for the work at hand, and after that, determining the spring's size,
which must be in accordance with the available space and the allowable stress.

Based on comparable criteria including wire composition and size, spring coil
diameter, number of coils, and expected external force, colourful mathematical
equations have been devised to describe the properties of springs. To make the
design process simpler, the equations have been incorporated into computer
software.

MANUFACTURING PROCESS
 The following description focuses on the manufacture of steel-alloy
coiled springs.

COILING

1. COLD WINDING
At room temperature, wire up to 0.75 in (18 mm) in diameter can be wound in one of two
methods. One involves winding the wire around an arbour or mandrel-shaped shaft. This can
be accomplished with a special spring- winding machine, a lathe, an electric hand drill with
the mandrel locked in the chuck, or a hand-cranked winding machine. The wire must be
guided into the desired pitch (distance between succeeding coils) as it wraps around the
mandrel using a device like to the lead screw on a lathe.

Alternatively, the wire may be coiled without a mandrel. This is generally done with a
central navigation computer (CNC) machine.
The wire is pushed forward over a support block toward a grooved head that deflects
the wire, forcing it to bend. The head and support block can be moved relative to each other
in as many as five directions to control the diameter and pitch of the spring that is being
formed. For extension or torsion springs, the ends are bent into the desired loops, hooks, or
straight section s after the coiled operation is completed.

2. HOT WINDING
In order to coil thicker wire or bar stock into springs, the metal must first be heated to make
it pliable. Steel bars up to 3 in (75 mm) in diameter can be handled by standard industrial
coiling machines.

Custom springs have apparently been created from bars up to 6 in (150 mm) thick and
diameter. When still hot, the steel is wound around a mandrel. It is then immediately taken
out of the coiling machine and submerged in oil for a rapid cooling and hardening process.
The steel is too brittle at this point to serve as a spring, so it must be tempered. This
process, known as mechanical plating, includes spinning the spring in a jar containing
metallic powder, water, accelerator chemicals, and small glass particles. metallic powder,
water, chemical accelerants, and small glass beads that press the powder onto the surface
of the spring.
Instead, the spring is submerged in an electrically conductive liquid during electroplating,
which causes the plating metal to corrode but not the spring. The spring receives a weak
electrical charge. The plating metal is also submerged in the liquid and given a positive
electrical charge. As the plated metal disintegrates in the liquid, positively charged
molecules are released that are drawn to the negatively charged spring and form a chemical
bond there. Carbon steel springs must be baked at 325-3750 F (160-1900C) for four hours
shortly after being electroplated (less than four hours) to prevent brittleness.
3. HEAT TREATING
Steel underwent stress during the coiling process, whether it was done with hot or cold
steel. The spring must be heat treated to remove this stress and enable the steel to keep its
distinctive resilience. The spring is heated in an oven, kept there for a certain period of time,
and then allowed to slowly cool. For instance, a spring made of music wire is heated for one
hour at 500oF (260oC).
FINISHING.

4. GRINDING
The ends of the spring are ground at this point in the manufacturing process if the design
specifies flat ends. The spring is kept against a spinning abrasive wheel until the desired
level of fatness is achieved. The spring is installed in a jig to ensure proper orientation
during grinding. The spring is kept in a sleeve while both ends are simultaneously ground,
first by coarse wheels and subsequently by finer wheels, when highly automated equipment
is employed. It is possible to utilise the incorrect fluid (an oil- or water-based material) to
lubricate the grinding wheel, cool the spring, and remove debris when grinding .

5. SHOT PEENING
During its lifetime of repeated flexing, this procedure fortifies the steel to withstand metal
fatigue and cracking. Little steel balls are fired at the spring's surface from all angles,
smoothing it out and compressing the steel that is just below the surface.

6. SETTING
The spring is fully compressed until all of the coils are in contact in order to fix the correct
length and pitch in place. This practise is repeated multiple times by some manufacturers.

7. COATING
To prevent corrosion, the entire surface of the spring is protected by painting it, dipping it in
liquid rubber, or plating it with another metal such as zinc or chromium.

8. PACKAGING
Spring quantities can simply be bulk-packaged in plastic bags or cartons. Several kinds of
packaging, though, have been created to reduce tangling or injury to the progeny. These
could be individually packed, hung from wires or rods, put inside tubes, or stuck to adhesive
paper, for instance.

INDUSTRY PROFILE
In the Indian economy, the automotive sector has become known as the "Sunrise sector."
India is quickly becoming the second-largest two-wheeler producer in the world and one of
the markets for passenger cars. The largest manufacturer of motorcycles and the fifth-
largest manufacturer of commercial vehicles are both located there. The majority of
compact automobiles exported to Europe come from India.
India is one of the major markets for hybrid and electronic vehicles, which are fresh
advancements on the automotive scene. Indian and international firms are concentrating
their efforts to create cutting-edge supply chains, technology, and products.

OBJECTIVES
• To understand the process flow in each department.
• To have an exposure to the working environment
• To ascertain the level of employee engagement, so that sensitive area’s
prone to attrition could be known.
• To study the functions of various departments.
 chapter 03
Problem statement

Problem of the Statement:

Management Problem : To know the attrition rate of HSMC.

Research Problem : To know the satisfaction level of the employees of HSMC.

Wrong Hire: Let's face it, most people never receive comprehensive training on hiring.
Finding employees in your company with a talent for making wise recruiting decisions is suitably
rewarded. This is a very good skill. Have you ever witnessed a boss get in trouble for making a bad
hire? But, the same person can receive an hour-long reprimand for using bad judgement. If the hired
person is lacking in the fundamental functional skills, it is simple to fix. Send the individual to training
for a week to attach the knowledge breaches. Yet, if the employee has a pitiful leadership style and
pitiful attitude, such violations do not surface until after the individual has worked for the company
for a while. These deficiencies must first be definitively demonstrated before The company is
attempting to correct its hiring error in this instance. So, it may be stated very succinctly: "Do Not
Employ the Best - Choose the RIGHT Person."

Anticipation is Not Shaped Properly: When an employee asks the question that most managers
dread, "When will I be promoted to a greater post," this can happen most frequently. If the
employee has been getting honest feedback about his or her work in a timely manner, the manager
shouldn't have any trouble responding to that question. Yet, as we are all aware, the world is far
from ideal, and many managers choose to avoid awkward questions. To get over the momentary
discomfort of telling the average or underperforming employee the truth, they end up
overcommitting to them. For the same reason, sometimes even the highest talent is also lost.

Life cycle Changes Not Managed: When an employee experiences significant life changes, such as a
marriage, divorce, childbirth, family death, etc., the employer has an opportunity to fortify the
relationship. Instead, the employee is likely to feel discouraged about the employer when answers
to such significant lifecycle events are handled insensitively or incorrectly. The timeliness of the aid
given by the employer matters just as much as what kind of help is given, especially in times of crisis.
Keep in mind that what is stated in the policy manual is taken for granted by the employee. What
motivates employee commitment is going above and beyond. After all, an employee's willingness to
go above and beyond the call of duty is a sign of their commitment.

SOLUTION

Training programs: Organizations should design training plans that take current trends and
employee capabilities into account.

Work-life equilibrium is essential for retaining people since it meets their demands personally.
Effective mentorship: Appropriate mentoring sessions should be held in order to aid employees in
receiving direction.

Challenges: It's important to assign difficult tasks that will allow workers to demonstrate their value
and unlock their potential.

Autonomy: Providing workers responsible positions and the opportunity to work however they see
fit would encourage them to stay.

Strong relationships between line employees and other staff members are a motivator for
employees to stay longer in any organisation. Pay is crucial for recruiting, inspiring, and keeping
people.

Importance of the Study:

 This study is useful in understanding the reasons why fluctuations in attrition rates affect
how an organisation operates.
 Identifying the factors that contribute to employee turnover and offering solutions to these
issues
 Chapter04
Outcomes of the IIP

Question: 1

What can you do about the way your performance was measured and the feedback to you of your
performance results?

Table: 1 No. of Respondents

Particulars Frequency
Good 14
Average 24
Poor 22
Results and Findings

 In HSMC, 23% of the left employees felt that there performance was
measured and the feedback for the same was good.
 40% of the left employees felt that their performance measured and the
feedback for the same was average.
 37% of the left employees felt that their performance was not all measured
properly and the feedback for the same was poor.

 From the above information we can construe that maximum number of left
employees found that the way of performance measurement and the feedback
for the same was average.

 The minimum number of left employees found that he way of performance

measurement and the feedback for the same was good.

 Thus from the above analysis we can conclude that HSMC needs to introduce
different techniques for performance evaluation which would in turn inspire the
employees to work harder.

 Doing so would help to retain the employees and cease the attrition rate.

Question 2

Were you happy with your pay, benefits and other incentive?

Table : 2 No. of Respondents

Particulars Frequency

Yes 36

No 24
Results and Findings

 In HSMC, 60% of the left employees were happy with their pay, benefits and
other incentives.
 40% of the left employees were unhappy with their pay, benefits and other
incentives.
 From the above analysis we can construe that maximum number of the left
employees were contented with what they received.
 The minimum numbers of left employees were discontented with the pay,
benefits and other incentives.
 Thus we can intend that the left employees felt that they were paid
according to their expectation and their work was assessed appropriately.
 Though on the contrary, there were some left employees who were not
happy with their pay scale.
 Question 3

If employment, what attracted you to your new job?

Table: 4 No. of Respondents

Particulars Frequency

Better job profile 16

Better future prospects 13
Salary 16
Opportunity for growth 15

Results and Findings

 In HSMC, 26% of the employees left the organization and were attracted to the
new one’s due to its better job profile
 22% of the employees left the organization because they were attracted towards
new organization in search of better future prospects.
 27% of the employees left the organization and were attracted towards the
new organization due to its good salary structure.
 25% of the employees left the organization because they were attracted towards
the new opportunities which would lead them for better growth in their career
 path.
 Thus, from the above analysis we can construe that maximum number of the
employees were attracted to the new organization due to good salary structure
but, on the other hand there is aggressive reason for the employees to leave the
HSMC is due to lower job profile.
 This implies that HSMC requires to do in-depth study related to the above
parameters so as to retain the employees and as a result it would at some point
help to cease the attrition rate.

Question 4

Were you satisfied with the training and development program given to you?

Table: 4 No. of Respondents

Particulars Frequency
Satisfied 35
Dissatisfied 25

Results and Findings

 In HSMC, 58% of the left employees were satisfied by the training and
development programs that were conducted for sharpening the skill of the
employee.
  Whereas, 42% of the employees left the organization because they were not
satisfied by the training and development programs given for the same.
 Thus from the above analysis we can construe that maximum number of the
employees who left the organization were happy and contended with what they
learnt.
 This shows that HSMC is good at its training and development programs this
encourages the employees to work harder and helps the KSA in a positive
method.

Question 5

What was most satisfying about your job?

Table: 5 No. of Respondents

Particulars Frequency

Leadership approach 16
Systematic way of working 18
Dynamic projects 14
Working culture in departments 12

Results and Findings

 In HSMC, 27% of the left employees found that the job of leadership given to them at
different projects was the most satisfying.
 30% of the left employees found systematic way of working most satisfying in the
HSMC.
 23% of the employees found the feel and the culture of the HSMC most satisfying,
which helped the employees to work with more freedom and independence for the
same was given.
 20% of the employees found that the most satisfying about their job was their
dynamic projects. They were satisfied with the work allocated according to their
capabilities.
 Thus from the above analysis we can construe that maximum number of left
employees were most satisfied by the systematic way of working and on the contrary
second most satisfying was the leadership approach.

Question 6

What was least satisfying about your job?

Table: 6 No. of Respondents

Particulars Frequency

No work 19
Improper profile 23
Difference in pay scale 12
Internal politics 6
Results and Findings

 In HSMC, 32% of the employees left the organization because they had no work, i.e. it
was the least satisfying in their job.
 38% of the employees left because of the improper profile of their work.
 20% of the employees left the organization because they felt difference in pay scale.
 10% of the employees left the organization because of the internal politics which was
the least satisfying about their job.
 Thus, from the above analysis we can construe that the highest percentage of the
left employees dissatisfied by the improper profile of their job.
 Some difference was notified in comparison between improper profile and no work.
This demonstrates that left employees had balancing views for the same.
 Very least percent of employees were satisfied with their job due to internal
politics.
 This shows that it is not major part to be taken in concern as compared to improper
profile and no work.

Question 7

What could have been done early on to prevent the situation developing?

Table: 7 No. of Respondents

Particulars Frequency

Good compensation 12
Good assignments 20
Job satisfaction 12
Appreciation 16
 Results and Findings

 In HSMC, 20% of the left employees felt that good compensation or package should
have been given so as to avoid the situation developing of leaving the organization.
 Similarly, 20% of the left employees felt that various methods should have been
undertaken to satisfy their job, to prevent the situation developing.
 33% of the left employees felt that they should have been offered good assignments
to prevent the situation developing.
 27% of the left employees felt that a good appreciation should be given to them so as
to prevent from the situation developing.
 But, from the above analysis we can construe that no precise judgment can be
concluded, as, very little differences are found among the above parameters.
 Whereas, highest percent of the left employees felt that they should be proper
projects and good assignments so as to get rid of the current situation developing.

Question 8

How would you describe the culture or “feel “of the organization?
 Table: 8 No. of Respondents

Particulars Frequency

Satisfied 28
Highly satisfied 15
Dissatisfied 8
Highly dissatisfied 9

Results and Findings

 In HSMC, 25% of the left employees felt that the culture or feel of the
organization was highly satisfying.
 47% of the left employees felt that the background or sense of working was
satisfying.
 15% of the left employees were highly dissatisfied by the culture or feel of the
organization.
 13% of the left employees felt that they were dissatisfied by the culture or feel of the
organization.

Question 9

How could the organization have enabled you to make better use of your time?

Table: 9 No. of Respondents

Particulars Frequency
 More work 26
Better training 12
No such steps needed 22

Results and Findings

 In HSMC, 43% of the left employees felt that by giving more work to them would have
helped them to make better use of their time.
 20% of the left employees felt that by providing better training would have helped
them to make better use of their time.
 37% of the left employees felt that no such steps were needed to make better use of
time because they were contended with what they got and there were other genuine
reasons which leaded them to leave the job.
 Thus, from the above analysis we can construe that maximum number of left
employees felt the need of getting more work and projects which would make
them busy and would enhance their career growth.

Question 10

What, if any, negative examples of policy, rules, instructions, can you highlight?
 Table: 10 No. of Respondents

Particulars Frequency

Reward and recognition 8

Leave policy 9
Travel policy 14
Compensation policy 21
Other 8

 In HSMC, 14% of the left employees were unhappy with the reward and recognition
policy.
 15% of the left employees were discontented and had a negative feeling towards the
leave policy.
 23% of the left employees had a pessimistic feeling towards the travel policy
 35% of the employees were unhappy and had a negative feeling towards
compensation policy.
 13% of the left employees had a negative feeling towards some or the other policy or
rules or instructions. Some were discontented with the attendance management
system, some with administration policies, some with IT policies and some with the HR
policy.
 Hence from the above analysis we can construe that maximum number of employees
were discontented with the compensation policy. This means that they were attracted
towards new job due a better salary package.
 A very minute difference is noticed among the reward and recognition policy and
leave policy.
 At this stage it becomes necessary for HSM to take necessary steps related to the
 above policies.

Question 11

What can organization do to retain people?

Table: 11 No. of Respondents

Particulars Frequency

Performance appraisal 9
More work/projects 21
Proper pay scale 15
Opportunity for growth 15

Results and Findings

 In HSMC, the employees left the organization due to improper performance appraisal
and felt the need to improve the same so as to retain the employees by ceasing the
attrition rate.
 35% of the employees left the organization due to no work or no future projects. This
means that the left employees felt the need of giving more work/projects to retain
employees.
 25% of the left employees felt that the organization must give proper pay scale to
retain the employees.
 Similarly, 25% of the employees felt that the organization must give more challenging
opportunities for growth to retain the employees.
 Hence, from the above analysis we can construe the organization must use some
retention strategies to retain the employees right from giving more work/projects to
proper pay scale.
 Moderate number of left employees had the similar views of retaining employees
through giving more opportunities for growth and by giving proper pay scale.

Question 12

How can the organization gather and make better use of views and experiences
of its people?

Table:12 No. of Respondents

Particulars Frequency

Frequent common forums for interactions 21

Get written feedback 23
Responsibility 16

Results and Findings

 In HSMC, 35% of the left employees felt that to make better use of their views and
experiences, frequent common forums for interactions should be organized.
 38% of the left employees felt that feedback should be taken in written form
which would in turn help for future purposes also.
 27% of the left employees felt that more responsibilities should be given which would
create more opportunities to learn and thus would be able to give much better
experiences and views, better use can be done by the organization for the same.
 Thus, from the above analysis we can construe that maximum number of left
employees presented their views that getting written feedback would the better way
for sharing the their view and experiences.

Chapter 5
 Conclusion

 The attrition rate is increasing in the whole industry. But it becomes prime important
for us to take necessary steps to cease the same and rather attract the employees to
work harder and motivate them to achieve the organizational goals.
 Employee attrition can cost organization lakhs of rupees when they consider lost
production time, re-training, cost of training given to the left employee and so on. One
of the key ways to keep good staff is to inspire them a sense of loyalty and
commitment. Here are some suggestions to achieve this:

1. Plan together:
If this is an employee you want to keep, make sure you discuss with them
a plan for their career development. Ensure they know you are willing to
invest time to achieve mutual goals if they are interested to stick around
and learn.
2. Reassure their security:
If you want to maintain personnel, you have to prove that their career is
not at threat by staying with you, and that you have what it takes to be a
modern employer. Nobody is going to leave a company that pays sound,
appreciates their needs as a human being, and offers job security together
with a career plan for advancement.
3. Performance Appraisal:
Good performance appraisal techniques should be introduced for better
evaluation. Feedback for the same should be presented to the employees,
which would help them to work much harder for their set goals.

At HSMC, performance is evaluated at regular intervals, but according to

the analysis they are not given proper feedback. Performance here is
mainly evaluated by the immediate supervisor or other related managers.
So, to overcome this, new technique should be introduced such as 360
degree appraisal, by utilizing this method the overall evaluation from all the
areas exact picture of the employees performance can be portrayed. And
thus, it becomes easy for the head to appreciate and give reward for the
same.

4. Show Interest:
Show an active interest in your staff’s welfare and enjoyment in their
employment. You could try offering a company social club, newsletter
 primarily for and about the staff rather than a strictly business news letter,
family gatherings should be done in some intervals- though it is an MNC
but some changes would actually accelerate the working of the
employees.

5. At HSMC, there is an advantage that the maximum numbers of employees are

satisfied with training and development programs. So with this help they can the
management can keep employees busy with some or the other work if there are
no projects lined up.

6. The employees who need to work hard should be given an opportunity of leading
in any kind of its project, this would motivate them and would work more
enthusiastically.

Thus, we can conclude that attrition rate at HSMC can be controlled by

retaining the high performance employees as they are the assets of an
organization.

Managers should examine the sources of employee attrition and

recommend the best approach to fill the gap of the source, so they can be
in a position to retain employees in their organization to enhance their
competitiveness in this world of globalization.