1

CHAPTER - I

INTRODUCTION OF THE STUDY

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CHAPTER-1

1.1 INTRODUCTION OF THE STUDY

Employee retention refers to the ability of an organization to retain its employees.

Employee retention can be represented by a simple statistic (for example, a retention rate of
80% usually indicates that an organization kept 80% of its employees in a given period).
However, many consider employee retention as relating to the efforts by which employers
attempt to retain employees in their workforce. In this sense, retention becomes strategies
rather than the outcome.

A distinction should be drawn between low-performing employees and top

performers, and efforts to retain employees should be targeted at valuable, contributing
employees. Employees turnover is a symptom of deeper issues that have not been resolved,
which may include low employee morale, absence of a clear career path, lack of recognition,
poor employee manager relationships or many other issues.

A lack of satisfaction and commitment to the organization can also cause an employee
to withdraw and begin looking for each opportunities Pay does not always play as large a role
in including turnover as is typically believed.

In a business setting, the goal of employers is usually to decrease employee turnover,

thereby decreasing training costs, and loss of talent and organizational knowledge. By
implementing lessons learned from key organizational behavior concepts, employers can
improve retention rates and decrease the associated costs of high turnover.

However, this isn‟t always the case. Employers can seek “positive turnover” whereby
they aim to maintain only those employees whom they consider to be high performers.
 3

HERZBERG’S THEORY :

An alternative motivation theory to Maslow‟s Hirarchy of needs is the motivator-

hygiene (Herzberg‟s) theory. The theories have overlap, but the fundamental nature of each
model differ. While Maslow‟s Hirarchy implies the addition or removal of the same need
stimuli will enhance or detract from the employee‟s satisffaction, Herzberg‟s findings
indicate that factors garnering job satisfaction are separate from factors leading to poor job
satisfaction and employee turnover.

Herzberg‟s system of needs is segmented into motivators and hygiene factors. Like
Maslow‟s Hierarchy, motivators are often unexpected bonuses that foster the desire to excel.
Hygiene factors include expected conditions that if missing will create dissatisfaction.
Examples of hygiene factors include bathrooms, lighting and the appropriate tools for a given
job. Employers must utilize positive reinforcement methods while maintaining expected
hygiene factors to maximize employee satisfaction and retention.

WHAT IS EMPLOYEE RETENTION

Employee retention refers to the various policies and practices which let the
employees stick to an organization for a longer period of time

NEED & IMPORTANCE OF EMPLOYEE RETENTION

 Hiring is not an easy process.

 An organization invests time and money in grooming an individual and make him
ready to work and understand the corporate culture.
 The employees working for a longer period of time are more familiar with the
company‟s policies, guidelines and thus they adjust better.
 Every individual needs time to adjust with others.
 It has been observed that individuals sticking to an organization for a longer span
of more loyal towards the management and the organization.
 It is essential for the organization to retain the valuable employees showing.
 4

RETENTION INVOLVES 5 MAJOR THINGS:

 Compensation
 Environment
 Growth
 Relationship
 Support

SOLUTION TO RETAIN EMPLOYEES

DURING HIRING PROCESS

 Use video interviews and social media to hire for fit.

 Look at all aspects of candidates.
 Make cultural fit top experience when hiring.
 5

1.2 INDUSTRY PROFILE

Switching Technologies Gunther (STGL) was incorporated in Apr.'88 and has been
promoted by M N Kannan. It manufactures and exports hi-tech reed switches which find
wide applications in the aircraft industry, industrial control equipment, automobiles and
power industry, at its unit in the Madras Export Processing Zone (MEPZ). The company is a
100 per cent eou and has a buy-back arrangement with its promoter company W Gunther,
Nurenberg, Germany. Its collaborator, W Gunther, Germany, has a 61.22% stake in the
company.

STG is one of the leading manufacturers and exporters of reed switches and relays in
India. Its products are exported to the European markets and have received good responses
from them. The company has a unit in the Madras Export Processing Zone (MEPZ),
manufacturing reed switches used in the automobile, telecommunication, industrial control
and aircraft industries.

During 1996-97, it has commenced commercial production of new switch types like
Miniature reed switches/Tilt switches/relays, which can also be used as surface mounted
devices and can find application throughout the automation and telecommunication
industries.

STGL has obtained UL/CSA recognition for its switches for the North American
market. It is also awaiting ISO 9002 certification.

During 1998-99, the company's net profit was reduced to 11.28lacs because of the
exchange fluctuation loss of Rs.50.64lacs. Necessary steps are being taken to ensure that such
exchange fluctuation does not affect the company's results in future. The company also has
comprehensive restructuring plans in order to improve the efficiency of the plant.

PRODUCTS
The Company produces miniature reed switches with the technology, supplied by the
collaborator. The product is used in various applications as a control device. The process has
a wide usage in the aircraft industry, power electronics, telecommunications, industrial
control equipment and automobile electronics.
 6

RAW MATERIALS

The required raw materials like nickel, iron wire, glass tubes, gold, potassium,
cyanide, rhodium replenished, etc., with the exception of certain chemicals and gas for the
manufacture of reed switches are imported. Other raw materials and chemicals are sourced
locally.

UTILITIES

POWER

The company has an existing sanctioned load of 532 KW (maximum demand 400
KVA) sanctioned by Tamil Nadu Electricity Board There is already a standby diesel
generator set of 625 KVA (500+125 KVA capacity) for emergencies, to provide a continuous
power in case of an interruption in the power supply.

WATER

The company has been provided water supply by MEPZ/SEZ authorities to meet the
requirements of production process and non-industrial purposes. In addition there is also an
underground water facility available.

EFFLUENT

The company has the consent of “Tamil Nadu Pollution Control Board” to produce 13
million switches per year.

PROCESS TECHNOLOGY

The manufacturing process involves sealing of two flattened ferromagnetic reeds

inside a glass tube in a neutral atmosphere. The reed blades are plated with rhodium and gold
under a sophisticated process. The reed switches produced in the company are high quality
with high shelf life and quality, conforming to International standards. The company‟s
products are widely marketed in Europe, the US and other countries.
 7

MARKETING & SELLING

Firm 100% of export arrangements already exist with the Comus Group of
companies. The company has demonstrated over these years, its ability to deliver quality
products conforming to the international specification.

WORKING CAPITAL

The required company‟s working capital is at present met by the internal accruals and
short term funding by Comus. The company is planning on long-term working capital
requirements of the company.
 8

1.3 COMPANY PROFILE

DATE OF ESTABLISHMENT : April 27, 1989

REVENUE : Approximately 21, 40, 000(RS. In Million)

CORPORATE ADDRESS : plot B-9 & B-10 C 1, Special Economic Zone

(MEPZ), Kadaperi, Tambaram Chennai-45,

Tamil nadu.

MANAGEMENT DETAILS : President - Robert P Ramano

Vice president - John D Rollo

Managing Director - P . Ramesh

BUSINESS OPERATIOM : Electronic – components

BACKGROUND : Switching Technologies Gunther was

Incorporated On April 27, 1989.

It was proted by W. Gunther Germany.

It engages in manufacture & export of Reed

Switches, proximity sensors, etc.

These electronic components are used in

Automobile industries, Tele communication &

Aircrafts.

In the year 2000 was undertaken by COMUS

Group – U.S.A at present the entire Company

is Controlled by COMUS U.S.A.

COMUS U.S.A is holding & retaining 33% of

Shares is held by Indian market.

 9

The register office of the company is at

Chennai, Tamil Nadu. And holding a sales

Office widely named as

COMUS ELECTRONICS

TECHNOLOGIES INDIA PVT LTD. At

Chennai – 83.

FINANANCIALS : The company has set up Total Income

Rs. 165.149751 Million (Year Ending March

2017). Net Profit Rs. 7.770504 Million (Year

Ending March 2017)

BANKERS : HDFC BANK

AUDITORS : ML Srinivasan & Associates

MAJOR COMPETITORS : Bharat electronics, Honeywell

Automation V-guard Indus.

 10

1.4 NEED FOR THE STUDY

 An organization invests time and money in grooming an individual and make

him ready to work and understand the corporate culture.
 When an individual resigns from his present organization, it is more likely that he
would join the competitors.
 The employees working for a longer period of time are more familiar with the
company‟s policies, guidelines and thus they adjust better.
 Every individual needs time to adjust with others.
 It has been observed that individuals sticking to an organization for a longer span
are more loyal towards the management and the organization.
 Reduce the training cost of employee turnover.
 Avoid loss of company knowledge.
 Maintain the goodwill of the company.
 Reduce interruption in consumer service.
 Motivating across generation.
 11

1.5 SCOPE OF THE STUDY

 This project has been prepared with an intention to make one realize and
understand the significance of employee retention.
 Employee retention has become a major goal of the organization.
 Initially retention was only talked about, but now in today‟s corporate world,
recruitment has become just part of HRM. Major importance is attached to
employee retention.
 This project not only aims to present the theoretical aspects, but the practical
aspects as well. A survey has been done to understand the strategies followed by
various organizations to ensure Employee Retention.
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1.6 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE

 To study the employee retention of the company.

SECONDARY OBJECTIVES

A project will does not have its objectives clear. If one knows the goal, only then the
right path can be decided and with disciplined work and positive attitude achieving these
objectives will be a catwalk.

Therefore, we also set down the objectives before starting the project, which are as follows:

 To assess the employee retention strategies of the STG LTD.

 To analyze the variance in the employee retention strategies of the STG LTD.
 13

1.7 LITERATURE REVIEW

Rana Hussain, Aiza (2013), examined the influence of talent management (TM) and
employee turnover intention (ETO) on organizational efficiency (OE) in telecommunication
sector of Pakistan (TSP). It was found that by reducing ETO organizations efficiency can be
enhanced. Research results revealed an interesting dimension of talent management which
reflects negative relationship with organizational efficiency in TSP. This finding
reflected that TM sometime elevates ETO and reduces the OE.TSP needs to reduce
employee turnover rate by managing the talent properly to elevate OE.

Kanwal and Muhammad (2013), focused on the retention of employees in banks

in Pakistan. Research focused on the factors that are in relevance to the bonus and
rewards, satisfaction of employees with the job, training as a career exposure
management team work, are the major contributors towards the employee retention
in an organization. It was found that training and development had a significant
impact on the employee retention. Other factors that have been recognized in the literature
review had a synergic effect on the employees‟ performance. Therefore it was suggested that
both the employees and the Manager must work in a team and had an effective collaboration
with each other while performing in the team work.

Balakrishnan and Masthan, D. (2013), identified the drivers of the employee

engagement and also examined the relationship between employee engagement and
employee retention. It was observed that employee engagement leads to
commitment and psychological attachment and reflects in the form of high retention (low
attrition) of employees. The study suggested that the level of engagement in employees can
be enhanced by identifying its drivers (influential factors).

Appiah, A. F. and David A. (2013), focused on human resource management

activities that were frequently used in the mining industry in Ghana and their effect on
employee retention. The main findings of the study were that majority of turnover
intentions within the organization were attributable to human resource
management. Training and development, communication and information sharing,
health, safety and welfare, incentives and compensation and job security factors were
very significant in bringing about turnover intentions within the mining industry. The
 14

study provides insights into the effects of human resource management practices
on employees‟ intension to leave and retention in the mining sector in Ghana.

Lakshmi Devi, R., Amalraj R. et. Al (2013), aimed to study the employee
turnover ratio in a pharmaceutical industry in India. It was observed that the mean of the
pull factors was higher owing to higher turnover intention of the employees. Under this
study, all factors were divided into two clusters using hierarchical clustering technique
namely push and pull factors. The various push factors identified in case study were:
Health reasons (Personal), family problems, pursuance of higher education, behavior of
boss, conflict of employees, motivation and encouragement of good work, size of
the organization, difficulty of job and social status. Among the pull factors,
expectation of a high salary, expectation of promotion and reputation of the
organization was the most significant reasons for which the employees quit. Among
the push factors, family related problems were the most significant push factor
contributing to employee exit. This study concluded that the most significant factor is pull
factor. The push factor also contributed to the turnover, but not significantly.

Petkar, R. and Suhas, S. (2013), triggered to examine the various functions

and HRM practices adopted at TCS with the main focus on its retention management.
Researcher focused on the balancing of the global trends in human resource
management and the various changes in the policies made accordingly by the company
which affects the people working in the organization. This study found that HRM for
a global firm has become extremely challenging, among all the functions, talent
management and retention appears to be the most significant function of Human
Resource Management. With the help of a brief case study of TCS retention policy
researcher revealed that the dynamic and employee oriented flexible retention policy based
on its own values is a clear „X‟ factor for the success of TCS in retention. It was also
revealed that the rate of attrition in TCS was only 13.1%.

Narang, Uma (2013), analyzed the impact of HRM practices i.e. career development
opportunities, supervisor support, working environment, rewards and work-life policies on
employee retention in the banks. The retention of human resources has been shown to be
momentous to the development and the accomplishment of the organization‟s goals and
 15

objectives. Increased emphasis has been laid on retention especially with the onset of
revolution of information technology which is human sensitive. The findings of the study
concluded that there was a good relationship between the employee retention and the
HRM practices. The frequencies of career development, allocation of rewards
regarding work and work environment revealed the highest values in relation to their
perceived level of retention with the concern. It was recommended that Organizations
should provide their employees with the best career growth opportunities, working
environment, rewards, supervisor support and work-life balance and should work on them.
 16

1.8 RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the problem. In it we are

study the various steps that are generally adopted by a researcher in studying the research
problem along with the logic behind them. Research Methodology is the outer cover of the
research design.

MEANING OF RESEARCH

A research is the systematic enquiry and or examination in seeking facts in order to

gain knowledge and find solutions to problems.

RESEARCH DESIGN

In fact, the research is design the conceptual structure within which research is
conducted; it constitutes the blue print of the collection, measurement and analysis of data.
The design is such studies must be rigid and not flexible.

DESCRIPTIVE RESEARCH

The present study is descriptive in nature, as it seeks to discover the current situation.
It is useful in terms of displaying the prevailing facts in the organization and resolving them
in a logical manner by providing relevant solutions

DATA COLLECTION:

For any problem to be analyzed and solved data is of absolute need. Data should be
collected and interpreted for gaining a better understanding of the problem. The first step of
any research design is the collection of data.

METHODS OF DATA COLLECTION

 Primary data
 Secondary data

PRIMARY DATA

Primary data is collected a fresh and for the first time and thus happens to be original
in character. The method for collection of primary data was done through Questionnaire
method.
 17

SECONDARY DATA

It is that data which has already been collected by an individual and already been
passed through the statistical process. Secondary data may either be published data or
unpublished data.

A. Books, Magazines and Newspapers.

B. Internet

SAMPLING

The sampling method I have chosen is where the samples in the organization were
150 employees who have gone through the process which denotes the population size and
necessary data was collected from them respectively.

SAMPLING TECHNIQUE

Percentage analysis

Correlation

Chi-square
 18

1.9 LIMITATIONS OF THE STUDY

 Time is very short for research, so this is very difficult to get the knowledge about
everything.
 Since the filling of questionnaire and interviews need special attention so may be the
employees are less interested in entertaining.
 The information was collected through the questionnaire is subject to willingness of
the respondent to respond.
 19

CHAPTER – II

DATA ANALYSIS AND ITERPRETATION

 20

PERCENTAGE ANALYSIS

Table no 2.1 showing age of the respondents

Frequency Percent Valid Percent Cumulative Percent

below20 8 8 8 8

20-25 30 30 30 38
Valid 25-30 33 33 33 71
30-35 21 21 21 92
above35 8 8 8 100
Total 100 100 100

Interpretation

According to my survey 8% of employees are below 20, while 30% of employees at

the age of 20 – 25, and 33% at the age of 25 – 30, 21% at the age of 30 – 35, 8% of
employees age are above 35.

Chart no 2.1.a showing age of the employees

120

100

80

60

40

20

0
male female Total
Valid
 21

Table no 2.2 showing gender of the employees

male 70 70 70 70

Valid female 30 30 100

30

Total 100
100 100

Interpretation
There are 70 male workers and 30 female workers.

Chart no 2.2.a showing gender of the employees

100
90
80
70
60
50
40
30
20
10
0
1 2 3 4

male female Total

 22

Table no 2.3 showing marital status of the employees

Cumulative
Frequency Percent Valid Percent
Percent

married 56 56 56 56
Valid unmarried 44 44 44 100
Total 100 100 100

Interpretation
There are 56 male employees and 44 unmarried employees.

Chart no 2.3.a showing marital status of the employees

200
180
160
140
120
100
80
60
40
20
0
Frequency Percent Valid Percent Cumulative
Percent

Valid Valid
 23

Table no 2.4 showing monthly salary of the employees

Cumulative
Frequency Percent Valid Percent
Percent
below9k 3 3 3 3
9k-18k 50 50 50 53

18k-27k 39 39 39 92

27k-36k 7 7 7 99
Valid

36k&above I 1 1 100

Total 100 100 100

Interpretation

There are three workers getting below 9k, while 50 employees get between 9k-18k,
and 39 employees between 18k-27k, while 7 employees get between 27k-36k and 1 employee
get above 36k.

Chart no 2.4.a showing monthly salary of the employees

300
250
200
150
100
50
0
below9k
9k-18k
18k-27k
27k-36k
36k&above
Total
Valid

Frequency Percent ValidPercent CumulativePercent

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Table no 2.5 showing educational qualification of the employees

Valid
Frequency Percent Cumulative Percent
Percent

ITI , Diploma 26 26 26 26

UG 32 32 32 58
PG 24 24 24 82
Valid others 18 18 18 100

Total 100 100 100

Interpretation

According to my survey 26 employees have studied ITI & Diploma, while 32

employees studied UG (Under Graduate), and 24 employees studied PG (Post Graduate),
while 18 employees studied other courses.

Chart no 2.5.a showing educational qualification of the employees

120

100

80

60

40

20

0 Valid
Frequency Percent ValidPercent CumulativePercent
 25

Table no 2.6 showing the number of years of work experience employees have

Cumulative
Frequency Percent Valid Percent
Percent

below1 year 6 6 6 6
20 20 20 26
valid 1 to 2years
28 28 28 54
2 to 3years
3 to 4years 20 20 20 74

above4years 26 26 26 100

100 100 100

total

Interpretation

According to my survey less than 1 year 6 employees, 1 – 2years 20 employees, 2 – 3

years 28 employees, and above 5 as 26 employees.

Chart no 2.6.a showing the number of years of work experience the employees have

100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
below 1 1 to 2 2 to 3 3 to 4 above 4
valid

Frequency Percent Valid Percent CumulativePercent

 26

Table no 2.7 showing how long have employees been working in STG

Cumulative
Frequency Percent Valid Percent
Percent

Less than
19 19 19 19
6months

1-2years 40 40 40 59

Valid 2-3years 17 17 17 76

3-4years 9 9 9 85
above
15 15 15 100
5years

Total
100 100 100

Interpretation

According to my analysis less than 6 months 19 employees, 1 – 2 years 40 employees,

2 – 3 years 17 employees, 3 – 4 years 9 employees, above 5 years 15 employees.

Chart no 2.7.a showing how long have employees been working in STG

100
80
60
CurrulativePerc…
40 ValidPercent
20 Percent
Frequency
0
lessthan 1-2years 2-3years 3-4years above Total
6months 5years
Valid
Frequency Percent ValidPercent CurrulativePercent
 27

Table no 2.8 showing whether respondents are planning to retain their services in the
same organization in the future.

Valid Cumulative
Frequency Percent
Percent Percent
agree 96 96 96 96

disagree 4 4 4 100
Valid

Total 100 100 100

Interpretation

According to my survey 96 employees have agreed and 4 employees have disagreed to

work in STG.

Chart no 2.8.a showing whether respondents are planning to retain their services in the
same organization in the future.

120

100

80

60

40

20

0
Frequercy Percent ValidPercent CurrulativePercent

Valid Valid
 28

Table no 2.9 showing respondents who have agreed to retain their job and how long

Valid
Frequency Percent Cumulative Percent
Percent

Less
than 6 1 1 1 1
months

1-2years 22 22 22.9 24

2-3years 17 17 17.7 41.7

3-4years 17 I7.0 17.7 59.4

Above
39 39 40.6 100
5years

Valid Total 96 96 100

Missing System 4 4

Total 100 100

Interpretation

According to my analysis less than 6month one employee, 1 – 2 years 22 employees, 2

– 3 years 17 employees, 3 – 4 17 employees, above 5 years 39 employees, while 4 employees
disagreed to retain their job.

Chart no 2.9.a showing respondents who have agreed to retain their job and how long

120 120
100 100
80 80
60 60
40 40
20 20
0 0
lessthan6months

above5 vears

System
Total
1-2years

2-3years

3-4years

Valid Missing

Frequency Percent Valid Percent CumulativePercent

 29

Table no 2.10 showing pace of work in an organization enables a person to do a good job

Valid
Frequency Percent Cumulative Percent
Percent
Strongly Agree 23 23 23 23
Agree/Mostly 26 26 26 49
Neutral/Partly 21 21 21 70
Disagree 25 25 25 95
Strongly
Valid 5 5 5 100
Disagree
Total 100 100 100

Interpretation

According to my analysis strongly agree 23 employees, agree 26 employees,

neutral/partly 21 employees, disagree 25 employees, strongly 5 employees.

Chart no 2.10 showing pace of work in an organization enables a person to do a good job

120

100

80

60

40

20

0
StronglyAgree Agree/Mostly Neutral/Partly Disagree StronglyDisagree Total
Valid

Frequency Percent ValidPercent CumulativePercent

 30

Table no 2.11 showing will be an increase in turnover

Valid
Valid Frequency Percent Cumulative Percent
Percent

Strongly Agree 14 14 14 14

Agree/Mostly 26 26 26 40

Neutral/Partly 33 73
33 33
Disagree 12 12 12 85

15 15 100
Strongly Disagree 15

Total 100 100 100

Interpretation

According to my survey strongly agree 14 employees, agree 26 employees

neutral/partly 33 employees, disagree 12 employees, strongly disagree 15 employees.

Chart no 2.11.a showing will be an increase in turnover

250
200
150
100
50
0
Neutral/Partly

StronglyDisagree/Nota
Disagree/Tosomeexten

Total
Agree/Mostly
StronglyAgree/Alwavs

tall
t

Valid

Frequency Percent ValidPercent CumulativePercent

 31

Table no 2.12 showing training given for the employees are helpful

Valid Frequency percent valid percent cumulative percent

strongly agree 25 25 25 25
agree 28 28 28 53

neutral/partly 24 24 24 77
disagree 15 15 15 92

strongly disagree 8 8 8 100

total 100 100 100

Interpretation
According to my analysis strongly agree 25 employees, agree 28 employees,
Neutral/partly 24 employees, disagree 15 employees, strongly disagree 8 employees.

Chart no 2.12.a showing training given for the employees are helpful

total

strongly disagree

disagree

neutral/partly

agree

strongly agree

0 50 100 150 200 250 300 350

Frequency percent valid percent cumulative percent

 32

Table no 2.13 showing sufficient salary details of the respondent

Valid Frequency percent valid percent cumulative percent

strongly agree 8 8 8 8

agree 28 28 28 36

neutral/partly 33 33 33 69

disagree 23 23 23 92

strongly disagree 8 8 8 100

total 100 100 100

Interpretation
According to my analysis strongly agree 8 employees, agree 28 employees,
Neutral/partly 33 employees, disagree 23 employees, strongly disagree 8 employees.

Chart no 2.13.a showing sufficient salary details of the respondent

15
17

25
100

32

11

strongly agree agree neutral/partly disagree strongly disagree total

 33

Table no 2.14 showing value for the work of the respondent

Valid Frequency percent valid percent cumulative percent

strongly agree 13 13 13 13

agree 16 16 16 29

neutral/partly 21 21 21 50

disagree 42 42 42 92

strongly disagree 8 8 8 100

total 100 100 100

Interpretation
According to my survey strongly agree 13 employees, agree 16 employees,
Neutral/partly 21 employees, disagree 42 employees, strongly disagree 8 employees.

Chart no 2.14.a showing

120

100

80

60

40

20

0
strongly agree agree neutral/partly disagree strongly disagree total

Frequency percent valid percent cumulative percent

 34

Table no 2.15 showing supportive and friendly workers

Valid Frequency percent valid percent cumulative percent

strongly agree 17 17 17 17

agree 22 22 22 39

neutral/partly 30 30 30 69

disagree 20 20 20 89

strongly disagree 11 11 11 100

total 100 100 100

Interpretation
According to my survey strongly agree 17 employees, agree 22 employees,
Neutral/partly 30 employees, disagree 20 employees, strongly disagree 11 employees.

Chart no 2.15 showing supportive and friendly workers

total

strongly disagree

disagree

neutral/partly

agree

strongly agree

0 20 40 60 80 100 120

cumulative percent valid percent percent Frequency

 35

Table no 2.16 showing if the respondents give back their allowances to firm

Valid Frequency percent valid percent cumulative percent

strongly agree 16 16 16 16

agree 28 28 28 44

neutral/partly 21 21 21 65

disagree 25 25 25 90

strongly disagree 10 10 10 100

total 100 100 100

Interpretation
According to my survey strongly agree 16 employees, agree 28 employees,
Neutral/partly 21 employees, disagree 25 employees, strongly disagree 10 employees.

Chart no 2.16 showing if the respondents give back their allowances to firm

120

100

80

60

40

20

0
strongly agree agree neutral/partly disagree strongly disagree total

Frequency percent valid percent cumulative percent

 36

Table no 2.17 showing respondent satisfaction with their job

Valid Frequency percent valid percent cumulative percent

strongly agree 15 15 15 15

agree 32 32 32 47

neutral/partly 22 22 22 69

disagree 21 21 21 90

strongly disagree 10 10 10 100

total 100 100 100

Interpretation
According to my survey strongly agree 15 employees, agree 32 employees,
Neutral/partly 22 employees, disagree 21 employees, strongly disagree 10 employees.

Chart no 2.17 showing respondent satisfaction with their job

total

strongly disagree

disagree

neutral/partly

agree

strongly agree

0 50 100 150 200 250 300 350

Frequency percent valid percent cumulative percent

 37

Table no 2.18 showing respondent satisfied with welfare facility

Valid Frequency percent valid percent cumulative percent

strongly agree 11 11 11 11

agree 17 17 17 28

neutral/partly 32 32 32 60

disagree 29 29 29 89

strongly disagree 11 11 11 100

total 100 100 100

Interpretation
According to my survey strongly agree 11 employees, agree 17 employees,
Neutral/partly 32 employees, disagree 29 employees, strongly disagree 11 employees.

Chart no 2.18 showing respondent satisfied with welfare facility

32 11

25 111
100

17

15

strongly agree agree neutral/partly disagree strongly disagree total

 38

Table no 2.19 showing respondent can understand how he/she role contributes to
achieving business outcome

Valid Frequency percent valid percent cumulative percent

strongly agree 15 15 15 15

agree 24 24 24 39

neutral/partly 26 26 26 65

disagree 25 25 25 90

strongly disagree 10 10 10 100

total 100 100 100

Interpretation
According to my survey strongly agree 15 employees, agree 24 employees,
Neutral/partly 26 employees, disagree 25 employees, strongly disagree 10 employees.

Chart no 2.19 showing respondent can understand how he/she role contributes to
achieving business outcome

250

200

150

100

50

0
strongly agree agree neutral/partly disagree strongly disagree total

Frequency percent valid percent cumulative percent

 39

Table no 2.20 showing respondent satisfied with job family/personal responsibilities

Valid Frequency percent valid percent cumulative percent

strongly agree 15 15 15 15

agree 17 17 17 52

neutral/partly 25 25 25 57

disagree 32 32 32 89

strongly disagree 11 11 11 100

total 100 100 100

Interpretation
According to my survey strongly agree 15 employees, agree 17 employees,
Neutral/partly 25 employees, disagree 32 employees, strongly disagree 11 employees.

Chart no 2.20 showing respondent satisfied with job family/personal responsibilities

100
90
80
70
60
50
40
30
20
10
0
strongly agree agree neutral/partly disagree strongly total
disagree

Frequency percent valid percent cumulative percent

 40

CORRELATION
Null hypothesis

There is no significance difference between gender and satisfaction of both family and
personal life.

Alternative hypothesis

There is significance difference between gender and satisfaction of both family and
personal life.

Descriptive statistics
Mean Std. deviation N
Gender 100
1.3000 .46057
0123 3.0700 1.24117 100

.
Correlations

Gender 0123

Pearson correlation 1 -.037

Sig.(2-tailed) .714
Gender
N 100 100

Pearson correlation -.037 1

Sig.(2-tailed) .714
0123
N 100 100

Results

According to my analysis the significant is less than 0.05 it accept alternate

hypothesis and reject null hypothesis (-0.37) so there is a significant relationship between
gender & satisfaction between both job and personal life.
 41

CORRELATION
Null hypothesis:
There is no significant relationship between qualification & how satisfied you are
with the job.
Alternate hypothesis:
There is significant relationship between qualification & how satisfied you are with
the job.

Descriptive Statistics
Mean Std. Deviation N

Educational qualification 2.3400 1.05620 100

sll5 2.7900 1.22512 100

Correlations
Correlations
Educational sl15
qualification
Pearson Correlation 1 .009
Sig.(2-tailed) .930
Educational qualification
N 100 100
Pearson Correlation .009 I
sl15 Sig.(2-tailed) .930
N 100 100

Results
According to my analysis the significant is less than 0.05 it accepts alternate
hypothesis and reject null hypothesis. (.009) so there is a significant relationship
between Qualification & How satisfied you are with the job.
 42

CHISQUARE
Null hypothesis:
There is no significant association between work experience &
Increase in turnover, if employees don't quit.
Alternate hypothesis:
There is significant association between work experience &
Increase in turnover, if employees don't quit.

CaseProcessingSummary

Cases
Valid Missing-. Total

N Percent N Percent N Percent

workexperience *el02 100 100.0% 0 0.0% 100 100.0%

 43

Work experience *e102Crosstabulatlon

e102 Total
Stro Agree Neutr Disagree Strongly
ngly Disagree
e al/Pa
Agr
Count ee/ 1 2 rtly I 0 2 6
Less Alw
than I Expected avs .8 1.6 2. .7 .9 6.0
Count
0
Count 3 6 6 2 3 20
1-2 Expected 2.8 5.2 6. 2.4 3.0 20.0
Work Count 6
Count 4 6 10 1 7 28
experience
Expected 3.9 7.3 9. 3.4 4.2 28.0
2-3
Count 2
Count 3 4 6 5 2 20
Expected 2.8 5.2 6. 2.4 3.0 20.0
3-4 Count
6
Count 3 8 10 4 I 26

above Expected 3.6 6.8 8.6 3.1 3.9 26.0

5 Count
Count 14 26 33 12 15 100

Total

Exoected 14.0 12.0 15.0 100.0

Count

Svmmetri cMeasures
- Value Annrox.Si11:.
Phi .364 .654
Nominal by Nominal
Cramer's V .182 .654
No of Valid Cases 100
a. Not assuming the null hypothesis.
b. Using the asymptotic standard error assuming the null hypothesis.
 44

Chi-Square Tests
Value
Df Asymp.Sig.(2-
sided)
Pearson Chi- Square J3.25J 16 .65
Likelihood Ratio a14.3 16 4
.574
31
Linear-by-Linear Association .287 I .592

No of Valid Cases 100 ,..,

a.17cells(68.0%)have expected count less than5 .The minimum expected countis.72.

Results:

According to my analysis the significant is greater than 0.05 it accepts

null hypothesis and reject alternative hypothesis. (.654) so there is no significant
association between work experience & Increase in turnover, if employees don't quit.
 45

CHAPTER – III

RESULTS OF THE STUDY

 46

3.1 FINDINGS

 Majority of people age working in STG 25-30 is (33) employees.

 There are the maximum number of male members (70) in the company.
 Work experience of employees are more between 2-3 years (28).
 There are more employees working between 1-2 years at STG (40).
 96% have agreed to retain their job at STG.
 Employees 26% have said agreed that the pace of work in the organization helps them
to do a good job.
 33% employees have said neutral that there will be increase in turnover if the
employees don‟t quit their job.
 Training given to the employees 28% have agreed that it‟s helpful for the work you
do.
 32% have said they are neutral with the welfare facility of the company.
 28% employees have said to some extent they are appraised for the work.
 47

3.2 SUGGESTIONS

 Employee can be provided with proper training.

 Employee can appreciated for good work.
 Employee can be motivated to welcome the change.
 If any changes are brought into software or any module is added then proper training
should be given.
 48

3.3 CONCLUSION

Retention is an important concept that has been receiving considerable attention from
academicians, researchers and practicing HR managers. In its essence, Retention comprises
important elements such as the need or content, search and choice of strategies, goal-directed
behavior, social comparison of rewards reinforcement and performance-satisfaction. The
increasing attention paid towards retention is justified because of several reasons. Motivated
employees come out with new ways of doing jobs. They are more productive.
 49

APPENDICES
 50

REFERECES
 51

BOOKS

Research methodology by Saravanavel (published by kitab mahal distributors).

Human Resource Management by G.B.Gupta.

Human Resource Management by V.S.P. Rao.

WEBSITES

https://hr.blr.com/

http://www.switchingtechnologiesguntherltd.com/

https://en.wikipedia.org/wiki/Employee_retention