A STUDY ON EMPLOYEE RETENTION WITH SPECIAL REFERENCE TO AMIRTHA MILK, ERODE LTD

PROJECT REPORT Submitted by

SATHEESH.V [Link]: 732811631015

in partial fulfillment of the requirements of Anna University, Chennai for the award of the degree of MASTER OF BUSINESS ADMINISTRATION

SURYA ENGINEERING COLLEGE METTUKADAI ERODE - 638107 JULY-2013

SURYA ENGINEERING COLLEGE METTUKADAI, ERODE 638 107 DEPARTMENT OF MANAGEMENT STUDIES
PROJECT WORK

This is to certify that the project entitled A STUDY ON EMPLOYEE RETENTION WITH SPECIAL REFERENCE TO AMIRTHA MILK, ERODE.
is a bonafide record of project work done by

SATHEESH.V
[Link]: 732811631015 of MBA Degree during the year 2011-13

Faculty Guide

HOD

Internal Examiner

External Examiner

Project Viva-Voce examination held on ______________

DECLARATION
I affirm that the project work entitled A STUDY ON EMPLOYEE RETENTION WITH SPECIAL REFERENCE TO AMIRTHA MILK, ERODE being submitted in partial fulfillment of the requirements of Anna University, Chennai for the award of MBA degree is the original work carried out by me. It has not formed the part of any other project work submitted for award of any degree or diploma, either in this or any other University.

SATHEESH.V
[Link]: 732811631015

I certify that the declaration made above by the candidate is true.

Mr. A. PRABU ASIRVATHAM Assistant Professor

ACKNOWLEDGEMENT
First I thank and praise the god for the countless blessings that he showered upon to complete this project work.
I express my deep sense of gratitude to Thiru [Link], Secretary & Correspondent, Surya Engineering College, Erode for having permitted to provide necessary facilities to complete this project.

I take this opportunity to express my sincere thanks to Dr. [Link], Principal, Surya Engineering College, Erode for having permitted to provide necessary facilities to complete this project.

I extend my heartful thanks to [Link], MBA, [Link]., (Ph.D)., Head of the Department, Department of Management studies, for his valuable ideas and advice for the successful completion of this project.

I would like to express my sincere thanks to my project guide Mr [Link] ASIRVATHAM, Assistant Professor, Department of Management Studies, for her kind cooperation, encouragement and support for the successful completion of my project.

I express my genuine sense of gratitude to our well wisher Mr. P. NANDAKUMAR, MBA, [Link]., (Ph.D)., for his encouragement and support at every step of my study.

CONTENTS

Chapter No. ABSTRACT LIST OF TABLES LIST OF CHARTS INTRODUCTION 11.1. 1.2. 1.3. 1.4. 1.5. 2 3

Title

Page No 6 7 8

1.1 Introduction to the Study 1.2 Objectives of the study 1.3 Research Methodology 1.4Socpe of Study 1.5Limitations of the Study REVIEW OF LITERATURE INTRODUCTION TOTHECOMPANY 3.1 Industry Profile 3.2 Company Profile

1 4 5 7 7 8

10 12

DATA ANALYSIS AND INTERPRETATION 4.1 Percentage Analysis 4.2 Chi-Square Test FINDINGS AND SUGGESTIONS 14 66

5.1 Findings 5.2 Suggestions 5.3 Conclusion APPENDIX

70 72 73 74 78

BIBILIOGRAPHY

ABSTRACT
The project titled A Study on Employee retention at AMIRTHA MILK ERODE .mainly focuses on the level of employee retention is perform better than individuals who change jobs frequently. Employees who spend a considerable time in an organization know the organization in and out and thus are in a position to contribute effectively.

The research design carried out for this study is descriptive research. The sample size for

this study is [Link] data are collected from the employees through a structured questionnaire. Secondary data are gathered from the company records, books, journals etc.

Statistical tools like percentage analysis ,and chi-square test have been used for the analysis. The findings of the study were arrived on the basis of analysis. Suggestions were given to improve good communication and relationship between employer and employee, maintains employee interpersonal relationship.

LIST OF TABLES
[Link]. TABLE NAME PAGE NO 4.1.1 4.1.2 4.1.3 4.1.4 4.1.5 4.1.6 4.1.7 4.1.8 4.1.9 4.1.10 4.1.11 4.1.12 4.1.13 4.1.14 4.1.15 4.1.16 4.1.17 4.1.18 4.1.19 4.1.20 4.1.21 4.1.22 4.1.23 4.1.24 4.1.25 4.1.26 4.2.1 4.2.2

Gender of the Respondents Age of the Respondents Marital status of the Respondents Educational qualification of the Respondents Monthly income of the Respondents Work experience of the Respondents Level of satisfaction on job security Feel about your job Organization is treating you in a respectful way Opinion about the company rules and regulation Work life balance is supported by this organization Opportunities for your growth and development Work pressure during your working hours Forced to work overtime Salary offered Safety measures adopted Rewards and recognition for your achievements Leave benefits Insurance Health related benefits Job rotation and new assignment Transport Accommodation Lighting facilities Ventilation Adequate resources to perform the job Cross tabulation between Age and Job Security Cross tabulation between Educational and Feel about your job

14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60 62 64 66 68

LIST OF CHARTS
[Link]. 4.1.1 4.1.2 4.1.3 4.1.4 4.1.5 4.1.6 4.1.7 4.1.8 4.1.9 4.1.10 4.1.11 4.1.12 4.1.13 4.1.14 4.1.15 4.1.16 4.1.17 4.1.18 4.1.19 4.1.20 4.1.21 4.1.22 4.1.23 4.1.24 4.1.25 4.1.26 4.2.1 4.2.2 TABLE NAME PAGE NO 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 53 55 57 59 61 63 65 67 69

Gender of the Respondents Age of the Respondents Marital status of the Respondents Educational qualification of the Respondents Monthly income of the Respondents Work experience of the Respondents Level of satisfaction on job security Feel about your job Organization is treating you in a respectful way Opinion about the company rules and regulation Work life balance is supported by this organization Opportunities for your growth and development Work pressure during your working hours Forced to work overtime Salary offered Safety measures adopted Rewards and recognition for your achievements Leave benefits Insurance Health related benefits Job rotation and new assignment Transport Accommodation Lighting facilities Ventilation Adequate resources to perform the job Cross tabulation between Age and Job Security Cross tabulation between Educational and Feel about your job

CHAPTER I INTRODUCTION 1.1 MEANING OF EMPLOYEE RETENTION:

Retention is the process of developing and implementing practices that reward and supports employees. Retention of the key employees is critical to the long term health and success of any organization. It ensures better customer satisfaction, increased product sales, effective succession planning and deeply imbedded organizational knowledge and learning. Retaining employees talent is a direct function of how good are the HR practices in an organizations and how sensitive an organization is to meet the employees needs both monetarily and psychologically. Building a strategy for retention requires identification of the factors that can lead to employee turnover and then developing a range of initiatives that will address retention strategy. Effective employee retention is a systematic effort by employers to create and foster an environment that encourages current employees to remain employed by having policies and practices in place that address their diverse needs. A strong retention strategy becomes a powerful recruitment tool.

THE IMPORTANCE OF RETAINING EMPLOYEES: High turnover often leaves customers and employees in the lurch departing employees take a great deal of knowledge with them. This lack of continuity makes it hard to meet your organizations goals and serve customers well. Replacing employees costs money. The cost of replacing an employee is estimated at up to twice the individuals annual salary (or higher for some positions, such as middle management), and this doesnt even include the cost of lost knowledge. Recruiting employees consumes a great deal of time and effort, much of it futile. Youre not the only one out there vying for qualified employees, and job searchers make decisions based on more than the sum of salary and benefits.

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 Bringing employees up to speed takes even more time. And when youre short-staffed, you often need to put in extra time to get the work done. It is worth considering the following elements, all of which have been shown to play a positive role in improving retention:

Make line supervisor accountable For staff turnover in their teams. Reward managers whose record at keeping people is good by including the subject in appraisals. Train line managers in people management and development skills before appointing or promoting them. Offer re-training opportunities to existing managers who have a poor record at keeping their staff.

Consult employees Ensure wherever possible that employees have a voice through consultative bodies, regular appraisals, attitude surveys and grievance systems. This will provide dissatisfied employees with a number of mechanisms to sort out problems before resigning. Where there is no opportunity to voice dissatisfaction, resigning is the only option.

Job previews Give prospective employees a realistic job preview at the recruitment stage. Take care not to raise expectations only to dash them later. Advances in technology are increasingly presenting employers with opportunities to familiarize potential candidates with the organization before committing themselves to joining the organization.

Career development and progression Maximize opportunities for individual employees to develop their skills and move on in their careers. Where promotions are not feasible, look for sideways moves that vary experience and make the work more interesting.

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Performance Evaluation Where people feel obliged to work longer hours than are necessary simply to impress management. Evaluation of individual commitment should be based on results achieved and not on hours put in.

Job security Provide as much job security as possible. Employees who are made to feel that their jobs are precarious may put a great deal of effort in to impress, but they are also likely to be looking out for more secure employment at the same time. Security and stability are greatly valued by most employee

Be flexible Wherever possible accommodate individual preferences on working hours and times. Where people are forced to work hours that do not suit their domestic responsibilities they will invariably be looking for another job which can offer such hours.

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1.2 OBJECTIVES
PRIMARY OBJECTIVE: To study the employee retention strategies at AMIRTHA MILK, ERODE.

SECONDARY OBJECTIVES: To study the reason for the rate of employee attrition. To study the factors influencing employee retention. To analyse the benefits and welfare measures provided by the company to the employees.

To suggest measures that improves employee retention.

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1.3 RESEARCH METHODOLOGY

1.3.1 RESEARCH DESIGN A descriptive research attempts to describe systematically a situation, problem, phenomenon, service or program, or provides information about, say, the living conditions of a community, or describes attitudes towards an issue.

1.3.2 SOURCE OF DATA There are two major approaches to gathering data are categorized as; 1. Primary data 2. Secondary data

Primary Data With help of the Structured Questionnaire, technique has been used for the collection of primary data from the respondents. Secondary Data The secondary data is collected from the company records and various websites.

1.3.3 METHODS OF ANALYSIS

Inference refers to the task of drawing influence from the collected facts. It is the analysis or exploratory study. In fact it is a search for broader meaning of research findings. Data inference is concerned with relationship with in the collected data. To represent the collected data Column chart are used. Partially over lapping analysis inference is also entered beyond the data of the study to include the result of other research, theory and hypothesis. Statistical analysis: Following are the statistical tools that are used for analysis purpose: Percentage analysis Chi-square method

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1. Percentage analysis: In case multiple-choice question the customers were categorized based on the nature and percentage is calculated for each category. The percentage analysis is the analysis of ratio of a current value to based value either the result multiplied by 100. No of respondents Percentage analysis = ------------------------ X 100 Total respondents Objective: The main objective of the percentage analysis is comparison of data for the analysis. 2. Chi-square: The objective of chi-square test is to determine comparison of expected frequency (E) with the observed frequency (O) to determine where the difference between the two is greater than which might occur chance. Condition for use: Two set data should be present i.e., observed and expected data based on sample size. Each observed and expected count should be 5 or greater than 5, otherwise Yates

correction to be done. The difference between rows and columns must represent categorical variable. If

computed value is greater than the tabulated value at a predetermined level of significance and degree of freedom the hypothesis is rejected. On the other hand if the calculated chisquare value is less than the tabulated value, the hypothesis is rejected. = (Oi-Ei) 2/Ei Oi = observed frequency Ei = expected frequency

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1.4 SCOPE OF THE STUDY

The study on employee retention provides an attempt to know the existing opinion about the organisation among the employees. The areas covered under the study includes work life balance, opportunities for growth and development, salary, work pressure, safety measure, rewards and recognition and allowances. This study is conducted to provide

suggestions for improvement in the current employee retention for AMIRTHA MILK,ERODE. NEED FOR THE STUDY Employers have a need to keep employees from leaving and going to work for other companies. This is true because of the great costs associated with hiring and retraining new employees. The best way to retain employees is by providing them with job satisfaction and opportunities for advancement in their careers. Employers are fighting to get talented employees in order to maintain a prosperous business. They believes that todays employees face a complete new set of challenges, especially when businesses are forced to confront one of the tightest labor markets in decades. Therefore, it is getting more difficult to retain employees, as the pool of talent is becoming more-and more tapped-out.

1.5 LIMITATIONS OF THE STUDY

Area of study is confined to the employees in AMIRTHA MILK,ERODE only. The findings of the study are solely based on the information provided by the

respondents. The sample size was limited so that the results obtained from the study may not be The time period of the study was not sufficient to measure the employees response

generalized for the whole population.

effectively and to reach a more valid conclusion.

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CHAPTER II 2.1 REVIEW OF LITERATURE

Lee & Mitchells (1994) unfolding model of employee turnover represented a significant departure from the previous labour market- and psychological-oriented turnover literature. This model is based on the premise that people leave organizations in very different ways and it outlines four decision pathways describing different kinds of decisions to quit. A notable feature of the unfolding model is its emphasis on an event or shock (positive or negative) that prompts some decisions to quit. Harris and Brainsick (1999) list allowing employees freedom to control their work as a major best practice in retention, while Ashby and Pell (2001) report that the highest turnover rates are those in which the corporate culture is one of domination, autocracy and inflexibility. They also report on a survey of 3,000 American employees, quoted in the May 2000 issue of Bottom Line Businesss May 2000, which listed the reasons why employees stay in their current job, and the evidence seems to suggest that the intrinsic rewards of a challenging job, including good relations with co-workers, meaningful work, team-based activity, and a degree of autonomy often guide workers decisions to stay with their employer.

Branham (2001). Retention but have also been shown to improve a number of other important indicators such as productivity, accidents and injuries and product quality. The HR literature seems to confirm the growing enthusiasm for greater autonomy on the part of workers. Boxalletal (2003): in New Zealand confirmed the view that motivation for job change is multidimensional and that no one factor will explain it. However, over time there have been a number of factors that appear to be consistently linked to turnover. An early review article of studies on turnover by Mobley et al (1979) revealed that age, tenure, overall satisfaction, job content, intentions to remain on the job, and commitment were all negatively related to turnover (i.e. the higher the variable, the lower the turnover). In 1995, a metaanalysis of some 800 turnover studies was conducted by Hom and Griffeth, which was recently updated (Griffeth et al, 2000). Their analysis confirmed some well-established findings on the causes of turnover. These include: job satisfaction, organizational
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commitment, comparison of alternatives and intention to quit. These variables are examined in more detail below, as are a number of other factors where the evidence on the link to turnover is less conclusive. Morrell et al (2004) tested the unfolding model by studying the voluntary turnover of nurses in the UK. Their findings indicated that shocks play a role in many cases where people decide to leave. Furthermore, they found that shocks not only prompted initial thoughts about quitting but also typically had a substantial influence over the final leaving decision. They also noted that decisions to quit prompted by a shock are typically more avoidable. The authors suggest that their research illustrates the importance for managers of understanding availability i.e. the extent to which turnover decisions can be prevented. [Link] Kowari in his article Employees Retention: Issues and challenges published in HRM Review of August 2004is of the view that many companies face the challenge of Employee Turnover and incur huge loses. He has narrated various issues concerning Employee Turnover and suggested suitable alternative measures to retain Employees. Lisbethclaus, in his article Employees Retention: Best practice in keeping and Motivating Employees published in B2B journal of March 2007 has issued the Best practices to Motivate and Retain Employees. He suggested attractive Employee value proportion, Suitable reward structure, Regular performance feedbacks, Flexibility of an organization in terms of work life balance appropriate organization and culture and suitable training program as tools for Motivating and Retaining Employees. [Link] and [Link] in the website of American Psychological Association published during 2008 has revealed that age, job satisfaction, job content, Intention to remain on the job and commitment were consistently and negatively related to Employee Turnover. They have come over with a conceptual model for minimizing the Employee Turnover and they also have suggested that the factors revealed in their model may not be applicable for other organization and they are of the opinion that the factors would be varying from organization to organization.

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CHAPTER-III
INTRODUCTION TO THE COMPANY

3.1 INDUSTRY PROFILE Dairy Development in India has been acknowledged the world over as one of the most successful development programmed. India is the second largest milk producing country with the production about 78 million tons during 1999 [Link] milk surplus states in India are Uttar Pradesh, Punjab, Haryana, Rajasthan, Gujarat, Maharashtra, Andhra Pradesh, Karnataka and Tamil Nadu. The manufacturing of milk products is concentrated in these milk surplus states. Dairy sector has assumed a great significance by generating income not only to the rural but also to the urban and semi-urban population in the state especially to the women folk by providing self-employment opportunity. Milk and milk products provides essential nutrition to all walks of life. It provides the main source of income next to agriculture. In a tropical country like India, agriculture may fail sometimes, due to monsoon failure but dairying never fail and gives them regular, steady income. The state Dairy Development was established in 1958. The Administrative and statutory controls over the entire milk cooperative in the State were transferred to the Dairy Development on 01.08.1965. The Commissioner for the Milk Production and Dairy

Development is the functional registrar under the Tamilnadu Co-operative Societies Act 1983. With the advent of Anand Pattern in Tamil Nadu, Tamil Nadu Co-operative Milk Products Federation limited was registered on 1st February 1981 as the State level organization. The commercial activities of the department such as procurement, processing, packing and the sale of milk and milk products within and outside the State was entrusted to the Tamil Nadu Cooperative Milk Producers Federation ltd. In the wake of the liberalization policy, private dairies have entered in the field of dairying. As per the direction of the National Dairy Development Board and Government of Tamil Nadu high priority has been given for improving the performance of Co-operative by
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adopting a systematic approach and proper strategy implementation in milk co-operatives. Significant achievement has been made by Milk Producers Co-operative Societies, Unions and Federation in the state of Tamilnadu.

Two fold objectives of the dairy development department

Assure a remunerative price of the milk produced by the milk producers societies through a stable, steady and well market support. Distribution of quality milk and milk products at reasonable price to the consumers.

Functions of the dairy development department

The main functions of the Dairy Development Department are organization of societies, registration of societies, supervision and control of primary Milk Co-operative, District Co-operative Milk Producers Union and Tamil Nadu Co-operative Milk Producers Federation. The Dairy Development Department exercise statutory functions like enquiry, inspection, surcharge and super session, appointment of special officers, liquidation and winding up of societies etc. The Commissioner for milk production and Dairy Development, Deputy Milk Commissioner (Co-operative) and circle Deputy Registrars are vested with quasi-judicial power in respect of settlement of dispute, appeal, revision and review under various provisions of Tamil Nadu Co-operative societies Act 1983 and rule 1988 made there under.

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3.2 INTRODUCTION ABOUT THE COMPANY

[Link] AND MOHAN DIARY named AMITHAA MILK was established on 25January 1984 and have achieved 25 years of service and now being silver jublie year. It handles about 1lakh to 1.25 lakh Liter per day.

Firm profile:
It is a state of art technology based firm committed to serve the public with diary product such as MILK CURD BUTTER MILK

Chief executive officers:

[Link] [Link]

Product range:
The firm deals in raw milk, process the milk by chilling, pasteurize, homogenize and delivered in packets of 1000ml to 100ml. A part from milk they deal in curd and butter milk in packets. Totally hand off technology is followed. The firm is in the field for nearly two decades and is established by a well-trained team of technocrats with wide experience in process of milk and dairy products. The client list of the firm is all Tamilnadu, Puducherry and Kerala and is ever growing. The daily orders from a wide brand of Consumer stand testimony to Consumer satisfaction on an ongoing basis

Manufacturing facilities:
The firm has its own chilling plants with entire infrastructure set in place. The firm is not dependent on any other subvendor or dealer for process of milk and dispatch. The firm
21

distribute its product by own refrigerated PUF insulated vehicle to meet the end Consumer in an hygienic way. At present the company owns 49 vehicles(TATA407&909,all refrigerated)

Quality assurance:
The mission statement of the firm is total Consumer satisfaction through rigid quality assurance at each stage. The stage wise quality testing and inspection to ensure best quality. Quality is not left to change and is built into consciously through laid down procedure.

Microbiological lab:
The firm is well equipped with well sophisticated microbiological lab for testing milk for its microbiological content. The milk is thoroughly analyzed and tested for its FAT and SNF by well experienced lab technicians.

Other information:
The mission statement of the firm is total Consumer satisfaction through quality assurance based on a holistic approach. The firm has its own vertinery doctors, who visits the procurement centers and help the farmers in maintaining the animal in good health. Good quality feeds are supplied by the firm to the farmer so as to get good yield of milk. The firm has supplied deep freezers to all its distributers to supply milk in a good condition. The company provides free canteen facility for its worker. Periodical visit are done by [Link] to the respective areas in person to encourage the distributor and sub dealers. Regular seminars are conducted at village with SKMFEEDS and foods to enhance their technics and production. We have utilized the services of NABARD &is the first company in the state to avail the scheme of subsidy

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CHAPTER IV 4.1 ANALYSIS AND INTERPRETATION

TABLE NO: 4.1.1 GENDER OF THE RESPONDENTS [Link] Participation
1 Male 2 Female

No Respondent
309 191 500

Percentage
61.8% 38.2% 100%

Interpretation
The above table shows that 61.8% of the respondents are male, 38.2% of the respondents are female.

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CHART NO: 4.1.1 GENDER OF THE RESPONDENTS

PERCENTAGE
70 60 50 40 30 20 10 0 MALE FEMALE PERCENTAGE

24

TABLE NO: 4.1.2 AGE OF THE RESPONDENTS [Link]

1 2 3 4 5 6

Participation
Below 20 years 21-25 years 26-30 years 31- 35 years 36- 40 years Above40 years

No Respondent
107 149 55 71 65 53 500

Percentage
21.4% 29.8% 11% 14.2% 13% 10.6% 100

Interpretation
The above table shows that 29.8% of the respondents are under the age group of 21-25 years, 21.4% of the respondents are under the age group of Below 20 years, 14.2% of the respondents are under the age group of 31-35 years, 13% of the respondents are under the age group of 36-40 years, 11% of the respondents are under the age group of 26-30 years, 10.6% of the respondents are under the age group of above 40 years.

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CHART NO: 4.1.2 AGE OF THE RESPONDENTS

Percentage
35 30 25 20 15 10 5 0 below 20 21-25 yrs 26-30 yrs 31-35 yrs 36-40 yrs Above 40 yrs yrs Percentage

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TABLE NO: 4.1.3 MARITAL STATUS OF THE RESPONDENTS [Link] Participation

1 Single 2 Married

No Respondent
138 362 500

Percentage
27.6% 72.4% 100%

Interpretation
The above table shows that 72.4% of the respondents are married, 27.6% of the respondents are single.

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CHART NO: 4.1.3 MARITAL STATUS OF THE RESPONDENTS

Percentage
80 70 60 50 40 30 20 10 0 Single Married

Percentage

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TABLE NO: 4.1.4 EDUCATIONAL QUALIFICATION OF THE RESPONDENTS [Link]

1 2 3 4

Participation
Up to school level Diploma Under Graduate Others

No Respondent
97 254 124 25 500

Percentage
19.4% 50.8% 24.8% 5% 100%

Interpretation
The above table shows that 50.8% of the respondents have completed diploma, 24.8% of the respondents have completed under graduate, 19.4% of the respondents have completed upto school level, 5% of the respondents have complete others.

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CHART NO: 4.1.4 EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

Percentage
60 50 40 30 20 10 0 Upto to Diploma school level Under Graduate Others Percentage

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TABLE NO: 4.1.5 MONTHLY INCOME OF THE RESPONDENTS ( IN RUPEES) [Link]

1 2 3 4 5

Participation
Below5000 Rs.5000-10000 Rs.10001-20000 Rs.20001-25000 Above 25000

No Respondent
141 237 61 25 36 500

Percentage
28.2% 47.4% 12.2% 5% 7.2% 100%

Interpretation
The above table shows that 47.4% of the respondents have an monthly income of Rs5001-10000, 28.2% of the respondents have an monthly income of below 5000, 12.2% of the respondents have an monthly income of 10001-20000, 7.2% of the respondents have an monthly income of Rs20001-25000. above25000, 5% of the respondents have an monthly income of

31

CHART NO: 4.1.5 MONTHLY INCOME OF THE RESPONDENTS (IN RUPEES)

Percentage
50 40 30 20 10 0 Percentage

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TABLE NO: 4.1.6

WORK EXPERIENCE OF THE RESPONDENTS

[Link]
1 2 3 4

Work Experience (in yrs) No Respondent

0 - 2 years 3-5 years 6-10 years Above10 years 165 298 37 0 500

Percentage
33% 59.6% 7.4% 0% 100%

Interpretation
The above table shows that 59.6% of the respondents have an work experience 3-5 years, 33% of the respondents have an work experience of 0-2years, 7.4% of the respondents have an work experience of 6-10years.

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CHART NO: 4.1.6 WORK EXPERIENCE OF THE RESPONDENTS (IN YEARS)

Percentage
70 60 50 40 30 20 10 0 0-2 yrs 3-5yrs 6-10yrs Above 10 yrs Percentage

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TABLE NO: 4.1.7 LEVEL OF SATISFACTION ON JOB SECURITY

[Link]
1 2 3 4 5

Participation
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

No Respondent
33 322 70 50 25 500

Percentage
6.6% 64.4% 14% 10% 5% 100%

Interpretation
The above table shows that 64.4% of the respondents are satisfied with job security, 14% of the respondents falls under the neutral category, 10% of the respondents are dissatisfied with job security, 6.6% of respondents are satisfied, 5% of the respondents are highly dissatisfied job security .

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CHART NO: 4.1.7 LEVEL OF SATISFACTION ON JOB SECURITY

Percentage
70 60 50 40 30 20 10 0 Highly satisfied Satisfied Neutral Dissatisfied Highly satisfied

Percentage

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TABLE NO: 4.1.8 FEEL ABOUT YOUR JOB [Link]

1 2 3 4

Participation
Challenging Interesting Monotonous Boring

No Respondent
93 297 83 27 500

Percentage
18.6% 59.4% 16.6% 5.4% 100%

Interpretation
The above table shows that 59.4% of the respondents feel that their job is interesting, 18.6% of the respondents feel that their job is challenging,16.6% of the respondents feel that their job is monotonous, 5.4% of the respondents feel that their job is boring.

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CHART NO: 4.1.8 FEEL ABOUT YOUR JOB

Percentage
70 60 50 40 30 20 10 0 Challening Interesting Monotonous Boring

Percentage

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TABLE NO: 4.1.9 ORGANIZATION IS TREATING YOU IN A RESPECTFUL WAY

[Link]
1 2 3 4 5

Participation
Strongly Agree Agree Neutral Disagree Strongly Disagree

No Respondent
62 161 188 58 31 500

Percentage
12.4% 32.2% 37.6% 11.6% 6.2% 100%

Interpretation
The above table shows that 37.6% of the respondents are falls under the neutral category organization treating you respectful, 32.2%of the respondents are agree with organization treating you respectful, 12.4% of the respondents strongly agree with

organization treating you respectful, 11.6% of the respondents are disagree with organization treating you respectful, 6.2% of the respondents are strongly disagree with organization treating you respectful.

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CHART NO: 4.1.9 ORGANIZATION IS TREATING YOU IN A RESPECTFUL WAY

Percentage
40 30 20 10 0 Strongly Agree Agree Neutral Disagree Strongly Disagree Percentage

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TABLE NO: 4.1.10 OPINION ABOUT THE COMPANY RULES AND REGULATION

[Link]
1 2 3 4 5

Participation
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

No Respondent
84 264 50 60 42 500

Percentage
16.8% 52.8% 10% 12% 8.4% 100%

Interpretation
The above table shows that 52.8% of the respondents are satisfied with the company rules and regulation, 16.8% of the respondents are highly satisfied with the company rules and regulation,12% of the respondents dissatisfied with the company rules and regulation, 10% of the respondents fall under the neutral category,8.4% of the respondents are highly dissatisfied with the company rules and regulation.

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CHART NO: 4.1.10 OPINION ABOUT THE COMPANY RULES AND REGULATION

Percentage
60 50 40 30 20 10 0 Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

Percentage

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TABLE NO: 4.1.11 WORK LIFE BALANCE IS SUPPORTED BY THE ORGANIZATION

[Link]
1 2 3 4 5

Participation
Strongly Agree Agree Neutral Disagree Strongly Disagree

No of Respondent
169 149 49 94 39 500

Percentage
33.8% 29.8% 9.8% 18.8% 7.8% 100%

Interpretation
The above table shows that 33.8% of the respondents are strongly agree that work life balance is supported by his organization, 29.8% of the respondents agree that work life balance is supported by his organization , 18.8% of the respondents disagree that work life balance is supported by his organization , 9.8% of the respondents are falls under the neutral category, 7.8% of the respondents are strongly disagree that work life balance is supported by his organization.

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CHART NO: 4.1.11 WORK LIFE BALANCE IS SUPPORTED BY THE ORGANIZATION

Percentage
40 30 20 10 0 Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Percentage

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TABLE NO: 4.1.12 OPPORTUNITIES FOR GROWTH AND DEVELOPMENT

Participation
1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree

No of Respondent
97 221 58 70 54 500

Percentage
19.4% 44.2% 11.6% 14% 10.8% 100%

Interpretation
The above table shows that 44.2% of the respondents agree that there are opportunities for growth and development, 19.4% of the respondents strongly agree that there are opportunities for growth and development , 14% of the respondents disagree that there are opportunities for growth and development,11.6% of the respondents falls under the neutral category, 10.8% of the respondents are strongly disagree that there are opportunities for growth and development.

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CHART NO: 4.1.12 OPPORTUNITIES FOR YOUR GROWTH AND DEVELOPMENT

Percentage
50 40 30 20 10 0 Strongly Agree Agree Neutral Disagree Strongly Disagree

Percentage

46

TABLE NO: 4.1.13 WORK PRESSURE DURING WORKING HOURS

[Link]
1 2 3 4 5

Participation
Strongly Agree Agree Neutral Disagree Strongly Disagree

No of Respondent
94 202 52 83 69 500

Percentage
18.8% 40.4% 10.4% 16.6% 13.8% 100%

Interpretation
The above table shows that 40.4% of the respondents agree that there is work pressure during working hours,18.8% of the respondents strongly agree that there is work pressure during working hours ,16.6% of the respondents disagree that there is work pressure during working hours, 13.8% of the respondents strongly disagree that there is work pressure during working hours, 10.4% of the respondents are falls under the neutral category.

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 CHART NO: 4.1.13 WORK PRESSURE DURING WORKING HOURS

Percentage
50 40 30 20 10 0 Strongly Agree Agree Neutral Disagree Strongly Disagree

Percentage

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TABLE NO: 4.1.14 FORCED TO WORK OVERTIME

[Link]

Participation
1 Yes 2 No

No of Respondent
236 264 500

Percentage
47.2% 52.8% 100%

Interpretation The above table shows that 52.8% of respondents do not agree that they are forced to work overtime, 47.2% agree that they are forced to work overtime

49

CHART NO: 4.1.14 FORCED TO WORK OVER TIME

Percentage
54 52 50 48 46 44 Yes No Percentage

50

TABLE NO: 4.1.15 SALARY OFFERED [Link]

1 2 3 4 5

Participation
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

No of Respondent
97 126 133 117 27 500

Percentage
19.4% 25.2% 26.6% 23.4% 5.4% 100%

Interpretation
The above table shows that 26.6% of the respondents are falls under the neutral category with salary offered, 25.2% of the respondents are satisfied with salary offered , 23.4% of the respondents dissatisfied with salary offered, 19.4% of respondents are highly satisfied with salary offered, 5.4% of the respondents are highly dissatisfied with salary offered.

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CHART NO: 4.1.15 SALARY OFFERED OF THE RESPONDENTS

Percentage
30 25 20 15 10 5 0 Hghly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Percentage

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TABLE NO: 4.1.16 SAFETY MEASURES ADOPTED [Link]

1 2 3 4 5

Participation
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

No of Respondent
122 112 110 110 46 500

Percentage
24.4% 22.4% 22% 22% 9.2% 100%

Interpretation
The above table shows that 24,4% of the respondents are highly satisfied with safety measures adopted, 22.4% of the respondents are satisfied with safety measures adopted, 22% of the respondents both neutral and dissatisfied with safety measures adopted, 9.2% of respondents are highly dissatisfied with safety measures adopted.

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CHART NO: 4.1.16 SAFETY MEASURES ADOPTED

Percentage
30 25 20 15 10 5 0

Percentage

54

TABLE NO: 4.1.17 REWARDS AND RECOGNITION FOR YOUR ACHIEVEMENTS

[Link]
1 2 3 4 5

Participation
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

No of Respondent
132 163 91 89 25 500

Percentage
26.4% 32.6% 18.2% 17.8% 5% 100%

Interpretation
The above table shows that 32.6% of the respondents are satisfied with rewards and recognition, 26.4% of the respondents are highly satisfied with rewards and recognition, 18.2% of the respondents are falls under the neutral category, 17.8% of respondents are dissatisfied with rewards and recognition , 5% of the respondents are highly dissatisfied with rewards and recognition.

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CHART NO: 4.1.17 REWARDS AND RECOGNITION FOR YOUR ACHIEVEMENTS

Percentage
40 30 20 10 0 Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Percentage

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TABLE NO: 4.1.18 LEAVE BENEFITS [Link]

1 2 3 4 5

Participation
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

No of Respondent
168 100 50 75 107 500

Percentage
33.6% 20% 10% 15% 21.4% 100%

Interpretation
The above table shows that 33.6% of the respondents are highly satisfied with leave benefits, 21.4% of the respondents are highly dissatisfied with leave benefits, 20% of the respondents satisfied with leave benefits, 15% of respondents are dissatisfied, 10% of the respondents falls under the neutral category.

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CHART NO: 4.1.18 LEAVE BENEFITS

Percentage
40 30 20 10 0

Percentage

58

TABLE NO: 4.1.19 INSURANCE [Link]

1 2 3 4 5

Participation
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

No of Respondent
60 134 186 65 55 500

Percentage
12% 26.8% 37.2% 13% 11% 100%

Interpretation
The above table shows that 37.2% of the respondents falls under the neutral category with insurance, 26.8% of the respondents are satisfied with insurance , 13% of the respondents are dissatisfied with insurance, 12% of respondents are highly satisfied with insurance,11% of the respondents are highly dissatisfied with insurance.

59

CHART NO: 4.1.19 INSURANCE OF THE RESPONDENTS

Percentage
40 30 20 10 0

Percentage

60

TABLE NO: 4.1.20 HEALTH RELATED BENEFITS [Link]

1 2 3 4 5

Participation
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

No of Respondent
120 82 14 129 155 500

Percentage
24% 16.4% 2.8% 25.8% 31% 100%

Interpretation
The above table shows that 31% of the respondents are highly dissatisfied with health related benefits, 25.8% of the respondents are dissatisfied with health related benefits, 24% of the respondents highly satisfied with health related benefits, 16.4% of respondents are

satisfied with health related benefits, 2.8% of respondents falls under the neutral category with health related benefits .

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CHART NO: 4.1.20 HEALTH RELATED BENEFITS

Percentage
40 30 20 10 0 Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Percentage

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TABLE NO: 4.1.21 JOB ROTATION AND NEW ASSIGNMENT

[Link]
1 2 3 4 5

Participation
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

No of Respondent
117 231 28 32 92 500

Percentage
23.4% 46.2% 5.6% 6.4% 18.4% 100%

Interpretation
The above table shows that 46.4% of the respondents are satisfied job with rotation and new assignments, 23.4% of the respondents are highly satisfied job with rotation and new assignments, 18.4% of the respondents highly dissatisfied , 6.4% of respondents are dissatisfied job with rotation and new assignments, 5.6% of respondents are falls under neutral category.

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CHART NO: 4.1.21 JOB ROTATION AND NEW ASSIGNMENT

Percentage
50 40 30 20 10 0 Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Percentage

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NO: 4.1.22 TRANSPORT [Link]

1 2 3 4 5

Participation
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

No of Respondent
116 74 16 228 66 500

Percentage
23.2% 14.8% 3.2% 45.6% 13.2% 100%

Interpretation
The above table shows that 45.6% of the respondents are dissatisfied with transports, 23.2% of the respondents are highly satisfied with transports, 14.8% of the respondents highly satisfied with transports, 13.2% of respondents are highly dissatisfied with transports, 3.2% of respondents are falls under the neutral category.

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CHART NO: 4.1.22 TRANSPORT

Percentage
50 40 30 20 10 0 Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Percentage

---

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TABLE NO: 4.1.23 ACCOMMODATION

[Link]
1 2 3 4 5

Participation
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

No of Respondent
90 55 40 92 223 500

Percentage
18% 11% 8% 18.4% 44.6% 100%

Interpretation
The above table shows that 44.6% of the respondents are highly dissatisfied with accommodation,18.4% of the respondents are dissatisfied with accommodation, 18% of the respondents stay highly satisfied with accommodation, 11% of respondents are satisfied with accommodation, 8% of respondents are falls under the neutral category with accommodation.

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CHART NO: 4.1.23 ACCOMMODATION

Percentage
50 40 30 20 10 0 Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

Percentage

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TABLE NO: 4.1.24 LIGHTING FACILITIES [Link]

1 2 3 4 5

Participation
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

No of Respondent
98 202 43 39 118 500

Percentage
19.6% 40.4% 8.6% 7.8% 23.6% 100%

Interpretation
The above table shows that 40.4% of the respondents are satisfied with lighting facilities, 23.6% of the respondents are highly dissatisfied with lighting facilities, 19.6% of the respondents highly satisfied with lighting facilities, 8.6% of respondents are falls under the neutral category with lighting facilities, 7.8% of the respondents are dissatisfied with lighting facilities.

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CHART NO: 4.1.24 LIGHTING FACILITIES OF THE RESPONDENTS

Percentage
50 40 30 20 10 0

Percentage

70

TABLE NO: 4.1.25 VENTILATION [Link]

1 2 3 4 5

Participation
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

No of Respondent
132 97 48 132 91 500

Percentage
26.4% 19.4% 9.6% 26.4% 18.2% 100%

Interpretation
The above table shows that 26.4% of respondents are highly satisfied with ventilation, 26.4% of respondents are highly dissatisfied with ventilation, 19.4% of the respondents are, satisfied with ventilation, 18.2% of the respondents are highly dissatisfied with ventilation, 9.6% of respondents are falls under the neutral category.

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CHART NO: 4.1.25 VENTILATION

Percentage
30 25 20 15 10 5 0 Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Percentage

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TABLE NO: 4.1.26 ADEQUATE RESOURCES TO PERFORM THE JOB

[Link]
1 2 3 4 5

Participation
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

No of Respondent
60 98 46 77 219 500

Percentage
12% 19.6% 9.2% 15.4% 43.8% 100%

Interpretation
The above table shows that 43.8% of the respondents are highly dissatisfied with adequate resources , 19.6% of the respondents are satisfied with adequate resources,15.4% of the respondents dissatisfied with adequate resources, 12% of respondents are highly satisfied with adequate resources, 9.2% of the respondents are falls under the neutral category with adequate resources.

73

CHART NO: 4.1.26 ADEQUATE RESOURCES TO PERFORM THE JOB

Percentage
50 40 30 20 10 0

Percentage

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4.2.1 CHI SQUARE TEST

CROSS TABULATION BETWEEN AGE AND JOB SECURITY

Case Processing Summary Cases Valid N Age * jobsecurity 500 Percent 100.0% N 0 Missing Percent .0% N 500 Total Percent 100.0%

Age * jobsecurityCrosstabulation Count Jobsecurity A Age A B C D E F Total 12 5 4 6 3 3 33 b 67 105 28 40 49 33 322 c 15 20 12 8 6 9 70 D 8 15 6 8 5 8 50 E 5 4 5 9 2 0 25 Total 107 149 55 71 65 53 500

Null Hypothesis (Ho) - There is no significant relationship betweenAge and Job security Alternative Hypothesis (H1) - There is a significant relationship between Age and Job security

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FORMULA:

2 = (O-E) 2/E E = Row Total Column Total / Gender Total

Chi-Square Tests Value Pearson Chi-Square Likelihood Ratio N of Valid Cases 500 a. 8 cells (26.7%) have expected count less than 5. The minimum expected count is 2.65. INTERPRETATION: Since the calculated value of 2 is greater than the table value @ 5% level of significant, so the Alternative hypothesis (H1) is rejected. So we can accept null hypothesis that i.e. there is significant relationship between age and job security. 32.856a 32.734 df 20 20 Asymp. Sig. (2-sided) .035 .036

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4.2.2 CHI SQUARE TEST

CROSS TABULATION BETWEEN EDUCATIONAL QUALIFICATION AND OPINION ABOUT YOUR JOB

Case Processing Summary Cases Valid N Educational * Feel job 500 Percent 100.0% N 0 Missing Percent .0% N 500 Total Percent 100.0%

Educational * Feel job Cross tabulation Count Feel job A Educatio a b c d Total 23 37 29 4 93 B 65 153 68 11 297 c 5 50 20 8 83 D 4 14 7 2 27 Total 97 254 124 25 500

Null Hypothesis (Ho) - There is no significant relationship between Educational Qualification and feel about your job. Alternative Hypothesis (H1) - There is a significant relationship between Educational Qualification and feel about your job.

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FORMULA:

2 = (O-E) 2/E E = Row Total Column Total / Gender Total

Chi-Square Tests Value Pearson Chi-Square Likelihood Ratio N of Valid Cases 20.935
a

Df 9 9

Asymp. Sig. (2-sided) .013 .006

22.953 500

a. 3 cells (18.8%) have expected count less than 5. The minimum expected count is 1.35.

INTERPRETATION: Since the calculated value of 2 is greater than the table value @ 5% level of significant, so the Alternative hypothesis (H1) is rejected. So we can accept null hypothesis that i.e. there is significant relationship between educational qualification and feel about job.

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CHAPTER V FINDINGS AND SUGGESTIONS

5.1 FINDINGS
61.8% of the respondents are male. 29.8% of the respondents are under the age group of 21-25 years. 72.4% of the respondents are married. 50.8% of the respondents have completed diploma. 47.4% of the respondents have an monthly income of Rs5001-10000. 59.6% of the respondents have an experience of 3-5 years. 64.4% of the respondents are satisfied with job security 59.4% of the respondents feel that their job is interesting. 37.6% of the respondents are falls under the neutral category organization treating you respectful. 52.8% of the respondents are satisfied with rules and regulation. 33.8% of the respondents are strongly agree with work life balance is supported by his organization. 44.2% of the respondents agree that there are opportunities for growth and development. 40.4% of the respondents agree that there is work pressure during working hours.
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The above table shows that 52.8% of respondents do not agree that they are forced to work overtime.

26.6% of the respondents are falls under the neutral category with salary offered. 24,4% of the respondents are highly satisfied with safety measures adopted. 32.6% of the respondents are satisfied with rewards and recognition. 33.6% of the respondents are highly satisfied with leave benefits. 37.2% of the respondents falls under the neutral category with insurance. 31% of the respondents are highly dissatisfied with health related benefits. 46.4% of the respondents are satisfied job with rotation and new assignments. 45.6% of the respondents are dissatisfied with transports. 44.6% of the respondents are highly dissatisfied with accommodation. 40.4% of the respondents are satisfied with lighting facilities. The above table shows that 26.4% of respondents are highly satisfied with ventilation, 26.4% of respondents are highly dissatisfied 19.4% of the respondents are, satisfied with ventilation with ventilation,

The above table shows that 43.8% of the respondents are highly dissatisfied with adequate resources.

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5.2 SUGGESTIONS
Competitive and fair compensation can be provided to the employees. Allowances can be increased. Job rotation can be implemented to avoid boredom in work Organization should provide health related benefits to the employees. Training must be provided to the employees to improve their skills. Counseling and motivation should be provided to the employees. Canteen facilities should be improved. Rewards and recognition should be provided to the employees based on their performance. Flexible working hours can be followed to maintain work life balance of employees.
There should be an open, responsive and two way communication between the

management and the employees.

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5.3 CONCLUSION
Employee retention is a process in which the employees are encouraged to remain with the organization for the maximum period of time or until the completion of the project. Employee retention is beneficial for the organization as well as the employees. Employees comprise the most vital assets of the company. In a work place where employees are not able to use their full potential and not heard and valued, they are likely to leave because of stress and frustration. As soon as they feel dissatisfied with the current employer or the job, they switch over to the next job. It is the responsibility of the employer to retain their best employees. If they dont they would be left with no good employees. A good employer should know how to attract and retain its employees. Employee retention is very important for the success of the organization. Organizations should give best effort to keep their desirable employees (especially talented and experienced workers) to meet their organizational goals and objectives. Moreover, organizations should take some initiative actions or strategies to reduce their employee turnover to save their valuable knowledge (company information, customers information, current projects and past history) and expenses (hiring cost, and training cost)

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APPENDIX A STUDY ON EMPLOYEE RETENTION WITH SPECIAL REFERENCE TO AMIRTHA MILK, ERODE.
Questionnaire:
[Link] :

[Link]

a) Male

b) Female b) 21 25

[Link]

a) Below 20 years

c) 26 - 30 years f) above 40

d) 31- 35 years e) 36- 40 years

1. Marital status

a) Single

b) Married

[Link] Qualification

a) Up to school level

b) Diploma c) Under Graduate

d) Others(please specify)__

[Link] income (in rupees) : 20000

a) Below5000

b) Rs.5000-10000 c) Rs.10001e) Above 25000

d)Rs.20001-25000

[Link] experience (in years)

: a) 0 - 2 yearsb) 3-5 years d)Above10 years

c) 6-10 years

[Link] your level of satisfaction on job security a) Highly satisfied dissatisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly

[Link] do you feel about your job. a) Challenging b) Interesting c) Monotonous

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d) Boring

[Link] for employee turnover or attrition is. a) Salary b) Allowances c) High stress d) Long travel

e) Imbalance of personal and work life supervisors

f) work environment g) relationship with i) Others(please specify)__

h) relationship with co-workers

[Link] is treating you in a respectful way. a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

[Link] is your opinion about the company rules and regulation. a) Highly satisfied dissatisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly

[Link] life balance is supported by this organization. a) Highly satisfied d) Dissatisfied b) Satisfied e) Highly dissatisfied c) Neutral

[Link] provides opportunities for your growth and development. a) Strongly Agree d) Disagree b) Agree e) Strongly Disagree c) Neutral

[Link] of the following factor retains you in the same organization. a) Scale of pay c) Working Environment e) Job rotation b) Interpersonal Relationship d) Job Involvement f) Others (please specify)__

[Link] is work pressure during your working hours. a) Strongly Agree d) Disagree [Link] you forced to work overtime. a) Yes b) No b) Agree e) Strongly Disagree c) Neutral

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[Link] Employee counseling given by the organization. a) Yes b) No

[Link] far you are satisfied with salary offered by the company. a) Highly satisfied d) Dissatisfied b) Satisfied e) Highly dissatisfied c) Neutral

[Link] do you feel about the safety measures adopted by the company. a) Highly satisfied d) Dissatisfied b) Satisfied e) Highly dissatisfied c) Neutral

[Link] do you feel about the rewards and recognition for your achievements. a) Highly satisfied d) Dissatisfied b) Satisfied e) Highly dissatisfied c) Neutral

Mention your satisfaction level for following factor: [Link] 22 Factors Leave benefits (including sick, vacation, personal, paid holidays) Insurance Health related benefits Job rotation and new assignment Transport Accommodation Lighting facilities Ventilation Adequate resources to perform the job 31. Suggestion for improving employee retention. _________________________________________________________ Highly Satisfied satisfied Natural Dissatisfied Highly dissatis fied

23 24 25 26 27 28 29 30

85

BIBLIOGRAPHY
Books: Website: [Link] [Link] [Link] [Link] [Link] Kothari C.R., Second Edition (2003), Research Methodology Michael Armstrong 4th edition-2009, Strategic Human Resource Management.

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