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A Study On Employee Retention

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A STUDY ON EMPLOYEE RETENTION TABLE OF CONTENTS CHAPTER NO. TITLE PAGE NO. 1 INTRODUCTION 1.3 INTRODUCTION TO THE STUDY 1.3.1 Objectives of the study 1.3.2 Need of the study 1.3.3 Scope of the study 1.3.4 Limitations of the study 2 REVIEW OF LITERATURE 3 RESEARCH METHODOLOGY 3.1 RESEARCH DESIGN 3.2 SAMPLING TECHNIQUE 3.3 SAMPLE SIZE 3.4 DATA COLLECTION METHOD 3.5 STATISTICAL TOOLS USED 4 DATA ANALYSIS 5 FINDINGS 6 SUGGESTIONS 7 CONCLUSION ANNEXURES BIBLIOGRAPHY 4 DATA ANALYSIS 5 FINDINGS 6 SUGGESTIONS 7 CONCLUSION ANNEXURES BIBLIOGRAPHY LIST OF TABLES S.NO TITLE 4.1. 4.1.1 1 4.1. 4.1.2 2 4.1.3 4.1.3 4.1.4 4.1.4 4.1.5 4.1.5 4.1.6 4.1.6 4.1.7 4.1.7 4.1.8 4.1.8 4.1. 4.1.9 9 4.1.10 4.1.10 4.1.11 4.1.11 4.1.12 Posi Positi tion on cat categ egor ory y of the the empl employ oyee eess Year Yearss of expe experi rien ence ce of of the the emp emplo loye yees es Empl Employ oyees ees sat satis isfa fact ctio ion n towar towards ds work work envi enviro ronm nmen entt Employ Employees ees sati satisfa sfacti ction on toward towardss incent incentive ivess provide provided d by the the organiz organizati ation on Opinio Opinion n about about manage managemen ment’s t’s intere interest st in in moti motivat vating ing employ employees ees Employ Employees ees opinio opinion n about about opport opportuni unitie tiess for for growt growth h and and promo promotio tion n Employ Employees ees opin opinion ion abou aboutt their their career career develop developmen mentt in the the organi organizat zation ion Employ Employees ees resp response onse towa towards rds the the welfar welfaree policie policiess offere offered d by the the organi organizat zation ion Fact Factor orss mot motiv ivat atin ing g the the empl employ oyee eess Employ Employees ees opini opinion on about about stres stresss due to to overwo overwork  rk  What What did the the employ employees ees like like more more abou aboutt the comp company any Employees Employees opinion opinion about the medical medical facilitie facilitiess offered offered by the company company 4.1.13 Employees Employees response response towards towards perform performance ance appraisa appraisall system system followed followed in the company 4.1.14 Employees Employees opinion opinion about about balancing balancing the work work life life and and personal personal life 4.1.15 Employees Employees satisf satisfacti action on level toward towardss the Grievanc Grievancee handling handling system system followed followed in in the company 4.1.16 Whether Whether company company welcomes welcomes new ideas and innovat innovation ion from from the the employe employees es 4.1.17 Employees Employees satis satisfacti faction on level level regarding regarding superio superiorr subordina subordinate te relation relationship ship LIST OF CHARTS Page No Page S.NO TITLE 4.1.1 4.1.1 4.1.2 4.1.2 4.1.3 4.1.3 4.1.4 4.1.5 4.1.5 4.1.6 4.1.6 4.1.7 4.1.7 4.1.8 4.1.9 4.1.9 4.1.10 4.1.10 4.1.11 4.1.11 4.1.12 Posi Positi tion on cat catego egory ry of the the empl employ oyee eess Year Yearss of of expe experi rien ence ce of of the the emp emplo loye yees es Employ Employees ees satisf satisfact action ion toward towardss work work enviro environme nment nt Employees Employees satisfact satisfaction ion towards towards incentives incentives provided provided by the organizatio organization n Opinio Opinion n about about manage managemen ment’s t’s inte interes restt in motiv motivati ating ng employ employees ees Employ Employees ees opini opinion on about about oppor opportun tunit ities ies for for growt growth h and promo promotio tion n Employ Employees ees opini opinion on about about their their career career devel developm opment ent in the the organi organizat zation ion Employees Employees response response towards towards the welfare welfare polici policies es offered offered by the organizatio organization n Fact Factor orss mot motiv ivat atin ing g the the empl employ oyee eess Employ Employees ees opini opinion on about about stres stresss due to to overwo overwork  rk  What What did the the employ employees ees like like more more abou aboutt the comp company any Employees Employees opinion opinion about the medical medical facilitie facilitiess offered offered by the company company No 4.1.13 Employees Employees response response towards towards perform performance ance appraisa appraisall system system followed followed in the company 4.1.14 Employees Employees opinion opinion about about balancing balancing the work work life life and and personal personal life 4.1.15 Employees Employees satisf satisfacti action on level toward towardss the Grievanc Grievancee handling handling system system followed followed in the company 4.1.16 Whether Whether company company welcomes welcomes new ideas and innovat innovation ion from from the the employe employees es 4.1.17 Employees Employees satis satisfacti faction on level level regarding regarding superio superiorr subordina subordinate te relation relationship ship 1.3 INTRODUCTION TO THE STUDY In toda todays ys scen scenar ario io reta retain inin ing g the the empl employ oyee eess in the the orga organi niza zati tion on is beco becomi ming ng a challengeable job. Hiring knowledgeable people for the job is essential for an employer. But retention is even more important than hiring. The employees are valuable assets to the organization so it is the responsibility for the organization to develop the strategies inorder to retain the employees. employees. Employee attrition attrition may be due to various factors such as lack of growth opportunities, opportunities, dissatisfaction with the working working environment, lower pay etc... As soon as they feel dissatisfied with the current employer or the job, they switch over to the next job, It is the responsibility of the organization to retain their    best employees. The organization should satisfy the needs and wants of the employees working in the organization which helps in reducing employee turn over. Employee retention greatly constitute for the growth of the organization. 1.3.1 OBJECTIVES PRIMARY OBJECTIVE: To reduce the employees turn over in the organization. SECONDARY OBJECTIVE: • To retain the experienced and skillful employees within the organization. • To reduce the cost of turn over. • To identify the factors causing dissatisfaction of the employees • To identify the factors motivating the employees 1.3.2 NEED OF THE STUDY In today’s scenario employees turnover is getting increased day by day which affects the growth of the company. Employees turnover causes huge loss for the company, which invests a lot of money in training them. The study helps to identify the factors causing dissatisfaction, to the employees and thereby reducing the employees exiting the  profession. 1.3.3 SCOPE OF THE STUDY By identifying the factors causing employee turn over, the organization can develop and maintain the strategies that help them to retain their  employees. This study helps the management to analyze the factors that motivates the employees. By identifying the factors of motivation management may concentrate on those motivating factors in order to create job satisfaction. Providing job satisfaction to the employees will increase employee loyalty which in turn helps the organization to retain their employees. 1.3.4 LIMITATIONS OF THE STUDY • Due to time constraint the study is restricted only to limited respondents • The information collected may not be accurate. • Some respondents have not responded to all the questions. • The data given by the respondents may be personally biased. • Area of the study is confined to the employees in Chennai only. 2. REVIEW OF LITERATURE Employee turnover rates have, within the last several years, become a nationwide epidemic. Employees no longer feel the sense of company loyalty that once existed. By developing multivariate models that combine a number of factors contributing to turnover  and empirically testing the models researchers have sought to predict why individuals leave organizations. Many studies are based on only a small number of variables which often only explain a small amount of variability in turnover. Another criticism of turnover studies is that they do not adequately capture the complex psychological processes involved in individual turnover decisions. Meta-analyses’ of Cotton and Tuttle (1986); Hom et al (1992); Griffeth et al (2000); Steer and Ovalle (1984); Tett and Meyer (1993) have simulated a large number of   predictors and antecedents of employee turnover Many studies such as March and Simon (1958); Price and Mueller (1986); Mobley et al.(1979); Sheridan and Abelson’s (1983) etc. have built theoretical models on employee turnover. There have been 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 meta-analysis 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 commitment, comparison of alternatives and intention to quit. William M. Mercer, Inc. (1998) discovered, when surveying 206 medium to large companies in 1998, businesses high turnover often lost employees because of  dissatisfaction with compensation. Research on the impact of unemployment rates as a proxy for actual opportunities in employee turnover revealed that unemployment rates affected the job- satisfaction/turnover intent relationship but not actual turnover (Kirshenbaum & Mano Negrin, 1999). Elangovan (2001) noted that the notion of job satisfaction and organizational commitment being causally related has not been incorporated in most turnover models. His study indicated there were strong causal links between stress and satisfaction (higher  stress leads to lower satisfaction) and between satisfaction and commitment (lower  satisfaction leads to lower commitment). He further noted a reciprocal relationship  between commitment and turnover intentions A recent study of turnover by Boxall et al (2003) in New Zealand confirmed the view that motivation for job change is multidimensional and that no one factor will explain it. 3. RESEARCH METHODOLOGY 3.1 RESEARCH DESIGN A research design is purely and simply the framework or    plan for a study that guides the collection and analysis of the data. The function of  research design is to ensure that the required data are collected accurately and economically. The Research design used in the study was descriptive research design. The descriptive study portrays the characteristics of a group or an individual or situation. 3.2 SAMPLING TECHNIQUE The sampling technique used in this study is Stratified sampling. 3.3 SAMPLE SIZE The sample size used in this study is 50. The universe of the study includes employees in HR admin. In HMIL the total number of employee in HR  admin are 89. Out of them 50 are selected for the study. 3.4 DATA COLLECTION METHOD Based on the nature and purpose of study there are various modes of data collection. Data sources can be classified into two categories namely primary and secondary sources. Primary data: The primary data are collected from structured form of questionnaire. The questionnaire consists of multiple choices, dichotomous and ranking type of  questions. Secondary data: The secondary data are collected through company records and journals 3.5 STATISTICAL TOOLS USED The statistical tools used in this study are 1. chi- square analysis 2. Weighted average method CHI - SQUARE TEST Chi – square test is an important non – parametric test and as such no test is necessary in respect of the type of population. We required only the degree of freedom (implicit of course the size of the sample) for using this test. As a non – parametric test, Chi – square can be used (i) as a test of goodness of fit and (ii) as a test of independence. Since the researcher used test of independence only the details about test of independence is given below. TEST OF INDEPENDENCE test enables us to explain whether or not two attributes are associated. In order   be may apply the chi – square test either as a test to judge the significance of association   between attributes, it is necessary that the observe as well as theoritical or expected frequencies must be grouped in the same way and theoritical distribution must be adjusted to give the same total frequency as we find in case of observe distribution. Karl Pearson developed a test for testing the significance of discrepancy between experimental values and the theoritical values obtained under some theory or hypothesis. This test is known as test of goodness of fit. Karl Pearson proved that statistic = /E O – Observed frequency E – Expected frequency is used to test whether difference between observed and expected frequencies are frequent. To find table value degree of freedom should be calculated. Degree of freedom is calculated using the formula (r – 1) (c -1). The table value for this degree of freedom is seen using 5% or 1% of significant level. If table value is greater than calculated value, Null hypothesis is accepted or null hypothesis is rejected. In this study the chi-square test the table value ha s taken @ 5% level of significance. WEIGHTED AVERAGE METHOD Weighted average can be defined as an average whose components aggregate of the products are divided by the total of weights. One of  the imitations of simple arithmetic mean is that it gives equal importance to all the items of the distribution. In certain cases relative importance of all the items in the distribution is not the same where the importance of the items varies. It is essential to allocate weight applied but may vary in different cases. Thus weight age is a number standing for the relative importance of items. 4. DATA ANALYSIS 4.1 PERCENTAGE ANALYSIS TABLE – 4.1.1 CLASSIFICATION OF EMPLOYEES BASED ON THEIR EXPERIENCE S.NO 1 2 3 4 5 Respondents Less than 1 year 1-2 year 2-3 year 3-4 year Above 4 year Total Response 10 14 10 7 9 50 Percentage 20 28 20 14 18 100 CHART – 4.1.1 CLASSIFICATION OF EMPLOYEES BASED ON THEIR EXPERIENCE Interpretation: It is infered that 20% of employees has experience less than 1 year, 28% of employees has experience of 1-2 year, 20% of employees has experience of 2-3 year,and 14% of employees has experience of 3-4 year and 18% of employees has experience above 4 years. TABLE – 4.1.2 POSITION CATEGORY S.No 1 2 Position category Middle Level Managerial Level Total No. of Respondents 28 22 50 Percentage 56 44 100 CHART– 4.1.2 POSITION CATEGORY Interpretation: It is infered that 56% of employee belongs to Middle level and 44% of  employees belongs to Managerial level. TABLE – 4.1.3 SATISFACTION TOWARDS THE WORK ENVIRONMENT S.no Response Respondents Percentage 1 2 3 4 5 Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total 10 22 11 4 3 50 20 44 22 8 6 100 CHART– 4.1.3 SATISFACTION TOWARDS THE WORK ENVIRONMENT Interpretation: From the table it is infered that 20% of employees are highly satisfied with the work environmnent,44% of employees are satisfied with the work  environmnent,22% of employees are neutral in satisfaction with the work  environmnent,8% of employees are dissatisfied with the work environmnent and 6% of  employees are highly dissatisfied with the work environmnent. TABLE – 4.1.4 OPINION ABOUT THE INCENTIVES PROVIDED S.no 1 2 3 Response Highly satisfied Satisfied Neutral Respondents 24 16 7 Percentage 48 32 14 4 5 Dissatisfied Highly dissatisfied Total 3 50 6 100 CHART– 4.1.4 OPINION ABOUT THE INCENTIVES PROVIDED Interpretation: From the table it is seen that 48% of employees are highly satisfied 32% of employees are satisfied 14% or employees are neutral and 6% of employees are dissatisfied with the incentives provided in the organisation. TABLE – 4.1.5 THE MANAGEMENT’S INTEREST IN MOTIVATING EMPLOYEES S.no Response Respondents Percentage 1 Strongly agree 20 40 2 Agree 11 22 3 Neutral 14 28 4 Disagree 5 10 Total 50 100 CHART– 4.1.5 THE MANAGEMENT’S INTEREST IN MOTIVATING EMPLOYEES Interpretation: From the table it is infered that 40% of employees strongly agree,22% of employeesagree,28% of employees are neutral and 10% of employees disagree with the management’s interest in motivating employees. TABLE – 4.1.6 OPINION ABOUT THE OPPORTUNITIES FOR PROMOTION S.no Response Respondents Percentage 1 Highly satisfied 15 30 2 Satisfied 28 56 3 Dissatisfied 5 10 4 Highly dissatisfied 2 4 Total 50 100 CHART– 4.1.6 OPINION ABOUT THE OPPORTUNITIES FOR PROMOTION Interpretation: It is clear that 30% of employees are highly satisfied,56% of  employees are satisfied,10% of employees are dissatisfied and 4% of employees are highly dissatisfied with opportunities for growth and promotion. TABLE – 4.1.7 SATISFACTION REGARDING THE CAREER DEVELOPMENT S.no 1 2 3 4 5 Response Strongly agree Agree Neutral Disagree Strongly disagree Total Respondents 10 20 15 2 3 50 Percentage 20 40 30 4 6 100 CHART– 4.1.7 SATISFACTION REGARDING THE CAREER DEVELOPMENT Interpretation: It is infered that 20% of employees strongly agree,40% of employees agree,30% of employees are neutral 4% of employees are disagree and 6% of employees strongly disagree with the career development in the organisation. TABLE – 4.1.8 RESPONSE ABOUT THE WELFARE POLICIES PROVIDED S.no 1 2 3 4 5 Response Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total Respondents 24 17 9 50 CHART – 4.1.8 Percentage 48 34 18 100 RESPONSE ABOUT THE WELFARE POLICIES PROVIDED Interpretation: 48% of employees are highly satisfied,34% of employees are satisfied and 18% of employees are neutral with the welfare policies provided in the company. TABLE – 4.1.9 FACTORS MOTIVATING THE EMPLOYEES S.no Factors Respondents Percentage 1 Increase in salary 8 16 2 Promotion 20 40 3 Leave 7 14 4 Power 15 30 Total 50 100 CHART – 4.1.9 FACTORS MOTIVATING THE EMPLOYEES Interpretation:It is infered that 16% of employees are motivated by the increase in salary,40% of employees are motivated by the promotion,14% of employees are motivated by the leave and 30% of employees are motivated by the power. TABLE – 4.1.10 STRESS DUE TO OVERWORK  S.No 1 2 Response Yes No Total No. of Respondents 38 12 50 CHART – 4.1.10 STRESS DUE TO OVERWORK  Percentage 76 24 100 Interpretation: It is infered that 76% of employees accepted the fact of stress due to over work in the company and 24% of employees does’nt accepted the fact of stress due to over work. TABLE – 4.1.11 WHAT DID YOU LIKE MORE ABOUT THE COMPANY S.no Factors Respondents Percentage 1 Compensation 12 24 2 Rewards & Recognition 8 16 3 Job security 5 10 4 Relationship 25 50 Total 50 100 CHART – 4.1.11 WHAT DID YOU LIKE MORE ABOUT THE COMPANY Interpretation:It is infered that 24% of employees like compensation,16% of  employees like rewards&recognition,10% of employees like job security and 50% of  employees like relationship in the company. TABLE – 4.1.12 MEDICAL FACILITIES PROVIDED IN THE ORGANISATION S.No 1 2 Response Yes No Total No. of Respondents 50 50 Percentage 100 100 CHART – 4.1.12 MEDICAL FACILITIES PROVIDED IN THE ORGANISATION Interpretation: It is infered that all the respondents are satisfied with the medical facilities offered by the organisation. TABLE – 4.1.13 RESPONSE TOWARDS THE PERFORMANCE APPRAISAL SYSTEM S.No 1 2 Response Yes No Total No. of Respondents 35 15 50 Percentage 70 30 100 CHART – 4.1.13 RESPONSE TOWARDS THE PERFORMANCE APPRAISAL SYSTEM Interpretation: It is infered that 70% of employees are satisfied with the performance appraisal system and 30% of employees are not satisfied with the performance appraisal system followed in the organisation. TABLE – 4.1.14 OPINION ABOUT BALANCING WORK LIFE AND PERSONAL LIFE S.No 1 2 Response Yes No Total No. of Respondents 38 12 50 Percentage 76 24 100 CHART – 4.1.14 OPINION ABOUT BALANCING WORK LIFE AND PERSONAL LIFE Interpretation: It is infered that 76% of employees are satisfied about balancing work  life with the personal life and 24% of employees are nt satisfied in balancing the work  life with the personal life TABLE – 4.1.15 OPINION ABOUT GREIVANCE HANDLING SYSTEM S.no Factors Respondents Percentage 1 Highly efficient 12 24 2 Efficient 23 46 3 Inefficient 5 10 4 Highly inefficient 3 6 5 Neither efficient nor inefficient 7 14 Total 50 100 CHART – 4.1.15 OPINION ABOUT GREIVANCE HANDLING SYSTEM Interpretation: It is infered that 24% of employees accepts highly efficient,46% of  employees accepts efficient,10% of employees accepts inefficient,6% of employees accepts highly inefficient and 14% of employees g iven the opinion of neither efficient nor inefficient for Greivance handling system in the company. TABLE – 4.1.16 COMPANY WELCOMES NEW IDEAS AND INNOVATION S.No 1 2 Response Yes No Total No. of Respondents 40 10 50 Percentage 80 20 100 CHART – 4.1.16 COMPANY WELCOMES NEW IDEAS AND INNOVATION Interpretation: It is infered that 80% of employees responded yes and 20% of  employees responded no for company’s interest in entertaining new ideas and innovation from employees. TABLE – 4.1.17 OPINION ABOUT SUPERIOR SUBORDINATE RELATIONSHIP S.no Factors Respondents Percentage 1 Highly satisfied 12 24 2 Satisfied 22 44 3 Neutral 11 22 4 Dissatisfied 5 10 Total 50 100 CHART – 4.1.17 OPINION ABOUT SUPERIOR SUBORDINATE RELATIONSHIP Interpretation: It is infered that 24% of employees are highly satisfied,44% of  employees are satisfied,22% of employees are neutral and 10% of employees are dissatisfied with superior subordinate relationship. STATISTICAL TOOLS 4.2 CHI - SQUARE TEST 4.2.1. SATISFACTION WITH THE WORK ENVIRONMENT To determine whether there is significant difference between the nature of work  environment and the employee retention H0 : There is no significant difference between the nature of work environment and the employee retention H1 : there is significant difference between the the nature of work  environment and the employee retention S. NO 1 2 3 4 5 Options Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total No of respondents 10 22 11 4 3 Percentage (%) 20 44 22 8 6 50 100 Expected Frequency = 50/5 = 10 Calculation of : Observed Expected Frequency (O) 10 22 11 4 3 Frequency (E) 10 10 10 10 10 Calculated ψ^2 = 0 – Observed Frequency E – Expected Frequency Calculated =23 /E 0 144 1 36 49 TOTAL 0 14.4 0.1 3.6 4.9 23 Degree of freedom = (5-1) = 4 d.f at 5 % level of significance Therefore, Tabulated Since Calculated =9.488 > Tabulated Therefore, we reject the hypothesis. i.e, there is significant difference between the nature of work environment and the employee retention 4.2.2. CAREER DEVELOPMENT IN THE ORGANISATION To determine whether there is significant difference between the career development of  employees and the employee retention H0 : There is no significant difference between the career development of  employees and the employee retention H 1 : there is significant difference between the career development of  employees and the employee retention S. NO 1 2 3 4 5 Options Strongly agree Agree Neutral Disagree Strongly disagree Total No of respondents 10 20 15 2 3 Percentage (%) 20 40 30 4 6 50 100 Expected Frequency = 50/5 = 10 Calculation of : Observed Expected Frequency (0) 10 20 15 2 3 Frequency (E) 10 10 10 10 10 /E 0 100 25 64 49 TOTAL 0 10 2.5 6.4 4.9 23.8 Calculated ψ^2 = 0 – Observed Frequency E – Expected Frequency Calculated =23 Degree of freedom = (5-1) = 4 d.f at 5 % level of significance Therefore, Tabulated Since Calculated =9.488 > Tabulated Therefore, we reject the hypothesis. i.e, there is significant difference between the career development of employees and the employee retention 4.3 WEIGHTED AVERAGE METHOD 4.3.1 FACTORS MOTIVATING THE EMPLOYEES Factors Increase Respondents (Xi) in Weightage (Wi) (Wi*Xi)/ ∑Wi Rank   8 2 1.6 III 20 4 8 I Leave 7 1 0.7 IV Power 15 3 4.5 II Total 50 10 14.8 salary Promotion Inference: From the table it is seen that most of the respondents have given first preference to  promotion, second preference to power, third preference to increase in salary and fourth  preference to leave with respect to the factors motivating them. 4.3.2. GREIVANCE HANDLING SYSTEM IN THE ORGANISATION Options Highly Respondents (Xi) 12 Weightage (Wi) 5 (Wi*Xi)/ ∑Wi 4 Rank   II efficient Efficient 23 4 6.1 I Inefficient 5 2 0.66 IV Highly 3 1 0.2 V 7 3 1.4 III 40 15 12 inefficient Neither efficient inefficient Total nor Inference: From the table it is seen that most of the respondents have rated first for Efficient, secondly Highly efficient, third rank is for Neither efficient nor inefficient, Inefficient stands fourth, whereas Highly inefficient stands the last that has been improved. FINDINGS  It is infered that 20% of employees has experience less than 1 year, 28% of  employees has experience of 1-2 year, 20% of employees has experience of 2-3 year,and 14% of employees has experience of 3-4 year and 18% of employees has experience above 4 years.  It is infered that 56% of employee belongs to Middle level and 44% of employees  belongs to Managerial level  From the table it is infered that 20% of employees are highly satisfied with the work environmnent,44% are satisfied with the work environmnent,22% are neutral in satisfaction with the work environmnent,8% are dissatisfied with the work  environmnent and 6% are highly dissatisfied with the work environmnent.  From the table it is seen that 48% of employees are highly satisfied 32% are satisfied 14% are neutral and 6% are dissatisfied with the incentives provided in the organisation.  From the table it is infered that 40% of employees strongly agree,22% of  employees agree,28% of employees are neutral and 10% of employees disagree with the management’s interest in motivating employees.  It is clear that 30% of employees are highly satisfied,56% of employees are satisfied,10% of employees are dissatisfied and 4% of employees are highly dissatisfied with opportunities for growth and promotion.  It is infered that 20% of employees strongly agree,40% of employees agree, 30% of employees are neutral 4% of employees are disagree and 6% strongly disagree with the career development in the organisation  It is clear that 48% of employees are highly satisfied, 34% are satisfied and 18% of employees are neutral with the welfare policies provided in the company.  It is infered that 16% of employees are motivated by the increase in salary,40% of  employees are motivated by the promotion,14% of employees are motivated by the leave and 30% of employees are motivated by the power.  It is infered that 76% of employees accepted the fact of stress due to over work in the company and 24% of employees does’nt accepted the fact of stress due to over  work.  It is infered that 24% of employees like compensation,16% of employees like rewards&recognition,10% of employees like job security and 50% of employees like relationship in the company.  It is infered that all the respondents are satisfied with the medical facilities offered  by the organisation.  It is infered that 70% of employees are satisfied with the performance appraisal system and 30% of employees are not satisfied with the performance appraisal system followed in the organisation.  It is infered that 76% of employees are satisfied about balancing work life with the  personal life and 24% of employees are not satisfied in balancing the work life with the personal life  It is infered that 24% of employees accepts highly efficient,46% of employees accepts efficient,10% of employees accepts inefficient,6% of employees accepts highly inefficient and 14% of employees given the opinion of neither efficient nor  inefficient for Greivance handling system in the company.  It is infered that 80% of employees responded yes and 20% of employees responded no for company’s interest in entertaining new ideas and innovation from employees.  It is infered that 24% of employees are highly satisfied,44% of employees are satisfied,22% of employees are neutral and 10% of employees are dissatisfied with superior subordinate relationship SUGGESTIONS  The Management should take efforts in motivating the employees working in the organization.  The Organization should concentrate on the career development of the employees  The job stress experienced by the employees can be reduced by increasing the manpower in the organization.  The management should create growth opportunities for the employees  Grievance handling system can be made more efficient which results in increased level of satisfaction among the employees.  Employees should be recognized for their work. This enables a better superior  Sub ordinate relationship within the organization.  The management should provide a better work environment which results in job satisfaction to the employees. CONCLUSION In order to retain the employees within the organization, their complaints should be resolved immediately. Many complaints can become grievances if unnoticed. The Grievance Handling system should be made more efficient in the organization. The employees are valuable assets to the organization retaining them is considered to be more essential.. The organization has to motivate the employees. Motivation increases   performance level, it lowers employee turnover. Motivation ensures stability of  workforce and hence the stability of the organization. The organization has to concentrate in career development of their employees. The increased attention to and concern for  individual careers generate more organizational loyalty and therefore lower employee turnover. Organizations should proactively recognize the benefits of understanding, managing and improving employee loyalty. QUESTIONNAIRE 1. Name: (Optional) 2. Years of experience: a) Less than 1 year b) 1-2 year c) 2-3 year d) 3-4 year e) Above 4 year  3. Position category: a) Middle level b) Managerial level 4. Are you satisfied with the work environment? a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied 5. Are you satisfied with the incentive provided by the organization? a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied 6. Management is really interested in motivating people a) Strongly agree b) Agree c) Neutral d) Disagree e)Strongly disagre 7. Give your opinion about the opportunities for growth and promotion a) Highly satisfied b) Satisfied c) Dissatisfied d) Highly dissatisfied 8. Employees are satisfied with career development at the organization a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 9. Are you satisfied with the company’s welfare policies towards the employee? a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied 10. Rank the following factors which motivate you the most a) Increase in salary b) Promotion 11. Stress due to overwork a) Yes c) Leave d) Power  b) No 12. What did you like more about the company? a) Compensation b) Rewards Recognition c) Job security d) Relationship 13. Does the Organization provide medical facilities as and when needed? a) Yes b) No 14. Are you happy with the performance appraisal system? a) Yes b) No 15. Are you able to balance work life and personal life? a) Yes b) No 16. How effective is the Grievance Handling system?