Siva Project

A STUDY ON EMPLOYEE RETENTION IN RANE MADRAS LTD, CHENNAI

PROJECT REPORT

Submitted by

SIVASANKAR.M

REGISTER NUMBER (MA/10/35)

In partial fulfillment of the requirement for the award of the Degree

MASTER OF ARTS IN HUMAN RESOURCE MANAGEMENT

Under the guidance of

MR.RAJAN

DEPARTMENT OF M.A.HRM

MADRAS SCHOOL OF SOCIAL WORK

(AUTONOMOUS)

32, CASA MAJOR ROAD, EGMORE

CHENNAI-600088

MARCH 2012

BONAFIDE CERTIFICATE

This is to certify that the project titled “A Study on Employee Retention In

RANE MADRAS LTD, Chennai” is a bonafide project work carried out between

January 2010 and February 2010 by SIVASANKAR.M final year student of

M.A.HRM, Madras School Of Social Work (Autonomous), Egmore, Chennai in

partial fulfillment of the requirement for the award of the degree of Master Of Arts

In Human Resource Management and that the project has not been used previously

for the award of any degree, diploma, scholarship, fellowship or any other project

title.

Signature of the HOD Signature of the Guide

Signature of the principal

DECLARATION

I, SIVASANKAR.M, a final year M.A.HRM students of Madras School of

Social Work, Egmore, Chennai 600008, hereby declare that the project titled “A

Study on Employee Retention In RANE MADRAS LTD, Chennai” towards

fulfillment of Masters of Arts in Human Resource Management degree, is our

original work.

Signature of the guide Signature of the student

Place: Chennai

Date:

ACKNOWLEDGEMENT

First I would like to thank the Lord Almighty for giving me all the wisdom, the knowledge and

strength to carry out this project in a successful manner.

Any accomplishment requires the assistance and guidance from a number of people. I owe the

successful completion of my project to these people. I would like to thank the Principal of my

college, Dr.Fatima Vasanth for being a pillar of support throughout my duration as a student at

Madras School of Social Work.

I express my profound gratitude to Mrs. Jayanthi Peter, Head of the Department, and thanks to

all my professors, Mrs. Mohana, Mrs. Balasandhiya, Mrs. Prethika, Ms. Deepa and

Mr. Inian. I am indebted for their able assistance, guidance and constant encouragement

for completing my Research work.

I wish to sincerely thank my guide, Mr. Rajan, for helping me constantly, rendering valuable

suggestions at all stages of the study and ensuring that the project was completed successfully. I

am extremely thankful to my the Management for providing the library facilities and

administrative support

.

I would like to extend my gratitude to Mr.Krishna moorthi, Head-HR, Rane Madras Limited

(Chennai), for extending permission to take up the project work in the organization and for their

invaluable support in completion of the project.

My sincere thanks to all the respondents for their co-operation given during the study.

Last but not the least I extend my gratitude to my family and friends and dear ones for

their constant support throughout this study.

Place: Chennai

Date: (SIVASANKAR.M)

TABLE OF CONTENTS

CHAPTER NUMBER

TITLE PAGE NUMBER

1 INTRODUCTION

1.1 INTRODUCTION

1.2 STATEMENT OF THE PROBLEM

1.3 NEED AND IMPORTANCE OF THE STUDY

1.4 OBJECTIVES OF THE STUDY

1.5 RESEARCH METHODOLOGY

1.6 LIMITATIONS OF THE STUDY

1.7 CHAPTERIZATION

2 REVIEW OF THE LITERATURE

2.1 THEORETICAL REVIEW

2.2 RESEARCH REVIEW

2.3 JOURAL REVIEW

3 INDUSTRY AND COMPANY PROFILE

3.1 INDUSTRY PROFILE

4 DATA ANALYSIS AND INTERPRETATION

DATA ANALYSIS AND INTERPRETATION

5 CONCLUSION

5.1 SUMMARY OF FINDINGS

5.2 SUGGESTIONS

5.3 CONCLUSION

BIBLIOGRAPHY

APPENDIX – QUESTIONNAIRE

LIST OF TABLES

TABLE

NO TITLE

PAGE

NO

1 Distribution of respondents by Age

2 Distribution of respondents by Gender

3 Distribution of respondents by Marital status

4Distribution of respondents of years of experience in the

organization

5 Distribution of respondents on impact of employee retention

6 Distribution of respondents on helps to develop the organization

7Distribution of respondents on employee retention process

undertaken by an employer

8Distribution of respondents retention program providing in your

organization

9 Distribution of respondents on feel about compensation structure

10Distribution of respondents on satisfied in your organization work

culture

11Distribution of respondents on internal facilities providing in your

organization

12Distribution of respondents on external facilities proving in your

organization.

13Distribution of respondents on participated employee engagement

program in your organization.

14 Distribution of respondents on the opinions of the level of

employee engagement is employee’s has towards

15 Distribution of respondents on satisfied employee engagement

program in your organization

16 Distribution of respondents on feel good about working in your

department

17 Distribution of respondents on work as challenging and scope of

using the skills

18 Distribution of respondents on Scope for career potential

development

19 Distribution of respondents on sharing of information among all

team members.

20 Distribution of respondents on feedback given by supervisor

21 Distribution of respondents on Openness of supervisor towards

suggestion

LIST OF FIGURES

TABLE

NO TITLE

PAGE

NO

1 Distribution of respondents by Age

2 Distribution of respondents by Gender

3 Distribution of respondents by Marital status

4Distribution of respondents of years of experience in the

organization

5 Distribution of respondents on impact of employee retention

6 Distribution of respondents on helps to develop the organization

7Distribution of respondents on employee retention process

undertaken by an employer

8Distribution of respondents retention program providing in your

organization

9 Distribution of respondents on feel about compensation structure

10Distribution of respondents on satisfied in your organization work

culture

11Distribution of respondents on internal facilities providing in your

organization

12Distribution of respondents on external facilities proving in your

organization.

13Distribution of respondents on participated employee engagement

program in your organization.

14 Distribution of respondents on the opinions of the level of

employee engagement is employee’s has towards

15Distribution of respondents on satisfied employee engagement

program in your organization

16 Distribution of respondents on feel good about working in your

department

17 Distribution of respondents on work as challenging and scope of

using the skills

18 Distribution of respondents on Scope for career potential

development

19 Distribution of respondents on sharing of information among all

team members.

20 Distribution of respondents on feedback given by supervisor

21 Distribution of respondents on Openness of supervisor towards

suggestion

CHAPTER – 1

INTRODUCTION

INTRODUCTIONS:

DEFINITION OF RETENTION: Retention define as the process of implementing initiatives

to encourage the retention of staff in the workplace.

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 employee.

Employees today are different. They are not the ones who don’t have good opportunities

in hand. 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

don’t, they would be left with no good employees. A good employer should know how to attract

and retain its employees.

Retention involves five major things:

Compensation

Environment

Growth

Relationship

Support

Compensation:

Compensation constitutes the largest part of the employee retention process. The

employees always have high expectations regarding their compensation packages. Compensation

packages vary from industry to industry. So an attractive compensation package plays a critical

role in retaining the employees. Compensation includes salary and wages, bonuses, benefits,

prerequisites, stock options, bonuses, vacations, etc.

http://retention.naukrihub.com/

Environment:

It is not about managing retention. It is about managing people. If an organization

manages people well, employee retention will take care of itself. Organizations should focus on

managing the work environment to make better use of the available human assets

.

Growth:

Growth and development are the integral part of every individual’s career. If an

employee can not foresee his path of career development in his current organization, there are

chances that he’ll leave the organization as soon as he gets an opportunity.

Relationship:

Sometimes the relationship with the management and the peers becomes the reason for

an employee to leave the organization. The management is sometimes not able to provide an

employee a supportive work culture and environment in terms of personal or professional

relationships. There are times when an employee starts feeling bitterness towards the

management or peers. This bitterness could be due to many reasons. This decreases employee’s

interest and he becomes de-motivated. It leads to less satisfaction and eventually attrition.

Support:

Lack of support from management can sometimes serve as a reason for employee

retention. Supervisor should support his subordinates in a way so that each one of them is a

success. Management should try to focus on its employees and support them not only in their

difficult times at work but also through the times of personal crisis. Management can support

employees by providing them recognition and appreciation.

The basic practices of employee retention strategies:

Hire the right people in the right way.

Empower the employees: Give the employees the authority to get things done.




Make employees realize that they are the most valuable asset of the organization.

Have faith in them, trust them and respect them.

Provide them information and knowledge.

Keep providing them feedback on their performance.

Recognize and appreciate their achievement.

Keep their morale high.

Create an environment where the employees want to work and have fun.

The Three R’s of Employee Retention:

To keep employees and keep satisfaction high, you need to implement each of the three R’s

of employee retention:

RESPECT

RECOGNITION

REWARDS

Respect is esteem, special regard, or particular consideration given to people. As the

pyramid shows, respect is the foundation of keeping your employees. Recognition and rewards

will have little effect if you don’t respect employees.

Recognition is defined as “special notice or attention” and “the act of perceiving

clearly.” Many problems with retention and morale occur because management is not paying

attention to people’s needs and reactions.

Rewards are the extra perks you offer beyond the basics of respect and recognition that

make it worth people’s while to work hard, to care, to go beyond the call of duty. While rewards

represent the smallest portion of the retention equation, they are still an important one.

When we implement the “three R’s” approach, you will reduce turnover and enjoy the

following:

Increased productivity

Reduced absenteeism

More pleasant work environment (for both employees and employer)

Improved profits

IMPORTANCE OF EMPLOYEE RETENTION

The process of employee retention will benefit an organization in the following ways;

The cost of turnover: The cost of employees turnover add hundreds of thousands of money to a

company's expenses. While it is difficult to fully calculate the cost of turnover (including hiring

costs, training costs and productivity loss), industry experts often quote 25% of the average

employee salary as a conservative estimate

Loss of Company Knowledge: When an employee leaves, he takes with him valuable

knowledge about the company, customers, current projects and past history (sometimes to

competitors). Often much time and money has been spent on the employee in expectation of a

future return. When the employee leaves, the investment is not realized.

Interruption of Customer Service: Customers and clients do business with a company in part

because of the people. Relationships are developed that encourage continued sponsorship of the

business. When an employee leaves, the relationships that employee built for the company are

severed, which could lead to potential customer loss

Turnover leads to more turnovers: When an employee terminates, the effect is felt throughout

the organization. Co-workers are often required to pick up the slack. The unspoken negativity

often intensifies for the remaining staff.

Goodwill of the company: The goodwill of a company is maintained when the attrition rates are

low. Higher retention rates motivate potential employees to join the organization.

Regaining efficiency: If an employee resigns, then good amount of time is lost in hiring a new

employee and then training him/her and this goes to the loss of the company directly which many

a times goes unnoticed. And even after this you cannot assure us of the same efficiency from the

new employee.

WHAT MAKES EMPLOYEE LEAVE:

Employees do not leave an organization without any significant reason. There are certain

circumstance that leads to their leaving the organization.

Job is not what employee expected to be: sometimes the job responsibilities don’t

come out to be same as expected by the candidates. Unexpected job responsibilities lead to job

dissatisfaction.

Job and person mismatch: a candidate may be fit to do a certain type of job which

matches is personality. If he is giving a job which mismatches his personality, then he won’t be

able to perform it well and will try to find out reasons to leave the job.

No growth opportunities: No or less learning and growth opportunities in the current

job will make candidate’s job and career stagnant.

Lack of appreciation: If the work is not appreciated by the supervisor, the employee

feels de-motivated and loses interest in job.

Lack of trust and support in coworkers, seniors and management: Trust is the most

important factor that is required for an individual to stay in the job.Non-supportive coworkers,

seniors and management can make office environment unfriendly and difficult to work in.

Stress from overwork and work life imbalance: Job stress can lead to work life

imbalance which ultimately many times lead to employee leaving the organization.

Compensation: Better compensation packages being offered by other companies may

attract employees towards themselves.

New job offer: An attractive job offer which an employee thinks is good for him with

respect to job responsibility, compensation, growth and learning etc. can lead an employee to

leave the organization.

How to Improve Employee Retention:

Over the years, Engage has implemented a number of policies that serve the dual purpose of

attracting potential employees and keeping current ones passionate and committed. Here are a

handful of examples:

Engage gives hiring priority to people who live near the office because they believe that long

commutes are detrimental to work-life balance.

Instead of a traditional vacation policy, the company lets employees take time off from a

leave bank, in which they can accumulate as many as 60 days off to use as they see fit. This

policy has helped with employee retention, particularly by making it easier for female employees

starting families to take time off and ultimately return to work.

During the hiring process, Engage administers the DISC Personality test, which charts the

four characteristics, drive, influence, steadiness, and compliance, to build personality profiles for

new hires. All employees' test results are public knowledge, which Hoffman feels helps people

understand one another and get along.

By setting quarterly goals with rewards attached, such as iPods for the whole team or a trip to

a nice restaurant, Engage can encourage employees beyond the competitive, and potentially

divisive realm of salary bonuses. The group nature of these rewards is important, says Hoffman,

because "somebody who is not motivated by getting an iPod knows that other people in his or

her group are and doesn't want to let them down."

STATEMENT OF THE PROBLEM

The purpose of the study was to understand the employees Employee retention in Rane Madras

Ltd, Chennai.

Employee retention is not some externally generated set of activities or metrics that have

a life of their own and that are applicable to every circumstance. Effective employees

retention is something that is very specific to each individual organizations.

The major challenge of an HR professional in this scenario is to develop strategies to ensure low

attrition rates. This process of employee retention starts right form the process of recruitment and

continues to various levels. Even after all these efforts taken by the management, the rate of

attrition had never looked low. This indicates that there needs to be another area, which needs to

http://www.inc.com/topic/Apple+iPod

be given more importance. That is what is called the employee perspective. Almost all strategies

adopted or framed are for the employees but if the employees frame the strategies then retention

should not be a problem. This is what the researcher is keen to know about.

NEED OF THE STUDY

The scope of the study on ‘Employee retention” is to identify the attrition rate of the employees

and the importance of retention practices to encourage employees to stay loyal to the

organization at Rane Madras Ltd, Chennai.

The major challenge of an HR professional in this scenario is to develop strategies to ensure low

attrition rates. The researcher is interested in understanding the employees’ views on retention

for he is the one who is contributing directly to rising numbers of attrition. No employee quits a

job just because he is going to earn a penny more in the next company. There are other factors,

which decide the stay of an employee in the company. Since the researcher intends to study the

two dimensions of employee retention i.e., the HR views on employee retention and the

employee views.

This study will help the researcher and others to understand the HR perspective of employee

retention and the “Pull factors” in the employees’ perspective and there by analyze the gap

between HR perspectives of employee retention from that of the employees’.

OBJECTIVES OF THE STUDY

Primary Objective:

To study and analyze the employees ‘Employee retention at Rane Madras Ltd, Chennai.

Secondary Objective:

To study the demographic details. To study the factors responsible for respondent to stay in a particular job To find whether the Employee engagement program helps in Organization to increase

employee retention To study an enhance of employee retention.

RESEARCH METHODOLOGY

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

understood as a science of studying how research is done scientifically. Thus it is the various

steps that are generally adopted by a researcher in studying his research problem with the logic

behind them. It has many dimension and method which constitute a part of the research and

widens the scope of the research.

Definition

“A careful critical inquiry (or) examination in seeking facts (or) principles, diligent investigation

in order to ascertain something” Webster’s International Dictionary.

Research design:

A research design is the framework or plan for the study that guides the researcher in collection

and analysis of the data. The research design adopted in the study is “Descriptive research

design”. The major purpose of descriptive research is description of state of affairs, as it exists at

present. The characteristic of descriptive research is that, the researcher has no control over the

variables. Researcher can only present what has happened or what is happening. Here the

researcher is attempting to find out the learning effectiveness in the organization.

Descriptive research design is followed in this study because it describes data and characteristics

about the population or phenomenon being studied. Descriptive research answers the questions

who, what, where, when and how. This research is used to find out the basic reason or to identify

the cause of something that is happening.

This has been adopted as the researcher has attempted to determine and analyze the Employee

retention at Rane Madras Ltd, Chennai.

Universe:

The universe is the totality of units from which the sample is selected or derived. Universe for

this present study comprises of 120 employees at Rane Madras Limited, Chennai.

Sampling:

Sampling is a device for learning about masses by surveying a few individuals.

Sampling techniques

There are various sampling techniques such as stratified random sampling, convenience

sampling, judgment sampling, and non-random sampling. The researcher used non -probability

sampling method (non-random) – convenience sampling for the purpose of the study.

SAMPLE DESCRIPTION:

Sample size taken for the purpose of the study is 100. The sample was drawn from the entire

universe of the employees at Rane Madras Limited, Chennai.

SOURCES OF DATA

http://en.wikipedia.org/wiki/Statistical_population%20%5C%20Statistical%20population

There are two types of data collection implemented in this research. They are

Primary data

Secondary data

PRIMARY DATA:

The primary data are those which are collected afresh and for the first time, and thus happen to

be original in character .It is also called first hand information. The main aim of researches is to

collect fresh information so primary data is more suitable for research because it has accurate

and simply fixable information. The information which collected from direct beneficiaries

because to avoid ambiguity and the following reason.

SECONDARY DATA:

The secondary data on the other hand are those which have already been collected by someone

else and which have already been passed through the statistical process. For example: Mail,

Library books, Articles etc

Primary data is used by the researcher for collecting the information from the samples through

questionnaire. Secondary data is used by the researcher for the literature review part of the

research. for ex: Mail, Library books, Articles etc.

RESEARCH INSTRUMENT

Research work was carried out by administrating a structured questionnaire.

INSTRUMENT USED

A questionnaire consists of a number of questions printed or typed in a definite order on a form

as set of forms. The form of the question may be either closed or multiple choice questions.

METHOD USED FOR COLLECTING QUESTIONNAIRE

The employees were directly contacted and the questionnaire was given to the respondents. The

direct contact method is helpful to get some more additional information for the purpose of

study.

QUESTIONNAIRE

This method of data collection is quite popular, particulars in case of high enquiry. In this

method a questionnaire is sent to the person concern with request to answer the question. A

questionnaire consists of a number of questions printed or typed in a definite order on a form or a

set form.

TYPES OF QUESTIONS USED IN THIS RESEARCH

1) Closed – ended question

In these types of questions do not allow the respondents to give answer fully.

2) Multiple choice questions

In these types of questions consist of many options. The respondents have to select any one of

their choices.

DATA ANALYSIS & INTERPRETATION:

The analysis and interpretation of data was done using the software SPSS (Statistical

Package for Social Sciences)

STATISTICAL TOOLS APPLIED:

Analysis techniques are used to obtain finding and arrange information in a logical sequence

from the raw data collector .after the tabulation of data the tools provide a scientific and

mathematical solution to a problem.

Charts

Percentage Analysis

Chi square Test.

CHART:

The charts that are used for analysis to get a clear idea about tabulated data :

Bar Chart

Pie chart

Percentage Analysis:

This is used to give a pictorial representation of the respondents view point.

Formula is: Percentage = No. of respondent/ total no. of respondent*100.

LIMITATIONS OF THE STUDY

This study is confined to only one organization.

This study was carried out with a lot of time constraints.

This study is confined only operator level of employees of the organization.

1.7 CHAPTERIZATION

Chapter I - Introduction

This chapter contains Introduction about the topic, Statement of the Problem, Need and

Importance of the study, Objectives of the study and Research Methodology.

Chapter II - Review of Literature

This chapter consists of the Theoretical review , Research review, Journal review and Case

study review that are available in this topic.

Chapter III - Company Profile

This chapter briefs information about the Industry and the Company profile.

Chapter IV - Data Analysis and Interpretation

This chapter contains the Analysis and Interpretation of the data collected.

Chapter V - Findings, Suggestions and Conclusion

This chapter brings out the findings, suggestions of the data analyzed.

REVIEW OF LITERATURE:

Employee retention refers to policies and practices companies use to prevent valuable employees

from leaving their jobs. How to retain valuable employees is one of the biggest problems that

plague companies in the competitive marketplace. Not too long ago, companies accepted the

"revolving door policy" as part of doing business and were quick to fill a vacant job with another

eager candidate. Nowadays, businesses often find that they spend considerable time, effort, and

money to train an employee only to have them develop into a valuable commodity and leave the

company for greener pastures. In order to create a successful company, employers should

consider as many options as possible when it comes to retaining employees, while at the same

time securing their trust and loyalty so they have less of a desire to leave in the future.

MEANING:

Employee retention involves taking measures to encourage employees to remain in the

organization for the maximum period of time. Corporate is facing a lo of problem in employee

retention these days. Hiring knowledgeable people for the job is essential for an employer. But

retention is even more important than hiring. There is no dearth of opportunities for talented

person. There are many organizations which are looking for such employees. If a person is not

satisfied by the job he’s doing, he may switch over to some other more suitable job. In today’s

environment it becomes very important for organizations to retain their employees.

According to HERMAN "Employee retention is the conscious and deliberate effort to retain

quality individuals on the company payroll. Stated otherwise, it is the proactive methods utilized

by successful organizations to stop the drain of company profits caused by excessive employee

turnover".

The Benefits of Employee Retention:

Every company should understand that people are their best commodity. Without

qualified people who are good at what they do, any company would be in serious trouble. In the

long run, the retention of existing employees saves companies money. There are advertising and

recruiting expenses, orientation and training of the new employee, decreased productivity until

the new employee is up to speed, and loss of customers who were loyal to the departing

employee. Finding, recruiting, and training the best employees represents a major investment.

Once a company has captured talented people, the return-on-investment requires closing the back

door to prevent them from walking out."

When an employee leaves a company for a direct competitor, there is always a chance

that they will take important business strategies and secrets with them to be exploited by the

competition. This is yet another reason why the retention of employees is so crucial to some

businesses. While this practice seems a bit unscrupulous, it stills happens quite frequently.

"Because employers know that the best-qualified applicants will come directly from competitors,

recruiting and hiring employees away from the competition becomes a necessity in an ultra-tight

labor market. And necessity is the mother of inventive and sometimes controversial business

practices. Recruiting and hiring from your competitors is probably as old as business itself. But

what is new—and a hot topic among employers—is how to attract and retain qualified candidates

in a highly competitive labor market while also preventing their own intellectual capital from

winding up in the hands of competitors."

One way for a company to prevent employees from giving valuable information to

competitors is to make it a policy to enforce strict noncompeting and confidentiality agreements

amongst its employees. The existence of such agreements could in fact deter a competitor from

hiring a valuable employ because they might not want to risk possible legal entanglements with

the other company. Of course, all this could possibly lead to animosity with the employee who

could feel that his or her options are being limited. Many employees don't always remember

signing such a document, so a copy of it should always be kept on file for the employee to refer

to. This area could prove to be a highly sensitive one between employer and employee, so

extreme caution is suggested in all instances.

EFFECTIVE RETENTION STRATEGIES:

On effective employee retention strategies Aldrich’s Nancy’s explains various strategies

as follows,

Retention needs to be looked at differently. The first step towards management of

employee retention begin with acceptance of the reality that today it is not the company, which

determines the movements of its employee but the market. The reason for such conclusion is

simple. It is not too impossible for a single company to counter the pull of the market. Instead of

attempting to minimize migration, the management practices must aim at influencing those who

leave and at what time. Acceptance of the reality thus enables the management to develop a

focused retention program duly accompanied by an effective contingency plan for filling the

prospective gaps in skills. An honest assessment of an organization’s need for a set of employees

to remain with the company makes it clear as to which group should be handled with what

concern for retaining them. Once this analysis is over and the management identifies who is to

be retained for hoe long, it can customize retention practices to encourage employees to stay

loyal to the organization. Some such practices could be:

Compensation:

One of the age-old retention mechanisms is compensation. An organization tries to hold

back their most valuable employees by paying them more than the market defined salaries.

Unfortunately a poaching company can always outsmart the original employees in weaning them

away by paying a hefty ‘signing bonus’ here again, some smart poachers pay such ‘signing

bonus’ in installments, so that the employer can be sure of having the employee on rolls till

payout is effected and such pay spreads can always be matched with the required period of

retention of such skill in the organization. In the ‘golden handcuffs’ and ‘golden hellos’, no

compensation, can guarantee retention of an employer for the period desired by the organization,

unless it is accompanied by other essential elements like job satisfaction and environs which are

to the liking of the members.

Job Designing:

Research indicates that by carefully and thoughtfully deciding which task must be

assigned to which job, companies can exert greater influence on the retention rates of employees.

It is often noticed that in the IT industry junior level programmers often move away from a

company after gaining experience of working in a project or two. This was often found to be

causing dislocation in the availability of skilled pool to execute ongoing or fresh projects. So

many IT companies go for campus recruitment and train them for imparting knowledge and

commitment. Such job designing gives an advanced warning to the employers about so and so

junior programmers leaving the organization at so and so time. A good job design exercise can

thus create a win-win situation both for the employers and employees.

Job sculpting:

Job sculpting is “the art of matching people to jobs that allow their deepest embedded life

interest to be expressed” it involves creation of a customized career path. Job sculpting touches

the very deep and innate core of human desire. It goes beyond the commonly perceived

expectation of “doing what one is good”. These life interests are considered to be “long- held,

emotionally driven passions, intricately entwined with personality and thus born of an

indeterminate mix of nature and nurture”. It is, therefore essential for a manger to identify those

deeply embedded life interests of an employee and sculpt the job or his assignment in such a way

that it enables the employee express himself fully. This “double bind” kind of process makes job

sculpting mare an art than a science, demanding all the time in the world for a manager to

unearth those hidden interest and build a symmetry between the individual and his job to ensure

job- satisfaction, and in turn, capitalize on the potential of the employees.

Job Location:

Location of jobs is another tool that is leveraged upon by many big companies to mange

retention. IT companies such as Infosys and Wipro are known to establish their developmental

centers across the country with a view to retain the talent within the company by offering

choicest locations to their employees. Microsoft are known to establish their knowledge centers

within the ‘supply zones’ of talent, obviously with the intent of reducing employee turnover.

Recruiting Technique:

Unwittingly every company makes an attempt to recruit such people who are prone to

migration. Instead, if companies could focus on such ‘talent’ who could perform the job under

reference well through they are not right now in high demand. By doing so, the companies can,

to a great extent, protect themselves from poachers. It is only the ‘celebrities’ who are under the

watch of the market. Hence, it makes great sense for companies to hire people who are likely to

become celebrities rather than hire the celebrities. This philosophy has of course caught the

attention of many recruiting companies.

Creating Enabling Organic Bureaucracy:

As against a majority of the bureaucracies of companies which are static, internally

focused on efficiency, unresponsive to external developments and therefore unpleasant to work

with, so they have to develop flexible and organic bureaucracy that focuses on effectiveness,

adaptation to change and empowerment of their employees. Such practice generates

‘satisfaction’ among the employees and makes them work with commitment.

Competitive Pay and Benefits:

Although pay is not the prime motivators, it definitely influences one’s decision to stay in

the organization or not, especially when it is not competitive. If the pay levels do not match

others or the best in the industry it will become the source of dissatisfaction.

Possible action to reduce disparity in pay includes:

Periodic review of pay levels on the basis of market survey.

Linking pay with performance and ensuring that all employees are aware about the

linkage.

Opportunities to develop one’s Career:

The power of intrinsic motivators cannot be undervalued in the present context.

Employees are constantly exploring various avenues to develop their skills so that they can be

promo table and employable in the fast changing times. Organization need to consider

individuals learning needs and address them suitably by creating learning opportunities for them.

Moreover, the employees need to be given opportunities to apply their newly acquired skills in

the workplace so that they can prove their worth to the organization. This would boost their self-

esteem.

Job Security:

Job security assumes greater importance in this turbulent age marked by massive lay-offs,

downsizing, and closure. Some of the enlightened organizations provide job security to such a

great degree that others in the industry cannot even imagine matching them. These companies

resort to various alternatives like redeployment and reducing the pay levels and perks in orders to

avoid retrenchments and lay-offs. For example, southwest Airlines assure job security to all

employees even in the downtimes.

Hiring those who fit the Organizational Culture well:

Hiring should not only be based on education, knowledge, skills and previous experience

but also on the compatibility of the person with the company’s culture. An important question

needs to be answered while hiring an employee is “Does he or she share the company’s values,

and can he/she adapt to the workplace.

Provide employees with responsibilities and Empowerment and allow them to use it:

Many surveys show that the greatest source of employee pride and satisfaction is the

feeling of accomplishment that comes from having and exercising responsibility.

Understand Personal Needs:

Other than the routine office work, it is important for organizations to understand that all

employees have a personal life, interest, friends and family- and continuously they struggle to

balance the increasingly hectic schedules. Understanding this side of employee’s life will

definitely give the company an edge over others.

RETENTION MOTIVATION THEORY:

Retention has a direct and causal relationship with employee needs and motivation. Applying

a motivation theory model, such as Maslow’s Hierarchy of Needs, is an effective way of

identifying effective retention protocol.

MASLOW'S HIERARCHY OF NEEDS:

Each of the five tiers of Maslow’s hierarchy of needs relates to optimal retention strategy.

Since Maslow’s introduction of his motivation model, organizations have been employing

strategies attempting to stimulate each of the five humanitarian needs described above to

optimize retention rates. When applied to the organizational model, meeting the self-

actualization and esteem needs of an employee tend to correlate to better retention.

Physiological, safety, and social needs are important as well, however, and must be addressed to

better the work environment. While implementing a retention strategy is ideal, successful

satisfying all five needs of employees is not only difficult, but also expensive. That being said,

managers who attempt to maximize employee need coverage tend to be more concerned with

employee satisfaction.

Maslow's Hierarchy of Needs is to obtain a better understanding of what are the expectations of

any person from the industry at each level and how is it being fulfilled presently. The framework

would also be used to identify gaps which when handled appropriately can act as motivators for a

person to carry on in this industry, thus bringing the present attrition rate under control.

Maslow's basic needs are as follows

Physiological Needs

These are biological needs. They are the strongest needs because if a person deprived of all

needs, the physiological ones would come first in the person's search for satisfaction.

For any person in the industry, this basic need is satisfied by the compensation provided. Hence

he looks forward to a sufficient compensation structure which would take care of all of his basic

physiological needs. This needs to be continuously updated with time such that it fulfills all the

physiological need of the person and his family at every stage of his life. An absence in such

arbitrage opportunities leads to dissatisfaction of the physiological need.

Safety Needs

http://en.wikipedia.org/wiki/Maslow's_hierarchy_of_needs

When all physiological needs are satisfied and are no longer controlling thoughts and behaviors,

the needs for security becomes active. Adults have little awareness of their security needs except

in times of emergency or periods of disorganization in the social structure (such as widespread

rioting). Children often display the signs of insecurity and the need to be safe.

There are two aspects of the security which would concern a person in the business. One is the

physical security of the employee and their family. The other aspect is the psychological fear of

job security.

Needs of Love, Affection and Belongingness

The next higher class of needs which emerge is the need for love, affection and belongingness.

Maslow states that people seek to overcome feelings of loneliness and alienation. This involves

both giving and receiving love, affection and the sense Maslow's Hierarchy of Needs of

belonging.

Needs for Esteem

As per Maslow, after the first three classes of needs are satisfied, the need for esteem becomes

dominant. These involve needs for both self-esteem and for the esteem a person gets from others.

Humans have a need for a stable, firmly based, high level of self-respect, and respect from

others. When these needs are satisfied, the person feels self-confident and valuable. When these

needs are left unfulfilled, the person feels inferior, weak, helpless and worthless.

Needs for Self-Actualization

When all of the foregoing needs are satisfied, then the need for self-actualization gets activated.

Maslow describes self-actualization as a person's need to be and do what the person was "born to

do". These needs make themselves felt in signs of restlessness. The person feels on edge, tense,

lacking something, in short, restless.

HERZBERG’S THEORY:

An alternative motivation theory to Maslow’s Hierarchy of Needs is the Motivator-

Hygiene (Herzberg’s) theory. The theories have overlap, but the fundamental nature of each

model differs. While Maslow’s Hierarchy implies the addition or removal of the same need

stimuli will enhance or detract from the employee’s satisfaction, Herzberg’s findings indicate

http://en.wikipedia.org/wiki/Two-factor_theory

http://en.wikipedia.org/wiki/Two-factor_theory

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 minimize retention.

EQITY THEORY:

Equity Theory realizes the humanitarian concern with fairness and equality. While one party

may be given motivational rewards and opportunities, the individual will assess the work-reward

ratio based on similar, external positions. If the individual feels the rewards and motivators do

not meet the standard, the employee will either lose motivation, request more compensation, or

leave their current position in search of more favorable benefits. Because of this, firms must not

only recognize internal obligations, but also attempt to equalize or outperform competition in

meeting employee needs

http://en.wikipedia.org/wiki/Equity_theory

COMPANY PROFILE:

RANE GROUP

RANE GROUP - MISSION STATEMENT: Provide superior products and services to our Customers and maintain market leadership

Evolve as an institution that serves the best interests of all stakeholders

Pursue excellence through total quality management

Ensure the highest standards of ethics and integrity in all our actions

GROUP MILESTONES:

1929- Rane was founded as a distributor of automobiles & parts by

Shri .T.R.Ganapathy Iyer

1959- Diversified into manufacturing and established plant for IC Engine Valves

1960- Established facility to make Tie Rod Ends.

1964- Started manufacture of Friction Material.

1974- Established Kar Mobiles Limited to manufacture Automotive and Large Valves.

1975- Started manufacture of Manual Steering Gears.

1987- Established JV with TRW for Power Steering Systems

1991- Established JV with JMA for distribution of auto components.

1995- TRW JV also commenced manufacture of occupant restraints.

1995- Established JV with NSK for Energy Absorbing Steering Columns.

1995- Founded Rane Institute for Employee Development.

2000- TQM launched under guidance of Prof. Washio of JUSE, Japan

2003- Rane Brake Linings Limited wins Deming Application Prize.

2005- Rane Engine Valves Limited wins Deming Application Prize

2005 - Rane TRW Steering Systems Limited (SGD) wins Deming Application Prize.

2007-“Rane Madras Limited wins Deming Application Prize”

GROUP COMPANIES – PRODUCT PORTFOLIO:

Rane Engine Valves Limited:

Engine Valves, Valve Guides, Tappets

Rane Brake Linings Limited:

Brake Linings, Disc Pads, Clutch Facings and Composite Brake Blocks

Rane TRW Steering Systems Limited:

Power Steering Systems, Seat Belt Systems

Rane NSK Steering Systems Limited:

Energy Absorbing Steering Columns

Kar Mobiles Limited:

Large Engine Valves for Automotive & Defense Applications

Rane Die cast Limited:

High Pressure Die Casting Products.

RANE (MADRAS) LIMITED VISION:

To position RML as a global ball joint supplier through customer focus.

To retain leadership in the domestic steering gear market and penetrate chosen export

markets.

MISSION:

Provide superior products and services to our Customers and maintain market leadership

Evolve as an institution that serves the best interests of all stakeholders

Pursue excellence through total quality management

Ensure the highest standards of ethics and integrity in all our actions

MAJOR MILESTONES OF RML:

1929 – Founded as Rane Private Limited – by Shri T.R. Ganapathy lyer as a distributor

of Automobiles & Parts

1960 – Commenced manufacture of Tie Rod Ends (Steering Linkage)

1975 – Commenced manufacture of Steering Gears

1981 – Second manufacturing unit set up at Mysore to cater to the demands of tractor

Segment

1984 – Agreement for Technical Collaboration with TRW, Germany signed

1995 – Third manufacturing unit set up at Puduchery to cater to the needs of Passenger

Car segment

2007 - Fourth manufacturing unit set up atVaranavasi (Tamil Nadu) to meet the demands

of Export Market

2007 - Fifth manufacturing unit set up at Uttarkhand to cater the needs of the customers

based in that region

2007 - Winner of Deming Application Prize

ORGANISATION’S EXPECTATIONS FROM EMPLOYEES:

Comply with company’s policies and procedures

Be punctual, prompt and regular in attendance

Conduct yourselves in a professional and productive manner.

Promote high standards of performance in yourselves and amongst your peers.

Maintain high quality in all aspects that would lead to customer delight.

Demonstrate innovative & creative approach in your work.

Inculcate a thirst for knowledge building and sharing.

Value the efforts and performance of team members, departments and support groups.

Maintain an honest communication with Superiors and other employees.

Value and cherish the ideals of “Dignity of Labour”.

WHAT AN EMPLOYEE CAN EXPECT FROM RML:

Have a congenial work environment.

Be treated with respect and fairness.

Be provided with opportunities to develop new ideas.

Get appropriate learning and training to enhance his competencies.

Receive recognition for good work.

Receive open and honest communication throughout the Company.

Have a safe and healthy work environment.

RML – RESPECT CODE:

(1)Responsibility

I will take responsibility for my own and delegated actions.

I will openly and honestly admit my mistakes.

I will not blame others for my mistakes.

(2) Esteem

I will build the esteem of others.

I will respect and value people.

I will not shout, humiliate or ignore people in any way.

(3) Share Information

I will always share all relevant information with others, to enable them be effective in

their job.

I will not use information to establish my superiority.

(4) Praise

I will, whenever it is due, praise others in public.

Where necessary I will correct others only in private.

I will not criticize people in public.

(5) Empathy

I will listen to others and try to understand and appreciate their concerns.

I will not interrupt them when they are talking.

(6) Collaborate

I will collaborate with others and build and work in teams.

I will not support or indulge in politics or groupism.

(7) Trust

I will be trustworthy.

I will implicitly trust others.

I will honour my commitments.

I will not say what I do not mean.

WORK ETHICS:

In our continuous effort to motivate people and enable them experience a sense of belonging to

the organization we will conform to these systems, procedures and work ethics:

Provide essential resources for effective performance e.g., a work station, training, IT

support.

Provide the organ gram delineating clear reporting relationships.

Prepare a clear Role Description with Managing Points and Targets.

Avoid role changes which cause discomfort to the people concerned.

Plan the day’s work properly with the team to avoid changing priorities and crises.

Discourage people from working late.

Enable people discharge their responsibilities effectively by supporting them with

necessary authority.

Encourage decision making at the appropriate, lowest level in order to develop people.

HIGHLIGHTS:

Inception in 1960 at Velachery, Chennai

Five locations manufacturing steering and suspension systems:

Chennai plant – Steering gears and linkages for Light Commercial Vehicles,

Heavy Commercial Vehicles and Utility Vehicles

Mysore plant – Steering gears for farm tractors, linkages for farm tractors

And passenger cars

Puduchery plant -- Rack and pinion steering gears for passenger cars

Varanavasi plant – Ball joints for overseas markets

Uttarkhand plant – Steering gears and linkages for Utility vehicles

ISO / TS 16949 : 2002 certifications for each of its manufacturing locations

ISO 14001 & OHSAS 18001 certified plants

Winner of prestigious Deming Application Prize

Contemporary design and analysis software

Finite element analysis for all critical parts

Vehicle steering system analysis to simulate real life conditions

RANE (MADRAS) LIMITED - PLANT LOCATIONS:

TECHNICAL ASSOCIATIONS:

Partner Year Product

Quinton Hazel ,UK 1960 – 1970 Steering Joints & Linkages

Ehrenreich & CIE, Germany 1962 – 1972 Steering Joints

TRW Ehrenreich GmbH & Co., Germany

From 1987 Steering Joints & Linkages

Burman & Sons Ltd., UK 1973 – 1985 Steering Gears

TRW – SSL, UK From 1995 Manual Rack & Pinion

NSK, Japan From 1997 Re-circulating Ball Manual Gears

TRW, USA From 1998 Worm & Roller

RML PRODUCT PROFILE:

MANUAL STEERING GEARS:

RE - CIRCULATING BALL TYPE STEERING GEARS:

Fork type

Open type / Close type

Sector type

Constant ratio & variable ratio with single or double lever

RACK & PINION TYPE STEERING GEARS:

For all passenger cars

Available with

Single end take off

Double end take off

http://www.rane.co.in/rml/manual.html

http://www.rane.co.in/rml/manual.html

STEERING LINKAGES:

TIE ROD ASSEMBLIES

Ball joint with greased nipple (metallic bearing / cups)

Ball head sizes 24, 26, 28.5, 30, 35 & 40 dia

Greased for life Ball joint (metallic bearing / cups)

Ball head sizes 26, 30, 35 & 40 dia

Greased for life Ball joint (plastic bearing / cups)

Ball head sizes 22, 25, 25.4, 28 & 30 dia

For CV / UV & Farm Tractors

DRAG LINK ASSEMBLIES


Ball head sizes 24, 26, 28.5, 30, 35 & 40 dia

Greased for life Ball joint (metallic bearing / cups)



Ball head sizes 22, 25, 25.4, 28 & 30 dia

For CV / UV & Farm Tractors

CENTER LINK ASSEMBLIES


(Two types: Serviceable & Non serviceable)

Ball head size 26 dia


Ball head size 25.4 dia For Utility Vehicles

GEAR SHIFT BALL JOINTS:

Ball joint with greased nipple (metallic bearing / cups), Ball head size 24 dia

http://www.rane.co.in/rml/steering.html

Greased for life Ball joint (plastic bearing / cups), Ball head sizes 19 & 22 dia For

Commercial Vehicles

INNER BALL JOINTS:



For Passenger Cars & Utility Vehicles

SUSPENSION COMPONENTS:

LOWER CONTROL ARMS


Ball head sizes 22 & 25.4 dia For passenger car with

Mcphersion strut type suspension.

SUSPENSION BALL JOINTS

With cylindrical socket housing for press fitting &

Flange socket housing for bolted assembly


Ball head sizes 25.4, 27, 30, 35 & 38 dia For

Passenger Cars & Utility Vehicles

AXLE BALL JOINTS

With cylindrical socket housing for press fitting


Ball head sizes 32 & 38 dia For Utility Vehicles

STABILIZER LINK BALL JOINTS


Ball head sizes 16 & 19 dia For Passenger Cars &

Utility Vehicles

http://www.rane.co.in/rml/suspension.html

HYDRAULIC PRODUCTS:

HYDROSTATIC STEERING FOR FARM TRACTORS AND OFF HIGHWAY

MACHINES

HYDRAULIC CYLINDERS

Steering cylinders - From 35 bore

FUNCTIONAL PROFILE:

The following Corporate Functions operate at Company level for better synergy of functions,

deployment of policy matters and guidance to plants.

Finance

Materials

Marketing

Research & Development

Human Resources

Manufacturing Engineering System & Design

CORPORATE FINANCE:

KEY RESPONSIBILITIES – FINANCE

Efficient funds management

Ensure timely correct payment

Budget and MIS

Maintain proper books of Accounts

Facilitate cost management

Ensure statutory compliances

http://www.rane.co.in/rml/hydraulic.html

Provide IT support

CORPORATE MATERIALS:

OBJECTIVE FOR MANAGEMENT OF SUPPLIERS

Develop reliable supplier base to procure components at right quality, cost and time

KEY RESPONSIBILITIES – CORPORATE MATERIALS

Developing Reliable Supplier Base

Effective Material Cost Management

Effective Management of Materials for NPD

KEY RESPONSIBILITIES – PLANT MATERIALS

Regular scheduling and buying

Effective inventory management

Effective rescheduling for cost management

MARKETING:

OBJECTIVE:

Increase overall sales, market share and new product business

Enhance customer satisfaction

Cost management

Ensure statutory Compliance

MARKETING - SEGMENTS SERVED:

MARKETING – PRODUCTWISE CUSTOMER: (Domestic & Exports)

Ashok Leyland

Tata

TAFE

Mahindra

Maruti

FIAT

Ford

ESCORTS

DANA

TRW Automotive

TRW Rane

John Deere

DAIHATSU

SIRM KUBOTA

Iron Khodro

Kijbata

EICHER

PIAGGIO

Hindustan Motors

ZAMYAD

Swaraj Mazda

MARKETING – PRODUCTWISE COMPETITORS

Re-Circulating Ball Type Steering

Gear

XLO Steering

ZF Steering

Rack & Pinion Steering Gear

Sona Koyo Ltd.

Hydrostatic Steering Gear

Eaton

Danfoss

Steering Linkages

QH Talbros

SONA Somic

RESEARCH & DEVELOPMENT:

KEY RESPONSIBILITIES:

Evaluate & implement new product strategies

Upgrade product technology and testing

Institutionalize new product development process

Establishment of design guidelines

Technology development

Reliability engineering

TESTING FACILITIES:

Independent testing facilities for each product division

Simulating of demanding and adverse conditions

Complete design validation tests

TESTS FOR STEERING GEARS:

Steering gears endurance test

Input torque test

Impact test

Rack and pinion endurance test

TESTS FOR STEERING AND SUSPENSION LINKAGES:

Ball joints axial / radial end lift

Ball joints endurance & fatigue tests

Buckling test

Dust seal test

HUMAN RESOURCES:

HR VISION:

“To stimulate and nurture the intrinsic desire in people to learn, grow and enhance

performance to achieve business success and growth”

HR POLICY:

Recruit and retain high caliber employees

Encourage and recognize outstanding merit and contribution

Create opportunities for professional growth and satisfaction

Foster employee involvement and develop a work ethos that builds dignity and pride

Develop leadership capabilities at all levels

KEY RESPONSIBILITIES OF HR DEPARTMENT INCLUDE:

HR Policy Guidelines

Hiring and Recruitment

Employee Competency Mapping & Development

Performance Management System

Employee Recognition and Motivation

Employee Involvement

Employee Welfare & Safety

Statutory Compliance

Corporate Social Responsibility

H R ORGANISATION CHART:

1 Develop Employee Competency

2. Facilitate Labour Productivity

3. Improve Employee Morale

4. Enhance T E I

H R - BASIC INFORMATION

Leave:

Casual leave (CL): 10 days, Privilege leaves (PL): 30 days

Attendance:

Attendance marking in corporate office and Plants is done through card swiping / Biometric

system

Performance Assessment & Development System: (PADS)

Once in a year employee is appraised based on his Managing Points & developmental areas

are identified for training the employee. Midterm appraisal is carried out as a matter of course

correction.

Training:

Training needs identified from various sources like PADS, SBP, Competency score card and

Organizational requirement in general are addressed through a dedicated Institution called “Rane

Institute of Employee Development” (RIED).

Salary :

Salary is paid on the last working day of every month and the same is deposited in

employee’s bank account.

MANUFACTURING ENGINEERING SYSTEMS DEPARTMENT:

KEY RESPONSIBILITIES:

Enhance Productivity through Industrial Engg.Techniques and Supporting to Horizontal

Deployment of Best Mfg. Practices

Facilitation of Lean Production System for all the plants.

Prepare, Updating and maintaining Capacity charts for all the plants

Supporting to Capex Budget Monitoring system for all Plants.

Prepare Update and maintaining layout for Velachery Plant & New Projects.

Support & Implement of Lean Production System in Velachery plant.

Supporting to Capex Budget Monitoring system through Machine Ordering and

Commissioning

Reduce the Packing cost for Velachery Plant

TQM TERMINOLOGIES:

(CFT) - Cross Functional Team

Team formed by Top Management for solving complex problems or attends to larger

projects requiring participation by representatives of different departments / functions.

QITs & CFTs are dissolved once the problem is solved or a project is completed

(SOP) - Standard Operating Procedure

SOP is a documentation of all routine activities flow in a systematic manner. SOP

promotes consistency in performance and prevents mistakes due to human errors. SOP in non-

manufacturing areas can be called as Work Standards / Work Instructions

(TEI) - TOTAL EMPLOYEE INVOLVEMENT

Total participation of employees at all levels. TEI is achieved through QCC, Suggestions,

Kaizens, 5S, QIT and CFT.

(TPM) - TOTAL PRODUCTIVE MAINTENANCE

Aims for Zero Breakdown and Zero Defect thereby achieve substantial increase in

Overall Equipment Effectiveness through development of Reliable Equipment, Committed

Personnel and Enjoyable Workplace

Kaizen

Kaizen means continuous improvement. Up gradation of SOPs is a concrete indicator of

Kaizen. Kaizen can span from small improvements to major breakthroughs in cost, quality or

productivity

5S – Good House Keeping

Seiri - Set

Seiton - Sort

Seiso – Shine

Seikutsu – Standardise or

Systemise

Setsuke – Self Discipline

Table No. 4.1:

Distribution of respondents by Age

S No Age No of Respondents % of Respondents

1 20-30 40 40%

2 30-40 40 40%

3 40 above 20 20%

4 Total 100 100%

Interpretation:

It is evident from the above Table 4.1: 40% of the respondents between the 20 to

25 this age group where reaches the higher rung in the data collections and they are the

pillars of the organization. 40% of the respondents belong to the 30-40 age groups they

are the foundations of the organization. 20% of the respondents above 40 age group they

are most experienced practical oriented people to retain in the organization

Table No. 4.2:

Distribution of respondents by Gender

S No Gender No of Respondents % of Respondents

1 Male 100 100%

2 Female 0 0%

3 Total 100 100%

Interpretation:

From the above table 4.1: It is inferred that the sample unit consists of 100% from

which 100% of participated male employees category and 0% to the female employee

category. In Rane madras limited mostly working male employee. It is also identified

throughout percentage analysis that the sample unit is dominated by male respondents

than female respondents

Table No. 4.3:

Distribution of respondents by Marital status,

S No Marital Status No of Respondents % of Respondents

1 Single 38 38%

2 Married 62 62%

3 Total 100 100%

Interpretation:

The above table 4.3: Indicates the distribution of samples according to 38.% of

respondents single and 62% of respondents married It is also identified throughout

percentage analysis that the sample unit is dominated by married respondents than

unmarried respondents.

Figure 4.4:

Distribution of respondents of years of experience in the organization

S No NO of years Working in this organization

No of Respondents

% of Respondents

1 0-2 Years 30 30%

2 2-5 Years 32 32%

3 5-10 Years 18 18%

4 Above 10 years 20 20%

5 Total 100 100%

Interpretation:

The above table 4.4: shows the distribution of respondents on the basis of years of

experience in the organization A little less than 0-2 years of the respondents (30%) have

2 to 5 years of experienced people 32%, whereas nearly 5 to 10 respondents belong to

18%. The group which has an experience above 10 years represents are (20%) in this

organization.

Figure 4.5:

S No Impact of Employee Retention No of Respondents % of Respondents

1 Increases productivity and improves morale

18 18%

2 Lower attrition 48 48%

3 Improves overall organizational effectiveness

15 15%

4 Boosts business growth 19 19%

5 Total 100 100%

Interpretation:

The above table 4.5: shows the distribution of respondents on the impact of

employee retention in the organization 18% of people responding it will increase

productivity, 48% of people accepting attrition, 15% of people responding it will

improve over all organizational effectiveness and finally 19% of people said it is boosts

of business growth.

Figure 4.6:

S No Employee retention helps to develop the Organization

No of Respondents

% of Respondents

1 Never 10 10%

2 Sometimes 48 48%

3 Most of times 33 33%

4 All the times 9 9%

5 Total 100 100%

Interpretation:

The above table 4.6: shows the distribution of respondents on the employee

retention helps to develop the organization in the work place. In the respondent of 10%

said never, 48% of people said sometimes will helps in the organization, 33% of people

said most of time helping to organization and 9% of people accepted all the times helps to

the organization.

Figure 4.7:

S No Employee retention process undertaken by Employer

No of Respondents

% of Respondents

1 Create community at work place 10 10%

2 Create a talent employees 48 48%

3 Stay in long period 33 33%

4 Reduce cost 9 9%

5 Total 100 100%

Interpretation:


retention process undertaken by the employer. The 10% of people respondent create

community at the work place, 48% of people said create talent employees, 33% of people

said stay in long period in the organization and 9% of people said it will reduce cost of

employer.

Figure 4.8:

S No Retention program providing in your Organization

No of Respondents

% of Respondents

1 Compensation 15 15%

2 Environment 30 30%

3 Growth 19 19%

4 Welfare 21 21%

5 All 15 15%

6 Total 100 100%

Interpretation:


retention program providing in your organization for this employee’s responded equally,

15% of people responded compensation is good in this organization, 30% of people

responded environment, 19% of people accepted growth is good in this organization,

21% of people said welfare is nice in this organization and finally 15% of people said all

retention program is good in this organization.

Figure 4.9:

S No Feel about compensation Structure

No of Respondents

% of Respondents

1 Highly satisfied 22 22%

2 Satisfied 44 44%

3 Not satisfied 34 34%

4 Total 100 100%

Interpretation:

The above table 4.9: shows the distribution of respondents on the employees feel

about their compensation in the organization. The compensation feel in this organization

22% of people responded highly satisfied 44% of people satisfied their compensation and

finally 34% of people not satisfied their compensation in this organization.

Figure 4.10:

S No Satisfied your Work Culture

No of Respondents

% of Respondents

1 Yes 60 60%

2 No 40 40%

3 Total 100 100%

Interpretation:

The above table 4.10: shows the distribution of respondents of the employees

work culture in this organization. In this organization 60% of people satisfied their work

culture and 40% of people not satisfied in their work culture so in this organization work

culture is good.

Figure 4.11:

S No Internal facilities are providing in your Organization

No of Respondents

% of Respondents

1 Yoga class 0 0%

2 Rehabilitation 0 0%

3 Sports 100 100%

4 Fitness Centre 0 0%

5 All 0 0%

6 Total 100 100%

Interpretation:

The above table 4.11: shows the distribution of respondents of the internal

facilities providing in this organization. The internal facilities are yoga class,

rehabilitation, sports, fitness centre but everyone responded sports because they are

providing only sports activities.

Figure 4.12:

S No External facilities providing in your Organization

No of Respondents

% of Respondents

1 Movie tickets 100 100%

2 Tour arrangements 0 0%

3 Both 0 0%

4 None 0 0%

5 Total 100 100%

Interpretation:

The above table 4.12: shows the distribution of respondents of the external

facilities providing in this organization. The external facilities are movie tickets, Tour

arrangement but everyone responded movie tickets because they are providing only

movie tickets to employees and their family peoples.

Figure 4.13:

S No Participated employee engagement program in your organization

No of Respondents

% of Respondents

1 Always 16 16%

2 Sometimes 32 32%

3 Never 52 52%

4 Total 100 100%

Interpretation:

The above table 4.13: shows the distribution of respondents of participated

employee engagement program in this organization. The most of employees 52% of

peoples never participated in the employee engagement program in this organization,

32% of peoples participated sometimes and 16% of peoples always participated in

employee engagement program in the organization.

Figure 4.14:

S No Level of engagement is an employee’s has towards their

No of Respondents

% of Respondents

1 Organizational growth 20 20%

2 Individual growth 36 36%

3 Increase productivity 26 26%

4 Reduce employee attrition 12 12%

5 Total 100 100%

Interpretation:

The above table 4.14: shows the distribution of respondents level of employee

engagement program is an employee’s has towards their 20% of people said

organizational growth, 36% of peoples responded individual growth, 26% of peoples

increased productivity and 12% of people responded reduce employee attritions in this

organization.

Figure 4.15:

S No Satisfied engagement program in your organization

No of Respondents

% of Respondents

1 Yes 55 55%

2 No 45 45%

3 Total 100 100%

Interpretation:

The above table 4.15: shows the distribution of respondents in this organization

satisfied or not satisfied in their engagement program. 55% of peoples said satisfied

engagement program in this organization and 45% of peoples not satisfied their

engagement programs in the organization because they are expecting more than like

physical fitness and tour arrangement and etc.

Table 4.16:

Distribution of respondents on the bases of opinions about working department

S No Feel good about working in your department

No of Respondents

% of Respondents

1 Strongly disagree 10 10%

2 Disagree 41 41%

3 Neither agree nor disagree 25 25%

4 Agree 9 9%

5 Strongly agree 15 15%

6 Total 100 100%

Interpretation:

From the table 4.16: around the respondents (10 %) strongly disagree that they

feel not bad about working in the department. More than four first of the respondents (41

%) disagree that working in the department makes them feel not good. The remaining (25

%) neither agree nor disagree amongst themselves. Then 9% of people only agree and

15% of people are strongly agree to be feel good working in their department. So it is

inferred that majority of the workers not feel good working in their departments.

Table No. 4.17:

Distribution of respondents on work as challenging and scope of using the skills

S No My work is challenging scope for using my all skills

No of Respondents

% of Respondents


2 Disagree 24 24%


4 Agree 14 14%


6 Total 100 100%

Interpretation:

From the table 4.17: of More than half strongly agree (42 %) and disagree (24%)

more than one-fourth of the respondents (14%) respectively agree and strongly agree

(10%) and the (10%) of people neither agree nor disagree that their work is challenging

and there is scope for not usage of skills. So it’s inferred that respondents majorly not

agree that there is scope and challenge for work undertaken.

Figure No. 4.18:

Distribution of respondents on Scope for career potential development.

S No Scope for career potential development

No of Respondents

% of Respondents


2 Disagree 26 26%


4 Agree 31 31%


6 Total 100 100%

Interpretation:

From the table 4.18: Majority of the respondents (31 %) agrees and (28%) of

strongly agrees amongst themselves that career potential development, whereas the

remaining (26 %) disagree and (5%) strongly disagree regarding this and (10%) of people

responded neither agree nor disagree. This implies that the scope for career development,

which is gaining importance in today’s workforce, is present in the industry. Scope for

career in the industry is one of the factors which help in retaining the employees.

Table No. 4.19:

Distribution of respondents on sharing of information among all team members.

S No Information is freely shared among all team members

No of Respondents

% of Respondents


2 Disagree 36 36%


4 Agree 19 19%


6 Total 100 100%

Interpretation:

From the above table 4.19: of a little less than half of the respondents (36 %)

disagree and (12%) strongly disagree feel that there is not sharing of information among

team members. Also one-eighth of the respondents (18 %) neither agree nor disagree.

The remaining (19 %) agree and (15%) strongly agree that there is sharing of information

in their company. So it is inferred that not Sharing of information to among some

peoples.

Table No. 4.20

Distribution of respondents on feedback given by supervisor

S No My supervisor giving me constructive feedback

No of Respondents

% of Respondents


2 Disagree 28 28%


4 Agree 24 24%


6 Total 100 100%

Interpretation:

Above the table 4.20: of around two-eighth (28 %) of disagree and (16%) of

strongly disagree of the respondents of the feedback given by the supervisor is not

constructive, whereas the remaining (24%) agree and (17%) strongly agree and (15%) of

neither agree nor disagree feedback given by the supervisor feedback. So it is inferred

that the supervisor need to be transparent about the feedback given and some people not

satisfied giving feedback.

Figure No. 4.21:

Distribution of respondents on Openness of supervisor towards suggestion.

S No My supervisor open suggestion No of Respondents % of Respondents


2 Disagree 30 30%


4 Agree 14 14%


6 Total 100 100%

Interpretation:

A above table 4.21: among half respondent (30%) disagree and (16%) Strongly

disagree and (14%) and (16%) strongly agree and quarterly of people (24%) neither agree

nor disagree of that their supervisors are open towards suggestions. It is inferred that

Openness towards suggestions from any level of employee indicates the organizations

broad minded approach towards issues. It also enables the employee to feel as a part of

the organization.

CHI – SQUARE TEST

CROSS TABLE CALCULATION BETWEEN VARIABLES

Table No: 16

Cross Table between the age and scope for career potential development

AGE POSITIVE NEGATIVE TOTAL

20-30 Years 23 17 40

30-40 Years 25 14 39

40-60 years 16 5 21

TOTAL 64 36 100

O E (O-E) (O-E)* (O-E) (O-E)* (O-E)/E

23 25.6 -2.6 6.76 0.2640

25 24.9 0.1 0.01 0.0004

16 13.44 2.56 6.55 0.4873

17 14.4 2.6 6.76 0.4694

14 14.04 -0.04 1.6 0.1139

5 7.56 -2.56 6.55 0.8664

TOTAL 1.7324

Chi square value: 1.7324

Level of significance: 5%

Degrees of freedom: 2

Null Hypothesis: There is no significant relationship between the age of the employee

and the scope for career potential development in the organization for the employee’s

growth.

Alternate Hypothesis: There is a significant level of relationship between the age of the

1employee and the scope for career potential development in the organization for the

employee’s growth.

Calculated value: 1.7324

Table value: 5.991

INFERENCE

The calculated value is lesser than the table value. So we accept the Null Hypothesis and

reject the Alternate Hypothesis. This shows that there is the significant relationship

between the age of the employee and the scope for career potential development in the

organization for the employee’s growth.

Table No: 16

Cross Table between the marital status and scope for career potential development

MARITAL

STATUS

POSITIVE NEGATIVE TOTAL

SINGLE 21 17 38

MARRIED 44 18 62

TOTAL 65 35 100

O E (O-E) (O-E)* (O-E) (O-E)* (O-E)/E

21 24.7 -3.7 13.69 0.554

44 40.3 3.7 13.69 0.339

17 13.3 3.7 13.69 1.029

18 21.7 -3.7 13.69 0.630

2.552

Chi square value: 2.552

Level of significance: 5%

Degrees of freedom: 1

Null Hypothesis: There is no significant difference between the marital status and the

scope for career potential development in the organization for the employee’s growth.

Alternate Hypothesis: There is a significant level of difference between the marital

status and the scope for career potential development in the organization for the

employee’s growth.

Calculated value: 2.552

Table value: 3.841

INFERENCE

The calculated value is lesser than the table value. So we accepted the Null Hypothesis

and reject the alternate Hypothesis. This shows that there is the significant level of

difference between the marital status and the scope for career potential development in

the organization for the employee’s growth.

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