ACKNOWLEDGEMEN

T
We deem our proud privilege to express our deep
gratitude to
Several peoples for providing us with the necessary
guidance
And help in marking our project meaningful. We express
our
Heartfelt thanks to the faculty members of our
management
Department of SIT (Siliguri Institute of technology) for
Providing helpful information and guidance. Our words
of
indebtedness would be incomplete without our sincere
appreciation to our institutional guide Ms. Pratyusha
Guha, lecturer(Mgmt.dept), SIT, for their
Encouragement & advice in carrying out our work. Last
but not the least we express out gratitude towards our
Family members, friends and our colleagues for their
Support and cooperation.
 DECLARATION
I do here by; declare that this report is submitted by
me for partial fulfillment of the Bachelor of Business
Administration BBA (H) In Siliguri institute of
Technology (SIT), WBUT. The report is Exclusively
Prepared by me and not been submitted to any
Other Institute or published any where before.

SIGNATURE
DATE
 INDEX
SL.NO-
Contents:
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 SUGGESTION

7 CONCLUSION

LIST OF TABLES
 Page
S.NO TITLE
No
1.1 Position category of the employees
1.2 Years of experience of the employees
1.3 Employees satisfaction towards work environment
1.4 Employees satisfaction towards incentives provided by the organization
1.5 Opinion about managements interest in motivating employees
1.6 Employees opinion about opportunities for growth and promotion
1.7 Employees opinion about their career development in the organization
Employees response towards the welfare policies offered by the
1.8
organization
1.9 Factors motivating the employees
1.10 Employees opinion about stress due to overwork
1.11 What did the employees like more about the company
1.12 Employees opinion about the medical facilities offered by the company

1.13 Employees response towards performance appraisal system followed in

the company
1.14 Employees opinion about balancing the work life and personal life

1.15 Employees satisfaction level towards the Grievance handling system

followed in the company
Whether company welcomes new ideas and innovation from the
1.16
employees
Employees satisfaction level regarding superior subordinate
1.17
relationship

LIST OF CHARTS

Page
S.NO TITLE
No
1.1 Position category of the employees
 1.2 Years of experience of the employees
1.3 Employees satisfaction towards work environment
Employees satisfaction towards incentives provided by the
1.4
organization
1.5 Opinion about managements interest in motivating employees
1.6 Employees opinion about opportunities for growth and promotion
Employees opinion about their career development in the
1.7
organization
Employees response towards the welfare policies offered by the
1.8
organization
1.9 Factors motivating the employees
1.10 Employees opinion about stress due to overwork
1.11 What did the employees like more about the company
Employees opinion about the medical facilities offered by the
1.12
company

1.13 Employees response towards performance appraisal system followed

in the company
1.14 Employees opinion about balancing the work life and personal life

1.15 Employees satisfaction level towards the Grievance handling system

followed in the company
Whether company welcomes new ideas and innovation from the
1.16
employees
Employees satisfaction level regarding superior subordinate
1.17
relationship

INTRODUCTION TO THE STUDY

In todays scenario retaining the employees in the organization is becoming 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. Employee attrition may be due to various factors such as lack of growth
opportunities, dissatisfaction with the 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

NEED OF THE STUDY

In todays 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.

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.
 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 Abelsons (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 has 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 Respondents Response Percentage
1 Less than 1 year 10 20
2 1-2 year 14 28
3 2-3 year 10 20
4 3-4 year 7 14
5 Above 4 year 9 18
Total 50 100

CHART 4.1.1
CLASSIFICATION OF EMPLOYEES BASED ON THEIR EXPERIENCE

14

10 10
9

7
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 Position category No. of Respondents Percentage

1 Middle Level 28 56
2 Managerial Level 22 44
Total 50 100

CHART 4.1.2
POSITION CATEGORY
28

22

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 Highly satisfied 10 20
2 Satisfied 22 44
3 Neutral 11 22
4 Dissatisfied 4 8
5 Highly dissatisfied 3 6
Total 50 100

CHART 4.1.3
SATISFACTION TOWARDS THE WORK ENVIRONMENT

22

11
10

4
3

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 Response Respondents Percentage
1 Highly satisfied 24 48
2 Satisfied 16 32
3 Neutral 7 14
4 Dissatisfied 3 6
5 Highly dissatisfied - -
Total 50 100

CHART 4.1.4
OPINION ABOUT THE INCENTIVES PROVIDED

24

16

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 MANAGEMENTS 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 MANAGEMENTS INTEREST IN MOTIVATING EMPLOYEES

20

14
11

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
managements 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

28

15

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 Response Respondents Percentage
1 Strongly agree 10 20
2 Agree 20 40
3 Neutral 15 30
4 Disagree 2 4
5 Strongly disagree 3 6
Total 50 100

CHART 4.1.7
SATISFACTION REGARDING THE CAREER DEVELOPMENT
 20

15

10

3
2

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 Response Respondents Percentage

1 Highly satisfied 24 48
2 Satisfied 17 34
3 Neutral 9 18
4 Dissatisfied - -
5 Highly dissatisfied - -
Total 50 100

CHART 4.1.8
RESPONSE ABOUT THE WELFARE POLICIES PROVIDED
 24

17

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
 20
15

8 7

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 Response No. of Respondents Percentage

1 Yes 38 76
2 No 12 24
Total 50 100

CHART 4.1.10
STRESS DUE TO OVERWORK
 38

12

Interpretation: It is infered that 76% of employees accepted the fact of stress due to over
work in the company and 24% of employees doesnt 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

12; 24%
25; 50% 5; 10%
8; 16%

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 Response No. of Respondents Percentage
1 Yes 50 100
2 No - -
Total 50 100

CHART 4.1.12
MEDICAL FACILITIES PROVIDED IN THE ORGANISATION
 50

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 Response No. of Respondents Percentage
1 Yes 35 70
2 No 15 30
Total 50 100

CHART 4.1.13
RESPONSE TOWARDS THE PERFORMANCE APPRAISAL SYSTEM
 15; 30%

35; 70%

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 Response No. of Respondents Percentage
1 Yes 38 76
2 No 12 24
Total 50 100

CHART 4.1.14
OPINION ABOUT BALANCING WORK LIFE AND PERSONAL LIFE
 38

12

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
 23

12

7
5
3

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 given 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 Response No. of Respondents Percentage

1 Yes 40 80
2 No 10 20
Total 50 100

CHART 4.1.16
COMPANY WELCOMES NEW IDEAS AND INNOVATION
 40

10

Interpretation: It is infered that 80% of employees responded yes and 20% of employees
responded no for companys 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
 22

12
11

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 Options No of respondents Percentage (%)

1 Highly satisfied 10 20
2 Satisfied 22 44
3 Neutral 11 22
4 Dissatisfied 4 8
5 Highly dissatisfied 3 6
Total 50 100

Expected Frequency = 50/5 = 10

Calculation of :

Observed Expected /
Frequency (O) Frequency (E)
E
10 10 0 0
22 10 144 14.4
11 10 1 0.1
4 10 36 3.6
3 10 49 4.9
TOTAL 23

Calculated ^2 =

0 Observed Frequency
E Expected Frequency

Calculated =23

Degree of freedom = (5-1)

= 4 d.f at 5 % level of significance
Therefore, Tabulated =9.488

Since Calculated > 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

H 0 : 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 Options No of respondents Percentage (%)
1 Strongly agree 10 20
2 Agree 20 40
3 Neutral 15 30
4 Disagree 2 4
5 Strongly disagree 3 6
Total 50 100

Expected Frequency = 50/5 = 10

Calculation of :

Observed Expected /
Frequency (0) Frequency (E) E
10 10 0 0
20 10 100 10
15 10 25 2.5
2 10 64 6.4
3 10 49 4.9
TOTAL 23.8

Calculated ^2 =

0 Observed Frequency
E Expected Frequency

Calculated =23

Degree of freedom = (5-1)

= 4 d.f at 5 % level of significance

Therefore, Tabulated =9.488

Since Calculated > Tabulated

Therefore, we reject the hypothesis.

i.e, there is significant difference between the career development of employees and the
employee retention
 3 WEIGHTED AVERAGE METHOD

4.3.1 FACTORS MOTIVATING THE EMPLOYEES

Factors Respondents (Xi) Weightage (Wi) (Wi*Xi)/ Wi Rank

Increase in 8 2 1.6 III

salary

Promotion 20 4 8 I

Leave 7 1 0.7 IV

Power 15 3 4.5 II

Total 50 10 14.8

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 Respondents (Xi) Weightage (Wi) (Wi*Xi)/ Wi Rank
Highly 12 5 4 II
efficient
Efficient 23 4 6.1 I

Inefficient 5 2 0.66 IV

Highly 3 1 0.2 V
inefficient
Neither 7 3 1.4 III
efficient nor
inefficient
Total 40 15 12

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 managements 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 doesnt 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 companys 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.