A STUDY ON EMPLOYER EMPLOYEE RETENTION IN
BIG BAZAATR, CHENNAI.
Submitted in partial fulfillment of the requirement for the award
Of the degree of Master of Business Administration
by
R.ABINAYA
(Reg No: 2K10MBA02)
Under the guidance of
Ms.S.PadmaPraba MBA. M.PHIL
1
DEPARTMENT OF MANAGEMENT STUDIES
FATIMA COLLEGE (AUTONOMOUS)
(COLLEGE WITH POTENTIAL FOR EXCELLENCE)
RE-ACCREDITTED WITH ‘A’ GRADE BY NAAC
MARY LAND
MADURAI-625018
BONAFIDE CERTIFICATE
This is to certify that the project work entitled “A Study on employee retention in
BIG BAZAAR, Chennai”, is a bonafide record of work done by R.ABINAYA (Reg. No.
2K10MBA02) submitted in partial fulfillment of the requirement for the Degree of
Master of Business Administration, 2010-2012.
Signature of the Faculty Guide
Signature of the Head
(Ms.S.PadmaPraba, B.com,MBA., )
(Dr. Mrs. P. Uma, B.E., MBA,)
2
FATIMA COLLEGE (AUTONOMOUS)
DEPARTMENT OF MANAGEMENT STUDIES
MARY LAND
MADURAI-625018.
R.ABINAYA
(Reg No: 2K10MBA02)
DECLARATION
I hereby declare that the project done under the title “A Study on employees
retention in Big Bazaar, vadapalani, chennai” submitted for the award of the degree of
Master of Business Administration is my original work and that no part of this report has
been submitted fully or partly for any other recognition earlier.
Signature of Candidate
3
ACKNOWLEDGEMENT
First and foremost, I thank and praise almighty for his guidance and protection
throughout the course of our study.
It is a great pleasure to acknowledge my sincere thanks to Dr. Sr. Jospin Nirmala
Mary, Principal, Fatima College, and Madurai for her motivation to carry out the course
of study.
It is a great pleasure to acknowledge my sincere thanks to Sr. Celine Sahaya
Mary, Vice Principal, Fatima College, Madurai for her valuable support and guidance.
I convey my heartfelt thanks to beloved head of the department Dr. P. Uma for
her constant support, co-operation and timely direction.
I wish to express my gratitude to the faculty guide Ms. S.Padmapraba, Dept of
Management Studies for her encouragement and assistance for completing this project..
I am greatly indebted to my guide Mr.N.Somu, - People officer of Big Bazaar
vadapalani, Chennai for his patient approach and for providing all the necessary
assistance needed for the project.
I wish to express my gratitude to all the staff members in the Department of
Management Studies for their encouragement for completing this project.
Finally I thank my teachers, respondents, friends and parents who helped us in
completing the project successfully
4
CONTENT
S.NO
PAGE NO
PARTICULARS
1.
Introduction
2.
Company profile
3.
Industry profile
4.
Objective of the study
5.
Scope of the study
6.
Limitation of the study
7.
Review of Literature
8.
Research Methodology
9.
Data Analysis and Interpretation
10.
Findings
11. .
Suggestions
12.
Conclusion
13.
Bibliography
14.
Annexure
5
LIST OF TABLES
S.No
TABLES
1
The number of respondents based on the gender
2
Based on the age of the respondents
3
The number of respondents based on the experience
4
The number of respondents depending on the income
5
salary and compensation
6
Table showing Leave benefits
7
Table shows about the health related benefits
8
Table showing the Long term care insurance
9
Table showing data about the tuition reimbursement
10
Table showing the respondents of Deferred compensation
11
Table to represent data about the Employee Assistant Program
12
Table shows about the alternative work schedule
13
Table showing the respondents of the mentoring
14
Table showing the help with career planning
15
Table showing the respondents rewards and recognition
16
17
Table showing the respondents job rotation and new
assignments
Table shows about the employee suggestion program
18
Table shows about the training opportunities
19
Table showing the respondents about the performance appraisal
20
22
Table showing about the Employees in my organization are
treated with fairness and respect.
Table shows about the Supervisors spend a good deal of time
listening to employees ideas
Table showing the respondents job is secured
23
Table shows about the Employees doing their job independently
21
6
PAGE NO
24
Table showing about the Satisfaction about the fringe benefits
25
Table showing the respondents Employees satisfied with their
relationship with colleagues
26
Table showing the respondents The superior is helpful to
getting their job done
Table showing about the opportunity for promotion is good
27
28
Table showing the respondents the opportunity for promotion is
good
7
LIST OF CHARTS
S.No
CHARTS
1
Chart showing the number of respondents based on the gender.
2
Chart showing the respondents age group of respondents
3
Chart showing the years experience of the respondents.
4
Chart showing the income level of the employees
5
Chart showing the salary and compensation
6
Chart showing Leave benefits
7
Chart shows about the health related benefits
8
Chart showing the Long term care insurance
9
Chart showing data about the tuition reimbursement
10
Chart showing the respondents of Deferred compensation
11
Chart to represent data about the Employee Assistant Program
12
Chart shows about the alternative work schedule
13
Chart showing the respondents of the mentoring
14
Chart showing the help with career planning
15
Chart showing the respondents rewards and recognition
16
17
Chart showing the respondents job rotation and new
assignments
Chart shows about the employee suggestion program
18
Chart shows about the training opportunities
19
Chart showing the respondents about the performance appraisal
20
22
Chart showing about the Employees in my organization are
treated with fairness and respect.
Chart shows about the Supervisors spend a good deal of time
listening to employees ideas
Chart showing the respondents job is secured
23
Chart shows about the Employees doing their job independently
21
8
PAGE NO
24
Chart showing about the Satisfaction about the fringe benefits
25
Chart showing the respondents Employees satisfied with their
relationship with colleagues
26
Chart showing the respondents The superior is helpful to
getting their job done
Chart showing about the opportunity for promotion is good
27
28
Chart showing the respondents the opportunity for promotion is
good
9
1.1 INTRODUCTION TO THE STUDY
Retail consists of the sale of physical goods or merchandise from a fixed
location, such as a department store, boutique or kiosk, or by mall, in small or
individual lots for direct consumption by the purchaser.[1] Retailing may include
subordinated services, such as delivery. Purchasers may be individuals or
businesses. In commerce, a "retailer" buys goods or products in large quantities
from manufacturers or importers, either directly or through a wholesaler, and then
sells smaller quantities to the end-user. Retail establishments are often called
shops or stores. Retailers are at the end of the supply chain.
Manufacturing marketers see the process of retailing as a necessary part of their
overall distribution strategy. The term "retailer" is also applied where a service
provider services the needs of a large number of individuals, such as a public
utility, like electric power.
Shops may be on residential streets, shopping streets with few or no houses
or in a shopping mall. Shopping streets may be for pedestrians only. Sometimes a
shopping street has a partial or full roof to protect customers from precipitation.
Online retailing, a type of electronic commerce used for business (B2C)
transactions and mail order, are forms of non-shop retailing.
Shopping generally refers to the act of buying products. Sometimes this is
done to obtain necessities such as food and clothing; sometimes it is done as
a recreational activity. Recreational shopping often involves window shopping
(just looking, not buying) and browsing and does not always result in a purchase.
ETYMOLOGY
Retail comes from the Old French word tailer (compare modern
French retailler), which means "to cut off, clip, pare, divide" in terms of tailoring
10
(1365). It was first recorded as a noun with the meaning of a "sale in small
quantities" in 1433 (from the Middle French retail, "piece cut off, shred, scrap,
paring").[2] Like the French, the word retail in both Dutch and German
(detailhandel and Einzelhandel, respectively) also refers to the sale of small
quantities of items.
TYPES OF RETAIL OUTLETS
A marketplace is a location where goods and services are exchanged. The
traditional market square is a city square where traders set up stalls and buyers
browse the merchandise. This kind of market is very old, and countless such
markets are still in operation around the whole world.
In some parts of the world, the retail business is still dominated by small familyrun stores, but this market is increasingly being taken over by large retail chains.
Retail is usually classified by type of products as follows:

Food products

Hard goods ("hard-line retailers") - appliances, electronics, furniture,
sporting goods, etc.

Soft goods - clothing, apparel, and other fabrics.
There are the following types of retailers by marketing strategy:

Department stores - very large stores offering a huge assortment of "soft"
and "hard goods; often bear a resemblance to a collection of specialty stores. A
retailer of such store carries variety of categories and has broad assortment at
average price. They offer considerable customer service.

Discount stores - tend to offer a wide array of products and services, but
they compete mainly on price offers extensive assortment of merchandise at
11
affordable and cut-rate prices. Normally retailers sell less fashion-oriented
brands.

Warehouse stores - warehouses that offer low-cost, often high-quantity
goods piled on pallets or steel shelves; warehouse clubs charge a membership
fee;

Variety stores - these offer extremely low-cost goods, with limited
selection;

Demographic - retailers that aim at one particular segment (e.g., high-end
retailers focusing on wealthy individuals).

Mom-And-Pop: is a retail outlet that is owned and operated by individuals.
The range of products are very selective and few in numbers. These stores are
seen in local community often are family-run businesses. The square feet area
of the store depends on the store holder.

Specialty stores: A typical specialty store gives attention to a particular
category and provides high level of service to the customers. A pet store that
specializes in selling dog food would be regarded as a specialty store.
However, branded stores also come under this format. For example if a
customer visits a Reebok or Gap store then they find just Reebok and Gap
products in the respective stores.

General store - a rural store that supplies the main needs for the local
community;

Convenience stores: is essentially found in residential areas. They provide
limited amount of merchandise at more than average prices with a speedy
checkout. This store is ideal for emergency and immediate purchases.

Hypermarkets: provides variety and huge volumes of exclusive
merchandise at low margins. The operating cost is comparatively less than
other retail formats.
12

Supermarkets: is a self service store consisting mainly of grocery and
limited products on non food items. They may adopt a Hi-Lo or an EDLP
strategy for pricing. The supermarkets can be anywhere between 20,000 and
40,000 square feet (3,700 m2). Example: SPAR supermarket.

Malls: has a range of retail shops at a single outlet. They endow with
products, food and entertainment under a roof.

Category killers or Category Specialist: By supplying wide assortment in a
single category for lower prices a retailer can "kill" that category for other
retailers. For few categories, such as electronics, the products are displayed at
the centre of the store and sales person will be available to address customer
queries and give suggestions when required. Other retail format stores are
forced to reduce the prices if a category specialist retail store is present in the
vicinity.

E-tailers: The customer can shop and order through internet and the
merchandise are dropped at the customer's doorstep. Here the retailers use drop
shipping technique. They accept the payment for the product but the customer
receives the product directly from the manufacturer or a wholesaler. This
format is ideal for customers who do not want to travel to retail stores and are
interested in home shopping. However it is important for the customer to be
wary about defective products and non secure credit card transaction.
Example: Amazon, Pennyful and Ebay.

Vending Machines: This is an automated piece of equipment wherein
customers can drop in the money in machine and acquire the products.
Some stores take a no frills approach, while others are "mid-range" or "high end",
depending on what income level they target.
Other types of retail store include:
13

Automated Retail stores are self service, robotic kiosks located in airports,
malls and grocery stores. The stores accept credit cards and are usually open
24/7. Examples include ZoomShops andRedbox.

Big-box stores encompass larger department, discount, general
merchandise, and warehouse stores.

Convenience store - a small store often with extended hours, stocking
everyday or roadside items;

General store - a store which sells most goods needed, typically in a rural
area;
Retailers can opt for a format as each provides different retail mix to its customers
based on their customer demographics, lifestyle and purchase behaviour. A good
format will lend a hand to display products well and entice the target customers to
spawn sales.
RETAIL PRICING
The pricing technique used by most retailers is cost-plus pricing. This involves
adding a mark-up amount (or percentage) to the retailer's cost. Another common
technique is suggested retail pricing. This simply involves charging the amount
suggested by the manufacturer and usually printed on the product by the
manufacturer.
In Western countries, retail prices are often called psychological prices or odd
prices. Often prices are fixed and displayed on signs or labels. Alternatively, when
prices are not clearly displayed, there can be price discrimination, where the sale
price is dependent upon who the customer is. For example, a customer may have
to pay more if the seller determines that he or she is willing and/or able to.
Another example would be the practice of discounting for youths, students, or
senior citizens..
14
TRANSFER MECHANISM
There are several ways in which consumers can receive goods from a retailer:

Counter service, where goods are out of reach of buyers and must be
obtained from the seller. This type of retail is common for small expensive
items (e.g. jewelry) and controlled items like medicine and liquor. It was
common before the 1900s in the United States and is more common in certain
countries like India.[which?]

Delivery, where goods are shipped directly to consumer's homes or
workplaces. Mail order from a printed catalog was invented in 1744 and was
common in the late 19th and early 20th centuries. Ordering by telephone is
now common, either from a catalog, newspaper, television advertisement or a
local restaurant menu, for immediate service (especially for pizza
delivery). Direct marketing, including telemarketing and television shopping
channels, are also used to generate telephone orders. Started gaining
significant market share in developed countries in the 2000s.

Door-to-door sales, where the salesperson sometimes travels with the goods
for sale.

Self-service, where goods may be handled and examined prior to purchase
SECOND HAND RETAIL
Some shops sell second-hand goods. In the case of a non-profit shop, the public
donates goods to the shop to be sold. In give-away shops goods can be taken for
free.
Another form is the pawnshop, in which goods are sold that was used as collateral
for loans. There are also "consignment" shops, which are where a person can place
an item in a store and if it sells, the person gives the shop owner a percentage of
15
the sale price. The advantage of selling an item this way is that the established
shop gives the item exposure to more potential buyers.
CHALLENGES
To achieve and maintain a foothold in an existing market, a prospective retail
establishment must overcome the following hurdles:
 Regulatory barriers including
 Restrictions on real estate purchases, especially as imposed by local
governments and against "big-box" chain retailers;
 Restrictions on foreign investment in retailers, in terms of both absolute
amount of financing provided and percentage share of voting stock
(e.g., common stock) purchased;
 Unfavorable taxation structures, especially those designed to penalize or
keep out "big box" retailers (see "Regulatory" above);
 Absence of developed supply chain and integrated IT management;
 High competitiveness among existing market participants and resulting
low profit margins, caused in part by
Constant advances in product design resulting in constant threat of product
obsolescence and price declines for existing inventory; and
 Lack of properly educated and/or trained work force, often including
management, caused in part by
 Lack of educational infrastructure enabling prospective market entrants to
respond to the above challenges.
16
SALES TECHNIQUES
Behind the scenes at retail, there is another factor at work. Corporations and
independent store owners alike are always trying to get the edge on their
competitors. One way to do this is to hire a merchandising solutions company to
design custom store displays that will attract more customers in a certain
demographic. The nation's largest retailers spend millions every year on in-store
marketing programs that correspond to seasonal and promotional changes. As
products change, so will a retail landscape. Retailers can also
use facing techniques to create the look of a perfectly stocked store, even when it
is not.
A destination store is one that customers will initiate a trip specifically to
visit, sometimes over a large area. These stores are often used to "anchor" a
shopping mall or plaza, generating foot traffic, which is capitalized upon by
smaller retailers.
CUSTOMER SERVICE
Customer service is the "sum of acts and elements that allow consumers to
receive what they need or desire from your retail establishment." It is important for
a sales associate to greet the customer and make himself available to help the
customer find whatever he needs. When a customer enters the store, it is important
that the sales associate does everything in his power to make the customer feel
welcomed, important, and make sure he leave the store satisfied. Giving the
customer full, undivided attention and helping him find what he is looking for will
contribute to the customer's satisfaction.
17
STATISTICS FOR NATIONAL RETAIL SALES
United States
The Retail Sales report is published every month. It is a measure of consumer
spending, an important indicator of the US GDP. Retail firms provide data on the
dollar value of their retail sales and inventories. A sample of 12,000 firms is
included in the final survey and 5,000 in the advanced one. The advanced
estimated data is based on a subsample from the US CB complete retail & food
services sample. It has been published by the US Census Bureau since 1951.
CONSOLIDATION
Among retailers and retails chains a lot of consolidation has appeared over the last
couple of decades. Between 1988 and 2010, worldwide 40'788 mergers &
acquisitions with a total known value of 2'255 bil. USD have been
announced.[5] The largest transactions with involvement of retailers in/from the
United States have been: the acquisition of Albertson's Inc. for 17 bil. USD in
2006,[6] the merger between Federated Department Stores Inc with May
Department Stores valued at 16.5 bil. USD in 2005[7] - now Macy's, and the
merger between Kmart Holding Corp and Sears Roebuck & Co with a value of
10.9 bil. USD in 2004.
18
COMPANY PROFILE
C
Big Bazaar is a chain of hypermarket in India. Currently,[when?] there
are 210 stores across 80 cities and towns in India. Big Bazaar is designed as an
agglomeration of bazaars or Indian markets with clusters offering a wide range of
merchandise including fashion and apparels, food products, general merchandise,
furniture, electronics, books, fast food and leisure and entertainment sections.
Big Bazaar is part of Future Group, which also owns the Central
Hypermarket, and is owned through a wholly owned subsidiary of Pantaloon
Retail IndiaLimited(BSE: 523574 523574), that is listed on Indian stock
exchanges.
19
HISTORY
Big Bazaar was launched in September, 2001 with the opening of its first
four stores in Calcutta, Indore, Bangalore and Hyderabad in 22 days. Within a
span of ten years, there are now 150 Big Bazaar stores in 80 cities and towns
across India.
Big Bazaar was started by Kishore Biyani, the Group CEO and Managing
Director of Pantaloon Retail. Though Big Bazaar was launched purely as a fashion
format including apparel, cosmetics, accessory and general merchandise, over the
years Big Bazaar has included a wide range of products and service offerings
under their retail chain. The current format includes Big Bazaar, Food Bazaar,
Electronic Bazaar and Furniture Bazaar.
OPERATIONS
Most Big Bazaar stores are multi-level and are located in stand-alone
buildings in city centers as well as within shopping malls. These stores offer over
200,000 SKUs in a wide range of categories led primarily by fashion and food
products.
Food Bazaar, a supermarket format was incorporated within Big Bazaar in
2002 and is now present within every Big Bazaar as well as in independent
locations. A typical Big Bazaar is spread across around 50,000 square feet
(4,600 m2) of retail space. While the larger metropolises have Big Bazaar Family
centres measuring between 75,000 square feet (7,000 m2) and 160,000 square feet
(15,000 m2), Big Bazaar Express stores in smaller towns measure around 30,000
square feet (2,800 m2).
Big Bazaar has the facility to purchase products online through its official
web page, and offers free shipping on some of their products.
20
INNOVATION
WEDNESDAY BAZAAR
Big Bazaar introduced the Wednesday Bazaar concept and promoted it as
“Hafte Ka Sabse Sasta Din”. It was mainly to draw customers to the stores on
Wednesdays, when least number of customers are observed. According to the
chain, the aim of the concept is "to give home makers the power to save the most
and even the stores in the city don a fresh look to make customers feel that it is
their day".
MAHA BACHAT
Maha Bachat was started off in 2006 as a single day campaign with
attractive promotional offers across all Big Bazaar stores. Over the years it has
grown into a 6 days biannual campaign. It has attractive offers in all its value
formats such as Big Bazaar, Food Bazaar, Electronic Bazaar and Furniture Bazaar
- catering to the entire needs of a consumer.
TIME LINE
2001 Three Big Bazaar stores launched within a span of 22 days in Kolkata,
Bangalore and Hyderabad
2002 Big Bazaar - ICICI Bank Card is launched. Food Bazaar becomes part of
Big Bazaar with the launch of the first store in Mumbai at High Street Phoenix
2003 Big Bazaar enters Tier II cities with the launch of the store in Nagpur. Big
Bazaar welcomes its 10 million-th customer at its new store in Gurgaon
2004 Big Bazaar wins its first award and national recognition. Big Bazaar and
Food Bazaar awarded the country’s most admired retailer award in value retailing
and food retailing segment at the India Retail Forum. A day before Diwali, the
store at Lower Parel becomes the first to touch Rs 10 million turnover on a single
day
21
2005 Initiates the implementation of SAP and pilots a RFID project at its central
warehouse in Tarapur. Launches a unique shopping program: the Big Bazaar
Exchange Offer, inviting customers to exchange household junk at Big Bazaar.
Electronic Bazaar and Furniture Bazaar are launched
2006 Mohan Jadhav sets a national record at Big Bazaar Sangli with a Rs
1,37,367 shopping bill. The Sangli farmer becomes Big Bazaar’s largest ever
customer. Big Bazaar launches Shakti, India’s first credit card program tailored for
housewives. Navaras – the jewellery store launched within Big Bazaar stores
2007 The 50th Big Bazaar store is launched in Kanpur. Big Bazaar partners with
Futurebazaar.com to launch India's most popular shopping portal. Big Bazaar
initiates the Power of One campaign to help raise funds for the Save The Children
India Fund Pantaloon Retail wins the International Retailer of the Year at USbased National Retail Federation convention in New York and Emerging Retailer
of the Year award at the World Retail Congress held in Barcelona.
2008 Big Bazaar becomes the fastest growing hypermarket format in the world
with the launch of its 101st store within 7 years of launch. Big Bazaar dons a new
look with a fresh new section, Fashion@Big Bazaar. Big Bazaar joins the league
of India’s Business Superbrands. It is voted among the top ten service brands in
the country in the latest Pitch-IMRB international survey.
2009 Big Bazaar opens its second store in Assam at Tinsukia. Big Bazaar
initiates Maha Annasantarpane program at its stores in South India – a unique
initiative to offer meals to visitors and support local social organizations. Big
Bazaar captures almost one-third share in food and grocery products sold through
modern retail in India.
2010 Future Value Retail Limited is formed as a specialized subsidiary to
spearhead the group’s value retail business through Big Bazaar, Food Bazaar and
other formats. Big Bazaar wins CNBC Awaaz Consumer Awards for the third
consecutive year. Adjudged the most preferred Most Preferred Multi Brand Food
22
& Beverage Chain, Most Preferred Multi Brand Retail Outlet and Most Preferred
Multi Brand One Stop Shop. Big Bazaar connects over 30,000 small and medium
Indian manufacturers and entrepreneurs with around 200 million customers
visiting its stores. Big Bazaar opens its third store in Kanpur at Z Square Mall. Big
Bazaar should opens its fourth store in Kanpur at Jajmau which is the largest
leather tannery garrison of Asia.
OUR VISION
Future Group shall deliver Everything, Everywhere, Every time for Every
Indian Consumer in the most profitable manner.
OUR MISSION
 We share the vision and belief that our customers and stakeholders shall be
served only by creating and executing future scenarios in the consumption
space leading to economic development.
 We will be the trendsetters in evolving delivery formats, creating retail
realty, making consumption affordable for all customer segments – for
classes and for masses.
 We shall infuse Indian brands with confidence and renewed ambition.
 We shall be efficient, cost- conscious and committed to quality in whatever
we do.
 We shall ensure that our positive attitude, sincerity, humility and united
determination shall be the driving force to make us successful.
23
CORE VALUES
 Indian ness: confidence in ourselves.
 Leadership: to be a leader, both in thought and business.
 Respect & Humility: to respect every individual and be humble in our
conduct.
 Introspection: leading to purposeful thinking.
 Openness: to be open and receptive to new ideas, knowledge and
information.
 Valuing and Nurturing Relationships: to build long term relationships.
 Simplicity & Positivity: Simplicity and positivism in our thought,
business and action.
 Adaptability: to be flexible and adaptable, to meet challenges.
 Flow: to respect and understand the universal laws of nature.
SWOT Analysis
Strengths:

High brand equity enjoyed by Big Bazaar

State of the art infrastructure

A vast variety of stuff available under one roof

Everyday low prices, which attract customers

Maximum percent of footfalls converted in sales

Huge investment capacity

Biggest value retail chain in India

It offers a family shopping experience, where entire family can visit
together.

Available facilities such as online booking and delivery of goods
24
Weakness:
 Unable to meet store opening targets on time
 Falling revenue per sq ft
 General perception: ‘Low price = Low quality’
 Overcrowded during offers
 Long lines at billing counters which are time consuming
 Limited only to value offering low price products.
 A no of branded products are still missing from Big Bazaar’s line of
products. E.g. Jockey, Van heusen,
Opportunity:

A lot of scope in Indian organized retail as it stands at approximately 4%.

Increasing mall culture in India.

More people these days prefer to visit big stores where they can find large
variety under one roof
Threats:

Competition from other value retail chains such as Shoprite, Reliance
(Fresh and

trends), Hyper city and D mart.
Unorganized retail also appears to be a threat to Big Bazaar’s business. A
large population still prefers to visit local convenient stores for daily
purchases

Changing Government policies

International players looking to foray India
25
OBJECTIVES OF THE STUDY
 To find the factors that influence employee retention
 To find the factors which motivates the employee to retain in
organization
 To make recommendation for future research.
PRIMARY OBJECTIVE:
 To identify the factors influencing participation in employee retention
activities.
SECONDARY OBJECTIVE:
 To identify the employees expectation from the rewards and
recognition system.
 To ascertain the motivational drivers that help to create a retain
workplace.
26
SCOPE OF THE STUDY
The scope of the study includes:
1. To understand the relationship between the employer and employees.
2. This study is helpful to the organization for conducting further research.
3. It is helpful for the organization to understand the employee relationship regarding
human resource practices in the organization.
27
1.6 LIMITATIONS OF THE STUDY:
1. The findings of the study are subjected to bias and prejudice of the respondents.
2. Area of the study is confined to the employees in Big Bazaar vadapalani only.
3. Time factor can be considered as a main limitation.
4. The findings of the study are solely based on the information provided by the
respondents.
5. The accuracy of findings is limited by the accuracy of statistical tools used for
analysis.
6. Findings of the research may change due to area, age condition of economy etc.
28
REVIEW OF LITERATURE
A literature review is a body of text that aims to review the critical points of
current knowledge including substantive findings as well as theoretical and
methodological contributions to a particular topic.
EMPLOYEE RETENTION:
1) Employers have a need to keep employees from leaving and going to work for
other companies. This is true because of the great costs associated with hiring and
retraining new employees. The best way to retain employees is by providing them
with job satisfaction and opportunities for advancement in their careers
(Eskildesen 2000, Hammer 2000).
2) Employees that are satisfied and happy in with their jobs are more dedicated in
doing a good job and taking care of customers that sustain the operation. Job
satisfaction is something that working people seek and a key element of employee
retention (Marini 2000; Denton 2000).
3) Research has shown that there may be many
environmental features that can
be created and maintained to give employees job satisfaction. Pay and benefits,
communication, motivation ,justice and leisure time all seem to play a part as to
whether employees are satisfied with their jobs, according to studies which helps
to retain employees. (Brewer 2000; Employee 2000; Money 2000; Wagner 2000).
4) The employees are extremely crucial to the organisation since their value to the
organization is essentially intangible and not easily replicated Meaghan et al.
(2002). Therefore, managers must recognize that employees as major contributors
to the efficient achievement of the organization’s success (Abbasi et al. (2000)).
29
5) Employee engagement, the organization’s capacity to engage, retain, and
optimize the value of its employees hinges on how well jobs are designed, how
employees' time is used, and the commitment and support that is
shown to employees by the management would motivate employees to stay in
organization’s (Johnson et al (2000)).
6) Knowledge accessibility, the extent of the organisation’s collaborativeness and
its capacity for making knowledge and ideas widely available to employees,would
make employees to stay in the organisation. Sharing of information should be
made at all levels of management.This accessibility of information would lead to
strong performance from the employees and creating strong corporate culture
Meaghan et al. (2002).
7) Workforce optimization, the organisation’s success in optimizing the
performance of the employees by establishing essential processes for getting work
done, providing good working conditions, establishing accountability and making
good hiring choices would retain employees in their organisation. (Badawy, 1988;
Basta and Johnson, 1989; Garden, 1989; Parden, 1981; Sherman, 1986).
30
3.1 RESEARCH METHODOLOGY
Research methodology is the systematic way to solve the research problem. It
gives an idea about various steps adopted by the researcher in a systematic manner with
an objective to determine various manners.
RESEARCH DESIGN:
The Research design is purely and simply the framework of plan for a study that
guides the collection and analysis of data. Descriptive Research design was used for this
research
DATAUSED:
The type of data collected comprises of Primary data and Secondary data.
Primary data is the first hand data collected from the employer and employee. It was
collected through questionnaire.
Secondary data for the study has been compiled from the reports and official
publication of the organization, which have been helped in getting an insight of the
present scenario existing in the operation of the company.
RESEARCH INSTRUMENT:
The method used for data collection was “questionnaire method”. The
questionnaire is a structured one. It was a mixture of close ended and multiple choices.
POPULATION SIZE:
The population size is 100
SAMPLE SIZE:
The size of the sample is 25
31
SAMPLING TECHNIQUE:
The technique adopted here is the probability sampling, simple random sampling
was adopted.
The Statistical tools applied
1. Chi-Square Test
2. ANOVA
3. Weighted Average
4. Percentage analysis
SCALING TECHNIQUE:
Likert - type scaling is adopted for this study. Likert –type scale
consists of a number of statements which express either a favorable or unfavorable
attitude towards the given object to which the respondents is asked to react.
DIAGRAMMATIC REPRESENTATION

Bar diagram:
A bar diagram can be drawn either on a horizontal or vertical base.
Bars on horizontal base are more common. A bar diagram is simple to draw and
more common to understand.

Pie diagram:
Pie diagram is an important and a popular means of
representation. Pie diagram should be used on a percentage basis and not on an
absolute basis, Pie diagram showing absolute figures would require the larger totals
represented by larger circles. When pie diagram are constructed on a percentage
basis, percentage can be presented by circles equal in size.
32
DATA ANALYSIS AND INTERPRETATION
It is an astonishing skill to discover the new things for a researcher in his
study. It calls for the researcher’s own judgment and skill. Analysis means a critical
examination of the assembled and grouped data for studying the characteristics of the
object studying and for determining the patterns of relationship among the variables
relating to it.
33
PERCENTAGE ANALYSIS METHOD
It is a special kind of ration. It is used in making comparison between two
or more series of data that are used to describe relationship. Moreover % can also be used
to compare the relative terms of the distribution of two or more series of data.
 Percentage analysis
Actual population
Simple Percentage = ------------------------ x 100
Sample size
34
PERCENTAGE ANALYSIS
TABLE 1
Table No.1 shows the employee’s category distribution on the basis of gender
S.No
Gender
No. of employees
Simple percentage
1.
Male
58
58
2.
Female
42
42
Total
100
100
INFERENCE
The above table shows that 58% of the employees are belong to male category
and the rest 42% are belongs to female category.
35
CHART 1
Chart showing the number of respondents based on gender
male
Female
Slice 3
Slice 4
36
TABLE 2
Table No.2 shows the age wise distribution of the employees
S.No
Age group
No. of employees
Simple percentage
1.
18-25 years
25
25
2.
26-35years
50
50
3.
36-45years
25
25
4.
46-55 years
0
0
5.
Above 55 years
0
0
100
100
Total
INFERENCE
The above table shows that majority of the employees i.e., 50% are attained the
age 18-25years, 25% of the employees are attained the age 18-25years and 25% of the
employee are attained the age between 36-45years and there is no respondents in the age
46-55 and above 55 years.
CHART 2
37
Chart showing age group of respondents
18-25 years
26-35years
36-45years
46-55 years
above 55
TABLE 3
38
Table No.3 shows the experience of the employees
S.No
Experience
No. of employees
Simple percentage
1.
Below 1 year
48
48
2.
1-3 years
35
35
3.
4-6 years
17
17
4.
7-9 years
0
0
5.
10-12 years
0
0
Total
100
100
INFERENCE
The above table shows the experience of the employees i.e., 48% of the
employees is below 1 year, 35% of the employees are between1-3 years and 17%
of the employees are between 4-6 years, there is no respondents in the 7-9 years
and 10-12 years
CHART 3
39
Chart showing the experience of the respondents
60
50
40
30
20
10
0
TABLE 4
40
Table No.4 shows the income level of the employees
S.No
Income
No. of employees
Simple percentage
1.
Rs.3001-4000
68
68
2.
Rs.4001-5000
12
12
3.
Rs.5001-6000
5
5
4.
Rs.6001-7000
15
15
5.
Above 7000
0
0
25
100
Total
INFERENCE
The above table shows the income level of the employees i.e., 68% of the
employees is Rs.3001-4000, 15% of the employees are Rs.6001-7000 and 12% of
the employees are Rs.4001-5000, 5% of the employees are Rs.5001-6000 and
above Rs.7000.
CHART 4
41
Chart showing the income of the respondents
70
60
Rs.3001-4000
Rs.4001-5000
Rs.5001-6000
Rs.6001-7000
above Rs.7000
50
40
30
20
10
0
TABLE 5
42
Table No.5 Salary and compensation
S.No
Factors
No. of employees
Simple percentage
1.
Highly satisfied
2
2
2.
Satisfied
17
17
3.
Neutral
20
20
4.
Dissatisfied
43
43
5.
Highly dissatisfied
18
18
100
100
Total
INFERENCE
The above table shows employees satisfied with their salary and
compensation i.e., 2% of the employees said highly satisfied, 17% of the
employees said satisfied and 20% of the employees are said neutral and 43% of
the employees said dissatisfied and 18% are highly dissatisfied.
43
CHART 5
Chart showing Salary and compensation
Highly satisfied
50
40
Satisfied
30
Neutral
20
Dissatisfied
10
Highly
dissatisfied
0
44
TABLE 6
Table No.6 Leave Benefits
S.No
Factors
No. of employees
Simple percentage
1.
Highly satisfied
12
12
2.
Satisfied
46
46
3.
Neutral
33
33
4.
Dissatisfied
9
9
0
0
100
100
5.
Highly dissatisfied
Total
INFERENCE
The above table shows employees leave benefits. i.e., 12% of the
employees said highly satisfied, 46% of the employees said satisfied and 33% of
the employees said neutral and 9% are dissatisfied and no response are highly
dissatisfied.
45
CHART-6
Chart shows about the employees leave benefits
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
46
TABLE 7
Table No.7 Health related benefits
S.No
Factors
No. of employees
Simple percentage
1.
Highly satisfied
12
12
2.
Satisfied
39
39
3.
Neutral
35
35
4.
Dissatisfied
14
14
0
0
100
100
5.
Highly dissatisfied
Total
INFERENCE
The above table shows Health related benefits i.e., 12% of the employees
said highly satisfied, 39% of the employees said satisfied and 35% of the
employees said neutral and 14% of the employees said dissatisfied and 0% are
highly dissatisfied.
47
CHART 7
Chart showing about the Health related benefits
40
30
48
Highly satisfied
Satisfied
20
Neutral
10
Dissatisfied
0
Highly
dissatisfied
TABLE 8
Table No.8 Long term care insurance
S.No
Factors
No. of employees
Simple percentage
1.
Highly satisfied
12
12
2.
Satisfied
64
64
3.
Neutral
13
13
4.
Dissatisfied
11
11
0
0
100
100
5.
Highly dissatisfied
Total
INFERENCE
The above table shows Long term care insurance i.e., 12% of the employees
said highly satisfied, 64% of the employees said satisfied and 13% of the
employees said neutral and 11% of the employees said dissatisfied and0% of the
employees said highly.
49
CHART 8
Chart showing about the Long term care Insurance
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly
dissatisfied
50
TABLE 9
Table No.9 Tuition Reimbursement
S.No
Factors
No. of employees
Simple percentage
1.
Highly satisfied
3
3
2.
Satisfied
68
68
3.
Neutral
17
17
4.
Dissatisfied
12
12
5.
Highly dissatisfied
0
0
100
100
Total
INFERENCE
The above table shows tuition reimbursement i.e., 3% of the employees
said highly satisfied, 68% of the employees said satisfied and 17% are in neutral
and 12% are in dissatisfied and 0% are highly dissatisfied.
51
CHART 9
Chart showing about the Tuition Reimbursement
120
100
80
Highly dissatisfied
Dissatisfied
60
Neutral
Satisfied
Highly satisfied
40
20
0
52
TABLE 10
Table No.10 Deferred compensation
S.No
Factors
No. of employees
Simple percentage
1.
Highly satisfied
9
9
2.
Satisfied
68
68
3.
Neutral
17
17
4.
Dissatisfied
12
12
5.
Highly Dissatisfied
0
0
Total
100
100
INFERENCE
The above table shows the Deferred Compensation i.e., 9% of the
employees said highly satisfied, 68% of the employees said satisfied and 17% of
the employees said neutral and 12% of the employees said dissatisfied and 0% are
highly dissatisfied.
53
CHART-10
Chart showing about the Deferred Compensation
Highly
Dissatisfied
Dissatisfied
Neutral
Satisfied
Highly
satisfied
0
20
54
40
60
80
TABLE 11
Table No.11 Employee Assistant Program (Counseling)
S.No
Factors
No. of employees
Simple percentage
1.
Highly satisfied
5
5
2.
Satisfied
39
39
3.
Neutral
27
27
4.
Dissatisfied
21
21
5.
Highly Dissatisfied
8
8
Total
100
100
INFERENCE
The above table shows the Counseling i.e., 5% of the employees said
highly satisfied, 39% of the employees said satisfied and 27% of the employees
said neutral and 21% of the employees said dissatisfied and8% are highly
dissatisfied.
55
CHART-11
Chart showing about the Employee Assistant Program Counseling
45
40
35
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
30
25
20
15
10
5
0
.
56
TABLE 12
Table No.12 Alternative work schedule
S.No
Factors
No. of employees
Simple percentage
1.
Highly satisfied
7
7
2.
Satisfied
49
49
3.
Neutral
23
23
4.
Dissatisfied
18
18
5.
Highly Dissatisfied
3
3
Total
100
100
INFERENCE
The above table shows Alternative work schedule i.e., 7% of the employees
said highly satisfied, 49% of the employees are satisfied, 23% are in neutral, 18%
are dissatisfied, and 3% are highly dissatisfied.
57
CHART-12
Chart shows about the Alternative Work Schedule
50
Highly
satisfied
40
Satisfied
30
Neutral
20
Dissatisfied
10
0
Highly
Dissatisfied
58
TABLE 13
Table No.13 Mentoring
S.No
Factors
No. of employees
Simple percentage
1.
Highly satisfied
23
23
2.
Satisfied
68
68
3.
Neutral
8
8
4.
Dissatisfied
1
1
5.
Highly Dissatisfied
0
0
Total
100
100
INFERENCE
The above table shows Mentoring i.e., 23% of the employees said highly
satisfied, 68% of the employees are satisfied, 8% are in neutral, 1% are
dissatisfied, and 0% are highly dissatisfied.
59
CHART-13
Chart shows about the Mentoring
70
Highly satisfied
60
50
Satisfied
40
Neutral
30
Dissatisfied
20
10
Highly
Dissatisfied
0
60
TABLE 14
Table No.14 Help with career planning
S.No
Factors
No. of employees
Simple percentage
1.
Highly satisfied
25
25
2.
Satisfied
48
48
3.
Neutral
10
10
4.
Dissatisfied
12
12
5.
Highly Dissatisfied
5
5
Total
100
100
INFERENCE
The above table shows Help with career planning i.e., 25% of the
employees said highly satisfied, 48% of the employees are satisfied, 10% are in
neutral, 12% are dissatisfied, and 5% are highly dissatisfied.
61
CHART- 14
Chart shows about the health with career planning
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly
Dissatisfied
62
TABLE 15
Table No.15 Rewards and recognition
S.No
Factors
No. of employees
Simple percentage
1.
Highly satisfied
25
25
2.
Satisfied
49
49
3.
Neutral
23
23
4.
Dissatisfied
3
3
5.
Highly Dissatisfied
0
0
Total
100
100
INFERENCE
The above table shows rewards and recognition i.e., 25% of the employees
said highly satisfied, 49% of the employees are satisfied, 23% are in neutral, 3%
are dissatisfied, and 0% are highly dissatisfied.
63
CHART-15
Chart shows about Rewards and recognition
60
Highly satisfied
50
Satisfied
40
Neutral
30
20
Dissatisfied
10
Highly
Dissatisfied
0
64
TABLE 16
Table No.16 Job Rotation and new assignments
S.No
Factors
No. of employees
Simple percentage
1.
Strongly agree
12
12
2.
Agree
59
59
3.
Neutral
22
22
4.
Disagree
5
5
5.
Strongly disagree
3
3
Total
100
100
INFERENCE
The above table show job rotation and new assignments i.e., 12% of the
employees are strongly agree and 59% of the employees said agree ,22% are in
neutral,5% are said to be disagree, and 3% are strongly disagree..
65
CHART-16
Chart shows about the Job Rotation and new assignments
60
50
40
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
30
20
10
0
66
TABLE 17
Table No.17 Employee suggestion program
S.No
Factors
No. of employees
Simple percentage
1.
Strongly agree
27
27
2.
Agree
35
35
3.
Neutral
23
23
4.
Disagree
10
10
5.
Strongly disagree
5
5
Total
100
100
INFERENCE
The above table shows employee suggestion program i.e., 27% of the
employees said strongly agree and 35% of the employees said agree and 23% of
the employees are Neutral, 10% are disagree, and 5% are strongly disagree.
67
CHART-17
Chart shows about the Employee suggestion program
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
0
10
20
30
68
40
TABLE 18
Table No.18 Training opportunities
S.No
Factors
No. of employees
Simple percentage
1.
Strongly agree
35
35
2.
Agree
27
27
3.
Neutral
22
22
4.
Disagree
12
12
5.
Strongly disagree
4
4
Total
100
100
INFERENCE
The above table shows training opportunities. i.e., 35% of the employees said
strongly agree and 27% of the employees said agree and 22% of the employees said
Neutral, 12% are disagreeing and 4% are strongly disagreeing.
69
CHART-18
Chart shows about the Training opportunities
35
30
25
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
20
15
10
5
0
70
TABLE 19
Table no: 19 Annual performance appraisals
S.No
Factors
No. of employees
Simple percentage
1.
Strongly agree
43
43
2.
Agree
21
21
3.
Neutral
36
36
4.
Disagree
0
0
5.
Strongly disagree
0
0
Total
100
100
INFERENCE
The above table shows about annual performance appraisal i.e. 43% of the
employees said strongly agree, 21% of the employees said agree and 36% of the
employees said neutral 0% of the employees said disagree 0% are strongly disagree
71
CHART-19
Chart shows about the Annual performance appraisals
50
40
30
20
10
0
72
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
TABLE 20
Table No.20 Employees in my organization are treated with fairness
and respect.
S.No
Factors
No. of employees
Simple percentage
1.
Strongly agree
35
35
2.
Agree
58
58
3.
Neutral
4
4
4.
Disagree
3
3
5.
Strongly disagree
1
1
Total
100
100
INFERENCE
The above table shows adequate space at the workplace i.e., 35% of the
employees said strongly agrees and 58% of the employees said agree and 4 of the
employees said neutral,3% says disagree and 1% say strongly disagree.
73
CHART-20
Chart shows about the Employees in my organization are treated with
fairness and respect.
10
8
6
4
2
0
Strongly agree
Agree
Strongly
agree
74
Neutral
Disagree
Strongly disagree
TABLE 21
Table No.21 Supervisors spend a good deal of time listening to
employees ideas
S.No
Factors
No. of employees
Simple percentage
1.
Strongly agree
49
49
2.
Agree
33
33
3.
Neutral
12
12
4.
Disagree
5
5
5.
Strongly disagree
1
1
Total
100
100
INFERENCE
The above table shows supervisors spend a good deal of time listening to
employees ideas i.e., 49% of the employees said strongly agree and 33% of the
employees said agree and 12% of the employees said neutral,5% are disagree, and
1% are strongly disagree.
75
CHART-21
Chart showing about the Supervisors spend a good deal of time
listening to employees ideas
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
76
TABLE 22
Table No.25 job is secured
S.No
Factors
No. of employees
Simple percentage
1.
Strongly agree
12
12
2.
Agree
37
37
3.
Neutral
41
41
4.
Disagree
7
7
5.
Strongly disagree
3
3
Total
100
100
INFERENCE
The above table shows job is secured i.e., 12% of the employees said
strongly agree and 37% of the employees said agree, 41% are in neutral,7% are
disagree and 3% are strongly disagree
77
CHART-22
Chart showing about the job is secured
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
0
2
4
78
6
TABLE 23
Table No.23 Employees doing their job independently
S.No
Factors
No. of employees
Simple percentage
1.
Strongly agree
23
23
2.
Agree
73
73
3.
Neutral
3
3
4.
Disagree
0
0
5.
Strongly disagree
0
0
Total
100
100
INFERENCE
The above table shows employee independence in their job i.e., 23% of the
employees said strongly agree and 73% of the employees said agree and 3% of the
employees said neutral,0% said disagree, and 0% are strongly disagree.
79
CHART-23
Chart showing about the Employees doing their job independently
80
70
60
50
40
30
20
10
0
Strongly
agree
Agree
80
Neutral Disagree Strongly
disagree
TABLE 24
Table No.24 Satisfaction about the fringe benefits
S.No
Factors
No. of employees
Simple percentage
1.
Strongly agree
35
35
2.
Agree
28
28
3.
Neutral
20
20
4.
Disagree
12
12
5.
Strongly disagree
5
5
Total
100
100
INFERENCE
The above table shows satisfaction level i.e., ,35% of the employees said
strongly agree and 28% of the employees said agree and 20% of the employees
said neutral and 12% of the employees said disagree, 5%are strongly disagree
81
CHART-24
Chart showing about the Satisfaction about the fringe benefits
40
30
20
82
Strongly
disagree
Strongly
agree
0
Neutral
10
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
TABLE 25
Table No.25 Employees satisfied with their relationship with colleagues
S.No
Factors
No. of employees
Simple percentage
1.
Strongly agree
10
40
2.
Agree
5
20
3.
Neutral
4
16
4.
Disagree
3
12
5.
Strongly disagree
3
12
Total
25
100
INFERENCE
The above table shows communicating openly and honestly i.e., 40% of the employees
said strongly agree, 20% of the employees said agree and 16% of the employees said neutral
and 12% of the employees said disagree. 12% are strongly disagree.
83
CHART-25
Chart showing about the employees satisfied with their relationship
with colleagues
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
0
2
84
4
6
8
10
TABLE 26
Table No.26 The superior is helpful to getting their job done
S.No
Factors
No. of employees
Simple percentage
1.
Strongly agree
45
45
2.
Agree
35
35
3.
Neutral
12
12
4.
Disagree
8
8
5.
Strongly disagree
0
0
Total
100
100
INFERENCE
The above table the superior is helpful to getting their job done i.e., 45% of the
employees said strongly agree, 35% of the employees said agree and 12% of the employees
said neutral and 8% of the employees said disagree. 0% is strongly disagree.
85
CHART-26
Chart showing about the superior is helpful to getting their job done
50
40
30
Strongly
agree
0
86
Neutral
10
Strongly
disagree
20
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
TABLE 27
Table No.26 The opportunity for promotion is good
S.No
Factors
No. of employees
Simple percentage
1.
Strongly agree
12
12
2.
Agree
12
12
3.
Neutral
13
13
4.
Disagree
39
39
5.
Strongly disagree
24
24
Total
100
100
INFERENCE
The above table the opportunity for promotions is good. i.e., 12% of the
employees said strongly agree, 12% of the employees said agree and 13% of the
employees said neutral and 39% of the employees said disagree. 24% is strongly
disagreeing.
87
CHART-26
Chart showing about the opportunity for promotion is good
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
88
CHI-SQUARE ANALYSIS
The chi-square test is one of the tests of significance. It is written as x ² (pronounced as
‘ki’square). It is also called as test of association. It is used in relation to sampling
analysis for comparing variance to a theoretical variance.
When we have nominal data in from of frequencies and when each and every
observation is independent of all other observation in such cases this is applied
This test can also be used to decide if two classifications are independent as a non
parametric test. All the researcher may use this test for the
a- Goodness fit test
b- Significance of association between two attributes.
c- Significance of population variance.
FORMULA:
CHI-SQUARE= (O-E) ²/E
Where O = Observed Frequency, E =Expected Frequency
CHI-SQUARE TEST
TESTING OF HYPOTHESIS 1
Null Hypothesis (H0)
There is no association between the educational qualification of the respondents
and satisfaction towards salary in the company.
Alternate hypothesis (H1)
There is an association between the experience level of the respondents
and job security in the company.
89
Relationship between the job security and experience of the respondents
Job
security
STRONGLY
AGREE
AGREE
NEUTRAL DISAGREE STRONGLY
DISAGREE
TOTAL
8
20
15
3
2
48
2
12
16
4
1
35
2
5
10
0
0
17
0
0
0
0
0
-
10-12 year
0
0
0
0
0
-
TOTAL
12
37
41
7
3
100
Experience
Below 1 year
1-3 year
4-6 year
7-9 year
90
Observed frequency
(O)
Expected frequency(E)
(O-E)
(O – E)2
[(O – E)2 / E]
8
5.76
2.24
5.0176
0.8711
20
17.76
2.24
5.0176
0.2825
15
19.68
-4.68
21.9024
1.1129
3
3.36
-0.36
0.1296
0.0386
2
1.44
0.56
0.3136
0.2177
2
4.20
-2.20
4.84
1.1523
12
12.95
-0.95
0.9025
0.0697
16
14.35
1.65
2.7225
0.1897
4
2.45
1.55
2.4025
0.9806
1
1.05
-0.05
0.0025
0.0024
2
2.04
-0.04
0.0016
0.00078
5
6.29
-1.29
1.6641
0.2646
10
6.97
3.03
9.1806
1.3171
TOTAL
6.49998
91
Calculated value
χ2 = ∑ [(O – E) 2 / E]
=6.49998
Degree of freedom= (r-1) (c-1)
= (5-1) (5-1) =16
Table value at 12 degree of freedom at 5 % significance=6.49998
Inference:
Calculated value (6.49998) is less than the table value (26.296), so null
hypothesis is accepted (i.e.) there is no significant relationship between the experience
and of the job secure of the respondents.
92
TWO WAY ANOVA
Two-way ANOVA analyzes one interval dependent in terms of the categories (groups)
formed by two independents, one of which may be conceived as a control variable. Twoway ANOVA technique is used when data are classified on the basis of two factors and it
may have repeated measurements of each factor or may not have repeated values
The following is an analysis of variance done to find out the relation between age of the
respondents and satisfaction towards quantum of work allotted to the respondents
Null hypothesis (H0)
There is no significant difference in means of income of the respondents and
opportunities of the respondents
Alternate hypothesis (H1)
There is a significant difference in means of income of the respondents and opportunities
of the respondents
93
Computation for TWO WAY ANOVA to income of the respondents and
opportunities of the respondents
Opportunities
STRONGLY
AGREE
AGREE
NEUTRAL DISAGREE STRONGLY
DISAGREE
TOTAL
10
5
9
25
19
68
0
3
2
6
1
12
1
0
1
3
0
5
1
4
1
5
4
15
Above 7000
0
0
0
0
0
-
TOTAL
12
12
13
39
24
100
Income
3001-4000
4001-5000
5001-6000
6001-7000
94
Source of variation
SS
D.F
MS
F-Ratio
Between columns
110.8
(5-1)=4
27.7
27.7/-1014.4=
F(4,16)
-0.0273
=3.01
105.9/-1014.4=
F(4,16)
-0.1044
=3.01
Between rows
Residual errors
603.6
-300
(5-1)=4
(5-1) *
(5-1)=16
Total
52
95
105.9
-18.75
-18.75/-1014.4=
0.0185
5% F-Limit
Calculation:
Step1 :T=100: n=25
Correction factor=T^2/n= (25) ^2/25 = 25
Step 2:Total SS= (10+5+9+25+19+0+3+2+6+1+1+1+3+1+4+1+5+4)-400
=100-400=-300
Step 3:SS Between column treatments = ∑ (Tj) ^2/ Nj- (T) ^2/n
= (144/5+144/5+169/5+1521/5+576/5)-300 =
Step 4:SS Between rows treatments = ∑ (Ti) ^2/ Ni- (T) ^2/n
= (4624/5+144/5+25/5+225/5+25/5)-25
= 1003.6
Step 5 :SS Residual or error = Total SS-(SS between columns + SS
Between rows)
= -300-(603.6+110.8)
= -1014.4
96
Inference
The calculated value of between columns (48) is greater than the limit value at
5 % significant level (2.78). Null hypothesis is rejected (i.e.) there is significant
difference between the income of the respondents and opportunities of the respondents.
The calculated value of between rows (52) is greater than the limit value at 5%
significant level (2.78). Null hypothesis is rejected (i.e.) there is significant difference
between the income of the respondents and opportunities of the respondents.
.
.
97
WEIGHTED AVERAGE CALCULATION
Statutory & Non-Statutory benefits
STRONGLY
AGREE
FACTORS
AGREE
NEUTRAL
DISAGREE
STRONGLY
DISAGREE
WEIGHTED
AVERAGE
X
W WX
X
W
WX
X
W
WX
X
W
WX
X
W
WX
Salary/
Compensation
2
5
10
17
4
68
20
3
60
43
2
86
18
1
18
2.42
Leave
Benefits
12
5
60
46
4
184
33
3
99
8
2
16
1
1
1
3.60
Health
Related
Benefits
12
5
60
39
4
156
35
3
105
14
2
28
0
1
0
Long-Term
Care
Insurance
12
5
60
64
4
256
13
3
39
11
2
22
0
1
0
Tuition
Reimburseme
nt
3
5
15
68
4
272
17
3
51
12
2
24
0
1
Deferred
Compensation
9
5
45
63
4
252
13
3
39
10
2
20
5
EAP
(counseling)
5
39
4
156
27
3
81
19
2
38
10
5
25
3.49
4
5
1
0
3.62
2
1
5
3.61
3
1
10
3.10
6
It is inferred that satisfaction level of statutory and non statutory. The
long-term care insurance is first rank; the tuition reimbursement is the second
rank; deferred compensation is the third rank; leave benefits is the fourth rank;
health benefits is the fifth rank; Employee Assistance Program is the sixth rank
98
7
3.77
INFERENCE:
and salary/Compensation is the seventh rank.
RANK
FINDINGS
PERCENTAGE ANALYSIS
1. 58% of the employees are belong to male category
2. There are 25% of the employees attained the age between the 36-45 years,
25% of the employees are attained the age between 18-25years and 50% of
the employee are attained the age between the 26-35years.
3. 48% of the employees is below 1 year, 35% of the employees are between
1-3 years, 17% of the employees are between 4-6 years of experience.
4. 68% of the employees are Above Rs.4001-up toRs.5000 and 12% of the
employees are Above Rs.5001-6000 and 5% of the employees are above
Rs.6001-7000 and 15% of the employees are above 7000.
5. 17% of the employees said satisfied with their salary and compensation.
6. 46% of the employees said satisfied with their leave benefits.
7. 12% of the employees said to be highly satisfied &39% of the employees
said satisfied in their health related benefits.
8. 64% of the employees said satisfied in the long term care insurance.
9. 68% of the employees said satisfied in their tuition reimbursement.
10. 63% of the employees said satisfied with their deferred compensation.
11. 39% of the employees said satisfied in Employee Assistance Program or
Counseling
12. 49% of the employees say yes for the employees alternative work schedule.
13. 68% of the employees said satisfied with their Mentoring.
14. 48% of the employees said satisfied with their career planning
15. 49% of the employees said satisfied with their rewards and recognition.
16. 59% of the employees said satisfied with their job rotation and new
assignments
17. 35% of the employees said satisfied and 27% of the employees said highly
satisfied with their employee suggestion programs.
18. 35% of the employees said satisfied and 27% of the employees said highly
satisfied with their training opportunities.
19. 43% of the employees said satisfied and 21% of the employees said highly
satisfied with their annual performance.
20. 35% of the employees said satisfied and 58% of the employees said highly
satisfied with their respect for employees in the organization.
21. 33% of the employees said satisfied and 49% of the employees said highly
satisfied with their employee’s ideas.
99
22. 37% of the employees said satisfied and 41% of the employees said neutral
with their job security.
23. 73% of the employees said satisfied and 23% of the employees said highly
satisfied with their independency in their jobs.
24. 28% of the employees said satisfied and 35% of the employees said highly
satisfied with their fringe benefits.
25. 35% of the employees said satisfied and 35% of the employees said highly
satisfied with people employee talk.
26. 35% of the employees said satisfied and 45% of the employees said highly
satisfied with their superior getting their job done.
27. 12% of the employees said satisfied and 12% of the employees said highly
satisfied with opportunities for promotions.
100
CHI-SQUARE TEST
From this chi-square test it is clear that there is a significant relationship
between the job security and experience of the respondents. According to the
findings it clearly exhibits that the job security is good in the organization.
ANOVA TEST
From this ANOVA test it is clear that there is a significant difference between
the income of the respondents and opportunities of the respondents.
WEIGHTED AVERAGE
From this Weignted Average testis clearly shoes the satisfaction level of
statutory and non statutory. The long-term care insurance is first rank; the tuition
reimbursement is the second rank; deferred compensation is the third rank; leave
benefits is the fourth rank; health benefits is the fifth rank; Employee Assistance
Program is the sixth rank and salary/Compensation is the seventh rank.
101
SUGGESTIONS
1. Employer and employee relationship can be enhanced by conducting weekly seminar
and meeting.
2. Management games, and fringe activities, will give the team spirit and through can be
held to build a good relation among employees.
3. The employer should make each and every employee realize their job security in
Sundaram Industries ltd; this can be lead to build a positive relationship among the
employees.
4. Organization Culture must be a path to enhance the relationship between employer and
employee
5. Effective communication will result to reduce the barriers.
6. The grievance system should be monitor by the authorities in a periodical manner; this
will give the best result in conflict management.
7. All the employees should be rewarded suitably
102
CONCLUSION
Retention programs often fail because managers do not know and,
therefore, do not act on the most important areas affecting an employee’s intention to
leave. Across the organizations, individual development and career advancement stand
out as both frequent and critical key drivers of any employee’s intent to leave.
While the general conclusions across organizations may appear
similar, at a more micro level, the composition and ordering of specific retention key
drivers is unique to each company. In addition, the meaning attached to specific drivers
(e.g., opportunities for personal growth and development) and, therefore, the actions to be
taken may vary by organization.
Before implementing targeted solutions to improve retention,
managers need to determine which factors drive retention in their organization as well as
the meaning of those drivers.
Thus I conclude that this employee retention is very important task
in an every organization to have retained the employees.
103
BIBLIOGRAPHY
Books:
 “RESEARCH METHODOLOGY”, Kothari C.R,
Websites:
 www.bigbazaar.com
 http://www.citehr.com/48275-executive-summary-n-conclusion-employeeretention-2.html#post222921
 Retention Review-From-Wikipedia
 http://en.wikipedia.org/wiki/Employee retention
 http://www.cs.ny.gov/successionplanning/workgroups/Retention/employeeretenti
onreport.pdf
104