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1 Human Resource Planning Inmantec Business School
A PROJECT REPORT TO ASCERTAIN THE VARIOUS FACTORS
RESPONSIBLE FOR THE ATTRITION OF STAFFS IN RETAILINDUSTRY
A HUMAN RESOURCE PLANNING REPORT IN
PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD OF
POST GRADUATE DIPLOMA IN MANAGEMENT
(Recognized by AICTE,Ministry HRD,Govt of India)
BY
GROUP 4
Under the guidance of
Prof. : R.K. Singhal
INMANTEC, Ghaziabad
Integrated Academy of Management and Technology
Ghaziabad
2011-2013
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Acknowledgement The satisfaction and euphoria that accompany the successful completion of the work should be
incomplete unless we mention the people as an expression of gratitude, who made it possible and
whose constant guidance and encouragement served as a beacon of light and crowned our efforts
with success. This report would have been impossible but for the support and guidance that we
received from various people at different stages of the project.
My sincere thanks to my faculty guide PROF. R. K. Singhal whose excellent guidance,
encouragement and patience has made possible the successful completion of this project.
Last but not the least we extend my sincere thanks to the entire team for providing us their time and
active co-operation and all who have helped us directly or indirectly in this project.
Mohammad Zishan Mallick (PG-11-22)
Rachna (PG-11-34)
Rashi Kumari (PG-11-36)
Sadhna Devi (PG-11-37)
Ankita Srivastava (PG-11-06)
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Declaration CertificateThis is to certify that the work presented in the project entitled To ascertain the various factors
responsible for the att rition of staffs in retail industry , in partial fulfillment for the award of
degree of PGDM . This project is an authentic work carried out under our supervision and guidance.
To the best of my knowledge, the content of the project does not form a basis for the award of any
previous degree to anyone else.
DATE: (GUIDES NAME &SIGNATURE)
DEPARTMENT OF MANAGEMENT
INMANTCE BUSINESS SCHOOL
GHAZIABAD
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IndexSl No. Content. Page No.
1 Introduction to the study ............................................ 5
2 Industry Profile ......................................................... 6-7
3 Objectives, Scope and Limitations of the study ..... 8
4 Need for the study .............. 9
5 Theoretical aspect of the topic..............................................................9-11
6 Research Methodology .. ............................................ .12-14
7 Data Analysis and Interpretation .................... .... 15-31
8 Factor Analysis...................................................................................32-46
9 Findings an Suggestions ........................... 47
10 Recommendations .......................... 48-49
11 References ................. ..... 50-51
12 Annex ure .................. .. 52-55
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Introduction to the study
ATTRITION
In human resources context, turnover or labor turnover is the rate at which an employer gains and
losses employees. Simple ways to describe it are "how long employees tend to stay" or "the rate of
traffic through the revolving door." Turnover is measured for individual companies and for their
industry as a whole. If an employer is said to have a high turnover relative to its competitors, it
means that employees of that company have a shorter average tenure than those of other companies
in the same industry. High turnover can be harmful to a company's productivity if skilled workers are
often leaving and the worker population contains a high percentage of novice workers.
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Industry profile
India retail industry is the largest industry in India, with an employment of around 8% and
contributing to over 10% of the country's GDP. Retail industry in India is expected to rise 25%
yearly being driven by strong income growth, changing patterns.
It is expected that by 2016 modern retail industry in India will be worth US$ 175- 200 billion. India
retail industry is one of the fastest growing industries with revenue expected in 2007 to amount US$
320 billion and is increasing at a rate of 5% yearly. A further increase of 7-8% is expected in theindustry of retail in India by growth in consumerism in urban areas, rising incomes, and a steep rise
in rural consumption. It has further been predicted that the retailing industry in India will amount to
US$ 21.5 billion by 2010 from the current size of US$ 7.5 billion.
India retail industry is expanding itself most aggressively; as a result a great demand for real estate is
being created. Indian retailers preferred means of expansion is to expand to other regions and to
increase the number of their outlets in a city. It is expected that by 2010, India may have 600 new
shopping centres. India retail industry is progressing well and for this to continue retailers as well as
the Indian government will have to make a combined effort.
The Indian retail market, which is the fifth largest retail destination globally, has been ranked as the
most attractive emerging market for investment in the retail sector by AT Kearney's eighth annual
Global Retail Development Index (GRDI), in 2009. The share of retail trade in the country's gross
domestic product (GDP) was between 8 10 per cent in 2007. It is currently around 12 per cent, and
is likely to reach 22 per cent by 2010.
A McKinsey report 'The rise of Indian Consumer Market', estimates that the Indian consumer market
is likely to grow four times by 2025. Commercial real estate services company, CB Richard Ellis'
findings state that India's retail market is currently valued at US$ 511 billion. Further, CB Richard
Ellis states that India has moved up to the 39th most preferred retail destination in the world in 2009,
up from 44 last year.
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India continues to be among the most attractive countries for global retailers. At US$ 511 billion in
2008, its retail market is larger than ever and drawing both global and local retailers. Foreign direct
investment (FDI) inflows as on July 2009, in single-brand retail trading, stood at approx. US$ 46.60
million, according to the Department of Industrial Policy and Promotion (DIPP).The organised retail
sector, which currently accounts for around 5 per cent of the Indian retail market, is all set to witness
maximum number of large format malls and branded retail stores in South India, followed by North,
West and the East in the next two years.
Market Share of Retailer
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Objectives, Scope and Limitations of the
study
OBJECTIVES OF THE STUDY
The study is undertaken with the following objectives.
To ascertain the various factors responsible for the attrition of staffs in retail industry.
To give various suggestion on how to reduce attrition rate in retail industry.
SCOPE OF THE STUDY
To find the main factors for attrition in Indian retail Industry, To check the level of satisfaction and
communication among retailing staffs and provide suggestions for improving employee retention.
LIMITATIONS OF THE STUDY
The research had several limitations in the data collection phase since left employees were taken as
the population for the study.
Since the questionnaire involved the collection of responses from the work personnel in
retail industry on the reasons of their/co-workers exit, the reliability of this research wasless as it proved to be a perspective of secondary data.
Some of the team leaders feared giving responses pertaining to career growth, as they felt
that their information might reach their superiors. However on promising their
confidentiality of their views and responses, open and candid opinions poured up.
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Need for the study
One of the major problems of the retail industry as well as for this company is the growing attrition.
This research project has arisen as a consequence of growing concern within the company regarding
manpower retention and turnover However, there is a real need to conduct this research in the
organization because attrition among the floor staffs is acute in the plant. Our research focuses on
identifying the various factors contributing to attrition so that attention can be given them. Since the
industry requires the need of staffs viz. salesmen, cashiers, marketers, maintenance personnel, etc.
and since the organization is undergoing expansion, the need for stabilizing the manpower is quite
high and consequently the need for a research in this area is even higher.
Theoretical aspects of the topic
Costs
When accounting for the costs (both real costs, such as time taken to select and recruit a replacement,
and also opportunity costs, such as lost productivity), the cost of employee turnover to for-profit
organizations has been estimated to be up to 150% of the employees' remuneration package. There
are both direct and indirect costs. Direct costs relate to the leaving costs, replacement costs and
transitions costs, and indirect costs relate to the loss of production, reduced performance levels,
unnecessary overtime and low morale.
Internal vs. external turnover
Like recruitment, turnover can be classified as 'internal' or 'external'.[3] Internal turnover involves
employees leaving their current positions and taking new positions within the same organization.
Both positive (such as increased morale from the change of task and supervisor) and negative (such
as project/relational disruption, or the Peter Principle) effects of internal turnover exist, and
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therefore, it may be equally important to monitor this form of turnover as it is to monitor its external
counterpart. Internal turnover might be moderated and controlled by typical HR mechanisms, such as
an internal recruitment policy or formal succession planning.
Skilled vs. unskilled employees
Unskilled positions often have high turnover, and employees can generally be replaced without the
organization or business incurring any loss of performance. The ease of replacing these employees
provides little incentive to employers to offer generous employment contracts; conversely, contracts
may strongly favour the employer and lead to increased turnover as employees seek, and eventually
find, more favorable employment.
However, high turnover rates of skilled professionals can pose as a risk to the business or
organization, due to the human capital (such as skills, training, and knowledge) lost. Notably, given
the natural specialization of skilled professionals, these employees are likely to be re-employed
within the same industry by a competitor.[citation needed] Therefore, turnover of these individuals
incurs both replacement costs to the organization, as well as resulting in a competitive disadvantage
to the business.
Voluntary vs. involuntary turnover
Practitioners can differentiate between instances of voluntary turnover, initiated at the choice of the
employee, and those involuntary instances where the employee has no choice in their termination
(such as long term sickness, death, moving overseas, or employer-initiated termination).
Typically, the characteristics of employees who engage in involuntary turnover are no different from
job stayers. However, voluntary turnover can be predicted (and in turn, controlled) by the construct
of turnover intent.
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Causes of high or low turnover
High turnover often means that employees are unhappy with the work or compensation, but it can
also indicate unsafe or unhealthy conditions, or that too few employees give satisfactory
performance (due to unrealistic expectations or poor candidate screening). The lack of career
opportunities and challenges, dissatisfaction with the job-scope or conflict with the management has
been cited as predictors of high turnover.
Low turnover indicates that none of the above is true: employees are satisfied, healthy and safe, and
their performance is satisfactory to the employer. However, the predictors of low turnover may
sometimes differ than those of high turnover. Aside from the fore-mentioned career opportunities,
salary, corporate culture, management's recognition, and a comfortable workplace seem to impact
employees' decision to stay with their employer.
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Research Methodology
RESEARCH DESIGN
The research design used in this project is the descriptive research design.
METHOD OF DATA COLLECTION
The data collected is divided into two namely primary data and secondary data. The method and
mode used for collecting these data are explained below.
PRIMARY DATA
The primary data collection is the gathering of responses from the staffs which was done by direct
survey with the help of questionnaire.
SECONDARY DATA
The secondary data is the information collected from the compa nys official web sites, books and
HR portals for the project work.
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RESEARCH INSTRUMENT
The research instrument used for collecting the data is questionnaire.
Questionnaire:
The Questionnaire is prepared in an organized and thorough manner and reframed accordingly after
considering all the required aspects of the attrition analysis, using last years data. The scale ranges
from a score of 1 for Strongly Agree to a score of 5 for Strongly Disagree.
Parameters Used For the Survey
The factors which were taken into consideration for the attrition analysis survey are as follows;
Employee morale
Career growth
Work Environment
Communication
Company Policies
Training
Communication
Overall satisfaction of the company
SAMPLING DESIGN:
Population:
Population taken for the study is the retailing industry personnel of various designation, the
personnel are from different organization namely Big Bazaar, Easy Day, Pantaloons, Spencer, Future
Group, and Shoppers Stop.
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Sample Size:
For the completion of the project the the time constraint was tight so we decided to keep the samplesize low to 71.
STATISTICAL TOOLS USED FOR ANALYSIS
After data collection, statistical tools are used for analyzing the data and results are obtained. From
the obtained results, findings and suggestions can be done. The statistical tools used in this project
for analysis are:
SPSS (Simple Percentage Analysis).
MS-Excel.
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Analysis and Interpretation
1. Do you feel that you are a valued part of your organization?
Strongly Agree 8 11.26%
Partially Agree 18 25.35%
Neutral 9 12.67%
Partially Disagree 20 28.16%
Strongly Disagree 16 22.53%
Total 71 100%
Interpretation: From the total respondents , 25.35% respondents partially agreed that theyare a
valued part of their organization , 11.26% strongly agree to this, 12.67%are neutral and 28.16%
is disagree and 22.53% are strongly disagree with the statement.
0
5
10
15
20
StronglyAgree
PartiallyAgree
Neutral PartiallyDisagree
StronglyDisagree
8
18
9
20
16
Chart 1
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2. Do you feel that you are respected and fairly treated in the organization?
Strongly Agree 12 16.90%
Partially Agree 17 23.94%
Neutral 9 12.67%
Partially Disagree 21 29.57%
Strongly Disagree 12 16.90%
Total 71 100%
Interpretation: From the total respondents 23.94% of the respondents are agree that yes they are
respected and fairly treated in their organization where as 12.67% are neutral and 29.57% are
partially disagree for that and 16.90% are strongly agree with the above statement.
0
5
10
15
20
25
Strongly Agree Partially Agree Neutral PartiallyDisagree
StronglyDisagree
12
17
9
21
12
Chart 2
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3. Do you feel that your morale in the office is high?
Strongly Agree 9 12.67%
Partially Agree 16 22.53%
Neutral 14 19.71%
Partially Disagree 26 36.61%
Strongly Disagree 6 8.45%
Total 71 100%
Interpretation: From the total respondents 19.71% of the respondents are neutral that they are not
having any idea about morale, and 22.53% are agree that Morale in the office is high and 12.67% are
strongly agree for that and 8.45% are disagree for that.
0
5
10
15
20
25
30
Strongly Agree Partially Agree Neutral PartiallyDisagree
StronglyDisagree
9
1614
26
6
Chart 3
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4. Do you have career goals and future prospects which align with the objectives of
your organization?
Strongly Agree 12 16.90%
Partially Agree 17 23.94%
Neutral 15 21.12%
Partially Disagree 22 30.98%
Strongly Disagree 5 7.04%
Total 71 100%
Interpretation: From the total respondents 23.94% of the respondents agree with the above
statements where as 21.12% are neutral and 30.98% are disagree for that and 7.04% are strongly
disagree with the above statements.
12
17
15
22
5
Chart 4
Strongly Agree
Partially Agree
Neutral
Partially Disagree
Strongly Disagree
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5. Do you feel that your job fits into larger picture of the organization?
Strongly Agree 6 8.45%
Partially Agree 13 18.30%
Neutral 16 22.53%
Partially Disagree 28 39.43%
Strongly Disagree 8 11.26%
Total 71 100%
Interpretation: From the total respondents 18.30% of the respondents are agree that they know
how their job fits into larger picture of the organization and 22.53% are neutral and 8.45% are
strongly agree for that and 39.43% are partially and 11.26% are strongly disagree for that.
0
5
10
15
20
25
30
Strongly Agree Partially Agree Neutral PartiallyDisagree
StronglyDisagree
6
1316
28
8
Chart 5
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6. Do you have a clear understanding of how your job performance is measured?
Strongly Agree 6 8.45%
Partially Agree 15 21.12%
Neutral 11 15.49%
Partially Disagree 31 43.66%
Strongly Disagree 8 11.26%
Total 71 100%
Interpretation: From the total respondents 21.12% of respondents are agree that they have a clear
understanding of how their job performance is measured 15.49% are neutral and 43.66% are disagree
for that and 8.45% are strongly agree for that.
0
5
10
15
20
25
30
35
Strongly Agree Partially Agree Neutral Partially
Disagree
Strongly
Disagree
6
1511
31
8
Chart 6
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7. Do you have a good relationship with your supervisor/seniors?
Strongly Agree 11 15.49%
Partially Agree 14 19.71%
Neutral 11 15.49%
Partially Disagree 19 26.76%
Strongly Disagree 16 22.53%
Total 71 100%
Interpretation: From the total respondents 19.71% of the respondents are agree that they have a
positive relationship with their supervisor and 15.49% are strongly agree for that and 15.49% are
neutral and 26.76% are partially and 22.53% are strongly disagree for that.
02468
101214161820
Strongly Agree Partially Agree Neutral Partially
Disagree
Strongly
Disagree
11
14
11
19
16
Chart 7
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8. Is there a spirit of co-operation among yourself, your peers and your sub ordinates?
Strongly Agree 9 12.67%
Partially Agree 13 18.30%
Neutral 17 23.94%
Partially Disagree 22 30.98%
Strongly Disagree 10 14.08%
Total 71 100%
Interpretation: From the total respondents 18.30% of the respondents are agree that there is
cooperation among them self but for the same statement 23.94% are neutral and 30.98% are disagree
for that and 12.67% are strongly agree with the above statement.
9
13
17
22
10
Chart 8
Strongly Agree
Partially Agree
Neutral
Partially Disagree
Strongly Disagree
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9. Do you feel that workload and work targets are reasonable?
Strongly Agree 3 4.22%
Partially Agree 11 15.49%
Neutral 19 26.76%
Partially Disagree 32 45.07%
Strongly Disagree 6 8.45%
Total 71 100%
Interpretation: From the total respondents 15.49% of the respondents are agree that The workload
and work targets are reasonable and 26.76% are neutral and 45.07% are disagree for that and 4.22%
are strongly agree for that and 8.45% are strongly disagree for that.
0
5
10
15
20
25
30
35
Strongly Agree Partially Agree Neutral Partially
Disagree
Strongly
Disagree
3
11
19
32
6
Chart 9
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10. Is the work timings are flexible?
Strongly Agree 11 15.49%
Partially Agree 14 19.71%
Neutral 18 25.35%
Partially Disagree 18 25.35%
Strongly Disagree 10 14.08%
Total 71 100%
Interpretation: From the total respondents 25.35% of respondents are disagreed that there sub-
ordinates feel that the work timings are flexible and 19.71% are agree for that and 25.35% are neutral
and 15.49% are strongly agree for that and 14.08% are strongly disagree for that.
0
2
4
6
8
10
12
14
16
18
Strongly
Agree
Partially
Agree
Neutral Partially
Disagree
Strongly
Disagree
11
14
18 18
10
Chart 10
Chart 10
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11. Do you feel that the policies of the company are clearly articulated to you and other
staffs?
Strongly Agree 7 9.85%
Partially Agree 15 21.12%
Neutral 19 26.76%
Partially Disagree 21 29.57%
Strongly Disagree 9 12.67%
Total 71 100%
Interpretation: From the total respondents 26.76% of respondents are neutral they cant say
anything about the policies in the company are clearly articulated to the staffs and 21.12% are agree
for that and 9.85% are strongly agree for that and 29.57% are partially disagree for that.
0
5
10
15
20
25
StronglyAgree
Partially Agree Neutral PartiallyDisagree
StronglyDisagree
7
15
1921
9
Chart 11
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12. Do you feel that the compensation paid to you is fair when compared to other
organizations in the same industry?
Strongly Agree 9 12.67%
Partially Agree 16 22.53%
Neutral 13 18.30%
Partially Disagree 21 29.57%
Strongly Disagree 12 16.90%
Total 71 100%
Interpretation: From the total respondents 22.53% of the respondents are agree with the above
statements 18.30% are neutral and 29.57% are partially disagree for that and 12.67% are strongly
agree for that and 16.90% are strongly disagree for that.
9
16
13
21
12
Chart 12
Strongly Agree
Partially Agree
Neutral
Partially Disagree
Strongly Disagree
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13. Do you get the reward and recognition on your achievement?
Strongly Agree 9 12.67%
Partially Agree 12 16.90%
Neutral 14 19.71%
Partially Disagree 22 30.98%
Strongly Disagree 14 19.71%
Total 71 100%
Interpretation: From the total respondents 16.90% of the respondents are agree that they get reward
and recognition where as 19.71% are neutral and 30.98% are disagree for the above statement and
12.67% are strongly agree for that and 19.71% are strongly disagree for above statement.
0
5
10
15
20
25
Strongly Agree Partially Agree Neutral PartiallyDisagree
StronglyDisagree
9
1214
22
14
Chart 13
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14. Are the facilities provided by the company are good (cafeteria, transport &others
services)?
Strongly Agree 3 4.22%
Partially Agree 13 18.30%
Neutral 18 25.35%
Partially Disagree 26 36.61%
Strongly Disagree 11 15.49%
Total 71 100%
Interpretation: From the total respondents 18.30% of the respondents are agree that the facilities
provided by the company are good , 25.35% are neutral and 4.22% are strongly agree for that and
36.61% are disagree with the above statement.
0
5
10
15
20
25
30
Strongly Agree Partially Agree Neutral Partially
Disagree
Strongly
Disagree
3
13
18
26
11
Chart 14
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15. Does your company pay overtime allowance?
Strongly Agree 5 7.04%
Partially Agree 17 23.94%
Neutral 21 29.57%
Partially Disagree 23 32.39%
Strongly Disagree 5 7.04%
Total 71 100%
Interpretation: From the total respondents 23.94% of the respondents are agree that the company
pay overtime allowance to them whereas 29.57% are neutral and 7.04% are strongly agree for that
and 32.79% are partially disagree for that.
0
5
10
15
20
25
Strongly Agree Partially Agree Neutral PartiallyDisagree
StronglyDisagree
5
1721
23
5
Chart 15
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16. Are there any grievance handling system?
Strongly Agree 16 22.53%
Partially Agree 27 38.02%
Neutral 22 30.98%
Partially Disagree 4 5.63%
Strongly Disagree 2 2.81%
Total 71 100%
Interpretation: From the total respondents 38.02% of the respondents are agree that there are
grievanc e handling system in their organization and 30.98% are neutral and 22.53% are strongly
agree for that and 2.81% strongly disagree for that.
16
27
22
4 2
Chart 16
Strongly Agree
Partially Agree
Neutral
Partially Disagree
Strongly Disagree
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17. If yes are they work satisfactorily?
Strongly Agree 3 6.97%
Partially Agree 9 20.93%
Neutral 12 27.90%
Partially Disagree 16 37.20%
Strongly Disagree 4 9.30%
Total 43 100%
Interpretation: From the total respondents 20.93% of the respondents are agree that they are
satisfied with their work whereas 27.90% are neutral and 6.79% are strongly agree for that and
9.30% are strongly disagree for that.
02468
10121416
Strongly Agree Partially Agree Neutral PartiallyDisagree
StronglyDisagree
3
9
12
16
4
Chart 17
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FACTOR ANALYSIS
Descriptive Statistics
Mean Std. Deviation Analysis N
Q01 1.6197 .56987 71
Q02 1.7042 .61862 71
Q03 1.9437 .73460 71
Q04 1.9577 .80065 71
Q05 2.0000 .84515 71
Q06 1.9296 .85061 71
Q07 1.7606 .86956 71
Q08 1.7324 .84444 71
Q09 2.1972 .95048 71
Q10 2.0986 .91269 71
Q11 2.1690 .97080 71
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Correlation Matrix a
Q01 Q02 Q03 Q04 Q05 Q06 Q07
Correlation Q01 1.000 .649 .528 .434 .445 .386 .419
Q02 .649 1.000 .497 .436 .437 .286 .424
Q03 .528 .497 1.000 .627 .621 .519 .560
Q04 .434 .436 .627 1.000 .591 .709 .560
Q05 .445 .437 .621 .591 1.000 .656 .544
Q06 .386 .286 .519 .709 .656 1.000 .518
Q12 2.2254 1.05826 71
Q13 1.9859 .87002 71
Q14 2.0704 .89959 71
Q15 1.9437 .90849 71
Q16 2.0563 1.04043 71
Q17 2.3099 1.03636 71
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Q07 .419 .424 .560 .560 .544 .518 1.000
Q08 .379 .366 .436 .469 .701 .530 .573
Q09 .378 .319 .466 .574 .480 .512 .421
Q10 .375 .305 .307 .397 .370 .340 .336
Q11 .479 .394 .454 .634 .662 .672 .522
Q12 .428 .300 .494 .618 .511 .605 .385
Q13 .421 .364 .446 .573 .544 .655 .354
Q14 .555 .372 .547 .698 .526 .679 .424
Q15 .344 .250 .380 .448 .502 .420 .399
Q16 .374 .293 .378 .637 .504 .586 .252
Q17 .517 .457 .530 .670 .587 .625 .432
Sig. (1-tailed) Q01 .000 .000 .000 .000 .000 .000
Q02 .000 .000 .000 .000 .008 .000
Q03 .000 .000 .000 .000 .000 .000
Q04 .000 .000 .000 .000 .000 .000
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Q05 .000 .000 .000 .000 .000 .000
Q06 .000 .008 .000 .000 .000 .000
Q07 .000 .000 .000 .000 .000 .000
Q08 .001 .001 .000 .000 .000 .000 .000
Q09 .001 .003 .000 .000 .000 .000 .000
Q10 .001 .005 .005 .000 .001 .002 .002
Q11 .000 .000 .000 .000 .000 .000 .000
Q12 .000 .006 .000 .000 .000 .000 .000
Q13 .000 .001 .000 .000 .000 .000 .001
Q14 .000 .001 .000 .000 .000 .000 .000
Q15 .002 .018 .001 .000 .000 .000 .000
Q16 .001 .007 .001 .000 .000 .000 .017
Q17 .000 .000 .000 .000 .000 .000 .000
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Correlation Matrix a
Q08 Q09 Q10 Q11 Q12 Q13 Q14
Correlation Q01 .379 .378 .375 .479 .428 .421 .555
Q02 .366 .319 .305 .394 .300 .364 .372
Q03 .436 .466 .307 .454 .494 .446 .547
Q04 .469 .574 .397 .634 .618 .573 .698
Q05 .701 .480 .370 .662 .511 .544 .526
Q06 .530 .512 .340 .672 .605 .655 .679
Q07 .573 .421 .336 .522 .385 .354 .424
Q08 1.000 .529 .443 .683 .548 .539 .401
Q09 .529 1.000 .751 .614 .651 .625 .585
Q10 .443 .751 1.000 .577 .554 .452 .444
Q11 .683 .614 .577 1.000 .755 .764 .657
Q12 .548 .651 .554 .755 1.000 .810 .643
Q13 .539 .625 .452 .764 .810 1.000 .622
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Q14 .401 .585 .444 .657 .643 .622 1.000
Q15 .632 .625 .524 .756 .682 .686 .512
Q16 .456 .538 .430 .669 .702 .711 .667
Q17 .569 .633 .420 .757 .691 .750 .666
Sig. (1-tailed) Q01 .001 .001 .001 .000 .000 .000 .000
Q02 .001 .003 .005 .000 .006 .001 .001
Q03 .000 .000 .005 .000 .000 .000 .000
Q04 .000 .000 .000 .000 .000 .000 .000
Q05 .000 .000 .001 .000 .000 .000 .000
Q06 .000 .000 .002 .000 .000 .000 .000
Q07 .000 .000 .002 .000 .000 .001 .000
Q08 .000 .000 .000 .000 .000 .000
Q09 .000 .000 .000 .000 .000 .000
Q10 .000 .000 .000 .000 .000 .000
Q11 .000 .000 .000 .000 .000 .000
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Q12 .000 .000 .000 .000 .000 .000
Q13 .000 .000 .000 .000 .000 .000
Q14 .000 .000 .000 .000 .000 .000
Q15 .000 .000 .000 .000 .000 .000 .000
Q16 .000 .000 .000 .000 .000 .000 .000
Q17 .000 .000 .000 .000 .000 .000 .000
Correlation Matrix a
Q15 Q16 Q17
Correlation Q01 .344 .374 .517
Q02 .250 .293 .457
Q03 .380 .378 .530
Q04 .448 .637 .670
Q05 .502 .504 .587
Q06 .420 .586 .625
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Q07 .399 .252 .432
Q08 .632 .456 .569
Q09 .625 .538 .633
Q10 .524 .430 .420
Q11 .756 .669 .757
Q12 .682 .702 .691
Q13 .686 .711 .750
Q14 .512 .667 .666
Q15 1.000 .608 .702
Q16 .608 1.000 .779
Q17 .702 .779 1.000
Sig. (1-tailed) Q01 .002 .001 .000
Q02 .018 .007 .000
Q03 .001 .001 .000
Q04 .000 .000 .000
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Q05 .000 .000 .000
Q06 .000 .000 .000
Q07 .000 .017 .000
Q08 .000 .000 .000
Q09 .000 .000 .000
Q10 .000 .000 .000
Q11 .000 .000 .000
Q12 .000 .000 .000
Q13 .000 .000 .000
Q14 .000 .000 .000
Q15 .000 .000
Q16 .000 .000
Q17 .000 .000
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Communalities
Initial Extraction
Q01 1.000 .588
Q02 1.000 .636
Q03 1.000 .675
Q04 1.000 .739
Q05 1.000 .635
Q06 1.000 .725
a. Determinant = 4.01E-007
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .908
Bartlett's Test of Sphericity Approx. Chi-Square 935.324
df 136
Sig. .000
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Q07 1.000 .606
Q08 1.000 .615
Q09 1.000 .728
Q10 1.000 .743
Q11 1.000 .805
Q12 1.000 .774
Q13 1.000 .774
Q14 1.000 .706
Q15 1.000 .743
Q16 1.000 .774
Q17 1.000 .771
Extraction Method: PrincipalComponent Analysis.
Total Variance Explained
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Component
Initial Eigenvalues Extraction Sums of Squared Loadings
Total % of Variance Cumulative % Total % of Variance Cumulative %
1 9.550 56.177 56.177 9.550 56.177 56.177
2 1.477 8.689 64.865 1.477 8.689 64.865
3 1.010 5.939 70.804 1.010 5.939 70.804
4 .959 5.643 76.447
5 .751 4.416 80.863
6 .470 2.764 83.627
7 .451 2.651 86.279
8 .422 2.482 88.761
9 .379 2.228 90.989
10 .285 1.677 92.666
11 .259 1.524 94.190
12 .229 1.345 95.534
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13 .208 1.223 96.757
14 .176 1.033 97.791
15 .149 .879 98.670
16 .129 .759 99.428
17 .097 .572 100.000
Extraction Method: Principal Component Analysis.
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Component Matrix a
Component
1 2 3
Q01 .622 .437 .101
Q02 .539 .562 .172
Q03 .683 .448 -.088
Q04 .798 .144 -.286
Q05 .762 .233 -.018
Q06 .773 .041 -.353
Q07 .627 .429 .170
Q08 .729 .038 .287
Q09 .767 -.215 .305
Q10 .627 -.220 .549
Q11 .880 -.162 .059
Q12 .830 -.287 -.041
Q13 .827 -.274 -.122
Q14 .794 .004 -.275
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Q15 .757 -.345 .227
Q16 .770 -.314 -.287
Q17 .860 -.108 -.143
Extraction Method: Principal Component
Analysis.
a. 3 components extracted.
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Findings and Suggestions
FINDINGS
1. No due recognition given, low salary, better prospects outside, integrity issues, high work pressure
and timings
2. Most of the employees are not goal oriented
3. With respect to training, focus has to be given over the product.
4. Overload of offers confuse the team functioning
5. Performance appraisal should be done fairly and carried out once in three month.
6. The superiors listen others words about their subordinates progress, rather monitoring their
performance.
7. Very importantly, there is red tapism and bias. Favoritism influences the promotion policies of staffs.
8. With regards to Compensation, employees feel newly employed staffs are paid more than the
existing on
9. Timings and lack of sufficient time is not available for their personal lives.
10. Core values of the company such as respect and humility are not followed properly.
11. Staffs feel that they do not receive equal treatment.
12. Implementations of plans do not occur as planned.
13. Some members want more number of part time employees to be employed.
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Recommendations
Retention strategy
Assign Mentors
Mentoring is one low cost means of transferring skills, knowledge, culture and vision.In this
program, an experienced staff(acting as a mentor)could be assigned
to every new joinees joining the company. This would help the employees to get easily adapted to
the organization and learning the job role quickly and practically. This would also enhance their
career development and emotional attachment to the organization.
Advertise
Post a picture of the new employee in the lunchroom or common area with some fun facts about their
likes, hobbies, and family. This can act as a great discussion starter. You like the movie Ishtar? Ithought I was the only one, lets grab lunch!
Inform the team.
Make sure everyone on the team knows the day that your new hire arrives. Give specific instructions
on how you want the new hire to be welcomed.
Have a performance review after the first 30 days.
This will help still the insecurity of I wonder how Im doing? that most new employees feel. A
performance review after one month will also let you find out how they are adjusting and expose any
needs that might need to be met.
They say you only have one chance to make a first impression. Take the extra time to make your
new hire feel pulled in and part of the team.
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Work-life
The analysis states that long working hours and denial of leave has a greater impact on attrition,as the work-life is not balanced. The organization may arrange for shifts and split the workers into
general shift and second shift. As the store has a practice of recruiting part time staffs, they may be
allowed to work during the last 3-4 hours of the day and on week-ends.
Autonomy: Giving employees responsible tasks, while giving them the freedom to work in their
own style and motivates them to stay on. As per a planned schedule, a team member may act as the
leader of the day once in a week.
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References
BOOKS
Uma Sekaran, Research methods for business, (4 th edition; New Delhi; Wiley publications)
R.Nandagopal et.al., Research methods in business, ( 1 st edition; New Delhi; excel books)
Charles R. Greer, Strategic Human Resource Management, ( 2nd
edition; New Delhi; Pearsoneducation)
V S P Rao, Human Resource Management, (2 nd edition; New Delhi; Excel books)
ARTICLES
Aylin and Webber, Turnover, retention, and the employment relationship of the future . Team
Development, vol. 7, pp. 161-171.
Jonathan winterton, a conceptual model of labour turnover and retention , human resource
development international 7:3 (2004), pp. 371 390
Miles M. Finney and Janet E. Kohlhase, The effect of urbanization on labour turnover , Journal Of
Regional Science, Vol. 48, NO. 2, 2008, pp. 311 328
Muhammad sani umar, Non-Work Factors and Labour Turnover among Female Employees in Kebbi
State Civil Service, Bangladesh e-Journal of Sociology. Volume 4, Number 2. July 2007.
Smith et al, Labour turnover and management retention strategies, International journal of Human
Resource Management 15:2 March 2004 371-396
Tove Helland Hammer And Ariel Avgar, The Impact of Unions on Job Satisfaction, Organizational
Commitment, and Turnover , Journal of labour research, vol. 26, No. 2, pp. 241-261.
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WEBSITES
www.futurebytes.com
www.search.ebscohost.com
www.citehr.com
http://www.futurebytes.com/http://www.futurebytes.com/http://www.search.ebscohost.com/http://www.search.ebscohost.com/http://www.citehr.com/http://www.citehr.com/http://www.citehr.com/http://www.search.ebscohost.com/http://www.futurebytes.com/ -
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Annexure
Questionnaire
1. Do you feel that you are a valued part of your organization?
a. Strongly Agree
b. Partially Agree
c. Neutral
d.
Partially Disagreee. Strongly Disagree
2. Do you feel that you are respected and fairly treated in the organization?
a. Strongly Agree
b. Partially Agree
c. Neutral
d. Partially Disagree
e. Strongly Disagree
3. Do you feel that your morale in the office is high?a. Strongly Agree
b. Partially Agree
c. Neutral
d. Partially Disagree
e. Strongly Disagree
4. Do you have career goals and future prospects which align with the objectives of
your organization?
a. Strongly Agree
b. Partially Agree
c. Neutral
d. Partially Disagree
e. Strongly Disagree
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5. Do you feel that your job fits into larger picture of the organization?
a. Strongly Agree
b. Partially Agree
c. Neutral
d. Partially Disagree
e. Strongly Disagree
6. Do you have a clear understanding of how your job performance is measured?
a. Strongly Agree
b. Partially Agree
c. Neutral
d. Partially Disagree
e. Strongly Disagree
7. Do you have a good relationship with your supervisor/seniors?
a. Strongly Agree
b. Partially Agree
c. Neutral
d. Partially Disagree
e. Strongly Disagree8. Is there a spirit of co-operation among yourself, your peers and your sub ordinates?
a. Strongly Agree
b. Partially Agree
c. Neutral
d. Partially Disagree
e. Strongly Disagree
9. Do you feel that workload and work targets are reasonable?
a. Strongly Agree
b. Partially Agree
c. Neutral
d. Partially Disagree
e. Strongly Disagree
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10. Is the work timings are flexible?
a. Strongly Agree
b. Partially Agree
c. Neutral
d. Partially Disagree
e. Strongly Disagree
11. Do you feel that the policies of the company are clearly articulated to you and other
staffs?
a. Strongly Agree
b. Partially Agree
c. Neutral
d. Partially Disagree
e. Strongly Disagree
12. Do you feel that the compensation paid to you is fair when compared to other
organizations in the same industry?
a. Strongly Agree
b. Partially Agree
c. Neutrald. Partially Disagree
e. Strongly Disagree
13. Do you get the reward and recognition on your achievement?
a. Strongly Agree
b. Partially Agree
c. Neutral
d. Partially Disagree
e. Strongly Disagree
14. Are the facilities provided by the company are good (cafeteria, transport &others
services)?
a. Strongly Agree
b. Partially Agree
c. Neutral
d. Partially Disagree
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e. Strongly Disagree
15. Does your company pay overtime allowance?
a. Strongly Agree
b. Partially Agree
c. Neutral
d. Partially Disagree
e. Strongly Disagree
16. Are there any grievance handling system?a. Strongly Agree
b. Partially Agree
c. Neutral
d. Partially Disagree
e. Strongly Disagree
17. If yes are they work satisfactorily?
a. Strongly Agreeb. Partially Agree
c. Neutral
d. Partially Disagree
e. Strongly Disagree