Employee Attrition Project Report in Bigbazar
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CHAPTER I INTRODUCTION TO THE TOPIC
Transcript of Employee Attrition Project Report in Bigbazar
CHAPTER I
INTRODUCTION TO THE TOPIC
INTRODUCTION
1.1 INTRODUCTION TO THE STUDY
1.1.1 ATTRITION:
In a 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.
1.1.2 JUSTIFICATION FOR CHOOSING THIS TOPIC:
Attrition in Big Bazaar:
This topic proves to be of major concern not only to Big Bazaar but for future group,
as a whole. The attrition rate has been on the rise for the past 5 years in the retail
industry and as well in Big Bazaar. In the year 2007, a study on attrition was
conducted in Big Bazaar. This report documented an average attrition rate of 5% per
month. In most cases the employees who left were absconders- who did not attend the
exit interview and follow proper exit policy. Following which the management had
taken action by implementing employee engagement activities. Now, our research
would help in comparing it with the current year’s attrition rate and thereby reduce it
by analyzing the reasons contributing to it. After review of literature and expert’s
opinion (store managers of Big Bazaar Bangalore and their respective HR managers),
we have formulated the questionnaire based on these broad areas.
INTRODUCTION TO THE STUDY
1.2 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 the industry 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.
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.
Fig1.1 Market Share of Retailer
INTRODUCTION TO THE COMPANY
1.3 COMPANY PROFILE:
Future Group believes in developing strong insights on Indian consumers and
building businesses based on Indian ideas, as espoused in the group’s core value of
‘Indianans.’ The group’s corporate credo is, ‘Rewrite rules, Retain values.’
Vision:
Future group shall deliver everything, everywhere, every time for every Indian
consumer in the most profitable manner.
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 trendsetters in evolving delivery formats, creating retail realty, making
consumption affordable for all customer segments for classes and for masses.
1.3.1 ABOUT BIG BAZAAR:
Big Bazaar is Indian personification of retail. It’s like an Indian bazaar or
mandi or mela, the environment created by traders to give shoppers a sense of
moment. Its personality is of being an entity away from fancy or pretty and being
authentically "no-frills". Kishore Biyani never hired any foreign consultant for Big
Bazaar which is evident from Indian-specific personality of the brand. The brand’s
personality is self-explanatory by its tag-line only. This statement places Big Bazaar
at the top of customer’s mind. It reflects that entrepreneurship and simplicity are the
essence of character of Big Bazaar. To use predatory pricing is not in the personality
of Big Bazaar, they never sell goods below the price they have purchased it. Big
Bazaar, the "Indian Wal-Mart", is the modern Indian family's favorite store. Big
Bazaar symbolizes modern retail, the business which isn’t looked up to in our
country, is now in the eyes of many multi-national biggies. Big Bazaar has shown a
robust growth in recent years. There are six department s in Big Bazaar dealing with
the following products in the respective departments.
1. Food Bazaar:
As this department is the soul of the store, Big Bazaar has several categories within
this department itself. This department has a surface area of 7500 square feet. This
department is further divided into:
Non-food
Staples
Food
Fruits and vegetables
2. General Merchandize:
This department is further divided into Home and Fashions. The Home section has
two major sections Plastics and Crockery(PC) amount to one section and Utensils(U)
and New Business Development(NBD) form the other major part. The New Business
Development section have items that are more affluent in nature and are part of
Kishore Biyani’s “India One” customer segment. This section sells luxury products
like watches, sunglasses, auto accessories etcetera. The ‘Fashions’(F) sections sell
luggage, footwear, handbags, Toys and sports
3. Apparels:
The apparels department is divided into three segments:
Men’s wear- Casual and Formal wear
Kids wear-infants,boys,girls
Ladies wear-Ethnic wear (Sarees, Kurthas, Dress materials)and Western wear
4. Home Solutions:
This department is not headed by the Department Manager, as the capacity of this
department is much smaller in comparison with the others and can be handled by the
Team leader. This department comprises of – electronics and furniture.
5. Wellness department:
This department comprises of cosmetics and a pharmacy-Fit and Healthy
6. Additional Business:
a. Star & Sitara
b. Food Court
c. F123
1.2.1 a) Manpower Management:
As the people are the heart of the organization, it is of paramount importance that
manpower is adequate at all times. Therefore calculation of manpower required is
most important. Manpower required to man the entire operation of the store is
dependant on the square feet of the store available.
Say for example Food Bazaar
(Bangalore, Big Bazaar) has an area of 7500 square feet.
Ratio of manpower to floor area: 1/500 square feet
Manpower requirement= Total area (square feet)/ Area covered by one
employee (square feet)
Therefore, for 7500 square feet you require = 7500/500
= 15 personnel required to man
Food Bazaar
In the case of Food Bazaar, by means of this calculation the HR department has
employed 16 personnel to man its floor space. Due to problems with absenteeism, the
HR department has foreseen this and has a policy of maintaining a buffer of
15% .Therefore they ideally should have a manpower capacity of about 80 to 85% per
day. But, they have been able to manage with 70 to 80% attendance. The employees
are allowed to have their days off only during the weekdays.
1.3.2 b) Employee engagement
Big bazaar conducts Mr. and Miss Perfect – a program that identifies the best
employees in the local store on the following criteria such as – on-time arrival,
discipline, grooming, customer satisfaction and the like. They also identify The Best
Support team.
Big Bazaar has a Fun Zone team, comprising of four employees- that coordinate
events such as promotional events as well as employee fun events. The time that I had
interned (Nov 2nd to Nov 27th, 2009), there was a 2 day program exclusively for the
entertainment of the employees.
Big Bazaar has also empowers their employees into giving their suggestions to
improve the company. They have a tram called Prerna which takes care of the
suggestions. This team comprises of two employees. The problems are put on paper in
a suggestion box and are discussed on a Saturday, then filed and action taken. For eg:
A problem with the parking facilities of the employees were taken care of by this
means.
The budget for this endeavour comes under the welfare scheme and comes to an
average of Rs. 60,000 per month.
1.3.3 ORGANIZATIONAL CULTURE:
Power distance:
From my personal experience at Big Bazaar (Coimbatore) I have come to the
conclusion that the employees are treated quite fairly. The sub-ordinates are free to
meet their immediate reporting officers- which show that the employee-boss distance
is quite non-existent. This was seen when an office problem involving three
employees from a marketing department - a team member, Team Leader and the
department head, had a mis-understanding they were able to solve it. The problem
was brought to the notice of the HR manager, who then was able to resolve the
conflict. The problem solved after due time when the matter at hand was sorted out
and further clarifications on future dealings with similar concerns were given by the
department head and the HR manager.
1.2.5 Employee engagement
Big bazaar conducts Mr. and Miss Perfect – a program that identifies the best
employees in the local store on the following criteria such as – on-time arrival,
discipline, grooming, customer satisfaction and the like. They also identify The Best
Support team.
Big Bazaar has a Fun Zone team, comprising of four employees- that coordinate
events such as promotional events as well as employee fun events. The time that I had
interned (Nov 2nd to Nov 27th, 2009), there was a 2 day program exclusively for the
entertainment of the employees.
Big Bazaar has also empowers their employees into giving their suggestions to
improve the company. They have a tram called Prerna which takes care of the
suggestions. This team comprises of two employees. The problems are put on paper in
a suggestion box and are discussed on a Saturday, then filed and action taken. For eg:
A problem with the parking facilities of the employees were taken care of by this
means.
The budget for this endeavour comes under the welfare scheme and comes to an
average of Rs. 60,000 per month.
The below mentioned employee engagement activities have been in existence for the
past 1 year or more. With the exception of the weekly magazine – The Ladder ( which
consists of information about the weekly fun events, those employees who have
reached their targets, the “newbies” in Big bazaar, the birthdates of the employees for
the week, success stories) which has been in existence since January 2010.
In the case of Food Bazaar, by means of this calculation the HR department has
employed 16 personnel to man its floor space. Due to problems with absenteeism, the
HR department has foreseen this and has a policy of maintaining a buffer of
15% .Therefore they ideally should have a manpower capacity of about 80 to 85% per
day. But, they have been able to manage with 70 to 80% attendance. The employees
are allowed to have their days off only during the weekdays.
Fig 1.2. Organizational Structure Hierarchy of Operation Department
Fig 1.3. Personnel Information-Support System (Legend:1) B-Band 2) A,B,C,D,E:
sub-division 3)(number)= number of personnel
Fig 1.4. Flow of decision making – For all verticals ( Operations and Support)
In all companies that are hierarchical in nature, the decision making flows as per the
channel illustrated above in Fig.4
LITERATURE REVIEW
3.2. 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 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.
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.
3.3 REVIEW OF LITERATURE:
1) John Cordery (2006), Strategies for Improving Employee Retention.
Abstract: This report stated that the increasing difficulties in retaining skilled,
effective workers amounted to a looming crisis within the industry, and called for the
development of effective workforce retention strategies within the meat processing
industry. It says selection should be based on job embeddedness as given below:
Figure 2.1 Selection based on job embeddedness.
Links: Links refer to the formal or informal connections people have, both on and off
the job. The higher the number of links, the more likely an employee will feel
attached to the organization and community to which they belong, and the less likely
it is that they will consider leaving.
Fit: Fit is defined as a person’s perceived compatibility or comfort with an
organization and with his work. The better the fit and the comfort with the
community, the higher the likelihood that an employee will feel attached to his job.
Sacrifice: Sacrifice is defined as the perceived cost of material or psychological
benefits that may be forfeited by leaving one’s job. The more sacrifice has to be
made, the more difficult it is for an employee to break the current links.
2) Allen N.J. & Meyer J.P (1990), ‘The measurement and antecedents of
affective, continuance and normative commitment on the organization’.
Abstract: Allen & Meyer investigated the nature of the link between turnover and the
three components of attitudinal commitment: affective commitment refers to
employees’ emotional attachment to, identification with and involvement in the
organization; continuance commitment refers to commitment base on costs that
employees associate with leaving the organization; and normative commitment refers
to employees’ feelings of obligation to remain with the organization. Put simply,
employees with strong affective commitment stay with an organization because they
want, those with strong continuance commitment stay because they need to, and those
with strong normative commitment stay because they feel they ought to. Allen and
Meyer’s study indicated that all three components of commitment were a negative
indicator of turnover. In general, most research has found affective commitment to be
the most decisive variable linked to turnover.
3) Tang T.L.P., Kim J. W. & Tang D.S.H (2000), ‘Does attitude toward money
moderate the relationship between intrinsic job satisfaction and voluntary
turnover?’
Abstract: The examined the relationship between attitudes towards money, intrinsic
job satisfaction and voluntary turnover. One of the main findings of this study is that
voluntary turnover is high among employees who value money (high money ethic
endorsement), regardless of their intrinsic job satisfaction. However, those who do not
value money highly but who have also have low intrinsic job satisfaction tended to
have the lowest actual turnover. Furthermore, employees with high intrinsic job
satisfaction and who put a low value on money also had significantly higher turnover
than this second group. The researchers also found that placing a high value of money
predicted actual turnover but that withdrawal cognitions (i.e. thinking about leaving)
did not.
4) Chang E (1999), ‘Career commitment as a complex moderator of
organizational commitment and turnover intention’
Abstract: Chang examined the relationship between career commitment,
organizational commitment and turnover intention among Korean researchers and
found that the role of career commitment was stronger in predicting turnover
intentions. When individuals are committed to the organisation they are less willing to
leave the company. This was found to be stronger for those highly committed to their
careers. The author also found that employees with low career and organisational
commitment had the highest turnover intentions because they did not care either about
the company or their current careers.
Individuals with high career commitment and low organisational commitment also
tend to leave because they do not believe that the organisation can satisfy their career
needs or goals. This is consistent with previous research that high career committers
consider leaving the company if development opportunities are not provided by the
organisation. However, this group is not apt to leave and is likely to contribute to the
company if their organisational commitment is increased. Chang found that
individuals become affectively committed to the organisation when they perceive that
the organisation is pursuing internal promotion opportunities, providing proper
training and that supervisors do a good job in providing information and advice about
careers.
5) Morrell K.M., Loan-Clarke J. & Wilkinson J (2004), ‘Organizational change
and employee turnover’
Abstract: Lee & Mitchell’s ‘unfolding model’ of employee turnover represented a
significant departure from the previous labour market- and psychological-oriented
turnover literature. This model is based on the premise that people leave organisations
in very different ways and it outlines four decision pathways describing different
kinds of decisions to quit. A notable feature of the unfolding model is its emphasis on
an event or ‘shock’ (positive or negative) that prompts some decisions to quit.
Morrell et al tested the unfolding model by studying the voluntary turnover of nurses
in the UK. Their findings indicated that shocks play a role in many cases where
people decide to leave. Furthermore, they found that shocks not only prompted initial
thoughts about quitting but also typically had a substantial influence over the final
leaving decision. They also noted that decisions to quit prompted by a shock are
typically more avoidable. The authors suggest that their research illustrates the
importance for managers of understanding avoidability i.e. the extent to which
turnover decisions can be prevented.
6) Martin C. (2003) ‘Explaining labour turnover: Empirical evidence from UK
establishments’
Abstract: Martin (2003) looked at the effect of unions on labour turnover and found
clear evidence that unionism is associated with lower turnover. He suggested that
lower turnover is a result of the ability of unions to secure better working conditions
thus increasing the attractiveness for workers of staying in their current job.
According to Martin, the relationship between lower turnover and unionisation has
been well established by researchers using both industry-level and individual data.
7) Kirshenbaum A. & Weisberg J. (2002), ‘Employee’s turnover intentions and
job destination choices’
Abstract: This study of 477 employees in 15 firms examined employees’ job
destination choices as part of the turnover process. One of their main findings was
that co-workers’ intentions have a major significant impact on all destination options -
the more positive the perception of their co-workers desire to leave, the more
employees themselves wanted to leave. The researchers suggest that a feeling about
co-workers’ intentions to change jobs or workplace acts as a form of social pressure
or justification on the employee to make a move.
8) IDS (2000), Improving staff retention
Abstract: A step towards understanding turnover within an organisation is to
determine whether retention difficulties are caused by internal or external factors.
While the role of labour market conditions in causing turnover may preclude the use
of targeted human resource strategies, this information may be useful in analysing to
what extent turnover is due to outside factors. However, although tight labour markets
affect an employer’s ability to attract and retain staff, looking outwards at the local
labour market cannot be a substitute for understanding what is going on within the
organization.
9) Chartered Institute of Personnel and Development (2004), Fact sheet on
employee turnover and retention.
Abstract: Where new employees leave after a short period in the job, poor
recruitment and selection decisions both on the part of the employer and employee are
usually the cause, along with poorly designed or non-existent induction programs
(CIPD, 2004). If expectations are raised too high during the recruitment process this
can result in people accepting jobs for which they may be unsuited. Organizations
often do this to ensure that they fill their vacancies with sufficient numbers of well-
qualified people as quickly as possible. However, this can be counterproductive over
the longer-term, as it can lead to costly avoidable turnover and to the development of
a poor reputation in local labour markets. The CIPD (2004) suggests that employers
give employees a realistic job preview at the recruitment stage and take care not to
raise expectations. It may also be useful to invite applicants to work a shift before
committing themselves.
10) Miles M. Finney & Janet E. Kohlhase (2008), The effect of urbanization on
labor turnover.
Abstract: The paper empirically examines labor market matching as a source of
urban agglomeration economies. We work from the hypothesis that job turnover leads
to tighter labor matches and estimate the relationship between urbanization and the
job mobility of young men. Using a panel from the National Longitudinal Survey of
Youth, we find evidence that young men change jobs more frequently in their early
career if they live in larger or in more educated urban areas. The sensitivity of the
results to whether the young men were “movers” or “stayers” suggests the possible
endogeneity of location.
11) Tae Heon Lee et al(2008), Understanding Voluntary Turnover: Path-Specific
Job Satisfaction Effects And The Importance Of Unsolicited Job Offers.
Abstract: In response to traditional approaches’ limited success in explaining
voluntary turnover, we explored a paradigmatic shift in turnover research. Using a
large national sample, we found we could more successfully model voluntary turnover
by recognizing that job (dis)satisfaction and ease of movement importance depend on
the group of leavers being studied. For example, ongoing job satisfaction had smaller
effects for turnover driven by certain shocks (unsolicited job offers and family-related
reasons), which accounted for 40 percent of all quits. Moreover, the prevalence of
unsolicited job offers may necessitate rethinking the role of ease of movement in
turnover decisions.
12) B. Ramaseshan (1998), Retail employee turnover: Effects of realistic job
information and interviewer affect.
Abstract
In contrast to the majority of studies relating to employee turnover reported in the
marketing literature in general and retailing in particular, which have essentially been
from the point of view of the organization selecting a person for a retail position, this
study is an attempt to understand retail employee turnover from the perspective of an
individual applicant selecting an organization. The study is aimed at providing
insights into the effects that realistic job information and interviewer credibility may
have on the retail firm's capacity to retain its employees. The important conclusion
suggested by this study is that accurate, relevant and detailed job information play a
significant role in reducing retail employees' decision to leave the job. The findings of
the study also suggest that general interviewer affect by itself does not contribute to
reducing retail employees' decision to quit the job. Implications for retail management
would seem to be that greater attention must be given to providing realistic
information concerning the retail job to potential recruits, rather than attempting to
gloss over the less attractive attributes of the employment. If this is done, good
recruits might be less likely to leave, and those who should not have been attracted to
the position in the first place, will be less likely to be appointed.
OBJECTIVE OF THE STUDY
CHAPTER II
OBJECTIVES, SCOPE AND LIMITATIONS OF THE STUDY
2.1. OBJECTIVES OF THE STUDY:
The study is undertaken with the following objectives.
2.1.1. PRIMARY OBJECTIVE:
To find the attrition rate for the current year at BIG BAZAAR, Bangalore.
To ascertain the various reasons responsible for the attrition of staffs.
2.1.2 SECONDARY OBJECTIVES:
To bring out the strategies to retain manpower in the store.
To attract more number of new employees and find ways to sustain them in
the company.
SCOPE OF THE STUDY
2.2. SCOPE OF THE STUDY:
To find the attrition rate for the current year and find the main reason for
attrition in Big Bazaar, Bangalore. To check the level of satisfaction and
communication among Big Bazaar staff and provide suggestions for improving
employee retention.
IMPORTANCE OF THE STUDY
CHAPTER-3
3.1. 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. This
research was mainly focused on the three major centers of Bangalore were attrition
was of a greater concern with respect to the employee management process. The
topic is not new in the retail area as well as in the other industries today. 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.
RESEARCH METHODOLOGY
CHAPTER-4RESEARCH METHODOLOGY
4.1 RESEARCH DESIGN:
The research design used in this project is the descriptive research design.
4.1.1 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 company’s official web
sites, books and HR portals for the project work.
4.2 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 year’s 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
4.3. SAMPLING DESIGN:
4. 3.1 Population:
Population taken for the study is the Assistant Department Managers (ADM)s and
team leaders of Big Bazaar.
4.3.2 Sample Size:
Since the company required responses from all the ADMs and team leaders, the
sample size for individual branches were as follows;
Big Bazaar (DELHI) - 30
Big Bazaar (Jayanagar) -10
Big Bazaar (Puttenahalli) - 10
4.4 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.
DATA ANALYSIS &INTERPRETATION
CHAPTER-5
5.1 ANALYSIS AND INFERENCES:
5.1.1) Preliminary Analysis
The preliminary analysis comprises of analysis of attrition from secondary data which
was obtained from the SAP database, which was then classified based on three
factors:
1. Last 3 months attrition analysis(Dec’09 to Feb’10)- an indicator of infant attrition, a
predictor of improper implementation of recruitment practises and maybe external
factors such as improvement of job market after the recessionary effects
2. Last six months attrition analysis(Aug’09 to Feb’10) was done as per company
requirements
3. Yearlong attrition analysis( Jan’09 to Feb’10) was done to get an overall perspective
of the trend in attrition rates per month.
Attrition formula:
4.2 ATTRITION RATE ANALYSISAttrition rate = ((number of people left*100)/(number of employees currently
present+newly joined))/100
5.1.1Attrition Rate Analysis In DELHI:
Table 5.1.1: Attrition Rate in Big Bazaar – Banashnakari Unit
Chart 5.1.1: Attrition Analysis in Big Bazaar – DELHI Unit
Inference:
From the above calculation we have determined that the current monthly attrition rate
is 4. 32%, this amounts to approximately 50% annually.
5.1.2Attrition Rate Analysis In AGRA:
Table 5.1.2: Monthly Attrition rate analyis at Big Bazaar at the AGRA
Chart 5.1.2: Monthly Attrition analysis at Big Bazaar at the AGRA unit
Inference:
From the above calculation we have determined that the current monthly attrition rate
is 8.02%, this amount to approximately 96% annually. This is very high for the retail
sector and thus the study is conducted. This validates the need for the study.
5.1.3Attrition Rate Analysis In Puttenahalli:
Table 5.1.3: Monthly Attrition Analyses -Putenhalli
Chart5.1.3: Monthly Attrition Analyses -Putenhalli
Inference:
Th attrition rate for Putenhalli unit is 5.48% . From the trend we can see that attrition
is on a decline. But this is inconclusive as more data from ensuing months are
required.Since this store was inaugrated only in June the dat from August is furnished
above.
5.2 Detailed Analysis:
The in-depth analysis of attrition was done by means of questionnaire and
interview.The factors featuring the questionnaire are based on the ASA ( Attraction-
Selection-Attrition) Matrix.The following are the results of the questionnaire.
Conceptual Framework:
The sample population of Big Bazaar were given the questionnaire; they were then
required to fill it after due consideration from their sub-ordinates and according to
their experience in the matter regarding attrition. ASA (Attraction-Selection-Attrition)
framework, Statement: ‘attributes of people, not the nature of external environment,
or organizational technology, or organizational structure, are the fundamental
determinants of organizational behaviour’ (Schneider, 1987).
Thus the questionnaire was framed to include such parameters such as employee
morale, career growth, work environment, communication, company policies, training
and compensation. The above mentioned factors were framed in the 5 point interval
scale. According to literature review “People leave the organization because of their
superiors/supervisors and not the organization”, therefore we have included in our
study the managerial aspects that influence a person from leaving the organization.
Employee satisfaction:
Ho: The employees are not satisfied with the organization.
Ha: The employees are satisfied with the organization.
a. t cannot be computed because the standard deviation is 0.
N Mean
Std.
Deviation
Std. Error
Mean
Employee satisfaction in Big Bazaar-
DELHI
30 2.8600 .78272 .11069
Employee satisfaction in Big Bazaar-
Jayanagar
10 1.9412 .55572 .13478
Employee satisfaction in Big bazaar-
Puttenahalli
10 3.0000 .00000a .00000
Table 5.2.1: One-Sample Test
Test Value = 3
95% Confidence
Interval of the
Difference
t df
Sig. (2-
tailed)
Mean
Difference Lower Upper
Employee satisfaction in Big
Bazaar – DELHI
-
1.26
5
49 .212 -.14000 -.3624 .0824
Employee satisfaction in Big
Bazaar- Jayanagar
-
7.85
6
16 .000 -1.05882 -1.3445 -.7731
Table 5.2.1: One-Sample Test
Inference:
From the above data, it is inferred that the significant value of DELHI branch is
lesser than 0.05, so null hypothesis is substantiated. Thus, this factor could be of
major concern and could impact the attrition in greater terms.
5.3: Percentage Analysis of Employee Attrition across critical Units
Question 1:
Table 5.3: Percentage Analysis of Employee Attrition across critical Units
“In general they are satisfied with the organization”
Chart 5.3: Percentage Analysis of Employee Attrition across critical Units
Inference:
From the graph we see that 44% of the respondents in DELHI have a neutral
response to the statement. Whereas it is 100% in Putenhalli.
5.3.1: Do you feel that your sub-ordinates are a valued part of the
office?
Frequency Percent
Valid
Percent Cumulative Percent
Valid strongly
agree
12 24 24 24
agree 31 62 62 86
neutral 6 12 12 98
disagree 1 2 2 100
Total 50 100 100
INFERENCE:
From the total respondents 62% of respondents agreed that there sub-ordinates
are a valued part of the office, 24% strongly agree to this, 12% are neutral and don’t have
an idea and the remaining 2% disagree that there sub-ordinates are a valued part of the
office.
5.3.2:Do you feel that your sub-ordinates are respected and fairly
treated in the organization
Frequency Percent
Valid
Percent Cumulative Percent
Vali
d
strongly
agree
10 20 20 20
Agree 30 60 60 80
Neutral 9 18 18 98
Disagree 1 2 2 100
Total 50 100 100
INFERENCE:
From the total respondents 60% respondents agree that there sub-ordinates are
respected and fairly treated in the organization 20% strongly agree to this 18% are
neutral and don’t have an idea and the remaining 2% are disagree that there sub-
ordinates are respected and fairly treated in the organization.
5.3.3Morale in the office is high
Frequency Percent
Valid
Percent Cumulative Percent
Va
lid
strongly
agree
4 8 8 8
Agree 19 38 38 46
Neutral 26 52 52 98
Disagree 1 2 2 100
Total 50 100 100
INFERENCE:
From the total respondents 52% of the respondents are neutral that they are not
having any idea about morale, and 38% are agree that Morale in the office is high
and 8% are strongly agree for that and 2% are disagree for that.
5.3.4: Do they have career goals and future prospects?
Frequency Percent
Valid
Percent Cumulative Percent
Va
lid
strongly
agree
8 16 16 16
Agree 26 52 52 68
neutral 8 16 16 84
disagree 8 16 16 100
Total 50 100 100
INFERENCE:
From the total respondents 52% are agree that they have career goals and
future prospects and 16% are strongly agree for that and 16% are neutral and 16% are
disagree for that.
5.3.5: DO they know how their job fits into larger picture of the
organization?
Frequency Percent
Valid
Percent Cumulative Percent
Va
lid
strongly
agree
4 8 8 8
Agree 27 54 54 62
Neutral 15 30 30 92
disagree 4 8 8 100
Total 50 100 100
INFERENCE:
From the total respondents 54% of the respondents are agree that they know
how their job fits into larger picture of the organization and 30% are neutral and
8% are strongly for that and 8% are disagree for that.
5.3.6: Do they have a clear understanding of how their job
performance is measured?
Frequency Percent
Valid
Percent Cumulative Percent
Va
lid
strongly
agree
4 8 8 8
agree 28 56 56 64
neutral 13 26 26 90
disagree 5 10 10 100
Total 50 100 100
INFERENCE:
From the total respondents 56% of respondents are agree that they have a
clear understanding of how their job performance is measured 26% are neutral and
10% are disagree for that and 8% are strongly agree for that.
5.3.7: Do they know how exactly of what is being expected out of
them?
Frequency Percent
Valid
Percent Cumulative Percent
Va
lid
strongly
agree
5 10 10 10
agree 27 54 54 64
neutral 16 32 32 96
disagree 1 2 2 98
strongly
disagree
1 2 2 100
Total 50 100 100
INFERENCE:
From the total respondents 54% of respondents are agree that they know how
exactly of what is being expected out of them and 32% are neutral and 10% are
strongly for that and 2% are disagree and 2% are disagree.
5.3.8: The organization accommodates their personal needs.
Frequency Percent Valid
Percent
Cumulative Percent
Valid strongly
agree
7 14 14 14
agree 16 32 32 46
neutral 15 30 30 76
disagree 8 16 16 92
strongly
disagree
4 8 8 100
Total 50 100 100
INFERENCE
From the total respondents 32% of respondents are agree that The
organization accommodates their personal needs and 30% are neutral and 16% are
disagree for that and 14% are strongly agree for that and 8% are strongly disagree
for that.
5.3.9:The work environment in the store is friendly
Frequency Percent
Valid
Percent Cumulative Percent
Va
lid
strongly
agree
14 28 28 28
Agree 27 54 54 82
Neutral 7 14 14 96
Disagree 2 4 4 100
Total 50 100 100
INFERENCE
From the total respondents 54% of the respondents are agree that The work
environment in the store is friendly and 28% are strongly agree and 14% are neutral for
that and 4% are disagree for that
5.3.10Do they have a positive relationship with their supervisor
Frequency Percent
Valid
Percent Cumulative Percent
Valid strongly
agree
15 30 30 30
Agree 26 52 52 82
Neutral 8 16 16 98
disagree 1 2 2 100
Total 50 100 100
INFERENCE
From the total respondents 52% of the respondents are agree that they have a
positive relationship with their supervisor and 30% are strongly agree for that and
16% are neutral and 2% are disagree for that
5.3.11:There is a spirit of co-operation among staffs
Frequency Percent
Valid
Percent Cumulative Percent
V
a
l
i
d
strongly
agree
8 16 16 16
Agree 34 68 68 84
Neutral 7 14 14 98
Disagre
e
1 2 2 100
Total 50 100 100
INFERENCE:
From the total respondents 68% of the respondents are agree that There is a
spirit of co-operation among staffs and 16% are strongly agree and 14% are neutral
and 2% are disagree for that.
5.3.12:The workload and work targets are reasonable
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid strongly
agree
4 8 8 8
agree 21 42 42 50
neutral 13 26 26 76
disagree 8 16 16 92
strongly
disagree
4 8 8 100
Total 50 100 100
INFERENCE:
From the total respondents 42% of the respondents are agree that The
workload and work targets are reasonable and 26% are neutral and 16% are
disagree for that and 8% are strongly agree for that and 8% are strongly disagree
for that.
5.3.13:The workload is distributed fairly
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid strongly
agree
5 10 10 10
Agree 31 62 62 72
Neutral 10 20 20 92
Disagree 4 8 8 100
Total 50 100 100
INFERENCE:
From the total respondents 62% of the respondents are agree that The
workload is distributed fairly and 20% are neutral and 10% are strongly agree for
that and 8% are disagree for that.
5.3.14:The sub-ordinates feel that the work timings are flexible
Frequency Percent
Valid
Perc
ent
Cumulative
Percent
Valid strongly
agre
e
5 10 10 10
agree 11 22 22 32
neutral 11 22 22 54
disagree 18 36 36 90
strongly
disag
ree
5 10 10 100
Total 50 100 100
INFERENCE:
From the total respondents 36% of respondents are disagreed that there sub-ordinates
feel that the work timings are flexible and 22% are agree for that and 22% are neutral
and 10% are strongly agree for that and 10% are strongly disagree for that.
5.3.15: Do you think attrition is influenced by their difficulty in adapting
to the organization?
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid yes 20 40 40 40
no 20 40 40 80
can't
say
10 20 20 100
Total 50 100 100
INFERENCE:
From the total respondents 40% of the respondents are say YES that the attrition is
influenced by their difficulty in adapting to the organization and remaining 40% said
no for that and 20% of respondents are can’t say anything.
5.3.16:Communication amongst the staff and the floor manager in this
store is effective
Frequency Percent
Valid
Percent Cumulative Percent
Valid strongly
agree
15 30 30 30
agree 28 56 56 86
neutral 7 14 14 100
Total 50 100 100
INFERENCE:
From the total respondents 56% of the respondents’ agree that Communication
amongst the staff and the floor manager in this store is effective and 30% are strongly for
that and 14% are neutral.
5.3.17: The policies in the company are clearly articulated to the
staffs.
Frequency Percent
Valid
Percent Cumulative Percent
Valid strongly
agree
7 14 14 14
agree 18 36 36 50
neutral 19 38 38 88
disagree 6 12 12 100
Total 50 100 100
INFERENCE:
From the total respondents 38% of respondents are neutral they can’t say
anything about The policies in the company are clearly articulated to the staffs and 36%
are agree for that and 14% are strongly agree for that and 12% disagree for that
5.3.18: The office has policies supportive to the staff
Frequency Percent
Valid
Percent Cumulative Percent
Va
lid
strongly
agree
5 10 10 10
agree 24 48 48 58
neutral 17 34 34 92
disagree 3 6 6 98
strongly
disagree
1 2 2 100
Total 50 100 100
INFERENCE:
From the total respondents 48% of the respondents are agree that the
office has policies supportive to the staff and 34% are neutral and 10% are
strongly agree for that 6% are disagree for that 2% are strongly disagree for
that.
5.3.19:The sub-ordinates received a thorough orientation about
their job and office when they joined
Frequency Percent
Valid
Percent Cumulative Percent
Va
lid
strongly
agree
10 20 20 20
agree 22 44 44 64
neutral 15 30 30 94
disagree 2 4 4 98
strongly
disagree
1 2 2 100
Total 50 100 100
INFERENCE:
From the total respondents 44% of the respondents are agree that there sub-
ordinates received a thorough orientation about their job and office when they joined and
30% are neutral on that and 20% are strongly agree for that and 4% are disagree for that
and 2% are strongly disagree for that.
5.3.20:The training programs were effective in improving their
productivity
Frequency Percent
Valid
Percent Cumulative Percent
Valid strongly
agree
12 24.0 24.0 24.0
Agree 22 44.0 44.0 68.0
neutral 13 26.0 26.0 94.0
disagree 2 4.0 4.0 98.0
strongly
disagree
1 2.0 2.0 100.0
Total 50 100.0 100.0
INFERENCE:
From the total respondents 44% of the respondents are agree that the training
programs were effective in improving their productivity and 26% are neutral on that
and 24% are strongly agree for that 4% are disagree for that and 2% are strongly
disagree for that.
5.3.21:The compensation paid to me is fair when compared to the
companies in the same industry
Frequency Percent
Valid
Percent Cumulative Percent
Va
lid
strongly
agree
2 4 4 4
agree 13 26 26 30
neutral 15 30 30 60
disagree 14 28 28 88
strongly
disagree
6 12 12 100
Total 50 100 100
INFERENCE:
From the total respondents 30% of the respondents are neutral on the
compensation paid to me is fair when compared to the companies in the same industry
and 28% of are disagree for that and 26% are agree for that and 12% are strongly
disagree that and 4% are strongly disagree for that.
5.3.22:In general, they are satisfied with the organization
Frequency Percent
Valid
Percent Cumulative Percent
Va
lid
strongly
agree
1 2 2 2
agree 16 32 32 34
neutral 22 44 44 78
disagree 11 22 22 100
Total 50 100 100
INFERENCE:
From the total respondents 44% of the respondents are neutral in general, they
are satisfied with the organization and 33% are agree for that and 22% are disagree
for that and 2% are strongly agree for that.
5.3: Major Reasons for Attrition-Freidman’s Test:By means of Friedman’s test we have determined the top 5 reasons for attrition and
the following are the results of this test. The top reason cited for attrition has been
selected as the independent variable for the study.
Reasons for attrition Friedman’s test
result
Better opportunity 2.78
Marriage 6.34
Long working hours 3.05
Less salary 1.85
Sickness 6.34
Company policies 6.37
Work pressure 3.95
Leave 5.32
Table 4.4.1: Reasons for attrition using Freidman’s Test
Inference:
From the Freidman’s ranking method, the top 5 reasons for employees leaving the
company, as per the order are;
1. Less salary
2. Better opportunity outside
3. Long working hours
4. Work pressure and
5. Leave
It is also critically important to recognize that, when employees indicate the intention
to leave, they generally do - this means that attrition can be predicted through survey
measurement, which gives employers an important "window of opportunity" to
foresee and address talent loss within specific departments so as to change the
environment that is causing employees to leave.
FINDINGS
6) FINDINGS AND SUGGESTIONS:
FINDINGS:
DELHI branch:
The attrition rate was high in the DELHI branch in the month of January. It was at this
month when a new HR executive was appointed. And his adaptation to the Retail HR
practices might have taken time for which the next few months have witnessed higher
percentage of employees exiting the company continuously.
The attrition rate for the year is 4.32%. In general, the staffs selected for job roles viz.
salespersons, cashiers, beauticians, Insurance marketing personnel, maintenance
personnel require a PUC graduation or lesser, their job nature is very common and
they may keep switching their job roles when they need as per their need for change
to a different job role. So, they have a lot of options and opportunities to choose
within and outside the industry. So, it was found that in this store staffs had work
experience of a completely different job role in the past and therefore they do not
mind shifting to a different one as wider options exist.
Jayanagar Branch
The attrition rate was high in Jayanagar branch in the month of June and it is also seen
that the rate is intermittently higher in the next few months. The reason may be due to
the additional burden of controlling and maintaining two branches of Big Bazaar by a
single HR executive(other unit being that of Puttenahalli).
The attrition rate for the year is 8.02%, and is relatively higher than the other two
branches. This rate is a huge figure when it comes to the retail industry. One of the
major reasons for this high rate in this branch, as gathered by an interview with the
store manager suggests that this store is located in the heart of Bangalore, and
therefore wider opportunities are available within this area with better compensation.
Therefore staffs quit their jobs from the store and move towards neighboring malls
within the vicinity.
Puttenahalli branch
The attrition rate was high in the month of November, which is higher than any of the
other following months. The reason as collected from the interview with the store
manager suggests that few staffs were terminated due to disciplinary and integrity
issues at this month.
The attrition rate for the year is 5.48%. One major reason for employees leaving, with
regards to Puttenahalli store is its location. This store is located few miles away from
the main city and is currently emerging as a developing city, where high class
customers reside. This location becomes a major concern for travel especially when
returning after their work hours (store closes at 10 p.m) specifically to the female
staffs.
RESPONSES GATHERED THROUGH QUALITATIVE ANALYSIS-
(Interview method)
The qualitative analysis was also conducted in our project so as to
complement the research and get deeper and thorough insights over additional
unknown factors which may not have been addressed in the questionnaire or those
which may not have been answered in the questionnaire due to fear that existed
amongst the floor staffs who perceived questionnaires to be an opinion form from the
HR department. But the interview with group of team members, store managers and
team leaders scrutinized few reasons specific to the store which would thereby help
the HR executives to sort them out in the near future. Since most of the factors
seemed to be common, all of them have been clustered and presented below;
Issues for the attrition of floor staffs:
1. Indisciplinary attitudes of some of the staffs had to be dealt with severely which
directly impacted the attrition rate of the store.
2. No due recognition given, low salary, better prospects outside, integrity issues, high
work pressure and timings
3. Most of the employees are not goal oriented
4. With respect to training, focus has to be given over the product knowledge especially
for the food bazaar staffs.
5. Overload of offers confuse the team functioning
6. Employees feel that the training programs have to be more consistent. Computer
training pertaining to retail sector may be provided. Communication trainings and
various programs have to be introduced
7. Manpower handling ‘print and production’ not enough as other inter departmental
activities like sales also done by VM.
8. Performance appraisal should be done fairly and carried out once in three month.
9. The superiors listen others words about their subordinates progress, rather monitoring
their performance.
10. Very importantly, there is red tapism and bias. Favoritism influences the promotion
policies of staffs.
11. Staffs from the food bazaar-staples feel heavy work .The department requires
homilies (separate staffs for carriage of goods) to be employed.
12. With regards to Compensation, employees feel newly employed staffs are paid more
than the existing on
Issues for the attrition of managerial staffs:
13. Timings and lack of sufficient time is not available for their personal lives.
14. Core values of the company such as “respect and humility” are not followed properly.
15. Staffs feel that they do not receive equal treatment.
16. Implementations of plans do not occur as planned.
17. Some members want more number of part time employees to be employed.
RECOMMENDATIONS
6) RECOMMENDATIONS:
Retention strategy:
Post-recruitment:
After recruitment it is necessary that the new joinee feels calm and comfortable with
his new role. The initial stages of the employee in the job are a tougher phase and they
must be treated properly and in a friendly manner to avoid their exit. As per the
analysis, a significant portion of respondents have responded that the attrition is also
caused due to the difficulty in adapting to the organizations after joining.
Chart 6.1: Attrition influenced by difficulty in adapting to organization
Welcome Wagon
Before they even have their first day on the job HR manager may send them a
welcome basket or a card signed by the entire team they will be working with. This
will go a long way in making them look forward to meeting everyone. It may also
have one of the team members give them a call to welcome them on board.
Assign them a Mentor
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
20%
40%
40%
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? I thought I was the only one, let’s 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 I’m 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.
Other strategies:
Training programmes:
Because employees involved in ongoing training feel that their employer
is interested in them doing a better job and cares enough about them to
make an investment in their development, a direct link exists between
training and employee retention. The training programs in all the three stores have
received positive responses with respect to its effectiveness in improving productivity.
But the company may develop cross-functional training programs which could break
the silos in the work environment. Nothing will de-motivate an employee more than
doing the same thing every single day. Apart from these, the store managers suggest
that employees have to be trained and updated on product knowledge(specially for
food bazaar and electronics department staffs). This also is a HUGE advantage to
your organization if you start to have
Turn-over.
Good monetary package:
Compensation is the top ranked reason for employees leaving the job. Loss of human
capital, lower productivity and dismal performance levels are the negative
consequences of high turnover. An increase in compensation package according to
impact on profit, experience and in relation with other formats of Future Retail India
limited could be done so that we can attract and retain employees.
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.
CONCLUSION
7) CONCLUSION
From our detailed analysis, the attrition rate was determined to be (4.3%, 8%, 5.48%)
respectively. From our analysis we have determined the current average attrition rate
to be 5.5% per month. The major reasons responsible for attrition were – less salary
(when compared with the market standards), better opportunity elsewhere in the
market place, long working hours, work pressure in various departments and stringent
leave policies. Some of the primary data collected through interviews with the store
managers of individual units revealed information such as termination due to integrity
issues, in-disciplinary attitude of staffs, harassment issues.
BIBLIOGRAPHY
REFERENCES:
BOOKS:
Uma Sekaran, Research methods for business, (4th edition; New Delhi; Wiley
publications)
R.Nandagopal et.al., Research methods in business, ( 1st edition; New Delhi; excel
books)
Charles R. Greer, Strategic Human Resource Management, ( 2nd edition; New Delhi;
Pearson education)
V S P Rao, Human Resource Management, (2nd 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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