CHAPTER: I

INTRODUCTION
Statement of the problem Need and importance of the study Objectives of the study Plan of the study Research methodology Period of study Scope of study

Limitations of the study

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STATEMENT OF THE PROBLEM

To Study the effectiveness of the Attrition Management in Ampersandindia.

NEED AND IMPORTANCE OF STUDY

The new age economy, with its attendant paradigm shifts in relation to the human capital, in terms of its acquisition, utilization, development and retention, has placed a heavy demand on today's HR professional.

Today HR is expected to comprehend, conceptualize, innovate, implement and sustain relevant strategies and contribute effectively towards giving the corporation its winning edge.

Every organization strikes for greater productivity, elimination of wastes, lower costs and higher wages, so the industry needs a stable and energetic labor force that can boast of production by increased productivity.

With a dynamically changing and volatile demand supply equation, especially against erratic attrition trends and cutthroat competition no longer restricted to local or regional boundaries, a need for strategizing and putting in a place a robust mechanism for attracting and retaining top talent becomes vital for the company's very survival and growth.

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OBJECTIVES OF THE STUDY

To ascertain the present attrition level in the company. To analyze factors affecting attrition To identify the job satisfaction levels of the employees. To examine strategies growth and development opportunities of the employees. To suggest alternative measures to reduce attrition.

PLAN OF THE STUDY

Introductionto attrition Definition Costs associated with the employee attrition Reasons behind the high employee turnover Reasons for attrition Causes of attrition Strategies to reduce attrition Conclusion

RESEARCH METHODOLOGY
METHOD OF SAMPLING The basic idea of sampling is that by selecting some elements in a population, we may draw conclusion about the entire population. For any systematic inquiry application of appropriate methods and a scientific bent of mind are a sine-qua-non. This has an important bearing on the collection of the reliable data of the present study is to acquire an intensive opinion about the level of attrition in Ampersand Electrical Ltd, Hyderabad. For this purpose, a descriptive research method was followed; the study in this context has utilized the available material about various aspects of HRM, data collected through welldesigned questionnaire by giving to the manager and employees of Ampersandindia.

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Sample is a process of obtaining information about an entire population by examining only a part of it. The usual approach is to make generalization or inference based on samples about the population from which the samples about the population from which the samples are taken. This sampling design is determined before any data is collected. The simple random sampling technique was used for this study. SAMPLE SIZE Sample size selected for the study of Attrition management is 50.

CONSTRUCTION TOOL The tools used for collecting the data for the study is questionnaire. A questionnaire is simple, a formalized schedule to obtain and record specified and relevant information with tolerably accuracy and completeness. Data are collected through a specially designed disguised questionnaire for the present study.

DATA COLLECTION
PRIMARY DATA The primary data was collected well-designed and approved questionnaire. SECONDARY DATA The study utilized the records, websites, books concerned to the subject and handbook Published by the Ampersandindia.

PERIOD OF THE STUDY

The duration of the study on attrition management in Ampersandindia was conducted for 45 days.

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SCOPE OF THE STUDY

The attrition management covers various aspects of Organizational environment, Job role, Remuneration and benefits, Interpersonal relationships, Training and development, Management. The present study is restricted to attrition management with reference to the employee of Ampersandindia, Hyderabad.

LIMITATIONS OF THE STUDY

The time availability of the respondents was the major constraint in conducting the study. Due to time constraint, the result of the study cannot be generalized. The accuracy of the analysis and conclusion drawn entirely depends upon the reliability of the information provided by the employees. Sincere efforts were made to cover maximum employees but the study may not reflect the entire opinion of the employees.

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CHAPTER II
INTRODUCTION TO HUMAN RESOURCE MANAGEMENT
Importance of HRM Objectives of HRM Challenges of HRM Functions of HRM

INTRODUCTION TO ATTRITION MANAGEMENT

Introduction to attrition Definition Costs associated with the employee attrition Reasons behind the high employee turnover Reasons for attrition Causes of attrition Factors effecting attrition Strategies to reduce attrition Conclusion

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HUMAN RESOURCE MANAGEMENT INTRODUCTION

The term organization is static, abstract idea-not breathing, living entity. Organizations are composed of people who work, lead and conduct its business. The term Human resources can be thought of as the total knowledge, skill, creative abilities, talents and aptitudes of an organizations workforce as well as the value attitudes and beliefs of the individuals involved.

CONCEPT
HRM is defined in terms of its proactive approach to managing people in the organization. Three elements of HRM 1. Human resource policies should be integrated with strategic business planning and used to reinforce appropriate culture. 2. Human resources are valuable and a source of competitive advantage. 3. Human resources can be tapped most effectively by mutually consistent policies which promote commitment and foster willingness is employees to act flexibly in the interests of the adaptive organizations pursuits of excellence.

DEFINITION
HRM can be defined as managing, planning, organizing, directing and controlling employing developing and compensating human resources resulting in the creating and development of human relations with a view contribute proportionately to the organizational, individual and social goals.

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SIGNIFICANCE OF HUMAN RESOURCE MANAGEMENT

Significance of HRM can be seen in three contexts 1. Organizational significance HRM is of vital importance to the individual in the organizations. It contributes to the achievements of organizational objectives in the following ways: i. By effective utilization of hr through motivating them and changing their attitudes towards the work and the organization. ii. By developing personnel to meet the demands of the work effectively. iii. By ensuring to recruit and retain personnel in the organization so that right people are available at right time and right place. 2. Social significance social significance of HRM is achieved by i. Maintaining balance between jobs and job-seekers in terms of job requirements and Job-seekers abilities and aptitudes ii. Providing most productive employment from which socio-psychological Satisfaction can be derived, iii. Utilizing human capabilities effectively and matching rewards for the contributions made by them iv. Eliminating wasteful organizational and individual practices. 3. Professional significance professional significance of HRM lies in i. Developing people on continuous basis to meet the challenges of their jobs. ii. Maintaining the dignity of personnel at the workplace. iii.Providing environment and incentives for developing and utilizing creativity

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IMPORTANCE OF HRM
Do you think organization can be successful just by their marketing strategies there edge they have over their competition? Definitely not, there is more to it. Everybody would agree that people are the foremost asset of any organization. If you agree to this point then it is necessary to have a management team that deals with the important asset, the people. The efficiency of that HR department is reflected in the business too. Most of the top management agrees to it. Each and every employee has to contribute individually and also collectively to the success of the organization. At the low level they have to contribute to a goal. To make them contribute the human resource management team has to work harder. It is found that the contribution of an employee is low when they do not know what they are doing. Lack of knowledge on a particular process or technology, lead's to low productivity in the organization. The human resource department should identify such employees and train them in the necessary skills. They should also know the individual and group psychology to deal such employees in the organization.

The HR management team should attract the right talent to their organization, give appropriate compensation, retain them and also develop them to meet the current and future organizational goals. The HR management team is dedicated to this work round the clock. Without them it is not possible to have the right team to execute projects. They need to keep track of the skill acquired by the employees during their tenure in the organization and deploy them for the right projects.

The employees need to be properly trained and motivated by the human resource management team. The ethical policies should be communicated to them at the right time and the problems in the organization should be revealed to get the right solution from them. Thus they should make the employees work more efficiently to meet the organization's goal.

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OBJECTIVES OF HRM
To attract human resources into the organization. To create and utilize an able and motivated workforce, to accomplish basic organizations goals. To establish and maintain sound organizational structure and desirable working relationships among all the members of organization. To create facilities and opportunities for the individual or group development. To attain an effective utilization of human resources in the achievement of organizational goals. To identify and satisfy individual and group needs by providing adequate and equitable wages, incentives, benefits, social security, recognition, status etc.. To strengthen and appreciate the human assets continuously by providing training and developmental programmers. To provide an opportunity for expression and voice in management.

CHALLENGES OF HRM
Why Study Human Resources Management People have always been central to organizations, but their strategic importance is growing in today's knowledge-based industries. An organization's success increasingly depends on the knowledge, skills, and abilities of employees, particularly as they help establish a set of core competencies that distinguish an organization from its competitors. When employees' talents are valuable, rare, difficult to imitate, and organized, an organization can achieve a sustained competitive advantage through people. Challenges of globalization for managers Globalization influences a significant portion of the Canadian economy and affects the free flow of trade among countries. This globalization influences the number and kinds of

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jobs that are available and requires that organizations balance a complicated set of issues related to managing people in different geographies, cultures, legal environments, and business conditions. HR functions such as staffing, training, compensation, and the like have to be adjusted to take into account the differences in global management. Challenges of new technology Advanced technology has tended to reduce the number of jobs that require little skill and to increase the number of jobs that require considerable skill, a shift we refer to as moving from touch labor to knowledge work. This displaces some employees and requires that others be retrained. In addition, information technology has influenced HRM through Human Resources Information Systems (HRIS) that streamline the processing of data and make employee information more readily available to managers. Challenges of managing change Both proactive and reactive change initiatives require HR managers to work with line managers and executives to create a vision for the future, establish an architecture that enables change, and communicate with employees about the processes of change. Challenges of developing human capital In order to "compete through people" organizations have to do a good job of managing human capital the knowledge, skills, and capabilities that have value to organizations. Managers must develop strategies for identifying, recruiting, and hiring the best talent available; developing these employees in ways that are firm-specific; helping them to generate new ideas and generalize them through the company; encouraging information sharing; and rewarding collaboration and teamwork. Market Challenges In order to respond to customer needs better, faster, and more cheaply, organizations have instituted total-quality management (TQM) and reengineering programs. Each of these programs requires that HR be involved in changing work processes, training, job

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design, compensation, and the like. HR issues also arise when communicating with employees about the new work systems, just as with any change initiative. Challenge of containing costs In order to contain costs, organizations have been downsizing, outsourcing, leasing employees, and enhancing productivity. HR's role is to maintain the relationship between a company and its employees, while implementing the changes. Demographic Challenges The workforce is becoming increasingly diverse and organizations are doing more to address employee concerns and to maximize the benefit of different kinds of employees. Demographic changes, social and cultural differences, and changing attitudes toward work can provide a rich source of variety for organizations. But to benefit from diversity, managers need to recognize the potential concerns of employees and make certain that the exchange between the organization and employees is mutually beneficial. The Partnership of line managers and HR In working with line managers to address the organization's challenges, HR managers play a number of important roles; they are called on for advice and counsel for various service activities, for policy formulation and implementation, and for employee advocacy. To perform these roles Effectively, HR managers must contribute business competencies, state-of-the-art HR competencies, and change-management competencies. Ultimately, managing people is rarely the exclusive responsibility of the HR function. Every manager's job is managing people, and successful companies are those that combine the expertise of HR specialists with the experience of line managers to develop and utilize the talents of employees to their greatest potential.

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FUNCTIONS OF HRM
HRM FUNCTIONS can be broadly classified into two categories Managerial functions involve planning organizing directing and controlling. All of which influence the operative functions. Operative functions they are related to specify activities of personal management. Employment, development, compensation and relations. 1. Managerial functions Managerial functions of personnel management involve the below functions which influence the operative functions. a) Planning Planning involves formulating the future course of action. Planning includes determining in advance the personnel programs and changes required that would contribute to the achievement of organizational goals. It also includes identifying human resource requirements and forecasting personnel needs, foreseeing the changes in employee attitudes and evolving effective ways of handling these changes. b) Organizing Organizing involves establishing an international structure of roles for people in an organization. Structural considerations such as the chain of command, division of labor and assignment of responsibility are part of the organizing function. Careful organizing ensures effective use of human resources. In the words of J L Massie, an organization is a "structure and a process by which cooperative group of human beings allocates its task among its members, identifies relationships and integrates its activities towards common objective". The organizing function establishes relationships among employees so that they can contribute collectively towards the attainment of an organization's goals c) Staffing This is the process of obtaining and maintaining capable and competent personnel in various positions at all levels. It broadly encompasses manpower planning, recruitment, selection, placement, induction, and orientation, transfer, career progression and

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separation. d) Directing It is the process of directing all the available resources towards the common organizational goals. Thus, direction is a vital management function, which ensures maximum employee contribution and also helps in establishing sound industrial and human relations. It also involves coordination between different departments to ensure maximum utilization of all resources including human resources. e) Controlling After planning, organizing, staffing and directing the various activities of the personnel management, the performance is to be verified in order to know that the personnel functions are performed in conformity with the plans and directions. Controlling also involves checking, verifying and comparing of the actual with the plans, identification of deviations if any and correcting of identified deviations. 2. Operative Functions The operative functions of personnel management are related to specific activities of HRM viz., employment, development, and compensation and employee relations. All these functions are interacted by managerial functions. Further these functions are to be performed in conjunction with management. a) Employment It is the first operative functions of HRM. This involves procuring and employing individuals with suitable knowledge, skills, experience and aptitude necessary to perform various jobs. It includes functions such as job analysis, human resources planning, recruitment, selection, placement and induction. 1) Job Analysis It is the process of study and collection of information relating to the operations and responsibilities of a specific job. It includes: a) Collection of data, information, facts and ideas relating to various aspects of jobs including men, machines and material. b) Preparation of job description, job specification, job requirements and employee specification which will help in identifying the nature, levels and quantum of human resources.

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c) Providing the guides, plans and basis for job design and for all operative functions of HRM. 2) Human Resources Planning It is the process for determination and assuring that the organization will have an adequate number of qualified persons, available at proper times, performing jobs which would meet the needs of the organization and which would provide satisfaction for the individuals involved. It involves a) Estimation of present and future requirements and supply of human resources based on objectives and long range plans of the organization. b) Calculation of net human resources requirements based on present inventory of human resources. 3) Recruitment It is the process of searching for prospective employees and stimulating them to apply for jobs in an organization. It deals with: a) Identification of existing sources of applicants and developing them. b) Creation/ identification of new sources of applicants. 4) Selection It is the process of ascertaining the qualifications, experience, skill, knowledge etc., of an applicant with a view to appraising his/her suitability to a job appraising. This function includes: a) Framing and developing application blanks. b) Creating and developing valid and reliable testing techniques. c) Formulating interviewing techniques. 5) Placement It is the process of assigning the selected candidate with the most suitable job in terms of job requirements. It is matching of employee specifications with job requirements. This function includes: a) Counseling the functional managers regarding placement. b) Conducting follow-up study, appraising employee performance in order to determine employee adjustment with the job. c) Correcting misplacements, if any.

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6) Induction and Orientation Induction and Orientation are the techniques by which a new employee is rehabilitated, in the changed surrounding and introduced to the practices, policies, purposes and people etc., of the organizations. 3) Human Resource Development It is the process of improving, molding and changing the skills, knowledge, creative ability, aptitude, attitude, values, commitment etc., based on present and future job and organizational requirements. This function includes: 1) Performance Appraisal It is the systematic evaluation of individuals with respect to their performance on the job and their potential for development. 2) Training It is the process of imparting the employee's technical and operating skills and knowledge. It includes: a) Identification of training needs of the individuals and the company. b) Developing suitable training programs. c) Helping and advising line management in the conduct of training programs. d) Imparting of requisite job skills and knowledge to employees.
e)

Evaluating the effectiveness of training programs.

3) Management development It is the process of designing and conducting suitable executive development programs so as to develop the managerial and human relations skill of employees. 4) Career Planning and Development It is a planning of one's career and implementation of career plans by means of education, training, job search and acquisition of work experiences. It includes internal and external mobility. 4) Compensation It is the process of providing adequate, equitable and fair remuneration to the employees. It includes job evaluation, wages and salary administration, incentives, bonus, fringe benefits, social security measures etc. 1) Job Evaluation It is the process of determining relative worth of jobs: a) Select suitable job evaluation techniques. b) Classify jobs into various categories.

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c) Determining relative value of jobs in various categories 2) Wage and Salary Administration This is the process of developing and operating a suitable wage and salary program. It covers: a) Conducting wage and salary survey. b) Determining wage and salary rates based on various factors. c) Administrating wage and salary programs.
d)

Evaluating its effectiveness.

3) Incentives It is process of formulating, administrating and reviewing the schemes of financial incentives in addition to regular payment of wages and salary. It includes: a) Formulating incentive payment schemes. b) Helping functional managers on the operation.
c)

Review them periodically to evaluate effectiveness.

4) Bonus It includes payment of statutory bonus according to the payment of bonus act, 1965, and its latest amendments. 5) Fringe Benefits These are the various benefits at the fringe of the wage. Management provides these benefits to motivate the employees and to meet their life's contingencies.

5) Human Relations Practicing various human resources policies and programs like employment, development and compensation and interaction among employees create a sense of relationship between the individual worker and management, among workers and trade unions and management. It is the process of interaction among human beings. Human relations are an area of management in interacting people into work situation in a way that motivates them to work together productively, co-operatively and with economic, psychological and social satisfaction.

6) Effectiveness of Human Resource Management Effectiveness of various personnel programs and practices can be measured or evaluated by means of organizational health and human resources accounting.

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HRM FUNCTIONS

Planning

Organizing

Directing

Controlling

HR Acquisition HR Planning Recruitment Selection Placement Induction

HR Development HRD System Training Management Development Organization Development

Appraisal and Compensation Performance Appraisal Compensation Incentives, Benefits

Integration and Maintenance of HR motivation Empowerment Participation Communication Safety and health Stress Management

Industrial Relations IR systems Discipline Grievance Redressal Management Of disputes

HR Information system HR Record HR Research HR Audit HR valuation

Figure 2.1

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CONCLUSION
The field of Human Resource Management is changing rapidly evolving as it is facing a lot of challenges. In such situations, Human Resource Management must be ready to face these multidimensional challenges with adequate foresight. The scope of Human Resource Management has expanded considerably throughout the world. Over the years new techniques and new styles of Human Resource Management has been developed as the result of researches and experiences in the field. The organizations reward strategy reflects its power to drive quality employees. Apart from salary, recognition of work is a healthy retention strategy. If the organization values its employees, recognizes and appreciates their skills ands work, it pays. Therefore In an ideal world, organizations are seeing for the employees those who work hard, love their job, worship their workplace, feel like a family and would never leave.

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INTRODUCTION TO ATTRITION
In an ideal world, employees work hard, love their job, worship their workplace, feel like a family and would never leave. But let's look at the real world where employees quit at the drop of a hat. As the industry grows exponentially, companies are taking the big leap from survival strategy to competitive strategy. Hence, there is a constant thirst for the best and the brightest of employees. And the results heavy - attrition. In addition, there are several other reasons as to why employees quit. The reasons are too varied to be clubbed together, but the bottom line remains the same- it is all about money! Therefore, it is no wondered that the compensation levels in the industry are heading north Companies are literally bidding for talent and luring away employees with attractive salaries and designations. While HR experts define it as the function of demand and supply, it is a serious concern for employee retention. Any method of controlling attrition or increasing retention should be based on a good understanding of the factors leading to attrition. The factors may be some times very simple and could be revealed by an examination of the statistical data. The statistical data could answer simple questions. Whenever a well trained and well adapted employee leaves any organization, it creates a vacuum. The organization loses key skills, Knowledge and business relationships. And it is not an easy task to find a sustainable substitute. The company has to invest a lot while recruiting and training employee. Attrition is a phenomenon and no industry is devoid of it, but the degree fluctuates from industry to industry and hence employees are its "assets". Why attrition need to be managed? Skill, knowledge and attitude of the workforce are a critical input of the success of any organization. It is increasingly becoming difficult to attract talent and even more difficult to retain them.

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Why at all is talent retention so important? Retention the right people means being able to retain and attract business. Losing the people means replacement costs, foregone opportunities and increased completion from the competitor who poached your talent away. One direct and obvious reason is that it affects the bottom line.

Definition
A reduction in the number of employees for various reasons The reduction in staff and employees in a company through normal means, such as retirement and resignation. This is natural in any business and industry A gradual voluntary reduction of employees (through resignation and retirement) who are not then replaced, decreasing the size of the workforce. given by Madhurima Lal

Costs associated with the employee attrition

1. Recruiting 2. Relocation 3. Orientation\administration\training. 4. Loss of productivity &Lack of efficiency 5. Opportunity loss.

Reasons behind the high employee turnover

1. Influences on the personal front 2. Steep growth 3. High stress level of job 4. Demand-supply disparity 5. Loss of identity 6. Mismatch with normal

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Causes for attrition

1. Deliberately Ruining the Relationship Poor behavior with the employee falls under this category. When the employee seeks a solution to a problem and the organization responds by shoving legalese in their face, it could be the first time a crack develops in the employer-employee relationship. 2. Persistently Annoying the Employee Even when the employee takes a forgive and forget attitude towards a badly handled response to a grievance, sometimes organizations do not correct their lapse. They institutionalize insensitivity in dealing with employee grievances. Most of the times a courteous no can work wonders instead of a rude yes. 3. Expectation is not shaped properly This can happen most typically when an employee asks the question most managers dread When will be promoted to a bigger job? If the employee has been receiving timely and clearly articulated feedback about his or her performance, then the manager should have no difficulty in answering that question. Yet we all know that the world is far from perfect and many managers simply dance around when asked an uncomfortable question. They land up over committing to the employee simply in order to get over the momentary discomfort of telling the average or non-performing employee the truth. Sometimes even the top talent is also lost for exactly the same reason. 4. Life cycle Changes Not Managed
Significant events in the life of an employee e.g.: their marriage, divorce, birth of a kid, death in the family etc are all occasions when the employer has a chance to cement the relationship. Instead when the responses to such significant lifecycle events are managed insensitively or inappropriately, the employee is likely to feel disillusioned about the employer. Especially during a crisis, the timing of the help provided by the employer matters as much as the nature of the help provided. Remember, what is in the policy book is

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seen to be a GIVEN by the employee. It is what is done over and above that drives employee engagement. After all employee engagement is reflected in the employee going over and above the job description. 5. Developmental Needs Beyond the Functional Are Not Met
Fewer staff, reduced or wiped out spending on development, and higher expected levels of achievement do not present a winning picture. Since most people receive formal inputs in school or college to build their functional skills and limited to inadequate leadership development skills, the investments made in this are highly valued. Employees really respect and appreciate leaders who invest in mentoring and preparing others for future success. A high salary or benefits program is easy to match. Finding a great mentor will make more employees stay longer as long as they see visible improvement in their abilities.

6. Wrong Hire Lets face it; most people are never given deep training in how to hire. The ability to find people in your organization who make good hiring decisions are prized property. This is a rare skill. Have you ever seen a manager punished for making poor hiring decisions? Yet, the same person maybe given an hours dressing down for a poor judgment shown in ordering a $100 gizmo. If the hire made lacks the necessary functional skills, that is an easy fix. Send the person for a weeks training to fix the knowledge gaps. But if the employee has a poor attitude match and poor leadership, such gaps do not show up until the employee has already spent some time in the firm. It is not until these gaps prove conclusively that this was a hiring mistake that the organization tries to address it. 7. Compelling Offer The competitor may sometimes give a compelling offer. That is just the way in the movie The Godfather, the mafia Don says, Ill make him an offer he cant refuse. The employees too get courted in these days of the war for talent. The more talented they are, the more such compelling offers they are likely to receive.

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In conclusion
Treat the employees with the same seriousness that is reserved for customers. The same attention, time and money spent on wooing employees will give you a more engaged workforce.

FACTORS AFFECTING ATTRITION

1) Ambitions/Career aspirations 2) Parental/Family mobility 3) Personality factors 4) Job related 5) Economic factors 6) Style of boss 7) Role clarity 8) Culture of an organization 1. Ambitions or Career Aspirations Employees at all levels aspire to build their career. There are economic aspirations, professional aspirations, family aspirations and all kinds of aspirations and ambitions that affect a persons desire to move. It is rare not to have such career aspirati ons. In the past, organizations grew at a pace and stability and individuals mostly saw their career in the current organization and stuck to the same. Now days either organizations don't grow at the pace at which the individual career aspirations grow or other organizations grow at a pace that matches the individual causing individuals to move. When you treat all the world as a large space for growth and building a career, it is futile for any organization to all the time compete with the rest of the world and try to provide careers for all the employees at the same pace at which the entire world or the best of the organizations in the world is moving. It is better to appreciate the growth and mobility and movement of the mind and take attrition as a natural phenomenon than to be agitated about it and have sleepless nights. However, if the organization can do something to create new

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opportunities, that meet the growing aspirations of competent people, it should certainly be attempted. 2. Parental and family mobility Sometimes the desire to be with the closed ones also pushes the person to move. Although we have largely moved away from the joint family concept, there are still strong affiliations and affections. Need for being close with the family, spouse, children, parents etc. at different stages of ones life to fulfill different types of affiliation needs prompt a few people to leave their jobs and move from one city to another. 3. Personality factors Some people have a high need for variety. They get bored and fatigued easily. They need to change their job or what they are doing at periodic intervals. Otherwise they are restless and create morale problems with others working with them. They waste others time discussing organizational politics and polluting the atmosphere. Some people are constantly searching and seeking. They are highly ambitious and restless. They are highly achievement driven and want to achieve new heights in the shortest time. They have either been socialized so or fulfill their own power or other motives. Some may have a different motivation or value profile which may not be matched by the current job or the company and hence the decision to leave. 4. Physical development at workplace Your workplace is an extension of your service. A well-designed workplace gives positive signals to staff, clients and visitors. Even if your workplace is well designed, some change from time to time, provided the staff have input, can give everyone a lift. Even if you cannot redesign your office completely, it is still possible to overcome its most obvious problems, including light, painting and perhaps some plants. The office or other workspace represents more than just a place to work. It is a place where staff members meet, where clients and other visitors judge the rest of the

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organization, and where the subtleties of status and role can be played out. Community service organizations are, after all, very people focused .There is little doubt that people feel better about their jobs and themselves if they work in a pleasant and well maintained physical environment. 5. Job related factors The job related factors that cause the decision to leave are many these include the following: Inability to use ones' competencies Lack of challenge Boss and his styles Lack of scope for growth in terms of position' salary, status and other factors Role clarity Job Stress or role stress or role stagnation Lack of independence or freedom and autonomy Lack of learning opportunities Lack of excitement and innovation, novelty etc. in the job These factors may be intrinsic and job related or extrinsic and job related or job chemistry related. Intrinsic factors are the factors related to the characteristic of the job. These are in plenty in BPOs where the work conditions (night work, work at odd hours, the nature of clients to deal with, etc) pose difficulties. Extrinsic factors are factors like role clarity, independence and autonomy, bad boss, wrong chemistry of the team, work conditions that can be changed easily, lack of respect shown to the individuals, etc. A large number of the extrinsic factors can be controlled. 6. Role clarity Having great clarity about ones role is critical. Without absolute role clarity, an employee may not be fully productive and effective. Poor role clarity can make employees feel like headless-chickens. Often I come across teams where role clarity is

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not highly rated in employee surveys. And often managers say something to the effect of What low role clarity? They have their job descriptions and I told them what to work on! 7. Culture of an organization When we walk into an organization and get a certain 'feel' for it, whether it is fast moving and responsive, or whether it feels old and backward looking, this 'feeling' is referred to 'organizational culture'. Culture is about how the organization organizes itself, its rules, procedures and beliefs make up the culture of the company.

Strategies to reduce attrition

The basic strategies which reduce the attrition are: 1. Hire the right people in the first place 2. Empower the employees: give the employees the authority to get things done 3. Make employees realize that they are the most valuable asset of the organization 4. Have faith in them, trust them and respect them 5. Provide them information and knowledge 6. Keep providing them feedback on their performance 7. Recognize and appreciate their achievements. 8. Keep their morale high. 9. Create an environment where the employees want to work and have fun. These practices can be categorized in 3 levels: Low, medium and high level.

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Figure 2.2

In conclusion
Attrition is a serious problem that the organizations face today. This can be reduced if both the management and the managers realize this. The managers should take in a lead role here. They should be committed to tune and mould people in such a way that they best fit the organization. In fact it becomes the duty of every individual manager to understand his subordinates well. Managers should understand that their duty is not only restricted to bossing over employees but in understanding employees, leading them, developing them, empowering them and maintaining them. If this realization bestows on every manager, the organization is sure to succeed. This will help in reducing the attrition level to certain extends.

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CHAPTER III
COMPANY PROFILE

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COMPANY PROFILE
INTRODUCTION
Chairman & Managing Director Profile From the earliest days to the present, Ampersandindias Chairman & Managing Director, Mr.Devasish Rath has possessed a remarkable vision, focus and a pledge to the highest standards of business conduct. He has taken risks, encouraged creativity and transformed ideas into innovation that shape the electrical world. As the chief of the Organization, Ampersandindias operations including development, sales, delivery, marketing, and other administrative functions by his highly dedicated, dynamic and motivated management team.

Company Profile
Corporate Overview:Ampersand India is wholly owned brand of Ampersand India Consulting Services Pvt. Limited which came into existence with a mission to connect more and more qualified brains with suitable career opportunities in industry at every level. With our Pan India presence and teams lead by expert professionals with years of experience behind them, you can be rest assured that you get to tap in the best talent pool in the country without compromising on your unique recruiting processes. In fact, we keep expanding our talent pool through our recruitment drives across the nation. We do not just cater to Tier I cities but have an equal presence in Tier II and Tier III cities, thus bringing you a diverse set of talent pool which is highly motivated and eager to contribute to small as well as large organizations. Armed with latest tools and services were here to make campus hiring a pleasant experience for corporate as well as students alike. Ampersand India is providing integrated Human Resource Management services to its world class Clients; our core business philosophy is to put Clients interest first. We will strengthen expertise in staffing & recruitment by inducting cost-effective and rapid Staffing solutions to address the ever-increasing demand of the qualified professionals. We aspire to consolidate ourselves as one stop HR Solutions organization. Right Hiring is specialized area and what gives us an edge in this area is our knowledge of the dynamic environment and ever changing needs of corporate. With our extensive network and recruitment procedure we see to it that our clients not only get best available resources as per their recruiting processes but also benefit from long-term solutions. At a time when jobhopping and job-shopping have become nightmares for companies, we strive to build longterm relationships between the staffers and employees. At Ampersand India, it is not just about helping businesses find the right talent; rather, we act as the bridge between talent and talent procurers. Training forms an important part of our strategy to make this bridge as strong and as useful as possible. We help candidates as well as 30 | P a g e

institutions stay up to date with the current trends in the industry, connect them with the right resources and help in personal as well as institutional branding.

VISION:quality delivering.

To create recognition for HR Solutions with

MISSION:Bridge the gap between Campus & Corporate. Design & Deliver, Services

which

assist Organization increasing productivity and performance.

Leadership Team:Ashok Suyal :

Seasoned global executive with over 16 years of experience and focus on Strategic Consulting, Business Coaching, Talent Acquisition, Executive Recruitment, Employee engagement, Resource management. Ashok has worked in leadership roles with companies like Globallogic, BMC Software, Fiserv Global Services, Birlasoft. Ashok has studied from Delhi University, and did his advanced studies at Cornell, IIM Bangalore & ISB Hyderabad. Dr. (Prof.) D. S.Rath : Astute Professional with deep background in Human Resource Development & Training since last 16 years. He has MBA, B.E.(Electronics & Telecom) Degree from AMIETE, New Delhi to his credit and Completed his Doctoral program in HR. His passion is to network with HR professionals, counselling during his free time. He is actively involved in the Area of HR Consulting, Recruitment both in Fresher's & Lateral Domain. In his last assignment he was heading the Campus Team at Indian HR Network in Pan India level.

Andy VJ:

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An Embedded HR professional with 15+ yrs experience in IT Industry of which 14 yrs as Recruitment Specialist / Analyst in Perm / Staffing on both IT & BFSI. 14 yrs journey in Talent Acquisition, Team Management, Campus Recruitment, Delivery, Client Relations, Sales & Account Mining / Management. Self Driven & proven expertise in End-2-End Cycle ensuring the skills, knowledge, abilities and performance of the workforce to meet the current and future organizational goals. Sophia Almeida: Seasoned global executive with over 16 years of experience and focus on Strategic Consulting, Business Coaching, Talent Acquisition, Executive Recruitment, Employee engagement, Resource management. Sophia has worked in leadership roles with companies like Siemens, JP Morga Chase, Barclays, IBM Global Services, Deloitte, Mastek, Patni& NHPC.

Future Plans
Ampersandindia is at the forefront of the industry due to its undaunted devotion to leadingedge technology, cost-effective services and unparalleled customer service. Driven by the ambition to meet the ever-changing requirements of the market, Ampersand intends to reinforce its dedicated base of Research & Development to launch newer & improved versions of Transformers, which will prove to be economical in terms of cost and energy and provide total satisfaction to the end users, be it Electricity Boards, Power Generating Companies or Private enterprises.

Ampersand intends to continue setting the highest possible quality benchmarks in the coming years. Ampersandindia. would continue to innovate products and services that meet the everchanging needs of the industry with a total commitment and dedication to promote the cause of Energy savings in the times to come.

Vision & Mission

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Vision Ampersandindia. aims to be a prominent global player and a national leader in the field of Campus Hiring and HR Consulting, promoting the cause of energy saving through constant innovation and customization of products and introduction of value added solutions for its honored customers. It is getting set to become a one stop shop for Power and Distribution Transformers, scaling newer heights in technology, setting quality benchmarks for all its products and services, and ensuring satisfaction to all its stakeholders. Corporate Mission To operate its business with the highest level of Integrity, Responsibility and Accountability, and to continue to build on the trust & confidence of stakeholders that the Organization has earned over the years. To be an Open, Responsive, Participative and Entrepreneurial Organization.

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Policies & values

Quality Policy Since its conception, Ampersands have maintained the highest standards of quality control and assurance adhering to the self enunciated operating procedures for efficient process that can adapt to the changing and challenging needs of the customer.

Core Values
To reinforce and retain a distinguished position of leadership in the industry through strategic thinking, dedicated in-house R & D, and consistent customer oriented innovation, both in technology and in service. To recognize human resources as the most important asset for achieving organizational excellence. To enhance industrial productivity, growth and profitability through stringent quality standards & continuous improvement and automation. To seek excellence in the manufacture of Energy Efficient Transformers for Power Transmission and Distribution by adapting and evolving cutting-edge technologies. To constantly listen to customers, respond quickly to their current needs and anticipate future requirements. To ensure customer satisfaction through dedicated After Sales Service Support and on time delivery. To consistently develop new and better products, which offer improved performance and low Total Ownership Costs. To seek and obtain challenging assignments and provide the most conducive environment for the professional growth of all employees through effective delegation and motivation. To develop peoples competence through motivation and need based training, effective delegation and proactive approach.

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CHAPTER IV
DATA ANALYSIS AND DATA INTERPRETATION

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1. Are you satisfied with provided physical facilities like heating, lighting and layout etc in your organization? Table 4. 1 - Physical Facilities Choice Highly Satisfied Satisfied Highly Dissatisfied Dissatisfied Total No. of Respondents 36 14 0 0 50 Percentage 72 28 0 0 100

Chart 4. 1 SOURCE: Questionnaire taken from the employees ANALYSIS: The above table shows the following a) 72% of the employees were highly satisfied with physical facilities. b) And 28% were satisfied. INTERPRETATION Most of the employees are highly satisfied and comfortable with provided physical facilities like heating, lighting and layout etc in the organization.

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2. Are you provided sufficient equipment and aids in your organization? Table 4. 2 - Equipment and Aids Choice Strongly agree Agree Strongly disagree Disagree Total No. of Respondents 27 23 0 0 50 Percentage 54 46 0 0 100

Chart 4. 2

SOURCE: Questionnaire taken from the employees ANALYSIS: The above table shows the following a) 54% of the employees strongly agree with sufficient equipment and aids in the organization. b) While 46% were agreed. INTERPRETATION Most of the employees strongly agree with sufficient equipment and aids in the organization.

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3. Are you satisfied with the working schedules? Table 4. 3 - Working hours Choice Highly Satisfied Satisfied Highly Dissatisfied Dissatisfied Total No. of Respondents 31 16 3 0 50 Percentage 62 32 6 0 100

Chart - 4. 3 SOURCE: Questionnaire taken from the employees ANALYSIS: The above table shows the following a) 62% of the employees were highly satisfied with work schedules. b) And 32% were satisfied. c) While 6% were highly dissatisfied. INTERPRETATION Most of the employees are highly satisfied and comfortable with the present work schedules.

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4. Are you satisfied with the transport facilities? Table 4. 4 - Transport Facilities Choice Highly Satisfied Satisfied Highly Dissatisfied Dissatisfied Total No. of Respondents 38 12 0 0 50 Percentage 76 24 0 0 100

Chart - 4. 4 SOURCE: Questionnaire taken from the employees ANALYSIS: The above table shows the following a) 76% of the employees were highly satisfied with the transport facilities. b) While 24% were satisfied. INTERPRETATION
Most of the employees are highly satisfied and comfortable with transport facilities.

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5. Are you satisfied with canteen facilities in your organization? Table 4. 5 - Canteen Facilities Choice Highly Satisfied Satisfied Highly Dissatisfied Dissatisfied Total No. of Respondents 27 23 0 0 50 Percentage 54 46 0 0 100

Chart - 4. 5

SOURCE: Questionnaire taken from the employees ANALYSIS: The above table shows the following c) 54% of the employees were highly satisfied with canteen facilities in the organization. d) While 46% were dissatisfied. INTERPRETATION
Most of the employees are highly satisfied with the canteen facilities in the organization.

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6. Does your organization provide you better opportunities for your advancement and career development? Table 4. 6 - Advancements and Development Choice Strongly agree Agree Strongly Disagree Disagree Total No. of Respondents 28 19 3 0 50 Percentage 56 38 6 0 100

Chart - 4. 6 SOURCE: Questionnaire taken from the employees ANALYSIS: The above table shows the following a) 56% of the employees strongly agree with the opportunities and career development. b) And 38% were agreed. c) While 6% of the employee strongly disagree. INTERPRETATION Most of the Employees were strongly agreed with the opportunities and career development provided by the organization.

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7. Are you burdened with heavy workloads? Table 4. 7 - Workload Choice Strongly agree Agree Strongly disagree Disagree Total No. of Respondents 37 13 0 0 50 Percentage 74 26 0 0 100

Chart - 4. 7 SOURCE: Questionnaire taken from the employees ANALYSIS: The above table shows the following a) 74% of the employees strongly agree with the heavy workloads in the company. b) While 26% of the employees agree. INTERPRETATION Most of the employees are burdened with the heavy workloads in the company.

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8. Are you satisfied with nature and content of work in your organization? Table 4. 8 - Nature and Content of Work Choice Highly Satisfied Satisfied Highly Dissatisfied Dissatisfied Total No. of Respondents 29 21 0 0 50 Percentage 58 42 0 0 100

Chart - 4. 8

SOURCE: Questionnaire taken from the employees ANALYSIS: The above table shows the following a) 58% of the employees were highly satisfied with the nature and content of work in the organization. b) While 42% were dissatisfied. INTERPRETATION Most of the employees are highly satisfied with the nature and content of work in the organization.

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9.

Does your organization give you performance review and development process? Table 4. 9 - Reviews and Development Process Choice Strongly agree Agree Strongly disagree Disagree Total No. of Respondents 28 19 3 0 50 Percentage 56 38 6 0 100

Chart - 4. 9 SOURCE: Questionnaire taken from the employees ANALYSIS: The above table shows the following a) 56% of the employees were strongly agreed with performance review and development process. b) And 38% were agreed. c) While 6% were strongly disagreed. INTERPRETATION Most of the employees were strongly agreed with the performance review and development process provided by the organization.

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10. Are you satisfied with present remuneration and benefits in relation to your responsibilities? Table 4. 10 - Remuneration and Benefits Choice Highly Satisfied Satisfied Highly Dissatisfied Dissatisfied Total No. of Respondents 38 12 0 0 50 Percentage 76 24 0 0 100

Chart - 4. 10 SOURCE: Questionnaire taken from the employees ANALYSIS: The above table shows the following a) 76% of the employees were highly satisfied with present remuneration and benefits in relation to their responsibilities. b) While 24% were satisfied. INTERPRETATION Most of the employees are highly satisfied with present remuneration and benefits in relation to their responsibilities.

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11. Are you satisfied with other benefits provided in your organization? Table 4. 11 - Other Benefits Choice Highly Satisfied Satisfied Highly Dissatisfied Dissatisfied Total No. of Respondents 25 25 0 0 50 Percentage 50 50 0 0 100

Chart - 4. 11

SOURCE: Questionnaire taken from the employees ANALYSIS: The above table shows the following a) 50% of the employees are highly satisfied by the other benefits b) And remaining 50% were satisfied. INTERPRETATION
Employees are equally satisfied with the other benefits provided in the organization.

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12. Does your organization provide you payment of salaries on regular intervals? Table 4. 12 - Payment of Salaries Choice Strongly agree Agree Strongly disagree Disagree Total No. of Respondents 27 20 3 0 50 Percentage 54 40 6 0 100

Chart - 4. 12 SOURCE: Questionnaire taken from the employees ANALYSIS: The above table shows the following d) 54% of the employees were strongly agreed. e) And 40% were agreed. f) While 6% were strongly disagreed. INTERPRETATION Most of the employees were strongly agreed with the payment of salaries on regular intervals.

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13. Do you have good relationship with your supervisor/manager? Table 4. 13 - Relationships with Supervisor/Manager Choice Strongly agree Agree Strongly disagree Disagree Total No. of Respondents 39 11 0 0 50 Percentage 78 22 0 0 100

Chart - 4. 13 SOURCE: Questionnaire taken from the employees ANALYSIS: The above table shows the following a) 56% of the employees strongly agree that they have good relationship with their supervisor/manager. b) And 38% were agreed. c) While 6% of the employee strongly disagree. INTERPRETATION Most of the Employees strongly agreed that they have good relationship with their supervisor/manager.

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14. Do you have good relationship with your staff in your business unit? Table 4. 14 - Relationships with Staff in your Business Unit Choice Strongly agree Agree Highly Disagree Disagree Total No. of Respondents 25 25 0 0 50 Percentage 50 50 0 0 100

Chart - 4. 14 SOURCE: Questionnaire taken from the employees ANALYSIS: The above table shows the following a) 50% of the employees strongly agree that are having good relationship in their business unit. b) While other 50% only agree. INTERPRETATION
Employees equally and strongly agree that are having good relationship with their staff in

their business unit.

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15. Are you satisfied with induction/ orientation programs in your organization? Table 4. 15 - Induction Programs Choice Highly Satisfied Satisfied Highly Dissatisfied Dissatisfied Total No. of Respondents 23 27 0 0 50 Percentage 46 54 0 0 100

Chart - 4. 15

SOURCE: Questionnaire taken from the employees ANALYSIS: The above table shows the following a) 54% of the employees were highly satisfied with induction/orientation programs. b) And 46% were satisfied. INTERPRETATION Most of the employees are satisfied with induction/orientation programs in the organization.

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16. Are you satisfied with the training provided to you to improve your work? Table 4. 16 - Improve Work Area Choice Highly Satisfied Satisfied Highly Dissatisfied Dissatisfied Total No. of Respondents 43 7 0 0 50 Percentage 86 14 0 0 100

Chart - 4. 16

SOURCE: Questionnaire taken from the employees ANALYSIS: The above table shows the following a) 86% of the employees were highly satisfied with training provided to improve their work. b) And 14% were satisfied. INTERPRETATION Most of the employees are satisfied with the training provided to improve their work.

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17. Are you provided with proper training which enhances your skill to perform your job effectively? Table 4. 17 - Periodical Training Choice Highly Satisfied Satisfied Highly Dissatisfied Dissatisfied Total No. of Respondents 35 15 0 0 50 Percentage 70 30 0 0 100

Chart - 4. 17 SOURCE: Questionnaire taken from the employees ANALYSIS: The above table shows the following a) 70% of the employees were highly satisfied with proper training to perform their job effectively. b) And 30% were satisfied. INTERPRETATION Most of the employees are satisfied with the training provided by the company which enhances their skill to perform the job effectively.

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18. Does your organization provide you additional training program? Table 4. 18 - Additional Training Choice Strongly agree Agree Strongly disagree Disagree Total No. of Respondents 25 25 0 0 50 Percentage 50 50 0 0 100

Chart - 4. 18 SOURCE: Questionnaire taken from the employees ANALYSIS: The above table shows the following a) 50% of the employees strongly agree that organization provides them additional training program. b) While other 50% only agree. INTERPRETATION Employees equally and strongly agree that organization provides them additional training program.

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19. Are you satisfied with communication of company direction and policy? Table 4. 19 - Communications of Company Direction and Policy Choice Highly Satisfied Satisfied Highly Dissatisfied Dissatisfied Total No. of Respondents 33 15 2 0 50 Percentage 66 30 4 0 100

Chart - 4. 19

SOURCE: Questionnaire taken from the employees ANALYSIS: The above table shows the following a) 66% of the employees were highly satisfied with company direction and policies b) And 30% were satisfied. c) While 4% were highly dissatisfied INTERPRETATION Most of the employees are satisfied with the company direction and policies.

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20. Are you satisfied with the feedback on your performance? Table 4. 20 - Feedback on your Performance Choice Highly Satisfied Satisfied Highly Dissatisfied Dissatisfied Total No. of Respondents 38 12 0 0 50 Percentage 76 24 0 0 100

Chart - 4. 20

SOURCE: Questionnaire taken from the employees ANALYSIS: The above table shows the following a) 76% of the employees were highly satisfied with feedback performance. b) While 24% were satisfied. INTERPRETATION Most of the employees are satisfied with the feedback on their performance.

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21. Are you affected with communication of decision and other issues on your organization? Table 4. 21 - Communication of Decision and Other Issues Choice Strongly agree Agree Strongly disagree Disagree Total No. of Respondents 34 16 0 0 50 Percentage 68 32 0 0 100

Chart - 4. 21 SOURCE: Questionnaire taken from the employees ANALYSIS: The above table shows the following a) 68% of the employees strongly agree that they were affected with communication of decision and other issues in the organization. b) While 32% were agreed. INTERPRETATION Most of the employees are affected with the communication of decision and other issues on the organization.

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22. Are you satisfied with competence of your immediate manager? Table 4. 22 - Competence of your Immediate Manager Choice Highly Satisfied Satisfied Highly Dissatisfied Dissatisfied Total No. of Respondents 25 23 2 0 50 Percentage 50 46 4 0 100

Chart - 4. 22 SOURCE: Questionnaire taken from the employees ANALYSIS: The above table shows the following a) 50% of the employees are highly satisfied with competence of their immediate manager. b) And 46% were satisfied. c) While 4% were highly dissatisfied. INTERPRETATION Most of the employees are highly satisfied and comfortable with competence of their immediate manager.

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CHAPTER V
FINDINGS AND RECOMMENDATIONS

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FINDINGS
72% of the employees responded that they were highly satisfied with physical facilities and 28% employees responded that they were satisfied. 54% of the employees strongly agreed that they were provided with sufficient equipment and aids in the organization. 56% of the employees were strongly agreed that the organization provides opportunities
and career development and 6% of the employees are strongly disagree. 74% of the employees strongly agreed that they were burdened with the heavy

workloads in the organization. 56% of the employees were strongly agreed the organization provides them performance review and development process. And 38% employees were agreed. While 6% were strongly disagreed. 76% of the employees responded that they were highly satisfied with present remuneration and benefits in relation to their responsibilities. 50% of the employees respponded that they were highly satisfied with competence of their immediate manager and 4% of employees responded that they were highly dissatisfied. 76% of the employees responded that they were highly satisfied with feedback performance provided by the organization and 24% of the employees responded that they were satisfied. 70% of the employees responded that they were highly satisfied with proper training provided by the organization to perform their job effectively. And 30% of the employees were satisfied. 27% of the employees were strongly agreed that the organization provides payment of salaries on regular intervals and 20% were agreed. While 3% were strongly disagreed. 50% of the employees strongly agree that organization provides them additional training program. While other 50% of the employees only agreed. 58% of the employees responded that they were highly satisfied with the nature and

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content of work in the organization. While 42% of the employees were dissatisfied. 50% employees are equally highly satisfied and satisfied by the other benefits, provided by the company. 68% of the employees strongly agree that they were affected with communication of
decision and other issues in the organization. While 32% of the employees were agreed. 39% of the employees strongly agree that they have good relationship with their

supervisor/manager. And 11% were agreed. Most of the employees are highly satisfied and comfortable with the present work schedules.

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CONCLUSIONS
Most of the employees are highly satisfied and comfortable with provided physical facilities like heating, lighting and layout etc in the organization. Most of the employees strongly agree with sufficient equipment and aids in the organization Employees are equally satisfied with the opportunities and career development provided in the organization. Most of the employees are affected with the communication of decision and other issues on the organization Employees equally and strongly agree that organization provides them additional training program. Most of the employees are satisfied with induction/orientation programs in the organization. Most of the employees are highly satisfied present remuneration and benefits in relation to their responsibilities. Most of the employees are satisfied with the feedback on their performance. Most of the employees are satisfied with the payment of salaries on regular intervals. Most of the employees are satisfied with the training provided to improve their work. Most of the employees are highly satisfied with the nature and content of work in the organization Most of the employees are satisfied with the company direction and policies. Most of the employees are satisfied with the training provided by the company which enhances their skill to perform the job effectively. Employees are equally satisfied with the other benefits provided in the organization. Employees equally and strongly agree that are having good relationship with their staff in their business unit. Most of the employees were strongly agreed with the performance review and development process provided by the organization.

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RECOMMENDATIONS
The management could adopt the following suggestions, in order to control attrition and improve satisfaction of the employees. Employees feel more comfortable and get better motivated, if their job is made pleasant, interesting and challenging. Provide frequent Training programs based on the specific job requirement, technological advancements or business changes. Employees feel better motivated and committed if they are given individual incentives based on their performance. Linking the pay with the performance and ensuring that all the employees are aware about the linkage. It is observed that there is lack of communication gap between managers and their subordinates. Making the manager effectively and easily accessible which is a key attribute for employee retention. A regular survey conducted for feedback from employees about superiors as well as issues like food, developmental; plan and other issues. This will make them feel of their importance and caring nature of the organization.

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ANNEXURE

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QUESTIONNAIRE

Employee Name : Employee No. : Designation : Section or Department:

OFFICE ENVIRONMENT
1. Are you satisfied with provided physical facilities like heating lighting and layout etc in your organization? a) Highly satisfied b) satisfied c) highly dissatisfied d) dissatisfied 2. Are you provided sufficient equipment and aids in your organization? a) Strongly agree b) agree c) strongly disagree d) disagree 3. Are you satisfied with the working schedules? a) Highly satisfied b) satisfied c) highly dissatisfied d) dissatisfied 4. Are you satisfied with the transport facilities? a) Highly satisfied b) satisfied c) highly dissatisfied d) dissatisfied 5. Are you satisfied with canteen facilities in your organization? a) Highly satisfied b) satisfied c) highly dissatisfied d) dissatisfied

JOB ROLE
6. Does your organization provide you better opportunities for your advancement and career development? a) Strongly agree b) agree c) strongly disagree d) disagree 7. Are you burdened with heavy workloads? a) Highly satisfied b) satisfied c) highly dissatisfied d) dissatisfied 8. Are you satisfied with nature and content of work in your organization? a) Highly satisfied b) satisfied c) highly dissatisfied d) dissatisfied 9. Does your organization give you performance review and development process? a) Highly satisfied b) satisfied c) highly dissatisfied d) dissatisfied

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REMUNERATION AND BENEFITS

10. Are you satisfied with present remuneration and benefits in relation to your responsibilities? a) Highly satisfied b) satisfied c) highly dissatisfied d) dissatisfied 11. Are you satisfied with other benefits provided in your organization? a) Highly satisfied b) satisfied c) highly dissatisfied d) dissatisfied 12. Does your organization provide you payment of salaries on regular intervals? a) Strongly agree b) agree c) strongly disagree d) disagree

INTERPERSONAL RELATIONSHIPS
13. Do you have good relationship with your supervisor/manager? a) Strongly agree b) agree c) strongly disagree d) disagree 14. Do you have good relationship with your staff in your business unit? a) Highly satisfied b) satisfied c) highly dissatisfied d) dissatisfied

TRAINING AND DEVELOPMENT

15. Are you satisfied with induction/ orientation programs in your organization? a) Highly satisfied b) satisfied c) highly dissatisfied d) dissatisfied 16. Are you satisfied with the training provided to you to improve your work? a) Highly satisfied b) satisfied c) highly dissatisfied d) dissatisfied 17. Are you provided with proper training which enhances your skill to perform your job effectively? a) Highly satisfied b) satisfied c) highly dissatisfied d) dissatisfied 18. Does your organization provide you additional training program? a) Strongly agree b) agree c) strongly disagree d) disagree

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MANAGEMENT
19. Are you satisfied with communication of company direction and policy? a) Highly satisfied b) satisfied c) highly dissatisfied d) dissatisfied 20. Are you satisfied with the feedback on your performance? a) Highly satisfied b) satisfied c) highly dissatisfied d) dissatisfied 21. Are you affected with communication of decision and other issues on your organization? a) Strongly agree b) agree c) Strongly disagree d) disagree 22. Are you satisfied with competence of your immediate manager? a) Highly satisfied b) satisfied c) highly dissatisfied d) dissatisfied

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BIBLIOGRAPHY

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BIBLIOGRAPHY BOOKS
Prasad L M, (2006); "Organizational Behavior", Sultan Chand & Sons, New Delhi. Gupta S C B, (2007); "Human Resource Management", Sultan Chand & Sons, New Delhi. Subba Rao P, (2004); "Essentials of HRM and Industrial Relations", Himalaya Publications, New Delhi. Aswathappa K, (2004); "HR and Personnel Management", Tata McGraw Hill Publications, New Delhi. Noe and Raymond, (2009); "Human Resource Management", Tata McGraw Hill Publications, 5 edition, New Delhi.
th

JOURNALS
Dr. Amithan kodwani & S.Senthil Kumar, (Aug - Dec 2004); Employee Attrition, Volume-4, HRM Review. Laura Benjamin, (Aug - Dec 2004); Factors of Attrition, Volume-4, HRM Review.

WEBSITES
www.Ampersandindia.org - (Company Profile) www.mindtools.com - (Functions of HRM) www.citehr.com - (Factors of Attrition Management) www.managementparadise.com (Strategies of Attrition Management)

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