A STUDY ON EMPLOYEE TURNOVER AT KARUVEMBU TEXTILE PRIVATE

LIMITED AT THIRUPUR

CHAPTER I

INTRODUCTION

All businesses, large and small, have some way of keeping track of their finances.
Businesses are constantly looking for more ways to keep expenses low. One factor that is
often overlooked, however, is the cost of employee turnover.

High employee turnover can cost a company more than they might realize in the long
run. This report explains some causes of high employee turnover, who it affects the most, and
ways companies can decrease employee turnover in order to cut hidden costs.

Employee turnover occurs when employees voluntarily leave their jobs and must be
replaced. Turnover is expressed as an annual percentage of the total workforce.

Turnover should not to be confused with layoffs, which involve the termination of
employees at the employer's discretion in response to business conditions such as reduced
sales or a merger with another company.

The severity of turnover varies widely by type of business and the economic health of
the region where companies are located. Innovative high-tech companies and the most
successful manufacturers frequently experience low turnover rates while fast-food restaurant
managers expect turnover to be as high as 50 to 75 percent

WHAT IS EMPLOYEE TURNOVER?

Employee turnover is technically and mathematically defined as the ratio of the

number of workers that had to be replaced in a given time period to the average number of
workers. Put simply, it is an instance when an employee leaves their position at their
workplace and needs to be replaced.

Employee turnover is a ratio comparison of the number of employees a company must

replace in a given time period to the average number of total employees. A huge concern to
most companies, employee turnover is a costly expense especially in lower paying job roles,
for which the employee turnover rate is highest.

Many factors play a role in the employee turnover rate of any company, and these can
stem from both the employer and the employees. Wages, company benefits, employee
attendance, and job performance are all factors that play a significant role in employee
turnover.

In a human resources context, turnover or labour 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

TYPES OF EMPLOYEES TURNOVER

1. INTERNAL VS. EXTERNAL

Turnover like recruitment, turnover can be classed as 'internal' or external.
Internal turnover involves employees leaving their current position, and taking a new
position with the same organization.
Both positive (such as increased morale from the change of task and
supervisor) and negative (such as project/relational disruption,) effects of internal
turnover exist, and thus this form of turnover may be as important to monitor as its
external counterpart. Internal turnover might be moderated and controlled by typical
HR mechanisms, such as an internal recruitment policy or formal succession
planning.
2. 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
favourable 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. 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

1. Involuntary: -
In this case, the employee ceases to work for the company due to being laid off or
terminated. It could be because the company is trying to cut costs, or the employee has
violated company policy.
2. Voluntary: -
Voluntary turnover is when an employee terminates employment on their own accord.

There are several possible causes:-

Relocation going
Back to school
Starting a family
Taking care of an elderly relative
General job dissatisfaction such as low pay, lack of benefits, or poor management

CAUSES OF EMPLOYEE TURNOVER

There are several factors that cause high turnover within companies. This report will focus
on voluntary turnover, because voluntary turnover is something that companies are more able
to control. Employees voluntarily quit for several reasons, specifically:

Pay is too low

Lack of benefits
Tasks are too repetitive
 Circumstances listed above such as family, school, or moving
Poor management
Lack of advancement
Burnout
Compensation package differences job and employee skill mismatch: the job may be
less or more satisfying and challenging according o the employee.
Inferior facilities, tools, etc
Less recognition
Less or no appreciation for work done
Less growth opportunities
Poor training
Poor supervision
Less work and life balance practices

There are some other numbers of factors that contribute to employee turnover. We explore
some of these factors in more detail below:-

The economy - in exit interviews one of the most common reasons given for leaving
is the availability of higher paying jobs. Some minimum wage workers report leaving
one job for another that pays only 50 cents an hour more. Obviously, in a better
economy the availability of alternative jobs plays a role in turnover, but this tends to
be overstated in exit interviews.
The performance of the organization - an organization perceived to be in economic
difficulty will also raise the spectre of impending layoffs. Workers believe that it is
rational to seek other employment.
The organizational culture - much has been written about organizational culture. It
is sufficient to note here that the reward system, the strength of leadership, the ability
of the organizations to elicit a sense of commitment on the part of workers, and its
development of a sense of shared goals, among other factors, will influence such
indices of job satisfaction as turnover intentions and turnover rate.
The characteristics of the job - some jobs are intrinsically more attractive than
others. A job's attractiveness will be affected by many characteristics, including its
repetitiveness, challenge, danger, perceived importance, and capacity to elicit a sense
of accomplishment. A job's status is also important, as are many other factors.
 Unrealistic expectations - Another factor is the unrealistic expectations and general
lack of knowledge that many job applicants has about the job at the time that they
receive an offer. When these unrealistic expectations are not realized, the worker
becomes disillusioned and decides to quit.
Demographics - empirical studies have demonstrated that turnover is associated in
particular situations with demographic and biographical characteristics of workers.
But to use lifestyle factors (e.g. smoking) or past employment history (e.g. many job
changes) as an explicit basis for screening applicants, it is important for legality and
fairness to job applicants to verify such bio data empirically.

CAUSES OF HIGH AND LOW EMPLOYEE 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. High rate of
turnover may lead to decrease in:

Productivity
Service delivery
Spread of organizational knowledge

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

A little rate of employee turnover may result into:

Bringing in new ideas and skills from new hires.

Better employee-job matches.
More staffing flexibility.
Facilitate change and innovation.
MEASURES TO REDUCE THE RATE OF TURNOVER

Benefits. Offering employees an affordable medical, dental, and vision package in

this day and age is a great way to keep employees happy. Healthy employees are
happy employees, and being able to provide affordable health care for their spouses
and families as well is something every company should offer.
An added bonus could be vacation time, sick leave. On-site child care would be
extremely helpful for parents who have to work long or late hoursespecially single
parents.
Higher pay. Giving employees regular raises and paying well over minimum wage
would be an incentive for them to stay.
A set schedule. In food service and retail, and most service industries as well as
health care, employees are forced to work six or moreeven up to ten days in a row
without a day off. Days off may even be split up, so the employees never really get a
chance to rest. Giving them the opportunity to choose which days off they want, or at
least giving them two in a row and not working them more than five, would be
extremely beneficial in employee retention. This would also increase productivity and
would be beneficial to the company.
Job variation. Employees get burned out on performing the same job every hour of
every day, day in and day out for years, even months. Cross-training should be done,
especially in food service and retail, in order to avoid burnout.
A positive attitude from superiors. Most employees dont like negativity from their
superiors. Instead of always being told what theyre doing wrong, they need positive
reinforcement as well as constructive criticism. Managers and supervisors should
always have a positive attitude toward their employees and never insult, criticize, or
berate them.
Proper training for management. Managers should be trained thoroughly and
consistently. The policies from location to location should be the same, and every
manager and supervisor in the company should be trained the same way and be in
agreement and consistent with company policies. Managers should be trained to treat
their employees with respect, because without those employees, the business could
not operate
BACKGROUND OF THE STUDY

Employee turnover is one of the most study important issues to organizations, and one
that needs special attention.
It has some significant effects on organizations; new employees must be hired and
trained, it is also needed to consider the time required for a new employee to be
effectively productive.
Staffs turnover is a warning sign of low morale and it is the amount of movement in
and out of employees in an organization. In general, employees either leave their jobs
voluntarily by their own decision or forced to leave by the decision of the employer
Employees turnover is one of the factors which affects the organizations
productivity; which is considered to be one of the challenging issues in business
nowadays.
The impact of turnover has received considerable attention by senior management,
human resources professionals and industrial psychologists. It has proven to be one of
the most costly and seemingly intractable human resource challenges confronting by
several organizations globally.
Porter and Steers (1973) suggested that the issue of met expectations was central to
the individuals decisions to leave an organization. Each employee has his or her own
set of expectations upon entering an organization.
Should these expectations not be met, the individual will become dissatisfied and
leave..
In Ethiopia, even though few studies like: study conducted on ERA and IRC shows
about turnover of employees, there is no empirical studies conducted on public
organizations employees turnover which were supported by formal and published
research.
Enterprise because of employees turnover is a big issue in the organization.
Currently, most young employees are leaving the organization due to unknown
reasons.
Hence, this study clearly identified the causes of employees turnover and its
management or retention mechanism will help in developing appropriate policy and
training program at country level in general and at public organizational level in
particular.
SIGNIFICANCE OF THE STUDY

Governmental and public sector organizations success can be measured mainly

through delivery of quality service to their beneficiaries.
This can be achieved through well formulated plans and programs, allocation of
resources, assignment and retention of committed and competent employees.
However, since skilled work force turnover can affect the organization has to achieve
the intended objectives and expected results will not be achieved. Therefore, the study
insight the issue in context public enterprise experience. It also might serve as
literature for future studies on the topic.
In addition it might also use as input for policy makers and implementers though the
study is academic and has no guarantee of implementation.

NEED FOR THE STUDY

The success of any manufacturing organization depends largely on the workers, the
employees are considered as the backbone of KARUVEMBU TEXTILE PRIVATE
LIMITED AT THIRUPUR
The turnover rate of the company is 11.4%. So this study focused on why the
Turnover occurs and the possible ways to reduce it.
This study can be helpful in knowing, why the employees prefer to change their job
and which factors make employee dissatisfy.
Since the study is critical issue, it is needed by the originations in order to assess the
overall interest and the feelings of the employees towards their nature of job and
organization.
This study can be helpful to the management to improve its core weaknesses by the
suggestions and recommendations prescribed in the project.
This study can serve as a basis for measuring the organizations overall performance
in terms of employee satisfaction.
The need of this study can be recognized when the result of the related study need
suggestions and recommendations to the similar situation.
COMPANY PROFILE

Our company started in year 1996, Sri Karvembu Textiles (P) Ltd. has made a significant
position in the market. We operate all our business activities from our headquarters located
at Tiruppur, Tamil Nadu (India). We are instrumental in manufacturingand exporting a
wide range of products such as Textile Yarn, Cotton Yarn and Open End Yarn. These
products are tested on various quality parameters to ensure a defect free range. We exports 30
% of our products to European Country and Sri Lanka.

Sri Karvembu Textiles Private Limited is a Private incorporated on 17 August 1994. It is

classified as Non-govt Company and is registered at Registrar of Companies, Coimbatore. Its
authorized share capital is Rs. 70,000,000 and its paid up capital is Rs. 52,600,000.It is
inolved in Spinning, weaving and finishing of textiles.

Sri Karvembu Textiles Private Limited's Annual General Meeting (AGM) was last held on 28
September 2013 and as per records from Ministry of Corporate Affairs (MCA), its balance
sheet was last filed on 31 March 2013.

Directors of Sri Karvembu Textiles Private Limited are Periyaswami and Karukkampalayam
Ramachandran Selvakumar.

Sri Karvembu Textiles Private Limited's Corporate Identification Number is (CIN)

U17111TZ1994PTC005278 and its registration number is 5278.Its Email address is
srikarvembu@gmail.com and its registered address is SF NO 94
THOTTIYAPALAYAMMUTHUR POST KANGAYAM TALUK PERIYAR DIST
TAMILNADU TN 638111 IN , - , .

Current status of Sri Karvembu Textiles Private Limited is - Active.

BASIC INFORMATION

CIN U17111TZ1994PTC005278
Company Name SRI KARVEMBU TEXTILES PRIVATE LIMITED
Company Status Active
RoC RoC-Coimbatore
Registration Number 5278
Company Category Company limited by Shares
Company Sub Category Non-govt company
Class of Company Private
Date of Incorporation 17 August 1994
Age of Company 23 years, 0 month, 5 days
Activity Spinning, weaving and finishing of textiles.
see other companies involved in same activity.
Number of Members -
Nature of Business Manufacturer
Additional Business Exporter

Company CEO R. Shiva Prakaash

Total Number of 101 to 500 People
Employees
Year of Establishment 1996
Legal Status of Firm Private Limited Company
Annual Turnover Rs. 10 - 25 Crore
Export Percentage 20-40%
Quality Measures / Yes
Testing Facilities
Banker KARNATAKA BANK LIMITED
Pan No. AADCS*****
DGFT / IE Code 3294017294
Value Added Tax 33173081494
Registration No.
CIN No. U17111TZ1994PTC005278
GST No. 33AADCS8197G1Z2

Payment Mode Cash

Cheque
DD
Online
Shipment Mode By Road
By Air
By Cargo
By Sea

OUR VISION STATEMENT

To manufacture products comparable to international standards, to be customer-focused and

globally competitive through better quality, latest technology and continuous innovation.

OUR MISSION

To manufacture world-class products of outstanding quality that give our customers a

competitive advantage through superior products and value, so we can make every
customer smile.
To encourage people's ownership, empowerment and working under team structure.
To attain highest level of efficiency, integrity and honesty.

OUR VALUES

Customer's satisfaction and delight.

Superior quality of performance.
Concern for the environment and the community.
 Passionate about excellence.
Fair to all.
To provide a safe workplace and promote healthy work habits.

OUR INFRASTRUCTURE

To undertake various business activities efficiently, we have built a modernized

infrastructure facility that is segregated into various departments and units.
Our sound infrastructure facility is backed by various latest technologies and
equipment.
Further, our warehouse facility is highly managed by our experts in order to
systematically store the products.
INDUSTRY PROFILE
INTRODUCTION OF TEXTILE INDUSTRY:

The textile industry in traditionally. After agriculture, is only industry that has
generated huge employment for both skilled and unskilled labour textiles. The textile industry
continues to be the second largest employment generating sector in India. It offers direct
employment to over 35 million in country. India is the second producer but India will lead in
all According to the Ministry of Textiles. The sector contributes about 14% to industrial
production, 4% to the countrys gross domestic product (GDP) and 17% to countries export
earnings. the share of textiles in total exports was 11.04%during April to July 2010 ,as per the
minister of the textiles, it is estimated that India would increase its textile and apparel share in
the world trade to 8% from the current level of 4.5% and reach US$ 80 billion by 2020.
During 2009to 2010, Indian textile industries was pegged at US$55billion, 64% of which
services domestic demand.

INTRODUCTION ABOUT THE SPINNING:

The history of development in world textile industry was started in Britain as the
spinning and weaving machines were invented in that country. The textile industry in
traditionally. After agriculture, is only industry that has generated huge employment for both
skilled and unskilled lab or textiles? The textile industry continues to be the second largest
employment generating sector in India. It offers direct employment to over 35 million in
country. India is the second producer but India will lead in all According to the Ministry of
Textiles. The sector contributes about 14% to industrial production, 4% to the countrys gross
domestic product (GDP) and 17% to countries export earnings. The share of textiles in total
exports was 11.04%during April to July 2010, as per the minister of the textiles, it is
estimated that India would increase its textile and apparel share in the world trade to 8% from
the current level of 4.5% and reach US$ 80 billion by 2020. During 2009to 2010, Indian
textile industries was pegged at US$55billion, 64% of which services domestic demand.

Indias position in the world textiles economy second largest producer of

Raw cotton.
 Second largest producer of cotton yarn.
Second largest producer of cellulosic fiber/yarn.
Second largest producer of silk.
Fourth largest producer of synthetic fiber/yarn

OBJECTIVE OF ACHIEVING QUALITY POLICY:

Raw material:

Maintains purchase of unique variety, quality and strength based in the hands of
decades experience in ginning by the chairman.

Labour:

Knows what their job is satisfies each departments requirements from their job oriented
training.

Safety:

Measures to prevent accidents and adequate training to meet emergencies.

Corrective maintenance
Preventive maintenances
Routine maintenance

Inspection:

Building quality at every process stages and assuring it through incoming in process and
on final inspection.

Controls:

Statistical process control to sustain the product quality within permitted variation.

Process control:

DEMING cycle of plant to- check at principle followed to eliminate positive recalls of
product.
Working of the mill:

The mill has its own by- law provisions. The mill is working with three
shifts per day and on all the seven days a week (in production department only). The workers
are allowed to avail themselves for weekly holidays daily by rotation.

Production:

The mill is producing the yarn of different counts from 20 to 100s. It suit up with the
market requirements, the count patterns of the mills within vary from time to time.

QUALITY CONTROL:

SREE KARUVEMBU TEXTILES PVT LIMITED is committed to achieving high

standards of quality supplying materials which are reliable and economical by their satisfying
customer needs. The quality of yarn is assured by continuous monitoring with the latest
testing equipments.

Identify the need to recruit:

When a vacancy occurs the first issue to consider is whether there is a need to fill it.
There is also the question of whether it is the same job that needs to be filled. In considering
this issue the employer should take an account of the following alternatives.

Reorganization:

It may be possible to reorganize jobs in a particular function so that the same

work can be done by fewer people. Indeed in modern delayer organization it has very
frequently been possible to reduce staff numbers by reorganizing and by increasing the
productive of those remaining. When business is tight this is easier to achieve, as people
will be less willing to put their jobs at risk and many consequently be prepared to work
harder for lower rewards. However in the longer term such an approach may lead to
resentment on the part of employees.
 ORGANIZATION CHART

Chair man

Board of directors

Technical Non-Technical

General Manager Secretary

Production manager Account Department

Spinning master Special Department

Supervisor Time Office

Quality control Store

Skilled workers Security

Semi skilled worker unskilled worker

 CHAPTER II

REVIEW OF LITERATURE

REVIEW OF LITERATURE

Researchers have comprehensively studied on employee turnover attitudes. They

give their efforts to develop and understanding of employee attitudes. Employee
leaves organization with specific reason. In an attempt to clarify the relationships
among various attitudinal antecedents of turnover, Tett and Meyer (1993) they
perform meta-analysis on 178 samples from 138 studies.
They work on the relationships between job satisfaction, turnover intention,
organizational commitment and actual turnover (Tett and Meyer, 1993).
In their research they state that organizational commitment and employee job
satisfaction both objects are perform independently in employee turnover. In this
both object employee job satisfaction is more effective then organizational
commitment. Means as per Tett and Meyer research employees job satisfaction is a
major part in their job.
Lee, Holtom, Mc Daniel, Hill and Mitchell (1999), also done a research on this
topic. They strongly argue that only attitudinal findings are not sufficient to explain
this issue. They do a more then 17 years research on this topic and suggests that
many employee left current organization without any specific reason.
Hom, Caranikas-Walker, Prussi and Griffeth (1992) start a meta-analysis on
employee turnover. As per them opinion only employee job satisfaction is not
important but sometimes external economic issues or employment rate are also play
important role in employee turnover. Generally as per current theory employee low
job satisfaction is a major reason for leave organization.
But as per Lee et al (1999) there are new theories are needed to explain the different
situation and reason. Some need to find out possible reason for which & why
people leave the organizations.
The psychological viewpoint and goal is showing different object such as job
dissatisfaction, employee demography and organization not full fill their
commitment are the main issue in employee turnover (e.g. Discenza & Gardner,
1992;
 William H. Price & Richard Kiekbusch & John The is in his study on causes of
employees turnover have talked about the causes and the implementation. Further
he highlighted that providing a challenging job, and offering realistic promotion
opportunities. Other variables that have less impact are schedule input, insurance
and family income. Good communication and job satisfaction
Beri G.C., Human Resource Tata McGraw New Delhi, in his study on the cause of
factor influencing turnover and retention of staff and retention problems for
professional have talked about the Working hours, workload and work schedules
which are also common concerns to both groups.
In addition, career development, promotion and appreciation of contribution were
important retention factors, while a supportive professional environment, reduction
in workload and working hours and more flexible work patterns were important to
consultants.
Cari McLean, Labour Management in Agriculture, in her study knowing the reason
why workers leave or edge in improving working condition and have talked about
dissatisfaction with work or working condition, select and train new personnel,
conducting workers satisfaction survey, find specific problem area to watch and
improve .
Joseph & Ang, 2003). This research show important and insight reason for why IT
employee leave their job and change organization frequently. Recent organizational
behaviour and psychological result show that actual reason behind employees
turnover are salary package levels, Promotion, mobility, and skill demands and jobs
availability (Hom & Kinicki, 2001; Trevor, 2001).
Psychological research's show that employee turnover is individual factors. It is
show that employee leave their job due to job dissatisfaction or employee work
place or organizational commitment. This research has show why IT employees
leave their current organization.
Jing and Klein (1999), they reported that In fortune 500 firms IT employees job
turnover ratio is 25 To 35%. Moreover, Human resource management have a facing
a key issue of IT employee job change ratio (e.g. Niederman, Brancheau and
Wetherbe, 1991). This research is same focus on attitudes leading to purpose to
employee turnover finding as reported by Tett and Meyer (1993).
The study of "IT Retention: The social context of turnover among information
technology professional Lee (2002)". This study was focus on social support from
 employee's colleagues and company's management. If they give a support each
other the company minimize employee turnover. That means social supports are
also play a important role in employee turnover.
If employee got this support then they neglect other object like job satisfaction,
wedges or organization commitment. So as per Lee, social support is a most
important part in employee turnover.
William H. Price & Richard Kiekbusch & John Theis in his study on causes of
employees turnover have talked about the causes and the implementation.
Further he highlighted that providing a challenging job, and offering realistic
promotion opportunities. Other variables that have less impact are schedule input,
insurance and family income. Good communication and job satisfaction.
Beri G.C., Human Resource Tata McGraw New Delhi, in his study on the cause of
factor influencing turnover and retention of staff and retention problems for
professional have talked about the Working hours, workload and work schedules
which are also common concerns to both groups.
In addition, career development, promotion and 4appreciation of contribution were
important retention factors, while a supportive professional environment, reduction
in workload and working hours and more flexible work patterns were important to
consultants.
Cari McLean, Labour Management in Agriculture, in her study knowing the reason
why workers leave or edge in improving working condition and have talked about
dissatisfaction with work or working condition, select and train new personnel,
conducting workers satisfaction survey, find specific problem area to watch and
improve Cosenza, Robert M.in his study on the causes of the cost of employees
turnover due solely to unfairness in the workplace and have talked about the effect
of unfairness upon an employees decision to leave their employer and the financial
to employer due to voluntary turnover.
Further he highlighted Recruiting and retaining the best and the brightest Remove
the barriers and biases which create unfair workplace. Moore, in her study on the
cause of an informative report regarding employees turnover and retention on the
causes of high employee turnover which affect the most, and the companies can
decrease employees turnover in order to cut the hidden cost.
 CHAPTER III
RESEARCH METHODOLOGY

OBJECTIVE OF THE STUDY

To identify the rate of turnover of employees
To identify the causes of employees turnover
To suggest measures to reduce the rate of turnover
To identify the actual reasons of turnover
To analyze how turnover affects productivity on organizations.
To find out the possible solutions of reducing turnover.
To help business organizations by identifying their problems, analyzing the
informations and recommending for possible solution

SCOPE OF THE STUDY

The scope of the study was limited to the participants who left the department
Due to the restricted research timeframes and resource, the researcher did not focus
on the involuntary turnover causes including those employees who were employed
on a contractual basis.
Though there could have been many motives behind staff turnover at various levels
that could have provided a more balanced finding, but the researcher focused on
voluntary turnover.

RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problem. It is

understood as a science of studying how systematically a research is done scientifically. In it
we study steps that are generally adopted by the researcher in studying the research problem
along with the logic behind them.
RESEARCH DESIGN:

The research design indicates the type of research methodology under taken to collect
the information for the study. The researcher used both descriptive and analytical type of
research design for his research study.
The main objective of using descriptive research is to describe the state of affairs as it
exists at present. It mainly involves surveys and fact finding enquiries of different kinds. The
researcher used descriptive research to discover the characteristics of customers.
Descriptive research also includes demography characteristic of consumer who use
the product. The researcher also used analytical research design to analyze the existing facts
from the data collected from the customer.

RESEARCH PROBLEM:
The present study is titled as a Project Report on A STUDY ON EMPLOYEE
TURNOVER OF KARUVEMBU TEXTILE PRIVATE LIMITED AT THIRUPUR.

AREA OF STUDY:
The area of study is confined to employees of KARUVEMBU TEXTILE
PRIVATE LIMITED AT THIRUPUR.

RESEARCH INSTRUMENT:
The Structured questionnaire is used as the research instrument for the study.

QUESTIONNAIRE DESIGN:
The questionnaire framed for the research study is a structured questionnaire in
which all the questions are predetermined before conducting the survey.
The form of question is of both closed and open type.
The questionnaire for the research was framed in a clear manner such that it
enables the respondents to understand and answer the question easily.
The questionnaire was designed in such a way that the questions are short and
simple and is arranged in a logical manner.
PILOT STUDY:
It is appropriate to conduct pilot survey to check the reliability of the questionnaire.
So pilot study was conducted on 150 respondents which is a 10% of the sample.

DATA COLLECTION METHOD

Normally two types of data are used for the purpose of carrying out research. For
this survey also I have collected these data i.e.
Primary data
Secondary data

PRIMARY DATA:

Primary data is one, which is collected from fresh sources and for the first time while
conducting the research. For the project, primary survey has been undertaken through a
survey instrument consisting of structured questionnaire filled by employees by the way of
personal interviewing

SECONDARY DATA:

Secondary data is that data which has been collected for some other purpose. There are
two types of sources for collecting secondary data:

Internal sources
External sources Internal sources of secondary data includes the data generated within
the organization E.g. Annual Publications, Books, Magazines and Internet etc.

SAMPLE SIZE:
Sample size=150 samples, variance and confidence methods are used for determining
sample size.

SAMPLING PLAN

A sampling plan is a definite design for obtaining a sample from the sampling frame.
It refers to the technique or the procedure the researcher would adopt in selecting some
sampling units from which interpretations about the population is drawn. Sampling design is
determined before any data are collected.
 Selective Sampling technique was adopted. In this method the researcher select those
units of the population in the sample, which appear convenient to him or the management of
the organization where he is conducting research.

SAMPLE OF STUDY-

The sample is a basic unit consisting of the elements of the population to be sampled.
Sample population includes employees from KARUVEMBU TEXTILE PRIVATE
LIMITED AT THIRUPUR. The population includes the employees of the various
departments in the organization.

SAMPLE DESIGN-

To select the samples, the sampling technique used was Simple Random Sampling.
Themain benefit of Simple Random Sampling is that it guarantees that the sample chosen is a
representative of the population.

This ensures that the statically conclusions will be valid. In this technique each
member of the population has an equal chance of being selected as subject.

The entire process of sampling is done in a single step with each subject selected
independently of the other member of the population.

TOOL FOR DATA COLLECTION-

The research instrument used in this study is structured questionnaire which consists
of 25 questions. It was predetermined before conducting the survey. The questions are open
ended.

STATISTICAL TOOLS USED IN THE STUDY-

For the analysis of data percentage analysis is used.

DESCRIPTION OF STATISTICAL TOOLS USED

Percentage method

Chi-square test

STATISTICAL TOOLS AND TECHNIQUES

HYPOTHESIS:
There is a between employee and the firm
PERCENTAGE ANALYSIS:

Percentage = (No. Of respondents / total no. Of respondents)*100

WEIGHTED AVERAGE METHOD:
Formula:
Mean score = total score/no of respondents.
Where total score = no of respondents*weighted average
CHI SQUARE TEST:
1. Null Hypothesis (Ho): There is no difference in attributes
2. Alternate Hypothesis(H1): There is a difference in attributes
3. Level of significance = 0.05
4. Degrees of freedom = (r-1)(c-1)
5. Expected frequency:
E = R.T C.T
6. Calculation of :
= (O-E)2
7. The tabulated value of at given level of significance with (r-1)(c-1)

LIMITATIONS OF THE STUDY:

The results and findings were limited to a single organization the Gauteng
Department of Finance;
Employees may not be willing to share their experiences and therefore not willing to
participate;
Employees may have changed their telephone numbers and numbers on the
KARUVEMBU TEXTILE PRIVATE LIMITED AT THIRUPUR records no
longer applicable, thus limiting necessary data outcomes;
The study was limited to English and this was not the preferred means of
communication for various participants;
Due to budgetary, access and time constraints, the study focused on the questionnaires
as means of gathering data, hence limiting usage of other research methods that could
have added value to the study
 CHAPTER-IV

DATA ANALYSIS AND INTERPRETATIONS

TABLE 4.1

AGE OF THE RESPONDENT

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Below 25 31 20.7
2 25-35 39 26.0
3 35-45 54 36.0
4 Above 45 26 17.3
Total 150 100.0

INTERPRETATION:

The above tables shows that he age of the employee are 20.7% of the respondents are
below 25 years, 26.0% of the respondents are 25-35 years, 36.0% of the respondents are 35-
45 years, and 17.3% of the respondents are above 45 years.
CHART 4.1

AGE OF THE RESPONDENT

40
AGE OF THE RESPONDENT
35
30
PERCENTAGE

25
20
36
15 Series1
26
10 20.7
17.3
5
0
Below 25 25-35 35-45 Above 45
AGE
TABLE 4.2

GENDER OF THE RESPONDENT

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Male 76 50.7
2 Female 74 49.3
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the Gender of the respondent are 50.7% of the
respondent of male, 49.3% of the respondent of female.
CHART 4.2

GENDER OF THE RESPONDENT

GENDER OF THE RESPONDENT

Male
49.3 50.7
Female
TABLE 4.3

MARITIAL STATUS OF THE RESPONDENT

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Married 79 52.7
2 Unmarried 71 47.3
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the marital status of the respondent are
52.7% of the respondent are married, 47.3% of the respondent are unmarried.
CHART 4.3

MARITIAL STATUS OF THE RESPONDENT

MARITIAL STATUS OF THE

RESPONDENT

47.3
52.7
Married
Unmarried
TABLE 4.4

DESIGNATION OF THE RESPONDENT

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Manager 26 17.3
2 Supervisor 40 26.7
3 Accountant 46 30.7
4 Others 38 25.3
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the designations of the respondent are
17.3% of the respondent is working at manager, 26.7% of the respondent is working at
supervisor, 30.7% of the respondent is working at accountant and 25.3% of the respondent is
working at others.
CHART 4.4

DESIGNATION OF THE RESPONDENT

DESIGNATION OF THE RESPONDENT

35
30
25
PERCENTAGE

20
30.7
15 26.7 25.3
10 17.3
5
0
Manager Supervisor Accountant Others
DESIGNATION
TABLE 4.5

EDUCATIONAL QUALIFICATION OF THE RESPONDENT

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 HSC 14 9.3
2 Degree 18 12.0
3 ITI 33 22.0
4 Diploma 30 20.0
5 AMIE 29 19.3
6 PG 26 17.3
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the Qualification of the respondent are 9.3%
of the respondent are qualified in HSC, 12.0% of the respondent are qualified in Degree,
22.0% of the respondent are qualified in ITI and 20.0% of the respondent are qualified in
Diploma,19.3% of the respondent are qualified in AMIE,17.3% of the respondent are
qualified in PG.
CHART 4.5

EDUCATIONAL QUALIFICATION OF THE RESPONDENT

25 EDUCATIONAL QUALIFICATION
20
PERCENTAGE

15
22
10 20 19.3
17.3
12
5 9.3

0
HSC Degree ITI Diploma AMIE PG
EDUCATION QUALIFICATION
TABLE 4.6

EXPERIENCE OF THE RESPONDENT

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Less than 5 years 26 17.3
2 5-10 years 41 27.3
3 10-15 years 52 34.7
4 Above 16 years 31 20.7
Total 150 100.0

INTERPRETATION

The above table can be interpreted that the experience is 17.3% of the respondent
are working in this organization less than 5 years, 27.3% of the respondent are working in
this organization 5-10 years, 34.7% of the respondent are working in this organization 10-
15 years and 20.7% of the respondent are working in this organization above 16 years.
CHART 4.6

EXPERIENCE OF THE RESPONDENT

EXPERIENCE OF THE RESPONDENT

35
30
25
PERCENTAGE

20 34.7
15 27.3
20.7
10 17.3
5
0
Less than 5 5-10 years 10-15 years Above 16
years years
EXPERIENCE
TABLE 4.7
TYPE OF THE EMPLOYEEMENT

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Permanent 19 12.7
2 Probationary 33 22.0
3 Temporary 34 22.7
4 Contract 29 19.3
5 Others 35 23.3
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the employment of 12.7% of the respondent
are permanent employee in this company , 22.0% of the respondent of probationary
employee in this company, 22.7% of the respondent of temporary employee in this company
and 19.3% of the respondent contract employee in this company,23.3% of the respondent not
working employee in this company.
CHART 4.7
TYPE OF THE EMPLOYEEMENT

25
EMPLOYEEMENT
20
PERCENTAGE

15

22 22.7 23.3
10 19.3

12.7
5

0
Permanent Probationary Temporary Contract Others
EMPLOYEMENT
TABLE 4.8

INCOME OF THE RESPONDENT

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Less Than 5000 26 17.3
2 5000-10000 34 22.7
3 10000-15000 39 26.0
4 15000- 20000 39 26.0
5 Above 20000 12 8.0
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the income of the respondent are 17.3% of the
respondent are earn the income level is less than 5000, 22.7% of the respondent are earn the
income level is 5000-10000, 26.0% of the respondent are earn the income level is 10000-
15000 and 26.0% of the respondent are earn the income level is 15000-20000,8.0% of the
respondent are earn the income level is above 20000.
CHART 4.8

INCOME OF THE RESPONDENT

30
INCOME OF THE RESPONDENT
25
PERCENTAGE

20
15 26 26
22.7
10 17.3
5 8
0

INCOME
TABLE 4.9

TRAINING PERIOD OF THE RESPONDNET

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 One day 14 9.3
2 1-3 Days 50 33.3
3 1 Week 52 34.7
4 1 Month 34 22.7
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the training period are 9.3% of the respondent
are says that company provided the training period on one day, 33.3% of the respondent
says that company provided the training period on 1-3 days, 34.7% of the respondent are
says that training period on 1 week and 22.7% of the respondent are says that training
period on 1 month.
CHART 4.9

TRAINING PERIOD OF THE RESPONDNET

TRAINING PERIOD
9.3
22.7

33.3 One day

1-3 Days
34.7 1 Week
1 Month
TABLE 4.10
THE ET SYSTEM HELPS IN FAST AND BETTER DECISION MAKING

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Strongly disagree 15 10.0
2 Disagree 35 23.3
3 Neither nor 46 30.7
4 Strongly agree 37 24.7
5 Agree 17 11.3
Total 150 100.0

INTERPRETATION
The above table can be interpreted that the 10.0% of the respondent strongly
disagree with the decision making process, 23.3% of the respondent are says that disagree,
30.7% of the respondent are says that neither nor and 24.7% of the respondent are says that
strongly agree, 11.3% of the respondent agree with the decision making process.
CHART 4.10
THE ET SYSTEM HELPS IN FAST AND BETTER DECISION MAKING

35
BETTER DECISION MAKING
30
25
PERCENTAGE

20
30.7
15
23.3 24.7
10
10 11.3
5
0
Strongly Disagree Neither nor Strongly Agree
disagree agree
OPINION
TABLE 4.11

ET HELPS IN ENHANCED PRODUCTIVITY OR SERVICE QUALITY

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Strongly disagree 10 6.7
2 Disagree 29 19.3
3 Neither nor 47 31.3
4 Strongly agree 40 26.7
5 Agree 24 16.0
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the 6.7% of the respondent of Strongly
Disagree with enhanced productivity or service quality, 19.3% of the respondent are says
that Disagree, 31.3% of the respondent of says that Neither nor and 26.7% of the
respondent Strongly Agree enhanced productivity or service quality,16.0% of the respondent
Agree enhanced productivity or service quality..
CHART 4.11

ET HELPS IN ENHANCED PRODUCTIVITY OR SERVICE QUALITY

PRODUCTIVITY OR 31.3
35
SERVICE QUALITY
30 26.7

25
PERCENTAGE

19.3
20 16
15
10 6.7

5
0
Strongly Disagree Neither nor Strongly Agree
disagree agree
OPINION
TABLE 4.12

IMPLEMENTING RESULTS IN SHARING BEST PRACTICES.

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Strongly disagree 15 10.0
2 Disagree 36 24.0
3 Neither nor 49 32.7
4 Strongly agree 37 24.7
5 Agree 13 8.7
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the 10.0% of the respondent are says that
Strongly Disagree with the company sharing best practices, 24.0% of the respondent sare
says that Disagree, 32.7% of the respondent of Neither nor with the company sharing best
practices and 24.7% of the respondent are says that Strongly Agree,8.7% of the respondent
Agree with the company sharing best practices.
CHART 4.12

IMPLEMENTING RESULTS IN SHARING BEST PRACTICES.

35
RESULTS IN SHARING BEST PRACTICES
30

25
PERCENTAGE

20
32.7
15
24 24.7 Series1
10

5 10 8.7
0
Strongly Disagree Neither nor Strongly Agree
disagree agree
OPINION
TABLE 4.13

ET MAKES IT EASY TO ET DIFFERENT MARKET TYPES

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Strongly disagree 11 7.3
2 Disagree 40 26.7
3 Neither nor 48 32.0
4 Strongly agree 33 22.0
5 Agree 18 12.0
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the 7.3% of the respondent are Strongly Disagree ,
with ET makes it easy to ET different market 26.7% of the respondent are says that Disagree
with ET makes it easy to ET different market , 32.0% of the respondent are says that Neither
nor and 22.0% of the respondent are says that Strongly Agree,12.0% of the respondent are
says Agree that ET makes it easy to ET different market.
CHART 4.13

ET MAKES IT EASY TO ET DIFFERENT MARKET TYPES

35
ET DIFFERENT MARKET TYPES
30
25
20
32
PERCENTGAE

15 26.7
22
10
12
5 7.3
0
Strongly Disagree Neither nor Strongly Agree
disagree agree
OPINION
TABLE 4.14

ET HELPS IN INCREASED INNOVATION BY THE EMPLOYEES

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Strongly disagree 5 3.3
2 Disagree 24 16.0
3 Neither nor 42 28.0
4 Strongly agree 40 26.7
Agree 39 26.0
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the 3.3% of the respondent are Strongly
Disagree with the increased innovation by the employees, 16.0% of the respondent are says
that Disagree, 28.0% of the respondent are says that Neither nor and 26.7% of the
respondent are says that Strongly Agree ,26.0% of the respondent Agree with the increased
innovation by the employees.
CHART 4.14

ET HELPS IN INCREASED INNOVATION BY THE EMPLOYEES

INNOVATION BY THE EMPLOYEES

3.3
26 16 Strongly disagree
Disagree
Neither nor
28 Strongly agree
26.7 Agree
TABLE 4.15

APPLICATION OF ET SYSTEM RESULTS IN INCREASED MARKET SHARE.

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Strongly disagree 17 11.3
2 Disagree 39 26.0
3 Neither nor 40 26.7
4 Strongly agree 32 21.3
Agree 22 14.7
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the 11.3% of the respondent are Strongly
Disagree, with the increased market share ,26.0% of the respondent are Disagree with the
increased market share , 26.7% of the respondent are Neither nor with the increased market
share and 21.3% of the respondent are says that Strongly Agree,14.7% of the respondent is
Agree with the increased market share .
CHART 4.15

APPLICATION OF ET SYSTEM RESULTS IN INCREASED MARKET SHARE.

APPLICATION OF ET SYSTEM
Agree 14.7

Strongly agree 21.3

OPINION

Neither nor 26.7

Series1
Disagree 26

Strongly disagree 11.3

0 5 10 15 20 25 30
PERCENTAGE
TABLE 4.16
INCREASES THE LEARNING/ADAPTATION CAPABILITY OF EMPLOYEES.

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Strongly disagree 24 16.0
2 Disagree 40 26.7
3 Neither nor 40 26.7
4 Strongly agree 30 20.0
Agree 16 10.7
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the e 16.0% of the respondent are says that
Strongly Disagree , 26.7% of the respondent of Disagree with the learning/adaptation
capability of employees , 26.7% of the respondent are says that Neither nor and 20.0% of
the respondent are says that Strongly Agree,10.7% of the respondent Agree with the
learning/adaptation capability of employees.
CHART 4.16
INCREASES THE LEARNING/ADAPTATION CAPABILITY OF EMPLOYEES.

30
CAPABILITY OF EMPLOYEES
25
PERCENTAGE

20

15 26.7 26.7
10 20
16
10.7
5

0
Strongly Disagree Neither nor Strongly Agree
disagree agree
OPINION
TABLE 4.17

ET HELPS IN BETTER STAFF ATTRACTION

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Strongly disagree 23 15.3
2 Disagree 25 16.7
3 Neither nor 44 29.3
4 Strongly agree 37 24.7
5 Agree 21 14.0
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the 15.7% of the respondent are Strongly
Disagree, with the ET helps in better staff attraction, 16.7% of the respondent is Disagree that
the ET helps in better staff attraction, 29.3% of the respondent are says that Neither nor and
24.7% of the respondent Strongly Agree with the ET helps in better staff attraction,14.0% of
the respondent Agree with the ET helps in better staff attraction.
CHART 4.17

ET HELPS IN BETTER STAFF ATTRACTION

BETTER STAFF ATTRACTION

14 15.3
Strongly disagree
Disagree
16.7 Neither nor
24.7
Strongly agree
Agree

29.3
TABLE 4.18

ET RESULTS IN ENHANCED COLLABORATION WITHIN THE

ORGANIZATION.

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Strongly disagree 27 18.0
2 Disagree 34 22.7
3 Neither nor 41 27.3
4 Strongly agree 27 18.0
5 Agree 21 14.0
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the Collaboration of the organization are
18.0% of the respondent are says that Strongly Disagree , 22.7% of the respondent are says
that Disagree that Collaboration of the organization, 27.3% of the respondent are says that
Neither nor and 18.0% of the respondent are says that Strongly Agree,14.0% of the
respondent are says that Agree that Collaboration of the organization.
CHART 4.18

ET RESULTS IN ENHANCED COLLABORATION WITHIN THE

ORGANIZATION.

30
ENHANCED COLLABORATION
25
PERCENTAGE

20

15 27.3
22.7
10 18 18
14
5

0
Strongly Disagree Neither nor Strongly Agree
disagree agree
OPINION
TABLE 4.19
ET HELPS TO ADDRESS THE COMMUNICATION GAP IN THE
ORGANIZATION

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Strongly disagree 21 14.0
2 Disagree 33 22.0
3 Neither nor 38 25.3
4 Strongly agree 41 27.3
5 Agree 17 11.3
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the 14.0% of the respondent of Strongly
Disagree, that address the communication gap of the organization ,22.0% of the respondent
of Disagree, 25.3% of the respondent are says that Neither nor and 27.3% of the respondent
are says Strongly Agree that address the communication gap of the organization,11.3% of
the respondent tare says Agree that address the communication gap of the organization.
CHART 4.19
ET HELPS TO ADDRESS THE COMMUNICATION GAP IN THE
ORGANIZATION

30
ADDRESS THE COMMUNICATION
25
PERCENTGAE

20

15 27.3
25.3
22
10
14
11.3
5

0
Strongly Disagree Neither nor Strongly Agree
disagree agree
OPINION
TABLE 4.20
ET HELPS IN CONSTANT AND CONTINUOUS TRANSFORMATION OF
INDIVIDUAL LEARNING TO ORGANIZATIONAL

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Strongly disagree 21 16.0
2 Disagree 32 21.3
3 Neither nor 38 25.3
4 Strongly agree 38 25.3
5 Agree 18 12.0
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the 16.0% of the respondent is strongly
Disagree, with the Individual learning of the organization ,21.3% of the respondent are
Disagree , with Individual learning of the organization 25.3% of the respondent of Neither
with Individual learning of the organization and 25.3% of the respondent are says that
Strongly Agree,12.0% of the respondent are says that Agree.
CHART 4.20
ET HELPS IN CONSTANT AND CONTINUOUS TRANSFORMATION OF
INDIVIDUAL LEARNING TO ORGANIZATIONAL

INDIVIDUAL LEARNING

12 16
Strongly disagree
Disagree
25.3 Neither nor
21.3
Strongly agree
Agree
25.3
TABLE 4.21
ET RESULTS IN INCREASED DELEGATION OF AUTHORITY AND
ACCOUNTABILITY TO INDIVIDUALS.

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Strongly disagree 11 7.3
2 Disagree 30 20.0
3 Neither nor 45 30.0
4 Strongly agree 39 26.0
5 Agree 25 16.7
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the 7.3% of the respondent are Strongly
Disagree with the increased delegation of authority and accountability to individuals, 20.0%
of the respondent are says that Disagree, 30.0% of the respondent are says that Neither nor
with the increased delegation of authority and accountability to individuals and 26.0% of the
respondent are says that Strongly Agree,16.7% of the respondent are says that Agree.

CHART 4.21
ET RESULTS IN INCREASED DELEGATION OF AUTHORITY AND
ACCOUNTABILITY TO INDIVIDUALS.

30
30
ACCOUNTABILITY TO INDIVIDUALS
26
25
20
20 16.7
Axis Title

15

10 7.3

0
Strongly Disagree Neither nor Strongly Agree
disagree agree
Axis Title
TABLE 4.22

ET HELPS TO ACHIEVE BETTER STANDARDS

SL.NO PARTICULAR FREQUENCY PERCENTAGE

1 Strongly disagree 17 11.3
2 Disagree 21 14.0
3 Neither nor 45 30.0
4 Strongly agree 40 26.7
5 Agree 27 18.0
Total 150 100.0

INTERPRETATION:

The above table can be interpreted that the 11.3% of the respondent are Strongly
Disagree with the Better Standards of the organization , 14.0% of the respondent of Disagree
with the Better Standards of the organization, 30.0% of the respondent are says that Neither
nor and 26.7% of the respondent Strongly Agree with the Better Standards of the
organization,18.0% of the respondent Agree with the Better Standards of the organization..
CHART 4.22

ET HELPS TO ACHIEVE BETTER STANDARDS

30 ACHIEVE BETTER STANDARDS

25
PERCENTWGE

20

15 30
26.7
10 Series1
18
14
11.3
5

0
Strongly Disagree Neither Strongly Agree
disagree nor agree
OPINION
 CHAPTER-IV

FINDINGS, SUGGESTION, CONCLUSION

FINDINGS

Majority of age of the employee are 36.0% of the respondents are aged between 35-45
years
Majority of Gender is 50.7% of the respondent are male
Majority of marital status of the respondent are 52.7% of the respondent are married,
Majority of 30.7% of the respondent are working in this company at Accountant and
25.3% of the respondent working in this company Others.
Majority of 22.0% of the respondent are qualified in f ITI and 20.0% of the
respondent of Diploma
Majority of 27.3% of the respondent are working in this company 5-10 years,
34.7% of the respondent are working in this company 10-15 years
Majority of 22.0% of the respondent of working on Probationary employee , 23.3%
of the respondent are working on Others.
Majority of 26.0% of the respondent are earn the monthly income is 10000-15000
and 26.0% of the respondent are earn the monthly income is 15000-20000
Majority of 33.3% of the respondent are says that company provided by the training
period 1-3 Days, 34.7% of the respondent says that company provided by the training
period 1 week
Majority of 30.7% of the respondent are says that neither nor with the decision
making process and 24.7% of the respondent are says that strongly agree.
Majority of 31.3% of the respondent of says that Neither nor and 26.7% of the
respondent Strongly Agree enhanced productivity or service quality,.
Majority of 32.7% of the respondent of Neither nor with the company sharing best
practices and 24.7% of the respondent are says that Strongly Agree,
Majority of 26.7% of the respondent are says that Disagree with ET makes it easy to
ET different market , 32.0% of the respondent are says that Neither nor
Majority of 28.0% of the respondent are says that Neither nor with the increased
innovation by the employees, 26.0% of the respondent Agree with the increased
innovation by the employees.
 Majority of ,26.0% of the respondent are Disagree with the increased market share ,
26.7% of the respondent are Neither nor with the increased market share
Majority of , 26.7% of the respondent of Disagree with the learning/adaptation
capability of employees , 26.7% of the respondent are says that Neither nor.
Majority of 29.3% of the respondent are says that Neither nor and 24.7% of the
respondent Strongly Agree with the ET helps in better staff attraction.
Majority of , 22.7% of the respondent are says that Disagree that Collaboration of the
organization, 27.3% of the respondent are says that Neither nor .
Majority of 22.0% of the respondent of Disagree, 25.3% of the respondent are says
that Neither nor and 27.3% of the respondent are says Strongly Agree that address
the communication gap of the organization
Majority of 25.3% of the respondent of Neither with Individual learning of the
organization and 25.3% of the respondent are says that Strongly Agree.
Majority of 30.0% of the respondent are says that Neither nor with the increased
delegation of authority and accountability to individuals and 26.0% of the
respondent are says that Strongly Agree
Majority of 30.0% of the respondent are says that Neither nor and 26.7% of the
respondent Strongly Agree with the Better Standards of the organization.

RECOMMENDATIONS

Turnovers can detrimental effect on an organization and its employees if company

management allows it. There are a tool to assist in addressing the causes of turnover is
often used as a performance indicator may be preventive measure should be as well. It is
impossible to eliminate turnover altogether therefore management must learn how to deal
with it and the effect it has on a company. In addition management should be better
prepared to take the proper action after the turnover event occurs. All effort should be
focused on maintaining job satisfaction and managing controllable caused of turnover.

The list of recommendation to prevent turnover in companies are:

1. Get involved in finding out the causes of turnover

2. Bring attention to bottom fig. & how turnover affect everyone
 3. Have an open door policy style of managing to allow employee to comment on what
might be bothering then about the job.
4. Realize there is more than one problem and pay attention to all stay alert.
5. Execute periodic audits of job satisfaction.
6. Have a Strict hiring standard do not just fill opening and.
7. Develop and constantly update training strategies.

SUGGESTION

Taking into consideration career opportunities, 60% said that they need more
exposure and their potential remains under-utilized. The organization should provide
exposure and explore the talents of the employees. Even though the employees are
satisfied with their nature of job, it is identified in the study that many employees
prefer to change their job due to lack of growth opportunities in their job.
So the companies can look for some innovative technologies to decrease their
turnover level by providing growth opportunities. One way for a company to prevent
employees from giving valuable information to competitors is to make it a policy to
enforce strict non-competing and confidentiality agreements amongst its employees.
The existence of such agreements could in fact deter a competitor from hiring a
valuable employ because they might not want to risk possible legal entanglements
with the other company. Deadlines should be set which will benefit both, the
organization as well as the employees.
By the way of setting targets, the employees will be engaged in their respective works
which will help in utilizing the skills of workers as well as the organization can
deliver its commitments on time. Also the best performing or the target achiever
should be awarded which will motivate him to further excel and remain committed
towards his work. Many employees have suggested improvement in working
environment and employee motivation in the survey.
So the companies should give attention to the factors which i tcan improve itself
internally. Taking into consideration the elements like modernisation of technology, it
would help the organization in a good manner. If the organization could support the
employee in the above mention element, like if the employees are better equipped
with resources and technology, the end products will be standardized and will give
competition to other similar products.
 On the other hand wastage can be reduced both in terms of manpower and time .Day
care assistance should be given. Turnover rate among the female employees can be
reduced to a good level. From the study it was showing that employees does not have
this opportunity.
Considering the primary data tool i.e. benefits, we can see conveyance is not offered.
Ifthe organization take a step forward in this practice it will help the employees.From
the secondary data i.e. reviews and articles we could see that an employee

CONCLUSION

The main aim of any organization is to earn profit. But to attain the maximum profit,
the organization should concentrate more on employees and the ways to retain them for their
long run.
From the study it is identified that Work Tasks, Technology and Technical Training
are the top three factors which might lead to turnover, apart from lack of growth
opportunities and salary which are the common factors for employees to change their jobs in
almost every organization.
This study concludes that to reduce turnover, the company should adopt New
Innovative Technologies and Effective Training Programs for the growth of their employees
within the organization.
The company should also think of recruiting people who are in the vicinity of the
industry, so that the family related problems will not lead to turnover. But on the other hand,
company should recruit people from different regions so that it can adopt the culture and
work style of other regions, rather than being specific to a particular state while recruiting.
From the study done we can say that, the best way to improve employee retention is
to understand what the employees want and need from the work place and provide it.
Organization must meet employees demand within limits of course. Management cannot
approve all the demand is a fact, but at the same time they can take efforts to convince the
employees.
Organization should also take efforts to bring most of the retention policies into
practice which will give a positive effect on the issue. Even the employees should understand
the limits of the organization and act accordingly. If there is a better understanding between
the two parties the problem of employee retention is solved to a great extent.
BIBLIOGRAPHY:

Baron, R. M., & Kenny, D. A. (1986).The moderator-mediator variable distinction in

social psychological research: Conceptual,strategic, & statistical considerations.
Journal of Personality & Social Psychology, 51:1173-1182.
[ Campion, M. A., (1991). Meaning & measurement of turnover: Comparison of
alternative measures and recommendations forresearch.
ACAS. (2010). Managing attendance and employee turnover. Advisory booklet.
London: ACAS. Available at:
http://www.acas.org.uk/index.aspx?articleid=1183 |
Babaita, C., Sipos, G., A., Nagy, A. (2011). Leadership style and culture for
innovation in hotel industry, 5th WSEASInternational
Conference on Economy and Management Transformation, Timisoara. |
Beam, J. (2009, November 12). What is Employee Turnover? Retrieved
November 13, 2009, from WiseGEEK: http://www.wisegeek.com/what-is-employee-
turnover.htm Catherine M Gustafson (2002).Staff turnover: Retention.
International journal of contemporary Hospital management 14 (3) : 106-110. Elanain
Abu, M.H. (2010). Testing the direct and indirect relationship between organizational
justice and work outcomes in a non-western context of the UAE. Journal of
Management Development, 29 (1), 05-27. Harris, K. J., Janes M., and Boonthanom,
R., (2005). Perceptions of Organizational
Politics and Cooperation as Moderators of the Relationship between Job Strains and
Intent to Turnover,Journal of Managerial Issues, Vol. 17, No. 1, pp. 26-42 |
 ANNEXURE

A STUDY ON EMPLOYEE TURNOVER IN KARUVEMPU TEXTILES PRIVATE

LIMITED AT THIRUPUR

QUESTIONAIRE:

1. Name:

2. Age :

a. Below 25
b. 25-35
c. 35-45
d. Above 45
3. Gender:

a) Male
b) Female
4. Marital status:

a) Married
b) Unmarried
5. Designations:

a) Manager
b) Supervisor
c) Accountant
d) Others
6. Educational:

a) HSC
b) Degree
c) ITI
d) Diploma
e) AMIE
f) PG
7. Experience in the field:

a) Less than 5 years

b) 5-10 years
c) 10-15 years
d) Above 16 years
8. Type of Employment.

a) Permanent
b) Probationary
c) Temporary
d) Contract
e) Others

9. Monthly income:

a) Less Than 5000

b) 5000-10000
c) 10000-15000
d) 15000- 20000
e) Above 20000
10. Training period:

a) One day
b) 1-3 Days
c) 1 Week
d) 1 Month

11. The ET system helps in fast and better decision making.

a) Strongly disagree
b) Disagree
c) Neither nor
 d) Strongly agree
e) Agree
12. ET helps in enhanced productivity or service quality.
a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
13. Implementing Results in sharing best practices.

a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
14. ET makes it easy to ET different market types.

a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
15. ET helps in increased innovation by the employees.

a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
16. Application of ET system results in increased market share.

a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
17. ET increases the learning/adaptation capability of employees.

a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
18. ET helps in better staff attraction.

a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
19. ET results in enhanced collaboration within the organization.

a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
20. ET helps to address the communication gap in the organization.

a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
21. ET helps in constant and continuous transformation of individual learning to
organizational

a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
22. ET results in increased delegation of authority and accountability to individuals.

a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e) Agree
23. ET helps to achieve better standards.
a) Strongly disagree
b) Disagree
c) Neither nor
d) Strongly agree
e)Agree