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UNIVERSITY OF MADRAS
CERTIFICATE
This is to certify that the project work title A STUDY ON BENCHMARKING THE EMPLOYEE ENGAGEMENT in SUNDARAM CLAYTON LIMITED, PADI, CHENNAI submitted to Department of Management Studies, University of Madras, in partial fulfillment of the requirement for the award of degree of Master of Business Administration is a record of bonafide work done by Ms. D. SANDHYA SUDHARSHINI (MA00700) Vel Tech Sri Ranga Sanku Arts College, during the Academic Year 2010-2012.
Internal Guide
Internal Examiner
External examiner
Project advisor
Principal
DECLARATION
I D.SANDHYA SUDHARSHINI (MA00700) student of management studies, VEL TECH SRI RANGA SANKU ARTS COLLEGE, Chennai would like to declare that the project work title A STUDY ON BENCHAMRKING THE EMPLOYEE ENGAGEMENT in SUNDARAM CLAYTON LIMITED,PADI, CHENNAI. In partial fulfillment for the award of Master of Business Administration course of University Of Madras, which is my original work done under the guidance of Mr. Dr.D. SUGUMAR (M.Com,MBA, M.Phil, PGDPMIR, Ph.d).
D. SANDHYA SUDHARSHINI
ACKNOWLEDGEMENT
I convey my heartful gratitude to our Chairman Dr.R.Rangarajan, B.E (Elect)., B.E (Mech)., M.S (Auto)., Ph.D., for giving me an opportunity to conduct the study. I would like to thank our college principal Mrs. Radhika, for hier encouragement and inspiration. I convey my deep sense of gratitude to Mr.Dr.D.Sugumar (M.Com,MBA M.Phil, PGDPMIR, Ph.d) Head of the department of Management Studies for his motivation and providing me moral support during the course of this work. I am grateful to my Guide Mr.Dr.D.Sugumar (M.Com, MBA M.Phil, PGDPMIR, Ph.d), for his valuable advice and supported me to complete this project in a successful manner I have great pleasure in thanking Mr.Hemant Kumar [TQC- HEAD], SUNDARAM CLAYTON LIMITED, PADI, CHENNAI, who spared his valuable time in guiding me to undergo this project. I thank all other faculty member of the department for their constant cooperation and encouragement in pursuing my project work.
ABSTRACT
ABSTRACT
The project study is based on the topic BENCHAMARKING THE EMPLOYEE ENGAGEMENT in the company TVS-SUNDARAM CLAYTON LIMITED, Padi, Chennai. The nature of the company is manufacturing the automobile products. The study is all about employee engagement at all levels of the organization and to measure the level of commitment, involvement, and productivity of an employee towards their job from the day he /she has been employed in the organization. It is also to measure the effectiveness of emotional attitudes in engaging with other employees towards the task which they have to perform. The sampling technique used for the project study is convenient sampling as per the permission which is given by the company.
TABLE OF CONTENTS
S.no
Chapter
Page no.
Introduction Research methodolgy Scope of the study Need of the study Objective of the study Limitation of the study Concept and review literature Company profile Data analysis and interpretation Findings , suggestion, and conclusion Bibliography Annexure
2 3 4 5
LIST OF TABLES
Table no 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 4.16 4.17
List of tables Age group Experience data Feeling about your welcome given by the organization as a new joinee Training program helps the employee to engage with each other employee Retention strategies followed in your organization Motivation given by the organization when the employee help other employees job too Formal steps help to improve the capabilities Suggesstion being recognized by the organization Organization motivates to work effectively in a team Individual talent being recognized by the organization in a team work Job rotation in the organizaiton Steps taken by the organization to control employees stress Schemes in the organization helps the employee to make their performance effective Regulation of giving feedback for the employees performance Allowances and other benefits compared to other organization Fringe benefits provided by the organization Welfare measures provided by the organization
Page no.
LIST OF FIGURES
Figures no 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 4.16 4.17
List of figures Age group Experience data Feeling about your welcome given by the organization as a new joinee Training program helps the employee to engage with each other employee Retention strategies followed in your organization Motivation given by the organization when the employee help other employees job too Formal steps help to improve the capabilities Suggesstion being recognized by the organization Organization motivates to work effectively in a team Individual talent being recognized by the organization in a team work Job rotation in the organizaiton Steps taken by the organization to control employees stress Schemes in the organization helps the employee to make their performance effective Regulation of giving feedback for the employees performance Allowances and other benefits compared to other organization Fringe benefits provided by the organization Welfare measures provided by the organization
Page no.
CHAPTER-1
INTRODUCTION
INTRODUCTION
Benchmarking the employee engagement refers to finding the best practices of employee engagement in various top companies. This study is done by taking a survey from the HR and their employee in each top company through issuing a questionnaire. Through this survey I have given suggestion to the company regarding employee engagement practices by using statistical tools like percentage method and chi-square method and I have made various charts (Bar diagram) representing the survey result.
Secondary Objectives:
To evaluate existing employee engagement practices across various organizations in the Chennai Region and to make suggestions regarding the best practices as to the same. To establish the relationship between organizations engagement programmes and their respective annual attrition rates. To study the relative importance of each of the factors influencing engagement. To examine whether the welfare measures provided truly reflect the managements philosophy and policy.
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
Meaning of Research and Methodology. Research Design. Data Collection Method.
RESEARCH DESIGN
A research is an arrangement of conditions for collection and analysis of data in a Manner that aims to combine relevance purpose with economy in procedure. The research design Adopted in the study was descriptive study.
SECONDARY DATA
On the other hand, secondary data are those which have already been passed through the Statistical process. Secondary data are the data that are collected from company records.
CONTACT METHOD
The HR managers and employees of each top companies were personally contacted and were given questionnaire.
DATA ANALYIS
After collecting the data it was analyzed with the help of various statistical tools.
STATISTICAL TOOLS
Bar diagrams Percentage method Chi-Square Method
PERCENTAGE METHOD = Number of respondents 100 Total number of Respondents CHI-SQUARE METHOD () = (O-E) E
If calculated value is lesser than tabulated value, the null hypothesis is accepted and alternative hypothesis is rejected.
If calculated value is more than tabulated value, the null hypothesis is rejected and altenative hypothesis is accepted.
CHAPTER-2
MEANING OF BENCHMARKING:
Benchmarking is a highly respected practice in the business world. It is an activity that looks outward find best practice and high performance and then measures actual business operations against those goals. It is the process of identifying, understanding, and adapting outstanding practices from organizations anywhere in the world to help your organization improve its performance.
DEFINITION OF BENCHMARKING:
According to Robert C.Camp benchmarking is the search for industrys best practices that lead to superior performance.
EMPLOYEE NEGAGEMENT
Employee Engagement is the extent to which employee commitment, both emotional and intellectual, exists relative to accomplishing the work, mission, and vision of the organization. Engagement can be seen as a heightened level of ownership where each employee wants to do whatever they can for the benefit of their internal and external customers, and for the success of the organization as a whole. Employee engagement was described in the academic literature by Schmidt et al. (1993). A modernized version of job satisfaction, Schmidt et al.'s influential definition of engagement was "an employee's involvement with, commitment to, and satisfaction with work." This integrates the classic constructs of job satisfaction (Smith et al., 1969), and organizational commitment (Meyer & Allen, 1991). Harter and Schmidt's (2003) most recent meta-analysis can be useful for understanding the impact of engagement. Linkage research (e.g., Treacy) received significant attention in the business community because of correlations between employee engagement and desirable
business outcomes such as retention of talent, customer service, individual performance, team performance, business unit productivity, and even enterpriselevel financial performance (e.g., Rucci at al, 1998 using data from Sears). Some of this work has been published in a diversity context (e.g., McKay, Avery, Morris et al., 2007). Directions of causality were discussed by Schneider and colleagues in 2003. Employee engagement is derived from studies of morale or a group's willingness to accomplish organizational objectives which began in the 1920s. The value of morale to organizations was matured by US Army researchers during WWII to predict unity of effort and attitudinal battle-readiness before combat. In the postwar mass production society that required unity of effort in execution, (group) morale scores were used as predictors of speed, quality and militancy. With the advent of the knowledge worker and emphasis on individual talent management (stars), a term was needed to describe an individual's emotional attachment to the organization, fellow associates and the job. Thus, the birth of the term "employee engagement" which is an individual emotional phenomenon whereas morale is a group emotional phenomenon of similar characteristics. In other words, employee engagement is the raw material of morale composed of 15 intrinsic and extrinsic attitudinal drivers. (E.g.Scarlett Surveys 2001).
Research Studies
Engaged employees care about the future of the company and are willing to invest discretionary effort. Engaged employees feel a strong emotional bond to the organization that employs them(Robinson),which results in higher retention levels and productivity levels and lower absenteeism. When reliably measured, positive employee engagement can be causally related or correlated to specific positive business outcomes by workgroup and job type. Scarlet Surveys refers to these statistical relationships as engageonomics.
Emotional attachment
Only 31% of employees are actively engaged in their jobs.[These employees work with passion and feel a profound connection to their company. People that are actively engaged help move the organization forward. 88% of highly engaged employees believe they can positively impact quality of their organization's products, compared with only 38% of the disengaged.72% of highly engaged employees believes they can positively affect customer service, versus 27% of the disengaged. 68% of highly engaged employees believe they can positively impact costs in their job or unit, compared with just 19% of the disengaged. Engaged employees feel a strong emotional bond to the organization that employs them. This is associated with people demonstrating willingness to recommend the organization to others and commit time and effort to help the organization succeed. It suggests that people are motivated by intrinsic factors (e.g. personal growth, working to a common purpose, being part of a larger process) rather than simply focusing on extrinsic factors (e.g., pay/reward).
Involvement
Eileen Appelbaum and her colleagues (2000) studied 15 steel mills, 17 apparel manufacturers, and 10 electronic instrument and imaging equipment producers. Their purpose was to compare traditional production systems with flexible highperformance production systems involving teams, training, and incentive pay systems. In all three industries, the plants utilizing high-involvement practices showed superior performance. In addition, workers in the high-involvement plants showed more positive attitudes, including trust, organizational commitment and intrinsic enjoyment of the work. The concept has gained popularity as various studies have demonstrated links with productivity. It is often linked to the notion of employee voice and empowerment.
Commitment
It has been routinely found that employee engagement scores account for as much as half of the variance in customer satisfaction scores. This translates into millions of dollars for companies if they can improve their scores. Studies have statistically demonstrated that engaged employees are more productive, more profitable, more customer-focused, safer, and less likely to leave their employer. Employees with the highest level of commitment perform 20% better and are 87% less likely to leave the organization, which indicates that engagement is linked to organizational performance. For example, at the beverage company of MolsonCoors, it was found that engaged employees were five times less likely than non-engaged employees to have a safety incident and seven times less likely to have a lost-time safety incident. In fact, the average cost of a safety incident for an engaged employee was $63, compared with an average of $392 for a non-engaged employee. Consequently, through strengthening employee engagement, the company saved $1,721,760 in safety costs in 2002. In addition, savings were found in sales performance teams through engagement. In 2005, for example, lowengagement teams were seen falling behind engaged teams, with a difference in performance-related costs of low- versus high-engagement teams totaling $2,104,823.3 (Lockwood).
employee morale, employee retention, and firm financial performance. Watson Wyatt found that high-commitment organizations (one with loyal and dedicated employees) out-performed those with low commitment by 47% in the 2000 study and by 200% in the 2002 study.
Productivity
In a study of professional service firms, the Hay Group found that offices with engaged employees were up to 43% more productive. The most striking finding is the almost 52% gaps in operating incomes between companies with highly engaged employees and companies whose employees have low-engagement scores. High-engagement companies improved 19.2% while lowengagement companies declined 32.7% in operating income during the study period]. For example, New Century Financial Corporation, a U.S. specialty mortgage banking company, found that account executives in the wholesale division who were actively disengaged produced 28% less revenue than their colleagues who were engaged. Furthermore, those not engaged generated 23% less revenue than their engaged counterparts. Engaged employees also outperformed the not engaged and actively disengaged employees in other divisions.
Generating engagement
Recent research has focused on developing a better understanding of how variables such as quality of work relationships and values of the organization interact and their link to important work outcomes.84% of highly engaged employees believe they can positively impact the quality of their organization's products, compared with only 31 percent of the disengaged. From the perspective of the employee, "outcomes" range from strong commitment to the isolation of oneself from the organization. The study done by the Gallup Management Journal has shown that only 29% of employees are actively engaged in their jobs. Those "engaged" employees work with passion and feel a strong connection to their company. About
of the business units scoring above the median on employee engagement also scored above the median on performance. Moreover, 54% of employees are not engaged meaning that they go through each workday putting time but no passion into their work. Only about of companies below the median on employee engagement scored above the median on performance.[4] Access to a reliable model enables organizations to conduct validation studies to establish the relationship of employee engagement to productivity/performance and other measures linked to effectiveness. It is an important principle of industrial and organizational psychology (i.e. the application of psychological theories, research methods, and intervention strategies involving workplace issues) that validation studies should be anchored in reliable scales (i.e. organized and related groups of items) and not simply focus on individual elements in isolation. To understand how high levels of employee engagement affect organizational performance/productivity it is important to have an a priori model that demonstrates how the scales interact. There is also overlap between this concept and those relating to well-being at work and the contract. Research by Gallup Consulting has shown a strong correlation between the degree of well-being of an individual and the extent to which they are engaged as am employee - high well-being yields high engagement. A well and engaged employee is likely to have less sick days, lowering the cost of lost productivity to their organization, and come to work energized and focused. A well and engaged employee is efficient and effective and a valuable asset in the workplace. As employee productivity is clearly connected with employee engagement, creating an environment that encourages employee engagement is considered to be essential in the effective management of human capital.
Drivers of Engagement
While it is possible to measure engagement itself through employee surveys, this does not assist in identifying areas for improvement within organizations. There are a range of factors, known as drivers, which are thought to increase overall engagement. By managing the drivers, an organization can effectively manage engagement levels of its employees. Drivers such as communication, performance clarity and feedback, organizational culture, rewards and recognition, relationships with managers and peers, career development opportunities and knowledge of the organisation's goals and vision are some of the factors that facilitate employee engagement. Some points from the research are presented below: Employee perceptions of job importance - According to a 2006 study by Gerard Seijts and Dan Crim, "...an employees attitude toward the job['s importance] and the company had the greatest impact on loyalty and customer service then all other employee factors combined." Employee clarity of job expectations - "If expectations are not clear and basic materials and equipment not provided, negative emotions such as boredom or resentment may result, and the employee may then become focused on surviving more than thinking about how he can help the organization succeed." Career advancement/improvement opportunities - "Plant supervisors and managers indicated that many plant improvements were being made outside the suggestion system, where employees initiated changes in order to reap the bonuses generated by the subsequent cost savings." Regular feedback and dialogue with superiors - "Feedback is the key to giving employees a sense of where theyre going, but many organizations are remarkably bad at giving it.."'What I really wanted to
hear was 'Thanks. You did a good job.' But all my boss did was hand me a check.'" Quality of working relationships with peers, superiors,
encouraging sustained effort, present awards publicly and evaluate the incentive scheme regularly.
CHAPTER-3
COMPANY PROFILE
Having a wide customer base, SCL is one of the largest supplier of aluminium die castings in the country. SCL exports its products to international Original Equipment Manufacturers having proven its credentials as a reliable supplier of world class products. SCL has a solid foundation in its domestic market leadership and pioneering R&D efforts. Comprehensive TQM (Total Quality Management) practices enables SCL in being a competitive world-class manufacturer in terms of quality, cost and timely delivery of products.
Awards/ Achievements
SCL won the Deming Application Prize in 1998, becoming the first in India and only the fourth company outside Japan to claim this honour. SCL won the Japan Quality Medal for the year 2002, the first in India and the second company outside Japan to win this honour. The other awards won by SCL in its continuous improvement journey include: Automotive Component Manufacturers Award (ACMA, India)- ACMA Technology award in 2002- ACMA Manufacturing excellence award in 2003 Tamil Nadu State Government Award for good industrial relations for both management and the employees union (won 8 annual awards since inception of the award in 1988)
ORGANIZATIONAL CHART
BOARD OF DIRECTORS VENU SRINIVASAN CHAIRMAN & MD- TVS MOTOR COMPANY & MD- SUNDARAM CLAYTON LTD (SCL)
President & CEO Automotive Products division SCL- PRESIDENT Sundaram auto components - PRESIDENT Harita systems - PRESIDENT President & CEO TVS MOTOR COMPANY LTD
CHAPTER-4
TABLE 4.1
Age group No. of respondents Percentage 30 35 15 18 22 26 18 21 85 100
S .no 1 2 3 4 5
INTERPRTATION
The above table reveals that out of 85 respondents, 35% respondents were from the age group of 25-30 and 26% of the respondents were from the age group 35-40, 21% of the respondents were from the age group of 40-45, finally 18% of the respondents were from the age group of 30-35.
CHART 4.1
Age group
35
32
30
PERCENTAGE/NO. OF RESPONDENTS
26
25
25
23 20 18 15
20
19
15
10
TABLE 4.2
Experience data
S .no
No. of respondents 20 25 15 25 85
Percentage
1 2 3 4 5
24 29 18 29 100
INTERPRETATION
The above table reveals that out of 85 respondents, 29% respondents were experienced for 15-20 years and 29% of the respondents were experienced for 5-10 years, 24% of the respondents were experienced for 0-5 years, 18 % of the respondents were experienced for 10-15 years.
CHART 4.2
Experience data
35
30
29 25 25
29
PERCENTAGE/NO.OF RESPONDENTS
25
24 20
20
18 15
15
10
YEARS
No. of respondents Percentage
TABLE 4.3
Feeling about your welcome given by the organization as a new joinee
S.No 1 2 3 4 5
No. of respondents 35 20 15 0 15 85
Percentage 41 24 18 0 18 100
INTERPRETATION
The above table reveals that out of 85 respondents, 41% of respondents say that their welcome by the organization was excellent, 24% of the respondents say that their welcome by the organization were good, 18% of the respondents say that their welcome by the organization was fair.
CHART 4.3
Feeling about your welcome given by the organization as new joinee 45
41
40
PERCENTAGE/NO.OF RESPONDENTS
35 30 25 20 15 10 5 0
35
24 20 18 15 15 18
E XC E
T EN LL
GO
OD
IR FA
O PO
R ' AN C T
Y SA
TABLE 4.4
Training program helps to engage with each other employee.
S no 1 2 3
INTERPRETATION
The above table reveals that out of 85 respondents, 47% of the
respondents say that their training program helps them to engage with each other employee in the organization,29% of the respondents said that their training program given by the organization were not helpful to them to engage with each other employee in the organization.
CHART 4.4
Training program helps to engage with each other employee.
50
PERCENTAGE/NO. OF RESPONDENTS
47 40
40
30
25
29 24 20
20
10
0 Yes No
RESPONSES
NO.OF RESPON DENTS PERCENTAGE
Neutral
TABLE 4.5
Retention strategies followed by your organization
S .no 1 2 3 4 5
Suggestion Agree Strongly agree Dis agree Strongly disagree To some extent Total
INTERTPRETATION
The above table reveals that out of 85 respondents, 29% of the
respondents agree with their organizations retention strategies and 18% of the respondents dis-agree with the retention strategies followed by their organization and 18% were agreed to some extent with their retention strategies in their organization.
CHART 4.5
40 35 30 25 20 15 10 5 0 0 0 15 25 29 30 35
PERCENTAGE/NO.OF RESPONDENTS
18 15
18
R EE
EE
EE
EE
G R
A G
D IS
LY
IS -A
ST R
N G
ST R
NO. OF RESPONDENTS
RESPONSES
PERCENTAGE
TABLE 4.6
TO
SO
LY
M E
EX
TE N
S No
Suggestion
No of respondents 45 15 25 85
Percentage
1 2 3
53 18 29 100
INTERPRETATION
60
The above table reveals that out of 85 respondents, 53% of the respondents 53 say that organization motivates them, when they help other employees job and 18% of respondents does motivate them when they help other employees job too. 50 PERCENTAGE/NO. OF RESPONDENTS 45
40
30
29 25
20
18 15
10
CHART 4.6
0 Motivation given by the organization when helping other employees job Yes No Neutral
TABLE 4.7
Formal steps helps to improve the capabilities
S.no 1 2 3
No of respondents 45 10 30 85
Percentage 53 12 35 100
INTERPRETATION
The above table reveals that out of 85 respondents, 53% of the respondents say that the formal steps followed in the organization helps them to improve their capabilities, but 12% of the respondents said that their were no proper formal steps to improve their capabilities.
CHART 4.7
Formal steps help to improve the capabilities
60
53
50
PERCENTAGE/NO. OF RESPONDENTS
45
40
35 30
30
20
12 10
10
0 Yes No Neutral
RESPONSES
No of respondents
Percentage
TABLE 4.8
Suggestion being recognized by the organization
S .no 1 2 3
No of respondents 40 10 35 85
Percentage 47 12 41 100
INTERPRETATION
The above table reveals that out of 85 respondents, 41% of the respondents 50 47 say that their suggestion are being neutrally selected recognized, 47% of the
45 respondents said that their suggestion were recognized, 12% of the respondents said
41
PERCENTAGE/NO. OF RESPONDENTS
40
35
35
30
25
20
15
12 10
10
CHART 4.8
No
Neutral
RESPONSES
No of respondents
Percentage
TABLE 4.9
Organization motivates to work effectively in a team
S .no
Suggestion
No of respondents 45 25 15 85
Percentage
1 2 3
53 29 18 100
INTERPRETATION
The above table reveals that out of 85 respondents, 53% of the respondents say that they are fully motivated to work effectively in a team, 29% of the respondents say that they are not motivated to work effectively in a team, 18% of the respondents say that their organization motivate them to work effectively in a team to some extent only.
CHART 4.9
53
50
45 PERCENTAGE/NO. OF RESPONDENTS
40
30
29 25
20
18 15
10
RESPONSES
No of respondents
Percentage
TABLE 4.10
Individual talent being recognized by the organization in a team work
S.no
Suggestion
No of respondents 30 10 45 85
Percentage
1 2 3
35 12 53 100
INTERPRETATION
The above table reveals that out of 85 respondents, 53% of the respondents say that their individual talents are neutrally recognized by the organization in a team work, 35% of the respondents say that their individual talents were recognized by their organization in a team work, 12% of the respondents say that their individual talents are not recognized by the organization in a team work.
CHART 4.10
Individual talent being recognized by the organization in a team work
60
53
50 PERCENTAGE/NO. OF RESPONDENTS
45
40
35
30
30
20
10
10
12
No of respondents
Percentage
TABLE 4.11
Job rotation in the organization
S .no 1 2 3 4 5
Suggestion Satisfied Dis -satisfied Highly satisfied Highly dissatisfied Neutral Total
INTERPRETAION
The above reveals that out of 85 respondents, 35% of the respondents are highly satisfied with their job rotation in the organization, 29% of the respondents are satisfied, 18% of the respondents are dis-satisfied, 18% of the respondents are neutral and 0% respondents are highly dis-satisfied.
CHART 4.11
Job rotation in the organization
40
PERCENTAGE/NO. OF RESPONDENTS
35
35
30
29 25
30
25
20
18 15 15
18
15
10
0
Neutral
Highly DisSatisfied
RESPONSES
No of respondents
Percentage
TABLE 4.12
Steps taken by the organization to control employees stress
S .no
Suggestion
No of respondents 45 10 30 85
Percentage
1 2 3
53 12 35 100
INTERPRETATION
The above reveals that out of 85 respondents 53% of the resondents say that their organization take steps to control their stress, 12% of the respondents, 35% of the respondents are neutral.
CHART 4.12
Steps taken by the organization to control employees stress
60
53
50
PERCENTAGE/NO. OF RESPONDENTS
45
40
35 30
30
20
12
10
10
0 Yes No Neutral
RESPONSES
No of respondents
Percentage
TABLE 4.13
Schemes in the organization help the employees to make their performance effective S .no Suggestion No of respondents 45 15 25 85 Percentage
1 2 3
53 18 29 100
INTERPRETATION
The above table reveals that out of 85 respondents 45% of the respondents say that the schemes in the organization help the employees to make their performance effective., 18% of the respondents said no and 29% of the respondents are neutral.
CHART 4.13
Schemes in the organization help the employees to make their performance effective
60
53
50
PERCENTAGE/NO. OF RESPONDENTS
45
40
30
29 25
20
18 15
10
0 Yes No Neutral
RESPONSES
No of respondents
Percentage
TABLE 4.14
Regulation of giving feedback for the employees performance
S .no 1 2 3 4 5
INTERPRETAION
The above table reveals that out of 85 respondents 35% of the respondents say that their performance feedback are given half yearly, 29% of the respondents say monthly they have their feedback, 24% of the respondents say quarterly they have their feedback, 12% of the respondents say annually they have their feedback, and 0% of the respondents say never.
CHART 4.14
Regulation of giving feedback for the employees performance
40
35
35
PERCENTAGE/NO.OF RESPONDENTS
30
29 25
30
25
24 20
20
15
12
10
10
Never
RESPONSES
No of respondents
Percentage
TABLE 4.15
Allowances and other benefits compared to other organization
S.no 1 2 3 4 5
No. Of respondents 30 10 35 0 10 85
Percentage 35 12 41 0 12 100
INTERPRETAION
The above reveals that out of 85 respondents, 41% of the respondents are highly satisfied with their allowances and other benefits compared to other organization, 35% of the respondents are satisfied, 12% of the respondents are dissatisfied, 12% of the respondents are neutral and 0% respondents are highly dissatisfied.
45
CHART 4.15
40
41
30
30
25
20
15
12 10
10
12 10
0
0 Satisfied Dis-Satisfied Highly Satisfied
0
Neutral
Highly DisSatisfied
RESPONSES
No of respondents
Percentage
TABLE 4.16
Fringe benefits provided by the organization
S .no 1 2 3 4 5
Suggestion Satisfied Highly satisfied Dis satisfied Highly dissatisfied Neutral Total
No . of respondents 25 35 15 0 10 85
Percentage 29 41 18 0 12 100
INTERPRETAION
The above reveals that out of 85 respondents, 41% of the respondents are highly satisfied with their fringe benefits in the organization, 29% of the respondents are satisfied, 18% of the respondents are dis-satisfied, 12% of the respondents are neutral and 0% respondents are highly dis-satisfied.
45
CHART 4.16
40
41
35
30
29 25
25
20
18 15 12
15
10
10
0
Neutral
RESPONSES
No of respondents
Percentage
TABLE 4.17
Welfare measures provided by the organization
S .no 1 2 3 4 5
INTERPRETATION
The above reveals that out of 85 respondents, 35% of the respondents are highly satisfied with their welfare measures in the organization, 29% of the
respondents are satisfied, 12% of the respondents are dis-satisfied, 24% of the reapondents are neutral, 0% respondents are highly dis satisfied.
40 CHART 4.17
30 25
29
30
25
24
20
20
15 12 10 10
Highly DisSatisfied
CHI-SQUARE TEST- I
To find the relationship between the employees experience and the retention strategies.
OBSERVED FREQUENCY
Agree
Strongly agree 6 10 4 10 30
Neutral Total
0 8 9 8 25
4 4 2 5 15
20 25 15 25 85
EXPECTED FREQUENCY
E=
5.9 7. 4 4. 4 7. 4
7. 1 8. 8 5.3 8. 8
3.5 4. 4 2. 6 4. 4
Oi 0 6 10 4 8 10 3 4 9 4 0 2 8 10 2 5
Ei 5.9 7.1 3.5 3.5 7.4 8.8 4.4 4.4 4.4 5.3 2.6 2.6 7.4 8.8 4.4 4.4
Oi-Ei -5.88 -1.05 6.47 0.47 0.64 1.17 -1.41 -0.41 4.58 -1.29 -2.64 -0.64 0.64 1.17 -2.41 0.588
(Oi-Ei)2 34.60 1.12 41.87 0.22 0.42 1.38 1.99 0.17 21.05 1.67 7.01 0.42 0.42 1.38 5.82 0.35 Total
5.882 0.159 11.863 0.063 0.057 0.157 0.452 0.038 4.772 0.316 2.647 0.158 0.057 0.157 1.318 0.078 28.175
Degrees of freedom = (C-1) (R-1) = (5-1) (4-1) = 12 Total tabulated value at 5% level of significance =21.026 Calculated Value= 28.175 C.V > T.V So we reject NULL HYPOTHESIS (Ho) and we accept ALTERNATIVE HYPOTHESIS (H1). Conclusion: There is significant relationship between the employees experience and the retention strategies
CHI-SQUARE TEST- II
To find the relationship between the employees age and the training program.
OBSERVED FREQUENCY
Yes
No
Neutral
Total
20 10 5 5 40
7 2 7 9 25
3 3 10 4 20
30 15 22 18 85
EXPECTED FREQUENCY
E=
Oi 20 7 3 10 2 3 5 7 10 5 9 4
Ei Oi-Ei 14.12 5.88 8.82 -1.82 7.06 -4.06 8.2.94 7.06 8-2.41 4.41 4.-0.53 3.53 10.35 4-5.35 6.0.53 6.47 54.18 5.18 8.47 5.3-3.47 5.29 3.71 4.24 -0.24
(Oi-Ei)2 34.57 3.31 16.48 8.64 7.1 5.81 0.28 3.5 28.62 0.28 5.2 17.47 4.2 12.04 13.76 0.06 Total
2.45 0.38 2.33 1.22 1.32 0.08 2.77 0.04 3.37 1.42 2.60 0.01 17.99
Degrees of freedom = (C-1) (R-1) = (3-1) (4-1) =6 Total tabulated value at 5% level of significance =12.592 Calculated Value= 17.99 C.V > T.V So we reject NULL HYPOTHESIS (Ho) and we accept ALTERNATIVE HYPOTHESIS (H1). Conclusion: There is significant relationship between the employees age and the training program.
CHAPTER-5
FINDINGS
Majority of 41% of respondents say that their welcome by the organization was excellent. Majority of 47% of the respondents say that their training program helps them to engage with each other employee in the organization. Majority of 35% of the respondents strongly agree with their organizations retention strategies. Majority of 53% of the respondents say that organization motivates them, when they help other employees job. Majority 53% of the respondents say that the formal steps followed in the organization helps them to improve their capabilities Majority 47% of the respondents say that their suggestion are being neutrally selected recognized. Majority 53% of the respondents say that they are fully motivated to work effectively in a team Majority of 53% of the respondents say that their individual talents are neutrally recognized by the organization Majority of 35% of the respondents are highly satisfied with their job rotation in the organization. Majority of 53% of the respondents say that their organization take steps to control their stress. Majority of 53% of the respondents say that their organizations schemes make their performance effective. Majority of 35% of the respondents say that their performance are being given feedback half-yearly. Majority of 41% of the respondents are highly satisfied with their allowances and other benefits compared to other organization. Majority of 41% of the respondents are highly satisfied with the fringe benefits provided. Majority of 35% of the respondents were highly satisfied for the welfare measures provided by their organization.
SUGGESTIONS
New joiners of the organization the organization should be welcomed with more clear and specific with attention for each and every employee. Training program should be conducted with more interesting task for the trainees. Retention strategies should be well modified and the organization should introduce more retention strategies. Their should be more recognition schemes or packages for each and every employee in the organization who help for their colleagues jobs too. Their should be more steps introduced to improve the employees capabilities. Employees suggestion should be recognized with more appraisal and schemes. The organization should concentrate more on the individuals talents in their team work. Job rotation should be based on the employees best performance. The organization should bring in more stress management programs to make employees performance effective. Feedback should be given to the employee every now and then to improve potentiality.
CONCLUSION
BIBLIOGRAPHY
QUESTIONNAIRE
Name Age
: :
1) How do you feel about your welcome by your organization? a) Excellent b) Good c) Fair d) Poor e) Cant Say 2) Does the training given to you by your organization help you to engage with each other employee in your organization? a) Yes b) No c) Neutral 3) Do you agree with the retention strategies followed in your organization? a) Agree b) Strongly Agree c) Dis-Agree d) Strongly Dis- Agree e) To some extent 4) Does your organization motivate you, when you help other employees job? a) Yes b) No c) Neutral 5) Do the formal steps followed in your organization help you to improve your capabilities? a) Yes
b) No c) Neutral 6) Are your suggestions being recognized by your organization? a) Yes b) No c) Neutral 7) How does your organization motivate you to work effectively in a team? a) Fully b) Partially c) To some extent 8) In a team work, does your individual talent being recognized by your organization? a) Yes b) No c) Neutral 9) How do you feel about your job rotation in your organization? a) Satisfied b) Highly Satisfied c) Dis-Satisfied d) Highly Dis-Satisfied e) Neutral 10) Does your organization take steps to control your stress? a) Yes b) No c) Neutral
11) Does the scheme offered in your organization help you to make your performance effective? a) Yes b) No c) Neutral
12) How often does your organization give feedback for your performance? a) Monthly b) Quarterly c) Half-Yearly d) Annually e) Never 13) Are you satisfied with the allowances and other benefits compared to other organization? a) Satisfied b) Highly Satisfied c) Dis-Satisfied d) Highly Dis-Satisfied e) Neutral 14) Are you satisfied with the fringe benefits provided by your organization? a) Satisfied b) Highly Satisfied c) Dis-Satisfied d) Highly Dis-Satisfied e) Neutral 15) Are you satisfied with the safety and welfare measures provided by your organization? a) Satisfied b) Highly Satisfied c) Dis-Satisfied d) Highly Dis-Satisfied e) Neutral