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AARJSH VOLUME 1, ISSUE 4 (OCTOBER 2012) ISSN : 2278 – 859X

Asian Academic Research Journal of Social Sciences & Humanities

www.asianacademicresearch.org

118

A Peer Reviewed International Journal of Asian

Academic Research Associates

AARJSH

ASIAN ACADEMIC RESEARCH

J O U R N A L O F S O C I A L

S C I E N C E & H U M A N I T I E S

CAUSES AND CONSEQUENCES OF THE ATTRITION IN A SELECTED

ORGANISATION AT BANGALORE, INDIA

*DR RUPA GUNASEELAN *; M/S. ZENETTA ROSALINE **

* Associate Professor,

BSMED, Bharathiar University, Coimbatore

** Assistant Professor,

PSGR Krishnammal College for Women, Coimbatore

ABSTRACT

The average attrition rate in the industrial sector is approximately around 40 to 50 percent.

It is true that this is lesser than the prevalent attrition rate in the US market (around 70

percent), but the challenge continues to be greater considering the recent growth of the

industry in the country. The US industrial sector is estimated to be somewhere around three

decades old. Keeping low attrition levels is a major challenge as the demand outstrips the

supply of good agents by a big margin. Further the salary growth plan for each employee is

not well defined. All this only encourages poaching by other companies who can offer a

higher salary. Retention specialist would dream of telling you what your employee’s value.

HR managers, team leaders and other top notch officials’ wake up to this reality. In the world

of globalization and cut-throat competition battles cannot be lost for the want of a nail.

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INTRODUCTION ON ATTRITION

In the best of worlds, employees would love their jobs, like their co-workers, work hard for

their employers, get paid well for their work, have ample chances for advancement, and

flexible schedules so they could attend to personal or family needs when necessary and never

leave. But then there‟s the real world. And in the real world, employees do leave, either

because they want more money, hate the working conditions, hate their co-workers, want a

change, or because their spouse gets a dream job in another state.

The HR manager is not only required to fulfill this responsibility, but also find the right kind

of people who can keep pace with the unique work patterns in the industry. Adding to this is

the issue of maintaining consistency in performance and keeping the motivation levels high,

despite the monotonous work. The toughest concern for an HR manager is however the high

attrition rate.

In India, the average attrition rate in the industrial sector is approximately around 40 to 50

percent. It is true that this is lesser than the prevalent attrition rate in the US market (around

70 percent), but the challenge continues to be greater considering the recent growth of the

industry in the country. The US industrial sector is estimated to be somewhere around three

decades old. Keeping low attrition levels is a major challenge as the demand outstrips the

supply of good agents by a big margin. Further the salary growth plan for each employee is

not well defined. All this only encourages poaching by other companies who can offer a

higher salary.

The much hyped “work for fun”: tag normally associated with the industry has in fact

backfired as many individuals (mostly fresh graduates), take it as a past-time job. Once they

join the sector and understand its requirements, they are taken aback by the long working

hours and later monotony of the job starts setting in. This is the reason for the high attrition

rate as many individuals are not able to take the pressures of work.

The toughness of the job and timings is not adequately conveyed. Besides the induction and

project training, not much investment has been done to evolve a “continuous training

program” for the Employees. Motivational training is still to evolve in this industry. But, in

all this, it is the HR manager who is expected to straighten things out and help individuals

adjust to the real world. I believe that the new entrant needs to be made aware of the realistic

situation from day- one itself, with the training session conducted, so that they get

accustomed to things right at the beginning.




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The high percentage of females in the workforce (constituting 30-35 percent of the total),

adds to the high attrition rate. Most women leave their job either after marriage or because of

social pressures caused by irregular working hours in the industry. All this translates into

huge losses for the company, which invests a lot of money in training them.

ATTRITION THE UNHEALED ISSUE

Managing attrition is not just a „nice thing to do‟ in Indian Business sector. It is the route to

their survival.

Far from accepting attrition rates as part of the cost of doing business, it is surely something

that all organizations should address, and equally surely it is an area in which HR can take a

lead- measure attrition, seek its cause, set out solutions and target performance.

Calculation of Attriction rate:

Total Number of Resigns per month x 100

(Total No. of employees at the beginning of the month New joiners) -- Total no. of

resignations

LITERATURE REVIEWS

Gen.H.Lal [2006] in CREST, Volume No: 13 B stated that the attrition

problem can be tackled with the application of TQM concept “people side of quality”. In this

approach we must have factual data on the causes that impel employees to leave an

organization. The most authentic means of obtaining this data is to conduct comprehensive

exit interviews of those quitting.

PBS Kumar, HR manager, Shahi Export Pvt. Ltd. UNIT – 12 Bangalore [2007] in his

publication “A study on Attrition in Shahi Exports “[IBA Library] has listed the reasons of

attrition as putting policies ahead of people, lack of communication, failing to hear, what

your employees have to say, not acknowledging that you do not have all the answers, the

glass is always half empty, not accepting responsibility.

Mr. Kirupalli, IIPM student, [2007] in his article “Retention tools for curbing attrition” [IBA

Library] stated that the following are the retention tools:

Offer compensation – attractive and competitive

Benefits need to be quantified and qualitative,

Train the front- line managers, administrators,

Roles and responsibilities needs to be dovetailed

Enhancement, advancement and progression opportunities,

Offer retention bonus,




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Retention strategies implementation needs to have a process owner,

Go in for employee engagement practices,

Teamwork and cross functional teams

Paperless organization

Fun is must

Mission statement for ach functional area, assignments for job enrichment,

Encourage higher learning.

Ms.Kiruthika Roa S.I.E.S college of Commerce and Economics, Mumbai [2007],[IIM [B]

Library] her recommendations to Wipro are, to improve employee retention, one needs to

understand what they value the most. Attrition rates in BPO‟s are alarmingly high, so

immediate solutions need to be derived and acted upon in order to check the high attrition

rates and retain the employees. As a suggestion, there could be a separate department for

employee retention within the realm of the HR department. The constant endeavor of this

„sub-department‟ should be to bring down employee turnover rate on an ongoing basis. If the

company goes with this aim, they can surely achieve this goal. There are two things that are

critical in achieving the objective of keeping the attrition rate in check and increasing the

degree of employee retention.

They are:

a. Right people must be hired for the right job, with an emphasis of following the

procedure and focus on their development needs such as training etc.

b. Right reason as to why the employees leave the organization must be found out and

addressed so as to prevent such as turnover.

Retention programs often fail because managers do not know and, therefore, do not

act on the most important areas affecting on employee‟s intention to leave. Across the

organization, individual development and career advancement stand out as both

frequent and critical key drivers of any employee‟s intent to level. While the general

conclusions across organizations may appear similar, at a more micro level, the

composition and ordering of specific retention key drivers is unique to each company.

In addition, the meaning attached to specific drivers




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(e.g., opportunities for personal growth and development) and, therefore, the actions

to be taken may vary by organization. Before implementing targeted solutions to

improve retention, managers need to determine which factors drive retention in their

organization as well as the meaning of those drivers.

5. Rohit Minton HR Amicorp group, Spain, [2007] [www.citehr.com] has given the

following retention tools:

Employee Reward Program

Career Development Program

Performance based Bonus

Employee Referral Plan

Loyalty Bonus

Giving a voice to the Knowledge Banks & Employee Recreation

Gifts at some Occasions

OD Corner [2007] [www.Managementparadise.com] has stated that, it‟s high time “human

resource”, is considered as the most important asset along with other entities in the balance

sheet of all organizations. This is the era where knowledge workers gain prominence and it

is well understood that Great people make Great organizations, not just a great

infrastructure can make a business successful. People and process are the vital components

of performance, hence it is essential for any organization to understand, monitor and

nurture the above factors. Process being a number friendly entity gets noticed and

monitored always on an immediate basis. Unfortunately the fire fighting mode of work

results in non recognition of people responsible for the process. Any good work can be

sustained only when it is appreciated and encouraged. This gives the respective employee

a morale boost and contributes significantly to employee retention which is a critical

aspect to any organization. This is why we want to imbibe the “Recognition culture”, deep

into the organization so that it becomes not just a monthly affair but becomes an addictive

habit.

Too much focus on numbers, not enough on people.

Feeling They Deserve Recognition and Don‟t Get It, While Others Do

Feeling That No One Even Knows or Cares if they Exist

Recognition Was Too late in Coming to Be Meaningful




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Feeling That No One Is Listening to them,

Feeling They Are Worth Less Than Employees at Other Companies

7. Paul James Davis [2008] in Attrition Management, Volume No.15 stated that the attrition

Rate varies according to the Thumb rule used by the countries. It is the quality of work shown

by the workers to their firm and found that the attrition rate in U.S. is 42%, Australia is 29%,

Europe is 34% and in India is 485 thus the global average of attrition rate comes around 24%

and it depicts that the massive cost is associated with attrition.

STATEMENT OF THE PROBLEM

The IT industry is being looked upon as the next big employment generator (it

requires 1.1 million job requirement by the year 2008). It is however no easy task for an HR

manager in this sector to bridge the ever increasing demand and supply gap of professionals.

Unlike software industry counterpart, the IT HR manager is not only required to fulfill this

responsibility, but also find the right kind of people who can keep pace with the unique work

patterns in this industry. The toughest concern for an HR manager is however the high

attrition rate. So this situation required a detailed study on attrition and retention management

that was conducted at a small IT firm located at Bangalore.

OBJECTIVES OF THE STUDY

Primary Objective: To assess the attrition rate and there by analyzing the reasons for

attrition, it the attrition is high.

Secondary Objectives:

To analyze the factors of attrition and to develop a future direction for

reduction of the attrition.

To suggest suitable measures to control Attrition in the selected

organization.

RESEARCH DESIGN

The study was designed to be descriptive in nature. Descriptive research

includes survey and fact finding enquires of different kinds. The study will come under the

type of cross sectional study. The study includes the analytical type of research to bring about

the attrition values and levels.

UNIVERSE OF THE STUDY




124

Universe of the study refers to the employees in Times Jobs at TBSL, Bangalore.

The total population is 42.

SAMPLE DESIGN

The whole universe is taken for the study. So there is no sample design

required for this study.

DATA COLLECTION

Primary data has been collected through a survey method from the employees.

The respondents were asked to tick any one of the options given for each statement in the

questionnaire and assured them that the responses will be confidential and used only for

academic purpose.

SECONDARY DATA

Secondary data that are required for the study was collected from the various

published and unpublished company reports, journals, and websites and through discussion

with research guide.

PILOT STUDY

A Pilot study was conducted prior to the main study with the help of the

officials in the company. The reason to have a pilot study is to examine the data collection

instrument (Questionnaire) in order to overcome the problems (if any) caused by the length of

the questionnaire. It was also conducted to test whether: there exist any inabilities or

unwillingness for the respondents to the answer the question. The purpose of this study was

to have control over possible biases and short comings in the procedure adopted in collection

of data.

DATA ANALYSIS

The data collected through survey method from the respondent were gathered,

consolidated and tabulated. To analyse the data, statistical tools were used. Based on the

findings, conclusions were drawn and suggestions were to reduce the attrition rate and also to

introduce new service schemes in future.

STATISTICAL TOOLS

Chi-Square Analysis

ANOVA

Weighted Average Analysis:




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LIMITATIONS OF THE STUDY

The respondents have answered the questionnaires from their memory, perception and

not from any written records.

Only the respondent‟s point of view has been analyzed. Company opinions were not

used in analyzing the data.

The study is based on employee‟s attitude and opinion. The attitude may change

suddenly or slowly.

Table1. Demographic Classification of the Respondents

NUMBER OF

RESPONDENTS

PERCENTAGE

Gender- Male 12 28.57%

Female 30 71.43%

AGE- Below 25 yrs 0 0%

26-35 yrs 35 83.33%

36-45 yrs 7 16.67%

Above 45 yrs 0 0%

Experience – Below 5

yrs

29 69.04%

6-10 yrs 7 16.66%

Above 10 yrs 6 14.03%

Table 1. Indicates that out of 42 respondents, 35 respondents (83.33%) belongs to 26-35

years, 7 respondents (16.67%) belongs to 36-46 years. It is inferred that, 83.3% of the

respondents, belongs to age group of 26-35 years. Further the table indicates that out of 42

respondents, 12 respondents (28.57%) were male and 30 respondents (71.43%) were female.

It is inferred that, 71.43% of the respondents were female. It also indicates that out of 42

respondents, 36 respondents (85.72%) were team Players. 6 respondents (14.28%) were

Team Leaders. It is inferred that, (85.72%) of the respondents were Team Players. Table 1.

Details that out 42 respondents, 29 respondents (69.04%) were having below 5 years

experience, 7 respondents (16.66%) were having 6-10 years experience and 6 respondents




126

(14.03)%) were having above 10 years experience. It is inferred that, 69.04% of the

respondents were having experience of below 5 years.

TABLE 3.3.1

WEIGHTED AVERAGE SCORE BETWEEN PERSONAL FACTORS AND

STUDY

FACTORS

SL

NU

MB

ER

FA

CT

OR

S

AGE DESIGNATI

ON

GENDER EDUCATIONAL

QUALIFICATION

EXPERIENCE

25-3

5

YR

S

35-4

5

YR

S

TE

AM

PL

AY

ER

TE

AM

LE

AD

ER

MA

LE

FE

MA

LE

UG

PG

PR

OF

ES

SO

R

OT

HE

RS

LE

SS

TH

AN

5

YE

AR

S

5

TO

10

YE

AR

S

AB

OV

E

10

YE

AR

S

1

A

4.66

2.71

3.61

1.67

5.00

3.8

7

4.20

3.67

4.22

2.

86

4.00

3.00

1.85

2

B

4.03

4.99

4.06

5.00

4.50

5.0

0

4.06

3.61

3.83

4.

86

3.83

4.98

3.67

3

C

5.00

4.14

5.00

4.00

3.17

4.6

0

1.85

4.98

3.26

4.

12

3.87

2.13

3.50

4

D

4.37

3.29

4.33

3.33

3.98

5.0

0

4.33

3.50

4.66

3.

83

4.66

3.00

3.33

5

E

4.81

2.79

4.20

3.28

4.98

4.6

0

4.00

3.33

5.00

4.

00

3.39

3.29

4.20

6

F

4.66

2.86

4.98

4.67

4.67

5.0

2.88

4.20

4.59

2.

4.59

3.39

2.88




127

0 36

7

G

4.29

2.13

4.78

3.33

3.33

5.0

0

4.78

3.00

4.96

4.

59

4.26

3.86

3.00

SOURCE: PRIMARY DATA

STUDY FACTORS

*A. Salary Hiking Priority,

*B. Bonus Revision,

*C. Entertainment Facility,

*D. Safety Measures,

*E. Transport Facility,

*F. Refreshment,

*G. Accommodates the Personal Needs,

It has been observes that from the above table the respondents those who belong to two

category of designation, one is team player and other one is team leader. The maximum

weighted average score of 4-5 has been obtained under the category of team player and team

leader, with score of 5.00. according to the opinion of this category of respondents,

entertainment facility and bonus revision are important factors. Thus, this statement is having

the respondent‟s level of agreeability between agree and strongly agree. The other statements

are judged based on the respondent‟s level of agreeability.

It has been inferred from the above table, the weighted average score of range 4-5 has been

obtained under the male category with a maximum score of 5.00. according to the opinion of

this category of respondents, the salary hiking priority of this category of respondents, the

salary hiking priority of this office is good was the main factor. The level of agreeability

ranges mainly between from agree and strongly agree. For the others, factors are judged

based on the respondent‟s level of agreeability.

The respondents belong to age group of below 25 years to above 45 years. From the table, it

is observed that the maximum weighted average score of 4-5 has been obtained under the

category of 25-35 years with a score of 5.00.thus, according to the opinion of this category of

respondents, entertainment facility provided by the office is an important factor. Thus, this

statement is having the respondent‟s level of agreeability between agree and strongly agree.




128

In the other categories of age group, the level of agreeability for the same statement is

between neutral and agree with the weighted average score of 3-4.

The respondents those who belong to categories of experience like less than 5 years, 5-10

years and above 10 years. The maximum weighted average score of 4-5 has been obtained

under the category of 5-10 years with a score of 4.98. According to the opinion of this

category of respondent‟s bonus revision is an important factor. Thus, this statement is having

the respondent‟s level of agreeability between agree and strongly agree. In other categories of

experience i.e., less than 5 years and above 10 years the level of agreeability is based on own

judgment of the respondents.

ANOVA: TABLE 3

ASSOCITION BETWEEN GENDER AND OVERALL OPINION ABOUT THE

ATTRITION AND RETENTION MANAGEMENT IN TIMES JOBS.

S.NO FACTORS SUM OF

SQUARES

DF f-

VALUE

p-

VALUE

1 I feel fairly compensated for the

work I do in this organization as

compared to other similar

positions across the IT industry

17.610

1

12.722

.001

2 I know what is expected of me as

an employee in terms of target

quotas and ………..

16.020

1

9.622

.000

3 I have a clear understanding of

how my job performance is

measured

2.143

1

11.429

.002

4 I feel encouraged by my office to

pursue professional development

3.086

1

4.898

.033

5 Your management comes forward

when you are facing with critical

situation

28.810

1

314.286

.000

6 Work- life balance is supported by




129

this organization in terms of

…………..

3.810

1 57.143 .000

7 You have opportunities to learn

and grow with this organization

25.260

1

81.592

.000

8 Promoting respect and fair

treatment among all fair treatment

among all the staff is a high

priority of

1.61

1

5.664

.022

9 Communication among staff and

between the top levels is effective

6.943

1

102.857

.000

10 I have a clear sense of the further

direction of this office

12.688

1

19.735

.000

11 Communication among staff in

this office is mostly done through

email

5.952

1

142.857

.000

12 This office atmosphere is

generally friendly

23.810

1

27.473

.000

13 Morale in this office is high

7.202

1

314.286

.000

14 There is a spirit of co-operation

among staff in this office

37.80

1

29.822

.000

15

This office has policies that are

supportive and clearly articulated

21.038

1

48.456

.000

16 Disciplinary procedures in this office

are consistently enforced.

5.038

1

21.515

.000

17 This office has regular staff meetings to

plan and co-ordinate

2.143

1

28.571

.000




130

18 My office leadership has a clear

understanding of the work I do

6.438

1

74.286

.000

19 I receive a constructive feedback about

the quality of my work

1.152

1

2.430

.000

20 I have a positive relationship feedback

about the quality of my work

0.771

1

0.970

.000

21 I have a positive relationship with my

office leadership

1.488

1

20.408

.000

22 I received a thorough orientation to this

office and my job when I started

7.467

1

23.830

.000

23 Conflicts and problems are managed

effectively in this office when they..

3.438

1

4.441

.000

24 Overall this office is run efficiently

23.810

1

142.857

.000

25 This office reasonably accommodates

personal needs

5.952

1

7.519

.000

26 Others in this office trust me to perform

my job

5.952

1

5.928

.000

27 I like my job

3.086

1

7.465

.000

28 My office is one of the best places to

work

4.821

1

45.378

.000

29 I like the people I work with

0.610

1

.009

.000


NULL HYPOTHESIS:

There is no significant difference between gender with respect to overall

opinion about the attrition and retention management in times jobs.

Since the p-value is less than 0.05 the null hypothesis is rejected at 5% level of

significance. Hence, there is significant difference between gender with respect to overall

opinion about the attrition and retention management in times jobs except three factors like, I

have a positive relationship with my office leadership, I receive constructive feedback about

the quality of my work and I like the people I work with.




131

TABLE 3.4.3.

ASSOCIATION BETWEEN EXPERIENCE AND OVERALL OPINION ABOUT THE

ATTRITION AND RETENTION MANAGEMENT IN TIMES JOBS

S.NO

FACTORS SUM OF

SQUARES

DF f-VALUE p-

VALUE

1

I feel fairly compensated for

the work I do in this

organization as compared to

other similar positions across

the IT industry

19.735

2

7.228

.002

2

I know what is expected of me

as an employee in terms of

target quotas and ………..

16.652

5.228

.000

3

I have a clear understanding of


measured

2.401

2

6.467

.004

4 I feel encouraged by my office

to pursue professional

development

3.458

2.716

.079

5 Your management comes

forward when you are facing

with critical situation

26.762

2

91.325

.000

6 Work- life balance is

supported by this organization

in terms of …………..

5.048

2

68.900

.000

7 You have opportunities to

learn and grow with this

organization

28.648

2

62.104

.000


treatment among all fair

treatment among all the staff is

1.804

2

3.148

.054




132

a high priority of ………..

9 Communication among staff

and between the top levels is

effective

7.781

2

81.482

.000

10 I have a clear sense of the

further direction of this office

15.663

2

13.431

.000


this office is mostly done

through email

5.905

2

67.167

.000


generally friendly

26.683

2

16.366

.000


6.6902

2

91.325

.000

14 There is a spirit of co-

operation among staff in this

office

42.362

2

17.904

.000

15 This office has policies that are

supportive and clearly

articulated

13.449

2

10.509

.000

16 Disciplinary procedures in this

office are consistently

enforced.

5.686

2

12.715

.000

17 This office has regular staff

meetings to plan and co-

ordinate

5.143

2

9.678

.000

18 My office leadership has a

clear understanding of the

work I do

7.215

2

52.310

.000

19 I receive a constructive

feedback about the quality of

13.567

2

40.381

.000




133

my work

20 I have a positive relationship

feedback about the quality of

my work

20.361

2

32.517

.000


with my office leadership

3.571

2

83.571

.000

22 I received a thorough

orientation to this office and

my job when I started

7.833

2

12.553

.000

23 Conflicts and problems are

managed effectively in this

office when they..

14.996

2

15.066

.000

24 Overall this office is run

efficiently

23.619

2

67.167

.000

25 This office reasonably

accommodates personal needs

8.397

2

5.604

.007

26 Others in this office trust me to

perform my job

6.671

2

3.297

.048

27 I like my job

5.320

2

7.255

.002

28 My office is one of the best

places to work

4.310

2

17.648

.000


35.970

2

19.214

.000


NULL HYPOTHESIS:

There is no significant difference between experience with respect to

overall opinion about the attrition and retention management in times jobs.

Since the p-value is less than 0.05 the null hypothesis is rejected at 5% level of

significance. Hence, there is significant difference between experience with respect to overall

opinion about the attrition and retention management in times jobs except two factors like, I




134

feel encouraged by my office to pursue professional development and promoting respect and

fair treatment among all fair treatment among all the staff is a high priority of this office.

TABLE 3.4.3.

ASSOCIATION BETWEEN DESIGNATION AND OVERALL OPINION ABOUT

THE ATTRITION AND RETENTION MANAGEMENT IN TIMES JOBS.

S.NO FACTORS SUM OF

SQUARES

DF f-

VALUE

p-

VALUE

1

I feel fairly compensated for the work I

do in this organization as compared to

other similar positions across the IT

industry

7.337

1

4.471

.041

2

I know what is expected of me as an

employee in terms of target quotas and

………..

6.325

1

3.356

.000

3

I have a clear understanding of how my

job performance is measured

0.893

1

4.082

.050

4

I feel encouraged by my office to pursue

professional development

1.286

1

1.905

.175

5

Your management comes forward when

you are facing with critical situation

15.254

1

35.429

.000

6

Work- life balance is supported by this

organization in terms of …………..

4.577

1

97.143

.000

7

You have opportunities to learn and grow

with this organization

18.893

1

40.305

.000

8

Promoting respect and fair treatment

among all fair treatment among all the

0.671

1

2.180

.148




135

staff is a high priority of ………..

9

Communication among staff and between

the top levels is effective

2.893

1

17.143

.000

10

I have a clear sense of the further


2.683

1

3.004

.091

11

Communication among staff in this

office is mostly done through email

4.063

1

45.714

.000

12

This office atmosphere is generally

friendly

9.921

1

8.173

.007

13

Morale in this office is high

3.813

1

35.429

.000

14

There is a spirit of co-operation among

staff in this office

15.750

1

8.660

.005

15

This office has policies that are


8.766

1

11.830

.001

16

Disciplinary procedures in this office are

consistently enforced.

5.433

1

24.219

.000

17

This office has regular staff meetings to

plan and co-ordinate

5.143

1

21.219

.000

18

My office leadership has a clear


2.683

1

14.857

.000

19 I receive a constructive feedback about




136

the quality of my work 11.147

1 49.695 .000

20

I have a positive relationship feedback


6.349

1

9.685

.003

21

I have a positive relationship with my

office leadership

3.571

1

171.429

.000

22

I received a thorough orientation to this

office and my job when I started

7.000

1

21.538

.000

23

Conflicts and problems are managed

effectively in this office when they..

2.099

1

2.599

.115

24

Overall this office is run efficiently

16.254

1

45.714

.000

25

This office reasonably accommodates

personal needs

8.397

1

11.494

.002

26

Others in this office trust me to perform

my job

2.480

1

2.273

.139

27

I like my job

0.063

1

0.130

.720

28

My office is one of the best places to

work

1.433

1

7.501

.009

29

I like the people I work with

24.143

1

19.980

.000


NULL HYPOTHESIS:




137

There is no significant difference between designation with respect to overall


Since the p- value is less than 0.05 the null hypothesis is rejected at 5% level of

significance. Hence, there is significant difference between designation with respect to

overall opinion about the attrition and retention management in times jobs except five factors

like, I feel encouraged by my office to pursue professional development, promoting respect

and fair treatment among all fair treatment among all the staff is a high priority of this office,

Overall this office is run efficiently, I feel heard when I communicate with others in my

office and I like my job.

TABLE 3.4.4.

ASSOCIATION BETWEEN AGE AND OVERALL OPINION ABOUT THE

ATTRITION AND RETENTION MANAGEMENT IN TIMES JOBS.

S.NO FACTORS SUM OF

SQUARES

DF f-VALUE p-

VALUE

1 I feel fairly compensated for the

work I do in this organization as

compared to other similar

positions across the IT industry

8.805

1

5.488

.024

2 I know what is expected of me as

an employee in terms of target

quotas and ………..

9.163

1

4.521

.000

3 I have a clear understanding of


measured

1.071

1

5.000

.031

4 I feel encouraged by my office to

pursue professional development

1.543

1

2.308

.137

5 Your management comes

forward when you are facing with

critical situation

18.305

1

51.667

.000

6 Work- life balance is supported




138

by this organization in terms of

…………..

5.505 1 226.667 .000

7 You have opportunities to learn

and grow with this organization

22.671

1

60.573

.000


treatment among all fair

treatment among all the staff is a

high priority of ………..

0.805

1

2.645

.112

9 Communication among staff and

between the top levels is effective

3.471

1

22.50

.000

10 I have a clear sense of the further


4.005

1

4.657

.037


this office is mostly done through

email

4.876

1

71.111

.000


generally friendly

11.905

1

10.225

.003


4.576

1

51.667

.000

14 There is a spirit of co-operation

among staff in this office

18.900

1

10.862

.002

15 This office has policies that are


10.519

1

15.089

.000

16 Disciplinary procedures in this

office are consistently enforced.

6.519

1

33.68

.000

17 This office has regular staff

meetings to plan and co-ordinate

4.286

1

200.01

.000

18 My office leadership has a clear


3.219

1

19.259

.000

19 I receive a constructive feedback


8.005

1

26.431

.000




139


feedback about the quality of my

work

4.286

1

6.061

.018

21 I have a positive relationship with

my office leadership

2.976

1

83.33

.000

22 I received a thorough orientation

to this office and my job when I

started

8.400

1

28.966

.000

23 Conflicts and problems are

managed effectively in this office

when they..

0.576

1

.681

.414

24 Overall this office is run

efficiently

19.505

1

71.111

.000

25 This office reasonably

accommodates personal needs

10.076

1

14.633

.000

26 Others in this office trust me to

perform my job

2.976

1

2.759

.105

27 I like my job

0.305

1

0.631

.432

28 My office is one of the best

places to work

2.100

1

12.049

.010


16.019

1

11.350

.002


NULL HYPOTHESIS:

There is no significant difference between age with respect to overall


Since the p- value is less than 0.05 the null hypothesis is rejected at 5%

level of significance. Hence, there is significant difference between age with respect to

overall opinion about the attrition and retention management in times jobs except five factors

like, I feel I feel encouraged by my office to pursue professional development, promoting

respect and fair treatment among all fair treatment among all the staff is a high priority of this




140

office, Overall this office is run efficiently, I feel heard when I communicate with others in

my office and I like my job.

FINDINGS, SUGGESTIONS AND CONCLUSION

FINDINGS

This chapter devoted to recapitulate the findings of the study. The project titled “A

Study on Attrition and Retention Management in Times Jobs-TBSL at Bangalore” is based

on primary data. The data required for the study are collected, tabulated and analyzed with

the help of statistical tools such as Chi-Square, ANOVA, and Weighted Average. This study

would help the management to extend monetary & non-monetary benefits and to have a clear

understanding of the expectations of the workers and to improve the Retention curbing

policies and to save cost over recruiting and training new hires.

The study shows that:

Majority (83.3%) of the respondents belong to the age group 26 to 35 years.

Majority (71.43%) of the respondents were Female.

Majority (85.72%) of the respondents were Team Players.

Majority (69.04%) of the respondents were having their experience of below 5

years.

There is significant relationship between age and experience of community in

office.

There is no significant relationship between designation and experience of

community in office.

There is significant relationship between age and my job makes good use of my

skills and abilities.

There is no significant relationship between designation and my job makes

good use of my skills and abilities.

There is significant relationship between age and I have tools and resources to

do my job well.

There is significant relationship between designations and I have tools and

resources to do my job well.




141

There is significant relationship between age and I have support and authority

to make decisions necessary for accomplishing.

There is significant relationship between designation and the management

encourages employee feedback to make improvements.

There is significant relationship between age and I understand how my work

contributes to the company‟s overall goals and strategies.

There is significant relationship between designation and I understand how my

work contributes to the company‟s overall goals and strategies.

There is significant relationship between age and work assignments are

distributed fairly/equitably.

There is significant relationship between designation and work assignments are

distributed fairly/equitably.

There is significant relationship between age and I feel I am a valued part of

this organization.

There is significant relationship between designation and I feel I am a valued

part of this organization.

There is significant relationship between age and my workload and expected

completion times are reasonable.

There is significant relationship between designation and my workload and

expected completion times are reasonable.

It has been observed that from the table (3.3.1) the respondents those who

belong to two category of designation, one is team player and the other is team leader,

The maximum weighted average score of 4-5 has been obtained under the category of

team player and team leader, with the score of 5.00. According to the opinion of this

category of respondents, entertainment facility and bonus revision are important

factors. Thus, this statement is having the respondent‟s level of agreeability between

agree and strongly agree. In other statements are judged based on the respondent‟s

level of agreeability.

It has been inferred from the table (3.3.1) the weighted average score of range

4-5 has been obtained under the male category with a maximum score of 5.00.

According to the opinion of this category of respondents, the salary hiking priority of

this office is good was the main factor. The level of agreeability ranges mainly




142

between agree and strongly agree. For the others, factors are judged based on the

respondent‟s level of agreeability.

The respondent‟s belong to age group of below 25 years to above 45 years.

From the table, it is observed that the maximum weighted average score of 4-5 has

been obtained under the category of 25-35 years with a score of 5.00.thus, according

to the opinion of this category of respondents, entertainment facility provided by the

office is an important factor. Thus, this statement is having the respondent‟s level of

agreeability between agree and strongly agree. In other categories of age group, the

level of agreeability for the same statement is between neutral and agree with the

weighted average score of 3-4.

The respondents have been categorized of under graduate and professionals.

The maximum weighted average score of 4-5 has been obtained by the post graduates,

with a score of 4.98. According to the opinion of this category of respondents,

entertainment facility provided by the office is an important factor. Thus, this

statement is having the respondent‟s level of agreeability between agree and strongly

agree. In the other categories of educational status, the level of agreeability are based

on own judgments of the respondents.

The respondents those who belong to categories of experience like less than 5

years , 5-10 years and above 10 years. The maximum weighted average score of 4-5

has been obtained under the category of 5-10 years with a score of 4.98. According to

the opinion of this category of respondents, bonus revision is an important factor.

Thus, this statement is having the respondent‟s level of agreeability between agree

and strongly agree. In other categories of experience i.e., less than 5 years and above

10 years of agreeability is based on own judgment of the respondents.

There is significance difference gender with respect to overall opinion about

the attrition and retention management in times jobs except three factors like, I have a

positive relationship with my office leadership, I receive constructive feedback about

the quality of my work and I like the people I work with.

There is significant difference between experience with respect to overall

opinion about the attrition and retention management in times jobs except two factors

like, I feel encouraged by my office to pursue professional development, promoting

respect and fair treatment among all fair treatment among all the staff is a high




143

priority of this office, Overall this office is run efficiently, I feel heard when I

communicate with others in my office and I like my job.

There is significant difference between age with respect to overall opinion

about the attrition and retention management in times jobs except five factors like, I

feel encouraged by my office to pursue professional development, Promoting respect

and fair treatment among all fair treatment among all the staff is a high priority of this

office, Overall this office is run efficiently, I feel heard when I communicate with

others in my office and I like my job.

SUGGESTIONS

It is recommended that organizations should concentrate on the above

mentioned findings before moulding their best practices to counter

attrition, this will ensure that the step taken is effective and efficient

to fight the exodus. The company should remember, treatment is

given for causes and not symptoms.

If the company has to conduct an exit interview, it is far better to get a

neutral third party to conduct them. This might help them to improve

the reliability of exit interviews.

It is advisable to conduct exit interviews after a period of 3-6 months.

The information is more difficult to obtain but may be more reliable

as the references factor is less significant

Today‟s HR jobs are confined to recruitment and salary calculation.

The enormous growth in the strength of work force has made one to

one interaction between HR and employee practically impossible. But

it will be wise to get in touch with the team leaders and get a weekly

or bi-weekly update on performers and non- performers in a team.

Find time to spare for having a word with the non- performers.

„Offer‟ them assistance in the form of training. Forcing them to take

training might hurt their morale making idea backfire.

It has come to our notice that often HR managers tend to „lose‟

patience with some non performers and eventually end up in firing

that employee. It is advisable to seek the help of a psychologist or a




144

councilor to effectively handle such issues- to find out the underlying

reasons- than the HR managers to handle it by themselves.

Rewards and recognition alone can‟t help in fighting the attrition. It

should be properly backed by good career guidance and career

counseling. It is sad to notice that many employees are still not fully

aware of their growth potential.

Finally to end with, something for the industry to practice: the most

important countermove (against attrition) would be to promote close

bonding (as in a club) amongst HR personnel in the industry in a

given city. Insisting on „ reliving‟ letters, mutual respect for an

„industry- agreed relieving period‟ and bilateral „ no- poach policies‟

are the steps that has to be taken, if at all something can be done.

Another strategy to defend attrition could be to persuade companies

not to entertain people who come with less than a year of productive

employment with their previous employer

CONCLUSION

It is interesting to see that most of the company‟s best practices remain as

just practices because of the simple fact that those are not designed in accordance with their

employee‟s real needs. They are designed keeping in mind some general reasons. No

retention specialist would dream of telling you what your employee‟s value. The million

dollar question is “whether to find a new employee or to retain the old in kitty?” it is found

that an organization has to spend 6 times more for replacing a lost employee. It is high time

that HR managers, team leaders and other top notch officials‟ wake up to this reality. In the

world of globalization and cut-throat competition battles cannot be lost for the want of a nail.

BIBLIOGRAPHY

BOOKS

Keith Davies, “Human Behaviour at Work” Tata McGraw Hill Book Company,

New Delhi ,1985.




145

Kothari, C.R., “Research Methodology- Methods and Techniques”, Vikas

Publishing House pvt. Ltd., New Delhi, 1978.

Roa V.S.P. “Human Resource Management”, Anurag Jain Publication, New Delhi,

2005.

Uday Pareek,” Human Resource System”

Gary Dazler, “Human Resource Management” Prentice Hall India, New Delhi,

2005.

Websites

www.citehr.com

www.managementparadise.com

http://www.citehr.com/

http://www.managementparadise.com/

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