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My project is fully depend on employees' view, it analysis the employees attitude and management functions and policies, which may help to the scholars as well as the company,.........
A STUDY ON LABOUR TURNOVER WITH SPECIAL REFERENCE TO JERSEY KNIT FASHION-TIRUPUR.
Submitted by
M. JAREENA BEGUM
(113AA0402)
Under the guidance and supervision of
Mrs.P.SHANTHI M.COM.,M.PHIL., A Dissertation Submitted to the Bharathiar University in partial fulfilment of the Requirements for the award of the degree of
MASTER OF COMMERCE
DEPARTMENT OF COMMERCE ST. JOSEPH’S COLLEGE FOR WOMEN
(Affiliated to Bharathiar University) Kangeyam Road, Tirupur-641 604 APRIL-2013
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DECLARATION
I hereby declare that the dissertation, entitled “A STUDY ON LABOUR TURNOVER WITH SPECIAL REFERENCE TO JERSEY KNIT FASHION-TIRUPUR” submitted to Bharathiar University, in partial fulfilment of the requirement for the award of the degree of MASTER OF COMMERCE is a record of original research work done by me during 2011-2013 under the supervision and guidance of Mrs.P.SHANTHI M.COM.,M.PHIL., Department of commerce and it has not formed the basis for the award of any Degree/Diploma/Fellowship or the other similar title to any candidate of any University.
PLACE: DATE:
SIGNATURE OF THE CANDIDATE (M. JAREENA BEGUM) (113AA0402)
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CERTIFICATE
This is to certify that the dissertation, entitled “A STUDY ON LABOUR TURNOVER WITH SPECIAL REFERENCE TO JERSEY KNIT FASHION, TIRUPUR” submitted to the Bharathiar University, in partial fulfilment of the requirements for the award of the degree of MASTER OF COMMERCE is a record of original research work done by M. JAREENA BEGUM ( 113AA0402) during the period of 2011-2013 of her study in the DEPATMENT OF COMMERCE at ST.JOSEPH’S COLLEGE FOR WOMEN, TIRUPUR, under my supervision and guidance and the dissertation has not formed the basis for the award of any Degree/Diploma/Association/Fellowship or other similar title to any candidate of any University.
PLACE: DATE:
SIGNATURE OF THE GUIDE
PRINCIPAL
HEAD OF THE DEPARTMENT
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ACKNOWLEDGEMENT
I thank the almighty that has been with us in all critical moments. I am highly indebted to all people who have directly and indirectly contributed a lot towards the successful completion of this dissertation.
I wish to express my deep sense of gratitude and thanks to Rev Sr. NYMPHA MSc., M.Phil., Principal, St.Joseph?s college for women, Tirupur, for allowing me to undertake this Dissertation.
I
also
extent
my
sincere
thanks
to
Mrs.T.G.SHEJO
M.Com.,M.Phil.,PGDCA., Head of the department of commerce, St.Joseph?s college for Women, Tirupur, for her encouragement to do this Dissertation.
I record my heartiest indebtedness to my beloved dissertation guide Mrs.P.SHANTHI M.COM.,M.PHIL., for her valuable suggestions and immense help in making my Dissertation work success.
I extend my heartfelt thanks to my friends and beloved family members who supported me in all my way during the project.
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CONTENTS
TITLE LIST OF TABLES LIST OF CHARTS I INTRODUCTION 1.2 SCOPE OF THE STUDY 1.3 OBJECTIVE OF THE STUDY 1.4 RESEARCH METHODOLOGY 1.5 LIMITATIONS OF THE STUDY 1.6 CHAPTER SCHEME II III IV V REVIEW OF LITERATURE ANALYSIS AND INTERPRETATION FINDINGS AND SUGGESTIONS CONCLUSION BIBLIOGRAPHY ANNEXURE PAGE NO
CHAPTER
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CHAPTER – I INTRODUCTION 1.1 INTRODUCTION
An organization is made up of four resources, namely, men, material, money and machinery. The success of an organization mainly depends up on these four factors of production. Among these factors, people are the most significant resources in an organization. “The most valuable of all capital is that invested in human being” Human resources are heterogeneous in the sense that they differ in personality, perception, emotions, values attitudes, motives and modes of thoughts. Their behaviour to stimuli is often inconsistent and unpredictable. While other resources depreciate, human resources appreciate with the passage of time. Given the highly competitive and complex business environment, attracting and retaining qualified and competent employees have become a real challenge for the today?s managers. Labour is the most perishable commodity and as such should be effectively utilised immediately. Labour, once lost, cannot be recouped and is bound to increase the cost of production. Labour turnover is a major issue for most of the employers; it imposes cost of them that they are keen to avoid. Human life is built around work, whether one likes it or hates it. Work is an essential part of life. Numerous and varied are the activities that a man
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undertakes during his life time and long indeed is the list of roles that he has to play in the theatre of life. Human resources are the most important demand in an organization. The effective utilisation of all other resources depends up on the quality of human resources. In order to achieve organisational objectives integration of employer and employee interest is necessary. Integration involves motivating employees through various monetary and non-monetary incentives, providing job satisfaction, handling employee grievances through formal grievance procedures, employee counselling etc.
MEANING FOR LABOUR TURNOVER Labour turnover refers to the movement of employees in and out of the organization or it denotes the percentage change in the labour force of an organization. High percentage of labour turnover denotes that labour is not stable and there are frequent changes in the labour force because of new workers engaged and workers who left the organizations. DEFINITION FOR LABOUR TURNOVER The ratio of the number of employees that leave a company through attrition, dismissal, or resignation during a period to the number of employees on payroll during the same period. A turnover rate is the percentage of employees that a company must replace within a given time period. According to, Tejinder Pal Singh Labour turnover is not only organizations that want to change. People want to change organizations too. However retaining talent is the only way to gain competitive advantage.
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1.2 SCOPE OF THE STUDY
Determining the acceptable and current employee turnover will indicate the success of HR functions including HR development, appraisal, rewards and promotional system. It will also help to decide on the value and effectiveness of the internal or external recruitment programs. The success of an organization depends to a very large extent on the morale of the employees and their wholehearted co-operation. Employee morale depends to a large extent on the discharge of the comp any?s responsibilities to them and the employer and employee relationship.
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EFFECTS OF THE LABOUR TURNOVER
There must be some labour turnover due to personal and unavoidable causes. It has been observed by employers that a normal labour turnover, which is between 3% and 5%, need not cause much anxiety. But a high labour turnover is always detrimental to the organization. The effect of excessive labour turnover is low labour productivity and increased cost of production. This is due to the following reasons. ? Frequent changes in the labour force give rise to interruption in the continuous flow of production are reduced. ? New workers take time to become efficient. Hence lower efficiency of new workers increases the cost of production. ? Selection and training cost of new workers recruited to replace the workers who have left increase the cost of production. ? New workers being unfamiliar with the work give more scrap, rejects and defective work which increase the cost of production. ? New workers being inexperienced workers cause more depreciation of tools and machinery.
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CASUSES OF LABOUR TURNOVER
The various causes of labour turnover can be classified under the following three heads. 1. Personal causes 2. Unavoidable causes and 3. Avoidable causes.
1. PERSONAL CAUSES:
Workers may leave the organizations purely on personal grounds, eg. ? Domestic troubles and family responsibilities. ? Retirement due to old age. ? Accident making workers permanently incapable of doing work. ? Death. ? Workers finding better jobs at some other places. ? Dislike for the job or place. ? Women workers may leave after marriage in order to take up household duties.
2. UNAVOIDABLE CAUSES:
In certain circumstances it becomes necessary for the management to ask some of the workers to leave the organization. These circumstances may be as follows: ? Workers may be discharged due to insubordination or inefficiency. ? Workers may be discharged due to continued or long absence. ? Workers may be retrenched due to shortage of work.
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3. AVOIDABLE CAUSES:
? Low wages and allowances may induce workers to leave the factory. ? Unsatisfactory working conditions. ? Job dissatisfaction on account of wrong placement of workers may become a cause of leaving the concern. ? Lack of security of employment. ? Unfair methods of promotion. ? Lack of proper training facilities. ? Unsympathetic attitude of the management may force the workers to leave.
COST OF LABOUR TURNOVER
High rates of labour turnover are expensive in terms of: ? Additional recruitment costs ? Lost production costs ? Increased costs of training replacement employees ? Loss of know-how and customer goodwill ? Potential loss of sales (e.g. if there is high turnover amongst the sales force) ? Damage that may be done to morale and productivity (an intangible cost) Formula for employee turnover: Number of employee separations Turnover Rate = Average number of employees *100
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BENEFITS OF LABOUR TURNOVER
Labour turnover does not just create costs. Some level of labour turnover is important to bring new ideas, skills and enthusiasm to the labour force. A "natural" level of labour turnover can be a way in which a business can slowly reduce its workforce without having to resort to redundancies this is often referred to as "natural wastage".
REDUCTION OF LABOUR TURNOVER
The following steps may be taken to reduce the labour turnover; ? A suitable personnel policy should be framed for employing the right man for the right job and giving a fair and equal treatment to all workers. ? Good working conditions, which may be conducive to health and efficiency, should be provided. ? Fair rates of pay and allowances and other monetary benefits should be introduced. ? An employee suggestion box scheme should be introduced. ? Men-management relationships should be improved by encouraging labour participation in management.
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INTRODUCTION TO COMPANY
“INDUSTRY FOR MAN AND NOT MAN FOR INDUSTRY” JERSEY KNIT FASHION is a Government recognised export house. It is one of the knitted garment-manufacturing exporters in Tirupur. They have expanded their processing, knitting, embroidery and stitching units with imported machines from Italy, Korea and Japan which enable them to satisfy their valuable buyers with good quality and prompt delivery. Through their separate sampling, merchandising, production and quality checking units with experienced technicians, they can maintain maximum customer satisfaction from yarn to garments in each stage. They are mainly specialised in 100% cotton, cotton blended with viscose and polyester, cotton with elasthan in simple jersey, rib, interlock yarn dyed fabrics and fleece structures. Wearing of garments has been a prime need of every human being. Jersey knit fashion, apart from offering its own collection customizes its production developing fabrics from samples given by customers. Jersey knit fashion has a “win-win” strategy. They have grown along with their customers with whom they started exports in 1991.they are continuing business successfully where worked together for mutual benefit thus resulted in overall „PROSPERITY?.
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PROFILE OF THE COMPANY
Name Address Jersey knit fashion, 8/626 AVP layout, 15,velampalayam Tirupur – 641603. Managing director Bank Mr G.Thennarasu.
Tirupur – 641604. Factory product 100% Export Oriented Ready Made Garments. Annual turnover Telephone Fax No. of employees engaged No. of employees leave the organization in a year (approx) 60 520 40 Crores. 0421-4 0421-4
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1.3 OBJECTIVES OF THE STUDY
Primary objective ? To study the factors influencing labour movements. ? To know the employees view regarding labour turnover. Secondary objectives ? To study about the impact of labour welfare measures. ? To analyse the employees attitude towards management. ? To know the employees relationship with co-workers
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1.4 RESEARCH METHODOLOGY
Research methodology is a way of systematically solving the research problem. Research methodology is a structured enquiry that utilizes acceptable scientific methodology to solve problems and create new knowledge that is generally applicable. Research methodology deals with the research design used and other methods used to the present study RESEARCH DESIGN: A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to research purpose with economy in procedure. This study has taken the descriptive type of research. This includes surveys and fact-finding enquires. Here the study is about the labour attitude for leaving the organization. SAMPLE DESIGN: Sample design is of convenience sampling, the sample units are chosen primarily on the basis of the convenience to the investigator. 100 respondents are selected for this study. Data which has already gone through the process of analysis or were used by someone else earlier is referred to secondary data. This type of data was collected from the ? Company ? Books ? Company profile ? Previous records ? Website
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SAMPLE SIZE: Sample size for this study is 100. SOURCES OF DATA: PRIMARY DATA: Primary data are collected through questionnaire from the labour of the concern. SECONDARY DATA: Secondary source of information are collected from the profile of the concern, books, journals, internet and magazines. TOOLS AND TECHNIQUES: To obtain an appropriate analysis for the study the researcher should be more conscious in selecting the mathematical tools and such tools should be applied in the right area. In this study the following tools are used. STATISTICAL TOOLS ? Simple Percentage Method. ? Likert-scale method. ? Chi-Square Method. SIMPLE PERCENTAGE METHOD One of the simplest methods of analysis is the percentage method. It is one of the traditional statistical tools. Though the use of percentage, the data are reduced in the standard form with the base equal to 100, which facilitates comparison.
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The formula used to compute percentage analysis is, Number of respondents Percentage of respondents = ------------------------------------- *100 Total number of respondent
LIKERT SCALE METHOD: Likert scale is simply a statement which the respondent is asked to evaluate according to any kind of subjective or objective level of agreement and disagreement is measured Likert scaling is a bipolar scaling method, measuring either positive or negative response to a statement. CHI-SQUARE METHOD: For testing the significance of the difference between observed and expected frequencies under the null hypothesis that the difference is insignificant, the formula for calculating Chi-Square is X2 = ? (O-E) 2 /E Here, O is the observed frequencies E is expected frequencies The expected frequencies can be calculated on the assumption of Ho. The expected frequencies can be calculated by using the following formula E= Row total*Column total/Grand total Pearson has shown that for large sample this statistic follows a chi-square distribution with (n-1) degrees of freedom. Uses of chi-square test: The following are the used of chi-square statistic. ? It is used to test the goodness of fit of a distribution.
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? It is used to test the significance of the difference between the observed theoretical distributions. ? It is also used to test the independence of attributes Procedure for Testing: The following are the procedure for testing significance. ? Ho: There is no significant difference between the observed and the expected frequencies ? H1: There is significant difference between the observed and the expected frequencies. ? Calculated the theoretical frequency contingency table. ? Calculate chi-square by using the formula. ? The number of degrees of freedom=n-1
? Where n is the number of classes Result:
1. If the calculated value of chi-square is < the table value of chi- square, ho is accepted at the significance level of 5% 2. If calculated value of chi-square is > the table value. Ho is rejected at significance level of 5%.
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1.5 LIMITATIONS
? Most of the respondents hesitate to give personal details related to labour movements. ? Time is a major constraint for this study. ? It is totally dependent on respondents view. ? Analysis is limited to jersey knit fashion and its turnover, which cannot be projected, to the whole population. ? Sample size is limited to 100. So the results may not apply to all the workers.
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1.6 CHAPTER SCHEME:
? Chapter one deals with Introduction. ? Chapter two deals with Review of literature. ? Chapter three deals with Analysis and interpretation. ? Chapter four deals with Findings and suggestions. ? Chapter five deals with Conclusion.
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CHAPTER-II REVIEW OF LITERATURE
Introduction Turnover refers to the characteristics of a given company or industry, relative sector at which an employer gains and losses staff. Labour turnover is a critical human resource issue in all sectors of the economy. Turnover affects productivity, product, service, quality and profitability. 1.Agnes (1999) turnover is the ratio of the number of workers that had to be replaced in a given time period to the average number of workers. 2.Currivan(1999) employee turnover may be mostly a negative issue, yet it can become positive when it controlled by the organization correctly. 3.Werbel and bedian(1989) employee turnover is a natural outcome of doing business, yet it is harmful to an organization in large quantities, so it should be kept to a minimum. 4.Gordon Bowdon (1952) introduces what he calls a simple solution to the turnover problem, that being to pay employees more than the competition. Employee turnover has a number of sole and combined causes depending on a variety of issues dealing with work-related and non work-related matters dealing.
Source: 1) Journal of employment research newsletter, volume 23,sep 2011 2) www.hrmguide.com 3) www.ifs.org
4 ) www.ifs.org
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5.Lynn coleman(1989) offers ideas on how to correct and prevent employee turnover, some of his recommendations include the institutions of exit interviews and other methods of finding the reasons for people leaving the company. Surveys and interviews are excellent method by which to find information about people. Possibly anonymous surveys would be the best, and for those paranoid employees may be a typed survey turned. 6.Stephen laser (1980) offers various scenarios that may cause employee turnover, it is perceived by most, even though it is still questionable that the main cause of turnover deals with salary issues. Shifting values may also have something to with turnover and the change in today?s work ethics. 7.White (1995) employee turnover costs the company money, companies may increase their stock price by reducing turnover. There are tangible and intangible effects of turnover. Concrete costs can be seen in the time spent in recruiting, selecting and training new employees 8.Kramer(1999) the turnover has on a company includes the losses of intellectual capital. This is loss in people that have been trained and know things about the job which may not be quickly replaced. It reduces the morale while increasing the stress of those that stay because the remaining workers must fill the slot left open while a replacement is found.
Source: 5) Journal of HRM volume 7 march 2010. 6) Mr.DAVIS KEITH AND NEWSTROM JOHN W, A study on labour turnover- The project magazine 7) www.people management.co 8) Journal of HRM volume 7 march 2010
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9.Hom and kinicki (2001) discuss the cause of turnover to be job dissatisfaction. They discuss this issue under the topics of inter role conflicts, referring to the multiple role employees play at work and the stresses that accompany them. Decrease job satisfaction and thus increases the employee leaving the company. 10.Noah and yong-pin (2002) agree that properly selecting employees in fact a huge aspect of employee turnover. During the selection of personnel phase of the hiring process a mismatch can occur between company or position and employee. The person job seeking is generally looking for more than one opportunity since they have or they are willing to leave their present work. 11.Allen and meyer(1990) investigated the nature of the link between turnover and the three components of attitudinal commitment: affective commitment, continuance commitment, normative commitment, allen meyer?s study investigated that all three components of commitment were a negative indicator of turnover. Most research has found affective commitment to be the most decisive variable linked to turnover.
Source: 9) journal of the international institute volume 9 june 2009. 10) www.bizjournal.com 11) Business life.
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12.Campion(1991) suggests that the most important reason for voluntary turnover is higher wages or career opportunity. 13.Green(2000) employee blame work and thus become dissatisfied with their jobs as part of the inter role conflict caused by the combined responsibilities of work, family, community, and personal. 14.Martin(2003) investigates the determinants of labour turnover using establishment level survey data. Martin indicated that there is an inverse relationship between relative wages and turnover that establishments with higher relative pay had lower turnover. 15.Taplin(2003) introduces a large scale turnover study in the british clothing industry, two factors emerged as the most significant reasons for employees learning the industry . one was the low level of wage rates in the industry, other reason referred to industry image because of fears relating to the long term future of industry. The turnovers were highest among the most skilled workers. The study was also examined the role of payment systems in turnover.
Source: 12) www.scribd.com 13) CATHERINE HAKIM internationally indexed journal." Labour turnover " volume -II jan 2011. 14) www.bbr.unl.edu 15) Business today.
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16.Employee turnover (2000) there are tangible and intangible effects of turnover. Concrete costs can be seen in the time spent in recruiting, selecting and training new employees. These values can be accounted for fees spent on advertising and the manpower used to conduct interviews and training. 17.Sheehan(1995) discusses two other causes in addition to job dissatisfaction. People often leave their jobs for a better job or for reasons unrelated to the job. Employees may be looking for a better opportunity and not suffer from job dissatisfaction. 18.Mobley(1979) conducted the research on the link between dissatisfaction with pay and voluntary turnover. Companies may reduce the employee turnover by providing effective pay.
Source: 16) www.scribd.com 17) www.employeeturnover.com 18) Project management.
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19.The UK chartered institude of personnel and development (CIPD)(2004) suggests that labour turnover is an important to organization employers have an understanding of their rates of labour turnover and its effect on organization?s effectiveness depending on the size of business, understanding the levels of turnover. Occupations, locations and particular groups of employees can help to inform a comprehensive retention strategy. By understanding the nature of the labour turnover problem an organization can decide whether to adopt targeted retention initiatives or to manage overall levels. So that there will be sufficient labour in the organizations. 20.Gleebeek and bax(2004) definite progress has be made in the development of excellent human resource programs in order to reduce turnover, yet significant margins of error still exst even in the best testing and interviewing forms of hiring practices.
Source: 19)www.scribd.com 20)www.finalprojectdatabase.com
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CHAPTER – III ANALYSIS AND INTERPRETATION
TABLE NO. 3.1 AGE RATE
NO.OF RESPONDENTS 39 42 19 100 PERCENTAGE
S.NO 01 02 03
AGE IN YEARS Between 18 to 30 yrs Between 30 to 45 yrs Above 45 yrs Total
39 42 19 100
(SOURCE: PRIMARY DATA) INTERPRETATION The above table shows that 39% of the respondents are belongs to the age group of 18-30 years and 42% are belongs to the age group of 30-45 years. The remaining 19% are above the age of 45 years.
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CHART NO. 3.1 AGE GROUP
45 40 35 30
42% 39%
Percentage
25 20 15 10 5 0
19%
Age
18-30 Years
30-45 Years
Above 45 Years
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TABLE NO. 3.2 GENDER RATE
NO. OF RESPONDENTS 75 25 100 PERCENTAGE
S.NO 01 02
GENDER Male Female Total
75 25 100
(SOURCE: PRIMARY DATA) INTERPRETATION Among the 100 respondents 75% are male employees and the remaining 25% are female employees.
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CHART NO. 3.2
GENDER RATE
80 70 60 50 40 30 20 10 0
75%
Percentage
25%
Gender
Male
Female
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TABLE NO. 3.3 MARITAL STATUS
MARITAL STATUS Married Unmarried Total (SOURCE: PRIMARY DATA) INTERPRETATION It is clear from the above table that 55% of the respondents are married and the remaining 45% respondents are unmarried. NO. OF RESPONDENTS 55 45 100 PERCENTAGE
S.NO 01 02
55 45 100
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CHART NO.3.3
MARITAL STATUS
60
55%
50
45%
40
Percentage
30
20
10
0
Status Married Unmarried
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TABLE NO. 3.4 EDUCATIONAL QUALIFICATION
S.NO 01 02 03 04
EDUCATIONAL QUALIFICATION Up to 5th std Up to 10th std Up to 12th std Diploma
NO. OF RESPONDENTS 23 42 23 12 100
PERCENTAGE
23 42 23 12 100
Total (SOURCE: PRIMARY DATA) INTERPRETATION The above table reveals that 23% of the respondents are up to 5 th std, 42% of the respondents are up to 10th std, 23% of the respondents are up to 12th std and 12% of the respondents are diploma level in educational qualification.
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CHART NO. 3.4
EDUCATION QUALIFICATION
45 40 35 30
42%
Percentage
25 20 15 10 5 0
23%
23%
12%
Education Upto 5th std Upto 12th std Upto 10th std Diploma
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TABLE NO. 3.5 MONTHLY INCOME
S.NO 01 02 03
MONTHLY INCOME 2000-5000 5001-10000 10001-15000 Total
NO. OF RESPONDENTS 35 40 25 100
PERCENTAGE
35 40 25 100
(SOURCE: PRIMARY DATA) INTERPRETATION The above table reveals that 35% of the respondents fall in the 2000-5000 categories, 40% of the respondents are in 5001-1000 and 25% of the respondents are in 10001-15000 category.
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CHART NO. 3.5
MONTHLY INCOME
45
40%
40
35%
35 30
Percentage
25%
25 20 15 10 5 0
Income level 2000-5000 5001-1000 10001-15000
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TABLE NO. 3.6 OPINION ON YEARS OF WORKING
NO. OF RESPONDENTS 43 26 19 12 100 PERCENTAGE
S.NO 01 02 03 04
YEARS 1-2 Years 2-3 Years 3-4 Years 4-5 years Total
43 26 19 12 100
(SOURCE: PRIMARY DATA)
INTERPRETATION The above table shows that 43% of the respondents were working between 1-2 years, 26% of the respondents were working between 2-3 years, 19% of the respondents were working between 3-4 years and remaining 12% of the respondents working between 4-5 years.
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CHART NO.3.6
YEARS OF WORKING
50 45 40 35
43%
Percentage
30
26%
25 20 15 10 5 0
19%
12%
Working years
1-2 Years 3-4 Years
2-3 Years 4-5 Years
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TABLE NO. 3.7 NATURE OF THE JOB
S.NO 01 02 03 SORT OF JOB Target oriented Routine work Both Total (SOURCE: PRIMARY DATA) INTERPRETATION The above table shows that 29% of the respondents are working target oriented job and 52% are belongs to the routine work. The remaining 19% are doing both the work. NO.OF RESPONDENTS 29 52 19 100 PERCENTAGE 29 52 19 100
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CHART NO.3.7 NATURE OF THE JOB DOING IN THE COMPANY
19% 29%
52%
Target oriented
Routine work
Both
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TABLE NO. 3.8 PERCEPTION ABOUT THE JOB
NO.OF RESPONDENTS 45 15 23 17 100
S.NO 01 02 03 04
PERCEPTION Stressful Challenging Interesting Boring Total
PERCENTAGE 45 15 23 17 100
(SOURCE: PRIMARY DATA) INTERPRETATION The above table shows that 45% of the respondents feel stressful, 15% of the respondents feel challenging, 23% of the respondents feel interesting, and the remaining 17% feel boring about their job.
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CHART NO.3.8 PERCEPTION ABOUT THE JOB
50
45%
45 40 35
Percentage
30 25 20
23% 17%
15%
15 10 5 0
Perception Stressful Challenging Interesting Boring
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TABLE NO. 3 .9 OPINION ON COMPANY’S WAGE POLICIES
S.NO 01 02 LEVEL OF SATISFACTION Satisfied Dissatisfied Total NO. OF RESPONDENTS 61 39 100 PERCENTAGE
61 39 100
(SOURCE: PRIMARY DATA)
INTERPRETATION From the above table it is inferred that 61% of the respondents are fully satisfied about the wage policies of the company. Out of which 39% of the respondents are not satisfied.
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CHART NO.3.9 OPINION ON WAGE POLICY
70
61%
60
50
Percentage
40
39%
30
20
10
0
Wage policy Satisfied Dissatisfied
45
TABLE NO. 3.10 DISTANCE FROM HOME TO COMPANY
S.NO 01 02 03 04 NO.OF RESPONDENTS 52 43 5 0 100
DISTANCE Less than 10 km 10 km – 20 km 20 km – 50 km Above 50 km Total
PERCENTAGE 52 43 5 0 100
(SOURCE: PRIMARY DATA) INTERPRETATION The above table shows that 52% of the respondents have the distance of less than 10 km, 43% of the respondents are coming from 10km-20km and the remaining 5% of the respondents coming from 20km-50km.
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CHART NO.3.10 DISTANCE FROM HOME TO COMPANY
52%
50
60
43%
40
Percentage
30
20
10
5% 0%
0
Distance Less than 10 km 20 km – 50 km 10 km – 20 km Above 50 km
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TABLE NO. 3.11 OPINION ON PLACEMENT OF JOB
S.NO 01 02 03 04 05
OPINION Very good Good Average Poor Very poor Total
NO. OF RESPONDENTS 10 28 49 12 1 100
PERCENTAGE
10 28 49 12 1 100
(SOURCE: PRIMARY DATA) INTERPRETATION From the above table it shows that, 10% of the respondents feel Very good, 28% of the respondents feels good, 49% of the respondents feels Average, 12% of the respondents feels Poor and 1% of the respondents feels Very poor regarding the placement of job.
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CHART NO.3.11 OPINION ON PLACEMENT POSITION
60
50
49%
40
Percentage
30
28%
20
10
10%
12%
1%
0
Placement position Very good Good Poor Very poor
Average
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TABLE NO.3.12 OPINION ON WORK GIVEN MORE THAN THEIR ABILITY
S.NO. 1 2 PARTICULARS Yes No Total (SOURCE: PRIMARY DATA) INTERPRETATION The above table reveals that 64% of the respondents were get better work opportunities than their ability and the remaining were not offered for it. NO.OF RESPONDENTS 36 64 100 PERCENTAGE 36 64 100
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CHART NO.3.12 ABILITY OF THE WORK
36%
64%
Yes
No
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TABLE NO. 3.13 OPINION ON COMPANY’S REWARD
NO. OF RESPONDENTS 25 75 Total (SOURCE: PRIMARY DATA) INTERPRETATION The above table inhales that only 25% of the respondents were having favourable attitude towards the reward given by the company and 75% of the respondents shows their unfavourable opinion towards it. 100
S.NO 01 02
PARTICULARS Yes No
PERCENTAGE 25 75 100
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CHART NO.3.13 OPINION ON REWARD PROVIDED BY THE COMPANY
80 70 60 50 40 30 20 10 0
75%
Percentage
25%
Reward Yes No
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TABLE NO. 3.14 BEST HIERARCHICAL LEVEL IN THE MANAGEMENT
LEVEL S.NO 1 2 3 Top level Mid level Lower level Total (SOURCE: PRIMARY DATA) INTERPRETATION The above table reveals that 45% respondents says that top level is the best, 25% of the respondents says that mid level management is best, and 30% of the respondents feels that lower level is the best management . 45 25 30 100 45 25 30 100 NO. OF RESPONDENTS PERCENTAGE
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CHART NO.3.14 BEST HIERARHICAL LEVEL IN THE MANAGEMENT
50 45 40 35
45%
30% Percentage
30
25%
25 20 15 10 5 0
Management level Top level Mid level Lower level
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TABLE NO. 3.15 OPINION ON COMPANY’S COMPENSATION
S.NO 01 02 Yes No Total OPINION NO. OF RESPONDENTS 36 64 100 PERCENTAGE
36 64 100
(SOURCE: PRIMARY DATA) INTERPRETATION From the above table it shows that 64% of the respondents were not satisfied with the compensation provided by the company and the remaining 36% were satisfied with the compensation provided by the company.
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CHART NO.3.15
COMPENSATION PROVIDED BY THE COMPANY
70
64%
60
50
40
Percentage
36%
30
20
10
0
Compensation level
Yes No
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TABLE NO. 3.16 OPINION ON ACCIDENT
PARTICUKARS S.NO 1 2 Yes No Total 48 52 100 48 52 100 NO. OF RESPONDENTS PERCENTAGE
(SOURCE: PRIMARY DATA) INTERPRETATION The above table reveals that 48% of the respondents says yes to accident made temporarily incapable, 52% of the respondents says that the accident does not made them temporarily incapable.
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CHART NO.3.16 OPINION ON ACCIDENT
53
52%
52
51
Percentage
50
49
48%
48
47
46
Accident Yes No
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TABLE NO. 3.17 OPINION ON EMPLOYEE GRIEVANCE IN THE ORGANIZATION
NO. OF RESPONDENTS
OPINION S.NO 1 2 Total Yes No
PERCENTAGE
60 40 100
60 40 100
(SOURCE: PRIMARY DATA) INTERPRETATION The above table reveals that 60% of the respondents say that they have employee grievance in the organization, 40% of the respondents say that they do not have employee grievance in the organization.
60
CHART NO.3.17
EMPLOYEE GRIEVANCE IN THE ORGANISATION
70
60
60%
50
Percentage
40
40%
30
20
10
0
Employee grievance Yes No
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TABLE NO. 3.18 OPINION ON EMPLOYEE GRIEVANCE HANDLING
S.NO 1 2 3 4 5 PARTICULARS NO. OF RESPONDENTS 52 28 12 8 0 100 PERCENTAGE
Very good Good Average Poor Very poor TOTAL
52 28 12 8 0 100
(SOURCE: PRIMARY DATA) INTERPRETATION The above table reveals that 52% of the respondents feel Very good, 28% of the respondents feel good, 12% of the respondents feel average and 8% of the respondents say that they feel poor in the grievance handling.
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CHART NO.3.18 GRIEVANCE HANDLING IN THE ORGANISATION
60
52%
50
40
Percentage
30
28%
20
12%
10
8% 0%
0
Grievance Handling Very good Good Average Poor Very poor
63
TABLE NO. 3.19 OPINION ON HIGHER OFFICIAL’S SUPPORT
OPINION S.NO 1 2 Total Yes No 80 20 100 80 20 100 NO. OF RESPONDENTS PERCENTAGE
(SOURCE: PRIMARY DATA) INTERPRETATION The above table reveals that 64% of the respondents say yes, and 52% of the respondents say no to higher officials support in grievance handling.
64
CHART NO.3.19
OPINION ON HIGHER OFFICIAL'S SUPPORT
20%
80%
Yes
No
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TABLE NO. 3.20 RESPONDENTS OPINION ON DISSATISFYING FACTOR
FACTOR S.NO 01 02 03 04 Incompatible salary Job positioning Limited opportunity others Total
NO. OF RESPONDENTS 14 38 48 0 100
PERCENTAGE
14 38 48 0 100
(SOURCE: PRIMARY DATA) INTERPRETATION The above table reveals that 14% of the respondents say that incompatible salary is the major dissatisfying factor, 38% of the respondents say that job positioning is the major dissatisfying factor, 48% of the respondents say that limited opportunity is the major dissatisfying factor.
66
CHART NO.3.20 DISSATIFYING FACTOR OF ENPLOYEES
60
50
48%
40
38%
Percentage
30
20
14%
10
0%
0
Dissatisfying factor
Incompatible salary Limited opportunity
Job position others
67
TABLE NO.3.21 OPINION ON JOB OPPORTUNITIES OFFERD BY ANOTHER COMPANY
S.NO 01 02
NO. OF RESPONDENTS OPINION Yes No Total 62 38 100
PERCENTAGE
62 38 100
(SOURCE: PRIMARY DATA) INTERPRETATION The above table reveals that 62% of the respondents were get better job opportunities in another company and the remaining were not offered for it.
68
CHART NO. 3.21
OPINION ON JOB OPPORTUNITES OFFERED BY ANOTHER COMPANY
38%
62%
YES
NO
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TABLE NO. 3.22 OPINION ON SWITCH TO BETTER OPPURTUNITIES IN ANOTHER COMPANY
OPINION S.NO 1 2 Total (SOURCE: PRIMARY DATA) INTERPRETATION The above table reveals that 62% of the respondents say yes, and 38% of the respondents say no to switch over the current job if they got better job opportunities. Yes No 58 42 100 58 42 100 NO. OF RESPONDENTS PERCENTAGE
70
CHART NO.3. 22 OPINION TO SWITCH THIS JOB
70
60
58%
50
42% Percentage
40
30
20
10
0
Opinion
Yes
No
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TABLE NO.3.23 (a) SATISFACTION LEVEL ON THEIR PARTICIPATION IN DECISION MAKING
NO. OF RESPONDENTS 4 9 21 33 33 100 POINTS OBTAINED 20 36 63 66 33 218
S.NO 01 02 03 04 05
PARTICULARS Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total
(SOURCE: PRIMARY DATA)
LIKERT SCALE:
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied : : : : : 100 x 5 = 500 100 x 4 = 400 100 x 3 = 300 100 x 2 = 200 100 x 1 = 100
The above table shows that the total points obtained from the scale are 218. It is less than the neutral value of 300.The chart is based on points obtained.
72
CHART NO.3.23 (a)
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TABLE NO.3.23 (b) SATISFACTION LEVEL ON RELATIONSHIP WITH CO-WORKERS
S.NO 01 02 03 04 05 PARTICULARS Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total (SOURCE: PRIMARY DATA) LIKERT SCALE: Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied : : : : : 100 x 5 = 500 100 x 4 = 400 100 x 3 = 300 100 x 2 = 200 100 x 1 = 100 NO. OF RESPONDENTS 39 37 14 7 3 100 POINTS OBTAINED
195 148 42 14 3 402
The above table shows that the total points obtained from the scale are 402. It is greater than the neutral value of 300. The chart is based on points obtained.
74
CHART NO.3.23 (b) OPINION ON RELATIONSHIP WITH COWORKERS
250
200
195
150
148
Points
100 50
42
14 3
0
Relationship with co-workers Highly satisfied Dissatisfied Satisfied Highly dissatisfied Neutral
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TABLE NO. 3.23(c) SATISFACTION LEVEL ON FREEDOM IN THEIR JOB
NO. OF RESPONDENTS 12 25 32 31 0 100 POINTS OBTAINED 60 100 96 62 0 318
S.NO 01 02 03 04 05
PARTICULARS Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total
(SOURCE: PRIMARY DATA) LIKERT SCALE: Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied : : : : : 100 x 5 = 500 100 x 4 = 400 100 x 3 = 300 100 x 2 = 200 100 x 1 = 100
The above table portrays that the total scale points obtained are 318. It is greater than the neutral value of 300. The chart is based on points obtained.
76
CHART NO.3. 23(c)
120
OPINION ON FREEDOM IN THE JOB
100 96
100
80
Points
60
60
62
40
20
0
0
Freedom in the job Highly satisfied Neutral Highly dissatisfied Satisfied Dissatisfied
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TABLE NO. 3.23(d) SATISFACTION LEVEL ON THEIR JOB SECURITY
NO. OF RESPONDENTS 35 30 20 13 2 100 POINTS OBTAINED 175 120 60 26 2 383
S.NO 01 02 03 04 05
PARTICULARS Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total
(SOURCE: PRIMARY DATA) LIKERT SCALE: Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied : : : : : 100 x 5 = 500 100 x 4 = 400 100 x 3 = 300 100 x 2 = 200 100 x 1 = 100
From the above table it is understand that the points obtained from the scale 383 are greater than the neutral value of 300. The chart is based on points obtained.
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CHART NO.23 (d)
200
OPINION ON JOB SECURITY
175
180
160
140
120
120
Points
100
80
60
60
40
26
20
2
0
Job security Highly satisfied Neutral Highly dissatisfied Satisfied Dissatisfied
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TABLE NO. 3.23(e) SATISFACTION LEVEL ON WORK LOAD AND WORK PRESSURE
NO.OF RESPONDENTS 33 21 34 8 4 100 POINTS OBTAINED 165 84 102 16 4 371
S.NO 01 02 03 04 05
PARTICULARS Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total
(SOURCE: PRIMARY DATA) LIKERT SCALE: Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied : : : : : 100 x 5 = 500 100 x 4 = 400 100 x 3 = 300 100 x 2 = 200 100 x 1 = 100
The above table shows that points obtained from the scale are 371. It is greater than the neutral value of 300. The chart is based on points obtained.
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CHART NO3.23 (e) OPINION ON WORKLOAD AND WORK PRESSURE
102
16 4
84 165
Highly satisfied Neutral Highly dissatisfied
Satisfied Dissatisfied
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TABLE NO. 3.23(f) SATISFACTION LEVEL ON TRAINING FACILITIES
NO. OF RESPONDENTS S.NO 01 02 03 04 05 PARTICULARS Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total (SOURCE: PRIMARY DATA) LIKERT SCALE: Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied : : : : : 100 x 5 = 500 100 x 4 = 400 100 x 3 = 300 100 x 2 = 200 100 x 1 = 100 48 31 15 3 3 100 POINTS OBTAINED 240 124 45 6 3 418
The above table shows that the total scale points (418) obtained are greater than the neutral value of 300. The chart is based on points obtained.
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CHART NO.3.23 (f) OPINION ON TRAINING FACILITIES
300
250
240
200
Points
150
124
100
50
45
6 3
0
Training Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied
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TABLE NO. 3.23(g) SATISFACTION LEVEL ON COMPANY’S MOTIVATION
NO. OF RESPONDENTS 42 24 28 5 1 100 POINTS OBTAINED 210 96 84 10 1 401
S.NO 01 02 03 04 05
PARTICULARS Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total
(SOURCE: PRIMARY DATA) LIKERT SCALE: Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied : : : : : 100 x 5 = 500 100 x 4 = 400 100 x 3 = 300 100 x 2 = 200 100 x 1 = 100
The above table it is seen that the total scale points (401) obtained is greater than the neutral value of 300. The chart is based on points obtained.
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CHART NO.3.23 (g) OPINION ON COMPANY'S MOTIVATION
250
210
200
150
Points
100
96 84
50
10
0
1
Motivation Highly satisfied Neutral Highly dissatisfied Satisfied Dissatisfied
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TABLE NO. 3.23((h) SATISFACTION LEVEL ON WELFARE FACILITIES
NO. OF RESPONDENTS 37 21 32 8 2 100 POINTS OBTAINED 185 84 96 16 2 383
S.NO 01 02 03 04 05
PARTICULARS Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total
(SOURCE: PRIMARY DATA) LIKERT SCALE: Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied : : : : : 100 x 5 = 500 100 x 4 = 400 100 x 3 = 300 100 x 2 = 200 100 x 1 = 100
It is clear from the above table that the scale points (383) obtained is greater than the neutral value of 300. The chart is based on points obtained.
86
CHART NO.3.23 (h) OPINION ON WELFARE FACILITIES
185
180
200
160
140
120
Points
100
96 84
80
60
40
20
16 2
0
Welfare facilities Highly satisfied Neutral Highly dissatisfied Satisfied Dissatisfied
87
TABLE NO. 3.23(i) SATISFACTION LEVEL ON WORKING CONDITIONS
NO. OF RESPONDENTS 42 24 18 13 3 100 POINTS OBTAINED 210 96 54 26 3 389
S.NO 01 02 03 04 05
PARTICULARS Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total
(SOURCE: PRIMARY DATA) LIKERT SCALE: Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied : : : : : 100 x 5 = 500 100 x 4 = 400 100 x 3 = 300 100 x 2 = 200 100 x 1 = 100
It is clear from the above table that the scale points (389) obtained is greater than the neutral value of 300. The chart is based on points obtained.
88
CHART NO.3.23 (i)
OPINION ON WORKING CONDITION
250
210
200
150
Points
100
96
54
50
26 3
0
Working condition Highly satisfied Neutral Highly dissatisfied Satisfied Dissatisfied
89
TABLE NO.3.24 FACTORS INFLUENCED THE RESPONDENTS TO LEAVE THE JOB
S.NO PARTICULARS Unsympathetic attitude of the management Shortage of work Age factor Personal problems Total (SOURCE: PRIMARY DATA) INTERPRETATION From the above table it understands that 61% of the respondents were leave their job due to the unsympathetic attitude of the management. 21% were discharged due to shortage of work, 9% of the respondents were equally agreed that the age factor and personal problems, and remaining 20% were discharged due to no co-ordination. NO. OF RESPONDENTS PERCENTAGE
01 02 03 04
41 21 9 9 100
61 21 9 9 100
90
CHART NO.3.24
FACTORS INFLUENCED TO LEAVE THE JOB
9% 9%
21% 61%
Unsympathetic attitude of the management Shortage of work Age factor Personal problems
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TABLE NO. 3.25 CHI-SQUARE TEST-1
NULL HYPOTHESIS: Ho : There is no relationship between monthly income and the level of
satisfaction regarding the wages provided by the company. ALTERNATIVE HYPOTHESIS: Ha : There is a relationship between monthly income and the level of
satisfaction regarding the wages provided by the company.
RELATIONSHIP BETWEEN MONTHLY INCOME AND WAGES PROVIDED BY THE COMPANY WAGES MONTHLY INCOME 25 2000-5000 30 5001-10000 6 10001-15000 61 TOTAL 39 100 19 25 10 40 10 35 YES NO TOTAL
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O 25 10 30 10 6 19
E 21.35 13.65 24.40 15.60 15.25 9.75
O-E 3.65 -3.65 5.6 -5.6 -9.25 9.25 ?=0
(O-E)2 13.3225 13.3225 31.3600 31.3600 85.5625 85.5625
(O-E)2/E 0.6240 0.9760 1.2852 2.0102 5.6106 8.7756 ? = 19.2816
TOTAL
Chi-square(x2) Calculated value Degree of freedom Level of significance Table value
= (O-E)2/ E = 19.2816 =2 = 5% = 5.991
The calculated chi-square value is (19.2816) is greater than the table value (5.991).Hence the null hypothesis test is rejected. So there is a relationship between the monthly income and the satisfaction level regarding the wages provided by the company.
93
TABLE NO. 3.26 CHI-SQUARE TEST-2
NULL HYPOTHESIS: Ho : There is no relationship between age and the sort of job currently doing in
the company. ALTERNATIVE HYPOTHESIS: Ha : There is a relationship between age and the sort of job currently doing in
the company.
RELATIONSHIP BETWEEN AGE AND TH SORT OF JOB CURRENTLY DOING IN THE COMPANY AGE 18-30 years 30-45 years Above 45 years TOTAL
SORT OF JOB Target oriented Routine work Both TOTAL 9 28 2 39 11 15 16 42 9 9 1 19 29 52 19 100
94
O 9 11 9 28 15 9 2 16 1 TOTAL
E 11.31 12.18 5.51 20.28 21.84 9.88 7.41 7.98 3.61 ?
O-E -2.31 -1.18 3.49 7.72 -6.84 -0.88 -5.41 8.02 -2.61 =0
(O-E)2 5.3361 1.3924 12.1801 59.5984 46.7859 0.7744 29.2681 64.3204 6.8121
(O-E)2/E 0.4718 0.1143 2.2105 2.9387 2.1422 0.0786 3.9498 8.0602 1.8870 ? = 21.8531
Chi-square(x2) Calculated value Degree of freedom Level of significance Table value
= (O-E)2/ E = 21.8531 = 4 = 5% = 9.488
The calculated chi-square value is (21.8531) is greater than the table value (9.488).Hence the null hypothesis test is rejected. So there is a relationship between the age and sort of job currently doing in the company.
95
CHAPTER – IV
FINDINGS AND SUGGESTIONS 4.1 Major findings:
? Majority 43% of the respondents were working 2-3 years in the company. ? Majority 52%of the respondents? residence is less than 10km from the location of the company. ? 49% of the respondents feel average about the placement position. ? 32% of the respondents feel neutral about the flexibility and freedom in their job. ? Majority 37% of the respondents are highly satisfied with the welfare facilities. ? 48% of the respondent says that limited opportunity is the major dissatisfying factor. ? Majority 42% of the respondents are satisfied with the working condition in the organization. ? Majority 41% of the respondents leave the company due to the unsympathetic attitude of the management.
Likert Scale:
? 33% of the respondents are dissatisfied with participation in decision making and scored 218 points. ? 39% of the respondents are highly satisfied in relationship with co-workers and scored 402 points.
96
? 32% of the respondents feel neutral about the freedom and flexibility in their job and scored 318 points. ? 35% of the respondents are highly satisfied with the job security and scored 383 points. ? 33% of the respondents are highly satisfied with the workload level and scored 371 points. ? 48% of respondents are highly satisfied with the training facilities provided by the company and scored 418 points. ? 42% of the respondents are highly satisfied with the motivational factor in the organization and scored 401 points. ? 37% of the respondents are highly satisfied with the welfare facilities provided by the organization and scored 383 points. ? 42% of the respondents are highly satisfied with the working condition in the organization and scored 389 points.
Chi-square test:
? There is a significant relationship between monthly income and satisfaction level regarding the wages provided by the company. ? There is a significant relationship between age and sort of job currently doing in the company.
97
4.2 Major suggestions:
? The responsibility of the organization to the workers is to provide fair wages to the employees. ? The company may provide proper training and education to the workers. ? The company may recognize, appreciate or encourage the special skills and capabilities of workers. ? Considerate supervision tends to improve job satisfaction of the employees. ? Reasonable job security to the employees. ? Listen to the employee?s problems and feelings with empathy and genuine concern. ? Sound compensation system has to employed in the company. ? Transport facilities have to be provided to the employees of the Company.
98
CHAPTER – V
5.1 CONCLUSION
The study on labour turnover helps the jersey knit fashion to concentrate on those factors, which affects the labour turnover. Suggestions were also given to the management to take necessary steps to reduce the labour turnover, because it involves heavy additional expenses to the management and at the same time adversely affects the economy of the worker himself. The people?s loyalty to the organization is the positive and harmonious human relations, which is based on the mutual trust and confidence between the work-people and management.
99
BIBLIOGRAPHY
BOOKS: ? Davar R.S., Personnel Management & Industrial Relations, New Delhi, Vikas Publishing House Pvt Ltd, 1988, 10th Edition. ? Ghosh P.K & Ghorpade M.B., Industrial Psychology, Mumbai, Himalaya Publishing House, 1986, 4th Edition. ? Jain S.P & Narang K.L., Cost Accounting, New Delhi, Kalyani Publishers, 2002, 17th Edition. ? Prasad L.M., Organizational Behaviour, New Delhi, Sultan Chand & Sons, 2000, 3rd Edition. ? Kothari C.R., Research Methodology WEBSITES: ? www.studymode.com
? www.scribd.com ? www.jerseyknitfashionjkf.com ? www.hrmagazine.com
? www.managementparadise.com
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A STUDY ON LABOUR TURNOVER WITH SPECIAL REFERENCE TO JERSEY KNIT FASHION TIRUPUR.
QUESTIONNAIRE CUM INTERVIEW 1. Name 2. Age: a. Between 15-30 years c. above 45 years 3. Gender a. Male 4. Marital Status a. Married 5. Educational Qualification a. Up to 5th std c. Up to 12th std :
b. Between 30-45 years
b. Female
b. Unmarried b. Up to 10th std d. Degree holder
6. Monthly Income a.Rs.2000 – Rs.5000 b. Rs.5001- Rs.10000 c. Rs.10001-Rs.15000 7. How long have you been working in Jersey Knit Fashion? a)1-2 years b) 2-3 years c) 3-4 years d) 4-5 years 8. What sort of job you are currently doing in Jersey Knit Fashion? a) Target oriented b) Routine work c) Both 9. What is your perception about your job? a) Stressful b) Challenging c) Interesting d) Boring 10. Are you satisfied with wages? a)Yes b) No 11. What is the distance from your home to the company? a) Less than 10km b) 10km-20km c) 20km-50km d) Above 50km 12. What do you feel about the placement position? a) Very good b) Good
101
c) Average d) Poor e) Very poor 13. Whether the work given to you is much more than your ability? a)Yes b) No 14. Have you rewarded for any good work done by you? a)Yes b) No 15.Which hierarchical level is best in your management? a) Top level b) Mid level c) Lower level 16. Is there any compensation provided in case of any emergency? a)Yes b) No 17.Whether any accident made you temporarily incapable of doing work? a)Yes b) No 18. Is there employee grievance in your organization? a)Yes b) No 19. What is your opinion regarding grievance handling procedure in your organization? a) Very good b) Good c) Average d) Poor e) Very poor 20. Is your higher officials supports or tackles your grievance faced in your company? a)Yes b) No 21. What is the dissatisfying factor in the company regarding your job? a) Incompatible salary b) Job position c) Limited opportunity for personal growth d) Other (specify) 22. Have you got better job opportunities offered by another company? a)Yes b) No 23.If you get any better offer in any companies, would you switch this job? a)Yes b) No 24. Specify your level of satisfaction
102
S.NO (a) (b) (c) (d)
FACTORS Participation level in decision-making Relationship with co-workers Flexibility and freedom in your job The level of job security in the organization Workload and work pressure level. Training facilities provided by the organization. Motivation factor in the organization. Welfare facilities provided by the organization. Working conditions of the organization
HS S
N
DS HDS
(e) (f)
(g) (h)
(i)
HS S N DS HDS
: Highly Satisfied : Satisfied : Neutral : Dissatisfied : Highly Dissatisfied
25. Which factor forces you to leave the job? a) Unsympathetic attitude of the management b) Shortage of work c) Age factor d) Personal problems 26. Give your suggestions (If any).
103
doc_830197540.docx
My project is fully depend on employees' view, it analysis the employees attitude and management functions and policies, which may help to the scholars as well as the company,.........
A STUDY ON LABOUR TURNOVER WITH SPECIAL REFERENCE TO JERSEY KNIT FASHION-TIRUPUR.
Submitted by
M. JAREENA BEGUM
(113AA0402)
Under the guidance and supervision of
Mrs.P.SHANTHI M.COM.,M.PHIL., A Dissertation Submitted to the Bharathiar University in partial fulfilment of the Requirements for the award of the degree of
MASTER OF COMMERCE
DEPARTMENT OF COMMERCE ST. JOSEPH’S COLLEGE FOR WOMEN
(Affiliated to Bharathiar University) Kangeyam Road, Tirupur-641 604 APRIL-2013
1
DECLARATION
I hereby declare that the dissertation, entitled “A STUDY ON LABOUR TURNOVER WITH SPECIAL REFERENCE TO JERSEY KNIT FASHION-TIRUPUR” submitted to Bharathiar University, in partial fulfilment of the requirement for the award of the degree of MASTER OF COMMERCE is a record of original research work done by me during 2011-2013 under the supervision and guidance of Mrs.P.SHANTHI M.COM.,M.PHIL., Department of commerce and it has not formed the basis for the award of any Degree/Diploma/Fellowship or the other similar title to any candidate of any University.
PLACE: DATE:
SIGNATURE OF THE CANDIDATE (M. JAREENA BEGUM) (113AA0402)
2
CERTIFICATE
This is to certify that the dissertation, entitled “A STUDY ON LABOUR TURNOVER WITH SPECIAL REFERENCE TO JERSEY KNIT FASHION, TIRUPUR” submitted to the Bharathiar University, in partial fulfilment of the requirements for the award of the degree of MASTER OF COMMERCE is a record of original research work done by M. JAREENA BEGUM ( 113AA0402) during the period of 2011-2013 of her study in the DEPATMENT OF COMMERCE at ST.JOSEPH’S COLLEGE FOR WOMEN, TIRUPUR, under my supervision and guidance and the dissertation has not formed the basis for the award of any Degree/Diploma/Association/Fellowship or other similar title to any candidate of any University.
PLACE: DATE:
SIGNATURE OF THE GUIDE
PRINCIPAL
HEAD OF THE DEPARTMENT
3
ACKNOWLEDGEMENT
I thank the almighty that has been with us in all critical moments. I am highly indebted to all people who have directly and indirectly contributed a lot towards the successful completion of this dissertation.
I wish to express my deep sense of gratitude and thanks to Rev Sr. NYMPHA MSc., M.Phil., Principal, St.Joseph?s college for women, Tirupur, for allowing me to undertake this Dissertation.
I
also
extent
my
sincere
thanks
to
Mrs.T.G.SHEJO
M.Com.,M.Phil.,PGDCA., Head of the department of commerce, St.Joseph?s college for Women, Tirupur, for her encouragement to do this Dissertation.
I record my heartiest indebtedness to my beloved dissertation guide Mrs.P.SHANTHI M.COM.,M.PHIL., for her valuable suggestions and immense help in making my Dissertation work success.
I extend my heartfelt thanks to my friends and beloved family members who supported me in all my way during the project.
4
CONTENTS
TITLE LIST OF TABLES LIST OF CHARTS I INTRODUCTION 1.2 SCOPE OF THE STUDY 1.3 OBJECTIVE OF THE STUDY 1.4 RESEARCH METHODOLOGY 1.5 LIMITATIONS OF THE STUDY 1.6 CHAPTER SCHEME II III IV V REVIEW OF LITERATURE ANALYSIS AND INTERPRETATION FINDINGS AND SUGGESTIONS CONCLUSION BIBLIOGRAPHY ANNEXURE PAGE NO
CHAPTER
5
CHAPTER – I INTRODUCTION 1.1 INTRODUCTION
An organization is made up of four resources, namely, men, material, money and machinery. The success of an organization mainly depends up on these four factors of production. Among these factors, people are the most significant resources in an organization. “The most valuable of all capital is that invested in human being” Human resources are heterogeneous in the sense that they differ in personality, perception, emotions, values attitudes, motives and modes of thoughts. Their behaviour to stimuli is often inconsistent and unpredictable. While other resources depreciate, human resources appreciate with the passage of time. Given the highly competitive and complex business environment, attracting and retaining qualified and competent employees have become a real challenge for the today?s managers. Labour is the most perishable commodity and as such should be effectively utilised immediately. Labour, once lost, cannot be recouped and is bound to increase the cost of production. Labour turnover is a major issue for most of the employers; it imposes cost of them that they are keen to avoid. Human life is built around work, whether one likes it or hates it. Work is an essential part of life. Numerous and varied are the activities that a man
6
undertakes during his life time and long indeed is the list of roles that he has to play in the theatre of life. Human resources are the most important demand in an organization. The effective utilisation of all other resources depends up on the quality of human resources. In order to achieve organisational objectives integration of employer and employee interest is necessary. Integration involves motivating employees through various monetary and non-monetary incentives, providing job satisfaction, handling employee grievances through formal grievance procedures, employee counselling etc.
MEANING FOR LABOUR TURNOVER Labour turnover refers to the movement of employees in and out of the organization or it denotes the percentage change in the labour force of an organization. High percentage of labour turnover denotes that labour is not stable and there are frequent changes in the labour force because of new workers engaged and workers who left the organizations. DEFINITION FOR LABOUR TURNOVER The ratio of the number of employees that leave a company through attrition, dismissal, or resignation during a period to the number of employees on payroll during the same period. A turnover rate is the percentage of employees that a company must replace within a given time period. According to, Tejinder Pal Singh Labour turnover is not only organizations that want to change. People want to change organizations too. However retaining talent is the only way to gain competitive advantage.
7
1.2 SCOPE OF THE STUDY
Determining the acceptable and current employee turnover will indicate the success of HR functions including HR development, appraisal, rewards and promotional system. It will also help to decide on the value and effectiveness of the internal or external recruitment programs. The success of an organization depends to a very large extent on the morale of the employees and their wholehearted co-operation. Employee morale depends to a large extent on the discharge of the comp any?s responsibilities to them and the employer and employee relationship.
8
EFFECTS OF THE LABOUR TURNOVER
There must be some labour turnover due to personal and unavoidable causes. It has been observed by employers that a normal labour turnover, which is between 3% and 5%, need not cause much anxiety. But a high labour turnover is always detrimental to the organization. The effect of excessive labour turnover is low labour productivity and increased cost of production. This is due to the following reasons. ? Frequent changes in the labour force give rise to interruption in the continuous flow of production are reduced. ? New workers take time to become efficient. Hence lower efficiency of new workers increases the cost of production. ? Selection and training cost of new workers recruited to replace the workers who have left increase the cost of production. ? New workers being unfamiliar with the work give more scrap, rejects and defective work which increase the cost of production. ? New workers being inexperienced workers cause more depreciation of tools and machinery.
9
CASUSES OF LABOUR TURNOVER
The various causes of labour turnover can be classified under the following three heads. 1. Personal causes 2. Unavoidable causes and 3. Avoidable causes.
1. PERSONAL CAUSES:
Workers may leave the organizations purely on personal grounds, eg. ? Domestic troubles and family responsibilities. ? Retirement due to old age. ? Accident making workers permanently incapable of doing work. ? Death. ? Workers finding better jobs at some other places. ? Dislike for the job or place. ? Women workers may leave after marriage in order to take up household duties.
2. UNAVOIDABLE CAUSES:
In certain circumstances it becomes necessary for the management to ask some of the workers to leave the organization. These circumstances may be as follows: ? Workers may be discharged due to insubordination or inefficiency. ? Workers may be discharged due to continued or long absence. ? Workers may be retrenched due to shortage of work.
10
3. AVOIDABLE CAUSES:
? Low wages and allowances may induce workers to leave the factory. ? Unsatisfactory working conditions. ? Job dissatisfaction on account of wrong placement of workers may become a cause of leaving the concern. ? Lack of security of employment. ? Unfair methods of promotion. ? Lack of proper training facilities. ? Unsympathetic attitude of the management may force the workers to leave.
COST OF LABOUR TURNOVER
High rates of labour turnover are expensive in terms of: ? Additional recruitment costs ? Lost production costs ? Increased costs of training replacement employees ? Loss of know-how and customer goodwill ? Potential loss of sales (e.g. if there is high turnover amongst the sales force) ? Damage that may be done to morale and productivity (an intangible cost) Formula for employee turnover: Number of employee separations Turnover Rate = Average number of employees *100
11
BENEFITS OF LABOUR TURNOVER
Labour turnover does not just create costs. Some level of labour turnover is important to bring new ideas, skills and enthusiasm to the labour force. A "natural" level of labour turnover can be a way in which a business can slowly reduce its workforce without having to resort to redundancies this is often referred to as "natural wastage".
REDUCTION OF LABOUR TURNOVER
The following steps may be taken to reduce the labour turnover; ? A suitable personnel policy should be framed for employing the right man for the right job and giving a fair and equal treatment to all workers. ? Good working conditions, which may be conducive to health and efficiency, should be provided. ? Fair rates of pay and allowances and other monetary benefits should be introduced. ? An employee suggestion box scheme should be introduced. ? Men-management relationships should be improved by encouraging labour participation in management.
12
INTRODUCTION TO COMPANY
“INDUSTRY FOR MAN AND NOT MAN FOR INDUSTRY” JERSEY KNIT FASHION is a Government recognised export house. It is one of the knitted garment-manufacturing exporters in Tirupur. They have expanded their processing, knitting, embroidery and stitching units with imported machines from Italy, Korea and Japan which enable them to satisfy their valuable buyers with good quality and prompt delivery. Through their separate sampling, merchandising, production and quality checking units with experienced technicians, they can maintain maximum customer satisfaction from yarn to garments in each stage. They are mainly specialised in 100% cotton, cotton blended with viscose and polyester, cotton with elasthan in simple jersey, rib, interlock yarn dyed fabrics and fleece structures. Wearing of garments has been a prime need of every human being. Jersey knit fashion, apart from offering its own collection customizes its production developing fabrics from samples given by customers. Jersey knit fashion has a “win-win” strategy. They have grown along with their customers with whom they started exports in 1991.they are continuing business successfully where worked together for mutual benefit thus resulted in overall „PROSPERITY?.
13
PROFILE OF THE COMPANY
Name Address Jersey knit fashion, 8/626 AVP layout, 15,velampalayam Tirupur – 641603. Managing director Bank Mr G.Thennarasu.
Tirupur – 641604. Factory product 100% Export Oriented Ready Made Garments. Annual turnover Telephone Fax No. of employees engaged No. of employees leave the organization in a year (approx) 60 520 40 Crores. 0421-4 0421-4
14
1.3 OBJECTIVES OF THE STUDY
Primary objective ? To study the factors influencing labour movements. ? To know the employees view regarding labour turnover. Secondary objectives ? To study about the impact of labour welfare measures. ? To analyse the employees attitude towards management. ? To know the employees relationship with co-workers
15
1.4 RESEARCH METHODOLOGY
Research methodology is a way of systematically solving the research problem. Research methodology is a structured enquiry that utilizes acceptable scientific methodology to solve problems and create new knowledge that is generally applicable. Research methodology deals with the research design used and other methods used to the present study RESEARCH DESIGN: A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to research purpose with economy in procedure. This study has taken the descriptive type of research. This includes surveys and fact-finding enquires. Here the study is about the labour attitude for leaving the organization. SAMPLE DESIGN: Sample design is of convenience sampling, the sample units are chosen primarily on the basis of the convenience to the investigator. 100 respondents are selected for this study. Data which has already gone through the process of analysis or were used by someone else earlier is referred to secondary data. This type of data was collected from the ? Company ? Books ? Company profile ? Previous records ? Website
16
SAMPLE SIZE: Sample size for this study is 100. SOURCES OF DATA: PRIMARY DATA: Primary data are collected through questionnaire from the labour of the concern. SECONDARY DATA: Secondary source of information are collected from the profile of the concern, books, journals, internet and magazines. TOOLS AND TECHNIQUES: To obtain an appropriate analysis for the study the researcher should be more conscious in selecting the mathematical tools and such tools should be applied in the right area. In this study the following tools are used. STATISTICAL TOOLS ? Simple Percentage Method. ? Likert-scale method. ? Chi-Square Method. SIMPLE PERCENTAGE METHOD One of the simplest methods of analysis is the percentage method. It is one of the traditional statistical tools. Though the use of percentage, the data are reduced in the standard form with the base equal to 100, which facilitates comparison.
17
The formula used to compute percentage analysis is, Number of respondents Percentage of respondents = ------------------------------------- *100 Total number of respondent
LIKERT SCALE METHOD: Likert scale is simply a statement which the respondent is asked to evaluate according to any kind of subjective or objective level of agreement and disagreement is measured Likert scaling is a bipolar scaling method, measuring either positive or negative response to a statement. CHI-SQUARE METHOD: For testing the significance of the difference between observed and expected frequencies under the null hypothesis that the difference is insignificant, the formula for calculating Chi-Square is X2 = ? (O-E) 2 /E Here, O is the observed frequencies E is expected frequencies The expected frequencies can be calculated on the assumption of Ho. The expected frequencies can be calculated by using the following formula E= Row total*Column total/Grand total Pearson has shown that for large sample this statistic follows a chi-square distribution with (n-1) degrees of freedom. Uses of chi-square test: The following are the used of chi-square statistic. ? It is used to test the goodness of fit of a distribution.
18
? It is used to test the significance of the difference between the observed theoretical distributions. ? It is also used to test the independence of attributes Procedure for Testing: The following are the procedure for testing significance. ? Ho: There is no significant difference between the observed and the expected frequencies ? H1: There is significant difference between the observed and the expected frequencies. ? Calculated the theoretical frequency contingency table. ? Calculate chi-square by using the formula. ? The number of degrees of freedom=n-1
? Where n is the number of classes Result:
1. If the calculated value of chi-square is < the table value of chi- square, ho is accepted at the significance level of 5% 2. If calculated value of chi-square is > the table value. Ho is rejected at significance level of 5%.
19
1.5 LIMITATIONS
? Most of the respondents hesitate to give personal details related to labour movements. ? Time is a major constraint for this study. ? It is totally dependent on respondents view. ? Analysis is limited to jersey knit fashion and its turnover, which cannot be projected, to the whole population. ? Sample size is limited to 100. So the results may not apply to all the workers.
20
1.6 CHAPTER SCHEME:
? Chapter one deals with Introduction. ? Chapter two deals with Review of literature. ? Chapter three deals with Analysis and interpretation. ? Chapter four deals with Findings and suggestions. ? Chapter five deals with Conclusion.
21
CHAPTER-II REVIEW OF LITERATURE
Introduction Turnover refers to the characteristics of a given company or industry, relative sector at which an employer gains and losses staff. Labour turnover is a critical human resource issue in all sectors of the economy. Turnover affects productivity, product, service, quality and profitability. 1.Agnes (1999) turnover is the ratio of the number of workers that had to be replaced in a given time period to the average number of workers. 2.Currivan(1999) employee turnover may be mostly a negative issue, yet it can become positive when it controlled by the organization correctly. 3.Werbel and bedian(1989) employee turnover is a natural outcome of doing business, yet it is harmful to an organization in large quantities, so it should be kept to a minimum. 4.Gordon Bowdon (1952) introduces what he calls a simple solution to the turnover problem, that being to pay employees more than the competition. Employee turnover has a number of sole and combined causes depending on a variety of issues dealing with work-related and non work-related matters dealing.
Source: 1) Journal of employment research newsletter, volume 23,sep 2011 2) www.hrmguide.com 3) www.ifs.org
4 ) www.ifs.org
22
5.Lynn coleman(1989) offers ideas on how to correct and prevent employee turnover, some of his recommendations include the institutions of exit interviews and other methods of finding the reasons for people leaving the company. Surveys and interviews are excellent method by which to find information about people. Possibly anonymous surveys would be the best, and for those paranoid employees may be a typed survey turned. 6.Stephen laser (1980) offers various scenarios that may cause employee turnover, it is perceived by most, even though it is still questionable that the main cause of turnover deals with salary issues. Shifting values may also have something to with turnover and the change in today?s work ethics. 7.White (1995) employee turnover costs the company money, companies may increase their stock price by reducing turnover. There are tangible and intangible effects of turnover. Concrete costs can be seen in the time spent in recruiting, selecting and training new employees 8.Kramer(1999) the turnover has on a company includes the losses of intellectual capital. This is loss in people that have been trained and know things about the job which may not be quickly replaced. It reduces the morale while increasing the stress of those that stay because the remaining workers must fill the slot left open while a replacement is found.
Source: 5) Journal of HRM volume 7 march 2010. 6) Mr.DAVIS KEITH AND NEWSTROM JOHN W, A study on labour turnover- The project magazine 7) www.people management.co 8) Journal of HRM volume 7 march 2010
23
9.Hom and kinicki (2001) discuss the cause of turnover to be job dissatisfaction. They discuss this issue under the topics of inter role conflicts, referring to the multiple role employees play at work and the stresses that accompany them. Decrease job satisfaction and thus increases the employee leaving the company. 10.Noah and yong-pin (2002) agree that properly selecting employees in fact a huge aspect of employee turnover. During the selection of personnel phase of the hiring process a mismatch can occur between company or position and employee. The person job seeking is generally looking for more than one opportunity since they have or they are willing to leave their present work. 11.Allen and meyer(1990) investigated the nature of the link between turnover and the three components of attitudinal commitment: affective commitment, continuance commitment, normative commitment, allen meyer?s study investigated that all three components of commitment were a negative indicator of turnover. Most research has found affective commitment to be the most decisive variable linked to turnover.
Source: 9) journal of the international institute volume 9 june 2009. 10) www.bizjournal.com 11) Business life.
24
12.Campion(1991) suggests that the most important reason for voluntary turnover is higher wages or career opportunity. 13.Green(2000) employee blame work and thus become dissatisfied with their jobs as part of the inter role conflict caused by the combined responsibilities of work, family, community, and personal. 14.Martin(2003) investigates the determinants of labour turnover using establishment level survey data. Martin indicated that there is an inverse relationship between relative wages and turnover that establishments with higher relative pay had lower turnover. 15.Taplin(2003) introduces a large scale turnover study in the british clothing industry, two factors emerged as the most significant reasons for employees learning the industry . one was the low level of wage rates in the industry, other reason referred to industry image because of fears relating to the long term future of industry. The turnovers were highest among the most skilled workers. The study was also examined the role of payment systems in turnover.
Source: 12) www.scribd.com 13) CATHERINE HAKIM internationally indexed journal." Labour turnover " volume -II jan 2011. 14) www.bbr.unl.edu 15) Business today.
25
16.Employee turnover (2000) there are tangible and intangible effects of turnover. Concrete costs can be seen in the time spent in recruiting, selecting and training new employees. These values can be accounted for fees spent on advertising and the manpower used to conduct interviews and training. 17.Sheehan(1995) discusses two other causes in addition to job dissatisfaction. People often leave their jobs for a better job or for reasons unrelated to the job. Employees may be looking for a better opportunity and not suffer from job dissatisfaction. 18.Mobley(1979) conducted the research on the link between dissatisfaction with pay and voluntary turnover. Companies may reduce the employee turnover by providing effective pay.
Source: 16) www.scribd.com 17) www.employeeturnover.com 18) Project management.
26
19.The UK chartered institude of personnel and development (CIPD)(2004) suggests that labour turnover is an important to organization employers have an understanding of their rates of labour turnover and its effect on organization?s effectiveness depending on the size of business, understanding the levels of turnover. Occupations, locations and particular groups of employees can help to inform a comprehensive retention strategy. By understanding the nature of the labour turnover problem an organization can decide whether to adopt targeted retention initiatives or to manage overall levels. So that there will be sufficient labour in the organizations. 20.Gleebeek and bax(2004) definite progress has be made in the development of excellent human resource programs in order to reduce turnover, yet significant margins of error still exst even in the best testing and interviewing forms of hiring practices.
Source: 19)www.scribd.com 20)www.finalprojectdatabase.com
27
CHAPTER – III ANALYSIS AND INTERPRETATION
TABLE NO. 3.1 AGE RATE
NO.OF RESPONDENTS 39 42 19 100 PERCENTAGE
S.NO 01 02 03
AGE IN YEARS Between 18 to 30 yrs Between 30 to 45 yrs Above 45 yrs Total
39 42 19 100
(SOURCE: PRIMARY DATA) INTERPRETATION The above table shows that 39% of the respondents are belongs to the age group of 18-30 years and 42% are belongs to the age group of 30-45 years. The remaining 19% are above the age of 45 years.
28
CHART NO. 3.1 AGE GROUP
45 40 35 30
42% 39%
Percentage
25 20 15 10 5 0
19%
Age
18-30 Years
30-45 Years
Above 45 Years
29
TABLE NO. 3.2 GENDER RATE
NO. OF RESPONDENTS 75 25 100 PERCENTAGE
S.NO 01 02
GENDER Male Female Total
75 25 100
(SOURCE: PRIMARY DATA) INTERPRETATION Among the 100 respondents 75% are male employees and the remaining 25% are female employees.
30
CHART NO. 3.2
GENDER RATE
80 70 60 50 40 30 20 10 0
75%
Percentage
25%
Gender
Male
Female
31
TABLE NO. 3.3 MARITAL STATUS
MARITAL STATUS Married Unmarried Total (SOURCE: PRIMARY DATA) INTERPRETATION It is clear from the above table that 55% of the respondents are married and the remaining 45% respondents are unmarried. NO. OF RESPONDENTS 55 45 100 PERCENTAGE
S.NO 01 02
55 45 100
32
CHART NO.3.3
MARITAL STATUS
60
55%
50
45%
40
Percentage
30
20
10
0
Status Married Unmarried
33
TABLE NO. 3.4 EDUCATIONAL QUALIFICATION
S.NO 01 02 03 04
EDUCATIONAL QUALIFICATION Up to 5th std Up to 10th std Up to 12th std Diploma
NO. OF RESPONDENTS 23 42 23 12 100
PERCENTAGE
23 42 23 12 100
Total (SOURCE: PRIMARY DATA) INTERPRETATION The above table reveals that 23% of the respondents are up to 5 th std, 42% of the respondents are up to 10th std, 23% of the respondents are up to 12th std and 12% of the respondents are diploma level in educational qualification.
34
CHART NO. 3.4
EDUCATION QUALIFICATION
45 40 35 30
42%
Percentage
25 20 15 10 5 0
23%
23%
12%
Education Upto 5th std Upto 12th std Upto 10th std Diploma
35
TABLE NO. 3.5 MONTHLY INCOME
S.NO 01 02 03
MONTHLY INCOME 2000-5000 5001-10000 10001-15000 Total
NO. OF RESPONDENTS 35 40 25 100
PERCENTAGE
35 40 25 100
(SOURCE: PRIMARY DATA) INTERPRETATION The above table reveals that 35% of the respondents fall in the 2000-5000 categories, 40% of the respondents are in 5001-1000 and 25% of the respondents are in 10001-15000 category.
36
CHART NO. 3.5
MONTHLY INCOME
45
40%
40
35%
35 30
Percentage
25%
25 20 15 10 5 0
Income level 2000-5000 5001-1000 10001-15000
37
TABLE NO. 3.6 OPINION ON YEARS OF WORKING
NO. OF RESPONDENTS 43 26 19 12 100 PERCENTAGE
S.NO 01 02 03 04
YEARS 1-2 Years 2-3 Years 3-4 Years 4-5 years Total
43 26 19 12 100
(SOURCE: PRIMARY DATA)
INTERPRETATION The above table shows that 43% of the respondents were working between 1-2 years, 26% of the respondents were working between 2-3 years, 19% of the respondents were working between 3-4 years and remaining 12% of the respondents working between 4-5 years.
38
CHART NO.3.6
YEARS OF WORKING
50 45 40 35
43%
Percentage
30
26%
25 20 15 10 5 0
19%
12%
Working years
1-2 Years 3-4 Years
2-3 Years 4-5 Years
39
TABLE NO. 3.7 NATURE OF THE JOB
S.NO 01 02 03 SORT OF JOB Target oriented Routine work Both Total (SOURCE: PRIMARY DATA) INTERPRETATION The above table shows that 29% of the respondents are working target oriented job and 52% are belongs to the routine work. The remaining 19% are doing both the work. NO.OF RESPONDENTS 29 52 19 100 PERCENTAGE 29 52 19 100
40
CHART NO.3.7 NATURE OF THE JOB DOING IN THE COMPANY
19% 29%
52%
Target oriented
Routine work
Both
41
TABLE NO. 3.8 PERCEPTION ABOUT THE JOB
NO.OF RESPONDENTS 45 15 23 17 100
S.NO 01 02 03 04
PERCEPTION Stressful Challenging Interesting Boring Total
PERCENTAGE 45 15 23 17 100
(SOURCE: PRIMARY DATA) INTERPRETATION The above table shows that 45% of the respondents feel stressful, 15% of the respondents feel challenging, 23% of the respondents feel interesting, and the remaining 17% feel boring about their job.
42
CHART NO.3.8 PERCEPTION ABOUT THE JOB
50
45%
45 40 35
Percentage
30 25 20
23% 17%
15%
15 10 5 0
Perception Stressful Challenging Interesting Boring
43
TABLE NO. 3 .9 OPINION ON COMPANY’S WAGE POLICIES
S.NO 01 02 LEVEL OF SATISFACTION Satisfied Dissatisfied Total NO. OF RESPONDENTS 61 39 100 PERCENTAGE
61 39 100
(SOURCE: PRIMARY DATA)
INTERPRETATION From the above table it is inferred that 61% of the respondents are fully satisfied about the wage policies of the company. Out of which 39% of the respondents are not satisfied.
44
CHART NO.3.9 OPINION ON WAGE POLICY
70
61%
60
50
Percentage
40
39%
30
20
10
0
Wage policy Satisfied Dissatisfied
45
TABLE NO. 3.10 DISTANCE FROM HOME TO COMPANY
S.NO 01 02 03 04 NO.OF RESPONDENTS 52 43 5 0 100
DISTANCE Less than 10 km 10 km – 20 km 20 km – 50 km Above 50 km Total
PERCENTAGE 52 43 5 0 100
(SOURCE: PRIMARY DATA) INTERPRETATION The above table shows that 52% of the respondents have the distance of less than 10 km, 43% of the respondents are coming from 10km-20km and the remaining 5% of the respondents coming from 20km-50km.
46
CHART NO.3.10 DISTANCE FROM HOME TO COMPANY
52%
50
60
43%
40
Percentage
30
20
10
5% 0%
0
Distance Less than 10 km 20 km – 50 km 10 km – 20 km Above 50 km
47
TABLE NO. 3.11 OPINION ON PLACEMENT OF JOB
S.NO 01 02 03 04 05
OPINION Very good Good Average Poor Very poor Total
NO. OF RESPONDENTS 10 28 49 12 1 100
PERCENTAGE
10 28 49 12 1 100
(SOURCE: PRIMARY DATA) INTERPRETATION From the above table it shows that, 10% of the respondents feel Very good, 28% of the respondents feels good, 49% of the respondents feels Average, 12% of the respondents feels Poor and 1% of the respondents feels Very poor regarding the placement of job.
48
CHART NO.3.11 OPINION ON PLACEMENT POSITION
60
50
49%
40
Percentage
30
28%
20
10
10%
12%
1%
0
Placement position Very good Good Poor Very poor
Average
49
TABLE NO.3.12 OPINION ON WORK GIVEN MORE THAN THEIR ABILITY
S.NO. 1 2 PARTICULARS Yes No Total (SOURCE: PRIMARY DATA) INTERPRETATION The above table reveals that 64% of the respondents were get better work opportunities than their ability and the remaining were not offered for it. NO.OF RESPONDENTS 36 64 100 PERCENTAGE 36 64 100
50
CHART NO.3.12 ABILITY OF THE WORK
36%
64%
Yes
No
51
TABLE NO. 3.13 OPINION ON COMPANY’S REWARD
NO. OF RESPONDENTS 25 75 Total (SOURCE: PRIMARY DATA) INTERPRETATION The above table inhales that only 25% of the respondents were having favourable attitude towards the reward given by the company and 75% of the respondents shows their unfavourable opinion towards it. 100
S.NO 01 02
PARTICULARS Yes No
PERCENTAGE 25 75 100
52
CHART NO.3.13 OPINION ON REWARD PROVIDED BY THE COMPANY
80 70 60 50 40 30 20 10 0
75%
Percentage
25%
Reward Yes No
53
TABLE NO. 3.14 BEST HIERARCHICAL LEVEL IN THE MANAGEMENT
LEVEL S.NO 1 2 3 Top level Mid level Lower level Total (SOURCE: PRIMARY DATA) INTERPRETATION The above table reveals that 45% respondents says that top level is the best, 25% of the respondents says that mid level management is best, and 30% of the respondents feels that lower level is the best management . 45 25 30 100 45 25 30 100 NO. OF RESPONDENTS PERCENTAGE
54
CHART NO.3.14 BEST HIERARHICAL LEVEL IN THE MANAGEMENT
50 45 40 35
45%
30% Percentage
30
25%
25 20 15 10 5 0
Management level Top level Mid level Lower level
55
TABLE NO. 3.15 OPINION ON COMPANY’S COMPENSATION
S.NO 01 02 Yes No Total OPINION NO. OF RESPONDENTS 36 64 100 PERCENTAGE
36 64 100
(SOURCE: PRIMARY DATA) INTERPRETATION From the above table it shows that 64% of the respondents were not satisfied with the compensation provided by the company and the remaining 36% were satisfied with the compensation provided by the company.
56
CHART NO.3.15
COMPENSATION PROVIDED BY THE COMPANY
70
64%
60
50
40
Percentage
36%
30
20
10
0
Compensation level
Yes No
57
TABLE NO. 3.16 OPINION ON ACCIDENT
PARTICUKARS S.NO 1 2 Yes No Total 48 52 100 48 52 100 NO. OF RESPONDENTS PERCENTAGE
(SOURCE: PRIMARY DATA) INTERPRETATION The above table reveals that 48% of the respondents says yes to accident made temporarily incapable, 52% of the respondents says that the accident does not made them temporarily incapable.
58
CHART NO.3.16 OPINION ON ACCIDENT
53
52%
52
51
Percentage
50
49
48%
48
47
46
Accident Yes No
59
TABLE NO. 3.17 OPINION ON EMPLOYEE GRIEVANCE IN THE ORGANIZATION
NO. OF RESPONDENTS
OPINION S.NO 1 2 Total Yes No
PERCENTAGE
60 40 100
60 40 100
(SOURCE: PRIMARY DATA) INTERPRETATION The above table reveals that 60% of the respondents say that they have employee grievance in the organization, 40% of the respondents say that they do not have employee grievance in the organization.
60
CHART NO.3.17
EMPLOYEE GRIEVANCE IN THE ORGANISATION
70
60
60%
50
Percentage
40
40%
30
20
10
0
Employee grievance Yes No
61
TABLE NO. 3.18 OPINION ON EMPLOYEE GRIEVANCE HANDLING
S.NO 1 2 3 4 5 PARTICULARS NO. OF RESPONDENTS 52 28 12 8 0 100 PERCENTAGE
Very good Good Average Poor Very poor TOTAL
52 28 12 8 0 100
(SOURCE: PRIMARY DATA) INTERPRETATION The above table reveals that 52% of the respondents feel Very good, 28% of the respondents feel good, 12% of the respondents feel average and 8% of the respondents say that they feel poor in the grievance handling.
62
CHART NO.3.18 GRIEVANCE HANDLING IN THE ORGANISATION
60
52%
50
40
Percentage
30
28%
20
12%
10
8% 0%
0
Grievance Handling Very good Good Average Poor Very poor
63
TABLE NO. 3.19 OPINION ON HIGHER OFFICIAL’S SUPPORT
OPINION S.NO 1 2 Total Yes No 80 20 100 80 20 100 NO. OF RESPONDENTS PERCENTAGE
(SOURCE: PRIMARY DATA) INTERPRETATION The above table reveals that 64% of the respondents say yes, and 52% of the respondents say no to higher officials support in grievance handling.
64
CHART NO.3.19
OPINION ON HIGHER OFFICIAL'S SUPPORT
20%
80%
Yes
No
65
TABLE NO. 3.20 RESPONDENTS OPINION ON DISSATISFYING FACTOR
FACTOR S.NO 01 02 03 04 Incompatible salary Job positioning Limited opportunity others Total
NO. OF RESPONDENTS 14 38 48 0 100
PERCENTAGE
14 38 48 0 100
(SOURCE: PRIMARY DATA) INTERPRETATION The above table reveals that 14% of the respondents say that incompatible salary is the major dissatisfying factor, 38% of the respondents say that job positioning is the major dissatisfying factor, 48% of the respondents say that limited opportunity is the major dissatisfying factor.
66
CHART NO.3.20 DISSATIFYING FACTOR OF ENPLOYEES
60
50
48%
40
38%
Percentage
30
20
14%
10
0%
0
Dissatisfying factor
Incompatible salary Limited opportunity
Job position others
67
TABLE NO.3.21 OPINION ON JOB OPPORTUNITIES OFFERD BY ANOTHER COMPANY
S.NO 01 02
NO. OF RESPONDENTS OPINION Yes No Total 62 38 100
PERCENTAGE
62 38 100
(SOURCE: PRIMARY DATA) INTERPRETATION The above table reveals that 62% of the respondents were get better job opportunities in another company and the remaining were not offered for it.
68
CHART NO. 3.21
OPINION ON JOB OPPORTUNITES OFFERED BY ANOTHER COMPANY
38%
62%
YES
NO
69
TABLE NO. 3.22 OPINION ON SWITCH TO BETTER OPPURTUNITIES IN ANOTHER COMPANY
OPINION S.NO 1 2 Total (SOURCE: PRIMARY DATA) INTERPRETATION The above table reveals that 62% of the respondents say yes, and 38% of the respondents say no to switch over the current job if they got better job opportunities. Yes No 58 42 100 58 42 100 NO. OF RESPONDENTS PERCENTAGE
70
CHART NO.3. 22 OPINION TO SWITCH THIS JOB
70
60
58%
50
42% Percentage
40
30
20
10
0
Opinion
Yes
No
71
TABLE NO.3.23 (a) SATISFACTION LEVEL ON THEIR PARTICIPATION IN DECISION MAKING
NO. OF RESPONDENTS 4 9 21 33 33 100 POINTS OBTAINED 20 36 63 66 33 218
S.NO 01 02 03 04 05
PARTICULARS Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total
(SOURCE: PRIMARY DATA)
LIKERT SCALE:
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied : : : : : 100 x 5 = 500 100 x 4 = 400 100 x 3 = 300 100 x 2 = 200 100 x 1 = 100
The above table shows that the total points obtained from the scale are 218. It is less than the neutral value of 300.The chart is based on points obtained.
72
CHART NO.3.23 (a)
73
TABLE NO.3.23 (b) SATISFACTION LEVEL ON RELATIONSHIP WITH CO-WORKERS
S.NO 01 02 03 04 05 PARTICULARS Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total (SOURCE: PRIMARY DATA) LIKERT SCALE: Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied : : : : : 100 x 5 = 500 100 x 4 = 400 100 x 3 = 300 100 x 2 = 200 100 x 1 = 100 NO. OF RESPONDENTS 39 37 14 7 3 100 POINTS OBTAINED
195 148 42 14 3 402
The above table shows that the total points obtained from the scale are 402. It is greater than the neutral value of 300. The chart is based on points obtained.
74
CHART NO.3.23 (b) OPINION ON RELATIONSHIP WITH COWORKERS
250
200
195
150
148
Points
100 50
42
14 3
0
Relationship with co-workers Highly satisfied Dissatisfied Satisfied Highly dissatisfied Neutral
75
TABLE NO. 3.23(c) SATISFACTION LEVEL ON FREEDOM IN THEIR JOB
NO. OF RESPONDENTS 12 25 32 31 0 100 POINTS OBTAINED 60 100 96 62 0 318
S.NO 01 02 03 04 05
PARTICULARS Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total
(SOURCE: PRIMARY DATA) LIKERT SCALE: Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied : : : : : 100 x 5 = 500 100 x 4 = 400 100 x 3 = 300 100 x 2 = 200 100 x 1 = 100
The above table portrays that the total scale points obtained are 318. It is greater than the neutral value of 300. The chart is based on points obtained.
76
CHART NO.3. 23(c)
120
OPINION ON FREEDOM IN THE JOB
100 96
100
80
Points
60
60
62
40
20
0
0
Freedom in the job Highly satisfied Neutral Highly dissatisfied Satisfied Dissatisfied
77
TABLE NO. 3.23(d) SATISFACTION LEVEL ON THEIR JOB SECURITY
NO. OF RESPONDENTS 35 30 20 13 2 100 POINTS OBTAINED 175 120 60 26 2 383
S.NO 01 02 03 04 05
PARTICULARS Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total
(SOURCE: PRIMARY DATA) LIKERT SCALE: Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied : : : : : 100 x 5 = 500 100 x 4 = 400 100 x 3 = 300 100 x 2 = 200 100 x 1 = 100
From the above table it is understand that the points obtained from the scale 383 are greater than the neutral value of 300. The chart is based on points obtained.
78
CHART NO.23 (d)
200
OPINION ON JOB SECURITY
175
180
160
140
120
120
Points
100
80
60
60
40
26
20
2
0
Job security Highly satisfied Neutral Highly dissatisfied Satisfied Dissatisfied
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TABLE NO. 3.23(e) SATISFACTION LEVEL ON WORK LOAD AND WORK PRESSURE
NO.OF RESPONDENTS 33 21 34 8 4 100 POINTS OBTAINED 165 84 102 16 4 371
S.NO 01 02 03 04 05
PARTICULARS Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total
(SOURCE: PRIMARY DATA) LIKERT SCALE: Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied : : : : : 100 x 5 = 500 100 x 4 = 400 100 x 3 = 300 100 x 2 = 200 100 x 1 = 100
The above table shows that points obtained from the scale are 371. It is greater than the neutral value of 300. The chart is based on points obtained.
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CHART NO3.23 (e) OPINION ON WORKLOAD AND WORK PRESSURE
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16 4
84 165
Highly satisfied Neutral Highly dissatisfied
Satisfied Dissatisfied
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TABLE NO. 3.23(f) SATISFACTION LEVEL ON TRAINING FACILITIES
NO. OF RESPONDENTS S.NO 01 02 03 04 05 PARTICULARS Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total (SOURCE: PRIMARY DATA) LIKERT SCALE: Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied : : : : : 100 x 5 = 500 100 x 4 = 400 100 x 3 = 300 100 x 2 = 200 100 x 1 = 100 48 31 15 3 3 100 POINTS OBTAINED 240 124 45 6 3 418
The above table shows that the total scale points (418) obtained are greater than the neutral value of 300. The chart is based on points obtained.
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CHART NO.3.23 (f) OPINION ON TRAINING FACILITIES
300
250
240
200
Points
150
124
100
50
45
6 3
0
Training Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied
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TABLE NO. 3.23(g) SATISFACTION LEVEL ON COMPANY’S MOTIVATION
NO. OF RESPONDENTS 42 24 28 5 1 100 POINTS OBTAINED 210 96 84 10 1 401
S.NO 01 02 03 04 05
PARTICULARS Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total
(SOURCE: PRIMARY DATA) LIKERT SCALE: Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied : : : : : 100 x 5 = 500 100 x 4 = 400 100 x 3 = 300 100 x 2 = 200 100 x 1 = 100
The above table it is seen that the total scale points (401) obtained is greater than the neutral value of 300. The chart is based on points obtained.
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CHART NO.3.23 (g) OPINION ON COMPANY'S MOTIVATION
250
210
200
150
Points
100
96 84
50
10
0
1
Motivation Highly satisfied Neutral Highly dissatisfied Satisfied Dissatisfied
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TABLE NO. 3.23((h) SATISFACTION LEVEL ON WELFARE FACILITIES
NO. OF RESPONDENTS 37 21 32 8 2 100 POINTS OBTAINED 185 84 96 16 2 383
S.NO 01 02 03 04 05
PARTICULARS Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total
(SOURCE: PRIMARY DATA) LIKERT SCALE: Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied : : : : : 100 x 5 = 500 100 x 4 = 400 100 x 3 = 300 100 x 2 = 200 100 x 1 = 100
It is clear from the above table that the scale points (383) obtained is greater than the neutral value of 300. The chart is based on points obtained.
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CHART NO.3.23 (h) OPINION ON WELFARE FACILITIES
185
180
200
160
140
120
Points
100
96 84
80
60
40
20
16 2
0
Welfare facilities Highly satisfied Neutral Highly dissatisfied Satisfied Dissatisfied
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TABLE NO. 3.23(i) SATISFACTION LEVEL ON WORKING CONDITIONS
NO. OF RESPONDENTS 42 24 18 13 3 100 POINTS OBTAINED 210 96 54 26 3 389
S.NO 01 02 03 04 05
PARTICULARS Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total
(SOURCE: PRIMARY DATA) LIKERT SCALE: Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied : : : : : 100 x 5 = 500 100 x 4 = 400 100 x 3 = 300 100 x 2 = 200 100 x 1 = 100
It is clear from the above table that the scale points (389) obtained is greater than the neutral value of 300. The chart is based on points obtained.
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CHART NO.3.23 (i)
OPINION ON WORKING CONDITION
250
210
200
150
Points
100
96
54
50
26 3
0
Working condition Highly satisfied Neutral Highly dissatisfied Satisfied Dissatisfied
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TABLE NO.3.24 FACTORS INFLUENCED THE RESPONDENTS TO LEAVE THE JOB
S.NO PARTICULARS Unsympathetic attitude of the management Shortage of work Age factor Personal problems Total (SOURCE: PRIMARY DATA) INTERPRETATION From the above table it understands that 61% of the respondents were leave their job due to the unsympathetic attitude of the management. 21% were discharged due to shortage of work, 9% of the respondents were equally agreed that the age factor and personal problems, and remaining 20% were discharged due to no co-ordination. NO. OF RESPONDENTS PERCENTAGE
01 02 03 04
41 21 9 9 100
61 21 9 9 100
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CHART NO.3.24
FACTORS INFLUENCED TO LEAVE THE JOB
9% 9%
21% 61%
Unsympathetic attitude of the management Shortage of work Age factor Personal problems
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TABLE NO. 3.25 CHI-SQUARE TEST-1
NULL HYPOTHESIS: Ho : There is no relationship between monthly income and the level of
satisfaction regarding the wages provided by the company. ALTERNATIVE HYPOTHESIS: Ha : There is a relationship between monthly income and the level of
satisfaction regarding the wages provided by the company.
RELATIONSHIP BETWEEN MONTHLY INCOME AND WAGES PROVIDED BY THE COMPANY WAGES MONTHLY INCOME 25 2000-5000 30 5001-10000 6 10001-15000 61 TOTAL 39 100 19 25 10 40 10 35 YES NO TOTAL
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O 25 10 30 10 6 19
E 21.35 13.65 24.40 15.60 15.25 9.75
O-E 3.65 -3.65 5.6 -5.6 -9.25 9.25 ?=0
(O-E)2 13.3225 13.3225 31.3600 31.3600 85.5625 85.5625
(O-E)2/E 0.6240 0.9760 1.2852 2.0102 5.6106 8.7756 ? = 19.2816
TOTAL
Chi-square(x2) Calculated value Degree of freedom Level of significance Table value
= (O-E)2/ E = 19.2816 =2 = 5% = 5.991
The calculated chi-square value is (19.2816) is greater than the table value (5.991).Hence the null hypothesis test is rejected. So there is a relationship between the monthly income and the satisfaction level regarding the wages provided by the company.
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TABLE NO. 3.26 CHI-SQUARE TEST-2
NULL HYPOTHESIS: Ho : There is no relationship between age and the sort of job currently doing in
the company. ALTERNATIVE HYPOTHESIS: Ha : There is a relationship between age and the sort of job currently doing in
the company.
RELATIONSHIP BETWEEN AGE AND TH SORT OF JOB CURRENTLY DOING IN THE COMPANY AGE 18-30 years 30-45 years Above 45 years TOTAL
SORT OF JOB Target oriented Routine work Both TOTAL 9 28 2 39 11 15 16 42 9 9 1 19 29 52 19 100
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O 9 11 9 28 15 9 2 16 1 TOTAL
E 11.31 12.18 5.51 20.28 21.84 9.88 7.41 7.98 3.61 ?
O-E -2.31 -1.18 3.49 7.72 -6.84 -0.88 -5.41 8.02 -2.61 =0
(O-E)2 5.3361 1.3924 12.1801 59.5984 46.7859 0.7744 29.2681 64.3204 6.8121
(O-E)2/E 0.4718 0.1143 2.2105 2.9387 2.1422 0.0786 3.9498 8.0602 1.8870 ? = 21.8531
Chi-square(x2) Calculated value Degree of freedom Level of significance Table value
= (O-E)2/ E = 21.8531 = 4 = 5% = 9.488
The calculated chi-square value is (21.8531) is greater than the table value (9.488).Hence the null hypothesis test is rejected. So there is a relationship between the age and sort of job currently doing in the company.
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CHAPTER – IV
FINDINGS AND SUGGESTIONS 4.1 Major findings:
? Majority 43% of the respondents were working 2-3 years in the company. ? Majority 52%of the respondents? residence is less than 10km from the location of the company. ? 49% of the respondents feel average about the placement position. ? 32% of the respondents feel neutral about the flexibility and freedom in their job. ? Majority 37% of the respondents are highly satisfied with the welfare facilities. ? 48% of the respondent says that limited opportunity is the major dissatisfying factor. ? Majority 42% of the respondents are satisfied with the working condition in the organization. ? Majority 41% of the respondents leave the company due to the unsympathetic attitude of the management.
Likert Scale:
? 33% of the respondents are dissatisfied with participation in decision making and scored 218 points. ? 39% of the respondents are highly satisfied in relationship with co-workers and scored 402 points.
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? 32% of the respondents feel neutral about the freedom and flexibility in their job and scored 318 points. ? 35% of the respondents are highly satisfied with the job security and scored 383 points. ? 33% of the respondents are highly satisfied with the workload level and scored 371 points. ? 48% of respondents are highly satisfied with the training facilities provided by the company and scored 418 points. ? 42% of the respondents are highly satisfied with the motivational factor in the organization and scored 401 points. ? 37% of the respondents are highly satisfied with the welfare facilities provided by the organization and scored 383 points. ? 42% of the respondents are highly satisfied with the working condition in the organization and scored 389 points.
Chi-square test:
? There is a significant relationship between monthly income and satisfaction level regarding the wages provided by the company. ? There is a significant relationship between age and sort of job currently doing in the company.
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4.2 Major suggestions:
? The responsibility of the organization to the workers is to provide fair wages to the employees. ? The company may provide proper training and education to the workers. ? The company may recognize, appreciate or encourage the special skills and capabilities of workers. ? Considerate supervision tends to improve job satisfaction of the employees. ? Reasonable job security to the employees. ? Listen to the employee?s problems and feelings with empathy and genuine concern. ? Sound compensation system has to employed in the company. ? Transport facilities have to be provided to the employees of the Company.
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CHAPTER – V
5.1 CONCLUSION
The study on labour turnover helps the jersey knit fashion to concentrate on those factors, which affects the labour turnover. Suggestions were also given to the management to take necessary steps to reduce the labour turnover, because it involves heavy additional expenses to the management and at the same time adversely affects the economy of the worker himself. The people?s loyalty to the organization is the positive and harmonious human relations, which is based on the mutual trust and confidence between the work-people and management.
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BIBLIOGRAPHY
BOOKS: ? Davar R.S., Personnel Management & Industrial Relations, New Delhi, Vikas Publishing House Pvt Ltd, 1988, 10th Edition. ? Ghosh P.K & Ghorpade M.B., Industrial Psychology, Mumbai, Himalaya Publishing House, 1986, 4th Edition. ? Jain S.P & Narang K.L., Cost Accounting, New Delhi, Kalyani Publishers, 2002, 17th Edition. ? Prasad L.M., Organizational Behaviour, New Delhi, Sultan Chand & Sons, 2000, 3rd Edition. ? Kothari C.R., Research Methodology WEBSITES: ? www.studymode.com
? www.scribd.com ? www.jerseyknitfashionjkf.com ? www.hrmagazine.com
? www.managementparadise.com
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A STUDY ON LABOUR TURNOVER WITH SPECIAL REFERENCE TO JERSEY KNIT FASHION TIRUPUR.
QUESTIONNAIRE CUM INTERVIEW 1. Name 2. Age: a. Between 15-30 years c. above 45 years 3. Gender a. Male 4. Marital Status a. Married 5. Educational Qualification a. Up to 5th std c. Up to 12th std :
b. Between 30-45 years
b. Female
b. Unmarried b. Up to 10th std d. Degree holder
6. Monthly Income a.Rs.2000 – Rs.5000 b. Rs.5001- Rs.10000 c. Rs.10001-Rs.15000 7. How long have you been working in Jersey Knit Fashion? a)1-2 years b) 2-3 years c) 3-4 years d) 4-5 years 8. What sort of job you are currently doing in Jersey Knit Fashion? a) Target oriented b) Routine work c) Both 9. What is your perception about your job? a) Stressful b) Challenging c) Interesting d) Boring 10. Are you satisfied with wages? a)Yes b) No 11. What is the distance from your home to the company? a) Less than 10km b) 10km-20km c) 20km-50km d) Above 50km 12. What do you feel about the placement position? a) Very good b) Good
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c) Average d) Poor e) Very poor 13. Whether the work given to you is much more than your ability? a)Yes b) No 14. Have you rewarded for any good work done by you? a)Yes b) No 15.Which hierarchical level is best in your management? a) Top level b) Mid level c) Lower level 16. Is there any compensation provided in case of any emergency? a)Yes b) No 17.Whether any accident made you temporarily incapable of doing work? a)Yes b) No 18. Is there employee grievance in your organization? a)Yes b) No 19. What is your opinion regarding grievance handling procedure in your organization? a) Very good b) Good c) Average d) Poor e) Very poor 20. Is your higher officials supports or tackles your grievance faced in your company? a)Yes b) No 21. What is the dissatisfying factor in the company regarding your job? a) Incompatible salary b) Job position c) Limited opportunity for personal growth d) Other (specify) 22. Have you got better job opportunities offered by another company? a)Yes b) No 23.If you get any better offer in any companies, would you switch this job? a)Yes b) No 24. Specify your level of satisfaction
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S.NO (a) (b) (c) (d)
FACTORS Participation level in decision-making Relationship with co-workers Flexibility and freedom in your job The level of job security in the organization Workload and work pressure level. Training facilities provided by the organization. Motivation factor in the organization. Welfare facilities provided by the organization. Working conditions of the organization
HS S
N
DS HDS
(e) (f)
(g) (h)
(i)
HS S N DS HDS
: Highly Satisfied : Satisfied : Neutral : Dissatisfied : Highly Dissatisfied
25. Which factor forces you to leave the job? a) Unsympathetic attitude of the management b) Shortage of work c) Age factor d) Personal problems 26. Give your suggestions (If any).
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