a project report to ascertain the various factors responsible for the attrition of staffs in retail...

7/29/2019 A Project Report to Ascertain the Various Factors Responsible for the Attrition of Staffs in Retail Industry (1)

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1 Human Resource Planning Inmantec Business School

A PROJECT REPORT TO ASCERTAIN THE VARIOUS FACTORS

RESPONSIBLE FOR THE ATTRITION OF STAFFS IN RETAILINDUSTRY

A HUMAN RESOURCE PLANNING REPORT IN

PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD OF

POST GRADUATE DIPLOMA IN MANAGEMENT

(Recognized by AICTE,Ministry HRD,Govt of India)

BY

GROUP 4

Under the guidance of

Prof. : R.K. Singhal

INMANTEC, Ghaziabad

Integrated Academy of Management and Technology

Ghaziabad

2011-2013


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Acknowledgement The satisfaction and euphoria that accompany the successful completion of the work should be

incomplete unless we mention the people as an expression of gratitude, who made it possible and

whose constant guidance and encouragement served as a beacon of light and crowned our efforts

with success. This report would have been impossible but for the support and guidance that we

received from various people at different stages of the project.

My sincere thanks to my faculty guide PROF. R. K. Singhal whose excellent guidance,

encouragement and patience has made possible the successful completion of this project.

Last but not the least we extend my sincere thanks to the entire team for providing us their time and

active co-operation and all who have helped us directly or indirectly in this project.

Mohammad Zishan Mallick (PG-11-22)

Rachna (PG-11-34)

Rashi Kumari (PG-11-36)

Sadhna Devi (PG-11-37)

Ankita Srivastava (PG-11-06)


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Declaration CertificateThis is to certify that the work presented in the project entitled To ascertain the various factors

responsible for the att rition of staffs in retail industry , in partial fulfillment for the award of

degree of PGDM . This project is an authentic work carried out under our supervision and guidance.

To the best of my knowledge, the content of the project does not form a basis for the award of any

previous degree to anyone else.

DATE: (GUIDES NAME &SIGNATURE)

DEPARTMENT OF MANAGEMENT

INMANTCE BUSINESS SCHOOL

GHAZIABAD


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IndexSl No. Content. Page No.

1 Introduction to the study ............................................ 5

2 Industry Profile ......................................................... 6-7

3 Objectives, Scope and Limitations of the study ..... 8

4 Need for the study .............. 9

5 Theoretical aspect of the topic..............................................................9-11

6 Research Methodology .. ............................................ .12-14

7 Data Analysis and Interpretation .................... .... 15-31

8 Factor Analysis...................................................................................32-46

9 Findings an Suggestions ........................... 47

10 Recommendations .......................... 48-49

11 References ................. ..... 50-51

12 Annex ure .................. .. 52-55


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Introduction to the study

ATTRITION

In human resources context, turnover or labor turnover is the rate at which an employer gains and

losses employees. Simple ways to describe it are "how long employees tend to stay" or "the rate of

traffic through the revolving door." Turnover is measured for individual companies and for their

industry as a whole. If an employer is said to have a high turnover relative to its competitors, it

means that employees of that company have a shorter average tenure than those of other companies

in the same industry. High turnover can be harmful to a company's productivity if skilled workers are

often leaving and the worker population contains a high percentage of novice workers.


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Industry profile

India retail industry is the largest industry in India, with an employment of around 8% and

contributing to over 10% of the country's GDP. Retail industry in India is expected to rise 25%

yearly being driven by strong income growth, changing patterns.

It is expected that by 2016 modern retail industry in India will be worth US$ 175- 200 billion. India

retail industry is one of the fastest growing industries with revenue expected in 2007 to amount US$

320 billion and is increasing at a rate of 5% yearly. A further increase of 7-8% is expected in theindustry of retail in India by growth in consumerism in urban areas, rising incomes, and a steep rise

in rural consumption. It has further been predicted that the retailing industry in India will amount to

US$ 21.5 billion by 2010 from the current size of US$ 7.5 billion.

India retail industry is expanding itself most aggressively; as a result a great demand for real estate is

being created. Indian retailers preferred means of expansion is to expand to other regions and to

increase the number of their outlets in a city. It is expected that by 2010, India may have 600 new

shopping centres. India retail industry is progressing well and for this to continue retailers as well as

the Indian government will have to make a combined effort.

The Indian retail market, which is the fifth largest retail destination globally, has been ranked as the

most attractive emerging market for investment in the retail sector by AT Kearney's eighth annual

Global Retail Development Index (GRDI), in 2009. The share of retail trade in the country's gross

domestic product (GDP) was between 8 10 per cent in 2007. It is currently around 12 per cent, and

is likely to reach 22 per cent by 2010.

A McKinsey report 'The rise of Indian Consumer Market', estimates that the Indian consumer market

is likely to grow four times by 2025. Commercial real estate services company, CB Richard Ellis'

findings state that India's retail market is currently valued at US$ 511 billion. Further, CB Richard

Ellis states that India has moved up to the 39th most preferred retail destination in the world in 2009,

up from 44 last year.


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India continues to be among the most attractive countries for global retailers. At US$ 511 billion in

2008, its retail market is larger than ever and drawing both global and local retailers. Foreign direct

investment (FDI) inflows as on July 2009, in single-brand retail trading, stood at approx. US$ 46.60

million, according to the Department of Industrial Policy and Promotion (DIPP).The organised retail

sector, which currently accounts for around 5 per cent of the Indian retail market, is all set to witness

maximum number of large format malls and branded retail stores in South India, followed by North,

West and the East in the next two years.

Market Share of Retailer


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Objectives, Scope and Limitations of the

study

OBJECTIVES OF THE STUDY

The study is undertaken with the following objectives.

To ascertain the various factors responsible for the attrition of staffs in retail industry.

To give various suggestion on how to reduce attrition rate in retail industry.

SCOPE OF THE STUDY

To find the main factors for attrition in Indian retail Industry, To check the level of satisfaction and

communication among retailing staffs and provide suggestions for improving employee retention.

LIMITATIONS OF THE STUDY

The research had several limitations in the data collection phase since left employees were taken as

the population for the study.

Since the questionnaire involved the collection of responses from the work personnel in

retail industry on the reasons of their/co-workers exit, the reliability of this research wasless as it proved to be a perspective of secondary data.

Some of the team leaders feared giving responses pertaining to career growth, as they felt

that their information might reach their superiors. However on promising their

confidentiality of their views and responses, open and candid opinions poured up.


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Need for the study

One of the major problems of the retail industry as well as for this company is the growing attrition.

This research project has arisen as a consequence of growing concern within the company regarding

manpower retention and turnover However, there is a real need to conduct this research in the

organization because attrition among the floor staffs is acute in the plant. Our research focuses on

identifying the various factors contributing to attrition so that attention can be given them. Since the

industry requires the need of staffs viz. salesmen, cashiers, marketers, maintenance personnel, etc.

and since the organization is undergoing expansion, the need for stabilizing the manpower is quite

high and consequently the need for a research in this area is even higher.

Theoretical aspects of the topic

Costs

When accounting for the costs (both real costs, such as time taken to select and recruit a replacement,

and also opportunity costs, such as lost productivity), the cost of employee turnover to for-profit

organizations has been estimated to be up to 150% of the employees' remuneration package. There

are both direct and indirect costs. Direct costs relate to the leaving costs, replacement costs and

transitions costs, and indirect costs relate to the loss of production, reduced performance levels,

unnecessary overtime and low morale.

Internal vs. external turnover

Like recruitment, turnover can be classified as 'internal' or 'external'.[3] Internal turnover involves

employees leaving their current positions and taking new positions within the same organization.

Both positive (such as increased morale from the change of task and supervisor) and negative (such

as project/relational disruption, or the Peter Principle) effects of internal turnover exist, and


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therefore, it may be equally important to monitor this form of turnover as it is to monitor its external

counterpart. Internal turnover might be moderated and controlled by typical HR mechanisms, such as

an internal recruitment policy or formal succession planning.

Skilled vs. unskilled employees

Unskilled positions often have high turnover, and employees can generally be replaced without the

organization or business incurring any loss of performance. The ease of replacing these employees

provides little incentive to employers to offer generous employment contracts; conversely, contracts

may strongly favour the employer and lead to increased turnover as employees seek, and eventually

find, more favorable employment.

However, high turnover rates of skilled professionals can pose as a risk to the business or

organization, due to the human capital (such as skills, training, and knowledge) lost. Notably, given

the natural specialization of skilled professionals, these employees are likely to be re-employed

within the same industry by a competitor.[citation needed] Therefore, turnover of these individuals

incurs both replacement costs to the organization, as well as resulting in a competitive disadvantage

to the business.

Voluntary vs. involuntary turnover

Practitioners can differentiate between instances of voluntary turnover, initiated at the choice of the

employee, and those involuntary instances where the employee has no choice in their termination

(such as long term sickness, death, moving overseas, or employer-initiated termination).

Typically, the characteristics of employees who engage in involuntary turnover are no different from

job stayers. However, voluntary turnover can be predicted (and in turn, controlled) by the construct

of turnover intent.


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Causes of high or low turnover

High turnover often means that employees are unhappy with the work or compensation, but it can

also indicate unsafe or unhealthy conditions, or that too few employees give satisfactory

performance (due to unrealistic expectations or poor candidate screening). The lack of career

opportunities and challenges, dissatisfaction with the job-scope or conflict with the management has

been cited as predictors of high turnover.

Low turnover indicates that none of the above is true: employees are satisfied, healthy and safe, and

their performance is satisfactory to the employer. However, the predictors of low turnover may

sometimes differ than those of high turnover. Aside from the fore-mentioned career opportunities,

salary, corporate culture, management's recognition, and a comfortable workplace seem to impact

employees' decision to stay with their employer.


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Research Methodology

RESEARCH DESIGN

The research design used in this project is the descriptive research design.

METHOD OF DATA COLLECTION

The data collected is divided into two namely primary data and secondary data. The method and

mode used for collecting these data are explained below.

PRIMARY DATA

The primary data collection is the gathering of responses from the staffs which was done by direct

survey with the help of questionnaire.

SECONDARY DATA

The secondary data is the information collected from the compa nys official web sites, books and

HR portals for the project work.


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RESEARCH INSTRUMENT

The research instrument used for collecting the data is questionnaire.

Questionnaire:

The Questionnaire is prepared in an organized and thorough manner and reframed accordingly after

considering all the required aspects of the attrition analysis, using last years data. The scale ranges

from a score of 1 for Strongly Agree to a score of 5 for Strongly Disagree.

Parameters Used For the Survey

The factors which were taken into consideration for the attrition analysis survey are as follows;

Employee morale

Career growth

Work Environment

Communication

Company Policies

Training

Communication

Overall satisfaction of the company

SAMPLING DESIGN:

Population:

Population taken for the study is the retailing industry personnel of various designation, the

personnel are from different organization namely Big Bazaar, Easy Day, Pantaloons, Spencer, Future

Group, and Shoppers Stop.


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Sample Size:

For the completion of the project the the time constraint was tight so we decided to keep the samplesize low to 71.

STATISTICAL TOOLS USED FOR ANALYSIS

After data collection, statistical tools are used for analyzing the data and results are obtained. From

the obtained results, findings and suggestions can be done. The statistical tools used in this project

for analysis are:

SPSS (Simple Percentage Analysis).

MS-Excel.


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Analysis and Interpretation

1. Do you feel that you are a valued part of your organization?

Strongly Agree 8 11.26%

Partially Agree 18 25.35%

Neutral 9 12.67%

Partially Disagree 20 28.16%

Strongly Disagree 16 22.53%

Total 71 100%

Interpretation: From the total respondents , 25.35% respondents partially agreed that theyare a

valued part of their organization , 11.26% strongly agree to this, 12.67%are neutral and 28.16%

is disagree and 22.53% are strongly disagree with the statement.

0

5

10

15

20

StronglyAgree

PartiallyAgree

Neutral PartiallyDisagree

StronglyDisagree

8

18

9

20

16

Chart 1


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2. Do you feel that you are respected and fairly treated in the organization?



Neutral 9 12.67%



Total 71 100%

Interpretation: From the total respondents 23.94% of the respondents are agree that yes they are

respected and fairly treated in their organization where as 12.67% are neutral and 29.57% are

partially disagree for that and 16.90% are strongly agree with the above statement.

0

5

10

15

20

25

Strongly Agree Partially Agree Neutral PartiallyDisagree

StronglyDisagree

12

17

9

21

12

Chart 2


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3. Do you feel that your morale in the office is high?



Neutral 14 19.71%



Total 71 100%

Interpretation: From the total respondents 19.71% of the respondents are neutral that they are not

having any idea about morale, and 22.53% are agree that Morale in the office is high and 12.67% are

strongly agree for that and 8.45% are disagree for that.

0

5

10

15

20

25

30


StronglyDisagree

9

1614

26

6

Chart 3


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4. Do you have career goals and future prospects which align with the objectives of

your organization?



Neutral 15 21.12%



Total 71 100%

Interpretation: From the total respondents 23.94% of the respondents agree with the above

statements where as 21.12% are neutral and 30.98% are disagree for that and 7.04% are strongly

disagree with the above statements.

12

17

15

22

5

Chart 4

Strongly Agree

Partially Agree

Neutral

Partially Disagree

Strongly Disagree


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5. Do you feel that your job fits into larger picture of the organization?



Neutral 16 22.53%



Total 71 100%

Interpretation: From the total respondents 18.30% of the respondents are agree that they know

how their job fits into larger picture of the organization and 22.53% are neutral and 8.45% are

strongly agree for that and 39.43% are partially and 11.26% are strongly disagree for that.

0

5

10

15

20

25

30


StronglyDisagree

6

1316

28

8

Chart 5


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6. Do you have a clear understanding of how your job performance is measured?



Neutral 11 15.49%



Total 71 100%

Interpretation: From the total respondents 21.12% of respondents are agree that they have a clear

understanding of how their job performance is measured 15.49% are neutral and 43.66% are disagree

for that and 8.45% are strongly agree for that.

0

5

10

15

20

25

30

35

Strongly Agree Partially Agree Neutral Partially

Disagree

Strongly

Disagree

6

1511

31

8

Chart 6


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7. Do you have a good relationship with your supervisor/seniors?



Neutral 11 15.49%



Total 71 100%

Interpretation: From the total respondents 19.71% of the respondents are agree that they have a

positive relationship with their supervisor and 15.49% are strongly agree for that and 15.49% are

neutral and 26.76% are partially and 22.53% are strongly disagree for that.

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101214161820


Disagree

Strongly

Disagree

11

14

11

19

16

Chart 7


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8. Is there a spirit of co-operation among yourself, your peers and your sub ordinates?



Neutral 17 23.94%



Total 71 100%

Interpretation: From the total respondents 18.30% of the respondents are agree that there is

cooperation among them self but for the same statement 23.94% are neutral and 30.98% are disagree

for that and 12.67% are strongly agree with the above statement.

9

13

17

22

10

Chart 8

Strongly Agree

Partially Agree

Neutral

Partially Disagree

Strongly Disagree


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9. Do you feel that workload and work targets are reasonable?



Neutral 19 26.76%



Total 71 100%

Interpretation: From the total respondents 15.49% of the respondents are agree that The workload

and work targets are reasonable and 26.76% are neutral and 45.07% are disagree for that and 4.22%

are strongly agree for that and 8.45% are strongly disagree for that.

0

5

10

15

20

25

30

35


Disagree

Strongly

Disagree

3

11

19

32

6

Chart 9


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10. Is the work timings are flexible?



Neutral 18 25.35%



Total 71 100%

Interpretation: From the total respondents 25.35% of respondents are disagreed that there sub-

ordinates feel that the work timings are flexible and 19.71% are agree for that and 25.35% are neutral

and 15.49% are strongly agree for that and 14.08% are strongly disagree for that.

0

2

4

6

8

10

12

14

16

18

Strongly

Agree

Partially

Agree

Neutral Partially

Disagree

Strongly

Disagree

11

14

18 18

10

Chart 10

Chart 10


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11. Do you feel that the policies of the company are clearly articulated to you and other

staffs?



Neutral 19 26.76%



Total 71 100%

Interpretation: From the total respondents 26.76% of respondents are neutral they cant say

anything about the policies in the company are clearly articulated to the staffs and 21.12% are agree

for that and 9.85% are strongly agree for that and 29.57% are partially disagree for that.

0

5

10

15

20

25

StronglyAgree

Partially Agree Neutral PartiallyDisagree

StronglyDisagree

7

15

1921

9

Chart 11


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12. Do you feel that the compensation paid to you is fair when compared to other

organizations in the same industry?



Neutral 13 18.30%



Total 71 100%

Interpretation: From the total respondents 22.53% of the respondents are agree with the above

statements 18.30% are neutral and 29.57% are partially disagree for that and 12.67% are strongly

agree for that and 16.90% are strongly disagree for that.

9

16

13

21

12

Chart 12

Strongly Agree

Partially Agree

Neutral

Partially Disagree

Strongly Disagree


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13. Do you get the reward and recognition on your achievement?



Neutral 14 19.71%



Total 71 100%

Interpretation: From the total respondents 16.90% of the respondents are agree that they get reward

and recognition where as 19.71% are neutral and 30.98% are disagree for the above statement and

12.67% are strongly agree for that and 19.71% are strongly disagree for above statement.

0

5

10

15

20

25


StronglyDisagree

9

1214

22

14

Chart 13


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14. Are the facilities provided by the company are good (cafeteria, transport &others

services)?



Neutral 18 25.35%



Total 71 100%

Interpretation: From the total respondents 18.30% of the respondents are agree that the facilities

provided by the company are good , 25.35% are neutral and 4.22% are strongly agree for that and

36.61% are disagree with the above statement.

0

5

10

15

20

25

30


Disagree

Strongly

Disagree

3

13

18

26

11

Chart 14


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15. Does your company pay overtime allowance?



Neutral 21 29.57%



Total 71 100%

Interpretation: From the total respondents 23.94% of the respondents are agree that the company

pay overtime allowance to them whereas 29.57% are neutral and 7.04% are strongly agree for that

and 32.79% are partially disagree for that.

0

5

10

15

20

25


StronglyDisagree

5

1721

23

5

Chart 15


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16. Are there any grievance handling system?



Neutral 22 30.98%



Total 71 100%

Interpretation: From the total respondents 38.02% of the respondents are agree that there are

grievanc e handling system in their organization and 30.98% are neutral and 22.53% are strongly

agree for that and 2.81% strongly disagree for that.

16

27

22

4 2

Chart 16

Strongly Agree

Partially Agree

Neutral

Partially Disagree

Strongly Disagree


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17. If yes are they work satisfactorily?



Neutral 12 27.90%



Total 43 100%

Interpretation: From the total respondents 20.93% of the respondents are agree that they are

satisfied with their work whereas 27.90% are neutral and 6.79% are strongly agree for that and

9.30% are strongly disagree for that.

02468

10121416


StronglyDisagree

3

9

12

16

4

Chart 17


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FACTOR ANALYSIS

Descriptive Statistics

Mean Std. Deviation Analysis N

Q01 1.6197 .56987 71

Q02 1.7042 .61862 71

Q03 1.9437 .73460 71

Q04 1.9577 .80065 71

Q05 2.0000 .84515 71

Q06 1.9296 .85061 71

Q07 1.7606 .86956 71

Q08 1.7324 .84444 71

Q09 2.1972 .95048 71

Q10 2.0986 .91269 71

Q11 2.1690 .97080 71


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Correlation Matrix a

Q01 Q02 Q03 Q04 Q05 Q06 Q07

Correlation Q01 1.000 .649 .528 .434 .445 .386 .419

Q02 .649 1.000 .497 .436 .437 .286 .424

Q03 .528 .497 1.000 .627 .621 .519 .560

Q04 .434 .436 .627 1.000 .591 .709 .560

Q05 .445 .437 .621 .591 1.000 .656 .544

Q06 .386 .286 .519 .709 .656 1.000 .518

Q12 2.2254 1.05826 71

Q13 1.9859 .87002 71

Q14 2.0704 .89959 71

Q15 1.9437 .90849 71

Q16 2.0563 1.04043 71

Q17 2.3099 1.03636 71


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Q07 .419 .424 .560 .560 .544 .518 1.000

Q08 .379 .366 .436 .469 .701 .530 .573

Q09 .378 .319 .466 .574 .480 .512 .421

Q10 .375 .305 .307 .397 .370 .340 .336

Q11 .479 .394 .454 .634 .662 .672 .522

Q12 .428 .300 .494 .618 .511 .605 .385

Q13 .421 .364 .446 .573 .544 .655 .354

Q14 .555 .372 .547 .698 .526 .679 .424

Q15 .344 .250 .380 .448 .502 .420 .399

Q16 .374 .293 .378 .637 .504 .586 .252

Q17 .517 .457 .530 .670 .587 .625 .432

Sig. (1-tailed) Q01 .000 .000 .000 .000 .000 .000

Q02 .000 .000 .000 .000 .008 .000

Q03 .000 .000 .000 .000 .000 .000

Q04 .000 .000 .000 .000 .000 .000


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Q05 .000 .000 .000 .000 .000 .000

Q06 .000 .008 .000 .000 .000 .000

Q07 .000 .000 .000 .000 .000 .000

Q08 .001 .001 .000 .000 .000 .000 .000

Q09 .001 .003 .000 .000 .000 .000 .000

Q10 .001 .005 .005 .000 .001 .002 .002

Q11 .000 .000 .000 .000 .000 .000 .000

Q12 .000 .006 .000 .000 .000 .000 .000

Q13 .000 .001 .000 .000 .000 .000 .001

Q14 .000 .001 .000 .000 .000 .000 .000

Q15 .002 .018 .001 .000 .000 .000 .000

Q16 .001 .007 .001 .000 .000 .000 .017

Q17 .000 .000 .000 .000 .000 .000 .000


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Q08 Q09 Q10 Q11 Q12 Q13 Q14

Correlation Q01 .379 .378 .375 .479 .428 .421 .555

Q02 .366 .319 .305 .394 .300 .364 .372

Q03 .436 .466 .307 .454 .494 .446 .547

Q04 .469 .574 .397 .634 .618 .573 .698

Q05 .701 .480 .370 .662 .511 .544 .526

Q06 .530 .512 .340 .672 .605 .655 .679

Q07 .573 .421 .336 .522 .385 .354 .424

Q08 1.000 .529 .443 .683 .548 .539 .401

Q09 .529 1.000 .751 .614 .651 .625 .585

Q10 .443 .751 1.000 .577 .554 .452 .444

Q11 .683 .614 .577 1.000 .755 .764 .657

Q12 .548 .651 .554 .755 1.000 .810 .643

Q13 .539 .625 .452 .764 .810 1.000 .622


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Q14 .401 .585 .444 .657 .643 .622 1.000

Q15 .632 .625 .524 .756 .682 .686 .512

Q16 .456 .538 .430 .669 .702 .711 .667

Q17 .569 .633 .420 .757 .691 .750 .666

Sig. (1-tailed) Q01 .001 .001 .001 .000 .000 .000 .000

Q02 .001 .003 .005 .000 .006 .001 .001

Q03 .000 .000 .005 .000 .000 .000 .000

Q04 .000 .000 .000 .000 .000 .000 .000

Q05 .000 .000 .001 .000 .000 .000 .000

Q06 .000 .000 .002 .000 .000 .000 .000

Q07 .000 .000 .002 .000 .000 .001 .000

Q08 .000 .000 .000 .000 .000 .000

Q09 .000 .000 .000 .000 .000 .000

Q10 .000 .000 .000 .000 .000 .000

Q11 .000 .000 .000 .000 .000 .000


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Q12 .000 .000 .000 .000 .000 .000

Q13 .000 .000 .000 .000 .000 .000

Q14 .000 .000 .000 .000 .000 .000

Q15 .000 .000 .000 .000 .000 .000 .000

Q16 .000 .000 .000 .000 .000 .000 .000

Q17 .000 .000 .000 .000 .000 .000 .000


Q15 Q16 Q17

Correlation Q01 .344 .374 .517

Q02 .250 .293 .457

Q03 .380 .378 .530

Q04 .448 .637 .670

Q05 .502 .504 .587

Q06 .420 .586 .625


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Q07 .399 .252 .432

Q08 .632 .456 .569

Q09 .625 .538 .633

Q10 .524 .430 .420

Q11 .756 .669 .757

Q12 .682 .702 .691

Q13 .686 .711 .750

Q14 .512 .667 .666

Q15 1.000 .608 .702

Q16 .608 1.000 .779

Q17 .702 .779 1.000

Sig. (1-tailed) Q01 .002 .001 .000

Q02 .018 .007 .000

Q03 .001 .001 .000

Q04 .000 .000 .000


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Q05 .000 .000 .000

Q06 .000 .000 .000

Q07 .000 .017 .000

Q08 .000 .000 .000

Q09 .000 .000 .000

Q10 .000 .000 .000

Q11 .000 .000 .000

Q12 .000 .000 .000

Q13 .000 .000 .000

Q14 .000 .000 .000

Q15 .000 .000

Q16 .000 .000

Q17 .000 .000


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Communalities

Initial Extraction

Q01 1.000 .588

Q02 1.000 .636

Q03 1.000 .675

Q04 1.000 .739

Q05 1.000 .635

Q06 1.000 .725

a. Determinant = 4.01E-007

KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .908

Bartlett's Test of Sphericity Approx. Chi-Square 935.324

df 136

Sig. .000


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Q07 1.000 .606

Q08 1.000 .615

Q09 1.000 .728

Q10 1.000 .743

Q11 1.000 .805

Q12 1.000 .774

Q13 1.000 .774

Q14 1.000 .706

Q15 1.000 .743

Q16 1.000 .774

Q17 1.000 .771

Extraction Method: PrincipalComponent Analysis.

Total Variance Explained


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Component

Initial Eigenvalues Extraction Sums of Squared Loadings

Total % of Variance Cumulative % Total % of Variance Cumulative %

1 9.550 56.177 56.177 9.550 56.177 56.177

2 1.477 8.689 64.865 1.477 8.689 64.865

3 1.010 5.939 70.804 1.010 5.939 70.804

4 .959 5.643 76.447

5 .751 4.416 80.863

6 .470 2.764 83.627

7 .451 2.651 86.279

8 .422 2.482 88.761

9 .379 2.228 90.989

10 .285 1.677 92.666

11 .259 1.524 94.190

12 .229 1.345 95.534


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13 .208 1.223 96.757

14 .176 1.033 97.791

15 .149 .879 98.670

16 .129 .759 99.428

17 .097 .572 100.000

Extraction Method: Principal Component Analysis.


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Component Matrix a

Component

1 2 3

Q01 .622 .437 .101

Q02 .539 .562 .172

Q03 .683 .448 -.088

Q04 .798 .144 -.286

Q05 .762 .233 -.018

Q06 .773 .041 -.353

Q07 .627 .429 .170

Q08 .729 .038 .287

Q09 .767 -.215 .305

Q10 .627 -.220 .549

Q11 .880 -.162 .059

Q12 .830 -.287 -.041

Q13 .827 -.274 -.122

Q14 .794 .004 -.275


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Q15 .757 -.345 .227

Q16 .770 -.314 -.287

Q17 .860 -.108 -.143

Extraction Method: Principal Component

Analysis.

a. 3 components extracted.


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Findings and Suggestions

FINDINGS

1. No due recognition given, low salary, better prospects outside, integrity issues, high work pressure

and timings

2. Most of the employees are not goal oriented

3. With respect to training, focus has to be given over the product.

4. Overload of offers confuse the team functioning

5. Performance appraisal should be done fairly and carried out once in three month.

6. The superiors listen others words about their subordinates progress, rather monitoring their

performance.

7. Very importantly, there is red tapism and bias. Favoritism influences the promotion policies of staffs.

8. With regards to Compensation, employees feel newly employed staffs are paid more than the

existing on

9. Timings and lack of sufficient time is not available for their personal lives.

10. Core values of the company such as respect and humility are not followed properly.

11. Staffs feel that they do not receive equal treatment.

12. Implementations of plans do not occur as planned.

13. Some members want more number of part time employees to be employed.


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Recommendations

Retention strategy

Assign Mentors

Mentoring is one low cost means of transferring skills, knowledge, culture and vision.In this

program, an experienced staff(acting as a mentor)could be assigned

to every new joinees joining the company. This would help the employees to get easily adapted to

the organization and learning the job role quickly and practically. This would also enhance their

career development and emotional attachment to the organization.

Advertise

Post a picture of the new employee in the lunchroom or common area with some fun facts about their

likes, hobbies, and family. This can act as a great discussion starter. You like the movie Ishtar? Ithought I was the only one, lets grab lunch!

Inform the team.

Make sure everyone on the team knows the day that your new hire arrives. Give specific instructions

on how you want the new hire to be welcomed.

Have a performance review after the first 30 days.

This will help still the insecurity of I wonder how Im doing? that most new employees feel. A

performance review after one month will also let you find out how they are adjusting and expose any

needs that might need to be met.

They say you only have one chance to make a first impression. Take the extra time to make your

new hire feel pulled in and part of the team.


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Work-life

The analysis states that long working hours and denial of leave has a greater impact on attrition,as the work-life is not balanced. The organization may arrange for shifts and split the workers into

general shift and second shift. As the store has a practice of recruiting part time staffs, they may be

allowed to work during the last 3-4 hours of the day and on week-ends.

Autonomy: Giving employees responsible tasks, while giving them the freedom to work in their

own style and motivates them to stay on. As per a planned schedule, a team member may act as the

leader of the day once in a week.


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References

BOOKS

Uma Sekaran, Research methods for business, (4 th edition; New Delhi; Wiley publications)

R.Nandagopal et.al., Research methods in business, ( 1 st edition; New Delhi; excel books)

Charles R. Greer, Strategic Human Resource Management, ( 2nd

edition; New Delhi; Pearsoneducation)

V S P Rao, Human Resource Management, (2 nd edition; New Delhi; Excel books)

ARTICLES

Aylin and Webber, Turnover, retention, and the employment relationship of the future . Team

Development, vol. 7, pp. 161-171.

Jonathan winterton, a conceptual model of labour turnover and retention , human resource

development international 7:3 (2004), pp. 371 390

Miles M. Finney and Janet E. Kohlhase, The effect of urbanization on labour turnover , Journal Of

Regional Science, Vol. 48, NO. 2, 2008, pp. 311 328

Muhammad sani umar, Non-Work Factors and Labour Turnover among Female Employees in Kebbi

State Civil Service, Bangladesh e-Journal of Sociology. Volume 4, Number 2. July 2007.

Smith et al, Labour turnover and management retention strategies, International journal of Human

Resource Management 15:2 March 2004 371-396

Tove Helland Hammer And Ariel Avgar, The Impact of Unions on Job Satisfaction, Organizational

Commitment, and Turnover , Journal of labour research, vol. 26, No. 2, pp. 241-261.


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WEBSITES

www.futurebytes.com

www.search.ebscohost.com

www.citehr.com
http://www.futurebytes.com/http://www.futurebytes.com/http://www.search.ebscohost.com/http://www.search.ebscohost.com/http://www.citehr.com/http://www.citehr.com/http://www.citehr.com/http://www.search.ebscohost.com/http://www.futurebytes.com/


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Annexure

Questionnaire

1. Do you feel that you are a valued part of your organization?

a. Strongly Agree

b. Partially Agree

c. Neutral

d.

Partially Disagreee. Strongly Disagree

2. Do you feel that you are respected and fairly treated in the organization?

a. Strongly Agree

b. Partially Agree

c. Neutral

d. Partially Disagree

e. Strongly Disagree

3. Do you feel that your morale in the office is high?a. Strongly Agree

b. Partially Agree

c. Neutral



4. Do you have career goals and future prospects which align with the objectives of

your organization?

a. Strongly Agree

b. Partially Agree

c. Neutral




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5. Do you feel that your job fits into larger picture of the organization?

a. Strongly Agree

b. Partially Agree

c. Neutral



6. Do you have a clear understanding of how your job performance is measured?

a. Strongly Agree

b. Partially Agree

c. Neutral



7. Do you have a good relationship with your supervisor/seniors?

a. Strongly Agree

b. Partially Agree

c. Neutral


e. Strongly Disagree8. Is there a spirit of co-operation among yourself, your peers and your sub ordinates?

a. Strongly Agree

b. Partially Agree

c. Neutral



9. Do you feel that workload and work targets are reasonable?

a. Strongly Agree

b. Partially Agree

c. Neutral




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10. Is the work timings are flexible?

a. Strongly Agree

b. Partially Agree

c. Neutral



11. Do you feel that the policies of the company are clearly articulated to you and other

staffs?

a. Strongly Agree

b. Partially Agree

c. Neutral



12. Do you feel that the compensation paid to you is fair when compared to other

organizations in the same industry?

a. Strongly Agree

b. Partially Agree

c. Neutrald. Partially Disagree


13. Do you get the reward and recognition on your achievement?

a. Strongly Agree

b. Partially Agree

c. Neutral



14. Are the facilities provided by the company are good (cafeteria, transport &others

services)?

a. Strongly Agree

b. Partially Agree

c. Neutral



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15. Does your company pay overtime allowance?

a. Strongly Agree

b. Partially Agree

c. Neutral



16. Are there any grievance handling system?a. Strongly Agree

b. Partially Agree

c. Neutral



17. If yes are they work satisfactorily?

a. Strongly Agreeb. Partially Agree

c. Neutral



a project report to ascertain the various factors responsible for the attrition of staffs in retail...

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