A study on attrition analysis in sundaram business service

1. A STUDY ON ATTRITION ANALYSIS
Underwent at
SUNDARAM BUSINESS SERVICE
A Project Work submitted to University of Madras
In partial fulfillment for the award of the degree of
B.Com (Information Systems and Management)
Submitted by,
Mohana Priya .A (Reg.No. 421700698)
Submitted on March 2020
Under the guidance of
Ms. C Kalaivani M.Com., M.Phil.,
Department of Information Systems and Management
BHAKTAVATSALAM MEMORIAL COLLEGE FOR WOMEN
(Accredited at ‘B+’ Grade by NAAC)
(Affiliated to University of Madras)
KORATTUR, CHENNAI

2. BHAKTAVATSALAM MEMORIAL COLLEGE FOR WOMEN
KORATTUR, CHENNAI-600080
DEPARTMENT OF INFORMATION SYSTEMS AND
MANAGEMENT
BONAFIDE CERTIFICATE
This to certify that the project entitled “A STUDY ON ATTRITION
ANALYSIS IN SUNDARAM BUSINESS SERVICE” done by
Mohana Priya.A (421700698) of B.Com (Information Systems and
Management) during the academic year 2019-2020
Signature of HOD Signature of Internal Guide
The VIVA-VOCE Examination was conducted on ----------------- at
Bhaktavatsalam Memorial College for Women, Chennai-80.
INTERNAL EXAMINER EXTERNAL EXAMINER

3. DECLARATION
We declare that the project entitled “A STUDY ON ATTRITION
ANALYSIS IN SUNDARAM BUSINESS SERVICE “ submitted by
us for the degree of B.Com (Information System and Management) is the
record of project work carried out by us during the academic year 2019-
2020 under the guidance of Ms. C Kalaivani M.com., M.Phil.,
• MOHANA PRIYA .A
(421700698)
Date: 18-03-2020
Place: KORATTUR

5. ACKNOWLEDGEMENT
First and foremost, we praise and thank the Almighty, for being the unfailing source
of support, comfort and strength the completion of my project work.
We thank the company Sundaram Business Service which provided me this valuable
project.
We extend my deepest gratitude to our Vice-Chairman Dr.MARAGATHAMANI
M.B.A., Secretary Dr. S.P. RAJAGOPALAN M.Sc., M.Phil., Ph.D., and our
Principal Dr. Mrs. C. N. Eswari Ph. D., of Bhaktavatsalam Memorial College for
women, Affiliated to University of Madras, for granting us the permission to
undertake our project work.
We would like to express our sincere thanks to Mrs. G. Hemalatha MCA., M.Phil.
Head, Department of Information System and Management for her valuable
comments, ideas, and encouragement have provided a good basis for the present
project.
We would like to express our sincere thanks to our internal guide Ms. C Kalaivani
M.Com., M.Phil. For her valuable guidance and suggestion in the successful
completion of this project.
Last but not least, we would like to extend my heart full gratitude to my Parents, our
faculty members A. Stella M.Sc., M.Phil., (Ph.D.,), P. Gunasundari M.C.A.,
M.Phil., (Ph.D.,), M. Devi MBA, M.Phil., (Ph.D.,) for their continuous support and
encouragement.

6. CONTENT
CHAPTER PARICULARS PAGE NO
1 INTRODUCTION 1
2 COMPANY PROFILE 15
3 REVIEW OF LITERATURE 27
4 DATA ANALYSIS AND
INTERPRETATION
42
5 SYSTEM IMPLEMENTATION 102
6 FINDING, SUGGESTION AND
CONCLUSION.
108
7 BIBLOGRAPHY 111
8 ANNEXURE 112

7. LIST OF TABLE
TABLE NO. PARICULARS PAGE NO
4.1 GENDER WISE CLASSIFICATION
42
4.2 AGE WISE CLASSIFICATION 44
4.3 MARTIAL STATUS CLASSIFICATION 46
4.4 HIGHEST QUALFICATION
CLASSIFICATION
48
4.5 MONTHLY INCOME IN SUNDARAM
BUSINESS SERVICE
50
4.6 SATISFIED WITH YOUR JOB 52
4.7 WORKING ENVIRONMENT IS OPEN
AND TRUST WORTHY
54
4.8 MANDATORY FOR THE EMPLOYEES
TO SERVE NOTICE PERIOD
56
4.9 DURATION OF NOTICE PERIOD 58
4.10 SUPERIOR PERIODICALLY
RENIFORCE AND SUPPORT THE
WORKING SYSTEM
60
4.11 PROVIDE ENOUGH OPPORTUNITY
FOR CAREER DEVEOPMENT
62

8. 4.12
DEMANDED TO WORK MORE THAN
WAS REQUIRED OUT YOUR JOB
64
4.13 INCREASING NUMBER OF
INDUSTRIES IS ADVERSELY
AFFECTING EMPLOYEES ATTRITION
66
4.14 ADOPT ANY CREATIVE HRM
STRATEGY TO COUNTER
EMPLOYEES ATTRITION.
68
4.15 COMPANY CONDUCT ANY EXIT
INTERVIEW
70
4.16 IF YOU QUIT JOB WHAT WOULD BE
REASON
72
4.17 COMPANY PROVIDING JOB
SECURITY FOR EMPLOYEES
74
4.18 MANAGE BALANCE BETWEEN
WORK LIFE AND PERSONAL LIFE
76
4.19 CAREER DEVELOPMENT
OPPORTUNITY
78
4.20 FEEL STRESSED IN DOING YOUR
WORK
80
4.21 COMPANY DID YOU GET ANY
REWARD FOR YOUR WORK
PERFORMANCE
82
4.22 COMPANY PROVIDED ANY
OPPORTUNITY FOR PROMOTION
84
4.23 SATISFIED WITH COMMUNICATION
THAT ARE RELEVANT TO
EMPLOYEES
86

9. 4.24 SALARY PROVIDED ACCORDING TO
YOUR JOB
88
4.25 COMPANY THEM ALLOWING
FLEXIBLE WORK SCHEDULE
90
4.26 SATISFIED WITH THE EXISTING
GRIVANCE SETTELMENT SYSTEM
92
4.27 POLICY NEED TO CHANGE OR
MODIFY DUE TO GRIEVANCE
94
4.28 COMPLAINTS AND GRIEVANCE
BEING TAKE CARE OFF
96
4.29 TO WHAT LEVEL THE
MANAGEMENT IS EFFECTIVE IN
GRIEVANCE SETTELMENT
98
4.30 GRIEVANCE HANDLING IS ONE OF
THE MAJOR COMPONENTS IN JOB
SATISFACTION.
100

10. LIST OF CHART
CHART
NO.
PARICULARS PAGE NO
4.1 GENDER WISE CLASSIFICATION 43
4.2 AGE WISE CLASSIFICATION 45
4.3 MARTIAL STATUS CLASSIFICATION 47
4.4 HIGHEST QUALFICATION
CLASSIFICATION
49
4.5 MONTHLY INCOME IN SUNDARAM
BUSINESS SERVICE
51
4.6 SATISFIED WITH YOUR JOB 53
4.7 WORKING ENVIRONMENT IS OPEN
AND TRUST WORTHY
55
4.8 MANDATORY FOR THE EMPLOYEES
TO SERVE NOTICE PERIOD
57
4.9 DURATION OF NOTICE PERIOD 59
4.10 SUPERIOR PERIODICALLY
RENIFORCE AND SUPPORT THE
WORKING SYSTEM
61

11. 4.11 PROVIDE ENOUGH OPPORTUNITY
FOR CAREER DEVEOPMENT
63
4.12
DEMANDED TO WORK MORE THAN
WAS REQUIRED OUT YOUR JOB
65
4.13 INCREASING NUMBER OF
INDUSTRIES IS ADVERSELY
AFFECTING EMPLOYEES ATTRITION
65
4.14 ADOPT ANY CREATIVE HRM
STRATEGY TO COUNTER
EMPLOYEES ATTRITION.
67
4.15 COMPANY CONDUCT ANY EXIT
INTERVIEW
69
4.16 IF YOU QUIT JOB WHAT WOULD BE
REASON
71
4.17 COMPANY PROVIDING JOB
SECURITY FOR EMPLOYEES
73
4.18 MANAGE BALANCE BETWEEN
WORK LIFE AND PERSONAL LIFE
75
4.19 CAREER DEVELOPMENT
OPPORTUNITY
77
4.20 FEEL STRESSED IN DOING YOUR
WORK
79
4.21 COMPANY DID YOU GET ANY
REWARD FOR YOUR WORK
PERFORMANCE
81
4.22 COMPANY PROVIDED ANY
OPPORTUNITY FOR PROMOTION
83

12. 4.23 SATISFIED WITH COMMUNICATION
THAT ARE RELEVANT TO
EMPLOYEES
85
4.24 SALARY PROVIDED ACCORDING TO
YOUR JOB
87
4.25 COMPANY THEM ALLOWING
FLEXIBLE WORK SCHEDULE
89
4.26 SATISFIED WITH THE EXISTING
GRIVANCE SETTELMENT SYSTEM
91
4.27 POLICY NEED TO CHANGE OR
MODIFY DUE TO GRIEVANCE
93
4.28 COMPLAINTS AND GRIEVANCE
BEING TAKE CARE OFF
95
4.29 TO WHAT LEVEL THE
MANAGEMENT IS EFFECTIVE IN
GRIEVANCE SETTELMENT
97
4.30 GRIEVANCE HANDLING IS ONE OF
THE MAJOR COMPONENTS IN JOB
SATISFACTION.
99

13. INTRODUCTION

14. INTRODUCTION:
Employee’s attrition is one of the critical problem which are faced by an HR manager
during these days. Attrition in BPO not only pushes up costs incurred on the training
of employees but also productive along with the ideal level of “knowledge maturity”
of the organization and the employees. The organization having a capacity to
withstand its long lasting relationship with employees would survive in the market
place and others would fade away in the long run. The final solution of BPO lies in
the stabilization of business operation and availability of trained and matured
manpower in abundance and which may bring a long lasting solution for the high
attrition the sector. More of committed employees at all levels will help this industry
to stabilize, grow and add value to the economic growth.
The reason for the high rate of attrition in the BPO sector particularly call center
segment range from lack of comfort of enrichment potential in terms of career
growth. The growth of BPO industry is mainly depended on the cost effectiveness
and quality of the manpower.
The reasons for the employees to leave his organization was endless but the reason
why the employees leave the organization is vary according to the nature of the
business. In BPO industry the employees consider multiple comfort level while
working in a office for example employer’s goodwill in the market, remuneration,
future growth, working condition, stress generated by nature of job and workload,
co-workers, current role’s scope in the market &most important future stability with
the organization.
Employee attrition is a challenging issue in the business world. It has a significant
impact on the competitive strength of a company. As per the Report on Absenteeism,
Labour turnover, Employment and labour cost, prepared by the Ministry of Labour 3
and Employment; Labour Bureau, Employee attrition in the automobile sector in
India is 40 percent1. Employee attrition creates chronic problems in an organization.
The impact of employee attrition has been realized by industrialists during the past
couple of years.

15. MEANING:
Employee attrition is a situation faced by an organisation or employer
when new employees joined leaves the organisation to join other organisation when
he gets offers. Generally employee attrition will be very high when there is a pressing
need of employees in a particular industry due to mass retirements or expansion of
organisation.
Attrition, in Human Resource terminology, refers to the phenomenon of the
employees leaving the company. Attrition in a company is usually measured with a
metric called attrition rate, which simply measures the number of employees
moving out of the company.
Turnover and attrition are business and Human resource terms, there are several types
of turnover such as sales turnover, production turnover but attrition usually can be
described as a reduction in the work force.
In the realm of human resources, attrition is defined as both the voluntary and
involuntary reduction of a company’s workforce through deaths, employee
retirements, transfers, resignations and terminations. While some attrition is to be
expected in normal business operations, a high level of reduction can lead to
problems and a lack of manpower. Some of the ways human resources professionals
do their part to keep top-performing employees happy and attrition rates low is design
and implement company compensation programs, motivation systems and a
company culture.

16. DEFINITION:
“A reduction in the number of employees through retirement, resignation of death”.
Normally and uncontrollable reduction of work force because retirement, death,
sickness and relocation. It is one method of reducing the size of workforce without
management taking any over action.
-Dictionary of business terms
A gradual reduction in work force without firing or personal, as when workers resign
or retired and are not replace.
-Phill and Ralph peters
Employee turnover or employee attrition is defined as the rate of change in the
working personnel of an organization during a specified period”.
Labour turnover may be defined as “the rate of change in working staff of a concern
during a definite period” Labour turnover may be expressed in the form of percentage
of workers left during a specific period like one year out of the total labour force
employed.
Moreover, there are many definition in same perspective from many authors as Van
der Merwe and Miller (1996) stated that employee turnover is a permanent
withdrawal and also function of the person-work relationship. The author’s emphasis
that there should be a fit between the worker, the agency and the environment.

17. SCOPE OF THE STUDY:
Although the development of motivation model to tackle the problem of attrition in
the BPO sector has inputs from a variety of sources including primary and secondary
sources, the study is confined to the data collected from the industry. Moreover, only
selected facets of job characteristics have been considered for the study. There are
many which can be included in order to assess employee attrition. Therefore the
scope of the study is limited to the geographical location of the sample size and also
to the selected dimensions of personal characteristics and employees attrition.
• To determine effect of attrition on the business.
• To understand the extend of job satisfaction among the employees.
• To suggest the proper measures.
• Helping them to reduce the employee’s attrition.
• This study helps the company to understand more on the attrition rate in the
company.
• The study educates the causes of attrition for employees in an organization.
• This study can help the management to know for which the reason employees
tend to change their job, through dissatisfaction factors faced in the organization and
also help to recover by providing the optimum suggestion or solution.
• This study have a wider for scope in any kind of organization since ”attrition”
is general one and makes the employees to put forth their practical difficulties and
need factors in the organization.

18. NEED OF THE STUDY:
The success of any organization depends largely on the workers, the employees are
considered as the backbone of any company. The study was mainly undertaken to
identify the level of employee’s attrition, the dissatisfaction factors they face in the
organization, why they choose to stay and for what reason they prefer to change their
job. Once the levels of employee’s attrition are identified, it would be possible for
the management to take necessary action to reduce attrition level.
Since they are considered as backbone of the company, their progression will lead to
the success of the company for the long run. This study can be helpful in knowing,
why the employees prefer to change their job and which factors make employee
dissatisfy. Since the study is critical issue, it is needed by the originations in order to
assess the overall interest and the feelings of the employees towards their nature of
job and organization.
To address the reasons why attrition occurs, “Stay Survey” was conducted of Grade
61 employees. This study can be helpful to the management to improve its core
weaknesses by the suggestions and recommendations prescribed in the project. This
study can serve as a basis for measuring the organization’s overall performance in
terms of employee satisfaction. The need of this study can be recognized when the
result of the related study need suggestions and recommendations to the similar
situation.

19. BENEFITS OF ATTRITION
Attrition are considered to be beneficial in some ways:
• If all employees stay in the same organization for a very long time, most of
them will be at the top of their pay scale which will result in excessive manpower
costs.
• When certain employees leave, whose continuation of service would have
negatively impacted productivity and profitability of the company, the company is
benefited.
• New employees bring new ideas, approaches, abilities & attitudes which can
keep the organization from becoming stagnant.
• There are also some people in the organization who have a negative and
demoralizing influence on the work culture and team spirit. This, in the long-term, is
detrimental to organizational health.
• Desirable attrition also includes termination of employees with whom the
organization does not want to continue a relationship. It benefits the organization in
the following ways:
1. It removes bottleneck in the progress of the company
2. It creates space for the entry of new talents
3. It assists in evolving high performance teams
• There are people who are not able to balance their performance as per
expectations, lack potential for future or need disciplinary action. Furthermore, as the
rewards are limited, business pressures do not allow the management to over-reward
the performers.
Some companies believe attrition in any form is bad for an organization for it means
that a wrong choice was made at the beginning while recruiting. Even good attrition
indicates loss as recruitment is a time consuming and costly affair. The only positive
point is that the realization has initiated action that will lead to cutting loss.

20. CAUSES OF THE STUDY:
Obviously, it’s important for organization to reduce the main reasons employees
Leave for others position. Good people don’t leave good organization they leave poor
managers
1. Growth opportunities not available
A lot of good talent can be lost if the employees feel trapped in dead end position.
Often talented individuals are forced to job hope from one company to another in
order to grow in status and compensation. The most successful organization find
ways to help employees develop new skills and responsibility in their current position
and position them for future advancement within the enterprise. Employees who can
see a potential for growth and comparable are more inclined to stay with an
organization.
2. Raises and promotion frozen
Over the years, studies have shown that money isn’t usually the primary reasons
people leave an organization, but it does rank high when an employees can find a job
earning 20 to 25 percent more elsewhere. Raises and promotion are often frozen for
economic reason but are slow to be resumed after the crises has passed. Organization
may not have a goal to offer the best compensation in their area, but if they don’t
them better pay competitive wages and benefits while making their employees feel
valued! This is a critical combination.
3. The job did not meet expectation
It has become all too common for a job to significantly vary from the initial
description and what was promised during the interviewing stage. When this happens
it can lead to mistrust. The employees starts to think, “What else are they not being
truthful about?” when trust is missing, there can be not real employee ownership.

21. 4. Decision-making ability is lacking
Far too many manager’s micromanage to the level of minutia. Micromanagers appear
insecure regarding their employees’ ability to perform their jobs without the manager
directing every move. Organization need employees to have ownership and be
empowered! Empowered employees have the freedom to make suggestion and
decision. Today “empowerment” seems to be a catch- all term for many ideas about
employee’s authority and responsibility. However, as a broad definition, it means an
organization gives employees latitude to do their jobs by placing trust in them.
Employees in turn, accept that responsibility and embrace that trust with enthusiasm
and pride of ownership.
5. Coaching and feedback are lacking
Effective managers know how to help employees improve their performance and
consistently give coaching and feedback to all employees. Ineffective managers put
off giving feedback to employees even though they instinctively know that giving
and getting honest feedback is essential for growth and building successful teams and
organization.

22. TYPES OF ATTRITION:
Attrition is broadly defined as total number of employees who leave the company
because of any reason whatsoever. Attrition is broadly categorized into two
definition:
• Voluntary Attrition
• Involuntary Attrition
1. Voluntary attrition:
Voluntary attrition is the employee’s departure on his own. This happens when an
employee’s resigns from an organization for personal or professional reasons.
Voluntary attrition is one of the major pain points for companies in growing
economics. In india-voluntary attrition of 20-40% is fairly common in
IT/ITES/retail/BPO industry.
2. Involuntary attrition:
Involuntary termination is the employee’s departure at the hands of the employer.
There are two basic types of involuntary termination, known often as being “fired”
and ”laid off”. To be fired as opposed to being laid off, is generally thought of to be
the employees fault, and therefore is considered in most cases to be dishonourable
and a sign of failure.

23. IMPORTANCE OF THE STUDY:
Measuring employees turnover is one of the most crucial calculation that Human
Resources Management (HRM) is tasked to do. Turnover is the total percentage of
employees that leave an organization within a specific timeframe. One of the major
challenges of HR management is controlling and decreasing the turnover.
A high turnover can become an exorbitant expenses for any organization because
vacancies left unfilled will eventually have to be filled with new replacement.
One reason why most employees leave their position is due to dissatisfaction that
occurs while working at an organization. Others reason may be due to a career
change, a better opportunity at a different company, etc.
• Employee attrition is the rate at which organisations and/or company‘s hiring
and fire employees to either stand for their house or go forth their houses.
• It is besides referred to the employee turnover rate.
• Employee attrition rate is besides known as employee turnover. This rate
shows how frequently the employees at a topographic point of concern alteration over
the class of a month.
• Usually companies prefer a low attrition rate, but the rates differ based on the
industry.

24. OBJECTIVES OF THE STUDY:
1. To know the satisfactory level of employees towards their job and working
condition.
2. To identify the factors which make employees dissatisfy about company policy
and norms.
3. To find the reason, why attrition occurs in Sundaram Business Service.
4. To find out the way to reduce the attrition in the company.
5. To analyse how efficiently management settle grievances in Sundaram
Business Service.
LIMITATION OF THE STUDY:
The research study is limited to a few aspects:
• Time was the most critical limiting factor.
• The study was limited to the extent of information provided by the employees
of a particular grade only.
• The outcome of the study cannot be generalized. The study needs to be tested
on a larger dataset.
• The study was restricted.

25. RESEARCH METHODOLOGY
INTRODUCTION:
The general intent of this exploratory and descriptive study was two-fold. First was
the identification and exploration of the causal agents of attrition in the BPO sector of
India. This involved an exhaustive study of the personal characteristics of the
respondents; exploring the factors behind attrition, and then comparing these factors
across the various personal characteristics. Second was the identification and
exploration of the factors of attrition in the BPO sector of India and testing the same.
This involved detecting the factors through field survey; comparing them across the
personal characteristics; and developing a regression model. It was followed by model
validation i.e. studying the impact of the recommendations on employees’ willingness
to stay and analysis of the perceived attitudes of the employees. This included
assessing the levels of employee motivation, employee satisfaction, employee
involvement, and life interest and work compatibility among the employees before
and after the recommendations; and the relationship between the perceived attitudes
and employees’ willingness to stay. The research methodology has to be robust in
order to minimize errors in data collection and analysis. Owing to this, survey method
has been chosen for data collection, as they are the most extensively used technique
for data collection, especially in behavioral sciences. This chapter describes the study,
participants of the study, instrumentation done for the study, data collection, and data
analysis procedures of the entire study.
MEANING OF RESEARCH:
Research in common parlance refers to a search for knowledge. Once can also define
research as a scientific and systematic search for pertinent information on a specific
topic. In fact, research is an art of scientific investigation.
The Advanced Learner’s Dictionary of Current English lays down the meaning of
research as “a careful investigation or inquiry especially through search for new facts
in any branch of knowledge.” Redman and Mory define research as a “systematized
effort to gain new knowledge.

26. MEANING OF RESEARCH METHODOLOGY:
Research methodology is the specific procedures or techniques used to identify, select,
process, and analysis information about a topic. In a research paper the methodology
section allows the reader to critically evaluate a study’s overall validity and reliability.
A research methodology or involves specific techniques that are adopted in research
process to collect, assemble and evaluate data. It defines those tool that are used to
gather relevant information in a specific research study. Surveys, questionnaires and
interviews are the common tools of research.
RESEARCH DESIGN:
The research problem having been formulated in clear cut terms, the researcher will
be required to prepare a research design, i.e., he will have to state the conceptual
structure within which research would be conducted. The preparation of such a design
facilitates research to be as efficient as possible yielding maximal information. In
other words, the function of research design is to provide for the collection of relevant
evidence with minimal expenditure of effort, time and money. But how all these can
be achieved depends mainly on the research purpose.
RESEARCH PROCESS:
The research process has four distinct yet interrelated steps for research analysis it has
a logical and hierarchical ordering:
• Determination of information research problem.
• Development of appropriate research design.
• Execution of research design.
• Communication of results.
COLLECTION OF DATA:
The task of data collection begins after a research problem has been defined and
research design plan chalked out. While deciding about the method of data collection
to be used for the study, the researcher should keep in mind two types of data viz.,
primary data and secondary data.

27. PRIMARY DATA:
Primary data are those which are collected afresh and for the first time, and thus
happen to be original in character. We collect primary data during the course of doing
experiments in an experimental research but in case we do research of the descriptive
type and perform surveys, whether sample surveys or census surveys, then we can
obtain primary data either through observation or through direct communication with
respondents in one form or another or through personal interviews
SECONDARY DATA:
The secondary data, on the other hand, are those which have already been collected
by someone else and which have already been passed through the statistical process.
When the researcher utilizes secondary data, then he has to look into various sources
from where he can obtain them. In this case he is certainly not confronted with the
problems that are usually associated with the collection of original data.
QUESTIONNAIRE TYPE:
The questionnaire is well structured and it consists of open ended question. There are
a total of 30 questions that aims to cover all aspects of the employee attrition.
DESCRIPTION RESEARCH:
Secondary data is on type of quantitative data that has already has been collected by
someone else for a different purpose to yours. Secondary data is data collected by
someone other than user. Primary data, by contract, are collected by investigator
conducting the research.

28. DESCRIPTION APPROACH:
Steps in the descriptive research statement of her problem,
• Identification of information needed to solve the problem.
• Selection and development of instruments for gathering the information.
• Identification of target population and determination of sampling plan.
• Design of procedure for information collection.
• Collection of information.
• Analysis information.
PERCENTAGE METHOD:
The percentage is used for making comparison between two or more series of data. It
is used to identify the opinion of the respondents for the different factors.
No. of respondents
Percentage of respondents= ----------------------------------------*100
Total number of respondents
SAMPLING:
A sample is some part of large body specially selected to represent the whole.
Sampling is the process by which part is chosen sampling than is taking any portion
of population or universe a representative of that population or universe. A cones
survey in which information is gathered from or about all members of a population. It
is usually the ideal population or universe to which research result are to be generated.

29. SAMPLING UNIT:
SUNDARAM BUSINESS SERVICE LIMITED
CHI-SQUARE TEST: 120
A chi-square test also referred as X (or chi-square test), is any statistical hypothesis
test in which the sampling distribution of the test statistical is a chi-square distribution
when the null hypothesis is true. Chi-square tests are often constructed. From a sum
of square error, or through is sampling variances. The chi-square test is the widely
used non parametric statistical test that describes the magnitude of discrepancy
between the observe data and the data expected to be obtained with the specific
hypothesis.
The observed and expected frequencies are send to be completely coinciding when
the X2
=0 and as the value of x2
increase the discrepancy between the observe and
expected data becomes significant. The following formula is used to calculate chi-
square.
X2
= ∑ (O-E)2
E
Where, O= observed frequency E = excepted frequency
HYPOTHESES FOR THE STUDY:
The following hypothesis have been formed for this study null hypothesis Ho; there
is no relationship between gender and satisfaction of your job, Alternative hypothesis
H1; there is a relationship experience and satisfaction of your job.
This hypothesis is formed for the chi-square test.

30. COMPANY
PROFILE

31. INTRODUCTION:
Sundaram Business Services is a global outsourcing company with over 1000
employees servicing over 100 clients across three continents. We help customers
achieve higher efficiency in controlling costs and reducing risk, while leveraging on
our experience, to improve operations. Our engagement with customers has proven
to create sustainable value, while maintaining high levels of profitability.
Sundaram Business Services offers a best in class outsourcing & business
transformation experience, helping Accounting firms, CFO's and CMO's through its
innovative and streamlined service offerings across verticals. Our service offerings
are a combination of operational excellence and deep domain expertise in key
industry verticals including investment management, portfolio management,
mortgage, hotels, hospitality and leisure and accounting firms. Our management &
leadership team are accomplished executives from leading organisations with great
business acumen, which enables us to drive performance across processes.
Our core values are derived from our parent company, Sundaram Finance, one of
India's largest financial services companies with 60 years of customer excellence
with almost US$ 4 billion balance sheet and 1.65 million customer base from over
500 branches in India
Sundaram business service (SBS) provides back office service for self-managed
superfund administrators accounting firms, wealth & portfolio management
companies, mortgage and hospitality companies in Australia and the UK. For India
based companies, SBS focuses on account payables, payrolls, call center service
across sectors and back office solution for leading and insurance companies. SBS is
committed to satisfy applicable requirement related to its Quality management
system and continually improve quality management system through the
establishment and regular monitoring of measurable Quality objectives.

32. Our key differentiators include:
▪ Highest standards of data security with state-of- art infrastructure and
technology, ensuring customer’s privacy and data confidentiality
▪ Strong leadership and middle management team with backgrounds in
Functional expertise, IT, Training, and Resource management
▪ Ensuring customer satisfaction, through relationship management at C level,
across clientele.
SERVICE SECTOR:
CFO/ Finance Directors:
SBS has helped many CFOs in sectors as diverse as financial services, hospitality
and manufacturing deal with the challenges of handling large volumes of payments,
accurate invoicing and timely financial reporting through our tried and tested order
to cash, procure to pay and record to report services. CFOs who have used our
services reduce time spent on routine activities and have the bandwidth to focus on
higher value adding analytical activities. Further, they are able to track performance
on various metrics to allow prioritization and immediate action.
Lending & Insurance:
Lending companies:
SBS has helped COOs of banks/ NBFCs and other lending companies to track and
manage approval and disbursement turnaround time, reduce delayed processing
percentages and in some cases even effect an overall reduction in turnaround time.
We have also made a tangible improvement to early bucket collections through our
unique model of relationship calling that is sensitive to the fact that your brand is
“out there” during each and every phone call. Our vintage in this sector has allowed
us to build subject matter expertise and access to trained and experienced resource

33. Insurance:
We are one of the first Indian outsourcing companies to service the new generation
insurance companies in India and have strong domain expertise in insurance
processing. We have helped several leading insurance companies to track and
manage policy issuance turnaround time, effect agent pay-outs & activate dormant
channel partners
SBS service offerings include:
Leading
Pre credit:
• Document Screening (KYC Check)
• Data Entry
• Verification and Co-ordination with external agencies
• Preparation of credit appraisal memo (CAM)
• Quality check
• Preparation of file for disbursement
Post Credit:
• Contract configuration
• Data Entry
• Maintenance of contract accounts
• Payment of insurance premium and entry of policy details
• Documentation for repossession
• Loan closure documentation

34. Insurance:
Policy Issuance & Administration:
• Scanning and Indexing
• Inward and Outward
• Data Entry
• Quality check
• Deficiency handling
• Endorsement, Nominations, Assignment, etc.
• Helpdesk
Pay-out processing:
• Data Entry
• Quality check
• Helpdesk
Customer support services
SBS has a unique model of relationship calling that is sensitive to the fact that your
brand is "out there" during each and every phone call. We have helped several brands
enhance their reputation for customer service through a calling technology backed
offering that delivers high standards of customer experience. Our training and quality
controls ensure that your customers felt heard and they get close looping on their
queries. Our dealer and CRM solution enables you to track and analyse the calls you
receive. We also specialise in calling for reality TV and game show selections and
have an excellent track record in this area.

35. SBS service offerings include:
Customer service
Helpdesk support
Administrative Support
Order Taking
Account Maintenance
Product Support
Queries Management
Correspondent Management
Technical Support
Industry Expertise
• Financial Services
• Insurance
• Automobile retail
• Media
• Consumer durables
• Retail
• Professional Services
• Telecom
• Real Estate
• Education
• Travel & Tourism
• Energy
• Logistics

36. Sales and Marketing
SBS has helped B2C business increase their revenues through telesales qualified
databases, internet based leads and leveraging existing relationships through renewal,
upsell and cross sell. Our vintage supervisory team coupled with lower than market
attrition provides us an advantage in the highly competitive space of increasing
revenues. Our customisable CRM provides you with every report you need to manage
your sales processes. We track every step of the sales funnel and our quality check
process ensures the highest levels of compliance
SBS service offerings include:
• Telemarketing
• Account Acquisition
• Campaign Management
• Customer Acquisition
• Renewals calling
• Collection calling
• Welcome calling
• Promotional calling
• Survey call
Delivery Model
Our delivery model focuses on providing you visibility on the process and quality
controls though monitoring and automation. Our accounting and lending processing
use scanning of documents, coupled with work flow system based controls to deliver
a predictable and transparent process. Our calling processes are founded on a
customisable CRM that provides you reports in the form that you want to see them

37. Our Value Proposition
We have 3 major service offerings for our India clients. Click on the relevant link
below to visually see how we can bring value to your business

38. Infrastructure & Technology
We have 2 delivery centres in Chennai and 1 in Mumbai
Our facilities have state of the art security controls, biometric access, CCTV
monitoring and multiple levels of redundancy to ensure business continuity.
Physical Access Control:
• Biometric User Authentication
• Personal computing device, Mobile phones, Image recording device and
portable storage device are restricted
• CCTV cameras installed throughout the facility.
Logical Access Control:
• Periodic review of user access
• Systems are hardened : No printers, USB drives and CD drives
• No access to change system configuration and install/ change application.
Network Security:
• Firewalls installed at the network gateway
• Antivirus updated and scanned on a daily basis.

39. Statutory Compliance
Sundaram Business Services is the trade name for Sundarm Business Services
Limited and Sundaram BPO India Limited
Sundaram Business Services (SBS)
BOARD OF DIRECTORS
Sundaram business services limited is a public incorporated on 12 August 2005. It is
classified as Non-government Company and id registered at Registration of
Company, Chennai. Its authorized share capital is Rs.302, 672,912. It is involved in
Legal, accounting, book-keeping and auditing activities, tax consultancy, market
research and public opinion polling; business and management consultancy
DIRECTORS
Mr T T Srinivasaraghavan
Mr M Ramaswamy
Mr T K Sundarajan
Ms S Preetha
CHIEF EXECUTIVE OFFICER
Mr Rajesh Venkat
CHIEF FINANCIAL OFFICER
Mr R Prem
COMPANY SECRETARY
Ms Charanya Sridharan

40. INDUSTRY PROFILE:
History
Sundaram Finance was established in 1954 when Sri T. S. Santhanam, the Founder,
envisioned the future of hire-purchase finance in India. The company was started
with a paid-up capital of Rs. 2 Lakhs and promoted by Madras Motor & General
Insurance Company which was then one of the leading insurance companies in India
prior to nationalisation in 1971.Started with the primary objective of financing the
purchase of commercial vehicles, the company, has today grown into one of the most
trusted financial services groups in India. It has a nation-wide presence of nearly 640
branches, over two lakh depositors and three lakh commercial vehicle and car finance
customers.
Today, Sundaram Finance Limited has a diversified presence in Mutual Funds,
Housing Finance, General Insurance, IT, Business Process Outsourcing and Retail
Distribution of a wide array of financial services and products.The company's
Diamond Jubilee in August 2014 was preceded by the birth centenary of its Founder
in November 2012.
Corporate Philosophy
Sundaram Finance embraces a philosophy that combines Growth, Quality and
Profitability and remains rooted to its ideal of protecting and enhancing shareholder
value. The founding philosophy of the company is that everything begins with the
customer and the very genesis of the company was a response to a widely felt need
among road transport operators for a fair and reasonable dispensation of financial
assistance. Our Founder, Late Sri T S Santhanam, enshrined in the company, the core

41. values which we call - The Sundaram Way - that have been our guiding light,
through the decades. While we are deeply rooted in our values and proud of our
heritage, we are also constantly innovating in terms of technology and processes to
deliver the unique Sundaram Experience.
Market Capitalization & Ratings
The Company's shares were originally listed in the Madras Stock Exchange (MSE)
in 1972, its first and only ever public offering, making it the first NBFC to be listed
in MSE and were subsequently listed in the National Stock Exchange in 1998. The
company has a market capitalization of Rs.18, 634 cr. on the equity share capital of
Rs.111.10 cr. as on 31st March 2018.
The company's fixed deposits are currently rated "AAA" (Highest Credit Quality) by
ICRA and CRISIL.
The long-term borrowings are currently rated "AAA" (Highest Degree of Safety),
with a "Stable outlook" by ICRA and CRISIL and AA+ (High Degree of Safety),
with a "Stable outlook" by India Ratings. The short-term borrowings (including
commercial paper) are rated "A1+"/P1+ (very strong degree of safety).
Awards & Honors
Amongst the many awards and accolades Sundaram Finance has received over the
years, the most recent ones are:
• Enablers of Social Change Award' from Mahindra Transport Excellence
Award, 2017
• Listed in Forbes India Super 50 companies, 2016.
• Featured in Dun & Bradstreet's India's top 500 companies in 2014
• The MMA Award for Managerial Excellence in Services Sector Category in
2013

42. • Our Managing Director Sri T.T. Srinivasaraghavan has been listed among top
CEOs between 2013-2017 by Business Today & PwC and also by Entrepreneur, a
monthly business magazine from the CNBC Network 18 group
Community Activities
Sundaram Finance together with its subsidiaries is involved in a number of
community focused activities that exemplify its strong commitment to the society.
Some of the major initiatives that the company is involved in, are in the areas of
health, education, environment and preservation & promotion of the country's rich
culture and heritage.Sundaram Medical Foundation, a non-profit Trust that runs Dr.
Rangarajan Memorial Hospital exemplifies the commitment of the Sundaram
Finance Group to the community and its citizens. It occupies an eminent position in
the healthcare sector of India as a model of cost-conscious, affordable, healthcare
delivery and corporate involvement in social projects. Foremost among the many
causes that the Group is involved with, in the field of education is Lakshmi Charities,
established 37 years ago. A charitable educational institution, it assists meritorious
students from the lower income groups pursue higher education. About 1500
students, predominantly college students, are provided assistance each year.All
through the year the company is involved in other community activities such as
maintenance of a public park in Chennai, ecology awareness campaigns, children's
music programmes, and art and craft workshops. We are also closely associated with
the Sundaram Finance Mylapore Festival, that showcases folk art, music and dance,
again with emphasis on children.

43. REVIEW OF
LITERATURE

44. INTRODUCTION:
Keeping in mind the title of the present study, namely, ‘A CRITICAL STUDY OF
ATTRITION TREND IN ORGANIZED RETAIL MALLS WITH SPECIAL
REFERENCE TO PUNE CITY’ and the key words appeared in it; efforts have been
made to accumulate the present chapter on literature review. The critical study of
attrition phenomena is the main thrust of the present study and accordingly, review
of the literature in the light of critical examination has been offered into two parts for
the purpose of the present chapter.
MEANING:
A literature review is a comprehensive summary of previous research on a
topic. The literature review surveys scholarly articles, books, and other sources
relevant to a particular area of research. The review should enumerate, describe,
summarize, objectively evaluate and clarify this previous research. It should give a
theoretical base for the research and help you (the author) determine the nature of
your research.
Guthrie (2000) studied that the salary is according to the knowledge and output of
an employee which is traditional approach. Hence salary needs to be connected with
the performance of the employee. Profit sharing is one of the rewarding system for
which the organization needs to reach the profit level set by themselves. The
researcher revealed that the skill based pay benefits will support for employee.
Herbert, Donald, John, and Lee (2000) stated that the companies pay level is a
potentially important what directly influence on turnover. In this globalized
knowledge era, where salary is one of a core determinant factor, employees quits
current job and accept the job with higher pay with better working environment.
Hence it is evident that the low salary will cause for higher employee turnover. Yet

45. this salary level is not the only reason for attrition and separation but the pay system
matters, whereby employees can be satisfied with the organizations’ pay system or
performance management system.
Pam Withers (2001) attributed in his article that the management needs to be
proactive in paying attention to work-life balance. He identified the time spent by an
employee has increased 162 hrs per year, ie., approximately one month, this increase
has been observed for the last 20 years. Simultaneously leisure time also got reduced
by one third. He notified 55% of the employees of age group 18-34 intended to avail
extended leave and or sabbaticals of key company benefits. Companies decided to
implement work-life balance programs to the employees towards improvement in
productivity and profit and it is possible to reduce 50% of attrition. He quoted the
phenomena of Merck, a pharmaceutical company “to preserve and improve human
life”
Miller et al (2001) has explained the importance of work place in his study “Sense
of place in the workplace: The relationship between personal objects and job
satisfaction and motivation.” The objectives of the study is to assess the suitable work
place for the better performance and suggest feasible solutions to the effective
implementation of the attrition strategies. Employees are highly inspired by the
management through the excellent working environment. It makes them to feel
belongingness. The present working environment is really good means, that place is
a heaven to work. The working environment includes safety, smooth relationship
with other fellow co - workers and organization with good human resource policies
and practices and also a place for job satisfaction and engagement. To retain them an
apt approache and control in the work environment has to be maintained, it will
boosts up the employees self-motivation and they will perform in excellence manner
for long period.
Hewitt, P. (2002) has conducted a study on “High Performance Workplaces: The
Role of Employee Involvement in a Modern Economy”. The purpose of the study is
to find out the advantages of workplace for high performance and to assess the impact
of attrition variables among employees. The author discussed about the
multidimensional facts of the variables. It includes dream job, attractive salary, good
environment, interesting portfolio and like-minded fellows as co-workers. Among

46. many variables the working environment will be the predominant variable and which
is attracting people and retain them. The research findings suggest that management
has to fulfil the employee’s expectations for the effective execution of the attrition.
The study also suggested that the management has to maintain good relationship with
their employees.
Shields and Ward (2002) conducted a study with 9625 nurses, working for 91
English NHS employers and identified the intention of leaving was correlated with
the dissatisfaction of the nurses as their shift schedules were not suitable to them.
They had aversion of working hours scheduled by the employers and they were not
satisfied with the working patterns and environments.
Wells, M., & Thelen, L. (2002) have studied about the workplace thought about
employees in their study “What does your workspace say about you? The influence
of personality, status and work space on personalization. The main purpose of their
study is to assess the communication in the workplace and how it will be supporting
to the attrition. In this study authors found the attrition decreases with the loss of the
organization by retaining competent employees with the organization. The findings
of the study shows that the attrition increases the productivity and profitability of the
organization. Some extent attrition practices are challenging to management. In that
the excellent working environment playing vital role and which will reduce the
burden of the managers in the attrition. Also this study suggested the reward system
for the attrition management.
Wis, (2002) suggested to achieve success within the organization, the company
leader should focus on the approach as per employees expectations. As per
perspective of servant leadership approach, it involves listening to employees,
empathy and creating common visions which will be supportive for employee.
Harish Tandon (2002) stated that in Dabur, compensations are fixed based on the
individual performance accordingly they worked Performance Management System.
Nowadays, the performance is described in terms of achievement in targets which is
the primary factor followed by other criteria like sincerity and longevity of their
services in the organization. Finally the main focus of appraisal system was shifted
to what an employee could have achieved as much as what he could be capable of.
Dabur initiated cash incentives for successful achievement of targets.

47. Ramlall (2003) expressed in his article “Managing Employee Attrition as a Strategy
for Increasing Organizational Competitiveness” about the importance of realizing the
employees’ requirements by the management and the aim of the study is to assess the
impact of the present working environment and frame suitable attrition strategies for
the accomplishment of organizational goals. The organization has to support the
employees to perform well. The support from the organization is like a nutritious
food to the body, it will energize our body system like the way the organization
support will give a new trust and confident in the minds of the employees and surely
they will enhance their productivity by their contribution.
Gary Deshler (2004) defines HRM is the function of choosing, coaching,
encouraging, assessing and compensating employees and attaining organization’s
goal and maintain all relationship with health and safety to the accomplishment of
business goals and also increase the self-life of the products by serving to the
customers.
Frank et al (2004) has done a research on “The race for talent: Retaining and
engaging workers in the 21st century”. The purpose of the study is to assess the
relationship between Employee Engagement, Employee Attrition and Performance.
The results of this study show the association between employee engagement and
their performance. Management activities should be focused to improve productivity,
satisfaction and profit of the organization. The implementation of engagement and
attrition needs effective organizational strategy and that involves the contribution and
involvement of overall organizational members and support.
Michael N Abrams (2004) clarified that the strategy of creating and promoting
employer brand enables management to source and retain the people and it is required
for growth of an organization. The brand is like magnet which pulls the best talents.
This branding is possible if the organization has its defined culture and value. The
values should be specific and is able to spell out the unique characteristic of the
organization and exhibit the peculiar reasons why someone would excite to join with
this organization. As gist, the value creates an icon of why to work for the
organization. For example Southwest Airlines followed a very different branding that

48. it puts it employees first and treats customer in second place because if employees
are well treated they will take care of customers.
Firth et al, (2004) found through a study of retail sales people and found that job
stressors like ambiguity, over work, etc. are the factors which affect the employees
psychologically which lead for quitting intention. The researcher recommended that
superior support can reduce the impact of stressor on psychological states and
intention to quit. Allocating appropriate workloads and manager-subordinate
relationship will result reduction of stress and improvement in job satisfaction and
commitment to the business. 39Ontario, (2004) emphasized that the way of
interactions of the leaders should create bonding between the expectation and the
objectives, it can be created by harmonizing their support to inside and outside work
environment at a different situations. If the bonding and relationship between
supervisor and workers increased, no worker will seek opportunities from other
companies and they will stay upto superannuation and vice versa. Hence according
to him, leaders support is important for employee attrition.
Wheatley (2005) suggested to develop an organization to a greater and enduring
capacity, it should be turned to the people of the organization. The organization
should encourage innovation, creativity that they wanted to express when they first
joined the organization. The management should learn to use the best talents to
reengage employees in the core works of the organization.
Dent et al., (2005) narrated about the importance of motivation and the skill level of
the supervisors. To motivate their team members arrived from several pioneers who
had been completed various studies in human behavior which are helpful for effective
management in turn attrition will improve.
Martin Price (2005) illustrated that this is the age of the “Play Station Generation”
– Generations X and Y expect more recognition and are less tolerant of poorly-
managed change. Organizations can fetch big financial gains to be made from
improved staff attrition. The difference in revenue and profit delivered by a top
performer compared to a low performer shows vast difference.
Baumruk R (2006) attributed that organizations which has higher engagement levels
will have less attrition, higher productivity and better outcome. Managers are in a
key position to increase or decrease engagement because they touch key drives such

49. as accountability, work processes, compensation, recognition and career
opportunities. Employees will be more engaged when their managers are clear about
expectations, get agreement about those expectations and provide consequences for
meeting or not meeting expectations. Managers need to understand what they are
expected to do more of, less of, and what they need to do differently. Managers need
to be assessed and rewarded for the development and performance levels of their
employee.
Kaliprasad.M (2006) enumerated the human factors which attract, retain and
motivate the people. He strongly insisted that an organization’s capability to retain
its employees totally depends upon its managerial ability to manage them, an
employee can get leaving intention only due to bad leadership. Further in his study
he suggested interlinked process of motivation, interaction, visionary and learning.
Soraya Saliba (2006) identified from his study with McMan employees that
increased pay is one of the major factor which motivated the employees to seek
employment outside of the organization. Most of the employees within the non-profit
sector in Calgary leave to the private and public sectors as pay is significantly higher.
The researcher finally suggested that McMan should consider looking an alternate
strategy to modify its compensation plant to continue to promote employee attrition
and morale.
Adrienne Hedger (2007) exhibited that it is critical to keep employees engaged.
“The Bodies are there, but has your company captured employees’ hearts and
minds?.” The issue of employee engagement and attrition is something every
company wrestles with and the stakes are high. “Employee Engagement is not a
nicety, it’s a necessity”, says Beverly Kaye, Ed.D., founder and CEO of Career
Systems International and a leading author on career issues in the work place.(p.31).
The author further added that most of the organizations started to assess the status of
employee engagement and attrition strategies which are helpful to fine tune the
process and further improvement.
Jyotsna Bhatnagar (2007) analysis that there was 43.15% of respondents felt the
Organizational Culture is the main cause of attrition. It covers internal
communication, customer centric and work culture. 17.05% of the respondent’s
opinioned Career Planning and incentives factors is the second main factor for

50. attrition in BPO/ITES organizations. Further the factors on Role clarity (9%) fetch in
the third important factor for attrition. Other factors such as work profile challenging
domain shift to technical work and personal reasons after getting marriage also forced
for relocation.
Freyermuth (2007) suggest that the company should groom the leaders to support
and guide the employees to creative conducive work environment where the
employees want to continue. Management needs to give opportunities to the existing
employees to reach leadership position in turn they can identify their abilities and
level of performance and capacity. This process will force the employees to stay in
the organization.
Kaye and Jordan (2008) expressed that there were failure in leadership and
supervision even though the bosses had been shown interest to care of the employees,
yet in most of the occasions, their actions and way of implementations had failed and
there were no conjunction with what the employees really required. They suggested
not to guess anything about the aspiration of the employees instead it should be
discussed personally with the employees. It will establish a better understanding
situation between employee and employer and supportive for making effective
attrition strategy.
Farren C (2008) identified the factor “Trust” on employees which is basic
phenomena of relationship between manager and subordinates. Trusted employees
will have less intention of leaving organization. The managers need to have attention
to the aspirations of their team members according to their competency and
challenging works to be assigned towards providing opportunity of learning new
things. His survey proved that the managers need to value the employee’s quality of
work and keep loyal and fully engaged. No doubt a quality leader definitely inspire
his employees and motivate them to continue in the same organization.
Paula Ketter (2008) conducted a research on employee attrition in China in the year
2006-2007 with 862 employees and found that having good manager plays an vital
role for employee attrition comparing other factors influencing employee attrition.
The managers and supervisors should be more effective in handling poor
performance and conflict situations. If employees are having a good boss and capable

51. of recognizing good works and contributions they are more likely to continue in the
same company
Nandita Chatterjee (2009) explained from his study that the management should
understand the existing culture to understand the implication of employee attrition
and to understand the strength and weakness of organizational culture. Further the
management should ensure proper communication system to address key issues in
order to avoid chances of rumors and gossip which can be detrimental to the
development of the organizations.
Hausknecht,J.P et al (2009) conducted a survey among 250 employees and revealed
51% of the respondents that job satisfaction as the primary attrition factor and was
followed by 41% of extrinsic rewards, and 34% believe for attachments. In terms of
the actual responses that were given regarding job satisfaction, actual work enjoying
to extend the customer service and having fun and joyfulness during their duty.
Vlachos (2009) attributed that culture is mixture of values and thought process of the
employees of an organization. This is a usual way to explore the way forward and
expectation of the management. It will be supportive to the people at the work place
yet culture is not stable, it’s a volatile and dynamic phenomena, it carries changes
occurring in the work environment delivering new process, beliefs in a particular
passage of time frame.
Sitansu Panda (2010) attributed that Executives should be capable of adhering the
diversified management which is one among the other expected functional
parameters. Factors affecting success of an organization can be determined due to
suitability of the candidate in the prescribed job, adjustment in the new work
environment and acceptance by the fellow employees. The challenging nature of
work environment and culture due to global workforce, diversity in culture,
employees’ values, different locations of the employees, changes in the specification
and expectation of the customers, melting down of global economy, disaster of
natural flora & fauna, and the political instability, all have given new challenges to
the HR manager in the current scenario.

52. Chanda, A., Bansal, T. & Chanda, R.(2010) strongly told that the Recruitment and
selection process are the foundation of human resource management practices and its
business integration is critical to achieve organizational goals. They investigated the
level at which recruitment and selection practices are integrated with business
strategy and the relative effects of different levels of such strategic integration on
organizational performance in Indian enterprises. It is proved that the majority of
Indian enterprises has a high level of recruitment and selection strategic integration
in business strategy formulation and implementation. However, the level of
recruitment and selection strategy was positively related to growth in market share,
profits, employees’ satisfaction, productivity, and negatively related to employees’
turnover.
Hamdia Mudor; Phadett Tooksoon (2011) highlighted that there are three main
factors of HRM practices which are all playing critical roll to enhance job
satisfaction. These factors are Supervision, Job related Training and salary. The
positive relationship between HRM practice and job satisfaction provide a perception
on how an organization can motivate an employee to perform effectively. But, the
negative relationship of HRM practice highlights the important of providing a good
supervision, training and pay practices in order to reduce turnover rates of employees.
Besides, job satisfaction has direct effect on attrition with negative relationship. In
other words, job satisfaction can reduce attrition of when there is high job satisfaction
vice versa. Hence the organizations need to concentrate on job satisfaction and
implement HRM practice in the workplace in order to control attrition and achieve
the organization goals.
Chandrasekar (2011) advocated that the management needs to pay attention on
creating a good work environment towards reaching targeted productivity and to
enhance profitability. It gives job satisfaction to all and the concerned HR department
needs to maintain harmonious relationship with all employees which will improve
performance of the management.
Nadeem Sohail et al (2011) conducted a study in Textile industry in Pakistan,
collected data from 120 respondents. It is observed from the study that the
respondents who left from the organization for more salary fetched with fifth or sixth
positions in their job change priorities. According to this study it is discussed about

53. compensation, career development and working environment, but as per the priority
of most of the respondents the factor career path is most valued factor with respect
to employee attrition in textile industry. Hence the textile industry are compelled to
work on the career aspirations of the employees towards retaining them.
Prabhjot Kaur Mahal (2012) conducted a study on HR Practices as determinants
of organizational commitment and employee attrition with 100 respondents and his
study revealed that HR practices are important phenomena to improve the
employees’ commitment to the organization supporting in employee attrition. The
committed and motivated employees would be working more and beyond the
contract with the organization with greater responsibility with less requirement of
supervision. These employees will be expected less to leave from the organization.
Flex (2012) attributed that commonly the employees in major industrial segments
leave from their present job due to various factors both internal and external involved
in the process. Some of the researchers stated that employees leave because of their
leadership style, lack of trust, communication gap, challenges in familiarity, unfair
treatment of employee, very low salary, hard working environment and others. Due
to these reasons, companies loss their customers and client face poor outcome and
ultimately heavy losses in productivity.
Suresh, P. And Akbar Mohideen, M. (2012) studied with sample size of 150 taken
out from the total population of 10000 employees working in various car companies
in Chennai. The researcher used convenience sampling method and revealed that the
respondents have positive opinion on the attrition strategies followed in the car
companies in Chennai. The companies are committed to build and enhance skill level
of the employees through learning programs with additional financial support.
Bidisha Lahkar Das & Dr.Mukesh Baruah (2013) identified that human resources
are mix of complex and very difficult to manage and this is prime asset which can
make or break an organization. Retaining the human asset supports for the long term
growth and development of an organization and in fact it will add to the goodwill.
There is a direct relationship with Employee attrition and job satisfaction. Attrition
factors such as Leadership, work environment, job security, etc. exist then the
tendency to quit the job will get reduced. The management needs to give continuous
ongoing effort to retain the performers.

54. Lavanya Latha (2013) studied on Employee attrition and attrition in manufacturing
industries in Nellore District, Andhra Pradesh with sample size of 130. The
respondents belonged to manufacturing industries like auto mobile spare parts,
chemical, metallurgical, pharmaceuticals, engineering etc. It was found by ANOVA
test that there is a significant difference amongst the difference type of age,
educational qualification and experience of the respondents with the attrition factors
and the Null hypotheses were accepted.
Gaurav Singh and Ajay Prakash (2013) conducted a study with the data collected
from 120 employees working in a organized retail sector. The researchers attributed
if the employees are not able to their full energy and potential, it’s not heard or
valued, they are automatically to quit because of continuous stress and frustration. In
organization retail segments, attrition engages the major things of competition,
environment, growth and relationship which involve to remain in the same
organization for the maximum period. This is beneficial to both employees and
employer.
Jennifer.A and Issac, S. (2014) described in their study about the impact of the
Employee Turnover in organizations and to resolve the problem, an effective tool
was developed by management that is Employee Attrition. Employee Attrition is
keeping the core employees for the betterment of the organization. The corporate
experts insist the employee attrition as a emerging trend in today’s context and the
urged need of the business and should satisfy the security needs and also respect,
recognition, achievement, life-long learning, etc.
Lichia Yiu and Raymond Saner (2014) found some key factors for employee
attrition in Indian context. Based on their survey the economic growth and talent
completion seemed to exasperate some of the human resource issues. These factors
however could not explain about the reason of Indian employees moving from one
job to other one. They finalized that the relationship with the immediate supervisor
was consistently identified as one of the top three reasons for attrition pointing out
the difficulties of leadership between today’s managerial categories in India.

55. Nivethitha, S. et al (2014) exhibited that employee turnover in the hospitality
industry is generally viewed as inevitable. They highlighted the need to focus on the
employees’ perspectives on human resource management practices and policies as it
is argued as a major antecedent to develop employee turnover intention. Effective
recruitment and selection practices are essential to employ potential candidates.
Systematic training and career development opportunities has to be offered to
employees in order to develop their knowledge, skills and abilities, which will be in
turn help motivate employees to retain with the firm for longer duration. They
identified in their study that salary is considered to be one of the major factor for high
employee turnover in the industry, hence key measures have to be taken to improve
the standards of compensation in comparison with other service oriented industry.
Osibanjo et al, (2014) conducted a research with a Nigerian Private University in
Ogun state in the year 2013 with 156 samples (only 70.5% responded) and revealed
that the management should ensure that the rewards facilitated to be dynamic and
constantly reensured to prove fairness and openness so as to continue their
commitments and loyalty keeping equipped and satisfied, it avoids attrition of vibrant
employees.
Ramakrishnan, S. and Maran, K. (2015) studied on employees’ attrition rate in
Sriperumbudur Industrial area with 10 HR managers from the leading company
situated in Sriperumbudur industrial belt. The respondents in this study were drawn
by means of convenience sampling method. The researcher found that 70% of the
respondents maintain attrition rate more than 86% which showed healthy
atmosphere. Further the researcher identified 12 variables which affect employees
attrition through secondary data and analysis the priorities of given by the HR
managers. The attrition variables of Appreciation has fetched in the top followed by
the variables ‘Valued” and “Leadership” towards retaining the talent in
Sriperumbudur industrial belt.

56. Latha Suresh and R.Krisahnaraj (2015) identified the major factors that influence
the employee attrition in pharmaceutical sector in India, they collected data from 150
employees of three different companies in chennai. It was observed that the
organization should create an environment in which one would be willing to stay.
One of the major attributes from their study showed 68% of the employees expected
employee engagement. Strengthening this in the organization can help retain
employees. Employee Engagement plays an important role in employee attrition.
Other factors include that HR should plan the career path of people and provide them
rewards and promotion on time and keep them satisfied such that they do not think
of alternative employers. This study suggested that a better approach is to address
attrition proactively as a strategic issue. HRs should look forward to commitment,
enhance job satisfaction and provide support to facilitate employee attrition.
Umamaheshwari, S. & Jayasree Krishnan (2015) proved in his study that
continuing in the same organization is mostly possible due to harmonious
relationship between supervisors and employees and support from the supervisors
has significant influence on employee attrition. It happens due to supportive nature
of supervisors which enhances the confidence level among employees for rendering
dedicated output towards achieving the organizational goal. This research has given
an insight of giving importance while preparing talent attrition strategies.
Maqsood Haider, et al, (2015) identified in their study that there is a positive
relationship between compensation factors and organizational culture with employee
attrition. They exhibited that Compensation policy and Organizational culture were
related to employee attrition as being the strongest predictors of employee attrition.
The relationship between the said factors will prove perfect correlation between
compensation policy and culture with employee attrition. This finding had provided
some justification of the claim that employee attrition is vital to sustain
organizational growth as it was a competitive task in today’s scenario and attract and
retain key talents. As per the opinion of the employees the compensation and rewards
xcontribute to improve their loyalty and attrition and it causes providing a culture
that helps in retaining all levels of employees.

57. Anita, J and Farida Begum, N (2016) revealed that organizational culture and
employee commitment are the measuring tools for employee attrition. They
conducted this research with sample size of 100 from Roots Manufacturing,
Coimbatore and automobile spare parts service centers 100 respondents, totally 200
samples. They finally recommended the organizations need to maintain healthy
culture which encourages the employees to be highly motivated and loyal towards
the organization. Employees could stay if they are valued and beliefs are aligned with
the company’s culture and climate. Further they reiterated organizational culture is
very much important and compulsory in Indian context and the organizations will
bring their employees more committed with their concern. If commitments get
increased, efficiency will reach high and the employees will be motivated more in
their self-esteem, respect, job design and other attrition factors.
Ramakrishnan, S and Maran, K. (2016) analysis employee’s perception on the
present working environment in beverage industry with 329 samples. The growth of
an organization depends on the competency of their employees, if employees are
retained for long run means goodwill of the organization will get increased. But it is
a great task to keep all the employees with satisfaction level. In their study, the
researcher revealed that the present working environment will be the predominant
thing to retain their employees. If work environment is comfortable, the employees
are able to contribute to their organization’s success. It is highlighted that employee
attrition enhance the job satisfaction. The other attributes like flexible work, fun and
enjoyable work place, career opportunity, recognition etc are the key factors to
enhance employee attrition.

58. DATA ANALYSIS AND
INTERPRETATION

59. TABLE 4.1: GENDER WISE CLASSFICATION
SOURCE: PRIMARY DATA
INTERPRETATION:
From the above table it demonstrates that the majority was composed of male
respondents with 57% and the rest consisted of female respondents with 43%.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Male 68 57%
2. Female 52 43%
Total 120 100%

60. CHART 4.1: GENDER WISE CLASSIFICATION
57%
43%
MALE FEMALE

61. TABLE 4.2: AGE WISE CLASSIFICATION
SOURCE: PRIMARY DATA
INTERPRETATION:
Frome the above table the majority 34% of the respondents are found in between 25-
30yrs of age group and followed by 27% in between 31-35yrs of age group, 24% from
Below 25yrs of age group and only remaining 15% are from Above 35yrs of age
group.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Below 25yrs 29 24%
2. 25yrs-30yrs 41 34%
3. 31yrs-35yrs 32 27%
4. Above 35yrs 18 15%
Total 120 100%

62. CHART 4.2: AGE WISE CLASSIFICATION
BELOW
25YRS
25YRS-
30YRS
31YRS-
35YRS
ABOVE
35YRS

63. TABLE 4.3: MARITAL STATUS WISE CLASSIFICATION
SOURCE: PRIMARY DATA
INTERPRETATION:
The above table shows that number of the respondent 36% were married and
remaining 64% were unmarried.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Married 43 36%
2. Unmarried 77 64%
Total 120 100%

64. CHART 4.3 MARITAL STATUS WISE CLASSIFATION
36%
64%
MARRIED UNMARRIED

65. TABLE 4.4: HIGHEST QUALIFICATION
SOURCE: PRIMARY DATA
INTERPRETATION:
Above table shows that 15.8% of respondents were educated to higher secondary,
34.1% of respondents were educated to UG, 31.6% of respondents were educated to
PG, and 18.3% of respondents were educated to Others has been founded.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Higher secondary 19 15.8%
2. UG 41 34.1%
3. PG 38 31.6%
4. Others 22 18.3%
Total 120 100%

66. CHART 4.4: HIGHEST QUALIFICATION WISE
CLASSIFICATION
0% 5% 10% 15% 20% 25% 30% 35%
HIGHER SECONDARY
UG
PG
OTHERS
16%
34%
32%
18%
HIGHER SECONDARY UG PG OTHERS

67. TABLE: 4.5
MONTHLY INCOME IN SUNDARAM BUSINESS SERVICE
SOURCE: PRIMARY DATA
INTERPRETATION:
From the table shows the majority 44% of respondents monthly income is between
Rs.20,001-Rs.30,000 followed by 29%,21%, 6% of respondents have revealed that
their monthly income is between Below Rs.20,000 , Rs.30,001-Rs.40,000 and more
than Rs.40,000 of respondents.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Below Rs.20,000 35 29%
2. Rs.20,001-
Rs.30,000
53 44%
3. Rs.30,001-
Rs.40,000
25 21%
4. Above Rs.40,000 7 6%
Total 120 100%

68. CHART 4.5: MONTHLY INCOME IN SUNDARAM BUSINESS
SERVICE
29%
44%
21%
6%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%

69. TABLE 4.6: SATISFIED WITH YOUR JOB
SOURCE: PRIMARY DATA
INTERPRETATION:
From the above table clearly depict that majority 51.6% of respondents are satisfied,
10.8% of respondents are dissatisfied, 15.8% of respondents are neutral, 13.3% of
respondents are satisfied and 8.3% of respondents are highly dissatisfied.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Highly satisfied 16 13.3%
2. Satisfied 62 51.6%
3. Neutral 19 15.8%
4. Dissatisfied 13 10.8%
5. Highly dissatisfied 10 8.3%
Total 120 100%

70. CHART 4.6: SATISFIED WITH YOUR JOB
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
13.30%
51.60%
16%
10.80%
8.30%
HIGHLY SATISFIED SATISFIED NEUTRAL
DISSATISFIED HIGHLY DISSATISFIED

71. TABLE: 4.7
WORKING ENVIRONMENT IS OPEN AND TRUST WORTHY.
SOURCE: PRIMARY DATA
INTERPRETATION:
38.3% of the respondents agree that working environment is open and trust
worthy,20% of the respondents are strongly agree, 16.6% of the respondents are
disagree , 15.8% of the respondents are neutral and remaining 8.3% are strongly
disagree.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Strongly agree 25 20.8%
2. Agree 46 38.3%
3. Neutral 19 15.8%
4. Disagree 20 16.6%
5. Strongly disagree 10 8.3%
Total 120 100%

72. CHART 4.7: WORKING ENVIRONMENT IS OPEN AND TRUST
WORTHY
20.80%
38%
15.80%
17%
8.30%
0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00% 45.00%
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE
STRONGLY AGREE AGREE NEUTRAL
DISAGREE STRONGLY DISAGREE

73. TABLE: 4.8
MANDATORY FOR THE EMPLOYEES TO SERVE NOTICE
PERIOD.
SOURCE: PRIMARY DATA
INTERPRETATION:
From the above table shows that a large majority of respondents are 61% were above
said yes there are notice period serve and 39% were below said there are no notice
period serve.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Yes 73 61%
2. No 47 39%
Total 120 100%

74. CHART 4.8: MANDATORY FOR THE EMPLOYEES TO SERVE
NOTICE PERIOD
61%
39%
YES NO

75. TABLE 4.9: DURATION OF NOTICE PERIOD.
SOURCE: PRIMARY DATA
INTERPRETATION
From the above table shows that 39% of respondents are no notice period, 25% of
respondents are 30 days, 22.5% of respondents are 45 days and remaining 13.3% are
60 days has been founded.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. No notice period 47 39%
2. 30 Days 30 25%
3. 45 Days 27 22.5%
4. 60 Days 16 13.3%
Total 120 100%

76. CHART 4.9: DURATION OF NOTICE PERIOD
0%
10%
20%
30%
40%
NO NOTICE
PERIOD
30 DAYS 45 DAYS 60 DAYS
39%
25%
22.50%
13.30%
NO NOTICE PERIOD 30 DAYS 45 DAYS 60 DAYS

77. TABLE 4.10: SUPERIOR PERIODICALLY REINFORCE AND
SUPPORT THE WORKING SYSTEM.
SOURCE: PRIMARY DATA
INTERPRETATION:
Above table shows it demonstrates that the majority of 48% of respondents are agree,
18.3% of respondents are strongly agree, 13.3% of respondents are disagree, 12% of
respondents are neutral and the rest of 8.3% of respondents are strongly disagree.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Strongly agree 22 18.3%
2. Agree 58 48%
3. Neutral 14 12%
4. Disagree 16 13.3%
5. Strongly disagree 10 8.3%
Total 120 100%

78. CHART 4.10: SUPERIOR PERIODICALLY REINFORCE AND
SUPPORT THE WORKING SYSTEM.
18.30%
48%
12%
13.30%
8.30%
STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

79. TABLE 4.11: PROVIDED ENOUGH OPPORTUNITIES FOR
DEVELOPMENT THROUGH TRAINING.
SOURCE: PRIMARY DATA
INTERPRETATION:
The above table comes under the category of 37.5% of respondents are agree, 22.5%
of respondents are disagree, 19% of respondents are neutral, 15% of respondents are
strongly agree and 6% of respondents are strongly disagree has been founded.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Strongly agree 18 15%
2. Agree 45 37.5%
3. Neutral 23 19%
4. Disagree 27 22.5%
5. Strongly disagree 7 6%
Total 120 100%

80. CHART 4.11: PROVIDED ENOUGH OPPORTUNITIES FOR
DEVELOPMENT THROUGH TRAINING.
0% 5% 10% 15% 20% 25% 30% 35% 40%
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE
15%
37.50%
19%
22.50%
6%
STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

81. TABLE 4.12: DEMANDED TO WORK MORE THAN WAS
REQUIRED OUT YOUR JOB.
SOURCE: PRIMARY DATA
INTERPRETATION:
The table shows that the majority of the respondent 62.5% were found to be yes there
were demanded to work more than was required out your work, whereas about 37.5%
of them were found to be no there .
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Yes 75 62.5%
2. No 45 37.5%
Total 120 100%

82. CHART 4.12: DEMANDED TO WORK MORE THAN WAS
REQUIRED OUT YOUR JOB.
Yes
62%
No
38%

83. TABLE 4.13: INCREASING NUMBER OF INDUSTRIES IS
ADVERSELY AFFECTING EMPLOYEES ATTRITION.
SOURCE: PRIMARY DATA
INTERPRETATION:
Above table shows the majority of 44.1% respondents are agree, 20% respondents are
disagree, 15% respondents are neutral, 12.5% respondents are strongly agree, 8.3%
responds strongly disagree has founded.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Strongly agree 15 12.5%
2. Agree 53 44.1%
3. Neutral 18 15%
4. Disagree 24 20%
5. Strongly disagree 10 8.3%
Total 120 100%

84. CHART 4.13: INCREASING NUMBER OF INDUSTRIES IS
ADVERSELY AFFECTING EMPLOYEES ATTRITION.
12.50%
44.10%
15%
20.00%
8.30%
0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00% 45.00% 50.00%
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE
STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

85. TABLE 4.14: ADOPT ANY CREATIVE HRM STRATEGY TO
COUNTER EMPLOYEES ATTRITION.
SOURCE: PRIMARY DATA
INTERPRETATION:
From the above table clearly depict that 34% of respondents are agree, 22.5% of
respondents are disagree, 18.3% of respondents are neutral, 17% of respondents are
strongly agree, 8.3% of respondents are strongly disagree.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Strongly agree 20 17%
2. Agree 41 34%
3. Neutral 22 18.3%
4. Disagree 27 22.5%
5. Strongly disagree 10 8.3%
Total 120 100%

86. CHART 4.14: ADOPT ANY CREATIVE HRM STRATEGY TO
COUNTER EMPLOYEES ATTRITION.
STRONGLY
AGREE
AGREE NEUTRAL DISAGREE STRONGLY
DISAGREE
17% 34% 18.30% 22.50% 8.3
STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

87. TABLE 4.15: COMPANY CONDUCT ANY EXIT INTERVIEW.
SOURCE: PRIMARY DATA
INTERPRETATION:
On the above table shows that 60% of responds were said yes company conduct exit
interview and 40% of responds were said no company not conduct exit interview.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Yes 72 60%
2. No 48 40%
Total 120 100%

88. CHART 4.15: COMPANY CONDUCT ANY EXIT INTERVIEW.
60%
40%
YES NO

89. TABLE 4.16: IF YOU QUIT YOUR JOB WHAT WOULD BE
REASON.
SOURCE: PRIMARY DATA
INTERPRETATION:
Above mention table shows the responds of the employees for the reason for quit they
job were 27.5% responds as low salary, 27.5% responds as bad working condition,
25% responds as low career growth and 20% responds as domestic problem.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Low salary 33 27.5%
2. Bad working
condition
33 27.5%
3. Low career growth 30 25%
4. Domestic problem 24 20%
Total 120 100%

90. CHART 4.16: IF YOU QUIT YOUR JOB WHAT WOULD BE
REASON.
27.50%
27.50%
25%
20%
LOW SALARY
BAD WORKING CONDITION
LOW CAREER GROWTH
DOMESTIC PROBLEM
LOW SALARY BAD WORKING CONDITION
LOW CAREER GROWTH DOMESTIC PROBLEM

91. TABLE 4.17: COMPANY PROVIDING JOB SECURITY FOR
EMPLOYEES.
SOURCE: PRIMARY DATA
INTERPRETATION:
In above table shows 63% responds are yes, and 37% responds are no. Its shows that
63% has company providing job security for employees and 37% has company not
providing job security for employees.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Yes 76 63%
2. No 44 37%
Total 120 100%

92. CHART 4.17: COMPANY PROVIDING JOB SECURITY FOR
EMPLOYEES.
63%
37%
YES NO

93. TABLE 4.18: MANAGE BALANCE BETWEEN WORK LIFE
AND PERSONAL LIFE.
SOURCE: PRIMARY DATA
INTERPRETATION:
From the above table clearly it infer that 50% employees said to some extent for
manage balance between work life and personal life, 32.5% employees said yes and
17.5% employees said no for manage balance between work life and personal life.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Yes 39 32.5%
2. No 21 17.5%
3. To some extent 60 50%
Total 120 100%

94. CHART 4.18: MANAGE BALANCE BETWEEN WORK LIFE
AND PERSONAL LIFE.
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
50.00%
YES NO TO SOME EXTENT
32.50%
17.50%
50%
YES NO TO SOME EXTENT

95. TABLE 4.19: CAREER DEVELOPMENT OPPORTUNITY.
SOURCE: PRIMARY DATA
INTERPRETATION:
On the above table shows that 50% employees satisfied with the career development
opportunity, 16% employees highly satisfied, 14% employees dissatisfied, 11%
employees neutral, and 9% employees highly dissatisfied with the statement.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Highly satisfied 19 16%
2. Satisfied 60 50%
3. Neutral 13 11%
4. Dissatisfied 17 14%
5. Highly dissatisfied 11 9%
Total 120 100%

96. CHART 4.19: CAREER DEVELOPMENT OPPORTUNITY.
HIGHLY SATISFIED
SATISFIED
NEUTRAL
DISSATISFIED
HIGHLY DISSATISFIED
16%
50%
11%
14%
9%
HIGHLY SATISFIED SATISFIED NEUTRAL
DISSATISFIED HIGHLY DISSATISFIED

97. TABLE 4.20: FEEL STRESSED IN DOING YOUR WORK.
SOURCE: PRIMARY DATA
INTERPRETATION:
On the above mention table shows that 43% employees think as a frequently, 32%
sometimes, and remaining 25% as always for feel stressed in doing your work.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Frequently 52 43%
2. Always 30 25%
3. Sometimes 38 32%
Total 120 100%

98. CHART 4.20: FEEL STRESSED IN DOING YOUR WORK.
43%
25%
32%
FREQUENTLY ALWAYS SOMETIMES

99. TABLE 4.21: COMPANY DID YOU GET ANY REWARD FOR
YOUR WORK PERFORMANCE.
SOURCE: PRIMARY DATA
INTERPRETATION:
In the above table shows that 39% employees responds mostly, as same 39%
employees responds sometimes, and 22% employees responds never. So most of the
employees company did get reward for work performance.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Mostly 47 39%
2. Sometimes 47 39%
3. Never 26 22%
Total 120 100%

100. CHART 4.21: COMPANY DID YOU GET ANY REWARD FOR
YOUR WORK PERFORMANCE.
0%
5%
10%
15%
20%
25%
30%
35%
40%
MOSTLY RARELY NEVER
39% 39%
22%
MOSTLY RARELY NEVER

101. TABLE 4.22: COMPANY PROVIDED ANY OPPORTUNITY FOR
PROMOTION.
SOURCE: PRIMARY DATA
INTERPRETATION:
From the above table clearly depict that 39% of respondents are very frequently,
32.5% of respondents are somewhat frequently, 28.3% of respondents are frequently
for company providing any opportunity for promotion.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Very frequently 47 39%
2. Frequently 33 28.3%
3. Somewhat
frequently
40 32.5%
Total 120 100%

102. CHART 4.22: COMPANY PROVIDED ANY OPPORTUNITY
FOR PROMOTION.
39%
28%
33% VERY FREQUENTLY
FREQUENTLY
SOMEWHAT
FREQUENTLY

103. TABLE 4.23: SATISFIED WITH COMMUNICATION THAT ARE
RELEVANT TO EMPLOYEES.
SOURCE: PRIMARY DATA
INTERPRETATION:
On the above table shows that majority 45% of respondents are satisfied, 18% of
respondents are highly satisfied, 15% of respondents are neutral, 17% of respondents
are dissatisfied and 5% of respondents are highly dissatisfied are communication that
are relevant to employees.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Highly satisfied 22 18%
2. Satisfied 54 45%
3. Neutral 17 15%
4. Dissatisfied 21 17%
5. Highly dissatisfied 6 5%
Total 120 100%

104. CHART 4.23: SATISFIED WITH COMMUNICATION THAT
ARE RELEVANT TO EMPLOYEES.
18%
45%
15%
17%
5%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
HIGHLY SATISFIED
SATISFIED
NEUTRAL
DISSATISFIED
HIGHLY DISSATISFIED
HIGHLY SATISFIED SATISFIED NEUTRAL
DISSATISFIED HIGHLY DISSATISFIED

105. TABLE 4.24: WHETHER SALARY PROVIDED ACCORDING TO
YOUR JOB.
SOURCE: PRIMARY DATA
INTERPRETATION:
The Table shows that 32.5% of respondents are agree, 24.2% of respondents are
disagree, 20% of respondents are neutral, 11.6% of respondents are strongly agree and
11.6% of respondents are strongly disagree has been founded.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Strongly agree 14 11.6%
2. Agree 39 32.5%
3. Neutral 24 20%
4. Disagree 29 24.2%
5. Strongly disagree 14 11.6%
Total 120 100%

106. CHART 4.24: WHETHER SALARY PROVIDED ACCORDING
TO YOUR JOB.
0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00%
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE
11.60%
32.50%
20%
24.20%
11.60%
STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

107. TABLE 4.25: COMPANY THEM ALLOWING FLEXIBLE WORK
SCHEDULE.
SOURCE: PRIMARY DATA
INTERPRETATION:
From the above mention table it shows that 37% employees would like to recommend
this company them allowing flexible work schedule, 22% employees are no and
remaining 41% employees has may be.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Yes 45 37%
2. No 26 22%
3. May be 49 41%
Total 120 100%

108. CHART 4.25: COMPANY THEM ALLOWING FLEXIBLE WORK
SCHEDULE.
YES
NO
MAY BE
0%
50%
100%
37%
22%
41%
YES NO MAY BE

109. TABLE 4.26: SATISFIED WITH THE EXISTING GRIEVANCE
SETTLEMENT SYSTEM.
SOURCE: PRIMARY DATA
INTERPRETATION:
Table shows that 47% of respondents are satisfied, 16% of respondents are highly
satisfied, 13% of respondents are neutral, 12% of respondents are dissatisfied and 12%
of respondents are highly dissatisfied has been founded.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Highly satisfied 19 16%
2. Satisfied 56 47%
3. Neutral 16 13%
4. Dissatisfied 15 12%
5. Highly dissatisfied 14 12%
Total 120 100%

110. CHART 4.26: SATISFIED WITH THE EXISTING GRIEVANCE
SETTLEMENT SYSTEM.
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
HIGHLY
SATISFIED
SATISFIED NEUTRAL DISSATISFIED HIGHLY
DISSATISFIED
16%
47%
13% 12% 12%
HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED

111. TABLE 4.27: POLICY NEED TO CHANGE OR MODIFY DUE TO
GRIEVANCE.
SOURCE: PRIMARY DATA
INTERPRETATION:
The above table it shows that 32% employee’s salary policy, 32% employees leave
policy, 16% employee’s lack of career growth and remaining 20% employee’s
overtime for the question policy need to change or modify due to grievance.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Salary policy 38 32%
2. Leave policy 39 32%
3. Lack of career
growth
19 16%
4. Overtime 24 20%
Total 120 100%

112. CHART 4.27: POLICY NEED TO CHANGE OR MODIFY DUE
TO GRIEVANCE.
0%
5%
10%
15%
20%
25%
30%
35%
SALARY POLICY LEAVE POLICY LACK OF
CAREER
GROWTH
OVERTIME
WORK
32% 32%
16%
20%
SALARY POLICY LEAVE POLICY
LACK OF CAREER GROWTH OVERTIME WORK

113. TABLE 4.28: COMPLAINTS AND GRIEVANCE BEING TAKE
CARE OFF.
SOURCE: PRIMARY DATA
INTERPRETATION:
It is evident from table that the majority of the respondent 37% were found to be
mostly there were complaints and grievance being take care off, whereas about 28%
of them were found to rarely, 25% were frequently and remaining 10% has not at all.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Mostly 34 28.3%
2. Rarely 44 36.6%
3. Frequently 30 25%
4. Not at all 12 10%
Total 120 100%

114. CHART 4.28: COMPLAINTS AND GRIEVANCE BEING TAKE
CARE OFF.
0% 5% 10% 15% 20% 25% 30% 35% 40%
MOSTLY
RARELY
FREQUENTLY
NOT AT ALL
28%
37%
25%
10%
MOSTLY RARELY FREQUENTLY NOT AT ALL

115. TABLE 4.29: TO WHAT LEVEL THE MANAGEMENT IS
EFFECTIVE IN GRIEVANCE SETTLEMENT.
SOURCE: PRIMARY DATA
INTERPRETATION:
The Table demonstrates that the majority was composed of 33% of respondents are
To certain extent, 27% of respondents are completely, 21% of respondents are to a
satisfactory, and the rest of 19% of respondents are not at all.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Completely 32 27%
2. To certain extent 40 33%
3. To a satisfactory 25 21%
4. Not at all 23 19%
Total 120 100%

116. -
CHART 4.29: TO WHAT LEVEL THE MANAGEMENT IS
EFFECTIVE IN GRIEVANCE SETTLEMENT.
0%
5%
10%
15%
20%
25%
30%
35%
COMPLETELY
TO CERTAIN EXTENT
TO A SATISFACTORY
NOT AT ALL

117. TABLE 4.30: GRIEVANCE HANDLING IS ONE OF THE MAJOR
COMPONENT IN JOB SATISFACTION.
SOURCE: PRIMARY DATA
INTERPRETATION:
35% of the respondents agree that grievance handling is one of the major component
in job satisfaction, 20% of the respondents are disagree, 20% of the respondents are
neutral, 12.5% of the respondents are strongly disagree and remaining 12.5% are
strongly disagree.
S.NO PARTICULARS
NO. OF
RESPONDENTS
IN
PERCENTAGE
1. Strongly agree 15 12.5%
2. Agree 42 35%
3. Neutral 24 20%
4. Disagree 24 20%
5. Strongly disagree 15 12.5%
Total 120 100%

118. CHART 4.30: GRIEVANCE HANDLING IS ONE OF THE MAJOR
COMPONENT IN JOB SATISFACTION.
12.50%
35%
20% 20%
12.50%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY
DISAGREE
STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

119. SYSTEM
IMPLEMENTATION

120. CHI-SQUARE TEST
Ho - There is no significant difference between gender and satisfied with your job
provided by company.
H1- There is significant difference between gender and satisfied with your job
provided by company.
PARTICULARS MALE FEMALE TOTAL
HIGHLY
SATISFIED
5 11 16
SATISFIED 34 28 62
NEUTRAL 14 5 19
DISSATISFIED 11 2 13
HIGHLY
DISSATISFIED
4 6 10
68 52 120

121. O E (O-E) (O-E)2 (O-E)2/E
5 9.06 -4.06 16.48 1.8190
34 35.13 -1.13 1.27 0.0362
14 10.76 3.24 10.49 0.9749
11 7.36 3.64 13.24 1.8002
4 5.66 -1.66 2.75 0.4869
11 6.93 4.07 16.56 2.3903
28 26.86 1.14 1.29 0.0484
5 8.23 -3.23 10.43 1.2677
2 5.63 -3.63 10.43 1.8531
6 4.33 1.67 2.78 0.6441
TOTAL 11.3208

122. FORMULA:
X2= ∑(O-E)2
E
Degree of freedom= (r-1) (c-1)
= (5-1) (2-1)
= 4*1
=4
Degree of freedom= 4
LEVEL OF SIGNIFICANCE= 5%
Calculate value= 11.3208
Table value = 9.488
Calculate value > table value
11.3208 > 9.488
H1 is accepted
There is significant difference between gender and satisfied with your job provided
by company.

123. TABLEAU DESKTOP 2020
INTRODUCTION:
In 2020 the world will generate 50 times the amount of data as in 2011. And 75 times
the number of information sources (IDC, 2011). Within these data are huge,
unparalleled opportunities for human advancement. But to turn opportunities into
reality, people need the power of data at their fingertips. Tableau is building software
to deliver exactly that. Tableau Software is an American computer software company
headquartered in Seattle, WA, USA. It produces a family of interactive data
visualization products focused on business intelligence. The company was founded at
Stanford University’s Department of Computer Science between 1997 and 2002.
Professor Pat Hanrahan and Ph.D. student Chris Stolte who specialized in
visualization techniques for exploring and analyzing relational databases and data
cubes led research in the use of table-based displays to browse multidimensional
relational databases. Together, they combined a structured query language for
databases with a descriptive language for rendering graphics and invented a database
visualization language called VizQL (Visual Query Language). VizQL formed the
core of the Polaris system, an interface for exploring large multi-dimensional
databases. In 2003, after Stolte recruited his former business partner and friend,
Christian Chabot, to serve as CEO Tableau was spun out of Stanford with an
eponymous software application. The product queries relational databases, cubes,
cloud database, and spreadsheets and then generates a number of graph types that can
be combined into dashboards and shared over a computer network or the internet. In
2010, Tableau reported revenue of $34.2 million dollars. That figure grew to $62.4
million in 2011 and $127.7 million in 2012. Profit during the same periods came to
$2.7 million, $3.4 million, and $1.6 million, respectively. Shares of Tableau Software
started trading on the New York Stock Exchange after an initial public offering on
May 17, 2013
The different products which tableau has built are: