Chapter 6Summary F, S

8/9/2019 Chapter 6Summary F, S

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SUMMARY

INTRODUCTION:

Managing HR in the knowledge based industry is a significant challenge forHR managers as it involves a multi task responsibility. In the present scenario, HR

managers perform a variety of responsibilities. Now it is more strategic as per the

demands of the industry in terms of managing people, motivating the workforce,

competency development, recruitment and training, the trust factor, work life balance

factor, attrition/retention of the talent pool.

Employee turnover is one of the largest though widely unknown costs an

organization facing for the last several years. Employee retention is a process in

which the employees are encouraged to remain with the organization for the

maximum period of time or until the completion of the project. It is the responsibility

of the employer to retain their best employees. A good employer should know how to

attract and retain its employees.

REVIEW OF LITERATURE:

There is a vast literature on the causes of voluntary employee turnover dating

back to the 1950s. Many studies are based on only a small number of variables which

often only explain a small amount of variability of turnover. However, over time there

have been a number of factors that appear to be consistently linked to turnover.

During the review, topics related to comparison of alternative, intentions to quit,

organizational commitment, job satisfaction, characteristics of employees, wages and

conditions, pay and performance, measuring turnover and other such areas have been

reviewed thoroughly.

OBJECTIVES:

The objectives of the study is to identify the practices followed by the

organization in order to retain the employees. To study and measure the morale of

employees, to study the present impact and influences of attrition and recession upon

retention aspect and to study the major influencing factors that lead to employee

satisfaction.


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RESEARCH METHODOLOGY:

Research methodology is a way to systematically solve the problem. It is a

careful inquiry, especially through search for new facts in any branch of knowledge.

The area of the study is focused on the Employee Retention Practices in Regency

Ceramics Limited, Yanam . The data has been collected from two sources which are

given below:

Primary data

Secondary data

Presently there are 1270 employees working in Regency Ceramics Ltd. Out of

which I have selected 250 employees of different departments to ensure the exactness

of representation. The questionnaire framed for the research study is a structured one

in which all the questions have been predetermined before conducting the survey.

After having conducted a pilot study with 24 questionnaires the responses have been

elicited from all the 250 sample respondents through close observation. After

completion of obtaining filled-in samples from all the selected 250 sample

respondents the data has been consolidated, analyzed and interpreted.

PROFILE OF CERAMIC INDUSTRY:

Ceramic industry is one of the oldest legacies in the world. Ceramics, which

finds various applications in both industrial and construction, had a significant

presence in the construction sector. In India the industry was born in 1958 when

H&R JOHNSON with the collaboration of Johnson International (UK) set up the first

plant for manufacturing wall tiles. The total install capacity of the industry is

11,66,000 sq mtrs per day which includes 5,60,000 sq mtrs floor tiles and 6,06,000 sq

mtrs wall tiles.

The study has been projected and sought information on industry

characteristics like total capital intensive, working capital intensive, power and fuel

intensive, location near markets, brand image/distribution network, production

techniques etc.,


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PROFILE OF REGENCY CERAMICS:

Regency Ceramics Limited was established in 1985. as a 100% Export

oriented unit (E.O.U) for the manufacture of Floor and wall tiles. The company

started its production from May 1986. There are so many ranges of products with

different series and colors. RCL is one of the leading manufacturers of Ceramic floor

and wall tiles, it employed total 1275 employees. Its production capacity is 90,000

sq.mtrs a day.

Presently it is yielding 110% production against its installation capacity and occupied

13% market share in India.

THEORETICAL FRAME WORK:

Employee retention is a process in which the employees are encouraged to

remain with the organization for the maximum period of time ro until the completion

of the project. Employee retention is beneficial for the organization as well as the

employee.

Retention aspect in the present study has been dealt by referring issues related

to

(i) Compensation that includes salary and monthly wage, bonus, economic

benefits, long-term incentives, health insurance, after retirement and

miscellaneous compensation of employees.

(ii) Growth and career issues that includes work profile, personal growth and

dreams, training and development of employees.

(iii) Supporting-issues that include its employees in their personal crisis by

providing personal loans during emergencies, childcare services, employee

assistance programs, counseling services, et al.

(iv) Relationship issues that include respect for the individual, relationship

with the immediate manager, relationship with colleagues, recruit whole

heartedly, promote an employee based culture, loyalty aspect, individual

development, mentorship programs, certifications, educational courses,

etc.


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(v) Environmental issues that include learning environment, support

environment, work environment, etc.

DATA ANALYSIS AND INTERPRETATION:

After having considered certain parameters to study the aspects relating to the

research topic a detailed questionnaire, annexed at the end of the report, has been

distributed among the sample respondents. The primary questions in the questionnaire

has been framed to study the personal information of the employees relating to

educational qualifications, age, gender, marital status, experience, etc., as all these

have greater influence upon the quality of the perceptions. To study the retention

practices in RCL the information from the respondents have been elicited through

various dimensions regarding Respect and Fair treatment, Appreciation and

recognition Good wages, working conditions, Interest in work, Job security, Personal

loyalty to the employees, Promotion and growth in the organization, Training &

Development, Appraisal and Rewards, Career planning, Support , Relationship,

Communication, discipline etc.,

Finally the findings and suggestions have been presented depending upon the

data analysis, interpretation and personal observations.


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FINDINGS

RCL is giving high priority in according due Respect & Fair Treatment in all

the regards to its employees.

It is found that almost each and every employee is being treated well in RCL

pertaining to Appreciation & Recognition of individuals.

It has been observed that keeping in view the latest pay initiations by MNCs

and 6th pay commissions recommendations the respondents have depicted

their opinion with mixed reactions towards the wages they are being paid.

RCL is giving utmost importance to working conditions and maintaining

provisions beyond statutory requirements.

Almost all the employees in RCL are in positive aspect towards interest in

involving work.

RCL is giving maximum scope in securing the services of employees by

extending various benefits on one hand and by fostering a sense of confidence

to that effect on the other hand.

RCLs grievance redressal procedure is an organized one and the practices

also satisfactory from the employees point of view

The growth and development of employees aspect in RCL could not impress

the employees in a sound way.

Basing upon the requirements and keeping in view the growth and

development, RCL is continuously imparting training and indulging in

development activities to keep the organization excel with other competing

organizations

RCL has adopted a well-defined appraisal and reward system and it

continuously evaluate each and every aspect of employees contribution to the

organization.

During the field-study it has been observed that all the employees are happy

with the provisions provided by RCL pertaining to extra-mural benefits.


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In RCL relations aspects is well maintained and it is yielding high results in

maintaining industrial democracy.

In observations it is found that the communications aspect among all the

employees sections and departments is well maintained.

During the field-study it has been keenly observed that almost all the

employees are patronizing the code positively and also they contributing

voluntarily of their best towards disciplinary measures.


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SUGGESTIONS

It has been observed that each and every employee is being treated well in

RCL pertaining to Appreciation & Recognition of individuals. Still it has to

focus its view towards human dignity since human dignity and human

relations will influence the employees in a large way.

Though the wage disparities are not so high in RCL it has to concentrate upon

the trends and latest practices on one hand and legislative measures on the

other hand to strike a balance between the both and to satisfy the needs of the

employees to the extend possible.

Though RCL is giving utmost importance to working conditions and

maintaining provisions beyond statutory requirements the felt need of

educating and imparting training to its employees towards this aspect has been

recognized.

RCLs grievance redressal procedure is an organized one and the practices

also satisfactory from the employees point of view but it has been pointed to

confine the formal grievance redressal procedure.

The growth and development of employees aspect in RCL could not impress

the employees in a sound way. The organization has to pay much attention

towards this aspect to retain the man power.

RCL has adopted a well-defined appraisal and reward system and it

continuously evaluate each and every aspect of employees contribution to the

organization. It has been felt that the evaluation procedures must be informed

well in advance to all the employees.

Though RCLs relations aspect and communications aspect are well

maintained and are yielding high results in maintaining industrial democracy it

must accord high priority to coordinate and synchronize all the efforts of

employees towards fulfillment of objectives.


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QUESTIONNAIRE

Part A (General Information)

1. Name -----------------------------

2. Age ----------------

3. Gender Male / Female

4. Marital status Married / Unmarried

5. Years of experience -----------------

6. Educational Qualification -----------------------

7. What is your job title?

------------------------------------------------------------------

8. How many promotions and Increments have you got from the date of your joining?

Promotions: a) 1 b) 2 c) 3 d) above 3 e) not at all

Increments a) 1 b) 2 c) 3 d) above 3 e) not at all

9. What previous position have you held with the company?

a) Similar b) Lower c) Higher d) not applicable

10. How long have you been working for the company

a) Below 1 year

b) 1-3+ yearsc) 4-6+ years

d) 7-10+ years

e) Above 10 years


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12. Describe the nature of your work ( Technical/non-technical )

Non-technical

a) Administration

b) Managerial

c) Supervisory

d) Clerical

e) Other than the above

Technical

a) highly skilled

b) skilled

c) semi-skilled

d) un-skilled

Part B

The Employee Retention Practices in RCL are rated at 1-5 scale.

Employee can tick in the box based on rating

Excellent 5

Very Good - 4

Good -3

Average -2

Poor -1


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Sl.N

oStatements

Ratings

5 4 3 2 1

1. Respect and Fair treatment

2 Appreciation and recognition

3. Wages

4. Working conditions

5 Interest in work

6 Job security

7 Redressal l of Grievances

8 Individual Growth & Development

9 Training & Development

10 Appraisal and Rewards

11 Career planning

12 Extra-mural Support

13 Relations

14 Communications

15 Discipline

CLOSED-ENDED QUESTIONS

Sno Questions Yes No

1Does your job duties turn out to be as per Job

Description?


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2

Are there any recent changes in your

employment nature relating to recession and

attrition if any?

3 Are you aware of the retention policy of yourorganization?

4 Is there any stress due to nature of your work?

5Does the organization provide non-monetary

benefits?

6Does the management allow employees

participation in management

7Does the organization encourage collective

bargaining practices?

8Do you feel that the nature of your job is

flexible?

9Is the organization providing non-statutory

welfare measures?

10 Are you satisfied with the nature of yourpresent Job in all the aspects?

If any suggestions please specify here (Your honest and open responses are important

to study and will be kept confidential)

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TITTLE:


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LOGO:

TECHNICAL SPECIFICATIONS OF CERAMIC TILES:


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Regency Ceramic Tiles Adequately meet the following Standards:EN 177 Group B II A/1991 and IS: 13755/1993


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S.NO Quality

Parameter

s

Standards

1 Size

ToleranceLength

and

Width

+0.5%

2 Thickness +5%

3 Modules of

Rupture

>24 N/mm

4 Water

Ansorption


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'Regency' the only Ceramic tile

Industry having Trio

Certifications ISO and OHSAS


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Export House status

We find often the following defects while laying

normal tiles particularly of bigger size:


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Size Variation

Outer curvature :

Diagonality

Gap between tiles:

Inner curvature

Rectified edge Tile

flooring :


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http://www.regencyceramics.com/Product/20X10size/Regular20X10/Rrgular_20X10.htmlhttp://www.regencyceramics.com/Product/40X40size/40x40size.htmhttp://www.regencyceramics.com/Product/40X40size/concerto/concerto.htmlhttp://www.regencyceramics.com/Product/30X30size/30x30size.htmhttp://www.regencyceramics.com/Product/30X30size/30x30size.htm


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http://www.regencyceramics.com/Product/vitrifed/unoseries/uno.htmlhttp://www.regencyceramics.com/Product/vitrifed/unoseries/uno.htmlhttp://www.regencyceramics.com/Product/20X20size/Regular20X20/regular_20X20.htmlhttp://www.regencyceramics.com/Product/20X20size/Regular20X20/regular_20X20.html

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Chapter 6Summary F, S