Employee Turn Over- Priya

8/12/2019 Employee Turn Over- Priya

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INTRODUCTION

Labour turnover refers to the establishment of a relationship between the numbers

of employees leaving during a period of time to the average numbers of

employees during that period. It may also denote the percentage change in the

labour force of an organization. A higher percentage of labour turnovers will

mean that employees are not stable and new employees join while old employees

leave the organization. A lower labour turnover , on the other hand, means that

only small number of employees have come in and gone out of the organization.

A higher labour turnover will not only mean expenditure on hiring new persons

but it also increases labour cost. Some of the effects of labour turnover are

discussed as follows

!. "iring of new persons involves the loss of time and money. A higher

labour turnover rate will necessitate spending more resources on

employing new persons.

#. $he employment of new persons will re%uire their training facilities also.

&. $here will be a loss of production during interval between separation and

employing of new wor'ers.

(. $he machines and e%uipment will remain idle during the interval of

replacing the wor'ers and their training period.

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). $he rate of production will be low in case of new employees. $here will

also be more depreciation of machines and e%uipment because new

wor'ers will ta'e time to learn their jobs.

*. +ew wor'ers will not be able to maintain proper %uality of goods.

$he separation of employees will disturb production schedule. $o meet order in

time overtime payments may have to be made. "igher labour turnover will

increase labour cost per unit

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OBJECTIVES OF THE STUDY

1. To find out the various cause for Labour Turn Over

2. To study the various measures adopted by the or ani!ation

&. To provide su estions in the form of solutions to reduce the rate of

Labour Turn Over

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RESEARCH METHODOLOGY

(esearch methodolo y is a $ay to systematically solve the research

problem. It deals $ith the ob%ective of a research study, the method of

definin the research problem, the type of hypothesis formulated, the type

of data collected, method used for data collectin and analy!in the data

etc. The methodolo y includes collection of primary and secondary data.

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TYPE OF RESEARCH

DESCRIPTIVE RESEARCH

The study follo$s descriptive research method. *escriptive studies aims

at portrayin accurately the characteristics of a particular roup or

situation. *escriptive research is concerned $ith describin the

characteristics of a particular individual or a roup. +ere the researcher

attempts to present the e istin facts by collectin data.

RESEARCH DESIGN

A research desi n is a basis of frame$or", $hich provides

uidelines for the rest of research process. It is the map of blueprint

accordin to $hich, the research is to be conducted. The research desi n

specifies the method of study. (esearch desi n is prepared afterformulatin the research problem.

SOURCES OF DATA

*ata are the ra$ materials in $hich mar"etin research $or"s. The tas" of

data collection be ins after research problem has been defined and

research desi n chal"ed out. *ata collected are classified into primary

data and secondary data

P(I#A(- *ATA


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/uestionnaires $ere used for collectin primary data

0 O3*A(- *ATA

0econdary data $ere collected from the company4s annual

publications, memorandums of settlements, ne$spapers, %ournals,

$ebsites, and from library boo"s

SAMPLING METHOD

0amplin techni5ue used in this study is 6(andom samplin 4.

SAMPLE SIZE

The sample si!e ta"en for this study is 7.

TOOLS FOR ANALYSIS

Percenta e analysis is used

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LIMITATIONS OF THE STUDY

*ue to time constraints and busy schedules of the employees it $as

difficult to interact $ith them completely.

The sample si!e $as limited to 7

The responses may be influenced by personal bias.

9enerally do not provide in:depth understandin of underlyin

issues, reasons or behavior patterns.

Incorrectly desi ned surveys may produce invalid and misleadin

results.

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INDUSTRY PROFILE

The Indian food processin industry is one of the lar est in

the $orld in terms of production, consumption, e port and

ro$th prospects. arlier, food processin $as lar ely

confined to the food preservation, pac"a in and

transportation, $hich mainly involved saltin , curdlin ,

dryin , pic"lin , etc. +o$ever, over the years, $ith emer in

ne$ mar"ets and technolo ies, the sector has $idened its

scope. It has started producin many ne$ items li"e ready:

to:eat food, bevera es, processed and fro!en fruit and

ve etable products, marine and meat products, etc. It also

include establishment of post:harvest infrastructure for

processin of various food items li"e cold stora e facilities,

food par"s, pac"a in centre4s, value added centre4s,

irradiation facilities and moderni!ed abattoir.

The liberali!ation of the Indian economy and $orld trade as

$ell as risin consumer prosperity has thro$n up ne$


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opportunities for diversification in the food:processin sector

and opened up ne$ avenues for ro$th. *emand for

processed and convenience food is increasin constantly

because of urbani!ation, chan in life:style and food habits

of the people.

As per the available information, it produces annually ? 27' million tones of food rains =third

lar est>? .& million tones of fish =third lar est>? ';< million

poultry and '),277 million e s. As a result, Indian food

processin industry has become an attractive destination for

investors the $orld over. There are various food la$s

applicable to food and related products in India@ :

Prevention of Food Adulteration Act =PFA>, 1


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The 0tandards of Bei hts and #easures Act, 1 Act =#inistry

of (ural *evelopment>.

ssential ommodities Act, 1.

Fruit Products Order =FPO>, 1


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DOP = ontrol> Order E 1


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vie$ to enhance their shelf life? improve 5uality as $ell as

ma"e them functionally more useful.

The Indian food processin industry is one of the

lar est in the $orld in terms of production,

consumption, e port and ro$th prospects. arlier,

food processin $as lar ely confined to the food

preservation, pac"a in and transportation, $hich

mainly involved saltin , curdlin , dryin , pic"lin , etc.

+o$ever, over the years, $ith emer in ne$ mar"ets

and technolo ies, the sector has $idened its scope. It

has started producin many ne$ items li"e ready:to:

eat food, bevera es, processed and fro!en fruit and

ve etable products, marine and meat products, etc. It

also include establishment of post:harvest

infrastructure for processin of various food items li"e

cold stora e facilities, food par"s, pac"a in centre4s,

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value added centre4s, irradiation facilities and

moderni!ed abattoir.

FDI in food se !o" in Indi#

Actual F*I inflo$ in food processin sector in 277':7) and

277):7 =till 3ovember, 277)> $as (s.&&2.77 core.

Automatic approval is ranted for forei n investment up to

)1G in hi h priority industries $hich include all food

processin industries =e cept mil" food, malted foods and

flour> and all items of pac"a in for food processin

industries. Investors need to file an application $ith the

(eserve Can" of India =(CI> in the prescribed format and

approval is ordinarily ranted $ithin 1) days. For forei n

investment hi her than )1G and for investments in

industries outside the hi h priority industries, clearance has

to be obtained from 0IA. Applications are processed on a

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route. The present policy only permit F*I up to 177 G in

ash and carry $holesale tradin , $hich is distinct from

retail tradin , involvin sale to individual customers throu h

normal retail outlets. (ecently 9overnment of India has

allo$ed retail tradin in sin le brand items. F*I is not

allo$ed in any other a ricultural sector activity.

-earForei n *irect Investment =(s.in ores>

2777:71 71

77 1. &

9rand Total 28;1.2;

=0ource@ Annual (eport 2778:7;, #inistry of Food Processin

Industries>

Po$i ies #nd Re%&$#!ions

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0ince liberali!ation several policy measures have been

ta"en $ith re ard to re ulation control, fiscal policy, e port

import la$s, ta ation, e chan e interest rate control,

e port promotion and incentives to hi h priority Industries.

Food processin and a ro industries have been accorded

hi h priority $ith a number of important reliefs and

incentives. At present, no industrial license is re5uired for

almost all of the food a ro processin industries e cept

for some items li"e@ beer, potable alcohol $ines, cane

su ar, hydro enated animal fats oils etc. and items

reserved for e clusive manufacture in the small scale

sector. Items reserved for 0mall 0cale Industry =hereinafter

referred as K00I > include pic"les chutneys, bread,

confectionery =e cludin chocolate, toffees and che$in :

um etc.>, rapeseed, mustard, sesame roundnut oils

=e cept solvent e tracted>, round and processed spices

other than spice oil and oleoresins, s$eetened cashe$ nut

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products, tapioca sa o and tapioca flour. In order to boost

the food:processin sector, the entre has permitted under

the Income Ta Act a deduction of 177 per cent of profit for

five years and 2) per cent of profit in the ne t five years in

case of ne$ a ro processin industries set up to pac"a e

and preserve fruits and ve etables. cise *uty of 1 per

cent on dairy machinery has been fully $aived off and

e cise duty on meat, poultry and fish products has been

reduced from 1 per cent to ; per cent.

Food'P#"(s

In a bid to boost the food sector, the 9overnment is $or"in

on a rimonies and the concept of me a food par"s. T$enty

such me a par"s $ill come up across the country in various

cities to attract Forei n *irect Investment =F*I> in the food:

processin sector. The 9overnment approved 17)

proposals bet$een Manuary 2772 and #ay 277) from

forei n industrialists to set up food processin industries in

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India involvin (s. '&.'8 core =H0N 1'' million>. The

ministry has released a total assistance of (s.17).22 core

=H0N 2& million> to implement the Food Par"s 0cheme. It

has so far approved )7 food par"s for assistance across the

country. The entre also plans (s.177 core =H0N 22 billion>

subsidy for me a food processin par"s.

Fis #$'Po$i ) * T#+#!ion

Bide ran in fiscal policy chan es have been introduced

pro ressively. cise Import duty rates have been

reduced substantially. #any processed food items are

totally e empt from e cise duty. ustom duty rates have

been substantially reduced on plant e5uipments, as $ell

as on ra$ materials and intermediates, especially for e port

Production.

orporate ta es have been reduced and there is a shift

to$ards mar"et related interest rates. There are ta

incentives for ne$ manufacturin units for certain years,

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e cept for industries li"e@ beer, $ine, aerated $ater usin

flavorin concentrates, confectionery chocolates etc.

Indian currency =rupee> is no$ fully convertible on current

account and convertibility on capital account $ith unified

e chan e rate mechanism is foreseen in comin years.

(epatriation of profits is freely permitted in many industries

e cept for some, $here there is an additional re5uirement of

balancin the dividend payments throu h e port earnin s

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COMPANY PROFILE

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COMPANY PROFILE

I. In!"od& !ion

#Js. Food Pro India is a small scale business unit. It is a propritorifirm. The name of the propritori is Hsha (adha"rishnan. It is a

manufacturin unit. The items manufactured in this unit are Canana chips,

mi ture, mur", pa""avada, peanut candy, #adura seva, tapioca chips,

sesame ballJbar etc.

ii, Lo #!ion

The business is located hardly &"ms a$ay from the main to$n,Thiruvalla. This is the 1 st unit in this location. 0o $e considered that this is

a viable unit in this location. +ence the chances of local competitor $ould

be ne li ible.

iii, S o-e

The snac"s food mar"et is ro$in by double di it across the

country. The products of this unit are prepared by small retail shops,ba"ery, hotels etc... *urin the first year its turnover reached to nearly &)

la"hs. They mar"et their products at central Travancore. They follo$ direct

mar"etin durin the e pansion period they plan to produce instant mi er

$hich has $ide mar"et $hich can increase their turn over.

The items traded by this unit are as follo$s

S$, No, I!e. 1. Canana chips

2. #i ture

&. #ur"

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'. Pa""avada

). Peanut candy

. #adura seva

8. Tapioca chips

;. 0esame ballJbar

O(9A3I0ATIO3AL 0T(H TH( OF T+ O#PA3-

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2'

#ana ein *irector

Finance0ales+uman(esorce

#ar"etinProduction

9#Finance

9m sales9# +(9m:prod 9m

#ar"etin

#ana er=Prod>

#ana er#ar"

Auditor#ana er=Fin>

#ana er=sales>

#ana er=+(>

0tore"eeper

ecutive

Officer Assistantman er

mployees

Assistant

Bor"ers0upervisor=paintin

0upervisor=assemblin

0upervisor=cuttinand

Bor"ersBor"ers Bor"ers


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#A( TI39 * PA(T# 3T OF T+ O#PA3-

M#"(e!in% S!"#!e%)

0trate ic thin"in is "ey to evolution of successful mar"etin

strate ies of FOO* P(O I3*IA. This involves the follo$in

analyses.

!. Understanding Markets Strategic perspective of the mar'et re%uires

s'ilful analysis of the trend and how they effect the mar'et size and

demand for the firm s product.

#. Finding market niches: -rice, service, convenience and technology

are some of the niches in Indian ar'et.

2)

#ana er=#ar"et

9#:#ar"etin

#ana in*irector

ecutive


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&. Product and service planning: Analysis of the customer s

promotion of the brand, both of the firm and competitors, besides and

analysis of the situation in which the customer uses the product.

(. Distri ution: Structural changes in inventory management, mobile

distribution process in the Indian mar'et.

). Managing !or result: /ith pressure on costs, prices, and margins,

mar'eters will have to ma'e effective utilization of every rupee spent

in mar'eting.

Market opportunit":

Identification of mar'et opportunity is critical before the management

of affirm a decision to launch or diversify in any product area. $his

involves analysis of the ta'e following

Size of the mar'et

ar'eting strategies and the extent and %uality of services rendered by other firm in the industry.

ar'et programmed re%uired to satisfy mar'et wants.

Identification of 'ey success factors in an industry and lin'ing them

to a firm s strengths and wea'ness.

"ow well the mar'et is served.

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ar'et opportunitySize of the mar'et"ow well the mar'et is served-rospective inched

ar'eting mix re%uired to seed0ore competencies re%uired

1ramewor' of mar'et opportunity analysis

#i$e o! the market:

Size of the mar'et are2.

!. Demand anal"sis: is the core aspect of mar'et opportunity.

#. #egmentation anal"sis: is the process of dividing the mar'et into

homogeneous sub units.

Industr" %nal"sis porter&s Model

28

*emandonditio

ns

#ar"etse ment

analysis

Industryanalysis

Tradeanalysis

ompetitionanalysis


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0ompetitor analysis analysis of competition how well the mar'et is

served.

A mar'eting mix is the division of groups to ma'e a particular

product, by pricing product, branding, place, and %uality. Although

some mar'eters added other - s such as personnel I and pac'aging ,

the fundamentals of mar'eting identifies the four - s of the

mar'eting mix as referring to typically.

!. -roduct

#. -rice

&. -romotion

(. -lace

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Product

A tangible object or an intangible service that is mass produced or

manufactured on large scale with specific volume of unit Intangible

product are often service produced tangible object are trailers. A less

obvious but ubi%uitous mass produced service is a computer

operating system.

Price

2compatibility. $herefore

selection is actually a negative process of rejecting the unit

candidates.

#election process

Follo$in selection procedure is adopted by FOO* P(O

I3*IA. for selectin the employees.

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E.-$o)ee3s "e!i"e.en! 4enefi!

The company re ularly contributin to$ards provident fund

schemes of central overnment, employees state insurance

scheme for all the employees

S#$es S!"& !&"e

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F&n !ions of S#$es De-#"!.en!

P&" 0#se o"de"

As a first step, the company ets purchase order from the

customers details of specification are also received.

En5&i") no!e

After the purchase order is received from the customer, the

company loo"s for$ard into the aspect that $hether the

customer is ne$ or old and $hat is product life.duration etc.

The demanded product and $hat type of product they need in

$hat time.

&;

9#sales

#ana er=sales>

#ana in*irector

Assistant

#ana er

Bor"ers


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6&o!#!ion7' The ompany ives the 5uotation if the customer

purchases throu h ban" loan and the customer should submit

the 5uotation to the ban" $ith 2)G of the money $hich $ill bementioned in the 5uotation

S#n !ioned of !0e .one) 4) !0e 4#n(

The ban" $ill sanctions full money to the company and then

companies $ill start producin the re5uired product and it $ill

ta"es a 17 day time from the date of sanctioned form the ban"

in case of customer buyin $ithout loans the time is money for

17 days from the order is ta"en from the customer.

Dis-#! 0 of o"de"

The production division follo$s up the product movement and

tries to dispatch the product accordin to the schedule time.

*ispatch of the product is made and accordin to the

standardi!ed format. althou h private e5uity, mutual funds,

hed e funds, and other or ani!ations have become important.

Financial assets, "no$n as investments, are financially $ith

careful attention to financial ris" mana ement to control

financial ris". instruments allo$ many forms of securiti!ed

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assets to be traded on securities e chan es such as stoc"

e chan es, includin debt such as bonds as $ell as e5ui in

publicly:traded corporations.

Finance is used by individuals =personal finance>, by

overnments =pub li c f i by businesses = corporate finance>, as

$ell as by a $ide variety of or ani!ations includin schools and

non:profit or ani!ations. In eneral, the oals of each of the

above activities are achieved throu h the use of appropriate

financial instruments, $ith consideration to their institutional

settin .

Finance is one of the most important aspects of business

mana ement. Bithout proper financial plannin a ne$

enterprise is unli"ely to be successful. #ana in money=a li5uid

asset> is essential to ensure a secure future, both for the

individual and an or ani!ation.

A ban" a re ates the activities of many borro$ers and

lenders. A ban" accepts deposits from lenders, on $hich it pays

the interest. The ban" then lends these deposits to borro$ers.

Can"s allo$ borro$ers and lenders, of different si!es, to

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coordinate their activity. Can"s are thus compensators of

money flo$s in space.

orporate finance

#ana erial or corporate finance is the tas" of providin the

funds for a activities. For small business, this is referred to as

0# finance. It enerally balancin ris" and profitability, $hile

attemptin to ma imi!e an entity4s $ealth the value of its stoc".

Lon term funds are provided by o$nership e5uity and lon :

term credit, often form of bonds. The balance bet$een these

forms the company4s capital structure. 0hort:term fundin or

$or"in capital is mostly provided by ban"s e tendin a credit.

Another business decision concernin finance is investment, or

fund mana ement. An investment is an ac5uisition of an asset

in the hope that it $ill maintain or increase its value. In

investment mana ement E in choosin a portfolio:one has

decide $hat, ho$ much and $hen to invest. To do this, a

company must@

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Identify relevant ob%ectives and constraints@ institution or

individual oals, time hori!on, ris" aversion and ta

considerations?

Identify the appropriate strate y@ active v. passive E hed in

strate y

#easure the portfolio performance

Financial mana ement is duplicate $ith the financial function

of the Accountin profession. +o$ever, financial accountin is

more concerned $ith the historical financial information, $hich

the financial decision is directed to$ard the reportin of future

of the firm.

Financial mana ement is a part and partial of the or ani!ation

function and has a responsibility of careful plannin ,

successful utili!ation and optimal allotment of company4s

financial resources.

Fin#n e #nd # o&n! Mission S!#!e.en!

Be are dedicated to$ards embeddin a hi her de ree of

interpersonal connectivity amon the departmental members

and $ith the employees of the or ani!ation.

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Be commit ourselves of value for the enterprise throu h

financial resources.

Be firmly believe in the concept of syner y in all our financial

operations.

Be strive for a farsi hted protective approach in safe uardin

the financial status of the company.

A !i1i!ies of !0e fin#n e de-#"!.en! #! FOOD PRO INDIA ,o Financial analysis, plannin and control

o #ana ement of the firm4s asset structure

o #ana ement of the firm4s financial structure.

Fin#n i#$ #n#$)sis8 P$#nnin% #nd Con!"o$ #"e on e"ned 2i!07

Assessin the financial performance and condition of the

company

stimatin the financial needs of the firm

Forecastin and plannin the financial future of the firm.

Si%nifi #n! # o&n!in% -o$i ies fo$$o2ed in !0e o.-i$#!ion of# o&n!

B#sis of -"e-#"#!ion of fin#n i#$ s!#!e.en!s

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*epreciation as been provided on $ritten do$n value method in

accordance $ith the provisions of section 27)=2> =C> of the

ompanies Act 1


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E.-$o)ee3s "e!i"e.en! 4enefi!

The company re ularly benefitin contributin to$ards provident

fund schemes of central overnment, employees state insurance

scheme for all employees.

Con!in%en ies #nd e1en!s o &""in% #f!e" !0e 4#$#n e s0ee!

There are no such events needs ad%ustment to assets and liabilities

$hich re5uire disclosure.

DATA ANALYSIS AND INTERPRETATION

9, A%e

P#"#.e!e"s No7 of Res-onden!s Pe" en!#%e

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; 9@


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I3F ( 3

It has been inferred that &7G of the employees $ho participated in the survey are of

a e roup bet$een &7:'7 , &7G a ain come under the cate ory bet$een '7:)7 a e

roup and the rest of them belon to more than )7 =2)G> and 27:&7=1)G> types.

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:, SE


M#$e ?: ;

Fe.#$e 9@


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I3F ( 3

It has been inferred that 87G of the employees participated in the survey are male and

the remainin come under the female cate ory.

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Se-#"#!ed ; ;

ido2 e" 9;

To!#$ ; 9;;

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I3F ( 3

It has been inferred that 87G of the employees $ho participated in the survey are

married and 1)G of respondents are bachelors. (est of them are cate ori!ed under the

cate ory of $ido$ and divorce cases.

)1


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? E.-$o)ee #4$e !o o..&ni #!e !0ei" fee$in%s fo" o!0e"s


A$2#)s 9;

Ve") of!en 9> :>

Of!en :;

To!#$ ; 9;;

)2


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I3F ( 3

It has been inferred that &&G of employees have an opinion that they can communicate

their feelin s to others often, 2)G feels it very often. Also $e can infer that 18G of the

employees4 rate it as rarely and 1)G of them never had any such feelin s, but 17G of

them feel al$ays free enou h to communicate $ith others.

)&


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>, E.-$o)ees ' fo"!0"i%0!8 f"#n( #nd 2i$$in%ness !o s!#nd &- fo" 0is "i%0!s,

P#"#.e!e"s No7 of Res-onden!s Pe" en!#%eA$2#)s 9: :;

F"e5&en!$) : ?>

O #sion#$$) 9< :9,

R#"e$) > @,


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I3F ( 3

It has been inferred that ')G of respondents fre5uently stand up for their ri hts, 21G

stands for it occasionally. Also $e can infer that 27G of the employees al$ays stand

up for their ri hts and ;G of them are rare, but )G of them i nore such vie$s.

))


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, E.-$o)ee s#!isf# !ion #! 2o"(

P#"#.e!e"s No7 of Res-onden!s Pe" en!#%eHi%0$) S#!isfied ? ,

S#!isfied 9: :;

Ne&!"#$ :<


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I3F ( 3

It has been inferred that &;G of employees have neutral opinion on %ob satisfaction,

&7G are dissatisfied. Also $e can infer that 27G of the employees are satisfied and

8G of them are hi hly satisfied, but )G of them e perience hi h level of

dissatisfaction.

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() #tress part o! *ork li!e !or emplo"ees)

Parameters No: o! Respondents Percentage#trongl" %gree +, +-)-(

%gree ., /,

Neutral +0 1.)..

Disagree / 2)..

#trongl" Disagree + +)-(

Total -, +,,

);


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I3F ( 3

It has been inferred that )7G of respondents a ree that stress is part of their $or" life,

2&G of them vie$ it to be neutral. Also $e can infer that, 1 G of the employees stron ly

a ree and ;G of them disa ree but 2G of them stron ly disa ree .

)


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@, o"( is 0e#1) #nd !i"eso.e,


S!"on%$) A%"ee 9 : ,

A%"ee : ? @,


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I3F ( 3

It has been inferred that, '&.&&G feel that their $or" is heavy and tiresome and 2 . 8G

stron ly a ree that their $or" is heavy or tiresome, 27G of their vie$ is neutral,;G

disa ree and 2G stron ly disa ree.

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=, Lone$iness 20i$e 2o"(in% 2i!0 o!0e"s

-#"#.e!e"s No7 of Res-onden!s Pe" en!#%e#$2#)s 99,

F"e5&en!$) :<


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I3F ( 3

It has been inferred that &;G of respondents fre5uently feel lonesome $hile $or"in

$ith others, &2G feel it sometimes and also $e can infer that 1)G of them feel it rarely,

12Gal$ays and &G never felt so.

&


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9;, Bo"edo. in !0ei" "o&!ine 2o"(

-#"#.e!e"s No7 of Res-onden!s Pe" en!#%eS!"on%$) A%"ee = 9>

A%"ee :<


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I3F ( 3

It has been inferred that &;G of respondents a ree that they feel bored $hen en a ed

in their routine $or", 28G of their vie$ is neutral and also $e can infer that 18G

disa ree, 1)Gstron ly a ree and &G stron ly disa ree )

)


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99, S#!isf# !ion 2i!0 !0e e+is!in% 2o"(in% ondi!ions

-#"#.e!e"s No7 of Res-onden!s Pe" en!#%eHi%0$) S#!isfied :


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I3F ( 3 It has been inferred that &)G of respondents are satisfied $ith the e istin

$or"in condition, &)G seems to be neutral. Also $e can infer that 18G are dissatisfied

and 17G are hi hly dissatisfied. Only &G are hi hly satisfied employees.

8


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9: Ti.e fo" -e"son#$ # !i1i!ies


A$2#)s 9;

F"e5&en!$) 9@


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I3F ( 3

It has been inferred that &7G of respondents fre5uently et time to do thin s that are

really important for them, 22G don4t a ree $ith this. Also $e can infer that 27G $ho

a ree are rare cases and 1;G only sometimes. 17G have enou h time to deviate for

their personal activities.


70/96

9 @,


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I3F ( 3

It has been inferred that '7G of respondents are dissatisfied $ith the $elfare measures

adopted by the company, 2)G are satisfied and also $e can infer that 22G seems to be

neutral, ;G are hi hly dissatisfied and )G are hi hly satisfied.

81


72/96

9?, He#$!0 -"o4$e.s $e#din% !o L#4o&" T&"n O1e"

P#"#.e!e" No7 of Res-onden!s Pe" en!#%e

Ve") Of!en < >

So.e!i.es 9@


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I3F ( 3

It has been inferred that )2G of respondent have the opinion that sic"ness ma"es them

absent from $or" rarely, &7G says from time to time and also $e can infer that 22G

says sic"ness alone does not ma"e them absent from $or". )G very often are absent

due to health problems.

8&


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9> I.-# ! of -o$i!i #$ o" so i#$ en%#%e.en! fo" e !0e. !o 4e #4sen! f"o. 2o"(

P#"#.e!e" No7 of Res-onden!s Pe" en!#%eVe") Of!en < >

So.e!i.es 9 : ,

R#"e$) 9 :@,


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I3F ( 3

It has been inferred that '7G of respondents have an opinion that the political or social

en a ement force did not ma"e them absent from $or", 2;G feel it to be rare and also

$e can infer that 28G are satisfied and )G very often "eep themselves absent due to

political or social en a ements.

9 , H#4i! of #$ o0o$ ons&.-!ion .#(es !0e. #4sen!

8)


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Of!en :

No :: < ,

To!#$ ; 9;;

8


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I3F ( 3

It has been inferred that &8G of respondents have an opinion that the habit of

alcoholism did not ma"e them absent from $or". &)G says sometimes they are absent

for $or" and also $e can infer that 1) G come under rare cases, 17G are very often

and &G are often absent from $or" due to this bad habit.

9 , He$-in% 0#nd f"o. !0e o$$e#%&es

88


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Yes 9;

No < ;

To So.e E+!en! 9@


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I3F ( 3

It has been inferred that 7G of respondents have an opinion that their collea ues didnot help them in case of personal problems, &7G says to some e tent they had

received some help and also $e can infer that 17G a ree that their collea ues help

them in case of any personal problems.

8


80/96

9@, An) o &-#!ion#$ 0#/#"ds 20i 0 -"o.-! !0e e.-$o)ees !o !#(e $e#1e


Yes @ 9


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I3F ( 3

It has been inferred that ;8G of respondents have an opinion that they are not afraid of

any occupational ha!ards $hich prompts them to ta"e leave, 1&G sho$ some "ind of

fear to$ards occupational ha!ards $hich prompt them to ta"e leave.

;1


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83/96

*I00ATI0FA TO(- 1) ) 27

TOTAL ') 1) 7

0OLHTIO3

0L 3O O O: =O: > 2 =O: >2J

1 &7 &7 7 7 7

2 17 17 7 7 7

& 1) 1) 7 7 7

' ) ) 7 7 7

TOTAL 7.77

* 9( OF F( *O#

=(: 1> = :1>

=2:1> =2:1>

1

*e ree of freedom 1 at )G &.;'

( 0HLT

;&


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The calculated chi:s5uare vale 7.77 is less than the table value &.;'.

Therefore the alternate hypothesis is re%ected and null hypothesis is

accepted. 0o the hypothesis su est that there should be measures

adopted by the firm to reduce Labour Turn Over

;'


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CHI'S6UARE TEST

RELATION BET EEN ORK ATOMSPHERE AND LABOUR

TURN OVER

+-POTI0I0 =+ 7>

There is si nificant relation bet$een $or" atmosphere and Labour

Turn Over.

+-POTI0I0 =+ 1>

There is no si nificant relation bet$een $or" atmosphere and

Labour Turn Over.

O: Observe fre5uency

: pected fre5uency

=(OB TOTALQ OLOH3 TOTAL> J 9(A3* TOTAL

CHI- S6UARE O'E : E

BASIC TABLE

Bor" atmosphereand Labour Turn

Over. - 0 3O TOTAL

;)


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0ATI0FATO(- &7 ) &)

*I00ATI0FA TO(- 1; 8 2)

TOTAL '; 12 7

0OLHTIO3

0L 3O O O: =O: >2

=O: >2J

1 &7 2; 2 ' 7.1'

2 ) 8 2 ' 7.)8

& 1; 27 2 ' 7.27

' 8 ) 2 ' 7.;7

TOTAL 1.81

* 9( OF F( *O#

=(: 1> = :1>

=2:1> =2:1>

1

*e ree of freedom 1 at )G &.;'

;


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( 0HLT

The calculated chi:s5uare vale 1.81 is more than the table value

&.;'. Therefore the alternate hypothesis is re%ected and null hypothesis

is accepted. 0o the hypothesis su ests that there is si nificant relation

bet$een $or" atmosphere and Labour Turn Over.

;8


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FINDINGS

On analysin the response it is found that, &)G of the employees

are dissatisfied $ith their $or".

)7G of the employees have an opinion that stress is part of their

$or" life.

'&G a ree and 28G stron ly a ree that their $or" is heavy. From

this, it can be interpreted that the employees are havin a hectic

$or" schedule.

A total of 87G of the employees feel lonely $hile $or"in $ith

others.

&


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7G of the employees feel that their collea ues did not help them in

case of personal problems.

;


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SUGGESTIONS

The mana ement must intervene in the day to day activities of the

employees. They should provide full:fled ed support, uidance and

encoura ement.The mana ement must provide trainin pro ram to the employees at a

fre5uent basis. This $ill help them to enhance their s"ill and improve

their e istin performance. The mana ement must further, scrutini!e

the response of the employees after the implementation of the trainin

pro ram.

Overloaded $or"aholic atmosphere must be avoided, as it may create

a lot of stress: related problems.

mployees must be encoura ed for their creativity and innovative

outloo" to$ards their %ob assi ned.

Belfare measures of the employees should be improved so as to ma"e

the employees feel more satisfied and contended. A satisfied

employee $ill be more committed to the or ani!ation.

#edi:claim policies, $ee"ly or monthly medical chec"ups etc should be

provided to the employees4 in order to ma"e them physically fit for the

%ob.

The employees should either be provided $ith transportation facility or

housin facility so that they $ould have ample time for recreation in

substitute for the time they spend in travelin .


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The mana ement should ta"e necessary action to stren then the

relationship bet$een the employees.

CONCLUSION

Food Pro India, is also a victim of Labour Turn Over, as one of the

curse their or ani!ation is facin at present. The study tries to reveal the

factors influencin the Labour Turn Over of employees $ith some

su estions $hich $ill be of immense aid for the employees as $ell as the

or ani!ation to reduce the Labour Turn Over level. I earnestly desire that,

the study mi ht brin some descend in the number of absentees in the

or ani!ation, if ta"en into consideration practically.

To conclude, employees4 dissatisfaction to$ards %ob

$elfare measures, hectic $or" schedule, stress, health problems are

some of the ma%or causes of Labour Turn Over. This can be reduced by

the mana ement by implementin various employee satisfactory chan es

in the or ani!ation. People are the ma%or assets of any or ani!ation and

ta"in care of their $elfare and satisfaction is their duty as a $hole apart

from earnin profit.


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BIBLIOGRAPHY

0hashi . 9upta, Or ani!ation structure and dynamics.

(osy Moshy, +uman resource mana ement.

$$$. oole .com

$$$.$i""iepedia.com


93/96

6UESTIONNAIRE

3A# @ RRRRRRRRRRRRRRRRRRRRRRRRRRRR

1. A e

27:&7 &7:'7 '7:)7

#ore Than)7

2. 0e @

#ale Female

&. #arital status

0in le #arried *ivorced

0eparated Livin to ether Bido$=er>

'. I am able to communicate my feelin s to othersS

Al$ays Dery often Often (arely

3ever

). I am forthri ht, fran" and $illin to stand up for my ri hts

Al$ays Fre5uently Occasionally

(arely 3ever

. +o$ satisfied I am $ith my $or"sS


94/96

+i hly 0atisfied 0atisfied 3eutral

*issatisfied +i hly *issatisfied

8. 0tress is a part of my $or" life

0tron ly a ree A ree 3eutral

*isa ree 0tron ly *isa ree

;. *o you feel your $or" is heavy or tiresomeS

0tron ly a ree A ree 3eutral

*isa ree 0tron ly *isa ree


95/96

+i hly 0atisfied 0atisfied 3eutral

*issatisfied

+i hly *issatisfied

12. *o you have time to do thin s that are really important for youS

Al$ays Fre5uently 0ometimes (arely

3ever

1&. Are you satisfied $ith the $elfare measures adopted by the companyS

+i hly 0atisfied satisfied 3eutral

*issatisfied

+i hly *issatisfied

1'. *oes sic"ness ma"es you absent from $or"S

Dery often sometimes very seldom 3o

1). *oes any of the political or social en a ement force ma"e you absent

from $or"S

Dery often sometimes very seldom 3o


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1 . *oes the habit of alcoholism ma"e you absent from $or"S

Often Dery often sometimes Dery seldom

3o

18. *o your collea ues help in case of personal problemS

-es 3o To some e tent

1;. Are you afraid of any occupational ha!ards $hich prompt you to ta"e

leaveS

-es 3o

1

Documents

Employee Turn Over- Priya