Employee Turnover New

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A

SUMMER TRAINING PROJECT REPORTON

EMPLOYEE TURNOVER

AT

VARDHMAN THREADS AND YARNS LTD(unit 3)

Submitted in partial fulfillment of the requirementFor the award of degree

OfMASTERS OF BUSINESS ADMINISTRATION

SESSION (2010-2012)

SUBMITTED TO: - SUBMITTED BY:-KURUKSHETRA UNIVERSITY KARAN MALHOTRAKURUKSHETRA MBA-3rd SEM

DOON VALLEY INSTITUTE OF

COMPUTER APPLICATION, KARNAL(APPROVED BY AICTEAND AFFILIATED TO KURUKSHETRA UNIVERSITY,

KURUKSHETRA)ACKNOWLEGMENT


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It is my pleasure to be indebted to various people, who directly or indirectlycontributed in the development of this work and who influenced my thinking,attitude, perception and acts during the course of my study.

JoiningVARDHMAN THREADS AND YARNS LIMITED atLudhiana as a trainee gave me a solid platform in the beginning of my

professional career. I express my sincere gratitude to MOHAN JANGHRA (HRMANAGER) Principal for providing me an opportunity to undergo summertraining in this esteemed organization.

I am thankful to Dr. G.S.SHARMA (Worthy Director)Mrs. MONIKA SHARMA(HOD MBA DEPTT.) for her cooperation andmotivation provided to me during the training for constant inspiration, presence

and blessings.

I also extend my sincere appreciation to (ALLFACULTY LECT. OF MBA DEPT.) who provided her valuable suggestionsand precious time in accomplishing my project report.

I also extend my sincere appreciation to MS. JASWINDERKHERA (LABOUR WELFARE OFFICER VARDHMAN THREADS AND YARNS LTD)who provided her valuable suggestions and precious time in accomplishing my

project report.

Lastly, I would like to thank the almighty and my parentsfor their moral support and my friends with whom I shared my day-to-dayexperience and received lots of suggestions that improved my quality of work.

KARAN MALHOTRA


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PREFACE

With the ongoing revolution where innovations are taking place at the blink of aneye, it is impossible to keep the pace with the emerging trends. In organizationwhere Making Things Right in the first instance is the driving motto, perfectionand accuracy are inevitable.

Excellence is an attitude that the whole of thehuman race is born with. It is the environment that makes sure that whether theresult of this attitude is visible or otherwise. A well planned, properly executedand evaluated industrial training helps a lot in inculcating a professional attitude.It provides a linkage between the student and industry to develop an awarenessof industrial approach to problem solving, based on a broad understanding of

process and mode of operation of organization.

During this period, the students get the real, firsthand experience for working in the actual environment. Most of the theoreticalknowledge that has been gained during the course of their studies is put to testhere. Apart from this, the students get an opportunity to learn the skills, whichimmensely helps them in building their career. I had the opportunity to have a realexperience on many ventures, which increased my sphere of knowledge to agreat extent. I was entrusted with a real life project, and gradually become a partof it.

KARAN MALHOTRA

TABLE OF CONTENTS


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S.No. Particulars Page No.

1. Introduction Of The Project

2. Objectives Of The Study

3. Industry Profile

4. Company Profile

5. About the Topic- ________________________

6. Research Methodology

7. Data Analysis And Interpretation.

8. Findings

9. Conclusion

10. Limitations Of The Study

11. Suggestions

12. Bibliography

Annexure


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INTRODUCTION

The industrial city of Ludhiana, located in the fertile Malwa region ofCentral Punjab known as the Manchester of India". Within the

precincts of this city, is located the Corporate headquarters of theVardhman Group, a household name in Northern India. The VardhmanGroup, born in 1965, under the entrepreneurship of Late Lala Rattan


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Chand Oswal has today blossomed into one of the largest TextileBusiness houses in India. At its inception, Vardhman had an installedcapacity of 14,000 spindles; today its capacity has increased multifoldto over 8 lack spindles.

In 1982 the Group entered the sewing thread market in the countrywhich was a forward integration of the business. Today VardhmanThreads is the second largest producer of sewing thread in India. In1990, it undertook yet another diversification this time into theweaving business. The grey fabric weaving unit at Baddi (HP),commissioned in 1990 with a capacity of 20,000 meters per day, hasalready made its mark as a quality producer of Grey poplin, sheeting,shirting in the domestic as well as foreign market.

This was followed by entry into fabric processing by setting up AuroTextiles at Baddi, which currently has a processing capacity of 1 lackmeters/day. In the year 1999 the Group has added yet another featherto its cap with the setting up of Vardhman Acrylics Ltd., Bharuch(Gujarat) which is a joint venture in Acrylic Fiber productionundertaken with Marubeni and Exlan of Japan. The company also hasa strong presence in the markets of Japan, Hong Kong, Korea, UK andEU in addition to the domestic market.


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COMPANYSOBJECTIVES

As it has been said truly that practical knowledge makes the person morecapable, comprehensive and enhances his/her creativity. Along with theoreticaldata the exposure of practical life situation existing in the corporate is very muchneeded.

The objective of my study was to developpractical knowledge in the training period. I learned a lot about how the humanresource requirement is being analyzed, how theirgrievances are being handled and mainly I studied regarding the employee

turnover.

After completion of the degree course this

training experience will help me to make my workplace stronger in all aspects.


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INDUSTRY


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PROFILE

VARDHMAN GROUP PROFILE


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Mr. S. P. Oswal

Chairman - Vardhman Group and Yarn Business Head

Vardhman is a major integrated textile producer in India. The Group was setup in 1962 at

Ludhiana, Northern India. Since then, the Group has expanded manifold and is today, perhaps,the largest textile conglomerate in India. The Group portfolio includes manufacturing andmarketing of Yarns, Fabrics, Sewing Threads, Fiber and Alloy Steel. Vardhman aims to be worldclass textile organization producing diverse range of products for the global textile market.Vardhman seeks to achieve customer delight through excellence in manufacturing and customerservice based on creative combination of state-of-the-art technology and human resources.Vardhman is committed to be responsible corporate citizen. As a textile organization, we strive tocreate superior value for our customers.

Vardhman is a major integrated textile producer in India. The

Group was setup in 1965 at Ludhiana, Northern India. Since then, the Group has expandedmanifold and is today, perhaps, the largest textile conglomerate in India.

The group started its corporate journey with an installedcapacity of 6000 spindles in 1965 under the flagship company Vardhman Spinning & GeneralMills Limited (now known as Vardhman Holdings Limited and is an investment arm of theGroup) in Ludhiana. Over the years the group has expanded its spinning capacities besides


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adding new businesses. The group has also diversified into yarn processing, weaving, Sewingthread, fabric processing, acrylic fiber manufacturing and into special/ alloy steels. Today, closeto 30,000 people are the Organizations most important asset as its human capital. The totalworth of the vardhman unit is approximately equivalent to US $700 millions.

THE GROUP PORFOLIO

The group portfolio includes:-

YARNS, FABRICS, SEWING THREADS, FIBERS AND ALLOY STEEL.

The business wise turnover of the Vardhman group for theyear 2008-09 can is shown as below:-


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HOLDINGS OF THE VARDHMAN GROUP

VARDHMAN TEXTILE LTD.

VARDHMAN HOLDINGS LTD.

VARDHMAN ACRYLICS LTD.


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VARDHMAN THREADS AND YARNS LTD.

VMT SPINNING COMPANY LTD.

YARNS

The group is one ofthe largest spinninggroup of the countrywith a spindlage ofover 8, 00,000. Thegroup has 12


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production plants located in the states of Punjab, Himachal Pradesh and Madhya Pradesh. Inmany of the yarn market segments, vardhman holds the position of market leader besides being alarge and reliable supplier in the country. Vardhman is also the largest exporter of yarn fromIndia. The group yarn exports amount to over US$2OO million covering the most qualityconscious markets in the world. The total export of Cotton yarn of the group is about 60% of total

export of cotton yarn from the country.

SEWING THREADS


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Vardhman entered the Sewing thread business in 1982 as forwardintegration to its yarn business. The group had to struggle for survival being pitted against a largemultinational organization. Today with approximately 25 metric tones/per day of sewing threadmanufacturing capacity in its plant at Hoshiarpur, Ludhiana, Baddi & Perundurai. Vardhman

threads have emerged as second largest sewing thread brand in the country.

PROCESSED FABRIC

In its quest for further value addition Vardhman started fabric processing in 1999. Vardhmanestablished a modern fabric process house in 1999 with a capacity of 30 million meters per


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annum. This capacity has been expanded to 69 meters per annum in FY 2008-09. Vardhmanfabric is dedicated to meet customer demand for top quality finished fabric through productinnovation, world class quality, state-of-art technologies and excellence in service.

FIBER

In 1999 the group set up an Acrylic staple fiber plant at Bharuch in Gujarat in collaboration withMarubeni and Exlan of Japan. The plant has annual capacity of 18500 metric tones per annum.


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STEEL

The steel business was setup in 1973 as diversification with a capacity of 35000 million tones perannum. Later on group acquired a steel plant from Mohta Group of Industries in 1988 andconverted this loss making unit into a profitable business in first year of operation with the


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Group. Subsequently the steel mill has been modernized and expanded to a capacity of 100000million tones per annum. Catering to high technology quality conscious alloy steel segment, theunit has a reputation of being a dependable Source of supply of special and alloy steel to Indian& International standards.

WEAVING

Continuing its onward march on the value curve, Vardhman group entered weaving business in1990 with a capacity of 7 million meters per annum. The capacity has been subsequentlyexpanded to 45 million meters per annum. The group has already made its mark as a qualityproducer of grey poplin / shirting /suiting in the home market and has also entered the highly


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competitive export market within this short span, now exporting fairly large volume of itsproduction.

GARMENTS

This project is under implementation. The name of this unit is VARDHMAN NISSHINBOGARMENTS LTD.

This unit will be situated at LUDHIANA. This unit is being setup in collaboration with the NISSHINBO TEXTILES JAPAN.


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COMPANYPROFILE


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Capacities at a Glance

Vardhman has one of the largest spinning capacities in India with a spindlage of more than 8,00,000. Vardhman Threads has emerged as second largest sewing thread brand in the country. Infabrics, the Group has already made its mark as a quality producer of grey poplin / shirting /suiting in the home market and has also entered the highly competitive export market within thisshort span, now exporting fairly large volume of its production. Vardhman established a modernfabric process house in 1999 with a capacity of 30 million meters per annum. This capacity hasbeen expanded to 69 million meters per annum in FY 2008-09.Set up in technical collaborationwith Marubeni and Exlan of Japan, the acrylic fiber plant has an annual capacity of 16500 metrictones per annum. The steel mill has been modernized and expanded to a capacity of 1, 00,000metric tones per annum.


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Market

Largest Spinning capacity in India - over half a million spindles.

Largest producer of Cotton, Synthetics and Blended yarns in the country.

Largest Dyeing Capacity of Fiber and Yarn.

Largest producer of Cotton, Synthetics and Blended yarns in the country.

Market Leader in Hand Knitting Yarns in India.

Largest range of Textile products.

Second largest producer of Sewing Thread in the country.


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Collaborations with specialist worldwide.

ERP (Enterprise Resource Planning) enabled solutions for online order tracking.

Globalization

Vardhman ventured in to the global market in 1986 with an export value of one crore to reach anoutstanding exports of $ 150 millions in FY 2008-09.

Vardhman today, exports 40% of its yarn production to more than 25 countries and has a strongpresence in markets like the EEC, USA, Canada, China, Japan, Korea, Mexico, Brazil, Mauritius,Middle East. Vardhman has a share of more than 60/o in total Yarn exports from India.

Mission

Vardhman aims to be world-class textile organization producing diverse range of products for theglobal textile market. Vardhman seeks to achieve customer delight through excellence in


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manufacturing and customer service based on creative combination of state-of-the-art technologyand human resources. Vardhman is committed to be responsible corporate citizen.

Philosophy

Faith in bright future of Indian textiles and hence continued expansion in areas "which weknow best".

Total customer focus in all operational areas.

Products to be of best available quality for premium market segments through TQM andzero defect implementation all functional areas.

Global orientation targeting - at least 20% production for exports.

Integrated diversification or product range expansion.


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World-class manufacturing facilities with most modern R&D and process technologies.

Faith in individual potential and respect for human values.

Encouraging innovation for constant improvements to achieve excellence in all functionalareas..

Appreciating our role as a responsible corporate citizen

Strengths of vardhman mgt

A proper communication channel between the employers and the employees as well asbetween employees and employers.

A healthy co-ordination among various departments of the company.

Willingness to learn more and more.

A great interest in various kinds of training programs.

It has an open and entrepreneurial environment.


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Proper handling of the process regarding the ESIC & the PF RETURNS.

Absence of labour unions and its politics.

Weaknesses of the Vardhman mgt

A large rate of hiring.

A little sophisticated production areas.

Disordered medical facilities for the employees.

Cleanliness regarding the canteens kitchen area.

Infrastructure should be developed more.


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Vardhman's international Alliances

Fabric Dyeing & Finishing

Tokai Senko, Japan

Fiber & Yarn Dyeing

Nihon Sanmo Dyeing Co. Ltd., Japan

Cotton Yarn

Toho Rayon, Japan


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Sewing Thread

American & Efird Inc., USA

Acrylic Fiber

Marubani Corporation and Exlan of Japan

Stitching India together

In India, Vardhman is synonymous with threads. Not just threads for clothes, but for furnishings,wallets, hand bags, suitcases, shoes, car upholstery, tents, industrial applications and even kite-flying.

In each case, users demands differ. Designers expectstrength in some threads, strength and finish in another, the qualities of fusion in a third. Aleather craftsman expects a completely different combination of attributes. An automobilemanufacturer spells out another set of specifications. So does the little boy on the rooftop, the kiteflyer.

Reputed manufacturers and buying houses preferVardhman because of its unswerving commitment to quality and service. The company fulfilsIS/ISO 9001:2000 requirements and the products manufactured are azo free. They meet Oeko-Tex Standard 1OO under stringent environmental norms. Sheer technical competence and servicemakes Vardhman India's one and only flag bearer in threads.


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Besides, Vardhman covers vast ground: cotton, polyester,core spun (polyester cotton/ polyester), trilobal embroidery thread, bonded nylon and lubricated

nylon thread including specialized threads like button fusing, bead fusing and anti wicking,button shanking, indigo dyed and so on.

Corporate Philosophy

Quality shall be built into organization's products to not only meet customer's requirementscontinuously but exceed them. The organization shall achieve this through an interface with themarket place, access to state of the art technologies, R&D, process development and adoption ofinnovative manufacturing and marketing strategies.

The quality policy shall be integrated with theorganization's main objectives:

To remain market leader in quality.

To increase market share with focus on niche segments.


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To improve productivity.

Cost reduction.

Reduction in percentage of seconds.

YARNS- an overview

The Vardhman range of yarn-

Our's was a humble beginning. Three decades of hard work, commitment and constant innovationhave resulted in well earned trust and goodwill of our customers across the globe.

At Vardhman, we move with the notion that Customerservice is a way of life. We strive to provide our customers a delight with 3P services Prompt,Polite and Personalized.

We today have a capacity of over half a million spindlesalong with two dyeing plants bearing a capacity of more than 27 tons Yarn and 22 ton Fiber perday. Our goal therefore calls for serving our customers with a multiple range of products meetingthe most diverse of requirements. This, in fact has positioned Vardhman as a "supermarket ofHigh Quality Yarns".


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GREY YARNS

Cotton hosiery, weaving, open end & tyrecord yarn.

Acrylic yarn(bulk and regular)

Polyester cotton yarn.

Special blended yarn.

Compact yarn.

DYED YARNS

Crayons(package dyed cotton yarn)

Rainbow(100% fiber dyed cotton yarn)

Rangoli(100% cotton mlange yarn)

Paragon(fiber dyed polyester cotton yarn)

Harmony(fiber dyed polyester cotton mlange yarn)

Padam(superior tow dyed acrylic bulked yarn)


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Daffodil(tow dyed acrylic bulked yarn)

Yarn dyed acrylic

Hand knitting yarn

Cotton threads

Super seam

Super seam is a 100% extra long staple mercerized cotton thread. This product is gassed toprovide a smooth surface and lubricated for better sew ability where as mercerization processgives extra strength and luster.

Application

Sewing of cotton garments.

Sizes Available

Tex 35


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Texturised threadSoff

Soff is a continuous filament Polyester Texturised thread. It provides with better stretch on theseams and gives a very soft feel. It can be used on over locking and Cover seaming machines as alooper thread.

Application

Lingerie, Swimwear, Knitwear, Baby wear

Sizes Available

Denier 150, 300DENIM

Denim denotes a rugged cotton twill textile, in which the weft passes under two or more warpfibers, producing the familiar diagonal ribbing identifiable on the reverse of the fabric, whichdistinguishes denim from cotton duck. Denim was traditionally colored blue with indigo dye tomake blue 'Jeans," though 'Jean" denoted a different, lighter cotton textile.

CORESPUN THREADS

DURO SOFT / D-CORE (A&E)

Duro Soft is a high quality extra long cotton staple fiber wrapped core spun thread with a core ofcontinuous filament polyester yarn. The polyester core provides the strength while the softness ofcotton cover provides very good sewing performance.


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Applications

Denim Shirts, Pants, Dresses, Kids wear

Sizes AvailableTex 60, 80, 90, 105, 150, 120, 180, 220.

SPECIAL APPLICATION THREAD

FUSER

Fuser is a poly corespun thread with a fusible coating. This product is meant for the attachment ofbeads, sequins and buttons. When heat is applied the coating melts and fuses the knots thussecuring the attachment.

SIZES AVAILABLE

Tex 24, 40

TAURUS


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Taurus is a continuous filament polyester thread. DTEX 120 and DTEX 80 can be used for blindhemming.

EMPLOYEE

TURNOVER


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EMPLOYEE TURNOVER

Employee turnover has been defined as a permanent movement of the employee beyond theboundary of the organization. Interest in the topic has gained momentum in the recent past amongorganizational psychologists, economists, and sociologists with different perspectives beingadopted to study the phenomenon.

In other words, employee turnover is the number ofpermanent employees leaving the organization within the reported period versus the number ofactual active permanent Employees on the last day of the previous reported period.

There is a formula which is being used for the calculation ofthe employee turnover rate. It is-


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Labour turnover arises because of accession in the organization and separation from theorganization. These concepts are defined below-

ACCESSION- It means addition of employees due to their appointment in the organization.

SEPARATION- It means separation of employees from the organization.

It includes-

a) Retirement or death.

b) Quit i.e., when an employee leaves the organization on his own.

c) Layoff, i.e., when an employer removes an employee declaring him to be surplus.


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d) Discharge, i.e., termination of an employee because of misconduct or poorperformance.

COST OF EMPLOYEE TURNOVER

The management should try to keep the rate of employee turnover as low as possible because itinvolves preventive and replacement costs.

Preventive costs consist of expenditure incurred on personneladministration, medical benefits, welfare facilities, retirement benefits and compensation.

Replacement costs includes cost of recruitment, induction, training, lossof output etc.

ACCORDING TO EDWIN B FLIPPO,

The following are the costs involved when employees leave the firm-


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Procurement costs, involving time and facilities for recruitment, interviewing and finding outa replacement.

Training costs, involving the time of supervisor, personnel department and trainer.

Loss of production in the interval between separation of the old employee and replacement bythe new.

The pay of the learner is in excess of his productivity.

Accident rates of the new employees are always higher.

Scrap and waste rates increase when new employees are involved.

CAUSES OF EMPLOYEE TURNOVER

Either employees leave on their own or they are discharged. There are many reasons why theemployees leave the organization. These causes can be divided into avoidable and unavoidablecauses.

AVOIDABLE CAUSES

The avoidable causes are-

Bad working conditions in the organization.


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Poor dissatisfaction.

Long hours of work.

Lack of any incentive scheme and lack of promotional avenues.

Inadequate housing, medical and welfare facilities.

Lack of safety measures in the organization.

Faulty selection of employees and lack of proper training programs. Ineffective grievance procedure.

UNAVOIDABLE CAUSES

The unavoidable causes are not due to the fault of the management. It is because of some otherfactors which are beyond the control of the organization.

These causes can be-

Personal betterment.

Domestic affairs, marriage, pregnancy in case of female employees etc.

Illness, accident etc.


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Departure from the locality.

Unsuitable for job or misconduct on his part.

Housing or transportation problem.

Retirement, death etc.

CONTROL OF EMPLOYEE TURNOVER

The causes of employee turnover can be ascertained by arranging personal interview with theoutgoing employees and opinion poll or survey of opinion of the present employees by theindependent persons. Exit interview is the best way to know the causes.

Remedial measures should be taken after ascertaining the exact

the reasons for leaving. Actions should be taken to reduce the employee turnover which isavoidable.

Some of the measures are-

Introduction of a satisfactory wage plan.


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Introduction of a proper incentive and promotion plan.

Provision of reasonable amenities and welfare measures.

Provision of retirement benefits.

Improvement of quality of supervision.

Introduction of training programs for increasing the skills of the employees.

Setting up of machinery for handling the grievances of the employees.

PROS AND CONS OF EMPLOYEE TURNOVER

High levels of employee turnover have its pros and cons. In some industries, a higher level ofemployee turnover is expected and this is typically accounted for, however in other industries, arapid degree of staff turnover can be costly.

Whether or not high employee turnover is a problem depends on theindustry. Some industries expect and command high turnover, while other kinds of businessesdepend on the longevity of employees in order to thrive, keep costs down and succeed. It'sprobable for most industries high employee turnover is more of a problem than a benefit.

Here are a few pros and cons that are associated with high employee turnover-


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PROS

Despite the cons, there are also pros to high turnover. Some are industry specific, but others canbe beneficial in a general sense too.

NEW IDEAS- While employees bring knowledge with them, on the flip side people often getlocked into a particular mindset and sometimes see things from a pretty limited perspective.

A turnover of new hires also has good potential for lots of new and fresh ideas, many ofwhich the business could profit from.Group think is sometimes an issue in the workplace anda stream of new employees is a positive in this respect because no one works together longenough to fall into this phenomenon and the organizational challenges that sometimes comeswith.


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POTENTIAL INNOVATION- New and fresh ideas often leads to innovation and businesseswho have high turnover often find themselves able to come up with new products, servicesand ways of doing things.Additionally new hires may see flaws in existing processes or

organizational ways of thinking and if allowed, using their fresh eye and perspective, cantypically offer insight on how to fix existing problems that no one else identified because theyare too close to the process or situation.

Cons

HIGH COST- High cost are one of the biggest drawbacks to high employee turnover. It takesa lot of efforts and resources in the application process to advertise positions, recruit,interview and hire.The costs associated with the hiring process can run steep after a while ifthis is a repeated pattern and the need for new employee recruitment is ongoing.

TIME CONSUMING - Once an employee is brought on board, they need time to learn theirjob and this entails training. It doesn't matter whether or not the training is informal orformal, effort and time of other employees has to be shared in order to bring the new staffmember up to speed.When colleagues are continuously pulled away from their own work totrain new hires, this weighs down on their ability to do their own jobs and can impactproductivity, which is costly.The time invested in the training process is a considered as conof high emplo


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In the end we can conclude it by saying that, High employee turnover can be costly, or itcan be beneficial, depending on the organization's own goals and objectives. If the turnover isdeemed to be a problem, then the business can look for ways to reduce the high turnover rate, butif it seems the benefits outweigh the drawbacks, business may want to continue as usual.The keyto successfully managing rapid employee turnover is to isolate the problem areas and find ways

to either eliminate or absorb those costs and capitalize on the benefits. If the problem is severethen organizational cultural issues may have to be addressed in order to solve the problem

RESEARCH

METHODOLOGY


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RESEARCH METHODOLOGY

RESEARCH IS A PROCEDURE OF SYSTEMATIC AND LOGICAL APPLICATION OFTHE FUNDAMENTALS OF SCIENCE TO THE GENERAL AND OVERALL QUESTIONSOF A STUDY AND SCIENTIFIC TECHNIQUE WHICH PROVIDE PRECISE TOOLS,SPECIFIC PROCEDURES AND TECHNICAL RATHER THAN PHILOSOPHICAL MEANSFOR GETTING AND ODERING THE DATA PRIOR TO THEIR LOGICAL ANALYSIS ANDMANIPULATION.

DIFFERENT TYPES OF RESEARCH DESIGNS ARE AVAILABLE DEPENDING UPONTHE NATURE OF THE RESEARCH PROJECT, AVAILABILITY OF THE ABLEMANPOWER AND CIRCUMSTANCES.


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AN EXPLORATORY RESEARCH WAS CONDUCTED AND THE DATA REQUIRED FORTHE RESEARCH PURPOSE WAS COLLECTED.

BASICALY THERE ARE TWO TYPES OF DATA-

THE PRIMARY DATA.

THE SECONDARY DATA.

THE PRIMARY DATA WAS COLLECTED THROUGHTHE QUESTIONNAIRES AND THE SECONDARY DATA WAS COLLECTED THROUGHTHE INTERNET AND DIFFERENT BOOKS.

Theoretical Framework

Based on stated review of literature and theories, following conceptual framework is devised toconduct this study:|


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The impact of employee turnover on the organizational performance will lead to the decrease

the development of industry, which in turn mediates the impact of employee turnover on

performance through mediating their motivation. In the above conceptual framework

demotivation, dissatisfaction of job and better job opportunities are the factors which increases

employee turnover. An increasing rate in employee turnover negatively affects organizational

performance and organization spent more money for hiring and training new employees.

Methodology

Mixed Methodology:

I have used mixed methodology in my proposal because both qualitative and quantitative

methods have been used in research. Mixed method is a philosophical assumption that integrates

qualitative and quantitative research approaches within a simple subject. Its central premise is

that the use of quantitative and qualitative approaches in combination provides a better

understanding of research problems that either approached alone.

Demotivation

Dissatisfactionof job

Better jobopportunities

EmployeeTurnover

OrganizationalPerformance


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Rational for the selection of Mixed Methods Approach:

The most important thing in the selection of approach is the nature of research problem as my

research problem is twofold in nature. So I have decided to choose mixed methods research

approach as to accommodate my first objective of exploring and understanding the complexity of

the contextual variances in context of Pakistan. I will use interpretivism as a research philosophy

and use semi-structured interview method under the umbrella of qualitative paradigm. Then to

cope with my second objective i.e. to deal with the validity, reliability, and generalizability,

positivism will be chosen supported by survey method in the circumference of quantitativeparadigm. Furthermore this decision is supported by the rationale of availing the merits and

overcoming the demerits of both approaches as discussed by Creswell (2003), the use of multiple

data sets can inform the research, by yielding insight and methodological changes that improve

the study and strengthen findings as well as collecting diverse types of data best provides an

understanding of a research problem.

Research Design:

Selecting Mixed Methods Approach on the basis of Pragmatic Knowledge Claims I have decided

to collect the qualitative and quantitative data in phases using Sequential Exploratory Design in

sequential strategies. A visual view of the sequential strategy is as follows:

QUAL quanInterpretation based

QUAL quan

Results

qualdatacollection

qualdataanalysis

qualresults

DevelopInstrument

QUANDatacollection

QUANDataanalysis

QUANresults


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During this process qualitative data will be collected using semi-structured interviews in the first

phase of the study through open ended questions. Purposeful sampling will be used to choose

experienced respondents regarding the phenomena under consideration.

On the other hand quantitative data will be collected through questionnaire in the

second phase of the study. Questionnaire including close ended questions will be delivered toselected sample in order to validate the themes emerge from the qualitative phase and to

generalize the findings to a larger population followed by data analysis with the help of SPSS

software.

Sample And Sampling Technique:

I will use convenience sampling technique for data collection. Convenience sampling denotes

choosing settings, groups, individuals that are conveniently available and willing to participate in

the study. I will target industrial sector in Pakistan. I will select 15 industries but for further

research I will take 8 industries.

Tools of Data Collection:

Interpretation

qual QUAN


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Data is collected through both qualitative and quantitative method. During this process

qualitative data is collected using semi-structured interviews and surveys in the first phase of the

study through open ended questions supported by probes and prompts to get deep insights and to

keep the respondent on track respectively with time and cost saving approach..

The rational that I will use semi-structured interview method instead of observations or document

study is based on the fact that my research is based on exploring and understanding the

complexity of what contextual variances occur in a specific social setting by taking account of

participants multiple subjectivities, interpretations, and perspectives regarding employee

turnover and organization performance .My decision to use interview over other means of datacollection is influenced by the various arguments presented by different authors. As Wellman

(2001) stated that interviews are very useful because highly specified data can be obtained in a

very short span of time and is also useful in providing a general overview of peoples thoughts.

Further I have decided to choose semi-structured interview that could be argued as the most

important way of conducting a research interview because of its flexibility balanced by structure

and the quality of the data so obtained (Gillham B. 2007),

Choosing interview on other data collection methods i.e. observation or documents is

a decision made on the basis of deep comparative study and critical review of all the methods and

there relative strengths and weakness. Interview method is rational to choose for this study as it

not only provides highly specified data as compare to observation and documents but also, as per

the objectives of my study, it gives deep insights to perceptions and meanings of individuals with

broad yet controlled exposure and scope with the flexibility of opportunity to be learned by the

researcher even if he is not acquaint with this technique earlier.


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On the other hand quantitative data is collected through questionnaire in the second phase

of the study. Questionnaire including close ended questions will be delivered to selected sample

in order to validate the themes emerge from the qualitative phase and to generalize the findings to

a larger population followed by data analysis with the help of SPSS software.

Validity and Reliability:Validity refers to issues of whether or not an indicator really measures the concept that it is

advised to measure whereas Reliability us the stability or the consistency of measurement. So

keeping in view my research problem I have choose the mixed method sequential approach in

which preference is given to qualitative` approach so first issue which I will face regarding

validity and reliability is that it does not carry the same meaning as in quantitative approach

However for the first phase which is qualitative I will ensure reliability by comparing coding

among several coders and will see that after transcription whether they will arrive at the same

codes and themes or different one .

In order to ensure accuracy of findings or validity .I will use the following strategies

1-Member Checking: Discussing the summaries of the findings (e.g., themes) with participants

and ask them whether the findings are an accurate reflection of their experiences.

2-Peer Examination: A Doctoral student will serve as peer examiner with the approval of the

supervisor.

3-Clarification of the researcher bias


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4-Rich and Thick description to covey the findings

And finally I will use

5-An external auditor to review the entire process

For the second phase which is quantitative in nature reliability means, whether the result is

replicable, whereas validity means whether means of measurement are accurate and whether they

are measuring what they are intend to measure.

So with regards to reliability I will check the results through statistical procedure of internal

consistency and with regards to the validity I will establish the validity of the questionnaire

through content validity (i.e. asking the expert opinion) and of their results through criterionrelated and construct validity(i.e. factor analysis of the measures). Moreover validation of the

instrument will be done through a pilot study and by taking a large sample representative of the

population.

Ethical Consideration:

Developing this proposal as well as during the complete research process, ethical issue should be

deeply and wholly kept into consideration since the introduction of research problem statement


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till writing and disseminating the whole research. The following ethical issues will be kept under

consideration during the research process and aftermaths

The purpose of study is made clear and simple to be easily understood by the readers as

well as the respondents to avoid any ambiguity at any end.

Precisely yet comprehensive information will be provided to respondents in order to make

them clear about all aspects, objectives and outcomes of the research.

Mutual consent form, permission letter and any other written approval if needed will be

dually signed by both the researcher and the respondent.

Prior time adjustment will be made in order to avoid any interruption in the flow at

research site

It will be made sure to secure and protect the information gathered from respondent to

avoid any harmful consequences for them

Permission to tape the interview and to keep this information on an electronic database

and analyze it for research purpose.

The privacy of the participants would be protected to the maximum extent allowable bylaw.


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1. What according to you are the types of employee turnover?

Functional Turnover 49

Dysfunctional Turnover 31

Avoidable Turnover 69

Unavoidable Turnover 52

49

31

69

52

0

10

20

30

40

50

60

70

Functional Turnover Dysfunctional

Turnover

Avoidable Turnover Unavoidable

Turnover

Interpretation: According to the 100 employees ofVARDHMAN THREADS AND YARNS

LIMITED 49 of them say that functional turnover is one of the types of employee turn over,

31 of them suggested dysfunctional turnover, 69 of them suggested avoidable turnover and

rest 52 of them suggested unavoidable turnover is one of the type of employee turn over.

2. What are the various reasons for employee turnover?


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Management demands that one person do the jobs of two or more people 44

Management doesn't allow the rank and file to make decisions about their work 39

Management constantly reorganizes, shuffles people around and changes direction constantly 33Management doesn't take the time to clarify their decisions 57

Management promotes departments to compete against each other 29

Management throws a temper tantrum, points fingers and assigns blame 51

44

39

33

57

29

51

0

10

20

30

40

50

60

Management

demands that one

person do the

jobs of tw o or

more people

Management

doesn't allow the

rank and file to

make decisions

about their w ork

Management

costantly

reorganizes,

shuffles people

around and

changes direction

constantly

Management

doesn't take the

time to clarify their

decisions

Management

promotes

departments to

compete against

each other

Management

throw s a temper

tantrum, points

fingers and

assigns blame

Interpretation: According to the 100 employees of VARDHMAN THREADS AND YARNS

LIMITED 44 of them say management demands that one person do the jobs of two or more people

is one of the various reasons of employee turn over, 39 of them say management doesnt allow the

rank and file to make decisions about their work is one of the various reasons of employee turn

over, 33 of them say management constantly reorganizes is one of the various reasons of employee

turn over, shuffle people around and change direction constantly is one of the various reasons of

employee turn over, 57 of them say management doesnt take the time to clarify their decisions is

one of the various reasons of employee turn over, 29 of them say management promotes

departments to compete against each other is one of the various reasons of employee turn over, and

rest 51of them say management throws a temper tantrum, points fingers

3. In an organization, a little rate of employee turnover may result into?


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Bringing in new ideas and skills from new hires 37

Better employee-job matches 29

More staffing flexibility 46

Facilitate change and innovation 53

37

29

46

53

0

10

20

30

40

50

60

Bringing in new

ideas and skills

from new hires

Better employee-

job matches

More satffing

flexibility

Facilitate change

and inovation


LIMITED from which 37 of them say a little rate of employee turnover may result into bringing

in new ideas and skills from new hires, 29 of them say a little rate of employee turnover may

result into a little rate of employee turnover may result into better employee job matches, 46 of

them say a little rate of employee turnover may result into more staffing flexibility and rest 53 of

them say a little rate of employee turnover may result into facilities change and innovation.


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4. High rate of turnover may lead to decrease in?

Productivity 43

Service Delivery 51

Spread of Organizational Knowledge 57

43

51

57

0

10

20

30

40

50

60

Productivity ServiceDelivery Spread ofOrganizational

Knowledge


LIMITED from which 43 of them say turnover may lead to decrease in productivity, 51 of themsay turnover may lead to decrease in service delivery and rest 57 of them say turnover may lead

to decrease in spread of organizational knowledge.


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5. What according to you are the causes of employee turnover?

Compensation package differences 37

Job and employee skill mismatch 41

Inferior facilities, tools. etc 39

Less recognition 27

Less or no appreciation for work done 43

Less growth opportunities 51

Poor training 22

Poor Supervision 37

3741

39

27

43

51

22

37

0

10

20

30

40

50

60

Compensation

package

differences

Job and

employee skill

mismatch

Inferior f acilities,

tools. etc

Less recognition Less or no

appreciation for

w ork done

Less gropwth

opportunities

Poortraining Poor

Supervision


LIMITED from which 37 of them say from Compensation package differences is one the causes

of employee turnover, 41 of them say Job and employee skill mismatch is one the causes of

employee turnover, 39 of them say from Inferior facilities, tools. etc is one the causes of

employee turnover , 27 of them say from Less recognition is one the causes of employee

turnover, 43 of them say from Less or no appreciation for work done is one the causes ofemployee turnover, 51 of them say from Less growth opportunities is one the causes of employee

turnover, 22 of them say from Poor training is one the causes of employee turnover, and rest 37of

them say from Poor Supervision is one the causes of employee turnover.


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6. What according to you are the few ideas that a smart company use to keep their employee

turnover rate low.

Pay them well 44

Treat each employee with respect regardless of their job 31

Offer good health care plans 39

Offer flexible hours and generous vacation plans 27

Offer a bonus plan to safe and efficient workers 59

Begin a profit sharing plan 51

44

31

39

27

59

51

0

10

20

30

40

50

60

Pay them well Trat each

employee with

respect

regardless of

their job

Offer

goodhealth

care plans

Offer flexible

hours and

generous

vacation plans

Offer a bous

plan to safe

and efficient

workers

Begin a profit

sharing plan


LIMITED from which 44 of them say pay them well is one the ideas that a smart company use to

keep their employee turnover rate low, 31 of them say Treat them well is one the ideas that a

smart company use to keep their employee turnover rate low, 39 of them say offer good health

care plans is one the ideas that a smart company use to keep their employee turnover rate low,27of them say offer flexible hours and generous vacation plans is one the ideas that a smart

company use to keep their employee turnover rate low, 59 of them say they offer a bonus plan to

safe and efficient workers is one the ideas that a smart company use to keep their employee

turnover rate low and rest 51 of them say begin a profit sharing plan.


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7. How you calculate the turnover costs of the organization?

Very High 21

High 19

Low 37

Very Low 23

Very High

21%

Low

37%

Very Low

23%

High

19%

Very High High Low Very Low


LIMITED from which 21% of them say that turnover costs of the organization is very high, 19%of them say that the turnover costs of the organization is high, 37% of them say that the turnover

costs of the organization is low and rest 23% of them say that the turnover costs of the

organization is very low.


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8. In the case of high employee turnover what are the major direct cost include for an

organization?

Recruitment 41

Selection 37Training of new people 22

Recruitment

41%

Selection

37%

Training of

new people

22%

Recruitment Selection Training of new people


LIMITED from which 41% of them say that recruitment is the major direct cost for an

organization, 37 of them say that selection is the major direct cost for an organization, and rest22% of them say that training of new people is the major direct cost for an organization.


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9. In the case of high employee turnover what are the major indirect cost include for an

organization?

Increased Workloads 43

Increased overtime expenses for coworkers 31

Reduced productivity associated with low employee morale 26

Increased overtime

expenses for

cowokers

31%

Increased

Workloads

43%

Reduced productivity

associated with low

employee morale

26%

Increased WorkloadsIncreased overtime expenses for cowokersReduced productivity associated with low employee morale


LIMITED from which 40% of them suggested that in the case of high employee turnover the

major indirect cost include for an organization is increased workloads, 31% of them suggestedincreased overtime expenses for coworkers and rest 26% of them suggested reduced productivity

associated with low employee morale.

10. What are the certain causes associated with turnover in any specific job or organization?


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Non- competitive compensation 33High stress 47Working conditions 25Monotony 29Poor Supervision 21

Poor fit between the employee and the job 37Inadequate training 24Poor communications 35Organization Practice 22

33

47

25

29

21

37

24

35

22

0

5

10

15

20

25

30

35

40

45

50

Non- competitive

compensation

Highstree Workingconditons Monotonyy PoorSupervision Poor fit between

the employeeand

thejob

Inadequate training Poor

communications

Organization

Practice

Interpretation: According to the 100 employees ofVARDHMAN THREADS AND YARNSLIMITED from which 33 of them say non-competitive compensation is one the causes to

associated with the turn over in any job/organization, 47of them say High stress is one the causes

to associated with the turn over in any job/organization, 25 of them say Working conditions is

one the causes to associated with the turn over in any job/organization, 29of them say Monotony

is one the causes to associated with the turn over in any job/organization, 21 of them say Poor

Supervision is one the causes to associated with the turn over in any job/organization, 37 of them

say Poor fit between the employee and the job is one the causes to associated with the turn over

in any job/organization, 24 of them say Organization Practice is one the causes to associated with

the turn over in any job/organization, 35 of them say Poor communications is one the causes to

associated with the turn over in any job/organization, and rest 22 of them say Inadequate training

is one the causes to associated with the turn over in any job/organization.


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11. What steps should have to be taken by the company to check employee turnover time to time?

Measure the cost of turnover 47

Develop retention strategies 59

Plan for some expected turnover 39Plan for a changing workforce culture 31

Recognize quality of work life 2

47

59

39

31

2

0

10

20

30

40

50

60

Measurethe cost

ofurnover

Develop retention

strategies

Plan for some

expected turnover

Plan for a changing

workforce culture

Recognize quality of

work life


LIMITED from which 47 of them say measure the cost of turnover is one the steps taken by thecompany to check employee turnover time to time, 59 of them say develop retention strategies is

one the steps taken by the company to check employee turnover time to time, 39 of them say plan

for some expected turnover is one the steps taken by the company to check employee turnover

time to time, 31 of them say plan for a changing workforce culture is one the steps taken by the

company to check employee turnover time to time and rest 2 of them say recognize quality of

work life is one the steps taken by the company to check employee turnover time to time.


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12. What initial steps can be taken to reduce turnover?

Hire the right people and continue to develop their careers 57

Most companies with low turnover rates are very employee oriented 39

Development an overall strategies compensation package 43

57

39

43

0

10

20

30

40

50

60

Hire the right people and continue

to develop their careers

Most companies with low low

turnover rates are very employee

oriented

Development an overall strategies

compensation package


LIMITED from which 57 of them say hire the right people and continue to develop their careers

is one of the initial steps taken to reduce turnover, 39 of them say most companies with low

turnover rates are very employee oriented is one of the initial steps taken to reduce turnover and

rest 43 of them say development an overall strategies compensation package is one of the initial

steps taken to reduce turnover.


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13. What are the various ways to reduce employee turnover?

Challenge the Employee 45

Recognize Employee Success 51

Create a Career Path 39Offer Competitive pay and Benefits 55

45

51

39

55

0

10

20

30

40

50

60

Challenge the

Employee

Recognize Employee

Success

Create a Career Path Offer Competitive pay

and Benefits


LIMITED from which 45 of them suggested to challenge the employee, 51 of them suggested to

recognize employee success, 39 of them suggested to create a career path, and rest 55 of them

suggested to offer competitive pay and benefits.


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14. What suggestions should be given to the organization in order to avoid employee turnover?

Be fair and consistent in establishing compensation 57

Promote from within if possible 43Attempt to avoid bringing new people on board at a higher rate than currentemployees 39

Policies to prevent discussion of wages simply do not work 33

57

4339

33

0

10

20

30

40

50

60

Befair and consistent in

est5ablishing

compensation

Promote from within if

possible

Attempt to avoid bringing

new people on board ata

higher rate than current

employees

Policies to prevent

discussion of wages

simply do not work


LIMITED from which 57 of them suggested to be fair and consistent in establishing

compensation, 43 of them suggested to promote from within possible, 39 of them suggested to

avoid bringing new people on board at a higher rate than current employees, and rest 33 of them

suggested policies to prevent discussion of wages simply do not work are the various suggestions

given to the organization in order to avoid employee turnover.


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FINDINGS

FINDINGS OF THE SURVEY

After the conduction of the research and from the data collected the following have beenobserved-

1. Most of the employees feel good, comfortable and safe in the factorysatmosphere.

2. The employees working in the company are very much impressed and convincedby the co-operative staff and supervisors. The senior staff helps the employees to do well inthe best possible way.

3. Proper safety and security is being provided by the company to the femaleworkers. There is a proper facility of girls hostel and mess within the company premises.


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4. A negative feedback was also given regarding the hostel services. The girlsworking here complaint that the mess charges, electricity charges and room charges arevery much higher.

5. The employees working in the company also made a complaint regarding theproduction targets. According to them the production targets are very high and it is almostunable to achieve.

6. Some of the employees also made a complaint that the salaries given to them werenot according to the work they were doing. The salaries were not according to the marketrate. Basically employees gave salaries as the main reason of employee turnover invardhman.

7. The workers working in the company suggested that some sort of cultural orentertainment programs should be conducted once in a while so that they can avoid themonotonous situations and can work with full concentration and dedication.

8. The workers are impressed by the training and development programs beingconducted on regular basis for the overall growth of the employees so that they can workproperly and can attain their targets.

9. According to the employees, the basic reason for employee turnover in vardhmanis because of the personal problems or social problems or it can be that the employees aregetting better jobs other than this.


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CONCLUSION

CONCLUSION

Firstly, the company should spend an appropriate amount on recruitment of its employees. Thiswill lead to higher productivity if good employees are recruited in an appropriate manner.

In reality, the rate of employee turnover is healthy in the company.If proper check is being kept on this rate then the company will be benefited. For e.g. - if theemployee turnover in the company reduces from 8% to 4%, then the cost will be reduced,moreover we will have skilled workers to work in the organization and on the other hand thereputation of the company will be improved.


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LIMITATIONS

The limitations need to be considered during the research work. So the main limitations which Ifaced during my training period are as following:

Due to certain norms and regulations followed by the management of the organization, allthe subjects could not be studied intensively.

As such the report is subjected to a particular time frame since it is quite possible that theinferences may differ in different periods.

SUGGESTIONS

RECOMMENDATIONS TO REDUCE THE EMPLOYEE TURNOVER

1. Focused recruitment


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The Company should properly concentrate on their recruitment strategies. The recruitmentprocess should not be complicated or complex. Properly educated and healthy employees shouldbe employed.

2. Recruitment through references

Emphasis on recruitment through references should not be made. If the employee on whosereference the other employees are recruited leaves the company there may be a tendency that theother employees may also leave.

3. Training and development

Proper training and development programs should be conducted for the employees from time totime. With the help of the training the employees will become aware of the work they are doing.Proper training will motivate the employees to work in a more efficient way.

4. Salary according to the market

The salary given to the employees should be according to the market rate. If more salary in given

in the market than what the company is giving for doing the same kind of job, there may be atendency that the employees may leave the organization and this will result in employee turnover.

5. Employee involvement

Every employee working in the company must be given a fair chance to speak or to givesuggestions. If the same is not done the employees may feel neglected. This may result inemployees leaving the organization and shifting to the other.

6. Incentives & bonus

Proper incentives and bonus should be given to the employees in order to motivate them. Thiswill lead to increase in their efficiency and will feel good while performing their jobs. This is theway by which employee turnover can be reduced.


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7. Co-operative staff & supervisors

The staff and supervisors should be co-operative with the employees in the company. Theyshould not behave in a harsh or rude manner. If they do so, then the employees may feelfrustrated and they may decide to leave the organization.

8. Entertainment programs

Some sort of entertainment programs should be conducted from time to time for the employees

so that they can become fresh and can come out from the monotony which is being caused bythe continuous working. This will in return increase the interest of the employees and willreduce employee turnover.

9. Bulk recruitment

The employees should be recruited according to the number of persons required for doing aparticular job. Bulk recruitment should be avoided. If more number of employees are recruitedthen required on a particular job then it may lead to reduction in the efficiency of the employeeswhich reduces the productivity and sometimes the employees are forced to leave theorganization if the targets are not met.

10. Performance appraisal

Proper steps should be taken in order to evaluate the performance of the employees and in turnif deviation occurs it should be corrected by taking necessary steps. This will improve theefficiency of the employees and in turn will motivate them to work better. This will create agood feeling in them regarding their job and hence employee turnover will be reduced to anextent.


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BIBLIOGRAPHY

LIBRARY RESOURCES

HUMAN RESOURCE & PERSONNEL MANAGEMENT K. ASHWATHAPPA

BUSINESS RESEARCH & METHODOLOGY C.R KOTHARI

HUMAN RESOURCE & PERSONNEL MANAGEMENT RAJKUMAR

ORGANISATIONAL BEHAVIOUR-L.M PRASAD

INTERNET RESOURCES

WWW.CITEHR.COM
http://www.citehr.com/http://www.citehr.com/


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WWW.VARDHMAN.CO.IN

QUESTIONNAIRE

Name.. Age.Tenure Sex..Post Contact No..

Instruction:

Mark ( ) which you prefer.

1. What according to you are the types of employee turnover?a) Functional turnover

b) Dysfunctional turnover

c) Avoidable turnover

d) Unavoidable turnover

2. What are the various reasons for employee turnover?

a) Management demands that one person do the jobs of two or more peopleb) Management doesn't allow the rank and file to make decisions about their work

c) Management constantly reorganizes, shuffles people around and changes direction constantly

d) Management doesn't take the time to clarify their decisions

e) Management promotes departments to compete against each other

f) Management throws a temper tantrum, points fingers and assigns blame


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3. In an organization, a little rate of employee turnover may result into?

a) Bringing in new ideas and skills from new hires.

b) Better employee-job matches.

c) More staffing flexibility.

d) Facilitate change and innovation.

4. High rate of turnover may lead to decrease in?

a) Productivity

b) Service delivery

c) Spread of organizational knowledge

5. What according to you are the causes of employee turnover?

a) Compensation package differences

b) Job and employee skill mismatch

c) Inferior facilities, tools, etc

d) Less recognition

e) Less or no appreciation for work done

f) Less growth opportunities

g) Poor training

h) Poor supervision

6. What according to you are the few ideas that a smart company use to keep their employee

turnover rate low.

a) Pay them well,

b) Treat each employee with respect regardless of their job,

c) Offer good health care plans,

d) Offer flexible hours and generous vacation plans.

e) Offer a bonus plan to safe and efficient workers

f) Begin a profit sharing plan


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7. How you calculate the turnover costs of the organization?

a) Very High

b) High

c) Low

d) Very Low

8. In the case of high employee turnover what are the major direct cost include for an

organization?

a) Recruitment

b) Selection

c) Training of new people

9. In the case of high employee turnover what are the major indirect cost include for an

organization?

a) Increased workloads

b) Increased overtime expenses for coworkers

c) Reduced productivity associated with low employee morale

10. What are the certain causes associated with turnover in any specific job or organization?

a) Non-competitive compensation

b) High stress

c) Working conditions

d) Monotony

e) Poor Supervision

f) Poor fit between the employee and the job

g) Inadequate training

h) Poor communications

i) Organization practices

11. What steps should have to be taken by the company to check employee turnover time to time?

a) Measure the cost of turnover


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b) Develop retention strategies

c) Plan for some expected turnover

d) Plan for a changing workforce culture

e) Recognize quality of work life

12. What initial steps can be taken to reduce turnover?

a) Hire the right people and continue to develop their careers

b) Most companies with low turnover rates are very employee oriented

c) Develop an overall strategic compensation package

13. What are the various ways to reduce employee turnover?

a) Challenge the Employee

b) Recognize Employee Success

c) Create a Career Path

d) Offer Competitive Pay and Benefits

14. What suggestions should be given to the organization in order to avoid employee turnover?

a) Be fair and consistent in establishing compensation

b) Promote from within if possible

c) Attempt to avoid bringing new people on board at a higher rate than current employees

d) Policies to prevent discussion of wages simply do not work


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Documents

Employee Turnover New