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A STUDY ON TURNOVER OF EMPLOYEESIN LUCAS TVS, PADI

 Including SYNOPSIS

CHAPTER – I

1.1 INTRODUCTION 

LABOUR TURNOVER

Definition

Labour turnover is concerned with movements of individuals into jobs (hiring) and out of jobs (separations) over a particular period. 

Labour turnover is the sum of job turnover, which relates to the expansion and contraction of establishments or firms, and the movement of workers into and out of ongoing jobs in establishments or firms. Workers leave firms and firms hire other workers to replace them, regardless of whether the firm itself is growing or declining.

1.2 INTRODUCTION OF THE PROJECT

Finding out the turnover of employees in the manufacturing industries with reference to LUCAS TVS Padi, is the theme of the project.

About the automobile industries:

A well developed transport network indicates a well developed economy. For rapid development a well-developed and well-knit transportation system is essential. As India's transport network is developing at a fast pace ,Automobile Industry is growing too. Also, the industry has strong backward and forward linkages and hence provides employment to a large section of the population. Thus the role of Automobile Industry cannot be overlooked in Indian Economy. All kinds of vehicles are produced by the Automobile Industry. It includes the manufacture of trucks, buses, passenger cars, defense vehicles, two-wheelers, etc. The industry can be broadly divided into the Car manufacturing, two-wheeler manufacturing and heavy vehicle manufacturing units.

1.2.1 NEED OF THE STUDY

1.2.2 OBJECTIVES OF THE STUDY

Primary objective:

1. To find out the labour turnover rate

Secondary objectives:

  • To find out whether employees are satisfied with their job.
  • To analyze the prevailing working condition which influence turnover.
  • To analyze the various personal factors of the employees which influence turnover rate
  • To study how the mode of conveyance is responsible for turnover
  • To suggest various remedial measures to control attrition rate.

 

1.2.3 SCOPE OF THE STUDY

 

1.2.4 CHAPTERISATION

 

CHAPTER – II

COMPANY PROFILE

 

2.1 INCEPTION

Bottom of Form

2.2 TYPE OF INDUSTRY

2.3 BRANCHES/NETWORK

 

2.4 PRODUCT/SERVICES

Lucas-TVS Product Range for Indian Market

Lucas-TVS Product Range for US/European Market

Starter Motor

Alternator

Headlamp

Small Motor
Dynamo Regulator

Dynamo

Ignition Coil

Distributor

Diesel fuel injection

Starter Motor

Alternator

Small Motor
Dynamo Regulator

Dynamo

Auto Electricals

2.5. MARKET SHARE

2.6 FUTURE PLANS

 

CHAPTER – III

LITERATURE REVIEW

 

 CHAPTER – IV

4.1 RESEARCH METHODOLOGY

 

RESEARCH DESIGN

SAMPLING PROCEDURE

SAMPLING UNIT

SAMPLE SIZE

DATA COLLECTION

TYPES OF DATA 

There are two types of data

  • Primary data
  • Secondary data

QUESTIONNAIRE METHOD

 

4.2 LIMITATIONS OF THE STUDY

 

4.3 STATISTICAL TOOLS FOR ANALYSIS

 

CHAPTER – V

DATA ANALYSIS AND INTERPRETATION

 

CHAPTER – VI

FINDINGS

 

SUGGESTIONS AND RECOMMENDATIONS

 

 

CONCLUSION

 

In the contemporary corporate world, success of an organization comes from its people and it is irrespective of the nature of their job. Labour Turnover analysis is one of the factors that help the organization to achieve this success.

 

LUCAS TVS is one among the organizations which give atmost importance to is people. LUCAS TVS values its human resources much more than anything, Despite such efforts, the study indicates that for a few aspects regarding the topic there should be a change. These findings do not hold back the labour turnover employees prevailing in the organization. On the other hand the changes if implemented will definitely lift up the existing position.

 

SCOPE FOR FURTHER RESEARCH

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“A STUDY ON TURNOVER OF EMPLOYEES

 IN

 LUCAS TVS PADI”

 

PROJECT REPORT

 

SUBMITTED TO

UNIVERSITY OF MADRAS

IN PARTIAL FULFILMENT FOR THE DEGREE OF

 

MASTER OF BUSINESS ADMINISTRATION

By

 

  NAME                         :  P.SUDHAKAR

 

  ENROLMENT NO.  : A7101PBA1344

 

Under the guidance of

 

Mrs. RAJESWARI M.B.A, M.Phil.

Lecturer in Management Studies,

SRM University,

                                         Chennai – 603203

                                                                  

 

 

 

 

 

 

 

 

INSTITUTE OF DISTANCE EDUCATION

UNIVERSITY OF MADRAS

CHENNAI – 600 005

 

JULY 2009

Mrs. RAJESWARI M.B.A, M.Phil.

Lecturer in Management Studies,

SRM University,

Chennai – 603203..

 

 

 

BONAFIDE CERTIFICATE

 

INSTITUTE OF DISTANCE EDUCATION

UNIVERSITY OF MADRAS

 

 

 

Certified that this is the bonafide Project Work done by Mr. P.SUDHAKAR with Enrolment Number A7101PBA1344 of Final Year of M.B.A Degree Course in the Institute of Distance Education, University of Madras, Chennai – 600 005 during the year 2009.

 

 

 

    Guide

(Signature with seal)

Date:

 

 

 

Examiner:         1.

 

 

 

 

                        2.

 

 

 

 

 

 

                                

 

 

ATTENDANCE CERTIFICATE

 

 

 

   Certified that Mr. P.SUDHAKAR with Enrolment Number A7101PBA1344 a student of M.B.A. Degree course in the Institute of Distance Education, University of Madras has undergone the project work in the LUCAS TVS, Padi, from ……….. to …………. during the period of study and observation in our organization his conduct was good.

 

 

 

Date :                                                                                                               (Signature)

 

 

            1.         Name of the Head                    :                 

                                                                                    Human Resources

            2.         Name of the Industrial Unit/

                        Business organization                :           Lucas Tvs, Padi

 

            3.         Place                                        :          

           

 

 

 

Office seal with Date

 

 

 

 

 

 

 

 

 

 

DECLARATION

 

 

 

            I hereby declare that the dissertation entitled as “A STUDY ON TURNOVER OF EMPLOYEES IN LUCAS TVS PADI” submitted for the Degree of Master of Business Administration is my original work and the dissertation has not formed the basis for the award of any degree, diploma, associateship, fellowship, or similar other titles.  It has not been submitted to any other University or Institution for the award of any degree or diploma.

 

 

 

 

Place: Chennai

 

Date:

 

 

 

 

          P.SUDHAKAR

         (A7101PBA1344)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

ACKNOWLEDGEMENT

 

 

            First and Foremost, I thank Almighty for enabling me to continue my M.B.A course under The Director, Institute of Distance Education, University of Madras, Chennai.

 

            I also express my heartful gratitude to PROF. DEVAMYNTHAN, Co-ordinator, Institute of Distance Education, University of Madras, Chennai for his constant encouragement and help throughout the course.

 

Words cannot express my gratitude and indebtedness to my guide and Supervisor Mrs.RAJESWARI M.B.A, M.Phil, Lecturer in Management Studies; SRM University Thanks go to his constant help and encouragement from the Selection of the Topic and the development of the thesis from Chapter to Chapter.

 

I also sincerely express my gratefulness to Mr.Arul, Deputy General Manager, Human Resource, providing this excellent opportunity to undertake this project, Mr.Karthikeyan, Senior officer of HR Department, for his spontaneous help rendered inspite of his busy schedule, Mr. Deepak, for his sustained help throughout the project and preparation of this report.

 

            I would like to thank my parents, brother, for their invaluable support and help even though could never thank them enough.

 

                                                                                                           

    P.SUDHAKAR

CONTENT

 

 

CHAPTER

TITLE

PAGE NO.

I

1.1  Introduction

1

1.2 Introduction of the Project

5

1.2.1  Need of the Study

7

      1.2.2  Objectives of Study

8

      1.2.3  Scope of the Study

9

II

2.  Company Profile

      2.1  Inception

 

10

      2.2  Type of Industry

16

      2.3  Branches/Network

18

      2.4  Product/Services

19

      2.5  Market Shares

24

      2.6  Future Plans

25

III

Literature Review

26

IV

4.1 Research Methodology

37

4.2 Limitations of the Study

41

4.3 Statistical Tools

42

V

Data Analysis and Interpretation

43

VI

6.1 Findings

6.2 Suggestions and Recommendations

6.3 Conclusion

6.4 Scope for further Research

79

81

82

83

 

Bibliography

Annexure

Questionnaire

84

 

i

 

LISTS OF TABLES

TABLE NO

TITLE

PAGE NO

1

Years of experience in company

43

2

The factor that triggered to leave the company

45

3

Opinion of employees regarding Orientation process

47

4

Opinion of employees regarding Their treatment in the company

49

5

Overall Morale

51

6

Satisfaction of employees regarding food facilities provided in the company.

53

7

Likes of employees which is  least about the company

55

8

One factor of employees that they like most about their job

57

9

One factor of employees that they like least about their job

59

10

Opinion of employees regarding medical facilities provided by organization in case of minor injuries

61

11

Opinion about employees work pressure level

63

12

Opinion of employees about attrition regarding shift basis

65

13

Opinion of employees  about their wage related to work

67

14

Opinion regarding attendance incentives provided by the organization.

69

15

Opinion of employees about attrition due to heavy workload

71

16

Relationship between employer and employee will reduce attrition.

73

17

Most like about the company

75

18

Supervisor care towards employees

76

19

Relationship between employer employee with respect to work experience

77

 

 

 

 

 

 

LISTS OF CHARTS

 

TABLE NO

TITLE

PAGE NO

1

Years of experience in company

44

2

The factor that triggered to leave the company

46

3

Opinion of employees regarding Orientation process

48

4

Opinion of employees regarding Their treatment in the company

50

5

Overall Morale

52

6

Satisfaction of employees regarding food facilities provided in the company.

54

7

Likes of employees which is  least about the company

56

8

One factor of employees that they like most about their job

58

9

One factor of employees that they like least about their job

60

10

Opinion of employees regarding medical facilities provided by organization in case of minor injuries

62

11

Opinion about employees work pressure level

64

12

Opinion of employees about attrition regarding shift basis

66

13

Opinion of employees regarding about their wage related to work

68

14

Opinion regarding attendance incentives provided by the organization.

70

15

Opinion of employees about attrition due to heavy workload

72

16

Relationship between employer and employee will reduce attrition.

74

 

ABSTRACT

 

 

A study was conducted to analyze the turnover of employees at LUCAS TVS. The study titled “A study on turnover of employees” was primarily undertaken to study about the labour turnover and to establish the causes for attrition and secondarily analyze the prevailing working condition, which influence turnover. The study was conducted among the employees of LUCAS TVS. The sample size was 100.

 

Labour turnover refers to the movement of employees in and out of a business. However, the term is commonly used to refer only to ‘wastage’ or the number of employees leaving.  High labour turnover causes problems for business. It is costly, lowers productivity and morale and tends to get worse if not dealt with.

A research design is purely and simply the frame work or plan for a study that guides the collection and analysis of data. There are three basic types of research designs.

 

1. Exploratory

2. Descriptive

3. Experimental

 

In this project, descriptive research design was adopted. Descriptive research studies are those studies which are concerned with describing the characteristics of a particular individual or of a group.

 

 

 

 

 

 

A sample design is a definite plan for obtaining a sample from a given population. It refers to the technical on the procedure the researcher would adopt in selecting items for the sample.

 

The universe or population is the specific group of people, firm, conditions, activities etc.  Which from the pivotal point of research project.  The primary and secondary data is used for data collection process. The sample size selected for this study is 100.

 

In this project, the primary data was collected through the survey method. Survey method is the commonly used method. It is the systematic gathering of data from the respondents through questionnaire.

 

A questionnaire was prepared to study the turnover of employees and each and every respondent were asked to fill up the queries.

 

A questionnaire consists of a number of questions in a definite order. This method is quite popular.

 

 

 

CHAPTER - I

1.1 INTRODUCTION

 

 

LABOUR TURNOVER

Definition

Labour turnover is concerned with movements of individuals into jobs (hiring) and out of jobs (separations) over a particular period.
           

Labour turnover is the sum of job turnover, which relates to the expansion and contraction of establishments or firms, and the movement of workers into and out of ongoing jobs in establishments or firms. Workers leave firms and firms hire other workers to replace them, regardless of whether the firm itself is growing or declining.

 

Labour turnover is an important parameter indicating the over all health of any industry or an establishment in terms of wages, industrial relations, working conditions and other welfare facilities provided by the employers to the workers. Higher rate of Labour Turnover indicates lack of stability in the labour force, which in turn, may not be considered to be conducive to the productivity of labour. For higher productivity of labour, it is essential that labour force remains stable over a period of time.  Labour Turnover measures the extent of change in the work force due to accession (total number of workers added to employment) or separation (severance of employment at the instance of workers or employers) during a particular period of time. 

 

 Statistics relating to the rate of accession and separation in respect of directly employed regular workers, their average number in employment and the percentage of factories reporting labour turnover during the year 2000 have been presented.

 

 Labour Turnover in States

           

State-wise labour turnover among directly employed regular workers is presented in Table 3.1.1. It may be seen from the Table that at all India level, the rate of accession during the year 2000 was 12.68 percent, whereas overall separation over the same period was 15.14 percent.  Thus, there was 2.46 percent more separation than accession during the year, indicating, thereby, a decrease in overall employment during the year. 

           

The lowest and highest rates of accession during the year 2000 at State level are observed to be 1.23 percent in Jharkhand and 32.18 percent in Uttar Pradesh, respectively.  Similarly, the lowest and highest rates of separation during the year were observed in Tripura at 3.00 percent and Andaman & Nicobar Islands at 37.81 percent, respectively.

 

Labour Turnover in Industries

 

      Industry-wise labour turnover among directly employed regular workers during the year 2000 is given in Table 3.1.2. The highest rate of accession at 85.56 percent was recorded in the industry group ‘014-Agricultural and animal husbandry service activities, except veterinary activities’, whereas, the lowest rate of accession at 1.62 percent was recorded in the industry group ‘353–Manufacture of aircraft and space craft’.

 

            Highest rate of Separation was also recorded in the industry group ‘014-Agricultural and animal husbandry service activities, except veterinary activities’ at 91.77 percent. On the other hand, the lowest rate of separation was reported in the industry group '232-Manufacture of refined petroleum products' at 3.87 percent.

 

Dealing with labour turnover

 

Areas commonly in need of attention may include:

  • recruitment and selection
  • induction and training
  • pay and grading
  • communication and consultation
  • management and supervision
  • disciplinary and grievance procedures
  • working conditions

employee involvement.

 

The costs of replacing and retaining staff

 

The main costs of high rates of labour turnover are

  • replacement costs (i.e. recruiting and interviewing new employees)
  • transition costs (including induction programmes and training costs)
  • indirect costs (possible involving a loss of customer service whilst new workers are trained and gain relevant work experience).

 

As any other thing the labour turnover has its advantages and disadvantages. The labour turnover has a large list of disadvantages, and where there is a large rate of this affect it results in a serious sign of unstability that is caused by employees leaving their jobs maybe because of lack of job satisfaction or bad management. Due to this result the company management must stop and think seriously what is happening and what can be done to improve. Another disadvantage is when the employees leave and have to be replaced by others, to recruit new staff and give the necessary training may be very costly to the company because the production will decreased during this time. This may result as an unaccounted expense. Another disadvantage is the bad image of the company because when there is a lot of labour turnover there will be less people who will apply within the company.

            Some advantages of labour turnover are that unwanted employees who are not doing their job well or do not fit for post, the firm can dismiss them because if the targets are not reached the company does not need inefficient employees. With this labour turnover the company will start with enthusiastic employees who are willing to do their job well and can increase production. From previous labour turnover the management can learn from these experiences and so can do and take actions to improve the standards of the firm.

 

Benefits of labour turnover

 

Labour turnover does not just create costs. Some level of labour turnover is important to bring new ideas, skills and enthusiasm to the labour force.

 

A "natural" level of labour turnover can be a way in which a business can slowly reduce its workforce without having to resort to redundancies (this is often referred to as "natural wastage".

 

1.2 INTRODUCTION OF THE PROJECT

 

 

Finding out the turnover of employees in the manufacturing industries with reference to LUCAS TVS Padi, is the theme of the project.

 

About the automobile industries:

 

A well developed transport network indicates a well developed economy. For rapid development a well-developed and well-knit transportation system is essential. As India's transport network is developing at a fast pace, Automobile Industry is growing too. Also, the industry has strong backward and forward linkages and hence provides employment to a large section of the population. Thus the role of Automobile Industry cannot be overlooked in Indian Economy. All kinds of vehicles are produced by the Automobile Industry. It includes the manufacture of trucks, buses, passenger cars, defense vehicles, two-wheelers, etc. The industry can be broadly divided into the Car manufacturing, two-wheeler manufacturing and heavy vehicle manufacturing units.

 

High labour turnover is costly, lowers productivity and morale and tends to get worse if not dealt with.

 

What is labour turnover?

 

Labour turnover is the total movement of employees in and out of an organisation. However, the term is commonly used to refer only to 'wastage' or the number of employees leaving.

 

 

 

 

 

 

Patterns of labour turnover

 

The biggest proportion of leavers tends to be among those who have recently joined an organisation. Longer serving employees are more likely to stay, mainly because they become used to the work and the organization and have an established relationship with those around them.

 

Establishing the reasons for labour turnover

 

The causes of labour turnover are more likely to be brought directly to management's attention where there is effective consultation with employee representatives. The views of individuals should also be obtained by asking existing employees what they like and dislike about the job and asking leavers why they are leaving. This may be done systematically through the use of opinion surveys, questionnaires and exit interviews.

 

 

 

 

 

 

 

 

 

 

 

 

 

1.2.1 NEED OF THE STUDY

 

 

Measuring labour turnover

  • To analyze the date collected and finding suggestions to improve the weakness.
  • To be eye opener for everyone in LUCAS TVS as follows:

v     For LUCAS TVS management

  • To drive a future plan of action regarding to reduce attrition.
  • To find the scale of labour turnover and the reasons comprising of it.

 

v     For LUCASTVS employees:

  • Concern for self-improvement in order to reduce attrition.
  • Commitment to work and regular work attendance.

v     For Researchers:

  • To gain an insight about employees problems and its future trends.

                   The study also includes probable combat measures.

 

 

 

 

 

 

 

 

 

 

 

1.2.2 OBJECTIVES OF THE STUDY

 

Primary objective:

 

1. To find out the labour turnover rate

 

Secondary objectives:

 

  • To find out whether employees are satisfied with their job.
  • To analyze the prevailing working condition which influence turnover.
  • To analyze the various personal factors of the employees which influence turnover rate
  • To study how the mode of conveyance is responsible for turnover
  • To suggest various remedial measures to control attrition rate.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

1.2.3 SCOPE OF THE STUDY

 

 

The researcher has made an elaborate study to find out the reason for absenteeism authorized leave facilities, attendance incentives, & other labour welfare facilities which are being provided by the organization under study. The researcher, at the outset has made an in-depth study to analyze the causes for the “absenteeism” in spite of leave facilities offered by the organization. Moreover the study had revealed certain major internal and external (family related) causes, which are responsible for attrition. Further the researcher has suggested certain recommendation if they implement, it will help the organization to overcome frequent ‘absence’ by employee atleast in the future.

 

 

 

 

 

 

 

 

 

 

CHAPTER - II

2. COMPANY PROFILE

 

2.1            INCEPTION

 

About the Company….

 

Lucas - TVS was set up in 1961 as a joint venture of Lucas Industries plc., UK and T V Sundaram Iyengar & Sons (TVS), India, to manufacture Automotive Electrical Systems. One of the top ten automotive component suppliers in the world, Lucas Varity was formed by the merger of the Lucas Industries of the UK and the Varity Corporation of the US in September 1996. The company designs, manufactures and supplies advanced technology systems, products and services to the world's automotive, after market, diesel engine and aerospace industries.

 

The combination of these two well-known groups has resulted in the establishment of a vibrant company, which has had a successful track record of sustained growth over the last three decades.TVS is one of India's twenty large industrial houses with twenty-five manufacturing companies and a turnover in excess of US$ 1.3 billion. The turnover of Lucas-TVS and its divisions is US$ 233 million during 2003-2004.

Mannur site

Incorporating the strengths of Lucas UK and the TVS Group, Lucas TVS has emerged as one of the foremost leaders in the automotive industry today. Lucas TVS reaches out to all segments of the automotive industry such as passenger cars, commercial vehicles, tractors, jeeps, two-wheelers and off-highway vehicles as well as for stationary and marine applications. With the automobile industry in India currently undergoing phenomenal changes, Lucas-TVS, with its excellent facilities, is fully equipped to meet the challenges of tomorrow.The TVS Group, with a turnover of over one billion dollars, is the largest manufacturer of automotive components in India. The group produces auto electricals, diesel fuel injection systems, braking systems, automotive wheels and axle fasteners, powder metal components, radiator caps, two wheelers and computer peripherals. Backed by five service and distribution companies with an extensive network across the country, the group has the largest distribution network for automotive products in India.     

 

About the QUALITY ASSURANCE….

 

"Lucas TVS is committed to achieving ever increasing levels of customer satisfaction through continuous improvements to the quality of the products and services. It will be the company's endeavour to increase customer trust and confidence in the label 'Made in Lucas TVS'."

 

Quality is no longer an option but a basic requirement in today's world. At Lucas TVS, quality in inbuilt in every phase of manufacture. The company's quality assurance measures stand on the foundation of a solid belief - that quality begins and ends with the customer. This commitment forms the backbone of its approach to Quality Assurance.

 

Lucas TVS has adopted a prevention-oriented quality policy though ingrained with the traditional ideas of quality control. Everyone from the highest levels of the organisation to the lowest practice quality control both as an individual and as a team.

 

An effective Quality Control System has resulted in the recognition of the company's outstanding achievements in the various fields. Lucas-TVS was awarded the ISO 9001 certified by BVQI in December 1993. The company reached a further milestone when it recently received a certificate of recognition from BVQI for QS 9000 for Auto Electricals.

 

WELFARE SERVICES PROVIDED LUCAS TVS:

Services

  • Canteen
  • Medical center
  • Issue of welfare items
  • Reimbursement
  • Birthday presentation
  • Long service awards
  • Family relief fund
  • Insurance of marriage gift
  • Special occasion or function
  • Incentive for family planning
  • Redressal – employee grievances
  • Procedure-accident report
  • Education awards
  • Suggestion scheme

Loans, advances and allowance

  • Medical
  • Marriage
  • Education
  • Housing
  • Issue of cycle advance
  • Medical insurance scheme
  • Personal accident coverage
  • Retirement benefit
  • Industrial accident
  • Sickness benefit

 

About the People….

 

Human resource is an asset never disclosed in a company's balance sheet. At Lucas-TVS, employees are considered partners in progress. Trust and confidence in their abilities are an important part of the Lucas-TVS philosophy. Employee participation takes place at almost every level of the organisation.

 

Lucas-TVS recognises that in a fast changing world, constant updating of knowledge is vital. Thus its management style sets great store by employee involvement and actively encourages participation and commitment. The company strives to optimise HRD contribution to the its growth.

 

Small Group Activity (SGA) has become a vibrant force with about 85 groups functioning continuously with one group meeting every week to present its achievements. The Suggestion Scheme has evoked tremendous response since its initiation in 1973.

 

To hone the skills of its employees, the company operates a well-equipped training centre, which features a multi skill workshop, a product knowledge centre, CNC training and computer facilities. Individual skills are fine tuned through specialised courses, both within the country and abroad.

 

About the Customers…

CUSTOMER

INTERNATIONAL COLLABORATOR

Cars

Maruti Udyog

Suzuki, Japan

Hindustan Motors

Isuzu, Japan. Mitsubishi, Japan 

TATA Engineering and Locomotive Company

 

General Motors, India

General Motors, USA

Ford India

Ford, UK

Daewoo Motors Co., India

Daewoo, Korea

Ind Auto

Fiat, Italy

Hyundai Motors, India

Hyundai Motors, Korea

Light Commercial Vehicles

TATA Engineering & Locomotive Company

 

Bajaj Tempo

Daimler Benz, Germany

Mahindra & Mahindra

Peugeot, France

Mahindra Nissan

Nissan, Japan

Swaraj Mazda

Mazda, Japan

Eicher Motors 

Mitsubishi, Japan

Heavy commercial vehicles

TATA Engineering & Locomotive Company

Daimler Benz, Germany. Cummins, USA

Ashok Leyland

Iveco, Italy. Hino, Japan

Tractors

Mahindra & Mahindra

International Harvestor Corporation, UK

Tractors and Farm Equipments (TAFE)

Massey Ferguson, UK

Escorts

Ursus, Poland. Ford, UK

HMT

Zetor, Czechoslovakia

Eicher Tractors

Good Earth, Germany

Punjab Tractors 

 

Gujarat Tractors

Zetor, Czechoslovakia

L&T Tractors

Johndeer, USA

Greaves Tractors

Same, Italy

Earth Moving Equipment

Hindustan Motors

Caterpillar, USA

Bharat Earth Movers Ltd.(BEML)

Komatsu, Japan

Stationary / Marine Engines, Gensets

Cummins India

Cummins, USA

Tata Cummins

Cummins, USA

Simpsons

Perkins, USA

Ruston and Hornsby

Ruston & Hornsby, UK

Kirloskar Oil Engines

 

Greaves

Lombardini, Italy

Ashok Leyland

BLMC, UK

 

EXPORT  CUSTOMERS

COUNTRY

Helwan Diesel Engg Company

Egypt

Lucas Electrical, UK

UK

Delco Remy

USA

Prestolite Electric Ltd

USA

After Market

USA / UK

 

 

 

2.2 TYPE OF INDUSTRY

 

India Automobile Industry

 

            Following India's growing openness, the arrival of new and existing models, easy availability of finance at relatively low rate of interest and price discounts offered by the dealers and manufacturers all have stirred the demand for vehicles and a strong growth of the Indian automobile industry.

 

The data obtained from ministry of commerce and industry, shows high growth obtained since 2001- 02 in automobile production continuing in the first three quarters of the 2004-05. Annual growth was 16.0 per cent in April-December, 2004; the growth rate in 2003-04 was 15.1 per cent The automobile industry grew at a compound annual growth rate (CAGR) of 22 per cent between 1992 and 1997. With investment exceeding Rs. 50,000 crore, the turnover of the automobile industry exceeded Rs. 59,518 crore in 2002-03. Including turnover of the auto-component sector, the automotive industry's turnover, which was above Rs. 84,000 crore in 2002-03, is estimated to have exceeded Rs.1,00,000 crore ( USD 22. 74 billion) in 2003-04.

 

Automobile Dealers Network in India.  In terms of Car dealer networks and authorized service stations, Maruti leads the pack with Dealer networks and workshops across the country. The other leading automobile manufactures are also trying to cope up and are opening their service stations and dealer workshops in all the metros and major cities of the country. Dealers offer varying kind of discount of finances who in tern pass it on to the customers in the form of reduced interest rates.

 

 

 

 

 

 

Major Manufacturers of Automobiles in India

01. Maruti Udyog Ltd.
02. General Motors India
03. Ford India Ltd.
04. Eicher Motors
05. Bajaj Auto
06. Daewoo Motors India
07. Hero Motors
08. Hindustan Motors
09. Hyundai Motor India Ltd.
10. Royal Enfield Motors
11. Telco
12. TVS Motors
13. DC Designs
14. Swaraj Mazda Ltd

 

 

 

 

 

 

 

 

 

 

 

 

2.3  BRANCHES/NETWORK

 

 

LUCAS-TVS has branches at:

 

  • AUTO ELECTRICAL PLANT-Padi, Chennai.
  • AUTO ELECTRICAL PLANT-Rewaru, Chennai.
  • AUTO ELECTRICAL PLANT-Pondicherry

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

2.4 PRODUCT/SERVICES

 

Lucas-TVS manufactures the most comprehensive range of auto electrical components in the country. A range which continues to set standards in the industry. The products are designed to meet the demands of vehicle manufacturers both in India and worldwide. With the emission standards in India becoming increasingly stringent, Lucas-TVS has ensured that each of its products is manufactured to meet global standards.

 

Lucas-TVS Product Range for Indian Market

 

Lucas-TVS Product Range for US/European Market

 

 

 

 


Starter Motor


Alternator


Small Motor
14W Wiper Motor
WindShield Wiper Motor (GM Range)
LRW Products

Dynamo Regulator

Dynamo

 

 

Auto Electricals
Telco Vehicles
Ashok Leyland Vehicles
Suzuki Vehicles

About the Clients…

 

COMPANY

PRODUCTS

Manufacturing companies

Axles India Ltd.

Automotive axles

Brakes India Ltd.

Hydraulic brakes & clutch actuation systems

India Nippon Electricals Ltd.

Magnetos, Two/Three wheeler ignition systems

Lakshmi Auto Components Ltd.

Engine/transmission components

Lucas-TVS Ltd.

Auto electricals/Diesel fuel injection equipment

TVS Srichakra Ltd.

Automotive tyres

Sundaram Brake Linings Ltd.

Brake linings & clutch facings

Sundaram Clayton Ltd.

Air brakes

Sundaram Fasteners Ltd.

High tensile fasteners, cold extruded products, sintered components, intelligent systems, radiator caps

Sundaram Textiles Ltd.

Yarn

Turbo Energy Ltd.

Turbo chargers

TVS Interconnect Systems Limited.

Electronic connectors

TVS Electronics Ltd.

Computer peripherals

TVS Sewing Needles Ltd.

Sewing needles

TVS Motor Company Limited.

Two wheelers

TVS Cherry Limited.

Precision miniature, sub-miniature, selector switches, hall effect sensors, key switches and advanced performance/special purpose keyboards.

Wheels India Ltd.

Automotive wheels

Distribution companies

India Motor Parts & Accessories Ltd.

Distributors of automotive components

Lucas Indian Service Ltd.

Distributors of auto electrical and auto components, Fuel Injection Equipment, LISPART & Batteries.

T V Sundaram Iyengar & Sons Ltd.

Distributors of passenger cars, commercial vehicles, automotive spare parts

Other companies

Southern Roadways Ltd.

Freight services

Sunco Machines Ltd.

Precure tyre retreading equipment

Sundaram Industries Ltd.

Tyre retreading, coach building, rubber components

DEMING AWARD FOR LUCAS-TVS

Chennai, 9 October 2004: Lucas-TVS, a TVS group company, has bagged the prestigious Deming Application Award for the year 2004. This was announced by the Deming Prize Committee of Japanese Union of Scientists and Engineers (JUSE).

 

Lucas-TVS, with manufacturing facilities at Padi (Chennai), Pondicherry and Rewari (Haryana), is the first and the only Auto Electrical Company from India to receive this coveted award. The award ceremony will be held on 9th November 2004 at Tokyo, Japan.

 

Lucas-TVS launched the Japanese Total Quality Management (TQM) movement during 1998. TQM is a vehicle to continuously improve all the Management Processes with Customer Focus in terms of Quality, Cost, Delivery and Service and the process motivates teamwork among all employees, promotes total employee involvement in achieving the company’s objectives.

 

Lucas-TVS is the largest manufacturer of Auto Electricals in India catering to all segments of Auto Industry, which includes Cars, Utility Vehicles, Commercial Vehicles, Tractors and Two wheelers. The core competence of the company is its capability to design and develop products to the new variants and vehicles with its in house R&D facilities.

 

 

 

 

 

 

The company is a pioneer in launching various manufacturing systems to respond to the customer requirements and brought in many change programmes and other contemporary practices. Its focus on customer, continuous improvement and employee involvement has always been commendable. Lucas-TVS is a TS 16949 and ISO 14001 certified company.

 

The Deming Certification process is rather stringent and involves audits in two stages by an independent team from Japan. The initial process begins with the company submitting that it be considered for the award. The company’s various TQM processes were subjected to diagnostic audit during December 2003. The final audit was held on 19th and 20th August 2004 by JUSE, which is an apex organisation for awarding Deming Application Prize and it was confirmed on 6th October 2004 that Lucas-TVS has won the Deming Application Prize for the year 2004.

 

 

 

 

 

 

 

 

 

 

 

 

 

2.5. MARKET SHARE

 

Lucas Indian Service, a subsidiary of Lucas-TVS was established in 1930 and is primarily engaged in sales and service of auto electricals and fuel injection equipment manufactured by Lucas-TVS. It additionally handles several other manufacturer's products of a wide variety. With four regional offices located in the metros and 22 branches covering every major state in the country, it also manufactures a few products in its factory.

 

The company's extensive distribution network comprising over 2000 outlets spans the entire length and breadth of the country. Further, in its efforts to become a leading auto-ancillary distribution house, Lucas Indian Service is continuously on the look out for tie-ups with reputed companies for marketing their products.

 

Its unique strength lies in its network of branches and a host of service dealers developed over the last six and half decades. To support Lucas-TVS FIE Division, the company is in the process of setting up a network of service dealers, whose workshops will measure up to international standards.

 

 

 

 

 

 

 

 

 

 

 

2.6 FUTURE PLANS

 

Automobile industries in India is currently under going phenomenal changes with so many new fuel efficient vehicles being launched and old vehicles being improved and reequipped to compete with the new comers. LUCAS-TVS with its excellent facilities fro product development, quality assurance, training and manufacturing is fully equipped to meet\ the challenges of tomorrow.

 

 

 

 

 

 

 

 

 

 

CHAPTER - III

LITERATURE REVIEW

 

            “Employee turnover” as a term is widely used in business circles. Although several studies have been conducted on this topic, most of the researchers focus on the causes of employee turnover but little has been done on the examining the sources of employee turnover, effects and advising various strategies which can be used by managers in various organizations to ensure that there is employee continuity in their organizations to enhance organizational competitiveness. This paper examines the sources of employee turnover, effects and forwards some strategies on how to minimize employee turnover in organizations.

 

INTRODUCTION

 

Organizations invest a lot on their employees in terms of induction and training, developing, and retaining them in their organization. Therefore, managers at all costs must minimize employee’s turnover. Although, there is no standard framework for understanding the employees turnover process as whole, a wide range of factors have been found useful in interpreting employee turnover. Therefore, there is need to develop a fuller understanding of the employee turnover, more especially, the sources- what determines employee turnover, effects and strategies that managers can put in place minimize turnover. With globalization which is heightening competition, organizations must continue to develop tangible products and provide services which are based on strategies created by employees. These employees are extremely crucial to the organization since their value to the organization is essentially intangible and not easily replicated. Therefore, managers must recognize that employees as major contributors to the efficient achievement of the organization’s success. Managers should control employee turnover for the benefit of the organization success. The literature on employee turnover is divided into three groupings: sources of employee turnover, effects of turnover and the strategies to minimize turnover.

 

Definition

 

Employees’ turnover is a much studied phenomenon But there is no standard reason why people leave organization. Employee turnover is the rotation of workers around the labour market; between firms, jobs and occupations; and between the states of employment and unemployment. The term “turnover” is defined as: the ratio of the number of organizational members who have left during the period being considered divided by the average number of people in that organization during the period. Frequently, managers refer to turnover as the entire process associated with filling a vacancy: Each time a position is vacated, either voluntarily or involuntarily, a new employee must be hired and trained. This replacement cycle is known as turnover. This term is also often utilized in efforts to measure relationships of employees in an organization as they leave, regardless of reason.

 

“Unfolding model” of voluntary turnover represents a divergence from traditional thinking focusing more on the decisional aspect of employee turnover, in other words, showing instances of voluntary turnover as decisions to quit. Indeed, the model is based on a theory of decision making. The image theory describes the process of how individuals process information during decision making. The underlying premise of the model is that people leave organizations after they have analyzed the reasons for quitting. Baech argues that individuals seldom have the cognitive resources to systematically evaluate all incoming information, so individuals instead of simply and quickly compare incoming information to more heuristic-type decision making alternatives.

Sources of employee turnover

Job related factors

 

Most researchers have attempted to answer the question of what determines people's intention to quit by investigating possible antecedents of employees’ intentions to quit. To date, there has been little consistency in findings, which is partly due to the diversity of employed included by the researchers and the lack of consistency in their findings.

 

Therefore, there are several reasons why people quit from one organization to another or why people leave organization. The experience of job related stress (job stress), the range factors that lead to job related stress (stressors), lack of commitment in the organization; and job dissatisfaction make employees to quit. This clearly indicates that these are individual decisions which make one to quit. They are other factors like personal agency refers to concepts such as a sense of powerlessness, locus of control and personal control. Locus control refers to the extent to which people believe that the external factors such as chance and powerful others are in control of the events which influence their lives. argue that employees quit from organization due economic reasons. Using economic model they showed that people quit from organization due to economic reasons and these can be used to predict the labour turnover in the market. Good local labour market conditions improve organizational stability. Large organizations can provide employees with better chances for advancement and higher wages and hence ensure organizational attachment. Trevor (2001) argues that local unemployment rates interact with job satisfaction to predict turnover in the market. Role stressors also lead to employees’ turnover. Role ambiguity refers to the difference between what people expect of us on the job and what we feel we should do. This causes uncertainty about what our role should be. It can be a result of misunderstanding what is expected, how to meet the expectations, or the employee thinking the job should be different. Insufficient information on how to perform the job adequately, unclear expectations of peers and supervisors, ambiguity of performance evaluation methods, extensive job pressures, and lack of consensus on job functions or duties may cause employees to feel less involved and less satisfied with their jobs and careers, less committed to their organizations, and eventually display a propensity to leave the organization. If roles of employees are not clearly spelled out by management/ supervisors, this would accelerate the degree of employees quitting their jobs due to lack of role clarity.

 

Voluntarily vs. involuntary turnover

 

There are some factors that are, in part, beyond the control of management, such as the death or incapacity of a member of staff. Other factors have been classed as involuntary turnover in the past such as the need to provide care for children or aged relatives. Today such factors should not be seen as involuntary turnover as both government regulation and company policies create the chance for such staff to come back to work, or to continue to work on a more flexible basis.

 

Organizational factors

 

Organizational instability has been shown to have a high degree of high turnover. Indications are that employees are more likely to stay when there is a predictable work environment and vice versa. In organizations where there was a high level of inefficiency there was also a high level of staff turnover. Therefore, in situations where organizations are not stable employees tend to quit and look for stable organizations because with stable organizations they would be able to predict their career advancement. The imposition of a quantitative approach to managing the employees led to disenchantment of staff and hence it leads to labour turnover. Therefore management should not use quantitative approach in managing its employees. Adopting a cost oriented approach to employment costs increases labour turnover. All these approaches should be avoided if managers want to minimize employee turnover an increase organizational competitiveness in this environment of globalization. Employees have a strong need to be informed. Organization with strong communication systems enjoyed lower turnover of staff. Employees feel comfortable to stay longer, in positions where they are involved in some level of the decision-making process. That is employees should fully understand about issues that affect their working atmosphere. But in the absence openness’ in sharing information, employee empowerment the chances of continuity of employees are minimal. Costly et al. (1987) points out that a high labour turnover may mean poor personnel policies, poor recruitment policies, poor supervisory practices, poor grievance procedures, or lack of motivation.

 

All these factors contribute to high employee turnover in the sense that there is no proper management practices and policies on personnel matters hence employees are not recruited scientifically, promotions of employees are not based on spelled out policies, no grievance procedures in place and thus employees decides to quit noted that pay and pay-related variables have a modest effect on turnover. Their analysis also included studies that examined the relationship between pay, a person’s performance and turnover. They concluded that when high performers are insufficiently rewarded, they quit. If jobs provide adequate financial incentives the more likely employees remain with organization and vice versa. There are also other factors which make employees to quit from organizations and these are poor hiring practices, managerial style, lack of recognition, lack of competitive compensation system in the organisation and toxic workplace environment.

 

 

 

Effects of employee turnover

 

Employee turnover is expensive from the view of the organization. Voluntary quits which represents an exodus of human capital investment from organizations and the subsequent replacement process entails manifold costs to the organizations. These replacement costs include for example, search of the external labour market for a possible substitute, selection between competing substitutes, induction of the chosen substitute, and formal and informal training of the substitute until he or she attains performance levels equivalent to the individual who quit. Addition to these replacement costs, output would be affected to some extend or output would be maintained at the cost of overtime payment. The reason so much attention has been paid to the issue of turnover is because turnover has some significant effects on organizations. Many researchers argue that high turnover rates might have negative effects on the profitability of organizations if not managed properly.  Turnover has many hidden or invisible costs and these invisible costs are result of incoming employees, co-workers closely associated with incoming employees, co-workers closely associated with departing employees and position being filled while vacant. And all these affect the profitability of the organization. On the other hand turnover affects on customer service and satisfaction. This clearly demonstrates that turnover affects the profitability of the organization and if it’s not managed properly it would have the negative effect on the profit. Research estimates indicate that hiring and training a replacement worker for a lost employee costs approximately 50 percent of the worker’s annual salary– but the costs do not stop there. Each time an employee leaves the firm, we presume that productivity drops due to the learning curve involved in understanding the job and the organization. Therefore, if employee turnover is not managed properly it would affect the organization adversely in terms of personnel costs and in the long run it would affect its liquidity position. However, voluntary turnover incurs significant cost, both in terms of direct costs (replacement, recruitment and selection, temporary staff, management time), and also (and perhaps more significantly) in terms of indirect costs (morale, pressure on remaining staff, costs of learning, product/service quality, organisational memory) and the loss of social capital.

 

Strategies to minimize employee turnover

 

Strategies on how to minimize employee turnover, confronted with problems of employee turnover, management has several policy options viz. changing (or improving existing) policies towards recruitment, selection, induction, training, job design and wage payment. Policy choice, however, must be appropriate to the precise diagnosis of the problem. Employee turnover attributable to poor selection procedures, for example, is unlikely to improve were the policy modification to focus exclusively on the induction process. Equally, employee turnover attributable to wage rates which produce earnings that are not competitive with other firms in the local labour market is unlikely to decrease were the policy adjustment merely to enhance the organization’s provision of on-the job training opportunities. Given that there is increase in direct and indirect costs of labour turnover, therefore, management are frequently exhorted to identify the reasons why people leave organization’s so that appropriate action is taken by the management. Extensive research has shown that the following categories of human capital management factors provides a core set of measures that senior management can use to increase the effectiveness of their investment in people and improve overall corporate performance of business. Employee engagement, the organization’s capacity to engage, retain, and optimize the value of its employees hinges on how well jobs are designed, how employees'time is used, and the commitment and support that is shown to employees by the management would motivate employees to stay in organization’s.

 

Knowledge accessibility, the extent of the organisation’s “collaborativeness” and its capacity for making knowledge and ideas widely available to employees, would make employees to stay in the organisation. Sharing of information should be made at all levels of management. This accessibility of information would lead to strong performance from the employees and creating strong corporate culture. Therefore; information accessibility would make employees feel. That they are appreciated for their effort and chances of leaving the organisation are minimal. Workforce optimization, the organisation’s success in optimizing the performance of the employees by establishing essential processes for getting work done, providing good working conditions, establishing accountability and making good hiring choices would retain employees in their organisation. The importance of gaining better understanding of the factors related to recruitment, motivation and retention of employees is further underscored by rising personnel costs and high rates of employee turnover. With increased competitiveness on globalizations, managers in many organizations are experiencing greater pressure from top management to improve recruitment, selection, training, and retention of good employees and in the long run would encourage employees to stay in organisations.

 

Job involvement describes an individual’s ego involvement with work and indicates the extent to which an individual identifies psychologically with his/her job. Involvement in terms of internalizing values about the goodness or the importance of work made employees not to quit their jobs and these involvements are related to task characteristics. Workers who have a greater variety of tasks tend stay in the job. Task characteristics have been found to be potential determinants of turnover among employees. These include the five core job characteristics: skill variety, which refers to the opportunity to utilize a variety of valued skills and talents on the job; task identity, or the extent to which a job requires completion of a whole and identifiable piece of work - that is, doing a job from beginning to end, with visible results; task significance, which reflects the extent to which the job has a substantial impact on the lives or work of other people, whether within or outside the organisation; job autonomy, or the extent to which the job provides freedom, independence, and discretion in scheduling work and determining procedures that the job provides; and job feedback, which refers to the extent to which the job provides information about the effectiveness of one’s performance. Involvement would influence job satisfaction and increase organizational commitment of the employees. Employees who are more involved in their jobs are more satisfied with their jobs and more committed to their organization Job involvement has also been found to be negatively related to turnover intentions. Job satisfaction, career satisfaction, and organisational commitment reflect a positive attitude towards the organization, thus having a direct influence on employee turnover intentions. Job satisfaction, job involvement and organisational commitment are considered to be related but distinguishable attitudes. Satisfaction represents an affective response to specific aspects of the job or career and denotes the pleasurable or positive emotional state resulting from an appraisal of one’s job or career. Organisational commitment is an affective response to the whole organisation and the degree of attachment or loyalty employees feel towards the organisation. Job involvement represents the extent to which employees are absorbed in or preoccupied with their jobs and the extent to which an individual identifies with his/her job.The degree of commitment and loyalty can be achieved if management they enrich the jobs, empower and compensate employees properly.

 

Empowerment of employees could help to enhance the continuity of employees in organisations. Empowered employees where managers supervise more people than in a traditional hierarchy and delegate more decisions to their subordinates. Managers act like coaches and help employees solve problems. Employees, he concludes, have increased responsibility. Superiors empowering subordinates by delegating responsibilities to them leads to subordinates who are more satisfied with their leaders and consider them to be fair and in turn to perform up to the superior’s expectations. All these makes employees to be committed to the organization and chances of quitting are minimal.

 

Conclusions

 

Therefore, if the above strategies are taken into account the business would be able to survive in a dynamic environment by treating their employees as one of their assets which needs a lot of attention. Employees are the backbone of any business success and therefore, they need to be motivated and maintained in organisation at all cost to aid the organisation to be globally competitive in terms of providing quality products and services to the society. And in the long-run the returns on investments on the employees would be achieved. Management should encourage job redesign-task autonomy, task significance and task identity, open book management, empowerment of employees, recruitment and selection must be done scientifically with the objective of retaining employees. Managers should examine the sources of employee turnover and recommend the best approach to fill the gap of the source, so that they can be in a position to retain employees in their organisation to enhance their competitiveness in the this world of globalization. Managers must understand that employees in their organizations must be treated as the most liquid assets of the organization which would make the organisation to withstand the waves of globalization. This asset needs to be monitored with due care, otherwise their organizations would cease to exist. Employees should be given challenging work and all managers should be hired on the basis of know how by following laid down procedures of the organization and this would make organisation to have competent managers at all levels of management and hence good supervision. Pay and pay-related variables have a great effect on employee turnover. Management must compensate employees adequately. They should pay employees based on their performance and in addition they should given employees incentives like individual bonus, lump sum bonus, sharing of profits and other benefits. Hence, if these are put in place they would minimize employee turnover.

CHAPTER - IV

4.1 RESEARCH METHODOLOGY

 

RESEARCH DESIGN:

 

     “ A Research Design is purely and simply the framework or plan for the study that guides the collection of the data.”

 

      Fundamental to the study of any formal research project is sound research design.

 

A good research design has the following characteristics namely

 

  1. Problem definition
  2. Specific methods of data collection and analysis
  3. Time required for research project
  4. Estimate of expenses to be incurred

 

Types of Research Design:

 

  1. Exploratory Research Design
  2. Descriptive Research Design
  3. Casual or Experimental Research Designing

 

In this study, the researcher has adopted Descriptive Research Design.

 

Descriptive Research Design:

 

      A Descriptive Research Design is the one that simply describes something such as demographic characteristics of certain people who use something.

 

 

The descriptive study we typically concern with determining frequently with which something occurs or how two variables vary together. This study is typically guided by an initial hypothesis. A descriptive study requires a clear specifications of who, what, when, where, why and how aspects of the research.

 

Period of study: Period of study is 45days.

 

TOTAL POPULATION:

 

            The total universe or population is the specific group of people, firm, conditions, etc., which form the pivotal point of research

            Therefore, the total population (employees) of the company is 3500.

 

SAMPLING PROCEDURE:

 

Convenience sampling:

 

 The methodology adopted in this study is convenience sampling. As the name implies, the sample is selected because they are convenient to the researcher.

 

A convenience sample is used when you simply stop anybody in the street who is prepared to stop, or when you wander round a business, a shop, a restaurant, a theatre or whatever, asking people you meet whether they will answer your questions.

 

SAMPLING UNIT

 

A survey is conducted in LUCAS-TVS, PADI, CHENNAI.

SAMPLE SIZE:

 

The sample size for the survey is 100.

 

DATA COLLECTION:

 

In this present study both primary and secondary data are used.

 

DATA: Raw  facts are referred to as data.

 

TYPES OF DATA: 

 

There are two types of data

  • Primary data
  • Secondary data

 

Primary data:

 

Primary data is information obtained from original sources by the researcher. A structured questionnaire was prepared to collect relevant primary data.

 

QUESTIONNAIRE METHOD:

 

 The questionnaire is a sheet or sheets of paper containing questions relating to certain specific aspect, regarding which the researcher collects the data. The questionnaire is given to the respondent to be filled up. Sometimes, questionnaire is also in the form of files generated through computer. This is usually called as soft copy of questionnaire.

 

A questionnaire consists of a number of questions printed or typed in a definite order on a form or set of forms. The questionnaire is mailed to respondents who are expected to read and understand the question itself. The respondents have to answer the questions on their own. In order to make the questionnaire effective and to ensure the quality to the replies received, a researcher should pay attention to the question to the question sequence in preparing the questionnaire.

 

Secondary data:

 

 Data, which are collected already and published or unpublished. Such a source is used to save the time and cost in compiling the data relating to the past. There are several methods under which the secondary data has been collected.

They are

  • Books
  • Journal
  • Websites

 

ANALYSIS:

 

The collected data were analyzed by applying percentage method, chi-square test.

 

 

 

 

 

 

 

 

4.2 LIMITATIONS OF THE STUDY

 

 

The study has been conducted with the particular reference to employees of LUCAS TVS at Padi Branch.

 

  • Sample size was limited as the workers were to be interviewed while at work.

 

  • The time duration for the study was less.

 

  • The findings of the study cannot be applicable to any other organization i.e., as the study was carried out at LUCAS TVS at Padi. The findings and suggestions are confined only to this organization.

 

  • Some of the answers given by the respondents may be based.

 

 

 

 

 

 

 

 

 

 

4.3 STATISTICAL TOOLS FOR ANALYSIS

 

Percentage analysis:

Percentage analysis can be calculated as follows:

First the frequency (i.e) no. of responses is noted in a tabular form, then the percentage is calculated by dividing the frequency by total number of respondents multiplied by 100. Then the values are noted in column as valid percent.

Statistical tools:

            This collected data has been subjected to analysis by using appropriate tool.

 

1. Chi-square test:

The objective of the chi-square test is to determine whether real or significant different exist among the various group. Chi-square test involves compared of expected frequency (Ei) with observed frequency. To determine whether the different between the two in greater than which might occur by chance. There are five steps in using chi-square test.

a)      The different between each observed frequency and each Expected        

Frequency.

b)     The differences are squared.

c)     Each squared different is divided by it least expected frequency.

d)     Their quotient are added together to obtain the computed chi-square values.

e)     This computed value is compared to the tabulated chi-square.

 

If the computed chi-square value is greater than the tabulated chi-square value at the predetermined level of significance and degree of free, the hypothesis rejected. On the other hand if calculated chi-square value is less than the tabulated value, the hypothesis is accepted.

The formula is      

                     =[ (Oi-Ei)-0.5]^2

 

 

 

CHAPTER - V

DATA ANALYSIS AND INTERPRETATION

 

 

TABLE No. 1

 

YEARS OF EXPERIENCE ATTAINED IN THE COMPANY

 

 

Particulars

No.of respondents

Percentage

<1yr

6

6

1-3 yrs

24

24

3-6 yrs

2

2

6-9 yrs

68

68

>9 yrs

0

0

TOTAL

100

100

 

 

INFERENCE:

 

The years of experience of workers for 6-9 years is 68% and for 1-3 years is 24%.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

CHART No. 1

 

 

 

 

INFERENCE:

 

The years of experience of workers for 6-9 years is 68% and for 1-3 years is 24%.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

TABLE No. 2

 

THE FACTOR THAT TRIGGERED TO LEAVE THE COMPANY

 

 

 

Particulars

No.of respondents

Percentage

Personal

20

20

Benefits-salary, incentives

18

18

Less growth opportunity

38

38

Attitude of supervisors

6

6

Health

18

18

TOTAL

100

100

 

 

INFERENCE:

 

The factors that triggered to leave the company for 38% of the respondents is of less growth opportunities and 20% of the respondents think its Personal and 18% of workers responded as Benefits-Salary, Incentives and Health.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

CHART No.2

 

 

 

 

INFERENCE:

 

The factors that triggered to leave the company for 38% of the respondents is of less growth opportunities and 20% of the respondents think its Personal and 18% of workers responded as Benefits-Salary, Incentives and Health.

 

 

 

 

 

 

 

 

 

 

TABLE No. 3

 

 

OVERALL OPINION OF EMPLOYEES ABOUT THE ORIENTATION PROCESS

 

 

Particulars

No.of respondents

Percentage

Excellent

2

2

Very Good

26

26

Good

48

48

Fair

24

24

Poor

0

0

TOTAL

100

100

 

 

 

INFERENCE:

 

About the orientation process conducted 48% of the respondents believe that there is a good orientation and 26% employees say that very good whereas

24% of the respondents say that its fair.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

CHART No. 3

 

 

 

 

INFERENCE:

 

About the orientation process conducted 48% of the respondents believe that there is a good orientation and 26% employees say that very good whereas

24% of the respondents say that its fair.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

TABLE No. 4

 

OPINION OF EMPLOYEES ABOUT THEIR TREATMENT IN THE COMPANY

 

 

 

Particulars

No.of respondents

Percentage

Excellent

2

2

Very Good

20

20

Good

48

48

Fair

30

30

Poor

0

0

TOTAL

100

100

 

 

 

INFERENCE:

 

 

About the treatment in the company 48% of the employees say that they are treated good and 30% of the employees say that they are treated fairly and 20% of the employees say that they are treated very good.

 

 

 

 

 

 

 

 

 

 

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