CHAPTER-I

INTRODUCTION

Employee Retention:

Employee retention is not a question or debate but rather it’s the most
important thing for any concern if its serious in long term business. what’s a business
without people and how is it going to work if the required people aren’t there. The
only and most important resource for any company is its people. Some people might
have this misconception that this resource is less important than the other resources
like money, materials and machinery. but we have all learned from all successful
companies around the world that their success was and is due the most important M of
all the other M’s and that’s the manpower.

Well if we all know that people are the most important resource then why do
we have this question that is Employee Retention required or not. I guess this
question arised all around the world because of a very high figure of employee
turnover.

So if we are able to stop this or at least know the answer to why there is such a
high employee turnout we would know what a takes to retain the required people, I
would like to put a lot of stress in the world required. This word needs to be
understood by lot of people and especially the people in the top management believe
who believe that there is not much difference in manpower requirement and material
requirement and the irony is that in the later case, more emphasis is given to details &
specifications. The reason I think why they are very particular about material
specifications is because they can calculate the losses if they do not get the required
material.

Unfortunately and sadly they are unable to figure out the deep negative impact
if they do not get the required people.

So how do we specify the required people ? I think we can start with answering a
few questions. What is the minimum desired output? Is it long term or short ?are we
capable of meeting his expectations or rather that his takeaway is above or below
market rates? Are we ready to spend time and energy in grooming of a company are
like a family and it would benefit a lot of companies if they too agree. And the most
important of all that, are willing to be transparent enough for him to understand the
company and its people. Are we willing to share with him the companies clear vision
and mission and the long-term company strategies.

With the answers to the above questions we would be in a position to specify

the required people to the HR dept. and with the present tremendous gap between
demand and supply the HR dept. Would now find it very difficult to find the required
and right person. well that’s assuming that the HR dept. is competent enough to match
the candidate’s long term career aspirations to the companies’ requirement. Well that
can be a very tricky and difficult thing for the HR dept. But we all know that the HR
depts. Are trained and equipped with lot of tools to know the career aspirations of a
candidate.

Now that we have the right and required person there is no doubt that we need
to retain him. We need to know our organization and the type it belongs to.

There are three types of organizations

The organizations that:

 Change by themselves
 Change, when told by others
 Do not change even when told by others.

The excellent organizations belong to the category of ‘change by themselves.’’

They have a clear vision of where they want to be in future & all their actions are
aimed towards it.

They govern their own future andnot are merely victims of circumstances.

Also these organizations are low profile,have a unified theory about transformation and
are holistic in approach. They focus on strengthening fundamentals and mobilize the
entire organization with people aligned.

These organization have their concepts right regarding people development. These
organizations encourage people to accept ownership and responsibility to solve
problems. In organizations people are empowered to act and openly share knowledge
and experience.

OBJECTIVES OF THE STUDY:

 To study the factors influencing employee retention in the organization.

 To find the reasons in behind of the employees leaving the organization.
 To analyze the satisfaction level of employees towards rewards, recognition,
benefits and career development.
 To provides quality products to must out the customer needs.
 To purchase in material in good qualities.
SCOPE OF THE STUDY

This study may help the organization in strengthening the employee retention
strategies and reducing turnover cost and it helps in getting the retention of
knowledge and skills and maintaining a diverse work force in the organization.

This study is used to identify the positive and negative factors of the employee
retention strategy and help to improve the productivity and development of skills of
employees and to attain the organization goals and employee’s personal growth.
This study may serve as record for future reference.
NEED FOR THE STUDY

Employee have a need to keep employees from leaving and going work for other
companies. This is true because of the great cost associated with hiring and
retraining new employees. The best way to retain employees is by providing them
with job satisfaction and opportunities for advancement in their careers. The
saying good help is hard to find, is even truer these day than ever before because
the job market is becoming increasingly tight. The employers are fighting to get
talented employees in other to maintain a prosperous business.

Many researchers /anthers agree and believe that, there is a straight line between
employee satisfaction and customer satisfaction . they believe that today’s
employees pose a complete new set of challengers, especially when business are
forced to confront one of the tightert labor markets in decades. Therefore, it is
getting more difficult to retain employees, as the pool of talent is becoming more,
and more tapped –out. The research below, which focuses primarily on employee
retention through job satisfaction supports this contention.

The goal of this research is to help readers find his or her definition of job
satisfaction. The research believe that this compilation of this compilation of data
will educated and inform the working masses to see the benefit of creating
workplaces that derive more job satisfaction. Retaining employees and in turn,
keeping our economy healthy and our society happier. There is a definite, need to
analyze the elements of employee retention through job satisfaction. Considering
the positive effects on the economy that can be derive from satisfied happy
employers. Promotional material for presentation can be created, highlighting these
recommendations for employee satisfaction practices for both employees and
employers the study was conducted for the purpose of to know the strategies
adopted to retention of employers in (company name) and to improve the retention
 strategies at convenient useful.

LIMITATION OF THE STUDY

 Few of the respondents hesitated to give the correct information.

 Few respondents hesitated to give opinion about their management.
 The period of study was limited.
 The validity of the study depends up on the reliability of the primary data
CHAPTER II

INDUSTRY PROFILE

We at Aarti International Ltd. represent a vertically integrated textile company

with manufacturing facilities of cotton, polyester cotton, Viscose and
otheryarnandfabrics.

The company was established in the year 1996 with 27000 spindles and slowly
and steadily expanded itself and has emerged as a global player in the spinning
industry with state of Art and Technology plant, with equipment from renowned
machinery suppliers from India, Switzerland and Germany. In the year 2016 the
company further expanded in manufacturing of knitted fabrics with setting up of a
state of art plant for dyed and processed fabrics and today the company has an
installed capacity of 20 Mt per day of finished knitted fabrics.

Our top priority is providing efficient and reliable services to the customer. We
are aware that in order to continue as successful spinners we have to add genuine value
to the product. Our experienced staff is familiar with the needs of our clients and well
informed about the peculiarities of the yarn markets. We respect the needs of every
client and strive to satisfy them.
Product Profile
  100% Combed Cotton Grey Yarn 

    100% Combed Cotton Compact Grey Yarn 

    Cotton Slub Yarn ( Amsler ) 

    Core Spun Spandex Yarn 

  
SOCIAL RESPONSIBILITY :

In accordance with the provisions of Section 135 of Companies Act, 2013, the Corporate Social
Responsibility (CSR) Committee of AARTI INTERNATIONAL LIMITED ("the Company") was
constituted by the Board of Directors of the Company at their meeting held on 31.03.2015. 

The composition of the said Committee comprises of three directors viz., Mr. Vinayak Mittal
along with Mr. Vipan Mittal and Mrs. Alka Mittal 

1.Objective 

This Policy has been formulated in compliance with Section 135 of the Companies Act, 2013 read
along with the applicable rules thereto.

2. CSR Vision 
The company's CSR philosophy is 'Do Good to Do Well and Do Well to Do Good'. ASL's vision
is to be a responsible industry leader and demonstrate environmental, transparent and ethical
behavioral practices which will contribute to the economic and sustainable development within
the company, industry, and society at large.

At ASL, CSR has effectively evolved from being engaged in passive philanthropy to corporate
community investments, which takes the form of a social partnership initiative creating value for
stakeholders.

The Company's CSR activities build an important bridge between business operations and social
commitment evolving into an integral part of business functions, goals and strategy.

3. Scope 
This Policy shall apply to all CSR projects/programmes/activities undertaken by the Company in
India as per Schedule VII of the Act.

4. Definitions: 
1. Corporate Social Responsibility (CSR) means and includes but is not limited to: 
Projects or programs relating to activities specified in Schedule VII to the Companies Act, 2013
('Act'). 
2. CSR Committee means the Corporate Social Responsibility Committee of the Board referred to
in Section 135 of the Act. 
3. CSR Policy relates to the activities to be undertaken by the Company as specified in Schedule
VII to the Act and the expenditure thereon. 
4. Net Profit means the net profit of the Company as per its financial statement prepared in
accordance with applicable provisions of the Act (Section 198), but shall not include the following
viz; 
(i) Any profit arising from any overseas branch or branches of the Company, whether operated as
a separate company or otherwise and 
(ii)Any dividend received from other companies in India, which are covered under and complying
with the provisions of Section 135 of the Act 
Provided that net profit in respect of a financial year for which the relevant financial statements
were prepared in accordance with the provisions of the Companies Act, 1956 shall not be required
to be re-calculated in accordance with the provisions of the Act. 

5. Role Of The CSR Committee 

a. Formulate and recommend to the Board, a Corporate Social Responsibility Policy in
compliance with Section 135 of the Companies Act, 2013. 
b. Identify the activities to be undertaken as per Schedule VII of the Companies Act, 2013. 
c. Institute a transparent monitoring mechanism for implementation of the CSR projects or
programs or activities undertaken by the Company. 
6. Role Of The Board 
a. After taking into account the recommendations made by the CSR Committee, approve the CSR
Policy for the Company 
b. Ensure that the CSR activities included in this Corporate Social Responsibility Policy are
undertaken by the Company. 
c. The Board of the Company may decide to undertake its CSR activities approved by the CSR
Committee, through a registered trust or a registered society or a Company established under
section 8 of the Act by the company, either singly or along with its holding or subsidiary or
associate company, or along with any other company or holding or subsidiary or associate
company of such other company, or otherwise provided that – If such trust, society or company is
not established by the company, either singly or along with its holding or subsidiary or associate
company, or along with any other company or holding or subsidiary or associate company of such
other company, it shall have an established track record of three years in undertaking similar
programs or projects/activities; 
d. Ensure that in each financial year the Company spends at least 2% of the average net profits of
the company made during the three immediate preceding financial years, calculated in accordance
with Section 198 of the Act, in pursuance of its CSR policy. Further, while spending the amount
earmarked for CSR activities, preference should be given to local areas and areas around the
Company where it operates, 
e. As per Section 135 of the Act, specify the reasons for under spending the CSR amount in the
Board's Report. 

INFRASTRUCTURE:
Aarti International is equipped with the state of Art machines and technology from the world's top
machinery manufacturers to serve the niche segments.
Prepratory Machines
Rieter ,Trutzschler and LMW blow room lines for best cleaning results
LoptexOptosonic and SPFPU from Trutzschler for full control of contamination in the opening
process. It is the simplest and most effective system to remove contamination in the spinning
preparation line. 
Latest generation cards from Rieter and Trutzschler for higher productivities and quality. 
Latest generation of Zinser 68-i speed frames. 
Ring Frames 
Rieter Com4 and Suessen compact yarn Technology to produce best compact yarns for high end
weaving/hosiery applications. 
Established a successful line of Ring Frames LR60 AX and RXi 240 from LMW and KTTM 
Winding 
Modular winding technology from Schlafhorst and Muratec to meet the global demands of the
textile industry. 
Doubling Process 
State of Art Technology for double yarns by Volkmann and parallel yarn winding by Precision
propeller winders for the best results. 
Fancy Yarns 
AmslerSlub yarn Technology and Pinters Core spun attachments add special values to our product
line.
Injection slub by LaxmiCaipo 

CHAPTER III
COMPANY PROFILE

Established in 1992, Quality Knit Wears Private Limited is a leading manufacturer and
exporter of a wide range of high quality knitted garments situated in Madurai, 170 kms south east
of Tirupur, knitwear hub of India. The company entered the new millennium, carrying with it a
reputation as the quality supplier of best knitwear and related products.
The product line of Quality Knit Wears Private Limited ranges from Under garments,
Shorts, T-Shirts, Night wear, Casual wear and other value added garments, as per specification of
the customers.
The company has manufacturing facility at Madurai and Tirupur. Moreover a new factory
with state of the art of machinery in garment making and finishing is coming up at Madurai
Integrated Textile Park, situated at Vadipatti nearby Madurai.
Quality Knit Wears Private Limited has always been on the forefront when it comes to
assimilating new technologies and machinery into their existing facilities.
They are capable to customize the products on various parameters and meet specifications of the
customer. The Company is supported by dedicated team of managerial, technical and supervisory
personnel in its entire endeavor.

FAITH REPOSES FAITH

 At Quality Knit Wears Private Limited, the term "Quality" is redefined at all stages. Our
mission greatly relies on the quality policy that we are committed to. Our quality objectives
prescribe that we:
 Quality Knit Wears Private Ltd is committed to achieve excellence in quality standards
and always supply products as per customer's requirements.

 Plan and execute to ensure timely delivery of products.

 Work towards establishing transparent management information system.

 Train and motivate all our personnel to work as a team towards producing better results.

 Regularly monitor, review and evaluate the performance of our supply chain.

Management Team

Kumaran. B. Jaghuva, Managing Director has a vast and sound experience in cotton trade
with a good background of general textiles and knitted garments in particular. K.R.Sridhar, Joint
Managing Director has elaborate experience in manufacture and handling of bulk volumes in
production of knitted garments.

Merchandiser

Quality Knit Wears is backed up by qualified merchandisers who are liasioning with
international reputed buyers.
Employees Expertise

Certainly among most valuable assets is our family of staff and employees whose
dedication and commitment have helped us grow from strength to strength.
Social Responsibility

We have been associated with most of the service activities in Social Welfare
organizations.
Social Policy
 Our Company ensures that wages paid always meet the legal or industry standards and are
sufficient to meet basic needs.

 We adhere to the laws applicable for working hours to provide regular employment to the
extent possible.

 Our Company does not have forced labour and child labour.

 We provide a safe and healthy working environment.

 We respect the right of all personnel to collective bargaining.

 Our Company does not engage in or support the use of punishment.

Infrastructure

Quality Knit Wears Private Limited has sound infrastructural set-up which is powered by latest
technology and state of the art machineries. All technology and machineries are continuously
upgraded from time to time to ascertain the efficiency and efficacy. Bulk orders for manufacture
of garments of all styles with short lead time for production are undertaken.

Products

Men
Women
Children
Kid

We manufacture knitted readymade garments for Men, Ladies, Babies and

Kids in solids, prints and yarn dyed. Knitwear are made in 100% cotton and blended
fabrics. Some fabrics (like fleece) are also imported as per the specifications of our
customers. We manufacture normal styles, trendy styles and value added styles with
accessories of our customers' choice. 

Boxer Shorts, Retro Pants, Brief, Panty, Shorty, Pyjamas, Nightgowns, Baby
Body, Rompers, Jumpsuit, Chemise, Casual Wear, T-shirts for all Sexes in 100%
Cotton / blended cotton. Buyer's specification of fabric, style, and size, print,
 accessories and packing are met perfectly. 2, 50,000 Pieces/Month of Under
Garments and 10,000 sets per month of Casual Wears for all sex and age group.
Production capacity could be increased with the help of our associates.
Knitting Section

Imported knitting machines with elasthan attachments are available in-house.

State of the art Sewing and finishing machines are used to achieve perfect finishing of
garments. CAD is used in fabric planning to achieve lowest consumption of fabric.

 Knitting department is installed with imported circular knitting machines.

 All imported from leading international manufacturers like Falmac, Unitex etc.
 We have adequate number of Single Jersey and Rib/Interlock Knit machines.
 We can derive fabrics of all width as per the clients requirement.
 Knitting section has arrangements to knit almost all fabrics like interlock , jerseys , single
jersey.

Cutting Section

 We have spreader machine from Lectra for making layer of fabric.

 We have the cutting tools such as Straight knife and Band knife.
Stitching Section

Stitching is the key production area of Hi Fashion garment manufacturing.

1. Flat Lock:
For Chain stitch, hemming, seam cover, etc

2. Over Lock:
For over edging with additional option for elastic inserting.

Lockers, Singers, overlocks and Flat lock machine capable of a variety of stitches both
for quality and style

In-House Laboratory

Quality Knit Wears Private Limited is a fully fledged in-house facility that is
used by every department. The laboratory has all those facilities acutely needed by a
manufacturer. Our lab has following equipment:
 Launder meter
 Crock meter
 Tumble dryers (small and big industrial sizes)
 Washing machines (industrial size)
 Color matching cabinet
 Yarn testing equipment (to test tensile strength, counts and twists)
 GSM cutters
 Electronic weighing machines
Modern laboratory with latest equipment including Launder meter, Crock meter, color
matching cabinet, yarn testing equipment (very latest ones that can check tensile
strength, twist and counts), GSM cutters, electronic weighing, washing machines,
tumble dryer etc..

Garment Section

We have adequate number of workers working under general shift (9AM to

6PM) With an existing output.We have no child or prision labours.

Sampling Section

 Modern sampling department that works parallel with the design studio. 
 Our sampling department is a professional team that caters to the sampling
needs of our customers through out the year.
 Sampling department is staffed with professional executive and, seasoned tailors. Also it
has all the normal and special purpose machines both imported and indigenous to make
any contemporary style garment.
 This is a specialized department for Quality Knit Wears that comes directly under the MD.
Samples are regularly made for every season as per the customers' choice or Quality Knit
Wears original designs for the customers.
Finishing Section
1. Fabric Inspection Machines:
 Check all defects in fabric with its unique two-way lightning system.

2. Stain Removing System:

The stain removing machine works by chemical spray cleaning ( through cold spotting
guns) for all kinds of fabrics.

3. Vacuum Ironing Table:

Vacuum ironing table ensures wrinkle free garments.

Our finishing department has finest facilities to get the garment you would like to wear
anytime! The machines we have here includes fully computerized continuous belt
ironing machines, heat-less steam irons, normal irons and packing machines. We have
the latest imported dry-to-dry cleaning machines specially imported from Italy to give
the final garment neat look and feel. 

Packing Section

We have trained manpower to pack the end product for shipment. After thorough
inspection of each garment it is packed in well designed poly packs and then in cartons
as per the specification of the buyer. Packing is done in a hygienic space, well lit and
maintained. Main operations here are mechanized.
 Hanger Packings.
 Carton Packings.
Man Power

Dedicated management and skilled work force both in administration and production
with total commitment to achieve consistency in quality. The entire organization is
committed towards honoring shipment schedules.

Pricing

Quality Knit Wears Private Limited never claims to offer the lowest price as cheap
products may come with compromise in quality and they constantly strive to provide
good quality at very remunerative price.
Organisational structure
REVIEW OF LITERATURE
 Mr. B.V. Lyer, J.M.Grover, A.K.andV.Shandhag comment regarding affecting
factors on exports. The major factors are raw – materials quality, technology of
manufacture and cost of manufacture.
Mr. K.Raganathan, N.Murugesan, R.Romoni in their writing of ‘sectoral costs
of production’’comment on comparisons of costs of production; (a) of yarn, between
regular spinning mills and small scale spinning plants and (b) of fabrics among the
three sectors of the industry – mill, powerlooms and handlooms. These three sectors
have been jointly meeting the production requirement of the country.
In a recent studies conducted by Lobburi (2012) of social support and
turnover intention, the results suggested that in a collectivist cultural context, not only
does workplace social support (supervisor and co-worker support) influence the
satisfaction, commitment, and turnover intention of workers but also non-workplace
social support (family and friends support). It has been concluded that the supervisors
may contribute more than co-workers to the strengthening of employees’ emotional
attachment toward their employing organization.
Gupta (2011)
In his study on BPO industry concluded that one of the prime reasons for
employees leaving the industry was due to the cause that the industry was viewed as a
gap filler occupation. There seems to be a flaw in the way the industry was structured.
The industry has been mainly dependent on youth wo take out time to work, make
money in the process while thinking of career alternatives. Hence, for this group BPO
was never a long-term career but only as a part time job.
(Aitkenet al.2002; Hinkin& Tracey 2000; Tracy &Hinkin 2008)
Indeed, there are many direct and direct costs associated with replacing staff.
Hard costs, soft coasts and opportunity costs have used as one way to explain the
increasing expenses which may result following unwanted employees turnover
(Tracey &Hinkin 2008)
(Holland et al.2007)
This means that retaining staff and decreasing turnover are important issues for
organizations (Holland et al.2007 after Barney & Wright 1998; Wright, McMahon
&MeWilliams 1994). Although competitive advantage resulting from retaining staff is
the preferred result, workforce retention strategies may also be costly investments for
organizations. Therefore workforce retention strategies are important because they
may contribute to decreasing intention to turnover, and on the other hand, they can be
a costly exercise if there is no return on investment.
Understanding which side of the equation an organization is operating that is
workforce retention strategies benefiting or costing , justifies this study. Retention has
been defined as ‘keeping’, or’ engaging the services of’ (Collins English Gem
Dictionary1968, p.440). Retention rate may be complemented by turnover to provide
a greater understanding of worker movement, however according to some researchers,
it is not simply the opposite of turnover (Waldman &Arora 2004). Retention follows
specific people or groups of people over time. In reviewing the scholarly literature
about retention, there is good evidence that supports the notion that staying and
leaving involve different psychological processes (Mitchell et al. 2001 a)
(Kuhar et al. 2004; Leurer et al. 2007; Wilson, Squires, Widger,
Cranely&Tourangeau 2008)
Whilst there ‘strategies’ are importance and must not be overlooked, a different
perspective is to consider those workforce retention strategies that are support or
development opportunities / programs which has been developed and implemented by
te organization to retain the employee. Of the few studies that identify what impact
workface retention strategies developed and implemented by an organization have on
employee turnover intention, coaching and mentoring programs have been mentioned
s contribution to decreasing turinover (Kavanugh et al. 2006).
(Kuhar, Miller, Spear, Uleich&Mion 2004)
Major investment are made by many organizations in developing and
implementing workforce retention strategies to decrease unwanted turnover.
Bratton and Gold, 2003
Compensation constitutes the largest part of employee retention process.
Compensation includes salary and wages, bonuses, benefits, prerequisties, stock
options and vacations, salary and monthly wage includes basic wages and house rent
allowance.
Salary and wages represent the level of skill and experience of an individual.
Salaries and wages of employees should be reviewed upwards. And this increase
should be based on the employees, performance and contribution to the organization.
Bonuses are usually given to employees at the end of the year. Economic benefits
includes paid holidays and leave travel concession. Long-term incentives includes
stock options or stock or stock grants.
Boxalletal (2003)
 Found that the main reason by far for people leaving their employer was for more
interesting work elsewhere. It is accepted that the effect of the job satisfaction on
turnover less than that of organization commitment.
(Kuhar et al. 2004)
Other findings present numerous effects that correlate with retention including
gender, marriage, education and pay (Huang et al.2005). further to this, other studies
have found numerous predictors of retention including age, motivation, rewards and
job satisfaction (Tourangeau&Cranely 2006; Zurn et al. 2005). However, once again
it is obvious that there is no definitive models or a definitive models or a definitive set
of predictors of the complex process.
(Mitchell, Holtom& Lee 2001)
This is why many organizations have invested major human, financial and
material resources in work force retention strategies to maintain staffing and decrease
turnover. Positive factors that affect job satisfaction and organizational commitment
potentially result in reduced job turnover (Smith, Gregory & Cannon 1996).
Organizations that excel in providing effective workforce retention strategies become
regarded as preferred employers or employers of chice.
(Dahlgaard and Eskildsen (2000)
Studies showed that employees who are satisfied with their jobs on more
productive, creative and be more likely to be retained by the company.
Griffeth et al (2000)
Examined that pay and pay related variables have a modest effect on turnover.
Their analysis also including studies that examined the relationship between pay a
person’s performance and turnover. They concluded that when high performers are in
suffienently rewarded, they leave.
Hammer; Marini ; Denton (2000)
Examined that employees who are satisfied with their jobs are more dedicated to
doing a good job and taking care of customers that sustain the operation. Hence the
job satisfaction is something that working people seek and a key element of
employees retention.
Nussler and Eski’dsen (2000)
Suggested that employers are fighting to get talented employees in order to
maintain a prosperous business. Employee retention is keeping employees that have
already been hired. The components of employee retention that have hired. The
components of employees retention that have been identified are compensation,
organization environment, relationship growth and career, and support.
Herman (1999)
It has also outlined five main principles why employees leave their organizations.
The reasons are incompatible corporate culture, unsatisfactory relationships with co-
workers, insufficient support to get taks accomplished, inadequate opportunities or
growth and dissatisfaction with compensation offered (Herman,1999).
Kakarkar (1998)
Kalarkar (1998)analysed product costing in a textile spinning mill: an in-depth
study was made about the elements of the product cost reduction opportunities were
identified additionally, export potential of the mill was discussed. A single spinning
mills was taken as a sample will for the study secondary data were used extensively
for the analysis. The costs were classified into variable material cost, fixed overheads
and other overheads . Ways and combed yarn cost were calculated separately for
carded and combed yarns. The results showed that the clean cotton cost of carded
yarn is less compared to that combed yarn. Yet, yarn realization was more in carded
yarn (82%) as against combed yarn (62%). The study further informed that the raw
material cost accounted for 50 per cent of the total cost.
GopalNaik and SudhirKumen Jain (1998)
GopalNaik and SudhriKumen Jain (1998) attempted to contour an economic
modeling for the Indian Cotton Textile Industry the study emphasized that the central
and state governments should intervene and regulate from time to time and must
overse the demand and supply price, international trade of cotton yarn and fabric in
order to protect the industry. Further, for safeguarding the interests of cotton growers
and millers, it was asserted that the government should have control over marketing.
Pricing and distribution of raw cotton and cotton yarn. It had been further suggested
that the government should announce minimum support (MSP) for various grader of
raw cotton as in the case of rice, wheat and sugarcane, the effect of import and export
policy on cotton industry was also disussed in the study.
AlevanderDuraiPrawin (1997)
AlevanderDuraiPrawin (1997) made a study on the topic,’’ A Inquiry into the
organizational climate vis-à-vis the Labour Management Relations in the Private
Limited Industrial units in the Trichy District.’’ Critical organizational factors such as
providing monetary benefits. Welfare facilities and grievance handing were analysed
separately. Among the work. Force and further reduced labour disputes to a very
greater extent.
Prince Dharmaraj (1997)
Prince Dharmaraj (1997) made a study on ‘’Wage Trends and Relationships in
the cotton Textile mills in Madurai district, wage structure and patterns in the selected
cotton textile mills were studied. A simple of 29 Mills was selected for the study and
they were categorized into three groups, namely, A,B and C on the basis of number of
spindles. Analysis was made about basic wage, overtime payment and bonus of
different type of workers such as bale opener, mixing, simplex, doubling, bobbin
carries, cleaning gang, comber yarn weigher and drawing separately. The workers in
the mills were categorized into skilled and unskilled workers and their wage
differentials were brought out.
In the study, statistical tools such as mean, standard deviation, solow’s index and
partial productivity were applied for the analysis of wag patterns. It was observed that
the average change in the basic wage for the unskilled workers was higher than that of
the skilled workers. It was observed that ‘A Mills’ give minimum dearness allowance
to the workers, B Mills’ give minimum bonus of 8.33 per cent as prescribed by
statutory raw compared to vastly fluctuating patterns found in B and C Mills.
It was conduded that after the introduction of new technologies along with
revision of enhanced work settlements. The money wages paid to the workers were
reduced in contrast to those paid during the previous period. Further, the annual
growth rates of real wages in all the three groups of mills had also fallen drastically to
conclude, the author attributed that the reduced wage cost and labour employment in
the cotton textile Mills were due to the introduction of improved technology.
Sivasubramanian(1996)
Sivasubramanian (1996) is his Ph.D.Thesis, discussed the performance of three
sectors, namely, the government sector spinning mills, the co-operative sector
spinning mills and the private sector spinning mills. Inter-sector comparison was
made among the three sector mills. The study was limited to the then tirunelveli kata
bomman district. A sample of two government sector mill,one co-operative sector for
the study. The study mainly relied on secondary information which were collected
from annual reports of the mills for 14 consecutive years from 1980 to 93. The cost
structure of each mill was dicussed separately through ratio analysis. Technique. The
study highlighted the fact that the government sector units were extremely good in
the control of material cost. Co-operative sector. For its part, was exceptional in
controlling power cost. Private sector units proved to be good in such areas as
payment of salaries and wages as well as managing of power and depreciation costs.
There was no significant difference among the three sector mills with reference to
interest costs.
Rayappan(1994)
In his doctoral work has studied the causes for the sickness in spinning and
composite mills in the Coimbatore district. A comparative study was made through
ratio analysis technique the rations were classified under three needs, namely,
profitability, rations, turnover ratios and liquality ratios, further, for the analysis of
sickess, altman model was applied. In addition to that, statistical tools such as
multiple regression and multi- discriminant analysis were used for measuring
sickness. It was understood that the sickness was serverer in composite mills than in
spinning mills.
Mr. Allen ormerod comments in his book textile project management on
assessment of the market opportunities. The sources of raw material the best methods
of manufacturer, the requirements for the requirements for managing and operating
project, the availability and quality of management and the sources of finance.
As the textile industry is moving from labour intensive industry to one of the
most capital – intensive industry , the careful assessment of all factors involved a new
projects become of ever increasing importance.

CHAPTER-IV
RESEARCH METHODOLOGY

Title of the study:

The title of the project is’’ A STUDY ON EMPLOYEE RETENTION IN INTALIA KNIT
WEAR PRIVATE LIMITED IN VADIPATTI AT MADURAI .

Definition:
Research methodology is the way of scientifically and systematically, solving the problem.
It exhibits the plan of a research process which will be carried out during the period of the
research. It includes research design, sample size, collection of data, framework of analysis and
limitations.

Research Design :
A research design is a master plan specifying the methods and procedures for collecting and
analyzing the needed information. It is a framework or blue-print that plans the action for the
research project. The present study has made an attempt to describe the background of the
employees, their view on the existence of HRM systems the implementation of human resource
management practices and its consequences, it is descriptive in nature. Apart from view on the
existence of HRM systems the implementation of human resource management practices and its
consequences, it is descriptive in nature. Apart from this, the present study has its own objectives
and structured methodology to fulfill it which is descriptive in nature.

Sample Size:
The sample size selected for the study is 120 respondents. The respondents are selected by
simple random sampling method.
Sampling Procedure:
The determined sample size of the study 120 are distributed among the total number of
employees working in spinning mills on the basis of stratified proportionate random sampling.
The strata of the study are the spinning units.
Collection Of Data:
Both primary and secondary data were used in the present study. The secondary data were
collected from records of District Industrial Centre, Dindigul and primary data were collected
with the help of structured interview schedule.
Primary Data
Collection of primary data during the course of the study or research can be through
observation or through direct communication with respondents on one form or another or through
personal interviews. I have collected primary data by the means of a questionnaire. The
questionnaire was formulated keeping in mind the objectives of the research study.
Secondary Data
Secondary data means data that is already available i.e., they refer to data, which has already
been collected and analysed by someone else. When a secondary data is used, the researcher has
to look into various sources from where he can obtain data. E.g. Books, Existing projects internet
browsing etc.

Pilot Study:
The data gathering exercise was begun with a survey present analysis. Sample of
120employees of INTALIA KNIT WEAR PRIVATA LIMITED were investigated to assess the
suitability of the questionnaire design. Based on the response entertained by them an analysis of
the same questionnaire was found to be suitable for the study.
Population And Sample Size
The first step in developing any sample is to clearly define the Universe (set of objects) to be
studied. The Universe in the present study is restricted to the total number of 600 employees in
INTALIA KNIT WEAR PRIVATE LIMITED In order to make sample representative of the
population, it has been decided to collect information from a sample size of 120 employees.
Statistical Tools For Analysis
To analyse and interpret collected data the following statistical tools were used,
 Percentage method
 Chi-square test
 Correlation
Percentage Method
The percentage is used for making comparison between two or more series of data. It is used
to classify the opinion of the respondents for different factors. It is calculated as:

Percentage of respondent = No. of respondents favorable

X100
Total No. of respondents
Chi Square Test:
A family of probability distribution differentiated by this degree of freedom is used to test a
number of different hypothesis about variances, proportions, and distributional goodness of fit
Chi square test (x)² = (O-E)²
E
Degree of freedom = (R-1) (C-1)
Where in,
O = Refers to the observed frequency
E = Refers to the expected frequency
R = Refers to the numbers of rows
C = Refers to the number of columns
Correlation:
Correlation is a statistical measure that indicates the extent to which two or more variables
fluctuate together. A positive correlation indicates the extent to which those variables increase or
decrease in parallel; a negative correlation indicates the extent to which one variable increases as
the other decreases.
One of the most commonly used formulas in stats in Pearson’s correlation coefficient
formula. In fact, if you’re taking a basic stats class, this is the one you’ll probably use:
n(∑xy) – (∑x)(∑y)
r =

√[n¿∑ x 2−(∑ x)²][n ∑ y 2−(∑ y )²]¿

 CHAPTER - IV
DATA ANALYSIS AND INTERPRETATION
PERCENTAGE ANALYSIS

Table. No.5.1 Gender of the Employees

S.No Particular No. Of. Respondents Percentage

1 Male 50 42

2 Female 70 58

TOTAL 120 100

Chart. No.5.1 Gender of the Employees

Gender

42% Male
Female

58%

Inference:

From the above table shows that 58% of the respondents are female
 and 42% if the respondents are male.

Table. No.5.2 Age group of the Employees

S.No Particulars No.Of Respondents Percentage

1 18 - 25 Years 30 25

2 26 - 35 Years 40 34

3 36 - 45 Years 30 25

4 46 - 55 Years 10 8
5 Above 55 10 8
Total 120 100

Chart. No.5.2 Age group of the Employees

Age Group
8%

8% 25%
18 - 25 years
26 - 35 years
36 - 45 years
46 - 55 years
above 55
25%

33%

Inference:
 From the above table shows that 34% of the respondents are in the group 26-
35yrs. 25% of the respondents are in the group 18-25 yrs. 25% of the respondents
are in the age group 36-55yrs. 8% of the respondents are in the age group 8%of
the respondents are in the age group above 55yrs of the age group.

Table. No.5.3Educational background of the Employees

S.No Particular No. Of. Respondents Percentage

1 SSLC 35 25

2 HSL 30 34

3 UG Degree 20 25

4 PG Degree 20 8

5 Others 15 8

Total 120 100

Chart. No.5.3Educational background of the Employees

Educational background
40
35
No. of Respondents

30
25
20
15
10
5
0
SSLC HSL UG Degree PG Degree Others

Educational background

Inference
From the above table shows that 34% of the respondents HSL 25% of the
respondents are SSLC, 25% of the respondents are under graduate, 8% of the
respondents are post graduate, 8% of the respondents are other educational
background.

Table. No.5.4Department of the Employees

S.No Particulars No. Of Respondents Percentage

1 Production Department 30 25

2 Purchase Department 20 17

3 Finance Department 20 17

4 Stitching Department 50 41
Total 120 100

Chart. No.5.4Department of the Employees

Department
60

50
No.of Respondents

40

30

20

10

0
production purchase department finance department stitching department
department

department
Inference

From the above table shows that 41% of the respondents stitching depart, 25% of the
respondents are production, 17 % of the respondents are purchase ,17% of the
respondents are finance department.

Table. No.5.5 Marital status of the Employees

S.No Particular No.Of.Respondents Percentage

1 Yes 80 67

2 No 40 33

Total 120 100

Chart. No.5.5 Marital status of the Employees

Marital status
90
80
No. of Respondents

70
60
50
40
30
20
10
0
yes No

Marital status

Inference

From the above table shows that 67% of the respondents are married and 33% of the
respondents are unmarried are marital status.
 Table. No.5.6 Monthly Income of the Employees

S.No Particulars No.Of Respondents Percentage

1 1000 -2000 0 0

2 2000 - 3000 5 4
3 3000 - 4000 10 8

4 4000 And Above 105 88

Total 120 100

Chart. No.5.6 Monthly Income of the Employees

Income
120

100
No. of Respondents

80

60

40

20

0
1000 -2000 2000 - 3000 3000 - 4000 4000 and above

Income

Inference

From the above table shows that 88% of the respondents above 4000, 8% of the
respondents are the 3000 - 4000, 4% of the respondent are the 2000 – 3000 , 0% of
the respondents are 1000 – 2000 are monthly income.

Table. No.5.7Working Hours of the Employees

S.No Particular No. Of. Respondents Percentage

1 Less Than 6 Hours 15 12
2 6-8 Hours 15 12
3 8 -10 Hours 50 43
4 10 - 12 Hours 30 25
5 More Than 12 Hours 10 8
Total 120 100

Chart. No.5.7Working Hours of the Employees

working hours
60

50
No. of Respondents

40

30

20

10

0
Less than 6 hours 6-8 hours 8 -10 hours 10 - 12 hours More than 12
hours

working hours

Inference

From the above table shows that 43% of the respondents above 8-10 hours, 25 % of
the respondents are the 10-12 hours, 12% of the respondent are the 6-8 hours , 12% of
the respondents are less than 6 hours are 8% of the respondents are more than 12
hours working hours monthly .

Table. No.5.8Weekly Normally Work Days of the Employees

S.No Particulars No.Of Respondents Percentage

1 Less Than 5 Days 10 8

2 5 Days 30 26

3 6 Days 40 33

4 7 Days 40 33

Total 120 100

Chart . No.5.8 Weekly Normally Work Days of the Employees

 week normally work
No. of Respondents 45
40
35
30
25
20
15
10
5
0
Less than 5 days 5 days 6 days 7 days

week normally work

Inference

From the above table shows that 43% of the respondents above 8-10 hours, 25 % of
the respondents are the 10-12 hours, 12% of the respondent are the 6-8 hours , 12% of
the respondents are less than 6 hours are 8% of the respondents are more than 12
hours working hours monthly .

Table. No.5.9 Nature of Work

S.No Particulars No. Of Respondents Percentage

1 General Shift/ Day Shift 40 33

2 Night Shift 20 17

3 Alternative 30 25

4 Rotations Shift 30 25
Total 120 100

Table.No.5.9 Nature of Work

 Nature of work
45
40
No. of Respondents
35
30
25
20
15
10
5
0
General shift/ day shift Night shift Alternative Rotation shift

Nature of work

Inference

From the above table shows that 33% of the respondents aregeneral shift 25 % of the
respondents are the alternative , 25% of the respondent are the rotation shift , 17% of
the respondents are night shift nature of work.

Table. No.5.10Salary and Health

S.No Particular No.Of.Respondents Percentage

1 Yes 100 83

2 No 20 17

Total 120 100

Chart . No.5.10Salary and Health

 Safety and health
120

100
No. of Respondents

80

60

40

20

0
yes No

safety and health

Inference

From the above table shows that 83% of the respondents are yes, 17% of the
respondents are No safety and health.

Table. No.5.11Overtime & salary

S.No Particulars No. Of Respondents Percentage

1 1 Hours 15 13

2 2 Hours 20 17

3 3 Hours 35 29

4 More Than 3 Hours 50 41

Total 120 100

Chart. No.5.11Overtime & salary

 overtime & salary
60

50
No.of Respondents

40

30

20

10

0
1 hours 2 hours 3 hours More than 3 hours

overtime & salary

Inference

From the above table shows that 41% of the respondents more than 3 hours, 29% of
the respondents are the 3 hours , 17% of the respondent are the 2hours , 13% of the
respondents are less than 1 hours overtime & salary .

Table. No.5.12Working Hours of the Employees

No. Of.
S.No Particular Respondents Percentage
1 Highly Satisfied 0 0
2 Satisfied 50 42
Neither Agree Or
3 Disagree 55 46
4 Dissatisfied 5 4
5 Strongly Disagree 10 8
Total 120 100
Chart . No.5.12Working Hours of the Employees

working hours
60

50
No. of Respondents

40

30

20

10

0
Highly satisfied satisfied Neither agree or dissatisfied strongly disagree
disagree

working hours

Inference

From the above table shows that 46% of the respondents are neither agree (or)
disagree 42% of the respondents are satisfied, 8% of the respondents are strongly
disagree, 4% of the respondents are disagree , 0% of the respondents are highly agree
working hours.

Table. No.5.13Co-Operative Work of the Employees

S.No Particulars No.Of Respondents Percentage

1 Excellent 40 33

2 Good 50 42

3 Normal 30 25

4 Bad 0 0

Total 120 100

Chart .No.5.13 Co-Operative Work of the Employees

co - operative work
60

50
No. of Respondents

40

30

20

10

0
excellent good normal bad

co-operative work

Inference

From the above table shows that 42% of the respondents are good, 33% of the
respondents are the excellent, 25% of the respondent are Normal , 0% of the
respondents are the bad co operative work.

Table. No.5.14Empowered decision of the Employees

No.Of.Respondent
S.No Particular s Percentage
1 Yes 80 67
2 No 40 33
Total 120 100

Chart . No.5.14Empowered decision of the Employees

 Empowered decision
90
80
No.of Respondents

70
60
50
40
30
20
10
0
yes No

Empowered decision

Inference

From the above table shows that 67% of the respondents are yes, 33% of the
respondents are No empowered decision.

Table. No.5.15 Comments & Suggestion of the Employees

S.No Particular No.Of.Respondents Percentage

1 Yes 60 50

2 No 60 50
 Total 120 100

Chart. No.5.15Comments & Suggestion of the Employees

comments & suggestion

No. of Respondents

yes No

comments & suggestion

Inference

From the above table shows that 60% of the respondents are yes, 60% of the
respondents are No comments & suggestions of the employees.

Table.No.5.16 Promotionsof the Employees

S.No Particular No.Of. Respondents Percentage

1 Highly Satisfied 25 21
2 Satisfied 55 46
3 Neither Agree Or 20 17
 Disagree
4 Dissatisfied 10 8
5 Strongly Disagree 10 8
Total 120 100

Chart. No.5.16 Promotions of the Employees

Promotions
60

50
No. of Respondents

40

30

20

10

0
Highly satisfied satisfied Neither agree or dissatisfied strongly disagree
disgree

Promotions

Inference

From the above table shows that 46% of the respondents are satisfied 21% of the
respondents are highly satisfied, 17% of the respondents are neither agree or
disagree, 8% of the respondents are dissatisfied , 8% of the respondents are strongly
disagree promotions.

Table. No.5.17Facing Problems of the Employees

S.No Particular No.Of.Respondents Percentage

1 Always 40 34
2 Frequently 50 42
3 Sometimes 15 12
4 Rarely 10 8
5 Never 5 4
Total 120 100

Chart. No.5.17Facing Problems of the Employees

Facing problems
60

50
No.of Respondents

40

30

20

10

0
Always frequently sometimes Rarely Never

Facing problems

Inference

From the above table shows that 42% of the respondents are the frequently, 34% of
the respondents are the always, 12% of the respondent are the sometimes, 8% of the
respondents are the rarely , 4% of the respondents are the never facing problems.

Table No. 5.18 Place I Work, I am Treated

S.No Particular No. Of. Respondents Percentage

1 Strongly Agree 15 12
2 Agree 60 50
3 Neither Agree Or Disagree 30 26
4 Disagree 10 8
5 Strongly Disagree 5 4
Total 120 100

Chart .No. 5.18 Place I Work, I am Treated

 Place I Work
70
60
No.of Respondents

50
40
30
20
10
0
strongly agree agree Neither agree or disagree strongly disagree
disagree

Place I Work

Inference

From the above table shows that 50 % of the respondents agree, 26 % of the
respondents are the neither agree or disagree, 12% of the respondent are the strongly
agree, 8% of the respondents are the disagree, 4% of the respondents are the strongly
agree place I work, I am Treated.

Table.No.5.19well and property

S.No Particular No.Of.Respondents Percentage

1 Highly Satisfied 15 12
2 Satisfied 60 50
Neither Agree Or
3 Disagree 30 26
4 Dissatisfied 10 8
5 Strongly Disagree 5 4
Total 120 100
Chart. No.5.19well and property

well and property

70

60
No. of Respondents

50

40

30

20

10

0
Highly satisfied satisfied Neither agree or dissatisfied strongly disagree
disgree

well and property

Inference

From the above table shows that 50 % of the respondents satisfied, 26% of the
respondents are the neither agree or disagree, 12% of the respondent are the highly
satisfied, 8% of the respondents are the dissatisfied, 4% of the respondents are the
strongly disagree well and property.

Table.No.5.20 Training Programs of the Employees

S.No Particular No.Of.Respondents Percentage

1 Yes 90 76

2 No 30 24

Total 120 100

Chart. No.5.20 Training Programs of the Employees

 Training Programs
100
90
80
No. of Respondents

70
60
50
40
30
20
10
0
yes No

Training programs

Inference

From the above table shows that 76% of the respondents are yes, 24% of the
respondents are No training programs of the employees.

Table. No.5.21opportunities of the Employees

S.No Particular No.Of.Respondents Percentage

1 Highly Satisfied 30 25
2 Satisfied 60 50
Neither Agree Or
3 Disagree 25 21
4 Dissatisfied 3 2
5 Strongly Disagree 2 2
Total 120 100
 Chart. No.5.21opportunities of the Employees

opportunities
70

60
No. of Respondents

50

40

30

20

10

0
Highly satisfied satisfied Neither agree or dissatisfied strongly disagree
disgree

opportunities

Inference

From the above table shows that 50% of the respondents satisfied, 25 % of the
respondents are the highly satisfied, 21% of the respondent are the neither agree, 2%
of the respondents are the dissatisfied, 2% of the respondents are the opportunities.

Table. No.5.22Medical & First aid of the Employees

S.No Particulars No. Of Respondents Percentage

1 Excellent 20 17

2 Good 60 50

3 Normal 40 33

4 Bad 0 0
Total 120 100

Chart. No.5.22Medical & First aid of the Employees

 Medical / Firstaid
70

60
No. of Respondents

50

40

30

20

10

0
excellent good normal bad

Medical / Firstaid

Inference

From the above table shows that 50% of the respondents are good, 33% of the
respondents are the excellent, 17% of the respondent are Normal , 0% of the
respondents are the bad medical & first aid.

Table.No.5.23Job Performing of the Employees

S.No Particular No.Of.Respondents Percentage

1 Highly Satisfied 15 12

2 Satisfied 80 68

3 Dissatisfied 15 12

4 Highly Dissatisfied 10 8

Total 120 100

Table. No.5.23Job Performing of the Employees

Job Performing
90
80
No. of Respondents

70
60
50
40
30
20
10
0
Highly satisfied satisfied dissatisfied Highly dissatisfied

Job Performing

Inference

From the above table shows that 68% of the respondents satisfied, 12% of the
respondents are the highly satisfied, 12% of the respondent arethe dissatisfied, 8% of
the respondents are the highly dissatisfied job performing.

Table. No.5.24Responsibilities & Authority of the Employees

S.No Particular No.Of.Respondents Percentage

1 Yes 80 67

2 No 40 33

Total 120 100

Chart. No.5.24Responsibilities & Authority of the Employees

 Responsibility and authority
90
80
No. of Respondents

70
60
50
40
30
20
10
0
yes No

Responsibility and authority

Inference

From the above table shows that 67% of the respondents are yes, 33% of the
respondents are No responsibility and authority.

Table. No.5.25 Working Environment of the Employees

S.No Particular No.Of.Respondents Percentage

1 Highly Satisfied 5 4
2 Satisfied 85 71
Neither Agree Or
3 Disagree 20 17
4 Dissatisfied 5 4
5 Strongly Disagree 5 4
Total 120 100

Chart. No.5.25 Working Environment of the Employees

 working environment
90
80
70
No. of Respondents

60
50
40
30
20
10
0
Highly satisfied satisfied Neither agree or dissatisfied strongly disagree
disgree

working environment

Inference

From the above table shows that 71% of the respondents satisfied, neither agree or
disagree 4 % of the respondents are the highly satisfied, 4% of the respondent are the
dissatisfied, 4% of the respondents are the strongly dissatisfied working environment.

Table. No.5.26Management Activities of the Employees

S.No Particular No.Of.Respondents Percentage

1 Yes 75 63

2 No 45 38

Total 120 100

Chart. No.5.26Management Activities of the Employees

 Management activities
80
70
No. of Respondents

60
50
40
30
20
10
0
yes No

Management activities

Inference

From the above table shows that 63% of the respondents are yes, 38 % of the
respondents are No management activities.

Table. No.5.27Leave Facilities of the Employees

S.No Particular No.Of.Respondents Percentage

1 Highly Satisfied 5 4
2 Satisfied 90 76
Neither Agree Or
3 Disagree 17 14
4 Dissatisfied 5 4
5 Strongly Disagree 3 2
Total 120 100

Chart.No.5.27Leave Facilities of the Employees

 Leave facilities
100
90
80
No.of Respondents

70
60
50
40
30
20
10
0
Highly satisfied satisfied Neither agree or dissatisfied strongly disagree
disagree

Leave facilities

Inference

From the above table shows that 76% of the respondents satisfied, 14% of the
respondents are the Neither agree or disagree, 4% of the respondent are the highly
satisfied , 4% of the respondents are the dissatisfied, 2% of the respondents are the
strongly disagree leave facilities.

Table.No.5.28 Yoga Meditation of the Employees.

No. Of.
S.No Particular Respondents Percentage

1 Yes 60 50

2 No 60 50

Total 120 100

Chart. No.5.28 Yoga Meditation of the Employees

 yoga meditation
70

60
No. of Respondents

50

40

30

20

10

0
yes No

yoga medition

Inference

From the above table shows that 60% of the respondents are yes, 60% of the
respondents are No yoga meditation.

ANALYSIS USING KARL PEARSON’S CORRELATION

Correlation analysis is the statistical tool used to measure the degree to which
two variables are linearly related to each other. Correlation measures the degree of
association between two variables.

Null hypothesis (Ho):

There is no relationship between the employee retention and safety and health
level.
Alternate hypothesis(H1):
There is relationship between the employee retention and safety and health
level.
Correlations
 age safetyandhe
alth
Pearson
1 .785**
Age Correlation
Sig. (2-tailed) .000
N 120 120
Pearson
safetyandhea Correlation .785** 1

lth Sig. (2-tailed) .000

N 120 120
**. Correlation is significant at the 0.01 level (2-tailed).

Inference:
Since the significant value is greater then 785>.1 hence there is no relationship
between the employee retention and safety and health level.

Correlations
education Promotions
al
Pearson
education Correlation 1 .913**

al Sig. (2-tailed) .000

N 120 120
Pearson
.913** 1
Promotion Correlation
Sig. (2-tailed) .000
N 120 120
**. Correlation is significant at the 0.01 level (2-tailed).

Hence, the alternate hypothesis [H1] is accepted

Inference:
 Since the significant value is greater than. 913>1 hence there is a relationship
between the employee retention and promotions level.

Regression

Regression analysis is the variables entered / removed measure the degree to

which two variables are linearly related to each other. Regression measure the
degree of association between two variables.

Null hypothesis (H0):

Employee retention not because of dependent variables.
Alternate hypothesis(H1):
Employee retention not because of dependent variables.

Variables Entered/Removeda
Mode Variables Variables Method
l Entered Removed
safetyandhe
1 . Enter
althb
a. Dependent Variable: age
b. All requested variables entered.

Model Summary
Mode R R Adjusted R Std. Error of
l Square Square the Estimate
a
1 .785 .616 .613 .742
a. Predictors: (Constant), safetyandhealth
 ANOVAa
Model Sum of df Mean F Sig.
Squares Square
Regressio
104.167 1 104.167 189.103 .000b
1 n
Residual 65.000 118 .551
Total 169.167 119
a. Dependent Variable: age
b. Predictors: (Constant), safetyandhealth

Coefficientsa
Model Unstandardized Standardize t Sig.
Coefficients d
Coefficients
B Std. Error Beta
(Constant) -.500 .223 -2.246 .027
1 safetyandhea
2.500 .182 .785 13.751 .000
lth
a. Dependent Variable: age

Hence, the null hypothesis [H0] is rejected

Inference:

Since the significant value is lesser than 0.01, we reject the null hypothesis and
hence there is employees retention due to dependent variable.

Null hypothesis (H0):

Employee retention not because of dependent variables.

Alternate hypothesis (H1):

Employee retention not because of dependent variables.

Variables Entered/Removeda
Mod Variables Variables Method
el Entered Removed
b
1 promotions . Enter
a. Dependent Variable: educational
b. All requested variables entered.

Model Summary
Mode R R Adjusted R Std. Error of
l Square Square the Estimate
a
1 .913 .833 .832 .569
a. Predictors: (Constant), promotions

ANOVAa
Model Sum of df Mean F Sig.
Squares Square
Regressio
190.919 1 190.919 589.014 .000b
1 n
Residual 38.248 118 .324
Total 229.167 119
a. Dependent Variable: educational
b. Predictors: (Constant), promotions

Coefficientsa
Model Unstandardized Standardize t Sig.
Coefficients d
Coefficients
B Std. Error Beta
1 (Constant -.026 .119 -.221 .826
)
 promotion
1.099 .045 .913 24.270 .000
s
a. Dependent Variable: educational
Hence, the null hypothesis (H0) is rejected.

Inference:

Since the significant value is lesser than 913>.221, we accept the null
hypothesis and hence there is employee retention due to dependent variable.

CHAPTER VI

FINDINGS

It has been found that,

 58% of the respondents are of the Gender.

 34% of the respondents are in the age group 26-35 yrs
 29% of the respondents are educational background.
 41% of the respondents are the department
  67% of the respondents having other married.
 88% of the respondents are 4000 – and above in income.
 33% of the respondents are normally work week are days.6 days.
 33% of the respondents are nature of the work general shift /day shift.
 83% of the respondents are yes safety and health.
 41% of the respondents are overtime extra salary more than 3 hours.
 46% of the respondents are working hours neither agree.
 42% of the respondents are good co-work are co-operative work.
 67% of the respondents are yes empowered decision.
 50% of the respondents are yes comments & suggestion.
 46% of the respondents are agreeto the promotions.
 42% of the respondents are frequently facing problems.
 50% of the respondents are agree place I work , I am treated.
 46% of the respondents are agree to well and property.
 76% of the respondents are yes training programs.
 50% of the respondents areagree opportunities.
 50% of the respondents are good medical /first aid.
 68% of the respondents are satisfied job performing.
 67% of the respondents are yes responsibility and authority .
 71% of the respondents are agree towards working environment.
 63% of the respondents are yes management activities
 76% of the respondents are agree towards leave facilities
 50% of the respondents are yoga meditation yoga.

SUGGESTIONS

 Open heart meeting may be conducted once in a quarter only for executives
and staff. Monthly business review meetings to share their opinions, ideas and
feelings with the higher authorities for their need and improvement may be
conducted.
 Sometimes the employees cannot speak to their higher authorities directly. So
the company should be able to pass the information through some other means
to solve the problems.
  The company may conduct exit interview before when an employee resigns
the job.
 The HRD may conduct an employee opinion survey and find our the strengths
and weakness of employees. The company can conduct work related
counseling program for workers who have poor work performance.
 The company can follow an yearly performance appraisal and development
system so that the employees perform well and the management can provide a
good career ahead for the employees.
 Employees should be friendly treated by which their interest in job will
increase and maintain a good relationship personally and professionally.
 It is suggested that the management can consider the employees suggestion
very genuinely. The general discrimination may create a bad relationship
between workers and management so the company should avoid
discrimination.

CONCLUSION

The main objectives of this project to study on employee retention adopted by

INTALIA KNIT WEAR PRIVATE LIMITED IN MADURAI - District.

It’s clear that having proper retention is key in order to retain employees. In order
to forest an environment that motivated and stimulates employees, managers need to
incorporate motivation- building practices into their corporate culture. These practices
include listening to employees and respecting their opinions, basing rewards on
performance and being available to them for everything from listening to their ideas
and concerns to assisting them their career advancement.

Employees need to feel valued and appreciated , be feel valued and appreciated,
be given feedback, provided with growth opportunities, be given work life balance
options, and have trust and confidence in their leaders. All of these retention strategies
are beneficial when an employer wants to keep employees within an organization and
keep costs of turnover low.

BIBLIOGRAPHY

Reference books:

Kothari.c.r,(2004), Research Methodology methods and

Techniques, New Age international, Secondary Edition, pp.197-215.

Ganesan, P.V. Samuel Rajeskumar and V. Saravanan

(2002).”Determints of Employee Relations Climate in public sector
Undertaking,” Management and Labour Studies, pp.275-283.

Taylor Stephen, (2002), The employee retention Handbook, The

Cromwell press, London, pp.85-92.

Panneer Selvam. R. (2014), Research Methodology, Asoke k.

Ghosh, PHI learning private limited, Haryana, pp.366-376.
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