Professional Documents
Culture Documents
Sundaramoorthy TVS
Sundaramoorthy TVS
Sundaramoorthy TVS
Submitted by
SUNDARAMOORTHY .M
C1P10028
January 2023
P. ANITHA,
Assistant Professor,
Department of Management Studies,
Madurai Kamaraj University, Madurai –
625 021.
CERTIFICATE
DECLARATION
Place: Madurai
Date: SUNDARAMOORTHY .M
ACKNOWLEDGEMENT
I Express our sincere thanks and deep sense of gratitude to our MADURAI KAMARAJ
UNIVERSITY , MADURAI, to provide necessary and essential facilities to do this project report.
My respectful thanks are due director Dr. K. CHANDRASEKARAN, Ph.D., Director and head of
the department of management studies, Madurai Kamaraj university, Madurai, for having given me admission
to the MBA Degree course and for his advice and encouragement in my research work.
First I owe a deep sense of gratitude to my esteemed guide P.ANITHA, Assistant professor
Department of management studies, Madurai Kamaraj university, Madurai who has been a great source of
help and guidance to me. I have learned a lot from him. Without his valuable suggestions, constructive
comments, learned guidance and encouragement this work would not have been completed.
I convey my heartiest thanks to “TV SUNDARAM IYENGAR & SONS PVT LTD, MADURAI”
who kindly granted permission to do this project report in his esteemed organization.
Finally, I am very thankful to the company staffs and my friends who have Helped me in collecting
the data and made this study fruitful. I thank all others who have helped directly or indirectly to make this
project possible.
.
SUNDARAMOORTHY .M
TABLE OF CONTENTS
ABSTRACT VI
LIST OF TABLES IX
LIST OF CHARTS X
I INTRODUCTION 1
II REVIEW OF LITERATURE 15
APPENDICES
BIBLIOGRAPHY 66
68
QUESTIONNARIES
LIST OF TABLES
TABLE PAGE
NO PARTICULARS NO
4.1 Distribution of respondents Based on Gender 20
4.2 Distribution of respondents Based on Age 21
4.3 Distribution of respondents Based on Education 22
4.4 Distribution of respondents Based on Designation 23
4.5 Distribution of respondents Based on Previous work experience in 24
years
4.6 Distribution of respondents Based on Total No.of.years working in the 25
Organization
4.7 Distribution of respondents Based on Marital Status 26
4.8 Distribution of respondents Based on Family type 27
4.9 Distribution of respondents Based on Financial Role 28
4.10 Distribution of respondents Based on Parental Status 29
4.11 Representing T-Test between self Transcendence and year of birth 30
4.12 Representing T-Test between self Enhancement and year of birth 32
4.13 Representing T-Test between Conservation and year of birth 34
4.14 Representing T-Test between Security and year of birth 36
4.15 Representing T-Test between Openness to change and year of birth 38
4.16 Representing T-Test between Hedonism and year of birth 40
4.17 Representing T-Test between Turnover Intention and year of birth 42
4.18 Representing T-Test between Salary and Year of Birth 44
4.19 Representing T-Test between Retirement Benefits and year of birth 46
4.20 Representing T-Test between Career Development and year of birth 48
4.21 Representing T-Test between Working condition and year of birth 50
4.22 Representing T-Test between Supervision Management and year of 52
birth
4.23 Representing T-Test between Recognition and year of birth 53
4.24 Representing T-Test between Job Security and year of birth 54
4.25 Representing T-Test between Loyalty towards company and year of 55
birth
LIST OF CHARTS
TABLE PAGE
NO PARTICULARS NO
4.1 Distribution of respondents Based on Gender 20
4.2 Distribution of respondents Based on Age 21
4.3 Distribution of respondents Based on Education 22
4.4 Distribution of respondents Based on Designation 23
4.5 Distribution of respondents Based on Previous work experience in 24
years
4.6 Distribution of respondents Based on Total No.of.years working in the 25
Organization
4.7 Distribution of respondents Based on Marital Status 26
4.8 Distribution of respondents Based on Family type 27
4.9 Distribution of respondents Based on Financial Role 28
4.10 Distribution of respondents Based on Parental Status 29
4.11 Representing T-Test between self Transcendence and year of birth 30
4.12 Representing T-Test between self Enhancement and year of birth 32
4.13 Representing T-Test between Conservation and year of birth 34
4.14 Representing T-Test between Security and year of birth 36
4.15 Representing T-Test between Openness to change and year of birth 38
4.16 Representing T-Test between Hedonism and year of birth 40
4.17 Representing T-Test between Turnover Intention and year of birth 42
4.18 Representing T-Test between Salary and Year of Birth 44
4.19 Representing T-Test between Retirement Benefits and year of birth 46
4.20 Representing T-Test between Career Development and year of birth 48
4.21 Representing T-Test between Working condition and year of birth 50
4.22 Representing T-Test between Supervision Management and year of 52
birth
4.23 Representing T-Test between Recognition and year of birth 53
4.24 Representing T-Test between Job Security and year of birth 54
4.25 Representing T-Test between Loyalty towards company and year of 55
birth
CHAPTER-I
INTRODUCTION
CHAPTER-I
INTRODUCTION
A new generation of employees are entering the workplace broadly known by the name GEN
Y or Millennial and retention is considered as one of the major problems in industries. Gen Y
employees are more likely to work with the Gen X employees, and the managers have to end
up dealing with the possible generational differences on their work attitudes. Maintaining a
balance between the two generations and knowing their characteristics will enable the
employees and employers of the organization get satisfied in their job and perform better in
terms of their physical and mental wellbeing which helps the company to maintain workforce
stability. Workplace attitude is an important tool in creating a harmonious workplace. The
purpose of this study is to analyse the factors that influence the attitude of the employers in
the work place in respective of their generation. The research framework for the intention to
leave is framed as follows.
WORK VALUES
Work values are global aspects of work that are important to a person’s job
satisfaction. The work values are sorter is an assessment of the values of a person considers
important in a work setting. Work has no inherent meaning but, rather, individuals impute
such meanings is to specify the range of gravitations that are available from work in an
industrial society and to assess the degree to which particular individuals value each of these
dimensions.
Work values enhances work performance and attitude among employees. According
to wrong, work values can be defined as what employees consider of being “right” and what
attitudes are considered to be appropriate. There are some personality traits that influences
work related values. Ambition, Social, Optimism, Variety, Motivation, Work life balance,
Flexibility are some dimensions which influences the employees in the work place. It can be
assumed that people will be motivated by the activities and outcome they value. Work values
shape the employees perception and preferences in the organization and it changes the
employee’s attitudes and behaviour. There are two main distinctions in work values between
extrinsic and intrinsic work values. There are other values such as leisure values, Social
1
values and altruistic values that employee’s desire and values which motivates them in the
workplace.
TURNOVER INTENTION
GENERATION X
Generation X refers to the group of people born between the years of 1964-1979
following the traditionalist in India context. This generation came during the boom of
technology and had doubts regarding the sustainability of growth. The Gen X ers have a
greater sense of duty. They are conscious of job satisfaction and likes to work in areas where
they feel contentment and some longs for work flexibility to achieve a greater work life
balance. They think and treat work as a challenges and they run behind it to meet the
challenge. According to some popular opinion the Gen Xers follow some of the
characteristics. They are easily adaptable and do not complaint on little things. They are
techno-literate and creative. They follow rules and create new things in works. They are the
people who do multi-tasking and are aggressive in driving growth. They lead their life with
ease and they values self-reliance, and these qualities of them are leveraged for organizational
success. They are entrepreneurial generation and many are successful in their business. Some
who chose to be employed held greater ownership and autonomy over their work. These
environmentally conscious people posses many qualities that are utilized in the growth
directory and hardly social and collaborative. These behaviours and their opinions of them
should Gen X is recognized as slacker generation, and X’ers always complain that this
2
younger generation are not committed to job and they work only on the committed hours and
little more. There is a perceived decline in the work ethics which is considered to be the
major reason for generational conflict in the work place. Boomers are considered to be the
workaholics and Generation X are considered to be the most hardworking generation when
compared to the upcoming younger generation.
GENERATION Y
Indian Gen Y employees needed their roles and Designation to be clearly explained to
enhance their identity. Peer pressure and ambition in the work and workplace makes them
prove who they are in their way to growth in the workplace. Ethics and moral values with
independent view points and less social pressure determining the way of understanding
things becomes very important for organization. The joint family system is replaced by
nuclear families and the extended families are now missing the elder mentors for an
organized family and long run of the organizations with lesser conflicts and better
understanding. Organizations should understand the potential to be raised in them for its long
run. Millennial are with higher potential and are different, they come with extra exposure and
confidence, which needs to be leveraged and developed by the organization, making good use
of the them by building managerial capability.
3
INDUSTRY PROFILE
AUTOMOBILE INDUSTRY
Starting in the late 1700’s, European engineers began tinkering with motor powered
vehicles. Steam, combustion, and electrical motors had all been attempted by the mid 1800’s.
By the 1900’s, it was uncertain which type of engine would power the automobile. At first,
the electric car was the most popular, but at the time a battery did not exist that would allow a
car to move with much speed or over a long distance.
The first automobile produced for the masses in the US was the three-horsepower,
curved-dash oldsmobile;425 of them were sold in 1901 and 5,000 in 1904—this model is still
prized by collectors. The firm prospered, and it was noted by others, and, from 1904 to 1908,
241 automobile-manufacturing firms went into business in the united states. One of these was
the ford motor company which was organized in June 1903, and sold its first car on the
following July 23.
At the beginning of the century the automobile entered the transportation market as a
toy for the rich. As a result, in the North America and Europe the automobile became cheaper
and more accessible to the middle class. This was facilitated by Henry Ford who did two
important things. First he priced his car to be as affordable as possible and second, he paid his
workers enough to be able to purchase the cars they were manufacturing.
RANK WISE LARGEST AUTOMOBILE MANUFACTURES IN INDIA
BY SALES
Maruthi Suzuki
Hyundai
Tata Motors
Mahindra
Honda Ford
With a scintillating 2.3 million units produced in 2008 the Indian automobile industry
bagged the position of being the ninth largest in the world. Following economic
liberalization, Indian domestic automobile companies like Tata Motors Maruti Suzuki and
Mahindra and Mahindra expanded their production and export operations in and across the
country and since then the industry has only shown signs of growth. The automobile industry
comprises of heavy vehicles(trucks, buses, tempos, tractors, passenger cars, and two-
wheelers).
The Indian automobile industry seems to come a long way since the first car that was
manufactured in Mumbai in 1989. The automobile sector today is one of the key sectors of
the country contributing majorly to the economy of India. It directly and indirectly provides
employment to over 10 million people in the country. The Indian automobile industry has a
well-established name globally being the second largest two wheeler market in the world,
fourth largest commercial vehicle market in the world, and eleventh largest passenger car
market in the world and expected to become the third largest automobile market in the world
only behind USA and China.
The growth of the Indian middleclass along with the growth of the economy over the
last few years has resulted in a host of global auto giants setting their foot inside the Indian
Territory. Moreover India also provides trained manpower at competitive costs making the
country a manufacturing hub for many foreign automobile companies. India proves to be a
potential market as compared to most of the other countries which are witnessing stagnation
as far as automobile industry growth is concerned.
The Indian automobile industry proved to be in good shape last year even after the
economic downturn. This was majorly due to the fact of renewed interest shown by global
automobile players like Nissan Motors which consider India to be a potential market.
India is a very favourable market for small cars it can be production, sales or export.
Since the Indian automobiles industry is the largest manufacturer of small cars companies
like Hyundai and Nissan motors export about 2,40,000 and 2,50,000 annually. India emerged
as Asian’s fourth exporter of automobiles, behind Japan, South Korea and Thailand.
General motors
Ford India limited
Bajaj auto
Hero motors
Hindustan motors
Hyundai motors India limited
Royal Enfield motors
TVS motors
Swaraj Mazda limited
GENRE OF INDIAN AUTOMIBLE INDUSTRY
Two –wheelers which comprise of mopeds, scooters, motorcycles, and electric two-
wheelers
Multivehicles
Three Passenger utilitywhich include passenger cars, utilityPassenger
Commercial car
vehicles and Two wheelers
multi-purpose
vehicles
wheeler vehicles vehicles
Commercial vehicles that are light and medium-heavy vehicles
Three vehicles that are passenger carriers and goods carriers. Motor
cycles
The automobile industry is one of the key drivers that boost the economic growth of
the country. Since the de-licensing of the sector in 1991 and the subsequent opening up of
Passenger Goods Mini Small Medium Luxury
100 percentage
carrier FDI through
carriersautomatic route, Indian automobile
cars sector has coma a long way.
cars
vans cars
Today, almost every global auto major has setup facilities in the country.
As per the data published by Department of Industrial policy and Promotion (DIPP),
ministry of commerce, Government of India, the cumulative FDI inflows into the Indian
automobile industry during April 2015 to October 2018 was noted to be US$9,079 million,
which amounted to 4% of the total F00DI inflows in terms of US $. The production of
compact superbikes is also expected to take place in India. The country has a mass production
base of 16 million two-wheelers and the several global as well as Indian bike makers are
looking forward to use it as an advantage in order to roll out sports bikes in the 250cc
capacity.
The world standing for the Indian automobile sector, as per the Confederation of the
Indian industry is as follows:
Except for the two-wheelers, all other segments in the industry have been weakening.
There is a negative impact on the automakers and dealers who offered high discounts in order
to push sales. To match the decline in demand, automakers have resorted to production cuts
and lay-offs, due to which capacity utilization for most automakers remains at a dismal level.
Despite the comprehensive market being under extreme burden, the luxury car market
has observed a robust double-digit hike during the year 2013-2014, as a result of rewarding
new launches at compelling lower price points. Further, with the measured increases in the
price of diesel, the overall market continues to shift towards petrol-fuelled cars. This has led
to the growth in sales of the ‘Mini’ segment of the PV market by of 5.5%.
LIST OF TOP 10 AUTOMOBILE COMPANIES IN INDIA
(FIGURES INCRORES)
RANK
Ltd.
Ltd.
STRENGTH:
OPPORTUNITIES:
If they are able to improve the fuel efficiency of scooty pep+, it will be golden
opportunity to take over the market.
Growing world demand for entry level motor cycles especially in emerging markets.
THREATS:
RENT COMPANY
TVS SundramIyengar and Sons is the parent and holding company of TVS Group.
TVS SundramIyengar and Sons Limited have the following three divisions.
TVS Motors company limited is one of the largest two wheeler manufacture in India.
It manufactures Motorcycles, Mopeds and Scooters.
TVS Electronic was incorporated in 1986 in collaboration with citizen watch Co. Of.
Japan. The company manufactures a complete range 0
Alex India was promoted by Sundram Finance, wheels India and Eaton Corporation
for the manufacture of Alex for medium and heavy duty commercial vehicles in India.
Brakes India is a joint venture between TV SundramIyengar and Sons Ltd and Luces
Industries place UK. The company manufactures braking equipment for automotive
application.
Harita Finance Ltd is a finance company under the TVS Group. It deals in retail
finance, hire purchase, leading and bill discounting.
TVS ETHICS:
TRUS
CUSTOMER
VALUES SERVICES
STRATERGIC BUSINESS UNITS
AL SBU
E-Comet SBU
4.Petroleum Products
PERSONNAL POLICIES:
This study was conducted in TVS & Sons, Madurai branch to analyze the relationship
of work values and turnover intention with Generational Differences of the employees. This
study will help to identity the expectations of different generation in the organization,
problems that arise due to generational gap, their characteristics, problems and the ways them
stay in harmony and retail them in organization.
The Turnover /attrition rate at TVS & Sons is about 8% the percentage of Gen Y
employees working for the organization is increasing. Hence the researcher wanted to
examine of this work values of different generation influenced the attrition rate among
employees.
The total population of TVS Group is 255 and the survey was conducted only with a
sample size of 100 in only one branch which is a constraint.
Since the study was based on a specific sample size, it might have suffered from
certain limitations.
Respondents may not have expressed their true feeling while responding to the
questionnaire, as they may not be open enough to express their feelings.
The time limit was considered as a major constrain and it was only 5 Months
CHAPTER-II
REVIEW OF LITERATURE
CHAPTER-II
REVIEW OF LITERATURE
Wallace (2006) in his study “Work commitment in the legal profession: A study of
baby boomers and Gen X’ers” Says that generally generation X’ers are children of
workaholics baby boomers, unlike their parents they are more concerned about work life
balance. They value more flexibility and freedom than their previous generation and they
value practical approaches like problem solving. Generation X’ers have less work
commitment than their previous generation named baby boomers while considering work
effort baby boomers were put more effort than Gen X’ers. Gen X’ers concerns ore about
intrinsic rewards than baby boomers. Generation X’ers are more tech savvy than baby
boomers unlike baby boomer’s generation X’ers not willing to have high work load they are
less loyal compared to their previous generation they are often referred as latch key children
unlike baby boomers they don’t want work for long work hours and they are less loyal
compared with baby boomers
Blace (2006) in his study “Gen Y: Who they are and how they learn” created a term
called digital native in order to refer the generation Y people. Unlike their previous
generatons they are highly dependent on technology. They grow up in the world of
dominating internet. Many of them are born after introduction of microcomputers. Since birth
millennials are surrounded by digital media. They feel comfortable in acquiring and using
technology tools and learning technology quickly with understanding of digital language.
Millennials are often seen as lacking in commitment and fearing intimacy.
CHAPTER-III
RESEARCH METHODOLOGY
CHAPTER-III
RESEARCH METHODOLOGY
RESEARCH DESIGN
The type of research design used in this research is descriptive research design.
Descriptive researches are mainly done when a researcher wants to gain better understanding
about the specific topic descriptive research is the explanation of the existing certain
phenomena.
SOURCES OF DATA
PRIMARY DATA
Primary data was collected from the respondents through a survey method. The
instrument used for the data collection is questionnaire method.
SECONDARY DATA
Secondary data was collected from websites, magazines and company profiles and
through company websites.
SAMPLING DESIGN
SAMPLE SIZE
From the population size of 256, the sample size taken as 100 is arrived by using
STRATIFIED RANDOM SAMPLING.
SAMPLING TECHNIQUE
The data collected from the respondents are then subjected to statistical analysis. The
tool used for this study is
T-Test
Chi Square Test
Two Way Annova
CHAPTER-IV
DATA ANALYSIS AND INTERPRETATION
CHAPTER IV
SIMPLE PERCENTAGE
Male 96 96.0
Female 4 4.0
INTERPRETATION
From the above table 96% of the respondents are male and 4% are female.
TABLE 4.2 Distributions of Respondents Based on Age
INTERPRETATION
From the above table 50% of respondents were born before 1980 ( Gen X ), 50% of
respondents were born after 1980 ( Gen Y).
TABLE 4.3 Distribution of Respondents Based on Education
Diploma/ITI 26 26.0
INTERPRETATION
From the above table 11% of respondents are major degree holders, 58% of
respondents are bachelor degree holders, 26% of respondents are diploma/ITI holders,5%
of respondents are coming under any other category.
TABLE 4.4 Distribution of Respondents Based on Designation
Workmen 26 26.0
Executive 59 59.0
Staff 14 14.0
INTERPRETATION
1-5 18 18.0
5-10 33 33.0
10-15 12 12.0
INTERPRETATION
From the table 18% of respondents are having 1-5 years work experience,33% of
respondents are having 5-10 years work experience,12% of respondents are having 10-15
years work experience37% of respondents are having more than 15 years work experience.
TABLE 4.6 Distribution of Respondents are Based on Year of Experience
in Current Organization
1-5 20 20.0
5-10 35 35.0
10-15 14 14.0
INTERPRETATION
From the above table 20% of respondents are having 1-5 years work experience in
current organization, 35% of respondents are having 5-10 years work experience in current
organization,14% of respondents are having 10-15 years work experience in current
organization, 31% of respondents are having more than 15 years work experience in current
organization.
TABLE 4.7 Distribution of Respondents Based o Marital Status
Single 16 16.0
Married 81 81.0
INTERPRETATION
From the above table 16% of respondents are single, 81 % of respondents are
married, 3% of respondents are divorced/separated.
TABLE 4.8 Distribution of Respondents Based on Family Type
INTERPRETATION
From the above table 10% of respondents are staying alone, 57% of respondents are
living in nuclear family, 33 % of respondents are living in joint family.
FIG 4.9 Distribution of Respondents Based on Financial Role
INTERPRETATION
From the above table 79% of respondents are only earning members in their
family,13% of respondents are supporting earning member in their family, 8% of respondents
families are not depend on their earning.
TABLE 4.10 Distribution of Respondents based on Parental Status
Children 71 71.0
No child 29 29.0
INTERPRETATION
From the above table 71% of respondents are having children, 21 % of respondents
are not having children.
SELF-TRANSCENDENCE
1.LEADERSHIP
TABLE 1
PARTICULAR FREQUENCY PERCENTAGE
Strongly Agree 45 45%
Agree 29 29%
Neutral 24 24%
Disagree 2 2%
Strongly Disagree 0 0%
Total 100 100%
INTERPRETATION
From the above table 45% of the respondents Strongly Agree the statement 29%
agree,24% are neutral and 2% disagree the statement.
CHART 1
2. DESIGNATION
TABLE 2
INTERPRETATION:
From the above table, 40% of the respondents Strongly Agree the statement,27 %
agree, 30% are neutral and 35% disagree the statement.
CHART 2
SELF-
ENHANCEMENT
3.WORK-LIFE
BALANCE
TABLE 3
INTERPRETATION:
From the above table 27% of the respondents Strongly Agree the statement, 52%
agree, 20% are Neutral and 1% disagree the statement.
CHART 3
60
Work Life Balance
50
40
30
20
10
TABLE 4
INTERPRETATION
From the above table,19 % of the respondents Strongly Agree the statement, 49%
agree, 30% are Neutral and 2% disagree the statement.
CHART 4
Self Motivation
60
50
40
30
20
10
5.RESPONSIBILITY
TABLE 5
INTERPRETATION
From the above table, 19% of the respondents Strongly Agree the statement, 49%
agree, 30 % are Neutral and 2 % disagree the statement.
CHART 5
Responsible
60
50
40
30
20
10
TABLE 6
INTERPRETATION
From the above table, 15% of the respondents Strongly Agree the statement, 30%
agree and 55% are neutral to the statement.
CHART 6
Resources Maintenences
60
50
40
30
20
10
TABLE 7
INTERPRETATION
From the above table, 52% of the respondents Strongly Agree the statement, 35%
agree, 9% are Neutral and 9% disagree the statement.
CHART 7
Safety Equipment
60
50
40
30
20
10
TABLE 8
INTERPRETATION
From the above table, 56% of the respondents Strongly Agree the statement, 39%
agree and 5% are Neutral to the statement.
CHART 8
Safety Measures
60
50
40
30
20
10
CHANGE
9.SURROUNDING
CHANGES
TABLE 9
INTERPRETATION
From the above table, 9% of the respondents Strongly Agree the statement, 11%
agree, 35% are neutral, 20% disagree and 25% strongly disagree the statement.
CHART 9
Surrounding Changes
40
35
30
25
20
15
10
5
Strongly agree Agree Nutrual Disagree strongly Disagree
0
10.WELCOME NEW TECHNOLOGIES
TABLE 10
INTERPRETATION
From the above table, 11% of the respondents Strongly Agree the statement, 9%
agree, 20% are neutral, 25% disagree and 35% strongly disagree the statement.
CHART 10
New Technology
40
35
30
25
20
15
10
5
Strongly agree Agree Nutrual Disagree strongly Disagree
0
HEDONISM
11.TAKE
OWNERSHIP
TABLE 11
INTERPRETATION
From the above table, 15% of the respondents Strongly Agree the statement, 30%
agree and 55% are neutral to the statement.
CHART 11
Take ownership
60
50
40
30
20
10
TABLE 12
INTERPRETATION
From the above table, 42% of the respondents Strongly Agree the statement, 35%
agree, 30% are neutral and 3% disagree the statement.
CHART 12
Helping Tendency
45
40
35
30
25
20
15
10
5
0
TABLE 13
INTERPRETATION
From the above table, 13% of the respondents Strongly Agree the statement, 7% agree
,27% are neutral, 23% disagree and 30% strongly disagree the statement.
CHART 13
Job Change
35
30
25
20
15
10
0
Strongly agree Agree Nutrual Disagree strongly Disagree
14.NOT SATISFIED WITH PAID COMPENSATION
TABLE 14
INTERPRETATION
From the above table, 8% of the respondents Strongly Agree the statement, 12%
agree, 32% are neutral, 21% disagree and 27% strongly disagree the statement.
CHART 14
Compensation
35
30
25
20
15
10
0
Strongly agree Agree Nutrual Disagree strongly Disagree
SALARY
TABLE 15
INTERPRETATION
From the above table, 10% of the respondents Strongly Agree the statement, 14%
agree, 35% are neutral, 21% disagree and 20% strongly disagree the statement.
CHART 15
Current salary
40
35
30
25
20
15
10
5
Strongly agree Agree Nutrual Disagree strongly Disagree
0
16. SALARY PAID FOR TALENT AND ABILITY
TABLE 16
INTERPRETATION
From the above table, 13% of the respondents Strongly Agree the statement, 11%
agree, 33% are neutral, 19% disagree and 24% strongly disagree the statement.
CHART 16
Salary Paid
35
30
25
20
15
10
0
Strongly agree Agree Nutrual Disagree strongly Disagree
RETIREMENT
TABLE 17
INTERPRETATION
From the above table, 35% of the respondents Strongly Agree the statement, 12%
agree and 23% are neutral to the statement.
CHART 17
Retirement
45
40
35
30
25
20
15
10
5
0
TABLE 18
INTERPRETATION
From the above table, 42% of the respondents Strongly Agree the statement, 23%
agree and 35% are neutral to the statement.
CHART 18
Pension Policy
45
40
35
30
25
20
15
10
5
0
TABLE 19
INTERPRETATION
From the above table, 33% of the respondents Strongly Agree the statement, 40%
agree, 19% are neutral and 8% disagree the statement.
CHART 19
Career Development
45
40
35
30
25
20
15
10
5
0
TABLE 20
INTERPRETATION
From the above table, 27% of the respondents Strongly Agree the statement, 30%
agree, 38% are neutral and 5% disagree the statement.
CHART 20
Career Grrowth
40
35
30
25
20
15
10
5
Strongly agree Agree Nutrual Disagree strongly Disagree
0
WORKING CONDITION
TABLE 21
INTERPRETATION
From the above table, 17% of the respondents Strongly Agree the statement, 23%
agree, 35% are neutral, 14% disagree and 11% strongly disagree the statement.
CHART 21
35
30
25
20
15
10
5
Strongly agree Agree Nutrual Disagree strongly Disagree
0
22.VERTIFICATION AND CLEAN ENVIRONMENT
TABLE 22
INTERPRETATION
From the above table, 44% of the respondents Strongly Agree the statement, 29%
agree, 22% are neutral and 5% disagree the statement.
CHART 22
Clean Surrounding
50
45
40
35
30
25
20
15
10
5
0
INTERPRETATION
From the above table,12% of the respondents Strongly Agree the statement, 8%
agree, 16 % are neutral, 42% disagree and 22% strongly disagree the statement.
CHART 23
Supervision
45
40
35
30
25
20
15
10
5
0
24. SUPERVISION
TABLE 24
INTERPRETATION
From the above table, 24% of the respondents Strongly Agree the statement,17% agree,
43% are neutral, 6% disagree and 10% strongly disagree the statement.
CHART 24
Recognition
50
45
40
35
30
25
20
15
10
5
0
Table 25
INTERPRETATION
From the above table, 49% of the respondents Strongly Agree the statement, 30% agree,
20% are neutral and 1% disagree the statement.
CHART 25
Job Security
60
50
40
30
20
10
Table 26
INTERPRETATION
From the above table, 48% of the respondents Strongly agree the statement, 13% agree,
33% are neutral and 6% disagree the statement.
CHART 26
50
40
30
20
10
Table 27
INTERPRETATION
From the above table, 54% of the respondents Strongly Agree the statement and 46%
Agree the statement.
CHART 27
Loyalty to Management
60
50
40
30
20
10
10 to 15 Years 10 2 0 0 0 12
More than 15 Years 30 7 0 0 0 37
Total 55 23 18 4 0 100
HYPOTHESIS:
H0: Gen X and Gen Y are dependent of each other.
other.
TABLE FOR CHI-SQUARE
INFERENCE
Hence, it can be conducted that Gen X and Gen Y are not dependent of each other.
That year of experience does not determine the Generational gap between the
employees, it is simply age factor..
GENERATIONAL DIFFERENCE IN WORK VALUES USING TWO
WAY ANNOVA
HYPOTHESIS:
H0 : There is no significant differences between Gen X and Gen Y.
Conservation 70 26 4 100
Security 89 6 5 100
Openness 50 40 10 100
Hedonism 95 3 2 100
Salary 75 20 5 100
Retirement 92 8 0 100
Career
Development 89 10 1 100
Supervision 74 19 7 100
Recognition 86 14 0 100
Loyalty 70 20 10 100
ANALYSIS OF VARIENCE
SOURCE OF
VARIATION SS DF MS F P-value F ratio
Categories 3.64E-11 15 2.43E-12 1.54E-14 1 2.014804
Total 52112.67 47 78
Calculated F=78
INFERENCE
We can conclude that there is no significant difference between Gen X and Gen Y.
CHAPTER-V
FINDINGS, SUGGESTIONS & CONCLUSION
CHAPTER 5
FINDINGS
T-TEST
There is no significance difference in self-transcendence between Gen X and Gen Y.
There is significance difference in self enhancement between Gen X and Gen Y.
There is significance difference in conservation between Gen X and Gen Y.
There is significance difference in security between Gen X and Gen Y.
There is no significance difference in openness to change between Gen X and Gen Y.
There is significance difference in Hedonism between Gen X and Gen Y.
There is significance difference in turnover intention between Gen X and Gen Y.
There is no significance difference in salary between Gen X and Gen Y.
There is significance difference in retirement benefits between Gen X and Gen Y.
There is significance difference in career development between Gen X and Gen Y.
There is no significance difference in working condition with between Gen X and
Gen Y.
There is no significance difference in supervision management between Gen X
and GenY.
There is no significance difference in fringe benefits between Gen X and Gen Y.
There is significance difference in recognition between Gen X and Gen Y.
There is no significance difference in job security between Gen X and Gen Y.
There s significance difference in loyalty towards company between Gen X and
Gen Y.
SUGGESTIONS
A personal note from a peer or a supervisor does wonders. Small, informal celebrations ate
many times more effective than a once a quarter or once a year formal event.
It will also increase employee’s sense of competence and worth, increase pride and care in
their work. It will reinforce organizational values and cultures like teamwork.
Rewards includes all financial rewards, it could compensate for jobs with lower rates of pay
or job satisfaction. It will highly motivating when the rewards are desirable.
Flexible working hours in the workplace allows employers and employee’s to make
arrangements about working conditions that suit them. This helps employees maintain a work
life balance and can help employers improve the productivity and efficiency in their business.
This will also reduce employee burnout due to overload.
Freedom to manage own work time will build the confidence and increase sense of
responsibility to the role and the business it will also improve work satisfaction.
Due to the flexible work schedule employee morale will increase and it allows people to
work when they accomplish most, feel freshest and enjoy working. It will also provide some
benefits to employer like reduced absenteeism and tardiness and it will reduce the turnover of
valued staffs.
Training and education motivates people and makes them more productive and innovative.
There are many reasons training and development makes sense. Well-trained employees are
more capable and willing to assume more control over their jobs. They need less supervision,
which frees management for other tasks. Employees are more capable to answer the questions
of customers which build better less, are more satisfied, and are more motivated. All this
leads to better management-employee relationships.
EXIT INTERVIEWS
The main purpose of exit interview is to discover the reason for an employee’s decision to
quit his job and to get a feedback about his/her experience in organization. By examining and
keeping track of the outcome of exit interviews over a period of time, employers can begin to
identify trends and patterns over time, as to why people are wanting to leave the company. It
gives the employee an opportunity to get whatever issues they have out in open, where they
can be discussed, and hopefully resolved. If this information is used properly it can be
extremely from leaving the company, and improving overall working environment.
EMPLOYEE ENGAGEMENT
Employees engagement illustrates the commitment and energy that employees bring to work
and is a key indicator of their involvement and dedication to the organization. An engaged
employee is a person who is fully involved in and enthusiastic about his or her work. A huge
benefit of having engaged employees is that they are loyal to company. Engaged employees
show up to work and once there they get more work done, so that employee absenteeism will
decrease. If employees are engaged with the company their job satisfaction levels will
increase. Employees business. Engaged employees are often top performers, they are more
efficient and plays an essential role in increasing productivity.
Employees who are engaged significantly lower the risk of turnover so that retention will
be higher and employee turnover will be lower. There is a close relationship between
innovation and employee engagement. Highly engaged employees strive to efficiently create
new products, service and processes. It will leads to overall organization growth. Companies
with more engaged employees tend to have higher profitability rates.
Providing feedback is also one form of recognition for the employees. Good feedback can be
defined by three criteria. Its promptness, its frequency, and its precision. It’s important to
provide feedback quickly, as regularly and as often as necessary, and with enough details in
order to be effective. Also don’t forget to organize a follow-up. This way you will be able to
provide the necessary support to help them improve and demonstrate the importance you
attach to their own success within the organization.
JOB SECURITY
A job with a high level of job security is such that a person with the job would have a have
small chance of becoming unemployed. Job security brings career and financial stability.
Employees who don’t fear for their jobs are more likely to perform at a higher level and feel
greater commitment to the employer. Providing job security for employees improves
company reputation.
CONCLUSION
Work values can be defined as what employees consider of being “Right” and what attitudes
are considered to be appropriate. This project entitled “ A STUDY ON GENERATIONAL
DIFFERENCES IN WORK VALUES AND ITS EFFECT ON INTENTION TO LEAVE AT
T V & SONS was conducted with the purpose of finding the differences in work values of the
Gen X and Gen Y in their workplace. Also to analyze, if there were differences, so these
differences influence turnover intention. There are 6 dimensions self transcendence, self
enhancement, conservation, security, openness to change and hedonism constructed for the
questionnaire to analyze the work values of the employees and its effect on intention to leave.
According to the analysis there are some differences in work values like self enhancement,
conservation, security, and hedonism and turnover intention between Gen X and Gen Y.
Through rank variables it was also found that Gen Y values career development, working
condition, level of supervision & Recognition, Gen X values salary, retirement benefits,
fringe benefits, job security and loyalty towards company. The results show that there are
Generational differences in work value between Gen X and Gen Y.
APPENDICES
BIBLIOGRAPHY
BOOKS
JOURNALS
Andrea Hershatter(2010).Millennial and the World of Work: An Organization and
Management Perspective.
Alison black and Marc prensky(2006).Gen y: who they are and how they learn.
V.I. sessa , Robert .I ,Kabacoff, Jennifer deal,& Brown ,H. ( 2007).Generational differences
in leader values and leadershipbehaviours.
Wallace .J. E. ( 2006).Work commitment in the legal profession: a study of Baby boomers
and GenerationX’ers.
WEBSITES-
www.scribd.com
http://www.tvs.in
https://scholar.google.co.in
http://www.researchgate.net
https://www.econbiz.de
https://onlinelibrary.wiley.com
https://mro.massey.ac.nz
https://www.emeraldinsight.com
QUESTIONNARIES
DEMOGRAPHIC
1.Gender:
( ) Male ( ) Female
2.Year of Birth:
3.Education:
4.Designation:
5.Year of Experience:
More than 15
7. Marital status:
8.Family type:
10.Parental status
( ) Children
( ) No children.
WORK VALUES
II Self-Enhancement
III Conservation
*6
You take care of the
resources provided
IV Security
V Openness to change
VIII Salary
IX Retirement
X Career Development
XII Supervision
XIII Recognition
XV Loyalty