Effectiveness of Employee Rete - Belgy John - 5183

EFFECTIVENESS OF EMPLOYEE
RETENTION STRATEGY IN POPULAR

MOTORS LIMITED, KANHANGAD
A project report submitted to the KannurUniversity in partial
fulfillment of the requirement for the award of degreeof
MASTER OF COMMERCE
(2013-2015)
By
BELGY JOHN
REG.NO. B3PCOM3316
UNDER THE SUPERVISION AND GUIDANCE OF
MISS.DEEPTHY JOSEPH
(DEPARTMENT OF COMMERCE)
DEPARTMENT OF COMMERCE
DON BOSCO ARTS AND SCIENCE COLLEGE,

ANGADIKADAVU, IRITTY - 670706
DECLARATION
I BELGY JOHN, student of 4th Semester M.Com, Don Bosco Arts and
Science College Angadikadavu, hereby declare that the project entitled
“EFFECTIVENESS OF EMPLOYEE RETENTION STRATEGY IN
POPULAR MOTORS LIMITED, KANHANGAD” is an authentic and
original work done by me under the guidance and supervision of
MR.ROSHIN THOMAS, Assistant Professor, Department of Commerce, in
partial fulfillment of the requirements for the award of Degree of Master of
Commerce of the Kannur University.
I also declare that this report has not been submitted by me fully or partly
for the award of any other Degree, Diploma or any other recognition earlier.
Place: Angadikadavu
Date: 20-05-2015
CERTIFICATE
This is to certify that the project report entitled “EFFECTIVENESS OF

EMPLOYEE RETENTION STRATEGY IN POPULAR MOTORS
LIMITED, KANHANGAD” is a record of genuine work done by the
candidate BELGY JOHN during the period of his study at Don Bosco Arts
and Science College, Angadikadavu, Iritty - 670706, in partial fulfillment of
requirements for the award of the degree of Master of Commerce of the
Kannur University, 2015.
This report has not previously formed the basis for the award of any degree,
or any other similar title by the candidate.
Place: Angadikadavu MISS. DEEPTHY

JOSEPH
Date: 20-05-2015 SUPERVISOR
CERTIFICATE
This is to certify that the project report entitled “EFFECTIVENESS OF
EMPLOYEE RETENTION STRATEGY IN POPULAR MOTORS
LIMITED, KANHANGAD” is a record of genuine work done by the
candidate BELGY JOHN during the period of his study at Don Bosco Arts
and Science College, Angadikadavu, Iritty - 670706, in partial fulfillment of
requirements for the award of the degree of Master of Commerce of the
Kannur University, 2015 under the supervision and guidance of
MISS.DEEPTHY JOSEPH, Assistant Professor, Department of Commerce.
This report has not previously formed the basis for the award of any degree,
or any other similar title by the candidate.
Place: Angadikadavu
Date: 20-05-2015
ACKNOWLEDGEMENTS
I sincerely wish to express my deep sense of gratitude to all who helped me
to complete project work. First and foremost I than the God almighty, for
his blessing and grace for the successful completion of the project work.
I acknowledge my gratitude to the Principal, Fr. Martin Augustine, Don
Bosco Arts and Science College Angadikkadavu, for giving me an
opportunity to undertake this venture.
I also extend my sincere thanks to Mr. Roshin Thomas, Head of The

Department and all other staff members of the department of Commerce,
Don Bosco Arts and Science College Angadikkadavu for making available
to me their valuable advice and sincere co-operation for the completion of
study during the academic period.
I also wish to express my thanks to my guide Miss. Deepthy Joseph, Asst.

Professor , Department of Commerce for here valuable advice and timely
assistance during the period of study.
I express my gratitude to all the staff members and employees of popular

motors kanhangad and all my friends for your encouragement and co-
operation.
I am indebted to my beloved parents and other family members for your

grate support and care.
BELGYJOHN
B3PCOM3316
CONTENTS
SL. NO TITLE PAGE NO
List of Tables
List of Charts
Chapter 1 Introduction 1-8
Review of Literature 9-11

Chapter 2
Chapter 3 Company Profile 12-27
Chapter 4 Theoretical Framework 28-38
39-72
Chapter 5 Analysis and Interpretations
Chapter 6 Summary, Findings , Conclusionand 73-76

Suggestions
Bibliography
Appendix
LIST OF TABLES
5.1 Age wise classification of employees 40
5.2 Gender wise classification of employees 41

5.3 Marital status of employees 41
5.4 Experience wise classification of employees 42
5.5 Employees position in relation to their qualification 43

and experience
5.6 Opinion about employees relation with superior 44
5.7 Appreciation from co-workers is necessary for good 45

working condition
5.8 Support form co-workers when needed 46
5.9 Reward recognition for achievements 47
5.10 The implementation of 3 Rs(Recognition, Reward, 48

Respect)
5.11 The infrastructure and equipment provided by the 49

company
5.12 Scale of pay and allowance 50
5.13 Workers participation in management 51
5.14 Transfer policy 52
5.15 Grievance redressal procedure 53
5.16 Leave rules 54
5.17 Superior guidance 55
5.18 Housing facilities 56
5.19 Medical facilities 57
5.20 Provident fund scheme 58

5.21 Gratuity system 59
5.22 Maintains of rest room and toilet 60
5.23 Hours of work 61
5.24 The satisfaction level of interval 62
5.25 The satisfaction level of light and ventilation 63

facilities
5.26 The satisfaction level of work place atmosphere 64
5.27 The satisfaction level of safety arguments 65
5.28 Importance of alternative work schedule 66
5.29 Importance of telecommunication work at home 67
5.30 Importance of wellness program 68
5.31 Opportunity for growth and development 69
5.32 Co-workers left the organization 70
5.33.1 The reason for employee leaving the organization 71
5.33.2 Mark of each rank 72
5.33.3 Average 72
5.34 Satisfaction with current job 73

LIST OF CHARTS
5.1 Experience wise classification of employees 42
5.2 Employees position in relation to their 43

qualification and experience
5.3 Opinion about employees relation with superior 44
5.4 Appreciation from co-workers is necessary for 45

good working condition
5.5 Support form co-workers when needed 46
5.6 Reward recognition for achievements 47
5.7 The implementation of 3 Rs(Recognition, Reward, 48

Respect)
5.8 The infrastructure and equipment provided by the 49

company
5.9 Scale of pay and allowance 50
5.10 Importance of alternative work schedule 66
5.11 Importance of telecommunication work at home 67
5.12 Importance of wellness program 68
5.13 Opportunity for growth and development 69
5.14 Satisfaction with current job 73
CHAPTER I
INTRODUCTION
Human resource management is a function in organizations designed to maximize
employee performance in service of their employer’s strategic objectives. Human
resource management is primarily concerned with how people are managed within
organizations, focusing on policies and systems. Human resource management
departments and units in organizations are typically responsible for a number of
activities, including employee recruitment, training and development,
performance appraisal, and rewarding. Human resource management is also
concerned with industrial relations, that is, the balancing of organizational
practices with regulations arising from collective bargaining and governmental
laws.
Human resource management is a product of the human relations movement of the
early 20th century, when researchers began documenting ways of creating
business value through the strategic management of the workforce. The function
was initially dominated by transactional work, such as payroll and benefits
administration, but due to globalization, company consolidation, technological
advancement, and further research, Human resource management now focuses on
strategic initiatives like mergers and acquisitions, talent management, succession
planning, industrial and labor relations, and diversity and inclusion.
In startup companies, Human resources duties may be performed by trained

professionals. In larger companies, an entire functional group is typically
dedicated to the discipline, with staff specializing in various Human resource tasks
and functional leadership engaging in strategic decision making across the
business. To train practitioners for the profession, institutions of higher education,
professional associations, and companies themselves have created programs of
study dedicated explicitly to the duties of the function. Academic and practitioner
organizations likewise seek to engage and further the field of Human resource
management, as evidenced by several field-specific publications. Human resource
management is also a field of research study that is popular within the fields of
management and industrial/organizational psychology, with research articles
appearing in a number of academic journals, including those mentioned later in
this article.
In the current global work environment, most companies focus on lowering

employee turnover and retaining the talent and knowledge held by their
workforce. New hiring not only entails a high cost but also increases the risk of
the newcomer not being able to replace the person who was working in that
position before. Human resource departments also strive to offer benefits that will
appeal to workers, thus reducing the risk of losing knowledge.
Employee retention refers to the ability of an organization to retain its employees.

Employee retention can be represented by a simple statistic (for example, a
retention rate of 80 per cent usually indicates that an organization kept 80% of its
employees in a given period). However, many consider employee retention as
relating to the efforts by which employers attempt to retain employees in their
workforce. In this sense, retention becomes the strategies rather than the outcome.
A distinction should be drawn between low-performing employees and top

performers, and efforts to retain employees should be targeted at valuable,
contributing employees. Employee turnover is a symptom of deeper issues that
have not been resolved, which may include low employee morale, absence of a
clear career path, lack of recognition, poor employee-manager relationships or
many other issues. A lack of satisfaction and commitment to the organization can
also cause an employee to withdraw and begin looking for other opportunities.
Pay does not always play as large a role in inducing turnover as is typically
believed.
In a business setting, the goal of employers is usually to decrease employee

turnover, thereby decreasing training costs, recruitment costs and loss of talent
and organizational knowledge. By implementing lessons learned from key
organizational behavior concepts, employers can improve retention rates and
decrease the associated costs of high turnover. However, this isn't always the case.
Employers can seek "positive turnover" whereby they aim to maintain only those
employees whom they consider to be high performers
1.1 STATEMENT OF THE PROBLEM
Employees are the most variable assets in any organization. Employees like to
retain in a company when they are provided with good working condition, good
salary package etc. A consistent workforce is needed for the smooth functioning
of an organization. The management provides monetory and non monetory
benefits in order to retain them. But still there is labour turnover and absenteeism
is present in many organizations. Different organization takes different strategies
to retain their employees. A proper retention strategy is needed for retaining the
workers. Hence this study is undertaken in order to study the impact of retention
strategy of popular motors.
1.2 SIGNIFICANCE OF THE STUDY
The study is intended to assess the retention strategy of employee in popular

motors ltd. Employees are the most significant resources in an organization. It is
man who makes all the difference in organization. Several studies have been
conducted at the national and international level on this topic and several theories
have been emerged. Whatever techniques taken in one organization cannot be
adopted in another organization. This is because human resources are
heterogeneous in the sense that they differ in personality, perception, and modes
of thoughts. The management should satisfy the need and wants of the employees
to retain them in the organization. This study is helpful to the top management and
policy makers for establishing and implementing retention strategy in the
organization.
1.3 SCOPE OF THE STUDY
The present study is intended to evaluate the effectiveness of retention strategy of

employees in popular motors Kanhangad. It further attempts to assess the strength
and weaknesses of the current system and suggests some recommendations if
necessary. Employees of all kinds are considered for the study. Retention strategy
currently adopted by the factory are evaluated and studied by taking 50 samples.
1.4 OBJECTIVES OF THE STUDY
 To assess the impact of employee retention strategy of popular motors.

 To evaluate the satisfaction level of employees towards the working
environment.
 To study the attitude of employees towards the labour welfare measures in the
company.
 To identify the reasons for labour turnover in the company
1.5 METHODOLOGY
In common words research means to search for knowledge. One can also define
research as a scientific and systematic search for information on a specific topic.
In fact research is an art of scientific investigation.
Research methodology is the way to systematically solve the research problems. It

describes the procedure which has been used in the research.
The present study titled “Effectiveness of employeeretention strategy in popular

motors limited, kanhangad” is an analytical and descriptive study. It is based on
sample survey method. Both primary and secondary data were used for the
smooth conduct of the study.
1.5.1 RESEARCH DESIGN
A research design is purely and simply the frame work or plan for the study that
guides the collection and analysis of the data. It is a blue print that is follows in
completing a study. Research is the plan structure and strategy of investigation
conceived to us to obtain answer to research question and control variance
1.5.2 AREA OF THE STUDY
The study is conducted at popular motors kanhangad in Kerala state.
1.5.3 SOURCE OF DATA
Both primary data and secondary data were used to conduct the study.
 PRIMARY DATA
Primary data has been collected from 50 respondents through a well structured
questionnaire and by self observation.
 SECONDARY DATA
The secondary source of data includes books, journals, periodicals, magazines and
different websites.
1.5.4POPULATION
The population selected for the study is employees from popular motors
kanhangad.
1.5.5SAMPLE SIZE
In this project 50samples were selected from popular motors.
1.5.6 SAMPLING TECHNIQUE
The sampling technique used in this study is convenience sampling. A

convenience sampling is one in which the only criterion for selecting the sampling
units which is convenience of the sampler.
1.5.7 TOOLS FOR DATA COLLECTION
In this study questionnaire is used to collect data from employees. The

questionnaire contains multiple choice questions, rating scale questions, ranking
scale questions, etc.
TOOLS FOR DATA ANALYSIS
a) PERCENTAGE METHOD
The tool which is used for the data analysis is percentage. Percentage is a number
or ratio expressed as a fraction of 100. It is often denoted using the percent sign
“%”. Percentage is used to express how large or small one quantity is relative to
another quantity. The formula used to calculate percentage is
Percentage = amount/total* 100
b) RANKING METHOD
Ranking method is a non-quantitative method of comparing different alternatives.

In statistics “ranking” refer to the data transformation in which numerical or
ordinal value are replaced by their rank when the data are stored. Ranks are
related to the indexed list of order statistics, which consist of the original dataset
rearranged into ascending order. A ranking is a relationship between a set of items
such that, for any two items, the first is either ‘ranked higher than’, ‘ranked lower
than’, or ‘ranked equal to’ the second. In mathematics, this is known as a weak
order or total preorder of objects. It is not necessarily a total order of objects
because two different objects can have the same rankings. The rankings
themselves are totally ordered.
c) LIKERT SCALE ANALYSIS
The likert scale is one the most widely used attitude scaling technique. In this
approach, the respondents are asked to indicate his degree of agreement or
disagreement with each of the series of statement that are related to the objects in
questions.
Normally the likert scale is expressed in the terms of five categories, although
three and seven are sometimes used. The usual description for the five categories
is:-
• Highly satisfied
• Satisfied
• Neutral
• Dissatisfied
• Highly dissatisfied
Each point of the scale carries a score. The choice between the two ordering of
score for an item depends on whether ‘agree’ indicates a favorable or unfavorable
attitude. Sometimes it will be expressed positively, so that indicate a favorable
attitude and sometimes negatively, so that answer indicate an unfavorable attitude.
To make that total score meaningful; positive answer must be scored in one order
and negative one in reverse order.
The procedure for developing a likert scale is as follows,
1. The first step is to collect a large number of statements relevant to the

study.
2. The respondents are asked to indicate their response on the five point
scale.
3. The response to various statements are scored in such a way that a
response indicate of the most favorable attitude is given in the highest
score say 5 and that with the most unfavorable attitude is given the lowest
score say 1, the mark are multiplied with number of respondents of each
category.
4. The total marks of each statement are obtained by adding marks that
received for separate statements.
5. The total marks of each statement are divided by the sample size i.e. 50.
Thus we get the mean. Mean is the range of 1-2-3-4-5.
1.6 PERIOD OF THE STUDY
The duration of the study was fromDecember 2014 to May 2015.
1.7 CHAPTER SCHEME
1. Introduction
2. Review of literature
3. Company profile
4. Theoretical framework
5. Analysis and interpretation
6. Findings, suggestion
1.8 LIMITATIONS OF THE STUDY
 The sample size is a limiting factor of the study, so findings cannot be taken
for generalization.
 The information given by the employees are biased. Some people hesitated to
fill the questionnaire.
 Most of the employees are busy with their work and are not able to give all the
information.
 There was a fear of reprisal among the employees to reveal their personal
feelings and the result may not reflect the actual satisfaction.
CHAPTER II
REVIEW OF LITERATURE
Numerous studies have been conducted on employee retention so far. The
exponential growth of automotive sector in India in the last few decades have
prompted the Organization to focus on employee centered employment
relationship to hold back the employees. A considerable amount of literature has
been published on retention so far. Review of literature of the related studies gave
an insight about the subject matter and also helped in analyzing the existing gap
that could be taken up for further research.
Get Les Mckeown ( 2007) stated that employee retention is a systematic effort by
employers to create and foster an environment that encourages current employees
to remain employed by having policies and practices in place that address their
diverse needs.
Shaw, Gupta and Delery( 2005) indicate that employee retention plays a vital role
in bridging the gap between the macro strategies and micro behaviour in
Organizations. This is because it ensures stability and connects the experiences of
individuals in Organizations on a continuous basis to the critical measures of
success factors in the Organization.
Boswell ( 2005) noticed that the decision of leaving the organization is not easy
for an individual employee as well as significant energy is spent on finding new
jobs, adjusting to new situations, giving up known routines and interpersonal
connection and is so stressful. Therefore if timely and proper measures are taken
by the Organizations, some of the voluntary turnover in the Organization can be
prevented.
Mobley (1982) indicates that the reasons for employee turnover may vary from
external environmental factors such as economy that influence the business that in
turn affects the employment levels to Organizational variables such as type of
industry, occupational category, Organization size, payment, supervisory level,
location, selection process, work environment, work assignments, benefits,
promotions.
Arthur (2001) reveals that the factors that influence employee turnover in
Organizations include the individual work variables like demographic variables,
integrative variables like job satisfaction, pay, promotion and working condition
and the individual nonworking variables such as family related variables.
Lee, Mitchell, Sablynski, Burton, and Holtom, (2004) in a subsequent study states
that job embeddedness was negatively correlated with intention to leave and
predicted subsequent voluntary turnover.
Allen (2006) found that an organization's socialization tactics enable the

organization to actively embed new employees. Specifically, collective, fixed and
investiture tactics were positively related to on-the-job embeddedness. Further,
on-the-job embeddedness mediated the relationship between some socialization
tactics and turnover.
Arnold & Feldman (1982) reveals that Demographic factors cannot be ignored as
age, tenure, level of education, level of income, job category, gender have
influenced employee retention and have been found to have stable relationship
with turnover intention. Of the above demographic factors, age, tenure and income
level was found to be negatively related to turnover intention, level of education is
positively associated with turnover, the more educated the employees there is a
tendency to quit.
With respect to job category, Wai&Robinson 1998 )and Price and Mueller, (1986
) found that non-managerial employees are more likely to quit than managerial
employees. Relationship between gender and turnover showed mixed result.
Cotton and Tuttle (1986) and Weisberg and Kirshenbaum (1993) found females
more likely to leave than males.
A study conducted by Elaine (1997) and Summers and Hendrix (Mobley (1982)
and Dickter, Roznowski and Harrison (1996) called for more research and theory
pertaining to how the turnover process occurs over time found males more likely
to quit than females in favour of a more attractive job if their expectations are not
met as they are the breadwinner for the family and females work to basically
supplement the family income.
Though many studies were conducted on the topic retention and labour turnover
by many researchers still it is a problem in many organization. Management
implements many strategies to reduce labour turnover. So it conducted a study in
popular motors limited to analysis the impact of retention strategy in this
organization.
CHAPTER III
COMPANY PROFILE
POPULARMOTORS
Popular motors began operations in the year 2000 as the authorized dealership for
sales and service of Maruti cars. Apart from sales and service of Maruti cars,
popular motors also facilitate exchange of used-cars and sale of Maruti-certified
used-cars through their TRUE VALUE division. It offers a wide range of value-
added products to its customers to provide a complete solution to their needs.
These include Insurance, Maruti Finance, Maruti Genuine Accessories and
Extended Warranty.
Popular motors is operates in districts of Ernakulam, Karagod, Calicut,

Malappuram and Kanhagad, Palakkad and branches at Perintalmanna, Manjeri,
Tirur, Chemmad, Valanchery, Nilambur, Vengara, Kottakkal, Kondotty, Ponnani,
Changaramkulam, Calicut City, FerokeChungam, Kuttyadi, Thamarassery,
Pattambi, Ottapalam, Mannarkad and Cherpalchery. The workshops of popular
motors are equipped with state-of-the art servicing and collision-repair equipment.
A team of dedicated technicians trained at Maruti Suzuki India Limited are
available to provide after-sales service of international standards.
Popular motors has been adjudged by Maruti Suzuki as a PLATINUM dealer,

featuring among the elite group in the country recognized for the highest levels of
quality. Showed sustained improvement in Balanced Score Card performance year
on year rising from Bronze-band in 2005-06, to Silver-band in 2006-07, to Gold-
Band twice in 2007-08 & 2008-09.Became a PLATINUM dealer for stellar
performance in 2009-10. Repeated the performance in 2010-11 by emerging as
PLATINUM PLUS dealer
3.1 Nature of Business Carried
Popular motors are located at Ernakulum. It has operations in three districts (

kasaragod, kannur, Calicut, Palakkad &Malappuram). Popular Motors began
operations in the year 2000 as the authorized dealership for sales and service of
Maruti cars. The main business of Popular Motors is the distribution of Maruti-
Suzuki vehicles and servicing of these vehicles. Apart from sales and service of
Maruti cars, Popular motors also facilitate exchange of used-cars and sale of
Maruti-certified used-cars through their TRUE VALUE division.These offer a
wide range of value-added products to its customers to provide a complete
solution to their needs. These include Insurance, Maruti Finance, Maruti Genuine
Accessories and Extended Warranty.
3.2 Vision, Mission and Quality policy
Vision
In popular motors, sale is not something they pursue. It is something that happens
to them when they are immersed in serving their customers. These believe that
there are no results inside their walls. The result of their business is a satisfied
customer. While product or price advantage can be easily duplicated, a strong
customer service culture cannot be copied. Each and every one of their customer
is their brand ambassador. They intend to achieve this by providing high standards
of quality in all their products. . Their assurance to customers is simple –
DELIGHT GUARANTEED.
Mission
Popular motors, believe quality is a journey, not a destination. They shall

continuously strive to delight customers with efficient solutions; through evolving
and maturing processes and the total involvement of professionals and partners.
They aspire to achieve total customer satisfaction and make their customers want
to come back to us, again… and again. Popular Motors’s mission is simple –
“SATISFYING OUR CUSTOMERS, ALWAYS…”
Quality policy
Today’s market is high competitive, If a firm wants to survive in the market then
it has to provide quality assurance and accuracy for the products. In Popular
motors quality is, to achieve the almost customer satisfaction through satisfying
identified and silent requirements of customers. in they treated customer as a king.
Quality Standards in Popular Motors
The quality policy of is to increase the consumer satisfaction through continuous

improvement of products and services which is achieved through the quality
standards prescribed by Maruti Suzuki India Ltd. Different quality tools
prescribed by MSIL are
5S
In Japanese Language 5S is
Seiri – Proper selection
Seition – Arrangement
Seiso – Cleaning
Seiketso – Cleanliness
Shitsuke – Discipline
3M
In Japanese Language 3M is
Muri – Inconvenience
Muda – Wastage
Mura – Inconsistency
3.3 Management Objectives
• Satisfy the customers with maximum benefits through motivating their

employees to provide services to customers in a most prominent way.
• Identify the buyer’s attitude towards Maruti Suzuki after sales based upon
style, power, driving comfort, and after sales service.
• Find out the attitude of management towards customer satisfaction of other
companies in the automobile industry and within the same dealership
competitors.
Corporate Culture
Corporate culture refers to the shared values, attitudes, standards, and beliefs that
characterize members of an organization and define its nature. Corporate culture is
rooted in an organization's goals, strategies, structure, and approaches to labor,
customers, investors, and the greater community.
Product Profile
Maruti -800
Features
• Aluminum engine with multi-point injection 1196 c c, 4 cylinders.

• Transmission -5 speed – MT, Rear drive.
• Front; ventilated disc Breaks Rear; drum.
• Suspension- Front, McPherson strut. Rear, link rigid.
• New clear multi-reflector headlamps.
• New attractive head and tail-lamps.
Omni
Features
• 4 stroke cycles, water cooled 796 c c, 3 cylinders.
• Manual, 4 forward, all synchromesh one reverse.
• Front: booster assisted disc brakes rear: drum.
• Front: McPherson strut, Rear: leaf spring with shock absorbers.
• Magnificent clear –lens headlamps.
• Smart center console with useful spaces.
• Dynamic steering wheel.
Gypsy
Features
• G13BB MPFI 16 Valve Gasoline 4 Cylinder Engine.

• 5 Speed MT, 1 Reverse Transfer gearbox:2 speed.
• Break - Front: Disc Rear: Drum.
• Suspension: Front & Rear: Leaf Spring with Double action Damper with
Booster.
Alto
Features
• FC Engine, 4 Valves Per cylinder MPFI.

• Transmission: 5 Speeds, All Synchromesh, Manual.
• Booster assisted brakes for shorter braking distance.
• Suspension Front: McPherson struts with Torsion type Roll. Control Device
Rear: Coil spring with gas filled shock absorbers.
• Outstanding fuel efficiency
• Impressive road handling
• Super-cool AC
• Eecho
Features
• Aluminum Engine with Multi-point Injection 1196 cc,4 cylinders.

• 5 Speed - MT, Rear drive.
• Front: Ventilated Disc Brakes Rear: Drum.
• Suspension Front: McPherson strut REAR: 3 Link Rigid.
• Flexi seating for extra seat.
• Large sliding for easy entry and exit.
Estilo
Features
• Total customer satisfaction

• K10B Engine 998 cc, 3 cylinders.
• Manual,4 forward, all synchromesh 1 reverse.
• Suspension-Front: McPherson strut Rear: Coil spring with gas filled shock
absorbers.
• Headlamp leveling
Wagoner
Features
• All Aluminum K10B 998 cc, 3 cylinder.

• 5 Speed - MT,(all new cable type gearshift).
• Front: McPherson strut Rear: Isolated trailing link & Coil Spring.
• Smart protection.
• Comfort and flexibility.
• Better performance.
Astar
Features
• K-Series Engine 998 cc, 3 cylinders.

• 5 Manual 4 Automatic.
• Front: McPherson strut Rear: Coil spring & isolated trailing link.
• Stylish headlamps and taillights.
• Equipped with dual airbags for the driver and front seat passenger.
Alto K 10
Features
• All Aluminum light weight 998 cc, 3 Cylinder Engine.

• 5 Speed mt(all new cable type gear shift).
• Front: Ventilated Disc Rear: Drum.
• Suspension-Front: McPherson strut with Torsion type Roll Control Device
.Rear: Coil spring with gas filled shock absorbers.
Ritz
Features
• PETROL: 1197 cc, 4 cylinders DIESEL: 1248 cc,4 Cylinders.

• Suspension Front: McPherson strut Rear: Torsion Beam & Coil Spring.
Swift
Features
• Dynamic European styling

• PETROL: K-Series Engine 1197 cc diesel:ddis Engine 1248 cc.
• 5 Speed - mt, clutch:dsd(Dry Single Disc).
• Suspension Front: McPherson strut Rear: Torsion Beam.
• Automatic climate control.
Dzire
Features
• Petrol:k-Series Petrol engine with vvt 1197 cc diesel: dd is engine

CRDI(Common Rail Direct Injection) 1248 cc.
• Petrol:5 mt/4 at diesel:5 mt.
• Suspension Front: McPherson struts: Rear Torsion Beam.
Ritz Minor
FEATURES
• 1248 cc(Diesel),4 cylinders ,Diesel : BS 4 OBD2.

• 5 Speed - MT, Rear drive,2 Wheel Drive.
• Suspension Front: McPherson strut Rear: Torsion Beam & Coil spring.
Alto 800
Features
• F8D 796 cc,3 Cylinder Engine.

• 5 Speed MT(all new cable type gear shift).
• Front: Solid Disc Rear: Drum.
• Suspension-Front: Gas Filled McPherson Strut Torsion Roll Control Device
Rear: Coil Spring, Gas Filled Shock Absorbers
Ertiga
Features
• Petrol: 16v dohcvvtk-Series Petrol Engine, 1373 cc diesel:ddis Diesel Engine

1248 cc.
• Petrol:5 mt diesel:5mta.
• Suspension Front: McPherson strut Rear: Torsion Beam.
Sx4
Features
• Redefined, comfortable and spacious inside.

• Petrol: 16v Dohc, vvt, 1586 cc diesel: 16 V DDiS Engine 1248 cc.
• Petrol: 5 mt/4 at diesel: 5 m.
• Suspension-Front: Independent suspension with gas filled McPherson strut
Rear: Semi Independent Torsion Beam.
• Great looks- style.
• Manual air conditioning.
Grand Vitara
Features
• Manual & automatic: 16v dohcvvt Engine 2393 cc.

• Manual: 5 Forward, 1 Reverse automatic: 4 Forward, 1 Reverse.
• Front: Ventilated Disc Brakes Rear: Ventilated Disc Brakes.
• Suspension-Front: McPherson strut Rear: Multi Lin.
Kizashi
Features
• The petrol engine is a 2.4 liter.

• Aluminum Engine with Multi-point Injection 1196 cc,4 cylinders.
• Front: Ventilated Disc Brakes Rear: Drum..
• Suspension -Front: McPherson strut Rear:3 Link Rigid
• The power and torque are smartly used by six speed transmission.
3.4 Competitors Information
Same as the other products in an automobile industry there is stiff competition

prevailing in this segment also. The main competitors of Popular motors are the
dealers;
• Classic Hyundai
Classic Hyundai, a division of the Classic Motors, Piagio Dealership in Calicut

and Malappuram is a certified dealer with 3S Facilities for Hyundai Motor India
Ltd. (HMIL) in the Malappuram district, Kerala.
• Indus Motors.
Indus Motor Company Private Limited, (trade name, Indus Motors) is the Maruti
Dealer in India. The Company having its registered office at Indus House,
Chakorathukulam, Calicut and Corporate Office at Thevara, Kochi was
incorporated on 11th July, 1984. The sale of Maruti vehicle is soundly boosted by
marketing intelligence of the Indus Motors.
3.5 Infrastructural Facilities
The infrastructural facilities of popular motors are fully equipped with excellent
architecture facilities. The showroom interior is finished with excellent flooring,
ceiling and lighting. The showroom has well furnished reception table, discussion
table and chairs. There are display boards showing the details of delivery vehicles
and schedules. The customer lounge is well equipped with 32’ inch LCD TV.
Another important feature of showroom is that it provides an area for kids’ zone
with wooden flooring, video games and toys where the kids can be entertained.
The showroom is fully air conditioned. Popular motors having a wide back office
and its having specious seating arrangement for all staff.
Achievements/ Awards
2011-12 (All-India)
• Second runner-up – Highest sales outlet level.
• Malappuram workshop awarded for service excellence in q4 (oct-dec 2011).
2011-12 (Kerala)
• Best camp performance.
• Best performance in recall camps.
• Highest trained manpower.
• Award for best regional manager.
2010-11 (All-India)
• Highest sales volume at outlet level.
• Young entrepreneur award for the CEO.
• Highest a-star sales (cat-a dealer).
• Innovative service marketing.

Workflow Model
FEEDBACK
PRESALES DELIVERY
SERVICE
ENQUIRY PAPER WORK

TRUE VALUE
VEHICLE
BOOKING
DEMONSTRATION
FINANCIAL
TEST DRIVE OPTOINS
Workflow model
Figure 3.1
Pre Sales
Presale is a process or a set of activities normally carried out before a customer is

acquired. Popular motors get the attention of the customers through various ways
ie advertisements, cold calls to the customer .exchange exhibitions and so on to
create the interest in the customer towards the Maruti products sold by them, and
hence presales operations carried out by am motors.
Enquiry
An enquiry is any process that has the aim of augment knowledge, resolving doubt
or solving problem. Depending on the interest of the customer, the customer
would come forward and show his/ her interest by putting forward certain queries
with regard to the products, here in at am motors as customer put forward certain
interest, the sales executives would help the customers in answering their
questions.
Vehicle Demonstration
In Vehicle demonstration, the sales representative demonstrates about the vehicle

and its features. Different vehicles according to the taste of the customer are
demonstrated in this stage.
Test Drive
The customer can take the car for the test ride either from the showroom or has an
option to ask the sales executive to get the car to the customer’s residence. In this
stage the customer can identify the real driving potency of the vehicle.
Financial Options
In this stage, the customers who are seldom possible to source the vehicle at ready
cash may opt for financing. There are various financing companies which support
the customer with suitable interest rates and facilities.
Booking
In this stage, the customer books the selected vehicles on his requisite. The
customer needs to pay certain sum of amount in order to book the vehicle to
initiate the booking.
Paper Work
After booking the vehicle, the next stage will initiate from paper works. To
complete the delivery process, certain paper works regarding insurance, tax
matters etc. need to be done.
Delivery
This is an important aspect of the whole of the sale process. Where the car is
being delivered to the customer .When the customer pays the whole amount for
the vehicle, the delivery process begins. At the time delivery the customer obtains
all the papers such as accessories bill, temporary registration certificate, etc. The
sale process completes at this stage.
Feedback
After the sale, the feedback of the customer should be obtained regarding the
performance of the vehicle in a reasonable time. If there is any negative response,
the same should be solved with immediate effect.
Service
The sold vehicle should be serviced at regular intervals either on the basis of
usage or time period. There will be three free-services with respect to each new
vehicle sold. The other services are paid services, running repairs etc.
3.6 ORGANIZATIONSTRUCTURE
The structure followed in POPULAR MOTORS is functional organizational

structure shown in the figure .among the numerous types of organizational
structure’s the functional organizational structure finds its place. An
organizational needs structure for achieving common goals – the functional model
is structured hierarchically with a strong concept of subordination.
In functional areas will have personnel with varied skills but those skills are
grouped on their similarities. The people who have identical skills can be grouped
easily and they can be placed in separate units and an aforesaid organizational
structure is formed. The ultimate controlling authority coordinates with all level
which are commonly called the top management
In such model sales department or function concentrate on sales activities. Human

Resource department handle the hiring, training, and firing activities. The
accounting department takes care of financial activities. And the marketing
activities market the product with a long range goal of staying competitive in the
market.
The organizational structure with functional focus tries to allocate the available
people according to their roles, forming what is referred to as a functional
department. Each department usually has a department head with the title of
department manager, or something similar.
System
The procedure, process and routine that characterize how important work is to be
done. Financial systems; hiring, promotion and performance appraisal system;
information system. System is the daily activities and procedure that staff
members engaged in to get the job done. Every organization has some systems or
internal process to support and implement the strategy and run day-to-day affairs.
Following are the important system that runs the smooth flow of work in AM
motors.
Quality Assurance System
Modern quality assurance facilities strengthen the capability to meet customer

needs and expectation. A team dedicated well- experienced professionally
qualified personnel operate all the precision measuring equipments.
• Sales Satisfaction Index

• Customer Satisfaction Index
• Sales Operating Standards
• Service Quality Standards
Performance Appraisal System
Performance management means to evaluate performance of the employee. In

other words performance appraisal means to maintain the head of candidate.
Popular motors personnel department looks after performance of each employee.

The company has adopt general performance appraisal system company recently
start annual performance appraisal system.
By observing the employee on work performance in his work deciders is

performance appraisal. The officer takes not that and maintains the record of that
is the general appraisal.
Style
All organizations have their own distinct culture and management style. It
includes the dominant values, beliefs and norms which develop over time and
become relatively enduring features of the organizational life. Regular meetings
are held with supervisors to review the progress achieved. Performance chart are
prepared to serve as a motivational tool for better performance and also to serve
for review purpose. Individual suggestions and participation is also seen, i. e, the
senior and heads to exchange dialogues with juniors on a regular and informal
flattening of the admin do take place.
Staff
Staff is number and type of personnel within the organization. Organizations are
made up of humans and it’s the people who make the real difference to the
success of the organization in the
Increasingly knowledge-based society. The HR department of Popular is efficient

to perform to have to TQM culture.
CHAPTER IV
THEORETICAL FRAMEWORK
INTRODUCTION
Employee turnover, as defined by Hom and Griffethis ‘voluntaryterminations of

members from organizations’. Staff turnover is the proportion of staff leaving in a
given time period but prior to the anticipated end of their contract. According to
Singh staffturnover is the rate of change in the working staffs of a concern during
a defined period.
Employee turnover is the rotation of workers around the labor market,

betweenfirms, jobs and occupations, and between the states of employment
andunemployment. Staff turnover that can occur in anyorganization might be
either voluntary or involuntary. Voluntary turnover refers to termination initiated
by employees while involuntary turnover is the one in whichemployee has no
choice in the termination as it might be due to long term sickness,death, moving
overseas, or employer-initiated termination.
Five main reasons why employees leave
1."It doesn't feel good around here." This can include any number of issues to do
with the corporate culture and the physical working environment.
2."They wouldn't miss me if I were gone." Many people don't feel personally
valued. When people don't feel engaged or appreciated, all the money in the world
can't hold them.
3."I don't get the support I need to get my job done." People want to do a good
job; they want to excel. At the same time, most feel as though their boss won't let
them do a good job. When frustrations exceed the employee's threshold, they
leave.
4. Lack of opportunity for advancement. Advancement doesn't necessarily mean
promotion. More often, it means personal and professional growth. People want to
be better tomorrow than they are today.
Personal growth constitutes a very strong driver in today's workforce, particularly

with the younger generation. People coming out of college often identify training
as the primary criterion for choosing their first company. Companies that gutted
their training departments have a lot of catching up to do in order to attract good
people.
5. Inadequate employee compensation. People want fair compensation, but –

contrary to most managers' beliefs – money rarely comes first when deciding
whether to stay or go. A certain percentage of people will always chase more
income, but the majority of workers look at non-monetary reasons first.
Many executives still cling to the outdated notion that people "go for the gold",
that salary dictates all their employment decisions. But for the most part, people
want opportunities to grow and learn, to advance in their careers and to work on
challenging and interesting projects. They want to be recognized and appreciated
for their efforts. They want to feel a part of something that adds value to their
community.
Five strategies for employee retention
1. Working environment
The primary employee retention strategies have to do with creating and

maintaining a workplace that attracts, retains and nourishes good people. This
covers a host of issues, ranging from developing a corporate mission, culture and
value system to insisting on a safe working environment and creating clear,
logical and consistent operating policies and procedures.
Environmental employee retention strategies address three fundamental aspects of

the workplace: the ethics and values foundation upon which the organization rests;
the policies that interpret those values and translate them into day-to-day actions,
and the physical environment in which people work. The overall goal is to make
your company a place where people want to come to work.
A sampling of environmental employee retention strategies includes the

following:
• Clarify your mission.
• Create a values statement.
• Communicate positive feelings.
• Stay focused on the customer.
• Be fair and honest.
• Cultivate a feeling of family.
• Promote integrity.
• Do not tolerate sub-par performance.
• Insist on workplace safety.
• Reduce the number of meetings.
• Make work fun.
These employee retention strategies all relate in one way or another to corporate
culture. However, one environmental issue tends to stand out above the rest.
More than ever, employees want a culture of openness and shared information.
They want to know where the company is going and what it will look like in the
future. How is the company doing financially? Where does it stand in the
marketplace?
Above all, employees insist on knowing how their specific jobs fit into the grand
scheme of things and what they can do to help the organization get to where it
wants to go. If you operate in an open environment where managers share
information, you can expect reduced turnover rates.
To assess your culture's level of openness, ask questions such as:
• Do our employees know how the company is doing in key areas such as
sales, financials, strategy and marketing?
• Do we promote open-book management (or something approaching it), or

do we keep information a closely guarded secret among the top management
team?
• Do employees understand our vision, mission and values?
• Do we have a values statement that clarifies and supports a culture of

openness?
• Do we give performance feedback on a regular basis or only at annual

review time?
• Do we encourage individuals and departments to share information with

each other?
Take the pulse of your people on a regular basis. From time to time, bring in an
outside third party to get a more objective view of how your people really feel.
Find out if they really know the vision, mission and values. At the same time, give
employees plenty of information about how the company is performing and where
it is going. When people buy into your clearly stated corporate values and have
the information they need to get the job done, they tend to stick around.
2. Employee relationship strategies
Employee relationship strategies have to do with how you treat your people and
how they treat each other. Developing effective employee relationship strategies
begins with three basic steps:
• Give your managers and supervisors plenty of relationship training. Recognize
that (in all but the smallest companies) people work for their supervisor, not you.
Their pay cheque may say "XYZ Company", but their primary work relationship
is with their supervisor. If your supervisors have the knowledge, training and
sensitivity to work effectively with people on an individual level, you'll probably
get the bonding you need to retain employees.
• Ask employees why they work for you. When you do, two things happen. One,
employees reinforce to themselves why they work for you. Two, you gain a better
understanding of what attracts people to your company. You can then use that
information to recruit new employees, saying: "Here's why people work for us. If
you value these things, perhaps you ought to work for us, too."
• Once you have the information about why people work for you, ask: "What can
we do to make things even better around here?" Do it in a positive way so that it
doesn't become a gripe session, then listen closely to what your employees say.
Out of these conversations will come many good ideas, not only for improving
conditions for your employees but for all facets of your business.
Some top employee relationship strategies:
• Use behavioral style assessment tools, such as Myers-Briggs or DISC, to help

people better understand themselves and each other and communicate more
effectively.
• Help employees to set life goals and get focused on where they want to go. Then
help them to see how their goals match up with company goals and that they can
achieve their goals by staying with the company. If people believe they can
achieve their goals and objectives by working in your organization, they will think
twice before going somewhere else to work.
• Whenever possible, get the family involved:
 Write a letter of commendation and send a copy to the family.

 Write a letter to the family thanking them for supporting your employee.
 Have an open house. Invite the families for a tour to see what the
spouse/parent does.
 Hold social activities such as family picnics, holiday parties, special
events.
 Celebrate birthdays.
 Take people out to dinner to celebrate an achievement.
 Hold public celebrations when the company hits major milestones.
Other employee relationship strategies that impact employee retention:
• Build mentoring relationships with people to increase their emotional ties

to the organization.
• Be firm and fair. Avoid second-guessing employees.
• Celebrate longevity.
• Encourage humour in the workplace.
• Focus on building individual self-esteem.
• Stick up for your people.
• Give recognition strategically and deliberately.
Ultimately, employee relationship strategies help to build a sense of family. In

families, people have conflict and disagreements but they learn how to work them
out. They stick together through good times and bad and support each other's
growth. Families have an "all for one and one for all" mentality. It's a lot harder to
leave a family than to leave somewhere where you just go to work.
3. Employee support strategies
Employee support strategies involve giving people the tools and equipment to get
the job done. When people feel they have what they need to perform, job
satisfaction increases dramatically. All employee support strategies stem from
three basic principles:
• People want to excel.
• People need adequate resources to get the job done.
• People need moral and mental support from you and your managers.
Employee support strategies start with you and your managers' attitudes. Do you
see employees merely as cogs in a wheel, or as valuable resources that make the
company go? Do you expect high performance or mediocrity from them?
Believing that people want to excel (they do!) rather than perform at minimum
levels will lead you to treat them in a much more positive manner.
Information is another key area in employee support strategies. The more

information you give people about what they are doing, what the company is
about and why you do things the way you do, the more valuable it becomes. Help
people to understand all the nuances of their jobs. Why is what they do important
to the company? What are the expectations of the customer?
Let people know what is going on. Give those sales figures and some of the
financials. You don't have to disclose salaries and other sensitive information, but
let them see performance measurements, particularly as they affect their jobs.
Other employee support strategies include:
• Give people productive work to do.
• Provide challenges.
• Remove obstacles and barriers to getting the job done.
• Adjust jobs to fit strengths, abilities and talents.
• Keep the promises you make.
• Establish effective communication systems.

• Clearly define job responsibilities and accountabilities.
• Encourage people to take initiative.
• Encourage, recognize and reward creativity and innovation.
• Avoid micro-management.
• Reduce reporting requirements.
• When possible, offer job flexibility.
4. Employee growth strategies
Employee growth strategies deal with personal and professional growth. Good
employees want to develop new knowledge and skills in order to improve their
value in the marketplace and enhance their own self-esteem.
However, don't just "throw" education and training at your people in a random
fashion. Instead, organize and structure your training so that it makes sense for the
company and the individuals who work for you.
Take time to explore your employees' different needs and the best way to meet
those needs. There are many ways to help your people with personal growth that
not only make a difference in their lives, but bond them more closely to the
organization.
Training and education can include:
• In-house curriculum for skills training and development
• Outside seminars and workshops
• paying for college and continuing education
• CD/DVD, podcast and online learning
• Cross-training
The last bullet point above offers a real opportunity for employers to differentiate
themselves and have a big impact on employee retention. For example, most
people own a car. Yet, how many really know how to buy car insurance? Set up a
brown-bag lunch that teaches people the ins and outs of car insurance and how to
get the best buy.
When you offer these kinds of learning opportunities, it sets you apart from other
employers and shows that you truly care about your employees. Its one thing to
provide training that helps them to do a better job because your company benefits
from it. It's another thing altogether to offer education on how employees can
improve their lives. They don't expect that. It shows that you care about them as
people, not just as workers who can make money for you.
Other recommended employee support strategies include:
• Establish a learning culture.
• Create individual learning plans.
• Encourage people to join professional and trade associations.
• Invest in career planning.
• Operate a corporate mentoring programme.
• Provide incentives for learning.
• Take advantage of internet learning.
5. Employee compensation strategies
Effective employee compensation strategies stem from one fundamental principle:

money alone will not retain most employees. In the old days, companies
essentially paid people for their time. Today, more and more companies pay for
performance – in every position, not just sales. To retain employees, your
compensation plan needs to incorporate this trend.
Pay-for-performance plans come in a variety of shapes and sizes, but they all
involve two basic activities: defining the job and checking performance against
expectations.
When people exceed expectations, give them a bonus. It helps to lay the plan out
ahead of time so that employees understand your expectations and know what
they have to do to get the bonus. But make sure you base it on predefined profit
goals, so that you don't pay out if the company doesn't make money.
If you're not offering some type of incentive or pay-for-performance plan, you're

putting your company at a terrible disadvantage.
Smart employers use a variety of hard (monetary) and soft (non-monetary)

employee compensation strategies to make it difficult for other companies to steal
their people away. These include:
• Discuss total employee compensation (salary, benefits, bonuses, training,

etc.).
• Design reward systems to stimulate employee involvement.
• Use flexible employee benefits to respond to a changing workforce.
• Offer stock options.
• Offer time off, sabbaticals and other forms of non-financial employee

compensation.
• Provide childcare and/or eldercare.
• Provide employee assistance programmes.
• Arrange for discounts on purchases.
• Arrange for professional services.
• Fund fitness club memberships.

Keep in mind that employee compensation constitutes only one piece of the
puzzle. If all the other pieces – the environmental, relationship, support and
growth strategies – don't fit together into one interlocking whole, you won't be
able to pay people enough to work for you.
In today's market, employees have control. They say: "You're lucky to have me
working for you." If you don't believe that and treat them accordingly, they will
quickly find another employer who will. That's why you need to have all five of
these employee retention strategies in place.
CHAPTER V
DATA ANALYSIS AND INTERPRETATIONS

This chapter deals with analysis and interpretation of facts. It is an act of finding a
relationship and facts and interpretation of them. The response about employee
retention is collected through a pre structured questionnaire. The data collected
from 50 employees are analyzed and interpreted here. Percentage, Likert scale and
ranking method were used for analysis of data.
5.1 AGE WISE CLASSIFICATION OF EMPLOYEES
Thought of people differs according to their age. It is one of the important

variables in this study, In order to take a decision; this group is classified into five.
ie, 18-25, 26-35, 36-45, 46-55 & over 55 so with this analysis it is clear that
majority of the respondents are in the 26-35 age group. The survey results are
shown in table no. 5.1
Table No 5.1
AGE WISE CLASSIFICATION OF EMPLOYEES
Age Respondents Percentage
18-25 16 32
26-35 18 36
36-45 5 10
46-55 7 14
Over55 4 8
Total 50 100
Source: field survey

5.2 GENDER WISE CLASSIFICATION OF EMPLOYEES
The study reveals that majority of employees in Popular ltd are males who
constitute 86 percent of the total work force. The remaining 14 percent are
females.The survey results are shown in table no. 5.2.
Table No 5.2
Gender wise classification of employees
Gender Respondent Percentage
Male 43 86
Female 7 14
Total 50 100
5.3 MARITAL STATUS
The study reveals that 28 percent of the employees are married and rest 72 per
cent is unmarried.The survey results are shown in table no. 5.3.
Table No 5.3
Marital status of the employees
Marital status Respondent Percentage
Married 14 28
Single 36 72
Total 50 100

5.4 EXPERIENCE WISE CLASSIFICATION OF EMPLOYEES
The study shows that 44 percent respondents have 2-5 year experience and 6 per
cent have come above 5 years of experience, 28 per cent have 1-2 year experience
and the remaining 22 per cent have below one year experience.The survey results
are shown in table no. 5.4.
Table No 5.4
Experience wise classification of employees
Experience Respondent Percentage
Less than 1year 11 22
`1-2 year 14 28
2-5 year 22 44
More than 5 year 3 6
Total 50 100
50
40
30
20
10
0
Less than 1-2 year 2-5 year More than 5
1year year
Experience wise classification of employees
Figure 5.1
5.5 OPINION REGARDING EMPLOYEES POSITION IN
RELATION TO THEIR QUALIFICATION AND EXPERIENCE
In this study 84 per cent of respondent says that the position given to they are in
accordance of their experience and qualification and 16 per cent says that the
position given to they are not in respect with their experience and qualification.
The survey results are shown in table.The survey results are shown in table no.
5.5.
Table No 5.5
Employees position in relation to their qualification and experience
Opinion Response Percentage
Yes 42 84
No 8 16
Total 50 100
Yes
No
Employees position in relation to their qualification and experience
Figure 5.2
5.6 OPINION ABOUT EMPLOYEES RELATION WITH
SUPERIOR
The study reveals that 42 per cent respondents are in good relation with their
superior while 32 per cent are in very good relation with superior. 14 per cent are
in excellent, 8 per cent are in poor and rest 4 per cent are in worst relation with
their superior.The survey results are shown in table no. 5.6
Table No 5.6
Opinion about employee’s relation with superior
Excellent 7 14
Very good 16 32
Good 21 42
Poor 4 8
Worst 2 4
Total 50 100
50
40
30
20
10
0
Excellent Very good Good Poor Worst
Opinion about employee’s relation with superior
Figure 5.3
5.7 OPINION REGARDING WHETHER THE APPRICIATION
FROM CO WORKERS IS NESSARY FOR GOOD WORKING
CONDITION
The study reveals that 56 per cent agrees that they need appreciation from co-
workers for good working condition, 28 per cent sometimes need appreciation
from co-workers and remaining 16 per cent does not need any appreciation form
co-workers. The survey results are shown in table no. 5.7.
Table No 5.7
Appreciation from co-workers is necessary for good working condition
Yes 28 56
No 8 16
Sometimes 14 28
total 50 100
Yes
No
Sometimes
Appreciation from co-workers is necessary for good working condition
Figure 5.4
5.8 OPINION REGARDING GETTING SUPPORT FROM CO
WORKERS WHEN NEEDED
The study reveals that 68 per cent respondents are getting support from co-
workers when needed and the rest are not getting support from co-workers (32 per
cent). The study shows that the majority of the respondents get support from co-
workers when needed.The survey results are shown in table no. 5.8.
Table no 5.8
Support form employee’s co-workers when needed
Yes 34 68
No 16 32
total 50 100
70
60
50
40
30
20
10
0
Yes No
Support form employee’s co-workers when needed
Figure 5.5
5.9 OPINION REGARDING REWARD FOR RECOGNTION
FOR ACHIEVEMENTS
The study reveals that 66 per cent respondent are getting reward for recognition
for their achievements from management and remaining 34 per cent does not get
any rewards for recognition for their achievements.The survey results are shown
in table no. 5.9.
Table no 5.9
Reward recognition for achievements
Yes 17 34
No 33 66
total 50 100
70
60
50
40
30
20
10
0
Yes No
Reward recognition for achievements
Figure 5.6
5.10 OPINION REGARDING THE IMPLEMENTATION OF 3
R’S (RECOGNITION, REWARD, RESPECT)
The study reveals that 50 per cent respondent says that sometimes there is
implementation of 3R’s while 32 per cent are of the opinion that most of the times
it is implemented and remaining 18 per cent says that it is never implemented. So
survey shows that the majority of the respondents say that the implementation of 3
R’s in company is some times. The survey results are shown in table no. 5.10.
Table no 5.10
The implantation of 3 R’s (Recognition, Reward, Respect)
Never 9 18
Some times 25 50
Most of the time 16 32
Total 50 100
50
40
30
20
10
0
Never Some times Most of the All of the
time above
The implantation of 3 R’s (Recognition, Reward, Respect)
Figure 5.7
5.11 OPINION REGARDING THE INFRASTRUCTURE AND
EQUIPMENT PROVIDED BY THE COMPANY
The study reveals that 48 per cent respondents are of the opinion that there is very
good infrastructure and equipment provided by the company and 28 per cent says
that it is good. Opinions of 12 per cent are excellent, 8 per cent are poor and the
remaining 4 per cent says that it is worst.The survey results are shown in table no.
5.11.
Table no 5.11
The infrastructure and equipment provide by the company
Excellent 6 12
Very good 24 48
Good 14 28
Poor 4 8
Worst 2 4
Total 50 100
60
40
20
0
Excellent Very Good Poor Worst
good
The infrastructure and equipment provide by the company
Figure 5.8
5.12 OPINION ABOUT SCALE OF PAY AND ALLOWANCE
FOR EMPOLYEES
The study shows that 48 per cent employees are satisfied with their scale of pay
and allowance, 34 per cent are of neutral in their opinion and the remaining 18 per
cent are highly satisfied with their scale of pay and allowance. The survey results
Table no 5.12
Scale of pay and allowance
Highly satisfied 9 18
Satisfied 24 48
Neutral 17 34
Dissatisfied 0 0
Highly dissatisfied 0 0
total 50 100
50
40
30
20
10
0
Highly Satisfied Neutral Dissatisfied Highly
satisfied satisfied
Scale of pay and allowance
Figure 5.9
5.13 OPINION ABOUT WORKERS PARTICIPATION IN
MANAGEMENT
The table shows the opinion of workers regarding workers participation in

management. The mean value is 3.98 which lie in between 3-4. It shows that
majority of the respondents are satisfied in workers participation in management.
The survey results are shown in table no.5.13.
Table no 5.13
Workers participation in management
Opinion Response Mark
Satisfied 27 108
Neutral 12 36
Dissatisfied 0 0
Total 50 199
Mean=3.98

5.14 OPINION REGARDING THE TRANSFER POLICY OF
EMPLOYEES
The table represents the opinion regarding the transfer policy. The mean value is
3.6 which lie in between 3-4. Thus it shows that majority of the employees are
satisfied with their transfer policy.The survey results are shown in table no. 5.14.
Table no 5.14
Transfer policy
Satisfied 18 72
Neutral 20 60
Dissatisfied 4 8
Total 50 180
Mean =3.6

5.15 OPINION ABOUT THE GRIEVANCES REDRESSAL
PROCEDURE
The table shows the opinion about the grievance redressal procedure in the
company. The mean value is 3.76 which lie in between 3-4. The survey shows that
majority of the respondents are satisfied with their grievance redressal
procedure.The survey results are shown in table no. 5.15.
Table no 5.15
Grievances redressal procedure
Satisfied 19 76
Neutral 17 51
Dissatisfied 3 6
Total 50 188
Mean =3.76

5.16 OPINION ABOUT LEAVE RULES
The mean value is 3.42 which lie in between 3-4. The survey shows that majority
of the respondents are satisfied in their opinion regarding their leave rules.The
survey results are shown in table no. 5.16.
Table no 5.16
Leave rules
Satisfied 12 48
Neutral 26 78
Dissatisfied 5 10
Total 50 171
Mean=3.42

5.17 OPINION REGARDING THE SUPERIOR GUIDANCE
of the respondents are satisfied with their superior guidance.The survey results are
shown in table no. 5.17.
Table no 5.17
Superior guidance
Satisfied 16 64
Neutral 21 63
Dissatisfied 1 2
Total 50 189
Mean=3.78

5.18 OPINION REGARDING THE HOUSING FACILITIES OF
EMPLOYEES
of the respondents are satisfied with their housing facilities.The survey results are
Table no 5.18
Housing facilities
Satisfied 20 80
Neutral 13 39
Dissatisfied 4 8
Total 50 192
Mean=3.84

5.19 OPINION REGARDING THE MEDICAL FACILITIES OF
EMPOLYEES
of the respondents are satisfied with their medical facilities.The survey results are
Table no 5.19
Medical facilities
Satisfied 18 72
Neutral 15 45
Dissatisfied 5 10
Total 50 187
Mean=3.74

5.20 OPINION ABOUT PROVIDENT FUND SCHEME
of the respondents are satisfied with their provident fund scheme.The survey
results are shown in table no. 5.20.
Table no 5.20
Provident fund scheme
Satisfied 18 72
Neutral 16 48
Dissatisfied 5 10
Total 50 180
Mean=3.6

5.21 OPINION REGARDING THE GRATUITY SYSTEM OF
EMPOLYEES
of the respondents are satisfied in their opinion with their gratuity system.The
Table no 5.21
Gratuity system in practice
Satisfied 12 48
Neutral 24 72
Dissatisfied 7 14
Total 50 169
Mean=3.38

5.22 OPINION ABOUT MAINTENANCE OF REST ROOM
AND TOILET
of the respondents are highly satisfied with their maintenance of rest room and
toilet. The survey results are shown in table no. 5.22.
Table no 5.22
Maintenance of rest room and toilet
Satisfied 21 84
Neutral 10 30
Dissatisfied 2 4
Total 50 203
Mean=4.06

5.23 OPINION ABOUT SATISFACTION OF WORKING
HOURS
The mean value is 3.42. Which lie in between 3-4. The survey shows that majority
of the respondents are satisfied with their working hour time.The survey results
Table no 5.23
Hours of work
Satisfied 12 48
Neutral 23 69
Dissatisfied 7 14
Total 50 171
Mean=3.42

5.24 OPINION REGARDING REST INTERWELL FOR
EMPOLYEES
of the respondents are satisfied with their rest interval.The survey results are
Table no 5.24
The satisfaction level of rest interval
Satisfied 11 44
Neutral 22 66
Dissatisfied 8 16
Total 50 171
Mean=3.42

5.25 OPINION REGARDING LIGHT AND VENTILATION
FACILITIES
of the respondents are highly satisfied with their light and ventilation facilities.The
Table no 5.25
The satisfaction level of light and ventilation facilities
Satisfied 17 68
Neutral 4 12
Dissatisfied 0 0
Total 50 225
Mean=4.5

5.26 OPINION ABOUT WORK PLACE ATMOSPHERE
of the respondents are highly satisfied with their work place and atmosphere.The
Table no 5.26
The satisfaction level of work place atmosphere
Satisfied 22 88
Neutral 3 9
Dissatisfied 0 0
Total 50 222
Mean=4.44
5.27 OPINION ABOUT LEVEL OF SAFETY

ARRANGEMENTS
of the respondents are highly satisfied with their safety arrangements.The survey
Table no 5.27
The satisfaction level of safety arrangements
Satisfied 19 76
Neutral 7 21
Dissatisfied 2 4
Total 50 211
Mean=4.22
5.28 OPINION REGARDING IMPORTANCE OF

ALTERNATIVE WORK SCHEDULE
The study reveals that 48 percent respondents think that alternative work schedule
is important for employee retention. The remaining 34 percent are of neutral
opinion, 14 percent says it is very important and 4 per cent says that it is not all
important for employee retention. The survey results are shown in table no. 5.28.
Table no 5.28
Importance of Alternative Work Schedule
Not at all important 0 0
Not very important 2 4
Neutral 17 34
Important 24 48
Very important 7 14
Total 50 100
60
50
40
30
20
10
0
Not at all Not very Neutral Important Very
important important important
Importance of Alternative Work Schedule
Figure 5.10
5.29 TELECOMMUNICATION WORK AT HOME
Tele communication at home is very important for 4 percent respondent,

important for 46 percent and it is neutral for 42 per cent. The remaining 8 per cent
says that it is not very important for improving employee retention.The survey
Table no 5.29
Importance ofTelecommunication Work at Home
Neutral 21 42
Important 23 46
Very important 2 4
Total 50 100
50
40
30
20
10
0
Not at all Not very Neutral Important Very
Importance of Telecommunication Work at Home
Figure 5.11
5.30OPINION REGARDING WELLNESS PROGRAMMES
Wellness programmeconducted by the management is very important for

employee retention in the opinion of 14 per cent, important for 48 per cent and
there is a neutral opinion from 34 per cent.The survey results are shown in table
no. 5.30.
Table no 5.30
Importance of Wellness Programmes
Neutral 17 34
Important 24 48
Very important 7 14
Total 50 100
60
50
40
30
20
10
0
Not at all Not very Neutral Important Very important
important important
Importance of Wellness Programmes
Figure 5.12
5.31OPPORTUNITY FOR GROWTH AND DEVELOPMENT
The analysis of survey results reveals that 64 per cent of respondents are in the
opinion that the company provides opportunity for growth and development. 22
per cent viewed that the company sometimes provides and 14 percent said that the
company do not provide opportunity for growth and development. Study shows
that majority are in the opinion that the company provides opportunity for growth
and development. The survey results are shown in table no. 5.31.
Table no 5.31
The opportunity for growth and development
Yes 32 64
No 7 14
Some times 11 22
Total 50 100
70
60
50
40
30
20
10
0
Yes No Some times
The opportunity for growth and development
Figure 5.13
5.32DEPARTURE OF CO- WORKERS
The study reveals that 76 per cent viewed that co workers left the organization and
24 per cent opined that co workers do not left the organization while they are in
the organization. Most of the respondents observed that co workers left the
organization while they are in the organization. The survey results are shown in
table no. 5.32.
Table No 5.32
Co workers left the organization
Yes 38 76
No 12 24
Total 50 100
5.33OPINION ABOUT REASONS FOR EMPLOYEES

LEAVING THE ORGANIZATION
The analysis shows that major reason for employees leaving the organization is
finding better jobs. Job stress and low job satisfaction are the other reasons
coming next to this. Survey results are shown in table no. 5.33
The reasons for employees leaving the organization
Table no 5.33.1
No of respondent
Reasons Rank1 Rank2 Rank3 Rank4 Rank 5
Finding 12 7 16 13 2
better job
Job stress 5 14 13 4 14
Ruff 5 8 15 14 8
attitude of
superior
Low job 7 8 17 6 12
satisfaction
Any other 10 12 7 9 12
Table no.5.33.2
Mark of each Rank
Reasons Rank1 Rank2 Rank3 Rank4 Rank 5
Finding
60 28 48 26 2
better job
Job stress 25 56 39 8 14
Ruff
attitude of 25 32 45 28 8
superior
Low job
35 32 51 12 12
satisfaction
Any other 50 48 21 18 12
Table no.5.33.3
Average
Opinion Total mark Average
Finding better job 164 3.28
Job stress 142 2.84
Ruff attitude of
138 2.76
superiors
Low job satisfaction 142 2.84
Any other 149 2.98

5.34OPINON ABOUT SATISFACTION WITH CURRENT JOB
OF EMPLOYEES
The study reveals that 48 percent respondent is satisfied with their current job.
The remaining 26 percent are in highly satisfied, 18 are in neutral and 8 percent
are dissatisfied with their current job. The survey results are shown in table no.
5.34.
Table no 5.34
Satisfaction with current job
Satisfied 24 48
Neutral 9 18
Dissatisfied 4 8
total 50 100
50
40
30
20
10
0
Highly Satisfied Neutral Dissatisfied Highly
satisfied satisfied
Satisfaction with current job
Figure 5.14
CHAPTER VI
SUMMARY, FINDINGS, CONCLUSION

ANDSUGGESTIONS
6.1 SUMMARY
Human resource is treated as the most important asset as far as an organization is

concerned. In order to get their services in full extend, they should properly
satisfied. Employee turnover is a symptom of deeper issues that have not been
resolved, which may include low employee morale, absence of a clear career path,
lack of recognition, poor employee-manager relationships or many other issues.
The present study” retention strategy of employees: a study at popular motors
limited kanhangad is an attempt to analyze the effectiveness of retention strategy
developed by managers. Hence this study has been conducted with the following
objectives.
 To assess the impact of employee retention strategy of popular motors.

 To evaluate the satisfaction level of employees towards the working
environment.
 To study the attitude of employees towards the labour welfare measures in the
company.
 To identify the reasons for labour turnover in the company
For conducting this study primary data were collected from 50 employees at
Popular motors limited. Secondary data were collected from books and
journals. Percentages, averages, ranking method, and likert scale were
employed for the analysis of data.
6.2 FINDINGS OF THE STUDY
 Majority of the employees are coming under the age group of 26 – 35.
 The majority of employees are male.
 Most of the employees have 2 – 5 years experience.
 The majority of employees are satisfied with the welfare measures
provided by company.
 The opinions about infrastructure facilities by employees are very good.
 Most of the employees satisfied with their physical environment, scale of
pay and allowance, work participation in management, transfer policy,
grievances redressal procedure, superior guidance, housing and medical
facilities and the provident fund scheme.
 The majority of the employees are highly satisfied with their rest room
and toilet, ventilation, work atmosphere and safety arguments.
 Most of the employees are neutral in their opinion with their leave rules,
gratuity system, working hours and rest intervals.
 Alternative work schedule, voluntary reduction in work schedule,
telecommunication work at home and wellness programs are important for
majority of employees for employee retention.
 It is found that employees are satisfied with the work environment.
 The retention strategy followed by management is helping the employees
for their growth and development.
 76 per cent employees says that there is departure of co- workers while
they are on work.
 The main reason that employees going out from the organization is
searching or finding a better job.
 66 per cent employees like to continue the job in the same company
 48 per cent employees are satisfied with their current job.
6.3 CONCLUSION
Employee retention is an important problem in every organization. There are

many variables that determine the satisfaction level of employees in an
organization such as scale of pay and allowance, workers participation in
management, transfer policy, leave rules, grievance redressal procedure etc.
Employee satisfaction is the key factor in employee retention. In Popular

limited motors Kanhangad most of the employees are satisfied with the
working conditions, relation with superiors, rest intervals, infrastructure
facilities etc. The majority of the employees are planning their further carrier
in the same organization. So the study can be concluded that the retention
strategy adopted by the management of Popular Motors limited is effective
and good.
6.4 SUGGESTIONS
 The company should improve gratuity system and leave rules.

 Company should provide adequate rest intervals and reduce the period of
working hours for the purpose of improving the quality of product and the
satisfaction level of the employees.
 The company should retain and maintain their present working
atmosphere, ventilation, rest room and toilet facilities and the safety
arrangements.
 The concern should improve the strategies in alternative work schedule,
voluntary reduction in work schedule, wellness program and
telecommunication work at home which the employees think it is
important for employee retention.
 The organization should properly reward the deserved employees based on
their performance
 Organization should furnish more remuneration and incentive schemes for
their employees than the present practices.
 The concern should offer more medical facilities and insurance schemes so
that, the employees can be satisfied better.
BIBLIOGRAPHY
BOOKS
1. Aswathappa, K, ‘Human Resource and Personal Management’, Tata

Mcgraw-hill publishing company limited, New Delhi, 2005.
2. Dr. Gupta, c.b., ‘Human Resource Management’, Sulthan Chand and Sons
Educational Publishers, New Delhi, 2005.
3. Kar, P.K., ‘Research Methodology’, Kalyani Publishers, New Delhi, 2006.
4. Kothari, C.R., Research Methodology methods and techniques, New age

International (p) limited, New Delhi, 2005.
5. Dr. Sarma, Ramanath; Industrial Psychology, Meerat, Raiham publication,

1962.
WEBSITES
a. www.google.com
b. www.popularmotors.com
c. www.wikipedia.com
APPENDIX
QUESTIONNAIRE
I am BELGY JOHN currently pursuing M.Com from Don Bosco Arts and
ScienceCollege Angadikkadavu, Kannur doing a project on “Effectiveness of
employeeretention strategy in popular motors limited, kanhangad”. You kindly
give necessary information through this questionnaire. I assure you that the
information provided will be kept confidential and will be used for academic
purpose only.
1. Name :
2. Age group :
18-25 26-35 36-45 46-55 over 55
3. Gender :
Male female
4. Marital status:
Married single
5. Work experience in A.M Motors?
Less than 1 year 1-2 2-5 More than 5
6. Whether you are on the right position on the basis of your qualification and
experience?
Yes No
7. What is your opinion about your relation with superior?
Excellent Very good Good Poor Worst
8. Do you think that appreciation from your co-workers is necessary for good
working conditions?
Yes No Sometimes
9. Do you get support from your co-workers when needed?
Yes No
10. Did you have reward recognition for your achievements?
Yes No
11. Do you think that the implantation of 3 R’s(Recognition, Reward, Respect)
Never Sometimes Most of the times All of the above
12. What is your opinion about infrastructure and equipment provide by the
company?
Extent Very good Good Poor Worst
13. Rate the following benefit from your company in order to their excellent?
Highly Highly
Satisfied Neutral Dissatisfied
satisfied dissatisfied
Scale of pay
and
allowances
Workers
participation
in mgt
Transfer
policy
Grievances
redressal
procedure
leave rules
Superior
guidance
14. Rate the following welfare measures of A.M. motors according to your
satisfaction level?
Highly Highly
Housing
facilities
Medical
facilities
Provident
fund scheme
Gratuity
system in
practice
Maintenance
of rest room
and toilet
15. Rate the following factors of working conditions according to your satisfaction
level?
Highly Highly
Hours of
work
Rest
interwell
Light and
ventilation
facilities
Work place
atmosphere
Safety
arrangements
16. Rate importance of following strategies provided by A.M. motors for
improving employee retention
Not at all Not very Very

Neutral Important
Alternative work
schedule(AWS)
Voluntary
reduction in work
schedule
Telecommunicating
work at home
Wellness
programme
17. Do you feel that the company provides opportunity for your growth or
development?
Yes No Sometimes
18. If any of your co workers left the organization while you are here?.
Yes No
19. What are the reasons for employees leaving the organization? (Rank)
Finding the better job
Job stress
Ruff attitude of superiors
Low job satisfaction
Any other
20. Would you like to plan your further career in this organization?
Yes No
21. Are you satisfied with your current job?
Highly satisfied Satisfied Neutral Dissatisfied

Highly dissatisfied
Thank you for your response

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EFFECTIVENESS OF EMPLOYEE

RETENTION STRATEGY IN POPULAR

DON BOSCO ARTS AND SCIENCE COLLEGE,

This is to certify that the project report entitled “EFFECTIVENESS OF

Place: Angadikadavu MISS. DEEPTHY

Date: 20-05-2015 SUPERVISOR

I also extend my sincere thanks to Mr. Roshin Thomas, Head of The

I also wish to express my thanks to my guide Miss. Deepthy Joseph, Asst.

I express my gratitude to all the staff members and employees of popular

I am indebted to my beloved parents and other family members for your

Chapter 1 Introduction 1-8

Review of Literature 9-11

Chapter 3 Company Profile 12-27

Chapter 4 Theoretical Framework 28-38

Chapter 6 Summary, Findings , Conclusionand 73-76

5.1 Age wise classification of employees 40

5.2 Gender wise classification of employees 41

5.4 Experience wise classification of employees 42

5.5 Employees position in relation to their qualification 43

5.6 Opinion about employees relation with superior 44

5.7 Appreciation from co-workers is necessary for good 45

5.8 Support form co-workers when needed 46

5.9 Reward recognition for achievements 47

5.10 The implementation of 3 Rs(Recognition, Reward, 48

5.11 The infrastructure and equipment provided by the 49

5.12 Scale of pay and allowance 50

5.13 Workers participation in management 51

5.14 Transfer policy 52

5.15 Grievance redressal procedure 53

5.16 Leave rules 54

5.17 Superior guidance 55

5.18 Housing facilities 56

5.19 Medical facilities 57

5.20 Provident fund scheme 58

5.22 Maintains of rest room and toilet 60

5.23 Hours of work 61

5.24 The satisfaction level of interval 62

5.25 The satisfaction level of light and ventilation 63

5.26 The satisfaction level of work place atmosphere 64

5.27 The satisfaction level of safety arguments 65

5.28 Importance of alternative work schedule 66

5.29 Importance of telecommunication work at home 67

5.30 Importance of wellness program 68

5.31 Opportunity for growth and development 69

5.32 Co-workers left the organization 70

5.33.1 The reason for employee leaving the organization 71

5.33.2 Mark of each rank 72

5.34 Satisfaction with current job 73

5.1 Experience wise classification of employees 42

5.2 Employees position in relation to their 43

5.3 Opinion about employees relation with superior 44

5.4 Appreciation from co-workers is necessary for 45

5.6 Reward recognition for achievements 47

5.7 The implementation of 3 Rs(Recognition, Reward, 48

5.8 The infrastructure and equipment provided by the 49

5.9 Scale of pay and allowance 50

5.10 Importance of alternative work schedule 66

5.11 Importance of telecommunication work at home 67

5.12 Importance of wellness program 68

5.13 Opportunity for growth and development 69

5.14 Satisfaction with current job 73

In startup companies, Human resources duties may be performed by trained