CHAPTER I

INTRODUCTION TO THE TOPIC

INTRODUCTION 1.1 INTRODUCTION TO THE STUDY 1.1.1 ATTRITION: In a human resources context, turnover or labor turnover is the rate at which an employer gains and losses employees. Simple ways to describe it are "how long employees tend to stay" or "the rate of traffic through the revolving door." Turnover is measured for individual companies and for their industry as a whole. If an employer is said to have a high turnover relative to its competitors, it means that employees of that company have a shorter average tenure than those of other companies in the same industry. High turnover can be harmful to a company's productivity if s illed wor ers are often leaving and the wor er population contains a high percentage of novice wor ers.

1.1.2 JUSTIFICATION FOR CHOOSING THIS TOPIC: Attrition in Big Bazaar: This topic proves to be of ma!or concern not only to "ig "a#aar but for future group, as a whole. The attrition rate has been on the rise for the past $ years in the retail industry and as well in "ig "a#aar. In the year %&&', a study on attrition was conducted in "ig "a#aar. This report documented an average attrition rate of $( per month. In most cases the employees who left were absconders) who did not attend the exit interview and follow proper exit policy. *ollowing which the management had ta en action by implementing employee engagement activities. +ow, our research would help in comparing it with the current year,s attrition rate and thereby reduce it by analy#ing the reasons contributing to it. -fter review of literature and expert,s opinion .store managers of "ig "a#aar "angalore and their respective H/ managers0, we have formulated the 1uestionnaire based on these broad areas.

INTRODUCTION TO THE STUDY

1.2 INDUSTRY PROFI E India retail industry is the largest industry in India, with an employment of around 2( and contributing to over 3&( of the country's 456. /etail industry in India is expected to rise %$( yearly being driven by strong income growth, changing patterns. It is expected that by %&37 modern retail industry in India will be worth 8S9 3'$) %&& billion. India retail industry is one of the fastest growing industries with revenue expected in %&&' to amount 8S9 :%& billion and is increasing at a rate of $( yearly. - further increase of ')2( is expected in the industry of retail in India by growth in consumerism in urban areas, rising incomes, and a steep rise in rural consumption. It has further been predicted that the retailing industry in India will amount to 8S9 %3.$ billion by %&3& from the current si#e of 8S9 '.$ billion. India retail industry is expanding itself most aggressively; as a result a great demand for real estate is being created. Indian retailers preferred means of expansion is to expand to other regions and to increase the number of their outlets in a city. It is expected that by %&3&, India may have 7&& new shopping centres. India retail industry is progressing well and for this to continue retailers as well as the Indian government will have to ma e a combined effort. The Indian retail mar et, which is the fifth largest retail destination globally, has been ran ed as the most attractive emerging mar et for investment in the retail sector by -T <earney's eighth annual 4lobal /etail 5evelopment Index .4/5I0, in %&&=. The share of retail trade in the country's gross domestic product .4560 was between 2>3& per cent in %&&'. It is currently around 3% per cent, and is li ely to reach %% per cent by %&3&. - ?c<insey report 'The rise of Indian @onsumer ?ar et', estimates that the Indian consumer mar et is li ely to grow four times by %&%$. @ommercial real estate

services company, @" /ichard Allis' findings state that India's retail mar et is currently valued at 8S9 $33 billion. *urther, @" /ichard Allis states that India has moved up to the :=th most preferred retail destination in the world in %&&=, up from BB last year. India continues to be among the most attractive countries for global retailers. -t 8S9 $33 billion in %&&2, its retail mar et is larger than ever and drawing both global and local retailers. *oreign direct investment .*5I0 inflows as on Culy %&&=, in single)brand retail trading, stood at approx. 8S9 B7.7& million, according to the 5epartment of Industrial 6olicy and 6romotion .5I660.The organised retail sector, which currently accounts for around $ per cent of the Indian retail mar et, is all set to witness maximum number of large format malls and branded retail stores in South India, followed by +orth, Dest and the Aast in the next two years.

*ig3.3 ?ar et Share of /etailer

INTRODUCTION

TO THE COMPANY

1.! CO"PANY PROFI E: *uture 4roup believes in developing strong insights on Indian consumers and building businesses based on Indian ideas, as espoused in the group,s core value of EIndianans., The group,s corporate credo is, E/ewrite rules, /etain values., #i$ion:

*uture group shall deliver everything, everywhere, every time for every Indian consumer in the most profitable manner. "i$$ion: De share the vision and belief that our customers and sta eholders shall be served only by creating and executing future scenarios in the consumption space leading to economic development. De will be trendsetters in evolving delivery formats, creating retail realty, ma ing consumption affordable for all customer segments for classes and for masses. 1.!.1 ABOUT BIG BA%AAR: "ig "a#aar is Indian personification of retail. It,s li e an Indian bazaar or mandi or mela, the environment created by traders to give shoppers a sense of moment. Its personality is of being an entity away from fancy or pretty and being authentically "no)frills". <ishore "iyani never hired any foreign consultant for "ig "a#aar which is evident from Indian)specific personality of the brand. The brand,s personality is self)explanatory by its tag)line only. This statement places "ig "a#aar at the top of customer,s mind. It reflects that entrepreneurship and simplicity are the essence of character of "ig "a#aar. To use predatory pricing is not in the personality of "ig "a#aar, they never sell goods below the price they have purchased it. "ig "a#aar, the "Indian Dal)?art", is the modern Indian family's favorite store. "ig "a#aar symboli#es modern retail, the business which isn,t loo ed up to in our country, is now in the eyes of many multi)national biggies. "ig "a#aar has shown a robust growth in recent years. There are six department s in "ig "a#aar dealing with the following products in the respective departments. 1. Foo& Bazaar:

-s this department is the soul of the store, "ig "a#aar has several categories within this department itself. This department has a surface area of '$&& s1uare feet. This department is further divided intoF 2. +on)food Staples *ood *ruits and vegetables G'n'ra( "'r)*an&iz':

This department is further divided into Home and *ashions. The Home section has two ma!or sections 6lastics and @roc ery.6@0 amount to one section and 8tensils.80 and +ew "usiness 5evelopment.+"50 form the other ma!or part. The +ew "usiness 5evelopment section have items that are more affluent in nature and are part of <ishore "iyani,s GIndia HneI customer segment. This section sells luxury products li e watches, sunglasses, auto accessories etcetera. The E*ashions,.*0 sections sell luggage, footwear, handbags, Toys and sports !. ,. A++ar'($: The apparels department is divided into three segmentsF ?en,s wear) @asual and *ormal wear <ids wear)infants,boys,girls Jadies wear)Athnic wear .Sarees, <urthas, 5ress materials0and Destern wear Ho-' So(.tion$:

This department is not headed by the 5epartment ?anager, as the capacity of this department is much smaller in comparison with the others and can be handled by the Team leader. This department comprises of > electronics and furniture. /. 0'((n'$$ &'+art-'nt:

This department comprises of cosmetics and a pharmacy)*it and Healthy 1. A&&itiona( B.$in'$$:

a. Star K Sitara b. *ood @ourt c. *3%: 1.2.1 a2 "an+o3'r "anag'-'nt: -s the people are the heart of the organi#ation, it is of paramount importance that manpower is ade1uate at all times. Therefore calculation of manpower re1uired is most important. ?anpower re1uired to man the entire operation of the store is dependant on the s1uare feet of the store available. Say for example *ood "a#aar ."angalore, "ig "a#aar0 has an area of '$&& s1uare feet. /atio of manpower to floor areaF 3L$&& s1uare feet "an+o3'r r'4.ir'-'nt5 Tota( ar'a 6$4.ar' 7''t28 Ar'a )o9'r'& :; on' '-+(o;'' 6$4.ar' 7''t2 Therefore, for '$&& s1uare feet you re1uire M '$&&L$&& M 3$ personnel re1uired to man Foo& Bazaar

In the case of *ood "a#aar, by means of this calculation the H/ department has employed 37 personnel to man its floor space. 5ue to problems with absenteeism, the H/ department has foreseen this and has a policy of maintaining a buffer of 3$( .Therefore they ideally should have a manpower capacity of about 2& to 2$( per day. "ut, they have been able to manage with '& to 2&( attendance. The employees are allowed to have their days off only during the wee days. 1.!.2 :2 E-+(o;'' 'ngag'-'nt "ig ba#aar conducts ?r. and ?iss 6erfect > a program that identifies the best employees in the local store on the following criteria such as > on)time arrival, discipline, grooming, customer satisfaction and the li e. They also identify The "est Support team. "ig "a#aar has a F.n %on' t'a-, comprising of four employees) that coordinate events such as promotional events as well as employee fun events. The time that I had interned .+ov %nd to +ov %'th, %&&=0, there was a % day program exclusively for the entertainment of the employees. "ig "a#aar has also empowers their employees into giving their suggestions to improve the company. They have a tram called Pr'rna which ta es care of the suggestions. This team comprises of two employees. The problems are put on paper in a suggestion box and are discussed on a Saturday, then filed and action ta en. *or egF - problem with the par ing facilities of the employees were ta en care of by this means. The budget for this endeavour comes under the welfare scheme and comes to an average of /s. 7&,&&& per month. 1.!.! ORGANI%ATIONA CU TURE: Po3'r &i$tan)':

*rom my personal experience at "ig "a#aar .@oimbatore0 I have come to the conclusion that the employees are treated 1uite fairly. The sub)ordinates are free to meet their immediate reporting officers) which show that the employee)boss distance is 1uite non)existent. This was seen when an office problem involving three employees from a mar eting department ) a team member, Team Jeader and the department head, had a mis)understanding they were able to solve it. The problem was brought to the notice of the H/ manager, who then was able to resolve the conflict. The problem solved after due time when the matter at hand was sorted out and further clarifications on future dealings with similar concerns were given by the department head and the H/ manager. 1.2./ E-+(o;'' 'ngag'-'nt "ig ba#aar conducts ?r. and ?iss 6erfect > a program that identifies the best employees in the local store on the following criteria such as > on)time arrival, discipline, grooming, customer satisfaction and the li e. They also identify The "est Support team. "ig "a#aar has a F.n %on' t'a-, comprising of four employees) that coordinate events such as promotional events as well as employee fun events. The time that I had interned .+ov %nd to +ov %'th, %&&=0, there was a % day program exclusively for the entertainment of the employees. "ig "a#aar has also empowers their employees into giving their suggestions to improve the company. They have a tram called Pr'rna which ta es care of the suggestions. This team comprises of two employees. The problems are put on paper in a suggestion box and are discussed on a Saturday, then filed and action ta en. *or egF - problem with the par ing facilities of the employees were ta en care of by this means. The budget for this endeavour comes under the welfare scheme and comes to an average of /s. 7&,&&& per month.

The below mentioned employee engagement activities have been in existence for the past 3 year or more. Dith the exception of the wee ly maga#ine > The Jadder . which consists of information about the wee ly fun events, those employees who have reached their targets, the GnewbiesI in "ig ba#aar, the birthdates of the employees for the wee , success stories0 which has been in existence since Canuary %&3&. In the case of *ood "a#aar, by means of this calculation the H/ department has employed 37 personnel to man its floor space. 5ue to problems with absenteeism, the H/ department has foreseen this and has a policy of maintaining a buffer of 3$( .Therefore they ideally should have a manpower capacity of about 2& to 2$( per day. "ut, they have been able to manage with '& to 2&( attendance. The employees are allowed to have their days off only during the wee days.

*ig 3.%. Hrgani#ational Structure Hierarchy of Hperation 5epartment

*ig 3.:. 6ersonnel Information)Support System 6JegendF30 ")"and sub)division :0.number0M number of personnel

%0 -,",@,5,AF

*ig 3.B. *low of decision ma ing > *or all verticals . Hperations and Support0 In all companies that are hierarchical in nature, the decision ma ing flows as per the channel illustrated above in *ig.B

JITA/-T8/A /ANIAD

!.2. THEORETICA ASPECTS OF THE TOPIC Co$t$ Dhen accounting for the costs .both real costs, such as time ta en to select and recruit a replacement, and also opportunity costs, such as lost productivity0, the cost of employee turnover to for)profit organi#ations has been estimated to be up to 3$&( of the employees' remuneration pac age. There are both direct and indirect costs. 5irect costs relate to the leaving costs, replacement costs and transitions costs, and indirect costs relate to the loss of production, reduced performance levels, unnecessary overtime and low morale. Int'rna( 9$. '<t'rna( t.rno9'r Ji e recruitment, turnover can be classified as 'internal' or 'external'.O:P Internal turnover involves employees leaving their current positions and ta ing new positions within the same organi#ation. "oth positive .such as increased morale from the change of tas and supervisor0 and negative .such as pro!ectLrelational disruption, or the 6eter 6rinciple0 effects of internal turnover exist, and therefore, it may be e1ually important to monitor this form of turnover as it is to monitor its external counterpart. Internal turnover might be moderated and controlled by typical H/ mechanisms, such as an internal recruitment policy or formal succession planning. S=i(('& 9$. .n$=i(('& '-+(o;''$ 8ns illed positions often have high turnover, and employees can generally be replaced without the organi#ation or business incurring any loss of performance. The ease of replacing these employees provides little incentive to employers to offer generous employment contracts; conversely, contracts may strongly favour the employer and lead to increased turnover as employees see , and eventually find, more favorable employment.

However, high turnover rates of s illed professionals can pose as a ris

to the

business or organi#ation, due to the human capital .such as s ills, training, and nowledge0 lost. +otably, given the natural speciali#ation of s illed professionals, these employees are li ely to be re)employed within the same industry by a competitor.Ocitation neededP Therefore, turnover of these individuals incurs both replacement costs to the organi#ation, as well as resulting in a competitive disadvantage to the business.

#o(.ntar; 9$. in9o(.ntar; t.rno9'r 6ractitioners can differentiate between instances of voluntary turnover, initiated at the choice of the employee, and those involuntary instances where the employee has no choice in their termination .such as long term sic ness, death, moving overseas, or employer)initiated termination0. Typically, the characteristics of employees who engage in involuntary turnover are no different from !ob stayers. However, voluntary turnover can be predicted .and in turn, controlled0 by the construct of turnover intent. Ca.$'$ o7 *ig* or (o3 t.rno9'r High turnover often means that employees are unhappy with the wor or compensation, but it can also indicate unsafe or unhealthy conditions, or that too few employees give satisfactory performance .due to unrealistic expectations or poor candidate screening0. The lac of career opportunities and challenges, dissatisfaction with the !ob)scope or conflict with the management has been cited as predictors of high turnover. Jow turnover indicates that none of the above is trueF employees are satisfied, healthy and safe, and their performance is satisfactory to the employer. However, the predictors of low turnover may sometimes differ than those of high turnover. -side from the fore)mentioned career opportunities, salary, corporate culture, management's

recognition, and a comfortable wor place seem to impact employees' decision to stay with their employer.

!.! RE#IE0 OF ITERATURE: 12 Jo*n Cor&'r; 62>>12? Strat'gi'$ 7or I-+ro9ing E-+(o;'' R't'ntion. A:$tra)t: This report stated that the increasing difficulties in retaining s illed, effective wor ers amounted to a looming crisis within the industry, and called for the development of effective wor force retention strategies within the meat processing industry. It says selection should be based on !ob embeddedness as given belowF

*igure %.3 Selection based on !ob embeddedness.

in=$: Jin s refer to the formal or informal connections people have, both on and off the !ob. The higher the number of lin s, the more li ely an employee will feel

attached to the organi#ation and community to which they belong, and the less li ely it is that they will consider leaving. Fit: *it is defined as a person,s perceived compatibility or comfort with an organi#ation and with his wor . The better the fit and the comfort with the community, the higher the li elihood that an employee will feel attached to his !ob. Sa)ri7i)': Sacrifice is defined as the perceived cost of material or psychological benefits that may be forfeited by leaving one,s !ob. The more sacrifice has to be made, the more difficult it is for an employee to brea the current lin s. 22 A(('n N.J. @ "';'r J.P 61AA>2? BT*' -'a$.r'-'nt an& ant')'&'nt$ o7 a77')ti9'? )ontin.an)' an& nor-ati9' )o--it-'nt on t*' organizationC. A:$tra)t: -llen K ?eyer investigated the nature of the lin between turnover and the three components of attitudinal commitmentF affective commitment refers to employees, emotional attachment to, identification with and involvement in the organi#ation; continuance commitment refers to commitment base on costs that employees associate with leaving the organi#ation; and normative commitment refers to employees, feelings of obligation to remain with the organi#ation. 6ut simply, employees with strong affective commitment stay with an organi#ation because they want, those with strong continuance commitment stay because they need to, and those with strong normative commitment stay because they feel they ought to. -llen and ?eyer,s study indicated that all three components of commitment were a negative indicator of turnover. In general, most research has found affective commitment to be the most decisive variable lin ed to turnover. !2 Tang T. .P.? Di- J. 0. @ Tang D.S.H 62>>>2? BDo'$ attit.&' to3ar& -on'; -o&'rat' t*' r'(ation$*i+ :'t3''n intrin$i) Eo: $ati$7a)tion an& 9o(.ntar; t.rno9'rFC A:$tra)t: The examined the relationship between attitudes towards money, intrinsic !ob satisfaction and voluntary turnover. Hne of the main findings of this study is that voluntary turnover is high among employees who value money .high money ethic endorsement0, regardless of their intrinsic !ob satisfaction. However, those who do not

value money highly but who have also have low intrinsic !ob satisfaction tended to have the lowest actual turnover. *urthermore, employees with high intrinsic !ob satisfaction and who put a low value on money also had significantly higher turnover than this second group. The researchers also found that placing a high value of money predicted actual turnover but that withdrawal cognitions .i.e. thin ing about leaving0 did not. ,2 C*ang E 61AAA2? BCar''r )o--it-'nt a$ a )o-+('< -o&'rator o7 organizationa( )o--it-'nt an& t.rno9'r int'ntionC A:$tra)t: @hang examined the relationship between career commitment,

organi#ational commitment and turnover intention among <orean researchers and found that the role of career commitment was stronger in predicting turnover intentions. Dhen individuals are committed to the organisation they are less willing to leave the company. This was found to be stronger for those highly committed to their careers. The author also found that employees with low career and organisational commitment had the highest turnover intentions because they did not care either about the company or their current careers. Individuals with high career commitment and low organisational commitment also tend to leave because they do not believe that the organisation can satisfy their career needs or goals. This is consistent with previous research that high career committers consider leaving the company if development opportunities are not provided by the organisation. However, this group is not apt to leave and is li ely to contribute to the company if their organisational commitment is increased. @hang found that individuals become affectively committed to the organisation when they perceive that the organisation is pursuing internal promotion opportunities, providing proper training and that supervisors do a good !ob in providing information and advice about careers. /2 "orr'(( D.".? oanGC(ar=' J. @ 0i(=in$on J 62>>,2? BOrganizationa( )*ang' an& '-+(o;'' t.rno9'rC

A:$tra)t: Jee K ?itchell,s Eunfolding model, of employee turnover represented a significant departure from the previous labour mar et) and psychological)oriented turnover literature. This model is based on the premise that people leave organisations in very different ways and it outlines four decision pathways describing different inds of decisions to 1uit. - notable feature of the unfolding model is its emphasis on an event or Eshoc , .positive or negative0 that prompts some decisions to 1uit. ?orrell et al tested the unfolding model by studying the voluntary turnover of nurses in the 8<. Their findings indicated that shoc s play a role in many cases where people decide to leave. *urthermore, they found that shoc s not only prompted initial thoughts about 1uitting but also typically had a substantial influence over the final leaving decision. They also noted that decisions to 1uit prompted by a shoc are typically more avoidable. The authors suggest that their research illustrates the importance for managers of understanding avoidability i.e. the extent to which turnover decisions can be prevented. 12 "artin C. 62>>!2 BE<+(aining (a:o.r t.rno9'r: E-+iri)a( '9i&'n)' 7ro- UD '$ta:(i$*-'nt$C A:$tra)t: ?artin .%&&:0 loo ed at the effect of unions on labour turnover and found clear evidence that unionism is associated with lower turnover. He suggested that lower turnover is a result of the ability of unions to secure better wor ing conditions thus increasing the attractiveness for wor ers of staying in their current !ob. -ccording to ?artin, the relationship between lower turnover and unionisation has been well established by researchers using both industry)level and individual data. H2 Dir$*'n:a.- A. @ 0'i$:'rg J. 62>>22? BE-+(o;''C$ t.rno9'r int'ntion$ an& Eo: &'$tination )*oi)'$C A:$tra)t: This study of B'' employees in 3$ firms examined employees, !ob destination choices as part of the turnover process. Hne of their main findings was that co)wor ers, intentions have a ma!or significant impact on all destination options ) the more positive the perception of their co)wor ers desire to leave, the more

employees themselves wanted to leave. The researchers suggest that a feeling about co)wor ers, intentions to change !obs or wor place acts as a form of social pressure or !ustification on the employee to ma e a move. I2 IDS 62>>>2? I-+ro9ing $ta77 r't'ntion A:$tra)t: - step towards understanding turnover within an organisation is to determine whether retention difficulties are caused by internal or external factors. Dhile the role of labour mar et conditions in causing turnover may preclude the use of targeted human resource strategies, this information may be useful in analysing to what extent turnover is due to outside factors. However, although tight labour mar ets affect an employer,s ability to attract and retain staff, loo ing outwards at the local labour mar et cannot be a substitute for understanding what is going on within the organi#ation.

A2 C*art'r'& In$tit.t' o7 P'r$onn'( an& D'9'(o+-'nt 62>>,2? Fa)t $*''t on '-+(o;'' t.rno9'r an& r't'ntion. A:$tra)t: Dhere new employees leave after a short period in the !ob, poor recruitment and selection decisions both on the part of the employer and employee are usually the cause, along with poorly designed or non)existent induction programs .@I65, %&&B0. If expectations are raised too high during the recruitment process this can result in people accepting !obs for which they may be unsuited. Hrgani#ations often do this to ensure that they fill their vacancies with sufficient numbers of well) 1ualified people as 1uic ly as possible. However, this can be counterproductive over the longer)term, as it can lead to costly avoidable turnover and to the development of a poor reputation in local labour mar ets. The @I65 .%&&B0 suggests that employers give employees a realistic !ob preview at the recruitment stage and ta e care not to

raise expectations. It may also be useful to invite applicants to wor a shift before committing themselves. 1>2 "i('$ ". Finn'; @ Jan't E. Do*(*a$' 62>>I2? T*' '77')t o7 .r:anization on (a:or t.rno9'r. A:$tra)t: The paper empirically examines labor mar et matching as a source of urban agglomeration economies. De wor from the hypothesis that !ob turnover leads to tighter labor matches and estimate the relationship between urbani#ation and the !ob mobility of young men. 8sing a panel from the +ational Jongitudinal Survey of Qouth, we find evidence that young men change !obs more fre1uently in their early career if they live in larger or in more educated urban areas. The sensitivity of the results to whether the young men were GmoversI or GstayersI suggests the possible endogeneity of location. 112 Ta' H'on '' 't a(62>>I2? Un&'r$tan&ing #o(.ntar; T.rno9'r: Pat*GS+')i7i) Jo: Sati$7a)tion E77')t$ An& T*' I-+ortan)' O7 Un$o(i)it'& Jo: O77'r$. A:$tra)t: In response to traditional approaches, limited success in explaining voluntary turnover, we explored a paradigmatic shift in turnover research. 8sing a large national sample, we found we could more successfully model voluntary turnover by recogni#ing that !ob .dis0satisfaction and ease of movement importance depend on the group of leavers being studied. *or example, ongoing !ob satisfaction had smaller effects for turnover driven by certain shoc s .unsolicited !ob offers and family)related reasons0, which accounted for B& percent of all 1uits. ?oreover, the prevalence of unsolicited !ob offers may necessitate rethin ing the role of ease of movement in turnover decisions. 122 B. Ra-a$'$*an 61AAI2? R'tai( '-+(o;'' t.rno9'r: E77')t$ o7 r'a(i$ti) Eo: in7or-ation an& int'r9i'3'r a77')t.

A:$tra)t In contrast to the ma!ority of studies relating to employee turnover reported in the mar eting literature in general and retailing in particular, which have essentially been from the point of view of the organi#ation selecting a person for a retail position, this study is an attempt to understand retail employee turnover from the perspective of an individual applicant selecting an organi#ation. The study is aimed at providing insights into the effects that realistic !ob information and interviewer credibility may have on the retail firm's capacity to retain its employees. The important conclusion suggested by this study is that accurate, relevant and detailed !ob information play a significant role in reducing retail employees' decision to leave the !ob. The findings of the study also suggest that general interviewer affect by itself does not contribute to reducing retail employees' decision to 1uit the !ob. Implications for retail management would seem to be that greater attention must be given to providing realistic information concerning the retail !ob to potential recruits, rather than attempting to gloss over the less attractive attributes of the employment. If this is done, good recruits might be less li ely to leave, and those who should not have been attracted to the position in the first place, will be less li ely to be appointed.

OBJECTIVE OF THE STUDY

CHAPTER II OBJECTI#ES? SCOPE AND I"ITATIONS OF THE STUDY 2.1. OBJECTI#ES OF THE STUDY: The study is underta en with the following ob!ectives. %.1.1. PRI"ARY OBJECTI#E: To find the attrition rate for the current year at "I4 "-R--/, "angalore. To ascertain the various reasons responsible for the attrition of staffs. 2.1.2 SECONDARY OBJECTI#ESF To bring out the strategies to retain manpower in the store. To attract more number of new employees and find ways to sustain them in the company.

SCOPE OF THE STUDY

2.2. SCOPE OF THE STUDY:

To find the attrition rate for the current year and find the main reason for attrition in "ig "a#aar, "angalore. To chec employee retention. the level of satisfaction and communication among "ig "a#aar staff and provide suggestions for improving

IMPORTANCE OF THE STUDY

CHAPTERG!
!.1. NEED FOR THE STUDY: Hne of the ma!or problems of the retail industry as well as for this company is the growing attrition. This research pro!ect has arisen as a conse1uence of growing concern within the company regarding manpower retention and turnover. This research was mainly focused on the three ma!or centers of "angalore were attrition was of a greater concern with respect to the employee management process. The topic is not new in the retail area as well as in the other industries today. However, there is a real need to conduct this research in the organi#ation because attrition among the floor staffs is acute in the plant. Hur research focuses on identifying the various factors contributing to attrition so that attention can be given them. Since the industry re1uires the need of staffs vi#. salesmen, cashiers, mar eters, maintenance

personnel, etc. and since the organi#ation is undergoing expansion, the need for stabili#ing the manpower is 1uite high and conse1uently the need for a research in this area is even higher.

RESEARCH METHODOLOGY

CHAPTERG,
RESEARCH "ETHODO OGY ,.1 RESEARCH DESIGN: The research design used in this pro!ect is the descriptive research design. ,.1.1 "ETHOD OF DATA CO ECTION:

The data collected is divided into two namely primary data and secondary data. The method and mode used for collecting these data are explained below. PRI"ARY DATA:

The primary data collection is the gathering of responses from the staffs which was done by direct survey with the help of 1uestionnaire.

SECONDARY DATA: The secondary data is the information collected from the company,s official web sites, boo s and H/ portals for the pro!ect wor .

,.2 RESEARCH INSTRU"ENT: The research instrument used for collecting the data is 1uestionnaire. J.'$tionnair': The Suestionnaire is prepared in an organi#ed and thorough manner and reframed accordingly after considering all the re1uired aspects of the attrition analysis, using last year,s data. The scale ranges from a score of 3 for EStrongly -gree, to a score of $ for EStrongly 5isagree,. Para-'t'r$ U$'& For T*' S.r9'; The factors which were ta en into consideration for the attrition analysis survey are as follows; Amployee morale @areer growth

 Dor Anvironment @ommunication @ompany 6olicies Training @ommunication Hverall satisfaction of the company ,.!. SA"P ING DESIGN: ,. !.1 Po+.(ation: 6opulation ta en for the study is the -ssistant 5epartment ?anagers .-5?0s and team leaders of "ig "a#aar. ,.!.2 Sa-+(' Siz': Since the company re1uired responses from all the -5?s and team leaders, the sample si#e for individual branches were as follows; "ig "a#aar .5AJHI0 ) :& "ig "a#aar .Cayanagar0 "ig "a#aar .6uttenahalli0 )3& ) 3&

,., STATISTICA TOO S USED FOR ANA YSIS: -fter data collection, statistical tools are used for analy#ing the data and results are obtained. *rom the obtained results, findings and suggestions can be done. The statistical tools used in this pro!ect for analysis areF S6SS .Simple 6ercentage -nalysis0. ?S)Axcel.

DATA ANALYSIS &INTERPRETATION

CHAPTERG/
/.1 ANA YSIS AND INFERENCES: /.1.12 Pr'(i-inar; Ana(;$i$ The preliminary analysis comprises of analysis of attrition from secondary data which was obtained from the S-6 database, which was then classified based on three factorsF 3. Jast : months attrition analysis.5ec,&= to *eb,3&0) an indicator of infant attrition, a predictor of improper implementation of recruitment practises and maybe external factors such as improvement of !ob mar et after the recessionary effects %. Jast six months attrition analysis.-ug,&= to *eb,3&0 was done as per company re1uirements :. Qearlong attrition analysis. Can,&= to *eb,3&0 was done to get an overall perspective of the trend in attrition rates per month. Attrition 7or-.(a: Attrition rat' 5 66n.-:'r o7 +'o+(' ('7tK1>>286n.-:'r o7 '-+(o;''$ ).rr'nt(; ,.2 ATTRITION RATE ANA YSIS +r'$'ntLn'3(; Eoin'&2281>>

/.1.1Attrition Rat' Ana(;$i$ In DE HI:

Attritions Hea !o"nt Ne # $% &oine Attrition'

Y ear ( 09)
Jan"a r% Fe( Ma r!) A*ri$ Ma % J"ne J"$% A"+"st Se *t O!to(er No,e-(e r De !e-(e r

11 10 10 10 6 1 11 11 13 5 7 6

180 182 178 181 177 175 179 210 212 216 214 213

0 1 0 0 1 7 6 7 5 7 10 6

6.11% 5.46% 5.62% 5.52% 3.37% 0.55% 5.95% 5.07% 5.99% 2.24% 3.13% 2.74%

Avg Attrition rate(monthly)

4.31%

Ta:(' /.1.1: -ttrition /ate in "ig "a#aar > "anashna ari 8nit

C*art /.1.1: -ttrition -nalysis in "ig "a#aar > 5AJHI 8nit

In7'r'n)': *rom the above calculation we have determined that the current monthly attrition rate is B. :%(, this amounts to approximately $&( annually.

/.1.2Attrition Rat' Ana(;$i$ In AGRA:

Attritions He a !o"nt Ne # $% &oine Attrition'

Y ear ( 09)
Ja n"a r% Fe ( Ma r!) A*ri$ Ma % J"ne J"$% A"+"st Se*t O!to(e r No,e -(e r De!e -(e r Ja n"a r%./0

9 10 10 8 13 19 13 8 14 10 9 14 5

153 142 133 118 116 112 116 119 117 117 117 111 117 A vg is

9 12 13 17 18 17 16 18 17 18 16 20 9

5.56% 6.49% 6.85% 5.93% 9.70% 14.73% 9.85% 5.84% 10.45% 7.41% 6.77% 10.69% 3.97% 8.02%

Ta:(' /.1.2: "ont*(; Attrition rat' ana(;i$ at Big Bazaar at t*' AGRA

C*art /.1.2: ?onthly -ttrition analysis at "ig "a#aar at the -4/- unit In7'r'n)': *rom the above calculation we have determined that the current monthly attrition rate is 2.&%(, this amount to approximately =7( annually. This is very high for the retail sector and thus the study is conducted. This validates the need for the study.

/.1.!Attrition Rat' Ana(;$i$ In P.tt'na*a((i:

Attritions Hea !o"nt Ne#$% &oine Attrition'

Y ear ( 09)
A"+"st Se*t O!to(er No,e-(er De!e-(er Jan"ar%./0 Fe(r"ar%./0

3 3 2 6 3 1 1

29 32 37 33 34 33 33

18 17 18 16 20 9 16 Avg is

6.38% 6.12% 3.64% 12.24% 5.56% 2.38% 2.04% 5.48%

Ta:(' /.1.!: "ont*(; Attrition Ana(;$'$ GP.t'n*a((i

C*art/.1.!: "ont*(; Attrition Ana(;$'$ GP.t'n*a((i In7'r'n)': Th attrition rate for 6utenhalli unit is $.B2( . *rom the trend we can see that attrition is on a decline. "ut this is inconclusive as more data from ensuing months are re1uired.Since this store was inaugrated only in Cune the dat from -ugust is furnished above.

/.2 D'tai('& Ana(;$i$:

The in)depth analysis of attrition was done by means of 1uestionnaire and interview.The factors featuring the 1uestionnaire are based on the -S- . -ttraction) Selection)-ttrition0 ?atrix.The following are the results of the 1uestionnaire. Con)'+t.a( Fra-'3or=: The sample population of "ig "a#aar were given the 1uestionnaire; they were then re1uired to fill it after due consideration from their sub)ordinates and according to their experience in the matter regarding attrition. -S- .-ttraction)Selection)-ttrition0

framewor , StatementF Eattributes of people, not the nature of external environment, or organi#ational technology, or organi#ational structure, are the fundamental determinants of organi#ational behaviour, .Schneider, 3=2'0. Thus the 1uestionnaire was framed to include such parameters such as employee morale, career growth, wor environment, communication, company policies, training and compensation. The above mentioned factors were framed in the $ point interval scale. -ccording to literature review G6eople leave the organi#ation because of their superiorsLsupervisors and not the organi#ationI, therefore we have included in our study the managerial aspects that influence a person from leaving the organi#ation.

E-+(o;'' $ati$7a)tion: HoF The employees are not satisfied with the organi#ation. HaF The employees are satisfied with the organi#ation.

a. t cannot be computed because the standard deviation is &. Std. + ?ean Amployee satisfaction in "ig "a#aar) :& %.27&& 5AJHI Amployee satisfaction in "ig "a#aar) 3& 3.=B3% Cayanagar Amployee satisfaction in "ig ba#aar) 3& :.&&&& 6uttenahalli Ta:(' /.2.1: On'GSa-+(' T'$t 5eviation .'2%'% .$$$'% .&&&&&a Std. ?ean .33&7= .3:B'2 .&&&&& Arror

Test Nalue M : =$( Interval 5ifference Sig. t Amployee satisfaction in "ig ) "a#aar > 5AJHI 3.%7 37 .&&& )3.&$22% )3.:BB$ ).'':3 $ Amployee satisfaction in "ig ) "a#aar) Cayanagar '.2$ 7 Ta:(' /.2.1: On'GSa-+(' T'$t df B= tailed0 .%3% .%) ?ean 5ifference ).3B&&& Jower 8pper ).:7%B .&2%B @onfidence of the

In7'r'n)': *rom the above data, it is inferred that the significant value of 5AJHI branch is lesser than &.&$, so null hypothesis is substantiated. Thus, this factor could be of ma!or concern and could impact the attrition in greater terms.

/.!: P'r)'ntag' Ana(;$i$ o7 E-+(o;'' Attrition a)ro$$ )riti)a( Unit$

J.'$tion 1:
In general, they are satisfied strongly agree agree neutral disagree strongly dis agree Banashankari Jayanagar 2.0 17.6 32.0 44.0 22.0 70.6 11.8 100.0 ith the organi!ation Puttenahalli

Ta:(' /.!: P'r)'ntag' Ana(;$i$ o7 E-+(o;'' Attrition a)ro$$ )riti)a( Unit$

MIn g'n'ra( t*'; ar' $ati$7i'& 3it* t*' organizationN

C*art /.!: P'r)'ntag' Ana(;$i$ o7 E-+(o;'' Attrition a)ro$$ )riti)a( Unit$

In7'r'n)': *rom the graph we see that BB( of the respondents in 5AJHI have a neutral response to the statement. Dhereas it is 3&&( in 6utenhalli.

/.!.1: Do ;o. 7''( t*at ;o.r $.:Gor&inat'$ ar' a 9a(.'& +art o7 t*' o77i)'F

*re1uenc y Nalid strongly 3% agree agree neutral disagree Total :3 7 3 $&

Nalid 6ercent 6ercent @umulative 6ercent %B %B %B 7% 3% % 3&& 7% 3% % 3&& 27 =2 3&&

INFERENCE:

*rom the total respondents 7%( of respondents agreed that there sub)ordinates are a valued part of the office, %B( strongly agree to this, 3%( are neutral and don,t have an idea and the remaining %( disagree that there sub)ordinates are a valued part of the office.

/.!.2:Do ;o. 7''( t*at ;o.r $.:Gor&inat'$ ar' r'$+')t'& an& 7air(; tr'at'& in t*' organization

*re1uenc Nali strongly d agree -gree +eutral 5isagree Total y 3& :& = 3 $& 6ercent %& 7& 32 % 3&&

Nalid 6ercent %& 7& 32 % 3&& @umulative 6ercent %& 2& =2 3&&

INFERENCE:
*rom the total respondents 7&( respondents agree that there sub)ordinates are respected and fairly treated in the organi#ation %&( strongly agree to this 32( are

neutral and don,t have an idea and the remaining %( are disagree that there sub) ordinates are respected and fairly treated in the organi#ation.

/.!.!"ora(' in t*' o77i)' i$ *ig*

*re1uenc Na strongly lid agree -gree +eutral 5isagree Total y B 3= %7 3 $& 6ercent 2 :2 $% % 3&&

Nalid 6ercent 2 :2 $% % 3&& @umulative 6ercent 2 B7 =2 3&&

INFERENCE:
*rom the total respondents $%( of the respondents are neutral that they are not having any idea about morale, and :2( are agree that ?orale in the office is high and 2( are strongly agree for that and %( are disagree for that.

/.!.,: Do t*'; *a9' )ar''r goa($ an& 7.t.r' +ro$+')t$F

*re1uenc y Na strongly 2 lid agree -gree neutral disagree Total %7 2 2 $& 6ercent 37 $% 37 37 3&&

Nalid 6ercent 37 $% 37 37 3&& @umulative 6ercent 37 72 2B 3&&

INFERENCE:

*rom the total respondents $%( are agree that they have career goals and future prospects and 37( are strongly agree for that and 37( are neutral and 37( are disagree for that.

/.!./: DO t*'; =no3 *o3 t*'ir Eo: 7it$ into (arg'r +i)t.r' o7 t*' organizationF

*re1uenc y Na strongly B lid agree -gree +eutral disagree Total %' 3$ B $& 6ercent 2 $B :& 2 3&&

Nalid 6ercent 2 $B :& 2 3&& @umulative 6ercent 2 7% =% 3&&

INFERENCE:
*rom the total respondents $B( of the respondents are agree that they now how their !ob fits into larger picture of the organi#ation and :&( are neutral and 2( are strongly for that and 2( are disagree for that.

/.!.1: Do t*'; *a9' a )('ar .n&'r$tan&ing o7 *o3 t*'ir Eo: +'r7or-an)' i$ -'a$.r'&F

*re1uenc y Na strongly B lid agree agree %2 6ercent 2 $7

Nalid 6ercent 2 $7 @umulative 6ercent 2 7B

neutral 3: disagree $ Total $&

%7 3& 3&&

%7 3& 3&&

=& 3&&

INFERENCE:
*rom the total respondents $7( of respondents are agree that they have a clear understanding of how their !ob performance is measured %7( are neutral and 3&( are disagree for that and 2( are strongly agree for that.

/.!.H: Do t*'; =no3 *o3 '<a)t(; o7 3*at i$ :'ing '<+')t'& o.t o7 t*'-F

*re1uenc y Na strongly $ lid agree agree neutral disagree strongly %' 37 3 3 6ercent 3& $B :% % % 3&&

Nalid 6ercent 3& $B :% % % 3&& @umulative 6ercent 3& 7B =7 =2 3&&

disagree Total $&

INFERENCE: *rom the total respondents $B( of respondents are agree that they now how exactly of what is being expected out of them and :%( are neutral and 3&( are strongly for that and %( are disagree and %( are disagree.

/.!.I: T*' organization a))o--o&at'$ t*'ir +'r$ona( n''&$.

*re1uenc Nalid y strongly ' agree agree neutral disagree strongly 37 3$ 2 B 6ercent 3B :% :& 37 2 3&&

Nalid 6ercent 3B :% :& 37 2 3&& @umulative 6ercent 3B B7 '7 =% 3&&

disagree Total $&

INFERENCE
*rom the total respondents :%( of respondents are agree that The

organi#ation accommodates their personal needs and :&( are neutral and 37( are disagree for that and 3B( are strongly agree for that and 2( are strongly disagree for that.

/.!.A:T*' 3or= 'n9iron-'nt in t*' $tor' i$ 7ri'n&(;

*re1uenc Na strongly lid agree -gree +eutral 5isagree Total y 3B %' ' % $& 6ercent %2 $B 3B B 3&&

Nalid 6ercent %2 $B 3B B 3&& @umulative 6ercent %2 2% =7 3&&

INFERENCE
*rom the total respondents $B( of the respondents are agree that The wor environment in the store is friendly and %2( are strongly agree and 3B( are neutral for that and B( are disagree for that

/.!.1>Do t*'; *a9' a +o$iti9' r'(ation$*i+ 3it* t*'ir $.+'r9i$or

*re1uenc Nalid y strongly 3$ agree -gree +eutral disagree Total %7 2 3 $& 6ercent :& $% 37 % 3&&

Nalid 6ercent :& $% 37 % 3&& @umulative 6ercent :& 2% =2 3&&

INFERENCE
*rom the total respondents $%( of the respondents are agree that they have a positive relationship with their supervisor and :&( are strongly agree for that and 37( are neutral and %( are disagree for that

/.!.11:T*'r' i$ a $+irit o7 )oGo+'ration a-ong $ta77$

*re1uenc N strongly a agree l -gree +eutral i 5isagre d e y 2 :B ' 3

Nalid 6ercent 6ercent @umulative 6ercent 37 37 37 72 3B % 72 3B % 2B =2 3&&

Total

$&

3&&

3&&

INFERENCE:
*rom the total respondents 72( of the respondents are agree that There is a spirit of co)operation among staffs and 37( are strongly agree and 3B( are neutral and %( are disagree for that.

/.!.12:T*' 3or=(oa& an& 3or= targ't$ ar' r'a$ona:('

*re1uenc Nalid y strongly B agree agree neutral disagree strongly %3 3: 2 B 6ercent 2 B% %7 37 2 3&&

Nalid 6ercent 2 B% %7 37 2 3&&

@umulative 6ercent 2 $& '7 =% 3&&

disagree Total $&

INFERENCE:
*rom the total respondents B%( of the respondents are agree that The wor load and wor targets are reasonable and %7( are neutral and 37( are disagree for that and 2( are strongly agree for that and 2( are strongly disagree for that.

/.!.1!:T*' 3or=(oa& i$ &i$tri:.t'& 7air(;

*re1uenc Nalid strongly agree -gree +eutral 5isagree Total y $ :3 3& B $& 6ercent 3& 7% %& 2 3&&

Nalid 6ercent 3& 7% %& 2 3&&

@umulative 6ercent 3& '% =% 3&&

INFERENCE:
*rom the total respondents 7%( of the respondents are agree that The wor load is distributed fairly and %&( are neutral and 3&( are strongly agree for that and 2( are disagree for that.

/.!.1,:T*' $.:Gor&inat'$ 7''( t*at t*' 3or= ti-ing$ ar' 7('<i:('

Nalid 6erc @umulative Nalid *re1uency 6ercent strongly $ 3& agre e agree neutral disagree strongly disag ree Total $& 3&& 3&& 33 33 32 $ %% %% :7 3& %% %% :7 3& :% $B =& 3&& ent 3& 6ercent 3&

INFERENCE:
*rom the total respondents :7( of respondents are disagreed that there sub)ordinates feel that the wor timings are flexible and %%( are agree for that and %%( are neutral and 3&( are strongly agree for that and 3&( are strongly disagree for that.

/.!.1/: Do ;o. t*in= attrition i$ in7(.'n)'& :; t*'ir &i77i).(t; in a&a+ting to t*' organizationF

*re1uenc Nalid yes no can't say Total y %& %& 3& $& 6ercent B& B& %& 3&&

Nalid 6ercent B& B& %& 3&&

@umulative 6ercent B& 2& 3&&

INFERENCE:
*rom the total respondents B&( of the respondents are say QAS that the attrition is influenced by their difficulty in adapting to the organi#ation and remaining B&( said no for that and %&( of respondents are can,t say anything.

/.!.11:Co--.ni)ation a-ong$t t*' $ta77 an& t*' 7(oor -anag'r in t*i$ $tor' i$ '77')ti9'

*re1uenc Nalid y strongly 3$ agree agree neutral Total %2 ' $& 6ercent :& $7 3B 3&&

Nalid 6ercent :& $7 3B 3&& @umulative 6ercent :& 27 3&&

INFERENCE: *rom the total respondents $7( of the respondents, agree that @ommunication amongst the staff and the floor manager in this store is effective and :&( are strongly for that and 3B( are neutral.

/.!.1H: T*' +o(i)i'$ in t*' )o-+an; ar' )('ar(; arti).(at'& to t*' $ta77$.

*re1uenc y Nalid strongly ' agree agree neutral disagree Total 32 3= 7 $& 6ercent 3B :7 :2 3% 3&&

Nalid 6ercent 3B :7 :2 3% 3&& @umulative 6ercent 3B $& 22 3&&

INFERENCE: *rom the total respondents :2( of respondents are neutral they can,t say anything about The policies in the company are clearly articulated to the staffs and :7( are agree for that and 3B( are strongly agree for that and 3%( disagree for that

/.!.1I: T*' o77i)' *a$ +o(i)i'$ $.++orti9' to t*' $ta77

*re1uenc y Na strongly $ lid agree agree neutral disagree strongly %B 3' : 3 6ercent 3& B2 :B 7 % 3&&

Nalid 6ercent 3& B2 :B 7 % 3&& @umulative 6ercent 3& $2 =% =2 3&&

disagree Total $&

INFERENCE: *rom the total respondents B2( of the respondents are agree that the office has policies supportive to the staff and :B( are neutral and 3&( are strongly agree for that 7( are disagree for that %( are strongly disagree for that.

/.!.1A:T*' $.:Gor&inat'$ r')'i9'& a t*oro.g* ori'ntation a:o.t t*'ir Eo: an& o77i)' 3*'n t*'; Eoin'&

*re1uenc y Na strongly 3& lid agree agree neutral disagree strongly %% 3$ % 3 6ercent %& BB :& B % 3&&

Nalid 6ercent %& BB :& B % 3&& @umulative 6ercent %& 7B =B =2 3&&

disagree Total $&

INFERENCE: *rom the total respondents BB( of the respondents are agree that there sub) ordinates received a thorough orientation about their !ob and office when they !oined and :&( are neutral on that and %&( are strongly agree for that and B( are disagree for that and %( are strongly disagree for that.

/.!.2>:T*' training +rogra-$ 3'r' '77')ti9' in i-+ro9ing t*'ir +ro&.)ti9it;

*re1uenc y Nalid strongly 3% agree -gree %% neutral 3: disagree % strongly 3 disagree Total $& 6ercent %B.& BB.& %7.& B.& %.& 3&&.&

Nalid 6ercent %B.& BB.& %7.& B.& %.& 3&&.& @umulative 6ercent %B.& 72.& =B.& =2.& 3&&.&

INFERENCE: *rom the total respondents BB( of the respondents are agree that the training programs were effective in improving their productivity and %7( are neutral on that and %B( are strongly agree for that B( are disagree for that and %( are strongly disagree for that.

/.!.21:T*' )o-+'n$ation +ai& to -' i$ 7air 3*'n )o-+ar'& to t*' )o-+ani'$ in t*' $a-' in&.$tr;

*re1uenc y Na strongly % lid agree agree neutral disagree strongly 3: 3$ 3B 7 6ercent B %7 :& %2 3% 3&&

Nalid 6ercent B %7 :& %2 3% 3&& @umulative 6ercent B :& 7& 22 3&&

disagree Total $&

INFERENCE: *rom the total respondents :&( of the respondents are neutral on the compensation paid to me is fair when compared to the companies in the same industry and %2( of are disagree for that and %7( are agree for that and 3%( are strongly disagree that and B( are strongly disagree for that.

/.!.22:In g'n'ra(? t*'; ar' $ati$7i'& 3it* t*' organization

*re1uenc y Na strongly 3 lid agree agree neutral disagree Total 37 %% 33 $& 6ercent % :% BB %% 3&&

Nalid 6ercent % :% BB %% 3&& @umulative 6ercent % :B '2 3&&

INFERENCE: *rom the total respondents BB( of the respondents are neutral in general, they are satisfied with the organi#ation and ::( are agree for that and %%( are disagree for that and %( are strongly agree for that.

/.!: "aEor R'a$on$ 7or AttritionGFr'i&-anC$ T'$t:

"y means of *riedman,s test we have determined the top $ reasons for attrition and the following are the results of this test. The top reason cited for attrition has been selected as the independent variable for the study.

R'a$on$ 7or attrition "etter opportunity ?arriage Jong wor ing hours Jess salary Sic ness @ompany policies Dor pressure Jeave

Fri'&-anC$ t'$t r'$.(t %.'2 7.:B :.&$ 3.2$ 7.:B 7.:' :.=$ $.:%

Ta:(' ,.,.1: R'a$on$ 7or attrition .$ing Fr'i&-anC$ T'$t

In7'r'n)': *rom the *reidman,s ran ing method, the top $ reasons for employees leaving the company, as per the order are;

3. Jess salary %. "etter opportunity outside :. Jong wor ing hours B. Dor pressure and $. Jeave It is also critically important to recogni#e that, when employees indicate the intention to leave, they generally do ) this means that attrition can be predicted through survey measurement, which gives employers an important "window of opportunity" to foresee and address talent loss within specific departments so as to change the environment that is causing employees to leave.

FINDINGS

12 FINDINGS AND SUGGESTIONS: FINDINGS: DE HI :ran)*: The attrition rate was high in the 5AJHI branch in the month of Canuary. It was at this month when a new H/ executive was appointed. -nd his adaptation to the /etail H/ practices might have ta en time for which the next few months have witnessed higher percentage of employees exiting the company continuously. The attrition rate for the year is B.:%(. In general, the staffs selected for !ob roles vi#. salespersons, cashiers, beauticians, Insurance mar eting personnel, maintenance personnel re1uire a 68@ graduation or lesser, their !ob nature is very common and they may eep switching their !ob roles when they need as per their need for change to a different !ob role. So, they have a lot of options and opportunities to choose within and outside the industry. So, it was found that in this store staffs had wor experience of a completely different !ob role in the past and therefore they do not mind shifting to a different one as wider options exist.

Ja;anagar Bran)* The attrition rate was high in Cayanagar branch in the month of Cune and it is also seen that the rate is intermittently higher in the next few months. The reason may be due to the additional burden of controlling and maintaining two branches of "ig "a#aar by a single H/ executive.other unit being that of 6uttenahalli0. The attrition rate for the year is 2.&%(, and is relatively higher than the other two branches. This rate is a huge figure when it comes to the retail industry. Hne of the ma!or reasons for this high rate in this branch, as gathered by an interview with the store manager suggests that this store is located in the heart of "angalore, and therefore wider opportunities are available within this area with better compensation. Therefore staffs 1uit their !obs from the store and move towards neighboring malls within the vicinity. P.tt'na*a((i :ran)* The attrition rate was high in the month of +ovember, which is higher than any of the other following months. The reason as collected from the interview with the store manager suggests that few staffs were terminated due to disciplinary and integrity issues at this month. The attrition rate for the year is $.B2(. Hne ma!or reason for employees leaving, with regards to 6uttenahalli store is its location. This store is located few miles away from the main city and is currently emerging as a developing city, where high class customers reside. This location becomes a ma!or concern for travel especially when returning after their wor hours .store closes at 3& p.m0 specifically to the female staffs.

RESPONSES

GATHERED

THROUGH

JUA ITATI#E

ANA YSISG

6Int'r9i'3 -'t*o&2 The 1ualitative analysis was also conducted in our pro!ect so as to complement the research and get deeper and thorough insights over additional un nown factors which may not have been addressed in the 1uestionnaire or those which may not have been answered in the 1uestionnaire due to fear that existed amongst the floor staffs who perceived 1uestionnaires to be an opinion form from the H/ department. "ut the interview with group of team members, store managers and team leaders scrutini#ed few reasons specific to the store which would thereby help the H/ executives to sort them out in the near future. Since most of the factors seemed to be common, all of them have been clustered and presented below; I$$.'$ 7or t*' attrition o7 7(oor $ta77$: 3. Indisciplinary attitudes of some of the staffs had to be dealt with severely which directly impacted the attrition rate of the store. %. +o due recognition given, low salary, better prospects outside, integrity issues, high wor pressure and timings :. ?ost of the employees are not goal oriented B. Dith respect to training, focus has to be given over the product nowledge especially for the food ba#aar staffs. $. Hverload of offers confuse the team functioning 7. Amployees feel that the training programs have to be more consistent. @omputer training pertaining to retail sector may be provided. @ommunication trainings and various programs have to be introduced '. ?anpower handling Eprint and production, not enough as other inter departmental activities li e sales also done by N?.

2. 6erformance appraisal should be done fairly and carried out once in three month. =. The superiors listen others words about their subordinates progress, rather monitoring their performance. 3&. Nery importantly, there is red tapism and bias. *avoritism influences the promotion policies of staffs. 33. Staffs from the food ba#aar)staples feel heavy wor .The department re1uires

homilies .separate staffs for carriage of goods0 to be employed. 3%. Dith regards to @ompensation, employees feel newly employed staffs are paid more than the existing on

I$$.'$ 7or t*' attrition o7 -anag'ria( $ta77$:

3:. Timings and lac of sufficient time is not available for their personal lives. 3B. @ore values of the company such as Grespect and humilityI are not followed properly. 3$. Staffs feel that they do not receive e1ual treatment. 37. Implementations of plans do not occur as planned. 3'. Some members want more number of part time employees to be employed.

/A@H??A+5-TIH+S

12 RECO""ENDATIONS: R't'ntion $trat'g;: Po$tGr')r.it-'nt: -fter recruitment it is necessary that the new !oinee feels calm and comfortable with his new role. The initial stages of the employee in the !ob are a tougher phase and they must be treated properly and in a friendly manner to avoid their exit. -s per the analysis, a significant portion of respondents have responded that the attrition is also caused due to the difficulty in adapting to the organi#ations after !oining.

20% 40%

40%

C*art 1.1: Attrition in7(.'n)'& :; &i77i).(t; in a&a+ting to organization

0'()o-' 0agon "efore they even have their first day on the !ob H/ manager may send them a welcome bas et or a card signed by the entire team they will be wor ing with. This will go a long way in ma ing them loo forward to meeting everyone. It may also have one of the team members give them a call to welcome them on board. A$$ign t*'- a "'ntor ?entoring is one low cost means of transferring s ills, nowledge, culture and vision.In this program, an experienced staff.acting as a mentor0could be assigned to every new !oinees !oining the company. This would help the employees to get easily adapted to the organi#ation and learning the !ob role 1uic ly and practically. This would also enhance their career development and emotional attachment to the organi#ation. A&9'rti$'

6ost a picture of the new employee in the lunchroom or common area with some fun facts about their li es, hobbies, and family. This can act as a great discussion starter. GQou li e the movie IshtarT I thought I was the only one, let,s grab lunchUI In7or- t*' t'a-. ?a e sure everyone on the team nows the day that your new hire arrives. 4ive specific instructions on how you want the new hire to be welcomed.

Ha9' a +'r7or-an)' r'9i'3 a7t'r t*' 7ir$t !> &a;$. This will help still the insecurity of GI wonder how I,m doingTI that most new employees feel. - performance review after one month will also let you find out how they are ad!usting and expose any needs that might need to be met. They say you only have one chance to ma e a first impression. Ta e the extra time to ma e your new hire feel pulled in and part of the team. Ot*'r $trat'gi'$: Training +rogra--'$F "ecause employees involved in ongoing training feel that their employer is interested in them doing a better !ob and cares enough about them to ma e an investment in their development, a direct lin exists between training and employee retention. The training programs in all the three stores have received positive responses with respect to its effectiveness in improving productivity. "ut the company may develop cross)functional training programs which could brea the silos in the wor environment. +othing will de)motivate an employee more than doing the same thing every single day. -part from these, the store managers suggest that employees have to be trained and updated on product nowledge.specially for food ba#aar and electronics department staffs0. This also is a H84A advantage to your organi#ation if you start to have

Turn)over.

Goo& -on'tar; +a)=ag': @ompensation is the top ran ed reason for employees leaving the !ob. Joss of human capital, lower productivity and dismal performance levels are the negative conse1uences of high turnover. -n increase in compensation pac age according to impact on profit, experience and in relation with other formats of *uture /etail India limited could be done so that we can attract and retain employees. 0or=G(i7' The analysis states that Glong wor ing hoursI and Gdenial of leaveI has a greater impact on attrition, as the wor )life is not balanced. The organi#ation may arrange for shifts and split the wor ers into general shift and second shift. -s the store has a practice of recruiting part time staffs, they may be allowed to wor during the last :)B hours of the day and on wee )ends. A.tono-;: 4iving employees responsible tas s, while giving them the freedom to wor in their own style and motivates them to stay on. -s per a planned schedule, a team member may act as the leader of the day once in a wee .

@H+@J8SIH+

H2 CONC USION *rom our detailed analysis, the attrition rate was determined to be .B.:(, 2(, $.B2(0 respectively. *rom our analysis we have determined the current average attrition rate to be $.$( per month. The ma!or reasons responsible for attrition were > less salary .when compared with the mar et standards0, better opportunity elsewhere in the mar et place, long wor ing hours, wor pressure in various departments and stringent leave policies. Some of the primary data collected through interviews with the store managers of individual units revealed information such as termination due to integrity issues, in)disciplinary attitude of staffs, harassment issues.

BIB IOGRAPHY

REFERENCES: BOODS: 8ma Se aran, /esearch methods for business, .Bth edition; +ew 5elhi; Diley publications0 /.+andagopal et.al., /esearch methods in business, . 3 st edition; +ew 5elhi; excel boo s0 @harles /. 4reer, Strategic Human /esource ?anagement, . %nd edition; +ew 5elhi; 6earson education0 N S 6 /ao, Human /esource ?anagement, .%nd edition; +ew 5elhi; Axcel boo s0

ARTIC ES: -ylin and Debber, Turnover, retention, and the employment relationship of the future. Team 5evelopment, vol. ', pp. 373)3'3. Conathan winterton, a conceptual model of labour turnover and retention , human resource development international 'F: .%&&B0, pp. :'3>:=& ?iles ?. *inney and Canet A. <ohlhase, The effect of urbanization on labour turnover, Cournal Hf /egional Science, Nol. B2, +H. %, %&&2, pp. :33>:%2 ?uhammad sani umar, Non-Work Factors and Labour Turnover among Female Employees in ebbi !tate "ivil !ervice, "angladesh e)Cournal of Sociology. Nolume B, +umber %. Culy %&&'. Smith et al, Labour turnover and management retention strategies, International !ournal of Human /esource ?anagement 3$F% ?arch %&&B :'3):=7 Tove Helland Hammer -nd -riel -vgar, The #mpact of $nions on %ob !atisfaction, &rganizational "ommitment, and Turnover, Cournal of labour research, vol. %7, +o. %, pp. %B3)%73. 0EBSITES: www.futurebytes.com www.search.ebscohost.com www.citehr.com