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Submitted To:-
Submitted By:-
MS.ASHA CHA4DHARY
ISHIKA GUPTA
Assistant Professor
07121201811
BBA (B&I) 2nd Shift
THIRD SEMESTER
N
From this group, the organisation needs to select a few people; which can lead the
Programmes that enable both talent to develop and talent mangers to do a great job of
ensuring
Broaden the base
Introduce long- term incentives deeper within the business, selectively for your high
performers. Perhaps it is time to ignore internal equity and ensure that superstars understand
how important they to the success of the business both in the short and the long run.
Top performers are not born in top management positions; top performers often rise from
lower levels within the organisations- they shall be the next generation of leaders. Hence
organisation must use selective awards of long term incentive opportunities to connect them
more deeply to the business.
Give top talent more
By differentiating reward sizes, organisations can boost morale, suggesting that
performance is rewarded. To have the greatest impact, organisations must have a clear
strategy, understand what they are trying to accomplish, and tailor the incentive strategy to
fit its objectives.
CHAPTER 3
ANALYSIS
AND
INTERPRETATION
Q1: Would you consider working with this company again in the future?
76
74
72
70
68
66
64
62
60
A
Category
Yes
No
No of employees
(B)
25
Q2: Would you recommend employment with maruti to your friends and family?
No of employees
30
70
Category
No of employees
Yes
(A)
70
No
(B)
30
Interpretation: From the survey conducted, it can be inferred that, nearly 70% of
the employees would recommend the company to their acquaintance. However, the
rest would not suggest it to their family or friends.
100%
90%
80%
70%
salary
60%
work location
50%
career opportunity
40%
family reason
30%
20%
10%
0%
Family reason
No of employee 25
Career
opportunity
Work location
salary
20
50
Interpretation: From the survey it can be inferred that most of the employees left the
company because they were getting better salary. However, their were a few who
left because they were offered better career opportunity. 5% of the employees left
because the work location were not suitable for them, 25% left because of family
reasons.
Q4: If you could change anything about how the company operates, what would it be?
40
35
30
25
20
15
10
5
0
A
Category
Organization
culture
(A)
No of
employees
35
Flexible
working
condition
(B)
15
Work
overload
(C)
25
More
opportunity
(D)
25
Interpretation: The conclusion drawn from this analysis is that nearly 35% of the
employees want to change the organization culture. However, 15% of the
employees desire for flexible working conditions.25% of the employees believe that
their should be lesser work overload. The rest feels that there are very less career
opportunities to grow.
no of employee
80
78
76
74
no of employee
72
70
68
66
64
yes
no
Yes
(A)
70
No of employees
No
(B)
30
Interpretation: From the survey conducted we can infer that 70% of the employees
believe that their job opportunities and career growth turned out to be in the way the
expected them. However the rest feels that they were below expectation.
Q6: Was the training you received sufficient to enable you to meet our performance
expectation?
No of employees
25
35
50
Category
Satisfactory,could
25
(C)
35
Interpretation: The conclusion that can be drawn on the basis of this survey is that,
nearly 25% of the employees are happy with the frequency and quality of training
programs conducted for them in the company. However, around 35% of employees
think that they are good but there are chances of further improvement. Moreover,
50% of employees think that they are not upto the mark.
25
25
A
B
C
50
Frequently
(A)
25
Sometimes
(B)
50
Rarely
(C)
25
Interpretation: Through this survey we can conclude that, 25% of the employees
believe that they got proper support from their colleagues in management.
However, 50% of the employees feel that they received average support from their
higher hierarchy. Moreover, the rest 25% of the employees are not satisfied with the
support they received from the management.
Q8: Did you receive sufficient feedback from your performance between evaluation
reviews?
No of employees
A
B
C
Category
No of employees
Absolutely
(A)
25
Sometimes
(C)
50
Interpretation: From the survey we can infer that, 25% of the employees think that
their feedback sessions have always been very appropriate and they received it
frequently. However 25% of employees believe that most of the times they have
been appropriate but they didnt get it well sometimes. The rest 50% are not so
happy with the frequency and quality of the feedback sessions with the
management.
Q9: Did this company help you fulfill your career goals?
No of employees
15
25
A
B
C
60
Category
Yes
Not so far
(B)
25
(C)
60
15
Interpretation: From the survey it is inferred that most of the employees think that
till some level the company helped them fulfill their career goals. However few also
think that it did not help them fulfill their goals so far.
Q10: Were you happy with your pay, benefits and other incentives?
35
34
33
32
35
31
35
30
29
30
28
27
A
Category
Yes, always
Satisfactory
Never
No of employees
(B)
35
(C)
30
Interpretation: 35% of employees were happy with their pay scale, salary and other
incentives. 35% of the employees are satisfied with all these incentives.
However,30% of the employees are not happy with any of these.
Q11: How would you rate the morale in your department on the scale of 1 to 5 ? (5 being
excellent)
No of employees
5
5
A
40
20
B
C
D
E
30
A
5
B
5
C
20
D
30
E
40
Interpretation: Around 40% of the employees would rate the morale of their
department as excellent. However there are few who think it was good, average and
poor respectively.
Q12: How would you evaluate the quality of supervision you received?
Series 1
50
45
40
35
30
25
20
15
Series 1
45
35
10
20
5
0
A
Category
Good
(A)
Average
(B)
35
45
20
Interpretation: Near about 35% of employees think that they received a good
quality of supervision,where as 45% of employees think its average and rest think
its not up to the mark.
CHAPTER 4
CONCLUSIONS
AND RECOMMENDATIONS
CONCLUSION
The conclusions which can be made after conducting this survey are that, however most of
the employees who have recently joined the organization are overall satisfied with the
current situation, still there are certain scope of improvement which could make the
company a better place to work in.
Most of the employees think that the overall experience at MARUTI Udyog is going
good so far. The complaints are for manufacturing department and the ambience of the
workplace. Some of the employees feels that the manufacturing department should have
been more responsible and maintain the timeliness in order to serve better .Also, many of
the new employees have not been provided with permanent seating facilities. They are
accommodating on a temporary basis on the absence of person to whom the seats belong.
Also, the employees are not satisfied with the frequency of training program being
conducted for them. They believe that there should me more training program organized for
them both on the job and off the job. They believe that this could help them to increase their
efficiency and also motivation for the work.
Recommendations
As per the survey conducted it is observed that the primary problem which most of the new
employees are facing is that they dont have a proper workplace. Hence, emphasis should be
given to provide them a permanent workstation meeting their comfort zone and necessary
requirements. The focus should be on motivating the employees through various employee
engagement activities, trying to make them feel as a part of the Maruti family.
Other than this, the company should conduct various training programs for the employees
which could increase their capability to work and deliver what is actually desired from them.
The employees should be provided with all the necessary information needed to them at
work.
Also, there should be a proper formal orientation program conducted for them, followed by a
follow up of the orientation which could make them familiar with the organization.
There should be various doubt clearing sessions for the new employees with the seniors
which could provide them with the platform to put forward their problems and doubts.
BIBLIOGRAPHY
BOOKS
Challenges of attrition and retention strategies ...
Anil verma
Customer Attrition Analysis,
Van Den Poel & Larivire.
WEBSITES
1. www.wd2point.com
This is a survey on Attrition analysis by Niti Priya for the partial fulfillment of
BACHELOR OF BUSINESS ADMINISTRATION. So kindly give your response to
these questions:-
Name: ____________________
NO
MAY BE
YES
SOMETIMES
WORKING HOURS
TRANSPORTATION
CAREER OPPURTUNITY
SALARY
YES
NO
YES
NO
RARELY
COMPLETELY
HARDLY
NEVER
SALARY
PERKS
TRANSPORTATION
YES
NO
Q.11) HOW DO YOU FEEL ABOUT THE WAY OUR COMPANY IS RUN?
Q14: Could this company have done anything to encourage you to stay?