SUMMER TRAINING

PROJECT REPORT
ON

LABOUR
TURN OVER
BACHELOR OF BUSENESS ADMINISTATION

SUBMITTED TO: SUBMITTED BY:

Miss Mamta Byant singh gill
Roll no 1370250007
Enroll No. KU13050907
Page1
 PREFACE
The most significant resource of many organizations is its people. Such
claim appears in the organization annual report and mission statement, with
changing scenario and increasing competition. The management has realized that
sound training programs are needed for the development of the people, not only
for the future growth of the organization. In the recent time it is being observed
that the development of management personnel proves to the catalyst for the
increased project.

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 ACKNOWLEDGEMENT

It is my profound privilege to express abysmal sense of gratitude to

BYANT SINGH GILL for providing me an opportunity to go through the research work in this
esteemed organization, the necessary guidance and facilities given to me during my work.

I must specially acknowledge my ineptness to MISS MAMTA and all faculty members for extending their
full support and cooperation to me whenever needed without which this project has not been successfully
completed.

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 DECLARATION

This is to certify that this project is made by (byant SINGH Gill)

on the topic of LABOUR TURN OVER.
This project has been undertaken as a partially fulfill of the
requirement for the award of BBA of KUMAUN UNIVERSITY
NAINITAL.
This project was executed during the summer break, after the second
semester under the supervision of Miss Mamta .
Further I declare that this project is my original work and the
analysis & findings are for academic purpose only this project has
not been presented any seminar or submitted elsewhere for the
award for the award of any degree of diploma.

Countersigned by: Byant Singh gill

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 TABLE OF CONTENTS

Contents
1. Company profile

2 Introduction to the topic.

2.1. Management hierarchy of FIL.

2.2. Functions of HR deptt.

3. Review of Literature

9. Objectives of the study

10 Research methodology

11. Analysis of data and interpretation

12. Findings

13. Observations & conclusions

14. Recommendations

15. Limitations of study

16. Bibliography & annexure

17. Questionnare

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 1. COMPANY PROFILE

FLEXITUFF INTERNATIONAL LIMITED, worlds largest poly-woven packaging

company, occupies the enviable status of being the sparkling jewel in the diverse Kalani
Industrial Enterprise - one of the leading and respected business Groups of Central India.
With 4 multi-location manufacturing plants, combined annual capacities of over 40,000 MT
and dedicated distribution footprints in more than 40 countries, Flexi tuff, with its 6000
strong work-force,
has emerged as worlds most preferred one-stop-shop for bulk packaging products and
solutions.

Set up to fulfill the demanding bulk packaging and transporting requirements of a host of
industries across the globe, Flexituff has an enviable number of attributes working for its
most discerning buyers. Economies of scale, the edge of attitude, 100% integration under one
roof, global foot print, nearly 2 decades of being in the industry,
global manufacturing standards and cost advantage of Asia
.
Its state of the art manufacturing facilities at SEZ Indore (M.P.), Kandla (Gujarat) and
Kashipur ( Uttarakhand ) measure up to the exacting global norms of GMP, AIB and BRC-
IoP. Flexituffs ISO-9001-2000 certified facility with its integrated manufacturing base
permits scali the throughput to match demanding deadlines.

Be it polywoven products (like FIBCs, geotextiles, BOPP bags) or thermo-formed articles

(food

Trays, boxes, pun nets) or retail packagings (leno/net bags for vegetables), Flexi tuffs
products find ready acceptability in all continents. A pro-active customer-centric approach
has helped Flexituff gain a larger global market share. A fact acknowledged by the
Government of India with the highest FIBC Exporter Award for past seven years in a row.

Since its inception in the year 1993, Flexi tuff core values of commitment to Safety, Health
and the Environment, high ethical standards and respect for people have been the cornerstone

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of its existence and what it stands for. At Flexi tuff workforce is assumed to be the stake
holders of its efficiency. A people driven enterprise, it makes every effort to nurture a team
that can grow with the organization. A team that shares the responsibilities and rewards, fairly
and squarely.

Team Flexi tuff is committed to serving all your FIBC requirements. The commitment stems
less from the mammoth manufacturing facilities they possess and more from theirr 2000
strong work force. Nothing defines Flexi tuff better than its people. Young in outlook and rich
in experience, Team Flexi tuff strives for total customer satisfaction, continuous improvement
in quality and delivering ever larger value to its buyers
.
Despite the over arching team spirit that prevails at Flexi tuff, we believe, commitment to
customers begins with the individual. Although, our 2000 member team works like a well
greased machine, it is the individuals - the cogs, who fuel its driving commitment to quality
and responsiveness.

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100% customer orientation has helped Flexituff gain wide global market
share. A fact, acknowledged by the Govt. of India with this highest FIBC
exporters award, for last 6 years in a row.
Awards, citations, growing volumes, expanding product range and satisfied customers are
achievements we now take in our stride.
But nothing fails to tickle us more than the idea of an impossibility.

Throw us a challenge and you have us hooked. Team Flexi tuff nurtures its hunger to hit the
ball out of the park. We like to be known as partners who can rise to the moment, who can be
counted upon to meet a crisis head on...
Flexituff has an enviable number of attributes working for you. Economies of scale, the edge
of attitude, 100% integration under one roof, global footprint, a decade of being in the
industry and the cost advantages of Asia.

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FACT SHEET
Year of Establishment : 2002
Nature of Business : Manufacturer, Exporter
Number of Employees : 501 to 1000 People

Turnover : US$ 10-25 Million (or Rs. 40-100 Crore Approx)

MISSION:- is to function clean, safe, environment friendly and provide packaging

solutions to its customer with the best quality products and service.

VISION :- is to continue to invest in its human resources, state of art equipments,

technology and to stand as reputable, vibrant, innovative, honest, reliable organization and to
provide quality product & services at competitive price to its customer

VALUES:-
a) Meeting commitments made to customer.
b) Faster learning creativity and speed of response.
c) Respect of dignity and potential of individual.
d) Loyalty and pride in the company.
e) Team playing.
f) Zeal to excel.
g) Integrity and fairness of all matters.

GROWTH:- To ensure the steady growth by enhancing the competitive edge in

existing business, new Areas and international operations areas fulfill the nationals
expectations from Flexituff International Ltd.

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PRIMARY COMPETITIVE ADVANTAGES:-

It is gained by focusing on three main features:.

PROFITABILITY : To provide a reasonable and adequate return on capital ,

capacity utilization and productivity and generalization of adequate internal resources to
finance the companys growth .

CUSTOMER FOCUS : To build a high degree of customer confidence by

providing increased value for money through international standards of product quality ,
performance and superior customer .

PEOPLE ORIENTATION: To enable each employee to achieve his potential

improve his capabilities , perceive his role and responsibility and participate and
contribute positively to the growth and success of company to invest in human
resource continuously.

TECHNOLOGY: To achieve technological excellence in operations by the

development of indigenous technologies to suit business need and provide a
competitive adequate to the company

IMAGE: To fulfill the expectations which stockholder like government as owners,

employees customers (buyers) and country at large have from Flexituff International
Ltd.

INTEGRATED PLANT - ALL FACILITIES UNDER ONE ROOF

Flexituff International Limited is one of the very few fully integrated plants is
the world. Its 100% integration permits us to deliver our products in multiple options while

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retaining 100% control over the manufacturing process. Needless to say, Flexituff is fully
independent from the vagaries of outsourced material or workmanship.

Last minute change in specifications, add on orders can be quickly and comfortably
accommodated at Flexituff. We are able to maintain full traceability of material and
workmanship in our Quality Assurance systems.

Total Quality Control.

Enhanced customization, last minute changes, faster sampling and lower turn around
delivery time are the winning advantages of our vertical integration.
The Power of Integration

Quoted at 1st World FIBC Congress,

Amsterdam, Netherlands.
" We are highly concerned with the quality of bags and give credit to those suppliers who
are vertically integrated and thus able to keep 100% control of every step of the
manufacturing process from the moment you qualify the virgin resin, extrude and weave the
fabric,

to sewing and finishing."

Dr. Thomas Gerdau Head of Procurement, International Packaging Hoechst Procurement

International, GMBH,
Germany.

59
Flowchart showing the Integrated Plant of Flexituff.

EXTRUSION

Microprocessor controlled extrusion ensure excellent input for the subsequent operations.
Extrusion plants at Flexituff - the very life blood of the manufacturing process, are state-of-
the-art Starlinger. This ultimate extrusion technology comes alive in the experienced hands of
our workforce to process over 60,000 kgs. of virgin polymer everyday. Producing impeccable
high tensile strength tapes with optimum elongation - a pre requisite for perfect fabric.
Precision winding being the key to weave fine fabrics, all tapes are wound by new generation
inverter controlled winders to produce even bobbins. Quality checks begin from the very
initial stages of Tape-making. Every lot produced is checked for its Denier, Strength,
Elongation and Color.

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 3 layer co extruded liner plant.

If 3 layer co-extruded liner plant is a luxury, so be it. Our buyers deserve this luxury. This
over qualified plant ensures that we produce liners with zero pinholes, fish eyes or any other
extrusion flaw. At Flexituff, microprocessor controlled Form-fit Liner Machine cuts, seals
and form-fits the liner in a dust-free clean room environment conforming to ISO Level-7 (<
10,000 PPM). Be it Glued, Tabbed or Flanged-in, well executed process eliminates liner
twisting inside the bag.

The vital facility of coating the essential prerequisite for making FIBCs is a 2.4 meter wide
coating plant laminating both circular and flat fabric in thicknesses ranging from 15 to 80
microns. A unique fabric cleaning device, designed and developed in-house, is mounted on
the coating machine to avoid any foreign particle going in-between fabric and the coating.
The quality is free.

As the foremost manufacturer of FIBC in the world, they are sensitive to decoding customer
needs.
Their design and development team is committed to evolving bulk packaging solutions
for your specific requirements. Infact, they try to preempt them.

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 Form fit liner sealing.

Extrusion coating.

FABRIC
Flawless weaving, off the floor stacking of stretch wrapped rolls and
unsurpassed 6 color printing.

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 Fine and consistently even fabric is the face of our FIBCs. Over 3 million
square feet of high quality fabric is woven everyday on an array of wide width Starlinger
looms. Computerized weaving machines with the help of skilled hands produce consistent
quality fabric. In the end what you have from this state-of-the-art facility is an amazing
collection of poly woven fabric, ranging 60 GSM to 300 GSM ready to be turned into burly
jumbo bags for stringent end applications
.
Flexi tuffs R&D initiatives are amply reflected in its ultrasonic slitting and sealing
technology which makes our fabric comparable to tuck in fabric of a Sulzer loom.
Flexituff recognizes that for a critical food contact application, its not enough to mere make
a high quality fabric, the fabric also needs to be contamination-free, carrying no foreign
particle or even a speck of dirt. To achieve this high level of fabric cleanliness, fabric is
stretch-wrapped on looms itself. Raising the bar on cleanliness, the stretch sealed fabric rolls
never touch the ground.
4 color printing a rare facility with others is pass at Flexituff. For, we utilize a 6 color
flexographic printing machine of a kind, which makes the fabric come alive. This excellence
finds it's match in the fabric's evenness to create sharp, even, non-fading prints repeats after
repeats.

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 Off the floor stacking.
The quality mantra.

At Flexituff, we hardly believe that quality is what clients demand. Out here, we believe,
quality is what you live. And breathe. Quite simply, the cost of making a quality product is
seldom more than that of a sub standard product. But its value, far higher.

ZERO OUTSOURCING OF CRITICAL AUXILLARIES

For consistency in quality and schedules, even the smallest auxillary is manufactured in-
house. Genuine quality, is a chain without a weak link. Any FIBC, therefore, is as good as the
quality of input that goes into making it. Recognizing that even a small leak can sink a ship,
Flexituff rather chose to invest in establishing facilities for making every FIBC input in-
house. It has paid rich dividends in terms of customer satisfaction. Take for example high
tenacity sewing yarn for FIBCs. Flexi tuff commissioned

state-of-the-art Fare multifilament plant which produces 7 GPD UV stabilized sewing thread
in the deniers ranging 420 to 5200. Also set up in-house is the facility of twisting the filament
yarn into sewing thread to required specifications. Or take the all important webbing.
A battery of needle looms make 75 million metres of webbings required to produce bags at
Flexituff. In-house production not only ensures required level of UV stability and the strength
but also customizing of webbing to colours and weaving required by the client. The list is
quite exhaustive. Be it filler-cord for sift proofing, Tie-tape, rope and B-lock bag for
closure,document pouch, identification labels, printing stereos all inputs get made in-house.

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ASSEMBLING THE FINAL PRODUCT
An intelligent, skilled and trained workforce assembles the components into
efficient bulk containers. 21,000 FIBCs a day in addition to Builder bags and single loop bags
make Flexituff the largest production facility in the world. Be it Form-stable Q-bag, U.N.
Certified Hazmat bag or Type-C/D bag, Flexituff offers the most cost-effective solutions for
carrying bulk commodities up to 2500 kgs. Every Flexituff FIBC design is certified by NEL,
UK.
The assembly section is planned for neat and clean environment, smooth workflow and strict
adherence to Clean Room Specifications. The specially trained work force, qualified for basic
intelligence parameters and quality orientation works as a team to deliver consistent product
quality. Full scale production for any bag starts only after the first prototype bag has been
certified by the QC in all respects, including Load Test. Each and every bag is inspected for
all critical and aesthetic parameters.

Metal detection.
To ensure contamination-free bag, every bag is cleaned on pneumatically-operated cleaning
machine where double action blowers with alternating blowing and suction cycles eliminate
the smallest loose particles from the bag. All food contact application bags essentially pass
through a Metal Detector unit eliminating any chance of metal no matter how light or small
to slip in the bag.
Appreciating the need to be 100% right every time, as an abundant precaution, Flexituff has
instituted additional layer of quality audit. Where a team of professionals randomly draw
10% bags for inspection from duly baled ready to go bags. Any minor deviation in the
drawn sample leads to entire lot to go back for re-inspection and segregation. Packaging these

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packages is an art in itself at Flexituff. Each batch is packed in compact cuboid bales which
are duly stretch-wrapped and marked for easy readability and stackability at clients place.
The new

European and the U.S. Pallet Norms ISPM-15 are followed as every individual pallet is
treated and marked.
Eager to reach out.
Flexi tuff is keen to forge a business relationship with you. Our capacities can
smoothly tackle your most demanding requirements. No challenge,
in terms of quantity or quality is too large to keep us from catering to your need.

Dual action bag cleaning

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 ORGANIGATION CHART ( HR & ADMINISTRATION)
GENERAL MANAGER
[Compliance Commitment]

Manager HR

Safety Officer Assistant Manager Welfare

Security
[Administration] Officer Officer

Assistant Medical Assistant

Security Supported Officer supporting staff
Supervisor officer

Other Supporting Staff

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PRESENT RESPONSIBILITIES
Manager HR :- Taking due care of the varying compliance commitment, documents,
Legal compliance, core cases, renewals & returns of various employees.

Safety Officer :- Prepare & implementing the safety instructions / plan & provide
training, control on hazardous / non hazardous chemical storages & also ensuring the
use of PPEs / fire fighting system and equipment, evacuation plan / exit doors etc.

Assistant Manager ( Administration) :- To Prepare & implementing the safety

instructions / plan & provide training, control on hazardous / non hazardous chemical
storages & also ensuring the use of PPEs / fire fighting system and equipment,
evacuation plan / exit doors etc. To ensure salary / wages / OT / full & final settlements
& other, benefits, house keeping, first aid / dispensary, conveyance ( to / fro factory )
for employees.

Security Officers: To ensure all security checking from main gate to factory
internal, gate security policies, goods checking & monitoring all the procedures as per
( TPA ) rules & security policies.

Welfare officers: Implementation of all welfare policies, canteen, labour laws,

working, checking of fair wages, benefits paid, provident fund, Bonus and return of
all the related departments as per schedules.

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 PRODUCTS OFFERED

PRODUCT RANGE

Flexi tuff manufactures one of the widest range of FIBCs in the world. Whatever be your
packaging and bulk transportation requirement, you will find a suitable product in our
comprehensive range. Moreover, with our in house Design & Development Center, any
packaging requirement can be aptly developed, tested and offered as sample very quickly.
Some of the standard designs at Flexi tuff are as under:
1. TYPE C & D.
2. ASSORTED.
FIBCs (coated/uncoated)

Form Stable Baffle Bags

Form Fitted Liner Bags

Glued Liner bags

Conductive Type C Bags

Dissipative Type D Bags

Type C +D Bags

Sling Bags

Drum Bags

Asbestos bags

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 Container Liner Bags

Food Grade Bags

Tunnel Lift Bags

Builder Bags

PP / Paper Sandwich Bags

Sand Bags

BOPP Printed Bags

Garden Waste Bags

Carry Bags

TYPE C & D
Safely managing the occurrence of static electricity during FIBC filling and emptying
operations is a critical concern in the chemical process industry. Static discharges from an
FIBC can range from operator shocks to those capable of igniting flammable gases, vapors
and dust. By using an FIBC with static protective properties,
the risk of a hazardous static discharge is significantly reduced.

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STATIC DISSIPATIVE TYPE-D FIBC:

Flexituff offers static dissipative FIBC using static protective yarn. Static protective yarn
protects from hazardous electro static discharges by safely dissipating charge into the
atmosphere.

STATIC GROUNDABLE TYPE-C FIBC:

The conductive Type C bag from Flexituff uses conductive threads in a woven grid structure.
These threads are grounded to avoid accumulation of charge.

Left : Static Dissipative type-D

Right : Static Groundable type-C

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ASSORTED
Garden Waste Bags:

Your way to a better and cleaner environment... versatile garden waste bags for County
Councils, Collection Services, Farms and Individual Residences:

Ideally suited for:

Grass cutting

Hedge trimming

Woody waste

Kitchen waste

Leaves & Shrubs

Garden Waste Bag.

BOPP Printed Bags:

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s
Be different! Do away with monotony and dullness of your bags. Style them with our high
quality 6 color magic printing.

1. INTRODUCTION TO THE TOPIC

Labour turnover, is a phenomena affecting any business organization in the industry.

Over the past few years, organizations have taken an increased interest in aligning
their HR practices to their business goals. What was originally seen as the time-
keeping, records-maintaining department of the today metamorphosed into the
equivalent of a dynamic business consultant, providing strategic support. Managing a
highly discerning, mobile and independent workforce has thrown up exciting
challenges for the HR fraternity. Important questions on how well an organization
integrates its people practices to its business objectives and the resultant pitfalls of a
poor marriage of the two are the focus of many research studies.

Deficiencies like inability to influence employee perception of growth; not aligning

employees to roles based on their individual talent, inflexibility in leadership styles,
are causing conflicts at a very intrinsic level, resulting in knowledge employees
choosing the proverbial easy way out. Employees thus attempt to change the
manager or the work environment, resulting in employee attrition.

Though the current environment in terms of Talent demand and supply, presents
enough opportunities for people with relevant skill sets as also enough manpower for
organizations to choose from, employee turnover without doubt, bleeds value out of
any organization, both in terms of time and money. As such Employee turnover is a
major Organizational issue, which different Knowledge industries manage in varying
ways.

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Labour turnover is a dynamic that impacts business performance in more ways than
the usually perceived Human Resource development angle. It is an issue which gives
rise to questions like Organizational health, morale and motivation and leads up to
very tangible aspects such as shareholder return and value. Labour turnover as a
problem is also seen as the origin of further dialogues about Talent management and
sourcing.

COST OF LABOUR TURNOVER

Labour turnover has some business costs attached to it. It has been observed that
Cost of Labour turnover is computed by all organizations, especially when it had a
direct impact on the business.
This was usually done by calculating what it on average to replace a leaver with a
new starter in each of major employment categories of the organization. This figure
was then multiplied by the turnover % to calculate the total annual cost of turnover.
The major categories of costs taken into account were:
Administration of the resignation Recruitment costs, Selection costs, Cost of covering
during the period in which there is a vacancy Administration of the recruitment and
selection process. Induction training for the new employee.

Many of these costs consisted of management or administrative staff time (opportunity

costs) but costs were also substantial where advertisements, agencies or assessment
were used in the recruitment process. More complex approaches to turnover costing
gave a more accurate and invariably higher estimate of total costs. A widely quoted
method involved estimating the relative productivity of new employees during their
first weeks or months in a role and that of during the period that they are working
on their notice.
The business costs of Labour turnover also merited serious discussion, since in
situations where an organization loses staff to direct competitors or where customers
have developed relationships with individual employees as is the case in many

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professional services organizations, the revenue lost by the movement of the employee
related directly to the top line results.
When key employees leave customer contact functions, customers often experienced:
Discontinuity in the relationship Negative impact on their own productivity.
Wasted reorienting the new employee to their operation and the way they work in
industries such as Personal Financial Services, Management consulting, Recruitment
Consulting and IT, the change in account managers or service providers set the
relationship back by months and this gave competitors a weighty advantage. This was
especially true if the transition to new account personnel was not well managed. At a
certain point, regular changes in account personnel also sent out a message of
organizational instability and created the impression that the organization does not
care about the account relationship.

For instance, in a Consulting scenario, where both the client and the consulting firm
invested large amounts of time in arriving at a value-added partnership, the loss of a
resource who front-ended with the client lead to the latter either moving with the
employee or using the chasm to shop for other agencies.

While it was relatively easy to establish the direct costs of Labour turnover, indirect
costs were more difficult to quantify. They included lower morale, staffing disruptions,
an increase in errors and higher overtime costs.

An indirect cost of employee turnover, low morale was a significant issue for
knowledge organizations. When employees saw their friends and co-workers leaving
for greener pastures, their morale suffered. Morale deficiencies generally affected
organizational performance
Staffing disruptions: This was another serious indirect cost associated with Employee
turnover. While some employees left the organizations business and service
commitments still remained, requiring incumbent employees to fill vacancies by
working overtime or having their days-off cancelled. The indirect costs of such
staffing disruptions were long-lasting and extremely difficult to improve in the short
term.
Higher overtime costs: As overtime needs increased with more resignations,
employees' morale was observed to initially rise slightly, as some workers took
advantage of the extra hours and extra money. However, chronic and sustained staffing

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 shortages requiring employees to work regular overtime eventually diminished the
organizational capabilities.

REVIEW OF LITERATURE

turnover is the act of replacing an employee with a new employee. Partings between organizations
and employees consist of retirements, deaths, interagency transfers, and resignations. An
organizations turnover is measured as a percentage rate which is called, Turnover Rate. Turnover
rate is the percentage of employees in a workforce that leave during a certain period of time.
Organizations and industries as a whole measure their turnover rate during a fiscal year or
calendar year.

There are four types of turnovers : Voluntary. Is the first type of turnover, which is when
an employee self- willingly makes the decision to leave the organization Voluntary turnover could
be a result of a better job offering, staff conflict, and lack of opportunities in career advancement

The second type of turnover is Involuntary. This occurs when the employer makes the
decision to discharge an employee and the employee unwillingly leaves his or her position.
Involuntary turnover could be a result of poor performance or staff conflict.

The third type of turnover is Functional. Which occurs when a low performing
employee leaves the organization? Functional turnover reduces the amount of paper work a
company must prepare in order to get rid of an inadequate employee. Instead of having to go

59
through difficulty of proving the fact that an employee is useless to the organization, the company
simply respects his or her own decision to leave.

The fourth type of turnover is called Dysfunctional. It is when a high performing

employee leaves the organization. Dysfunctional turnover can really cost an organization, and
could be as a result of a better job offering or no opportunities in career advancement. Too much
turnover is not only costly, but it can also give an organization a bad reputation. Although there is
good turnover, and happens when an organization has found a better fit with a new employee in a
certain position. Good turnover could also transpire when an employee has outgrown
opportunities in a certain organization and must move on in his or her career in a new
organization.

If an employer is said to have a high turnover relative to its competitors, it means that employees
of that company has a shorter average tenure than those of other companies in the same industry.
High turnover may be harmful to a company's productivity if skilled workers are often leaving
and the worker population contains a high percentage of novice workers. Companies also often
track turnover internally across departments and divisions or other demographic groups such as
turnover of women versus turnover of men. Additionally companies track turnover, voluntary
turnover, more accurately by presenting existing employees with surveys which identify the
specific reasons for why they chose to leave. Many organizations have discovered that turnover is
reduced significantly when issues affecting employees are addressed immediately and
professionally. Companies try to reduce employee turnover rates by offering benefits such as paid
sick days, paid holidays and flexible schedules.

In the United States, the average total non-farm seasonally adjusted monthly turnover rate was
3.3% for the period from December 2000 to November 2008. However rates vary widely when
compared over different periods of time or different job sectors. For example, during the period
2001-2006, the annual turnover rate for all industry sectors averaged 39.6% before seasonal
adjustments, during the same period the Leisure and Hospitality sector experienced an average
annual rate of 74.6%.

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 3. OBJECTIVES OF THE STUDY

Every work need a frame work to work within, similarly in each study objectives set
the framework and direction of the study. The objectives of every study, fails without
pin-point a specific solution to the requirement of study. In this study also an effort
has been made to analyze and disseminate a comprehensive idea about the labour
turnover.

The main objectives of the study are as follows:

1. To know about the reasons of labor turnover in the organisation.

2. To find out the hidden problems of the workers.

3. To evaluate the effect of various incentive schemes on workers towards turnover.

4. To suggest remedial measures to reduce labour turnover in the company.

5. To find where management and workers are lacking.

6. To find how a positive and productive environment can be created.

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 RESEARCH DESIGN

Research design is a framework or the blue print for conducting the

Research project. Research design is the arrangement of conditions for

Collection and analysis of data in a manner that aims to combine

Relevance to the research purpose with economy in procedure.

It includes an outline of what the researcher will do from writing the

Hypothesis and its operational implications to the final analysis of data

4.2 TYPES OF RESEARCH DESIGN

Exploratory research design

Descriptive research design
Experimental research design

Exploraratory research design

It is termed as formulate research design. The main purpose of the study is to formulate

59
 A problem for more precise investigation.

Descriptive research design

In descriptive research design, those studies are taken which are concerned with

Describing the characteristics of a particular individual or a group.

Experimental research design

In the causal relationships between the variables are tested. It is also

Known as hypothesis testing research design.

SOURCE OF DATA

Primary Data
Secondary data

Primary Data

Primary data are those data, which is originally collected. It is following types
Questionnaire, interview, etc

Secondary Data

Secondary data are those data which are collected and which has been passed
Through statistical research.

In this project, secondary data has been collected from following sources;

Books
Journals

Research methodology used in this study report

Research Design:

Descriptive.

Source of data collection:

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 Primary data:

Questionnaire and interview.

Secondary data:

Books and journals

Sample unit:
Executives of HR departments.
Sample size:
50

Sampling technique:

Convenient sampling.

6. Data Analysis & Interpretation

Ques. 1 Are you satisfied from the salary given?

Yes Yes No

No. of respondents 300

Yes 57%
No 43%
Total 100%

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.

The above table shows that 57% of the workforce thinks low salary a big
problem while 43% not because salary is a big attraction for workers

Ques. 2 Do you think workload here is more according to salary

given?
Yes No

Yes No
No. of respondents 300
Yes 63%
No 37%
Total 100%

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above table shows that 63% of the workforce thought workload a
problem while 37% not because the work in textiles is of bit tough
nature.

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Ques. 3 Do you think that residential colony should be given to the
No. of respondents 300
Yes 10%
No 90%
Total 100%
workers ?

Yes No

The above table shows that only 10% of the workforce think it a
problem while 90% not because most of them thought that if residence is
their they will not be able to take leave frequently.

Ques .4 Does high temperature creates problem in working?

Yes No

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 No. of respondents 300
Yes 27%
No 73%
Total 100%

The above table shows that 27% of the workforce think it a problem
while 73% not because most of them think it as a part of job.

Ques.5 Do you have any problem with your superior/jobber or any

other person in the Organization?

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 Yes No

No. of respondents 300

Yes 10%
No 90%
Total 100%

The above table shows that 10% of the workforce had a problem with a
person while 90% not.

Ques.6 Does evening or night shifts creates problem?

Yes No

No. of respondents 300

Yes 0%
No 100%
Total 100%

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The above table shows that total workforce has no problem with the
shifts as basically the morning shift is for females

No. of respondents 300

Yes 8%
No 92%
Total 100%

Ques.7 Do you face problems due to frequent returns?

Yes No

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The above table shows that 8% of the workforce think as a problem
while 92% not because minimum 3 returns are declared by the company.

Ques.8 Do you face problem in reaching up to duty point?

Yes No

No. of respondents 300

Yes 12%
No 88%
Total 100%

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The above table shows that 88% of the workforce has no problem with
coming on duty while 12% not.

Quest .9 Do you get leaves at time when required?

Yes No

No. of respondents 300

Yes 27%
No 73%
Total 100%

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The above table shows that only 27% of the workforce had a problem of
not getting leave while 73% not.

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Ques .10 Had you faced any suspension till now?

Yes No

No. of respondents 300

Yes 87%
No 13%
Total 100%

The above table shows that 87% of the workforce thinks their is inflation
while 13% not.

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Ques .11 Is Kashipur a costly city?

Yes No

No. of respondents 300

Yes 63%
No 37%
Total 100%

The above table shows that 63% of the workforce thinks their is inflation
while 37% not.

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Ques .12 Do you want to change the work field?

Yes No

No. of respondents 300

Yes 53%
No 47%
Total 100%

The above table shows that 53% of the workforce was interested in
changing their working area while 47% not.

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Ques .13 Are your problems be listened and solved here in Flexi tuff
International Ltd.?

Yes No

No. of respondents 300

Yes 93%
No 7%
Total 100%

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The above table shows that 93% of the workforce thought that their
problem is solved by the superiors while 7% thinks not.

Ques .14 Are you physically fit for your job?

Yes No

No. of respondents 300

Yes 90%
No 10%
Total 100%

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The above table shows that 90% of the workforce thought that their
problem is solved by the superiors while 10% thinks not.

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Ques.15 Are your Personal/Family problems decreases your efficiency
of doing work?

Yes No

No. of respondents 300

Yes 67%
No 33%
Total 100%

The above table shows that 67% of the workforce could not carry on
their work due to family problem while others not.

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Ques.16 Are you searching for any other good job?

Yes No

No. of respondents 300

Yes 77%
No 23%
Total 100%

The above table shows that 77% of the workforce exit from this job due
to having a nice offer while others not.

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Ques.17 Do you have proper knowledge of the work assigned to you?

Yes No

No. of respondents 300

Yes 87%
No 13%
Total 100%

This table shows that 87% of the workforce have proper knowledge of
their work while others said not.

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Ques.18 Are you interested in working with the FIL for a long time?

Yes No

No. of respondents 300

Yes 70%
No 30%
Total 100%

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 This table shows that 70% of the workforce really want to work in F.I.L.
due to the other incentives associated with the salary while other 30%
not due to the toughness associated with it.

7. FINDINGS

REASONS GIVEN BY THE WORKERS FOR ATTRITION-

4. Most of the workers belong to other states, so whenever they visit

home they always return late and give excuses of some emergency at
home

5. Sickness is the common excuse given by the workers.

6. Workers find working environment very hard especially in summer that

cause frequent illness

7. Regular work gives feeling of boredom to the workers thats why they
remain absent

8. Domestic problems especially in the case of woman employees. According

to them they have fulfill some extra social responsibilities.

9. Return is one of the main reason given by the workers. According to them
whenever some workers returned back from work due to excess workers
they feel very annoyed, some time dont turn up for work for next day.

10.Workers find workload very high, and due to which they feel more tired .
This tiredness sometimes becomes cause o absent for next day

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11..
12.Workers complain about bad input material, which cause less production
and again which becomes cause of returns.

13.Whenever their leaves are not sanctioned they remain absent because of
feeling of detachment.

14.Sometimes when worker has to do overtime they remain absent for the
next day because of extra fatigue.

15.Workers detachment from company is also one of the cause of

absenteeism. Some workers say that they dont care about them.

16.They said that in the night shifts they remain absent because of sleep.

17.Workers find machine are old and these are not good enough, that
workers can complete their workload.

18.Number of workers complain that people of neighboring areas, create

problem in the night shifts. Sometimes they beat them up and sometimes
extort money.

19.Plenty of workers have a common problem that their side is not fixed
on machines. Because of this they always find problem in working, as
they are habitual of working on some favorites side and because of this
they cannot reach their production target. If their production is not full
they are returned back and this bring ill will in their heart and they
remain absent.

20.Few workers are suffering from some disease from a long period of
time and they regularly remain absent.

21.Whenever shift officer punishes them they remain absent for next day.

22.Jobbers make partiality in assigning sides of machines and in case of

returns.

23. Sometimes male workers drink at night and remain absent for next
day.

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 8. CONCLUSIONS

As left over is common problem in textile industry because workers feel

working for a longer time in textiles mill can cause many diseases.

As the maximum workforce is from other states, so workers are always

in the state of home sickness.

There seems a communication gap between workers and management

despite of all efforts.

One important thing that is observed that workers only care for their

interests and dont care of companys progress.

Workers dont identify fulfillment of their objectives with the fulfillment

of objectives of organization.

One other reason is absenteeism.

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 The shift officer & jobber unnecessarily harass workers sometimes. They

get ego satisfaction by showing their supremacy.

Local workers complain that jobbers from other states do partiality with

them in assigning jobs and in the case of returns.

Sometimes jobbers dont mention the return on their cards if they have

some personal problems with the worker.

Sometimes even authorized leaves are not granted to the workers because

company is facing workers shortage.

Working environment is very hot in summers despite the provisions of

humidification and necessary measures have been provided. To maintain

the temperature is the requirement of the product.

People of neighbouring areas to mill create problem for workers in the

way especially in night shifts.

Most of the female workers are local and have to deal with their family

problem simultaneously, like pregnancy, young children, household work

and social responsibilities.

If a worker is absent for 1 or 2 days they are returned for 1-2 days

more and sometimes even his name struck off due to continuous absent

of more than 8 days. Sometimes their genuine problems are not listed.

59
 Though the work of sider is of more responsibility than the work of a

doffer but still there is no discrimination in their wages.

There is also no difference in the wages of a new worker who has

joined the company 3 months back in the wages of a 15 year old

worker.

9. Recommendations

Management should try to make workers understand the benefits of being

regular and make clear the losses they incur if they remain absent.
Management should try to gain the faith of workers committee more
efficient. It should make clear to workers committees that these
formations are for workers welfare but not for politicizing the
organization.
The authorized leave i.e. casual, sick and earned leave has an impact
absenteeism, which cannot be reduced but can be spread evenly through
year.
It seems that there is always communication gap between management
and workers. To fill this gap scheme like suggestions scheme should be

59
 promoted so that management can come to know about problem workers
are facing.
Workers sometimes remain absent because they have to come from
distant places. They face problem in nights, in rainy seasons, in winters
and some time they face problem when they have to change houses
frequently. They like companys quarters than house rent. Company
should think of providing houses to them.
More program should be organized by the company so that brotherhood
can be increased in workers, it can cope with home sickness.
Attendance incentive can be made to look more attractive by adding
some extra benefits to regularly present workers.

The employees can be encouraged to get the compensatory leaves

encashed.
As the workers feel bore from monotonous type of work management
can think of job rotation.
Recreational and meditation centres should be established.
Management should enjoin all officers especially to shift officers, jobbers
and employees from HRD department to behave in such a manner to
workers that it should not hurt their dignity.
Personnel department should have more control over shift officers and
jobbers.
Safety of good quality should be given to workers because its an
indirect investment. If the workers are in good health there will be less
absentees.

59
 10 LIMITATIONS OF THE STUDY

The present report is the modest effort in a direction towards unrevealing

the causes of labor turnover. However only micro level study is
formulated because of certain constraints. The major limitations of the
study are as follows:

The sample size could not be increased enough to formulate a general

opinion.
Workers cannot be called in shifts, and when they are called after the
shift, they are always in hurry to go.
No response and wrong responses of the workers also act as constraint in
collection of relevant information.

59
 A major limitation was sensitive nature of the study, as we know every
person differ from other in behavior so a generalized opinion cannot be
formed.
Often questions asked were open ended so it was difficult to get
generalized opinion.
Many of the respondents afraid of answering these questions because of
the fear of not getting their balance amount of wages.
The sample size was confined to the workers only, no shift officer or
department officer was interviewed because of lack of time.
Sometimes worker anticipated, why this interview is conducted and
Remains reluctant to give needed information.

Bibliography

Books:

1. K Ashwathapa, (1997) Human Resource and personnel Management, Tata

McGraw Hill 131-176.
2. Gupta C.B, (1996) Human Resource Management, Sultan Chand & Sons.
3. Dr. Kothari C.R ,(2008) Research Methodology,

Magazines:

1. India today
2. Business world

Newspapers:

59
 1. Times of India
2. The Hindustan times
3. The economic times.

Websites:
1. ww.flexituffindustries.com
2. https://www.scribd.com/doc/16321247
3. www.svtuition.org/2010/08/how-to-calculate-labor-turnover.html

ANNEXURE

1. Joining form
2. Executive performance appraisal form
3. Staff performance appraisal form
4. Supervisor performance appraisal form

59
SCHEDULE OF EXIT INTERVIEW
Name .. DOB:

Pass No. Deptt

Ques. 1 Are you satisfied from the salary given?

Yes Yes No

Ques. 2 Do you think workload here is more according to salary given?

Yes No

Ques. 3 Do you think that residential colony should be given to the workers ?

59
 Yes No

Ques .4 Does high temperature creates problem in working?

Yes No
Ques.5 Do you have any problem with your superior/jobber or any other person
in the Organization?

Yes No
Ques.6 Does evening or night shifts creates problem?

Yes No

Ques.7 Do you face problems due to frequent returns?

Yes Yes No

Ques.8 Do you face problem in reaching up to duty point?

Yes No

Ques .9 Do you get leaves at time when required?

Yes No
Ques .10 Had you faced any suspension till now?

Yes No

Ques .11 Is Kashipur a costly city?

Yes No

Ques .12 Do you want to change the work field?

Yes No

59
Ques .13 Are your problems be listened and solved here in Flexi tuff International
Ltd ?
Yes No

Ques .14 Are you physically fit for your job?

Yes No

.15 Are your Personal/Family problems decreases your efficiency of doing ork?
Yes No

Ques.16 Are you searching for any other good job?

Yes Yes No

Ques.17 Do you have proper knowledge of the work assigned to you?

Yes No

59