Attrition Rate

A STUDY ON ATTRITION RATE IN

ICM SOLUTIONS, CHENNAI

Project report submitted to

PRIST UNIVERSITY

In partial fulfillment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted by

PRIYANKA .S

(Reg.No:50111860003 )

Under the guidance of

Prof.V.R.RADHAKRISHNAN,

Associate Dean,

Management Studies Department

PRIST SCHOOL OF BUSINESS

CHENNAI.


PRIST UNIVERSITY

THANJAVUR – 613 403

APRIL 2013

DECLARATION

I, PRIYANKA.S, hereby declare that the dissertation entitled “A STUDY ON

ATTRITION RATE IN ICM SOLUTIONS CHENNAI” submitted to the PRIST

University, Thanjavur for the award of the degree of Master of Business

Administration is my original work and has not formed the basis for the award of any

degree or diploma, fellowship, associate ship, or any other similar title.

Place:

Date:

Signature of the candidate

PRIYANKA.S


PRIST UNIVERSITYVALLAM, THANJAVUR – 613 403

Date: 02/4/2013

BONAFIDE CERTIFICATE

This is to certify that the project report entitled “A study on attrition rate,” is the

bonafide record of the work done by PRIYANKA.S (REG.NO. 50111860003 ) a full time

student of PRIST SCHOOL OF BUSINESS, in partial fulfillment of requirements for the

award of the degree of MASTER OF BUSINESS ADMINISTRATION. This project to the

best of my knowledge has not formed the basis for the award of any degree or any other

similar title and that it represents entirely an independent work on the part of the candidate

under my overall supervision.

Signature of the Guide Signature of the Director

Signature of the External Examiner

ACKNOWLEDGEMENTS

I express my gratitude to the Almighty for his blessings showered upon me, which has helped me to complete this project work successfully.

I owe my sincere thanks to our honorable Prof.P.Murugesan, CHANCELLOR PRIST UNIVERSITY for providing an excellent environment and infrastructure for successfully completing my mba project work.

I express my deep sense of gratitude to our VICE CHANCELLOR, PRIST UNIVERSITY for his motivation and successful completion of the project work.

I express my sincere thanks to our REGISTRAR, PRIST UNIVERSITY for his motivation and successful completion of the project work.

With a deep sense of gratitude, I express my sincere thanks to the DEAN and DIRECTOR, PRIST SCHOOL OF BUSINESS for all the encouragement and whole hearted co-operation extended in completing the project work successfully.

I express my deep sense of gratitude and indebtedness to Prof.V.R RADHAKRISHNAN, Associate Dean, and Management Studies Department for his kind, invaluable guidance and whole hearted advice, support and encouragement for the completion of this project work in time and in a successful manner.

It is my pleasure to record my deep sense of thankfulness to MR.B.SIVA HR, who helped me in all my efforts throughout the journey of my project.

I’m thankful to the respondents who have answered the questions in spite of their busy schedule. i would like to acknowledge the whole hearted support of my parents, faculty members and friends who helped me at various stages in completing this project work successfully.

PRIYANKA.S

CONTENTS

Chapter Particulars Page no.

I INTRODUCTION

1.1 Attrition Definition 1

1.2 Reasons For Attrition 3

1.2.1 Organizational Matters 4

1.2.2 Working Environments 4

1.3.3 Job Matters 4

1.2.4 Salary And Other Benefits 5

1.2.5 Personal Reasons 5

II COMPANY PROFILE

2.2 Founder Of ICM Group And Solutions 6

2.2 CEO Of ICM SOLUTINS 7

2.3 Message From CEO 8

2.4 HR Of ICM SOLUTIONS 9

2.5 Service Regulations And Rules 10

2.6 ICM TECHNOLOGY 12

III SCOPE OF STUDY 24

IV OBJECTIVE OF STUDY 25

V REVIEW OF LITERATURE 26

VI RESEARCH METHODOLOGY 28

VII DATA ANALYSIS AND INTERPRETATION 32

VIII FINDINGS, SUGGESTIONS AND CONCLUSION

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BIBLIOGRAPHY

ANNEXURE

LIST OF FIGURES

LIST OF TABLES

FIGURE 1.1 ATTRITION DEFINITION

FIGURE 1.2 REASONS FOR ATTRITION

FIGURE 1.3 REASON FOR ATTRITION

FIGURE 2.1 FOUNDER OF ICM SOLUTION

FIGURE 2.2 CEO OF ICM SOLUTIONS

FIGURE 2.3 ICM MODEL

FIGURE 2.4 ICM PROCESS

Table 2.1 Icm Technology

Table 2.2 Project Management

Table 2.3 Project Management Articrafts

Table 2.4 Quality Control

Table 2.5 Methodology

Table 2.6 Integration

Table 2.7 Client Speak

Table 7.1 Classification Of Respondents Based On Salary

Table 7.2 Classification Of Respondents Based On Age

Table 7.3 Classification Of Respondents Based On Superiors

Table 7.4 Classification Of Respondents Based On Working

Table 7.5 Classification Of Respondents Based On Training

Table 7.6 Classification Of Respondents Based On Job Matters

Table 7.7 Classification Of Respondents Based On Relocation

Table 7.8 Classification Of Respondents Based On Organization

Table 7.9 Classification Of Respondents Based On Working Hours

Table 7.10 Classification Of Respondents Based On Higher Studies

Table 7.11 Classification Of Respondents Based On Personal Reasons

Table 7.12 Classification Of Respondents Based On Performance

Table 7.13Analysis Of Employees Independent And Dependant Of Income

Table 7.14Analysis of employees independent and dependant ofOrganization matters

Table 7.15Analysis Of Employees Independent And Dependant Of Superiors

Table 7.16Analysis Of Employees Independent And Dependant Of Working Environments

LIST CHARTS

CHART7.1 Classification of respondents based on salary

CHART7.2 Classification of respondents based on age

CHART7.3 Classification of respondents based on superiors

CHART7.4 Classification of respondents based on working

CHART7.5 Classification of respondents based on training

CHART7.6 Classification of respondents based on job matters

CHART7.7 Classification of respondents based on relocation

CHART7.8 Classification of respondents based on organization

CHART7.9 Classification of respondents based on working hours

CHART7.10 Classification of respondents based on higher studies

CHART7.11 Classification of respondents based on personal reasons

CHART7.12 Classification of respondents based on performance

ABSTRATCT

This study was conducted wit the few objectives in mind which were to study the HR practices in organization , to find out the problems faced by employees of the

organization ,to find out the certain factors responsible for high attrition rate in the organization and to suggest some way by which the company can retain its employees.

Employee attrition is a serious issue, especially in today’s knowledge-driven marketplace where employees are the most important human capital assets; attrition impacts an organization’s competitive advantage.

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 skilled workers are often leaving and the worker population contain a high percentage of novice workers

With these objectives a primary research was conducted .For Secondary data ,detailed analysis of the attrition patterns department wise ,grade wise ,time span wise, qualification wise and month wise was done. Based on which the Report has been formed.

The Primary data was collected through a few unstructured interviews and questionnaire which were administered to employees of ICM SOLUTIONS.

During the research 50 Employees were covered .survey Results revealed tat most important factor behind employee attrition is opportunity for development and growth, Second most important factor is Salary ,Third most important content is job content and fourth most important content is relationship wit the supervisor .

At the end I suggest certain activities that ICM can take in order to reduce the attrition rate and retain the employee.

INTRODUCTION

I INTRODUCTION

1.1 ATTRITION DEFINITION

A REDUCTION IN THE NUMBER OF EMPLOYEES THROUGH RETIREMENT,

RESIGNATION OR DEATH

Figure 1.1

In the best of worlds, employees would love their jobs, like their co workers, work with dedication for their employers, get a good salary for their work, have sample opportunities for growth, and flexible schedules so they could attend to personal or family needs when necessary. And never leave. But then there's the real world. And in the real world, employees do leave, either because they want more money, hate the working conditions, hate their co workers, want a change. The attrition rate plays a significant role in an organization. High attrition rate of employees in an organization is a serious concern because the employees are the human capital. Some of the organizations have started searching the cause due to which the employees are leaving the organization. There are some organizations specially belonging to IT, Telecom, and various other sectors which are facing high attrition rate. Due to high attrition rate, cost of the organization increases due to training, development, socialization and other costs on the employees. Attrition rate is high basically in an organization whose work is mostly dependent on knowledge workers.

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Attrition is defined as reduction in the number of employees through retirement, resignation or death. The rate of shrinkage in size or number of employees is known as attrition rate.

Attrition of employees in a limited measure is desirable for influx of new ideas in any type of organization. It helps organizations to maintain their agility in fast changing environment. It brings in new blood, opens up new vistas for change, development and improvement, shows avenues to expand operations and add to the creative lines of the organizations. Attrition in a limited measure can thus bring gains to the organization. However if attrition increases beyond a certain level, the gains are transformed into pains. Recruiters explain that high attrition rates significantly increase the investment made on employees. Significant investments in time and money need to be made for acquiring employees in any organization. These can never be translated into profit when attrition is high.

Different organizations use different method to calculate the rate of attrition. The most common formula to calculate the rate of attrition used by many organizations is:

ATTRITION RATE = ((NO. OF ATTRITIONS X 100) / (ACTUAL EMPLOYEES + NEW JOINED)) /100.

Employee attrition especially in sales force is one of the critical problems which are faced by IT Companies during these days. In an ideal situation an employee consider multiple comfort level while working in a office for e.g. employer's goodwill in the market, remuneration, future growth, working condition, co-workers, current role's scope in the market & most important future stability with the organization. In a survey, approximate 70% of the working population in India is not happy at all due to one of the aspect (as mentioned aforesaid) which is not fulfilled while working in a organization

which caused higher attrition rate. In broad term, attrition is a situation which employer face when employee left the organization due to job dissatisfaction, new opportunity in the market, retirement & natural cause (death/illness).. Earlier it wasn't important for the organization, whether their employees are committed or not, but now the time has been changed. The company cannot afford to lose its best employee to competitors. Therefore, It is a paramount consideration for insurance companies to think, why people are vacating their positions.

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REASONS FOR ATTRITION

1.2 REASONS FOR ATTRITION

Figure 1.2

It is not easy to find out as to who contributes and who has the control on attrition of employees. Various studies/survey conducted indicates that every one is contributing to the prevailing attrition. Attrition does not happen for one or two reasons. The way the industry is projected and speed at which the companies are expanding has a major part in attrition.

For a moment if we look back, did we plan for the growth of this industry and answer will be no. The readiness ain all aspects will ease the problem to some extent un our country we start the industry and then develop the infrastructure. All the major IT companies have faced these realities. If you look within, the specific reasons for attrition are varied in nature and it is interesting to know why the people change jobs so quickly. Even today, the main reason for changing jobs is for higher salary and better benefits .At the same time the attrition cannot be attributed to employees alone

ORGANIZATIONAL MATTERS WORKING ENVIRONMENTS JOB MATTERS SALARY AND OTHER BENEFITS PERSONAL REASONS

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Figure:1.3

1.2.1 ORGANIZATIONAL MATTERS The employees always assess the management values, work culture, Work Practices and credibility of organization. T h e I n d i a n companies do have difficulties in getting the businesses and retain it for a long time. There are always ups and downs in the business. When there is no focus and in the absence of business plans, non-availability of the campaigns makes people to quick move out of the organization.

1.2.2 WORKING ENVIRONMENTS

Working environment is the most important cause of attrition. Employees expect very

professional approach and international working environment. They expect very friendly and learning environment. Employees look for freedom, good treatment from the

superiors, good encouragement, friendly approach from one and all, and good motivation.

1.2.3 JOB MATTERS

No doubt the jobs today bring lots of pressure and stress is high. The employees leave the job if there is too much pressure on performance or any work related pressure. It is quite common that employees are moved from one process to another. They take time to get adjusted w i t h t h e n e w c a m p a i g n s a n d f e w e m p l o y e e s f i n d i t d i f f i c u l t t o g e t adjusted and they leave immediately. Monotony sets in very quickly and this is one of the main reasons for attrition. Youngsters look jobs as being temporary and they quickly change the job once they get into their own field. The other option is to move to such other process work where there is no pressure of sales and meeting service level a g r e e m e n t s ( S L A ) .

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1.2.4 SALARY AND OTHER BENEFITS

Moving from one job to another for higher salary, better positions and better benefits are the most important reasons for attrition. The salary and offered from MNC companies in Bangalore, Delhi and Mumbai have gone up very high (Rs 15000 to Rs 18000 per month) and it highly impossible for the Indians to meet expectation of the employees. The employees expect salary revision once in 4-6 months and if not they move to other organizations.

1.2.5 PERSONAL REASONS

The personal reasons are many only few are visible to us .the foremost personal reasons are getting

married and falling in love. The most important personal reason is going for higher education. Most of

the BE, MCA appear for the GATE examination or other examination and since they get cleared they

quickly moved out.

Health is another aspect, which contributes for attrition. Employees do get affected with health problems like sleep disturbances, indigestion, headache, throat infection and gynecological dysfunction for lady employees. Employees who have allergic problems and unable to cope with the ac halls etc will tend to get various health problems and loose interest to work

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COMPANY PROFILE

II OVERVIEW OF THE COMPANY

INSTITUTE OF COMPUTER MANAGEMENT

2.1 FOUNDER OF ICM GROUP & SOLUTIONS

Figure 2.1

The youngest Vice President of fifth largest public utility in US called LONE STAR GAS had decided to come home and serve the country. He was featured on the cover page of most popular political weekly called Junior Vikatan.

He was introduced to Tamil Nadu as "America" Narayanan by the Tamil magazine 'Junior Vikatan' in a cover page article, since then he is commonly called as "America" Narayanan by auto drivers, Slum dwellers and others in Tamil Nadu. However, he wants to be a humble public servant; hence, uses his name as Americai (means 'humble' in Tamil) V. Narayanan.

Having lived in USA for 13 years and having built himself up to the top ranks of an American Company, Narayanan, now living in Thiruvanmiyur has decided to enter Tamil Nadu politics. He met Karunanidhi, Panruti Ramachandran, P.Chidambaram and G. K. Moopanar.

Founder of ICM and an MBA (USA), CPA (Texas) & CMA. He worked in the US for over 13 years and held various management positions in Fortune 500 companies. Prior to forming ICM he was with Lone Star Gas, USA, as Vice President/Treasurer.

ICM Solutions was founded in 1994(formerly ICM Exports) by the same professionals who founded ICM Computer Consultants in 1988, which today is one of the largest computers and peripherals leasing companies in South India.

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2.2 CEO OF ICM SOLUTIONS

Figure2.2

Ms. Kalyani Narayanan, CEO of ICM Solutions, served as CEO of Allfon Systems, a US based multinational software start-up Company for over 5 years before assuming her position at ICM Solutions recently. Prior to Allfon, she was with another multinational IT Solutions company, Covansys. She has obtained her degree from the University of Houston, Texas, and worked for various companies in the US such as Sprint, and Pennzoil before relocating back to India. Ms. Narayanan has managed several software projects under various technologies, from mainframe to client server to web based solutions, both in the US and in India and US-India (onsite-offshore) based.

As Mr. Thomas L. Friedman says in his book 'The World is Flat', in this 21st century, globalization has offered tremendous potential world over where people are able to do what they do best and outsource everything else to the respective markets. Such phenomenon is not only for larger companies who could afford to experiment and take the risk to learn from it, it also applies to SME segments. Moreover, outsourcing software services to India is no longer a risk - it is a way of doing business.

We, at ICM, believe that we have the capability to delight you with our expertise in various software services. And we would like to make it worth your while to explore us with our 'No Risk' offer.

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2.3 MESSAGE FROM CEO

Our business objective is that ICM Solutions should help our customers to effectively compete in their businesses by being their "Offshore Partner of Choice" for software solutions and related services.

I am aware that such an objective requires a deep sense of commitment and high level of energy. I am confident that with careful planning and close monitoring we will achieve our goal.

We realize that the primary tool in accomplishing the objective is our people: We have the best set of people in the industry who do not fear change and who constantly tackle every customer's pain with creative and effective solutions. By constantly motivating and leading them to perform better - to do things smarter, faster, and cheaper - and by creating an environment and the freedom to do so, we get closer to becoming the Choice Partner for our clients.

From the management perspective, I see our path to reach the goal lies in constantly

managing three aspects in our engagements:

Find out where we are - by actively seeking client satisfaction feed back and

analyzing our own performance metrics

Figure out where we should be - set achievable objectives based on where we are

and enhancing our processes that would allow us to accomplish that

Be there - by effectively communicating this to the entire team and by carefully

measuring and monitoring constantly to ensure that we get to where we want to

be.

Of course, this is not a single cycle process but an iterative process that constantly

engages everyone in the company to relentlessly show improvements. It is my duty and

responsibility as the CEO of ICM Solutions that the company's objective is met where

everyone - the clients, the employees, and the community - come out as winners and no

one is compromised. So far, in our 18+ years of being in business, many clients have

helped us to serve them better and the relationship has promoted us from a mere "client

- vendor" relationship to one of "partnership". This indicates that we are on the right

path and we look forward to more such partnerships to get us closer to accomplishing

the objective.

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2.4 HR OF ICM:

MR. B.SIVA General Manager –Hr in ICM group who deals wit the recruitment, appraisals, team management, customer relationship management. Managing the entire gamut of hr – involved in all facts of recruitment. starting with screening of resumes and shortlist the prospective candidates as per requirements. salary negotiation and convincing the candidate to accept our offer and join the company issuing the offer letters for the candidate recruited, as per the company norms counseling employees, addressing behavioral issues and seeking resolution for the issue, while maintaining confidentiality and in adherence to the company policy.

Over seeing entire gamut of operations with key focus on bottom line profitability by ensuring optimal utilization of available resources. Ensuring compliance with statutory requirements laid down under different Acts governing Insurance and IT regulations. Facilitating process improvement initiatives and ensuring maximum efficiency in various levels. Evaluating the processes & procedures to locate & alleviate possible bottlenecks. Monitoring the overall functioning of processes, identifying improvement areas and implementing adequate measures to minimize execution time which leads to customer satisfaction. Managing customer centric Insurance operations & ensuring customer satisfaction by achieving delivery & service quality norms. Leading & monitoring the performance of Tele callers in terms of reports submitted to the management with relevant to the policies processed throughout the monthTo ensure efficiency in operations & meeting of individual & group targets.Identifying training needs across levels through mapping of skills required for different roles & analysis of the existing level of competencies.

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2.5 SERVICE REGULATIONS AND RULES

Grade and salary structure:

GRADE: The employees are graded as junior staff senior staff managerial staff .

TRAINING:

Leading & monitoring the performance of employees in terms of reports submitted to the management with relevant to the policies processed throughout the month

To ensure efficiency in operations & meeting of individual & group targets.

Identifying training needs across levels through mapping of skills required for different roles & analysis of the existing level of competencies.

SALARY :

Salary is paid on 1st of every month –for all grade peoples.

ESI at 1.75% and PF 12% are deducted from the salary contribution from employee.

ALLOWANCE:

ATA – Attendance Allowance

HRA- House Rent Allowance

EDLI-Employee Contribution

Medical Reimbursement-Taken According To The Grade Wise.

Educational allowance (every month 100/-per child for 2 children).

SPORT ACTIVITIES:

Easy T20 cricket club-cricket games.

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LEAVE and ABSENTEEISM:

Every month one day common leave and yearly 6 days extra leave without deductions in the salary.

Employees who are applying EL, should give the proper leave letters and mail’s to the concern superior grade persons in the company.

RESIGNATION:

CATEGORIES OF RESIGNATION

NORMAL AND ABNORMAL RESIGNATION.

Normal Resignation

If an employee want to resign his/her job he must firm inform to his immediate superior and then he will for ward to administration department through their HOD/DIC by proper channel mode and then it will be back within 7 days to the consent

employee.

Abnormal Resignation

If an employee performance is not satisfactory and his performance is poor the management may give resignation letter to the employee.

2.6 ICM Technology

At ICM Solutions, we don't work for our clients. We work with them. This has helped us build the most enduring relationships in the industry.

ICM Solutions brings tremendous competency to the table in each of its client engagements. The professionals at ICM Solutions are among the best in their chosen domains and have worked for world class organizations such as Sprint, Covansys and Pepsico subsidiary.

We have broad understanding of various industries. Our portfolio of clients spans across industries such as Telecommunications, Manufacturing, Shipping, Insurance, and Oil and Gas.

SAMPLE OF TECHNOLOGIES ICM HAS ALREADY WORKED IN

Table 2.1

Topic Tools

Reusable Components and Frameworks

COM/DCOM, XML

Web Technology JSP, Java, DHTML, HTML, XHTML, ASP.Net, VB.Net, C#

Web and Application Servers Apache, IIS, Tomcat, JBoss

Client Server and Development Tools

JAVA, VB, C++, C

Config. Mgt.Tools MS VSS

Databases Oracle, SQL Server, MySQL

Operating Systems SCO UNIX, Solaris, Windows NT, Windows 2000, Linux

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PROJECT MANAGEMENT

Project management is the discipline of organizing and managing resources in such a way that these resources deliver all the work required to complete a project within defined scope, time, and cost constraints.Our project managers use PMBOK ® as the guiding tool to ensure that all aspects of project management are appropriately defined and controlled.

The first challenge of project management is ensuring that a project is delivered within the defined constraints. The second, more ambitious challenge is the optimized allocation and integration of resources to meet those pre-defined objectives.

At ICM, our PMs effectively utilize the resources and knowledge base to meet the agreed upon

objectives. Our continuous improvement in the activities such as status reporting, usage of tools and

tracking mechanism constantly improves our productivity thus providing a better value for money for

our customers.

Project Planning

Scope Definition / Change Management

Estimation / Time Management

Resource Management

Organizing the work / WBS

Communication Management / Client Management

Quality Management

Issues Management

Cost Management

Risk Management

Table 2.2

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PROJECT MANAGEMENT ARTIFACTS

All successful projects adequately document objectives and deliverables. These documents are a mechanism to align sponsors, clients, and project team's expectations. At ICM, depending on the size of projects, the following items are documented:

Table 2.3

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Contract

Scope Statement - Statement of Work - Requirements Statement

Project Management Plan / Project Initiation Document

Work Breakdown Structure (WBS)

Change Control Plan - Change management processes

Risk Management Plan - Identify risks and mitigation plans

Communications Plan - Status reports, conference calls, chats, emails, escalation processes, etc.

Governance Model - Appropriate SDLC model to adhere to for the project and various steps involved in such a model

Risk Register - Risks encountered

Issue Log - Issue Resolution Register to track and handle all the issues

Resource Management Plan - Includes the roles and responsibilities, training needs, reporting structure, etc.

Project Schedules - Typically done using MS-Project

Status Reports - Identify variances, completed tasks, potential slippages, % complete, etc.

QUALITY CONTROL

ICM Solutions understands the challenges involved in keeping our customers smiling - every time.We understand the importance of delivering quality, reliable, robust solutions to the delight of the customers.

Our quality processes are evolved based on our rich experiences across variety of engagements in the past. We strive to continuously improve our processes through the 'lessons learned' exercise that we religiously go through after completion of every project.Some 'quality consultants' who tend to be academic without the practicing experience do not set up the processes and procedures at ICM. Our processes are set up with inputs from project managers, programmers, testers, and others who are involved in the projects. The quality auditors ensure that there is enough control around the processes to make it fool proof

Table 2.4

Core Activity Quality Control Activity

Requirement Specification Create requirements matrix which would be tracked till end of project

Design (1) Client Review(2) Team Review

Construction (1) Coding standards review(2) Review of logic as per specification (3) Provide feedback or Signoff

Testing (1) Review of all test cases for coverage

Release (1) Check release document (2) Conduct mock installation

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METHODOLOGY

Methodology is a set of rules that defines what needs to be done, when it needs to be done, and who is responsible for doing it. It also explains the relationships between all the efforts and actors. It includes a set of policies, procedures, standards, processes, practices, tools, techniques, and tasks that practitioners apply to the technical challenges of the project.

Setting an appropriate development methodology for a particular software project is especially important if the project is outsourced and developed offsite. The methodology must reflect the increased need for determination of exact project goals, elaboration of detailed development plan, and specific testing and quality control procedures to guarantee excellent communication level and mutual project objectives vision of a software developer and a customer.

Still we are open to use any other methodology our clients prefer. During recent years we have worked with Rational Unified Process, Object-oriented methodology, Prototype/Iterative based methodology, and Extreme Programming.

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Table 2.5

Consulting We communicate to outline your needs and expectations, timescale, budget and project milestones.

Analysis & Planning

Project stages are scheduled, and product functionality is determined.

Design A product is designed, and its prototype is delivered for client's approval, detailed specifications are made ready.

Construction During this stage all the programming is done. The stage can include multiple milestones when partially functional product is delivered to the customer for control, approval, and possible alteration making.

Testing This stage is accomplished in parallel with product construction and assures the final product quality as well as product functionality at milestones.

Delivering The final product is delivered to the customer, including the documentation and installation instructions if needed.

Support We provide product support and maintenance after the delivery.

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INTEGRATION

Almost all Fortune 2000 companies are planning several major IT projects in the next several years. Some of them will include Online E-Commerce, B2B, B2C, integration of new with existing ERP systems, acquisitions or redesign changes, business intelligence, CRM and mobile solutions.

Most of these new systems will be implemented using the data of today's legacy systems,

which leads to integration of these applications.

Application Integration cost can be divided in to three parts:

Table 2.6

Why companies integrate their applications?

To support their business workflows and data exchange across several applications, companies need to integrate these applications. The main goal is to provide scalable and reliable data exchange between multiple enterprise applications with functions across multiple software packages with flexibility in using accounting software, CRM or E-Commerce package that suits the company needs.

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Architecture cost from integration development, execution and operational environment set up. It includes the license, new hardware and implementation costs.

Integration cost from development of the number of interfaces and communications between systems.

Operating cost from on-going maintenance of the EAI system

Technology solution providers understand that and focus solutions around specific main functions.

There is typically three reasons in application integration over using APIs:

1. Evolving technology. Using application integration tools would easy the pain in performing the work in comparing in using APIs.

2. Maintenance of the integration of the existing applications. It takes too long to maintain integration of application than use an EAI tool.

3. Scalability of your corporate solution. When your company solution evolves, it's too difficult to use API in comparing an EAI tool. A typical API merely allows implementing a full-featured communication exchange with a third party application or component. From other side a suite of EAI services performs event exchange, routing, connectivity, and business workflows implement

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ICM MODEL

ICM provides value to our customers by offering them various relationship models to suit the needs of the customers. A sample of such models is illustrated below.

Figure 2.3

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CAREER

The work environment at ICM Solutions is focused and driven, yet casual and healthy. We believe in constantly "Redefining Margins", and so we encourage employees to think-out-of-the-box, come with better ways to do things. The team-driven environment supports productivity and excellence while having fun. ICM's culture is,

Challenging assignments of various types Rewards proportional to individual accomplishments and company success

Participative management style and delegation of authority

Flexibility in our policies and operating approach wherever possible to remove obstacles to individual productivity and innovation

Recognition that people create success

Incentive programs designed to provide substantial rewards for accomplishments through bonuses and salary increases

ICM OFFERS

TABLE 2.7

Well defined Career path

Incentive program

Opportunity to work in various technology

Employment security

Employee referral bonuses

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CLIENTS SPEAK

Hauers Lines - India

I found ICM to be professionally competent & courteous. More than anything else I value their respect for time both theirs and ours. This will enable them to make a mark globally.

-- Mr. Srikanth Managing Director

VISMA Intl - India(Chennai)

Software consulting and development is not so much about programming languages as it is almost viewing things from the clients' point of view, ... ICM has done very well in converting our general ideas to working processes, Improving our efficiency manifolds. Our gratitude and congratulations to them.

-- Mr. Vishwanath Director

Lone Star Gas - USA

Having worked with the principals of ICM, I found there was never a reason to question the integrity of the people or the product. The company is run by very intelligent, progressive individuals whose work ethic and ability to produce will lead to success in any project

-- Mr. Herb Bailey Controller

PCK Buderus(India) Special Steels Pvt Ltd.

I would like to express my happiness after seeing the installed software for our Stock Management and Scheduling of customer visit. This has turned out to be very well done fulfilling all the requirements we had foreseen in this project. I would to like to take this opportunity to congratulate you and all the concerned programmers a job well done

-- Mr. Krishnan.P.L Managing Director

US Based Large Insurance Company

Congratulations and sincere thank you to all for a very successful Phase I delivery! This is truly one of the best run projects in my 12+ years tenure! A wonderful job, thank you again

-- Mr. Paul Corrado Manager

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SCOPE OF THE STUDY

Futura Polymers Ltd ( Pepsi subsidiary) - India

Committed personnel (of ICM) providing EDP related total solution for our MIS & Business needs

-- Mr. T. Gangadharan Managing Director

III SCOPE OF STUDY

The scope of the study encompasses all the members in the lower level of employees in a firm.

The study is conducted to know the expectation among the employees The present study aims to reduce the attrition rate in a firm. The project emphasizes the expectations and opinions of employees

which would be useful for the organization in understanding the employees mind.

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OBJECTIVE OF STUDY

IV OBJECTIVE OF THE STUDY

Primary objective:

To study the attrition in ICM solutions .

Secondary objectives:

To find out the reasons of attrition in insurance business.

• To find out the factors which motivates employees to change their jobs?

• To know various techniques that can be utilized to manage attrition.

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REVIEW OF LITERATURE

V REVIEW OF LITERATURE

Johnson and Gill (1993) describe motivation in work organizations as “the processes by which people are enabled to and induced to choose to behave in particular ways”. Motivation is therefore coupled with a search for the ways by which members’ job performance and productivity may be enhanced or maintain. Employee involvement has a direct correlation with productivity, quality, efficiency, absenteeism, and even motivation. Employee involvement has received much attention in the area of work organization in recent decades.

Although changes in the work organization during the last decades are diverse and difficult to summarize by a few key concepts, there has emerged an agreement that employee involvement and monetary incentive systems are important measures in modern personnel management (Delery and Doty 1996), (Appelbaum et al. 2000), (Godard 2004). Addison et al. (2000) shows that establishments of different sizes might be affected differently by employee involvement. Employee involvement produces improved enterprise performance through diverse channels including enhanced discretionary effort by employees (Jones et al 2003). There is also a high association between peer review and employee involvement in work organization and better the peer review, better is the efficiency towards work. Employee involvement also affects the important 16 dimensions of individual performance, organizational citizenship behavior, defined as individual discretionary behavior that promotes the organization and is not explicitly rewarded.

The main principle behind all initiatives for increasing the involvement of workers is to get the lower-level staff more involved in the decision making and work processes, and to grant these employees greater autonomy and control over job tasks and methods of work (Cappelli and Rogovsky 1994). Typical measures teamwork, lean management, and reduced hierarchic levels (Godard 2004).

Hackman and Oldham’s Job characteristics model has been used to develop the conceptual model for the research. The Job Characteristics Model by Hackman and Oldham (1976) focuses on the interaction between the psychological states of employees, the job characteristics that are believed to determine these states and the attributes of individuals that determine how positively a person will respond to a complex and challenging job. Few of the aspects of the model have been amended with reasons. This amended model then generates a base for the theoretical skeleton of the research model.

Naqvi and Ramay(2008) revealed that job satisfaction and organizational commitment had a negative effect on turnover intentions, whereas perceived alternative job opportunities had a significant positive correlation with turnover intentions and is the major factor associated with turnover intention among its professionals.

26

Van Dick et al. (2004) have also identified job satisfaction as a predictor of turnover intention; however, they argue that it is a mediating variable between organizational identification and attrition.

Abbasi and Hollman (2000) sought to determine the impact of employee turnover on an organization and found that excessive employee turnover often engenders far reaching consequences and at the extreme may jeopardize efforts to attain the organizational objectives.

Maslow (1943) propounded the Hierarchy of Needs theory originally applied as a general theory of psychological motivation. However, the usefulness of its theoretical model was adopted by organizational theorist McGregor in 1960, who applied Maslow’s theory in the work place.

Hale (1998) stated that employers cited recruitment costs of 50% to 60% of an employee’s first year’s salary and up to 100% for certain specialized, high-skill positions. Bowen and Shuster (1986) stated that while all constituting elements of an organization are important for its success, it is its enhanced ability to attract and retain the best quality talent that separates it from the others.

Mirvis and Lawler (1984) suggested that Quality of working life was associated with satisfaction with wages, hours and working conditions, describing the “basic elements of a good quality of work life” as; safe work environment, equitable wages, equal employment opportunities and opportunities for advancement. Walton (1973) suggested

eight major conceptual areas for understanding quality of work life.

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RESEARCH METHODOLOGY

VI RESEARCH METHODOLOGY:

Research in common parlance refers to a search for knowledge. Research is an endeavour to discover answers to problems (intellectual and practical) through the application of scientific method to the knowable universe Research methodology is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. In it we study the various steps that are generally adopted by a researcher in studying his research problem along with the logic behind them.

6.1 HYPOTHESIS:

Ho: Rate of attrition of employees is independent of income

H1: Rate of attrition of employees is dependent of income

Ho: Rate of attrition of employees is independent of working life in organisation

H1: Rate of attrition of employees is dependent of working life in the organization

6.2 RESEARCH DESIGN:

Research design is a catalogue of the various phases and the facts related to the formulation of a research effort. It is an arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with the economy in procedure. Descriptive research design means research design in a case of descriptive studies which is concerned with describing the characteristics of a particular individual or of a group.

DESCRIPTIVE RESEARCH:

Descriptive study is a fact finding investigation with adequate interpretation. It is the simplest type of the research. It is more specific than an exploratory study, as it focuses particular aspect or dimension of the problem being studied. It is designed to gather descriptive information and provides information for the formulating more sophisticated studies. Data are collected by using one or more appropriate methods like:

observations, interviewing and mail questionnaires.

POPULATION AND SAMPLE:

A sample as the name implies, is a smaller representation of a larger whole. A sample is a composed of some fraction or a part of the total number of elements or units is a defined population. Sampling therefore is a method of selecting some fraction of a population. Sampling is an essential part of all scientific procedures. It is well developed in the field of biology, physics, chemistry and social science research. The research

undertaken comprised of population of all the employees working in ICM solutions.

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SAMPLING METHOD:

In this research effort “Convenience Sampling” has been used. This method is used to make research procedure faster by obtaining a large number of accomplished questionnaires rapidly and efficiently. The sample for conducting the survey contains employees of above mentioned companies.

METHODS OF DATA COLLECTION:

The two main sources of data collection in a social science research come from the inner world of the library and outside world of living people. We may label these two sources simply under the general rubric of documentary or paper sources. We may consider historical records, diaries, biographies and statistical records. When we turn to consider people´ as a source social science data, we identify various forms of observation, but more particularly and primarily the interview and questionnaire are the techniques for the collection of the data from the source.

A) PRIMARY DATA:

Primary data is the information collected during the course of an experiment during experimental research. It can also be obtained through observation or through direct communication, with the person associated with the selected subjects, by performing surveys or descriptive research. There are several methods of collecting primary data.

We have used Questionnaire to collect data.

B) SECONDARY DATA:

Secondary Data means data that is already available in various reports, diaries, letters, books, periodicals, etc. Secondary data is that, which has been used previously for any research and is now in use for the second time. In short, data presented in research reports when used again in further research, is called secondary data.

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SAMPLING DESIGN

Population : 50 members

Sampling Unit : Employees

Sampling Size : 28

Sampling Procedure : simple random sampling method

METHOD OF DATA COLLECTION:

Primary data are measurements observed and recorded as part a study to collect original data i.e., to conduct first hand of investigation.

Secondary data was collected with the help of

Company records Annual reports Product catalogue Discussion with the personnel manager and staff.

RESEARCH INSTRUMENT: Questionnaire was used to conduct the survey among the 28 employee which includes open-ended and closed ended questions.

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TOOLS FOR ANALYSIS

PERCENTAGE METHOD

It refers to special kind of ratio .It is used to asking comparisons between two or more series of data. Percentage are used to describe relationship.

Percentage=((no. Of attritions x 100) / (Actual Employees + New Joined)) /100.

Chi square test: It is one of the most widely used non-parametric tests, in statistical work. The quantity describes the magnitude of discrepancy between theory and observation.

X2 = Σ {(O-E)2 /E}O- Observed Frequency E-Expected Frequency

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DATA ANALYSIS AND INTERPRETATION

VII DATA ANALYSIS AND INTERPRETATIONTable 7.1

Classification of Respondents Based On Salary

ATTRITION REPORT

Sl No.

Month Opening balance

No. of Employees Joined

Employees Left

Closing Attrition %balance

1 January 37 2 3 36 3.85%2 February 36 0 5 31 13.89%3 March 31 5 0 36 0.00%4 April 36 3 2 37 5.13%5 May 37 2 4 35 10.26%6 June 35 0 2 33 5.71%7 July 33 1 0 34 0.00%8 August 34 2 2 34 5.56%9 September 34 0 0 34 0.00%10 October 34 0 2 32 5.88%11 November 32 0 0 32 0.00%12 December 32 0 0 32 0.00%

Total 15 20

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CHART 7.1Classification of Respondents Based On Salary

INFERENCE From the above chart the respondents are classified based on the salary .the highest attrition at January to February month 0.14%.. And the overall attrition percentage based on organization matters is 50.27%

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Table 7.2Classification of Respondents Based On AGE

ATTRITION REPORT

Sl No.



Employees Left

Closing Attrition %

balance

1 January 32 0 2 30 3.13%

2 February 30 0 0 30 0.00%

3 March 30 0 0 30 0.00%

4 April 30 0 2 28 6.67%

5 May 28 0 0 28 0.00%

6 June 28 0 0 28 0.00%

7 July 28 0 1 27 3.57%

8 August 27 0 0 27 0.00%

9 September 27 0 0 27 0.00%

10 October 27 0 0 27 0.00%

11 November 27 0 0 27 0.00%

12 December 27 0 0 27 0.00%

Total 0 5

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Chart 7.2Classification of Respondents Based On AGE

INFERENCE From the above chart the respondents are classified based on the Age .the highest attrition at March to May month 0.07%, June To August 0.03% And the overall attrition percentage based on organization matters is 13.36%

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Table 7.3Classification of Respondents Based On Superiors

ATTRITION REPORT

Sl No.



Employees Left

Closing Attrition %balance

1 January 27 4 2 29 3.23%2 February 29 0 2 27 6.90%3 March 27 5 2 30 6.25%4 April 30 0 1 29 3.33%5 May 29 0 2 27 6.90%6 June 27 2 2 27 6.90%7 July 27 2 1 28 3.45%8 August 28 0 0 28 0.00%9 September 28 1 3 26 10.34%10 October 26 2 0 28 0.00%11 November 28 2 0 30 0.00%12 December 30 4 0 34 0.00%

Total 22 15

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CHART 7.3Classification of Respondents Based On Superiors

INFERENCE From the above chart the respondents are classified based on the Superior .there is a variation in attrition ,the highest attrition is on 0.11% based on organization matters is 47.29%.

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TABLE 7.4Classification Of Respondents Based On Working

Environment

ATTRITION REPORT

Sl No.



Employees Left

Closing Attrition %

balance

1 January 34 4 2 36 2.63%

2 February 36 0 2 34 5.56%

3 March 34 1 2 33 5.71%

4 April 33 0 1 32 3.03%

5 May 32 0 2 30 6.25%

6 June 30 0 0 30 0.00%

7 July 30 0 1 29 3.33%

8 August 29 0 0 29 0.00%

9 September 29 1 0 30 0.00%

10 October 30 2 0 32 0.00%

11 November 32 2 0 34 0.00%

12 December 34 4 0 38 0.00%

Total 14 10

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CHART 7.4Classification Of Respondents Based On Working

Environment

INFERENCE

From the above chart the respondents are classified based on the Working Environment .the highest attrition at April to June month 0.06%, June To August 0.03% And the overall attrition percentage based on organization matters is 26.52%

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TABLE 7.5Classification Of Respondents Based On Training

ATTRITION REPORT

Sl No.



Employees Left

Closing Attrition %

balance

1 January 38 4 2 40 2.38%

2 February 40 0 2 38 5.00%

3 March 38 1 2 37 5.13%

4 April 37 0 1 36 2.70%

5 May 36 0 2 34 5.56%

6 June 34 1 5 30 14.29%

7 July 30 2 1 31 3.13%

8 August 31 0 0 31 0.00%

9 September 31 1 0 32 0.00%

10 October 32 2 4 30 11.76%

11 November 30 2 0 32 0.00%

12 December 32 4 0 36 0.00%

Total 17 19

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CHART 7.5Classification Of Respondents Based On Traning

INFERENCE From the above chart the respondents are classified based on the Traning.the highest attrition at March toAugust 0.13% And the overall attrition percentage based on organization matters is 49.94%

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TABLE 7.6Classification Of Respondents Based On Job Matters

ATTRITION REPORT

Sl No.



Employees Left

Closing Attrition %

balance

1 January 36 0 1 35 1.39%

2 February 35 2 1 36 2.70%

3 March 36 1 1 36 2.70%

4 April 36 0 1 35 2.78%

5 May 35 0 2 33 5.71%

6 June 33 1 1 33 2.94%

7 July 33 2 1 34 2.86%

8 August 34 0 2 32 5.88%

9 September 32 1 2 31 6.06%

10 October 31 1 0 32 0.00%

11 November 32 1 0 33 0.00%

12 December 33 0 0 33 0.00%

Total 9 12

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CHART 7.6Classification Of Respondents Based On Job Matters

INFERENCE From the above chart the respondents are classified based on the Job Matters .the highest attrition at March to October And the overall attrition percentage based on organization matters is 33.03%

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TABLE 7.7Classification Of Respondents Based On Relocation

ATTRITION REPORT

Sl No.



Employees Left

Closing Attrition %

balance

1 January 33 0 0 33 0.00%

2 February 33 0 0 33 0.00%

3 March 33 0 0 33 0.00%

4 April 33 1 2 32 5.88%

5 May 32 1 0 33 0.00%

6 June 33 0 0 33 0.00%

7 July 33 0 0 33 0.00%

8 August 33 1 0 34 0.00%

9 September 34 0 0 34 0.00%

10 October 34 0 0 34 0.00%

11 November 34 1 0 35 0.00%

12 December 35 0 0 35 0.00%

Total 4 2

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CHART 7.7Classification Of Respondents Based On Relocation

INFERENCE

From the above chart the respondents are classified based on the Relocation .the highest attrition at March to May And the overall attrition percentage based on organization matters is 5.08%

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TABLE 7.8

ATTRITION REPORT

Sl No. Month Opening balance

No. of Employees

Joined

Employees Left

Closing Attrition %

balance

1 January 35 2 0 37 0.00%

2 February 37 3 1 39 2.50%

3 March 39 4 1 42 2.33%

4 April 42 1 1 42 2.33%

5 May 42 1 2 41 4.65%

6 June 41 0 2 39 4.88%

7 July 39 0 2 37 5.13%

8 August 37 1 2 36 5.26%

9 September 36 2 2 36 5.26%

10 October 36 2 2 36 5.26%

11 November 36 0 2 34 5.56%

12 December 34 2 2 34 5.56%

Total 18 19

Classification Of Respondents Based On Organization matters

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CHART 7.8Classification Of Respondents Based On Organization

Matters

INFERENCE From the above chart the respondents are classified based on the Organization Matters .the highest attrition at june to May And the overall attrition percentage based on organization matters is 48.71%

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ATTRITION REPORT

Sl No. Month Opening balance

No. of Employees

Joined

Employees Left

Closing Attrition %

balance

1 January 34 2 0 36 0.00%

2 February 36 3 0 39 0.00%

3 March 39 0 0 39 0.00%

4 April 39 0 0 39 0.00%

5 May 39 0 0 39 0.00%

6 June 39 0 0 39 0.00%

7 July 39 0 0 39 0.00%

8 August 39 0 0 39 0.00%

9 September 39 0 0 39 0.00%

10 October 39 0 2 37 5.13%

11 November 37 0 2 35 5.41%

12 December 35 0 2 33 5.71%

Total 5 6

TABLE 7.9Classification Of Respondents Based On Working Hours

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CHART 7.9Classification Of Respondents Based On Working Hours

INFERENCE From the above chart the respondents are classified based on the Working hours .the highest attrition at September to December And the overall attrition percentage based on organization matters is 16.25%

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ATTRITION REPORT

Sl No.



Employees Left

Closing Attrition %

balance

1 January 33 0 0 33 0.00%

2 February 33 0 0 33 0.00%

3 March 33 1 0 34 0.00%

4 April 34 1 0 35 0.00%

5 May 35 1 1 35 2.78%

6 June 35 0 1 34 2.86%

7 July 34 0 0 34 0.00%

8 August 34 0 0 34 0.00%

9 September 34 0 0 34 0.00%

10 October 34 0 0 34 0.00%

11 November 34 0 0 34 0.00%

12 December 34 0 0 34 0.00%

Total 3 2

TABLE 7.10Classification Of Respondents Based On Higher Studies

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CHART 7.10Classification Of Respondents Based On Higher Studies

INFERENCE From the above chart the respondents are classified based on the Higher Studies .the highest attrition at April to July And the overall attrition percentage based on organization matters is 5.63%

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TABLE 7.11Classification Of Respondents Based On Personal Reasons

ATTRITION REPORT

Sl No.



Employees Left

Closing Attrition %

balance

1 January 34 0 0 34 0.00%

2 February 34 0 2 32 5.88%

3 March 32 0 0 32 0.00%

4 April 32 0 2 30 6.25%

5 May 30 0 0 30 0.00%

6 June 30 0 0 30 0.00%

7 July 30 1 0 31 0.00%

8 August 31 1 0 32 0.00%

9 September 32 0 1 31 3.13%

10 October 31 0 1 30 3.23%

11 November 30 0 0 30 0.00%

12 December 30 0 2 28 6.67%

Total 2 8

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CHART 7.11Classification Of Respondents Based On Personal Reason

INFERENCE

From the above chart the respondents are classified based on the Personal Reasons .the highest attrition at januvary to March 0.06%,April to May 0.07% And the overall attrition percentage based on organization matters is 25.15%

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TABLE 7.12Classification Of Respondents Based On Performance

ATTRITION REPORT

Sl No.



Employees Left

Closing Attrition %

balance

1 January 28 0 0 28 0.00%

2 February 28 0 0 28 0.00%

3 March 28 0 0 28 0.00%

4 April 28 0 0 28 0.00%

5 May 28 0 0 28 0.00%

6 June 28 0 1 27 3.57%

7 July 27 0 1 26 3.70%

8 August 26 0 1 25 3.85%

9 September 25 0 0 25 0.00%

10 October 25 0 0 25 0.00%

11 November 25 0 0 25 0.00%

12 December 25 0 0 25 0.00%

Total 0 3

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CHART 7.12Classification Of Respondents Based On Performance

INFERENCE From the above chart the respondents are classified based on the Performance .the highest attrition at May to September And the overall attrition percentage based on organization matters is 11.12%

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CHI SQUARE ANALYSIS

TABLE 7.13ANALYSIS OF EMPLOYEES INDEPENDENT OF

INCOME AND DEPENDANT OF INCOME

HYPOTHESIS:

Hypothesis is an assumption about the population, conducting study related

employee behavior.

NULL HYPOTHESIS:

H0:There Is No Significant Difference.

ALTERNATE HYPOTHESIS:

H1:There Is Significant Difference Present Level

Q1-Q2 AGREE DISAGREE NEUTRAL TOTALAGREE 10 7 5 22DISAGREE 9 5 2 16NEUTRAL 5 4 3 12TOTAL 24 16 10 50

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CHI SQUARE

OBSERVATION EXPECTATION O-E (O-E)2 (O-E)2/E

10 10.56 -0.56 0.3136 0.029697

9 7.68 1.32 1.7424 0.226875

5 5.76 -0.76 0.5776 0.100278

7 7.04 -0.04 0.0016 0.000227

5 5.12 -0.12 0.0144 0.002813

4 3.84 0.16 0.0256 0.006667

5 4.4 0.6 0.36 0.081818

2 3.2 -1.2 1.44 0.45

3 2.4 0.6 0.36 0.15

CHI SQUARE TEST 1.05

INFERENCE:The Is 1% of Significant Difference Between The Independent Income And Dependent Income.

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TABLE 7.14ANALYSIS OF EMPLOYEES INDEPENDENT OF AND

DEPENDANT OF ORGANIZATION MATTERS

Q1-Q2 AGREE DISAGREE NEUTRAL TOTAL

AGREE 2 10 7 19

DISAGREE 10 3 5 18

NEUTRAL 5 5 3 13

TOTAL 17 18 15 50

CHI SQUARE

OBSERVATION EXPECTATION O-E (O-E)2 (O-E)2/E2 6.46 -4.46 19.8916 3.079195

10 6.12 3.88 15.0544 2.4598695 4.42 0.58 0.3364 0.076109

10 6.84 3.16 9.9856 1.4598833 6.48 -3.48 12.1104 1.8688895 4.68 0.32 0.1024 0.021887 5.7 1.3 1.69 0.2964915 5.4 -0.4 0.16 0.029633 3.9 -0.9 0.81 0.207692


INFERENCE:The Is A Significant Difference Between The Independent And Dependent Organization Matters

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TABLE 7.15ANALYSIS OF EMPLOYEES INDEPENDENT OF AND DEPENDANT OF SUPERIORS


AGREE 10 5 0 15

DISAGREE 9 8 5 22

NEUTRAL 3 4 6 13

TOTAL 22 17 11 50

OBSERVATION EXPECATION O-E (O-E)2 (O-E)2/E

10 6.6 3.4 11.56 1.751515

9 9.68 -0.68 0.4624 0.047769

3 5.72 -2.72 7.3984 1.293427

5 5.1 -0.1 0.01 0.001961

8 7.48 0.52 0.2704 0.03615

4 4.42 -0.42 0.1764 0.03991

0 3.3 -3.3 10.89 3.3

5 4.84 0.16 0.0256 0.005289

6 2.86 3.14 9.8596 3.447413


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INFERENCE:The Is A Significant Difference Between The Independent And Dependent Superiors

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TABLE 7.16ANALYSIS OF EMPLOYEES INDEPENDENT OF AND DEPENDANT OF WORKING ENVIRONMENT


AGREE 0 15 0 15

DISAGREE 5 8 5 18

NEUTRAL 3 8 6 17

TOTAL 8 31 11 50

INFERENCE:The Is A Significant Difference Between The Independent And Dependent Working

Environment.62

OBSERVATION EXPECATION O-E (O-E)2 (O-E)2/E0 2.4 -2.4 5.76 2.45 2.88 2.12 4.4944 1.5605563 2.72 0.28 0.0784 0.028824

15 9.3 5.7 32.49 3.4935488 11.16 -3.16 9.9856 0.8947678 10.54 -2.54 6.4516 0.6121060 3.3 -3.3 10.89 3.35 3.96 1.04 1.0816 0.2731316 3.74 2.26 5.1076 1.365668


FINDINGS

Findings By Percentage Analysis Are Given Below:

50.27% of respondents are leaving the office based on salary.

13.36% of respondents are leaving the office based on Age.

47.29% of respondents are leaving the office based on superiors.

26.52% of respondents are leaving the office based on Working Environment.

49.94% of respondents are leaving the office based on Health Illness.

33.03% of respondents are leaving the office based on Job Matters.

5.88% of respondents are leaving the office based on Relocations

48.71% of respondents are leaving the office based on Organization Matters.

16.25% of respondents are leaving the office based on Working hours

5.63% of respondents are leaving the office based on Higher Studies

25.15% of respondents are leaving the office based on Personal Reasons

11.12% of respondents are leaving the office based on Perfomance.

MAJOR FINDINGS:

Majority of the respondents are dissatisfied with their income

Majority of the respondents are satisfied and aware about their future benefits

contributed by the company.

Majority of the respondents are dissatisfied with the equity of compensation provided to

them at the same level of employment.

Majority of the respondents agree that working environment is clean and transparent

and proper infrastructure is provided by the organization.

Majority of the respondents agree that they have to work extra time to fulfill target

causes stress.

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SUGGESTIONS

To Reduce The Attrition

From the study it was found that the employees were highly disappointed by their salary structure.

Only one type of training program is given like seminar and conference related to their specific job is given.

Superiors should continually review the employee performance and give them as a positive support, individualInterest should maintained.

Employee welfare should be maintained properly on a monthly basis .

Attrition Rate in ICM solutions has been strongly agreed by the employees.

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CONCLUSION

CONCLUSION

In this research work, we have examined the reasons of attrition in ICM SOLUTIONS. All the attributes have highest value with their corresponding factors. From the above discussion, We can conclude that attrition is a common phenomenon in any industry, Resulting, employees face a great difficulty to sustain the job. If we consider the factors which is related to the quality of work life, in that case Degree of employment conditions are one of the curtail factor for attrition. Rewarding the employee ca help to reduce the attrition ,yearly performance appraisal ,care about the employee welfare these things can reduce the employee make stay in the job for long time. Since the data we got were too small to put that into chi square test, the results may vary if we have put much more data. Future research scope is always there.

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BIBILIOGRAPHY

BIBILIOGRAPHY

Books Dr.C.b.Gupta , Human Resource Management ,Sultan Chand&sons. Biswajit patnayak ,Human Resource Management Monicka.s schmid ,First Language Attrition

WEBSITE

www.icmsolutions.co.in

www.icmconsultants.co.in

www.icmindia.com

http://www.icmindia.com/

http://www.icmconsultants.co.in/

http://www.icmsolutions.co.in/

ANNEXURE

ANLAYSIS DONE IN ICM SOLUTIONS REGARDING THE ATTRITION

Criteria under Assessment

Accomplishments Self Rating Employer Rating

Job knowledge / Skills 1 2 3 4 5 1 2 3 4 5

Skills used in the assignment

Skills learned in the assignment

Meets the expectation of the company

Communication 1 2 3 4 5 1 2 3 4 5

Written Skills

Oral Skills

1. POOR 2.FAIR 3.GOOD 4.VERY GOOD 5.OUTSTANDING

Attitude 1 2 3 4 5 1 2 3 4 5

Punctuality

Attire

Participation in company activities

Overall attitude towards work

Follows company rules & regulations

5. Time Management 1 2 3 4 5 1 2 3 4 5

Estimation of Time

Adherence to deadline

Time consciousness

1.Poor 2.Fair 3.Good 4.Very Good 5.Outstanding

General 1 2 3 4 5 1 2 3 4 5

1

Strengths2

Weakness

( which you require additional help and training to improve on)

1

2

Your previous evaluation criteria

1

2

Your next evaluation criteria

1

2

OVERALL RATING

Any thing else that you wish

to tell the management

Management Comments


Salary 1 2 3 4 5 1 2 3 4 5

Performance

Experience


Attrition Rate

Documents

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