A STUDY ON THE INFLUENCE OF STRATEGIC HR PRACTICES ON

EMPLOYEE RETENTION IN HYUNDAI MOTORS INDIA LIMITED

By

JEMIMAH P

REG. NO.211420631048

Of

PANIMALARENGINEERINGCOLLEGE

PROJECT REPORT

Submitted to the

FACULTY OF MANAGEMENT STUDIES

In partial fulfillment of the requirements

for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

JUNE - 2022
 PANIMALAR ENGINEERING
COLLEGE
AN AUTONOMOUS INSTITUTION
AFFILIATED TO ANNA UNIVERSITY, CHENNAI
(A CHRISTIAN MINORITY INSTITUTION)
JAISAKTHI EDUCATIONAL TRUST
APPROVED BY AICTE
BANGALORE TRUNK ROAD, VARADHARAJAPURAM,
NASARATHPETTAI,POONAMALLEE,
CHENNAI– 600 123

DEPARTMENT OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This is to certify that this project report titled “A STUDY ON THE INFLUENCE OF
STRATEGIC HR PRACTICES ON EMPLOYEE RETENTION IN HYUNDAI MOTORS
INDIA LIMITED” is the bonafide work ofJEMIMAH P&211420631048who carried out
the research under my supervision. Certified further, that to the best of my knowledge the
work reported herein does not form part of any other project report or dissertation on the
basis of which a degree or award was conferred on earlier occasion on this or any other
candidate.

Internal Guide Head of the Department

Internal Examiner External Examiner

 ACKNOWLEDGEMENT

I would like to express my sincere gratitude to OurSecretary and Correspondent

Dr.P.CHINNADURAI M.A., Ph.D., for providing excellent environment and infrastructure
andfor his valuable support throughout the course of study.

I express my sincere thanks toOurDirectorsMrs. C. VIJAYA RAJESWARI, Dr.

C.SAKTHIKUMAR, M.E., Ph.D., and Dr. SARANYASREE SAKTHIKUMAR, B.E.,
M.B.A.,Ph.D., I also express my gratitude to the Principal Dr. K.MANI M.E., Ph.D.for
providing all the required facilities for the successful completion of this project work.

I take this opportunity to express my gratitude to the Dean & Head of the
Department of Management studies, Dr. V.MAHALAKSHMI M.L., M.B.A., Ph.D., for
providing me an opportunity and Dr. M. BEULAH VIJI CHRISTIANA
M.A.,M.BA.,M.PHIL.,PH.D who has given me guidance to do this project work.

I also take this opportunity to express my gratitude to Mr. GURUVEL S HR

MANAGERfor his valuable guidance for the successful completion of the project report.

JEMIMAH P
 TABLE OF CONTENTS
S.NO CONTENTS Page No.
Abstract i

List of tables ii

List of charts iii

I INTRODUCTION 1
1.1 About the study 2
1.2 Industry Profile 4
1.3 Company Profile / Product Profile 6

II DEVELOPMENT OF MAIN THEME 21

2.1 Need of the study 22
2.2 Objectives of the study 23
2.3 Scope of the study 24
2.4 Limitations of the study 25
2.5 Review of Literature 26

III DATA ANALYSIS AND INTERPRETATION 34

3.1 Research Methodology 35
3.2 Data Analysis and Interpretation 41
3.3 Summary of Findings 88
3.4 Suggestions 90
3.5 Conclusion 91

Appendix 92

BIBLIOGRAPHY 95
 ABSTRACT

This study says about employee retention in Hyundai Motors India Limited. We took 135 as
sample size which is determined by the organization. And we used some statistical tools for
the analysis using the statistical package of social science (SPSS) software. The main study is
about employee retention, it the is a process in which the employees are encouraged to
remain with the organization for the maximum period of time or until the completion of the
project. Employee retention is beneficial for the organizations well as the employee.
Employees today are different. They are not the ones who don’t have good opportunities in
hand. As soon as they feel dissatisfied with the current employer or the job, they switch over
to the next job. It is there responsibility of the employer to retain their best employees. If they
don’t, they would be left with no good employees. A good employer should know how to
attract and retain its employees. Most employees feel that they are worth more than they are
actually paid. There is a natural disparity between what people think they should be paid and
what organizations spend in compensation. When the difference becomes too great and
another opportunity occurs, turnover can result. Pay is defined as the wages, salary, or
compensation given to an employee in exchange for services the employee performs for the
organization. .Employees comprise the most vital assets of the company. In a work place
where employees are not able to use their full potential and not heard and valued, they are
likely to leave because of stress and frustration. In a transparent environment while
employees get a sense of achievement and belongingness from a healthy work environment,
the company is benefited with a stronger, reliable work-force harboring bright new ideas for
its growth.
 LIST OF TABLES

Page
S. No TITLE
No
3.2.1 AGE OF THE RESPONDENTS 41
3.2.2 YEARS OF EXPERIENCE 42
3.2.3 TYPES OF CAREER OPPORTUNITIES 43
3.2.4 ORGANIZATION ALIGNMENT IN ORIENTATION PROCESS 44
3.2.5 SCOPE AND THE OPPORTUNITIES 45
3.2.6 ORGANIZATIONAL CULTURE 46
3.2.7 COMPENSATION BENEFITS 47
3.2.8 IMPROVED PERFORMANCE 48
3.2.9 INCREASED CONFIDENCE IN WORK 49
3.2.10 MORE LOYALTY 50
3.2.11 REDUCED ATTRITION RATE 51
3.2.12 JOB SECURITY 52
3.2.13 SALARY STRUCTURE 53
3.2.14 PROMOTIONAL OPPORTUNITIES 54
3.2.15 EQUITY IN TREATMENT 55
3.2.16 WAGE BENEFITS 56
JUNIOR OR MIDDLE LEVEL EMPLOYEES TO STEP INTO
3.2.17 57
SENIOR LEADERSHIP POSITIONS
3.2.18 KNOWLEDGE ABOUT YOUR WORK 58
3.2.19 FEEDBACK REGULARITY AND METHOD 59
3.2.20 COACHING SKILLS 60
3.2.21 EMPATHY AND ACTIVE LISTENING 61
3.2.22 ENABLING YOU WITH RESOURCE AND TRAINING 62
3.2.23 YOUR POINT OF VIEW IS RESPECTED AND MATTERS 63
3.2.24 WORK ATMOSPHERE IS CONDUCIVE 64
COMFORWITH THE REST OF THE TEAM AND THE WORK
3.2.25
CULTURE 65
3.2.26 EFFECTIVENESS OF COMPANY COMMUNICATION 66
3.2.27 NECESSARY RESOURCES AND TRAINING REQUIRED 67
TRAINING PROGRAMS ARE ADEQUATE TO PERFORM JOB
3.2.28 68
EFFICIENTLY
ON THE JOB TRAINING IS IMPORTANT FOR THE
3.2.29 69
DEVELOPMENT
TRAINING PROGRAM ARE CONDUCTED FOR THE
3.2.30 70
EMPLOYEE SKILLS
TRAINING PROGRAM ARE CONDUCTED FOR THE
3.2.31 71
EMPLOYEE EDUCATION
3.2.32 TRAINING PROGRAM ARE CONDUCTED FOR THE
72
EMPLOYEE LEADERSHIP
TRAINING PROGRAM ARE CONDUCTED FOR THE
3.2.33 73
EMPLOYEE ETHICS
TRAINING PROGRAM ARE CONDUCTED FOR THE
3.2.34 74
EMPLOYEE ATTITUDINAL CHANGES
CONTRIBUTION TOWARDS CAREER DEVELOPMENT IS
3.2.35 75
RELATIVE
CAREER DEVELOPMENT PROGRAMMERS HELP IN
3.2.36 76
EMPLOYEE RETENTION
PROGRAMME HELPS IN CAREER DEVELOPMENT.
3.2.37 77
MANAGER COACHING AND MENTORSHIP
PROGRAMME HELPS IN CAREER DEVELOPMENT
3.2.38 78
CLASS ROOM STYLE LEARNING
PROGRAMME HELPS IN CAREER DEVELOPMENTPEER
3.2.39 79
COACHING
PROGRAMME HELPS IN CAREER DEVELOPMENTCROSS
3.2.40 80
TRAINING
PROGRAMME HELPS IN CAREER DEVELOPMENT
3.2.41 81
STRETCH ASSIGNMENT
 LIST OF CHARTS

Page
S. No TITLE
No
3.2.1 AGE OF THE RESPONDENTS 41
3.2.2 YEARS OF EXPERIENCE 42
3.2.3 TYPES OF CAREER OPPORTUNITIES 43
3.2.5 ORGANIZATION ALIGNMENT IN ORIENTATION PROCESS 44
3.2.6 SCOPE AND THE OPPORTUNITIES 45
3.2.6 ORGANIZATIONAL CULTURE 46
3.2.7 COMPENSATION BENEFITS 47
3.2.11 REWARDS AND RECOGNITION 51
3.2.16 MOTIVATING FACTORS 56
3.2.17 JUNIOR OR MIDDLE LEVEL EMPLOYEES TO STEP INTO 57
SENIOR LEADERSHIP POSITIONS
3.2.22 RATING SUPERVISOR 62
3.2.23 YOUR POINT OF VIEW IS RESPECTED AND MATTERS 63
3.2.24 WORK ATMOSPHERE IS CONDUCIVE 64
3.2.25 COMFORTABLE WITH THE REST OF THE TEAM AND THE 65
WORK CULTURE
3.2.26 EFFECTIVENESS OF COMPANY COMMUNICATION 66
3.2.27 NECESSARY RESOURCES AND TRAINING REQUIRED 67
3.2.28 TRAINING PROGRAMS ARE ADEQUATE TO PERFORM JOB 68
EFFICIENTLY
3.2.29 ON THE JOB TRAINING IS IMPORTANT FOR THE 69
DEVELOPMENT
3.2.34 TRAINING PROGRAM 74
3.2.35 ORGANIZATION CONTRIUTION TOWARDS CAREER 75
DEVELOPMENT
CAREER DEVELOPMENT PROGRAMMERS HELP IN
3.2.36 76
EMPLOYEE RETENTION
3.2.41 PROGRAMME HELPS IN CAREER DEVELOPMENT 81
 CHAPTER 1

INTRODUCUTION

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1.1 ABOUT THE STUDY

Employees have been important resources to any organization. Based on their critical
character, they can be termed the life-blood of an organization. Advancement in technology
has caused most organizations to be more and more technology driven. However, this
situation does not reduce the value of employees in an organization because technology
requires human resources to operate. With issues such as globalization, competition is
becoming keener and keener in most industries. This situation also affects the job market in
the sense that organization demand in human resources to remain competition in their
respective industries is higher. To remain more competitive, organizations need therefore not
to only attract the best talents but also to retain them on the job for a long term. The toughest
challenge that organizations encounter nowadays is not only how to manage the people but
also how to keep them on the job as long as possible and how to maintain them vigorous and
ambitious. Employee retention is concerned with keeping or encouraging employees to
remain in an organization for a maximum period of time. Mita (2014) defined employee
retention as “a technique adopted by businesses to maintain an effective workforce and at the
same time meet operational requirements”. Bidisha (2013) described it as “a process in
which the employees are encouraged to remain with the organization for the maximum period
of time or until the completion of the project”. According to Workforce Planning for
Wisconsin State Government (2015), employee retention is “a systematic effort to create and
foster an environment that encourages employees to remain employed by having policies and
practices in place that address their diverse needs”.An Employee Retention Program (ERP) is
said to beeffective when a systematic effort is made to create andfoster an environment that
encourages and supportsemployees to remain employed by maintaining strategiesand
practices in place that addresses their diverse needs.Employee retention (ER) is a process in
which theemployees are encouraged to remain with theorganization for the maximum period
of time or until thecompletion of the project. Even though ER has nowbecome a tough task, it
is beneficial for the organizationas well as the employee.The job of human resource
personnel is done perfectif it places a right person for a right job at a right place in aright
time. But retention is more important than hiring. Atalented employee will never fall shortage
of theopportunities. If a person is not satisfied with the presentjob, he may switch over to
another, of his choice. The toporganizations are on the top because they care for
theiremployees and they know how to keep them glued to theorganization. Employees stay or
leave organizations formany reasons the reasons may be personal orprofessional. Employees

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who are satisfied and happywith their jobs are more dedicated and work fororganization’s
growth.Job satisfaction is something that working peopleseek and a key element of employee
retention which ispossible only by making the employee feel comfortablephysically and
psychologically. The inflationary trendsseen in the market economy is causing the job
marketmore competitive. It is getting more difficult to retainemployees, as the pool of talent
is becoming more-andmore tapped-out.A good employer should know how to attract and
retain his employees (Qadria Alkandari, 2009). Theremight be many other strategies to keep
the employeescomfortable in the present job but motivation strategiesboost the employees on
day to day basis. Contrary tomodern belief, monetary compensation is not the
highestemployee motivator. According to the HarvardManagement Update (June, 1988) nine
of ten managersthink people stay or go because of money. But, Kaye andEvans (2000)
conclude that money and perks matter, butemployees are interested in challenging and
meaningfulwork, good bosses, and opportunities for learning anddevelopment.

3|Page
1.2 INDUSTRY PROFILE

The automotive industry comprises a wide range of companies and organizations involved in
the design, development,manufacturing.

History

The automotive industry began in the 1860s with hundreds of manufacturers that pioneered
horseless carriages. For many decades, the United States led the world in total automobile
production. In 1929, world had 32,028,500 automobiles in use, and the U.S. automobile
industry produced over 90% of them. At that time, the U.S. had one car per 4.87 persons.
After 1945, the U.S. produced about 75 percent of world's auto production. In 1980, the U.S.
was overtaken by Japan and then became world leader again in 1994. In 2006, Japan
narrowly passed the U.S. in production and held this rank until 2009, when China took the
top spot with 13.8 million units. With 19.3 million units manufactured in 2012, China almost
doubled the U.S. production of 10.3 million units, while Japan was in third place with 9.9
million units. From 1970 (140 models) over 1998 (260 models) to 2012 (684 models), the
number of automobile models in the U.S. has grown exponentially.

Early car manufacturing involved manual assembly by a human worker. The process evolved
from engineers working on a stationary car, to a conveyor belt system where the car passed
through multiple stations of more specialized engineers. Starting in the 1960s, robotic
equipment was introduced to the process, and today most cars are produced largely with
automated machinery.

Economy

In 2007, there were about 806 million cars and light trucks on the road, consuming over
980 billion litres (980,000,000 m3) of gasoline and diesel fuel yearly. The automobile is a
primary mode of tr4ansportation for many developed economies. The Detroit branch
of Boston Consulting Group predicted that, by 2014, one-third of world demand would be in
the four BRIC markets (Brazil, Russia, India and China). Meanwhile, in the developed
countries, the automotive industry has slowed. It is also expected that this trend will continue,
especially as the younger generations of people (in highly urbanized countries) no longer
want to own a car anymore, and prefer other modes of transport. Other potentially powerful
automotive markets are Iran and Indonesia. Emerging automobile markets already buy more
cars than established markets.

4|Page
According to a J.D. Power study, emerging markets accounted for 51 percent of the
global light-vehicle sales in 2010. The study, performed in 2010 expected this trend to
accelerate. However, more recent reports (2012) confirmed the opposite; namely that the
automotive industry was slowing down even in BRIC countries. In the United States, vehicle
sales peaked in 2000, at 17.8 million units.

In July 2021, the European Commission released its "Fit for 55" legislation package, which
contains important guidelines for the future of the automotive industry; all new cars on the
European market must be zero-emission vehicles from 2035.

The governments of 24 developed countries and a group of major car manufacturers

including GM, Ford, Volvo, BYD Auto, Jaguar Land Rover and Mercedes-Benz committed
to "work towards all sales of new cars and vans being zero emission globally by 2040, and by
no later than 2035 in leading markets". Major car manufacturing nations like the US, German
china ,south Korea,as well as Volkswagen, Toyota, Peugeot, Honda, Nissan and Hyundai, did
not pledge.

Economic impacts

The global automotive industry is a major consumer of water. Some estimates surpass 39,000
gallons of water per car manufactured, depending on whether tyre production is included.
Production processes that use a significant volume of water include surface treatment,
painting, coating, washing, cooling, air-conditioning and boilers, not counting component
manufacturing. Paintshop operations consume especially large amounts of water, because
equipment running on water-based products must also be cleaned with water.

In 2022, Tesla's Gigafactory Berlin-Brandenburg ran into legal challenges due to droughts
and falling groundwater levels in the region. Brandenburg's Economy Minister Joerg
Steinbach said that while water supply was sufficient during the first stage, more would be
needed once Tesla expands the site. The factory would nearly double the water consumption
in the Gruenheide area, with 1.4 million cubic meters being contracted from local authorities
per year — enough for a city of around 40,000 people. Steinbach said that the authorities
would like to drill for more water there and outsource any additional supply if necessary

5|Page
1.3 COMPANY PROFILE

Hyundai Motor India Ltd is a wholly owned subsidiary of the Hyundai Motor
Company headquartered in South Korea. It is the second largest automobile manufacturer
with 16.2% market share as of February 2019 and US$5.5 billion turn-over in India.

Hyundai Motor India Limited was formed on 6 May 1996 by the Hyundai Motor
Company of South Korea. When Hyundai Motor Company entered the Indian automobile
market in 1996 the Hyundai brand was almost unknown throughout India. During the entry of
Hyundai in 1996, there were only five major automobile manufacturers in India,
i.e. Maruti, Hindustan, Premier, Tata and Mahindra. Daewoo had entered the Indian
automobile market with Cielo just three years back while Ford, Opel and Honda had entered
less than a year back.

For more than a decade till Hyundai arrived, Maruti Suzuki had a near monopoly over the
passenger cars segment because Tata Motors and Mahindra & Mahindra were solely utility
and commercial vehicle manufacturers, while Hindustan and Premier both built outdated and
uncompetitive products.

Manufacturing facilities

HMIL has twomanufacturing plants in Irungattukottai and Sriperumbudur in Tamil Nadu.

HMIL's manufacturing plant near Chennai claims to have the most advanced production,
quality and testing capabilities in the country. To cater to rising demand, HMIL
commissioned its second plant in February 2008, which produces an additional 300,000 units
per annum, raising HMIL's total production capacity to 600,000 units per annum. Current
Production Capacity efficiency, has led to rolling out cars in 31 seconds, with these two
plants in Irungattukottai, Sriperumbudur increased to 7,40,000 cars per year.

R&D centre

Hyundai Motor India Engineering (HMIE) is a fully owned subsidiary of Hyundai Motor
Company, South Korea, which is located at Hyderabad, Telangana. HMIL established HMIE
in November 2006 and contributed to the development of Hyundai Motors' popular new
models for the Indian market starting with the Eon and followed now by the "i" series, and
also in SUV segments like the Creta. Hyundai Motors' other overseas R&D centres are
located in the United States, Germany, Japan, Korea, and China.

6|Page
Regional headquarters

As of 2 July 2018, as part of organizational restructuring, Hyundai has announced the

creation of three regional headquarters – Hyundai Motor India, Hyundai Motor North
America and Hyundai Motor Europe. The regional headquarters will have various divisions
for planning, finance, products and customer experience. They will work in collaboration
with Hyundai Motor Company – the corporate headquarters based in Seoul, South Korea.
Hyundai Motor India led by SS Kim will oversee the operations of the brand in the regional
market.

Global Quality Centre

Indian Quality Centre (INQC) is one of five quality centres worldwide, along with those in
the US, China, Europe and Middle East. The India centre located at Faridabad, Haryana will
conduct durability studies of existing models and benchmark parts and systems for constant
improvement. The key activity of the centre is to "contribute in new car development from
pilot stage to create quality product with zero defect". The centre will also be responsible for
ensuring "top level safety quality" through proactive customer-oriented management system
and understanding feedback from them to eliminate potential risks. The centre also has an
objective to study market conditions and other Asia Pacific regions to develop new cars and
adapt strategies for continuous product quality improvement. The company opened a training
centre at the facility. It will have its own body and paint unit. The new service training will
ensure overall skill development of entire service profile of dealer manpower.
Discontinued models
Hyundai Accent (1999–2013)

Hyundai Eon (2011–2019)

Hyundai Getz (2004–2009)

Hyundai Sonata (2001–2014)

Hyundai Santa Fe (2004–2017)

Hyundai Terracan (2003–2007)

7|Page
Sales and service network

HMIL has 475 dealers and more than 1,300 service points across India. HMIL also operates
its own dealerships known as Hyundai Motor Plazas in large metros across India.

HMIL has the second largest sales and service network in India after Maruti Suzuki.

Exports

HMIL currently exports vehicles to over 92 countries across Africa, Middle East, Latin
America, Australia and Asia. It has been India's number one exporter for the last 10 years
consecutively. In February 2010 HMIL achieved a record export of 1 million units. HMIL
has been consecutively awarded "Top Exporter of The Year" for 10 years by EEPC.The
Highest Exported volume was 2, 70,017 in year 2009. Now, it has moved down as fourth
largest car exporter following Maruti Suzuki, Volkswagen and Nissan

Sales performance

Hyundai Motor India Ltd is the country's second largest car manufacturer and the largest
passenger car exporter, and cumulative sales stood at 6, 78,221 units in 2017. Hyundai's
Grand-i10, Elite-i20 and Creta have cumulatively achieved 1.3 million sales in less than four
years which includes 1.1 million domestic and 0.29 million for exports.

Awards and achievements

Indian Car of the Year (ICOTY)

2008 — Hyundai i10

2014 — Hyundai Grand i10
2015 — Hyundai Elite i20
2016 — Hyundai Creta
2018 — Hyundai Verna
2020 — Hyundai Venue
2021 - Hyundai i20
J D Power Appeal Awards 2016 demonstrating excellence of 'Made In India' Products as per
global standards for Grand i10, Elite i20 & Creta.

JD Power Indian Customer Satisfaction Award 2017 – For Ranking Number 1 in After Sales
Customer satisfaction.

8|Page
Brand ambassador

The carmaker got Shah Rukh Khan on board as its brand ambassador for the Hyundai Xcent,
the companies recently launched sub-compact sedan in India. 1998, SRK shot his first TVC
for the Hyundai Santro, and his association with the car brand has now turned 23.In 2010
Khan won the "Brand Ambassador of the Year" for Hyundai i10 at NDTV Profit Car and
Bike Awards. Khan also promotes the "Be The Better Guy" road safety campaign for
Hyundai. In July 2017, Hyundai India extended Khan's contract for two years

Hyundai Motor India Foundation

In 2021, the Hyundai Motor India Foundation (HMIF), the philanthropic arm of Hyundai
Motor India Ltd., announced a new initiative, Art for Hope. It will work towards encouraging
artists across various domains like digital arts, crafts, multidisciplinary arts, performance arts
and visual arts. Selected artists will get an opportunity to exchange ideas, complete an art
project and be mentored by key industry people. The final projects will be displayed in art
shows across India.

Hatchback

Hyundai eon.

9|Page
Hyundai santro

Hyundai Grand i10 Prime

10 | P a g e
Hyundai grand i10

Hyundai Elite i20

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Hyundai i20 active

SEDANS
Hyundai Xcent Prime

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Hyundai xcent

Hyundai Verna

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Hyundai Elantra

SUVs

Hyundai Creta

Hyundai Tuscon

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Hyundai santa fe

Affiliated companies

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The affiliated companies of the Hyundai Group.

 Hyundai Elevator
 Hyundai Movex
 Hyundai Asan
 Hyundai Research Institute
 Hyundai Investment Partners
 Hyundai Global
 Able Hyundai Hotel & Resort
 Bloomvista

Major members

Automobile
 Hyundai Motor Company
 Ioniq
 Kia
 Genesis Motor

Construction
 Hyundai Engineering & Construction

 Hyundai Engineering (HEC)

Other business and subsidiaries

Charging network

 IONITY

Railroad and defence vehicles

 Hyundai Rotem
 Hyundai Wia

Steel

Hyundai Steel

16 | P a g e
Hyundai BNG Steel

Auto parts

 Hyundai Mobis

 Hyundai TRANSYS

 Hyundai MSEAT

 Hyundai IHL

 Hyundai KEFICO

 Hyundai Wia

 Hyundai PARTECS

 Hyundai AUTRON

 Hyundai MNSOFT
Machine tools and heavy industries

 Hyundai Wia
 Advertising agencies
 Innocean Worldwide

Technical development

 NGV Corporation
 Boston Dynamics

Electrical holdings

 Eco Energy

Logistics

 Hyundai Glovis

17 | P a g e
Information technology
 Hyundai AutoEver

 Hyundai MNSoft

 e-HD.com

 Hyundai Autoever America

 Economy and finance

 Hyundai Capital

 Hyundai Card

 Hyundai Motor Securities

Travel resort
 Haevichi

Sports marketing

 Hyundai Motor Company

 Jeonbuk Hyundai Motors FC

 FIFA World Cup

 UEFA Euro

 Korea Football Association

 International Ski Federation

 International Cricket Council

 Indian national cricket team

 A-League
 Olympique Lyonnais
 PFC CSKA Moscow
 Millonarios Fútbol Club
 National Football League
 Hyundai Motorsport
 ICC Champions Trophy
 Hyundai Tournament of Champions
 FIS Ski Jumping World Cup

18 | P a g e
  FIS Ski-Flying World Championships
 FIS Nordic World Ski Championships
 Carlton Football Club
 Brisbane Lions
 Raja Club Athletic
 Wydad Athletic Club
 Chelsea Football Club

Kia Motors

 Kia Tigers
 FIFA World Cup
 UEFA European Championship
 Copa America
 National Basketball Association
 Liga ACB
 FITA Archery World Cup
 Kia Classic (LPGA)
 Australian Open
 South Korea national speed skating team
 Sociedade Esportiva Palmeiras
 Surrey County Cricket Club
 Williams F1 Team
 Essendon Football Club
 Greater Western Sydney Giants
 Rafael Nadal
 Kia World Extreme Games
 AC Monza
 NBA
 WNBA
 G League

Other affiliate teams

 Ulsan Mobis Phoebus

19 | P a g e
 Cheonan Hyundai Capital Skywalkers
 Suwon Hyundai E&C Volleyball Team

20 | P a g e
 CHAPTER 2

DEVELOPMENT OF MAIN THEME

2.1 NEED FOR THE STUDY:

21 | P a g e
Employee retention is crucial for organization productivity HR practices play a vital role in
employee retention. This study focus on strategic HR practices on employee retention, to
know the company performance rather than technology and how much the employees are
valued by the management for the organization performance and practice which are taken for
the future growth of the company.

Some talented employees are recognized by the management how they are motivated and
influenced to retain for the better organization performance.

2.2 OBJECTIVES OF THE STUDY:

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 PRIMARY OBJECTIVE:

 To study the employee retention strategies of the Hyundai Motors India Limited.

SECONDARY OBJECTIVE:

 To study the significance of Talent acquisition on employee retention in the

organization.
 To find out the influence of motivational factors on employee retention.
 To know the effectiveness of internal communication on quality of employee
performance.
 To analyse the impact of training and development programme on employee
retention.

2.3 SCOPE OF THE STUDY:

23 | P a g e
This study helps us to know the factors influencing the employee retention in the organization
researches also determine the nature of retaining employees in order to make the employees
to feel comfort. To motivate the employees to continue to work in the same organization with
full interest and hence provide the results to the company it wanted.

It is not about managing retention. It is about managing people. If organization manages

people well employee will take care of itself. Organization should focus on managing the
work environment to make better use of the available human asset.

2.4 LIMITATIONS OF THE STUDY

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1. Sample size was determined by the organization 135 employees
2. The employees were not ready to answer for few questions
3. At times certain employees were not accurate in their responses
4. Time is the major constraint. Given time is not sufficient to go in depth of the study.

2.5 REVIEW OF LITERATURE

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1. Sourabh Kumar " The impact of talent management practices on employee turnover
and retention intentions" Global business and organization excellence volume 41
Issue 2(2021) "In the study investigated the contribution of talent management
practices in employee retention a descriptive study was conducted to find the impact
of talent management strategy on employee retention".
2. Retno Sari Murtiningsih"The impact of compensation, training and development and
organizational culture on job satisfaction for employee retention" Indonesia
management and accounting research 19(1),33-50,(2020).In this study ana analyse
the effect of compensation training and development and Organisation culture on job
satisfaction and employee retention. Atlast compensation training and development
have positive effect on job satisfaction while organisation culture doesn't have
positive impact on employee retention but the training and development as well as
organisation culture do not have a positive effect on employee retention.
3. Enander, Amanda and Cardoso,Jose (2020) "How is employee turnover related to
employee retention? A systematic review on two sets of meta analysis" Retention and
turn over yet there is no single solution for the problem of balancing both.
4. B Kurdi, M Alshurideh(2020) Management Science Letter "Employee retention and
organizational performance: Evidence from banking industry". The employee
retention drivers that are discussed in this study include economic security,
Psychological security, and affiliation and self-actualization factors.
5. Hareth Alrazehi, Noor Aina Amirah (2020)"The Journal of Management Theory in
practice: A review of training and development towards Employee retention in
banking sector" This paper aims to determine the possibility of enhancing feelings of
job satisfaction for workers in the banking sector in Yemen through training and
development opportunities granted to them by the institution. This study contributes
to raising awareness of the importance of training and development as a critical
factor in job satisfaction, which is very important especially regarding the
organizations ability to retain its employees.
6. Diana Ivana (2020)" Human Resource Practices improving employee retention" HR
practices on employees retention by proposing strategic model.
7. Richard D Johnson, Dianna L Stone, Kimberly M Lukaszewski,"The benefits of
eHRM and AI for talent acquisition"Journal of Tourism Futures, (2020). In this study
discuss how hospitality and tourism organizations can use electronic human resource
management (eHRM) and artificial intelligence (AI) to help recruit and select

26 | P a g e
 qualified employees, increase individual retention rates and decrease the time needed
to replace employees.
8. Farha Deeba. "The Role of Data Analytics in Talent Acquisition and Retention with
Special Reference to SMEs in India: A Conceptual Study".IUP Journal of
Knowledge Management 18 (1), (2020). In this study examines the advantages of
strategic management of the talent acquisition and retention processes, while
employing data analytics to ensure better organizational performances in India. It
further presents the challenges in the usage of data analytics, with the development of
strategy and approaches for better implementation of the talent techniques in SMEs
in general.
9. Diwakar Singh (2019) "A Literature review on employee retention with focus on
recent trends". The objective of this study is to critically analyze the various works
done in the field of employee retention and highlight factors responsible for
employee departure and retention initiatives followed to retain them.
10. Elizabeth Mumbi Muturu, Thomas Mose,"Effect of work place environment on
Employee retention in selected supermarkets in Keny".Human Resource and
Leadership Journal 4 (1), 13-34, (2019). In this study specifically sought to determine
the effects of job satisfaction, employee relations, employees occupational health and
safety and working conditions on employees’ retention in selected supermarkets in
Kenya.The study concluded that, commitment, employees’ motivation and rewards
are key aspects of employee job satisfaction which influences employee turnover
rates in supermarkets.
11. Ibrahim Abdulai Sawaneh, Fatmata Kanko Kamara “An effective employee retention
policies as a way to boost organization performance"(2019). In this study author were
motivated due to the massive loss of talented and hardworking staff this research
suggest an effective strategies on how to circumvent loss of organizations
knowledgeable workforce.
12. K .Sandhya and D.Pradeep Kumar "Employee retention by motivation" .Indian
Journal of Science and technology volume 4 no.12 ISSN 0974 - 846(2019). In the
study employee retention can be practiced butter by motivating the employee in some
aspects like open communication, employee reward program, career development
program, performance based bonus, recreation facilities gives at some occasions.

27 | P a g e
13. Chhavikrishna, Veeralakshmi, Rajesh Upadhyay (2018) “Emerging HR challenges
(Literature Review on employee retention)” A comprise of different organizational
factors relating to employee retention
14. Luke Fletcher, Kerstin Alfes, and Dilys Robinson"The relationship between
perceived training and development and employee retention: the. Meditating role of
work attitudes".The international journal of human resource management
29(18) ,2701-2728,(2018)"In this study how utilizing a model of job related affect
can be used to explain the process through which perceived training and development
influence employee retention"
15. Marwa Gaber Ahmed Fahim (2018)"Strategic human resource management and
public employee retention". The process to explore the dynamics of using Strategic
Human Resource Management (SHRM) practices in the public sector.
16. Priya Sahni (2018)" Employee retention techniques" The critical factor which can
affect employees retention with the help of literature review.
17. Faith D Modau, Nelesh Dhanpat, Phokela Lugisani, Rathabile Mobojane,Mbail
Phiri(2018)SA Journal of human resource management.'Exploring employee
retention and intention to leave within a call center" This study sets out to establish
factors that affect the retention of call center agents and to determine call center
agents intention to leave.
18. Harpreet Kaur Rakhar (2018) International Journal of public sector performance
Management " Study on factors influencing employee retention in companies" This
paper presents potential reason that may compel an employee to leave a job and also
the strategic that can help organization retain its top performers.
19. Tyron Aperreira, Whitney Berta, Monique Herbert, "The employee retention triad in
health care: Exploring relationships amongst organizational justice, affective
commitment and turnover intention". Journal of clinical nursing 27(7-8), el451-
el461, (2018).The study tries to increase understanding of the relationship between
organizational justice affective commitment and turnover intention in healthcare.
The relationships among the three contracts where evaluated using structural
educational, modelling and meditation analysis.
20. Komal Khalid, Samina Nawab,"Employee participation and employee retention in
view of compensation" (2018) the study determines the relationship between the
types of employee participation on employee retention on the moderation of

28 | P a g e
 employee compensation in this relationship. The author analyzed four types of
employee participation employee retention and compensation.
21. Gavin Walford-Wright, William Scott-Jackson,"Talent Rising; people analytics and
technology driving talent acquisition strategy"(2018).In this study the opportunities
that have been created through technological advancement in the talent acquisition
industry and how this links to strategic HR management (SHRM) and business
strategy. It focuses on how an organisation can embrace the world’s leading
technology and compose a unique technology stack to overcome its challenges in
talent acquisition.
22. Gilani,Hassan; Cunningham, Lucy(2017) "Employer branding and its influence on
employee retention". The main name of this research is to explore the influence that
employer branding has no employee retention. There were seven key themes within
employer branding literature which were brand values ,induction and training,
internal brand communication, organizational culture, rewards and benefits, brand
commitment and employer brand management.
23. Subhash C Kundu, Kusum Lata. "Effects of supportive work environment on
employee retention: Mediating role of organizational engagement".International
Journal of Organizational Analysis, (2017). In this study is to investigate the
mediating effect of organizational engagement in the relationship between supportive
work environment (SWE) and employee retention
24. Juliet Omoikhudu"The impact of training and development on employee retention in
retail sector and examination of role of coaching in a leading retailer in Dublin
republic of Ireland Dublin National College of Ireland (2017). In this study
investigates impact of training and development on employee retention in the retail
sector and examination of role of coaching in Mark and Spencer Dublin training and
coaching is strategic approach to advance and develop individual in their roles and it
enhance work effectively.
25. J Anitha (2016) ASBM Journal of management "Role of organizational culture and
employee commitment in employee retention". This paper focus on automobile
manufacturing and service sector, and highlights factors like employee commitment
and organizational culture that measures how to retain an employee in organization.
26. Bodjrenou Kossivi, Ming Xu, Bomboma Kalyora "Study on determining factors of
employee retention. "Open journal of social Science" (4) (05), 261, (2016).This
paper focuses on reveaving the findings of previous. The aim to identify determinants

29 | P a g e
 factors of employee retention. Factors development opportunities, compensation,
work life balance, management leadership, work environment, social support,
autonomy, training and development.
27. Omer cloudtier, Laura Felusiak, Calvin Hill, Enda Jean Pemberton-Jones (2015)
Journal of leadership, accountability and ethics 12(2), 2015. In this paper they used
for strategies effective communication drivers’ work force, appropriately skilled
people, and employee development and training programs.
28. Maqsood Haider , Amran Rasli , Chaudhry Shoaib Akhtar, Rosman Bin Mohammad
(2015) International Journal of Economics and Financial Issues. "The impact of
human resource practices on employee retention in the telecom sector".This study
examines the human resource practices that promote employee retention. Effective
human resource practices can reduce employee turnover and increase retention within
an organization.
29. Christiane Bode ,Jasjit Singh, Michelle Rogan (2015) organization science
"Corporate social initiatives and employee retention" This study have demonstrated a
link between corporate social initiatives and intermediate employee related outcomes
such as motivation and identification with the firm, their relationship with final
retention.
30. Yogita Mandhanya "A study of impact of working environment on retention of
employees(With special reference to Automobile sector)" Global Management
Review 9 (4), (2015).In this study explores the relationship between working
environment and employee retention in Automobile sector. The findings indicated
that work environment had positive relationship with employee retention and thus
affects employees' decision to stay in the company.
31. M Sankar (2015) Indian Journal of management Science. "Impact of hygiene factors
on Employee retention experimental study on paper industry" The aim of this study
was to discover the impact of hygiene factor on employee retention and job
satisfaction.
32. Omer cloudier, Laura Felusiak, CalvinHill, Enda Jean Pemberton-Jones (2015)
Journal of leadership, accountability and ethics 12(2), 2015. In this paper they used
for strategies effective communication drivers work force , appropriately skilled
people, employee development and training programs.
33. Mengjun Chen (2014) " The effect of training on employee retention" To examine
the relationship between training and employee retention. Training is beneficial to the

30 | P a g e
 organization performance and specifically it is encore organization strategy
influencing the employee retention the human capital growth.
34. Aida Idris (2014) "The Journal of management research" Increasing financial
benefit is considered as an unsustainable strategy in employee retention firms have
begin to consider flexible working as an alternative tool.
35. Umer Ahmad " Impact of training on employee retention" Case business school,1-14,
(2013). In this study examine the impact of running practises on employees intention
to remain or leave and organisation atlast it shows positive relationship exist between
training any employee relation and employees decision to stay for longer period of
time can be influenced by training practices.
36. Benjamin Balbuena Aguenza,Ahmad Puad Mat Som (2012) "Motivational factors off
employee retention and engagement in organization" Engaged employees are
sometimes dissatisfied with the outcome of organizational performance.So this paper
investigates motivational factors that influence employee retention and examines
their impacts on both organization and employees.
37. David Mwakidimi Msengeti, Joseph Obwogi Effects of pay and work environment
on employee retention: A study of hotel industry in Mombasa county. (2012).In this
studyseeked to identify the effects of the pay and work environment on the retention
of employees in the Hotel Industry in Mombasa County. Findings revealed that pay
had a weak influence on employee retention while work environment had the
strongest influence which was significant at (p = .005) 2-tailed. While it was evident
from the results that work environment plays a major role in employee retention, to
remain competitive it was recommended that employers in the industry also need to
re-evaluate the current weaknesses associated with pay.
38. Ankit Laddha, Rudrapal Singh, Harshika Gabbad, GD Gidwani "employee retention:
An art to reduce turnover" International journal Management research and reviews
2(3), 453,(2012). In the study employ retention is a process a good employer should
know how to attract and retain their best employees. When the difference between
two great and another opportunity occurs,turnover can result. Employees comprise
the most vital a set of the company.
39. Sakinah MatZin ,Noorazlina Ahmad ,Nazlin Emieza Binti Ngah,Rusnah Binti
Ismail,Norlaila Binti Ibrahim,Iskandar Hasan Tan Bin Anmbdullah ." Motivation
model for employee retention applicability to HRM practices in Malaysia SME
sector" Canadian social science 8(5), 8-12, (2012). In this study one particular issue

31 | P a g e
 issue with regards to Malaysian SME which is employee retention and in more
specifically this study will aim to produce model for employee retention Conjoining
it with organisation strategies organization culture and benefits factors to attended
motivation and hygiene theories taken as basic foundation.
40. Abhishek Bhati, Mathew J Manimala "Talent acquisition and retention in social
enterprises". General Jonas Zemaitis Military Academy Of Lithuania, (2011). In this
study discusses a few such innovative HR strategies adopted by social enterprises to
attract and retain talent, such as offering jobs to people with vision and value
enhancing the credibility of the organization through brand building, providing
opportunities for personal growth, creating a sense of ownership among employees
through participation in decision making.
41. Atif Anis, Abdul Nasir,Nadeem Safwan "Employee retention relationship to training
and development: A compensation perspective" African Journal of business
management" Article no. ED 1BF8F29150 vol.5(7),pp.2679-2685,april (2011)" In
this study resources can be arranged effortlessly but to get efficient and retain
talented human capital compensation packages after employee training and
development practices for retention purpose
42. Eveliina Suikkanen (2010) "How does employer branding increase employee
retention?" The aim of this study was a determine how employer branding influence
employee retention
43. Eva Kyndt,Filip Dochy Maya Michielsen Basian Moeyaert.(2009) Vocations and
learning. 2(3)195-215.This paper focuses on the organizational and personal factors
that influence employee retention.
44. Michael O.Samuel and Crispen Chipunza “Employ retention and turnover: using
motivational variables as a panacea”Academic Journals Article no.66279c11782
vol.3 (9), pp.410-415,(2009).In this study , identified intrinsic an extrinsic
motivational variable influenced the retention and reduction of employee turnover in
both public and private sector organisations. They used cross-sectional survey
research design , instigating the extent to which selected motivational variables
influence employees decision to either remain or quit an organization. Some
motivational variables are training and development, challenging/interesting work,
freedom for innovation thinking and job security.
45. Myria W Allen, Deborah J Armstrong, Margaret F Reid, Cynthia K Riemenschneider
"IT employee retention: Employee expectations and workplace environments"(2009).

32 | P a g e
 In this study IT employee retention is a serious problem facing many organizations.
Building on person-environment fit theory and utilizing survey data drawn from 21
state government IT departments, in this paper we examine the relationship between
voluntary turnover and various aspects of the working environments which IT
employees perceive to be unique to their profession.
46. Pallavi Srivastava, Jyotsna Bhatnagar."Talent acquisition due diligence leading to
high employee engagement: case of Motorola India MDB".Industrial and
Commercial Training, (2008). In this study discuss some of these practices and also
to investigate talent acquisition and its relationship to levels of employee engagement
47. Wisdom J Tettey,"Staff retention in African universities World Bank Washington DC
(2006). In this study provides a context for larger issues britaining to the loss of
skilled professionals of which academy staff loose is a sub category the applicability
to both private and public

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 CHAPTER 3

DATA ANALYSIS AND INTERPRETATION

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3.1 RESEARCH METHODOLOGY
Research Methodology is a way to find out the result of a given problem on a specific matter
or problem that is also referred as research problem. In Methodology, researcher uses
different criteria for solving/searching the given research problem. Different sources use
different type of methods for solving the problem. If we think about the word
“Methodology”, it is the way of searching or solving the research problem.

RESEARCH DESIGN:

Research design is an 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.

TYPE OF RESEARCH DESIGN

The type of research design adopted in this study is DESCRIPTIVE RESEARCH.

 DESCRIPTIVE RESEARCH:
Descriptive research includes surveys and fact-finding enquiries of different kinds and
it can report only what has happened. The purpose of the research is description of the
state of affairs as it exists at present. Descriptive research, also known as statistical
research, describes data and characteristics about the population or phenomenon being
studied. Descriptive research answers the questions who, what, when, where and how.
A descriptive study is undertaken in order to ascertain and able to describe the
organization constantly engaged themselves in studying and analyzing issues and
hence are involved in some form of research activity as they make decisions at the
work place. It involves lot of factors like the research design, tools used etc., all these
steps and factors put together to bring out clear and accurate results.

SAMPLING METHOD:

Sampling is the process of selecting a representative group from the population under
study. The target population is the total group of individuals from which the sample might be
drawn. A sample is the group of people who take part in the investigation. The people who
take part are referred to as “participants”.

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TYPE OF SAMPLING METHOD:

The sampling method used in this study is NON-PROBABILITY SAMPLING.

 NON-PROBABILITY SAMPLING:
Non-probability sampling is a sampling technique where the samples are gathered in a
process that does not give all the individuals in the population equal chances of being
selected. Non-probability sampling has its strength in the area of convenience.
 CONVENIENCE SAMPLING:
Convenience sampling is a type of non-probability sampling that involves the sample
being drawn from the part of population that is close to the hand. This type of
sampling is most useful for pilot testing. The sampling is also known as grab
sampling or availability sampling. There are no other criteria to the sampling method
except that people be available and willing to participate.
 SAMPLE SIZE:
Sample size determination is the act of choosing the number of observations or
replicates to include in a statistical sample. The sample size is an important feature of
any empirical study in which the goal is to make inferences about a population from a
sample. The sample size for the study is 135 which is determined by the organization.

DATA COLLECTION:
Data collection is a systematic approach to gathering information from a variety of sources to
get a complete and accurate picture of an area of interest. In this study responses are collected
through two different sources.

The sources of data collection are;

 Primary data collection

 Secondary data collection

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  PRIMARY DATA COLLECTION:
Primary data is a type of information that is obtained directly from first-hand sources by
means of surveys, observation or experimentation. It is data that has not been previously
published and is derived from a new or original research study.
Primary data collection techniques used in this study is QUESTIONNAIRE
METHOD. Questionnaire was circulated to 135 respondents. In this study various
questionnaire techniques are used and they are:
i) Closed ended questions

ii) Open ended questions

i) CLOSED ENDED QUESTIONS:

Closed ended questions are just that: direct questions that ask for specific pieces of
information from a respondent. Closed questions have their greatest value when we need to
obtain facts and specific pieces of information. By their nature they limit the respondent field
of choice and length of response. A closed-ended question is a question format that limits
respondents with a list of answer choices from which they must choose to answer the
question.

Different types of closed ended questions are,

 DICHOTOMOUS TYPE:
When a question has two possible responses, we consider it as dichotomous type.
Surveys often use dichotomous questions that ask for Yes/No, True/False,
Agree/Disagree.
 MULTIPLE CHOICE QUESTIONS:
Multiple choice questions are a type which has list of answer choices from which they
must choose to answer the question.
 RATING QUESTIONS:
A rating question asks survey respondents to compare different items using a
common scale a question that asks the participant to position each property or object
on a verbal, numeric, or graphic continuum. A rating scale is a set of categories
designed to elicit information about a quantitative or a qualitative attribute.

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  RANKING QUESTIONS:
A measurement question that asks the participant to compare and order two or
more objects or properties using a numeric scale. A ranking question asks survey
respondents to compare a list of different objects to one another.

ii) OPEN ENDED QUESTIONS:

Open-ended questions are those questions that will solicit additional information from the
inquirer. Sometimes called infinite response or unsaturated type questions. By definition,
they are broad and require more than one- or two-word responses. An open-ended question is
a question that cannot be answered with a simple yes or no, or with only one or two words,
where the person answering the question has to answer it in his or her own words.

 SECONDARY DATA COLLECTION:

Secondary data is collected by someone other than the user. Common sources of
secondary data for social science include journals, reports, books, websites, magazines
etc.

RESEARCH TOOLS:

Research tools can be defined as the instrument in the hands of researchers to measure what
they indent to in their study. The collected data has been analyzed by the following statistical
tool

a) Percentage Analysis

b) Kruskal Wallis H-test

c) Mann Whitney U-test

d) Correlation Analysis

e) Weighted Average

f) Interval Estimation

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A) PERCENTAGE ANALYSIS METHOD:

Percentage analysis is the method to represent raw streams of data as a percentage (a part in
100-percent) for better understanding of collected data.

The formula for percentage analysis is,

No . of ℜspondents × 100
Percentage method =
Total No. of Respondents

B) KRUSKAL WALLIS H - TEST:

A non- parametric method for one-way analysis of variance used to determine if three
or more samples originate from the same distribution. The Kruskal Wallis test essentially a
standard one-way analysis of variance, with ranks assigned to the data points replacing the
data points themselves, and is applicable to more than sample groups. The formula for
Kruskal Wallis H test is,

12
Hꭓ2 = [ R2/n1 + R22/n2 + R23 /n3] - 3(n-1)
n(n+1) 1

Where, R1 = R2 = R3 = Ranks assigned to the variables

n1 = n2= n3= No. of respondents in each variable

n = Total no. of respondents

C) MANN WHITNEY U - TEST:

The Mann Whitney U - test is a non-parametric test of the null hypothesis that two samples
came from the same population against an alternative hypothesis, especially that a particular
population against an alternative hypothesis, especially that a particular population trends to
have larger values than the other. Use of Mann Whitney U Test will enable us to determine
whether the two populations are identical.

The formula for Mann Whitney U-Test is,

n1 ( n1 +1 )
U 1=n1 n 2+ −R1
2

n2 ( n2 +1 )
U 2=n1 n 2+ −R1
2

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 Where, R1 = R2 = Ranks assigned to the variables

n1 = n2= Total no. of respondents

Let, U = min (U1, U2)

U −μu
Z=
σu

D) CORRELATION ANALYSIS:

Correlation is a term that refers to the strength of a relationship between two

variables. A strong, or high, correlation means that two or more variables have a strong
relationship with each other while a weak, or low, correlation means that the variables hardly
related.

The formula to calculate Correlation analysis test is;

n ( ∑ xy )−∑ x ∑ y
r=
√ n∑ x 2−(∑ x)2× √ n∑ y 2−(∑ y )2

e) WEIGHTED AVERAGE METHOD:

An average in which each quantity to be averaged is assigned a weight. These
weightings determine the relative importance of each quantity on the average. Weightings are
the equivalent of having that many like items with the same value involved in the average.
The formula for Weighted Average Method,
Weighted Average = Sum of weighted terms
Total No of terms
f) INTERVAL ESTIMATION:
The process of estimating a parameter of a given population by specifying an
interval of values and the probability that the true value of the parameter falls within this
interval.
The formula used for interval estimation is;
Confidence Interval = p ± zα/2 √pq / n
Where
p = No of Success
q = No of Failure = 1− p

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 n = No of respondents
Zα/2 = Confidence Level
3.2 DATA ANALYSIS AND INETPRETATION

TABLE 3.2.1 AGE OF THE RESPONDENTS

S. No Age No. of. Employees Percentage

1 Below 30 12 9
2 31- 40 33 24
3 41-50 86 64
4 Above 50 4 3
TOTAL 135 100

Findings: From the above table, it is understood that 9% of employees age are 9% Below 30;
24% 31- 40; 64% 41-50; 3% Above 50 age of employees

Interpretation: From the above table it is found that 64%of employees age are between 41-
50

CHARTS 3.2.1 AGE OF THE RESPONDENTS

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 TABLE 3.2.2 YEARS OF EXPERIENCE

S. No Years of experience No. of. Employees Percentage

1 0-5 11 8
2 5-10 58 43
3 10-15 57 42
4 Above 15 9 7
TOTAL 135 100

Findings: From the above table, it is understood that 8% of the employees are less than 0-5
years of experience, 43% of the employees are 5-10 years of experience, 42% of the
employees are 10-15years of experience, and 7% of the employees are Above 15 years of
experience.

Interpretation: From the above table, it is found that 43% of employees have less than 5-10
years of experience.

CHARTS 3.2.2 YEARS OF EXPERIENCE

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 TABLE 3.2.3 TYPES OF CAREER OPPORTUNITIES

S. No Career Opportunities No. of. Employees Percentage

1 PromotionalOpportunities 7 5
2 Special Project Opportunities 61 45
3 Training Opportunities 42 31

4 Job Rotations 19 14
5 Increased responsibility through 6 4
additional tasks
TOTAL 135 100

Findings: From the above table, it is understood that 5% of the employees were prefer
Promotional Opportunities, 45% of the employees were prefer Special Project Opportunities,
31% of the employees were prefer Training Opportunities , 14% of the employees were
prefer Job Rotations and 4% were prefer Increased responsibility through additional tasks.

Interpretation: From the above table, it is found that 45% of employees were prefer Special
Project Opportunities

CHARTS 3.2.3 TYPES OF CAREER OPPORTUNITIES

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 TABLE 3.2.4 ORGANIZATION ALIGNMENT IN ORIENTATION PROCESS

S. No orientation process in No. of. Employees Percentage

talent management
initiatives
1 Strongly agree 15 11
2 Agree 73 54
3 Neutral 32 24
4 Disagree 12 9
5 Strongly disagree 3 2
TOTAL 135 100

Findings: From the above table, it is understood that 11% of employees are Strongly agree,
54 % of employees are Agree, 24 % of employees are Neutral, 9% of employees are
Disagree, 2% of employees are Strongly disagree with theorientation process in talent
management initiatives.

Interpretation: It is found that 54% of the employees agree with theorientation process in
talent management initiatives.

CHARTS 3.2.4 ORGANIZATION ALIGNMENT IN ORIENTATION PROCESS

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 TABLE 3.2.5 SCOPE AND THE OPPORTUNITIES

S. No scope and the No. of. Employees Percentage

opportunities
1 Yes 110 81
2 No 25 18
TOTAL 135 100

Findings: From the above table, it is understood that 81% of employees said Yes and 18%
said No toscope and the opportunities to achieve your full potential for our organization.

Interpretation: It is found that 81% of employees said Yes to thescope and the opportunities
to achieve your full potential for our organization

CHARTS 3.2.5 SCOPE AND THE OPPORTUNITIES

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 TABLE 3.2.6 ORGANIZATIONAL CULTURE

S. No Organizational No. of. Employees Percentage

culture
1 Strongly agree 15 11
2 Agree 58 43
3 Neutral 41 30
4 Disagree 17 13
5 Strongly disagree 4 3
TOTAL 135 100

Findings: From the above table, it is understood that 11% of employees are Strongly agree,
43% of employees are Agree, 30% of employees are Neutral, 13% of employees are
Disagree, 3% of employees are Strongly disagree to theOrganizationalculture.

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Interpretation: It is found that 43% of employees are Agree to theOrganizationalculture.

CHARTS 3.2.6 ORGANIZATIONAL CULTURE

TABLE 3.2.7 COMPENSATION BENEFITS

S. No compensation No. of. Employees Percentage

benefits
1 Yes 101 75
2 No 34 25
TOTAL 135 100

Findings: From the above table, it is understood that 75% of employees said yes
tothecompensation benefitsand 25% said No to the compensation benefits

Interpretation: It is found that 75% of employees said yes tothecompensation benefits.

CHART 3.2.7 COMPENSATION BENEFITS

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 TABLE 3.2.8 IMPROVED PERFORMANCE

S. No Improved No. of. Employees Percentage

performance
1 Strongly agree 29 21.48
2 Agree 28 20.74
3 Neutral 23 17.04
4 Disagree 5 3.7
5 Strongly disagree 50 37.04
TOTAL 135 100

Findings: From the above table, it is understood that 21.48% strongly agree, 20.74% Agree,
17.04% Neutral, 3.7% Disagree, 37.04% strongly disagree with the rewards and recognition
to employee compensation Improved performance.

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Interpretation: It is found that 37.04% strongly disagree with the rewards and recognition to
employee compensation improved performance.

TABLE 3.2.9 INCREASED CONFIDENCE IN WORK

S. No Increased confidence No. of. Employees Percentage

in work
1 Strongly agree 16 11.85
2 Agree 38 28.15
3 Neutral 57 42.22
4 Disagree 17 12.59
5 Strongly disagree 7 5.19
TOTAL 135 100

Findings: From the above table, it is understood that 11.85% strongly agree, 28.15%Agree,
42.22% Neutral, 12.59% Disagree, 5.19% strongly disagree with the rewards and recognition
to employee compensation Improved performance.

Interpretation: It is found that 42.22% NeutralIncreased confidence in work.

49 | P a g e
 TABLE 3.2.10MORE LOYALTY

S. No More loyalty No. of. Employees Percentage

1 Strongly agree 19 14.07
2 Agree 59 43.7
3 Neutral 16 11.85
4 Disagree 36 26.67
5 Strongly disagree 5 3.7
TOTAL 135 100

Findings: From the above table, it is understood that 14.07% strongly agree, 43.7% Agree
11.85 Neutral 26.67 Disagree, 3.7 strongly disagree to the more loyalty

Interpretation: It is found that 43.7% agree more loyalty

50 | P a g e
 TABLE 3.2.11 REDUCED ATTRITION RATE

S. No Reduced attrition No. of. Employees Percentage

rate
1 Strongly agree 41 30.37
2 Agree 39 28.89
3 Neutral 13 9.63
4 Disagree 35 25.93
5 Strongly disagree 7 5.19
TOTAL 135 100

Findings: From the above table, it is understood that 30.37% strongly agree, 28.89% Agree
9.63% Neutral, 25.93% Disagree, 5.19% strongly disagree Reduced attrition rate

Interpretation: It is found that 30.37% strongly agree reduced attrition rate.

CHARTS 3.2.11 REWARDS AND RECOGNITION

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 TABLE 3.2.12 JOB SECURITY

S. No Job security No. of. Employees Percentage

1 44 32.59
Very high
2 35 25.93
High
3 25 18.52
Moderate
4 13 9.63
Low
5 18 13.33
Very low
TOTAL 135 100

Findings: From the above table, it is understood that 32.59% Very high 25.93% High
18.52% Moderate 9.63% Low 13.33% Very low Job security

Interpretation: It is found that 32.59% Very high employees areJob security

52 | P a g e
 TABLE 3.2.13 SALARY STRUCTURE

S. No Salary structure No. of. Employees Percentage

1 20 14.81
Very high
2 40 29.63
High
3 48 35.56
Moderate
4 12 8.89
Low
5 15 11.11
Very low
TOTAL 135 100

Findings: From the above table, it is understood that 14.81% Very high, 29.63% High
35.56% Moderate 8.89% Low 11.11% Very low Salary structure

53 | P a g e
Interpretation: It is found that 35.56% Moderate employees are Salary structure

TABLE 3.2.14 PROMOTIONAL OPPORTUNITIES

S. No promotional No. of. Employees Percentage

opportunities
1 11 8.15
Very high
2 68 50.37
High
3 36 26.67
Moderate
4 10 7.41
Low
5 10 7.41
Very low
TOTAL 135 100

Findings: From the above table, it is understood that 8.15 % 50.37% High 26.67% Moderate
7.41% Low 7.41%Very low of the employees were promotional opportunities.

Interpretation: It is found that 50.37% High of the employees were promotional

opportunities.
54 | P a g e
 TABLE 3.2.15 EQUITY IN TREATMENT

S. No Equity in treatment No. of. Employees Percentage

1 21 15.56
Very high
2 66 48.89
High
3 24 17.78
Moderate
4 19 14.07
Low
5 5 3.7
Very low
TOTAL 135 100

Findings: From the above table, it is understood that 15.56% Very high 48.89% High 17.78
%Moderate 14.07% Low 3.7% Very low of the employees were equity in treatment

Interpretation: It is found that 48.89% High of the employees were equity in treatment

55 | P a g e
 TABLE 3.2.16 WAGE BENEFITS

S. No Wage benefits No. of. Employees Percentage

1 28 20.74
Very high
2 68 50.37
High
3 11 8.15
Moderate
4 21 15.56
Low
5 7 5.19
Very low
TOTAL 135 100

Findings: From the above table, it is understood that 20.74% Very high 50.37% High
8.15% Moderate 15.56% Low 5.19% Very low in Wage benefits

Interpretation: It is found that 50.37% High in Wage benefits

56 | P a g e
 CHARTS 3.2.16 MOTIVATING FACTORS

TABLE 3.2.17 JUNIOR OR MIDDLE LEVEL EMPLOYEES TO STEP INTO

SENIOR LEADERSHIP POSITIONS

S. No junior or middle level employees No. of. Employees Percentage

to step into senior leadership
positions
1 Yes 101 75
2 No 34 25
TOTAL 135 100

Findings: From the above table, it is understood that 75% said Yes 25% said No to junior or
middle level employees to step into senior leadership positions

Interpretation: It is found that 75% said yes to junior or middle level employees to step into
senior leadership positions

CHARTS 3.2.17 JUNIOR OR MIDDLE LEVEL EMPLOYEES TO STEP INTO

SENIOR LEADERSHIP POSITIONS

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 TABLE 3.2.18 KNOWLEDGE ABOUT YOUR WORK

S. No Knowledge about No. of. Employees Percentage

your work
1 1 Very low 30 22.22
2 2 Low 26 19.26
3 3 Moderate 24 17.78
4 4 High 12 8.89
5 5 Very high 43 31.85
TOTAL 135 100

Findings: From the above table, it is understood that 22.22 %1 Very low 19.262 Low 17.78 3
Moderate8.89 4 High 31.85 5 Very highKnowledge about your work

Interpretation: It is found that 31.85 5 Very highKnowledge about your work

58 | P a g e
 TABLE 3.2.19 FEEDBACK REGULARITY AND METHOD

S. No Feedback regularity No. of. Employees Percentage

and method
1 1 Very low 12 8.89
2 2 Low 42 31.11
3 3 Moderate 54 40
4 4 High 18 13.33
5 5 Very high 9 6.67
TOTAL 135 100

Findings: From the above table, it is understood that 8.89 %1 Very low 31.11% 2 Low 40 3
Moderate 13.334 High 6.67 5 Very highFeedback regularity and method.

Interpretation: It is found that 40 3Moderate Feedback regularity and method.

59 | P a g e
 TABLE 3.2.20 COACHING SKILLS

S. No Coaching skills No. of. Employees Percentage

1 1 Very low 16 11.85
2 2 Low 36 26.67
3 3 Moderate 46 34.07
4 4 High 26 19.26
5 5 Very high 11 8.15
TOTAL 135 100

Findings: From the above table, it is understood that 11.85% 1 Very low 26.67% 2 Low
34.07% 3 Moderate 19.26% 4 High 8.15% 5 Very highCoaching skills

Interpretation: It is found that 34.07% 3 Moderate

60 | P a g e
 TABLE 3.2.21 EMPATHY AND ACTIVE LISTENING

S. No Empathy and active No. of. Employees Percentage

listening
1 1 Very low 15 11.11
2 2 Low 60 44.44
3 3 Moderate 30 22.22
4 4 High 21 15.56
5 5 Very high 9 6.67
TOTAL 135 100

Findings: From the above table, it is understood that 11.11% 1 Very low 44.44% 2 Low
22.22% 3 Moderate 15.56% 4 High 6.67% 5 Very highEmpathy and active listening

Interpretation: It is found that 44.44% 2 Low Empathy and active listening.

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 TABLE 3.2.22 ENABLING YOU WITH RESOURCE AND TRAINING

S. No Enabling you with No. of. Employees Percentage

resource and training
1 1 Very low 21 15.56
2 2 Low 45 33.33
3 3 Moderate 29 21.48
4 4 High 29 21.48
5 5 Very high 11 8.15
TOTAL 135 100

Findings: From the above table, it is understood that 15.56% 1 Very low 33.33% 2 Low
21.48% 3 Moderate 21.48% 4 High 8.15 %5 Very highenabling you with resource and
training

Interpretation: It is found that 33.33% 2 Low enabling you with resource and training

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 CHARTS 3.2.22 RATING SUPERVISOR

TABLE 3.2.23 YOUR POINT OF VIEW IS RESPECTED AND MATTERS

S. No your point of view is No. of. Employees Percentage

respected and
matters
1 Yes 105 78
2 No 30 22
TOTAL 135 100

Findings: From the above table, it is understood that 78% said Yes 22% said No to your
point of view is respected and matters

Interpretation: It is found that 78% said yes to your point of view is respected and matters

. CHARTS 3.2.23 YOUR POINT OF VIEW IS RESPECTED AND MATTERS

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 TABLE 3.2.24 WORK ATMOSPHERE IS CONDUCIVE

S. No work atmosphere is No. of. Employees Percentage

conducive
1 Yes 109 81
2 No 26 19
TOTAL 135 100

Findings: From the above table, it is understood that 81% said Yes 19% said No to work
atmosphere is conducive

Interpretation: It is found that 81% said yes to work atmosphere is conducive

CHARTS 3.2.24 WORK ATMOSPHERE IS CONDUCIVE

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 TABLE 3.2.25 COMFORTABLE WITH THE REST OF THE TEAM AND THE
WORK CULTURE

S. No comfortable with the No. of. Employees Percentage

rest of the team and
the work culture
1 Yes 93 69
2 No 42 31
TOTAL 135 100

Findings: From the above table, it is understood that 69% said Yes 31% said No to
comfortable with the rest of the team and the work culture

Interpretation: It is found that 69% said yes to comfortable with the rest of the team and the
work culture

65 | P a g e
 CHARTS 3.2.25 COMFORTABLE WITH THE REST OF THE TEAM AND THE
WORK CULTURE

TABLE 3.2.26 EFFECTIVENESS OF COMPANY COMMUNICATION

S. No effectiveness of No. of. Employees Percentage

company
communication
1 Highly effective 9 6.67
2 effective 72 53.33
3 moderate 39 28.89
4 ineffective 15 11.11
5 Highly ineffective 0 0
TOTAL 135 100

Findings: From the above table, it is understood that 6.67% highly effective 53.33%
Effective 28.89% moderate 11.11 %ineffective0 % Highly ineffectiveeffectiveness of
company communication

Interpretation: It is found that 53.33% Effective effectiveness of company communication

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 CHARTS 3.2.26 EFFECTIVENESS OF COMPANY COMMUNICATION

TABLE 3.2.27 NECESSARY RESOURCES AND TRAINING REQUIRED

S. No necessary resources No. of. Employees Percentage

and training required
1 Yes 119 88
2 No 16 12
TOTAL 135 100

Findings: From the above table, it is understood that 88% said Yes 12% said No to necessary
resources and training required

Interpretation: It is found that 88% said Yes to necessary resources and training required

CHARTS 3.2.27 NECESSARY RESOURCES AND TRAINING REQUIRED

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 TABLE 3.2.28 TRAINING PROGRAMS ARE ADEQUATE TO PERFORM JOB
EFFICIENTLY

S. No Training programs No. of. Employees Percentage

are adequate to
perform job
efficiently
1 Strongly agree 11 8.15
2 Agree 50 37.04
3 Neutral 52 38.52
4 Disagree 19 14.07
5 Strongly disagree 3 2.22
TOTAL 135 100

Findings: From the above table, it is understood that 8.15% Strongly agree,37.04% Agree
38.52% Neutral 14.07% Disagree , 2.22 % Strongly disagree to training programs are
adequate to perform job efficiently

68 | P a g e
Interpretation: It is found that 38.52% Neutral to training programs are adequate to perform
job efficiently

CHARTS 3.2.28 TRAINING PROGRAMS ARE ADEQUATE TO PERFORM JOB

EFFICIENTLY

TABLE 3.2.29 ON THE JOB TRAINING IS IMPORTANT FOR THE

DEVELOPMENT

S. No On the job training is No. of. Employees Percentage

important for the
development
1 Yes 108 80
2 No 27 20
TOTAL 135 100

69 | P a g e
Findings: From the above table, it is understood that 80% said Yes 20% said No to on the
job training is important for the development

Interpretation: It is found that 80% said yes to on the job training is important for the
development

CHARTS 3.2.29 ON THE JOB TRAINING IS IMPORTANT FOR THE

DEVELOPMENT

TABLE 3.2.30 TRAINING PROGRAM ARE CONDUCTED FOR THE EMPLOYEE

SKILLS

S. No training program are No. of. Employees Percentage

conducted for the
employee Skills
1 Strongly agree 26 19.26
2 Agree 30 22.22
3 Neutral 23 17.04
4 Disagree 8 5.93

70 | P a g e
 5 Strongly disagree 48 35.56
TOTAL 135 100

Findings: From the above table, it is understood that 19.26 % Strongly agree,22.22 %
Agree 17.04 % Neutral 5.93 % Disagree , 35.56 % Strongly disagree to training program are
conducted for the employee skills

Interpretation: It is found that 35.56 % strongly disagree to training program are conducted
for the employee skills

TABLE 3.2.31 TRAINING PROGRAM ARE CONDUCTED FOR THE EMPLOYEE

EDUCATION

S. No training program are No. of. Employees Percentage

conducted for the
employee Education
1 Strongly agree 9 6.67
2 Agree 41 30.37
3 Neutral 46 34.07
4 Disagree 25 18.52

71 | P a g e
 5 Strongly disagree 14 10.37
TOTAL 135 100

Findings: From the above table, it is understood that 6.67 % Strongly agree, 30.37% Agree
34.07% Neutral 18.52 % Disagree , 10.37 % Strongly disagree to training program are
conducted for the employee education

Interpretation: It is found that 34.07% Neutral to training program are conducted for the
employee education

TABLE 3.2.32 TRAINING PROGRAM ARE CONDUCTED FOR THE EMPLOYEE

LEADERSHIP

S. No training program are No. of. Employees Percentage

conducted for the
employee Leadership
1 Strongly agree 16 11.85
2 Agree 44 32.59
3 Neutral 36 26.67
4 Disagree 30 22.22
72 | P a g e
 5 Strongly disagree 9 6.67
TOTAL 135 100

Findings: From the above table, it is understood that 11.85 % Strongly agree, 32.59 %
Agree 26.67 % Neutral 22.22 % Disagree , 6.67 % Strongly disagree to training program are
conducted for the employee leadership

Interpretation: It is found that 32.59 % Agree to training program are conducted for the
employee leadership

TABLE 3.2.33 TRAINING PROGRAM ARE CONDUCTED FOR THE EMPLOYEE

ETHICS

S. No training program are No. of. Employees Percentage

conducted for the
employee Ethics
1 Strongly agree 13 9.63
2 Agree 63 46.67
3 Neutral 28 20.74
4 Disagree 24 17.78

73 | P a g e
 5 Strongly disagree 7 5.19
TOTAL 135 100

Findings: From the above table, it is understood that 9.63 % Strongly agree, 46.67 % Agree
20.74 % Neutral 17.78 % Disagree , 5.19 % Strongly disagree to training program are
conducted for the employee ethics.

Interpretation: It is found that 32.59 % Agree to training program are conducted for the
employee leadership

TABLE 3.2.34 TRAINING PROGRAM ARE CONDUCTED FOR THE EMPLOYEE

ATTITUDINAL CHANGES

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 S. No training program are No. of. Employees Percentage
conducted for the
employee Attitudinal
Changes
1 Strongly agree 43 31.85
2 Agree 41 30.37

3 Neutral 13 9.63
4 Disagree 30 22.22
5 Strongly disagree 8 5.93
TOTAL 135 100

Findings: From the above table, it is understood that 31.85 % Strongly agree, 30.37 %
Agree 9.63 % Neutral 22.22 % Disagree , 5.93 % Strongly disagree to training program are
conducted for the employee attitudinal Changes

Interpretation: It is found that 31.85 % strongly agree to training program are conducted for
the employee attitudinal Changes

CHARTS 3.2.34 TRAINING PROGRAMS

TABLE 3.2.35 CONTRIBUTION TOWARDS CAREER DEVELOPMENT IS

RELATIVE

S. No contribution towards No. of. Employees Percentage

75 | P a g e
 career development is
relative
1 Strongly agree 11 8
2 Agree 74 55
3 Neutral 37 27
4 Disagree 9 7
5 Strongly disagree 4 3
TOTAL 135 100

Findings: From the above table, it is understood that 8 % Strongly agree, 55% Agree 27 %
Neutral 7 % Disagree , 3 % Strongly disagree to contribution towards career development is
relative

Interpretation: It is found that 55% Agree to contribution towards career development is

relative

CHARTS 3.2.35 ORGANIZATION CONTRIUTION TOWARDS CAREER

DEVELOPMENT

TABLE 3.2.36 CAREER DEVELOPMENT PROGRAMMERS HELP IN EMPLOYEE

RETENTION
S. No career development No. of. Employees Percentage
programmers help in
employee retention

76 | P a g e
 1 Yes 119 88
2 No 16 12
TOTAL 135 100

Findings: From the above table, it is understood that 88% said Yes 12% said No to career
development programmer’s help in employee retention

Interpretation: It is found that 88% said yes to career development programmer’s help in
employee retention

CHARTS 3.2.36 CAREER DEVELOPMENT PROGRAMMERS HELP IN

EMPLOYEE RETENTION

TABLE 3.2.37 PROGRAMME HELPS IN CAREER DEVELOPMENT. MANAGER

COACHING AND MENTORSHIP

S. No Programme helps in No. of. Employees Percentage

77 | P a g e
 career development.
Manager coaching
and mentorship
1 Strongly agree 26 19.26
2 Agree 28 20.74

3 Neutral 29 21.48
4 Disagree 9 6.67
5 Strongly disagree 43 31.85
TOTAL 135 100

Findings: From the above table, it is understood that 19.26% Strongly agree, 20.74% Agree
21.48 % Neutral 6.67 % Disagree , 31.85 % Strongly disagree to programme helps in career
development Manager coaching and mentorship

Interpretation: It is found that 31.85 % strongly disagree to programme helps in career

development Manager coaching and mentorship.

TABLE 3.2.38 PROGRAMME HELPS IN CAREER DEVELOPMENT

CLASS ROOM STYLE LEARNING

S. No Programme helps in No. of. Employees Percentage

78 | P a g e
 career development.
Class room style
learning
1 Strongly agree 25 18.52
2 Agree 36 26.67
3 Neutral 44 32.59
4 Disagree 23 17.04
5 Strongly disagree 7 5.19
TOTAL 135 100

Findings: From the above table, it is understood that 18.52% Strongly agree, 26.67% Agree
32.59 % Neutral 17.04 % Disagree , 5.19 % Strongly disagree to programme helps in
career development Class room style learning

Interpretation: It is found that 32.59 % Neutral to programme helps in career development

Class room style learning

TABLE 3.2.39 PROGRAMME HELPS IN CAREER DEVELOPMENT. PEER

COACHING

S. No Programme helps in No. of. Employees Percentage

career development.

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 Peer Coaching
1 Strongly agree 16 11.85
2 Agree 49 36.3
3 Neutral 33 24.44
4 Disagree 34 25.19
5 Strongly disagree 3 2.22
TOTAL 135 100

Findings: From the above table, it is understood that 11.85 % Strongly agree, 36.3 % Agree
24.44% Neutral 25.19 % Disagree , 2.22 % Strongly disagree to programme helps in career
development Peer Coaching

Interpretation: It is found that 36.3 % agree to programme helps in career development Peer
Coaching

TABLE 3.2.40 PROGRAMME HELPS IN CAREER DEVELOPMENT. CROSS

TRAINING

S. No Programme helps in No. of. Employees Percentage

career development.
Cross Training
1 Strongly agree 13 9.63

80 | P a g e
 2 Agree 61 45.19
3 Neutral 29 21.48
4 Disagree 26 19.26
5 Strongly disagree 6 4.44
TOTAL 135 100

Findings: From the above table, it is understood that 9.63 % Strongly agree, 45.19 % Agree
21.48% Neutral 19.26 % Disagree , 4.44 % Strongly disagree to programme helps in career
development Cross Training

Interpretation: It is found that 45.19 % agree to programme helps in career development

Cross Training

TABLE 3.2.41 PROGRAMME HELPS IN CAREER DEVELOPMENT STRETCH

ASSIGNMENT

S. No Programme helps in No. of. Employees Percentage

career development.
Stretch Assignment
1 Strongly agree 28 20.74
2 Agree 51 37.78

81 | P a g e
 3 Neutral 16 11.85
4 Disagree 39 28.89
5 Strongly disagree 1 0.74
TOTAL 135 100

Findings: From the above table, it is understood that 20.74 % Strongly agree, 37.78 %
Agree 11.85% Neutral 28.89 % Disagree , 0.74 % Strongly disagree to programme helps in
career development Stretch Assignment

Interpretation: It is found that 37.78 % agree to programme helps in career development

Stretch Assignments

CHARTS 3.2.41 PROGRAMME HELPS IN CAREER DEVELOPMENT STRETCH

ASSIGNMENT

NPar Tests

HYPOTHESIS:
Null Hypothesis H0: There is no significant difference in the training program and
Experience

Alternative Hypothesis H1: There is significant difference in the satisfaction level of

customers towards the various attributes of phantom brands

82 | P a g e
 Descriptive Statistics

N Mean Std. Deviation Minimum Maximum

Training Program 135 13.93 5.134 5 25

Experience 135 2.47 .741 1 4

Kruskal-Wallis Test

Ranks

Experience N Mean Rank

Training Program 0-5 years 11 49.14
5-10 years 58 62.84
10-15 years 57 77.58
above 15 years 9 63.61

Total 135

Test Statisticsa,b
Training Program
Kruskal-Wallis H 7.172
df 3
Asymp. Sig. .067
a. Kruskal Wallis Test
b. Grouping Variable: Experience

Interpretation: Since the calculated value is less than the table value, null hypothesis H0 is
accepted. Therefore, it is concluded that there is no significant difference Training
Programand Experience
NPar Tests
Descriptive Statistics

N Mean Std. Deviation Minimum Maximum

Rewards and 135 10.94 4.263 4 19
Recognition towards
employee
compensation

83 | P a g e
Age 135 2.59 .705 1 4

Mann-Whitney Test

MANN WHITNEY U - TEST:

The Mann Whitney U - test is a non-parametric test of the null hypothesis that two
samples came from the same population against an alternative hypothesis, especially that a
particular population against an alternative hypothesis, especially that a particular population
trends to have larger values than the other. Use of Mann Whitney U Test will enable us to
determine whether the two populations are identical.

The formula for Mann Whitney U-Test is,

n1 ( n1 +1 )
U 1=n1 n 2+ −R1
2

n2 ( n2 +1 )
U 2=n1 n 2+ −R1
2

Where,

R1 = R2 = Ranks assigned to the variables

n1 = n2= Total no. of respondents

Let, U = min (U1, U2)

U−μu
Z=
σu

HYPOTHESIS:

Null Hypothesis H0: There is no significance difference between Rewards and Recognition
towards employee compensation

Alternative Hypothesis H1: There is a significance difference between Rewards and

Recognition towards employee compensation

Ranks

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 Age N Mean Rank Sum of Ranks
Rewards and Recognition below 30 13 21.88 284.50
towards employee
compensation
31-40 33 24.14 796.50

Total 46

Test Statisticsa
rewards_recognition employee
compensation
Mann-Whitney U 193.500
Wilcoxon W 284.500
Z -.516
Asymp. Sig. (2-tailed) .606

a. Grouping Variable: Age

Interpretation: Since the calculated value is less than the table value, null hypothesis H 0 is
accepted. Therefore, there is no significance difference between rewards recognition
employee compensation

Nonparametric Correlations

HYPOTHESIS:

Null Hypothesis H0: There is no significance difference between motivational factors and
career development program

Alternative Hypothesis H1: There is significance difference between motivational factors

and career development program

85 | P a g e
 Correlations
Motivational
Factor Employee Career
Retention development
Spearman's rho Motivational Factor Correlation Coefficient 1.000 -.512**
Employee Retention
Sig. (2-tailed) . <.001
N 135 135
Career development Correlation Coefficient -.512** 1.000
programme
Sig. (2-tailed) <.001 .
N 135 135
**. Correlation is significant at the 0.01 level (2-tailed).

Interpretation: r=0.01 indicates moderate degree of correlation between the variables. It can
therefore be concluded that motivational factors and Career development programmeare
moderately correlated to each other.

WEIGHTED AVERAGE METHOD

Ranking The R1 R2 R3 R4 R5 Total Rank

Superior

Knowledge about 30 26 24 12 43 26 4
your work
Feedback regularity 12 42 54 18 9 29 2
and method

86 | P a g e
 Coaching skills 16 36 46 26 11 23 5
Empathy and active 15 60 30 21 9 30 1
listening
Enabling you with 21 45 29 29 11 28 3
resource and training

Weighted Average =
∑ of weighted terms
Total number of terms

( 30× 5 ) + ( 26 × 4 ) + ( 24 ×3 ) + ( 12 ×2 ) +(43 ×1)

WA1 = = 26
15

( 12×5 )+ ( 42 × 4 ) + ( 54 × 3 ) + ( 18 ×2 ) +(9 ×1)

WA2 = = 29
15

( 16 ×5 ) + ( 36 × 4 )+ ( 46 ×3 )+ (26 × 2 ) +(11 ×1)

WA3 = = 23
15

( 15× 5 ) + ( 60 × 4 ) + ( 30 ×3 )+ ( 21× 2 )+(9 ×1)

WA4 = = 30
15

( 21× 5 ) + ( 45 × 4 )+ (29 × 3 ) + ( 29 ×2 ) +(11×1)

WA5 = = 28
15

Findings: Therefore, it is concluded that Empathy and active listening ranked 1st by the
employees, Feedback regularity and method are ranked 2ndby the employees, Enabling you
with resource and training is ranked 3rd by the employees, Knowledge about your work is
ranked 4th by the employees and Coaching skills is ranked 5th by the employees.

Interpretation: It is inferred that, Empathy and active listening is the majority of employees
ranked towards their superior

INTERVAL ESTIMATION

pq
Confidence Interval = p ± Zα/2
√ n

Where,

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p = No. of Success = 0.8

q = No. of Failure = 0.2

n = No. of Respondents = 135

Zα/2 = Confidence level = 1.96

(0.8 ×0.2)
Confidence interval = 0.8 ± 1.96
√ 135

= 0.8 ± 0.067

Confidence interval = 0.87, 0.73

Interpretation: It is found that the statistical parameter lies between 0.87 and 0.73. Hence it
is concluded that work atmosphere is conducive to employees being productive at their work
in the population parameter ranges between 73% to 87% respectively.

3.3 SUMMARY OF THE FINDINGS

 It is found that 64% of employees age are between 41-50

 It is found that 43% of employees have less than 5-10 years of experience.
 it is found that 45% of employees were prefer Special Project Opportunities

88 | P a g e
 It is found that 54% of the employees agree with theorientation process in talent
management initiatives
 It is found that 81% of employees said Yes to the scope and the opportunities to
achieve your full potential for our organization
 It is found that 43% of employees are Agree to the Organizational culture.
 It is found that 43% of employees are Agree to the Organizational culture.
 It is found that 37.04% strongly disagree with the rewards and recognition to
employee compensation improved performance.
 It is found that 42.22% Neutral rewards and recognition towards employee
compensation Increased confidence in work
 It is found that 43.7% agree rewards and recognition towards employee compensation
more loyalty
 It is found that 30.37% strongly agree rewards and recognition towards employee
compensation Reduced attrition rate.
 It is found that 32.59% Very high employees are Motivating factor Job security
 It is found that 35.56% Moderate employees are Motivating factor Salary structure
 It is found that 50.37% High of the employees were motivating factor promotional
opportunities.
 It is found that 48.89% High of the employees were motivating factor Equity in
treatment
 It is found that 50.37% High in motivating factor Wage benefits
 It is found that 75% said yes to junior or middle level employees to step into senior
leadership positions
 It is found that 31.85 5 Very highrate your supervisor Knowledge about your work
 It is found that 40 3 Moderate rate your supervisor Feedback regularity and method.
 It is found that 34.07% 3 Moderate Coaching skills
 It is found that 44.44% 2 Low Empathy and active listening
 It is found that 33.33% 2 Low Enabling you with resource and training
 It is found that 78% said yes to your point of view is respected and matters
 It is found that 81% said yes to work atmosphere is conducive
 It is found that 69% said yes to comfortable with the rest of the team and the work
culture
 It is found that 53.33% Effective effectiveness of company communication
 It is found that 88% said Yes to necessary resources and training required

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 It is found that 38.52% Neutral to training programs are adequate to perform job
efficiently
 It is found that 80% said yes to on the job training is important for the development
 It is found that 35.56 % strongly disagree to training program are conducted for the
employee skills
 It is found that 34.07% Neutral to training program are conducted for the employee
education
 It is found that 32.59 % Agree to training program are conducted for the employee
leadership
 It is found that 31.85 % strongly agree to training program are conducted for the
employee attitudinal Changes
 It is found that 55% Agree to contribution towards career development is relative
 It is found that 88% said yes to career development programmer’s help in employee
retention
 It is found that 31.85 % strongly disagree to programme helps in career development
Manager coaching and mentorship.
 It is found that 32.59 % Neutral to programme helps in career development Class
room style learning
 It is found that 36.3 % agree to programme helps in career development Peer
Coaching
 It is found that 45.19 % agree to programme helps in career development Cross
Training
 It is found that 37.78 % agree to programme helps in career development Stretch
Assignments

3.4 SUGGESTIONS
 The employees feel that they have good work life balance
 Employees feel that they get encouraged for the work done
 Employees are retained because of the compensation, work environment and growth
opportunity.

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  Superior and subordinate communication supports employees to work productively.
 All employees are recognized with rewards and recognition for their performance.
 Company can take employees feedback hence it will be helpful to bring the
organization to various heights

3.5 CONCLUSION

Overall study on employee retention is good at Hyundai HR management and the workers are
satisfied with their organization this can be assured from the above analysis and if the

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suggestions given are implemented in a correct manner the organization can extent their
success in the future.
It is essential that every recruiter and manager should be concerned with retention from the
start of any recruiting program the process should be conscious of the end goal.

APPENDIX

1) Age : a)Below 30() b) 31-40() c) 41-50() d) above 50()

2) Experience: a) 0-5 years b) 5-10 years c) 10-15 years d) above 15 years

3) What types of career opportunities were important to you?

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 Promotional Opportunities [ ] Special Project Opportunities [ ] Training Opportunities []
Job Rotations [ ] increased responsibility through additional tasks [ ]
4) Organization align its orientation process for retaining its talent management
initiatives.

Strongly agree () Agree () Neither Agree and disagree () Disagree () Strongly disagree ()
5) Do you see the scope and opportunity to achieve your full potential for our
organization?

a) Yes b) No
6) Organizational culture stimulates employee to stay in the organization?

Strongly agree () Agree () Neither Agree and disagree () Disagree () Strongly disagree ()
7) Are you satisfied with the compensation benefits provided by the organization?

Yes () No ()
8) Rate the influence of rewards and recognition towards employee compensation.

Factors Strongly Agree Neither Agree and Disagree Strongly

agree disagree disagree

Improved performance

Increased confidence in
work

More loyalty
Reduced attrition rate

9) Rate the following motivating factor that influences employee retention in

organization.

Factors Very high High Moderate Low Very low

Job security
Salary structure
Promotional opportunities
Equity in treatment

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Wage benefits

10) Does your organization adequately prepared junior or middle level employees to step
into senior leadership positions?

Yes () No ()
11) How would you rate your supervisor on a scale of 1 to 5 on the following parameters?

Factors 1 2 3 4 5
Knowledge about your work
Feedback regularity and method
Coaching skills
Empathy and active listening
Enabling you with resource and
training
12) Do you feel that your point of view is respected and matters?
a) Yes b) No
13) Do you believe that the work atmosphere is conducive to you being at your productive
best at work?
a) Yes b) No
14) Do you feel comfortable in general with the rest of the team and the work culture?
a) Yes b) No
15) How would you rate the effectiveness of company communication?
Highly Effective [ ] Effective [ ] Moderate [ ] Ineffective [ ] Highly Ineffective [ ]
16) Do you believe that you have the necessary resources and training required to perform
well in your work?
a) Yes b) No

17) Training programs are adequate to perform job efficiently.

Strongly agree () Agree () Neither Agree and disagree () Disagree () Strongly disagree ()
18) On the job training is important for the development of employees in a company.
a) Yes b) No
19)Rate the Training programs are conducted for employee.

Factors Strongly Agree Neither Disagree Strongly

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 agree Agree and disagree
disagree

Skills

Education

Leadership

Ethics

Attitudinal
changes

20) Organization’s contribution towards career development of employees is relative?

Strongly agree () Agree () Neither Agree and disagree () Disagree () Strongly disagree ()
21) Does career development programes help in employee retention?
Yes () No ()
22) Rate the programe which helps you in career development

Factors Strongly Agree Neither Agree Disagre Strongly

agree and disagree e disagree
Manager coaching
and mentorship
Class room style
learning
Peer coaching

Cross training

Stretch assignment

23) Suggestions if any: __________________________________

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