GS COLLEGE OF COMMERCE AND ECONOMICS, NAGPUR

PROJECT REPORT

A detailed study of various training programmes adopted at Jayaswal Neco Group of

Industries LTD in order to find their effect on the Attrition Rate

Submitted to

Rashtrasant Tukadoji Maharaj Nagpur University,

Nagpur

In partial fulfilment for the award of the degree of

Bachelor of Business Administration

Submitted by

MR. RAUNAK VINAY TANEJA

Under the guidance of

PROF. SHWETA MEHTA

G.S. College Of Commerce & Economics, Nagpur

Academic Year 2019-20

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G.S. College of Commerce & Economics, Nagpur

Academic Year 2019-20

CERTIFICATE

This is to certify that “Raunak. V Taneja” has submitted the project report titled “A detailed study
of various training programmes adopted at Jayaswal Neco Group of Industries LTD in
order to find their effect on the Attrition Rate”, towards partial fulfilment of BACHELOR
OF BUSINESS ADMINISTRATION degree examination. This has not been submitted for any other
examination and does not form part of any other course undergone by the candidate.

It is further certified that he has ingeniously completed his project as prescribed by Rastrasant Tukdoji
Maharaj Nagpur University, Nagpur.

Name of Project Guide Dr. Ashwini Purohit

(Prof. Shweta Mehta) (Co-ordinator)

Place:

Date:

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G.S. College of Commerce & Economics, Nagpur

Academic Year 2019-20

DECLARATION

I hereby declare that the project with title “A detailed study of various training
programmes adopted at Jayaswal Neco Group of Industries LTD in order to find their
effect on the Attrition Rate” has been completed by me in partial fulfilment of
BACHELOR OF BUSINESS ADMINISTRATION degree examination as prescribed by
Rashtrasant Tukdoji Maharaj Nagpur University, Nagpur and this has not been submitted for
any other examination and does not form the part of other course undertaken by me.

Place:

Date:

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G.S. College of Commerce & Economics, Nagpur

Academic Year 2019-20

ACKNOWLEDGEMENT

With immense pride and sense of gratitude, I take this golden opportunity to express
my sincere regards to Dr.N.Y.Khandait, Principal, G.S. College of Commerce &
Economics, Nagpur.

I am extremely thankful to my Project Guide PROF. SHWETA MEHTA for his guidance
throughout the project. I tender my sincere regards to Co-ordinator, Dr. Ashwini
Purohit for giving me outstanding guidance, enthusiastic suggestions and invaluable
encouragement which helped me in the completion of the project.

RAUNAK TANEJA

Place:

Date:

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INDEX
Serial No. Particulars Page no.

1 Introduction 7-11

2 Company Profile 12-19

3 Literature Review 20-22

4 Research Study 23-28

 Need of the study 24

 Objectives 25

 Scope of the study 26

 Hypothesis 27

 Problem definition 28

5 Research Methodology 29-30

6 Data Analysis & Interpretation 31-54

7 Conclusion & Limitations 55-57

8 Recommendations & Suggestions 58-59

9 Questionnaire 60-63

10 Bibliography 64-65

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INTRODUCTION

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INTRODUCTION TO HRM

Human Resource Management (HRM) is an operation in companies designed to maximize

employee performance in order to meet the employer's strategic goals and objectives. More

precisely, HRM focuses on management of people within companies, emphasizing on

policies and systems.

HRM also includes employee’s assessment like performance appraisal, facilitating proper

compensation and benefits, encouragement, maintaining proper relations with labour and

with trade unions, and taking care of employee safety, welfare and health by complying with

labour laws of the state concerned & country.

In short, HRM is the process of recruiting, selecting employees, providing proper orientation

and induction, imparting proper training and developing skills.

The overall aim of mode human resource management is to ensure that the organisation is

able to achieve its objectives through its staff. In order to reach its objectives an organisation

needs not only qualified staff but also effective and efficient systems as well as access to and

effective allocation of financial resources. Institutional development therefore involves not

only putting the right person at the right place at the right time, but also that the organisation

provides a conducive and effective work environment and systems and that the organisation

has access to adequate financial resources.

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Human Resource Management (HRM) is a relatively new approach to managing people in

any organisation. People are considered the key resource in this approach. It is concerned

with the people dimension in management of an organisation.

Since an organisation is a body of people, their acquisition, development of skills, motivation

for higher levels of attainments, as well as ensuring maintenance of their level of commitment

are all significant activities. These activities fall in the domain of HRM. Human Resource

Management is a process, which consists of four main activities, namely, acquisition,

development, motivation as well as maintenance of human resources, Scott. Clothier and

Spiegel have defined Human Resource Management as that branch of management which is

responsible on a staff basis for concentrating on those aspects of operations which are

primarily concerned with the relationship of management to employees and employees to

employees and with the development of the individual and the group.

Human Resource Management is responsible for maintaining good human relations in the

organisation. It is also concerned with development of individuals and achieving integration

of goals of the organisation and those of the individuals. Northcott considers human resource

management as an extension of general management, that of prompting and to stimulating

every employee to make his fullest contribution to the purpose of a business. Human resource

management is not something that could be separated from the basic managerial function. It

is a major component of the broader managerial function. French Wendell defines - Human

Resource Management as the recruitment, selection, development, utilisation, compensation

and motivation of human resources of the organization.

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 According to Edwin B Flippo - Human Resource Management is the planning,

Organising, directing and controlling of the procurement, development, resources to

the end those individual and societal objectives are accomplished.

 This definition reveals that Human Resource (HR) Management is that aspect of
management, which deals with the planning, organising, directing and controlling
the personnel functions of the enterprise.

ABSTRACT

Employees are the most valuable assets of an organization. It is they who add value to
the Organization in terms of quantity and quality as well. To find, attract, develop and retain
the right talent is a major part of management. Therefore, it is indispensable to maintain
a permanent and promising workforce; which over the years has become a tough task
for employers and thereby increased attrition in the organizations.

A well-trained and well-adapted employee doesn’t leave the organization, therefore the
various training programmes help in retaining employees. So, the organization loses key
skills, knowledge and business relationships. Managers must recognize this and understand
that establishing such fundamentals demonstrates their objectives to support nature and
motivate their employees.

In this competitive world, training plays an important role in the competent and challenging

format of business. Training is the nerve that suffices the need of fluent and smooth

functioning of work which helps in enhancing the quality of work life of employees and

organizational development too. Development is a process that leads to qualitative as well as

quantitative advancements in the organization, especially at the managerial level, it is less

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considered with physical skills and is more concerned with knowledge, values, attitudes and

behaviour in addition to specific skills.

WHAT IS “TRAINING”?

Training is a highly useful tool that can bring an employee into a position where they can
do their job correctly, effectively, and conscientiously. Training is the act of increasing the
knowledge and skill of an employee for doing a particular job. Training is the act of
increasing the skills of an employee for doing a particular job.

WHAT IS “ATTRITION”?

Attrition is defined as a gradual reduction of the size of workforce through normal means,
such as retirement, resignation or death. This is normal in any business and industry.
Attrition rate is defined as the rate of shrinkage in size or number.

This type of reduction in staff is one way a company can decrease labour costs. The
company simply waits for its employees to leave and freezes hiring. It helps organizations
to maintain their agility in fast changing environment. It brings in new blood, opens up
new vistas for change, development and improvement, shows avenues to
expand operations and add to the creative lines of the organizations.

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Attrition in Manufacturing Industries

Companies in India as well as in other countries face a formidable challenge of recruiting

and retaining talents while at the same time having to manage talent loss through attrition due
to industry downturns or through voluntary individual turnover. Losing talents and
employees result in performance losses which can have long term negative effect on
companies especially if the departing talent leaves gaps in its execution capability and human
resource functioning which not only includes lost productivity but also possibly loss of team-
work, harmony and social goodwill. Attrition may be defined as gradual reduction in
membership or personnel as through retirement, resignation or death. In other words, attrition
can be defined as the number of employees leaving the organization which includes both
voluntary and involuntary separation. The obvious, common and main reasons are the
‘ergonomic discomfort’ experienced by the employee and the ‘functional incompatibility’
between the corporate management and the employees. Very often an employee finds himself
among colleagues and superiors he is unable to cope up. Employee retention refers to policies
and practices companies use to prevent valuable employees from leaving their jobs. How to
retain valuable employees is one of the biggest problem that plague companies in the
competitive marketplace. Nowadays, businesses often find that they spend considerable time,
effort, and money to train an employee only to have them develop into a valuable commodity
and leave the company for greener pastures. In order to create a successful company,
employers should consider as many options as possible when it comes to retaining employees,
while at the same time securing their trust and loyalty so they have less of a desire to leave in
the future. Employees need to be retained because good, faithful, trained and hardworking
employees are required to run business. In the present context the present paper is ascertained
to study attrition management in Jayaswal Neco Industries Limited, Steel plant Division,
Raipur

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COMPANY PROFILE

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COMPANY PROFILE

Jayaswal Neco Industries Limited (JNIL) is the flagship company of the ₹3500
Crore NECO Group of Industries. Jayaswal Neco Industries Limited, as it stands today,
started in 1976 as a small scale Iron Foundry unit at Nagpur. Today Jayaswal Neco Industries
Limited (Foundry Division) has grown to be India’s largest producer of Iron & Steel castings
with an installed capacity of 140,000 MTPA. Its foundries are located across the states of
Maharashtra & Chhattisgarh.

In 1996, JNIL established a 1 Million MTPA Steel plant at Siltara Growth Centre (Raipur).
The Steel Plant Division produces Iron & Steel products catering to the need of Automotives,
Engineering, Power, Railways, Bearings, Structural and Fasteners Industries in India. JNIL-
Steel Plant Division has an installed production capacity of 700,000 MTPA through the Blast
furnace route and another 300,000 MTPA through the Direct Reduced Iron (DRI) route. Its
products include speciality Steels: Hot Rolled Bars in Rounds & Squares, Wire rods in coils
and high strength Leaf springs in Flats. The plant also boasts of 5 captive power plants based
on waste heat recovery which produces about 60 MW/day. The Steel plant is under expansion
that will see its capacity to be enhanced to about 2 Million MTPA.

NSSL Limited, a group company produces ferrous & non-ferrous Industrial valves from 0.5”
to 80”. The different types of valves manufactured include Gate, Globe, Check, Ball and Plug
valves. These are used for different applications in the Petroleum E&P, Refineries, Power
Plants, Steel plants, Chemical plants & pipelines in various other industries. It is one of the
leading industrial valve units in India. It has recently set up another plant at Nagpur with an
investment of Rs. 150 Crores, which will be arguably the largest single location unit to
produce valves in the country. Apart from manufacturing, NSSL Limited also provides
extensive support for maintenance and repair of valves in service. We can proudly say that
NSSL was the first reputed valve manufacturer in India to provide the “Servicing & Repairs
to Valves”. This company was granted the prestigious ISO 14001:2004 & OHSAS
18001:2007 by Det Norske Veritas for maintaining the highest standard of Health & Safety
at its facilities.

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NSSL Limited has subsidiaries in Chennai (Econo Valves), Doha-Qatar (NSSL-Middle

East) and Milan-Italy (NSSL-Italia SRL). The Italian subsidiary, NSSL Italia Srl has
recently acquired two Italian valve manufacturing companies. NSSL Limited also has an

Automotive Machining Division which is the largest Non-OEM unit specializing in

production of Cylinder Heads in Iron as well as Aluminium.

Neco Heavy Engineering & Castings Limited (NHECL), a group company at Nagpur
produces castings catering to the needs of Heavy Engineering Sector including Integrated
Steel Plants, Mini Steel Plants, other Heavy Engineering Industries, Material handling
equipment manufacturers, Crane manufacturers, Sugar crushing mills etc.
Neco Ceramics, one of the NECO Group companies, produces Refractory items for steel and
cement plants.

Neco Defence Systems Limited (NDSL) is one of the leading providers of defence and
security related products to Government bodies and authorized private organizations for
providing security to people and assets.

Deify Infrastructures Limited (DIL) is a dedicated EPC (Engineering, Procurement &

Construction) arm executing new projects from grounds up as well as expansion projects and
de-bottlenecking projects for the various divisions of JNIL.

Neco group has also entered into the arena of Infrastructure constructing highways through
its infrastructure arm Terra Infra Development Limited (TIDL). It has already developed
several projects (eg. Pondicherry Tindivanam Tollway, Hyderabad expressway, Hyderabad
Outer ring road (ORR) project etc.) Across the country as consortium partners.

History

The seed of Jayaswal Neco Industries Limited was sown way back in 1902 when Shri
Jagbandhan Ram Shaw, father of Shri Basant Lall Shaw migrated to Kolkata (erstwhile
Calcutta) and started a trading business in Metal Scrap. Although the initial days were filled
with many hardships, Mr. J.R Shaw’s enterprise and dedication saw him set up a thriving
business which expanded manifold. He soon started wholesale trading business in Steel
imported from Birmingham, England. In 1912, when TISCO started manufacturing steel in
India for the very first time, Mr. J.R.Shaw became one of the very first and prominent dealers
for their products. His firm, the eponymous Jagbandhanram-Dwarkaprasad, played an
important role in promoting the product among consumers who doubted the quality of the
Indian steel. Mr. B.L.Shaw also played an active role in promoting the business even as he
completed his graduation. At that time, he was one of the very few formally educated persons
from the community.

After completing his graduation (B.Com) from Calcutta University, Shri B.L.Shaw started
his first foundry in 1963 in Hooghly district under the registered name of Jayaswal Udyog
Pvt Ltd. The foundry manufactured sanitary castings catering to Middle East markets. The
factory, under the stewardship of Shri B.L.Shaw, saw tremendous growth in 1960s & early
1970s. However, the Naxalite movement in Bengal in 1970s, that saw wide ranging violence
and disturbance in carrying out any kind of business activities, forced Mr. B.L. Shaw to scale
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down the Unit. In 1976, he shifted base to Nagpur owing to favourable business climate and
re-started operations from the present headquarters at MIDC (Hingna Road) under the name
of Nagpur Engineering Company Limited. This factory made construction castings and
later diversified into making castings for Indian railways as well.

Over the period of time, this company established 9 other foundries which were clubbed
together to form what is today known as Jayaswal Neco Industries Limited (JNIL). In
1996, JNIL also established an Integrated Steel Plant of 1 Million MTPA capacity through
Blast Furnace route that included Sinter Plant, Oxygen Plant, Coke Oven and Captive power
generation facility with one of the finest infrastructural facilities at its Siltara, Raipur Plant.
This plant, established in collaboration with China Shougang International Trade &
Engineering Corporation, produces alloy steel bars & rods from 5 mm in coils to 60 mm bars
and narrow width HR Coils. This Integrated Steel Plant, the cherished dream of Shri
B.L.Shaw, today stands tall among its peers in India and is the pride of Jayaswal Neco
Industries Limited.

VISION:

To be an organization that continuously achieves economic value by optimizing resources

through operational excellence, powered by technology, driven by innovation, creating
delight and to be a globally admired organization that enhances sustainable industrial and
business development and be the global benchmark in the field of

 SteelPlant products
 Iron & Steel castings
 Ferrous & Non-ferrous valves and services
 Ceramic products
 Defence Equipment

MISSION:

Sustainable Growth and Return on Investment by continuous improvement of Human

Resource, Environment, Technology and Product. They intend to achieve this through:

People

 By inculcating a culture of constant product innovation & process improvements

 By nurturing human capital through training, education and exposure
 By providing opportunities for growth & development
 By fostering team-work and mentorship
 By developing leadership capability
 Above all work with Passion, Pride, Transparency and Honesty

Society

 Being a responsible corporate citizen : Giving back to the environment what we take
 Adopting cleaner and greener technologies
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 Providing a safe and healthy work environment

 Caring for the communities in which we work
 Demonstrating high ethical standards

Customers

 By helping them stay of the curve by delivering innovative products & services
 By helping them grasp every opportunity by delivering on-time every time
 By transparency in our dealings

Suppliers

 Quality starts from incoming material: we believe in developing our suppliers to

our level of competence and quality assurance
 Ensuring fairness and equitable transaction to all their suppliers in accordance
with internally established procedures
 Ensuring our procurement activities comply with all relevant laws, social norms,
standards and treaties worldwide
 Building up relationship of trust with all their suppliers through reciprocal efforts

Management Team

Shri Basant Lall Shaw

Shri Basant Lall Shaw, Founder Chairman of NECO Group of Industries. He is associated
with various non-governmental social organizations (All India Jayaswal Mahasabha,
Jayaswal Shikshan Samiti) and various other organizations providing technical education at
reasonable costs to the masses.

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Shri Arbind Kumar Jayaswal

Mr. Arbind Jayaswal is the Managing Director of Jayaswal Neco Industries Ltd. – the
flagship company of renowned NECO GROUP OF INDUSTRIES having a turnover of
approx. Rs.3500 crore per annum.

Mr. Arbind Jayaswal gave a new direction to the foundry business when he spearheaded the
entry into Automotive Castings. Today the foundry business derives more than 50% of its
total revenue from the Automotive Casting business with one of the highest realization
products. Mr. Arbind Jayaswal also looks after the Mining Business and other businesses of
the company. Out of his business arena, Mr. Jayaswal is also actively associated with a
number of Social Organizations. He is the President of Jayaswal Shikshan Samiti, Nagpur
and a member of the Board of Trustee of Balaji Temple of Nagpur.

Shri Ramesh Kumar Jayaswal

He has a keen interest in Finance and helped the group a lot in this area.
During the last decade, the Group has diversified manifold. It has taken up captive mining of
Iron Ore / Coal and has set-up an Integrated Steel Plant at Siltara in Raipur, in the state of
Chhattisgarh producing Pig Iron, Alloy Steel Bars & Rods about 1 Million Tonne/annum.
Shri Ramesh Jayaswal had been ably heading this Steel Plant Division as the Joint Managing
Director of JNIL from its very initial stage.

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Shri Anand Jayaswal

Mr Anand Jayaswal, As Managing Director of NSSL Ltd, Mr. Anand Jayaswal provides
guidance for selection of viable technology and plant & machinery for the units. His core
strength lies in designing and implementing systems and procedures for operations. Over the
years, he has gained valuable experience in project financing and plays a key role in the same.

Mr. Anand Jayaswal, with his vision and foresight, has planned rapid growth in the field of
Engineering & Automotive market. As a senior member of the Executive Committee of
Vidarbha Industrial Association, he has successfully taken up the cause of local Industries
with the regional and national administrative bodies.

Shri B.K. Agarwal

Mr. Brajkishore Agrawal is a Director on the board of Jayaswal Neco Industries Limited. He
has been practicing ever since and is associated with many leading Institutions of the country
as their financial advisor. Besides his business activities, Mr. Agrawal keeps himself involved
with many Social & Charitable causes. He is an executive trustee on the board of Neco
Institute of Management & Research, an educational initiative of the NECO group. He is also
a trustee of Shri Hargovind Agrawal Charitable Trust, Nityanand Charitable Trust, Shree
Geeta Mandir Trust, Narsingh Mandir Charitable Trust and Jayaswal Neco Foundation.

He also has deep interest in agro forestry and regularly devotes time for nursery activities.

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Shri P.K. Bhardwaj

Mr. Pramod Kumar Bhardwaj is Fellow of the Institute of Chartered Accountants of India
with more than 30 years of experience with large Indian Corporates in the field of Taxation,
Corporate Finance, Investment and Banking.

He joined Jayaswal Neco Industries in 2007 as President Finance and later on joined Board
of the Company in February 2011 as Executive Director & CFO. Apart from managing the
financial affairs of the company he is Profit Centre Head of Integrated Steel Plant located at
Raipur.

Values

Their values define who they are. They guide their daily actions and behaviour. They
influence the way they work with each other – and the way they serve our clients and engage
with their communities. They take pride in doing the right thing even in the face of adversity.

Their values, formed over the course of our 35-plus year history, make up the character of
NECO. It helps to instil in their current and future employees the outlook and approach that
we need in order to achieve their NECO Group Mission.

Values:

TOWARDS OUR BUSINESS PARTNERS

With their esteemed business partners, they must establish long term relations based on
mutual respect and trust, which will make NECO the preferred partner to do business with.

TOWARDS OUR EMPLOYEES

They strive to create a pool of competent, committed and creative employees who are truthful
to self, their colleagues and to the organization. For this, they provide their employees with a
work environment which facilitate free expression, trust generation and foster innovation.

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LITERATURE REVIEW

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Literature Review

Employees are the most important, valuable and productive asset of an organization and
retaining them is one of the toughest challenges for the employees. As the replacement cost
of key employees involves huge turnover, there is a need to develop a fully integrative
retention policy to tackle such type of problems. The objective of this study is to critically
analyse the various works done in the field of employee retention and highlight factors
responsible for employee departure and retention initiatives followed to retain them. As the
study is descriptive in nature, a number of secondary sources are explored to synthesize the
fragmented knowledge and present the literature review in a concise format. As the ever
changing technology, stiff competition, and globalization has brought human resources at the
forefront in organization roles, no organization wants to lose their talented employees. The
literature review will present traditional retention techniques followed as well as
contemporary techniques used to retain the employees.

As the cost of replacement for an employee is huge, it is always better to keep the existing
employees in the flock. Retention is also necessary for the growth and suitability of an
organization. Das (1996) in their studies identified six critical factors of employee retention;
Compensation, Learning, Opportunity, Benefits and Security, Work autonomy, Merit
orientation and Accelerated working growth. Cloutier, Felusiak, Hill, and Pemberton – Jones
(2015) in their suggest the development of four strategies for retention employees: (1)
effective communication (2) workforce diversity (3) hiring of skilled worker (4) training and
development plan to employees. Studies also show that making existing employee stay costs
less than hiring new employees (Sinha & Sinha, 2012). They also emphasize the role of
organizational culture, compensation, flexible working, career development and
communication on the retention of employees. James & Mathew (2012) in their studies on
employee retention in steel sector emphasizes on following retention strategies: reward and
recognition, Training and development opportunities, career planning and flexible work time,
performance appraisal, financial support, mentoring and coaching sessions etc. Kumar &
Arora (2012) in their studies found that the rate of attrition among young professional.
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(20-25 years) are very high with following reasons: slow rate of career growth, poor
relationship with colleagues / seniors / supervisors, work-life imbalance, taking up higher
studies etc.

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RESEARCH STUDY

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Need of the study

 The study is needed to understand how training helps in increasing productivity of

employees.
 There is a need to understand how training helps to save time.
 There is a need to find ways in which organisation tries to overcome various factors
contributing to attrition.
 There is a need to find out reasons as to why employees prefer to change their job.
 Employees are considered as backbone of the company as their progress in their
work will lead to success of the company for the long run.

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OBJECTIVES OF THE STUDY

 To evaluate the factors that influences the employee attrition.

 To provide job related knowledge to the workers.
 To impart skills among the workers systematically so that they may learn quickly.
 To understand the underlying factors that helps retain the employees.
 To analyse the steps taken to reduce the attrition.
 To suggest the areas of improvement in attrition rate in the organisation.
 To reduce the number of accidents by providing safety training to the workers.

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SCOPE OF THE STUDY

 The study analyses effects of attrition on the business.

 The study attempts to determine solutions to avoid or to control attrition.
 The study covers the extent of job satisfaction among the employees.
 The study determines proper techniques to enhance the productivity of employees.
 This study extends to the effect of training on attrition rate in the company.
 The study educates about the causes of attrition for employees in an organization.
 The study is directed towards helping the organisation reduce employee attrition.

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HYPOTHESIS OF STUDY

 H1: Training programmes adopted at Jayaswal Neco Industries Limited Company

have significant impact on its attrition rate.
 H0: Training programmes adopted at Jayaswal Neco Industries Limited Company
has no significant impact on its attrition rate.

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PROBLEM DEFINITION

 Lack of career mobility and challenges

 Working Environment
 High level of stress and lack of work life balance
 Lack of confidence in supervision
 Lack of employee - job fit
 People don't get integrated
 Performance goals are unclear
 Lack of role clarity

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RESEARCH METHODOLOGY

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RESEARCH METHODOLOGY

A systematic method was adopted for the collection of data. Both primary and secondary data
were collected for the smooth & successful completion of the study.

1. PRIMARY DATA
Primary data is the information that has been collected specifically for the purpose
of research project. An advantage of primary data is that it is specifically tailored
to a particular research needs. It includes data collected from

 Questionnaire
 Focus Groups
 Interviews

2. SECONDARY DATA
Secondary data refers to the information that has been collected by someone other
than a researcher for purposes other than those involved in the research project at
hand. Books, journals, manuscripts, diaries, letters etc. all become secondary
sources of data as they are written or compiled for a separate purpose.

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DATA ANALYSIS AND

INTERPRETATION

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This survey was conducted with a sample size of 60 employees.

Q.1.What is the top 3 factors you might consider important that will continue to keep you
here at JNIL?

Reasons for Working

Organization Reputation/Culture
Learning & Developme
Pay
Work tasks
People/HR practices
Autonomy/Choice
Brand Alignment
Sense of accomplishment
Career Opportunities
Others

0 10 20 30 40 50 60 70

INTERPRETATION:
The above graph represents that most of the employees feel the work culture and the
organization’s reputation as the prime reason to continue working with the company.
Whereas if we further see. We find that 32% employee feel that they get better training and
development programs at JNIL, which is why they choose to work with the company. 28%
employees feel that they are paid well in this company and like their work tasks.

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Q.2 What do you love best about your work / working in?

INTERPRETATION:

The above graph depicts that 32% employees like the trainings imparted to them and they
feel that they get more development opportunities at JNIL. The next thing that employees
love about their job is the task allotted to them. Around 24% employees love work in their
present areas of job. The third reason that the employees stated was interaction with the
clients/customers. 16% of the interviewee feel that in the process of interacting with the
customers they actually get to know their demands, which helps them to design and deliver
customer specific products and satisfy customer requirements. This gives them a sense of
accomplishment. Meanwhile they also develop better communication skills in the processes
of interaction.

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 GS COLLEGE OF COMMERCE AND ECONOMICS, NAGPUR

Q.3.What will motivate you to excel further in your current position & make your job more
satisfying?

INTERPRETATION:

The top 3 motivators as indicated in the graph is Work tasks, Recognition, Leadership and
Learning & Development. 28% of the interviewed employees feel motivated by their work
tasks. They love to do their work and the challenges in their work. 24% employees said the
support of their seniors motivates them and the leadership they are given to handle projects
motivates them. While, the next 24% employees feel motivated by the appreciation received
from seniors and colleagues and also they get motivated when their ideas are accepted. The
third major motivator is the learning and development imparted to the employees.

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 GS COLLEGE OF COMMERCE AND ECONOMICS, NAGPUR

Q.4. Does JNIL adequately supports your career goals?

INTERPRETATION:

60% of the employees feel that JNIL adequately supports their career goals and is providing
them enough opportunities to groom their skills. Whereas 24% of the employees feel that
they the company is not supporting their career objectives and 16% employees feel somewhat
supported in their career goals

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 GS COLLEGE OF COMMERCE AND ECONOMICS, NAGPUR

Q.5. Does JNIL fully utilizes your talent?

INTERPRETATION:

The above graph represents a mixed view regarding skill utilization. About 40% of the
employees feel that JNIL gives them sufficient opportunities to utilize their skills. At the same
time 40% employees feel that their skills are not utilized to its maximum potential. 20% of
the employees are of the opinion that they are utilizing their skills to some extent.

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 GS COLLEGE OF COMMERCE AND ECONOMICS, NAGPUR

Q.6. How can JNIL support your career goals?

INTERPRETATION:

As a part of suggestion for supporting the career goals, 28% employees suggest that more
technical training should be imparted so that the employees gain skills for their work and they
should be given site knowledge. Also they suggest that the company should sponsor
education to more employees. The second category of suggestion that 24% employees gave
was the need for resources. Employees feel that they are not equipped with the modern tools
and techniques which lower the productivity. Hence they require more and better resources
so as to utilise their skills efficiently and effectively. The third suggestion is given in the area
of leadership.16% employees suggest that there is an urge for formulating better plans and
prompt decisions so that the work culture is not delayed.

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 GS COLLEGE OF COMMERCE AND ECONOMICS, NAGPUR

Q.7. If given a choice to choose your own career path in the future, which function or career
path that you think you will like to embark on so that you can contribute your very best to
JNIL?

INTERPRETATION:

According to the survey 36% employees fantasise doing the research and designing work.
They want to do the technical work. Whereas 28% employees feel satisfied with their current
profile. They feel that they are working are working in the area of their interests. Furthermore
as shown in the graph, 24% employees want to completely move to other areas of work i.e.
job rotation. Few wanted to move to PGS and manufacturing department, while few hold
opinion of getting linked with the corporate department. Moving down we can see that 16%
employees want job enlargement i.e. they want more authority and responsibility to execute
their work and also they want leadership in handling projects. 8% employees want a job
rotation in branch.

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 GS COLLEGE OF COMMERCE AND ECONOMICS, NAGPUR

Q.8. Are the training & development provided by the company adequate & met your needs?

INTERPRETATION:

The graph shows that 48% employees are satisfied with the training and development
programs. While 40% employees are not happy with the trainings imparted. 8% employees
feel that the training and development is average and not up to mark. Only 4% employees
haven’t received any training till now.

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 GS COLLEGE OF COMMERCE AND ECONOMICS, NAGPUR

Q.9.What are your suggestions for improvement in the area of Training & Development?

INTERPRETATION:

60% employees suggest that more technical training should be imparted to the employees so
that they gain more knowledge about their work and execute it properly. Employees suggest
that more advanced and skill development trainings should be given. 8% employees suggest
that IMS Training and awareness programmes should be conducted. 4% employees suggest
that certain motivational trainings should be conducted by the company. The other reasons
stated by the employees were regarding the time constraint and few felt that the content of
training was missing.

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 GS COLLEGE OF COMMERCE AND ECONOMICS, NAGPUR

Q.10. Do you have enough recognition for your contributions?

INTERPRETATION:

The graph shows that most of the employees are recognised for their contribution. The
company takes a deal of effort and ensures that contribution of the employees are recognized.
The chart clearly states that 68% employees have been recognized for their contributions.
While 12% employees feel that their contributions are not recognized by the company. 8%
employees feel that there were moments when they have been rewarded, yet they feel that
there were moments when they feel that they had made an impact which was not recognized.
4% employees do not feel the need for recognition, whereas 8% employees said that they
haven’t made any impact that needs recognition.

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 GS COLLEGE OF COMMERCE AND ECONOMICS, NAGPUR

Q.11.What kind of recognition do you prefer?

INTERPRETATION:

Of the various kinds of rewards given by the company, 40% employees feel that only an
appreciation for their work by their managers motivates them and makes them feel proud.
32% employees prefer certificates as a part of recognition. They feel that these letters of credit
adds to their achievements. 24% employees prefer trophy, while only 20% employees prefer
to have monetary rewards for their contributions. 8% employees prefer “Employee of the
Month” as a part of recognition. And 4% employees prefer to be rewarded with movie tickets,
Kaizen award & Spontaneous award. Apart from these, 4% employees want more
responsibility as a part of recognition, while the rest employees prefer to be rewarded with
any type of reward and few do not have any expectations.

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 GS COLLEGE OF COMMERCE AND ECONOMICS, NAGPUR

Q.12. How frequently do you think the training programmes should be conducted in JNIL?

INTERPRETATION:

75% employees felt that training programmes always helps to perform better in the
company whereas 15% employees felt that only sometimes training programmes helps to
perform better and 10% employees felt that training programmes never help to increase the
performance of employees at JNIL.

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 GS COLLEGE OF COMMERCE AND ECONOMICS, NAGPUR

Q.13. In which aspects you think your supervisor can do better?

INTERPRETATION:

The above graph shows that 20% employees feel that their supervisors should interact and
guide them regarding their career prospects rather than only discussing about case to case
progress. 16% employees feel that their supervisors should control their temper and respect
employees. Majority of the employees i.e. 28% employees feel that their supervisors should
improve their communication skills. Down the line, the graph shows that 16% employees feel
that their supervisors should be more competent and a develop decision making ability.
Whereas 4% employees feel that their supervisors are not motivating and also they fail to
deliver their commitments on time.

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 GS COLLEGE OF COMMERCE AND ECONOMICS, NAGPUR

Q.14. Have there been any moments where you were very unhappy working at JNIL?

INTERPRETATION:

80% employees felt unhappy moments working in the company whereas 20% employees had
no unhappy moments working at JNIL.

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 GS COLLEGE OF COMMERCE AND ECONOMICS, NAGPUR

Q.15. A. What are the top 3 factors that you might consider leaving JNIL?

INTERPRETATION:

The top 3 reasons stated by the employees for leaving the company is salary. Career
opportunities and the work tasks. 68% employees say that if they are paid higher in other
company they would leave. 60% state career prospects as a major reason for leaving the
company. They feel if they get better career opportunities and more exposure elsewhere they
would leave the company. The major reason that 24% employees said was the job profile.
Employees felt that they were not having a clear job profile and the tasks allotted to them did
not match their profile. 20% employees feel the work culture is not motivating which might
be considered as factor for leaving.

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b. Internal and external factors constituting employees to leave

INTERPRETATION:

Of the reasons stated for the previous question, 45% employees have shown internal reasons
for leaving the company. Whereas 13% employees stated external reasons for leaving the
company.

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 GS COLLEGE OF COMMERCE AND ECONOMICS, NAGPUR

Q.16. Do you get enough information about the company?

INTERPRETATION:

The company provides enough information regarding the strategies, performances,

procedures etc., this is clearly shown in the graph. 92% employees feel that they get enough
information regarding the company’s policies and procedures. Only 4% feel that the
information they get is not sufficient. While the remaining 4% feel that there is partial flow
of information

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Q.17. Do you think the existing training programmes help you to perform better on your job?

INTERPRETATION:

As the chart shows the various programmes conducted within the department.
60% employees said that there are programmes conducted more often within the department.
Only 20% employees said that the programmes are conducted often within the department
and 20% employees said the programmes are conducted rarely their department.

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 GS COLLEGE OF COMMERCE AND ECONOMICS, NAGPUR

Q.18. Do you think workplace comm. is adequate within your department &
interdepartmental?

INTERPRETATION:

As the chart shows there is good communication within the department. 76% employees said
that there is good communication within the department. Only 16% employees said that the
workplace communication was not good within department and 8% employees said the
communication was average in their department.

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 GS COLLEGE OF COMMERCE AND ECONOMICS, NAGPUR

INTERPRETATION:

The graph shows that inter departmental communication is not good. 52% employees face
inter departmental communication problem. While 44% employees feel the communication
is good inter department. The rest 4% employees consider interdepartmental communication
as average.

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Q.19. If you were given a free hand to make changes what changes would you make in the
organisation?

INTERPRETATION:

36% workforce considers the processes in the company are complex and lengthy. Hence it
needs to be modified. Whereas 20% employees think that there is an urge of recruiting more
youths in the organisation. They feel that the old employees are not contributing much to the
production. 16% employees said they would improve the canteen food and also the
technology. Whereas 8% employees would implement the MNC culture and some
recreational activity as a part of engagement activity. 84% employees feel that work is not
allocated as per the profile, hence they require a clear job profile. Also deadlines should be
set for every work so that employees don’t waste time in unproductive work.

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 GS COLLEGE OF COMMERCE AND ECONOMICS, NAGPUR

Q.20. Suggestions for enhancing work environment

INTERPRETATION:

The graph shows that there is need for effective communication so as to ensure smooth
working and the company should also recruit fresh talents. This would lead to inflow of new
ideas. 24% employees feel that modern technology should be adopted so as to simplify the
work processes. 16% employees feel that the work tasks should be better qualified. Deadlines
should be set and there should be proper time management. Another major factor to enhance
the workplace environment is cooperation among co-workers and need for motivation
which12% employees stated.

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 GS COLLEGE OF COMMERCE AND ECONOMICS, NAGPUR

Q.21. Suggestions to encourage Retention

INTERPRETATION:

52% employees said that salary would be the most preferred retention factor, which is
common for every company. Another major concern for retention is provision for transport
facility. 24% feel the need for conveyance for their retention. Whereas recognition and
increments hold equal status i.e. 16%. Employees said they should be recognized for their
contributions and should be given proper increments. Apart from these training, resource
requirements, department change etc. were each demanded by 8% employees as retention
factors. 72% employees gave other reasons for their retention which is described in the
following chart:

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 GS COLLEGE OF COMMERCE AND ECONOMICS, NAGPUR

CONCLUSION
AND
LIMITATIONS

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 GS COLLEGE OF COMMERCE AND ECONOMICS, NAGPUR

CONCLUSION

The main aim of any organization is to earn profit. But to attain the maximum profit, the
organization should concentrate more on employees and the ways to retain them for their long
run. From the study it is identified that Work Tasks, Technology and Technical Training are
the top three factors which might lead to attrition, apart from lack of growth opportunities
and salary which are the common factors for employees to change their jobs in almost every
organization. This study concludes that to reduce attrition, the company should adopt New
Innovative Technologies and Effective Training Programs for the growth of their employees
within the organization.

The company should also think of recruiting people who are in the vicinity of the industry,
so that the family related problems will not lead to attrition. But on the other hand, company
should recruit people from different regions so that it can adopt the culture and work style of
other regions, rather than being specific to a particular state while recruiting.

From the study done we can say that, the best way to improve employee retention is to
understand what the employees want and need from the work place and provide it.
Organization should also take efforts to bring most of the retention policies into practice
which will give a positive effect on the issue.

There is no universal attrition management solution for every company. Each organization
has to build its own motivation system based on compatibility between organizational and
individual goals. The following factors can be concluded:

 Attrition is inevitable; it will always prevail; it can only be minimised.

 Intrinsic factors are equally and sometimes more important than extrinsic factors while
controlling attrition.
 Effective leadership; to a great extent, may be helpful to control attrition.
 Attrition does not always have a negative impact on the organization.

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 The company should adopt New Innovative Technologies and Effective Training
Programs.

LIMITATIONS OF THE STUDY

The research study is limited to a few aspects:

 Time was the most critical limiting factor.

 The study was limited to the extent of information provided by the employees of a
particular grade only.
 The outcome of the study cannot be generalized. The study needs to be tested on a
larger dataset.
 The responses from the employees could be casual in nature, chance of bias is present.
 The study has considered only limited variables while assessing attrition, retention, and
other perceived attitudes of the employees.

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RECOMMENDATIONS
AND
SUGGESTIONS

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 GS COLLEGE OF COMMERCE AND ECONOMICS, NAGPUR

RECOMMENDATIONS AND SUGGESTIONS

The cost of losing an employee is approximately three times the salary of the employee and,
therefore, improving retention is a critical priority. The cycle that ensures after an employee
leaves a company is even more hectic and costlier.

JNIL should go for well-designed training sessions with real time instructors and online
courses.

Training will not only assist in cutting back employee attrition rate but will also enhance
their overall skills leading to asset development within the organization.

Having said that, the state of de-motivation among employees can be tackled with effective
inter- organization training. This will ensure that employees stay longer with the company.

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QUESTIONNAIRE

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 GS COLLEGE OF COMMERCE AND ECONOMICS, NAGPUR

QUESTIONS ANSWERS
1 What are the top 3 factors you
might consider important that will
continue to keep you here at
JNIL?
2 What do you love best about your
work / working in JNIL?
3 What will motivate you to excel
further in your current position &
make your job more satisfying?
4 Does JNIL adequately supports
your career goals?

5 Does JNIL fully utilizes your

talent?
6 How can JNIL support your
career goals?

7 If given a choice to choose your

own career path in the future,
which function or career path that
you think you will like to embark
on so that you can contribute your
very best to JNIL?

8 Are the training & development

provided by the company
adequate & met your needs?

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9 What are your suggestions for

improvement in the area of
Training & Development?
10 Do you have enough recognition
for your contributions?
11 What kind of recognition do you
prefer?
12 How frequently do you think the
training programmes should be
conducted in JNIL?
13 In which aspects you think
supervisors can do better?
14 Have there been any moments
where you were very unhappy
working at JNIL?
15.A What are the top 3 factors that
you might consider leaving
JNIL?
B Internal and external factors
constituting employees to leave?
16 Do you get enough information
about the company?
17 Do you think the existing
training programmes help you to
perform better on your job?
18 Do you think workplace comm.
Is adequate within your
department &
interdepartmental?

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19 If you were given the free hand

to make changes would you
make in the organisation?

20 Suggestions for enhancing work

environment?
21 Suggestions to encourage
Retention?

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BIBLIOGRAPHY

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 GS COLLEGE OF COMMERCE AND ECONOMICS, NAGPUR

BIBLIOGRAPHY

WEBSITES

 WWW.JAYSWALNECO.COM
 WWW.GOOGLE.COM

NEWPAPERS

 BUSINESS LINE
 BUSINESS STANDARD
 FINANCIAL EXPRESS

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