“A STUDY ON FACTORS AFFECTING TURNOVER INTENTIONS OF EMPLOYEES IN PACKAGING INDUSTRIES YESH LAMI PRINT PVT LTD WITH A VIEW OF HERZBERG THEORY OF MOTIVATION.”

1. “A STUDY
ON FACTORS AFFECTING TURNOVER INTENTIONS
OF EMPLOYEES IN PACKAGING INDUSTRIES
YESH LAMI PRINT PVT LTD
WITH A VIEW OF HERZBERG THEORY OF MOTIVATION.”
A Project Report Submitted In Partial Fulfilment of Award of MBA Degree
Submitted By:
NEHA JAIN
ProjectGuide: Submitted to:
Jallavi panchamia SKPIMCS

2. II
CERTIFICATE
This is to certify that Ms Neha Jain student of MBA 2nd year S. K. Patel Institute of
Management and Computer Studies, have submitted their Comprehensive Project
titled “A study on factors affecting turnover Intentions of Employees in packaging
industries “YESH LAMI PRINT PVT LTD” with a view of Herzberg Theory of
Motivation.” in the Year 2012-2013 in partial fulfilment of Kadi Sarva Vishwa
Vidhyalaya requirements for award of the title of Master of Business Administration.
Dr. N. N. Jani Ms. Sonu Gupta Ms. Jallavi Panchamia
Director HOD Project Guide
Date:

3. III
DECLARATION
We, hereby, declare that the Comprehensive Project titled, “A study on factors affecting
turnover Intentions of Employees in packaging industries in “YESH LAMI PRINT
PVT LTD” with a view of Herzberg Theory of Motivation” is original to the best of
our knowledge and has not been published elsewhere. This is for the purpose of partial
fulfilment of Kadi Sarva Vishwa Vidhyalaya requirements for award of the title of
Master of Business Administration, only.
Neha Jain Signature

4. IV
ACKNOWLEDGEMENTS
No task is a single person effort, same is with this project. The expertise, skill, generosity, and
hard work of many individuals and organizations contributed significantly to the success of this
project. This project could not have been completed without the cooperation of various
employees of the organizations that we visited. Among them. Special thanks to Mr. Kishore
Soni, Mr. Pankaj Sharma, Mr. Mafatlal kaka, Mr. Dhaval, Mr. Sandip Patel.
We would like to extend heartily thanks to Prof. Jallavi Panchamia who not only served as our
internal guide but also encouraged and supported us throughout our academic program. She and
the other faculty members patiently guided us throughout the project, never accepting less than
our best efforts. We heartily thank them all & also to our institute (SKPIMCS) who gave
opportunity for doing such comprehensive project.
Special thanks to director Dr. N. N. Jani and Prof. Sonu V Gupta (HOD), whose inspirational
words always helped us throughout our academics.
Finally, yet importantly, we would like to express our heartfelt thanks to our classmates, staff
members of our department for their help and wishes for the successful completion of this
project. Warm regards to our college library too for backing up with indispensable support of
various learning resources.
We would also like to thanks all the people who have contributed in this project directly or
indirectly.
Neha Jain

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EXECUTIVE SUMMARY
This project aims at studying the reasons behind the high attrition rates prevailing in YESH
LAMI PRINT PVT LTD. Turnover means voluntary cessation of membership of an organization
by an employee of that organization. Turnover intention is broadly defined as attitudinal
(thinking of quitting), decisional (intention to leave), and behavioral (searching for a new job)
processes proceeding voluntary turnover. Employee turnover incurs significant cost, both in
terms of direct costs (replacement, recruitment and selection, temporary staff, management
time), and also (and perhaps more significantly) in terms of indirect costs (morale, pressure on
remaining staff, costs of learning, product/service quality, organizational memory) and the loss
of social capital. Employee turnover is a major issue for companies in many Asian countries such
as India, Singapore, Hong Kong, South Korea, Malaysia, and Taiwan.
The primary objective is to find the Turnover Intentions in the employee of my company. This
project tries to understand the reasons for the high levels of attrition in my company with a view
of the Herzberg’s Two Factor Theory. Keeping in view the motivating factors and the hygiene
factors, the different reasons for leaving the job is studied. The same is also kept in mind while
framing the appropriate Retention techniques.
It was seen that even though there is attitudinal Turnover Intention in the employees. However,
there was decisional Turnover Intention seen in the cases of “searching for a new job” or
“Switching over to another job”. Also the different factors were highlighted to be major factors
that either can increase the satisfaction level or decrease the dissatisfaction in the employees and
thereby retain them in the organization.
After knowing the factors that induced the Turnover Intentions, appropriate retention strategy
also has been laid. With this the attrition rate can be reduced or managed up to a certain degree.

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TABLE OF CONTENTS
Certificate..........................................................................................................................I
Declaration........................................................................................................................II
Acknowledgements...........................................................................................................III
Executive Summary..........................................................................................................IV
Chapter: 1 Introduction......................................................................................................01
Chapter: 2 Research Methodologies.....................................................................................14
Chapter: 3Industry profile..................................................................................................16
Chapter: 4 Literature Review.............................................................................................18
Chapter: 5 Data Analysis and Interpretation......................................................................28
Chapter: 6 Research Findings ……………........................................................................53
Chapter: 7 Conclusions …..................................................................................................55
Chapter: 8 Suggestions ...…...............................................................................................56
References............................................................................................................................
Annexure..............................................................................................................................

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CHAPTER - 1
INTRODUCTION
Work in today's organizations is characterized by increasing complexity, rapid change and
increasingly competitive business environments. In such a turbulent environment, the
organizations are facing a gradual shift in the traditional employment relationships.
Organizational loyalty is reported to be in decline as turnover rates increase, average job tenure
falls and employees go "job shopping". Under these recent developments employee turnover has
been viewed as an important organizational problem. Its importance lies in the fact that there are
numerous negative consequences in organizations if the rate of employee turnover is high. The
direct and indirect costs associated with turnover, not only in terms of recruitment and training,
but also in terms of work disruption and demoralization of remaining employees are very
significant and expensive. Turnover intention has been acknowledged as the best predictor of
actual turnover observed that behavioral intentions to stay or leave are consistently related to turn
over behavior. Also, Wonder, in their turnover model, measured intent to leave as a surrogate for
actual turnover. Turnover intention is a complex phenomenon that depends ~n various factors.
Growing body of research on employee turnover behavior indicates that age, job satisfaction,
tenure, job image, met expectations, organizational commitment are consistently related to
turnover intentions and the actual turnover.
Among various factors influencing the intentions of a person to quit the job, job satisfaction has
been found to be most influential. Locke described job satisfaction as "a pleasurable or positive
emotional state resulting from the appraisal of one's job or job experiences". The process how
job dissatisfaction leads to thoughts of quitting is well explained by Mobley's turnover model
which posits that job and working conditions affect job satisfaction which in turn leads to the
thought of quitting, to evaluate the utility of searching behavior, job search. Evaluation of
alternatives, comparison of alternatives via present job, intention to quit or stay, and finally to
turnover or retention behavior. Research findings have shown that people who are relatively
satisfied with their jobs, will stay in them longer, i.e. lower turnover, and be less absent

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Considering the significance of job satisfaction or dissatisfaction in influencing the intentions of
employees to quit the organization, the present study was designed to examine the relationship
between job satisfaction and turnover intentions.
MEANING OF EMPLOYEE TURNOVER:
Turnover means voluntary cessation of membership of an organization by an employee of that
organization. Turnover intention is broadly defined as attitudinal (thinking of quitting),
decisional (intention to leave), and behavioral (searching for a new job) processes proceeding
voluntary turnover. Employee turnover incurs significant cost, both in terms of direct costs
(replacement, recruitment and selection, temporary staff, management time), and also (and
perhaps more significantly) in terms of indirect costs (morale, pressure on remaining staff, costs
of learning, product/service quality, organizational memory) and the loss of social capital.
Employee turnover occurs when employees voluntarily leave their jobs and must be replaced.
Turnover is expressed as an annual percentage of the total workforce. For example, 25 percent
employee turnover would mean that one-quarter of a company's workforce at the beginning of
the year has left by the end of the year. Turnover should not to be confused with layoffs, which
involve the termination of employees at the employer's discretion in response to business
conditions such as reduced sales or a merger with another company.
“Employee turnover has been defined as the rate of change in the working staff of concern
during the definite period”.
In other words, it signifies the shifting of work force into and out of an organization. It is a major
of extent to which old employees leave and new employees enter into service in a given period.
Employee turnover is the cause and effect of instability of employment, apart from being a major
of the morale and efficiency or otherwise of worker.
Therefore, it can be concluded that Employee turnover is a perpetual concern for companies.
Having to replace staff at regular interval can be headache for a busy manager and the entire

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resource- shaping circus of hiring and training new employee is one that company scarcely look
forward to.
FACTORS RELATED TO EMPLOYEE TURNOVER:
There are several factors which are related to employee turnover, thus, as shown with the help of
diagram as below:

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The explanation of these factors related to Employee Turnover is as under:
1. The Economy in this model, the overall economy sets the stage for alternative
employment opportunities. In a tight economy, generally there are less alternative
opportunities and employees are less willing to leave their current jobs even if they are
dissatisfied.
2. Company culture is another strong determinant of turnover intentions. Company culture
is determined by a bunch of things as skills, leadership, rewards/recognition, and
communications.
3. Organizational Characteristics nested within an industry is the specific organization.
Within any industry, there are some organizations that simply do a much better job of
retaining employees than others. Some of this has little to do with enlightened practices
and is simply a product of workforce demographics. All things being equal, a younger
workforce will have more job and company changes than an older workforce. Part-time
personnel are less stable than full-time personnel and a workforce with greater average
tenure will have fewer turnovers than a workforce with less average tenure.
4. Industry Trends the Health Care industry is a good example of how industry trends
interact with the general economy. With managed health care has come an increased
focus on profitability and cost reduction, and rapid consolidation of hospitals. This has
created an atmosphere of uncertainty and dissatisfaction for many health care
professionals.
The current good economy offers career opportunities outside of the industry and can
increase the level of turnover that might already occur. The net effect is that turnover is very
high in this industry and there is an increasing shortage of qualified professionals.
5. Job Characteristics one of the most researched areas is the relationship between job
satisfaction and turnover. There is a well documented body of research that suggests the
following job characteristics are most commonly associated with job satisfaction:

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 Variety - Jobs that offer a greater variety of tasks are associated with higher
satisfaction levels
 Autonomy - Jobs that offer greater freedom and choice in execution (i.e.,
empowerment) are associated with higher satisfaction levels
 Identity - Jobs that offer a sense of ownership and personal accountability are
associated with higher satisfaction levels
 Feedback - Jobs that offer intrinsic feedback on quality of performance are
associated with higher satisfaction levels
Different Schools of Thoughts
There are two schools of thoughts on employee turnover research: the labour market school and
psychological school. The labour market school deals with the issues such as demand & supply,
job search, availability of job opportunities or perceived alternatives. The psychological school
concerns with those issues principally related to psychological accounts such as job satisfaction,
organizational commitment, organizational climate, and job stress. Both schools of turnover
research are unable to predict and explain the adequately reasons and measures for organization
to manage turnover effectively. Mobley indicates that there are four primary determinants of
Turnover: Job satisfaction-dissatisfaction; expected utility of alternative internal work
roles; expected utility of external work roles; and non-work values and contingency
Job satisfaction describes how content an individual is with his or her job. There are a variety of
factors that can influence a person's level of job satisfaction; some of these factors include the
level of pay and benefits, the perceived fairness of the promotion system within a company, the
quality of the working conditions, and the job itself. Falkenburg and Schyns describe job
satisfaction as a behavioural cycle; as a cause of behaviour consists of satisfaction with different
aspects of the job and the work situation. Satisfaction is the extent to which employees like their
work. There is a negative relationship between job satisfaction and withdrawal behaviour. Job
satisfaction can be divided into three dimensions: satisfaction with pay, satisfaction with nature

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of work, and satisfaction with supervision. The relationship between job satisfaction and
turnover is one of the thoroughly investigated variables in turnover literature.
This study is to know the factors affecting the Turnover intentions or the factors that motivate the
employees to stay in the organization. It is carried out also to have a comparative view of the
factors affecting in my company. It is a known fact that the attrition rate in our company is very
high. So, this study will shower light on the major factors that induce the employees to either
stay or leave the organization.
Some of the other factors are categorized under “Pull factors” and “Push factors”, “Individual
Characteristics”. The push factors include factors like, Job satisfaction, satisfaction with pay,
salary, And performance - reward contingencies. The push factors include persona income,
household income, job status and alternatives as well as external demands. These factors are
controllable by the organizations to create satisfaction among their employees. Dissatisfaction
can be reduced by improvising on these factors.

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The other factors that play a major role in inducing turnover intentions are the personal
characteristics. These can be age, gender, education, tenure in the company, or even the marital
status. The chances of a woman leaving the job after marriage are much higher than the men.
Also, people in their early ages tend to change jobs more frequently than the later ages after
having a family.
REASONS FOR EMPLOYEE TURNOVER
It is not easy to find out as to who contributes and who has the control on the attrition of
employees. Various studies/survey conducted indicates that everyone is contributing to the
prevailing attrition. Turnover does not happen for one or two reasons. The way the industry is
projected and speed at which the companies are expanding has a major part in employee
turnover.
For a moment if we look back, did we plan for the growth of this industry and answer will be no.
The readiness in all aspects will ease the problems to some extent. In our country we start the
industry and then develop the infrastructure. If we look within, the specific reasons for attrition

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are varied in nature and it is interesting to know why the people change jobs so quickly. Even
today, the main reason for changing jobs is for higher salary and better benefits. But in call
centres the reasons are many and it is also true that for funny reasons people change jobs. At the
same time the attrition cannot be attributed to employees alone.
Organizational Matters:
The employees always assess the management values, work culture, work practices and
credibility of the organization. The Indian companies do have difficulties in getting the
businesses and retain it for a long time. There are always ups and downs in the business. When
there is no focus and in the absence of business plans, non-availability of the campaigns makes
people to quickly move out of the organization.
Working Environment:
Working environment is the most important cause of high turnover. Employees expect very
professional approach and international working environment. They expect very friendly and
learning environment. It means bossism; rigid rules and stick approach will not suit the call
centre. Employees look for freedom, good treatment from the superiors, good encouragement,
friendly approach from one and all, and good motivation.
Job Matters:
No doubt the jobs today bring lots of pressure and stress is high. The employees leave the job if
there is too much pressure on performance or any work related pressure. It is quite common that
employees are moved from one process to another. They take time to get adjusted with the new
campaigns and few employees find it difficult to get adjusted and they leave immediately.
Monotony sets in very quickly and this is one of the main reasons for attrition. Youngsters look
jobs as being temporary and they quickly change the job once they get in to their own field. The
other option is to move to such other process work where there is no pressure of sales and
meeting service level agreements (SLA).
The employees move out if there are strained relations with the superiors or with the
subordinates or any slightest discontent.

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Salary and Other Benefits:
Moving from one job to another for higher salary, better positions and better benefits are the
most important reasons for attrition. The employees expect salary revision once in 4-6 months
and if not they move to other organizations.
Personal Reasons:
The personal reasons are many and only few are visible to us. The foremost personal reasons are
getting married or falling in love or change of place. The next important personal reason is going
for higher education. Most of the BE, MCA and others appear for GATE examination or other
examinations and once they get cleared they quickly move out.
Health is another aspect, which contributes for attrition. Employees do get affected with health
problems like sleep disturbances, indigestion, headache, throat infection and gynaecological
dysfunction for lady employees. Employees who have allergic problems and unable to cope with
the AC hall etc will tend to get various other health problems and loose interest to work.
Poaching:
The demand for trained and competent manpower is very high. Poaching has become very
common. The big companies target employees of small companies. The placement agencies have
good days for doing more business.
The employees with 4-6 months experience have very good confidence and dare to walk out and
get a better job in a week's time. Most of the organizations have employee referral schemes and
this makes people to spread message and refer the know candidates from the previous companies
and earn too.
Employee’s Advocate:
One of the main reasons why employees leave companies is because of problems with their
managers. An HR professional can be termed an employee’s advocate and a bridge between top

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management and employees at all levels. There is a huge gap between HR professionals and
employees in terms of understanding challenges and delivering requirements. HR has not really
understood the problems associated with employees’ careers and jobs. The company’s overall
plans and strategies also depend on HR professionals as they voice employees’ problems and
requirements. The HR department should have genuine interest in the employees’ welfare…it is
responsible for making sure that their expectations are met. By doing this it is easier to meet the
company’s business targets.
EFFECTS OF EMPLOYEE TURNOVER
There is no set level of employee turnover which effects on the employing organization become
damaging. Mostly it is said that employee turnover is not good for the organizations. But
employers should remember that turnover is not that bad either. What is required is an optimum
mix of turnover, not too high-not too low. An optimum mix of employee turnover can help in
many ways.
A little rate of employee turnover may result into:
Bringing in new ideas and skills from new hires
 Better employee-job matches.
 More staffing flexibility.
 Facilitate change and innovation.
High rate of turnover may lead to decrease in:
 Productivity

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 Service delivery
 Spread of organizational knowledge
 Interdependence of workers which creates bottlenecks in the smooth flow of activities
which affects the overall co-ordination.
 Additional direct and indirect cost increase the cost of production and in turn there is a
reduction in the profit.

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HERZBERG THEORY – TWO FACTOR THEORY
Herzberg’s Two-Factor Theory divides motivation and job satisfaction into two groups of factors
known as the motivation factors and hygiene factors. According to Frederick Herzberg, “the
motivating factors are the six ‘job content’ factors that include achievement, recognition, work
itself, responsibility, advancement, and possibility of growth. Hygiene factors are the ‘job
context’ factors, which include company policy, supervision, relationship with supervision, work
conditions, relationship with peers, salary, personal life, relationship with subordinates, status,
and job security”.
Basically the theory differentiates the factors between intrinsic motivators and extrinsic
motivators. The intrinsic motivators, known as the job content factors, define things that the
people actually do in their work; their responsibility and achievements. These factors are the
ones that can contribute a great deal to the level of job satisfaction an employee feels at work.
The job context factors, on the other hand, are the extrinsic factors that someone as an employee
does not have much control over; they relate more to the environment in which people work than
to the nature of the work itself.
Herzberg identifies these factors as the sources for job dissatisfaction. “Hertzberg reasoned that
because the factors causing satisfaction are different from those causing dissatisfaction, the two
feelings cannot simply be treated as opposites of one another. The opposite of satisfaction is not
dissatisfaction, but rather, no satisfaction. Similarly, the opposite of dissatisfaction is no
dissatisfaction.
While at first glance this distinction between the two opposites may sound like a play on words,
Herzberg argued that there are two distinct human needs portrayed”. Therefore, the basic
premise of the Two-Factor Theory is that if an employer or manager is trying to increase job
satisfaction and ultimately job performance for an employee or coworker, they need to address
those factors that effects one’s job satisfaction. The most direct approach is to work on the
intrinsic, job content factors. Giving the employee encouragement and recognition helps them to
feel more valued within the company, as well as giving a sense of achievement and
responsibility.

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This project tries to understand the reasons for the high levels of attrition in the company YESH
LAMI PRINT PVT LTD with a view of the Herzberg’s Two Factor Theory. Keeping in view the
motivating factors and the hygiene factors, the different reasons for leaving the job is studied.
The same is also kept in mind while framing the appropriate Retention techniques.

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RESEARCH METHODOLOGY
2.1 Research Objective:
Primary:
 To identify the factors which induce turnover intentions in the employees?
 To identify the factors which motivate an employee to stay in the organization?
 To find out the relation between job satisfaction and the Turnover intentions.
Secondary:
 To suggest ways to retain the talents in the organization.
2.2 Research type
This study is based on the qualitative research; Qualitative research is research concerned with
the measurement of attitudes, behaviours’ and perceptions and includes interviewing methods
such as telephone, intercept and door-to-door interviews as well as self-completion methods such
as mail outs.
2.3 Scope of the study:
This study is to know the factors affecting the Turnover intentions or the factors that motivate the
employees to stay in the organization. For manufacturing company YESH LAMI PRINT PVT
LTD of Ahmedabad are considered.
2.4 Sampling:
Sample size: 100 employees of company

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2.5 Data collectionSources:
o Primary Data: Primary data is collected through interviewing 100 employees of
company.
o Secondary Data: Details from websites, journals, articles, are used as a secondary data.
o Tool: Questionnaire

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CHAPTER – 3
COMPANY PROFILE
WE “YESH LAMI PRINT PVT. LTD”:
“POSITIVE ATTITUDE IS OUR PASSPORT FOR BETTER TOMMOROW”
As the name suggest YESH Think Positive any one can create its transparent picture
with closed eye only just by the power of imagination with the customer- focused
attitude, desire to understand customer business & identity the right partner for
executing the job. We act as one stop-shop for flexible packaging users.
Milestone of “Think Positive” group was incorporated in year 2004 by young
entrepreneur with positive attitude & with that the Company has developed successful
network in packaging industry manufacturing customized flexible laminated
packaging material under roof of Yesh.The company specializes in manufacturing and
developing all kind of available & new Printed flexible packaging Concepts.
In India, We have manufacturing facility in Ahmedabad & to serve better we have sales
offices at different region. With vision of globalation, we are about to start our new
Overseas Manufacturing plant of Flexible Laminated Packaging Material in Africa, to
satisfy our Valued overseas customers needs.

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We possess high technology & skilled workforce. Not only quality products, we are
committed to deliver comprehensive servicesto meet individual customer needs&
exceed customer satisfaction.
TECHNOLOGICAL STRENGTH AT “YESH”:
(A) ROTO GRVOUR PRINTING
Machine Quality Line 1 Line 2
(1) Made: Center (I) Modal No.
CIL-01
Center (I) Modal No.
CIL-08
(2) Size:
Printed Width
Minimum Width ->350mm
Maximum Width ->920mm
Re 1/- Upto 10Kg Bag
Minimum Width -> 510mm
Maximum Width -> 1250mm
Re 1/- to 50Kg Bag
(3) Speed : Line Job-125 Mtr./Min
Half Tone Job-70 Mtr./Min
Line Job-300 Mtr./Min
Half Tone Job-200 Mtr./Min
(4) Registration
Controlling :
Manually & Online
Stereoscope Controlling
Synchronize Electro Mode
Motorize Controlling &
Online Web Video System
(5) Print Dry Process: Heater Heater with Hot – Air
Generator
(6) Ink Circulation
System :
Rotor Ink Circulation Pump In
Each Station
(B) LAMINATION MACHINE
(1) Made: Center (I) Modal No.
CIL-01
Nord Meccanica
Super Simplex 1100
(2) Size: Minimum Width ->350mm
Maximum Width ->920mm
Minimum Width -> 510mm

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Lamination Width Re 1/- Upto 10Kg Bag Maximum Width -> 1000mm
Re 1/- to 50Kg Bag
(3) Speed : 200 Mtr./Min 400 Mtr./Min
4) Dry Process: Heater Solvent Less
(C) SLITTING MACHINE
(1) Made: Center (I) Modal No.
CIL-2001
Center (I) Modal No.
CIL-2008
(2) Controlling: Line Guiding System With
Stereoscope System
Line Guiding System With
Web Video System
(D) DOCTORING MACHINE
(1) Made: Center (I) Modal No.
CIL-01
Center (I) Modal No.
CIL-08
(2) Visioner: Stereoscope Online Web Video
(E) POUCH MAKING MACHINE
(1) Made: Primo Pack Primo Pack
(2) Capacity: 25 Gm to 5 Kg 25 Gm to 10 Kg
(3) Types Of Making:
Center – 3 Side Sealing
Side Gazzet, D-Punch
Pouch
Standy Pouch,
Zipper Pouch,
Dori Handle Pouch,
Top Sealing Back
(F) QUALITY EQUIPMENTS

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OUR BELIEF IN QUALITY:
“Quality ensuring reliability and customer satisfaction”
Quality is passion at “YESH” and aspect of high quality permits every
department here. The strong process oritation translates into real benefits like
reduce cycle time improve customer statification.
AIM at “YESH”
 Quantity with Quality
 Quality with Assurance
 Assurance with Commitment
 Commitment with Service
 Service with Team work
 Team work with Leadership
CORPORATE VISION:
We at YESH envision ourselves to be the Market Leader in every activity we do. The
growth horizons of this group are projected to be on Global platform and Standards.
Anybody making to our Team at any level and above all the attitude to follow our
vision & give their fullest to achieve the goal.
Professional to the core we at YESH take utmost care of our associates (Suppliers,
Client & team) and treat them like the family.
OUR PARTNERS:
We have always aimed at becoming a strategicbusiness partner to our customer
whose role goes beyond supplying products.
(1) Lab Description:  Caliper Gauge –GSMTester
 Chemicalcally Material Identificer
 Solvent Viscosity & Recovery Equipments
 Bond /Strength Strength

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“YESH” has been able to establish a very wide range to customer base which includes more
than 200 customers and more than 25 sectors across the globe like (Spices, Tea FMCG,
Food & Bakers (Biscuits Confectionary), Brewieries, Pan&Tobacco, Dairy Processor,
Agricultural Chemicals & Industrials, exporters, etc.,)
We are sure that now you have understood the reason behind our success.our work ethics
& systems ensure the best and with consistency. And above all, this is just the beginning,
we ensure that a lot of innovation and Improvement in Future “Welcome to YESH”

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LITERATURE REVIEW
1) Job Satisfaction and Turnover Intention Relationship: The Moderating
Effect of Job Role Centrality and Life Satisfaction - Okechukwu E.
Amah
Turnover affects the cost of operations and drains the organization of inherent tacit knowledge.
To manage these effects job satisfaction and turnover relationships have been studied. However,
only moderate results have been obtained, a situation blamed on the exclusion of individual
difference factors, and other relationships involving these factors.
The relationship between job satisfaction (JS) and employee turnover is one of the pathways to
better understanding employee turnover - organization linkages. This connection of employee
responses has attracted the interest of researchers, because satisfied employees have a greater
tendency to stay, and contribute to an organization’s competitive advantage and productivity.
Studies have shown that TI is a good measure of actual turnover behavior, and that attitude is an
immediate determinant of TI. The first way is to study more variables including situational
variables expected to be antecedents of turnover behavior. The second strategy is to consider
various forms of the relationship involving these antecedents. These authors also recognized the
existence of other individual factors that are potential antecedents of employee turnover, and
recommended that future studies might be designed to identify these variables. The variables that
are used in this research paper are Job Satisfaction, Role Clarity, Life Satisfaction, Turnover
Intention, Job Status, Gender, Age.
Using data from 400 employees of a new generation bank located in Lagos, Nigeria, the
relationship among job satisfaction, life satisfaction, role centrality and turnover intention was
evaluated. Job satisfaction was found to have a direct negative relationship with turnover
intention. Life satisfaction and role centrality moderated this relationship, such that participants,

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who were low in life satisfaction and role centrality, had greater tendency to exit the organization
even at high levels of job satisfaction.
They formulated the under stated hypotheses to prove their stand:
H1: Job Satisfaction is negatively related to turnover
intention.
H2: Life Satisfaction is negatively related to turnover
intention.
These results indicate that the effect of job satisfaction on turnover can be enhanced in two ways;
namely, when employees find congruence between their job and their self identity, and when
involvement in such jobs enhances their overall life satisfaction. Consequently, human resources
managers will be challenged to place a high priority on job design, and develop policies that help
employees to balance their work and non work involvements so as to enhance their overall life
satisfaction.
Interaction of LS and JS to Predict Turnover Intention
According to Wright and Bonett (2007), well being is a primary resource, which results from a
combination of secondary resources. Thus, LS, being a measure of subjective well being results
from the combination of the secondary resources, JS and family satisfaction (Frone, Russell &
Cooper 1992, Akerele, Osamwonyi & Amah 2007). These secondary resources (JS and family
satisfaction) are held in bundles or what (Hobfoll 1989) referred to as caravans. Individuals do
not assess the optimum level of each resource in a bundle, which will be independent of the
levels of the other resources that will be included in the same bundle. Thus, when making
decisions involving the level of each secondary resource in any bundle, there is a holistic view of
the entire range of resources in the bundle (both available and potential levels).
This decision process can be understood by considering the consumer behavior analyses in the
theory of indifference curves (Koutsoyiannis 1979). An indifference curve shows the
combination of goods that yield the same level of satisfaction, and when indifference curves are

29. 29
shown in a graph, they form an indifference map. Individuals will always prefer the bundle of
goods that provide higher satisfaction, and are on a higher indifference curve in the individual’s
indifference map. From the theory of the indifference curve, an individual can accept a lower
level of a good in the bundle, if a higher level will negatively affect the level of satisfaction
derived from the other goods in the same bundle. This decision becomes very critical if this
higher level results in the individual moving to a lower indifference curve in the indifference
map. Similarly, LS can be compared to the level of satisfaction in the indifference curve, while
job and family satisfaction are in the bundle, and their combination will result in a level of LS. It
is likely that an employee will remain in a job with low JS, if one with higher satisfaction will
negatively affect family satisfaction, and cause lower overall LS. For example, an employee in a
current job with low satisfaction, and low commuting, may not exit the job, even when offered a
new job with higher JS, if the new job involves greater commuting that will negatively affect
family satisfaction, and thus, put the individual on a low overall life satisfaction. Hence, the
individual will prefer to remain in the current job to optimise LS, and this relationship is
expressed in hypotheses three.
H3: LS will interact with JS such that the relationship between
JS and turnover intention will be weaker for high life
satisfaction participants.
RC as Moderator of the Relationship Between JS and Turnover Intention
The work of Kanungo (1982) and Paullay, et al. (1994) established the distinction between job
and WC. The former is a micro definition involving the current job, while the latter is a general
measure relating to an entire work system, and reflects the centrality of participating in the work
domain to individual’s self identity. When comparing individual differences on the centrality of
the work and family domains, as was done by Carr, et al. (2008), the WC is the construct to be
used. The concept of RC, like the job involvement concept, adopts a micro view of the definition
of centrality by considering the importance of an individual’s present job in the definition of self.
Thus, RC captures an individual’s perception that the current job defines his/her self worth and

30. 30
self esteem. Like identity RC is an individual value measure (Rothbard & Edwards 2003), the
state is enduring, it is not situational, and is resistant to change.
There is no consensus yet as to the definition of value. For the purpose of this study, value is
defined from the work of Kluckhohn (1951:395-398) as “…a conception, explicit or implicit,
distinctive of an individual or characteristic of a group, of the desirable which influences the
selection from available modes, means and ends of action.”. Thus, value can be an individual or
a social phenomenon, and is accepted as a component of super ego, which when violated is likely
to result in feelings of guilt, shame, and ego deflation. Contribution to the framework has been
given by Smith (1963), who stated that in order to maintain self esteem, individuals become
thoroughly practiced in evoking values to justify their actions and behaviors. In summary, RC (as
an individual value), is unique, it varies in importance, and is important in determining the
attitudes and behavior of individuals in the work place (Schwartz 1994).
Turnover decision, like any other decision in the social sciences, involves cost benefit analyses.
Some employees may consider leaving their job very costly, due to their great commitment to the
workplace, or when they define their role as central to the definition of their personality and self
identity (Kluckhohn 1951, Smith 1963, Judge 1993, Carr, et al. 2008). Borrowing from the
assertion of Carr, et al. (2008) on WC, RC may likely determine how decisions are made and
actions that are taken. Based on these assumptions it is likely that even in situations of low JS,
employees may perceive that the cost incurred when they leave a particular job may be higher
than the benefit they will get by leaving, because they consider the current work role as central to
their self identity. Thus, the negative relationship between JS and turnover may be weaker.
Individuals’ work family conflict levels have been found to depend on their WC level, and thus,
WC moderated the relationship between work family conflict and work attitude.
The findings in the Rothbard and Edwards study of the identity, and utilitarian motives of
individual time involvement in roles has potential to shed more light on the interactive effect of
RC. These two authors discovered that the identity motive operates on the premise that people
invest more in a role with which they identify as it enhances their self esteem and self
actualisation. But whether people can maintain their organizational linkage, and invest more in a

31. 31
role when they have low JS was somewhat answered by the finding of Rothbard and Edwards
(2003) that people can accommodate the cost of displeasure and not withdraw, if they perceive
that the expected long term benefit is more than the cost. These findings indicate that the
centrality of a role to an individual may likely moderate their JS-turnover relationship. Hence,
hypothesis four is tendered.
H4: RC will moderate the relationship between JS and
turnover intention such that for employees who see their role
as central to the definition of their identity, the relationship
between JS and turnover intention will be weak.
Conclusion
A major contribution of this study is the adoption of a micro definition of centrality, which
considers the centrality of the individual’s role in self definition. The study argues that the micro
level definition is well suited when within domain study is involved. This approach followed the
work of Paullay, et al. (1994), who disaggregated the macro definition of Kanungo (1982) into
general WC and micro job involvement. Job involvement like RC is always used in within work
studies, and provides better result than the macro definition confounded with WC (Paullay, et al.
1994).
The current study has made contribution in the turnover model, by identifying three additional
pathways to employee turnover, namely, through the interactive effects of LS and RC and the
direct effect of RC. The significant interactive roles of LS and RC have implications for
organizational participants. Firstly, it implies that managers must be aware of the level of LS; the
contributions made by the various domains to this level of LS, and individual preference as to the
importance of each domain in defining self identity.
Thus, it is necessary to consider the centrality of the job role of an individual in self definition,
while analysing the turnover pathway involving employee work attitude. The fact that the

32. 32
employee is generally satisfied with the overall job system does not guarantee low turnover, if
the employee does not see the current role as central to self definition. Consequently,
organizations are encouraged to design work environments that enhance employee JS, and also
ensure that the employees are happy with the jobs assigned them, and see such jobs as part of
their self definition. When they perceive leaving the organization will have high cost to them,
and thus, discourage turnover.
Secondly, personality tests are frequently used in the selection processes by organizations.
Organizations should go further by identifying the role preferences of employees also, and by
appropriate use of high performance human resources policies, they can reinforce the
individual’s perception of the centrality of the role assigned them, thereby managing turnover.
Life satisfaction is affected by job and family satisfaction (Akerele, et al. 2007). Thus, managing
life satisfaction involves robust management of job and family satisfaction, which attracts
attention for the establishment of human resources policies that will help employees balance
their work and family involvements.

33. 33
2) Relationship between Job Satisfaction and Turnover Intentions: An
Empirical Analysis
Ms. Gurpreet Randhawa
The present study attempts to examine the relationship between job satisfaction and turnover
intentions. The data was collected from 300 scientists (150 from NationalDairy Research
Institute, Kamal and 150 from Agriculture Extension Centres in Haryana). The scientists were
surveyed by questionnaire. The sample was drawn by using the simple random sampling
technique. Further, comparative analysis was also done in order to measure the significance of
difference between the mean scores of two groups of scientists.
The broad objectives of the present study were:
I. To study the relationship between job satisfaction and turnover intentions.
II. To study the effect of job satisfaction on the turnover intentions.
III. To compare the scientists working at NDRI, Kamal and at Agriculture Extension Centers
in Haryana on the measures of job satisfaction, turnover intentions and demographic
variables.
Conclusion
To conclude, the present study found a significant negative relationship between job satisfaction
and turnover intentions suggesting thereby that higher the job satisfaction, lower is the
individual's intention to quit the job. This shows that job satisfaction or dissatisfaction plays a
significant role in influencing the turnover intentions of employees. People satisfied from their
jobs, do their work with full interest and loyalty and have low intent to quit the organization and
viceversa. The results showed a significant negative correlation between job satisfaction and
turnover intentions. This signifies that higher the job satisfaction, lower is the intent of a person
to quit the job.

34. 34
In today's changing contours of work and employment where one organization career is
becoming rarer, employers should keep their employees satisfied so that they rarely think to
leave.

35. 35
Controllable vs. Uncontrollable Factors of Employee Turnover Intentions: An
Empirical Evidence from Textile sector of Pakistan.
Dr. Mahmood A. Bodla And Abdul Hameed
Employee turnover has substantial cost as it is a loss of social capital. The paper examines one of
the major human resource issues i.e. employee turnover intentions in to two dimensions:
controllable and uncontrollable factors. Controllable factors are the organizational factors and
uncontrollable factors are the environmental factors. Five variables are used for the measurement
of controllable factors which include satisfaction with pay, satisfaction with working conditions,
satisfaction with supervision, organizational commitment, and Job stress. Job hopping and
perceived alternative employment opportunities are the two variables used for measurement of
uncontrollable factors. The data is collected from 252 first line managers and supervisors of
textile sector of Pakistan for ascertaining the reasons of employee turnover. The statistical tools
employed to analyze the data are correlation and regression analyses.
The hypotheses laid were:
Hypothesis 1: Job satisfaction is negatively associated with turnover intention.
Hypothesis 1a: Satisfaction with pay is negatively associated with turnover intention.
Hypothesis 1b: Satisfaction with work is negatively associated with turnover intention.
Hypothesis 1c: Satisfaction with supervision is negatively associated with turnover intention.
Hypothesis 2: Organizational commitment is negatively associated with turnover intention.
Hypothesis 3: Job stress is positively associated with turnover intentions.
Hypothesis 4: Job hopping is positively associated with turnover intention.

36. 36
Hypothesis 5: Alternative employment opportunity is positively associated with turnover
intention.
Measures
Controllable variables included job satisfaction, organizational commitment, and Job stress. Job
satisfaction was measured on five point likert scale and this variable divided into three
dimensions i.e. satisfaction with pay, working condition, and supervision. Three items were used
for measuring each dimension. These were adapted from the Minnesota Satisfaction
Questionnaire (Weiss et al., 1967) and the Index of
Organizational Reaction Questionnaire (Smith, 1976). The reliabilities of three cales showed
satisfactory with Cronbach alphas of 0.63, 0.84, and 0.65, respectively, for satisfaction with pay,
working condition and supervision. Organizational Commitment Questionnaire (OCQ) was used
to measure employee commitment level, developed by Khatri and his colleagues (Khatri et al,
1974). Eight items were used for the measurement of organizational commitment. The scale
showed a good reliability i.e. 0.81. Job stress four items were used to measure, developed by
Vigoda and Kapun (2005). The job hopping was measured on three item scale which already
developed by Khatri and his lleagues (Khatri et al., 2001). The scale showed reliability i.e.
Cronbach alpha 0.71. The perceived alternative employment opportunities scale contained six
items and was adopted by Michaels and Spector (1982), Arnold and Feldman (1982), Billing and
Wemmerus (1983) and Modey et al (1984). The scale showed good reliability i.e. 0.76 and single
factor in factor analysis.
Conclusion
Employee has intention to switch when he is dissatisfied from his pay, supervision and nature of
work. A satisfied employee is more committed to the organizational work and has strong loyalty
and affiliation with the organization. Job stress is the mental tension caused by the workload,
working condition, and lack of means to perform job. So, job stress is another reason for
switching job from one to another organization. Job hopping and alternative employment
opportunities are the environmental factors who responsible for employee turnover intention.

37. 37
Job satisfaction and organizational commitment are negatively associated with turnover
intention. Job stress, job hopping and alternative employment opportunity is positively
associated with turnover intention. Controllable or organizational factors (job satisfaction,
organizational commitment, job stress) are more responsible for the intentions of employee
turnover as compare to uncontrollable or environmental factors (job hopping, alternative
employment opportunity). Human resource personnel can manage employee turnover by
providing competitive pay package, inspirational supervision, and congenial working condition
which ultimately produce committed and loyal employees.
Job stress can be managed by proper division of work and counseling service for the solution of
stress related problems. The researchers can extend this research by adding more variables just
like organizational change and its impact on employee turnover intentions, managers’ leadership
style and employee turnover intention. They can compare this study into two dimensions
manufacturing vs. service sector employees by increasing sample size which will give broader
view and comprehensive frame work of employee turnover intention.

38. 38
CHAPTER - 5
DATA ANALYSIS
TURNOVER INTENTIONS OF EMPLOYEESIN YESH LAMI PRINT PVT
LTD.
1. I will leave if something better turns up?
Interpretation: In the above graphs, we can see that, the more employees are tending to take a
hop to another job if an opportunity turns up. It can be said that here, employees in this company
have attitudinal TI intention. It would take other factors’ influence to turn it into decisional TI or
put it into behaviour.
It is quite likely that 33% of the employees to change their job after getting another offer.
2.)I intend to leave as soonas possible.
Interpretation: Majority of the employees of this company show and attitude to leave the
job as soon as possible, which can be said as decisional Turnover Intention.33% of the
employees are like to leave as soon as possible.
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likey
Extremely Likely

39. 39
3.)How likely is that you will actively look for another job?
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

40. 40
Interpretation: In the above graph, it can be seen that majority of the employees in this
company show a decisional Turnover Intension. The employees responded showing their
likeliness of actively looking for another job.
In relation to the previous question, it can be said that, employees would seek for new job and
will change as soon as they get an appropriate job
4.)I would change the job as soonas I getanother job.
Interpretation: In the above graphs, we can see that in IT sector,33 % more employees are
tending to take a hop to another job if an opportunity turns up than the other sector. It can be said
that employees in yesh lami print have Decisional TI intention which is seen in the 9% graph of
employees strongly agreed that they would leave the current job as soon as they get another job.
5.)I often think of quitting my job.
18%
30%
33%
9%
10%
Strongly Disagree
Slightly Disagree
Neutral
Slightly Agree
Strongly Agree

41. 41
Interpretation: It is seen that even though there is attitudinal Turnover Intention in the
employees of the thus yesh lami print it is not that likely that they don’t often think of quitting
their jobs.
It signifies that there may be some factors that may be inducing their intention to stay with the
same job.
18%
30%
33%
9%
10%
Strongly Disagree
Slightly Disagree
Neutral
Slightly Agree
Strongly Agree

42. 42
Future Plan to stay in the organization
6.) Which of the following most clearly reflects your feelings about future
with this company?
Interpretation: here most of the employees have somewhat likeness with feeling about future
in their company but 18% of the employee has least likely in nature.
7.) I would be more satisfied with some other job at this facility than I am with my
present job?
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

43. 43
Interpretation: here 10% of the employees of this company are satisfied with some other job
than they are working with present job while 33% are satisfied with their current job.
8.) My job is usually interesting to me?
Interpretation: here 10% of the employees are satisfied with their current job while
18% of the employees of this are not satisfied with their current job.
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

44. 44
9.) My job suits me very well?
Interpretation : here the employees of this company up to 10% says that their job suits them
while 18% of employees say that job doesn’t suits them.
10.) If I have a chance, I will change to some other job at the same time rate of
pay at this facility.
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

45. 45
Interpretation : here 10% of the employees are interested in changing job as they get the ssame
job at same rate with the same facility while 18% of the employees are interested to stay with
same job.
11.) If I have chance, I will change to some other job at the higher rate of pay at
this facility.
Interpretation: here 10% of the employees are interested in changing job with paying higher
rate while 18% of employees are least likely to pay higher rate.
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

46. 46
 IF YOU WOULD CONSIDERSTAYING AT YOUR CURRENT
JOB,THEN PLEASE CHECKTHE REASON APPLICABLE FOR
THE SAME
1.)I like what I do.
Interpretation: here 10% of the employees like to do their job while 18% of the employees
do not like their work.
2.)The environment here is lively.
Interpretation:here10%of the employeeslike theirenvironmentwhile 18% employeesare don’tadjust
withtheirenvironment.
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

47. 47
3.)Flexible works practices /options.
Interpretation: here 10% of the employees of this company like their flexible work
practices while 18% are not adjust with their company flexible work practices.
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

48. 48
4.)Have good pay.
Interpretation: here 10% of the employees are satisfied with the pay while 18% are not satisfied
with pay.
5.)Job is quite challenging.
Interpretation: here 10% of the employees like their challenging job while 18% o the
employees do not like their challenging job.
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

49. 49
6.)I get opportunity to learn new things and develop.
Interpretation: here 10% of the employees like the opportunities they get in company while 18% of
the employees don’t like these things to develop.
7.)I am trained adequately.
Interpretation: here 10% of the employees say that they are trained while 18% do not
think that they are trained adequately.
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

50. 50
8.) Opportunity to grow.
Interpretation: here 10% of the employee like that in this company there is opportunity
to grow while 18% of the employee does not agreed with this statement.
9.)Adequate incentives, rewards and recognition.
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

51. 51
Interpretation: here 10% of the employees are agreed with incentives and rewards while
18% of the employees are not agreed with this recognition.
 If you would consider changing your current job, then please check the
reasons applicable for the same.
1.) High job demands.
Interpretation: here 10% of the employees are consider to change current job because of
higher job demand while 18% of the employees are not agreed with this demand so they
don’t want to change job.
2.) Long working hours
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

52. 52
Interpretation:here 10%of the employeeswanttochange job because of longworkinghourswhile
18% of the employeeswanttowiththisorganization.
3.) Ineffective management.
18%
30%
33%
9%
10%
strongly disagree
slightly disagree
neither agree nor
disagree
slightly agree
strongly agree
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

53. 53
Interpretation: here 10% of the employees like to change job because of ineffective
management while 18% are least likely to change job.
4.) Feeling discriminated.
Interpretation: here 10% of the employees are feeling discriminated so they want to
change job while 18% of the employees are satisfied with job.
5.) Inadequate opportunities for career advancement.
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

54. 54
Interpretation: here 10% of the employees think that there are inadequate opportunities
for career advancement while 18% of the employees disagreed with this change.
6.) Want to obtain more or different expertise
Interpretation: here 10% of the employees want to change job because they want to
obtain different expertise while 18% of the employees disagree and don’t want to change
job.
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

55. 55
7.)Lack of challenges and boredom
Interpretation: here 10% of the employees think that there is lack of challenges and
boredom so they want to change job while 18% are disagree with this change.
8.)Lack of social support
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

56. 56
Interpretation: here 10% of the employees ant to change job because of lacking in social
support while 18% of the employees 18% of the employees disagreed with this change.
9.)Inadequate flexible work practices/option
Interpretation: here 10% of the employees want to change job because of inadequate
flexible work practices while 18% of the employees disagreed with this change.
10.) Feelings of not fitting in.
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

57. 57
Interpretation: here 10% of the employees are not feeling fit in organization while 18%
of the employees are fit with organization.
11.) Lack of development opportunities.
Interpretation: here 10% of the employees think that they get lack of development
opportunities while 18% of the employees don’t think the same.
12.) Lack of training.
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

58. 58
Interpretation: here 10% of the employees want change of job because of lack of training
while 18% of the employees disagreed with the same.
13.) Inadequate rewards /reviews/raises
Interpretation: here 10% of the employees want to change job because of inadequate
rewards while 18% of the employees disagreed with the same.
14.) Want a higher job status.
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

59. 59
Interpretation: here 10% of the employees want higher job status while 18% of the
employees are happy with their current job
15.) Want to advance my career.
Interpretation: here 10% of the employees want their advance career so they want to
change job while 18% are satisfied with the job.
16.) Want higher salary.
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

60. 60
Interpretation: here 10% of the employees want to change job because they want higher
salary while 18% of the employees are satisfied with salary.
17.) Want a better compensation place.
Interpretation: here 10% of the employees want better compensation so they want to
change job while 18% of the employees are satisfied with the same
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

61. 61
18.)Want the opportunity to learn new things.
Interpretation: here 10% of the employees want to learn new things so they want to
change job while 18% are disagreed with the same.
19.) Want more challenges in my job.
Interpretation: here 10% of the employees want more challenges job while 18% of the
employees are satisfied with job
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

62. 62
 IF YOU DECIDE TO LEAVE CURRENT JOB WHAT WOULD BE
YOUR INTENTIONS?
1.) I would intend to look for different type of job in my same company.
Interpretation: here 10% of the employees extremely intended to leave current job while
18% of the employees are least liking to change job.
2.) I would intend to stay in a similar job but move to different company.
Interpretation:here 10% of the employees extremely like to stay in similar job
while 18% of the employees are like to stay in organization.
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

63. 63
3.) I would intend to no longer work in same field /sector
Interpretation: here 10% of the employees like to leave same field while 18% of the
employees intend to stay in the organization.
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

64. 64
4.)I do not intend to look for another job at all.
Interpretation: here 10% of the employees do not intend to change job while 18% of the
employees least likely to stay with that organization.
 The information I get through formal communication channels help me
to perform my job effectively.
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

65. 65
Interpretation: Here 10% of the employees can perform well in organization because of
formal communication while 18% of the employees least likely for the same.
 In the organization, it is often unclear who has the formal authority to
make a decision.
Interpretation: here 10% of the employees extremely like that it remain unclear who
make the final decision while 18% dislike the same
 It’s really not possible to change things in the institution.
Interpretation:here 10% of the employees extremely like that in these company things could
not be change while 18% are least like for the same.
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

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 I am told promptly when there is change in policy, rules, or regulations
that affects me.
Interpretation: here 10% of the employees extremely likely that change policy while
18% of the employees least likely to affect me.
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

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 I have the authority I need to accomplish my work objective.
Interpretation: here 10% of the employees have the authority I need to accomplish my
work objective while 18% of the employees are disagreed with the same
 Employees do not have many opportunities to influence what goes on in
the organization.
Interpretation: here 10% of the employees extremely like those employees’ opportunities
to influence while 18% of the employees disagreed with the same.
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

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 Under the present system, promotion is seldom related to employee
performance.
Interpretation: here 10% of the employees like present system, promotion are seldom
related to employee performance while 18% of the employees least likely to same.
 Managementat this institution is flexible enough to make changes when
necessary.
Interpretation: here 10% of the employee extremely likes management at this institution
while 18% of the employees is disagreed with same.
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

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 In the organization, authority is clearly delegated.
Interpretation: here 10% of the employees extremely like authority is clearly delegated
while 18% of the employees is least likely the same.
 In general, this institution is run very well.
Interpretation: here 10% of the employees agreed with the institution while 18% of the
employees is disagreed with the same.
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely
18%
30%
33%
9%
10%
Least Likely
May be
Somewhat Likely
Quite Likely
Extremely Likely

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CHAPTER – 6
RESEARCH FINDINGS
This project tries to identify the factors that induce the Turnover Intention in the employees.
These factors are studied with a view of Herzberg’s Two Factor Theory of Motivation. For this,
100 employees of YESH LAMI PRINT PVT LTD were interviewed with the use of carefully
prepared questionnaire. The data derived were analyzed in accordance with the Herzberg’s
theory.
There is more probability of employees from this company that employees turnover could be
increased. Employees of this company induced that induce their turnover intentions. While
interviewing, many employees showed attitudinal and decisional levels of intentions of leaving
the organization. It can be said that employees in this company have attitudinal TI intention. It
would take other factors’ influence to turn it into decisional TI or put it into behaviour.
Also, it was seen that majority of the employees of this company show less willingness to leave
the job as soon as possible, which can be said as decisional Turnover Intention. Additionally, it
was seen that majority of the employees in this company show a decisional Turnover Intension.
The employees responded showing their less likeliness of actively looking for another job.
Employees rated different reasons for quitting the present job in both the sectors. While there
were also similarity in their choices. However, it was seen that in this company , employees
more wanted the job content factors than the context.
The reasons that majorly affect the satisfaction levels of the employees of both the sectors as it is
the motivating factors that increase the satisfaction level were also studied.
The content factors, also known as intrinsic motivators, define things that the people actually do
in their work. These factors are the ones that can contribute a great deal to the level of job
satisfaction an employee feels at work. Here, employees rated different reasons for staying with
the present job in this company. While there were also similarity in their choices. However, it
was seen that in this company, employees more rated the job content factors than the context as a
reason to stay with their organization.

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Apart from this, the factor that induces the Turnover Intentions was also studied. Among many
factors, some of the factors were seen to be more dominant. Some of the factors were, “High
Job Demands”, “Long Working Hours”, “Advancement of Career”, “Higher Salary”,
“Opportunities to learn new things”.
Also the reasons that were chosen as a reason to stay with the same job were the Job content
Factors like “the nature of job” and “opportunity to learn and develop” and Context Factors
like, “Environment” and “incentives”.
Employees of this company have chosen reasons that induce their turnover intentions.

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CHAPTER - 7
CONCLUSION
It can be concluded that there is more probability of employees from the yesh lami print pvt ltd
has the neutral thought that to stay or not with the organization.
Employees of this company have chosen reasons that induce their turnover intentions. While
there were also similarity in their choices. However, it can be concluded that in this company
most of the employees are at neutral stage to stay or not with this organization.
The employees of this company chose, “High Job Demands”, “Long Working Hours”,
“Advancement of Career”, “Opportunities to learn new things” as a reason to change the
job.
With the use of questionnaire tool, it can be concluded that there is significant difference in the
intention to stay with this organization.

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CHAPTER – 8
SUGGESTIONS
Employee retention is critical to the long term health and success of the business. A motivated
employee wants to contribute to work areas outside of his specific job description.
In today's scenario, it is not enough to pay the employees well and get the work done. Salary
might be an initial excuse to switch over. As the job demands are increasing, the demands of the
employees have also risen.
The expectancy theory states that everyone does not value outcomes the same way. This is the
reason; the organizations need to design an effective retention plan for their organizations. This
plan may include effective “Rewards & Recognition Programs”. These plans may or may not
be monetary.
It was learnt from the interviews that the employees of this company more wanted the job
content factors than the context. The employers in this organizations can carry out “coaching
sessions”, opportunities for career advancement, giving more flexibility and autonomy in their
work and more transparency in the organization, etc.
In this compan, employees apart from the job content factors the employees also chose the
factors like higher salary, social environment and Job status as reasons for changing the job.
Employers in this organizations need better ways to link the rewards and incentives to the work.
As it was seen that employees also responded positively to the satisfaction with their salary and
showed that there was adequate rewards and recognition. What lacking here is the link that is to
be established.

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BIBLIOGAPHY
 Book Reference:
o Stephen Robins, Timothy. J., and Seema. S. (2009) Organizational Behavior, 13th edition,
United States.
 Web References:
o http://teorionline.files.wordpress.com/2011/08/mann-whitney-u-test.pdf
o http://www.managementstudyguide.com/herzbergs-theory-motivation.htm
o http://tutor2u.net/business/people/motivation_theory_herzberg.asp
o http://www.itsmyascent.com/HRZone
o http://www.ibef.org/industry/informationtechnology.aspx

75. 75
Please fill the given questionnaire as truthfully as you can.
We assure you that any information you provide will be kept confidential and
used for academic purpose only.
I. Do you know of the hierarchy of your company? If yes then please specify at the
back.
Yes - No –
II. Brief about your Job role/profile:
…………………………………………………………………………………
III.
RespondentName:
Company Name:
Age:
Designation:
Tenure in the
company:
Qualification:
ContactNumber:

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Q2 (1- Least Likely, 2- May be, 3- Somewhat Likely, 4- Quite Likely, Extremely
Likely)
Q3 & 4 (1- Strongly Disagree, 2- SlightlyDisagree, 3- Neither disagree nor agree,
4- SlightlyAgree, Strongly Agree.)
Q5- (1- I will definitelynot leave, 2- I probably will not leave, 3- I am uncertain, 4- I
probably will leave, 5- I definitelywill leave)
1) What are your plans for staying withthis
organization? Also, rate it on 1 to 5 scale.
1 2 3 4 5
 I intend to stay until I retire.
 I will leave only if an exceptional opportunity turns
up.
 I will leave if something better turns up.
 I intend to leave as soon as possible.
2) How likelyis that you will activelylookfor
another job?
1 2 3 4 5
3) I would change the job as soon as I get another
job. Choose an appropriate optionI light of this
statement. Also, rate it on 1 to 5 scale.
1 2 3 4 5
4) I often think of quitting my job. Choose an
appropriate option I light ofthis statement. Also,
rate it/them on 1 to 5 scale.
1 2 3 4 5

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5) Which of the following most clearlyreflects your
feelings about your future withthis company?
Also, rate it on 1 to 5 scale.
1 2 3 4 5
6) Which of these is more applicable to you? Select
and also, rate it/them on 1 to 5 scale.
1 2 3 4 5
 I would be more satisfied with some other job at
this facility than I am with my present job.
 My job is usually interesting to me.
 My job suits me very well.
 If I have a chance, I will change to some other job
at the same rate of pay at this facility.
 If I have a chance, I will change to some other job
at the higher rate of pay at this facility.
7) If you would consider staying at your current job,
then please check the reasons applicable for the
same and rate them on 1 to 5 scale.
1 2 3 4 5
 I like what I do.
 The environment here is lively.
 Flexible work practices / options.
 Have good pay.
 Job is quite challenging.
 I get opportunity to learn new things and develop.
 I am trained adequately.
 Opportunities to grow.
 Adequate incentives, rewards and recognition.

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8) If you would consider changing your current job,
then please check the reasons applicable for the
same and rate them on 1 to 5 scale.
1 2 3 4 5
 High job demands
 Long working hours
 Ineffective management
 Feeling discriminated
 Inadequate opportunities for career advancement
 Want to obtain more or different expertise
 Lack of challenge or boredom
 Lack of social support
 Inadequate flexible work practices / options
 Feeling of not fitting in
 Lack of training
 Lack of development opportunities
 Inadequate rewards / reviews / raises
 Want a higher job status
 Want to advance my career
 Want a higher salary
 Want a better compensation place
 Want the opportunity to learn new things
 Want more challenge in my job
9) If you decide to leave your current job, what
would be your intentions? Please check all that
apply and rate them on 1 to 5 scale.
1 2 3 4 5
 I would intend to look for a different type of job in
my same company.
 I would intend to stay in a similar type of job, but
move to a different company.
 I would intend to no longer work in the same field /

79. 79
sector.
 I do not intend look for another job at all.
10) Rate these statements from 1 to 5 inaccordance
withyour problem areas.
1 2 3 4 5
 The information I get through formal
communications channels helps me to perform my
job effectively.
 In the organization, it is often unclear who has the
formal authority to make a decision
 It's really not possible to change things in the
institution.
 I am told promptly when there is a change in
policy, rules, or regulations that affects me.
 I have the authority I need to accomplish my work
objectives.
 Employees do not have much opportunity to
influence what goes on in the organization.
 Under the present system, promotions are seldom
related to employee performance.
 Management at this institution is flexible enough to
make changes when necessary.
 In the organization, authority is clearly delegated.
 In general, this institution is run very well.
ThankYou foryoursupport!!!