This document provides an overview of Sandfits Foundries Pvt Ltd, including its employee retention practices, company profile, management team, facilities, quality assurance processes, safety practices, and key elements of its approach to safety and environmental protection. The study aims to analyze employee satisfaction and retention at Sandfits by surveying 50 employees. It finds that most employees are interested in remaining with the company given its working conditions and job satisfaction.

1. CHAPTER-1
INTRODUCTION

2. Introduction to the study
The topic entitled “Employee Retention with Reference To Sandfits foundries Pvt Ltd
Coimbatore”. The main objective is to study about the effectiveness of employee
retention of Sandfits foundries Pvt Ltd. Also to get an insight about the organization and
to analyze the employee satisfaction levels, employee opinion, quality of work life and
offer suggestions to the organization.
Employee retention is a process in which the employees are encouraged to remain with
the organization for the maximum period of time or until the completion of the project.
Employee retention is beneficial for the organization as well as the employee. Employees
today are different. They are not the ones who don’t have good opportunities in hand. As
soon as they feel dissatisfied with the current employer or the job, they switch over to the
next job. It is the responsibility of the employer to retain their best employees. If they
don’t they would be left with good employees .A good employer should know how to
attract and retain its employees.
The study is conducted among the employees of Sandfits foundries Pvt Ltd Coimbatore.
In this research, primary and secondary data are mainly used. Primary data is collected
through structure questionnaire with a sample of 50 among the employees in the
organization. Here convenient sampling is used for collecting primary data. The
secondary data is collected through journals and websites.
The findings of the study have helped the researcher and accompany to understand about
the retention in the organization, and from this study it is found that majority of the
employees are highly interested to retain in the organization by considering the working
condition and job satisfaction.

3. Company profile
Sandfits Foundries Private Limited – One of the leading foundries in south India, was
started in 1962 at Coimbatore, Tamil Nadu, primarily to cater the captive needs of local
industry. Early in our inception, we carved a unique business model to success. With the
state of the art infrastructure, a team of young & energetic family and wide range of
products with excellence in quality, we have emerged as a castings solution provider to a
diverse industrial clientele. Today we are a well-established entity with an emerging
global presence. Recently we have developed CGI and ADI castings for Automobile
applications.
Sandfits leading Manufacturer of all grades of Grey and Ductile iron castings,
conforming standards, quality and grade to meet the markets globally. Casting weight
ranges from 3 kgs upto 4000 kgs.
Sandfits has the capability to supply various Engineering and production needs of
automotive, earth moving, gear transmission, hydraulics, tractors, textiles & wind energy.
This is largely due to Engineering & Manufacturing skills, adequate manufacturing
facilities, skilled workforce and technological excellence.
Sandfits has two major units, Unit I for Green Sand Process and UNIT II for Resin
Sand Process.
Journey
We started from humble roots in the year 1962 at Coimbatore, Tamil Nadu, primarily to
cater to the captive needs of local industry. Early in our inception, we carved a unique
business model to success. We celebrated our golden jubilee in 2013. Today, we are a
well-established entity with an emerging global presence.

4. Vision, Mission
Vision
Sandfits shall strive to be the preferred safe, socially responsible environmental friendly
iron foundry and leaders by adapting safety, advanced manufacturing techniques and
equipments in the focused segments.
Mission
 Sandfits shall benchmark for technology and quality against the European foundries to
meet and exceed customer expectations.
 Sandfits shall be environmental focused by complying with all statutory, regulatory and
customer requirements.
Principles
Innovation
We encourage change, always pursuing promising opportunities for clients, our partners
and ourselves.
Culture
We embrace diversity and foster a culture that promotes teamwork and inclusion to
pursue a common goal.
Partnership
We create the future by working together and with our clients in an atmosphere of trust
and confidence.
Integrity
At the heart of everything we do, is an unshakable commitment to honesty, fairness and
respect.

5. Management Team:
Chairman Mr.A.V.Varatharajan
Managing Director Mr.R.Saravanan
Vice President Mr.R.Thiruppathivasagam
General Manager Mr.C.G.Rajendran
DGM-Technical Mr.K.Selvaraj
DGM-Manufacturing Mr.R.K.Raj
Production Manager Mr. Praveen
Administration Manager Mr. Loganathan
Finance Manager Mr.Sundharam Pillai
Purchase Manager Mr.Kannan
Safety Manager Mr.Jagadeesh
Hr Manager Mr.Vijayakumar
Sandfits Edge
They have Production Facility as Sand Plant in 2 types. They are,
 Automatic Sand Plant- The machine will make Eirich as 32 Tonnes sand.
 Resin Sand Plant - The machine will make IMF – Iron Machine Foundry
in (2 NOS)
Infrastructure (Unit -1)
Disa Horizontal HPML (High Pressure Moulding Line)
 High Pressure Moulding Line from Disa – Denmark with maximum capacity of
100 moulds per hour
 The cake size of moulding is 610 x 710 x 248/248mm
 Pouring weight varies between 30kgs to 60 kgs
 Automatic core setter facility available
 Data logging traceability for individual mould

6. ARPA 900 - Advanced Research Projects Agency
 ARPA 900 Semi automatic moulding line from Disa – India with maximum
capacity of 50 boxes per hour.
 Box size – 900 x700 x 300/300
 Jolting and Squeezing PLC controlled
 Pouring weight various between 60kgs to 120kgs
CORE MAKING
 Cold max core shooters of 4 Nos, Two from Span – Pune, one is vertical parting
line and other is horizontal parting line with the capacity of 15 liters and 30 liters
respectively.
 Other Two cold box core shooters from GS Machineries, Coimbatore,
 Horizontal parting line core boxes, with the capacity of 20 liters
 One shell core shooter, electrical operated, with 5 kg capacity
 CoreOven – Electric operated, from Indaid – Chennai with the capacity of 1000
kg per hour.
MELTING & POURING
 Four Medium frequency induction melting furnaces
 One Dual – track furnace with 2 crucibles and 3 mono tracks with 3 crucibles
 Per hour metal output capacity is 5000 kg maximum
 Melt shop provided with Chemistry and metallurgical controls by having
Spectrometer, made by Thermo ficher – Switzerland model ARL (Association of
Research Libraries) 3460, which is able to check 32 elements at single spark
within few minutes and Cooling curve analysis facility through ITACA – ITALY
 Pouring – Manual pouring with Timer control.

7. FETTING & PAINTING
 Short blasting machines of model – VP 23,VP18, VP 14, from DISA for primary
& final Mode surface finishing
 Hydraulic degating machine used for separating the casting
 Single piece slow fetting line for high volume casting
 We are in the process of implementing Robo/CNC(Computer numerical control)
machine for fetting
 Spray & dipped painting in-house facility available
MACHINE SHOP
 CNC: Max.Turning Dia.350 mm, 500 mm long: 4 nos.(Computer numerical
control)
 VTL: Max.Turning Dia.350 mm, 400 mm long: 3 nos.(vertical turret lathe)
 VMC: Auto Pallet Changer, 600 x 600 mm pallet size : 2 nos.(vertical milling
center)
 VMC: Machinery with Rotary table center height 250 mm: 3 Nos.
 Hobbing Machine: Max Module 6, dia. 250 mm & face width 350 mm: 5 nos.
In-house Pattern machining facility.
 Make - BFW Astra BMV 70 TC 24
 Size – 1500 x 800 x 700
Quality Policy
We commit total responsibility to provide quality products and services with active
contribution of all employees.
We achieve customer confidence and trust by continuously improving systems and
upgrading manufacturing process.

8. Quality Assurance
We use world-class, state-of-the-art testing and validation facilities
Testing & Validation Process Include:
 SCADA controlled fully automatic sand plant integrated with online moisture
control system and multi cooler.
 Inbuilt sand quality testing facility at sand mixer for automatic sand preparation
with product specific requirement.
 Universal testing machine 40 tons capacity with electronic extensor meter.
 Metallographic laboratory with image analyzer.
 ARL 3460 OES spectrometer capable to test 32 elements with ultra-low nitrogen
channel.
 Thermal Analysis software (ITACA).
 CMM -Brown and Sharp. Model Global Classic – Table Size – 900*1200*800.
 In-house NDT facility – MPI, LP & UT.
 RAD Check Meter (Radioactive contamination test in Quality)

9. Safety
Sandfits is very much conscious about the importance of safety dealings in and around
the company. With the aim of minimizing and eliminating the fatal accidents & injuries,
we follow work safety analysis method to develop and implement preventive measures in
production, material handling, testing, packing & dispatching.
A comprehensive range of safety and environment protection equipment are available for
varied uses and applications in our foundries. These machines and equipment are
designed keeping the requirements of various works and tasks exercised in a foundry.
SAFETY EQUIPMENTS DEVICES SAFETY
PROCESS
 Safety
Glasses
 Air Pollution
Control
Equipment
 Collectors  Environmental
Waste
Treatment
 Safety
Gloves
 Environmental
Control
equipment
 Gas
Analyzers
 Hazardous
Waste
Recycling
 Safety
Hats
 Radioactive
Handling
Equipment
 Gas
Detectors
 Radioactive
Detection
systems for
Scrap
 Safety
Shields
 Water
Pollution
Control
equipment
 Radioactive
Detection
Devices
 Hazardous
Dust Treatment
 Safety
Shoes
 Water
Treatment
Compounds

10. EssentialElements
Some of the essential elements of safety and environment protection followed at Sandfits
are
 Measurable objectives, which encourage continual improvement toward zero
incidents and the prevention of pollution.
 Commitment of management, effective communication and training to assure the
safety and health of employees, community and the protection of environment.
 Acknowledgment by all the employees and management that safety and
environmental protection is a precondition of employment and that they are
responsible for their safety and the safety of those around them.
 Identification and controlling of risks into the business plans, decisions, and
operations.
 Compliance with all applicable regulations, legislation and relevant industry
standards.
 Providing decent resources to put through the safety and environmental protection
policies.
CSR Initiatives
While it is now statutory for corporate to involve in CSR activities, we Sandfits have it in
since 1962.
We firmly believe that wealth in financial form is just quantifiable whereas wealth in
human investments is quality and immeasurable, in terms of the difference it make in the
life of beneficiaries
At SANDFITS we undertake many CSR projects. (Corporate social
responsibility)
 Providing Computers for School children
 Biogas was donated to Shri Ramakrishna Ashram
 Supply of tables and chairs to government high schools in the surrounding areas,
and also in assistance to local schools to develop their infrastructural facilities.

11.  Sponsorships for school children for their higher educations
 Contribution towards Eye camp activities.
 Contribution for religious activities in constructing temples, communal halls etc.
COMPETITORS
 V R Foundries
 Ammarun Foundries
 Technocast Foundries
 PSG Foundry Division
 Essar Foundries
 Vishnu Foundry
 Babu Engineering Foundry
Customers
Customer base extends to a significant portion of the domestic casting industry. We take
pride in partnering with an illustrious clientele in the overseas market.
 Allison Transmission
 Armstrong
 Ashok Leyland
 Avtec
 AxleTech International
 Berco
 Bridgestone
 Caterpillar

12. 1962-2016 Achievements
1962 Company Established
1988 Acquired own land. Constructed new factory
1991 ARPA line was commissioned in the foundry
1995 Conventional machine shop facility added
1996 Induction furnace installed
1997 Commenced production of ductile iron castings
2000 ISO 9002 certifications obtained
2001 Imported spectrometer from Germany
2002 Obtained ISO/TS 16949-2002 Certification from TUV
2006 Resin sand foundry with IMF-FLL machines installed to produce heavy
casting as a green field project names as Sandfits foundries pvt Ltd
2007 Unit II at Appanaickenpatti near Sulur
2008 ARPA 900 Machine Moulding Line installed at UNIT I
2010 Obtained SQ Mark Certification by Hyundai Motor India
2011 DISA match 24*28 horizontal molding lines Installed.
 Core shop expanded with cold box core shooters.
 To supply the machined diff case in-house machine.
 Shop expanded with CNC HTC, VMC and VTC.
2013(50 Yrs) Golden Jubilee Celebration
2014 Conveyorised painting booth for dipping process installed.
 Solid works software procured with 2+1 license
 Multi-Gauge system installed for online inspection with SPC
analysis (Statistical Process Control).
2015 VMC Machine added for In house pattern Machining.
2016 Kunkel Wagner Multi-fan cooler installed

13. Market share
Sandfits hold 20% of the market share. PSG Foundry Division is the main competitor and
they hold 60% of the market share.
Sandfits has certain unique features as far as the formation of the company is concerned
where as the normal tendency, In these days , Is to invest their money real estate , this
groups has courageously chosen the hard option of investing for promoting a company in
a city in Coimbatore, Tamil Nadu.
Showing market share of Sandfits foundries and PSG Foundry
60%
20%
20%
Sales
Others
PSG Foundry Division
Sanfits

14. ORGANIZATIONAL CHART-HR
Managing Director
Assistant Manager
Trainee
Junior officer
Assistant Officer
Deputy Manager
Assistant General Manager-Hr
Vice president-Operations

15. Company life cycle
Life cycle is very important part of an organization. It indicates four stages in a company.
They are introduction, growth, maturity and decline. Sandfits foundries are in growth
stage. It is one of the fastest growing companies that provide total solutions related to
Automobiles and castings manufactures.
Customer are aware of the manufacturing product at this stage and are convinced that it
serve their needs. The product is redesigned to create differentiation and promotion lays
stress on the benefit of the differentiated product focus is to ensuring repeat purchases.
The company tries to achieve this purpose by focusing its effort on building a strong
brand. A strong build at this stage helps the company to fight competition as they emerge
in hordes at this stage.
Sales
&
Profit
1962 2006 2016
Introduction Maturity
Time Period

16. FUTURE PROSPECTSAND GROWTHPLAN
The company focus on quality and the initiatives for increasing the production level
further should lead to better performance in future. Companies on production levels
would remain flat as currently the company is going for massive highest replanting
exercise that would start producing results in 2-3 year’s time and would make the firm
highest land productivity in production sector.
Listed below are the future prospects of the company
 Extension of business whole over in Tamil Nadu.
 Branding of the name
 Highly efficient production units
 Promote high sale
Statement of the problem
The research problem is to study about the employee retention of Sandfits foundries
private limited. Employee Retention refers to the techniques employed by the
management to help the employees stay with the organization for a longer period of time.
Employee retention strategies go a long way in motivating the employees so that they
stick to the organization for the maximum time and contribute effectively. Sincere efforts
must be taken to ensure growth and learning for the employees in their current
assignments and for them to enjoy their work. Employee retention has become a major
concern for corporate in the current scenario. Individuals once being trained have a
tendency to move to other organizations for better prospects. Whenever a talented
employee expresses his willingness to move on, it is the responsibility of the management
and the human resource team to intervene immediately and find out the exact reasons
leading to the decision

17. Scope of the study
In the present scenario employees are looking for a job that provides them a satisfactory
working conditions and salary. In addition to this they also focus on the career growth
opportunities in their job. In this context it is significant to conduct a study on company’s
employee retention strategies and also analyze the level of employee satisfaction as well
as the problems faced by them. It helps to know the current situation in the company and
also helps to know what their expectations from the organization are.
Objectives of the study
Title of the study
“A study on employee retention in Sandfits foundries private Limited, Coimbatore”.
Primary Objective:
To study and examine the factors leading to employee retention in the organization
Secondary Objective:
 To understand the various factors behind the intention to stay in the
organization
 To measure the satisfaction levels of employees towards the companies
retention strategies.
 To offer suggestions to the company for employee retention
Research methodology
Research is the process of systematic and in-depth study or search for any particular
topic, subject or area of investigation, backed by collection, compilation, presentation and
interpretation of relevant details or data. Research methodology is a way to
systematically solve the research problem. It may be understood as a science of studying
how studying how research is done scientifically.

18. Research may develop hypothesis and test it. In it we study the various steps that are
generally adopted by the researcher in studying his research problem along with the logic
behind them.
It may develop hypothesis and test it. In it we study the various steps that are generally
adopted by the researcher in studying his research problem along with logic behind them.
Research must be based on fact observable data forms a sound basis for research
inductive investigation lead better support to research finding for analyzing facts a
scientific methodology of analysis must be developed and result interpreted logically.
Research problem would result in certain conclusions by means of logical analysis which
the decision-maker may use for his action or solution.
Type of study
Descriptive Research: Descriptive research is used to describe characteristics of a
population or phenomenon being studied. It does not answer questions about
how/when/why the characteristics occurred. Rather it addresses the "what" question
(What are the characteristics of the population or situation being studied?). Descriptive
Research does not fit neatly into the definition of either quantitative or qualitative
research methodologies, but instead it can utilize elements of both, often within the same
study.
Duration of the study

19. Types of data
In this study, the foremost data collection instrument used is the questionnaire method.
Apart from this, the research instrument consists of primary data and secondary data
collected for the study.
Primary Data– Primary data is collected by distributing printed questionnaires to
the employee of Sandfits foundries private limited.
Secondary Data – Secondary data was collected from the company journals and the
related websites.
Sampling unit
Employees of Sandfits foundries private limited, Coimbatore.
Sample size
Sample size used for the study is 50 employees of Sandfits foundries private limited,
Coimbatore.
Sampling method
The sampling method used is Convenient Sampling.
Tools for data collection
The data used for this study is collected directly from the respondents through
Questionnaires.
Tools for data analysis
Statistical tools are used for analyzing the data. In this study Percentage analysis is used.

20. Percentage Analysis:
This is a uni-variate analysis, were the percentage of a particular factor with different
categories are calculated, in order to help one get fair idea regarding the sample and
thereby that of population.
Limitation of the study
 Most of the employees had trouble understanding the question in the
questionnaire.
 Some employees were not willing to participate in the survey.
 The study is related with employees of Sandfits foundries in Coimbatore city
only, so generalization is based upon this.

21. CHAPTER-2
LITERATURE REVIEW

22. LITERATURE REVIEW
1. IMPROVING EMPLOYEE RETENTION AND CREATING A
MOTIVATIONAL ENVIRONMENT
Robin birak
ABSTRACT
Employee retention is a challenge in many organizations. Demographical and market
changes have created a more confident and demanding workforce, which makes it
necessary for organizations to be competitive and work harder at meeting employees
needs to retain their loyalty. The purpose of this action research project was to identify
the factors that impact employee retention. The literature that framed this study focused
on employee retention, employee motivation, work-life balance, and organizational
change and leadership. The study was conducted using focus groups as the primary data
gathering strategy, and recommendations were made based on the themes that emerged
from the data collected according to the topics reviewed in the literature section. The
managers within the sponsoring organization embraced the opportunity for change and
are committed to creating a motivational environment for employees while working
towards implementing positive changes to improve retention.
2. ROLE OF HUMAN RESOURCE PRACTICES ON EMPLOYEE
RETENTION IN INSTITUTES OF HIGHER LEARNING IN DELHI
Divya Deo
ABSTRACT
Human Resources are considered the most important asset of an Organization, but only
few Organizations are able to fully harness its potential. HRM practices can 25 affect
employee motivations by encouraging them to work both harder and smarter. Employee

23. retention is one of the challenges facing many organizations, occasioned by economic
process that has intensified competition and mobility of highly skilled employees.
Retention of academic staff could be a pertinent issue in Institutions and Universities in
India. Presently, the biggest challenge faced by educational institutions in India is the
acute shortage of qualified and competent faculties (Times News Network, 2006).
Retention of talents is not the choice of employers but is also the need of time as
education is already at risk running with talent crisis. Therefore this study has made an
attempt to present faculty retention as a major HR issue in higher learning Institutions
and Universities. For this study, I have identified four main HRM practices, namely,
Training and Development, Compensation System, Performance Appraisal System and
Employee Empowerment. The study is about how employees regard importance of their
empowerment, equity of compensation, job design through training and expectancy
towards effective performance management on their retention in the Organization.
3. EMPLOYEE RETENTIONSTRATEGIES:IT INDUSTRY
(BANGALORE)
James, Leena
ABSTRACT
Employee Turnover is a major challenge faced by the companies globally. This study has
focused on IT sector. Employees are the assets of any organization and organization
cannot afford losing its key performers. Organizations are striving to retain their talents
by implementing effective retention strategies. High Employee Turnover would
subsequently have an impact on productivity and sustainability of the organization. This
study is an attempt to understand the impact of Retention Strategies on Employee
Turnover in IT sector in India. Bangalore, being the IT hub of India, was chosen as the
location of the study. Other variables such as Welfare Benefits, Personal Satisfaction and
Organizational Culture, which are said to be associated with the Employee Turnover,
were also investigated as a part of this study. Intention to stay is the proxy variable which
explains the employee turnover in this study. Previous research conducted by various
scholars has shown that employee's intention to stay/leave determines the actual turnover

24. 4. A STUDY OF ORGANIZATIONAL CULTURE AND ITS EFFECT
ON EMPLOYEE RETENTION
John E. Sheridan
ABSTRACT
This paper tries to identify the key factors which affect employee performance and
attempts to understand the effect of organizational culture on employee retention. In the
modern organization, employee retention is the key term which summarizes all HR
efforts. Various methods are being employed in order to ensure high employee morale
and also to asses employee expectation and match them in order to check attrition.
However, for these methods to become effective, the quality of employees and the
organizational culture play a major role. This paper explores the overall satisfaction of
employee with regard to organizational culture. It also studies the expectations of
employees from organizations to understand the changes needed in the organizational
culture to improve retention rates.
5. MAHINDRA SATYAM, TECH MAHINDRA TO INTRODUCE
EMPLOYEE RETENTION PLANS
Deepika Amirapu
ABSTRACT
The Mahindra Satyam official quoted above said, "Tech Mahindra has most of its offices
in North and Western India. Since close to 50% of Satyam's hiring is from colleges and
companies 27 in Delhi, NCR region and Pune , employees who have had to relocate to
South India will now be allowed to take a transfer after filling in the vacancy."
6. ORGANIZATIONAL STRATEGIES THAT INSPIRE AND
IMPROVE EMPLOYEE RETENTION AND MORALE
Royal Roads University (Canada)
ABSTRACT
This study examines the organizational strategies that promote employee morale and
retention within McMan Youth, Family and Community Services. Organizational

25. practices are becoming streamlined and integrated processes, with a focus on employee
involvement and strong emphasis on collaboration and shared leadership. Employees are
instrumental in the overall growth and development of our organizations and
communities. This study allows McMan leaders to discover and build on the practices
that support employee retention and morale within the organization. A literature review
sinvestigates organizational culture, leadership, staff morale and retention. The data
collected through a survey and interviews revealed two overarching themes, financial
compensation and opportunities for growth and development. Recommendations
identified were alternate compensation strategies, leadership development and succession
planning, and mentoring and coaching opportunities. The main question explored
throughout this research is: "What organizational strategies would inspire and improve
employee morale and retention within McMan Youth, Family and Community Services?
7. LOCKWOOD (2006)
Retention is a critical element of an organization’s more general approach to talent
management, which is defined as “the implementation of integrated strategies or systems
designed to increase workplace productivity by developing improved processes for
attracting, developing, retaining, and utilizing people with the required skills and aptitude
to meet current and future business needs”.
8. STAUSS (2001)
A more detailed and recent definition for the concept of retention is “ customer linking,
identification, commitment, trust, readiness, to recommend and repurchase intensions
with the first four being emotional- cognitive retention constructs and the last two being
behavioral intensions.

26. CHAPTER 3
DATA ANALYSIS
AND
INTERPRETATION

27. Table 3.1 Age group
Serial
No
Age
group
No of Respondents Percentage
1 20-25 8 16
2 26-35 20 40
3 36-45 15 30
4 46-55 7 14
5 Over 55 0 0
Total 50 100
Chart 3.1 Age group
Interpretation
On the above chart shows age group of employees in SANDFITS, 16% are between 20-
25 age groups, 40% are between 26-35 age group, 30% are between 36-45 age group,
14% are between 46-55 age group.
0
5
10
15
20
25
20-25 26-35 36-45 46-55 over 55

28. Table 3.2. Overall Industrial experience
Sl. No Experience No. of Respondents percentage
1 Less than 1 year 4 8
2 1-3 16 32
3 3-5 18 36
4 5-10 4 8
5 More than 10 8 16
Total 50 100
Chart 3.2. Overall industrial experience
Interpretation
On the above chart shows the overall working experience 8% of employees have been
working there for less than 1 year, 32% of employees working there between 1-3 years,
36% of employees working there between 3-5 years, 8% employees working there
between 5-10 years and the 16% employees working there for more than 10 years.
8
32
28
22
18
percentage
Less than 1 year
1 year to 3 year
3 year to 5 year
5 year to 10 year
more than 10 years

29. Table 3.3. Experience in Sandfits foundries
Serial no Experience in
Sandfits
No. of Respondents Percentage
1 Less than 1 year 4 8
2 1-3 12 24
3 3-5 14 28
4 5-10 11 22
5 More than 10 9 18
Total 50 100
Chart 3.3. Experience in Sandfits foundries
Interpretation
On the above chart shows the working experience with Sandfits foundries 8% of
employees have been working there for less than 1 year, 24% of employees working
there between 1-3 years, 28% of employees working there between 3-5 years, 22%
employees working there between 5-10 years and the 18 % employees working there for
more than 10 years.
0
5
10
15
20
25
30
Less than 1
year
1 year to 3
year
3 year to 5
year
5 year to 10
year
more than 10
years
Series1

30. Table3.4. Adoption of best method of work by Organization
Serialno Level of
Agreeableness
No. of
Respondents
Percentage
1 Strongly Agree 12 24
2 Agree 28 56
3 Neutral 8 16
4 Disagree 2 4
5 Strongly Disagree 0 0
Total 50 100
Chart 3.4 Adoption of best method of work by Organization
Interpretation
On the above chart it shows that 24% of the employee strongly agree that organization
adopts the best method of work and 56% employees agrees to this and 16 % of
employees is neutral and 4% employees disagrees.
0
10
20
30
40
50
60
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
PERCENTAGE
PERCENTAGE

31. Table 3.5. Employee growthopportunity plans for long term retention
Serialno Level of
Agreeableness
No. of
Respondents
Percentage
1 Strongly Agree 2 4
2 Agree 26 58
3 Neutral 18 36
4 Disagree 4 8
5 Strongly Disagree 0 0
Total 50 100
Chart 3.5 Employee growth opportunity plans for long term retention
Interpretation
On the above chart it shows that 4% of the employee strongly agree that company have
employee growth opportunity plans for long term retention of employees and 58%
employees agrees to this and 36 % of employees is neutral and 8% employees disagrees
16
44
22
14
4
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

32. Table 3.6. Importance of training for an employee to perform better
Serial
no
Level of
Agreeableness
No. of
Respondents
Percentage
1 Strongly Agree 2 4 48
2 Agree 20 40
3 Neutral 6 12
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 50 100
Chart 3.6. Importance of training for an employee to perform better
Interpretation
On the above chart it shows that 48% of the employee strongly agree that the training is
essential for an employee to perform better and 40% employees agrees to this and 12 %
of employees is neutral.
0
5
10
15
20
25
30
35
40
45
50
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Series1

33. Table 3.7. Periodic reinforcement and support of working systemby
Supervisors
Serialno Level of Agreeableness No. of
Respondents
TotalMarks
1 Strongly Agree 7 14
2 Agree 25 50
3 Neutral 16 32
4 Disagree 2 4
5 Strongly Disagree 0 0
Total 50 100
Chart3.7. Periodic reinforcement and support of working system by
Supervisors
Interpretation
On the above chart it shows that 14% of the employee strongly agree that superiors
periodically reinforce and support the working condition, and 50% employees agrees to
this and 32 % of employees is neutral and 4% employees disagrees.
0
10
20
30
40
50
60
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Total Marks
Total Marks

34. Table 3.8. Provisionof sufficient job security to employees
Serialno Level of
Agreeableness
No. of
Respondents
Percentage
1 Strongly Agree 3 6
2 Agree 24 48
3 Neutral 15 30
4 Disagree 7 14
5 Strongly Disagree 1 2
Total 50 100
Chart3.8. Provisionof sufficient job security to employees
Interpretation
On the above chart it shows that 6% of the employee strongly agree that they have been
provided with sufficient job security and 48% employees agrees to this and 30 % of
employees is neutral and 14% employees disagrees and the rest 2% strongly disagrees.
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

35. Table 3.9. Lack of careerdevelopment opportunity in the organization
Serialno Level of
Agreeableness
No. of
Respondents
Percentage
1 Strongly Agree 1 2
2 Agree 14 28
3 Neutral 16 32
4 Disagree 8 16
5 Strongly Disagree 1 2
Total 50 100
Chart3.9. Lack of careerdevelopment opportunity in the organization
Interpretation
On the above chart it shows that 2% of the employee strongly agree that they feel there is
lack of career development opportunity in the organization and 28% employees agrees to
this and 32 % of employees is neutral and 16% employees disagrees and the rest 2%
strongly disagrees.
0
5
10
15
20
25
30
35
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Series1

36. Table 3.10. Company provide motivation and rewards to employees
Serialno Response No. of Respondents Percentage
1 Strongly Agree 8 16
2 Agree 22 44
3 Neutral 11 22
4 Disagree 7 14
5 Strongly Disagree 2 4
Total 50 100
Chart3.10. Company provide motivation and rewards to employees
Interpretation
On the above chart it shows that 16% of the employee strongly agree that the company
provide motivation and rewards to employees and 44% employees agrees to this and 22
% of employees is neutral and 14% employees disagrees and the rest 4% strongly
disagrees.
0
5
10
15
20
25
30
35
40
45
50
Strongly Agree Agree Neutral Disagree Strongly
Disagree
Series1

37. Table 3.11. Training program have direct impact on your work
Serial
no
Response No. of Respondents Percentage
1 Strongly Agree 22 44
2 Agree 23 46
3 Neutral 3 6
4 Disagree 2 4
5 Strongly Disagree 0 0
Total 50 100
Chart 3.11. Training program have direct impact on your work
Interpretation
On the above chart it shows that 44% of the employee strongly agree that the training
programs have direct impact on their work, and 46% employees agrees to this and 6 % of
employees is neutral and 4% employees disagrees..
0
5
10
15
20
25
30
35
40
45
50
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Series1

38. Table 3.12. Influence of job satisfaction to retain in the organization
Sl. No Level of Influence No. of Respondents Percentage
1 Very low 5 10
2 Low 8 16
3 Medium 20 40
4 High 10 20
5 Very high 7 14
Total 50 100
Chart 3.12 Influence of job satisfactionto retain in the organization
Interpretation
On the above chart it shows that 10% of the employee strongly agree that job satisfaction
has been influenced them to retain in the organization and 16% employees agrees to this
and 40 % of employees is neutral and 10% employees disagrees and the rest 14%
strongly disagrees.
0
5
10
15
20
25
30
35
40
Very low Low Medium High Very high
Percentage
Percentage

39. Table 3.13.1 Level of satisfaction on career opportunities
Serial no Response No. of Respondents Percentage
1 Highly satisfied 18 36
2 Satisfied 16 32
3 Neutral 12 24
4 Dissatisfied 4 8
5 Highly dissatisfied 0 0
Total 50 100
Chart 3.13.1 Level of satisfaction on career opportunities
Interpretation
On the above chart it shows that 36% of the employee strongly agree that career
opportunity as an satisfaction and 32% employees agrees to this and 24 % of employees
is neutral and 8% employees disagrees.
0
5
10
15
20
25
30
35
40
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied
Percentage

40. Table 3.13.2 Level of satisfaction on job security
Serial
No
Response No. of Respondents Percentage
1 Highly satisfied 12 24
2 Satisfied 20 40
3 Neutral 16 32
4 Dissatisfied 1 2
5 Highly dissatisfied 1 2
Total 50 100
Chart 3.13.2 Levelof satisfactionon job security
Interpretation
On the above chart it shows that 24% of the employee strongly agree that job security as
an satisfaction and 40% employees agrees to this and 32 % of employees is neutral and
2% employees disagrees and the rest 2% employees strongly disagrees to this.
0
5
10
15
20
25
30
35
40
Highly
satisfied
Satisfied Neutral Dissatisfied Highly
dissatisfied
Percentage
Percentage

41. Table 3.13.3 Level of satisfaction on pay and privilege
Serial No Response No. Of Respondents Percentage
1 Highly satisfied 5 10
2 Satisfied 22 44
3 Neutral 18 36
4 Dissatisfied 5 10
5 Highly dissatisfied 0 0
Total 50 100
Chart 3.13.3 Levelof satisfactionon pay and privilege
Interpretation
On the above chart it shows that 10% of the employee strongly agree that pay and
privilege as an satisfaction and 44% employees agrees to this and 36 % of employees is
neutral and 10% employees disagrees.
Percentage
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied

42. Table 3.13.4 Level of satisfaction on relationship with superior
Serial no Response No. of Respondents Percentage
1 Highly satisfied 17 34
2 Satisfied 22 44
3 Neutral 10 20
4 Dissatisfied 1 2
5 Highly dissatisfied 0 0
Total 50 100
Chart 3.13.4 Level of satisfaction on relationship with superior
Interpretation
On the above chart it shows that 34% of the employee strongly agree that Relationship
with superior as an satisfaction and 44% employees agrees to this and 20 % of employees
is neutral and 2% employees disagrees.
0
5
10
15
20
25
30
35
40
45
50
Highly
satisfied
Satisfied Neutral Dissatisfied Highly
dissatisfied
Percentage
Percentage

43. Table 3.13.5 Levelof satisfactiononworking environment
Serial no Response No. of Respondents Percentage
1 Highly satisfied 9 18
2 Satisfied 15 30
3 Neutral 24 48
4 Dissatisfied 1 2
5 Highly dissatisfied 0 0
Total 50 100
Chart 3.13.5 Levelof satisfactionon working environment
Interpretation
On the above chart it shows that 18% of the employee strongly agree that working
environment as an satisfaction and 30% employees agrees to this and 48 % of employees
is neutral and 2% employees disagrees.
0
10
20
30
40
50
60
Highly
satisfied
Satisfied Neutral Dissatisfied Highly
dissatisfied
Percentage
Percentage

44. Table 3.13.6 Levelof satisfactiononrelation with coworkers
Serialno Response No. of Respondents Percentage
1 Highly satisfied 13 26
2 Satisfied 20 40
3 Neutral 8 16
4 Dissatisfied 8 16
5 Highly dissatisfied 1 2
Total 50 100
Chart 3.13.6 Levelof satisfactionon relationwith coworkers
Interpretation
On the above chart it shows that 26% of the employee strongly agree that Relation with
coworkers as an satisfaction and 40% employees agrees to this and 16 % of employees is
neutral and 16% employees disagrees and the rest 2% of employees strongly disagrees to
this.
0
5
10
15
20
25
30
35
40
45
Highly
satisfied
Satisfied Neutral Dissatisfied Highly
dissatisfied
Percentage
Percentage

45. Table 3.13.7 Levelof satisfactiononjob recognition
Serialno Response No. of Respondents Percentage
1 Highly satisfied 16 32
2 Satisfied 14 28
3 Neutral 18 36
4 Dissatisfied 1 2
5 Highly dissatisfied 1 2
Total 50 100
Chart 3.13.7 Levelof satisfactionon job recognition
Interpretation
On the above chart it shows that 32% of the employee strongly agree that Job recognition
as an satisfaction and 28% employees agrees to this and 36 % of employees is neutral and
2% employees disagrees and the rest 2% of employees strongly disagrees to this.
0
5
10
15
20
25
30
35
40
Highly
satisfied
Satisfied Neutral Dissatisfied Highly
dissatisfied
Percentage
Percentage

46. Table 3.13.8 Levelof satisfactiononmonetary benefits
Serialno Response No. of Respondents Percentage
1 Highly satisfied 19 38
2 Satisfied 23 46
3 Neutral 5 10
4 Dissatisfied 3 6
5 Highly dissatisfied 0 0
Total 50 100
Chart 3.13.8 Levelof satisfactionon monetary benefits
Interpretation
On the above chart it shows that 38% of the employee strongly agree that Monetary
benefits as an satisfaction and 46% employees agrees to this and 10 % of employees is
neutral and 6% employees disagrees.
0
5
10
15
20
25
30
35
40
45
50
Highly
satisfied
Satisfied Neutral Dissatisfied Highly
dissatisfied
Percentage
Percentage

47. Table 3.13.9 Levelof satisfactionongrievance handling
Serialno Response No. of Respondents Percentage
1 Highly satisfied 12 24
2 Satisfied 20 40
3 Neutral 12 24
4 Dissatisfied 5 10
5 Highly dissatisfied 0 0
Total 50 100
Chart 3.13.9 Levelof satisfactionon grievance handling
Interpretation
On the above chart it shows that 24% of the employee strongly agrees that Grievance
handling as a satisfaction and 40% employees agrees to this and 24 % of employees are
neutral and 10% employees disagree.
0
5
10
15
20
25
30
35
40
Percentage
Percentage

48. Table 3.14. Availability of goodworking condition for long term
employee retention
Serialno Response No. of Respondents Percentage
1 Highly satisfied 10 20
2 Satisfied 25 50
3 Neutral 12 24
4 Dissatisfied 2 4
5 Highly dissatisfied 1 2
Total 50 100
Chart 3.14 Availability of goodworking condition for long term
employee retention
Interpretation
On the above chart it shows that 20% of the employee strongly agrees that the company
provide good working condition for the long term retention of the employees and 50%
employees agrees to this and 24% of employees is neutral and 4% employees disagrees
and the rest 2% of employees strongly disagrees to this.
0
10
20
30
40
50
60
Highly
satisfied
Satisfied Neutral Dissatisfied Highly
dissatisfied
Percentage
Percentage

49. Table 3.15. Opportunities to share ideas at work
Serialno Response No. of Respondents Percentage
1 Certainly 19 38
2 Sometimes 20 40
3 Not at all 11 22
Total 50 100
Chart 3.15 Opportunities to share ideas at work
Interpretation
On the above chart it shows that 38% of the employees agree that certainly they have the
opportunity to share your ideas at work and 40% employees agrees sometimes and 22 %
of employees agree not at all.
Percentage
Certainly
Sometimes
Not at all

50. Table 3.16. Rating of infrastructure and equipment provided
Serialno Response No. of Respondents Percentage
1 Very good 12 24
2 Good 22 44
3 Average 16 32
4 Bad 0 0
5 Very Bad 0 0
Total 50 100
Chart 3.16 Rating of infrastructure and equipment provided
Interpretation
On the above chart it shows that 24% of the employees rated the infrastructure and
equipment provided by the company as very good and 44% of the employees rated as
good, 32% employees rated as average.
0
5
10
15
20
25
30
35
40
45
50
Very good Good Average Bad Very Bad
Percentage
Percentage

51. Table 3.17. Opinion regarding the rewards that should be received for
good work
Serialno Response No. of Respondents Percentage
1 Appreciation 10 20
2 Promotion 22 44
3 Incentives 6 12
4 Bonus 8 16
5 Allowances 4 8
Total 50 100
Chart 3.17 Opinion regarding the rewards that should be received for
good work
Interpretation
On the above chart it shows the type of reward that have been given to employees for
their good work 20% of employees marked as appreciation, 44% marked as promotion
2% marked as incentives, 16%marked as bonus and 8% marked as allowances.
0
5
10
15
20
25
30
35
40
45
50
Appreciation Promotion Incentives Bonus Allowances
Percentage

52. Table 3.18.1 Influence of job satisfaction as an intention to stay
Serial no Response No. of Respondents Percentage
1 Very high 14 28
2 High 20 40
3 Average 13 26
4 Low 3 4
5 Very low 0 0
Total 50 100
Chart 3.18.1 Influence of job satisfaction as an intention to stay
Interpretation
On the above chart it shows that job satisfaction as an factor of your intention to stay in
this the employees have been rated as 28% as very high, 40% as high, 26% as average,
6% as low.
0
5
10
15
20
25
30
35
40
45
Very high High Average Low Very low
Percentage

53. Table 3.18.2 Influence of monetary benefits as an intention to stay
Serialno Response No. of Respondents Percentage
1 Very high 6 12
2 High 14 28
3 Average 20 40
4 Low 10 20
5 Very low 0 0
Total 50 100
Chart 3.18.2 Influence of monetary benefits as an intention to stay
Interpretation
On the above chart it shows that Monetary benefits as an factor of your intention to stay
in this the employees have been rated as 12% as very high, 28% as high, 40% as average,
20% as low.
0
5
10
15
20
25
30
35
40
45
Very high High Average Low Very low
Percentage

54. Table 3.18.3 Influence of working environment as an intention to stay
Serialno Response No. of Respondents Percentage
1 Very high 11 22
2 High 8 16
3 Average 27 54
4 Low 4 8
5 Very low 0 0
Total 50 100
Chart 3.18.3 Influence of working environment as an intention to stay
Interpretation
On the above chart it shows that working environment as an factor of your intention to
stay in this the employees have been rated as 22% as very high, 16% as high, 54% as
average, 8% as low.
0
10
20
30
40
50
60
Very high High Average Low Very low
Percentage

55. Table 3.18.4 Influence of career development as an intention to stay
Serialno Response No. of Respondents Percentage
1 Very high 4 8
2 High 16 32
3 Average 16 32
4 Low 12 24
5 Very low 2 4
Total 50 100
Chart 3.18.4 Influence of career development as an intention to stay
Interpretation
On the above chart it shows that career development as an factor of your intention to stay
in this the employees have been rated as 8% as very high, 32% as high, 32% as average,
24% as low and 4% as very low.
0
5
10
15
20
25
30
35
Very high High Average Low Very low
Percentage

56. Table 3.18.5 Influence of relationship with superiors as an intention to
stay
Serialno Response No. of Respondents Percentage
1 Very high 18 36
2 High 23 46
3 Average 15 30
4 Low 4 8
5 Very low 0 0
Total 50 100
Chart 3.18.5 Influence of relationship with superiors as an intention to
stay
Interpretation
On the above chart it shows that relation with superiors as an factor of your intention to
stay in this the employees have been rated as 36% as very high, 46% as high, 30% as
average, 8% as low.
0
5
10
15
20
25
30
35
40
45
50
Very high High Average Low Very low
Percentage

57. Table 3.18.6 Influence of relationship with coworkersas an intention to
stay
Serialno Response No. of Respondents Percentage
1 Very high 22 36
2 High 24 46
3 Average 4 8
4 Low 0 0
5 Very low 0 0
Total 50 100
Chart 3.18.6 Influence of relationship with coworkersas an intention to
stay
Interpretation
On the above chart it shows that relation with coworkers as an factor of your intention to
stay in this the employees have been rated as 44% as very high, 48% as high, 8% as
average.
0
5
10
15
20
25
30
35
40
45
50
Very high High Average Low Very low
Percentage
Percentage

58. Table 3.18.7 Influence of job security as an intention to stay
Serialno Response No. of Respondents Percentage
1 Very high 10 20
2 High 7 14
3 Average 13 26
4 Low 18 36
5 Very low 2 4
Total 50 100
Chart 3.18.7 Influence of job security as an intention to stay
Interpretation
On the above chart it shows that job security as an factor of your intention to stay in this
the employees have been rated as 20% as very high, 14% as high, 26% as average, 36%
as low and 4% as very low.
Percentage
Very high
High
Average
Low
Very low

59. Table 3.18.8 Influence of training program as an intention to stay
Serialno Response No. of Respondents Percentage
1 Very high 15 30
2 High 21 42
3 Average 10 20
4 Low 3 6
5 Very low 1 2
Total 50 100
Chart 3.18.8 Influence of training programs as an intention to stay
Interpretation
On the above chart it shows that Training program as an factor of your intention to stay in
this the employees have been rated as 30% as very high, 42% as high, 20% as average,
6% as low and 2% as very low.
0
5
10
15
20
25
30
35
40
45
Very high High Average Low Very low
Percentage

60. Table 3.18.9 Influence of motivation as an intention to stay
Serialno Response No. of Respondents Percentage
1 Very high 20 40
2 High 18 36
3 Average 8 16
4 Low 4 8
5 Very low 0 0
Total 50 100
Chart 3.18.9 Influence of motivation as an intention to stay
Interpretation
On the above chart it shows that Motivation as a factor of your intention to stay in this the
employees have been rated as 40% as very high, 36% as high, 16% as average, 8% as
low.
0
5
10
15
20
25
30
35
40
45
Very high High Average Low Very low
Percentage

61. Table 3.18.10 Influence of appreciation as an intention to stay
Serialno Response No. of Respondents Percentage
1 Very high 14 28
2 High 26 52
3 Average 9 18
4 Low 1 2
5 Very low 0 0
Total 50 100
Chart 3.18.10 Influence of appreciation as an intention to stay
Interpretation
On the above chart it shows that Appreciation as a factor of your intention to stay in this
the employees have been rated as 28% as very high, 52% as high, 18% as average, 2% as
low.
0
10
20
30
40
50
60
Very high High Average Low Very low
Percentage

62. Table 3.19. Shifting from the present job if a better one comes
Serialno Response No. of Respondents Percentage
1 Strongly Agree 3 6
2 Agree 4 8
3 Neutral 20 40
4 Disagree 18 36
5 Strongly disagree 5 10
Total 50 100
Chart 19. Shifting from the present job if a better one comes
Interpretation
On the above chart it shows that 20% of the employee strongly agrees that they will be
shifting from the present job if a better offer comes and 50% employees agrees to this and
24% of employees is neutral and 4% employees disagrees and the rest 2% of employees
strongly disagrees to this.
0
5
10
15
20
25
30
35
40
45
Strongly Agree Agree Neutral Disagree Strongly
disagree
Percentage

63. Table 3.20. Reasons for leaving
Serial no Response No. of Respondents Percentage
1 Job dissatisfaction 4 8
2 Poor benefits 13 26
3 Lack of career
development
8 16
4 Stressful
environment
3 6
5 Superiors rude
behavior
1 1
6 Transportation 8 16
7 Feeling undervalued 4 8
8 Feedback lacking 5 10
9 Organizational
instability
4 8
Total 50 100
Chart 20. Reasons for leaving
Interpretation
On this above chart it shows the ranks for leaving organization 8% employees ranked as
because of job dissatisfaction they will be leaving, 32% employees ranked because of
poor benefits, 32% employees ranked growth opportunity not available as a reason, 24%
employees
0
5
10
15
20
25
30
1 2 3 4 5 6 7 8 9
Response
Percentage

64. CHAPTER 4
FINDINGS, SUGGESTIONS AND
CONCLUSION

65. Findings
 26% of the employees responded that they will leave the organization because of
the poor benefits. And 16 % of the employees responded transportation and lack
of career opportunity as the reasons for leaving.
 Majority of the respondents (56%) had agreed that organization adopted best
method of work.
 Majority of the respondents (52%) had agreed that company have employee
growth opportunity for the long term retention of employees.
 Among 50 respondents, 48% of them strongly agreed that training is essential for
an employee to perform better.
 Majority of the respondents (50%) agreed that their supervisors periodically
support and reinforce the working system.
 48% of the respondents had agreed that company provided them with sufficient
job security.
 Majority of the respondents (32%) are neutral about the statement that there is a
lack of career development opportunity in the organization.
 Majority of the respondents (44%) are agreed that the company provides
motivation and rewards.
 In this 46% of respondents agrees that the training program have direct impact on
their work and 44% strongly agrees to this statement.
 Majority of the respondents (40%) have been highly influenced by the job
satisfaction.

66.  Opinion on the level of satisfaction on various job related factors
o Pay and privilege (44%)
o Relation with superior (44%)
o Relation with coworkers (40%)
o Monetary benefits (46%)
o Grievance handling (40%)
 50% of the employees agree that the company provides good working condition
for the long term retention of the employees.
 40% of the employees responded neutrally that they have the opportunity to share
ideas at work.
 44% of the respondents responded that the infrastructure and equipment provided
for work is good.
 44% of the employees responded that the promotion should be the type of reward that
employees should receive for good work.
 The key factors that makes employees intent to stay with Sandfits are
o Appreciation (52 %)
o Relation with coworkers (48%)
o Relation with superiors (46%)
o Training program (42%)
o Job satisfaction (40%)
 40% of the respondents neutrally responded they will be shifting from the present
job when the better offer comes.

67. Suggestions
 It is found that “Poor benefits” would be the main reason for the employee to
leave an organization, so the company should implement necessary benefits,
promotion, insurance, maternity leave and annual tour in the organization. This
will make them to stay within the organization.
 The company can implement necessary strategies to improve the job satisfaction
of the employees as there is a significant relationship between job satisfaction and
employee retention.
 Improve the career development opportunity for the internal staff by providing
internal promotion, staff training so that they feel the job is more challenging and
excited.
 Company can introduce recognition strategies such as best employee award to
enhance appreciation.
 Company should implement more training program as it is important for an
employee to perform better and also it has an impact on the work.
 Company can adopt certain team building strategies for similar working group, to
improve relationship with coworkers.
 It is the found that most employees didn’t get many opportunities to share their
ideas at work, so the Company can provide sufficient opportunities to the
employees to share their ideas at work.

68. Conclusion
Retention of employees is critical to the long term health and success of any organization.
The company in India has face enormous challenge in reducing attrition rate. Now a
day’s most managers understand the importance of the employee retention and its impact
on the overall health and vitality of an organization. The employees were rewarded by the
way of providing incentives. The company can focus more on reward system and career
planning and can improve the monetary benefits to the employees to do their work
effectively and make them to retain in the organization.
From the study, it concludes that the company has a bright future and it has found that the
performance of the company has been good. The only thing the company is to take care is
about employee turnover, which has been increasing with coming of new companies in
the market. So retaining of the employee has become a need for the company as it causes
high amount of brain drain as well as cost to get the employees of the same caliber.
Retaining of new employees starts from the very beginning that is recruitment of an
employee to the organization. The aspect is to see that employee recruited for the
particular position is having sufficient knowledge to carry out the work. Secondly, the job
description and the job specification should match the requirement and should be clear to
the employee recruited.
Proper induction should be given to familiarize employees with the situation existing in
the organization. Employee should be made clear about their career path, to make them
aware of advancement opportunity in the organization. A proper check through regular
meetings and counseling should be done to find if there exists any problem with the
employee so that solution could be made at the initial stage itself.
Proper benchmarking with regard to salary, benefits, work environment and such other,
has to be done so that regular improvement can be done in the organization to keep the
organization in the competition.

69. APPENDICES

70. QUESTIONNAIRE
Sir/Madam
I am Tajudeen.S, student of Sri Krishna College of Engineering and
Technology. I am conducting “A study on EMPLOYEE RETENTION IN SANDFITS
FOUNDRIES PRIVATE LIMITED, COIMBATORE”. I would be highly grateful to
you if you would provide your genuine response to the questions below.
Personal Details
Name :
Age group :
a) 20-25 b) 26-35 c) 36-45
d) 46-55 e) Over 55
Overall industrial experience :
a) Less than 1 year b) 1- 3 years c) 3- 5 years
d) 5-10 years e) More than 10 years
Experience in SFPL (SANDFITS FOUNDRIES PRIVATE LIMITED)
a) Less than 1 year b) 1- 3 years c) 3- 5 years
d) 5-10 years e) More than 10 years
Marital status :
a) Married b) Unmarried
Gender :
a) Male b) Female
Please Rate the following statements by putting a tick mark according to your
opinion
1. Do you agree that the organization adopts the best method of work
a) Strongly agree b) Agree c) Neutral
d) Disagree e) Strongly disagree

71. 2. Do you agree that company have employee growth opportunity plans for the long term
retention of employees?
a) Strongly agree b) Agree c) Neutral
d) Disagree e) strongly disagree
3. Do you agree that the training is essential for an employee to perform better?
a) Strongly agree b) Agree c) Neutral
d) Disagree e) strongly disagree
4. Do you agree that the supervisors periodically reinforce and support the working
system?
a) Strongly agree b) Agree c) Neutral
d) Disagree e) strongly disagree
5. Do you agree that you have been provided with sufficient job security?
a) Strongly agree b) Agree c) Neutral
d) Disagree e) strongly disagree
6. Do you feel that there is lack of career development opportunity in the organization?
a) Strongly agree b) Agree c) Neutral
d) Disagree e) strongly disagree
7. Does the company provide motivation and rewards to employees?
a) Strongly agree b) Agree c) Neutral
d) Disagree e) strongly disagree
8. Do you agree that the training program have direct impact on your work?
a) Strongly agree b) Agree c) Neutral
d) Disagree e) strongly disagree

72. 9. How far job satisfaction influences you to retain in this organization?
a) Very low b)Low c)Medium
d) High e )Very high
10. Mark your opinion on the level of satisfaction on various job related factors.
Factors Highly
satisfied
Satisfied Neutral Dissatisfied Highly
Dissatisfied
Career
opportunity
Job Security
Pay and
Privilege
Relation with
Superior
Working
Environment
Relation with
coworkers
Job
Recognition
Monetary
Benefits
Grievance
handling
11. Do you agree that the company provide good working condition for the long term
retention of employees?
a) Strongly agree b) Agree c) Neutral
d) Disagree e) strongly disagree

73. 12. Do you have an opportunity to share your ideas at work?
a) Certainly b) Sometimes c) Not at all
13. How would you rate the infrastructure and equipment provided for your work?
a) Very Good b) Good c)Average
d) Bad e) Very Bad
14. What would be type of reward that should be received for the good work?
a) Appreciation b) Promotion c) Incentives
d) Bonus e) Allowances
15. Rate the influence of various factors on your intention to stay with SFPL
Factors Very High High Average Low Very Low
Job satisfaction
Monetary
Benefits
Working
Environment
Career
development
Relationship
with superiors
Job security
Training
Program
Motivation
Appreciation

74. 16. Will you be shifting from the present job if a better offer comes?
a) Strongly agree b) Agree c) Neutral
d) Disagree e) strongly disagree
17. If you want to leave the organization, what would be the reason?
Please rank the following factors in order of importance from 1 to 5 where 1 is most
important and 5 is least important to you
Factors Rank
Job
dissatisfaction
Poor Benefits
Lack of Career
development
Stressful
environment
Superiors rude
behavior
Transportation
Feedback lacking
Suggestion if any (to improve the retention policy);
________________________________________________________________________
________________________________________________________________________
____________ .

75. BIBLIOGRAPHY
Books

76.  C.R. Kothari (2007) Research methodology, New age international publishers,
New Delhi
 L.M. Prasad (2004) Organizational Behavior Sulthan Chand & Sons,
educational publishers Chennai
 Stephen Robbins (2001) Organizational Behavior, Prentice Hall Publications
Upper Saddle River, NJ, 2003
 M.C.Shukla (1986) Business Organization & Management, Sulthan chand
publication New Delhi.
 Phillips J J (2003) Managing Employee Retention: A Strategic Accountability
Approach Butterworth-Heinemann.
Websites
 http://www.guides.wsj.com
 http://www.sanfits foundries.com
 http://search proquest.com/business/results