Marriages In Frankenstein Jane Eyre English Literature Essay

Marriages In Frankenstein Jane Eyre English Literature Essay Though feminists have long questioned the institution  of marriage by claiming that it has been a fundamental site of womens oppression, it is not until the 19th century that organized feminist movements began to emerge and feminist voices grew louder and stronger. Meanwhile, in the 19th century British literature, both some women writers and men writers began to focus on the well-being of women, their social position, and women and men relationship in their literary works; one of the crucial issues they are concerned with is the issue of marriage. This paper is dedicated to the analysis of marriages in three 19th century British novels-Frankenstein, Jane Eyre and The Odd Women in order to offer a general idea of the feminist progress in the 19th century Women in the 19th Century First of all, a general picture is given to showcase womens status in the institution of marriage through the 19th century Briton. As a whole, feminists have long criticized that marriages cast women as inferior by degrading women or constraining their appropriate options and ambitions  [2]  . Marriages reinforce the gendered division of labor, positioning women as domestic and less independent than men. Women were largely described as mentally inferior, irrational, passionate and emotional. It was considered that only marriage justifies their existence, that is, to provide companionship for  men, a cure or moral outlet for lust, a renewal of species  [3]  . As the inferior in the family, women were confined in the domestic sphere to take care of babies and do chores in the house. Though later in the 19th century, some women began to work in factories or as governess, what they did was some low level jobs, and women were paid much less than men (even when they did the same job). In the eyes of the law, women were treated as the second class citizen in society. Women did not exist as legal beings in their own right; in a marriage, women did not possess any property (anything a woman earned or inherited became her mans property, and her earnings were paid directly to him), and even the children belonged only to the husband; husbands legally had rights to beat their wives, provided the stick was not thicker than his thumb; even under the husbands violence, a woman had no rights to sue for divorce  [4]  . Through the 19th century, womens virtue was to be the Angle in the House who was expected to be devoted and submissive to her husband  [5]  . This name seems to redefine a womans role in a marriage, giving her glory and dignity. However, the so-called angel is more a yoke than a crown, because the Angel must be passive and powerless, meek, charming, graceful, sympathetic, self-sacrificing, pious, and above all-pure  [6]  . Under the requirement of being pure, womens sexuality must be repressed. Even in a marriage, the woman was not permitted to enjoy sexual pleasure, or she would be considered by both her husband and others as a whore. Women in the 19th century did not share equal rights with men, and the truth was disclosed and the cure was explored by some 19th century writers. On one hand, many women writers like Marry Shelly and Bronte sisters began to emerge. On the other, some men as well began to speak for the better-off of women, for example, Gorge Gissing. In Mary Shellys Frankenstein, Charlotte Brontes Jane Eyre, and Gorge Gissings The Odd Women,  women and marriages were important and meaningful themes informing of the 19th century feminist awareness. In Frankenstein, Elizabeth was killed on her wedding night with Victor. Is her death inescapable? In Jane Eyre, why must Rochester be made imperfect to be together with Jane? In The Odd Women, does Rhodas refusal to Everard have other layers of meaning? The answers are related to what the woman character is like. Frankenstein: the Death of Obedient Women in a Patriarchal Institution The marriage between Victor and Elizabeth  is short and bloody. Their wedding room became a tomb for Elizabeth, for on the wedding night, the bride was killed by the monster, Victors own creation. Shelly seems to make the death of Elizabeth, to some degree, quite unreasonable.   How can victor fail to figure out the monsters intention to kill his lover after its numerous killings of his beloved ones- his bother, his sister, and his best friend? Isnt it obvious that the monster aims to make Victor suffer instead of kill him directly? Anyway, Shelly does not believe Elizabeth  can escape death. Elizabeth belongs to Victor since the day she was accepted in the family. She was a pretty present  [7]  that Victors mother gave him, and that, luckily, won Victors protection and love. As was said by Victor, since till death she was to be mine only  [8]  . However, Elizabeth brings hurt to Victor as well, for Victors most beloved mother died for nurturing the sick Elizabeth. Soon after his mothers death, Victor left for Ingolstadt. Though the death of Victors mother did not diminish his love for Elizabeth, it did lit dangerous fire in Victors heart-to make dead alive. The birth of Victors monster brings about the agony of Frankenstein family, including Elizabeth. During Victors struggle with the monster, Elizabeth became his sole soothe and comforts. Unfortunately, his final hope of happiness was destroyed due to Victors ignorance. Victor blamed the monster that had blinded him to his real intentions  [9]  . Anyway, it is Victor that had created the killer who finally d estroyed Elizabeth (does Victor unconsciously want Elizabeth dead?). The tragedy of Elizabeth and Victors marriage is doomed. Elizabeth is a perfect  lady of the day-pure, beautiful and willing to sacrifice for Victor. It is reasonable to believe that she would have been an Angel in the House if her  marriage with Victor had not been disturbed by the monster. Ironically, the monster is her mans creation.  In this sense, Elizabeths death embodies the womens sacrifice in a patriarchal marriage. As is known, Marry Shelly is the daughter of Mary Wollstonecraft (author of A Vindication of the Rights of Woman) who is considered to be one of the major figures of first wave feminism. Influenced by her mother, Shelly also highlights the inequalities between the sexes. In Frankenstein, as an embodiment of subservient women, Elizabeths death is inescapable. Jane Eyre: Pursuit of Gender Equality in a Marriage Jane and Rochester are from different classes. One is the master, while the other is a governess; one is rich,  while the other is poor. Rochester with his good blood and fortune is thought by the hierarchical system to deserve a beautiful and graceful lady like Ingram. Even though there is this huge gap between Jane and Rochester, Charlotte Bronte deliberately plotted a happy marriage between them which exhibits gender equality. To gain this gender equality, Jane must be subversive to social oppression on women, and meanwhile, Rochester has to reconcile himself to the demands of gender equality. Different from social and religious norms of women-to be obedient, Jane is a subversive woman. She is blessed by Charlotte Bronte with her wish of a woman, that is, to have minds and independence, and deserve a good man who cherishes a woman for her mind instead of outward beauty and material wealth and who regards her as an equal companion. All these blessings require Jane Eyre to be subversive against both class and gender inequalities in the contemporary society. Janes left from Rochester and her refusal to St John is her struggle to get away from being chained by gender inequalities. St John is a typical patriarchal man who also embodies the religious oppression on women. In his eyes, Janes virtue is to marry him and accompany him to fulfill his mission. He expects Jane to obey him, to satisfy him, and to please him, because he is in the name of Gods clergyman. However, this god refuses Jane to be like St John and to do the same things. What the god wants from Jane is to ask her to fulfill a wifes duty, and its church gives St John more power than Jane. Janes own identity is threatened in his realm. I felt daily more and more that I must disown half of my nature, stifle half my faculties, wrest my tastes from their original bent, force myself to the adoption of pursuit for which I had no natural vocation  [10]  . Janes refusal to St John is her struggle against outward oppression, while her left from Rochester is her struggle against her own weakness. Rochester and Jane see each other as soul mate. They determined to get married regardless of the gap between their statuses. However, Rochesters mad wife became an invincible obstacle that made their marriage impossible. Jane was confronted with two choices: to be Rochesters mistress, or to leave Rochester forever. Although Jane loves Rochester and would like to accompany him, she finally chose to leave Thornfield. Jane realized that there was still distance between Rochester and her. She is the paid subordinate who was less beautiful than Rochesters other mistresses. Moreover, she remembers Rochesters degradation of his other mistresses. Hiring a mistress is the next worse thing to buying a slave: both are often by nature, and always by position, inferior; to live familiarly with inferior is degrading  [11]  . Jane would prefer to earn thirty pounds a year as a governess than be hired as a mistress or brought as a slave. Jane rejected Rochester and left; this way , she could main mentally equal with Rochester. Charlotte believes Jane deserves to be together with Rochester, but their union can be possible only when Jane and Rochester are totally equal. To win this equality, the  stronger one shall be weakened, while the weaker one shall be made better. As it turned out, on their way to be together, Jane becomes stronger both in terms of her mind and economic power; while Rochester becomes less strong due to  the burn down of Thornfield and his loss of eyesight. The Odd Women: Willing to Be the Odd and New Women Rhoda in The Odd Women by Gorge Gissing is another subversive woman. Different from Jane, she finally refused marriage.  Rhodas refusal to marriage embodies a huge step that women take in protecting their rights. As was in the 19th century Briton, the unmarried women were considered odd which means abnormal, strange and eccentric  [12]  . Being odd is marked with radical and agony by the patriarchal society. In The Odd Women, Rhoda does not believe Everard (or any other man) can give her an independent and free life after marriage. Her determination to refuse marriage is made gradually. At first, Rhoda thought she had chosen the single life for a life time with conviction. She scorns marriage as well as those weak women who regard marriage and men as indispensable. However, Rhoda, in some part of her heart, still is weak. After she and Everard fell in love, she forced Everard to propose to her. Rhodas decision to refuse marriage is eventually consolidated after her witness of M onicas experience. Monica, afraid of being odd and poor, married Widdowson. Soon after their marriage, Widdowson was overwhelmed with jealousy and possessiveness which symbol the stifling patriarchal values, and Monica fell in love with another man which embodies womens failed flee. Their marriage ended in Monicas death for childbirth. After Monicas death, Rhoda eventually made her determination to refuse Everard. Rhoda, after her refusal of Everard, with Miss Barfoot belongs to the new women who are willing to be odd. They ignore the spell of being odd, and work to alleviate the social plight in which women find themselves by training them to be fit for positions  [13]  . Gorge Gissing, like Charlotte Bronte, also gives the feminism blessings. The end of marriages (Monica and Widdowson, Rhoda and Everard), the new born girl in Rhodas arm, and the flourishing of Miss Barfoots work (like a green bay-tree) promise the bright future of the new women like Rhoda and Miss Barfoot. To sum up the above mentioned marriages in the novels, through the death of Elizabeth in her marriage with Victor, Shelly highlights the sacrifice of the obedient women in the patriarchal institution of marriage; Jane Eyres marriage with Rochester shows her pursuit of gender equality; Rhoda Nunns refusal to marry Everard marks the emergence of the new women. Charlotte Bronte and Gorge Gissing conveyed their support of feminist awakening by describing subversive characters in their novels. Overall, the 19th century British literature exhibits the contemporary feminist voices, that is, women are awaking and asking for greater freedoms, more social opportunities, and equal status with men. Citations: Bronte, Charlotte. Jane Eyre. London: Thomas Nelson and Sons, Ltd. 1937. David, Deirdre. Ideologies of Patriarchy, Feminism, and Fiction in The Odd Women'. Feminist Studies, Vol. 10, No. 1 (Spring, 1984), p 117. Lesser, Wendy. Even-Handed Oddness: George Gissings The Odd Women . The Hudson Review. Vol. 37, No. 2 (Summer, 1984), pp. 211. Nadelhaft, Jerome. The English Womans Sexual Civil War: Feminisn Attitudes Towards Men, Women, and Marriage 1650-1740. Journal of the History of Ideas. Vol. 43, No 4 (Oct. Dec., 1982). Shelly, Mary. Frankenstein. London: Penguin Books. 1978.

Effect of Rewards on Employee Motivation

Effect of Rewards on Employee Motivation Introduction Motivation is the art of getting people to do what you want them to do because they want to do it. Dwight D. Eisenhower Like a little kid being given a chocolate on standing first in his class or a big hug for doing something good like helping someone, or cleaning the place after playing, rewards whether monetary or non-monetary can be significant tools for the motivation of employee and a positive step towards the improvement of his performance an boosting his morale. Jack Zigon (1998) defines rewards as something than increases the frequency of an employee action. Its a common observation that most of us dont perform our tasks completely, not because they are difficult but because of low interest or motivation to perform that task. The desire or motivation is necessary for the performance of an activity. Kleinginna and Kleinginna (1981a) defines motivation as, internal state or condition that activates behavior and gives it direction; desire or want that energizes and directs goal-oriented behavior; influence of needs and desires on the intensity and direction of behavior. Background Gatlin, Rebecca (1997), says that a good and attractive reward program is necessary the employees in order to motivated them otherwise the unmotivated employees will not perform their tasks properly and will ultimately affect the company in a negative way i.e. decrease in profitability. Organizations performance is dependent on the employees who work for it, so in order to get the better and quality output, rewards contribute a lot in this part, so it is essential for organizations managers to make effective and attractive reward programs to motivate their employees, Deeprose (1994). Gregory P. Smith, author of book Dynamic Ways to Reward, Energize Motivate Your Teams, states in his book that rewarding and recognizing the work of the employees makes them happy, provide them job security and they contribute more towards the organization. Edward E. Lawler III (2003), With the right combination of reward system practices, people will be motivated to excel, and those who do excel will be motivated to stay because they will be highly rewarded. This is the foundation of the virtuous spiral, in which both sides win and create success for each other. In Pakistan human resource departments are seen only in those organizations where technology is rigorously applicable or which are highly knowledge organizations. The telecommunication sector of Pakistan has shown tremendous growth in recent years and its all because of using up to date technology and the adoption of competitive and innovative human resource practices. Becker and Huselid (1998) supports that for having the competitive advantage for any business Human resource is basic source to get it. The organizations in the telecommunication sector of Pakistan are the structures that provide their services supported by the human resources. The most important factor in the delivery of the best quality service is the motivation of the employees; on the individual level as well as on the group level. In todays world of competition to deliver best service in order to satisfy customers it has become very difficult; in fact organizations take it as a challenge to motivate employees in order to get best output from them. The telecommunication sector of Pakistan plays a powerful role in its economy. Excellent professional services delivered by the employees of the telecom sector of Pakistan can create a positive and everlasting image in the eyes of their customers. Several studies show that rewards have a huge impact on the job satisfaction and motivation of the employees. Beer (1984) says that for top management it is the top most responsibility to develop a strong positive relationship between the organization and its employees in order to carry out the continuous needs of both i.e. organizations and employees. Organizations want their employees to follow the organizations rules and regulations i.e. work according to the standards that are being set for them, and as a result of it employees want from the organization good working environment, good salary, good behavior, job security, delegation of authority. For organizations understanding to deal with these expectations of employees is required. Nel (2001), argues that those employees that are motivated and are fully aware of the organizations goals, that provide the organizations benefit, will divert their all hard work and devotion towards those goals. According to Flynn (1998), that these days organizations understand the great gains derived by linking rewards whether monetary or non monetary to their business strategy. The telecommunication sector of Pakistan is offering several benefits and rewards to its employees; so that employees feel motivated and remain satisfied with their jobs and improve their performance in order to achieve organizational goals. Objectives The basic objective for carrying out this research is to measure the impact of rewards in the most fast growing sector of Pakistan i.e. Telecommunication sector Pakistan on the motivation of its employees. Significance The significance for carrying out this research is that whether the employees in the telecommunication sector of Pakistan are satisfied with their organizational reward system or not. And which reward type they appreciate the most whether the monetary rewards or the non monetary rewards. Review of Literature Rewards Jack Zigon (1998) defines rewards as something than increases the frequency of an employee action. In order to treating the employees of the organization right, rewarding them properly is one of the important components. Organization which is growing healthier provides its employees the opportunity to grow and prosper. In todays highly business competitive environment win-win relationship is important that forms the right treatment of employees by the organizations. Strategy of rewarding employees when performance is not good cannot prevail for long, hence rewarding for good performance encourages employees to continue their performance and improve their skills and knowledge day by day to contribute positively towards organization, Edward E. Lawler III (2003). ACCEL team development says that for improved and better output from the employees rewards act as catalyst. Rewards are part of the organization and management should pay especial attention towards them; rewards should be quick, significant, related to performance, compatible with job measurement and irrevocable. Rewards should be given fairly, if there is some factor of unrealistic distribution of rewards like giving promotion of the favoritism basis, it will have a negative impact on the motivation of the rest of the employees. Searle, John G. (1990), getting the satisfaction of the employees over the rewards that are being offered to them id a difficult task, organization has to learn to manage those things which creates feeling of dissatisfaction among employees; Employees satisfaction towards reward in comparison of what he expected and how much he received secondly is comparing his rewards with other people of same jobs in the organization, overestimating his own performance as compare to his colleagues. So rewards should be designed in full justice by the management of what they are taking from employee and what they are giving to him for his input, and they should be fully defined to the employees so that there may not remain any chance of misconception. This plays important role in creating feeling of satisfaction or dissatisfaction. Cameron Pierce (1977), states that every business use rewards like salary, promotion, and other types of bonuses to encourage employees towards high level of performances. Types of Rewards According to Syedain (1995), there are two schools of thought for rewards at the workplace, one is to say THANK YOU in any way, verbal, non-verbal, via certificate etc other is to give a concrete rewards that create an impact. There are two types of rewards monetary rewards and non-monetary rewards. Employee reward programs design requires a balance between monetary rewards and  non-monetary rewards  to provide incentives and benefits to the employees. Monetary rewards Marcia Moore, M.S.S.W.(2010), says that monetary rewards are those rewards that are being given by the organization in the form of cash, or through cheque or some other way of financial transaction for achieving the sales goals, providing best quality, providing outstanding performance in a difficult situation or delivering a project report in the best way. Gratton (2004), states that motivation is determined by both monetary and non-monetary factors, money has come to play an overly important role in our thinking about the causes of behavior. In most companies very limited time and effort are spent on considering non-monetary sources of motivation. Money is an important factor in motivating people as we live in a money motivated world. According to Peter Drucker (1974), there is not one shred of evidence for the allege turning away from material rewards. Antimaterialism is a myth, no matter how much it is extolled. Monetary rewards have so much importance that if no proper attention is paid to them or ignoring them will act as demotivator. He further says, Economic incentives are becoming rights rather than rewards. ACCEL team development argues that monetary rewards cannot be remunerated by the non-monetary rewards (human relations). Famous companies like Microsoft, IBM are to some level a result of monetary motivation. Financially rewarding employees increases their motivation levels, which results in increase in the output, creating more profits and those profits should be circulated back to the employees who are actually responsible for it. Non-Monetary Rewards Marcia Moore, M.S.S.W., (2010), non-monetary awards includes certificate, a word of thanks from supervisor or manager, flexible schedules, a day off, acknowledgment of birthdays, and free lunches or dinners to celebrate team work success. Pfeffer (1998), People do work for money but they work even more for meaning in their livesà ¢Ã¢â€š ¬Ã‚ ¦ Companies that ignore this fact are essentially bribing their employees and will pay the price in a lack of loyalty and commitment. Sherry Ryan (Training Specialist, Weyerhaeuser Company), says that non-monetary rewards play important role in improving employee performance. Using proper attractive and communicative method of non-monetary rewards leaves a positive impact on the employees and improves employees performances in different dimensions. Such types of awards are inexpensive to give to employees but worth a lot when employees receive them. Bob Nelson (2004), saying thank you to your employees or appreciating their performances when something good is done, is extremely important factor that should be recognized by the managers. According to him 78% employees said that they feel more motivated and happy when their manager appreciates them. According to research conducted by, Allen and Helms (2002), expressions of appreciation and praise by the managers give employees encouragement. American Society for Training and Developments (ASTD) research proves that non-monetary awards work as an important factor for keeping hold of top performing employees. Motivation Motivation is derived from a Latin word, movere, which means to move. The author of book Motivation, beliefs, and organizational transformation (1999), Dr. Green and Butkus (1999), says that motivation is derived from a word motivate, which means to move, push or persuade to act for satisfying a need. Further motivation can be explained as acting of such forces within a person that cause a stimulation of effort, direction and goal direction. Motivation is the total involvement of a person in his tasks to carry out with dedication, devotion, happiness, excitements, and voluntarily, Mol (1992). Theories on Motivation There are two classes of theory of motivation; Content Theories: Content also called as need theories of motivation basically emphasis on internal factors of an individual that strengthen and gives the direction to the behavior. Maslows Hierarchy of needs: Abraham Maslow (1943, 1954), unsatisfied needs creates demotivation, there are following needs that must be satisfied, these are called as deficiency needs. As these needs are fulfilled the person is satisfied and move towards growth and self actualization. Physiological needs: These are the basic needs for example food, water, air, and all other things that are necessary for the survival. In order to enhance workplace motivation by achieving the target of fulfilling the needs of employee give proper breaks for lunch, and offer such salary to employees that enable them to buy basic needs of life. Provide ample breaks for lunch and  recuperation and pay  salaries that allow workers to  buy lifes essentials. Security needs: it includes security regarding the physical environment, living in a safe area, medical insurance, job security. These needs can simply be fulfilled by giving all these securities to employees. Belongingness needs: it includes friendships trust and satisfaction, feeling right in a group, giving and receiving care and love. It can be achieved by generating a feeling of acceptance. Esteem needs: It includes recognition, attention, social status, accomplishment, self-respect. It can be achieved by recognizing the achievements of the employee, by assigning them some projects, make them feel important and valued asset for organization. Self-actualization needs: it includes ones own potential, creative capabilities etc, it can be achieved by offering challenging and meaningful work assignments which enable innovation, creativity, and progress according to long-term goals. Alderfers ERG Theory: The Alderfers ERG theory (1969), is an extension of Maslows theory of needs. He suggested that needs can be divided into three components; existence (similar to physiological needs and security needs), relatedness (similar to belongingness needs and esteem needs) and growth (similar to self-actualization). It differs from Maslow hierarchy of needs theory in a way that according to Alderfers it may happen that more than one need may be motivated at the same time, lower motivators is not necessary to be   significantly fulfilled before moving towards higher motivators, the order of needs may differ from person to person, there is a frustration- regression principle and according to it if high order need is frustrated a person may regress to increase the satisfaction of a lower need which appears easier to satisfy. Frederick Herzbergs Motivator hygiene theory: Herzbergs motivator hygiene theory (1959), is closely related to Maslows theory but it is more closely related to how to motivate individuals at their workplace. According to him individuals are influenced by two sets of factors; Hygiene factors: These are said to be lower level of needs by Herzberg. Motivator factors: These are said to high level of needs by Herzberg. According to him meeting hygiene factors will not motivate individuals to put their effort or to improve their performance, it will just help them from being getting dissatisfied, but if motivator factors will be combined with this it will help individuals to motivate. McClellands Learned needs theory: acquire McClellands theory states that individuals learn needs from their culture and life experiences. There are three basic needs of an individual; Need for affiliation (n Aff): It is the need of establishing social relationships with the people, communities, getting accepted by them. Need for power (n Pow): It is divided in two parts, desire to control ones environment and second to influence others. Need for achievement (n Ach): It involves the aspiration to take accountability, set challenging goals and get feedback of their performance. McClelland states that a person has full strong capability in any one of the above categories, thus it has prospective to motivated people that leads to satisfaction. Management should understand these needs of the individuals and then structure their jobs to satisfy them. Those who have high n Aff such people perform well in customer service jobs or where customer interaction is involved. Those who have high n Pow management should provide them the opportunity to manage others. Those who have high n Ach such people should be given challenging but achievable goals. Process Theories: These theories of motivation focus on known human decision behaviors for the explanation if motivation. These theories determine that how an individuals behavior can be energized, maintained in willed and self directed cognitive process. Victor Vrooms Expectancy Theory: Victor Vroom (1964), theory is based on three beliefs; Valence: is the extend of the expected outcomes of an individual are attractive or unattractive. Expectancy: is the extend to which employees believe that they are giving enough effort that they will achieve the target of given level of performance. Instrumentality: is the level to which employees believe that achieving a given performance level result in the form of certain reward. Motivation = Valence x Expectancy (Instrumentality) If even one of these is zero the employee will have not motivation for the task, so managers ensure increase in effort will improve performance and improved performance will result in high rewards. The theory says employees have different goals to achieve and can be motivated if they believe that; there exists a positive correlation between efforts and performance, good performance will result in a reward, and this reward will satisfy an important need, and the wish for satisfying that need is powerful enough to make effort valuable. Equity Theory: Equity theory was first time developed by John Stacey Adams in 1963. Individuals in the society make comparison of their efforts (inputs) and rewards (outputs) that they get. The fairness regarding the rewards influences the level of motivation of individuals a lot. Equity exists when individuals identify that the ratio between there efforts and rewards is similar to whom they are comparing. Individuals Rewards (output) / Individuals Efforts (Input) = Other persons Rewards (output) / Other persons Efforts (Input) Similarly inequity occurs when there is difference in ratio in comparison to others. Inequity has two types; Under-Reward: this type occurs when an individual starts believing that he is putting more efforts as compare to others, but receiving the same rewards that others are getting for relatively less effort. Over-Reward: this type occurs when an individual starts believing that his equity ratio is higher other individuals. Thus getting more rewards by putting less efforts. Under-Rewarded individual may get motivate to do more work to meet his performance level while on the other hand he may get dis-hearted from this. Over-Reward individual start putting less efforts as he may assume that he is getting much more rewards from little effort. For managers equity theory states that rewards should be fair to all employees. Gary Latham and Edwin Lockes goal setting theory: E. Locke and G. Latham (1990), states that goals are important factors in affecting the behaviors and motivation levels of employees. Motivated behavior of employees can be achieved by setting challenging goals for them that usually involve the quantitative targets. Such goals of performance are more good than those in which you just say, you did a great job, well done. Researches have shown that challenging goals are more motivational than any other goals that are easily achievable. The more the dedicated is employee the more he will put his effort to achieve those goals. Researchers show that individuals that perform in goal setting have increases goal commitment. If an individual has high self-efficiency he will respond more positively to achieve goals rather than those who are low-efficient. B.F. Skinners Reinforcement Theory: In Reinforcement theory B.F. Skinner (1957), considered a motivation theory along with learning theory. The theory state that motivated behavior is the outcome of reinforces which are actually the resultants from the behavior that cause it more likely to occur again. It further says that it is essential to measure the consequences of behavior rather than to understand cognitive or processes motivation. Such behavior that was previously rewarded will be continued in future as well from an individual rather than that behavior which was not rewarded or for which he was being punished. The theory suggests to managers that they can handle the behavior modifications by reinforce desired behaviors and punish undesired behaviors. Need for motivation The satisfaction or the dissatisfaction levels of an employee are directly proportional to his good or bad performance. Employee dissatisfaction may lead to poor performance. Petcharak (2004), it is the responsibility of the human resource management of the organization that employee may not dissatisfy from his job, so HR management should take steps to motivate employees otherwise employees will not perform up to expected standards of the organization. Cheng (1995), says that it is one of the larges test challenge for service providing organizations to motivate their employees in order to satisfy their customers. The HR departments major task is to develop strategies to motivate its employees. Human capital rather than financial capital plays a significant role in meeting the goals of the organization. It is the responsibility of the top executives to motivate the employees of the organization. Human capital is the basic source of competitive advandage for any service providing organization these days. Organizations which actually pay attention towards the motivation of its employees assures its success, Dale Carnige (1985). This shows that employees who are motivated are best for the organizations to attain its goals, it is the duty of managers and supervisors to motivate them, Roberts (2005). According to La Motta (1995), motivational arousal causes an employees interest to complete its project, achieve all those goals that are being set for him. Different people are motivated by different ways, one thing that is creating motivation to one person might not create to other, because there is difference in motivation levels of every individual. Baron (1983), agrees with Maslows hierarchy of needs, that there are some natural factors of motivation that if provided to an individual will motivate him like security needs, esteem needs and self actualization needs. Importance of Rewards and Motivation Searle, John G. (1990), rewards are basically to motivate the behaviors of employees towards their work. Rewards should be given as a result to effective performance. Following are some conditions that are necessary for the creation of motivation among employees; Employees must have faith that their effective performance will surely be appreciated and rewarded. The rewards that will be being offered by management are attractive. The believe of employees that their effort is really contributing worthwhile to attain the organizations goals. Organizations must pay attention towards the Monetary as well as Non-Monetary rewards, because the balanced combination of both creates motivation. An individuals goals and organizations goals are independent goals that are linked by the work motivation. Individuals provide their services to organizations to attain organizations goals in order to meet their personal goals. So, we can say that an individuals goals are directly proportional to the organizational goals. Robert (2005), while studying the Barons work (1983) reports that motivation not only can influence the performance but the performance can also be influenced by rewards, i.e. direct rewards to true performance. Total reward system is the system in which salaries and other rewards are given to the employees on the basis of their performance. Therefore, total reward system is one of the important element, Wilson (1994). Mosley, Megginson, Pietri (2001), reports that the there are three levels of employee motivation; Behavior: the direction of those behaviors of an employee that he selects to perform. Effort: the level of willingness of an employee to put their effort on their work. Persistence: the level of willingness to work regardless of difficult situations. In Pakistan telecommunication sector is facing big changes for last few years, not only their customers are increasing but also the services are increasing. They reported from a research conducted by them that employees in telecommunication sector give more importance to pay and promotion than training, and pay and promotion gives a positive impact on their job satisfaction and motivation, . Kashif u Rehman et al., (2007). Theoretical Framework Problem Statement Hypothesis # 1: There is a positive relationship between rewards and motivation in the employees of Telecommunication sector of Pakistan. Explanation: Rewards are things that boost some ones morale to do something; it is observed in our daily life that whenever an individual or a team is being given reward for their good work the motivation of the employee increases to do more good work in order to get more rewards. Hypothesis # 2: Monetary rewards cause more employee motivation than the non-monetary rewards in the telecommunication sector of Pakistan. Explanation: Reward in the form of money attracts people more rather than any other reward in form of just appreciation or a certificated. This hypothesis will test that whether it is true or not in the telecom sector of Pakistan. Hypothesis # 3: There are significant differences in effects of biological variables on employee work motivation in the telecom sector of Pakistan. Explanation: This research hypothesis will find answers to such questions as; Who were more motivated male or female? Which age group people were more motivated? Who were more motivated new or old employees? Married people had more motivation towards work or unmarried? Sales people are more motivated as compare to rest of the people at different designations? Research Methodology Tool for data collection The tool for data collection for this research is survey. And for the purpose of doing surveys mail questionnaire is designed. This method of data collection is chosen because it has geographical flexibility, easy sample accessibility, saves time, and cost, anonymity and respondent convenience to reply. Design of Questionnaire The research questionnaire consists of three parts; Part I: It consists of personal information of the subject, such as gender, age, designation, working experience, marital status and education. Part II: It is designed for the collection of data about the independent variable i.e. Rewards (Monetary Rewards/Non- Monetary Rewards). Part III: It is designed for the collection of data about the dependent variable i.e. employee motivation. Units of observation The units of observation are the employees of different companies of telecom sector of Pakistan; Mobilink Ufone Telenor Warid Zong Wateen World Call Wi-Tribe Pakistan telecommunication Limited The sample includes all categories of employees. Sample Size The sample size for data collection is 1000. Time Dimension This study is a cross sectional study. Scale / Scoring of questionnaire Te Likert scale is used for the collection of data. Likert scale is basically a 5-point scale which consists from 5 to 1. For positive statements scoring is; Strongly Agree = 5 Agree = 4 Neutral = 3 Disagree = 2 Strongly Disagree = 1 For positive statements scoring is; Strongly Agree = 1 Agree = 2 Neutral = 3 Disagree = 4 Strongly Disagree = 5 Procedure Questionnaire will be spread out among the employees of telecommunication sector of Pakistan via mail questionnaire in their workplace. Instructions and grantee of confidentiality of the personal information will be ensured. Data analysis For the descriptive analysis SPSS (Statistical Package for Social Sciences) version 16 or simply Microsoft Excel 2010 will be used. For finding out the correlation between the Rewards (independent variable) and employee motivation (dependent variable) Pearson Correlation Coefficient will be used. For finding out the correlation between the Financial Rewards and employee motivation; and Non-Financial Rewards and employee motivation Pearson Correlation Coefficient will be used. For the analysis of the differences in employees work motivation based on the personal characteristics (biographical) ANOVA will be used which is used to measure the significant differences between the variances. Expected Results The various researches that have been carried out in various sector in different countries of the world reports that rewards have a positive impact on employee motivation. In 1997, Carolyn Wiley compared the result of previously held four surveys that were conducted on motivation of employees in year 1946, year 1980, year 1986 and year 1992. The survey that was conducted in 1992 resulted that in todays world employees are motivated by monetary rewards. Employees chosen salary as the top most motivating element. The research said that salary is a monetary reward with a natural influence. Limitations Low response rate Low completion rate Cannot catch verbal behavior Cannot use lengthy questionnaire

Women and Technolgy - The Gender Gap in Computer Science Essay

Women and Technolgy - The Gender Gap in Computer Science Abstract: This paper reviews the gender gap that exists in computer science. By analyzing the probable causes of the divide, solutions may be developed and possibilities of minimizing the gap increase. Although the general public’s efforts toward shrinking the divide subsist, modern society must change its views of women before the technological world can fully appreciate women’s talents. A gender gap undeniably exists in the field of computer science. Hundreds of headlines in newspapers, journal articles, and magazines continually demonstrate the divide to society, and studies performed by well-respected universities like Harvard and MIT highlight its continuing effects. More recent studies provide evidence that the number of women in computer science is decreasing, despite the recruiting efforts of the technology field. The underrepresentation of women results from stereotypes of computer scientists, weaknesses within the computing community, and the social construction of women in computer science. In order to boost women's presence in technology, society must have a firm grasp on the problems themselves, and address them with fundamental changes in the way we perceive women in computer science on the cognitive level. The increasing gender divide in computer science is well documented. As an issue of Technical Training recorded, â€Å"intake of [women] computer science students in the UK has dropped from 37 percent a decade ago to 5 percent in 1998.†[5] Other nations, including the United States, have noticed a decline in the number of women in the field. New Scientist found, â€Å"[w]omen dominate in several subjects, namely degrees preparing students to be infant sch... ...un IT, Bill Goodwin. [9] Newsbytes, January 16, 2001, 337 words, Gender Salary Gap Smaller in Tech Industry – Study, Dick Kelsey [10] Information Week, August 9, 1999, Women Make Gains in Top Management, Jennifer Mateyaschuk. [11] http://www.mills.edu/ACAD_INFO/MCS/SPERTUS/Gender/pap/pap.html Why are There so Few Female Computer Scientists? Ellen Spertus - 1991 [12] The Times Union, February 7, 2001, 565 words, Albany, N.Y., Council Meeting Offers Women Advice on Using Technology, Danielle T. Furfaro. [13] Achieving Gender Equity in Science Classrooms, 1996, NECUSE Colleges and Brown University students and faculty [14] Encouraging Women in Computer Science, 1996, Eric S. Roberts (Stanford University) [15] Electronic Engineering Times, February 12, 2001, 1261 words, Engineers Week Aim: to Reach Schoolgirls, Terry Costlow

Tiger Subspecies :: essays research papers

Tiger Subspecies   Ã‚  Ã‚  Ã‚  Ã‚  I am here writing a report on the sub species of tigers. Many of these tigers will not survive in the next forty years due to the killing that us humans have caused. Tiger sub species have not been as important to us humans as whether or not the species Tiger Panthera tigris can survive either in the wild or in captivity for the next forty years. Nevertheless a great deal of information on the future of the tiger can be learned from a study of subspecies. Which is what my report will be based on.   Ã‚  Ã‚  Ã‚  Ã‚  It is amazing to me that people want numbers of tigers. Process is the important aspect. If I say that the number of Sumatra tigers today is between 300 and 400, it doesn't tell one that the 1975 census was 1500. Therefore saying that the Bali tiger, theCaspian tiger, the Javan tiger, the Manchurian tiger, and the Southwest Chinese tiger are now extinct doesn't give you aportrait of the process of extinction. The Javan tiger became extinct in the 1970's in a set aside special national park under full protection.   Ã‚  Ã‚  Ã‚  Ã‚  Politicans and bureaucrats seem to be obsessed with numbers and not trends. Let me illustrate this with tigers. There are frequently requests as to the exact number of tigers, or a tiger subspecies left in the world. That tells you that there are people that care. But there are so little tigers left that we can not even keep track of them. We should look at the trend that the population is taking, rather than the number as a slice in time. Just as you might say of a young member of the Hunt family, that they were very wealthy. A hypothetical individual was 24 years old and had $1,000,000. What isn'tavailable in this one time analysis was that this Hunt inherited $24,000,000 at age 21, has no education nor ever worked. At age 22 Hunt had $9,000,000 and at 23 had $4,000,000. Now instead of saying Hunt was rich, we would say Hunt is in trouble. Tigers are a great deal like Hunt. The estimates of tigers are from the Carnivore Preservation Trust has arrived at their own estimates; they are highly educated guesses:   Ã‚  Ã‚  Ã‚  Ã‚  Bengal tigers probably number fewer than 1000 in India. In majority of that country it is hopelessly fragmented. It is, overall, actively poached. Fewer than 200 exist in Nepal and under 1000 exist in Myammar (Burma). Indochinese tigers are among 500 and 2000. CPT's guess is about 700 amidst heavy poaching. In the early sixties when the South China tiger had a population of Tiger Subspecies :: essays research papers Tiger Subspecies   Ã‚  Ã‚  Ã‚  Ã‚  I am here writing a report on the sub species of tigers. Many of these tigers will not survive in the next forty years due to the killing that us humans have caused. Tiger sub species have not been as important to us humans as whether or not the species Tiger Panthera tigris can survive either in the wild or in captivity for the next forty years. Nevertheless a great deal of information on the future of the tiger can be learned from a study of subspecies. Which is what my report will be based on.   Ã‚  Ã‚  Ã‚  Ã‚  It is amazing to me that people want numbers of tigers. Process is the important aspect. If I say that the number of Sumatra tigers today is between 300 and 400, it doesn't tell one that the 1975 census was 1500. Therefore saying that the Bali tiger, theCaspian tiger, the Javan tiger, the Manchurian tiger, and the Southwest Chinese tiger are now extinct doesn't give you aportrait of the process of extinction. The Javan tiger became extinct in the 1970's in a set aside special national park under full protection.   Ã‚  Ã‚  Ã‚  Ã‚  Politicans and bureaucrats seem to be obsessed with numbers and not trends. Let me illustrate this with tigers. There are frequently requests as to the exact number of tigers, or a tiger subspecies left in the world. That tells you that there are people that care. But there are so little tigers left that we can not even keep track of them. We should look at the trend that the population is taking, rather than the number as a slice in time. Just as you might say of a young member of the Hunt family, that they were very wealthy. A hypothetical individual was 24 years old and had $1,000,000. What isn'tavailable in this one time analysis was that this Hunt inherited $24,000,000 at age 21, has no education nor ever worked. At age 22 Hunt had $9,000,000 and at 23 had $4,000,000. Now instead of saying Hunt was rich, we would say Hunt is in trouble. Tigers are a great deal like Hunt. The estimates of tigers are from the Carnivore Preservation Trust has arrived at their own estimates; they are highly educated guesses:   Ã‚  Ã‚  Ã‚  Ã‚  Bengal tigers probably number fewer than 1000 in India. In majority of that country it is hopelessly fragmented. It is, overall, actively poached. Fewer than 200 exist in Nepal and under 1000 exist in Myammar (Burma). Indochinese tigers are among 500 and 2000. CPT's guess is about 700 amidst heavy poaching. In the early sixties when the South China tiger had a population of

Malcom Xs A Homemade Education Essay -- Papers

Malcom X's A Homemade Education Malcom X's "A Homemade Education" tells a story of how he gained knowledge by himself and how it guided his thoughts and ideas. Reading also molded his political views. Although Malcom X is a very outspoken person about racism in America, and throughout the world, I find that he has a right to be angry, but goes a little overboard on blaming whites. The story begins when Malcom is in jail and is given a book that he cannot understand because he can't read. This angered him a little and sparked a fire inside of him to learn how to read and write. Soon thereafter he went to the library in the jail and checked out a dictionary. He began to copy the whole dictionary learning word after word that he wrote. Upon completion of the dictionary, he started to read anything he could get his hands on. No matter what time it was, Malcom was reading. Despite being in jail, he felt as free as he ever could be. Reading and the ability to learn is what made him feel this way. After becoming a more educated man, he began to study the teachings of Muhamma...

Composers use language to create images

Composers use language to create images that communicate main ideas and add richness and depth to their texts BY Chrts961 Composers Wilfred Owen, writer of poems ‘Futility and ‘Exposure', and Jessie Pope writer of Who's for the game? use a diverse range of language techniques in their poems to create images to communicate main ideas . AII words in their poems are important because the way these poets use language is exactly in description which may be used to create tone, atmosphere or mood or simply to add richness and depth to their texts.Wilfred Owen's ‘Futility is about the existence of mankind. From the beginning of Futility we feel a rather scarce sense of emotion and feeling, but towards the end of the poem as the narrator starts to question things we begin to feel how distressed he becomes – â€Å"full nerved – Still warm – Too hard to stir? Was it for this day grew tall? – O what made fatuous sunbeams toil to break Earth's sleep at all? These rhetorical questions indicate to us the sense of urgency being felt for the soldier's life. Ultimately, the composer uses rhetorical questions to communicate deeper emotions. In the second stanza of ‘Exposure', Owen uses a clear description of he sound that the wind makes through the barbed wire – â€Å"like twitching agonies of men among its brambles†. The use of simile helps to create the extreme horror of no man's land and connects with the idea of the title ‘Exposure'.Although Who's for the game? Which is composed by Jessie Pope is about a serious topic, he helps us see the bright side to a war. This is done through rhyme. The use of rhyme gives a musical element in the poem and when combined with a serious topic it would feel as if the poem is trying to fire you up to go sign up and fight for your country in war. â€Å"Who'll give his country a hand? And who wants a seat in the stand? † suggests exactly this. Where is the love?

A Study on Attrition Level

CHAPTER – 1 INTRODUCTION Attrition our asset walk out of the door each evening, we have to make sure that they come back the next morning, says Narayana Murthy chief mentor of Infosys. Attrition meaning: â€Å"A reduction in the number of employees through retirement, resignation or death† The upshot, from an organization’s perspective, is greater staff turnover or, in some cases, the development of an ‘employee- retention problem’. It is increasingly hard and more expensive to find suitable replacements quickly when people leave, leading to inefficiencies and lost business opportunities.Moreover, because people are occupying more highly skilled jobs, greater potential damage is done to organizations when people leave. Precious accumulated knowledge and experience leaves through the front door with them when they go. Despite these truths about our contemporary business environment, many managers seem to find it hard to adjust. There remains a tendenc y to run organizations in quite an autocratic, inflexible, controlling kind of way.Unwanted staff turnover results because attractive, alternative job opportunities are more readily available, yet this rarely seems to lead to any kind of critical self-appraisal of the way we manage our people. The truth is that most times when there is an unwanted resignation it should be seen as an organizational failure. A valued asset in which the organization has invested time and resources has been lost. This should lead us to reflect on the causes, to think about how things could have been made to turn out differently, and to adjust our practices so that the chances of its happening again are reduced.However, such a response is rare. Instead, we brush aside the departure, blame everything and everyone but ourselves, and cheerfully resist the need to change the way we operate. In tight labour markets this just results in higher levels of unwanted staff turnover. Self-evidently, it is necessary to find out why people are leaving our organization before we can put in place measures to improve the employee-retention record. Individuals may choose to resign their jobs for many different reasons, but there is a tendency for some to be more significant than others among specific groups of employees or in certain organizations.Particular professions have evolved their own labour market dynamics, with the result that the leaving behavior displayed by some occupational species differs from that of others. Moreover, departures take different forms and occur in different patterns according to prevailing organizational circumstances, much depending on culture, management orientation and competitive position. With more and more stores opening each year and trading hours continually expanding, employees with the right skills and experience have little difficulty to find new employment.If people become unhappy in their jobs, they do not need to stay around trying to sort problems out. I nstead they go and work elsewhere. Aside from its relative fluidity, the retail labour markets have other characteristics that make it rather different from others. Many are attracted to the industry by the hours of work and want hours that allow them to work around those of their partners. Why do employees leave the organization? There are a number of reasons for employees leaving the organization. Well, the most obvious reason for employees leaving any organization is higher pay.The main problem here is that employees are moved from one location to another location along with their family. But this problem is taken care of by a salary hike which may be around 20%-35% per annum. Another factor is work timings. In some organizations, work timings are such that they are making employees leave the organization. Another factor is career growth. In many organizations, only 20% of employees are able to go to senior levels. This means that the remaining 80% of employees look for other org anization where they can get opportunities for growth.One more reason for leaving the organization is higher education. These days, in many organizations, employees are joining at very young age because of lucrative salaries being offered. But with time, they apply for higher education and try to move on to other organizations or sectors to occupy top management positions. The percentage of women workers is also responsible for higher attrition rate. These days, the percentage of women workers is around 30%. Generally, women workers leave the organization after marriage to take up their house-hold duties, irregular work hours. 80% of employee urnover can also be attributed to the mistakes during hiring process. Other factors include accident making the worker permanently incapable of doing work, dislike for the job or place, unsatisfactory work conditions leading to strained work relationships with the employer; lack of security of employment et al also contribute for higher attriti on rate. Cost of attrition There are a number of costs which are incurred by a BPO when they hire any new employee these costs can be in terms of monetary or can be in terms of monetary or can be in terms of time wasted or any other intangible things.Some of these costs can be as stated below:- 1. Hiring or Recruitment Costs: Costs of advertisement, agency costs, employee referral costs, internet posting costs, etc 2. Training Costs: Induction program costs, lodging costs during that period, orientation material costs and cost of person who conducts orientation 3. Low Productivity Costs: As new employee is learning new job, company policies, etc. , they are not fully productive. 4. New Hiring Costs: Cost of bringing new person aboard, time taken in understanding the job of the employee who left and other perks given. 5.Low Sales Cost: Experience and the contacts that were lost, time for which the position was vacant and other such things which result in either loss of customers or l ower sales. Role of HR Department: Attrition Rate is good for the organization as long as the rate is at normal level. This will help the organization to get new blood into the organization and for the organization to develop. But it becomes a problem when the attrition rate is abnormal. Therefore, HR Department has the most crucial role to play in any organization. At the time of conducting interviews, the HR personnel try to bring right candidate to the right job.Similar is true even when the attrition rate is abnormal, so they have a very crucial role to play. Following are some of the tips to reduce attrition rate: – Hiring individuals who are truly fit to succeed in the position for hire will dramatically increase the chances of that employee being satisfied with his or her work, and remaining with the company for an extended period of time. Employees should not only be selected on the basis of communication skills and educational qualifications. Communication of employe e's roles, job description and the responsibilities within the organization, new policies will help to retain employees.Participative Decision Making – It is incredibly important to include employees in the decision making process, especially when decisions are related to employees. This can help to generate new ideas and perspectives that top management might never have thought of. Sharing of Knowledge with Others – Allow the members to share their knowledge with others. This helps in retention of information. This also lets a team member know that he is a valuable member of the organization. Similarly, facilitating knowledge sharing through an employee mentoring program can be equally beneficial.Shorten the Feedback Loop – This helps the employees to know the feedback to their work within a short period. This also helps to keep performance levels high and reinforce positive behavior among employees. Pay Package – Any employee wants to be appropriately p aid and fairly for the work he or she does. For this, conduct a research to find out the pay package in other similar type of organizations at regional as well as at national levels. Balance Work ; Personal Life – No doubt family is exceptionally important to employees. When work begins to put pressure on one family, no pay package will keep an employee in the organization.Therefore, there should be a balance between work and personal life. Small gestures like allowing an employee to take an extended lunch once a week to watch his son's cricket game will result in loyalty and helps to retain the employee. Organizational Culture – Try to select the candidates who believe in the organization culture and adopt with ease to organization culture. Exit Interview with the employees who are leaving the organization will help the organization to find out the reasons why the employees are leaving the organization.This will also help to find out any drawbacks in the organization. Another method to reduce attrition rate is that they should find out why employees are leaving the organization from the employees who are working for the past so many years. Motivational Training – It is sure that motivational training helps to retain the employees. One of the crucial aspects to motivate employees is to ensure that they have ample growth opportunities which can be provided through training. Multi-Tasking – One of the ways to retain the employees in the organization is try to get people with different qualities ike smart, adaptable, and capable of multi-tasking. Referrals – Another technique is to try to get the employees hired through referrals. This makes them stick with the organization. No Favoritism – One of the surest ways to create animosity and resentment in an organization is to allow favoritism and preferential treatment towards an employee. Be sure to treat all employees equally and avoid favoritism at all costs. ATTRITION RAT E: There are a number of reasons for employees leaving the organization. Well, the most obvious reason for employees leaving any organization is higher pay.The main problem here is that employees are moved from one location to another location along with their family. But this problem is taken care of by a salary hike which may be around 20%-35% per annum. Attrition Rates in Different Sectors in India During 2007: The attrition rates in different sectors for the year ended 2007 are shown in the following table: – Sector | Attrition Rate| FMCG| 17  Ã‚  | Manufacturing| 20  Ã‚  | Capital Goods| 23  Ã‚  | Construction| 25  Ã‚  | Non Voice BPO| 25  Ã‚  | IT – ITES| 27  Ã‚  | Telecom| 30  Ã‚  | Pharmaceuticals| 32  Ã‚  | Bio Technology| 35  Ã‚  | Services| 40  Ã‚  | Financial| 44  Ã‚  | Aviation| 46  Ã‚  | Retail| 50  Ã‚  |Voice – Based BPO| 50  Ã‚  | Source: Times of New York | | Benefits of Attrition: Good attrition minimizes the adverse impact on business. Desirable attrition includes termination of employees with whom the organization does not want to continue a relationship. It can be through resignation or by the employer. The benefits are: – * Removes bottle-neck in the progress of the company. * Creates space for the entry of new talents, external as well as internal. * Helps planting â€Å"ambassadors† in the eco-system who can have a positive impact on the growth of the organization. * Assists in evolving high performance teams. Infuses new blood into the organization. * Enhances ability for execution. * New thoughts, ideas, and hence, more innovation and creativity at work. * Knowledge of best practices from across the industry is brought in. * It is also an opportunity to induct employees at a lower cost with fresh skills and competencies aligned to the current need of business. Worst effects of attrition: * Loss of knowledge capital. * Delay in execution of projects / assignments. * Loss of production. * Increasing cost of recruitment. * Impact on employer brand. * Burden and burn-out on existing employees. Internal information and knowledge is being shared outside. * Existing team also gets de-focused / de-motivated for sometime. Reasons for leaving Pull factors The major causes of employee turnover fall into four categories: ‘pull-type’ causes, ‘push-type’ causes, unavoidable causes, and situations in which the departure is initiated by the organization rather than by the employee. Each is fundamentally different from the other and demands a different type of organizational response when it is identified as the major explanation for turnover among members of particular occupational groups.Pull-type resignations occur when the major cause is the positive attraction of alternative employment. The employee concerned may be wholly satisfied with his or her existing organization and happy in the job, but nonetheless decides to move on in search of something even better. It may be a higher rate of pay, a more valued benefits package, more job security, better long-term career opportunities, and a less pressured existence, the opportunity to work overseas, a shorter journey to commute or more convenient hours of work.Push factors By contrast, in the case of push factors the major underlying cause of resignations is the perception that something is wrong with the existing employer. The person concerned may move in order to secure a ‘better job’, but he or she is as likely to join another organization without knowing a great deal about it just because he or she no longer enjoys the current one. In doing so the hope is that working life will improve, but there is no guarantee that it will.A range of different push factors can be identified, ranging from a dislike of the prevailing organizational culture to disapproval of changed structures and straightforward personality clashes with colleagues. Perceptions of unfa irness often underlie these types of departure, but they can also occur simply because the employee is bored or generally fed up with the day-to-day work. He or she thus starts looking for something (or anything) different, and leaves on finding a suitable alternative. In the more extreme cases of dissatisfaction people leave before securing another position.Unavoidable attrition This category comprises reasons for leaving which are wholly or mainly outside the control of the organization. The resignation does not occur because of dissatisfaction with the job, or the perceived opportunities provided elsewhere, but for reasons that are unconnected to work in any direct sense. The most common is retirement, which affects almost everyone at some stage, but there are many others too. Illness is often a cause, because it incapacitates either the employee or a relative for whom he or she has caring responsibilities.Maternity is another reason woman often preferring not to return to the sa me job after their leave, either to take a break from work altogether or in order to secure a job that makes it easier for them to combine work with childcare arrangements. Involuntary attrition Final major category includes departures which are involuntary and initiated by the organization. The employee would have remained employed had he or she not been asked or required to leave. Redundancies clearly fall into this category, along with short-term layoffs, the ending of fixed-term contracts and other dismissals of one kind or another.Many resignations are also in fact largely involuntary because people often prefer to ‘jump before they are pushed’. Someone who knows she is to he made redundant in a few months therefore seeks alternative employment ahead of time, while a colleague who believes his employment will soon be terminated on grounds of poor performance secures another job before being formally dismissed. Although such turnover can sometimes be characterized a s ‘functional’ rather than ‘dysfunctional’, it still carries a cost and is thus best avoided where possible. Table 1. 1. Attrition rates in the world Country| Percentage|US| 42| Australia | 29| Europe| 24| India| 18| Global Average| 24| * Source-Times News, New York 1. 3 OBJECTIVES OF THE STUDY Primary objective: 1. Find out the attrition level in XXX retail limited. Secondary objectives: 1. To study causes for attrition. 2. To find out the retention strategies adopted. 3. To study the satisfactory level of employees. 4. To analyze the effect of attrition. 5. To offer suggestions to reduce attrition. 1. 4 Need for the study 1. More time is spent recruitment and selection. 2. The trained employees must be retained. 3. Study concentrates the reasons for attrition. 4.The various dimensions analyzed and solutions offered for attrition 1. 5 Scope of the study The purpose of the research is to identify and prioritize work place related factors that trigger  "job switch or attrition among XXX Fresh Limited employees†. Employee retention is therefore important in a business’s ability to keep the most talented people in the organization and avoid unwanted turnover. So that the respondents could stay in the same Organization, and attrition rate could also be reduced. 1. 6 Limitation of the study 1. Opinion and perception of the employees changes over a period of time. 2.The respondents are not cooperative to answer the question. 3. Some of the respondent may not agree with the statement 4. Since the respondents are very busy, they are hurry and unable to spare much time with the researcher. CHAPTER 2 Review of literature 1. Title: Studied on Attrition at the presidency kid leather shoe Division Author- Balakrishnan Date- October 1994 ABSTRACT: Studied on Attrition at the presidency kid leather shoe Division. The sample size is 40 and used simple random sampling technique. He found that the manufacturing unit is not satisfied w ith basic needs like nature of the work, income level etc.He also insisted that proper performance appraisal system does not exist in that Organization. The researcher suggested for policy development, good performance management system, need analysis, career planning, counseling, etc. 2. Title: Studied on employee Attrition at Satyam Computers Author- Bharathan Prahalad Date- November 2000 ABSTRACT: Bharathan Prahalad(2000) studied on employee Attrition at Satyam Computers. The sample size is 30 and he used questionnaire method. The result of the study shows that the need for promotions, need for consumer loans, need for salary revision.The researcher suggested for training sessions, overseas opportunity for the employees, Employee stock option, good work environment, flexi timings, recreation etc. Attrition rate, attrition causes. 3 . Title: Study on influence of HR practice on Retention of Talent at Cyber Korp India Author- Mohamed Habeeb Date- March 2005 ABSTRACT: Mohamed Habeeb (2005) made an attempt to study on influence of HR practice on Retention of Talent at Cyber Korp India. The scope of the study was restricted to the employees of Cyber Korp India. The scope of the study was restricted to the employees of Cyber Korp.The objective is to identify the various causes for attrition in the Company and the influence of HR practices on retention of talents. The researcher used descriptive method on the primary data collected from the study unit. The researcher, using interview schedule collected the data on retention. The sample size is 50 selected at random. The result of the study shows that the female employees have high mentor relationship than male employees in that Organization. Male employees show high interest in team work than female. Experienced employees have less mentorship.Researcher suggested that compensation is the key area of retention, and also suggested for restructuring of the salary levels. To adopt for best HR practices such as Trainin g, mentoring, Career mapping, Performance appraisal and feedback system. 4 . Book: Love Employees or Lose Employees: Getting Good People to Stay Author- Beverly Kaye, Sharon Jordan-Evans Publisher – Berrett-koehler Publishers Date- January, 2008 They underlined that employee retention is a process in which the employees are encouraged to remain with 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 no good employees. A good employer should know how to attract and retain its employees. Retention involves five major things such as Compensation, G ood environment, Growth, Relationship and Support.Book: 5 . Article: Keeping Good People Author- Roger Herman Publisher – Academy of Management Review Date- January, 2008 ABSTRACT: In his review the author says that â€Å"Employee retention involves being sensitive to people’s needs†. Employee attrition is running wild in today’s tight labor market; however, the companies that keep their employees have found that what matters most is not the pay, benefits, or perks, but the quality of the relationship between employees and their direct supervisors. The bottom line is that people leave managers, not companies. . Article: Intra organizational and inter organizational job change Publisher – Journal of business and psychology Date- December, 1996 ABSTRACT: Quality of employment survey panel data to compare the determinants of intra organizational and inter organizational job change. To discriminant function were significant, the first distinguishing be tween intra organizational changers and stayers and the second between inter organizational changers and stayers. 7 . Article: Employee attrition and retention strategiesPublisher – INDIAN EXPRESS NEWSPAPER Date- September 16, 2006 ABSTRACT: The HR managers have been facing a tough time finding a suitable replacement with required experience and ability, to fill up the vacancies created on account of exit of key employees. The reasons can be varied like shortage of skilled manpower, growth in opportunities as a result of economic reforms and liberalized policies pursued by successive governments. 8 . Title: Employee retention needs a proper strategy Author- DR,Saurabh Guptha Date- October 2003 Abstract :The study revealed that the employee retention involves being sensitive to peoples needs and demonstrating the various strategies in the five families detailed in Roger Herman’s Classic book on employee retention, keeping good people. Employee attrition is running wild in today’s tight labor market. However, the companies that keep the employees have found that what matters most is not the pay, benefits or perks, but the quality of relationship between and the direct supervisors. The bottom line is that people leave managers not companies.Control and ownership an approach of being an advisor is necessary to maintain effective and satisfactory control over employees. The value of recognition successful organization realizes employee retention and talent management are integral to sustaining their leader ship and their growth in the market place. Becoming an employee of their choice by retaining the high caliber employees in today’s labor market should be the highest priority CHAPTER 3 RESEARCH METHODOLOGY Methodology is defined as the specification of methods and procedures for acquiring the information needed. It is a plan or frame work for doing the tudy and collecting the data. Research Methodology minimizes the degree of uncertain ty involved in management describes research is characterized by systematic, objective, reproducible, relevant and control. This project is a study marked by promulgation of research questions. The investigator already knows the substantial amount the research problems before the project is initiated. 3. 1. 1Research Design The researcher followed analytical research design. 3. 1. 2Sampling As it was not possible to collect the information from the whole population so sampling method is adopted. Stratified random sampling method is used.Totally 120 questionnaires were prepared for employee survey. 3. 1. 2. 1 Sample Area The sample area means that place where the survey has been conducted. The sample area was XXX Retail limited, Chennai. 3. 1. 3Sampling Procedure The sampling procedure is used of the study is questionnaire method. The type of question is close ended as well as open ended question. Used by the researcher. 3. 1. 4Sample size Population of this study consist of the empl oyee of XXX Retail limited, Chennai. The total population of the company is 1140, sample of 120 employees were taken for the study.. 3. 2 DATA COLLECTION METHODThe task to data collection method often a research problem has been designed and research design chalked out. 3. 2. 1Primary Data Primary data are those, which are collected fresh and for the first time for the collection as primary data a sample survey method was used in the study. Personal interview was conducted with the help of a questionnaire prepared for the survey. 3. 2. 2 Secondary data Data which was not originally collected rather obtained from published or unpublished source are known as secondary data. 3. 2. 4Statistical Tools The analysis of the collected data is the most important part of any research o get the interpretation for the project. According to this project, there will be three statistical tools are used. They are, 1. Chi-square test. 2. Weighted average test. 3. Spearman rank correlation. 3. 2. 4. 2 CHI-SQUARE TEST: Chi-square testis used to compare the relationship between the two variables. OBJECTIVES: 1. To recognize situations requiring the comparison of more that two means or proportions. 2. To use chi-square distribution to see whether two classifications of the source data are independent of each other. 3. To use chi-square distribution for confidence intervals and testing hypothesis about a single population variance. . To use chi-square test to check whether a particular collection of data is well described by a specified distribution. Chi-square test allows us to do a lot more than just test for the quality of several proportions. If we classify a population into several categories with respect to two (2) attributes, we can than use a chi square to determine whether the two (2) attributes are independent of each other. This is used to test the difference observed between two columns of number found in two distinct categories. A chi-square can be used when data satisfy four conditions. 1.There must be two observed sets of data or one observed set of data and our expected set of data. 2. The two set of data must be based on the same sample size. 3. Each cell in the data contain an observed or expected count of five or larger. 4. The different cells in a row or column must represent categorical variables. DEGREE OF FREEDOM: (Number of Rows-1) * (Number of Columns-1) (Oi – ei) Ei Oi = Observed Value. Ei = Expected Value. N = Total Number of Observations. Ei = Row Total * Column Total N Chapter -4 DATA ANALYSIS AND INTERPRETATION Respondents Age Distribution Table-4. 1: Respondents Age DistributionParticulars | No. of respondents| percentage| 18 – 25| 24| 20| 26 – 35| 56| 46. 67| 36 – 45| 27| 22. 5| Above 45| 13| 10. 83| Total| 120| 100| Figure-4. 1: Respondents Age Distribution Inference It can be seen that merely half of the respondents were between the age group of 26-35 years. Respondent marital status TABLE 4. 2 †“ Respondents marital status Particulars| No. of respondents| Percentage| Married| 82| 68. 33| Unmarried| 38| 31. 67| Total| 120| 100| Figure-4. 2 – Respondents marital status Inference It can be inferred that 3/4th of the respondents were married. Respondents Educational QualificationsTable 4. 3 – Respondents Educational Qualifications Particulars| No. of respondents| Percentage| UG| 32| 25. 83| ITI| 18| 15| PG| 67| 55. 83| Others| 3| 2. 5| Total| 120| 100| Figure-4. 3 – Respondents Educational Qualifications Inference It can be inferred that more than half of the respondent were qualified post graduates it’s a good sign for the organization. Respondents Work Experience Table -4. 4 – Respondents Work Experience Particulars| No. of respondent| Percentage| 0 – 2 years| 48| 40| 3 – 5 years| 53| 44. 17| 6 – 8 years| 17| 14. 17| Above 8 years| 2| 1. 66| Total| 120| 100| Figure 4. – Respondents Work Experience Inference It can be seen that almost of the respondents were between the experience level below 5 years. Respondents understanding towards the job Table 4. 5 – Respondents understanding towards the job Particulars| No. of respondents| Percentage| Not at all| 0| 0| Not really| 8| 6. 67| Some what| 33| 27. 5| Pretty much| 45| 37. 5| Totally| 34| 28. 33| Total| 120| 100| Figure 4. 5 – Respondents understanding towards the job Inference It can be seen clearly that almost all of the respondents were understand their job well. Respondent reason for dissatisfactionTable 4. 6 – Respondent reason for dissatisfaction Particulars| No. of respondents| Percentage| Work pressure| 31| 25. 83| Management decisions| 18| 15| Work environment| 6| 5| Pay structure| 48| 40| Others| 17| 14. 17| Total| 120| 100| Figure 4. 6 – Respondent reason for dissatisfaction Inference It can be clearly seen that merely half of the respondents feels that pay structure makes them dissatisfied. Respondent opinion about the management steps Table 4. 7 – Respondents opinion about the management steps Particulars | No. of respondents| Percentage| Not at all| 21| 17. 5| Some what| 42| 35|Average| 36| 30| Really good| 21| 17. 5| Total| 120| 100| Figure 4. 7 – Respondents opinion about the management steps Inference It has been clearly observed that 2/3rd of the respondents feel that the management steps were somewhat satisfactory for them. Respondent’s opinion about the internal improvements needed in organization Table 4. 8 Respondents opinion about the internal improvements needed in organization Particulars | No. of respondents| Percentage| Employee motivation| 22| 18. 34| Working environment| 18| 15| Monetary benefit| 46| 38. 33| Others| 34| 28. 33| Total| 120| 100| Figure – 4. Respondents opinion about the internal improvements needed in organization Inference It can be inferred that 2/3rd of the respondent’s feels monetary benefits is to be improv ements. Respondent’s opinion about the external improvements needed in organization Table 4. 9 Respondents opinion about the external improvements needed in organization External improvements| No. of respondents| Percentage| Innovative technology| 18| 15| External training programs| 47| 39. 17| New products| 12| 10| Others| 43| 35. 83| Total| 120| 100| Figure – 4. 9 Respondents opinion about the external improvements needed in organization InferenceIt can be clearly seen that most of the respondents feels that external training programs should be conducted Respondent’s opinion about retention strategy Table 4. 10 – Respondents opinion about retention strategy Particulars| No. of respondents| Percentage| Hiring suitable person| 18| 15| Allowing in decision making| 9| 7. 5| Good compensation| 42| 35| Good communication| 12| 10| Exit interview| 39| 32. 5| Total | 120| 100| Figure 4. 10 – Respondents opinion about the retention strategy Inference It is clearly inferred that merely half of the respondents feels good compensation is the best strategy for retention.Respondent’s opinion about learning new things Table – 4. 11 Respondents opinion about learning new things Particulars| No. of respondents| Percentage| More| 67| 55. 83| Less| 19| 15. 83| No| 34| 28. 34| Total| 120| 100| Figure – 4. 11 Respondents opinion about learning new things Inference It can be inferred that more than half of the respondents feels that they can learn more new things. Respondent’s opinion about communication between the superior Table 4. 12 – Respondents opinion about communication between the superior Particulars| No. of respondents| Percentage| Yes| 73| 60. 83| No| 47| 39. 7| Total| 120| 100| Figure 4. 12 – Respondents opinion about communication between the superior Inference It can be clearly observed that most of the respondent’s feels that they can communicate with their superiors at any time Res pondent’s opinion about promotion method Table 4. 13 – Respondents opinion about promotion method Particulars| No. of respondents| Percentage| Yes| 83| 69. 17| No| 37| 30. 83| Total| 120| 100| Figure 4. 13 – Respondents opinion about promotion method Inference It can be inferred that 3/4th of the respondents feels that their promotion is given based on their skills.Respondent’s opinion about stress Table 4. 14 – Respondent’s opinion about stress Particulars | No. of respondents| Percentage| Highly agree| 12| 10| Agree| 17| 14. 17| Neutral | 29| 24. 16| Disagree| 38| 31. 67| Highly disagree| 24| 20| Total | 120| 100| Figure 4. 14 – Respondent’s opinion about stress Inference It is clearly inferred that more than half of the respondents disagree that they having stress in their work. Respondent’s opinion about recreational facilities Table 4. 15 – Respondents opinion about recreational facilities Particulars | No. o f respondents| Percentage |Highly satisfied| 10| 8. 33| Moderately satisfied| 20| 16. 67| Neutral | 49| 40. 83| Moderately dissatisfied| 23| 19. 17| Dissatisfied | 18| 15| Total | 120| 100| Figure 4. 15 – Respondents opinion about recreational facilities Inference It can be clearly seen that merely half of the respondents were neither satisfied nor dissatisfied about the recreational facilities. Respondent’s opinion about working space Table 4. 16 – Respondents opinion about working space Particulars | No. of respondents| Percentage | Highly satisfied| 33| 27. 5| Moderately satisfied| 58| 48. 33| Neutral | 21| 17. | Moderately dissatisfied| 6| 5| Dissatisfied | 2| 1. 67| Total | 120| 100| Figure 4. 16 – Respondents opinion about working space Inference It can be clearly seen that 3/4th of the respondents satisfied with the working space. Respondent’s opinion about worst of attrition Table 4. 17 – Respondents opinion about worst of attrition Particulars| No. respondents| Percentage | Cost of recruitment| 43| 35. 83| Loss of production| 18| 15| Loss of knowledge capital| 27| 22. 5| Training cost | 32| 26. 67| Total | 120| 100| Figure 4. 17 – Respondents opinion about worst of attrition InferenceIt can be clearly seen that 2/3rd of the respondents feels that cost of recruitment and training cost is worst effect of attrition Respondent’s opinion about the best effect of attrition Table 4. 18 – Respondents opinion about the best effect of attrition Particulars| No. of respondents | Percentage| Removes bottle necks | 39| 32. 5| Entry of new talents| 53| 44. 17| Infuses of new blood| 28| 23. 33| Total | 120| 100| Figure 4. 18 – Respondents opinion about the best effect of attrition Inference It can be clearly seen that merely half of the respondents feels that entry of new talents is the best effect of attrition.Chi – square Experience and dissatisfaction levels in job Table 4. 19 Chi-Square Experience Dissatisfaction | 0 – 2| 3 – 5| 6-8 | Above 8 years| Total | Work pressure | 19| 11| 1| 0| 31| Management decision | 8| 6| 3| 1| 18| Work environment | 0| 2| 3| 1| 6| Pay structure | 14| 28| 6| 0| 48| Others | 7| 6| 4| 0| 17| Total| 48| 53| 17| 2| 120| Null hypothesis H0: There is no significant relationship between the experience and dissatisfaction of job. Alternate hypothesis H1: There is a significant relationship between the experience and dissatisfaction of job. Level of significant: LOS= 95% (. 05%)Degree of freedom: DOF= (M-1) (N-1) = (5-1) (4-1) Degree of freedom = 12 Z tab= 21. 026 2 = ? ( O – E )2/E Expected valued: E = ( row total * column total ) / grand total 2 = 3. 51 + 0. 52 + 2. 61 + 0. 51 + 0. 08 + 0. 47 + 0. 07 + 1. 63 + 2. 4 + 0. 15 +5. 43 + 0. 81 + 1. 4 + 2. 18 + 0. 09 +0. 8 + 0. 005 + 0. 3 + 1. 06 + 0. 28 Z cal = 24. 305 Calculated value > tabulated value Zcal > ztab H0 is rejected. H1 is accepted There is a significant relation ship between the experience and dissatisfaction of job. Spearman rank correlation Table 4. 20 – Ranking for stress and recreational activityStress| Rank 1| Recreational activity| Rank 2| Difference(D)| (D)2| 12| 5| 10| 5| 0| 0| 17| 4| 20| 3| 1| 1| 29| 2| 49| 1| 1| 1| 38| 1| 23| 2| -1| 1| 24| 3| 18| 4| -1| 1| | | | | ? (D)2| 4| R = 1 – 6? D2 (n (n2 – 1)) = 1 – (6*4) (5 (25-1)) = 1 – 0. 2 R = +0. 8 Since the correlation value (R) is +0. 8 there is a high correlation between the stress and recreational activity. Chapter 5 5. 1 Findings 1. Half of the respondents (47%) are in the age group of 26-35 years. 2. 3/4th of the respondents (68%) were married. 3. Half of the respondents (56%) were qualified post graduates. . Majority of the respondents have an experience of less than 5 years. 5. All the respondents have understood their job. 6. Merely half of the respondent’s (40%) feel that pay structure makes them dissatisfied. 7. 2/3rd of the respond ents are not much satisfied with the management policies. 8. 2/3rd of the respondents (39%) feel hike in salary can be offered. 9. Most of the respondents ( 39%) feel that external training programs should be conducted 10. All the respondents feel good compensation and hiring suitable person is the best strategy for retention. 1. More than half of the respondents (56%) feel that they get opportunity to learn more. 12. More than half of the respondents (61%) said they can communicate with their superiors at any time. 13. Merely 3/4th of the respondents (70) said their promotion is based on their skills. 14. More than half of the respondents (52%) disagreed that they have stress in their work. 15. Nearly half of the respondents (41%) were neither satisfied nor dissatisfied about the recreational facilities. 16. 3/4th of the respondents (75%) are satisfied with the working space. 17. /3rd of the respondents (36%) feel that due to attrition the cost of recruitment and training increases 18. Nearly half of the respondents (47%) feel that due to attrition there is entry of new talents. 5. 2 Suggestion 1. Management should give good job description to employees. 2. The organization should change the pay structure based on the nature of job. 3. The organization should conduct more external training programs to improve the efficiency of the employees. 4. The organization must appoint right person for the right job which will help to reduce attrition. 5. They must have two way communication. 6.The organization should provide more recreational activity to employees to relieve form stress. 7. Career growth and higher education is main cause for attrition in XXX, so the organization can give promotions and hike in salary in regular interval to reduce the attrition level. 8. Cost of recruitment and loss of knowledge capital were the worst effect of attrition, for that the company can follow retention strategies to keep the valuable employees. 9. Even though many retention s trategies followed in the organization the best strategy is exit interview, which helps them to identify the reason for attrition. 5. 3 CONCLUSIONIn global economy many organizations find very difficult to overcome the competition and to retain the employees. Due to attrition the companies not only lose the efficient employees but also spend a lot for recruiting new employees. The study company has moderate attrition since the stress level is low. Even this attrition can be reduced if they follows’ a good retention strategy like increasing the salary in periodic interval. The main cause for employee switching over job in XXX is carrier growth. Thus the organization should not increase the salary but also give promotions to employee to make them satisfy and retain the in organization.By satisfying the employee the attrition level can be reduced. ANNEXURE QUESTIONNAIRE A STUDY ON ATTRITION LEVEL PERSONAL DATA : 1. Name: 2. Designation: 3. Age: a) 18 -25 b) 26 – 35 c) 36 -45 d) above 45 4. Marital status: a) Married b) unmarried 5. Educational Qualification: a) UG b) ITI c) PG e) Others 6. Years of Experience: a) 0 – 2 years b) 3 – 5 years c) 6 – 8 years d) Above 8 years OTHER DATA: 7. How well do you understand your nature of job? ? Not at all ? Not really ?Some what ? Pretty much ? Totally 8. Rate the following factors Particulars| Highly satisfied5| Satisfied4| Neutral3| Dissatisfied2| Highly dissatisfied1| Motivation| | | | | | Appraisal| | | | | | Job challenge| | | | | | Reward| | | | | | Communication with superiors| | | | | | 9. Which of the following makes you to get dissatisfied? a) Work Pressure b) Management decisions c) Working Environment d) Pay structure e) other 10. Do you believe that there is a decrease in your Dissatisfaction level after the management steps? ) Not at all b) Somewhat ok c) Average d) Really good 11. Specify the area where improvement is required internally? ? Employee motivation ? Working envi ronment ?Monetary benefits ? Other 12. Specify the area where improvement is required externally? ? Innovative technology ? External Training programs ? New products ? Others 13. For which of these reasons, you prefer to change the job. Rate the following? Particulars | Rank | Career growth| | Higher stress| | Higher education| | Health condition| |Family problems| | 14. From these following which retention strategy is the best way to reduce the attrition level? a) Hiring suitable person b) decision making c) good compensation d) good communication e) exit interview 15. There any opportunities to learn forward about your job? a) More b) Less c) No 16. Do you have any freedom to convey your immediate problems to Top-level people..? a) Yes b) No 17. Whether promotion is given based on skill? a) Yes b) No 8. Do you agree there is stress in your job? a) Highly agree b) agree c) neutral d) Disagree c) highly disagree 18. Are you satisfied with the recreation facilities provided by the or ganization? a) Highly Satisfied b) Moderately satisfied c) Neutral d) Moderately dissatisfied e) Highly dissatisfied 19. Are you satisfied with the working space provided by the organization? ) Highly Satisfied b) Moderately satisfied c) Neutral d) Moderately dissatisfied e) Highly dissatisfied 20. Which is the worst effect of attrition? a) Cost of recruitment b) Loss of production c) Loss of knowledge capital d) Training cost 21. Which is the good effect of attrition? a) Removes bottle necks b) Entry of new talents c) Infuses of new blood 22. 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