HARYANA SCHOOL OF BUSINESSGuru Jambheshwar University of Science & Technology

Hisar-125001 Haryana“Understand and provide measures to reduce and control

Absenteeism and Attrition”

“CARGILL INDIA PVT. LTD.”

By

JAGDEEP

A Project report submitted in partial fulfilment of the requirement for

Master of Business AdministrationOf Guru Jambheshwar University of Since & Technology.

Hisar – 125001 Haryana

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Project Report on Understand and Provide Measures to

Reduce and Control Absenteeism and AttritionIn

Cargill India Private Limited.

ByJAGDEEP

III Semester MBAReg.No.

GuideMrs. Himani Sharma,

Project Report Submitted to the Guru Jambheswar University of Science and technology Hisar in partial

fulfillment of the requirements of IV Semester MBA degree examinations - 2016

Haryana School of Business,

Guru Jambheswar University of Science and technology New

Hisar - Haryana

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PREFACE

As a part of Master of business administration (MBA) program, a student has to pursue a project duly approved by the Director of the Institute. I had the privilege of undertaking project on the “UNDERSTAND AND PROVIDE MEASURES TO REDUCE AND CONTROL ABSENTEEISM AND ATTRITION” in “CARGILL INDIA PVT. LTD.”

The project is mainly divided in to four chapters. First chapter deals with the Profile of the Cargill India Pvt. Ltd. Second chapter deals with research methodology. Third chapter deals with Findings and Analysis. Lastly the conclusion and suggestion.

The guide of my project is Mrs. Himani Sharma, Who guided me throughout my project work.

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CONTENTS

ACKNOWLEDGEMENT………………………………. 6

DECLARATION……………………………………….....7

EXECUTIVE SYNOPSIS………………………………...8

COMPANY PROFLE……………………………...…….26 – 33

RESEARCH OBJECTIVE……………………………17

RESEARCH METHODOLOGY……………………..18

SCOPE OF THE STUDY………………………………19-20

LIMITATION OF THE STUDY……………………….21-22

CHAPTER FOUR:-

FINDINGS

Problems in CARGILL INDIA PVT. LTD. Some important Feedback taken by CARGILL INDIA PVT. LTD.

CHAPTER FIVE:-…………………………………….. 71-82

ANALYSIS OF FINDINGS

SWOT analysis of CARGILL INDIA PVT. LTD.

CHAPTER SIX:-……………………………………….88-93

My Suggestions & Conclusion Bibliography

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ACKNOWLEDGEMENT

This project is a combination of guidance, support and blessings of well-wishers who made a significant contribution in the completion of my project. I extend my deep sense of gratitude, respect and sincere thanks to all those who extended their help and gave guidance to me at every stage of this project.

I am extremely thankful to my institution, HARYANA SCHOOL OF BUSINESS for giving me a platform to work on and apply my theoretical knowledge with the help of this project into practical application.

This project would be incomplete without mentioning the name of the person who has contributed a lot toward the completion of this project. As a token of gratitude, I express my sincere thanks to Mrs. Himani Sharma for giving me this opportunity to hone my managerial skills by providing me this great opportunity of getting involved in such projects. They despite of their busy work schedule provided me their able guidance and valuable advice during the project, leading into the completion of this project.

Every effort has been made to enhance the quality of work. However, I owe the sole responsibility of the shortcoming, if any, in the study.

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DECLARATION

This is certifying that ‘UNDERSTANDS AND PROVIDES MEASURES TO REDUCE AND CONTROL ABSENTEEISM AND ATTRITION IN CARGILL INDIA PVT. LTD.’ was carried out by JAGDEEP as a part of the requirement of the Master of business administration (MBA) summer training program. This study is being submitted for approval to Cargill India Private Limited.

I declare that the form and content of the above mentioned project are original and have not been submitted in part or full, for any other degree or diploma of this or any other Organization / Institute / University.

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EXECUTIVE SYNOPSIS

NAME : JAGDEEP

ORGANISATION : CARGILL INDIA PVT. LTD.

EDUCATION INSTITUTE : MASTER OF BUSINESS ADMINISTRATION (M.B.A.) 2014-2016, HARYANA SCHOOL OF BUSNIESS, HISAR.

ADDRESS : CARGILL INDIA PVT. LTD. D- 12/1, 1ST FLOOR, INFOCITY-2, SECTOR-33,

GURGAON 122001 (HARYANA)

TOPIC : UNDERSTAND AND PROVIDES MEASURES TO CONTROL ABSENTEEISMA AND ATTRITION

DURATION : 6 WEEKS (02 JUNE – 10 JULY 2015)

OBJECTIVE : THIS PROJECT HAS BEEN UNDERTAKEN TO SHARE MY EXPERIENCE ON HUMANE RESOURCE PLANNING AND ITS IMPORTANCE IN FULFILLING THE FUTURE OPENINGS BASED ON AN ANALYSIS OF THE POSITIONS, DURING THIS PROJECT I HAVE GONE THROUGH THE PROCESS AND ANALYZE LINK BETWEEN BUSINESS STRATEGY AND ITS OPERATION.

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LITERATURE

REVIEW

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AbsenteeismDefinition of Absenteeism Absenteeism is the failure of employees to report for work when they are scheduled to work.

Employees who are away from work on recognized holidays, vacations, approved leaves of

absence, or approved leaves of absence would not be included.

Causes of Absenteeism The causes of absenteeism are many and include:

serious accidents and illness

low morale

poor working conditions

boredom on the job

lack of job satisfaction

inadequate leadership and poor supervision

Personal problems (financial, marital, substance abuse, childcare eldercare etc.)

poor physical fitness

inadequate nutrition

transportation problems

the availability of income protection plans

stress

excessive workload

employee discontent

Cost of Absenteeism Absenteeism may have repercussions, which include:

Decrease in Productivity

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Employees may be carrying an extra workload, or supporting new or replacement employees

may be required to train and orientate new or replacement workers morale and employee

service may suffer

Financial Costs

Administrative Costs

Do You Have An Absenteeism Problem?

Many organizations allocate 3% of their labour budget for absenteeism based on an average

of eight (8) working days missed per employee annually. Since the rate of absenteeism varies

by industry, division and department it is best to compare to the most relevant benchmark

available.

Trends in Absenteeism

Surveys indicate the following generalities in absenteeism: The higher the rate of pay and the greater the length of service of the employee, the fewer the

absences

As an organization grows, there is a tendency towards higher rates of absenteeism Women

are absent more frequently than men

Single employees are absent more frequently than married employees

Younger employees are absent more frequently than older employees

Older employees are absent for longer periods of time than younger employees

Unionized organizations have higher absenteeism rates than non-unionized organizations

Understanding Absenteeism The definition, causes, affects on productivity, and costs of absenteeism are quite clear. The

challenge is to develop methods that support attendance and control absenteeism, in such a

way as not to create mistrust, costly administrative procedures and systems avoidance.

Traditional methods of absenteeism control exclusively utilizing disciplinary procedures have

proven to be ineffective. If absenteeism is to be controlled, the physical and emotional needs

of employees must be addressed. In a 1985 study on “Rates of Absence among Nurses” it

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was found that 50% of absenteeism could be controlled through attending to employees’

physical and emotional needs.

Purpose of Attendance Management The purpose of attendance management is to develop a willingness on the part of all

employees to attend work regularly and to assist them in motivating their co-workers to

attend work regularly. Successful administration of an attendance management program

requires managers and supervisors to be aware of, and to create work environments in which

the following can be actualized;

Commitment to Attendance This paper provides the information necessary to begin an effective attendance management

program, which will yield long-term results. This paper is intended to be a guide rather than

an instruction manual or policy. To make an attendance management program truly

successful, it will require insight into the special dynamics present in your work place. It will

require two-way communication, as both the needs of the employees and of management

must be met if good attendance is to be achieved.

Guidelines for Absenteeism ControlThere are two types of absenteeism, each of which requires a different type of approach.

1. Innocent Absenteeism Innocent absenteeism refers to employees who are absent for reasons beyond their control;

like sickness and injury. Innocent absenteeism is not culpable which means that it is

blameless. In a labour relations context this means that it cannot be remedied or treated by

disciplinary measures.

2. Culpable Absenteeism Culpable absenteeism refers to employees who are absent without authorization for reasons

which are within their control. For instance, an employee who is on sick leave even though

he/she is not sick, and it can be proven that the employee was not sick, is guilty of culpable

absenteeism. To be culpable is to be blameworthy. In a labour relations context this means

that progressive discipline can be applied.

Identifying Excessive Absenteeism

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Attendance records should be reviewed regularly to be sure that an employee’s sick-leave

days are excessive compared to other employees. If a supervisor suspects that an employee is

excessively absent, this can be confirmed through reviewing the attendance records.

If all indications show that an employee is excessively absent, the next step is to gather as

much information as possible in order to get a clearer picture of the situation. The employees’

files should be reviewed and the employee’s immediate supervisor should document all

available information on the particular employee’s history.

Individual Communication After all available information has been gathered, the administrator or supervisor should

individually meet with each employee whom has been identified as having higher than

average or questionable (or pattern) absences. This first meeting should be used to bring

concerns regarding attendance to the employee’s attention. It is also an opportunity to discuss

with the employee, in some depth, the causes of his or her attendance problem

and possible steps he or she can take to remedy or control the absences. Listen carefully to

the employee’s responses.

Proof of Illness Sometimes it is helpful in eighteen Rs. employees with excessive innocent or culpable

absenteeism to inquire or verify the nature and reasons of their absence.

The extent to which an employer may inquire into the nature of and reasons for an

employee’s absence from the workplace is a delicate issue. The concepts of an employee’s

privacy and an employer’s need for information affecting the workplace often come into

conflict. Seldom is the conflict more difficult to resolve than where personal medical

information is involved. Unions will often strongly object to any efforts by management to

inquire more deeply into the nature of an employee’s illness. You will need to consider the

restraints of any language in collective agreements in relation to this issue. Generally

speaking, however, the following “rules of thumb” can be derived from the existing

jurisprudence: There is a prevailing right to privacy on the part of an employee unless the

employer can demonstrate that its legitimate business interests necessitate some intrusion into

the employee’s personal affairs.

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After the Initial Interview If after the initial interview, enough time and eighteen14are efforts, as appropriate, have

passed and the employee’s absenteeism has not improved, it may be necessary to take further

action. Further action must be handled with extreme caution – a mistake in approach, timing

or severity can be crippling from both an administration and labour relation’s point of view.

Determining whether eighteen14Rs. or disciplinary action is appropriate, depends on whether

the employee’s absences are innocent or culpable. If the employee’s absenteeism is made up

of both innocent and culpable absences, then each type must be dealt with as a separate issue.

In a labour relation’s context innocent absenteeism and culpable absenteeism are mutually

exclusive. One in no way affects the other.

Counselling Innocent Absenteeism Innocent absenteeism is not blameworthy and therefore disciplinary action is not justified. It

is obviously unfair to punish someone for conduct which is beyond his/her control.

Absenteeism, no matter what the cause, imposes

Losses on the employer who is also not at fault. The damage suffered by the employer must

be weighed against the employee’s right to be sick. There is a point at which the employer’s

right to expect the employee to attend regularly and fulfill the employment contract will

outweigh the employee’s right to be sick. At such a point the termination of the employee

may be justified, as will be discussed.

Initial-Counselling Presuming you have communicated attendance expectations generally and have already

identified an employee as a problem, you will have met with him or her as part of your

attendance program and you should now continue to monitor the effect of these efforts on his

or her attendance.

If the absences are intermittent, meet with the employee each time he/she returns to work. If

absence is prolonged, keep in touch with the employee regularly and stay updated on the

status of his/her condition. (Indicate your willingness to assist.)

Written-Counselling If the absences persist, you should meet with the employee formally and provide him/her

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with a letter of concern. If the absenteeism still continues to persist then the employee should

be given a second letter of concern during another formal meeting. This letter would be

stronger worded in that it would warn the employee that unless attendance improves,

termination may be necessary.

Reduction(s) of hours and or job reclassification In between the first and second letters the employee may be given the option to reduce

his/her hours to better fit his/her personal circumstances. This option must be voluntarily

accepted by the employee and cannot be offered as an ultimatum, as a reduction in hours is a

reduction in pay and therefore can be looked upon as discipline.

Discharge Only when all the previously noted needs and conditions have been met and everything has

been done to accommodate the employee can termination be considered. An Arbitrator would

consider the following in ruling on an innocent absenteeism dismissal case.

Has the employee done everything possible to regain their health and return to work?

Has the employer provided every assistance possible?

Has the employer informed the employee of the unworkable situation resulting from their

sickness?

Corrective Action for Culpable Absenteeism As already indicated, culpable absenteeism consists of absences where it can be demonstrated

that the employee is not actually ill and is able to improve his/her attendance. The procedures

for corrective/progressive discipline for culpable absenteeism are generally the same as for

other progressive discipline problems. The discipline should not be prejudicial in any way.

The general procedure is as follows:

Initial Warning(s)

Written Warning(s)

Suspension(s)

Discharge

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Verbal-Warning Formally meet with the employee and explain that income protection is to be used only when

an employee is legitimately ill. Advice the employee that his/her attendance record must

improve and be maintained at an improved level or further disciplinary action will result.

Give further verbal warnings as required. Review the employee’s income protection records

at regular intervals. Where a marked improvement has been shown, commend the employee.

Where there is no improvement a written warning should be issued.

Written-Warning Interview the employee again. Show him/her the statistics and point out that there has been

no noticeable (or sufficient) improvement. Listen to the employee to see if there is a valid

reason and offer any assistance you can. If no satisfactory explanation is given, advise the

employee that he/she will be given a written warning. Be specific in your discussion with

him/her and in the 16eighteen16r memorandum as to the type of action to be taken and when

it will be taken if the record does not improve. As soon as possible after this meeting provide

the employee personally with the written warning and place a copy of his/her file. The

written warning should identify any noticeable pattern

Suspension (only after consultation with the appropriate superiors)

If the problem of culpable absenteeism persists, following the next interview period and

immediately following an absence, the employee should be interviewed and advised that

he/she is to be suspended. The length of the

Suspension will depend again on the severity of the problem, the credibility of the

employee’s explanation, the employee’s general work performance and length of service.

Subsequent suspensions are optional depending on the above condition.

Dismissal (only after consultation with the appropriate superiors)

Dismissals should only be considered when all of the above conditions and procedures have

been met. The employee, upon displaying no satisfactory improvement, would be dismissed

on the grounds of his/her unwillingness to correct his/her absence record.

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Conclusion Attendance improvement programs can work! What the employees require is commitment

and support from all levels of management, an effective attendance record-keeping system,

consultation and open communication on the reasons for the attendance program.

Implementing and maintaining a work environment where open communication and team

spirit can thrive will at first sometimes seem a mammoth and somewhat unrealistic task. If

you need encouragement just consider some of the benefits; reduced absenteeism, open

communication, team spirit, reduced grievances and greater employee satisfaction.

Only when the positive approach is unsuccessful does the employer need to use the remedial

approach to deal with habitual abusers or with excessive absentee cases. In all cases the

employer’s actions must be fair and reasonable and consistently applied.

With a well communicated, implemented, and administered program, the majority of the

employees should agree with the attendance management program and cooperation should

follow.

ATTRITIONEmployee attrition is a costly dilemma for all organizations.

Control attrition with effective communication – build strong, effective teams.

Is ATTRITION important to your organization?Employee attrition costs 12 to 18 months’ salary for each leaving manager or professional,

and 4 to 6 months’ pay for each leaving clerical or hourly employee. According to a study by

Ipsos-Reid, 30% of employees plan to change jobs in the next two years. Do the math and

discover how much your company may pay for attrition.

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Although employee turnover can help organizations evolve and change, an American

Management Association survey showed that four out of five CEOs view employee retention

as a serious issue for organizational success. If managers know the real causes of attrition,

managers can control attrition and retain employees. Each retained employee can save money

and lead to better opportunities.

Why Employees LeaveMost employees leave their work for reasons other than money – and your organization can

correct these reasons. Most leaving employees seek opportunities that allow them to use and

develop their skills. Leaving employees want more meaning in their work. They often

indicate that they want to use their qualities and skills in challenging teamwork led by

capable leaders.

Employee OrientationNew employees who attend a positive orientation program are 70% more likely to be with the

company three years later (Corning Glass).

Mergers/AcquisitionsLee Hecht Harrison, a HR consulting firm, advises, “Far more employees will leave

following a restructuring than are laid-off or terminated as a result of downsizing. This lost

talent and cost can be minimized through good communication.”

Exit InterviewsExit interviews provide an excellent source of information of internal problems, employees’

perceptions of the organization, underlying workplace issues, and managers’ leadership

abilities.

Ineffective ManagersHigh employee turnover can be recognized and properly attributed to poor managerial

performance, emotional intelligence and ineffective leadership. Poorly selected or improperly

trained managers can be expensive.

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Hire attitude; Train skillsWe can help you hire and inspire appropriate employees...

Build positive, friendly, teamwork attitudes and commitment to customer services

Help new employees feel comfortable as they participate as valued team members

Provide periodic refresher courses to maintain team purpose and functionality

Apply Expert Modeling to rapidly transfer expert skills within a workforce

Reduce Attrition: Managers and Professional EmployeesWe can help you adjust your company vision and manager’s performance reviews to reflect

employee turnover, and provide mentoring and interpersonal training to inexperienced

managers.

Develop and communicate a strong strategic vision

Provide relationship coaching and help people develop to their potential

Reward managers for their relationship skills – not only on technical know-how and

financial results

People don’t leave jobs, they leave managers! Replace managers who will not

develop relationship skills

Reduce Attrition: Clerical and Hourly Employees

We can help you communicate. Most employees want to know more about their

work. We can explain each process and help employees understand the importance of

their work. Your employees will become more knowledgeable about their

effectiveness. Here are a few ways ..

A research done by B. Lynn Ware, Ph.D., and Bruce Fern, gives an

insight on The Challenge of Retaining Top Talent and

The Workforce Attrition Crisis, extracts from the research are provided

below,

Retaining top talent was less of an issue in the past, but the shifting tides of the unspoken

employee/employer contract have created new currents in the workplace.

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The old contract asked employees to: work hard

be loyal

give their all

In return, they would have: a job for life

a home away from home

regular salary increases

a good chance for a promotion

The new contract is substantially different. It states that employees must now work harder,

doing not only their jobs, but the jobs of their former co-workers who were “right-sized.” In

return, job security is extinct, promotions are scarce, salary increases are modest at best, and

the constant uncertainty of change is almost guaranteed.

Techniques to tackle the attrition dilemma.

1. The Costs of Attrition Can Be Staggering, But Often Unseen What does it cost an organization when a talented employee defects to the competition?

Some of the cost factors are obvious, such as productivity losses due to a vacant position.

However, there are often unseen costs, like the reduced productivity from the departing

employee who is inevitably distracted during his or her job search and therefore contributes

less during this time period (sometimes called “short-timer’s disease”).

Companies calculate that attrition costs them annual productivity losses of 65-75% in the

position the employee departs.

2. The Reasons Employees Stay is not the Same as Why They Leave Most organizations do not have a handle on the actual reasons why employees stay, as well

as the actual reasons why they depart. Many organizations attempt to capture the causes of

attrition through exit interviews. Unfortunately, traditional exit interviews just scratch the

surface of the causes for attrition. They inevitably fail to differentiate between factors that

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make the new job attractive to the departing employee, versus the reasons why the employee

was prompted to consider leaving his or her current job in the first place.

3. The Manager’s Role in Attrition is Paramount but UnderplayedMost managers we interviewed as part of our research in retention lamented the loss of

talented contributors. However, when asked to diagnose the reasons for an employee’s

departure, the average manager pointed to a variety of external organizational factors as the

causes of attrition, failing to take any personal responsibility for the situation. They typically

did not acknowledge any factors within their control that contributed to the employee’s

departure.

4. Prevention is the Best Medicine The loss of key employees, even in small numbers, can be devastating to a company. (This

points to the importance of tracking not just overall attrition ratios, but also tracking the level

of performers leaving.)

Consequently, we were interested in determining the degree to which managers rank

retention as a high on-going priority. Not surprisingly, we found that the only time the

average manager thinks about retention is when she or he receives a resignation from an

employee. We also found that most managers predictably attempt to talk departing

employees out of leaving, trying to convince them that they are making a mistake.

5. Retention Has an Often Unrecognized Impact on the CustomerManagers are well aware of the impact on their function when a valued employee leaves.

However, even managers of customer contact functions, such as sales or customer service,

often fail to demonstrate sensitivity to the impact attrition has on customers.

When key employees leave customer contact functions, customers often experience:

a discontinuity in the relationship

a negative impact on their own productivity

time wasted reorienting the new employee to their operation and the way they work

6. Misguided Thinking: “Attrition is Inevitable”

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It is true that some level of attrition is unavoidable. In fact, a certain degree of attrition is

desirable in order to compensate for poor hiring decisions.

After working with us in 1996 and making retention a priority for every manager, the attrition

rate dropped to 11.7% overall and 15% in the critical group.

7. World Class Retention Reflects A Multi-Factored Solution

The scenario in many organizations is the same. Someone, such as a senior line

manager or HR professional who is tied to the business, raises the red flag of attrition,

recognizing its potentially devastating impact on the company’s strategic position.

Retention Strategies The research surfaced six dimensions that are most critical to influencing retention. These

dimensions must be infused into three major components that must be in place and aligned

for an organization to achieve world class retention:

1. Manager Retention Practices The research consistently validated the reality that the manager plays a significant role in

influencing the employee’s commitment level and retention. There are a number of manager

retention practices which increase the probability that an employee will remain committed to

an organization over time.

2. Organizational Retention Systems There are a number of organizational systems and processes that influence retention. Some of

them are evident, such as equity of pay scales. Other systems are less obvious, and their

impact on retention is often unrecognized.

Measurement and Accountability Closely linked to the other components, this component ensures that retention becomes an

on-going priority. Many organizations do not even know what their attrition rates are. And

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those that do often lack enough data to pinpoint where the problem is most severe, or to

uncover the specific causes of attrition.

One example comes from one of the world’s top hardware manufacturers. In a recent

meeting, the new director of the telephone technical support group presented the following

four new business goals to his management team. The first three were:

Fulfill Technical Support Contract Obligations

Maintain the Highest Level of Customer Satisfaction

Manage Costs Aggressively

Conclusion

Interestingly enough, organizational experts predicted that mergers and downsizing would

result in employees who felt lucky to have a job and who would, of course, stay. This may be

true for employees in the lower tiers of performance. However, top talented employees

recognize they represent a valued organizational asset. When their loyalty deteriorates, the

tendency to switch organizations increases. The average costs of replacing today’s defecting

work force are eating away at the profitability of even the healthiest organizations. Even

when the bottom line remains intact, the loss of just a handful of key employees who have a

special expertise or who maintain valued customer relationships can shake an organization to

its roots. In this age of high stakes and unpredictable market and organizational changes,

organizations must educate their managers and create an environment where today’s top

talent can thrive. The alternative is unacceptable

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INTRODUCTION

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COMPANY

PROFILE

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Cargill Worldwide 

Located globally, impacting locallyCargill provides food, agriculture, financial and industrial products and services to the world. Together with farmers, customers, governments and communities, we help people thrive by applying our insights and 150 years of experience. We have 153,000 employees in 67 countries who are committed to feeding the world in a responsible way, reducing environmental impact and improving the communities where we live and work. For more information, visit Cargill.com

Explore Cargill around the world:

Africa

Asia Pacific

Europe

Latin America

Middle East

North America

Africa

Algeria

 

Côte d'Ivoire

 

Egypt

  Mozambique

 

Nigeria

 

South Africa 

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Ghana

 

Kenya

 

Morocco

 

 

Zambia

 

Zimbabwe

 

 

Asia Pacific

Australia

 

China

 

India

 

Indonesia

 

Japan

 

Korea

 

Malaysia

 

New Zealand

 

  Pakistan

 

Philippines

 

Singapore

 

Sri Lanka

 

Taiwan

 

Thailand

 

Vietnam

 

 

 

 

 

 

 

 

Europe

Austria

   

  Netherlands    

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Belgium

 

Bulgaria

 

Denmark

 

Finland

 

France

 

Germany

 

Greece

 

Hungary

 

Ireland

 

Italy

 

Luxembourg

 

 

 

 

 

Poland

 

Portugal

 

Romania

 

Russian Federation

 

Slovakia

 

Spain

 

Sweden

 

Switzerland

 

Turkey

 

Ukraine

 

United Kingdom

 

  

 

 

 

 

 

 

 

 

 

Latin America

Argentina

 

Bolivia

 

Brazil

   Honduras

 

Nicaragua

 

Paraguay

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Colombia

 

Costa Rica

 

Dominican Republic

 

Guatemala

 

 

Peru

 

Uruguay

 

Venezuela

 

 

  

 

 

 

Middle East

Jordan

  

 

  United Arab Emirates

 

 

North America

Canada

 

Mexico

 

    United States of America

 

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Cargill in India

Cargill’s operations in India started in 1987. We employ more than 2,000 employees working in offices and plants across the country and have a network of warehouses and depots.We offer a range of products and services:

We process, refine and market imported and indigenous vegetable oils

o Serving food industry customers with vegetable oils, fats, blends and bakery shortenings

o Serving household consumers with a portfolio of fortified and healthy branded edible oils

We offer high quality food ingredients to serve food manufacturers and food service industry

We originate, process, store, trade and market a wide range of agricultural commodities such as grains, oilseeds, sugar and cotton

We offer premix, compound feed and therapeutic care products to nourish animals

We provide risk management and financial solutions

We offer freight solutions and serve our industrial customers with energy commodities and metal products

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Edible Oils and Food Ingredients

Cargill Foods India processes, refines and markets a wide range of indigenous and imported edible vegetable oils, fats and blends for the food industry. We serve household consumers with packaged, branded and vitamin-fortified edible oils and vanaspati (hydrogenated fats). We also offer high quality food ingredients from our global portfolio and deliver a broad array of ingredient solutions to cater to the growing needs of the food manufacturers and food service industry in India

Grain & Oilseeds

Cargill India is one of the largest originators and marketers of food and coarse grains in India. We handle wheat, corn, rice, pulses, millets, barley and sorghum as well as oilseeds including soybean, rapeseed, groundnut and vegetable oils and meals. We source grains and oilseeds from the domestic market as well as import and export them

Sugar

Cargill India originates, stores and supplies raw and plantation white sugar and participates in export and import depending on the surplus or deficit situation in India. We have suppliers in the sugar-producing states of Uttar Pradesh, Maharashtra, Tamil Nadu, Karnataka and Andhra Pradesh and serve a wide range of customers

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Animal Nutrition

Cargill is one of the leading  suppliers of  animal nutrition products worldwide. With our global expertise in supply chain and risk management, we are able to offer distinctive value to meet our customers’ needs through high quality feed production and efficient distribution.  Our market-leading brands and on-trend products support the care, growth, and efficiency of various livestock, aqua and leisure animals.

Cotton

Cargill Cotton, one of the world’s largest and oldest cotton businesses, is respected for its experience, expertise, reliability and commitment to customers. Cargill’s cotton business can be traced back to 1851 when Ralli Brothers was incorporated in Kolkata (formerly Calcutta) and Mumbai (formerly Bombay). Ralli Brothers was bought over by Cargill in 1981 and in 2002, the name of the cotton business was changed to Cargill Cotton.

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DESIGN OF THE STUDY

STATEMENT OF THE PROBLEM:

To study the reason behind the high rate of attrition and absenteeism at Cargill India Pvt. Ltd,

and to find out the ways to control and reduce the above stated problems.

TOPIC:

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“Understand and provide measures to reduce and control Absenteeism and

Attrition at Cargill India Pvt. Ltd.”

OBJECTIVES:

To identify and understand the reasons of attrition and absenteeism at Cargill India

Pvt. Ltd.

To interact with the employees to understand the problems faced by them during their

operations in the factory which could lead to the above.

To conduct a survey which would facilitate in getting the information required to

fulfill the above objective.

PRIMARY OBJECTIVE:

To provide the organization with the parameters required to create an operational

environment which would align with the expectations and needs of the workers and

in return reduce their reasons for absenteeism and attrition.

SECONDARY OBJECTIVES:

To know the satisfaction level of the workers within the working environment at

Cargill India Pvt. Ltd.

PLACE OF STUDY:

4 Business units employees in Delhi NCR

Cargill Foods services

Cargill Sugar

Cargill Animal Nutrition

Cargill Grain & Oil Seeds

34

STUDY POPULATION:

at Factory Operators and Supervisors.

DATA COLLECTION:

Primary Data collection: Questionnaire

Secondary Data collection: Through casual and informal interaction with workers.

SAMPLING SIZE:

160 Employees (40 employees from each Business Units) : (11% of the total working

population.)

35

ANALYSIS

&

INTERPRETATION

1. I am satisfied with my current work in Cargill.

MEAN = 3.8SD= 0.7

36

0

18

0

137

5

0

20

40

60

80

100

120

140

160

StronglyDisagree

Disagree Cant Say Agree Strongly Agree

Response

Out

put

The above graph clearly speaks in favor of the company. Only

37eighteen said that they are not satisfied and the reason

given by them is low salary.

2. I feel a higher sense of association with Cargill compared to my last company.

MEAN = 3

SD= 0.7

The employee who has worked earlier in different companies gave a mixed reaction.

18 claimed their last company to be better and the 29 of them claimed Cargill to be

better. But most of i.e. 113 said that this is their first job.

3. Cargill working culture creates a very positive work environment.

Mean =3.9

SD=0.5

Responses Output

1 0

2 18

3 0

4 137

5 5

Responses Output

1 9

2 9

3 113

4 29

5 0

37

09

0

151

00

20

40

60

80

100

120

140

160

StronglyDisagree

Disagree Cant Say Agree Strongly Agree

Response

Out

put

Most of the employees were happy with Cargill culture.

4. I am paid enough for the work I do in this company

MEAN = 2.1SD = 1.2

70

49

0

41

00

10

20

30

40

50

60

70

80

Strongly Disagree Disagree Cant Say Agree Strongly Agree

Responses

Out

put

The graph clearly indicates that employees are not happy of their salary. Infact while

talking to them it was clearly visible that they are pretty dissatisfied of their payment.

But they admitted that the salary they are receiving is not less in comparison to

others, but yet the salary that they get is pretty less.

5. I am satisfied with the rewards and benefits available to me

MEAN = 3SD = 1

Responses Output

1 0

2 9

3 0

4 151

5 0

Responses Output

1 70

2 49

3 0

4 41

5 0

38

0

39

17

104

00

20

40

60

80

100

120

StronglyDisagree

Disagree Cant Say Agree Strongly Agree

Responses

Out

put

There was a mixed reaction on this question. Around 104 said that

they are happy with the bonus and other benefits but at the same time 45 % were

not.

They expect higher increments and other benefits.

6. I would leave this job if another reputed company offers me even a minor hike in

salaryMEAN = 3

SD = 1

0%

68%

7%

9%

16%

Strongly Disagree Disagree Cant Say Agree Strongly Agree

16% of the population claimed that yes they will leave the job but at the same time

rest 77% said that they have adjusted to this place and feel a kind of association so

they wont leave but claimed that they also want a hike in their salary

7. I have the opportunity to utilize my skills and talents on the job. MEAN = 4

Responses Output

1 0

2 39

3 17

4 104

5 0

Response Output

1 0

2 110

3 11

4 14

5 25

39

SD = 1

1% 8% 1%

89%

1%

Strongly Disagree Disagree Cant Say Agree Strongly Agree

Few claimed that they are asked to do what is required rather than what they are

best at, but in general they were happy.

8. The organization supports additional training and education.MEAN = 4

SD = 0

Response Output

1 2

2 13

3 2

4 142

5 1

40

0% 4% 2%

93%

1%

Strongly Disagree Disagree Cant Say Agree Strongly Agree

Almost 90% were satisfied with the training that they receive. This is very good for

the company as the employees find the training as useful and shows satisfaction

towards it.

9. My manager genuinely cares about my personal growth.MEAN = 3.6

SD = 0.9

2 2 6

130

00

20

40

60

80

100

120

140

StronglyDisagree

Disagree Cant Say Agree Strongly Agree

Response

Out

put

Most of the employees agreed on this question. But few said that supervisors are

very harsh and rude to them at times.

10. The company responds immediately to any work related issues or problems I

have

Response Output

1 0

2 6

3 3

4 149

5 2

Response Output

1 2

2 2

3 6

4 130

5 0

41

MEAN = 3.6

SD = 1

2

28

7

115

8

0

20

40

60

80

100

120

Output

StronglyDisagree

Disagree Cant Say Agree StronglyAgree

Response

The employees said that they do respond immediately but the changes brought are

not effective for long. Everything gets back to the same situation again so they were

not happy.

11. The training given in this company genuinely helps me in my professional and

personal growthMEAN = 3.2

SD = 1.2

0

59

5

96

00

102030405060708090

100

Output

StronglyDisagree

Disagree Cant Say Agree StronglyAgree

Response

From the graph it is clear that there was a mixed reaction. Some felt that on their

personal front nothing much happens.

12. The company’s policies and procedures are transparent

Response Output

1 2

2 28

3 7

4 115

5 8

Response Output

1 0

2 59

3 5

4 96

5 0

42

MEAN = 4

SD= 0.3

0 3 1

155

10

20

40

60

80

100

120

140

160

180

StronglyDisagree

Disagree Cant Say Agree Strongly Agree

Responses

Out

put

Accept three who are new joinee rest everybody agreed to the question

13. The company has lived up to the promises it has made during my tenure of

working.MEAN = 3.3

SD = 1

Response Output

1 0

2 3

3 1

4 155

5 1

43

3

50

3

103

10

20

40

60

80

100

120

Output

StronglyDisagree

Disagree Cant Say Agree StronglyAgree

Responses

There were 32% people said that their salary wasn’t increased as per the promise

and showed dissatisfaction. Rest of them agreed to the question.

14. The lunch provided is of good quality and up to my satisfactionMEAN = 2.5

SD = 1

14%

45%20%

21% 0%

Strongly Disagree

Disagree

Cant Say

Agree Strongly Agree

Only 14% seemed to be happy of the food. Rest everybody said that it is of poor

quality.

15. On our complain about the quality of food, the HR immediately takes Proper

action. MEAN = 3.1

Response Output

1 3

2 50

3 3

4 103

5 1

Response Output

1 23

2 71

3 32

4 34

5 0

44

SD = 0.9

0%

36%

14%

50%

0%

Strongly Disagree

Disagree

Cant Say

Agree

Strongly Agree

On asking this question, they said that they do take action but it doesn’t have any

significance as the quality gets poor within a week.

16. The complain of any discomfort is listened by the HR very properlyMEAN = 3.6

SD = 0.75

On this question more than 81% of the people agreed and seemed to be pretty

satisfied with the HR deptt.

17. The HR deptt. Gives proper time and looks into our concerns properlyMEAN = 3.7

SD = 0.7

Response Output

1 0

2 58

3 22

4 80

5 0

Response Output

1 0

2 26

3 3

4 130

5 1

45

This graph supports the HR group again and seems to be pretty satisfied with them.

18. I feel a sense of belongingness to the company would definitely recommend this company to a close friend of mine.

MEAN = 3.6

SD = 0.9

On the first half of the question there was a mixed reaction, some said that yes they

feel pretty associated but others denied but most of them agreed in recommending it

to their friends

19. Working in this company is a short term opportunity for me.MEAN = 3

SD = 1.1

Response Output

1 0

2 21

3 5

4 132

5 2

Response Output

1 1

2 31

3 4

4 118

5 6

46

More than half of them said that it’s a short term but the reason behind their leaving

is mostly due to some personal reason and some of them said that they are leaving

die to less salary

20 A. Job SecurityMEAN = 3.6

SD = 0.8

Accept twenty four people rest everybody felt that their job is pretty secured. It is a

positive aspect for the company

20 B. Appreciation (from management)MEAN = 3.2

SD = 1.05

Response Output

1 0

2 85

3 1

4 58

5 16

Response Output

1 4

2 20

3 7

4 128

5 1

47

About 29 % people said that there is no appreciation from the head. And they

seemed to be pretty unhappy of this.

20 C. SalaryMEAN = 1.9

SD = 0.98

This is one thing of which almost everybody is pretty dissatisfied. Some of them

claimed to be leaving the job due to this factor

20 D. Supervisor’s attitudeMEAN = 3.14

SD = 0.74

Response Output

1 14

2 32

3 19

4 95

5 0

Response Output

1 69

2 54

3 21

4 16

5 0

48

Half of the respondents complained of the attitude of their supervisor. They said that

they get very hash and uses bad language at times.

20 E. CommunicationsMEAN = 3.85

SD = 0.49

Accept few the others agreed to good communication between the co workers but

there was a negative sentiments for the supervisor

20 F. BenefitsMEAN = 3.2

SD = 0.8

Response Output

1 4

2 22

3 81

4 53

5 0

Response Output

1 0

2 7

3 12

4 139

5 2

49

Mixed reaction again. 62 seemed to be happy of the benefits but the rest felt that

they are less and need to be increased

21. Based on your total experience, how would you rate your overall satisfaction with the company on a scale of 1 to 5, where 5 is highly satisfied and 1 is highly dissatisfied.MEAN = 3.14

SD = 0.75

If we take out the average of the above responses then we get 67% which means

that the total worker put their satisfaction level on 67% which is obviously not bad but

then lot more could be done so as improve the satisfaction level of the employee

22. Any Additional Comments? (Feel free to explain the reasons behind your answers to these questions and / or tell us what specific things could be done to enhance your job satisfaction).

Response Output

1 4

2 24

3 70

4 62

5 0

Response Output

20% 0

40% 27

60% 91

80% 34

100% 8

50

This question gave us a lot of input from the operators as they came up with many

points. Below I am putting those points. These are the things that the operators want

or expect the firm to do for them and some of them are their grievances.

• Salary is the major issue. Almost all of them feel that its too less and want it

to be increased.

• Some of the workers feel and complaint that the new joinees are paid more

than them and it’s not fair.

• Snacks were given to them earlier and now it has been withdrawn and all the

workers felt it as unjustified. They immediately want it to resume.

• Good number of workers, complained about the attitude of supervisors. They

said that supervisors are too harsh and do not encourage them at all.

Principal Component analysis

51

The response of 160 respondents were entered into the PVA (Principal Components

Analysis) of SPSS software wizard. The data is subjected to PCA followed by Varimax

rotation with Kaiser Normalizations to get a correlation matrix to get percentage of variances

for all the 30 variables is to identify the variables with eigen value more than 1, and to

identify relevant factors which can be extracted from the analysis.

It can be interpreted from the cumulative percentage column in appendix, results of Principle

Axis Factoring that 6 factors are extracted that account for 70% of the total variance

(information contained in the original 30 variables) and this value is acceptable for further

analysis.

A Rotated Component Matrix Table is generated for 6 extracted factors which gives the

loading of each variable on each of the extracted factors, this is similar to a correlation matrix

with loadings having a value between 0 and 1 , values closed to 1 represent high loadings and

close to 0 low loadings . The objective is to find variables which have high loadings on one

factor but low loadings on another factors. Loadings above 0.50 are considered. The

objective of this research is to identify the right set of variables influencing the satisfaction

level of the employ. It is observed that not all the variables are influencing the satisfaction

levels. A detailed explanation of the list of factors with variables and factor loadings is

displayed in table (see annexure)

Interpretation of the Principal Components

52

Factor 1: Most Satisfactory Components

These factors are the ones of which the workers are most satisfied with. Components falling

under these factors are highly satisfactory to the workers. They felt that the Madura garment

is a nice place to work and the culture and their sense of association with the company is

pretty high. They also showed satisfaction towards the HR Department. On asking them

whether the HR listens to their problem and whether they give proper time to their issues,

they said yes. They were also happy and satisfied with the company culture. They also said

that they feel a sense of association to the organisation and those they, have in the past and

also in the future, will recommend the company to their friends.

Factor 2: Moderately Satisfactory Components

These factors reflected the moderate intensity of satisfaction. Factors like the transparency in

rules and policies, the training provided, communications among the co-workers were the

ones in which there was a moderate satisfaction. workers infact were happy with the training

and support that they get from the company. They also showed a satisfaction towards the

policies and in its level of transparency.

Factor 3: Somewhat Satisfactory Components

These factors reflected the somewhat satisfaction level. Under this, the factors which claimed

its presence were keeping up the promises, appreciation from the supervisors, job security,

and the work load.

Factor 4: Somewhat Dissatisfaction Components

These factors were the ones where the workers had minor dissatisfaction with the company.

The factors which come under this were HR initiative taken on the complaint on food that

they receive. The operators complained that whenever they complain about the quality of

food to HR personnel they do take action but the effect of the action is felt for only a week

and then it comes back to the same. On the question of job security, the new joinee showed

53

inconfidence. They also had a complaint on the work profile that they have. They said that

they are forced to do the job which the company wants and not the ones that they are good at.

Factor 5: Moderately Dissatisfactory Components

These factors showed a higher dissatisfaction level was their supervisor’s attitude. There was

huge number of operators who complained on the behavior of their supervisors. They also

complained of the language that they use.

Factor 6: Highly Dissatisfactory Components

These factors were under the highest dissatisfaction. The factors under this were loyalty

towards the company and the other factor was the overall satisfaction. These factors were not

the important factor as per the response of the operators. On the overall satisfaction question

the respondents mean was near 65 % which is obviously not a good indicator for the

company.

ANOVA

54

This tool has been utilized in order to check that the response of all the

workers in all the units are same and they don’t vary.

The process of doing it was:

Applied factor analysis and found 6 factor scores. Applied ANOVA on all

the factor scores to see that the responses on all the variables have been the

same and there is no difference on them.

First Factor : Work Environment

Ho : The Work Environment of employees of all the four unit are significantly the same.H1: The Work Environment of all the four units is not all significantly equal.

SUMMARY

Groups Count Sum Average Variance

Column 1 40 -2.18834 -0.05471 1.644087

Column 2 40 -2.31651 -0.05791 0.604185

Column 3 40 9.052243 0.226306 0.355826

Column 4 40 -4.54739 -0.11368 1.400532

ANOVA

Source of

Variation SS df MS F P-value F crit

Between

Groups 2.819423 3 0.939808 0.938721 0.423507 2.66256856

Within

Groups 156.1806 156 1.001158

55

Total 159 159        

Since the P Value is greater than 0.05 hence, Null Hypothesis is rejected. Therefore, it is

proved that the work environments of all the four units are not all significantly equal.

Second Factor : Remuneration

Ho: The remuneration of employees of all the four units is significantly the same.H1: The remuneration of employees of all the four units is not all

significantly equal.SUMMARY

Groups Count Sum Average Variance

Column 1 40 4.323152099 0.108078802 0.674879167

Column 2 40 4.486686934 0.112167173 1.132384791

Column 3 40

-

16.05173172

-

0.401293293 1.058179947

Column 4 40 7.241892685 0.181047317 0.987810515

ANOVA

Source of Variation SS df MS F P-value F crit

Between Groups 8.723078 3 2.907692538 3.018427771 0.031635 2.662569

Within Groups 150.2769 156 0.963313605

Total 159 159        

Since the P Value is lesser than 0.05 hence, Null Hypothesis is accepted. Therefore, it is

proved that the remuneration of all the four units are significantly the same.

Third Factor: Training and other Facility

56

Ho: The training and other facility of employees of all the four units are significantly the same.H1: The training and other facility of employees of all the four units are not all significantly equal.

SUMMARY

Groups Count Sum Average Variance

Column 1 40

-

3.69613851

-

0.09240346 1.925287121

Column 2 40 6.97046459 0.17426161 0.281689908

Column 3 40

-

12.0246165

-

0.30061541 1.357892266

Column 4 40 8.75029044 0.21875726 0.330382113

ANOVA

Source of Variation SS df MS F P-value F crit

Between Groups 7.085195 3 2.36173168 2.425241846 0.067753 2.662569

Within Groups 151.9148 156 0.97381285

Total 159 159        

Since the P Value is greater than 0.05 hence, Null Hypothesis is rejected. Therefore, it is

proved that the training and other facility of all the four units are not all significantly

equal.

Fourth Factor: Personal Satisfaction Ho: The Personal Satisfaction of employees of all the four units is significantly the same.H1: The Personal Satisfaction of employees of all the four units is not all significantly equal.

SUMMARY

Groups Count Sum Average Variance

57

Column 1 40 5.82196611 0.145549153 0.823505804

Column 2 40

-

17.0593773 -0.426484433 0.671502157

Column 3 40 16.66952 0.416738 0.98711994

Column 4 40

-

5.43210878 -0.13580272 1.189475722

ANOVA

Source of Variation SS df MS F P-value F crit

Between Groups 15.80746 3 5.269152891 5.74043762 0.000944 2.662569

Within Groups 143.1925 156 0.917900906

Total 159 159        

Since the P Value is lesser than 0.05 hence, Null Hypothesis is accepted. Therefore, it is

proved that personal satisfaction of all the four units are significantly the same.

Fifth Factor: Work Load and Pressures Ho: The Work Load and Pressures of employees of all the four units are significantly the same.H1: The Work Load and Pressures of employees of all the four units are not all

significantly equal.

SUMMARY

Groups Count Sum Average Variance

Column 1 40 5.51538 0.137885 1.012031

Column 2 40 -25.3404 -0.63351 1.174472

Column 3 40 -25.3404 -0.63351 1.174472

Column 4 40 25.32773 0.633193 0.131555

ANOVA

Source of Variation SS df MS F P-value F crit

Between Groups 46.4451 3 15.4817 17.73121 5.92E-10 2.662569

Within Groups 136.2087 156 0.873133

58

Total 182.6538 159        

Since the P Value is greater than 0.05 hence, Null Hypothesis is rejected. Therefore, it is

proved that the work load and pressures of all the four units are not all significantly

equal.

Sixth Factor: Incentives and social factors Ho: The incentives and social factors of employees of all the four units are significantly the same.H1: The incentives and social factors of employees of all the four units are not all

significantly equal.SUMMARY

Groups Count Sum Average Variance

Column 1 40 16.47762 0.411941 1.359421

Column 2 40 -5.61991 -0.1405 1.092286

Column 3 40 -11.3093 -0.28273 0.723943

Column 4 40 0.45158 0.011289 0.624863

ANOVA

Source of Variation SS df MS F P-value F crit

Between Groups 10.77998 3 3.593327 3.781939 0.011796 2.662569

Within Groups 148.22 156 0.950128

Total 159 159        

Since the P Value is lesser than 0.05 hence, Null Hypothesis is accepted. Therefore, it is

proved that incentives and social factors of all the four units are significantly the same.

59

Suggestions

And

Conclusion

60

Suggestions :In the six weeks at Cargill, I kept on communicating with employees and tried to find out the

reasons which is effecting their absenteeism and attrition. Also conducted a satisfaction

survey, as shown above, to know the reasons better. My suggestion on the basis of my

research and its findings are:

1. First and fore most, the company needs to reinstate the Employee engagement

programs which were there in the past like, Sports day, Cultural day, Family

gathering program etc. These programs will develop a more cordial relationship

between the factory and the operators.

2. The factory also needs to go for Group and Individual Counseling on Absenteeism.

These programs will help in motivating the employees to develop the positive

outlook to their work.

3. Some of the workers feel and complaint that the new joinees are paid more. This

clearly shows that employees are not aware of their own salary structure. The factory

needs to clarify these doubts among the operators.

4. Good number of workers, complained about the attitude of supervisors. They said

that supervisors are too harsh and do not encourage them at all. This is not a good

indicator. While talking to supervisors, some of them admitted and justified their

action by the work load and on the dead lines. I would advise to conduct training for

the supervisors. As this will help them in managing and improving their relationship

with their employees.

61

BIBLIOGRAPHY

1. Human Resource Management VSP RAO

2. Statistics For Management Levin Rubin

3. Fundamentals Of HRM Stephen P Robbins

4. Human Capital ( DEC 2007)

5. Wikipedia

6. www.adityabirlnuvo.net

7. www.maduragarments.com

8. www.benefit.org

9. www.accorindia.com

62

ANNEXURE

63

QUESTIONNAIRE

Dear Sir / Madam,

Please take a few minutes to complete this survey HONESTLY. Your specific responses will be completely anonymous and confidential, but your views, in combination with those of others, are extremely important for the survey to enhance the effectiveness of the organization.

Thanks for sparing your valuable time.

Kindly fill in your details OR tick mark the appropriate answer

A. Age : 18- 25 25 – 35 35 – 40 > 40

B. Gender : MALE FEMALE

C. Your tenure in current organization (yrs): < 1 1-2 2-4 >4

Rating:

All questions specified below have to be rated between 1-5.The description for the range is as:

1 - Strongly Disagree2 - Disagree3 - Unable to decide4 - Agree5 - Strongly Agree

64

Kindly tick ONE OPTION ONLY

1. I am satisfied with my current work in the factory.

2. I feel a higher sense of association to this factory compared to my last factory.

3. The company culture creates a very positive work environment.

4. I am paid enough for the work I do in this company.

5. I am satisfied with the rewards and benefits available to me.

6. I would leave this job if another reputed company offers me even a minor hike in salary.

7. I have the opportunity to utilize my skills and talents on the job.

8. The organization supports additional training and education.

9. My manager genuinely cares about my personal growth.

10. The company responds immediately to any work related issues or problems I have.

11. The training given in this company genuinely helps me in my professional and personal growth.

12. The company’s policies and procedures are transparent.

13. The company has lived up to the promises it has made during my tenure of working.

65

14. The OT work that is asked to be performed is too much.

15. The extra OT discourages me to carry my next day work.

16. The complaint of any discomfort is listened by the HR very properly.

17. The HR deptt. gives proper time and looks into our concerns properly.

18. I feel a sense of belongingness to the company would definitely recommend this company to a close friend of mine.

19. Working in this company is a short term opportunity for me.

20. What is your level of satisfaction on the following job factors (On a scale of 1 to 5, where 5 is highly satisfied and 1 is highly dissatisfied)?

a. Job Security

b. Appreciation (from management)

c. Salary

d. Supervisor’s attitude

e. Communications

f. Benefit

21. Based on your total experience, how would you rate your overall satisfaction with the company on a scale of 1 to 5, where 5 is highly satisfied and 1 is highly dissatisfied.

66

22. Any Additional Comments? (Feel free to explain the reasons behind your answers

to these questions and/ or tell us what specific things could be done to enhance your

job satisfaction).

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

____________________________________________________________

Thank you for your patience for completing all sections

67