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http://slidepdf.com/reader/full/subhangi 1/71

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obscure it defies calculation. Additionally, it may account in part for some of the major issues

currently effecting our economic growth, such as outsourcing or the hiring of undocumented

workers.

3) Five Principles to Revitalize Employee Loyalty and Commitment

by Jim Harris, Ph.D , from R&D Innovator Volume 5, Number 8 ,

August 1996

Dr . Harris is president of The Jim Harris Group, Indian Rocks Beach, Florida (813-596-

5749) that helps organizations build a loyal, productive, and motivated workforce. He is author

of Getting Employees to Fall in Love with Your Company (Amacom, New York, 1996), from

which this article is adapted.

Here are five principles embraced by the world’s best-run companies that help revitalize

employee loyalty and commitment.

Principle #1: Capture the Heart

Principle #2: Open Communication

Principle #3: Create Partnerships

Principle #4: Drive Learning

Principle #5: Emancipate Action

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5) Posted Jul, 6-2010, 2:7 AM by Muthu Pandian[Updated Jul 6-2010,2:12 AM]

Guna Seelan Rethinam

Human Resource Advisor, Ebrahim Khalil Kanoo Group of Companies, Bahrain

E-mail: [email protected]

Spending the time and energy in cultivating harmonious working relationships with employees is

a wise investment. High employee turnover rates can cost employers valuable time and money

when it comes to refilling positions and retraining new employees. Finding ways to keep

employees happy can go a long way to encouraging loyalty and longevity in the workplace

1 ) offer enticing and complete benefits packages.

2). Work on becoming family-friendly.

3.) Invest in your employees' futures.

4. )Reward accomplishments freely and often.

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6) The moderating effects of employee tenure on the relation between organizational

commitment and job performance: A meta-analysis.

Wright, Thomas A.; Bonett, Douglas G.

Journal of Applied Psychology, Vol 87(6), Dec 2002, 1183-1190. doi: 10.1037/0021-

9010.87.6.1183

This meta-analysis investigated the correlation between attitudinal commitment and job

performance for 3,630 employees obtained from 27 independent studies across various levels of

employee tenure. Controlling for employee age and other nuisance variables, the authors found

that tenure had a very strong nonlinear moderating effect on the commitment-performance

correlation, with correlations tending to decrease exponentially with increasing tenure. These

findings do not appear to be the result of differences across studies in terms of the type of

performance measure (supervisory vs. self), type of tenure (job vs. organizational), orcommitment measure (Organizational Commitment Questionnaire [L. W. Porter, R. M. Steers,

R. T. Mowday, & P. V. Boulian, 1974] vs. other). The implications and future research

directions of these results are discussed. (PsycINFO Database Record (c) 2012 APA, all rights

reserved)

http://psycnet.apa.org/doi/10.1037/0021-9010.87.6.1183





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7)Judy Pate, (University of Abertay Dundee, Dundee, UK), Graeme Martin,

(Edinburgh Business School, Heriot Watt University, Edinburgh, UK), Jim

McGoldrick , (University of Abertay Dundee, Dundee, UK)

Judy Pate, Graeme Martin, Jim McGoldrick, (2003) "The impact of

psychological contract violation on employee loyalty", Employee Relations,Vol. 25 Iss: 6, pp.557 - 573

Previous research has consistently found relationships between union loyalty and the

antecedent variables of demographics, job related variables, and union related variables.

However, little or no research has investigated the relationship between union loyalty and

individual dispositions and organizational context. The purpose of this study was to test a causal

model which evaluated the influence of individual dispositions and organizational context in predicting union loyalty controlling for the effects of demographics, job related, and union

related variables. Contextual data were collected from 405 schools and matched with union

loyalty and other attitudinal data from 838 public school teachers in a large U.S. Midwestern

city. The LISREL results indicate that the individual dispositions of positive and negative

affectivity and the contextual variables of attendance rate, school type, race homogeneity and

socio-economic status had significant total causal effects on union loyalty. Implications of these

findings are discussed.

http://www.emeraldinsight.com/search.htm?ct=all&st1=Judy+Pate&fd1=aut&PHPSESSID=h326phebkdf73eiib7urs0qm85


http://www.emeraldinsight.com/search.htm?ct=all&st1=Graeme+Martin&fd1=aut&PHPSESSID=h326phebkdf73eiib7urs0qm85



http://www.emeraldinsight.com/search.htm?ct=all&st1=Jim+McGoldrick&fd1=aut&PHPSESSID=h326phebkdf73eiib7urs0qm85








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8) Find Loyalty at Your Current Job

Enjoy Your Job More —Or Know When it’s Time for a Change

By Elizabeth Scott, M.S., About.com Guide

Updated November 07, 2007

If you’re overstressed and at risk for job burnout, you may feel that a major life overhaul is

necessary for you to be able to enjoy your job and avoid burnout. Before making major changes,

this article can help you to better enjoy your situation with a few minor adjustments, and give

you food for thought on whether major changes may be necessary. The following suggestions

can help you increase job satisfaction:

Find Rewards and Recognition :

We all need to feel recognized and rewarded for what we do. If your job doesn’t have built-in

opportunities for recognition, or if rewards are infrequent, you may need to add rewards and

recognition to your own life. You may decide to take yourself to a movie, have a home spa

experience, buy yourself something nice, or give yourself other small but nurturing rewards

when you complete a project or complete another month of hard work. You can also team up

with a supportive friend and agree to listen to each other’s successes and provide support to one

another if you don’t get that support and recognition from your job. These things can nurture you

emotionally and remind you of the importance of the work you do, especially if you work in a

job or field where these rewards are sparse

http://stress.about.com/bio/Elizabeth-Scott-M-S-17577.htm

http://stress.about.com/od/selfknowledgeselftests/a/burnout_quiz.htm


http://stress.about.com/od/generaltechniques/ht/homespa.htm



http://stress.about.com/od/products/tp/topstresstools.htm


http://stress.about.com/od/relationships/a/friendskills.htm



http://stress.about.com/od/relationships/ht/howtolisten.htm









http://stress.about.com/bio/Elizabeth-Scott-M-S-17577.htm

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9) Keys to Employee loyalty- Brief Article

Camping Magazine, March, 2000

How Loyalty are your employees? That may depend on their pay, stress level, and

the recognition they receive. A recent Gallup poll asked people how satisfied they were

with fifteen factors about their job and their overall employee loyalty. Those workers who were

completely satisfied with their job's pay, their stress level, and the recognition received tended to

be completely loyalty with their job.

Factors that tended to make people dissatisfied with their jobs included their co-workers, their

boss, job security, and lack of opportunities to learn and grow.

10) In another Article, “Employee Loyalty -The Secret Of Employee Loyalty” by Mitch Mc

Crimmon dated April 4, 2007 the objective is to provide some basic principles for employee

Loyalty.

There have been many researches being conducted to study the employee loyalty level and the

factors which loyalty the employees most.

In a comparative study conducted by Caroll Stoll, the main objective is to study small business

employee loyalty and how professional organizations can help in employee loyalty If it is money

that loyalty your small business employee, there are ways to use money effectively. Simply

providing a raise, and one that may be outside of market pricing, may keep your employee in the

short term, but studies have found that this is not a long term loyalty tool. Small business owners

can also simply ask the employee what they want, what they are expecting out of their job, and

how they feel they can help grow the business. In another Article,

http://findarticles.com/p/articles/mi_m1249/


http://findarticles.com/p/articles/mi_m1249/is_2_73/





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MEAN ,MEDIAN , MODE :-

Mean X =

Median

Mode

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X =

M

Z = 2

1

58%

2

6%3

9%

4

6%

5

9%

6

6%7

6%

1

2

3

4

5

6

7

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3 What is your opinion towards WOCKHARDT?

Option no.

(n)

Option Data

(∑xi)

Percentage

1 Very Good company 21 42

2 Good company 21 42

3 Indifferent 2 4

4 Bad 4 8

5 Very bad 2

50

4

X =

=10

M

Z

4.Which factors remain by Wockhardt?

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Option no.

(n)

Option Data

(∑xi)

Percentage

1 Better infrastructure 3 6

2 Better working condition 17 34

3 Calm, Cool & autonomy atmosphere 23 46

4 Participative, & concerned superiors

and subordinates

5 10

5 Others 2

50

4

X =

=10

M

Z

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5.What will you do if demand for company get loss and company is not in position to

pay you salary. What will you do in such circumstances?

Option no(n) Option Data(∑xi) Percentage

1 Remain 31 62

2 Leave 19

50

38

05

101520253035404550

Better

infrastructure

6

Better working

condition

34

Calm, Cool &

autonomy

atmosphere

46

Participative, &

concerned

superiors and

subordinates

10 Others

4

Series 1

Better infrastructure

Better working condition

Calm, Cool & autonomy

atmosphere

Participative, & concerned

superiors and subordinates

Others

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X =

=25

M

Z

6.What is your feeling about WOCKHARDT?

Remain

62

Leave

38

Circumstances

Remain

Leave

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Option no.

(n)

Option Data

(∑xi)

Percentage

1 My company 25 50

2 Company where I work 11 22

3 Just company like other 6 12

4 Company through which I earn my livelihood 8

50

16

X =

=12.5

M

Z

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7.Do you work after office hours?

Option no.

(n)

Option Data

(∑xi)

Percentage

(1) Yes 42 84

(2) No 8

50

16

X =

=25

M

Z

05

101520253035

404550

My company

50

Company where I

work

22

CategoryJust

company like

other12

Company

through which I

earn my

livelihood

16

Feeling

My company

Company where I work

CategoryJust company like

other

Company through which I

earn my livelihood

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8 .Why do you work?

A) To Complete Job within Stipulated time.

B) To reduce burden of work for next day.

C) To show good picture of sincerity & commitment in the eye of superior.

D) For good performance appraisal.

Option(n) Data (∑xi) Percentage

1 25 50

2 13 26

3 9 18

4 3 6

0 20 40 60 80 100

Yes

No

Yes

84

No

16

Work After Office Hours

Yes

No

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X =

=12.5

M

Z

9.What should Wockhardt do in order to retain you till your retirement?

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________

0

10

20

30

40

50

A B C D

A

50

B

26 C

18D

6

Why do you work?

A

B

C

D

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11 .How do you use the facilities and equipment provided by company to you?

A Smoothly

B Roughly

C Will use as it is used by others

D Will use as the way it should be used.

0

10

20

30

40

50

60

70

80

Yes No

Yes

22

No

78

Discuss

Yes

No

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Option

(n)

Data

(∑xi)

Percentage

1 12 24

2 2 4

3 12 24

4 24

50

48

X =

=12.5

M

Z

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12.How to encourage an employee loyalty?

Option no.

(n)

Option Data

(∑xi)

Percentage

1 Performance criteria 28 56

2 Attendance 22

50

44

X =

=25

M

Z

0

10

20

30

40

50

A B C D

A

24

B

4

C

24

D

48

Facilities & Equipments by Company

A

B

C

D

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13. Suppose some colleagues or workers is doing some indiscipline or creating nuisance

what will you do in such case?

A) Go & explain him kindly

B) Scold him, & seek commitment for not doing it again.

C) Just think in heart that this is wrong

D) Remain indifferent, as it is not your job.

Performance

criteria

56

Attendance

44

0

10

20

30

40

50

60

Performance criteria Attendance

Employee Loyalty

Performance criteria

Attendance

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14. Do you agree with the employee loyalty is importance in the company?

Particular Data Percentage

(1) Yes 50 100%

(2) No 0 0

(∑xi) 50 100%

X =

=25

M

Z

0

20

40

Data

37

6 5 2

A B C D

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15.Out of 100% how much % do you feel WOCKHARDT has fulfill your expectation?

Optio Data(∑xi) percentage

1 02 4

2 12 24

3 09 18

4 14 28

5

n=5

13

50

26

100%

Yes

No

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X =

=10

M

Z

50 – 60

4%

61 – 70

24%

71 – 80

18%81 –

9028%

91 - 10026%

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INTRODUCTION

Definition:-

Employee loyalty can be defined as employees being committed to the success of the

Organization and believing that working for this organization is their best option. Not only do

they plan to remain with the organization, but they do not actively search for alternative

employment and are not responsive to offers.

Employee loyalty is synonymous with achieving a balance that brings feelings of connection

along with a commitment to produce. Ultimately, loyal employees can bring some BIG benefits.

Loyal employees promote customer satisfaction - a critical component in business.

Satisfied/loyal customers (also known as repeat business) are less price-sensitive and they bring

in referrals for new business. And, loyal employees, who tend to stay put, can help keep

recruiting and training (of new hires) costs to a minimal. (However, don't confuse longevity with

loyalty. Just because someone is there long-term doesn't mean that she is loyal.)

The following 13 tips are what you need to know about employee loyalty.

1. Set a good example. Show your employees that you take work seriously. If you are out

shopping or busy making plans for the weekend, your employees will follow suit.

2. Create clear boundaries. Your employees can have many friends, but only one employer.

Yes, you want to be friendly but not at the cost of establishing your unique role and position.

Most employees will be delighted to have a boss that can be depended upon to make difficult

decisions, call the shots, and resolve awkward or burdensome problems - tasks they would never

present to a friend or co-worker.

3. Outline each employee's sphere of influence. Each staff member should be clear about

where his/her own domain starts and stops. This kind of definition fosters a sense of pride while

preventing boundary overstepping and turf wars between employees.

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4. Show your employees that you are loyal to them. Never belittle or criticize an employee in

public. Avoid threats or any action that might give an employee a reason to question your

commitment to him/her. Instead carefully present your criticisms and see "mistakes" as

opportunities for learning.

5. Give your employees something to be proud of . Strive to make your organization the best it

can be. Whether you are the CEO of a large corporation, a supervisor in a governmental

organization, or running a Mom-and-Pop shop, you want your product and service to shine so

that everyone involved has a sense of pride and accomplishment.

6. Do good deeds. Have an outreach plan that gives both you and your employees a chance to

interact with, and give back to, the larger community in a positive way.

7. Reward your employees. Money cannot buy loyalty but money does serve as a metaphor,

telling your employees how much you value them. Fair wages, appropriate raises, and an

occasional unexpected treat can go a long way in building loyal employees.

8. Cultivate peak performance. Provide your employees with training and development

opportunities so that they can learn and grow. And, as they develop, challenge them to set and

meet high expectations.

9. Foster a team mentality. Encourage your employees to communicate their ideas and allow

them to influence company practices and policies. Likewise, share your own vision for the future

and your thoughts as to how you will all get there together.

10. Recognize and respond. Everyone appreciates positive feedback. And, once it becomes

clear that you are willing and able to provide it, most employees will go the extra mile in order to

get it.

11. Build solid relationships. Find common ground, share life experiences, prove your

trustworthiness, and be patient as strong relationships blossom over time.

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12. The Platinum Rule. There is no blueprint for fostering employee loyalty. As you go about

your business, remember that each employee must be seen as an individual - what works in some

cases will bring disaster in another. Forget the golden rule - don't treat your employees, as you

want to be treated. Instead, find out what each of them needs and wants and proceed with that in

mind.

13. Be yourself . Find your own management style. Somewhere between "surrogate mother,"

who is more caretakers then boss and the Leona Helmsley stereotype, who responds to

employees with contempt and ridicule, each of us can find our own happy medium.

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L iterature Review

1. Loyal following: bringing employee loyalty back from the dead

Entrepreneur, May, 1998 by Robert McGarvey

In 1996, when Walnut Creek, California, personnel expert Ethan Winning surveyed 742

employees in six different industries, from high-tech to insurance, a staggering 67 percent told

him their loyalty had decreased. "There's no doubt that loyalty is in trouble," says Winning.

Managers could scarcely expect other results. More than 4 million jobs have been "downsized"

just since 1989, according to numbers collected by Challenger, Gray & Christmas Inc., a

Chicago outplacement firm. "It should come as no surprise to management that employees feel

unconnected to companies that have seemingly shown little regard for their well-being," says

James Challenger, president of the firm.

"Downsizing changed all the old rules," adds Herman. "It fundamentally altered the employer-

employee relationship. Employers once preached job security. The message of downsizing wasthat corporate loyalty to employees is dead. Therefore, employee loyalty also died."

Employees have every reason to be skeptical about a company that promises long-term security

and asks for loyalty in return - that's no longer a believable deal. But just because the old reasons

for loyalty have evaporated, does it follow that the loyalty itself has disappeared?

At least one source says reports of the death of employee loyalty are premature: "Employee

loyalty isn't dead. It's simply taken new forms in today's job market," says Liza Fiore of InterimServices Inc., a Ft. Lauderdale, Florida, firm that specializes in job placement.

http://findarticles.com/p/articles/mi_m0DTI/

http://findarticles.com/p/articles/mi_m0DTI/is_n5_v26/

http://findarticles.com/p/search/?qa=Robert%20McGarvey

http://findarticles.com/p/search/?qa=Robert%20McGarvey

http://findarticles.com/p/articles/mi_m0DTI/is_n5_v26/

http://findarticles.com/p/articles/mi_m0DTI/

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2. Cultivating Employee Loyalty

By Ryan Scholz, Source: http://www.articlesbase.com/management-

articles/cultivating-employee-loyalty-1211577.html

Recent statistics show that workers in their twenties change jobs every two years. The percentage

of people now working as "free agents" is over 28 percent and growing each year. Free agents

include contractors, independent professionals, temporary and part time workers, and freelancers.

Another 17 percent of the work force express the desire to be a free agent. Speculation is that by

the end of the decade, almost 50 percent of the workforce will be free agents. More workers want

to be their own boss and have fewer restrictions on balancing their work and personal lives

The free agent mentality in the emerging work force creates new challenges for management in

attracting and retaining the talent needed to operate a business.

Another factor is that being with an organization is no longer viewed as a source of security.

People are not loyal to companies or organizations-they are loyal to jobs which provide meaning

and purpose. For example, a nurse can be highly loyal to the profession of nursing, but not loyal

to a specific hospital. As long as the job provides meaning and purpose to the nurse, it is almost

irrelevant where that purpose is achieved. Therefore, the nurse will seek the highest pay and best

working conditions in order to achieve the purpose.

Companies cannot expect unlimited and unquestioned loyalty by its employees. Today's workers

have multiple and competing loyalties. They may have families, outside interests, and career

aspirations that all compete with the company for loyalty.

Loyalty to personal interests such as a career and loyalty to the company do not have to be

mutually exclusive.

http://www.articlesbase.com/authors/ryan-scholz/160592

http://www.articlesbase.com/management-articles/cultivating-employee-loyalty-1211577.html








http://www.articlesbase.com/authors/ryan-scholz/160592

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Here are a a few suggestions based on an article by Linda Hill, Professor of Business

Administration at Harvard University:

1. Align career growth with company goals.

2. Design work with variety and autonomy

3. Focus on relationships.

4. Highlight the link between employees' values and the company's mission.

3. Five Principles to Revitalize Employee Loyalty and Commitment

by Jim Harris, Ph.D, from R&D Innovator Volume 5, Number 8 ,

August 1996

Dr. Harris is president of The Jim Harris Group, Indian Rocks Beach, Florida (813-596-5749)

that helps organizations build a loyal, productive, and motivated workforce. He is author of

Getting Employees to Fall in Love with Your Company (Amacom, New York, 1996), from which

this article is adapted.

Here are five principles embraced by the world’s best-run companies that help revitalize

employee loyalty and commitment.

Principle #1: Capture the Heart

Principle #2: Open Communication

Principle #3: Create Partnerships

Principle #4: Drive Learning

Principle #5: Emancipate Action

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Research Methodology

Title: Employee Loyalty

Justification: Employee loyalty can be defined as employees being committed to the

success of the Organization and believing that working for this organization is their best option.

Not only do they plan to remain with the organization, but they do not actively search for

alternative employment and are not responsive to offers.

Objectives:-

To identify level of loyalty among the employees of the WOCKHARDT

,ANKLESHWER.

To identify factors which are responsible for high employee loyalty at

WOCKHARDT ,ANKLESHWER.

To know the employee value in the organization.

To identify low level of employee loyalty.

Research Design:

It is descriptive.

More formalized studies are typically structured with clearly stated hypotheses or

investigative questions are known as Descriptive studies.

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Sources of Data:-

There are many sources of the data. But data are having two types.

1. Primary data

2. Secondary data

Primary data can be taken by survey. But secondary data is extracted from the company

manuals, company websites, & from books on the employee loyalty.

Data Collection Method:

For the collection of the data, survey is conducted. For the survey we have use

questionnaire which carries questions related to employee loyalty. Questionnaire is having both

types of questions.

Open ended questions

Close ended questions

Sampling Plan:

Sample size: 50 employees of the Wockhardt Ltd, Ankleshwer

Sample Design: Non probability, convenience sampling

Data collection Techniques:

Questionnaire

Scope:

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The scope of this survey is to identify level of loyalty among the employees of the

WOCKHARDT ANKHLESHWER. And to identify factors which are responsible for

high employee loyalty at Wockhardt ankleshwer

Limitation

Employee’s co-operation is very less which is the one constrain of this survey.

Personal discussion is not possible in some part of the survey.

The research is based only upon the information given by employees of the company.

DATA ANALYSIS

Once the data begin to flow, a researcher’s attention turn to data analysis. Data

preparation includes editing, coding, and data entry and is the activity that ensures the accuracy

of the data and their conversion from raw form to reduced and classified forms that are more

appropriate for analysis. Preparing a descriptive statistical summary is another preliminary step

leading to an understanding of the collected data.

2. Gender:

Gender Data Percentage

Male 48 96

Female 2 4

Total 50 100

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In the company, there are only 2 females (4%) and 48 males (96%).

2.Why did you leave past jobs?

Option no. Option Data percentage

A Career Development 20 50

B Unsatisfied job 2 6

C No reward 3 6

D No promotion 2 10

E No autonomy 3 8

F Unsatisfied pay 2 12

G Other 2 8

Male, 48, 96%

Female, 2, 4%

Male

Female

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In this question, there are 50% respondents has given answer option A, 6% respondents has

given answer option B, 6% respondents has given answer option C, 10% respondents has given

answer option D, 8% respondents has given answer option E, 12% respondents has given answer

option F, 8% respondents has given answer option G.

3 What is your opinion towards WOCKHARDT?

Option no. Option Data Percentage

A Very Good company 21 42

B Good company 21 42

C Indifferent 2 4

D Bad 4 8

E Very bad 2 4

158%

2

6%3

9%

4

6%5

9%

6

6%7

6%

1

2

3

4

5

6

7

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In this question, there are 21 respondents choose option no. A (very good), 21 respondents

choose option no. B (good), 2 respondents choose option no. C (indifferent), 4 respondents

choose option no. D (bad), 2 respondents choose option no. E (very bad).

4.Which factors remain by Wockhardt?


A Better infrastructure 3 6

B Better working condition 17 34

C Calm, Cool & autonomy atmosphere 23 46

D Participative, & concerned superiors

and subordinates

5 10

E Others 2 4

Very Good company

42

Good company

42

Indifferent

4

Bad

8

0

5

10

15

20

25

30

35

40

45

Very Good company Good company Indifferent Bad

Series 1

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In this question, there are 16 respondents (32%) choose option no. A, 3 respondents (6%) choose

option no. B, 17 respondents (34%) choose option no. C, 13 respondents (26%) choose option

no. D, 0 respondents choose option no. E, 1 respondent (2%) choose option no. F.

5.What will you do if demand for company get loss and company is not in position to

pay you salary. What will you do in such circumstances?


A Remain 31 62

B Leave 19 38

05

101520253035404550

Better

infrastructure

6

Better workingcondition

34

Calm, Cool &

autonomy

atmosphere

46

Participative, &

concerned

superiors and

subordinates

10 Others

4

Series 1

Better infrastructure

Better working condition

Calm, Cool & autonomy

atmosphere

Participative, & concerned

superiors and subordinates

Others

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In this question, There are 62% respondents gives answer that they remain in organisation while

38% respondents gives answer that they leave organisation.

Remain

62

Leave

38

Circumstances

Remain

Leave

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7.Do you work after office hours?


A (1) Yes 42 84

B (2) No 8 16

In this question, there are 42 respondents has pointed that they work after office hours while 8

respondents has refused for that.

0 20 40 60 80 100

Yes

No

Yes

84

No

16

Work After Office Hours

Yes

No

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8.Why do you work?

E) To Complete Job within Stipulated time.

F) To reduce burden of work for next day.

G) To show good picture of sincerity & commitment in the eye of superior.

H) For good performance appraisal.

Option Data Percentage

A 25 50

B 13 26

C 9 18

D 3 6

In this question, There are 25 respondents have given the answer A, 13 respondents have given

answer B, 9 questions have given answer C, while only 3 respondents have given the answer D.

0

10

20

30

40

50

A B C D

A

50

B

26 C

18D

6

Why do you work?

A

B

C

D

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11.How do you use the facilities and equipment provided by company to you?

E Smoothly

F Roughly

G Will use as it is used by others

H Will use as the way it should be used.

Option Data Percentage

A 12 24

B 2 4

C 12 24

D 24 48

In this questions, There are 12 respondents have given the answer A, 2 respondents have given

answer B, 12 questions have given answer C, while 24 respondents have given the answer D.

0

10

20

30

40

50

A B C D

A

24

B

4

C

24

D

48

Facilities & Equipments by Company

A

B

C

D

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12.How to encourage an employee loyalty?


A Performance criteria 28 56

B Attendance 22 44

Performance

criteria

56

Attendance

44

0

10

20

30

40

50

60

Performance criteria Attendance

Employee Loyalty

Performance criteria

Attendance

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13. Suppose some colleagues or workers is doing some indiscipline or creating nuisance

what will you do in such case?

E) Go & explain him kindly

F) Scold him, & seek commitment for not doing it again.

G) Just think in heart that this is wrong

H) Remain indifferent, as it is not your job.

Option Data

A 37

B 6

C 5

D 2

0

20

40

Data

37

6 5 2

A B C D

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15.Out of 100% how much % do you feel WOCKHARDT has fulfill your expectation?

Percentage group Data percentage

50 – 60 02 4

61 – 70 12 24

71 – 80 09 18

81 – 90 14 28

91 – 100 13 26

WOCKHARDT has fulfill 61 – 70% expectation of 24% employees, 50 – 60%

expectation of 4% employees, 71 – 80% expectation of 18% employees, 81 – 90%

expectation of 28% employees, 91 – 100% expectation of 26% employees.

50 – 60

4%

61 – 70

24%

71 – 80

18%81 – 90

28%

91 - 100

26%

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findings:-

In the company, there are only 2 females (4%) and 48 males (96%).

There are 50% respondents has given answer option A, 6% respondents has given answer

option B, 6% respondents has given answer option C, 10% respondents has given answer

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Suggestions:-

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1. Company has to provide some career development program to their employees so they

have no reason to left the company for career development.

2. To fulfill their expectation by giving them some financial reward on their achievement

3. Company has to give some challenging work to their employees so they can improve

their self as well as they can get idea that how they have to work in some challenging

condition.

4. Company has to give some financial reward for their achievement so they can motivate.

5. I found that some employees have chosen the option to reduce burden on the next day

against the question ―why do u work after office hours?‖, so I suggest that company has

to give less burden of work to their employees.

6. Company has to give the factors which can affect to the employee loyalty in the given

manner .

i. Financial Rewards (salary, pensions)

ii. Company Perks (season Ticket, Loan company)

iii. Involvement in corporate activity (Value employee, Part of the

business Regular appraisal)

iv. Job security aspect (e.g. Job of Life, Status)

v. Lifelong learning

vi. Work activity (Challenging Work, Variety, and Career

Progress.)

vii. Social aspect (e.g. Family, Friendly)

Conclusion

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After staying eight weeks in “WOCKHARDT.” and departments personnel, production, stores,

purchase, finance, dispatch. I really felt that ―WOCKHARDT” is well cultured professionally

growing company with expending horizons of development.

―WOCKHARDT” is very famous & reputed company this company’s all work is done by

Computer, Telephone, and other modern machinery, so this company will achieve more

progress.

―WOCKHARDT” performance has been consultant and over increasing turn over result to

maximum capacity utilization & higher productivity. All plant age operating above capacity.

All my best wishes are with ―WOCKHARDT” & they do better today & bright tomorrow

Bibliography:-

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On

Employee Loyalty at Wockhardt Ltd, Ankleshwer.

NAME: (VOLUNTARY)

DEPARTMENT:

QUALIFICATION:

GENDER:

AGE:

EXPERIENCE:

1) Why did you leave past jobs?

A) Career Development. B) Unsatisfied Jobs

C) No rewards D) No Promotion

E) No Autonomy F) Unsatisfied pay

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G) Other____________

2) What is your opinion towards Wockhardt Ltd?

A) Very Good company B) Good Company

C) Indifferent D) Bad E) Very Bad

3) What has made you to remain with Wockhardt Ltd?

A) Better Infrastructure

B) Better working Condition

C) Calm, Cool & autonomy atmosphere.

D) Participative, & concerned superiors and subordinates

E) Others________________________________________________

4) What you will do if demand for company gets reduced and company is not in position to pay you

salary, only half can be affordable. What will you do in such circumstances?

A) Remain in Organization

B) Leave Organization

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5) What is your feeling about Wockhardt Ltd?

A) My Company

B) Company where I work

C) Just company like other

D) Company through which I earn livelihood.

6) Do you work after office hours?

A) Yes B) No

7) Why do you work?

A) To Complete Job within Stipulated time.

B) To reduce burden of work for next day.

C) To show good picture of sincerity & commitment in the eye of superior.

D) For good performance appraisal

8) What should Wockhardt do in order to retain you till your retirement?

_________________________________________________________________________________

_________________________________________________________________________________

_________________________________________________________________________________

_____________

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Documents

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