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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)
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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.
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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
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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,
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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.
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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.
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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?
Option no. Option Data Percentage
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?
Option no. Option Data Percentage
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?
Option no. Option Data Percentage
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?
Option no. Option Data Percentage
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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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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