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Research Methods & Techniques
RESEARCH REPORT
LABOR TURNOVER
MILLAT TRACTORS (LTD.)
Submitted By;Group Leader
MUHAMMAD IRFAN MBA2006-03
Group Members
WASIF JAVEED MBA2006-31
M.AZHAR IQBAL MBA2006-46
INSTITUTE OF BUINESS ADMINISTRATION;
UNIVERSITY OF THE PUNJB, LAHORE
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Acknowledgement
We are thankful to the management of Millat Tractors limited, Pakistan whonot only provided us the required information but also extended all possible
facilitation for completion of our project.
We pay special thanks to Mr. Zulifqar Elahi (Admin manager) and Miss.
Rubina Talib (HR Executive) whose timely guidance enabled us to complete the
project in time.
Dedication
This report is dedicated to Madam Humaira Asad. She is very hardworking
and dedicated to her profession. She knows well how to satisfy the students thirst for
knowledge. She explained Research Methods and Techniques in comprehensive way.
We admire her devotion and commitment to noble profession.
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It is certified that the research project on Labor turnover in
MillatTractors, Pakistan has been carried out by
________Muhammad Irfan___ Roll No 2006- __03_____,
________Wasif Javed________Roll No 2006- ___31____ and
________M.Azhar Iqbal_____ Roll No 2006- __46_____ under my
supervision.
__________________
Mrs Humaira Asad
Assistant Professor Date: September 29,
2006
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Table of Contents
Acknowledgement 2
Dedication 2
Introduction to millet tractors Pakistan 9
The introductory section 9
Broad problem area 10
Purpose of the study 10
Importance of the study 11
Preliminary information gathering 11
Literature survey 12
Theoretical frame work 15
Related variables 17
Schematic diagram of theoretical frame work 18
Research design 18
Research methodology 21
INSTRUMENTS FOR DATA COLLECTION 22
DATA ANALYSIS AND INTERPRETATION 23
CONLUSION AND RECOMMENDATION 28EMPLOYEE EXIT QUESTIONARE 30
REFERENCES 34
Introduction to Millat Tractors (Ltd.)
CHAPTER # 1
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Millat Tractors Limited (MTL) is Pakistans leading engineering concern in the
automobile sector, an ISO 9002 certified company for its Assembly Plants of
Tractors, Engines, Industrial & Agricultural Products, as well as Material Testing and
Gauge Control Laboratory.
. It is Pakistans leading engineering concern in the automobile sector, that
manufactures
The company manufactures
Agricultural Tractors, under licensing agreement with Massey
Ferguson, UK and USA etc.
Diesel Engines, under licensing agreement with Perkins Engine, UK.
Diesel Generating Sets and Prime Movers
Forklift Trucks, under license from Anhui Heli Forklift Trucks China
Diesel Engines, Under Licensing Agreement with Perkins Engine, UK
Diesel Generating Sets and Prime Movers
Forklift Trucks, under license from Anhui Heli Forklift Trucks China and
A range of Agricultural Implements
The company is also dedicated to customize its Diesel Generating Sets and Prime
Movers products as per customers requirement.
The company has spread its products throughout the length and breadth of the
country. Today the number of MF tractors made by MTL exceeds 250,000 while the
total number of tractors in the country is approximately 500,000, giving it a market
share of above 50%. In other words every second tractor in Pakistan is MF. This
achievement has been made possible only through the Companys commitment to
Quality, After Sale Service, and Competitive Prices.
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History
Millat Tractors Limited (MTL) was established in 1964 to introduce and market
Massey Ferguson (MF) Tractors in Pakistan. An assembly plant was set up in 1967 toassemble tractors in semi-knocked down (SKD) condition.
The company was nationalized under Economic Reforms Order in 1972 and started
assembling and marketing tractors on behalf of Pakistan Tractor Corporation (PTC)
which was formed by the Government for import of tractors in SKD condition. In
1980 the Government decided on indigenization of the tractors and entrusted this task
to PTC.
PTC transferred this role of indigenization in 1981 to MTL. This was the turning
point in the Companys history and it went about the task methodically and rapidly.
The Company undertook this new role with enthusiasm and in the spirit of national
development and proved its engineering capabilities by surprising the deletion targets
set by the Government. Just in one year's time, the company took a giant step towards
self-reliance by setting up the first engine assembly plant in Pakistan.
The Company made a strategic decision right in the beginning to bring those
manufacturing facilities in-house for which capabilities did not exist in the country
and for parts which required high precision and investment. Therefore, in 1984,
sophisticated manufacturing facilities for the machining of intricate components were
set up. These were previously not available in Pakistan. Currently, critical
components like Engine Blocks, Sump, Transmission Case, Axle Housing, Hydraulic
Lift Cover, Front Axle Support and Centre Housing are all being machined most
successfully in-house at MTL from local sourced castings.
At MTL, we firmly believe that producing to International quality standards is the key
to our continued success and growth, and quality control department converts this
belief into reality.
In 1992, the company was privatized. The employees joined hands and took over the
management by winning an open bid.
To maintain its leadership role in tractor manufacturing in the country, MTL
continues to
Look toward future, to identify and exploit new opportunities consolidate existingones. The Tractor Assembly Plant is part of this philosophy. This plant started its
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production in 1992. The establishment of this modern plant not only increased
production capacity to 16000 tractors per year on a single shift basis, but also
provided a quantum jump to the quality of the assembled tractors and pushed MTL
into ranks of the major tractor manufacturing Companies of the World After
successful takeover, MTL also acquired the management control of Bolan Castings
Limited (a Public Limited Company specializing in intricate automotive castings) in
partnership with employees of the company, in 1993. The company has been the
regular recipient of the Corporate Excellence Award of Management Association of
Pakistan and the Top Companies Award of Karachi Stock Exchange, since early
eighties. MTL's Annual Report has been acknowledged as the Best Annual Report by
the Institute of chartered sectaries and managers and Admin Association of Pakistan
in several areas.
Financial High lights
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CHAPTER # 2
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Sales Rs. In Million
Profit After Tax Rs. In Million
Number Of Outstanding Shares (000's)
Earning per Share-Basic and Diluted Rs.
Dividend Rs./Share
Capital Expenditure Rs. In Million
Long Term Investments Rs. In Million
Total Assets Rs. In Million
Shareholders Equity Rs. In Million
Return On Capital Employed Percentage
Current Ratio
Debt: Equity Ratio
Market Capitalization (Year End) Rs. In Million
Market Capitalization (Year End) US$ In Million
Price to Earning Ratio
Net Assets per Share Rs.
9,737
731
15,618
46.78
20.00
279
274
7,454
2,393
41.60
1.4:1
0.100
5,029
83
6.88
168.82
8,326
454
12,014
37.78
15.00
239
231
6,323
1,975
30.62
1.4:1
0.100
2,500
42
5.50
179.65
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PRELIMINARY INFORMATION GATHERING
i. REVIEW OF LITERATURE
In this literature survey we have tried to explore different variables associated
with the broad problem area, labor turnover. We have searched different research
articles on internt and in different magazines to find out maximum work already
done on this area of interest for comprehensive and scientific research.
A no of theories suggest that voluntary turnover should decline when a firm
raises its wages relative to what others are paying. If employees fail to match
the market wage rate they will lose their workers and their workers will move
to high paying competitors. (Mobley,1982; Miltonic and Newman, 1996)
Leonard (1987) finds a negative relationship between average wages and
turnover among firms .Powell (1994) reach similar conclusions after
examining the wage structure of 205 child care centers.
Campbells (1993) study also suggests that turnover cots are higher if firm
wages not compete with market wage level.
IJMR (September 2001) Unweaving leaving: the use of models in the
management of employee turnover by Kevin Morrell, john loan-Clarke and
Adrian Wilkinson presents in their article various aspects of employee
turnover. According to Bosworth et al (1996) a labor market can be said to
exist when, buyers and sellers of labor communicate to agree on a price at
which they are willing to offer their services.
Source: (www.blackwellsynergy.com)
There are many potential causes for turnover. Area economic
conditions and labor market conditions affect general turnover rates and can be
very difficult to manage. However, certain causes associated with turnover in any
specific job or organization can be managed. These include such things as non-
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competitive compensation, high stress, working conditions, monotony, poor
supervision, poor fit between the employee and the job, inadequate training, poor
communications, and organization practices .(Missouri Small Business
Development Centers)
. Early proponents such as Juran (1988) and Deming (1986) stress the
importance of committed, empowered and well-trained human resources in
order to fully benefit from the implementation of continuous improvement
practices.
Causes of labour turnover. A high level of labour turnover could be caused by many
factors:
The main reason of labor turnover is unfair wages as compared to other
competitors in the industry.
(www.tutor2u.net/business/people/workforce_turnover.asp)
Causes of turnover
Wage level
Wage growth with service
Deferred compensation, defined benefit pension
Firm characteristics: size, training, growth
Worker characteristics: age, family
Working conditions
(http://www4.ncsu.edu/~sgallen/102898/tsld007.htm)
Labor turnover is typically higher for unskilled workers in low productivity
jobs.
It is also observed in MTL that unskilled lower level labor frequently leave the
company due to lower pay and benefits etc(Employers search and the efficiency of matching)
Michele Pellizzari
August 2004
. A popular study suggests that people try to move from lower level, lower
paying jobs to better ones. It has also been observed that young workers, who
normally occupy jobs at a lower occupational level, change employment
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frequently during their first years in the labor market in an attempt to explore
their capabilities and to find jobs that meet their tastes.
(Topel et al. 1992).
Hays (2004) researched on gender related factors influencing turnover.
Women are more prone to change labor market status due to family reasons.
Hence, female dominated occupations are likely to show higher levels of
turnover.
According to IMEP, based on figures compiled by the human resources
department the firm rarely fired workers and that labor turnover consisted
primarily of workers who left for higher-paying jobs in other manufacturing
units, investment projects or the informal sector. This was confirmed through
informal interviews with several workers in each production section.
A recent study of turnover by Boxall et al (2003) in New Zealand confirmed
the view that motivation for job change is also a cause because people change
jobs according to their tastes.
. An early review article of studies on turnover by Mobley et al (1979)
revealed that age, tenure, overall satisfaction, job content, intentions to remain
on the job, and commitment were all negatively related to turnover (i.e. the
higher the variable, the lower the turnover).
Their analysis confirmed some well-established findings on the causes of
turnover. These include: job satisfaction, organizational commitment,
comparison of alternatives and intention to quit
The relationship between satisfaction and turnover has been consistently found in
many turnover studies (Lum et al, 1998). Mobley et al 1979 indicated that overall
job satisfaction is negatively linked to turnover Griffith et al (2000) found that
overall job satisfaction modestly predicted turnover.
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In a recent New Zealand study, Boxall et al (2003) found the main reason by far
for people leaving their employer was for more interesting work elsewhere.
Camp ion (1991) cited in Tang suggests that the most important reason forvoluntary turnover is higher wages/career opportunity. Martin (2003) investigates
the determinants of labour turnover using establishment-level survey data for the
UK. Martin indicated that there is an inverse relationship between relative wages
and turnover (i.e. establishments with higher relative pay had lower turnover).
Martin (2003) detected a complex relationship between turnover and
training. He suggested that establishments that enhance the skills of existing workers
have lower turnover rates. However, turnover is higher when workers are trained to be
multi-skilled, which may imply that this type of training enhances the prospects of
workers to find work elsewhere
A 2001 study of the factors influencing the recruitment and retention of nurses in rural
and remote areas in Queensland found that overall work-related factors were
considered to be more important in decisions by nurses to leave rural and remote
nursing practice. The five major factors influencing decisions to leave rural or remote
area nursing practice were management practices, emotional demands of work,
workable communication, management recognition of work and family
responsibilities.
. There are other general factors affecting labor turnover. There is a tendency
for turnover to be higher in larger, highly centralized organizations, and lower
in small companies... Turnover may also be high in organizations which are
contracting as workers move to employers offering greater job security. Pay is
perhaps most frequently assumed to be the reason for turnover
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CHAPTER # 3
RESEARCH METHODOLOGY
BROAD PROBLEM AREA
In simple words, it means that a particular problem is being faced by the
organization but the organization has not yet been able to identify the reasons behind
that problem.
Broad Problem in MTL :
Labor Turnover
Human resource plays a major role for the profitable operations and long term
survival of any organization. Todays all successful organizations give much
importance not only to availability of effective human resource but also to keep them
loyal to the organization. Therefore, organizations are searching for ways to recruit
and select right people for the right job.
Todays there is rapid turn over of employees in most manufacturing and service
organizations. There are several reasons behind this problem which we are going to
explore in this research study.
Millat Tractors is a leading company in Pakistan auto mobile sector and agriculture
equipment industry. It has an established human resource department but company
also faces labor turnover problem especially in contractual staff.
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Purpose of the Study
The purpose of this study is to provide scientific analysis of the causes of
employees turnover and other variables associated with this problem in the
organization which is given as follows.
Job Satisfaction and taste
Wage and other fringe benefits
Empowerment.
Job Status
Working Conditions
training
Our objective is also to provide guidance to MTL and all other organizations in the
design of many management programs.
IMPORTANCE OF THE STUDY
This research study is important to employees as well as to the organization.
As the employee is satisfied with his/her job, this will ultimately lead to
organizations prosperity and profitability. Loyal employees are an asset to the
organization. So organizations should provide benefits regarding their job securities,
wages and working conditions.
The study will highlight the major causes of employee turnover and other
variables related to this problem.
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STATEMENT OF THE PROBLEM
The purpose of the research study is to find
What are the causes of employee turnover in Millat Tractors LimitedPakistan?
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THEORETICAL FRAMEWORK
The variables of primary interest in this research are the dependent variable labor
turnover which is influenced by the independent variables i.e. job status, wages and
other fringe benefits, working conditions, , training to workers, and employee
empowerment. There is also a moderating variable job satisfaction or taste of job
that strengthen or weakens the relationship between independent variables and
dependent variable.
1. Job status is very important factor that influence the tendency of
employees to leave their jobs. If employees are permanent and secured
from their jobs then there will be less labor turnover.
2. Wages pay and other fringe benefits like pension fund, benevolent
fund, House rent allowances, TA/DA, medical allowances, social
security, gratuity fund, employee provident fund etc also have strong
effect on employees tendency to leave their jobs. If employer provides
fair wages and all above facilities to employees there will be less labor
turnover.
3. Working conditions i.e. work place conditions, temperature of plant,
humidity and safety of workers etc also affect employees turnover.
Better the working conditions lower will be labor turn over
4. Employees empowerment and decentralization of power is very
important variable that gives much confidence to employees. So,
greater the employees empowerment lower will be labor turnover.
5. Training to workers is also an important variable. Workers feel job
satisfaction and loyalty if they are given proper training.
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.
Diagrammatic Representation of Theoretical Frame
Work
Dependent Variable
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IndependentV
ariables
Job status and
promotion
Employee
empowerment
Training
Working
Conditions
Wages and
Other Benefits
Labor
Turnover
Job
Satisfactio
n and
nature of
job
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Moderating Variable
HYPOTHESIS
HYPOTHESES # 1
If working conditions are better, then there will be less labor turnover.
HYPOTHESES # 2
Greater the fringe benefits, lower will be employee turnover.
HYPOTHESES # 3
.More fair the wage system, lower will be employee turnover.
HYPOTHESES # 4
Ho:
There is no correlation of Job status with employee turnover.
HA:
There is correlation of Job status with employee turnover.
HYPOTHESES # 6
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There is a relationship between employees empowerment and job satisfaction
HYPOTHESES # 7
If employees are given training then turnover is low.
HYPOTHESES # 8
Ho:
There is no correlation of taste of job with employee turnover.
HA:
There is correlation of taste of jobs with employee turnover.
STUDY DESIGN
Purpose of Study:Hypotheses-Testing
Type of research: Corelational study: as all important variables are
associated with the problem
Study setting: Non contrived, as study is conducted in natural
environment
Type of study: Field study as study is conducted in natural environment
Extent of researcher interference: minimal interference as
research is done in natural setting.
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Unit of Analysis: The unit of analysis will be individual workers and
employees in organization.
Time Horizon: Longitudinal Studies, as data is gathered for more than
one year to see the pattern of turnover in employees.
CHAPTER # 4
RESEARCH METHODOLOGY
POPULATION FOR STUDY
Our focus is on employee turnover in MTL. So labor working at various units of MTL
is our target population..
NATURE AND SIZE OF SAMPLE FOR THE STUDY
It is mentioned that mostly, turnover is observed in non-permanent staff and
daily wages workers. So our target population is contractual labor. The sample
consists of 100 workers working at different units of factory. The income level
for workers is different.METHOD OF SAMPLING
The random sampling method has been used for the research purposes.
The reasons for the selection of this particular sampling method are:
It will provide least biases and offers most generalizability.
Each member of the target population will have an equal probability
of being selected as the sample.
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Random sampling will be helpful in reducing the effects of different
contaminating factors like residential area, income level, sex etc.
AREA OF THE STUDY
Our target area of study was Millat Tractor plant situated at Sheikhupura road,
Lahore.
The factory is near Lahore and was easily in the range of our group.
INSTRUMENTS FOR DATA COLLECTION
The following techniques have been used for data collection. Because these
are suitable and economical.
THE INTERVIEW
We conducted an interview session with the admin manager Mr. Zulifqar Ahmad
(Human Resource department) in MTL factory at sekupura road Lahore.
He provided us detailed information about all human resource operations of the
company. He told us that MTL has an established human resource department
which is constantly engaged in human resource planning, Job design, Job
assessment, recruitment, selection, employee training, orientation to jobs, wages
and pay system, leave system, performance appraisal and promotion and rewards
etc
The big problem regarding human resource faced by the company is labor
turnover and absenteeism in employees.
He told that one big factor causing employees turnover is low level of employee
empowerment and decentralization.
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Another big reason is lack of promotion in millet because promotion rate is very
slow in Millet. Apart from this the incremental rebate is very low as compared to
industry only 5% causing turnover.
SURVEY QUESTIONNAIRES: The questionnaire has been designed
carefully keeping in view the objectives of the study. The reasons for
designing the questionnaire are:
It is an efficient data collection technique for the large sample.
It is helpful in saving extra time and effort involved in personally
interviewing each sample unit.
To facilitate data analysis and interpretation.
While designing the questionnaire the following things were considered.
Use of simple and clear language.
Avoidance of biased ness questions.
Avoidance of technical language.
PROCEDURE FOR THE DATA COLLECTION
First of all the objectives of the research study were established. Keeping in
view the objectives, the hypotheses were developed. To test the validity of hypotheses
a questionnaire was designed. The questionnaire was pre-tested and then finalized.
After the questionnaires were finalized, they were distributed among the workers and
collected after they had filled in properly. The data collected through questionnaires
was then carefully analyzed, classified, tabulated and interpreted. In addition to the
questionnaires other data collection techniques were also adopted including the study
of research material from the libraries to get some reliable information about the
background of the company. A personal interview of the Human resource manager
was also conducted to gain first hand knowledge of company's future planning
regarding the issue being studied.
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DATA ANALYSIS AND INTERPRETATION
DATA ANALYSIS TECHNIQUES
The following statistical formula has been used for analysis for data
Percentage = Number of respondents in favor of
Any choice x 100
----------------------------------------
Total number of respondents
Our area of study is to find out reasons and consequences of employees turnover. So
different scales and tables have been used to measure the results of findings.
DATA ANALYSIS AND INTERPRETATIONS
Table # 1
Are you satisfied with your job?
Response Number % age
Yes 25 25
No 75 75
Total 100 100
Table Analysis
The above table shows that majority of the respondents i.e. 75% are
Not satisfied with their job while only 25% are satisfied with their job
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Table # 2
What is the main reason, you are leaving MILLAT TRACTORS LTD?
Reasons Number % age
Better Career Opportunity 35 17
Type of Work 30 14
Rate of pay 60 28
Working conditions 20 10
Empowerment and participation 40 19
Poor training 25 12
Total 210 100
The table shows that 28% of respondents, declared low pay the main reason of
leaving the job, 19% showed low empowerment the big reason, 17% found better
career opportunity else where. 10% workers were not satisfied with working
conditions and 12% declared poor training a main caus
Table # 3
Was your last position correctly described to you when you were hired,
promoted or transferred into it?
-1- 45 Yes - 2 - 55 No
Table analysis:
The table shows that 55% of employees were not clear about the status of their job
when they were employed.
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Table#4
Did you receive adequate training for your position?
30 Good 15 Acceptable 55 Need Improvement
Table Analysis
The above table shows that 55% of employees responded to need for improvement in
training.
While only 15% of the employees declared it acceptable.
Table#5
Do you know what performance was necessary to satisfactorily meet job
standards?
35 Yes __65___ No
Total sample: 100
Table Analysis
The table shows that 65% were even not clear about required performance
6. What do you think of your remuneration and the employee benefits
provided by MILLAT TRACTORS LTD?
Excellent Good Acceptable Poor No
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1. Remuneration 12 20 25 40 03
2. Medical Coverage 15 25 30 30 0
3. Other facilities 20 15 30 30 05
Table Analysis:
Only minimum no of percentage say 12% to 20% of people showed that
remuneration, and other benefits fall in excellent while maximum no of people fall in
poor category.
7. How well do you understand the following aspects of your job with
MILLAT TRACTORS LTD?
Understood Acceptable didnt
Well Understanding Understand
1. How my salary was determined 20 40 40
2. My Benefits package 15 55 30
3. Work Rules 20 40 40
Table analysis
Table shows that only a little no of people say 15 to 20% were well cleared about
the aspects of job. 40% showed acceptable understanding of salary, 55% showed
acceptable understanding of Benefits package, and 40% showed acceptable
understanding of Work Rules.
8. What did you like least about working for MILLAT TRACTORS LTD?
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40 The compensation
20 The physical work environment
15 Communications between my supervisors and myself
25 Job status
TABLE ANALYSIS:
Most of workers 40% liked compensation least while working at millet, 20% showed,
the Physical Work Environment, 15% Communications between My Supervisors and
25% showed job status desired response.
Chap- 5
CONLUSION AND RECOMMENDATION
The present research study is aimed to find the reasons for the increasing level
of turnover in employees. A sample of 100 employees is taken from MILLET
TRACTORS FACTORY SHEKHUPURA. The questionnaire is used as main primary
data collection tool. The collected data is tabulated, analyzed and then interpreted
.
HYPOTHESES # 1
If working conditions are better, then there will be less labor turnover.
10% workers declared working conditions as reason of turnover
HYPOTHESES # 2
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Greater the fringe benefits, lower will be employee turnover.
Only minimum no of percentage say 12% to 20% of people showed that
remuneration, and other benefits fall in excellent while maximum no of people fall in
poor category.
HYPOTHESES # 3
.More fair the wage system, lower will be employee turnover.
A minimum no of percentage say 12% to 20% of people showed that remuneration is
cause of turn over
HYPOTHESES # 4
Ho:
There is no correlation of Job status with employee turnover.
HA:
There is correlation of Job status with employee turnover.
In this research 25% showed job status as the least likely factor while working at
Millet.
HYPOTHESES # 6
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2. Division/Department:
1. What is the main reason, you are leaving MILLAT TRACTORS LTD?
1. Better Career Opportunity
2. Type of Work
3. Rate of pay
4. Working conditions
5. Self empowerment
6. Poor training
2. Was your last position correctly described to you when you were hired,
promoted or transferred into it?
-1- Yes - 2 - No
3. Did you receive adequate training for your position?
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Good Acceptable Need
Improvement
4. Do you know what performance was necessary to satisfactorily meet
job standards?
Yes _____ No
5. What do you think of your remuneration and the employee benefits
provided by MILLAT TRACTORS LTD?
Excellent Good Acceptable Poor No
Opinion
1. Remuneration
2. Medical Coverage
3. Other facilities
6. How well do you understand the following aspects of your job with MILLAT
TRACTORS LTD?
Understood Acceptable Did
not
Well Understanding
Understand
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1. How my salary was determined
2. My Benefits package
3. Work Rules
07. What did you like least about working forMILLAT TRACTORS LTD?
The compensation
The physical work environment
Communications between my supervisors and myself
Job status
8. Are you satisfied with your job?
Response Number % age
Yes
No
REFERENCES
1. Cass, David, "Optimum Growth in an Aggregate Model of Capital
Accumulation,"Review of Economic Studies32 (1965):233240
2. Davidson, Carl, Lawrence W. Martin, and Steven J. Matusz, "The Structure of
Simple General Equilibrium Models with Frictional Unemployment," Journal of
Political Economy 96 (1988):12671294
3. Davidson, Carl, Lawrence W. Martin, and Steven J. Matusz, "Jobs and Chocolate:
Samuelsonian Surpluses in Dynamic Models of Unemployment,"Review of EconomicStudies61 (1994):173192.
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4. Anderson, J. C., Rungtusanatham, M., & Schroeder, R. (1994). A theory of quality
management underlying the Deming management method. Academy of
Management Journal, 19 3, pp. 472-509.
5 .Bhagat, R. (1982). Conditions under which stronger job performance and job
satisfaction relationship may be observed: a closer look at two situational
contingencies.Academy of Management Journal, 25 4, pp. 772-789.
6. Davidson, Carl, Lawrence W. Martin, and Steven J. Matusz, "Trade and Search
Generated Unemployment," Journal of International Economics 48
(1999):271299.
7.Blackburn, R., & Rosen, B. (1993). Total quality and human resources
management: lessons learned from Baldridge Award-Winning Companies.
Academy of Management Executive, 7 3, pp. 49-66.
8. Bowen, D. E., & Lawler, E. E. III (1992). The empowerment of service workers:
what, why, how and when. Sloan Management Review, 33 3,pp. 31-39.
9. Arthur, J.B. (1994). Effects of human resource systems on
manufacturingPerformance and turnover. Academy of Management Journal,
vol. 37 (3), pp.670-687.
10. Charnes, A.; Cooper, W.; Lewin, A.Y.; Seiford, L.M. (1993). Data
envelopment analysis: Theory, methodology and applications. Kluwer
Academic Publishers, Boston/Dordrecht/London.
Personal consulted:
1. Mr. Zulifqar Elahi
Manager Human Resource, Millat Tractors Ltd.
2. Rubina Talib
HR exective