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Sunday, March 20, 2011

A Study on Attrition Level in Polymer Company

Attrition is a critical issue and pretty high in the industry these days. It’s the major problem which highlights in all the organizations. Though the term ‘ATTRITION’ is common, many would be at a loss to define what actually Attrition is, “Attrition is said to be the gradual reduction in the number of employees through retirement, resignation or death. It can also be said as Employee Turnover or Employee Defection” Whenever a well-trained and well-adapted employee leaves the organization, it creates a vacuum. So, the organization loses key skills, knowledge and business relationships. Modern managers and personnel administrators are greatly interested in reducing Attrition in the organization, in such a way that it will contribute to the maximum effectiveness, growth, and progress of the organization.

• The success of any manufacturing organization depends largely on the workers, the employees are considered as the backbone of Pondicherry Polymers Private Ltd.

• The attrition rate of the company is 11.4%. So this study focused on why the Attrition occurs and the possible ways to reduce it.

• The study was mainly undertaken to identify the level of employee’s attitude, the dissatisfaction factors they face in the organization and for what reason they prefer to change their job. Once the levels of Employee’s attitude are identified, it would be possible for the management to take necessary action to reduce attrition level. Since they are considered as backbone of the Company, their progression will lead to the success of the Company for the long run.

• This study can be helpful in knowing, why the employees prefer to change their job and which factors make employee dissatisfy.

• Since the study is critical issue, it is needed by the originations in order to asses the overall interest and the feelings of the employees towards their nature of job and organization.

• This study can be helpful to the management to improve its core weaknesses by the suggestions and recommendations prescribed in the project.

• This study can serve as a basis for measuring the organization’s overall performance in terms of employee satisfaction.

• The need of this study can be recognized when the result of the related study need suggestions and recommendations to the similar situation.
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1. The aim of the study is to find whether the grievance handling mechanism ensures that employee’s problems are recognized and appropriately reviewed in a prompt and timely manner.

2. The grievance mechanism acts as a foundation for a harmonious and healthy relationship between employee and employer.

3. The grievance mechanism ensures a fair and just treatment of employee’s concerns and prompt resolution of grievances without discrimination, coercion, restraint or reprisal against any employee who may submit or be involved in a grievance.


Grievance is any discontent or dissatisfaction that affects organizational performance. As such it can be stated or unvoiced, written or oral, legitimate or ridiculous. If the dissatisfaction of employees’ goes unattended or the conditions causing it are not corrected, the irritation is likely to increase and lead to unfavorable attitude towards the management and unhealthy relations in the organization.

The formal mechanism for dealing with such worker’s dissatisfaction is called grievance procedure. All companies whether unionized or not should have established and known grievance methods of processing grievances. The primary value of grievance procedure is that it can assist in minimizing discontent and dissatisfaction that may have adverse effects upon co-operation and productivity. A grievance procedure is necessary in large organization which has numerous personnel and many levels with the result that the manager is unable to keep a check on each individual, or be involved in every aspect of working of the small organization.

The usual steps in grievance procedure are
1. Conference among the aggrieved employee, the supervisor, and the union steward.
2. Conference between middle management and middle union leadership.
3. Conference between top management and top union leadership.
4. Arbitration.

There may be variations in the procedures followed for resolving employee grievances. Variations may result from such factors as organizational or decision-making structures or size of the plant or company. Large organizations do tend to have formal grievance procedures involving succession of steps.
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