SUMMER TRAINING PROJECT REPORT

ON

“EMPLOYEE RETENTION”

AT “HALONIX TECHNOLOGIES LTD., HARIDWAR”

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR

THE MASTER’S DEGREE IN BUSINESS ADMINISTRATION

SUBMITTED TO:

INTERNAL GUIDE EXTERNAL GUIDE

XXXXXXX XXXXXXXX
Welfare Officer

Halonix Technologies ltd.

Haridwar

SUBMITTED BY:

XYZ

1
 AMS UNISON UNIVERSITY, DELHI

ACKNOWLEDGEMENT
I wish to acknowledge my deep sense of gratitude towards Ms. Gurujit Kaur (HR Executive) &
Ms. Deepanwita Gosh (Welfare Officer), Halonix , Haridwar for giving me an opportunity to
work in their esteemed organization and for the help they provided wherever it was needed by
me throughout the work.

I would like to express my immense thanks to my project guide for showing keen interest in the
project and guiding me from time to time.

I am also grateful to staff members of the company for their individual guidance and willing
cooperation throughout my report.

2
 EXECUTIVE SUMMARY
Representative maintenance is critical; in all cases, it is silly to enable great individuals to leave
your organisation. When they leave, they take with them protected innovation, connections,
speculations (in both time and cash), an incidental representative or two, and a piece of your
future. Representative Retention Strategies enables organisations to give compelling worker
correspondence to enhance responsibility and improve workforce bolster for key corporate
activities.

At first representative maintenance managed for the most part with worker cleanliness factors:
fundamentally pay and advantages. It's before long turned out to be evident that maintain
representative maintenance required a more all encompassing methodology that managed
workers higher needs, for example, acknowledgment, regard, and self satisfaction.

To hold representatives, you should pick the correct apparatuses to accomplish your objectives.
For example, pay plans, benefits designs, crèches, rewards, 360 evaluations and preparing and so
forth.

The maintenance work ought serve the organization as well as fulfill the representatives.

3
Table of Content

Chapter
No. Contents Page No.

Chapter I Profile of the organization

Chapter II Introduction of employee retention
2.1 Literature Review
2.2 Background of the Study
2.3 Importance of the Study
2.4 Objectives of the Study
Chapter III Research Methodology
3.1 Research Design
3.2 Source/s of Data
3.3 Data Collection Method
3.4 Sample Size
3.5Sampling Method
3.6 Date Collection Instrument

Chapter IV Data analysis and interpretation

Finding
Chapter V

Conclusion

Recommendation

Bibliography

Annexure

4
 CHAPTER - I

ABOUT COMPANY

Halonix Technologies is among India's quickest developing private and institutional lighting
company. Set up more than 2 decades back as an Indo-Japanese joint wander,

Halonix has made the effective progress from being a to a great extent private mark business to a
gainful marked business.

The accomplishment of Halonix has been based on the back of its unparalleled capacity to create,
test and send lighting arrangements applicable and appropriate for Indian conditions. Because of
its sharp spotlight on development and quality control, the brand is generally acknowledged the
whole way across India by shoppers and exchange alike.

Halonix is a dynamic, situation inviting lighting organization. It is distinctly centered around

rising advancements like LED and CFL's. It has among the most extensive scope of items
crosswise over LED, CFL, Luminaries, Home Decorative Lighting, Halogens and High Intensity
Discharge Lamps. As a brand that stands for 'The correct light', Halonix keeps on pushing the

5
limits to grow better arrangements over the range of home and business lighting.

It has an exceedingly qualified specialized group that gives thorough lighting arrangements
including necessity evaluation, lighting outlines and vitality and payback estimations.

Its committed and extending deals group has sent industry best practices to create solid
associations with exchange and expansive establishments.

The broadened Halonix group of wholesalers and merchants the nation over guarantee
incredible administration bolster and convenient conveyance according to the necessities of the
clients.

Halonix offers only tested reliable product which conforms all safety, reliability and performance
criteria:

Safety: - Conform Indian IS and International IEC Standard Surge Tests as per Indian Voltage
Conditions

Reliability:-Conform Low Voltage, High Voltage, High Temperature – High Humidity, Low
Temperature, Switching Tests

Conform for Life Testing

Conform for Thermal Tests

Performance:-Conform for close tolerance Electrical parameter test

Colorimetric Test– Integrating Sphere

6
Photometric Test–Goniophotometer

Halonix deals with only reputed LED manufacturers.

Our Vision: They vision to rise as the head lighting player offering complete lighting
arrangements before the finish of year 2010 through our dedication towards unswerving quality
and high administration benchmarks and no more aggressive costs.

Our Values: Halonix Limited (Formerly known as Phoenix Lamps Limited) are resolved to
offer dependable and subjective items to our worldwide customers. Dynamic support of the
workers is urged by the administration to acquire ceaseless developments and act of
spontaneities in the item extend and in this way accomplish customer charm. Wherein the riches
made isn't only for the organization however reliably for the investors also.

CFL (Retrofit)

Key features:

In-manufactured balance unit for start and can be fitted into a current globule holder for
utilization of light

An enhanced and appropriate swap for GLS globule

All retrofit lights are accessible in cool sunlight (6500K) and warm white light (2700K) shading
temperatures

Sets aside to 80% vitality

6 times the life of a standard glowing light

Fantastic shading rendering

Eco cordial

7
Gleam free moment begin

Higher lumen viability

Extensive variety of utilization In family section.

CFL (Non-Retrofit)

Key Features:

Requires outer installation or stabilizer unit for start and use of light

Recoveries upto 80% vitality

Accessible in cool sunshine (6500K), sunlight (4000K), warm white light (2700K) shading
temperatures. They are reasonable for high/low voltage and dimmable applications in
conjunction with electronic control adapt.

10-12 times the life of a standard brilliant light

4 stick lights for activity in battery-fueled, sun based controlled and mains-controlled
establishments with electronic riggings

Fantastic shading rendering list

Perfect for an extensive variety of installations

Finds wide application in business lighting and furthermore utilized as a part of family units.

8
 Products of Halonix

Halonix CFL Bulb Halonix Twister Base Twister CFL BulB

Halonix LED Bush Light Halonix LED Bulb

9
 CHAPTER - II

Literature Review
Employee Retention is one of the vital administration points for good reasons. It is affecting
managers every day. The no. of qualified candidates accessible for empty position is at present in
decrease and bosses are thinking that it’s hard to hire new workers and to keep representative
over long-run.

Initially started to show up with normality on the business scene in 1970's and mid 1980's. A mid
the end and mid 1990's, the perfect example of the connection amongst boss and representative
had been an announcement of the norm. "You come work for me, complete a great job thus long
as monetary conditions permit, I will keep on employing you".

On the off chance that they changed employments, it was normally a noteworthy vocation and
life choice and somebody who rolled out numerous and visit occupations improvements was
viewed as fairly strange.

Business representative relationship, a worker leaving his or her activity deliberately was viewed
as a deviation, something that shouldn't generally have happened. After all the substance of "the
present state of affairs" is only that little or nothing should change in the relationship and leaving
was a major change.

Maintenance has developed as the focal point of much time and consideration as of late,
especially as a piece of ability administration program, thus much is thought about it has the HR
specialist who endeavors to coordinate it into an ability program may become baffled by the
gigantic volume of research about it.

Employee Retention is something other than keeping on work. It is likewise about supporting

10
workers, essentially by upgrading their activity fulfillment. Occupation fulfillment, thus, can
build profitability and keep worker stimulated and spurred to put forth a valiant effort.
Occupation fulfillments can satisfactory representative who stay with their present manager and
endeavor to perform at or above desires and gauges. Usually connected to resolve and to
association profitability.

Employee Retention in Halonix

Compelling worker maintenance is an orderly exertion by managers to make and cultivate a

domain that urges current representatives to stay utilized by having strategies and practices set up
that address their various needs. A solid maintenance system turns into a ground-breaking
enlistment instrument. Maintenance of key workers is basic to the long haul wellbeing and
accomplishment of any association. Retaining your best representatives guarantees consumer
loyalty, expanded item deals, fulfilled partners and announcing staff, viable progression
arranging and profoundly imbedded authoritative information and learning.

Worker maintenance matters as authoritative issues, for example, preparing time and venture;
lost information; shaky representatives and an exorbitant competitor seek are included.
Consequently neglecting to hold a key worker is an exorbitant recommendation for an
association. Different assessments recommend that losing a center administrator in many
associations costs up to five times of his pay. Savvy bosses dependably understand the
significance of holding the best ability. Holding ability has never been so essential in the Indian
situation; nonetheless, things have change late years. In conspicuous Indian metros at any rate,
there is no lack of chances for the best in the business, or notwithstanding for the second or the
third best. Maintenance of key workers and treating steady loss inconveniences has never been
so critical to organizations.

Worker Retention Strategies enables associations to give successful representative

correspondence to enhance responsibility and upgrade workforce bolster for key corporate
activities.

Actually, a few reports propose that steady loss levels in IT organizations are as high as 40 for
every penny. The main way out is to create proper maintenance systems. In spite of the fact that
BPO industry shoots ahead at 40 to 50 for every penny a year, it is currently losing 35 to 40 for
11
each penny of its 350,000-odd workers also. In India there are couple of parts where the
weakening level is considerably bigger contrasted with different divisions .For instance: IT
segment and BPO. Whereas there are associations like Air India, HAL, DRDO, and BARC
where the steady loss is almost 5% or not as much as that.

The Importance of Retaining Employees

The test of keeping representatives: Its changing face has baffled supervisors and entrepreneurs
alike. How would you deal with this test? How would you fabricate a working environment that
representatives need to stay with … and untouchables need to be employed into? Effective
directors and entrepreneurs pose these and different inquiries on the grounds that—basically—
worker maintenance matters:

• High turnover frequently leaves clients and representatives stranded; withdrawing

workers take a lot of information with them. This absence of coherence makes it difficult to meet
your association's objectives.

• Replacing representative's costs cash. The cost of supplanting a worker is evaluated at up

to double the person's yearly pay (or higher for a few positions, for example, center
administration), and this does exclude the cost of lost information.

• Recruiting representatives devours a lot of time and exertion, a lot of it pointless. You're
by all account not the only one out there competing for qualified workers, and occupation
searchers settle on choices in light of more than the whole of compensation and advantages.

• Bringing workers up to speed takes considerably additional time. What's more, when
you're short-staffed, you regularly need to invest additional energy to complete the work

12
 The Three R’s of Employee Retention

To keep representatives and keep fulfillment high, you have to execute every one of the three R's
of worker maintenance: regard, acknowledgment, and prizes.

1) Respect is regard, extraordinary respect, or specific thought given to individuals. As the

pyramid appears, regard is the establishment of keeping your workers. Acknowledgment and
prizes will have little impact on the off chance that you don't regard representatives.

2) Recognition is characterized as "uncommon notice or consideration" and "the demonstration of

seeing plainly." Many issues with maintenance and resolve happen in light of the fact that
administration isn't focusing on individuals' needs and responses.

3) Rewards are the additional advantages you offer past the essentials of regard and
acknowledgment that make it worth individuals' while to buckle down, to mind, to go past the
honorable obligation. While rewards speak to the littlest part of the maintenance condition, they
are as yet a vital one. You decide the exact strategies you actualize the three R's, yet all in all,
regard ought to be the biggest part of your endeavors. Without it, acknowledgment and prizes
appear to be empty and have little impact—or they have negative impacts. The enchantment really
is in the blend of the three.

When you execute the "three R's" approach, you will decrease turnover and appreciate the
accompanying:

• Increased efficiency
13
• Reduced non-attendance

• A lovelier workplace (for the two representatives and you!)

• Improved benefits

KEI’s EMPLOYEE RETENTION WHEEL

The initial step to enhance your representative maintenance is to comprehend why workers remain
with their present manager. Many "specialists" harp on the reasons representatives leave, which
isn't as critical or uncovering as the reasons they remain. Organizations have attempted various
projects and liven to clutch great representatives. Notwithstanding, considers demonstrate that
these endeavors are insufficient to hold great workers when the help that is expected to make work
progress isn't completely adequate.

KEI's Employee Retention Wheel:- These are really what give workers a reliable purpose behind
saying "no way" when enticed with a "sweeter offer." After long periods of study and experience,
Kei's has decided, and introduced in the Retention Wheel, what factors do have the best effect on
keeping representatives. Kei's has utilized this data to give managers the instruments to meet the
center needs that keep representatives effective at their occupations, accordingly lessening the high
expenses related with undesirable worker turnover.

14
Using the Wheel to Improve Employee Retention:

KEI's Employee Retention Strategy depends on two essential convictions:

(1)Employers ought to have a procedure to have correct individuals in any case on the off chance
that they need to hold the great representatives.

(2)Retention procedures should straightforwardly bolster the reasons that effective, fulfilled
representatives remain.

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REASON FOR EMPLOYEE TO COME TO THE ORGANISATION?

• Salary

• Job Security

• Benefits

• Location

• Nature of Work

• Personal/Family Time.

REASONS FOR EMPLOYEE TO STAY WITH THE ORGANISATION

 Confidence Factor-they put stock in potential achievement/authority methodologies

 Emotional Factor-(Huge) commitment, acknowledgment, appreciation
 Trust Factor-2 different ways guarantees/responsibilities kept
 Fit Factor-Values/morals are a solid match
 Listening Factor-Are they heard and esteemed.

SOLUTION FOR THE PROBLEM:-

FINDING THE CAUSE OF ATTRITIO

Have a review among representatives to discover the purposes behind steady loss. On the off
chance that conceivable, have post employment surveys to know the purposes behind
acquiescence’s. On the off chance that a key worker leaves, it ought to be taken up on a need
premise and the senior administration should meet the representative to talk about his purposes
behind leaving and assess whether his issues bear justify and whether they can be settled.

What can be done?

However, it is difficult to scrap issues absolutely; there are sure routes by which administration
can handle weakening. Since the each association is novel, these organizations need to create
imaginative approaches to handle their issues. HR branch of organizations must address these

16
issues, and alongside the administration need to develop techniques to hold representatives at all
levels.

At the time of Recruitment:-

 Select the correct individuals through competency screening.

 Use psychometric tests to get individuals who can work during the evening and handle the
dullness.
 Offer an appealing, focused, benefits bundle.
 Make clear of execution improved impetuses and different advantages. Keep these
guarantees, later.
 BPOs can set up workplaces in littler towns, or enroll from that point, where openings are
few.

At the office:-

A representative's work must be imparted to him plainly and altogether. The points of interest of
the activity, its significance, the manner in which it ought to be done, most extreme time that can
be dispensed to finish it and so forth., must be clarified. On the off chance that there are changes
to any of these, let the representative know at the most punctual

• Give the workers fundamental devices, time and preparing. The worker must have the devices,
time and preparing important to carry out their activity well - or they will move to a business who
gives them.

• Have a man to converse with every representative at customary interAMS. Tune in and take care
of representative objections and issues, however much as could reasonably be expected. Decency
and fair-minded treatment by seniors is vital. Help representatives oversee pressure, both at work
and if conceivable, off work as well. Give them unique concessions, when in require. Treat the
representatives well &provide poise of occupation.

•The nature of the supervision a representative gets is basic to worker maintenance. Visit
representative protestations emerge on this issue.

17
•Provide the representatives a calm workplace. Individuals need to make the most of their work.
Influence work and work to put chipper and sensational as could be allowed.

•Make beyond any doubt that representatives realize that their work is imperative for the
association. Feeling esteemed by their manager is critical to high representative inspiration and
confidence. Perceive their qualities and help them to enhance those they need.

•Employees must feel compensated, perceived and acknowledged. Giving periodical bring up in
pay or position holds staff.

•Offer great vocation development prospects. Urge and prep representatives to take-up higher
positions/openings. On the off chance that they don't get open door for development inside the
association, they will search somewhere else for it.

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 WAYS TO RETAIN YOUR EMPLOYEE

Holding key work force is basic to long haul achievement of an association. A Retention Strategy
has turned out to be fundamental if your association is to be gainful after some time and can turn
into a critical piece of your procuring technique by pulling in the best applicants who know about
your reputation for administering to workers. Indeed, a few organizations don't need to select on
the grounds that they get such huge numbers of qualified spontaneous entries because of their
history of magnificence in worker maintenance.

1. Treat your representatives like you treat your most profitable customers.

2. Get your representatives to "begin to look all starry eyed at" your association.

3. Solid maintenance procedures wind up solid selecting points of interest.

4. Maintenance is significantly more compelling when you put the opportune individual into the
correct activity. Know the activity! Know the representative and their inspirations.

5. Cash is vital yet it isn't the main reason individuals remain with an association.

6. Representative boards of trustees to help create maintenance techniques is an exceptionally

successful procedure.

7. Authority must be profoundly put resources into maintenance.

8. Acknowledgment, in different structures, is an intense maintenance system.

9. Keep in mind, the "Fun Factor" is essential to numerous representatives.

10. Know the patterns in advantage bundles. Do your best to offer the ones your representatives
require.

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 10 Factors That Affect Employee Retention

Most directors comprehend the significance of worker maintenance and its effect on the general
wellbeing and imperativeness of an association. The significance of holding top authoritative
ability will just increment over the coming a very long time as the gigantic accomplice of people
born after WW2 start to achieve retirement age making it simple for more youthful workers to find
work. In a past article we recognized some valuable tips to help enhance representative
maintenance in your association. Given the significance of representative maintenance, we have
gathered another rundown of 10 critical variables that can influence worker maintenance in your
association.

• Shorten the criticism circle

• Offer a focused pay bundle

• Balance work and individual life

• Beware of burnout

• Provide open doors for development and improvement

• The capacity to give input and be considered important

• Management must set aside the opportunity to become more acquainted with colleagues

• Provide the instruments and preparing a worker needs to succeed

• Make utilization of a colleague's gifts, aptitudes, and capacities

• Never debilitate a colleague's activity or pay.

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 Objective of the study

 To study the method of employee retention used in halonix.

 Find out the level of satisfaction of the employees regarding their jobs.
 To identify and analyze the perception of employees working in the organization towards
the organization.
 To study whether the employee’s feedback is properly managed for their appraisal and
development.

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 CHAPTER - III

Research methodology

Research design - Descriptive research design

Research instrument - Questionnaire

Method of data collection - Survey

Sampling method - Convenience sampling

Sample area -Halonix Haridwar

Sample size - 50

Research is a procedure of steps used to gather and break down data to expand our
comprehension of a theme or issue. It comprises of three stages: Pose an inquiry, gather
information to answer the inquiry, and present a response to the inquiry.

As per me inquire about is the procedure of deliberate and top to bottom examination or scan for
a specific theme, subject or zone of examination

Strategy is the precise, hypothetical investigation of the strategies connected to a field of study. It
includes the hypothetical examination of the group of techniques and standards related with a
branch of learning.

In this examination strategy is an arrangement of strategies, standards, and guidelines for

managing a given train, as in expressions or sciences.

22
 Research design

An examination configuration is absolutely and just the edge work get ready for an investigation
that aides the accumulation and examination of information. In this examination the analyst has
embraced unmistakable research plan.

Descriptive research design

Descriptive research is used to describe characteristics of a population or phenomenon being

studied. It does not answer questions about how/when/why the characteristics occurred. The
characteristics used to describe the situation or population are usually some kind of categorical
scheme also known as descriptive categories.

It includes surveys and fact finding enquires of different kinds. It simply describes something such
as a demographic of employees. It deals with description of the state of offers as it is and the
researchers have no influence on the respondents.

23
Data collection

Data collection is one of the most important aspects of research. For the success of any project
accurate data is very important and necessary. The information collected through research
methodology must be accurate and relevant.

Methods of data collection

 Primary data
 Secondary data

Sources of data


Data collection is the process of gathering and measuring information on targeted variables
in an established systematic way, which then enables one to answer relevant questions and
evaluate outcome.

The data collection component of research is common to all fields of study
including physical and social sciences, humanities and business. It help us to collect the
main points as gathered information.

Primary Data

Primary data collected by the researcher hAMSelf/herself. This is data that has never been gathered
before, whether in a particular way, or at a certain period of time. This can be an extremely costly
task. Issues of consent and confidentiality are of extreme importance.

Secondary data

It refers to data that was collected by someone other than the user. Common sources of secondary
data for social science include censuses, information collected by government departments,

24
organizational records and data that was originally collected for other research purposes. Such data
are cheaper and more quickly obtainable than the primary data and also may be available when
primary data cannot be obtained at all.

Data collection method in research:

Survey Method

A survey is defined as a brief interview or discussion with individuals about a

specific topic. The term survey is unfortunately a little vague, so we need to define it
better. The term survey is often used to mean 'collect information.

The respondents:

The employees of the organization in Haridwar.

Sampling method:

It is the process of selecting representative subset of a total population for

obtaining data for the study of the whole population the subset is known as sample.
The sample size is selected for the study 100 employees. The techniques of sampling
unit in this study are convenience sampling.

Convenience sampling:

In this method the sample units are chosen primarily on the basis of the
convenience to the researcher.

25
 The data collection instrument:

Questionnaire

Questionnaire refers to forms filled in by respondents alone.

Questionnaires can be handed out or sent by mail and later collected or
returned by stamped addressed envelope

Statistical tools used:

The scales used to evaluate question are:-

 Simple percentage analysis

 Dichotomous scale (yes or no)
 Likert 5 point scale (highly dissatisfied, dissatisfied, neutral, strongly
satisfied, satisfied)

A. Simple percentage analysis:

Simple percentage can also be used to compare the relationship distribution of two or
more items. For calculations the simple percentage.

Actual population

Sample percentage = ------------------------ * 100

Sample size

26
 CHAPTER - IV

Data analysis and interpretation of halonix

1) Does your management come forward to support when you are facing critical situation?

S.I Description No. of Percentage

people
1 Strongly disagree 0 0%
2 Disagree 0 0%
3 Neutral 15 40%
4 Agree 35 60%
5 Strongly agree 0 0%

Management come forward

stronly disagree disagree neutral agree strongly agree

0% 0% 0%

30%

70%

INTERPRETATION

30% of employees feel neutral about organization come forward in critical situation.

70% of employees feel neutral about organization come forward in critical situation.

So, we can say that most of the time management comes forward to support their employees.

27
2) There is no barrier of communication while you are communicating with your superior.

S.I Description No of people Percentage

1 Strongly Disagree 5 10%
2 Disagree 20 40%
3 Neutral 10 20%
4 Agree 15 30%
5 Strongly agree 0 0%

Barrier Of Communication
Strongly Disagree Disagree Neutral Strongly Agree Agree

0%

10%
30%

40%
20%

INTERPRETATION

10% respondents strongly disagree that there is no barrier while communicating to the superior.

40% respondents’ disagree that there is no barrier while communicating to the superior.

20% respondents are neutral that there is no barrier while communicating to the superior.

30% respondents’ agree that there is no barrier while communicating to the superior.

So, we can say that most of the employees disagree that there is no barrier while communicating
to the superiors.

28
3) Do you agree that you are rewarded periodically for your performance?

S.I Description No of people Percentage

1 Strongly Disagree 3 6%
2 Disagree 7 14%
3 Neutral 15 30%
4 Agree 25 50%
5 Strongly agree 0 0%

Performance Rewards
Strongly Disagree Disagree Neutral Agree Strongly Agree

0%

6%
14%

50%

30%

INTERPRETATION

6% people Strongly Disagree about the reward of their performance.

14% people Disagree about the reward of their performance.

30% people feel neutral about the reward of their performance.

50% people agree about the reward of their performance.

So, we can say that most of the employees agree that they are rewarded for their performance.

29
4) Do you agree that employee retention plays a vital role in the result of productivity?

S.I Description No of people Percentage

1 Strongly Disagree 0 0%
2 Disagree 0 0%
3 Neutral 15 30%
4 Agree 25 50%
5 Strongly agree 10 20%

Role of Retention
Strongly Disagree Disagree Neutral Agree Strongly Agree

0% 0%

20%
30%

50%

INTERPRETATION

30% people are neutral that employee retention plays a vital role in result of productivity.

50% people agree that retention plays a vital role in result of productivity.

20% people strongly agree that retention plays a vital role in result of productivity.

So, we can say that all employees agree that employee retention play a vital role in productivity.

30
5) What do you feel about the working environment?

S.I Description No of people Percentage

1 5 10%
2 Dissatisfied 10 20%
3 Neutral 15 30%
4 Satisfied 20 40%
5 Highly satisfied 0 0%

Feeling about the working environment

Highly Dissatisfied Dissatisfied Neutral Satisfied Highly Dissatisfied

0%

10%

40% 20%

30%

INTERPRETATION

10% employees are Highly Dissatisfied about the working environment of the organization.

20% employees are dissatisfied about the working environment of the organization.

30% employees are Neutral about the working environment of the organization.

40% employees are Satisfied about the working environment of the organization.

So, we can say most of the employees are satisfied about the working environment of the
organization.

31
6) Are Interpersonal relationships encouraging in this organization?

S.I Description No of people Percentage

1 Strongly Disagree 5 10%
2 Disagree 20 40%
3 Neutral 10 20%
4 Agree 15 30%
5 Strongly agree 0 0%

Interpersonal Relationships
Strongly Disagree Disagree Neutral Agree Strongly Agree

0%

10%
30%

40%
20%

INTERPRETATION

10% employees strongly disagree that the interpersonal relationships are encouraging in the
organization

40% employees disagree that the interpersonal relationships are encouraging in the
organization.

20% employees feel neutral about the interpersonal relationships in the organization.

30% employees agree that the interpersonal relationships are encouraging in the organization.

So, we can say that most of the employees disagree that interpersonal relationship are
encouraging in the organization.
32
7) Do you think the job you are performing is satisfactory?

S.I Description No of people Percentage

1 Highly Dissatisfied 5 10%
2 Dissatisfied 10 20%
3 Neutral 15 30%
4 Satisfied 20 40%
5 Highly satisfied 0 0%

Sales
Highly Dissatisfied Dissatisfied Neutral Satisfied Highly Satisfied

10%

40% 20%

30%

INTERPRETATION

10%employees are highly dissatisfied in the job they are performing.

20% employees are dissatisfied in the job they are performing.

30% employees feel neutral about the job they are performing.

40% employees are satisfied in the job they are performing.

So, we can say that most of the employees agree that the job they are performing is
satisfactory.

33
8) How is your relationship between your superiors?

S.I Description No of people Percentage

1 Highly Dissatisfied 5 10%
2 Dissatisfied 5 10%
3 Neutral 20 40%
4 Satisfied 20 40%
5 Highly satisfied 0 0%

Relationship between superiors

Highly dissatisfied Satisfied Neutral Satisfied Highly dissatisfied

0%

10%

10%
40%

40%

INTERPRETATION

10% employees are highly dissatisfied about the relationship between their superiors.

10% employees are dissatisfied about the relationship between their superiors.

40% employees feel neutral about the relationship between their superiors.

40% employees are satisfied about the relationship between their superiors.

So, we can say that most of the employees agree that their relationship between their superiors is
satisfactory.

34
9) Do you think that employee retention strategy really helps in the development of the
organization?

S.I Description No. of people Percentage

1 Yes 45 90%
2 No 5 10%

Employee retention helps in development in the

organisation
Yes No

10%

90%

INTERPRETATION

90% employees agree that employee retention strategy helps in development of the organization.

10%employees disagree that employee retention strategy helps in development of the organization.

So, we can say that most of the employees agree that employee retention strategy helps in
development of the organization.

35
10) Do you think the welfare schemes offered by the organization are up to the mark?

S.I Description No of people Percentage

1 Highly dissatisfied 0 0%
2 Dissatisfied 0 0%
3 Neutral 15 30%
4 Satisfied 35 70%
5 Highly dissatisfied 0 0%

Satisfaction regarding welfare

Highly Dissatisfied Dissatisfied Neutral Satisfied Highly Satisfied

0% 0% 0%

30%

70%

INTERPRETATION

30% employees are neutral regarding the welfare schemes offered by the organization.

70% employees are satisfied regarding the welfare schemes are provided by the companies.

So, we can say that most of the employees agree about the satisfaction regarding welfare schemes
offered by the organization.

36
11) Do you think your company offers proper attention on incentives and bonuses?

S.I Description No. of people Percentage

1 Yes 35 70%
2 No 15 30%

Company pay attention to incentive and bonuses

Yes No

30%

70%

INTERPRETATION

70% employee agrees that company offers proper attention to incentive and bonuses.

30% employee disagree that company offers proper attention to incentive and bonuses.

So, we can say that most of the employees agree that company offers proper attention to incentive
and bonuses.

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12) Do your company offers proper training & development programs?

S.I Description No. of people Percentage

1 Yes 40 80%
2 No 10 20%

Training & Development programs

Yes No

20%

80%

INTERPRETATION

90% employees agree that they are provided proper training & development programs.

10%employee disagree that they are not provided proper T&D programs.

So, we can say that most of the employees agree that they are being provided with proper T&D
programs.

38
13) Do you get recognition that you deserve for your performance?

S.I Description No. of people Percentage

1 Yes 30 60%
2 No 20 40%

Get recognition for your performance

Yes No

40%

60%

INTERPRETATION

60% employees agree that they get recognition for their performance.

40%employees disagree that they get recognition for their performance.

So, we can say that most of the employees get recognition for their performance.

39
14) Do you think that implementation of three R’s will increase employee retention?

S.I Description No. of people Percentage

1 Never 0 0%
2 Sometimes 10 20%
3 Most of the times 15 30%
4 All the time 25 50%

3 R's will increase employee retention

Never Sometimes Most of the times All the time

0%

20%

50%

30%

INTERPRETATION

20%employees says that 3 R’s will sometimes increase employee retention.

30% employees says that most of the times 3 R’s will increase the employee retention.

50% employees says all the time 3 R’s will increase the employee retention.

So, we can say that most of the employees feel that 3 R’s will increase employee retention.

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15) Organization treats you in a respectful way.

S.I Description No. of people Percentage

1 Strongly Disagree 0 0%
2 Disagree 10 20%
3 Neutral 15 30%
4 Agree 25 50%
5 Strongly Agree 0 0%

Organisation treating you in a respectful way

Strongly Disagree Disagree Neutral Agree Strongly agree

0% 0%

20%

50%

30%

INTERPRETATION

20% employee disagree that organization treats them in a respectful way.

30% employee feels neutral that organization treats them in a respectful way.

50% employee agrees that organization treats them in a respectful way.

So, we can say that most of the employees feel that organization treat them in a respectful way.

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 CHAPTER -V

FINDINGS

1) Halonix use on the 'spot acknowledgment' and 'worker of the month' strategy to energize
and appreciate their employees.
2) The work pressure on the employees is much lower as compared to other organizations
in the industry.
3) Employees are happy with the roles and responsibilities they are performing in the
Halonix.
4) Most of the employees agree that Halonix treat them in a respectful way.
5) Some of the employees are neutral but mostly unsatisfied about the relationship with
their superiors.
6) The 3 R’s increases the employee retention all the time in the halonix.
7) The organization offers proper training and development program.

42
 Conclusion

 From the above study I want to conclude that employees are the capital of the every
organization. So to retain employees of the organization is important.
 By offering numerous facilities events, incentives, appraisal, transparent communication
help organization to retain their employees.
 The strategy which Halonix had for their employees are successful going on and
company is making profit on basis of their strategies.
 Employee retention not only reduces the attrition rate but also increase the goodwill of
the company in the market.
 This additionally demonstrates great culture in the organization

43
 Recommendations

 Working environment and culture of the organization requires to be upgraded with wider
range of proper training & development programs, proper leadership and encouraging
interpersonal relationships.
 Though the welfare measures are good but some factors are lacking.
 Employee should be appreciated for good work
 Employee should be motivated to welcome the change.
 If any changes are brought in to software or any module is added then proper training
should be given to the employees.

44
 Bibliography

References

 Prasad L.M, “Human resource management” Sultan Chand & Sons

Educational Publishers New Delhi, Second Edition 2005
 Kothari C.R , “Research Methodology” New Age International (P) limited,
Publishers, Second Edition
 Oberoi P.K., “Research Methodology” Global Academic Publishers &
Distributors, First Edition 2013

Websites
 www.businessdictionary.com
 www.hrone.com/hr-glossary
 www.halonix.co.in
 www.halonix.in/about-us

45
 ANNEXURE

QUESTIONNAIRE ON EMPLOYEE RETENTION STRATEGIES OF

HALONIX

Dear Respondent

I am Mitali Bisht studying MBA in AMS Unison University, DELHI doing my research project.
The following questionnaire is very important step towards my academic career. I request your
fullest co-operation in answering these questions.

I assure you that all the below information disclosed by you will be kept in confidential.

Name (optional):

Age:-

Gender: a) Male  b) Female 

Contact No:

E-mail ID:

1) Does your management come forward to support when you are facing with critical situation

a) Strongly Disagree  b) Disagree  c) Neutral  d) Agree  d) Strongly Agree

2) There are no barriers of communication while you are communicating with your superior.

a) Strongly Disagree  b) Disagree  c) Neutral  d) Agree  d) Strongly Agree 

3) Do you agree that you are rewarded periodically for your performance?

a) Strongly Disagree  b) Disagree  c) Neutral  d) Agree  d) Strongly Agree 

46
4) Do you agree that employee retention is plays a vital role in the result of productivity?

a) Strongly Disagree  b) Disagree  c) Neutral  d) Agree  d) Strongly Agree 

5) What do you feel about the working environment?

a) Highly Dissatisfied  b) Dissatisfied  c) Neutral)  d) Satisfied  d) Highly Satisfied 

6) Interpersonal relationships are encouraging in this organization.

a) Strongly Disagree  b) Disagree  c) Neutral  d) Agree  d) Strongly Agree

7) The job you are performing is satisfactory?

a) Highly Dissatisfied  b) Dissatisfied  c) Neutral)  d) Satisfied  d) Highly Satisfied

8) How is your relationship between your superiors?

a) Highly Dissatisfied  b) Dissatisfied  c) Neutral)  d) Satisfied  d) Highly Satisfied 

9) Express your level of satisfaction regarding the welfare measures provided by

the organisation.

a) Highly Dissatisfied  b) Dissatisfied  c) Neutral)  d) Satisfied  d) Highly Satisfied

10) Do you think that employee retention helps the development of organization?

Yes No

11) Does your company pay more attention to incentives and bonuses offered to you?

Yes No

12) You are encouraged to participate in training to improve your skills and capabilities?

Yes No

47
13) Do you get the recognition that you deserve for your performance?

Yes No

14) Do you think that the implementation of three R’s (recognition, reward, respect) will increase
employee retention?

Never Sometimes Most of the times All the time

15) Organization treats you in a respectful way.

a) Strongly Disagree  b) Disagree  c) Neutral  d) Agree  d) Strongly Agree

48