COMPANY PROFILE

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1.1 INTRODUCTION
Mondelez India Foods Private Limited is a part of the Mondelez International group of
companies and is in the business of creating delicious moments of joy – by producing
delectable chocolate confectionaries, gum and candy products, and popular beverages and
foods that include many of India's most popular and trusted food brands.

They strongly believe in delighting our customers by offering the best quality products
possible. Over the years they have won our customers' hearts, making them the market
leaders in the chocolates category in India. Their flagship brand Cadbury Dairy Milk
(CDM) is considered the "Gold Standard" for chocolates - the pure taste of CDM defines the
chocolate taste for the Indian consumer.
Their other much loved brands include Cadbury Bournvita, CDM Silk, Cadbury Choclairs,
Gems, 5-Star, Perk, Bournville, Celebrations, Halls, Oreo and Tang.
Ranked 3rd amongst India’s Most Admired Companies by Fortune India in 2013, , Mondelez
India Foods Private Limited is a part of Mondelēz International (NASDAQ: MDLZ), the
global snacking and food company and a spin-off from Kraft Foods Inc. Mondelēz
International is the world's largest chocolatier, biscuit baker and candy maker, and the

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second-largest maker of gum. Mondelez India Foods Private Limited has been in India for
over 6 decades, having started in 1948 as an importer of chocolates.

Headquartered in Mumbai, Mondelez India Foods Private Limited has sales offices in New
Delhi, Mumbai, Kolkata and Chennai and manufacturing facilities at Induri (Pune), Malanpur
(Gwalior), Baddi (Himachal Pradesh) and Sri City.

Their work ethic, values systems and quality standards make us an employer of choice in
India. Their large community extends into India's agricultural spaces. Since 1965, Mondelez
India Foods Limited has pioneered and enhanced the development of cocoa cultivation in
India. For over two decades, they have worked with the Kerala Agricultural University to
undertake cocoa research and improve cocoa yields. Their cocoa team works with farmers to
improve incomes through best practices in all aspects of cocoa cultivation - from planting to
harvesting. Their efforts have touched the lives of thousands of farmers.

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1.2 ORIGIN

Mondelez International is rooted in the National Dairy Products Corporation (National

Dairy), which was founded on December 10, 1923, by Thomas H. McInnerney and Edward
E. Rieck. The company was formed to execute a rollup strategy in the fragmented United
States ice cream industry, and with acquisitions it expanded into the full range of dairy
products.[8]

McInnerney operated the Hydrox Corporation, a Chicago ice-cream company. In 1923 he

went to Wall Street to ask investment bankers to finance his plan to consolidate the United
States ice-cream industry. McInnerney initially encountered resistance, with one banker
disparaging the dairy industry. He persevered, convincing a consortium (including Goldman
Sachs and Lehman Brothers) to finance a rollup strategy.[9] As a result, National Dairy was
formed with the merger of McInnerney's Hydrox with the Rieck-McJunkin Dairy Company
of Pittsburgh. The company was listed on the New York Stock Exchange, with its initial
public offering of 125,000 shares oversubscribed.[10]

National Dairy grew quickly through a large number of acquisitions; typical of a rollup
strategy, acquisitions were primarily for National Dairy stock instead of cash. The company
acquired more than 55 firms between 1923 and 1931.

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Mission: Mondelez International’s mission is to collaborate with the best suppliers and to
be recognized as an advocate and leader of Supplier Diversity. Consumers inspire us to make
today delicious, we begin with our consumers. We listen, we watch and we learn. We
understand their joys and their challenges because we’re consumers too.

Commitment from the Top: To ensure the success of Mondelēz International’s supplier
diversity program, our commitment comes from the top.

Irene Rosenfeld
Chairman and Chief Executive Officer, Mondelēz International

“Well-run businesses contribute to society in so many ways: Providing jobs, creating robust
supply chains, revitalizing communities, innovating solutions for some of the world’s
toughest challenges, contributing to public coffers and delivering stakeholders returns that
enable further investment and engagement. They can, indeed, change the world for the
better.”

Julia Brown
Senior Vice President and Chief Procurement Officer, Mondelēz International

“We’re committed to doing our part to ensure that we have a diverse workforce and supplier
base. We’re also committed to being a good steward of the environment, improving our
communities and delivering value to shareholders and consumers.”

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THEORETICAL ASPECT OF
STRESS MANAGEMENT

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“Retention is all about keeping good people and how you manage them”

Effective employee retention is a systematic effort by employers to create and foster an

environment that encourages current employees to remain employed, by having policies and
practices in place that address their diverse needs. A strong retention strategy, therefore,
becomes a powerful recruitment tool.

Retention of key employees is critical to the long-term health and success of any
organization. It is a known fact that retaining the best employees ensures customer
satisfaction, increased product sales, satisfied colleagues and reporting staff, effective
succession planning, and deeply embedded organizational knowledge and learning. Employee
retention matters as organizational issues such as training time and investment, lost
knowledge, insecure employees, and a costly candidate search are involved. Hence, failing to
retain a key employee is a costly proposition for an organization. Various estimates suggest
that losing a middle manager in most organizations costs up to five times his salary.

Intelligent employers always realize the importance of retaining the best talent. Retaining
talent has never been so important in the Indian scenario; however, things have changed in
recent years. In prominent Indian metros at least, there is no dearth of opportunities for the
best in the business, or even for the second or third best. Retention of key employees and
treating attrition troubles has never been so important to companies.

In an intensely competitive environment where HR managers are poaching from each other,
organizations can either hold on to their employees tight or lose them to competition. For

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gone are the days when employees would stick to an employer for years for want of a better
choice. Now, opportunities are abound. In fact, some reports suggest that attrition levels in IT
companies are as high as 40 percent. Though BPO industry shoots ahead at 40 to 50 percent a
year, it is now losing 35 to 40percent of its 350,000-odd employees as well.

In India, there are few sectors where the attrition level is much larger compared to other
sectors, for example, IT sector and BPO; whereas, there are organizations like Air India,
HAL, DRDO, BARC where the attrition is much lower nearly 5% or less than that. Clearly,
the only way out is to develop appropriate effective retention strategies.

Employee turnover is one of the largest though widely unknown costs an organization faces.
While companies routinely keep track of various costs such as supplies and payroll, few take
into consideration how much employee turnover will cost them: Ernst & Young estimates it
costs approximately $120,000 to replace 10 professionals. According to research done by
Sibson &Company, to recoup the cost of losing just one employee a fast food restaurant must
sell 7,613 combo meals at $2.50 each. Employee turnover costs companies30 to 50% of the
annual salary of entry-level employees, 150% of middle-level employees, and up to 400% for
upper level, specialized employees. Now that so much is being done by organizations to
retain its employees. Why is retention so important? Is it just to reduce the turn over costs?

Well, the answer is must a definite no. It’s not only the cost incurred by a company that
emphasizes the need of retaining employees but also the need to retain talented employees
from getting poached.

Retention involves four major things:

 Compensation
 Environment
 Growth
 Support

COMPENSATION- It constitutes the largest part of the employee retention process. The
employees always have high expectations regarding their compensation packages.
Compensation packages vary from industry to industry. So an attractive compensation
package plays a critical role in retaining the employees. Compensation includes salary and

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wages, bonuses, benefits, prerequisites, stock options, bonuses, vacations, etc. While setting
up the packages, the following components should be kept in mind:
 Salary and monthly wage: It is the biggest component of the compensation
package. It is also the most common factor of comparison among employees.
It includes:
· Basic wage
· House rent allowance
· Dearness allowance
· City compensatory allowance
Salary and wages: represent the level of skill and experience an individual has. Time to time
increase in the salaries and wages of employees should be done. And this increase should be
based on the employee’s performance and his contribution to the organization.
Bonus: Bonuses are usually given to the employees at the end of the year or on a festival.
Economic benefits: It includes paid holidays, leave travel concession, etc.
Long-term incentives: Long term incentives include stock options or stock grants. These
incentives help retain employees in the organization's start up stage.

 Health insurance: Health insurance is a great benefit to the employees. It saves

employees money as well as gives them a peace of mind that they have somebody
to take care of them in bad times. It also shows the employee that the organization
cares about the employee and its family.

 After retirement: It includes payments that an Employee gets after here tires like
EPF (Employee Provident Fund) etc.

 Miscellaneous compensation: It may include employee assistance programs (like

psychological counseling, legal assistance etc), discounts on company products,
use of a company cars, etc.

ENVIRONMENT- It is not about managing retention. It is about managing people. If an

organization manages people well, employee retention will take care of itself. Organizations
should focus on managing the work environment to make better use of the available human
assets. People want to work for an organization which provides

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  Appreciation for the work done
 Ample opportunities to grow
 A friendly and cooperative environment
 A feeling that the organization is second home to the employee

Organization environment includes-

 Culture
 Values
 Company reputation
 Quality of people in the organization
 Employee development and career growth
 Risk taking
 Leading technologies
 Trust

Types of environment the employee needs in an organization-

 Learning environment
It includes continuous learning and improvement of the individual, certifications
and provision for higher studies, etc.

 Support environment
Organization can provide support in the form of work-life balance. Work life
balance includes:
 Flexible hours
 Telecommuting
 Dependent care
 Alternate work schedules
 Vacations
 Wellness

 Work environment

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 It includes efficient managers, supportive co-workers, challenging work,
involvement in decision-making, clarity of work and responsibilities, and
recognition. Lack or absence of such environment pushes employees to look for
new opportunities. The environment should be such that the employee feels
connected to the organization in every respect.

GROWTH AND CAREER; GROWTH AND DEVELOPMENT- These are the integral
part of every individual’s career. If an employee can not foresee his path of career
development in his current organization, there are chances that he’ll leave the organization as
soon as he gets an opportunity. The important factors in employee growth that an employee
looks for himself are:

 Work profile
The work profile on which the employee is working should be in sync with his
capabilities. The profile should not be too low or too high.

 Personal growth and dreams

Employee’s responsibilities in the organization should help him achieve his
personal goals also. Organizations cannot keep aside the individual goals of
employees and foster organizations goals. Employees’ priority is to work for them
self and later on comes the organization. If he’s not satisfied with his growth, he’ll
not be able to contribute in organization growth.

 Training and development

Employees should be trained and given chance to improve and enhance their
skills. Many employers fear that if the employees are well rained, they’ll leave the
organization for better jobs. Organization should not limit the resources on which
organization’s success depends.
These trainings can be given to improve many skills like:
Communications skills
 Technical skills
 In-house processes and procedures improvement related skills or customer
satisfaction related skills

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  Special project related skills

SUPPORT- Support Lack of support from management can sometimes serve as a reason for
employee retention. Supervisor should support his subordinates in a way so that each one of
them is a success. Management should try to focus on its employees and support them not
only in their difficult times at work but also through the times of personal crisis. Management
can support employees by providing them recognition and appreciation. Employers can also
provide valuable feedback to employees and make them feel valued to the organization. The
feedback from supervisor helps the employee to feel more responsible, confident and
empowered. Top management can also support its employees in their personal crisis by
providing personal loans during emergencies, child care services, employee assistance
Programs, counselling services, etc. Employers can also support their employees by creating
an environment of trust and inculcating the organizational values into employees.

Thus employers can support their employees in a number of ways as follows:

 By providing feedback
 By giving recognition and rewards
 By counseling them
 By providing emotional support

THE IMPORTANCE OF RETAINING EMPLOYEES

The challenge of keeping employees, its changing face has stumped managers and business
owners alike. How do you manage this challenge? How do you build a workplace that
employees want to remain with and outsiders want to be hired into? Successful managers and
business owners ask them self these and other questions because, simply put, employee
retention matters.

High turnover often leaves customers and employees in the lurch; departing employees take a
great deal of knowledge with them. This lacks of continuity makes it hard for the
organizations to meet their goals and serve customers well. Replacing employee costs money.
The cost of replacing an employee is estimated at up to twice the individual’s annual salary
(higher for positions based on their level within the inter-organizational hierarchy, such as
middle management) and this does not even include the cost of lost knowledge.

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Recruiting employees consumes a great deal of time and effort, much of it futile. There is not
just one organization out there vying for qualified employees, and job searchers make
decisions based on more than the sum of salary and benefits.

Bringing employees up to speed takes even more time and when an organization is short-
staffed, they often need to put in extra time to get the work done.

The 3 R’s OF EMPLOYEE RETENTION

R E S P E C T

R E C O G N I T I O N

R E W A R D

To keep employees and keep their satisfaction levels high, any organization needs to
implement each of the three R’s of employee retention: respect, recognition, and rewards.

Respect is esteem, special regard, or particular consideration given to people. As the pyramid
shows, respect is the foundation of keeping your employees. Recognition and rewards will
have little effect if you do not respect employees.

Recognition is defined as “special notice or attention” and “the act of perceiving clearly.”
Many problems with retention and morale occur because management is not paying attention
to people’s needs and reactions.

Rewards are the extra perks you offer beyond the basics of respect and recognition that make
it worth people’s while to work hard, to care, to go beyond the call of duty.

While rewards represent the smallest portion of the retention equation, they are still an
important one.

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You determine the precise methods you choose to implement the three R's, but in general,
respect should be the largest component of your efforts. Without it, recognition and rewards
seem hollow and have little effect – or they have negative effects. The magic truly is in the
mix of the three. When implemented, the “3 R's” approach yields reduced turn over and the
following benefits:

 Increased productivity,
 Reduced absenteeism,
 A more pleasant work environment (for both employees and management/employer),
 Improved profits.
Furthermore, an employer who implements the three R's will create a hard-to-leave
workplace, one known as having more to offer employees than other employers. It becomes a
hard-to-leave workplace – one with a waiting list of applicants for any position that becomes
available – purposefully, one day at a time.

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PRACTICAL ASPECT OF STRESS
MANAGEMENT IN COMPANY

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“An effort by a business to maintain a working environment which supports current staff to
remain within the company.”

Strategies to Improve Employee Retention

One4all says, 39% of workers would work harder if they are happy in their current role or
organization. Certainly, employees won’t work at a place where they aren’t happy, at least,
not the new generation employee.

 Hiring the Right People- 80% of employee turnover is due to bad hiring decisions
First of all, hire the right people, who can meet the organization’s expectations and
whose expectations you can fulfill. One way to do this is to go beyond the textbook
interview questions.

 Shaping their Growth and Development- Helping employees achieve their short-
term and long-term goals is crucial for employee retention. Therefore, designing in-
house training programs for employees can advance their professional development.
Other methods include paying them to attend conferences, industry events, etc.

 Encouraging Open Communication- You can create a workplace where

employees aren’t afraid to express their opinions. In other words, a workplace where
employees can freely question their leaders and voice their concerns. An “open door

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 policy” is an effective way to establish a culture of open communication. It shows that
you’re always available to listen to their opinions and concerns.

 Providing out-of-the-box Benefits- 50% of adults would leave their job for better
benefits. Catering to the needs of your employees is important. Employers should
provide benefits apart from the usual vacation leaves, sick leaves. Moreover,
employees favor benefits like financial incentives, retirement savings plan. Other
benefits are sabbaticals, incentive stock options, life insurance, etc.

 Appreciating your Employees- Every employee wants to acknowledgement and

recognition for their work. Appreciating your employees for their efforts and
achievements goes a long way. Some meaningful ways are through handwritten thank
you notes, social recognition programs, etc. These things motivate and encourage an
employee to contribute and excel.

 Balancing their Workload- 57% of employees feels less productive and disengaged
due to work stress. Tower Watson says stressing your employees can be unfavorable.
57% of employees who are much stressed at work feel less productive and
disengaged. Thus, encouraging team members to share the workload and take time off
can be effective.

 Developing Orientation Programs- Good managers always keep their employees

informed. They clearly explain the policies, expectations of the employee from the
beginning. Furthermore, orientation programs help employees to understand how they
can contribute and excel.

 Rewarding & Recognizing Employees- Sometimes, your employees expect more

than a thank you or a pat on the back. When they fulfill their goals, rewarding them to
congratulate their efforts is important. Corporate gifts, point-based reward system,
performance awards, are some ways.

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 Maintaining Work and Life- 11% of workers have refused a new job due to lack of
good work-life balance opportunities. Another factor associated with overburdening is
maintaining the work-life balance. To take pressure off employees, share the
workload, allow work from home, practice flextime.

 Initiating a Mentor/Buddy Culture- Assigning a mentor or a buddy to a new

employee is a great on boarding idea. The newcomer can learn about their work and
the existing techniques from his mentor. Moreover, a new employee can offer a fresh
take on things. As a result, this will help generate creative and innovative ideas.

 Encouraging Teamwork- People working as a team produces more successful

results. When people work as a team, they produce more and are more successful.
Creating culture of collaboration where employees work in their own way but as a
team. You can assign tasks to all team members, clarify job responsibilities and
encourage them to contribute.

 Bonding with Employees- A good manager works continuously to nurture his

relationship with his employees. Above all, bonding with employees outside work is
as important as inside the office. You can do this by celebrating your employees’
major milestones. Team lunches, group treks, excursions are some methods to
celebrate employees. Celebrating even their personal achievements- a new house,
marriage- will deepen your bond.

 Living up to their Expectations- Many employees feel that they don’t get the
growth and exposure promised to them during hiring. Develop innovative and
challenging tasks to keep your top performers engaged.

 Providing Monetary Benefits- Employees quit their jobs due to lack of

compensation. One of the major reasons that make employees quit is lack of
compensation. And hiring someone new can be quite costly. To avoid this, you can
give fair and just appraisal to every deserving candidate. A salary hike is another way
to retain top performers. Ramification is another way. This includes rewarding
employees for coming early, zero absenteeism, and excellent performance.

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 Practicing a Feedback Culture- Regular feedback can reduce employee turnover.
Feedbacks make it easier for employees to understand and track their goals,
responsibilities. Phelps says, “There’s feedback on the work, there’s feedback on the
individual’s performance and there’s feedback on how the individual’s doing in their
career.”

 Conducting Exit interviews- Sometimes letting go of an employee is inevitable.

Hence, conducting exit interviews just before an employee is about to leave is very
crucial. An exit interview is asking a departing employee about his experience at the
company. This process can help throw light into things like toxic management
practices, departmental conflicts, etc.

 Building Health and Wellness Programs- 60% of companies offer wellness

programs to stay competitive when attracting and retaining employees .You can give
your employees more than just sick leaves and free health checkups. Having a health
plan which takes care of the overall wellness of your employees is important. Your
health plan can include meal tracking, fitness tracking activities, etc. Providing health
insurance is another great way to take care of their wellness.

 Providing Leadership Opportunities- Many employees feel they are capable of

contributing a lot more than their current job roles. Assigning them with the right
tasks, opportunities and responsibilities can increase employee satisfaction.
Consequently, you will see an increase in the level of your employee retention.

 Altering Work Responsibilities- Doing the same work becomes boring and
tedious. In that case, don’t make employees stick to their laid down responsibilities.
Involve them in various tasks and a chance to work with other departments. This will
help generate better ideas, improve co-worker relationships. It will also make them
more skilled and advance their professional development.

 Generating Peer-to-Peer Recognition- To reduce employee turnover, your

employees should trust and believe in each other. When they will value each other,
they will help each other and work as a team.

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RESEARCH METHODOLOGY

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A research is done because it makes and simplifies the researcher’s idea about the topic and
does provide him/her with in-depth knowledge resulting in understanding the mentality of the
respondents in real life. It is a systematic way to solve the problem which arises in the minds
of the researcher.

Objective of Research

 To study about the employee retention.

 To ascertain the problems of the employee in the organization.

 To offer suggestion for the employee retention in the organization.

Research Design: The research design used for this study is of the descriptive type.
Descriptive research may be classified into two categories-

 Cross-sectional study
 Field studies
 survey
 Longitudinal study

SOURCES OF DATA COLLECTION

Data collection-

• Primary data- collected for the first time

• Secondary data- Research has already been done pertaining to this sector and are
available for reference.

The collected information has been followed by appropriate analysis with statistical tools like
percentage, pie-charts and bar charts.

Data collection tool-

Primary data will be collected through Structured Questionnaire which will be designed to
meet the objectives of the study.

One questionnaire will be prepared for the survey which will be filled by the employees of
the organization.

Sample Size:

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 All the items consideration in any field of inquiry constitutes a universe of population. Here
our sample size is 100 employees from the total population in the organization. Random
sampling is used.

Questionnaire Schedule:

The questionnaire has been framed in structures and undisguised form, with a total number of
16 questions. It has both open ended and closed ended questions.

Limitations of Study

i) The sample was confined to 100 respondents. So this study cannot be regarded as
“full -proof” one.
ii) Some respondents hesitated to give the actual situation; they feared that management
would take any action against them.
iii) There was a fear of reprisal among the employees to reveal their personal feelings and
the result may not reflect the actual satisfactions.
iv) The findings and conclusions are based on knowledge and experience of the
respondents sometime may subject to bias.

Diagrams used:
 Pie Charts

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 ANALYSIS AND GRAPHICAL
PRESENTATION OF DATA

DATA ANALYSIS

1-Your management comes forward when you are facing with critical situation.

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 PERTICULARS AGREE DISAGREE

PERCENTAGE 52% 48%

MANAGEMENT HELPS DURING CRITICAL SITUATION

AGREE DISAGREE

48.00%
52.00%

Interpretation:

Management helped 52% people when they were facing with critical situation but for 48%
management did not come forward to help.

2. Do you work over-time very often?

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 PERTICULARS AGREE DISAGREE

PERCENTAGE 18% 82%

OVER-TIME IS DONE OFTEN

Agree Disagree

18.00%

82.00%

Interpretation:

18% respondents work over time often but rest 82% do not prefer working overtime.

3-Employee work loads are distributed fairly.

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 PERTICULARS AGREE DISAGREE

PERCENTAGE 50% 50%

WORK LOAD IS DISTRIBUTED FAIRLY

AGREE DISAGREE

50.00% 50.00%

Interpretation:

Half of the respondents think that the work load is distributed equally but rest half do not
think so.

4-Employee participation in management is encouraged here.

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 PERTICULARS AGREE DISAGREE

PERCENTAGE 70% 30%

EMPLOYEE PARTICIPATION IS ENCOURAGED

AGREE DISAGREE

30.00%

70.00%

Interpretation:

70% respondents think employee participation in management is encouraged but rest 30%
think that it is not encouraged.

5-You have opportunities to learn and grow.

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 PERTICULARS AGREE DISAGREE

PERCENTAGE 59% 41%

HAVE OPPORTUNITIES TO GROW

AGREE DISAGREE

41.00%

59.00%

Interpretation:

59% respondents found opportunities to learn and grow while some 41% respondents did not
found any such opportunity.

6. Work life balance is supported by this organisation

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 PERTICULARS AGREE DISAGREE

PERCENTAGE 24% 76%

ORGANISATION SUPPORTS WORK LIFE BALANCE

AGREE DISAGREE

24.00%

76.00%

Interpretation:

Work life balance was found satisfactory by 76 people while 24 was still not completely sure
about it.

7. Was Employee welfare scheme satisfactory?

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 PERTICULARS AGREE DISAGREE

PERCENTAGE 12% 88%

EMPLOYEE WELFARE SCHEME IS SATISFACTORY

AGREE DISAGREE

12.00%

88.00%

Interpretation:

Mostly people at the company do not find it satisfactory while there was 12% people who
was in a dilemma about it or in other words not sure.

8. Are you satisfied with the incentives?

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 PERTICULARS AGREE DISAGREE

PERCENTAGE 33% 67%

SATISFIED WITH INCENTIVES

AGREE DISAGREE

33.00%

67.00%

Interpretation:

From the above table it is inferred that 33% respondents agree and 67% respondents disagree.

9. Are you satisfied with the working hours?

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 PERTICULARS AGREE DISAGREE

PERCENTAGE 19% 81%

SATISFIED WITH WORKING HOURS

AGREE DISAGREE

19.00%

81.00%

Interpretation:

Working hours of the company are satisfying only for 19% respondents where as remaining
81% respondents are not satisfied.

10. Are you satisfied with the benefit offered by the organization?

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 PERTICULARS AGREE DISAGREE

PERCENTAGE 46% 54%

SATISFIED WITH THE BENEFITS OFFERED

AGREE DISAGREDE

46.00%
54.00%

Interpretation:

Company’s benefits are satisfying only for 46% respondents whereas for 54% respondents it
is not.

11. You are given opportunity to share your ideas at work.

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 PERTICULARS AGREE DISAGREE

PERCENTAGE 40% 60%

OPPORTUNITY TO SHARE IDEA

AGREE DISAGREE

40.00%

60.00%

Interpretation:

Only 40% people in the organization are given opportunity to share their ideas whereas rests
60% are not given such opportunity.

12. Organization provides you with training programs.

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 PERTICULARS AGREE DISAGREE

PERCENTAGE 66% 34%

PROVIDED WITH TRAINING PROGRAMS

AGREE DISAGREE

34.00%

66.00%

Interpretation:

Organizations training programs are provided to 66% respondents whereas rests 34% are not
provided.

13. Relationship with management is good.

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 PERTICULARS AGREE DISAGREE

PERCENTAGE 48% 52%

GOOD RELATION WITH MANAGEMENT

AGREE DISAGREE

48.00%
52.00%

Interpretation:

48% respondents share good relations with the management but 52% respondents are not
sure.

14. Company provides rewards & recognition

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 PERTICULARS AGREE DISAGREE

PERCENTAGE 64% 36%

COMPANY PROVIDE REWARD AND RECOGNITION

AGREE DISAGREE

36.00%

64.00%

Interpretation:

Companies reward and benefits are given to the 64% of the respondents but others are not
benefited.

15. You have availability of promotion opportunity in company.

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 PERTICULARS AGREE DISAGREE

PERCENTAGE 72% 28%

PROMOTION OPPORTUNITY IN COMPANY

AGREE DISAGREE

28.00%

72.00%

Interpretation:

72% respondents find promotion opportunities in the organization but other 28% people
don’t.

16. Company provides you with job security.

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 PERTICULARS AGREE DISAGREE

PERCENTAGE 80% 20%

AVILABILITY OF JOB SECURITY

AGREE DISAGREE

20.00%

80.00%

Interpretation:

Job security is provided to 80% respondents but not to other 20% respondents.

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 FINDINGS

 Management helped 52% people when they were facing with critical situation but for
48% management did not come forward to help.
 18% respondents work over time often but rest 82% do not prefer working overtime.

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 Half of the respondents think that the work load is distributed equally but rest half do
not think so.
 70% respondents think employee participation in management is encouraged but rest
30% think that it is not encouraged.
 59% respondents found opportunities to learn and grow while some 41% respondents
did not found any such opportunity.
 Work life balance was found satisfactory by 76% people while 24% were still not
completely sure about it.
 Mostly people in the company do not find it satisfactory while there were 12%
people who were in a dilemma about it or in other words not sure.
 From the above table it is inferred that 33% respondents agree and 67% respondents
disagree.
 Working hours of the company are satisfying only for 19% respondents where as
remaining 81% respondents are not satisfied.
 Company’s benefits are satisfying only for 46% respondents whereas for 54%
respondents it is not.
 Only 40% people in the organization are given opportunity to share their ideas
whereas rests 60% are not given such opportunity.
 Organizations training programs are provided to 66% respondents whereas rests 34%
are not provided.
 48% respondents share good relations with the management but 52% respondents are
not sure.
 Companies reward and benefits are given only to the 64% of the respondents but
others are not benefited.
 72% respondents find promotion opportunities in the organization but other 28%
people don’t.
 Job security is provided to 80% respondents but not to other 20% respondents.

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 CONCLUSION

Retention is an important concept that has been receiving considerable attention from
academicians, researchers and practicing HR managers. In its essence, Retention comprises
important elements such as the need or content, search and choice of strategies, goal-directed
behaviour, social comparison of rewards reinforcement, and performance-satisfaction. The
increasing attention paid towards Retention is justified because of several reasons. Motivated
employees come out with new ways of doing jobs. They are quality oriented. They are more
productive.

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The organization exist a high level of employee retention. So, the management has simply to
concretize people and live them alone with an environment in which they find it possible it
behave appropriately, identify the problem, appreciate the need to resolve it, identify the
factors and contributing to the problem and behave in ways that would either eliminate the
casual variables or reduce their influence on the problems.
Any technology needs motivated employees to adopt it successfully. Several approaches to
Retention are available. Employees comprise the most vital assets of the company. In a work
place where employees are not able to use their full potential and not heard and valued, they
are likely to leave because of stress and frustration. They need transparent work environment
to work in. In a transparent environment where employees get a sense of achievement and
belongingness, where they can best utilize their potential and realize their skills. They love to
be the essential part of such organization and the company is benefited with a stronger,
reliable work-force harboring bright new ideas for its growth.

Staggered Employee force HR Associates, takes care of all

A Happy Employee Force

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 SUGGESTIONS

 Employee should be provided with proper training which are linked with their career
development.
 Employee should be appreciated for good work.
 Employee should be motivated to welcome the change.
 To improve employee retention, one needs to understand what they value the most.
 Pay structure should be redefined so that they remain monetarily satisfied.

There are two things that are critical in achieving the objective of keeping the attrition

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Rate in check and increasing the degree of employee retention; they are:

 Right people must be hired for the right job, with an emphasis of following the right
procedure and focus on their developmental needs such as training, etc.
 Right reason as to why the employees leave the organization must be found out and
addressed so as to prevent such a turnover.
 The company should provide better motivations to the employees. So that improves
the satisfaction of the employees.
 The company should maintain a good relationship with the employees that help to
improve their production.
 The company should change their work schedule and policies of their organization.
 The company should provide Rewards and Recognition to the employees.

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