A Survey Report on

RETENTION POLICY OF PRIVATE

EDUCATIONAL INSTITUTE

Jodhpur Institute of Management

Submitted by: Submitted to:

Sandeep Gandhi Dr. Abha Purohit
MBA Part I Asstt. Prof

(Submitted as a Part of Practical Examination of Paper No.

M-207 Research Methods in Management)

Narnadi, Jhanwar Road, Jodhpur Ph. No.: 02931-281551-5 , Fax No.:02931-281416

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 ACKNOWLEGMENT

I am heartily thankful to my family members who support me in

completing my whole research work.

I am greatly indebted to Mr. Gaurav Lodha, the Director who has

been constant source of Inspiration to me.

I acknowledge my gratitude to Dr. Abha Purohit for introducing

me to the topic “Retenion Policy of Educational Institutes” and
arousing my passion for analytical rigor.

I acknowledge my gratitude to the entire faculty members who

extended their help in suggesting me books and the sites to be
searched and who always available to solve my problems.

I am thankful to Principals and Directors of Educational Institutes

who give me their Institute’s information regarding my topic.

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 TABLE OF CONTENTS

SECTION CONTENTS PAGE NO

1. INTRODUCTION 4

2 OBJECTIVES AND HYPOTHESIS 6

3 RESEARCH METHODOLOGY 7

Definition of Research
Sample Size
Sample Design
Research Design
Data Collection
Data Analysis
4 RESULT 21
5 LIMITATIONS 21
6 CONCLUSION 22
7 RECOMMONDATIONS 22
MAKING EMPOLYEES STAY IN THE
8 23
INSTITUTES

9 APPENDIX 26

QUESTIONNAIRE

BIBLIOGRAPHY 29
10

3
 INTRODUCTION:-

Employee retention is one of the biggest challenges

facing Institutes in the current employment
environment. This report will provide you with valuable
insight to help you address attraction, motivation and
retention of employees in your Institutes.

EMPLOYEE RETENTION

Employee retention refers to policies and practices

companies use to prevent valuable employees from
leaving their jobs. How to retain valuable employees
is one of the biggest problems that plague Institutes
in the competitive marketplace. Not too long ago,
Institutes accepted the “revolving door policy” and
were quick to fill a vacant job with another eager
candidate. Nowadays, Institutional head’s often find
that they spend considerable time, effort, and money
to train an employee only to have them develop into
a valuable commodity and leave the Institutes for
greener pastures. In order to create a successful
Institute, employers should consider as many options
as possible when it comes to retaining employees,
while at the same time securing their trust and
loyalty so they have less of a desire to leave in the
future.

An effective Employee Retention Program is a

systematic effort to create and foster an
environment that encourages employees to remain

4
employed by having policies and practices in place
that address their diverse needs.

Employee retention is a crucial factor to long term

success of any Institute and therefore the ability to
retain employees is a primary measure of success of
any Institute. Issue such as lost intellectual capital,
costly candidate searches, training time and
investment, etc is costly to an Institute. Effective
employee retention strategies are important to
ensure that Institutes retain the necessary human
capital resources required to profitably run their
Institutes.

OBJECTIVE OF THE STUDY

MAIN OBJECTIVE:-

The main objective of this research report is, “To study the impact
of retention policy of Private Educational Institutes in present
scenario”.

SUBSIDIARY OBJECTIVES:-

To analyze the policies and recommend necessary

changes required.

To identify ways by which employees can be retain in

the Institutes.

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To find the benefits provided to employees for
retaining them in the Institutes.

HYPOTHESIS:-
1. Educational Institutes having effective
retention policy are effective in retaining their
employees.

2. Benefits provided to employees are effective

in retaining them in the Institutes.

RESEARCH METHODOLOGY:-

RESEARCH:-
Research can be defined as a scientific and
systematic search for pertinent information on a
specific topic. Research is an art of scientific
investigation.
“Research comprises of defining and redefining
problems, formulating hypothesis or suggested
solutions, collecting organizing and evaluating data,
making deductions and reaching conclusion and at

6
last carefully testing the conclusion to determine
whether they fit the formulated hypothesis.”

1. Sample size:
The sample size for survey is taken 25 which
includes both schools and colleges of Jodhpur.

2. Type of sample design:-

In this study, information will be collected from
policy maker of educational Institutes. Thus, it is
a sample investigation.

Here, Judgement sampling design is referred in

which using probability methods initial sampling
units are selected and then additional
information is obtained from information
supplied by initial units.

3. Research Design:-

Descriptive research design will be made in this

study in which effects of retention policy on
Educational Institutes employees is considered.

4. Data Collection Method:-

Data collection is the most important part of any

Research project. It plays a vital role in fulfilling the
research objectives.
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 In this study, primary data collection method will
be used. A structured questionnaire was developed
under the supervision of experienced college
faculty, which helped me to extract detailed
information with the aim of fulfilling the research
objective.

Questionnaire:

A questionnaire consists of a number

of questions presented to respondents for their
answers. The questionnaire is varying flexible in that
there are many numbers of ways to ask questions.

A survey will be conducted in

Educational Institutes for knowing their retention
polices regarding their employees. Policy makers
of Institutes will be required to fill the
questionnaire. The questionnaire comprised of 13
questions covering the various avenues of
Retention Policy.

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 Data Analysis

1. Educational Institutes Paying Norms:-

48% YES
52% NO

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48 % of Educational Institutes follow paying norms as
per their own made paying system.

52 % of Educational Institutes follow paying norms as

per government rules and regulation.

2. When A New Employee Is Made A

Permanent Employee Of Institute:-

16
14
12
No. of Institutes Frequency

10
8
6
4
2
0
2 m on. 4 m on. 6 m on. 1 y ear
T im e P e rio d

10
Time period No. of Institutes
2 Month 1
4 Month 3
6 Month 7
1 Year 9

3. Relationship Of Institutes With Their

Employees:-

24%
Formal

Some time formal

and Some time
informal
76%

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24% of Educational Institutes are having fully formal relationship
with their employees.

76% of Educational Institutes are having sometime formal and

sometime informal relationship with their employees.

4. Are There Any Extra Activities

Conducted For Employees?

12%

YES
NO

88%

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88% of Educational Institutes are conducting extra activities for
their employees.

12% of Educational Institutes are not conducting any extra

activities for their employees.

Institutes Conduct Activities Like:-

Activities No. of
Institutes

☼ Flex Time
15
(In terms of lecture shifting)
☼ Availability of resources 16
(Like LCD projector, Marker,
Computer facility with internet, etc)

☼ Institutional fests
17

☼ Refresher courses
15

All above activities are taken to be main

extra subsidiary activities, which are
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considered as a right of every employee
that should be provided to all of the
employees.

17.5
17

16.5
No. of Institutes

16

15.5

15
14.5

14
Flex Time Available Time Institutional Refresher
Time Courses
Activities

As per the graph it can be said that mostly

they are approx 16 such Institutes which
provide all above 5 activities to their
employees and they can be recommended
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as good Institutes like Jodhpur Dental
College, Jodhpur Pharmacy College,
Omkarmal Somani College, etc

5. Chi-Square Test

Description of Chi-square test:-

The chi-square test provides a method

for testing the association between the
row and column variables in a two-way
table. The null hypothesis H0 assumes that
there is no association between the
variables (in other words, one variable
does not vary according to the other
variable), while the alternative hypothesis
Ha claims that some association does
exist. The alternative hypothesis does not
specify the type of association, so close
attention to the data is required to
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interpret the information provided by the
test.

The chi-square test is based on a test

statistic that measures the divergence of
the observed data from the values that
would be expected under the null
hypothesis of no association. This requires
calculation of the expected values based
on the data. The expected value for each
cell in a two-way table is equal to (row
total*column total)/n, where n is the total
number of observations included in the
table.

Once the expected values have been

computed (done automatically in most
software packages), the chi-square test
statistic is computed as

In which the square of the differences

between the observed and expected
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values in each cell, divided by the
expected value, are added across all of
the cells in the table.
The distribution of the statistic X2 is chi-
square with (r-1)(c-1) degrees of
freedom, where r represents the number
of rows in the two-way table and c
represents the number of columns. The
distribution is denoted (df), where df is
the number of degrees of freedom.
That is, chi-square is the sum of the
squared difference between observed (o)
and the expected (e) data (or the
deviation, d), divided by the expected
data in all possible categories.

The table given below shows the data

gathered from a survey made in 25
Educational Institutes.

Institutes Attrition
level Total
Institutes Nil Low High

17
Have retention
policy 10 9 1
20

Not have retention

Policy 2 2 1
5
----- ------
------ ------
TOTAL 12 11 2
25

Test the effectiveness of retention policy

on retaining the employees. Test your
result with the help of X2 at 5 % L.O.S.

Findings:-
Null hypothesis:-
Retention policy is effective in retaining
employees.

Alternative Hypothesis:-
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Retention policy is not effective in
retaining employee.
1. Calculation of expected
frequency by following formula
in following table:-

Expected freq. of any cell =

(Row total for row of that cell * Column total for
column

of that cell) / GRAND TOTAL

Institutes Attrition
level Total
Institutes Nil Low
High

Have retention
policy 9.6 8.80
1.60 20

\Not have retention

Policy 2.4 2.2
0.4 5
----- ------
------ ------
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TOTAL 12 11
2 25

Degree of freedom = (r-1)(c-1)

= (2-1)(3-1)
=2
The table value of X2 for 2 degree of
freedom at Level of Significance 1% is
9.201 and at 5% is 5.991.

2. Calculation of calculated value of

X2

Group O.F. E.F. O-E

(O-E) 2/E

A 10 9.6 .4
.016
9 8.8 .2 .004
1 1.60 - .60 .225

B 2 2.4 -.4 .066

2 2.20 -.2 .018
1 .40 .6 .90

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Here, Group A includes data of Institutes
having retention policy.
Group B includes data of Institutes having
no retention policy.
O.F. stands for Observed Frequency.
E.F. stands for Expected Frequency.
O.-E. stands for Observed Frequency –
Expected Frequency.

So, X2 =1.229 approx.

Result

The calculated value of X2 is Lower than

the tabulated value of X2 at both 1% and
5% Level of Significance.
Thus, Null hypothesis is Accepted and
Alternative hypothesis is Rejected which
means Educational Institutes having
Retention Policy are effective in retaining
their employees in the Institutes.

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 LIMITATIONS

1.Time constraint:-
This survey study requires a long span of
time to do more elaborative study but
because of having lengthy syllabus and
tight schedule, lack of time being a
limiting factor.

2. Sample Size:-
This is an emerging topic now days, so
sample size is not sufficient, it should be
100 in one city to get more effective
results.

Conclusion

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Most of the Educational Institutes have
effective formal retention policy. They are
providing their employees basic
incentives, good working conditions,
healthy behavioral environment with their
basic needs fulfillment and additional
monetary and non monetary benefits to
motivate employees to work efficiently
and remain in the Institute. Thus survey
fulfills its objectives and stands true at its
position containing positive results.

Recommendations
1. All Institutes should have a proper
retention policy.
2. Employees should be rewarded on
achievement of their targets.
3. Recreational activities should be
organized in the Institutes to give
relaxation to the employees from
their working.
4. Healthy environment should be
maintained in the Institutes so
employees working efficiency
increases.

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 5. Offer rewards and recognition to
employees who earn degrees or job
related certifications,

MAKING EMPLOYEES STAY IN THE

INSTITUTES:-

Many people love their work, and there

are a multitude of reasons as to why this
is the case. They may like the Institute
atmosphere, their boss, and their co-
workers. An exciting position, with plenty
of opportunity for growth, learning, and
advancement, is always desirable, as is a
meaningful job that has the potential to
make a difference in the lives of others.
Dissatisfaction with one or more of these
things could force the employee to
consider leaving.
A rather obvious way for a Institute to
better retain their employees is by
offering competitive salaries and bonuses.
Everyone likes to be recognized for a job
well done, and nothing makes someone
feel more appreciated than cold hard
cash. It also shows the employee that the
Institute has some degree of loyalty
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towards them, which could in turn
influence them to repay their employers
with some loyalty of their own. Increased
benefits, stock options, more vacation
time, Institute cars, child care, and other
perks don’t hurt either. Financial support
for employees who wish to continue their
education would also most likely be
appreciated and rewarded with employee
loyalty.

The implementation of Institute policies

like flextime, job-sharing, and part-time
work may also prove useful in retaining an
employee who wishes to leave their job for
personal reasons. By doing so, a Institute
could gain a reputation as a family-friendly
environment. Another thing that
employees seem to enjoy is casual days
(or even an Institute-wide casual dress
policy). This allows employees the chance
to better express themselves and creates
a more comfortable work environment. In
most cases, the dress code should be
clearly defined so that the employees do
not abuse the privilege and promote an
unprofessional image about the Institute.
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An Institute may also want to spend some
time to get to know their employees
better. A thorough understanding of an
employee’s goals, concerns, skill level,
values, health, and job satisfaction are just
a few of the areas that can be addressed.
By doing so, the employee could be made
to feel more like a prized individual and
less like a cog in a corporate machine. At
the same time the Institute will educate
itself as to which employees are the most
valuable in both a business and personal
sense.

Finally, upper-level employees can be

trained as retention managers to help in
the seemingly never-ending battle to keep
talent. A successful retention manager
must be aware of their strengths and
weaknesses and have a talent for
listening, respecting, and understanding
their employees’ concerns. Retention
managers should be individuals who have
already proven their loyalty to the
Institute.

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 “RETENTION POLICY OF PRIVATE
EDUCATIONAL INSTITUTE”

“QUESTIONNAIRE”

Name of institute:
…………………………………………
Phone No:
……………………………………………………
E-mail address:
………………………………………………

Name: ………………………………………………

Age: …………… Gender: Male{

}
Female
{ }
Qualification: ………………………
Post: ………………………………

1. How many employees are presently

working in your institute ?

…………………………………………………………………
………………
…………………………………………………………………
………………

2. Do you follow the paying norms as per

the government rules and Regulation ?

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 YES { } NO { }

3. After how much time a new employee is

made your permanent employee ?

a) 2 month b) 4 month
c) 6 month d) 1 year

4. What are the numbers of working hours

for an employee ?

a) 5 hrs b) 6 hrs
c) 7 hrs d) 8 hrs
e) Any other…………

5. What type of relationship you are having

with your employees?

a.) Formal { }

b.) Informal { }

c.)Some time formal and informal { }

6. How you are motivating your employees for

increasing their working efficiency ?

a) Monetary scheme
b) Guest lecture
c) Any promotional scheme
d) Any other…………..

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 7.Are they any extra activities conducted for
employees in the institute ?

YES { } NO { }

If YES, then extra activities like:

a.) Flex time { }

(In terms of lecture shifting)

b.) Availability of Resources

{ }

c.) Institutional Fests { }

d.) Refresher Courses { }

e.) Any Other :

…………………………………………………………………

If NO, then what can be the reasons ?

…………………………………………………………………
…………………
…………………………………………………………………
…………………

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8. What is the present attrition rate of your
Institute ?

…………………………………………………………………
………………….

…………………………………………………………………
………………….

9. What are the incentives and rewards you

are providing to your employees ?

…………………………………………………………………
…………………
…………………………………………………………………
…………………

10. What are the other benefits, you are

providing to your employees to retain them
in the Institute ?

a) TV facility b) WI-FI
environment
c) Tour d) Any other…………

11. If your employee is leaving the institute

then you arrange
“EXIT INTERVIEW” ?

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 YES { } NO { }

THANK YOU

DATE: SIGNATURE

BIBLIOGRAPHY

1. HRM REVIEW The ICFAI University

Press,
MAY, 2008

2. LANCASTER P.A. “DOCUMENTRETENTION

AND DESTRUCTION IN
PENNSYLVANIA”
LORMAN Education
Services

3. KOTHARI C.R. “RESEARCH

METHODOLOGY”
31
 New Age Publishers,
2006

4. www.infosurv.com/employee retention
survey

5. www.iupindia.org

32