SYNOPSIS

Literature review
1. Retention and employee turnover can be considered as two sides of a coin. Retention is the
continuance of employees with their current organization, and refers to the “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 needs”
(Mckeown, 2002). Turnover is “the movement of individuals between jobs, firms, and
occupations” (Abassi and Hollman, 2000).

2. According to Osteraker (1999), the employee satisfaction and retention are the key factors for
the success of an organization. The Retention factor can be divided into three broad
dimensions, i.e., social, mental and physical. The mental dimension of retention consist of
work characteristics, employees always prefer flexible work tasks where they can use their
knowledge and see the results of their efforts which, in turn, helps in retaining the valuable
resources. The social dimension consists of the contacts that the employees have with other
people, both internal and external. The physical dimension consists of working conditions
and pay.

3. Walker (2001) identified seven factors that can enhance employee retention: (i)
compensation and appreciation of the performed work, (ii) provision of challenging work,
(iii) chances to be promoted and to learn, (iv) invitational atmosphere within the
organization,(v) positive relations with colleagues, (vi) a healthy balance between the
professional and personal life, and(viii) good communications. Together, these suggest a set
of workplace norms and practices that might be taken as inviting employee engagement.

4. Stauss et al., (2001) has defined retention as “customer liking, identification, commitment,
trust, readiness to recommend, and repurchase intentions, with the first four being emotional-
cognitive retention constructs, and the last two being behavioral intentions”.

5. Workforce Planning for Wisconsin State Government (2005) has defined employee retention
as “….a systematic effort to create and foster an environment that encourages employees to
remain employed by having policies and practices in place that address their diverse needs.”
Statement of problem
GTAC(Global Talent Acquisition Center) a business unit of Allegis group is constantly facing
attrition. This recruitment and staffing company has various business units. GTAC is he only unit
which functions in the night shift. The business unit feels they are retaining employees by giving
them opportunity to move into other business units but, they are neglecting the fact that this
Business unit is losing out on great talent.

Objectives of Research
 To understand if abnormal shift timings the main reason for attrition.
 To know what really motivates an employee to stay within GTAC.
 Find suitable retention strategies that can be adopted within this business unit

Research design
Sample size – 100 employees out of 450 employees
Methodology – Questionnaire and personal interview

Chapter Scheme
Chapter-1: Introduction
Chapter-2: Review of literature and research design
Chapter-3: Company profile
Chapter-4: Data Analysis and Interpretation
Chapter-5: Findings and recommendations
Chapter-6: Conclusion and Learning experience