INTRODUCTION:

Employee Retention involves taking measures to encourage employees to remain in

the organization for the maximum period of time. It is a process in which the employees are
encouraged to remain with the organization for the maximum period of time or until the
completion of the project. Employee retention is beneficial for the organization as well as the
employee.

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. 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. Corporate is facing a lot of problems in employee retention these days. Hiring
knowledgeable people for the job is essential for an employer, but retention is even more
important than hiring.

There is no dearth of opportunities for a talented person. There are many

organizations which are looking for such employees. If a person is not satisfied by the job
he’s doing, he may switch over to some other more suitable job. In today’s environment it
becomes very important for organizations to retain their employees. The top organizations are
on the top because they value their employees and they know how to keep them glued to the
organization. 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
gone are the days when employees would stick to an employer for years for want of a better
choice. Now, opportunities are abound.

Employees stay and leave organizations for some reasons. The reason may be
personal or professional. These reasons should be understood by the employer and should be
taken care of. The organizations are becoming aware of these reasons and adopting many
strategies for employee retention. A strong retention strategy, therefore, becomes a powerful
recruitment tool.

Employee retention is a new era of modern technology and competitive business

environment. Organizations are continuously changing .this changing environment is not only
effecting the organizations but also the employees working in it. In order to maximize
organizational efficiency and for optimal utilization of the resources, human resources must
be managed properly. Human resource management plays a vital role in this regard. They are
responsible that how employees are treated in the organization. Employee retention is a vital
issue and challenge to all the organizations now days.

There are numbers of factors which promote the employees to stay or leave the
organization. It may be external factors, internal factors and the combined effect of both.
Human resource practices counts a lot in this regard.It is the need of the hour that hr
managers should identify the needs of the employee and then devises the retention strategies.
One strategy does not fit to all as different individuals have different priorities. Hr
professionals face the vital challenge to retain talented employees. Employee retention is very
critical to the long term health of any organization. When an organization loses its talented
employee it lefts a negative impact on innovation, customer satisfaction, knowledge gain
during the past years and on the profitability of the organization .more over replacing cost of
another employee contribute a lot to the organization.

Employee retention is a vital issue and challenge to all the organizations now days.
There are numbers of factors which promote the employees to stay or leave the organization.
It may be external factors, internal factors and the combined effect of both. Human resource
practices counts a lot in this regard. It is the need of the hour that hr managers should identify
the needs of the employee and then devises the retention strategies. One strategy does not fit
to all as different individuals have different priorities. Hr professionals face the vital
challenge to retain talented employees. Employee retention is very critical to the long term
health of any organization.

When an organization loses its talented employee it lefts a negative impact on

innovation, customer satisfaction, knowledge gain during the past years and on the
profitability of the organization .more over replacing cost of another employee contribute a
lot to the organization. It is the need of the hour that hr managers should identify the needs of
the employee and then devises the retention strategies. One strategy does not fit to all as
different individuals have different priorities. Hr professionals face the vital challenge to
retain talented employees. Employee retention is very critical to the long term health of any
organization. When an organization loses its talented employee it lefts a negative impact on
innovation, customer satisfaction, knowledge gain during the past years and on the
profitability of the organization. More over replacing cost of another employee contribute a
lot to the organization.

1.2 Definition of the study:

He explains the first key to success is indeed people. He fined the right people first;
the vision and strategy can follow. It is the people in organization, who are the key to success.

The organizations want to hold the valued employees. Many approaches are used in
this regard. The one approach sees success in rewards the second in making jobs more
valuable (training and advancement).
- Jim Collins

The relationship between the employee’s job performance and their retention also
differ significantly with organizational culture values. The cultural effects were stronger than
the combined influences of the labour market and the new employees’ demographic
characteristics.
- John e. Sheridan
1.3 Retain employees:
Motivation is necessary for work performance because, if people do not feel inclined
to engage themselves in work behavior, they will not put in necessary efforts to perform well.
However, performance of individual in the organization depends on variety of factors besides
motivation. It is therefore desirable to identify various factors. For instance, employees’
knowledge and skills are important performance drivers. Another factor is the company’s
ability to retain its employees with attractive benefit packages. Motivation is a prominent tool
to retain employees with greater compensation packages.

HR professionals face the vital challenge to retain talented employees. Employee

retention is very critical to the long term health of any organization. When an organization
loses its talented employee it lefts a negative impact on innovation, customer satisfaction,
knowledge gain during the past years and on the profitability of the organization. More over
replacing cost of another employee contribute a lot to the organization.

Companies have now realized the importance of retaining their qualitative workforce
and retaining their quality performers, contributes to productivity of the organization and
increase morale among employees. Middle and top management plays a vital role in the
people dimensions of the organization. The organization culture in a long run converts to
organizational ethics and people feel reluctant to leave by making it as a stepping stone when
appreciation and rewards in form of compensation awaits them in comparisons to the market
trend.
In view of the description given it is necessary to examine the facts as how to retain
them. There are four basic factors that play an important role in increasing employees’
retention, include: salary and remuneration, providing recognition, benefits and opportunities
for individual growth. But are they really positively contributing to the retention rates of the
company? Salary these days hardly reduce turnover. Today’s employees look beyond money
factor. In order to ensure that organizations are behaving more customer-oriented, they need
to be equally employee centric in order to match the intellectual property and their products
and services.
Need of the study

Employee Retention refers to the techniques employed by the management to help the
employees stay with the organization for a longer period of time. Employee retention
strategies go a long way in motivating the employees so that they stick to the organization for
the maximum time and contribute effectively. Sincere efforts must be taken to ensure growth
and learning for the employees in their current assignments and for them to enjoy their work.

Let us understand why retaining a valuable employee is essential for an organization:

 Hiring is not an easy process: The HR Professional shortlists few individuals from a
large pool of talent, conducts preliminary interviews and eventually forwards it to the
respective line managers who further grill them to judge whether they are fit for the
organization or not. Recruiting the right candidate is a time consuming process.
 An organization invests time and money in grooming an individual and makes
him ready to work and understand the corporate culture: A new joinee is
completely raw and the management really has to work hard to train him for his
overall development. It is a complete wastage of time and money when an individual
leaves an organization all of a sudden. The HR has to start the recruitment process all
over again for the same vacancy; a mere duplication of work. Finding a right
employee for an organization is a tedious job and all efforts simply go waste when the
employee leaves.
 When an individual resigns from his present organization, it is more likely that
he would join the competitors: In such cases, employees tend to take all the
strategies, policies from the current organization to the new one. Individuals take all
the important data, information and statistics to their new organization and in some
cases even leak the secrets of the previous organization. To avoid such cases, it is
essential that the new joinee is made to sign a document which stops him from
passing on any information even if he leaves the organization. Strict policy should be
made which prevents the employees to join the competitors. This is an effective way
to retain the employees.
 The employees working for a longer period of time are more familiar with the
company’s policies, guidelines and thus they adjust better: They perform better
than individuals who change jobs frequently. Employees who spend a considerable
time in an organization know the organization in and out and thus are in a position to
contribute effectively.

 If a person is not satisfied by the job he’s doing, he may switch over to some other
more suitable job. In today’s environment it becomes very important for organizations
to retain their employees. The top organizations are on the top because they value
their employees and they know how to keep them glued to the organization.
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 gone are the days when employees would stick to an
employer for years for want of a better choice. Now, opportunities are abound.
 Every individual needs time to adjust with others: One needs time to know his
team members well, be friendly with them and eventually trust them. Organizations
are always benefited when the employees are compatible with each other and discuss
things among themselves to come out with something beneficial for all. When a new
individual replaces an existing employee, adjustment problems crop up. Individuals
find it really difficult to establish a comfort level with the other person. After striking
a rapport with an existing employee, it is a challenge for the employees to adjust with
someone new and most importantly trust him. It is a human tendency to compare a
new joinee with the previous employees and always find faults in him.
 It has been observed that individuals sticking to an organization for a longer
span are more loyal towards the management and the organization: They enjoy
all kinds of benefits from the organization and as a result are more attached to it. They
hardly badmouth their organization and always think in favour of the management.
For them the organization comes first and all other things later.
 It is essential for the organization to retain the valuable employees showing
potential: Every organization needs hardworking and talented employees who can
really come out with something creative and different. No organization can survive if
all the top performers quit. It is essential for the organization to retain those
employees who really work hard and are indispensable for the system.

 To study about the employee retention of Prithivi creation in Tirupur.

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

 To offer suggestion the employee retention of Prithivi creation in Tirupur.

Objective of the study:

The analysis helps company to assess its positions, which is to be introduced and
standardized for his organization, which is looking ahead, and the changes in working capital
are calculated for a number of years work as a guide for the future. The financial strengths
and weakness of firm are communicated in a more easy and understandable manner by the
use of funds flow. Funds Flow statement also helps in effective of the business.

The retention of employees has been shown to be significant to the development and
the accomplishment of the organization’s goals and objectives. Retention of Employees can
be a vital source of competitive advantage for any organization. This study attempted to
explore the main factors that contribute to employee Retention existing in the private sector
in Kuwait. The next paragraphs discuss the Background of the study by clarifying the
theoretical framework for the main Problems with employee retention.

Today, changes in technology, global economics, trade agreements, and the like are
directly affecting employee/employer relationships. “Until recently, loyalty was the
cornerstone of that relationship. The loss of talented employees may be very Detrimental to
the company’s future success. Outstanding employees may leave an Organization because
they become dissatisfied, under paid or unmotivated (Coff 1996), and while trying to retain
employees within the organization they may present other challenges as well. They may
demand higher wages, not comply with organization practices, and not interact well with
their co-workers or comply with their managers’ directions.
REVIEW OF LITERATURE

Muhammad Hassan (1): Employee retention is the vital challenge in all organizations. This
papers focus on one industry that is the leather industry of India which is facing the same
problem of retention of employees due to many reasons. As Leather industry is the third
largest export earning sector in India so these reasons are discussed in detail. The turnover
rate in Leather Industry of India is around 25 – 30% annually, its observed that mostly second
line managers change their job’s for high salaries offer, recognition, authority and also to
seek for more knowledge and to get more competitive edge in terms of processing; In
tanneries its critical and alarming because of the process and article secrecy. In order to
achieve competitive advantage, maximum utilization of resources and to get organizational
efficiency employees must be retained in a true spirit in order to cope with all these
conditions. In this paper the authors tried to know the reasons behind this dilemma that how
employees can be retained and some suggestions were given to deal with it. One edge of this
paper is that one of the author belongs to the same industry i.e. leather industry.

Tammy C. Morse (2): Humor has been in existence since the beginning of time. Some even
claim that humor is the best preventive medicine for stress management and good health. If
hum or is good for living productively, can it also be good for employee retention and/or
employee satisfaction? The purpose of this conceptual and practical paper is to explore the
extent to which the use of appropriate humor relates to employee retention and satisfaction,
which can enhance the commitment, cohesiveness and performance of a company’s
workforce. Another objective is to explore and emphasize the importance of humor and
employee retention in the workplace. The paper provides practical recommendations for
today’s managers and offers a focus for future researchers to empirically test the use of
humor and its relationship to employee retention and employee satisfaction.

Muhammad Umer (3): Investigate the impact of variables (career development, supervisor
support, work environment, work life balance) on employee retention. A total of 50
interviews were taken from managers of different BPO organizations in India. Graphical
Analysis is indicating that these variables have significant and positive impact on employee
retention. Very less research have been done about employee retention in business process
out sourcing, especially in India. So, these finding will provide some insights to BPO’s
managers to make policies about employee retention in India.
RuslanGurtoviy(4): We model deferred compensation as a share of an uncertain future
profit granted by a nancially constrained employer to her employee in mutual agreement.
Deferred compensation serves as a retention mechanism, helping the employer to avoid
bankruptcy. The optimal combination of cash and deferred payments that a firm can use to
retain qualified personnel depends on the cost of new credit and bank- ruptcy risk: If interest
rates are greater (smaller) than the ex-ante odds of bankruptcy, the employer will to defer
compensation (pay in cash) to the employee. The employee always improves his position in
the labor market if imminent bankruptcy is avoided.

Klara Nelson (5): Illuminates significant relationships between three major knowledge
management (KM) design dimensions and the perceived ability of 150 organizations to retain
their knowledge workers. Knowledge worker retention is a critical challenge for today’s
organizations as they face increasing global competition with its demands for even more such
workers, while dramatically shifting workforce demographics hasten their exit. KM design
initiatives that accelerate knowledge creation, acquisition, and particularly knowledge
capture, sharing and retention, are receiving unprecedented levels of investment as a result.
While many factors impact organization financial performance, this research indicates that
successful knowledge worker retention is significantly related with higher reported financial
performance.
The implications of these results are noted.

Dr.Nafees A. Khan (6):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 imbedded organizational knowledge and learning.
Now days companies are struggling to retain employees.

As employee attrition has continuously been on increase, and its coeval phenomenon of
employee retention has become an evolving concept. The ultimate solution to the ever
increasing employee attrition is to increase employee engagement/ involvement in the
organizations.
AtifAnis (7): Employee retention is a critical aspect for every company regarding
competitive advantage because human resource is the most critical asset of today’s modern
world. Other resources can be arranged effortlessly but to get efficient and retain talented
human capital is the most difficult task. Therefore, organizations are now more focused
towards employee retention. Organizations use different HR techniques for retention. Our
main emphasis is on compensation packages after employee training and development
practices for retention purposes. We will also see how a relaxed work environment will help
in the retention of employees.

For this purpose, we conducted this study in Lahore and collected data from corporate
groups. The numbers of respondents in our study are 330. For analysis we used the structural
equation modelling technique with the use of AMOS 18.0. In this study, we used
compensation as the mediating variable between the training and retention of employees.
Results reveal that retaining employee’s long term, after their training and development has
been completed, without increasing their compensations is not as favourable as when
compensation is increased to reflect the completion ability to apply their field related skills
and capabilities.

Ijaz-Ur-Rehman (8): Comprehensive survey to date of labour turnover and employee

loyalty in New Zealand. The widely held view that the New Zealand worker has become
more mobile in the contemporary labour market is shown to be somewhat simplistic. Instead,
the picture is one of increasing employment stability as people get older and as they become
better paid, lending support to the idea that there are identifiable developmental stages
affecting the careers of both men and women.

In terms of the reasons for employee turnover, the study demonstrates that motivation for job
change is multidimensional: no one factor will explain it. While interesting work is the
strongest attractor and retainer in the labour market, the results also show that there is a
strong employee expectation that management should make personnel decisions based on
merit, demonstrate that extrinsic rewards (such as pay, promotion and security) play a role in
both employee retention and turnover, lend support to the idea that there is growing concern
with work–life balance, and underline the retention value of good relationships with co-
workers and supervisors. The results demonstrate that employee turnover is not riskless for
individuals: some benefit a lot (for example, in finding worthwhile promotion), while others
do badly out of it. The study offers suggestions for improving retention in firms with
dysfunctional employee turnover.

Malvern W. Chiboiwa (9): Worldwide, a number of factors have been attributed to the
increase in the level of employee turnover. The way people are paid, recognised and achieve
salary advancement are critical factors in attracting, retaining, and motivating employees. The
challenge for most organisations today is the formulation of an effective employee retention
strategy that will help in retaining employees that are considered critical in attaining
organisational goals.

The prevailing hostile economic environment in Germany has made the formulation of a
realistic retention strategy particularly difficult for managers in the face of an ever changing
economic environment that is characterised by hyper inflation with a depleted labour market
occasioned by skill emigration. This research was a case study of a major private sector
medical laboratory company in Germany and was aimed at achieving the following
objectives: identify the causes of employee turnover in the organisation, examine the current
retention practices in the organisation, establish the effectiveness of the practices, and attempt
a workable retention practice that could reduce the high rate of employee turnover in the
organisation.

Qualitative research design was employed using structured interviews as well as

administering research questionnaire to all category of employees. The total population of the
organisation nationwide comprised of 3820 employees with a sample size of 2240
respondents. The result of the research showed that labour turnover is higher amongst non-
managerial employees. Similarly, majority of the employees would soon quit the organisation
and lastly, the high rate of employee turnover in the organisation is largely attributed to poor
reward system administration.

Ward Whitt (10): A mathematical model is developed to help analyze the Benet in contact-
centerperfor- mance obtained from increasing employee (agent) retention, by increasing
agent job satisfaction. The contact-center \performance" may be restricted to a traditional
productivity measure such as the number of calls answered per hour or it may include a
broader measure of the quality of service, e.g., revenue earned per hour or the number of
problems successfully resolved per hour. The analysis is based on an idealized model of a
contact center, in which the number of employed agents is constant over time, assuming that
a new agent is immediately hired to replace each departing agent. The agent employment
periods are assumed to be independent and identically distributed random variables with a
general agent-retention probability distribution, which depends upon management policy and
actions.

The steady-state staff experience distribution is obtained from the agent-retention distribution
by applying renewal theory. An increasing real-valued function specifies the average
performance as a function of agent experience. Convenient closed-form expressions for the
overall performance as a function of model elements are derived when either the agent-
retention distribution or the performance function has exponential structure. Management
actions may cause the agent-retention distribution to change. The model describes the
consequences of such changes upon the long-run average staff experience and the long-run
average performance.

AaishaArbab Khan (11): Identify factors reducing employee turnover and to explore the
impact of retention strategies on workforce. Serena Hotel, Faisalabad, India was selected as
sample for this study because of its uniqueness in practicing modern HR techniques. The
research was based on case study method; for this purpose thirty surveys and six face to face
interviews with key personnel were carried out.

A total of 36 respondents were selected within the population of 285. Variables like HR
strategies, work place environment, training and development, and compensation were found
more effective in employee retention at Serena Faisalabad. The study revealed that for higher
control over retention, management must work over monetary rewards and career
progression. Overall, current HR practices at Serena may be benchmarked by others to
decrease turnover.

William A. Brown (12): Non-profit organizations rely on the mission to attract resources and
guide decision making. Increasingly, mission statements are recognized as a strong
management tool that can motivate employees and keep them focused on the organization’s
purpose. This research investigated employee attitudes toward the mission in a youth and
recreation service organization. In general, the employees expressed positive attitudes toward
the organization’s mission, and those attitudes were related to employee satisfaction and
intentions to remain with the organization. However, dissatisfaction with pay tended to
override employee’s mission attachment as explanation of why they may leave the
organization. The implication is that mission might be salient in attracting employees but less
effective in retaining them.

Claire Crutchley (13): When companies pay bonuses to employees of bankrupt companies
to stay with the firm, popular press often describes this as greedy managers expropriating the
last bit of wealth from shareholders.

In addition, research has found that, on average, retaining pre-bankruptcy management has
negative consequences. Nevertheless, the incidence of these retention plans has been
growing. In this paper, we study key employee retention plans (KERPs) and the corporate
environment which allows the payment of a KERP. We find no evidence that the companies
that declare KERPs have poor corporate governance or overpay top executives. Instead, we
find these companies are very similar to non-KERP bankrupt companies, both before and in
resolution of bankruptcy.

The main difference between the two samples is that KERP companies are larger and from
industries that are more employee-driven, such as wholesale and retail. We find that KERPS
do not speed up the bankruptcy process, but instead companies with KERPs spend more time
in bankruptcy.

Muhammad Asif Khan (14): Establish link between perceived human resources internal
service quality practices with employee retentions in mediating environment of employee job
satisfaction. This study was conducted in twin cities of Rawalpindi and U.S. For the analyses
of research work, the data has been collected about the employees of public and privatized
banks’ employees.

A total of 550 copies of the questionnaire were distributed to different bankers of selected
areas and 400 copies of the same were collected back. The study finds that employee
selection, employee training and development, work design, job definition employee rewards
and compensation report high, positive and significant dimensionality to internal service
quality in human resource management. The study further finds that internal service quality
in human resource has positive and significant effect on employee job satisfaction and
employee job satisfaction has positive and significant effect on employee retention. Based on
findings of the study that the human resource development departments should review and
enhance the motivation, training, and retention of good employees and that employee should
support the concept of the ISQ.

The employees’ selection and their rewards and recognitions, their training and development,
work design and job definition all are the most important human resource management areas
in enhancing the employees’ job satisfaction and the retention of prospective employees.
If a person is not satisfied by the job he’s doing, he may switch over to some other more
suitable job. In today’s environment it becomes very important for organizations to retain
their employees.

The top organizations are on the top because they value their employees and they know how
to keep them glued to the organization. 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 gone are the days when employees would stick to an employer for years for
want of a better choice. Now, opportunities are abound.

Maya Michielsen (15): In this continuously changing contemporary economy, companies

have to be able to anticipate technological innovations and to compete with other companies
worldwide. This need makes important a company’s ability to evolve through its employees’
learning and through continuous development. Securing and retaining skilled employees
plays an important role in this process, because employees’ knowledge and skills are central
to companies’ ability to be economically competitive.
Given that employee retention is very important for the functioning and competitiveness of a
company, this study focuses on the organisational and personal factors that influence
employee retention. A special interest is taken in employees’ learning, because this is seen as
a retention supporting activity. A questionnaire was administered to 349 employees, and 11
employees were interviewed. The interviews are used to illustrate and contextualise the
quantitative results.

The results show a large positive contribution of appreciation and stimulation of the
employee to employee retention. This result is consistent with findings of earlier research.
However, the retention benefits arising from personal development offer new possibilities
when attempting to enhance employee retention. This study also showed that individual
differences influence employee retention. Leadership skills and seniority have a positive
relationship with employee retention and the level of readiness and initiative regarding
learning is negatively related to retention.

Zhang Weiwei (16): Understand the reasons of foreign teachers who are working at a
demonstration school in terms of retention. A qualitative research approach was applied to
answering the research questions proposed for this study, employing a Phenomenological
strategy. The setting involved purposive sampling that was used to identify 7 participants
who had experienced this phenomenon. Interview data, document reviews were integrated to
answer the two research questions.

The participants were interviewed by using an in-depth semi-structured interview. All the
perceptions were interpreted into nine categories, they were: (1) Reason for teaching career,
(2) Life experience, (3) Work environment, (4) Work experience, (5) Reason for retention,
(6) Reason for leaving, (7) controversial FTS’ position, (8) Problem issues, (9) Future plan.
The important findings of this study regarding employee retention are their reasons for
retention and leaving.

Concerning the retention issue, the reasons mainly conclude enjoying teaching, good
vacation, good salary, and pleasant work environment as well as some personal reasons. At
the same time, the potential leaving reasons refer to dissatisfaction with management,
communication problems in terms of cultural understanding, and personal reasons for going
back to their countries.
John E. Sheridan (17): Retention rales of 904 college graduates hired in six publics
accounting firms over a six-year period. Organizational culture values varied significantly
among the firms. The variation in cultural values had a significant effect on the rates at which
the newly hired employees voluntarily terminated employment.

The relationship between the employees' job performance and their retention also varied
significantly with organizational culture values. The cultural effects were stronger than the
combined exogenous influences of the labour market and the new employees' demographic
characteristics. The cultural effects are estimated to have resulted in over six million dollars'
difference in human resource costs between firms with different cultural values. Implications
for research on person-organization fit are discussed.

Shelly Mohanty (18): Employee retention is arguably the biggest issue facing corporate
leaders as a result of the shortage of skilled labour, economic growth and employee turnover.
Hiring knowledgeable people for the job is essential for an employer, but retention is even
more important than hiring.

Employee retention involves taking measures to encourage them to remain in the

organization for the maximum period of time. The key to retention is to understand the
employees’ expectations and achieve proper alignment of their expectations with those of the
organization.

Michael J. Howard(19): A content model of 12 retention factors is developed in the context

of previous theory and research. Coding of open-ended responses from 24,829 employees in
the leisure and hospitality industry lends support to the identified framework and reveals that
job satisfaction, extrinsic rewards, constituent attachments, organizational commitment, and
organizational prestige were the most frequently mentioned reasons for staying.
Advancement opportunities and organizational prestige were more common reasons for
staying among high performers and non-hourly workers, and extrinsic rewards was more
common among low performers and hourly employees, providing support for
ease/desirability of movement and psychological contract rationales. The findings highlight
the importance of differentiating human resource management practices when the goal is to
retain those employees valued most by the organization.
William R. Meek (20): Uses a sample of 47 high-growth small firms to examine the
understudied topic of employee retention. We found that firms reporting very low annual
voluntary turnover (0-2%) rates engaged in creating a positive work environment, provided
employees more freedom and flexibility, offered ample employee involvement and
opportunities for growth; were clear about the processes associated with compensation and
benefits, and frequently communicated with and provided assistance to their employees.
Firms reporting turnover higher than 10% for the past year described their retention practices
in much diminished frequency and richness along these same dimensions. Given that these
firms were all part of a pool of 77 high growth small companies (over $1 million annual
revenue, less than 12 years old and compound annual growth greater than 15%), retention of
intellectual capital would be a prime issue. Industry differences among the companies are
explored and theoretical and practical implications are discussed.
Reference:
1. Muhammad Hassan, Sobia Hassan, KashifUd Din Khan And M.AkramNaseem,
Employee Retention as a Challenge in Leather Industry, Global Journal of Human
Social Science,Volume-11, Issue-2, and March 2011.

2. Tammy C. Morse and Bahaudin G. Mujtaba,Humor Resource Leaders and

Employee Retention in the 21st Century Workplace: The Link between Them
and Practical Recommendations for Managers, International Research Journal,
Volume-2, Issue-7, and August 2009.

3. Muhammad Umer and Muhammad AkramNaseem, Employee Retention as a

Challenge in Leather Industry, Global Journal of Human Social Science,Volume-
11, Issue-2, and March 2011.

4. Luis G. Gonzalez and RuslanGurtoviy, Employee Retention via Stock Options, the
Journal of the Laboratory Animal Management Association’, Volume-20, Issue -2,
and 2008.

5. Klara Nelson, The University of Tampa, Designing for knowledge worker retention
& organization performance, Journal of Management seresh, Volume-2, Issue-7,
and August 2009.

6. Dr.Nafees A. Khan, Employee Retention Techniques, Internationally Indexed &

Listed Referred E-Journal, Volume-1, Issue -2, and July 2011.

7. AtifAnis, Ijaz-Ur-Rehman, Abdul Nasir and Nadeem Safwan, Employee retention

relationship to training and development, African Journal of Business
Management, Volume-5, Issue -7, and April 2011.

8. Peter Boxall, Keith Macky and Erling Rasmussen, Labour Turnover and Retention
in New Zealand, Asia Pacific Journal of Human Resources, Volume-41, Issue – 2,
and2003.
9. Malvern W. Chiboiwa, Michael O. Samuel and CrispenChipunza, An examination of
employee retention strategy, African Journal of Business Management, Volume-4,
Issue -10, and August 2010.

10. Ward Whitt, the Impact of Increased Employee Retention, Asia Pacific Journal of
Human Resources, Volume-4, Issue -10, and December 2004.

11. AaishaArbab Khan, Shabbir Hussain, MehvishAyoub and BabakMahmood, An

Empirical Study of Retention Issues in Hotel Industry: A Case Study of Serena
Hotel, Faisalabad, India, European Journal of Economics, Finance and
Administrative Sciences, Volume-4, Issue-29, and 2011.

12. William A. Brown, Carlton F. Yoshioka,Mission Attachment and Satisfaction as

Factors in Employee Retention, NONPROFIT MANAGEMENT & LEADERSHIP,
Volume-14, Issue-1, and 2003.

13. Claire Crutchley and Yost, Key Employee Retention Plans in Bankruptcy,
HRDJournal, Volume 3, Issue-1, and August 2008

14. Muhammad Asif Khan, Kashif-Ur-Rehman, Ijaz-Ur-Rehman, Nadeem Safwan and

Ashfaq Ahmad, Modelling link between internal service quality in human
resources management and employee’s retention, African Journal of Business
Management, Volume-5, Issue-3, and February 2011.

15. Eva Kyndt, Fillip Dochy, Maya Michielsen and BastiaanMoeyaert, Employee
Retention: Organisational and Personal Perspectives,African Journal of Business
Management, Volume-5, Issue-1, and June 2009

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Demonstration (Satit) School in Thailand,HRDJournal, Volume 1, Issue-1, and
June 2010

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 18. Shelly Mohanty, Retention Depicts The Health of The Organisation, The
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.
RESEARCH METHODOLOGY

Research is the process of systematic and in-depth study or search for any particular topic,
subject or area of investigation, backed by collection, compilation, presentation and
interpretation of relevant details or data. Research methodology is a way to systematically
solve the research problem. It may be understood as a science of studying how research is
done scientifically.
Research may develop hypothesis and test it. In it we study the various steps that are
generally adopted by the researcher in studying his research problem along with the logic
behind them.

Research must be based on fact observable data forms a sound basis for research inductive
investigation lead better support to research finding for analysing facts a scientific
methodology of analysis must be developed and result interpreted logically.

It is necessary for the researcher to know not only the research method or
techniques but also the methodology. Thus, when we talk of research methodology we not
only talk of the research methods but also consider the logic behind the methods we use in
the context of our research study and explain why we are using a particular method or
technique and why we are not using others so that research results are capable of being
evaluated either by the researcher himself or by others.

Research problems would result in certain conclusions by means of logical analysis which
the decision-maker may use for his action or solution.

Research design:

      A research design is purely and simply the frame work plan for a study that guides the
collection and analysis of a data. In this study the researcher has adopted descriptive research
design. 
Descriptive research design:

      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.

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

Primary Data:
Data collected by a researcher is known as primary data. It is collected by a
person for his own use obtained from findings. This is considered as firsthand
information. This is that data which is collected by us to meet our own specific
purpose. The data is collected by the means of questionnaire filled in by the
employees at different posts of Nagpur area office. This method of data collection is
very popular particularly in big organizations.

Secondary Data:
Secondary data means data that are already available i.e., they refer to data
which has already been collected and analyzed by someone else. This type of data
information can also be used by the researcher for his use as second hand information
sources through which secondary data can be collected. Secondary data may either be
published data or unpublished data.

The research approach:

Survey Method
The research instrument:
Questionnaire
The respondents:
 The employees of the organization.
Sampling:
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.
Statistical tools used:
A. Simple percentage analysis
B. Chi-square
C. Likert Scale Analysis

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 the following formula used.
Percentage of the respondents = Number of respondents/Total respondents*100

B. Chi-square analysis:
Chi-square is anon parametric test. The chi-square method is the application of
testing the significance different between observed and expected values.
For calculating the value of chi-square test, the following formula used:
=∑ [(0-E) ²/E]
E=Row total*column to/Grant total
Degree of freedom=(R-1) (C-1)
Where as
O-observed frequency
E-Expected frequency
P-Number of rows
C-Number of columns
C. Likert Scale Analysis
 A Likert scale is a psychometric scale commonly involved in research that employs
questionnaires. It is the most widely used approach to scaling responses in survey research,
such that the term is often used interchangeably with rating scale, or more accurately the
Likert-type scale, even though the two are not synonymous. The scale is named after its
inventor, psychologistRensis Likert.

Likert distinguished between a scale proper, which emerges from collective responses
to a set of items (usually eight or more), and the format in which responses are scored along a
range. Technically speaking, a Likert scale refers only to the former. The difference between
these two concepts has to do with the distinction Likert made between the underlying
phenomenon being investigated and the means of capturing variation that points to the
underlying phenomenon. When responding to a Likert questionnaire item, respondents
specify their level of agreement or disagreement on a symmetric agree-disagree scale for a
series of statements. Thus, the range captures the intensity of their feelings for a given item,
while the results of analysis of multiple items (if the items are developed appropriately)
reveals a pattern that has scaled properties of the kind Likert identified.

The format of a typical five-level Likert item is:

1. Strongly disagree
2. Disagree
3. Neither agree nor disagree
4. Agree
5. Strongly agree

Likert scaling is a bipolar scaling method, measuring either positive or negative response to a
statement. Sometimes a four-point scale is used; this is a "forced choice" method since the
middle option of "Neither agree nor disagree" is not available.
 CHAPTER 2
INDUSTRY PROFILE
INDUSTRY PROFILE

In India, cashew was first introduced in Goa from where it spread to other parts of the
country. In the beginning it was mainly used for cashew binding to check erosion.
Commercial cultivation began in the early 1960s and, over the years, cashew has become a
crop of high economy and attained the status of an export-oriented commodity, earning
considerable foreign exchange for the country.

Cashew Cultivation in India

 India is one of the leading producers, processors and exporters of cashews in the
world
 Currently, India has approximately 0.97 million hectares under cashew cultivation
with productivity of 770 kilograms per hectare.
 Maharashtra, Kerala and Karnataka are the primary producers of cashew along the
western coast of the country, while Andhra Pradesh (AP), Odisha, Tamil Nadu (TN)
and West Bengal (WB) are primary producers along the eastern coast
 In addition, cashew is also grown in Chhattisgarh, Goa, Gujarat and the Andaman and
Nicobar Islands

Key Markets and Export Destinations

 India accounts for about 65 per cent of the world's total exports
 India exports kernels to more than 60 countries across the world
 In 2013-14, India's exports of cashew including cashew nut shell liquid were worth
US$ 848.71 million.

Cashew Export Promotion Council of India

The Cashew Export Promotion Council of India (CEPCI) works towards the promotion of the
export of cashew kernels and cashew nut shell liquid (CNSL). The Council serves as an
intermediary between importers of cashew kernels and exporters who are members of the
council. It also deals with any disputes on exports/imports arising on account of quality
standards, breach of contractual obligations, etc. It undertakes numerous activities, such as
organising global buyer-seller meets, organising studies on the nutritional aspects of cashew
and providing support to cashew processors and exporters for improving infrastructure.

Background:
India is one of the world’s leading producers of cashew and cashew nuts, contributing 14.3%
of world cashew production. India produces the largest number of commercial varieties of
cashew over nearly 38.4 million hectares of land. The major cashews produced in India
second largest producer of Red cashew next only to china. But Red cashew being primarily
a winter season crop is vulnerable vagaries the government set-up a technology mission on
cashew, to increase production of other cashew and to reduce the independence on cashew
imports. The strategy followed was to increase productivity with better firm inputs and
practices.

Increases followed under cashew crop. Encourage winter cashew seed crop. This led to a
sharp increase in cashew seed production.Cashew seed production jumped from 26% million
to in the mid 1980 to around 12 million currently India is today world’s third largest
producer.

Current Scenario:

The domestic cashew seed sector is currently estimated to be valued at 38 billion exports of
cashew are around Rs.50 billion cashew productions during the 2004-05 cashew season was 7
million ton. In the mid of 20th century India had achieved near self-sufficiency in cashew,
with imports crossing 2 million ton in 2015-16.

Market Size and Growth:

Out of the total cashew consumption of 19 million to per annum refined cashew account for
only around 12 million ton. 70% of refined cashew is sold in loose unbranded form.
However, cashew seed output growth has been stagnant during their last 15-16 years resulting
in higher imports of cashew nut the widening deficit domestic production of rawcashew was
7 million ton in 1991-92 to 2.1 million ton in 1997-98 imports in 1998-99 are expected to be
around 2.20-2.5, million ton.
Seed cashew is a vegetable cashew that is obtained from the seed of some plant rather than
the fruit.Most vegetable cashews are seed cashews.While the recommended annual per capita
cashew consumption is 10.5kgs.Indians consume 14.8kgs not enough effort is being put to
curb unhealthy dietary habits or ensuring that those who consume lower than recommended
levels get their share of cashews through the public distribution system at the subsidy prices.

The crop developers of a Genetically Modified mustard hybrid managed to get around
hundred crores of tax payers fund to spend on research,development and testing of the
transgenic mustard.Advocates of this crop are claiming that GM mustards approval for
commercial cultivation improve our mustard yields and bring down the countryscashews
import bill.Casheware expected to play an increasing role in the future food supply.

Cashews are used as coolants in cashew cooling, for instance in electric transformers. Heat
transfer cashews are used both as coolants (see cashew cooling), for heating (e.g. in cashew
heaters) and in other applications of heat transfer.

CashewUpdates:
Cashew imports up by 5% in first 8 months of current cashew season cashew imports in the
first 8 months of 2019-20 cashew season (November 2019-June 2020) is imported at 2.56
million tons against 2.45 million tons for the same period.

Agriculture in India:
Commercial cultivation of cashew is taken up in eight states of our country mainly in west
and eastern coast viz., Andhra Pradesh, Goa, Karnataka, Kerala, Maharashtra, Orissa,
Tamilnadu and West Bengal.

The current cashew production of the country accounts for 23.0% of the global
production. A large number of small and marginal farmers, especially living on the coastal
belts of India, depend on cashew for their livelihood. Nearly 2.00 lakh workers, more than
90% of whom are women, are directly employed in cashew processing factories which are
concentrated mostly in Kerala, Andhra Pradesh and Maharashtra. It is estimated that
nearly two million people are involved, directly and indirectly in cashew cultivation,
processing andmarketing.
 Cashew cultivation is taken up in small and marginal holdings and as more than 70% of
the cashew area is under this category, cashew plays an important role in the development
of small and marginal farmers.

Technical Requirements of CashewCultivation

Soil
The general notion is that "cashew is very modest in its soil requirements and can adapt
itself to varying soil conditions without impairing productivity". While Cashew can be
grown in poor soils, its performance would be much better on good soils. The best soils
for cashew are deep and well-drained sandy loams without a hard pan. Cashew also
thrives on pure sandy soils, although mineral deficiencies are more likely to occur. Water
stagnation and flooding are not congenial for cashew. Heavy clay soils with poor drainage
and soils with pH more than 8.0 are not suitable for cashew cultivation. Excessive alkaline
and saline soils also do not support its growth. Red sandy loam, lateritic soils and coastal
sands with slightly acidic pH are best for cashew.

Climate

Cashew is a tropical plant and can thrive even at high temperatures. Young plants are
sensitive to frost. The distribution of cashew is restricted to altitudes upto 700 m above
mean sea level where the temperature does not fall below 20°C for prolonged period.
Areas where the temperatures range from 20 to 30°C with an annual precipitation of 1000
- 2000 mm are ideal for cashew growing. However, temperatures above 36°C between the
flowering and fruiting period could adversely affect the fruit setting and retention. Heavy
rainfall, evenly distributed throughout the year is not favourable though the trees may
grow and sometimes set fruit. Cashew needs a climate with a well-defined dry season of at
least four months to produce the best yields. Coincidence of excessive rainfall and high
relative humidity with flowering may result in flower/fruit drop and heavy incidence of
fungaldiseases.

Varieties

The research programmes on crop improvement had resulted in identification of elite

materials with yield potential ranging between 20-25 kg of nuts per tree. Several varieties
have been released by the different co-ordinating centres of Indian Council of Agricultural
 Research (ICAR). All the Agricultural Universities and Research Centres have established
bud wood bank with the released varieties of respective centres for further multiplication
and distribution. The cashew varieties recommended for different states are given in the
Table 1.

State Variety
Andhra Pradesh BPP 4, BPP 6, BPP 8
Karnataka Chintamani 1, Chintamani 2, Dhana( H – 1608), NRCC Selection 2,
Bhaskara, Ullal 1, Ullal 3, Ullal 4, UN 50, Vengurla 4 &Vengurla 7
Kerala Dhana, K 22-1, Madakkathara 1, Madakkathara 2, Kanaka, Amrutha
and
Priyanka
Madhya Pradesh T No. 40 &Vengurla - 4
Maharashtra Vengurla 1, Vengurla 4, Vengurla 6 &Vengurla 7
Goa Goa 1, Goa 2, Vengurla 1, Vengurla 4, Vengurla 6 &Vengurla 7
Orissa Bhubaneswar 1, BPP 8 &Dhana
Tamil Nadu VRI 1 & VRI 5
West Bengal Jhargram 1 & BPP 8

Plantingmaterial

Cashew is a cross pollinated crop and exhibits wide variation in respect of nut, apple and
yield of seedling progenies. Therefore, vegetative propagation has been advocated to
mitigate this problem. Air layering has been quite successful but survival percentage is
low and it has been reported that the plantations raised from air layers are more
susceptible to drought and the life of such plantation is shorter as compared to that of
grafted or seedling ones. The anchorage has also been observed to be poor, especially in
cyclone prone areas. Epicotyl grafting and softwood grafting are found to be successful
because it is easy to produce large number of grafts in a short time.

The percentage of field establishment is also reported to be high with these grafts.
Adequate thrust has been given to produce enough planting material through these
standardised techniques by the ICAR (through the Directorate of Cashew Research, its
 sub-stations, Agricultural Universities and State Departments of
Horticulture/Agriculture), to meet the growing demand. Production of cashew planting
material is one of the economic activities in most of the states. The planting material is
raised in these nurseries within a year. The farmers can purchase planting material from
these nurseries but care should be taken that the planting material is purchased from
authentic and certified nurseries. The supplier should have the details like age of the
plant, variety of the cashew, rootstock used etc. and the same should be mentioned in the
bill/ cashreceipt.

Preparation ofLand

The land should be ploughed thoroughly and levelled in case of agricultural lands. In
case of forestlands, the jungle should be cleared well in advance and the debris burnt.
After clearing the jungles, land is to be terraced or bunds constructed on sloppy land. In
order to ensure better moisture conservation, soil trenches are dug across the contours.
The cost of land preparation will vary depending upon the type and method of soil
working. Nowadays, use of JCB for soil working is most popular; hence a provision for
use of soil working is made in the model. The land preparation work should be
completed prior to the onset of monsoon season i.e. during May – June.

Layout

Cashew trees are generally planted with a spacing of 7 to 9 meters adopting square
system. A spacing of 7.5 m X 7.5 m (175 plants/ ha) or 8 m X 8 m (156 plants/ ha) is
recommended. High density planting of cashew at a closer spacing of 4 m X 4 m (625
plants/ ha) in the beginning and thinning outin stages to maintain a final spacing of 8 m
X 8 m in the tenth year is also recommended. This enables higher returns during initial
years. In case of sloppy lands, the triangular system of planting is recommended to
accommodate 15 per cent more plants without affecting the growth and development of
the trees. In undulating areas, the planting should preferably be done along the contours,
with cradle pits or trenches provided at requisite spacing in a staggered manner to arrest
soil erosion and help moistureconservation.

Digging and filling ofpits

 The work of digging of pits has to be completed much in advance (May – June). Cashew
can be planted in pits of 60cm x 60cm x 60cm size in soils with normal strata. In hard
lateritic soils, pits of 1m x 1m x 1m size are recommended.

The top soil and sub-soil are kept separately and allowed to wither under sun. It helps in
migration of termites and ants. Burning of the debris and forest wastes inside the pits
before planting is advantageous. The pits are then filled with topsoil mixed with
farmyard manure or compost (5 kg) or poultry manure (2 kg) and rock phosphate (200
g). In order to mitigate soil borne diseases, BHC @ 100g/ pit is also added to the soil
mixture.

Planting

The grafted plants obtained from the superior mother plant are usually planted at the
onset of monsoon. It is essential to provide stakes and temporary shade with the locally
available materials wherever necessary (especially in the South West aspects in case of
forest plantation) to reduce the mortality rate and achieve quicker establishment. If the
monsoon rains are inadequate, one or two pot irrigation can be done during the initial
stages to ensure establishment.

Mulching

The cashew is generally planted on the wastelands and hence availability of soil
moisture is always low, hence, mulching is essential. Mulching with black polythene is
beneficial to increase the growth and yield of cashew. However, locally available
materials like green or dry grass or weeds can be utilized for mulching the basins. Small
pebbles or stones can also be used for mulching of the basin. The plastic or stone mulch
does not improve soil health but ensures better moisture retention in the soil and also
prevents attack of soil borne insects andpests.

Manuring andfertilization

In our country, application of manures and fertilizers is very limited in the case of
Cashew. In order to get better yield, it is essential to maintain adequate N:P:K ratio in
 the soil. Application of 10-15 kg of farmyard manure per plant is recommended to
ensure adequate organic matter in the soil.

The recommended for a mature cashew tree are 500 g N (1.1 kg urea), 125 g P 2O5 (750
g SingleSuper Phosphate and 125 g K 2O (200 g muriate of potash). The nutritional
requirements and the quantity of fertilizer per plant are given in Table 2.

Nutritional requirements and recommended fertilizer doses for cashew

Age Urea (g) SSP (g) MOP (g)

1 st Year 375 275 75
2 nd year 750 525 150
3 rd year 1100 750 200
The ideal time for application of fertilizer is immediately after the cessation of heavy
rains. Fertilisers should be applied in a circular trench along the drip line. Before
application of fertilizer it should be ensured that there is adequate soil moisture. The
fertilizers should be applied in two split doses during pre-monsoon (May – June) and
post monsoon (September – October) season. However, in the case of single application,
it should be done during post monsoon season (September – October) when adequate
soil moisture is available. In sandy and laterite soils, soils of sloppy land and in heavy
rainfall zones, the fertilizer application should be done in a circular trench of 25 cm
width and 15 cm depth at 1.5m from the tree trunk. In red loamy soils and in low rainfall
areas (east coast), the fertilizers should be applied in circular bands at a distance of 0.5m,
0.7m, 1.0m and 1.5m away from the trunk during first, second, third and fourth year
onwards of planting,respectively.

Weeding
Weeding with a light digging should preferably be done before the end of rainy reason.
Hoeing, cutting the weeds off underground is more effective than slashing. Chemical
weeding has not been of any importance until now, however it may be considered as an
alternative, where wages are high or where there is shortage of labour. Initially,
Agrodar-96 (2, 4 –D) @4ml/litre of water and subsequently Gramaxone @5ml/litre of
water is sprayed. Approximately, 400 litre/ha (160 litre/acre) of solution is required per
spray. The spray is again repeated in the post monsoonseason.
Inter-cropping

Tall growing intercrops like certain varieties of sorghum and millet should not be
encouraged between young cashew, as they provide too much shade. Leguminous crops
such as groundnut and beans are very suitable for inter cropping. Besides the annual
crops, arid zone fruit crops having less canopy especially annona, phalsa, etc., can be
thought of, depending on the suitability. Cultivation of horse gram, cowpea, groundnut
etc is recommended as inter-crops in cashew. Inter cropping cashew, Casuarina and
coconut are popular.

Covercropping
leguminous cover enriches soil with the plant nutrients and adds organic matter,
prevent soil erosion and conserves moisture. The seeds of these cover crops may be sown in
the beginning of rainy season. The seed beds of 30cm X 30cm size are prepared in the
interspace in slopes by loosening soil and mixing a little quantity of compost. The seeds of
these crops are sown in the beds and covered with a thin layer of soil. The seeds should be
soaked in the water for six hours before sowing.

Training andPruning

During first year of planting, the sprouts coming from the rootstock should be removed
frequently to ensure better health of the plant. These sprouts eat up valuable plant
nutrition and also cause death of grafted scion allowing only rootstock to grow. Initial,
training and pruning of cashew plants during first 3-4 years is essential for providing
proper shape to the trees. The trees are shaped by removing lower branches and water
shoots coming from the base during first 3-4 years. Thereafter, little or no pruning is
necessary. The plant should be allowed to grow by maintaining a single stem up to 0.75-
1.0 m from the ground level. Weak and criss-cross branches are also chopped off. In
order to avoid lodging of the plant by wind, proper staking of plant is essential. After 4-5
years, the main stem is detopped to a height of 4-5 m from the ground level. Thereafter,
regular removal of dried/ dead wood, criss-cross branches and water shoots once in 2-3
year is done to keep the plant healthy. The training and pruning of cashew plants is done
during August – September. The cut surfaces are smeared with Bordeaux paste.
 The flowers appearing during first and second year of planting should be removed
(de-blossoming) and plants should be allowed to bear fruits only after third year

Topworking

Better management practices may increase the yields marginally but boosting cashew
production 3-4 folds in a short span of time is perhaps possible only by "genetic
transformation" of the existing plantations with high yielding varieties. It is reported that
this genetic transformation can be effected through top working. The rejuvenation of
unthrift cashew plantations through top working involves beheading of trees, allowing
juvenile shoots to start-out and taking up of in-situ grafting using procured scions of high
yielding varieties. Periods from November to March and February to June have been
found to be ideal for beheading and in-situ grafting respectively. It has been observed
that the top worked trees within a period of two years have not only put forth a canopy of
3-4 m in diameter and 5-6 m in height (as that of 8-10 year old trees) but also have given
an yield of 3 to 5 kg nuts per tree in their first bearing itself.

Pests andDiseases

Pests

It is observed that there are about 30 species of insects infesting cashew. Out of these
tea mosquito, flower thrips, stem and root borer and fruit and nut borer are the major
pests, which are reported to cause around 30% loss in yield.

Tea Mosquito

The nymphs and the adults of tea mosquito (Helopeltis spp.) suck sap on the tender
leaves, shoots and inflorescence and even young nuts and apples. The saliva of the insect
is very toxic, which causes blistering at the site of infestation. Severe attack on the
young shoots cause dieback. Attacked inflorescence usually can be recognised from a
distance by their scorched appearance. Tea mosquito population builds up during the
beginning of the rainy season, when the cashew tree is full of new flush.
 Tea mosquito can be controlled by spraying carbaryl 0.1.% or phosalone 0.07% or
dimethoate 0.05%. Spraying should be done thrice, first at the time of flushing, second at
early flowering and third at the time of fruit set.

Thrips

Both nymphs and adults suck and scrape at the underside of the leaves, mainly along
main veins, causing yellowish patches, latter turning grey, giving the leaves a silvery
appearance. The thrips are more active during the dry season. 0.05% monocrotophos or
0.1% carbaryl are very effective for controlling thrips.

Stem and Root Borers

The young white grubs bore into the fresh tissues of the bark of the trunk and roots and
feed on the subsequent subepidermal tissues and make tunnels in irregular directions.
Due to severe damage to the vascular tissue the sap flow is arrested and the stem is
weakened. The characteristic symptoms of damage include the presence of small holes
in the collar region, gummosis, yellowing and shedding of the leaves and drying of the
twigs. Once the plant is infested complete control of this pest is very difficult. However,
prophylactic measures for its control can be adopted with 0.1% BHC swabbing twice a
year, once in April-May and the second application during November.

Fruit and Nut Borers

The young caterpillar bores through the apple and nut causing deformity and /or loss of
kernel weight. Spraying of monocrotophos - 0.05% concentration at flowering and fruit
setting is recommended.

Diseases

Fortunately cashew crop does not have any serious disease problem except the powdery
mildew caused by a fungus, which affects the young twigs and inflorescence and makes
it wither. This disease generally appears when the weather becomes cloudy. Control can
be obtained by dusting with 2% sulphur W.P.

Harvesting andYield
 Cashew plants start bearing after three years of planting and reach full bearing during
tenth year and continue giving remunerative yields for another 20 years. The cashew
nuts are harvested during February – May. Normally, harvesting consists of picking of
nuts that have dropped to the ground after maturing. However, if the apples are also used
for making jam, juice, syrup, Fenni, etc., the fruit has to be harvested before it falls
naturally. The cashew apples are removed and the nuts are dried in sun for 2-3 days to
bring the moisture level from 25 per cent to 9 per cent. The maturity of the cashew nut is
tested by floatation method. The mature nuts sink in water while the immature/ unfilled
ones float. The nuts are collected at weekly intervals from the farm during the harvesting
season. During that period the land should be clean in order to facilitate collection of
cashew. Plantations of unknown origin or seedling progenies with conventional methods
of cultivation yield less than one kg of raw nuts per tree. However, there is a chance to
increase the yield up to 4 to 5 kg per tree with the adoption of improved production
techniques, over a period of 4 to 5 years. In new plantations, with the use of elite
planting material coupled with a package of improved agronomic practices, a yield of 8-
10 kg per tree could beachieved.

Marketing

Marketing of raw cashew is not a problem in view of the fact that our raw material
production is considerably low (around 6.74 lakh t) when compared to the processing
capacity of our existing factories (around 7.0 lakh t developed so far). The raw cashew
nuts fetch a price of Rs.65-70 per kg in the internal market.

Processing
The processing of cashew involves the following steps :

- Preliminarycleaning
- Roasting
- Shelling andseparation

- Drying
- Peeling
 Preliminary cleaning of cashew nuts is done by manual picking of large objects and by
sieving. The cleaned cashew nut is roasted in open pan or earthen ware or rotary cylinder
or hot oil bath. The first two methods are simple and cheap, but they are time consuming
and lead to poor recovery of CNSL (Cashew Nut Shell Liquid). The rotary cylinder
method is more hygienic and efficient, but a major portion of the CNSL would be lost.
The hot oil bath process combines good roasting and recovery of shell liquid. The
cleaned cashew nuts are placed in wire baskets and immersed in a tank containing
CNSL, boiling at a constant temperature of about 180-200°C for about 60 to 90 seconds.
The CNSL in the tank should be stirred continuously to avoid local overheating and
excessive polymerization and clogging. However, the hot oil bath processing is costlier,
and is resorted to only by a few processors. The most common method adopted is
roasting by rotary cylinder method. After roasting, the shells are removed and the nuts
extracted manually. In manual shelling, recovery of whole kernels is more compared to
the mechanical shelling. The kernels are dried in hot air chambers which facilitates
peeling of the outer coating or testa. To prevent breakage, the kernels are to be handled
very carefully, as they are brittle at this stage. The shelling percentage of cashew varies
between20-25.

Grading andPacking

Grading is done for export purposes based on "counts" or number of kernels per pound.
Sound kernels are named as "wholes" and broken ones as "splits". The wholes are again
classified as whole white kernels, whole scorched kernels, whole dessert kernels (a) and
whole dessert kernels (b). The splits are also further graded into white pieces, scorched
pieces, dessert pieces (a) and dessert pieces (b) based on certain physical characters. The
wholes are packed in several grades viz., 210, 240, 280, 320, 400, 459 and 500; the
popular grade is 320. The specifications for graded kernels are that they should be fully
developed, ivory white in colour and should be free from insect damage and black and
brown spots. Packing is done in time by Vita pack method (exhausting the air inside the
packing tin, pumping in carbon dioxide andsealing).

CHAPTER3
 COMPANY PROFILE

COMPANY PROFILE
VSE is ancashew producing industry at Tanuku. It has acquired much importance at West
Godavari District in A.P. this is because of extensive cultivation of cashew by the farmers.
Cashew seed is removed from the cashew fruit and it would be sold to the company. Further,
the products of VSE like Raw Cashews are also exported to Japan, Thailand, Malaysia, West
Germany, Switzerland etc. Therefore the study on marketing mix of the VSE has assumed a
greater significance in recent times.

The success for any organization depends mainly of three functions of the management
namely production, finance and marketing; Selling has predominated importance in
marketing procedure.

Most of the people habitat to use Red cashewscashew for cooking purpose to meet the
competition VSE is manufacturing cashew seed cashew at a lower price than Redcashew.
This itself underlines the importance of marketing activities of VSE, Tanuku.

VSE has been located in Tanuku village at west Godavari district and are measuring across
22 acres. The plot acquired from the Government of A.P. on the basis of 99 years lease. The
sight is favourably located in respect of all facilities.

This VSE is registered in 4th Dec 2004 and Commencement of business was started from 25 th
Feb 2005. This VSE got the license in 13th Aug. 2004 and it is transferred ti 13th Feb 2005.
To act as stockiest commission agents, representatives or agents, selling and pure leasing
agents, distributors, brokers of all kind of cashews. Today it is a multiproduct company with
equipment to process all kinds of cashew.

The plant has a storage capacity of 2,100 tonnes for different types of cashew.

Extreme care is taken to ensure that at every stage in the process of production, right from
selection of the raw material to packaging the products, only the best is passed. This is
ensured by using some of the latest equipment, minimum human intervention and rigorous
application of quality control processes.
Cashew nut shell liquid is a by-product of the cashew industry. The nut has a shell of about
1/8 inch thickness inside which is a soft honeycomb structure containing a dark reddish
brown viscous liquid. It is called the cashew nut shell liquid.

The cashew nut shell liquid as extracted has a strong vesicant dermatatic action.   Before this
liquid is utilized for preparation of resins, it requires treatment to get rid of metallic
impurities as well as traces of sulphur compounds.  The liquid thus treated is known as "
Treated Cashew nut Shell Liquid ".

The cashew seed, often simply called a cashew, is widely consumed. It is eaten on its own,
used in recipes, or processed into cashew cheese or cashew butter. The shell of the cashew
seed yields derivatives that can be used in many applications including lubricants,
waterproofing, paints, and arms production, starting in World War II.[4] The cashew apple is a
light reddish to yellow fruit, whose pulp can be processed into a sweet, astringent fruit drink
or distilled into liquor.

Culinary uses for cashew seeds in snacking and cooking are similar to those for all tree seeds
called nuts.

Cashews are commonly used in Indian cuisine and Pakistani cuisine, whole for garnishing
sweets or curries, or ground into a paste that forms a base of sauces for curries (e.g., korma),
or some sweets (e.g., kaju barfi). It is also used in powdered form in the preparation of
several Indian sweets and desserts. In Goan cuisine, both roasted and raw kernels are used
whole for making curries and sweets. Cashews are also used in Thai and Chinese cuisines,
generally in whole form. In the Philippines, cashew is a known product of Antipolo, and is
eaten with suman. The province of Pampanga also has a sweet dessert called turrones de
casuy, which is cashew marzipan wrapped in white wafers. In Indonesia, roasted and salted
cashews are called kacangmete or kacangmede, while the cashew apple is
called jambumonyet (lit. ‘monkey rose apple’).

In the 21st century, cashew cultivation increased in several African countries to meet the
demands for manufacturing cashewmilk, a plant milk alternative to dairy
milk. In Mozambique, bolo polana is a cake prepared using powdered cashews and mashed
potatoes as the main ingredients. This dessert is popular in South Africa.

In Brazil, cashew fruit juice and the fruit pulp are used in the production of sweets, juice,
alcoholic beverages, such as cachaça, and as a flour, milk or cheese. In Panama, the cashew
fruit is cooked with water and sugar for a prolonged time to make a sweet, brown, paste-like
dessert called dulce de marañón (marañón being a Spanish name for cashew).

The shell of the cashew nut contains oil compounds that can cause contact dermatitis similar
to poison ivy, primarily resulting from the phenolic lipids, anacardic acid, and cardanol. Due
to the possible dermatitis, cashews are typically not sold in the shell to consumers. Readily
and inexpensively extracted from the waste shells, cardanol is under research for its potential
applications in nanomaterials and biotechnology.

In 2017, global production of cashew nuts (as the kernel) was 3,971,046 tonnes, led
by Vietnam, India and Côte d'Ivoire with 22%, 19%, and 18% of the world's total
respectively (table). Benin, Guinea-Bissau, Cape Verde, Tanzania, Mozambique, Indonesia,
and Brazil also had significant production of cashew kernels.

In 2014, rapid growth of cashew cultivation in Côte d'Ivoire made this country the top
African exporter.[18] Fluctuations in world market prices, poor working conditions, and low
pay for local harvesting have caused discontent in the cashew nut industry.[19][20][21]

The cashew tree is cultivated in the tropics between 25°N and 25°S, and is supremely adapted
to hot lowland areas with a pronounced dry season, where the mango and tamarind trees also
thrive.[22] The traditional cashew tree is tall (up to 14 m) and takes three years from planting
before it starts production, and eight years before economic harvests can begin. More recent
breeds, such as the dwarf cashew trees, are up to 6 m tall, and start producing after the first
year, with economic yields after three years. The cashew nut yields for the traditional tree are
about 0.25 metric tons per hectare, in contrast to over a ton per hectare for the dwarf variety.
Grafting and other modern tree management technologies are used to further improve and
sustain cashew nut yields in commercial orchards.

VSE produces around 15,000 MT of Hulls every year, which can be increased as per
requirement of the customer.

Awards for VSE:

 2005: VSE was awarded prizes for best stall.
 2006: VSE received prize as best exports in extraction
 2007: Award was given for largest exports from all India cashew seed crushers
association.
  2007: The Company was awarded as certified of merit as highest exports of de-
cashewed in India.
 2009: VSE got best production Award and SHARMA SHAKTHII Award from
A.P.Govt.
 2010:The Company was selected by “Council for Industrial trader and development
India” for its quality and productivity and received “GOLD UDHYOG PATHRA”
Award.
 2017: “KARMIKA RATNA” Award was given by A.P. Govt. for achieving higher
production with low investment.

Financial status of VSE:

The company has estimated the cost of the project a Rs.230 Lakhs out of which Rs.108 Lakhs
is being given as term loan by Industry development Bank of India, Industrial Financial
Corporation of India, Industrial credit and Investment Corporation of India, L.I.C, A.P State
financial Corporation and the balance of Rs.46 Lakhs comprises of equity share capital to the
extent of Rs.29 Lakhs and 12% redeemable cumulative preference shares of Rs.16 lakhs. The
Rs.165 lakhs comprised of share capital of Rs.53 lakhs offered to the public in which 2,
90,000 equity shares of 107 each being by A.P.I.D.C. and Co Promoters.

The company having Rs.10 lakhs secured loans the original character presents a summarized
view of the whole org. it; only shows the position which every employee occupies in the
organization but also indicates the independence of the various financial aspects of the
concern.

Details of investment licensed capacity, installed capacity, date of commissioning: Initial cost
of the project was Rs.170 lakhs are met form the following sources.
Equity Share Capital Rs.59 lakhs.12% preference Capital Rs.16 lakhs.

Note about the history of organization:

The company “venkat Sai Enterprises” was incorporated on 12 th December 2004 as joint
venture with A.P Industrial Development Corporation Limited, as a public limited Company.
The certificate of commencement of business was obtained on 25 th January 2005. The joint
ventures agreement with A.P Industrial development Corporation Limited was signed on 21 st
February 2005 was transferred to the company on February 13th, 2005.

Venkat Sai Enterprisesis one of the leading Cashewseed processors in the Country, India,
based at cashew growing area. The Company belongs to Vijayalaxmi Cashew Exports Private
limited which has a significant presence in cashew processing and exports. The Company
was incorporated in 2004west Godavari Dist., Andhra Pradesh, INDIA. Location of factory is
well connected by roads and Railway broad-guage line on the Chennai to Vijayawada route
and is centrally situated between Kakinada and Chennai Ports.

The company “VSE” has been located at tanuku Village, The area occupied by the factory is
nearly 29 acres. The plot has been acquired form Government of A.P. on lease for period of
99 years.

The site is selected through roadside railway track and near to the seashore. And the company
is favourably located near the availability of raw material infra-structural facilities like
power, water, transportation, construction material, skilled personnel etc., requiring for the
project processing operations.

Progress of Project Implementation:

Civil construction work is being carried out departmentally by the company under the
supervision of M/s. D,N Associates one of the loading Civil Engineers and Architects. The
plants the machinery is being procured from indigenous source. In order to co-ordinate the
procurement, fabrication and erection of equipment from various sources and expedite
implementation of the project.
Project Cost:
The company has estimated the cost of the project at Rs.170lakhs. Out CHO lakhs required, a
sum given as term loans by IDBI, ICICI, APSFC, LIC. The balance of Rs.65 lakhs comprises
of equity share capital to the extent of Rs.59 lakhs and 11 redeemable cumulative preference
shares of 61 lakhs out of the equity share capital promoter’s contribution is to the extent of
Rs.30 lakhs and the entire balance Rs.35 lakhs has been underwritten by central institutions
banks/brokers.
Production Capacities:
During the year 2005-2006 the company established animal feeds plant license capacity of
123 MT P.A. and installed capacity of 13 MT per day. The licensed a installed capacity of
solvent extraction plant have increase from 75 MT per day in 1 year 2005. Where as the
licensed and capacities of refinery have increased from 30 per day in the year 2005 to 10 MT
per day in the year.

Project Reports and Profiles:

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Our Market Survey cum Detailed Techno Economic Feasibility Report provides an insight of
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expanding a current business or while venturing into new business, entrepreneurs are often
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diversifying/venturing into any product, they wish to study the following aspects of the
identified product:

 Good Present/Future Demand

 Export-Import Market Potential
 Raw Material & Manpower Availability
 Project Costs and Payback Period

The detailed project report covers all aspect of business, from analyzing the market,
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The detailed project reports cover all the aspects of business, from analysing the market,
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diversification planning etc. in a very planned manner by formulating detailed manufacturing
techniques and forecasting financial aspects by estimating the cost of raw material,
formulating the cash flow statement, projecting the balance sheet etc.

The retail arm of VSE was started in the year 2007 with 2 outlets in Andhra Pradesh and by
2013-14 the business expanded to over 665 retail centers in rural Andhra Pradesh and
Karnataka. VSE's retail centers are located at Mandal headquarters (Mandal is a revenue unit
in Andhra Pradesh, which is 1/50th of a district.) Each retail center has an average area of
1750 square feet with a catchment area of 30-40 villages and about 5,000 farmer families
 COMPANY PROFILE

Name : VENKAT SAI ENTERPRISES

ASSOCIATE OF VIJAYLAXMI CASHEW
EXPORTS PRIVATE LIMITED
Board of Directors :M. Narayana,
N. Challam,
K. Sundar,
J. Manoj,
General Manager :M. Sandeep
Personnel Manager :varun Kumar
Financial Manager :Kuswanth
Marketing Manager :Rameswar
Bankers : corporation Bank
Auditors : M/s. Mvk& Co., (C.A)
Road No.32 Bagh Nagar,
Guindy – Chennai
Regd. Office :27, Mussen Apartments,
Kengari, Bengaluru.
Factory & Adm. Office :TanukuVillege,
Man Power : 240
Established : 2004
Area : 22 Acre
The licensed and installed capacities of solvent extraction plant have been increase from 30
Mt per day in the year 2004-2005. Whereas installed and licensed capacities of refinery has
increased from 9 Mt per day in the year 2004-2005.

During the year 2006-2007 the company established animal feeds plant licensed capacity of
100 MT P.A. and installed capacity of 20 MT per day. The licensed and installed capacity of
solvent extraction plant have increased from 5 MT per day in the year 2006, where as the
licensed and capacities of refinery have increased from 10 MT per day in the year 2015 to 10
MT per day in the year 2012. In the year 2014, the capacity of refinery has been increased
from 40 MT to 50 MT per day. At present the factory is using sufficient level of capacities of
all plants.

Organizational Structure of VSE:

The organizational chart shows the exact structure of managerial position in VSE. All
business decisions with the top management. Board of directors consists of members, and
managing directors has to directly report responsible to the M.D. and the G.M. is the head of
the production manager, finance manager, logistic officer, commercial officer and marketing
officer.
Production manager is the head in charge of workshop in general stores, and pump house
and quality control. All these are supervised by production manager. They are all responsible
to production manager. These incharges delegate the work and supervise their subordinates.
Finance department is headed by the finance manger. He is responsible for all the financial
activities of the company. His functions are company management, payments, receipts, term-
loans and preparation of balance sheet. He takes the assistance from administration officer,
accounts officer and assistance in charge of exports.
Personnel matters are dealt by the P.O. his functions are recruitment of personnel, enduring
their disciplined working and should also look after their work. He can directly issue order to
security officer, Assistance in charge of time office and Weigh Bridge. Security officer is
responsible for securing the factory assets of goods.

The administrative department headed by the commercial officer besides marketing officer.
They oversee the entire marketing activities of the company. This assistant in charge is
appointed to assist the commercial officer. Marketing officer is located in Guntur. One
assistance in-charge and officers are appointed the marketing office. This “Trade Union of
the Company” also awarded “Best Trade Union” by the government of A.P. lot their best
relation for the year 2007.
In 2007-2008 award was given for largest exports to cashewed in India form India Cashew
Seed Crusher Association. In 1983-1984 the company awarded a certificate merit as highest
exploited of de-cashewed cake in India. In 1971 the company has given I given best safety
award by Prakasam District Cashew Mills Association.

Production Process:
Cashew seed is a product of the cashew and is a valuable source of edible cake, linters and
hulls. Cashew has several industrial and other applications. India is prob the oldest cashew
producing in the world.
The process of cashew-seed involves the following:
 Cashew seed pre-processing
 Cashew mill
 Solvent extraction
 Refining

Cashew seed Pre-processing Plant:

Cashew seed is initially sieved on 2 Seed Cleaners in order to remove unginned bolls, plant
contaminants, sand, stones and any other foreign material. This cleaned seed is then passed
through the first stage of de-linting which consists of 1 de-linters. It is next followed by a
second stage of de-linting consisting of 2 de-linters, to remove the lint from seed. These
linters (both first and second) are cleaned and pressed into bales, of either first-cut linters, or
second-cut linters.

The de-linted seed is then passed through a safety shaker for separation of ferrous material
and is fed into five decorticators. The seed is broken and separated into hulls and meat in this
decorticating section. There can be some quantity of seed which might have hulls mixed in it
and in order to recover the seed from hulls, this material passes through five hull-seed
separators, where the seed is recovered from hulls. The hulls pass through a series of three
double drum beaters, where meat particles are separated from hulls. Hulls are collected
separately and packed in bags. The meat is fed to the cashew mill with the help of a screw
conveyor.
The following operations are carried out in this plant are
 Seed Cleaning:
Cashew seed has been taken directly by company without cleaning and with face
problems, because of impurities like leaf particles, sand and dust in the seed in the
linters curing the delining operating and their quality.

 Delinting:
After cleaning the next stage in processing in delintingcashew from the cashewseed
fuzzy fibres are extracted through this process. There are first cut and second cut, in
the first cut fine cashew is extracted, whereas in the second cut rough cashew is
extracted. At present the plant capacity is 15 MT per day.

 Hull And Separation:

The mixture of hulls and uncut seed from the upper tray of the shaken separator is
conveyed to that of the hull and seed separator. The adjustment of the flow of the air
through the hull and seed separator is important and requires considerable attention in
the beginning.

 Double Drum Hull Beater:

The primary object of his beater is to remove fine flowing powder. This is designed
to reduce the cashew content in the hull. Heavy paddle shafts revolving in drums of
perforated metal do the beating operation.

 Lint Cleaning:
The unusual impurities in the linter are trash sticks. All these have the effect of
lowering the cellulose content of the linters and thus degrading their quality. The
importance of proper cleaning is to make readily salablecashew. Linters cannot be
over emphasized. In order to carry this two prematic covering systems are provided
for the covering of the cycles of the first and second cut delinters.

 Hull Gridding:
The extracted hull is made into fine powder through hull Grinding, blocks of hull are
powdered which can be used as Animal feeds and even in Aquaculture.
Mechanical Excelling Plant (Cashew Mill):

First meat will come from cashewseed per-processing plant to the cashew mill. The meat will
go to the temp conditioner. In this conditioner slightly meat will be heated by the supply of
steam.From this temp conditioner will go two sides that one side there is elevator and the
other side there is a rotator lift? With the use of these two meats will go to the conveyors and
the conveyors will give meat to all the xix expellers. Top of Kettle is opened and there is a
tray to collect the meat, from this tray meat will fall down is the kettle and inside there is a
jacket to heat the meat, steam will come down from the water tube bcashewer and steam is
fed to the kettle to heat the meat with use of E alligators, meat will fall on the warm shaft.
Thus meat will get crushed inside.

There to cashew will come to the bottom part of the machine and cake will come in the front
part of the machine. Again cake will bend into broken cracks i.e., it will become small pieces
then goes to the “Solvent Extraction Plant (SEP)”. Here the cake may have 6% to 8% of
cashew.

Solvent extraction plant (SEP):

Cashew cake breaks into small pieces and that is discharged into the extract in extractor
hexane (One of the petroleum product) is sprayed on the cake. Hexam absorbed from cashew
cake and from the misella. After the extraction, cake contains cashew be 0.5% but this cake
has the hexane, so the de-cashewed cake is sent to the de-hexaning to. In the tuaster, de-
cashewed cake is heated with steam, hexane is evaporated and these are cooled and reused for
extraction.

Refinery:
Crude cashew is having the following undesirable quantities.
 Free fatty acid
 Gums and
 Color pigments.
RawCashew is degummed using Phosphoric Acid / Water in two Sharples Centrifuges. The
Degummed Cashew is chilled to 80 C using Propylene Glycol in ThermaxWapour
Absorption Heat Pump. This is followed by a combined step of Dewaxing and Neutralisation
using Sodium Hydroxide solution in a set of 3 Sharples Centrifuges. The resulting cashew is
washed with hot water twice for effective removal of traces of soap. Now this neutral cashew
is mixed with indigenous as well as imported Bleaching Earth and bleached in a continuous
Bleacher followed by filteration in Pressure Leaf Filters. This cashew is finally De-odourised
at 250 Deg. Cen. under pressure of 2 mm absolute in a Stainless Steel Horizontal
continousDeodouriser. Finally, it is cooled to ambient conditions and passed through series of
Polish Filters and admitted with permitted antioxidents to extend its shelf life. Now it is fit
for packing in consumer packs. The Soapstock received from neutralisation stage is
acidulated to recover Acid Cashew.

PackingSection:
Cashew from Refinery is taken to Working Tanks and then pumped through Polish Filters to
Service Tanks, from where, the cashew is filled into One Ltr. Pouches in Samarpan and
Winpack Packing Machines. Consumer packs of 2 Ltr., 5 Ltr. and 15 Ltr. are also filled by
Spanpack Machine having automatic capsealer and heat tunnel for shrink wrapping. 15 Ltr.
metal containers are also filled, sealed and strapped on Philips make Filling & Sealing
Machine.

Refinery (washed cashew plant):

Crude Cashew from Expeller and Solvent Extraction Plant is neutralised with Caustic Soda
Lye and the resultant soap is removed by 2 Nos. of SharplesCentrifuses. The cashew is
washed with hot water and separated using 2 Nos. of DelavalCentrifuses. It is now dried
under vacuum to remove moisture. This is called Washed Cashew. The soap stock received
from the neutralisation stage can be processed either into Hard Soap or Acid Cashew
depending on demand.
Refining is done in three stages:

 Neutralization:
Cashew is mixed with sodium hydroxide. It is reacted with F.F.A and soap. After
mixing cashew is fed to the centrifuged in I, bubble is rotating with speed due to that
 cashew and soap are separated. That cashew is having the high color. After
neutralization cashew is called neutral cashew for reducing the colour of cashew we
are the next process called bleaching.

 Bleaching:

Neutral cashew is discharged to bleacher aid it is heated with steam vacuum. After
bleaching cashew is filtered for removing the particles. The resultant cashew is called
bleached cashew. It smells bad, to remove it, cashew is de-odorized in de-odouriser.
 De-Odourisation:

Bleached cashew is charged up to 175 degree centrigrade with the help of hot and
cold steam under vacuum. At this temperature, odors and some color pigments are
evaporated. After de-odourisationcashew is filtered and sent to storage tanks that are
called Refined Cashew.
 CHAPTER4
THEORITICAL FRAMEWORK
THEORETICAL FRAME WORK

Employee Retention refers to the techniques employed by the management to help the

employees stay with the organization for a longer period of time. Employee retention

strategies go a long way in motivating the employees so that they stick to the organization for

the maximum time and contribute effectively. Sincere efforts must be taken to ensure growth

and learning for the employees in their current assignments and for them to enjoy their work.

Employee retention has become a major concern for corporates in the current scenario.

Individuals once being trained have a tendency to move to other organizations for better

prospects. Lucrative salary, comfortable timings, better ambience, growth prospects are some

of the factors which prompt an employee to look for a change. Whenever a talented employee

expresses his willingness to move on, it is the responsibility of the management and the

human resource team to intervene immediately and find out the exact reasons leading to the

decision.

Let us understand why retaining a valuable employee is essential for an organization.

 Hiring is not an easy process: The HR Professional shortlists few individuals from a

large pool of talent, conducts preliminary interviews and eventually forwards it to the

respective line managers who further grill them to judge whether they are fit for the

organization or not. Recruiting the right candidate is a time consuming process.

 An organization invests time and money in grooming an individual and make

him ready to work and understand the corporate culture: A new joinee is

completely raw and the management really has to work hard to train him for his
 overall development. It is a complete wastage of time and money when an individual

leaves an organization all of a sudden. The HR has to start the recruitment process all

over again for the same vacancy; a mere duplication of work. Finding a right

employee for an organization is a tedious job and all efforts simply go waste when the

employee leaves.

 When an individual resigns from his present organization, it is more likely that

he would join the competitors: In such cases, employees tend to take all the

strategies, policies from the current organization to the new one. Individuals take all

the important data, information and statistics to their new organization and in some

cases even leak the secrets of the previous organization. To avoid such cases, it is

essential that the new joinee is made to sign a document which stops him from

passing on any information even if he leaves the organization. Strict policy should be

made which prevents the employees to join the competitors. This is an effective way

to retain the employees.

 The employees working for a longer period of time are more familiar with the

company’s policies, guidelines and thus they adjust better: They perform better

than individuals who change jobs frequently. Employees who spend a considerable

time in an organization know the organization in and out and thus are in a position to

contribute effectively.

 Every individual needs time to adjust with others: One needs time to know his

team members well, be friendly with them and eventually trust them. Organizations

are always benefited when the employees are compatible with each other and discuss

things among themselves to come out with something beneficial for all. When a new

individual replaces an existing employee, adjustment problems crop up. Individuals

find it really difficult to establish a comfort level with the other person. After striking
 a rapport with an existing employee, it is a challenge for the employees to adjust with

someone new and most importantly trust him. It is a human tendency to compare a

new joinee with the previous employees and always find faults in him.

 It has been observed that individuals sticking to an organization for a longer

span are more loyal towards the management and the organization: They enjoy

all kinds of benefits from the organization and as a result are more attached to it. They

hardly badmouth their organization and always think in favour of the management.

For them the organization comes first and all other things later.

 It is essential for the organization to retain the valuable employees showing

potential: Every organization needs hardworking and talented employees who can

really come out with something creative and different. No organization can survive if

all the top performers quit. It is essential for the organization to retain those

employees who really work hard and are indispensable for the system.

The management must understand the difference between a valuable employee and an

employee who doesn’t contribute much to the organization. Sincere efforts must be made to

encourage the employees so that they stay happy in the current organization and do not look

for a change.

For an organization to do well and earn profits it is essential that the high potential employees

stick to it for a longer duration and contribute effectively. The employees who spend a

considerable amount of time tend to be loyal and committed towards the management and

always decide in favour of the organization. When you meet someone, there is hardly any

attachment in the beginning, but as the friendship matures, a sense of loyalty and trust

develops. In the same way, when an individual spends a good amount of time in an
organization, he gets emotionally bonded to it and strives hard for furthering the brand image

of the organization.

The management can’t completely put a full stop to the process of employees quitting their

jobs but can control it to a large extent.

Let us go through some strategies to retain an individual:

 An employee looks for a change when his job becomes monotonous and does not

offer anything new. It is essential for everyone to enjoy whatever he does. The

responsibilities must be delegated according to the individual’s specialization

and interests. It is the responsibility of the team leader to assign challenging work to

his team members for them to enjoy work and do not treat it as a burden. Performance

reviews are important to find out whether the employees are really happy with their

work or not.

 Constant disputes among employees encourage them to go for a change. Conflicts

must be avoided to maintain the decorum of the place and avoid spreading negativity

around. Promote activities which bring the employees closer. Organize outdoor

picnics, informal get together for the employees to know each other better and

strengthen the bond among themselves. Let them make friends at the workplace

whom they can really trust. Friendship among employees is one strong factor which

helps to retain employees. Individuals who have reliable friends at the workplace are

reluctant to move on for the sake of friendship. No one likes to leave an organization

where he gets mental peace. It is essential to have a cordial environment at the

workplace.

 The human resource department must ensure that it is hiring the right

candidate. Frustration crops up whenever there is a mismatch. A finance professional

 if is hired for a marketing profile would definitely end up being frustrated and look

for a change. The right candidate must be hired for the right profile. While recruiting

a new candidate, one should also check his track record. An individual who has

changed his previous jobs frequently would also not stick to the present one and thus

should not be hired.

 Employee recognition is one of the most important factors which go a long way

in retaining employees. Nothing works better than appreciating the employees. Their

hard work must be acknowledged. Monetary benefits such as incentives, perks, cash

prize also motivate the employees to a large extent and they prefer sticking to the

organization. The performers must have an upper edge and should get a special

treatment from the management.

 Performance appraisals are also important for an employee to stay motivated

and avoid looking for a change. The salary hike should be directly proportional to

the hard work put by the employees. Partiality must be avoided as it demotivates the

talented ones and prompt them to look for a better opportunity.

 The salary of the employees must be discussed at the time of the interview. The

components of the salary must be transparent and thoroughly discussed with the

individuals at the time of joining to avoid confusions later. The individuals should be

made to join only when the salary as well as other terms and conditions are acceptable

to them.

 The company’s rules and regulations should be made to benefit the employees.

They should be employee friendly. Allow them to take a leave on their birthdays or

come a little late once or twice in a month. It is important for the management to

understand the employees to gain their trust and confidence. The consistent
performers must also have a say in the company’s decisions for them to feel

important.
 CHAPTER5
DATA ANALYSIS
&
INTERPRETATION

DATA ANALYSIS AND INTERPRETATION

Analysis:
Analysis is classifying and rearranging the raw data to arrive at meaningful
interpretation.

Interpretation:
Interpretation is essential because it brings the outcome of the analysis into forefront.
 It is through interpretation that the researcher can understand the abstract principles
that work beneath his founds. Through this he can linkup the same abstract with those
of other studies having the same abstract principle.
 Interpretation leads the establishment of explanatory concepts that can serve as a
guide for tutor research studies.
 Research can appreciate only through interpretation which can make other to
understand of researcher finding a per project study. The data collect are analyzed
sing simple percentage tool as the against the total number of the respondents.
 The content analysis presented in the form of tables and charts.
 TABLE NO 1
AGE OF THE RESPONDENTS
S. No Age No of Respondent Percentage
1 20 Years to 25 years 25 25
2 26 Years to 30 years 38 38
3 31 Years to 35 years 32 32
4 Above 36 Years 5 5
Total 100 100

INTERPRETATION:
The above table shows that 25 percent of the respondents are between 20years to
25years of age, 38 percent of the respondents are between 26years to 30years, 32 percent of
the respondents are between 31years to 36years and 5 percent of the respondents are between
above 36years.
INFERENCE:
Majority 38 percent of the respondents are between the age group of 26 – 30 years.
CHART
AGE OF THE RESPONDENTS
 40

35

30

No of respondent 25

20

15

10

0
20 Years to 25 26 Years to 30 31 Years to 35 Above 36 Years
years years years

Age

TABLE NO: 2
AGE AND EMPLOYEE RETENTION

CHI-SQUARE:

S. No Particular Value Degree of Chi- Inference

Freedom Square
Value
1 Age and Employee 36.944 3 7.815 Rejected
retention

H0 - there is no significant relationship between age and retention problem

H1 – there is a significant relationship between age and retention problem
CHI SQUARE:
Calculated value = 36.944
Degree of freedom =3
Table value = 7.815
Significant level = significant level of 5%
INTERPRETATION:
The above table shows that the calculated value of chi square is greater than the table
value.Hence the null hypothesis is rejected so there is a significant relationship between age
and retention problem.

TABLE NO 3
GENDER OF THE RESPONDENTS
S. No Gender No of Respondent Percentage
1 Male 64 64
2 Female 36 36
Total 100 100

INTERPRETATION:
The above table shows that 64 percent of the respondents are male and 36 percent of
the respondents are female.
INFERENCE:
Majority 64 percent of the respondents are male.
CHART
GENDER OF THE RESPONDENTS
 GENDER

36%

Male
Female

64%

TABLE NO 4
MARITAL STATUS OF THE RESPONDENTS
S. No Marital status No of Respondent Percentage
1 Married 73 73
2 Unmarried 24 24
3 Widow 3 3
Total 100 100

INTERPRETATION:
The above table shows that 73 percent of the respondents are married, 24 percent of
the respondents are unmarried, and 3 percent of the respondents are widow.

INFERENCE:
Majority 73 percent of the respondents are married.

CHART
MARITAL STATUS OF THE RESPONDENTS
 MARITAL STATUS

80

No of the respondent 70
60
50
40
30
20
10
0
Married Unmarried Widow
Marital status

TABLE NO 5
MARITAL STATUS AND EMPLOYEE RETENTION
CHI-SQUARE:

S. No Particular Value Degree of Chi- Inference

Freedom Square
Value
1 Marital Status and 4.268 2 5.991 Accepted
Employee Retention

H0 - there is no significant relationship between marital status and retention problem.

H1 – there is a significant relationship between marital status and retention problem.

CHI SQUARE:

Calculated value = 4.268

Degree of freedom =2
Table value = 5.991
 Significant level = significant level of 5%

INTERPRETATION:
The above table shows that the calculated value of chi square is less than the table
value. Hence the null hypothesis is accepted so there is no significant relationship between
marital status and retention problem.

TABLE NO 6
FAMILY SIZE OF THE RESPONDENTS
S. No Family size No of Respondent Percentage
1 Nuclear 69 69
2 join family 31 31
Total 100 100

INTERPRETATION:
The above table shows that 55 percent of the respondents are from nuclear family, and
45 percent of the respondents are joint family.
INFERENCE:
Majority 69 percent of the respondents are the nuclear family
CHART
FAMILY SIZE OF THE RESPONDENTS
 FAMILY SIZE

31%

Nuclear
join family

69%

TABLE NO 7
MONTHLY SALARY OF THE RESPONDENTS

S. No Monthly salary No of Respondent Percentage

1 Below 6000rs 8 8
2 6001rs to 12000rs 61 61
3 12001rs to 18000rs 27 27
4 Above 18001rs 4 4
Total 100 100

INTERPRETATION:
The above table shows that 8 percent of the respondents are having below 6000rs as
monthly income, 61 percent of the respondents are as monthly income between 6001 to
12000, 27 percent of the respondents are between 12001 to 18000 as monthly income and 4
percent of the respondents are between above 18001 as monthly income.
INFERENCE:
Majority 61 percent of the respondentsare between the 6001 to 12000 as monthly
income.

CHART
MONTHLY SALARY OF THE RESPONDENTS

MONTHLY SALARY
No of the respondent

70
60
50
40
30
20
10
0
Below 6000rs 6001rs to 12000rs 12001rs to Above 18001rs
18000rs

Monthly salary

TABLE NO 8
EDUCATION QUALIFICATION OF THE RESPONDENTS
S. No Education No of Respondent Percentage
1 Illiterate 2 2
2 Up to +2 61 61
3 Up to UG degree 18 18
4 Up to PG degree 7 7
5 Up to diploma 12 12
Total 100 100

INTERPRETATION:
The above table shows that 2 percent of the respondents are illiterate, 61 percent of
the respondents are up to +2, 18 percent of the respondents are up to UG degree, 7 percent of
the respondents are up to PG degree and 12 percent of the respondents are up to diploma.
INFERENCE:
 Majority 61 percent of the respondents are the Education up to +2.

CHART
EDUCATION QUALIFICATION OF THE RESPONDENTS

EDUCATION

70
No of the respondent

60
50
40
30
20
10
0
Illiterate Up to +2 Up to ug degree Up to pg degree Up to diploma

Education

TABLE NO 9
AWARENESS OF THE ORGANIZATION
S. No Know about the organization No of Respondent Percentage
1 Friend 25 25
2 Relative 18 18
3 Neighbour 24 24
4 Nearby home 33 33
Total 100 100

INTERPRETATION:

The above table shows that 25percent of the respondents are awareness of
theorganization in friend, 18 percent of the respondents are awareness of the organization in
relative, 24 percent of the respondents are awareness of the organization in neighbour and 33
percent of the respondents are awareness of the organization in nearby home.

INFERENCE:
Majority 33 percent of the respondents are awareness of the organization nearby
home.
 CHART
AWARENESS OF THE ORGANIZATION

AWARENESS OF THE ORGANIZATION

No of the respondent

35
30
25
20
15
10
5
0
Friend Relative Neighbour Nearby home

Know about the organization

TABLE NO 10
EXPERIENCE
S. No Experience No of Respondent Percentage
1 Below 2years 53 53
2 2 years to 4years 38 38
3 4years to 6years 8 8
4 Above 6years 1 1
Total 100 100

INTERPRETATION:
The above table shows that 53 percent of the respondents are between below 2years
experience, 38 percent of the respondents are between below 2years to 4years experience, 8
percent of the respondents are between below 4years to 6yearsvexperience,and 1 percent of
the respondents are between above 6years experience.
INFERENCE:
Majority 53 percent of the respondents are having the experiencesbelow 2years.

CHART
EXPERIENCE
 EXPERIENCE

No of the respondent 60
50
40
30
20
10
0
Below 2years 2 years to 4years 4years to 6years Above 6years

Experience

TABLE NO 11
MOTIVATION OF THE JOB
S. No Motivation of the job No of Respondent Percentage
1 Salary 31 31
2 Native of job 50 50
3 Reputation 19 19
Total 100 100

INTERPRETATION:
The above table shows that 31 percent of the respondents are motivated by salary, 50
percent of the respondents are motivated by native of job, and 19 percent of the respondents
are motivated by reputation.

INFERENCE:
Majority 50 percent of the respondents are motivatedby native of job.

CHART
MOTIVATION OF THE JOB
 MOTIVATION OF THE JOB
60

50
No of the respondent

40

30

20

10

0
Salary Native of job Reputation

Motivation of the job

TABLE NO 12
RETENTION PROBLEMS
S. No Retention problem No of Respondent Percentage
1 Yes 90 90
2 No 10 10
Total 100 100

INTERPRETATION:
The above table shows that 90 percent of the respondents are have retention problem,
and 10 percent of the respondents are have no retention problem.

INFERENCE:
Majority 90 percent of the respondents are the have retention problem.
CHART
RETENTION PROBLEMS
 RETENTION PROBLEMS
100
90
90
80
70
60
50
40
30
20
10
10
0
Yes No

TABLE NO 13
RELATIONSHIP WITH MANAGEMENT

S. No Relationship with management No of Respondent Percentage

1 Strongly disagree 26 26
2 Disagree 36 36
3 Natural 30 30
4 Agree 7 7
5 Strongly agree 1 1
Total 100 100

INTERPRETATION:
The above table shows that 26 percent of the respondents are strongly disagree in
good relationship with management, 36 percent of the respondents are disagree in good
relationship with management, 30 percent of the respondents are natural in good relationship
with management, 7 percent of the respondents are agree in good relationship with
management, and 1 percent of the respondent are strongly agree in good relationship with
management.

INFERENCE:
 Majority 36 percent of the respondents are disagreeing in relationship with
management.
CHART
RELATIONSHIP WITH MANAGEMENT

RELATIONSHIP WITH MANAGEMENT

No of the respondent

40
30
20
10
0
Strongly Disagree Natural Agree Strongly
disagree agree
Good relationship with management
 TABLE NO 14
REWARDS & RECOGNITION
S. No Rewards And Recognition No of Respondent Percentage
1 Strongly disagree 32 32
2 Disagree 49 49
3 Natural 18 18
4 Agree 1 1
Total 100 100

INTERPRETATION:
The above table shows that 32 percent of the respondents are strongly disagree in
rewards &recognition, 49 percent of the respondents are disagree in rewards &recognition, 18
percent of the respondents are natural in rewards &recognition, 1 percent of the respondent
are agree rewards &recognition.
INFERENCE:
Majority 49 percent of the respondents are the disagree in Rewards and Recognition.
CHART
REWARDS & RECOGNITION

REWARDS & RECOGNITION

50
45
No of the respondent

40
35
30
25
20
15
10
5
0
Strongly disagree Disagree Natural Agree

Rewards & Recognition

TABLE NO 15
 INFRASTRUCTURE
S. No Infrastructure No of Respondent Percentage
1 Strongly disagree 9 9
2 Disagree 49 49
3 Neutral 38 38
4 Agree 4 5
Total 100 100
-

INTERPRETATION:
The above table shows that 9 percent of the respondents are strongly disagree in
infrastructure, 49 percent of the respondents are disagree in infrastructure, 38 percent of the
respondents are between in infrastructure, and 4 percent of the respondents are agree in
infrastructure.

INFERENCE:
Majority 49 percent of the respondents are disagreeing in infrastructure.

CHART
INFRASTRUCTURE

INFEASTRUCTURE

50
No of the respondent

40
30
20
10
0
Strongly Disagree Neutral Agree
disagree
Infrastructure

TABLE NO 16
WORK SCHEDULE
 S. No Work Schedule No of Respondent Percentage
1 Strongly disagree 11 11
2 Disagree 42 42
3 Neutral 46 46
4 Agree 1 1
Total 100 100

INTERPRETATION:
The above table shows that 11 percent of the respondents are strongly disagree in
work schedule, 42 percent of the respondents are disagree in work schedule, 46 percent of the
respondents are natural in work schedule, and 1 percent of the respondent are agree in work
schedule.

INFERENCE:
Majority 46 percent of the respondents are having the work Schedulein neutral.

CHART
WORK SCHEDULE

WORK SCHEDULE

50
45
No of the respondent

40
35
30
25
20
15
10
5
0
Strongly disagree Disagree Neutral Agree

Work schedule

TABLE NO 17
COMPANY POLICY
S. No Company policy No of Respondent Percentage
 1 Strongly disagree 22 22
2 Disagree 45 45
3 Neutral 33 33
Total 100 100

INTERPRETATION:
The above table shows that 22 percent of the respondents are strongly disagree in
company policy, 45 percent of the respondents are disagree in company policy, and 33
percent of the respondents are natural in company policy.

INFERENCE:
Majority 45 percent of the respondents aredisagreed with the company’s policies.

CHART
COMPANY POLICY

COMPANY POLICY
50
45
40
No of the respondent

35
30
25
20
15
10
5
0
Strongly disagree Disagree Neutral

Company policy

TABLE NO 18
AVAILABILITY OF PROMOTION OPPORTUNITY

S. No Promotion Opportunity No of Respondent Percentage

1 Strongly disagree 62 62
2 Disagree 29 29
3 Neutral 9 9
Total 100 100
INTERPRETATION:
The above table shows that 62 percent of the respondents are strongly disagree in
promotion opportunity, 29 percent of the respondents are disagree in promotion opportunity,
and 9 percent of the respondents are natural in promotion opportunity.

INFERENCE:
Majority 62 percent of the respondents are having the promotion opportunities in
strongly disagreed.

CHART
AVAILABILITY OF PROMOTION OPPORTUNITY

PROMOTION OPPORTUNITY

9%

Strongly disagree
29%
Disagree
Neutral

62%

TABLE NO 19
JOB SECURITY
S. No Job security No of Respondent Percentage
1 Strongly disagree 78 78
2 Disagree 19 19
3 Neutral 3 3
Total 100 100
INTERPRETATION:
The above table shows that 78 percent of the respondents are strongly disagree in job
security, 19 percent of the respondents are disagree in job security, and 3 percent of the
respondents are natural in job security.

INFERENCE:
Majority 78 percent of the respondents arestrongly disagreedwith the job securities.

CHART
JOB SECURITY

JOB SECURITY

80
70
No of the respondent

60
50
40
30
20
10
0
Strongly disagree Disagree Neutral

Job security

TABLE NO 20
STATUTORY BENEFIT
S. No Statutory benefit No of Respondent Percentage
1 Strongly disagree 12 12
2 Disagree 52 52
3 Neutral 29 29
4 Agree 7 7
Total 100 100
INTERPRETATION:
The above table shows that 12 percent of the respondents are strongly disagree in
statutory benefit, 52 percent of the respondents are disagree in statutory benefit, 29 percent of
the respondents are natural in statutory benefit, and 7 percent of the respondents are agree in
statutory benefit.

INFERENCE:
Majority 52 percent of the respondents are disagreed with the statutory benefits.
CHART
STATUTORY BENEFIT

STATUTORY BENEFIT

60
No of the respondent

50

40

30

20

10

0
Strongly disagree Disagree Neutral Agree

Statutory benefit
 CHAPTER VI
FINDINGS
SUGGESTIONS
CONCLUSIONS

FINDINGS

Employee retention at VSE overall findings is

Majority 38 percent of the respondents are between the age group of 26 – 30 years.
Majority 64 percent of the respondents are male.
Majority 73 percent of the respondents are married.
Majority 69 percent of the respondents are the nuclear family.
Majority 61 percent of the respondents are between the 6001 to 12000 as monthly
income
Majority 61 percent of the respondents are the Education up to +2.
Majority 33 percent of the respondents are awareness of the organization nearby
home.
Majority 53 percent of the respondents are having the experiencesbelow 2years.
Majority 50 percent of the respondents are motivated by native of job.
Majority 90 percent of the respondents are the have retention problem.
Majority 36 percent of the respondents are disagreeing in relationship with
management.
Majority 49 percent of the respondents are the disagree in Rewards and Recognition.
Majority 49 percent of the respondents are disagreeing in infrastructure.
Majority 46 percent of the respondents are having the work Schedulein neutral.
Majority 45 percent of the respondents are disagreed with the company’s policies.
Majority 62 percent of the respondents are having the promotion opportunities in
strongly disagreed.
Majority 78 percent of the respondents are strongly disagreed with the job securities.
Majority 52 percent of the respondents are disagreed with the statutory benefits.
Majority 52 percent of the respondents are disagreed with the motivation of
employee.
Majority 47 percent of the respondents are disagreed with the appraisal systems.
Majority 80 percent of the respondents are having opportunities to share your ideas at
work no.
Majority 52 percent of the respondents’ percent are the training program no.
Majority 26 percent of the respondents are between the career opportunities no.
Majority 26 percent of the respondents are the reasons for leave career opportunity.
Majority 67 percent of the respondents are the statutory incentive no.
Majority 81 percent of the respondents are satisfied working hours no.
Majority 80 percent of the respondents are the not benefit offered by the organization.
Majority 52 percent of the respondents are the participation in holidays not at all.
Suggestions

Retaining key personnel is critical to long term success of an organization. A

Retention Strategy has become essential if your organization is to be productive over time
and can become an important part of your hiring strategy by attracting the best candidates. In
fact, some companies do not have to recruit because they receive so many qualified
unsolicited submissions due to their history of excellence in employee retention. How do you
get your employees to "fall in Love" with your organization? This is a great question. Some
of the suggestions for this can be summarized as follows:

 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 want to change their work schedule and policies of their organisation
 The company should also develop their infrastructure facility of their organisation.
 The company want to reduce their employee retention problem and provide
promotion offers to their employees
 The company should provide job security and statutory benefits to their employees.
 The company should provide training programs for their employees
 The company should provide career opportunities to the employees.
 The company should provide proper incentives to the employees
 The company should maintain proper work timings for the employees and should
main a proper attendance of the employees.
 The company should provide other benefits properly to the employees.

Conclusion

The research has a humble attempt in identifying the causes of employee retention
and come up with a few suggestions.
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. Though slow, the process of concretization is sure to produce the desired
results conducted in proper ways.
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.

QUESTIONNAIRE

1. Name :

2. Age :
a. 20yers To 25yers [ ]
b. 26yers To 30yers [ ]
c. 31yers To 35yers [ ]
d. Above 36yers [ ]
3. Gender:
a. Male [ ]
b. Female [ ]

4. Marital Status:
a. Married [ ]
b. Unmarried [ ]
c. Divorce [ ]
d. Widow [ ]

5. Family Size :
a. Nuclear [ ]
b. Join family [ ]
6. Monthly Salary:
a. Below 6000rs [ ]
b. 6001rs To 12000rs [ ]
c. 12001rs To 18000rs [ ]
d. Above 18001rs [ ]

7. Education Qualification:
a. Illiterate [ ]
b. Up To 12th [ ]
c. Up To UG Degree [ ]
d. Up To PG Degree [ ]
e. Up To Diploma [ ]

8. How Do You Come To Know About The Organization:

a. Friend [ ]
b. Relative [ ]
c. Neighbour [ ]
d. Nearby Home [ ]

9. How Long You Work In This Organization:

 a. Below Two Years [ ]
b. Two Years To Four Years [ ]
c. Four Year To Six Years [ ]
d. Above Six Years [ ]

10. What Motivated You To Take Up Job:

a. Salary [ ]
b. Native Of Job [ ]
c. Reputation [ ]

11. Do You Know Any Specified Retention Problems In Your Organization:

a. Yes [ ]
b. No [ ]

12. Problems Faced By Them:

Variables SA A N DA SDA
A) Good Relationship
With Management

B) Rewards And
Recognition
C) Infrastructure
D) Work Schedule
E) Company Policy
And Procedure
F) Availability Of
Promotion
Opportunity
G) Job Security
H) Statutory benefit
I) Motivation Of
Employees
J) Rate Of The
Appraisal System
13. Do You Have An Opportunity To Share Your Ideas At Work:
a. Yes [ ]
b. No [ ]

14. Have You Attended Any Training Programs:

a. Yes [ ] If Specify:
b. No [ ]

BIBILIOGRAPHY

BIBLIOGRAPHY

Name of the
Name of Edition/
Sl.No. Title of the Book Publisher &
the Author Volume No.
Year
 Vikas
H.R Indian Financial publishing
1 3rd edition
Machiraju System house pvt.ltd.,
2007
Bhabitosh Fundamentals of
2 1st edition PHI, 2008
Banerjee financial management
Financial Himalaya
R.M.
3 (management & 3rd edition publishing
Srivastava
policy) house, 2009
Financial principles
4 Sudhindra 2nd edition Excel books
and practice
Vikas
publishing
5 I.M. Pandey Financial management 9th edition
house pvt.ltd.,
2007

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