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A STUDY ON EMPLOYEE EXPECTATION ON JOB RETENTION
Dr.S. Poongavanam
Assistant Professor, AMET Business School, AMET University, Chennai
ABSTRACT- Employee retention is an important challenge faced
by Indian corporate. Many research studies has shown that there
is enormous requirement for trained professionals across global,
which has resulted in leaving the organization in search of
greener territory. Organizations in today’s context don’t want to
drop their employee due to changing economy, growing rivalry
and dearth of capable employee as this would in turn affect their
bottom lines significantly. So it had shaped the necessity for
crafting valuable retention plan. The present study therefore aims
at examining the factors responsible for employees leaving the
organization.
Keywords: Employee retention, Positive environment & review the current HR practices followed in the company.
Promotion.
1. INTRODUCTION
Employee retention is a practice in which the workers
are encouraged to stay in the organization for the highest period
of time or until the conclusion of the task. Employee retention is
valuable for the organization & also for the employee. Nowadays
employees are diverse, they are the ones who have excellent
opening in their hand. As soon as they sense unhappy with the
existing employer/job, they change over to the next employment.
It is the duty of the boss to save the most excellent employees. If
they don’t, they would be missing the good team. A superior
employer should know how to attract and hold its employees.
Employee retention would require a lot of hard work, force, and
resources but the outcomes are value to the institute.
It happens to very imperative for business people to keep
hold of their human resources. The organization knows the
standards of their employees and they want them to stick on to the
organization. The organizations are aware of the cause and
implement loads of strategy for retaining the employee.
Employee retention is joined at the hip, and
represents major HR challenges as we move further into the 21st
Century. How do we keep our talent, given unprecedented
shortages and erosion of loyalty, and how do we keep them
engaged, and even passionate about the work they do? Given the
growing severity of these problems, The Human Resource
Planning Society has devoted this entire issue to employee
retention.
2. LITERATURE REVIEW
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Tiwari Pankaj, Batra Shaizal, Naidu Gargi, (2008) in
their research work explain that large number of research work
has already undertaken in the field of employee retention and it
plays a very crucial part as it involves the confidence, trust and
loyalty of an individual. They had predicted mere selection does
not ensure the growth, prosperity but it requires continuous
monitoring and support of the management to take out the best
from their employees.
Charry (2002) clarifies employee retention has become a
major challenge for HR executives in the pharmaceuticals
industry. Organizations get on to talent management need to
Huselid (2005) predicts employee retention play a
significant role in attainment of organizational effectiveness and
performance. Competition and the lack of availability of highly
talented skilled employees make the organization a major setback
to find and retain the talented employees.
Flegley (2006) analysis the assessment of employees to
ensure the best match to the job and the company and
assimilating them to ensure successful integration into the
workplace, the culture of the organization and specific roles and
responsibilities are equally important. (Morgan, 2004)
Organizations are laying emphasis on initiatives that can be put in
place to help it retain and nurture the talent. (Pandit, 2007)
Earlier studies on employee turnover focussed mainly on
understanding causal mechanisms. Despite several studies carried
out on employee retention, the strategic human resource
researchers are still investigating the causal mechanisms between
HR practices and firm’s performance (Collins and Clark, 2003;
Hatch and Dyer, 2004) mostly related to voluntary turnover as a
critical component (Shaw, Gupta and Delery, 2005) as employee
retention plays a vital role in bridging the gap between the macro
strategies and micro behaviour in Organizations.
3. OBJECTIVES OF THE STUDY
To study the employee expectations in Origin Private
Limited.
To examine the factors influencing the employee retention in
Origin private Ltd.
To give viable suggestions to retain the people.
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3.1 SCOPE OF THE STUDY 4.2 SAMPLE SIZE

The study could help the organization to know about the A part of the population selected for study is called a
present employee Conditions. sample. The selection of a group of individuals or items from a
population in such a way that this group represents the population
It Identify the factors responsible for employee retention. is known as sample. Sample size is 100.
This study can recognize the people who are valuable in 4.3 CONSTRUCTION OF THE QUESTIONNAIRE
the organization.
In constructing the questionnaire, care was taken to
To identify areas and activities that has greatest potential
envisage the difficulties that the respondents may face while
in retaining employees.
answering them. First a rough listing to questions was prepares
Creating an environment where people want to work and keeping in view, the objectives of study. All the questions and in
have fun, leading to high morale rough listing were then scrutinized and modifications were made
after consultations with the managing director in the company.
During the process care was taken to avoid questions.
3.2 LIMITATIONS OF THE STUDY
Dichotomous, multiple-choice questions, ranking scale,
rating scale were used in measuring the buying intentions of
The study is confined with the middle level and bottom level
particular type of the services.
employees of the organization.

Most of the employees are afraid for answering the 4.4 STATISTICAL TOOLS
questionnaire.
 Percentage Analysis
Time and budget constraint  Chi square test

4. RESEARCH METHODOLOGY 5. DATA ANALYSIS AND INTERPRETATION

Research design is specification of methods and TABLE 1 SHOWS FEEEDBACK ON POSITIVE WORK
procedures for acquiring the information needed to structure or to ENVIRONMENT:
solve problem. Research design is defined as, “the arrangement of
condition for collection and analysis of the data in a manner that DIMENSIONS NO. OF PERCENTAGE
aims to combine & to examine the use with minimum expenses’’ RESPONDENTS
.In this study the researcher have used descriptive research
design. Yes 83 83

Descriptive study is a fact-finding investigation

with sufficient analysis. It is more detailed than an exploratory No 17 17
study, it spotlight the particular characteristic of the problem. It is
intended to assemble vital information and present information to
TOTAL 100 100
prepare more classy studies. The researcher can be used simple
random sampling for collection of data. In this simple random
sampling the researcher used tick and pick method. The sample is The above table shows that, 83% of the respondents said that
collected on the basis of descriptive research type of study. organization consists the positive work Environment, 17% of the
respondents said that organization not consists the positive work
4.1 SOURCE OF DATA COLLECTION Environment.

The study is fully based on primary data. Data were collected TABLE 2 SHOWS FEEDBACK ON COMMUNICATION
through a constructed questionnaire.. The researcher sends SYSTEM BETWEEN
questionnaires to the respondents with a request to return after EMPLOYEE AND EMPLOYER:
completing the same. It is a popular method in various economic
and business surveys. Secondary data refers to the information
which is previously collected and scrutinized by some
researchers.

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DIMENSIONS NO. OF
RESPONDENTS PERCENTAGE DIMENSIONS NO. OF PERCENTAGE
Strongly agree 16 16 RESPONDENTS
Agree 73 73 Strongly agree 5 5
Disagree 9 9 Agree 70 70
Strongly Disagree 2 2 Disagree 24 24
TOTAL 100 100 Strongly Disagree 1 1
TOTAL 100 100
The above table shows that, 73% of the respondents are
agreed that communication system is good,16% of the The above table shows that, 70% of the respondents are
respondents are strongly agreed that communication system is agreed that the welfare facilities are good and satisfactory in the
good, 9% of the respondents are disagreed that communication organization, 24% of the respondents are disagreed that the
system is not good,2% of the respondents are strongly Disagreed welfare facilities are not good and satisfactory in the
that communication system is not good . organization,5% of the respondents are strongly agreed that the
welfare facilities are good and satisfactory in the organization,1%
TABLE 3 SHOWS FEEDBACK ON WORK SCHEDULE: of the respondents are strongly disagreed that the welfare
facilities are not good and satisfactory in the organization.
NO. OF TABLE 6 SHOWS FEEDBACK ON CAREER
DIMENSIONS RESPONDENTS PERCENTAGE DEVELOPMENT:
Yes 53 53
DIMENSIONS NO. OF PERCENTAGE
No 47 47 RESPONDENTS
Strongly agree 4 4
TOTAL 100 100 Agree 65 65
Disagree 31 31
The above table shows that, 65% of the respondents Strongly 0 0
agreed that their work schedule allows adequate flexibility to Disagree
accommodate their family obligation, 31% of the respondents TOTAL 100 100
disagreed that their work schedule allows adequate flexibility to
accommodate their family obligation,4% of the respondents
strongly agreed that their work schedule allows adequate The above table shows that, 53% of the respondents
flexibility to accommodate their family obligation. said fair opportunity given by the organization for career
development, 47% of the respondents said fair opportunity not
TABLE 4 SHOWS WORK EXPERIENCE OF THE given by the organization for career development.
RESPONDENTS IN ORIGIN SOFTWARE SOLUTIONS
PRIVATE LIMITED: TABLE 7 SHOWS FEEDBACK ON ADDITIONAL
DIMENSIONS NO. OF PERCENTAGE
NO. OF RESPONDENTS
DIMENSIONS RESPONDENTS PERCENTAGE
Below 5 yrs 97 97 Yes 66 66
5 to 10 yrs 3 3
10 to 15 yrs 0 0 No 34 34
Above 15 yrs 0 0
TOTAL 100 100
TOTAL 100 100
RESPONSIBILITIES:
The above table shows that, 97% of the respondents
have work experience of below 5 years, 3% of the respondents The above table shows that, 66% of the respondents have
have between 5 to 10 years. responded that they are getting additional responsibilities in their
job and the remaining 34% of the respondents have responded
that they are not getting additional responsibilities in their job.
TABLE 5 SHOWS FEEDBACK ON WELFARE
FACILITIES:
TABLE 8 SHOWS FACTORS INFLUENCING EMPLOYEE
INTENTION

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DIMENSIONS NO.OF PERCENTAGE χ² = 1.132
RESPONDENTS Table Value χ² for 1 degrees of freedom at 5% level of significant
Job security 15 15 is 1.642
df 1
Work 56 56 Calculate value < table value
Environment 1.132 < 1.642
Welfare Measures 19 19
Rewards 3 3 Hence H1 is accepted and H0 is rejected.
Hence there is a significant relationship between ER and gender..
Promotion 7 7
TOTAL 100 100 5.1.3 MAJOR FINDINGS:
 70% of the respondents are agreed that the welfare
facilities are good and satisfactory in the organization.
The above table show that, 56% of the respondents
responded that Work Environment factor influences them more to  53% of the respondents said fair opportunity given by
retain back in ORIGIN, 19% of the respondents responded that the organization for career development.
Welfare Measures factor influences them more to stay back in
ORIGIN, 15% of the respondents responded that Job Security  76% of the respondents are satisfied with their job.
factor influences them more to stay in ORIGIN, 7% of the
respondents responded that Promotion factor influences them  55% of the respondents felt that they were not rewarded
more to remain in ORIGIN and remaining 3% of the respondents for their performance.
responded that Rewards factor influences them more to stay back
in ORIGIN.  56% of the respondents responded that Work
Environment factor influences them more to retain back
5.1 CHI SQUARE ANALYSES in ORIGIN

5.1.1 NULL HYPOTHESIS:  From the Chi-Square Analysis there is no significant

relationship between the career development and gender.
There is no significance relationship between the employee
retention and gender.  From the Chi-Square Analysis there is no significant
relationship between work experience levels of
5.1.2 ALTERNATIVE HYPOSTHESIS: satisfaction with Monetary & Non - Monetary benefits.

There is a significance relationship between the employee

retention and gender. 5.1.4 SUGGESTIONS:
Based upon the findings of the study, the following
Observed frequency: suggestions are made by the researcher in order to make the
employee retention of O P Limited more effective.
SI.NO EMPLOYEE GENDER TOTAL
RETENTION  Work load pressure makes the employee to switch over
to other company, so overloading of work to the
MALE FEMALE employees can be reduced by assigning additional man
1 YES 53 0 53 power wherever necessary.
2 NO 46 1 47
 Employees must believe on the reward,
TOTAL 99 1 100 acknowledgement and appreciation. Giving regular
increment or promotion assists to maintain the staff.
Expected frequency:
 Organizations can introduce job rotation that their job is
SI.NO CAREERE GENDER TOTAL interesting of challenging.
DEVELOPMENT
MALE FEMALE 6. CONCLUSION
1 YES 52.47 0.53 53
2 NO 46.53 0.47 47 As we are all aware of that employee is one of the
TOTAL 99 1 100 great and valuable assets to each and every organization in this
era. First and foremost keeping the talent employee is essential to

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the company and gives better results to the organization. It
identifies the HR factor includes selection, remuneration,
recognize and reward, training and career development,
challenging opportunity, leadership behavior, company culture
and policies and satisfactory work environment were discussed
to establish relationships to organization commitment and intent
to stay for a long time in the organization. Finally retention
predictors such as age, gender, educational qualification and
industry highlighted in relation to influence on organizational
commitment and intent to stay.

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