A STUDY ON EMPLOYEE RETENTION WITH

SPECIAL REFERENCE TO IT SECTOR

PROJECT REPORT

Submitted By
Anuranjan Thakur

Under The Guidance Of

Mr. Suresh Sharma
(Assistant Professor)
Finance Department, HPU-Shimla-04

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 CONTENT

Chapter Title Page No

No
I INTRODUCTION 3-7
1.1 Introduction of the study 3-6
1.2 Definition of the study 6
1.3 Retain employees 7-8
1.4 Importance of the study 8-11
1.6 Background of the Study 11
1.7 Need of the study 11-15
II REVIEW OF LITERATURE 16-18
III RESEARCH METHODOLOGY 18-24
IV COMPANY PROFILE 24-25
V ANALYSIS AND INTERPRETATION 25-40
VI FINDINGS, SUGGESTIONS AND CONCLUSION 41-43
6.1 Findings 41
6.2 Suggestions 42-43
6.3 Conclusion 43
Bibliography 44
Appendix 45-50

CHAPTER-I
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 INTRODUCTION

 Introduction of the study:

Employee Retention involves taking measures to encourage employees to

remain in the organization for the maximum period. It is a process in which the
employees are encouraged to remain with the organization for the maximum
period 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

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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 abound. Employees stay and leave organizations for several
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 affecting 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

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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 several 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 count a lot in this regard. It is the need of the hour that hr managers
should identify the needs of the employee and then devise the retention
strategies. One strategy does not fit all of them as different individuals have
different priorities. Hr professionals face the vital challenge of retaining talented
employees. Employee retention is very critical to the long-term health of any
organization. When an organization loses its talented employee it leaves a
negative impact on innovation, customer satisfaction, knowledge gained during
the past years and on the profitability of the organization. Moreover, replacing
the cost of another employee contributes 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 count 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,

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knowledge gain during the past years and on the profitability of the organization.
Moreover, 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 devise the retention strategies. One strategy does not
fit all of them as different individuals have different priorities. HR professionals
face the vital challenge of retaining talented employees. Employee retention is
very critical to the long-term health of any organization. When an organization
loses its talented employee it leaves a negative impact on innovation, customer
satisfaction, knowledge gained during the past years and on the profitability of
the organization. Moreover, replacing the cost of another employee contributes a
lot to the organization.

 Definition of the study:

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 differs 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

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  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.

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
organizational culture in the long run converts to organizational ethics and people
feel reluctant to leave by making it as a steppingstone when appreciation and
rewards in form of compensation awaits them in comparison to the market trend.
In view of the description given it is necessary to examine the facts as to how to
retain them. There are four basic factors that play an important role in increasing
employees’ retention, including: salary and remuneration, providing recognition,
benefits and opportunities for individual growth. But are they positively
contributing to the retention rates of the company? Salaries these days hardly
reduce turnover. Today’s employees look beyond the money factor. In order to
ensure that organizations are behaving more customer-oriented, they need to be

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equally employee centric in order to match the intellectual property and their
products and services. While there cannot be a single reason, a few common
issues that cause a high attrition rate among employees are: 

 Inadequate salary and growth opportunities

 Lack of work-life balance
 Lack of recognition and appreciation
 Limited opportunities for career growth
 Bad company culture
 Feeling overworked
 Desire for a change
 Dissatisfaction with the management
 Boredom and stagnation

 Importance 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. 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:

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 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
employee is completely raw, and the management really must work hard to
train him for his overall development. It is a complete wastage of time and
money when an individual leaves an organization suddenly. The HR must
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 are more familiar with the
company’s policies, guidelines and thus they adjust better: They perform

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 better than individuals who change jobs frequently. Employees who spend
a considerable time in an organization know the organization in and out
and thus can 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 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

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 the organization to retain those employees who really work hard and are
indispensable for the system.

 1.6 Background of the Study:

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 IT field. The next paragraphs
discuss the Background of the study by clarifying the theoretical framework for
the main Problems with employee retention.

 Need of the study:

The researcher attempts to determine employee's retention in IT sector in

relation to the HR tactics used. Employee retention in the IT sector is a critical
aspect of building a successful and stable workforce. Given the high demand for
skilled professionals in this industry, it becomes even more crucial to implement
strategies that encourage employees to stay with the company. Here are some
key factors and strategies for employee retention in the IT sector:

1. Competitive Compensation: Offer competitive salaries and benefits

packages to attract and retain top talent. Regularly review and adjust
compensation to remain competitive in the market.

2. Professional Development: Provide opportunities for continuous learning

and career growth. Support employees in acquiring new skills, attending

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 conferences, and obtaining certifications. Create a culture that values and
invests in employee development.

3. Work-Life Balance: Promote a healthy work-life balance by offering flexible

work arrangements, such as remote work options or flexible hours.
Encourage employees to take breaks, vacations, and time off to prevent
burnout.

4. Challenging and Meaningful Work: Assign employees to projects that align

with their interests and expertise. Provide opportunities for innovation,
problem-solving, and decision-making to keep them engaged and
motivated.

5. Recognition and Rewards: Recognize and appreciate employees'

contributions regularly. Implement an effective performance management
system that includes rewards, incentives, and promotions based on merit
and achievement.

6. Positive Work Environment: Foster a supportive and inclusive work culture.

Encourage teamwork, collaboration, and open communication. Address any
workplace issues promptly and provide opportunities for feedback and
suggestions.

7. Employee Engagement: Involve employees in decision-making processes

and encourage them to contribute ideas and suggestions. Organize team-
building activities, social events, and initiatives that foster a sense of
belonging and camaraderie.

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 8. Mentorship and Leadership Development: Establish mentorship programs
to facilitate knowledge transfer and career guidance. Offer leadership
development opportunities to nurture future leaders within the
organization.

9. Transparent Communication: Maintain open and transparent

communication channels. Keep employees informed about company
updates, changes, and future. Encourage two-way communication and
provide opportunities for employees to share their thoughts and concerns.

10.Employee Wellness Programs: Promote employee wellness through

initiatives like wellness programs, gym memberships, mental health
support, and stress management resources. Show genuine concern for
employees' well-being.

Remember that each organization is unique, so it's important to assess the

specific needs and preferences of your employees to tailor retention strategies
accordingly. Regularly gather feedback through surveys, stay updated on industry
trends, and adapt your retention initiatives to keep up with the evolving demands
of the IT sector.

This thing also depends on the mentality of the employees in the particular
sector we are dealing with. The mentality of employees in the IT sector can vary,
but there are some common characteristics and attitudes often found in this
industry:

1. Passion for Technology: IT professionals typically have a genuine passion

for technology and its potential to solve problems and drive innovation.

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 They are often curious and continuously seek to learn and explore new
technologies.

2. Problem-Solving Orientation: IT employees are often analytical and have a

strong problem-solving orientation. They enjoy tackling complex challenges
and finding creative solutions. They are persistent in troubleshooting and
resolving technical issues.

3. Continuous Learning: The IT industry is dynamic and constantly evolving. IT

professionals understand the importance of continuous learning to stay
updated with the latest trends, tools, and techniques. They are motivated
to acquire new skills and expand their knowledge base.

4. Adaptability: Given the rapid pace of technological advancements, IT

professionals need to be adaptable and flexible. They can quickly adapt to
changes in technologies, frameworks, and methodologies. They embrace
change and are open to exploring new approaches.

5. Collaboration and Teamwork: While IT work can involve individual tasks,

collaboration and teamwork are often essential, especially in larger
projects. IT professionals understand the value of collaboration,
communication, and working effectively in cross-functional teams.

6. Attention to Detail: IT work often requires a high level of attention to detail.

From writing code to configuring systems, IT professionals understand the
importance of accuracy and precision in their work. Small mistakes can
have significant consequences, so they prioritize thoroughness.

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 7. Strong Work Ethic: IT professionals often possess a strong work ethic. They
are willing to put in the time and effort required to meet deadlines and
deliver quality work. They understand the demands of their role and are
committed to achieving results.

8. Curiosity and Innovation: IT employees are often driven by curiosity and a

desire to innovate. They enjoy exploring new technologies, experimenting
with different approaches, and finding better ways to solve problems. They
are often motivated by the opportunity to make a meaningful impact.

9. Adaptation to Change: The IT sector experiences frequent changes,

whether it's in technology, project requirements, or market demands. IT
professionals are generally adaptable and resilient, willing to embrace
change and quickly adapt to new circumstances.

10.Quality and Professionalism: IT professionals typically have a strong

commitment to delivering high-quality work. They adhere to professional
standards, follow best practices, and take pride in their work. They value
craftsmanship and strive for excellence.

It's important to note that these characteristics can vary among individuals
and depend on their specific roles, experience levels, and personal traits.
Organizations should strive to create an environment that nurtures and supports
these qualities to foster a motivated and engaged workforce in the IT sector.

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 CHAPTER-II

REVIEW OF LITERATURE

Tammy C. Morse (1): Humour 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.

Ruslan Gurtoviy (2): 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

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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
labour market if imminent bankruptcy is avoided.

Klara Nelson (3): 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.

Reference:

1. 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.

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 2. Luis G. Gonzalez and Ruslan Gurtoviy, Employee Retention via Stock
Options, the Journal of the Laboratory Animal Management Association’,
Volume-20, Issue -2, and 2008.
3. Klara Nelson, The University of Tampa, Designing for knowledge worker
retention & organization performance, Journal of Management seresh,
Volume-2, Issue-7, and August 2009.

CHAPTER-III

RESEARCH METHODOLOGY: -

Introduction:

Research is the process of systematic and in-depth study or search for

any 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 led better support to research finding for

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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 framework 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 enquiries 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:

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 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.

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The research approach:

Survey Method

The research instrument:

Google survey

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 10 employees. The techniques of
sampling unit in this study are convenience sampling.

Convenience sampling:

In this method the sample units are chosen primarily based on the
convenience to the researcher.

Statistical tools used:

A. Simple percentage analysis

B. Chi-square
C. Likert Scale Analysis

A. Simple percentage analysis:

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 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

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 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, psychologist Rensis 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, the 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) reveal 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.

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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.

Questionnaire:

The questionnaire is prepared in such a way that is correct the

comprehensive objectives of the study. Open end, multiple choice of
questionnaire adopted in this research.

Period of study:

The time period of the study is 45 days.

COMPANY PROFILE

Name of the Concern : Alaric Ventures Pvt. Ltd.

Address : 328, Bestech business towers, Block-A, Sector-

66, Mohali, Punjab, India

Activity : IT Sector

OUR VISION AND MISSION

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 Vision and Mission statement of Alaric Ventures is as follows:

Our vision:
 To be known and recognized as a progressive and dynamic IT company,
ever ready to meet the evolving need of customers and society.
Our mission:
 We believe in providing unmatchable service and irreplaceable experience
to our customers and provide best possible Business solutions &
information to help them focus on their core business.

CHAPTER-IV

ANALYSIS, INTERPRETATION AND INFERENCE

 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

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 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 is
analysed using 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: 4.1

AGE OF THE RESPONDENTS

S. No Age No of
Respondent
1 20 Years to 25 2
years
2 26 Years to 30 3
years
3 31 Years to 35 4
years
4 Above 36 Years 1
Total 10

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INTERPRETATION:

The above table shows that 2 respondents are between 20years to 25years
of age, 3 respondents are between 26years to 30years, 4respondents are
between 31years to 36years and 1 respondent are between above 36years.

INFERENCE:

Majority 38 percent of the respondents are between the age group of 31 –

35 years.

TABLE NO: 4.2

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:

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 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: 4.3

GENDER OF THE RESPONDENTS

S. No Gender No of
Respondent
1 Male 7
2 Female 3
Total 10

INTERPRETATION:

The above table shows that 70 percent of the respondents are male, and 30
percent of the respondents are female.

INFERENCE:

Majority 70 percent of the respondents are male.

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TABLE NO: 4.4

MARITAL STATUS OF THE RESPONDENTS

S. No Marital status No of
Respondent
1 Married 5
2 Unmarried 5
3 Widow 0
Total 10

INTERPRETATION:

The above table shows that 50 percent of the respondents are married, 50
percent of the respondents are unmarried.

INFERENCE:

Half of the sample size of the respondents are married.

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 TABLE NO: 4.5

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 & retention

problem.

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

CHI SQUARE:

Calculated value = 4.268

Degree of freedom =2

Table value = 5.991

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 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: 4.6

FAMILY SIZE OF THE RESPONDENTS

S. No Family size No of
Respondent
1 Nuclear 6
2 join family 4
Total 10

INTERPRETATION:

The above table shows that 60 percent of the respondents are from nuclear
family, and 40 percent of the respondents are joint family.

INFERENCE:

Majority 60 percent of the respondents are the nuclear family.

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TABLE NO: 4.7

MONTHLY SALARY OF THE RESPONDENTS

S. No Monthly salary No of
Respondent
3 20000rs to 7
30000rs
4 Above 40,000 3
Total 10

INTERPRETATION:

The above table shows that 70 percent of the respondents are having
below 30000rs as monthly income, and only 30 percent have above 40000 as
monthly income.

INFERENCE:

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 Majority 70 percent of the respondents are between the 20000 to 30000 as
monthly income.

TABLE NO: 4.10

EXPERIENCE

S. No Experience No of
Respondent
1 Below 2years 5
2 2 years to 4years 2
3 4years to 6years 2
4 Above 6years 1
Total 10

INTERPRETATION:

The above table shows that 50 percent of the respondents are below
2years experience, 20 percent of the respondents are between 2years to 4years
experience, 20 percent of the respondents are between 4years to
6yearsvexperience, and 10 percent of the respondents are above 6years
experience.

INFERENCE:
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 Majority 50 percent of the respondents are having the experiences below
2years.

TABLE NO: 4.11

MOTIVATION OF THE JOB

S. No Motivation of the No of
job Respondent
1 Salary 6
2 Native of job 2
3 Reputation 2
Total 10

INTERPRETATION:

The above table shows that 60 percent of the respondents are motivated
by salary, 20 percent of the respondents are motivated by native of job, and 20
percent of the respondents are motivated by reputation.

INFERENCE:

Majority 60 percent of the respondents are motivated by native of job.

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TABLE NO: 4.12

RETENTION PROBLEMS

S. No Retention No of
problem Respondent
1 Yes 7
2 No 3
Total 10

INTERPRETATION:

The above table shows that 70 percent of the respondents have retention
problem, and 30 percent of the respondents have no retention problem.

INFERENCE:

Majority 70 percent of the respondents are the have retention problem.

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TABLE NO: 4.13

RELATIONSHIP WITH MANAGEMENT

S. No Relationship with No of
management Respondent
1 Strongly disagree 2
2 Disagree 3
3 Neutral 3
4 Agree 2
Total 10

INTERPRETATION:

The above table shows that 20 percent of the respondents strongly

disagree with management, 30 percent of the respondents are disagreeing with
management, 30 percent of the respondents are neutral with management, 20
percent of the respondents are in good relationship with management.
INFERENCE:

Majority 30 percent of the respondents are disagreeing with

management decisions or are in a neutral position.

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TABLE NO: 4.14

REWARDS & RECOGNITION

S. No Rewards And No of
Recognition Respondent
1 Strongly disagree 5
2 Disagree 1
3 Neutral 2
4 Agree 2
Total 10

INTERPRETATION:

The above table shows that 50 percent of the respondents strongly

disagree in rewards & recognition, 10 percent of the respondents disagree in
rewards &recognition, 20 percent of the respondents are neutral in rewards
&recognition, 20 percent of the respondents agree with rewards &recognition
policy followed by the company.

INFERENCE:

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 Majority 50 percent of the respondents strongly disagree in Rewards and
Recognition area of the company.

TABLE NO: 4.15

INFRASTRUCTURE

S. No Infrastructure No of
Respondent
1 Strongly disagree 2
2 Disagree 0
3 Neutral 4
4 Agree 4
Total 10

INTERPRETATION:

The above table shows that 20 percent of the respondents strongly

disagree in infrastructure, 0 percent of the respondents disagree in infrastructure
area, 40 percent of the respondents are neutral in infrastructure, and 40 percent
of the respondents agree in infrastructure.
INFERENCE:

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 Majority 40 percent of the respondents are either neutral or agree with
infrastructure currently placed in the company and with upgrades related to
systems also.

TABLE NO: 4.16

WORK SCHEDULE

S. No Work Schedule No of
Respondent
1 Strongly disagree 6
2 Disagree 1
3 Neutral 0
4 Agree 3
Total 10

INTERPRETATION:

The above table shows that 60 percent of the respondents strongly

disagree in work schedule, 10 percent of the respondents disagree in work
schedule, 0 percent of the respondents are natural in work schedule, and 3
percent of the respondent agree in work schedule area.

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INFERENCE:

Majority 60 percent of the respondents are not happy with the work
Schedule in neutral.

TABLE NO: 4.17

COMPANY POLICY

S. No Company policy No of
Respondent
1 Strongly disagree 3
2 Disagree 3
3 Agree 4
Total 100

INTERPRETATION:

The above table shows that 30 percent of the respondents strongly

disagree with company policy, 30 percent of the respondents disagree with
company policy, and 40 percent of the respondents agree with company policy.

INFERENCE:

Majority 40 percent of the respondents agreed with the company’s policies.

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 CHAPTER-V
FINDING, SUGGESTION AND CONCLUSION
Findings:
Majority 38 percent of the respondents are between the age group of 31 –
35 years.
There is a significant relationship between age and retention problem.
Majority 70 percent of the respondents are male.
Half of the sample size of the respondents are married.
There is no significant relationship between marital status and retention
problem.
Majority 60 percent of the respondents are the nuclear family.
Majority 70 percent of the respondents are between the 20000 to 30000 as
monthly income.
Majority 50 percent of the respondents are having the experiences below
2years.
Majority 60 percent of the respondents are motivated by native of job.
Majority 70 percent of the respondents are the have retention problem.
Majority 50 percent of the respondents strongly disagree in Rewards and
Recognition area of the company.

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 Majority 40 percent of the respondents are either neutral or agree with
infrastructure currently placed in the company and with upgrades related to
systems also.
Majority 60 percent of the respondents are not happy with the work
Schedule in neutral.
Majority 40 percent of the respondents agreed with the company’s policies.

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.

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  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.
 The company should provide Rewards and Recognition to the employees.
 The company should provide promotions opportunities to the employees.

Conclusion

This research is a humble attempt in identifying the causes of employee retention

and an attempt to come up with a few suggestions. IT sector exists a high level of
employee retention.

So, the management has simply to concretize people and live them alone
with an environment in which they find it possible it behaves 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
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workplace 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 a
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 an organization and the company benefits with a stronger, reliable
workforce harboring bright new ideas for its growth.

BIBLIOGRAPHY

References:

i. Kothari.C. R, Research Methodology methods and

Techniques, Wishwa prakashan.
ii. Prof.Memoriya, Personnel management, Narayan
Publications.
iii. RAO VSP, Human Resource Management, Anurag Jain.

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 iv. Tripathi.P.C, Human Resource Development, Sultan Chand
and Sons.
v. Google and YouTube

APPENDIX
A Study on Employee Retention with Special Reference to IT
Sector

Questionnaire: -

1. Name: Employees involved in the process

2. Age:
a. 20yers to 25yers []
b. 26yers to 30yers []
c. 31yers to 35yers []
d. Above 36yers []

3. Gender:
a. Male []

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 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 []

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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

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 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:

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 b. No []

15.Do You Feel That the Company Provides Career Enhancement

Opportunities for Your Growth and Development:
a. Yes []
b. No []

16.If You Want to Leave the Organization, What Would Be the Reason:
a. Marriage []
b. Team Fitment []
c. Career Opportunity []
d. Others [] If Specify:

17.Are You Satisfied with The Incentives:

a. Yes []
b. No []

18.Are You Satisfied with The Working Hours:

a. Yes []
b. No []

19.Are You Satisfied with The Benefit Offered by The Organization:

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

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20.Your Participation in During Holidays:
a. Highly Involved []
b. Involved []
c. Neutral []
d. Not Much Involved []
e. Not At All []

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