A

Report On

“An investigative study on Employee Retention with reference to

different selected Companies”

Submitted to

Kurukshetra University, Kurukshetra

In partial fulfillment of the Degree of Bachelors of Business

Administration

(Session 2020-2023)

SUBMITTED TO SUBMIT BY:

Ms. Karishma Navneet Kaur
Assistant Professor BBA 5th Semester
Roll No. -
Univ Roll No. -

TECHNOLOGY EDUCATION & RESEARCH

INTEGRATED INSTITUTION
APPROVED BY AICTE & AFFILIATED TO KURUKSHETRA
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UNIVERSITY, KURUKSHETRA

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 DECLARATION

I do hereby declare that this project work titled “An investigative study on Employee
Retention with reference to different selected companies” submitted by me for the fulfillment
of the requirement for the award of Bachelors In Business Administration (BBA) is a record
of my own research work. The report embodies the finding based on my study and
observation and has not been submitted earlier for the award of any degree or diploma to any
Institute or University.

Name: Navneet Kaur

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 ACKNOWLEDGEMENT

It is really a great pleasure to have this opportunity to describe the feeling of gratitude
imprisoned in the core of my heart.

I convey my sincere gratitude to Mr. Karan Vadhera (Head of Department), Ms.

Karishma (Faculty of Management) for their constant support and encouragement. I would
also like to thank mr. giving me the opportunity to prepare my project work on
investigative study on Employee Retention with reference to different selected companies . I
am thankful to Mrs. Sapna Mam for his guidance during my project work and sparing his
valuable time for the same.

I am also thankful to my family for their kind co-operation which made my take easy.

Name: Navneet Kaur

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 CERTIFICATE OF THE GUIDE

This is to certify that the project report titled “An investigative study on Employee

Retention with reference to different selected companies” has been prepared by Navneet

Kaur under my supervision and guidance, for the fulfillment of Bachelors in Business

Administration. Her field work is satisfactory.

Karishma
Assistant Professor

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 CONTENTS

SR.NO TOPIC PAGE NO

1. Company Profile

2. Introduction to the Topic

3. Objective

4. Literature review

5. Research Methodology

6. Limitations

7. Data analysis and interpretation

8. Findings

9. Suggestions

10. Recommendations

11. Conclusion

12. Questionnaire

13. Bibliography

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 COMPANY PROFILE

Think NEXT Technologies Private Limited (Formerly Brilliant Software Solutions) is an

ISO 9001:2008 certified software Development Company founded in August 2009 and it is
approved from Ministry of Corporate Affairs which deals in University/College/School ERP
Solutions, Android/iPhone Applications development, Web designing, Web development,
Discount Deals (www.thinknextcard.com, www.tricitydeal.com), Bulk SMS, Voice SMS,
Bulk Email, Biometric Time Attendance, Access Control, SEO/SMO, Database Solutions,
Payment Gateway Integration, E- Mail Integration, Industrial Training, Corporate Training
and Placements etc. Think NEXT Technologies provides software solutions using latest
technologies e.g. Smart Card, NFC, Biometrics, GPS, Barcode, RFID, SMS, Auto SMS
(Short code), Android, iPhone, Web, Windows and Mobile based technologies.

Think NEXT has wide expertise in .NET, Crystal Reports, Java, PHP, Android, iPhone,
Databases (Oracle and SQL Server), Web Designing, Networking, Web Server
configurations, various RAID Levels etc.

Think NEXT Technologies has also setup its offices in USA, Delhi, Shimla and Bathinda for
its software support. Think NEXT has its own multiple Smart Card printing, encoding and
barcode label printing machines to provide better and effective customer support solutions.

Think NEXT has also setup its own placement consultancy and is having numerous
placement partner companies to provide best possible placements in IT industry.

Think NEXT Technologies has developed for the first time in northern region cloud
computing based Cloud Campus 4.0 to facilitate knowledge and placement centric services. It
is a unique concept for effective and collaborative learning.

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 1. ThinkNEXT deals exclusively in campus automation through Smart Campus ERP
Solutions. Therefore we have better experience in handling large group of institutions
through proper time-tested policies and procedures.
2. First Company of India who has Launched NFC Technology (The Future) for Smart
Campuses through NFC Smart Cards.
3. First Company of India who has launched Android Version of Smart Campus ERP
Solutions for Mobiles and Tablet PCs.
4. First company of India who has developed SMS Opt-In Technology so that
Institutes/Colleges can send Transactional SMS with SMS Sender ID and without
SMS Template approval.
5. First company of Punjab, Haryana, Himachal, J&K (Northern region) who launched
Smart Cards (Contact Type), Smart Cards (Contactless) in Punjab for campus
automation.
6. First company of India which has launched its Think NEXT Smart Card as Discount
Card in more than 120 enterprises.
7. Established own multiple Smart Card Designing, Smart Card Printing, Smart Card
Lamination and Oyster Barcode Printing Units.
8. Multiple SMS Gateway Support.

SERVICES:

We provide Software Solutions using latest technologies or features:

NFC
Biometrics (Fingerprint with Automated
Online) Smart Card
Barcode
RFID
SMS

Short code 56767 (Auto SMS)

Android
Ions (phone)
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 GPS
WAP (For WAP Enabled Mobile Phones)
Multiple SMS Gateway Support
Web based Technologies (365x24x7 services)
Windows based Technologies
Mobile based Technologies
Webcam support for various operations
Parallel Internet, Intranet and Wi-Fi Support

Vision:
Technologies Pvt. Ltd. Are already very flexible and scalable. Still, we always take care of specific
requirements of our clients. Our highly committed R&D team makes our software feature rich,
dynamic and future tuned everyday so that our clients always maintain the lead over their
competitors. The development of the software is being done and the purpose full customization
of the package is carried out in the Think NEXT lab.

Mission:
ThinkNEXT is pioneer in Smart Campus ERP Solutions for Universities/Colleges/Schools
using latest technologies and features. We provide software solutions using .NET, PHP,
Android, iPhone, Java technologies with three tier-architecture support. We provide back-end
solutions using MS SQL Server, Oracle, and MySQL.

Quality Policy:
We have wide experience working with eminent Educationists, Managements, Directors,
Principals, Head of Departments, other Staff Members, Parents and students. Therefore we do
not sell only software Modules but an innovative system which has more importance than just
ERP software modules. Today Smart Campus solutions are a need of hour for every
University/Group of Colleges or an Institution to make edge over others and maintain a lead
over their competitors. Our Research and Development team is committed to make your
institute(s) to maintain lead over their competitors.

9
 More Services:

• Think NEXT offers various industry-ready programs so that student needs not to
struggle for jobs. Think NEXT offers 6 weeks/2 Months/6 Months training programs
to make students industry.

• Think NEXT Offers Life-Time Validity Learning and Placement Card. Students
undergoing six months training will have advantage to learn free of cost anything
against that training program for life-time.

• Think NEXT offers Part-Time/Full Time Job Offer for each student during training so
that students can earn while they learn. Student can bear their food, accommodation
and other expenses on.

MANAGEMENT OF THINKNEXT TECHNOLOGIES PVT.LTD.

BOARD OF DIRECTOR

 Mr.Ghansham Das Mittal

 Mr. Munish Mittal

MANAGING DIRECTOR

 Munish Mittal

MARKETING HEAD

 Munish Mittal

IT HEAD

Rupinder kaur

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 ABSTRACT

Employee retention 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. Employees
today are different. They are not the ones who don’t have good opportunities in hand. As
soon as they feel dissatisfied with the current employer or the job, they switch over to the
next job. It is the responsibility of the employer to retain their best employees. If they don’t,
they would be left with no good employees. A good employer should know how to attract
and retain its employees.

Most employees feel that they are worth more than they are actually paid. There is a natural
disparity between what people think they should be paid and what organizations spend in
compensation. When the difference becomes too great and another opportunity occurs,
turnover can result. Pay is defined as the wages, salary, or compensation given to an
employee in exchange for services the employee performs for the organization. Pay is more
than "dollars and cents;" it also acknowledges the worth and value of the human contribution.
What people are paid has been shown to have a clear, reliable impact on turnover in
numerous studies.

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. In a transparent environment while employees get a sense of
achievement and belongingness from a healthy work environment, the company is benefited
with a stronger, reliable work-force harbouring bright new ideas for its growth Blog Online
and Earn Money.

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INTRODUCTION

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 INTRODUCTION

HUMAN RESOURCE MANAGEMENT

Human Resource Management (HRM) is the strategic and coherent approach to the
management of an organization's most valued assets – the people working there, who
individually and collectively contribute to the achievement of the objectives of the business.
The terms "human resource management" and "human resources" (HR) have largely replaced
the term "personnel management" as a description of the processes involved in managing
people in organizations. Human Resource Management is evolving rapidly. Human Resource
Management is both an academic theory and a business practice that addresses the theoretical
and practical techniques of managing a workforce.
The Human Resources Management (HRM) function includes a variety of activities and key
among them is deciding what staffing needs exist and whether to use independent contractors
or hire employees to fulfill these needs; recruit and train the best employees, ensure they are
high performers; dealing with performance issues; and ensuring the personnel and
management practices conform to various regulations. Activities also include managing the
approach to employee benefits and compensation, employee records and personnel policies.
Usually, small businesses (for profit or non-profit) have to carry out these activities
themselves because they cannot yet afford part or full-time help. However, they should
always ensure that employees have and are aware of – personnel policies which conform to
current regulations. These policies are often in the form of employee manuals which all
employees must have.

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HRM is seen by practitioners in the field as a more innovative view of workplace
management than the traditional approach. Its techniques force the managers of an enterprise
to express their goals with specificity – so that they can be understood and undertaken by the
workforce – and to provide the resources needed for them to successfully accomplish their
assignments. As such, HRM techniques, when properly practiced, are expressive of the goals
and operating practices of the enterprise overall. HRM is also seen by many to have a key
role in risk reduction within organizations.

There is a long-standing argument about where HR-related functions should be organized

into large organizations, e.g., "Should HR be in the organization development department or
the other way around?"
The HRM function and HRD profession have undergone tremendous change over the past 20
to 30 years. Many years ago, large organizations looked to the "Personnel Department"
mostly to manage the paperwork around hiring and paying people. More recently,
organizations have begun to consider the "HR Department" as playing a major role in
staffing, training, and helping manage people so that the people and the organization are
performing at maximum capability in a highly fulfilling manner.

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 EMPLOYEE RETENTION

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. A strong retention strategy, therefore,
becomes a powerful recruitment tool.

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.

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.

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In India, there are few sectors where the attrition level is much larger compared to other
sectors, for example, IT sector and BPO; whereas, there are organizations like Air India,
HAL, DRDO, BARC where the attrition is much lower nearly 5% or less than that. Clearly,
the only way out is to develop appropriate effective retention strategies.

Employee turnover is one of the largest though widely unknown costs an organization faces.
While companies routinely keep track of various costs such as supplies and payroll, few take
into consideration how much employee turnover will cost them: Ernst & Young estimates it
costs approximately $120,000 to replace 10 professionals. According to research done by
Sibson & Company, to recoup the cost of losing just one employee a fast food restaurant
must sell 7,613 combo meals at $2.50 each. Employee turnover costs companies 30 to 50% of
the annual salary of entry-level employees, 150% of middle-level employees, and up to 400%
for upper level, specialized employees. Now that so much is being done by organizations to
retain its employees. Why is retention so important? Is it just to reduce the turn over costs?
Well, the answer is a definite no. It’s not only the cost incurred by a company that
emphasizes the need of retaining employees but also the need to retain talented employees
from getting poached.

DEFINITION OF EMPLOYEE RETENTION:

Employee retention is the overall strategy or ability of an organisation to retain its best
employees and hence maintain a lower turnover.

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 THE IMPORTANCE OF EMPLOYEES RETENTION

The importance of retaining employees are:

 Employees are the heart and soul of an organisation

 Employees turnover is costly for an organisation
 Finding suitable replacements for key employees is difficult
 Low employee turnover leads to outstanding performance of an organisation
 Goodwill of the company
 Regaining efficiency
 Less interruption of company service
 It is essential for the organisation to retain the valuable employee
 The employees working for a longer period are more familiar with the
company policies and guidelines.
 New employee need some time to adjust with others

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The 3 R’s OF EMPLOYEE
RETENTION

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 The 3 R’s OF EMPLOYEE RETENTION

To keep employees and keep their satisfaction levels high, any organization needs to
implement each of the three R’s of employee retention: respect, recognition, and rewards.

Respect is esteem, special regard, or particular consideration given to people. As the pyramid
shows, respect is the foundation of keeping your employees .Recognition and rewards will
have little effect if you do not respect employees.

Recognition is defined as “special notice or attention” and “the ac tof perceiving clearly.”
Many problems with retention and morale occur because management is not paying attention
to people’s needs and reactions.

Rewards are the extra perks you offer beyond the basics of respect and recognition that make
it worth people’s while to work hard, to care, to go beyond the call of duty. While rewards
represent the smallest portion of the retention equation, they are still an important one.

You determine the precise methods you choose to implement the three R's, but in general,
respect should be the largest component of your efforts.

Without, recognition and rewards seem hollow and have little effect – or they have

negative effects. The magic truly is in the mix of the three.

When implemented, the “3 R's” approach yields reduced turn over and the following benefits

achieved are:

 Increased productivity,

 Reduced absenteeism,

 A more pleasant work environment (for both employees and management/employer),

 Improved profits.

Furthermore, an employer who implements the three R's will create a hard-to-leave workplace, one

known as having more to offer employees than other employers. It becomes a hard-to-leave workplace –

one with a waiting list of applicants for any position that becomes available – purposefully, one day at a

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time.

STRATEGIES

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 EMPLOYEE RETENTION STRATEGIES

STRATEGIES OF EMPLOYEE RETENTION ARE:

 Hire the right people: It is no rocket science when we say that hire right people from
the beginning. Don’t just ask textbook questions in the interview, ask about what
motivates them, what have been their accomplishments, how their weakness affects
Their work, what has made them apply for this job, what are their aspirations and so
on?

 Allot responsibilities wisely: There should be clear discussions in the team about
what is expected out of everyone, how everything is going to contribute to the bigger
Goal and most importantly, appreciate. Efforts should be duly rewarded.

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 Accessible work environment: Work environment is said to be conducive, among
many other things, when the management knows where it is headed, when the
organization has strong ethics and culture, when Monday morning blues are only
Limited to what to wear to work, when people feel like they belong there, when they
see that everyone is treated just and when communication flows easily.
There will always be work-related stress because of deadlines, client meetings etc. but
as an employer make sure that it is just temporary. Deadline is met, order a pizza and
lighten up.

 Appreciate good work: Money is one of the important motivations and the
organization needs to understand this.
Make sure you give fair and just appraisal to every deserving candidate. A salary hike
is one way to do sweeten the deal. Gamification (that is rewarding the employees on
certain parameters like early to office or zero absenteeism), insurance benefits, stock
options are some ways to reward the employees monetarily.

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 Performance appraisals: was originally based on the idea that managers would
benefit by using a systematic process to involve their direct reports in the
improvement of organizational effectiveness and the accomplishment of
organizational mission and goals.

 Work life Balance: When an organization turns a blind eye to the fact that the
employees are in fact not machines and it would be unreasonable to expect 100 per
cent output from them at all times of the day, that is the time it is doomed. As an
organization you do not want people to hold these grudges against you and then quit.

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DISADVANTAGES OF EMPLOYEE RETENTION

 It promotes groupism amongst old employees which creates an insecure

environment for new employees.

 Improper mixing of staff affects productivity and ensures poor quality of work

 Excess liberty to staff just to maintain workflow affects quantity and quality

both

 Flexible work timings rarely justify the work delivered

 Retaining non delivering staff kills the productivity and creativity of

knowledgeable eemployees.

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 OBJECTIVE OF THE
STUDY

OBJECTIVE OF THE STUDY

The specific objectives of the study are:

➢ To analyse the various elements of employee Retention

➢ To identify the factors for motivating the employees

➢ To understand how to make employee retention effective.

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 SCOPE OF THE STUDY

SCOPE OF THE STUDY

The development of any of the organisation is mainly depending on the satisfaction level
of the employees so that they can perform well in the organisation

This project has been prepared with an intention to make one realizeand understand the
significance of employee retention.

Employee Retention has become a major goal of the organisation

Initially recruitment was only talked about, but now a days, Recruitment has become just a
part of HRM. Major importance is attached to employee retention

This project not only aims to present the theoretical aspects, but the practical aspects as well.
A survey has been done to understand the strategies followed by various organisations to
ensure Employee Retention.

 its all about managing people .If an organisation manages people well, employee
retention will take care of itself.
➢ To identify the employees level of satisfaction upon that job
➢ This study is helpful to that organization for conducting further research
➢ This study helps to make a managerial decision to the company
➢ The company can improve the working conditions ,environment and other policies to
satisfy the employees based on the results of my survey

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LITERATURE REVIEW

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 LITERATURE REVIEW

Over the past decade, the way in which people are managed and developed at work has come
to be recognised as one of the primary factors in achieving improvement in organizational
performance (Marchington and Wilkinson 1997; Phillips 1997). (Anand, 1997 and Maguire,
1995) acknowledged that successful organizations share a fundamental philosophy of valuing
and investing in their employees. In fact several research studies have described human
resource management as a means of achieving competitive advantage. (Huselid 1995 and
Walker 2001). Consistent with this perspective, the retention of their employees is an equally
important issue for organizations.

This chapter explains various research studies related to human resource practices and the
retention of employees. It also presents literature review on the causes of poor employee
retention. Keeping in mind the topic of present research the following related literature is
presented under the

Following headings: Studies related to Employee Retention and HR Practices

Yiu Lichia and Saner Raymond (2014), measured HR function by reporting on the findings
of a survey of attrition in Indian companies and discussed the possible strategies chosen by
Indian companies to counter costly labour turnover. Higher attrition can be minimised
through the payment of higher compensation packages. The researches suggested that Indian
companies should do more to strengthen the bonding of internal social networks and deepen
individual job satisfaction and organizational commitments to ensure talent retention through
competence development and

(A) Retention/Turnover Factors

Employee turnover as defined by Reggio (2003) refers to the movement of employees out of
an organization. Turnover of employees has both short and long-run negative effects for the
organization. This affects teamwork, raises costs, reduces productivity, and results in lost
knowledge.

According to Holzer and Wissoker (2001), turnover appears to reflect significant work place
problems, rather than opportunities for advancement into better jobs. Management should
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indicate that micro, small and medium enterprises have been a pivotal instrument of
economic growth and development in both developed and developing economies. However,
labour turnover has had a greater impact on the survival of these MSMEs. A study by Booth
and Hamer (2007) found that labour turnover is related to a variety of International Journal of
Recent Advances in Organizational Behaviour and Decision Sciences (IJRAOB) An Online
International Monthly Journal Issue 1environmental factors and organizational factors such
as company culture and values, supervisory style, fair pay, corporate value, giving support to
each other, trust and respect between employees, manageable workload, development and
career building satisfaction and degree of job satisfaction. Employee turnover affects both
workers and firms. Workers experience disruption, the need to learn new job-specific skills
and find different career prospects (Chow et al. (1999), Tran and Perloff (2002), Roy (2002),
Theodossiou (2002), Gautier et al. (2002), Taplin et al. (2003), Clark (2004) and Leuven
(2005)). Firms, on the other hand, lose job-specific skills, suffer disruption in production and
incur the costs of hiring and training new workers. Incoming workers, however, may be
better educated, more skilled and have greater initiative and enthusiasm than those who leave.
This has affected survival not only for small firms but large one as well. Turnover is a
symptom of ineffective retention management, therefore, the first step for all MSMEs is to
understand that effective human resource management must reach beyond merely attracting
quality staff and discover what motivates employees’ overtime. This is important for any
retention programme. From the review of previous studies, it is found that human resource
management play pivotal role in employee’s retention. Human resource management
practices in compensation and rewards, job security, training and developments, supervisor
support culture, work environment and organization justice can help to reduce absenteeism,
employee retention and better quality work. Moreover, other studies suggest several factors
which enhance and play pivotal role in employee retention. Shore and Griffeth (2003) in their
study explored that turnover intentions represented a reliable indicator of actual turnover and
were heavily influenced by job satisfaction. Reggio (2003) also concluded from literature
review that it is important that organizations strive to keep employees satisfied. Other studies
by Allen and Griffeth (2001), Allen et al. (2003), and Chiu and Francesco (2003) have shown
that job satisfaction is a strong predictor of turnover intentions. Finally, Greenberg and Baron
(2003) concluded that naturally, as working people, we all want to be satisfied with our jobs.
According to Cappelli (2000), career opportunities, work environment, work life balance,
Organizational justice, and existing leave policy and organization image are the factors which

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Have direct impact on retention. In a study by Walker (2001), he identified seven factors that
can enhance employee retention, these are: (i) compensation and appreciation of the
performed work, (ii) provision of challenging work, (iii) chances to be promoted and to learn,
(iv)Invitational atmosphere within the organization, (v) positive relations with colleagues,
(vi)A healthy balance between the professional and personal life, and (viii) good
communications. Some studies have indicated that a set of workplace norms and practices
might be taken as inviting employee engagement. Hytter (2007) found that the personal
premises of loyalty, trust, International Journal of Recent Advances in Organizational
Behaviour and Decision Sciences (IJRAOB) An Online International Monthly Journal
commitment, and identification and attachment with the organization have a direct influence
on employee retention. Workplace factors such as rewards, leadership style, career
opportunities, the training and development of skills, physical working conditions, and the
balance between professional and personal life have an indirect influence (Hytter 2007).
Based on these studies, six human resource management practices were selected as some of
the major factors that affect employee retention and turnover which are; Supervisor
support Employee communication Compensation, recognition and rewards Work
environment Career development opportunities These practices are all important, when
dealing with employee retention in MSMEs. (B) Demographic Factors The reviews of
literature of demographic factor variables that have been found to have stable relationship
with retention and turnover intentions are age, gender, tenure, education and income levels.
These have influenced employee retention and turnover overtime. Demographic factors have
been chosen because they have an influence on employee retention strategies.

Several studies in which demographic factors have been employed to investigate job
satisfaction and job attitudes have shown that they are strong predictors of turnover intentions
(Furnham et al. 2009; Kavanaugh et al. 2006; Ng and Sorensen 2008; Schroder 2008). The
most studied and the most consistent in its relationship to turnover is the employee’s age.

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This was revealed in a study by Ahuja et al (2007) on the IT industry in India. They found
that age had a modest but significant effect on turnover intention. There are different
perceptions of job satisfaction and motivation across the age spectrum. In their separate
studies on retention of healthcare professionals, they found younger nurses had lower levels
of job satisfaction while the older age group of 40 and above had higher levels of job
satisfaction (Griffeth et al. 2000;

Kavanaugh et al. 2006; Wilson et al. 2008). A meta-analysis by Borman and Dowling (2008)
in their study on teacher attrition and retention, they indicated that those who are 51 years of
age or older are nearly 2.5 times more likely to quit teaching than teachers who are 50 or
younger.

With respect to years of service, Ng and Sorensen (2008) reported that employees with higher
tenure may have familiarity with their work role and have reached a higher level of career
attainment than those employees with lower tenure.

On the other hand, a further study conducted by Kavanaugh et al. (2006) revealed that nurses
with different levels of tenure are not motivated to remain with an organization by the same
incentives. Moreover, in a study by International Journal of Recent Advances in
Organizational Behaviour and Decision Sciences (IJRAOB)

An Online International Monthly Journal Crawley (2005) on the military, he reported that
women with five to eight years of service are most likely to leave.

A descriptive statistics reported by Luekens et al. (2004) suggests most clearly that retained
employees are more likely to be male than female.

In a related study, Ingersoll (2001) found males were slightly more likely than females to
stay. Aside age and gender, level of education or qualification is found to be positively
associated with turnover suggesting that the more educated employees are, the more likely
they are to quit.

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With marital status, Crawly (2005) in his study found that for single officers without children,
58 percent of men and 53 percent of women said they intended to remain in uniform. This
concludes that married employees have higher intention to leave due to family commitment
than unmarried employees.Higher income levels are significant for employees to be retained.
A large number of studies have examined the relationship between pay and retention and
have found a consistent association between larger teacher salaries and lower rates of attrition
(Kelly, 2004; Stockard and Lehman, 2004; Johnson and Birkeland, 2003; Ingersoll, 2001).
The demographic characteristics chosen for the study based on the literature review are;
Gender Age Marital status Qualification Income Years of service it could be
seen that these have the most impact on retention and turnover of employees, hence the need
to be included for this study.

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 RESEARCH
METHODOLOGY

33
 RESEARCH METHODOLOGY

The steps in which the project was carried out was by collecting both the primary and the
secondary data. The secondary data was collected first. This collection of data was done by
means of reading various materials such as books, journals, magazines, newspaper articles,
etc.; looking for similar content online (i.e., on the Internet).
The project work was, therefore, carried out on the basis of the data collected therefore.

Descriptive & Exploratory Research Methodology is adapted for this project work.

The present study is descriptive in nature, as it seeks to discover ideas and insight to bring out
new relationship. Research design is flexible enough to provide opportunity for considering
different aspects of problem under study. It helps in bringing into focus some inherent
weakness in enterprise regarding which in depth study can be conducted by management.

❖ Data Collection-sources and methods

Primary data: Primary data has been collected by the following methods:

 Questionnaire

Secondary data: Secondary data has been collected by the following methods:

 Websites
 HR books

❖ DATA REPRESENTED THROUGH

▪ TABLES
▪ PIECHARTS

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LIMITATIONS OF THE
STUDY

LIMITATIONS OF THE STUDY

 Time is very short for research, so this is very difficult to get the knowledge about
everything.
 Since the filling of questionnaire and interviews need special attention so may be
the employees are less interested in entertaining.
 The information was collected through the questionnaire is subject to willingness
of the respondent to respond.

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DATA ANALYSIS AND
INTERPRETATION

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 ANALYSIS OF DATA

The data has been collected from the website of the companies as well as by the the research
report in 2018 .After collection of data ,the researcher turns to the task of analysing it .The
responses given by employees are analysed in order to present in into meaningful form.
Thus, statistical technique like Tabulation and graphical representation of data are used.
Various bar diagrams are used in order to present information clearly.

INTERPRETATION OF DATA
Lastly, after analysis of data, the findings of the study are studied and represented in a logical
and precise manner so as to arrive at conclusion of study and to provide any
recommendations and suggestions on this basis.

37
 DATA ANALYSIS AND INTERPRETATION

Ques1.What did you like more about the company ?

A) Compensation

B) Reward Recognition

C) Job Security

D) Relationship

Percentage
60

50

40

30

20

10

INTERPRETATION

It is inferred that 24% of employees like compensation and 16%of employees like reward and
recognition, 10% employees like job security, and 50%employees like relationship.

38
Ques2. Medical facilities provided in the organisation?

A) Yes

B) No

No of Respondents
60

50

40

30

20

10

INTERPRETATION:

It is inferred that all the respondents are satisfied with the medical facilities offered by the
organisation.

39
Ques 3. Response towards the Performance Appraisal System?

A) Satisfied

B) Not Satisfied

Percentage

30.00%

70.00%

INTERPRETATION:

It is infered that 70% of employees are satisfied with the performance appraisal system and
30% of employees are not satisfied with the performance appraisal system followed in the
organisation.

40
Ques 4. Opinion about the Greivance Handling?

A) Highly Efficent

B) Efficient

C) Inefficient

D) Highly Inefficient

E) Niether Efficient nor Inefficient

Percentage

14.00%
24.00%
6.00%

10.00%

46.00%

Highly efficient
Efficient
Inefficient
Neither efficient not ineffecient
Highly inefficient

INTERPRETATION:

It is inferred that 24% of employees accepts highly efficient ,46% of employees accepts
efficient, 10% of employees accepts inefficient ,6% of employees accepts highly inefficient
and 14% of employees given the opinion of neither efficient nor inefficient for grievance

41
 handling system in the company.

Ques 5. Opinion about Superior Subordinate Relationship?

A) Highly Satisfied

B) Satisfied

C) Neutral

D) Dissatisfied

Percentage

44

24
22

10

INTERPRETATION:

It is inferred that 24% of employees are highly satisfied 44% of employees are satisfied ,
22%of employees are neutral and 10% of employees are dissatisfied with superior
subordinates relationship.

42
Ques 6. Company welcomes new ideas and innovations?

A) Yes

B) No

Respondents
90
80
70
60
50
40
30
20
10
0

INTERPRETATION:

It is inferred that 80% of employees responded yes and 20%of employees responded No for
the company interest in entertaining new ideas and innovation from employees.

43
44
Ques 7. Stress due to overwork?

A) Yes
B) No

Respondents
80

70

60

50

40

30

20

10

INTERPRETATION:

It is inferred that 76% of employees accepted the fact of stress due to over work in the
company and 24%of employees doesn’t accepted the fact of stress due to overwork.

45
Ques 8. Factors motivating the employees?

A) Increase in salary
B) Promotion
C) Leave
D) Power

%
45
40
35
30
25
20
15
10
5
0

INTERPRETATION:

It is inferred that 16% of employees are motivated by the increase in salary, 40% of
employees are motivated by the promotion, 14% of employees are motivated by the leave and
30% of employees are motivated by the power.

46
47
Ques9. Response about the welfare policies provided?

A) Satisfied

B) Dissatisfied

C) Neutral

Respondents

18.00%

82.00%

Dissatisfied

Satisfied

INTERPRETATION:

82% of employees are satisfied with new welfare policies of the company and 0%are
dissatisfied with new welfare policies of the company and 18% are neutral with new policies
of company.

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Ques10. Opinion about the opportunities for promotion?

A) Satisfied

B) Dissatisfied

Respondents
100
90
80
70
60
50
40
30
20
10
0

INTERPRETATION:

It is inferred that 85% employees are satisfied with the opinion about the opportunities for
promotion and 15% of employees are dissatisfied with opinion about the opportunities for
promotion.

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FINDINGS

50
 FINDINGS

A) It is inferred that all the respondents are satisfied with the medical facilities offered by
the organisation.

B)It is infered that 70% of employees are satisfied with the performance appraisal system and
30% of employees are not satisfied with the performance appraisal system followed in the
organisation.

C)It is inferred that 24% of employees accepts highly efficient ,46% of employees accepts
efficient, 10% of employees accepts inefficient ,6% of employees accepts highly inefficient
and 14% of employees given the opinion of neither efficient nor inefficient for grievance
handling system in the company.

D) It is inferred that 24% of employees are highly satisfied 44% of employees are
satisfied, 22%of employees are neutral and 10% of employees are dissatisfied with
superior subordinate’s relationship.

E) It is inferred that 80% of employees responded yes and 20%of employees responded
No for the company interest in entertaining new ideas and innovation from employees.

F) It is inferred that 76% of employees accepted the fact of stress due to over work in the
company and 24%of employees doesn’t accepted the fact of stress due to overwork.

G)It is inferred that 16% of employees are motivated by the increase in salary, 40% of
employees are motivated by the promotion, 14% of employees are motivated by the leave and
30% of employees are motivated by the power.

51
H) 82% of employees are satisfied with new welfare policies of the company and 0%are
dissatisfied with new welfare policies of the company and 18% are neutral with new policies
of company.

I) It is inferred that 85% employees are satisfied with the opinion about the opportunities for
promotion and 15% of employees are dissatisfied with opinion about the opportunities for
promotion.

52
 SUGGESTIONS
A) The management should take efforts in motivating the employees working in the
organization.

B) The management should concentrate on the career development of employees

C) The job stress experienced by the employees can be reduced by increasing the manpower
in the organisation

D)The management should create growth opportunities for employees

E) Grievance handling system can be more efficient which results in increased level of
satisfaction among the employees

F) Employees should be recognized for their work .This enables a better superior
subordinates relationship within the organisation

G) The management should provide a better work environment which results in job
satisfaction to the employees

H)Employee should be provided with proper training which are linked with their career
development.

53
I) Employee should be appreciated for good work.

J) Employee should be motivated to welcome the change.

K)To improve employee retention, one needs to understand what they value the most

54
RECOMMENDATIONS

55
 RECOMMENDATIONS

 It should take care of their employees so as to retain talents in their organisation.

 HR manger takes care that work should be distributed more fairly.

 Management should provide better infrastructure to their employees so that they can
do their job well.

 Management should help employees in balancing their work life.

 Right employee should be employed at right position so that they feel motivated and
can do work more efficiently.

 Management needs to focus on training program as it must be linked with the career
development.

 Right employee should be employed at right position so that they feel motivated and
can do work more efficiently.

 Management should redefine the pay structure of their employees.

56
 CONCLUSION

Retention is an important concept that has been receiving considerable attention from
academicians, researchers and practicing HR managers. In its essence, Retention comprises
important elements such as the need or content, search and choice of strategies, goal-directed
behaviour, social comparison of rewards reinforcement, and performance-satisfaction. The
increasing attention paid towards Retention is justified because of several reasons. Motivated
employees come out with new ways of doing jobs. They are quality oriented. They are
More productive.
Any technology needs motivated employees to adopt it successfully. Several approaches to
Retention are available. Early theories are too simplistic in their approach towards Retention.
For example, advocates of scientific Management believe that money is the motivating factor.
The Human Relations Movement posits that social contacts will motivate workers. Mere
knowledge about the theories of Retention will not help manage their subordinates. They
need to have certain techniques that help them change the behaviour of employees. One
such technique is reward. Reward, particularly money, is a motivator according to need-based
and process theories of Retention. For the behavioural scientists, however, money is not
important as a motivator. Whatever may be the arguments, it can be stated that money can
influence some people in certain circumstance. Being an outgrowth of Herzberg’s, two factor
theory of Retention, job enrichment is considered to be a powerful motivator. An enriched
job has added responsibilities. The makes the job interesting and rewarding. Job enlargement
refers to adding a few more task elements horizontally. Task variety helps motivate job
holders. Job rotation involves shifting an incumbent from one job to another.

57
.

QUESTIONNAIRE

58
 QUESTIONNAIRE

Dear Sir / Madam,

This questionnaire is intended to know the employee perception towards the retention
policies provided by this organization and the extent to which these retention policies are
effective here, which is a part of my academic project.

It contains a series of statements, while answering questions you are kindly requested to
express your free frank opinion. Your choice is important.

Ques1. What did you like more about the company?

A) Compensation

B) Reward Recognition

C) Job Security

D) Relationship

Ques2. Did Medical facilities provided in the organisation?

A) Yes

B) No

59
Ques3. What did you think regarding response toward the Performance Appraisal System in
the organisation?

A) Satisfied

B) Not Satisfied

Ques4.What is the Opinion about the Greivance Handling in the organisation?

A) Highly Efficent

B) Efficient

C) Inefficient

D) Highly Inefficient

E) Niether Efficient nor Inefficient

Ques5.What is your Opinion about Superior Subordinate Relationship in the organisation?

A) Highly Satisfied

B) Satisfied

C) Neutral

D) Dissatisfied

Ques6. Did Company welcomes new Ideas and innovation?

A) Yes

B) No

60
Ques7. Do you feel Stress due to Overwork?

A) Yes

B) No

Ques8.What are Factors motivating the employees?

A) Increase in salary

B) Promotion

C) Leave

D) Power

Ques9. Response about the welfare policies provided in the organisation?

A) Satisfied

B) Dissatisfied

C) Neutral

Ques10. Tell your opinion about the opportunities for promotion?

A) Satisfied

B) Dissatisfied

61
BIBLIOGRAPHY

62
 BIBLOGRAPHY

BOOKS

・Human Resource Management C.B.Memoria

・Human Resources Management – Ashwathappa
・Journals, Newspaper and Internet

WEBSITES

 www.employee-retention-hq.com
 www.employeeretentionconsulting.com
 www.retentionbenchmarking.com
 www.managementparadise.com
 www.citehr.com
 www.employeeretention.com
 www.employeeretentionstrategies.com
 www.highretention.com

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

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