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Guide) Prof.Mr.Virendra verma Submitted by M.V.Deepika Ramani Enrollment No-521055866
In partial fulfillment of the requirement For the award of Master of Business Administration In Human Resource 2011-12
Learning Center: Adharshila Shikshan Sangh,Jaistambh Chowk, Raipur (C.G)
I Ms.M.V.Deepika Ramani hereby declare that the project report entitled ―A study of Employee Retention‖ is a genuine profound work done by me under the auspices of my project guide and other concerned executives. All the information collected in authentic and best to my knowledge carried by me during the academic year 2011 in Aujas network Pvt.Ltd.
M.V.DeepikaRamani Enrollment No. 521055866
It is my privilege to express my sincere gratitude to all those who helped me directly or indirectly in completion of this project report. I take of this opportunity with immense pleasure and profound privilege to offer heartily thanks Senior HR Executive Shrinivas Turupati of Aujas Pvt.Ltd.In Bangalore,India for their great cooperation, encouragement and valuable guidance during entire course of study. I shall be falling my duty if I do not express my most sincere gratitude of my parents and friends, who where always with me for there constant source of inspiration. Last but not the least we are indebted to those entire people who indirectly contributed and without whom this work would not have been possible.
SIGNATURE CENTERHEAD SIGNATURE FACULTY INCHARGE 4 . I further certify that the work has been carried out under my guidance and has not been submitted earlier for any degree or diploma examination.CERTIFICATE I hereby declare that this project work titled “A Study of Employee retention” Submitted in partial fulfillment of the degree of MASTER OF BUSINESS ADMINISTRATION Embodies the result of the bonafide research carried out by Miss.V. complete and of sufficiently good standard to warrant this presentation for examination.M.Deepika Ramani I find the work comprehensive.
Deepika Ramani student of MBA 4th SEM Sikkim Manipal University.CERTIFICATE BY THE EXAMINERS This is certify that the M.V. We approve the sincere work done on the project and the project report. Learning center Raipur has submitted the project work entitled ―A Study of Employees Retention”. For the In partial fulfillment of award of MBA IV Semester and completed this project in schedule time. Internal Examiner Date: External Examiner Date: 5 .
No. 8 20 30 32 37 66 70 6 .TABLE OF CONTENT CHAPTER 1 INTRODUCTION CHAPTER 2 COMPANY PROFILE CHAPTER 3 OBJECTIVE OF STUDY CHAPTER 4 RESEARCH METHODOLOGY CHAPTER 5 DATA ANALYSIS AND INTERPRETATION CHAPTER 6 OBSERVATIONS AND FINDINGS CHAPTER 7 SUMMARY AND CONCLUSION APPENDEX BIBLOGRAPHY Pg.
The three strategies rated most important to Aujas network pvt ltd workforce are rewards and recognition. 7 .. Today's labor force is different. While work at home. Supervisors must take responsibility for their own employee retention. strategies factors and organizational culture factors. Keeping Good People. Environmental Relationship Support Growth Compensation Employee retention takes effort. What's Different? New supervisors must be prepared to be collaborative. supportive. A wise employer will learn how to attract and keep good employees.. effectively communication and good deal of time spent from supervisor listening to employees’ ideas and suggestions. because in the long run.and the results are worth it. The culture of Aujas network pvt ltd organizations in state of Bangalore are based on openness and trusts. Benefits factors. they could be left without enough good employees. this workforce will make or break a company's reputation.The retention of human resources has been shown to be momentous to the development and the accomplishment of the organization’s goals and objectives. Most new supervisors need training to understand what it really takes to retain employees. voluntary Reduction in Work schedule and alternative work schedule were rated as leas important. energy. The result of the study shows that benefits factors such as salary and compensation were rated as most important to the Aujas network pvt ltd workforce in the state of Bangalore followed by leave benefits and differed compensation.PREFACE Employee retention is most critical issue facing corporate leaders as a result of the shortage of skilled labor. economic growth and employee turnover. The old style of "my-way-or-the-highway" style of management is a thing of the past. The survey questions designed to determine three elements of retention. 125 surveys distributed to Aujas network pvt ltd workforce. If they don't. Finally The result employees career plan shows that high percentage of Aujas network pvt ltd workforce had no plans to leave or retire from state employment within the foreseeable future. Employee retention involves being sensitive to people's needs and demonstrating the various strategies in the five families detailed in Roger Herman's classic book on employee retention. and nurturing of their people. annual performance appraisal and training opportunities. The primary aim of this study is to explore the main factors that affect Aujas network pvt ltd workforce retention in the state of Bangalore. and resources.
CHAPTER 1 INTRODUCTION 8 .
The coworkers who cannot improve their positions are more likely to stay. BACKGROUND OF THEY STUDY The retention of employees has been shown to be significant to the development and the accomplishment of the organization’s goals and objectives. global economics. The next paragraphs discuss the background of the study by clarifying the theoretical framework for the main problems with employee retention. The better employees may move to other organizations for better opportunities. Today. Non productive and productive workers end up receiving the same or nearly the same compensation and package of perks because of management’s in ability to distinguish talented employees from the rest of the labor force in the organization. They may demand higher wages. the second part presents the problem statement. Employees often may take credit for the successes and deflect failures to other employees. purpose and significant of the study reviled in the third section. and the like are directly affecting employee/employer relationships. and while trying to retain employees within the organization they may present other challenges as well. The first section presents Background of the study the. and not interact well with their coworkers or comply with their managers’ directions. Insufficient information about employees’ performance may result in adverse selection by them (Gross man & Hart 1986). Besides these problems asymmetric information or lack of information about the employees’ performance may complicate an organization’s Endeavour to retain productive employees. In many in stances companies may reward or punish employees for an organization out come for which they had no impact (Kerr1975). Without adequate information an organization may not be able to distinguish productive workers from non-productive ones. the objective. The final section presents how this study is organized. under paid or unmotivated (Coff 1996). The problem of attempting to keep talented members of the work force is further complicated because of bounded rationality (Simon 1976). This is known as a moral hazard problem.CHAPTER I INTRODUCTION This chapter is an introduction and intended to provide background information on the nature of the present study and its objectives and purpose. Outstanding employees may leave an organization because they become dissatisfied. It is divided into four sections. loyalty was the cornerstone of that relationship. This study attempted to explore the main factors that contribute to employee retention existing in the Company. Retention of employees can be a vital source of competitive advantage for any organization. It is another 9 . not comply with organization practices. The loss of talented employees may be very detrimental to the company’s future success. This is especially possible when due to inadequate information outstanding performance is not rewarded. changes in technology. trade agreements. ―Until recently.
If that did not work. which protects the no diversified employee from loss of wealth. The employees or agents of the organization may also use a short sighted approach in investment selection to enhance their own career chances (Narayanan 1985). the employee may be motivated to act in his own interest which may diverge from the interest of the organization. The employee can signal the labor market his superiority through the selection of a fast starting project. This investment strategy may also reduce the return on investment that the diversified owners of the firm desire (Murphy 1985). they raised wages until the situation stabilized. Employees may also be enticed to make suboptimal investment decisions for the firm. 10 . Weinberg (1997) states that ―Most companies relied in the past on two traditional strategies for managing turnover. These solutions do not work anymore.result of asymmetric in formation where both the manager does not know the information for which to ask from the employee and the employee does not know what to provide Therefore. costs to the organization in the form of excessive perquisite consumption. First. the company may still have to cope with agency costs resulting from them and their Colleagues. Since most company employees have their wealth tied up in the organization for which they work. For example. employees may attempt to make investment decisions which are less risky than the stock holders of the firm would prefer. they increased training budgets for new hires and first-level supervisors. Another area contributing to decreased employee satisfaction is that of a Company’s motivational style. When information about an employee’s activities is difficult togather. Even if an organization is fortunate enough to retain talented employees. Jensen and Meckling(1976) explained that it is in an employee’s interest to over consume perks and shirk job responsibilities of the firm if they are not sole owners of the organization. productive workers cannot distinguish themselves from nonproductive coworkers. shirking of job responsibilities and poor investment decision making. which may fizzle out later for the firm. This is done to reduce the risk of failure by the company. This strategy may cause the firm to miss profitable long-term projects or much needed research and development. Employees may also attempt to increase the size of the firm through acquisitions and project selection regard less of the effect on company profitability in order to increase their own power base within the firm.
The salaries of the individuals working at the same level should be more or less similar to avoid major disputes amongst employees. One should understand the limitation of the management and quote something which matches the budget of the organization. An individual loses interest in work whenever he does something out of compulsion. The management can control the problem of employees quitting the organization within no time to a great extent but can’t put a complete full stop to it. It is only later do people realize that there has been a mismatch and thus look for a change. A high potential employee is always the center of attention at every workplace but one should not take any undue advantage. Retention becomes a problem when an employee quotes an exceptionally high figure beyond the budget of the organization and is just not willing to compromise. Remember there is a room for negotiation everywhere. a major challenge for an organization is to retain its valuable and talented employees.Challenges in Employee Retention In the current scenario. Every organization has a salary budget for every employee which can be raised to some extent but not beyond a certain limit. Individuals speak all kind of lies during interviews to get a job. The human resource department should be very careful while recruiting new employees. Employees become greedy for money and position and thus look forward to changing the present job and join the competitors. No amount of counseling helps in such cases and retaining employees becomes a nightmare. An individual should not be adamant on a particular figure. otherwise it becomes difficult for the organization to retain him. It is really important to get the reference check done for better reliability and avoid confusions later. Problems arise whenever a right person is into a wrong profile. There are several challenges to it. where there is no dearth of opportunities. stopping people to look for a change is a big challenge. Every organization tries its level best to hire employees from the competitors and thus provide lucrative opportunities to attract them. The organization needs to take care of the interests of the other employees as well and can’t afford to make them angry. In the current scenario. They might not be proficient in branding but would simply say a yes to impress the recruiter and grab the job. Let us understand the challenges to employee retention: Monetary dissatisfaction is one of the major reasons for an employee to look for a change. 11 .
The superiors must ensure that no employee interferes in each other’s work. they look for a change. They might find a job really interesting in the beginning but soon find it monotonous and look for a change. Individuals must also understand that every organization has some or the other problem and adjustment is required everywhere. These things lead to severe demotivation and prompt an individual to look for a change. An individual should voice his opinions clearly to make things easier for the management. Discussion is important but one should not irritate anyone. Unrealistic expectations from the job also lead to employees looking for a change. The management finds it difficult to convince the employees in such cases. One needs time to make his presence feel at the organization and must try his level best to stick to it for a good amount of time and ignore petty issues. Employees leave the organization whenever there are no chances of further growth. Let us go through few steps to avoid talent drain: Work should never become monotonous and must offer a new learning each day. Just give them deadlines and ask them to 12 . so why not in the present organization? It becomes really difficult for the HR Department to find out what exactly is going on in the minds of the individual. The management must understand the difference between a dedicated employee and an employee who comes to office just for the sake of fun. The team leader must not force anyone to work. The moment work becomes a burden for the employees. An individual must not look for a change due to small issues. The team manager should also not make his team member’s life hell. Individuals from different backgrounds come together in an organization and minor misunderstandings might arise but one should not make an issue out of it. An employee should be able to upgrade his skills and enhance his knowledge at the workplace. An individual must be made to do something which really excites him and most importantly matches his background. The employees who really are concerned about the organization must be retained for better output and a healthy environment at the workplace. An individual must be mature enough to understand that one can’t get all the comforts at the workplace just like his home. No one should be asked to do anything out of compulsion. There is actually no solution to unrealistic expectations. Team members sitting at adjacent desks should not overhear their colleague’s conversation or check any confidential documents. The employees must be asked to accomplish the tasks in the most innovative way for them to enjoy their work. Let them accept assignments willingly. Some individuals have a tendency to get bored in a short span of time. Every individual should enjoy privacy at the workplace.
perks should be given to deserving employees to motivate them to perform up to the mark every time. Manipulation of truth should be strictly avoided as it leads to severe misunderstandings and eventually conflicts. lewd remarks must be avoided at the organization to retain the employees. Employees look for a change when there are unnecessary disputes at the workplace. cash prizes. Motivate them to deliver their best but don’t be after their life. The management must formulate employee friendly policies. Incentives. Major festivals should also be celebrated at the organization for employees to get attached to the organization. This way people come closer. Remember everyone is mature enough to understand that work comes first. trophies. They should have a say in the major strategies of the organization for them to feel important and trust the management. The hierarchy should not be too complicated and transparency in communication is important at all levels. and everything later. Let them enjoy. back stabbing. Sexual harassment is against the law and is a strict no no at the workplace. It is essential to have a positive ambience at the workplace for people to stick to it for a longer time.complete the assignments within the desired time frame. The human resource department must take the initiative to celebrate birthdays of employees at the workplace. Such interaction strengthens the bond among the employees and also avoids friction among individuals. The team leader once in a week must make sure to meet all the team members on an open forum to address their concern. The hard work of the workers must be appreciated. Leg pulling. The male workers should respect their female counterparts and make them feel comfortable. Every employee should be treated as one irrespective of his designation. The performers must be made to participate in the decision making process. Don’t ask any female employee to stay back late. Don’t call the employees on weekends. The slow learners must not be criticized but should be inspired to gear up for the next time. The meeting should not be made too formal. The salaries of the high potential employees must be appraised from time to time as monetary dissatisfaction is one of the major reasons for employees quitting their jobs. The employees must be allowed to take one or two leaves in a month so that they get time to rejuvenate. make friends. 13 . develop trust and are thus reluctant to go for a change. Everyone should be allowed to bring their cups of coffee. The seniors must be reachable to their subordinates in case of queries.
The Human Resource team plays an important role in employee retention. It is important to maintain the decorum of the office to make the organization a better place to work. Partiality is something which does not work in the corporate world. Discipline is a must at the workplace. Try to provide a solution to his problem. It needs employees who are loyal and work hard with full dedication to achieve the organization’s objective. It is essential for the management to retain its valuable employees who think in favour of the organization and contribute their level best. negative ambience and so on. the organization would be at loss. An employee who spends a longer duration at any particular organization is familiar with the rules. The major ones being conflict with the superiors. every employee regardless of designation must punch his card at 9. rather more emphasis should be laid on retaining the employees. Remember the HR should not focus on conducting exit interviews. There has to be one and the human resource team must probe into it. lesser salary. No relaxation should be given to anyone.30 am sharp or before that. try to shift him to a new team. it is the responsibility of the HR to intervene immediately to find out the reasons which prompted the employee to resign.30 am. It is really essential for the management to retain those employees who have the potential and are really indispensable for the organization. Hiring is a tedious process and it is really very difficult to recruit the right candidate and train him once again. No one leaves an organization without a reason. If the employee feels his 14 . guidelines and policies of the organization and thus can adjust better. If the office timing is 9. Understand his problems and listen to his side of the story as well. Do check the track record of the employee who wishes to move on. If one feels that the employee is not very happy with his team leader. If they leave and join the competitors. Let us find out their role in the same: Whenever an employee resigns from his current assignments. Role of HR in Employee Retention An organization can’t survive if the top performers quit. It is the duty of the HR to sit with the employee and discuss the various issues face to face. lack of growth. There can be innumerable reasons for an employee to leave his current job.
15 . The human resource department must conduct motivational activities at the workplace. A friendly atmosphere is essential for the employees to feel safe and secure. The HR must launch various incentive schemes for the top performers to motivate them. A right person doing the wrong job would never find his job interesting and certainly look for a change. Arrange a small bouquet for them as a gift from the organization’s side. The employees must be clear with their KRAs from the very beginning. The HR along with the respective team leaders must monitor their team member’s performance to ensure whether they are enjoying the work or not. The HR person must ensure that he is recruiting the right employee who actually fits into the role. lucrative perks and certificates to make the individual stand apart from the crowd. make them Feel special in the organization so that they do not look for a change. Every individual works for money and the HR must quote a justified salary acceptable to the other person.salary is not justified. Make sure every individual has been assigned responsibilities according to his specialization and interest. Don’t compel anyone to join at a lesser salary. This way the employees feel attached to the organization and are reluctant to look for a change. Organize various internal as well as external trainings which help the employees to learn something extra apart from their routine work. The HR professional must try his level best to motivate the employees. The employees who show promise should be awarded with cash prizes. Performance reviews are a must. Job rotation can be one of the effective ways to retain employees. Send a mail wishing the employees on their birthdays or congratulating them when they perform exceptionally well or come out with something innovative. Encourage them to interact with each other so that the comfort level increases. Make them participate in extracurricular activities important for their overall development. try to give him a hike but make sure he is worth it and you don’t end up upsetting others. This way the employees feel important for the organization and strive hard to perform even better the next time. He might join at that moment but would most likely quit after sometime. The hike should be on the present salary and must match the market trends and the expectations of the individual. Make them participate in various management decision making. The employees look for a change only when their job becomes monotonous and does not offer any growth or learning.
Individuals who have the habit of changing jobs frequently never get attached to any particular organization. They are never serious about their work and fail to accomplish the tasks within the desired time frame. 16 . They are well familiar with the company policies and adjustment is never a problem. Let us go through some of the after effects of poor employee retention: Every organization invests its time and money in training a new joinee to bring him at par with the existing employees. The organization is at a complete loss when the employees quit all of a sudden. Sometimes they tend to take confidential data along with them to create an impression in their new organization. The employees who are there for a long time in the organization are trustworthy and the management can rely on them anytime. employees are just not bothered about the reputation of their office and avoid taking initiative to do something new. they are more likely to join the competitors. Employees who come and go find it very difficult to settle down in a new environment and are thus always in a state of dilemma. They are not able to perform up to their potential and eventually the work and the organization suffers. Employees who spend a considerable amount of time in any organization know it in and out and thus can perform better. Employees must not share any information with an external party in any manner what so ever. This way the plans of the organization get leaked even before implementation and they fail to do anything great. Management somehow fails to stop the high potential employees and thus face the negative consequences. It becomes really difficult for the organization to retain the employees who decide to quit for a better opportunity. When individuals leave any organization. They just treat the organization as a mere source of earning money.Effects of a Poor Employee Retention In the current scenario almost all the leading organizations are facing the problem of employee retention. It hardly matters to them whether the organization is performing well or not? In cases of poor retention policies. Hiring needs to be done all over again and still there is no surety whether the new joinee would be apt for the profile or not? One wrong person hired and the output of the entire team and eventually the organization goes for a toss.
PURPOSE OF THE STUDY This paper aims to attempts to determine employee's retention in the Aujas Networks Pvt. 17 . It is essential to have a group of loyalists who play an important role in furthering the brand image of the company. Ltd. Bangalore. The HR department must take the initiative to discuss the several issues disturbing an employee and try to sort it out as soon as possible. An organization must work hard towards retaining those who really are important for the organization. People leaving in a short span always speak ill about their previous organizations. An organization can’t perform well if the employees speak negative about it. The loyalty factor is almost zero and no one is ready to take ownership of work. Employees working with an organization for a long time never badmouth it and are somewhat emotionally attached to it. The study designed to explore the main retention factors for aujas. The paper attempts to deepen our understanding about employee's satisfaction and in aujas.
good help is hard to find. there is a straight line linking employee satisfaction and customer satisfaction. Based on a review of the literature. and career development systems (Fitzenz 1990). lower costs (Reichheld. identification. 28). for example Eskildsen and Nussler (2000) in their research suggested that employers are struggling to be talented employees in order to maintain a successful business. p.LITERATURE AND THEORETICAL BACKGROUND In this. commitment. Hammer 2000). Retention defined as ―an obligation to continue to do business or exchange with a particular company on an ongoing basis‖ (Zineldin. Studies have indicated that retention driven by several key factors. pay and benefits philosophy. which ought to be managed congruently: organizational culture. better service. The above mentioned definitions explain many situations in our contemporary life while many employees are no longer having the sense of organization loyalty once they leaved. This is true because of the great expenses associated with hiring and retraining new employees. On the other hand. is even truer these days than ever before because the job market is becoming increasingly tight (Eskildesen 2000. Anderson and Sullivan (1993) and Rust and Zahorik (1993) believe that. positive word-of-mouth. Literature of employees retaining again show that attracting existed employees costs less than acquiring new talents as organizations know their employees and what they want. lower price sensitivity. employees are now making strategic career moves to guarantee employment that satisfy their need for security. and repurchase intentions. trust. The literatures of employee retention clearly explain that satisfied employees who are happy with their jobs are more devotion to doing a good job and vigorous to improve their organizational customers satisfaction (Hammer2000. strategy. high satisfaction has been associated to retention of both customers and employees. Employees retention also attain benefits such as customers satisfaction. 1989). The adage. 2001). 2000). Thus. higher market share. As a result. 18 . Marini 2000. and the last two being behavioral intentions‖ (Stauss et al. with the first four being emotional-cognitive retention constructs. In the same bases. and the initial cost of attracting the new employees has already been expended (Davidow and Uttal. employers have a need to keep their stuff from leaving or going to work for other companies. Increasing numbers of organization mergers and acquisitions have left employees feeling displeased from the companies that they work and haunted by concerns of overall job security. 2000. A more detailed and recent definition for the concept of retention is ―customer liking. 1995). Mark Parrott (2000). many studies has investigate employees intentions to exist. the previous studies for employee’s retentions are presented to be the framework to understand and systematically analyze factors the affect employee’s intentions. readiness to recommend. higher productivity and higher efficiency (Zineldin..
Rust and Subramanian (1992). Further. He explain that an understanding of the two concepts cannot always be achieved by isolating them from each other. This explanation is consistent Morgan and Hunt (1994) research on marketing channel. but causally inter-linked constructs. Fishbein and Ajzen’s (1975) attest the theory of reasoned action as the heart retention of both the employee and the customer links between satisfaction and behavior. 1999). (1994) and Schneider and Bowen (1999) suggested that. In the same bases Athanassopoulos (2000) explain satisfaction as an antecedent of customer retention. in some cases. convenience. Johnston (2001) in his research negated the relationship between customer's satisfaction and their retention clarifying that such relation is very weak. staff service. the probability of either party ending the relationship decreases because of high termination costs. indifference or inertia. (2001) in his research attest Johnston (2001) as he mentioned that customer retention and customer satisfaction should be treated as distinct.Denton 2000). Thus. The earlier efforts of Desai and Mahajan (1998) in examine the concepts of acquiring customers from a rational and affective perspective provides us with different approaches of how cognition and affects are implemented to increase retention. this suggestion is based on the principle that once trust is built into a relationship. Employees who are satisfied have higher intentions of persisting with their organization. and not simply retained because of habit. Potter-Brotman (1994) in his research explained how service could affect retention and may result in improving the value of teaching employees to be service providers. in their study. Desai and Mahajan (1998) assumed that retained customers are in fact satisfied. The authors study customer satisfaction cues in retail banking services in Greece. satisfaction itself may not be sufficient enough to ensure long-term workers commitment to an organization. with the capability to enhance interaction with customers rather than endanger them. Instead. In the same research. thus satisfaction is a component of retention. 19 . which results in decreased turnover rate (Mobleyet al1979). Gerpott et al. but rather by examining the relationship between them. service suppliers may be unable to retain even those employees who are satisfied. Included in retention strategies are the development of new products and services to meet and satisfy the evolving required of the customers. which shows that organizations often look beyond the concept of satisfaction to developing trust and ensure long term relationships with their employees. price and business profile are dimensions of customer satisfaction. link quality to customer satisfaction and argue that this has a direct effect on customer retention and market share. it may be essential to look beyond satisfaction to other variables that strengthen retention such as conviction and trust (Hart and Johnson. The fining of his study shows that product innovativeness. the authors recommended that firms should focus on hearing customers unique voices as result to find out what kind of service they consider to be extraordinary. companies must continually develop their products and services so as to meet the evolving needs of customers. The authors also mentioned that customers do not consider switching banks until they have encountered a series of negative effects. Heskett et al. However. The authors recommended that in order to retain employees.
orientation and training of the new employee. 1999. The relationship between satisfaction and retention in many studies has described as weak. Flexible work schedules and assistance programs need to be considered. and loss of customers who were loyal to the departing employee‖. the literature defines retention as continuing relation between customers (employees) and their organization. The benefits of retention are lower costs for their agent. a corporation namely Kimko.g. Turnover tumbled from 75 percent to 50 percent (Withers 2001). which holds that satisfying employee’s needs and wants is the key to exist in the organization (Kotler et al. this link is essential to the marketing concept. 2000). Further. The costs and expenses mentioned above open another area of concern which is productivity. Koch and McGrath 1996). less price sensitivity.. The divergence between a 15-percent turnover rate and a 40percent turnover rate is over $130 million annually‖. This cycle continues with very few employees performing at maximum productivity. studies indicated that employees stay when they have strong relationships with others with whom they work (Clarke 2001). Huselid 1995. e.. however. An opportunity to develop their path and career direction. this explain the efforts of organizations to encourage team building. decreased productivity until the new employee is up to speed. Additionally. Indeed. Numerous studies explain the importance of high employees involvement and how it could enhance their retention (Arthur 1994. 1995). advancement opportunities and time off. As earlier studies indicated that young employees are more interested in payment. Cronin et al.. the difference between a 15. increase employees’ performance and thus increase profits and meet their organizational goals and objectives. 1998..Other studies have proposed that the cost of replacing lost talent is even higher. improve productivity. Abundant studies have hypothesized and empirically validated the link between satisfaction and behavioral intentions and behaviors such as employee’s retention and word of mouth (e. The lack of opportunities to learn and develop in the work can be the top reason for employee dissatisfaction and thus turnover.percent turnover rate and a 25-percent turnover rate is over $50 million annually. greater market share. only a small share of the workforce takes advantage of them (Perry Smith and Blum 2000). 2002). as much as 70 to 200 percent of that employee’s annual salary (Kaye.. Kay (2000) describe costs as in ―…advertising and recruiting expenses. 20 . young female may want different things from what young male want (Beck 2001). project assignments involving work with colleagues and opportunities for interaction both on and off the job (Johns et al 2001). Expanding on these thoughts. Anderson and Sullivan. A very high cost is associated with large numbers of employees who have not accomplished full productivity.000 full-time employees. 1993. Bansal and Taylor. there are often gender differences within demographic groups. Rucci et al. In summary.g. the EPF (2004) stated that ―for a firm with 40. 2000). When high level of employee’s turnover existed. most of the workforce is at an entry level stage of production. the importance of satisfaction on retention is well recognized that some major economies now measure satisfaction at the industry level using large sample surveys to predict employee's retention and future financial performance (Fornell et al. and researches shows that satisfaction does not necessarily cause to retention. Such differences may reflect stages in the career plan or deeper generation differences. implemented this information and provide a training program that gave employees.
CHAPTER 2 COMPANY PROFILE 21 .
Middle East.Advisory. US and Middle East. Identity & Access Management. United States and United Kingdom and are expanding rapidly into mainland Europe and Africa. Assurance & Compliance. Aujas services span ―Management Consulting‖. Secure Development services. We provide technology life-cycle services including strategy and design. Aujas is a global Information Risk Management (IRM) company providing consulting and technology life-cycle services in the area of information risk with a presence in Asia. The company has specialty offerings for industry verticals like Financial Services. Identity and Access mgmt. Energy & Resources. Aujas is a Global Information Risk Management company that is funded by the IDG (International Data Group).We have presence in India. Cloud Computing Security. The Aujas footprint includes services like Information Risk Advisory.CHAPTER 2 COMPANY PROFILE Aujas is a Sanskrit word that means "The Strength and Energy of a Warrior. A portfolio with a blend of conventional and unique services built on an innovative work culture. Aujas helps clients to manage information risk and enhance value through innovation and excellence. Availability & Resilience. Data Leakage Prevention. Converged security services. Secure Development Lifecycle Services. Data Protection services. ―Technology Integration‖ & ―IT Assurance/Audit‖ within the realm of Information Risk Management. With over 150 clients in 15 countries. Software and application security. Specialties Information Risk Consulting ." Aujas is a Global Information Risk Management (IRM) services company. Identity Management services and Managed Information Risk services. Privacy Services and Supply Chain Risk. Media & Entertainment. Aujas service portfolio includes Information Risk advisory services. Information Technology and Telecommunications which has been demonstrated by serving a plethora of clients. Our objective is to offer effective IRM services on business and technical issues. this organization aspires to be a global leader in Information Risk Management Solutions. control integration. Vulnerability Management. 22 . Transformation. Risk Management. sustenance and optimization services in the area of information risk.
Services we offer Aujas helps you deploy a comprehensive data protection framework across your information lifecycle. Our holistic but modular approach allows you to leverage our services; either in an end-to-end or modular manner; to assess, transform and sustain data protection. Strategy and Design During this phase, we assess your data protection needs and develop effective data classification strategy and policy. We analyze your critical data, who owns it, who creates it, how it is used, how is shared etc. Based on an assessment of risks, the data protection framework is designed. Control and Integration We help you deploy the appropriate security and data protection technologies such as data leakage prevention (DLP), information / digital rights management (IRM) and encryption tools. We provide project management and technical implementation skills to effective implementation as per the design criteria. Sustenance and Optimization We help fine tune and optimize the technology implementation to ensure reduction in false positives, KPI reporting and implementing a strong incident management and consequence management framework for continuous vigilance. And that is key to building a culture of data protection within the organization.
Aujas Networks Pvt.
Aujas Networks Pvt. Ltd. offers information technology digital security solutions and services for enabling digital defense to clients. The company offers services in the areas of security vulnerability, security content management, and identity and access management. Its consulting services include preventive consulting, such as strategy consulting, enterprise risk, management, technology, consulting, and DR/BCP consulting; reactive consulting, including security postures, security audit, and recovery strategy; and detective consulting, such as incident response solutions. The company preventive implementation solutions comprise, secure products, and compliance solutions. Its detective implementation solutions include application code review solutions. The company management solutions comprise preventive management, including enterprise risk, ODC security, and security operations; recovery services; and forensics services. It also offers education services, such as process, implementation, management, standards, technology, and application security services. The company provides specialized security services to technologies, including core wireless networks, VOIP, RFID, cyber forensics, and the risk management. It serves telecom, banking, financial services, insurance, enterprise, and government sectors.The company was founded in 2008 and is based in Bangalore, India.
Our Service portfolio includes: Risk Management Frameworks Data Protection Identity Management Privileged Identity Management Secure Development Secure Release
Vision "Helping Organizations Manage Risk and Enhance Information Value through Innovation and Excellence" Mission "To create a differentiated and scalable global eco-system of people, processes and technology to help customers minimize and mitigate Information Risks."
Milestones 55 employees with 70 customers from across 9 countries delivering projects with an active presence in 3 continents. Aujas wins NASSCOM EMERGE 50 2011 award and also Deloitte Fast 50 India 2011 award Wednesday, October 05, 2011 • Aujas completes 2 years of successful operations Wednesday, February 10, 2010
CHAPTER 3 OBJECTIVE STUDY 26 .
For the practical contributions. The main research objectives can be summaries as follows: • Explore what types of benefits those are most important for the workforce in aujas . the present study is expected to bridge a gap in the literature for empirical research focusing on employee's retention in the aujas. the present study aimed deepens our understanding and improve the shortage of literature by focus to the main determinate of employee retention to existing in aujas. 27 . At the theoretical level. • Explore the future plan of aujas workforce that contribute to their retention. SIGNIFICANCE OF THE STUDY This study derives its significant from its potential contribution at two primary levels: theoretical and practical. this study is expected to provide new solutions and evidence on the usefulness of segmentation techniques for human resource management. • Investigate what issues related to organizational culture contribute to the retention of the aujas workforce. • Assess the most important organizational strategies that contribute to the retention of the aujas workforce.CHAPTER 3 OBJECTIVE 0F STUDY Thus.
CHAPTER 4 RESEARCH METHODOLOGY 28 .
The researchers divided the chapter into three sections. presents the methodology for the present study. many items in the organizational culture and retention strategies sections of the survey were adapted from Griffeth and Horn (1983). the objective of the current study is to: • Explore what types of benefits those are most important for the company workforce. • Investigate what issues related to organizational culture contribute to the retention of the company workforce. • Assess the most important organizational strategies that contribute to the retention of the company workforce. the first section presents the data collection procedures. DATA COLLECTION By referring to the literature review on this topic. the final section presents methods. • Explore the future plan of Company workforce that contribute to their retention. the second section presents study population and sampling. The primary aim of this study is to explore the factors that affect workforce attention in their work place. To achieve this purpose the survey asked respondents to rate the degree of importance and level of agreement with a number of statements related to: • Benefits factors • Retention strategies factors • Organizational culture factors 29 .CHAPTER 4 RESEARCH METHODOLOGY In this chapter. As mentioned in the above chapters.
using a five-point Likert type importance scale ranging from ―very important‖ to ―not important at all‖. Table 1 show these factors. Deferred compensation. Health and other benefits (health insurance. 3. sick. 5. Retirement plan 4. personal. Table 1: Benefits Factors 1. paid holidays). Employee assistance program 30 . Salary and monetary compensation 2. 6. Leave benefits (including vacation. on their retention. prescription). dental.The first part of the questionnaire asked respondents to rate the relative importance of 6 potential benefits factors. vision.
Annual Performance Appraisal 31 . Mentoring and coaching 6. Training opportunities . On-site day care 9. Table2: Organizational strategies factors.job related 13. Alternative Work Schedule 2. Telecommuting/Work at Home. using a five-point Likert type importance scale ranging from ―very important‖ to ―not important at all‖. strategies Factors 1. Job Rotation and New Assignments 7. Table 2 show Organizational strategies factors. Employee Suggestion Program 11. Education opportunities 12. Wellness Programs 5. Voluntary Reduction in Work Schedule 3. 4.The Second part elicited retention strategies factors. Help with career planning 8. respondents asked to rate the relative importance of 13 potential strategies factors on their retention. Rewards and recognition 10.
Employees in my workplace are treated with fairness and respect. 4. Employees are often given the opportunity to be part of task groups and assignments outside their core job responsibilities. Supervisors communicate effectively with employees. 3. My agency has a career development program that helps people become more aware of and responsible for their own career development. 10.Supervisors have a style that empowers people to take responsibility and authority. 7. The focus group participants completed the survey for practical purpose of this study. respondents asked to rate the relative importance of 10 organizational culture factors on their retention. 6-10 years or no plans to retire or leave work place in the foreseeable future. the workplace where I work has a culture that recognizes and Values diversity.Working on a new projector assignment is an open process with few barriers.The third part of the survey address the organizational culture factors. Supervisors spend a good deal of time listening to employees' Ideas. 5. with few lines space. Supervisors in my workplace sit down with employees and discuss their development plans at least every 6 months. four options are given as follows: leave workplace employment within 1-2 years. 9. 8. using a five-point scale type agreement scale ranging from ―Strongly Agree‖ to ―Strongly disagree‖. The following table shows the organizationa strategies factor. 32 . Table 3: organizational culture factorsOrganizational culture Factors 1. One section of the survey ask respondents about their retirement plan. 3-5 years. thus the findings cannot be generalized to the entire GCC countries. respondents are given an opportunity to provide general comments on any other areas related to retention that they felt were not addressed in the focus groups or on the survey. 6. There is an environment of openness and trust in my agency. 2. The final section of the survey collects demographic information.
Tuesday. From a total of 145 questionnaires distributed. thereby yielding a response rate of about 86. commencing at 9.2 percent. In convenience method. 33 . These techniques were deemed to be appropriate for this particular analysis because the main purpose of this thesis is to explore the main determinate of employee exiting retention. 125 were returned (only 25 surveys were collected from each city). and Wednesday. select five main cities to distribute the survey where workforce conducted their work. It is simplest type of research. It contributes to the development of a young science and useful in verifying focal concepts through empirical observation it can highlight important methodological aspects of data collection and interpretation. The information obtain may be useful for prediction about areas of social life outside boundaries of the research they are valuable in providing facts needed for planning social action program. Aujas Pvt Ltd employees who conducted their work in the sampling location during the chosen time intervals were selected. explaining the nature of the study and asked if they would be prepared to fill in the questionnaire. a response rate considered sufficiently large for statistical reliability and generalizability.STUDY POPULATION AND SAMPLING In convince approach. This relatively high response rate attributed to the self-administered approach undertaken in distributing questionnaires and approaching respondents at the various locations.00 am. The survey was designed to obtain information about the main determinants of employee’s retention to exist. out of which 20 were usable (valid and completed). The survey took approximately 10-15 minutes to complete. It aims at identifying the various characteristics of a company or institution or problem under study and also aims at a classification of the range of elements comprising the subject matter of study. 11 am and 3 pm on a particular Monday. Distribution process took place in a two week period in the early part of Oct 2011 workforce were approached. the data were analyzed using Descriptive Study and factor analysis. METHODS Descriptive Study: It is fact finding investigation with adequate interpretation. A total of 145 surveys were distributed in equal numbers to the organizations (29 survey per location). The responses obtained were analyzed to ascertain which of the workforce retention factor criteria are perceived as more or less important.
CHAPTER 5 DATA ANALYSIS AND INTERPRETATION 34 .
The entire sample consist of 55 percent male and 70 percent female. and their average age was 35. DATA ANALYSIS AND RESULTS The sample of 125 respondents the sample of Aujas workforce. The following figures and Table represent the demographic factors.CHAPTER 5 DATA ANALYSIS AND INTERPRETATION This chapter prepared to give clear representation for the sample and presents the data results from the study. GENDER Female Male 35 .
AGE between18-25 between 26-35 between36-45 between46-55 above 55 YEARS OF SERVICE Between 0-5 Between 6-10 Between11-15 between16-20 Over 25 36 .
0 11.Demographic Factors Demographic factors Gender Female Male Total Career Plans Retire or leave within 1-2 years Retire or leave within 3-5 years Retire or leave within 6-10 years 5 14 23 70 55 125 4.0 16.8 15.2 2.2 25.0 Frequency Percent No plans to retire or leave 83 employment Total Age Between 18-25 Between 26-35 Between 36-45 Between 46-55 Above 55 17 56 40 9 3 125 Years service Total of Between 0-5 years Between 6-10 years Between 11-15 years Between 16-20 years Over 25 years Total 50 21 19 32 3 125 125 13.4 56.2 18.4 40.00 44.6 2.8 32.4 37 .4 66.6 44.0 7.
BENEFITS DATA COLLECTION CULTURE STRATEGIES 38 .
87) and the Employee Assistance Program (3.098 The Salary and compensation were rated as most important. were the retention Plan (3. rated as least important by Aujas workforce . Table 5: Survey Responses – Benefits Descriptive Statistics N Mean Std. 124 personal.72 and SD 0. Benefits Which is rating the benefits of state employment? The results are illustrated in table 1.950 1.52) and Differed Compensation (4.98 3.89).75 4. prescription) Employee Assistance Program Retirement plan 125 124 4. followed by leave benefits (4. paid holidays) Deferred Compensation Health and related benefits(health insurance.Deviation Salary and Compensation 125 4.22).18 . vision.534.52 .865 124 122 3.A. 39 .656 Leave benefits (including sick. dental.822 .22 4.The items with the lowest means. with means of 4. vacation.87 .534 .
43 Std.82 3.119 .22 3. STRATEGIES The next section of the survey asked respondents to indicate: what retention Strategies were being used in their agencies? And how important each strategy was to them? Whether it was available? Complete results for this section can be found in table2 Table 2: Survey Responses – Strategies Descriptive statistics Rewards and recognition (e.925 .945 .08 3.. service awards.864 1.1.B.96 3.16 4.276 40 .78 3.72 3.83 3.872 .112 .28 4.00 .g.019 1.32 3.017 1.017 1.job related Education opportunities Employee Suggestion Program Help with career planning On-site day care Job Rotation and New Assignments Mentoring/Coaching Wellness Programs Alternative Work Schedule Voluntary Reduction in Work Schedule Telecommuting/Work at Home N 125 Mean 4.Deviation .919 1. employee of the year) Annual Performance Appraisal Training opportunities .41 4.776 125 125 122 124 125 122 125 124 124 125 123 125 4.980 .
78 Wellness Programs 3.5 1 1.5 4 4.83 Job Rotation and New Assignments 3.16 Employee Suggestion Program 4.96 On-site day care 3.41 Training opportunities .08 Help with career planning 3.72 Alternative Work Schedule 3.22 Telecommuting/Work at home 3 0 0.5 2 2.28 Education opportunities 4.STRATEGIES Rewards and recognition 4.5 3 3.82 Mentoring/Coaching 3.32 voluntary Reduction in work Schedule 3.5 41 .43 Annual Performance Appraisal 4.job related 4.
00). Telecommuting/Work at Home (3. The next table and figure present these percentages. C. only 9.41) and Training Opportunities other (4. where 1 = strongly disagree and 5 = strongly agree. comparing the responses of each group for each statement can be found in table 3.32) were rated as least important.22) and Alternative Work Schedule (3. The importance of education and training benefits is not surprising. Voluntary Reduction in Work Schedule (3.8 are nature.43).The three strategies rated most important to workforce of Aujas Pvt Ltd are Rewards and recognition (4. ORGANIZATION CULTURE This next section asked respondents to rate their level of agreement or Disagreement with a number of statements related to organizational culture on a scale of 1 to 5.6 % percent disagreed or disagreed strongly with that notion and 24. since workforce of Aujas Pvt Ltd emphasis on growth and development through a variety of training. Another reason this benefit may be important is because they are generally younger and in an early phase of their career with Aujas Pvt Ltd. 42 .28). Annual Performance Appraisal (4. Sixty-five percent of Aujas Pvt Ltd agreed or strongly agreed that supervisors in their agencies discussed development plans with employees at least every six months.
6 43 .0 5.0 37.development Plan option Strongly Disagree Disagree Neutral Strongly Agree Agree Response 5 7 31 35 47 Percentage 4.8 28.Is a supervisor in agency sit down with employees and discuss their development plans at least every six months? Table 3: Organizational Culture.6 24.
8 4.development Plan Employees are often given the opportunity to be part of task groups and assignments outside their core job .6 Percent 28.0 24.37. The next table and figure present these percentages. while 24 % are natural.8 % disagree and strongly disagreed with this statement.0 Strongly Disagree 5. 44 .Figure 3: Organizational Culture.6 Disagree Neutral Agree Strongly Agree The result show 51. Only 24.2 % percent agree and strongly agreed that they are often given the opportunity to be part of task groups and assignments outside of their core job responsibilities.
6 Neutral 42 Agree 22 Strongly Agree 45 .task group assignments Option Strongly Disagree Disagree Response 3 28 30 Percentage 2.4 24 33.6 17.Does employees are often given opportunity to be part of task groups assignment outside their core job? Table 4: Organizational Culture.4 22.
4 % of Aujas Pvt Ltd workers has agreed and or strongly agreed that their organization has a career development program that helps to become more aware of and responsible for their career development.60 24.00 22.task group assignments Employees are often given the opportunity to be part of task groups and assignments outside their core job Percent 33.40 2.Figure 4: Organizational Culture.8 % of workforce are neither agreed nor disagreed with this statement and 29.40 Strongly Disagree Disagree Neutral Agree 17.60 Strongly Agree About 70. The next table and figure present percentages. 46 . 16.6 are disagreed and strongly disagreed.
6 28.Can agency have a career development program that helps people become more aware of and responsible for their own career development? Table 5: Organizational Culture.Career development program Option Disagree Neutral Agree Strongly Agree Response 16 21 52 36 Percentage 12.8 47 .8 41.8 16.
36 % are nature and 19.8 41.6 28.2% disagreed strongly or disagreed with this statement. The next table and figure present percentages.8 Agree Strongly Agree Forty-four percent of Aujas Pvt Ltd workers agreed or strongly agreed that working on a new project was an open process with few barriers. however.Figure 5. 48 . Organizational Culture.8 16.Career development program 45 40 35 30 Percent 25 20 15 10 5 0 Disagree Neutral 12.
Is working on new project assignment is an open process? Table 6: Organizational Culture.2 49 .8 36.New project assignment Option Strongly Disagree Disagree Neutral Agree Strongly Agree Response 3 21 45 37 19 Percentage 2.6 15.4 16.0 29.
while another 5.40 Strongly Disagree Disagree Neutral Agree Strongly Agree Sixteen percent of workforce agreed that supervisors communicate effectively with employees. 29.New project assignment Working on new project assignment is an open process with few barriers.20 2. 50 . The next table and figure present percentages.60 Percent 36.6 % disagreed or strongly disagreed and 32 % are nature with that statement.80 15.00 16.Figure 6: Organizational Culture.
8 27.2 51 .2 32.Does supervisor communicates effectively employees? Table 7: Organizational Culture.4 3.Supervisor communication Option Strongly Disagree Disagree Neutral Agree Strongly Agree Response 3 4 40 41 34 Percentage 2.0 32.
Supervisor communication Supervisor communicates effectively employees.28 2. Percent 33.Figure 7: Organizational Culture. 52 . Only seven percent.87 3.79 27.46 Strongly Disagree Disagree Neutral Agree Strongly Agree Fifty-nine percent of Aujas Pvt Ltd workers agreed or strongly agreed that their agency had a culture that recognizes and values diversity.61 32.
4 4.value of diversity Option Strongly Disagree Disagree Response 3 6 39 Percentage 2.8 31.4 32.2 26.Does organization have a culture that recognizes and values diversity? Table 8: Organizational Culture.8 Neutral 33 Agree 41 Strongly Agree 53 .
61 Sixty-three percent of Aujas Pvt Ltd workers agreed or strongly agreed that in their organization an environment of openness and trust in is existed.97 27. Only 12% percent. disagreed or strongly disagreed while 24.05 33.92 31. 54 .46 4.8 % of the respondent are neutral.Figure 8 : Organizational Culture. The next table and figure present percentages.value of diversity Organization has a culture that recognizes and values diversity 35 30 25 Percent 20 15 10 5 0 Strongly Disagree Disagree Neutral Agree Strongly Agree 2.
8 24.2 24.0 39.openness and trust Option Strongly Disagree Disagree Neutral Agree Strongly Agree Response 6 9 31 40 49 Percentage 4.2 55 .Does there is environment of openness and trust? Table 9: Organizational Culture.8 7.
Efforts to enhance both openness and trust culture include supporting activities that create personal connections. 40 30 PERCENT 20 10 Series1 0 Strongly disagree Disagree Neutral Agree strongly agree the figure represent good percentage that reflect the sense of openness and trust between employees and their agency. such as after-hour get-togethers and departments caring for employees during life crises. However 30. About 54. Closely linked to community in the workplace is the concept of trust and openness. so does a feeling of community in the workplace. 56 . which creates a sense of commitment and belonging. The next table and figure present percentages. which reasons that the more employees realize what they would be giving up if they leave an organization.4 % percent disagreed or strongly disagreed and 12.8 % of the respondent are neutral.Openness and trust. Organizational Culture.4% of Aujas Pvt Ltd workers in the state of Bangalore has agreed and strongly agreed that there is a fairness in treatment and respect in their organization an environment of openness and trust in is existed. the more likely they are to stay.Figure9.
8 18.4 36.6 16.8 12.fairness and respect Option Strongly Disagree Disagree Neutral Agree Strongly Agree Response 17 21 16 23 45 Percentage 13.0 57 .Is environment of fairness and respect? Table 10: Organizational Culture.
fairness and respect.4 % percent disagreed or strongly disagreed and 29. Employees treated asfair and respect 40 35 30 Percent 25 20 15 10 5 0 Strongly Disagree Disagree Neutral Agree Strongly Agree 17.21 13.93 13. The next table and figure present percentages. 58 .85 36.Figure 10: Organizational Culture.6 % are neutral.69 The result of organizational culture shows that 56 % of workforce agreed and strongly agreed that their supervisor spend a good deal of time listening to their ideas.11 18. Only 14.
6 34.0 10.4 59 .6 21.4 29.supervisor Option Strongly Disagree Disagree Neutral Agree Strongly Agree Response 5 13 37 27 43 Percentage 4.Is supervisor spends time on listening to employees? Table 11: Organizational Culture.
4 35 30 25 20 15 10 5 0 Strongly Disagree Disagree Neutral Strongly Agree Agree 4 10. the result of organizational culture shows that only 63. The next table and figure present percentages. 60 .6 Series 1 Finally.2 % employees agreed and strongly agreed that their supervisor have a style that empowers people to take responsibility and authority.6 29. 15.Figure 11: Organizational Culture.6 % percent disagreed or strongly disagreed and 15.2 % are neutral.supervisor listening 34.4 21.
Table 12: Organizational Culture.2 61 .6 15.0 23.0 17.2 36.supervisor empowers Option Strongly Disagree Disagree Neutral Agree Strongly Agree Frequency 10 22 19 45 29 Percentage 8.
The authors argue that this culture allow employees to participate more in the decisions that affect them through additional responsibilities that provide creative challenges. Figure 6 graphically present the result of career plans for workforce.6 15.2 17. 23. The figure represent good percentage of agreement indicating well participation and supervisor empowerment culture.Figure 12: Organizational Culture. such as Aujas Pvt Ltd workers career ladders and work groups created to solve departmental problems. The eighty-three percent presented high awareness of the importance of retention to the Aujas Pvt Ltd organizations. This could beexplain that Aujas Pvt Ltd in the state of Bangalore provide good retention to their employees that lead to improve their existence as well as their satisfaction. This fosters Aujas Pvt Ltd workers development and reinforces the link between the department and employees by demonstrating the value of the organization for them and their abilities 62 .2 8 Strongly Disagree Disagree Neutral Agree Strongly Agree The result of career plans shows that the workforce aimed to build long-term relationship and developed their career in the Aujas Pvt Ltd.supervisor empowers 40 35 30 25 Percent 20 15 10 5 0 Supervisor empower people to take a 36 responsibility and authority .
CHAPTER 6 OBSERVATION AND FINDINGS 63 .
14 4. Reasons given for their intentions of leaving within 5 years included: salary.5 1 0. 5 % present of workforce said they planned on retiring or leaving state employment within 1-2 years. lack of promotional opportunity. 64 .5 0 retire or leave state employment within 1-2 years retire or leave state employment within 1-3 years retire or leave No plans to retire state or leave State employment employment in within6-10 years the foreseeable future 5 23 83 Careful career development and planning.5 3 2. as well as the more typical rewards and incentives. and lack of meaningful professional development. the authors argue that the 23 percent of workforce who intended to leave the state of employment within 6-10 years are not necessary related to the inefficiency of human resource management in the Aujas Pvt Ltd to improve employee retention but may be related to Aujas Pvt Ltd workforce long-term life planning. high percentage of career plan to exist in the state of employment are not surprising. and an additional 14% said they planned to leave state employment within 3-5 years. In general we can say that the result of career plan give good indication of the high efforts of Aujas Pvt Ltd to retain and build long-term relationship with their Aujas Pvt Ltd workforce.5 4 3.CHAPTER 6 OBSERVATION AND FINDINGS When asked about retention. thereby. the length of time it would take to get from a grade to higher grade within their organization. can be powerful retention tools. Roughly 83 % indicated that they had no plans to leave or retire from State employment within the foreseeable future. Another 23% said they planned to leave within 610 years.5 2 1. thus. The result of the current study indicate clearly high retention efforts provided Aujas Pvt Ltd in the state of Bangalore to retain workforce.
The retention factors of employee workforce. One possible way to reduce the short comings of each pay component is to pay organization employees with a combination of bonuses. The authors argue that cash bonuses based on specific performance of the employee motivates the employees not to sit back and relies on other productive colleagues. But because of asymmetric in formation it may be difficult to encourage poor per formers to leave the organization. improve the quality work.g. An adequate base salary al lows the organization to compete for talents in the labor market effectively. Bangalore workforce clearly explains that in order to develop their intention such compensation should be meet their satisfaction. the agency problems of excessive perquisite consumption. Aujas Networks Pvt. Ltd. extra compensation and salary. The finding of this study assist literature as it indicated that incentive compensation is one of the best methods which is used to reduce the problems surrounding the effort to retain employees. Delaney and Huselid 1996. Employee Involvement can come through openness and trust culture. The study also indicates that sharing responsibility by Aujas Pvt Ltd workforce is another type of pay incentive. So far. provide a competitive wage so the employee is paid fairly. retirement plan). Currently provide numerous benefits or practices attractive to workforce. Better monitoring of employees through audits and surveillance may help distinguish productive from non productive employees. Incentive pay may also give the employee the incentive to stay in the organization. The bonus is normally tied to accounting measures and many times specifically to the employee’s job area. we can say that some compensation that provided in organization is not being specific enough to truly motivate the employee to work hard (e. This may be the reason that employees in many organizations have complex pay pack ages. which lead to improve the organizational environment and cultures and build long-term relationship and belonging to sense to the employees. 65 . Including bonuses as a part of an employee’s compensation package off sets the problems of employee retention and also may motivate employees to focus on long-term relationship and high performance while they conduct their work. and better financial performance (Arthur 1994. efforts can be made by the organization to improve job sat is faction. Huselid 1995 and MacDuffie 1995. shirking and poor investment decision making may be reduced. This may also increase the numbers of talented employees who stay in the company. Meyer and Allan 1991). By aligning the interests of the employees with the owners of the firm through pay incentives. It in essence makes the employee a involve and have empowerment to aligning the interests of their organizations. In addition to using pay incentives to reward the employee for reaching company goals and demonstrating loyalty to the organization. Incentive pay may consist of cash bonuses for employees upon reaching pre determined goals. Prior literature shows that HRM practices in compensation and reward sharing can lead to reduced turnover. and encourage the employee to comply to organizational practices. and pleasant working conditions will help retain talented employees. The result of this study indicates that it should improve retirement plan as to motivate employees and reduce agency costs and retention problems. Some are negotiated benefits and some are optional and may vary by agency and bargaining unit. Pay incentives will help align the employees’ interests with those of the organization's owners and efforts to improve job satisfaction through employee autonomy. training.
if not eliminate. Taking this proactive stance toward education would yield the same results. Finally. they allow employees to self-determine their schedule by providing the latitude to individually tailor their work hours. use other methods to support education in an effort to increase workforce job satisfaction. Management can give capable employees the autonomy in their job functions.2009). giving Aujas Pvt Ltd workforce more say in departmental decisions because of their expert knowledge and increased satisfaction with their current workplace. another suggestion is to provides a day off every four weeks for education. These innovative scheduling methods allow employees to adjust their work schedules to the rest of their lives. the current study have found that Aujas Pvt Ltd workforce workers for a schedule that fits their needs.Besides using compensation. Most of organizations now reimburse tuition for employees. These programs allow Aujas Pvt Ltd workforce the opportunity to develop their skills and to bring new ideas and concepts back to the department. Manager should allow –partially. the study shows that offering these talented employees training to keep them current on their job functions and allowing them to have the opportunities to develop their skills can also be utilized to improve employee satisfaction with the organization (Rice. In addition to compensation. suggested that organizations may provides a week per year for education away from the facility as Aujas Pvt Ltd workforce are paid both time off and tuition. One retention strategies that the authors argues its importance to increase self actualization through education. That can be used to improve their workplace. shift rotation and allow creative and flexible staffing arrangements that are tailored to meet staff needs. Aujas workforce want jobs that accommodate their family needs and personal activities. These methods go beyond simply letting an employee pick the schedule that is best for him from existing options. & McFarlin 1991). The finding of the current study assisted by many finding who argue to minimize. Gen tile. and they can give them meaning full assignments as well. improving the working conditions can also inveigle productive workers to exist in their organization and reduce their turnover. resulting in improved job satisfaction and job retention (AFSCME. 66 . A department that offers a variety of schedules increases its appeal to a wide spectrum of staff. retaining skilled employees may also be accomplished through improving organization culture. Both flexible and self-scheduling are significant ways to increase worker satisfaction.their employees to be involved in the decision making for their area of expertise.
CHAPTER 7 SUGGESTIONS AND CONCLUSION 67 .
while thirty percent are disagreed and strongly disagreed. Ltd. Almost have of the population sample of Aujas Pvt Ltd workforce agreed that the working on a new project was an open process with few barriers while thirty-six percent are nature and nineteen percent disagreed strongly or disagreed with this statement. The study indicated high percentage of agreement of Aujas Networks Pvt. The literature emphases that retention strategies must be broad and varied to address the variety of reasons for workforce leave Aujas organizations. The result of strategies factors shows that the three strategies rated most important to Aujas Pvt Ltd workforce are rewards and recognition. Section one presents recommendation of the research and section present suggestion for future studies. Improving these benefits will improve Aujas Pvt Ltd workforce retentions and thus ensure meeting organizational goals and objectives. More than half of Aujas Pvt Ltd workforce agreed that supervisors communicate effectively with employees. annual performance appraisal and training opportunities. Ltd. Other objective of this study is to explore the retention strategies which are a priority for Aujas organizations. The result of organizational culture shows that Sixty-five percent of Aujas Networks Pvt. voluntary Reduction in Work Schedule and alternative work schedule were rated as least important. Bangalore workforce agreed or strongly agreed that supervisors in their agencies discussed development plans with employees at least every six months. The literature shows that retention factors are critical and should be well addressed by any organization in order to meet its goals and objectives. while twentyfour percent of Aujas workforce disagree and strongly disagreed with this statement. The heart of this study has been to explore Aujas workforce. It divided into two sections. Bangalore workforce in the Bangalore who believe that that their organization has a career development program that helps to become more aware of and responsible for their career development. Telecommuting/Work at Home.fifty-one percent of Aujas workforce agree and strongly agreed that they are often given the opportunity to be part of task groups and assignments outside of their core job responsibilities. The items needed to be improved in Aujas Pvt Ltd are retirement plan and the employee assistance program.CHAPTER 7 SUGGESTIONS AND CONCLUSION This chapter intended to summaries the main finding. The value of creating diverse strategies should manifest itself through increased employee satisfaction and an increased sense of belonging to the organization. The result of benefits retention factors shows that the salary and compensation were rated as most important to the Aujas workforce followed by leave benefits and differed compensation. 68 .
However thirty percent disagreed or strongly disagreed and thirteen percent are neutral. the study fills an important gap in the literature. Bangalore workforce agreed and strongly agreed that their supervisor have a style that empowers people to take responsibility and authority. The result of Aujas Pvt Ltd workforce career plan shows that high percent (eighty three) of Aujas Pvt Ltd workforce had no plans to leave or retire from State employment within the foreseeable future. Bangalore workforce has agreed and strongly agreed that there is a fairness in treatment and respect in their organization an environment of openness and trust in is existed. while only seven percent disagreed or strongly disagreed and thirty-one percent are neutral related to this statement. while fifteen percent disagreed or strongly disagreed and thirty-one are neutral. fourteen percent Aujas Information Risk workforce are planned to leave state employment within 3-5 years. Bangalore in private sector workforce. Only twelve percent disagreed or strongly disagreed and twenty-four percent are neutral. Ltd. 69 . twenty-three percent are planned to leave within 6-10 years. Ltd. Sixty-three percent of Aujas Pvt Ltd workforce agreed or strongly agreed that in their organization an environment of openness and trust in is existed. the findings of this study can add to the existing body of the literature and can serve as a starting point on which future studies can be built. that is. Ltd. exploring workforce retention factors in the Aujas Information Risk.While only six percent of the sample disagreed and the rest are nature with that statement. Aujas Networks Pvt. About fifty-four percent of Aujas Networks Pvt. The study found high efforts provided by Aujas Pvt Ltd in the state of Bangalore to attain and attract existed employees. this study can help the top-management decision makers of organization to enhance the major factors that may better develop their employees retention and thus meeting organizational goals and objectives. The importance of this study can be viewed from two dimensions: theoretical contributions and practical implications. and only five present workforce are planned on retiring or leaving state employment within 1-2 years. Finally. Theoretically. On the practical side. Such information should help human resource management of Aujas Pvt Ltd in devising appropriate human resource strategies for attaining and attracting Aujas Networks Pvt. employees who have high retention factors have good and long-term relationship with his agency. Fifty-nine percent of Aujas Pvt Ltd workforce agreed or strongly agreed that their agency had a culture that recognizes and values diversity. only fourteen are percent disagreed or strongly disagreed and thirteen percent are neutral. this explain the high percentage of why workforce have no intention to leave their organization and have long-term career plan. Therefore. the purpose of this study was to explore how Aujas Pvt Ltd workforce dealing with the concepts of employees retention. In summary. Half of Aujas workforce agreed and strongly agreed that their supervisor spend a good deal of time listening to their ideas.
actual action. nationality. In fact. Our results revealed that although Aujas workforce tended to think that satisfaction and retention are enhanced in similar ways. can be catalysts for improving employee attitudes and producing organizational change. 1995). both supported by research already reviewed in this article: first that employee attitude affect behavior and second. Feedback sessions that result in concrete goals and result. For example. Ltd. there were wide differences between how individual employees perceived the two concepts. This statement is based on two important assumptions. though an important research finding is that participation in feedback sessions alone will not result in change—and this is often where organizations fall short. that employee attitudes are important levers of organizational performance. not just involvement in survey feedback discussions and the development of plans. Questioners may be develop to give deep understanding of Aujas Networks Pvt. & Lake. (Jinnett and Alexander 1999. Further studies may need to classify the sample by employee position. what were the expectations you had when you first came to work for the Aujas Pvt Ltd that haven’t been met yet? Are the reasons you are staying with Aujas Pvt Ltd different than the reasons why you first came to? Finally Demographic factors were among the most common predictors in the turnover literature. Rynes et al. 70 . Miller and Wheeler 1992). used effectively. Survey Feedback and Action Employee surveys. Bangalore feeling toward their agencies and their expectations when they conducted the workforce of Aujas . Survey feedback and action help support and drive organizational change. is critical for an employee survey to result in improved performance.‖ Extensive research does not support this statement. income. (2002) found that one of the highest percentages of HR professionals responding contrary to the research facts was to the statement ―Ensuring employees participate in decision making is more important for improving organizational performance than setting performance goals. In fact. Brockbank. yet 82% of HR professionals marked it as true. and the ―ability to manage change‖ is evaluated by line managers as the most important competency for HR professionals (Ulrich. Yeung. gender and age.FUTURE RESEARCH For future research. the relation between Aujas workforce retention and their satisfaction need to be focused and studied. There are many variations of survey feedback and action.
supervisory style. 1978). 1979. 1995). how are the Aujas workforce aware of any retention efforts in their agency? What make Aujas workforce think about leaving their work? How Aujas workforce does feels unique about their agency’s retention situation? Does organizations discuss with the workforce specific Reasons why they were leaving or not? Do Aujas workforce in know of specific retention problems in their agency? What type of work environment or organizational culture e. few of these researches have conducted in Middle East. It is the understanding of the situation that provokes an action (Weick. thus. 71 . each employee in an organization creates his or her own understanding of a phenomenon and assumptions (Argyris and Schon. is most appealing to workforce? Thus.LIMITATION Understanding employee perspectives and measuring their retention factors are critical to an organization success. the present study aimed to enhance our understanding and improve the shortage of literature by focus on the Aujas workforce retention factors that lead to their existing in their work place.S and Europe to determine the main factors that contribute to their satisfaction and motivation to exist. 1990). Many studies concerning employee’s retention have been conducted in mainly U. However. 1976) that is in some way i(Senge. an employee interprets their organizational environment through his or her own mental model. Replication of such studies in other regions is highly justifiable. Form perfect example. scarcity of researches are indicated.g. a reality of the second order thus arises (Watzlawick. creating his or her own world. work itself.
APENDEX Q1 As you think future career plan will be? Retire or leave the job within 1-2 years:Retire or leave the job within 3-5:Retire or leave the job within 6-9:No plan to leave:- Q2 Is a supervisor in agency sit down with employees and discuss their development plans at least every six months? Strongly Disagree [ ] Disagree Neutral Agree Strongly Agree [ ] [ ] [ ] [ ] Q3 Does employees are often given opportunity to be part of task groups assignment outside their core job? Strongly Disagree [ ] Disagree Neutral Agree Strongly Agree [ ] [ ] [ ] [ ] 72 .
Q4 Can agency have a career development program that helps people become more aware of and responsible for their own career development? Strongly Disagree [ ] Disagree Neutral Agree Strongly Agree [ ] [ ] [ ] [ ] Q5 Is working on new project assignment is an open process? Strongly Disagree [ ] Disagree Neutral Agree Strongly Agree [ ] [ ] [ ] [ ] Q6 Does supervisor communicates effectively employees? Strongly Disagree [ ] Disagree Neutral Agree Strongly Agree [ ] [ ] [ ] [ ] Q7 Does organization have a culture that recognizes and values diversity? Strongly Disagree [ ] Disagree Neutral Agree Strongly Agree [ ] [ ] [ ] [ ] 73 .
Q8 Does there is environment of openness and trust? Strongly Disagree [ ] Disagree Neutral Agree Strongly Agree [ ] [ ] [ ] [ ] Q9 Is environment of fairness and respect? Strongly Disagree [ ] Disagree Neutral Agree Strongly Agree [ ] [ ] [ ] [ ] Q10 Is supervisor spends time on listening to employees? Strongly Disagree [ ] Disagree Neutral Agree Strongly Agree [ ] [ ] [ ] [ ] 74 .
(2002). • www. P. Cunningham.REFRENCES • Kotler. P.aujas. NJ .com Research methodology B1206 Statistics for Management B1129 75 . Armstrong. Principles of Marketing..google..G. Prentice-Hall. G..com • • • • Workforce Professional. International Professionals in Employment Security www. Englewood Cliffs.
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