OR GANI Z ATI ONAL B EH AVIOUR PR OJE CT

Employee Expectation and turnover.

Accenture LLP.
 M A M AT H A T U N I K I
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MANISHA
J H U N J H U N WA L A
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MOHAMMED
M U S T H A FA K K
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 A PPL I CAT ION OF OB I N
A BST RACT S TRAT EG I ES AN D POL ICI ES

REA L L I F E
L I TE RATURE REV I EW
REC OMMEN DATI ONS

Table of Contents
F IE LD W ORK ME THODOLOG Y K EY MA NA G ERI AL
L EA RNI NG S

F INDI NG S & OU TCOME OF

REF E RE NCE
T HE ST UDY
 Manisha

 Employee expectation refers to anticipated outcomes, experiences, and rewards

desired by employees. Employee turnover refers to the rate at which employees
leave an organization.

 Employee expectation and turnover significantly impact organizational

performance. Meeting employee expectations and managing turnover is crucial
for enhancing job satisfaction, engagement, and productivity. This summary

The Abstract highlights key considerations and implications related to these factors.

 We have managerial implications outlined in this document to provide a

foundation for effective decision-making and leadership within organizations.
By considering these implications and implementing appropriate strategies,
organizations can enhance performance, foster innovation, and achieve
sustainable success.
 #1 #3
Stephen P, Robbins , Timothy Develop an Effective Talent
A .Judge, Niharika Vohra from the Retention Plan - McLean &
Organization Behavior – eighteenth Company (McLean &Company)

Literature Review
#4
#2 Accenture Fact sheet
It’s Time to Reimagine Employee LINK 1
Retention by Helen Tupper and
Sarah Ellis ( Harvard case study ) LINK 2
 Manisha

 We h ave b rai n s tormed o n d i vers e  W e h av e st u d ie d Ac c e n t u r e

top i cs of orga n i zatio n al b e h avi or, an d e m plo ye e jo b s at is fac t io n a nd
w e h ave con clu d ed on atti tu d e an d job lo w t ur n ove rs .
s a ti s facti on .
 W e h av e als o d o ne e xt e r na l
 We h ave con d u cted a p ri mary s u rv ey to b e nc h m ar king w it h o t h e r

Field Work u n d er s tan d th e gen er al d i men s i on o f

emp lo yee exp ecta ti on s fro m
c o m p e t ito rs to un d e r s t an d t h e
in du s t r ial c h alle n g e s.

Methodology h etero gen eou s i n d u s tr ie s.

 W e h av e bu ilt a r e lat io n sh ip
 We h ave con d u cted s econ d ary resea rch b e t w e e n OB le ar n in g s and
o n A ccen tu re L PP to u n d ers tan d th e Ac c e nt u re p o lic ie s .
v ari ou s co rp orate fu n ction al i ties .
 W e h av e pro d u c e d k e y
m a nag e r ial im p lic at io ns from
b o t h p rac t ic a l a n d t h e o r e t ic al
s t u d ie s .
Nikhil

63
Individuals
Surveyed
Report
 Mamatha

About Accenture.
CL I EN T VA LUE
S TEWA RDS HI P
CREAT I ON
Arthur Andersen LLP was one of the “Big
Five” accounting firms providing auditing,
tax, and consulting services. In 2000, its
consulting practice separated from the
accounting practice and became fully
independent from Andersen Worldwide. It ON E G LOBAL A C C EN T U R E" S
C O R P O R AT E IN TEG RI T Y
rebranded and launched as Accenture on NE T W ORK C U LT U RE

January 1st, 2001. Accenture has a strong

history in technology implementation and
partnerships, only moving recently to launch
Accenture Strategy (2014) and Accenture
Consulting (2015).
RES PECT F OR
BES T PE OPL E
I NDI VI DUAL
Ram Sir
FO S TE R I NG W ORK-L I FE
I NTE G RATI O N AND CO-
CRE AT IO N CU LTU RE
Accenture places significant emphasis on the
integration of personal and professional
lives, fostering a culture of connection, co-
creation, and coaching, especially as 74% of
its workforce comprises millennials.  
PRI ORI TI Z I NG M U LTI FA CE TE D
E M PLOYE E NE E D S AM I D
PAND E M I C
Responding to the unique challenges posed by
the pandemic, Accenture has prioritized
physical needs, relational needs, employable
skills, and financial needs.

Accenture as an
Empowerment Tool
E M OTI ON AL , RE L ATI ONA L, AND I NNOVATI VE WORKF ORCE MOD E L
P U RP O S E FU L D I M E NS I ONS
Accenture accommodates varied employee
The company understands and promotes the needs.
importance of Emotional, Relational, and
Purposeful dimensions as drivers of positive
employee behaviors.  
 Ram Sir
TEC HNOLOG Y TO
E NA BL E F L EX I BL E
W ORK

Taking care of
Business and
People
EN ABL E
Accenture employs "Five Sweet Spot CONTI NU OUS C H A MPION
L EA RN I NG W ORK F ORCE W EL L
Practices" that prioritize employee well- BEI NG AN D
being, supporting revenue growth and E QUA L I T Y
individual potential. These practices are
guided by insights from all organizational
levels, promoting collaboration and
sustainability.
S E T AN D S H A RE
L I STE N TO W H AT
PE OP L E ME TRI CS
YOUR PE OPLE N EED
AT THE F RONT L IN ES
 Prabhu

Deep diving on HEA LTH A ND

W EL L NES S ECL I PS E
T EA MS MAT T ER MORE
W HE N PEOPL E ARE
VA RI E T Y IS T HE SPI CE
OF L IF E A ND W ORK
Employee turnover EVERY T HI NG EL SE A PA RT

statistics To overcome monotony and

Organizations can combat
Organizations must support remote work monotony with
mental health, ensuring virtual team-building activities,
stigma-free, fear-free recreating lost connections and
environments. camaraderie.
upskill, employees seek
opportunities like job rotation
programs and sabbaticals,
leading to refreshed and
reinvigorated experiences.
 Prabhu

 JOB CONDITIONS  O R G A N I Z AT I O N A L C O M M I T M E N T

Application of OB  E M P LOY E E E N G A G E M E N T  P R I O R I T I Z I N G H E A LT H A N D
WELLNESS
in strategies and  P E R C E I V E D O R G A N I Z AT I O N A L
S U P P O RT ( P O S )  E N C O U R A G I N G VA R I E T Y A N D
Policies LEARNING
 JOB PERFORMANCE
 O R G A N I Z AT I O N A L C I T I Z E N S H I P
 O R G A N I Z AT I O N A L C U LT U R E B E H AV I O R ( O C B )
 Manisha

Build a strong culture

Create A Voice-Of-Employee
Strategy Change Things Up

Real Life Empowering

recommendations Employees

Instil Individual Purpose Use their strength

Key Managerial Learnings Mamatha

TAL EN T
A CQUI SI TI ON A ND P ERF ORMA NC E
ONBOA RDI NG MA NA G EMEN T A ND
F EEDBA CK

C OMMU NIC AT ION E MP LOY EE

COMPENS AT I ON
A ND E XPE CTATI ON E NG AG E ME NT AN D
A ND BE NEF I TS
M A NA G EMEN T RE TE NTI ON

A GI L E W ORKF ORCE
PL A NNI NG

PE RS ONA LI Z ED
F LE XI BI L IT Y A ND
E MPLOY EE
REMOTE W ORK
DE VELOPMEN T
EMPLOYE E VOIC E
A ND IN CLUSI ON
Key Managerial Learnings Musthafa
+ conclusion

EX I T I NT ERVI EW S
E MP LOY ER SUC CES SI ON A ND KN OW LE DG E
BRA NDI NG AN D PL A NNI NG AN D MA NA GE MENT
E MP LOY EE K NOW LE DG E
E XP ERIE NCE TRA NS FE R

G OING BEYOND
W ORK-L I F E MON ITORI NG
HI GH PAY A LONE
BA L AN CE AN D EMPLOYEE J OB
EMPLOYE E WE L L - SAT I SFA CTI ON
BEI NG LE VEL S
References
Primary survey results and
Glimpses of employee
feedback (Glass door)
References
Primary survey results and
Glimpses of employee
feedback (Glass door)