EXECUTIVE SUMMARY

EXECUTIVE SUMMARY

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A Project means some task assigned by the company. My project topic is “Employee

Retention Strategies and Its Impact on Employee Turnover in HDFC STANDARD

LIFE INSURANCE.” in the company. To study the concept of Employee Retention in the

organization I took this project.

The objective of my research is to identify the various factors of voluntary leaving of

the employees from the organization. These factors includes job and person mismatch, no

growth opportunities, lack of appreciation, new job offers, lack of trust and support in co-

workers, work/ life imbalance etc. The main objective is to identify the retention strategies

and the strategies for reducing employee turnover and improving retention. It may include

strategies like performance appraisal, career development, training programs,

acknowledgement, recognition, induction programs, motivation, rewards, promotional

opportunities etc.

The efficiency of the organization depends upon the efficiency of its employees. The

efficiency of employees is directly influenced by their own satisfaction. In the present

scenario it is required for each organization to have satisfied employees and to keep

employees satisfied for accomplishing the objectives and for retaining them for long period.

The employee retention is directly linked to employee satisfaction and which in turn directly

linked to the productivity, performance, customer satisfaction of the organization. The

proper recognition, periodical appraisal, motivation to employees, salary increase etc effects

the employee in the positive manner.

By personally interviewing the employees of HDFC STANDARD LIFE INSURANCE, I

get whole relevant data according to the need of my project. My research is based on

Primary data which was collected by questionnaire methods. So in the period of my study I

had prepared questionnaire for employees and done survey by personally interviewing some

of the employees of HDFC.

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TABLE OF CONTENTS

INTRODUCTION

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S.No. Title

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

Introduction

Study Of Retention and employee turnover

Objective Of Study

Review Of Literature

Research Methodology

Data Analysis And Interpretations

Conclusion

Limitations

Suggestions

Bibliography

Annexure

ITC is one of India's foremost private sector companies with a market capitalization of

nearly US$ 19 billion and a turnover of over US$ 5 billion. ITC has been rated among the

World's Best Big Companies, Asia's 'Fab 50' and the World's Most Reputable Companies by

Forbes magazine and among India's Most Valuable Companies by Business Today.

ITC has a diversified presence in FMCG, Hotels, Paperboards & Packaging, Agri Business

and Information Technology. It is ITC’s strategic intent to create multiple drivers of business

growth by leveraging its diverse competencies in agri sourcing, world-class manufacturing,

branding, packaging, hospitality, trade marketing and distribution. By blending internal

competencies to meet the emerging business opportunities of a growing economy, ITC has

forayed into Lifestyle Retailing, Branded Packaged Foods, Personal Care products,

Education & Stationery products, Incense Sticks and Safety Matches, apart from

consolidating its traditional businesses of Cigarettes and Leaf Tobacco, Hotels, Paperboards

& Packaging and Agri Business.

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ITC's Agri-Business is one of India's largest exporters of agricultural products. ITC is one of

the country's biggest foreign exchange earners (US $ 3.2 billion in the last decade). The

Company's “e-Choupal” initiative is enabling Indian agriculture significantly enhance its

competitiveness by empowering Indian farmers through the power of the Internet. This

transformational strategy, which has already become the subject matter of a case study at

Harvard Business School, is expected to progressively create for ITC a huge rural

distribution infrastructure, significantly enhancing the Company's marketing reach.

ITC's wholly owned Information Technology subsidiary, ITC InfoTech India Limited, is

aggressively pursuing emerging opportunities in providing end-to-end IT solutions,

including e-enabled services and business process outsourcing.

ITC's production facilities and hotels have won numerous national and international awards

for quality, productivity, safety and environment management systems. ITC was the first

company in India to voluntarily seek a corporate governance rating.

ITC employs over 25,000 people at more than 60 locations across India. The Company

continuously endeavors to enhance its wealth generating capabilities in a globalizing

environment to consistently reward more than 3, 64,000 shareholders, fulfill the aspirations

of its stakeholders and meet societal expectations. This over-arching vision of the company

is expressively captured in its corporate positioning statement: "Enduring Value. For the

nation. For the Shareholder."

FMCG Products

Foods

ITC made its entry into the branded & packaged Foods business in August 2001 with the

launch of the Kitchens of India brand. A more broad-based entry has been made since June

2002 with brand launches in the Confectionery, Staples and Snack Foods segments.

ITC’s foray into the Foods business is based on strong foundations that leverage ITC's

proven strengths in the areas of branded cuisine, competitive sourcing of agricultural

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commodities, contemporary packaging as well as large distribution infrastructure. The Foods

business of ITC is a unique example of the synergy that different businesses of ITC bring to

create new competencies and a superior market standing.

The Foods business is today represented in 4 categories in the market. These are:

Ready to Eat Foods

Staples

Snack Foods

Confectionery

The unwavering commitment to internationally benchmarked quality standards enabled ITC

to rapidly gain market standing in all its 6 brands:

Kitchens of India

Aashirvaad

Sunfeast

Mint-o

Candy man

Bingo!

The Branded Packaged Foods business continued to expand rapidly with sales growing by

57% over the previous year. The unwavering commitment to benchmarked high quality

standards has enabled ‘Aashirvaad’ and ‘Sunfeast’ to command annual consumer spends of

nearly Rs 1,000 crore each in a short span of time.

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CIGRETTES

ITC is the market leader in cigarettes in India. With its wide range of invaluable brands, it

has a leadership position in every segment of the market. It's highly popular portfolio of

brands includes INSIGNIA, INDIA KINGS, CLASSIC, GOLD FLAKE, SILK CUTS,

NAVY CUTS, SCISSORS, CAPSTAN, BERKELEY, BRISTOL AND FLAKE.

Cigarette units at Kolkata (West Bengal), Bengaluru (Karnataka), Munger (Bihar) &

Saharanpur (Uttar Pradesh)

LIFESTYLE RETAILING

ITC’s Lifestyle Retailing Business Division has established a nationwide retailing presence

through its Wills Lifestyle chain of exclusive specialty stores. Wills Lifestyle, the fashion

destination, offers following tempting choices:

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WILLS CLASSIC WORK WEAR

WILLS SPORT RELEXED WEAR

WILLS CLUBLIFE EVENING WEAR

WILLS SIGNATURE DESINGNER WEAR

With a distinctive presence across segments at the premium end, ITC has also established

John Players as a brand that offers a complete fashion wardrobe to the male youth of today.

The recent launch of Miss Players with its range of trendy fashion wear for young women

has been a successful addition to the youthful offering.

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INTRODUCTION OF THE PROJECT

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INTRODUCTION TO “RETENTION”

“High performers are like frogs in a wheelbarrow- They can jump out at any

time”-Mc Kinsey & Company Study.

“Genius begins and labor finishes” is an old saying that would be profoundly significant if

interpreted in the context of corporate and large employers. Concepts, visions and decisions

do take shape within the four walls of corporate boardrooms. However, it is only the

employees that implement and give tangibility to the corporate’s mission. In other words if it

is the highest rung in the corporate hierarchy that has ideas, it is the employees’ rung that

has the chisel to bring the vision to life.

In the best of worlds, employees would love their jobs. Like their co-workers, work hard for

their employers; get paid well for their work, ample chances of advancement and flexible

schedules so they could attend to personal or family needs when necessary. And never leave.

But then there’s the real world. And in the real world, employees, do, leave, either because

they want more money, hate the working conditions, hate their co-workers, want a change,

or because their spouse gets a dream job in another state. Unlike inanimate products and

systems that subject themselves to fine tuning without any reaction, employees would not

subject themselves to any measure taken without reaction and analysis. Hence managing

human resources, particularly retaining them, is an art that calls for special skills and

strategies.

EMPLOYEE RETENTION

Employee Retention involves taking measures to encourage employees to remain in the

organization for the maximum period of time. Corporate is facing a lot of problems in

employee retention these days. Hiring knowledgeable people for the job is essential for an

employer. But retention is even more important than hiring. There is no dearth of

opportunities for a talented person. There are many organizations which are looking for such

employees. If a person is not satisfied by the job he’s doing, he may switch over to some

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other more suitable job. In today’s environment it becomes very important for organizations

to retain their employees.

The top organizations are on the top because they value their employees and they know how

to keep them glued to the organization. Employees stay and leave organizations for some

reasons.

Employee retention is a process in which the employees are encouraged to remain with

the organization for the maximum period of time or until the completion of the project.

Employee retention is beneficial for the organization as well as the employee.

The picture states the latest statement that corporate believes in “Love them or lose them”

The reason may be personal or professional. These reasons should be understood by the

employer and should be taken care of. The organizations are becoming aware of these

reasons and adopting many strategies for employee retention.

Employees today are different. They are not the ones who don’t have good opportunities in

hand. As soon as they feel dissatisfied with the current employer or the job, they switch over

to the next job. It is the responsibility of the employer to retain their best employees. If they

don’t, they would be left with no good employees. A good employer should know how to

attract and retain its employees.

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Retention involves five major things:

1) COMPENSATION 2) ENVIRONMENT 3) GROWTH

4) RELATIONSHIP 5) SUPPORT

Employee retention would require a lot of efforts, energy, and resources but the results are

worth it.

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IMPORTANCE OF EMPLOYEE RETENTION

Now that so much is being done by organizations to retain its employees, why is retention so

important? Is it just to reduce the turnover costs? Well, the answer is a definite no. It’s not

only the cost incurred by a company that emphasizes the need of retaining employees but

also the need to retain talented employees from getting poached.

The process of employee retention will benefit an organization in the following ways:

1. The Cost of Turnover: The cost of employee turnover adds hundreds of thousands

of money to a company's expenses. While it is difficult to fully calculate the cost of

turnover (including hiring costs, training costs and productivity loss), industry

experts often quote 25% of the average employee salary as a conservative estimate.

2. Loss of Company Knowledge: When an employee leaves, he takes with him

valuable knowledge about the company, customers, current projects and past history

(sometimes to competitors). Often much time and money has been spent on the

employee in expectation of a future return. When the employee leaves, the

investment is not realized.

3. Interruption of Customer Service: Customers and clients do business with a

company in part because of the people. Relationships are developed that encourage

continued sponsorship of the business. When an employee leaves, the relationships

that employee built for the company are severed, which could lead to potential

customer loss.

4. Turnover leads to more turnovers: When an employee terminates, the effect is felt

throughout the organization. Co-workers are often required to pick up the slack. The

unspoken negativity often intensifies for the remaining staff.

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5. Goodwill of the company: The goodwill of a company is maintained when the

attrition rates are low. Higher retention rates motivate potential employees to join the

organization.

6. Regaining efficiency: If an employee resigns, then good amount of time is lost in

hiring a new employee and then training him/her and this goes to the loss of the

company directly which many a times goes unnoticed. And even after this you

cannot assure us of the same efficiency from the new employee.

WHAT MAKES EMPLOYEE LEAVES?

Employees do not leave an organization without any significant reason. There are certain

circumstances that lead to their leaving the organization. The most common reasons can be:

Job is not what the employee expected to be: Sometimes the job responsibilities don’t come

out to be same as expected by the candidates. Unexpected job responsibilities lead to job

dissatisfaction.

1. Job and person mismatch: A candidate may be fit to do a certain type of job which

matches his personality. If he is given a job which mismatches his personality, then

he won’t be able to perform it well and will try to find out reasons to leave the job.

2. No growth opportunities: No or less learning and growth opportunities in the

current job will make candidate’s job and career stagnant.

3. Lack of appreciation: If the work is not appreciated by the supervisor, the

employee feels de-motivated and loses interest in job.

4. Lack of trust and support in co-workers, seniors and management: Trust is the

most important factor that is required for an individual to stay in the job. Non-

supportive co-workers, seniors and management can make office environment

unfriendly and difficult to work in.

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5. Stress from overwork and work life imbalance: Job stress can lead to work life

imbalance which ultimately many times lead to employee leaving the organization.

6. Compensation: Better compensation packages being offered by other companies

may attract employees towards themselves.

7. New job offer: An attractive job offer which an employee thinks is good for him

with respect to job responsibility, compensation, growth and learning etc. can lead an

employee to leave the organization.

EMPLOYEE RETENTION STRATEGIES

The basic practices which should be kept in mind in the employee retention strategies are:

1. Hire the right people in the first place.

2. Empower the employees: Give the employees the authority to get things done.

3. Make employees realize that they are the most valuable asset of the organization.

4. Have faith in them, trust them and respect them.

5. Provide them information and knowledge.

6. Keep providing them feedback on their performance.

7. Recognize and appreciate their achievements.

8. Keep their morale high.

9. Create an environment where the employees want to work and have fun.

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These practices can be categorized in 3 levels: Low, medium and high level.

<Low> <Medium > <High>

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RETENTION DETERMINANTS

It has been recognized by both employers and employees that some common areas affect

employee retention. If certain organizational components are being provided, than other

factors may affect retention. Surveys of employees consistently show that better

compensation package and better career opportunity are the two most important

determinates of retention. Finally, job design and fair and supportive employee relationship

with others inside the organization contribute to retention. Following are the components

that affect employee retention: -

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Organizational ComponentsValues and Culture.Strategies & Opportunities.Well managed & results-oriented.Job continuity & security.

Career opportunities1. Training

Continuity.2. Development &

Rewards1. Competitive pay & benefits.2. Performance reward

differentiation.3. Recognition.4. Special benefit & perks.

Job design & work1. Job responsibility &

autonomy.2. Work flexibility.3. Working conditions.4. Work/Life balancing.

Employee Relationship1. Fair/nondiscriminatory

treatment.2. Supervisory/management

support.

These were the determinants of retention. An affective leadership assumed by the top

management would be a very important feature that keeps the work force intact and loyal. In

fact, the approach to the task of formulation of strategies for employee retention should be

comprehensive and the honest intention of the employer to implement every stipulation in

the package of appointment should be evident. However, there would, in each employing

corporate, be a section of so-called ‘good employees’, whom it would be unwise to loose.

Special strategies and special kind of efforts are required in the task of retaining them.

Probably it would be the hardest task for the employer to retain them as persons and rivals

would be making relentless bids to woo this section of employees. To counter these

onslaughts from peers, special efforts are called for.

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MANAGER’S ROLE IN RETENTION

When asked about why employees leave, low salary comes out to be a common excuse.

However, research has shown that people join companies, but leave because of what their

managers’ do or don’t do. It is seen that managers who respect and value employees’

competency, pay attention to their aspirations, assure challenging work, value the quality of

work life and provided chances for learning have loyal and engaged employees. Therefore,

managers and team leaders play an active and vital role in employee retention by creating a

motivating team culture and improving the relationships with team members. This can be

done in a following way:

1. Creating a Motivating Environment: Team leaders who create motivating

environments are likely to keep their team members together for a longer period of

time. Motivation does not necessarily have to come through fun events such as

parties, celebrations, team outings etc. They can also come through serious events

e.g. arranging a talk by the VP of Quality on career opportunities in the field of

quality. Employees who look forward to these events and are likely to remain more

engaged.

2. Standing up for the Team: Team leaders are closest to their team members. While

they need to ensure smooth functioning of their teams by implementing management

decisions, they also need to educate their managers about the realities on the ground.

When agents see the team leader standing up for them, they will have one more

reason to stay in the team.

3. Providing coaching: Everyone wants to be successful in his or her current job.

However, not everyone knows how. Therefore, one of the key responsibilities will be

providing coaching that is intended to improve the performance of employees.

Managers often tend to escape this role by just coaching their employees. However,

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coaching is followed by monitoring performance and providing feedback on the

same.

4. Delegation: Many team leaders and managers feel that they are the only people who

can do a particular task or job. Therefore, they do not delegate their jobs as much as

they should. Delegation is a great way to develop competencies.

5. Extra Responsibility: Giving extra responsibility to employees is another way to get

them engaged with the company. However, just giving the extra responsibility does

not help. The manager must spend good time teaching the employees of how to

manage responsibilities given to them so that they don’t feel over burdened.

6. Focus on future career: Employees are always concerned about their future career.

A manager should focus on showing employees his career ladder. If an employee

sees that his current job offers a path towards their future career aspirations, then

they are likely to stay longer in the company. Therefore, managers should play the

role of career counselors as well.

RETENTION MYTHS

The process of retention is not as easy at it seems. There are so many tactics and strategies

used in retention of employees by the organizations. The basic purpose of these strategies

should be to increase employee satisfaction, boost employee morale hence achieve retention.

But some times these strategies are not used properly or even worse, wrong strategies are

used. Because of which these strategies fail to achieve the desired results. There are many

myths related to the employee retention process. These myths exist because the strategies

being used are either wrong or are being used from a long time. These myths prevent the

employer from successfully implementing the retention strategies. Let us have a look on

some of these myths:

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1. Employees leave an organization for more pay: Money may be the motivating

factor for some but for many people it is not the most important factor. Money

matters more to the low-income-employees for whom it’s a survival issue. Money

can make an employee stay in an organization but not for long. The factors more

important than money are job satisfaction, job responsibilities, and individual’s skill

development. The employers should understand this and work out some other ways

to make employees feel satisfied. When employees leave, management tries to retain

them by offering more money. But instead they should try to figure out the main

reason behind it. Issues that are mainly the cause of dissatisfaction are organization’s

policies and procedures, working conditions, relationship with the supervisor and

salary, etc. For such employees, achievement, growth, respect, recognition, is the

main concern.

2. Incentives can increase productivity: Incentives can surely increase productivity

but not for long term. Cash incentives, volume work targets and speed awards are old

management beliefs. They can generate work speedily and in volumes but can’t

boost employee commitment. Rather speed can hamper the quality of work

produced. What really glues employees to their work and organization is quality

work, meaningful responsibilities, recognition, respect, growth opportunities and

friendly supervisors.

3. Employees run away from responsibilities: It is a myth that employees run from

responsibilities. In-fact employees feel more responsible if they are given extra

responsibilities apart from their regular job. Employees look for variety, greater

control on the processes and authority to take decisions in their present job. They

want opportunities to learn and grow. Management can assign extra responsibilities

to their employees and appreciate them on the completion of these tasks. This will

induce a sense of pride in the employee and will improve the relationship between

the management and the employee.

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4. Loyalty is a thing of the past: Employees can be loyal but what they need is an

employer for whom they can be loyal. There is no reason for the employee to hop

jobs if he’s satisfied with the employer.

5. Taking measures to increase employee satisfaction will be expensive for the

organizations: The things actually required improving employee satisfaction like

respect, career growth and development, appreciation, etc. can’t be bought. They are

free of cost. An employer or management that reacts well to the employee’s ideas

and suggestions is enough for the employees to be retained.

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BENEFITS OF ATTRITION

Attrition is not bad always if it happens in a controlled manner. Some attrition is always

desirable and necessary for organizational growth and development. The only concern is

how organizations differentiate “good attrition” from “bad attrition”. The term “healthy

attrition” or “good attrition” signifies the importance of less productive employees

voluntarily leaving the organization. This means if the ones who have left fall in the

category of low performers, the attrition in considered being healthy.

Attrition rates are considered to be beneficial in some ways:

1. If all employees stay in the same organization for a very long time, most of them will

be at the top of their pay scale which will result in excessive manpower costs.

2. When certain employees leave, whose continuation of service would have negatively

impacted productivity and profitability of the company, the company is benefited.

3. New employees bring new ideas, approaches, abilities & attitudes which can keep

the organization from becoming stagnant.

4. There are also some people in the organization who have a negative and

demoralizing influence on the work culture and team spirit. This, in the long-term, is

detrimental to organizational health.

5. Desirable attrition also includes termination of employees with whom the

organization does not want to continue a relationship. It benefits the organization in

the following ways:

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It removes bottleneck in the progress of the company

It creates space for the entry of new talents

It assists in evolving high performance teams

6. There are people who are not able to balance their performance as per expectations,

lack potential for future or need disciplinary action. Furthermore, as the rewards are

limited, business pressures do not allow the management to over-reward the

performers, but when undesirable employees leave the company, the good

employees can be given the share that they deserve.

Some companies believe attrition in any form is bad for an organization for it means that a

wrong choice was made at the beginning while recruiting. Even good attrition indicates loss

as recruitment is a time consuming and costly affair. The only positive point is that the

realization has initiated action that will lead to cutting loss.

RETENTION SUCCESS MANTRAS

1) Transparent Work Culture

In today’s fast paced business environments where employees are constantly striving to

achieve business goals under time restrictions; open minded and transparent work culture

plays a vital role in employee retention.

Companies invest very many hours and monies in training and educating employees. These

companies are severely affected when employees check out, especially in the middle of

some big company project or venture. Although employees most often prefer to stay with

the same company and use their time and experience for personal growth and development,

they leave mainly because of work related stress and dissatisfactions.

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More and more companies have now realized the importance of a healthy work culture and

have a gamut of people management good practices for employees to have that ideal fresh

work-life. Closed doors work culture can serve as a deterrent to communication and trust

within employees which are potential causes for work-related apathy and frenzy.

A transparent work environment can serve as one of the primary triggers to facilitate

accountability, trust, communication, responsibility, pride and so on. It is believed that in a

transparent work culture employees rigorously communicate with their peers and exchange

ideas and thoughts before they are finally matured in to full-blown concepts. It induces

responsibility among employees and accountability towards other peers, which gradually

builds up trust and pride. More importantly, transparency in work environment discourages

work-politics which often hinders company goals as employees start to advance their

personal objectives at the expense of development of the company as a single entity.

Employees comprise the most vital assets of the company. In a work place where employees

are not able to use their full potential and not heard and valued, they are likely to leave

because of stress and frustration. In a transparent environment while employees get a sense

of achievement and belongingness from a healthy work environment, the company is

benefited with a stronger, reliable work-force harboring bright new ideas for its growth.

2) Quality of Work

The success of any organization depends on how it attracts recruits, motivates, and retains

its workforce. Organizations need to be more flexible so that they develop their talented

workforce and gain their commitment. Thus, organizations are required to retain employees

by addressing their work life issues.

The elements that are relevant to an individual’s quality of work life include the task, the

physical work environment, social environment within the organization, administrative

system and relationship between life on and off the job.

The basic objectives of a QWL program are improved working conditions for the employee

and increase organizational effectiveness.

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Providing quality work life involves taking care of the following aspects:

1. Occupational health care: The safe work environment provides the basis for the

person to enjoy working. The work should not pose a health hazard for the person.

The employer and employee, aware of their risks and rights, could achieve a lot in

their mutually beneficial dialogue.

2. Suitable working time: Organizations are offering flexible work options to their

employees wherein employees enjoy flexi-timings for dedicating their efforts at

work.

3. Appropriate salary: The appropriate as well as attractive salary has always been an

important factor in retaining employees. Providing employees salary at par with the

other counterparts of above that what competitors are paying motivates them to stick

with the company for long.

QWL consists of opportunities for active involvement in group working arrangements or

problem solving that are of mutual benefit to employees or employers, based on labor

management cooperation. People also conceive of QWL as a set of methods, such as

autonomous work groups, job enrichment, and high-involvement aimed at boosting the

satisfaction and productivity of workers. It requires employee commitment to the

organization and an environment in which this commitment can flourish.

Providing quality at work not only reduces attrition but also helps in reduced absenteeism

and improved job satisfaction. Not only does QWL contribute to a company's ability to

recruit quality people, but also it enhances a company's competitiveness. Common beliefs

support the contention that QWL will positively nurture amore flexible, loyal, and motivated

workforce, which are essential in determining the company's competitiveness.

3) Supporting Employees

Organizations these days want to protect their biggest and most valuable asset and they want

to do this in a way that best suits their organizational culture. Retaining employees is a

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difficult task. Providing support to the employees acts as a mantra for retraining them.

Employers can also support their employees by creating an environment of trust and

inculcating the organizational values into employees.

The management can support employees directly or indirectly. Directly, they provide

support in terms of personal crises, managing stress and personal development. Management

can support employees, indirectly, in a number of ways as follows:

1. Manage employee turnover: Employee turnover affects the whole organization in

terms of productivity. Managing the turnover, hence, becomes an important task. A

proactive approach can be adopted to reduce attrition. Strategies should be framed in

advance and implemented when the times arrives. Turnover costs should also be

taken into consideration while framing these strategies.

2. Become employer of choice: What makes a company an employer of choice? Is the

benefit it offers or the compensation packages it gives away to its employees? Or is it

measured in terms of how they value their employees or in terms of customer

satisfaction? Becoming an employer of choice involves following a road map which

tells where to go as a brand.

3. Engage the new recruits: The newly hired employees are said to be least engaged in

the organization. Keeping them engaged is an important task. The fresh talent should

be utilized to maximum before they start feeling bored in the organization.

4. Optimize employee engagement: An organization’s productivity is measured not in

terms of employee satisfaction but by employee engagement. Employees are said to

be engaged when they show a positive attitude toward the organization and express a

commitment to remain with the organization. Employee satisfaction also comes with

high engagement levels. So, organizations should aim to maximize the engagement

among employees.

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5. Coaching and mentoring: Employees whose work performance suffers due to poor

interpersonal relationships or because of lack of interpersonal skills should be

provided proper coaching by their superiors. Planed coaching sessions help an

individual to work through issues, maximize his potential and return to peak

performance.

4) Feedback

Feedback acts as a channel of communication between the employee and his manager. The

amount of information employees receive about how well or how poorly they have

performed is what we call feedback. It is a dialog between a manager and an employee

which acts as a way of sharing information about the performance. It suggests where the

employee performance is effective and where performance has to improve.

Managers can provide either positive feedback or negative feedback to employees.

This feedback helps the employee assess his performance and identify the improvement

areas.

Positive feedback communicates managerial satisfaction. Positive recognition for good

performance boosts up morale of employees and results in performance improvement to a

higher productivity level. It is believed that positive feedback is the only type of feedback

that generates performance above the minimum acceptable level.

Negative feedback obviously communicates manager’s dissatisfaction. However,

negative feedback sometimes make employee to put more efforts to improve his

performance. But such times are very rare. Moreover this improvement is short term.

Some managers do not provide any kind of feedback to their employees. Due to no

feedback, employees may assume that they are performing productively or they may feel

that the manager is satisfied with their performance. Studies reveal the performance tends be

same or even decreases if no feedback is provided.

Thus, feedback is necessary because:

1. It builds trust and enhances communication between manager and employee.

2. It gives managers and employees a way to identify and discuss skills and strengths.

3. Positive feedback leads to employee retention and motivation.

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4. It helps in identifying performance areas that need improvement and specific ways to

improve them.

5. It acts as an opportunity to enhance performance by identifying resources for skill

development.

6. It is an opportunity for managers and employees to assess and identify career and

advancement opportunities.

7. It helps employees to understand the effectiveness of their performance and

contributes to their overall knowledge about the work

Managers have tendency to ignore good performances of their employees.

Providing no feedback may de-motivate employees and may lead to employee absenteeism.

Input from manager’s side is necessary as it help employees to improve their performance

and increase productivity.

5) Communication between Employee and Employer

Communication is the solution to almost everything in this world. Same applies to employee

retention also. Straight-from-the-shoulder communication is what the employees need from

their employers. Employees look for organizations where communication and process are

transparent. Nothing is hidden and shared with the employees. Communication is also the

way to win the employees trust in the organization. Employees trust the employers who are

friendly and open to them. This trust leads to employee loyalty and finally retention.

Employers also feel that the immediate supervisors are the most authenticated and trusted

source of information for them. So the organizations should hire managers who are active

communicators.

Communication mediums

1. Open door policy: Organizations should support open door policies so that the

employees feel comfortable and are able to express their doubts and feeling to their

employers.

2. Frequent meetings and Social gatherings

3. Emails, Newsletters, Intranet and many more.

30

So there should be effective communication across the organization & this communication

should be two-way. Communication alone can lead to unimaginable heights of employee

retention.

EMPLOYEES TURNOVER

Employee’s turnover has always been a sensitive issue for all organizations. Calculating

employee turnover rate is not that simple as it seems to be. No common formula can be used

by all the organizations. A formula had to be devised keeping in view the nature of the

business and different job functions. Moreover, calculating attrition rate is not only about

devising a mathematical formula. It also has to take into account the root of the problem by

going back to the hiring stage.

Employees Turnover rate or Attrition rate means:

In terms of numbers:

Total number of resigns per month (whether voluntary or forced) divided by (Total Number

of employees at the beginning or the month plus total number of new joiners minus total

number of resignations) multiplied by 100.

If calculating in monetary terms, it includes the following:

Costs Due to a Person Leaving

1. Calculate the cost of the person(s) who fills in while the position is vacant. Calculate

the cost of lost productivity at a minimum of 50% of the person’s compensation and

benefits cost for each week the position is vacant, even if there are people

performing the work. Calculate the lost productivity at 100% if the position is

completely vacant for any period of time.

31

2. Calculate the cost of conducting the exit interview to include the time of the person

conducting the interview, the time of the person leaving, the administrative costs of

stopping payroll, benefit deductions, benefit enrollments.

3. Calculate the cost of the manager who has to understand what work remains, and

how to cover that work until a replacement is found.

4. Calculate the cost of training your company has invested in this employee who is

leaving.

5. Calculate the impact of departmental productivity because the person is leaving.

Who will pick up the work, whose work will suffer, what departmental deadlines

will not be met or delivered late.

6. Calculate the cost of lost knowledge, skills and contacts that the person who is

leaving is taking with them out of your door. Use a formula 50& of the person’s

annual salary for one year of service, increasing each year of service by 10%.

7. Subtract the cost of the person who is leaving for the amount of time the position is

vacant.

Recruitment costs

1. The cost of advertisements; agency costs; employee costs; Internet posting costs.

2. The cost of internal recruiter’s time to understand the position requirements, develop

and implement a sourcing strategy, review candidates backgrounds, prepare for

interviews, conduct interviews, prepare candidate assessments, conduct reference

checks, make the employment offer and notify unsuccessful candidates. This can

range from a minimum of 30 hours to over 100 hours per position.

3. Calculate the cost of the various candidate pre-employment tests to help assess

candidates’ skills, abilities, aptitude, attitude, values and behaviors.

32

Training costs

1. Calculate the cost of orientation in terms of the new persons’ salary and the cost of

the person who conducts the orientation. Also include the cost of orientation

materials.

2. Calculate the cost of departmental training as the actual development and delivery

cost plus the cost of the salary of the new employee. Note that the cost will be

significantly higher for some positions such as sales representatives and call center

agents who require 4-6 weeks or more of classroom training.

3. Calculate the cost of the person(s) who conduct the training.

4. Calculate the cost of various training materials needed including company or product

manuals, computer or other technology equipment used in the delivery of training.

Lost productivity costs

As the new employee is learning the new job, the company policies and practices, etc. they

are not fully productive. Use the following guidelines to calculate the cost of this lost

productivity:

1. Upon completion of whatever training is provided, the employee is contributing at a

25% productivity level for the first 2-4 weeks. The cost therefore is 75% of the new

employees’ full salary during that time period.

33

2. During weeks 5-12, the employee is contributing at a 50% productivity level. The

cost is therefore 50% of full salary during that time period.

3. During weeks 13-20, the employee is contributing at a 75% productivity level. The

cost is therefore 25% of full salary during that time period.

4. Calculate the cost of mistakes the new employee makes during this elongated

indoctrination period.

New Hire Costs

1. Calculate the cost of bring the new person on board including the cost to put the

person on the payroll, establish computer and security passwords and identification

cards, telephone hookups, cost of establishing email accounts, or leasing other

equipment such as cell phones, automobiles.

2. Calculate the cost of a manager’s time spent developing trust and building

confidence in the new employee’s work.

Lost Sales Costs

1. Calculate the revenue per employee by dividing total company revenue by the

average number of employees in a given year. Whether an employee contributes

directly or indirectly to the generation of revenue, their purpose is to provide some

defines set of responsibilities that are necessary to the generation of revenue.

Calculate the lost revenue by multiplying the number of weeks the position is vacant

by the average weekly revenue per employee.

The cost of employee’s turnover or attrition is:

(Total staff * employee’s turnover rate/attrition rate %) * (annual salary *

80%)

34

The ‘rule of thumb’ appears to be very inaccurate indeed and, while it depends upon the

category of staff, it is probably better to estimate around 80% of salary as a truer rule of

thumb- and this will be on the conservative side.

What kind of strategies would be effective in producing the desired results of maximum

‘Employee Retention’ and minimum ‘Employee Turnover’? The answer is obvious. It

should be the aim of each employee to keep his work force fully satisfied with no room for

disgruntlement.

Retention of employees has become a primary concern in many organizations foe several

reasons. As a practical matter, with lower turnover, every individual who is retained means

one less person to have to recruit, selects, and trains. Also, the continuity employees who

know their job, co-workers, organizational services and products and firm’s customers

enhance organizational and individual performance. One survey of supervisor and workers

found that losing high performance made it more difficult for organizations to reach their

business goals. Additional continuity of employees provides better “Employee image” for

attracting and retaining other individuals.

WAYS TO REDUCE EMPLOYEE TURNOVER

Following are some of the ideas to reduce employee turnover:

1. Hire the best candidate.

2. Welcome new employees. Customize your induction program for new employees

according to the requirements. Same induction program can not be applied to all the

candidates. Make them feel welcomed.

3. Produce quality managers who can really manage employees well.

4. Provide employees with work schedules that are flexible enough to suit their needs.

35

5. Don’t be too demanding. You re hiring human beings who have their own life and

family commitments. Respect them.

6. Provide career counseling and development.

7. Discuss your future plans regarding the candidate with the candidate. Let them know

that the management is interested in retaining them and cares for them.

8. Take proper feedback from employees regarding their grievances.

9. Remember your former employees. They can be helpful to you in future. It is also a

part of employee retention.

FACTS ABOUT EMPLOYEE TURNOVER

It is difficult to accept when organizations say they have zero attrition rates. Companies may

have healthier turnover rates, however, there is no such thing as zero attrition. There are

other such facts about turnover, about which most of us are not aware. Some of such facts

have been highlighted below:

1. Turnover always happens: Companies who believe in zero attrition rates only fool

themselves. This happens because employees keep on moving due to reasons like

marriage or further education. Nothing can stop these employees from moving on.

So, rather than achieving zero attrition companies should focus on identifying whom

they want to keep so that they have healthy attrition rate.

2. Some Turnover is Desirable: Zero attrition is not desirable mainly because of two

reasons. Firstly, if all employees continue to stay in the same organization, most of

them will be at the top of their pay scale which will result in excessive manpower

36

costs. Secondly, new employees bring new ideas, approaches, abilities & attitudes

which can keep the organization from becoming stagnant.

3. Turnover includes costs: Turnover always includes some costs. Consider the costs

of replacing the key employee who falls in to the category of high performers. This

includes the costs of recruitment advertisement, referral bonuses, selection testing,

training costs, etc. Moreover, turnover results in loss of time & efforts, low

productivity, loss of morale, loss of knowledge and so on.

4. High salary doesn’t work: Most managers assume that a high salary package is

enough to keep employees loyal to their organization. Employees may face other

problems like low job satisfaction, low engagement levels, no recognition, poor

working conditions, less support from superiors and so on. Salaries are not always

the solution to attrition. Managers should try to identify the roots of the problem and

then find a feasible solution.

5. The manager can reduce attrition: Managers should take primary responsibility

for retaining their employees. Much of the employee’s perception of job satisfaction

stems from the relationship they share with their immediate supervisor. Managers

should try to support their subordinates and give proper feedback on performance.

HR managers should work in collaboration to make the key employees last in their

organization.

6. Reducing Turnover takes Commitment: Reducing turnover takes an investment in

coaching, developing, motivating, mentoring & listening to people. There should be

universal acceptance of the goal of reducing turnover along with top management

commitment and dedication.

37

OBJECTIVES OF THE STUDY

38

OBJECTIVES OF THE STUDY

1. To study the common reasons of employee voluntarily leaving from the organization.

2. To suggest the strategies and steps for reducing turnover and improving retention.

3. To study efforts made by organization to retain employee.

4. To study various career development programs offered by the organization.

5. To study the impact of induction & training programs on retention of employees.

6. To determine the organizational climate.

39

REVIEW

OF

LITREATURE

40

REVIEW OF LITERATURE

Most researchers (Bluedorn, 1982; Kalliath and Beck,2001; Kramer et al., 1995; Peters et

al., 1981; Saks,1996) have attempted to answer the question of what determines people's

intention to quit by investigating possible antecedents of employees’ intentions to quit. To

date, there has been little consistency in findings, which is partly due to the diversity of

employed included by theresearchers and the lack of consistency in their findings.

Therefore, there are several reasons why people quit from one organisation to another or

why people leave organisation. The experience of job related stress(job stress), the range

factors that lead to job related stress(stressors), lack of commitment in the organisation; and

job dissatisfaction make employees to quit Firth et al.(2004). This clearly indicates that these

are individual decisions which make one to quit. They are other factors like personal agency

refers to concepts such as a sense of powerlessness, locus of control and personal control.

Locus control refers to the extent to which people believe that the external factors such as

chance and powerful others are in control of the events which influence their lives Firth et

al. (2004). Manu et al. (2004) argue that employees quit from organization due economic

reasons.Using economic model they showed that people quit from organization due to

economic reasons and these can be used to predict the labour turnover in the market. Good

local labour market conditions improve organizational stability Schervish (1983). Large

organizations can provide employees with better chances for advancement and higher wages

and hence ensure organizational attachment (Idson and Feaster 1990). Trevor (2001) argues

that local unemployment rates interact with job satisfaction to predict turnover in the market.

41

Role stressors also lead to employees’ turnover. Role ambiguity refers to the difference

between what people expect of us on the job and what we feel we should do. This causes

uncertainty about what our role should be. It can be a result of misunderstanding what is

expected, how to meet the expectations, or the employee thinking the job should be different

Kahn et al. Muchinsky, 1990. Insufficient information on how to perform the job

adequately, unclear expectations of peers and supervisors, ambiguity of performance

evaluation methods, extensive job pressures, and lack of consensus on job functions or

duties may cause employees to feel less involved and less satisfied with their jobs and

careers, less committed to their organizations, and eventually display a propensity to leave

the organisation (Tor et al., 1997). If roles of employees are not clearly spelled out by

management/ supervisors, this would accelerate the degree of employees quitting their jobs

due to lack of role clarity.

Organisational instability has been shown to have a high degree of high turnover.

Indications are that employees are more likely to stay when there is a predictable work

environment and vice versa (Zuber, 2001). In organizations where there was a high level of

inefficiency there was also a high level of staff turnover (Alexander et al.,1994). Therefore,

in situations where organizations are not stable employees tend to quit and look for stable

organisations because with stable organisations they

would be able to predict their career advancement.The imposition of a quantitative approach

to managing the employees led to disenchantment of staff and hence it leads to labour

turnover. Therefore management should not use quantitative approach in managing its

employees.

When high performers are insufficiently rewarded, they quit. If jobs provide adequate

financial incentives the more likely employees remain with organisation and vice versa.

There are also other factors which make employees to quit from organisations and these are

poor hiring practices, managerial style, lack of recognition, lack of competitive

compensation system in the organisation and toxic workplace environment Abassi et al.

(2000).

Employee engagement, the organization’s capacity to engage, retain, and optimize the value

of its employees hinges on how well jobs are designed, how employees' time is used, and the

commitment and support that is shown to employees by the management would motivate

42

employees to stay in organization’s..Knowledge accessibility, the extent of the

organisation’s “collaborativeness” and its capacity for making knowledge and ideas widely

available to employees, would make employees to stay in the organisation. Sharing of

information should be made at all levels of management. This accessibility of information

would lead to strong performance from the employees and creating strong corporate culture

Meaghan et al. (2002). Therefore; information accessibility would make employees feel 052

Afr. J. Bus. Manage.that they are appreciated for their effort and chances of leaving the

organisation are minimal. Workforce optimization, the organisation’s success in optimizing

the performance of the employees by establishing essential processes for getting work done,

providing good working conditions, establishing accountability and making good hiring

choices would retain employees in their organisation. The importance of gaining better

understanding of the factors related to recruitment, motivation and retention of employees is

further underscored by rising personnel costs and high rates of employee turnover (Badawy,

1988; Basta and Johnson, 1989; Garden,1989; Parden, 1981; Sherman, 1986). With

increased competitiveness on globalizations, managers in many organizations are

experiencing greater pressure from top management to improve recruitment, selection,

training, and retention of good employees and in the long run would encourage employees to

stay in organisations. Job involvement describes an individual’s ego involvement with work

and indicates the extent to which an individual identifies psychologically with his/her job

(Kanungo,1982). Involvement in terms of internalizing values about the goodness or the

importance of work made employees not to quit their jobs and these involvements are

related to task characteristics. Workers who have a greater variety of tasks tend stay in the

job. Task characteristics have been found to be potential determinants of turnover among

employees (Couger, 1988; Couger and Kawasaki, 1980; Garden, 1989; Goldstein and

Rockart, 1984). These include the five core job characteristics identified by Hackman and

Oldham (1975, 1980): skill variety, which refers to the opportunity to utilize a variety of

valued skills and talents on the job; task identity, or the extent to which a job requires

completion of a whole and identifiable piece of work - that is, doing a job from beginning to

end, with visible results; task significance, which reflects the extent to which the job has a

substantial impact on the lives or work of other people, whether within or outside the

organisation; job autonomy, or the extent to which the job provides freedom, independence,

43

and discretion in scheduling work and determining procedures that the job provides; and job

feedback, which refers to the extent to which the job provides information about the

effectiveness of one’s performance (Tor et al., 1997). Involvement would influence job

satisfaction and increase organizational commitment of the employees. Employees who are

more involved in their jobs are more satisfied with their jobs and more committed to their

organization (Blau and Boal, 1989; Brooke and Price, 1989; Brooke et al., 1988; Kanungo,

1982). Job involvement has also been found to be negatively related to turnover intentions

(Blat and Boal, 1989). Job satisfaction, career satisfaction, and organisational commitment

reflect a positive attitude towards the organization, thus having a direct influence on

employee turnover intentions. Job satisfaction, job involvement and organisational

commitment are considered to be related but distinguishable attitudes (Brooke and Price,

1989). Satisfaction represents an affective response to specific aspects of the job or career

and denotes the pleasurable or positive emotional state resulting from an appraisal of one’s

job or career (Locke, 1976; Porter et al., 1974; Williams and Hazer, 1986).Organisational

commitment is an affective response to the whole organisation and the degree of attachment

or loyalty employees feel towards the organisation. Job involvement represents the extent to

which employees are absorbed in or preoccupied with their jobs and the extent to which an

individual identifies with his/her job (Brooke et al., 1988).The degree of commitment and

loyalty can be achieved if management they enrich the

jobs, empower and compensate employees properly.Empowerment of employees could help

to enhance the continuity of employees in organisations. Empowered employees where

managers supervise more people than in a traditional hierarchy and delegate more decisions

to their subordinates (Malone, 1997). Managers act like coaches and help employees solve

problems. Employees, he concludes, have increased responsibility. Superiors empowering

subordinates by delegating responsibilities to them leads to subordinates who are more

satisfied with their leaders and consider them to be fair and in turn to perform up to the

superior’s expectations (Keller and Dansereau, 1995). All these makes employees to be

committed to the organization and chances of quitting are minimal.

44

RESEARCH METHODOLOGY

45

RESEARCH METHODOLOGY

RESEARCH DESIGN: The exploratory research design is adopted for this

project.

RESEARCH APPROACH: Research worker contacted the respondents

personally with well-prepared sequentially arranged questions. The questionnaire is

prepared on the basis of objectives of the study. Direct contact is used for survey,

i.e., contacting employees directly in order to collect data.

SAMPLE SIZE: The study sample constitutes 50 respondents constituting in the

research area.

SAMPLING AREA: Hardwar.

SAMPLING DESIGN: Stratified random sampling is used.

RESEARCH INSTRUMENT: The researcher has used a structured

questionnaire as a research instrument tool which consists of open ended questions,

multiple choice and dichotomous questions in order to get data. All the questions in

the questionnaire are organized in such a way that elicits all the relevant information

that is needed for the study.

46

STATISTICAL TOOLS: The statistical tools used for analyzing the data

collected are percentage method, bar diagrams and pie diagrams.

ANALYSIS OF DATA: The data are collected through survey and books,

reports, newspapers and internet etc. The data collected by the researcher are

tabulated and analyzed in such a way to make interpretations. Various steps, which

are required to fulfill the purpose, i.e., editing, coding, and tabulating. The collected

data are analyzed and interpreted using statistical tools and techniques.

47

DATA ANALYSIS AND

INTERPRETATION

48

49

DATA ANALYSIS & INTERPRETATION

1.1 Are you satisfied with your current job?

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Highly satisfied 17 34

2 Satisfied 28 56

3 Neutral 3 6

4 Dissatisfied 1 2

5 Highly Dissatisfied 1 2

Total 50 100

INTERPRETATION

The table shows that 34% of the respondents are highly satisfied with their present

job.

56% are satisfied with the job and 2% are highly dissatisfied with the present job.

50

1.2 According to you what are the major reasons for voluntary leaving of

employees from organization?

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Job and person mismatch 4 8

2 No growth opportunities 13 26

3 Lack of appreciation 6 12

4 New job offers 14 28

5 Lack of trust and support in

co-workers, seniors and

management

11 22

6 Work/ life imbalance 2 4

Total 50 100

INTERPRETATION

The table shows that common reasons for voluntary leaving of an employee are new job

offers(28%), no growth opportunities(26%), lack of trust and support(22%).

51

1.3 Do you agree that organization takes initiative in retaining employees?

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly agree 25 50

2 Agree 15 30

3 Neutral 5 10

4 Disagree 3 6

5 Strongly disagree 2 4

Total 50 100

INTERPRETATION

The table shows that 50% of the respondents are strongly agree that the organization takes

initiatives for retaining employees.

52

1.4 What efforts organization makes for retaining the employees?

SL NOPARTICULAR

NUMBER OFRESPONDENTS PERCENTAGE

1 Offer salary hike 15 302 Offer T and D program 3 63 Offer promotions 10 204 Provide flexible work hours 1 25 Provide assistance for personal

problems3 6

6 Proper feedback 5 107 Recognition and appreciation 5 108 Empowerment 8 16

Total 50 100

INTERPRETATION

The table shows 30% of the respondents agree that the organization gives salary hike for

retaining and 20% says that organization uses training as retention strategy.

1.5 Do you agree that motivation is important for retaining the employees?

53

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 25 50

2 Agree 18 36

3 Neutral 4 8

4 Disagree 2 4

5 Strongly Disagree 1 2

Total 50 100

INTERPRETATION

The table shows that 50% of the respondents are strongly agreeing that the motivation is

important for retaining.

1.6 Do you agree that recognizing and acknowledging employee’s work is

helpful in retaining employees or improving retention?

54

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 20 40

2 Agree 22 44

3 Neutral 4 8

4 Disagree 3 6

5 Strongly Disagree 1 2

Total 50 100

INTERPRETATION

From the study, 44% of employees agreed that recognizing and acknowledging their work

helps in improving retention, 40% strongly agreed and only 8% showed neutral response in

the same context.

1.7 Do you think there is an effective performance appraisal system for providing feedback?

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 10 20

55

2 Agree 23 46

3 Neutral 8 16

4 Disagree 6 12

5 Strongly Disagree 3 6

Total 50 100

INTERPRETATION

The table shows 46% of the respondents agree to effective performance appraisal system

exist in the company.

1.8 How frequently you are been rewarded by your boss?

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Once in a month 5 10

2 Once in a 2-3 months 5 10

56

3 More than 3 months 8 16

4 Never/rare 15 30

5 On achieving targets 17 34

Total 50 100

INTERPRETATION

The table shows 34% of the respondents agree that they are rewarded on achieving the

targets and 30% said that never/rare they get rewards.

57

1.9 Is job security exists in the company?

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 15 30

2 Agree 18 36

3 Neutral 11 22

4 Disagree 3 6

5 Strongly Disagree 3 6

Total 50 100

INTERPRETATION

The table shows 36% of employees agree with good job security exist in the company.

58

1.10 Do you have good relations with the co-workers?

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 14 28

2 Agree 24 48

3 Neutral 7 14

4 Disagree 4 8

5 Strongly Disagree 1 2

Total 50 100

INTERPRETATION

The table shows 48% of the respondents agree that they have good relations with co-worker.

59

1.11 Do you have effective promotional opportunities in present job?

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 9 18

2 Agree 26 52

3 Neutral 9 18

4 Disagree 3 6

5 Strongly Disagree 3 6

Total 50 100

INTERPRETATION

The table shows 52% of the respondents agree with effective promotional opportunities in

their present job.

60

1.12 Is Management involves you in decision making which are related to

your department?

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Yes 45 90

2 No 2 4

3 Occasionally 3 6

Total 50 100

INTERPRETATION

The table shows 90% of the respondents agree that the Management involve them in

decision making.

61

1.13 Do you find opportunity for direct communication with the employer/superior?

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Yes 45 90

2 No 5 10

Total 50 100

INTERPRETATION

The table shows 90% of the respondents agreed that they can do direct communication with

supervisor.

62

1.14 Which of the following is according to you is more effective in

reducing employee turnover?

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Effective Induction program 17 34

2 Career development 13 26

3 Flexible work schedule 3 6

4 Proper feedback 7 14

5 Hiring of best candidate 5 10

6 Discussion of future plans 5 10

Total 50 100

INTERPRETATIONThe table shows that the 34% of the respondent agrees that induction programs are more effective in reducing employee turnover and 26% believes that career development opportunities are also effective.

63

1.15 DO YOU AGREE THAT CAREER DEVELOPMENT

OPPORTUNITIES HAVE AN IMPACT ON RETENTION OF

EMPLOYEES?

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 10 20

2 Agree 26 52

3 Neutral 2 4

4 Disagree 4 8

5 Strongly Disagree 8 16

Total 50 100

INTERPRETATION

The table shows 52% of the respondents agree that the career development opportunities are

effective.

64

1.16 Do you agree that the training programs are effective in retaining?

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly agree 21 42

2 Agree 15 30

3 Neutral 3 6

4 Disagree 5 10

5 Strongly disagree 6 12

Total 50 100

INTERPRETATIONThe table shows that the 42% of the respondents are strongly agree that training programs are effective in retaining.

65

1.17 Do you find yourself comfortable with organization culture?

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Yes 40 80

2 No 10 20

Total 50 100

INTERPRETATION

The table shows 80% of the respondents are comfortable with the organization culture.

66

1.18 Which of the following attributes does your organizational climate has?

S.NO PARTICULARS NUMBER OF RESPONDENTS

PERCENTAGE

1 Openness 10 20%

2 Confrontation 7 14%

3 Trust 2 4%

4 Autonomy 3 6%

5 Proactive 15 30%

6 Authentication 3 6%

7 Collaboration 2 4%

8 Experimentation 8 16%

TOTAL 50 100

INTERPRETATION:

67

The table shows that the 30% respondents agree that the organization have proactive climate and 20% says that openness exist in the climate.

FINDINGS

68

FINDINGS

1. According to analysis the main reasons for voluntarily leaving the job are: Lucrative opportunities from other companies Bad employment practices Lack of social life

2. The main cause for reduction in number of employees is not providing healthy environment, delegation, not providing incentives, job and person mismatch, lack of appreciation, stress from overwork etc.

3. Efforts made by organization to retain its employees are: Offer salary hike. Offer training &development programs to employees.

4. Provides career development programs to retain as well as to motivate employees to work efficiently in the organization.

5. There are lots of strategies made out for retention in ITC LTD. such as:a) Hire the right person in the first place.b) Empower the employee.c) Make employee realize that they are the most valuable assets of the organization

6. Maximum no. of workers are satisfied from the culture of the organization.

7. The main factors of organization’s climate are proactive, openness and experimentation.

69

CONCLUSION

70

CONCLUSION

As employees are the bases for company so retention of employees is a major focus for HR department. The management should identify the important factors that affect retention and should take necessary measures to improve these. Also, the management should take appropriate measure to identify the reasons of employee voluntarily leave.

It is only the employees that implement and give tangibility to the corporate’s mission. In other words if it is the highest rung in the corporate hierarchy that has ideas, it is the employees’ rung that has the chisel to bring the vision to life. In the best of worlds, employees would love their jobs. Like their co-workers, work hard for their employers, get paid well for their work, have ample chances of advancement and flexible schedules so they could attend to personal or family needs when necessary. And never leave.

But then there’s the real world. And in the real world, employees, do, leave, either because they want more money, hate the working conditions, hate their co-workers, want a change, or because their spouse gets a dream job in another state. Unlike inanimate products and systems that subject themselves to fine tuning without any reaction, employees would not subject themselves to any measure taken without reaction and analysis. Hence managing human resources, particularly retaining them, is an art that calls for special skills and strategies.

Employee survey and exit interviews can be used for assessing the reasons of employee voluntarily leave. HR interventions such as improving selection process, effective orientation and training, better employee relation, better career development programs and planning etc should be used to improve employee retention.

71

SUGGESTION

72

SUGGESTION

The suggestions for the findings from the study are follows

Most of the employees agree that the performance appraisal activities are helpful to

retain employees, so the company should try to improve performance appraisal

system, so that they can retain employees and improve their performance.

The trust and support is lacking in the co-workers so the organization should try to

focus on it.

In the organization climate collaboration is lacking so the organization has to make

efforts in this direction so that employees can work collaboratively.

Organization can reduce employee turnover by providing flexible work schedules.

The organization must consider about providing more growth opportunities for

employees.

73

LIMITATIONS

74

LIMITATIONS

1. Time constraint- the duration of training was short, due to which it was difficult to collect data.

2. One constraint has been regarding the cost, as study involves the collection of primary and secondary data. Therefore, the cost incurred was much more.

3. Another constraint has been geographical area, which is confined only to Hardwar.

4. Normally employees hesitate to disclose the information.

75

BIBLIOGRAPHY

76

BIBLIOGRAPHY(A) BOOKS

1) Gupta Shashi K. & Joshi Rosy, Human Resource Management, Tata McGraw

Hill, Fourth Revised & Enlarged Edition, 2007. (Page 20.9-20.14)

2) KOTHARI C.R., Research methodology, New Age Publishing House, Second Edition.

(B) LINKS

1) http://epa.sagepub.com/cgi/content/abstract/27/4/309

2) http://erx.sagepub.com/cgi/content/abstract/21/6/423

(C) WEBSITES1) www.google.com2) www.yahoo.com3) www.jomsagepub.com

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ANNEXURE

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QUESTIONNAIRE

1) Are you satisfied with your current job? a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfiede) Highly dissatisfied

2) According to you what are the major reasons for voluntary leaving of the employees from the organization?a) Job and person mismatch b) No growth opportunitiesc) Lack of appreciation d) New job offerse) Lack of trust and support in co-workers, f) Work/life imbalance seniors and management

3) Do you agree that organization takes initiative in retaining employees? a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

4) What efforts organization make for retaining employees? a) Offer salary hike b) Offer training and development programs. c) Offer a promotion d) Provides flexible work hours e) Provides assistance for personal problems f) Proper feedback g) Recognition and appreciation h) Empowerment

5) Do you agree that motivation is important for retaining employees? a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

6) Do you agree that recognizing and acknowledging the employees work’s work is helpful in retaining employees or improving retention?a) Strongly agree b) Agreec) Neutral d) Disagreee) Strongly disagree

7) Do you think there is effective performance appraisal system for providing feedback?a) Strongly agree b) Agreec) Neutral d) Disagreee) Strongly disagree 8) How frequently you are been rewarded by your boss? a) Once in a month b) Once in 2-3 months c) More than 3 months d) Never/Rare e) On achieving the targets

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9) Is job security exist in the company? a) Strongly agree b) Agreec) Neutral d) Disagreee) Strongly disagree

10) Do you have good relation with the co-workers?a) Strongly agree b) Agreec) Neutral d) Disagreee) Strongly disagree

11) Do you have effective promotional opportunities in the present job? a) Strongly agree b) Agreec) Neutral d) Disagreee) Strongly disagree

12) Is Management involves you in decision making which are related to your department?

a) Yes b) No

c) Occasionally

13) Do you find opportunity for direct communication with the employer/superior?

a) Yes b) No

14) Which of the following is according to you is more effective in reducing employee

turnover?

a) Effective Induction program b) Career development

c) Flexible work schedule d) Proper feedback

e) Hiring of best candidate f) Discussion of future plans

15) Do you agree that career development opportunities have an impact on retention of employees? a) Strongly agree b) Agreec) Neutral d) Disagreee) Strongly disagree

16) Do you agree that the training programs are effective in retaining?

a) Strongly agree b) Agreec) Neutral d) Disagreee) Strongly disagree

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17) Do you find yourself comfortable with the organizational culture? a) Yes b) No

18) Which of the following attributes does your organizational climate has? a) Openness b) Confrontation c) Trust d) Autonomy e) Proactive f) Authentication g) Collaboration h) Experimentation

Comments, if any ________________________________________________________________________________________________________________________________________________

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