A

RESEARCH REPORT
ON

EMPLOYER AND EMPLOYEE RETENTION

IN
PANTALOON

Submitted to: Kurukshetra University

Impartial fulfillment of the requirement for the degree of
Master of Business Administration
(Session 2015-2017)

SUBMITTED TO: SUBMITTE D BY:

Mrs. Babita Sharma Kulbir
Asst.Prof. Roll:-
MBA MBA 4th Sem

GANPATI INSTITUTE OF
TECHONOLOGY& MANAGEMENT
BILASPUR, HARYANA

kuldeep
 DECLARATION

I hereby declare that the final Project Report Employer and Employee Retention submitted
in partial fulfillment of the award for the degree of Master of Business Administration ( MBA)
to Ganpati Institute Of Technology & Management Bilaspur, Haryana (Approved by A.I.C.T.E
New Delhi, Affiliated to Kurukshetra University Kurukshetra) is one of my original work and
not submitted to any other degree /diploma ,fellowship or other similar title.

Name:-Kulbir
Roll No.:-
..

kuldeep
 ACKNOWLEDGEMENT

In this present world of competition there is a race of existence in which those

who are having will to come forward will succeed. Project is a bridge between practical
and theoretical working, with this will I have joined the project. I really wish to express
my gratitude towards all those people who have helped me. I am really indebted Mr. Jagmohan
Oberoi , Director GITM, Yamuna Nagar, for his kind hearted approach. I am also very
thankful to Mrs. Nisha Goel, H.O.D. (MBA) for his timely guidance, supervision &
encouragement that have helped me to get this golden opportunity and who provided me her
expert advice, inspiration & moral support in spite of her busy schedule & assignments, has
mainly provided my understanding of this project.
I am also really thankful & indebted to Mrs. Babita Sharma, faculty (MBA) for his
timely guidance, supervision & encouragement who provided me her expert advice inspite
of her busy schedule Last, but not the least, I say only this much that all are not to be mentioned
but none is forgotten and I will like to extend my special thanks and gratitude to my
parents who always encourage me in pursuit of excellence

Place:-Bilaspur
Date:- Kulbir

kuldeep
 PREFACE

I feel delighted to present my project report on Employer and Employee Retention is a

matter of honor and pride for me that I got a chance to undergo my summer training in
Pantaloon. In this period of six weeks I got familiar to the real conditions of an organization
and especially to the work culture of such a big and prestigious organization .

I have been assigned the project Employer and Employee Retention. So, the area of
operation for me was the Human Resource Dept. of the organization. The first task for me was
to know about the concept on which my project is based . Then I have to set criteria, on the basis
of which the above concept was valued . The factors, on the basis of which the research has been
done, analyzed, evaluated and then presented.

Hence, this project has been completed in the six weeks of time. As the time was limited, so
there is a possibility that some matters might not be taken into consideration , but every effort
has been done from my side to include every necessary parameter and include whole
information.

kuldeep
 Table Of Contents

CONTENT Page no.

List of Table

List of Figure

1.INTRODUCTION

2. LITERATURE REVIEW

3.RESEARCH METHODOLOGY

4.DATA ANALYSIS

5.SUMMARY & CONCLUSION

6.BIBLIOGRAPHY

7.APPENDICES

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 CHAPTER - 1
INDUSTRY PROFILE

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RETAIL INDUSTRY:-

The word Retail originates from a French-Italian word. Retailer- someone who cuts
off sheds a small piece from something. Retailer is the set of activities that markets
products or services to final consumers for their own personal or household use. It
does this by organizing their availability on a relatively large scale and supplying
them to customers on a relatively small scale. Retailer is a person or agent or agency
or company or organization who is instrumental in reaching the goods or merchandise
or service to the end user or ultimate consumer. Retailing includes all the activities
involved in selling goods and services directly to final consumers for personal, non-
business use.

The retail industry is the largest among all the industries, accounting for over 10%
and GDP around 8% of the employment. The retail industry in India has come forth as
one of the most dynamic and fast paced industries with several players entering the
market. But all of them have not yet tasted success because of the heavy initial
investments that are required to break even with other companies and compete with
them. The India Retail Industry is gradually inching its way towards becoming the
next boom industry.

Retailing may include subordinated services such as delivery. Purchasers may be

individual or business. In commerce a retailer buys goods or products in large
quantities from manufacturers or importers, either directly or through whole sellers,
and then sells smaller quantities to the end users. Retail establishments are often
called shops or stores

RETAIL CLASSIFICATION:-

Retail industry can be broadly classified into two categories namely- Organized and
Unorganized Retail:-

Organized retailing; refer to trading activities undertaken by licensed retailers, that

is, those who are registered for sales tax, income tax, etc. These include the corporate-

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backed hypermarkets and retail chains, and also privately owned large retail
businesses.

Unorganized retailing; on the other hand, refer to the traditional formats of low-cost
retailing,

for example, the local kirana shops, owner manned general stores, paan/beedi shops,
convenience stores, hand cart and pavement vendors etc. Indias retail sector is
wearing new clothes and with a three year compounded annual growth rate of
46.64%. The sector is the largest source of employment after agriculture, and has deep
penetration into rural India generating more than 10% of Indias GDP.

Traditional markets are making way for new formats such as departmental stores,
hypermarket, and supermarket and specialty stores. Western-style malls have begun
appearing in metros and second-rung cities alike, introducing the Indian consumer to
an unparalleled shopping experience. The Indian retail sector is highly fragmented
with 97% of its business being run by the unorganized retailers like the traditional
family run stores and corner stores. The organized retail however is at a nascent stage
though attempts are being made to increase its proportion to 9-10% by the year 2010
bringing in a huge opportunity for prospective new players.

The retail market is expected to reach a whooping Rs. 47 lakh crores by 2016-17, as it
expands a compounded annual growth rate of 155, accordingly to the Yes Bank-
Assocham study.

The retail market, (including organized and unorganized retail), was at Rs. 23 lakh
crores in 2011-2012. According to the study, organized retail, that comprised just 7%
of the overall retail market in 2011-12, is expected to grow at a CAGR of 24% and
attain 10.2 % share of the total retail sector by 2016-17.

In terms of sheer space, the organized retail supply in 2013 was about 4.7 million
square feet (sq. ft.). This showed a 78 % increase over the total mall supply of just 2.5
million sq. ft. in 2012.

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TOP RETAILERS WORLDWIDE:-

Rank Retailers Home country

1 Wal- Mart Stores, Inc. U.S.A

2 Carrefour Group France
3 The Kroger Co. U.S.A
4 The Home depot, Inc. U.S.A
5 Metro Germany

TOP 10 RETAIL COMPANIES IN INDIA 2016

Shoppers' Stop is counted among the top retail companies of India that has
thousand of outlets in PAN India. All the outlets have amazing collection of apparels
for men and women. Company is known for customer satisfaction and selling quality
product.

Reliance Retail limited is counted among the top 10 retail companies of India. It
was started in 2006 to capture the growing retail market of India. Company is the part
of Reliance industries that has excellent reputation in the industry. From reliance
retail customers have the facility to buy food items, lifestyle, fashion, consumer
electronics products, home decorative products.

ITC -LRBD is a leading retail company of India that was started in 1910 and has
been in the industry from last 100 years and selling quality products in affordable
prices. Company sells products under brand name of Wills Lifestyle and John players
and has thousands of outlets in PAN India

Trent Ltd has head office in Mumbai and was started in 1998. It is owned by Tata
group and has immense potential to become the leader in retail market. Company sells
products under brand name Westside, Star Bazaar, Fashion yatra and Landmark.

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More than 30,000 employees are associated with company that works to provide best
customer experience.

McDonalds is a food retail chain that has global presence. Presently in India
Company has outlets in all the major shopping markets of India.

Aditya Birla Fashion & Retail Limited Retail Limited is another

prominent retail company of India that was started in 1997 and been known for selling
quality product. It is the part of Future Group and has outlets in all the prominent
malls & top shopping markets of India. More than 35000 employees are associated
with the company and sell products under the brand name of Big Bazaar, food Bazaar
Brand factory

Provogue India Ltd is a well known retail company of India that was started in
1997 and has head office in Mumbai. Company has more than 250 outlets in PAN
India and sells mens wear, womens wear, fashion accessories, apparel in affordable
prices. It is one of the most trusted brand in apparel industry and has been growing at
tremendous rate.

Titan Industries is the part of Tata Group of companies. It was started in 1984 and
has more than 30 years of industry experience. Company was started with the joint
venture of Tata group and the Tamil Nadu Industries development corporation.
Company has head office in Bangalore and has seen excellent growth industry.

Aditya Birla Retail was started in 2006, once aditya birla group has decided to
enter in retail business. Company is new in the retail market but counted among the
top 10 retail companies of India.

Last in the list of top 10 retail companies of India is Kewel Kiran . Kewel Kiran is
a clothing manufacturing company that is growing at excellent rate. Company has
more than 100 retail outlets in PAN India. Also to enhance sales company regularly
offer discount.

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Future Retail Future Retail is a division of Mumbai based Future Group, which
started its journey in the year 1987 with Aditya Birla Fashion & Retail Limiteds retail.
Later Aditya Birla Fashion & Retail Limiteds 50% stake was sold to Aditya Birla
Group. Later they launched perhaps Indias first hypermarket BigBazaar. BigBazaar
offered huge discounts to customers on various items and soon become a big hit.
Later they launched Food Bazaar supermarket chain, Ezone electronic retail
chain, Home Town Furniture and Furnishing retail stores, FoodHall Premium
food destination, Planet Sports Sportswear retail chain, Central Supermarket,
Aadhar Rural retail chain, all Plus size garments retail chain, Brand Factory
Fashion discount retail chain and KBs Urban stores with wide range of food
products. They are biggest organized retailers of India with 17 million sq feet of retail
space in 102 cities across India. They give direct employment to 35,000 people and
indirect employment to thousands of people via 30,000 small, medium and large
manufacturers and suppliers in country.

V-Mart Retail V-Mart started its journey in the year 2002 as Varin Commercial
Private Limited, in West Bengal. They opened their first retail store in Ahmedabad in
the year 2003 and since then, there is no looking back. Today they have 122 stores
spread across in more than 10 lac sq feet of retail space and presence in 105 cities in
country. They have stores not only in metros but small cities and towns too such as
Ujjain, Mothihari, Sultanpur etc. They market them as family retail stores and offers
great discounts on fashion garments of men, women and children. They also offer
fashion accessories, toys, footwear, sandals, bags, infant accesaries, home furnishing
items etc. They are the popular value retail stores in small cities and town, where
consumer can get fashionable clothes at lesser prices.

Provogue (India) Limited Provogue was launched in the year 1998 as

menswear brand. It offered contemporary yet modern clothes wear especially
designed for youth and corporate men. The idea gone well with Indian men and soon
it became leader in mens fashion retail segment. Later they launched womens wear
and various fashion accessories such as bags, belts, watches, sunglasses and footwear
etc. With Hrithik Roshan, Sonakshi Sinha and youngster Mohit Marwah, as their

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brand ambassador, provogue has been marketed well and is considered preferred retail
store for high style fashion wear. They have more than 360 stores and presence in 73
cities in India. They are hot favorite in metro cities in both north and southern parts of
country.

RETAIL SCENARIO IN INDIA:

As the Corporates- the piramals, the Tatas, the Rahegas, ITC, S. Kumars, RPG
Enterprises, and mega retailers- Crosswords, Shoppers Stop, and Aditya Birla
Fashion & Retail Limiteds race to revolutionize the retailing sector, retail as an
industry in India is coming alive.

Retail sales in India amounted to about Rs. 7400 billion in 2002, expanded at an
average annual rate of 7% during 1999-2002. With the upturn in economic growth
during 2003, retail sales are also expected to expand at a higher pace of nearly 10%.
Across the country, retail sales in real terms are predicated to rise more rapidly than
consumer expenditure during 2003-2008. Modernization of the Indian retail sector
will be reflected in rapid growth in sales of supermarkets, departmental stores and
hypermarkets. Sales from these large- format stores are expand at growth rates
ranging from 24% to 495 per year during 2003-2008, according to a report by Euro
monitor International, a leading provider of global consumer- market intelligence.

In developing country like India, a large chunk of consumer expenditure is on basic

necessities, especially food related items. Hence it is not surprising that food,
beverages and tobacco accounted for as much as 71% of retail sales in 2002. This
high acceleration in sales through modern retail formats is expected to continue
during the next few years, with the rapid growth in numbers of such outlets due to
consumer demand and business potential.

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 COMPANY PROFILE

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Aditya Birla Fashion & Retail Limited is an Indian premium clothing retail chain. The
first Aditya Birla Fashion & Retail Limited store was launched in Gariahat, Kolkata in
1997. As of November 2013, there are 76 Aditya Birla Fashion & Retail Limited
stores in 44 cities. Aditya Birla Fashion & Retail Limited was previously controlled
by the future group, but as now been taken over by Aditya Birla Nuvo Limited
(ABNL). According to the brand trust report 2014, a study conducted by trust
Research Advisory, Aditya Birla Fashion & Retail Limited featured among 100 most
trusted brands in India.

With a chain of 121 fashion stores across 40 cities and towns, Aditya Birla Fashion
& Retail Limited is constantly extending its footprint into the rest of modern India. It
spans a retail space of 1.7 million square feet which is amongst the largest in India.

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LOYALTY PROGRAMME:-

The Aditya Birla Fashion & Retail Limited payback Greencard, which is a unique
loyalty programme, has been designed exclusively for Aditya Birla Fashion & Retail
Limited customers to enhance customer experience. Presently offered to over 4
million members, the programme entitles members to discounts in terms of points and
special privileges at all Aditya Birla Fashion & Retail Limited stores.

The cards has 4 tiers depending on the years shopping. As a customer shops, the card
upgrades with increasing privilege and discounts in form of points. The benefits
covered under Greencard include discounts, payback points, complementary home
drop of altered garments, relaxed exchange policy, exclusive sale preview, exclusive
billing counters and assisted shopping among others.

PRODUCTS:-

Aditya Birla Fashion & Retail Limited retails approximately 200 brands which
comprises a mix of private labels, licensed brands and more in apparels and
accessories. Aditya Birla Fashion & Retail Limited offers a wide range of exclusive
brands that cater to different occasions for mens, womens and kids.

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FIVE VALUES OF ADITYA BIRLA FASHION & RETAIL
LIMITEDS:

1. SPEED: One step ahead always.

2. COMMITMENT: Deliver the promise.
3. INTEGRITY: Honesty
4. PASSION: Dedication
5. SEAMLESSNESS: Team work

OUR VISION:

To be a premium global conglomerate with a clear business.

OUR MISSION:

To deliver superior value to our customers, shareholder, employees and society at

large.

PARAMETERS FOR EMPLOYEES OF THE MONTH:

1. Discipline and punctuality

2. Department look and feel
3. Individual sales target
4. Customer service
5. Shrinkage and stock management.

HOURS OF OPERATION:

Today11:00 am - 09:30 pm Open

ALSO LISTED IN:

Readymade Garment Retailers-Aditya Birla Fashion & Retail Limited

Gents Readymade Garment Retailers-Aditya Birla Fashion & Retail Limited
Jeans Retailers-Aditya Birla Fashion & Retail Limited
Children Readymade Garment Retailers-Aditya Birla Fashion & Retail
Limited

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 Shirt Retailers-Aditya Birla Fashion & Retail Limited
Trouser Dealers-Aditya Birla Fashion & Retail Limited
Gents T Shirt Retailers-Aditya Birla Fashion & Retail Limited

MODES OF PAYMENT:

Cash
Master Card
Visa Card
Debit Cards
Green cards

PAYBACK GREENCARD:

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 YEAR ESTABLISHED:
2014

HISTORY OF ADITYA BIRLA FASHION & RETAIL LIMITEDS:

1987: Company incorporated as Mens Wear Private Limited. Launch of Aditya

Birla Fashion & Retail Limited trouser, Indias first formal trouser brand.
1991: Launch of BARE, the Indian jeans brand.
1992: Initial public offer (IPO) was made in the month of May.
1994: The Aditya Birla Fashion & Retail Limited Shoppe- exclusive menswear
store in franchisee format launched across the nation. The company starts the
distribution of branded garments through multi- brand retail outlets across the
nation.
1995: John Miller- Formal shirt brand launched.
1997: Aditya Birla Fashion & Retail Limited- Indias family store launched in
Kolkata.
2001: Big Bazar, Is se sasta aur accha kahi nahin Indias first hypermarket
chain launched.
2002: Food Bazar, the supermarket chain is launched.
2004: Central- Shop, Eat, Celebrate in the Heart of Our City Indias first
seamless mall is launched in Bangalore.
2005: Fashion Station the popular fashion chain is launched.
All- a little larger exclusive stores for plus-size individuals is launched.
2006: Future Capital Holdings, the companys financial arm launches real estate
funds kshitij and horizon and private equity fund Indivision. Plans forays into
insurance and consumer credit.
2007: Aditya Birla Fashion & Retail Limited Retail India Ltd. has entered into a
50:50 joint venture (JV) with Axiom Telecom LLC, UAE, to do sourcing and
wholesale distribution of mobile handsets, accessories and setting up service
centers for mobile handsets in India.
2011: Aditya Birla Fashion & Retail Limited launches its revamped Green Card
Loyalty Programme in Bengaluru.

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 2012: Future group Demerges Aditya Birla Fashion & Retail Limited Retail
Format from flagship Company Aditya Birla NUVO to invest in Aditya Birla
Fashion & Retail Limited Format.
2013: The Company Name has changed from peter England Fashions and Retail
Ltd. to Aditya Birla Fashion & Retail Limited Fashion & Retail Ltd.
-Aditya Birla Fashion & Retail Limited launches its 75th store in Amritsar.
-Aditya Birla Fashion & Retail Limiteds open its 2nd store in Vadodara.
-Aditya Birla Fashion & Retail Limiteds launches its 1st store in Dehradun.
-Bhillai gets its First Fashion Retail Destination.
-Aditya Birla Fashion & Retail Limited launches Womens Wednesday in
Chandigarh.
-Aditya Birla Fashion & Retail Limited Voted Indias No. 1 Trusted Apparel
Retailer for 2013.
2014:
- Aditya Birla Fashion & Retail Limited open its 6th store in Bangalore.
- Aditya Birla Fashion & Retail Limited open its 1st store at Hubli.
- Aditya Birla Fashion & Retail Limited launch Fashion Friday at its New Look
Store High Street Phoenix.
- Aditya Birla Fashion & Retail Limited launch its 1ststore in Meerut.
- Aditya Birla Fashion & Retail Limited launches its New look store in Chennai
with Bollywood Diva, Priya Anand.
- Aditya Birla Fashion & Retail Limited launch its first store in Muzaffarnagar.
2015:
- Aditya Birla Fashion & Retail Limited Fashion & Retail Ltd has forayed into a
commercial arrangement with Flipkart.
- Aditya Birla Fashion & Retail Limited Fashion & Retail Ltd had approved the
Composite Scheme subject to the necessary statutory and regulatory approvals.

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BRANDS AVAILABLE IN ADITYA BIRLA FASHION & RETAIL
LIMITED:

OUR BRANDS
We breathe fashion inside and out. It should come as no surprise that we're bringing
you in-house lines that celebrate style with our cutting-edge designs.

MENS SECTION:

Formal Wear:
Lombard

Evening Wear:
F Factor

Plus Size Fashion:

Alto Moda

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Casual Wear:
SF Jeans
Byford
Bare Denim
Bare Leisure
Rig
JM Sports

Active Wear:

Ajile

Ethnic Wear:

Indus Route

KIDS SECTION:

Kids Casual Wear:

Chirpie Pie (0 - 2 yrs)

Chalk (2 - 7 yrs)
Poppers (7 - 14 yrs)
Bare Kids (7 - 14 yrs)

Kids Ethnic Wear:

Akkriti (7 - 12 yrs)

WOMENS SECTION:

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Ethnic Wear:
Akkriti
Rangmanch
Trishaa
Jamini

Casual Wear:

Izabel London
Candie's, New York
SF Jeans
Honey
Bare Denim

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Formal Wear:

Annabelle

Plus Size Fashion:

Alto Moda

Active Wear:
Ajile

OTHER BRANDS
MENS SECTION

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 KIDS SECTION

WESTERN SECTION

ETHNIC SECTION

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 STORE STRUCTURE

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COMPANY PROFILE

TYPE PUBLIC

Industry Retail

Founded 1997

Headquarters Mumbai, Maharashtra, India

Number of Locations 86

Area served India

Key people PranabBarua (Managing director)

Sheetal Mehta (CEO)

S. Visvanathan (CFO)

Ashish jajoo (COO)

Products Departmental Stores

Numbers of employees 5300

Parent Aditya Birla Group

Website Aditya Birla Fashion & Retail

Limiteds.com

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 INTRODUCTION TO THE TOPIC

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 INTRODUCTION
During the past decade, employee turnover has become a very serious problem for
organizations. Managing retention & keeping the turnover rate below target &
including norms is one of the most challenging issues facing business. All indications
point toward the issue compounding in the future and even as economic time change,
turnover will continue to be an important issue for most job groups. The causes of
turnover are not adequately identified & solutions are often not matched with the
causes, so the fail. Preventive measures are either not in place or do not target the
issue properly, and therefore have little or no effect, and a method for measuring
progress & identifying a monetary value (ROI) on retention does not exists in most
organizations. Managing employee retention is a practical guide for manager to retain
their talented employees. It shows how to manage & monitor turnover and how to
develop the ROI of keeping your talent using innovative retention program.
Employee are the most important and valuable asset of an organization. Organizations
today are doing their best to hold on to their employees. Retaining them is as
important as hiring them in the first place. Retention is the next challenge after hiring
the employees. Retention is important because to make good people stick in the
organization.
Employees today are different. They are not the ones who dont have good
opportunities in hand. As soon as they feel dissatisfied with the current employer or
the job, they have over to the next job. It is the responsibility of the employer to
retain their best employees.

Definition

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.

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 FACTORS THAT AFFECTS RETENTION:

Shifting markets
Demands for specific skills
Business conditions
Demographics
Lifestyle changes
Technology issues
Trends in work life decision as employees needs change

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 dont
come out to be same as expected by the candidates. Unexpected job responsibilities lead
to job dissatisfaction.
No growth opportunities: No or less learning and growth opportunities in the current job
will make candidates job and career stagnant.
Lack of appreciation: If the work is not appreciated by the supervisor, the employee
feels de-motivated and loses interest in job.
Lack of trust and support in coworkers, seniors and management: Trust is the most
important factor that is required for an individual to stay in the job Non-supportive
coworkers, seniors and management can make office environment unfriendly and
difficult to work in.
Stress from overwork and work life imbalances: Job stress can lead to work life
imbalances which ultimately many times lead to employee leaving the organization.
Compensation: Better compensation packages being offered by other companies may
attract employees towards themselves.
New job offer: As 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.

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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. its 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 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 companys expenses. While it is difficult to fully
calculate the cost of turnover, 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. Often much time and money has been spent on the employee is
expectation of a future return.
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 organizations. Co-workers are often required to pick up the
slack. The unspoken negativity often intensifies for the remaining staff.
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.

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 HOW TO INCREASE EMPLOYEE RETENTION?
Companies have now realized the importance of retaining their quality workforce.
Retaining quality performance contributes to productivity of the organization and
increase morale among employees.
Four basic factors that play an important role in increasing employee retention include
salary and remuneration, providing recognition, benefits and opportunities for
individual growth. But are they really positively contributing to the retention rates of a
company? Basic salary, these days, hardly reduces turnover. Today, employees look
beyond the money factor.

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 EMPLOYEE RETENTION CAN BE INCREASES BY
UNCALCULATING THE FOLLOWING PRACTICES:

1. Open Communication: A culture of open communication enforces loyalty

among employees. Open communication tends to keep employees informed on
key issues. Most importantly, they need to know that their opinions matter and
that management is100% interested in their input.
2. Employee Reward Program: A positive recognition for work boosts the
motivational levels of employees. Recognition can be made explicit by
providing awards like best employee of the month or punctually award.
Project based re recognition also has great significance. The award can be in
terms of gifts or money.
3. Career Development Program: Every individual is worried about his/her
career. He is always keen to know his career path in the company
organizations can offer various technical certification courses which will help
employee in enhancing his knowledge.
4. Performance Based Bonus: A provision of performance linked bonus can be
made wherein an employee is bale to relate his performance with the company
profits and hence will work hard. This bonus should strictly be productivity
based.
5. Recreation facilities: Recreation facilities help in keeping employees away
from recreational programs should be arranged. They may include taking
employees to trips annually or bi-annually, celebrating anniversaries, sports
activities, etc.,
6. Gifts at Some Occasions: giving out some gifts at the time of one or
Two festivals to the employees making them feel good.

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 EMPLOYEE RETENTIONS STRATEGIES

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

Creating a Motivating Environment: Team leaders who create motivating

environments are likely to keep their 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.

Standing up for the Team: Team leaders are closest to their team members. While
they need to ensure smooth functioning of their team 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.

Providing coaching: Evryone 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,
coaching is followed by monitoring performance and providing feedback on the same.

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.

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 dont feel over burdened.

KULBIR MBA GITM

Focus on Future career: Employees are always concerned about their future career. A
manager should focus on showing employees his career leader. If an employee sees
that is current job offers a path towards their future career likely to stay longer in the
company. Therefore, managers should play the role of career counselors as well.

MANAGER 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 dont 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 when asked about why employees leave, low salary
comes out to be a common excuse. However, researcher 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 dont 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 fro learning have loyal and engaged employees. Therefore,
managers and team leader play an active and vital role in employee retention.
Managers and team leaders can reduce the attrition levels considerably by creating a
motivating team culture and improving the relationships with team members. This can
be done in a following way:
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 an have fun.

KULBIR MBA GITM

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

KULBIR MBA GITM

 TIPS FOR EMPLOYEE RETENTION

The ability of the employee to speak his or her mind freely within the
organization is another key factor in employee retention.
Involve employees in decisions that affect their jobs and the overall direction
of the company.
Recognize excellent performance, and especially link pay to performance.
Provide the opportunities within the company for cross training and career
progression.
Provide opportunity for career and personal growth through training and
educations challenging assignments.
The quality of the supervisor an employee receives is critical to employee
retention
The ability of the employee to speak his or her mind freely within the
organization.
Talent & skill utilization is a key factor to seek employees in workplace.
Select right people
Offer an attractive, Competitive, Benefits package
Provide opportunities for people to share their knowledge via training
sessions, present actions, mentioning others & flexible house Retention tips

KULBIR MBA GITM

 CHAPTER-2

LITERATURE REVIEW

KULBIR MBA GITM

 LITERATURE REVIEW

Kay (2000) justifies such costs in advertising and recruiting expenses, orientation
and training of the new employee, decreased productivity until the new employee is
up to speed, and loss of customers who were loyal to the departing employee . The
costs mentioned above touch upon another area of concern: productivity. When a high
rate of employee turnover exists, most of the workforce is at an entry level stage of
production. A very high cost is associated with large numbers of employees who have
not reached full productivity. This cycle continues with very few employees
performing at maximum productivity.

EPF (2004) : While employee turnover rates have been proven to be a nationwide
problem, there are certain factors that contribute to the situation. The EPF (2004)
notes the following:

It turns out that a number of organizations have high employee turnover in

operations such as customer contact centers, back-office processing and inventory
management positions. Health care, communications, banking, and insurance are
more prone to these high turnover characteristics than other industries. The reasons
are multifold, but in general, the environment in which these organizations perform
forces them into these employee patterns .

(Bureau or Labor Statistics, 2004) The environments producing such employee

patterns can be seen extensively in fields such as healthcare, retail, and factory work
(Bureau or Labor Statistics, 2004). The commonalities in these environments include,
low to moderate employee compensation, lack of upward mobility, high-turnover due
to hiring characteristics and competitive job markets, complex training processes, and
a wide range of customer issues to be learned (EPF, 2004). As can be seen, a
combination of factors may exist, decreasing employee job satisfaction and thereby
increasing turnover.

(Moravec, 1994)Today, changes in technology, global economics, trade agreements,

and the like are directly affecting employee/employer relationships. Until recently,
loyalty was the cornerstone of that relationship. Employers promised job security and

KULBIR MBA GITM

a steady progression up the hierarchy in return for the employees fitting in,
performing in prescribed ways and sticking aroundNone of these assumptions apply
today: (Moravec, 1994). Restructuring and layoffs occurring today are expected to
continue far into the future. Employees are now finding that previous job skills are no
longer valuable. They must now create new job growth possibilities, rather than
waiting on promotions to be handed out.

(Bishop, 1997) Fostering employee commitment can have a great impact on

decreasing turnover rates. Research shows commitment has a positive effect on
productivity, turnover and employees willingness to help co-workers (Bishop, 1997).
In fact, increased employee commitment has been shown to improve team
performance and productivity and decrease absenteeism, turnover, and intention to
quit. However, companies can take action to ensure that these increasing trends are
minimized within their own individual cultures. Therefore, strong retention strategy
must be implemented.

Byrnes (2002) notes that there are five essential steps for a company to develop an
effective retention strategy. First, a corporate values system must be defined based
upon the organizations values and vision. These values must guide the company and
identify those employees desiring to move in the same direction. Next, trust must be
established within all parts of the business.

(Byrnes, 2002)-Security comes from trust and trust comes from honesty and
communication. The bottom line is that employees want to know their employer will
be straightforward with themEstablish a process for sharing important information
related to your business with your employees (Byrnes, 2002). Third, assess employee
priorities through surveying. The answers will allow an organization to structure
effective reward programs, thus increasing employee satisfaction. Fourth, Byrnes
recommends doing industry homework. Companies need to understand competitors
compensation and benefit programs. A clearer understanding of what is expected by
employees within the industry provides the company the opportunity to increase
satisfaction. Finally, the creation of a compensation and benefit package, supportive
of company values and employee needs, is essential.

KULBIR MBA GITM

(Kaye, 2000) Contrary to modern belief, monetary compensation is not the highest
employee motivator. According to the Harvard Management Update (June, 1988),
nine of ten managers think people stay or go because of money. We know thats not
the case. Money and perks matter, but employees tell us again and again that what
they want most are challenging, meaningful work, good bosses, and opportunities for
learning and development (as cited in Kaye, 2000).

Newstrom and Pierce (2002) Modern corporate structure has become so multi-
layered that often employees do not ever see the fruit of their labors. Newstrom and
Pierce (2002) agree: Companies are being stymiedoften by their own structure.
McKinsey studied one company where the new product process required 223 separate
committees to approve an idea before it could be put into production.

Weinberg (1997) Another area contributing to decreased employee satisfaction is that

of a companys motivational style. For example, Weinberg (1997) states that:

Most companies relied in the past on two traditional strategies for managing
turnover. First, they raised wages until the situation stabilized. If that didnt work,
they increased training budgets for new hires and first-level supervisors. These
solutions dont work anymore. Especially misleading is the myth that paying low-
wage service workers and extra $.25 or $.50 per hour will dramatically reduce
turnover rates.

Even if higher pay rates were economically feasible-the extra few dollars has little
influence on workers. Investments in training dont always pay off either. Training
course content tends to assume that todays low-wage service workers live in stable
homes, meet minimal educational standards, and share the employers behavioral
expectations. This is often not the case.

Additionally, the assumption that todays employees live in stable homes, have
sufficient educational backgrounds, and share company behavioral standards falls
short. Management is not trained to deal with the modern social patterns affecting the
workplace.

KULBIR MBA GITM

 CHAPTER-3

RESEARCH METHODOLOGY

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 OBJECTIVES OF THE STUDY

The objectives of the study are

To study the present retention strategies adopted by the company.

To assess the satisfaction level of employee with existing retention strategies.

To study the satisfaction about the recreation activities facilitated by the

organization

To study that organization provides job security to the employees or not

KULBIR MBA GITM

 RESEARCH METHODOLOGY

PROBLEM STATEMENT

A STUDY ON EMPLOYEE RETENTION

INTRODUCTION

This methodology includes need of the study, objectives of the study, research design,
collection of data and the limitations of the study.

NEED FOR THE STUDY

The present study is focus on the existing retention strategies in Pantaloon and find
out the satisfaction level of an employer regarding the strategies.

RESEARCH DESIGN

Descriptive research procedure is used for describing the resent situations in the
organization and analytical research to analyze the results by using research tools.

Descriptive Research:

This research includes surveys and facts finding enquires of different kinds. The
major purpose of descriptive research is that the research can only describe the state
of affairs existing at present in the organization. The main feature of this method is
that the researcher has no control over the extraneous variables called the respondents
as they are going to interview the employees of the organization in order to perform
study. They can only report what happened or what is happening. In social science
and business research, we quiet often use the terms ex-post facto research for
descriptive research studies, the researcher can discover and describe the causes for
various situations but they cannot control the situations.

KULBIR MBA GITM

SAMPLING DESIGN CONSISTS:-

Data Source : Primary & Secondary Data

Research Approach : Survey method
Research Instrument: Questionnaire
Sampling Method : Non Probability Method
Sampling Scheme : Convenience Sampling
Contact method : Personal / Direct
Sample size : 100

DATA SOURCES AND COLLECTION METHODS

There are tow type for collecting data

1. Primary data
2. Secondary data

PRIMARY DATA

Primary data are those which are colleted a fresh and for the first time & thus
happen to be original in character .Primary data is obtained by the study specially
designed to fulfill the data needs to problem hand. Such data are original in
characters generated by the way of conducting survey.

SECONDARY DATA

Secondary data are those which have already been collected by someone else and
which have already been passed through the statistical process. The Secondary data
consist of reality available compendices already complied statistical statements.
Secondary data consists of not only published records and reports but also
unpublished records.

KULBIR MBA GITM

 CHAPTER-4

DATA ANALYSIS AND

INTERPRETATION

KULBIR MBA GITM

 DATA ANALYSIS AND INTERPRETATION

4.1 Are you familiar with the Duties and Responsibilities assigned by the
company ?
Table 4.1

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 52 52
Agree 40 40
Disagree 4 4
Strongly disagree 1 1
Neither agree nor
3 3
disagree
TOTAL 100 100

Graph 4.1
DUTIES & RESPONSIBILITIES

DUTIES AND RESPONSIBILITIES

60
NO.OF RESPONDENTS

52
50
40
40
30 PERCENTAGE
20
10 4 3
1
0
Strongly agree Agree Disagree Strongly Neither agree
disagree nor disagree
DIMENSIONS

Inference:

From the above graph, it is observed that 100% of the respondents (52%strongly
agreed, 40%agreed) have accepted that they know about their duties and
responsibilities and 5% of respondents are not aware of their duties and
responsibilities.

KULBIR MBA GITM

4.2 Does Company provides proper Authority, Responsibility, and
Accountability to employees ?

Table4.2

NO.OF PERCENTAGE
DIMENSIONS RESPONDENTS
Strongly agree 35 35
Agree 46 46
Disagree 13 13
Strongly disagree 3 3
Neither agree nor
3 3
disagree
TOTAL 100 100

Graph 4.2
AUTHORITY RESPONSIBILITY & ACCOUNTABILITY

AUTHORITY,RESPONSIBILITY,ACCOUNTIBILITY

50 46
NO.OF RESPONDENTS

40 35

30
PERCENTAGE
20
13
10 3 3
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:

From the above graph, it is observed that 92% of the respondents have
accepted that they are assigned the job with authority responsibilities and
accountability to perform well. Around 13% of the respondents have not accepted the
statement.

KULBIR MBA GITM

4.3 What is your opinion about identified for new assignments organized by the
company ?

Table 4.3
IDENTIFIED FOR NEW ASSIGNMENTS

DIMENSIONS NO.OF PERCENTAGE

RESPONDENTS
Strongly agree 26 26
Agree 44 44
Disagree 13 13
Strongly disagree 10 10
Neither agree nor
7 7
disagree
TOTAL 100 100

Graph 4.3
IDENTIFIED FOR NEW ASSIGNMENTS
IDENTIFIED FOR NEW ASSIGNMENTS

50 44
NO.F RESPONDENTS

45
40
35
30 26
25 PERCENTAGE
20
13
15 10
10 7
5
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:

From the above graph, it is observed that 44% of respondents agree have accepted
that they are identified for new assignments especially after providing training to
them. Around 13% of respondents have not accepted the statement.

KULBIR MBA GITM

4.4 Does stress on employees converts into positive manner ?

Table 4.4

DIMENSIONS NO.OF PERCENTAGE

RESPONDENTS
Strongly agree 26 26
Agree 44 44
Disagree 11 11
Strongly disagree 9 9
Neither agree nor
10 10
disagree
TOTAL 100 100
Graph 4.4

CONVERT STRESS IN POSITIVE MANNER

CONVERT STRESS IN POSITIVE MANNER

50 44
NO.OF RESPONDENTS

45
40
35
30 26
25 PERCENTAGE
20
15 11 9 10
10
5
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:
From the above graph it is observed that 44% of respondents have accepted that
they convert stress into positive manner and 11% of the respondents have not
accepted the same.

KULBIR MBA GITM

4.5 Does job rotation leads to the individual improvement ?

Table 4.5

DIMENSIONS NO.OF PERCENTAGE

RESPONDENTS
Strongly agree 31 31
Agree 35 35
Disagree 15 15
Strongly disagree 10 10
Neither agree nor
9 9
disagree
TOTAL 100 100
JOB IS ROTATED
Graph 4.5

JOB IS ROTATED

40 35
NO.OF RESPONDENTS

35 31
30
25
20 15 PERCENTAGE
15 10 9
10
5
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:
From the above graph, it is observed that 35% of the respondents have accepted
that their job is rotated and led to both individual improvements and
organizational benefits around 15% of respondents have not accepted the
statement.

KULBIR MBA GITM

4.6. Does superior identifies employees skills and potentials ?

Table 4.6

DIMENSIONS NO.OF PERCENTAGE

RESPONDENTS
Strongly agree 26 26
Agree 44 44
Disagree 20 20
Strongly disagree 5 5
Neither agree nor
5 5
disagree
TOTAL 100 100

Graph 4.6
HOD identifies

HOD IDENTIFIES MY PRESENT SKILLSE

50 44
NO.OF RESPONDENTS

45
40
35
30 26
25 20 PERCENTAGE
20
15
10 5 5
5
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:
From the above graph, it is observed that 44% of the respondents
have accepted that the concerned in charge identifies their present skills and potentials
in performing the job and training is imparted to them accordingly. Around 20% of
respondents have not accepted the statement.

KULBIR MBA GITM

4.7. Does company provides new opportunities apart from regular assignments?

Table 4.7

DIMENSIONS NO.OF PERCENTAGE

RESPONDENTS
Strongly agree 29 29
Agree 44 44
Disagree 19 19
Strongly disagree 6 6
Neither agree nor
2 2
disagree
TOTAL 100 100

Graph 4.7
PROVIDING NEW OPPORTUNITIES
PROVIDING NEW OPPORTUNITIES

50 44
NO.OF RESPONDENTS

45
40
35 29
30
25 19 PERCENTAGE
20
15
10 6
5 2
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:
From the above graph, it is observed that 29% of the respondents have accepted that
the concerned in charge identifies their present skills and potentials in performing the
job and training is imparted to them accordingly. Around 19% of respondents have
not accepted the statement.

KULBIR MBA GITM

 4.8 Does superior guides to their subordinates as and when required ?

Table 4.8

DIMENSIONS NO.OF PERCENTAGE

RESPONDENTS
Strongly agree 31 31
Agree 44 44
Disagree 12 12
Strongly disagree 6 6
Neither agree nor
7 7
disagree
TOTAL 100 100

Graph 4.8
SUPERIOR GUIDES

SUPERIOR GUIDES ME AS AND WHEN REQUIRED

50 44
NO.OF RESPONDENTS

45
40
35 31
30
25 PERCENTAGE
20
15 12
10 6 7
5
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:

From the above graph, it is observed that 31% of the respondents have accepted that
they are asked to take decisions in job and their superior guides them as and when
required. Around 12% of respondents have not accepted the statement.

KULBIR MBA GITM

4.9 Does HOD addresses grievances ?

Table 4.9

DIMENSIONS NO.OF PERCENTAGE

RESPONDENTS
Strongly agree 26 26
Agree 39 39
Disagree 11 11
Strongly disagree 10 10
Neither agree nor
14 14
disagree
TOTAL 100 100

Graph 4.9

HOW ADDRESS GRIEVANCE

HOD ADDRESS GRIEVANCE

45 39
NO.OF RESPONDENTS

40
35
30 26
25
PERCENTAGE
20 14
15 11 10
10
5
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:

From the above graph, it is observed that 39% of the respondents have accepted that
their immediate in charge or HOD addresses their grievances and gives them feedback
on the same. Around 11% of respondents have not accepted the statement.

KULBIR MBA GITM

 4.10 Does organization utilizes employee services effectively and efficiently ?

Table 4.10

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 26 26
Agree 35 35
Disagree 17 17
Strongly disagree 12 12
Neither agree nor disagree 10 10
TOTAL 100 100

Graph 4.10
ORGANIZATION UTILIZE EMPLOYEE SERVICE

ORGANIZATION UTILIZES EMPLOYEE SERVICES EFFECTIVELY

40 35
NO.OF RESPONDENTS

35
30 26
25
20 17 PERCENTAGE
15 12
10
10
5
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:

From the above graph, it is observed that 35% of the respondents have accepted that
the organization utilizes their services effectively and efficiently. Around 17% of
respondents have not accepted the statement.

KULBIR MBA GITM

4.11. Does present job leads satisfaction to the employees ?

Table 4.11

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 33 33
Agree 46 46
Disagree 11 11
Strongly disagree 6 6
Neither agree nor disagree 4 4
TOTAL 100 100

Graph 4.11

Satisfaction in Performance job

SATISFACTION IN PERFORMING JOB

50 46
NO.OF RESPONDENTS

45
40
33
35
30
25 PERCENTAGE
20
15 11
10 6 4
5
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:

From the above graph, it is observed that 46% of the respondents have accepted that
they derive satisfaction in performing the job. Around 11% of respondents have not
accepted the statement.

KULBIR MBA GITM

4.12. Does seniors, colleagues and subordinates are very cooperative in the
organization ?

Table 4.12

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 35 35
Agree 46 46
Disagree 14 14
Strongly disagree 3 3
Neither agree nor disagree 2 2
TOTAL 100 100

Graph 4.12
COOPERATIVE SUBORDINATES

SENIORS,COLLEAGUES AND SUBORDINATES ARE VERY COOPERATIVE

50 46
NO.OF RESPONDENTS

45
40 35
35
30
25 PERCENTAGE
20 14
15
10
3 2
5
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:

From the above graph, it is observed that 46% of the respondents have accepted that
their seniors, colleagues and subordinates are very cooperative and they work as a
team. Around 14% of respondents have not accepted the statement.

KULBIR MBA GITM

4.13. Does employees are recognized and rewarded suitably by the organization?

Table4.13

DIMENSIONS NO.OF PERCENTAGE

RESPONDENTS
Strongly agree 23 23
Agree 35 35
Disagree 19 19
Strongly disagree 11 11
Neither agree nor
12 12
disagree
TOTAL 100 100

Graph 4.13
REWARDS SUITABILITY

RECOGNITION AND REWARDS SUITABLY BY THE ORGANIZATION

40 35
NO,OF RESPONDENTS

35
30
23
25
19
20 PERCENTAGE
15 11 12
10
5
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:

From the above graph, it is observed that 35% of the respondents have accepted that
they have been recognized and rewarded suitably by the organization for their
performance as per the policy. Around 19% of respondents have not accepted the
statement.

KULBIR MBA GITM

4.14. Does organization provides compensation based on qualification,
experience ?

Table 4.14

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 24 24
Agree 56 56
Disagree 15 15
Strongly disagree 3 3
Neither agree nor disagree 2 2
TOTAL 100 100

Graph 4.14

COMPENSATION COMMENSURATE

COMPENSATION COMMENSURATE WITH QUALIFICATION

60 56
NO.OF RESPONDENTS

50
40
30 24 PERCENTAGE
20 15
10 3 2
0
Strongly agree Agree Disagree Strongly Neither agree
disagree nor disagree
DIMENSIONS

Inference:
From the above graph, it is observed that 56% of the respondents have accepted that
they know that the compensation commensurate with the qualification, experience
exposure and especially with their job performance during the period in delivering
results in time. Around 18% of respondents have not accepted the statement.

KULBIR MBA GITM

4.15. Does organization provides job security to the employees.

Table4.15

DIMENSIONS NO.OF PERCENTAGE

RESPONDENTS
Strongly agree 35 35
Agree 48 48
Disagree 8 8
Strongly disagree 5 5
Neither agree nor
4 4
disagree
TOTAL 100 100

Graph 4.15

SENSE OF JOB SECURITY

SENSE OF JOB SECURITY AND SENSE OF SOCIAL BELONGINGNESS

60
NO.OF RESPONDENTS

48
50
40 35

30 PERCENTAGE
20
8
10 5 4
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:

From the above graph, it is observed that 48% of the respondents strongly have
accepted that they feel a sense of job security and sense of social belongings in the
organization. Around 8% of respondents have not accepted the statement.

KULBIR MBA GITM

 CHAPTER-5

FINDINGS, SUGGESTIONS
AND CONCLUSION

KULBIR MBA GITM

 FINDINGS

(1) It is observed that 96% of the respondents are aware of their duties and
responsibilities and only 5% of the respondents are not aware of their duties and
responsibilities.
(2) 40% of the respondents are assigned their job with Authority, Responsibility and
Accountability and only 16% of the employees have not accepted the same.
(3) 35% of the respondents are identified for new assignments and 23% of the
employees have not accepted the same.
(4) It is observed that 35% of the respondents converted their stress into a positive
manner while performing a task but 20% of the employees are unable to convert their
stress into a positive manner.
(5) 33% of the respondents are satisfied about their job rotation and 25% of the
respondents are not satisfied about their job rotation.
(6) 35% of the respondents are accepted that their HOD identified their present skills
and potentials in performing the job and 25% of the respondents have not specified
this.
(7) It is observed that 44% of the respondents are provided new opportunities and
25% of the respondents are not provided new opportunities.
(8) 44% of the respondents are specified that they are asked to take decisions and their
superior guides the when required but 18% of the respondents have not specified this.
(9) It is observed that 35% of the respondents are accepted that superior addresses
their grievances and 21 % of the respondents have not accepted the same.
(10) 32% of the respondents have accepted that the organization utilizes their services
effectively and efficiently and 29% of the respondents have not accepted the same.
(11) It is found that 40% of the respondents are satisfied with their job and 17% of the
respondents are not satisfied with their job.
(12) 42% of respondents agreed that their seniors colleagues and subordinates are
very cooperative but 17% have not agreed the same.
(13) It is observed that 30% of respondents have been recognized and rewarded
suitably but 30% of the respondents have not recognized suitably.
(14) 40% of the respondents are known that the compensation commensurate with
their qualification but 18% of the respondents are not aware of this.

KULBIR MBA GITM

 SUGGESTIONS

(1) 30% of the respondents are not identified for new assignments so extend their
assignments by providing proper training to the employees.
(2) 30% of the respondents are dissatisfied due to lack of recognition and rewards. A
positive recognition for work boosts the motivational level of employees. Recognition
can be made explicit by providing awards like best employee of the month.
(3) Provide opportunities for career personal growth through training and education,
challenging assignments and more.
(4 identify the key performance areas of the individuals and conduct training
programmes to develop their skills and knowledge.
(5) Immediate resolution of the grievance is necessary otherwise it will effects the
productivity of the organization so immediate actions should be taken to resolve the
grievance of the employees.

KULBIR MBA GITM

 CONCLUSION

Companies have now realized the importance of retaining their quality workforce.
Retaining quality performance contributes to productivity of the organization and
increase morale among employees.

Four basic factors that play an important role in increasing employee retention include
salary and remuneration, providing recognition, benefits and opportunities for
individual growth. But are they really positively contributing to the retention rates of a
company? Basic salary, these days, hardly reduces turnover. Today, employees look
beyond the money factor.

KULBIR MBA GITM

 BIBLIOGRAPHY

KULBIR MBA GITM

 BIBLIOGRAPHY

'Managing Human Resources' by Luis R Gomez-Meijia, David B Balkin, and Robert

L Cardy, Pearson Education Publications, 2006
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'Human Resource Management' by Gary Dessler, Pearson Education Publications,
2006
'Human Resource Management' by Biswajeet Pattanayak, PHI Publications,2005
'Human Resource Management' by R Wayne Mondy and Robert M Noe, Pearson
Education Publications, 2006
'Human Resource Management' by John M Ivancevich, Tata McGraw-Hill
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B Shaw, Bizantra Publications,2005
'Hiring people' by Kevin C Klinvex, Mathew S O'Connell and Christopher LP
Klinvex, Tata McGraw-Hill Publications, Brief case book, 2006.
www.managementstudyguide.com/employee-retention.htm
guides.wsj.com/small.../hiring...employees/how-to-retain-employees
www.employeeretentionstrategies.com/
www.inc.com/guides/2010/04/employee-retention.html
humanresources.about.com ... Management / Leadership
www.employeeretention.com/

KULBIR MBA GITM

 APPENDICES

KULBIR MBA GITM

 QUESTIONNAIRE

1. Are you familiar with the Duties and Responsibilities assigned by the
company?
a) Strongly agree b) Agree
c) Disagree d) Strongly disagree
e) Neither agree nor disagree
2.Did Company provides proper Authority, Responsibility, and Accountability to
employees ?
a) Strongly agree b) Agree
c) Disagree d) Strongly disagree
e) Neither agree nor disagree
3.What is you opinion about identifying for new assignments organized by the
company ?
a) Strongly agree b) Agree
c) Disagree d) Strongly disagree
e) Neither agree nor disagree
4.Does stress on you converts into positive manner ?.
a) Strongly agree b) Agree
c) Disagree d) Strongly disagree
e) Neither agree nor disagree
5.Does job rotation leads to the individual improvement ?
a) Strongly agree b) Agree
c) Disagree d) Strongly disagree
e) Neither agree nor disagree
6. Does superior identifies employees skills and potentials ?
a) Strongly agree b) Agree
c) Disagree d) Strongly disagree
e) Neither agree nor disagree
7. Does company provides new opportunities apart from regular assignments?
a) Strongly agree b) Agree
c) Disagree d) Strongly disagree
e) Neither agree nor disagree

KULBIR MBA GITM

8. Does superior guides to their subordinates as and when required ?
a) Strongly agree b) Agree
c) Disagree d) Strongly disagree
e) Neither agree nor disagree
9 Does HOD addresses grievances ?
a) Strongly agree b) Agree
c) Disagree d) Strongly disagree
e) Neither agree nor disagree
10 Dows organization utilizes employee services effectively and efficiently ?
a) Strongly agree b) Agree
c) Disagree d) Strongly disagree
e) Neither agree nor disagree
11 Does present job leads satisfaction to the employees ?
a) Strongly agree b) Agree
c) Disagree d) Strongly disagree
e) Neither agree nor disagree
12 Does seniors, colleagues and subordinates are very cooperative in the
organization ?
a) Strongly agree b) Agree
c) Disagree d) Strongly disagree
e) Neither agree nor disagree
13. Does employees are recognized and rewarded suitably by the organization ?
a) Strongly agree b) Agree
c) Disagree d) Strongly disagree
e) Neither agree nor disagree
14. Does organization provides compensation based on qualification, experience?
a) Strongly agree b) Agree
c) Disagree d) Strongly disagree
e) Neither agree nor disagree
15. Does organization provides job security to the employees ?
a) Strongly agree b) Agree
c) Disagree d) Strongly disagree
e) Neither agree nor disagree

KULBIR MBA GITM