A Project Report Entitled A study of Retention Employee for Aujas Pvt Ltd in Bangalore Under the guidance of (Project

Guide) Prof.Mr.Virendra verma Submitted by M.V.Deepika Ramani Enrollment No-521055866

In partial fulfillment of the requirement For the award of Master of Business Administration In Human Resource 2011-12
Learning Center: Adharshila Shikshan Sangh,Jaistambh Chowk, Raipur (C.G)

Center Code-1523

Declaration

I Ms.M.V.Deepika Ramani hereby declare that the project report entitled A study of Employee Retention is a genuine profound work done by me under the auspices of my project guide and other concerned executives. All the information collected in authentic and best to my knowledge carried by me during the academic year 2011 in Aujas network Pvt.Ltd.

M.V.DeepikaRamani Enrollment No. 521055866

ACKNOWLEDGEMENT

It is my privilege to express my sincere gratitude to all those who helped me directly or indirectly in completion of this project report. I take of this opportunity with immense pleasure and profound privilege to offer heartily thanks Senior HR Executive Shrinivas Turupati of Aujas Pvt.Ltd.In Bangalore,India for their great cooperation, encouragement and valuable guidance during entire course of study. I shall be falling my duty if I do not express my most sincere gratitude of my parents and friends, who where always with me for there constant source of inspiration. Last but not the least we are indebted to those entire people who indirectly contributed and without whom this work would not have been possible.

CERTIFICATE I hereby declare that this project work titled A Study of Employee retention Submitted in partial fulfillment of the degree of MASTER OF BUSINESS ADMINISTRATION Embodies the result of the bonafide research carried out by Miss.M.V.Deepika Ramani I find the work comprehensive, complete and of sufficiently good standard to warrant this presentation for examination. I further certify that the work has been carried out under my guidance and has not been submitted earlier for any degree or diploma examination.

SIGNATURE CENTERHEAD

SIGNATURE FACULTY INCHARGE

CERTIFICATE BY THE EXAMINERS

This is certify that the M.V.Deepika Ramani student of MBA 4th SEM Sikkim Manipal University, Learning center Raipur has submitted the project work entitled A Study of Employees Retention. For the In partial fulfillment of award of MBA IV Semester and completed this project in schedule time.

We approve the sincere work done on the project and the project report.

Internal Examiner Date:

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TABLE OF CONTENT CHAPTER 1 INTRODUCTION CHAPTER 2 COMPANY PROFILE CHAPTER 3 OBJECTIVE OF STUDY CHAPTER 4 RESEARCH METHODOLOGY CHAPTER 5 DATA ANALYSIS AND INTERPRETATION CHAPTER 6 OBSERVATIONS AND FINDINGS CHAPTER 7 SUMMARY AND CONCLUSION APPENDEX BIBLOGRAPHY

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PREFACE Employee retention is most critical issue facing corporate leaders as a result of the shortage of skilled labor, economic growth and employee turnover. Today's labor force is different. Supervisors must take responsibility for their own employee retention. If they don't, they could be left without enough good employees. A wise employer will learn how to attract and keep good employees, because in the long run, this workforce will make or break a company's reputation. What's Different? New supervisors must be prepared to be collaborative, supportive, and nurturing of their people. The old style of "my-way-or-the-highway" style of management is a thing of the past. Most new supervisors need training to understand what it really takes to retain employees. Employee retention involves being sensitive to people's needs and demonstrating the various strategies in the five families detailed in Roger Herman's classic book on employee retention, Keeping Good People. Environmental Relationship Support Growth Compensation Employee retention takes effort, energy, and resources...and the results are worth it.The retention of human resources has been shown to be momentous to the development and the accomplishment of the organizations goals and objectives. The primary aim of this study is to explore the main factors that affect Aujas network pvt ltd workforce retention in the state of Bangalore. 125 surveys distributed to Aujas network pvt ltd workforce. The survey questions designed to determine three elements of retention; Benefits factors, strategies factors and organizational culture factors. The result of the study shows that benefits factors such as salary and compensation were rated as most important to the Aujas network pvt ltd workforce in the state of Bangalore followed by leave benefits and differed compensation. The three strategies rated most important to Aujas network pvt ltd workforce are rewards and recognition, annual performance appraisal and training opportunities. While work at home, voluntary Reduction in Work schedule and alternative work schedule were rated as leas important. The culture of Aujas network pvt ltd organizations in state of Bangalore are based on openness and trusts, effectively communication and good deal of time spent from supervisor listening to employees ideas and suggestions. Finally The result employees career plan shows that high percentage of Aujas network pvt ltd workforce had no plans to leave or retire from state employment within the foreseeable future.

CHAPTER 1 INTRODUCTION

CHAPTER I INTRODUCTION

This chapter is an introduction and intended to provide background information on the nature of the present study and its objectives and purpose. It is divided into four sections. The first section presents Background of the study the, the second part presents the problem statement, the objective, purpose and significant of the study reviled in the third section. The final section presents how this study is organized.

BACKGROUND OF THEY STUDY

The retention of employees has been shown to be significant to the development and the accomplishment of the organizations goals and objectives. Retention of employees can be a vital source of competitive advantage for any organization. This study attempted to explore the main factors that contribute to employee retention existing in the Company. The next paragraphs discuss the background of the study by clarifying the theoretical framework for the main problems with employee retention.

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. The loss of talented employees may be very detrimental to the companys future success. Outstanding employees may leave an organization because they become dissatisfied, under paid or unmotivated (Coff 1996), and while trying to retain employees within the organization they may present other challenges as well. They may demand higher wages, not comply with organization practices, and not interact well with their coworkers or comply with their managers directions.

Besides these problems asymmetric information or lack of information about the employees performance may complicate an organizations Endeavour to retain productive employees. Without adequate information an organization may not be able to distinguish productive workers from non-productive ones. Employees often may take credit for the successes and deflect failures to other employees. This is known as a moral hazard problem. In many in stances companies may reward or punish employees for an organization out come for which they had no impact (Kerr1975). Insufficient information about employees performance may result in adverse selection by them (Gross man & Hart 1986). The better employees may move to other organizations for better opportunities. The coworkers who cannot improve their positions are more likely to stay. This is especially possible when due to inadequate information outstanding performance is not rewarded. Non productive and productive workers end up receiving the same or nearly the same compensation and package of perks because of managements in ability to distinguish talented employees from the rest of the labor force in the organization. The problem of attempting to keep talented members of the work force is further complicated because of bounded rationality (Simon 1976). It is another
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result of asymmetric in formation where both the manager does not know the information for which to ask from the employee and the employee does not know what to provide Therefore, productive workers cannot distinguish themselves from nonproductive coworkers. Even if an organization is fortunate enough to retain talented employees, the company may still have to cope with agency costs resulting from them and their Colleagues. When information about an employees activities is difficult togather, the employee may be motivated to act in his own interest which may diverge from the interest of the organization.

costs to the organization in the form of excessive perquisite consumption, shirking of job responsibilities and poor investment decision making. Jensen and Meckling(1976) explained that it is in an employees interest to over consume perks and shirk job responsibilities of the firm if they are not sole owners of the organization. Employees may also be enticed to make suboptimal investment decisions for the firm. Since most company employees have their wealth tied up in the organization for which they work, employees may attempt to make investment decisions which are less risky than the stock holders of the firm would prefer. This is done to reduce the risk of failure by the company, which protects the no diversified employee from loss of wealth. This investment strategy may also reduce the return on investment that the diversified owners of the firm desire (Murphy 1985). The employees or agents of the organization may also use a short sighted approach in investment selection to enhance their own career chances (Narayanan 1985). The employee can signal the labor market his superiority through the selection of a fast starting project, which may fizzle out later for the firm. This strategy may cause the firm to miss profitable long-term projects or much needed research and development. Employees may also attempt to increase the size of the firm through acquisitions and project selection regard less of the effect on company profitability in order to increase their own power base within the firm. 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 did not work, they increased training budgets for new hires and first-level supervisors. These solutions do not work anymore.

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Challenges in Employee Retention In the current scenario, a major challenge for an organization is to retain its valuable and talented employees. The management can control the problem of employees quitting the organization within no time to a great extent but cant put a complete full stop to it. There are several challenges to it. Let us understand the challenges to employee retention:

Monetary dissatisfaction is one of the major reasons for an employee to look for a change. Every organization has a salary budget for every employee which can be raised to some extent but not beyond a certain limit. Retention becomes a problem when an employee quotes an exceptionally high figure beyond the budget of the organization and is just not willing to compromise. The organization needs to take care of the interests of the other employees as well and cant afford to make them angry. The salaries of the individuals working at the same level should be more or less similar to avoid major disputes amongst employees. A high potential employee is always the center of attention at every workplace but one should not take any undue advantage. One should understand the limitation of the management and quote something which matches the budget of the organization. An individual should not be adamant on a particular figure, otherwise it becomes difficult for the organization to retain him. Remember there is a room for negotiation everywhere. In the current scenario, where there is no dearth of opportunities, stopping people to look for a change is a big challenge. Every organization tries its level best to hire employees from the competitors and thus provide lucrative opportunities to attract them. Employees become greedy for money and position and thus look forward to changing the present job and join the competitors. No amount of counseling helps in such cases and retaining employees becomes a nightmare. Individuals speak all kind of lies during interviews to get a job. They might not be proficient in branding but would simply say a yes to impress the recruiter and grab the job. It is only later do people realize that there has been a mismatch and thus look for a change. Problems arise whenever a right person is into a wrong profile. An individual loses interest in work whenever he does something out of compulsion. The human resource department should be very careful while recruiting new employees. It is really important to get the reference check done for better reliability and avoid confusions later.

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Some individuals have a tendency to get bored in a short span of time. They might find a job really interesting in the beginning but soon find it monotonous and look for a change. The management finds it difficult to convince the employees in such cases. Individuals must also understand that every organization has some or the other problem and adjustment is required everywhere, so why not in the present organization? It becomes really difficult for the HR Department to find out what exactly is going on in the minds of the individual. An individual should voice his opinions clearly to make things easier for the management.

Unrealistic expectations from the job also lead to employees looking for a change. There is actually no solution to unrealistic expectations. An individual must be mature enough to understand that one cant get all the comforts at the workplace just like his home. Individuals from different backgrounds come together in an organization and minor misunderstandings might arise but one should not make an issue out of it. An individual must not look for a change due to small issues. One needs time to make his presence feel at the organization and must try his level best to stick to it for a good amount of time and ignore petty issues.

The management must understand the difference between a dedicated employee and an employee who comes to office just for the sake of fun. The employees who really are concerned about the organization must be retained for better output and a healthy environment at the workplace. Let us go through few steps to avoid talent drain:

Work should never become monotonous and must offer a new learning each day. An employee should be able to upgrade his skills and enhance his knowledge at the workplace. Employees leave the organization whenever there are no chances of further growth. An individual must be made to do something which really excites him and most importantly matches his background. The employees must be asked to accomplish the tasks in the most innovative way for them to enjoy their work. No one should be asked to do anything out of compulsion. The team leader must not force anyone to work. Let them accept assignments willingly. The moment work becomes a burden for the employees, they look for a change. Every individual should enjoy privacy at the workplace. The superiors must ensure that no employee interferes in each others work. Team members sitting at adjacent desks should not overhear their colleagues conversation or check any confidential documents. These things lead to severe demotivation and prompt an individual to look for a change. Discussion is important but one should not irritate anyone. The team manager should also not make his team members life hell. Just give them deadlines and ask them to
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complete the assignments within the desired time frame. Motivate them to deliver their best but dont be after their life. Remember everyone is mature enough to understand that work comes first, and everything later.

The seniors must be reachable to their subordinates in case of queries. The hierarchy should not be too complicated and transparency in communication is important at all levels. Manipulation of truth should be strictly avoided as it leads to severe misunderstandings and eventually conflicts. Employees look for a change when there are unnecessary disputes at the workplace. The team leader once in a week must make sure to meet all the team members on an open forum to address their concern. The meeting should not be made too formal. Everyone should be allowed to bring their cups of coffee. Such interaction strengthens the bond among the employees and also avoids friction among individuals. It is essential to have a positive ambience at the workplace for people to stick to it for a longer time.

Every employee should be treated as one irrespective of his designation. Sexual harassment is against the law and is a strict no no at the workplace. The male workers should respect their female counterparts and make them feel comfortable. Dont ask any female employee to stay back late. Leg pulling, back stabbing, lewd remarks must be avoided at the organization to retain the employees.

The management must formulate employee friendly policies. The employees must be allowed to take one or two leaves in a month so that they get time to rejuvenate. Dont call the employees on weekends. Let them enjoy. The human resource department must take the initiative to celebrate birthdays of employees at the workplace. This way people come closer, make friends, develop trust and are thus reluctant to go for a change. Major festivals should also be celebrated at the organization for employees to get attached to the organization. Incentives, cash prizes, trophies, perks should be given to deserving employees to motivate them to perform up to the mark every time. The salaries of the high potential employees must be appraised from time to time as monetary dissatisfaction is one of the major reasons for employees quitting their jobs. The hard work of the workers must be appreciated. The slow learners must not be criticized but should be inspired to gear up for the next time. The performers must be made to participate in the decision making process. They should have a say in the major strategies of the organization for them to feel important and trust the management.

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Discipline is a must at the workplace. If the office timing is 9.30 am, every employee regardless of designation must punch his card at 9.30 am sharp or before that. No relaxation should be given to anyone. Partiality is something which does not work in the corporate world. It is important to maintain the decorum of the office to make the organization a better place to work.

Role of HR in Employee Retention An organization cant survive if the top performers quit. It needs employees who are loyal and work hard with full dedication to achieve the organizations objective. It is essential for the management to retain its valuable employees who think in favour of the organization and contribute their level best. An employee who spends a longer duration at any particular organization is familiar with the rules, guidelines and policies of the organization and thus can adjust better.

The Human Resource team plays an important role in employee retention. Let us find out their role in the same:

Whenever an employee resigns from his current assignments, it is the responsibility of the HR to intervene immediately to find out the reasons which prompted the employee to resign. No one leaves an organization without a reason. There has to be one and the human resource team must probe into it. There can be innumerable reasons for an employee to leave his current job. The major ones being conflict with the superiors, lesser salary, lack of growth, negative ambience and so on. It is the duty of the HR to sit with the employee and discuss the various issues face to face. Understand his problems and listen to his side of the story as well. Remember the HR should not focus on conducting exit interviews, rather more emphasis should be laid on retaining the employees. Try to provide a solution to his problem. Hiring is a tedious process and it is really very difficult to recruit the right candidate and train him once again. Do check the track record of the employee who wishes to move on. It is really essential for the management to retain those employees who have the potential and are really indispensable for the organization. If they leave and join the competitors; the organization would be at loss. If one feels that the employee is not very happy with his team leader, try to shift him to a new team. If the employee feels his
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salary is not justified, try to give him a hike but make sure he is worth it and you dont end up upsetting others.

The HR person must ensure that he is recruiting the right employee who actually fits into the role. A right person doing the wrong job would never find his job interesting and certainly look for a change. Make sure every individual has been assigned responsibilities according to his specialization and interest. The employees must be clear with their KRAs from the very beginning. Every individual works for money and the HR must quote a justified salary acceptable to the other person. Dont compel anyone to join at a lesser salary. He might join at that moment but would most likely quit after sometime. The hike should be on the present salary and must match the market trends and the expectations of the individual. The human resource department must conduct motivational activities at the workplace. Organize various internal as well as external trainings which help the employees to learn something extra apart from their routine work. Make them participate in extracurricular activities important for their overall development. Encourage them to interact with each other so that the comfort level increases. The HR must launch various incentive schemes for the top performers to motivate them. This way the employees feel important for the organization and strive hard to perform even better the next time. The employees who show promise should be awarded with cash prizes, lucrative perks and certificates to make the individual stand apart from the crowd. Send a mail wishing the employees on their birthdays or congratulating them when they perform exceptionally well or come out with something innovative. Arrange a small bouquet for them as a gift from the organizations side. This way the employees feel attached to the organization and are reluctant to look for a change. A friendly atmosphere is essential for the employees to feel safe and secure. Make them participate in various management decision making. Performance reviews are a must. The HR along with the respective team leaders must monitor their team members performance to ensure whether they are enjoying the work or not. The employees look for a change only when their job becomes monotonous and does not offer any growth or learning. Job rotation can be one of the effective ways to retain employees. The HR professional must try his level best to motivate the employees, make them Feel special in the organization so that they do not look for a change.

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Effects of a Poor Employee Retention

In the current scenario almost all the leading organizations are facing the problem of employee retention. Management somehow fails to stop the high potential employees and thus face the negative consequences. It becomes really difficult for the organization to retain the employees who decide to quit for a better opportunity. Let us go through some of the after effects of poor employee retention:

Every organization invests its time and money in training a new joinee to bring him at par with the existing employees. The organization is at a complete loss when the employees quit all of a sudden. Hiring needs to be done all over again and still there is no surety whether the new joinee would be apt for the profile or not? One wrong person hired and the output of the entire team and eventually the organization goes for a toss. Employees who spend a considerable amount of time in any organization know it in and out and thus can perform better. They are well familiar with the company policies and adjustment is never a problem. Employees who come and go find it very difficult to settle down in a new environment and are thus always in a state of dilemma. They are not able to perform up to their potential and eventually the work and the organization suffers. Individuals who have the habit of changing jobs frequently never get attached to any particular organization. They just treat the organization as a mere source of earning money. They are never serious about their work and fail to accomplish the tasks within the desired time frame. It hardly matters to them whether the organization is performing well or not? In cases of poor retention policies, employees are just not bothered about the reputation of their office and avoid taking initiative to do something new. The employees who are there for a long time in the organization are trustworthy and the management can rely on them anytime.

When individuals leave any organization, they are more likely to join the competitors. Sometimes they tend to take confidential data along with them to create an impression in their new organization. This way the plans of the organization get leaked even before implementation and they fail to do anything great. Employees must not share any information with an external party in any manner what so ever.
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An organization cant perform well if the employees speak negative about it. It is essential to have a group of loyalists who play an important role in furthering the brand image of the company. Employees working with an organization for a long time never badmouth it and are somewhat emotionally attached to it. People leaving in a short span always speak ill about their previous organizations. The loyalty factor is almost zero and no one is ready to take ownership of work. The HR department must take the initiative to discuss the several issues disturbing an employee and try to sort it out as soon as possible. An organization must work hard towards retaining those who really are important for the organization.

PURPOSE OF THE STUDY This paper aims to attempts to determine employee's retention in the Aujas Networks Pvt. Ltd, Bangalore. The study designed to explore the main retention factors for aujas. The paper attempts to deepen our understanding about employee's satisfaction and in aujas.

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LITERATURE AND THEORETICAL BACKGROUND In this, the previous studies for employees retentions are presented to be the framework to understand and systematically analyze factors the affect employees intentions. Retention defined as an obligation to continue to do business or exchange with a particular company on an ongoing basis (Zineldin, 2000, p. 28). A more detailed and recent definition for the concept of retention is customer liking, identification, commitment, trust, readiness to recommend, and repurchase intentions, with the first four being emotional-cognitive retention constructs, and the last two being behavioral intentions (Stauss et al., 2001). Studies have indicated that retention driven by several key factors, which ought to be managed congruently: organizational culture, strategy, pay and benefits philosophy, and career development systems (Fitzenz 1990).

The above mentioned definitions explain many situations in our contemporary life while many employees are no longer having the sense of organization loyalty once they leaved. Increasing numbers of organization mergers and acquisitions have left employees feeling displeased from the companies that they work and haunted by concerns of overall job security. As a result, employees are now making strategic career moves to guarantee employment that satisfy their need for security.

On the other hand, employers have a need to keep their stuff from leaving or going to work for other companies. This is true because of the great expenses associated with hiring and retraining new employees. The adage, good help is hard to find, is even truer these days than ever before because the job market is becoming increasingly tight (Eskildesen 2000, Hammer 2000). Literature of employees retaining again show that attracting existed employees costs less than acquiring new talents as organizations know their employees and what they want, and the initial cost of attracting the new employees has already been expended (Davidow and Uttal, 1989). Employees retention also attain benefits such as customers satisfaction, better service, lower costs (Reichheld, 1995), lower price sensitivity, positive word-of-mouth, higher market share, higher productivity and higher efficiency (Zineldin, 2000).

Based on a review of the literature, many studies has investigate employees intentions to exist, for example Eskildsen and Nussler (2000) in their research suggested that employers are struggling to be talented employees in order to maintain a successful business. In the same bases, Mark Parrott (2000), Anderson and Sullivan (1993) and Rust and Zahorik (1993) believe that, there is a straight line linking employee satisfaction and customer satisfaction. Thus, high satisfaction has been associated to retention of both customers and employees. The literatures of employee retention clearly explain that satisfied employees who are happy with their jobs are more devotion to doing a good job and vigorous to improve their organizational customers satisfaction (Hammer2000; Marini 2000;

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Denton 2000). Employees who are satisfied have higher intentions of persisting with their organization, which results in decreased turnover rate (Mobleyet al1979). Fishbein and Ajzens (1975) attest the theory of reasoned action as the heart retention of both the employee and the customer links between satisfaction and behavior. Potter-Brotman (1994) in his research explained how service could affect retention and may result in improving the value of teaching employees to be service providers, with the capability to enhance interaction with customers rather than endanger them. In the same research, the authors recommended that firms should focus on hearing customers unique voices as result to find out what kind of service they consider to be extraordinary.

The earlier efforts of Desai and Mahajan (1998) in examine the concepts of acquiring customers from a rational and affective perspective provides us with different approaches of how cognition and affects are implemented to increase retention. The authors recommended that in order to retain employees, companies must continually develop their products and services so as to meet the evolving needs of customers. Desai and Mahajan (1998) assumed that retained customers are in fact satisfied, and not simply retained because of habit, indifference or inertia. Included in retention strategies are the development of new products and services to meet and satisfy the evolving required of the customers; thus satisfaction is a component of retention.

However, Johnston (2001) in his research negated the relationship between customer's satisfaction and their retention clarifying that such relation is very weak. He explain that an understanding of the two concepts cannot always be achieved by isolating them from each other, but rather by examining the relationship between them. Gerpott et al. (2001) in his research attest Johnston (2001) as he mentioned that customer retention and customer satisfaction should be treated as distinct, but causally inter-linked constructs. Rust and Subramanian (1992), in their study, link quality to customer satisfaction and argue that this has a direct effect on customer retention and market share. In the same bases Athanassopoulos (2000) explain satisfaction as an antecedent of customer retention. The authors study customer satisfaction cues in retail banking services in Greece. The fining of his study shows that product innovativeness, convenience, staff service, price and business profile are dimensions of customer satisfaction. The authors also mentioned that customers do not consider switching banks until they have encountered a series of negative effects. Heskett et al. (1994) and Schneider and Bowen (1999) suggested that, in some cases, service suppliers may be unable to retain even those employees who are satisfied. Thus, satisfaction itself may not be sufficient enough to ensure long-term workers commitment to an organization. Instead, it may be essential to look beyond satisfaction to other variables that strengthen retention such as conviction and trust (Hart and Johnson, 1999). This explanation is consistent Morgan and Hunt (1994) research on marketing channel, which shows that organizations often look beyond the concept of satisfaction to developing trust and ensure long term relationships with their employees. Further, this suggestion is based on the principle that once trust is built into a relationship, the probability of either party ending the relationship decreases because of high termination costs.

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Other studies have proposed that the cost of replacing lost talent is even higher, as much as 70 to 200 percent of that employees annual salary (Kaye, 2000). Expanding on these thoughts, the EPF (2004) stated that for a firm with 40,000 full-time employees, the difference between a 15- percent turnover rate and a 25-percent turnover rate is over $50 million annually. The divergence between a 15-percent turnover rate and a 40percent turnover rate is over $130 million annually. Abundant studies have hypothesized and empirically validated the link between satisfaction and behavioral intentions and behaviors such as employees retention and word of mouth (e.g. Anderson and Sullivan, 1993; Rucci et al., 1998, Bansal and Taylor, 1999, Cronin et al., 2000). Indeed, this link is essential to the marketing concept, which holds that satisfying employees needs and wants is the key to exist in the organization (Kotler et al., 2002). Further, the importance of satisfaction on retention is well recognized that some major economies now measure satisfaction at the industry level using large sample surveys to predict employee's retention and future financial performance (Fornell et al., 1995). Kay (2000) describe costs as 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 and expenses mentioned above open another area of concern which is productivity. When high level of employees turnover existed, 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 accomplished full productivity. This cycle continues with very few employees performing at maximum productivity. Numerous studies explain the importance of high employees involvement and how it could enhance their retention (Arthur 1994; Huselid 1995; Koch and McGrath 1996). Flexible work schedules and assistance programs need to be considered, however, only a small share of the workforce takes advantage of them (Perry Smith and Blum 2000). As earlier studies indicated that young employees are more interested in payment, advancement opportunities and time off. Such differences may reflect stages in the career plan or deeper generation differences.

Additionally, there are often gender differences within demographic groups; e.g., young female may want different things from what young male want (Beck 2001). The lack of opportunities to learn and develop in the work can be the top reason for employee dissatisfaction and thus turnover. a corporation namely Kimko, implemented this information and provide a training program that gave employees. An opportunity to develop their path and career direction. Turnover tumbled from 75 percent to 50 percent (Withers 2001). studies indicated that employees stay when they have strong relationships with others with whom they work (Clarke 2001). this explain the efforts of organizations to encourage team building, project assignments involving work with colleagues and opportunities for interaction both on and off the job (Johns et al 2001).

In summary, the literature defines retention as continuing relation between customers (employees) and their organization. The benefits of retention are lower costs for their agent, less price sensitivity, greater market share, improve productivity, increase employees performance and thus increase profits and meet their organizational goals and objectives. The relationship between satisfaction and retention in many studies has described as weak, and researches shows that satisfaction does not necessarily cause to retention.

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CHAPTER 2 COMPANY PROFILE

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CHAPTER 2 COMPANY PROFILE Aujas is a Sanskrit word that means "The Strength and Energy of a Warrior." Aujas is a Global Information Risk Management (IRM) services company. We provide technology life-cycle services including strategy and design, control integration, sustenance and optimization services in the area of information risk. Our objective is to offer effective IRM services on business and technical issues. Aujas is a global Information Risk Management (IRM) company providing consulting and technology life-cycle services in the area of information risk with a presence in Asia, US and Middle East. With over 150 clients in 15 countries, Aujas helps clients to manage information risk and enhance value through innovation and excellence. Aujas service portfolio includes Information Risk advisory services, Data Protection services, Secure Development services, Identity Management services and Managed Information Risk services. Aujas is a Global Information Risk Management company that is funded by the IDG (International Data Group).We have presence in India, Middle East, United States and United Kingdom and are expanding rapidly into mainland Europe and Africa. Aujas services span Management Consulting, Technology Integration & IT Assurance/Audit within the realm of Information Risk Management. The Aujas footprint includes services like Information Risk Advisory, Secure Development Lifecycle Services, Identity & Access Management, Availability & Resilience, Data Leakage Prevention, Vulnerability Management, Cloud Computing Security, Privacy Services and Supply Chain Risk. The company has specialty offerings for industry verticals like Financial Services, Energy & Resources, Media & Entertainment, Information Technology and Telecommunications which has been demonstrated by serving a plethora of clients. A portfolio with a blend of conventional and unique services built on an innovative work culture, this organization aspires to be a global leader in Information Risk Management Solutions. Specialties Information Risk Consulting - Advisory, Transformation, Software and application security, Converged security services, Assurance & Compliance, Identity and Access mgmt, Risk Management.

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Services we offer Aujas helps you deploy a comprehensive data protection framework across your information lifecycle. Our holistic but modular approach allows you to leverage our services; either in an end-to-end or modular manner; to assess, transform and sustain data protection. Strategy and Design During this phase, we assess your data protection needs and develop effective data classification strategy and policy. We analyze your critical data, who owns it, who creates it, how it is used, how is shared etc. Based on an assessment of risks, the data protection framework is designed. Control and Integration We help you deploy the appropriate security and data protection technologies such as data leakage prevention (DLP), information / digital rights management (IRM) and encryption tools. We provide project management and technical implementation skills to effective implementation as per the design criteria. Sustenance and Optimization We help fine tune and optimize the technology implementation to ensure reduction in false positives, KPI reporting and implementing a strong incident management and consequence management framework for continuous vigilance. And that is key to building a culture of data protection within the organization.

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Aujas Networks Pvt.

Aujas Networks Pvt. Ltd. offers information technology digital security solutions and services for enabling digital defense to clients. The company offers services in the areas of security vulnerability, security content management, and identity and access management. Its consulting services include preventive consulting, such as strategy consulting, enterprise risk, management, technology, consulting, and DR/BCP consulting; reactive consulting, including security postures, security audit, and recovery strategy; and detective consulting, such as incident response solutions. The company preventive implementation solutions comprise, secure products, and compliance solutions. Its detective implementation solutions include application code review solutions. The company management solutions comprise preventive management, including enterprise risk, ODC security, and security operations; recovery services; and forensics services. It also offers education services, such as process, implementation, management, standards, technology, and application security services. The company provides specialized security services to technologies, including core wireless networks, VOIP, RFID, cyber forensics, and the risk management. It serves telecom, banking, financial services, insurance, enterprise, and government sectors.The company was founded in 2008 and is based in Bangalore, India.

Our Service portfolio includes: Risk Management Frameworks Data Protection Identity Management Privileged Identity Management Secure Development Secure Release

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Vision "Helping Organizations Manage Risk and Enhance Information Value through Innovation and Excellence" Mission "To create a differentiated and scalable global eco-system of people, processes and technology to help customers minimize and mitigate Information Risks."

Milestones 55 employees with 70 customers from across 9 countries delivering projects with an active presence in 3 continents. Aujas wins NASSCOM EMERGE 50 2011 award and also Deloitte Fast 50 India 2011 award Wednesday, October 05, 2011 Aujas completes 2 years of successful operations Wednesday, February 10, 2010

over 100

Technology

25

CHAPTER 3 OBJECTIVE STUDY

26

CHAPTER 3 OBJECTIVE 0F STUDY Thus, the present study aimed deepens our understanding and improve the shortage of literature by focus to the main determinate of employee retention to existing in aujas. The main research objectives can be summaries as follows: Explore what types of benefits those are most important for the workforce in aujas . Assess the most important organizational strategies that contribute to the retention of the aujas workforce. Investigate what issues related to organizational culture contribute to the retention of the aujas workforce. Explore the future plan of aujas workforce that contribute to their retention.

SIGNIFICANCE OF THE STUDY This study derives its significant from its potential contribution at two primary levels: theoretical and practical. At the theoretical level, the present study is expected to bridge a gap in the literature for empirical research focusing on employee's retention in the aujas. For the practical contributions, this study is expected to provide new solutions and evidence on the usefulness of segmentation techniques for human resource management.

27

CHAPTER 4 RESEARCH METHODOLOGY

28

CHAPTER 4 RESEARCH METHODOLOGY In this chapter, presents the methodology for the present study. The researchers divided the chapter into three sections; the first section presents the data collection procedures, the second section presents study population and sampling, the final section presents methods. As mentioned in the above chapters, the objective of the current study is to: Explore what types of benefits those are most important for the company workforce. Assess the most important organizational strategies that contribute to the retention of the company workforce. Investigate what issues related to organizational culture contribute to the retention of the company workforce. Explore the future plan of Company workforce that contribute to their retention.

DATA COLLECTION By referring to the literature review on this topic, many items in the organizational culture and retention strategies sections of the survey were adapted from Griffeth and Horn (1983). The primary aim of this study is to explore the factors that affect workforce attention in their work place. To achieve this purpose the survey asked respondents to rate the degree of importance and level of agreement with a number of statements related to: Benefits factors Retention strategies factors Organizational culture factors

29

The first part of the questionnaire asked respondents to rate the relative importance of 6 potential benefits factors, on their retention, using a five-point Likert type importance scale ranging from very important to not important at all. Table 1 show these factors. Table 1: Benefits Factors 1. Salary and monetary compensation 2. Leave benefits (including vacation, sick, personal, paid holidays). 3. Retirement plan 4. Health and other benefits (health insurance, vision, dental, prescription). 5. Deferred compensation. 6. Employee assistance program

30

The Second part elicited retention strategies factors, respondents asked to rate the relative importance of 13 potential strategies factors on their retention, using a five-point Likert type importance scale ranging from very important to not important at all. Table 2 show Organizational strategies factors. Table2: Organizational strategies factors. strategies Factors 1. Alternative Work Schedule 2. Voluntary Reduction in Work Schedule 3. Telecommuting/Work at Home. 4. Wellness Programs 5. Mentoring and coaching 6. Job Rotation and New Assignments 7. Help with career planning 8. On-site day care 9. Rewards and recognition 10. Employee Suggestion Program 11. Education opportunities 12. Training opportunities - job related 13. Annual Performance Appraisal

31

The third part of the survey address the organizational culture factors, respondents asked to rate the relative importance of 10 organizational culture factors on their retention, using a five-point scale type agreement scale ranging from Strongly Agree to Strongly disagree.

The following table shows the organizationa strategies factor. Table 3: organizational culture factorsOrganizational culture Factors 1. Supervisors in my workplace sit down with employees and discuss their development plans at least every 6 months. 2. Employees are often given the opportunity to be part of task groups and assignments outside their core job responsibilities. 3. My agency has a career development program that helps people become more aware of and responsible for their own career development. 4.Working on a new projector assignment is an open process with few barriers. 5. Supervisors communicate effectively with employees. 6. the workplace where I work has a culture that recognizes and Values diversity. 7. There is an environment of openness and trust in my agency. 8. Employees in my workplace are treated with fairness and respect. 9. Supervisors spend a good deal of time listening to employees' Ideas. 10.Supervisors have a style that empowers people to take responsibility and authority.

One section of the survey ask respondents about their retirement plan, four options are given as follows: leave workplace employment within 1-2 years, 3-5 years, 6-10 years or no plans to retire or leave work place in the foreseeable future. The final section of the survey collects demographic information, with few lines space, respondents are given an opportunity to provide general comments on any other areas related to retention that they felt were not addressed in the focus groups or on the survey. The focus group participants completed the survey for practical purpose of this study, thus the findings cannot be generalized to the entire GCC countries.

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STUDY POPULATION AND SAMPLING In convince approach, select five main cities to distribute the survey where workforce conducted their work. A total of 145 surveys were distributed in equal numbers to the organizations (29 survey per location), commencing at 9.00 am, 11 am and 3 pm on a particular Monday, Tuesday, and Wednesday. In convenience method, Aujas Pvt Ltd employees who conducted their work in the sampling location during the chosen time intervals were selected. Distribution process took place in a two week period in the early part of Oct 2011 workforce were approached, explaining the nature of the study and asked if they would be prepared to fill in the questionnaire. The survey took approximately 10-15 minutes to complete. The survey was designed to obtain information about the main determinants of employees retention to exist. From a total of 145 questionnaires distributed, 125 were returned (only 25 surveys were collected from each city), out of which 20 were usable (valid and completed), thereby yielding a response rate of about 86.2 percent, a response rate considered sufficiently large for statistical reliability and generalizability. This relatively high response rate attributed to the self-administered approach undertaken in distributing questionnaires and approaching respondents at the various locations. METHODS Descriptive Study: It is fact finding investigation with adequate interpretation. It is simplest type of research. It aims at identifying the various characteristics of a company or institution or problem under study and also aims at a classification of the range of elements comprising the subject matter of study. It contributes to the development of a young science and useful in verifying focal concepts through empirical observation it can highlight important methodological aspects of data collection and interpretation. The information obtain may be useful for prediction about areas of social life outside boundaries of the research they are valuable in providing facts needed for planning social action program. The responses obtained were analyzed to ascertain which of the workforce retention factor criteria are perceived as more or less important, the data were analyzed using Descriptive Study and factor analysis. These techniques were deemed to be appropriate for this particular analysis because the main purpose of this thesis is to explore the main determinate of employee exiting retention.

33

CHAPTER 5 DATA ANALYSIS AND INTERPRETATION

34

CHAPTER 5 DATA ANALYSIS AND INTERPRETATION This chapter prepared to give clear representation for the sample and presents the data results from the study. DATA ANALYSIS AND RESULTS The sample of 125 respondents the sample of Aujas workforce. The entire sample consist of 55 percent male and 70 percent female, and their average age was 35. The following figures and Table represent the demographic factors.

GENDER

Female Male

35

AGE

between18-25 between 26-35 between36-45 between46-55 above 55

YEARS OF SERVICE

Between 0-5 Between 6-10 Between11-15 between16-20 Over 25

36

Demographic Factors Demographic factors Gender Female Male Total Career Plans Retire or leave within 1-2 years Retire or leave within 3-5 years Retire or leave within 6-10 years 5 14 23 70 55 125 4.0 11.2 18.4 66.4 56.00 44.0 Frequency Percent

No plans to retire or leave 83 employment Total Age Between 18-25 Between 26-35 Between 36-45 Between 46-55 Above 55 17 56 40 9 3 125 Years service Total of Between 0-5 years Between 6-10 years Between 11-15 years Between 16-20 years Over 25 years Total 50 21 19 32 3 125 125

13.6 44.8 32.0 7.2 2.4

40.0 16.8 15.2 25.6 2.4

37

BENEFITS

DATA COLLECTION

CULTURE

STRATEGIES

38

A. Benefits Which is rating the benefits of state employment? The results are illustrated in table 1. Table 5: Survey Responses Benefits Descriptive Statistics N Mean Std.Deviation

Salary and Compensation

125

4.75 4.52

.534 .656

Leave benefits (including sick, vacation, 124 personal, paid holidays) Deferred Compensation Health and related benefits(health insurance, vision, dental, prescription) Employee Assistance Program Retirement plan 125 124

4.22 4.18

.822 .865

124 122

3.98 3.87

.950 1.098

The Salary and compensation were rated as most important, with means of 4.72 and SD 0.534, followed by leave benefits (4.52) and Differed Compensation (4.22).The items with the lowest means, rated as least important by Aujas workforce , were the retention Plan (3.87) and the Employee Assistance Program (3.89).

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B. STRATEGIES The next section of the survey asked respondents to indicate: what retention Strategies were being used in their agencies? And how important each strategy was to them? Whether it was available? Complete results for this section can be found in table2 Table 2: Survey Responses Strategies Descriptive statistics Rewards and recognition (e.g., service awards, employee of the year) Annual Performance Appraisal Training opportunities - job related Education opportunities Employee Suggestion Program Help with career planning On-site day care Job Rotation and New Assignments Mentoring/Coaching Wellness Programs Alternative Work Schedule Voluntary Reduction in Work Schedule Telecommuting/Work at Home N 125 Mean 4.43 Std.Deviation .776

125 125 122 124 125 122 125 124 124 125 123 125

4.41 4.28 4.16 4.08 3.96 3.83 3.82 3.78 3.72 3.32 3.22 3.00

.872 .980 .945 .925 .1.019 1.119 .919 1.017 1.017 1.112 .864 1.276

40

STRATEGIES

Rewards and recognition 4.43 Annual Performance Appraisal 4.41 Training opportunities - job related 4.28 Education opportunities 4.16 Employee Suggestion Program 4.08 Help with career planning 3.96 On-site day care 3.83 Job Rotation and New Assignments 3.82 Mentoring/Coaching 3.78 Wellness Programs 3.72 Alternative Work Schedule 3.32 voluntary Reduction in work Schedule 3.22 Telecommuting/Work at home 3 0 0.5 1 1.5 2 2.5 3

3.5

4.5

41

The three strategies rated most important to workforce of Aujas Pvt Ltd are Rewards and recognition (4.43), Annual Performance Appraisal (4.41) and Training Opportunities other (4.28). Telecommuting/Work at Home (3.00), Voluntary Reduction in Work Schedule (3.22) and Alternative Work Schedule (3.32) were rated as least important. The importance of education and training benefits is not surprising, since workforce of Aujas Pvt Ltd emphasis on growth and development through a variety of training. Another reason this benefit may be important is because they are generally younger and in an early phase of their career with Aujas Pvt Ltd.

C. ORGANIZATION CULTURE This next section asked respondents to rate their level of agreement or Disagreement with a number of statements related to organizational culture on a scale of 1 to 5, where 1 = strongly disagree and 5 = strongly agree. comparing the responses of each group for each statement can be found in table 3. Sixty-five percent of Aujas Pvt Ltd agreed or strongly agreed that supervisors in their agencies discussed development plans with employees at least every six months, only 9.6 % percent disagreed or disagreed strongly with that notion and 24.8 are nature. The next table and figure present these percentages.

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Is a supervisor in agency sit down with employees and discuss their development plans at least every six months?

Table 3: Organizational Culture- development Plan

option Strongly Disagree Disagree Neutral Strongly Agree Agree

Response 5 7 31 35 47

Percentage 4.0 5.6 24.8 28.0 37.6

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Figure 3: Organizational Culture- development Plan Employees are often given the opportunity to be part of task groups and assignments outside their core job

.37.6

Percent

28.0 24.8

4.0 Strongly Disagree

5.6 Disagree Neutral Agree Strongly Agree

The result show 51.2 % percent agree and strongly agreed that they are often given the opportunity to be part of task groups and assignments outside of their core job responsibilities. Only 24.8 % disagree and strongly disagreed with this statement, while 24 % are natural. The next table and figure present these percentages.

44

Does employees are often given opportunity to be part of task groups assignment outside their core job? Table 4: Organizational Culture- task group assignments

Option Strongly Disagree Disagree

Response 3 28 30

Percentage 2.4 22.4 24 33.6 17.6

Neutral 42 Agree 22 Strongly Agree

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Figure 4: Organizational Culture- task group assignments Employees are often given the opportunity to be part of task groups and assignments outside their core job

Percent

33.60

24.00 22.40 2.40 Strongly Disagree Disagree Neutral Agree

17.60

Strongly Agree

About 70.4 % of Aujas Pvt Ltd workers has agreed and or strongly agreed that their organization has a career development program that helps to become more aware of and responsible for their career development. 16.8 % of workforce are neither agreed nor disagreed with this statement and 29.6 are disagreed and strongly disagreed. The next table and figure present percentages.

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Can agency have a career development program that helps people become more aware of and responsible for their own career development?

Table 5: Organizational Culture- Career development program

Option Disagree Neutral Agree Strongly Agree

Response 16 21 52 36

Percentage 12.8 16.8 41.6 28.8

47

Figure 5. Organizational Culture- Career development program

45 40 35 30 Percent 25 20 15 10 5 0 Disagree Neutral 12.8 16.8

41.6

28.8

Agree

Strongly Agree

Forty-four percent of Aujas Pvt Ltd workers agreed or strongly agreed that working on a new project was an open process with few barriers; however, 36 % are nature and 19.2% disagreed strongly or disagreed with this statement. The next table and figure present percentages.

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Is working on new project assignment is an open process? Table 6: Organizational Culture- New project assignment

Option Strongly Disagree Disagree Neutral Agree Strongly Agree

Response 3 21 45 37 19

Percentage 2.4 16.8 36.0 29.6 15.2

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Figure 6: Organizational Culture- New project assignment Working on new project assignment is an open process with few barriers.

29.60 Percent

36.00

16.80

15.20

2.40 Strongly Disagree Disagree Neutral Agree Strongly Agree

Sixteen percent of workforce agreed that supervisors communicate effectively with employees, while another 5.6 % disagreed or strongly disagreed and 32 % are nature with that statement. The next table and figure present percentages.

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Does supervisor communicates effectively employees? Table 7: Organizational Culture- Supervisor communication

Option Strongly Disagree Disagree Neutral Agree Strongly Agree

Response 3 4 40 41 34

Percentage 2.4 3.2 32.0 32.8 27.2

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Figure 7: Organizational Culture- Supervisor communication Supervisor communicates effectively employees.

Percent

33.61

32.79

27.87

3.28

2.46 Strongly Disagree Disagree Neutral Agree Strongly Agree

Fifty-nine percent of Aujas Pvt Ltd workers agreed or strongly agreed that their agency had a culture that recognizes and values diversity. Only seven percent.

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Does organization have a culture that recognizes and values diversity?

Table 8: Organizational Culture- value of diversity

Option Strongly Disagree Disagree

Response 3 6 39

Percentage 2.4 4.8 31.2 26.4 32.8

Neutral 33 Agree 41 Strongly Agree

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Figure 8 : Organizational Culture- value of diversity Organization has a culture that recognizes and values diversity

35 30 25 Percent 20 15 10 5 0 Strongly Disagree Disagree Neutral Agree Strongly Agree 2.46 4.92 31.97 27.05 33.61

Sixty-three percent of Aujas Pvt Ltd workers agreed or strongly agreed that in their organization an environment of openness and trust in is existed. Only 12% percent. disagreed or strongly disagreed while 24.8 % of the respondent are neutral. The next table and figure present percentages.

54

Does there is environment of openness and trust? Table 9: Organizational Culture- openness and trust

Option Strongly Disagree Disagree Neutral Agree Strongly Agree

Response 6 9 31 40 49

Percentage 4.8 7.2 24.8 24.0 39.2

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Figure9. Organizational Culture- Openness and trust.

40 30 PERCENT 20 10 Series1 0 Strongly disagree Disagree Neutral Agree strongly agree

the figure represent good percentage that reflect the sense of openness and trust between employees and their agency, so does a feeling of community in the workplace, which creates a sense of commitment and belonging. Closely linked to community in the workplace is the concept of trust and openness, which reasons that the more employees realize what they would be giving up if they leave an organization, the more likely they are to stay. Efforts to enhance both openness and trust culture include supporting activities that create personal connections, such as after-hour get-togethers and departments caring for employees during life crises. About 54.4% of Aujas Pvt Ltd workers in the state of Bangalore has agreed and strongly agreed that there is a fairness in treatment and respect in their organization an environment of openness and trust in is existed. However 30.4 % percent disagreed or strongly disagreed and 12.8 % of the respondent are neutral. The next table and figure present percentages.

56

Is environment of fairness and respect? Table 10: Organizational Culture- fairness and respect

Option Strongly Disagree Disagree Neutral Agree Strongly Agree

Response 17 21 16 23 45

Percentage 13.6 16.8 12.8 18.4 36.0

57

Figure 10: Organizational Culture- fairness and respect.

Employees treated asfair and respect

40 35 30 Percent 25 20 15 10 5 0 Strongly Disagree Disagree Neutral Agree Strongly Agree 17.21 13.93 13.11 18.85 36.69

The result of organizational culture shows that 56 % of workforce agreed and strongly agreed that their supervisor spend a good deal of time listening to their ideas. Only 14.4 % percent disagreed or strongly disagreed and 29.6 % are neutral. The next table and figure present percentages.

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Is supervisor spends time on listening to employees?

Table 11: Organizational Culture- supervisor

Option Strongly Disagree Disagree Neutral Agree Strongly Agree

Response 5 13 37 27 43

Percentage 4.0 10.4 29.6 21.6 34.4

59

Figure 11: Organizational Culture- supervisor listening

34.4 35 30 25 20 15 10 5 0 Strongly Disagree Disagree Neutral Strongly Agree Agree 4 10.4 21.6 29.6

Series 1

Finally, the result of organizational culture shows that only 63.2 % employees agreed and strongly agreed that their supervisor have a style that empowers people to take responsibility and authority. 15.6 % percent disagreed or strongly disagreed and 15.2 % are neutral. The next table and figure present percentages.

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Table 12: Organizational Culture- supervisor empowers

Option Strongly Disagree Disagree Neutral Agree Strongly Agree

Frequency 10 22 19 45 29

Percentage 8.0 17.6 15.2 36.0 23.2

61

Figure 12: Organizational Culture- supervisor empowers

40 35 30 25 Percent 20 15 10 5 0

Supervisor empower people to take a 36 responsibility and authority .

23.2 17.6 15.2

Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

The result of career plans shows that the workforce aimed to build long-term relationship and developed their career in the Aujas Pvt Ltd. This could beexplain that Aujas Pvt Ltd in the state of Bangalore provide good retention to their employees that lead to improve their existence as well as their satisfaction. The eighty-three percent presented high awareness of the importance of retention to the Aujas Pvt Ltd organizations. Figure 6 graphically present the result of career plans for workforce. The figure represent good percentage of agreement indicating well participation and supervisor empowerment culture. The authors argue that this culture allow employees to participate more in the decisions that affect them through additional responsibilities that provide creative challenges, such as Aujas Pvt Ltd workers career ladders and work groups created to solve departmental problems. This fosters Aujas Pvt Ltd workers development and reinforces the link between the department and employees by demonstrating the value of the organization for them and their abilities

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CHAPTER 6 OBSERVATION AND FINDINGS

63

CHAPTER 6 OBSERVATION AND FINDINGS When asked about retention, 5 % present of workforce said they planned on retiring or leaving state employment within 1-2 years, and an additional 14% said they planned to leave state employment within 3-5 years. Another 23% said they planned to leave within 610 years. Roughly 83 % indicated that they had no plans to leave or retire from State employment within the foreseeable future. Reasons given for their intentions of leaving within 5 years included: salary, lack of promotional opportunity, the length of time it would take to get from a grade to higher grade within their organization, and lack of meaningful professional development.

14 4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 retire or leave state employment within 1-2 years retire or leave state employment within 1-3 years retire or leave No plans to retire state or leave State employment employment in within6-10 years the foreseeable future 5 23 83

Careful career development and planning, as well as the more typical rewards and incentives, can be powerful retention tools. The result of the current study indicate clearly high retention efforts provided Aujas Pvt Ltd in the state of Bangalore to retain workforce, thus, high percentage of career plan to exist in the state of employment are not surprising. In general we can say that the result of career plan give good indication of the high efforts of Aujas Pvt Ltd to retain and build long-term relationship with their Aujas Pvt Ltd workforce. thereby, the authors argue that the 23 percent of workforce who intended to leave the state of employment within 6-10 years are not necessary related to the inefficiency of human resource management in the Aujas Pvt Ltd to improve employee retention but may be related to Aujas Pvt Ltd workforce long-term life planning.

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The retention factors of employee workforce. Currently provide numerous benefits or practices attractive to workforce. Some are negotiated benefits and some are optional and may vary by agency and bargaining unit. Prior literature shows that HRM practices in compensation and reward sharing can lead to reduced turnover, improve the quality work, and better financial performance (Arthur 1994; Delaney and Huselid 1996; Huselid 1995 and MacDuffie 1995; Meyer and Allan 1991). The finding of this study assist literature as it indicated that incentive compensation is one of the best methods which is used to reduce the problems surrounding the effort to retain employees. By aligning the interests of the employees with the owners of the firm through pay incentives, the agency problems of excessive perquisite consumption, shirking and poor investment decision making may be reduced. Incentive pay may also give the employee the incentive to stay in the organization, provide a competitive wage so the employee is paid fairly, and encourage the employee to comply to organizational practices. In addition to using pay incentives to reward the employee for reaching company goals and demonstrating loyalty to the organization, efforts can be made by the organization to improve job sat is faction. This may also increase the numbers of talented employees who stay in the company. Incentive pay may consist of cash bonuses for employees upon reaching pre determined goals. The bonus is normally tied to accounting measures and many times specifically to the employees job area.

The study also indicates that sharing responsibility by Aujas Pvt Ltd workforce is another type of pay incentive. It in essence makes the employee a involve and have empowerment to aligning the interests of their organizations. Employee Involvement can come through openness and trust culture, which lead to improve the organizational environment and cultures and build long-term relationship and belonging to sense to the employees. So far, we can say that some compensation that provided in organization is not being specific enough to truly motivate the employee to work hard (e.g. retirement plan). The result of this study indicates that it should improve retirement plan as to motivate employees and reduce agency costs and retention problems. Aujas Networks Pvt. Ltd, Bangalore workforce clearly explains that in order to develop their intention such compensation should be meet their satisfaction. One possible way to reduce the short comings of each pay component is to pay organization employees with a combination of bonuses, extra compensation and salary. An adequate base salary al lows the organization to compete for talents in the labor market effectively. Including bonuses as a part of an employees compensation package off sets the problems of employee retention and also may motivate employees to focus on long-term relationship and high performance while they conduct their work. The authors argue that cash bonuses based on specific performance of the employee motivates the employees not to sit back and relies on other productive colleagues. This may be the reason that employees in many organizations have complex pay pack ages. Pay incentives will help align the employees interests with those of the organization's owners and efforts to improve job satisfaction through employee autonomy, training, and pleasant working conditions will help retain talented employees. But because of asymmetric in formation it may be difficult to encourage poor per formers to leave the organization. Better monitoring of employees through audits and surveillance may help distinguish productive from non productive employees.

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Besides using compensation, retaining skilled employees may also be accomplished through improving organization culture. Management can give capable employees the autonomy in their job functions, and they can give them meaning full assignments as well. Manager should allow partially- their employees to be involved in the decision making for their area of expertise. improving the working conditions can also inveigle productive workers to exist in their organization and reduce their turnover. In addition to compensation, the study shows that offering these talented employees training to keep them current on their job functions and allowing them to have the opportunities to develop their skills can also be utilized to improve employee satisfaction with the organization (Rice, Gen tile, & McFarlin 1991).

One retention strategies that the authors argues its importance to increase self actualization through education. Most of organizations now reimburse tuition for employees; use other methods to support education in an effort to increase workforce job satisfaction. suggested that organizations may provides a week per year for education away from the facility as Aujas Pvt Ltd workforce are paid both time off and tuition. another suggestion is to provides a day off every four weeks for education. These programs allow Aujas Pvt Ltd workforce the opportunity to develop their skills and to bring new ideas and concepts back to the department.

That can be used to improve their workplace. Taking this proactive stance toward education would yield the same results, giving Aujas Pvt Ltd workforce more say in departmental decisions because of their expert knowledge and increased satisfaction with their current workplace.

Finally, the current study have found that Aujas Pvt Ltd workforce workers for a schedule that fits their needs. A department that offers a variety of schedules increases its appeal to a wide spectrum of staff. Both flexible and self-scheduling are significant ways to increase worker satisfaction. These methods go beyond simply letting an employee pick the schedule that is best for him from existing options; they allow employees to self-determine their schedule by providing the latitude to individually tailor their work hours. Aujas workforce want jobs that accommodate their family needs and personal activities. The finding of the current study assisted by many finding who argue to minimize, if not eliminate, shift rotation and allow creative and flexible staffing arrangements that are tailored to meet staff needs. These innovative scheduling methods allow employees to adjust their work schedules to the rest of their lives, resulting in improved job satisfaction and job retention (AFSCME,2009).

66

CHAPTER 7 SUGGESTIONS AND CONCLUSION

67

CHAPTER 7 SUGGESTIONS AND CONCLUSION This chapter intended to summaries the main finding. It divided into two sections, Section one presents recommendation of the research and section present suggestion for future studies. The heart of this study has been to explore Aujas workforce. The literature shows that retention factors are critical and should be well addressed by any organization in order to meet its goals and objectives. The result of benefits retention factors shows that the salary and compensation were rated as most important to the Aujas workforce followed by leave benefits and differed compensation. The items needed to be improved in Aujas Pvt Ltd are retirement plan and the employee assistance program. Improving these benefits will improve Aujas Pvt Ltd workforce retentions and thus ensure meeting organizational goals and objectives. Other objective of this study is to explore the retention strategies which are a priority for Aujas organizations. The literature emphases that retention strategies must be broad and varied to address the variety of reasons for workforce leave Aujas organizations. The value of creating diverse strategies should manifest itself through increased employee satisfaction and an increased sense of belonging to the organization. The result of strategies factors shows that the three strategies rated most important to Aujas Pvt Ltd workforce are rewards and recognition, annual performance appraisal and training opportunities. Telecommuting/Work at Home, voluntary Reduction in Work Schedule and alternative work schedule were rated as least important.

The result of organizational culture shows that Sixty-five percent of Aujas Networks Pvt. Ltd, Bangalore workforce agreed or strongly agreed that supervisors in their agencies discussed development plans with employees at least every six months.fifty-one percent of Aujas workforce agree and strongly agreed that they are often given the opportunity to be part of task groups and assignments outside of their core job responsibilities, while twentyfour percent of Aujas workforce disagree and strongly disagreed with this statement.

The study indicated high percentage of agreement of Aujas Networks Pvt. Ltd, Bangalore workforce in the Bangalore who believe that that their organization has a career development program that helps to become more aware of and responsible for their career development, while thirty percent are disagreed and strongly disagreed. Almost have of the population sample of Aujas Pvt Ltd workforce agreed that the working on a new project was an open process with few barriers while thirty-six percent are nature and nineteen percent disagreed strongly or disagreed with this statement. More than half of Aujas Pvt Ltd workforce agreed that supervisors communicate effectively with employees.

68

While only six percent of the sample disagreed and the rest are nature with that statement. Fifty-nine percent of Aujas Pvt Ltd workforce agreed or strongly agreed that their agency had a culture that recognizes and values diversity, while only seven percent disagreed or strongly disagreed and thirty-one percent are neutral related to this statement. Sixty-three percent of Aujas Pvt Ltd workforce agreed or strongly agreed that in their organization an environment of openness and trust in is existed. Only twelve percent disagreed or strongly disagreed and twenty-four percent are neutral. About fifty-four percent of Aujas Networks Pvt. Ltd, Bangalore workforce has agreed and strongly agreed that there is a fairness in treatment and respect in their organization an environment of openness and trust in is existed. However thirty percent disagreed or strongly disagreed and thirteen percent are neutral.

Half of Aujas workforce agreed and strongly agreed that their supervisor spend a good deal of time listening to their ideas, only fourteen are percent disagreed or strongly disagreed and thirteen percent are neutral. Finally, Aujas Networks Pvt. Ltd, Bangalore workforce agreed and strongly agreed that their supervisor have a style that empowers people to take responsibility and authority, while fifteen percent disagreed or strongly disagreed and thirty-one are neutral. The result of Aujas Pvt Ltd workforce career plan shows that high percent (eighty three) of Aujas Pvt Ltd workforce had no plans to leave or retire from State employment within the foreseeable future, twenty-three percent are planned to leave within 6-10 years, fourteen percent Aujas Information Risk workforce are planned to leave state employment within 3-5 years, and only five present workforce are planned on retiring or leaving state employment within 1-2 years. In summary, the purpose of this study was to explore how Aujas Pvt Ltd workforce dealing with the concepts of employees retention. The study found high efforts provided by Aujas Pvt Ltd in the state of Bangalore to attain and attract existed employees. employees who have high retention factors have good and long-term relationship with his agency, this explain the high percentage of why workforce have no intention to leave their organization and have long-term career plan. The importance of this study can be viewed from two dimensions: theoretical contributions and practical implications. Theoretically, the study fills an important gap in the literature; that is, exploring workforce retention factors in the Aujas Information Risk. Therefore, the findings of this study can add to the existing body of the literature and can serve as a starting point on which future studies can be built. On the practical side, this study can help the top-management decision makers of organization to enhance the major factors that may better develop their employees retention and thus meeting organizational goals and objectives. Such information should help human resource management of Aujas Pvt Ltd in devising appropriate human resource strategies for attaining and attracting Aujas Networks Pvt. Ltd, Bangalore in private sector workforce.

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FUTURE RESEARCH For future research, the relation between Aujas workforce retention and their satisfaction need to be focused and studied. Our results revealed that although Aujas workforce tended to think that satisfaction and retention are enhanced in similar ways, there were wide differences between how individual employees perceived the two concepts. Questioners may be develop to give deep understanding of Aujas Networks Pvt. Ltd, Bangalore feeling toward their agencies and their expectations when they conducted the workforce of Aujas . For example, what were the expectations you had when you first came to work for the Aujas Pvt Ltd that havent been met yet? Are the reasons you are staying with Aujas Pvt Ltd different than the reasons why you first came to? Finally Demographic factors were among the most common predictors in the turnover literature. (Jinnett and Alexander 1999; Miller and Wheeler 1992). Further studies may need to classify the sample by employee position, income, nationality, gender and age. Survey Feedback and Action Employee surveys, used effectively, can be catalysts for improving employee attitudes and producing organizational change. This statement is based on two important assumptions, both supported by research already reviewed in this article: first that employee attitude affect behavior and second, that employee attitudes are important levers of organizational performance. Survey feedback and action help support and drive organizational change, and the ability to manage change is evaluated by line managers as the most important competency for HR professionals (Ulrich, Brockbank, Yeung, & Lake, 1995). There are many variations of survey feedback and action, though an important research finding is that participation in feedback sessions alone will not result in changeand this is often where organizations fall short. In fact, Rynes et al. (2002) found that one of the highest percentages of HR professionals responding contrary to the research facts was to the statement Ensuring employees participate in decision making is more important for improving organizational performance than setting performance goals. Extensive research does not support this statement, yet 82% of HR professionals marked it as true. In fact, actual action, not just involvement in survey feedback discussions and the development of plans, is critical for an employee survey to result in improved performance. Feedback sessions that result in concrete goals and result.

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LIMITATION Understanding employee perspectives and measuring their retention factors are critical to an organization success. However, each employee in an organization creates his or her own understanding of a phenomenon and assumptions (Argyris and Schon, 1978). It is the understanding of the situation that provokes an action (Weick, 1979, 1995). an employee interprets their organizational environment through his or her own mental model, creating his or her own world; a reality of the second order thus arises (Watzlawick, 1976) that is in some way i(Senge, 1990). Many studies concerning employees retention have been conducted in mainly U.S and Europe to determine the main factors that contribute to their satisfaction and motivation to exist, few of these researches have conducted in Middle East, thus, scarcity of researches are indicated. Replication of such studies in other regions is highly justifiable. Form perfect example, how are the Aujas workforce aware of any retention efforts in their agency? What make Aujas workforce think about leaving their work? How Aujas workforce does feels unique about their agencys retention situation? Does organizations discuss with the workforce specific

Reasons why they were leaving or not? Do Aujas workforce in know of specific retention problems in their agency? What type of work environment or organizational culture e.g. supervisory style, work itself, is most appealing to workforce? Thus, the present study aimed to enhance our understanding and improve the shortage of literature by focus on the Aujas workforce retention factors that lead to their existing in their work place.

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APENDEX

Q1 As you think future career plan will be? Retire or leave the job within 1-2 years:Retire or leave the job within 3-5:Retire or leave the job within 6-9:No plan to leave:-

Q2 Is a supervisor in agency sit down with employees and discuss their development plans at least every six months? Strongly Disagree [ ] Disagree Neutral Agree Strongly Agree [ ] [ ] [ ] [ ]

Q3 Does employees are often given opportunity to be part of task groups assignment outside their core job? Strongly Disagree [ ] Disagree Neutral Agree Strongly Agree [ ] [ ] [ ] [ ]

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Q4 Can agency have a career development program that helps people become more aware of and responsible for their own career development? Strongly Disagree [ ] Disagree Neutral Agree Strongly Agree [ ] [ ] [ ] [ ]

Q5 Is working on new project assignment is an open process? Strongly Disagree [ ] Disagree Neutral Agree Strongly Agree [ ] [ ] [ ] [ ]

Q6 Does supervisor communicates effectively employees? Strongly Disagree [ ] Disagree Neutral Agree Strongly Agree [ ] [ ] [ ] [ ]

Q7 Does organization have a culture that recognizes and values diversity? Strongly Disagree [ ] Disagree Neutral Agree Strongly Agree [ ] [ ] [ ] [ ]
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Q8 Does there is environment of openness and trust? Strongly Disagree [ ] Disagree Neutral Agree Strongly Agree [ ] [ ] [ ] [ ]

Q9 Is environment of fairness and respect? Strongly Disagree [ ] Disagree Neutral Agree Strongly Agree [ ] [ ] [ ] [ ]

Q10 Is supervisor spends time on listening to employees? Strongly Disagree [ ] Disagree Neutral Agree Strongly Agree [ ] [ ] [ ] [ ]

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REFRENCES Kotler, P., Armstrong, G., Cunningham, P.G., (2002), Principles of Marketing, Prentice-Hall, Englewood Cliffs, NJ . www.aujas.com

Workforce Professional, International Professionals in Employment Security www.google.com Research methodology B1206 Statistics for Management B1129

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