A STUDY ON EMPOLYEE RETENTION AT STAR HEALTH AND

ALLIED INSURANCE COMPANY LIIMITED

By

M.SANDHIYA

(REG NO.)

311421631092

A PROJECT REPORT

Submitted to the

FACULTY OF BUSINESS ADMINISTRATION

In partial fulfillment of the requirements

For the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY

CHENNAI 600 025

MAY 2023
 MEENAKSHI COLLEGE OF ENGINEERING
(RUN BY MEENAKSHI AMMAL TRUST)
Approved by AICTE, New Delhi and affiliated to Anna University, Chennai
A.I.C.T.E.: F.No. 732-52-388 (E)/ET/2001, New Delhi.
No. 12 VembuliammanKoil Street, West K.K. Nagar, Chennai – 600 078, Tamil Nadu
Ph: 044 – 23640773, 23642728. Fax No: 044
Website: www.mce-edu.in& Email ID: [email protected]

Ref:
Date:

BONAFIDE CERTIFICATE

Certified that this project titled A STUDY ON EMPOLYEE RETENTION AT STAR

HEALTH AND ALLIED INSURANCE COMPANY LIMITED is the bonafide student
work of Ms.Sandhiyawho carried out the research under my supervision. Certified further, to
the best of my knowledge, the work reported herein does not form part of any other project
report or dissertation on the basis of which a degree or award was conferred on an earlier
occasion on this or any other candidate.

(HEAD OF THE DEPARTMENT)

Evaluated and viva voce conducted on………………………………………………

Examiner 1. ……………………………Examiner 2. ………………………………..

 DECLARATION

I affirm that project work titled ‘A STUDY ON EMPOLYEE RETENTION AT STAR

HEALTH AND ALLIED INSURANCE COMPANY LIMITED being submitted in
partial fulfillment for the award of MASTER OF BUSINESS ADMINISTRATION is an
original work carried out by me. This has not formed the part of any other project work
submitted for award of any degree or diploma, either in this or any other university.

SIGNATURE OF THE CANDIDATE

NAME: M.Sandhiya

Reg. No:311421631092

I certified that the declaration made by the candidate is true.

SIGNATURE OF THE GUIDE

 ACKNOWLEDGEMENT

My training period had been a great learning experience and it wouldn’t have been without
the support of various people, who helped me to accomplish my project successfully. I
express my sincere thanks to all those who had guided me in one or the other way.

I express my deposit and sincere thanks to our respected Principal Dr.R.GANESAN. M.E,
Ph.D who has given me an opportunity to do this project.

I heartily thank our Head of Department Ms.S.R.KALAIARASI..M.COM. ,M.B.A,

PH.Dfor her guidance and suggestions during this project work.

My profound gratitude is also due to guide Dr.T.K.SIVARAMAKRISHNAN, PH.Dfaculty

guide for their valuable guidance and constant encouragement in successful completion of
this project.

I am also taking the pleasure to express my sincere thanks to all other staff members ofthe
department of management studies, Meenakshi College of Engineering for their kind
co-operation. Last but not least, I would like to convey my sincere gratitude to my parents
and friends, who have always been a source of inspiration towards the completion of this
project.

Student Name

M.SANDHIYA
 LIST OF CONTENTS

CHAPTER PAGE NO
NO CHAPTERS
LIST OF TABLESVII 20-46

LIST OF CHARTS IX 20-46

CHAPTER 1 1.1 INTRODUCTION 1

1.2 INDUSTRIAL PROFILE 4

1.3 COMPANY PROFILE 6

1.4 OBJECTIVES OF THE STUDY 8

1.5 NEED OF THE STUDY 9

1.6 SCOPE OF THE STUDY 10

1.7 LIMITATIONS FOR THE STUDY 11

CHAPTER 2.1 REVIEW OF LITERATURE 12

11
2.2 RESEARCH METHODOLOGY 17

CHAPTER 3.1 DATA ANALYSIS AND INTERPRETATION 20

111
3.2 FINDINGS 51

3.3 SUGGESTIONS 52

3.4 CONCLUSION 53

APPENDIX 54

BIBILIOGRAPHY 58
 LIST OF TABLES

TABLE CONTENTS PAGE

NO NO
3.1 TABLE SHOWING GENDER OF RESPONDENTS 20
3.2 TABLE SHOWING AGE GROUP OF RESPONDENTS 21
3.3 TABLE SHOWING EXPERIENCE OF THE 22
RESPONDENTS
3.4 TABLE SHOWING MARITAL STATUS OF THE 23
RESPONDENTS
3.5 TABLE SHOWING EDUCATIONAL QUALIFICATION 24
OF THE RESPONDENTS
3.6 TABLE SHOWING THE ORGANISATION HAS CLEAR 25
AND DEFINED VISION
3.7 TABLE SHOWING THE IMPORTANCE GIVEN TO 26
PARTICIPATE IN DECISION MAKING
3.8 TABLE SHOWING THE REGULARITY OF JOB- 27
RELATED TRAINING
3.9 TABLE SHOWING THE FACILITATING FREE FLOW OF 28
COMMUNICATION BY ORGANISATION
3.10 TABLE SHOWING THE PRESENCE OF 29
OPPORTUNITIES FOR CAREER GROWTH
3.11 TABLE SHOWING THE INVOLVEMENT IN 30
PROMOTING BRAND IMAGE OF THE ORGANISATION
3.12 TABLE SHOWING THE PRESENCE OF FLAT 31
STRUCTURED AND TRANSPARENT ORGANISATION
3.13 TABLE SHOWING THE ACCEPTABLE GEOGRAPHIC 32
LOCATIONS FOR WORK
3.14 TABLE SHOWING THE PRACTICE OF 33
PROFESSONALISM AT WORK
3.15 TABLE SHOWING THE FUN AND ENJOYMENT AT 34
WORK
3.16 TABLE SHOWING THE PROMOTIONS ON 35
PERFORMANCE BASIS
3.17 TABLE SHOWING THE RECOGNITION FOR HARD 36
 WORK AND TALENT
3.18 TABLE SHOWING THE ORGANIZATIONAL SUPPORT 37
FOR HIGH ACHIEVERS
3.19 TABLE SHOWING THE MERIT AND PERFORMANCE 38
ARE BASIS OF ORGANIZATIONAL REWARDS
3.20 TABLE SHOWING THE REWARDS COMMENSURATE 40
TO PERFORMANCE AND CONTRIBUTION
3.21 TABLE SHOWING THE PROMOTING TEAM BONDAGE 42
3.22 TABLE SHOWING THE ORGANIZATION PROVIDES 43
ATTRACTIVE AND COMPETITIVE PAY
3.23 TABLE SHOWING THE INTRODUCTION OF REWARDS 44
SYSTEMS TO STIMULATE INVOLVEMENT
3.24 TABLE SHOWING THE PROVIDING EMPLOYEES 45
STOCK OPINIONS
3.25 TABLE SHOWING THE PROVIDING PERIODICAL 46
PERKS AND INCENTIVES
 LIST OF CHARTS

TABLE CONTENTS PAGE

NO NO
3.1 CHART SHOWING GENDER OF RESPONDENTS 20
3.2 CHARTSHOWING AGE GROUP OF RESPONDENTS 21
3.3 CHART SHOWING EXPERIENCE OF THE 22
RESPONDENTS
3.4 CHART SHOWING MARITAL STATUS OF THE 23
RESPONDENTS
3.5 CHART SHOWING EDUCATIONALQUALIFICATION 24
OF RESPONDENTS
3.6 CHART SHOWING THE ORGANISATION HAS CLEAR 25
AND DEFINED VISION
3.7 CHART SHOWING THE IMPORTANCE GIVEN TO 26
PARTICIPATE IN DECISION MAKING
3.8 CHART SHOWING THE REGULARITY OF JOB- 27
RELATED TRAINING
3.9 CHART SHOWING THE FACILITATING FREE FLOW 28
OF COMMUNICATION BY ORGANISATION
3.10 CHART SHOWING THE PRESENCE OF 29
OPPORTUNITIES FOR CAREER GROWTH
3.11 CHARTSHOWING THE INVOLVEMENT IN 30
PROMOTING BRAND IMAGE OF THE ORGANISATION
3.12 CHART SHOWING THE PRESENCE OF FLAT 31
STRUCTURED AND TRANSPARENT ORGANISATION
3.13 CHART SHOWING THE ACCEPTABLE GEOGRAPHIC 32
LOCATIONS FOR WORK
3.1.14 CHART SHOWING THE PRACTICE OF 33
PROFESSONALISM AT WORK
3.1.15 CHART SHOWING THE FUN AND ENJOYMENT AT 34
WORK
3.16 CHART SHOWING THE PROMOTIONS ON 35
PERFORMANCE BASIS
3.17 CHART SHOWING THE RECOGNITION FOR HARD 36
 WORK AND TALENT
3.18 CHART SHOWING THE ORGANIZATIONAL SUPPORT 37
FOR HIGH ACHIEVERS
3.19 CHART SHOWING THE MERIT AND PERFORMANCE 38
ARE BASIS OF ORGANIZATIONAL REWARDS
3.20 CHART SHOWING THE REWARDS COMMENSURATE 40
TO PERFORMANCE AND CONTRIBUTION
3.21 CHART SHOWING THE PROMOTING TEAM 42
BONDAGE
3.22 CHART SHOWING THE ORGANIZATION PROVIDES 43
ATTRACTIVE AND COMPETITIVE PAY
3.23 CHART SHOWING THE INTRODUCTION OF 44
REWARDS SYSTEMS TO STIMULATE INVOLVEMENT
3.24 CHART SHOWING THE PROVIDING EMPLOYEES 45
STOCK OPINIONS
3.25 CHARTSHOWING THE PROVIDING PERIODICAL 46
PERKS AND INCENTIVES
 A STUDY ON EMPLOYEE RETENTION IN ORGANISATION

CHAPTER I

1.1 INTRODUCTION

Effective employee retention is a systematic effort by employers to

create and foster an environment that encourages current employees to remain employed, by
having policies and practices in place that address their diverse needs. A strong retention
strategy, therefore, becomes a powerful recruitment to. Retention of key employees is critical
to the long-term health and success of any organization .It is a known fact that retaining the
best employees ensures customer satisfaction, increased product sales, satisfied colleagues and
reporting staff, effective succession planning, and deeply embedded organizational knowledge
and learning. Employee retention matters as organizational issues such as training time and
investment, lost knowledge, insecure employees, and a costly candidate search are involved.
Hence, failing to retain a key employee is a costly proposition for an organization. Various
estimates suggest that losing a middle manager in most organizations costs up to five times his
salary. Intelligent employers always realize the importance of retaining the best talent.
Retaining talent has never been so important in the Indian scenario; however, things have
changed in recent years. In prominent Indian metros at least, there is no dearth of opportunities
for the best in the business, or even for the second or third best. Retention of key employees
and treating attrition troubles has never been so important to companies In an intensely
competitive environment where HR managers are poaching from each other, organizations can
either hold on to their employees tight or lose them to competition. For gone are the days
when employees would stick to an employer for years for want of a better choice.

DEFINITION OF EMPLOYEE RETENTION

Employee retention refers to an organization’s ability to retain its invaluable

people. Employee retention means the efforts of business organizations to maintain a working
environment that supports current staff in remaining with the company.

Many employee retention policies aim to address the employees’ various needs to enhance and
reduce the costs of hiring and training new staff.

1
MEANING OF EMPLOYEE RETENTION

Employee retention is defined as an organization's ability to prevent

employee turnover, or the number of people who leave their job in a certain period, either
voluntarily or involuntarily. Increasing employee retention has a direct impact on business
performance and success.

IMPORTANCE OF EMPLOYEE RETENTION

 When an individual resigns from his present organization, it is more likely that he
would join the competitors: In such cases, employees tend to take all the strategies,
policies from the current organization to the new one. Individuals take all the important
data, information and sHiring is not an easy process: The HR Professional shortlists few
individuals from a large pool of talent, conducts preliminary interviews and eventually
forwards it to the respective line managers who further grill them to judge whether they
are fit for the organization or not. Recruiting the right candidate is a time consuming
process.

 An organization invests time and money in grooming an individual and make him
ready to work and understand the corporate culture: A new join is completely raw
and the management really has to work hard to train him for his overall development. It
is a complete wastage of time and money when an individual leaves an organization all of
a sudden. The HR has to start the recruitment process all over again for the same vacancy;
a mere duplication of work. Finding a right employee for an organization is a tedious job
and all efforts simply go waste when the employee leaves

 Statistics to their new organization and in some cases even leak the secrets of the previous
organization. To avoid such cases, it is essential that the new join is made to sign a
document which stops him from passing on any information even if he leaves the
organization. Strict policy should be made which prevents the employees to join the
competitors. This is an effective way to retain the employees.

2
 The employees working for a longer period of time are more familiar with the
company’s policies, guidelines and thus they adjust better: They perform better than
individuals who change jobs frequently. Employees who spend a considerable time in an
organization know the organization in and out and thus are in a position to contribute
effectively.

 Every individual needs time to adjust with others: One needs time to know his team
members well, be friendly with them and eventually trust them. Organizations are always
benefited when the employees are compatible with each other and discuss things among
themselves to come out with something beneficial for all. When a new individual replaces
an existing employee, adjustment problems crop up. Individuals find it really difficult to
establish a comfort level with the other person. After striking a rapport with an existing
employee, it is a challenge for the employees to adjust with someone new and most
importantly trust him. It is a human tendency to compare a new join with the previous
employees and always find faults in him.

 It has been observed that individuals sticking to an organization for a longer span
are more loyal towards the management and the organization: They enjoy all kinds
of benefits from the organization and as a result are more attached to it. They hardly
badmouth their organization and always think in favour of the management. For them the
organization comes first and all other things later.

 It is essential for the organization to retain the valuable employees showing

potential: Every organization needs hardworking and talented employees who can really
come out with something creative and different. No organization can survive if all the top
performers quit. It is essential for the organization to retain those employees who really
work hard and are indispensable for the system.

3
 1.2 INDUSTRIAL PROFILE

India’s Insurance industry is one of the premium sectors experiencing upward growth. This
upward growth of the insurance industry can be attributed to growing incomes and increasing
awareness in the industry. India is the fifth largest life insurance market in the world's emerging
insurance markets, growing at a rate of 32-34% each year. In recent years the industry has been
experiencing fierce competition among its peers which has led to new and innovative products
within the industry. Foreign Direct Investment (FDI) in the industry under the automatic
method is allowed up to 26% and licensing of the industry is monitored by the insurance
regulator the Insurance Regulatory and Development Authority of India (IRDAI).

The insurance industry of India has 57 insurance companies - 24 are in the life
insurance business, while 34 are non-life insurers. Among the life insurers, Life Insurance
Corporation (LIC) is the sole public sector company. There are six public sector insurers in the
non-life insurance segment. In addition to these, there is a sole national re-insurer, namely
General Insurance Corporation of India (GIC Re). Other stakeholders in the Indian Insurance
market include agents (individual and corporate), brokers, surveyors and third-party
administrators servicing health insurance claims.

The insurance industry has undergone numerous transformations in terms of new

developments, modified regulations, proposals for amendments and growth in 2022. These
developments have opened new avenues of growth for the industry while ensuring that insurers
stay relevant with changing times and the latest digital disruptions.filed regulations, proposals
for amendments and growth in 2022. These developments have opened new avenues of growth
for the industry while ensuring that insurers stay relevant with changing times and the latest
digital disruptions.

The Insurance Regulatory and Development Authority India (IRDA) is vigilant

and progressive and is determined to achieve its mission of ‘Insurance for all by 2047’, with
aggressive plans to address the industry’s challenges.

4
 The growth of the insurance market is being supported by important government
initiatives, strong democratic factors, conducive regulatory environment, increased
partnerships, product innovations, and vibrant distribution channels.

Insurance Industry was largely dominated by offline channels like corporate

agents, offline brokers or banks. Today, rapid digitization, product innovation and progressive
regulation policies have made it possible for consumers to buy insurance through multiple
distribution channels with the click of a button. The instability of the covid-19 pandemic
highlighted the necessity for consumers to invest in products that would increase financial
security, one of them being life insurance.

5
 1.3 COMPANY PROFILE

Commencing operations in 2006 as India’s first Standalone Health

Insurance provider, Star Health and Allied Insurance Co Ltd is providing sterling services in
Health, Personal Accident and Overseas Travel Insurance etc. Our efforts have always been on
service excellence and product innovation with a focus on delivering the best to our customers.
Star Health has excellent products to cater everybody, be it individuals, families or corporates.
We work directly as well as through various channels like agents, brokers, online etc., Star
Health is also prominently into insurance having long standing relationship with various Banks.
Star Health has underwritten a gross written premium of Rs.6865 Cr during the FY 2019-20
and has built up a promising path with an appreciable net worth of Rs.1889 Cr, as on 31st
March 2020. Currently Star Health has 12800+ employees and 640+ branch offices all

HEALTH INSURANCE

Individual Health Insurance • Health Insurance For Family • Health Insurance

For Parents • Maternity Insurance • Diabetes Safe Insurance Policy • Top Up Health Insurance
• Star Out Patient Care Insurance Policy • Star Hospital Cash Insurance Policy over India.

ACCIDENT INSURANCE

Personal Accident Cover Policy • Family Accident Cover Plan

TRAVEL INSURANCE

Overseas Individual Travel Insurance • Student Travel Insurance • Corporate

Travel Insurance. Star Health and Allied Insurance Co Ltd is an Indian multinational health
insurance company headquartered in Chennai. The company provides services in health,
personal accident and overseas travel insurance, directly as well as through various channels

like agents, brokers and online. Star Health is also prominently into insurance having long
standing relationship with various banks.

6
Benefits of Star Health Insurance

Buying health insurance plans offered by Star Health and Allied Insurance
Company has its own benefit. The insurer has more than 300 branches in India, an excellent
Claim Settlement Ratio as well as satisfactory Incurred Claim Ratio. Coming to health
insurance plans, the insurer has a variety of them to offer that fulfil varied requirements of
different sections of the society. These include individual health insurance plans, family floater
health insurance plans, senior citizen health insurance plans, critical illness health insurance
plans, disease-specific health insurance plans, personal accident plans, etc. The insurer offers
a smooth claim settlement process which makes it easy for the insured to avail of services under
the policy. Ever since its inception, the company has made its presence felt and has emerged
as a reputed name in the general insurance segment. Star Health and Allied Insurance Company
has won a variety of awards proving it to be one of India’s premier health insurance companies.
In 2017, it won the WHO Award of Excellence. And in the year 2018-19, it won the Best
Insurance Provider of the Year at the Money Today Financial Awards 2018-19. The
company’s branches are spread across the country at more than 450 locations, enabling
individuals to access it easily. In terms of health insurance products, Star Health offers a range
of health insurance plans which are both innovative and unique in their benefit structure. While
the coverage under the plans is comprehensive, premiums are affordable to suit every
individual’s pockets.

7
 1.4 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE

To study the employee retention in star health insurance.

SECONDARY OBJECTIVE

1. To study the employee's awareness and knowledge about retention strategies adopted.

2. To confirm the effectiveness of the retention strategies in retaining the employee.

3. To study the ways and means to improve the retention strategies.

4. To identify the factors that affect employee retention.

5. To formulate strategies through which employee retention rate can be achieved

8
 1.5 NEED OF THE STUDY

1. Employee retention is linked to higher levels of employee engagement which in turn is

associated with improved job performance and organisational outcomes.
2. The cost of replacing an employee is not just financial but also include the time and
resources required to recruit, hire, and train a new employee.
3. High turnover can lead to a negative workplace culture and decreased
4. morale among remaining employees.
5. High turnover rates impact productivity and cost organizations money.

9
 1.6 SCOPE OF THE STUDY

1. This project has been prepared with an intention to make one realize and understand
the significance of employee retention.
2. Employee retention has become a major goal of the organisation.
3. An comparison of retention strategies across different industries and organizational
settings.
4. An analysis of the factors that contribute to high employee turnover rates in
organizations.

10
 1.7 LIMITATIONS OF THE STUDY

1. The study was carried out only certain number of employees.

2. The employees were not ready to answer for few questions.

3. At times certain employees were not accurate in their responses.

4. Time is the major constraint. Given fourty five days time is not sufficient to go in depth
of the study.

11
 CHAPTER-2

2.1 REVIEWS OF LITERATURE

Comfort Osaro (2016)This study investigates the relationship between talent

management and employee retention of oil firms in Rivers State. The objective of the study
was to investigate the influence of talent management and employee retention of oil firms in
Rivers State. The study adopted the survey research design. And conducted research on One
hundred & sixty-six (166) questionnaires were retrieved, and the hypotheses were tested using
the Spearman Rank Correlation. The result revealed that; there was a significant relationship
between talent management and employee retention. The study concluded management should
be concerned about developing their employee's capabilities & performance by providing them
the opportunities for career growth and development through proper guidance and feedback .
And Talent attraction significantly and positively predicts supportive management of oil firms
in Rive

Dr. Mitrs State ra Mehta and Aarti Kurbetti and Ravneeta Dhankha (2014 )
is review paper main objective is to identify the best practices and methods adopted by various
organizations across industries to help enhance commitment and employee retention. Focused
about the various HR practices that help employee retention and foster employee commitment
in the organization. They stressed employee retention is the top priority of organizations due
to increasing competition. They analyzed these HR Practices -compensation and benefits,
hiring, administration, organisation development, employee motivation, wellness, benefits,
safety, communication, performance management, and training ,talent acquisition i.e.
recruitment, selection, training and development, reward management, performance appraisal
etc.

Marie Rose Muir and Lin Li (2014) is mainly identified a theoretical framework with
two levels of turnovercollective and individual turnover. They probed into each level and
elaborated on the top factors in each domain. And focused the effects on turnover and retention
strategies are included for each factor.In their analysis they considered the following factors.
Advancement opportunities, Constituent attachments, Extrinsic Rewards ,Flexible work

12
arrangements, Investments ,Job satisfaction, Lack of alternative ,Location, Non work
influences, Organizational commitment, Organizational justice ,Organizational prestige...etc.

Muppuri. Nagabhaskar (2014) This theoretical paper investigated motivational factors

that influence employee retention and examined their impacts on both organizations and
employees. This paper argues the motivational factors that are crucial in influencing employee
retention are financial rewards, job characteristics, career development, recognition,
management and work-life balance. This research sought to identify factors that affect
employee retention and predict ways that the organization can improve on current practices.

N. Hemalatha and Dr. A. Savarimuthu, (2013) The main objectives of their study
– collected the opinion of the employee about the various aspect of the company. And
identified how the organization takes interest & develop approaches towards the retaining
employee. It is desirable state of existence involving retention strategies generally fall in to
one of four categories salary, working conditions, job enrichment and education. These four
elements together constitute. They concluded that majority 55 %t of the respondents felt that
the retention techniques of management are high to get good performance of company.

Bidisha Lahkar Das, Dr. Mukulesh Baruah (2013) This review paper mainly
analysed various research works that have been done in the area of employee retention. They
highlighted the various factors which affect retention initiatives in an organization. And explore
the relation between various factors and job satisfaction. They finally concluded still much
scope remains for more exploration in the field of employee retention and it by taking into
consideration the factors like compensation practices, leadership and supervision, career
planning and development, alternative work schedule, working conditions, flexible working
hours etc.

13
Chandranshu Sinha and Ruchi Sinha(2012) This review selected comparative study
between two heavy engineering manufacturers .The data was collected from 100 employees
holding middle level managerial positions in the two organizations.In the analysis, the Kaiser-
Meyer-Olkin approach was used to determine the sufficiency of the sample size for the
component, while Bartlet test of sphericity was used to establish whether the correlation matrix
has meaningful difference with zero or not. Then, the explanatory factor analysis was
considered to analyse collected data. As regards this component, the following variables
formed the under three factors.

1 st factor:1. SuperiorSubordinate Relationship 2. Employee

Motivation 3. Organization Commitment 4. Communication. The 2nd factor was formed by
the following variables: 1. Skill Recognition 2. Learning and Working Climate 3. Cost
Effectiveness 4. Job Flexibility 5. Training 6. Career development. The 3rd factor was formed
by the following variables: 1. Benefits 2. Compensation 3. Cost Effectiveness.

Eric Ng Chee Hong , Lam Zheng Hao , Ramesh Kumar , Charles

Ramendran, Vimala Kadiresan (2012) In this study focused how employees regard
importance of their empowerment, equity of compensation, job design through training and
expectancy toward effective performance management on their retention. Quantitative data was
collected using the non probability self administered questionnaire that consist of questions
with 5-points Likert scales distributed to samples of 278 individuals. The questionnaire would
be distributed to sampling amount of lecturers in University of Y to fill upand later be tested
of the result using SPSS software. By using a multiple regression analysis, it is found that,
training and development, appraisal system compensation are significant to employee retention
except employee empowerment .

Muhammad Irshad after 2009The article described the relationship between human
resource practices and employees retention. The researchers identified elements of HR
practices that influence employee retention .After analysed Some of the recommendations they
suggested to management to manage employees towards successful attainment of
organizational goals are: 1.Improvements in organizational culture, 2.Exit interview

14
system,3.Turn over based HR Policies,4. Fair Appraisal System, 5.Employee talent
Recognition, 6.salary hikes and promotions, 7.Employee Retraining, 8.Employee Counselling
9.Career Development Opportunities..etc.

Eva Kyndt & Filip Dochy & Maya Michielsen and Bastiaan Moeyaert (2009)
In this paper mainly focused on the organisational and personal factors that influence employee
retention. They collected data from 349 employees, and 11 employees were interviewed. The
interviews are used to illustrate and contextualise the quantitative results. The results show a
large positive contribution of appreciation and stimulation of the employee to employee
retention.Their analysis mainly based on three areas. One is find out the relationship between
the perception of the learning and working climate, and employee retention, .second is identify
the relationship between being a high potential and employee retention. And third is find out
the relationship of the personal characteristics of level of education, number of children,
seniority, age, and gender to employee retention.

Toys .R (2008) analysed a comprehensive and valuable resources for all managers and HR
professionals who want to retain critical talent in their organizations. Calculation cost of
attritions and creating effective retention solution. Retention refers to the desire of organization
to hold on their good employees their measures. Retention is the other side of the recruitment
coin .how ever retaining qualified &motivated employee is a critical issue that will become
more important for the individual employee.

Bliss (2007) and Sutherland (2004) contend that organisations lost productivity, social
capital and suffer customer defection when a productive employee quits. Knowledge, skills
and contacts that a departing employee takes out of the organisation constitutes a huge loss.
These attributes are, in most cases, lost to a competitor organisation that may use this to gain
competitive advantage.

Hendricks (2006) Notes that employees with scarce skills are in great demand by the
South African government and becoming difficult to source. When these categories of
employees are eventually sourced, they become even more difficult for government to
retail.It is not only, government that is finding it difficult retaining highly skilled employees .

15
Jane in the year (2004) has conducted the study on Trainer as retention Agent. The
findings suggested that a strategic focus on the importance of a strategic focus & delivered
training program should be made in order to enhance the organization s ability to attract &
retain the best employees leading to the success of the firm.

Sunil Ramlall, Ph.D., University of St. Thomas, Minneapolis, MN (2004)

The article provided a synthesis of employee motivation theories and focused explanation of
how employee motivation affects employee retention and other behaviours within
organizations. In their analysis they considered the following motivational
theories..McClelland’s Need Theory ,Maslow need hierarchy theory, Herzberg two factor
theory, Porter and Lawler’s Extension, Vroom’s Original Theory, Expectancy Theory, equity
theory.The final segment of the paper provides an illustration with explanation on how
effective employee retention practices can be explained through above motivation theories
and how these efforts serve as a strategy to increasing organizational performance.

Ramlall. (2003) Estimates the cost of employee turnover as 150% of an individual

employee‘s annual salary. This cost can be substantial especially when high profile
employees or high number of employees is involved.

16
 2.2 Research Methodology

Research methodology is a way to systematically solve the research

problem. It may be understood as a science of studying how research is done scientifically. In
it we study the various steps that are generally adopted by a researcher in studying his research
problem along with the logic behind them. Methodology gives us the blueprint of activities to
be carried out systematically in order to complete the study successfully.

Research design

A research design is the assignment of conditions for collection and analysis of data
in a manner that aims to combine relevance to the search purpose formidable problem that
follow the fact defining the research is the preparation in this study the researcher has made
use of the descriptive research design this is used to determine some definitive purpose with
the help of structured questionnaire to further primary information to focus on the accurate
description of the variable present in the problem

Types of research

Descriptive

Descriptive analysis is a sort of data research that aids in describing, demonstrating, or

helpfully summarizing data points so those patterns may develop that satisfy all of the
conditions of the data. It is the technique of identifying patterns and links by utilizing recent
and historical data.

Data collection source

The data is mainly collected through primary source and secondary sources.

Types of Data

For the purpose of study both primary and secondary data are used.

17
 Primary Data

The primary data was collected from the respondents by administering a structured

questionnaire and by personal interview.

Secondary Data

Apart from primary data collected, secondary data was collected from the, websites,

internet, books, and journal etc. secondary data has been collected from the internal as

well as external sources.

Sampling

Sampling is concerned with the selection of a subset of individuals from within a population to
estimate characteristics of the whole population. Researchers rarely survey the entire
population because the cost of a census is too high. The three main advantages of sampling are
that the cost is lower, data collection is faster, and since the data set is smaller it is possible to
ensure homogeneity and to improve the accuracy and quality of the data. In the study researcher
has used probability sampling.

Sample Size

The total number of employees in an organization is 1800 It would be time consuming as well
as difficult to interview all 1800 employees. So for the purpose of this project report researcher
has selected 300 of population for sampling.

Sampling method

Simple Random sampling is used to select the sample.

Simple Random Sampling

A simple random sample is a subset of individuals a sample chosen from a larger set a
population. Each individual is chosen randomly and entirely by chance, such that each

18
individual has the same probability of being chosen at any stage during the sampling process,
and each subset of individuals has the same probability of being chosen for the sample as any
other subset of individuals. This process and technique is known as simple random sampling

Data Collection Tools

Structured questionnaire and personal interview is made to collect the data.

Data collection tools

QUESTIONNAIRE

STATISTICAL TOOLS

ONE WAY ANOVA

CHI – SQUARE TEST

CORALATION ANALYSIS

19
 CHAPTER-3

DATA ANALYSIS AND INTERPRETATION

3.1 ANALYSIS OF THE PERSONAL DATA

TABLE NO: 3.1

TABLE SHOWING GENDER CLASSIFICATION

S.no Gender No of Respondents Percentage Analysis

1 Male 81 68%
2 Female 39 33%
Total 120 100%

CHART NO: 3.1

CHART SHOWING GENDER CLASSIFICATION

No of Respondents
90 81
80
70
60
50
39
40
30
20
10
0
Male Female

No of Respondents

INFERENCE

It inferred that 81% of respondents are male and the 39% of them are women.

20
 TABLE NO: 3.2

TABLE SHOWING AGE WISE CLASSIFICATION

S.no Age No of Respondents Percentage Analysis

1 18-20 Years 10 10%

2 21-25 Years 78 78%

2 26-30 Years 23 23%
2 31-35 Years 7 7%
2 Above 35 2 2%
Total 120 100%

CHART NO: 3.2

CHART SHOWING AGE WISE CLASSIFICATION

No of Respondents
100
78
80
60
40
23
20 10 7 2
0
18-20 Years 21-25 Years 26-30 Years 31-35 Years Above 35

No of Respondents

INFERENCE

It inferred that 78% of the respondent in the age group of 21-25 years and 2%
of the respondent are in the age group of above 35.

21
 TABLE NO: 3.3

TABLE SHOWING EXPERIENCE

S.no Employee experience No of Respondents Percentage Analysis

1 21 21%
Less than a year
2 1-5 Years 67 67%
3 6-10 Years 28 28%
4 11-15 Years 2 2%
5 15 Years above 2 2%
Total 120 100%

CHART NO: 3.3

CHART SHOWING EXPERIENCE

No of Respondents
80
67
70
60
50
40
28
30 21
20
10 2 2
0
Less than a year 1-5 Years 6-10 Years 11-15 Years 15 Years above

No of Respondents

INFERENCE

It inferred that 67% of the respondent are 1-5years and the 2% of the
respondents have completed 15 years above.

22
 TABLE NO: 3.4

TABLE SHOWING MARITIAL STATUS

S.no Martial status No of respondents Percentage Analysis

1 Married 48 40%
2 Unmarried 72 60%
Total 120 100%

CHART NO: 3.4

CHART SHOWING MARITIAL STATUS

No of respondents
80 72
70
60
48
50
40
30
20
10
0
Married Unmarried

No of respondents

INFERENCE

It is inference that 72% of the respondents are unmarried and the 48% of the
respondents of them are married.

23
 TABLE NO: 3.5

TABLE SHOWING EDUCATIONAL QUALIFICATION

Percentage
S.no Qualification No of Respondents
Analysis
1 Diploma 2 2%
2 ITI 21 1%
3 UG 35 35%
4 PG 62 62%
Total 100%

CHART NO 3.3

CHART SHOWING EDUCATIONAL QUALIFICATIONS

No of Respondents
70 62
60
50
40 35
30 No of Respondents
20
10 2
0
Diploma ITI UG PG

Inference

It is inferred that 62% of respondents are pg graduates and the 2% of the

respondents have completed diploma.

24
 TABLE NO: 3.6

TABLE SHOWING THE RESPONDENTS BY THEIR ORGANISATION HAS

CLEAR AND DEFINED VISION

Organization has clear and defined Percentage

S.no No of Respondents
vision Analysis
1 Strongly agree 39 21%
2 Agree 59 67%
3 Neutral 16 28%
4 Disagree 4 2%
5 Strongly disagree 2 2%
Total 120 100%

CHART NO: 3.6

CHART SHOWING THE RESPONDENTS BY THEIR ORGANISATION HAS

CLEAR AND DEFINED VISION

80 No of Respondents
59
60
39
40
16
20
4 2
0
Strongly Agree Neutral Disagree Strongly
agree disagree
No of Respondents

INFERENCE

The above table shows that 59% of the respondents agree that vision of the
organization is clearly communicated and 4% disagree that vision of the organizations is not
communicated clearly.

25
 TABLE NO: 3.7

TABLE SHOWING THE IMPORTANCE GIVEN TO PARTICIPATION IN

DECISION MAKING

Our participation and involvement

Percentage
S.no in decisions making are given No of Respondents
Analysis
importance

1 Strongly agree 36 36%

2 Agree 42 35%
3 Neutral 24 20%
4 Disagree 14 14%
5 Strongly disagree 4 4%
Total 120 100%

CHART NO: 3.7

CHART SHOWING THE IMPORTANCE GIVEN TO PARTICIPATION IN

DECISION MAKING

No of Respondents
45 42
40 36
35
30
24
25
20
14
15
10
4
5
0
Strongly agree Agree Neutral Disagree Strongly disagree

No of Respondents

INFERENCE

It inferred that 42% of the respondents agree that they are part of decision
making, and 4% of respondents strongly disagree that they are not part of decision making.

26
 TABLE NO: 3.8

TABLE SHOWING THE REGULARITY OF JOB-RELATED

TRAINING

Job related training is given Percentage

S.no No of Respondents
regularly Analysis
1 Strongly agree 6 5%
2 Agree 28 23%
3 Neutral 44 37%
4 Disagree 19 16%
5 Strongly disagree 23 19%
Total 120 100%

TABLE NO: 3.8

CHART SHOWING THE REGULARITY OF JOB-RELATED

TRAINING

No of Respondents
50 44
40
28
30
23
19
20

10 6

0
Strongly agree Agree Neutral Disagree Strongly disagree

No of Respondents

INFERENCE

It inferred that 44% of the respondent are neutral that job related training is not
given regularly, and 6% respondents are strongly agree with their job related training is given
regularly.

27
 TABLE NO: 3.9

TABLE SHOWING THE FACILITATING FREE FLOW OF COMMUNICATION

BY ORGANISATION

Organization atmosphere facilities Percentage

S.no No of Respondents
open/free flow of communication Analysis

1 Strongly agree 12 10%

2 Agree 37 31%
3 Neutral 23 19%
4 Disagree 31 26%
5 Strongly disagree 17 14%
Total 120 100%

TABLE NO: 3.9

CHART SHOWING THE FACILITATING FREE FLOW OF COMMUNICATION

BY ORGANISATION

No of Respondents
40 37
35 31
30
25 23

20 17
15 12
10
5
0
Strongly agree Agree Neutral Disagree Strongly disagree

No of Respondents

INFERENCE

The above table shows that 37% of the respondent are agree that there is free
flow of communication by the organization, and the 31% of the respondent are disagree that
there is no free flow of communication.

28
 TABLE NO: 3.10

TABLE SHOWING THE PRESENCE OF OPPORTUNITIES FOR CARRER

GROWTH

There are opportunities for Percentage

S.no No of Respondents
career growth Analysis

1 Strongly agree 25 21%

2 Agree 24 20%
3 Neutral 24 20%
4 Disagree 22 18%
5 Strongly disagree 25 21%
Total 120 100%

CHART NO: 3.10

CHART SHOWING THE PRESENCE OF OPPORTUNITIES FOR CARRER

GROWTH

No of Respondents
25.5 25 25
25
24.5 24 24
24
23.5
23
22.5 22
22
21.5
21
20.5
Strongly agree Agree Neutral Disagree Strongly disagree

No of Respondents

INFERENCE

The above table shows that 25% of the respondent agree that organization
provides opportunities they for career growth and 22% of the respondent disagree that
organization provides opportunities they for career growth.

29
 TABLE NO: 3.11

TABLE SHOWING THE INVOLVEMENT IN PROMOTING BRAND IMAGE OF

THE ORGANISATION

We involve in promoting brand image Percentage

S.no No of Respondents
of our organization Analysis

1 Strongly agree 35 35%

2 Agree 30 30%
3 Neutral 31 31%
4 Disagree 13 13%
5 Strongly disagree 11 11%
Total 120 100%

CHART NO: 3.11

CHART SHOWING THE INVOLVEMENT IN PROMOTING BRAND IMAGE OF

THE ORGANISATION

No of Respondents
40 35
35 30 31
30
25
20
15 13
11
10
5
0
Strongly agree Agree Neutral Disagree Strongly disagree

No of Respondents

INFERENCE

The above table shows that 35% of the respondents are strongly agree that they
promote brand image of the organization and the 11% of the respondents 11 % are strongly
disagree that they don’t involve themselves in promoting the image of the organisation.

30
 TABLE NO: 3.12

TABLE SHOWING THE PRESENCE OF FLAT STRUCTURED AND

TRANSPARENT ORGANISATION

Designing a flat structured and Percentage

S.no No of Respondents
transparent organization Analysis

1 Strongly agree 20 20%

2 Agree 33 33%
3 Neutral 29 29%
4 Disagree 23 23%
5 Strongly disagree 15 15%
Total 120 100%

CHART NO: 3.12

CHART SHOWING THE PRESENCE OF FLAT STRUCTURED AND

TRANSPARENT ORGANISATION

No of Respondents
35 33
29
30
25 23
20
20
15
15
10
5
0
Strongly agree Agree Neutral Disagree Strongly disagree

No of Respondents

INFERENCE

The above table shows that of the respondents 33% agree that there is flat
structure and transparency in the organization, and the remaining 23% disagree that they is no
flat structure and transparency in the organisation.

31
 TABLE NO: 3.13

TABLE SHOWING THE ACCEPTABLE GEOGRAPHIC LOCATIONS FOR

WORK

Acceptable geographic locations Percentage

S.no No of Respondents
for our work. Analysis
1 Strongly agree 22 22%
2 Agree 20 20%
3 Neutral 29 29%
4 Disagree 32 32%
5 Strongly disagree 17 17%
Total 120 100%

CHART NO: 3.13

CHART SHOWING THE ACCEPTABLE GEOGRAPHIC LOCATIONS FOR

WORK

No of Respondents
35 32
29
30
25 22
20
20 17
15
10
5
0
Strongly agree Agree Neutral Disagree Strongly disagree

No of Respondents

INFERENCE

The above table shows that 32% of the respondents disagree that they are not
provided with good location for work, and the remaining 17% strongly disagree that they are
provided with comfortable locations for work

32
 TABLE NO: 3.14

TABLE SHOWING THE PRACTICE OF PROFESSIONALISM AT WORK

Professionalism is pratical at Percentage

S.no No of Respondents
work. Analysis
1 Strongly agree 18 18%
2 Agree 25 25%
3 Neutral 28 28%
4 Disagree 31 31%
5 Strongly disagree 18 18%
Total 120 100%

CHARTNO: 3.14

CHART SHOWING THE PRACTICE OF PROFESSIONALISM AT WORK

No of Respondents
35 31
30 28
25
25
20 18 18

15
10
5
0
Strongly agree Agree Neutral Disagree Strongly disagree

No of Respondents

INFERENCE

The above table shows that 31% of the respondents disagree that
professionalism is not practiced, and the remaining 18% of the respondents agree that
professionalism is practiced at work.

33
 TABLE NO: 3.15

TABLE SHOWING THE FUN AND ENJOYMENT AT WORK

Work is made fun and

S.no No of Respondents Percentage Analysis
enjoyable

1 Strongly agree 18 18%

2 Agree 18 18%
3 Neutral 34 34%
4 Disagree 29 29%

5 21 21%
Strongly disagree
Total 120 100%

CHART NO: 3.15

CHART SHOWING THE FUN AND ENJOYMENT AT WORK

No of Respondents
40
34
35
29
30
25
20 18 18

15
10
5
0
Strongly agree Agree Neutral Disagree

No of Respondents

INFERENCE

The above table shows that 34% of the respondent neutral that they is no
enjoyment at work, and the remaining 18% agree that they enjoy their work.

34
 TABLE NO: 3.16

TABLE SHOWING THE PROMOTIONS ON PERFORMANCE BASIS

Promotion are given on a firm Percentage

S.no No of Respondents
performance basis. Analysis
1 Strongly agree 20 20%
2 Agree 21 21%
3 Neutral 30 30%
4 Disagree 28 28%
5 Strongly disagree 21 21%
Total 120 100%

CHART NO: 3.16

CHART SHOWING THE PROMOTIONS ON PERFORMANCE BASIS

No of Respondents
35 30
30 28
25 20 21 21
20
15
10
5
0
Strongly agree Agree Neutral Disagree Strongly disagree

No of Respondents

INFERENCE

The above table shows that 30% of the respondents neutral are not given, based
on performance basis and 20% of the respondent strongly agree are based on performance
basis.

35
 TABLE NO: 3.17

TABLE SHOWING THE RECOGNITION FOR HARD WORK AND TALENT

We are getting due recognition Percentage

S.no No of Respondents
for our hard work and talent. Analysis

1 Strongly agree 18 18%

2 Agree 21 21%
3 Neutral 33 33%
4 Disagree 29 29%
5 Strongly disagree 19 19%
Total 120 100%

CHART NO: 3.17

CHART SHOWING THE RECOGNITION FOR HARD WORK AND TALENT

No of Respondents
35 33
29
30
25 21
18 19
20
15
10
5
0
Strongly agree Agree Neutral Disagree Strongly disagree

No of Respondents

INFERENCE

The above table shows that 33% of the respondents have neutral that there is
no recognition for hard work and talent and the remaining 18% strongly agree that there is
recognition for hard work and talent.

36
 TABLE NO: 3.18

TABLE SHOWING THE ORGANIZATIONAL SUPPORT FOR HIGH

ACHIEVERS

Organization supports
Percentage
S.no high achievers among No of Respondents
Analysis
employees

1 Strongly agree 15 15%

2 Agree 31 31%
3 Neutral 29 29%
4 Disagree 16 16%

5 29 29%
Strongly disagree
Total 120 100%

CHART NO: 3.18

CHART SHOWING THE ORGANIZATIONAL SUPPORT FOR HIGH

ACHIEVERS

No of Respondents
35 31
29 29
30
25
20 16
15
15
10
5
0
Strongly agree Agree Neutral Disagree Strongly disagree

No of Respondents

INFERENCE

The above table shows that 31% of the respondent agree that organisation
supports high achievers and the remaining one third of the respondent 16% disagree that they
is no support high achievers from the organization.

37
 TABLE NO: 3.19

TABLE SHOWING THE MERIT AND PERFORMANCE ARE BASIS OF

ORGANIZATIONAL REWARDS

Organization reward persons on

Percentage
S.no the basis of merits and No of Respondents
Analysis
performance
1 Strongly agree 18 18%
2 Agree 36 36%
3 Neutral 23 23%
4 Disagree 20 20%
5 Strongly disagree 23 23%
Total 120 100%

CHART NO: 3.19

CHART SHOWING THE MERIT AND PERFORMANCE ARE BASIS OF

ORGANIZATIONAL REWARDS

No of Respondents
40
36
35

30

25 23 23
20
20 18

15

10

0
Strongly agree Agree Neutral Disagree Strongly disagree

No of Respondents

38
INFERENCE

The above table shows that 36% of the respondent agree that organizational
rewards are based on merits and performance, and the remaining 20% of the respondent
disagree that rewards are not given on the basis of merit.

39
 TABLE NO: 3.20

TABLE SHOWING THE REWARDS COMMENSURATE TO PERFORMANCE

AND CONTRIBUTION

Rewards are commensurate

Percentage
S.no to performance and No of Respondents
Analysis
contribution

1 Strongly agree 20 20%

2 Agree 36 36%
3 Neutral 26 26%
4 Disagree 16 16%
5 Strongly disagree 22 22%
Total 120 100%

CHART NO: 3.20

CHART SHOWING THE REWARDS COMMENSURATE TO PERFORMANCE

AND CONTRIBUTION

No of Respondents
40
36
35

30
26
25 22
20
20
16
15

10

0
Strongly agree Agree Neutral Disagree Strongly disagree

No of Respondents

40
INFERENCE

The above table shows that 36% of the respondents agree that organisation
encourages rewards for performance, and the remaining 64% of the respondent disagree that
organization don’t encourage rewards.

41
 TABLE NO: 3.21

TABLE SHOWING THE PROMOTING TEAM BONDAGE

Percentage
S.no Team bondage is promoted No of Respondents
Analysis

1 Strongly agree 24 24%

2 Agree 26 26%
3 Neutral 28 28%
4 Disagree 27 27%
5 Strongly disagree 15 15%
Total 120 100%

CHART NO: 3.21

CHART SHOWING THE PROMOTING TEAM BONDAGE

No of Respondents
30 28 27
26
24
25
20
15
15
10
5
0
Strongly agree Agree Neutral Disagree Strongly disagree

No of Respondents

INFERENCE

The above table shows that 28% of the respondents neutral that they are not
involved in promoting team bondage, and the remaining 72% of respondents agree that they
promote team bondage in the organization.

42
 TABLE NO: 3.22

TABLE SHOWING THE ORGANIZATION PROVIDES ATTRACTIVE AND

COMPETITIVE PAY

Attractive and competitive pay is Percentage

S.no No of Respondents
provided Analysis

1 Strongly agree 21 21%

2 Agree 30 30%
3 Neutral 36 36%
4 Disagree 23 23%
5 Strongly disagree 10 10%
Total 120 100%

CHART NO: 3.22

CHART SHOWING THE ORGANIZATION PROVIDES ATTRACTIVE AND

COMPETITIVE PAY

No of Respondents
40 36
35
30
30
25 23
21
20
15
10
10
5
0
Strongly agree Agree Neutral Disagree Strongly disagree

No of Respondents

INFERENCE

The above table shows that 36% of the respondents neutral that they are not
satisfied with pay package, and the remaining 64% agree that they are provided with
attractive pay package.

43
 TABLE NO: 3.23

TABLE SHOWING THE INTRODUCTION OF REWARDS SYSTEMS TO

STIMULATE INVOLVEMENT

Introducing reward system

Percentage
S.no to stimulate employees No of Respondents
Analysis
involvement

1 Strongly agree 18 18%

2 Agree 30 30%
3 Neutral 26 26%
4 Disagree 23 23%
5 Strongly disagree 23 23%
Total 120 100%

CHART NO: 3.23

CHART SHOWING THE INTRODUCTION OF REWARDS SYSTEMS TO

STIMULATE INVOLVEMENT

No of Respondents
35
30
30 26
25 23 23

20 18

15
10
5
0
Strongly agree Agree Neutral Disagree Strongly disagree

No of Respondents

INFERENCE

The above table shows that 30% of the respondent agree that the rewards
systems stimulate involvement, 70% of the remaining disagree that they are not provided
with rewards systems.

44
 TABLE NO: 3.24

TABLE SHOWING THE PROVIDING EMPLOYEES STOCK OPINIONS

Providing employee stock Percentage

S.no No of Respondents
options Analysis

1 Strongly agree 19 19%

2 Agree 20 20%
3 Neutral 27 27%
4 Disagree 30 30%
5 Strongly disagree 24 24%
Total 120 100%

CHART NO: 3.24

CHART SHOWING THE PROVIDING EMPLOYEES STOCK OPINIONS

No of Respondents
35
30
30 27
24
25
19 20
20
15
10
5
0
Strongly agree Agree Neutral Disagree Strongly disagree

No of Respondents

INFERENCE

The above table shows that 30% of the respondents disagree that they are not
part of the scheme and the remaining 70% agree of the respondents agree that they are part of
the suggestions scheme.

45
 TABLE NO: 3.25

TABLE SHOWING THE PROVIDING PERIODICAL PERKS AND

INCENTIVES

Providing periodical perks Percentage

S.no No of Respondents
and incentives Analysis
1 Strongly agree 16 16%
2 Agree 25 25%
3 Neutral 26 26%
4 Disagree 28 28%
5 Strongly disagree 25 25%
Total 120 100%

CHART NO: 3.25

CHART SHOWING THE PROVIDING PERIODICAL PERKS AND

INCENTIVES

No of Respondents
30 28
25 26 25
25

20
16
15

10

0
Strongly agree Agree Neutral Disagree Strongly disagree

No of Respondents

INFERENCE

The above table shows that 28% of the respondent disagree that they are not
provided with incentives and the remaining 72% agree that they the organizations provides
periodical perks and incentives.

46
 STATISTICAL TOOLS AND ANALYSIS

CHI- SQUARE TEST 1

Chi-square is the sum of the squared difference observed (o) and the
expected (e) data (or the deviation, d,) divided by the expected data in all possible categories.

NULL HYPOTHESIS (H0):

There is no relationship between the experience and promotions on

performance basis.

ALTERNATE HYPOTHESIS (H1):

There is relationship between the experience and promotions on

performance basis.

47
INFERENCE

Since the calculated value is greater than the tabulate value, we accept the
alternate hypothesis and hence there is a relationship between the experience and promotions
on performance basis.

48
ANALYSIS USING KARL PEARSON’S CORRELATION

Correlation analysis is the statistical tool used to measure the degree to which two variables
are linearly related to each other. Correlation measures the degree of association between two
variables.

Null hypothesis (H0):

There is positive relationship between the recognition for hard work talent and
organizational support for high achievers.

Alternate hypothesis (H1):

There is negative relationship between the recognition for hard and talent and
organizational support for high achievers.

49
INFERENCE

Since r is positive, there is positive relationship between the recognition for hard
work and talent and organizational support for high achievers.

50
 CHAPTER-4

FINDINGS

1. The study reveals that most of the respondents (39%) fall above 26 years of age and a
majority of the respondents (81%) are male.
2. A great majority of the respondents (62%) are qualified Post Graudate professionals.
3. Most of the respondents (67%) have 1- 5 years of work experience.
4. A great majority of the respondents (42%) are not given important in decision making.
5. Most of the respondents (44%) agree that job related training is given regularly.
6. The study illustrates that (37%) there is no free flow of communication.
7. The study reveals (25%) that there are opportunities for career growth.
8. Majority of the respondents (35%) agree that there are opportunities for internal
promotions.
9. The study illustrates that (33%) agree that there is no transparency in the organization.
10. The study illustrates that (32%) of respondents agree that they are provided with
acceptable geographic locations.
11. The study reveals that (31%) of respondents agree that professionalism is not practiced
at work.
12. The study that (36%) of respondents agree that rewards are given based on merit and
performance.
13. The study illustrates that (31%) of respondents agree that organizations support high
achievers.
14. The study illustrates that the respondents (28%) of respondents are neutral that are
involved in promoting team bondage.
15. The study depicts that (32%) of respondents agree that individual self-dignity is
respected.
16. The study illustrates that (36%) of respondents are agree with the pay.
17. The study reveals that (28%) of respondents agree that the organization provides
periodical perks and incentives.

51
 4.2 SUGGESTIONS

Apart from the findings mentioned above the researcher also places the following
general suggestions for enhancing Employee Retention Strategies in the organization.

Corporations invest crores of rupees in recruiting and training I.T. employees.

Retention of employees is an essential issue in this highly competitive job market. A high
turnout in the industry could cause a lot of problems. The problems begin with recruitment
practices and end with retention tools.

The suggestions given by the respondents to combat retention were:

Reward adequately

Recognize performance promptly

Provide better opportunities for career growth

Better facilities and work environment

Respect employees/friendly environment

Provide Job Security

52
 4.3 CONCLUSION

Retaining the resource of an organization is very critical to any organization. This

assumes greater significance in an IT firm. HR faces the challenging task of addressing this
issue. The various measures mentioned above will go a long way in motivating and retaining
employees. As it is said, motivated and satisfied employees reflect an organization's wealth
than a positive balance sheet.

To get a full grasp on the causes of retention, it is an important aspect for LT

organizations. In addition to holding exit interviews in which companies can compile data on
why employees leave, it is important also to examine the following:

Recruiting process

Call center metrics

Organizational structure

Coaching and career planning

Ongoing training opportunities

Organizational culture

By looking at the above characteristics, senior management will be able to get to the
core issues of retention and determine a strategy for organizational change. Creating an
environment where attrition is kept to a minimum will help to improve productivity, enhance
employee morale, reduce staffing expenses, and enrich the quality of service provided to
customers - all factors that contribute to a world-class organization.

53
 APPENDIX

PERSONAL PROFILE

1 Name

2. Gender

a) Male

b) Female

3 .Age

a) 18-20 year

b) 21-25 year

c) 26-30 year

d) 31-35 year

e) Above 35

4 .Educational qualification

a) School level

b) Under graduation

c) Post graduation

d) Diploma

e) ITI

5. Martial status

a) Married

b) Unmarried

54
 6. Employee experience in this field.

a) Less than a year

b) 1-5 year

c) 6-10 year

d) 11-15 year

e) 15 years above

GROWTH STRATEGIES

S.NO STRATEGIES RESPONSE

STRONGLY AGREE NEUTRAL DISAGREE STRONGLY

AGREE DISAGREE

Organisation has clear

1 and defined vision

2 Our participate and

involvement in
decisions making are
given importance.

3 Job related training is

given regularly

4 Organization
atmosphere facilitates
open/free flow of
communication

5 Presence of
opportunities for career

55
 growth

6 Involvement in
promoting brand image
of the organization

ENVIRONMENTAL STATEGIES

7 Presence of flat structured

and transparent
organization

8 Acceptable geographic
location for work

9 Practice of
professionalism at work

10 Work is made fun and

enjoyable

11 Promotion on
performance basis

12 Hard work and talent

SUPPORT STRATEGIES

13 Organizational support for

high achievers

14 Merits and performance

are basis of organizational

56
 rewards

15 Rewards commensurate to
performance and
contribution

16 Promoting team bondage

COMPENSATION STRATEGIES

17 Organization provide
attractive and competitive
pay

18 Introduction of rewards
system to stimulate
involvement

19 Providing employee stock

options

20 Providing periodic perks and

incentives

57
 BIBLIOGRAPHY

1) Davis, K. and Nestrom, J.W. (1985). Human Behaviour at work: Organizational Behaviour.
7th Edition,
McGraw Hill, New York,
2) Feld man, D.C., & Arnold, H.J., (1983). Managing Industrial and Group Behaviour in
Organizations
McGraw-Hill, New York, p.
3)Milkovich GM, Newman JM (2004). Compensation (8thed.). Burr Ridge, IL: Irwin
McGraw-Hill.
4)Spector, P.E., (1997). Job Satisfaction: Application, Assessment, Causes and Consequences
(Advanced
Topics in Organizational Behavior). 1st Edition, Sage Publications, CA, pp: 104.
5)Srijan Sengupta & Anjali Ray, Employee Retention: An Indian Perspective, lambert
Academic Publishing.
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