EXECUTIVE SUMMARY

Employee retention refers to policies and practices companies use to prevent valuable employees

from leaving their jobs. How to retain valuable employees is one of the biggest problem that

plague companies in the competitive mar\ketplace.

Not too long ago, companies accepted the “revolving door policy” as part of doing business and

were quick to fill a vacant job with another eager candidate. Nowadays, businesses often find that

they spend considerable time, effort, and money to train an employee only to have them develop

into a valuable commodity and leave the company for greener pastures.

The main focus of my project was on “EMPLOYEE RETENTION STRATEGIES”. In

this project I highlighted on new strategies of Subh Motors. Employee retention is main important

issue in every organization. Higher attrition rate increases the cost of turnover and reduces the

efficiency. Satisfaction of employees can be the solution for the increase employee retention.

To make strategies first prepare one questionnaire and then takes the opinion of 100

respondents. Another way to make strategy is by doing survey of retention rate in other companies.

For employee satisfaction these techniques are useful. Higher employee retention rate enhance

goodwill of company.

In order to create a successful company, employers should consider as many options as possible
when it comes to retaining employees, while at the same time securing their trust and loyalty so
they have less of a desire to leave in the future.

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 OBJECTIVES OF STUDY

There are some objectives of project on employee retention. Those are as follows:

 Reduce the Cost of Turnover:

The cost of employee turnover adds hundreds of thousands of money to a company's

expenses. While it is difficult to fully calculate the cost of turnover (including hiring costs, training
costs and productivity loss), industry experts often quote 25% of the average employee salary as a
conservative estimate.

 To stop Loss of Company Knowledge:

When an employee leaves, he takes with him valuable knowledge about the company,
customers, current projects and past history (sometimes to competitors). Often much time and
money has been spent on the employee in expectation of a future return. When the employee
leaves, the investment is not realized.

 Goodwill of the company:

The goodwill of a company is maintained when the attrition rates are low. Higher retention
rates motivate potential employees to join the organization. Higher retention rates lead goodwill of
a company in market and employees mind. More employees are attracted towards company
because goodwill of a company.

 To reduce attrition rate:

Lower attrition rates reduce cost of turnover and makes goodwill of a company in market.
Lower attrition rates can be sign of employee satisfaction.

 To employee satisfaction:

Organization makes the strategies for employee retention through that employees are
satisfied with their jobs. If organization satisfied to employees then employees can retain with
company for long period of time.

 Regaining efficiency:

If an employee resigns, then good amount of time is lost in hiring a new employee and then
training him/her and this goes to the loss of the company directly which many a times goes
unnoticed. And even after this you cannot assure us of the same efficiency from the new employee.

These objectives are beneficial for each and every organization. The companies achieve
these objectives that can easily make profit and goodwill in the market.

2
 COMPANY PROFILE

Maruti Suzuki Limited

Maruti Suzuki India Limited (MSIL, formerly known as Maruti Udyog Limited) is a subsidiary of
Suzuki Motor Corporation, Japan. Maruti Suzuki has been the leader of the Indian car market for
over two and a half decades. The company has two manufacturing facilities located at Gurgaon
and Manesar, south of New Delhi, India. Both the facilities have a combined capability to produce
over a 1.5 million (1,500,000) vehicles annually. The company plans to expand its manufacturing
capacity to 1.75 million by 2013.

The Company offers 15 brands and over 150 variants ranging from people's car Maruti 800 to the
latest Life Utility Vehicle, Ertiga. The portfolio includes Maruti 800, Alto, Alto K10, A-star,
Estilo, WagonR, Ritz, Swift, Swift DZire, SX4, Omni, Eeco, Kizashi, Grand Vitara, Gypsy and
Ertiga. In an environment friendly initiative, in August 2010 Maruti Suzuki introduced factory
fitted CNG option on 5 models across vehicle segments. These include Eeco, Alto, Estilo, Wagon
R and Sx4. With this Maruti Suzuki became the first company in India to introduce factory fitted
CNG vehicles.

In terms of number of cars produced and sold, the Company is the largest subsidiary of Suzuki
Motor Corporation. Cumulatively, the Company has produced over 10 million vehicles since the
roll out of its first vehicle on 14th December, 1983.

Maruti Suzuki is the only Indian Company to have crossed the 10 million sales mark since its
inception. In 2011-12, the company sold over 1.13 million vehicles including 1,27,379 units of
exports.

The Company employs over 9000 people (as on 31st March, 2012). Maruti Suzuki's sales and
service network is the largest among car manufacturers in India. The Company has been rated first
in customer satisfaction in the JD Power survey for 12 consecutive years. Besides serving the
Indian market, Maruti Suzuki also exports cars to several countries in Europe, Asia, Latin
America, Africa and Oceania

3
Maruti Suzuki

Maruti Suzuki India Limited (MSIL, formerly Maruti Udyog Limited) is a subsidiary of Suzuki
Motor Corporation of Japan. Maruti Suzuki is a leading manufacturer of passenger vehicles in
India. Lovingly referred to as the people's car maker; over the past three decades Maruti Suzuki
has changed the way people in India commute and travel.

Full Range of cars

We offer 15 brands and over 150 variants ranging from people's car Maruti 800 to the latest
Life Utility Vehicle, Ertiga. Our portfolio includes Maruti 800, Alto, A-star, Estilo,
WagonR, Ritz, Swift, Swift DZire, SX4, Omni, Eeco, Kizashi, Grand Vitara, Gypsy and
Ertiga.

Customer Delight

Over three decades, Maruti Suzuki has won the hearts of customers through high quality
products and services. Individual customers vouch for the quality and low Cost of
Ownership of Maruti Suzuki products. Structured, independent studies like the J D Power
Asia Pacific Customer Satisfaction Index, has ranked Maruti Suzuki as number one for the
last twelve years in a row. This unique achievement is unparalleled in the world, across
industries, as nowhere else in the world is the market leader no. 1 in customer satisfaction.

MARUTI SUZUKI AND ROAD SAFETY

Many industry surveys have shown that majority of road accidents are caused due to driver
negligence.

4
 Road safety has become a grave concern for all. This concern has driven us to make road safety
our priority.
Maruti Suzuki realizing the need to improve road safety and minimize accidents took up road
safety as its focused CSR initiative. Maruti Suzuki operates its Road Safety initiatives at two
levels.

NATIONAL ROAD SAFETY MISSION

National Road Safety Mission is the flagship Road Safety initiative introduced by
the Company in December 2008. Under this initiative, the Company took a
commitment of training over 500,000 people in safe driving practices in a span of
3 years. The Company has successfully met this achievement. Amongst the five
lakh people trained one lakh are from the underprivileged sections of society. The
main objective was to make them employable in driving profession.
Through our various road safety initiatives we have cumulatively trained over 10
lakh people in safe driving.

Manufacturing Excellence

With the merger, Maruti Suzuki India Limited will bring its entire diesel engine capacity under
one single management control.

We began our operations in 1983, with the first Maruti 800 rolling out from our Gurgaon plant.
Over the next two decades Maruti Suzuki car models led by Maruti 800 brought about a
revolution in the Indian car market.
As the automobile market grew so did our production capacities, production process and
infrastructure. Our scale and manufacturing today is completely different from when it began.

Today, Maruti Suzuki's plants are comparable with the best in the world in terms of quality,
productivity and operational efficiency.

Maruti Suzuki India Limited approves merger with Suzuki Powertrain India Limited.

Suzuki Powertrain India Limited, a subsidiary of Suzuki Motor Corporation, Japan, supplies

5
diesel engines as well as transmissions for vehicles to Maruti Suzuki India Limited.

Recently Maruti Suzuki Board of Directors approved a proposal to merge Suzuki Powertrain
India Limited (SPIL) with Maruti Suzuki India Ltd.

It is expected that the necessary regulatory approvals and legal requirements for the merger
may be completed by end December 2012.

Once the merger is approved, the books of accounts of SPIL will be merged with MSIL with
effect from April 1, 2012.

Facilities

Maruti Suzuki India has two state-of-the-art manufacturing facilities.The

Gurgaon facility spread over 300 acres is located around 25 kms south of
Delhi. This facility houses three fully integrated plants.

MARUTI SUZUKI AND ROAD SAFETY

Many industry surveys have shown that majority of road accidents are caused due to driver
negligence.

Road safety has become a grave concern for all. This concern has driven us to make road safety
our priority.

Maruti Suzuki realizing the need to improve road safety and minimize accidents took up road
safety as its focused CSR initiative. Maruti Suzuki operates its Road Safety initiatives at two
levels.

6
NATIONAL ROAD SAFETY MISSION

National Road Safety Mission is the flagship Road Safety initiative introduced by
the Company in December 2008. Under this initiative, the Company took a
commitment of training over 500,000 people in safe driving practices in a span of
3 years. The Company has successfully met this achievement. Amongst the five
lakh people trained one lakh are from the underprivileged sections of society.
The main objective was to make them employable in driving profession.

Through our various road safety initiatives we have cumulatively trained over 10
lakh people in safe driving.

7
 INTRODUCTION TO THE TOPIC
Companies today are forced to function in a world full of change and complexity, and it is more
important than ever to have the right employees in order to survive the surrounding competition. It
is a fact that a too high turnover rate affects companies in a negative way and retention strategies
should therefore be high on the agenda. When looking at this problem area we found that there
may be actions and tools that companies could use to come to terms with this problem. Research
told us that leadership, remuneration and elements like participation, feedback, autonomy, fairness,
responsibility, development and work-atmosphere is important for job satisfaction and retention.
Hiring knowledgeable people for the job is essential for an employer. But retention is even more
important than hiring. There is no dearth of opportunities for a talented person. There are many

Organizations which are looking for such employees. If a person is not satisfied by the job he’s
doing, he may switch over to some other more suitable job. In today’s environment it becomes
very important for organizations to retain their employees.

RETENTION

Employee retention is a process in which the employees are encouraged to remain with the
organization for the maximum period of time or until the completion of the project. Employee
retention is beneficial for the organization as well as the employee.

Employees today are different. They are not the ones who don’t have good opportunities in hand.
As soon as they feel dissatisfied with the current employer or the job, they switch over to the next
job. It is the responsibility of the employer to retain their best employees. If they don’t, they

IMPORTANCE OF EMPLOYEE RETENTION

The Cost of Turnover: The cost of employee turnover adds hundreds of thousands of money to a
company's expenses. While it is difficult to fully calculate the cost of turnover (including hiring
costs, training costs and productivity loss), industry experts often quote 25% of the average
employee salary as a conservative estimate.

8
Loss of Company Knowledge: When an employee leaves, he takes with him valuable knowledge
about the company, customers, current projects and past history (sometimes to competitors). Often
much time and money has been spent on the employee in expectation of a future return. When the
employee leaves, the investment is not realized.

Interruption of Customer Service: Customers and clients do business with a company in part
because of the people. Relationships are developed that encourage continued sponsorship of the
business. When an employee leaves, the relationships that employee built for the company are
severed, which could lead to potential customer loss.

Turnover leads to more turnovers: When an employee terminates, the effect is felt throughout
the organization. Co-workers are often required to pick up the slack. The unspoken negativity
often intensifies for the remaining staff.

Goodwill of the company: The goodwill of a company is maintained when the attrition rates are
low. Higher retention rates motivate potential employees to join the organization.

Regaining efficiency: If an employee resigns, then good amount of time is lost in hiring a new
employee and then training him/her and this goes to the loss of the company directly which many a
times goes unnoticed. And even after this you cannot assure us of the same efficiency from the
new employee would be left with no good employees. A good employer should know how to
attract and retain its employees. Retention involves five major things:
1) compensation
2) environment
3) growth
4) relationship
5) support

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WHY EMPLOYEES LEAVE THE ORGANISATION

Employees do not leave an organization without any significant reason. There are certain
circumstances that lead to their leaving the organization. The most common reasons can be:
Job is not what the employee expected to be: Sometimes the job responsibilities don’t come out to
be same as expected by the candidates. Unexpected job responsibilities lead to job dissatisfaction.
Job and person mismatch: A candidate may be fit to do a certain type of job which matches his
personality. If he is given a job which mismatches his personality, then he won’t be able to
perform it well and will try to find out reasons to leave the job.

 No growth opportunities: No or less learning and growth opportunities in the current job
will make candidate’s job and career stagnant.
 Lack of appreciation: If the work is not appreciated by the supervisor, the employee feels
de-motivated and loses interest in job.
 Lack of trust and support in coworkers, seniors and management: Trust is the most
important factor that is required for an individual to stay in the job. Non-supportive
coworkers, seniors and management can make office environment unfriendly and difficult
to work in.
 Stress from overwork and work life imbalance: Job stress can lead to work life
imbalance which ultimately many times lead to employee leaving the organization.
 Compensation: Better compensation packages being offered by other companies may
attract employees towards themselves.
 New job offer: An attractive job offer which an employee thinks is good for him with
respect to job responsibility, compensation, growth and learning etc. can lead an employee
to leave the organization.

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STRATEGIES FOR EMPLOYEE RETENTION

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

1. Hire the right people in the first place.

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

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

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

5. Provide them information and knowledge.

6. Keep providing them feedback on their performance.

7. Recognize and appreciate their achievements.

8. Keep their morale high.

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

fun.

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

level.

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HOW TO INCREASE EMPLOYEE RETENTION

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

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Employee retention can be increase by inculcating the following practices:

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

employees. Open communication tends to keep employees informed on key issues. Most
importantly, they need to know that their opinions matter and that management is 100%
interested in their input.

2. Employee Reward Program: A positive recognition for work boosts the motivational
levels of employees. Recognition can be made explicit by providing awards like best
employee of the month or punctuality award. Project based recognition also has great
significance. The award can be in terms of gifts or money.

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 3. Career Development Program: Every individual is worried about his/her career. He is
always keen to know his career path in the company. Organizations can offer various
technical certification courses which will help employee in enhancing his knowledge.
4. Performance Based Bonus: A provision of performance linked bonus can be made
wherein an employee is able to relate his performance with the company profits and hence
will work hard. This bonus should strictly be productivity based.
5. Recreation facilities: Recreational facilities help in keeping employees away from stress
factors. Various recreational programs should be arranged. They may include taking
employees to trips annually or bi-annually, celebrating anniversaries, sports activities, et al.
6. Gifts at Some Occasions: Giving out some gifts at the time of one or two festivals to the
employees making them feel good and understand that the management is concerned about
them.

RETENTION MYTHS

The process of retention is not as easy at it seems. There are so many tactics and strategies used in
retention of employees by the organizations. The basic purpose of these strategies should be to
increase employee satisfaction, boost employee morale hence achieve retention. But some times
these strategies are not used properly or even worse, wrong strategies are used. Because of which
these strategies fail to achieve the desired results. There are many myths related to the employee
retention process. These myths exist because the strategies being used are either wrong or are
being used from a long time. These myths prevent the employer from successfully implementing
the retention strategies. Let us learn about some of these myths.

1. Employees leave an organization for more pay: Money may be the motivating factor for
some but for many people it is not the most important factor. Money matters more to the low-
income-employees for whom it’s a survival issue. Money can make an employee stay in an
organization but not for long. The factors more important than money are job satisfaction, job
responsibilities, and individual’s skill development. The employers should understand this and
work out some other ways to make employees feel satisfied. When employees leave, management
tries to retain them by offering more money. But instead they should try to figure out the main

14
reason behind it. Issues that are mainly the cause of dissatisfaction are organization’s policies and
procedures, working conditions, relationship with the supervisor and salary, etc. For such
employees, achievement, growth, respect, recognition, is the main concern.

2. Incentives can increase productivity: Incentives can surely increase productivity but not for
long term. Cash incentives, volume work targets and speed awards are old management beliefs.
They can generate work speedily and in volumes but can’t boost employee commitment. Rather
speed can hamper the quality of work produced. What really glues employees to their work and
organization is quality work, meaningful responsibilities, recognition, respect, growth
opportunities and friendly supervisors.

3. Employees run away from responsibilities: It is a myth that employees run from
responsibilities. In-fact employees feel more responsible if they are given extra responsibilities
apart from their regular job. Employees look for variety, greater control on the processes and
authority to take decisions in their present job. They want opportunities to learn and grow.
Management can assign extra responsibilities to their employees and appreciate them on the
completion of these tasks. This will induce a sense of pride in the employee and will improve the
relationship between the management and the employee.

4. Loyalty is a thing of the past: Employees can be loyal but what they need is an employer
for whom they can be loyal. There is no reason for the employee to hop jobs if he’s satisfied with
the employer.

5. Taking measures to increase employee satisfaction will be expensive for the organizations:
The things actually required to improve employee satisfaction like respect, career growth and
development, appreciation, etc. can’t be bought. They are free of cost. An employer or

15
management that reacts well to the employee’s ideas and suggestions is enough for the employees
to be retained.

MANAGERS ROLE IN RETENTION

When asked about why employees leave, low salary comes out to be a common excuse. However,
research has shown that people join companies, but leave because of what their managers’ do or
don’t do. It is seen that managers who respect and value employees’ competency, pay attention to
their aspirations, assure challenging work, value the quality of work life and provided chances for
learning have loyal and engaged employees. Therefore, managers and team leaders play an active
and vital role in employee retention.

Managers and team leaders can reduce the attrition levels considerably by creating a motivating
team culture and improving the relationships with team members. This can be done in a following
way:

 Creating a Motivating Environment: Team leaders who create motivating environments

are likely to keep their team members together for a longer period of time. Motivation does
not necessarily have to come through fun events such as parties, celebrations, team outings
etc. They can also come through serious events e.g. arranging a talk by the VP of Quality
on career opportunities in the field of quality. Employees who look forward to these events
and are likely to remain more engaged.

 Standing up for the Team: Team leaders are closest to their team members. While they
need to ensure smooth functioning of their teams by implementing management decisions,
they also need to educate their managers about the realities on the ground. When agents see
the team leader standing up for them, they will have one more reason to stay in the team.

16
 Providing coaching: Everyone wants to be successful in his or her current job. However,
not everyone knows how. Therefore, one of the key responsibilities will be providing
coaching that is intended to improve the performance of employees. Managers often tend to
escape this role by just coaching their employees. However, coaching is followed by
monitoring performance and providing feedback on the same.

 Delegation: Many team leaders and managers feel that they are the only people who can do
a particular task or job. Therefore, they do not delegate their jobs as much as they should.
Delegation is a great way to develop competencies.

 Extra Responsibility: Giving extra responsibility to employees is another way to get them
engaged with the company. However, just giving the extra responsibility does not help. The
manager must spend good time teaching the employees of how to manage responsibilities
given to them so that they don’t feel over burdened.

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

17
 LITERATURE REVIEW

Kanwal and Muhammad (2013), focused on the retention of employees in banks in Pakistan.

Research focused on the factors that are in relevance to the bonus and rewards, satisfaction of

employees with the job, training as a career exposure management team work, are the major

contributors towards the employee retention in an organization. It was found that training and

development had a significant impact on the employee retention. Other factors that have been

recognized in the literature review had a synergic effect on the employees’ performance.

Therefore it was suggested that both the employees and the Manager must work in a team and

had an effective collaboration with each other while performing in the team work.

Mathur, Atul and Agarwal, P. K. (2013), aimed to understand the impact of retention strategies

on employee turnover in sugar industry in India. The focus of this study was on dysfunctional

turnover. Other variables such as welfare benefits, personal satisfaction and organization culture,

which are associated with the employee turnover, were also investigated as a part of this Chapter

3: Review of Literature 65 study. It was found that the main reason for leaving the organization

by employees were compensation and working environment. Results of the study revealed that

retention strategies have direct impact on employee turnover. Researcher suggested that by using

different HR practices like effective compensation policy, performance appraisal, training and

development programme, feedback and assigning competitive work the condition of employee

retention can been increased.

Balakrishnan and Masthan, D. (2013), identified the drivers of the employee engagement and

also examined the relationship between employee engagement and employee retention. It was

observed that employee engagement leads to commitment and psychological attachment and

18
reflects in the form of high retention (low attrition) of employees. The study suggested that the

level of engagement in employees can be enhanced by identifying its drivers (influential factors).

Organizations can design good practices in the light of findings to retain their best talent (highly

skilled and specialized human resources) without much financial burden. Statistical evidence in

the study confirm that the employee retention can be improved by addressing nonfinancial

drivers of employee engagement like communication, recognition, manager/supervisor support

(relationship), work engagement, team work and role clarity.

Kwenin, O. D. and Muathe S. et.al (2013), analyzed the influence of employee rewards, job

satisfaction and human resource policies on employee retention in Vodafone Ghana Limited. The

results showed that organizations’ fair reward systems lead to equity and increase retention. The

findings also revealed that job satisfaction and favourable human resource policies have positive

link with retention. Moreover, the study also identified that employee job satisfaction as a strong

signal for retention. Consequently, the study recommended that management of the organization

should provide intrinsic values in the jobs to make them more satisfying for the employees to

stay. Chapter 3: Review of Literature 66 Human resources policies were also identified to

connect directly with retention, and was thus suggested that the company should take a second

look at its policies to promote growth and opportunities for employees.

Appiah, A. F. and David A. (2013), focused on human resource management activities that were

frequently used in the mining industry in Ghana and their effect on employee retention. The main

findings of the study were that majority of turnover intentions within the organization were

attributable to human resource management. Training and development, communication and

information sharing, health, safety and welfare, incentives and compensation and job security

factors were very significant in bringing about turnover intentions within the mining industry.

19
The study provides insights into the effects of human resource management practices on

employees’ intension to leave and retention in the mining sector in Ghana.

Lakshmi Devi, R., Amalraj R. et. al. (2013), aimed to study the employee turnover ratio in a

pharmaceutical industry in India. It was observed that the mean of the pull factors was higher

owing to higher turnover intention of the employees. Under this study, all factors were divided

into two clusters using hierarchical clustering technique namely push and pull factors. The

various push factors identified in case study were: Health reasons (Personal), family problems,

pursuance of higher education, behavior of boss, conflict of employees, motivation and

encouragement of good work, size of the organization, difficulty of job and social status. Among

the pull factors, expectation of a high salary, expectation of promotion and reputation of the

organization was the most significant reasons for which the employees quit. Among the push

factors, family related problems were the most significant push factor contributing to employee

exit. This study concluded that the most significant factor is pull factor. The push factor also

contributed to the turnover, but not significantly.

Reiche Sebstian B. (2008), conducted a research to explore the determinants which influence

retention capacity of MNCs. Researcher proposed a conceptual framework through linked

institutional and human resource management perspectives. Labour market perspective and

psychological perspective were addressed. It was found that the level of satisfaction and

commitment of subsidiary staff which may be affected by HR practices can be moderate by

locally oriented management style.

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 RESEARCH METHODOLOGY
Research Design:

Research design is important primarily because of the increased complexity in the market. In
fact, it is the key to the evolution successful of companies. It is an important tool to study the
employee retention strategies. A research design specifies the methods and procedures for
conducting a particular study. According to Kerlinger, ‘research design is a plan, conceptual
structure, and strategy of investigation conceives as to obtain answers to research questions and
to control variance.

Sample Size
Sample was taken on judgmental basis. The advantage of sampling are that it is much less costly,

quicker and analysis will become easier. Sample size taken was 50 employees.

Sample Method

The task of data collection begins after the research problem has been defined and
research design chalked out. While deciding the method of data collection to be used for the
study, the researcher should keep in mind two types of data viz. Primary and secondary data.

DATA COLLECTION

Primary Data: -
The primary data are those, which are collected afresh and for the first time and thus
happen to be original in character. The primary data were collected through well-designed and
structured questionnaires based on the objectives.

Secondary Data:

The secondary data are those, which have already been collected by someone else and
passed through statistical process. The secondary data required of the research was collected
through various newspapers, and Internet etc.

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 ANALYSIS AND INTERPRETATION

Q1. I get the best possible work environment ?

Response No. Of Respondents Percentage

Agree 32 64
Strongly Agree 7 14
Neutral 11 22
Disagree 0 0

Strongly Disagree 0 0
Total 50 100

Agree

Strongly Agree
22%
Neutral
14% 64%
Disagree

Strongly Disagree

Interpretation:-

The above chart indicates that employees are satisfied with working environment
provided by organization.

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Q 2. I take pride in the company?

Response No. of respondents Percentage

Agree 29 58
Strongly Agree 14 28
Neutral 7 14
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

Agree
14%
Strongly Agree

Neutral
28% 58%
Disagree

Strongly Disagree

INTERPRETATION:-

The above chart indicates that the most of the employee feel pride to work in the
company.

23
Q 3. My organization lives its corporate values?

Response No. of respondents Percentage

Agree 18 36
Strongly Agree 7 14
Neutral 14 28
Disagree 7 14
Strongly Disagree 4 8
Total 50 100

7% Agree

14% 36% Strongly Agree

Neutral

28% Disagree

14%
Strongly Disagree

INTERPRETATION:-

50% people are in favor with above statement but 50% people have doubt about it.

24
Q 4. My organization provides employee appreciation program?

Response No. of respondents Percentage

Agree 11 22
Strongly Agree 7 14
Neutral 22 44
Disagree 10 20
Strongly Disagree 0 0

Total 50 100

Agree

20% 22%
Strongly Agree

Neutral
14%
Disagree
44%
Strongly Disagree

INTERPRETATION:-
The above graph indicates that organization provides employee appreciation
program but not for all employees.

25
Q 5. We celebrate personal events in the work place such as birthday?

Response No. of respondents Percentage

Agree 18 36
Strongly Agree 28 56
Neutral 4 8
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

8% Agree

Strongly Agree
36%
Neutral

56% Disagree

Strongly Disagree

INTERPRETATION:-

This graph indicates that organization fully motivate its employees by celebrating
their birthday and other parties.

26
Q6 My organization provides training and development opportunities to the
employees?

Response No. of respondents Percentage

Agree 18 36
Strongly Agree 7 14
Neutral 18 36
Disagree 7 14
Strongly Disagree 0 0
Total 50 100

Agree
14%
36% Strongly Agree

Neutral

36%
Disagree
14%
Strongly Disagree

INTERPRETATION:-

The above graph indicates that organization provides training and development
opportunities to the employees adequately. Moreover, it needs to give more focus
this issue.

27
Q7. My organization has an effective mentoring or budding system?

Response No. of respondents Percentage

Agree 25 50
Strongly Agree 4 8
Neutral 18 36
Disagree 3 6
Strongly Disagree 0 0
Total 50 100

6% Agree

Strongly Agree

36% 50% Neutral

Disagree

8% Strongly Disagree

INTERPRETATION:-
The above graph shows that organization has an effective mentoring or budding
system

28
Q8. The compensation plans are managed fairly and equitably in the organization?

Response No. of respondents Percentage

Agree 14 28
Strongly Agree 0 0
Neutral 29 58
Disagree 0 0
Strongly Disagree 7 14
Total 50 100

Agree
14%
28% Strongly Agree

Neutral

Disagree
58%
Strongly Disagree

INTERPRETATION:-

The above graph indicates that the organization does not much take care about the
compensation plans for employees.

29
Q9. The organization offers profit sharing plans to the employees?

Response No. of respondents Percentage

Agree 15 30`
Strongly Agree 0 0
Neutral 18 36
Disagree 7 14
Strongly Disagree 10 20
Total 50 100

Agree
20%
30% Strongly Agree

Neutral
14%
Disagree
36%
Strongly Disagree

INTERPRETATION:-

The above graph indicates that organization has not sufficient offers for profit
sharing plans to the employees

30
Q10. Organization is able to retain employees?

Response No. of respondents Percentage

Agree 29 58
Strongly Agree 7 14
Neutral 10 20
Disagree 4 8
Strongly Disagree 0 0
Total 50 100

8% Agree

Strongly Agree
20%
Neutral
58%
14% Disagree

Strongly Disagree

INTERPRETATION:-

The above graph indicates that employees are fully preferred to work in that
organization and also company has full ability to retain the employees.

31
Q11. Manager building personal bonds with their subordinates?

Response No. of respondents Percentage

Agree 18 36
Strongly Agree 18 36
Neutral 14 28
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

Agree

28% 36% Strongly Agree

Neutral

Disagree
36%
Strongly Disagree

INTERPRETATION:-

The above Chart indicates full fledge favor of the manager of company to build
personal bonds with their subordinates

32
Q12. Reward systems exist in organization?

Response No. of respondents Percentage

Agree 22 44
Strongly Agree 3 6
Neutral 11 22
Disagree 4 8
Strongly Disagree 10 20
Total 50 100

Agree
21%
Strongly Agree
43%
7% Neutral

Disagree
22%
Strongly Disagree
7%

INTERPRETATION:-

The above Chart indicates that company preferred to give reward to deserving
candidates, but it should give more concentration to reward system because it is the
best source of motivating employees

33
Q13. Company has exciting challenges?

Response No. of respondents Percentage

Agree 36
18
Strongly Agree 28
14
Neutral 7
4
Disagree 14
7
Strongly Disagree 14
7
Total 50 100

14% Agree

36% Strongly Agree

14%
Neutral

7% Disagree

29% Strongly Disagree

INTERPRETATION:-

The above Chart indicates that company need to be more challenging to their
competitors in order to get the higher rank in the corporate.

34
Q14. Employee has Freedom and autonomy?

Response No. of respondents Percentage

Agree 21 43
Strongly Agree 10 21
Neutral 15 29
Disagree 0 0
Strongly Disagree 4 7
Total 50 100

7% Agree

Strongly Agree
29% 43%
Neutral

Disagree

21% Strongly Disagree

INTERPRETATION:-

The above Chart indicates that company gives the freedom to the employees, and
employee has right of self-sufficiency to take decisions.

35
Q15. Job has exciting challenges.?

Response No. of respondents Percentage

Agree 20 29
Strongly Agree 8 25
Neutral 15 21
Disagree 3 7
Strongly Disagree 4 14
Total 50 100

14% Agree

29% Strongly Agree

7%
Neutral
21%
Disagree
29%
Strongly Disagree

INTERPRETATION:-

The above Chart indicates the different opinions; it may be because of the different
job responsibility of the different employees. But overall job has exciting challenge
with in organization

36
Q16. Manager clearly defines job responsibilities?

Response No. of respondents Percentage

Agree 14 28
Strongly Agree 14 29
Neutral 14 29
Disagree 4 7
Strongly Disagree 4 7
Total 50 100

7% Agree
7%
28% Strongly Agree

Neutral
29%
Disagree
29%
Strongly Disagree

INTERPRETATION:-

The above Chart indicates that manager is fully able to describe the responsibility
of job to employees. Manager himself is pretended to be fully responsible towards
his employees and job.

37
Q17. Manager encourages for high achievement?

Response No. of respondents Percentage

Agree 18 36
Strongly Agree 25 50
Neutral 7 14
Disagree 0 0
Strongly Disagree 0 0
Total 50 100

Agree
14%
Strongly Agree
36%
Neutral

Disagree
50%
Strongly Disagree

INTERPRETATION:-

The above Chart is fully favorable to the manager to give confidence and give full
support to his employees to achieve the goals of companies. This the good sign for
the company’s growth.

38
Q18. Manager gets support and teamwork from other areas?

Response No. of respondents Percentage

Agree 18 37
Strongly Agree 7 14
Neutral 7 14
Disagree 11 21
Strongly Disagree 7 14
Total 50 100

Agree
14%
Strongly Agree
36%
22% Neutral

Disagree

14% 14% Strongly Disagree

INTERPRETATION:-

The above Chart indicates that manager does not much preferred to get support
from other areas. He need to give more focus on this area.

39
Q19. Manager provides continuous feedback?

Response No. of respondents Percentage

Agree 29 58
Strongly Agree 7 14
Neutral 7 14
Disagree 4 7
Strongly Disagree 3 7
Total 50 100

7%
7% Agree

Strongly Agree
14%
Neutral
57%
15% Disagree

Strongly Disagree

INTERPRETATION:-

Feedback is mandatory to control over the retention rate of company. Manager

focus on continuous feedback, that’s why he able to retain his employees.

40
Q20. Organization spends more time and money on retention program rather than
on recruitment?

Response No. of respondents Percentage

Agree 18 36
Strongly Agree 3 7
Neutral 15 29
Disagree 7 14
Strongly Disagree 7 14
Total 50 100

14% Agree

36% Strongly Agree

14%
Neutral

Disagree
29% 7%
Strongly Disagree

INTERPRETATION:-

To control the retention rate would be more profitable rather than to spend money
on new employee. Company gives more focus on the retention rate than the
recruitment of new employee.

41
 FINDINGS

・ From the analysis it is found that most of the respondents are

satisfied with the working hours of the organization

・ From the analysis it is found that roles & responsibilities are clearly
defined by the Reporting heads.

・ From the analysis it is found that employees feel that their superior's
commitment towards job is good.

・ From the analysis it is found that respondents feel that training and
orientation programs are neither good nor bad.

・ From the analysis it is found that most of the respondents are

satisfied with job.

・ From analysis it is found that there is a significant relationship

between Work Culture of the Company and interpersonal relationship
between employees.

・ From analysis it is found that there is a no significant relationship

between overall

42
 SUGGESTIONS

TO CONTROL THE RETENTION RATE WOULD BE MORE PROFITABLE FOR THE

ORGANIZATION. HCL ALMOST FULFILL THE ISSUE OF EMPLOYEE

RETENTION BUT THERE IS SOMETHING TO IMPROVE AS DISCUSS ABOVE

RESULT.

“SHOW ME THE MONEY” IS NOT THE SINGULAR SOLUTION. WHILE BONUSES,

STOCK-OPTIONS, AND FLEXTIME ARE APPRECIATED, WHAT EMPLOYEES REALLY

WANT IS SOME ASSURANCE OF CONTINUED EMPLOYABILITY. HERE ARE THE

MOST POPULAR WORKER RETENTION STRATEGIES:

78% CONFERENCES AND SEMINARS

67% TUITION REIMBURSEMENT

67% MANAGERIAL TRAINING

58% PAY FOR PERFORMANCE

57% FLEXTIME

57% INTERPERSONAL SKILLS TRAINING

55% TECHNICAL TRAINING

43
 LIMITATION

1. The findings of the study are subjected to bias and prejudice of the respondents.

2. Area of the study is confined to the employees in Shubh Motors, Jabalpur only.

3. Time factor can be considered as a main limitation.

4. The findings of the study are solely based on the information provided by the

respondents.

5. The accuracy of findings is limited by the accuracy of statistical tools used for

analysis.

6. Findings of the research may change in future studies due to area, demography,

age condition of economy etc.

44
 CONCLUSION
The research has a humble attempt in identifying the causes of employee retention and
come up with a few suggestions. So, the management has simply to concretize people and live
them alone with an environment in which they find it possible it behave appropriately, identify
the problem, appreciate the need to resolve it, identify the factors and contributing to the problem
and behave in ways that would either eliminate the casual variables or reduce their influence on
the problems. Though slow, the process of concretization is sure to produce the desired results
conducted in proper ways.
Employees comprise the most vital assets of the company. In a work place where
employees are not able to use their full potential and not heard and valued, they are likely to
leave because of stress and frustration. They need transparent work environment to work in. In a
transparent environment where employees get a sense of achievement and belongingness, where
they can best utilize their potential and realize their skills. They love to be the essential part of
such organization and the company is benefited with a stronger, reliable work-force harboring
bright new ideas for its growth.

45
 BIBLIOGRAPHY
BOOKS

・ Human Resource Management C.B.Memoria

・ Research methodology C.R.Kothari
・ T. N. Chabra, Dhanpat Rai

JOURNALS

International Journal of Business and Management Invention “ A study of Employee Retention”

ISSN (Online): 2319 – 8028, ISSN (Print): 2319 – 801, 2 (8):08- 2013.

Indian Journal of Applied Research,” A Study on Appraisal And Reward In BSNL With Special
Reference to Job Satisfaction in Three Different SSAs Using modeling. Volume : 6 | Issue : 7 |
July 2016 | ISSN - 2249-555X | IF : 3.919 | IC Value : 74.50

International Research Journal of Arts and Social Sciences Effect of human resource
management practices on employee retention: perspectives from the mining industry in Ghana”
(ISSN: xxx - xxx) Vol. 2(2) pp. 30-48, March, 2013

International Research Journal of Emerging Trends in Multidisciplinary “An Empirical Study of

Private Sector Banks Employee Retention” ISSN 2395 - 4434 Volume 2, Issue 01 January 2016

International Journal of Information, Business and Management “Job Satisfaction of the

Teaching and Non-Teaching Staff of The Lyceum of the Philippines University – Batangas”
ISSN 2076-9202 (Print) ISSN 2218-046X (Online) , VOLUME 6 NUMBER 4 Nov 2014

Websites

www.tatamotors.
www.mycar.com
www.retainme.com

46
 ANNEXURE
Q1. I get the best possible work environment ?

Response No. Of Respondents Percentage

Agree
Strongly Agree
Neutral
Disagree
Strongly Disagree
Total

Q 2. I take pride in the company?

Response No. of respondents Percentage
Agree
Strongly Agree
Neutral
Disagree
Strongly Disagree
Total

Q 3. My organization lives its corporate values?

Response No. of respondents Percentage

Agree
Strongly Agree
Neutral
Disagree
Strongly Disagree
Total

47
Q 4. My organization provides employee appreciation program?

Response No. of respondents Percentage

Agree
Strongly Agree
Neutral
Disagree
Strongly Disagree

Total

Q 5. We celebrate personal events in the work place such as birthday?

Response No. of respondents Percentage

Agree
Strongly Agree
Neutral
Disagree
Strongly Disagree
Total

48
Q6 My organization provides training and development opportunities to the
employees?
Response No. of respondents Percentage
Agree
Strongly Agree
Neutral
Disagree
Strongly Disagree
Total

Q7. My organization has an effective mentoring or budding system?

Response No. of respondents Percentage

Agree
Strongly Agree
Neutral
Disagree
Strongly Disagree
Total

Q8. The compensation plans are managed fairly and equitably in the organization?
Response No. of respondents Percentage
Agree
Strongly Agree
Neutral
Disagree
Strongly Disagree
Total

49
Q9. The organization offers profit sharing plans to the employees?

Response No. of respondents Percentage

Agree
Strongly Agree
Disagree
Strongly Disagree
Total

Q10. Organization is able to retain employees?

Response No. of respondents Percentage
Agree
Strongly Agree
Neutral
Disagree
Strongly Disagree
Total

Q11. Manager building personal bonds with their subordinates?

Response No. of respondents Percentage
Agree
Strongly Agree
Neutral
Disagree
Strongly Disagree
Total

50
Q12. Reward systems exist in organization?

Response No. of respondents Percentage

Agree
Strongly Agree
Neutral
Disagree
Strongly Disagree
Total

Q13. Company has exciting challenges?

Response No. of respondents Percentage

Agree
Strongly Agree
Neutral
Disagree
Strongly Disagree
Total
Q14. Employee has Freedom and autonomy?

Response No. of respondents Percentage

Agree
Strongly Agree
Neutral
Disagree
Strongly Disagree
Total

51
Q15. Job has exciting challenges.?

Response No. of respondents Percentage

Agree
Strongly Agree
Neutral
Disagree
Strongly Disagree
Total

Q16. Manager clearly defines job responsibilities?

Response No. of respondents Percentage

Agree
Strongly Agree
Neutral
Disagree
Strongly Disagree
Total

Q17. Manager encourages for high achievement?

Response No. of respondents Percentage
Agree
Strongly Agree
Neutral
Disagree
Strongly Disagree
Total

52
Q18. Manager gets support and teamwork from other areas?
Response No. of respondents Percentage
Agree
Strongly Agree
Neutral
Disagree
Strongly Disagree
Total

Q19. Manager provides continuous feedback?

Response No. of respondents Percentage
Agree
Strongly Agree
Neutral
Disagree
Strongly Disagree
Total

53