SUMMER TRAINING

Project Report
ON

EMPLOYEE RETENTION
Reliance Communications Limited
SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS
FOR THE MASTERS DEGREE IN BUSINESS ADMINISTRATION
OF

UTTARAKHAND TECHNICAL UNIVERSITY,DEHRADUN

SUBMITTED BY:KRITIKA BANSAL
MBA 3rd SEM (HR)
ENROLLMENT NO.130360500899

INTERNAL GUIDE:DR. Vasudha Sharma

DOON BUSINESS SCHOOL, DEHRADUN

1

CERTIFICATE

This is certify that the project entitled EMPLOYEE RETENTION IN RELIANCE

COMMUNICATION in LUCKNOW student of Doon Business School submitted to the
Doon Business School Dehradun in the partial fulfillment of the Masters of Business
Administration in Marketing is a record of original research work done by Miss.Kritika
Bansal during the period of 2013-2015 in the department of management at DBS Dehradun
under my supervision and guidance and the dissertation has not formed the basis for the award
of any degree/diploma or other similar title of any university.

GUIDE SIGNATURE
DR.VASUDHA SHARMA
DOON BUSINESS SCHOOL

ACKNOWLEDGEMENT
2

STUDENT NAME
KRITIKA BANSAL
MBA 3rd SEM

I am grateful to my research guide Dr. VASUDHA SHARMA, who provided me valuable

guidance for this project without his guidance, this report might not have reached the present
stage.
Finally, I would like to thank other countless people, who helped me directly or indirectly, as
they have been generous with their time, support and encouragement.

KRITIKA BANSAL
MBA 3rd SEM
(HR) (2013-2015)

CERTIFICATE OF ORIGINALITY
3

I KRITIKA BANSAL a full-time bona fide student of Master of Business

Administration (MBA) Program of Doon Business School, Dehradun. I hereby certify that
this

training

report

project

work

carried

out

by

me

at

RELIANCE

COMMUNICATIONS. submitted in partial fulfilment of the requirements of the program is

an original work of mine under the guidance of the industry guide and internal (faculty) guide
DR. VASUDHA SHARMA and is not based on or reproduced from any existing work of any
other person or on any earlier work undertaken at any other time or for any other purpose, and
has not been submitted anywhere else at any time.

(Student's Signature)

Date:

(Internal Guides Signature)

TABLE OF CONTENTS

Serial No.

Topics

1.

EXECUTIVE SUMMARY

2.

INTRODUCTION

3.

LITERATURE REVIEW

4.

STATEMENT OF THE PROBLEM

5.

OBJECTIVE OF THE STUDY

6.

NATURE AND SCOPE OF THE STUDY

7.

LIMITATIONS

8.

RESEARCH METHODOLOGY

9.

ANALYSIS/INTERPRETATION

10.

CONCLUSION

11.

SUGESSTIONS (RECOMMENDATIONS)

12.

BIBLIOGRAPHY / REFERENCES

13.

ANNEXURES

Page No.

OF

THE

STUDY

EXECUTIVE SUMMARY
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 dont 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 dont, they would be left
with no good employees. A good employer should know how to attract and retain its
employees.
Most employees feel that they are worth more than they are actually paid. There is a natural
disparity between what people think they should be paid and what organizations spend in
compensation. When the difference becomes too great and another opportunity occurs,
turnover can result. Pay is defined as the wages, salary, or compensation given to an employee
in exchange for services the employee performs for the organization. Pay is more than
dollars and cents it also acknowledges the worth and value of the human contribution. What
people are paid has been shown to have a clear, reliable impact on turnover in numerous
studies.
Employees comprise the most vital assets of the company. In a work place where employees
are not able to use their full potential and not heard and valued, they are likely to leave
because of stress and frustration. In a transparent environment while employees get a sense of
achievement and belongingness from a healthy work environment, the company is benefited
with a stronger, reliable work-force harbouring bright new ideas for its growth Blog Online
And Earn Money.

Industry Profile:TELECOMMUNICATION
The telecom industry has been divided into two major segments, that is,
fixed and wireless cellular services for this report. Besides, internet services,
VAS, PMRTS and VSAT also have been discussed in brief in the report.
In todays information age, the telecommunication industry has a vital role
to play. Considered as the backbone of industrial and economic
development, the industry has been aiding delivery of voice and data
services at rapidly increasing speeds, and thus, has been revolutionising
human communication.
Although the Indian telecom industry is one of the fastest-growing industries
in the world, the current teledensity or telecom penetration is extremely low
when compared with global standards. Indias teledensity of 36.98% in FY09
is amongst the lowest in the world. Further, the urban teledensity is over
80%, while rural teledensity is less than 20%, and this gap is increasing. As
majority of the population resides in rural areas, it is important that the
government takes steps to improve rural teledensity. No doubt the
government has taken certain policy initiatives, which include the creation of
the Universal Service Obligation Fund, for improving rural telephony. These
measures are expected to improve the rural tele-density and bridge the
rural-urban gap in tele-density.
Introduction - Evolution
Indian telecom sector is more than 165 years old. Telecommunications was
first introduced in India in 1851 when the first operational land lines were
laid by the government near Kolkata (then Calcutta), although telephone
services were formally introduced in India much later in 1881. Further, in
1883, telephone services were merged with the postal system. In 1947,
after India attained independence, all foreign telecommunication companies
were nationalised to form the Posts, Telephone and Telegraph (PTT), a body
that was governed by the Ministry of Communication. The Indian telecom
sector was entirely under government ownership until 1984, when the
private sector was allowed in telecommunication equipment manufacturing
only. The government concretised its earlier efforts towards developing R&D
in the sector by setting up an autonomous body Centre for Development of
Telematics (C-DOT) in 1984 to develop state-of-the-art telecommunication
technology to meet the growing needs of the Indian telecommunication
network. The actual evolution of the industry started after the Government
separated the Department of Post and Telegraph in 1985 by setting up the
Department of Posts and the Department of Telecommunications (DoT).
7

The entire evolution of the telecom industry can be classified into

three distinct phases.

Phase I- Pre-Libralisation Era (1980-89)

Phase II- Post Libralisation Era (1990-99)

Phase III- Post 2000

Until the late 90s the Government of India held a monopoly on all types of
communications as a result of the Telegraph Act of 1885. As mentioned
earlier in the chapter, until the industry was liberalised in the early nineties,
it was a heavily government-controlled and small-sized market, Government
policies have played a key role in shaping the structure and size of the
Telecom industry in India. As a result, the Indian telecom market is one of
the most liberalised market in the world with private participation in almost
all of its segments. The New Telecom Policy (NTP-99) provided the much
needed impetus to the growth of this industry and set the trend for
libralisation in the industry.
Current Status
Globalisation has made telecommunication an integral part of the
infrastructure of the Indian economy. The telecom sector in India has
developed as a result of progressive regulatory regime.
According to the TRAI, the total gross revenue of the Indian telecom
services industry was Rs 1,524 bn in FY09 up from Rs 1,291 bn in FY08
registering a growth of 18.03% over FY08 and its subscriber base grew by
43% over FY08 to touch 429.70 mn subscribers in FY09.

The telecom sector in India experienced a rapid growth over the past decade
on account of regulatory libralisation, structural reforms and competition,
making telecom one of the major catalysts in Indias growth story. However,
much of this growth can be attributed to the unprecedented growth in
mobile telephony as the number of mobile subscribers grew at an
astounding rate from 10 million in 2002 to 392 million in 2009. Besides, the
growth in the service and IT and ITeS sector also increased the prominence
of the telecom industry in India. Telecom has emerged as a key
infrastructure for economic and consumer growth because of its multiplier
effect and the fact that it is beneficial to trade in other industries. The
contribution of the sector to GDP has been increasing gradually (its
contribution in GDP has more than doubled to 2.83% in FY07 from 1.0% in
FY92).
Telecom is one of the fastest-growing industries in India; on an average the
industry added 8 million wireless subscribers every month in FY08. The
government had set a target of 500 million telecom connections by 2010.
However, according to the TRAI, the total subscriber base (wireless and
wireline) in the industry crossed the 500-mn-mark and reached 509.03 mn
by the end of September 2009, which took India to the second position in
terms of wireless network in the world next only to China. Prior to
liberalisation, the telecom sector was monopolised by the public sector and
recorded marginal growth; in fact, during 1948-1998, the incremental
teledensity in the country was just 1.92%. However, the introduction of
NTP99 accelerated the growth of the sector and the teledensity increased
9

from 2.33 in 1999 to 36.98 in 2009; however, much of this

growth was brought about by the NTP-99 policy changes such as migration
from fixed license fee to revenue sharing regime and cost-oriented telecom
tariffs. From 2003 onwards the government has taken certain initiatives such
as unified access licensing regime, reduced access deficit, introduction of
calling party pays (CPP) and revenue sharing regime in ADC that has
provided further impetus to the sector.
The Indian telecom industry is characterised with intense competition, and
continuous price wars. Currently, there are around a dozen telecom service
providers who operate in the wired and wireless segment. The government
has been periodically implementing suitable fiscal and promotional policies to
boost domestic demand and to create volumes for the industry.
The Indian telecom industry has immense growth potential as the
teledensity in the country is just 36 as compared with 60 in the US, 102 in
the UK and 58 in Canada. The wireless segment growth has played a
dominant role in taking the teledensity to the current levels. In the next few
years, the industry is poised to grow further, in fact, it has already entered a
consolidation phase as foreign players are struggling to acquire a pie in this
dynamic industry.

10

COMPANY PROFILE

11

12

COMPANY INFORMATION
Reliance - Indias largest business house
Reliance - Anil Dhirubhai Ambani Group, an offshoot of the Reliance
Group founded by Shri Dhirubhai H Ambani (1932-2002) ranks among
Indias top three private sector business houses in terms of net worth. The
group has business interests that range from telecommunications (Reliance
Communications Limited) to financial services (Reliance Capital Ltd) and
the generation and distribution of power (Reliance Energy Ltd).
Reliance - ADA Groups flagship company, Reliance Communications, is
Indias largest private sector information and Communications Company,
with over 40 million subscribers. It has established a pan-India, high
capacity, integrated (wireles and wire line), convergent (voice data and
video) digital network, to offer services spanning the entire infocomm value
chain.
Other major group companies - Reliance Capital and Reliance Energy are widely acknowledged as the market leaders in their respective areas of
operations.

What Reliance is all about ?

Reliance Energy Ltd.

Reliance Mutual Fund
Harmony
Reliance Communications
Reliance Life Insurance
Reliance Anil Dhirubhai Ambani Group

13

Nature of Business

14

INTRODUCTION TO
RELIANCE COMMUNICATIONS

Reliance Communications Ltd. ( commonly called RCOM ) is an Indian

Internet access (commonly called broadband ) and telecommunications
company headquartered in Navi Mumbai, India.
RCOM is Indias second largest telecom operator, only after Bharti Airtel. It is
the 15th largest phone mobile operator with over 150 million subscribers.
Established in 2004, it is a subsidiary of Reliance Industries.
Reliance Communications is the flagship company of the Anil Dhirubhai Ambani
Group (ADAG) of companies. Listed on the National Stock Exchange and the
Bombay Stock Exchange, it is Indias leading integrated telecommunication company
with over 85 million customers.
The company has five segments:1. Wireless segment
2. Broadband segment ( Internet access operations )
3. Global segment : national and international long-distance operations.
4. Investment segment : investment activities of the reliance group companies.
5. Other segment : customer care and direct- to- home ( DTH ) activities.

15

Major Subsidiaries Of Reliance Communications

Pvt. Ltd.

1.Reliance Telecommunication Limited

Subsidiary Reliance Telecommunication Limited (RTL) operates in Gujarat,
Madhya Pradesh, West Bengal, Himachal Pradesh, Odisha, Bihar, Assam, and
the northeast of India. It first offered GSM services in January 2009.

2.Reliance Tech Services

Reliance Tech Services is the IT services wing of Reliance Anil Dhirubhai
Ambani group. It provides IT consultancy, business process outsourcing and
software development for Reliance Communications and other ADA group
companies. It provides services to industry sectors such as telecommunications,
financial services, utilities, entertainment, infrastructure, BPO operations and
health care.

3.Reliance Globalcom
Reliance Globalcom owns the Fiber-Optic Link Around the Globe undersea
cable system, which spanned 65,000 km in 2006. Over 110,000 km of
domestic optic-fibre connects 40 markets in India, the Middle East, Asia,
Europe, and the United States.

16

4.Reliance Internet Data Centre

RIDC provides Internet data centre (IDC) services located in Mumbai,

Bangalore, Hyderabad and Chennai. Spread across 650,000 sq ft (60,000 m2) of
hosting space, it offers IT infrastructure management services to large, medium
and small enterprises. It is one of the leading data-centre service provider in
India and provides services like colocation, managed server hosting, virtual
private server and data security. It has launched cloud computing services,
offering product under its infrastructure as a server (Iaas) and software as a
service (Saas) portfolio, which enables enterprises, mainly small and medium, a
cost-effective IT infrastructure and application on pay-per-user model./

5.Reliance Digital TV
Reliance Big TV launched in August 2008 and thereafter acquired 1 million
subscribers within 90 days of launch, the fastest ramp-up ever achieved by any
DTH operator in the world. Reliance Big TV offers its 1.7 million customers
DVD-quality pictures on over 200 channels using MPEG-4 technology.

BUSINESS DESCRIPTION
17

RELIANCE COMMUNICATION
2.1 OVERVIEW
A dream come true
The Late Dhirubhai Ambani dreamt of a digital India - an India where the
common would have access to affordable means of information and
communication. Dhirubhai, who single-handedly built Indias largest private
sector company from scratch has stated as early as 1999: Make the tools of
information and communication affordable to people at an affordable cost.
They will overcome the handicaps of illiteracy and lack of mobility.
It was with this belief in mind that Reliance Communications (Reliance
Infocomm) started laying 60,000 route kilometers of a pan-India fiber optic
backbone. This backbone was commissioned on 28 December 2002, the
auspicious occasion of Dhirubhais 70th birthday, though sadly after his
unexpected demise on 6th July, 2002.
Reliance Communications has a reliable, high-capacity, integrated (both wireless
and wire line) and convergent (voice, data and video) digital network. It is
capable of delivering a range of services spanning the entire infocomm
(information and communication) value chain, including infrastructure and
services - for enterprises as well as individuals, applications, and consulting.
Today, Reliance Communication is revolutionizing the way India communicates
and networks, truly bringing about a new way of life.

CHAIRMANS PROFILE

Regarded as one of the foremost corporate leaders of contemporary India,

Shri Anil D Ambani, 50, is the chairman of all listed companies of the
18

Reliance Group, namely, Reliance Communications, Reliance

Capital, Reliance Energy and Reliance Natural Resources limited.
He is also Chairman of the Board of Governors of Dhirubhai Ambani Institute
of Information and Communication Technology, Gandhi Nagar, Gujarat.
Till recently, he also held the post of Vice Chairman and Managing Director
of Reliance Industries Limited (RIL), Indias largest private sector enterprise.
Anil D Ambani joined Reliance in 1983 as Co-Chief Executive Officer, and
has been centrally involved in every aspect of the company's management.
He is credited with having pioneered a number of path-breaking financial
innovations in the Indian capital markets. He spearheaded the countrys first
forays into the overseas capital markets with international public offerings of
global depositary receipts, convertibles and bonds. Starting in 1991, he directed
Reliance Industries in its efforts to raise over US$ 2 billion. He also steered
the 100-year Yankee bond issue for the company in January 1997.

He is a member of:
Wharton Board of Overseers, The Wharton School, USA
Central Advisory Committee, Central Electricity Regulatory Commission
Board of Governors, Indian Institute of Management, Ahmedabad
Board of Governors Indian Institute of Technology, Kanpur
In June 2004, he was elected for a six- year term as an independent member
of the Rajya Sabha, Upper House of Indias Parliament a position he chose to
resign voluntarily on March 25, 2006.

HR Department in Reliance Communications

19

In my book, we have no greater asset than the quality of our

intellectual capital, and no greater priority than the growth and retention of
our vast pool of talent - Anil Dhirubhai Ambani.
At Reliance - Anil Dhirubhai Ambani Group, they recognize the critical
role that their people play in the success and growth of each of their
businesses. It is the skill and initiative of their workforce that sets them
apart from their peers in todays knowledge driven economy. It is their
commitment and dedication that lends them the competitive edge, and helps
them stay ahead of the curve.
Their strong team of professionals is among the youngest in the country.
And consists of some of the most dynamic, motivated and qualified
individuals to be found anywhere in the world. First - rate management
graduates, highly trained engineers, top notch financial analysts and razor
sharp accountants - they have on their roles some of the brightest minds in
the business.

The Departments Mission

Their transparent HR policies and robust processes are driven by a single
overarching objective: to attract, nurture, grow and retain the best leadership
talent in every sector and industry in which they operate.

20

The Departments Promise

In order to achieve their objective, they offer their people:

Growth opportunities to expand leadership capabilities.
True meritocracy and freedom to choose career paths.
Opportunities to develop leadership and functional capabilities.
An entrepreneurial environment where people can pursue their dreams.
Competitive Compensation

The Departments Expectations

Reliance - ADAG encourages its employees to take leadership, at all levels

of the organization, and participate in accelerating growth of their businesses
to build a formidable enterprise.
Reliance ADAG are expected to:
Always keep the customers need in mind and constantly innovative
Execute flawlessly with speed
Sustain and strengthen the group spirit of entrepreneurship - taking
ownership and accountability for their actions.

21

Reliance HR Services Private Limited

Anil Ambani wants go on-up on the likes of HR consulting giants like

manpower. The ADAG chairman wants to expand the scope of recently formed
group company Reliance Hr Services- whose present mandate is to handle inhouse staffing requirements to one which is capable of meeting similar needs
of other companies so that it can emerge as a highly lucrative cash cow.
The company which came into being on April 1, 2008 intends to close 200809 with a turnover of Rs. 300-500 crore. Amitabh Ghosh, CEO of Reliance
HR Services Private Limited wants to move out from merely meeting internal
needs of group to cover third - parties. Also from 2009-10. Thus, the company
intends to handle both domestic and global corporations.

Indias Leading Integrated Telecomm Company

Reliance Communications is the flagship company of the Anil Dhirubhai
Ambani Group (ADAG) of companies. Listed on the National Stock
Exchange and the Bombay Stock Exchange, it is Indias leading
integrated telecommunication company with over 40 million customers.
Our business encompasses a complete range of telecomm services
covering mobile and fixed line telephony. It includes broadband,
national and international long distance services along with an
exhaustive range of value-added services and applications. Our constant
endeavour is to achieve customer delight by enhancing the productivity
of the enterprises and individuals we serve.
Reliance Mobile (formerly Reliance India Mobile), launched on 28
December 2002, coinciding with the joyous occasion of the Late.
Dhirubhai Ambanis 70th birthday, was among the initial initiatives of
Reliance Communications.
It marked the auspicious beginning of Dhirubhais dream of ushering in
a digital revolution in India.
Today we can proudly claim that we were instrumental in harnessing
the true power of information and communication, by bestowing it in
the hands of the common man at affordable rates.

22

MISSION & VISION OF THE COMPANY

Meeting and exceeding Customer expectations with a segmented approach.

Establishing, re-engineering and automating Processes to make them customer

centric, efficient and effective.

Incessant offering of Products and Services that are value for money
and excite customers.

Providing a Network experience that is best in the industry.

Building Reliance into an iconic Brand which is benchmarked by others and

leads industry in Intention to Purchase and Loyalty.

Developing a professional Leadership team that inspires, nurtures talent and

propagates RCOM Values .

23

PRODUCT PROFILE

24

SERVICE PROFILE

India s leading integrated telecom company Reliance Communications is

the flagship company of the Reliance Group Listed on the National
Stock Exchange and the Bombay Stock Exchange, it is Indias leading
integrated telecommunication company with over 150 million customers.

Our business encompasses a complete range of telecom services covering

mobile and fixed line telephony. It includes broadband, national and
international long distance services and data services along with an exhaustive
range of value- added services and applications. Our constant endeavour is to
provide an enhanced customer experience and achieve customer satisfaction by
upscaling the productivity of the enterprises and individuals we serve.

Reliance Mobile (formerly Reliance India Mobile), launched on 28 December

2002, coinciding with the joyous occasion of the late Dhirubhai Ambanis 70th
birthday, was among the initial initiatives of Reliance Communications. It
marked the auspicious beginning of Dhirubhais dream of ushering in a digital
revolution in India. Today, we can proudly claim that we were instrumental in
harnessing the true power of information and communication, by bestowing it
in the hands of the common man at affordable rates.

We endeavour to further extend our efforts beyond the traditional value chain
by developing and deploying complete telecom solutions for the entire spectrum
of society.

25

AREA OF OPERATION
Reliance Communications Limited has its offices in :-

Ahmedabad

Bangalore

Chandigarh

Chennai

Hyderabad

Jaipur

Kochi

Kolkata

Lucknow

Patna, and

Pune.

OWNERSHIP PATTERN
The number of shareholders in RIL are approx. 3 million. The promoter group,
Ambani family, holds approx. 45.34% of the total shares whereas the remaining
54.66% shares are held by public shareholders, including FII, the Chirayath Family
and bodies corporate.Life Insurance Corporation of India is the largest non-promoter
investor in the company with 7.98% shareholding.

COMPETITORS INFORMATION

1.Bharat Petroleum
2.Hindustan Petroleum
3.IOCL
4.ONGC
26

INFRASTRUCTURE FACILITY

GOOD WORKING ENVIRONMENT

MEDICAL FACILITY

INSUARNACE

CANTEEN FACILITY

27

Awards and Achievements:

Conferred the CEO of the Year 2004 in the Platts Global Energy Awards

Rated as one of Indias Most Admired CEOs for the sixth consecutive year
in the Business Barons TNS Mode opinion poll, 2004

Conferred The Entrepreneur of the Decade Award by the Bombay

Management Association, October 2002

Awarded the First Wharton Indian Alumni Award by the Wharton India
Economic Forum (WIEF) in recognition of his contribution to the establishment
of Reliance as a global leader in many of its business areas, December 2001

Selected by Asiaweek magazine for its list of Leaders of the Millennium in

Business and Finance and was introduced as the only new hero in Business
and Finance from India, June 1999.

28

FUTURE GROWTH AND PROSPECTS

Despite the global challenges, we saw constructive demand growth in most of

reliance industries businesses. Global oil demand was up by 0.9 million barrels
per day in 2012. The demand for polymers and polyester products in India grew
by 12% and 5%, respectively. We combined the strength of our portfolio and
integrated business model with prudent management to realise revenue growth
of 9% and net profit growth of 5%.
Reliance achieved a record turnover of Rs. 371,119 crore ($ 68.4 billion) and net
profit of Rs. 21,003 crore ($ 3.9 billion). RIL also achieved highest ever exports
of Rs. 239,226 crore ($ 44.1 billion) during the year. The growth in earnings was
largely driven by strong and improved refining margins during the year. We
maintained high operating rates at all our manufacturing locations. Our
businesses have delivered industry leading performances. This is a reflection of
the quality of our assets and growing demand for our products and services
across the world.
Reliance is among the top 100 companies in the world and have been globally
felicitated consistently for shareholder value creation over the past three
decades.
Reliance committed towards investing in Reliance's future. We are confident that
our large capital expenditure programme will enable us to take full advantage of
our market leadership positions and achieve our growth ambitions.

29

Mckinseys 7S framework
The McKinsey 7S Framework is a management model developed by wellknown business consultants Robert H. Waterman, Jr. and Tom Peters in the
1980s. This was a strategic vision for groups, to include businesses, business
units, and teams. The 7S are structure, strategy, systems, skills, style, staff and
shared values.
The model is most often used as a tool to assess and monitor changes in the
internal situation of an organization.
The model is based on the theory that, for an organization to perform well, these
seven elements need to be aligned and mutually reinforcing. So, the model can
be used to help identify what needs to be realigned to improve performance, or
to maintain alignment (and performance) during other types of change.
Whatever the
organizational
so on the
organizational
wider impact
consideration

30

type of change restructuring, new processes,

merger, new systems, change of leadership, and
model can be used to understand how the
elements are interrelated, and so ensure that the
of changes made in one area is taken into

31

STRATEGY
Always keep the customers needs in mind and constantly innovate.
Execute flawlessly and with speed.
Sustain and strengthen the groups spirit of entrepreneurshiptaking
ownership and accountability for their actions.
Leverage synergies to learn and build on the diverse experiences and skill
sets of our various businesses and teams.
Create a true meritocracy with a pervasive commitment to transparent
systems and processes.
Do all this with unquestionable Integrity to ensure total compliance with
the laws of the land.
STAFF
There strong team of professionals is among the youngest in the country,
and consists of some of the most dynamic, motivated and qualified
individuals to be found anywhere in the world. First-rate management
graduates, highly trained engineers, top-notch financial analysts and razor
sharp accountantswe have on our rolls some of the brightest minds in
the business.
SYSTEM
Growth opportunities to expand leadership capabilities.
True meritocracy and freedom to choose career paths.
Opportunities to develop and hone leadership and functional capabilities.
An entrepreneurial environment where people can pursue their dreams.
Competitive compensation.

32

 In addition, we follow a well-defined Rewards & Recognitions

programme that periodically identifies exceptional individual and team
achievers among the various business functions and verticals in the
Group.
SKILLS
Committed to excellence in quality.
Focused on creation and enhancement of stakeholder value .
Responsive to evolving business needs and challenges.
Dedicated to uphold the core values of the Group .
It is this skill and initiative of our workforce that sets us apart from our
peers in todays knowledge-driven economy.
STYLE
Reliance always put there employees first. Our pride lies in building a
company around the idea that work should be challenging and challenge
should be fun. The idea being, organizing world's information and make it
both useful and universally acceptable by one and all.
SUPRE ORDINATE GOALS (SHARED VALUES)
Building a great enterprise for its stakeholders and a great future for our
country

33

STRUCTURE

34

SWOT ANALYSIS

Strength
1.India's one of the biggest players
2.Strong brand name
3.Excellent financial position
4.One of the few Indian companies to be featured in Forbes
5.Employs over 25,000 people
6.Increasing presence of Reliance retail
Weakness
1.Long term debt
2.Legal issues
3.KG D6 gas controversy
4.Accusations of being favored by the government
Opportunity
1.Growing demand for petroleum products
2.Buyout of competition
Threats
1.Government regulations
2.High Competition
3.Environmental laws
4.Economic instability

35

Particulars

Mar'14

Mar'13

Liabilities

12
Months

12
Months

Share Capital

3249.00

3254.00

Reserves & Surplus

193842.00 176766.00

Net Worth

197091.00 180020.00

Secured Loan

10744.00

2422.00

Unsecured Loan

74737.00

52101.00

TOTAL LIABILITIES

282572.00 234543.00

Gross Block

194793.00 187607.00

(-) Acc. Depreciation

Net Block

85387.00

FINANCIAL STATEMENT

77859.00

109406.00 109748.00

Capital Work in
Progress

41716.00

RATIO ANALYSIS OF
19116.00 FINANACIAL STATEMENT

Investments

86062.00

52509.00

CURRENT RATIO=1.11

Inventories

42932.00

42729.00

DEBT EQUITY RATIO=1.03

Sundry Debtors

10664.00

11880.00

Cash and Bank

36624.00

NET OPERATING PROFIT PRE

49547.00 SHARE=1207.08

Loans and Advances

40179.00

32982.00

Total Current Assets

Current Liabilities

130399.00 137138.00
80844.00

79620.00

4167.00

4348.00

Total Current
Liabilities

85011.00

83968.00

NET CURRENT
ASSETS

45388.00

53170.00

Misc. Expenses

.00

.00

Provisions

TOTAL 36
ASSETS(A+B+C+D+E) 282572.00 234543.00

LEARNING AND EXPERIENCE

An opportunity to apply the concepts learning t in real life

situations.
It sensitizes me about nuances of work place by the timebound projects assigned by the company.
It creates awareness about the strengths & weaknesses in
the work environment
Know the day-to-day functions of the company.
It provides a unique opportunity to get exposed to
corporate culture, professional experience &
professional behavior & putting the theoretical concepts
learnt in the classroom for developing managerial skills.
To gain a deeper understanding of the work culture,
deadlines, pressure etc. of an organization.
It gives a flavor of teamwork, organization culture, team
dynamics, result orientation, organizational pressures,
complexities in achieving the desired results etc.

37

PART B

38

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

Definition
Employee retention is a process in which the employees are encouraged to remain
with the organization for the maximum period of time or until the completion of the project.
Employee retention is beneficial for the organization as well as the employee.
Employee retention refers to policies and practices companies use to prevent valuable
employees from leaving their jobs
39

FACTORS THAT AFFECTS RETENTION:

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

WHAT MAKES EMPLOYEE LEAVES?

Employees do not leave an organization without any significant reason. There are certain
circumstances that lead to their leaving the organization. The most common reasons can be:
Job is not what the employee expected to be: Sometimes the job responsibilities dont
come out to be same as expected by the candidates. Unexpected job responsibilities lead to job
dissatisfaction.
No growth opportunities: No or less learning and growth opportunities in the current job
will make candidates job and career stagnant.
Lack of appreciation: If the work is not appreciated by the supervisor, the employee feels
de-motivated and loses interest in job.
Lack of trust and support in co-workers, seniors and management: Trust is the most
important factor that is required for an individual to stay in the job Non-supportive co-workers,
seniors and management can make office environment unfriendly and difficult to work in.
Stress from overwork and work life imbalances: Job stress can lead to work life
imbalances which ultimately many times lead to employee leaving the organization.

40

Compensation: Better compensation packages being offered by other

companies may attract employees towards themselves.

IMPORTANCE OF EMPLOYEE RETENTION

Now that so much is being done by organizations to retain its employees why is
retention so important? Is it just to reduce the turnover costs? Well, the answer is a definite no.
its not only the cost incurred by a company that emphasizes the need of retaining employees
but also the need to retain talented employees from getting poached. The process of retention
will benefit an organization in the following ways:
1. The Cost of Turnover: The cost of employee turnover adds hundreds of

thousands of money to a companys expenses. While it is difficult to fully calculate the

cost of turnover, industry experts often quote 25% of the average employee salary as a
conservative estimate.
2. Loss of Company Knowledge: When an employee leaves, he takes with him

valuable knowledge about the company, customers, current projects and past history.
Often much time and money has been spent on the employee is expectation of a future
return.
3. Interruption of Customer Service: Customers and clients do business

with a company in part because of the people. Relationships are developed that
encourage continued sponsorship of the business. When an employee leaves, the
relationships that employee built for the company are severed, which could lead to
potential customer loss.
4. Turnover leads to more turnovers: When an employee terminates, the
effect is felt throughout the organizations. Co-workers are often required to pick up the
slack. The unspoken negativity often intensifies for the remaining staff.
5. Goodwill of the Company: The goodwill of a company is maintained when

the attrition rates are low. Higher retention rates motivate potential employees to join
the organization.
41

6. Regaining efficiency: If an employee resigns, then good amount

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

HOW TO INCREASE EMPLOYEE RETENTION?

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

EMPLOYEE

RETENTION

CAN

BE

INCREASED

UNCALCULATING THE FOLLOWING PRACTICES:

42

BY

1. Open

Communication: A culture of open communication

enforces loyalty among employees. Open communication tends to keep employees

informed on key issues. Most importantly, they need to know that their opinions matter
and that management is100% interested in their input.
2. Employee Reward Program: A positive recognition for work boosts the motivational
levels of employees. Recognition can be made explicit by providing awards like best
employee of the month or punctually award. Project based re recognition also has
great significance. The award can be in terms of gifts or money.
3. Career Development Program: Every individual is worried about his/her

career. He is always keen to know his career path in the company organizations can
offer various technical certification courses which will help employee in enhancing his
knowledge.
4. Performance Based Bonus: A provision of performance linked bonus can be
made wherein an employee is bale to relate his performance with the company profits
and hence will work hard. This bonus should strictly be productivity based.
5. Recreation facilities: Recreation facilities help in keeping employees away

from recreational programs should be arranged. They may include taking employees to
trips annually or bi-annually, celebrating anniversaries, sports activities, etc.,
6. Gifts at Some Occasions: giving out some gifts at the time of one or

Two festivals to the employees making them feel good.

EMPLOYEE RETENTIONS STRATEGIES

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

43

are:

Creating a Motivating Environment: Team leaders who

create motivating environments are likely to keep their members together for a longer period
of time. Motivation does not necessarily have to come through fun events such as parties,
celebrations, team outings etc. they can also come through serious events e.g. arranging a talk
by the VP of Quality on career opportunities in the field of quality. Employees who look
forward to these events and are likely to remain more engaged.
Standing up for the Team: Team leaders are closest to their team members.
While they need to ensure smooth functioning of their team by implementing management
decisions, they also need to educate their managers about the realities on the ground. When
agents see the team leader standing up for them, they will have one more reason to stay in the
team.
Providing coaching: 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 dont feel over burdened.
Focus on Future career: Employees are always concerned about their future
career. A manager should focus on showing employees his career leader. If an employee sees
that is current job offers a path towards their future career likely to stay longer in the
company. Therefore, managers should play the role of career counsellors as well.
44

MANAGER ROLE IN RETENTION

When asked about why employees leave, low salary comes out to be a common
excuse. However, research has shown that people join companies, but leave because of what
their managers do or dont do. It is seen that managers who respect and value employees
competency, pay attention to their aspirations, assure challenging work, value the quality of
work life and when asked about why employees leave, low salary comes out to be a common
excuse. However, researcher when asked about why employees leave, low salary comes out to
be a common excuse. However, research has shown that people join companies, but leave
because of what their managers do or dont do. It is seen that managers who respect and
value employees competency, pay attention to their aspirations, assure challenging work,
value the quality of work life and provided chances for learning have loyal and engaged
employees. Therefore, managers and team leader play an active and vital role in employee
retention.
Managers and team leaders can reduce the attrition levels considerably by creating a
motivating team culture and improving the relationships with team members. This can be
done in a following way:
1. Hire the right people in the first place.
2. Empower the employees: Give the employees the authority to get things done.
3. Make employees realize that they are the most valuable asset of the organization.
4. Have faith in them, trust them and respect them.
5. Provide them information and knowledge.
6. Keep providing them feedback on their performance.
7. Recognize and appreciate their achievements.
8. Keep their morale high.
9. Create an environment where the employees want to work and have fun.

These practices can be categorized in 3 levels: Low, medium and high level.
45

TI
S

FOR EMPLOYEE RETENTION

The ability of the employee to speak his or her mind freely within the organization is
another key factor in employee retention.

Involve employees in decisions that affect their jobs and the overall direction of the
company.

46

Recognize excellent performance, and especially link pay to performance.

Provide the opportunities within the company for cross training and career
progression.

Provide opportunity for career and personal growth through training and educations
challenging assignments.

The quality of the supervisor an employee receives is critical to employee retention

The ability of the employee to speak his or her mind freely within the organization.

Talent & skill utilization is a key factor to seek employees in workplace.

Select right people

Offer an attractive, Competitive, Benefits package

Provide opportunities for people to share their knowledge via training sessions, present
actions, mentioning others & flexible house Retention tips

IMPORTANCE OF EMPLOYEE RETENTION

The process of employee retention will benefit an organization in the following ways:
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.
47

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.
What Makes Employee Leave? Employees do not leave an organization without any
significant reason. There are certain circumstances that lead to their leaving the organization.
The most common reasons can be:
Job is not what the employee expected:
to be: Sometimes the job responsibilities dont come out to be same as expected by the
candidates. Unexpected job responsibilities lead to job dissatisfaction.
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 wont be able to perform it well and
will try to find out reasons to leave the job.
48

No growth opportunities:
No or less learning and growth opportunities in the current job will make candidates job and
career stagnant.
Lack of appreciation:
If the work is not appreciated by the supervisor, the employee feels de-motivated and loses
interest in job.
Lack of trust and support in co workers, seniors and management:
Trust is the most important factor that is required for an individual to stay in the job. Nonsupportive co workers, 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.

MANAGING EMPLOYEE RETENTION

The task of managing employees can be understood as a three stage process:
1. Identify cost of employee turnover.
2. Understand why employee leave.
3. Implement retention strategies
The organizations should start with identifying the employee turnover rates within a particular
time period and benchmark it with the competitor organizations. This will help in assessing
the whether the employee retention rates are healthy in the company. Secondly, the cost of
employee turnover can be calculated. According to a survey, on an average, attrition costs
companies 18 months salary for each manager or professional who leaves, and 6 months pay
for each hourly employee who leaves. This amounts to major organizational and financial
49

stress, considering that one out of every three employees plans to leave his or her
job in the next two years.
Understand why employees leave:
Why employees leave often puzzles top management. Exit interviews are an ideal way of
recording and analyzing the factors that have led employees to leave the organization. They
allow an organization to understand the reasons for leaving and underlying issues. However
employees never provide appropriate response to the asked questions. So an impartial person
should be appointed with whom the employees feel comfortable in expressing their opinions.
Implement retention strategy:
Once the causes of attrition are found, a strategy is to be implemented so as to reduce
employee turnover. The most effective strategy is to adopt a holistic approach to dealing with
attrition.

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. Retention Bonus Higher attrition rates within a particular industry have
forced companies to use some innovative strategies to retain employees. Retention Bonus is
one of the important tools that are being used to retain employees. Retention bonus is an
incentive paid to an employee to retain them through a critical business cycle. Retention
bonuses are becoming more common in the corporate world because companies are going
through more transitions like mergers and acquisitions. They need to give key people an
attractive incentive to stay on through these transitions to ensure productivity. Retention
bonuses have proven to be a useful tool in persuading employees to stay. A retention bonus
50

plan is not a panacea. According to a survey, non-management employees

generally receive about 10 percent of their annual salaries in bonuses, while management and
top-level supervisors earn an additional 50percent of their annual salaries. While bonuses
based on salary percentages are the generally used, some companies choose to pay a flat
figure. In some companies, bonuses range from 25 percent to 50 percent of annual salary,
depending on position, tenure and other factors. Employees are chosen for retention bonuses
based on their contributions to management and the generation of revenue. Retention bonuses
are generally vary from position to position and are paid in one lump sum at the time of
termination. However, some companies pay in installments as on when the business cycle
completes. A retention period can run somewhere between six months to three years. It can
also run for a particular project. A project has its own life span. As long as the project gets
completed, the employees who have worked hard on it are entitled to receive the retention
bonus. For example, the implementation of a system may take 18 months, so a retention bonus
will be offered after 20 months. Although retention bonuses are becoming more common

EMPLOYEE RETENTION PROGRAMS

It is important to first pinpoint the root cause of the retention issue before implementing a
program to address it. Once identified, a program can be tailored to meet the unique needs of
the organization. A variety of programs exist to help increase employee retention.
Career Development It is important for employees to understand their career path within an
organization to motivate them to remain in the organization to achieve their personal career
goals. Through surveys, discussion and classroom instruction, employees can better
understand their goals for personal development. With these developmental goals in mind,
organizations can offer tailored career development opportunities to their employees.
Executive Coaching Executive coaching can be used to build competencies in leaders
within an organization. Coaching can be useful in times of organizational change, to increase
a leaders effectiveness or to encourage managers to implement coaching techniques with
peers and direct reports. The coaching process begins with an assessment of the individuals
51

strengths and opportunities for improvement. The issues are then prioritized and
interventions are delivered to target key weaknesses. Assistance is then provided to encourage
repeated use of newly acquired skills.
Motivating Across Generations - Todays workforce includes a diverse population of
employees from multiple generations. As each generation holds different expectations for the
workplace, it is important to understand the differences between these generations regarding
motivation and engagement. Managers, especially, must understand how to handle the
differences among their direct reports.
Orientation and On Boarding An employees perception of an organization takes shape
during the first several days on the job. It is in the best interest of both the employee and the
organization to impart knowledge about the company quickly and effectively to integrate the
new employee into the workforce. By implementing an effective on boarding process, shortterm turnover rates will decrease and productivity will increase.
Womens Retention Programs Programs such as mentoring, leadership development and
networking that are geared specifically toward women can help retain top talent and decrease
turnover costs. By implementing programs to improve work/life balance, employees can be
more engaged and productive while at work.
Exit Interview and Separation Management Programs.

EMPLOYEE RETENTION BEST PRACTICES

By focusing on the fundamentals, organizations can go a long way towards building a highretention workplace. Organizations can start by defining their culture and identifying the types
of individuals that would thrive in that environment. Organizations should adhere to the
fundamental new hire orientation and on boarding plans. Attracting and recruiting top talent
requires time, resources and capital. However, these are all wasted if employees are not
positioned to succeed within the company. Research has shown that an employees first 10
days are critical because the employee is still adjusting and getting acclimated to the
organization. Companies retain good employees by being employers of choice.
52

Recruitment- Presenting applicants with realistic job previews during the

recruitment process have a positive effect on retaining new hires. Employers that are
transparent about the positive and negative aspects of the job, as well as the challenges and
expectations are positioning themselves to recruit and retain stronger candidates.
Selection- There are plethora of selection tools that can help predict job performance and
subsequently retention. These include both subjective and objective methods and while
organizations are accustomed to using more subjective tools such as interviews, application
and resume evaluations, objective methods are increasing in popularity. For example, utilizing
biographical data during selection can be an effective technique. Biodata empirically identifies
life experiences that differentiate those who stay with an organization and those who quit. Life
experiences associated with employees may include tenure on previous jobs, education
experiences, and involvement and leadership in related work experiences.
Socialization- Socialization practices delivered via a strategic onboarding and assimilation
program can help new employees become embedded in the company and thus more likely to
stay. Research has shown that socialization practices can help new hires become embedded in
the company and thus more likely to stay. These practices include shared and individualized
learning experiences, activities that allow people to get to know one another. Such practices
may include providing employees with a role model, mentor or trainer or providing timely and
adequate feedback.
Training and development- Providing ample training and development opportunities can
discourage turnover by keeping employees satisfied and well-positioned for future growth
opportunities. In fact, dissatisfaction with potential career development is one of the top three
reasons employees (35%) often feel inclined to look elsewhere. if employees are not given
opportunities to continually update their skills, they are more likely to leave. Those who
receive more training are less likely to quite than those who receive little or no training.
Employers that fear providing training will make their employees more marketable and thus
increase turnover can offer job specific training, which is less transferable to other contexts.
Additionally, employers can increase retention through development opportunities such as
allowing employees to further their education and reimbursing tuition for employees who
remain with the company for a specified amount of time.
Compensation and rewards- Pay levels and satisfaction are only modest predictors of an
employees decision to leave the organization; however organizations can lead the market
with a strong compensation and reward package as 53% of employees often look elsewhere
because of poor compensation and benefits. Organizations can explicitly link rewards to
retention (i.e. vacation hours to seniority, offer retention Bonus payments or Employee stock
options, or define benefit plan payouts to years of services)Research has shown that defined
53

compensation and rewards as associated with longer tenure. Additionally,

organizations can also look to intrinsic rewards such as increased decision-making autonomy.
Though this is important, employers should not
Effective Leaders- An employees relationship with his/her immediately ranking supervisor or
manager is equally important to keeping to making an employee feel embedded and valued
within the organization. Supervisors need to know how to motivate their employees and
reduce cost while building loyalty in their key people. Managers need to reinforce employee
productivity and open communication, to coach employees and provide meaningful feedback
and inspire employees to work as an effective team. In order to achieve this, organizations
need to prepare managers and supervisors to lead and develop effective relationships with
their subordinates. Executive Coaching can help increase an individuals effectiveness as a
leader as well as boast a climate of learning, trust and teamwork in an organization. to
encourage supervisors to focus on retention among their teams, organizations can incorporate
a retention metric into their organizations evaluation.
Employee Engagement- Employees who are satisfied with their jobs, enjoy their work and
the organization, believe their job to be more important, take pride in the company and feel
their contributions are impactful are five times less likely to quit than employees who were
not engaged. Engaged employees give their companies crucial competitive advantages,
including higher productivity and lower employee turnover.

EMPLOYEE BENEFITS
Employee benefits and (especially in British English) benefits in kind (also called fringe
benefits, perquisites, perqs or perks) include various types of non-wage compensation
provided to employees in addition to their normal wages or salaries.[1] In instances where an
employee exchanges (cash) wages for some other form of benefit is generally referred to as a
'salary packaging' or 'salary exchange' arrangement. In most countries, most kinds of
employee benefits are taxable to at least some degree.
54

Examples of these benefits include: housing (employer-provided or employerpaid), group insurance (health, dental, life etc.), disability income protection, retirement
benefits, daycare, tuition reimbursement, sick leave, vacation (paid and non-paid), social
security, profit sharing, funding of education, and other specialized benefits.
The purpose of employee benefits is to increase the economic security of staff members, and
in doing so, improve worker retention across the organization.[2] As such, it is one component
of reward management.
The term perqs (also perks) is often used colloquially to refer to those benefits of a more
discretionary nature. Often, perqs are given to employees who are doing notably well and/or
have seniority. Common perqs are take-home vehicles, hotel stays, free refreshments, leisure
activities on work time (golf, etc.), stationery, allowances for lunch, andwhen multiple
choices existfirst choice of such things as job assignments and vacation scheduling. They
may also be given first chance at job promotions when vacancies exist.

LITERATURE REVIEW
1. William H. Price & Richard Kiekbusch & John Theis in his study on causes of employees
turnover have talked about the causes and the implementation. Further he highlighted that
providing a challenging job, and offering realistic promotion opportunities. Other variables

55

that have less impact are schedule input, insurance and family income. Good
communication and job satisfaction.
2. Beri G.C., Human Resource Tata McGraw New Delhi, in his study on the cause of factor
influencing turnover and retention of staff and retention problems for professional have talked
about the Working hours, workload and work schedules which are also common concerns to
both groups. In addition, career development, promotion and 4appreciation of contribution
were important retention factors, while a supportive professional environment, reduction in
workload and working hours and more flexible work patterns were important to consultants.
3. Cari McLean, Labour Management in Agriculture, in her study knowing the reason why
workers leave or edge in improving working condition and have talked about dissatisfaction
with work or working condition, select and train new personnel, conducting workers
satisfaction survey, find specific problem area to watch and improve
4. Cosenza, Robert M. in his study on the causes of the cost of employees retention due solely
to unfairness in the workplace and have talked about the effect of unfairness upon an
employees decision to leave their employer and the financial to employer due to voluntary
turnover. Further he highlighted Recruiting and retaining the best and the brightest remove the
barriers and biases which create unfair workplace
5. Moore, in her study on the cause of an informative report regarding employees turnover
and retention on the causes of high employee turnover which affect the most, and the
companies can decrease employees turnover in order to cut the hidden cost. Further she
highlighted the poor management, low pay, boring repetitive work, with no opportunity for
advancement, high turnover of employees is a symptom of a mismanaged company.
6. William H. Price & Richard Kiekbusch & John Theis in his study on causes of employees
turnover have talked about the causes and the implementation. Further he highlighted that
providing a challenging job, and offering realistic promotion opportunities. Other variables
that have less impact are schedule input, insurance and family income. Good communication
and job satisfaction.
7. Beri G.C., Human Resource Tata McGraw New Delhi, in his study on the cause of factor
influencing turnover and retention of staff and retention problems for professional have
concerned about the Working hours, workload and work schedules which are also common
concerns to both groups. In addition, career development, promotion and 4appreciation of
contribution were important retention factors, while a supportive professional environment,

56

reduction in workload and working hours and more flexible work patterns were
important to consultants.
8.Cari McLean, Labour Management in Agriculture, in her study knowing the reason why
workers leave or edge in improving working condition and have talked about dissatisfaction
with work or working condition, select and train new personnel, conducting workers
satisfaction survey, find specific problem area to watch and improve hidden cost. Further she
highlighted the poor management, low pay, boring repetitive work, with no opportunity for
advancement, high turnover of employees is a symptom of a mismanaged company.
9.Price & Muller (1981) observed that job dissatisfaction influenced actual turnover indirectly
through its direct effect on turnover intention. The variables that affect job satisfaction are pay,
promotion opportunities, immediate supervisor, fringe benefits, contingent rewards, rules and
procedures, relation with co-workers, type of work done, and communication within the
organization.
10. Williams and Hazer (1986) has differentiated between job satisfaction and commitment
by explaining the former as an emotional reaction to specific aspects of job and the latter as an
emotional reaction to the whole organization. Both the ZENITH International Journal of
Multidisciplinary Research Vol.2 Issue 7, July 2012, ISSN 2231 5780 individual factors as
well as the organizational factors influences organizational commitment which eventually
influences turnover intentions amongst employees.
11.Costly et al. (1987) points out that a high labour turnover may mean poor personnel
policies, poor recruitment policies, poor supervisory practices, poor grievance procedures, or
lack of motivation. All these factors contribute to high employee turnover in the sense that
there is no proper management practices and policies on personnel matters hence employees
are not recruited scientifically, promotions of employees are not based on spelled out policies,
no grievance procedures in place and thus employees decides to quit.
12. Magner et al. (1996) argues that employees feel comfortable to stay longer, in positions
where they are involved in some level of the decision-making process. That is employees
should fully understand about issues that affect their working atmosphere.
13. Labov, (1997) has highlighted that employees have a strong need to be informed.
Organisation with strong communication systems enjoyed lower turnover of staff.
14. Mobley (1977) first proposed a model explaining the relationship between job satisfaction
and thoughts of quitting which, ultimately led to actual turnover.
15. Trevor (2001) argues that local unemployment rates interact with job satisfaction to
predict turnover in the market. Role stressors also lead to employees turnover. Role
57

ambiguity refers to the difference between what people expect of us on the job
and what we feel we should do. This causes uncertainty about what our role should be. It can
be a result of
misunderstanding what is expected, how to meet the expectations, or the employee thinking
the job should be different.
16. Manu et al. (2004) argue that employees quit from organization due economic reasons.
Using economic model they showed that people quit from organization due to economic
reasons and these can be used to predict the labour turnover in the market.
17. Loi et al. (2006) has indicated contrary to be true, that is, there existed negative
relationship between turnover intention and both procedural and distributional justice.
18. Elanain Abu, (2010) the study disclosed that the perception of organizational justice had
an influence on work outcomes. A low degree of turnover intention was observed on
employees who showed positive feelings towards procedural and distributive justice.

58

OBJECTIVE OF THE STUDY

The objectives for this study were to

1. Identify the causes of employee retention in Reliance Communication.
2. Identify possible opportunities for the employer to increase future employee retention
within the organization.

STATEMENT OF THE PROBLEM

To understand employee perspectives and measuring their retention factors that are critical
for the success of Reliance Communication . The biggest misconception was that good wages
were always the primary motivational factor among employees regardless of the industry by
which they are employed. However, many questions related to workforce retention have not
been reported yet.
To find out either good wages are the primary most factor among
employees in relation to retention regardless of the type of industry and
work or not.

NATURE AND SCOPE OF THE STUDY

A Study on employee retention describes the commitment of the Reliance Communication to

attracting and retaining the employees who are talented, innovative and dedicated to
excellence with respect to the response from the executives & to find whether the job
satisfaction and working condition leads to employee retention.

RESEARCH METHODOLOGY
Research Design:
.
The researcher used both descriptive and analytical type of research design for his research
study.
Area of Study:
The area of study is confined to employees of Reliance Communications.
Research instrument:
The Structured questionnaire is used as the instrument for the study.
Questionnaire Design:
The questionnaire framed for the research study is a structured questionnaire in which all the
questions are predetermined before conducting the survey.
The scales used to evaluate questions are:

Dichotomous scale (Yes or No)

Likert 5 point scale (Highly satisfied, satisfied, Neither Satisfied nor dissatisfied,
Dissatisfied, Highly dissatisfied)

Category scale (Multiple items)

Population:Size of population: - 100

Sample Size:A sample size of 50 is used for gathering data.
Sampling Technique:
The researcher adopted convenience sampling.

LIMITATIONS OF THE STUDY

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 Reliance Communications only.

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

4. The findings of the study arc 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 due to area, demography, age condition
of economy etc.

PROJECT RATIONALE

The Project Rationale is the Reason statement explaining the

problem, identifying the need, and offering justifiable
solutions .it can be said that the business case provides the
focus for the project which narrates the rationale and the
justification. Moreover, the rationale describes the market
opportunity, offers business solutions and identifies the project
context within the organizational strategy .

According to my project these are the key area ,

1.. Identify the type of employees who terminate employment.
2. Identify the causes of employee retention in Reliance Communication.
3. Identify possible opportunities for the employer to increase future employee retention
within the organization.
.

DATA COLLECTION
Primary Data:
Primary data is the new or fresh data collected from the respondents through structured
scheduled questionnaire.
Secondary Data:
The secondary data are collected through the structured questionnaire, literature review and
also from the past records maintained by the company.

DATA ANALYSIS AND

INTERPRETATION
1. How is your relationship with the Reporting manager?

Column1
Excellent

Very Good

Good

Poor

Worst

11%
11%
11%

56%
11%

Interpretation:56% employees are having excellent relationship with the reporting manager.

2. Do you have Rewards and recognition on your achievements?

Column1
Yes

No

40%
60%

Interpretation:60% of employees agree that they receive awards and recognitions on their
achievements.

3. Is it important that appreciation for your work by your co-workers and

supervisors?

Column1

Yes
No

Interpretation:95% are agree with the work by co-workers and supervisors & 5% are not agree.

4. Are the Facilities provided by the organization good (cafeteria, transport and
other corporate services)?

Column1
Yes

No

30%

70%

Interpretation:70% employees are satisfied by the facilities provided by the organisation & 30% are
not satisfied.

5. How do you rate the infrtructure and equipment provided?

Column1
Excellent

Very Good

Good

Poor

Worst

10%
20%

40%

30%

Interpretation:40% employees are satisfied with the infrastructure and equipment provided by the
company.

6. Does the retention bonus have any impact on the motivation levels and
performances of an associate?

Column1
Yes

No

20%

80%

Interpretation:-

80% are satisfied with the retention bonus on the motivational levels and performances
oa an associate.

7. Does Fun at work have any impact on Motivation levels of employees?

Column1
Yes

No

30%

70%

Interpretation:70% are agree with fun at work have any impact on motivational level of employees &
30% are not agree with it.

8. Do you have an opportunity to share your ideas at work?

Column1
Yes

No

20%

80%

Interpretation:80% has an opportunity to share their ideas at work.

9. Do you have any training programs conducted?

Column1
Yes

No

30%

70%

Interpretation:70% are agree with training program conducted in the company .

10. If you want to leave the organization, what would be the reason?

Column1
Personal Reasons

Team fitment

Career opportunity

10%
40%
30%

20%

Interpretation:40% has the personal reason of leaving the organisation.

Others

11. Do you feel that the company provides opportunities for your growth and
development?

Column1
Yes

50%

No

50%

Interpretation:50% feels that the company provides opportunities for growth and development.

12. Did any company policies or procedures (or any other obstacles) make your job
more difficult?

Column1
Yes

No

30%

70%

Interpretation:70% employees agrees that company policies or procedures make their job difficult.

TEST OF SIGNIFICANCE

The test used is Chi square test as the sample size is of 50.
Response

Motivation

Excellent
Very Good
Good
Poor
Worst
Total

12
18
8
9
3
50

Support
by
HR
department
32
8
5
3
2
50

Work
environment

Total

20
23
4
2
1
50

64
49
17
14
6
150

Expected frequency:
21.33
16.33
5.67
4.67
2

21.33
16.33
5.67
4.67
2

Expected frequency is calculated as:

Eij= (row total*columns total)/total
Here E11= 50* 64 / 150 =21.33
Calculating similarly we get all values.

21.33
16.33
5.67
4.67
2

Table of Chi square test

Observer(O)
12
18
8
9
3
32
8
5
3

Expected(E)
21.33
16.33
5.67
4.67
2
21.33
16.33
5.67
4.67

(O-E)
-9.33
1.67
2.33
4.33
1
10.67
-8.33
-0.67
-1.67

(O-E)2
87.05
2.79
5.43
18.75
1
113.85
69.39
0.45
2.79

(O-E)2/E
4.08
0.17
0.96
4.01
0.5
5.34
4.25
0.07
0.60

2
20
23
4
2
1

2
21.33
16.33
5.67
4.67
2

0
-1.33
6.67
-1.67
-2.67
-1

0
1.77
44.49
2.79
7.13
1

0
0.08
2.72
0.50
1.53
0.5
25.31

DEGREE OF FREEDOM:
(ROW-1)*(C0LUMN-1)
(5-1)*(3-1) = 8
Calculating the value of chi square (25.31) at the degree of freedom at 8
at the level of
significance taken at .05 the value comes out to be 15.507.
Chi-Square Test
To find whether there exists a significant relationship between Work
Culture of the Company and interpersonal relationship between
employees.

H0: There is a no significant relationship between Work Culture of the

Company and interpersonal relationship between employees.

H1: There is a significant relationship between Work Culture of the

Company.

and interpersonal relationship between employees.

Calculated value is more than table value therefore accept H0

Result:
There is a significant relationship between overall satisfaction and aspects
of job.

FINDINGS
It is found that, 56% of respondents are aware of HR Policies whereas 14% of respondents
are not aware of HR Policies.
It is found that, 60% of respondents are getting right amount of accurate
information at right time whereas 40% of respondents are not getting right amount of
accurate information at right time.
It is found that, 95% of respondents are able to meet superiors expectation whereas 5%
respondents are not able to meet superiors expectation.
It is found that 57% of respondents feels that there pay is on par in comparison to other
employees handling similar responsibilities whereas 39% of respondents feels that there pay
is less in comparison to employees handling similar responsibilities.
It is found that, 70% of respondents are satisfied with hygiene and cleanliness of company
infrastructure whereas 30% of respondents are not satisfied with hygiene and cleanliness of
company infrastructure.
It is found that, 40% of respondents are satisfied with Availability of system, storage
facilities of company whereas 60% of respondents are not satisfied with Availability of
system, storage facilities of company.
It is found that, 78% of respondents skills are recognized by superiors whereas 22% of
respondents skills are not recognized by superiors.
It is found that, 74% of respondents feel that superiors are taking efforts to motivate them
whereas 26% of respondents feel that superiors are not taking efforts to motivate them.
It is found that, 83% of respondents feel that workload is manageable whereas 10% of
respondents feel that workload is very hard to manage.
It is found that,55% of respondents feels that the field worker are able to get updates on
internal activities whereas 45% of respondents feels that the field worker are not able to get
updates on internal activities.
It is found that, 89% of respondents feel that the superiors are easily

accessible whereas 11% of respondents feel that the superiors are not easily accessible.
It is found that, 51% of respondents feel that their complaints are resolved quickly
whereas 49% of respondents feel that their complaints are not resolved quickly.
From weighted Average analysis it is found that most of the respondents are
satisfied with the working hours of the organization
From weighted Average analysis it is found that roles & responsibilities are clearly
defined by the Reporting heads.
From weighted Average analysis it is found that employees feel that their
superior's commitment towards job is good.
From weighted Average analysis it is found that respondents feel that training and
orientation programs are neither good nor bad.
From weighted Average analysis it is found that most of the respondents are
satisfied with job.
From chi-square it is found that there is a significant relationship between Work Culture of
the Company and interpersonal relationship between employees.
From chi-square it is found that there is a no significant relationship between
overall satisfaction and Commitment towards Company.
From chi-square it is found that there is a significant relationship between overall
satisfaction and aspects of job.

CONCLUSION
Retention is an important concept that has been receiving considerable attention
from academicians, researchers and practicing HR managers. In its essence,
Retention comprises important elements such as the need or content, search and
choice of strategies, goal-directed behaviour, social comparison of rewards
reinforcement, and performance-satisfaction. The increasing attention paid
towards Retention is justified because of several reasons. Motivated employees
come out with new ways of doing jobs. They are quality oriented. They are
more productive.
Any technology needs motivated employees to adopt it successfully. Several
approaches to Retention are available. Early theories are too simplistic in their
approach towards Retention. For example, advocates of scientific Management
believe that money is the motivating factor. The Human Relations Movement
posits that social contacts will motivate workers. Mere knowledge about the
theories of Retention will not help manage their subordinates. They need to
have certain techniques that help them change the behaviour of employees. One
such technique is reward. Reward, particularly money, is a motivator according
to need-based and process theories of Retention. For the behavioural scientists,
however, money is not important as a motivator. Whatever may be the
arguments, it can be stated that money can influence some people in certain
circumstance. Being an outgrowth of Herzbergs, two factor theory of
Retention, job enrichment is considered to be a powerful motivator. An enriched
job has added responsibilities. The makes the job interesting and rewarding. Job
enlargement refers to adding a few more task elements horizontally. Task
variety helps motivate job holders. Job rotation involves shifting an incumbent
from one job to another.

SUGGESTIONS/RECOMMONDATIONS

There should be proper induction and orientation .

Employee should be provided with proper training that includes HR information also.

Employee should be appreciated for good work and superiors should be easily
accessible.

Employee should be motivated to welcome the change.

If any changes are brought in to software or any module is added then proper

Training should be given.

1. Develop an attractive employee value proposition.

An employee value proposition means that your company has something attractive to offer
that is perceived as valuable to an employee. as an employer, you must understand what
makes your organization attractive to potential recruits and current employees. Branding
yourself as an employer of choice is not just a slick set of marketing tactics. The best
advocates for an employers brand are its current employees. What messages do they send to
others about their employer? Are they honestly saying and believing that, This is a great
place to work.
2. Create a total reward structure that includes more than compensation.
Every company should have all the normal compensation mechanisms common to their type
of employment. Yet, total rewards packages go far beyond money. While money might
temporarily retain employees, it does not always equate with engagement. People want a
chance to make a difference and realize themselves. That self-realization is multi-dimensional
and different for each employee. The total reward structure should include, in addition to
compensation, support for employees to attain their personal objectives aligned with the goals
of their organization.

BIBLIOGRAPHY

BOOKS:- Carsen A.J., HR How To: Employee Retention, CCH Knowledge point
publication(2005), Pg no.10-12,17
- Kothari C.R, Research Methodology Methods and Techniques, Second
Edition, New Age International Publishers, (2008), Pg no. 37 39.
-Phillips J.J., Connell A.O,Managing employee retention: a strategic
accountability
approach
Elsevier
Butterworth
Heinemann
Publication(2003), Pg no.232.
WEBSITES:- http://www.scribd.com/doc/18051091/Project-Report
http://www.indiainbusiness.nic.in/industryinfrastructure/infrastructure/power.htm
-http://www.indiainbusiness.nic.in/industry-infrastructure/industrialsectors/oil-gas.htm
- http://answers.yahoo.com/question/index?qid=20070723120306AAFz76x
http://www.moneycontrol.com/competition/bgrenergysystems/comparison/
BES
- www.bgrcorp.com

ANNEXURES
1. How is your relationship with the Reporting manager?
()Excellent

()Very Good

()Good

()Poor

()Worst
2. Do you have Rewards and recognition on your achievements?
()Yes

()No

3. Is it important that appreciation for your work by your co-workers and

supervisors?
()Yes

()No

4. Are the Facilities provided by the organization good (cafeteria, transport and
other corporate services)?
()Yes

()No

5. How do you rate the infrtructure and equipment provided?

()Excellent

()Very Good

()Good

()Poor

()Worst
6. Does the retention bonus have any impact on the motivation levels and
performances of an associate?
()Yes

()No

7. Does Fun at work have any impact on Motivation levels of employees?

()Yes
()No
8. Do you have an opportunity to share your ideas at work?
()Yes

()No

9. Do you have any training programs conducted?

()Yes

()No

10. If you want to leave the organization, what would be the reason?

()Personal reasons

()Team fitness

()career Opportunities

()Others

11. Do you feel that the company provides opportunities for your growth and
development?
()Yes

()No

12. Did any company policies or procedures (or any other obstacles) make your job
more difficult?
()Yes

()No